05-11-26 CC Regular Meeting Agenda Packet
CITY OF SHOREWOOD5755 COUNTRY CLUB ROAD
CITY COUNCIL REGULAR MEETING CITY HALL COUNCIL CHAMBERS
MAY 11, 20267:00 PM
For those wishing to listen live to the meeting, please go to shorewoodMN.gov/CityCouncil for
the meeting link. Pursuant to MN Statute 2024, Section 13D.02, subdivision 4, members may
participate in the meeting by interactive technology.
AGENDA
1.CONVENE CITY COUNCIL MEETING
A.Pledge of Allegiance
B.
Roll Call
Mayor Labadie_____
Councilmember Maddy_____
Councilmember Sanschagrin_____
Councilmember Gorham_____
Councilmember DiGruttolo_____
C.Review and Adopt Agenda
2.CONSENT AGENDA
The Consent Agenda is a series of actions which are being considered for adoption
this evening under a single motion.
Motion to approve items on the Consent Agenda & Adopt Resolutions Therein:
A.City Council Work Session Minutes
B.City Council Regular Meeting Minutes
C.Claims List
D.Expiration of Approvals for Shorewood Carriage Homes
E.Strategic Communications Plan
F.Annual Data Practices Policy Review
G.SCEC Task Force
H.2026 Supplemental Services Proposal, SLMPD and City of Excelsior
I.Hennepin County CDBG Program Renewal
J.Senior Accountant New Hire
3.MATTERS FROM THE FLOOR
This is an opportunity for members of the public to bring a matter related to the
governance of the City of Shorewood to the attention of the City Council. If the
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matter relates to a topic that is identified on tonight’s agenda as a public hearing,
please hold your comments until the public hearing is opened. The full rules for this
forum can be found on the agenda table in back and on the City’s webpage. Anyone
wishing to address the Council should raise their hand, or if attending remotely,
please use the “raise hand” function on your screen and wait to be called on. Please
make your comments from the podium and identify yourself by your first and last
name and your address for the record. Please limit your comments to five minutes.
No discussion or action will be taken by the Council on this matter. If requested by
the Council, City staff will prepare a report for the Council regarding the matter and
place it on the next agenda.
4.GENERAL BUSINESS
A.Change Order Policy
B.GIS Equipment
C.Water Connection Program
5.STAFF AND COUNCIL REPORTS
A.Staff
i.Tentative Upcoming Agenda Topics
B.Mayor and City Council
6.ADJOURN
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City Council Item 2.A.
Title/Subject:City Council Work Session Minutes
Meeting Date:May 11, 2026
Prepared By:Sandie Thone, City Clerk/ HR Director
Attachments
1.04.27.2026 CC WS Meeting Minutes
Background
04/27/2026 City Council Work Session
Strategic Alignment
Organizational Strength & Good Governance
Sound and strategic record keeping of government activities leads to comprehensive long-term
planning, principled data, and stakeholder-driven decisions, and a culture of continuous
improvement.
Budget Impact
Minute preparation costs vary based on length of meeting and level of detail.
Action Requested
Motion to Approve Consent Agenda. Simple Majority is required.
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CITY OF SHOREWOOD5755 COUNTRY CLUB ROAD
CITY COUNCIL WORK SESSION MEETINGCOUNCIL CHAMBERS
MONDAY, APRIL 27, 20265:30 P.M.
MINUTES
1.CONVENE CITY COUNCIL WORK SESSION MEETING
Mayor Labadie called the meeting to order at 5:31 P.M.
A.Roll Call
Present. Mayor Labadie; Councilmembers Maddy and Gorham; City Attorney Shepherd;
City Administrator Nevinski; Parks and Recreation Director Czech; and Planning
Director Griffiths
Absent:Councilmembers DiGruttolo and Sanschagrin
B.Review Agenda
Maddy moved, Gorham seconded, approving the agenda as presented. Motion passed 3/0.
2.DISCUSSION
A. 2027 Budget – Goal Setting Discussion
City Administrator Nevinski shared that this meeting is the kick-off meeting for the 2027 budget
process. He noted that the Staff is hoping to get broad direction from the discussion on where
the Council wants to go with priorities. He added that Councilmembers DiGruttolo and
Sanschagrin were not in attendance and that he had reached out to them to ensure they shared
their thoughts and insights. The Staff wants to return to the Council with a budget that aligns with
priorities and needs. He presented the 2027 budget information as found in the Agenda Packet.
Finance Director Schmuck stated that the Staff is looking for general direction, similar to what was
done the prior year. There was also a debriefing done from last year, and a proposed calendar
based on what was said.
Mayor Labadie explained that the SLMPD/EFD building was recently evaluated and has
numerous deferred maintenance items, some of which are high-ticket and require attention. She
added that the good news is that the building is still considered sound. She stated that, according
to the police estimate, the department is currently down one officer, that more body-worn cameras
are needed, and that a squad car is being brought in. For the police budget, there is not much
wiggle room, and the estimate may be a little high, but given the capital improvements needed for
the building, it is better to err on the high side. She noted that the number seemed low for the
park improvement. City Administrator Nevinski stated that there are plans to replace Freeman
Park North. Mayor Labadie asked if that is outside of the number given in the budget. City
Administrator Nevinski shared that the park would be funded through the Capital Improvement
Plan, which allocates $355,000 to support the park. Mayor Labadie asked if the number is
accurate. Parks and Recreation Director Czech stated that the number is accurate, as it was
recommended in the Master Plan by the consultant.
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Councilmember Gorham asked what some of the assumptions are for Operation Levy. He noted
that he agreed with the mayor and that many of the items are not within the Council’s control. He
stated that the Capital Fund Levies are a consistent year-to-year increase to keep the fund
growing. The Operating Levy seems to have its own logic, unlike the other levies. Finance
Director Schmuck, the assumptions are based on the long-term Financial Management Plan
established last year. The process has not yet begun for this year. She noted that the
compensation is pretty locked in under the City's Compensation Plan, but there has been no
further discussion about the benefits and what they entail. She added that the Staff had also not
looked at any operating expenses or new initiatives to be included in the budget. Those various
pieces are the next step in the budget process. Councilmember Gorham asked how the Staff
arrived at the $4.1 million figure. Finance Director Schmuck shared that, in reviewing the long-
term financial management plan, the compensation adjustments were 5 percent. Then, categories
within departmental line items were adjusted by percentage. Councilmember Gorham asked what
the second part of that statement meant. Finance Director Schmuck explained that the Staff used
the 2024 financial information and the 2025 budget information to project the 2026 budget, then
built that out for the ten years of the long-term plan.
Councilmember Gorham stated that of the 12 percent, five percent is due to salary growth. He
asked where the other eight percent was coming from that is causing the budget to grow. Finance
Director Schmuck explained that those numbers have not even been started yet. Fuel and energy
increases are part of it. Those numbers will start to come in when the department heads start
giving them. She added that the Staff is looking to provide the department heads with guidance
on what the Council wants in terms of particulars.
Councilmember Gorham asked whether the Staff was seeking feedback on the initial items or on
how data is delivered to the Council. Finance Director Schmuck stated that the Council would
like to give feedback to the Staff on the anticipated 2027 budget. She provided some options: a
constant tax rate, a steady levy increase, and 18 percent, because there are other new initiatives.
She added that the Council should direct the Staff on where to proceed so that the intended end
goal is clearly defined and understood.
Councilmember Gorham pointed out that there is not a lot to the budget. City Administrator
Nevinski stated that it is early in the process, and the discussion is not meant to be in-depth about
the specifics. In general, the Council should share what it is seeing and hearing, as well as its
priorities. He gave an example of an email about improvements to Yellowstone. That would be
a huge capital expense, but it could indicate which priorities the Council would like to ensure are
funded. He added what information would be helpful for the Council to know in 2027. He noted
that some councils may state they have only a two percent levy, or that there may be something
specific that needs to be planned for.
Mayor Labadie asked about the Public Works building and what needs to be done with the
building, and whether the need is immediate or can be deferred. City Administrator Nevinski
shared that the project would not replace the building but would add a mechanics bay. Cold
storage is needed to free up space in the existing truck bay. He added that the biggest need is
space for staff, as all 11 Public Works employees are crammed into one area. Mayor Labadie
stated that sometimes, when road projects are close together, a better bid can be obtained.
Improvements are needed at the Public Safety building, which is right next door. She added that
the Public Safety building needs a new floor. She asked whether improvements had been made
to the buildings and, if so, whether there would be any cost savings. City Administrator Nevinski
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stated that the answer to that question is not yet known because it is very early in the process for
both buildings.
Mayor Labadie pointed out that an outside company was used to give an analysis of the SCEC
and the Public Works building. She asked if someone would need to be hired to help with the
Public Works building, or if the city knows what is needed. City Administrator Nevinski stated that
if the Public Works building is to move forward, an architect will need to be brought in to handle
the high-level planning and design. Mayor Labadie asked whether this project needs to be done
in 2027. City Administrator Nevinski stated that the Staff believes the timing is such that the CIP
can be built out and the project scope understood. He added that the work is proposed for 2027
and will cost about $30,000. Councilmember Maddy asked if the $30,000 was in prep work only.
City Administrator Nevinski stated that the money is for planning and design to reach 30 percent.
Councilmember Maddy noted that minimizing the architect's use is the best approach, as
architects are incentivized to spend more. He shared that when an architect is steering the
project, the costs can get out of hand. If there are other consulting options to look into, that would
be a good idea. He recommended not starting with an architect. City Administrator Nevinski
stated that in other projects, he has worked with architects in the planning phase.
Finance Director Schmuck explained that in the 2026 CIP, the Staff included ballpark numbers
based on experience at other entities. Now the project needs to be timed out, but some necessary
pieces still need to happen now. The project's logistics need to be figured out, which is why
bringing in an architect was suggested.
Councilmember Gorham stated that the document provided shows a single scenario for the 2027
budget. He noted that the Council has previously given feedback, asking where the numbers
come from and calling for transparency. He stated that more options could be given with the
numbers to give greater understanding. Finance Director Schmuck noted that this will come as
the city goes through the budget process. The Staff is seeking guidance on where to start.
Councilmember Gorham shared that the increase feels high, being one million. He stated that
his feedback is to explore the options and look at where the Council can help to make the hard
choices. Finance Director Schmuck stated that the Staff is proposing an increase in the Operating
Levy by $500,000, $300,000 of which will go to personnel, with the remainder providing more
wiggle room. The Staff will be more specific with that number at the next meeting. She added
that police and fire are just starting discussions, but both are feeling good about the proposals
being brought forward. The facilities will be the wild card, and those answers will not be known
right now; eventually, a better number will be had. She added that the numbers are just a stab in
the dark about where the city is at, based on historical trends. The hardest thing is the union
negotiations for the police department and the Public Safety building, and the lack of capital being
set aside for that. She noted that the debt number will not change, and there is flexibility in the
CIP by moving projects around. There are reserves in the funds that could be utilized, but more
money would be needed in the future to replenish them, as many do not meet the current reserve
policy. Councilmember Gorham stated that it is good to be open about the drawbacks, especially
publicly. The feedback he has heard from some is that he should not raise taxes. He asked how
the numbers affect the taxes and how much is too much. Finance Director Schmuck pointed out
that saying "do not raise taxes" is not possible because things will change. Councilmember
Maddy stated that the year-over-year number for growing communities does not make sense; the
community is relatively stable, so it kind of works. He noted that, instead of looking at the year-
over-year number alone, core inflation over the last 12 months is a little less than 3 percent. To
do business as usual and continue providing the same services, expect a three percent raise. He
suggested that politicians before the Council did not think of saving any money at the Public
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Safety building, so the City will start saving for that and will bump the three percent up. He stated
that there is a story to tell, so there is core inflation, and then listed out the rest of the services
and why the Council is choosing to do those. If a story can be brought to the budget, then it would
make more sense to the community. Finance Director Schmuck pointed out that this is what the
Staff is hoping to build as the work sessions continue. Councilmember Maddy stated that of the
12 percent increase, three percent is standard, but he is not quite sure at this time where the other
nine percent is coming from. As better numbers come in, it may make more sense, and he could
be on board for it.
Mayor Labadie agreed that the community would see the 12 percent increase and not be on
board. She added that last year, as the process progressed, the Council continued to cut the
budget. She asked whether the budget process would be similar to last year. Finance Director
Schmuck stated that the calendar has shifted following conversations with the Council. She noted
that communication with the community will be similar, but office hours will be set when no one
shows up. If the community would like to speak with staff, schedule an appointment, or request
accommodation, they will be provided with them. There could still be an open forum at the work
session if the Council would like that. She stated that she felt part of the Council’s feedback was
that things felt very repetitive and that changes would need to be made, as many were not
productive. Mayor Labadie stated that there will be ample time for the public to see the budget.
She pointed out that not much is increasing, except for the cost of performing what the City is
doing, unless the Senior Partners dissolve and the Council decide to take that on. She stated
that some of the items are out of the Council’s control.
Councilmember Gorham asked if someone could elaborate on the South Shore Senior Partners.
Parks and Recreation Director Czech stated that the Senior Partners offer senior programming at
the SCEC Monday through Thursday and Friday mornings. He shared that the Senior Partners
spoke with the Council last year and expressed concerns about a shortage of volunteers,
volunteer burnout, and limited funding. The Senior Partners think that in the next year or two,
they will be out of volunteers, funding, or both. The longevity is not likely. He pointed out that in
the study of the SCEC with ISG, that piece will be rolled into the analysis. Recommendations for
senior programming will be developed through the analysis. Councilmember Gorham stated that
the thought would be to fund the program by hiring a staff member. Parks and Recreation Director
Czech pointed out that this would likely be the scenario in which the city would take over senior
programming. Councilmember Gorham asked what kind of programming it is. Parks and
Recreation Director Czech stated that there are currently a variety of offerings, such as a book
club and a senior fitness class. Councilmember Gorham asked how many people attend the
events. Parks and Recreation Director Czech shared that the events ebb and flow. Participation
in the groups depends on who is leading them. City Administrator Nevinski shared that, in terms
of options, rather than the City providing the programming, there may be a partnership with
community education or Chanhassen. There could be other alternatives for filling the niche.
Councilmember Maddy asked about the timing of the report. Parks and Recreation Director
Czech stated that the full analysis would come out at the end of August or early September. City
Administrator Nevinski stated that there would be a sense budget-wise.
Councilmember Gorham asked what the assumption is for engineering staffing. City
Administrator Nevinski stated that at this point, there is nothing there for engineering staffing. The
Staff needs to come back to the Council for further discussion on that. He noted that the $4.1
million budget includes engineering costs, but how those costs are allocated will need to be
discussed. Finance Director Schmuck stated that the direction the Staff was given is that the
$145,000 on the engineering line item is the amount that was part of the phase-out of consulting
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engineering and was brought in-house. That is the cap of the budget dollar, and that is the number
that things are based on.
Mayor Labadie stated that the Staff has as many moving parts as the Council does. She asked
about the questions in the Agenda Packet and if that is what the Staff is looking for answers to.
City Administrator Nevinski shared that the questions are designed to provoke discussion, not
necessarily to yield absolute answers. He noted that the Council has hit on many of them.
Mayor Labadie explained that the engagement concerns the budget decisions. She pointed out
that based on what the Councilmembers have heard, the community will not like the 12 percent
increase.
Councilmember Gorham stated that he would like to see what some of the trade-offs are for
projects. Mayor Labadie shared that, while reviewing the police budget and its line items, many
could be cut, making everyone comfortable with the budget. City Administrator Nevinski
explained that the Council may decide to proceed with a project, but it would result in too large a
levy increase so that the project would be only half or a quarter of the increase. The priority is
still being worked on, but in a more manageable way. He added that knowing where the Council
is at is very helpful as things are put together.
Mayor Labadie stated that the vegetation management plan needs to be reevaluated, as funds
were spent in ways that were less fruitful than some may have thought. She added that if the
plan involves additional equipment for a specific invasive species, more justification will be
required. She shared that a beast has been created for the Public Works department in the way
that the buckthorn was handled. Councilmember Gorham stated that more is not needed, as a
lot is already being done. Mayor Labadie stated that a lot is being done but not getting ahead of
the buckthorn. Until the Council is ready to discuss alternative methods that will help eradicate
rather than maintain, more money should not be put into removal. She noted that buck thorn is a
problem, but the Council tried to do things differently, and it is just not working as well as some
thought it would.
Mayor Labadie pointed out that, to obtain input from the Council, many items are difficult to obtain
because the information needed to provide accurate input is not yet available. City Administrator
Nevinski stated that the Staff understands that. The feedback given is information that can be
worked on. He noted that the conversation was a bit abstract, but there is material to work with.
Mayor Labadie stated that one area for improvement is that, when the city has road projects with
neighboring cities, Shorewood needs to get a better sense of when those cities plan to make the
large improvements on their side. Then the cities could capitalize on being on the same timeline.
Finance Director Schmuck shared that Public Works Director Morreim has been working with
other cities on some projects. She noted that some of the cities are not as good as Shorewood
has been about making a ten-year capital improvement plan. Those cities are working toward
that, but Shorewood is ahead of the game compared to some neighboring communities in the
planning process. Mayor Labadie pointed out that the Staff is having the conversations but then
let the Council know so it is aware of the conversations.
Mayor Labadie explained that the cost of the average home has risen in the city, and the city is
trying to keep up with rising costs. She pointed out that it is good. Finance Director Schmuck
stated that it is hard for people to understand that their taxes went up by 20 percent in total.
However, Shorewood only went up eight percent. She added that people do not always realize
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that the other increase is coming from different places. Getting the education out to the
community is important. Mayor Labadie noted that the graph included in the Shore Report was
very helpful to many people. She added that doing something similar in the Shore Report would
be good.
Finance Director Schmuck asked whether the Council was comfortable with the calendar layout,
given the Council's feedback. Mayor Labadie stated that things look good for her. She noted that
more than one Councilmember reported that things were repeated. There were so many
meetings that nobody attended. She shared that, combined, those two facts make the calendar
seem appropriate. Councilmember Gorham agreed.
Mayor Labadie asked what the city is doing when it states that it will update the pavement
management plan for the CIP. Finance Director Schmuck stated that the CIP is a ten-year plan
for the city. Everything is what it was when the Council approved it in 2025 for 2026. She
explained that now that the pavement management plan has been approved, Public Works will
review it and ensure that all future years align with it. Council approved the high-level plan; now
the Staff needs to implement it. She added that the same thing will be done with the parks study.
Every year, the entire CIP is reviewed and realigned as needed.
Mayor Labadie asked whether there was anything else the Councilmembers would like included
in the budget process. City Administrator Nevinski stated that alternatives and options were
something that the Council had said. Councilmember Gorham stated that if the budget proposes
an increase in equipment, more transparency regarding the equipment's age is needed. He
added that as much of the background as possible. City Administrator Nevinski stated that a
dump truck is slated for replacement next year, so factors such as the vehicle's age and repair
history will be of interest. Finance Director Schmuck shared that the Staff can extrapolate for one
piece of equipment at a time but having the asset management plan that has been discussed
would give the city the ability to track a vehicle, all its expenses, and see trends. The return on
investment would also be evident. She stated that, overall, across the entire fleet, the asset
management programming is something Public Works Director Morreim would like to pursue.
Councilmember Gorham asked whether that is something the Council could get a cost-benefit
analysis for. Finance Director Schmuck stated that Public Works Director Morreim has been
working on it. Councilmember Gorham stated knowing the cost of the program, but also whether
it saves the city money in the long run or is it a better management tool for the Staff. City
Administrator Nevinski stated that the program would hopefully save money in the long run by
enabling the Staff to make more data-driven decisions. He added that the program is definitely a
management tool. Councilmember Gorham asked how the vehicles are tracked now. City
Administrator Nevinski stated that some data is entered into GIS, but otherwise, there is no
comprehensive unified system. Finance Director Schmuck stated that some maintenance data
is collected in Excel. Pulling together the information for the dump truck will be time-consuming,
but it will be done. Councilmember Gorham shared that, right now, it is just putting money into
vehicles until they die, then replacing them. City Administrator Nevinski pointed out that, for the
sweeper, money was spent on repairs so it would be of value. Finance Director Schmuck pointed
out that there would be cost savings in managing the whole system. Savings may not be seen in
dollars, but there will be internal savings in time. Councilmember Gorham stated that during
budget season, it is best to be fully armed with the rationales. The community will see a 12
percent levy and be upset that things are being added.
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Finance Director Schmuck stated that the information is a good starting point. The next work
session will focus on personnel. She added that every line item is gone through several times
before it comes before the Council.
3.ADJOURN
Maddy moved, Gorham seconded, Adjourning the City Council Work Session Meeting of
April 27, 2026, at 6:38 P.M. Motion passed 3/0.
ATTEST:
Jennifer Labadie, Mayor
Sandie Thone, City Clerk
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City Council Item 2.B.
Title/Subject:City Council Regular Meeting Minutes
Meeting Date:May 11, 2026
Prepared By:Sandie Thone, City Clerk/ HR Director
Attachments
1.04.27.2026 CC Reg Meeting Minutes
Background
04/27/2026 City Council Regular Meeting
Strategic Alignment
Organizational Strength & Good Governance
Sound and strategic record keeping of government activities leads to comprehensive long-term
planning, principled data, and stakeholder-driven decisions, and a culture of continuous
improvement.
Budget Impact
Minute preparation costs vary based on length of meeting and level of detail.
Action Requested
Motion to Approve Consent Agenda. Simple Majority is required.
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CITY OF SHOREWOOD5755 COUNTRY CLUB ROAD
CITY COUNCIL REGULAR MEETINGCOUNCIL CHAMBERS
MONDAY, APRIL 27, 20267:00 P.M.
MINUTES
1.CONVENE CITY COUNCIL REGULAR MEETING
Mayor Labadie called the meeting to order at 7:00 P.M.
A.Pledge of Allegiance
B.Roll Call
Present: Mayor Labadie; Councilmembers Maddy and Gorham; City Attorney Shepherd;
City Administrator Nevinski; Planning Director Griffiths; and Park and Recreation
Director Czech
Absent:Councilmembers Sanschagrin and DiGruttolo
C.Review and Adopt Agenda
Gorham moved, Maddy seconded, approving the agenda as presented.
Motion passed 3/0.
2.CONSENT AGENDA
Mayor Labadie reviewed the items on the Consent Agenda.
Councilmember Gorham noted questions about items F and G. He stated that the Tree
Preservation Policy was something the Park Commission would have been involved in and was
not part of the work plan. Planning Director Griffiths explained that Public Works Director Morreim
presented various items related to trees and parks as part of a separate process. The Planning
Commission is focusing more on how tree preservation is handled in development applications
and subdivision requests. He added that the Park Commission will be involved, but more through
the lens of parks. Councilmember Gorham asked how the Park Commission would be involved.
Planning Director Griffiths shared that there are two separate things. The Planning Commission
is reviewing the tree preservation policy, which applies to building permits and land development.
He added that, through a separate process with Public Works Director Morreim, the Park
Commission will look at how trees are handled in parks and on City-owned properties.
Councilmember Gorham stated that the tree preservation policy seems equally important to both
commissions and could be reviewed by both commissions. Planning Director Griffiths stated that
it could be done if the Council so directs. City Administrator Nevinski stated that the tree
preservation policy has been driven by private development and what is happening on that
development. The vegetation management plan is more about what is being done in the parks
and rights-of-way. He added that the Staff is treating the documents as two distinct things because
they occur at different times and have different trigger points. Councilmember Gorham stated
that the tree preservation policy is within the purview of the Planning Commission, but the Park
Commission seems uniquely qualified. He added that it seems like a missed opportunity for a
joint coalition between the two parties. City Administrator Nevinski asked if it would be an urban
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tree canopy plan. Councilmember Gorham stated that the tree preservation policy has been
talked about for ages. He noted that, in updating it, the work session could be held between the
two commissions on one issue. The Council has been discussing bridging the gap between
commissions, and the Park Commission may be very interested in the tree preservation policy.
Mayor Labadie asked who votes on the tree preservation policy language. Planning Director
Griffiths stated that the tree preservation policy is part of the zoning code, so the Planning
Commission would ultimately make the recommendation to the Council. Mayor Labadie shared
that the Park Commission does not have a vote, so if a commissioner would like to go on their
own, it would be encouraged, but the whole Park Commission would not need to be there.
Councilmember Gorham stated that the tree preservation policy is a big deal. Mayor Labadie
noted that the policy is a big deal but is specific to private property and differs from parkland. The
policy will not govern items in the park. Councilmember Maddy stated that having more opinions
could be difficult. Separation of labor is good and let the Parks Commission manage what is
owned by the City. Councilmember Gorham noted that certain people on the Parks Commission
may be valuable in shaping the policy's language. Planning Director Griffiths suggested that the
Parks Commission review what the Planning Commission comes up with.
Councilmember Gorham stated that it was good that the commissions are focusing on what the
Council wants. He added that as a consent item, it feels like the Council drives priorities. He
noted that next year the Council should have more feedback on the commissions' priorities, but
liked what there was this year. City Administrator Nevinski pointed out that it made sense and
that this is part of why the plans are coming before the Council so that comments can be made,
but next year, things can be changed a little.
Maddy moved, Gorham seconded, Approving the Motions Contained on the Consent
Agenda and Adopting the Resolutions Therein.
A.City Council Work Session Minutes
B.City Council Regular Meeting Minutes of
C.Excelsior Fire District Board Meeting Minutes
D.South Lake Minnetonka Police Department Board Meeting Minutes
E.Claims List
F.2026 Park Commission Work Plan
G.2026 Planning Commission Work Plan
H.Tall Grass/Weed Enforcement Contract
I.Seasonal Public Works New Hires
J.Tree Removal Quote and Service Agreement
K.Vegetation Management Plan
L.Conditional Therapeutic Massage Business License for Tonka Wellness
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M. Met Council 2023 I&I Grant, Adopting RESOLUTION NO. 26-24, “A Resolution
Approving 2023 I/I Grant Program Funds Reimbursement Participation from
Metropolitan Council Environmental Services.”
N.Road Management Software
O. Retail Liquor License Renewals, Adopting RESOLUTION NO. 26-25, “A
Resolution Approving 2026 Retail Liquor License Renewals.”
P.Municipal Boundary Adjustments Between Shorewood and Tonka Bay,
Adopting RESOLUTION NO. 26-26, “A Joint Resolution Requesting
Concurrent Detachment from Tonka Bay and Annexation into Shorewood
and Concurrent Detachment from Shorewood and Annexation into Tonka
Bay of Certain Lands Pursuant to Minnesota Statutes Section 414.061.”
Motion passed 3/0.
3.MATTERS FROM THE FLOOR
Kristin Olson, 4445 Enchanted Cove, stated that she lives on Enchanted Island and is now living
in her childhood home. She stated that she was at the meeting to discuss the deer management
program. She noted that, growing up on the island, there were no deer, but now the deer are
wreaking havoc for many reasons. Environmentally, the deer eat everything, which kills
pollinating and native plants and allows buckthorn to thrive. She stated that the deer are
dangerous, as it is likely to hit one even when watching for them. She noted that the deer are
hungry. Many people feel bad about managing the deer population, and she feels bad for them.
Ultimately, the deer are hungry and starving because what they eat shows that. She added that
it is more humane to maintain a reasonable deer population. She shared that she does not
advocate removing all the deer, but that overpopulation is harming other animals and insects that
lack the native vegetation to feed on. She stated that there is feces from the deer all over the
yards. She reiterated her support for the program and would like the Council to help determine
who owns the plan and how it will be structured. She specifically noted the islands, which are
different from the mainland.
4.GENERAL BUSINESS
A.Report by Commissioner Longo on 04-07-26 Planning Commission Meeting
Commissioner Longo gave an update on the Planning Commission meeting. He shared that the
Commission spent most of the meeting reviewing the City's 2050 Comprehensive Plan. He stated
that the presentation was impressive. The areas that impressed the Commission were the
timeline and the way the community will be involved in gathering feedback. He added that the
feedback is very important, as the City is diverse and every area needs to be represented. He
stated that the Commission spent time discussing the Bylaws. Specifically, the component about
the alternative commissioner. He noted that the Parks Commission would have the same
provisions so that the Planning Commission would look to the Parks Commission and then
probably implement the alternative commissioner as well. He shared that the Commission also
looked at the work plan, which the Council would approve.
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B.Commission Bylaws
Park and Recreation Director Czech presented on the Commission Bylaws as found in the
Agenda Packet from the Parks Commission side. Planning Director Griffiths presented the
Commission Bylaws from the Planning Commission side.
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Mayor Labadie shared that 14 may be too young to be on a commission, as that may be 8grade.
She noted that maybe 15 is the minimum age, but then that also means mom and dad are driving
the student to the meetings. Councilmember Gorham asked about just doing a high school junior
or senior, without considering age. That would make it more about career paths. Park and
Recreation Director Czech shared that his experience with recruitment in other cities has been
difficult, so the more restrictions are put in place, the more difficult it can be to secure the role.
He added that the ages 14 to 18 were just what was seen in other cities. The Council also grants
that role. He noted that he was open to modifications to the language. Mayor Labadie stated that
Minnetonka High School is large and will likely generate some interest. She stated that she is
worried that if a 14-year-old applies and a 16 and 17-year-old, and the 14-year-old is rejected,
this may be the first time for an interview. Councilmember Gorham stated that, having a 14-year-
old, he is not sure one would be ready for that type of role. Councilmember Maddy stated that he
is not a fan of the concept and would defer to the rest of the Council. He added that those old
enough to serve on the Commission typically do not use the parks. Mayor Labadie shared that
there are kids who want to be involved in government or the environmental side of things. It is
about giving the students an opportunity, and those who apply will be genuinely interested.
Councilmember Gorham pointed out that there may be students who are interested in engineering
or government who would be interested in getting involved. He would want someone interested.
Mayor Labadie stated the Council would like to do ages 16 to 18, and if no one applies, then the
next time the age could be 15 to 18.
Mayor Labadie asked when the Youth Commissioner would be advertised. Park and Recreation
Director Czech shared that the Staff would now connect with Minnetonka High School to get the
information out. Even if the role is not filled now, at least there would be information for next year.
He added that he would also connect with the school to determine the best timeframe. Mayor
Labadie pointed out that using the term "Presidential Volunteer Award" would align with the
school's involvement in that program and that students must complete a set number of sanctioned
hours, which could attract more interested students.
Councilmember Maddy asked about the alternative member for the Planning Commission.
Planning Director Griffiths explained that the alternative member would not necessarily have to
attend the meeting unless there was a vacancy on the Commission that night. The alternative
member would otherwise be like any other resident if they were not on the Commission that night.
He added that the expectation is that the alternative member would still be up to date on what is
happening within the Commission. Their participation would be based solely on whether a
commissioner was absent. Councilmember Gorham asked how often the person had been
activated in the past year. Planning Director Griffiths shared that he does not have that
information, but that at least one commissioner has attended every meeting in the first part of this
year. He noted that the winter months seem to get a little sparser. Councilmember Gorham
asked how else to make the role worth someone’s time if they are only being used once a year.
Planning Director Griffiths shared that the alternate member would be able to participate in the
work session. The alternate member is still part of the Commission, but does not have a vote
unless they are at the table that night. He added that the Staff could come up with ways to keep
the person involved, and there is time before the appointment is made. He shared that it helps to
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get people involved in the Commission before they become full members. Councilmember
Gorham asked about the Park Commission having an alternate member. Planning Director
Griffiths stated that it has not been as much of an issue for the Park Commission. He shared that
the Planning Commission is unique in that it addresses land-use issues, and that it is really
important to have a quorum at every meeting. He added that both commissions are taking one
thing and experimenting with it, and if that thing works, then the other commission may adopt it in
the future. Park and Recreation Director Czech noted that the Park Commission commented that
the alternate member seems to be creating a solution for a problem that does not exist. The Park
Commission was not opposed to the idea but did not see the need for it at the time. He added
that the Park Commission does not really have attendance issues. Planning Director Griffiths
added that the intent of the bylaws is for the commissions to review them annually.
Councilmember Gorham noted that a Youth Commissioner for the Planning Commission would
seem to entail a heavier workload.
Commissioner Longo added that having an alternate member is important to the Planning
Commission, as there have been times when meetings could not take place or nearly did not take
place. He shared that at least experimenting with the alternate member would be good. Also,
having the alternate member present for all Commission proceedings is important because some
matters may last longer than one meeting. He stated that, in considering a Youth representative,
the Commission discussed some meetings that had become controversial and could be
challenging for them.
Mayor Labadie asked about the Planning Commission, how the Liaison would work, and whether
the Commissioner would report after every variance. Planning Director Griffiths shared that it is
correct. Mayor Labadie pointed out that, right now, the commissioners can leave after their
reports, but with this, they may have to stay longer. Planning Director Griffiths shared that it was
discussed, but the Planning Commission is very dedicated to the process. He noted that some
things may come before the Council, and the Planning Commission may have no report or
anything to add. Mayor Labadie noted that if the commissioners are willing to do that, it would be
great.
Gorham moved, Maddy seconded, Approving the Planning Commission and Park
Commission Bylaws.
Motion passed 3/0.
City Attorney Shepherd stated that there needs to be an amendment to the age for the Youth
Commissioner.
Gorham moved, Maddy seconded, Approving the Planning Commission and Park
Commission Bylaws with the revision to raise the Youth Park Commissioner age to 16.
Motion passed 3/0.
C.Deer Management Program Evaluation
Planning Director Griffiths presented the annual evaluation of the deer management program as
found in the Agenda Packet. He noted that if the Council disagrees with the Staff’s direction, then
the Staff will be back before the Council with the annual agreement with Metro Bowhunters
Resource Base (MBRB) to continue the hunt for another year.
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Councilmember Maddy asked where the 15 deer-per-square-mile figure came from. Planning
Director Griffiths stated that the number has been in the management plan since 2010. He noted
trying to take down how that number came into existence, but has not found much. At the time,
the city conducted extensive resident engagement and surveying, and that was the expectation
the community set for an allowable number.
Councilmember Maddy asked what the thought is as to why so many deer are accumulating on
the islands. Planning Director Griffiths stated that he does not have a great idea. In urban areas,
deer congregate because they are looking for food. He added that the deer population on the
islands is a bit deceptive because the survey was done in January, and no deer were found.
Mayor Labadie stated that she is shocked that there are no deer in the survey, as she can see
the islands from her house and has seen deer moving to them.
Councilmember Gorham asked what the Council would direct MBRB to do if it directs MBRB to
proceed this year. Planning Director Griffiths stated that it would be a status quo hunt. The Staff
publishes an article in the newsletter asking property owners to volunteer their properties. The
Staff then works behind the scenes to secure the right-of-way for the hunters to access the
properties. MBRB goes out to evaluate the sites, and then the Staff sends notices that the hunt
will take place. He added that it has typically been over three weekends. He shared that before
the hunt takes place, the MBRB staff holds a safety meeting and a briefing on the properties that
will be hunted.
Councilmember Gorham stated that the information is presented in a way that shows that the
deer population is low. He asked whether, when MBRB goes out, they take what they can get,
whether that is 40 or two. Planning Director Griffiths shared that the numbers have been the
same every year. He added that MBRB would continue in the hunt, knowing the results of the
survey. Councilmember Gorham pointed out that there seems to be more anecdotal evidence
that the deer population is higher. He asked how much weight should be given to the survey.
Planning Director Griffiths stated that the survey is included because the wildlife management
plan calls for it. He added that there is a lot of anecdotal evidence indicating that the deer
population in Shorewood is high, but it has not been reflected in the survey. The survey is the
most scientific method the city uses to collect data and is the same process used by many other
cities. He stated that the Staff’s recommendation is largely based on what the plan calls for. The
plan outlines conducting the deer survey, gathering resident feedback, and deciding on next
steps. The Council has more discretion than the Staff does in this case. The recommendation is
a middle-ground approach, with just pausing instead of saying "never do it again".
Councilmember Gorham asked what would happen to the deer population if the hunt were
conducted using the given data point, which is lower than 41 percent. Planning Director Griffiths
shared that the deer population would be lower because deer would be harvested. He stated
that, according to the DNR, deer seen in urban areas are typically not very healthy. He added
that the DNR has stated there is no scientific way to prove these programs are effective.
Councilmember Gorham asked how many deer were harvested last year. Planning Director
Griffiths shared that 20 deer were harvested.
Councilmember Gorham stated that the presentation mentioned losing parcels to hunt on. He
asked how that fits into the argument of yah or nay. Planning Director Griffiths shared that the
trend would indicate that the City would eventually run out of suitable properties. That was a
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factor in the Staff’s rationale for the recommendation. Councilmember Gorham asked how that
factors into a wait-a-year recommendation. Planning Director Griffiths stated that the Staff’s
recommendation is primarily focused on what the wildlife management plan says to do. He shared
that it is a factor to consider, and over time, as more parcels are developed, the level of contention
will likely increase. Councilmember Gorham stated that the information is important, but he is just
not sure how it informs his decision.
Planning Director Griffiths stated that the city could look into how other cities manage deer. Many
cities allow individual neighborhoods to petition the Council to authorize a hunt for a specific
neighborhood; the City Code does allow that. He added that the survey for that could be
conducted for the community as part of the Comprehensive Plan process.
Councilmember Gorham asked if any parcels were being used on Enchanted Island. Planning
Director Griffiths stated that last year, a large amount of interest was received from the islands.
When the hunting group went out to look at parcels, there’s was one of the highest quality that is
used every year. He added that, given the issue on the islands this year, he did not know what
the likelihood was that the hunt would go back out there. From the Staff’s perspective, the islands
were the source of the most complaints.
Mayor Labadie shared that the only residents she has heard from have been from the islands,
and they have been both pro and con. She added that it is not often that the city has a partnership
of this nature that does not cost the city very much. She asked whether the number of deer taken
since 2007, when the program was implemented, has changed dramatically. Planning Director
Griffiths shared that the 2007 to 2010 Memo included deer numbers, and those numbers jumped
after a year without taking any deer. Mayor Labadie shared that this is what she is afraid will
happen if the hunt is canceled: a spike in deer numbers, a severed relationship with the MBRB,
and then being unable to start again because they will be elsewhere.
Councilmember Gorham stated that maintaining consistency with the parcels in use is important.
Mayor Labadie agreed that if the program goes away and then comes back, there will be a higher
level of complaint. Councilmember Gorham asked if what is being done is helping the islands.
Mayor Labadie stated that the deer are migrating from the mainland.
Councilmember Maddy noted being on the same page as the others. He asked why the hunt on
the island was derailed so quickly. Planning Director Griffiths shared that the issue on the island
was very contentious. The hunting properties on the island are very small, and almost every time,
the deer does not end up on the property where it started. He added that the hunters decided not
to go back out for a second weekend, because more issues would have popped up.
Councilmember Maddy stated that the helicopter survey does not seem accurate to him. He
suggested using the previous year's take as the basis for the policy, rather than paying $1,500.
Councilmember Gorham asked if there were any other data points. Planning Director Griffiths
stated that the department is working with the SLMPD to obtain data on reported vehicle collisions.
He noted that this is a standard way that the data is collected. Councilmember Gorham stated
that the policy would need to be changed if the Council wanted to go in a different direction.
Mayor Labadie asked if there had been a similar issue on Shady Island. Planning Director Griffiths
shared that the islands in general have been very divided.
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Councilmember Maddy asked what the chances are that people on the island are feeding deer.
Planning Director Griffiths noted that the chances are pretty high.
Mayor Labadie asked if three weekends is an appropriate amount of time. Jared Fehrenbach,
Hunt Coordinator with MBRB, stated that the most deer are taken on the first and third weekends.
He added that during the hunt period, the rifle opener occurs, and it is an MEA weekend as well,
so there are just not as many volunteers available. He noted that the hunt take has been roughly
the same over the last four years.
Planning Director Griffiths asked that, if the Council wishes to proceed with the hunt as usual, the
resolution in the packet be ignored, and a stand-alone motion be made.
Councilmember Maddy indicated that he would like to proceed as normal with the hunt.
Councilmember Gorham agreed.
Mayor Labadie asked about the $1,500 for the survey. Councilmember Maddy suggested putting
that on the agenda for a work session, since it is against policy. Planning Director Griffiths noted
that he did not know whether better information could be found beyond the helicopter process.
Maddy moved, Gorham seconded, Directing the Staff to proceed as normal as has been
done in previous years with the Deer Management Plan.
Motion passed 3/0.
D.2050 Comprehensive Plan Update Project Overview & Community
Engagement Plan
Planning Director Griffiths presented the information as found in the Agenda Packet.
Councilmember Gorham asked Planning Director Griffiths to elaborate on what number two
means. Planning Director Griffiths shared that much of what is done with the Comprehensive
Plan is a math problem, and right now, the Met Council states that the City is required to average
7 units per acre across the entire community. Under previous cycles, the Met Council stated that
the city needed to prove that it could be done in year twenty. He shared that the Met Council is
now stating that the city needs to prove that it can be done at year ten and year twenty. In effect,
it will require the city to change how developments are timed because a component of the
Comprehensive Plan aims to predict when development will occur. The city has to prove that
development will happen at any time, rather than just at the end. He noted that the Met Council
is trying to avoid communities that pile all the density onto a single property, the city knows will
never develop. The Met Council is trying to ensure that what cities put in their plans is realistic
going forward.
Councilmember Gorham asked what the planning decade is. Planning Director Griffiths shared
that the planning decade is from 2030 to 2040. Councilmember Gorham asked whether the Met
Council wants to know whether the city is on target or will help with what is being tried to be done
in 2050. Planning Director Griffiths stated that the plan must demonstrate that the city will be on
target.
Planning Director Griffiths continued with the presentation as found in the Agenda Packet.
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Councilmember Gorham asked about the leadership involved in the Comprehensive Plan. He
also asked if the Chair of the Planning Commission would be more involved than the rest of the
Commission. Planning Director Griffiths stated that the Staff would take that as it comes
throughout the project. He shared that there may be times when a joint meeting between the
Planning Commission and the Council is needed. There may be times when the Staff seeks the
council's direction. He noted that it may be more topic-based. The Planning Commission may
focus on more microlevel detail.
Councilmember Gorham asked how much of Planning Director Griffith's time the Comprehensive
Plan will take up. Planning Director Griffiths shared that the Plan will take considerable time over
the next three years, but a consultant is also helping.
Councilmember Gorham stated that there was a mention of a Project Management Team in the
scope of services. He asked if that is specific to Shorewood. Planning Director Griffiths stated
that it is a common thing that cities use. The Project Management Team consists of the Project
Manager, City Planner Osowski, the consultant team, and other City Staff as needed. Right now,
the Communications Coordinator has been heavily involved. Specific topic areas will involve
different members of the Staff.
Councilmember Gorham asked whether there is an expectation that the Planning Commission
will increase its workload during this process. Planning Director Griffiths stated that the Planning
Commission will be doing the brunt of the heavy lifting. What that means is that, as engagement
is being discussed, the Planning Commissioners are expected to be involved in the activities. He
stated that the Council may also be asked to be involved. Councilmember Gorham asked who
the current Chair of the Planning Commission is. Planning Director Griffiths stated that Ken
Huskins is the current Chair. Councilmember Gorham asked if the Planning Commission would
need any additional training or support for the Comprehensive Plan process. Planning Director
Griffiths stated that additional training has been taking place. He noted that he is not anticipating
anything right now, but something may come up. Councilmember Gorham stated that the City is
undergoing a major process and wants to ensure everyone involved is prepared. Planning
Director Griffiths noted that the same presentation was given to the Planning Commission, and
the Commission expressed excitement and readiness to get to work. Councilmember Maddy
shared that the Planning Commission will get through the process just fine.
Planning Director Griffiths continued his presentation with the Engagement piece of the
Comprehensive Plan as found in the Agenda Packet.
Councilmember Gorham asked if the schedule in the Packet is in chronological order. Planning
Director Griffiths stated that loosely, it is in chronological order. He noted that there are events
at the bottom of the schedule that will be attended, but do not yet have specific dates.
Councilmember Gorham asked about the Fall of 2026. Planning Director Griffiths stated that the
second questionnaire will be sent to the community and distributed at neighborhood meetings.
Councilmember Gorham asked when the first report would come in showing the impact of the
feedback on the Council and the residents. Planning Director Griffiths stated that it will depend
on how much the City receives and when it receives it. He shared that the first report will likely
come at the end of the first project phase, but before that, things would go before the Council and
the Planning Commission. Councilmember Gorham asked how long Phase One lasts. Planning
Director Griffiths explained that Phase One will last as long as needed throughout the project.
Most of the work will happen through the summer. Many of the phases will bleed together.
Councilmember Gorham pointed out that, as the Plan moves into the community vision, he would
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like to see the initial feedback. Planning Director Griffiths stated that before the city moves into
the vision phase, information from the first survey will be obtained, and any pop-up activities will
be considered. He shared that next, the city will be working on interactive maps and
questionnaires, along with pop-up events. What is learned in the initial efforts will influence how
things are done in subsequent steps. Councilmember Gorham noted that by the end of summer,
the Council will receive some initial feedback.
Mayor Labadie shared that the presentation was fantastic. The anticipated engagement is way
more than what was done ten years ago. Planning Director Griffiths shared that historically, the
city has done an open house or two. The feedback has shown that the community wants more
engagement. He pointed out that the state statute requires only one public hearing. Mayor
Labadie thanks Planning Director Griffiths for all the planning and effort with the Plan.
Councilmember Gorham pointed out that the do-it-yourself engagement opportunities are really
interesting. He suggested adding something to the Shore Report to explain what it is and to
encourage residents to participate. Planning Director Griffiths stated that things need to be
discussed at a Staff level and that what that will look like needs to be discussed.
Maddy moved, Gorham seconded, Approving the Community Engagement Plan for the
2050 Comprehensive Plan Update.
Motion passed 3/0.
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E.4 of July Fireworks Public Safety Funding Request
City Administrator Nevinski presented the memo as found in the Agenda Packet.
Mayor Labadie added that the Rotary has committed to contributing to the fireworks and a barge,
but the fireworks have not been purchased. She stated that as of last week, no permits had been
pulled yet. If the Council decides not to contribute, there is not a huge amount of fees that have
been expended. She stated that there is $7,500 in the budget and that, in the past, it has been
$1 per resident. Shorewood’s population has risen to about 8,000, but the ask is $8,933. She
asked what would happen if Shorewood commits to giving the money, but the other cities do not.
City Administrator Nevinski stated that if the fireworks do not happen, then no money will be given.
He noted that the other communities are interested in doing something. The biggest wild card
will be Deephaven, given that they have already committed to fireworks in their community. Mayor
Labadie stated that each community will be bringing it up at their next meetings. Councilmember
Gorham asked if Deephaven is providing funds for the Fire Department but not the Police
Department. City Administrator Nevinski shared that Deephaven has its own police department,
so they are part of the funding formula for Excelsior. That will probably have to be split because
the Excelsior Fire Department also covers Deephaven, and there will be two events. He noted
that Deephaven is interested in hosting an Excelsior event because they are worried about
everyone congregating there. Councilmember Gorham stated that if Deephaven pays its share,
Shorewood would be right at the $7,500 budgeted amount. City Administrator Nevinski explained
that the formula assumes Deephaven pays its share and that all cities are being asked to pay
more. Mayor Labadie shared that it has not been done like this in the past; it was checks from
the cities to the chamber. How the money was spent was up to the chamber.
Councilmember Maddy asked how long the city has been at the $7,500. Mayor Labadie stated
that the amount was raised a couple of years ago. Councilmember Maddy noted that this came
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as a surprise to the Fire Board, but the conversation was that people would show up either way.
He added that unless the Rotary picks up the event, it cannot happen. He noted that he was okay
with bumping up the amount and would like to see the fireworks happen.
Mayor Labadie asked what would happen if the Public Safety number were to change. City
Administrator Nevinski shared that the number for Public Safety is an estimate based on prior
years. The Council could cap what the city decides to contribute, which would give all the other
cities clarity as well. Councilmember Gorham asked if the suggestion is to ask Deephaven to
contribute more to the fund then. Mayor Labadie noted that Deephaven has been following the
funding formula that was outlined in the JPAs. Deephaven is not part of the SLMPD JPA, so they
do not owe anything for that. Councilmember Gorham noted that this event is bigger than the
JPA. Mayor Labadie asked how Deephaven would feel about all of this. Councilmember Maddy
shared that Deephaven is very concerned that, if the fireworks do not take place, they will not
have the space for the people. He did not know whether Deephaven would be willing to contribute
more beyond what is being asked. Councilmember Gorham asked if Deephaven had contributed
in the past. City Administrator Nevinski noted that Deephaven had previously contributed $2,000
to the Chamber, and then the Chamber was covering all event costs.
Mayor Labadie pointed out that if a city decides not to contribute, it is not because the city is being
difficult, but it may not have money in the budget for the event. She noted that when some of the
cities learned that the Chamber was canceling the event, they removed it from their budgets. She
shared that if someone was willing to make it a motion, it should be a not-to-exceed amount. She
asked whether, if the Public Safety cost is under $21,000, the amount would still be run through
the formula. City Administrator Nevinski shared that this was what was discussed at the Fire
Board meeting. Councilmember Maddy shared that the Rotary will begin fundraising. City
Administrator Nevinski stated that, ideally, in the Rotary's view, the cost of the fireworks would be
budgeted into the annual budget. If that were to happen, then the costs would be funded through
the funding formulas. Mayor Labadie disclosed that she is a member of the Excelsior Morning
Rotary Club; however, she is not on the budget or fireworks committees. She added that she is
in no role that gives her a vote in the event. Councilmember Gorham shared that he would like
the cost not to exceed, but also to fund the formula. He noted that it does not sit right with him
that Deephaven is doing its own thing, which is not totally public and easily accessible.
Councilmember Maddy pointed out that Deephaven just found out about the whole thing at the
Fire Board Meeting as well, and its Council will need to think over the decisions. City Administrator
Nevinski clarified that the City of Deephaven is not handling the fireworks; the yacht club is, but
the city has contributed to the yacht club's costs.
Maddy moved, Gorham seconded, offering a contribution for fireworks to pay for Public
Safety activities in the amount not to exceed $8,933.78, with the expectation that the final
cost be divided by the JPA funding formula.
Councilmember Gorham stated that Deephaven should be asked to contribute to the costs, and
then the city should either accept or deny the request. City Administrator Nevinski clarified that
the contribution would be for police costs, in addition to what is contributed to the formulas.
Motion passed 3/0.
5.STAFF AND COUNCIL REPORTS
A.Staff
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i.Broom Debris Update
City Administrator Nevinski said the memo would speak for itself and that if there are questions,
there will be a follow-up at the next meeting.
Park and Recreation Director Czech shared that the SCEC analysis was kicked off with ISG. ISG
is in the process of reviewing documentation, and the Staff is working to create a task force. He
noted that the task force meetings are scheduled to start in mid-May. The Staff worked with ISG
to develop member profiles to have a diverse group and get different perspectives. He added
that the task force will be a group of about ten people, as that will be reasonable to have good
conversations. He shared that there would be a community tree planting demo that would be
held at Freeman Park on May 21. Registration is open online, but participants can also just show
up.
Planning Director Griffiths thanked the Council for their input on the Comprehensive Plan, which
will begin rolling out in the next few weeks. He shared that at the next Planning Commission
meeting; they will review the draft zoning code update that has been under development. The
zoning code update will also be on the Council's May 11 work session. He added that at the last
meeting, the Council approved a contract for the demolition of a hazardous building on Club Lane.
He reported that the building has been demolished and that he is still working on site grading.
The project has received a lot of positive feedback.
City Administrator Nevinski shared that, on behalf of Public Works, spring sweeping has been
completed, hydrant flushing continues, grass has started to be mowed, and pothole patching is
continuing. He stated that the Minnehaha Watershed will be doing a controlled burn at Gideon
Glen in the next month, working closely with the fire department. This is done to manage invasive
species. He noted that at the last meeting, Councilmember DiGruttolo asked about the
requirement to assess water main improvements. The Council did not enter into the conversation
about what has changed since last fall. He added that there was a change in code, and the city
is no longer assessing for water improvements under the City Code. The code does allow the
City to create and set policies for assessment, which would be part of a broader discussion. He
apologized for the code change not being part of the discussion.
B.Mayor and City Council
Councilmember Gorham noted receiving inquiries about a specific fast-dining experience that was
supposed to be at Cub Foods. He asked if anything was known about the ETA. Planning Director
Griffiths stated that there is no timeline right now, but the understanding is that the project is still
moving forward, and building permits have been pulled to proceed with the work.
Councilmember Maddy shared that, at the Fire Board meeting last week, the Chief is gone, the
operating committee just made the Assistant Chief the Acting Chief, and the Fire Board confirmed
those decisions. The operating committee was directed to start the search for a new Chief.
Mayor Labadie stated that there was a Highway 7 coalition meeting on April 17. At the meeting,
the mayors, administrators, and many others were talking about Highway 7. She noted that, at
the meeting, it was determined that she would testify before the Senate Transportation
Commission, representing the entire coalition. She shared that only one mayor testified because
the coalition was given only three minutes. She noted that the SLMPD coordinating meeting took
Qbhf!34!pg!295
CITY OF SHOREWOOD REGULAR COUNCIL MEETING MINUTES
APRIL 27, 2026
Page 13 of 13
place on April 21. At the meeting, budget discussions were started. She added that capital
improvements are needed for the building and that maintenance has been deferred since it was
built. She shared that on April 22, she testified before the Senate on behalf of a bill written by
Senator Julia Coleman and presented to the Transportation Commission by Senator Ann Johnson
Stewart. She noted that the hearing went really well. On April 23, she attended the Minnesota
Mayor’s Meetup in Waite Park. She shared that on April 24, she attended the Southwest Metro
Corridor Transportation Coalition meeting. The group has been advocating for improvements to
Highway 5, which are now underway. The Highway 7 Coalition had discussed joining and possibly
forming a JPA to govern the group. The meeting on April 24 presented the Highway 7 group to
the Southwest Corridor group, explained what is being attempted, and discussed whether one
group should join the other.
6.ADJOURN
Gorham moved, Maddy seconded, Adjourning the City Council Regular Meeting of April
27, 2026, at 9:20 P.M.
Motion passed.
ATTEST:
Jennifer Labadie, Mayor
Sandie Thone, City Clerk
Qbhf!35!pg!295
City Council Item 2.C.
Title/Subject:Claims List
Meeting Date:May 11, 2026
Prepared By:Jeanne Schmuck, Finance Director
Attachments
1.Payroll 05-04-2026
2.Payroll AP 05-04-2026
3.Council 05-11-2026
Background
Council is asked to verify payment of the attached claims. The claims include compensation,
operational or contractual expenditures anticipated in the current budget, or otherwise
approved by the Council. Funds will be distributed following approval of the claims list.
Claims for Council authorization:
Payroll 05-04-2026 $64,861.15
Payroll AP 05-04-2026 $91,735.24
Council 05-11-2026$56,919.66
Total Claims: Checks & ACH $213,516.05
Strategic Alignment
Fiscal Responsibility
Implement best practices to support sound financial management
Maintain stable and predictable finances over the long-term
Budget Impact
The expenditures have been reviewed and determined to be reasonable, necessary, and
consistent with the City's budget.
Action Requested
Motion to approve the claims list as presented.
Simple Majority is required.
Qbhf!36!pg!295
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City Council Item 2.D.
Title/Subject:Expiration of Approvals for Shorewood Carriage Homes
Meeting Date:May 11, 2026
Prepared By:Jake Griffiths, Planning Director
Attachments
1.Resolution 26-27
Background
On October 27, 2025, the City Council approved a 180-day extension to the preliminary plat and
development stage planned unit development approvals for the 6-unit residential development
known as Shorewood Carriage Homes located at 24560 Smithtown Rd. On April 25, 2026, the
180-day extension lapsed and no subsequent applications for the project were received causing
the City Council's approval to expire. Pursuant to City Code 1201.25, Subd. 6. d. (5) Limitation of
Development Stage Approval, in any case where development plan approval expires, the
Council shall adopt a resolution repealing all approvals previously granted for the site.
Strategic Alignment
Comprehensive Approach to Planning & Development
Clear standards and processes for development with strong controls.
Enforcing the City Code requirement for expiration of approvals supports the City Council's
strategic priority of a comprehensive approach to planning and development through clear
standards and processes for development with strong controls. Adoption of the attached
resolution will make it clear that all previous approvals for the project have been vacated, and
that any new applications for the site will be treated as a new project and will need to start
from the beginning of the approval process.
Budget Impact
None.
Action Requested
Motion to adopt Resolution 26-27 acknowledging the expiration of approvals for Shorewood
Carriage Homes. A simple majority is required for this motion.
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CITY OF SHOREWOOD
COUNTY OF HENNEPIN
STATE OF MINNESOTA
RESOLUTION 26-27
A RESOLUTION ACKNOWLEDGING THE EXPIRATION OF DEVELOPMENT APPROVALS FOR
SHOREWOOD CARRIAGE HOMES LOCATED AT 24560 SMITHTOWN RD
WHEREAS , Admark, LLC (the “Applicant”), submitted a request for a concept plan planned unit
development, development stage planned unit development, and preliminary plat for a
development to be called Shorewood Carriage Homes (the “Request”) for the property located
at 24560 Smithtown Rd legally described as follows (the “Property”); and,
WHEREAS, the City Council adopted Resolution 24-064 on August 26, 2024, approving the
concept plan planned unit development application; and,
WHEREAS, the City Council adopted Resolution 25-046 on May 12, 2025, approving the
development stage planned unit development and preliminary plat applications; and,
WHEREAS, Resolution 25-046 included a condition that the approvals would expire 180 days
from the date of approval unless an extension had been approved by the City Council; and,
WHEREAS, the City Council adopted Resolution 25-97 on October 27, 2025, granting a 180-day
extension until April 25, 2026; and,
WHEREAS, no subsequent applications have been received from the Applicant for their Request
or the Property and the deadline of April 25, 2026 has now lapsed; and,
WHEREAS , City Code 1201.25 Subd. 6. d. (5) states “In any case where Development Plan
approval expires, the Council shall forthwith adopt a resolution repealing the General Concept
Plan approval and the Development Stage Plan approval for that portion of the P.U.D. that has
not received Final Plan approval and reestablishing the zoning and other ordinance provisions
that would otherwise be applicable”; and,
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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Shorewood that the
concept plan planned unit development, development stage planned unit development and
preliminary plat approvals for Shorewood Carriage Homes have expired and are hereby
repealed.
th
ADOPTED BY THE CITY COUNCIL OF THE CITY OF SHOREWOOD this 11 day of May, 2026.
___________________________
Jennifer Labadie, Mayor
ATTEST:
_______________________________
Sandie Thone, City Clerk
2
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City Council Item 2.E.
Title/Subject:Strategic Communications Plan
Meeting Date:May 11, 2026
Prepared By:Eric Wilson, Communications/Recycling Coordinator
Attachments
1.City of Shorewood Communications Plan
2.City of Shorewood Communications Plan Maintenance and Implementation-2026
3.City of Shorewood Crisis Communications Plan_Redacted
Background
At it's April 13, 2026 Work Session, City Council reviewed a draft Strategic Communications Plan
to guide how the City communicates with residents, businesses, and other stakeholders in a
more coordinated and intentional manner. The Strategic Communications Plan is intended to
support the City’s broader organizational goals, including the Council’s focus on effective
engagement and governance. The Strategic Communications Plan establishes a framework for
how the City communicates across all channels and departments.
Upon review of the Plan, City Council requested that additional revisions be made to include an
implementation and maintenance procedures as well an tool to measure qualitative
engagement. The Plan has been updated to include these items.
Communications Plan Maintenance & 2026 Implementation
This checklist outlines a structured approach to implementing, governing, and maintaining the
’s Communications Plan and Policy in 2026. Its purpose is to ensure City communications
are aligned, consistent, accessible, proactive, and well governed.
Communications Feedback & Insight Tool
The purpose of this tool is to capture, analyze, and use resident feedback and qualitative
engagement as a measurable indicator of how well citywide communications are working
across all channels (web, social, newsletter, phone, email, walk-ins).
Instead of just tracking reach or views, this tool measures:
Clarity – Did residents understand the message?
Effectiveness – Did it reduce questions, calls, or confusion?
Responsiveness – Did the City adapt communications based on feedback?
Sentiment – How residents felt about the information provided
Strategic Alignment
Effective Engagement & Communication
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Prioritize communications and engagement
Explore and experiment with different formats and mediums
Be strategic about sharing information and obtaining input
Dedicate time and resources to communication and engagement
Budget Impact
None
Action Requested
Motion to approve the Strategic Communications Plan. Simple Majority is required.
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To systematically capture, analyze, and use resident feedback and qualitative engagement as a
measurable indicator of how well citywide communications are working across all channels (web, social,
newsletter, phone, email, walk-ins), City of Shorewood communications staff have developed a
Communications Feedback and Insight Tool.
Instead of just tracking Ʈķċĩŗ or ǡŜķǢƶ, this tool measures:
Clarity Did residents understand the message?
Effectiveness Did it reduce questions, calls, or confusion?
Responsiveness Did the City adapt communications based on feedback?
Sentiment How residents ŏķŲǂ about the information provided
This tool can be found in Appendix L.
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The City uses social media to provide timely, accurate, and accessible information related to City services,
programs, projects, public safety, and community engagement. All content published on official City
social media accounts must support this purpose
public agency.
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Brand Guidelines
<ƮċŽİ eNJŜİķŲŜŽķƶ
5755 Country Club Road
Shorewood, MN 55331
952-960-7900
cityhall@shorewoodmn.gov
ƶŗƈƮķǢƈƈİŻŽɪŐƈǡ
ȟ
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Brand Guidelines
Contents
About3
Logo4
Color Pallete4
Typography6
Brand Application7
Ƞ
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Brand Guidelines
AboutAbout
=ŜǂǨ ƈŏ ÉŗƈƮķǢƈƈİ
Shorewood, Minnesota, is a picturesque suburban
city located on the southern and western shores of
Lake Minnetonka in Hennepin County. Incorporated in
1956, it is known for its high quality of life, top-rated
schools, and serene, wooded landscapes. As of 2020,
appoximately 7,783 people reside in Shorewood. It
is considered one of the safest suburbs in Minnesota,
with crime rates signi ȓ cantly lower than the national
average.
The median age is 48 years old and median household
income is approximately $149,034 to $171, 063. The
City spans a total of 13.33 square miles, with over 60%
being water (7.99 square miles).
The City maintains six parks covering over 100 acres,
including Freeman Park and Badger Park. The Lake
Minnetonka Regional Trail also passes through the City.
Residents have access to Lake Minnetonka and smaller
lakes like Christmas Lake and Silver Lake.
The City is governed by a Mayor and four Council
Members. Police services are provided by the South
Lake Minnetonka Police Department, and ȓ re protection
is handled by the Excelsior Fire District.
www.shorewoodmn.gov
City Hall Address: 5755 Country Club Road,
Shorewood, MN 55331
Phone: 952-960-7900
ȡ
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Brand Guidelines
Logo
Primary Logo
Our identity represents our brand. It is important
the City of Shorewood logo be placed correctly,
consistently and without distortion of any kind.
Logo Variations
You may reverse the identity to white out of a dark
color within the City of Shorewood color palettes.
Reversed logo should only be placed on darker
backgrounds that offer the most contrast and
legibility. Never use a reversed logo on a light-colored
background.
Secondary Logos
A secondary logo is available for different city
departments to maintain brand identity.
Incorrect Usage
It is important to maintain the integrity and
consistency of the City of Shorewood identity. It must
always be presented in a clear and legible manner.
Logos must always be reproduced from the approved
ȓ les. Altercations to the logo are strictly forbidden.
Additional factors to consider when using the logo
include colors, backgrounds and the clear zone. This
page illustrates some examples of common incorrect
NJƶķƶ ƈŏ ŲƈŐƈƶɥ ċƶ ǢķŲŲ ċƶ ǡķƮƶŜƈŽƶ ƈŏ ǂŗķ =ŜǂǨʈƶ ŲƈŐƈ ǂŗċǂ
are no longer in use.
City of
SHOREWOOD
Ȣ
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Brand Guidelines
Color Pallete
HEX#CMYKRGB
Primary Colors
ȞȞȡċȥȟȧȣȤȢȞȢȣȞȣȦȟȟȡ
HEX is a six character code for how much red, green,
and blue are in a digital color. Hex codes allow
designers and developers to easily communicate.
ċȢċŏĩȢȠȞȟȟȞȠȟȟȤȢȟȥȣȟȧȤ
CMYK is a a color coding system for print.
ȤȡȦȤȤċȡȦȞȢȢȢȣȧȧȟȡȢȟȞȤ
RGB is a color coding system for digital.
ŏȞĨȠȢȞȞȠȠȧȦȢȣȠȢȞȟȥȦȤȢ
Contrast & Accessibility
Contrast and accessiblity are important when
Secondary Colors
choosing color for text. In addition to darker colors
Use sparingly as needed.
from the primary and secondary palettes, gray, white,
and black are options for text.
HEX#CMYKRGB
ȞȥȡȡȦĩȟȞȞȧȟȟȢȡȥȣȟȟȢȞ
qŏ ĩƈŽǂķŽǂ Ŝƶ ķƶƶķŽǂŜċŲ ǂƈ ǂŗķ ƫŜķĩķɥ Ĩķ ƶNJƮķ ǂŗķƮķʈƶ
enough contrast for the text to be easily read.
ȟĨȠȥȢȞȧȠȦȟȢȥȣȟȠȥȡȧȤȢ
ȣȣĨŏȢȣȤȥȞȧȧȞȦȣȟȧȟȤȧ
ȣȥȦĩȢŏȥȞȠȣȦȤȧȦȥȟȢȞȥȧ
ŏȠċĨȠȥȢȡȤȧȥȞȠȢȠȟȥȟȡȧ
Tertiary Colors
Use sparingly as needed.
HEX#CMYKRGB
ȞĩȣȞĨȣȧȡȥȣȞȞȟȠȦȞȟȦȟ
ȞȟȣŏȢȣȧȞȡȦȥȧȡȟȟȧȣȤȧ
ŏŏŏȤȠİȢȞȦȦȞȠȣȣȠȢȤȢȣ
ȢȞȣȞȤŏȦȠȤȦȡȣȟȧȤȢȦȞȟȟȟ
ȞȞȦȤȦȞȦȤȠȦȣȠȤȞȟȡȢȟȠȦ
ȣ
Qbhf!::!pg!295
Brand Guidelines
Typography
Print Fonts
Nunito Sans
In order to to clearly communicate with our
residents, our typefaces must be leigible.
Heading, Nunito Sans Black
Nunito Sans is the font family chosen for City of
lķċİŜŽŐɥ NJŽŜǂƈ ÉċŽƶ LǧǂƮċ<ƈŲİ
ÉŗƈƮķǢƈƈİʈƶ ĨƮċŽİ ǂǨƫƈŐƮċƫŗǨɪ
Subheading, Nunito Sans Bold
Nunito Sans Light provides more contrast with
heading; however, may not always be most
accessible. Never use Nunito Sans Light on a dark
Paragraph, Nunito Sans Light
background.
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
Body option types to provide more accessibility
ȟȠȡȢȣȤȥȦȧȞɧ˄ɩʔˀ˓˅ɠɷɸɱʨʬʆɤɫʮʯ
include NJŽŜǂƈ ÉċŽƶ ÁķŐNJŲċƮ orNJŽŜǂƈ ÉċŽƶ
ÉķŻŜ<ƈŲİ
Website Fonts
ˠ˿̀̀˹˾̃
The Poppins font family is used on the City of
ÉŗƈƮķǢƈƈİʈƶ ǢķĨƶŜǂķɪ ÝƶķƮƶ ƶŗƈNJŲİ NJƶķ ǂŗķ
˘˵˱˴˼˹˾˵ʼ ˠ˿̀̀˹˾̃ ˒˿˼˴
proper headings and parapgraph text in order to
ensure the website is accessible (ie, Headline,
ˣ̅˲˸˵˱˴ʼ ˠ˿̀̀˹˾̃ ˣ˵˽˹˲˿˼˴
Subhead, Subhead 2, normal).
ˣ̅˲˸˵˱˴ ˂ʼ ˠ˿̀̀˹˾̃ ˣ˵˽˹˲˿˼˴
Please note that website font colors should not be
changed. These are set to default brand colors for
Normal, Poppins Light
web accessibility.
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
ˁ˂˃˄˅ˆˇˈˉˀʱːʳʴʵˮʶʺʸʹ˯ʻˍЀˊˏˎˌ
Operation Fonts
/ğƌźĬƩź
The Calibri font family should be used only
for day-to-day operations (e.g. memos, email,
Paragraph, Calibri Light
PowerPoint, etc.)
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
Acceptable fonts within the Calibri family include
Calibri Light, /ğƌźĬƩź \[źŭŷƷ LƷğƌźĭ, /ğƌźĬƩź wĻŭǒƌğƩ,
1234567890!#$%^&*ΗњўͼʹͪѢѡ
/ğƌźĬƩź LƷğƌźĭ, /ğƌźĬƩź .ƚƌķ, /ğƌźĬƩź .ƚƌķ LƷğƌźĭ
Ȥ
Qbhf!211!pg!295
Brand Guidelines
Brand Application
dƮƈŽǂ <NJƶŜŽķƶƶ =ċƮİ
<ċĩů <NJƶŜŽķƶƶ =ċƮİ
ķǂǂķƮŗķċİ
NAME
Djuz!pg!
ÖŜǂŲķ
Tipsfxppe
City Hall: 952-960-xxxx
Direct: 952-960-xxxx
5755 Country Club Road
Shorewood, MN 55331
name@shorewoodmn.gov
ƶŗƈƮķǢƈƈİŻŽɪŐƈǡ
5755 Country Club Road
Shorewood, MN 55331-8927
LŻċŜŲ ÉŜŐŽċǂNJƮķ
LŽǡķŲƈƫķ
ȥ
Qbhf!212!pg!295
Qbhf!213!pg!295
(Qualitative Engagement as a Measurement Method)
Purpose
To systematically capture, analyze, and use resident feedback and qualitative engagement as a
measurable indicator of how well citywide communications are working across all channels (web, social,
newsletter, phone, email, walk-ins).
This tool answers the question:
What This Tool Measures
Instead of just tracking Ʈķċĩŗ or ǡŜķǢƶ, this tool measures:
Clarity Did residents understand the message?
Effectiveness Did it reduce questions, calls, or confusion?
Responsiveness Did the City adapt communications based on feedback?
Sentiment How residents ŏķŲǂ about the information provided
When to Log Feedback (Citywide Use)
Log feedback when it tells us something about our communication
Log feedback that shows: Do NOT log:
Confusion about City information Personnel issues
Repeated questions on the same topic Formal complaints already tracked
Difficulty finding information elsewhere
Misunderstandings or misinformation One-off service requests unrelated to
Appreciation or praise (these help too!) communication
Suggestions that relate to how Personal disputes or non-City matters
information was shared
Do NOT limit this to formal surveys this tool intentionally captures everyday engagement.
Examples of Feedback You ÉŗƈNJŲİ Log
Questions or Confusion Misinformation Identified
Residents referencing incorrect dates,
rules, or processes
Social media comments spreading
incorrect assumptions
Positive Signals
Repeated Questions
Multiple calls about the same deadline
Qbhf!214!pg!295
Several social media comments asking
the same thing
Front desk, phone, and email all getting
similar questions
Difficulty Accessing Info
where else
Where Does Feedback Come From?
Log feedback received through:
Phone calls
Emails
Walk-ins
Social media comments or messages
Website forms
City events or tabling
Casual conversations related to City communications
If it helps answer , log it.
How Detailed Does It Need to Be?
Keep it short and factual.
Good example:
!
Not needed:
Names
Exact quotes (unless helpful)
Personal opinions or commentary
Focus on the pattern, not the person.
What Happens After I Log It?
The Communications team uses logged feedback to:
Improve website language
Add or update FAQs
Adjust future messaging
Choose better channels
Reduce repeat questions and confusion
Logging feedback = helping the City communicate better.
Governance & Use Standards
This is not a complaint log
Qbhf!215!pg!295
This is not performance evaluation of staff
Entries should be factual and professional
No personal data beyond what is necessary
Used to identify patterns, not one-off opinions
Turning Feedback into Measurement
The below are indicators that are shared as outputs for reporting purposes. You do not score residents
you score ǨƈNJƮ ĩƈŻŻNJŽŜĩċǂŜƈŽƶ. See =ƈŻŻNJŽŜĩċǂŜƈŽƶ ÀNJċŲŜǂǨ ÉŽċƫƶŗƈǂ form.
Communication Clarity Indicator (CCI)
High CCI = messaging needs improvement
Declining CCI over time = clearer communications
Message Fix Rate (MFR)
Percentage of feedback that resulted in a communication change
Website language updated
FAQ added
Social post clarified
Next newsletter adjusted
This turns feedback into action-based accountability.
Repeat Topic Flag (RTF)
Track any topic that generates:
3+ feedback entries in a short time window, or
Recurs across multiple channels
Flagged topics signal:
Information not reaching residents
Information unclear or hard to find
Channel mismatch (wrong tool for the audience)
Communication Improvements
I staff should consider:
Is the message discoverable on the website?
Is it written in resident-friendly language?
Did we rely too heavily on one channel?
Should this be a standing FAQ or seasonal reminder?
Qbhf!216!pg!295
=ŜǂǨǢŜİķ =ƈŻŻNJŽŜĩċǂŜƈŽƶ dķķİĨċĩů ƈŐ
Date Received Department/Topic
Channel
Communication Trigger (e.g., newsletter article, webpage, social post, mailed notice, etc.)
Feeback Type
Sentiment
Primary Theme ɷĩŗƈƈƶķ ƈŽķɸ
Short Summary ɷȟɽȠ ƶķŽǂķŽĩķƶɸ
Action Taken
Additional Information ɷŜŏ ŽķĩķƶƶċƮǨɸ
Qbhf!217!pg!295
=ƈŻŻNJŽŜĩċǂŜƈŽƶ ÀNJċŲŜǂǨ ÉŽċƫƶŗƈǂ
Qualitative Engagement Summary: (Reporting Period)
Total feedback entries logged: ___
Top 3 communication topics generating feedback:
1. _________________________________________________________________
2. _________________________________________________________________
3. _________________________________________________________________
Communication Clarity Indicator: ___%
( out of total feedback entries logged)
Message Fixes made this period: ___
Repeat Topic Flags identified this period: ___
What we changed as a result of feedback:
Example 1: _____________________________________
Example 2: _____________________________________
What this tells us about our communications:
ɷȟȠ ŽċƮƮċǂŜǡķ ƶķŽǂķŽĩķƶɸ
What
ɷȟȠ ŽċƮƮċǂŜǡķ ƶķŽǂķŽĩķƶɸ
Qbhf!218!pg!295
Qbhf!219!pg!295
Purpose
Communications Plan and Policy in 2026. Its purpose is to ensure City communications are aligned,
consistent, accessible, proactive, and well-governed.
2026 Final Implementation Checklist (quick reference)
Communications Plan adopted Communications Policy adopted
Roles and authority defined SOPs created and shared
Staff trained Metrics established
Annual review scheduled
1. Governance & Approval
Implementation should start with Council and leadership alignment.
Confirm:
Desired level of proactivity vs. reactivity
Tone and values (e.g., neutral, welcoming, nonpartisan)
Role of communications in engagement vs. information-only
2026 Action Steps:
Communications Plan acknowledged or approved by Council/Administration
Policy and Plan stored in a shared, staff-accessible location
Effective dates documented
2. Roles & Responsibilities
Assign Clear Authority and Responsibilities
Crisis Communications Plan, for example, models this clarity by explicitly designating spokespersons and
sequencing internal before external communications.
Define:
Who owns City communications (e.g., Administration, Communications staff)
Who may publish content on official channels
Who approves content (routine vs. sensitive)
Who speaks to the media
2026 Action Steps:
Communications lead or department designated
Authorized spokesperson(s) identified
Media response protocol defined
Departmental responsibilities documented
Approval thresholds established (routine vs. sensitive communications)
Qbhf!21:!pg!295
3. Communications Plan in Place
The City shall maintain a Communications Plan that provides guidance on:
Identifying target audiences, key messages, and communication channels
Establishing priorities and messaging strategies
Providing guidance on appropriate use of communication tools
Supporting proactive and intentional communications
2026 Action Steps:
Purpose and guiding principles confirmed
Target audiences identified
Priority messages defined
Approved communication channels documented
Channels intentionally not used identified
Publication matrix completed (ongoing)
Social Media Terms of Use adopted and linked
Accessibility (ADA/WCAG) requirements documented
Brand and tone standards published
5. Standard Operating Procedures (SOPs)
Translate plans and policies into practical SOPs. SOPs should fit on 1-2 pages each.
2026 Action Steps:
Social media posting SOP created
Website update SOP created
Newsletter/content intake SOP created
Comment moderation SOP created
Photo/video use guidelines defined
Communication feedback form SOP created
Escalation process documented
Qbhf!221!pg!295
6. Crisis & Critical Communications
During such events:
Internal communications shall precede external communications when practicable
Messaging shall be centralized and coordinated
Timeliness and accuracy shall be prioritized over routine approval procedures when necessary to
protect public safety
2026 Action Steps:
Crisis Communications Plan adopted
Spokesperson designation confirmed
Community partners confirmed and notified
Staff know when to defer to crisis protocols
7. Training & Internal Alignment
Train staff and reinforce expectations. Social media terms of use and content standards provide a solid
foundation for this training, particularly around nonpartisanship and tone.
Implementation Training Should Cover:
Personal vs. professional use of social media
Public records implications
ADA and plain-language standards
When to elevate requests to Communications staff
Include communications onboarding for: new hires, elected officials, board/commission members
2026 Action Steps:
Communications expectations shared with staff
New-hire onboarding includes communications policy
Elected officials briefed on City communications standards
Boards and commissions provided guidance as appropriate
SOPs reviewed with content contributors
Qbhf!222!pg!295
8. Measurement & Reporting
Track metrics tied to communications goals:
Website traffic and top searches
Newsletter and email open rates
Social engagement (reach, not just likes)
Resident feedback and inquiries
Annual Questions to Ask
Are residents finding information more easily?
Are staff aligned and consistent?
Are we proactive rather than reactive?
2026 Action Steps:
Communications goals tied to measurable indicators
Metrics identified (e.g., website use, engagement, reach)
Reporting cadence established (e.g., quarterly Council reports)
Feedback mechanisms identified (inquiries, surveys, comments)
!
9. Review & Continuous Improvement
City staff should conduct regular reviews of the Strategic Communications Plan to ensure information is
relevant and up to date.
Tie updates to:
Strategic priorities
Engagement goals
Accessibility and legal updates
Lessons learned incorporated after major events or crises
2026 Action Steps:
Policy review cycle scheduled (e.g. social media policy reviewed every 35 years)
Communications Plan refresh cadence defined (annually)
SOP updates tracked and logged (as platforms and practices evolve)
Contact information updated (as staff transition in/out of roles)
Qbhf!223!pg!295
City Council Item 2.F.
Title/Subject:Annual Data Practices Policy Review
Meeting Date:May 11, 2026
Prepared By:Sandie Thone, City Clerk/ HR Director
Attachments
1.Resolution 26-28 Data Practices Policy Annual Review
2.2026 Data Practices Policy for Public
3.2026 Data Practices Policy for Data Subjects
Background
Minnesota State Statutes, sections 13.025, subdivisions 2 and 3, require government entities to
prepare written policies that relate to public access to government data and rights of subjects
of data and Minnesota State Statutes, section 13.03, subdivision 2 requires entities to establish
procedures that data requests are complied with appropriately and promptly. Minnesota State
Statute §13.025, subdivision 2, specifically requires that the Data Practices Responsible
Authority shall prepare a written data access policy and review and update it no later than
August 1 of each year, and at any other time as necessary to reflect changes in personnel,
procedures, or other circumstances that impact the public’s ability to access data. The attached
policies for the City of Shorewood: Data Practices Policy for Data Subjects and Data Practices
Policy for Members of the Public reflect the most current and relevant information. The 2026-
2027 Policy is attached. Just a reminder of recent changes that went into effect in the last two
updates:
1) The change in personnel at South Lake Minnetonka Police Department required an update to
one of the department’s Data Practice’s Designee as new Police Chief Justin Ballsrud.
2) New legislation allows government entities to close data requests that have not been
responded to within 5 business days from contacting the requester to plan to inspect or obtain
copies of the data.
3) Data Requests that do not exceed the cost of $5.00 will be provided at no charge unless
paper copies or a flash drive is requested.
Approval of these policies will satisfy the government entity's annual review and update
obligations and requirements for the year 2026 pursuant to Minnesota state law.
Strategic Alignment
Adopting data practices policies is good governance because it ensures the city complies with
Minnesota law while providing clear, consistent procedures for public access to government
data and protection of data subjects’ rights. It also promotes transparency, accountability, and
public trust by keeping policies current and aligned with changes in personnel, procedures, and
legal requirements.
Qbhf!224!pg!295
Budget Impact
Pursuant to MN State Statute 13.03 Subd.2(c) if a person requests copies or electronic
transmittal of data, the city may require the requester to pay the actual costs of searching for
and retrieving government data, including the cost of employee time, and for making,
certifying, and electronically transmitting the copies of the data. If 100 or fewer pages of black
& white, letter or legal-size copies are requested, actual costs may not be used, and instead, the
city may charge no more than .25 per page copied. These fees have been delineated in the
’s Data Practices Policy and the City’s Master Fee Schedule.
Action Requested
Motion to approve the 2026-2027 data practices policy. Simple Majority is required.
Qbhf!225!pg!295
CITY OF SHOREWOOD
COUNTY OF HENNEPIN
STATE OF MINNESOTA
RESOLUTION 26-28
2026 CITY DATA PRACTICES POLICIES
Minnesota State Statutes, sections 13.025, subdivisions 2 and 3, require government entities to
prepare written policies that relate to public access to government data, and rights of subjects
of data and Minnesota State Statutes, section 13.03, subdivision 2 requires entities to establish
procedures that data requests are complied with appropriately and promptly; and
Minnesota State Statute §13.025, subdivision 2, specifically requires that the Data Practices
Responsible Authority shall prepare a written data access policy and update it no later than
August 1 of each year, and at any other time as necessary to reflect changes in personnel,
procedures, or other circumstances that impact the public’s ability to access data; and
The City of Shorewood and the Responsible Authority have successfully created and updated
the following policies: Data Practices Policy for Data Subjects and Data Practices Policy for the
Public which reflect the most current and relevant information and have been updated to
include the most recent changes in personnel and appointments; and
Approval of these policies will satisfy the government entity annual review and update
obligations and requirements for the year 2026 pursuant to MN state law.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Shorewood, the City of
Shorewood Data Practices Policy for Data Subjects and Data Practices Policy for the Public are
approved.
ADOPTED BY THE CITY COUNCIL of the City of Shorewood this 11th day of May 2026.
_______________________________
ATTEST: Jennifer Labadie, Mayor
_________________________________
Sandie Thone, City Clerk
Qbhf!226!pg!295
Minnesota Statutes, sections 13.205 and 13.03 require this policy.
/źƷǤ ƚŅ {ŷƚƩĻǞƚƚķ
IĻƓƓĻƦźƓ /ƚǒƓƷǤͲ aźƓƓĻƭƚƷğ
Data Practices Policy for the Public
1
Annual Review and Update
Dated 5/11/2026 MN 13.025 and 13.03; Sandie Thone
Qbhf!227!pg!295
Your Right to See Public Data
The Government Data Practices Act (Minnesota Statutes, Chapter 13) presumes that all government
data are public unless a state or federal law says the data is not public. Government data means all
recorded information a government entity has, including paper, email, flash drives, CDs, DVDs,
photographs, etc.
The Government Data Practices Act also provides that this government entity must keep all government
data in a way that makes it easy for you, as a member of the public, to access public data. You have the
right to look at (inspect), free of charge, all public data that we keep. You also have the right to get
copies of public data. The Government Data Practices Act allows us to charge for copies. You have the
right to look at data, free of charge, before deciding to request copies.
How to Request Public Data
You can ask to look at (inspect) data at our offices or ask for copies of public data that we keep. Make
your written request for data to the appropriate individual listed in the Data Practices Contacts on page
4. You may make your request via email, fax, mail, or in person using the form on page 6.
If you do not use the data request form, your request should include:
Say that you are making a request for public data under the Government Data Practices Act
(Minnesota Statutes, Chapter 13).
Include whether you would like to inspect the data, have copies of the data, or both.
Provide a clear description of the data you would like to inspect or have copied.
You are not required to identify yourself or explain the reason for your data request. However, you may
need to provide us with some personal information for practical reasons (for example: if you want us to
mail copies to you, you need to provide us with an address or P.O. Box). If we do not understand your
request and have no way to contact you, we cannot respond to your request.
How We Will Respond to Your Data Request
Upon receiving your request, we will review it.
We may ask you to clarify what data you are requesting.
If we do not have the data, we will notify you in writing within 10 business days.
If we have the data, but the data is not public, we will notify you as soon as reasonably possible
and state which specific law says the data are not public.
If we have the data, but we are not allowed to give it to you, we will tell you as soon as
reasonably possible and identify the law that prevents us from providing the data.
If we have the data, and the data are public, we will respond to your request appropriately and
promptly, within a reasonable amount of time by doing one of the following:
o Arrange a date, time, and place to inspect data at our offices; or
Data Practices Policy for the Public
2
Annual Review and Update
Dated 5/11/2026 MN 13.025 and 13.03; Sandie Thone
Qbhf!228!pg!295
o You may choose to pick up your copies. Or we will mail them to you. We will provide
electronic copies (such as email or via jump drive) upon request, if we keep that data in
that format and we can reasonably make a copy.
o Response time may be impacted by the size and/or complexity of your request, and by
the number of requests you make in a given period of time.
o Following our response, if you do not make arrangements within 5 business days to
inspect the data or pay for copies, we will conclude that you no longer want the data
and will consider your request closed.
If you do not understand some of the data (technical terminology, abbreviations, or acronyms), please
tell the person who provided the data to you. We will give you an explanation if you ask.
The Government Data Practices Act does not require us to create or collect new data in response to a
data request, or to provide data in a specific form or arrangement if we do not keep the data in that
form or arrangement. For example, if the data you request are on paper only, we are not required to
create electronic documents to respond to your request. If we agree to create data in response to your
request, we will work with you on the details of your request, including cost and response time.
We are also not required to respond to questions that are not about your data request, or requests for
government data.
Requests for Summary Data
Summary data are statistical records or reports that are prepared by removing all identifiers from
entirely private or confidential data.
We will prepare summary data if you make your request in writing and pre-pay for the cost of creating
the data.
You may use the data request form on page 6 to request summary data. We will respond to your
request within ten business days with the data or details of when the data will be ready and how much
we will charge you.
Data Practices Policy for the Public
3
Annual Review and Update
Dated 5/11/2026 MN 13.025 and 13.03; Sandie Thone
Qbhf!229!pg!295
Data Practices Contacts
Responsible Authority
Name: Sandie Thone, City Clerk/Human Resources Director
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7900, Email: sthone@ci.shorewood.mn.us
As Responsible Authority, the City Clerk orders the following individuals as data
practices compliance official and designees.
Data Practices Compliance Official
Name: Sandie Thone, City Clerk/Human Resources Director
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7900, Email: sthone@ci.shorewood.mn.us
Data Practices Designee(s)
1) Name: Justin Ballsrud, Chief of Police, South Lake Minnetonka Police Department
Address: SLMPD, 24150 Smithtown Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-474-3261, Email: info@southlakepd.com
2) Name: Laura Holtan, Administrator, South Lake Minnetonka Police Department
Address: SLMPD, 24150 Smithtown Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-474-3261, Email: info@southlakepd.com
3) Name: Brenda Pricco, Deputy City Clerk, City of Shorewood
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7901, Email: bpricco@ci.shorewood.mn.us
Data Practices Policy for the Public
4
Annual Review and Update
Dated 5/11/2026 MN 13.025 and 13.03; Sandie Thone
Qbhf!22:!pg!295
Copy Costs When You Request Public Data
Minnesota Statutes, section 13.03, subdivision 3(c) allows us to charge for copies.
You must pay for copies before we will give them to you.
We do not charge for copies if the cost is less than $5.00, unless it requires us to make paper copies.
If possible, and upon request, we will provide you with an estimation of the total cost of supplying
copies.
For 100 or fewer paper copies $.25 per page
100 or fewer pages of black and white, letter or legal-size paper copies cost 25¢ for a one-sided copy, or
50¢ for a two-sided copy.
Most other types of copies actual cost
The charge for most other types of copies, when a charge is not set by statute or rule, is the actual cost
of searching for and retrieving the data and making the copies or electronically sending the data.
In determining the actual cost of making copies, we factor in employee time, the cost of the materials
onto which we are copying the data (paper, jump drive, DVD, etc.), and mailing costs (if any). If your
request is for copies of data that we cannot copy ourselves, such as photographs, we will charge you the
actual cost we must pay to an outside vendor for the copies.
Copy Charges are Set by MN Statute Section 13.03, subdivision 3 (c).
If, based on your request, we find it necessary for a higher-paid employee to search for and retrieve the
data, we will calculate search and retrieval charges at the higher salary/wage.
Data Practices Policy for the Public
5
Annual Review and Update
Dated 5/11/2026 MN 13.025 and 13.03; Sandie Thone
Qbhf!231!pg!295
5ğƷğ wĻƨǒĻƭƷ CƚƩƒ aĻƒĬĻƩƭ ƚŅ ƷŷĻ tǒĬƌźĭ
Request date:
I request access to data in the following way:
Inspection
Copies
Both inspection and copies
bƚƷĻʹ LƓƭƦĻĭƷźƚƓ źƭ ŅƩĻĻ
We will respond to your request as soon as reasonably possible.
Contact information
Name:
Address/phone number/email address:
Note: You do not have to provide any contact information. However, if you want us to mail/email you a
copy of the data, we will need some type of contact information. In addition, if we do not understand
your request and need to get clarification from you, without contact information we will not be able to
begin processing your request until you contact us.
This is the data I am requesting:
Describe the data you are requesting as specifically as possible.
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Minnesota Statutes, section 13.025, subdivisions 2 and 3, require government entities to prepare
written policies that relate to public access to government data, and rights of subjects of data and
Minnesota Statutes, section 13.03, subdivision 2, requires entities to establish procedures so that data
requests are complied with appropriately and promptly.
Minnesota Statutes, section 13.073, subd. 6, requires the Commissioner of Administration to prepare
model policies and procedures to help government entities comply with those requirements. Entities
l policies must notify the Commissioner. Please use the
following statement to notify the Commissioner if you choose to adopt the model policies and
procedures. *
Notice to Commissioner of Administration: Adoption of Model Policies
The City of Shorewood
Data Subjects. This notice to the Commissioner satisfies obligation under
Minnesota Statutes, section 13.073, subdivision 6.
{ğƓķźĻ ŷƚƓĻ
City Clerk and Data Practices Responsible Authority
Adoption of Model Policy Notice to Commissioner of Administration Submitted May 8, 2017.
*DƚǝĻƩƓƒĻƓƷ ĻƓƷźƷźĻƭ ƒğǤ ƭǒĬƒźƷ Ʒŷźƭ ƓƚƷźŅźĭğƷźƚƓ ĬǤ ƒğźƌ ƚƩ Ļƒğźƌʹ
Commissioner of Administration
c/o Information Policy Analysis Division (IPAD)
201 Administration Building
50 Sherburne Avenue
St. Paul, MN 55155
info.ipad@state.mn.us
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Minnesota Statutes, sections 13.025 and 13.03 require this policy.
/źƷǤ ƚŅ {ŷƚƩĻǞƚƚķ
IĻƓƓĻƦźƓ /ƚǒƓƷǤͲ aźƓƓĻƭƚƷğ
Data Practice Policy for Data Subjects
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When government has information recorded in any form (paper, hard drive, voicemail, video, email,
(Minnesota Statutes, Chapter 13)
The Data Practices Act gives you, as a data subject, certain rights. This policy
explains your rights as a data subject, and tells you how to request data about you, your minor child, or
someone for whom you are the legal guardian.
When the City of Shorewood Has Data About You
The city of Shorewood has data on many people, such as employees, job applicants, licensees, vendors,
etc. We can collect and keep data about you only when we have a legal purpose to have the data. Admin
must also keep all government data in a way that makes it easy for you to access data about you.
who is legally allowed to see the data. Data about you are classified by state law as public, private, or
confidential. Here are some examples:
Public Data
The Data Practices Act presumes that all government data are public unless a state or federal law says
the data are not public. We must give public data to anyone who asks. It does not matter who is asking
for the data or why the person wants the data. The following is an example of public data about you that
we might have:
9ǣğƒƦƌĻʹ WƚŷƓ {ƒźƷŷͲ ЎЉЉЉ {ƒźƷŷ 5ƩͲ {ƒźƷŷƷƚǞƓͲ ab ЎЎЉЉЉͳ
\[źĭĻƓƭĻ ğƦƦƌźĭğƓƷ ŅƚƩ hƓΏ{ğƌĻ \[źƨǒƚƩ \[źĭĻƓƭĻ ŅƚƩ {ƒźƷŷƷƚǞƓ \[źƨǒƚƩƭ
Private Data
We cannot give private data to the general public. We can share your private data with you, with
someone who has your permission, with our government entity staff whose job requires or permits
them to see the data, and with others as permitted by law or court order. The following is an example of
private data about you that we might have:
9ǣğƒƦƌĻʹ {ƚĭźğƌ {ĻĭǒƩźƷǤ bǒƒĬĻƩʹ ЍАЌΏВВΏ
Confidential Data
Confidential data have the most protection. Neither the public nor you can access confidential data even
when the confidential data is about you. We can share confidential data about you with our government
Data Practice Policy for Data Subjects
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entity staff who have a work assignment to see the data, and to others as permitted by law or court
order. The following is an example of confidential data about you:
9ǣğƒƦƌĻʹ WƚŷƓ {ƒźƷŷ ğƭ ƒğƓķğƷĻķ ƩĻƦƚƩƷĻƩ ƚŅ ĭƚƒƦƌğźƓƷ ƩĻŭğƩķźƓŭ ĭŷźƌķ ğĬǒƭĻ͵
Your Rights Under the Government Data Practices Act
As a data subject, you have the following rights.
Access to Your Data
You have the right to look at (inspect), free of charge, public and private data that we keep about you.
You also have the right to get copies of public and private data about you. The Data Practices Act allows
us to charge for copies. You have the right to look at data, free of charge, before deciding to request
copies.
Also, if you ask, we will tell you whether we keep data about you and whether the data are public,
private, or confidential.
Access to Data on Minor Children
As a parent, you have the right to look at and get copies of public and private data about your minor
children (under the age of 18). As a legally appointed guardian, you have the right to look at and get
copies of public and private data about an individual for whom you are appointed guardian.
Minors have the right to ask us not to give data about them to their parent or guardian. If you are a
minor, we will tell you that you have this right. We may ask you to put your request in writing and to
include the reasons that we should deny your parents access to the data. We will make the final decision
about your request based on your best interests.
When We Collect Data From You
When we ask you to provide data about yourself that are not public, we must give you a notice called a
Tennesen warning. The notice controls what we do with the data that we collect from you. Usually, we
can use and release the data only in the ways described in the notice.
We will ask for your written permission if we need to use or release private data about you in a different
way, or if you ask us to release the data to another person. This permission is called informed consent.
LŅ Ǥƚǒ ǞğƓƷ ǒƭ Ʒƚ ƩĻƌĻğƭĻ ķğƷğ Ʒƚ ğƓƚƷŷĻƩ ƦĻƩƭƚƓͲ Ǥƚǒ ƒǒƭƷ ǒƭĻ ƷŷĻ ĭƚƓƭĻƓƷ ŅƚƩƒ ǞĻ ƦƩƚǝźķĻ͵
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Protecting Your Data
The Government Data Practices Act requires us to protect your data. We have established appropriate
safeguards to ensure that your data are safe.
In the unfortunate event that we determine a security breach has occurred and an unauthorized person
has gained access to your data; we will notify you as required by law.
When Your Data are Inaccurate or Incomplete
You have the right to challenge the accuracy and/or completeness of public and private data about you.
You also have the right to appeal our decision. If you are a minor, your parent or guardian has the right
to challenge data about you.
How to Make a Request For Your Data
You can ask to look at (inspect) data at our offices or ask for copies of data that we have about you, your
minor child, or an individual for whom you have been appointed legal guardian. Make a written request
to the appropriate individual listed in the Data Practices Contacts on page 6 using the Data Request
Form on Page 8 for all data requests.
If you choose not to use the data request form, your request should include:
Say that you are making a request as a data subject, for data about you (or your child, or person
for whom you are the legal guardian), under the Government Data Practices Act (Minnesota
Statutes, Chapter 13).
Include whether you would like to inspect the data, have copies of the data, or both.
Provide a clear description of the data you would like to inspect or have copied.
Provide proof that legal guardian.
We require proof of your identity before we can respond to your request for data. If you are requesting
legal
guardian, you must show legal documentation of your guardianship. Please see the Standards for
Verifying Identity located on page 9. If you do not provide proof that you are the data subject, we
cannot respond to your request.
How We Respond to a Data Request
Upon receiving your request, we will review it.
We may ask you to clarify what data you are requesting.
We will ask you to confirm your identity as the data subject.
LŅ ǞĻ ķƚ ƓƚƷ ŷğǝĻ ƷŷĻ ķğƷğͲ ǞĻ Ǟźƌƌ ƓƚƷźŅǤ Ǥƚǒ
źƓ ǞƩźƷźƓŭ ǞźƷŷźƓ ЊЉ ĬǒƭźƓĻƭƭ ķğǤƭ͵
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If we have the data, but the data is confidential or not public about someone else, we will notify
you within 10 business days and identify the law that prevents us from providing the data.
If we have the data, and the data are public or private data about you, we will respond to your
request by doing one of the following:
o Arrange a date, time, and place to inspect data in our office, ensuring you have a
meaningful opportunity to inspect data within 10 business days of your request at no
charge.
o Tell you how much the copies cost and then provide you with copies of the data within
10 business days and upon payment of charges for the copies. You may choose to pick
up your copies or have us mail or email them to you. We will provide electronic copies
(such as email or flash drive) upon request, if we keep the data in electronic format and
we can reasonably make a copy.
Information about copy charges is on page 7.
Ļ Ǟźƌƌ ƦƩƚǝźķĻ ƓƚƷźĭĻ Ʒƚ Ǥƚǒ ğĬƚǒƷ ƚǒƩ ƩĻƨǒźƩĻƒĻƓƷ Ʒƚ ƦƩĻƦğǤ ŅƚƩ ĭƚƦźĻƭ͵
After we have provided you with the requested data, we do not have to show you the same data again
for 6 months unless there is a dispute about the data or we collect or create new data about you.
If you do not understand some of the data (technical terminology, abbreviations, or acronyms), please
tell the person who provided the data to you. We will give you an explanation if you ask.
The Data Practices Act does not require us to create or collect new data in response to a data request, or
to provide data in a specific form or arrangement if we do not keep the data in that form or
arrangement. For example, if the data you request are on paper only, we are not required to create
electronic documents to respond to your request. If we agree to create data in response to your
request, we will work with you on the details of your request, including cost and response time.
In addition, we are not required to respond to questions that are not about your data requests, or that
are not requests for government data.
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Data Practices Contacts
Responsible Authority
Name: Sandie Thone, City Clerk/Human Resources Director
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7900, Email: sthone@ci.shorewood.mn.us
As Responsible Authority, the City Clerk orders the following individuals as data practices
compliance official and designees.
Data Practices Compliance Official
Name: Sandie Thone, City Clerk/Human Resources Director
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7900, Email: sthone@ci.shorewood.mn.us
Data Practices Designee(s)
1) Name: Justin Ballsrud, Chief of Police, South Lake Minnetonka Police Department
Address: SLMPD, 24150 Smithtown Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-474-3261, Email: info@southlakepd.com
2) Name: Laura Holtan, Administrator, South Lake Minnetonka Police Department
Address: SLMPD, 24150 Smithtown Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-474-3261, Email: info@southlakepd.com
3) Name: Brenda Pricco, Deputy City Clerk, City of Shorewood
Address: City of Shorewood, 5755 Country Club Road, Shorewood, MN 55331
Phone number/email address:
Phone: 952-960-7901, Email: bpricco@ci.shorewood.mn.us
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Copy Costs Data Subjects
Minnesota Statutes, section 13.04, subdivision 3 allows us to charge for copies.
ƚǒ ƒǒƭƷ ƦğǤ ŅƚƩ ƷŷĻ ĭƚƦźĻƭ ĬĻŅƚƩĻ ǞĻ ŭźǝĻ ƷŷĻƒ Ʒƚ Ǥƚǒ͵ Ļ ķƚ ƓƚƷ ĭŷğƩŭĻ ŅƚƩ ĭƚƦźĻƭ
źŅ ƷŷĻ ĭƚƭƷ źƭ ƌĻƭƭ ƷŷğƓ υЎ͵ЉЉͲ ǒƓƌĻƭƭ ǞĻ ğƩĻ ƩĻƨǒźƩĻķ Ʒƚ ƒğƉĻ ƦğƦĻƩ ĭƚƦźĻƭ͵
Actual Cost of Making Copies
We will charge the actual cost of making copies for data about you. In determining the actual cost, we
include employee-time to create and send copies, the cost of the materials onto which we are copying
the data (paper, flash drive, CD, DVD, etc.), and mailing costs such as postage (if any).
If your request is for copies of data that we cannot copy ourselves, such as photographs, we will charge
you the actual cost we must pay to an outside vendor for the copies.
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Data Request Form Data Subject
ƚ ƩĻƨǒĻƭƷ ķğƷğ ğƭ ğ ķğƷğ ƭǒĬƆĻĭƷͲ Ǥƚǒ ƒǒƭƷ ƭŷƚǞ
ƌźĭĻƓƭĻͲ ƒźƌźƷğƩǤ L5Ͳ ƚƩ ƦğƭƭƦƚƩƷ ğƭ ƦƩƚƚŅ ƚŅ źķĻƓƷźƷǤ͵
Request Date: Contact information
Data Subject Name:
Parent/Guardian Name (if applicable):
Address:
Phone number/email address:
The Data I am Requesting:
Describe the data you are requesting as specifically as possible.
I request access to data in the following way:
Inspection
Copies
Both inspection and copies
bƚƷĻʹ LƓƭƦĻĭƷźƚƓ źƭ ŅƩĻĻ͵ ŷĻ /źƷǤ ƚŅ {ŷƚƩĻǞƚƚķ ĭŷğƩŭĻƭ Ʒƚ ƦƩźƓƷ ŷğƩķ ĭƚƦźĻƭ ƚŅ ķğƷğ
ğƓķ ǞŷĻƓ ƷŷĻ ĭƚƭƷ ƚŅ ƷŷĻ ƩĻƨǒĻƭƷ ĻǣĭĻĻķƭ υЎ͵ЉЉ͵
We will respond to your request within 10 business days
To Be Completed by Staff Member Responding to Data Request:
Identity Confirmed:
Date:
Staff Name:
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Standards for Verifying Identity
The following constitute proof of identity.
An adult individual must provide a valid photo ID, such as
o license
o A state-issued ID
o A tribal ID
o A military ID
o A passport
o The foreign equivalent of any of the above
A minor individual must provide a valid photo ID, such as
o license
o A state-issued ID (including a school/student ID)
o A tribal ID
o A military ID
o A passport
o The foreign equivalent of any of the above
The parent or guardian of a minor must provide a valid photo ID and either
o A certified copy o
o A
child, such as
A court order relating to divorce, separation, custody, foster care
A foster care contract
Affidavit of parentage
The legal guardian for an individual must provide a valid photo ID and a certified copy of
appropriate documentation of formal or informal appointment as guardian, such as
o Court order(s)
o Valid power of attorney
Note: Individuals who do not exercise their data practices rights in person must provide either notarized
or certified copies of the documents that are required or an affidavit of ID.
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Notice of Adoption of Model Policies
Minnesota Statutes, section 13.025, subdivisions 2 and 3, require government entities to prepare
written policies that relate to public access to government data, and rights of subjects of data and
Minnesota Statutes, section 13.03, subdivision 2, requires entities to establish procedures so that data
requests are complied with appropriately and promptly.
Minnesota Statutes, section 13.073, subd. 6, requires the Commissioner of Administration to prepare
model policies and procedures to help government entities comply with those requirements. Entities
model policies must notify the Commissioner. Please use the
following statement to notify the Commissioner if you choose to adopt the model policies and
procedures. *
Notice to Commissioner of Administration: Adoption of Model Policies
The City of Shorewood
Data Subjects. This notice to the Commissioner satisfies the City of Shorewood
Minnesota Statutes, section 13.073, subdivision 6.
Sandie Thone
City Clerk/Human Resources Director and Data Practices Responsible Authority
Adoption of Model Policy Notice to Commissioner Submitted May 8, 2017
*DƚǝĻƩƓƒĻƓƷ ĻƓƷźƷźĻƭ ƒğǤ ƭǒĬƒźƷ Ʒŷźƭ ƓƚƷźŅźĭğƷźƚƓ ĬǤ ƒğźƌ ƚƩ Ļƒğźƌʹ
Commissioner of Administration
c/o Information Policy Analysis Division (IPAD)
201 Administration Building
50 Sherburne Avenue
St. Paul, MN 55155
info.ipad@state.mn.us
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City Council Item 2.G.
Title/Subject:SCEC Task Force
Meeting Date:May 11, 2026
Prepared By:Mitchell Czech, Park/Rec Director
Attachments
1.Task Force Purpose Statement and Members
Background
A major component of the Shorewood Community & Event Center Facility Analysis includes the
formation of a community-based task force. Staff worked in collaboration with the consultant,
ISG, to structure a task force designed to provide a broad range of perspectives and expertise.
Prior to recruitment, specific member profiles were developed to align with identified skill areas
critical to the success of the effort. These profiles help ensure the task force is intentionally
composed of individuals with diverse backgrounds, enabling thoughtful discussion and the
development of practical, well-informed recommendations for City Council consideration. The
consultant recommended maintaining a task force of approximately 10–12 participants to
promote productive discussion and effective collaboration.
Recruitment for the task force was done in a variety of ways. Staff engaged with a number of
local experts and professionals throughout the process of developing a project scope for the
facility analysis. During this engagement, the idea of a task force was discussed. The Excelsior-
Lake Minnetonka Chamber of Commerce also put staff in contact with local experts that could
provide valuable insight to the facility. Those that expressed interest in being involved with the
task force were directly recruited, as long as their skill set matched one of the developed
member profiles.
A survey for the SCEC was published in December 2025 and is currently live. One question on
the survey asks the survey respondent if they would like to be a part of the planning process for
the facility. Those that responded "yes" were contacted and provided a short questionnaire
regarding their experience and skill sets for the task force.
A summary of the recommended task force purpose statement and member appointments is
provided in the attachments. The task force kick-off meeting is in the process of being
scheduled for mid-late May. The project team is still finalizing individuals to fill the member
profiles of Finance & Cost-Recovery Analyst and Facilities & Operations. There are strong leads
for each profile and are hoping to be solidified in the near future. In the event the specific
criteria for the profiles are not met, another member may be added or the role may be left
vacant, as long as the task force maintains 10-12 members.
In the event interested parties are not selected for the task force itself, they will be engaged
throughout the process to provide feedback and recommendations to the project team. The
general public will also have opportunity to provide feedback through the facility survey, public
Qbhf!244!pg!295
engagement sessions, and an open house (to be scheduled).
Strategic Alignment
Fiscal Responsibility
Implement best practices to support sound financial management
Maintain stable and predictable finances over the long-term
The development of the SCEC Task Force will assist in the development of practical, well-
informed recommendations for the City Council.
Budget Impact
The budget for the SCEC Task Force is included within the approved SCEC Facility Study project
scope. No additional costs are associated with the approval of the task force purpose statement
and appointed members.
Action Requested
Motion to approve the SCEC Task Force. Simple majority vote required.
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City Council Item 2.H.
Title/Subject:2026 Supplemental Services Proposal, SLMPD and City of Excelsior
Meeting Date:May 11, 2026
Prepared By:Marc Nevinski, City Administrator
Attachments
1.2026 Excelsior-SLMPD Supplemental Services Proposal
Background
The South Lake Minnetonka Police Department annually enters into a supplemental agreement
with the City of Excelsior to provide additional services for summer dock and park patrol and
code enforcement, as well as off-season services from September to May. Services will be
provided by the community service officers (CSO). The Joint Powers Agreement, Section 7, sub.
2E, requires all member cities to approve agreements for additional services:
Parties may contract with the SLMPD for Supplemental Services delivered by separately
dedicated personnel outside of the approved budget by Unanimous agreement of the Parties.
The amount charged for Supplemental Services shall be the actual hourly wage and overhead
costs. Agreement to provide such Supplemental Services shall not be unreasonably withheld.
Attached is a fee schedule from the Police Chief summarizing the proposal for 2026. Previously,
the Council asked if the agreement covered only officer wages and expenses or if overhead
costs are included. When posed with this question, SLMPD and Excelsior staff noted that
Excelsior pays for a computer, camera, and uniform. The arrangement also provides training
and experience for CSOs who may become SLMPD officers, and makes an additional responder
available for service calls elsewhere in the district.
Strategic Alignment
Safe & Secure Community
Strong, proactive, strategic, and cost-effective public safety services — This
supplemental service agreement provides for public safety services specific to and
funded by the City of Excelsior.
Budget Impact
Costs associated with the proposal will be funded by the City of Excelsior. The projected total
for the 2026-2027 period is $45,354.
Qbhf!247!pg!295
Action Requested
Motion to approve the attached schedule for supplemental services between the City of
Excelsior and the South Lake Minnetonka Police Department.
A majority vote by the Council is required.
Qbhf!248!pg!295
South Lake Minnetonka Police Department
TO: City of Excelsior
City of Greenwood
City of Shorewood
City of Tonka Bay
FROM:Chief Justin Ballsrud
DATE:April 15, 2026
RE: 2026 Excelsior’s Park, Dock Patrol, Parking & Code Enforcement
Since the early 1980’s, the City of Excelsior has contracted with the South Lake
Minnetonka Police Department (SLMPD) for park and dock patrol services. The Joint
Powers Agreement allows member cities to contract with the SLMPD for additional
services, as long as the proposed services do not use existing SLMPD staffing hours. All
costs are the responsibility of the contracting city (Excelsior), and the other member cities
must approve the agreement. These additional responsibilities/hours for our CSO’s
provide sustainability to our CSO program that has and will continue to develop future
SLMPD Police Officers. In addition, we are staffed with four CSO’s; also in an open
process to hire an additional CSO for the summer of 2026.
In the past couple of years, we expanded the park & dock program to include parking
enforcement for some special events in Excelsior: The Homecoming Parade, The
Halloween Parade, Art Fairs, Luck Of’ the Lake, and other events as needed.
In 2023 we further expanded the services by adding staffing hours for a Code
Enforcement position. Excelsior would like to continue the Code Enforcement position in
2026.
Please submit the proposed Park, Dock, and Code Enforcement agreement between the
City of Excelsior and the SLMPD on the agenda for approval at your next city council
meeting.
Attached is a breakdown of the proposed 2026 Park, Dock Patrol, and Code Enforcement
budget.
Please contact me if you have any questions or concerns.
Qbhf!249!pg!295
SOUTH LAKE MINNETONKA POLICE DEPARTMENT
Excelsior Park and Dock Patrol Services
2026 Summer and Off-Season
SLMPDProposal-ProjectedBudget
Projected Hours Hourly Rate*
Part-Time Seasonal PositionsTotal Amount
2026Total
(Memorial Day – Labor Day)
Park Service Officer - Commons Park
550$28.17$15,493
Civilian Position - Patrol Commons Park and Adjacent
Residential/Business Areas
Park Service Officer - Municipal Docks
350$28.17 $9,860
Civilian Position - Patrol Port of Excelsior and
Municipal Docks
$28.17
Dedicated Parking Enforcement
$11,268
400
Code Enforcement Community Service Officer
$2,535
90
$28.17
(June, July, and August / 30 hrs. a month)
Total1,390$39,156
**Decrease for projected hours from 1,715 due to increase in hourly wages for current staff**
Projected Hours Hourly Rate*
Off-Season PositionTotal Amount
2026Total
(September – May 2026 )
220$28.17$6,197
Code Enforcement Community Service Officer
(September – May / 30 hrs. a month)
**Decrease for projected hours from 270 due to increase in hourly wages for current staff**
$28.17
1,610
Projected Budget – 2026 season**$45,354
Projected cost for 2026 decreased from $46,052 due to trying to get as close to 2025 budget numbers with
the hours
*Average Park Service Officer for 2026 is at one year of service wage rate/hourly rate is averaged
**Maybeexpandedforincreasedservicerequirements
***Included Uniforms, Gear & Training.
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City Council Item 2.I.
Title/Subject:Hennepin County CDBG Program Renewal
Meeting Date:May 11, 2026
Prepared By:Marc Nevinski, City Administrator
Attachments
1.Shorewood 2027-2029 Renewal Letter
Background
The City of Shorewood is a participant in Hennepin County's Community Development Block
Grant (CDBG) program. The County must complete a "requalification" process every three
years and is asking if the City wishes to continue to participate in the program. Participation
allows residents to access home repair loans and services for moderate-income families,
seniors and youth. CDBG funds must be accessed through the County. The City approved a
Joint Cooperation Agreement with Hennepin County in 2017 (Res 17-060) for participation in
the County's CDBG program. Unless the City withdraws from the program, the agreement
renews automatically for a three-year term.
Strategic Alignment
Comprehensive Approach to Planning & Development
Leverage resources (land use controls, EDA) to achieve outcomes — Participation in the
County's CDBG program leverages resources for residents that the City would otherwise
be unable to provide.
Budget Impact
There is no cost to participating in the program.
Action Requested
Motion to approve the City's continued participation Hennepin County's CDBG program.
Simple majority vote required.
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April 10, 2026 VIA EMAIL
Mr. Marc Nevinski
City Administrator
City of Shorewood
5755 Country Club Road
Shorewood, MN55331
Subject: Fiscal Year 2027–2029Community Development Block Grant (CDBG) Program
Dear Mr. Nevinski:
As you know, Hennepin County is the lead agency for the Hennepin County Community
Development Block Grant (CDBG) Program, which serves 39 suburban communities in the county.
The U.S. Department of Housing and Urban Development (HUD), which is the agency that
administers CDBG funding, requires that the county complete a “requalification” process every
three years in order to continue to receive CDBG funds. One requirement of this requalification
process is that cities be notified of their options with regardto ongoing participation in the county
CDBG program.
The City ofShorewoodis currently a cooperating unit in the county CDBG program, which allows
residents of your city to participate in activities supported by Hennepin County CDBG funds.
Examples of these activities include the home repair loan program and public services for moderate-
income families, seniors, and youth, among other activities.
If your City wishes to maintain its participation in the Hennepin County CDBG program, no
further action is needed and the current Joint Cooperation Agreement will auto-renew for the
2027-2029CDBG qualification period. By continuing to participate in the Hennepin County CDBG
Program, your City will remain eligible to receive CDBG funds under the terms of the agreement
and will automatically be included in the HOME Investment Partnership (HOME)and Emergency
Solutions Grant (ESG) programs administered by the County. It will also remain ineligible to apply
for grants through the State CDBG program.
If your City wishes to change its election and/or terminate the current Joint Cooperation
Agreement, please notify both HUD and the County in writing via email by May 22, 2026. If
changing your election, your response must include:
An attached letter on official letterhead signed by the authorized representative for your City;
A signed City resolution (onlyif one is required by your City board).
Hennepin County Housing & Economic Development
th
300 South 6Street, MC 685, Minneapolis, MN 55487
https://www.hennepincounty.gov/services/grants-funding-opportunities/housing-grants-funding
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The Hennepin County CDBG Program has a long history of success as a direct result of our
partnership and has helped thousands of seniors and lower-income families with emergency
assistance, housing rehabilitation, public facilities, neighborhood improvements, youth programs,
and affordable housing. Your participation in this program has helped to bring millions of tax
dollarsback to your community and suburban Hennepin County. Your partnership is very
important to the County. If you are considering opting out, the County would appreciate the
opportunity to meet before an opt-out letter is sent.
Please contact me via email atomar.martinez@hennepin.usif you have any questions regarding your
election options or the CDBG Joint Cooperation Agreement. I look forward to continuing our
cooperative efforts in addressing suburban Hennepin County housing and community development
needs.
Sincerely,
Omar Martinez
Federal Programs Manager
If changing your election, please direct your email notification letters to the following addresses:
Hennepin County
Housing and Economic Development
Attn: Omar Martinez
300 South Sixth Street, MC 685
Minneapolis, MN 55487
Omar.martinez@hennepin.us
HUD Minneapolis Field Office
Attn: Kevin Paulsen
212 3rd Avenue South, Suite 150
Minneapolis, MN 55401
Kevin.A.Paulsen@hud.gov
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City Council Item 2.J.
Title/Subject:Senior Accountant New Hire
Meeting Date:May 11, 2026
Prepared By:Sandie Thone, City Clerk/ HR Director
Attachments
Background
The city recently recruited qualified candidates for the Senior Accountant position. The city
received nine applications for the position, which closed on April 19, 2026. Staff interviewed
three well-qualified candidates for the position. The staff interview panel included City
Administrator Marc Nevinski, Finance Director Jeanne Schmuck, and City Clerk/HR Director
Sandie Thone. A conditional job offer was presented to and accepted by Dalton Kraay. Dalton
comes to the city with a Bachelor’s degree in Corporate Finance from Minnesota State
University, Mankato. Dalton has almost three years of experience working at Abdo as a
Governmental Advisory Accounting Associate and in that capacity has completed tasks and
work of a senior accountant for a number of government agencies, including the City of
Shorewood. During the interview process, Dalton shared his interest and experience in
leveraging technology to improve efficiencies and processes. If approved, his anticipated start
date will be Tuesday, May 26, 2026.
Strategic Alignment
Organizational Strength & Good Governance
Culture of continuous improvement — Hiring talented people strengthens city
government by ensuring public services are delivered with competence, integrity, and
accountability, which builds trust with residents. Strong employees also improve
organizational performance by bringing the skills, judgment, and collaboration needed
to solve problems, adapt to change, and carry out the city’s mission effectively.
Budget Impact
Staff recommend Dalton's compensation rate be set at Grade 10, Step E of the city’s
compensation schedule of $41.21 per hour. The position is non-exempt, PERA eligible, and
receives full benefits.
Action Requested
Motion to approve the hire of Dalton Kraay. Simple Majority is required.
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City Council Item 4.A.
Title/Subject:Change Order Policy
Meeting Date:May 11, 2026
Prepared By:Marc Nevinski, City Administrator
Attachments
1.Change Order Policy April 2026
2.Sample Change Order Form
3.Change Order Policy Minute Nov 24 2025
Background
The City endeavors to complete its contracted work within project budget, scope and deadlines
with thorough planning and project preparation. However, for various reasons, projects
sometimes change in scope, schedule, or quantity of material or work, and typically result in
increased project costs. Often such changes are the result of unforeseen conditions that were
not known or accounted for during the planning process. They may also result from errors,
market conditions, or opportunities that emerge to cost-effectively address other issues as part
of the project. The most appropriate way to deal with these changes is through a change order
or work scope modification.
While project contracts contain at least some basic procedures for addressing changes, no
general policy or guidance exists for how the City will address such changes. The attached policy
establishes expectations for handling project changes, and provides guidance when decisions
about changes need to be made relatively quickly to avoid additional costs, minimize project
delays, or reduce negative impacts to the public. The attached policy proposes a process to
guide the City through such project changes to ensure transparency, consistency, and
accountability when implementing projects.
In November, the Council reviewed a draft policy and discussed lowering the threshold amount
for administrative approval from 10% to 5%, and the cumulative maximum amount of change
orders from $75,000 to a lesser amount. Staff suggests $50,000. Statutorily, contracts over
$175,000 require sealed bids. Therefore, for contracts below $175,000, staff recommends
leaving the 10% threshold as originally proposed for operational efficiency. (10% of $175,000 =
$17,500 and 5% of $175,000 = $8500.)
The Council also discussed providing additional guidance for what constitutes "urgent and
demanding conditions" where decisions must be made administratively and possibly outside
the policy. In addition to the considerations of costs, alternatives, and public impacts already
provided, several examples have been added to the policy to further illustrate such potential
conditions.
Key components of the Change Order and Work Scope Modification Policy include:
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Requirement that all modifications and change orders to be documented.
Allows for administrative approval of modifications and change orders up to 10% 5% of
the contract amount for contracts over $175,000.
Allows for administrative approval of modifications and change orders up to 10% of the
contract amount for contracts under $175,000.
Caps administrative approval to a cumulative total of $75,000 $50,000.
Modifications and change orders over these thresholds require Council approval.
Modifications and change orders requiring Council approval should receive approval
prior to completion whenever possible.
Allows for administrative approval of change orders if "urgent and demanding
conditions" exist, even if the threshold is exceeded.
Provides guidance for determining "urgent and demanding conditions" for
administrative approval of a change order, including the cost of delay, alternatives,
impacts to the public, and limiting changes only to the extent necessary.
Subsequently, it requires expeditious review of the change order by the Council.
The policy should be reviewed from time to time to ensure the policy supports fiscal
transparency, operational efficiency, and alignment with statutes.
Strategic Alignment
Functionally & Financially Sound Infrastructure
Define standards and goals for infrastructure development — The policy defines a
process to guide the city through project changes and increase transparency,
consistency, and accountability of projects.
Budget Impact
N/A
Action Requested
Motion to adopt the Change Order and Work Scope Modification Policy.
Simple majority vote is required.
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City of Shorewood
PROCESSING PROJECT WORK SCOPE MODIFICATIONS AND CHANGE ORDERS
Adopted November 24, 2025 May 11, 2026
I.PURPOSE AND NEED FOR POLICY
The City utilizes contracted services on many projects across departments each year. These
projects are developed, considered and processed by the City Council in consultation with
and upon recommendation by city staff. As a part of this process the Council defines and
authorizes the work scope for the project. In the interest of securing the least cost for these
services and in compliance with the Uniform Municipal Contracting law, the City implements
a process, when required, where it will request competitive, bids, quotes or proposals. The
Council reviews and approves bids, quotes or proposals submitted by private contractors or
consultants as a part of this process. These are based on plans and specifications reflecting
conditions and circumstances to the extent they can be reasonably known at the point of
the submittal. From time to time during implementation of the contracted work, conditions
or circumstances present themselves that are different from those known at the point of
submittal which necessitate changes in the work included in the approved plans and
specifications but within the project scope approved by the Council. These changed
conditions may result in the need to make field decisions in an expeditious manner to avoid
unnecessary delays, negative impacts, and additional costs. (For example, a street project
that encounters poor soils undetected in the exploratory drilling process used during the
preparation of plans and specifications.) From time to time there are also occasions when it
is in the City's best interest to formally modify the project work scope. The purpose of this
policy is to outline the City of Shorewood’s process to address work scope modifications and
change orders in a manner that aligns with statutes and City Council expectations.
II.POLICY
1.All procurement practices at the City shall be targeted to securing the purchased
product or service at the least cost to taxpayers and / or ratepayers.
2.City facilities shall be constructed with the goal to provide facilities of appropriate
quality and longevity.
3.City projects shall be constructed only within Council authorized scopes.
4.Work scope is established by the City Council. For approved contracts, authorized
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changes in work scope will be documented by "Supplemental Agreements,” or
Amendments to original Agreements, to be approved by the City Council.
5.In accordance with the approved contract documents, the City Engineer or Public
Works Director or his/her designee project manager shall prepare clarifications and
directions for modifying the work, within the work scope as defined by the Council.
Any such action will be documented by "Change Orders" and approved consistent
with this policy.
6.Change Order, for the purposes of this policy, is defined as a change to the quantity
or type of work, materials, techniques, terms or schedule required to satisfy the scope
of an approved contract.
7.Work Scope Modification, for the purposes of this policy, is defined as a change to
the approved contract that modifies the scope of work included in the accepted bid,
quote, or proposal. Work scope modifications include work not previously
anticipated, but which may improve project outcomes, save money, or increase
project efficiency when compared to ordering a separate project.
8.City contracts relating to projects proceeding under Minnesota Statutes 429 will
not be increased by more than 25% of the originally approved contract.
III.PROCEDURE
1.The staff or consultants project manager shall process all projects in accordance with
City Policies.
2.Staff or consultants shall endeavor to identify all reasonably discernable aspects of
existing conditions in the preparation of plans and specifications for projects.
If non-discernable conditions are encountered during the construction or
implementation phase of work that is within the project scope and budget approved
by the City Council, the City Engineer or Public Works Director or his/her designee
project manager shall address these unknown conditions in an expeditious manner
and make the appropriate changes to the detailed plans and specifications and
implement the modified work. These changed conditions and the action taken should
be documented in a Change Order or Supplemental Agreement and incorporated in
the project records.
3.Change orders which may or will result in increasing a project’s total contract amount
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shall be approved as follows:
For projects under $175,000.00, on a cumulative basis:
5% of the contract price or lessCity Administrator or Designee
10% of the contract price or lessCity Administrator
Over 10% of the contract priceCity Council
For projects over $175,000.00, on a cumulative basis:
3% of the contract price or lessCity Administrator or Designee
10 5% of the contract price or lessCity Administrator
Over 10 5% of the contract priceCity Council
For all projects over $175,000, a contemporaneous report shall be provided
to the Finance Director.
All change orders over $75 50,000 must be approved by the City Council,
regardless of percentage of the contract.
If cumulative changecumulative change orders result in meeting the $75
50,000 maximum, the City Council must approve all subsequent change
orders. However, if urgent and demanding circumstances exist, the
guidelines in Section 6 below should be followed.
A summary of all change orders and work scope changes shall be
documented as part of the City Council approval of the project close-out.
For projects over $175,000.00, the City Administrator has authority to
require additional contractor’s bond amount (payment and performance).
The City Administrator must document the decision to waive the increase in
writing.
4.Work scope changes shall be documented in Supplemental Agreements or
Amendments and approved by the City Council, absent urgent and demanding
circumstances. For projects over $175,000.00, the City Administrator has authority to
require additional contractor’s bond amount (payment and performance). The City
Administrator must document the decision to waive the increase in writing.
5.If the changed conditions result in additionalproject costs to the City, these costs
should be identified and the reason for the changes documented in the Change Order
or Supplemental Agreement. Such changes are expected, absent urgent and
demanding circumstances, to be approved by the City Council before the work
proceeds.
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6.If urgent and demanding conditions require a change order or work scope change
prior to the ability for consideration by the City Council, the City Administrator may
authorize the changes in the work but should endeavor to limit the changes only to
the extent necessary. The City Administrator must then expeditiously bring the
change to the Council for its awareness and consideration. In making such an
authorization, the City Administrator must consider the costs of delaying
authorization; alternative approaches; and impacts to the public’s health, safety, and
welfare, as well as its general well-being. Examples of such impacts include: project
permit violations; extended impacts to traffic flow or safety; extend disruption of
utility services; threatening or severe weather conditions; mitigation or prevention of
environmental damage.
IV.RESPONSIBILITY
Department Directors shall oversee the implementation of projects. In coordination with
Department Directors, individuals designated by the City Administrator (“Designees”) shall
identify and process any and all required Change Orders or Supplemental Agreements and
present them to the City Administrator, Finance Director, and/or City Council as appropriate.
The Department Directors and/or their designees shall also be responsible for preparing the
required documentation for project files.
V.AUTHORITY
Minnesota Statutes. §§ 412.221, subd. 2; Office of the State Auditor, Statement of Position,
Contract Change-Orders and Contractor’s Bond, 2007-1001 (Revised July 2024)
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SAMPLE FORM DOCUMENTING CHANGE ORDER
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SAMPLE
Change Order / Supplemental Agreement Form
Variable by Project Type
A. General Information
Project Name:Project No.:Change No.:Type (CO / SA):
Contractor:Date:Original Contract Prior Contract
Amount:Amount:
Engineer / PM:Funding Source(s):Council Resolution Approval Authority:
No.:
B. Description of Change
Provide a clear description of what is changing, where, and why:
C. Basis for Change (check all that apply)
Unforeseen site condition
Plan/spec error or omission
Owner-requested change
Regulatory / utility requirement
Quantity adjustment
Other
If other, explain:
1
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D. Cost Breakdown
Item / QuantityUnitUnit PriceTotal
Description
Total Increase ($): _____________________Total Increase ($): _____________________
Total Decrease ($): _____________________Total Decrease ($): _____________________
Net Change ($): _____________________Net Change ($): _____________________
E. Time Impact
Original Completion DateDays Added / ReducedRevised Completion Date
Critical Path Impacted? Yes No
F. Funding and Budget
Funding Source(s): ______________________________Funding Source(s): ______________________________
Contingency Used ($): ____________________________Contingency Used ($): ____________________________
Remaining Contingency ($): _______________________Remaining Contingency ($): _______________________
Budget Amendment Required? Yes No
2
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G. Required Approvals
RoleNameSignatureDate
Contractor
Project Engineer
Finance Director
City Administrator
City Council
H. Summary
Original Contract Amount: ________________
Change Order #DateAmountRevised Contract
Amount
1
2
3
4
I. Certification
I certify that this change is necessary for proper project completion and the costs
shown are fair and reasonable.
Name
Title
Signature
Date
3
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City Council Item 4.B.
Title/Subject:GIS Equipment
Meeting Date:May 11, 2026
Prepared By:Matt Morreim, Public Works Director
Attachments
1.Quote-TreeBiz LLC
Background
City utility and public works staff routinely collect field data to locate underground water,
sanitary sewer and storm water facilities. The data collection helps staff maintain accurate
utility information that is used to help maintain the utility systems. The city’s existing Trimble
R2 unit is ten years old has reached the end of its practical service life and no longer meets
current operational needs.
A significant limitation of the existing unit is its poor performance under dense tree canopy.
Shorewood has extensive tree cover throughout developed and residential areas, and staff
have experienced frequent signal loss and reduced accuracy when attempting to collect data in
these conditions. This limitation increases field time and prevents staff from collecting usable
data.
Staff researched and evaluated multiple Global Positioning System(GPS)/Global Navigation
Satellite System (GNSS) manufacturers and models currently available on the market. The
evaluation included consideration of Trimble’s newer R980 model, which represents an
updated version of the City’s existing R2 unit. Through this review process, staff compared
performance in wooded environments, ease of use for day-to-day utility locating, accuracy,
field efficiency, cost and overall suitability for GIS data collection. Based on this evaluation, staff
determined that the EOS Skadi Gold unit with the smart handle and tilt compensation features,
best meets the city’s operational needs and offers the greatest improvement in usability and
performance under our operational and site conditions.
The EOS Skadi unit is specifically designed for ArcGIS Field Maps, which the city utilizes for its
GIS system. It utilizes advanced GNSS technology that maintains reliable accuracy (centimeter
level accuracy) in challenging environments, including areas with tree cover and nearby
structures. Improved performance under tree canopy will reduce the need for manual locating
and improve staff efficiency during routine utility work, maintenance, and emergency response.
The integration with Field Maps allows for easier use by multiple staff members that will be
using this to map utilities and locate utilities.
The EOS Skadi unit is designed for handheld operation and integrates seamlessly with tablets
and mobile devices already used by staff. Its simplified setup and intuitive operation reduce
field time and training requirements, allowing a broader range of utility staff to easily located
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utilities and collect accurate data. These features allow for faster to deployment, easier
operation and alignment with the city’s current and future asset management needs.
Lastly, a key and unique feature of the proposed equipment is the smart handle with tilt
compensation. This technology allows staff to collect accurate location data when utilizing the
handheld option with laser location or when the GPS pole is not perfectly vertical. The
handheld laser option will be especially beneficial when locating utility services that are in
trenches, utilities near structures, in tight corridors or on uneven terrain. The handlheld option
with laser will improve productivity, reduce physical strain on staff, and increase safety while
maintaining high positional accuracy.
Strategic Alignment
Organizational Strength & Good Governance - Provide staff with tools that enable improved
operational efficiency and support consistent, reliable management of public infrastructure
assets.
Budget Impact
The costs of GPS/GNSS units vary widely based on features and accuracy. The EOS Skadi Gold
unit with the smart handle is the only GIS model that has an accurate handheld option for
mapping utilities. The updated Trimble unit that was evaluated is 30% more expensive than the
EOS Skadi unit.
The cost of the EOS Skadi unit with the detailed options (attached) is $13,615.00.
Staff proposed funding for the purchase is as follows:
$7,615 – Capital fund utilizing excess funds generated from sale of 2025 surplus items
$2,000 – Water utility fund
$2,000 – Sanitary utility fund
$2,000 – Storm utility fund
Action Requested
Motion to approve the purchase of the EOS Skadi Gold unit with the detailed options.
Simple Majority is required.
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City Council Item 4.C.
Title/Subject:Water Connection Program
Meeting Date:May 11, 2026
Prepared By:Andrew Budde, City Engineer
Matt Morreim, Public Works Director
Attachments
1.Shorewood Water Services Map
2.Online Interest Form
3.Water Connection Program-Brochure
4.Sample Email to Residents
5.Water Connection Program-Door Hanger
6.Water Connection Program-One-Pager
7.Right of Entry Easement Agreement
8.Water Connection Overview Figure of Property
9.Water Assessment Agreement
Background
At the June 9, 2025 council meeting, July 28, 2025 work session, and the December 8, 2025
work session, there was in-depth discussion related to water infrastructure and implementing
an organized water service connection program which is intended to maximize the existing
system's use & revenue, and help streamline the process for residents to connect the water
service from the right of way line/curb stop and into the house. It is estimated that there are
390 properties that have watermain available adjacent to their properties but have not yet
been connected (see attached map). This program would allow residents to assess these costs,
therefore making it more financially feasible.
Resident Connection Challenges:
For a resident to connect to city water on their own can be a frustrating and drawn-out process.
The city has posted information on its website to try and simplify the process and answer basic
questions, but staff still get frequent calls from residents, or their potential contractors related
to the process. Every property is unique, so there are many variables that can impact cost and
process, and the staff does not have answers to some of the questions without additional
research. Most of the questions that residents and contractors inquire about are:
What contractors complete this type of work?
Is open cut construction or directionally drilled construction better?
Where is the water stub/shut off valve?
What size water service is available?
Are internal plumbing changes required?
I have heard the city water is not good, is that true?
Are there permits required, and what are the costs?
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What is the overall cost to connect?
To assist residents, staff proposes the city-led water service connection program that would
streamline the process for residents and allow for competitive pricing. Details of the proposed
program are as detailed in the remainder of the memo.
Communications Plan:
A clear, proactive communications approach will be used to help eligible residents understand
the proposed city-led water service connection program, what to expect, and how to take the
next step. Draft materials have been prepared by the City’s Communications Manager with
technical content provided by the Public Works Director and City Engineer. Outreach is
designed to be simple and repeatable—using a sequence of targeted touchpoints (mailing,
email, door hanger, and utility insert) that direct residents to the website and online interest
form, while allowing staff to manage inquiries in manageable neighborhood-based batches.
The online interest form (attached) is the primary entry point for the program and the
consistent next step across all communication methods (brochure, email, door hanger, utility
insert, newsletter/social media, and the website). Residents who are interested in connecting
will provide basic property and contact information. Once submitted, the form is routed to
public works staff to initiate the process shown below.
a.Brochure (attached): The brochure would inform residents of the program and is
formatted to be a targeted direct mailing. It can also be available as a handout at city
hall, city events such as Recycling Day, Music in the Park, Movie in the Park, etc. The
brochure has basic information along with a QR code and links to the city website where
residents can fill out an online form. The brochure would be sent out in mailings to
30+/- eligible residents generally in one or two neighborhoods at a time to manage the
workflow of city staff, gauge the interest of residents, and attempt to provide
economical pricing by minimizing contractor mobilization
b.Email (attached): A targeted email to eligible properties that reinforces the brochure
mailing and provides a simple way to navigate to and complete the online interest form
(with a link) or contact staff with questions. It is intended to be sent approximately 7–10
days after the brochure mailing
c. Door Hanger (attached): The door hanger would be delivered to eligible property’s
doors to reinforce the brochure/email message with a brief, easy-to-scan reminder and
to complete the online interest form or contact staff with questions. The door hanger
will be delivered approximately one to two weeks after the email is sent
d.Utility Billing Insert (attached): The billing insert would again inform residents of the
program and similar information as the prior communication attempts. It would be
included for only the eligible residents that have been mailed a brochure and would be
included with the sanitary sewer utility bills
e.Newsletter and Social Media: The newsletter and social media posts would provide
broader, non-targeted outreach to build general awareness citywide and direct
interested residents to the program webpage/online interest form, if additional
participation is needed
f.Website: The website will be updated with relevant program information, online
interest form and a source for documents. The website will include an overview of the
project, draft right of entry and assessment agreements, and a link to a video of the
proposed installation process
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Prioritization:
Staff propose sequencing mailings and notifications to groups of approximately 30 homes at a
time, as shown in the attached Shorewood Water Services Map. The prioritization is based on
several factors, including:
Neighborhoods with residents that have expressed interest in the program
Areas where curb stops exist and have already been located or can be easily located to
minimize staff's upfront efforts
Older condition of existing street so that if a service needs to be added to the
watermain under the street, it will be completed several years ahead of a mill & overlay
or other significant pavement maintenance practice.
Process:
The steps below details the approach from start to finish:
1.Resident fills out the online form will initiate the process
2.Once staff receives an online interest form, city staff will prepare the following
information for an in-person meeting with the resident
a.Verify if a previous water connection charge payment has been made (Finance)
b.Locate curb stops in the field and verify service size (Public Works)
c.Prepare a site-specific overview graphic (Engineering)
d.Prepare a right-of-entry agreement (attached). A right-of-entry agreement
allows staff and contractors to further inspect the site and mechanical room
prior to quoting if needed and allow for the construction to occur, if resident
chooses to proceed. (Engineering/Public Works)
e.Prepare scoping estimate (Engineering/Public Works)
3.City staff will schedule a meeting with the property owner to perform the following:
a.Discuss items prepared in Item 2. Right-of-entry form needs to be signed at or
after the meeting to move forward in the process
b.Discuss construction methods that would be used. Directional drill or open cut
installation expectations and identify any potential risks associated with either
option. It is anticipated that most residents would prefer a directionally drilled
installation process so that it minimizes site disturbance. (Public Works/Property
Owner)
c.Confirm if wells are to remain or be sealed. Wells may only remain if utilized for
irrigation. (Public Works/Property Owner)
d.View mechanical rooms and acquire pictures/video of where water service
would likely enter the floor and the configuration of existing plumbing. This will
help determine the level of effort and costs associated with disconnecting
existing wells or adjustments to plumbing to isolate the well from the municipal
water service. (Public Works/Property Owner)
4.Following the onsite meeting and obtaining a right-of-entry agreement, public works
and engineering staff will:
a.Update the site-specific overview graphic (attached) based on construction
methods and identified site-specific details
b.Provide an updated preliminary engineer's cost estimate
5.Staff will consolidate all interested residents information into one quote package that
will provide an individual price per property address. This will ensure that all pricing for
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residents is transparent. Staff anticipate combining 5–10 parcels with the intent of
staying under the $175,000 quote amount and allowing the city to solicit quotes from
reputable contractors
6.Public works staff will share quoted pricing information from contractors with residents
for the consideration. For the residents that would like to proceed with construction,
the city would collect payment in full or residents would sign an assessment agreement
(attached)
7.Public works staff to present information to council for award of the low-quote
contractor
8.City staff to complete building permits.
9.Contractor to complete construction. Contractor/staff to coordinate inspections.
10.City staff to provide a final invoice to residents. If there are any additional costs that
may have been encountered after quoting, provide clarification and documentation.
Require payment in full for additional work or amend assessment agreement prior to
water being turned on.
11. Provide a follow-up survey for residents on the city and contractors’ performance.
Strategic Alignment
Functionally & Financially Sound Infrastructure
Define standards and goals for infrastructure development
Plans to finance infrastructure improvements, maintenance, and replacement
Budget Impact
Currently, the city allows the $10,000 Water Connection Fee to be paid upfront, or it can be
assessed over a 5–10 year period with an applicable interest rate. The costs associated with
installing the private service from the curb stop and into the house cannot be assessed, so the
residents must pay the contractor directly for completing that work. To maximize the incentive
for residents, it would be beneficial to allow all costs associated with the water service
installation to be assessed. Costs may range from $16,000 - $67,000 per connection and be
financed over a 5 to 10-year period with an annual interest rate. This option requires the city to
front a larger portion of money but ensures it will recoup portions on an annual basis, with the
full assessment being paid off at the end of the financing period. Residents have the option to
pay off outstanding assessments at any time and the assessment will be paid in full if a property
is sold. A standard Water Assessment Agreement is included as an attachment.
Staff have not been able to identify any outside funding sources for a project of this nature.
Therefore, it is anticipated to be financed via the Water Fund. The 2026 CIP includes $200,000
in total project costs, of which $175,000 or less would be for construction. If there is a large
interest from residents initially, that would put the construction costs over $175,000, the city
would need to delay some services until the following years.
The estimated start-up cost of the connection program is $3,000 and relies as much as possible
on existing city staff for communications, research, and overall process. Engineering efforts
include assisting with communication content and preparing overview figures. Once residents
show interest in connecting, the estimated engineering cost of the program is approximately
$1000 (6 hours) per resident. This cost would include:
Qbhf!274!pg!295
Onsite meeting with residents: 1 hour
Preparing a parcel-specific overview graphic to share with the property owner and
contractor: 1 hour
Preparing an estimate: 0.5 hours
Preparing the overall quoting package: 1 hour
Resident and contractor coordination post quoting: 1 hour
Construction administration: 1.5 hours
Construction inspection of water services at the curb stops and into the house will be
completed by Public Works and the Building Official will complete the final water meter and
plumbing inspections. All the above costs are anticipated to be included in the installation costs
paid by the property owner. However, council can provide alternative directions.
Action Requested
Motion directing staff to initiate the program by distributing communications, coordinating
with residents, and soliciting quotes. Simple majority vote is required.
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2
4
3
7
8
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shorewoodmn.gov/CityWater
What happens to my well?
You can connect to the municipal system and use your well for
irrigation or other non-potable purposes. If your well does not
remain in use, it must be sealed per Minnesota Department of
Health requirements.
How long does the process take?
The timeline varies, but most connections are completed within 8
weeks from agreement submittal. Installation of the water service
and internal plumbing is typically completed within 2-3 days.
What happens to my old plumbing?
Adjustments will be made based on the use of the well and to
meeting current building codes.
What are the different water related fees?
Base Fee:
system. Currently, only properties connected to city water
pay this charge. Properties not connected to city water, but
with water available to them, will be charged this Base Fee.
User Fee: User fees are charges based on the amount of
water consumed. Customers using higher amounts of water
City Water
pay a higher rate, which promotes conservation.
Water Availability Charge (WAC): This one-time charge funds
the initial investment to install the water system. The WAC
may be paid by developers or by a homeowner connecting
Cleaner. Safer. More Reliable.
Infrastructure Fee:
fee schedule for properties that do not have water available. The
rationale for the fee is that municipal water supports all residents
insurance, and access to water at public facilities for use,
operations and maintenance work. This fee is scheduled to
Qbhf!279!pg!295
Bringing Clean, Safe &
The City of Shorewood is committed to providing its
residents with safe, clean, and reliable water. Our Water
homes, ensuring access to high-quality municipal water.
Why Connect to the How to Get Started
Shorewood has provided municipal water to portions
Check eligibility and complete a survey. Visit City Hall or
residential properties are served by municipal water, and
City water is softer than private well water.
to water at shorewoodmn.gov/CityWater.
City water hardness has been measured at about 19 grains
per gallon. So, while some iron and minerals are present, tests
the system. Many residents prefer to rely on private wells
have shown that Shorewood city water is softer than private
Schedule an inspection. A City representative will visit your
for their water, while other residents would choose to
well water. Most residents who switch report saving money on
connect to municipal water if it was available.
treatment, using half the salt they used with private well water.
include viewing and taking pictures of the location where the water
City water is routinely tested to ensure safety.
to provide a clear, coordinated, and homeowner-friendly
Following guidelines from the Minnesota Department of Health
path for residents who want to connect to municipal
Staff will provide you with an estimate of overall connection
under the Safe Water Drinking Act, the City tests its water every
water where water is available. Through the program,
costs
month for coliform bacteria, and annually for nitrates, arsenic,
the City will guide property owners step by step—
VOCs, lead, and more. Private well owners are responsible for
from eligibility review and site inspection through
testing their own well.
Sign an agreement form & pay $10,000 Water Availability
Charge (WAC). The agreement form and WAC commits the City to
City water works – even when the power goes out!
coordinating with licensed contractors to ensure work is
install and connect the service and the property owner to pay the
Residents who are connected to city water can still run their taps,
completed safely and in compliance with state and local
codes. This program helps simplify the process, clarify
costs, and make it easier for residents to transition from
City water may add resale value.
Sign a Right of Entry Agreement. Complete and return the Right
private wells to clean, safe and reliable city water.
A growing number of people prefer the security, reliability, and
of Entry Agreement to allow city staff and their contractors access
convenience of city water. This can be especially important for
new home buyers.
Pricing. The City will coordinate with licensed contractors to
Private well repairs can add up.
Complete details can be found at
shorewoodmn.gov/CityWater
failure, power loss, contamination, and failure due to age. Repair
can be expensive while adding virtually nothing to the resale
value of your home.
Get connected. The City will coordinate with the contractors to
complete permits and make the connection per state and local
June 2026
Qbhf!27:!pg!295
SAMPLEEMAILTORESIDENTS
Subject: Shorewood Water Connection Program
Dear Resident,
The City of Shorewood is offering a simple way to connect cleaner, safer, more reliable city
water to your home.
The City will guide you through the water connection process—from checking eligibility to
completing the connection. Most projects are finished in about 8 weeks, with only a few
days of work at your home.
See the attached information regarding the Water Connection Program or learn more at
www.shorewoodmn.gov/CityWater.
If you have questions, reach out to us at 952-960-7916.
Sincerely,
City of Shorewood
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City Water
Connection
Cleaner. Safer.
More Reliable.
The City of Shorewood’s Water
Connection Program helps residents
connect to safe, reliable municipal
water where service is available.
The new program provides a clear,
homeowner-friendly process that
guides residents through eligibility,
while simplifying costs and
coordination.
shorewoodmn.gov/CityWater
Qbhf!282!pg!295
Why connect?
•Routinely tested for safety.
•Softer than most private well water.
•Works during power outages—keep
water running for daily needs.
How to Get Started
1.Check eligibility + complete a survey
online or in-person (link below).
2.Schedule an inspection.
3.Receive an overall cost estimate
based on your property.
4.Sign agreement + pay the $10,000
Water Availability Charge (WAC).
5.Sign a Right of Entry Agreement
to allow access for evaluation/
installation.
6.City coordinates licensed contractors
to provide a detailed quote for
service + in home connection.
7.Get connected.
Scan the QR code to get started with the
online survey or visit the link below.
shorewoodmn.gov/CityWater
Qbhf!283!pg!295
City Water
Cleaner. Safer. More Reliable.
The City of Shorewood’s Water
Why connect?
•Routinely tested for safety (monthly for coliform;
Connection Program helps
annual testing includes nitrates, arsenic, VOCs,
residents connect to safe, reliable
lead, and more).
•Softer than most private well water (measured
municipal water where service is
around 19 grains/gal; many residents report using
available.
about half the salt after switching).
•Works during power outages—keep water
running for daily needs.
While municipal water has
existed since the 1970s, many
How to Get Started
1.Check eligibility + complete a survey (online or at
homes are still unconnected or
City Hall).
rely on private wells.
2.
approach and gathers site details/photos).
3.Receive an overall cost estimate based on your
The new program provides
property.
4.Sign agreement + pay the $10,000 Water
a clear, homeowner-friendly
Availability Charge (WAC) (may be paid upfront or
process that guides residents
assessed to property taxes over time).
through eligibility, construction,
5.Sign a Right of Entry Agreement to allow access
for evaluation/installation.
6.City coordinates licensed contractors to provide a
simplifying costs and
detailed quote for service + in home connection.
7.Get connected (City coordinates permits and
coordination.
connection to meet state/local codes).
Quick FAQs
•What happens to my well? You may keep it for
irrigation/non potable use; if unused, it must be
sealed per MN Dept. of Health requirements.
•How long does it take? Most connections
are completed within 8 weeks of agreement
submittal; installation is typically 2–3 days.
Learn more
•Old plumbing? Adjustments may be needed to
shorewoodmn.gov/CityWater
meet current building codes.
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RIGHT OF ENTRY AGREEMENT
THIS RIGHT OF ENTRY EASEMENT (the Easement) made as of _______________,
2026, by and between FIRST LAST & FIRST LAST addressed at HOUSE NUMBER AND
STREET, Shorewood, Minnesota 55331 (Grantor) and the CITY OF SHOREWOOD,
Minnesota, a Minnesota municipal corporation (the City).
RECITALS
Grantor is the owner in fee simple of land located within the City of Shorewood,
Minnesota, which land is legally described as LEGAL DESCRIPTION, Hennepin County,
Minnesota and the City desires to use a portion of the Property for a temporary
right of entry easement for the construction and connection of a lateral water service line
water service improvements.
.
AGREEMENT
NOW THEREFORE, for good and valuable consideration, the receipt and sufficiency of
which are hereby acknowledged, and the covenants and agreements hereinafter set forth, the
parties hereto agree as follows:
1. Grant of Easement; Uses and Purposes. Grantor hereby grants and conveys to the
City a temporary right of entry easement over, under and across that portion of the Property
depicted on Exhibit A
period of XX months from the date above for the purpose of allowing the City, its employees and
contractors, to remove, grade, install, and restore areas as necessary for the construction water
service improvements on the Property and within the home.
2. Conditions of Easement Grant. The Easement Area granted hereby shall be
subject to the following:
(a) The City shall have access to the property during all reasonable working
hours to inspect and prepare quotes for installing a water service.
(b) The City shall be granted reasonable access to necessary portions of the
house and mechanical room if provided 24-hour notice. The city shall be allowed to take digital
pictures and video of the mechanical room and allow such pictures to be available to city staff
and contractors to aid in preparing quotes for installing a water service.
(c) Upon final approval of the property owner, the City shall install one
watermain service from the existing curb stop into the mechanical room in the home via
directionally drilling. This will entail cutting and patching a hole on the existing mechanical
room floor.
(d) The City shall install a water meter, horn, and connect the new water
service to the existing plumbing in the home.
(e) The City shall pay all permits and apply for all applicable building
inspections and public works inspections.
Right of Entry Easement Agreement-clean.doc
Qbhf!285!pg!295
(f) The City shall protect existing turf areas from spoil piles and other misc.
debris with plywood.
(g) The City shall restore all impacted turf areas with the salvaged topsoil
topsoil and shall be seeded with residential turf seed mix.
(h) The City shall repair and restore any damage to the Easement Area caused
by any act or neglect of the City, its agents, employees or contractors in conformity with the
attached Exhibit A prepared by COMPANY NAME dated MONTH YEAR.
(i) It is understood that this right of entry constitutes a waiver on behalf of the
Grantor to any claim for damages or compensation for the acquisition of temporary easements
over the above described property for the purposes of the water service improvements herein
described by the City, employees, contractors, agents and assigns.
(j) The Undersigned agree, that as consideration for the City undertaking the
water service improvements on the Property, that the Grantor shall defend, indemnify and hold
the City, its officers, employees, agents and contractors harmless from any and all claims, costs,
losses, expenses, demands, actions, or causes of action, including reasonable attorneysfees and
other costs and expenses of litigation,
except those which arise solely from the negligence, or willful misconduct of the City or its
employees, agents or contractors.
3. Miscellaneous. This Easement shall be governed by the laws of Minnesota.
\[The remainder of this page has been left blank intentionally.\]
- 2 -
Right of Entry Easement Agreement-clean.doc
Qbhf!286!pg!295
ACCEPTED BY:
FIRST MIDDLE LAST Date
FIRST MIDDLE LAST Date
CITY OF SHOREWOOD:
Mayor Jennifer Labadie Date
THIS INSTRUMENT DRAFTED BY:
City of Shorewood (ALB)
5755 Country Club Road
Shorewood, MN 55331
- 3 -
Right of Entry Easement Agreement-clean.doc
Qbhf!287!pg!295
EXHIBIT A
- 4 -
Right of Entry Easement Agreement-clean.doc
Qbhf!288!pg!295
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Qbhf!289!pg!295
ASSESSMENT AGREEMENT
THIS AGREEMENT is made this ____ day of _________, by and between the City of Shorewood
(SHOREWOOD), a municipal corporation organized under the laws of the State of Minnesota, located at
5755 Country Club Road, Shorewood, MN 55331 and Property Owners, Address, Shorewood MN 55331
(OWNER).
RECITALS
WHEREAS, the OWNER is the owner of the real property located at: Address, Shorewood, MN, 55331;
PID: XX-XXX-XX-XXX, legally described as follows: Legal Description.
W HEREAS, the OWNER desires to connect to the municipal water supply; and,
WHEREAS, the present Water Access Charge is $10,000; and
WHEREAS, City Code 903.04, Subd. 3.d. states the property owner shall pay for the improvement or the
water connection charge, whichever is greater; and
WHEREAS, the OWNER requests that the full amount of the Water Access charge be assessed against
the SUBJECT PROPERTY pursuant to Minn. Stat. Ch. 429.
AGREEMENT
NOW THEREFORE, pursuant to the mutual agreements provided herein, it is agreed by and between the
CITY and the OWNER as follows:
1. The OWNER represents and warrants that he is the OWNER of the SUBJECT PROPERTY and that
he has full legal authority to encumber the SUBJECT PROPERTY and that as of the date of the
execution of this agreement, the OWNER has fee title to the SUBJECT PROPERTY subject only to
the liens, interests or encumbrances of record.
Qbhf!28:!pg!295
2. The OWNER understands and requests that the City levy the Water Access Charge assessed
against the PROPERTY in the amount of $10,000.00 .
3. The OWNER understands and agrees that SHOREWOOD will provide that the Assessment is
payable in five (5) annual installments without deferment and will bear an interest rate of five
(5.0) percent per annum. The Assessment shall be deemed adopted on the date this Agreement
has been signed by all parties. The installments shall begin with taxes paid in 2024 and collected
with the ad valorem taxes at the times due as determined by Hennepin County.
4. The OWNER agrees that the covenants, waivers and agreements contained in this Agreement
shall bind the successors and assigns of the OWNER and shall encumber the PROPERTY in
accordance with the agreements described herein.
5. The OWNER its successors and assigns, waives any and all procedural and substantive objections to
the Assessment including but not limited to public hearing requirements and any claim that the
assessment exceeds the benefit to the Subject Property. Property Owner waives any appeal rights
otherwise available pursuant to Minn. Stat. § 429.081.
6. The OWNER, its successors and assigns, hereby unconditionally releases and forever discharges the
City, its elected officials, employees, agents and insurers from any and all claims and causes of
action of whatever kind or nature that is in any way connected with the Assessment.
This Agreement shall be binding upon Property Owner and its successors and assigns. This
Agreement shall run with the land and may be recorded against the title to the Subject Property.
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Qbhf!291!pg!295
OWNER
By: ______________________________________ Date: _________________________
By: ______________________________________ Date: _________________________
CITY OF SHOREWOOD
By: ______________________________________ Date: _________________________
Its _____________________________
By: ______________________________________ Date: _________________________
Its _____________________________
STATE OF MINNESOTA )
) SS:
COUNTY OF HENNEPIN )
The foregoing ASSESSMENT AGREEMENT dated _________________________ was sworn and
subscribed before me in person this ____ day of _________________, 20__ by ___________________
_______________________ and _______________________________.
__________________________________
Notary Public
STATE OF MINNESOTA )
) SS:
COUNTY OF HENNEPIN )
The foregoing ASSESSMENT AGREEMENT dated _________________________ was sworn and
subscribed before me in person this ____ day of _________________, 20__ by Jennifer Labadie, Mayor,
and by Sandie Thone, City Clerk of the City of Shorewood (a Minnesota Municipal Corporation), who are
personally known to me, on behalf of the Corporation and pursuant to the authority of the City Council.
____________________________________
Notary Public
Qbhf!292!pg!295
City Council Item 5.A.i.
Title/Subject:Tentative Upcoming Agenda Topics
Meeting Date:May 11, 2026
Prepared By:Marc Nevinski, City Administrator
Attachments
1.May 11 2026 Tentative Upcoming Meeting Topics
Background
Attached is a list of anticipated topics for future City Council work sessions and regular
meetings. The list is not exhaustive and topics and their meeting dates are subject to change.
Strategic Alignment
NA
Budget Impact
NA
Action Requested
NA
Qbhf!293!pg!295
May 11, 2026
Qbhf!294!pg!295
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