HomeMy WebLinkAbout2022 Goal Setting Session PacketSaint Anthony Community Center
3301 Silver Lake Road, St. Anthony, MN
January 12, 13 & 14, 2022
2022
Goal Setting &
Strategic Planning
___________________________
Our mission is to be a progressive and welcoming
Village that is walkable, sustainable and safe
Walking the Talk of Authentic Servant Leadership as an Elected Official
I will base my decisions on the next generation more than the next election, committed to the ideal that my loyalty
must be to the entire community (both now and in the future) and not merely to those who got me elected.
I will focus on mission, vision and values as the benchmark for my decisions and recognize that my
responsibility is the pursuit of the greatest good for the entire community and not the satisfaction of any
particular group’s agenda.
I will make decisions based on fact-based evidence and not allow myself to be manipulated into bad decisions
for the future based on the decibel level of critics.
I will recognize that “it takes a smart leader to know where they are stupid” and have the wisdom to be smart.
Accordingly, I will value those who have the courage to tell me what they really think and will listen sincerely
to those who disagree with me to truly understand their perspective, recognizing that understanding other
perspectives makes me a better leader.
I will embrace my responsibility to govern rather than to manage; recognizing that if I am doing staff’s job
I am not doing my job, while also understanding and embracing the appropriately exercised governance role
of holding staff accountable.
I will place a greater emphasis on solutions than on problems; while refusing to offer solutions before I
understand the problem.
I will understand that mutual trust is the foundation for everything and that if I refuse to trust others they
will be unable to trust me.
I will protect the integrity of the process more than the rightness of my position; I will fight hard for my issue
but then unify behind the governing body when the decision is made because the decision was made with
integrity of process, even if I disagree with the outcome.
I will understand that my deeply held beliefs, values and positions will be strengthened, not compromised by
courteous, respectful and civil discourse. I will not treat someone as the enemy just because we disagree.
I will treat everyone with dignity and respect because of who I am as a leader… not because of how they treat
me or what I think about them.
I will be a role model for civility. I will not treat my colleagues or staff in any way that I would be embarrassed
if my five year old child treated someone the same way.
I will never forget – it is not about me and it is not about now.
May you have the courage to walk the talk of an authentic servant leader, and in so doing leave a legacy that matters.
WWW.GOVERNMENTRESOURCE.COM
2022 Goal Setting Agenda
INVITEES:
Mayor & Council
City Manager, Department Heads, Assistant to the City Manager & Communications Coordinator
Planning Commission (Chair Socha) & Parks & Environmental Commission (Chair Niemi)
Consultants – Engineer (Messner), Financial (Kvilang), Planning (Grittman), and Legal (Lindgren)
LMC – Alex Hassel, Intergovernmental Relations Representative & Sarah Fredericks, Program Assistant
Metro Cities – Charlie Vander Aarde, Government Relations Specialist
Guest Administrator/Assistant – John Stark, City Manager, North St. Paul & Chelsea Petersen, Assistant
City Administrator, City of Shakopee
Facilitator – Peterson
Wednesday, January 12, 2022
9:00am 15 MIN Opening, ground rules, Zoom Picture, etc
15 MIN Long Term Vision/Priorities #1 – What have you heard?
Council on the Radar?
15 MIN 2021 Goals & Accomplishments
15 MIN Break
10:00am 30 MIN SAV Department Heads & Consultant Staff
15 MIN Invited Guests
15 MIN Break
11:00am 15 MIN Comprehensive Plan Goals Update
30 MIN Discussion on Single Family Home Code Limitations
15 MIN Long Term Vision/Priorities #2 – Pyramid Ideas
Noon End for the day
Thursday, January 13, 2022
9:00am 15 MIN Setting the stage – recap previous morning
30 MIN Plan for Stinson Property
15 MIN Break
10:00am 30 MIN Communications Plan – 2022 Priorities
15 MIN Organized Collection – Next contract priorities
15 MIN Break
11:00am 30 MIN Parks & Environmental Commission Work Plan
Planning Commission Work Plan
15 MIN Grand Rounds Planning with Mpls Park Board
15 MIN Long Term Vision/Priorities #3 – Final Thoughts
Noon End for the day
Friday, January 14, 2022
INVITEES: Mayor & Council, City Manager, Assistant to the City Manager, Department Heads, Engineer,
Communications Coordinator & Facilitator
9:00am 15 MIN Setting the stage – recap past two mornings
60 MIN Building the Pyramid for 2022
10:15am 15 MIN Prioritizing goals and action steps
15 MIN Break
11:00am 15 MIN Coffee With the Council
15 MIN Wrap-up the session
Noon End for the day
Annual Goal Setting Session Discussion
City Council Adopts The Pyramid
City Staff Assigned Action Items
Updates to City Council
Continual Information Gathering
Continual Information Gathering
2022 Goal Setting Attendees
MAYOR AND CITY COUNCIL
Randy Stille, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Bernard Walker, Councilmember
Wendy Webster, Councilmember
CITY STAFF
Charlie Yunker, City Manager
Nicole Miller, Assistant to the City Manager
Janet Kimmel, Communication Coordinator
Jeremy Gumke, Public Works Director
Mike Larson, Liquor Operations Manager
Jon Mangseth, Police Chief
Mark Sitarz, Fire Chief
Shelly Rueckert, Finance Director
COMMISSION REPRESENTATIVES
Meridith Socha, Planning Commission
James Niemi, Parks & Environmental Commission
CONSULTANTS
Justin Messner, WSB & Associates (City Engineer)
Steve Grittman, Northwest Associated Consultants, Inc. (City Planner)
Stacie Kvilvang, Ehlers & Associates (Financial)
Jay Lindgren, Dorsey & Whitney (Legal)
LEAGE OF MINNESOTA CITIES
Alex Hassel, Intergovernmental Relations Representative
Sarah Fredericks, Program Assistant
METRO CITIES
Charlie Vander Aarde, Government Relations Specialist
GUESTS
John Stark, City Manager, North St. Paul
Chelsea Petersen, Assistant City Administrator, City of Shakopee
FACILITOR
Sara Peterson, Sara Peterson Consulting
2021 Strategic Plan • St. Anthony Village, Minnesota
Contact Information | 0
Annual
Report
FY [Year ]
[Add a quote here from one of your company executives or use this space for a brief
summary of the document content.]
City of St. Anthony Village
Tel 612-782-3301
Fax [Fax]
3301 Silver Lake Road www.savmn.com
[Email]
2021 STRATEGIC PLAN
2021 Strategic Plan • St. Anthony Village, Minnesota
Contact Information | 1
CONTENTS
Contact Information __________________________________________________________ 1
Introduction _________________________________________________________________ 2
Agenda _____________________________________________________________________ 3
Year Round Progression ________________________________________________________ 4
Welcome and Session Overview __________________________________________________ 5
Mission and Vision ____________________________________________________________ 6
Strategic Initiatives and Goals ____________________________________________________ 6
Strengths ___________________________________________________________________ 7
Opportunities ________________________________________________________________ 8
Sustainability ________________________________________________________________ 9
Collaborations _______________________________________________________________ 9
2020 Goals and Acomplishments ________________________________________________ 11
Discussion Topics ___________________________________________________________ 12
On the Radar _______________________________________________________________ 13
2021 Pyramid _______________________________________________________________ 14
CONTACT INFORMATION
City of St. Anthony Village
3301 Silver Lake Road
Tel: 612-782-3301
www.savmn.com
2021 Strategic Plan • St. Anthony Village, Minnesota
Introduction | 2
INTRODUCTION
HIGHLIGHTS
The City of Saint Anthony is widely respected as a cohesive group that works well together as a
team, shares mutual respect, and understands roles and responsibilities. The City Council and
staff share a great sense of pride in working together for the best interests of the citizens of the
community. The work sessions are recognized for positive, healthy and productive discussions.
Each individual opinion is respected and all ideas are welcome.
THE TEAM
City leaders in Saint Anthony Village conducted a Strategic Planning & Goal Setting Workshop
on January 13, 14 and 15, 2021. Participants included:
MAYOR AND CITY COUNCIL
Randy Stille, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Bernard Walker, Councilmember
Wendy Webster, Councilmember
COMMISSION REPRESENTATIVES
Marcey Westrick, Planning Commission Chair
Therese Bellinger, Parks Commission Chair
CITY STAFF
Charlie Yunker, Interim City Manager
Nicole Miller, Admin Services Coordinator
Mike Larson, Liquor Operations Manager
Shelly Rueckert, Finance Director
Mark Sitarz, Fire Chief
Jon Mangseth, Police Chief
Janet Kimmel, Communications Coordinator
Jeremy Gumke, Public Works Superintendent
Kevin Morelli, Assistant L.O.M.
Chris Fuller, Assistant Fire Chief
Jeff Spiess, Police Captain
CONSULTANTS
Justin Messner, WSB & Assoc. (City Engineer)
Katie Koscielak, WSB & Assoc. (AC Engineer)
Steve Grittman, NAC, Inc.. (City Planner)
Stacie Kvilvang, Ehlers & Associates (Financial)
Jay Lindgren, Dorsey & Whitney (Legal)
LEAGE OF MINNESOTA CITIES
Madison Hagenau, Member Engagement
Coordinator
Tracy Stille, Loss Control Consultant
METRO CITIES
Jennifer Dorn, Office Manager
GUEST
Sarah Cotton, City Administrator, City of Lino
Lakes
FACILITOR
Bruce Miles, Big River Group
GUEST SPEAKERS
Diann Kirby, Community Services Director,
City of Bloomington
Mike Funk, Assistant City
Manager, City of Minnetonka
Our Mission is to be a
progressive and welcoming
Village that is walkable,
sustainable and safe
2021 Strategic Plan • St. Anthony Village, Minnesota
Agenda | 3
AGENDA
WEDNESDAY, JANUARY 13, 2021
9:00am Opening, ground rules, Zoom Picture, etc
2020 Goals & Accomplishments
Long Term Vision/Priorities #1 – What have you heard?
10:00am SAV Department Heads & Consultant Staff
Invited Guests
Break
11:00am Communications – Telling Our Story
Long Term Vision/Priorities #2 – Pyramid Ideas
Noon End for the day
THURSDAY, JANUARY 14, 2021
9:00am Setting the stage – recap previous morning
Fund Balance Policy
Break
10:00am Collaborative Reform/Public Safety Commission
Break
11:00am Community Survey
Commissions Priorities
Long Term Vision/Priorities #3 – Final Thoughts
Noon End for the day
FRIDAY, JANUARY 15, 2021
Invitees: Mayor, Council, Interim City Manager, Administrative Services Coordinator,
Department Heads, Engineer, Communications Coordinator & Facilitator
9:00am Setting the stage – recap past two mornings
Building the Pyramid for 2021
10:00am Prioritizing goals and action steps
Break
11:00am Council expectations
Wrap-up the session
Noon End for the day
2021 Strategic Plan • St. Anthony Village, Minnesota
Year Round Progression | 4
YEAR ROUND PROGRESSION
The process for goal setting actually begins well before the session in January. Throughout the year
elected officials and appointed staff gather community input from residents via council meetings,
Nite to Unite, VillageFest, Village Big Rigs, personal interactions, phone calls, letters and emails.
Department heads also solicit input from other staff. When we gather on that day, our consultants
bring a perspective from their industry and their work in other cities. Commission chairs represent
their fellow commission members and public, and our guests offer state and regional perspectives.
This collective input creates the synergy through which we establish our mission, vision, strategic
initiatives, goals and action steps based on best practices, demographic trends, innovation, and
legislative changes. As city staff follows through with the implementation of the action steps on
The Pyramid that is guided by our mission, vision, strategic initiatives and goals, we are already
gathering data for next year. Annual goal setting is an invaluable process that keeps us continually
moving toward becoming the best community we can be.
Annual Goal
Setting Session
Discussion
City Council
Adopts The
Pyramid
City Staff
Assigned
Action Items
Updates to
City Council
Continual Information Gathering
Continual Information Gathering
2021 Strategic Plan • St. Anthony Village, Minnesota
Welcome and Session Overview | 5
WELCOME AND SESSION OVERVIEW
The Mayor welcomed those in attendance, and stressed the importance of hearing opinions from
all within the confines of a safe environment. Participants were thanked for investing their energy
by taking time out of their daily activities, including vacation, in order to make this event a success.
The Mayor acknowledged that strategic planning sessions like this are not commonplace among all
cities, and it is a privilege to designate a time once a year for reflection, with the overarching goal
of doing what is best for St. Anthony.
WORK SESSION GOALS & EXPECTATIONS • Learning, sharing and growing • Introduce new ideas • Build the 2021 Pyramid
• Retain culture of speaking honestly • Continue to strengthen the team
ORGANIZATIONAL BUILDING BLOCKS
LEADERSHIP IN CITY GOVERNMENT VALUES OF ST. ANTHONY VILLAGE • Plan for the future
- Balance short and long term needs • Understand roles and expectations
- Duties are clear and established • Strive for efficiency and effectiveness
- Strong structure and operating models • Place an emphasis on communication
- Internal and external • Share common values
- Respect and consensus-driven
The following qualities and characteristics
have been identified by the group. There
was clear consensus that the elected
officials and staff share common values.
These are listed in no particular order. • Teamwork • Long Term focus • See the big picture • Integrity • High level of transparency • Fair and reasonable • Focused on adding value • Work hard, yet have fun doing it • Noblesse Oblige • Set an example – “Golden Rule” • Focused on doing the right thing • Competitive; want to be the best • Responsive • Motivated to work hard • Curiosity • Humility • Empathy • Non Sibi – Not For Self
ST. ANTHONY VILLAGE “IT FACTOR” • Relationships and connections • Creative partnerships & collaborations • Priority on goal setting • City of Excellence Awards • City management form of government
DID YOU KNOW?
City of St. Anthony
has enjoyed a sister-
city relationship with
the City of Salo,
Finland.
The most recent vist
was by the Salo
Mayor and board
members in August,
2018
2021 Strategic Plan • St. Anthony Village, Minnesota
Mission and Vision | 6
MISSION AND VISION
The Mission and Vision statements were reviewed for the upcoming year. The City Council and
staff reaffirmed the intent of both the mission and vision. No changes were made.
STRATEGIC INITIATIVES AND GOALS
The Strategic Initiatives and Goals were reviewed for the upcoming year. No changes were made.
S.E.R.V.I.C.E. —
The St. Anthony Way • Supportive • Effective • Responsible • Visionary • Innovative • Courteous • Exemplary
2021 Strategic Plan • St. Anthony Village, Minnesota
Strengths | 7
STRENGTHS
To maximize the value of the group’s experience, the participants reviewed the strengths and
opportunities. The city’s Strengths and Opportunities:
CITIZENS/COMMUNICATION CITY SERVICES • City Newsletter • Village Feel • Community Cooperation • Civic Organizations • Strong Sense Of Community Ownership • Community Celebrations • Informed & Engaged Citizens • Civic Minded Public • Collaborations With Area Universities
• Successful Track Record • Council, Management Team and Staff • Strong and Active Commissions and
Task Forces • Strong Intergovernmental Relations • Reputation and Community Trust • Visionary Elected & Appointed Officials • Political Will to Do the Right Thing • Quality & Responsive City Staff • Sharing of Staff
COMMUNITY SAFETY FISCAL • Strong Public Safety Reputation • Code Enforcement • Safe and Secure Community • Use Of Technology • Crime Prevention (Summer Survival School) • Emergency Operations Planning • Contract Cities • Youth Supportive Services
• City Mutual Aid Contracts • Right-Sized Community • Strong Planning • Liquor Operations • City’s Bond Rating • Acquiring Grant Dollars • Collaborative Partnerships
LOCATION INFRASTRUCTURE • Location in Metro Area • Newer Commercial District • Sound Housing And Business Environment
• Library • Park System • Vibrant Schools • “Walkable” and Welcoming • Well Maintained Community • Sidewalks • Long Range Planning • Strong Infrastructure Planning • Water Reuse • FiberLAN • Advance Oxidation Plant (AOP)
SUSTAINABILITY • Organized Collection • GreenSteps • Community Buy-In
DID YOU KNOW?
Approximately
25% of the electric
power used by city
facilities is generated
by community solar
gardens in western
Minnesota.
2021 Strategic Plan • St. Anthony Village, Minnesota
Opportunities | 8
OPPORTUNITIES
COMMUNICATIONS “WALKABILITY/BIKEABILITY” • Look for Creative Ways to Improve Citizen
Communication • Update the Website • Enhance Use Of Social Media
• Accessibility to Trails • Not Enough Sidewalks • Biking
ENVIRONMENT WATER QUALITY • Environmental Best Practices • Green – Step Five • Explore Alternative Energy Sources • Water Conservation • Natural Disasters • Wood Fires • Flooding
• Water Quality of Silver Lake • Water Quality and Flooding of
Mirror Lake • Access to Water (Water Usage)
FISCAL CHANGING DEMOGRAPHICS • Expand Contracts • Track Future of Health Care Reform • Clean Water Amendment Dollars • Environmental Resources • Joint Ventures/JPA’s • Low Interest Rates For City Borrowing • Grant Possibilities ($) • Greater Level of Service For Size of Our City
• Aging Population + Young Families • Language Communications • Work Force –Succession Planning
HUMAN RESOURCES ECONOMY • Larger Pool of Workforce to Draw From • Increase Employee Hire-Retain Opportunity • Engage and Tap Knowledge of Local Seniors
• Retail Closings • Silver Lake Village Phase III
JOINT VENTURES REDEVELOPMENT • Joint Ventures With Other Cities • Sell Services to Other Cities • Cable Access
• Redevelopment of South End • 39th Avenue Redevelopment • Industrial Park • Aging Business Center • Aging Community Center • Aging Housing Stock
Each summer elected officials, appointed offcials, staff and consultants tour completed and upcoming projects around the City together.
2021 Strategic Plan • St. Anthony Village, Minnesota
Sustainability | 9
SUSTAINABILITY
WHAT SUSTAINABILITY
MEANS IN ST. ANTHONY
For the city of St.
Anthony, sustainability
takes the stage front and
center with its presence in
the city’s mission: to be a
progressive, and livable
community, “walkable”
Village which is
sustainable, safe and
secure. Since its addition
to the mission,
sustainability has been
approached considering
impacts to the
environment, economy
and equity of the
community.
2021 Strategic Plan • St. Anthony Village, Minnesota
Collaborations | 10
COLLABORATIONS
In an era of finite resources and increased demand, the City of St. Anthony Village has found
collaboration to be fundamental to our mission of providing existing and expanding services to
our community members. Forging a network of collaboration with numerous government
entities, the City has been able to build relationships that enable us to maintain and expand a
variety of city services throughout our departments that may have otherwise not existed.
Above is a sampling of the entities the City of St. Anthony
parterns with.
This allows the city
to share it's resources and gain access to other resources otherwise out of reach for a small city.
2021 Strategic Plan • St. Anthony Village, Minnesota
2020 Goals and Acomplishments | 11
2020 GOALS AND ACOMPLISHMENTS
A key component of the strategic planning process in St. Anthony is the review of the previous
year’s accomplishments. It is through this examination of past achievements and continuing
initiatives that context is established for setting appropriate goals in 2021 and beyond.
The Mayor and City Manager reviewed selected accomplishments and notable items from 2020
from all departments in the city. For example:
“It is amazing what you
can accomplish if you
do not care who gets the
credit.”
― Harry S. Truman
2021 Strategic Plan • St. Anthony Village, Minnesota
Discussion Topics | 12
DISCUSSION TOPICS
The Council asked staff to present or gather resources for discussion on specific topics that had
arisen in the months leading-up to the Goal Setting session. Four specific topics were discussed as
areas of focus: • Progress on building the City’s communications strategy • The General Funds’ fund balance policy • The Police Department’s Collaborative Reform efforts • Conducting community surveys
SUMMARY
The aim of the discussions were to provide a complete picture of each of the areas discussed, and
allow the Council to provide broad strategic direction. All four areas will continue to have
significant staff focus and will come before the City Council again as activities continue.
2021 Strategic Plan • St. Anthony Village, Minnesota
On the Radar | 13
ON THE RADAR
The City Manager and Department Heads identified the following trends to be aware of:
ADMINISTRATION • City Manager Transition • Engaging a Diverse Community • Attracting & Retaining Talent • Growing Technology Expectations • Mental Health Awareness • Elections Contract • COVID Related Inquiries • COVID Technology Needs
FINANCE • Operations • 2nd round of Covid-19 relief funds • Implementation dates of GASB’s
extended due to COVID-19 • Future of Interest Rate Market
FIRE • Staffing Model • Medical Care Skillset Expansion • Training Requirements Increasing • Fire Station Improvements • Emergency Management • Code Enforcement
LIQUOR • Staff Development • Building improvements • Market Conditions • Legislative Issues Impact
POLICE • Respond to, Integrate and
Manage Technology • Legislation • Training • Officer Wellness
PUBLIC WORKS • Continue Green Step Program • Tennis Courts Reconstruction • Hennepin County Healthy Tree
Canopy Grant • Repair and Recondition of Water
Tower and Ground Reservoir • Reclamite • Education Outreach
ENGINEERING • Small Cell Expansion • Road Diets (County Collaboration) • Grand Rounds Missing Link • EPA Risk Assessment and
Emergency Response Plan • Changes in Suburban Landscape
PLANNING • Short-Term Rental Pressure • Housing Maintenance Codes • Blending of Commercial &
Industrial Enterprises • Autonomous Vehicles
Throughout the session city officials receive additional insights from representatives that are able to
attend from the League of Minnesota Cities, the League of Minnesota Cities Insurance Trust, Metro
Cities, and another metro area municipality.
2021 Strategic Plan • St. Anthony Village, Minnesota
2021 Pyramid | 14
2021 PYRAMID
BUILDING THE PYRAMID
On Friday, the Mayor, Council, City Manager, Department Heads and City Engineer review the
ideas generated from the Thursday’s Long Term Vision/Priorities discussion. The 2020 Pyramid’s
Action Steps were updated and some were removed. Next the group began to build the 2021
Pyramid as shown below:
The Pyramid is used
year round by the City
to track progress and
ensure the City remains
focused on its goals.
Each spring the City
Council presents the
pyramid to both the
Parks & Planning
Commissions.
It is published in the
Village Notes
newsletter, and made
available on the City’s
website.
1/7/2022
1
2021 GOALS & ACCOMPLISHMENTS
Randy Stille, Mayor
Charlie Yunker, City Manager
January 12, 2022
1/7/2022
2
MAINTAIN HIGHEST GREEN STEP STATUS
GreenStep 5 – Highest possible
EXPLORE ALTERNATE ENERGY
IDEAS/VEHICLES
•Approved solar demonstration at
Central Park Pavilion
•Applied for electric charging stations
at Community Center – not awarded
•Public Works on waiting list for two
electric pickup trucks
1/7/2022
3
RENEW TREE CITY CERTIFICATION
•Permit submitted to MPCA in April
•Webpage created
•Newsletter articles
COMPLY WITH MPCA MS4 PHASE 2
1/7/2022
4
Maintain & Enhance
Infrastructure
2021 STREET & UTILITY IMPROVEMENT PROJECT
1/7/2022
5
REVIEW ADEQUACY, FUNCTION
& SIZE OF PUBLIC FACILITIES
Completed resurfacing
of the tennis courts
CONTINUE LED LIGHTING UPGRADES CITY-WIDE
Exterior Fire Department & City Hall front office
1/7/2022
6
WATER TOWER AND GROUND STORAGE FACILITY
MAINTENANCE
Council Authorized
Preparation of Bid Documents
Summer 2021
Council Authorized Ad For Bid
October 12, 2021
Opened Bids
November 2021
Council Awarded Construction
November 2021
Construction
Spring/Summer 2022
1/7/2022
7
PROVIDE MORE ON-LINE CITY SERVICES ON
WEBSITE
Online registration forms-
•Tech Dump
•Police Department Community
Academy
BUILD UPON EXISTING ENGAGEMENT WITH
COMMUNITY ORGANIZATIONS
1/7/2022
8
CONTINUE YOUTH ENGAGEMENT MODEL
•Planning Commission Student Liaison-
Alayna Peterson
•Parks and Environmental Commission
Student Liaison-Henry Grooms
Students in Government-November 23rd
Create & Maintain
Healthy
Neighborhoods
1/7/2022
9
IMPLEMENT RACE & EQUITY PLAN
Joined Just Deeds Project
CONDUCT TOUR OF CITY
August 23, 2021
1/7/2022
10
ENSURE CITY CODE REFLECTS SUSTAINABILITY
INITIATIVES-CODE REVIEW COMMITTEE
Members-
•Fire Chief
•Housing Inspector
•City Planner
•Assistant to the City Manger
•Permit Technician
Topics covered in 2021
•Pollinator gardens
•Swimming Pools
•Refuse/Recycling
•Driveways
•Signs
•Code enforcement issues
•Process Improvements
•Code cleanup-language improvements
EXPLORE REDEVELOPMENT OF CITY-OWNED
PROPERTY
2654 Kenzie 3803 Stinson
1/7/2022
11
ENHANCE MENTAL HEALTH
AWARENESS & INITIATIVES
EVALUATE SERVICES/ POLICIES/PROCEDURES
THROUGH EQUITABLE LENS
Adopted Indigenous Peoples
Day as an Official City Holiday
1/7/2022
12
Communicate
Transparently &
Effectively
Communication Plan presented to City
Council July 13, 2021 News Sharing Social Media Team meets
monthly-All departments are represented
Topics include:
•News items to share
•Department Communication ideas
•Website Redesign
•Annual Reports
•Website Analytics
•Department News Pages
1/7/2022
13
ENHANCE USE OF IMAGERY & VIDEOS IN
CITY COMMUNICATIONS
EXPLORE USE OF COMMUNITY SURVEYS TO
HELP INFORM DECISIONS
City Council Worksessions
•September 28, 2021
•December 14, 2021
1/7/2022
14
Ensure a Safe &
Secure Community
EXPLORE PEDESTRIAN & BIKE FRIENDLY ROUTES
INCLUDING SIDEWALKS
WSB working on concepts to
designate bikeways to connect
destinations in St. Anthony
1/7/2022
15
PARTICIPATE IN PUBLIC SAFETY JOINT MENTAL
HEALTH INITIATIVES
Community Case Worker
FOSTER CONNECTION TO MENTAL HEALTH SERVICES
FOR RESIDENTS WITH EXISTING RESOURCES
Mental Health Resources Website Page
1/7/2022
16
UPGRADE POLICE DEPARTMENT RECORDS
MANAGEMENT SYSTEM
3 Rivers Billing
Adams
Ambulance Service
Anoka County
Anoka County Joint Law
Enforcement Council
Anoka Public Safety Data Systems
Atwater
Beltrami County
Benton County
Blaine
Braham
Breitung
Brooklyn Park
Brownsdale
Caledonia
Cambridge
Central Lakes College
Champlin
Chaska
Chatfield
Chippewa County
Clay County
Cleveland
Coleraine
Corcoran
Crow Wing County
Cuyuna
Cyrus
Dayton
Deephaven
Duluth
Eden Prairie
Edina
Elk River
Eveleth
Expert T Billing
Fillmore County
Foley
Fond du Lac Band of Lake Superior
Chippewa
Forest Lake
Fridley
Glenwood
Goodview
Grand Meadow
Grand Meadow Area Ambulance
Service
Grant County
Hastings
Hennepin County
Hibbing
Hokah
Hopkins
Houston
Houston County
Hubbard County
Hutchinson
Isanti
Isanti County
Isanti Fire District
Kandiyohi County
Kimball
La Crescent
Lac qui Parle County
Lakes Area
Lakes Region EMS
Lamberton
Le Center
Le Sueur
Le Sueur County
Leech Lake Tribal
Little Falls
Local Government Information
Systems
Logis
Long Prairie
Lower Sioux Tribal
Maplewood
McLeod County
Medina
Metro Transit
Metropolitan Airports Commission
Mille Lacs County
Minneapolis
Minneapolis Park
Minnesota Department of
Commerce
Minnesota Department of
Corrections
Minnesota Department of Natural
Resources
Minnesota State Fair
Minnesota State Patrol
Minnetrista
Montgomery
Morgan
Morrison County
Mower County
New Hope
Nicollet County
Nobles County s Department
Norman County
North Mankato
North St. Paul
Oakdale
Olmsted County
Osseo
Owatonna
Park Rapids
Pennington County
Pine to Prairie Taskforce
Pipestone County
Pipestone County Ambulance
Service
Plymouth
Plymouth Fire Department
Pope County
Prairie Island Tribal
Preston
Princeton
Prior Lake
Ramsey County
Ramsey County Emergency
Communications Center
Red Lake
Redwood County
Redwood Falls
Renville
Renville County
Rice
Richfield
Rogers
Roseau
Roseau County
Roseville
Royalton
Rushford
Sartell
Sauk Rapids
Scott County
Sibley County
South Lake Minnetonka
SouthEast Minnesota Violent Crime
Enforcement Team
Spring Grove
Spring Valley Ambulance Service
St. Anthony
St. Cloud
St. Louis County
Staples
Stearns County s Department
Stevens County
Swift County
Three Rivers Park
Tracy Ambulance Volunteer Service
TransMedic
Twin Valley
University of Minnesota
Virginia
Wabasha County
Walnut Grove
Warroad
Washington County
Waterville
Wayzata
West Hennepin Public Safety
White Bear Lake
Wilkin County
Willmar
Winona
Winona County
Wright County
Yellow Medicine County
Signed Contract with CentralSquare for 2022 Implementation
Increase & Maintain
Fiscal Strength
1/7/2022
17
TRACK GRANTS OUTCOMES & NEW
OPPORTUNITIES
Cumulative Total
Since 1998:
$34,222,708
2021 Total
$618,351
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Grants That Save the Taxpayers Money
1998-2021
ASSESSMENT OF COOPERATIVE VENTURES WITH
OTHER ENTITIES
Shared Communications
Coordinator
Assisting in selection and
transition to radio read
meters/software.
SAV providing financial
services for NineNorth
SAV providing financial
services and shared HR
1/7/2022
18
PLAN 2022 LEVY AND STREET IMPROVEMENT
PROGRAMStreet & Utility Improvement Project:
•Rankin Road (33rd Ave to 31st Ave)
Maintenance and Resurfacing Project:
•Crestview Drive
(29th Avenue to 31st Avenue)
•Armour Terrace
(Silver Lake Road to Crestview Drive)
•Bell Lane
(Armour Terrace to Crestview Drive)
•East Gate Road
(Crestview Drive to Rankin Road)
•Coolidge Street Alley
(Murray Avenue to 29th Avenue)
•Murray Ave/St. Anthony Blvd Alley
(Wilson Street to Coolidge Street)
•29th Ave/St. Anthony Blvd Alley
(bounded by 29th Avenue, Roosevelt Street,
St. Anthony Boulevard, and Stinson
Boulevard)
PROFESSIONAL DEVELOPMENT
S.E.R.V.I.C.E. Award
1/7/2022
19
REVIEW STAFFING, COMPENSATION AND
ORGANIZATIONAL STRUCTURE
Hired staff-
Deputy City Clerk/Human Resources
Public Works Superintendent
Full time Liquor Clerk
Part time Accounting Clerk
Staff promotions-
Public Works Superintendent
promoted to Public Works Director
Administrative Services Coordinator
promoted to Assistant to the City
Manager
REVIEW AND UPDATE THE GENERAL FUND
BALANCE POLICY
•Increased and expanded the
minimum fund balance range from
30-35% to 35-50%
•Minimum Fund balance to be re-set
at 42.5% annually – as feasible
•Transfer of excess fund balance
may be directed to capital or
special revenue funds
1/7/2022
20
ACCOMPLISHMENTS
2021 STRATEGIC PLAN ADOPTED
1/7/2022
21
IMPLEMENTED AGENDA CENTER
SALO PARK MAINTENANCE AGREEMENT
1/7/2022
22
REVIEW AND INSPECTION OF NEW BUILDING METHOD
THANK YOU
1/7/2022
1
ON THE RADAR
Administration Department
Anticipating Upcoming Staff Transitions
Recruit and hire early for known retirements
Adjust scheduling/staffing for covering extended leave absences
COVID Fatigue
Maintaining ongoing protocols
Upcoming workplace requirements
Full-Service City
Maintaining current level over the long term
1/7/2022
2
Finance Department
Develop Exit Strategies for Expired and Expiring TIF Districts
Timing, tax base impact, etc.
Tax base impact if the 4d class rate were reduced to 0.25%
Staffing For Adequate Fire and Emergency Response
(SAFER) Grant Strategy
Number of positions to apply for and how to absorb future levy impacts
Public Works Department
Automation and Readings Upgrades in the Utility Department
•Utilize existing fiber to monitor the lift stations
•Automate valves at the Water Treatment Plant
•Implement new transducers to be connected to the SCADA system
Parks Amenities Evaluation
•Integrate evaluation conducted by WSB to enhance the Capital Improvement Plan
•Prioritize Replacement of outdated and unrepairable playground equipment
•Conform to ADA compliance requirements
•Discuss desirable amenities options with Parks & Environmental Commission
Employee Succession
•Retirements in the Streets and Utilities Departments in the next 6-24 months
•Crew Leads with 25+ years of experience
•Recruit for vacancies early
1/7/2022
3
Liquor Department
Market Conditions
Fast Moving, Multiple Changes
Minimum Wage Increases
Distribution Changes
Joint buying/pricing with all Municipal Operations
Shortage of products/supply chain issues
Lack of full time and part time applicants
Increased sales for 3 straight years
Potential inflation/recession impact on sales
Liquor Department
Legislative Issues
Perception vs Reality issues with legislative changes
Alcohol in Grocery/Convenience Stores
3.2% alcohol by volume product licensing changes
Vendor lawsuit to abolish the “Coleman Act” for vendor
product exclusivity
Package/large bottle sales at Brewpubs and Micro
Distilleries
Elimination of statutory regulations for Growler sales at
breweries
1/7/2022
4
Fire Department
LEXIPOL Subscription
Currently we write our own Standard
Operating Guidelines (SOG’s) and our own
Standard Operating Procedures (SOP’s).
Often we also utilize other department’s
existing SOG’s and SOP’s.
We do not have a process to account for
people signing off on each of the existing
SOG’s and SOP’s.
There is no legal oversite on what we write
or create.
The Police Department currently uses this
for their department as was recommended
by the DOJ.
Lexipol would take our current SOG’s and
SOP’s and review and recommend changes.
They would provide us with new, unwritten
ones that we have yet to implement.
They have an electronic sign-off that each
employee signs-off on that they read and
understand the SOG or SOP.
A weekly email is sent to all staff covering a
specific SOG. You are required to read it and
then you take a quiz after. All of those results
are logged.
The cost is significant however COVID dollars
are able to be used. Approximately $42,000 for
implementation and a 3 year subscription.
Fire Department
Skillset Expansion
EKG Monitoring
Diabetic D10 (Dextrose) Administration
BiPAP/CPAP
Neb Treatments for Asthma Patients
IV Administration – Fluids
Intraosseous (IO) Placement
1/7/2022
5
Fire Department
Primary Service Area (PSA)
Ambulance services have a specific area(s) that only they
handle.
HCMC handles St. Anthony. No other agency has the right
to transport our residents unless requested by HCMC.
There are no real repercussions to these services if we as a
city don’t like what they are providing.
Currently this is being reviewed in the state legislature and
may end up coming to an end.
Fire Department
Primary Service Area (PSA)
1/7/2022
6
Police Department
MENTAL HEALTH RESPONSE ACT
Work with the Minnesota Chiefs of Police Association (MCPA) in support of legislation to fund
multi-jurisdictional co-responder programs or Embedded Social Workers. Additionally, the
MCPA supports making changes to current policy and practices to better share information
amongst first responders, medical professionals, and human services representatives – school
districts. The goal is to improve the response to, and outcomes of, mental health calls for service.
Strengthen and support the community caseworker initiative we have implemented.
OFFICER WELLNESS
Work with the Minnesota Chiefs of Police Association (MCPA) in support of legislation that
would provide Law Enforcement agencies with training for emotional resiliency and
understanding of responder trauma. This legislation would create support groups, mental health
checks and therapy, suicide prevention, awareness, and family support. Strengthen and support
the three pronged wellness approach we have implemented.
Police Department
STAFFING
The PD is looking to create a hiring and staffing plan as we look to fill full time licensed patrol
staffing needs. We anticipate challenges associated with identifying eligible and qualified
candidates due to labor market shortages and dramatic reduction in law enforcement candidates
enrolling in approved training courses at state colleges and technical schools. Compounding the
challenge, we are aware of many small, medium and large Law Enforcement (LE) throughout
Minnesota and nationally that are facing this same dilemma. In other words, we must be willing
to be creative in our approach, as many other agencies are offering attractive signing bonuses to
prospective candidates, as well as lateral signing bonuses and other pay incentives for
experienced officers who wish to laterally transfer from one agency to another
1/7/2022
1
What’s On The Radar
January 12, 2022
1/7/2022
2
Existing Debt
#Issue Name Issue Amount Call Date
Currently
Outstanding After
February 1, 2022
Payment
Final
Payment
1 2012A GO Bonds 9,495,000$ 2/1/2020 1,910,000$ 2028
2 2013A GO Water and Sewer Revenue Refunding Bonds 1,440,000$ 2/1/2019 300,000$ 2024
3 2014A GO Improvement Bonds 2,070,000$ 2/1/2020 1,165,000$ 2030
4 2014B GO TIF Bonds 3,665,000$ 2/1/2023 2,220,000$ 2031
5 2014C GO Refunding Bonds 1,305,000$ 2/1/2021 315,000$ 2024
6 2015A GO Improvement Bonds 2,580,000$ 2/1/2024 1,620,000$ 2031
7 2015B GO TIF Bonds 4,310,000$ 2/1/2024 2,650,000$ 2031
8 2016A GO Improvement Bonds 1,455,000$ 2/1/2026 1,010,000$ 2032
9 2016B GO Tax Abatement Bonds 1,445,000$ 2/1/2024 370,000$ 2026
10 2017A GO Bonds 5,310,000$ 2/1/2026 3,195,000$ 2033
11 2018A Go Improvement Bonds 2,610,000$ 2/1/2026 2,160,000$ 2034
12 2019A Tax Abatement and Refunding Bonds 2,480,000$ 2/1/2028 1,990,000$ 2035
13 2020A GO Street Reconstruction 3,000,000$ 2/1/2029 2,850,000$ 2036
14 2021 GO Improvement and Refundign Bonds 2,970,000$ 2/1/1930 2,860,000$ 2037
44,135,000$ N/A 24,615,000$ N/ATOTAL
Interest Rates
Still low
Likely less opportunity for savings with future refinancing
Issue Name Term
True
Interest
Cost (TIC)
2012A GO Bonds 16 1.94%
2013A GO Water and Sewer Revenue Refunding Bonds 11 1.52%
2014A GO Improvement Bonds 16 2.74%
2014B GO TIF Bonds 17 2.90%
2014C GO Refunding Bonds 10 2.11%
2015A GO Improvement Bonds 16 2.17%
2015B GO TIF Bonds 16 2.32%
2016A GO Improvement Bonds 16 2.17%
2016B GO Tax Abatement Bonds 10 1.54%
2017A GO Bonds 16 2.20%
2018A GO Improvement Bonds 16 3.00%
2019A GO Tax Abatement Bonds 15 2.08%
2020A GO Street Reconstruction 15 1.77%
2021 GO Improvement and Refundign Bonds 16 1.15%
1/4/2022
1
City of
St. Anthony Village
2021 Engineer’s Report
A Village Within the City
Street & Utility Improvement Program
19.69 Miles of Roads Completed
3.85 Miles Planned 2022-2037
Croft Drive
(completed Fall 2020)
Non-Programed Streets
Street and Utility Reconstruction (1997 – 2021)
Street and Utility Reconstruction (2022 – 2037)
1
2
1/4/2022
2
2022 Street Construction
Street & Utility Improvement Project
•Rankin Road
(33rd Ave to 31st Ave)
Mill & Overlay
•Crestview Drive
(31st Ave to 29th Ave)
•Armour Terrace
(Silver Lake Rd to Crestview Dr)
•Bell Lane
(Armour Terr to Crestview Dr)
•East Gate Road
(Crestview Dr to Rankin Rd)
•Coolidge Street Alley
(Murray Ave to 29th Ave)
•Murray Avenue/St. Anthony Boulevard Alley
(Wilson St to Coolidge St)
•29th Avenue NE/St. Anthony Boulevard
Alley (bounded by 29th Avenue NE)
•Roosevelt Street Alley
(bounded by St. Anthony Blvd and Stinson Blvd)
Sidewalk and Street Lighting Program
Sidewalks & Street Lights
1. Stinson Blvd
•37th Ave NE to St. Anthony Blvd
•37th Ave NE to Silver Lane
Sidewalks Only
1. Foss Road
•37th Ave NE to Chandler Dr
2. 37
th Ave NE
•Stinson Blvd to Highcrest Rd
3. 29
th Avenue (County Road C)
•New Brighton Boulevard to eastern City limits
(Roseville)
Stinson Boulevard
Foss Road
3
4
1/4/2022
3
Sidewalk and Street Lighting Program
Lighting Only
1. 33
rd Ave NE
•Stinson Blvd to Highcrest Rd
2. Silver Lake Rd
•37th Ave NE to Co. Rd. E
3. 37
th Avenue NE
•Stinson Blvd to Highcrest Rd.
4. Kenzie Terrace
•Lowry to St. Anthony Blvd.
Silver Lake Road
Sanitary Sewer and Water System Improvements
1. Water Tower Rehabilitation
2. Ground Storage Rehabilitation
3. Well 4 & 5 Backup Generator
4. Water Treatment Plant & Wellhouse
SCADA / Fiber Upgrades
5. Well 4 Rehabilitation
6. Well 3, 4 & 5 Drawdown Transducer
7. Iron Removal Plant Redundant Server
& Backwash Valve Automation
8. SCADA upgrades at Lift Stations
5
6
1/4/2022
4
Surface Water Quality & Habitat Improvements
1. Native Grass & Pollinator
Management at Mirror Lake,
Central Park Bioswale, Reuse Pond,
& Salo Park
2. 37
th Ave Inline Treatment
3. Silver Lake Terr Inline Treatment
4. Silver Lake In-Lake Alum
Treatment
5. Silver Lake Dredging
Storm Water Control Improvements
1. Mirror Lake Dredging & Outlet
Weir Improvements
2. Harding Pond Clean Out
3. Industrial Park Flood
Improvement
4. Silver Lake Rd Flood
Improvement
5. RCWD Judicial Ditch 2, 3 & 5
Flood Improvement Projects
7
8
1/4/2022
5
Emerging Trends / “On the Radar” – SHORT TERM
1. De-listing of Silver Lake as Impaired
2. Met Council I/I Policy
3. Driver Speed Feedback Signs
4. Urban Grove Reconstruction
5. EV Charging Stations
6. Playground Condition Assessment
7. Salo Park Sidewalk Repairs
Emerging Trends / “On the Radar” – SHORT TERM
8. Reuse Pond Retaining Wall
9. MS4 Phase 2 Plan
10. I-35W North Gateway Project
11. EPA Risk Assessment &
Emergency Response Plan
9
10
1/4/2022
6
Emerging Trends / “On the Radar” – LONG TERM
1. County Road C Reconstruction
2. MnDNR Groundwater Appropriations
3. Grand Rounds Missing Link
4. Autonomous Vehicles
5. Small Cell Policy
6. Road Diet (County Collaboration)
•Kenzie Terrace
•37th Avenue
•Stinson Boulevard
7. Silver Lake Road Intersection Control
•29th Avenue
•St. Anthony Blvd
For more information contact:
Justin Messner, PE
City Engineer
WSB
651.286.8465
jmessner@wsbeng.com
Questions?Katie Koscielak
Asst. City Engineer
WSB
763.287.7186
kkoscielak@wsbeng.com
11
12
1/7/2022
1
City of
St. Anthony Village
2021 Planner’s Report
A Village Within the City
Year In Review
1. The Planning Commission held meetings/hearings on the following
applications:
a. CUP for digital sign (High School)
b. CUP for digital sign (Culvers)
c. PUD for 135 unit Senior Housing project (Hayden Grove)
d. CUP for carwash (Boulevard Auto)
e. PUD for Bremer/City/Interstate Project (76 units, 5,000sf bank)
f. Variance for swimming pool fence on Maplewood
g. Variances for setbacks on Crestview
h. Lot line adjustment on Roosevelt
2. Amendments to R-4 District – Density, Building Size, Site Planning
Expectations
3. Overhaul of Accessory building regulations
4. Amendments to City Code related to swimming pools and refuse
storage, and other administrative regulations
1/7/2022
2
Looking Forward
Implementing the Comprehensive Plan
1. Comprehensive Plan implementation over the next 5-10
years.
•Establish priority work activities for staff and Planning
Commission
•Establish priorities for the annual city budget.
•Establish priorities for the 5-year capital improvement
expense plans.
2. The Planning Commission will continue undertaking priority
work program activities in 2022.
Examples of Upcoming Planning Commission Activity
Near term activities for the Planning Commission will likely
include Comprehensive Plan implementation, and the
following:
1. Prioritization of Zoning ordinance amendments
(Including Commercial and Industrial Uses)
2. Review of recent City zoning decisions and ordinance
issues/gaps.
3. Monitoring and processing development applications
1/7/2022
3
Opportunities and Pending Planning Applications
•Urban Grove Comprehensive Plan Amendment from High
Density to Low Density Residential on 11 acres, exclusive of
4-acre senior housing project.
•Bremer Bank/Old Bowling Alley PUD concept Final plat and
Final PUD approval are subject to completion of the
development agreement and engineering details.
•City Gas Station redevelopment/zoning – pending interest.
Emerging Issues
Land Use and
Zoning Topics
Single Family Residential – Property Use, Growth and Long-term site usage, Home Office pressure;
Housing maintenance code issues, esp. for single-family rental housing; Non-exclusive residential density
(e.g., Minneapolis elimination of single-family zoning); Residential Solar installations – visual impacts
Immediate
Blending of commercial and industrial enterprises (e.g. small scale: brewery taprooms, and similar
“maker” spaces that encourage both manufacturing and storefront retailing in the same space.
0-2 years
Future reconversion of overbuilt senior housing units following baby-boom generation.5-10+ years
General Tobacco Regulation Research – Options; Current state of regulations in other jurisdictions; Immediate
Conflicts between public engagement efforts and declining civil discourse.Ongoing
Expanding impacts of religious land use and assembly use – especially religious land uses in traditional
residential settings.
Ongoing
“Amazon Effect” – variable pressures on existing commercial spaces due to online e-commerce.0-2 years+
Transportation
Topics
Bicycle/Scooter rentals 0-2 years
Autonomous and Electric vehicles – changes foreseen due to automobile storage and remote garage
storage; changes due to need for charging station
2-5 years
Car-sharing – long term impacts on possible reduction in overall automobiles-per-household in high car-
sharing areas.
2-5 years
1/7/2022
4
For more information contact:
Stephen Grittman
City Planner
NAC
651.726.7293
planner@savmn.com
Questions?
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
181
FIGURE 8-2: ST. ANTHONY 2040 PLAN ACTION ITEM IMPLEMENTATION MATRIX
Comprehensive Plan Action or Strategy Who When How ($)
Coordinate with school district and community education
to plan for changing programming and spatial needs at the
community center.
City staff 2018 General fund
Utilize the Planned Unit Development re-zoning as a tool at
key locations to promote market flexibility and integrated
land uses.
City staff, Planning
Commission, City Council
2018,
ongoing
General fund
Explore available grants and funding opportunities to
promote the type of desired development.
City staff 2018,
ongoing
MN DEED grants, ULI advisory,
LCDA grants
Conduct further study and planning on the re-development
or better utilization of the current industrial park.
City staff, Planning
Commission
2019 General fund
Monitor the interest in teardowns and large expansions of
single-family homes and examine the zoning code to
ensure opportunities for investment are maximized.
City staff 2019 General fund
Review and revise the purpose statement, allowed uses
and dimensional standards of the R-4 Residential district as
necessary to support the higher density residential uses
guided in this Comprehensive Plan update.
City staff, Planning
Commission, City Council
2019 General fund
Plan for the re-development of underutilized commercial
properties, especially those on higher volume streets and
transit routes, for higher-density, multi-family and senior
housing.
City staff, Planning
Commission
2020 General fund; LCDA grants; MN
DEED funds
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
182
Explore options that revise the zoning code to allow for
residential uses in commercial districts, in order to better
meet anticipated market and transportation trends.
City staff, Planning
Commission, City Council
2020 General fund
Identify areas in the community for the development of
new, higher end office space.
City staff 2020 General fund
Identify areas in the city for co-operative senior housing at
medium density.
City staff 2022 General fund
Utilize available financing techniques to encourage multi-
family housing developments to include a component of
affordable housing.
City staff, developers 2018,
ongoing
TIF, tax abatement, MHFA funding,
LCDA grants
Explore the potential for affordable housing development
at the city-owned site on Kenzie Terrace (former bowling
alley site).
City staff, affordable
housing developers
2018 General fund; MHFA funding; TIF
Allow housing churn of single-family homes by continuing
to plan for senior housing options at all affordability levels.
City staff, senior housing
project developers
2018,
ongoing
MHFA financing; TIF
Evaluate the appropriateness for ordinances that
encourage smaller apartment units.
City staff, Planning
Commission, City Council
2019 General fund
Anticipate and meet increased rental demand at all
affordability levels. (Refer to Tools Matrix in the Housing
Plan Chapter)
City staff; affordable
housing developers;
Country HRAs; current
rental property owners
2019,
ongoing
County HRA levy; MHFA funding;
LCDA grants; housing vouchers;
LIHTC
Reduce overall community housing cost burden,
particularly by supporting those projects that provide
City staff, Planning
Commission, City Council
2019,
ongoing
TIF, tax abatement, MHFA funding,
LCDA grants
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
183
affordability for households in the <50% AMI categories.
(Refer to Tools Matrix in the Housing Plan Chapter)
Anticipate the need for preservation of naturally-occurring
affordable housing within all affordability bands. (Refer to
Tools Matrix in the Housing Plan Chapter)
City staff 2019,
ongoing
LIHTC; General Fund (city policy
development); NOAH Impact Fund
(GMHF)
Support housing maintenance assistance programs,
particularly for lower-income households. (Refer to Tools
Matrix in the Housing Plan Chapter)
City staff 2020 Partnership with non-profits;
MHFA programs;
Encourage increased bicycle and pedestrian movement to
both local and regional destinations
City staff Ongoing General Fund
Provide facilities and develop land use patterns that
encourage transit use
City staff Ongoing General Fund
Monitor for potential future safety and traffic operations
needs at:
• Silver Lake Rd & Silver Lane
• 39th Ave & Silver Lake Rd
• 39th Ave & Stinson Blvd
• 37th Ave & Stinson Blvd
• 37th Ave & Silver Lake Rd
• 37th Ave & Highcrest Rd
City Staff, Hennepin and
Ramsey Counties,
Minneapolis Park Board,
City of Columbia Heights
2018,
ongoing
General Fund
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
184
2017 programmed improvements include upgrades to the
existing signalized intersection including new APS push
buttons, countdown timers and ADA reconstructs.
Optimize signal time and coordination between St. Anthony
Blvd. intersections at New Brighton Blvd. (CR 88) and Silver
Lake Rd./Kenzie Terrace (CR 153)
City staff, Hennepin
County
2018 County
Lengthen the northeast bound right turn lane from Kenzie
Terrace (CR 153) to southeast St. Anthony Blvd. from 170
feet to 200 feet.
City staff, Hennepin
County
2018 Development Funds
Lengthen the westbound left turn lane from Kenzie Terrace
(CR 153) to southbound Stinson Parkway by shortening or
removing the existing left turn lane from Kenzie Terrace to
the Bremer Bank Building.
City staff, Hennepin
County
2018 Development Funds
Lengthen the northbound left turn lane from Stinson
Parkway to westbound Lowry Avenue from 150 feet to 300
feet.
City staff, Minneapolis
Park Board, Hennepin
County
2018 Development Funds
Evaluate solutions to improve intersection safety and traffic
operations at:
• 29th Avenue & Stinson Blvd.
• 29th Avenue & Silver Lake Rd.
• 29th Avenue & New Brighton Blvd.
City staff, Minneapolis
Park Board, Hennepin
County
2019 Multi-Agency Financial
Participation
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
185
Programmed reconstruction of County Road C/County
Road 94, including right-of-way acquisition, drainage and
utility work.
Ramsey County, Hennepin
County, St. Anthony Village
2019 Multi-Agency Financial
Participation
Evaluate solutions to improve crossing safety and
conditions at the following intersections:
1. Kenzie Terrace/Silver Lake Road and St. Anthony Blvd.
2. New Brighton Blvd. and St. Anthony Blvd.
3. 29th Avenue and New Brighton Blvd.
4. 33rd Avenue and Highway 8/Highcrest Road
Ramsey County, Hennepin
County, St. Anthony
Village, City of Roseville
2019 Multi-Agency Financial
Participation
Evaluate solutions to improve pedestrian connections to St.
Anthony Village High School, Central School Park, and
Wilshere Park Elementary School
City staff 2019 Multi-Agency Financial
Participation
Explore solutions to deter or eliminate unwanted through
traffic on the following neighborhood local streets:
1. 39th Avenue/Fordham Drive NE between Silver Lake
Road and Silver Lane
2. Parking lot between New Brighton Blvd./Kenzie Terrace
and along 27th Avenue to Stinson Blvd.
3. 36th Avenue between Silver Lake Road and Highcrest
Road
City Staff, Hennepin
County
2020 Multi-Agency Financial
Participation
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
186
4. 36th Avenue/Coolidge Street between Silver Lake Road
and 37th Avenue
5. Belden Drive west of Silver Lake Road
Proposed functional classification change from local street
to Minor Collector on the roadways identified in the
Transportation Chapter of this Plan (Figure 6-14).
City staff 2020 Multi-Agency Financial
Participation
Evaluate potential to add on-road bike lanes on 29th Ave
from Stinson Blvd to New Brighton Blvd.
City staff 2020 Multi-Agency Financial
Participation
Evaluate potential for adding an on-road bicycle facility on
St. Anthony Boulevard between Stinson and Ridgway Pkwy.
City staff 2020 Multi-Agency Financial
Participation
Evaluate adequacy of transit service in redevelopment
areas and support planned increased frequency on bus
routes 15 (formerly route 4), 25, 32, 801 within the City
Metro Transit, City staff 2020,
ongoing
Multi-Agency Financial
Participation
Evaluate the potential to adjust Route 25 to remain on
Stinson Parkway and Stinson Blvd. between Kenzie Terrace
and 29th Street
Metro Transit, City staff 2020,
ongoing
Multi-Agency Financial
Participation
Coordinate with Hennepin County and City of Minneapolis
regarding planned bikeway and sidewalk (on east side of
roadway between St. Anthony Blvd. and 37th Avenue).
Designate as RBTN alignment.
City staff, Hennepin
County, City of
Minneapolis
2021 Multi-Agency Financial
Participation
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
187
Coordinate with Ramsey County regarding planned
bikeway along Silver Lake Road from Silver Lane to County
Road E; evaluate potential for multiuse trail connection to
Silverwood Park.
City staff, Ramsey County 2021 Multi-Agency Financial
Participation
At railroad crossings on Stinson Blvd, coordinate with
Canadian Pacific Railroad to improve safety and operations
while minimizing effects on other transportation system
uses and adjacent land uses
City staff 2021,
Ongoing
Multi-Agency Financial
Participation
Coordinate with Metro Transit and Minneapolis regarding
potential arterial bus rapid transit on Central Avenue
(Increased Revenue Scenario – unfunded project)
Metro Transit, City staff 2022 Multi-Agency Financial
Participation
Consider planning for potential long-term reconstruction to
tie into Corridor Study and preliminary design plans to the
east from Marshall St. to Johnson Ave.
Hennepin County, City of
Minneapolis
2025 Multi-Agency Financial
Participation
Consider a roundabout or other intersection control
improvements at St. Anthony Blvd./Silver Lake Rd./Kenzie
Terrace (CR 153).
City staff, Hennepin
County
2030 Multi-Agency Financial
Participation
Consider a roundabout or other intersection control
improvements at the intersection of Kenzie Terrace (CR
153)/Lowry Avenue and Stinson Parkway.
City staff, Minneapolis
Park Board, Hennepin
County
2030 Multi-Agency Financial
Participation
Zoning updates, per “Suggested Zoning Code Updates” on
p. 198
City staff 2018 General fund
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
188
Foss Road Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff 2016 Capital improvements budget
Harding Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff 2017 Capital improvements budget
Lift Station SCADA System City of St. Anthony Public
Works Staff 2018 Capital improvements budget
Foss Road Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff 2024 Capital improvements budget
Harding Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff 2026 Capital improvements budget
Continue to rehabilitate sanitary sewer system in an effort
to reduce inflow and infiltration, completing budgeted
improvements through 2025 that include upgrades along
Skycroft and Maplewood drive in 2017.
City of St. Anthony Public
Works Staff
2017
through
2025
Capital improvements budget
The City has implemented, or plans to implement, the
following education and outreach programs related to water
supply:
• Billing inserts include educational information
• Consumer Confidence Reports prepared annually
• Staff training includes awareness of conservation
goals
• Facility tours are available on request
City of St. Anthony Public
Works Staff
2017 and
ongoing
General fund
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
189
• Sustainability Fair to educate about everyday
sustainability
• Rain barrel seminar and rebate program
• Village Notes community newsletter quarterly
• Information available at the water reuse facility
• Information available on City website
(http://www.ci.saint-anthony.mn.us/)
WTP and Well SCADA Systems City of St. Anthony 2017 Capital improvements budget
Ground Storage Repair City of St. Anthony 2019 Capital improvements budget
High Service Pump Upgrades and Piping City of St. Anthony 2020 Capital improvements budget
Well 3 Casing City of St. Anthony 2021 Capital improvements budget
Well 4 Pump Restoration City of St. Anthony 2021 Capital improvements budget
Well 5 Pump Restoration City of St. Anthony 2022 Capital improvements budget
Tower Painting City of St. Anthony 2025 Capital improvements budget
Well 4 Permanent Generator City of St. Anthony 2028 Capital improvements budget
See Appendix 1
Continue to implement effective and innovative
stormwater management practices and rain gardens.
City of St. Anthony Public
Works Staff, City Engineer
Ongoing Stormwater Fund
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
190
Adopt and report on measurable, publicly announced
surface water improvement targets for water bodies.
City of St. Anthony Public
Works Staff, City Engineer
2018,
ongoing
Stormwater Fund
Select key locations for the addition of on-road, protected,
and off-road bicycle trails, as shown on the transportation
map.
City of St. Anthony Public
Works Staff, City Engineer
2018 Capital improvements budget
Dedicate key pedestrian infrastructure gaps as identified on
the map as priority projects in the Capital Improvement
Program.
City of St. Anthony Public
Works Staff, City Engineer
2018,
ongoing
Capital improvements budget
Reduce chemical use citywide by engaging with public
works and the school district in a conversation about best
practices.
City Staff 2019 General Fund
Encourage installation of renewable energy generation
capacity by re-evaluating and expanding existing city
ordinances related to solar.
City Staff 2019 Grant, Incentive Programs
Facilitate creation of community gardens: defining them
and addressing them as an allowed use in particular zoning
districts in City Code.
City Staff 2019 General Fund
Write an ordinance that more clearly allows and regulates
urban agriculture, specifically bees and chickens.
City Staff 2019 General Fund
Create incentives and programming to increase tree
plantings on private lots and in public right of way.
City Staff 2020 General Fund
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
191
Collaborate with the Parks Commission to create park/city
land management standards/practices that maximize
native landscaping and low-maintenance management.
City Staff 2020 General Fund
Conserve drinking/groundwater resources by
strengthening a watering ordinance, water-wise
landscaping ordinance/guidance, and/or guidance on
rainwater harvesting.
City Staff 2020 General Fund
Develop a policy, grounded in City data, best practices and
specific local benchmarks, related to CO2 emission
reduction.
City Staff 2020 General Fund
Develop an Energy Action Plan that audits current city
facilities and identifies areas of energy reduction for city
fleet, and city-owned buildings.
City Staff 2021 General Fund
Consider development of an Energy Action Plan that
outlines community education, outreach, and
financing/incentives for private households and businesses
to invest in energy efficient appliances, vehicles, and other
efforts.
City Staff 2022 General Fund
Grow a robust urban tree canopy by develop a street tree
strategy that capitalizes on street reconstruction as an
opportunity to budget for and achieve urban canopy/tree
planting goals.
City Staff 2025 General Fund
3301 Silver Lake Road, St. Anthony, Minnesota 55418-1699
Office: (612) 782-3301 • Fax: (612) 782-3302 • www.savmn.com
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe.
Single Family Residential
Background
This is an all-encompassing topic, and is related to pressure on the nature and intensity of the use
of traditional single family residential properties are being used. For some time, housing
affordability (and aging populations) have resulted in a push for accommodating accessory
dwelling units. This accommodation has been adopted in a number of locations, but has been
rejected in many others. The primary support has come from the two directions mentioned above
– affordable housing options, and desire to care for aging relatives. Detractors cite the inability to
manage the longer-term uses of accessory dwellings, and whether they create de facto two-family
units in single family neighborhoods.
A second consideration is the changing way that residential properties are being used, particularly
driven by Covid-related work-at-home demands. Many single family property owners struggle
with reasonable work/office space that was not contemplated when their home was built –
complicated when more than one adult works from home. While return to office trends are
increasing, others are not, and some speculation exists that many firms may retain all or partial
work-from-home requirements.
Related to the work-from-home movement is the desire of residents to grow into their homes as
families (or unique usage needs) require more space. St. Anthony residency is a coveted thing,
and neighborhood stability can rely on long-term residency. Accommodating growing space
needs can, or may be, a growing issue for the community both now and in the future.
Apart from use, there are practical changes that are likely to impact how we may see building and
site design in residential areas. These include aspects of housing maintenance, especially as rental
occupancies increase in single family areas. Solar installations on single family property can be an
issue for neighborhood aesthetics. Each of the issues mentioned here may also impact stormwater
management as pressure builds to increase hard-surface uses on residential land. The purpose of
this discussion is to examine the City’s interest in considering options or changes to the long-
standing zoning regulations that apply to single family property.
Revised: March 2021
3301 Silver Lake Road, St. Anthony, Minnesota 55418-1699
Office: (612) 782-3301 • Fax: (612) 782-3302 • savmn.com
2021 COMMUNICATION PLAN
1
Table of Contents
City Mission, Vision, Strategic Initiatives…………………………………………………….…. 2
Purpose…………………………………………………………………………………………..… 3
Communication Department role, responsibilities………………………………………….….. 3
Key messages………………………………………………………………………………….….. 3
Target audience…..…………..………………………………………………………………...…. 4
Communication tools..…………………………………………………………………………..… 4
Crisis communications and media inquiries……………………………….…………….......…..4
Communication goals, objectives and strategies for 2021………..…………...……………..5-6
Measuring success…………………………………………………………………………….……6
Communication Plan update process……………………………………………………………. 6
Communication Department contacts……………..………………………………………...……6
2
Mission, Vision and Strategic Initiatives
Mission Statement
To be a progressive and welcoming Village that is walkable, sustainable and safe.
Vision Statement
St. Anthony is an innovative and vibrant community that values our unique environment, providing a full range
of quality services, and is a thriving city in which all people can live, work, learn and play.
Strategic Initiatives
● Environmental Stewardship
● Quality Infrastructure
● Robust Technology
● Quality Housing and Commercial/Industrial Properties
● Welcoming Village
● Safe, Sound and Progressive Community
3
Purpose
The City of St. Anthony is dedicated to providing residents, business owners, partners and visitors with
accurate, transparent, relevant, engaging, helpful and resourceful information. The City prides itself on actively
reviewing ways to improve and strengthen communications with stakeholders. The City of St. Anthony strives
to inform and engage our community through the sharing of the City of St. Anthony’s stories.
As a strategic goal for 2019, a communication coordinator position was created to help support and enhance
City communications with stakeholders and its community. For 2020, a communication strategic goal is to
create a comprehensive communication plan to help tell our story.
Communication Department’s role, responsibilities
The Communications Department’s primary function is to assist City Hall and its departments, Mayor and City
Council with providing consistent, pertinent and important information through a variety of industry-standard
communication platforms. Topics covered include City Council meetings, events and programs. The
information will be shared via the City’s website, Village Notes quarterly newsletter, City and department social
media accounts, and City Hall electronic signage.
The main function of the Communications Department is to promote all the good things happening in St.
Anthony Village with a goal of elevating local interest and community pride, while also simultaneously
highlighting our City for potential new business owners and residents.
Key messages
● St. Anthony Village is a viable, progressive, welcoming, safe and connected community
● Well-run and efficiently managed city
● City staff and officials are transparent with information and communication
● The City takes complaints and concerns seriously
● City utilizes feedback during the decision-making process
● The City is fiscally responsible
● The City is a walkable and safe Village
The City is committed to sustainability
The Communications Department also serves as the main news source for the City Council, City departments,
policy updates, staffing changes, finance, and other imperative information.
4
Target audience
● St. Anthony Village residents
● St. Anthony Village owners
● City Council members
● Commission members
● City staff
● Local nonprofits and community groups
● Neighborhood leaders
● County, regional, and state agencies
● Visitors
● Neighboring communities
● Northeaster, NineNorth (formerly CTV North Suburbs), Pioneer Press, Star Tribune and other Twin
Cities media outlets
Communication tools
• City website at savmn.com (official/primary source of information)
• Village Notes quarterly newsletter (print and digital)
• Social media (Twitter, Facebook) (view policy)
• Video (in-house and through local media outlets)
• Email
• Electronic signage at City Hall (view policy)
• Brochures, flyers and posters
• Direct mail
• Public meetings/open houses
Crisis communications and media inquiries
The City of St. Anthony’s actions before, during, and after crisis situations will be
determined by the severity of the situation. It may involve all City departments, Hennepin and Ramsey
counties, the State of Minnesota, the federal government, and other emergency service
organizations. The City’s Emergency Communications Plan establishes policies for the effective
development, coordination and dissemination of crisis information to the public, media,
City-elected officials, and St. Anthony’s employees. The City of St. Anthony designates the City Manager as
the official representative for media inquiries.
5
Communication goals, objectives and strategies for 2021
Goal: Communicate effectively and transparently.
Objectives Strategies
● Expand and integrate communication options
to residents.
● Foster engagement and relationships with
rental community neighborhoods.
● Enhance use of imagery and videos.
Explore options for mass emergency
communications with the Fire Department.
Enhance sustainability tour interactive map.
Install informative signage at sustainability project
locations in the City.
Meet with each department to review website content
and update on an annual basis.
2021 website refresh with current content
management system vendor, CivicPlus.
Implement enhancements to the City newsletter,
Village Notes.
Continue to collaborate with City departments to
produce informational and creative in-house videos.
News sharing/social media team to meet on a
monthly basis to discuss current events and best
ways to get the information out to stakeholders, while
maintaining best practices and branding consistency.
6
Goal: Foster and encourage civic engagement.
Objectives Strategies
● Provide more online city services from the
website.
● Expand innovative citizen engagement and
gathering opportunities.
● Continue youth engagement activities
Share and promote Police Department Strategic
Plan.
Promote and participate in Night to Unite.
Promote Community Services initiatives.
Measuring success
● Website analytics
● Social media likes, follows, and shares
● Media coverage
● Social media engagements
● Community feedback
● Participation/attendance at events promoted by the Communication Department
Communication plan update process
The Communications Department will update the communications plan on a biennial basis following the City’s
annual goal setting to include communication goals and objectives for the following year.
Communications Department
Nicole Miller
Administrative Services Coordinator
nicole.miller@savmn.com
612-782-3313
Janet Kimmel
Communication Coordinator
janet.kimmel@savmn.com
612-782-3340
City of Saint Anthony Village
Residential Organized Waste Hauler Collections 60-day Negotiations
Wednesday, May 7, 2014
City of St. Anthony City Hall
3301 Silver Lake Road
St. Anthony, MN 55418
City Priorities
The City of Saint Anthony Village will use the following priorities as the basis for negotiating and
developing a proposal with licensed collectors. These priorities may also be considered by an organized
collection options committee, if established, for future evaluations of organized collection options,
alternative collection methods and structures, and other implementation decisions about trash and
recycling collection system improvements.
(in alphabetical order)
1.Allocate Adequate Staff Resources
Saint Anthony will continue to assure adequate City staff resources are tasked with solid waste
management responsibilities, including recycling programs and services.
2.Assure All Residents Have Adequate Trash and Recycling Services
The City will enhance monitoring of trash and recycling systems provided to residential dwellings to
assure all residents have adequate services as required by Minnesota State law and Hennepin and
Ramsey County policies.
3.Enhance Coordination Among Government Agencies
The City will optimize the use of Hennepin and Ramsey County resources and continue to coordinate
public education programs and services with the County and other agencies.
4.Enhance Public Education and Awareness
The City will use public education as an essential strategy to achieve improved waste reduction and
recycling.
Exhibit B: City Priorities B-1
City of Saint Anthony Village
5.Improve Hauler Repor ting Systems
The City will better account for waste and recycling tons and participation to benchmark success and
comply with State and county reporting requirements.
6.Improve Recycling, Composting and Waste Reduction
In compliance with county requirements, the City will seek continuous improvements in recycling and
related programs. In the future, this may also include separate collection services for food
waste/organics.
7.Improve Safety
Changes to the City's residential solid waste collection systems will improve neighborhood safety. Large
trucks driving where children live and play must operate in a safe manner without excessive speeds.
One measure of this criterion is to reduce the number of truck miles driven in the City to collect solid
waste materials.
8.Improve Standardization of Service Options
Residents should be allowed a series of standardized collection service options that best fit their
individual household needs including (but not limited to): trash service levels; yard waste collection;
walk-up (aka "garage side") collection service; and large bulky item collections.
9.Improve Value of Services
The City will strive to increase the value of solid waste and recycling services for residents and
businesses without increasing costs to rate payers. The City will be a good steward of taxpayer
resources. If possible, average or citywide costs to residents should decrease and added value services
should increase. The City should leverage the strategy of synergistic competition to help improve value
of services.
10.Increase Use of Resource Recovery Facilities
In compliance with county requirements, the City will continue to implement strategies to direct trash to
resource recovery facilities and reduce direct landfilling of unprocessed trash.
11.Lessen Environmental Impacts
The City will continue to develop strategies that reduce air pollution emissions, noise and litter from
trash and recycling collection operations. This will also reduce truck fuel consumption and improve
overall environmental sustainability of the system.
12.Minimize Disruption to Residents
If any change is made to the solid waste collection system, the City should consider how to minimize
disruptions to residents. This includes {but is not limited to) minimizing changes to service operations
such as day of the week and frequency of collection.
Exhibit B: City Priorities B-2
City of Saint Anthony Village
13.Minimize Impacts on Licensed Solid Waste Collectors
The City should give preference to the system improvement alternatives that minimize impacts on the
currently licensed collectors serving residents in the City.
14.Optimize Administrative Efficiency
The administrative costs to the City of Saint Anthony shall be kept to a minimum. This includes costs of
planning, designing, implementing, managing and overseeing any changes to the solid waste system.
This criterion shall also be applied to evaluating the most efficient means to manage any new solid
waste contracts, including any billing and payment systems.
15.Promote Local Economic Development
The City will strive to grow Saint Anthony-based on regional jobs related to and supported by the solid
waste management industries. The City will continue to encourage innovative start-up businesses that
improve local market development for reusable and recoverable resources.
16.Reduce Road Wear Impacts
The City will work closely with the solid waste and recycling industry to reduce road wear impacts of
heavy collection trucks. One measure of this criterion is to reduce the number of truck miles driven in
the City to collect solid waste materials.
Exhibit B: City Priorities 8-3
St. Anthony Village Parks and Environmental Commission
2022 Work Plan - Draft
The Parks and Environmental Commission is a five member advisory commission, appointed by the City Council and is
charged with the following duties (City Code Chapter 32, Section 32.25):
(A) To prepare, revise, and maintain a comprehensive, long-term plan for the redevelopment of parks within the
city. This plan shall be viewed as a working document that serves as a framework and reference to future
redevelopment;
(B) To make recommendations to and advise the City Council and staff regarding park and environmental issues
and ideas;
(C) To establish priorities and recommend a phasing plan and schedule for implementing innovative park and
environmental initiatives improvements, renovations, and plans;
(D) To work with other communities to explore cooperative arrangements to develop connecting routes in the
form of bikeways, walking paths, and corridors of green space wherever possible;
(E) To investigate funding sources, including requests for increases in the city budget, designated for parks,
green spaces and environmental initiatives;
(F) To seek new areas for additional parks, natural areas, walking paths, bikeways, and green space corridors;
(G) To generate community involvement in the development of parks, environmental initiatives and their
elements;
(H) To review and recommend revisions to the operation and maintenance of city parks and environmental
initiatives; and
(I) To periodically review, re-evaluate, and update the comprehensive park and environmental initiatives plan to
reflect current and future park needs of the city.
In 2021, the Parks and Environmental Commission will focus on the following items:
• Continue with citywide Parks cleanup in Spring 2022.
• Education and outreach in conjunction with community organizations to promote use of the organics drop off
site.
• Explore dedicated Pickleball courts
• Explore pedestrian & bike friendly routes.
• Joint meeting with Planning Commission.
• Explore water conservation initiatives working with Rice Creek and MWMO watersheds, and partner with
schools for water conservation poster contest.
• Promote Arbor Day and Tree City activities in 2021, including outreach and education to residents and city
contractors about tree diversity, climate resiliency, and proper planting techniques.
• Promote 2022 Sustainability Fair at the Community Center.
• Central Park solar demonstration project.
• Parks & Environmental Commission booth at VillageFest
3301 Silver Lake Road, St. Anthony, Minnesota 55418-1699
Office: (612) 782-3301 • Fax: (612) 782-3302 • www.savmn.com
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe.
St. Anthony Village Planning Commission
Proposed 2022 Work Plan
General Items
1. Review and Recommend Actions on Land Use and Development Applications
2. Monitor Common Planning and Zoning Issues for Follow-up
3. Maintain Training Opportunities on Land Use Issues
4. Maintain Communications with City Council as to Land Use Policy
Specific Tasks
A. Undertake Implementation of Comprehensive Plan Policy and Land Use Objectives
1. Reconcile conflicts between proposed land use plan map and zoning map.
2. Update Zoning Districts, where needed, to better address contemporary
development patterns and demand.
a. Industrial District – Land Uses, Architectural Standards, Site Planning
b. Commercial District – Land Uses, Architectural Standards, Site
Planning
3. Update Zoning Regulations, where needed, to implement specific Comp Plan
goals, as well as common zoning issues.
a. Review dimensional and use standards in R-1 Districts to maintain
intended neighborhood character, and promote existing residential
reinvestment
b. Others as identified throughout year.
4. Address Sign Regulations, including Temporary Signs
5. Research and Review Lighting Regulations
6. Research and Review Tobacco Regulations
B. Monitor Emerging Planning Issues and Address as Needed
See attached list
Our Mission is to be a progressive and welcoming Village that is walkable, sustainable and safe.
Item Time Frame
Land Use and
Zoning Topics
• Single Family Residential – Property Use, Growth and Long-
term site usage, Home Office pressure; Housing maintenance
code issues, esp. for single-family rental housing; Non-
exclusive residential density (e.g., Minneapolis elimination
of single-family zoning); Residential Solar installations –
visual impacts
Immediate
• Blending of commercial and industrial enterprises (e.g. small
scale: brewery taprooms, and similar “maker” spaces that
encourage both manufacturing and storefront retailing in the
same space.
0-2 years
• Future reconversion of overbuilt senior housing units
following baby-boom generation.
5-10+ years
General
• Tobacco Regulation Research – Options; Current state of
regulations in other jurisdictions;
Immediate
• Conflicts between public engagement efforts and declining
civil discourse.
Ongoing
• Expanding impacts of religious land use and assembly use –
especially religious land uses in traditional residential
settings.
Ongoing
• “Amazon Effect” – variable pressures on existing commercial
spaces due to online e-commerce.
0-2 years+
Transportation
Topics
• Bicycle/Scooter rentals
0-2 years
• Autonomous and Electric vehicles – changes foreseen due to
automobile storage and remote garage storage; changes due
to need for charging station
2-5 years
• Car-sharing – long term impacts on possible reduction in
overall automobiles-per-household in high car-sharing areas.
2-5 years
2022 Mission
To be a progressive
and welcoming Village that
is walkable, sustainable and safe.
…………………………………………………………
VISIO N
Saint Anthony is an innovative and vibrant community that values our
unique environment, providing a full range of quality services, and is
a thriving city in which all people can live, work, learn and play. …………………………………………………………………
Environmental
Stewardship
STR A TEGI C INIT I A T IVE S
Safe, Sound
& Progressive
Community
G O A L S
Build & Cultivate
Environmental
Responsibility
Maintain & Enhance
Infrastructure
Foster & Encourage
Civic Engagement
Create & Maintain
Healthy
Neighborhoods
Communicate
Transparently &
Effectively
Ensure a Safe &
Secure
Community
Increase & Maintain
Fiscal Strength
A C T I O N S T E P S
Continue
phosphorus
reduction initiative
Continue Silver Lake
clean-up (delist)
Continue a rain
barrel & rain garden
workshop
Maintain highest
GreenStep Cities
status
Promote Water
Conservation
Continue solar
garden participation
& explore expansion
Explore additional
alternate energy
ideas/vehicles
Explore organics
w/next Organized
Collection Contract
Continue Fix-it
Clinics & TechDump
Maintain Tree City
certification
Comply with MPCA
MS4 Phase 2
Manage 5G expansion
Complete 2021
street utility project
Continue accessible
pedestrian signals
(APS)
Explore traffic safety
traffic calming, i.e.
“road diets”
Continue LED lighting
upgrades city-wide
Review adequacy,
function & size of
public facilities
Explore sanitary
sewer Inflow &
Infiltration reduction
policy
Monitor Mpls Park
Board Grand Rounds
planning
Explore reuse of sump
pump water
Water Tower and
Ground Storage
Facility Maintenance
Explore grant for
electric vehicle
charging stations
Support Police
Department
Strategic Initiatives
Continue support of
Family Services
Collaborative
initiatives
Expand online city
services on website
Participate in Night
to Unite
Expand innovative
community
engagement &
gathering
opportunities
Review Community
Academy model for
enhancement &
attracting diverse
attendees
Continue youth
engagement activities
Build upon existing
engagement with
community orgs.
Encourage
community to
engage with City
commissions
Implement Race &
Equity Plan
Continue to conduct
Council Tour of City
Ensure city code
reflects sustainability
initiatives
Conduct local
Business Retention &
Expansion program
Explore
redevelopment of
City-owned property
Enhance Mental
Health Awareness &
Resources for staff
Explore use of
administrative
citations for code
enforcement
Evaluate services/
policies/procedures
through equitable lens
Improve welcoming
of new residents to
St. Anthony Village
Monitor land use
changes for changing
market conditions
Build & Implement
comprehensive
communication plan
to tell our story
Enhance
sustainability tour
interactive map
Continue Coffee
with the Council
Enhance use of
imagery & videos in
city communications
Explore options for
Mass Emergency
Communications
Foster engagement
and relationships
with rental
communities
“neighborhoods”
Implement
enhancements to
city newsletter
Consider changing
official newspaper &
notification avenues
Explore use of
community surveys
to help inform
decisions
Continue operational
audits of police officer
body cameras
Continue public safety
community outreach
opportunities
Explore pedestrian &
bike-friendly routes
Continue traffic
studies on major
roadways &
intersections
Patient follow-up after
critical incidents
Participate in public
safety joint mental
health initiatives
Foster connection to
mental health services
for residents with
existing resources
Upgrade Police
Department Records
Management System
Explore Fire
Department Medical
Skillset Expansion
Track grant
outcomes & locate
new opportunities
Maintain cooperative
ventures with other
entities & explore
expansion
Plan 2022 levy &
street improvement
program
Support professional
development
Review staffing,
compensation,
benefits and
organizational
structure
Expand sharing
major equipment
items with other
governmental
entities
Compile existing
tools into long-term
financial plan (Budget,
Peak to Plateau, CIP,
etc)
Review and Update
the General Fund
fund balance policy
Underline indicates link to referenced plan on the city’s website Box indicates new addition to the Pyramid for 2022
Quality
Infrastructure
Robust
Technology
Quality Housing &
Commercial / Industrial
Properties
Welcoming
Village
DRAFT DRAFT