HomeMy WebLinkAbout2024 Goal Setting Worksession 01172024-01192024Saint Anthony Community Center
3301 Silver Lake Road, St. Anthony, MN
January 17, 18 & 19, 2024
2024
Goal Setting &
Strategic Planning
2024 Goal Setting Agenda
CITY INVITEES:
Mayor & Council; City Manager, Department Heads, Assistants, Assistant to the City Manager, Human Resources &
Communications Coordinators; Planning Commission (Chair Socha) & Parks & Environmental Commission (Chair); Consultants –
Engineer (Messner), Financial (Kvilang), Planning (Grittman), Legal (Lindgren), IT (Rochelle)
GUEST INVITEES:
LMC – Luke Fischer, Executive Director & Nick Pomije, Business Analyst; Metro Cities – Jennifer Dorn, Office Manager; Guest
Administrator – Tim Sandvik, City Manager, City of Robbinsdale; Facilitator – Peterson
Wednesday, January 17, 2024
9:00am 15 MIN Welcome, Overview of Agenda, Housekeeping, etc.
15 MIN 2023 Goals & Accomplishments
15 MIN On the Radar of the Council
15 MIN Break
10:00am 45 MIN SAV Department Heads & Consultant Staff
15 MIN Break
11:00am 15 MIN Overview & Update
•Comprehensive Plan Implementation & Climate Plan Implementation
15 MIN •Planning Commission Work Plan & Parks & Environmental Commission Work Plan
30 MIN Long Term Vision/Priorities – Pyramid Ideas
Noon Break for Lunch
AFTERNOON ONLY INVITEES: Mayor & Council, City Manager, Assistant to the City Manager
1 pm Grounding Council Practice: Council Discussion of expectations for:
•Working as a Group (conduct, meeting protocols) and Prioritizing Time
•Working with Staff, Boards & Commissions, Residents, Developers…
•Community engagement, requests for info, etc.
15 MIN Break along the way
3:30 pm End for the day – Group Picture
Thursday, January 18, 2024
9:00am 15 MIN Setting the stage – recap previous morning
45+ MIN Core Values, Principles & Organizational Building Blocks
10:30am 15 MIN Break
45+ MIN Critical Issues + SWOT Analysis
11:30am 15 MIN Break
15 MIN Long Term Vision/Priorities – Final Thoughts
Noon End for the day
Friday, January 19, 2024
INVITEES: Mayor & Council, City Manager, Assistant to the City Manager, Department Heads, Engineer, & Facilitator
9:00am 15 MIN Setting the stage – recap past two mornings
60+ MIN Building the Pyramid for 2024: Solidify Core Values & Principles + Identify Action Steps
10:30am 15 MIN Break
30+ MIN Communications
11:30am 15+ MIN Wrap-up the session
Noon End Session
2024 Goal Setting Attendees
MAYOR AND CITY COUNCIL
Wendy Webster, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Lona Doolan, Councilmember
Andrea Stephens, Councilmember
CITY STAFF
Charlie Yunker, City Manager
Nicole Miller, Assistant to the City Manager
Jennifer Doyle, Human Resources Coordinator & Deputy City Clerk
Barb Tuominen, Communication Coordinator
Jeremy Gumke, Public Works Director
Zach Lundberg, Public Works Superintendent
Mike Larson, Liquor Operations Manager
Bill Haugen, Liquor Stores Manager
Jeff Spiess, Police Captain
Izzy Diaz, Fire Chief
Debbie Maloney, Finance Director
COMMISSION REPRESENTATIVES
Meridith Socha, Planning Commission
Lily Fee, Parks & Environmental Commission
CONSULTANTS
Justin Messner, WSB & Associates (City Engineer)
Katie Koscielak, WSB & Associates (Assistant City Engineer)
Steve Grittman, Northwest Associated Consultants, Inc. (City Planner)
Holly LaRochelle, Metro-Inet (Information Technology)
Pete Bauer, Metro-Inet (Information Technology)
Stacie Kvilvang, Ehlers & Associates (Financial)
LEAGE OF MINNESOTA CITIES
Luke Fischer, Executive Director
Nick Pomije, Business Analyst
METRO CITIES
Jennifer Dorn, Office Manager
GUESTS
Tim Sandvik, City Manager, City of Robbinsdale
FACILITOR
Sara Peterson, Sara Peterson Consulting
1
Prep & Worksheets Sheets
Day 1: Current Position & Council Practice
Prep Tasks
1)Review the binder and come prepared with any questions you have about the plans and updates included . The Critical Issue + SWOT exercise for day 2 will also
help in preparation for day 1.
2)Review “Expectations for City Council Members” at the end of this document and come prepared to discuss this content in the afternoon. The goal here is for the
new Council to agree on its working principles and expectations. You can skim through some of the linked sources as well as the following for additional context
and examples: https://www.edinamn.gov/DocumentCenter/View/9479/City-Council-Code-of-Conduct-PDF
3)Finally, we expect questions related to community engagement and communication will come up during the week. Please take some time to skim through the
following to get your thoughts flowing.
o https://iap2usa.org/resources/Documents/Core%20Values%20Awards/IAP2%20-%20Core%20Values%20-%20stand%20alone%20document.pdf
o https://iap2usa.org/resources/Documents/Core%20Values%20Awards/IAP2%20-%20Spectrum%20-%20stand%20alone%20document.pdf
As you do, think about:
The “why” of community engagement and communicatfon The “how” that is both reasonable and effectfve
Does the “why” change with audience, process, purpose, topic, etc.?
If so, how?
If no, why not?
“How much” is appropriate to the why
Related capacity issues that may arise
2
Day 2: Core Values & SWOT
Prep Tasks
4) In your binder, find and review “Statement of Values” as well as the strategic pyramid. Review the values included in “Expectations for City Council Members”.
And read HBR article attached.
5) Come prepared to discuss and agree on the “Values” or principles that will guide the Council’s work going forward.
Are these the ones already artfculated?
What do we want/need such statements to communicate to:
The Council?
City Staff?
The Community?
Are there new ones to add or others to take away?
Are the “Organizatfonal Building Blocks” in the binder relevant to this
conversatfon?
6) In your binder, find and review “SWOT Analysis” and complete the exercise that follows.
Exercise: Critical Issues + SWOT Analysis
Is our city future ready?” To answer this question, think about the following categories, asking:
What is happening, changing, trending around us?
What is the likelihood of affecting the city or its residents, and then prioritize the results for action planning.?
What is currently happening that we are (are not) already addressing?
What is coming that we will need to address?
3
In Society
In the Economy
In Politfcs (or politfcs)
In Technology
In Government Practfce / Law
In the Environment
Once you have your lists, consider the following:
Which trends could significantly alter the arenas in which the City operates?
How might they impact the protectfon we provide residents, our service
delivery, our relevance?
What risks or opportunitfes do the trends present?
What can we do about it?
Be ready to brainstorm!
2023 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]
2023 STRATEGIC PLAN
2023 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
Strengths ___________________________________________________________________ 6
Opportunities ________________________________________________________________ 7
Collaborations _______________________________________________________________ 8
2022 Goals and Acomplishments _________________________________________________ 9
On the Radar _______________________________________________________________ 10
Adapting the Pyramid_________________________________________________________ 12
Mission and Vision ___________________________________________________________ 14
Core Values, City Services and Goals _____________________________________________ 14
2023 Pyramid _______________________________________________________________ 15
CONTACT INFORMATION
City of St. Anthony Village
3301 Silver Lake Road
Tel: 612-782-3301
www.savmn.com
2023 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 25, 26 and 27, 2023. Participants included:
MAYOR AND CITY COUNCIL
Randy Stille, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Bernard Walker, Councilmember
Wendy Webster, Councilmember
COMMISSION REPRESENTATIVES
Meridith Socha, Planning Commission
Terese Bordeau, Parks & Environ. Comm.
LEAGE OF MINNESOTA CITIES
Alida Tieberg, Communications Coordinator
Sergey Kryachich, Business Solutions Manager
METRO CITIES
Ania McDonnell, Gov. Relations Specialist
GUEST
Aurora Yager, Deputy City Manager,
City of Wayzata
FACILITOR
Sara Peterson, Sara Peterson Consulting
CITY STAFF
Charlie Yunker, City Manager
Nicole Miller, Assistant to the City Manager
Kat Watson, Communication Coordinator
Jennifer Doyle, Human Resources Coord.
Jeremy Gumke, Public Works Director
Zach Lundberg, Public Works Superintendent
Mike Larson, Liquor Operations Manager
Bill Haugen, Liquor Stores Manager
Jon Mangseth, Police Chief
Jeff Spiess, Police Captain
Mark Sitarz, Fire Chief
Shelly Rueckert, Finance Director
CONSULTANTS
Justin Messner, WSB & Assoc. (City Engineer)
Steve Grittman, NAC, Inc.. (City Planner)
Stacie Kvilvang, Ehlers & Associates (Financial)
Jay Lindgren, Dorsey & Whitney (Legal)
Our Mission is to be a
progressive and welcoming
Village that is walkable,
sustainable and safe
2023 Strategic Plan • St. Anthony Village, Minnesota
Agenda | 3
AGENDA
WEDNESDAY, JANUARY 25, 2023
9:00am Opening, ground rules, Picture, etc
2022 Goals & Accomplishments
Community Survey Take-Aways
Council on the Radar
Break
10:00am SAV Department Heads & Consultant Staff
Break
11:00am Comprehensive Plan Implementation
Planning Commission Work Plan
Parks & Environmental Commission Work Plan
Long Term Vision/Priorities – Pyramid Ideas
Noon End for the day
THURSDAY, JANUARY 26, 2023
9:00am Setting the stage – recap previous morning
Vision Statement
Mission Statement
10:30am Break
Strategic Initiatives
Goals
11:30am Break
Long Term Vision/Priorities – Final Thoughts
Noon End for the day
FRIDAY, JANUARY 27, 2023
Invitees: Mayor & Council, City Manager, Assistant to the City Manager,
Department Heads, Engineer, & Facilitator
9:00am Setting the stage – recap past two mornings
Building the Pyramid for 2023
- Solidify top half of the Pyramid
- Identify 2023 Action Steps
10:30am Break
Open Council Discussion
11:30am Wrap-up the session
Noon End Session
2023 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,
Night 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
2023 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 2023 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
2023 Strategic Plan • St. Anthony Village, Minnesota
Strengths | 6
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
In the City of Saint
Anthony Village,
sustainability takes
the stage front and
center and considers
the “three E’s” of
Environment,
Economy and
Equity impacts to
the community.
2023 Strategic Plan • St. Anthony Village, Minnesota
Opportunities | 7
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.
2023 Strategic Plan • St. Anthony Village, Minnesota
Collaborations | 8
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.
2023 Strategic Plan • St. Anthony Village, Minnesota
2022 Goals and Acomplishments | 9
2022 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 2023 and beyond.
The Mayor and City Manager reviewed selected accomplishments and notable items from 2022
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
2023 Strategic Plan • St. Anthony Village, Minnesota
On the Radar | 10
ON THE RADAR
This year, the City Council included the issues and ideas in advance of the Goal Setting Session
and were included in the materials distributed to all attendees, and available to the public:
COUNCIL
▪ SENIOR AID
▪ SALO PARK CONCERTS
▪COMMUNITY GATHERING EVENTS
▪TREE REPLACEMENT OPTIONS
▪SISTER CITY VISIT
▪TABLE TOP EXERCISE
▪ COUNCIL SAFETY TRAINING
▪ CLIMATE CHANGE ROLE
▪NON-PARTISANSHIP
▪WORKER SHORTAGES
▪MENTAL HEALTH
▪SILVER LAKE VILLAGE TIF
DISTRICT
▪ LONG-TERM CARE
▪ CLIMATE CHANGE
▪ NORTH/SOUTH TURNING LANES
AND ARROWS AT INTERSECTION
OF 29TH AVE AND HWY 88
▪ REVIEW DOG PARK CONCEPT AND
PERFORM COST ANALYSIS
▪ DEVELOP LONG TERM CLIMATE
ACTION PLAN TO REDUCE OUR
CARBON FOOTPRINT
▪ EXPAND SOLAR CAPACITY ON
OUR CITY BUILDINGS
▪ PROMOTE A CITY DEPARTMENT
LEAD PROCESS IMPROVEMENT
PLAN
▪ PRESERVE NATURALLY
OCCURRING AFFORDABLE
HOUSING
▪ REVIEW COMP-PLAN INITIATIVES
In addition, 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 municipalities.
2023 Strategic Plan • St. Anthony Village, Minnesota
On the Radar | 11
The City department heads and consultants identified the following trends to be aware of:
ADMINISTRATION
• Anticipating Upcoming Staff
Transitions
• Implementation of Inflow &
Infiltration Inspection Program
• Waste Hauler Transition
• Legislative Changes at the State
Capitol
FINANCE
• Develop Exit Strategies for
Expired and Expiring TIF Districts
• Review Long-Term Street
Reconstruction Plan
• Succession Planning & Staff
Changes
FIRE
• LEXIPOL Subscription
• Facility Assessment
LIQUOR
• Staff Development
• Building Improvements/Maint.
• Market Conditions
• Legislative Issues
POLICE
• Technology
• Staffing
PUBLIC WORKS
• Implementation of Inflow &
Infiltration Inspection Program
• EAB Management Plan/GIS
• Refresh Wilshire Park Safe
Routes To School
ENGINEERING
• MN DNR Groundwater
Appropriations
• EV & Autonomous Vehicles
• Road Diet (County
Collaboration)
PLANNING
• Comprehensive Plan
implementation
• Prioritization of Zoning
ordinance amendments
• Review of recent City zoning
decisions and ordinance
issues/gaps
Many of these items will not appear on the Pyramid itself, however, staff will continue to monitor
and take action on these and other topics over the year. The intent of staff to present these for the
City Council’s review to address as needed, but also to help inform policy makers of what staff is
experiencing in their day-to-day work.
2023 Strategic Plan • St. Anthony Village, Minnesota
Adapting the Pyramid | 12
ADAPTING THE PYRAMID
An objective this year was to revise the “top half” of the pyramid – mission, vision, strategic
initiatives and goals. Below is an overview of the process the team followed, and thoughts, ideas
and issues discussed:
Overall
• A 1-page overview to use directly in the community and that the community can use
o “Pyramid” is a framing concept that Communications will make it appealing and effective
o Ideally a single purpose summary of the plan for the year + Mission, Vision, Core
o In practice can include other messaging purposes on a limited basis – less is more
Mission
What • Answers three questions: What do we do? For whom? To what end?
Vision
Why, Long-term • Our ideal for Saint Anthony, our aspiration, the horizon we are aiming for in our work
Core Services
How
• The direct services and tangibles provided by the City – provides detail re “How” / Mission
o Partner with others for regional items and those out of our authority;
o Community benefits indirectly from the amenities nearby
Goals
Interim Impact
• 4-6 objectives that link core services to vision;
o Can be “evergreen” like above or focus areas for 3-5-7 years on the path to vision
o Include detail that makes the goal clear with key strategies or similar
Bottom Level
Near(er)-term
Implementation
Priorities
• Each year assume that this is first filled with items from retreat discussions, then follow up in multi -year
initiatives, and finally timely priorities – Less is more, especially at the bottom
o Emphasize big changes/focus areas and priorities v individual steps, tactics, done, ongoing
o Make clear now/evergreen items; 1-2-year and longer duration items
Core Values • These provide guides for staff as they implement the work, promises to the community
Mission
In revising the Saint Anthony Village mission, the group focused on what the city does while avoiding trendy jargon.
Current A progressive and welcoming Village that is walkable, sustainable and safe
From Disc. High quality services and infrastructure, Safe and secure, Understand what residents want
Working
Draft Promote a high quality of life to those we serve, through outstanding City services
Vision
In revising vision, the group focused on its ultimate and ongoing aspiration for Saint Anthony as a result of mission.
Current An innovative and vibrant community that values our unique environment, providing a full arrange of quality
services, and is a thriving city in which all people can live work, learn and play
Ideas from
Discussion
to consider
• Place for all to live, work, learn and play; anyone can come start life –
• Assumes affordability, assumes welcoming and inclusive
• Small town culture in the heart of the metro: strong community, safe, secure, people want to come
• The City is transparent, listens and is part of larger conversations
• The City is always moving forward without losing past gains: continuous improvement, leaving a legacy
• Resilient – planning ahead, planning for climate, takes the long view
• Sustain – preserve services and infrastructure, sustain a life (assumes multi-generational)
Working
Draft A small and inclusive Village where all people can live, work, learn, play and thrive
2023 Strategic Plan • St. Anthony Village, Minnesota
Adapting the Pyramid | 13
Core Services
Because our revised pyramid refers to services, it is important to have a common understanding of these and consistent
communication of what those are.
BIG IDEA COMPONENT PARTS
1. Public Safety
• Fire suppression, emergency and hazardous materials response.
• Crime Prevention & Community problem-solving via Police Department
• Risk Management, Emergency Communications, Inspections, Code compliance
2. Infrastructure & Amenities Effective and efficient design, construction, operation and maintenance of Parks, Streets
& Engineering, Water & Sewer, Facilities, Fleets, & Equipment
3. Planning & Permitting • Rules/Ordinances, Economic Development, Land Use
4. SAV Wine & Spirits • Substance Control, Civic Engagement
5. Communication & Engagement • Promoting the Community and Elevating local interest and pride
6. Finance • Coordination and planning of all City financial information
• Budgeting, Revenues, Levies, Bonds, Fees, Liquor, Etc.
7. Administration Smooth operations, excellent customer service; robust technology, workforce and culture
8. Governance City Council, Planning & Parks Commissions, boards and task forces
Goals
G1: Thriving Village
This includes Thriving Neighborhoods & Businesses, Welcome & Inclusion, Quality Infrastructure
New Discussions Housing: Assess position, explore options, discuss possible goals re affordability, preserving
naturally occurring affordable stock, and single-family housing zoning quality (2nd Priority)
Seniors: Understand position, future needs/expectations before exploring further (3rd Priority)
G2: Safe & Secure Community
This includes 21st C. Policing, Emergency Services, Street Safety, Mental Health, Community Outreach/Education
Implementation Fire Department Medical Skillset Expansion
Technology system upgrades and replacement
Sustain Public safety joint mental health initiatives and connecting mental health resources with residents
Pedestrian and bike friendly route exploration with street safety projects
G3: Environmental Responsibility
This touches all that we do
Implementation Waste Hauler: Transition following exploration in 2022
New Discussions Climate Action: Assess position, explore options, discuss possible goals (1 st Priority)
Sustain Status Certifications: Maintain highest GreenStep Cities status and progress
G4: Informed & Engaged Community
This includes Effective Communications and Civic Engagement
Implementation Communications Plan from 2022
Sustain Night to Unite & Public Safety Engagement
G5: Fiscal & Organizational Strength
This includes Excellence in, and Transparent Governance
Implementation Inflow & Infiltration Inspection Program
TIF Districts: Develop exit plans
Sustain Support for ongoing staffing and facility needs
Sister City Program: Plan Salo visit
2023 Strategic Plan • St. Anthony Village, Minnesota
Mission and Vision | 14
MISSION AND VISION
During 2023, the City Council determined that it was time to revisit this “top half” of the Pyramid.
The facilitator asked the Council and senior staff to complete pre-work exercise to revise the
Mission and Vision statements, and the Strategic Initiatives and Goals headings. The second
morning of the sessions was dedicated to this, and the end results are below:
CORE VALUES, CITY SERVICES AND GOALS
The Strategic Initiatives and Goals were reviewed and the City’s Core Services were added in place
of the Strategic Initiatives categories; which were collapsed into the Goals categories. In
subsequent review and discussion on the Pyramid, the Council integrated the City’s existing Core
Values into the top half of the Pyramid, and replaced Innovative with Inclusive:
S.E.R.V.I.C.E. —
The St. Anthony Way
•Supportive
•Effective
•Responsible
•Visionary
•Innovative
•Courteous
•Exemplary
2023 Strategic Plan • St. Anthony Village, Minnesota
2023 Pyramid | 15
2023 PYRAMID
BUILDING THE PYRAMID
On Friday, the Mayor, Council, City Manager, Department Heads and City Engineer reviewed the
ideas generated from the Wednesday and Thursday discussion. The 2022 Pyramid’s Action Steps
were discussed, and many removed as they are now part of routine operations. Next, the group
identified priorities for the 2023 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.
1/12/2024
1
2023 GOALS &
ACCOMPLISHMENTS
Wendy Webster, Mayor
Charlie Yunker, City Manager
January 17, 2024
ENVIRONMENTAL RESPONSIBILITY
ACTION STEPS
INFLOW & INFILTRATION INSPECTION PROGRAM
• Implement in early ’23
CLIMATE ACTION PLAN
• Assess the City’s role & define scope
• Review existing plans & draft Saint Anthony plan
• Identify goals & desired outcomes
GREENSTEP CITIES
• Maintain highest GreenStep 5 status
• Participate in Gold Leaf Pilot Program
1/12/2024
2
INFLOW & INFILTRATION
INSPECTION PROGRAM
Implement in early ’23
184 videos reviewed
Approximately 20% needed repairs
CLIMATE ACTION PLAN
Assess the City’s role & define scope
Review existing plans & draft Saint Anthony plan
Identify goals & desired outcomes
Adopted December 12, 2023
1/12/2024
3
GREENSTEP CITIES
Maintain highest GreenStep 5 status
Participate in Gold Leaf Pilot Program
GreenStep 5 – Highest possible
Gold Leaf Pilot Program Action Items
Harding Pond Clean-Out
Climate Plan
THRIVING VILLAGE
ACTION STEPS
AFFORDABLE HOUSING
• Preserve naturally occurring affordable housing (NOAH)
• Monitor large-scale corporate ownership
SENIOR SERVICES
• Work with community partners to understand position, future
needs & expectations
PEDESTRIAN & BIKE-FRIENDLY ROUTES
• Plan for expansion & enhancement with future county projects
1/12/2024
4
AFFORDABLE HOUSING
Preserve naturally occurring affordable
housing (NOAH)
Monitor large-scale corporate
ownership
Regulations on short-term rentals, and long-
term rentals and other single-family home
related topics will be considered in 2024.
To date there was not an indication of large-
scale corporate ownership of single-family
homes on the city.
SENIOR SERVICES
Work with community partners to
understand position, future needs
& expectations
Community Services will spend the coming
months gathering input from the community
on needs and desires, and tailor future
programming to meet those expectations.
1/12/2024
5
PEDESTRIAN & BIKE-FRIENDLY
ROUTES
Plan for expansion & enhancement with
future county projects
Integrated into Climate Plan framework
Active Transportation Planning Grant application
submitted in November, 2023
INFORMED & ENGAGED COMMUNITY
ACTION STEPS
SINGLE WASTE HAULER
• Implement in Spring ‘23
• Continue to monitor curbside organics program rollouts in both
counties
NIGHT TO UNITE
• Public Safety staff & City Council participation
SISTER CITIES PROGRAM
• Plan for future Salo, Finland visit by City officials
1/12/2024
6
SINGLE WASTE HAULER
Implement in Spring ‘23
Continue to monitor curbside organics
program rollouts in both counties
Hauler change became effective April 1st.
Ramsey County organics pilot program is
active, expected to expand to rest of the
cities in Ramsey the near future.
NIGHT TO UNITE
Public Safety staff & City Council participation
Public Safety staff, City Council and Commission
representatives attended parties
1/12/2024
7
SISTER CITIES PROGRAM
Plan for future Salo, Finland visit by
City officials
City supported Salo visitors hosted by the
Sister Cities Committee in early August, 2023
SAFE & SECURE COMMUNITY
ACTION STEPS
FIRE DEPARTMENT MEDICAL SKILLSET EXPANSION
• Implement in early ’23
TECHNOLOGY
• Implement new Police Department records management system
• Implement Lexipol policy platform for the Fire Department
MENTAL HEALTH
• Continue Public Safety joint initiatives
• Connect residents with existing resources
1/12/2024
8
FIRE DEPARTMENT MEDICAL
SKILLSET EXPANSION
Implement in early ’23
TECHNOLOGY
Implement new Police Department
records management system
Implement Lexipol policy platform
for the Fire Department
1/12/2024
9
MENTAL HEALTH
Continue Public Safety joint mental health initiatives
Connect residents with existing mental health resources
FISCAL & ORGANIZATIONAL STRENGTH
ACTION STEPS
DEVELOP EXIT PLAN FOR EXISTING TIF DISTRICTS
• Draft plan with financial consultant in early ’23
CITY FACILITIES
• City Council tour of all facilities to assess status and future needs
STAFFING
• Address challenges with recruitment of new staff members
1/12/2024
10
DEVELOP EXIT PLAN FOR
EXISTING TIF DISTRICTS
Draft plan with financial
consultant in early ’23
Working with Ehlers to draft report
for Council consideration
CITY FACILITIES
City Council tour of all facilities to
assess status and future needs
City Council and staff toured City
facilities on April 17th
The City engaged Oertel architects (who
worked on the Fire Station and Public
Works facility) to perform the
assessment.
1/12/2024
11
STAFFING
Address challenges with recruitment of new staff members
Police Department representatives attended law enforcement career fair to promote the City and increase applicant pool.
Police Department is piloting a Cadet Program piloted and made permanent in 2024.
Recruitment for Police Chief began in October, and Jeff Spiess will assume role in February.
Recruitment and hiring of 3 Police Officers.
Recruitment for Finance Director began in March and Deb Maloney joined the City in July.
Recruitment and hiring of 1 Finance support staff.
Recruitment for Communications Coord. began in July, and Barb Tuominen joined the City in September.
Recruitment for Fire Chief began in July and Izzy Diaz joined the City in November.
Recruitment and hiring of 6 Paid on Call Firefighters.
Recruitment and hiring of 2 Public Works Full-time staff, 3 summer seasonal, 18 winter seasonal.
Recruitment and hiring of 7 Liquor Operations Part-time staff.
Total of 43 new employees in 2023
ACCOMPLISHMENTS 2023
1/12/2024
12
2023 STRATEGIC PLAN ADOPTED
CODE REVIEW COMMITTEE
Swimming Pool Regulations and Safety
Refuse and Dumpster Requirements
Natural Landscapes
Feeding of Wild Animals
Fencing Requirements
Residential Rubbish container amendments
Brewery/Taprooms regulation
Bus Bench licensing/regulations
Public Right of Way Maintenance and Use
Updates to driveways, administrative fees, and non-commercial signs
1/12/2024
13
BACKWASH DISCHARGE TREATMENT ONLINE
COMPLETED UPDATE OF FIRE DEPARTMENT FLEET UPGRADES
1/12/2024
14
SHARED ARBORIST WORK W/LAUDERDALE & EAB MANAGEMENT PLAN
ULI TAP SESSION
1/12/2024
15
PAVEMENT PRESERVATION -RECLAMITE
WELL HOUSE NO. 4 REHABILITATION
Well House No. 4
1/12/2024
16
37 TH AVENUE IMPROVEMENTS
THANK YOU
1/12/2024
1
ON THE RADAR
Council
City Council
Pedestrian Safety
Work with Counties to improve pedestrian safety at crossings such as
Kenzie Terrace and Silver Lake Rd at 34th Ave.
Climate Plan
Prioritize Climate Plan Action steps. Re-examine solar installations on
City buildings to take advantage of lower cost and incentives.
Services for Seniors
Work with Community Services on offering fitness classes to engage
seniors more, and work with the Police Department on understand how
to minimize risks and develop confidence in being out in the community,
as well email & telephone scams.
1/12/2024
2
City Council
Community Outreach
Make the council more available to the public. Revise the Coffee with the
Council format and go to where people are at locations around the city.
Transparency / Communication
Council should do more to help people understand when topics they may
be interested in and policies that impact them are going to be discussed at
city council.
City Council
Data gathered from Door Knocking by Lona Doolan
Theme % Additional Notes from Lona's Campaign
Code 11%
1) Too much nuisance code passed recently
2) New garbage code is costly and not possible for people with disabilities
3) Appearance of punitive and favoritism in code enforcement
4) Planning process is seen as punitive and anti-business
5) Inspection fees have become unreasonable
6) Planning process needs public input up front instead of outrage at council
Business 7%
1) Small business doesn’t feel supported, but expected to support community events
2) Small business has more roadblocks place on them than big business and developers
3) Sign policy is long process, overly restrictive and can be impactful to success
4) Want to see holistic approach and partnership with business community
Communication 7%
1) Fiber optic communication was complaint by many
2) Want to see progress measurement against goals, it is motivating to see progress.
Safety 7%
1) Several seniors expressed concern about safety at Walgreens/Cub and pick pocket
2) Can we have "Coffee with the Chief" so people can ask him questions about safety
3) People at Legends want to have an officer come and talk about how to be safe
Sustainability 7% Some residents want information about Inflation Reduction Act
Generational 5% Many seniors miss Crossroads Fitness, nut just phyical but social gathering
Infrastructure 5% A lot of comments about fiber optic holes in the ground being unsafe
Taxes 5% Nothing new here, they are high and hard for people on fixed incomes
Traffic 5% Nothing new here, too much and too fast, 2 specific instances mentioned of cars hitting bikes
Housing 5%1) Too many and problems with rental properties (non-civic engagement, illegal activities)
2) Want to see incentive program to help seniors on fixed income do house upkeep
1/12/2024
3
What do you value about the City?
Data gathered from Door Knocking by Wendy Webster
How would you like to see the City improve?
Data gathered from Door Knocking by Wendy Webster
1/12/2024
4
What are your concerns about the city?
Data gathered from Door Knocking by Wendy Webster
Data Organized by Themes
Theme Theme Meaning
Accessibility People have access to leaders, staff, infrastructure.
Affordable housing Housing is affordable to everyone
Amenities We have special things we enjoy.
Bike It is easy and safe to bike in the community
Business Local businesses are successful and meet our needs
Central Park We enjoy Central Park
Clean Our city is clean
Code We have fair and reasonable regulatory practices
Communication We know what is going on or we know how to find out
Community We feel connected to each other
Dog park We want to be out with our dogs
Events We have opportunities to meet each other
Fire We have an effective fire department
Fiscal We make responsible investments in our community
Generational Different generations feel connected to each other
Housing Our housing stock meets our needs
Inclusion We feel included in our community
Infrastructure Our infrastructure functions properly
Involved We are involved in the community
Kid focus We support our children
Landscape Our landscape is healthy and appealing
Leadership We are confident in our leaders and planning process
Livability We enjoy living here
Theme Theme Meaning
Neighbors We enjoy our neighbors
Organics We want to recycle our food waste
Parks We enjoy our parks
Police We have an effective police department
Politics We don’t all agree about everything
Proximity We are close to other amenities
Quiet We enjoy the quiet of our community
Roads Our roads are well maintained
Safety We feel safe in our community
School We have good schools
Services City services meet our needs
Silver Lake We value Silver Lake
Small Town We enjoy our small-town feel
Snow We are able to move around after a snow
Sustainability We protect our resources for future generations
Taxes Our tax expense is bearable for our services
Traffic We feel safe with the car flow in our community
Transit We have access to public transportation
Transparency We understand how decisions are made and taxes used
Trees We have a healthy tree canopy
Walkability It is easy and safe to walk in the community
Waste We can properly dispose of our waste
Water We have access to safe drinking water
1/12/2024
5
Data Normalized
Question Asked Interpretation of Response to Question
Concern People express negative / disapproval
Improve People express ideas to improve (without disapproval)
Value People express positive / appreciation
In a few instances, responses that did not fit the question
were changed to more an appropriate question category
(e.g. disapproval expressed in improvement question was
changed to concern)
Original Response Adjusted Response
Pedestrian and bike safety Pedestrian safety
Bike safety
When multiple themes were expressed in the same answer,
two separate answers were created
(e.g. Pedestrian and bike safety became two individual safety
issues to be classified under both themes
Themes # Value # Concern # Improve
Total
Responses Value % Concern % Improve %
School 90 3 5 98 92% 3% 5%
Infrastructure 9 4 15 28 32% 14% 54%
Evaluating data relevance and outliers is based on response percentages and not total number of responses
(e.g. 28 Infrastructure responses is 3x less than school responses, but the majority of infrastructure
responses want improvement, which is where we should focus first)
Focus on Data Outliers
Summary of Feedback
Theme
#
Response
%
Value
%
Concern
%
Improve
Clean 9 100% 0% 0%
Proximity 42 100% 0% 0%
Small Town 57 96% 0% 4%
Livability 24 96% 0% 4%
School 98 92% 3% 5%
Neighbors 30 87% 3% 10%
Quiet 12 83% 17% 0%
Fire 23 83% 4% 13%
Snow 25 80% 12% 8%
Parks 21 76% 5% 19%
Kid focus 8 75% 0% 25%
Safety 73 74% 18% 8%
Community 71 73% 8% 18%
Services 52 69% 17% 13%
Theme
Response
#
%
Value
%
Concern
%
Improve
Trees 14 14% 43% 43%
Walkability 73 12% 32% 56%
Business 24 8% 13% 79%
Taxes 47 0% 100% 0%
Code 33 0% 88% 12%
Politics 13 0% 85% 15%
Traffic 65 0% 80% 20%
Silver Lake 4 0% 75% 25%
Housing 11 0% 64% 36%
Affordable Housing 11 0% 45% 55%
Accessibility 10 0% 30% 70%
Landscape 9 0% 22% 78%
Bike 20 0% 20% 80%
Dog park 10 0% 10% 90%
Generational 7 0% 0% 100%
Transparency 7 0% 0% 100%
Doing Well Opportunities to Improve Concerns to Address
Theme
#
Response
%
Value
%
Concern
%
Improve
Events 17 65% 0% 35%
Waste 14 57% 7% 36%
Water 9 56% 0% 44%
Police 52 52% 6% 42%
Fiscal 8 50% 13% 38%
Involved 18 39% 6% 56%
Amenities 27 44% 7% 48%
Roads 30 43% 23% 33%
Central Park 12 42% 17% 42%
Infrastructure 28 32% 14% 54%
Transit 4 25% 25% 50%
Inclusion 29 24% 14% 62%
Sustainability 26 23% 19% 58%
Communication 27 22% 7% 70%
Organics 27 22% 0% 78%
Leadership 20 20% 5% 75%
Value Concern Improve
> 90% > 50% > 50%
> 75% > 33% > 33%
LegendSurvey Response
Theme Response # % Value % Concern % Improve
Overall Response 1252 48% 22% 30%Wendy Source
Data
1/12/2024
1
ON THE RADAR
Staff
Administration Department
Community Development
Wayfinding / gateway in and around Silver Lake Village
Work with property owners to decrease impervious surface in Silver Lake Village
& St. Anthony Shopping Center
Economic Development
Re-engage with business owners and operators to hear issues/priorities
Communications
Align communication activities with City Council goals
Human Resources
Recruitment for (5) Police Officers in 2024
Staffing for Climate Plan implementation and existing sustainability tasks –
GreenStep reporting, Tree City, recycling, water service line inventory, etc.
1/12/2024
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%
Review Long-Term Street Reconstruction Plan
Impact of rising construction costs and interest rates
Preservation of investment in infrastructure
Department Staffing
Cross train new staff for department resiliency
Expand use of technology for efficiency
Public Works Department
Continuing US Internet Fiber Project
Lessons learned from 2023 on filling communication and restoration gaps
Water Service Line Inventory & Water Meter Replacements
City-wide inventory due by October, 2024
Sidewalks
Balancing community desire for dry sidewalks in winter with sustainability efforts
How to educate resident responsibilities versus City activities
1/12/2024
3
Public Works Department
Changing Park Amenities Desires
For Example…
Central Park
Upgrade and add pathway lighting, add playground lighting so park can be used after dark
Upgrading of field lighting to LED
Well House Park
Best long-term use of the site
Silver Point
Continue ADA-related upgrades of trail and parking lot in 2024 or 2025
Enhance amenities similar to Central Park?
Liquor Department
Building improvements/maintenance
Paint, flooring, check-out lanes, dry wall repair, etc.
HVAC and roof replacement
Identify tasks and costs
Legislative Issues
Perception vs Reality issues with legislative changes
Alcohol in Grocery/Convenience Stores
Elimination of statutory regulations for package sales at breweries and distilleries
1/12/2024
4
Liquor Department
Market Condition
Fast Moving, Multiple Changes
Inflation/recession impact on costs of non-operating expenses
Cannabis Legislation
What impact will current and new legislation have on the future of retail alcohol sales?
Does our Mission Statement warrant opening a dispensary?
Identifying a location for a dispensary
Licensing, tasks and cost associated with opening a dispensary
Fire Department
Staffing
Process for Assistant Fire Chief start in the Summer
Currently have 20 active Paid on Call firefighters, target is 25
Examination of staffing model:
How many active Paid on Call is feasible? (notable decrease in tenure)
Add 3rd firefighter/paramedic on each shift?
Pursue SAFER grant again?
Facility Needs
Adding Assistant Fire Chief office
Accommodating additional Full-Time staff if decision is made
Limited administrative work space for Code Official and Rental Inspector
1/12/2024
5
Police Department
Strategic Plan
Recruitment and Retention (Strategic Plan Goal #9)
Flexibility in pre-hiring for anticipated open positions
Budgeting for Recruitment Team efforts
Increase department diversity
Leadership Training for Supervisors (Strategic Plan Goal #7)
Additional training allowances for supervisors
Exploration of collaboration with local Universities to offer in-house training
Attendance at local and national conferences
Enhance Community Engagement (Strategic Plan Goal #1)
Additional Community Events (Coffee w/Cop; Toys for Tots)
Growth in Social Media
Police Department
Operations
Facility Upgrade
Limited space
Furniture is original
Workout Facility – Wellness opportunity
Recruitment and Retention
Patch Redesign
Staff has been discussing/planning during 2023
design incorporates State seal to acknowledge the State Statutes that govern the dept.
Staff working redesign beyond just replacing the State Seal. Squad redesign too?
Police Records Management System (RMS) Implementation
City of
St. Anthony Village
2024 Engineer’s Report
A Village Within the City
Street & Utility
Improvement Program
19.94 Miles of Roads Completed
(82.7% Complete)
4.71 Miles Planned 2024-2042Reconstruction of Kenzie Terrace
Hennepin County 2024-2028 CIP
•Anticipated Construction 2028
•City Cost Participation
•Regional Grant Solicitation
Future Street & Utility
Reconstruction
Re-evaluated Annually
Method for Selection – Reconstruction Projects
•Flood Relief Effort
•Existing Utility Deterioration
•Pavement Condition
•Adjacent Infrastructure Replacement
(Construction Phasing)
Method for Selection – Mill and Overlay
Projects
•Maintain and extend the pavement life of
previously reconstructed roadways
Method for Selection – This Maintenance
Overlay Projects
•A non-structural asphalt layer applied as a
maintenance treatment for short-term corrective
action.
Future Street & Utility
Reconstruction
Re-evaluated Annually
Hilldale Avenue
(Silver Lake Road to Rankin Road)
32nd Avenue NE
(Silver Lake Road to Rankin Road)
Roosevelt Street
(34th Avenue NE to 37th Avenue NE)
35th Avenue NE
(Stinson Boulevard to Harding Street)
Edward Street
(33rd Avenue NE to 35th Avenue NE)
Harding Street
(34th Avenue NE to 36th Avenue NE)
Hilldale Avenue
(Belden Drive to Silver Lake Road)
32nd Avenue NE
(Edward Street to Silver Lake Road)
Edward Street
(31st Avenue NE to 33rd Avenue NE)
Belden Drive
(32nd Avenue NE to 34th Avenue NE)
34th Avenue NE
(Stinson Boulevard to Silver Lake Road)
Wilson Street
(30th Avenue NE to 32nd Avenue NE)
Harding Street
(30th Avenue NE to 31st Avenue NE)
Roosevelt Avenue
(31st Avenue NE to 33rd Avenue NE)
Roosevelt Avenue
(33rd Avenue NE to north terminus)
St. Anthony Road
(Roosevelt Street to Edward Street)
Townview Avenue
(Wilson Street to Silver Lake Road)
31st Avenue NE
(Stinson Boulevard to Silver Lake Road)
2024 Mill & Overlay Project
2025 Mill & Overlay Project
39th Avenue NE
(Stinson Boulevard to Silver Lake Road)
29th Avenue NE
(Silver Lake Road to Rankin Road)
Wilson Street
(27th Avenue NE to 30th Avenue NE)
W Armour Terrace
(Roosevelt Street to Silver Lake Road)
30th Avenue NE
(Stinson Boulevard to Silver Lake Road)
Murray Avenue
(Roosevelt Street to Coolidge Street)
Coolidge Street
(St. Anthony Blvdto 29th Avenue NE)
Roosevelt Street
(St. Anthony Blvd to 30th Avenue)
2025 Street and Utility Improvement Project
Macalaster Drive
(South terminus to 39th Avenue NE)
Pedestrian Safety Program
Street Light Policy & Resolution 00-046
The City will require that upon complete reconstruction of
municipal state aid streets where pedestrian walkways are
provided, decorative lighting shall be required as part of
these improvements…
Pedestrian Safety Program
Sidewalks & Street Lights
1. Stinson Blvd
(37th Ave NE to St. Anthony Blvd)
Lighting Only
1. 33
rd Ave NE
(Stinson Blvd to Highcrest Rd)
2. 37
th Avenue NE
(Stinson Blvd to Highcrest Rd)
3. Kenzie Terrace
(Lowry Ave to St. Anthony Blvd)
Traffic Safety Program
Traffic Safety
1. Stop Sign Policy
•Flashing Beacon
2. Driver Feedback Signage
3. Pedestrian crossing safety
•Silver Lake Road / 34th Avenue
NE
Sanitary Sewer and
Water System Improvements
1. Well 3, 4 & 5 drawdown
transducer & integration
2. Well 4 Rehabilitation
3. Well 4 & 5 Standby Power
4. Foss & Harding Lift Station
SCADA
5. Automated Iron Removal
Plant Backwash
6. Backwash Dichlorination –
Sodium Bisulfate Feed
7. Lead Service Inventory
Implementation
Surface Water Quality & Flood Control
Improvements
1. Silver Lake Water Quality
Management Plan
•In-Lake Alum Treatment
•Delta Dredging
•Invasive Vegetation
Management
•Carp Removal
•Native Aquatic Vegetation
Planting
2. Industrial Park Flood
Improvement
3. Mirror Lake Outfall
Emerald Ash Borer (EAB) Program
1. EAB first found in Minnesota
in 2009
2. City wide inventory of trees
•Green Ash accounting for 7.5%
of trees within City right-of-
way and property
•More than 50% of inventoried
ash trees identified to be
preserved Next Steps:
•review dead/dying trees to
determine removal priorities
•Public outreach and education
Emerging Trends / “On the Radar”
1. MnDNR Groundwater
Appropriations
2. Fiber LAN Extension
3. EV & Autonomous Vehicles
4. Silver Lake Road Intersection
Control
1. 29
th Avenue
2. St. Anthony Blvd
Emerging Trends / “On the Radar”
(cont’d)
6. Road Diet (County
Collaboration)
•Kenzie Terrace
•37th Avenue
•Stinson Boulevard
7. Climate Action Plan
Implementation
8. Grand Rounds Missing Link
For more information contact:
Justin Messner, PE
City Engineer
WSB
612.388.9652
jmessner@wsbeng.com
Questions?Katie Koscielak
Asst. City Engineer
WSB
612.282.3641
kkoscielak@wsbeng.com
Planning – On the Radar - 2024
Item
Time Frame
Land Use and
Zoning Topics
•Single Family Residential – Property Use, Growth and Long-term site
usage, Home Office/WFH pressures; Housing maintenance code issues,
esp. for single-family rental housing; Non-exclusive residential density
approaches to Affordable Housing (e.g., regional elimination of single-
family zoning); Residential Solar installations – visual impacts; Identify
and organize options for Affordable Housing programming.
Immediate
•Residential Housing Tenure – Mix of Rental v. Ownership patterns, and
appropriate regulation; Research and support or revise goals and
regulatory approach.
Immediate
•Examine potential land use options for development and
redevelopment of underdeveloped commercial and industrial districts
–incorporation of climate action plan principles and other community
goals.
0-2 years
General Topics •Hemp and Marijuana Regulation – Options; Current state of
regulations; Examine and address land use and other Code impacts;
Monitor State and County-level requirements and approaches.
Immediate
•Identify Objectives for public engagement and civic education efforts.Ongoing
•Identify Climate Action Plan impacts for land use and related policy;
Prioritize code-related impacts and options for implementation
0-2 years+
•Balancing impacts of religious land use and assembly uses – especially
religious land uses in traditional residential settings.
0-2 years+
Transportation
Topics
•Bicycle/Scooter rentals, Food trucks, other commercial uses of the
public right of way
0-2 years
•Autonomous/Electric vehicles – changes foreseeable due to
automobile storage and remote garage storage; changes due to need
for charging stations/Car-sharing.
2-5 years
•Options for non-vehicular transportation and public systems –
bike/pedestrian/Non-traditional vehicles (golf carts, ATVs, etc.)
2-5 years
Other Potential
Topics
•Greening of Commercial/Industrial Parking Areas.
•Examine Industrial areas for increasing social/cultural/entertainment
activity.
•Reanimate planning options for redevelopment in commercial areas –
particularly St. Anthony Shopping Center
•Explore Options for more extensive Trail Development and
Planning/Design.
?
1/12/2024
1
St. Anthony Goal Setting
January 25, 2023
2
•23% of debt retires in next 5 years and 69% of debt retires in next 10 years
Existing Debt
#Issue Name Issue Amount Call Date
Maturity
Date
Currently
Outstanding After
February 1, 2024
Payment
Final
Payment
1 2012A GO Bonds 9,495,000$ 2/1/2020 2/1/2028 655,000$ 2028
2 2014A GO Improvement Bonds 2,070,000$ 2/1/2020 2/1/2030 895,000$ 2030
3 2014B GO TIF Bonds 3,665,000$ 2/1/2023 2/1/2031 1,760,000$ 2031
4 2015A GO Improvement Bonds 2,580,000$ 2/1/2024 2/1/2031 1,280,000$ 2031
5 2015B GO TIF Bonds 4,310,000$ 2/1/2024 2/1/2031 2,105,000$ 2031
6 2016A GO Improvement Bonds 1,455,000$ 2/1/2026 2/1/2032 820,000$ 2032
7 2016B GO Tax Abatement Bonds 1,445,000$ 2/1/2024 2/1/2026 185,000$ 2026
8 2017A GO Bonds 5,310,000$ 2/1/2026 2/1/2033 2,165,000$ 2033
9 2018A GO Improvement Bonds 2,610,000$ 2/1/2026 2/1/2034 1,845,000$ 2034
10 2019A Tax Abatement and Refunding Bonds 2,480,000$ 2/1/2028 2/1/2035 1,455,000$ 2035
11 2020A GO Street Reconstruction 3,000,000$ 2/1/2029 2/1/2036 2,500,000$ 2036
12 2021 GO Improvement and Refunding Bonds 2,970,000$ 2/1/2030 2/1/2037 2,340,000$ 2037
13 2022 GO Improvement Bonds 2,385,000$ 2/1/2031 2/1/2038 2,235,000$ 2037
43,775,000$ N/A N/A 20,240,000$ N/A
General Obligation Debt
TOTAL
1/12/2024
2
3
•Blue shaded areas denotes current refundings
Interest Rates
Issue Name Term
True
Interest
Cost (TIC)
2012A GO Bonds 16 1.94%
2014A GO Improvement Bonds 16 2.74%
2014B GO TIF Bonds 17 2.90%
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 Refunding Bonds 16 1.15%
2022 GO Improvement Bonds 16 3.19%
4
AQ
&
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
1
IMPLEMENTATION MATRIX
The implementation work plan outlined in the following table expands upon
the Strategies and Action Items addressed in all preceding chapters of this
plan by assigning a responsible body or actor (who), a timeframe for action
(when), and a suggestion of where the funding that will enable the action
will come from (how).
While the following lays out a work plan for the next 5 to 10 years, it is to
be expected that the task list will change from year to year. As time goes
on, some tasks will take longer than expected and will shift into the next
year’s list. Priorities will change, and tasks will be moved up to be
accomplished earlier. New ideas will be presented to accomplish the goals
and vision citied here and will be added to the task list. This is all part of
the cyclical process of implementation.
Implementation actions and strategies are arranged in the Implementation
Matrix by plan chapter, which has the following color scheme:
Land Use
Housing
Transportation
Sanitary Sewer
Water Supply
Surface Water
Sustainability
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
2
Comprehensive Plan Action or Strategy Who Progress
Coordinate with school district and community education
to plan for changing programming and spatial needs at the
community center.
City staff
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
Ongoing with recent projects; future land use
direction to private development market.
Explore available grants and funding opportunities to
promote the type of desired development.
City staff Monitoring funding - Ongoing
Conduct further study and planning on the re-development
or better utilization of the current industrial park.
City staff, Planning
Commission
Ongoing
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 Single Family Residential standards reviewed in
2023 – interrelationships between affordability
and owner-renter tenure under study.
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
Modified and adopted
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
Considered and some projects approved –
further consideration paused to allow
completion of current projects
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
3
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
This would occur through PUD zoning – retention
of commercial/industrial tax base prioritized,
pending new private applications.
Identify areas in the community for the development of
new, higher end office space.
City staff Currently this would occur as redevelopment in
Commercial or Industrial Districts
Identify areas in the city for co-operative senior housing at
medium density.
City staff Medium density options identified as preferred
land use type at City’s “Gas Station” property.
Utilize available financing techniques to encourage multi-
family housing developments to include a component of
affordable housing.
City staff, developers Ongoing, pending private development.
Explore the potential for affordable housing development
at the city-owned site on Kenzie Terrace (former bowling
alley site).
City staff, affordable
housing developers
This project has shifted the housing component
to the former Bremer Bank site per the Bank’s
redevelopment plan – housing development
proposals pending.
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
Some Senior Housing approved and under
development – preservation of existing single
family neighborhoods prioritized.
Evaluate the appropriateness for ordinances that
encourage smaller apartment units.
City staff, Planning
Commission, City Council
Accommodated through PUD
Anticipate and meet increased rental demand at all
affordability levels. (Refer to Tools Matrix in the Housing
Plan Chapter)
City staff; affordable
housing developers;
Currently researching housing tenure to
promote ownership options, based on significant
recent rental development.
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
4
Country HRAs; current
rental property owners
Reduce overall community housing cost burden,
particularly by supporting those projects that provide
affordability for households in the <50% AMI categories.
(Refer to Tools Matrix in the Housing Plan Chapter)
City staff, Planning
Commission, City Council
Affordability implementation under study with
other housing policy.
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 Single Family housing regulations being
reviewed in this regard – Ongoing.
Support housing maintenance assistance programs,
particularly for lower-income households. (Refer to Tools
Matrix in the Housing Plan Chapter)
City staff Code amendments in process or recently
adopted related to maintenance and safety.
Encourage increased bicycle and pedestrian movement to
both local and regional destinations
City staff Continued coordination and discussion with
Mpls Park Board on future Grand Rounds Trail
extension.
Provide facilities and develop land use patterns that
encourage transit use
City staff Bus stop and bench regulations revised; City
has worked with Metro Transit on Silver Lake
Road stop updates
Monitor for potential future safety and traffic operations
needs at:
• Silver Lake Rd & Silver Lane
• 39th Ave & Silver Lake Rd
• 39th Ave & Stinson Blvd
City Staff, Hennepin and
Ramsey Counties,
Minneapolis Park Board,
City of Columbia Heights
Completed upgrades to the existing signalized
intersection including new APS push buttons,
countdown timers and ADA reconstructs.
Coordination with Hennepin and Ramsey
Counties on lane reduction and pedestrian
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
5
• 37th Ave & Stinson Blvd
• 37th Ave & Silver Lake Rd
• 37th Ave & Highcrest Rd
2017 programmed improvements include upgrades to the
existing signalized intersection including new APS push
buttons, countdown timers and ADA reconstructs.
safety improvements along 37th Avenue from
Silver Lake Road to Highcrest Rd.
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
In discussions and reginal solicitation for the
reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
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
In discussions and reginal solicitation for the
reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
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
In discussions and reginal solicitation for the
reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
6
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
Completed upgrades to the existing signalized
intersection including new APS push buttons,
countdown timers and ADA reconstructs at 29th
Ave/New Brighton Blvd. Additional crosswalk &
trail improvements completed with County Rd D
Reconstruction.
In discussion with Hennepin County about
flashing stop signs at 29th Ave/SLR.
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
Complete
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
1&2. In discussions and reginal solicitation for
the reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
3. Completed upgrades to the existing signalized
intersection including new APS push buttons,
countdown timers and ADA reconstructs at 29th
Ave/New Brighton Blvd. Additional crosswalk &
trail improvements completed with County Rd D
Reconstruction.
4.
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
7
Evaluate solutions to improve pedestrian connections to St.
Anthony Village High School, Central School Park, and
Wilshere Park Elementary School
City staff Pedestrian crossing improvement made at
33rd/Rankin, Skycroft/Central Park Trail Access,
Chelmsform Rd/Wilshire Park Trail Access.
Wilshire Park SRTS Plan complete with sidewalk
along south side of 37th. Drive Feedback Signs on
37th. APS/ADA signal improvements.
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
4. 36th Avenue/Coolidge Street between Silver Lake Road
and 37th Avenue
5. Belden Drive west of Silver Lake Road
City Staff, Hennepin
County
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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
8
Evaluate potential to add on-road bike lanes on 29th Ave
from Stinson Blvd to New Brighton Blvd.
City staff Under review
Evaluate potential for adding an on-road bicycle facility on
St. Anthony Boulevard between Stinson and Ridgway Pkwy.
City staff Under review
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
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 Under review by Hennepin County and Mero
Transit.
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
Ongoing discussions with Mpls Park Board
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
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 Completed in 2016.
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
9
Coordinate with Metro Transit and Minneapolis regarding
potential arterial bus rapid transit on Central Avenue
(Increased Revenue Scenario – unfunded project)
Metro Transit, City staff Under review by Hennepin County and Mero
Transit.
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
In Progress. Multi-year Plan.
Consider a roundabout or other intersection control
improvements at St. Anthony Blvd./Silver Lake Rd./Kenzie
Terrace (CR 153).
City staff, Hennepin
County
Hennepin County is currently studying. In
discussions and reginal solicitation for the
reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
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
Hennepin County is currently studying. In
discussions and reginal solicitation for the
reconstruction of Kenzie Terrace and
intersections at St. Anthony Blvd/Silver Lake
Road & St. Anthony Blvd/Hwy 88.
Zoning updates, per “Suggested Zoning Code Updates” on
p. 198
City staff Complete and in process
Foss Road Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff Completed in 2019.
Harding Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff Scheduled for 2027
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
10
Lift Station SCADA System City of St. Anthony Public
Works Staff Complete
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
Ongoing in coordination with Street & Utility CIP.
Recently implemented MCES MOU and I/I Point
of Sale Program.
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
• 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/)
City of St. Anthony Public
Works Staff Complete, ongoing
WTP and Well SCADA Systems City of St. Anthony Underway and nearing completion
Ground Storage Repair City of St. Anthony Complete 2017
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
11
High Service Pump Upgrades and Piping City of St. Anthony Complete 2017
Well 3 Casing City of St. Anthony Scheduled for 2027
Well 4 Pump Restoration City of St. Anthony Under Construction Spring 2024 Completion
Well 5 Pump Restoration City of St. Anthony Complete 2016
Tower Painting City of St. Anthony Complete 2022
Well 4 Permanent Generator City of St. Anthony Scheduled for 2028
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
Adopt and report on measurable, publicly announced
surface water improvement targets for water bodies.
City of St. Anthony Public
Works Staff, City Engineer
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
Complete and under review
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
Complete and under review
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
12
Reduce chemical use citywide by engaging with public
works and the school district in a conversation about best
practices.
City Staff
Encourage installation of renewable energy generation
capacity by re-evaluating and expanding existing city
ordinances related to solar.
City Staff
Facilitate creation of community gardens: defining them
and addressing them as an allowed use in particular zoning
districts in City Code.
City Staff
Write an ordinance that more clearly allows and regulates
urban agriculture, specifically bees and chickens.
City Staff
Create incentives and programming to increase tree
plantings on private lots and in public right of way.
City Staff
Collaborate with the Parks Commission to create park/city
land management standards/practices that maximize
native landscaping and low-maintenance management.
City Staff
Conserve drinking/groundwater resources by
strengthening a watering ordinance, water-wise
landscaping ordinance/guidance, and/or guidance on
rainwater harvesting.
City Staff Natural landscape ordinance adopted, opening
up additional natural landscape cover
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
13
Develop a policy, grounded in City data, best practices and
specific local benchmarks, related to CO2 emission
reduction.
City Staff Climate Plan complete, implementation ongoing.
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 Climate Plan complete, implementation ongoing.
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 Review of recent multi-family projects has
incorporated EV charging and other green
infrastructure elements.
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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
14
City of St. Anthony Implementation Spreadsheet
Action
Description
Timeframe ongoing annually 1‐3 yrs 1‐5 yrs 3‐6 yrs Review city ordinances/codes To encourage or require water
efficient landscaping.
Review city ordinance/codes To permit water reuse options,
especially for non‐ potable purposes
like irrigation, groundwater recharge,
and industrial use.
Review ordinances to limit
irrigation
Review outdoor irrigation installations
codes to require high efficiency
systems (e.g. those with soil moisture
sensors or programmable watering
areas) in new installations or system
replacements
Make water system infrastructure
improvements
Conduct audience‐appropriate
water conservation education and
outreach
Conduct a facility water use audit For both indoor and outdoor use,
including system components
Install enhanced meters Capable of automated readings to
detect spikes in consumption
Install water conservation fixtures
and appliances or change
processes to conserve water
Toilets, facets, etc.
Repair leaking system components (e.g., pipes, valves)
Investigate the reuse of reclaimed
water
(e.g., stormwater, wastewater effluent,
process wastewater, etc.)
Reduce outdoor water use (e.g., turf replacement/reduction,
rain gardens, rain barrels, smart
irrigation, outdoor water use meters,
etc.)
Train employees how to conserve
water
Include for new employee training
Increasing block rates billing
strategy
Rate structure for Residential,
Commercial, Industrial, and
Institutional customers
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
15
Continue to participate in the
GreenStep Cities Program
Voluntary program to aid cities in
achieving their sustainability and
quality‐of‐life goals
Rainfall sensors required on
landscape irrigation systems
Conserve water and reduce utility bill
when there is a sufficient moisture
for landscape area.
Watering restriction requirements Odd/Even day watering
Billing inserts or tips printed on
the actual bill
Educational information supplied as
billing insert
Consumer Confidence Reports Report of City’s water quality
Direct mailings (water
audit/retrofit kits, showerheads,
brochures)
City is looking into using direct
mailings to further educate residents
on the benefits of water conservation.
K‐12 Education programs (Project
Wet, Drinking Water Institute,
presentations)
Making programs to educate school
age children on water resources.
Sustainability Report
1/12/2024
1
Climate Plan Implementation
1
Community action across all categories
Resources Needed for Implementation
• Full-Time Employee (FTE) – Sustainability Coordinator
• Reporting for GreenSteps, Tree City, recycling, etc. (transition from current staff in other roles)
• Grants for special projects identified as priorities
• Staff support of Parks & Environmental Commission
• Xcel Partners in Energy program coordination
• Consultants – WSB
• Short term bridge to FTE and ongoing supplemental capacity
• Projects Leveraging Subject Matter Expertise
• Deep background on messaging, policy and other complex multi-system challenges
• Support ongoing efforts of Climate Plan implementation and subsequent planning and implementation
2
1/12/2024
2
Policy Prioritization & Staging
• Leverage survey input from community to help prioritize
• Make space for Energy Action Plan (EAP) and Transportation Planning to unfold
3 Workstreams
• Policy consideration (code, ordinances, incentives, funds, etc.)
• Priorities to be discussed for 2024 Pyramid
• Education, information sharing and public awareness-building
• To be led by Sustainability Coordinator with support from existing staff and WSB
• Operations
• Capital investments (assets, infrastructure, fleet, etc.) continue
3
Climate Plan Survey Results Summary
• Community wide survey this summer: savmn.com/climateplan
• Over 350 respondents (more than neighbor similar cities received for their Climate Plans!)
• Majority support for prioritizing...
Renewable energy, including solar
Walkable/bikeable infrastructure
Electric vehicles
Waste reduction and increased recycling and composting
Improved energy efficiency in homes and businesses
Continued water conservation efforts
4
Appendix A
1
Focus Ini�a�ve Ac�ons for considera�on Timeline Progress
Continue to reduce
drinking water
consumption in homes
and businesses.
Policy (Council & PEC)
• Water restric�ons-enforcement and fees for
non-compliance.
• Add code language to specify that rain sensor
is required on new watering systems and put
in place a mi�ga�on plan/promo�on to
encourage exis�ng systems install a rain
sensor.
• Review city use of sprinklers to ensure
behavior and compliance to minimize water
usage and adhere to same standards we will
hold residents to.
Education (Staff)
• Educate community on water saving prac�ces.
Such as: low maintenance lawn seeds, and low
flow fixtures, focus on rental proper�es.
• Expand water conserva�on campaign beyond
4th grade. We should deliver similar training
throughout the village. Consider a campaign to
incen�vize people to take the training. (e.g.
how to save money on your water bill)
• Offer a water bill consul�ng service where
residents can get advice based on their water
usage trends. Develop a checklist of the most
common ques�ons/check points for
homeowners to adopt.
• Create informa�on sta�s�cs about spray head
volumes (e.g. micro/drip spray heads in
gardens) and adequate/appropriate zone
coverage.
2024-ongoing
Appendix A
2
Operations (Staff)
•Enhance leak detec�on with water meters.
•Integrate repairs of water meters into
infrastructure projects.
•Educate property owners on leak detec�on
and repairs.
•Do more to promote rainwater harves�ng. We
should resume an annual rain barrel workshop
and seek out ways to recognize and promote
homeowner ac�ons.
•Create mechanism for residents to self-report
progress in water reduc�on.
Reduce excess
impervious surfaces to
improve water
infiltration and quality.
Policy (Council & PEC)
•Use of permeable surfaces in new developments
and re-developments.
•Incen�ve for property owners to remove unused
impermeable surfaces.
•Zoning policy establishing a maximum allowable
area of new impervious surfaces in commercial
district.
•Revisit recent ordinance change not recognizing
pervious pavers.
2024-2027
Establish a revegetation
program to replace lost
tree cover.
Education (Staff)
•Share exis�ng informa�on with residents and
property owners about the climate benefits of
trees and the roles that yards play in suppor�ng
pollinators and biodiversity.
•Share resources about adop�ng mow-less behavior
throughout the summer.
Operations (Staff)
•Explore developing a catalog of trees throughout
the community that need to be removed and/or
replaced.
2024-2026
Appendix A
3
• Examine grants at the state and federal level to
help with climate-friendly municipal forestry.
• Determine what tree species would be resilient
and most affordable to replace dead trees.
Policy (Council & PEC)
• Consider establishing a revegeta�on fund to help
residents pay to have dead trees removed and
replaced with more hardy species.
• Use the city's RFP process to nego�ate a reduced
rate for homeowners who choose to use a single
vendor for tree removal.
Appendix A
4
Increase participation in
organics composting.
Education (Staff)
• Encourage residents to look into exis�ng
compos�ng resources through Ramsey County
such as at St. Anthony City Hall or a county yard
waste site. Free compostable bags are also
available for residents along with a beginner video
with instruc�ons.
• Promote Hennepin County Food Waste Challenge.
Operations (Staff)
• Consider integra�ng compost management into
regular public facility maintenance, including in
schools and at City Hall. Purchase mobile
compos�ng and recycling containers for
community members to rent for events at public
facili�es.
• Apply for Hennepin County recycling grant to
secure larger compost and recycling bins for use at
community events and in all city facili�es,
including park pavilions, community services, and
city hall.
• Organize an annual compost give-away for
residents to share in the benefit of compos�ng.
Policy (Council & PEC)
• Monitor coun�es programs for feasibility of
providing residents with curbside compost
removal.
• Adopt ordinance that says community event
organizers need to use recyclable and compostable
products and properly collect and dispose of
waste. Addi�onally, change the current policy that
does not allow events to use the drop at city hall
(e.g. we were not allowed to use the site for a
waste free event at school sponsored by Green
Team).
2024-2027
Education (Staff) 2024-ongoing
Appendix A
5
Partner with local
organizations to host
multiple annual events
for proper disposal of
hazardous waste,
including electronics
and appliances.
• Share exis�ng educa�onal materials to adver�se
the harmful impact of the improper disposal of
hazardous waste through the City newsleter,
posters near waste bins, and during events.
• Create an annual schedule for drop-off
opportuni�es within SAV and surrounding
communi�es. This could include Clean-Up Days,
electronics recycling events, as well as new events.
Policy (Council & PEC)
• Consider establishing a fund to reduce or eliminate
the financial barriers of proper hazardous waste
disposal.
Reduce the amount of
non-recyclable waste
sent to the landfill.
Education (Staff)
• Promote exis�ng educa�onal materials to explain
ways to live a minimal-waste lifestyle. Encourage
residents to avoid fast-fashion and bulk food
purchases that create unnecessary waste.
• Share informa�on on free resources such as waste
audits by MN Waste Wise Founda�on.
• Promote resident engagement in exis�ng zero-
waste efforts. Propose zero-waste events at
schools and the community center. Encourage eco-
conscious exhibitors at Villagefest and explore
sustainable op�ons like a Fix-it Clinic and local
recycling organiza�ons.
• Promote online resale pla�orms that allow people
to purchase used items rather than buying new.
Encourage use of online resources to repair home
furniture and equipment rather than op�ng to
replace them.
• Promote deconstruc�on building waste to be
sorted and properly disposed of following the
Minnesota Pollu�on Control Agency (MPCA)
guidelines.
• Promote Ridwell services
2024-ongoing
Appendix A
6
• Promote Reuse Store, metal recycling facility and
other en��es involved in construc�on recovery to
contractors and homeowners involves who are
undertaking renova�ons.
• Promote Recycling Ambassador programs.
Policy (Council & PEC)
• Collaborate with local businesses to determine
feasibility and barriers associated with a single-use
plas�c ban. Based on stakeholder feedback,
establish an ordinance addressing single-use
plas�cs.
• Collaborate with property managers for mul�-
family housing units to provide compost removal
facili�es for tenants to dispose of their waste.
• Incen�vize or look at policies to reduce waste from
businesses (food service providers use
compostables, businesses do more to reduce use
of plas�c bags).
• Adopt policy about building tear down needing to
use proper disposal techniques to reduce the
amount of waste and reuse/recover material.
Operations (Staff)
• Create a tracking mechanism for residents to self-
report progress in waste reduc�on.
Appendix A
7
Improve the efficiency
of homes, businesses,
and public facilities in
St. Anthony Village.
Policy (Council & PEC)
• Share exis�ng informa�on on resources for
reducing energy use in buildings, including the
Infla�on Reduc�on Act’s Home Energy Rebates,
free energy audits from power companies, etc.
Ensure educa�onal resources and opportuni�es for
home energy improvements are accessible to low-
income residents.
• Consider developing an incen�ve program or grant
funding for residents to pursue a home audit. One
example would be to refund residents the cost of
their home audit if they address a certain number
of inefficiencies iden�fied in the home audit.
Examine providing low-income residents with
financial support in improving home efficiency if a
home audit iden�fies significant issues.
• Consider adop�ng a sustainable building policy for
all new and remodeled construc�on projects.
• Discuss par�cipa�ng in Partners in Energy Program
and crea�ng an Energy Ac�on Plan.
• Subsidize Home Energy Audit for residents who
commit to inves�ng in some form of energy
efficiency in their homes.
Education (Staff)
• Distribute educa�onal materials explaining
emerging solu�ons to electrify buildings that are
currently served with natural gas.
• Communicate with rental property managers
about improvement opportuni�es to decrease
pressure on tenants who may be unable to make
substan�al changes.
• Promote installa�on of electric hea�ng sources
(geothermal, heat pump, water/heat pumps) in
new construc�on (homes, housing complexes and
business)
2024-2029
Appendix A
8
Operations (Staff)
• Partner with Ci�zens U�lity Board to provide
consul�ng resources for homeowners looking to
reduce energy costs.
• Create tracking mechanism for residents to self-
report ac�ons taken in improving energy efficiency
(e.g. insulate a�c, install steel roo�op, install heat
pump).
Increase usage of
renewable energy
Education (Staff)
• Share resources with residents explaining the
benefits and resources available through u�lity
green power purchase programs and community
solar gardens. Target low-to-moderate-income
residents who may not have the financial
resources to install solar panels but s�ll have
interest in renewable energy.
• Promote informa�on regarding on-site, solar
technology including solar benefits, funding
available including through the Infla�on Reduc�on
Act and MinnPACE for commercial proper�es,
u�lity programs (Xcel Energy’s Solar Rewards),
SAV ’s solar permi�ng requirements, and solar
panel manufacturers/installers to educate
residents about solar energy op�ons.
Policy (Council & PEC)
• Discuss par�cipa�ng in the Partners in Energy
Program and crea�ng an Energy Ac�on Plan.
• Address financial barriers for low-to -moderate -
income residents by reducing or waiving permit
submission fees for solar panels.
• Partner with Minnesota Renewable Energy Society
to build Community Solar Gardens on public
2024-ongoing
Appendix A
9
property (e.g. parking lot canopies) where
qualifying households can apply for a subscrip�on
and save money on their monthly electric bill
• Explore solar panel installa�on on public facili�es.
Seek funding from u�lity providers and
government programs, and integrate
implementa�on costs into the annual budget.
Increase the purchasing
of electric devices and
appliance alternatives
Education (Staff)
• Share educa�onal materials on new and emerging
electric device alterna�ves including available
funding. Emphasize climate benefits and cost-
savings associated with electric energy over
gasoline power.
• Promote IRA funding for homeowners to shi� from
gas to heat pumps for hea�ng, water heater and
clothes dryer, and to upgrade electric box.
Operations (Staff)
• Evaluate the condi�on of exis�ng City equipment
and develop a predicted replacement schedule.
• Work with Public Works and City Engineering
Departments to incorporate electric device
alterna�ves, as prac�cal, into the purchasing plan
and account for changes in equipment cost in
financial planning. U�lize MPCA grants for
alterna�ve landscaping equipment
• Create a repor�ng mechanism for residents to self
report when shi�ing from gas to electric hea�ng,
water heaters, and clothes dryers.
2024-ongoing
Appendix A
10
Improve accessibility
and safety of non-
motorized
transportation
infrastructure
Operations (Staff)
• Evaluate the list of pedestrian and bike route gaps
iden�fied in the 2040 Comprehensive Plan and
iden�fy routes that are currently noncompliant
with ADA standards. Ensure that plans are in place
to improve key intersec�ons and routes.
• U�lize resident feedback to iden�fy areas
throughout the City where pedestrian safety could
be improved. Explore ways to improve the safety in
these areas.
• Evaluate the feasibility of restriping and
redesigning streets that are common commuter
routes to include a bike lane.
• Install or partner with local service organiza�on to
install bicycle repair sta�on along a major biking
corridor (e.g. diagonal trail)
• Create a self repor�ng mechanism for people to
track the number of miles they spend biking to
work to school and for leisure.
Policy (Council & PEC)
• Discuss incen�vizing residents to use alterna�ve
modes of transporta�on by zoning for limited
parking at facili�es and event spaces that have
sufficient pedestrian infrastructure connec�ng to
exis�ng nearby parking.
• Develop a bike and pedestrian plan to develop
specific goals and infrastructure opportuni�es and
par�cipate in regional planning ini�a�ves.
Education (Staff)
• Partner with schools and other local organiza�ons
to promote bike to school and bike to work days to
create awareness and opportunity to get people
out of their cars.
2024-2027
Appendix A
11
Increase electric vehicle
ownership across St.
Anthony Village
Education (Staff)
• Examine crea�ng a marke�ng plan to encourage
residents to take advantage of the growing
accessibility of EVs. Distribute exis�ng educa�onal
materials on the tax incen�ves of owning an EV.
Policy (Council & PEC)
• Consider adop�ng a policy on publicly-facing
charging infrastructure. Determine the most
effec�ve loca�ons for EV charging sta�ons at
public facili�es in SAV. Integrate predicted
installa�on expenses into the budget. Iden�fy a
vendor and develop an installa�on plan.
• Consider adop�ng a policy encouraging or
requiring new mul�-use developments to install EV
infrastructure.
Operations (Staff)
• Evaluate the condi�on of the current vehicle fleet
and determine which vehicles could feasibly be re-
placed by EVs in coming years. Adjust predicted
costs in the budget to account for making these
changes.
2024-2029
Appendix A
12
Reduce avoidable
vehicle emissions
Education (Staff)
•Connect residents with Metro Transit route
resources and encourage them to u�lize public
transporta�on whenever possible. Adver�se the
immense climate benefits of traveling via public
transporta�on.
•Share educa�onal materials about how long cars
need to be warmed up during winter weather to
avoid unnecessary emissions.
•Promote availability of high speed internet for all.
•Promote No-Idling for all public parking areas,
including City Hall, city park parking lots, and all
public facili�es.
Policy (Council & PEC)
•Collaborate with Hennepin County on public
transit planning, trends, and op�ons for future
services to advance goals in this plan.
•Collaborate with local schools and businesses to
redesign drop-off and pick-up areas, and install
signage to encourage drivers to limit idling.
Operations (Staff)
•Reduce idle �me when feasible and turn-off city
vehicles and equipment when not in use. Also
advocate for the purchase of city vehicles that
have the capability to provide roadside flashing
without having to con�nue to idle.
2024-2027
Our mission is to promote a high quality of life to
those we serve through outstanding city services
3301 Silver Lake Road, St. Anthony, MN 55418 612-782-3301 | www.savmn.com
St. Anthony Village Planning Commission
Proposed 2024 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 for 2024; 2023 Recap
1. Reconcile conflicts between proposed land use plan map and zoning map. (Complete
in 2023)
2. Update Zoning Districts and Regulations, where needed, to better address
contemporary development patterns and demand.
a.Update Zoning Regulations, where needed, to implement specific Comp Plan
goals, as well as common zoning issues. (Ongoing)
i.2023: R-3/R-4 Multi-Family zoning; Residential Parking; Temporary
Buildings; Temporary Signs; Fencing; Swimming Pools; Natural
Landscapes; Bus Bench Licensing; Right of Way Use; Complete in
2023)
b. Review standards in R-1 Districts to maintain intended neighborhood
character, and promote existing residential reinvestment (Ongoing)
c.Rental Housing: Research Issues and Aspects; Examine options for
regulations and review; Identify and Refine Goals; (Ongoing)
3.Research and Review Lighting Regulations (for 2024)
4. Coordinate incorporation of Climate Action Plan Goals and Strategies into
appropriate Zoning Ordinance regulations (for 2024)
5.Research and Review Tobacco Regulations (Public Property Smoking Regulations
Complete in 2023)
6. Hemp/Cannabis Businesses (2024 – 2025 – Moratorium in Place; Regulations,
Coordination with Public Safety and County Regulations, etc.; Monitor 2024
Legislative Action; Monitor State Office of Cannabis Management Regulations
2024)
7. Coordinate Code Updates with transition to American Legal System re-codification.
8.Others as Identified
Monitor Emerging Planning Issues and Address as Needed
City Council Approved __________
St. Anthony Village Parks and Environmental Commission
2024 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 2024, the Parks and Environmental Commission will focus on the following items:
•Continue education & outreach in conjunction with community and regional organizations to promote
sustainability, such as:
o Arbor Day and Tree City activities for residents and city contractors about tree diversity, climate
resiliency, expanding the City’s tree canopy, and proper planting techniques
o Water conservation initiatives working with Rice Creek and MWMO watersheds, and partner with
schools for water conservation poster contest
o Use of the organics drop off site, recycling and waste reduction
o Sustainability Fair at the Community Center
•Complete annual walk-though of all City parks
•Review annual Parks Capital Improvement Plan
•Continue collaboration with Citizens for Sustainability to enhance City green space, including with parks cleanup
and pollinator plantings
•Support Climate Plan implementation
o Xcel Energy Partners in Energy program
o Active Transportation Plan
•Joint meeting with the City Council and Planning Commission
•Exploration of a dog park in the city
•Enhance Silver Point Park parking accessibility and future amenities
•Formulate long-term plan for “Well House Park”
•Continue engagement with Three Rivers Park District on programming at Silverwood Park
3301 Silver Lake Road, St. Anthony, Minnesota 55418-1699
(612) 782-3301 • savmn.com
1
Table of Contents
City Mission, Vision, Strategic Initiatives 1
Purpose 1
Communication Department Role &
Responsibilities
2
Crisis Communications 4
City’s Communication Channels 5
Measuring Success 9
Communication Plan Update Process 10
Communication Department Contacts 10
Communications Accomplishments 11
Social Media Recap 12
Website Recap 13
1
Mission, Vision and Strategic Initiatives
Mission Statement
Promote a high quality of life to those we
serve through outstanding city services.
Vision Statement
St. Anthony is a Village where all people can
live, work, learn, play and thrive.
Strategic Initiatives
● Environmental Responsibility
● Thriving Village
● Informed & Engaged Community
● Safe & Secure Community
● Fiscal & Organizational Strength
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.
This comprehensive communication plan is a guide as to how we will tell the stories of St. Anthony.
2
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, ordinance updates, public hearings,
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 Communication Objectives
• Communicate effectively and transparently
• Increase opportunities to engage with community and foster community involvement
• Promote city services
• Educate and inform residents
• Build trust and appreciation through the use of the city website, social media, print and electronic
publications, and public relations.
• Support Public Safety and Public Works strategic initiatives
• Encourage youth engagement activities
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.
Target Audience
● St. Anthony Village homeowners & residents
● St. Anthony Village business owners
● City Council members
● Commission members
● City staff
● Local nonprofits and community groups
● Neighborhood leaders
● County, regional, and state agencies
● Visitors
● Neighboring communities
● Local media outlets
3
Communication Tools
• City website at savmn.com (official/primary source of information)
• Village Notes quarterly newsletter (print and digital)
• Social Media (Facebook, Instagram, LinkedIn & “X” - Twitter)
• Video (in-house and partnering with NineNorth)
• Email
• Electronic signage at City Hall
• Brochures, flyers and posters
• Direct mail
• Public meetings/open houses
• Public Hearing notices via official city newspaper
Communications Priority Order
• City news, information, meetings and public notices
• City events of a community-wide nature
• City affiliated organizations news and events
Northeast Youth and Family Services
Greater Metropolitan Housing Corporation
St. Anthony Chamber of Commerce
St. Anthony Kiwanis
St. Anthony Historical Society
St. Anthony New Brighton School District/Community Services
St. Anthony Sports Boosters
Villagefest
St. Anthony Family Services Collaborative
Sister City
Open to Business
Public Relations
Our Key Objectives:
• Highlight and promote St. Anthony Village community, achievements and opportunities
• Enhance current local, state news with St. Anthony Village perspective / angle
• Explore new opportunities for outreach including press & news releases, info sheets, CCTV
4
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
City Communication Channels
City of St. Anthony Website (savmn.com)
The City website is the primary source of information for residents. It includes detailed information about city
government, codes and permits, departments and services, events and meetings. The website includes a
notification feature that residents can opt-into to receive newsflashes, alerts, meeting notices, city projects,
public hearings and city planning. The site also includes a section on sustainability and a detailed “How do I?”
section for residents.
Our Key Objectives:
• Identify and prioritize key messages
• Update site to incorporate key search terms where appropriate
• Enhance usability and identify areas for improvement
• Improve plain language and remove highly technical language
• Insure site contains accurate and current information
VillageNotes Newsletter
Published quarterly, the VillageNotes is the official newsletter for residents and businesses. The newsletter
provides in-depth information about community news, city projects and initiatives, city services, employees and
community events. In addition, the VillageNotes provides a vehicle for community-affiliated organizations to
share news and events.
Our Key Objectives:
• Share news, planning, and initiatives with in-depth articles and information
• Identify and prioritize key messages
• Educate community on specific areas of interest
• Examine best avenues for communication and frequency
• Explore additional opportunities for outreach including brochures, posters, flyers
City Hall Electronic Sign
The primary use of the electronic sign is for city event announcements, meeting notices and alerts. Design and
duration of messaging is governed by City Code.
6
Social Media: Facebook, X - Twitter, LinkedIn, Instagram
The City of St. Anthony uses a variety of media platforms to communicate to the public in an accurate and
timely manner. The City of St. Anthony's website (www.savmn.com) is the City's primary and predominant
internet presence. The City uses social media as an additional avenue to provide communication with the
public to present news and information relating to the City of St. Anthony and to share the city’s
accomplishments and stories.
Facebook is our primary social media platform for the timely sharing of city events and accomplishments, and
educating residents. The city also uses LinkedIn for professional updates, job postings and thought leadership,
and Instagram to provide dynamic content with the goal to build the city’s following and trending topics. “X”
(formerly Twitter) is used primarily for emergency and crisis communication.
The City of St. Anthony will retain authority over and provide a detailed expectation of what is "spoken" on
behalf of the City on social media sites. The City will determine, at its discretion, how its social media and
online presence will be designed, implemented and managed as part of its overall communications strategy.
Social media resources may be modified or removed by the City at any time and without notice as necessary
means to maintain the integrity of both communications and information technology functions.
The City of St. Anthony social media sites are subject to Minnesota public records laws. Any content
maintained in a social media format that is related to City business is a public record and shall be retained in
accordance with the City's adopted record retention schedule. Social media postings are considered transitory,
incidental, and non-vital correspondence and are retained until read.
The City of St. Anthony makes every effort to ensure the accuracy of the information provided on its social
media pages. However, several factors that are beyond the City's control (including unauthorized modification
of electronic data, transmission errors, browser incompatibilities, information that has been cached on the local
computer or storage device, or other aspects of electronic communication) can affect the quality of the
information displayed on social media sites. For that reason, the City does not guarantee the accuracy of the
information provided on its social media pages and is not liable for reliance on this information.
The City also reserves the right to have only one-way communications on social media sites. St. Anthony does
not share information gathered through its social media sites for promotional purposes.
7
Social Media Scope
This section applies to any existing or proposed social media and online accounts created by City employees
during the course and scope of their work. This section does not govern personal use of social media during
work hours or personal social media sites. However, in accordance with the city’s social media strategies and
the employee resource guide, employees must exercise good judgement when using personal social media to
not bring negative publicity or discredit to the City of St. Anthony or its employees. This applies to all full-time
and associate employees, temporary employees, and interns.
Social Media Content
The City of St. Anthony social media content must support our strategic goal to promote the good things
happening in St. Anthony Village. The objective for our social media is to elevate local interest and community
pride, support the City’s key messages, and highlight our City for potential new business owners and residents.
Our Key Objectives:
• Share city news in real time
• Prioritize key messaging
• Educate residents on events and initiatives
• Humanize what we do
• Incorporate videos and behind the scene perspectives to share community stories
Examples of appropriate content include:
• City Events and Announcements
• Public Education
• City of St. Anthony policies, views and activities
• New developments being proposed for St. Anthony
• City programs and services
• Partnerships with city organizations and school district
• Ways the city is trying to attract new businesses, residents and visitors
• Crisis situations (weather, fires, derailments, terrorism, property damage, etc.)
• Adverse weather conditions
• Press releases
• Recruitment of personnel
• Community Events and Announcements
• Public Hearing notices
• Ordinance updates
• Promotion of city, county, state and national sustainability events and initiatives
8
Comments on Social Media
The purpose of the City of St. Anthony sponsored social media sites is to communicate between the City, its
individual departments and members of the public. The City reserves the right, in its sole discretion, to change,
modify, add or delete comments or posts, photos and videos in accordance with this policy.
In general, it is the City’s intent to not allow posts to be initiated by users on its social media pages.
However, in the instances where comments are allowed, the City will remove comments that:
• Contain obscenities;
• Demean specific individuals or groups of people;
• Are libelous/slanderous;
• Contain factual inaccuracies;
• Qualify as SPAM;
• Are not topically related to the particular social medium article being commented upon;
• Express support for or opposition to political campaigns or ballot measures;
• Contain sexual content or links to sexual content;
• Solicit commerce;
• Conduct or encourage illegal activity;
• Compromise the safety or security of the public or public systems; or
• Violate a legal ownership interest of any other party.
Any content removed based on these guidelines, must be retained by the City for a reasonable period of time,
including the time, date and identity of the poster, when available. If possible, archived data should reflect the
context of the situation it was removed from.
Questions on Social Media
The City of St. Anthony staff will monitor social media sites Monday through Friday 8:00 AM to 4:30 PM. Staff
will respond within one business day to specific questions posted on social media with information or direction
to the city website or other resource. In some instances, staff may ask the person to contact the city offline
when appropriate (when it is a private issue, when the issue is one in which there is little or no interest by
others, etc.).
9
Measuring Success
Our communications mission is to have trackable, measurable goals to evaluate and refine the impact of our
messages to our community. Having data allows us to refine our messages and the channels we use. The City
of St. Anthony monitors workload numbers related to communications. Workload includes items such as
number of newsflash items posted to website, and number of social media posts. We also monitor the impact
our communications are having with our audience by way of reach, penetration, level of engagement,
experience and opinions. Below are some specific ways we measure the impact of our communication efforts.
Engagement
Engagement is connecting with our audience through various activities and messages, and measuring
opportunities for each individual communication channel. As we compare the data to actual participation, we
can evaluate various media and messages, and tailor delivery to build interactions and interest.
Ways we measure engagement:
• Attendance at events, forums, and meetings
• Participation on boards and committees
• Conversion or click through rates on calls-to-action
• Bounce rates for outbound emails
• Growth rate of opt-in email list
• Participation in online polls and voluntary surveys
• Impact of content (surveys)
• Sharing web resources that we've produced
• Media coverage
• Internal staff feedback
Reach & Penetration
A tool we use to gauge effectiveness of our communications is to measure how many people see the content
we produce, how they interact with us and the frequency of interactions. Those metrics determine our
engagement (how many people see our content), reach (how broad is our audience that is seeing our content)
and penetration (how deep are our communications based on the community’s interaction).
This is an estimated metric of the number of people who saw any content from our page or about our page.
Impressions or penetration are the number of times any content from our website (or social media) entered a
person's screen.
10
Ways we measure successful engagement, reach and penetration:
• Growth in attendance at events, forums, and meetings
• Increased participation on boards and committees
• Conversion or click through rates on calls-to-action
• Fewer bounce rates for outbound emails
• Growth rate of opt-in email lists
• Increased participation in online polls and voluntary surveys
• Increased impact of content (surveys)
• Sharing resources that we've produced
• Increased positive media coverage
• Internal staff feedback
Experience & Opinion
One of the more challenging tools to use to measure our communication efforts is the subjective feedback from
our audience on issues. This information is difficult to compile and analyze in a way that provides actionable
data.
Communication Plan Update Process
The Communications Department will update the communications plan as needed.
Communications Department
Nicole Miller
Assistant to the City Manager
nicole.miller@savmn.com
612-782-3313
Barb Tuominen
Communication Coordinator
Barb.tuominen@savmn.com
612-782-3340
11
Communications Accomplishments / 2023
1st Quarter: January - March 1. Educated residents on launch of Single Hauler Plan
2. News Flash Items Posted and Sent: 53
3. Updated Garbage & Recycling Web Pages
4. Completed Inflow & Infiltration Educations & Info
2nd Quarter: April - June 1. Launched Sights of St. Anthony Photo Contest
2. News Flash Items Posted/Sent: 56
3rd Quarter: July - September 1. News Flash Items Posted/Sent: 49
2. Launch New SharePoint site for Internal Communications
3. Create Night to Unite Party Map
4th Quarter: October - December 1. Held first Snow Plow Naming Contest
2. Launched Instagram Account on Social Media
3. News Flash Items Posted/Sent: 62
4. Enhancements to Village Notes Newsletter
5. Updated template for How to Guides for City Codes
6. Produced Climate Plan Document with Implementation
Plan
7. Winner of Sights of St. Anthony Photo Contest Announced
8. Updated and Refreshed City Council Onboarding
Handbook
9. Worked with PD on creating recruitment content and
graphics
10. Increased frequency and consistent brand for social media
postings
12
Social Media Recap For 4th Quarter / 2023
TERMS:
Engagement: Any action someone takes on your Facebook Page or one of your posts. The most common
examples are reactions (including likes), comments and shares, but it can also include saves, viewing a
video or clicking on a link.
Reach: The number of people who saw any content from your Page or about your Page. This metric is
estimated. Impressions are the number of times any content from your Page or about your Page entered a
person's screen.
Measurement: Most social media marketing experts agree that a good Facebook engagement rate
is between 1% and 5%. However, brands should aim for an engagement rate of at least 5%, particularly if
they want to establish an authentic community.
October – December, 2023 / Past 90 Days
FACEBOOK NUMBER OF
POSTS
REACH ENGAGEMENT PERCENT
Oct. 2023 18 6,630 616 9%
Nov. 2023 16 5,457 425 8%
Dec. 2023 16 5,497 560 10%
TOTAL 50 17,578 1,601* 9%
*Engagement is about 9% of Reach for past 90 days
TOP POSTS / Past 90 Days
POSTS REACH ENGAGEMENT PERCENT
Sitarz Retirement 1,651 218 13%
Santa on Fire Truck 1,433 137 9.5%
Santa Schedule / December 1,223 117 9.5%
Snow Plow Naming Contest 1,065 245 23%
Photo Contest Reminder 847 29 5%
Weather Reminder 816 56 7%
Street Santa Schedule 533 33 6%
Street Project Road Closure 507 41 8%
New Ice Rink 485 48 10%
13
Website Analytics For 4th Quarter / 2023
TERMS:
Number of Users and Sessions: Measures the number of unique visitors and total visits to the website.
Average Session Duration & Event Count: Showcases the average length of time users spend on the
website. Event Count supersedes Page Views and is the number of times a user interacts with the website
Unique Visitors/Percentage of Sessions: The ratio of new visitors to returning visitors to the website.
Engagement Rate: Engagement rates track how actively involved with your content your audience is. An
engaged session lasts longer than 10 seconds, has a conversion event, or has at least 2 pageviews
Top Queries in Site Search: The top search queries used by visitors on the website's internal search engine.
Top Landing Pages: The pages where users first enter the website.
Traffic Sources/Sessions by Channel: Number of sessions that can be attributed to different channels to
understand where sessions are originating: organic, social, email, and other channels or referrals.
October – December, 2023 / Past 90 Days
Number of Users & Sessions Users: 24,141; New: 23,270;
Total Sessions: 31,325; Events per session: 13.30
Total Sessions / Avg Duration Total Events: 416,658; Event Count per User: 17.32
Average Session Duration 51 seconds
New & Returning Users Total: 24,051, New: 23,270
Engagement Rate Engaged Sessions: 13,872; Engaged Sessions per User: .58;
Engagement Time: 49 seconds
Top Queries Crime reports, jobs, police reports, cleanup day, water, snowplowing,
crime, enforcement, permits, police
Top Landing Pages Jobs, Home Page, NewsFlash, Permits & Licenses, Search, Form
Center, Staff Directory, Calendar, Wine & Spirits, Agenda Center
Traffic Sources Direct & Organic Search: 30K; Social: 655, Referrals (thru other online
sources, not google): 633; Unassigned: 106
First User Traffic Sources Direct: 13K; Organic Search: 9.2K; Social: 460; Referral: 392
EVENTS & MEETINGS DATES ELEC. SIGN STORE SLIDES
Facebook Instagram Web Page Newsflash Calendar Newsletter Other
STANDING MEETINGS / HOLIDAYS
City Offices Closed: New Year's Day Jan. 1 BT ‐ Dec. 29 BT ‐ Dec. 29 Yes Yes Winter 2024
City Offices Closed: MLK Jr Day Jan. 15 BT ‐ Dec. 29 BT ‐ Dec. 29 Yes Yes Winter 2024
City Council Meetings Jan. 9 & 23 BT ‐ Dec. 29 BT ‐ Dec. 29 Yes Yes Winter 2024
Planning Commission Meeting Jan. 16 BT ‐ Dec. 29 BT ‐ Dec. 29 Yes Yes Winter 2024
Parks & Enviro Meeting Opening ‐ YES Opening ‐ YES
EVENTS DATES
Winter Newsletter Jan. 1 Yes Winter 2024
Holiday tree and greenery pickup thru Jan. 19 BT ‐ Jan 2BT ‐ Jan 8 Yes Yes Yes Winter 2024 Yes
Cardboard recycling event Jan. 6 BT ‐ Jan 5BT ‐ Jan 5 Yes Yes Yes Winter 2024 Yes
Law Enforcement Appreciation Day Jan. 9
Recycle holiday lights thru Jan. 31 BT ‐Dec BT ‐ Dec Yes Yes Yes Winter 2024 Yes
Goal Setting Jan.17‐19 Yes
Prevent frozen pipes reminder Jan. 27
Henn Cty Plastic Free Challenge Feb. 1 BT Dec. 27 BT Dec. 27 Yes Winter 2024 Yes
Adopt a Fire Hydrant Jan. 8 Yes Winter 2024 Yes
Winter Snow Reminders Jan. 8 Yes Winter 2024 Yes
Ice Rinks BT ‐ Dec. 21 BT ‐ Dec. 21 Winter 2024 Yes
2024 Street Project Info Mtg 10‐Jan BT Jan 5 No Yes Yes Yes Winter 2024 Yes
Weekly Crime Reports in Archive Center Yes
STANDING MEETINGS / HOLIDAYS
City Offices Closed ‐ Presidents Day Feb. 19
City Council Meetings Feb 13 & 26
Planning Commission Meeting Feb. 20
Parks & Enviro Meeting NA
EVENTS DATES
Plastic‐Free Challenge Feb. 1
Admin Annual Report
City Council Annual Report
Liquor Annual Report
Spring Projects Permits & Codes
I&I reminder
Winter Snow Reminders
Ice Rinks
Photo Contest ‐ Spring March ‐ May
Weekly Crime Reports in Archive Center Yes
City Council Meetings
March 12 &
26 YES
Planning Commission Meeting Mar. 19 YES
Parks & Enviro Meeting Mar. 4 YES
EVENTS DATES
Community Ed City Code Class
Ice Rinks closed for the season
Road Restrictions
Daylight Savings Mar.10 YES
Save the date:Earth Day Parks Clean Up Apr. 22
FEATURE: Codes / Permits:
Sign up for Wyland Water Challenge
World Water Day Mar. 22
Open Book Property Value Mtgs ‐ post after
counties send out valuation notices
Steering wheel lock event
Rain Barrel Program ‐ post when newsletters
are delivering Jan. 20
Seasonal Maintenance Workers
Spring Village Notes newsletter 1‐Apr
Mel Hart Fundraiser
Cops vs. Kids basketball game
Annual Reports
Summer road project info & resources
Photo Contest ‐ Spring March ‐ May
Weekly Crime Reports in Archive Center Yes
STANDING MEETINGS / HOLIDAYS
City Council Meetings Apr. 9 & 23 YES
Planning Commission Meeting Apr. 16 YES
Parks & Enviro Meeting
Joiint CC & School Board Meeting Apr. 30 YES
EVENTS DATES
Adopt a Garden
No Mow May
Adopt a Drain YES
Downspouts reminder
Free steering Wheel Locks
Community Ed City Code Class
Tornado Drill Day Apr. 11
Severe Weather Awareness Week Apr. 17‐21
Earth Day ‐ Parks clean up Apr. 22
Arbor Day Apr. 26
Clean‐Up Day
Branch chipping
SOCIAL MEDIA PLATFORMS WEBSITE PUBLICATION
EVENTS & MEETINGS DATES ELEC. SIGN STORE SLIDES
Facebook Instagram Web Page Newsflash Calendar Newsletter Other
SOCIAL MEDIA PLATFORMS WEBSITE PUBLICATION
Streetlight out (graphic)
Permit and Code info (graphic)
Spring Road Restrictions end
Administrative Professionals Day Apr. 24
Smart911 Day
National Prescription Drug Take Back Day
Planning a new Garden? Tips for what you
can and can't plant in the city right of way
Photo Contest ‐ Spring March ‐ May
Weekly Crime Reports in Archive Center Yes
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Memorial Day May. 27
City Council Meetings May 14 & 28 YES
Planning Commission Meeting May. 21 YES
Parks & Enviro Meeting
EVENTS DATES
Holiday: Aspen pickup delayed one day, May. 28
City Offices Summer Hours Begin May. 29
Clean‐Up Day May. 4
Splash pads opening soon
Watering Restrictions reminder
Fire Dept Informational Mtg
Branch Chipping
Public Works Week
Hydrant flushing
Highlight tips for resuming mowing
Water quality report
Annual Reports
Splash pads open
Open night to unite registration
Photo Contest ‐ Spring March ‐ May
Weekly Crime Reports in Archive Center Yes
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Juneteenth Day Jun. 19
City Council Meetings June 11 & 25 YES
Planning Commission Meeting Jun. 18 YES
Parks & Enviro Meeting Jun. 3
EVENTS DATES
Fire Department Hiring Mtg
Summer Survival
SAV Wine & Spirits Tasting Event
Recreational fires reminder
Salo Park Concert
Watering Restrictions reminder
Nourish 282 Bake Sale
Public works maintenance position
New Brighton Boulevard closure
Salo Park Concert
Night to Unite Registration reminder Aug. 1
Village Notes newsletter Jul. 1
Photo Contest ‐ Summer June ‐ August
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Independence Day Jul. 4
City Council Meetings July 9 & 23 YES
Planning Commission Meeting Jul. 16 YES
Parks & Enviro Meeting
EVENTS DATES
Holiday: Aspen service delayed one day Jul. 4
Household Hazardous Waste ‐ Arden Hills
mobile site in July
Salo Park Concert
Cardboard recycling event
Night to Unite registration reminder Aug. 1
Candidate filing coming Aug 1‐15 Aug. 1
Special Election & MN Primaries Aug. 13
Salo Park Concert
Cardboard recycling reminder
Push climate plan survey
Salo Park Concert
Community Svcs student climate planning
sessions
Night to Unite Aug. 6
Annual water quality report
Candidate filing begins Aug. 1
Branch Chipping
Watering restrictions reminder
Photo Contest ‐ Summer June ‐ August
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐
EVENTS & MEETINGS DATES ELEC. SIGN STORE SLIDES
Facebook Instagram Web Page Newsflash Calendar Newsletter Other
SOCIAL MEDIA PLATFORMS WEBSITE PUBLICATION
City Council Meetings Aug 13 & 27 YES
Planning Commission Meeting Aug. 20 YES
Parks & Enviro Meeting
EVENTS DATES
Night to Unite Aug. 6
Special Election & Primary Election Day Aug. 13
Salo Park Concert
VillageFest ‐ share details on city presence,
booths etc
Salo Park Concert
Street light outage (filler)
Branch chipping
Watering restrictions reminder
Photo Contest ‐ Summer June ‐ August
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Labor Day Sept. 2
City Council Meetings
Sept. 10 &
24 YES
Planning Commission Meeting Sept. 17 YES
Parks & Enviro Meeting Sept. 9
EVENTS DATES
Holiday: Aspen pickup delayed one day Sept. 2
City Offices Normal Schedule Resumes Sept. 3
Splash pads closing
Back to School ‐ watch for pedestrians
Rec fires reminder
Fire Department Open House
Fall watering schedule reminder
Absentee & Early voting begins Sept. 20
Candidate Forum
Climate Plan Expo
Photo contest
City Commission Opportunities
Photo Contest ‐ Fall Sept. ‐ Nov.
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Indigenous People's Day Oct. 14
City Council Meetings Oct. 8 & 22 YES
Planning Commission Meeting Oct. 15 YES
Parks & Enviro Meeting
EVENTS DATES
Village Notes fall newsletter Oct. 1
Fall leaf cleanup ‐ storm drain reminder Oct. 1
Fire Department Open House
Electronics Recycling
National First Responders Day Oct. 28
City Commission Opportunities
Planning Commission Openings
FD Open House
Fire Prevention Week 2023 Oct. 6
Fire Prevention poster contest winners
Rink supervisor/attendant position
LMC Mayor for a Day Essay
Pedestrian Safety Month Oct. 1
Cold Weather Rule Oct. 1
Share CP Holiday Train announcement
Yard Waste Sites
Photo Contest
Evening with Candidates
Climate Plan Expo
Snow Plow alerts Seasonal
Snow Plow Naming Contest
Electronics Recycling
Absentee / Early Voting
Photo Contest ‐ Fall Sept. ‐ Nov.
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Veteran's Day Nov. 11
City Hall Closed ‐ Thanksgiving Nov. 28 & 29 YES
City Council Meetings Nov. 12 & 26 YES
Planning Commission Meeting Nov. 19
Parks & Enviro Meeting
EVENTS DATES
General Election Nov. 5
Update electronic sign daylight savings Nov. 3
Early Voting / Absentee Voting Ends Nov. 4
Post PW tree planting pics
Holiday: AspenThurday pick‐up Friday Nov. 28 & 29
Holiday lights recycling Nov. 15
Smart911 push
Rink Attendant Application reminder
EVENTS & MEETINGS DATES ELEC. SIGN STORE SLIDES
Facebook Instagram Web Page Newsflash Calendar Newsletter Other
SOCIAL MEDIA PLATFORMS WEBSITE PUBLICATION
North Suburban Holiday Lights Map
SAV Small Business Saturday
America Recycles Day Nov. 15
Skating Rinks Seasonal
Snow Plow Naming Contest
Santa on Fire Truck Promotion
Santa Photos & Liquor Store
Holiday Sampling Event ‐ Liquor Store
Share CP Holiday Train announcement
Photo Contest ‐ Fall Sept. ‐ Nov.
STANDING MEETINGS / HOLIDAYS
City Hall Closed ‐ Christmas Dec. 25
City Council Meetings Dec. 10 & 24 YES
Planning Commission Meeting Dec. 17
Parks & Enviro Meeting Dec. 2
EVENTS DATES
Holiday Lights Map Dec. 7
Santa on the Fire Truck
Dec. 15, 16,
17 ?
Finland's Independence Day‐ city hall flag Dec. 6
Snow Plow Naming Contest
Ice Rink Update
Weather reminder 2" or more of snow
Sidewalk Reminders
Holiday: Aspen service delayed one day Dec. 25
Adopt a fire hydrant this winter
Santa on the Fire Truck
Students in Government
Canadian Pacific Holiday Train
Cardboard Recycling Jan.
Santa at the Liquor Store
Holiday Lights Recycling
Holiday Tree Disposal
LMV Mayor for Day Contest
Photo Contest ‐ Winter Dec. ‐ Feb.
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Excellent
19%
Good
52%
Fair
27%
Poor
2%
Residents' connection and engagement
with their community
Inclusivity and engagement
Inclusivity refers to a cultural and environmental feeling of belonging;
residents who feel invited to participate within their communities feel
more included, involved, and engaged than those who do not.
St. Anthony Village as a place to raise children
St. Anthony Village as a place to retire
Sense of community
Higher
Higher
Similar
92%
81%
75%
Please rate each of the following aspects of quality of life in St. Anthony Village.
(% excellent or good)
Residents' connection and engagement with their community Similar70%
Please rate each of the following characteristics as they relate to St. Anthony Village as a whole.
(% excellent or good)
Making all residents feel welcome
Taking care of vulnerable residents
Valuing/respecting residents from diverse backgrounds
Attracting people from diverse backgrounds
Similar
Higher
Similar
Similar
77%
74%
70%
65%
Please rate the job you feel the St. Anthony Village community does at each of the following.
(% excellent or good)
Sense of civic/community pride
Neighborliness of residents
Opportunities to participate in social events and activities
Opportunities to volunteer
Opportunities to participate in community matters
Openness and acceptance of the community toward people of diverse
backgrounds
Similar
Similar
Similar
Similar
Similar
Similar
77%
73%
68%
65%
64%
60%
Please also rate each of the following in the St. Anthony Village community.
(% excellent or good)
vs.
benchmark*
2024 Vision
Saint Anthony is a Village
where all people can live,
work, learn, play and thrive
……………………………………………………
Mission
Promote a high quality of life to those we
serve through outstanding city services
…………………………………………………………………
Supportive
CORE VALUES
Exemplary
CITY S ERVICES
Infrastructure
& Amenities
Planning &
Permitting Governance Communications
& Engagement Public Safety Finance &
Administration
Saint Anthony
Village Wine &
Spirits
G O A L S
Environmental
Responsibility
Thriving
Village
Informed & Engaged
Community
Safe & Secure
Community
Fiscal & Organizational
Strength
A C T I O N S T E P S
INFLOW &
INFILTRATION
INSPECTION
PROGRAM
•Implement in early ‘23
CLIMATE ACTION
PLAN
•Assess the City’s role &
define scope
•Review existing plans &
draft Saint Anthony plan
•Identify goals & desired
outcomes
GREENSTEP CITIES
•Maintain highest
GreenStep 5 status
•Participate in Gold Leaf
Pilot Program
AFFORDABLE
HOUSING
•Preserve naturally
occurring affordable
housing (NOAH)
•Monitor large-scale
corporate ownership
SENIOR SERVICES
•Work with community
partners to understand
position, future needs &
expectations
PEDESTRIAN & BIKE-
FRIENDLY ROUTES
•Plan for expansion &
enhancement with
future county projects
SINGLE WASTE
HAULER
•Implement in Spring ‘23
•Continue to monitor
curbside organics
program rollouts in
both counties
NIGHT TO UNITE
•Public Safety staff &
City Council
participation
SISTER CITIES
PROGRAM
•Plan for future Salo,
Finland visit by City
officials
FIRE DEPARTMENT
MEDICAL SKILLSET
EXPANSION
•Implement in early ‘23
TECHNOLOGY
•Implement new Police
Department records
management system
•Implement Lexipol
policy platform for the
Fire Department
MENTAL HEALTH
•Continue Public Safety
joint initiatives
•Connect residents with
existing resources
DEVELOP EXIT PLAN
FOR EXISTING TIF
DISTRICTS
•Draft plan with financial
consultant in early ‘23
CITY FACILITIES
•City Council tour of all
facilities to assess status
and future needs
STAFFING
•Address challenges with
recruitment of new staff
members
Responsible Effective Visionary Courteous Inclusive
DRAFT