HomeMy WebLinkAboutCC WS PACKET 12102024CITY OF SAINT ANTHONY VILLAGE
WORKSESSION AGENDA
Tuesday, December 10, 2024 at 5:30PM
Members of the public who wish to attend the meeting may do so in person.
Minutes
Approval Of CC WS Meeting Minutes
WS 11 -26 -2024.PDF
Worksession Topics
Goal Setting
Ashley Morello, Assistant City Manager, presenting.
2025 PREP MEMO.DOCX
GOAL SETTING.PDF
2025 GOAL SETTING SESSION AGENDA.DOCX
2024 VISION AND GOALS.PDF
2024 GOALS CHART.DOCX
Future Worksession Dates, Times And Agenda Items
Future Agenda Items
FUTURE AGENDA ITEMS.PDF
Adjournment
If you would like to request special accommodations or alternative formats, please contact the City
Clerk at 612 -782 -3313 or email city@savmn.com . People who are deaf or hard of hearing can
contact us by using 711 Relay.
Our Mission is to promote a high quality of life to those we serve through
outstanding city services.
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City of St. Anthony
CITY COUNCIL WORK SESSION
Minutes
November 26, 2024
Present:
Mayor & Council:
Mayor Wendy Webster, Councilmembers Lona Doolan, Jan Jenson, Nadia Elnagdy (arrived at 5:40 p.m.),
and Thomas Randle (arrived at 5:38 p.m.).
Absent:
None.
Staff:
City Manager Charlie Yunker, Assistant City Manager Ashley Morello, and Liquor Operations Manager
Mike Larson.
Call to Order:
Mayor Wendy Webster called the Work Session to order at 5:30 p.m.
1.Approval of CC WS Meeting Minutes
A.October 15, 2024, City Council Work Session Minutes
Motion by Councilmember Jenson, seconded by Councilmember Doolan, to approve City Council Work
Session Minutes of October 15, 2024, as presented.
Motion carried 3-0.
B.November 12, 2024, City Council Work Session Minutes
Motion by Councilmember Jenson, seconded by Councilmember Doolan, to approve City Council Work
Session Minutes of November 12, 2024, as presented.
Motion carried 3-0.
2.Work Session Topics
A.Municipal Cannabis
Liquor Operations Manager Mike Larson reviewed that cannabis in Minnesota is legal for recreational
use as of August 1, 2023. On May 30, 2023, Governor Tim Walz signed House File 100 into law, legalizing
the use, possession, and cultivation of cannabis within the State.
Minnesota law permits adults who are 21 years of age or older to purchase and possess up to 2 lbs. of
marijuana flower (2 ounces in a public space), 8 grams of concentrate, and 800 mg of infused edibles in
a private residence. Growing at home is permitted, as long as the plants cannot be seen from outside.
Individuals may cultivate up to 8 plants, with only 4 flowering at once. Adults who are 21 years of age or
older may also gift each other any amount up to the legal limit.
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November 26, 2024 St. Anthony Council Work Session - 2
Licenses for commercial sales will likely not be issued until 2025, with the exception of tribal nations, in
order for the Office of Cannabis Management (OCM) to establish regulatory frameworks. The law
established criteria for social equity applicants to be preapproved for cannabis business licenses
sometime in 2024. Social equity applicants include people or family members of individuals who were
previously convicted of marijuana offenses, military veterans, residents of high-poverty areas, and
“emerging farmers” who have provided the majority of labor and management for a small farm for at
least three years.
Legislation signed into law in 2024 that modified the 2023 legislation established quantity limits on types
of licenses, and a lottery system to distribute cannabis business licenses in 2025. Applicants meeting
minimum requirements that include location selection and business plans will be entered into the
lottery and recipients chosen at random.
Another change in 2024 allows for licenses to be issued to cities to open municipal cannabis stores
independent of the lottery process. These licenses will not count against the OCM’s license caps or any
limits on retail licenses that local governments may impose.
The legislation signed into law over the past two sessions presents an opportunity for cities to establish
a retail municipal operation like the municipal liquor operation the City has operated since 1948, if the
Council should determine that it is in the best interest of the City to do so.
To make that determination, staff has been monitoring the legislative developments and coordinating
with industry resources to learn about the law and the cannabis industry. A proposal from Voyageur
Cannabis Services was provided for Council review. This provides the City with a detailed report on
operating a municipal dispensary. Staff will continue to provide additional research to inform a Council
decision.
At the June 11, 2024, Work Session, the City Council discussed if a municipal cannabis dispensary fit in
the City’s and liquor stores' mission and vision statement, and the possible benefits to the community by
controlling the sale and generating revenue to reduce the property tax burden on residents as the liquor
operation does.
The Council’s consensus was to pursue a municipal dispensary and begin the lengthy due diligence
process to come to a final decision. The proposal from Voyageur Cannabis to perform a market analysis
to help inform that decision was reviewed and approved, and that analysis was provided to Council. The
presentation from Voyageur Cannabis will provide further discussion for the process of opening a
municipal cannabis dispensary.
The next steps such as the license application would be defined as more guidelines and requirements
are released from the OCM. Though initially expected by the end of 2024, applications for municipal
operations are expected to be opened by Office of Cannabis Management in the first part of 2025.
Further discussion, planning, and education are required to continue the process if the City Council feels
it is beneficial and leads to a decision on opening a municipal dispensary. Staff will continue, at the
direction of the Council, to proceed with the further due diligence involved in progressing towards the
operation of a cannabis dispensary.
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November 26, 2024 St. Anthony Council Work Session - 3
Patrick Hurley from Voyageur Cannabis Services reviewed a PowerPoint including Executive Summary,
Market Insights, Strategic Alignment, Financial Strategy, Marketing and Growth Strategy, Organizational
Structure, Implementation Timeline, and Next Steps.
Mr. Erley noted St. Anthony is not subject to the lottery system and allows St. Anthony to shape how
cannabis is distributed. He reviewed the strategic benefits of a municipal dispensary being enhanced
local revenue, improved public health and safety and community engagement and development.
Minnesota’s legal marijuana sales are projected to reach $1.5B by 2029.
Councilmember Randle arrived at the meeting at 5:38 p.m.
Councilmember Elnagdy arrived at 5:40 p.m.
Mr. Erley reviewed the regulatory considerations. The six building blocks for developing the business
case for St. Anthony’s dispensary were reviewed. In reviewing the business model, he noted there is a
potential for a delivery service. Store location, facilities, and utility expenses were reviewed for the two
locations. The recommendation is to exclude the 2945 Pentagon Drive location due to zoning
restrictions near schools, proposed location is very close to a Montessori. Comprehensive Security
Measures are necessary for dispensary safety and compliance. The best partners for optimized
operations need to be selected. Metric Tracking System is the industry standard and is State-mandated.
The revenue projections were reviewed. Revenue is forecasted for immediate growth and market
adoption with year 1 estimates exceeding $3 million. Total estimated investment costs are >$500,000
over five years over three phases. Marketing Strategies for Cannabis Dispensary were reviewed.
Mayor Webster asked when was it originally on the timeline for licenses to be granted. Mr. Erley stated
November was when the drawing was to be held. She asked if cities would be contacted prior to the
lottery “winners” being announced. Mr. Erley stated once someone was selected they would reach out
to the City.
Councilmember Jenson asked if there is a deadline for applying for a license and Mr. Erley noted there is
no rush as there is nothing in the Statute about when a municipality with a license needed to act.
Councilmember Randle asked what social equity applicant means. Mr. Erley responded there are a lot of
different qualifiers (military veteran, social-economic variables, been charged with a crime related to
cannabis). The first round was for social equity applicants to enter the lottery.
Councilmember Jenson referred to the executive summary stating St. Anthony needs to move fast. Mr.
Erley stated it would be advantageous to have the first dispensary in St. Anthony to obtain the most
market share. Councilmember Jenson stated he feels that competitive advantage is based on price and
quality of the product.
Councilmember Elnagdy stated there is a huge benefit to be first up and running.
Mayor Webster stated our liquor stores have a huge following. Mr. Erley stated Minnesota is the first
state to allow cannabis sales in municipal liquor stores.
Councilmember Doolan referred to the revenue curve and compared it to the business case for
operating net cash. She asked what is built into the net margins and what drives the profit margins. Mr.
Erley stated the first graph was looking at state-wide trends.
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November 26, 2024 St. Anthony Council Work Session - 4
Councilmember Jenson referred to capital allocation costs up to $500,000. He is in favor of opening a
dispensary. He noted with the police department expansion another building expansion or a new
building is needed. He asked whether we have monies available for this. City Manager Yunker stated the
liquor fund has a large balance. The stores are 20 years old and some rehab is needed. It is too early to
determine if those funds could/should be used for the police department. Councilmember Jenson asked
if neighboring cities are seeking licenses. Liquor Manager Larson stated Columbia Heights is looking at a
dispensary.
Councilmember Doolan asked how the illegal markets would impact St. Anthony. Mr. Erley stated he has
not heard any specifics on illegal markets.
Councilmember Randle stated he is not in favor of this but if we are going to do it, we should be able to
control it which would cut down on some of the illegal sellers.
Mayor Webster stated we can control the quality of the product.
Councilmember Jenson stated we own the liquor store locations and is it recommended to lease or buy
property. Mr. Larson stated he does not like to pay lease rates but it may be the best thing to lease for
the first 5 years. Mr. Larson stated a lawsuit that was filed is slowing down this process. This will allow
more time for processing but he believes people want to buy products legally.
Councilmember Jenson asked if there are systems in place to ensure that the integrated supply chain is
selling product that is not laced with something else. Mr. Erley stated there are systems in place to
ensure quality products.
Councilmember Elnagdy asked if medical marijuana vendors have first dibs on recreational products. Mr.
Erley stated there is no preference for those sellers. She asked if there were more growers or will St.
Anthony be able to buy the same products as the medical growers produce. Mr. Erley stated there are
13 growers' licenses and 23 mezzo licenses. There may be some supply chain issues.
Councilmember Doolan asked about security in the stores and is the level of security for a dispensary
the same as for a liquor store. Mr. Erley stated it is increased for cannabis dispensary. Costs for
increased security are included in the $500,000. She asked if there is different training necessary for
staff and Mr. Erley stated it would be more training.
Councilmember Jenson stated he is glad Mr. Larson wants to proceed cautiously.
Councilmember Doolan noted this involves smoking and the goal of the Council is to reduce smoking.
She would like to understand more as the industry grows will this decrease liquor sales.
Mayor Webster stated this would be diversifying and research is showing long-term alcohol use would
be decreasing. Mr. Larson stated alcohol consumption is generational.
Mayor Webster thanked Mr. Erley and Mr. Larson for their presentation.
Future Work Sessions:
The next Work Session will be held on December 10, 2024, in the Council Chambers at 5:00 p.m.
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November 26, 2024 St. Anthony Council Work Session - 5
Future Agenda Items:
Adjournment:
The meeting adjourned at 6:35 p.m.
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Memorandum
TO Saint Anthony Village Council
cc Charlie Yunker, Ashley, Morello, & Department Heads
FROM Sara A. Peterson
RE Preparation for 2025 Goal Setting
I am looking forward to seeing you again in a few weeks.
2025 Focus
As per usual, the 2025 goal setting retreat will reflect on 2024’s accomplishments and identify next steps for 2025. At the
same time, this is a continuation of a multi-year process to revise the City’s Strategic Pyramid – building on work in 2022-24.
To that end, we will have deep dive discussions related to the following. We will:
Clarify the meaning of each goal, specifically the future impact each seeks to achieve – what is success?
Align goals with our other plans (e.g., Climate, Comprehensive)
Identify and prioritize strategies within each, ensuring that we stay within the City’s scope of influence
Reality test the above against the City’s personnel, fiscal, and physical capacities
We will not revisit the structural changes already made to the pyramid in 2022-2024, nor will we revisit revisions to mission,
vision or values during this event.
Preparation
We are working on a number of items in preparation for our time together
Agenda: We will be meeting from 9 am – 12 pm Wednesday through Friday, January 15-17, 2025. Charlie, Ashley
and I are still discussing the specific agenda but will get it to you soon.
Work Session: Your Tuesday, December 10 session will include a preparatory conversation with staff.
Calls with Sara: As usual, I hope to speak with each of you individually in advance of the retreat so that your ideas,
concerns, and perspective can be part of my preparation. Please email me at peterson@sarapetersonconsulting.com
to set up a time.
Reading: This memo in preparation for both the December work session and our retreat. It contains a brief recap of
our process over the past few years. Charlie and his team will share a larger binder with you in January.
Worksheet: Also included in this memo is a worksheet for you. Please complete after the December 10 worksession.
It is intended to help clarify your thoughts and get everyone’s creative juices flowing – to start thinking about some
of the questions we will address during the retreat.
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Pyramid Context
Since 2022, Council and Staff have been systematically
reviewing and revising Saint Anthony Village’s strategic
pyramid. The following is a recap of that process followed by
an overview of goals for the 2025 process and advance work
for Council and Staff.
2022
Before 2022, the pyramid was focused on initiatives and a
laundry list of specific actions. It was tactical, leading Council to
focus on language details rather than direction. The only
structural change made during goal setting for 2022 was to add
“Core Values” to the bottom of the sheet. However, we agreed
to begin a process of transforming the document into
something that would be future-focused and strategic.
2023
In 2023, Council and Staff focused on the top of the pyramid.
Component Definition
The first task in 2023 was to align everyone’s understanding of
the pyramid – its purpose, components and process. What
follows is an overview of new understandings that emerged:
Purpose
Overall
It is a 1-page overview to use directly in the community and that the community can use.
“Pyramid” is a framing concept that Communications will make appealing and effective.
Ideally, it is a single purpose summary of the plan for the year + Mission, Vision, Core.
In practice, it can include other messaging on a limited basis; less is more.
Mission
What This answers three questions: What do we do? For whom? To what end?
Vision
Why, Long-term This is our ideal for Saint Anthony, our aspiration, the horizon we are aiming for in our work.
Core Services
How
These are the direct services and tangibles provided by the City – the “How” of Mission. A number of
items are not listed. As a small city, Saint Anthony Village must partner with others for regional items and
those out of our authority. Likewise, the community benefits indirectly from nearby amenities nearby.
Goals
Interim Impact
These are 4-6 objectives that link core services to vision. They should be relatively “evergreen” focus
areas for 3-5-7 years on the path to vision.
Bottom Level
Near(er)-term
Implementatio
n 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
Emphasize big changes/focus areas and priorities v individual steps, tactics, done, ongoing
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
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Mission & Vision
The group revised the City’s mission, focusing on what the city does while avoiding trendy jargon. The result is a mission to
“Promote a high quality of life to those we serve, through outstanding city services.”
The group also revised the City’s mission, focusing on its ultimate and ongoing aspiration for Saint Anthony as a result of
mission. The result is a vision in which “Saint Anthony is a Village where all people can live, work, learn, play and thrive.”
Core Services
Since the revised mission refers to services, it was important to have a common understanding of and consistent
communication of core services They are not the same thing as City departments (i.e., organizational structure for providing
the services). The pyramid presents only big ideas but connotes a number of specifics.
HEADING INCLUDES
1.Public Safety Fire suppression, emergency and hazardous materials response.
Crime Prevention & Community problem-solving via Police Department
Risk Management, Emergency Communications, Inspections, Code Enforce.
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 Finance includes:
Coordination and planning of all City financial information
Cost-effective financial and management services to the City
Budgeting, Revenues, Levies, Bonds, Fees, Liquor, Etc.
7.Administration Administration includes smooth operations, excellent customer service; robust
technology, workforce and culture
8.Citizen Governance City Council, Planning & Parks Commissions, boards and task forces
Goals
Similarly, there is a wealth of detail assumed under each of the goal headings. In 2023, the group thought of them as follows:
HEADING INCLUDES
Environmental Responsibility This touches all that we do but specifically encompasses the Climate Plan,
portions of the Comprehensive Plan, and Green Steps commitments
Thriving Village This combines past initiatives of goals relating to Thriving Neighborhoods &
Businesses, Welcome & Inclusion, Quality Infrastructure. Much of the
Comprehensive Plan falls under this heading.
Informed & Engaged Community This combines both sides of the relationship between community and City Hall:
Effective Communications and Civic Engagement.
Safe & Secure Community This is heavily influenced by service standards including 21st C. Policing,
Emergency Services, Street Safety, Mental Health, Community
Outreach/Education.
Fiscal & Organizational Strength Finally, this category assumes excellence at the organizational level, fiscal
stewardship, and transparent governance
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2024 Revisions
In 2024, Council and Staff focused
on the bottom of the pyramid.
Core Values
After extensive discussion,
Council and Staff agreed that the
values that had been on the
pyramid and in other documents
needed clarification. The result
was that staff leadership could
develop/revise statements
related to the work culture or
service delivery. Likewise,
Council’s code of conduct and
expectations documents could
have their own statements.
However, Saint Anthony Village
would have three values that
supersede all others. Those are
the ones in the pyramid: Service,
Trust, Inclusion.
Action Steps
Finally, the group began to group
action steps into larger strategy
buckets, simplifying the bottom of
the pyramid and preparing for the
2025 discussion.
ATTACHMENTS:
2025 Goal Setting Prep worksheets
Presentation
2025 Goal Setting Session Agenda
2024 Vision and Goals pyramid
2024 Goals chart
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Prep Worksheet
Please complete one for each of the 5 goal areas by Friday, December 20th, and return to staff. The bullets are intended to
encourage deeper thinking. You do not need to answer each specifically. Complete this after the December 10 worksession.
While we will be discussing similar questions during the retreat, this worksheet is for you. We will not collect or compile
them, though we would be happy to see anything you would like to share in advance of the retreat.
GOAL:ENVIRONMENTAL RESPONSIBILITY
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
The City’s mission?
The City’s vision?
The City’s values?
If the City is successful in this topic?
What will it have done?
What will it have changed?
How will it have impacted?
What of the above is already addressed in:
A formally adopted plan of the City?
Departmental strategy?
Neighboring, regional, or state plans?
What of the above can the City influence
Directly? Indirectly?
Only in a regional collaboration?
Only as an advocate for the issue?
How long will it take to succeed in this goal?
1-3 years
5-10 years
A lifetime of work
What resources are available to support of this goal?
People, Time & Expertise
Financial Resources
Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
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Prep Worksheet
Please complete one for each of the 5 goal areas by Friday, December 20th, and return to staff. The bullets are intended to
encourage deeper thinking. You do not need to answer each specifically. Complete this after the December 10 worksession.
While we will be discussing similar questions during the retreat, this worksheet is for you. We will not collect or compile
them, though we would be happy to see anything you would like to share in advance of the retreat.
GOAL:THRIVING VILLAGE
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
The City’s mission?
The City’s vision?
The City’s values?
If the City is successful in this topic?
What will it have done?
What will it have changed?
How will it have impacted?
What of the above is already addressed in:
A formally adopted plan of the City?
Departmental strategy?
Neighboring, regional, or state plans?
What of the above can the City influence
Directly? Indirectly?
Only in a regional collaboration?
Only as an advocate for the issue?
How long will it take to succeed in this goal?
1-3 years
5-10 years
A lifetime of work
What resources are available to support of this goal?
People, Time & Expertise
Financial Resources
Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
12
Prep Worksheet
Please complete one for each of the 5 goal areas by Friday, December 20th, and return to staff. The bullets are intended to
encourage deeper thinking. You do not need to answer each specifically. Complete this after the December 10 worksession.
While we will be discussing similar questions during the retreat, this worksheet is for you. We will not collect or compile
them, though we would be happy to see anything you would like to share in advance of the retreat.
GOAL:INFORMED & ENGAGED COMMUNITY
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
The City’s mission?
The City’s vision?
The City’s values?
If the City is successful in this topic?
What will it have done?
What will it have changed?
How will it have impacted?
What of the above is already addressed in:
A formally adopted plan of the City?
Departmental strategy?
Neighboring, regional, or state plans?
What of the above can the City influence
Directly? Indirectly?
Only in a regional collaboration?
Only as an advocate for the issue?
How long will it take to succeed in this goal?
1-3 years
5-10 years
A lifetime of work
What resources are available to support of this goal?
People, Time & Expertise
Financial Resources
Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
13
Prep Worksheet
Please complete one for each of the 5 goal areas by Friday, December 20th, and return to staff. The bullets are intended to
encourage deeper thinking. You do not need to answer each specifically. Complete this after the December 10 worksession.
While we will be discussing similar questions during the retreat, this worksheet is for you. We will not collect or compile
them, though we would be happy to see anything you would like to share in advance of the retreat.
GOAL:SAFE & SECURE COMMUNITY
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
The City’s mission?
The City’s vision?
The City’s values?
If the City is successful in this topic?
What will it have done?
What will it have changed?
How will it have impacted?
What of the above is already addressed in:
A formally adopted plan of the City?
Departmental strategy?
Neighboring, regional, or state plans?
What of the above can the City influence
Directly? Indirectly?
Only in a regional collaboration?
Only as an advocate for the issue?
How long will it take to succeed in this goal?
1-3 years
5-10 years
A lifetime of work
What resources are available to support of this goal?
People, Time & Expertise
Financial Resources
Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
14
Prep Worksheet
Please complete one for each of the 5 goal areas by Friday, December 20th, and return to staff. The bullets are intended to
encourage deeper thinking. You do not need to answer each specifically. Complete this after the December 10 worksession.
While we will be discussing similar questions during the retreat, this worksheet is for you. We will not collect or compile
them, though we would be happy to see anything you would like to share in advance of the retreat.
GOAL:FISCAL & ORGANIZATIONAL STRENGTH
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
The City’s mission?
The City’s vision?
The City’s values?
If the City is successful in this topic?
What will it have done?
What will it have changed?
How will it have impacted?
What of the above is already addressed in:
A formally adopted plan of the City?
Departmental strategy?
Neighboring, regional, or state plans?
What of the above can the City influence
Directly? Indirectly?
Only in a regional collaboration?
Only as an advocate for the issue?
How long will it take to succeed in this goal?
1-3 years
5-10 years
A lifetime of work
What resources are available to support of this goal?
People, Time & Expertise
Financial Resources
Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
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12/6/2024
1
2025 GOAL SETTING December 10, 2024
ANNUAL GOAL SETTING
•City hosts annual goal setting in January to develop annual city priorities
•In 2022, the group began evaluating the quantity of action steps
•In 2023, the group reviewed and updated mission and vision and refined the goals
•In 2024, the group reviewed and updated the core values and added core services
•In 2025, the group will focus on defining meaning of the Goals & 2025 action steps
•What actions and outcomes require a multi-year approach?
•Preparation worksheet (attached): Council members are asked to fill out the
worksheet after the December 10 worksession
•Return the completed worksheet to staff by December 20th
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12/6/2024
2
WORKSHEET OVERVIEW
WHAT DOES THE GOAL MEAN?
•Our goals are directly tied to the City’s Vision, Mission and Core Values
•These goals help shape the subsequent action steps
•New for 2025: provide a definition of each goal
What do we mean when we say “fiscal & organized strength?”
Develop 1 sentence for each goal to outline the purpose
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12/6/2024
3
WHAT’S ON THE RADAR?
•Based on your definition of each goal, what are you hearing from the community
that the city needs to consider?
•Propose limit to a maximum of four on the radar topics per goal.
•Consider: Do any of these topics require multi-year strategies?
•If so, how can these complex topics be segmented into yearly tasks?
HOW DOES THE TOPIC ADVANCE…
•The City’s mission?
•The City’s vision?
•The City’s core values?
•The goals and subsequent action items should relate to the mission, vision
and core values
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12/6/2024
4
WHAT DOES SUCCESS LOOK LIKE?
•What are ideal outcomes of this topic?
•What will have changed?
•What are the impacts?
WHAT ARE WE CURRENTLY DOING?
•How does this goal or topic relate to formally adopted plans?
•How does this relate to Commission workplans?
•Departmental tasks/strategies?
•Neighboring, regional or state plans?
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12/6/2024
5
WHAT IS THE CITY’S INFLUENCE?
•After identifying on the radar topics, consider the city’s role in the topic
•There are many levels of government, all with varying influences to address
opportunities and challenges
•Some topics are so complex that they require multiple stakeholders
•Categorize the topics:
•Action
•Advocate
•Partner
HOW LONG WILL IT TAKE?
•Consider how long will it take to accomplish this?
•1-3 years?
•5-10 years?
•Longer?
•How do we consider these long term needs with annual goals?
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12/6/2024
6
WHAT RESOURCES ARE AVAILABLE?
•People, time & expertise
•Financial resources
•Space & facilities
DECISION TIME
•Based on these questions, should the topic be a key strategy for 2025?
•A longer term process?
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2025 ACTION STEPS
•Based on the previous questions, what could an action step for 2025 look like?
•Draft an action step for 2025 based on each on the radar topic
•Consider:
•What action items have we accomplished in 2024?
•What actions did we propose in other adopted plans, such as the Climate Plan or Comprehensive
Plan?
•What was identified in the Commissions 2025 workplans?
WORKSHEET ACTIVITY
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8
WORKSHEET
•For each goal, we recognize that some actions will need to reflect ongoing/previous
commitments from other adopted plans and workplans
•Where applicable, staff has added a few placeholders in the 2025 action step column
•These placeholders do not reflect prioritization or final action item
•Staff will compile the On the Radar items from each worksheet to put in the Goal
Setting Binder in the Council On the Radar section
ENVIRONMENTAL RESPONSIBILITY
•Consider Park’s and Environmental Commission
2025 workplan
•Key City department/staff:
Administration/Sustainability Coordinator/Public
Works
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to
these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
•The City’s mission?
•The City’s vision?
•The City’s values?
If the City is successful in this topic?
•What will it have done?
•What will it have changed?
•How will it have impacted?
What of the above is already addressed in:
•A formally adopted plan of the City?
•Departmental strategy?
•Neighboring, regional, or state plans?
•What of the above can the City influence
•Directly? Indirectly?
•Only in a regional collaboration?
•Only as an advocate for the issue?
How long will it take to succeed in this goal?
•1-3 years
•5-10 years
•A lifetime of work
What resources are available to support of this goal?
•People, Time & Expertise
•Financial Resources
•Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like? PEC Work Plan, Climate Plan - Energy actions
PEC Work Plan, Climate Plan - Transportation
Climate Plan
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THRIVING VILLAGE
•Consider Planning Commission’s 2025 workplan
Meeting December 17
•Key City department/staff: Administration/City
Planner
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to
these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
•The City’s mission?
•The City’s vision?
•The City’s values?
If the City is successful in this topic?
•What will it have done?
•What will it have changed?
•How will it have impacted?
What of the above is already addressed in:
•A formally adopted plan of the City?
•Departmental strategy?
•Neighboring, regional, or state plans?
•What of the above can the City influence
•Directly? Indirectly?
•Only in a regional collaboration?
•Only as an advocate for the issue?
How long will it take to succeed in this goal?
•1-3 years
•5-10 years
•A lifetime of work
What resources are available to support of this goal?
•People, Time & Expertise
•Financial Resources
•Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like? Planning Commission 2025 Workplan items
INFORMED &
ENGAGED
COMMUNITY
•Key City department/staff:
Administration/Communications Coordinator
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to
these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
•The City’s mission?
•The City’s vision?
•The City’s values?
If the City is successful in this topic?
•What will it have done?
•What will it have changed?
•How will it have impacted?
What of the above is already addressed in:
•A formally adopted plan of the City?
•Departmental strategy?
•Neighboring, regional, or state plans?
•What of the above can the City influence
•Directly? Indirectly?
•Only in a regional collaboration?
•Only as an advocate for the issue?
How long will it take to succeed in this goal?
•1-3 years
•5-10 years
•A lifetime of work
What resources are available to support of this goal?
•People, Time & Expertise
•Financial Resources
•Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
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SAFE & SECURE COMMUNITY
•Key City department/staff: Police and Fire
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to
these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
•The City’s mission?
•The City’s vision?
•The City’s values?
If the City is successful in this topic?
•What will it have done?
•What will it have changed?
•How will it have impacted?
What of the above is already addressed in:
•A formally adopted plan of the City?
•Departmental strategy?
•Neighboring, regional, or state plans?
•What of the above can the City influence
•Directly? Indirectly?
•Only in a regional collaboration?
•Only as an advocate for the issue?
How long will it take to succeed in this goal?
•1-3 years
•5-10 years
•A lifetime of work
What resources are available to support of this goal?
•People, Time & Expertise
•Financial Resources
•Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
FISCAL & ORGANIZATIONAL STRENGTH
•Key City department/staff:
Administration/Finance/Public Works
Questions to Consider Your Answers
What does the goal mean?
What do these words mean/evoke for you?
What’s on your radar?
What are you hearing from the community related to
these goals?
Consider four at maximum per goal
Specifically, how will this on the radar topic advance:
•The City’s mission?
•The City’s vision?
•The City’s values?
If the City is successful in this topic?
•What will it have done?
•What will it have changed?
•How will it have impacted?
What of the above is already addressed in:
•A formally adopted plan of the City?
•Departmental strategy?
•Neighboring, regional, or state plans?
•What of the above can the City influence
•Directly? Indirectly?
•Only in a regional collaboration?
•Only as an advocate for the issue?
How long will it take to succeed in this goal?
•1-3 years
•5-10 years
•A lifetime of work
What resources are available to support of this goal?
•People, Time & Expertise
•Financial Resources
•Facilities
Given the above, what do you feel should be
Key strategies in 2025
Longer term priorities to plan for
What could a 2025 action step look like?
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DISCUSSION
What’s on your radar for 2025?
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2025 Goal Setting Agenda
CITY INVITEES:
Mayor & Council; City Manager, Department Heads, Assistants, Assistant 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 – Libby Brandl, Communications Coordinator & LMCIT – Jen Wolf, Deputy Trust Administrator; Metro Cities – TBD, ; Guest
Administrator – Jay Tobin, City Administrator, City of Corcoran; Facilitator – Peterson
Wednesday, January 15, 2024
9:00am 15 MIN Welcome, Overview of Agenda, Housekeeping, etc.
15 MIN 2024 Goals & Accomplishments
9:30am 15 MIN On the Radar – Council
15 MIN Break
10:00am 45 MIN On the Radar – SAV Department Heads, Consultant Staff & Guests
15 MIN Break
11:00am 15 MIN Overview & Update
Comprehensive Plan Implementation & Climate Plan Implementation
15 MI
N Planning Commission Work Plan & Parks & Environmental Commission Work Plan
30 MIN Priorities – Pyramid Ideas
Noon End for the day – Group Picture
Thursday, January 16, 2024
9:00am 15 MIN Setting the stage – recap previous morning
45+ MIN Multi-Year Strategy for City Goals (Pre-work exercise)
10:00am 15 MIN Break
45+ MIN Council Engagement and Communications for 2025
11:00am 15 MIN Break
15 MIN Priorities – Pyramid Ideas
Noon End for the day
Friday, January 17, 2024
INVITEES: Mayor & Council, City Manager, Assistant City Manager, Department Heads, Engineer, & Facilitator
9:00am 15 MIN Setting the stage – recap past two mornings
60+ MIN Building the Pyramid for 2025: Solidify Multi-Year Strategy & Action Steps
11:00am 15 MIN Break
15+ MIN Wrap-up the session
Noon End Session
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2024 Goals Chart
Mission & Vision
Promote a high quality of life to those we
serve through outstanding city services
Saint Anthony is a Village where all people
can live, work, learn, play and thrive
Core Values
Trust | Service | Inclusion
Trust, Service and Inclusion are three words that best highlight the qualities that the City Council
and staff strive to embody in service to the Saint Anthony Village community.
The delivery of services by staff to Community is fulfilled in a respectful, courteous, and responsive
manner. The work of Staff and Council to the community is conducted in a civil, and transparent
manner. And the Council commits to ensuring equity of access, that voices are heard, and fairness
in the policy-making process.
These values are the basis for how decisions are made, how services are delivered, and ensures the
city as a whole conducts itself in an accountable, transparent, respectful and responsive manner.
Strategic Initiatives
Environmental Responsibility
Thriving Village
Informed & Engagement Community
Safe & Secure Community
Fiscal & Organizational Strength
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Action Steps
Environmental Responsibility
CLIMATE PLAN
Begin Implementation:
Assign Resources
Prioritization of policy review regarding:
-Solar installations on public buildings
-Requirements for EV charging for
new multi-family projects
-Water restrictions – enforcement
and non-compliance fees
Sustainability Coordinator began on May 13th, 2024
Solar grant was submitted and awarded for installations
on Public Works and Water Treatment Plant buildings
Council discussed EV charging for multi-family projects at
the November 12, 2024 work session
Council discussed enforcement and non-compliance fees
at the August 27, 2024 work session and asked staff to
draft ordinance language to add administrative fines for
all appropriate types of code violations.
GREENSTEP CITIES
•Continue program involvement and
Gold Leaf participation
GreenStep 5 reporting completed by the Finance
Department and submitted to Minnesota Pollution
Control Agency staff on March 27th, 2024.
Saint Anthony Village enrolled in the Goal Leaf Challenge
for 2024 and completed at least one action step.
WATER SERVICE LINE INVENTORY
Complete by Oct ‘24 Communication in Winter, Spring and Summer village
Notes newsletter encouraging residents to submit a
photo of their service line.
Postcard mailed city-wide, instructional videos promoted
on City social media, and door-hanger distributed in July.
1,329 households have submitted as of Nov 3, 2024.
Efforts will continue in compliance with MPCA
Thriving Village
AFFORDABLE HOUSING
•Preserve naturally occurring affordable
housing (NOAH)
•Advocate for residents facing rent
pressure
Staff has drafted ordinance language to regulate short-
term rentals per direction given at a joint City Council and
Planning Commission held a joint work session on
November 21, 2023. City Council and Planning
Commission will review and discuss further.
Council has attended community meetings with residents
and discussed the issue with State representatives during
City Day on the Hill on March 7th, 2024.
SENIOR SERVICES
•Clarify community partner roles to
support services for seniors
Community Services added classes including community
book read, cooking, watercolor art, glass blowing and a
facilitated caregivers group. This group functions much
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like a support group for spouses caring for a spouse with
significant health challenges. Also offering senior
luncheons with entertainment, defensive driving classes
for those aged 55+ ten months out of the year and many
more classes.
2024 promotional efforts have included distributing flyers
in public buildings throughout St. Anthony, in churches
and the library, advertisements in the Northeaster to
promote senior luncheons. Once a month, a mass
distribution via MailChimp is sent highlighting upcoming
classes with links to register. Class information in the
weekly SANB School District staff newsletter, biweekly
SANB School District family newsletter, and mail
brochures sent out a few times a year.
PEDESTRIAN & BIKE-FRIENDLY ROUTES
•Begin Drafting Active Transportation Plan WSB & Associates facilitated a joint City Council, Planning
Commission and Parks & Environmental Commission
meeting on September 17th, 2024 to identify primary
objectives and inform grant application for Active
Transportation planning in 2025. Grant application is in
process to be submitted in mid-November, 2024.
ENGAGE BUSINESSES
Partner with Chamber of Commerce to
build relationships with businesses
Communications staff worked with the Chamber of
Commerce Executive Director to help promote their
events via Village Notes and City social media.
Informed & Engaged Community
CITY COUNCIL ENGAGEMENT
•Foster a culture of open dialogue with
residents through Coffee with the
Council, community events and partner
organizations
City Council has conducted extensive community
engagement around the Falcon Heights Police Services
exploratory process.
City Council members have conducted door knocking
around the community during the summer.
PUBLIC SAFETY ENGAGEMENT
Continue priority of community
relations through interactions at Night
to Unite, Coffee with the Chief, and
community events
•Coffee with the Chief event in August.
•Multiple “Coffee with a Cop” events throughout the year,
in which Chief attended nearly all.
•Summer Survival School
•Cops vs. Kids Basketball Challenge
•Hot Dog event at Cub Foods
•Veteran’s Recognition Event at Chandler Place
•Home Alone classes with students at Community Services.
•Pinewood Derby
•Online safety chat at St. Anthony High School
•Senior safety presentation
•Torch Run for Special Olympics
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•Meeting with Girl Scouts groups
•Wilshire Park year end party celebration
•School bus parade at Wilshire Park
•Community Garage Sale and Food Trucks at Urban Grove
•Lauderdale Day in the Park
•Villagefest
•MN Nite to Unite
•Chief update and presentation to group at Hayden Grove
SISTER CITIES PROGRAM
•Use program to help advance city goals Officials from the City of Salo have formally invited a
delegation from Saint Anthony Village to visit Salo,
Finland in 2025.
Safe & Secure Community
UPDATE POLICE DEPARTMENT STRATEGIC PLAN
Engage new department leadership in
updating the plan with particular
emphasis on:
-Recruitment
-Leadership training
-Community relations
All officers actively engaged in updating the Strategic
Plan. This is ongoing and will be completed by the end of
the year.
CANNABIS
Draft appropriate city regulations
Consider city-operated dispensary
Land-use regulations approved by the City Council on
June 11th and October 22nd, 2024 in preparation for
applications to be opened by the State of Minnesota in
early 2025.
On June 11th, 2024 City Council reviewed staff exploration
to date and gave initial consent to seek a retailers license
for a municipal dispensary. Further analysis in progress.
MENTAL HEALTH
•Continue Public Safety joint mental
health initiatives
•Connect residents with existing mental
health resources
Partnership with Northeast Youth and Family Services
Community continues. Police Department leadership met
with NYFS team and learned of additional services they
provide. Ans arranged for NYFS case worker to meet with
all officers during roll call to present services and answer
questions.
In 2024 to date for Saint Anthony, 149 calls for service
classified as mental health. 9 agreed to referrals to access
NYFS services.
Continue to connect with Hennepin and Ramsey County
Adult/Juvenile protection and mobile crises teams to
connect residents with existing mental health and quality
of life resources.
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Fiscal & Organizational Strength
DEVELOP EXIT PLAN FOR EXISTING TIF DISTRICTS
Draft plan with financial consultant in
early ‘24
Ehlers presented current status and options for a portion
of existing districts in Silver Lake Village to the City
Council at the April 9th, 2024 Work Session.
City Council approved closing two decertified TIF districts
at Silver Lake Village and direct the returned City
proceeds into the Capital Funds.
CITY FACILITIES
Continue discussions on future facility
needs
Discuss funding as it relates to overall
city capital planning
Fire Department relocated equipment to accommodate a
Deputy Fire Chief office. City Council approved the
contract for construction of the office at the May 28,
2024 City Council Meeting.
Staff met with Oertel Architects, LTD on June 25th, 2024
to further discuss Police Department facility needs to
accommodate possible expansion with the Falcon Heights
police services exploration.
Police Chief and Fire Chief have toured newly completed
public safety facilities to better understand trends in
facility needs to support effective services
At multiple Work Sessions and regular City Council
Meetings the concept of pricing a police services contract
with Falcon Heights would fund the debt service on
upgrades to the Police Department facility.
City Council supports staff exploring options to fund a
Public Safety Facility approach of adding to the existing
Fire Station to accommodate the Police Department. If
not possible, then renovation and expansion of the
existing facility in the Community Center.
STREET & UTILITY PROJECTS
Integrate partner projects with city
contribution
Engineering staff has been in contact with Hennepin
County staff on reconstruction of Kenzie Terrance.
Indications are this is scheduled for 2030/2031 and will
require cost sharing and an opportunity for City-desired
enhancements at the City’s costs as well. When cost
estimates are available, the project will be integrated into
the City’s Street Reconstruction Program schedule.
City Council’s Tour of the City will take place in the spring
of 2025 and will focus on upcoming street reconstruction
projects and integration of other infrastructure needs
into the City’s long-range infrastructure plan and levy.
STAFFING
Address challenges with recruitment of
new staff members
Police Department representatives attended multiple law
enforcement career fairs and spoke at college classes to
promote the professional overall, the City, the St.
Anthony Police Department to increase applicant pool.
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Police Chief met with three recruitment agencies to
determine feasibility of hiring an outside firm.
Police department applied for the Intensive
Comprehensive Peace Officer Education grant through
the MN Department of Public Safety, which would fund
an additional FTE, their college education, and eventual
POST eligibility in mid 2025.
Communications supporting efforts with social media
campaign to utilize videos and establish consistent
branding. Measuring results via website landing page.
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Date Type Staff Present
December 17 Joint Work
Session HRA property concept presentation (Joint with Planning)
City Council
City Manager
City Planner
December 24 Regular
January 14 Work
Session Tobacco Ordinance Revisions
City Council
City Manager
Code Official
January 14 Regular
Planning Commission items from December
Housekeeping Resolutions
Resolution for the Street Improvement Bond Reimbursement
Quarterly Donations & Grants
NYFS Agreement
Outside Orgs‐Council
City Council
City Manager
January 28 Work
Session
City Council
City Manager
January 28 Regular
Public Works Snow Plowing Operations presentation City Council
City Manager
PW Director
February 11 Work
Session Rental Ordinance Revisions
City Council
City Manager
City Planner
February 11 Regular
Planning Commission items from January
Public Hearing‐2025 Budget Calendar and Process
2025 Planning Commission Work Plan‐ (motion only)
2025 Parks and Environmental Commission Work Plan‐ (motion only)
Administration Annual Report
Liquor License Renewals (Consent Agenda)
City Council
City Manager
Finance Director
February 25 Work
Session
City Council
City Manager
February 25 Regular
Water Conservation Poster Winners
Adoption of Strategic Plan
Liquor Annual Report
City Council
City Manager
Liquor Op Manager
March 11 Work
Session Miscellaneous/Minor Ordinance Revisions
City Council
City Manager
Code Official
March 11 Regular
Planning Commission Items from February
Public Works Annual Report
City Council
City Manager
Public Works Director
March 25 Regular
Police Annual Report
Call for Public Hearing on Road Improvements and Assessments
Order the Preparation of Assessments
City Council
City Manager
Police Dept
WSB
April 8 Work
Session
City Council
City Manager
2025
2024
FUTURE COUNCIL AGENDA ITEMS 36
Date Type Staff Present
FUTURE COUNCIL AGENDA ITEMS
April 8Regular
Planning Commission Items from March
Quarterly Donations & Grants
Hennepin County Commissioner Irene Fernando
Fire Annual Report
Arbor Day Proclamation
Earth Day Proclamation
Quarterly Goals Update
City Council
City Manager
Fire Dept
April 22 Regular
Finance Annual Report
Insurance Renewal & Tort Limits‐ Consent
Road Improvements and Assessments‐ PUBLIC HEARING
Villager of the Year and Business of the Year
City Council
City Manager
Finance Director
WSB
May 13 Work
Session
City Council
City Manager
May 13 Regular Planning Commission items from April
City Council
City Manager
May 27 Regular
City Council
City Manager
June 10 Work
Session
City Council
City Manager
June 10 Regular
Planning Commission Items from May
Authorize preparation of feasibility study for 2026 street project
City Council
City Manager
June 24 Work
Session Discuss Initial Debt Levy/Updated Street Improvement Plan
City Council
City Manager
Finance Director
June 24 Regular
City Council
City Manager
July 8 Work
Session 2026 Initial Property Tax Levy Scenarios
City Council
City Manager
Finance Director
July 8Regular
Planning Commission items from June
Quarterly Donations & Grants
Audit Report
Quarterly Goals Update
City Council
City Manager
Finance Director
Police Chief
July 22 Work
Session
City Council
City Manager
Police Chief
July 22 Regular
Liquor Operations Mid Year Report
VillageFest Presentation
Night to Unite Presentation
Night to Unite Proclamation
City Council
City Manager
Liquor Op Mgr
Police Chief
August 12 Work
Session Discuss Updated Levy Scenarios/Detailed General Fund Budget
City Council
City Manager
Finance Director
August 12 Regular Planning Commission items from July
Approve 2026 Feasibility Study and Order Plans and Specs
City Council
City Manager
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Date Type Staff Present
FUTURE COUNCIL AGENDA ITEMS
August 26 Work
Session
City Council
City Manager
City Planner
August 26 Regular 2026 Proposed Budget & Levy Presentation
City Council
City Manager
Finance Director
September 9 Work
Session
City Council
City Manager
City Planner
September 9Regular
Commissioner MaryJo McGuire Presentation
Planning Commission items from August
2026 Preliminary Operating Budget and Debt Levy‐PUBLIC HEARING
Students in Leadership‐Consent
City Council
City Manager
Finance Director
Engineer
September 23 Work
Session
City Council
City Manager
September 23 Regular
Spirit of St. Anthony Award
Fire Prevention Presentation
Planning Commission items from August
City Council
City Manager
Police Dept
Fire Dept
October 14 Work
Session 2026 Long Term Capital Budget Plans
City Council
City Manager
Finance Director
October 14 Regular
Preliminary Certification of Delinquent Waste Hauler Accounts‐Consent Agenda
Preliminary Certification of Delinquent Utility Accounts‐Consent Agenda
Planning Commission items from September
City Council
City Manager
October 28 Work
Session 2026 Utility Rates and Budgets
City Council
City Manager
Finance Director
October 28 Regular
Quarterly Donations & Grants
Quarterly Goals Update
City Council
City Manager
Finance Director
November 10 Work
Session
City Council
City Manager
November 10 Regular
Planning Commission items from October
1st Reading Water, Sewer, & Stormwater‐PUBLIC HEARING
Presentation on Water and Sewer Rates
Canvass election results
Approval of CIP
City Council
City Manager
Finance Director
November 17 Work
Session Commission Interviews City Council
City Manager
November 25 Regular
Fire Prevention Poster Winners
2nd Reading and Adoption Water, Sewer, & Stormwater
Street Project Approve Plans & Specifications, Authorize Advertisement for Bids
City Council
City Manager
December 16 Work
Session
City Council
City Manager
38
Date Type Staff Present
FUTURE COUNCIL AGENDA ITEMS
December 16 Regular
Planning Commission items from November
Appoint Parks and Planning Commissioners and Chair/Vice Chairs
Setting Salary of City Manager
Authorizing Transfers & Closing of Specified Funds
Setting the 2025 City & HRA Budgets and Final Property Tax Levy ‐PUBLIC HEARING
2026 Fee Schedule
MS4
Quarterly Goals update
Final reading and adoption of water, sewer, & stormwater
City Council
City Manager
Finance Director
December 23 Regular
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