HomeMy WebLinkAbout2025 Goal Setting BinderSaint Anthony Community Center
3301 Silver Lake Road, St. Anthony, MN
January 15, 16 & 17, 2025
2025 Goal Setting Agenda
CITY INVITEES:
Mayor & Council; City Manager, Department Heads, Assistants, Assistant City Manager, Human Resources,
Communications & Sustainability Coordinators; Planning Commission Chair & Parks & Environmental Commission;
Consultants – Engineer, Financial Planning, Legal, Information Technology
GUEST INVITEES:
LMC – Libby Brandl, Communications Coordinator & LMCIT – Jen Wolf, Deputy Trust Administrator; Metro Cities –
Patricia Nauman, Executive Director & Mike Lund, Government Relations Specialist; Guest Administrator – Jay Tobin,
City Administrator, City of Corcoran; Facilitator – Sara 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
•Planning Commission Work Plan & Parks & Environmental Commission Work Plans
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, Dept. Heads, Planner, Engineer, & Facilitator
9:00am 15 MIN Setting the stage – recap past two mornings
6+ MIN Vision for 3803 Stinson Blvd parcel
10:00am 15 MIN Break
15+
MIN
Building the Pyramid for 2025: Solidify Multi-Year Strategy & Action Steps
Wrap-up the session
Noon End Session
2025 Goal Setting Attendees
MAYOR AND CITY COUNCIL
Wendy Webster, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Lona Doolan, Councilmember
Nadia Elnagdy, Councilmember
CITY STAFF
Charlie Yunker, City Manager
Ashley Morello, Assistant City Manager
Jennifer Doyle, Human Resources Coordinator & Deputy City Clerk
Barb Tuominen, Communication Coordinator
Minette Saulog, Sustainability Coordinator
Jeremy Gumke, Public Works Director
Josh Moellman, Public Works Superintendent
Mike Larson, Liquor Operations Manager
Bill Haugen, Assistant Liquor Operations Manager
Jeff Spiess, Police Chief
Mike Huddle, Police Captain
Izzy Diaz, Fire Chief
Mattie Jaros, Deputy 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
Libby Brandl, Communications Coordinator
Jen Wolf, Deputy Trust Administrator
METRO CITIES
Patricia Nauman, Executive Director & Mike Lund, Government Relations Specialist
GUESTS
Jay Tobin, City Administrator, City of Corcoran
FACILITOR
Sara Peterson, Sara Peterson Consulting
2024 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]
2024 STRATEGIC PLAN
2024 Strategic Plan • St. Anthony Village, Minnesota
Contact Information | 1
CONTENTS
Contact Information __________________________________________________________ 1
Introduction _________________________________________________________________ 2
Agenda _____________________________________________________________________ 2
Year Round Progression ________________________________________________________ 4
Collaborations _______________________________________________________________ 5
2023 Goals and Acomplishments _________________________________________________ 6
On the Radar ________________________________________________________________ 7
City Council Door Knkocking Feedback ___________________________________________ 8
Core Values _________________________________________________________________ 9
2024 Pyramid _______________________________________________________________ 10
CONTACT INFORMATION
City of St. Anthony Village
3301 Silver Lake Road
Tel: 612-782-3301
www.savmn.com
2024 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 17, 18 and 19, 2024. Participants included:
MAYOR AND CITY COUNCIL
Wendy Webster, Mayor
Jan Jenson, Councilmember
Thomas Randle, Councilmember
Lona Doolan, Councilmember
Andrea Stephens, Councilmember
COMMISSION REPRESENTATIVES
Meridith Socha, Planning Commission
Lily Fee, Parks & Environ. Comm.
LEAGE OF MINNESOTA CITIES
Nick Pomije, Business Analyst
METRO CITIES
Jennifer Dorn, Office Manager
GUEST
Tim Sandvick City Manager, City of
Robbinsdale
FACILITOR
Sara Peterson, Sara Peterson Consulting
CITY STAFF
Charlie Yunker, City Manager
Nicole Miller, Assistant to the City Manager
Barb Tuominen, Communication Coordinator
Jennifer Doyle, Human Resources Coord.
Jeremy Gumke, Public Works Director
Zach Lundberg, Public Works Superintendent
Mike Larson, Liquor Operations Manager
Bill Haugen, Assistant Liquor Ops. Manager
Jeff Spiess, Police Captain
Izzy Diaz, Fire Chief
Debbie Maloney, Finance Director
CONSULTANTS
Justin Messner, WSB & Assoc. (City Engineer)
Katie Koscielak, WSB & Assoc. (Asst. City Eng.)
Steve Grittman, (City Planner)
Stacie Kvilvang, Ehlers & Associates (Financial)
Holly LaRochelle, Metro-Inet (IT)
Pete Bauer, Metro-Inet (IT)
Our Mission is to
promote a high quality
of life to those we serve
through outstanding
city services
2024 Strategic Plan • St. Anthony Village, Minnesota
Agenda | 2
AGENDA
WEDNESDAY, JANUARY 17, 2024
9:00am Welcome, Overview of Agenda, Housekeeping, etc.
2023 Goals & Accomplishments
On the Radar of the Council
Break
10:00am SAV Department Heads & Consultant Staff
Break
11:00am Overview & Update
• Comprehensive Plan Implementation
• Climate Plan Implementation
• Planning Commission Work Plan
• Parks & Environmental Commission Work Plan
Long Term Vision/Priorities – Pyramid Ideas
Noon End for the day – Group Picture
THURSDAY, JANUARY 18, 2024
9:00am Setting the stage – recap previous morning
Core Values, Principles & Organizational Building Blocks
10:30am Break
Critical Issues + SWOT Analysis
11:30am Break
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 Setting the stage – recap past two mornings
Building the Pyramid for 2024: Solidify Core Values & Principles + Identify Action
Steps
10:30am Break
Communications
11:30am Wrap-up the session
Noon End Session
2024 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, personal interactions, phone calls, letters and emails. Department
heads also solicit input from City 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
2024 Strategic Plan • St. Anthony Village, Minnesota
Collaborations | 5
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.
2024 Strategic Plan • St. Anthony Village, Minnesota
2023 Goals and Acomplishments | 6
2023 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 2024 and beyond.
The Mayor and City Manager reviewed selected accomplishments and notable items from 2023
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
2024 Strategic Plan • St. Anthony Village, Minnesota
On the Radar | 7
ON THE RADAR
The City Council and City Staff 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:
TRENDS AND ISSUES FROM THE CITY COUNCIL
For example:
▪ PEDESTRIAN SAFETY / TRAFFIC
▪ CLIMATE PLAN
▪ SERVICES FOR SENIORS
▪ COMMUNITY OUTREACH
▪ TRANSPARENCY / COMMUNICATION
▪ HIGH TAXES
▪ CODE ENFORCEMENT
▪ HOUSING
TRENDS AND ISSUES FROM THE CITY STAFF
For example:
▪ AGING FACILITIES
▪ POLICE OFFICER RECRUITMENT
▪ FIREFIGHTER/PARAMEDIC
STAFFING
▪ CANNABIS LEGISLATION
▪ CHANGING DESIRES FOR PARKS
AMENITIES
▪ WATER SERVICE LINE
INVENTORY
▪ STREET RECONSTRUCTION
SCHEDULE
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.
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.
2024 Strategic Plan • St. Anthony Village, Minnesota
City Council Door Knkocking Feedback | 8
CITY COUNCIL DOOR KNKOCKING FEEDBACK
The City Council also included feedback gathered through door-knocking efforts the previous
summer. The data was analyzed by the City Council and presented for review and consideration of
the group for setting 2024 priorities and Pyramid Action Items:
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.
2024 Strategic Plan • St. Anthony Village, Minnesota
Core Values | 9
CORE VALUES
An objective began in 2023 was to revise the “top half” of the pyramid – mission, vision, strategic
initiatives and goals. This continued in 2024 with a focus on Core Values on the Thursday
morning portion of the Goal Setting session.
Below are the Core Values identified by the Cit Council and the expanded description of the
selected 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.
Each summer
elected officials,
appointed offcials,
staff and
consultants tour
completed and
upcoming projects
around the City
together.
2024 Strategic Plan • St. Anthony Village, Minnesota
2024 Pyramid | 10
2024 PYRAMID
On Friday, the Mayor, Council, City Manager, Department Heads and City Engineer reviewed the
ideas generated from the Wednesday and Thursday discussion. The 2023 Pyramid’s Action Steps
were discussed, and many removed as they are now part of routine operations. Next, the group
identified priorities for the 2024 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.
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2024 GOALS &
ACCOMPLISHMENTS
Wendy Webster, Mayor
Charlie Yunker, City Manager
January 15, 2025
ENVIRONMENTAL RESPONSIBILITY
ACTION STEPS
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
GREENSTEP CITIES
Continue program involvement and Gold Leaf
participation
WATER SERVICE LINE INVENTORY
Complete by Oct 2024
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CLIMATE PLAN
Sustainability Coordinator began on May
13, 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.
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
GREENSTEP CITIES
GreenStep 5 reporting completed by the
Finance Department and submitted to
Minnesota Pollution Control Agency staff
on March 27, 2024.
Saint Anthony Village enrolled in the
Goal Leaf Challenge for 2024 and
completed at least one action step.
• Continue program
involvement and Gold Leaf
participation
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WATER SERVICE LINE INVENTORY
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.
Complete by Oct 24
THRIVING VILLAGE
ACTION STEPS
AFFORDABLE HOUSING
• Preserve naturally occurring affordable housing (NOAH)
• Advocate for residents facing rent pressure
SENIOR SERVICES
• Clarify community partner roles to support services for seniors
PEDESTRIAN & BIKE-FRIENDLY ROUTES
• Begin Drafting Active Transportation Plan
ENGAGE BUSINESSES
Partner with Chamber of Commerce to build relationships with
businesses
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AFFORDABLE HOUSING
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 7,
2024.
• Preserve naturally
occurring affordable
housing (NOAH)
• Advocate for residents
facing rent pressure
SENIOR SERVICES
Community Services added classes including community
book read, cooking, watercolor art, glass blowing and a
facilitated caregivers group. This group functions much 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+ 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.
• Clarify community partner
roles to support services for
seniors
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5
PEDESTRIAN & BIKE-FRIENDLY
ROUTES
WSB & Associates facilitated a joint City
Council, Planning Commission and
Parks & Environmental Commission
meeting on September 17, 2024 to
identify primary objectives and inform
grant application for Active
Transportation planning in 2025. Grant
application was submitted November
2024.
• Begin Drafting Active
Transportation Plan
ENGAGE BUSINESSES
Communications staff worked with the
Chamber of Commerce Executive
Director to help promote their events
via Village Notes and City social media.
Partner with Chamber of
Commerce to build
relationships with businesses
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10
6
INFORMED & ENGAGED COMMUNITY
ACTION STEPS
CITY COUNCIL ENGAGEMENT
• Foster a culture of open dialogue with residents
through Coffee with the Council, community
events and partner organizations
PUBLIC SAFETY ENGAGEMENT
Continue priority of community relations
through interactions at Night to Unite, Coffee
with the Chief, and community events
SISTER CITIES PROGRAM
• Use program to help advance city goals
CITY COUNCIL ENGAGEMENT
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.
• Foster a culture of open
dialogue with residents
through Coffee with the
Council, community
events and partner
organizations
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PUBLIC SAFETY ENGAGEMENT
• 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
• Public Safety 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
• 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
Continue priority of
community relations through
interactions at Night to
Unite, Coffee with the Chief,
and community events
SISTER CITIES PROGRAM
Officials from the City of Salo have
formally invited a delegation from
Saint Anthony Village to visit Salo,
Finland in 2025.
• Use program to help
advance city goals
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8
SAFE & SECURE COMMUNITY
ACTION STEPS
UPDATE POLICE DEPARTMENT STRATEGIC PLAN
Engage new department leadership in updating the plan with particular
emphasis on:
-Recruitment
-Leadership training
-Community relations
CANNABIS
Draft appropriate city regulations
Consider city-operated dispensary
MENTAL HEALTH
• Continue Public Safety joint mental health initiatives
• Connect residents with existing mental health resources
UPDATE POLICE DEPARTMENT STRATEGIC PLAN
All officers actively engaged during
Strategic Plan update. The Strategic Plan
was completed December 2024.
Engage new department
leadership in updating the
plan with particular
emphasis on:
-Recruitment
-Leadership training
-Community relations
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9
CANNABIS
Land-use regulations approved by the
City Council on June 11and October 22,
2024 in preparation for applications to
be opened by the State of Minnesota in
early 2025.
On June 11, 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.
Draft appropriate city
regulations
Consider city-operated
dispensary
MENTAL HEALTH
Partnership with Northeast Youth and Family
Services Community continues. Police Department
leadership met with NYFS team and learned of
additional services they provide. NYFS case worker
met with all officers during roll call to present
services and answer questions.
In 2024, 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.
• Continue Public Safety joint
mental health initiatives
• Connect residents with
existing mental health
resources
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FISCAL & ORGANIZATIONAL STRENGTH
ACTION STEPS
DEVELOP EXIT PLAN FOR EXISTING TIF DISTRICTS
Draft plan with financial consultant in early 24
CITY FACILITIES
Continue discussions on future facility needs
Discuss funding as it relates to overall city capital planning
STREET & UTILITY PROJECTS
Integrate partner projects with city contribution
STAFFING
Address challenges with recruitment of new staff members
DEVELOP EXIT PLAN FOR
EXISTING TIF DISTRICTS
Ehlers presented current status and
options for a portion of existing districts
in Silver Lake Village to the City Council
at the April 9, 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.
Draft plan with financial
consultant in early 24
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CITY FACILITIES
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 25, 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.
Continue discussions on
future facility needs
Discuss funding as it relates
to overall city capital
planning
STREET & UTILITY PROJECTS
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.
Integrate partner projects
with city contribution
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STAFFING
Police Department representatives attended multiple law
enforcement career fairs and spoke at college classes to
promote the profession overall, the City and the St.
Anthony Police Department to increase applicant pool.
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.
STAFFING
Address challenges with
recruitment of new staff
members
ACCOMPLISHMENTS 2024
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2024 STRATEGIC PLAN ADOPTED
PRIVATE INFLOW & INFILTRATION GRANT PROGRAM
•City agreed to participate in private inflow & infiltration grant program pilot
program.
•In December, awarded $35,000 to distribute funds which will prioritize applications
meeting equity criteria.
•Aims to assist private property owners with financial assistance to remove inflow
and infiltration from the regional interceptor system.
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NEWSLETTER ENHANCEMENTS
•Layout updates
•Front page enhanced
•Consistent employment of headings
•Utilization of graphics and visuals
•Implementation of icons
•Stay informed page improvements
BOND RATING UPGRADE
Credit Highlights
•S&P Global Ratings raised its long-term rating to 'AA+' from 'AA' on St. Anthony, Minn.'s existing general obligation (GO) debt.
•At the same time, we assigned our 'AA+' long-term rating to the city's $2 million series 2024A GO improvement bonds.
•The outlook is stable.
•The upgrade reflects our opinion of the city's consistent valuation growth and consecutive surpluses in recent years that led to significant growth in available reserves, which provide healthy financial flexibility and help offset its high debt service carrying charge.
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2024 STREET PROJECT
Silver Point Park
Salo Sidewalks
WELL 4 REHABILITATION
Silver Point Park
Salo Sidewalks
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RENEWAL OF POLICING PARTNERSHIP WITH FALCON HEIGHTS
•In early 2024, officials from the City of Falcon Heights approached Saint Anthony Village on renewing a policing services partnership.
•On April 23, 2024 the City Council approved continuing the exploratory process of a renewed police service partnership with the City of Falcon Heights.
•As a part of the discussion Council noted the following particular items they would like to review as the process continued:
Lessons learned from the previous relationship
A Police Department SWOT Analysis
Benefits to the City and the Police department on a renewed partnership
Appropriately sharing/mitigating financial risk
Financial plan that would not increase the Saint Anthony tax levy from a renewed partnership
A staffing plan and timeline to support expansion of the department when hiring is very challenging
•City Council passed resolution on October 22, 2024 approving to negotiate and execute the agreement
THANK YOU
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1
ON THE RADAR
Council
City Council
•Environmental Responsibility
•Implementation of Climate Plan
•Adoption of Energy Plan
•Begin priority action steps
•Increase walkability and bikeabilty
•Updates to recycling, trash and organics collection
•Solar panels
•Emergency preparedness
1
2
2
City Council
•Thriving Village
•Affordable housing
•Maximize outdoor and indoor public spaces
•Improve access to business
•Provide quality services for people of all incomes, racial and ethic identities, ages, and abilities
City Council
•Informed and Engaged Community
•Updates to City’s communications plan
•City website ADA compliance
•Utilization of social media
•Community surveys
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City Council
•Safe & Secure community
•Mental health and well-being
•Reflect partnership with Northeast Youth & Family Services
•Traffic safety for all users
•Service opportunities for public safety building
•Policing Services
City Council
•Fiscal & Organizational strength
•Funding for public safety facility
•Maintaining fiscal responsibility
•Cybersecurity
•Succession planning for departments
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6
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ON THE RADAR
Staff
Administration Department
Parks Usage and Amenities
Desires for new amenities could impact current usage
Stakeholders should be brought together to discuss
ADA Compliance
New/updated requirements for online outlets coming in 2027
Website refresh in 2025 will begin the process of updates
Climate Plan
Partners in Energy process ends in Spring of 2025
Integrate Energy Action Plan with Climate Plan
Staff Professional Development
Development program for department heads with
DDA Human Resources, Inc underway in 2025
Utilize staff meetings for deeper dive on topics such
as ADA, A.I., technology tools, etc.
Paid Parental & Medical Leave
Goes into effect January 1, 2026
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Administration Department
Police and Fire Facility Needs
Police Department
Larger garage and secured storage
Addition of officer workstations and offices
Dedicated spaces for classroom style training and tactical style training and related storage
Need for training and meeting space
Larger secure evidence storage
Fire Department
Ability to accommodate additional staffing
Limited administrative work space for Code Official and Rental Inspector (currently
housed in our training room)
Need Training Space, Emergency Operations Center, Offices, Decontamination areas,
Wellness Center, Garage and storage space
Finance Department
Long Term Infrastructure Planning
Review Special Assessment Policy
Analyze impact on debt issue principal, interest rate, and debt service payments (debt levy) if benefitting
properties were not assessed
Consider tax exempt properties sharing in infrastructure costs; exempt properties only participate in
costs from assessments, not general property taxes
Determine best timing to implement changes, if council desires, to ensure transition is equitable to those
who have special assessment balances on property taxes
Review Street Improvement Schedule
Evaluate the current two-year-on, one-year-off cycle. Consider transitioning to an every-other year or
one-year-on, two-year-off schedule to reduce the frequency of debt issuances
Integrate Future Building and Parks Needs
Assess current capital levies, which primarily focus on the maintenance of existing capital equipment and
infrastructure
3
4
3
Finance Department
Department Staffing and Technology
Staffing Considerations
Identify “second-in-charge” position within department if appropriate
Assess long-term department staffing requirements
Technology Considerations
Review financial software options for greater web integration (license/permits)
Investigate Civic Systems modules that could expand or improve the functionality of the current
financial software
Research outsourced payroll vendors to identify those offering improved quality of service
Public Works Department
Water Treatment Plant Valve Automation
Current manual valves are due for replacement; they are becoming increasingly difficult to
maintain and repair-39 total valves
Backwash valves are opened and closed two times per month to clean the Iron Sand Filters
Staying current with the modern industry technology will attract future hires
Succession Planning
The Crew Lead personnel in the Streets, Utilities, and Parks Departments are approaching
retirement
Combined 82 years of service to St. Anthony Village
Internal training and development is ongoing
5
6
4
Liquor Department
Vision and Business Plan for a possible Cannabis Dispensary
Work to secure license (municipal applications may open February 18, 2025)
Draft a business plan (Voyageur Cannabis)
Craft a vision for the operation (target market, product mix, look and feel, etc.)
Future Vision and Plan for the Liquor Stores
Analyze how THC product is impacting the stores
Continue major repairs and upgrades (coolers, roofs, security, floors, etc.)
Craft a future vision for the stores (rebrand?)
Police Department
Transition to Policing in Falcon Heights
Training and Acclimation
Equipment
Scheduling
Recruitment
New Community Engagement Position
Enhancement of Officer Wellness
Cordico wellness app implementation
Peer-to-Peer program Launch
Sigma Tactical Wellness Launch
Exploration of Therapy Dog Program
7
8
5
Fire Department
Medical Response Expansion
ALS program has been in place in spring of 2023. Increased the level of medical
care that the Fire Department can give to patients, while waiting for an ambulance
Looking at expanding ability and tools of the already in-place paramedics, along
with providing elevated skills for our current EMTs. This includes a broader range
of medications and procedures
Working with Hennepin County Medical Center and our Medical Director to
provide additional training and approval to expand medical capabilities
Continued to apply for various grants or research other avenues to provide
funding needs to purchase medications or equipment that may be required
Fire Department
Long Term Staffing Needs
Recruitment and retention concerns with current staffing model
Increase in call volume over the past several years. In a 20-year change, call
volume increase by over 105% with no change in duty crew staffing
Nationally recognized standards consider minimal operation of the fire ground to
be 2 in/2 out (4 firefighters minimum). This is not considering the abundancy of
tasks that need to be completed on a standard residential structure fire (with no
victims)
Budgeting for recruitment of additional staffing
Department will again apply for the Federal SAFER Grant
9
10
1
City of
St. Anthony Village
2025 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 2025-2042Reconstruction of Kenzie Terrace
Hennepin County CIP
•Anticipated Construction 2031+
•City Cost Participation
•Regional Grant Solicitation Submitted
2024
1
2
2
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
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)
3
4
3
Future Central Park Improvements
Minor Drainage Improvements
•Storm sewer extended between
fields to drainage pond north of
football field
Basketball Court Improvements
•Repave and restripe existing court
surface
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
5
6
4
Pedestrian Safety Program
Sidewalks & Street Lights
1. Stinson Blvd
(37th Ave NE to St. Anthony Blvd)
Lighting Only
1. 33rd Ave NE
(Stinson Blvd to Highcrest Rd)
2. 37th 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
•29th Avenue / Silver Lake Road
•34th Avenue NE / Silver Lake Road
7
8
5
Traffic Safety Program
29th Avenue / Silver Lake Road
•Flashing Stop Signs to be installed
with 2025 Construction
Traffic Safety Program
34th Avenue / Silver Lake Road
•Pedestrian Refuge to be installed with
2025 Construction
9
10
6
Sanitary Sewer and
Water System Improvements
1. Well 3, 4 & 5 drawdown
transducer & integration
2. Well 4 & 5 Standby Power
3. Foss & Harding Lift Station
SCADA
4. Automated Iron Removal
Plant Backwash
5. Lead Service Inventory
Inventory/Reporting Completion August 30, 2024
Notice to Residents November 15, 2024
Letters to Residents
(individual to residents with galvanized or unknown service line)
Deadlines
Work Completd
GIS Database
Doorhangers
Lead Service Inventory
Non-Lead 1051
Galvanized 5
Lead 0
Unknown 1256
1306
Inventory Results
Self Reports Completed:
11
12
7
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
Improvements to Be Completed
in the Spring 2025
•Replacement of existing metal outlet
with reinforced concrete and
installation of new manhole for
future maintenance
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
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14
8
Underground Storage Tank Removal
- Former Bear Stop Filling Station (1988-2014)
Current Site Conditions:
•Three 10,000-gallon underground
tanks beneath canopy
•Assigned MPCA Leak Site in 2023
Next Steps:
•Preparation of plans and
specifications and solicit bids
from MPCA certified tank
removal contractors
Emerging Trends / “On the Radar”
1. MnDNR Groundwater
Appropriations
2. Fiber LAN Extension
3. EV & Autonomous Vehicles
4. Silver Lake Road Intersection
Control
1. St. Anthony Blvd
15
16
9
Emerging Trends / “On the Radar”
(cont’d)
6. Road Diet (County
Collaboration)
•Kenzie Terrace
•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
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1
St. Anthony Goal Setting
January 15, 2025
Median Household Income
1
2
2
Median Sale Price – Ramsey County
3rd to 4th
lowest of
Ramsey
County cities
5th highest of
Ramsey
County cities
City 2023 Population 2019 2024 Amount Pct. Rank
Columbia Heights 22,278 $1,466,682,000 $2,313,390,800 $846,708,800 57.73% 1
St. Anthony 9,970 $990,126,961 $1,481,993,805 $491,866,844 49.68% 2
Lauderdale 2,326 $203,504,300 $300,745,640 $97,241,340 47.78% 3
Vadnais Heights 12,632 $1,607,832,800 $2,370,934,374 $763,101,574 47.46% 4
Mounds View 12,782 $1,120,002,700 $1,633,664,518 $513,661,818 45.86% 5
New Brighton 22,228 $2,331,776,400 $3,360,806,388 $1,029,029,988 44.13% 6
Little Canada 10,297 $1,062,909,400 $1,526,012,784 $463,103,384 43.57% 7
Falcon Heights 4,984 $449,734,400 $638,577,502 $188,843,102 41.99% 8
Roseville 35,451 $4,740,536,700 $6,729,969,038 $1,989,432,338 41.97% 9
Arden Hills 9,461 $1,289,833,700 $1,792,464,617 $502,630,917 38.97% 10
Maplewood 39,958 $3,962,659,100 $5,493,620,218 $1,530,961,118 38.63% 11
Shoreview 26,374 $3,271,366,800 $4,475,740,920 $1,204,374,120 36.82% 12
Ramsey County 536,413 $51,609,139,200 $73,356,207,201 $21,747,068,001 42.14%
Source: G oogle; Counties of O rgin
Taxable Market Value Change 2019 - 2024
Taxable Market Value Change
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3
Change in Tax Capacity – City vs. County
Tax Capacity 2019 2024 Am ount Pct.
St. Anthony $10,814,085 $17,026,715 $6,212,630 57.45%
Ram sey County $636,919,503 $887,287,956 $250,368,453 39.31%
Year Change 2019 - 2024
City 2023 Population Per Capita Tax Capacity Per Capita
Roseville 35,451 189,839$ 1 87,937,590 2,481 1
Arden Hills 9,461 189,458$ 2 23,287,169 2,461 2
Vadnais Heights 12,632 187,693$ 3 29,686,761 2,350 3
Shoreview 26,374 169,703$ 4 53,766,996 2,039 4
New Brighton 22,228 151,197$ 5 39,887,330 1,794 6
St. Anthony 9,970 148,645$ 6 17,026,715 1,708 7
Little Canada 10,297 148,200$ 7 19,522,843 1,896 5
Maplewood 39,958 137,485$ 8 66,636,628 1,668 8
Lauderdale 2,326 129,297$ 9 3,609,074 1,552 10
Falcon Heights 4,984 128,126$ 10 6,980,550 1,401 11
Mounds View 12,782 127,810$ 11 20,371,513 1,594 9
Columbia Heights 22,278 103,842$ 12 24,050,197 1,080 12
Ramsey County 536,413 136,753$ 885,504,445 1,651
Tax Capacity RankMarket Value Rank
Market Value & Tax Capacity Per Capita
5
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4
•21% of debt issues retires in next 5 years and 79% of debt issues retires in next 10 years
Existing Debt
#Issue Name Issue Amount Call Date
Maturity
Date
Currently
Outstanding After
February 1, 2025
Payment
Final
Payment
1 2012A GO Bonds 9,495,000$ 2/1/2020 2/1/2028 495,000$ 2028
2 2014A GO Improvement Bonds 2,070,000$ 2/1/2020 2/1/2030 755,000$ 2030
3 2014B GO TIF Bonds 3,665,000$ 2/1/2023 2/1/2031 1,515,000$ 2031
4 2015A GO Improvement Bonds 2,580,000$ 2/1/2024 2/1/2031 1,105,000$ 2031
5 2015B GO TIF Bonds 4,310,000$ 2/1/2024 2/1/2031 1,820,000$ 2031
6 2016A GO Improvement Bonds 1,455,000$ 2/1/2026 2/1/2032 725,000$ 2032
7 2016B GO Tax Abatement Bonds 1,445,000$ 2/1/2024 2/1/2026 90,000$ 2026
8 2017A GO Bonds 5,310,000$ 2/1/2026 2/1/2033 1,630,000$ 2033
9 2018A GO Improvement Bonds 2,610,000$ 2/1/2026 2/1/2034 1,680,000$ 2034
10 2019A Tax Abatement and Refunding Bonds 2,480,000$ 2/1/2028 2/1/2035 1,170,000$ 2035
11 2020A GO Street Reconstruction 3,000,000$ 2/1/2029 2/1/2036 2,320,000$ 2036
12 2021 GO Improvement and Refunding Bonds 2,970,000$ 2/1/2030 2/1/2037 2,075,000$ 2037
13 2022 GO Improvement Bonds 2,385,000$ 2/1/2031 2/1/2038 2,085,000$ 2037
14 2024A GO Improvement Bonds 1,780,000$ 2/1/2033 2/1/2035 1,780,000$ 2038
45,555,000$ N/A N/A 19,245,000$ N/A
General Obligation Debt
TOTAL
•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%
2024A GO Improvement Bonds 10 2.97%
7
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5
A
Let’s Talk!
Q
&
9
Planning – On the Radar - 2025
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;; Identify and
organize options for Affordable Housing programming.
Immediate
2025 Legislative Issues - Non-exclusive residential density approaches to Affordable Housing (e.g.,
regional elimination of single-family zoning)
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
Examine potential re-use of industrial buildings for data center development and nature of changes
to industrial land uses
Immediate
Examine Industrial areas for increasing social/cultural/entertainment or Commercial Services uses. 0-2 years
General Topics
Hemp and Marijuana Regulation – Monitor State and County-level requirements and approaches;
Monitor Odor and Related evolution in local government regulations
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 Autonomous/Electric vehicles – changes foreseeable due to automobile storage and remote garage
storage; changes due to need for charging stations/Car-sharing.
0-2 years
Options for non-vehicular transportation and public systems – bike/pedestrian/Non-traditional
vehicles (golf carts, ATVs, etc.)
2-5 years
1
Mission:
To provide Metro-INET members
with high-quality IT support services
Vision:
Metro-INET is the best choice for
local government IT support services
in Minnesota.
Values:
Collaboration, Relevancy, Service
ௗ
Better Together!
Our Focus the Last 3 years
•Transform into an independent
entity(stand up HR, Finance)
•Increase Cyber Security
•Attract and retain top talent
•Improve sustainability of business
operations
•Provide excellent customer service
The future: Organizational Goals
Strategic Directions
1. Increasing value of services and efficiency through
standardization and automation
2. Develop long-range financial plans for service delivery and
membership costs
3. IT Staff Development
4. Board Development & Member Engagement ௗ
1
2
2
What do we see coming in the next 1-5 years?
Opportunities
•Partnering closer in the early planning stage of IT
projects leads to better results: secure,
supported & stable systems that are on time and
in budget
•Knowledge sharing and project sharing between
members on software and other IT needs
•Bring on additional members, and new revenue
What do we see coming in the next 1-5 years?
Challenges
•Diverse needs and requirements of our 33 members of various sizes
•Speed of IT change
•Increasing risks, from economy & workforce
•Increased in cyberattacks, and time it takes to respond to and recover (IT
staff time, but also member time & disruption to your business)
•IT Vendors: Increased and unpredictable cost. Lowered customer
service: Long delays in support, or no response, or incorrect information
or guidance ௗ
3
4
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 are dormant given recent PUD
consideration of a community center/mosque.
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 – 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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
4
Country HRAs; current
rental property owners
recent rental development. Further study in
process.
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
been in communication 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.
Added stop bar on westbound 29th Ave at Stinson
Blvd.
Implementation of solar-powered flashing stop
signs at 29th Ave/SLR in 2025.
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 &
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
7
trail improvements completed with County Rd D
Reconstruction.
4.
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,
Chelmsford 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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
8
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
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
City staff Completed in 2016.
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
9
while minimizing effects on other transportation system
uses and adjacent land uses
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.
Add a channel grinder in 2026
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
10
Harding Lift Station Pump Replacement/Rehab City of St. Anthony Public
Works Staff Scheduled for 2027
Lift Station SCADA System City of St. Anthony Public
Works Staff
Complete
Exploring automation of valves in the Water
Treatment Plant
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
City of St. Anthony Public
Works Staff Complete, ongoing
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
11
• Information available on City website
(http://www.ci.saint-anthony.mn.us/)
WTP and Well SCADA Systems City of St. Anthony Underway and nearing completion
Ground Storage Repair City of St. Anthony Complete 2017
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
Complete 2024
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
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
12
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 as part of upcoming
Active Transportation Planning
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 as part of upcoming
Active Transportation Planning
Reduce chemical use citywide by engaging with public
works and the school district in a conversation about best
practices.
City Staff City applies chemicals to parks and streets at
minimal levels to maintain safe surfaces. Staff
attends annual training and maintains
certifications
Encourage installation of renewable energy generation
capacity by re-evaluating and expanding existing city
ordinances related to solar.
City Staff Reviewed during SolSmart certification in 2019
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 City has adopted ordinances allowing for
chickens and bees to date
Create incentives and programming to increase tree
plantings on private lots and in public right of way.
City Staff
St. Anthony 2040 Comprehensive Plan Chapter 10: Implementation
13
Collaborate with the Parks Commission to create park/city
land management standards/practices that maximize
native landscaping and low-maintenance management.
City Staff Ecological Improvement Project by Hennepin
County will install native landscaping in Silver
Point and Central Parks in 2025
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
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
Climate Plan Action Notes
Share existing information on resources for reducing energy use in buildings, including the Inflation
Reduction Act’s Home Energy Rebates, free energy audits from power companies, etc. Ensure educational
resources and opportunities for home energy improvements are accessible to low-income residents.
Information/education sharing being planned as part of
Energy Action Plan strategies (Partners in Energy).
Consider developing an incentive 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 identified in the home audit. Examine providing low-income residents with financial support
in improving home efficiency if a home audit identifies significant issues.
Consider adopting a sustainable building policy for all new and remodeled construction projects.
Subsidize Home Energy Audit for residents who commit to investing in some form of energy efficiency in
their homes.
Discuss participating in the Partners in Energy Program and creating an Energy Action Plan. Energy Action Plan is being written and expected to be
ready for review by April 2025.
Address financial barriers for low-to-moderate-income residents by reducing or waiving permit submission
fees for solar panels.
Climate Plan Implementation Status
ENERGY - 2025
ENERGY - 2025
Each of the Climate Plan focus areas are listed below for Policy related actions/strategies to be led by Council & PEC. Notes regarding
any progress, current status, or other findings since the original Climate Plan publication at the end of 2023 are included. While any
of the actions below can have progress at any time in the coming years, Energy and Transportation have been marked for special
emphasis in 2025, and Waste and Water for 2026.
January 15-17, 2025
Saint Anthony Village Goal Setting
Climate Plan Action Notes
Partner with Minnesota Renewable Energy Society to build Community Solar Gardens on public property
(e.g. parking lot canopies) where qualifying households can apply for a subscription and save money on
their monthly electric bill
Determined to be unfeasible during Partners in Energy
Action Team meetings.
Explore solar panel installation on public facilities. Seek funding from utility providers and government
programs, and integrate implementation costs into the annual budget.
Received Solar on Public Buildings Department of
Commerce grant for Public Works and Water Treatment
Plant. Installations will be constructed 2025. Other city
facilities were determined to be poor candidates for rooftop
solar and did not have enough space for ground mounted
arrays.
Climate Plan Action Notes
Discuss incentivizing residents to use alternative modes of transportation by zoning for limited parking at
facilities and event spaces that have sufficient pedestrian infrastructure connecting to existing nearby
parking.
Develop a bike and pedestrian plan to develop specific goals and infrastructure opportunities and
participate in regional planning initiatives.
Applied for MnDOT Active Transportation Planning grant in
Nov 2024, will be notified about application result in
January 2025.
Consider adopting a policy on publicly-facing charging infrastructure. Determine the most effective
locations for EV charging stations at public facilities in SAV. Integrate predicted installation expenses into
the budget. Identify a vendor and develop an installation plan.
Consider adopting a policy encouraging or requiring new multi-use developments to install EV
infrastructure.
City Council held a worksession on 11/12/2024 and
discussed possible different types of EV charging ordinance
models.
Collaborate with Hennepin County on public transit planning, trends, and options for future services to
advance goals in this plan.
Engineering staff has been in contact with Hennepin County
for ongoing discussions about BRT line and Kenzie Terrace.
Collaborate with local schools and businesses to redesign drop-off and pick-up areas, and install signage to
encourage drivers to limit idling.
Climate Plan Action Notes
TRANSPORTATION - 2025
WATER - 2026
Water restrictions-enforcement and fees for non-compliance.This was discussed in 2024, reviewed using an enforcement
approach. Proposed non-compliance fees will be presented
to Council in 2025.
Add code language to specify that rain sensor is required on new watering systems and put in place a
mitigation plan/promotion to encourage existing 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.
Use of permeable surfaces in new developments and re-developments.
Incentive 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.Dsicussed in 2024. Pervious pavers are allowed, but will
count towards the impervious surface coverage of a
property and is not considered in itself a pervious surface to
expand otherwise impervious surface.
Consider establishing a revegetation fund to help residents pay to have dead trees removed and replaced
with more hardy species.
Use the city's RFP process to negotiate a reduced rate for homeowners who choose to use a single vendor
for tree removal.
Explored with engineering firm. City was advised not to take
this approach since it does not result in a reduced rate.
Climate Plan Action Notes
Monitor counties programs for feasibility of providing residents with curbside compost removal.Staff are currently having conversations with Ramsey and
Hennepin Counties about their programs. Next step is to
connect with Aspen to discuss rollout capabilities as part of
long-term planning.
Climate Plan Action Notes
WASTE - 2026
WASTE - 2026
Adopt ordinance that says community event organizers need to use recyclable and compostable products
and properly collect and dispose of waste. Additionally, 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).
The aforementioned policy regarding the food
scraps/organics drop-off is a Ramsey County (not city) policy
that the service is provided for household residential use.
Consider establishing a fund to reduce or eliminate the financial barriers of proper hazardous waste
disposal.
Collaborate with local businesses to determine feasibility and barriers associated with a single-use plastic
ban. Based on stakeholder feedback, establish an ordinance addressing single-use plastics.
Collaborate with property managers for multi-family housing units to provide compost removal facilities
for tenants to dispose of their waste.
Incentivize or look at policies to reduce waste from businesses (food service providers use compostables,
businesses do more to reduce use of plastic bags).
Adopt policy about building tear down needing to use proper disposal techniques to reduce the amount of
waste and reuse/recover material.
City Council Approved __________
St. Anthony Village Planning Commission
2025 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 2025
1. Update Zoning Districts and Regulations, where needed, to better address contemporary development
patterns and demand.
a. Review standards in R-1 Districts to maintain intended neighborhood character, and promote
existing residential reinvestment (Ongoing)
b. Rental Housing: Research Issues and Aspects; Examine options for regulations and review; Identify
and Refine Goals; (Ongoing)
c. Review and Research Light Industrial District Service and other Quasi-Commercial uses for
Discussion (for 2025).
d. Monitor Data Center development impacts and land use impacts for urban locations (for 2025).
e. Research and Review Lighting Regulations (for 2025).
f. Develop EV charging regulations for review and adoption (for 2025).
2. 2050 Comprehensive Plan – preliminary preparation tasks (for 2025 and Ongoing).
a. Identify possible redevelopment sites per 2040 Comprehensive Plan and developer inquiries, prep
materials for 2050 Comprehensive Plan analysis.
b. Monitor Met Council data and goal-setting.
c. Review and Respond to Met Council Local Systems Plan for 2050 Plan update.
3. Coordinate incorporation of Climate Action Plan Goals and Strategies into appropriate Ordinance regulations
(Ongoing, with Sustainability and other staff/departments).
4. Hemp/Cannabis Businesses (Ordinances Complete 2024)
a. Monitor State Office of Cannabis Management updates (for 2025).
b. Explore Odor regulation – monitor other municipal regulations (for 2025).
c. Review and Summarize License and Registration Applications in relation to existing local regulations
on retail and industrial regulations (Retail Licensees, Buffers, etc.). (for 2025)
5. Coordinate Code Updates as follow-up to American Legal System re-codification (Ongoing).
6. Others as Identified
Monitor Emerging Planning Issues and Address as Needed
City Council Approved __________
St. Anthony Village Parks and Environmental Commission
2025 Work Plan
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 2025, the Parks and Environmental Commission will focus on the following items:
Climate Plan
• Support Climate Plan implementation (2025: Energy & Transportation, 2026: Water & Waste)
o Xcel Energy Partners in Energy program’s Energy Action Plan will be completed in Q1/Q2
o Active Transportation Plan – involvement in AT Committee and planning process with MnDOT grant
• Continue education & outreach in conjunction with staff and community and regional organizations to promote
Climate Plan initiatives and sustainability
Parks
• Complete annual walk-though of all City parks
• Review annual Parks Capital Improvement Plan
• Central Park Trail improvements
• Continue conversations for future of park system based on needs, capacity, and usage which could include:
o Pickleball facility
o Dog park feasibility
General
• Attend Joint Meetings with the City Council and Planning Commission
• Continue collaboration with Citizens for Sustainability to enhance City green space, including with parks cleanup
and pollinator plantings
• Address emerging topics as needed
Prep Worksheet Name:
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?
Prep Worksheet Name:
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?
Prep Worksheet Name:
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?
Prep Worksheet Name:
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?
Prep Worksheet Name:
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?
1
COMMUNICATIONS Barb Tuominen,
Communications Coordinator
COMMUNICATIONS PURPOSE
Coordinate
City-wide
communications to
share our stories
and drive
community
outreach and
engagement.
Manage city website,
social media
channels and print
publications.
Provide consistent
messaging and
branding, with
timely distribution
of important info
using appropriate
city communications
platforms.
Support City Council,
City Manager, and
City Departments
with outreach and
communications.
Gather story ideas,
collaborate across
departments to
strengthen messages,
share upcoming
events, and highlight
city services.
1
2
2
COMMUNICATIONSOBJECTIVES
OBJECTIVE –Increase opportunities to engage
with community, promote City services,
educate residents, and build trust and
appreciation through use of the City website,
social media, and print publications.
COMMUNICATIONSCHANNELS
Website: savmn.com –primary source of City information, government transparency,
online services & activities, job opportunities and recruitment efforts
VillageNotes Quarterly Newsletter –in-depth articles that promote City news,
initiatives, services, activities and partner organizations
Social Media –Facebook, Instagram, YouTube, Linked In & X for timely sharing of news,
updates, and alerts; and the promotion of City services, project, events and initiatives
Notifications & Newsflashes –inform community members about project status,
public works activities, event info, crime alerts and more via subscriber email / text messages
Electronic Sign –City event announcements, meeting notices & alerts
Online News & Updates –translatable, accessible, searchable news & updates
Print Flyers, Postcards & Mailers –targeted outreach for City projects, community
input and engagement, and City notices
COMMUNICATIONS PLAN
Outlines responsibilities, key objectives and audiences.
Includes communication tools, channels and priorities;
and helps guide decision-making, content messaging
and appropriate communication channels.
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WEBSITE: SAVMN.COM
•Ongoing site re-organization and content updates to
build community awareness and improve onsite user experience
•Emphasis on messaging, branding, graphics, and consistency
•Working toward compliance with WCAG 2.1 (Website Content
Accessibility Guidelines) including use of online accessibility tools
•2025 Redesign to refresh site, improve visuals, simplify navigation
•TOP PAGES –Home, Jobs, News, Permits & Licenses, SAPD,
Garbage & Recycling, Wine & Spirits
A 2022 CivicPlus® survey found that 91% of residents who trust their
local government also reported satisfaction with their city’s online
services and communication. Building a positive civic experience starts
with an accessible, secure, user-friendly website.
2024 SNAPSHOT / savmn.com
100,538 Users, with over 1.3 million sessions with
256K engaged sessions, 37K users found us
organically and 3.7K via social media or a referral site.
ACCESSIBILITY: SAVMN.COM
•Working toward compliance with WCAG 2.1 (Website Content
Accessibility Guidelines) including use of new accessibility tools
•Deadline for compliance is April 2027 but does not preclude lawsuits
prior to deadline. Currently cities must show good faith efforts to
comply with accessibility laws and standards
•Web ADA Lawsuits are rising: 2,256 in 2019 to 4,605 in 2023 (41%
increase from 2022)
•Civic Plus® tools provide overview of accessibility compliance levels,
locate inaccessible elements such as links & images, and scans PDFs for
errors with remediation services
WCAG2.1defines how to make Web content more accessible to people with disabilities.
Accessibility involves a wide range of disabilities, including visual, auditory, physical, speech,
cognitive, language, learning, and neurological disabilities.
DIGITAL ACCESSIBILITY INCLUDES
Use of plain language, color contrast,
font sizes, headers, alt tags, mouse-less
operation, use of screen readers,
translation, audio transcripts, captions,
appropriate hyperlinks and more.
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VILLAGENOTES
QUARTERLY NEWSLETTER
•Ongoing enhancements including updated content, fresh layout, section
headers and icons, consistent branding and improved graphics
•Improved visual interest throughout newsletter including dynamic,
attention-getting home page and stay informed section
•Highlights City services, news, updates
and initiatives including 2-page
section for Sustainability efforts
Reaches every household and
business in Saint Anthony Village
quarterly: January, April, July, October.
•Share local news, events and initiatives, and provide
updates in real time
•Leverage platform for recruiting employees and volunteers
•Educate residents, region and state on events and
initiatives
•Humanize what we do (tell our stories)
•Build relationships with community
•Expand audience and visibility within and beyond
immediate community
SOCIAL MEDIA
70% of American adults* say they actively use
Facebook and 74% of those users visit the site
daily. Chances are a vast majority of our
community are active on social media making it an
important and convenient community engagement
channel.(Pew Research)
2024 SNAPSHOT / FACEBOOK
City increased reach by 27% with a total of 38K views;
SAPD had a reach of 153K; SAFD increased reach 135.8% to 7.1K;
Municipal Liquor increased reach by 7% with 4.8K views.
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•Includes publications, brochures, flyers, posters,
postcards and mailings
•Provides targeted outreach to specific audiences,
community members, residents and businesses
•Educates community on specific areas of interest
including City services, plans, notifications and
public relations
PRINT
COMMUNICATIONS 2025
OBJECTIVES
•Communicate transparently and effectively
•Foster and encourage civic engagement and input
•Identify and reach new audiences and demographics in community
> Seniors
> English second-language speakers
> New residents & business
•Grow subscribers for notifications to receive timely information
•Increase use of video and graphic elements to share information and tell stories
•Share Council priorities and decisions
•Enhance social media with focused coverage of topics around sustainability,
code guidelines, city services, City government
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COUNCIL FEEDBACK
TO CONSIDER
•What are the Council’s priorities for communication in 2025 and beyond?
•How can City Communications support Council’s community engagement efforts?
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Communications Accomplishments 2024
1st Quarter: January - March 1. News Flash Items Posted and Sent: 37
2. Educated residents on exploration of Contract Services for City of
Falcon Heights
3. Water Service Line Inventory Project Communications Implemented:
mailing, newsletter article, newsflash, updated webpage and upload
form
4. New Electronic Sign Installed
5. Promotion of Special Events: Cardboard Recycling, Cops v Kids
Basketball
2nd Quarter: April - June 1. News Flash Items Posted/Sent: 43
2. Continued WSL communications including postcard and series of
videos
3. Drinking water issue updates and posting
4. Photo Contest Announced
5. Launched Online (E-News) News & Updates
6. Promotion of Special Events: Community Engagement, Clean-Up Day
3rd Quarter: July - September 1. News Flash Items Posted/Sent: 26
2. Create Night to Unite Party Map
3. Fire Dept. Open House
4. Election Updates, Locations, News
5. SAPD Projects: Coffee with Chief, Recruitment campaign
6. Re-organization of Website for better navigation and usability
7. Promotion of Special Events: Night to Unite, Fire Dept. Open House,
Salo Park Concert Series, Candidate Forum
4th Quarter: October - December 1. News Flash Items Posted/Sent: 26
2. Organized 2nd Annual Name our Snowplow Event
3. Winner of Sights of St. Anthony Photo Contest Announced
4. Re-Design of savmn.com begun
5. Implemented branding and new social media strategy for Municipal
Liquor
6. Began digital accessibility project for WCAG 2.1 (Web Content
Accessibility Guidelines)
7. PD Drone Program Initiative
8. Promotion of December Events: Santa on Fire Truck, Santa at Liquor
Store, CPKC Holiday Train
Social Media Recap 2024
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.
January 1, 2024 – December 31, 2024
Facebook Number Of Posts Reach Engagement Percent
January 2024 18 8598 945 11%
Feb. 2024 11 5067 705 14%
March 2024 11 6253 468 7.5%
April 2024 19 7409 526 7%
May 2024 20 6932 4033 59%
June 2024 17 9014 1068 12%
July 2024 14 3903 290 7.5%
August 2024 14 4227 483 11%
September 2024 11 3085 342 11%
October 2024 14 5052 523 10.5%
November 2024 10 2846 299 10%
December 2024 19 9833 875 9%
TOTAL 178 72,219 10,557 14.5% AVERAGE
TOP POSTS / By Reach:
1. St. Anthony is a Great Place to Work, March 12: Reached 3.9K
2. Warming Houses & Rinks are Closed, Jan. 26: Reached 2.4K
3. SAFD Taps Mattie Jaros, Deputy Chief, May 2: Reached 2K
4. City Council Hold Joint Workshop, Feb. 5: Reached 1.9K
5. Snowplows are Out, Dec. 19: Reached 1.6K
Total Views: 38.1K;
Reach: 13.6K (up 27%);
Visits: 10.6K (up 51%);
Interactions: 2.2K (up 17.8%)
Website Analytics 2024
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 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 originate – organic, social, email, and other channels or referrals.
January 1, 2024 – December 31, 2024
Number of Users & Sessions Users: 100,538; New Users: 98,723
Total Sessions Total Events: 1.3M; Event Count per User: 12.53
EXAMPLES:
1. mid-June during water issue – expected event count was 23K; actual event count
was 58K as users were seeking information
2. December 8 – 14 during busy holiday season sessions increased to 36K; typical
is about 21K
Average Session Duration 55 seconds
New & Returning Users Total: 100,538, Returning Users: 12,663
Engagement Rate Engaged Sessions: 256K; Avg Engagement Time: 55 seconds
Top Landing Pages Jobs, Home Page, NewsFlash, Permits & Licenses, Wine & Spirits, SAPD, Garbage
& Recycling
Traffic Sources Direct & Organic Search: 96.5K; Social: 1.5K, Referrals (thru other online sources,
not google): 2.3K; Unassigned: 214
First Time User Traffic Sources Direct: 58K; Organic Search: 37K; Social: 1.4K; Referral: 2.3K
MEMORANDUM
To: Mayor Webster and St. Anthony Village City Council
St. Anthony Village Planning Commission
Charlie Yunker, City Manager
From: Stephen Grittman, City Planner
Ashley Morello, Assistant City Manager
Date: Goal Setting – January 17, 2025
BACKGROUND
The following is the memo provided at the December 17, 2024 City Council and Planning joint
work session. At this meeting, an interested developer described their concept for the City
property at 3803 Stinson Boulevard. During this meeting, the Council and Planning Commission
expressed an interest in housing for the site, with varying priorities and perspectives. For the
purposes of the goal setting discussion, Council should solidify their vision for the site and
identify whether they intend to continue conversations with the interested developer.
In addition to context of the proposal, the following sections further outline previous priorities
identified by the City Council, previous concepts that were not supported by the City Council,
and key land use characteristics of the 0.95-acre site.
PROJECT DESCRIPTION
The presenters, represented by Vishal Dutt, are exploring the potential acquisition and
development of the City’s property at 3803 Stinson Boulevard. The purpose of the upcoming
Worksession is to identify any City official comment related to the applicant’s land use
proposal, toward the ultimate goal of a more formal land use application and land conveyance.
The presenters have provided a preliminary sketch of a development concept site plan,
including 16 row-house style townhouses, with a single private drive entrance from 39th Street
NE. The concept envisions a mix of 2 and 3 bedroom units, all of which are envisioned to be
two stories in height.
In prior discussions for this site, the City has largely discussed residential uses of a modest
density, focusing on context of the neighborhood and avoiding large massive building(s) that
would potentially be inconsistent with the single-level townhouse development to the north of
39th Street. In the past, the City has discouraged very large and dense concept proposals under
this rationale.
December 17, 2024
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In addition (or in alternative) to residential use on the subject property, some interest has been
expressed in public or green space, and some interest in retaining commercial uses for the
property. It is staff’s impression that these were not the majority consensus.
Finally, the property is undergoing site clean-up and monitoring in a series of work projects.
Eventual redevelopment of the site is presumed to be required to comply with all
environmental regulations, although there are still steps to take to achieve a clear site.
WORKSESSION DISCUSSION
For the purposes of this discussion, the presenters and staff are seeking comment related to
the general land use and scope of the project. Because this project is in its earliest stages, there
are design or project-level details to be worked out as a part of a future application. This site is
zoned Planned Unit Development as a part of the Silver Lake Village PUD district, and as such,
public hearings before the Planning Commission and review by the Council of various stages of
the project will be presented for future consideration, if the development team decides to
move forward with the project.
As a general guide for discussion, staff would pose the following questions. Others may arise
for discussion from the Commissioners and Councilmembers at the meeting, as well as from the
development team:
1. How does the general land use comply with the City’s expectations? (In this regard, the
land use would qualify as medium density residential, with a development density of
just under 17 units per acre).
2. The concept site plan shows relatively tight setbacks on the property from all sides,
including from the adjoining streets, among other considerations. Are there specific
elements of the site plan that would be problematic when considering approval of a
plan this general configuration?
3. The concept plan envisions two-story buildings, with a mix of 2-3 bedroom units, and
tuck-under garages. How does the proposed project’s building massing fit with the
City’s vision for this parcel?
4. How critical to City approval would affordability of the units be?
5. What aspects of the proposal are most attractive to the City?
6. How could the project be modified from the current site concept to improve chances of
the City’s zoning approval?
As noted above, there are likely to be other questions that may benefit the presenters as they
consider whether to proceed with further planning. The Worksession discussion does not
include negotiations over the purchase price that the City and/or development team may seek.
Those discussions would occur on a separate track, independent of the City’s land use process.
2025 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 …………………………………………………………………
CORE VALUES
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
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
GREENSTEP CITIES
• Continue program
involvement and Gold
Leaf participation
WATER SERVICE
LINE INVENTORY
• Complete by Oct ‘24
AFFORDABLE
HOUSING
• Preserve naturally
occurring affordable
housing (NOAH)
• Advocate for residents
facing rent pressure
SENIOR SERVICES
• Clarify community partner
roles to support services
for seniors
PEDESTRIAN & BIKE-
FRIENDLY ROUTES
• Begin Drafting Active
Transportation Plan
ENGAGE BUSINESSES
• Partner with Chamber
of Commerce to build
relationships with
businesses
CITY COUNCIL
ENGAGEMENT
• Foster a culture of
open dialogue with
residents through
Coffee with the
Council, community
events and partner
organizations
PUBLIC SAFETY
ENGAGEMENT
• Continue priority of
community relations
through interactions
at Night to Unite,
Coffee with the Chief,
and community events
SISTER CITIES
PROGRAM
• Use program to help
advance city goals
UPDATE POLICE
DEPARTMENT
STRATEGIC PLAN
• Engage new department
leadership in updating
the plan with particular
emphasis on:
- Recruitment
- Leadership training
- Community
relations
CANNABIS
• Draft appropriate city
regulations
• Consider city-operated
dispensary
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 ‘24
CITY FACILITIES
• Continue discussions
on future facility needs
• Discuss funding as it
relates to overall city
capital planning
STREET & UTILITY
PROJECTS
• Integrate partner
projects with city
contribution
STAFFING
• Address challenges with
recruitment of new staff
members
Trust | Service | Inclusion
DRAFT