Minnetonka City Council — Transcript
Monday, May 12, 2025
Recreation Facilities Study Revisit
2026 Budget Kickoff and Financial Management Plan
Public Safety Master Plan Update and Strategy for 2026
Challenges and Opportunities in City Operations
Community and Business Survey Results
Votes (2)
Recreation Facilities Study Revisit and Council Support Confirmation
The session served as a refresher on the recreation facilities study and preferred options discussed a year ago for Glen Lake Activity Center, the Community Center, Williston Fitness Center, and The Marsh. Staff sought confirmation of council's continued support for these options or any desired changes. The council generally reaffirmed previous directions: demolition for Glen Lake (to accommodate a skate park), renovation for the Community Center, and some form of investment in The Marsh and Williston. However, there was significant debate and concern over funding mechanisms and the current economic climate, with some members advocating for more austere approaches, particularly for The Marsh (leaning towards Option 1 - deferred maintenance/interior refresh over Option 2 - full renovation/program expansion) and Williston (minimal improvements, with some questioning its long-term viability as a premier facility). The Mayor emphasized austerity and a long-term, expansive view for Williston, suggesting potential future rebuilding rather than continuous renovation.
2026 Budget Kickoff: Financial Strategy and Public Safety Master Plan Update
The session initiated the 2026 budget process by reviewing the city's financial outlook, including its strong AAA bond rating and healthy fund balances, and the strategic goal of expanding revenue sources. Darren Nelson presented preliminary 2026 levy projections, highlighting the impact of ongoing operational costs (personnel, benefits), capital transfers, and new state mandates like Minnesota Paid Leave. Both Police Chief Scott Barbin and Fire Chief Kevin Fox provided updates on the Public Safety Master Plan. They jointly decided to pause requests for additional personnel in 2026 to strategically analyze data, leverage technology (e.g., Axon suite, drones), and enhance mental health response collaboratively, rather than increasing staffing simply for the sake of numbers. Council members expressed appreciation for the chiefs' thoughtful, innovative, and collaborative approach to managing public safety needs within fiscal constraints.
Notable Quotes (11)
at the end of this, we just want to make sure that you're still in support of the preferred options that we discussed last year or if you have any changes to those options.
yes, I think it gives you more opportunities to once you know membership options, program options, I think it would obviously large ticket item, but um when when you think about operating after it gives you more options and flexibility.
I think the marsh we're at a point where, you know, it's going to need significant investment and we either have to find, you know, determine how we're going to pay for it, whether it's $7 million or $30 million. It's probably going to be either sales tax, if that's ever an option, or bonding.
unless we um identify a funding source, I'm not sure I'm still on board with with option two... So, I guess I would I would lean more towards option one but agree to option two if we could find if we could work out funding.
I think we are entering a period where we are going to need to focus on austerity to the degree possible... the Glen Lake, I mean, the Glen Lake um community uh center um you know, the the lowcost option is is is that demolition and over time that that makes sense.
We could make all sorts of improvements to Williston and it would never be a great community center. It would be an adequate community center for Minnetonka. And so, we have to kind of think through what we want.
this is the beginning of long-term planning. So, that's how I'd like to tee it up is thinking about long-term planning as it relates to these facilities because there's a lot of dollars on the table.
We like to try to moderate things. Um that is kind of been a goal of ours and we try to stay true to that.
We do recognize the budget impact uh of staffing increases and the various competing priorities we all have. And each year we review our staffing study to see is this absolutely necessary because sometimes um you know it's it's nice to add staff but they come at significant cost.
We really want to take the time and be cognizant about how we're adding our personnel and how it's affecting those response times as well. So, we thought taking kind of a year off in 2026 with adding personnel is going to give us a little bit of time to kind of put some of these puzzle pieces into place and then see how the data plays out.
I always want to make sure that our fire and police have what they need. So, I mean, if something changes, um, you know, we can't we can't make the levy go up after we approve the preliminary in September, but let's make sure that we build in what we need to build in.
Ordinances & Resolutions (15)
A study conducted from Fall 2023 to Spring 2024 covering Glen Activity Center, the community center, Williston, and The Marsh, including community engagement, facility assessments, space needs, recommendations, and cost estimates.
The budget process framework for the upcoming fiscal year, referenced in the context of previous discussions and funding allocations.
The city's plan for capital expenditures, where funding for the Glen Lake skate park project (including demolition) is set aside for 2026.
Presentations related to budget and facilities, specifically mentioning the public works presentation being inadvertently omitted from the packet.
A long-term strategy for public safety, now in its third year of implementation, guiding staffing, technology, and facility needs for police and fire departments.
Survey findings distributed in the meeting packet, providing resident and business feedback on city services, priorities, and property taxes, to be considered for the 2026 budget.
A comprehensive long-term financial planning document used by staff to forecast revenues, expenditures, and levy impacts for future years.
A dashboard developed by Sarissa, Senior Management Coordinator, detailing grants by status, department, revenue source, and alignment with the city's strategic plan.
A metric used by Moody's credit rating agency to assess the city's financial strength, aiming to maintain a 'very strong' rating for AAA bond status.
A presentation given to the council in April concerning the fire department's operational goals and facility needs.
The city's plan for addressing climate change, managed by a single sustainability coordinator, facing challenges due to the loss of GreenCorps support.
Enterprise Resource Planning and Human Capital Management systems, identified as areas requiring future investment.
A state legislative act going into effect January 1st, potentially impacting the city's budget by approximately $132,000 for employee/employer contributions.
A 10-year agreement for a consolidated software system for the police department, including records management and cameras, transitioning from capital to operational funding in 2026.
A study reviewed annually by the police department to determine the absolute necessity of staffing increases, considering salary, benefits, and training costs.