## G\TY 0^ ## CITY OF SAINT PETER, MINNESOTA ## AGENDA AND NOTICE OF MEETING City Council Workshop Session of Monday, April 20, 2026 - 5:30 p.m. ## Community Center - Governor's Room (600 South Fifth Street) ## I. CALL TO ORDER ## II. DISCUSSION a. Mosquito Control Discussion - p. 2-6 b. Miller Homes Proposal - p. 7-10 c. Quarterly Financial Model Review - p. 11-12 ## ADJOURNMENT ## **Note Location Change** ## Governor's Room ## Todd Prafke ## City Administrator ## Memorandum ## TO: Todd Prafke DATE: 4/17/2026 ## City Administrator ## FROM: Pete Moulton ## Director of Public Works ## RE: ## Mosquito Control ## A ## CTION/RECOMMENDATION ## N one needed. For your information and discussion only. ## BA ## CKGROUND During our meetings with community associations there have been concerns raised as to the City’s policy on mosquito spraying. Last year we had a high amount of rainfall, and it seems a higher amount of mosquito complaints. The main concern we heard was that during games and practices at times the mosquitoes were out of control, making it impossible to enjoy the recreational opportunities the parks offer. ## A reas of Concern: 1)Mosquitos propose a public health risk – mosquitos carry diseases like West Nile and a concentrated effort helps reduce the risks. 2)Quality of life is minimized – players and coaches have concerns that an over population of insects will reduce the enjoyment. 3)Spectators impacted – if the bugs are out, the spectators stay home. Fans don’t want to continually be bitten by mosquitoes . ## I n October of 2020 the Parks & Recreation Advisory Board recommended an Integrated Pest Management Plan (IPM) that included mosquito controls. Our goal is for you to review the IPM, discuss our involvement, and be in a position to approve this plan or one that is acceptable to the Council. ## P lease feel free to contact me if you have any questions or concerns. ## PM 2 ## City of Saint Peter Integrated Pest Management (IPM) P lan ## I ntegrated Pest Management (IPM) is a pest management plan that focuses on long-term prevention or suppression of “pest” issues with minimum impact on human health, the environment and non-target organisms. In most cases, an IPM is directed at controlling pests that have an economic impact on city facilities, parks, athletic fields and our customers. ## For the purpose of our plan pests are identified as: weeds, rodents, insects and fungus. ## M anagement Strategies Management strategies and pest management techniques include: 1.Promoting natural occurring biological control. 2.Cultural practices that include cultivating, pruning, fertilizing and general maintenance. 3.Changing the habitat within the area to make it incompatible with pest development. ## Thr ee principles of IPM used in designing a specific program are: ## 1.K now your pests. 2. Have a BMP in place for parks. (Best Management Practices) 3. Continual surveying and observation of park areas. ## S etting Thresholds. Before any pest control action is taken, the IPM approach considers if the pest has exceeded a predetermined threshold. The point at which the pest population or environmental condition indicate that pest control action should be taken. Meaning, finding a single pest or even very low numbers of pests does not always result in taking action. Conversely, some pests may be below the threshold while others are above it. Keep in mind that some pests are seasonally specific, as well as weather-related. ## T urf ## G eneral Parks ## G oal: To develop and implement environmentally sound, IPM for the use of green space in our parks system. We plan to minimize cost with providing a safe environment. ## S taff recommends a threshold of 25% for broadleaf and a 25% grassy weeds in general parks or green spaces. ## 1)W hen it has been determined that this percentage has been reached. The appropriat e pos t emergent or pre-emergent herbicide may be applied. 2)Selection of the appropriate herbicide of choice will be determined by trained staff after evaluating the site, the hazard rating of the product and the specific location. 3 3)Posting of the park site to be treated will occur prior to application and if this park includes a recreation center or building facility, posting of a sign must occur at t he ent rance. ## Competitive Athletic Fields ## G oal: To develop and implement environmentally sound, IPM for the use of competitive athletic fields within our parks system. We plan to minimize cost with providing a safe environment. ## S taff recognizes the need to develop and use strategies that effectively manage turf pests on athletic fields and to manage those pests in an environmentally sound manner. We also plan to maintain the athletic fields so that park users have a safe and stable site for a high level of athletic activities. ## Dif ficulty of maintaining multi-use fields and the intensity of their use are impacted by turf recovery time and a lack of down time will affect the quality of turf. Currently, due to compaction from over use, many of our athletic fields have a high population of clover, dandelions, spurge and annual grassy weeds. The approach to reducing these populations of pests will take multiple years and persistency. Staff will develop a multi-year plan for reduction. ## M ajor facilities like Community Spirit Park (CSP), Jefferson and Veteran Memorial Park a threshold range of either 20 % for broadleaf and a 20% grassy weeds triggers the threshold activity. Once this threshold has been reached, appropriate management practices are implemented. Heavy use on competitive fields requires fertilizing more frequently in these areas. This will assist in the turfs ability to rebound from the stress of repetitive foot traffic. ## R odents ## B y eliminating rodents, parks will remain healthy for our citizens. Rats, mice, gophers and voles are some of the more common rodents in our community. Trapping with mechanical traps is the most practical means of eradicating rodents but do cause a variety of other public issues. The action point for rodents is visual observation or traces within our parks. ## 1)W hen it has been determined that rodents are present staff will implement t he appr opriate eradication processes . ## 2)S election of the appropriate mechanical traps will be placed and flagged for public notice. If this method is unsuccessful staff will proceed to Step #3. 3)Selection of the appropriate rodenticides pellet and or liquid form will be determined by trained staff after evaluating the site, the hazard rating of the product and the specific location. 4)Posting of the park site to be treated will occur prior to application and if this park includes a recreation center or building, posting of a sign will occur at the entrance. ## M osquitoes ## G oal: To develop and implement environmentally sound, IPM for control of mosquitos within the corporate boundaries of the City of Saint Peter. We plan to minimize cost with providing a safe environment. 4 Staff aims to provide and maintain a safe and hospitable environment for the community and recognizes the need to develop and use strategies that effectively manage mosquito populations in an environmentally sound manner. To this effect, the threshold for implementing the BMP strategies will be implemented based on City Council authorization and policy. A guiding principal is Minnesota Statutes 2019 18G14 ## Mosquito Abatement, Minnesota Department of Agriculture Category L Mosquito Pesticide Applicator Training Manual and National Pesticide Applicator Certification core manual. ## 1)D etermination of breeding sites for mosquitoes within corporate limits 2)Determination of types of mosquitoes 3)Surveillance of mosquito populations 4)Control of mosquito populations based on the thresholds a.Citizen complaints using the following pest management options i. Cultura l ii.E conomical iii.Physical/Environmental modification iv.Chemical 1.Larvicides (primary control) 2.Adulticides (secondary control) ## S election of the appropriate chemical will be determined by trained staff using the appropriate IPM strategy. Notice of the use of chemicals will be completed to impacted areas in a timely manner using the appropriate media. 5)Monitor mosquito population ## I nsects ## U rban Forest ## G oal: To develop and implement environmentally sound, IPM for control of insects within the corporate boundaries of the City of Saint Peter. We plan to minimize cost with providing a safe environment. Staff plans to maintain a safe and hospitable environment for the citizens of the community and recognize the need to develop and use strategies that effectively manage tree diseases in an environmentally sound manner. To this effect, strategies will be implemented based on ANSI A300 Integrated Pest Management Standard (Part 10) and the Best Management Practices booklet Integrated Pest Management, 2 nd Edition. ## T ree Injection ## W ithin the City, tree injection is a disease/pest management option that can be utilized with other IPM management tools and considerations. The threshold would be visual observation and/or notifications from a state agency. 5 An example of how tree injection is being utilized within the City as part of an IPM strategy, is for controlling Emerald Ash Borer (EAB). Please refer to the EAB management plan 2018 and EAB ## methodology document, The Management of Ash Trees Utilizing Geographical Information Systems (GIS) to Mitigate Emerald Ash Borer (EAB) within the corporate limits of the City of Saint Peter. ## For all tree injections, the selection of the appropriate chemical will be determined by trained staff using the appropriate IPM strategy. Notice of the use of chemicals to impacted areas will be completed in a timely manner using the appropriate media. ## Tr ## ee Stump Removal ## Tr ee stump removal using mechanical, physical or environmental modification is not always feasible or practical within the community. The current policy is to physically remove the stump by grinding, this is not always the case and at times based on an IPM, the application of a chemical to the stump is appropriate. The selection of the appropriate chemical will be determined by trained staff using the IPM strategy. Notice of the use of chemicals to impacted areas will be completed in a timely manner using the appropriate media. ## R eviewed by the Saint Peter Parks and Recreation Advisory Board September 21, 2020 Adopted by the Saint Peter Parks and Recreation Advisory Board October 19, 2020 6 ## Memorandum ## TO: Todd Prafke DATE: 4/17/2026 ## City Administrator ## FROM: Ben Baker ## Community Development Director RE: Miller Real Estate Proposal for Lots & New Homes Along Cullen Street ## A ## CTION/RECOMMENDATION ## R eview of a proposal from Miller Real Estate. No action required. ## BA ## CKGROUND ## M iller Homes / Miller Real Estate (Miller) has been constructing and selling new homes in Saint Peter over the last several years within the WELCO West and Traverse Green Subdivisions. More recently, the City of Saint Peter (City) has partnered with Miller on three (3) projects in Traverse ## Green: ## 1.T raverse Green – Phase I & II. In an effort to initiate momentum in a stagnant development, the City partnered with Miller to construct four (4) new homes by providing the following incentives: •$50, 000/home x 4 homes = $200,000. Money paid back to City at closing. •Building permit fees were allowed to be deferred to closing (~$6,000). •Lot fee was allowed to be deferred until closing (~$40,000). The i nitiatives have proven to be a very successful catalyst for new home construction (44 units built in 3-years, compared to 25-units in the first 7-years). Currently, there are only three (3) l ots remaining, all of which are reserved for construction in the near future. 2.Traverse Green – Phase III. Due to a lack of new single-family home lots throughout the community, the City and Miller partnered together to develop Traverse Green Subd. No. 3 (Cullen Street Project), a 42-lot residential subdivision. Miller Homes was allotted 26 lots and the City was responsible for advertising and selling 16 lots. ## A lthough Miller Homes is only responsible for constructing 3 homes per year according to the Development Agreement, Miller has already constructed, or are in the process of constructing, nine (9) new homes along Cullen Street. ## O riginally, it was anticipated that there would be more demand for larger custom home lots, in which individuals could choose their own home plan and builder. However, to date, the City of Saint Peter has only sold one (1) of their custom home lots along Cullen Street. Over the past year, the City has used different marketing strategies including a “land rush” 7 event, a television story, a newspaper article, multiple social media announcements, website updates, indoor advertisement signs, and an on-site development sign. Although the City has made a valiant effort to market the lots, there have only been a few inquiries received and no successful results. ## 3.T raverse Green – North. A few years ago, the City worked with Saint Peter Land/Investors on a land-swap deal, to avoid a high amount of density within Traverse Green - North. Following the agreement, Saint Peter Land/Investors focused their construction efforts on Klein Street, and in turn they sold their twelve (12) twin-home lots to Miller. Miller has since constructed, or are in the process of constructing, six (6) twin-homes along Clark Street. ## B elow is a table that shows new home/unit development in Traverse Green over 4¼ years. MILLER HOMES in Traverse Green 2022 2023 2024 2025 2026 TOTAL ## MILLER - TG I & II 4 10 5 2 21 ## MILLER - TG NORTH (CLARK ST) 2 2 2 6 ## MILLER - TG III (CULLEN ST) 4 5 9 ## MILLER - TG HOMES TOTAL 0 4 12 11 9 36 ## TRAVERSE GREEN DEV TOTAL 2 6 19 19 9 55 ## P ## roposal for Miller Real Estate Since the City of Saint Peter has struggled to gain any momentum on selling their larger, higher- end home lots along Cullen Street, the City reached out to Miller to see if they would be interested in furthering the existing partnership. Miller agreed, and submitted a proposal summarized as follows: •List all of the lots within Traverse Green – Phase III (Cullen Street) on the MLS •List 6-8 vacant lots at time •List 6-8 to-be-built plans at a time •Construction of a higher-end home(s) approved by City ($425,000 - $515,000) oCity would provide Miller with $100,000 per home in catalyst money, up to 2 homes oCatalyst money would be repaid to City at closing •Listing Details o4% full-service commission o3% full-service commission if Miller represents both sides oNo admin or broker fees oListings on MLS, Realtor.com, and Zillow.com oIndividuals and other home builders are allowed to purchase lots and build homes oOne-year listing contract The goal for your discussion is to give members opportunity to revisit the partnership and discuss a potential expansion on the type of housing that is made available on Cullen Street and within the community. Additionally, we hope to help members explore opportunities to expand our real estate reach to advance additional sales of lots to private parties or other developers. The goal is for additional sales and expanding the housing stock availability. ## P lease feel free to contact me should you have any questions or concerns on this agenda item. ## BB 8 ## Miller Real Estate & Miller Homes Cullen Street Proposal ## Revised Proposal 4/14/26 ## Vacant Lot Listings List 6-8 vacant lots as open builder Strategically list over a period of time We recommend listing the lots with the commission cost on top of the current advertised sales prices *We would like to start listing vacant lots as soon as the City approves the listing contract* ## To-Be-Builts List 6-8 pre-approved plans on selected lots as To-Be-Builts to gauge buyer interest Upgraded floor plans & finishes in the $425,000 - $515,000 price range Building will not start until a buyer is under contract, or there is enough interest to justify the build ## Custom Spec Build Custom plan and finishes to be approved by Miller Homes and the City of St Peter Plan to start one custom spec build in the $425,000 - $515,000 price range within 3-6 months (start planning right away). The City of St. Peter would contribute $100k per home, up to 2 custom homes (in the $450k price range). When the new homeowner closes on the lot/home, the City would get repaid its $100k back per home. ## Miller Real Estate Listing Details ## 4% Full Service Commission Out of the 4%, a 2% buyer broker compensation will be offered to buyers' agents Commission will be lowered to 3% if Miller Real Estate represents both sides of the transaction No administration or broker fees Listings will go on the MLS, Realtor.com & Zillow.com We would ask that all lots be under contract to sell through Miller Real Estate with an exclusive right to sell One year listing contract with provisions to extend or cancel In general, we think this plan would gain interest in the lots as well as some higher end homes. We are open to discuss and/or modify the details. 9 x 3 x 2 x 2 ## 59 Lots Built ## (63 Units Built) SOLD – Habitat for Humanity (1) ## UNDER CONST – Miller Homes (0) ## UNDER CONST – SWMHP (0) Total Lots – 65 (69 Units) ## RESERVED – Miller Homes (3) ## RESERVED – SWMHP (2) ## UNDER CONST – Habitat (1) ## (6 Vacant Lots All Reserved ## for Future Home Construction) 25 Units Constructed from 2016 – 2022 (7 Years) 40 Units Constructed from 2023 – 2025 (3 Years) 10 ## Memorandum ## TO: Honorable Mayor Nowell DATE: 4/17/2026 ## Members of the City Council ## FROM: Todd Prafke ## City Administrator ## RE: Quarterly Financial Model Review ## A ## CTION/RECOMMENDATION ## R eview and provide input on the attached Quarterly Financial Model. ## BA ## CKGROUND As part of your regular process, the City Council receives reports on all expenditures, and all disbursements are approved by the Council at your regular meetings. You also receive a report showing expenditures charged to each major fund. Beginning January 1, this information has been presented in a slightly different format as part of a best-practices initiative. ## I n addition, a few Councilmembers have requested quarterly financial reporting. This reporting will include a comparative budget analysis for the General Fund and the five major enterprise funds: Water, Wastewater, Electric, Stormwater, and Environmental Services. Our process will be to send quarterly reports directly to Councilmembers and Department Heads and ask that you contact Perry or myself if you have questions. It is NOT our intent to add separate agenda items at Council Meetings or Workshops specifically for this discussion. With this added reporting, we do not anticipate any substantive changes to your overall budget process—either the annual General Fund budget or the two-year budget cycle for enterprise funds. Enterprise funds will continue to be reported on a single-year basis rather than a combined two-year format. ## A ttached to this memo is a sample model of what we intend to provide to the Council for the General Fund. Our goal for the workshop is not to review the numbers included in the sample report, but rather to review the model itself. We want your feedback on whether the format meets your needs and provides the additional information you are seeking to assist in monitoring the financial status of each individual fund. ## P lease feel free to contact me or Perry with any questions or concerns. ## TP/ks 11 ## GENERAL FUNDYear Elapsed 25% 2026 ## BUDGET March 31, 2026 ## YTD % Budget ## YTD ## REVENUES ## TAXES2,772,624$ 56,993$ 2.1% ## OTHER TAXES40,400 6,693 16.6% ## LICENSES & PERMITS331,895 67,165 20.2% ## STATE AID/GRANTS3,873,715 13,816 0.4% ## FEES80,430 34,638 43.1% ## POLICE & FIRE207,400 67,489 32.5% ## STREETS CHARGES38,000 3,105 8.2% ## HOUSING PAYROLL- 22,097 0.0% ## RECREATION324,500 18,505 5.7% ## FINES & PENALTIES35,575 3,997 11.2% ## MISCELLANEOUS38,050 24,928 65.5% ## INTEREST INCOME158,450 38,693 24.4% ## RENTAL INCOME48,000 - 0.0% ## DONATIONS & REFUNDS136,845 24,936 18.2% ## FIXED ASSET DISPOSA- 4,817 0.0% ## TRANSFER1,950,799 - 0.0% ## FINANCING PROCEEDS- - 0.0% ## TOTAL REVENUES10,036,683$ 387,871$ 3.9% ## EXPENDITURES ## MAYOR & COUNCIL94,212 17,465 18.5% ## CITY ADMINISTRATION358,774 78,703 21.9% ## CITY CLERK98,471 19,164 19.5% ## ELECTIONS35,642 1 0.0% ## FINANCE387,227 49,602 12.8% ## LEGAL SERVICES165,000 35,508 21.5% ## MUNICIPAL BUILDING250,168 29,520 11.8% ## POLICE3,403,165 685,247 20.1% ## FIRE784,762 124,534 15.9% ## BUILDING INSPECTOR240,066 25,448 10.6% ## EMERGENCY MGMT3,557 - 0.0% ## COMMUNITY SERVICE87,664 22,042 25.1% ## PUBLIC WORKS ADMIN1,297,623 64,453 5.0% ## STREETS2,148,836 265,024 12.3% ## STREET LIGHTING43,000 - 0.0% ## RECREATION/LEISURE SERVIC725,825 97,121 13.4% ## SWIMMING POOL302,080 14,568 4.8% ## PARKS3,133,705 298,907 9.5% ## ECONOMIC DEVMT300,829 59,415 19.8% ## INSURANCE-UNALLOCATED12,500 - 0.0% MEMBERSHIPS-UNALLOCATED34,070 35,931 105.5%Exp weighted to Janua ## TOTAL EXPENDITURES13,907,176$ 1,922,653$ 13.8% ## REVENUES OVER/(UNDER) EXPENDITURES(3,870,493$ (1,534,781$ 39.7% ## ELECTRIC FUND 2026 ## BUDGET March 31, 2026 ## YTD % Budget ## YTD ## TOTAL REVENUES14,100,590$ 3,724,926$ 26.4% ## TOTAL EXPENDITURES16,177,53$ 2,128,353$ 13.2% ## REVENUES OVER/(UNDER) EXPENDITURES(2,076,941$ 1,596,573$ -76.9% 12