2025.08.19 Council Meeting Packet
4141 Douglas Drive North • Crystal, Minnesota 55422-1696
Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov
Posted: Aug. 15, 2025
City Council Meeting Schedule
Tuesday, Aug. 19, 2025
Time Meeting Location
6:30 p.m.
City council work session to discuss:
1. Development concept for 7000 56th Ave. N.
2. Zoning moratorium update.
3. Community Development quarterly update.*
4. 2026 budget follow-up.*
5. Council liaison reports.*
6. Constituent issues update.*
7. City manager update.*
8. New business. *
9. Announcements. *
Upper Community
Room/Zoom
7 p.m. City council meeting Council Chambers/Zoom
Immediately following
the city council
meeting
Economic Development Authority meeting Council Chambers/Zoom
Immediately following
the EDA meeting Continuation of city council work session Upper Community
Room/Zoom
Per the requirements of Minnesota Statutes, Section 13D.02, council members may participate by interactive
technology.
The public may attend the meetings via Zoom by connecting through one of the methods identified below.
Topic: Crystal City Council work session and city council meeting.
Time: Aug. 19, 2025, 6:30 p.m., Central Time (US and Canada)
Join Zoom council work session and meeting:
https://us02web.zoom.us/j/88535734295?pwd=l5uTBbb2ahOEiFWQWYV5prG3S6q8Fw.1
Meeting ID: 885 3573 4295 | Passcode: 4141
Find your local number:
https://us02web.zoom.us/u/kdWkYuz4yg
Auxiliary aids are available upon request to individuals with disabilities by calling the city clerk at
(763) 531-1145 at least 96 hours in advance. TTY users may call Minnesota Relay at 711 or 1-800-627-3529.
4141 Douglas Drive North • Crystal, Minnesota 55422-1696
Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov
Posted: Aug. 15, 2025
City Council
Work Session Agenda
Tuesday, Aug. 19, 2025 | 6:30 p.m.
Upper Community Room/Zoom
Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City
Charter, the work session of the Crystal City Council was held on Tuesday, Aug. 19, 2025, at
_____ p.m. electronically via Zoom and in the Council Chambers at City Hall, 4141 Douglas
Drive, Crystal, Minnesota. If the agenda items are not completed in time for the regular City
Council meeting at 7:00 p.m., the meeting will be continued and resumed immediately
following the regular meeting or, if there is one, the EDA meeting.
I. Attendance
Council members Staff
____ Cummings ____ Deshler ____ Bell ____ Serres
____ Kiser ____ Eidbo ____ Therres ____ Sutter
____ Onesirosan ____ Budziszewski ____ Tierney ____ Elholm
____ Kamish ____ Hubbard ____ Struve
____ Underthun ____ Kunde
II. Agenda
The purpose of the work session is to discuss the following agenda items:
1) Development concept for Wells Fargo site (7000 56th Ave. N.).
2) Zoning moratorium update.
3) Community Development Department quarterly update.*
4) 2026 budget follow-up.*
5) Council liaison reports.*
6) Constituent issues update.*
7) City manager update.*
8) New business. *
9) Announcements. *
III. Adjournment
The work session adjourned at ______ p.m.
* Denotes no supporting information included in the packet.
Auxiliary aids are available upon request to individuals with disabilities by calling the City Clerk at (763)
531-1145 at least 96 hours in advance. TTY users may call Minnesota Relay at 711 or 1-800-627-3529.
August 11, 2025
Project Narrative
7000 56th Street N (Bass Lake Road)
The proposed project is a 5-story housing development with approximately 176 units ranging in size from alcove
to 3 bedrooms and 253 parking spaces - both underground and surface spaces.
The building is sited close to Bass Lake Road per the overlay guidance with active uses along that building
frontage. The building steps back at the second floor for a south-facing amenity deck which also scales the 5
stories to the street by providing some relief of the overall height at the street edge.
The project proposes rezoning to TC-PD and would like to have the following items under consideration:
Street Frontage:
The southern street frontage as a function of lot frontage is projected to be 65%, which is less than 75%, but
would allow parking access from 56th Street on the east side of the building and an adequate setback on the west
side, which allows some breathing room for future development on the west side of the building if and when that
happens.
Units per Acre Density:
The project is proposing a unit count of 176 units and while that exceeds the density limit of 166 allowed, we
believe the development will exhibit a high level of character and design excellence for the city of Crystal. A
dynamic and engaging frontage on 56th Avenue / Bass Lake Road will both engage the street and with the
plantings along that area, still provide pedestrian friendly design to augment the experience and give relief from
the predominance of parking nearly right up to the sidewalks in the area.
Further Design Development:
The project is in its concept design stage and will consider how to best meet the goals and requirements of the
rezoning and how to best create a vibrant and engaging place to live and a contributor the streetscape the city
has envisioned for the area as it develops.
Wells Fargo site at 7000 56th Ave. N. (Bass Lake Road) - 2024 aerial photo
7000 56th Avenue N, Crystal, MN 55428
ZONING
CURRENT PRIMARY ZONING C (COMMERCIAL)
CURRENT OVERLAY ZONING TC-PD (TOWN CENTER-PLANNED
DEVELOPMENT)
SITE AREA (PER HENNEPIN COUNTY)
TOTAL AREA 95,383 SF
SITE AREA -LOT COVERAGE 35,705 SF -35 %
PARKING REQUIRED
PARKING REQUIRED 350 STALLS
PARKING PROVIDED 253 STALLS
REQUIRED APPLICATIONS
TBD
BUILDING HEIGHT
ALLOWED 60'-0" / 5 STORIES
PROPOSED 60' -0" / 5 STORIES
DENSITY
TOTAL ALLOWABLE DENSITY 192 UNITS
PROPOSED DENSITY 176 UNITS
SITE IMPERVIOUS AREA
TOTAL AREA 95,383 SF
SITE AREA -PERVIOUS 54,498 SF -57%
SITE AREA -IMPERVIOUS 40,885 SF -43%
Rentable Area Legend
STUDIO
1BR
1BR+D
2BR
2BR+D
3BR
3BR+D
BIKE
BOH
AMENITY
CLUB ROOM
COMMERCIAL
FITNESS
LEASING
LOBBY
MAIL
MEP
CIRCULATION
STORAGE
PARKING
SUPPORT
TRASH
UNITS
UNIT COUNT
ALCOVE
1 BR
1 BR + DEN
2 BR
3 BR
15%
45%
20%
10%
10%
550 SF
735 SF
900 SF
1,200 SF
1,400 SF
27 UNITS
79 UNITS
35 UNITS
18 UNITS
17 UNITS
GRAND TOTAL: 176 UNITS
AREA SQFT SCHEDULE
TOTAL IN PROJECT
COMMON
CIRCULATION
BOH / STORAGE
AMENITY
LEASABLE
PARKING
5,393 SF
19,203 SF
3,215 SF
6,208 SF
150,108 SF
59,329 SF
14,850 GSF
58,065 GSF
31,500 GSF
21,600 GSF
23,800 GSF
323 SF
CIRCULATION
9,961 SF
UNITS
2,986 SF
UNITS 208 SF
CIRCULATION
323 SF
CIRCULATION
2,291 SF
CLUB ROOM
9,761 SF
UNITS
892 SF
LEASING 3,700 SF
LOBBY
801 SF
MAIL
2,870 SF
CIRCULATION
74 SURFACE STALLSMAIN ENTRYCOVERED
OUTDOOR
AREA
P1 ENTRY
TO P1 LEVEL
14% SLOPE MAX DN
COMMON GREENPRIVATE PATIOSPRIVATE PATIOS
PRIVATE PATIOS
COMMON GREEN REFERENCE IMAGE
602 SF
STORAGE
438 SF
BOH
BASS LAKE ROAD
57TH AVENUE NORTH
21'-6"33'-0"16'-4"
10'-4"10'-3"38'-10"
Copyright 2025 DJR Architecture, Inc.
FIT PLAN
Crystal, MN
7000 56TH AVENUE N.
25-072
07.25.2025
AREA SCHEDULE (GROSS)
Name Level Area
CIRCULATION LEVEL P1 862 SF
MEP LEVEL P1 415 SF
PARKING LEVEL P1 59,329 SF
LEVEL P1 60,606 SF
BOH LEVEL 1 438 SF
CIRCULATION LEVEL 1 3,723 SF
CLUB ROOM LEVEL 1 2,291 SF
LEASING LEVEL 1 892 SF
LOBBY LEVEL 1 3,700 SF
MAIL LEVEL 1 801 SF
STORAGE LEVEL 1 602 SF
UNITS LEVEL 1 22,708 SF
LEVEL 1 35,154 SF
AMENITY LEVEL 2 2,256 SF
CIRCULATION LEVEL 2 3,686 SF
FITNESS LEVEL 2 1,661 SF
STORAGE LEVEL 2 440 SF
UNITS LEVEL 2 28,340 SF
LEVEL 2 36,384 SF
CIRCULATION LEVEL 3 3,644 SF
STORAGE LEVEL 3 440 SF
UNITS LEVEL 3 33,023 SF
LEVEL 3 37,107 SF
CIRCULATION LEVEL 4 3,644 SF
STORAGE LEVEL 4 440 SF
UNITS LEVEL 4 33,023 SF
LEVEL 4 37,107 SF
CIRCULATION LEVEL 5 3,644 SF
STORAGE LEVEL 5 440 SF
UNITS LEVEL 5 33,020 SF
LEVEL 5 37,104 SF
Grand total 243,461 SF
Henn Co Prop Map
GSF ABOVE GROUND 184,132 GSF
TOTAL LEASABLE SQUARE FOOTAGE 150,108 GSF
TOTAL PARKING STALLS 251 STALLS, 1.42/UNIT
PARKING SCHEDULE
Type Level Count
LEVEL P1
90 deg - 9' x 18' -
STANDARD
LEVEL P1 177
LEVEL P1: 177
LEVEL 1
10' x 18' (4' Aisle)LEVEL 1 2
90 deg - 8.5' x 18'LEVEL 1 39
90 deg - 9' x 18' - ADA LEVEL 1 2
90 deg - 9' x 18' -
STANDARD
LEVEL 1 31
LEVEL 1: 74
Grand total: 251
(GSF)
N
1" = 50'-0"
LEVEL 1
AMENITY
DECK
1,661 SF
FITNESS 2,256 SF
AMENITY
16,449 SF
UNITS
323 SF
CIRCULATION
8,908 SF
UNITS
323 SF
CIRCULATION
2,983 SF
UNITS
2,824 SF
CIRCULATION
216 SF
CIRCULATION
440 SF
STORAGE
415 SF
MEP
59,329 SF
PARKING
216 SF
CIRCULATION
323 SF
CIRCULATION
323 SF
CIRCULATION
Copyright 2025 DJR Architecture, Inc.
FIT PLAN
Crystal, MN
7000 56TH AVENUE N.
25-072
07.14.2025
1" = 50'-0"
LEVEL 2
NN
1" = 50'-0"
LEVEL P1
30,040 SF
UNITS
323 SF
CIRCULATION
323 SF
CIRCULATION
216 SF
CIRCULATION
2,983 SF
UNITS
2,782 SF
CIRCULATION
440 SF
STORAGE
30,037 SF
UNITS
323 SF
CIRCULATION
216 SF
CIRCULATION
2,983 SF
UNITS
323 SF
CIRCULATION
2,782 SF
CIRCULATION
440 SF
STORAGE
Copyright 2025 DJR Architecture, Inc.
FIT PLAN
Crystal, MN
7000 56TH AVENUE N.
25-072
07.14.2025
1" = 50'-0"
LEVELS 3-4
1" = 50'-0"
LEVEL 5
NN
Copyright 2025 DJR Architecture, Inc.
DJR EXTERIOR PRECEDENTS
Crystal, MN
7000 56TH AVENUE N.
25-072
08.06.2025
FLATS ON 94 JULIETTE
THE ABBEYPARKWAY 25
Copyright 2025 DJR Architecture, Inc.
DJR INTERIOR PRECEDENTS
Crystal, MN
7000 56TH AVENUE N.
25-072
08.06.2025
JULIETTE -LOBBY
JULIETTE -AMENITY SPACE
JULIETTE -ROOFTOP DECK
COMPANY PROFILE PRESENTATION
TABLE OF CONTENTABOUT US (3)OUR TEAM (7)PROJECTS (12)OUR SERVICE (9)CONTACT US (20)AWARDS (18)TESTIMONIALS (19)BUDGET TIMELINE (17)2
Introduction toYellow TreeYellow Tree is an award-winning Minneapolis-basedreal estate development, construction, and propertymanagement firm, specializing in design-build multi-family housing.With over 30 buildings and 2,500 units completedsince 2018, our experienced team thrives oncommunity-focused projects, and has invested over$529MM in the Twin Cities.3
The Numbers530New Builds363MMDevelopmentPortfolio16Developments16AwardsReceived
About UsNavigating complex urban builds is our forte. As owner,developer, manager, and builder, we guide you fromproject inception to occupancy, offering our unique realestate expertise. We partner with like-minded investors todevelop and manage a diverse $363MM portfolio ofcommercial and residential properties, all with emphasison long-term profitability.Our leadership team has over 100 years of combinedexperience, adept at managing projects of any scale. Wecollaborate with top architects, engineers, andsubcontractors to ensure quality-focused, visually captivatingcommercial builds and renovations. Our specialized design-build process offers a single point of contact, whichstreamlines efficiency and reduces fees, resulting in fasterdelivery and maximized project value.5
COMPANY PROFILE PRESENTATIONMilestonesOdie Apartments winsMADACS 2021 BestInnovation AwardMN46 & OdieApartments are RealEstate Journal 2021Multifamily FinalistsThe Abbey winsMinneapolisPreservation AwardandCoStar’s 2023Impact Award2017KoloApartmentswins Finance &Commerce Top2020 ProjectsAwardYellow Tree isfounded byBryan Walters,Robb Lubenow &Kirk PenningsThe Abbey winsCoStar’s 2022MultifamilyDevelopment of theYearWakpada and TheAbbey win Finance &Commerce Top 2022Projects Award202020212022202320246Volo at TexaTonka,Akin & 1000 Main Streetwon Finance &Commerce Top 2024Projects AwardpMADACS2021BestInnovationAwardMN46&OdieApartmentsareRealEstateJournal2021MultifamilyFinalistsTheAbbeywinsMinneapolisPreservationAwardandCoStar’s2023ImpactAwardKoloApartmentswinsFinance&CommerceTop2020ProjectsAwardss,w&sTheAbbeywinsCoStar’s2022MultifamilyDevelopmentoftheYearWakpadaandThe2020202120222023VoloAkin&woCommPro
Our TeamBryan has over 15 years of experiencein executive oversight of the company’sdevelopment, construction andproperty management divisions. He isresponsible for day-to-day operationsand is a member of the NAR &Minneapolis Association of Realtors.BRYANWALTERSRobb has over 15 years ofdevelopment & investment experience,and 20 years of commercialconstruction experience. He focuses onstrategic planning, real estateinvestment strategies and capitalformation.ROBBLUBENOWKirk has over 20 years of experience inthe construction industry and hasserved in leadership positions at OpusGroup and Target Corp. Kirk overseesproject management, field staff, clientacquisition, and preconstructionefforts.KIRKPENNINGS7
Our TeamDon joined Yellow Tree in 2019 afterbuilding the foundations as the VicePresident of Residential Managementfor Doran. With over 20 years ofexperience, he provides seniorleadership, asset management andoperational oversight for YTPM.DONBROWNVishal Dutt joined the Yellow Tree teamin 2023, taking a key role in shapingand implementing Yellow Tree’sdevelopment business strategy. Hisresponsibilities include identifying newinvestment prospects and sourcingproject debt & equity.VISHALDUTTTiffany Lavigne joined Yellow Tree in2023 as the Financial Controller. She isresponsible for all accounting mattersof Yellow Tree Construction, YellowTree Development, and Yellow TreeProperty Management (YTPM).TIFFANYLAVINGE8
DEVELOPMENTSERVICESAs owners, developers, managers, and builders, we provide end-to-end support from project inception through occupancy.Leveraging our specialized real estate expertise, we partner withlike-minded investors to develop and manage a diverse $363MMportfolio of commercial and residential properties—focused ondelivering sustainable, long-term profitability.We identify prime locations for multifamily properties thataddress community needs, employing a strategy centered oncommunity engagement, innovation, and strategic financing.Once a site is identified, we conduct thorough viability analyses,evaluating unit saturation, market demand, and risk to deliverappealing, risk-mitigated returns. As long-term owner-developers, we prioritize building relationships with keystakeholders to secure essential project approvals.9
CONSTRUCTIONSERVICESOur construction team has a wide range of experience fromskilled nursing facilities, clinics and laboratories, to high risecondominium towers and of course mid-rise multifamily andmixed use developments. The common bond among our teamis deep roots in the design-build delivery method. While we arehappy to competitively bid fully designed projects, we add themost value while partnering with the owner and design team atthe conceptual phase.Often starting with an idea and napkin sketch, we develop aschedule and a budget that the team can execute. Our goal isto eliminate surprises and leverage our technical expertise tosolve problems. Our approach is “hands-on.” The person thatestimates your project will be the same person that managesbuy-out and construction through completion.10
PROPERTYMANAGEMENTSERVICESAs a premier full-service property management company,Yellow Tree oversees a diverse portfolio encompassingmultifamily, commercial, and mixed-use properties valued atover $330MM throughout the Twin Cities. Whether managingproperties owned by Yellow Tree or those under third-partyownership, we are committed to ensuring success andmaximizing potential.Our dedicated team of property managers, leasing consultants,and maintenance technicians are committed to enhancingcommunity occupancy rates, enriching the resident experience,and maximizing profitability. We strive to deliver unparalleledservice that exceeds our client’s expectations.11
Project ListProject NameUnitsYear BuiltContract ValueMN4654 2020 $7.6MMKolo412020$6.4MMSawyer49 2021 $7.2MMVerso29 2021 $5.3MMAubrey47 2022 $8.6MMCityline102 2022 $13.6MMDeco265100 2022 $16MMMarshall St Townhomes7 2022 $2.9MVolo at TexaTonka111 2023 $20.6MMWakpada126 2023 $19.1MMAkin204 2023 $33MMHuck83 2023 $14.4MM1000 Main St49 2023 $8.6MM7th Street Lofts12 2024 $2.5MMProject NameUnitsYear BuiltContract ValueThe Central49 2018 $8.3MMThe Whit74 2018 $13.5MMJax65 2019 $10.8MMNico East147 2019 $27.8MMOverland63 2020 $11.3MMOdie67 2020 $14MM29 Bryant91 2020 $17.9MMLumos74 2021 $15.3MMNox84 2021 $17.5MMAlexander772021 $14.5MMMidline156 2022 $28.3MMNico West126 2022 $26.9MMThe Abbey126 2022 $27.2MMJuliette113 2023 $27.2MMFarmington168 2025 $39.3MMPeltier Reserve*217 2026 $55.2MMYellow Tree Developments3rd Party Developments12
ProjectGalleryKolo ApartmentsMidline ApartmentsOdie ApartmentsAkin ApartmentsNico East ApartmentsJuliette Apartments Wakpada ApartmentsNico West Apartments13
LocationContractValueUnitsStart DateFarmington(under construction)$39.3MM 168September2024Inver GroveHeights(under construction)$55.2MM 217 June 2025CottageGrove$40MM 160 Fall 2025Hugo $32MM 125 Spring 2026Crystal $40MM 170 Spring 2026UpcomingDevelopmentsRye Apartments | Farmington, MN | Opening November 2025Peltier Reserve | Inver Grove Heights | Opening October 202614
Spotlight:RYEAPARTMENTSStudio, 1, 2 & 3 bedrooms availableAmenities include pool, cabana lounge, sauna,outdoor patio kitchen, speakeasy, card room,work from home spaces and fitness centerLocation:FarmingtonContract Value:$39.3MMUnits:168Start Date:September 2024Completion Date:November 202515
Spotlight:PELTIER RESERVEAPARTMENTSLocation:Inver Grove HeightsContract Value:$55.2MMUnits:217Start Date:June 2025Completion Date:October 2026Studio, 1, 2 & 3 bedrooms availableAmenities include pool, outdoor patio kitchen,roof deck, golf simulator, game room, workfrom home spaces and fitness center16
Project Website City, State Total UnitsFenview Flatsfenviewflats.comChaska, MN119The Harlantheharlanapartments.comOakdale, MN155Parallelparallel-apartments.comRoseville, MN86Overlandoverlandmpls.comMinneapolis, MN65JulietteJuliettestpaul.comSt Paul, MN113Alexanderalexanderapartments. comMinneapolis, MN77Ryeryeapartments.comFarmington, MN168Peltier ReserveInver Grove Height, MN217Recent Project Snapshot17
AwardsCoStar’s 2023Impact Award2023 MinneapolisPreservation AwardFinance & CommerceTop 2022 ProjectsCoStar’s 2022 MultifamilyDevelopment of the YearMADACS 2021 Best Innovation2020 Real Estate JournalMultifamily FinalistFinance & CommerceTop 2022 ProjectsTop 2020 Projects2020 Real Estate JournalMultifamily FinalistThe AbbeyOdie Apartments Kolo ApartmentsWakpada ApartmentsMN46 Apartments2020 Real Estate JournalMultifamily Finalist18Finance & CommerceTop 2024 ProjectsVolo at TexaTonka Akin Apartments1000 Main St ApartmentsFinance & CommerceTop 2024 ProjectsFinance & CommerceTop 2024 Projects
Testimonials“Yellow Tree’s commitment to excellence, unwavering professionalism, andattention to detail have made my construction experience truly outstanding.From the initial consultation to the final nail, Yellow Tree demonstrated a level ofexpertise that surpassed my expectations. Their team of skilled professionalsexhibited a rare combination of efficiency and precision, turning our vision into areality. I wholeheartedly recommend Yellow Tree to anyone seeking aconstruction partner. Their professionalism, expertise, and client-centricapproach set them apart in the industry. Working with them has been apleasure, and I am grateful for the exceptional service they provided.”Daniel PerkinsPerkins | Levin Real Estate Development“It’s been a pleasure to work with Yellow Tree throughout each phaseof the construction process. Their development expertise is incrediblyvaluable, they offer open and clear communication in providingsolutions to unexpected issues, and they deliver a quality product on atimeline. In an industry where integrity and honesty are so criticallyimportant to the end results, it’s clear that Yellow Tree upholds thesevalues within all levels of the company. I look forward to working withYellow Tree on more projects in the future. “Chad TepleyCDT Realty Corporation“I have had the pleasure of banking Yellow Tree for over 15 years. Inthat time, they have grown from single-family rehabs and rentals to oneof the most respected multi-family developers and builders in the TwinCities, winning several industry awards for excellence. They haveproven themselves to be smart, organized, dedicated and visionaries.Like all great developers they address the inevitable problems head onand solve them effectively and efficiently. It’s a relationship that we areproud of and plan to continue into the distant future.”Tom JohnsonSr. VP Construction Lending of Bridgewater Bank“The Yellow Tree team is composed of exceptional individuals and outstandingproblem solvers. Their deep expertise in construction development andmanagement enables them to deliver valuable solutions tailored to our needs.Their contributions have been instrumental in the successful completion ofnumerous projects. The YT team stands out for their knowledge, collaborativespirit, and positive attitude, making every interaction a pleasure. I appreciatehow they value design and overall outcomes and look forward to working withthem on more successful developments.“Pete Keely, AIAPresident Collage Architects19
ConnectWith Us!vishal@yellowtreecorp.comwww.yellowtreecorp.com651-206-4087Thank you for your considerationWe look forward to working with you20
UPDATE - TOWN CENTER DEVELOPMENT MORATORIUM
PAGE 1 OF 3
__________________________________________________________________________
FROM: John Sutter, Community Development Director
Dan Olson, City Planner
__________________________________________________________________________
TO: Adam R. Bell, City Manager (for August 19 work session)
DATE: August 13, 2025
RE: Update on the Zoning Moratorium in the TC and TC-PD Districts
A.BACKGROUND
On June 3, the City Council adopted an interim ordinance establishing a moratorium on
development in the two Town Center districts – Town Center Core (TC) and Town Center –
Planned Development (TC-PD).
Purpose and scope of the moratorium which must expire no later than June 3, 2026:
Purpose: The purpose of the moratorium is to pause major development in the town
center districts while a study is conducted of the city’s Unified Development Code (UDC).
From that study City Council may direct that changes be made to the UDC to create the
type of development that the city desires to see in these districts.
Scope: The moratorium only pauses Type 2 applications, which are those requiring a
public hearing by the Planning Commission and a decision by the City Council. These
applications are larger scale site plans, conditional use permits, subdivisions, rezonings,
comprehensive plan amendments, variances and appeals. The moratorium would not
pause applications for zoning certificates, smaller scale site plans, lot consolidations,
adjacent parcel land conveyances, and easement vacations.
Since then, there has been Council discussion about potentially reducing the area subject to
the moratorium. Staff has evaluated the moratorium area and determined that there are
three areas which could be removed from the moratorium area without significantly
impacting the ability of the upcoming Town Center vision plan and subsequent UDC
amendments to shape development in the Town Center area over the next 25 years.
COUNCIL STAFF REPORT
Update - Zoning Moratorium
UPDATE - TOWN CENTER DEVELOPMENT MORATORIUM
PAGE 2 OF 3
B. POTENTIAL AMENDMENT TO THE MORATORIUM AREA
The moratorium would still apply to the TC and TC-PD districts but exclude three areas:
Area A: (8 parcels) Area B: (2 parcels) Area C: (5 parcels)
Rationale (proposed findings):
The City Council has concluded the first phase of the zoning study, and finds that, as it
continues with the next phase of the zoning study, the moratorium is unnecessary for some
portions of the original moratorium area for the following respective reasons:
• Area A: These parcels are located on the fringe of the Town Center area, and any
development that would occur here during the moratorium is unlikely to interfere with or
contradict the outcome of the Town Center vision plan and zoning study.
• Area B: These parcels were recently developed, and no development is likely to occur
during the moratorium.
• Area C: The city recently completed its review of the 60% plans for the Blue Line Extension,
and any development that would occur here during the moratorium is unlikely to interfere
with or contradict the city’s vision for the area around the Bass Lake Road station.
UPDATE - TOWN CENTER DEVELOPMENT MORATORIUM
PAGE 3 OF 3
C. COUNCIL DISCUSSION REQUESTED
Staff requests that the City Council discuss the attached proposed ordinance amending the
moratorium area and provide direction regarding whether it should be placed on the regular
agenda for the September 2 City Council meeting.
1
CR205\30\1041448.v1-8/4/25
ORDINANCE NO. ________
AMENDING INTERIM ORDINANCE NO. 2025-10 THAT ESTABLISHED A MORATORIUM ON
DEVELOPMENT IN THE TOWN CENTER DISTRICT (TC) AND TOWN CENTER-PLANNED
DEVELOPMENT DISTRICT (TC-PD)
WHEREAS, the City Council of the Crystal on June 3, 2025 adopted Interim Ordinance No. 2025-
10 (the “Initial Interim Ordinance”), which was applicable to the area identified in Exhibit A; and
WHEREAS, following City Council’s adoption of the Initial Interim Ordinance, the City has
concluded the first phase of the Study and finds that as it continues with the next phase of the
Study, the moratorium is unnecessary for the following three areas of the Initial Moratorium
Area, attached to the Initial Interim Ordinance as Exhibit A, according to the following rationale:
1. Exclusion Area A: These parcels are located on the fringe of the Town Center –
Planned Development (TC-PD) district, and any redevelopment that would occur here
during the moratorium is unlikely to interfere with or contradict the outcome of the
Study.
2. Exclusion Area B: These parcels were recently redeveloped, and no development
is likely to occur during the moratorium.
3. Exclusion Area C: The City recently completed its review of the 60% plans for the
planned Light Rail Blue Line Extension by Metro Transit, and any redevelopment that
would occur here during the moratorium is unlikely to interfere with or contradict the
outcome of the Study around the planned Bass Lake Road light rail station.
Now, therefore,
THE CITY OF CRYSTAL DOES ORDAIN:
Section 1. Background. The City is in the process of conducting a study (“Study”) relating
to the appropriate land uses, development standards, and approval processes that should be
allowed in the Town Center (TC) and Town Center – Planned Development (TC-PD) districts. The
Study is being conducted in response to direction given by the City Council in early 2025.
Minnesota Statutes, Section 462.355, subd. 4 allows the City to adopt an interim ordinance for the
purpose of protecting the planning process and the health, safety, and welfare of its citizens.
Section 2. Findings and Purpose.
2.01. The City Council finds that it is necessary to complete the Study to address the types
of development and land uses that are appropriate in the TC and TC-PD districts, and to identify
appropriate changes, if any, that should be made to the City’s official land use controls, including
but not limited to the City’s Unified Development Code (UDC) and Comprehensive Plan, in order to
2
CR205\30\1041448.v1-8/4/25
avoid potential inconsistencies in the development and design guidelines applicable within the
districts and to harmonize the process and character of future growth.
2.02. While the Study is being conducted, the City Council finds that there is a need to adopt
a moratorium on new building construction and building expansion on the property described in the
attached Exhibit A Exhibit A-1 (the “Moratorium Area”).
2.03. To ensure that no new construction or expansion within the Moratorium Area occurs
that might be inconsistent with any potential future changes in the City’s official controls resulting
from the Study, the City Council finds that the moratorium established by this ordinance should
apply to all development review applications for the construction of new buildings and for the
expansion of existing buildings requiring a type 2 review, as described in the UDC, within the
Moratorium Area. The City Council further finds that, except as otherwise provided in this ordinance,
no new type 2 development review applications applicable to the Moratorium Area shall be
reviewed by City staff after the effective date of this ordinance.
Section 3. Study Authorized. The City has initiated a Study to analyze the current
development requirements in the Town Center (TC) and Town Center – Planned Development (TC-
PD) districts.
Section 4. Moratorium Imposed; Exceptions.
4.01. A moratorium is hereby established on the acceptance, processing, or issuance of
development applications or approvals, including but not limited to preliminary plats, re-zonings,
conditional use permits, site plans, pertaining to any property located within the Moratorium Area.
The foregoing moratorium does not apply to any type 1 or type 3 approval as described in the UDC.
Section 5. Enforcement. The City may enforce this ordinance by mandamus, injunction or
any other appropriate civil remedy in any court of competent jurisdiction.
Section 6. Separability. Every section, provision or part of this ordinance is declared
separable from every other section, provision or part of this ordinance. If any section, provision or
part of this ordinance is adjudged to be invalid by a court of competent jurisdiction, such judgment
shall not invalidate any other section, provision or part of this ordinance.
Section 7. Term. Unless repealed earlier by the City Council, this ordinance shall remain in
effect until no later than June 3, 2026.
This Ordinance shall take effect and be in full force from and after its adoption and
publication, as provided by law.
Adopted by the Crystal City Council this 2nd day of September, 2025.
3
CR205\30\1041448.v1-8/4/25
____________________________
Julie Deshler, Mayor
ATTEST:
Chrissy Serres, City Clerk
4
CR205\30\1041448.v1-8/4/25
EXHIBIT A-1
Moratorium Area
Town Center (TC) and Town Center – Planned Development (TC-PD) districts EXCEPT for the
following properties listed by Property Identification Number which are excluded from the
Moratorium Area:
Exclusion Area A: 0511821420032, 0511821420040, 0511821420060, 0511821420066,
0511821420067, 0511821420073, 0511821420074 and 0511821420075.
Exclusion Area B: 0411821320025 and 0411821320113.
Exclusion Area C: 0911821210004, 0911821210006, 0911821210009, 0911821210010 and
0911821210060.
Page 1 of 2
4141 Douglas Drive North • Crystal, Minnesota 55422-1696
Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov
Posted: Aug. 15, 2025
City Council Meeting Agenda
Tuesday, August 19, 2025
7 p.m.
Council Chambers/Zoom Meeting
The city manager’s comments are bolded.
1. Call to Order, Roll Call, and Pledge of Allegiance
2. Approval of Agenda
The council will consider approval of the agenda.
3. Appearances
3.1 Chief Hubbard will present awards to Crystal Police Officers.
4. Consent Agenda
The council will consider the following items, which are routine and non-controversial in nature,
in a single motion:
4.1 Approval of the minutes from the following meetings:
a. The city council work session on July 15, 2025.
b. The city council meeting on July 15, 2025.
c. The city council and sustainability commission special joint work session on July 17, 2025.
d. The city council special budget work session on August 7, 2025.
4.2 Approval of disbursements over $25,000 submitted by the finance department.
4.3 Approval of the list of license applications submitted by the city clerk.
4.4 Adoption of a resolution declaring several diseased trees on private properties as public
nuisances and ordering them abated.
4.5 Adoption of a resolution ordering preparation of an assessment roll, declaring the amount to
be assessed, and setting the public hearing date of Oct. 21, 2025, for 2025 delinquent
accounts.
4.6 Acceptance of the resignation of Nicole Fernandez from the Inclusion and Diversity
Commission.
4.7 Acceptance of the resignation of Laura McClendon from the Sustainability Commission.
4.8 Approval of a resolution authorizing execution of a Healthy Tree Canopy grant agreement
with Hennepin County.
Page 2 of 2
5. Open Forum
(The city council appreciates hearing from citizens about items of concern and desires to set aside
time during each meeting for open forum. To provide ample opportunity for all, speaking time is
limited to three minutes and topic discussion is limited to ten minutes. The mayor may, as
presiding officer, extend the total time allowed for a topic. By rule, no action may be taken on
any item brought before the council during open forum. The council may place items discussed
during open forum onto subsequent council meeting agendas).
6. Regular Agenda
6.1 The council will consider approval of the 2026 West Metro Fire-Rescue District (WMFRD)
budget.
Over several meetings beginning in May of this year, the proposed 2025 WMFRD budget
has been discussed and finalized. In July, the WMFRD Board approved the proposed
budget. Crystal’s portion of the 2026 WMFRD budget is $1,946,323, which is a $194,549
(8.11%) increase. This amount is approximately $16,060 less than the 2026 forecast.
Recommend approval.
7. Announcements
a. City offices will be closed on Monday, Sept. 1 in observance of the Labor Day holiday.
b. The next city council meeting is Tuesday, Sept. 2, at 7 p.m. in the council chambers at city hall.
c. The application deadline to register for the Community Police Academy is Tuesday, Sept. 9 at
3 p.m. Classes are held on Tuesday nights from 6–9 p.m. starting Sept. 9 – Oct. 21.
d. The Crystal Vehicle Fair is Saturday, Sept. 13, from 10 a.m. – noon at the Crystal Community
Center.
e. Crystal Farmers Market is every Tuesday from 3—6:30 p.m. at the Crystal Community Center
and runs through Sept. 30.
f. The city is accepting applications for several volunteer positions on our boards and
commissions. We have openings on the Sustainability Commission, Inclusion and Diversity
Commission, Planning Commission, Employee Review Board, and on the Metro Blue Line
Business Advisory Committee. For more information, please visit the city’s website.
g. City council meetings and work sessions are open to the public. Current and previous
meetings are available for viewing and listening at www.crystalmn.gov.
8. Adjournment
*Denotes no supporting information included in the packet.
Have a great weekend; stay healthy. See you at Tuesday’s meeting.
Crystal City Council work session minutes July 15, 2025
Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City Charter,
the work session of the Crystal City Council was held at 6:30 p.m. on July 15, 2025, in the council
chambers at city hall, 4141 Douglas Dr. N., Crystal, MN, and via Zoom. Mayor Deshler called the
meeting to order.
I.Attendance
The assistant city manager recorded the attendance for city council members and staff:
Council members present: Budziszewski, Cummings, Kiser, Kamish, Deshler, and Eidbo.
Council members Kiser and Onesirosan were absent.
Council member Onesirosan attended the meeting virtually, starting at 8:50 p.m.
City staff present: City Manager A. Bell, City Attorney R. Tierney, Assistant City Manager/HR
Manager K. Therres, Police Chief B. Hubbard, Deputy Police Chief P. Underthun, West Metro Fire-
Rescue District Fire Chief S. Larson, Assistant Fire Chief J. Kunde, Public Works Director/City
Engineer J. Struve, and Community Development Director J. Sutter. *Only staff present for second
portion of the meeting were City Manager A. Bell, City Attorney R. Tierney, and Assistant City
Manager/HR Manager K. Therres.
II.Agenda
The council and staff discussed the following agenda item:
1.Blue Line extension 60% plans and Environmental Impact Statement update.
At 7 p.m., Mayor Deshler recessed the work session and continued it until immediately after the
council meeting.
Mayor Deshler reconvened the work session at 8:49 p.m. in Conference Room A as noticed. Mayor
Deshler closed the meeting at 8:49 p.m. pursuant to Minnesota Statutes, Section 13D.03, for the
purpose of discussing labor negotiations.
Moved by Council Member Kamish and seconded by Council Member Eidbo to close the meeting to
discuss labor negotiations.
Motion carried.
Mayor Deshler reopened the meeting after a discussion of labor negotiations at 9:59 p.m. to
discuss the remaining agenda items:
2.Council liaison reports.
3.Constituent issues.
4.City manager monthly check-in.
5.New business.
6.Announcements.
III.Adjournment
The work session adjourned at 11 p.m.
Julie Deshler, Mayor
ATTEST:
Kimberly Therres, Assistant City Manager
4.1(a)
Crystal City Council meeting minutes July 15, 2025
Page 1 of 3
1.Call to Order
Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City Charter,
the Crystal City Council meeting was held on July 15, 2025, at 7 p.m. in the council chambers at city
hall, 4141 Douglas Dr. N. in Crystal, MN, and via Zoom. Mayor Deshler called the meeting to order.
Roll Call
Mayor Deshler asked the assistant city manager to call the roll for elected officials. Upon roll call, the
following attendance was recorded:
Council members present: Budziszewski, Cummings, Deshler, Eidbo, and Kamish.
Council members Kiser and Onesirosan were absent.
City staff present: City Manager A. Bell, City Attorney R. Tierney, Assistant City Manager/HR Manager
K. Therres, West Metro Fire-Rescue District Fire Chief S. Larson, Assistant Fire Chief J. Kunde, Police
Chief B. Hubbard, Deputy Police Chief P. Underthun, Public Works Director/City Engineer J. Struve, and
Community Development Director J. Sutter.
Pledge of Allegiance
Mayor Deshler led the council and audience in the Pledge of Allegiance.
2.Approval of Agenda
The council considered approval of the agenda.
Moved by Council Member Budziszewski and seconded by Council Member Cummings to approve the
agenda.
Motion carried.
3.Ceremony
3.1 Mayor Deshler conducted the swearing-in ceremony for Brian Hubbard as Crystal’s new Chief of
Police.
3.2 Mayor Deshler conducted the swearing-in ceremony for Pete Underthun as Crystal’s new Deputy
Chief of Police.
4.Appearances
4.1 Chief Hubbard presented awards to Crystal Police Officers.
4.2 Mayor Deshler recognized West Metro Fire-Rescue District Chief Sarah Larson for her years of
service and retirement.
5.Consent Agenda
The council considered the following items, which are routine and non -controversial in nature, in a
single motion:
5.1 Approval of the minutes from the following meetings:
a.The city council work session on June 17, 2025.
b.The city council meeting on June 17, 2025.
5.2 Approval of disbursements over $25,000 submitted by the finance department.
5.3 Approval of the list of license applications submitted by the city clerk.
4.1(b)
Crystal City Council meeting minutes July 15, 2025
Page 2 of 3
5.4 Acceptance of the resignation of James Einfeldt-Brown from the Planning Commission.
5.5 Adoption of Resolution No. 2025-67, declaring several diseased trees on private properties as
public nuisances and order them abated.
5.6 Adoption of Resolution No. 2025-68, authorizing a contract for a condition assessment study for
the Joint Water Commission (JWC).
Moved by Council Member Kamish and seconded by Council Member Budziszewski to approve the
consent agenda.
Motion carried.
6. Open Forum
The following person addressed the council:
• Craig Kraft, 5513 Louisiana Ave. N., regarding neighborhood/property/speeding traffic
concerns.
• James Tousignant, 5525 Louisiana Ave. N., regarding speeding traffic concerns.
• Burt Orred, 6700 60th Ave. N., regarding park and alley maintenance.
• Jim Adams, 5916 29th Pl. N., regarding Fire Chief Sarah Larson’s retirement and the new police
chief and deputy police chief.
• Aaron and Heidi Cohen, 3916 Lakeland Ave. N., regarding CUP moratorium.
7. Regular Agenda
7.1 The council received the 2026 Budget Intro.
City Manager Adam R. Bell addressed the council.
No action required.
7.2 The council considered the second reading and adoption of an ordinance mending the overnight
parking regulations, a resolution approving language for summary publication, and a resolution
approving amendment of the fee schedule.
City Manager Adam R. Bell addressed the council.
Moved by Council Member Eidbo and seconded by Council Member Budziszewski to adopt the
following ordinance:
ORDINANCE 2025 - 11
AN ORDINANCE TO AMEND CHAPTER XIII TRAFFIC, MOTOR VEHICLES AND
OTHER VEHICLES, SECTION 1310 PARKING REGULATIONS
And further, that this is the second and final reading.
Voting aye: Budziszewski, Cummings, Deshler, Eidbo and Kamish.
Absent; not voting: Kiser and Onesirosan.
Motion carried.
Moved by Council Member Eidbo and seconded by Council Member Budziszewski to adopt the
following resolution:
RESOLUTION NO. 2025 – 69
RESOLUTION APPROVING SUMMARY LANGUAGE
4.1(b)
Crystal City Council meeting minutes July 15, 2025
Page 3 of 3
FOR PUBLICATION OF ORDINANCE NO. 2025-11
Voting aye: Budziszewski, Cummings, Deshler, Eidbo and Kamish.
Absent; not voting: Kiser and Onesirosan.
Motion carried, resolution declared adopted.
Moved by Council Member Eidbo and seconded by Council Member Budziszewski to adopt the
following resolution:
RESOLUTION NO. 2025 – 70
RESOLUTION AMENDING APPENDIX IV OF THE CRYSTAL
CITY CODE RELATED TO TEMPORARY PARKING PERMIT FEES
Voting aye: Budziszewski, Cummings, Deshler, Eidbo and Kamish.
Absent; not voting: Kiser and Onesirosan.
Motion carried, resolution declared adopted.
8. Announcements
The council and staff made announcements about upcoming events.
9. Adjournment
Moved by Council Member Budziszewski and seconded by Council Member Kamish to adjourn the
meeting.
Motion carried.
The meeting adjourned at 8:41 p.m.
___________________________________
Julie Deshler, Mayor
ATTEST:
_____________________________________
Kimberly Therres, Assistant City Manager
4.1(b)
Crystal City Council and Sustainability Commission special joint work session minutes July 17, 2025
Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City Charter,
the Crystal City Council and Sustainability Commission special joint work session was held
at 7:05 p.m. on July 17, 2025, in the upper community room at city hall, 4141 Douglas Dr. N., Crystal,
MN, and via Zoom. Mayor Deshler called the meeting to order.
I.Attendance
The city manager recorded the attendance for city council, commission members, and city staff:
Council members present: Onesirosan (via Zoom), Kamish, Deshler, Eidbo, and Budziszewski.
Council members Cummings and Kiser were absent.
Sustainability commissioners present: Oliva, Russell Fate, Zeller, Milless, Eidbo, Post, Stambaugh,
and Rickert.
City staff present: City Manager A. Bell, Administrative Program Specialist S. Nissen, and
Sustainability Corps. Intern M. Thompson.
II.Agenda
The council, commissioners, and staff discussed the following agenda items:
1.Joint work session with Sustainability Commission.
2.Strategic Planning draft plan.
III.Adjournment
The work session adjourned at 9:07 p.m.
Julie Deshler, Mayor
ATTEST:
___
Adam R. Bell, City Manager
4.1(c)
Crystal City Council budget work session minutes Aug. 7, 2025
Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City Charter,
the Crystal City Council budget work session was held at 6:34 p.m. on Aug. 7, 2025, in the upper
community room at city hall, 4141 Douglas Dr. N., Crystal, MN, and via Zoom. Mayor Deshler called the
meeting to order.
I.Attendance
The city manager recorded the attendance for city council and city staff:
Council members present: Kiser, Kamish, Deshler, Eidbo, Budziszewski, and Cummings.
Council Member Onesirosan was absent.
City staff present: City Manager A. Bell, Police Chief B. Hubbard, Public Works Director/City
Engineer J. Struve, Community Development Director J. Sutter, Recreation Director J. Elholm,
Assistant Finance Director J. Bursheim, and Abdo Manager Maari Berg.
II.Agenda
The council and staff discussed the following agenda item:
1.2026 budget.
III.Adjournment
The work session adjourned at 9:20 p.m.
Julie Deshler, Mayor
ATTEST:
___
Adam R. Bell, City Manager
4.1(d)
DATE:August 12, 2025
TO:Adam R. Bell, City Manager
City of Crystal City Council
FROM: Jean McGann, Contracted Finance Director
RE: Expenditures over $25,000
Payee Amount
Computer Integration Technology Laptops, Docking Stations, and Installation of Fiber $25,126.00
Golden Valley JWC JWC April Water Charges $162,616.49
Kraus-Anderson Construction Crystal Cove Construction Management $66,594.99
Uhl Co Inc Community Center Automation Updates (approved 2/18 )$31,205.00
CTOS LLC Replacement of Utilities Truck (approved 5/20)$192,422.00
Global Specialty Contractors Crystal Cove Construction $391,380.56
Odesa II LLC Twin Oaks and Welcome Park Construction $266,814.50
Valley Paving Inc 2025 Mill and Overlay $504,349.64
Finance Professional Services, Budget Implementation, &
Supplemental Accounting Support
Central Roofing Company Pool Building Siding $44,357.39
Crosstown Masonry Inc Pool Building Concrete $51,495.08
Envision Glass Inc Pool Building Glass $27,636.12
Landscape Structures Inc Twin Oaks Play Area $98,270.92
Metropolitan Council Wastewater Services for August $157,087.86
Smith Strum Investment Refund of Duplicate Utility Billing Payment $47,466.98
Tekton Construction Company Pool Building Carpentry $57,322.24
Waste Management (HRG)New Hope, Brooklyn Center, and Crystal June Recycling $146,771.10
West Metro Fire Rescue District July Contribution to West Metro Fire $150,029.25
Xcel Energy City Buildings and Street Lights Electricity $36,239.36
US Bank Debt Service Payment $83,564.38
Bergankdv LTD 2024 Audit Final Billing $28,225.00
IRS - EFTPS Federal & FICA Withholding Taxes for 7/3/25 Pay Date $88,443.28
MN PERA Employee & City Required Contributions for 7/3/25 Pay Date $81,126.45
IRS - EFTPS Federal & FICA Withholding Taxes for 7/18/25 Pay Date $95,385.17
MN PERA Employee & City Required Contributions for 7/18/25 Pay Date $77,879.19
IRS - EFTPS Federal & FICA Withholding Taxes for 8/1/25 Pay Date $92,749.68
MN PERA Employee & City Required Contributions for 8/1/25 Pay Date $80,007.55
HealthPartners, Inc.July Health Insurance Premiums $160,439.18
HealthPartners, Inc.August Health Insurance Premiums $165,101.04
$3,447,136.40
Description
Abdo LLP $37,030.00
4.2
Page 1 of 2
City of Crystal Council Meeting
Aug. 19, 2025
Applications for City License
Lawful gambling (temporary)
The Church of St. Raphael, 7301 56th Ave. N., Crystal, MN 55428 (for an event on Sept. 20, 2025; pre-
approved by City Manager Bell on July 30, 2025)
Liquor (temporary on-sale)
The Church of St. Raphael, 7301 56th Ave. N., Crystal, MN 55428 (for an event on Sept. 20, 2025; pre-
approved by City Manager Bell on July 30, 2025)
Lynde’s Inn, Inc. dba Lynde’s Restaurant and Catering, 209 County Rd. 81, Osseo, MN 55369 (for an event
on Sept. 12, 2025, at Crystal Community Center)
Rental (new)
4308 Douglas Dr. N. – JNP Home Construction LLC (Conditional)
5324 Florida Ave. N. – Jared Campbell (Conditional)
3009 Kentucky Ave. N. – Karen and Charles Bennett
4700 Maryland Ave. N. – Rosemaris and Marvin Campos (Conditional)
5857 Maryland Ave. N. – Angelique Kapila (Conditional)
3517 Perry Ave. N. – Cameron Wilson (Conditional)
4263 Welcome Ave. N. – Yuzhu Xiao and Yong Lin
6515 52nd Ave. N. – Ray and Lisa Martin (Conditional)
4825 58th Ave. N. – Kenneth Wutoh and Amanda Vatsaas
Rental (renewal)
4409 Adair Ave. N. – Eric and Angela Moellenkamp (Conditional)
4711 Adair Ave. N. – Milena Elimelakh
5701 Adair Ave. N. – Eric and Angela Moellenkamp (Conditional)
5417 Angeline Ave. N. – Xuyan Lang
5340 Byron Ave. N. – Ryan Woodworth
4355 Colorado Ave. N. -4355 Colorado Ave N LLC (Conditional)
6600 Coverdale Ave. N. – Olufemi Isawumi (Conditional)
2749 Douglas Dr. N. – Reese Pfeiffer
3422 Douglas Dr. N. – Wally Anderson
5401 Florida Ave. N. – Jin Chen (Conditional)
3909 Georgia Ave. N. – Empower Funding LLC (Conditional)
4553 Hampshire Ave. N. – Sokari Afonya
4825-4827 Idaho Ave. N. – Constance Andrzejek (Conditional)
4075 Jersey Ave. N. – Pro Operam Sub XIV LLC
5242 Jersey Ave. N. – Pro Operam Sub X LLC (Conditional)
5254 Jersey Ave. N. – Brad Buechele
5324 Jersey Ave. N. – Andrew Patrias
5827 Jersey Ave. N. – Harold Creek
5318 Kentucky Ave. N. – MN2 LLC (Conditional)
3100 Louisiana Ave. N. – Kyle Sedam
3457 Major Ave. N. – Satori Properties LLC
4725 Maryland Ave. N. – SFR Borrower 2021-2 LLC (Conditional)
5240 Maryland Ave. N. – Scott Rudin (Conditional)
5413 Maryland Ave. N. – Lan Feng Burke
4.3
Page 2 of 2
3210 Nevada Ave. N. – Nevada 32 Trust
8110 Northern Dr. – TC Rentals LLC (Conditional)
8224 Northern Dr. – Mark Poppitz
5844 Orchard Ave. N. – Libman Brothers LLC (Conditional)
3425 Quail Ave. N. – Jeffrey Petersen
3548 Quail Ave. N. – Vincent Martin (Conditional)
5825 Perry Ave. N. – Danny Vo and Christina Duong (Conditional)
5540 Regent Ave. N. – Arlynn Parker
5439 Twin Lake Ter. – Kurschner Companies LLC
3217 Utah Ave. N. – Jason Flaa (Conditional)
5600 Vera Cruz Ave. N. – MNSF T2 SP LLC
5257 Welcome Ave. N. – Ryan Przybylski (Conditional)
5732 West Broadway – Peter Hoeben (Conditional)
3417 Wisconsin Ave. N. – Good Domus Sub VII LLC
3546 Xenia Ave. N. – Lacey Mwaura (Conditional)
5508 Xenia Ave. N. – Darryl Schmitz
4534 Zane Ave. N. – Herman Capital Partners 3 (Conditional)
4542 Zane Ave. N. – Tracy Kriz
8308 32nd Pl. N. – Brent Rohs (Conditional)
6600 34th Ave. N. – Matthew Healy (Conditional)
5627 36th Ave. N. – Charles Mwaura (Conditional)
6820-6824 44th Ave. N. – Minny Investments LLC (Conditional)
6508 47th Ave. N. – 4 West Holdings LLC
5401 51st Ave. N. – Crystal Leased HSG ASCTS 1 (Conditional)
6729 52nd Ave. N. – Chris Jensen
6324 61st Ave. N. – Ignacio Ruiz Ruiz (Conditional)
4.3
DATE:
TO:
FROM:
SUBJECT:
Memorandum
August 19, 2025
City Council
Jesse Struve, Public Works Director/City Engineer
Brad Fortin, Parks Superintendent
Declare disease trees public nuisances and order them abated
Summary
City Code Section 2015 states that the City has determined that the health of the shade trees within the
city limits is threatened by shade tree diseases. It has further determined that the loss of shade trees
growing upon public and private property would substantially depreciate the value of property within
the city and impair the safety, good order, general welfare and convenience of the public.
Over the last few years the City has been working with around a hundred property owners to get
diseased trees removed. Of the properties contacted over the last year, seven properties with
confirmed shade tree diseases have responded to the City correspondences. All seven properties
signed the tree removal permission form.
City Code provides a process for which the Council needs to declare these diseased trees to be
nuisances so that the City can remove them.
The funds to pay for these removals come out of the Forestry budget.
Attachment
5612 Regent Ave. N.
4629 Xenia Ave. N.
6116 Hampshire Ave. N.
4318 Welcome Ave. N.
•4088 Jersey Ave. N.
•5625 Maryland Ave. N.
•5910 36th Ave. N.
Recommended Action
Motion declaring the diseased trees a public nuisance and ordering them abated.
4.4
CITY OF CRYSTAL
MINNESOTA
RESOLUTION NO. 2025 – ___
RESOLUTION DECLARING THE DISEASED TREES PUBLIC NUISANCES AND
ORDERING THEM ABATED AT SEVERAL PRIVATE PROPERTIES
WHEREAS, Crystal City Code 2015 governs shade tree diseases in the City of Crystal and provides a
process to declare them public nuisances and order them abated; and
WHEREAS, the trees on the property at the properties listed below have been inspected by the City’s
certified tree inspectors; and
WHEREAS, the certified tree inspectors confirmed the trees to be diseased with Emerald Ash Borer
disease; and
WHEREAS, the property owners asked the city to remove the trees and special assess their property
for the costs associated with removing the diseased trees; and
WHEREAS, the City provided the owners with an agreement outlining a $50 administrative fee and
a 6% interest rate over a 5-year term for the special assessments; and
WHEREAS, the property owners agreed to the terms and signed the agreement prior to the City
Council’s August 19th meeting; and
WHEREAS, the City provided multiple notices of the diseased tree and gave the property owners an
opportunity to be heard regarding this matter at the City Council’s August 19th meeting; and
WHEREAS, formal approval of the grant agreement is required.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Crystal as follows:
1.The City of Crystal declares the diseased trees at the properties listed below a public
nuisance, orders them to be abated, and directs the cost of such abatement to be assessed
against the property in accordance with Crystal City Code and Minnesota Statutes, Section
429.101.
List of properties with diseased trees to be declared a nuisance:
5612 Regent Ave. N.
4629 Xenia Ave. N.
6116 Hampshire Ave. N.
4318 Welcome Ave. N.
4088 Jersey Ave. N.
5625 Maryland Ave. N.
5910 36th Ave. N.
4.4
Adopted this 19th day of August 2025.
____________________________________
Julie Deshler,
Mayor
ATTEST:
___________________________________
Kimberly Therres,
Assistant City Manager
4.4
4.5
4.5
CITY OF CRYSTAL
MINNESOTA
RESOLUTION NO. 2025 -
RESOLUTION ORDERING PREPARATION OF AN ASSESSMENT ROLL,
DECLARING COSTS TO BE ASSESSED AND SETTING A PUBLIC HEARING DATE FOR 2025
DELINQUENT ACCOUNTS
WHEREAS, properties within the city have benefited from services provided.
BE IT RESOLVED that the City Council of the City of Crystal, Minnesota, hereby approves the following:
1.That an assessment roll be prepared for delinquent payment of services.
2.That amounts currently eligible for assessment are declared to be:
Utility charges
Administrative citations
Refuse and litter abatement
Nuisance abatements
Tree trimming/removal
False alarm fines
3.That a public hearing will be held on Tuesday, October 21, 2025.
$831,362.86
$89,855.00
$5,268.37
$2,554.02
$52,242.32
$595.00
The City Council will meet in the Council Chambers at City Hall, 4141 Douglas Dr. N., on October 21,
2025, at 7 p.m., or as soon thereafter as the matter may be heard, to consider assessments to be levied
against properties benefiting from services provided. Property owners may appear at this public hearing
to object to proposed assessments against their property.
The Finance Director is hereby directed to cause notice of the hearing on proposed assessments to be
published once in the official newspaper at least two weeks prior to the hearing. The notice shall include
the total amount of proposed assessments. Mailed notice shall be given to the owner of each parcel
described in the assessment roll not less than two weeks prior to the hearing.
The owner of any property so assessed may, at any time prior to certification of the assessment to
Hennepin County, pay the whole of the assessment on such property.
•If the entire assessment is paid by 4:30 p.m. on November 26, 2025, no interest will be charged.
•Delinquent balances not paid by 4:30 p.m. on November 26, 2025, will be assessed against the
property. This means that the delinquent balance will be reported to Hennepin County, which will
add it to the 2026 property tax statement for the Service Address. Assessed amounts will accrue
interest at an annual rate of twelve percent (12%) from November 1, 2025, through December 31,
2026, plus a $2.50 county administration fee for all delinquencies, with an exception to tree
trimming/removal assessments. These are five-year assessments that will accrue interest at
either six percent (6%) or twelve percent (12%), depending on whether there is a signed
agreement with the city. An owner may, at any time thereafter, pay to Hennepin County the entire
amount of the assessment remaining unpaid, with interest as stated above to December 31 of the
year in which such payment is made, plus the $2.50 county administration fee.
Adopted by the City Council of the City of Crystal this 19th day of August, 2025.
Julie Deshler, Mayor
ATTEST:
Kimberly Therres, Assistant City Manager
4.5
CITY OF CRYSTAL
MINNESOTA
RESOLUTION NO. 2025-___
RESOLUTION AUTHORIZING EXECUTION OF A
HEALTHY TREE CANOPY GRANT AGREEMENT WITH HENNEPIN COUNTY
WHEREAS, a healthy tree canopy is a crucial element of neighborhood appeal and livability; and
WHEREAS, the City of Crystal has been significantly impacted by the Emerald Ash Borer; and
WHEREAS, these impacts include expenditures related to removal and replacement of diseased Ash
trees on public property; and
WHEREAS, Hennepin County has awarded a $50,000 Healthy Tree Canopy grant to the city
to financially assist the city with said removal and replacement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Crystal that the Mayor and
City Manager, as applicable, are authorized to execute the Healthy Tree Canopy grant agreement
with Hennepin County.
Adopted this 19th day of August, 2025.
______________________________
Julie Deshler,
Mayor
ATTEST:
_______________________________
Kimberly Therres,
Assistant City Manager
4.8
West Metro Fire
PROPOSED 2026 BUDGET
6.1
West Metro Fire Proposed 2026 Budget
2026 Preliminary Budget Summary
2026 Change 2025
Total Proposed 2026 Budget (Capital & Operating)4,014,508 +297,909
This is a total capital and operating combine increase 8.02% over 2025
Crystal Contribution 1,946,323 +145,972
Calculated from the cost share formula including capital this is 8.11% over 2025
The budget reflects a 0.63% increase in Crystal’s tax-supported funds, including debt service over 2025
New Hope Contribution 2,068,185 +151,936
Calculated from the cost share formula including capital this is 7.93% over 2025
The budget reflects a 0.54% increase in New Hope’s tax-supported funds, including debt service over 2025
Note: Change in the budget increase for New Hope, different from Original to include debt service.
6.1
West Metro Fire Proposed 2026 Budget
2026 Preliminary Budget Summary
2026 Change 2025
Proposed General Operating 2026 Budget 3,258,583 +182,909
6.41 percent increase from 2025
Proposed Fire District Capital 755,925 +115,000
1.61 percent increase from 2025
6.1
West Metro Fire Proposed 2026 Budget
2026 Preliminary Budget Summary
2026 2025
General Operating Budget $ 3,038,583 $ 2,855,674
Special Revenue Pension Fund Contribution $ 180,000 $ 200,000
Special Revenue Compensated Absences Fund Contribution $ 20,000 $ 10,000
Special Revenue Insurance Fund Contribution $ 20,000 $ 10,000
Total $ 3,258,583 Total $ 3,075,674
Capital Fund Contribution $ 400,000 $ 325,000
Tower Lease $ 103,600 $ 103,600
Engine Lease $ 252,325 $ 212,325
Total $ 755,925 Total $ 640,925
6.1
West Metro Fire Proposed 2026 Budget
The cities’ preliminary 2026 total contribution is $4,014,508 which is $1,946,323.34 for Crystal and $2,068,184.66 for New Hope.
This is an increase of $145,972.33 or 8.11% for Crystal and an increase of $151,936.67 or 7.93% for New Hope.
This is an increase of $297,909 over the 2025 contributions or 8.02%.
The general operating budget increase is $182,909 or 6.41%. The driving force of this increase is salaries, incentive pay for POC firefighters, health insurance, financial services and communications.
There is a $20,000 decrease to the pension fund contribution.
There is a $75,000 increase to the capital plan contribution.
There is a $10,000 increase to the special revenue insurance fund contribution.
There is a $10,000 increase to the compensated absences fund contribution.
These contributions include a $103,600 lease payment for the tower.
These contributions include a $252,325 lease payment for the new engines. This is a $40,000 increase over 2025.
6.1
West Metro Fire Proposed 2026 Budget
2026 Preliminary Budget
Contribution Increase from 2025 ($3,716,599) to 2026 ($4,014,508)
General Operating Increase $182,909 4.92%
Pension Decrease(POC)$(20,000) (.54)%
Capital Plan Increase $75,000 2.02%
Insurance Increase $10,000 .27%
Compensated Absences Increase $10,000 .27%
Engine Lease Increase $40,000 1.07%
Total $297,909 8.02%
6.1
((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality
Crystal New Hope District
a = municipality's avg. calls over 5 years 873 1,103
p = municipality's population (2020 census)23,330 21,986
v = municipality's taxable market value in millions 2,853 2,861
A = district's avg. calls over 5 years no mutual aid 1,976
P = district's population (2020 census)45,316
V = district's taxable market value in millions 5,714
Percentage a/A 44.1802% 55.8198%
Percentage p/P 51.4829% 48.5171%
Percentage v/V 49.9300% 50.0700%
48.5310% 51.4690%100.00%
100.0000%
Required contributions from cities $1,815,836.39 $1,925,762.61 $3,741,599.00
Monthly contribution $151,319.70 $160,480.22
(1) Average calls based on calls for the years 2019 through 2023 without mutual aid.
(2) 2024 Taxable market values from Hennepin County report dated 12/20/2023
Contributions from Cities Set to Equal:
2025 General Fund Operating Budget $2,855,674
2025 Capital Plan Budget $350,000
2025 Pension Special Revenue Fund $200,000
2025 Insurance Special Revenue Fund $10,000
2025 Compensated Absences Special Revenue Fund $10,000
2025 Aerial Lease $103,600
2025 Engine Lease $212,325
2025 Total Amount to be Contributed from Cities $3,741,599
WEST METRO-FIRE RESCUE DISTRICT
Cost Sharing Formula
Calculation in 2024 for use in the 2025 Budget
((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality
Crystal New Hope District
a = municipality's avg. calls over 5 years 903 1,096
p = municipality's population (2020 census)23,330 21,986
v = municipality's taxable market value in millions 2,664 2,796
A = district's avg. calls over 5 years no mutual aid 1,999
P = district's population (2020 census)45,316
V = district's taxable market value in millions 5,460
Percentage a/A 45.1726% 54.8274%
Percentage p/P 51.4829% 48.5171%
Percentage v/V 48.7912% 51.2088%
48.4822% 51.5178%100.00%
100.0000%
Required contributions from cities $1,946,323.34 $2,068,184.66 $4,014,508.00
Monthly contribution $162,193.61 $172,348.72
(1) Average calls based on calls for the years 2020 through 2024 without mutual aid.
(2) 2025 Taxable market values from Hennepin County report dated 2/13/2025
Contributions from Cities Set to Equal:
2026 General Fund Operating Budget $3,038,583
2026 Capital Plan Budget $400,000
2026 Pension Special Revenue Fund $180,000
2026 Insurance Special Revenue Fund $20,000
2026 Compensated Absences Special Revenue Fund $20,000
2026 Aerial Lease $103,600
2026 Engine Lease $252,325
2026 Total Amount to be Contributed from Cities $4,014,508
WEST METRO-FIRE RESCUE DISTRICT
Cost Sharing Formula
Calculation in 2025 for use in the 2026 Budget
6.1
West Metro Fire Proposed 2026 Budget
2027 Projected Budget
Contribution Increase from 2026 ($4,014,508) to 2027 ($4,567,425)
General Operating Increase $652,917 16.26%
Capital Plan Decrease $(100,000)(2.49)%
Total $552,917 13.77%
6.1
West Metro Fire Proposed 2026 Budget
2028 Projected Budget
Contribution Increase from 2027 ($4,567,425) to 2028 ($4,891,425)
is projected at $324,000 or 7.09%
6.1
West Metro Fire Proposed 2026 Budget
The engine lease contributions stabilize in 2028 at $287,326 annually.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$1,171,640 61500 -Regular Salaries $45,640 increase. This includes consideration of a
3% COLA, comp payout, OT for non-exempt
employees, and lieutenant gap in pay for SAFER
employees due to updated comp plan.
$700,000 62000 - Part -Time Salaries $50,000 increase. This includes all POC positions
and consideration of a 3% COLA.
$206,925 62200 -PERA $6,343 increase based on full-time salaries. These
full-time employees do not earn relief association
pension.
$71,431 62800 -Social Security & Medicare $4,863 increase based on salaries.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$6,000 63500 -Health Savings Account (HSA)$500 increase. This line is part of the health
insurance benefit provided by the District.
$157,298 63800 -Health Insurance $33,456 increase based on the SAFER grant
covering 100% of the health insurance costs for
the 3 lieutenants and a projected increase to
the premium.
$5,095 63900 -Long Term Disability $1,407 decrease based on projected premium.
$1,194 64000 -Life Insurance $12 increase based on projected premium.
$120,000 64500 -Workers Comp Insurance $21,000 decrease based on historical data and
reimbursement from the SAFER grant.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$3,000 70500 -Office Supplies $700 increase due to the staffing of two stations with full-
time staff.
$3,000 72500 -Cleaning $800 increase due to the staffing of two stations with full-
time staff.
$31,000 76000 -Motor Fuels $3,000 increase based on historical data and continued rising
costs.
$18,000 77000 -Turn -Out Gear $3,000 increase based on historical data and increased
needs.
$2,000 79000 -Fire Prevention $1,000 increase based on increased needs.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$7,000 80600 -Legal Fees $1,000 increase based on historical data.
$180,000 81800 -Communications $20,000 increase based historical data relating to
expenditures for LOGIS, Hennepin County Radio,
Analytic Software and Community Notification Platform
hosted for both cities’.
$25,000 83200 -Electric $4,000 increase based on increased use from staffing an
additional station.
$10,000 83400 -Water/Sewer $2,000 increase based on increased use from staffing an
additional station.
$35,000 83600 –Natural Gas $5,000 increase based on historical data and increased use
from staffing an additional station.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$18,000 84000 -Building Maintenance $2,000 increase based on projected increase
& Cleaning service to the cost of the of the service.
$13,000 84200 -Building Repairs $3,000 increase based on historical data.
$27,000 84400 -Equipment Repairs $3,000 increase based on historical data.
$33,000 84600 -Vehicle Repairs $2,000 increase based on historical data.
6.1
West Metro Fire Proposed 2026 Budget
Changes from 2025
$4,000 86200 -Dues & Subscriptions $1,000 increase due to increased staffing.
$5,000 86900 -Licenses & Permits $5,000 increase due to a reoccurring
cost every three year for firefighter licenses.
$85,000 87700 -Financial Services $8,000 increase based on increased
costs due to updated contract.
6.1
West Metro Fire Proposed 2026 Budget
2026 -2030 CAPITAL PLAN
2026 –Cities’ Contributions 400,000
Beginning Fund 2,086,221
Committed (849,962)
Expenditures (927,921)
Ending Non-Committed Fund Balance 308,338
Fund Balance 1,158,300
2027 –Cities’ Contributions 300,000
Beginning Fund 1,814,225
Committed (1,103,562)
Expenditures (459,825)
Ending Non-Committed Fund Balance 250,838
Fund Balance 1,354,400
6.1
West Metro Fire Proposed 2026 Budget
2026 -2030 CAPITAL PLAN
2028 –Cities’ Contributions 300,000
Beginning Fund 2,044,925
Committed (1,307,162)
Expenditures (537,325)
Ending Non-Committed Fund Balance 200,438
Fund Balance 1,507,600
2029 –Cities’ Contributions 300,000
Beginning Fund 2,198,525
Committed (1,580,762)
Expenditures (477,325)
Ending Non-Committed Fund Balance 140,438
Fund Balance 1,721,200
6.1
West Metro Fire Proposed 2026 Budget
2026 -2030 CAPITAL PLAN
2030 –Cities’ Contributions 300,000
Beginning Fund 2,412,125
Committed (1,834,362)
Expenditures (477,325)
Ending Non-Committed Fund Balance 100,438
Fund Balance 1,934,800
6.1
1
To: WMFRD Board of Directors
From: Sarah Larson, Fire Chief and Josh Kunde, Assistant Chief
Date: April 9, 2025
Subject: Preliminary 2026 General Operating Budget Line Item Explanatory Information
for Changes from 2025
2026-2030 Capital Plan
2026 Preliminary Budgets and Contributions
General Operating Budget - $3,038,583
Capital Fund Contribution - $400,000
Special Revenue Pension Fund Contribution - $180,000
Special Revenue Insurance Fund Contribution - $20,000
Special Revenue Compensated Absences Fund Contribution - $20,000
Tower Lease - $103,600
Engine Lease - $252,325
____________________________________________________________________
Total $4,014,508
The cities’ preliminary 2026 total contribution is $4,014,508 which is $1,946,323.34 for Crystal and $2,068,184.66 for
New Hope.
This is an increase of $145,972.33 or 8.11% for Crystal and an increase of $151,936.67 or 7.93% for New Hope.
$145,972.33 is an increase of .63% of the Crystal adapted 2025 General Fund Budget of $23,149,836.
$151,936.67 is an increase of .78% of the New Hope adopted 2025 General Fund Budget of $19,586,213.
This is an increase of $297,909 over the 2025 contributions or 8.02%.
The general operating budget increase is $182,909 or 6.41%. The driving force of this increase is salaries, incentive pay
for POC firefighters, health insurance, financial services and communications.
There is a $20,000 decrease to the pension fund contribution.
There is a $75,000 increase to the capital plan contribution.
There is a $10,000 increase to the special revenue insurance fund contribution.
There is a $10,000 increase to the compensated absences fund contribution.
These contributions include a $103,600 lease payment for the tower.
Memorandum
6.1
2
These contributions include a $252,325 lease payment for the new engines. This is a $40,000 increase over 2024.
2026 Preliminary Budget
Contribution Increase from 2025 ($3,716,599) to 2026 ($4,014,508)
General Operating Increase $182,909 4.92%
Pension Decrease $(20,000) (.54)%
Capital Plan Increase $75,000 2.02%
Insurance Increase $10,000 .27%
Compensated Absences Increase $10,000 .27%
Engine Lease Increase $40,000 1.07%
Total $297,909 8.02%
2027 Projected Budget
Contribution Increase from 2026 ($4,014,508) to 2027 ($4,567,425)
General Operating Increase $652,917 16.26%
Capital Plan Decrease $(100,000) (2.49)%
Total $552,917 13.77%
An estimate of the 2027 increase to the cities’ total budget contributions is $552,917 or 13.77%.
There is a $100,000 decrease to the capital plan contribution.
The cities’ contribution to the engine lease is again $252,325 in 2027.
The engine lease contributions stabilize in 2028 at $287,325 annually.
2028 Projected Budget
Contribution Increase from 2027 ($4,567,425) to 2028 ($4,891,425) is projected at $324,000 or 7.09%
For Historical Reference:
2025 Budgets and Contributions
General Operating Budget - $2,855,674
Capital Fund Contribution - $325,000
Special Revenue Pension Fund Contribution - $200,000
Special Revenue Insurance Fund Contribution - $10,000
Special Revenue Compensated Absences Fund Contribution - $10,000
Tower Lease - $103,600
Engine Lease - $212,325
____________________________________________________________________
Total $3,716,599
The cities’ 2025 total contribution is $3,716,599 which is $1,800,351.01 for Crystal and $1,916,247.99 for New Hope.
This was an increase of $165,734.42 or 10.14% for Crystal and an increase of $186,364.58 or 10.77% for New Hope.
This is an increase of $352,099 over the 2024 contributions or 10.46%.
6.1
3
The general operating budget increase is $214,774 or 8.13%. The driving force of this increase is salaries, incentive pay
for POC firefighters, PERA, health insurance, workers comp insurance, financial services and communications.
There was a $75,000 increase to the capital plan contribution.
These contributions include a $103,600 lease payment for the tower.
These contributions include a $212,325 lease payment for the new engines. This is a $62,325 increase over 2024.
2025 Budget
Contribution Increase from 2024 ($3,364,500) to 2025 ($3,716,599)
General Operating Increase $214,774 6.38%
Capital Plan Increase $75,000 2.23%
Engine Lease Increase $62,325 1.85%
Total $352,099 10.46%
Line Item Explanatory Information for Reductions and Increases of the preliminary 2026 General Operating Budget
Personnel
$1,171,640 61500 - Regular Salaries $45,640 increase. This includes consideration of a 3% COLA,
comp payout, OT for non-exempt employees, and lieutenant
gap in pay for SAFER employees due to updated comp plan.
$700,000 62000 - Part - Time Salaries $50,000 increase. This includes all POC positions and
consideration of a 3% COLA.
$206,925 62200 - PERA $6,343 increase based on full-time salaries. These full-time
employees do not earn relief association pension.
$71,431 62800 - Social Security & Medicare $4,863 increase based on salaries.
$12,000 65500 – Uniforms No Change
Insurance
$6,000 63500 - Health Savings Account (HSA) $500 increase. This line is part of the health insurance benefit
provided by the District.
$157,298 63800 - Health Insurance $33,456 increase based on the SAFER grant covering 100% of
the health insurance costs for the 3 lieutenants and a projected
increase to the premium.
$5,095 63900 - Long Term Disability $1,407 decrease based on projected premium.
$1,194 64000 - Life Insurance $12 increase based on projected premium.
$120,000 64500 - Workers Comp Insurance $21,000 decrease based on historical data and reimbursement
From the SAFER grant.
6.1
4
Supplies
$3,000 70500 - Office Supplies $700 increase due to the staffing of two stations with full-time
staff.
$3,000 72500 - Cleaning $800 increase due to the staffing of two stations with full-time
staff.
$9,000 74000 - Operating No change.
$3,000 75500 - Tools & Equipment No change.
$31,000 76000 - Motor Fuels $3,000 increase based on historical data and continued rising
costs.
$18,000 77000 - Turn-Out Gear $3,000 increase based on historical data and increased needs.
$2,000 79000 - Fire Prevention $1,000 increase based on increased needs.
Service
$0 80200 - Consultant No change.
$7,000 80600 - Legal Fees $1,000 increase based on historical data.
$40,000 80800 - Medical Exams No change.
Communication and Delivery
$0 81400 - Postage & Delivery No change.
$180,000 81800 - Communications $20,000 increase based on expected increases to expenditures
For LOGIS, Hennepin County Radio and analytic software.
Utilities
$25,000 83200 - Electric $4,000 increase based on increased use from staffing an
additional station.
$10,000 83400 - Water/Sewer $2,000 increase based on increased use from staffing an
additional station.
$35,000 83600 – Natural Gas $5,000 increase based on historical data and increased use from
staffing an additional station.
Contract Maintenance
$18,000 84000 - Building Maintenance $2,000 increase based on projected increase to the cost of the
6.1
5
& Cleaning service.
$13,000 84200 - Building Repairs $3,000 increase based on historical data.
$27,000 84400 - Equipment Repairs $3,000 increase based on historical data.
$33,000 84600 - Vehicle Repairs $2,000 increase based on historical data.
Rent
$5,000 85400 - Office Equipment Rent No change based on already adding another printer lease for
Station 1.
Dues, Subscriptions, & Training
$4,000 86200 - Dues & Subscriptions $1,000 increase due to increased staffing.
$1,000 86400 - Awards No change based on the use of special donation funds.
$30,000 86800 - Training No change based on historical data and reimbursements from
the state.
$5,000 86900 - Licenses & Permits $5,000 increase due to a reoccurring cost every three years
for firefighter licenses.
Miscellaneous
$0 87400 – Printing No change.
$85,000 87700 - Financial Services $8,000 increase based on increased costs due to updated
contract.
$3,038,583 Total General Operating Expenditures
BUDGET HISTORY
2005 – Aerial put into service w/ replacement between 2025 and 2030 1,500,000
2007 – SCBA put into service cost partially offset by FEMA Grant w/ replacement 2020 500,000
2008 – Turn Out Gear put into service beginning 2015 replace 10-15 sets per year 35,000
2012 – Placed 4 engines into service w/ replacement between 2025 and 2032 3,000,000
2012 – Removed Heavy Rescues from Major Apparatus Plan (1,400,000)
2012 - Squad 1 put into service 500,000
2013 - Capital Funding Plan w/ Forecast to 2025 Developed 240,000
6.1
6
2013 - Added 1 Light Rescue into Capital Plan w/ replacement between 2023 -2025 100,000
2014 – Added 2 Light Rescues into Capital Plan w/ replacement between 2023 -2025 200,000
2014 – Closed Major Apparatus Fund and moved fund balance to capital plan (100,000)
2014 – Created Special Revenue Pension Fund 250,000
2017 – Sale of 2004 Aerial (337,500)
2017 – Lease Tower 1,049,620
2019 - Board Approved Fund Policy Statements
2020 – Created Special Revenue Insurance Fund 40,000
2020 - Created Special Revenue Compensated Absences Fund 10,000
2020 – Purchase SCBA 450,000
2021 – Engine Lease 2,619,444
2022-2023 – Sale of (4) 2011 Engines (484,740)
ANNUAL CAPITAL EXPENDITURES/COMMITMENTS
The WMFRD has the following reoccurring annual capital expenditures or savings for future expenditures through 2029:
SCBA 50,000 - Saving towards future expenditure
Rescue Trucks (3) 30,000 - Saving towards future expenditure
Radios 20,000 - Saving towards future expenditure
Thermal Imagers 5,000 - Saving towards future expenditure
Hydraulic Tools 10,000 - Saving towards future expenditure
Power Tools 10,000 - Saving towards future expenditure
Nozzles/Hose 20,000 - Saving towards future expenditure
Public Education Props 5,000 - Saving towards future expenditure
AED 2,500
Turn out Gear 60,000
LOGIS/Admin/IT 40,000
Overhead Door Maintenance 5,000
Utility/Staff Vehicle 65,000
Total 322,500
COMMITTED CAPITAL FUNDS END OF 2025
Bathroom 72,000
Station 3 Apparatus Floor 20,000
Thermal Cameras 10,000
Hydraulic Tools 20,000
Power Tools 10,000
SCBA 100,000
Telephones 10,000
Radios 120,000
Hose 20,000
6.1
7
Nozzles 20,000
Public Education Props 15,000
Training Room Furniture 125,000
Major Apparatus 524,958
Total Committed Funds 1,066,958
2025 – Cities’ Contributions 325,000
Beginning Fund 2,233,721
Committed -1,066,958
Expenditures -903,425
Ending Non-Committed Fund Balance 263,338
Fund Balance 1,330,296
2026 -2030 CAPITAL PLAN
2026 – Cities’ Contributions 400,000
Beginning Fund 2,086,221
Committed -849,962
Expenditures -927,921
Ending Non-Committed Fund Balance 308,338
Fund Balance 1,158,300
2027 – Cities’ Contributions 300,000
Beginning Fund 1,814,225
Committed -1,103,562
Expenditures -459,825
Ending Non-Committed Fund Balance 250,838
Fund Balance 1,354,400
2028 – Cities’ Contribution 300,000
Beginning Fund 2,044,925
Committed -1,307,162
Expenditures -537,325
Ending Non-Committed Fund Balance 200,438
Fund Balance 1,507,600
2029 – Cities’ Contributions 300,000
Beginning Fund 2,198,525
Committed -1,580,762
Expenditures -477,325
Ending Non-Committed Fund Balance 140,438
Fund Balance 1,721,200
2030 – Cities’ Contributions 300,000
Beginning Fund 2,412,125
Committed -1,834,362
Expenditures -477,325
6.1
8
Ending Non-Committed Fund Balance 100,438
Fund Balance 1,934,800
Cities’ Contribution to Capital Plan
2026 400,000
2027 300,000
2028 300,000
2029 300,000
2030 300,000
STAFF/UTILITY VEHICLES
Funding for the replacement of the following staff, utility, grass and light rescue vehicles is included as part of the capital
plan.
STAFF VEHICLES YEAR MAKE/MODEL USE REPLACEMENT YEAR REPLACEMENT COST
C-1 2019 Toyota Highlander Command 2032 75,000
C-2 2019 Ford F-150 Command 2031 75,000
C-3 2024 GMC Canyon Command 2034 75,000
C-4 2013 Ford F-150 Inspection 2025 65,000
C-5 2015 Chevy Tahoe Command 2028 75,000
C-6 2017 Chevy Tahoe Command 2030 75,000
C-7 2016 Chevy Tahoe Command 2029 75,000
C-8 2024 Chevy Suburban Training 2036 75,000
U-11 2020 Chevy Silverado Utility 2033 75,000
U-31 2013 Ford F-350 Utility 2027 65,000
U-21 2011 Ford F-350 Diesel Utility 2026 65,000
U-32 GRASS 2024 GMC Sierra Grass 2035 75,000
R-11 2013 Ford F-350 Light Rescue 2025 120,000
R-21 2014 Ford F-350 Light Rescue 2025 120,000
R-31 2014 Ford F-350 Light Rescue 2025 120,000
MAJOR APPARATUS
In 2014 it was reaffirmed by both cities that each city would fund their respective portions of the costs of replacement
of major equipment rather than have the District save for these purchases. The following equipment is considered
major apparatus:
MAJOR APPARATUS YEAR MAKE/MODEL USE REPLACEMENT YEAR REPLACEMENT COST
Engine 1 (Lease) 2023 Pierce Enforcer Pumper 2033 2,000,000
Engine 2 (Lease) 2023 Pierce Enforcer Pumper 2033 2,000,000
Engine 3 (Lease) 2023 Pierce Enforcer Pumper 2033 2,000,000
Engine 4 (Lease) 2023 Pierce Enforcer Pumper 2033 2,000,000
Squad 1 2012 E - ONE/Quest Heavy Rescue 2033 2,000,000
Tower 1 (Lease) 2017 Pierce/Arrow XT Platform 2032 3,500,000
6.1
West Metro Fire-Rescue District
Preliminary 2026 General Operating Budget, Capital,
Special Pension, Insurance, and Compensated
Absences Funds
Approved by the WMFRD Board of Directors on
Approved by the City of Crystal Council on
Approved by the City of New Hope Council on
2021 2021 2022 2022 2023 2023 2024 2024 2025 2025 2025 2025 2025 2026 2026 2026 2026 2026 2027 2027 2028 2028
Approved Actual Approved Actual Approved Actual Approved Actual Approved Changes Offset from Minus SAFER Line Totals Preliminary Changes Offset from Minus SAFER Line Totals Preliminary Changes Preliminary Changes
from 2024 SAFER Changes Minus SAFER from 2025 SAFER Changes Minus SAFER from 2026 from 2027
Revenue
50100 - City Contribution General Operating 2,120,450 2,120,450 2,208,500 2,208,500 2,457,590 2,407,590 2,640,900 2,640,900 3,234,500 593,600 (378,826)2,855,674 2,855,674 3,421,000 565,325 367,417 3,038,583 3,038,583 3,691,500 652,917 3,980,500 289,000
City Contribution Special Revenue Pension Fund 180,000 180,000 200,000 200,000 180,000 180,000 200,000 200,000 200,000 200,000 200,000 180,000 (20,000)180,000 180,000 180,000 180,000
Other Special Revenue Pension 4,982 4,414
City Contribution Capital 230,000 230,000 250,000 250,000 250,000 250,000 250,000 250,000 325,000 75,000 325,000 325,000 400,000 75,000 400,000 400,000 300,000 (100,000)300,000
Other Capital 17,473 115,630
City Contribution Special Revenue Insurance Fund 30,000 30,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 20,000 10,000 20,000 20,000 20,000 20,000
Other Special Revenue Insurance 642 453
City Contribution Special Revenue Compensated Absences Fund 10,000 10,000 10,000 10,000 10,000 10,000 20,000 10,000 20,000 20,000 20,000 20,000
Other Special Revenue Compensated Absences 10,000 663 101,710
Tower Lease 10,000 10,000 10,000 10,000 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600
Engine Lease 103,600 103,600 103,600 103,600 70,000 70,000 150,000 150,000 212,325 62,325 212,325 212,325 252,325 40,000 252,325 252,325 252,325 287,325 35,000
Special Revenue Fund
50110 - Intergovernmental Grants - General Operating 76,055 542,388
50115 Refunds and Reinbursements- General Operating 598,207.35 24,430.40 10,044 1,966
59999 - Gain/loss on sale of equipment 12,444.40 17,499.99
54002 - Proceeds - Sale of Capital Assets 383,750
50800 - Fire Department Contributions
Investment Income General Operating 2,535 4,876
51000 - Misc Income General Operating 22.53 942.40 386 15,434 10.46% Increase over 2024 or 352,099 8.02% over 2025 or $297,909 13.77% over 2026 or $552,917 7.02 % over 2027 or $324,000
965.50 445.69 730,925 680,325
Total Revenue 2,674,050 3,285,689.78 2,782,100 2,825,418 3,081,190 3,527,720 3,364,500 4,151,371 4,095,425 3,716,599 3,716,599 4,396,925 4,014,508 4,014,508 4,567,425 552,917 4,891,425 324,000
Assigned for Additional Full-Time Staff 100,000 -50,000
Expenditures 3,031,190 3,364,500
Personnel
61500 - Regular Salaries 785,000 800,269.71 822,000 850,730.26 933,000 957,483 1,013,000 1,252,248 1,360,000 347,000 (234,000)113,000 1,126,000 1,415,000 289,000 (243,360)45,640 1,171,640 1,503,000 331,360 1,593,000 90,000
61501 - Severance
62000 - Part - Time Salaries 460,000 526,514.24 490,000 518,076.62 525,000 534,161 580,000 458,458 650,000 70,000 70,000 650,000 700,000 50,000 50,000 700,000 800,000 100,000 900,000 100,000
62001 - Part Time Inspectors 0 0
62200 - PERA 141,300 142,411.39 145,500 151,355.46 165,940 170,356 180,000 222,674 242,000 62,000 (41,418)20,582 200,582 250,000 49,418 (43,075)6,343 206,925 267,000 60,075 282,000 15,000
62800 - Social Security & Medicare 46,600 51,548.87 49,500 52,209.58 53,750 54,295 60,000 52,499 70,000 10,000 (3,432)6,568 66,568 75,000 8,432 (3,569)4,863 71,431 83,000 11,569 92,000 9,000
63000 - Fire Pension 0 0
63200 - Flex Spending
65500 - Uniforms 9,000 10,733.79 9,000 9,679.75 10,000 10,399 10,000 10,407 12,000 2,000 2,000 12,000 12,000 12,000 12,000 12,000
Insurance
63500 - Health Savings Account - HSA 5,000 4,500.00 5,000 6,500.00 5,500 5,500 5,500 7,500 8,500 3,000 (3,000)5,500 8,500 3,000 (2,500)500 6,000 9,000 3,000 9,000
63600 - Dental Insurance
63800 - Health Insurance 88,550 89,266.00 99,000 99,507.18 135,000 117,663 135,000 147,270 180,000 45,000 (56,160)(11,160)123,840 200,000 76,160 (42,702)33,458 157,298 230,000 72,702 260,000 30,000
63900 - Long Term Disability 4,000 4,315.74 4,000 4,165.51 5,000 4,979 5,100 6,291 8,000 2,900 (1,498)1,402 6,502 7,000 498 (1,905)(1,407)5,095 8,000 2,905 8,000
64000 - Life Insurance 400 210.00 400 924.63 500 1,050 900 921 1,500 600 (318)282 1,182 1,500 318 (306)12 1,194 2,500 1,306 2,500
64500 - Workers Comp Insurance 110,000 134,175.00 134,000 164,828.00 160,000 156,426 170,000 130,417 180,000 10,000 (39,000)(29,000)141,000 150,000 9,000 (30,000)(21,000)120,000 160,000 40,000 180,000 20,000
65000 - Unemployment Insurance
Supplies
70500 - Office Supplies 2,300 2,320.65 2,300 1,717.08 2,300 1,396 2,300 2,195 2,300 2,300 3,000 700 700 3,000 3,000 3,000
72500 - Cleaning 2,200 1,846.78 2,200 2,065.60 2,200 2,564 2,200 2,301 2,200 2,200 3,000 800 800 3,000 3,000 3,000
74000 - Operating 10,000 9,132.00 9,000 8,520.09 9,000 8,748 9,000 11,359 9,000 9,000 9,000 9,000 9,000 9,000
75500 - Tools & Equipment 4,600 3,768.28 4,600 3,157.76 3,000 2,070 3,000 2,906 3,000 3,000 3,000 3,000 3,000 3,000
76000 - Motor Fuels 25,000 20,936.37 25,000 29,313.73 25,000 26,722 25,000 22,506 28,000 3,000 3,000 28,000 31,000 3,000 3,000 31,000 31,000 31,000
77000 - Turn Out Gear 12,000 15,510.32 12,000 14,095.17 12,000 12,980 12,000 35,182 15,000 3,000 3,000 15,000 18,000 3,000 3,000 18,000 18,000 18,000
77500 - Tires
78000 - COVID-19 1,916.49
79000 - Fire Prevention Supplies 6,000 7,423.53 6,000 5,378.83 1,000 575 1,000 1,367 1,000 1,000 2,000 1,000 1,000 2,000 2,000 2,000
Service
80200 - Consultant 2,000 1,312.20 2,000 415.00 500 0 500 0 0 (500)(500)0
80400 - Other Contract 0 0
80600 - Legal Fees 7,000 4,548.50 6,000 7,308.13 5,000 7,103 6,000 5,530 6,000 6,000 7,000 1,000 1,000 7,000 7,000 7,000
80800 - Medical Exams 30,000 23,789.25 25,000 26,257.45 40,000 23,011 40,000 47,012 40,000 40,000 40,000 40,000 40,000 40,000
Communication and Delivery
81200 - Telephone 0 0
81400 - Postage & Delivery 200 122.35 200 378.33 100 0 100 11 0 (100)(100)0 0
81600 - Radio Units (leasing, maint. fees, repairs and parts)0 0
81800 - Communications 115,000 125,510.53 120,000 136,919.55 130,000 127,311 140,000 178,711 160,000 20,000 20,000 160,000 180,000 20,000 20,000 180,000 200,000 20,000 220,000 20,000
Utilities
83200 - Electric 25,000 22,665.50 21,000 24,294.35 21,000 24,235 21,000 22,775 21,000 21,000 25,000 4,000 4,000 25,000 28,000 3,000 28,000
83400 - Water/Sewer 6,000 7,621.20 5,500 8,003.27 5,500 8,208 7,000 8,320 8,000 1,000 1,000 8,000 10,000 2,000 2,000 10,000 12,000 2,000 12,000
83600 - Gas 22,000 20,319.06 20,000 29,524.48 20,000 28,938 25,000 24,168 30,000 5,000 5,000 30,000 35,000 5,000 5,000 35,000 40,000 5,000 40,000
83800 - Refuse 0 0
Contract Maintenance
84000 - Building Maintenance & Cleaning 15,000 12,903.00 15,000 13,787.19 15,000 14,074 15,000 15,172 16,000 1,000 1,000 16,000 18,000 2,000 2,000 18,000 18,000 18,000
84200 - Building Repairs 10,000 7,685.12 10,000 4,194.72 10,000 4,822 10,000 39,035 10,000 10,000 13,000 3,000 3,000 13,000 13,000 13,000
84400 - Equipment Repairs 20,000 22,423.88 24,000 21,336.41 24,000 27,779 24,000 45,061 24,000 24,000 27,000 3,000 3,000 27,000 27,000 27,000
84600 - Vehicle Repairs 36,000 51,065.99 41,000 37,590.62 31,000 44,074 31,000 53,244 31,000 31,000 33,000 2,000 2,000 33,000 33,000 33,000
84700 - Grounds Maintenance
84800 - Information Technology 0 0
Rent
85400 - Office Equipment Rent 4,000 3,849.15 3,000 2,585.93 3,000 2,847 3,000 3,081 5,000 2,000 2,000 5,000 5,000 5,000 5,000 5,000
85600 - Service Contracts
Dues, Subscriptions, & Training
86200 - Dues & Subscriptions 3,000 1,261.11 3,000 1,574.54 3,000 3,120 3,000 4,490 3,000 3,000 4,000 1,000 1,000 4,000 4,000 4,000
86400 - Awards 3,000 1,285.99 3,000 2,833.31 1,000 330 1,000 0 1,000 1,000 1,000 1,000 1,000 1,000
86600 - Books 0 0
86800 - Training 30,000 28,616.76 30,000 39,257.04 30,000 53,616 30,000 32,965 30,000 30,000 30,000 30,000 30,000 30,000
86900 - Licenses & Permits 0 0 5,000 3,900 0 0 5,000 5,000 5,000 5,000 0 (5,000)0
Miscellaneous
87200 - Advertising - Employee
87400 - Printing 300 188.45 300 407.84 300 118 300 262 0 (300)(300)0 0
87500 - General Insurance 0 0
87700 - Financial Services 60,000 63,703.56 60,000 66,390.62 65,000 81,134 70,000 73,394 77,000 7,000 7,000 77,000 85,000 8,000 8,000 85,000 90,000 5,000 95,000 5,000
87800 - EMAC Deployment 4,309.13
87999 - Reserve 20,000 0.00 0
Total General Operating Expenditures 2,120,450 2,228,063.40 2,208,500 2,347,200.52 2,457,590 2,521,987 2,640,900 2,919,732 3,234,500 593,600 (378,826)214,774 2,855,674 3,406,000 550,326 (367,417)182,909 3,038,583 3,691,500 652,917 3,980,500 289,000
-378,826 (367,417)
2,855,674 3,038,583
6.1
2026 Capital Plan 2026 Committed Capital Funds
Year of
2025 Fund Balance 1,330,296 Expenditure
Revenue 2026 Contribution 400,000 BUILDING 88002
2026 Tower Lease Contribution 103,600 Bathroom Project (2014)38,000
2026 Engine Lease Contribution 252,325 Bathroom Project (2015)29,000
Bathroom Project (2015)5,000
2028 Station 3 Apparatus Floor (2025)20,000
Total 2,086,221 Station 3 Apparatus Floor (2026)20,000
Expenditure
2026 Expenditures 170,000 Total 112,000
2026 Committed Expenditures 125,000
2026 Tower Lease 103,600 RESPIRATORY PROTECTION EQUIPMENT 88003
Balloon Payment Tower Lease 241,996 2033 SCBA (2024)50,000
2026 Engine Lease District 35,000 SCBA (2025)50,000
2026 Engine Lease Cities 252,325 SCBA (2026)50,000
Total 927,921 Total 150,000
ADMIN/TECH 88001 POWER EQUIPMENT TOOLS 88005
Computers/LOGIS 40,000 2033 Thermal Cameras (2024)5,000
Thermal Cameras (2025)5,000
Total 40,000 Thermal Cameras(2026)5,000
2034 Hydraulic Tools (2024)10,000
BUILDING 88002 Hydraulic Tools (2025)10,000
Overhead Door Maintenance 5,000 Hydraulic Tools (2026)10,000
Station 3 Apparatus Floor 20,000 Power Tools (2025)10,000
Power Tools (2026)10,000
Total 25,000
Total 65,000
RESPIRATORY PROTECTION EQUIPMENT 88003
SCBA 50,000 COMMUNICATION EQUIPMENT 88006
Telephone (2017)10,000
Total 50,000 Radios (2019)20,000
Radios (2020)20,000
PERSONAL PROTECTIVE EQUIPMENT 88004 Radios (2021)20,000
Turnout Gear 60,000 Radios (2023)20,000
Radios (2024)20,000
Total 60,000 Radios (2025)20,000
Radios (2026)20,000
POWER EQUIPMENT TOOLS 88005
Thermal Camera 5,000 Total 150,000
Hydraulic Tools 10,000
Power Tools 10,000 FIRE SUPPRESSION EQUIPMENT 88009
Hose (2024)10,000
Total 25,000 Hose (2025)10,000
Hose (2026)10,000
COMMUNICATION EQUIPMENT 88006 Nozzles (2024)10,000
Radios 20,000 Nozzle (2025)10,000
Nozzles (2026)10,000
Total 20,000
Total 60,000
TECHNICAL RESCUE EQUIPMENT 88007
Total 0 PREVENTION 88011
Public Education Props (2023)5,000
MEDICAL EQUIPMENT 88008 Public Education Props (2024)5,000
Total 0 Public Education Props (2025)5,000
Public Education Props (2026)5,000
FIRE SUPPRESSION EQUIPMENT 88009
Hose 10,000 Total 20,000
Nozzles 10,000
VEHICLES - Staff/Utility/Rescue 88013
Total 20,000 Rescues (3) (2026)45,000
HAZARDOUS MATERIALS EQUIPMENT 88010 Total 45,000
Total 0
MAJOR APPARATUS 88014
PREVENTION 88011 PA Grant (2021)200,000
Public Education Props 5,000 Sale of E One Engine (2022)100,990
Sale of (3) E One Engines (2023)383,750
Total 5,000 2024 Expenditure District Contribution to Engine Lease (75,000)
2025 Expenditure District Contribution to Engine Lease (75,000)
TRAINING 88012 2026 Expenditure District Contribution to Engine Lease (35,000)
Training Room Furniture 125,000 2024 Expenditure Engine Equipment (9,782)
2026 Balloon Payment Tower Lease (241,996)
Total 125,000
Total 247,962
VEHICLE 88013
Staff Vehicle 65,000 Total Committed Funds 849,962
Rescues (3) 45,000
Total 110,000
Beginning Fund 2,086,221
Committed 849,962
Expenditures 927,921
Ending Non-Committed Fund Balance 308,338
Fund Balance 1,158,300
Expenditures
Expenditures from Committed Capital Funds
Committed/Saved Capital Funds
6.1
2027 Capital Plan 2027 Committed Capital Funds
Year of
2026 Fund Balance 1,158,300 Expenditure
Revenue 2027 Contribution 300,000 BUILDING 88002
2027 Engine Lease Contribution 252,325 Bathroom Project (2014)38,000
2027 Tower Lease Contribution 103,600 Bathroom Project (2015)29,000
Bathroom Project (2015)5,000
Total 1,814,225 2028 Station 3 Apparatus Floor (2025)20,000
Expenditure Station 3 Apparatus Floor (2026)20,000
2027 Expenditures 172,500 Station 3 Apparatus Floor (2027)20,000
2027 Engine Lease District 35,000
2027 Engine Lease Cities 252,325 Total 132,000
Total 459,825 RESPIRATORY PROTECTION EQUIPMENT 88003
2033 SCBA (2024)50,000
ADMIN/TECH 88001 SCBA (2025)50,000
Computers/LOGIS 40,000 SCBA (2026)50,000
SCBA (2027)50,000
Total 40,000
Total 200,000
BUILDING 88002
Overhead Door Maintenance 5,000 POWER EQUIPMENT TOOLS 88005
Station 3 Apparatus Floor 20,000 2033 Thermal Cameras (2024)5,000
Thermal Cameras (2025)5,000
Total 25,000 Thermal Cameras (2026)5,000
Thermal Cameras (2027)5,000
RESPIRATORY PROTECTION EQUIPMENT 88003 2034 Hydraulic Tools (2024)10,000
SCBA 50,000 Hydraulic Tools (2025)10,000
Hydraulic Tools (2026)10,000
Total 50,000 Hydraulic Tools (2027)10,000
Power Tools (2025)10,000
PERSONAL PROTECTIVE EQUIPMENT 88004 Power Tools (2026)10,000
Turnout Gear 60,000 Power Tools (2027)10,000
Total 60,000 Total 90,000
POWER EQUIPMENT TOOLS 88005 COMMUNICATION EQUIPMENT 88006
Thermal Camera 5,000 Telephone (2017)10,000
Hydraulic Tools 10,000 Radios (2019)20,000
Power Tools 10,000 Radios (2020)20,000
Radios (2021)20,000
Total 25,000 Radios (2023)20,000
Radios (2024)20,000
COMMUNICATION EQUIPMENT 88006 Radios (2025)20,000
Radios 20,000 Radios (2026)20,000
Radios (2027)20,000
Total 20,000
Total 170,000
TECHNICAL RESCUE EQUIPMENT 88007
Total 0 FIRE SUPPRESSION EQUIPMENT 88009
Hose (2024)10,000
MEDICAL EQUIPMENT 88008 Hose (2025)10,000
AED 2,500 Hose (2026)10,000
Hose (2027)10,000
Total 2,500 Nozzles (2024)10,000
Nozzles (2025)10,000
FIRE SUPPRESSION EQUIPMENT 88009 Nozzles (2026)10,000
Hose 10,000 Nozzles (2027)10,000
Nozzles 10,000
Total 80,000
Total 20,000
PREVENTION 88011
HAZARDOUS MATERIALS EQUIPMENT 88010 Public Education Props (2023)5,000
Total 0 Public Education Props (2024)5,000
Public Education Props (2025)5,000
PREVENTION 88011 Public Education Props (2026)5,000
Public Education Props 5,000 Public Education Props (2027)5,000
Total 5,000 Total 25,000
TRAINING 88012 VEHICLES - Staff/Utility/Rescue 88013
Total 0 Rescues (3) (2026)45,000
Rescues (3) (2027)45,000
VEHICLE 88013
Staff Vehicle 65,000 Total 90,000
Rescues (3) 45,000
MAJOR APPARATUS 88014
Total 110,000 PA Grant (2021)200,000
Sale of E One Engine (2022)100,990
Sale of (3) E One Engines (2023)383,750
2027 Tower Lease Contribution 103,600
2024 Expenditure District Contribution to Engine Lease (75,000)
2025 Expenditure District Contribution to Engine Lease (75,000)
2026 Expenditure District Contribution to Engine Lease (35,000)
2027 Expenditure District Contribution to Engine Lease (35,000)
2024 Expenditure Engine Equipment (9,782)
2026 Balloon Payment Tower Lease (241,996)
Total 316,562
Total Committed Funds 1,103,562
Beginning Fund 1,814,225
Committed 1,103,562
Expenditures 459,825
Ending Non-Committed Fund Balance 250,838
Fund Balance 1,354,400
Expenditures
Expenditures from Committed Capital Funds
Committed/Saved Capital Funds
6.1
2028 Capital Plan 2028 Committed Capital Funds
Year of
2027 Committed Funds 1,354,000 Expenditure
Revenue 2028 Contribution 300,000 BUILDING 88002
2028 Engine Lease Contribution 287,325 Bathroom Project (2014)38,000
2028 Tower Lease Contribution 103,600 Bathroom Project (2015)29,000
Bathroom Project (2015)5,000Total2,044,925 Total 72,000
Expenditure
2028 Expenditures 190,000 RESPIRATORY PROTECTION EQUIPMENT 88003
2028 Committed Expenditures 60,000 SCBA (2024)50,000
2028 Engine Lease District 0 SCBA (2025)50,000
2028 Engine Lease Cities 287,325 SCBA (2026)50,000
SCBA (2027)50,000
Total 537,325 SCBA (2028)50,000
ADMIN/TECH 88001 Total 250,000
Computers/LOGIS 40,000
POWER EQUIPMENT TOOLS 88005
Total 40,000 2033 Thermal Cameras (2024)5,000
Thermal Cameras (2025)5,000
BUILDING 88002 Thermal Cameras (2026)5,000
Overhead Door Maintenance 5,000 Thermal Cameras (2027)5,000
Station 3 Apparatus Floor 60,000 Thermal Cameras (2028)5,000
2034 Hydraulic Tools (2024)10,000
Total 65,000 Hydraulic Tools (2025)10,000
Hydraulic Tools (2026)10,000
RESPIRATORY PROTECTION EQUIPMENT 88003 Hydraulic Tools (2027)10,000
SCBA 50,000 Hydraulic Tools (2028)10,000
Power Tools (2025)10,000
Total 50,000 Power Tools (2026)10,000
Power Tools (2027)10,000
PERSONAL PROTECTIVE EQUIPMENT 88004 Power Tools (2028)10,000
Turnout Gear 70,000
Total 115,000
Total 70,000
COMMUNICATION EQUIPMENT 88006
POWER EQUIPMENT TOOLS 88005 Telephone (2017)10,000
Thermal Cameras 5,000 Radios (2019)20,000
Hydraulic Tools 10,000 Radios (2020)20,000
Power Tools 10,000 Radios (2021)20,000
Radios (2023)20,000
Total 25,000 Radios (2024)20,000
Radios (2025)20,000
COMMUNICATION EQUIPMENT 88006 Radios (2026)20,000
Radios 20,000 Radios (2027)20,000
Radios (2028)20,000
Total 20,000
Total 190,000
TECHNICAL RESCUE EQUIPMENT 88007
Total 0 FIRE SUPPRESSION EQUIPMENT 88009
Hose (2024)10,000
MEDICAL EQUIPMENT 88008 Hose (2025)10,000
Total 0 Hose (2026)10,000
Hose (2027)10,000
FIRE SUPPRESSION EQUIPMENT 88009 Hose (2028)10,000
Hose 10,000 Nozzles (2024)10,000
Nozzles 10,000 Nozzles (2025)10,000
Nozzles (2026)10,000
Total 20,000 Nozzles (2027)10,000
Nozzles (2028)10,000
HAZARDOUS MATERIALS EQUIPMENT 88010
Total 0 Total 100,000
PREVENTION 88011 PREVENTION 88011
Total 0 Public Education Props (2023)5,000
Public Education Props (2024)5,000
TRAINING 88012 Public Education Props (2025)5,000
Total 0 Public Education Props (2026)5,000
Public Education Props (2027)5,000
VEHICLE 88013
Staff Vehicle 75,000 Total 25,000
Rescues (3) 45,000
VEHICLES - Staff/Utility/Rescue 88013
Total 120,000 Rescues (3) (2026)45,000
Rescues (3) (2027)45,000
Rescues (3) (2028)45,000
Total 135,000
MAJOR APPARATUS 88014
PA Grant (2021)200,000
Sale of E One Engine (2022)100,990
Sale of (3) E One Engines (2023)383,750
2027 Tower Lease Contribution 103,600
2028 Tower Lease Contribution 103,600
2024 Expenditure District Contribution to Engine Lease (75,000)
2025 Expenditure District Contribution to Engine Lease (75,000)
2026 Expenditure District Contribution to Engine Lease (35,000)
2027 Expenditure District Contribution to Engine Lease (35,000)
2024 Expenditure Engine Equipment (9,782)
2026 Balloon Payment Tower Lease (241,996)
Total 420,162
Total Committed Funds 1,307,162
Beginning Fund 2,044,925
Committed 1,307,162
Expenditures 537,325
Ending Non-Committed Fund Balance 200,438
Fund Balance 1,507,600
Expenditures
Expenditures from Committed Capital Funds
Committed/Saved Capital Funds
6.1
2029 Capital Plan 2029 Committed Capital Funds
Year of
2028 Fund Balance 1,507,600 Expenditure
Revenue 2029 Contribution 300,000 BUILDING 88002
2029 Engine Lease Contribution 287,325 Bathroom Project (2014)38,000
2029 Tower Lease Contribution 103,600 Bathroom Project (2015)29,000
Bathroom Project (2015)5,000Total2,198,525 Total 72,000
Expenditure
2029 Expenditures 190,000 RESPIRATORY PROTECTION EQUIPMENT 88003
2029 Committed Expenditures 0 2033 SCBA (2024)50,000
2029 Engine Lease District 0 SCBA (2025)50,000
2029 Engine Lease Cities 287,325 SCBA (2026)50,000
SCBA (2027)50,000
Total 477,325 SCBA (2028)50,000
SCBA (2029)50,000
ADMIN/TECH 88001
Computers/LOGIS 40,000 Total 300,000
Total 40,000 POWER EQUIPMENT TOOLS 88005
2033 Thermal Cameras (2024)5,000
BUILDING 88002 Thermal Cameras (2025)5,000
Overhead Door Maintenance 5,000 Thermal Cameras (2026)5,000
Thermal Cameras (2027)5,000
Total 5,000 Thermal Cameras (2028)5,000
Thermal Cameras (2029)5,000
RESPIRATORY PROTECTION EQUIPMENT 88003 2034 Hydraulic Tools (2024)10,000
SCBA 50,000 Hydraulic Tools (2025)10,000
Hydraulic Tools (2026)10,000
Total 50,000 Hydraulic Tools (2027)10,000
Hydraulic Tools (2028)10,000
PERSONAL PROTECTIVE EQUIPMENT 88004 Hydraulic Tools (2029)10,000
Turnout Gear 70,000 Power Tools (2025)10,000
Power Tools (2026)10,000
Total 70,000 Power Tools (2027)10,000
Power Tools (2028)10,000
POWER EQUIPMENT TOOLS 88005 Power Tools (2029)10,000
Thermal Cameras 5,000
Hydraulic Tools 10,000 Total 140,000
Power Tools 10,000
COMMUNICATION EQUIPMENT 88006
Total 25,000 Telephone (2017)10,000
Radios (2019)20,000
COMMUNICATION EQUIPMENT 88006 Radios (2020)20,000
Radios 20,000 Radios (2021)20,000
Radios (2023)20,000
Total 20,000 Radios (2024)20,000
Radios (2025)20,000
TECHNICAL RESCUE EQUIPMENT 88007 Radios (2026)20,000
Total 0 Radios (2027)20,000
Radios (2028)20,000
MEDICAL EQUIPMENT 88008 Radios (2029)20,000
Total 0
Total 210,000
FIRE SUPPRESSION EQUIPMENT 88009
Hose 10,000 FIRE SUPPRESSION EQUIPMENT 88009
Nozzles 10,000 Hose (2024)10,000
Hose (2025)10,000
Total 20,000 Hose (2026)10,000
Hose (2027)10,000
HAZARDOUS MATERIALS EQUIPMENT 88010 Hose (2028)10,000
Total 0 Hose (2029)10,000
Nozzles (2024)10,000
PREVENTION 88011 Nozzles (2025)10,000
Total 0 Nozzles (2026)10,000
Nozzles (2027)10,000
TRAINING 88012 Nozzles (2028)10,000
Total 0 Nozzles (2029)10,000
VEHICLE 88013 Total 120,000
Staff Vehicle 75,000
Rescues (3) 45,000 PREVENTION 88011
Public Education Props (2023)5,000
Total 120,000 Public Education Props (2024)5,000
Public Education Props (2025)5,000
Public Education Props (2026)5,000
Public Education Props (2027)5,000
Total 25,000
VEHICLES - Staff/Utility/Rescue 88013
Major Apparatus Tires (2022)10,000
Rescues (3) (2026)45,000
Rescues (3) (2027)45,000
Rescues (3) (2028)45,000
Rescues (3) (2029)45,000
Total 190,000
MAJOR APPARATUS 88014
PA Grant (2021)200,000
Sale of E One Engine (2022)100,990
Sale of (3) E One Engines (2023)383,750
2027 Tower Lease Contribution 103,600
2028 Tower Lease Contribution 103,600
2029 Tower Lease Contribution 103,600
2024 Expenditure District Contribution to Engine Lease (75,000)
2025 Expenditure District Contribution to Engine Lease (75,000)
2026 Expenditure District Contribution to Engine Lease (35,000)
2027 Expenditure District Contribution to Engine Lease (35,000)
2024 Expenditure Engine Equipment (9,782)
2026 Balloon Payment Tower Lease (241,996)
Total 523,762
Total Committed Funds 1,580,762
Beginning Fund 2,198,525
Committed 1,580,762
Expenditures 477,325
Ending Non-Committed Fund Balance 140,438
Fund Balance 1,721,200
Expenditures
Expenditures from Committed Capital Funds
Committed/Saved Capital Funds
6.1
2030 Capital Plan 2030 Committed Capital Funds
Year of
2029 Fund Balance 1,721,200 Expenditure
Revenue 2030 Contribution 300,000 BUILDING 88002
2030 Engine Lease Contribution 287,325 Bathroom Project (2014)38,000
2030 Tower Lease Contribution 103,600 Bathroom Project (2015)29,000
Bathroom Project (2015)5,000Total2,412,125 Total 72,000
Expenditure
2030 Expenditures 190,000 RESPIRATORY PROTECTION EQUIPMENT 88003
2030 Committed Expenditures 0 2033 SCBA (2024)50,000
2030 Engine Lease District 0 SCBA (2025)50,000
2030 Engine Lease Cities 287,325 SCBA (2026)50,000
SCBA (2027)50,000
Total 477,325 SCBA (2028)50,000
SCBA (2029)50,000
ADMIN/TECH 88001 SCBA (2030)50,000
Computers/LOGIS 40,000
Total 350,000
Total 40,000
POWER EQUIPMENT TOOLS 88005
BUILDING 88002 2033 Thermal Cameras (2024)5,000
Overhead Door Maintenance 5,000 Thermal Cameras (2025)5,000
Thermal Cameras (2026)5,000
Total 5,000 Thermal Cameras (2027)5,000
Thermal Cameras (2028)5,000
RESPIRATORY PROTECTION EQUIPMENT 88003 Thermal Cameras (2029)5,000
SCBA 50,000 Thermal Cameras (2030)5,000
2034 Hydraulic Tools (2024)10,000
Total 50,000 Hydraulic Tools (2025)10,000
Hydraulic Tools (2026)10,000
PERSONAL PROTECTIVE EQUIPMENT 88004 Hydraulic Tools (2027)10,000
Turnout Gear 70,000 Hydraulic Tools (2028)10,000
Hydraulic Tools (2029)10,000
Total 70,000 Hydraulic Tools (2030)10,000
Power Tools (2025)10,000
POWER EQUIPMENT TOOLS 88005 Power Tools (2026)10,000
Thermal Cameras 5,000 Power Tools (2027)10,000
Hydraulic Tools 10,000 Power Tools (2028)10,000
Power Tools 10,000 Power Tools (2029)10,000
Power Tools (2030)10,000
Total 25,000
Total 165,000
COMMUNICATION EQUIPMENT 88006
Radios 20,000 COMMUNICATION EQUIPMENT 88006
Telephone (2017)10,000
Total 20,000 Radios (2019)20,000
Radios (2020)20,000
TECHNICAL RESCUE EQUIPMENT 88007 Radios (2021)20,000
Total 0 Radios (2023)20,000
Radios (2024)20,000
MEDICAL EQUIPMENT 88008 Radios (2025)20,000
Total 0 Radios (2026)20,000
Radios (2027)20,000
FIRE SUPPRESSION EQUIPMENT 88009 Radios (2028)20,000
Hose 10,000 Radios (2029)20,000
Nozzles 10,000 Radios (2030)20,000
Total 20,000 Total 230,000
HAZARDOUS MATERIALS EQUIPMENT 88010 FIRE SUPPRESSION EQUIPMENT 88009
Total 0 Hose (2024)10,000
Hose (2025)10,000
PREVENTION 88011 Hose (2026)10,000
Total 0 Hose (2027)10,000
Hose (2028)10,000
TRAINING 88012 Hose (2029)10,000
Total 0 Hose (2030)10,000
Nozzles (2024)10,000
VEHICLE 88013 Nozzles (2025)10,000
Staff Vehicle 75,000 Nozzles (2026)10,000
Rescues (3) 45,000 Nozzles (2027)10,000
Nozzles (2028)10,000
Total 120,000 Nozzles (2029)10,000
Nozzles (2030)10,000
Total 140,000
PREVENTION 88011
Public Education Props (2023)5,000
Public Education Props (2024)5,000
Public Education Props (2025)5,000
Public Education Props (2026)5,000
Public Education Props (2027)5,000
Total 25,000
VEHICLES - Staff/Utility/Rescue 88013
Rescues (3) (2026)45,000
Rescues (3) (2027)45,000
Rescues (3) (2028)45,000
Rescues (3) (2029)45,000
Rescues (3) (2030)45,000
Total 225,000
MAJOR APPARATUS 88014
PA Grant (2021)200,000
Sale of E One Engine (2022)100,990
Sale of (3) E One Engines (2023)383,750
2027 Tower Lease Contribution 103,600
2028 Tower Lease Contribution 103,600
2029 Tower Lease Contribution 103,600
2030 Tower Lease Contribution 103,600
2024 Expenditure District Contribution to Engine Lease (75,000)
2025 Expenditure District Contribution to Engine Lease (75,000)
2026 Expenditure District Contribution to Engine Lease (35,000)
2027 Expenditure District Contribution to Engine Lease (35,000)
2024 Expenditure Engine Equipment (9,782)
2026 Balloon Payment Tower Lease (241,996)
Total 627,362
Total Committed Funds 1,834,362
Beginning Fund 2,412,125
Committed 1,834,362
Expenditures 477,325
Ending Non-Committed Fund Balance 100,438
Fund Balance 1,934,800
Expenditures
Expenditures from Committed Capital Funds
Committed/Saved Capital Funds
6.1
((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality
Crystal New Hope District
a = municipality's avg. calls over 5 years 903 1,096
p = municipality's population (2020 census)23,330 21,986
v = municipality's taxable market value in millions 2,664 2,796
A = district's avg. calls over 5 years no mutual aid 1,999
P = district's population (2020 census)45,316
V = district's taxable market value in millions 5,460
Percentage a/A 45.1726%54.8274%
Percentage p/P 51.4829%48.5171%
Percentage v/V 48.7912%51.2088%
48.4822%51.5178%100.00%
100.0000%
Required contributions from cities $1,946,323.34 $2,068,184.66 $4,014,508.00
Monthly contribution $162,193.61 $172,348.72
(1) Average calls based on calls for the years 2020 through 2024 without mutual aid.
(2) 2025 Taxable market values from Hennepin County report dated 2/13/2025
Contributions from Cities Set to Equal:
2026 General Fund Operating Budget $3,038,583
2026 Capital Plan Budget $400,000
2026 Pension Special Revenue Fund $180,000
2026 Insurance Special Revenue Fund $20,000
2026 Compensated Absences Special Revenue Fund $20,000
2026 Aerial Lease $103,600
2026 Engine Lease $252,325
2026 Total Amount to be Contributed from Cities $4,014,508
WEST METRO-FIRE RESCUE DISTRICT
Cost Sharing Formula
Calculation in 2025 for use in the 2026 Budget
7/9/2025 16:35
6.1
AGENDA
ECONOMIC DEVELOPMENT AUTHORITY OF THE CITY OF CRYSTAL
• REGULAR MEETING •
TUESDAY, AUGUST 19, 2025
IMMEDIATELY FOLLOWING THE 7:00 P.M. CITY COUNCIL MEETING
CRYSTAL CITY HALL
COUNCIL CHAMBERS
1. Call to order *
2. Roll call *
3. Consider approval of minutes from June 17, 2025 regular meeting
4. Consider approval of a professional services agreement with Damon Farber for the Town Center
Vision Plan
5. 2026 EDA budget presentation *
6. Preview of upcoming EDA items *
7. Property status update *
8. Other business *
9. Adjournment *
*Items for which no materials are included in the packet
Page 1 of 4
Minutes of the
Economic Development Authority of the City of Crystal
Regular Meeting
Council Chambers
4141 Douglas Dr. N.
June 17, 2025
1. Call to Order
Vice President Cummings called the meeting of the Economic Development Authority of
the City of Crystal (EDA) to order at 8:05 p.m.
2. Roll Call
Upon call of the roll, the following Commissioners were present: John Budziszewski,
David Cummings, Julie Deshler, Traci Kamish, Therese Kiser and Taji Onesirosan.
The following staff were present: Executive Director Adam Bell, Deputy Executive
Director John Sutter and City Attorney Rachel Tierney.
3. Approval of Minutes
Moved by Commissioner Budziszewski (Kamish) to approve the minutes from the April
15, 2025 regular meeting. Motion carried.
4. Select artwork for four traffic signal cabinet wraps at the following locations:
• 56th and Regent Ave. N.
• 47th and Douglas Dr. N.
• 32nd and Winnetka Ave. N.
• 36th and Noble Ave. N.
EDA actions
Moved by Commissioner Kiser (Deshler) to approve the submitted photographs of MAC
Park, and Valley Place Park, respectively, for the cabinets at 56th and Regent and 47th
and Douglas, and selected the collage of four photographs of the Crystal Cove for the
cabinet at 47th and Douglas, and authorized staff to re-take some of the photographs for
the collage. Motion carried.
Page 2 of 4
Moved by Commissioner Kamish (Budziszewski) to approve Pollinators as the first
choice and Lilac Way as the second choice for the cabinet at 36th and Noble, and if
technical issues prevent the use of the first choice, staff is authorized to proceed with the
second choice. Motion failed to secure a majority of members present, with Kamish,
Budziszewski and Cummings voting aye, Deshler and Kiser voting nay, and Onesirosan
abstaining. Vice President Cummings called for a re-vote on the motion due to the
abstention. Motion failed to secure a majority of members present, with Kamish,
Budziszewski and Cummings voting aye, and Deshler, Kiser and Onesirosan voting nay.
Moved by Commissioner Deshler (Kiser) to approve Pollinators as the first choice and
Flying Robins as the second choice for the cabinet at 36th and Noble, and if technical
issues prevent the use of the first choice, staff is authorized to proceed with the second
choice. Motion carried.
5. Preview of upcoming EDA items
Staff informed the EDA that a market rate multifamily housing developer is considering
the Wells Fargo site and may present a concept plan at the July 15 City Council work
session.
Staff answered questions about the Town Center zoning moratorium adopted by the City
Council on June 3, and the anticipated study process and timeline.
6. Property Status Update
Staff informed the EDA that Wing Stop is now open in the former Ambiance Café space
and did not want to do a grand opening or ribbon cutting.
Staff informed the EDA that Tacos Los Ernesto is discontinuing their food trailer in the
city owned parking lot at 56th and Sherburne, and instead will incorporated that business
into Egg House Café at 6418 56th, which has the same owner as Tacos Los Ernesto, and
the combined business operate into the evening instead of Egg House’s current 2:00 p.m.
closing time.
Staff informed the EDA that a new food truck would soon begin operations in the parking
lot on the west side of Becker Park, and that staff would announce it on social media once
it starts operating.
Staff answered questions regarding promotional efforts regarding mobile food units
generally.
Page 3 of 4
Staff answered questions about the status of the Big O Tires property at 5500 West
Broadway.
7. Other Business
There was no other business.
8. Adjournment
Moved by Commissioner Budziszewski (Kiser) to adjourn the meeting. Motion carried.
The meeting adjourned at 8:47 p.m.
Page 4 of 4
These minutes of the June 17, 2025 meeting of the Crystal Economic Development Authority
were approved by the Authority on ________________ ___, 2025.
______________________________
Forest Eidbo, President
ATTEST:
______________________________
Traci Kamish, Secretary
Page 1 of 2
EDA STAFF REPORT
DATE: August 13, 2025
FROM: John Sutter, Community Development Director
TO: Economic Development Authority
Executive Director Adam R. Bell
RE: Professional services agreement with Damon Farber for the Town Center Vision Plan
A. BACKGROUND
The Town Center area contains 224 acres roughly centered on the intersection of Bass Lake
Road and West Broadway. It also includes the area around the proposed Blue Line Extension
light rail station at Bass Lake Road and Bottineau Boulevard.
Previous studies included a 2016 Station Area Plan and a 2024 update which included plans
for infrastructure to improve access and walkability around the light rail station and a deeper
analysis of five redevelopment opportunity sites.
In 2018, the city revised its zoning code to allow transit-oriented development throughout
the Town Center area.
The city completed two public investments called for in the 2016 plan: Reconstruction of the
Bass Lake Road streetscape in 2018-2019 and reconstruction of Becker Park in 2019-2020.
The city has also approved two new multifamily developments in the Town Center area, with
a 58 unit building completed in 2024 at 5240 West Broadway, and a 44 unit building
scheduled for construction in 2026 at 6000 56th Ave. N. (Bass Lake Road).
To build on the previous planning work, code changes, public improvements and recent
private investments, on June 3, 2025, the City Council adopted a zoning moratorium in the
Town Center area so that the City Council could create a 25 year vision for the area and
consider changes to city regulations and policies to support that vision.
Page 2 of 2
B. 25 YEAR VISION PLAN
Staff reviewed the previous work completed by Damon Farber in the 2024 update of the
2016 Station Area Plan and their work creating vision plans for other cities with similarities
to Crystal. Staff then requested a proposal from Damon Farber to complete the vision plan
by the end of 2025. The proposed professional services agreement is attached.
The Town Center Vision Plan would create visual illustrations of what incremental
redevelopment could look like at three time points: 2030 (light rail station opening), 2040
and 2050. The vision plan would bring the text of the city’s policies to life, inspire the
community with a new, illustrative vision for the area, and help developers design projects
consistent with the city’s vision. One way to think of it is to “bring the text to 3D” in a way
that hasn’t been done before for the Town Center area.
At this time it unknown whether the policy recommendations that emerge from the Town
Center Vision Plan would require additional consultant services to prepare those changes for
consideration by the Planning Commission and City Council. Staff is somewhat confident that
the proposed changes can be prepared by staff without the need for a consultant. The
anticipated timeline is a Planning Commission public hearing in March 2026 and City Council
adoption in April 2026 so the changes would go into effect before the moratorium expires on
June 3, 2026.
C. COST AND FUNDING SOURCES
The cost of the professional services would be $42,000.
This amount would be fully funded by a combination of EDA and county funds previously
budgeted in 2025:
• $25,000 of EDA funds was budgeted for façade grants in 2025 but will not be spent.
• $17,710 of Hennepin County funds was awarded to the EDA for façade grants but will not
be spent. On August 5, the county board approved repurposing these funds for the Town
Center Vision Plan.
D. EDA ACTION REQUESTED
Staff recommends EDA board approval of the attached professional services agreement with
Damon Farber for the Town Center Vision Plan.
DF/
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522 Page 1
August 7, 2025
Mr. Adam Bell
Executive Director
Economic Development Authority
City of Crystal
4141 Douglas Drive N.
Crystal, MN 55422
Dear Adam,
We appreciate the opportunity to submit this proposal for planning and urban design services related to the
Crystal Town Center Vision Plan planning project located in the City of Crystal Town Center Overlay District. The
Town Center Vision study represents a unique opportunity to reinforce Crystal’s Town Center Overlay District
with development and public realm recommendations that will create a place that reflects community values
and places to live, shop, work, gather and socialize. Our team proposes a thoughtful planning approach that
prioritizes creative solutions while fostering collaboration with key stakeholders.
PROJECT UNDERSTANDING
The City of Crystal is undertaking a new phase of planning to develop a 25-year Vision Plan for the Town Center
area, which encompasses approximately 224 acres centered around the intersection of Bass Lake Road and
West Broadway, including the area surrounding the future Bass Lake Road Blue Line Extension station.
This effort builds on several past initiatives, including the 2016 Station Area Plan, the 2024 Station Area Plan
Update, the adoption of transit-oriented development zoning in 2018, significant public improvements to Bass
Lake Road and Becker Park, and recent private investment in new multifamily housing. Together, these steps
have laid a strong foundation for continued evolution of the Town Center area as a vibrant, walkable, mixed-use
district.
The Town Center Vision Plan aims to bring policy to life - creating a graphic, illustrative plan that helps city
leaders, developers, and the broader community visualize potential change over time. The plan will include
redevelopment and public realm concepts that show what incremental transformation could look like at three
key points in time: 2030 (station opening), 2040, and 2050.
The Plan will address the following goals and objectives:
• Establish a compelling and cohesive 25-year vision for the Town Center area.
• Explore redevelopment and public infrastructure improvement opportunities that support the city’s
goals.
• Create three dimensional visualizations of potential development and public realm improvements.
• Identify implementation strategies, including phasing, policy updates, and potential partnerships.
Page 2
August 7, 2025
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522
APPROACH
Our team will approach this project with a thoughtful and strategic process, one that is visionary, yet grounded
in the physical, regulatory, and market realities of the Town Center area. We will build on the City’s past
planning efforts and recent investments to deliver clear, incremental visualizations that support policy, guide
future redevelopment, and enhance the public realm. Our approach will be responsive to opportunities and
constraints within the Base and Overlay Districts, and we will align our work with key project milestones to
ensure timely progress and clear deliverables.
The following work plan outlines our proposed methodology in alignment with the City’s desired outcomes for
the Town Center Vision Plan.
WORK PLAN
TASK 1: PROJECT INITIATION (Late August 2025)
This phase of the work will build a strong foundation for the planning process. We will confirm goals and
expectations, establish communication protocols, and fine tune the work plan and schedule to meet the city’s
needs.
1. Kickoff Meeting/Site Tour
Conduct a kickoff meeting with City and County staff to confirm project objectives, discuss key issues,
and review anticipated deliverables. A guided site tour will follow to help the team better understand
local context, assets, and opportunities within the Town Center Overlay District.
2. Project Communication and Management
Our team will establish and provide clear and effective communication and project management
including:
• Maintain regular communication with the city’s project manager.
• Facilitate check-ins with City and Hennepin County staff to track progress and align deliverables
Meetings:
1. Kickoff meeting/site tour
Deliverables:
1. Meeting notes
2. Site photos
3. Final work plan and schedule
TASK 2: CITY COORDINATION AND POLICY GUIDANCE (September – December 2025)
We will work closely with City and County staff and meet with the Planning Commission and City Council at key
milestones to ensure that the vision plan reflects policy priorities and long-term goals.
Page 3
August 7, 2025
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522
Please note: We anticipate engaging the Planning Commission and City Council at two to three points in the
process, likely during visioning, draft plan review, and final presentation. While these meetings are listed here for
tracking purposes, they align with and support the work outlined in later tasks (e.g., presenting preliminary
concepts and the final plan).
1. City and County Staff Meetings
Regular check-ins (virtual or in person) to review progress, discuss alternatives, and coordinate
deliverables.
2. Planning Commission Meetings
Meetings to present draft concepts and policy ideas and gather feedback at key stages in the process.
3. City Council Meetings
Engagement with the Council at key points to ensure alignment with the City’s long-term vision.
4. Visioning Workshop
A focused, half-day workshop with City staff and elected officials to shape the overall vision and begin
shaping initial concepts.
Meetings:
1. City and County staff coordination meetings (ongoing/TBD)
2. City Commission Meetings (2)
3. City Council meetings (2)
4. Visioning Workshop (half-day)
Deliverables:
1. Presentation graphics
2. Meeting notes
TASK 3: INVENTORY AND ANALYSIS (September 2025)
We will build on the existing analysis completed as part of the 2024 Station Area Plan Update to understand
current conditions and identify any new opportunities or challenges.
1. Base Mapping
Compile and refine base maps using City and County GIS data as the foundation for all design and
visualization work.
2. Inventory and Analysis
Review and expand the 2024 inventory, focusing on land use and zoning, property ownership, natural
features, built form, parking, mobility networks, and infrastructure. Visual analysis diagrams will be used
to communicate key issues and opportunities.
Meetings:
Page 4
August 7, 2025
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522
1. City and County staff check-in meetings
Deliverables:
1. Updated digital base maps
2. Site analysis diagrams
TASK 4: VISION AND GUIDING PRINCIPLES (Late September - Early October 2025)
Building on early coordination and analysis results, we will help define a shared vision and guiding principles to
shape redevelopment scenarios for 2030, 2040, and 2050.
1. Precedent Analysis
We will compile relevant case studies to inform the plan, highlighting successful mixed-use districts and
public realm improvements, with an emphasis on TOD and phased redevelopment.
1. Visioning Workshop
Facilitate a collaborative, half-day session to refine the vision and translate it into high-level
development principles and concept directions.
Meetings:
1. Visioning Workshop
Deliverables:
1. Precedent summary
2. Vision Statement
3. Guiding Principles
4. Workshop graphics and notes
TASK 5: PRELIMINARY TOWN CENTER VISION PLAN (October – November 2025)
Using the analysis, vision framework, and City input, our team will prepare two illustrative concept alternatives
showing how the Town Center area could evolve incrementally over time.
1. Develop Preliminary Vision Plan Alternatives
Illustrative development alternatives will include plan diagrams, 3D visualizations, photo imagery, and
narratives addressing:
• Mixed-use development types and densities
• Building form and orientation
• Circulation and mobility
• Public realm improvements and placemaking
• Parking strategies
• Parks, plazas and open spaces
Page 5
August 7, 2025
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522
1. Feedback and Refinement
Present draft alternatives to City and County staff, Planning Commission, and City Council to gather
feedback and identify a preferred direction.
Meetings:
1. City staff meetings
2. Planning Commission (see Task 2)
3. City Council (see Task 2)
Deliverables:
1. Two illustrative alternatives
2. Plans, diagrams and narratives
3. 3D visualizations and imagery
4. Meeting notes
TASK 6: FINAL TOWN CENTER VISION PLAN (December 2025)
The final plan will be a graphically rich and action-oriented document that captures the community’s vision and
guides future redevelopment efforts.
1. Final Plan Document
A clear, cohesive, and visually compelling plan summarizing the planning process and preferred vision,
with illustrative concepts for 2030, 2040, and 2050.
2. Implementation Strategies
Practical tools to support execution of the plan, including recommendations for policy updates, phasing,
public/private coordination, and potential funding strategies.
3. Plan Review and Refinement
Draft materials will be reviewed with City staff and the City Council before finalizing.
4. Final Deliverables
The final plan will be prepared in digital and print-ready formats for City use.
Meetings:
1. City staff meeting(s)
2. City Council presentation (see Task 2)
Deliverables:
1. Draft Town Center Vision Plan
2. Final Town Center Vision Plan (digital format)
3. Meeting notes
Page 6
August 7, 2025
DAMON FARBER LANDSCAPE ARCHITECTS 310 South 4th Avenue, Suite 7050 Minneapolis, MN 55415 612-332-7522
PROFESSIONAL FEES
Professional fees proposed for the abovementioned scope of work are as follows:
TASK FEE
Task 1 - Project Initiation $2,500
Task 2 – City Coordination and Policy Guidance $7,000
Task 3 – Inventory and Analysis $3,500
Task 4 – Vision and Guiding Principles $6,000
Task 5 – Preliminary Downtown Vision Plan $15,000
Task 6 – Final Downtown Vision Plan $7,500
Subtotal $41,500
Reimbursable Expenses $500
Total Fees $42,000
Please contact me if you have any questions or comments regarding this proposal for planning services.
We are looking forward to working together with the City of Crystal on this exciting project.
Sincerely,
Damon Farber Associates City of Crystal
Jeff McMenimen, PLA Adam Bell
Principal Executive Director
Damon Farber Economic Development Authority
Town Center Vision Plan
Proposal For
July 23, 2025
Submitted to
city of Crystal
2 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
Crystal align its policies, public improvements, and
private development opportunities through clear,
aspirational, and actionable design.
Our team proposes a collaborative approach that
leverages our urban design and visualization skills
while closely coordinating with City staff, Hennepin
County, and the Crystal City Council. Together,
we’ll build a forward-looking vision that inspires the
community and guides redevelopment for years to
come.
Thank you for your consideration. We’re grateful for
the opportunity to continue working with the City of
Crystal and look forward to bringing fresh, grounded
ideas to the Town Center Vision Plan. Please reach
out with any questions or to discuss the proposal
further.
Sincerely,
Jeff McMenimen, Principal
Damon Farber Landscape Architects
310 S 4th Ave Suite 7050, Minneapolis MN 55415
jmcmenimen@damonfarber.com
p. 651.249.1629
We appreciate the opportunity to submit this
proposal for planning and urban design services
related to the Town Center Vision Plan in the
City of Crystal. This effort represents an exciting
opportunity to build on years of thoughtful planning,
zoning changes, infrastructure investment, and recent
development momentum within the Town Center
area, and to create a compelling vision that illustrates
what the next 25 years could look like for this evolving
district.
We truly enjoyed working with the City of Crystal
and Hennepin County on the 2024 Bass Lake Road
– Metro Blue Line Extension Station Area Plan
Update, and we’re excited about the opportunity
to continue that work through this next phase of
planning. The City Council’s charge to “bring the
text to 3D” by illustrating a long-term redevelopment
vision for 2030, 2040, and 2050 is one we’re well-
equipped to take on.
Damon Farber Landscape Architects brings extensive
experience in public realm planning, redevelopment
visioning, and implementation strategy for transit-
oriented and mixed-use districts. We’ve developed
similar plans for communities across the region,
including the Bass Lake Road Station Area Plan,
Burnsville Heart of the City, Hopkins 325 Blake Road,
and the Ridgedale Public Realm Guidelines and
Commons. We’ll apply that expertise here to help
Dear John,
July 23, 2025
Mr. John Sutter
Community Development Director
CITY OF CRYSTAL
4141 Douglas Drive N.
Crystal, MN 55422
Cover Letter
Firm Profile
Work Plan, Schedule & Fee
Key Personnel
Relevant Experience
01
02
03
04
05
02 / firm profile
02 / FIRM PROFILE
Damon Farber Landscape Architects is a highly experienced landscape
architecture and planning firm known for its innovative, sustainable designs that
connect people to place. We have a strong presence in Minnesota and Wisconsin,
and specialize in creating thoughtful, community-driven landscapes that enhance
natural environments and foster social connectivity.
OUR CAPABILITIES
>Site Analysis & Assessment
>Master Planning
>Environmental & Ecological Planning
>Conceptual Design
>Programming and Event Design
>Community Engagement
>Recreational and Active Design
>Park and Trail Design
>Inclusive and Universal Design
>Cultural & Historic Preservation
>Schematic Design
>Design Development
>Construction Documents
>Phasing & Implementation Planning
>Cost Estimation & Budgeting
>Wayfinding and Signage
>Permitting and Regulatory Compliance
>Construction Administration
ABOUT DAMON FARBER
>Established 1981
>43 Years In Service
>Ownership: Thomas Whitlock, PLA, ASLA
>12 Professional Landscape Architects
>8 Landscape Architects-In-Training
>2 Administrative
>1 LEED Accredited Professional
>1 SITES Accredited Professional
CLIENTS WE’VE WORKED WITH
Our portfolio includes a diverse range of projects,
from urban to rural parks and regional trails,
reflecting our ability to design spaces that are
both functional and inspiring. Below includes a
partial list of communities and park districts that
we have successfully collaborated with:
4 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
03 / work plan, schedule + fee
03 / WORK PLAN, SCHEDULE + FEE
UNDERSTANDING
The City of Crystal is undertaking a new phase
of planning to develop a 25-year Vision Plan
for the Town Center area, which encompasses
approximately 224 acres centered around
the intersection of Bass Lake Road and West
Broadway, including the area surrounding the
future Bass Lake Road Blue Line Extension
station.
This effort builds on several past initiatives,
including the 2016 Station Area Plan, the 2024
Station Area Plan Update, the adoption of transit-
oriented development zoning in 2018, significant
public improvements to Bass Lake Road and
Becker Park, and recent private investment in
new multifamily housing. Together, these steps
have laid a strong foundation for continued
evolution of the Town Center area as a vibrant,
walkable, mixed-use district.
The Town Center Vision Plan aims to bring policy
to life - creating a graphic, illustrative plan that
helps city leaders, developers, and the broader
community visualize potential change over time.
The plan will include redevelopment and public
realm concepts that show what incremental
transformation could look like at three key points
in time: 2030 (station opening), 2040, and 2050.
The plan will address the following goals and
objectives:
• Establish a compelling and cohesive 25-year
vision for the Town Center area
• Explore redevelopment and infrastructure
improvement opportunities that support the
City’s goals
• Create three-dimensional visualizations
of potential development and public realm
improvements
• Identify implementation strategies,
including phasing, policy updates, and
potential partnerships
APPROACH
Our team will approach this project with a
thoughtful and strategic process, one that
is visionary, yet grounded in the physical,
regulatory, and market realities of the Town
Center area. We will build on the City’s past
planning efforts and recent investments to
deliver clear, incremental visualizations that
support policy, guide future redevelopment, and
enhance the public realm. Our approach will
be responsive to opportunities and constraints
within the Base and Overlay Districts, and we
will align our work with key project milestones to
ensure timely progress and clear deliverables.
The following work plan outlines our proposed
methodology in alignment with the City’s desired
outcomes for the Town Center Vision Plan.
WORK PLAN
Task 1 - Project Initiation (Late August 2025)
This phase will establish a strong foundation
for the planning process. We will confirm goals
and expectations, align on communication
protocols, and fine-tune the work plan and
schedule to meet the City’s needs.
1. Kickoff Meeting & Site Tour
Conduct a kickoff meeting with City and
County staff to confirm project objectives,
discuss key issues, and review anticipated
deliverables. A guided site tour will follow
to help the team better understand local
context, assets, and opportunities within
the Town Center Overlay District.
2. Project Communication and Management
Our team will manage the project through
consistent and transparent coordination:
>Maintain regular communication
with the City’s project manager
>Facilitate check-ins with City and
Hennepin County staff to track
progress and align deliverables
MEETINGS
>Kick-off meeting/site tour
DELIVERABLES
>Meeting notes
>Site photos
>Final work plan and project schedule
6 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
03 / WORK PLAN, SCHEDULE + FEE
4. Visioning Workshop
A focused, half-day workshop with City staff
and elected officials to shape the overall
vision and begin shaping initial concepts.
MEETINGS
>City and County staff coordination
meetings (ongoing/TBD)
>Planning Commission meetings (2)
>City Council meetings (2)
>Visioning Workshop (half-day session)
DELIVERABLES
>Presentation graphics
>Meeting notes
Task 3 - Inventory and Analysis (September
2025)
We will build on the existing analysis completed
as part of the 2024 Station Area Plan Update to
understand current conditions and identify any new
opportunities or challenges.
1. Base Mapping
Compile and refine base maps using City
and County GIS data as the foundation for all
design and visualization work.
2. Inventory and Analysis Update
Review and expand the 2024 inventory,
focusing on land use and zoning, property
ownership, natural features, built form, parking,
mobility networks, and infrastructure. Visual
analysis diagrams will be used to communicate
key issues and opportunities.
MEETINGS
>City and County staff check-in
Task 2 - City Coordination and Policy Guidance
(September - December 2025)
We will work closely with City and County staff
and meet with the Planning Commission and City
Council at key milestones to ensure that the vision
plan reflects policy priorities and long-term goals.
Please note: We anticipate engaging the Planning Commission
and City Council at two to three points in the process, likely
during visioning, draft plan review, and final presentation.
While these meetings are listed here for tracking purposes,
they align with and support the work outlined in later tasks
(e.g., presenting preliminary concepts and the final plan).
1. City and County Staff Meetings
Regular check-ins (virtual or in person) to
review progress, discuss plan alternatives,
and coordinate deliverables.
2. Planning Commission Meetings
Meetings to present draft concepts
and policy ideas and gather feedback
at key stages in the process.
3. City Council Meetings
Engagement with the Council at
key points to ensure alignment with
the City’s long-term vision.
DELIVERABLES
>Updated digital base maps
>Site analysis diagrams
Task 4 – Visioning and Guiding Principles
(Late September - Early October 2025)
Building on early coordination and workshop
results, we will help define a shared vision and
guiding principles to shape redevelopment
scenarios for 2030, 2040, and 2050.
1. Precedent Analysis
We will compile relevant case studies to inform
the plan—highlighting successful mixed-use
districts and public realm improvements,
with an emphasis on TOD and phased
redevelopment.
2. Visioning Workshop
Facilitate a collaborative, half-day session to
refine the vision and translate it into high-
level development principles and concept
directions.
ESSENTIA HEALTH VISION NORTHLAND PLAN - ANALYSIS
VISIONING WORKSHOP - WEST ST. PAUL
7 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
MEETINGS
>Visioning Workshop
DELIVERABLES
>Precedent summary
>Vision statement
>Guiding principles
>Workshop graphics and notes
Task 5 – Preliminary Town Center Vision Plan
(October - November 2025)
Using the analysis, vision framework, and City
input, our team will prepare two illustrative concept
alternatives showing how the Town Center area
could evolve incrementally over time.
1. Develop Preliminary Vision Plan Alternatives
Illustrative development alternatives will
include plan diagrams, 3D visualizations, photo
imagery, and narratives addressing:
>Mixed-use development
types and densities
>Building form and orientation
>Circulation and mobility
>Public realm improvements
and placemaking
>Parking strategies
>Parks, plazas, and open space
2. Feedback and Refinement
Present draft alternatives to City and County
staff, Planning Commission, and City Council
to gather feedback and identify a preferred
direction.
MEETINGS
>City staff meetings
>Planning Commission (see Task 2)
>City Council (see Task 2)
DELIVERABLES
>Two illustrative alternatives
>Plans, diagrams, and narratives
>3D visualizations and photo imagery
>Meeting notes
Task 6 – Final Town Center Vision Plan
(December 2025)
The final plan will be a graphically rich and action-
oriented document that captures the community’s
vision and guides future redevelopment efforts.
1. Final Plan Document
A clear, cohesive, and visually compelling
plan summarizing the planning process and
preferred vision, with illustrative concepts for
2030, 2040, and 2050.
2. Implementation Strategies
Practical tools to support execution of the plan,
including recommendations for policy updates,
phasing, public/private coordination, and
potential funding strategies.
3. Plan Review & Refinement
Draft materials will be reviewed with City staff
and the City Council before finalizing.
4. Final Deliverables
The final plan will be prepared in digital and
print-ready formats for City use.
MEETINGS
>Staff meeting(s)
>City Council presentation (see Task 2)
DELIVERABLES
>Draft Town Center Vision Plan
>Final Town Center Vision Plan (digital format)
>Meeting notes
BURNSVILLE CENTER VILLAGE VISION PLAN
RIDGEDALE COMMONS BIRDSEYE PLAN
03 / WORK PLAN, SCHEDULE + FEE
8 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
Professional fees proposed for the above mentioned scope of work are as
follows:
Task 1 – Project Initiation $ 2,500
Task 2 – Stakeholder Meetings $ 7,000
Task 3 – Inventory and Analysis $ 3,500
Task 4 – Vision and Guiding Principles $ 6,000
Task 5 – Preliminary Downtown Vision Plan $15,000
Task 6 – Final Downtown Vision Plan $ 7,500
Subtotal Fees $41,500
Reimbursable Expenses $500
Total Fees $42,000
TASK FEE
PROFESSIONAL FEE ESTIMATE
03 / WORK PLAN, SCHEDULE + FEE
NORTHTOWN DISTRICT VISION PLAN
9 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
04 / key personnel
04 / KEY PERSONNEL
DOWNTOWN DULUTH REVITALIZATION VISIONING
ESSENTIA HEALTH VISION NORTHLAND
Jeff, a Principal at Damon
Farber, has over 30 years
of experience planning
and designing thoughtful
urban environments, including
transit-oriented and mixed-use
districts, commercial corridors and
streetscapes, parks and trails, campuses, and sustainable new
communities. His approach emphasizes partnerships with
communities and clients, fostering collaboration within design
teams, and mentoring emerging professionals with respect
and trust. Jeff is a licensed Landscape Architect in Minnesota
with a bachelor’s degree from the University of Minnesota. Jeff
also attended the University of Colorado at Denver’s graduate
program for Regional Planning and Urban Design. Throughout
his career, he has been an active member of the Urban Land
Institute where he currently serves on the MN ULI Market
Council. He has won ULI, ASLA, and APA awards for a wide
range of planning and design projects.
Jeff McMenimen, ULI, PLA
Principal DF/
Credentials
>Registered Landscape Architect: MN 43941
>Urban Land Institute Member
>MN ULI Resilient Communities and Market Councils
>University of Colorado at Denver and University of
Minnesota College of Design - Guest critic & Mentor
Education
>Bachelor of Landscape Architecture
- University of Minnesota
>Master of Urban Design and Regional Planning
candidate -University of Colorado at Denver
Awards
>Minneapolis Sculpture Garden, MN ASLA Merit Award, 2020
>Chaska Downtown Master Plan, MN APA
Success Stories in Implementation, 2017
>Great River Passage Master Plan, MN APA
Excellence in Community Engagement, 2015
>Great River Passage Master Plan, ASLA-
MN Merit Award, 2014
>Great River Passage Master Plan, MN
APA Innovation in Planning, 2014
>Denver Commons/Riverfront Park Urban Design
Plan, ULI Award of Excellence, 2011
>Denver Commons/Riverfront Park Urban Design
Plan, Driehaus Form-Based Code, 2010
>Kierland Commons Urban Design Plan,
ULI Award of Excellence, 2009
>UMore Park Community Master Plan,
ASLA-MN Honor Award, 2009
Relevant Experience
>Crystal - Metro Blue Line Extension Station Area
Plan Update - Crystal/Hennepin County, MN
>Northtown District Vision Plan - Blaine, MN
>Burnsville Center Village Redevelopment
Plan - Burnsville, MN
>Essentia Health Vision Northland - Duluth, MN
>Thrivent Ballard Campus Community Plan, Appleton, WI
>Bloomington Veteran’s Memorial, Bloomington, MN
>Riverside Park, Minneapolis, MN
>Minnesota State Capitol Design Framework, Saint Paul, MN
>Lakeside Plaza, Minnesota Zoo, Apple Valley, MN
>Smith-Dodd Public Space Design, West St. Paul, MN
>St. Paul Campus Center, University of MN, St. Paul, MN
>Heart of the City Public Realm Guidelines, Burnsville, MN
>325 Blake Road Redevelopment Plan, Hopkins, MN
>West Superior St. Streetscape Design, Duluth, MN
>Penn Avenue Corridor Vision Plan, Hennepin County, MN*
>Denver Commons/Riverfront Park TOD Master
Plan and Public Space Design, Denver, CO*
>Kierland Commons Mixed-Use Urban Design
Plan and Public Space Design, Phoenix, AZ*
>16th Street Mall Streetscape Design, Denver, CO*
* Projects completed with another firm
Jeff’s relevant experience includes providing design leadership
for the Heart of the City Public Realm Design Guidelines in
Burnsville, MN; Design Framework for the Minnesota State
Capitol Grounds located in Saint Paul, MN; urban design for
325 Blake Road mixed-use development in Hopkins, MN;
and public space design for Smith-Dodd and 150 Thompson
projects located in West St. Paul, MN.
11 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
Rachel Baudler Blaseg, PLA, ASLA
Senior Associate DF/
Rachel Baudler Blaseg, a
registered landscape architect
with over fifteen years of
experience, masterfully blends
artistic vision with a commitment
to enriching public spaces.
Passionate about collaborative
design, she fosters connections and dialogue to create
meaningful environments.
Since joining Damon Farber in 2013, Rachel has contributed
to national, regional, and local award winning projects
spanning a diverse range of scale, complexity and types,
from large scale public projects and master planning
efforts to memorial installations. Her portfolio includes the
Northtown District Vision Plan, the Burnsville Center Village
Redevelopment Plan, and the Ridgedale Public Realm
Guidelines.
In addition to her design practice, Rachel actively engages
with the academic and professional community through
guest lectures, studio reviews, and serving on juries at the
University of Minnesota College of Design and Dunwoody
College. She holds a Master of Landscape Architecture
from the University of Minnesota and a BA in Environmental
Studies and Sociology from UC Santa Cruz. Rachel currently
serves as Past President of ASLA-MN and is passionate
about mentorship and supporting the next generation of
landscape architects.
Relevant Experience
>Crystal - Metro Blue Line Extension Station Area
Plan Update - Crystal/Hennepin County, MN
>Northtown District Vision Plan - Blaine, MN
>Burnsville Center Village Redevelopment
Plan - Burnsville, MN
>Ridgedale Public Realm Guidelines - Minnetonka, MN
>Burnsville Heart of the City Framework
Plan - Burnsville, MN
>Silver Bay Visioning Plan - Silver Bay, MN
>Minnetonka Parks, Open Space, and Trails
System Master Plan - Minnetonka, MN
>Front Street Small Area Plan - Mankato, MN
>Northfield Parks Capital Improvement
Plan - Northfield, MN
>Hi-Lake Station Area Plan - Hennepin County, MN
>Austin Community Recreation Center - Austin, MN
>Excelsior Commons Park - Excelsior, MN
>Midtown Greenway - Minneapolis, MN
>Bridge Square - Northfield, MN
>Minneapolis Convention Center
Plaza - Minneapolis, MN
>Central Park - Maple Grove, MN
Awards
>American Society of Landscape Architects Minnesota:
>Rootsprings, Merit Award 2025
>Excelsior Commons, Merit Award 2024
>Memorial to Survivors of Sexual Violence,
Award of Excellence 2021
>Burnsville Center: Redefining the
Suburban Mall, Merit Award 2019
>Ridgedale Public Realm Guidelines, Merit Award 2018
>Sandy Hook Memorial, Merit Award 2018
>Weisman Art Museum Plaza, Merit Award 2012
>Delta Alliance Young Professionals Award,
U.N. Conference for Sustainable Design
>ASLA-MN Student Honor Award
>University of Minnesota Landscape
Architecture Capstone Honor Award
>Wayne Grace Award, Council of Landscape
Architectural Registration Board
Credentials
>Registered Landscape Architect: MN 59086
>Past President ASLA-MN
>Adjunct Professor, Studio & Computer
Visualization Courses - University of Minnesota
College of Design, 2012-present
Education
>Master of Landscape Architecture
- University of Minnesota
>BA Environmental Studies and Sociology
- University of California Santa Cruz
04 / KEY PERSONNEL
RIDGEDALE PUBLIC REALM GUIDELINES
BURNSVILLE CENTER VILLAGE REDEVELOPMENT PLAN
12 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
05 / relevant experience
Crystal - Metro Blue Line Extension | Station Area Plan Update - Hennepin County - October 2024 60
Redevelopment Potential - Site C (Industrial + Vacant Parcels)
CRYSTAL – BLUE LINE EXTENSIONSite Redevelopment ViabilitySITE A | The second-largest of the redevelopment opportunities considered for this study, this site’s size, geometry and proximity to amenities are encouraging of redevelopment. Sample program could include 300 units of multifamily and a medical office of 40,000 sq ft with supportive retail.SITE E | Adjacent to the planned Crystal Station platform area, this site is a strong candidate to build the 80 units/acre allowable under the TC code, creating 200 new units. Retail to support the residence and platform activity is also a market opportunity here.
SITE B | Despite a challenging layout, this site lends itself to multifamily
given the adjacent residential use, and also to limited commercial
development on the Broadway frontage. Sample program could include 100
multifamily units, with a 40,000 medical office building and limited retail.
SITE C | The largest of the opportunity sites is suited to residential, to
leverage station area proximity and manage relative lack of visibility for other
uses. This could include 300 multifamily units, 50 townhomes, and limited
retail.
SITE D | While benefiting from visibility on Broadway, this site is less
desirable for denser redevelopment in earlier phases. Longer term, a sample
program might include 50 townhomes, a 40,000 sq ft medical office building,
and limited retail.Precedent Imagery
Potential Redevelopment Footprint
• Opportunity Site Rank: 4
• 11.0 acre site, the largest of the opportunity sites, suited to residential to leverage
station area proximity and manage relative lack of visible frontage for other uses.
• Break superblock into smaller blocks by adding roadways as redevelopment occurs.
• Given that the site is adjacent to Cedarwood Apartments to the north and the quantity
of space is available, a sample program could include:
• 300 units of multi-family, 50 townhome units, and limited retail (10,000 square feet)
4-story Apartment Building,
Over 1-story Underground Parking
4-story Apartment Building,
Over 1-story Underground Parking Townhouses, 2.5
stories with tuck
under parking
Douglas DriveNew Road
Crystal - Metro Blue Line Extension | Station Area Plan Update - Hennepin County - October 2024 52
FIGURE 25: MARKET VALUE PER ACRE, PARCELS IN COMMERCIAL AND TOWN CENTER ZONES
Crystal - Metro Blue Line Extension | Station Area Plan Update - Hennepin County - October 2024 44
FIGURE 20: STATION AREA IMPROVEMENTS
Crystal - Metro Blue Line Extension | Station Area Plan Update - Hennepin County - October 2024 44
FIGURE 20: STATION AREA IMPROVEMENTS
DF/ DAMON FARBER
Project Facts
+Size: 640 acres
+Completed: October 2024
Scope of Work
+Community Engagement
+Station Area Planning
Project Partners
+SEH
+Visible City
Reference
Ryan Kelley, Manager, Transit Oriented Development
Hennepin County
Email: ryan.kelley@hennepin.us
METRO TRANSIT BLUE LINE LRT STATION AREA PLAN CRYSTAL, MN
Damon Farber collaborated with Hennepin County, Metro Transit, and the City of Crystal to update the 2016 Bass Lake
Road Station Area Plan in anticipation of the Blue Line Extension. The updated plan provides a cohesive vision for the
station area that supports safe, accessible, and multimodal connections while guiding future development and investment.
The plan identifies near- and long-term public improvements that enhance mobility, improve the transit user experience, and
encourage high-quality, transit-oriented development (TOD). Recommendations focus on improving pedestrian and bicycle
connections, enhancing the public realm, supporting a diverse mix of housing, and reinforcing the area’s commercial vitality. These
efforts will help leverage regional investment in light rail transit and shape a more connected, vibrant, and welcoming station area.
As a result of this collaborative planning process, Hennepin County, the City of Crystal, and partner agencies such as Metro
Transit and MnDOT are better equipped to coordinate infrastructure investments, support economic development, and
integrate the plan’s recommendations into future capital and comprehensive planning efforts over the next 10 to 20 years.
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 300 acres
+Completed: 2022
Scope of Work
+Community Engagement
+Urban Design
+Master Planning
+Land Use + Transportation Planning
Reference
Erik Thorvig, Community Development Director
City of Blaine
Phone: 763.8785.6147
Email: ethorvig@blainemn.gov
NORTHTOWN DISTRICT VISION PLAN BLAINE, MN
The Northtown Mall and the surrounding area are vital to the Blaine economy. With changes in the retail landscape and in
the community. The City of Blaine hired a multi-disciplinary consultant team, led by Damon Farber, to study the Future of
the Northtown Mall area. The City’s goal is to help the Northtown Mall area remain an important and relevant asset to the
city and to spur growth and redevelopment appropriate with current market trends and community desires. The 10-month
planning study included several opportunities for stakeholders and community members to provide important input and
feedback. Damon Farber led the preparation of a long-term plan, addressing proposed future land uses, redevelopment
opportunities, multimodal transportation, and other public improvements.
Project Relevance
+Long-term redevelopment planning study
+Addressing land uses and transportation improvements
+Provided compelling visual graphics to communicate vision
+Provided phased implementation strategies
+Inclusive and meaningful community engagement
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 105 acres
+Completed: 2018
Scope of Work
+Community Engagement
+Master Planning
Reference
Jenni Faulkner, Community Development Director
City of Burnsville, MN
Phone: 952.895.4467
Email: Jenni.Faulkner@burnsvillemn.gov
BURNSVILLE CENTER REDEVELOPMENT PLAN BURNSVILLE, MN
Recent major retail store closings have impacted the viability of Malls across the county and the City of Burnsville took a
proactive approach initiating a planning study to re-envision Burnsville Mall Area. Damon Farber lead a multidisciplinary
team to review current market trends, and developed a multi-phased vision plan transforming this auto-centric retail district
into new mixed use neighborhoods with residential housing, parks, office, hotel and retail linked through a connection of
pedestrian friendly roads and trails and a network of streets and transit connections.
Project Relevance
+Stakeholder Engagement and Community Outreach
+Transportation assessment for Bus Rapid Transit station locations and roadway infrastructure improvements
+Green and Smart Streets
+Redevelopment and Funding Strategies
05 / RELEVANT EXPERIENCE
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 17 acres
+Completed: Ongoing
Scope of Work
+Community Engagement
+Concept Design to Construction Administration
Reference
Bob Lux, Principal
Alatus LLC
Phone: 612.991.0381
Email: rclux@alatusllc.com
325 BLAKE ROAD REDEVELOPMENT HOPKINS, MN
Damon Farber is collaborating with Minneapolis-based Alatus on the transformation of a 17-acre site in Hopkins, Minnesota
into a vibrant, mixed-use, transit-oriented development. Located adjacent to Minnehaha Creek and within walking distance
of the Southwest LRT Blake Road Station, the development will offer a variety of housing options, as well as restaurants,
community gathering spaces, and co-working opportunities. The buildings are organized around a series of public commons
and open spaces, including a new stormwater treatment stream, pond, and trail system that enhances recreation and access
to the creek. The design celebrates the site’s relationship to Minnehaha Creek and the Minnehaha Creek Greenway, with
innovative stormwater infrastructure woven into the identity and experience of the place.
Project Relevance
+Master planning, entitlements, PUD approvals
+Mixed-use, transit-oriented development
+Sustainable development
+Variety of common open spaces
DF/ DAMON FARBER
Project Facts
+Size: 16 acres
+Budget: $1.8 million
+Completed: 2005
Scope of Work
+Community Engagement
+Concept Design to Construction Administration
Reference
Tom Harmening, City Manager
City of St. Louis Park
Phone: 952.924.2525
EXCELSIOR & GRAND ST. LOUIS PARK, MN
Excelsior & Grand in St. Louis Park represents a transformative redevelopment of an eight-block area into a vibrant, mixed-
use district for living, shopping, and working. Guided by a community-wide visioning process, the City selected Told
Development to bring the vision to life. Damon Farber was brought on to lead site planning and landscape architecture,
creating a cohesive and high-quality public realm that reflects the community’s aspirations and supports the area’s walkability,
vibrancy, and upscale character. The result is a model for suburban redevelopment that seamlessly blends public spaces,
retail, and residential life.
Project Highlights
+The focal point of the development is a two-block long Town Green.
+Elements such as street lighting, banners, seasonal planters, public art, arbors,
fountains and decorative pavers reinforce the pedestrian atmosphere
+A 200-person Veterans’ Memorial amphitheater provides space for community events and guarantees ADA accessibility.
+The unique partnership between private development and public open space reflects the vision of the community.
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 35 acres
+Completed: 2022
Scope of Work
+Community Engagement
+Urban Design
+Master Planning
+Land Use + Transportation Planning
ESSENTIA HEALTH VISION NORTHLAND DULUTH, MN
Damon Farber was hired to create a vision for the eight city blocks surrounding Duluth Essentia. The project aims to
replace numerous aging facilities while reducing Essentia’s footprint by building up rather than out. This more efficient
use of land provides a major catalyst for re-thinking the Duluth Hillside. This comprehensive planning process will guide
the repositioning of the land and facilities within the area surrounding the hospital. Essentia’s activities on this site provide
a strong anchor. State-of-the-art healthcare, research, education, services and programming are all leveraged to create
a vibrant urban area place that will contribute to the vitality of the entire region. This thoughtful Vision Northland Master
Plan allows Essentia, BSBA, and adjoining landowners to capture market demand and create a unique sense of place while
conferring additional value downstream to residual parcels magnifying the impacts on the entire community.
Project Relevance
+Long-term redevelopment planning study
+Addressing land uses and transportation improvements
+Provided compelling visual graphics to communicate vision
+Provided phased implementation strategies
+Inclusive and meaningful community engagement
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 165 acres
+Budget: $187M over 20 years
+Completed: 5 phases completed / ongoing
Scope of Work
+Community Engagement
+Master Planning
MAPLE GROVE CIVIC CAMPUS MAPLE GROVE, MN
CENTRAL PARK
TOWN GREEN
The City of Maple Grove reimagined an old gravel mine site as the foundation for a vibrant new civic campus. Over the
past 20 years, Damon Farber has collaborated with the city to create a series of plans guiding the campus’s development.
The site is anchored by a network of reclaimed gravel mine ponds, seamlessly integrated with civic facilities and a central
open space system that unifies the campus. Damon Farber has led site design of several key elements, including the new
City Hall, County Library, Town Green, and Central Park.
The result is a distinctive civic campus that harmonizes diverse community functions and serves as a vital focal point for
Maple Grove’s growing population.
CENTRAL PARK
CITY HALL
TOWN GREEN
LIBRARY
CIVIC CENTER AREA
COMMUNITY CENTER
05 / RELEVANT EXPERIENCE
DF/ DAMON FARBER
Project Facts
+Size: 60 acres
+Completed: 2012 - 2023
+ASLA-MN Merit Award for Planning & Urban Design
+ASLA-MN Merit Award for Communications
Scope of Work
+Community Engagement
+Visioning and Master Planning
+Public Realm Design Guidelines
+Park and Plaza Design - Concept Design
through Construction Administration
Reference
Julie Wischnack, AICP
Community Development Director City of Minnetonka
Phone: 952-939-8282
Email: jwischnack@eminnetonka.com
RIDGEDALE AREA MASTER PLANNING AND IMPLEMENTATION MINNETONKA, MN
The City of Minnetonka is transforming the Ridgedale area, originally developed as a regional suburban mall in the 1970s,
into a resilient, mixed-use district defined by vibrant public spaces, sustainable design, and a strong sense of place. Damon
Farber worked closely with the City and stakeholders through a series of interrelated efforts to reframe the neighborhood’s
relationship to its public realm and set the stage for long-term reinvestment.
Through the Public Realm Guidelines, District Vision Plan, and Ridgedale Commons park, this work illustrates how coordinated
planning, design guidelines, and implementation strategies can catalyze transformation. The comprehensive effort included
developing a clear, holistic vision and a toolkit of design strategies to guide future development, as well as designing and
delivering a signature public space that exemplifies the area’s new identity.
Project Highlights
+District Vision Plan and Public Realm Guidelines
to support mixed-use, walkable development
+Toolkit of site-specific strategies for design,
implementation, and maintenance
+Ridgedale Commons park transforms mall
parking into a vibrant public space
+Wayfinding system and placemaking strategies
to strengthen area identity and connections
+Green infrastructure and flexible spaces
that support year-round use
+Inclusive engagement shaped the vision through
surveys, events, and tactical urbanism
05 / RELEVANT EXPERIENCE
21 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
CRANE LAKE PRESERVE PAVILION
RIDGEDALE COMMONS
RIDGEDALE LIBRARY
MULTIFAMILY HOUSING
RIDGEDALE DRIVE
DF/ DAMON FARBER
Project Facts
+Size: Approximately 200 acres
Scope of Work
+Community Engagement
+Public Realm Design Guidelines
Reference
Jen Desrude, PE, MPA, Former City Engineer
City of Burnsville
Phone: 952.895.4544
HEART OF THE CITY PUBLIC REALM DESIGN GUIDELINES BURNSVILLE, MN
The City of Burnsville’s Heart of the City District is experiencing a renaissance of new development opportunities and
investment in the district, including new transit facilities and multi-family development. The City, recognizing this unique
opportunity, hired Damon Farber, teamed with SEH to provide an update to the Heart of the City’s Public Realm Design
Guidelines. The guidelines, incorporating new best practices in mobility planning, stormwater management, placemaking
and public realm design, provide a framework for future improvements to streetscape and plaza design, signage and
wayfinding, landscaping, gateway treatments, ADA compliance and accessibility, transit facilities, parking, and other
elements within the public realm.
Project Highlights
+Public realm design guidelines
+Streetscape and plaza design
+Sustainable design strategies
+Transit connections
+Community engagement
05 / RELEVANT EXPERIENCE
22 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
DF/ DAMON FARBER
Project Facts
+Size: Neighborhood Scale
+Completed: 2024
Scope of Work
+Scope of Work: Urban Design Lead
+Conceptual Design and Planning
Reference
Trisha Hobbs, Executive Director of DEDA
City of Duluth
Phone: 218-390-2119
Email: thobbs@DuluthMN.gov
DOWNTOWN VISIONING DULUTH, MINNESOTA
Project description. Connectivity between Duluth’s Central Hillside neighborhood and its waterfront have always been
tenuous. Between infrastructure barriers, gaps in the built environment, and steep streets, accessing Lake Superior can be
a challenge. To help address this, Damon Farber assisted the City of Duluth in reimagining a number of downtown spaces
along the city’s 1st Avenue East Corridor. Starting at Fourth Street and running down to Lake Superior, the project sought
to catalyze new investments in public space and better connect the Central Hillside neighborhood to the waterfront. From
revamping existing public spaces to proposing a series of new pocket parks, the plan identified a number of smaller-scale
opportunities that the city could take on as resources became available to create an engaging and comfortable experience
for those traveling between the waterfront and the hillside.
Project Highlights
+Urban Planning and Design
+Public Space Programming and Activation
+Parks and Plazas
+Waterfront Design
05 / RELEVANT EXPERIENCE
23 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
DF/ DAMON FARBER
Project Facts
+Size: 75 acres
+Completed: August 2023
Scope of Work
+Community Planning
+Urban Design
+Downtwon Revitalization
Reference
David, Drown, Director of Economic Development
City of Silver Bay
davidd@silverbay.com
DOWNTOWN SILVER BAY PLANNING SILVER BAY, MN
Downtown Silver Bay, originally designed during the automobile era, comprises a central shopping center encircled by
small retail spaces, reflecting a suburban-style development pattern akin to contemporaneous suburbs. The impetus for
our involvement with Silver Bay arose from the community’s aspiration for a more defined and recognizable downtown.
Collaboratively, Damon Farber and the City devised a comprehensive strategy capitalizing on Silver Bay’s advantageous
position as a trail nexus and midway point along the North Shore. The plan encompasses the creation of an expansive city
park, a formalized Main Street, fresh housing initiatives, and enhanced and modernized retail establishments. Envisioned
as a launchpad for embarking on Superior Hiking Trail journeys to Tettegouche State Park, a culinary and provisioning
stopover, a live music venue, a launch site for biking the Gichi Gami Trail along the shoreline, and ideally, a place of residence,
downtown Silver Bay is poised for transformation.
05 / RELEVANT EXPERIENCE
24 CITY OF CRYSTAL / TOWN CENTER VISION PLAN PROPOSAL - DF/ DAMON FARBER
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