2026.09.01 Work Session Packet
4141 Douglas Drive North • Crystal, Minnesota 55422-1696
Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov
Posted: Aug. 28, 2026
City Council Work Session Agenda
Tuesday, Sept. 1, 2026 | 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 Crystal City Council work session was held on Tuesday, Sept. 1, 2026, at _____ p.m.
electronically via Zoom and in the upper community room at city hall, 4141 Douglas Dr. N.,
Crystal, Minnesota. If the agenda items are not completed in time for the regular city council
meeting at 7 p.m., the meeting will be continued and resumed immediately following the city
council meeting.
I. Attendance
Council members Staff
____ Deshler ____ Bell
____ Eidbo ____ Tierney
____ Kamish ____ Therres
____ Kiser ____ Elholm
____ Onesirosan ____ Hubbard
____ Budziszewski ____ Kunde
____ Cummings ____ Struve
____ Sutter
____ Serres
II. Agenda
The purpose of the work session is to discuss the following agenda items:
1) Police Department quarterly update.*
2) Budget update.*
3) Strategic Plan update.
4) Constituent issues update.*
5) New business.*
6) Council comments and 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.
City of Crystal Strategic
Plan Progress Report
2025-2027
2
Key
Complete ✓ On track » Started + Not Started ─ Stopped X
Notes:
1 The CCV Consultant engagement was delayed. The city has now engaged Future IQ
consultants for vision planning.
Strategic Goals Strategic Initiatives Status Target
Year
1. Engage a consultant to
facilitate a
long-term, comprehensive
community vision (CCV).
2. Include a community-wide
engagement plan for CCV that
includes stakeholders.
3. Conduct regular council
work sessions to update near-
term strategic plan.
Engage consultant by Q4
2025.1 +
2026
Conduct community
engagement during spring
and summer of 2026.
─
2026
Hold strategic planning work
session in Q1 2026. +
2026
Complete CCV by July
2027/end of 2026.
1
»
2026+
3
Notes:
2 Staff is working on updating franchise agreement with Xcel Energy. Open house on
franchise fees was held in May 2026. During 2027 Budget discussions, Council gave
the go-ahead to pursue franchise fees.
Notes:
3 A 2026 Legislative State Bonding request was secured for JWC improvements. We still
need additional resources.
Strategic Goals Strategic Action
Initiative
Status Target
Year
1. Utilize franchise fees to diversify
and strengthen our infrastructure
funding and close the gap on street
capital funding needs.
Implement utility
franchise fees by Q3
2026.2
»
2026
Strategic Goals Strategic Action Initiatives Status Target
Year
2. Pursue additional
outside funding for
large infrastructure
improvements.
Increase ratio of General Fund to
non-tax revenue.
+
2026
Secure outside funding for county road
updates; JWC system improvements;
bike and pedestrian improvements;
park improvements; public safety.3
+
2026+
4
Notes:
4 Fund Balance is being maintained even after easing pace during 2027 Budget
development.
5 Fund Balance Policy modified 9/2/25.
Notes:
6 Council Work Session on Utility Rates was held April 9. JWC completed a rate study. The city
is now coordinating its own study with the goal of the end of the year.
Strategic Goals Strategic Action Initiatives Status Target
Year
3. Replenish General
Fund balance.
4. Modify General Fund
balance policy.
Maintain or improve target of
2030/2031 for OSA/City Fund
Balance Rate compliance.4
»
2026+
Lower Fund Balance target to
40% by end of 2025.5 ✓
2025
Strategic Goals Strategic Action
Initiative
Status Target
Year
5. Update utility rate study to
ensure enterprise funds are
adequate.
Conduct utility rate study in
2026.6
+
2026
Strategic Goals Strategic Action Initiative Status Target
Year
6. Identify department
operational efficiencies to
increase value and
effectiveness.
Develop efficiency analysis by
July 2026.7
+
2026
Strategic Goals Strategic Action
Initiative
Status Target
Year
7. Implement classification
and compensation plan for
all employees.
Implement compensation
plan by end of 2025.8 ✓
2025
5
Notes:
7 Staff have been analyzing efficiencies as part of staffing discussions and budget
development. Have not conducted a formal process.
8 Proposed comp plan implemented for labor negotiations and 2026 budget for wages.
Notes:
9 OpenBook access was provided for the City Council. Staff is waiting for feedback from
Council and can then provide public access through the website. Will continue to
leverage Euna for 2027 Budget process.
Strategic Goals Strategic Action Initiative Status Target
Year
8. Implement Euna
OpenBook for public budget
information.
Launch Public OpenBook by
end of Q4 2025/Q1 2026.9 »
2026
6
Notes:
10 I&DC developed its work plan and is including engagement as a feature. I&DC has
been conducting its inclusion survey and will also support public engagement for the
potential Urban Forest Master Plan project if grant funding is secured. Climate Action
Plan included increased engagement efforts.
Strategic Goals Strategic Action Initiative Status Target
Year
1. Identify and address
engagement gaps, including
business community.
Work with I&DC to identify
engagement gaps.10
»
2026
Strategic Goals Strategic Action Initiatives Status Target
Year
2. Develop new
and enhance
existing inclusive
community events.
Add signature experiences that make the
event “uniquely Crystal.” ─ 2027
Add cultural performances reflecting
community diversity. ─ 2027
Encourage residents to share photos with
custom hashtags. ─ 2026
Consider hiring a recreation event
coordinator to assist in implementing
enhancements to community events.
─ 2027
Strategic Goals Strategic Action Initiatives Status Target
Year
3. Survey the
community and
organization.
Conduct a more robust community
survey.11 + 2026
Increased rate of survey participation.12
─ 2027
Solicit additional employee feedback.13
» 2026
Determine % of residents who report
feeling safe in the community in 2026
and increase rate in 2027.
─
2026
7
Notes
11 More in-depth annual survey postponed due to other surveys being conducted within
the same timeframe. Will reconsider in 2027.
12 Awaiting 2026 results.
13 Letters to City Manager project was implemented in December 2025 as part of the
holiday and employee recognition luncheon. Planning fall 2026 employee survey.
Notes:
14 Monthly Crystal Close-up started Nov. 2025.
15 OpenBook access was provided for the City Council. Staff is waiting for feedback
from Council and can then provide public access through the website. Will continue to
leverage Euna for 2027 Budget process.
16 Completed in December 2025. The current version is the second update to the
progress report. The report is available on the city’s strategic planning webpage.
Determine % of residents who report a
positive quality of life in 2026 and
increase rate in 2027.
─
2026
Track and increase number of positive
social media engagements in response
to placemaking, public art, and other
beautification projects.
─
2026
Strategic Goals Strategic Action Initiatives Status Target
Year
4. Improve
communications and
website transparency.
Develop monthly e-newsletter.14
✓ 2025
Leverage OpenBook to inform public.15
+ 2026
Produce annual State of the City
report.
─ 2026
Produce strategic plan progress
report 16.
✓ 2025
8
Notes:
17 Have begun working on CCV branding with Future iQ.
18 Met with the Hennepin County Active Living team in February 2026 to discuss how
the County can assist the city with this initiative.
Strategic Goals Strategic Action Initiative Status Target
Year
5. Create branding
campaign in line with
CCV to market and
promote new image
for the city.
Work with CCV consultant on
marketing campaign.17
+
2027
Strategic Goals Strategic Action Initiative Status Target
Year
6. Improve
multimodal
transportation
options.
Conduct a comprehensive
walkability audit involving resident
feedback to identify barriers (e.g.,
missing sidewalks, poor lighting,
accessibility issues).18
+
2027
Improve walk/transit/bike scores by
2030. ─ 2027
Strategic Goals Strategic Action
Initiatives
Status Target
Year
7. Enhance neighborhood and
individual recognition.
8. Establish a “community ideas
fund” to support small, resident-
driven beautification or safety
projects, with transparent selection
criteria.
9. Develop additional placemaking
and public art installations.
Launch a “Pride of
Crystal” award to
recognize neighborhoods
or individuals enhancing
community spirit and
safety.
─
2027
Establish community
ideas fund by 2027. ─
2027
9
Notes:
19 Commercial and Building Inspector started May 4 and is onboarding with the
replacement Building and Housing Inspector and Code Enforcement Inspector.
Notes:
20 paleBLUEdot was hired using MPCA Grant funding to help facilitate CAP. The final
plan was adopted July 21, 2026.
10. Develop funding strategies to
fund future projects to reduce
barriers.
Track number of
community-generated
projects funded and
completed.
─ 2027+
Notes:
Strategic Goals Strategic Action Initiatives Status Target
Year
11. Increase
commercial code
enforcement.
Develop and hire commercial and
building inspector position to
proactively focus on commercial
districts.19
✓
2026
Track number of commercial cases
and clearance rate.
─
2026+
Review compliance of all conditional
use permits.
─ 2027+
Strategic Goals Strategic Action Initiative Status Target
Year
12. Develop a Climate
Action Plan.
Adopt Climate Action Plan by Q3
2026.20 ✓ 2027
10
Notes:
21 Town Center Vision Plan adopted 2/17/26.
22 TC zoning map amendments are expected to be adopted on 4/07/26. Any other
necessary amendments are on track for adoption later this year.
23 Town Center lighting and sidewalk improvements have been selected. Light pole
“twinkle lights” have been installed and are awaiting power updates.
Strategic Goals Strategic Action Initiatives Status Target
Year
1. Engage planning
consultant to prepare
a Town Center Vision
Plan.
2. Develop zoning
recommendations for
Town Center/TC-PD
to implement the
Town Center Vision
Plan.
3. Improve roads and
infrastructure to
support Town Center
Vision Plan and other
development.
Complete the Town Center Vision Plan
by Dec. 31, 2025.21 ✓
2026
Zoning recommendations from Town
Center Vision in effect by June 3,
2026.22
»
2026
Improve beautification efforts in Town
Center.23
+
2026+
Install landscaping and other
beautification as part of the Douglas
Drive modernization project by 2028.
─
2027+
Bury the overhead utilities and install
landscaping and other beautification
as part of the reconstruction of 42nd
Ave. by 2032 (county project).
─
2027+
Replace Douglas/West Broadway
intersection with a roundabout by
2036.
─
2027+
11
Notes:
24 2026-2035 Long Term Plan and pursuit of revenue diversification address this
initiative. Implementing franchise fees and updating the utility rate study will help
address needs.
25 2026-2035 Long Term Plan included park updates and revisions. Additional
review of Park Master Plan will occur in 2026 and continue in 2027.
Notes:
26 Town Center Vision Plan will aid in promoting this goal.
27 Council will soon receive a new EDA proposal from staff
Strategic Goals Strategic Action Initiatives Status Target
Year
4. Update Long-term
Capital Plan, including
future park
improvement plans
and Fire Stations.
5. Develop affordable
but aggressive
Street/Utility plans.
Track number and type of
infrastructure improvements
completed yearly.
─
2026+
Street/Utility Plan funding sufficient at
30- 50-year replacement schedule.24
»
2027+
Play area funding sufficient to achieve
20-year replacement schedule.24
»
2027+
Complete an updated park system
master plan by 2028 to assure park
improvements continue to meet
community needs.25
+
2027+
Strategic Goals Strategic Action Initiative Status Target
Year
6. Monitor upcoming
redevelopment
opportunities.
7. Promote redevelopment
and economic density 26.
Report to EDA on redevelopment
opportunities to coordinate with
property owners and
developers.27
+
2026+
12
Notes:
28 Public Tree Inventory is complete. Staff is working with WSB to secure a new Grant
funding opportunity to develop an Urban Forest Master Plan. If successful, the project
would begin in 2027. Staff will present an update of the Tree Inventory to Council at a
future meeting. Shared Forestry and Natural Resources Coordinator started in July
2026.
Notes:
29 Staff and Metro Transit have presented proposed preliminary Station designs to
Council. Working with Metro Transit and advocating for desired changes and
modifications. Effort is ongoing. Blue Line Extension 90+% engineering design plans
were presented to Council in spring and summer of 2026.
Strategic Goals Strategic Action Initiative Status Target
Year
8. Improve Urban Tree
Canopy.
Use tree inventory to prioritize
urban canopy areas of need and
track number of trees planted.28
+
2026+
Strategic Goals Strategic Action Initiative Status Target
Year
9. Work with Metro Transit
on Blue Line Station Design /
Amenities / Improvements.
Advocate for aesthetic and
safety improvements for Bass
Lake Road Station. 29
»
2026