On the agenda: Vadnais Heights meeting — data center (May 19)

Contact city council and staff

Regular Workshop Meeting of the
Vadnais Heights City Council
Tuesday, May 19, 2026 - 5:30 pm
Lakes Conference Room at City Hall
Workshops are a time for City Council, regarding particular topics, to take in information from staff or provide
guidance and instruction to staff. The public is welcome to attend and observe, though there is not a formal
opportunity for the public to participate.

AGENDA

1. Open Meeting
2. Ramsey County EDA
Documents:
2 RAMSEY COUNTY EDA.PDF
3. Street Improvements Project 2027-01
Documents:
3_2027-01_FEASIBILITY_STUDY_MEMO.PDF
4. Fire Station Financing Update
Documents:
4_FIRE_STATION_BOND_IMPACT_MEMO.PDF
5. Fire Staffing Discussion
Documents:
5 FIRE STAFFING 2026_5.19.26.PDF
6. City Comment on Ramsey Washington Metro Watershed District Management Plan
Documents:
6_RWMWD_WATERSHED_MANAGEMENT_PLAN_CITY_COMMENTS_MEMO.PDF
7. Other Staff Items
8. Adjourn

6_RWMWD_WATERSHED_MANAGEMENT_PLAN_CITY_COMMENTS_MEMO.PDF
7. Other Staff Items
8. Adjourn

Nolan W. Wall, AICP
Planning/Community Development Director
651.204.6027 Phone
651.204.6100 Fax
[email protected]

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The City of Vadnais Heights
800 East County Road E
Vadnais Heights, MN 55127

Memorandum:
TO:

Mayor Krachmer and City Council Members

FROM:

Nolan Wall, Planning/Community Development Director

DATE:

May 19, 2026

SUBJECT:

Ramsey County Economic Development Agency

Recommended Council Action
Consider approving a RESOLUTION EXERCISING THE CITY’S AUTHORITY TO OPT-IN TO, AND
SUPPORT, THE RAMSEY COUNTY ECONOMIC DEVELOPMENT AGENCY (“EDA”).
Background
See the attached memorandum from Josh Olson, Ramsey County Community and Economic Development
Department Director. He will attend the Council Workshop to facilitate a discussion prior to consideration
at the regular meeting.
Staff Recommendation
The proposed County EDA authority would not require an additional tax levy because the County’s HRA
levy already meets the maximum allowable limit. The proposed County EDA initiatives complement the
City’s and VHEDC’s economic development programs and policies without creating negative impacts. In
addition, Vadnais Heights businesses would gain access to additional resources through the County
program.
Action Requested
If the City Council desires to implement staff’s recommendation, pass a motion to adopt a RESOLUTION
EXERCISING THE CITY’S AUTHORITY TO OPT-IN TO, AND SUPPORT, THE RAMSEY
COUNTY ECONOMIC DEVELOPMENT AGENCY (“EDA”).
Attachment(s):
• Resolution of Approval
• Ramsey County Memorandum

May 19, 2026 City Council Memorandum: Ramsey County EDA

Page 1

CITY OF VADNAIS HEIGHTS
COUNTY OF RAMSEY
STATE OF MINNESOTA

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RESOLUTION NO. 26-05-_____
A RESOLUTION EXERCISING THE CITY’S AUTHORITY TO OPT-IN TO,
AND SUPPORT, THE RAMSEY COUNTY ECONOMIC DEVELOPMENT
AGENCY (“EDA”)
WHEREAS, the Commissioners of Ramsey County (“County”) and the Vadnais Heights
City Council (“City”) consider small businesses to be the backbone of stability and growth for
their respective local government and municipality; and
WHEREAS, the County and the City also consider continued investment in small
businesses as critical for sustaining stability and growth in their respective local government and
municipality; and
WHEREAS, the County sought special legislation from the State Legislature that
expanded the eligible uses of the County’s Housing and Redevelopment Authority (HRA); and
WHEREAS, the special legislation, often referred to as the EDA Bill (Bill), expanded the
use of HRA Levy funding to include entrepreneurship and business programming and necessitated
the creation of the Ramsey County Economic Development Authority (EDA); and
WHEREAS, the EDA Bill was approved by the Legislature in 2025; and
WHEREAS, the EDA Bill contained two provisions, (1) the EDA would not have tax levy
authority and (2) Cities within the County’s HRA Area of Operation would be required to ‘Opt In’
to business programming by the EDA; and
WHEREAS, pursuant to state statute, projects funded with HRA levy will continue to
require consent by the City; and
WHEREAS, pursuant to Ramsey County Board of Commissioners Resolution B2025-229
dated December 2, 2025, and to filing with the Secretary of State a Certificate of Approval of
Special Law By Governing Body (pursuant to Minnesota Statutes, 645.02 and 645.021) December
16, 2025, as Document No. 20254239, the County has legally established an EDA through which
the above-referenced funds and programs supporting small business in the City may flow; and
WHEREAS, the City supports the County in promoting growth and sustainability for small
businesses within its jurisdiction and therefore supports, and wishes to avail itself to, funding and
programs made available by the County’s EDA and deems it a positive mechanism for doing so;
and
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF VADNAIS HEIGHTS, that the City affirmatively “Opts-In” as a participant in the County’s
EDA Area of Operation, and supports the County in its EDA use, funding and programs
established, and

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BE IT FURTHER RESOLVED BY THE CITY COUNCIL OF THE CITY OF
VADNAIS HEIGHTS that the City commits to the collaboration with the County and the
processes necessary for implementing the County’s EDA programs as an integral part and shared
goal of supporting and sustaining entrepreneurs and local small businesses.
This Resolution was declared duly passed and adopted and was signed by the Mayor and attested
to by the City Administrator this 19th day of May, 2026.
Attest:
Mike Krachmer, Mayor
Kevin Watson, City Administrator
(SEAL)

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DATE: March 6, 2026
TO:

Ramsey County City Administrators and Community Development Directors

FROM: Josh Olson, Director, Community & Economic Development Department
CC:

Ling Becker, County Manager
Kari Collins, Deputy County Manager, Economic Growth & Community Investment

RE:

Ramsey County EDA Implementation Next Steps

Thank you for your ongoing support of the Ramsey County’s housing and redevelopment
programming. I look forward to the continued partnership in ensuring all in Ramsey County
are valued and thrive.
I am reaching out to provide you with information regarding the next steps to enhancing
programming for entrepreneurs and small businesses as result of last year’s approved ‘EDA
Bill.’ On December 2nd, 2025, the Ramsey County Board of Commissioners took an initial step
to formally create the Ramsey County Economic Development Authority. This was a required
first step, prior to the beginning of this year’s legislative session, but it is the first of many steps
required to allow enhanced business programming to be funded through the Ramsey County
Housing and Redevelopment Authority levy.
While the legislation allowed for the creation of the Ramsey County Economic Development
Authority (EDA), it outlined two important conditions:
1. The EDA will have no taxing authority. This was intentional as the EDA will only
receive and spend funding from the existing Ramsey County Housing and
Redevelopment Authority (HRA) levy. Expansion of the HRA to include EDA powers, as
described by state statute, allows the county to utilize a portion of HRA levy funding for
purposes of small business support and enhanced business programming.
2. Each City is required to ‘Opt In’ to this enhanced business programming.
‘Opt-In’ Process
The process for a City to Opt-in requires a city resolution by June 1, 2026. Receipt of
approved resolutions from cities will create a map that shows the EDA’s Area of Operation.
Ramsey County would then establish the EDA Area of Operation on or by June 15th, 2026.
Enhanced business programming will begin January 1, 2027. A draft resolution for city council
approval is provided below.
Tentative Programming
Tentative plans continue to plan for an allocation of $1.5 - $2 million yearly from the existing
Housing and Redevelopment Authority levy towards business focused programming.
Programming and total budget allocation have not yet been formalized as the County awaits

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final decisions from cities regarding their intent to opt-in. While the approved EDA’s Area of
Operation is a critical consideration to determining the scale and scope of final programming,
we have identified five core focus areas for enhanced business support and growth
programming. These areas include (further details below):
• Improve the capacity of Business Support Organizations
• Expand technical assistance service offerings to businesses
• Create new cohort-based learning opportunities
• Establish data gathering, research & reporting capabilities
• Provide direct support to projects and businesses that deliver business growth
Please note: The County’s existing portfolio of business programming (Open to Business, CEO
Next, CEO Now, and RamseyCountyMeansBusiness.com) remains unchanged for this year.
Please reach out if you would like to further discuss this process and/or tentative programming,
including any additional questions. Lastly, while it is not expected, if you are able to
communicate your council’s intentions ahead of the June 1st deadline that would be
appreciated.

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Proposed Core Programmatic Areas for Enhanced Business Programming
Improve the Capacity of Business Support Organizations
Business Support Organizations (BCOs) are important lifelines to entrepreneurs and
small businesses. Any many instances BCOs are a first stop of businesses looking
to get a business started, navigate regulatory and technical hurdles, and seek
financing. As the County, we saw first-hand during recent crises and business
interruptions that our BCOs require resources to effectively and proactively respond.
The ongoing Business Reimagination Center initiative is piloting efforts in 2026
that support capacity of BCOs. This piloted effort will inform future programming.
High Level Budget Estimate: $250,000
Expand Technical Assistance Service Offerings to Businesses
Small businesses often seek a myriad of technical assistance services in order for
them to growth and prosper. The County currently invests in the Open to Business
program that offers no cost direct technical assistance and other forms of support to
small business owners and entrepreneurs. Enhanced technical services support
general business challenges like accounting, marketing, digital literacy and/or could
support business sectors. The ongoing Business Reimagination Center initiative
is also piloting new and enhanced technical services that will inform future
programming.
High Level Budget Estimate: $250,000
Create New Cohort-Based Learning Opportunities
Cohort-based learning programs like CEO Next and CEO Now allow business
leaders to learn with and alongside their peers. CEO Next and CEO Now are a
regional partnership with Hennepin County. Hennepin County currently operates
these programs. Ramsey County is exploring possibilities for Ramsey County only
cohorts as well as cohorts serving business at different growth stages.
High Level Budget Estimate: $250,000
Establish Data Gathering, Research & Reporting Capabilities
Data is everywhere, and it is increasingly playing a role in business growth and
innovation. Decision making driven by robust data can create transformational
impacts in assisting businesses in their growth, as well as support more robust and
coordinated business retention, expansion and attraction efforts by the county and
cities.
High Level Budget Estimate: $250,000
Provide Direct Support to Projects and Businesses That Deliver Business
Growth
Accelerate business growth by providing direct, targeted support to projects and
businesses with strong economic potential through mechanisms such as grants, lowinterest loans, etc.
High Level Budget Estimate: $1,000,000

Jim Hauth
Public Works Director

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The City of Vadnais Heights
800 East County Road E
Vadnais Heights, MN 55127

651.204.6050 Phone
[email protected]

Memorandum:
TO:

Mayor Krachmer and City Council Members

FROM:

Jim Hauth, Director of Public Works

DATE:

May 19, 2026

RE:

2027-01 Feasibility Study

Details:
The purpose of this workshop discussion is to review the proposed scope of the 2027-01 Street
Improvement Project and receive Council feedback regarding authorization of the feasibility report
phase. If Council is supportive of moving forward, staff intends to return at the June 2nd meeting with a
request to formally authorize preparation of the feasibility report.
At this time, staff is proposing approximately 2.94 miles of street improvements consisting primarily of
1.5–2 inch mill and overlay improvements. The proposed project area currently includes the following
streets:
Approximate
Street
Length (LF)
Belland Avenue
2,632
Woodgate Drive
676
Meadow Brook Court
558
Parkwood Lane
1,094
Parkwood Circle
1,049
Colleen Drive
1,105
Primrose Path
1,393
Sunflower Court
828
Sunflower Circle
170
Witt Court
731
Marigold Avenue
208
Searle Court
797
Fanum Road
1,218
Centerville Road
2,571
Costa Drive
514
The feasibility report process will allow staff to further evaluate pavement conditions, significant
drainage concerns, curb and sidewalk conditions, ADA improvements, and any localized utility or road
base repair needs associated with the proposed overlay work. The report will also refine cost estimates
and identify any streets that may not be good candidates for mill and overlay improvements at this time.

Mayor Krachmer and City Council Members
Page 2
May19, 2026

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Mill and overlay projects are significantly less disruptive to residents than full depth reclamation
projects. These projects are intended to preserve and extend the life of existing roadways while
minimizing impacts on adjacent properties and utilities. As part of the work, the city typically performs
localized utility repairs and replaces sections of severely deteriorated curb, with larger infrastructure
replacements deferred until a future reconstruction project is necessary.
Staff also propose utilizing a reduced assessment structure for mill and overlay projects. For reference,
properties included in the 2025-01 project, Garceau Lane had a mill and overlay, and residents were
assessed $3,000 per property. The reduced assessment approach allows the city to improve a greater
number of streets within available funding levels while still maintaining the roadway network in a costeffective manner.
Under the City’s current assessment policy, a property may only be assessed once every 15 years.
Accordingly, mill and overlay projects are planned with an anticipated service life consistent with that
assessment cycle.
Staff is seeking Council discussion and direction regarding the proposed project scope and whether to
proceed with the feasibility report phase for the 2027-01 Street Improvement Project.
Attachments:
2027-01 Street Improvement Feasibility Road Map.pdf

3

4

Kevin P. Watson
City Administrator

The City of Vadnais Heights
800 East County Road E
Vadnais Heights, MN 55127

651.204.6010 Phone
651.204.6100 Fax
[email protected]

TO:

Mayor Krachmer and City Council Members

FROM:

Kevin Watson, City Administrator

DATE:

May 19, 2026

SUBJECT:

Fire Station Bond Impact to residents.

Background
This memorandum provides the City Council with an overview of the proposed financing plan for the
new South Fire Station, including the recommended bond issuance amount, the City's borrowing
capacity, estimated resident impact, and a discussion of the upcoming Moody's credit rating review and
its significance to the total cost of the project.
To fund the construction of the new South Fire Station, City staff is recommending the issuance of
General Obligation Capital Improvement Plan (CIP) Bonds. The proposed issuance and relevant
financial parameters are summarized below.
Financial Parameter

Amount

Proposed Bond Issuance

$33,280,000

City Bonding Capacity

$37,000,000

Available Capacity Above Proposed
Issuance

$3,720,000

Current DD-Phase Project Cost Estimate

Just over $30,000,000

The proposed bond amount of $33,280,000 is intentionally set above the current cost estimate to provide
a responsible financial buffer. Because the project is still in the Design Development phase and final
pricing will not be confirmed until bids are received, the additional capacity ensures the City is not
under-authorized should costs increase through the competitive bidding process.
The City's total bonding capacity of $37,000,000 provides a further margin of safety above even the
proposed issuance, reinforcing the City's commitment to fiscal responsibility throughout this process.
Impacts to Residents
The bond levy required to service this debt will be distributed across the Vadnais Heights tax base. The
estimated impact to individual property owners is projected as follows, depending on the assessed value
of the property. This is property dependent, future assessment decisions by the county, our future bond
rating, interest terms and ultimately the cost of the project:

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Property Value Range

Estimated Daily
Impact

Estimated Monthly
Impact

Estimated Yearly
Impact

Lower-valued homes

~$1 / day

~$30 / month

~$345 / year

Higher-valued homes

~$2 / day

~$65 / month

~$775 / year

Credit Rating Overview
In connection with this bond issuance, the City will undergo a credit rating review conducted by
Moody's Investors Service, one of the nation's premier credit rating agencies. This review is a standard
and important component of the municipal bond process.
Moody's will conduct a comprehensive assessment of the City's financial health and its ability to meet
its debt obligations. Key factors typically evaluated include:
• The City's overall financial position, fund balances, and reserve levels
• Revenue stability and diversity, including property tax base and trends
• Existing debt load and the City's overall debt management practices
• Local economic and demographic conditions
• Management practices and governance

Understanding Bond Ratings
Bond ratings are letter-grade assessments that communicate to the financial marketplace how
creditworthy a borrower is — in this case, the City of Vadnais Heights. The higher the rating, the lower
the perceived risk to investors, and the more favorable the borrowing terms the City can secure.
Moody's Rating Scale (Municipal Bonds)
Rating
Aaa

Category

What It Means

Exceptional

Highest quality; minimal credit risk

Aa1 / Aa2 /
Aa3

Very High Quality

Very low credit risk; strong capacity to repay

A1 / A2 / A3

High Quality

Low credit risk; some susceptibility to
economic changes

Baa1 / Baa2 /
Baa3

Medium Grade

Moderate credit risk; lowest investmentgrade tier

Ba and below

Speculative / NonInvestment Grade

Higher risk; subject to substantial credit risk

Most well-managed Minnesota municipalities with stable tax bases and sound financial practices receive
ratings in the Aa range. A strong rating not only signals fiscal health to investors but directly translates
into better borrowing terms for the City.
The credit rating assigned to these bonds will have a direct and meaningful impact on the interest rate
the City pays — and therefore on the total long-term cost of the fire station to Vadnais Heights
taxpayers.

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The relationship works as follows: investors who purchase municipal bonds accept a lower interest rate
when they perceive lower risk. A higher credit rating signals lower risk, allowing the City to borrow at a
more competitive rate. Conversely, a lower rating requires the City to offer higher interest rates to attract
buyers, increasing the overall cost of borrowing.
Attachments
•
•

PreSale Report 2026A
Bonding Options and Impacts Memo

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May 19, 2026

PRE-SALE REPORT FOR

City of Vadnais Heights, Minnesota
$33,280,000 General Obligation
Capital Improvement Plan Bonds, Series 2026A

Prepared by:

Advisors:

Ehlers
3001 Broadway Street, Suite 320
Minneapolis, MN 55413

Stacie Kvilvang, Senior Municipal Advisor
Jason Aarsvold, Senior Municipal Advisor
Keith Dahl, Senior Municipal Advisor

BUILDING COMMUNITIES. IT’S WHAT WE DO.

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EXECUTIVE SUMMARY OF PROPOSED DEBT
Proposed Issue:
$33,280,000 General Obligation Capital Improvement Plan Bonds, Series 2026A

Purposes:
The proposed issue includes financing for the construction and equipping of a new South Fire
Station (the “Project”). Debt service will be paid from ad valorem property taxes.
The City levied $500,000 in 2026 for this Project so the overall financing has been reduced
by this amount. The City has capitalized interest through the August 1, 2027 payment and is
making interest only payments through August 1, 2030. This allows the City to slowly increase
the annual debt levy by 3% (approximately $300,000/year) until the max, new debt levy of
approximately $2.7 million is attained in 2034. The levy requirement for the Bonds has been
sized to wrap around the Series 2020A Bond levy that will be available when those bonds are
paid in full starting in 2035 (approximately $467,300). Combined, the total maximum debt
levy for the Bonds is currently estimated to be approximately $3.145 million.

Authority:
The Bonds are being issued pursuant to Minnesota Statutes, Chapters 475 & 475.521.
The City is required to hold a public hearing on the 5-year CIP (the “CIP”), which includes the
financing for the South Fire Station. The details and process regarding the approval of the
CIP are further outlined in the CIP document in the City Council packet. The public hearing
will be held prior to the Council approving a resolution to proceed with the process to prepare
required documents and market the bonds for sale.
Under Minnesota Statutes, Chapter 475, a local government cannot incur debt greater than
3% of its estimated market value (EMV). In the City, the EMV for property tax payable in 2026
is $2,610,674,600. Therefore, the total amount of outstanding debt cannot exceed
$78,320,238. At present, the City maintains approximately $ 3,330,000 of debt subject to the
limit (2020 A Bonds). As such, issuance of the CIP Bonds will be within the statutory debt
limit.
Under Minnesota Statutes, Chapter 475.521, without a referendum, the total amount of
principal and interest in any one year on all CIP bonds issued by the City cannot exceed 0.16%
of its EMV. In the City, the maximum annual debt service amount is approximately $4,177,079
for property taxes payable in 2026. Currently, the City’s maximum annual principal and
interest payments for debt subject to this limit is $467,281. The maximum principal and
interest payments for the proposed Bonds is estimated to be approximately $3,145,780. As
such, debt service on the CIP Bonds will be within the annual limit under the CIP authority.
The Bonds will be general obligations of the City for which its full faith, credit and taxing
powers are pledged.

Presale Report
City of Vadnais Heights, Minnesota

May 19, 2026
Page 1

4
Term/Call Feature:
The Bonds are being issued for a term of 21 years. Principal on the Bonds will be due on
February 1 in the years 2031 through 2047. Interest will be due every six months beginning
August 1, 2027.
The Bonds will be subject to prepayment at the discretion of the City on February 1, 2036 or
any date thereafter.

Bank Qualification:
Because the City is issuing, or expects to issue, more than $10,000,000 in tax-exempt
obligations during the calendar year, the City will be not able to designate the Bonds as “bank
qualified” obligations.

Rating:
The City’s prior bond rating is from 2012 when it was downgraded from an AA to an A rating
by Standard and Poor’s (S & P) due to a non-appropriation on the 2010 lease revenue bonds
issued for the sports facility. The City does not have an updated credit rating since the last
and only outstanding bond issue (2020A) was sold as a negotiated, non-rated bond.
The City will be obtaining a rating from Moody’s Investor Services for this issue. For rates
attributable to the Bonds, we assumed an A/A2 rating per the last GO debt rating from S & P.
The bonds will be updated based upon the actual rating received by Moody’s.
If the winning bidder on the Bonds elects to purchase bond insurance, the rating for the issue
may be higher than the City's bond rating in the event that the bond rating of the insurer is
higher than that of the City.

Basis for Recommendation:
Based on your objectives, financial situation and need, risk tolerance, liquidity needs,
experience with the issuance of Bonds and long-term financial capacity, as well as the tax
status considerations related to the Bonds and the structure, timing and other similar matters
related to the Bonds, we are recommending the issuance of Bonds as a suitable option.

Method of Sale/Placement:
We are recommending the Bonds be issued as municipal securities and offered through a
competitive underwriting process. You will solicit competitive bids, which we will compile on
your behalf, for the purchase of the Bonds from underwriters and banks.
An allowance for discount bidding will be incorporated in the terms of the issue. The discount
is treated as an interest item and provides the underwriter with all or a portion of their
compensation in the transaction.
If the Bonds are purchased at a price greater than the minimum bid amount (maximum
discount), the unused allowance may be used to reduce your borrowing amount.

Presale Report
City of Vadnais Heights, Minnesota

May 19, 2026
Page 2

4
Premium Pricing:
In some cases, investors in municipal bonds prefer “premium” pricing structures. A premium
is achieved when the coupon for any maturity (the interest rate paid by the issuer) exceeds
the yield to the investor, resulting in a price paid that is greater than the face value of the
bonds. The sum of the amounts paid in excess of face value is considered “reoffering
premium.” The amount of the premium varies, but it is not uncommon to see premiums for
new issues in the range of 2.00% to 10.00% of the face amount of the issue. This means that
an issuer with a $2,000,000 offering may receive bids that result in proceeds of $2,040,000
to $2,200,000.
For this issue of Bonds we will discuss with staff on the day of sale to determine if they want
to retain the net premium to increase the net proceeds for the project or reduce the size of
the issue. The resulting adjustments may slightly change the true interest cost of the issue,
either up or down.
The amount of premium can be restricted in the bid specifications. Restrictions on premium
may result in fewer bids, but may also eliminate large adjustments on the day of sale and
unintended impacts with respect to debt service payment. Ehlers will identify appropriate
premium restrictions for the Bonds intended to achieve the City’s objectives for this financing.

Review of Existing Debt:
We have reviewed all outstanding indebtedness for the City and find that there are no
refunding opportunities at this time.
We will continue to monitor the market and the call dates for the City’s outstanding debt and
will alert you to any future refunding opportunities.

Continuing Disclosure:
Because the City has more than $10,000,000 in outstanding debt subject to a continuing
disclosure undertaking (including this issue) and this issue does not meet an available
exemption from continuing disclosure, the City will be agreeing to provide certain updated
Annual Financial Information and its Audited Financial Statement annually, as well as
providing notices of the occurrence of certain reportable events to the Municipal Securities
Rulemaking Board (the “MSRB”), as required by rules of the Securities and Exchange
Commission (SEC). The City will now be obligated to provide such reports, and may make
its own filings or contract with Ehlers to prepare and file the reports.

Arbitrage Monitoring:
The City must ensure compliance with certain sections of the Internal Revenue Code and
Treasury Regulations (“Arbitrage Rules”) throughout the life of the issue to maintain the taxexempt status of the Bonds. These Arbitrage Rules apply to amounts held in construction,
escrow, reserve, debt service account(s), etc., along with related investment income on each
fund/account.
IRS audits will verify compliance with rebate, yield restriction and records retention
requirements within the Arbitrage Rules. The City’s specific arbitrage responsibilities will be

Presale Report
City of Vadnais Heights, Minnesota

May 19, 2026
Page 3

4
detailed in the Arbitrage Certificate (the “Tax Compliance Document”) prepared by your Bond
Attorney and provided at closing.
The Bonds may qualify for one or more exception(s) to the Arbitrage Rules by meeting 1)
small issuer exception, 2) spend down requirements, 3) bona fide debt service fund limits, 4)
reasonable reserve requirements, 5) expenditure within an available period limitations, 6)
investments yield restrictions, 7) de minimis rules, or; 8) borrower limited requirements.
An Ehlers arbitrage expert will contact the City within 30 days after the sale date to review
the City’s specific responsibilities for the Bonds and determine if you want to retain Ehlers to
complete your arbitrage responsibilities on your behalf.

Investment of Bond Proceeds:
Ehlers can assist the City in developing a strategy to invest your Bond proceeds until the
funds are needed to pay project costs. A member of Ehlers Investment Partners will reach out
to the City to discuss.

Other Service Providers:
This debt issuance will require the engagement of other public finance service providers. This
section identifies those other service providers, so Ehlers can coordinate their engagement
on your behalf. Where you have previously used a particular firm to provide a service, we have
assumed that you will continue that relationship. For services you have not previously
required, we have identified a service provider. Fees charged by these service providers will
be paid from proceeds of the obligation, unless you notify us that you wish to pay them from
other sources. Our pre-sale bond sizing includes a good faith estimate of these fees, but the
final fees may vary. If you have any questions pertaining to the identified service providers or
their role, or if you would like to use a different service provider for any of the listed services
please contact us.
Bond Counsel: Kutak Rock LLP
Paying Agent: Bond Trust Services Corporation
Rating Agency: Moody's Investors Service, Inc.

Summary:
The decisions to be made by the City Council are as follows:



Accept or modify the finance assumptions described in this report
Adopt the resolution attached to this report.

Presale Report
City of Vadnais Heights, Minnesota

May 19, 2026
Page 4

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PROPOSED DEBT ISSUANCE SCHEDULE
Public Hearing on 5-Year CIP and Pre-Sale Review by City
Council:

May 19, 2026

Distribute Official Statement:

Week of June 1, 2026

Due Diligence Call to Review Official Statement and
Conference with Rating Agency:

Week of June 15, 2026

Reverse Referendum Period on 5-Year CIP Complete

June 18, 2026

City Council Meeting to Award Sale of the Bonds:

August 4, 2026

Estimated Closing Date:

August 25, 2026

Attachments
Estimated Sources and Uses of Funds
Estimated Proposed Debt Service Schedule

EHLERS’ CONTACTS
EHLERS’ CONTACTS
Stacie Kvilvang, Senior Municipal Advisor

(651) 697-8506

Jason Aarsvold, Senior Municipal Advisor

(651) 697-8512

Keith Dahl, Senior Municipal Advisor

(651) 697-8595

Silvia Johnson, Lead Public Finance Analyst

(651) 697-8580

Alicia Gage, Senior Financial Analyst

(651) 697-8551

Presale Report
City of Vadnais Heights, Minnesota

May 19, 2026
Page 5

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City of Vadnais Heights, Minnesota
$33,280,000 General Obilgation CIP Bonds, Series 2026A
Assumes Current Market Non-BQ A Rates plus 50bps
20 Years - 3% Increase

Sources & Uses
Dated 08/25/2026 | Delivered 08/25/2026

Sources Of Funds
Par Amount of Bonds
2026 Levy Collections

$33,280,000.00
500,000.00

Total Sources

$33,780,000.00

Uses Of Funds
Total Underwriter's Discount (0.800%)
Costs of Issuance
Deposit to Capitalized Interest (CIF) Fund
Deposit to Project Construction Fund
Rounding Amount

266,240.00
167,000.00
1,344,165.67
32,000,000.00
2,594.33

Total Uses

$33,780,000.00

2026A GO CIP Bonds - PreS | SINGLE PURPOSE | 5/12/2026 | 3:19 PM

4

City of Vadnais Heights, Minnesota
$33,280,000 General Obilgation CIP Bonds, Series 2026A
Assumes Current Market Non-BQ A Rates plus 50bps
20 Years - 3% Increase

Debt Service Schedule
Date

Principal

Coupon

Interest

Total P+I

Fiscal Total

08/25/2026
08/01/2027
02/01/2028
08/01/2028
02/01/2029
08/01/2029
02/01/2030
08/01/2030
02/01/2031
08/01/2031
02/01/2032
08/01/2032
02/01/2033
08/01/2033
02/01/2034
08/01/2034
02/01/2035
08/01/2035
02/01/2036
08/01/2036
02/01/2037
08/01/2037
02/01/2038
08/01/2038
02/01/2039
08/01/2039
02/01/2040
08/01/2040
02/01/2041
08/01/2041
02/01/2042
08/01/2042
02/01/2043
08/01/2043
02/01/2044
08/01/2044
02/01/2045
08/01/2045
02/01/2046
08/01/2046
02/01/2047

260,000.00
590,000.00
945,000.00
1,320,000.00
1,720,000.00
1,875,000.00
1,945,000.00
2,015,000.00
2,100,000.00
2,185,000.00
2,280,000.00
2,380,000.00
2,490,000.00
2,600,000.00
2,725,000.00
2,855,000.00
2,995,000.00

3.300%
3.400%
3.450%
3.550%
3.600%
3.700%
3.800%
4.050%
4.200%
4.300%
4.400%
4.500%
4.600%
4.700%
4.800%
4.900%
4.950%

1,344,165.67
720,088.75
720,088.75
720,088.75
720,088.75
720,088.75
720,088.75
720,088.75
715,798.75
715,798.75
705,768.75
705,768.75
689,467.50
689,467.50
666,037.50
666,037.50
635,077.50
635,077.50
600,390.00
600,390.00
563,435.00
563,435.00
522,631.25
522,631.25
478,531.25
478,531.25
431,553.75
431,553.75
381,393.75
381,393.75
327,843.75
327,843.75
270,573.75
270,573.75
209,473.75
209,473.75
144,073.75
144,073.75
74,126.25
74,126.25

1,344,165.67
720,088.75
720,088.75
720,088.75
720,088.75
720,088.75
720,088.75
980,088.75
715,798.75
1,305,798.75
705,768.75
1,650,768.75
689,467.50
2,009,467.50
666,037.50
2,386,037.50
635,077.50
2,510,077.50
600,390.00
2,545,390.00
563,435.00
2,578,435.00
522,631.25
2,622,631.25
478,531.25
2,663,531.25
431,553.75
2,711,553.75
381,393.75
2,761,393.75
327,843.75
2,817,843.75
270,573.75
2,870,573.75
209,473.75
2,934,473.75
144,073.75
2,999,073.75
74,126.25
3,069,126.25

2,064,254.42
1,440,177.50
1,440,177.50
1,700,177.50
2,021,597.50
2,356,537.50
2,698,935.00
3,052,075.00
3,145,155.00
3,145,780.00
3,141,870.00
3,145,262.50
3,142,062.50
3,143,107.50
3,142,787.50
3,145,687.50
3,141,147.50
3,143,947.50
3,143,147.50
3,143,252.50

Total

$33,280,000.00

-

$21,217,139.42

$54,497,139.42

-

Yield Statistics
Bond Year Dollars
Average Life
Average Coupon

$474,031.33
14.244 Years
4.4758939%

Net Interest Cost (NIC)
True Interest Cost (TIC)
Bond Yield for Arbitrage Purposes
All Inclusive Cost (AIC)

4.5320589%
4.5157273%
4.4378942%
4.5649739%

IRS Form 8038
Net Interest Cost
Weighted Average Maturity
2026A GO CIP Bonds - PreS | SINGLE PURPOSE | 5/12/2026 | 3:19 PM

4.4758939%
14.244 Years

4

City of Vadnais Heights, Minnesota
$33,280,000 General Obilgation CIP Bonds, Series 2026A
Assumes Current Market Non-BQ A Rates plus 50bps
20 Years - 3% Increase

Debt Service Schedule
Interest

Total P+I

CIF

02/01/2027
02/01/2028
02/01/2029
02/01/2030
02/01/2031
02/01/2032
02/01/2033
02/01/2034
02/01/2035
02/01/2036
02/01/2037
02/01/2038
02/01/2039
02/01/2040
02/01/2041
02/01/2042
02/01/2043
02/01/2044
02/01/2045
02/01/2046
02/01/2047

Date

Principal Coupon
260,000.00
590,000.00
945,000.00
1,320,000.00
1,720,000.00
1,875,000.00
1,945,000.00
2,015,000.00
2,100,000.00
2,185,000.00
2,280,000.00
2,380,000.00
2,490,000.00
2,600,000.00
2,725,000.00
2,855,000.00
2,995,000.00

3.300%
3.400%
3.450%
3.550%
3.600%
3.700%
3.800%
4.050%
4.200%
4.300%
4.400%
4.500%
4.600%
4.700%
4.800%
4.900%
4.950%

2,064,254.42
1,440,177.50
1,440,177.50
1,440,177.50
1,431,597.50
1,411,537.50
1,378,935.00
1,332,075.00
1,270,155.00
1,200,780.00
1,126,870.00
1,045,262.50
957,062.50
863,107.50
762,787.50
655,687.50
541,147.50
418,947.50
288,147.50
148,252.50

2,064,254.42
1,440,177.50
1,440,177.50
1,700,177.50
2,021,597.50
2,356,537.50
2,698,935.00
3,052,075.00
3,145,155.00
3,145,780.00
3,141,870.00
3,145,262.50
3,142,062.50
3,143,107.50
3,142,787.50
3,145,687.50
3,141,147.50
3,143,947.50
3,143,147.50
3,143,252.50

(1,344,165.67)
-

Net New D/S 105% of Total
720,088.75
1,440,177.50
1,440,177.50
1,700,177.50
2,021,597.50
2,356,537.50
2,698,935.00
3,052,075.00
3,145,155.00
3,145,780.00
3,141,870.00
3,145,262.50
3,142,062.50
3,143,107.50
3,142,787.50
3,145,687.50
3,141,147.50
3,143,947.50
3,143,147.50
3,143,252.50

756,093.19
1,512,186.38
1,512,186.38
1,785,186.38
2,122,677.38
2,474,364.38
2,833,881.75
3,204,678.75
3,302,412.75
3,303,069.00
3,298,963.50
3,302,525.63
3,299,165.63
3,300,262.88
3,299,926.88
3,302,971.88
3,298,204.88
3,301,144.88
3,300,304.88
3,300,415.13

Total

$33,280,000.00

-

$21,217,139.42

$54,497,139.42

(1,344,165.67)

$53,152,973.75

$55,810,622.44

Significant Dates
Dated
First Coupon Date

8/25/2026
8/01/2027

Yield Statistics
Bond Year Dollars
Average Life
Average Coupon

$474,031.33
14.244 Years
4.4758939%

Net Interest Cost (NIC)
True Interest Cost (TIC)
Bond Yield for Arbitrage Purposes
All Inclusive Cost (AIC)

4.5320589%
4.5157273%
4.4378942%
4.5649739%

2026A GO CIP Bonds - PreS | SINGLE PURPOSE | 5/12/2026 | 3:19 PM

4

MEMORANDUM
TO:

Kevin Watson, City Manager

FROM:

Stacie Kvilvang, Ehlers

DATE:

May 19, 2026

SUBJECT:

2026 Bond Issue and Levy Impacts – South Fire Station

Since late 2024 and mid 2025 the city has been discussing the debt structure for the issuance of
General Obligation Capital Improvement Bonds (CIP Bonds) to pay for the renovation or construction
of a new South Fire Station. In May of 2025 the City Council reviewed options and determined that a
20-year bond term was appropriate for the life of the asset and that a 3% to 5% annual increase in the
levy would be appropriate to finance it. To prepare for future financing, the city increased the 2026 levy
by 5% (approximately $500,000) to be available for future costs or debt service on the project.
Since that time, the city determined it was in the best interest of the community and the Fire Department
to construct a new facility rather than remodel and add to the existing structure. Based upon this
direction, costs were updated to $32,000,000 for the new facility. We worked with staff to review options
to see how we could work within the prior parameters of a gradual increase in the tax levy over time to
lessen the annual impact to homeowners and businesses. For the bond issuance, we have assumed
the following to cover 100% of the annual debt service:
1. The city will have the bonds rated, but will only attain the same A rating you had in 2012 from
Standard and Poor’s (city is working to get an updated rating from Moody’s Investor Services,
Inc.)
2. Capitalize interest through August 1, 2027, since full levy dollars would not yet be available
3. Continue to annually increase the levy by 3% (approximately $300,000/year) through 2034 to
reach a levy of approximately $2.7 million; and
4. Wrap the debt issuance around the 2020A bond issue to utilize the existing DEBT levy of
approximately $467,000 starting in 2035
This structure requires the City to provide approximately $357,000 in 2029 from another source (likely
general fund balance) and approximately $52,000 in 2030. It should be noted that these amounts are
subject to change based upon (i) actual size of the bonds; (ii) rating attained by the City; and (iii) market
conditions at the time of sale. We will update assumptions once we know the actual cost of the project
after the bid opening in July and based upon the rating the City receives from Moody’s.

4

We updated the overall annual levy tax impact on a range of homes within the City, including the current
average value home of $394,600. The impacts are shown on an annual, monthly and daily basis. It
should be noted that these impacts are only for the levy increases required to cover debt service
and do not include any other increases in funding for City staff, major capital projects and/or
services. The first chart shows the impact for the net levy of approximately $2.7 million (net of current
2020A bond levy in 2035) required to cover 100% of debt service. As noted, depending on the value of the
home, the daily impact is $.78 to $1.73, monthly is $23.65 to $52.70 and the annual is $283.78 to $632.42.
Chart 1: Impact for Net Increase in Levy of $2.7 Million
TAX IMPACT ANALYSIS INCREASED LEVY ONLY (100% DEBT SERVICE)
Type of Property

Residential
Homestead

Estimated
Proposed
Market Value
Tax Increase*
$
300,000 $
283.78
350,000
338.93
394,600
388.12
450,000
449.22
500,000
504.37
600,000
632.42

Annual
Monthly
$283.78
$23.65
338.93
28.24
388.12
32.34
449.22
37.44
504.37
42.03
632.42
52.70

Daily
$0.78
0.93
1.06
1.23
1.38
1.73

Chart 2: Impact for 105% Debt Levy of $3.3 Million
TAX IMPACT ANALYSIS (105% DEBT SERVICE)
Type of Property

Residential
Homestead

Estimated
Proposed
Market Value
Tax Increase*
$
300,000 $
346.85
350,000
414.26
394,600
474.38
450,000
549.07
500,000
616.47
600,000
772.98

Annual
Monthly
$346.85
$28.90
414.26
34.52
474.38
39.53
549.07
45.76
616.47
51.37
772.98
64.42

Daily
$0.95
1.13
1.30
1.50
1.69
2.12

As noted, the daily impact is $.95 to $2.12, monthly is $28.90 to $64.42 and the annual is $346.50 to
$772.98.

5

Kurt Frison
Fire Chief

Vadnais Heights Fire Department
3595 Arcade Street
Vadnais Heights, MN 55127

651.204.6043 Phone
651.204.6142 Fax
[email protected]

Memorandum:
TO:

Mayor Krachmer and City Council

FROM:

Kurt Frison, Fire Chief

DATE:

May 19, 2025

SUBJECT:

Fire Department Staffing

This memorandum provides an update on the ongoing Fire Department staffing reorganization approved on
November 6, 2024, and discussed during the City Council Workshop on August 6, 2025. Formal action related
to the next phase of staffing adjustments is anticipated to be presented to the Council in June 2026.
Background
As part of the previously approved phased staffing plan, the former Fire Chief identified the need for three Fire
Captain positions to improve leadership capacity, operational oversight, and organizational structure. To date,
two of the three Fire Captain positions have been filled. Since their implementation, the department has
experienced significant improvements in supervision, accountability, operational consistency, and overall shift
management.
The department is now preparing to move forward with the hiring of our third Fire Captain position, which
aligns with the long-term staffing projections and funding strategy approved in 2025. As part of this transition,
the department is also recommending the elimination of the one remaining Fire Technician position and the
creation of a new full-time Firefighter position. This adjustment is intended to:
• Align personnel within a clear chain of command
• Enhance accountability and supervision
• Eliminate role ambiguity and inefficiencies
• Support consistent 24/7 duty shift operations
This memorandum is provided for discussion purposes in advance of formal Council consideration at an
upcoming meeting in June 2026.
Attachments: Fire Department Organizational Chart
Firefighter position description
Previous staff memos

5

Fire Chief
Kurt Frison - FT

Assistant
Chief

Assistant
Chief

Mike Richter - FT

Nate Krause - FT

Captain

Captain

Captain

A Shift

B Shift

C Shift

Evan Larsen - FT

Proposed July 2026

Ryan Anttila - FT

Part-Time
Capt. & Lt.

6 Total

Firefighters
28 Total

5
Job Title: Firefighter
FLSA Classification: Non-exempt
Department: Fire
Accountable To: Fire Captain
Primary Objective of Position
The Vadnais Heights Firefighter is adept at swift and efficient handling of emergencies. Firefighters
perform hazardous firefighting and rescue tasks under emergency conditions, which may require
strenuous exertion under such handicaps as smoke and trapped surroundings. This position is responsible
for fire suppression and emergency medical service response as well as fire prevention, community
outreach, and fire code enforcement.
Qualification Requirements
To perform this job successfully, an individual must be able to perform each duty satisfactorily. The
requirements listed below are representative of the knowledge, skill and abilities required. Reasonable
accommodation may be provided to enable individuals with disabilities to perform the essential functions
of the position. The essential functions listed below are intended as illustrations of the various types of
work that may be performed. The omission of specific duties does not exclude them if the work is similar,
related or a logical assignment to the position.
Essential Functions of the Position
• Responds to emergency incidents and performs assigned firefighting and emergency medical tasks in
accordance with department, city, and state standards.
o Engages in fire rescue and suppression operations that include pulling hoses lines, securing
hydrants, and overhauling fire scenes. Executing search and rescue and water pumping
operations effectively. Executing Rescue Operations to include but not limited to vehicle crashes,
extrications, entrapment, and stabilization. Water Rescue, elevator operations and all other
rescue operations.
o Applies EMT level skills proficiencies, responding to medical emergencies by administrating CPR,
providing wound care, taking vital signs, and other treatments as identified.
o Assist Ambulance personnel as needed, administering appropriate medication, and expertly
utilizing medical equipment and tools to ensure patient well-being and safety.
o Complete all required reports utilizing assigned computerized record and reporting programs per
department and city policy.
o Participate in the exchange of information between off-going and on-coming shifts and in crew
meetings, as necessary.
o Provides excellent service to the community and promotes a positive, professional image of the
department always.
o Develops and maintains positive, effective working relationships with all department employees,
city employees, other agencies, and the community.
o Serves as an interim Officer in the absence of an appointed Officer, making informed decisions
on all scenes. Provide accurate scene size ups and initial operations decisions and communicate
effectively and clearly over the radio to ensure coordinated and efficient response.
• Perform vehicle and equipment maintenance.
o Performs routine maintenance of apparatus, vehicles, equipment, grounds, and buildings to
assure that they are in a continual state of readiness and safety, in accordance with applicable
standards and department policies and procedures. Assures apparatus, vehicles, equipment,
grounds and buildings are clean, maintained, and presentable to the public always.
o Operates, maintains, and performs preventive maintenance checks on emergency vehicles,
including fire engines, fire trucks, and equipment. Ensuring their readiness and functionality in
various weather conditions at any time of day or night.

5
Performs maintenance and maintenance checks as well as demonstrating proficiency with all EMS
equipment and tools as well as fire rescue equipment and tools encompassing extrication and
stabilization equipment, saws, fire suppression equipment, ladders, and other essential items to
ensure effective, efficient, and safe emergency response.
o Drives and operates department apparatus in accordance with applicable state laws and
department policies and procedures.
o Maintains Fire Station by performing cleaning and preventative checks on tools and equipment.
Ensure stations are stocked and operational. Identify equipment failures or faults and uphold
station cleanliness inside and out as well as station security and safety.
Participate in training and education.
o Participate in training, pre-fire planning, emergency medical treatment, fire suppression,
operation of equipment, fire prevention education, maintenance/testing activities and other
duties as may be assigned.
o Participates in drills and attends classes and hands-on training in firefighting, emergency medical
care, hazmat, maintenance, administration, disease control, physical fitness, and other required
classes.
o Participate in, plan, or lead public education and safety events. Educate on health and fire safety.
Engage with the public to address queries and ensure fire and medical safety in the community
as well as conducting pre-plans on buildings in service area.
o Assist community members with fire alarms and smoke/CO detectors, identifying hazards,
ensuring code compliance, conducting testing (e.g., hose and ladder).
Perform fire code enforcement
o Perform certificate of occupancy inspections on commercial and rental housing units.
o Answer and investigate complaints and reports of hazardous conditions and order corrections.
Performs other duties as assigned.
o

•

•
•

Supervision of Others
This position does not directly supervise any staff.
Education and/or Experience – Minimum Qualifications
• High school diploma or GED required.
• Must be at least 18 years of age.
• Valid Minnesota Driver license or equivalent out-of-state license.
• Licensed by the State of Minnesota as a firefighter, or the ability obtain licensing at the time of
appointment (Minnesota Statute 299N).
• IFSAC and/or ProBoard certified as Firefighter I and II with Hazardous Materials Operations.
• Must be certified as an EMT as recognized by the Minnesota Office of Emergency Medical
Services and National Registry of Emergency Medical Technicians (NREMT).
• Fire Apparatus Operator Certification.
Equivalency - An equivalent combination of education and experience closely related to the duties of the
position MAY be considered.
Knowledge, Skills and Abilities
• Knowledge of fire department organizational structure, techniques, and processes
• Ability to work in the Incident Management System during emergency operations.
• Knowledge of fire suppression principles, methods, techniques, and practices.
• Knowledge of purpose and use of various tools, equipment and apparatus used in fire
suppression.
• Knowledge of first aid, CPR and other related EMT techniques.
• Knowledge of fire prevention topics and inspection activities.
• Knowledge of street names and locations with the department service areas.

5
•
•
•
•
•
•
•

Knowledge and understanding of the department rules, policies, and procedures as it pertains to
the operation of the department and the city rules and regulations.
Ability to read and comprehend simple instructions, routine correspondence and memos, and the
ability to write basic reports and correspondences.
Ability to effectively present information, in one-on-one and small group situations, to the public
and other members of the organization
Ability to read, write, speak, and understand the English language at a level adequate to perform
the duties of the position.
Ability to work and be productive in a team environment.
Ability to provide a level of customer service that meets or exceeds customer expectation
and satisfaction.
Embrace and engage in cultural shift toward Continuous Improvement.

Conditions of Employment
Employment as a firefighter is contingent upon maintaining physical fitness standards, successfully
completing required training and certifications, and the ability to respond to emergency situations at any
time, including nights, weekends, and holidays.
• Must possess a Certified Fire Inspector I or receive within six (6) months of employment.
• Must possess a Car Seat Technician certification or receive within six (6) months of employment.
• Must satisfactorily pass a criminal background examination, drug screening, physical ability test,
and a medical evaluation.
• Must comply with organizational and departmental policies.
Physical Demands
Work regularly requires speaking or hearing, exerting medium physical effort; work frequently requires
sitting, standing, walking, lifting, carrying, and reaching with hands and arms handling, grasping and
repetitive motions; work may occasionally require pushing, pulling, climbing, balancing, stooping,
kneeling, crouching, and crawling; work has standard vision requirements; vocal communication is
required for expressing or exchanging ideas by means of the spoken word; hearing is required to
perceive information at normal spoken word levels. This position must have the ability to wear personal
protective equipment, which weighs approximately twenty-five pounds, and also wearing self-contained
breathing apparatus (SCBA) which weighs approximately twenty-five pounds.
Working Conditions
This position requires the employee to work alone, with others, around others and have contact with the
public. This position will work outside of an office and will frequently be exposed to environmental
conditions such as working in extreme heat, extreme cold, humidity, and in a noisy location. This position
may also be exposed to occasional snow and rainstorms, and various kinds of hazards. This position also
requires the ability to work weekends, holidays, and evenings on a regular basis.
Hours of Work
Hours and days of work for this position will vary by shift assignment. Initially this position may start as a
2080 annual hour schedule (8-hour workday) and be converted when staffing is appropriate to a 2912
annual hour schedule (24-hour workday).
Other Duties
Please note this job description is not designed to cover or contain a comprehensive listing of all
activities, duties or responsibilities that are required of the employee for this job. Duties, responsibilities
and activities may change at any time with or without notice.

5

Acknowledgement/Signature
I have read this job description and fully understand the requirements set forth herein. I understand that
this is to be used as a guide and that I will be responsible for performing other duties as assigned. I
further understand this job description does not constitute an employment contract with the City of
Vadnais Heights.

5

Kurt Frison
Fire Chief

Vadnais Heights Fire Department
3595 Arcade Street
Vadnais Heights, MN 55127

651.204.6043 Phone
651.204.6142 Fax
[email protected]

Memorandum:
TO:

Mayor Krachmer and City Council

FROM:

Kurt Frison, Fire Chief

DATE:

September 16, 2025

SUBJECT:

Fire Captain – Full Time Position

Request
Approval to advertise for two full-time Fire Captain positions within the Fire Department
Background
This request is part of the ongoing departmental reorganization approved on November 6, 2024, and further
discussed during the City Council Workshop on August 6, 2025. The request is supported by the funding
strategy reviewed at the Budget Workshop held on July 29, 2025.
On November 6, 2024, the former Fire Chief presented a phased staffing plan identifying the need for three Fire
Captain positions to enhance leadership capacity and support departmental operations. One of these positions
was successfully filled in early 2025.
This request seeks authorization to move forward with hiring the second and third Fire Captains identified in
that plan. One of the two positions will be reclassified from a currently vacant Administrative Assistant
position, allowing the department to prioritize operational leadership needs without increasing overall staffing
levels. The second position aligns with the long-term staffing projections and will be funded in accordance with
the previously discussed budget strategy.
If approved, both positions will be advertised for immediate recruitment, with the third Fire Captain position
scheduled to be filled in July of 2026.
Attached: Memo from 11-6-24

5
Christopher T. Hearden
Fire Chief

Vadnais Heights Fire Department
3595 Arcade Street
Vadnais Heights, MN 55127

651.204.6043 Phone
651.204.6142 Fax
[email protected]

TO:

Mayor Krachmer and City Council Members

FROM:

Chris Hearden, Fire Chief

DATE:

November 6, 2024

SUBJECT:

Fire Captain Position.

Requested Council Action
• Authorize staff to reclassify an open Fire Technician position to a full-time Captain position.
• Authorize staff to advertise for and fill the position of full-time Captain.
Background
The reclassification of the open Fire Technician position will allow the Fire Department to move towards the
fourth Duty Crew staffing model. This position is a reclassification to an existing full-time positon and not an
addition to the current full time staffing numbers.
The full-time Captain position will be set up as a 24-hour rotating shift. To properly function with a full-time
Captain position on a 24-hour rotation, it will require three full-time positions. It is our intention to fill up to
two of these positions from existing full-time staff openings in 2024 and 2025. The goal would be to fill the
third position as a new hire as soon as fiscally possible.
Currently, the Vadnais Heights Fire Department operates with the bare minimum of a 3-person Duty Crew
Staffing (Officer, Engineer, and Firefighter). If one of these positions is not filled or if a member is unable to
work their scheduled shift, the Duty Crew shift cannot operate as a 2-person Duty Crew. This open positon must
be filled on short notice by either part-time staff, by myself or Assistant Chief Richter.
The full-time Captain position will be qualified to operate in any of the Duty Crew positions: Officer, Engineer
or Firefighter. Reducing the number of times that myself or Assistant Chief Richter are required to back fill
staffing on evenings and weekends.
A full-time Captain would be responsible for managing Fire, EMS, and other training for the department and
assisting in overall employee development, which includes the Field Training (FT) program for the Duty Crew
staff.
The full-time Captain position will reduce the extreme burden of responsibilities that is currently placed on the
part-time staff. A full time Captain will have the time to be properly trained to manage the staff and the
emergency incidents allowing for consistent supervision on a 24/7 basis.
This position would allow for the Duty Crew staff to split their crews for emergency medical calls and other
non-fire related incidents. This would greatly reduce the wear and tear on the larger fire apparatus (Engine 817)
as they would respond in the recently purchased F250 pick-up truck (Rescue 825).

5
Christopher T. Hearden
Fire Chief

Vadnais Heights Fire Department
3595 Arcade Street
Vadnais Heights, MN 55127

651.204.6043 Phone
651.204.6142 Fax
[email protected]

The ability to split crews will allow for staff to handle more than one incident at a time. It is not uncommon
where more than one incident is active in the City at the same time; currently crews have a delayed response, no
response or Chief response request to additional incident(s).
The current open Fire Technician position salary ranges from $74,609 to $89,502 and the full-time Captain
position’s estimated salary ranges from $83,200 to $99,840 with similar benefits. The current position being
replaced was earning $81,970.
The reclassification on the second position will depend on the timing of the vacancy of the current full-time
positon but the increase for the reclassification will be approximately $10,000 per year.
These increased salaries should have little effect on the current projected 2025 budget as these costs can be
absorbed through reduction of spending in other budget categories.

Sincerely,

Chris Hearden
Vadnais Heights Fire Chief

5

City of Vadnais Heights
Fire Department
Employment Opportunity
Fire Captain (non-exempt)
Job Title:
Schedule:
Salary:

Captain
24-hour Shifts
$83,200 - $99,840

Reports To:
Posted:
Closing:

Assistant Chief(s)
11/11/2024
11/24/2024 at 5 p.m.

Summary
Fire Captain is a full-time position working 24-hour shifts. This position supervises
firefighters on shift and participates in emergency and non-emergency operations.
Performs all fire and EMS related functions; ensure all assigned activities are performed
effectively and according to department policies; may serve as the Incident Commander
on emergency scenes; shift training officer; perform related fire prevention activities,
facility maintenance and housekeeping functions as assigned.
Essential Duties and Responsibilities
• Respond to fire and medical emergencies while on shift. Evaluate each situation
and determine best approach and actions to be taken. Request assistance including
mutual aid when required.
• Directs and performs firefighting and rescue activities in a safe and efficient
manner including hose deployment, fire extinguishment, search and rescue, first
aid and medical care, etc. Retain supervisory role unless relieved by a superior
officer.
• Assist, instruct and supervise fire and EMS training programs.
• Responsible for equipment and station maintenance. Supervise and assist with
completing housekeeping duties, minor repair work and oversight of all apparatus
and equipment.
• Responsible to complete and document emergency incident reports and maintain
service records on equipment through various software platforms.
• Additional duties include, but not limited to, fire inspections, pre-planning, fire
prevention, code enforcement, public speaking and education, lesson planning,
substituting for chief officers in their absence.
• Other duties as assigned.

5
Knowledge, Skills and Abilities
• Ability to communicate through all methods effectively to department members
and public in a positive manor.
• Demonstrates ability to provide sound leadership to all department members,
public and city officials. Maintain effective working relationships while
protecting confidential information.
• Must be a self-starter and proactive individual who can work with little to no
supervision from superior officers.
• Ability to react quickly and lead firefighters in high stress situations.
• Thorough knowledge of department operations and policies. Ability to maintain
and track department records in an organized manor.
• Ability to provide direction and assist with guiding, evaluating, instructing and
recommending steps for development of subordinates.
Minimum Qualifications
• Have valid Class D Minnesota Driver’s License
• State Certified Firefighter II
• Hazardous Material Operations (472 or equivalent)
• Emergency Medical Technician (EMT) or higher
• Minimum 3 years’ experience as firefighter
• Fire Apparatus Operator or ability to obtain within 12 months of hire
• Fire Inspector I or ability to obtain within 12 months of hire
• Completion of Blue Card Incident Command or ability to obtain within 12 months
of hire
Desirable Qualifications
• Experience as fire officer (Lt. or higher)
• Fire Inspector II
• Fire Instructor
Additional Information
• This position is subject to a 12-month probationary period.
• This position will work a Monday – Friday, 7 am – 3:30 pm scheduled shift from
time of hire through end of May, 2025. The position will then transition into a
rotating 24-hour shift schedule.
Disclaimer
• This job description is not designed to cover or contain all job duties, activities or
responsibilities. Management reserves the right to assign or change job duties at
any time with or without notice.

Jim Hauth
Public Works Director

6

The City of Vadnais Heights
800 East County Road E
Vadnais Heights, MN 55127

651.204.6050 Phone
[email protected]

Memorandum:
TO:

Mayor Krachmer and City Council Members

FROM:

Jim Hauth, Director of Public Works

DATE:

May 19, 2026

RE:

Ramsey-Washington Metro Watershed District (RWMWD) 2027–2036 Watershed
Management Plan Update – Process Overview and Preliminary City Comments

Background
The Ramsey-Washington Metro Watershed District (RWMWD) is preparing its 2027–2036 Watershed
Management Plan, which guides watershed policy, capital planning, and regulatory direction over the
next ten years. Minnesota watershed management plans are generally updated on a ten-year cycle.
RWMWD is currently in the early stages, including stakeholder outreach, issue identification, and policy
discussions. A formal draft plan does not yet appear to have been released for official review and
comment.
Staff anticipate that additional draft materials and formal review opportunities will occur over the next
several months.
Here are comments staff propose to make to RWMWD.
1. Maintain Clear and Collaborative Regulatory Roles
The City supports RWMWD’s role as the watershed permitting authority and encourages the district to
maintain a collaborative and balanced regulatory framework. The City encourages RWMWD to
maintain predictable and consistent permitting standards and to coordinate closely with municipalities
during policy development. The city also encourages the district to preserve flexibility for
redevelopment, public infrastructure, and community investment projects, while avoiding unnecessary
expansion of regulatory requirements or administrative processes. Overall, the city supports RWMWD
continuing to emphasize partnership, technical collaboration, and practical implementation strategies.
2. Flexibility for Workforce and Affordable Housing
The city encourages RWMWD to maintain flexibility for redevelopment and workforce or affordable
housing projects. Many redevelopment sites within fully developed communities face physical and
financial constraints that can make strict stormwater requirements difficult to achieve. The city
encourages approaches that balance water quality goals with broader regional housing and
redevelopment needs.
3. West Vadnais Lake Boundary Discussion
The city requests continued discussion regarding West Vadnais Lake, which is currently outside the
RWMWD boundary but remains hydraulically connected to the watershed system. The City believes the
updated plan should acknowledge this issue and support continued evaluation of watershed planning,
management coordination, and potential future boundary considerations.
4. Continued Local Government Partnership

Mayor Krachmer and City Council Members
Page 2
May19, 2026

6

The city encourages RWMWD to continue emphasizing collaboration with member cities through early
coordination, technical support, grant partnerships, and predictable review processes, while also
recognizing local fiscal and infrastructure constraints. Successful watershed management depends on
strong partnerships between the district and local governments.
Next Steps
Staff will continue monitoring the RWMWD planning process and will return to the Council with
additional updates and draft recommendations as formal review documents become available.
Attachments:
RWMWD Engagement Summary Final Dec 2025.pdf
TAC engagement Issues Goals April 2026.pdf

6
barr.com

Memorandum
To:
From:
Subject:
Date:
Project:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Summary of Engagement for the 2027 Watershed Management Plan
December 1, 2025
23621496.00

In developing its 2027 Watershed Management Plan (Plan), Ramsey-Washington Metro Watershed
District (RWMWD) created a Partner Outreach Plan (July 2025). The Partner Outreach Plan outlined
several activities to engage and receive input from a broad, diverse group of partners and residents that
reflect the demographics of RWMWD. This memorandum summarizes the results of the outreach
activities completed through September 2025 and provides recommendations
Managers regarding prioritization of issues with consideration of the results of RWMWD outreach efforts.
As the District develops measurable goals, implementation items, and other Plan content in future tasks,
RWMWD and Barr staff will track the connection to outreach results and partner comments. This will
promote Plan outcomes that are aligned with partner interests and promote successful future
collaboration during Plan implementation.

1

Outreach Activities

Activities to solicit stakeholder input conducted by RWMWD between February 2025 and September
2025 included the following:
Plan update notification sent to State and local government agencies (as required by MN Rules
8410.0045)
Public Works Group (technical advisory) workshop January 21, 2025
RWMWD staff workshop February 11, 2025
Board workshops February 25, and April 2, 2025
Community Advisory Committee (CAC) workshop April 22, 2025
Resident and community surveys (online and paper-based)
Targeted community engagement by Zan Associates

2

Partner Outreach Results

This section summarizes the input received from the various partner outreach activities. The varied target
audiences and engagement strategies used during outreach prevented the use of a single, quantitative
method to evaluate all input. Instead, the following sections summarize outreach results by activity.
Overall results and emerging themes are described in Section 0; RWMWD and Barr staff reviewed the
results holistically to develop overall recommendations. Recommendations for issue prioritization and
organization in the Plan are included in Section 4.

4300 MarketPointe Drive, Suite 200, Minneapolis, MN 55435 | 952.832.2600

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
2

2.1

6

Responses to Plan Update Notification

Minnesota Rules 8410.0045 requires RWMWD to send a notification of its intent to update its Plan to
watershed management organizations, the Metropolitan Council, and State agencies.
notification (sent via email in November, 2024) sought input on issues, goals, and resources. The
notification sent to cities and counties also noted the opportunity to provide input at the January 21, 2025,
Public Works Forum convened by RWMWD (see Section 2.2).
RWMWD received responses to the Plan update notification letter from the following entities:
City of North St. Paul
City of Woodbury
Metropolitan Council
Minnesota Board of Water and Soil Resources (BWSR)
Minnesota Department of Health (MDH)
Minnesota Department of Natural Resources (MDNR)
Minnesota Department of Transportation (MnDOT)
Rice Creek Watershed District (RCWD)
Error! Reference source not found. briefly summarizes the comments provided in the responses.
Comments vary in specificity and applicability. Responses from North St. Paul and Woodbury generally
addressed specific, local issues (e.g., restoration of Tamarack Nature Preserve and Carver Lake Park).
Specific problem areas identified in the City responses will be useful in establishing the Plan
implementation program. Several comments addressed the issue of establishing measurable goals and
performance. Several responses identified potential issues to be
addressed in the Plan (e.g., groundwater sustainability, climate resilience) and provided links to resources
available to support addressing those issues.

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
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6

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
3

Table 2-1

Summary of responses to the Plan update notification

Commenter

Comment Summary

City of North
St. Paul

- Consistency with 2018 Water Management Plan
- Assume leadership in water quality
- Partnership opportunities to address infrastructure updates and flooding
- Broadening the criteria for runoff abstraction and allowing for
reallocation of the infiltration offsite
- Addressing permitting barriers for updating infrastructure

- Flood risk
- Permitting
- Partnerships

City of
Woodbury

- Continuation of impactful programs
- Beyond informing and empowering communities, aim for partnership
and collaboration
- Manage risk of flooding with modeling and emergency response
planning, with potential for technical assistance and funding participation
- Increase communication with the City and communities
- Partnership in vegetation restoration

- Flood risk
- Partnerships
- Ecosystem health
- Education/outreach

Metropolitan
Council

- Address any issues, problems, capital projects, or land use changes
related to regional parks
- Include updated Priority Waters within plan
- Include quantifiable and measurable goals and policies
- Consistency with 2050 Water Policy Plan

- Measurable goals

BWSR

- Need for strong stakeholder input
- Measurable goals drive prioritized, targeted implementation
- Self-evaluation tied to measurable goals

- Education/outreach
- Measurable goals
- Implementation
- Evaluation/reporting

MDH

- Considerations for limiting infiltration to protect groundwater quality
- The connection between land use changes and potential contaminant
sources affecting drinking water supply management areas
- Evaluation of impacts to Karst features
- Private well education and outreach
- Consistency with the 2025-2035 Washington County Groundwater Plan
- Recommendations for broader source water and natural resource
protection in the watershed

- Water quality
- Implementation
- Evaluation/reporting
- Education/outreach
- Partnerships

MDNR

- Use of resource assessment letter with priority issues and useful data
available to support planning, program management, and project
development/design
-

- Ecosystem health
- Flood risk
- Water quality

MDOT

- Align standards with MS4 Permit Update
- Communication of TMDL projects and monitoring results for further
coordination of management
- Recommend a geotechnical study to evaluate potential infiltration
prohibitions and understand other stormwater treatment options
- Communicate about partner funded and watershed led maintenance
services

- Water quality
- Partnerships
- Evaluation/reporting

- Protecting and/or improving water quality to support healthy ecosystems
- Managing the risk of flooding
- Implementing effective outreach efforts

- Water quality
- Flood risk
- Education/outreach
- Ecosystem health

Rice Creek
Watershed
District

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
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Comment Topic(s)

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
4

2.2

6

Public Works Forum

Plan update process. City and county staff in attendance were asked to share priority issues and
opportunities for the District to consider in its Plan update.
Concerns raised by forum attendees included:
Long-term maintenance challenges for stewardship grant projects and restoration projects
Flood risk and flood resilience are becoming a higher priority for some cities
Regulatory and cost pressures are making it harder to find space for compliant projects, leading
to disconnects between policy and engineering feasibility
Engagement and equity issues including the need for greater outreach in lower-visibility and
underserved communities, and challenges using traditional engagement strategies in some areas
Blue-green algal blooms leading to beach closures and public health risk
Microplastic pollution
Need for additional outfall monitoring for water quality
Opportunities and desired District actions noted by forum attendees included:
Interest in District-led actions protecting and restoring high-quality natural areas, including native
plantings and threatened species.
Cooperative programs like Stewardship Grants are seen as effective
Cities value the Public Entity Cost-share program and would like to see it expanded
role as a technical partner and its assistance with grant writing,
inspections, and resident engagement
Consider more activity-based events in flood-prone areas to boost engagement

2.3

RWMWD Staff Workshop

RWMWD hosted a workshop with its staff on February 11, 2025, to discuss key issue areas identified
from the Plan gaps analysis. Staff were split into small groups that rotated to different issues areas,
adding new comments and building off comments made by previous groups (add inset image). Groups
were selected to include staff from different District program areas. Group discussion often focused on
challenges and opportunities for District program areas and was more technical than discussion from
other engagement audiences.
Staff discussion identified the following themes:
Reducing chloride pollution through targeted outreach and regulation
Addressing groundwater and emerging contaminants in collaboration with partners
Ensuring sustainable BMP maintenance and workforce capacity
Strengthening flood risk management and climate resilience
Advancing natural resource restoration with equity considerations
Improving data strategies and building organizational efficiency and capacity
Expanding engagement with diverse communities

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
5

6

Discussion around these themes is further expanded in the following sections.
Chlorides
Chloride reduction and winter maintenance emerged as a top concern. While MS4s and road authorities
are generally managing salt well, private applicators and property managers remain a significant gap.
Education, outreach, and incentives for these groups are needed, and there is interest in requiring winter
maintenance plans as part of permitting. Promoting low-salt design, alternative strategies (e.g.,
conductive concrete), and improved snow management is a priority. Because traditional messaging on
chloride has not resonated with the public, new strategies are needed focusing on financial benefits,
observed environmental impacts such as fish kills, and targeted outreach to specific audiences. Longterm chloride monitoring is also important to track progress.
Groundwater
Groundwater quality, particularly PFAS, was highlighted. Staff felt t
education, connecting stakeholders to resources, and supporting cities, state agencies, and other
partners. Clarifying jurisdictional roles, especially with developers, is important. Opportunities exist
through land preservation, partner conservation programs, and smart irrigation systems. Questions
efforts is a clear priority.
BMP Maintenance
Maintenance and BMP sustainability were cited as a
growing concern. Increasing costs are decreasing
contractor availability led to questions of whether the
District should build in-house capacity or contract more
work. Universal BMP maintenance plans and closeout
education for landowners could improve long-term
functionality, while prioritizing above-ground BMPs and
native vegetation could reduce costs and increase
climate resilience. Workforce recruitment and training will
be critical for sustaining BMP maintenance in the long
term.
Flooding and Climate Resiliency
Staff noted that flood issues resonate strongly with the
public and recommended that the District expand
Comments recorded at the February 11, 2025, staff
monitoring of lake levels and basins, invest in automation
workshop.
for flood management, and communicate risks more
effectively. Climate change already affects vegetation,
drought, high flows, and infrastructure demands; design standards and permitting must adapt to these
changes. Messaging around climate change should emphasize that impacts that connect with people and
avoid technical framing that could alienate some audiences. Balancing water quality, flood control, and
infrastructure resilienc

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
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To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
6

6

Natural Resource Management
atural resource restoration work is a valued priority, particularly work focused on wetlands,
shorelines, and natural corridors. Projects should integrate DEIA principles by prioritizing vulnerable
communities and ensuring equitable access to natural resources. Partnerships with cities, counties, and
other organizations will be essential to leverage limited resources for natural resource management; lack
of resources for natural resource management work was cited as a gap by the PWF (see Section 2.2).
Data Strategies and Organizational Capacity
Staff felt the District should strengthen long-term monitoring programs for chloride, BMP performance,
and water quality trends. With growing volumes of data, investments in automation, AI processing tools,
and communication tools is important to manage and organize data and make sure the information is
digestible for decision-makers and the public. Collecting data on emerging contaminants is necessary to
set measurable goals. Investments in an in-house lab and/or new equipment may improve capacity and
efficiency. Organizationally, aligning staff capacity with goals, upgrading systems, securing grant funding,
and improving evaluation methods will promote the effectiveness of District work.
Equity and Engagement
Community engagement and DEIA considerations were discussed as a priority issue and were also
frequently referenced in the discussion of other topics. Staff noted a need to expand outreach to renters,
work. Ensuring
low-income residents, and diverse communities who may not be familiar with
accessibility of District events and projects, accessibility of District communications to diverse audiences,
and physical access to District spaces is important. Sharing District messaging through storytelling and
focusing on big-picture impacts may

2.4

Board Workshops

RWMWD and Barr staff hosted a board workshop
, and
April 2, 2025. The workshop focused on nine pre-selected issues (determined by staff based on the Plan
gaps analysis), with time given to discuss other topics. The workshop was conducted as group
discussion, with staff using starter questions to prompt discussion by the Board of Managers. Results are
described below according to the topic area:
Stormwater management and regulation
stormwater regulation and see opportunities to address chloride and emerging contaminates such
as PFAS and microplastics through stormwater permitting. Clarifying District staff versus board
autonomy in permitting decisions and refining enforcement of maintenance agreements could
improve efficiency and effectiveness.
Chloride pollution Discussion focused on the most effective roles for the District to address
chloride pollution, including, but not limited to, grants for cities and the private sector, monitoring,
and education. The Managers saw opportunities for permitting to require chloride management
and/or snow management plans and had questions about how they would be enforced.
Flood risk reduction and climate resilience Discussion promoted an adaptive management
Potential actions include partnering on modeling, use of automated flood risk reduction
infrastructure, incentivizing impervious surface reduction, and maintaining strong partnerships.
S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
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To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
7

6

Natural resource management Priorities discussed included restoration of wetlands and
shorelines, soil health improvements, upland runoff retention, and tree preservation. Gaps include
the lack of District requirement for stream buffers and limited opportunities for wetland banking.
Maintenance of best management practices (BMPs) Issues discussed included lack of
performance monitoring and metrics, unclear connections to water quality improvement, and
need for better data sharing with cities. Potential opportunities include prioritizing maintenance in
BMP design, more monitoring of critical BMPs, and improved coordination for data collection and
inspection with partners.
Groundwater quality and supply The Managers noted that groundwater is interconnected
protecting its quality. Opportunities include updating the District's mapping of groundwatersurface water interaction, areas sensitive to contamination, accumulating knowledge and
collaborating with cities who are water suppliers.
Resource and project prioritization The Managers noted that the District has developed
multiple tools to prioritize resources and project opportunities and acknowledged the need to
integrate and periodically review tools. Discussion noted that tolls should incorporate resiliency,
water quality, community impact, and flexibility.
Program self-assessment (i.e., evaluating progress and effectiveness) The Managers
noted a need for clearer links between plans and projects, the importance of quantitative goals as
well as narrative storytelling, and increasing measurability of outreach activities,
Diversity, equity, inclusion, and accessibility The Managers noted recent District work with
DIEA consultants, a focus on mapping projects to identify vulnerability and bias, and
consideration for accessibility at District buildings, projects, and events. The Managers want to
avoid tokenism, tie equity efforts to District goals, and balance equity with other measurable
outcomes.
Plan document format and structure The Managers noted that the Plan should be accessible
to a range of audiences and easy to amend. The Plan should begin with a summary for a broader
audience.

2.5

CAC Workshop

RWMWD and Barr staff hosted an issue identification/prioritization workshop with the Community
RWMWD and Barr staff divided CAC
Advisory Committee (CAC)
participants into three small group. Each group was asked to discuss a collection of three pre-selected
comments. In total, the CAC generated about 120 comments including issues and potential opportunities
or actions. Table 2-2 summarizes the results of the CAC workshop.
Table 2-2

Summary of responses to the Plan update notification

Topic

Issues

Opportunities/Actions

Stormwater
management

Aging infrastructure and need for retrofitting.
Uncertainty about adequacy of current
regulations.
Climate change impacts on stormwater
systems.

Strengthen partnerships with cities and counties.
Increase education during inspections.
Support municipalities with limited resources.
Formalize involvement in design processes and
update modeling tools.

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
8

Topic

Issues

6

Opportunities/Actions

Chloride
pollution

Overuse of salt and liability concerns.
Lack of awareness and inconsistent
practices.

Advocate for low-salt design and liability
protections.
Increase outreach to contractors and property
owners.
Promote structural changes (e.g., heated
concrete, reduced impervious surfaces).
Expand education and regulatory efforts.

Flood risk
and climate
resilience

Increasing frequency of extreme weather
events (droughts, floods).
Infrastructure vulnerability and public health
risks.
Need for public education on ecosystem
functions.

Expand cost-share programs (e.g., berms).
Promote native landscapes and land management
education.
Engage diverse audiences (e.g., faith
communities).
Maintain strong interjurisdictional coordination.

Natural
resource
management

Habitat fragmentation and invasive species.
Public perception and maintenance
challenges.

Promote lawn conversion and native plantings.
Reduce mowing and watering in underutilized
areas.
Lead regional efforts on wetland conservation and
habitat connectivity.
Educate on ecosystem benefits and visual
outcomes.

Maintenance
of best
management
practices

Inconsistent upkeep of rain gardens and
permeable pavements.
Lack of clarity on maintenance
responsibilities, especially after ownership
changes.
Limited budget and staffing for
maintenance.
Education gaps on BMP care.

Provide on-site technical assistance and
educational outreach.
Contract out maintenance to knowledgeable
workers.
Develop preferred contractor lists and evaluate
BMPs for ease of maintenance.
Facilitate cross-agency collaboration and formal
maintenance agreements.

Groundwater
quality and
supply

Complexity of groundwater-surface water
interactions.
Uncertainty due to climate trends.
Limited public understanding and
engagement.

Support private well testing and groundwater
monitoring.
Promote infiltration and conservation education.
Collaborate with cities on groundwater
conservation strategies.
Stay current with science and technology (e.g.,
geothermal impacts).

Resource
and project
prioritization

Misalignment with city priorities.
Lack of visibility and public understanding of
RWMWD projects.
Need for equitable infrastructure
investment.

Improve project signage and public
communication.
Use community surveys and citizen science for
feedback.
Evaluate program efficiency and conduct thirdparty assessments.
Align scoring matrices with community values and
safety concerns.

Diversity,
equity,
inclusion,
and access

Limited representation and engagement
from diverse communities.
Accessibility barriers (language, physical,
cultural).

Partner with cultural organizations and schools.
Offer internships, scholarships, and youth CAC
opportunities.
Improve translation services and outreach
materials.
Enhance visibility and inclusivity in public events.

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
9

6

Equity, education, and community engagement were emphasized through discussion of all issues.
Education was noted as a key tool to address all issues. Communication, transparency, and evaluation
were frequently mentioned in the discussion of multiple topics. The CAC recommended continued citizen
science and monitoring opportunities, neighborhood input, surveys of residents and partners, and thirdparty assessments to strengthen accountability. A culture of ongoing self-assessment, learning, and
adapting was seen as essential for effectiveness.

2.6

Resident and Community Survey

RWMWD and Barr staff developed an online, map-based survey to gather input from those that live, work,
or recreate in the watershed. The web-based survey allowed users to drop one or more pins at locations
in the watershed and share watershed strengths and/or concerns. District staff and Managers hosted
tablets at WaterFest on May 31, 2025, and administered paper surveys adjacent to an oversized map of
the watershed. District staff also collected online and paper survey results at additional community
events. Most of the surveys were collected in person by District staff and Managers.

Key words from resident and community survey on watershed concerns.

Over 150 individuals completed the survey, recording 81 strengths and 123 concerns. Survey results
often refer to a specific location within the watershed, although in many cases the comments provided are
general. Paper survey comments were assigned a spatial location by District staff when sufficient detail
-populated list
was provided.
including water quality, flooding/drought, habitat, erosion. Not all responses specify the type of concern.
Figure 2-2 shows the location of geo-referenced comments about watershed strengths and concerns.
Watershed strengths were most frequently tied to recreational uses (including fishing, walking, and nonmotorized boating) but also referenced wildlife habitat functions. Lake Phalen received a disproportionate
amount of positive comments likely due to it being the location of WaterFest, at which many of the
surveys were completed. Several comments about watershed strengths noted projects completed by the
District. Figure 2-1 presents the breakdown of watershed concerns by category. Over half of the concerns

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
10

6

were related to water quality and pollution. Comments about water quality concerns were often related to
excessive algae, presence of trash, and poor aesthetics (smell, clarity). Select comments illustrating
common themes among survey responses are included below.
Figure 2-1

Survey Results: Watershed Concerns by Category

Strength
Concern

I love restoration efforts to enlarge habitat
and enhance species diversity.

3m contamination in water sources;
has anything been solved?

Concern
Runoff carrying pesticides and salt.

Strength
There is great wildlife viewing at Bennett Lake.

Concern
Lack of biodiversity and lot of
invasive plant species.
Strength

Concern
When it rains or snow melts, a lot of water
gathers along McKnight RD more so on
the Maplewood side.

Beautiful shoreline restoration!
Concern

Strength

Lake Phalen is now on the impaired lakes list
and often closes to swimming part way through
summer due to E. coli.

We love Lake Phalen and use it all the
time to swim, boat and fish!

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
11

Figure 2-2

Map of Survey Comments

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Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

6

6

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
12

2.7

Targeted Community Engagement

RWMWD engaged Zan Associates (Zan) to perform more targeted engagement. This effort was not
specific to the RWMWD Plan update and sought to achieve the following, more broadly applicable, goals:
Gather input from local communities to inform the Watershed Management Plan update.
Target engagement with key equity areas within the District that have high social vulnerability
and/or low awareness of RWMWD.
Gather public input on values about public waters and surrounding habitats, experiences with
flooding, water quality concerns, and future engagement and education opportunities.
. In total, the team engaged with 39 residents.
Table 2-3 lists the events conducted by
Engagement included focused discussion regarding how residents connect and interact with water
resources, what clean water means to them, and what would make it easier for them to get involved.
Table 2-3

Community engagement events hosted by Zan Associates

Area

Date

Format/ Location

Participants

Maplewood

September 3, 2025

Zoom

4

St. Paul East Side

September 9, 2025

Zoom

14

Landfall

September 23, 2025

Intercept survey at Landfall Open
Cupboard Food Distribution

21

Excerpts from Zan engagement report:

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
13

6

Ramsey-Washington Metro Watershed District Engagement Report (October, 2025)
resident perceptions of clean water echo the frequent references to water clarity, algae, weeds, and
wildlife heath present in responses to the resident and community survey (see Section 2.6). In addition to
implementation program to ensure that District actions engage and are supported by the community.

3

Aggregated Results of Plan Update Engagement

The engagement activities described in Section 2 vary in structure, delivery, and audience. As such, it is
difficult to apply a single analytical approach to quantify the results. Instead, the list below reflects a
summary of common themes that emerged from the collection of engagement results:
1. Strengthen BMP Design, Maintenance, and Metrics
Maintenance of BMPs and stormwater infrastructure was referenced by several audiences.
Responsibilities for upkeep are not clear, and municipalities may lack the capacity to keep up. The
District can help by providing technical assistance, supporting cost-share programs, and expanding
maintenance grants. Consistent maintenance metrics (such as scores or letter grades), permitrequired inspections, and evaluation of which BMPs are most effective and easiest to maintain were
also suggested.
2. Advance Water Quality Protection: Chlorides, Nutrients, and Emerging Issues
Chloride reduction emerged as a top priority, with recommendations for grants, incentives, and
expanded monitoring. Several audiences support education and permitting requirements for winter
maintenance and low-salt design, PFAS, microplastics, geothermal impacts, and other emerging
pollutants require the District to remain proactive and science-driven in its monitoring, regulation, and
projects. Various interpretations of water quality were cited as the most frequent concern among
community audiences.

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
14

6

3. Groundwater and Surface Water Management
Groundwater and surface water interactions were identified as complex and increasingly important,
contrasted with the need to balance leadership and support roles relative to partners. Cities were
seen as important partners for influencing residents on conservation, while the District can help with
testing, monitoring, and conservation discussions. Staying current with science, evaluating
groundwater boundaries and zones, and addressing new challenges (e.g., AI and data centers) were
also emphasized.
4. Address Flood Risk and Climate Resilience
Participants stressed the importance of planning for extreme weather, including droughts, floods,
isolated storm events, and shifting climate patterns. Proactive adaptation, reliance on updated models
(e.g., Atlas 15), and interjurisdictional coordination were highlighted. The D
management is particularly important given cross-boundary impacts. Possible District roles include
public education on floodplain functions (such as wetland flooding), and prioritizing risks to
infrastructure and public health.
5. Expand Natural Resource Management and Habitat Restoration
District efforts related to habitat restoration, biodiversity, invasive species control, and wetland
protection were valued by multiple audiences. Incorporating ecosystem services and community
values into project evaluations can make outcomes more visible and meaningful, while restoration
should be targeted to both high-value areas and underserved neighborhoods where infrastructure is
aging. Upland soil health, tree preservation, and shoreline restoration should be integrated with water
resource management.
6. Center Equity, Education, and Community Engagement
Equity and accessibility were emphasized across all program areas by most audiences. Some
audiences recommended stronger communication about watershed projects and successes through
multiple channels and expanded outreach through translation services, partnerships with cultural
organizations, and by recruiting diverse volunteers and youth leaders. Education should be integrated
into every program, from BMP upkeep to climate adaptation, with accessible materials and inclusive
engagement strategies. More inclusive practices will build broad community support and amplify
underrepresented voices.
7. Improve Communication, Transparency, and Evaluation
Some audiences recommended stronger communication about watershed projects and successes .
Making the Plan more accessible and public-facing was also seen as important. Collaboration and
transparency with municipalities, developers, and residents alongside a proactive rather than
reactive approach will help the district remain effective and trusted.

4

Recommendations for Issue Prioritization

by the Plan with consideration of input collected through partner engagement. At this point in Plan
S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
15

6

development, we recommend the Managers consider a broad, high-level prioritization of issues to help
focus remaining tasks of Plan development.
We recognize that many of the issues discussed during partner engagement are interrelated. Thus, we
present the following graphic representation of relative issue priority. The placement of the circles reflects
the relative hierarchy of broad issues while select sub-issues are placed to show relationships between
broad issue areas. Listed sub-issues are a selection based on engagement results and not exhaustive.

Activities included in the Plan implementation program will also be prioritized at a more specific level. The
prioritization of activities will likely be based in part on the priority of the issue the activity seeks to address
and other considerations including, but not limited to: cost-benefit, coordination with partners, and
funding/staffing availability.
topics as priorities during Plan
We also recommend that the Board consider the following
development. These topics focus on how the District carries out its actions, versus the physical resources
of the watershed, and include:
Regulation
Communications and engagement
Evaluation and assessment
In addition to resource priorities and operational priorities, we recommend that the Plan address
as themes that are applicable to all resource issues and operational programs.

S:\Emily and Shelly\Board Packet\.2025 from Tina\December 2025\1 - Board
Workshop\RWMWD_engagement_summary_final_12012025_TINADONE.docx

To:
From:

Ramsey-Washington Metro Watershed District Board of Managers
Greg Williams, Anna Kadrie, and Erin Anderson Wenz Barr Engineering Co.
Lauren Hazenson and Tina Carstens Ramsey-Washington Metro Watershed District
Subject: Summary of Engagement for the 2027 Watershed Management Plan
Date:
December 1, 2025
Page:
16

5

6

Next Steps in Plan Development

Following a high-level prioritization of issues, District and Barr staff will develop one-sentence issue
statements and supporting narratives to more fully characterize the issues. We will develop draft goals to
address the issues and seek feedback from the Managers and Plan Technical Advisory Committee. After
include programs
establishing measurable goals, staff will update
and projects intended to achieve the goals.

Prioritize issues (workshop)

Characterize issues more fully

Establish measurable goals

Develop implementation program

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6
barr.com

Memorandum
To:
From:
Subject:
Date:
Project:
c:

Plan Technical Advisory Committee
Greg Williams
2027 Watershed Management Plan Update – Summary of Engagement, Priority Issues, and
Draft Goals
April 27, 2026
23621496
Tina Carstens, RWMWD Administrator

The Ramsey-Washington Metro Watershed District (RWMWD) is updating its 2027 Watershed
Management Plan (2027 Plan). Work in 2025 focused on gathering input from RWMWD staff, managers,
and partners on priority issues and resources to inform future steps of 2027 Plan development. This
memorandum summarizes the initial partner engagement process, priority issue identification, and draft
goals developed by the RWMWD Board of Managers.

1

Summary of Initial Partner Engagement

The initial engagement work included soliciting input from the plan review authorities (i.e., cities, counties,
soil and water conservation districts, adjacent watershed management organizations, Metropolitan
Council, and State agencies) via a plan update notification distributed in December 2025. Figure 1
presents the complete initial stakeholder engagement process.

Figure 1. Flowchart of Initial Stakeholder Engagement Activities

4300 MarketPointe Drive, Suite 200, Minneapolis, MN 55435 | 952.832.2600

To:
From:
Subject:
Date:
Page:

Plan Technical Advisory Committee
Greg Williams
2027 Watershed Management Plan Update – Summary of Engagement, Priority Issues, and Draft Goals
April 27, 2026
2

6

Activities to solicit stakeholder input conducted by RWMWD between February 2025 and September
2025 included the following:
Plan update notification sent to State and local government agencies (as required by MN Rules
8410.0045)
Public Works Group (technical advisory) workshop – January 21, 2025
RWMWD staff workshop – February 11, 2025
Board workshops – February 25, and April 2, 2025
Community Advisory Committee (CAC) workshop – April 22, 2025
Resident and community surveys (online and paper-based)
Targeted community engagement by Zan Associates
A December 9 memorandum from Barr Engineering Co. (Barr) to the RWMWD Board of Managers
presents the detailed results of each partner engagement activity. The engagement activities vary in
structure, delivery, and audience. As such, it is difficult to apply a single analytical approach to quantify
the results. Instead, the list below reflects a summary of common themes that emerged from the
collection of engagement results:
1. Strengthen BMP Design, Maintenance, and Metrics
Maintenance of BMPs and stormwater infrastructure was referenced by several audiences.
Responsibilities for upkeep are not clear, and municipalities may lack the capacity to keep up. The
District can help by providing technical assistance, supporting cost-share programs, and expanding
maintenance grants. Consistent maintenance metrics (such as scores or letter grades), permitrequired inspections, and evaluation of which BMPs are most effective and easiest to maintain were
also suggested.
2. Advance Water Quality Protection: Chlorides, Nutrients, and Emerging Issues
Chloride reduction emerged as a top priority, with recommendations for grants, incentives, and
expanded monitoring. Several audiences support education and permitting requirements for winter
maintenance and low-salt design, PFAS, microplastics, geothermal impacts, and other emerging
pollutants require the District to remain proactive and science-driven in its monitoring, regulation, and
projects. Various interpretations of water quality were cited as the most frequent concern among
community audiences.
3. Groundwater and Surface Water Management
Groundwater and surface water interactions were identified as complex and increasingly important,
contrasted with the need to balance leadership and support roles relative to partners. Cities were
seen as important partners for influencing residents on conservation, while the District can help with
testing, monitoring, and conservation discussions. Staying current with science, evaluating
groundwater boundaries and zones, and addressing new challenges (e.g., AI and data centers) were
also emphasized.
4. Address Flood Risk and Climate Resilience

https://barr.sharepoint.com/sites/EXTRWMWDProjects/Shared Documents/WMP
Update/TAC_Engagement_Issues_Goals_04272026.docx

To:
From:
Subject:
Date:
Page:

Plan Technical Advisory Committee
Greg Williams
2027 Watershed Management Plan Update – Summary of Engagement, Priority Issues, and Draft Goals
April 27, 2026
3

6

Participants stressed the importance of planning for extreme weather, including droughts, floods,
isolated storm events, and shifting climate patterns. Proactive adaptation, reliance on updated models
(e.g., Atlas 15), and interjurisdictional coordination were highlighted. The District’s role in flood risk
management is particularly important given cross-boundary impacts. Possible District roles include
public education on floodplain functions (such as wetland flooding), and prioritizing risks to
infrastructure and public health.
5. Expand Natural Resource Management and Habitat Restoration
District efforts related to habitat restoration, biodiversity, invasive species control, and wetland
protection were valued by multiple audiences. Incorporating ecosystem services and community
values into project evaluations can make outcomes more visible and meaningful, while restoration
should be targeted to both high-value areas and underserved neighborhoods where infrastructure is
aging. Upland soil health, tree preservation, and shoreline restoration should be integrated with water
resource management.
6. Center Equity, Education, and Community Engagement
Equity and accessibility were emphasized across all program areas by most audiences. Some
audiences recommended stronger communication about watershed projects and successes through
multiple channels and expanded outreach through translation services, partnerships with cultural
organizations, and by recruiting diverse volunteers and youth leaders. Education should be integrated
into every program, from BMP upkeep to climate adaptation, with accessible materials and inclusive
engagement strategies. More inclusive practices will build broad community support and amplify
underrepresented voices.
7. Improve Communication, Transparency, and Evaluation
Some audiences recommended stronger communication about watershed projects and successes.
Making the Plan more accessible and public facing was also seen as important. Collaboration and
transparency with municipalities, developers, and residents—alongside a proactive rather than
reactive approach—will help the district remain effective and trusted.

2

Issue Prioritization

RWMWD Board of Managers are tasked with establishing priority resources and issues to be addressed
by the Plan. In December 2026, the Board of Managers reviewed the results of partner engagement and
participated in a workshop to establish a broad, high-level prioritization of issues. Many of the issues
identified during partner engagement are interrelated. With this in mind, the Board of Managers
established a relative and overlapping hierarchy of resource issues presented in Figure 2.
The placement of the circles reflects the relative hierarchy of broad issues while select sub-issues are
placed to show relationships between broad issue areas. Listed sub-issues are a selection based on
engagement results and not exhaustive.

https://barr.sharepoint.com/sites/EXTRWMWDProjects/Shared Documents/WMP
Update/TAC_Engagement_Issues_Goals_04272026.docx

To:
From:
Subject:
Date:
Page:

Plan Technical Advisory Committee
Greg Williams
2027 Watershed Management Plan Update – Summary of Engagement, Priority Issues, and Draft Goals
April 27, 2026
4

6

Figure 2. Relative Resource Priority for Plan Development
The Board of Managers also identified some “operational” topics as priorities during Plan development.
These topics focus on how the District carries out its actions, versus the physical resources of the
watershed. Priority operational issues include:
Communications and Engagement
Regulation
Operations and Maintenance
Organizational Efficacy
Topics commonly citied in partner engagement but not included among priority resource or operational
issues include climate resilience and diversity, equity, inclusion, and access (DEIA). Through discussion,
the Board of Managers determined that these topics are connected to most, if not all, resource and
operational issues. These topics will be considered as themes throughout the Plan.

3

Draft Issue Statements and Goals

After establishing eight high-level priority issues (four resource and four operational), the Board of
Managers established draft issues statements and goals. Table 3-1 presents the draft issues statements,
goals, and potential actions.

3.1

Issue Statements

The Board of Managers created brief, one-sentence issue statements for each high-level operational
issue and the flooding and water quantity resource issue. The Board of Managers created issue
statements for multiple sub-issues within the surface water quality, ecological health, and groundwater
resource issues. The issue statements are intended to briefly summarize why the topic is important.
These statements will be supplemented in the final draft Plan by additional narratives, tables, figures, and
linked references, as applicable.

https://barr.sharepoint.com/sites/EXTRWMWDProjects/Shared Documents/WMP
Update/TAC_Engagement_Issues_Goals_04272026.docx

To:
From:
Subject:
Date:
Page:

3.2

Plan Technical Advisory Committee
Greg Williams
2027 Watershed Management Plan Update – Summary of Engagement, Priority Issues, and Draft Goals
April 27, 2026
5

6

Draft Goals and Goal Measurability

Table 3-1 presents one or more goals applicable to each priority issue or sub-issue. The Board of Water
and Soil Resources (BWSR) emphasizes goal measurability, resulting in a greater number of more
specific, quantifiable goals relative to goals included in the 2017 Plan. To maintain a connection with the
2017 Plan, however, brief, qualitative goal statements are included for each issue area, as follows:
1.
2.
3.
4.
5.
6.
7.
8.

Surface water quality – Achieve quality surface water
Flooding and water quantity – Manage risk of flooding
Ecosystem health – Achieve healthy ecosystems
Groundwater – Promote sustainable groundwater
Communications and engagement – Inform, engage, and empower communities
Regulation – Minimize impacts of development
Operations and maintenance – Maintain watershed improvements
Organizational efficacy – Manage ourselves to the best outcomes

Table 3-1 presents more detailed sub-goals or objectives for each issue or sub-issue. These goals vary in
specificity and degree of measurability (in some cases, depending on what information is already known).
Goals related to well-studied water quality issues may include discrete, numeric targets (yet to be
determined at this state of Plan development).
For goals with more qualitative outcomes (e.g., goals seeking to understand, minimize, promote, etc.), the
tools or methods planned to achieve the goal (e.g., studies, regulations) are included in the
goal language to add a degree of quantification.

3.3

Potential Actions

Table 3-1 also presents possible actions related to each goal for additional context. These potential
actions include potential projects, programs, or activities the District may perform in pursuit of each
goal. Potential actions are included in this iteration of the table to provide additional context to the goals.
The actions include those most relevant to achieving the specific goal and do not include all possible
actions. A more detailed implementation schedule of RWMWD actions will be developed later in Plan
development.

4

Technical Advisory Committee Feedback and Next Steps

The District is providing the information in this memorandum as background ahead of the Plan TAC
meeting on April 30, 2026. At that meeting, District staff will seek feedback on draft issue statements and
goals/objectives primarily. District staff will present Plan TAC feedback to the Board of Managers and
revise the draft issue statements and goal/objectives accordingly with input from the Board of Managers.

https://barr.sharepoint.com/sites/EXTRWMWDProjects/Shared Documents/WMP
Update/TAC_Engagement_Issues_Goals_04272026.docx

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