City Council Workshop

AGENDA City Council Workshop Meeting April 22, 2025 Hadley Conference Room 5:00 PM 5:00 PM Canadian Geese – Follow-Up Discussion 5:20 PM Review Long Range Financial Model 5:50 PM Zoning and Subdivision Ordinance Update Project 6:30 PM Police Department Staffing Plan 6:50 PM Recess for Regular Meeting Continue after Regular City Council Meeting, Hadley Conference Room Parking Restriction Request on 42nd Street North Administrator Update Council Topics  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Max Lohse, Community Development Specialist Date: April 3, 2025 for April 22, 2025 Council Workshop Subject: Canadian Geese – Follow-Up Discussion and 2026 Management Direction EXECUTIVE SUMMARY In recent weeks, the City of Oakdale has received multiple inquiries regarding Canadian Geese management, specifically for Geese populations near Goose Pond Park. The following memorandum summarizes common management strategies for Candain Geese and describes what actions have been taken to date. The memorandum then concludes with a request for Council input regarding what actions, if any, should be taken to address Canadian Geese populations in 2026. BACKGROUND When choosing a habitat, Canadian Geese tend to seek out areas with open views and water access to allow for fleeing from predators (Minnesota Department of Natural Resources, 2023). Additionally, as grazers, Canadian Geese are attracted to short, fertilized grasses common to parks, lawns, and golf courses. These preferences lead Canadian Geese to frequently choose open, grassy, suburban environments near water features. As territorial animals, Canadian Geese will often return to their chosen habitat year after year (Minnesota Department of Natural Resources, 2023). Additionally, given that Canadian Geese can also have high reproductive potential with a lifespan of up to ten years, Canadian Geese can often be difficult to manage after they have settled into an area. As a result, when choosing management strategies, it is suggested to try to reduce Canadian Goose-related nuisances to an acceptable level rather than expect to eliminate the Geese entirely (Animal Humane Society, n.d., p. 3). The City of Oakdale Code of Ordinances, Chapter 15, Article II, Section 15-11 (a), requires that open spaces be preserved in a natural state that does not cause harm to vegetation or habitats. Appropriate conservation and recreational management measures are permitted, but more direct methods like removal of vegetation or hunting are typically prohibited. As a result, the City does not currently engage in any active management strategies to address Canadian Goose populations. City Policy MIS-002: Canada Goose Management Plan, authorizes the City to conduct population management activities, including landscaping, fences, decoys, and direct population management. The policy prioritizes management activities for City-managed parks; second priority is given to streets, bikeways, and sidewalks, while third priority is given to other City-managed properties (e.g., stormwater ponds, wetlands). The policy states that Canadian Geese on private property are not the responsibility of the City. MANAGEMENT STRATEGIES Generally, management techniques are divided between habitat management and population management. 1 Habitat management solutions can include the following: • Adding Landscaping Around Water Bodies – The addition of landscaping obstructs the Geese’ views of potential predators, making them feel unsafe in the water body (Minnesota Department of Natural Resources, 2021a). Landscaping options can include native grasses, dense shrubs, hedges, and wildflowers. • Limiting Access to Water – The addition of barrier fencing between water and land can prevent or reduce the use of the water by Geese (Minnesota Department of Natural Resources, 2021b). The addition of scare tape may enhance this effect. Fencing is particularly effective between June and July, as Geese molt during this period and cannot fly. To be effective, fencing must remain in place throughout the entirety of the breeding season, which typically occurs from March to October. • Predator Decoys and Deterrents – The use of predator decoys (e.g., mock wolves, coyotes, etc.) can be used as a tool to make Geese more likely to move due to discomfort (Animal Humane Society, n.d., p. 7). However, decoys must be moved frequently to continue to fool Geese, and continued use can become less effective over time. Deterrents, including lasers, strobing lights, and strobing buoys, may lead to Geese being less likely to use bodies of water (Animal Humane Society, n.d., p. 7). However, like decoys, these tools may become less effective over time. Population management techniques can include the following: • Harassment – The continued harassment of geese, through dog chasing, remote control boats, and audio recordings of distress calls, may cause Geese to find a new site to occupy (Animal Humane Society, n.d., p. 7). However, these methods are most effective for geese that have occupied the site for only a short time, and may be less effective on geese that have returned over multiple seasons. As a result, this option is not recommended. • Chemical Treatment – Select chemicals can be utilized at known Geese habitats to make geese more likely to leave the site. For example, methyl anthranilate, a human-safe food additive, can create digestive irritation for Geese when sprayed via mister (Animal Humane Society, n.d., p. 7). However, these treatments are temporary and costly to administer. Direct Population Management – With proper permits from State and Federal agencies, Canadian Geese populations may be addressed through egg addling, egg removal, trapping and removal, or hunting (Animal Humane Society, n.d., p. 5; Minnesota Department of Natural Resources, 1997, p. 6). PEER CITY PRACTICES The following outlines what actions have been taken by peer cities to address Geese populations on public property. No actions by peer cities have been taken to address Geese populations on private property outside of educational programs. • City of Coon Rapids – The City of Coon Rapids adopted a Canadian Goose Management Plan that calls for temporary and permanent physical barriers along water bodies, predator decoys, nest treatments, trappings, and lethal removal (City of Coon Rapids, n.d.). • City of New Brighton – New Brighton offers a hotline for residents to ask questions about Geese and offers training to residents on geese management strategies (City of New Brighton, n.d.). • City of Minneapolis – The Minneapolis Park and Recreation Board began a 2023 pilot program to reduce Canadian Goose population near swimmable lakes due to E. Coli concerns. Strategies include deterrent buoys and hiring contractors to use trained dogs for Geese harassment (Minneapolis Park and Recreation Board, 2023). • City of Woodbury – The City of Woodbury adopted a Canadian Goose Management Plan in 2023 that calls for landscaping around water bodies, barrier fencing, dog chasing, predator decoys, flashing lights, egg addling, trapping, and harassment (City of Woodbury, 2023). 2 ACTIONS TAKEN TO DATE In response to resident complaints regarding Canadian Geese activity near Goose Pond Park, a temporary barrier fence was installed along the pond at Goose Pond Park during the week of March 24, 2025. After receiving various neighbor complaints, the fence was later removed. No other management activities have occurred. Given that the breeding season for Canadian Geese is now in motion and future management activities will require greater consultation of surrounding neighbors, it is likely that new management activities in 2025 would be ineffective. COUNCIL DIRECTION REQUESTED In the interest of resolving outstanding questions and attempt to mitigate including ensuring a proper plan is in place prior to the 2026 Canadian Geese breeding season, it is requested that the City Council provide direction on Canadian Goose management activities desired in 2026. If so, it is requested that the City Council provide direction on what activities are appropriate and how surrounding neighbors should be consulted. Staff will then update City Policy accordingly for approval at an upcoming Council meeting. Attachments City Policy MIS-002: Canada Goose Management Plan References 3  Standard Operating Policy City of Oakdale Policy Number: MIS-002 Pages: 3 Subject: Canada Goose Management Plan Approved: 2017 1.0 Background 1.1 Canada Goose populations in the Twin Cities metropolitan area pose a significant challenge for communities attempting to address the concerns of residents with regard to Canada Goose conflicts. The abundant habitat, low natural predation, reproductive success, and limited hunting in the Twin Cities metropolitan area are all factors in the abundance of Canada Goose. The City of Oakdale is among communities in which the abundance of natural habitat, open grass areas with generous food supply, and numerous wetlands for nesting all favor large populations of Canada Goose. The challenge is to maintain an acceptable population of geese in public areas without negatively impacting public safety. 1.2 The Minnesota Department of Natural Resources (MN DNR) manages Canada Goose populations primarily through regulated hunting seasons. When local governmental units (i.e. cities, townships, park departments etc.) preclude hunting through weapons discharge or other ordinances, responsibility for goose population management reverts substantially to the local government unit. The MN DNR then acts in a support role and provides technical assistance and coordination to local government units. MN DNR can issue special permits to take geese under the various federal control and depredation orders. 1.3 The MN DNR requires local government units have a DNR approved Canada goose management plan in place before Canada Goose can be trapped and removed. Once an approved plan is in place, the local government unit can then request a DNR permit for summer removal and may contract with a licensed service provider. The local area wildlife office maintains a list of licensed service providers. This council-approved policy is intended to meet the established DNR requirements. 1.4 For the purpose of this policy, any reference to “goose” or “geese” is a reference only to the Canada Goose breed. 2.0 Monitoring and Surveying 2.1 The Oakdale Police Department is responsible for animal control in the City of Oakdale. The City of Oakdale encourages residents to report geese-related problems and overpopulation by contacting the Oakdale Police Department at 651-738-1025 during business hours Monday – Friday 8:30 am to 4:30 pm. Residents should dial 911 for immediate police service in the event of a public safety concern, violation of city ordinance or state statute, traffic accident, aggressive, sick or injured geese. 2.1 Canada Goose conflicts and safety issues will be monitored and evaluated through police service data and surveys of the area population will be completed. Should the  police department determine, on a case-by-case basis, some degree of mitigation needs to occur at a specific location, the department will report the situation to the city council for additional discussion and a determination how much, if any, city funds will be expended for the mitigation effort. 3.0 City-Managed Properties 3.1 The City of Oakdale will monitor property complaints of damage and goose droppings on all city-managed property. 3.2 As a matter of policy, the city council has determined that the highest priority for mitigation of the damage or disruption of the goose population will be active city-managed parks because of the wide use by residents for a variety of activities. The second-highest priority will be issues created by geese on city-managed streets, bikeways and sidewalks. The third-highest priority will be all other city-managed properties not previously discussed. 3.3 Because health and safety concerns of the park users are important, the City of Oakdale will use a variety of techniques and practices to minimize or eliminate goose related problems if necessary. The non-lethal techniques for dealing with goose problems might include, but not be limited to, strategies such as waterfront vegetative buffer zones, raking beaches for debris removal and using predator decoys or fencing. 3.4 In the event there is evidence of public health or safety concerns on city-managed properties, a combination of trapping and egg/nest predation may be employed. The City will contract with a MN DNR approved/licensed Canada Goose management and removal company to conduct egg and nest removal and/or the removal of geese from the affected public place. The goal will be to keep the summer population per site to a number that will reasonably minimize or eliminate the public safety concern. 3.4 In the event there is a complaint or evidence of poor water quality at Tanner’s Lake Swimming beach due to Canada Goose droppings the City of Oakdale will complete water quality testing to identify unsafe levels of E. coli, and or nutrient levels. The City of Oakdale will cooperate with Washington County Health and Human Services and the Minnesota Department of Health if such a project is required. 4.0 Private Property Policy 4.1 For the purpose of this policy, private property is defined as any property in the city’s jurisdiction that is not owned or routinely managed by the city government. 4.2 For the purpose of this policy, the management of the geese is a private-property issue if the presence of the geese on the property is the source of the complaint, even if the geese have entered onto the private property from city-managed properties. 4.3 The council-approved policy with regard to the management of geese on private property is that the removal of the geese is the responsibility of the property owner or manager. City government resources will not be expended for the removal of geese from private property. 5.0 Public Information Policy 5.1 The City of Oakdale will inform citizens of Canada Goose management techniques that may be employed to reduce or eliminate problems on private property. Informational brochures are available at the City of Oakdale or Oakdale Police Department. Information may also be obtained on-line at the City Oakdale Website: www.ci.oakdale.mn.us 5.2 For owners of private property requesting assistance with goose problems and/or removal of geese, the guidelines set forth in this management plan for City Parks and Public Property are to be followed. An approved Canadian Goose Management Plan must be in place for private landowners. Private land owners may choose to use the City of Oakdale’s Goose Management Plan as an umbrella plan to contract with a MN DNR licensed goose removal service provider. 5.3 The City of Oakdale will assist private property owners in contacting Canada Goose management companies to help with goose problems, including removal of problem geese. The City of Oakdale will not pay for removal or control costs on private property. Removal or control costs will be entirely at the private property owner’s expense. 5.4 The City of Oakdale will inform citizens of the management plan objectives, background, management methodologies, applicable ordinances, and policies through the City newsletter and the City web page. A particular informational effort will be made between December and March to remind residents to maintain a vegetative buffer zone and to employ hazing techniques for the upcoming season. 6.0 Aircraft Hazard 6.1 The City of Oakdale will cooperate with the Metropolitan Airport Commission (MAC) and the United States Department of Agriculture Wildlife Service to control the Canada Goose population in the event a hazard exists within a designated radius of MAC property.  References Animal Humane Society. (n.d.). Solving Problems with Canada Geese. Animal Humane Society of the United States. https://www.humanesociety.org/sites/default/files/docs/canada-goose-guide.pdf. City of Coon Rapids. (n.d.). A Canada Goose Management Plan for the City of Coon Rapids. Coon Rapids, MN. https://www.coonrapidsmn.gov/DocumentCenter/View/5017/FINAL-Canada-Goose- Management-Plan?bidId. City of New Brighton. (n.d.). Goose Management. New Brighton, MN. https://www.newbrightonmn.gov/539/Goose-Management. City of Woodbury. (2023). A Canada Goose Management Plan. City of Oakdale. https://www.woodburymn.gov/DocumentCenter/View/2208/Canada-Goose- Management-Plan. Minneapolis Park and Recreation Board. (2023, June 8). 2023 Canada Goose Management Pilot Project. Minneapolis Park & Recreation Board. https://www.minneapolisparks.org/activities-events/water-activities/beaches/. Minnesota Department of Natural Resources. (1997). Homeowners’ Guide to Goose Problems. https://files.dnr.state.mn.us/assistance/backyard/privatelandhabitat/geese_control _homeowners.pdf. Minnesota Department of Natural Resources. (2021a, April 21). Landscaping for Canadian Geese. https://www.dnr.state.mn.us/livingwith_wildlife/geese/landscaping.html. Minnesota Department of Natural Resources. (2021b, April 22). Canadian Geese Avoidance Methods. https://www.dnr.state.mn.us/livingwith_wildlife/geese/avoidance.html. Minnesota Department of Natural Resources. (2023, July 14). Canada Geese. https://www.dnr.state.mn.us/livingwith_wildlife/geese/index.html.  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Andrew Gitzlaff, Community Development Director Kyle Stasica, Finance Director Date: April 22, 2025 Subject: Review Long Range Financial Model The purpose of the long range financial model is to provide the City Council and City management staff a better understanding of the financial impacts of both near-term and long-term budget decisions. The model was developed by Baker Tilly, the City’s municipal advisor, in collaboration with City management staff. The first discussion and presentation of the model was held in 2024 prior to 2025 budget discussions. BACKGROUND The characteristics of the City dictate the need, scope, and frequency of long range financial planning. Examples of those characteristics include: • The size of the city, including land area and population • Future growth expectations • The type of services provided • Variability of General Fund operating expenditures • The amount of outstanding debt obligations • Future capital improvement needs The following characteristics of Oakdale have the largest impact on the long range financial model: • Rapidly growing tax base. Oakdale’s population was approximately 28,169 starting in 2023 and is expected to continue to experience significant growth over the next 3 to 5 years as remaining underdeveloped and undeveloped areas develop. Future market value growth in the City will rely on both future developments as well as annual appreciation and potential redevelopment of existing properties. The nature and timing of the tax base growth has an impact on the City’s future levy, tax rate, and tax impact on the various types of properties within the City. • Appreciation of existing residential and commercial properties. Market values are expected to increase at a steady pace as a result of continued residential and commercial new development. • Need for new public buildings. The City has received sales tax legislation to finance public works and public safety facilities. In addition to sales tax legislation, other financing is required for City Hall remodel needs. • Outstanding and future debt obligations. The City’s outstanding debt has been structured consistently, keeping in mind the annual maturities of debt for future improvements. Long range financial models are highly dependent on assumptions. Assumptions are by nature inexact and become more inexact in later years. It is important that assumptions are clearly identified and defined, with focus placed on those that may have the largest financial impact. Assumptions should be 1 continuously evaluated and updated based on the most recent information. Below is a sample of assumptions utilized in the long range financial model and their relative impact: Assumption Category Market value changes from new development Policy Market value changes from existing properties Policy Changing service levels, e.g. additional FTEs Policy One-time projects Policy Repayment period of debt obligations Operating Borrowing interest rates Operating Operating Revenue and Expense Policy/Operating COUNCIL DIRECTION REQUESTED At the meeting, City staff and Mikaela Huot, Director with Baker Tilly Municipal Advisors, will give a presentation to walk through the long range financial model inputs and results. Staff is requesting feedback on the model assumptions and the key findings. Attachment Presentation Slides 2  Long Range Financial Model City of Oakdale City Council Workshop April 22, 2025 Background • Model is intended to provide City Council and City management staff • guidance for future budgeting decisions • financial implications of both near-term and long-term budget decisions • Capital outlay • Operations • Staffing • Based on 5-year CIP and 2025 budget • Recommended to be annually updated 1 Background • City characteristics dictate need, scope and frequency of long range financial planning. • Examples of those characteristics include: • The size of the city, including land area and population • Future growth expectations • The type of services provided • Variability of General Fund operating expenditures • The amount of outstanding debt obligations • Future capital improvement needs Background The following characteristics of Oakdale have greater impact on the financial model: • Rapidly growing tax base and population • Appreciation of existing residential and commercial properties • Need for new public buildings • Outstanding and future debt obligations 2 General Assumptions Assumption Category Market Value Changes from New Development Policy Market Value Changes from Existing Properties Policy Changing Service Levels, e.g. additional FTEs Policy One-time Projects Policy Repayment Period of Debt Obligations Operating Borrowing Interest Rates Operating Operating Revenue and Expense Policy/Operating Growth Assumptions Residential Growth Assumptions • Years 2025-2029 • 142 single family homes • 223 townhomes (Owner-occupied) • 2,222 apartments (Market Rate) • 420 apartments (4d Low-Income) • Starting values based on 2025 estimates • 2% annual inflationary increases on new residential Commercial Growth Assumptions • Years 2026-2034 • 629,500 square feet new construction • Warehouse/flex, office, retail • 2026 Value ranges of $164/SF - $253/SF 3  Growth Assumptions Population Growth Assumptions • 28,169 starting from Met Council in 2023 • 35,300 estimated at full buildout in 2029 • Based on population growth from new residential units Projected Growth in City of Oakdale Building Permit/Contruction Start year: Apprecia- Residential Growth (1) 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 tion % New single-family homes built 55 96 48 47 47 - - - - - - - New townhome units built 89 - 113 55 55 - - - - - - - New apartment (market rate) units built 829 - 513 428 427 427 427 - - - - - New apartment (4d) units built 168 - 105 105 105 105 - - - - - - - - - - Taxable value of new single family homes 2.0% 440,000 448,800 457,776 466,932 476,270 485,796 495,511 505,422 515,530 525,841 536,358 547,085 Taxable value of new townhome units 2.0% 300,000 306,000 312,120 318,362 324,730 331,224 337,849 344,606 351,498 358,528 365,698 373,012 Taxable value of new apartment (market rate) units 2.0% 220,000 224,400 228,888 233,466 238,135 242,898 247,756 252,711 257,765 262,920 268,179 273,542 Taxable value of new apartment (4d) units 2.0% 220,000 224,400 228,888 233,466 238,135 242,898 247,756 252,711 257,765 262,920 268,179 273,542 Persons Population Growth (2) 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 per unit Starting population - Met Council 28,169 30,902 31,152 32,386 33,531 34,674 35,179 35,300 35,300 35,300 35,300 35,300 Population from new single-family homes 2.60 143 250 125 122 122 - - - - - - - Population from new townhome units 2.10 187 - 237 116 116 - - - - - - - Population from new apartment (market rate) units 1.70 1,409 - 872 728 726 726 726 - - - - - Population from new apartment (4d) units 1.70 286 - - 179 179 179 179 - - - - - Other population adjustments New population (end of year) 30,902 31,152 32,386 33,531 34,674 35,179 35,300 35,300 35,300 35,300 35,300 35,300 Population growth % 9.70% 0.81% 3.96% 3.54% 3.41% 1.46% 0.34% 0.00% 0.00% 0.00% 0.00% 0.00% Apprecia- Commercial/Industrial Growth 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 tion % New commercial square footage added warehouse/flex - - - 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 37,500 New commercial square footage added office 7,000 - 12,500 1,389 1,389 1,389 1,389 1,389 1,389 1,389 1,389 1,389 New commercial square footage added retail 6,800 20,000 1,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500 Taxable value of new warehouse/flex space (per sq.ft.) 3.0% $150 $155 $159 $164 $169 $174 $179 $184 $190 $196 $202 $208 Taxable value of new office space (per sq.ft.) 3.0% $175 $180 $186 $191 $197 $203 $209 $215 $222 $228 $235 $242 Taxable value of new retail space (per sq.ft.) 3.0% $225 $232 $239 $246 $253 $261 $269 $277 $285 $294 $302 $311 (1) based on annual building permit estimates and construction start year (2) based on annual population growth assumptions for each residential building type 4  Projected Growth in City of Oakdale Taxable Market Value Growth 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Taxable value of new single-family homes 12,100,000 33,642,400 32,529,024 21,959,515 22,165,239 11,192,349 - - - - - - Taxable value of new townhome units 13,350,000 13,350,000 17,634,780 26,389,746 17,685,031 8,930,065 - - - - - - Taxable value of new apartment (market rate) units 91,190,000 91,190,000 58,709,772 108,671,445 100,803,511 102,700,514 104,754,524 - - - - - Taxable value of new apartment (4d) units 18,480,000 18,480,000 - 12,256,952 24,759,044 25,254,225 25,759,309 - - - - - Taxable value of new warehouse/flex space (per sq.ft.) - - - 3,073,295 6,238,788 6,425,952 6,618,730 6,817,292 7,125,582 7,339,349 7,559,530 7,786,316 Taxable value of new office space (per sq.ft.) 612,500 612,500 1,160,359 1,293,156 269,577 277,665 285,995 294,574 307,896 317,132 326,646 336,446 Taxable value of new retail space (per sq.ft.) 765,000 3,082,500 2,496,527 3,805,515 7,361,770 7,582,623 7,810,102 8,044,405 8,408,186 8,660,432 8,920,245 9,187,852 Total taxable value added: 136,497,500 160,357,400 112,530,462 177,449,623 179,282,961 162,363,392 145,228,660 15,156,272 15,841,664 16,316,914 16,806,421 17,310,614 Tax Capacity Growth 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Tax capacity of new single-family homes 242,000 430,848 219,732 219,458 223,847 - - - - - - - Tax capacity of new townhome units 267,000 - 352,696 175,099 178,601 - - - - - - - Tax capacity of new apartment (market rate) units 1,139,875 1,139,875 733,872 1,358,393 1,260,044 1,283,756 1,309,432 - - - - - Tax capacity of new apartment (4d) units 46,200 46,200 - 30,642 61,898 63,136 64,398 - - - - - Tax capacity of new warehouse/office space - - - 60,716 124,026 127,769 131,625 135,596 141,762 146,037 150,441 154,976 Tax capacity of new office space 11,500 11,500 22,457 25,113 4,642 4,803 4,970 5,141 5,408 5,593 5,783 5,979 Tax capacity of new retail space 14,550 60,900 49,181 75,360 146,485 150,902 155,452 160,138 167,414 172,459 177,655 183,007 Total tax capacity added 1,721,125 1,689,323 1,377,938 1,944,782 1,999,542 1,630,367 1,665,876 300,875 314,583 324,088 333,878 343,962 Future FTEs by Department Human Community Building Administration Police Fire Engineer. Streets Utilities Resources Development Inspect. Total New 1 1 1 5 3 1 1 1 1 Positions Grand 15 Total 5  Future FTEs by Year Total New Positions by Year 2026 3 2027 4 2028 3 2029 2 2030 2 2031 1 Capital and Debt Financing Assumptions • Future capital needs • 5-year CIP (2025-2029) • Park improvements • Utility improvements • Street improvements • Technology improvements • Buildings • One time versus annual projects • Future debt versus cash financing • Annual debt service based on future project financing 6 Operating Revenue Assumptions General Fund Revenues • Property Taxes • Other Taxes • Licenses • Permits • Intergovernmental • Charges for Services • Investment Income • Other/Misc. Operating Budget Expenditure Assumptions General Fund Expenditures • General Government • Public Safety • Public Works • Recreation 7  General Fund Summary 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Actual Actual Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Revenues Ad Valorem Taxes (on tax capacity) 12,463,222 14,044,848 15,162,290 16,830,142 19,354,663 22,257,863 25,040,095 27,544,105 30,023,074 32,424,920 35,018,914 37,120,049 Other Taxes 680,668 1,040,011 623,000 623,000 623,000 623,000 623,000 623,000 623,000 623,000 623,000 623,000 Special Assessments 2,262 - - - - - - - - - - - Licenses 518,143 431,442 427,786 451,768 476,512 493,121 504,713 514,807 525,104 535,606 546,318 557,244 Permits 2,532,955 995,652 1,306,780 1,380,041 897,026 627,918 642,680 655,533 668,644 682,017 695,657 709,570 Total Intergovernmental 2,715,415 1,873,812 1,711,074 1,771,569 1,831,958 1,858,639 1,865,032 1,865,032 1,865,032 1,865,032 1,865,032 1,865,032 Total Charges for Services 1,752,087 1,442,299 1,517,513 1,602,588 1,690,361 1,749,279 1,790,402 1,826,210 1,862,734 1,899,989 1,937,988 1,976,748 Fines and Forfeits 121,587 137,956 111,500 126,986 144,446 161,205 177,936 195,729 215,302 236,832 260,516 286,567 Investment Income 577,964 722,103 265,000 415,841 438,616 453,905 464,575 473,867 483,344 493,011 502,871 512,928 Contributions 1,500 1,100 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 Miscellaneous Revenues 435,156 408,461 395,100 403,002 411,062 419,283 427,669 436,222 444,947 453,846 462,923 472,181 New Revenue Sources - - - - - - - - - - - - Total Revenues 21,800,958 21,097,684 21,521,543 23,606,436 25,869,144 28,645,713 31,537,602 34,136,005 36,712,681 39,215,752 41,914,718 44,124,820 Expenditures General Government 5,140,889 5,618,438 6,095,632 6,574,431 7,345,367 7,791,229 8,240,521 8,713,002 9,219,630 9,763,197 10,346,733 10,973,541 Public Safety 11,178,078 11,808,068 12,649,918 13,668,146 14,782,473 16,121,821 17,609,676 19,230,816 20,780,682 22,205,475 23,738,087 25,387,310 Public Works 3,173,100 3,521,493 4,069,667 4,447,926 4,742,373 5,133,337 5,437,434 5,758,389 6,102,162 6,470,560 6,865,546 7,289,248 Recreation 472,222 465,230 546,326 570,251 608,097 646,436 686,162 728,275 773,378 821,704 873,505 929,054 Total Expenditures 19,964,289 21,413,229 23,361,543 25,260,755 27,478,311 29,692,823 31,973,793 34,430,481 36,875,852 39,260,936 41,823,871 44,579,153 Surplus/(Deficit) of Revenue over Expend. 1,836,670 (315,546) (1,840,000) (1,654,319) (1,609,166) (1,047,110) (436,192) (294,476) (163,171) (45,184) 90,847 (454,333) Other Sources/(Uses) Transfers In - Enterprise Funds 1,200,000 1,200,000 1,200,000 1,257,500 1,317,875 1,381,269 1,447,832 1,517,724 1,591,110 1,668,165 1,749,074 - Transfers In - Other 263,602 6,500 50,000 - - - - - - - - - Transfers Out (348,320) - - - - - - - - - - - Miscellaneous - - - - - - - - - - - - Total Other Sources/(Uses) 1,115,282 1,206,500 1,250,000 1,257,500 1,317,875 1,381,269 1,447,832 1,517,724 1,591,110 1,668,165 1,749,074 - Net Change in Fund Balance 2,951,951 890,954 (590,000) (396,819) (291,291) 334,158 1,011,641 1,223,248 1,427,939 1,622,982 1,839,921 (454,333) Beginning Balance 12,109,735 15,061,686 15,952,641 15,362,641 14,965,822 14,674,531 15,008,689 16,020,330 17,243,578 18,671,516 20,294,498 22,134,419 Ending Balance 15,061,686 15,952,641 15,362,641 14,965,822 14,674,531 15,008,689 16,020,330 17,243,578 18,671,516 20,294,498 22,134,419 21,680,086 Restricted Fund Balance 2,074,057 1,423,275 1,100,000 850,000 600,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Unrestricted Fund Balance 12,987,629 14,529,366 14,262,641 14,115,822 14,074,531 14,558,689 15,570,330 16,793,578 18,221,516 19,844,498 21,684,419 21,230,086 Fund Balance Percent 61% 62% 56% 51% 47% 46% 45% 46% 46% 47% 52% 48% Changes in Property Tax Base Actual Actual Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Apprecia- Assess 2022 / Assess 2023 / Assess 2024 / Assess 2025 / Assess 2026 / Assess 2027 / Assess 2028 / Assess 2029 / Assess 2030 / Assess 2031 / Assess 2022 / Assess 2022 / Tax Capacity - Total and Net * tion % Payable 2023 Payable 2024 Payable 2025 Payable 2026 Payable 2027 Payable 2028 Payable 2029 Payable 2030 Payable 2031 Payable 2032 Payable 2023 Payable 2023 Beginning Tax Capacity $ 36,220,179 41,695,960 47,497,879 47,029,380 49,424,144 51,543,444 54,261,377 57,074,840 59,561,330 62,120,626 63,353,311 64,618,194 Appreciation of existing base 1.50% 5,475,781 5,801,919 (468,499) 705,441 741,362 773,152 813,921 856,123 893,420 931,809 950,300 969,273 Added from residential development - - 1,616,923 1,306,300 1,783,593 1,724,390 1,346,892 1,373,830 - - - Added from comm/ind development - 72,400 71,638 161,189 275,153 283,475 292,047 300,875 314,583 324,088 Added from annexation/other adjustments - - - - - - - - - - Projected Total Tax Capacity 41,695,960 47,497,879 47,029,380 49,424,144 51,543,444 54,261,377 57,074,840 59,561,330 62,120,626 63,353,311 64,618,194 65,911,555 Deductions for TIF 2.00% (1,055,330) (1,237,963) (1,215,101) (1,239,403) (1,548,191) (1,579,155) (1,610,738) (1,642,953) (1,675,812) (1,709,328) (1,743,515) (1,778,385) Power Line Credit 2.00% - - - - - - - - - - - - Fiscal Disparities Contribution (existing) 2.00% (4,279,764) (4,492,096) (5,089,712) (5,191,506) (5,295,336) (5,401,243) (5,509,268) (5,619,453) (5,731,842) (5,846,479) (5,963,409) (6,082,677) Fiscal Disparities Contribution (new development) - - - (28,960) (28,655) (64,476) (110,061) (113,390) (116,819) (120,350) (125,833) (129,635) Projected Net Tax Capacity 36,360,866 41,767,820 40,724,567 42,964,274 44,671,261 47,216,504 49,844,773 52,185,534 54,596,153 55,677,154 56,785,437 57,920,858 Taxes Levied on Tax Capacity 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Fiscal Disparities Distribution 3.00% 5,485,631 5,596,165 5,950,014 6,128,514 6,312,370 6,501,741 6,696,793 6,897,697 7,104,628 7,317,767 7,537,300 7,763,419 . Taxes Levied on Tax Capacity General Fund 12,463,222 14,044,848 15,162,290 16,830,142 19,354,663 22,257,863 25,040,095 27,544,105 30,023,074 32,424,920 35,018,914 37,120,049 Capital Fund 1,143,346 1,690,000 1,970,474 2,543,874 2,831,874 3,106,874 3,381,874 3,531,874 3,681,874 3,831,874 3,981,874 4,131,874 Debt Service Fund 2,289,699 2,022,665 2,013,864 2,367,119 2,853,105 2,938,698 3,026,859 3,117,665 3,211,195 3,307,531 3,406,757 3,508,959 Total Taxes Levied on Tax Capacity (Collected) 15,896,267 17,757,513 19,146,628 21,741,135 25,039,642 28,303,435 31,448,829 34,193,644 36,916,143 39,564,325 42,407,545 44,760,882 Less Fiscal Disparities Distribution Amount (2,168,660) (2,138,712) (2,268,858) (2,539,884) (2,821,074) (3,233,832) (3,555,662) (3,859,956) (4,129,680) (4,394,516) (4,761,116) (5,146,830) Net Taxes Levied on Tax Capacity 13,727,607 15,618,801 16,877,770 19,201,251 22,218,568 25,069,602 27,893,166 30,333,688 32,786,463 35,169,809 37,646,429 39,614,052 Projected Net Tax Capacity Rate 37.75% 37.39% 41.44% 44.69% 49.74% 53.09% 55.96% 58.13% 60.05% 63.17% 66.30% 68.39% Percent Annual Levy Change 12.45% 5.90% 13.55% 15.17% 13.03% 11.11% 8.73% 7.96% 7.17% 7.19% 5.55% * based on building permit/construction starts 2 years prior 8 Summary • Model is intended to be tool for staff and Council • Incorporates City’s 5-year CIP • 10-year financial projections • 2023 actual, 2024 actual, 2025 budget, 2026-2034 projections Discussion Staff is requesting Council intent, including feedback on the model assumptions and the key findings 9  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Max Lohse, Community Development Specialist Luke McClanahan, City Planner Date: April 22, 2025 Subject: Zoning and Subdivision Ordinance Update Project BACKGROUND Since March 2024, City staff has been working with HKGi, a planning and urban design firm, to update certain portions of the City Code (for reference, the last substantial set of updates to the Zoning Ordinance was completed in 2007 and 2008). Specifically, the project team is focused on updates to Chapter 25 - Zoning, Chapter 16 - Planning and Development, Chapter 21 - Subdivisions, and Chapter 22 - Trees. The process of updating the ordinance sections has involved public engagement, including one-on-one interviews with subject matter experts and an online questionnaire, to gather input that has been used to help inform the proposed zoning changes. Multiple check-ins with the City Council and Planning Commission have been held throughout the Code update process. The project team has also engaged the Environmental Management Commission, Tree Board, and Economic Development Commission for input on the proposed changes to certain sections. The project team most recently met with the City Council on January 28, 2025 to discuss changes to the residential zoning districts, building height, tree preservation, and exterior design standards. The City Council was amenable to allowing more flexibility for tree preservation standards for existing single-family homes that do not involve major building expansions or additions. The City Council was also supportive of allowing more flexibility in terms of Class I exterior building materials requirements for commercial, industrial, multifamily, and institutional uses. Following the January 28th workshop meeting, the project team continued refining the draft ordinance sections. The ordinance sections have been reviewed by the City Attorney for compliance with applicable State and Federal laws, as well as relevant court rulings. Certain sections of the ordinance that are highly technical in nature remain under legal review. These sections include Subdivision, Definitions, Planned Unit Developments, Adult Establishments, and Administration, Procedures, and Enforcement. Upon completion of the legal analysis of those sections, staff will forward them to the City Council, with sufficient time for review, prior to the June 5, 2025 Planning Commission public hearing. The goal of the April 22nd Workshop discussion is to seek additional feedback from the City Council on the draft ordinance sections that have completed the legal review. As a reminder, the major changes and themes of the code update project include the following. • Consolidating zoning districts and streamlining certain standards where applicable (e.g., building setbacks and accessory building sizes). • Ensuring compliance with State and Federal laws, and applicable court rulings. • Allowing more flexibility to better accommodate modern development, such as reducing parking requirements. • Expanding housing types in certain districts, such as courtyard cottages and mixed-use buildings. • Updating design standards, such as landscaping provisions and exterior building materials. 1 It is anticipated that the public hearing for the ordinance updates, and the accompanying zoning map amendment, will be held by the Planning Commission on June 5th. Following the public hearing, the project team will bring the ordinance updates and zoning map amendment to the City Council for consideration of approval on July 8th. The draft ordinance sections will be provided under separate cover. COUNCIL DIRECTION REQUESTED It is requested that the City Council provide feedback on the draft ordinance sections prior to the public hearing for the ordinance updates. It is important to note that these draft ordinance sections are under City legal review due to the technical nature of each section. Upon feedback from the Council at this Workshop and completion of legal review, these revised ordinance sections will be updated and forwarded to the City Council for review well in advance of the public hearing anticipated to be held by the Planning Commission on June 5, 2025. Attachment Presentation Slides 2  Zoning & Subdivision Code Update City Council Workshop April 22, 2025 Scope of Code Updates • Zoning (Chapter 25) – specific sections (articles) • Zoning districts, PUD, general building & performance standards (e.g., design, parking, screening, fences, etc.), zoning administration (process and procedures), signs, definitions • Subdivisions (Chapter 21) • Trees (Chapter 22) • Planning and Development (Chapter 16) 1 Code Update Objectives • Update and modernize standards; improve code’s user-friendliness • City is experiencing growth in development applications • Last full code update was in 2008 • Align the zoning code with the Comprehensive Plan and other plans (Glenbrook Small Area Plan, Ped & Bike Plan) • Ensure consistency with state statutes, federal laws, and judicial rulings • Facilitate achievement of the City’s development and redevelopment goals Project Schedule Project Phases Schedule 1. Code Diagnosis March to June 2024 2. Draft Code Updates June 2024 to April 2025 3. Planning Commission – Public June 5, 2025 Hearing 4. City Council Consideration July 8, 2025 2 Code Update Status Code Sections Status Chapter 16 – Planning and Development Ready for Council Review Chapter 21 - Subdivision Under Legal Review Chapter 22 – Trees Ready for Council Review Ready for Council Review Except the Following: Article 25-02 – Definitions Article 25-03 – Administration, Procedures, Chapter 25 – Zoning Enforcement Article 25-07 – PUD Districts Sec. 25-09-101 – Adult Establishment Chapter 25 – Zoning Index Article Notes 25-01 Introductory Provisions Few policy changes; primarily reorganization 25-02 Definitions Under legal review 25-03 Administration, Procedures, Enforcement Under legal review 25-04 General Zoning Few policy changes 25-05 Residential Base Districts Substantive policy changes 25-06 Non-Residential Base Districts Substantive policy changes 25-07 Planned Unit Development Districts Under legal review 25-08 Overlay Districts Few policy changes; primarily reorganization 25-09 Use-Specific Standards Some policy changes 25-10 Development Standards Substantive policy changes 25-11 Signage Technical / legal improvements 3 Key Topics for Discussion Parking (Ch. 25, Art. 25-10, Sec. 25-10-304) • In general, all parking requirements have been reduced, calculations simplified • Major examples of parking requirement reductions: • Multifamily residential – simplified from tiered system based on number of bedrooms to flat 1.5 spaces / unit • Retail / services – From 1 space / 200 sq ft to 1 space / 400 sq ft • Industrial uses – simplified; now based on square footage of floor space rather than peak employee shifts • Can further reduce parking requirements with Council approval via CUP if certain conditions are met: • Proof of parking is provided • A parking study is prepared and shows no adverse impacts • The applicant shows no conflicts in the hours of peak parking demand for uses 4  Exterior Materials (Ch. 25, Art. 25-10, Sec. 25-10-200) • Increased number of acceptable class I materials and identified prohibited materials • Clarified that multifamily structures are subject to design standards • Added averaging across all building facades Residential Zoning District Changes Current Uses Allowed Proposed Proposed Changes Districts Districts R1 1-unit R1 No change (only 1-unit dwellings allowed) R2 1-unit R2 Add 2-unit dwellings, townhouses, courtyard cottages R3 1- & 2-units R2 Add townhouses, courtyard cottages R4 1- & 2-units, R3 Add courtyard cottages townhouses, small apts. R5 All housing R4 Remove 1-unit and 2-dwellings types 5  Residential Zoning District Changes Current Proposed Proposed Changes Districts Districts R1 R1 No change R2 No change for single-unit dwellings; added housing types with R2 R3 separate lot size standards R4 R3 Reduce to from 9,600 to 6,000 sq. ft. & 80 to 50 ft. width for single-unit dwellings R5 R4 Reduce townhouse and apartment lot size standards Residential Districts (Ch. 25, Art. 25-05) Principal Use Zoning Districts Use Standards ‘P’ – Permitted R-1 R-2 R-3 R-4 R-5 ‘C’ – Conditional Household Living Dwelling, single-unit P P P See Article 25-05 detached for full table. Dwelling, two-unit P P Dwelling, attached P P P townhouse or rowhouse Dwelling, small apartment (3- P P 8 units) Dwelling, large apartment (9+ P units) Courtyard cottage P P development Manufactured home park C C C P See XX 6 Use-Specific Standards (Ch. 25, Art. 25-09) • All specific standards are now in one article • Adult uses still under legal review • Includes Accessory Dwelling Units (Sec. 25-09-201) • Now allows detached units • Expanded Home Occupations (Sec. 25-09-210) to improve permitting process, clarify standards, exempt some businesses • Newly added: • Automotive Towing (Sec. 25-09-106) • Live-Work Units (Sec. 25-09-111) Non-Residential Base Districts (Ch. 25, Art. 25-06) • Created new Mixed-Use District • More uses allowed in industrial districts (limited retail, communication towers) • Expanded uses for B-2 Business Campus District (previously Gateway District) • Added limited retail, restaurants, etc. 7 Signage (Ch. 25, Art. 25-11) • Ensured compliance with federal supreme court rulings • Updated language on temporary signs • Removed bulletin signs • Added blade signs as allowed for certain districts 8  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Nick Newton, Police Chief Date: April 22, 2025 Subject: Police Department Staffing Plan BACKGROUND In 2021, the Police Department had a total of 40 staff, consisting of 32 licensed police officers and eight civilian positions. After conversations with the City Council regarding police staffing, the City Council authorized an assessment of the Police Department. In November 2022, The Axtell Group was selected to conduct the assessment. In June 2023, The Axtell Group completed the assessment and provided recommendations to the City for consideration. Regarding staffing, the report suggested adding 15 to 18 positions in the Police Department. Based on the report findings, the Police Department established a staffing plan and has worked toward adding essential staff and following the report recommendations. In 2023, the City received $1,231,196 in one-time public safety aid from the State. On July 11, 2023, funding was discussed at the City Council Workshop and the Council direction was to utilize this one- time aid to phase in expenditures associated with the police positions added with the 2024 budget. As revenue was recognized in 2023, the annual usage of this one-time aid will be considered use of the fund balance. Below is the funding plan: Year Amount 2023 $0 2024 $350,000 2025 $300,000 2026 $250,000 2027 $200,000 2028 $131,196 In 2024, the Police Department was authorized to add three police officers. The Police Department added two officers, and the third position was pushed to 2025. The Police Department is working toward adding two additional licensed staff in 2025. As of April 2025, the Police Department is authorized for 45 full-time staff, consisting of 39 licensed police officers, six full time civilian staff, and four part-time community service officers. Presently, the licensed staff is at 37 as the search for two candidates continues. Attached is the Police Department staffing plan. COUNCIL DIRECTION REQUESTED The Police Department would like City Council feedback on the staffing plan and thoughts on priorities for future planning. Attachment Police Department Staffing Plan Presentation Slides Oakdale Police Department Staffing Plan 2023 - 2031 April 2024  Year Information 1968 Village of Oakdale hires one police officer (1) 1969 1971 1st Police Chief hired, three officers added (4) New Police Chief hired, staff added (6) Oakdale Police Department Staffing History 1972 1973 Eight male reserves appointed Eight female reserves appointed 1968 - 2025 1974 Oakdale Incorporated as a City 1975 Police Sergeant appointed (8) Summary of Licensed Staff 1978 New Chief appointed, one officer added (10) 1979 Tartan School Liaison officer part time (13) 1968 1 Licensed Officer 1982 New Police Chief appointed (Officer Walton killed in line of duty 10/24/1982) 1983 Police department moves from Quonset hut to new city hall 1978 10 Licensed Officers 1988 New Police Chief appointed, two lieutenants added and one juvenile officer (17) 1990 DARE Program implemented (18) 1988 17 Licensed Officers 1991 City Hall and Police Department expansion approved (19) 1992 Police Department staff moves to new facility, bicycle program implemented (20) 1998 27 Licensed Officers 1995 Full time liaison at Tartan High established, MDT computers implemented 1996 Sector policing implemented (25) 2008 33 Licensed Officers 1997 Emergency Response team established in Washington County (27) 2006 Two patrol sergeants added, one captain added (33) 2018 32 Licensed Officers 2010 PERF Study completed. 41 full time staff. Patrol Division: 1 captain, 6 patrol sergeants, 16 patrol officers, 1 community affairs officer, 2 community service officers. Investigations Division: 1 captain, 1 sergeant, 3 2023 35 Licensed Officers detectives, 1 narcotics detective, 1 evidence technician, 1 diversion services. Support Services Division: 1 administrative director, 1 office manager, 3 records technicians, 1 crime analyst (31) 2024 37 Licensed Officers 2014 Reduce to 1 captain 2016 Reduce to 4 patrol sergeants 2025 39 Licensed Officers 2017 Oakdale joins east metro sex trafficking task force (32) 2020 End east metro sex trafficking task force. Civil unrest around metro areas, stemming from Minneapolis officers causing death of George Floyd. MPS Officer lived in Oakdale, civil unrest for three days (32) 2021 End DEA narcotics task force position, position moved to general investigations. End community affairs officer position. Long term Police Chief retires, Oakdale appoints new Police Chief (32) 2022 One Detective and one officer added. 43 full time staff. Patrol Division: 1 Captain, 4 patrol sergeants, 23 patrol officers, 2 CSO’s. Investigations Division: 1 sergeant, 4 general detectives, 1 sex trafficking detective, 1 evidence technician, 1 school liaison. Support Services Division: 1 Manager, 1 Senior Records technician, 2 records technicians (34) 2023 Licensed officer assigned to Tartan as SRO (35) 2024 Patrol Captain and Officer additions. Total of 24 patrol officers, 4 patrol sergeants, 4 detectives, 1 detective sergeant, 1 SRO, 2 Captains, and 1 Chief. Transitioned from 2 FT CSOs to 4 PT (37) 2025 Two Patrol Sergeant additions. Total of 24 patrol officers, 6 patrol sergeants, 4 detectives, 1 detective sergeant, 1 SRO, and 2 captains. 45 FT staff, 39 licensed, 6 civilian support staff, and four part time CSOs (39) (#) Licensed Staff Staffing Study Conducted 2023 • November of 2022, City Council authorized the Police Department to conduct a staffing assessment. The City partnered with The Axtell Group for conducting the staffing study and assessment of the Police Department. • June of 2023, The Axtell Group completed the staffing study and assessment final report. The report was presented to City Council. • The staffing assessment final report provided 30 recommendations. Among the 30 recommendations, staffing suggestions were included to consider adding 15 - 18 positions. The staffing suggestions are noted below: • Add 2 to 5 Patrol Sergeants, depending on schedule and capacity to provide 24-hour coverage. Sergeants recommended to not be included in patrol officer minimum staffing levels. • Add 1 Command level position, having 1 Commander covering the patrol division and the other investigation division and support services. • Add 8 Patrol Officers. • Add 1 Behavioral Health Officer to collaborate with a Social Worker. • Add 1 Community Engagement Officer. • Add 1 Crime Analyst. • Add 1 Property Room and Evidence Technician. • The staffing recommendations are simply suggestions based on the study findings. As with any report or suggestion, the City will assess the current situation and forecast the future staffing based on the circumstances, all the while making the best decisions for providing respectful and adequate policing services to the Oakdale community. Oakdale Police Department Staffing Plan • There are several factors influencing the ability to hire staff. Factors include, but are not limited to, current facility limitations, budget challenges, recruitment and retention, new hire training capacity, and the changing landscape of crime in the community. • Illustrated in the next slides you will find the past, current, and future proposed department structure. • The staffing plan for 2023 – 2031 outlines adding the following positions: • 1 Captain • 2 Patrol Sergeants • 4 of the 8 recommended Police Officers by 2030 • 1 Crime Analyst • 1 Evidence Technician to assist with court discovery requests, evidence maintenance, and the Records Office • 1 Behavioral Health Officer The recommendations in this plan are fluid and subject to change depending on the circumstances. Other positions that are not noted in the staffing plan may be included depending on changes in the community, change in priorities, grants, and opportunities for collaboration. The Police Department will critically assess the staffing situation in 2031 and adjust as needed.  Oakdale Police Department - Year 2022 Staffing Highlights 2022: Chief • Added Detective position. (1) • Added patrol officer position. • Grant position for East Metro Sex Trafficking Unit, Detective. Total Staffing 2022: Officer Captain Manager • 22 Patrol Officers (1) • 4 Patrol Sergeants (1) • 1 Captain • 5 Detectives, 1 Detective Sergeant • 1 Chief Detective Patrol Diversion Senior Records • 8 Support positions Sergeant Sergeant Coordinator Technician (1) (4) (1) (1) Staffing Study: • Agreement approved with the Axtell Group in November 2022. Records Detective Patrol Officer Technician (5) (22) (2) Evidence CSO Technician (2) (1) 42 FTE | 34 Licensed | 8 Civilian  Oakdale Police Department - Year 2023 Staffing Highlights 2023: Chief • Added one officer (1) Staffing Study: • Staffing study completed June of 2023. Officer • In addition to organization recommendations, the Captain study recommended adding the following Manager (1) positions: (1) • 2 to 5 patrol sergeants • 8 patrol officers • 1 behavioral health officer Detective Patrol Diversion Senior Records • 1 community engagement officer Sergeant Sergeant Coordinator Technician • 1 crime analyst (1) (4) (1) (1) • 1 evidence technician Records Detective Patrol Officer Technician (5) + 1 (23) (2) Evidence CSO Technician (2) (1) 43 FTE | 35 Licensed | 8 Civilian  Oakdale Police Department - Year 2024 Chief Staffing Highlights 2024: (1) • Captain of Investigations and Support Services. Department structure change. • School Resource Officer, 2024 new hire Captain Captain replaces SRO on schedule. Investigations & Support Services Patrol Division • Move Task Force position back to patrol +1 (1) (1) resulting in 24 patrol officers. • Transition from 2 FT CSOs to 4 PT Patrol Sergeant Total Staffing 2024: Support Diversion Detective (4) Services Services Sergeant Manager Coordinator • 24 Patrol Officers (1) • 4 Patrol Sergeants (1) (1) Patrol Officer • 2 Captains • 4 Detectives, 1 Detective Sergeant Sr. Records +1 (24) Detective • 1 SRO Technician (4) • 1 Chief (1) • 6 Support positions CSO School Records Resource PT (4) Technician Officer (2) (1) Evidence Technician (1) 43 FTE, 4 PTE | 37 Licensed  Oakdale Police Department - Year 2025 Chief Staffing Highlights 2025: (1) • 2 Patrol Sergeants Total Staffing 2025: Captain Captain Investigations & Patrol Division • 24 Patrol Officers Support Services (1) (1) • 6 Patrol Sergeants • 2 Captains • 4 Detectives, 1 Detective Sergeant Patrol Sergeant • 1 SRO Support Community • 1 Chief Detective +2 (6) Services Services Sergeant Manager Coordinator • 6 FTE Support positions, 4 PTE (1) (1) (1) Patrol Officer Sr. Records (24) Detective Technician (4) (1) CSO School Records Resource (4) Technician Officer (2) (1) Evidence Technician (1) 45 FTE, 4 PTE | 39 Licensed  Oakdale Police Department Year 2026 - 2031 Chief (1) Proposed Plan for Staffing Changes & Additions 2026 - 2028 : Captain Captain • Behavioral Health Unit Detective (1); Investigations & Patrol Division • Consider additional PT CSOs, cadet program Support Services (1) (1) 2028 - 2030: • Crime Analyst (1) Support Community Detective Services Services Crime Analyst Patrol Sergeant • Records Technician / Evidence assist (1) Sergeant Manager Coordinator +1 (1) (6) (1) (1) (1) • Patrol Officers (2) = 42 licensed 2031: Sr. Records Patrol Officer Detective • Evaluate Patrol, Investigations, and Support Technician +2 (26) + 1 (5) positions. (1) • Evaluate BWC program, determine if additional staffing is needed for oversight. School Records Resource CSO Technician Officer (4 PT) + 1 (3) (1) Evidence Technician 50 FTE, 4 PTE | 42 Licensed (1) Police Department Staffing Review Axtell Group Recommendations Compared to Proposed Staffing Plan Axtell Group Recommendations Proposed Staffing Plan 1 Captain Added in 2024 2 to 5 Patrol Sergeants Adding 2 in 2025 8 Patrol Officers Added 2, propose 2 more years 2026 – 2028 (4 of 8) 1 Behavioral Health Officer Proposed in years 2026 – 2028 1 Community Engagement Officer Not proposed; delegated to current civilian position 1 Crime Analyst Proposed in years 2028 – 2030 1 Evidence Technician Proposed in years 2028 – 2030 15 – 18 Positions Recommended 5 added, 5 proposed (10 total) Proposed staffing plan fulfills 10 of the 15 recommended positions  COUNCIL MEMORANDUM To: Honorable Mayor and City Council From: Brian Bachmeier, Consulting City Engineer Date: April 22, 2025 Subject: Parking Restriction Request on 42nd Street North BACKGROUND The Century North Apartments Complex at 4131 Geneva Avenue North recently imposed parking permit requirements on their tenants to control the extended stay visitors that are not listed on the lease. An unintended consequence has been additional on-street parking on 42nd Street N, which is a residential street just north of the apartment complex. There are three dwellings on 42nd Street N. One of the property owners requested that the City impose parking restrictions on the street. The City contacted the other two property owners, and they did not indicate opposition to the parking restriction request, nor did they respond to our correspondence. The continuous level of on-street parking does affect the City’s ability to provide public services, such as snow removal and street sweeping. Staff is unfamiliar with the history of the Century North Apartments; however, it appears access or use of 42nd Street N from the apartment complex was discouraged as there is a fence along the property line and street right of way. The proposed parking restrictions are being recommended to address the property owner concerns. COUNCIL DIRECTION REQUESTED Staff is looking for Council intent regarding the parking restriction request on 42nd Street North.