Stephanie Levine
Name: Stephanie Levine
Public Office Sought: Mendota Heights Mayor
Email: [email protected]
Campaign Phone: 651-686-0340
Campaign Website: stephanie4mayor.com
Twitter handle: @slevine1965
Facebook Page: Stephanie Levine for Mayor of Mendota Heights
Candidate Bio
I am looking forward to serving a second term as Mayor. My husband, Jimmy, and I have proudly called Mendota Heights home for over 30 years and could not have asked for a better community to help raise our three kids. My background in finance and community organizing has allowed me to serve the community in a variety of leadership roles. I consider my service as mayor to be a joy and honor.
I hold bachelor’s and master’s degrees in Mathematics from the Universities of Wisconsin and Minnesota, respectively, and spent 15 years working as an actuary. I’m a proven leader with experience at the city, county and state levels, including eight years on the Mendota Heights Parks and Recreation Commission and seven years on the ISD 197 School Board. I’m also a member of the Dakota County Broadband Board and a trustee of the Mendota Heights Fire Relief Association.
I am dedicated to building upon the many accomplishments of the past two years which focus on efficient and effective city services, increasing recreational opportunities and environmental stewardship. I value transparent and ethical leadership, effective communication, fiscal responsibility, and a future that protects and sustains our city’s spacious and natural feel.
What would be your top three priorities if elected?
Preserve: Continue providing efficient and effective city services while honoring our city’s unique character. We must address our aging infrastructure in a way that is sustainable, especially our park system and police station. Additionally we must continue to provide responsive city services and be proactive when it comes to redevelopment, airport noise and traffic. We must continue the momentum of making our community a better steward of water, land and cost-effective renewable energy as laid out in our Natural Resources Management and 2040 Comprehensive Plans.
Enhance: Continuous improvement is a hallmark of my leadership. If we stay in place, we fall behind. I will continue to mentor and elevate future leaders in our community. There have been many “firsts” during my first term - Parks and Recreation Strategic Planning, adoption of the Natural Resources Management Plan and the creation of the Natural Resources Commission, Volunteer Portal, expanded programming (Frozen Fun Fest, Food Truck Festival and many more…), becoming a Green Step City, and even a new brine (which uses less salt) plow named “Ker-Plow”. And the list goes on and on. In my next term I hope to build upon these firsts. Two examples would be bringing a farmer’s market to Mendota Heights, becoming a Tree City and formalizing a Climate Action Plan
Protect: Public works and public safety is a priority, and we must continue the progress we’ve made to update our aging police station and city hall, whose shortcomings were apparent during the pandemic. Our wonderful police chief leads a department that is doing great work in our community and they must have a safe and appropriate space to do their work. Some notable “firsts” were ABLE (Active Bystandership for Law Enforcement) training for officers and CERT (Community Emergency Response Team) training for resident volunteers. Our community appreciates and values our paid-on-call volunteer firefighters who tirelessly serve our city. I plan to continually improve services with thoughtful leadership and fiscal responsibility.
How would you characterize the business climate in Mendota Heights and what is the role of businesses supporting quality of life issues in the community?
Mendota Heights is strategically located and well-suited for businesses of all kinds. Our industrial district and business park are very important to our tax base and jobs, as is our “downtown area” mix of retail, business and restaurants which enhance the quality of life for our residents. Business owners appreciate the low taxes and high-quality and responsive city services. One issue I hear is the lack of cell phone service and unstable internet. With many people working from home and land-lines becoming obsolete, we are working to resolve this issue on several fronts. We have also seen our businesses struggle to recover from the pandemic. During my term, I have been intentional in supporting our businesses - whether working to revitalize The Plaza or welcoming the new owner of The Village.
What role do you think the city should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Mendota Heights?
The mayor is the face of the city. When talking to business owners and workers, I ask them what they need and how the city can best serve them. Our businesses are facing challenges due to labor shortages and increasing costs. We must be nimble in how we respond to their changing needs both in the short and long term. As policy makers, we must ask ourselves what other kinds of businesses should Mendota Heights attract? Many residents would like to see new businesses, restaurants, a grocery store, more retail and a farmer’s market. I am excited about the refresh of The Plaza. Residents have asked for more outdoor seating, bike and walking access, and more green space. I am looking forward to this revitalization of our “downtown” area, as many businesses have struggled during the pandemic. As mayor, I have been able to network extensively to bring interest to Mendota Heights. To see results will take time, and not all endeavors are successful. That is one reason I am seeking a second term as Mayor.
What policies, if any, would you support to help employers address the labor shortage?
An area of focus during my first term has been city employment. Like many cities, attracting and retaining our workforce is critical if we want to continue to provide high-quality city services. We are fortunate that upon retirement of our previous city administrator last October our Assistant City Administrator was able to transition to this role seamlessly. We have what I like to say, a “stable and able” workforce of 50 employees who work tirelessly to serve residents. Leaders like our Chief of Police, Public Works Director and Parks and Recreation Coordinator, just to name a few, are highly sought positions and, as our Chief of Police says, we “train our staff so they can go anywhere but treat our staff so that they want to stay in Mendota Heights.” We aren’t just thinking about today’s workforce, either. Our staff members serve as career mentors at Two Rivers and we have student representatives on two of our commissions, The Natural Resources Commission and our Parks & Recreation Commission. Hopefully, one day our students will return to Mendota Heights for a rewarding career in public service!
Do you support any specific employment-related proposals in Mendota Heights (such as minimum wage, sick time, or mandatory scheduling notice)? If so, what steps would you take to understand the impact of an ordinance on the many types of businesses in Mendota Heights and how would you define any exceptions to those policies?
I have no specific employment-related proposals that I am currently pursuing or plan to pursue as mayor at this time. However, I have many years of policy-making experience. I understand that in forming policy, the council must consider multiple views and expert advice during deliberations, keeping in mind all perspectives, not only those that are represented in the room. We must be equitable and fair when we think about the long-term, intended and unintended consequences of decisions we make today.
Public safety and rising crime rates are of serious concern to the business community and residents. What strategies or policies would you propose to address public safety issues facing your community?
Public safety is a key concern, and where we dedicate half of our city budget. We are fortunate here in Mendota Heights to have a wonderful police chief, Kelly McCarthy, whose leadership is recognized and appreciated by residents. If you don’t already follow the Mendota Heights Police Department on Facebook, please do! In addition, I encourage all residents to sign up for the weekly Friday e-newsletter which contains our “Just the Facts” police report. Communication is key in keeping our residents safe, and our city does a great job. We are also fortunate to have a wonderful group of paid-on-call volunteer firefighters. As mayor, I work with the leadership and give them the support they need to do their job, recognizing their expertise. One point of pride for our city this term has been ABLE (Active Bystander for Law Enforcement) training the entire police department. I am also proud of the first graduating class of CERT (Community Emergency Response Team) volunteers who are trained to assist our public safety workers in areas like crowd control and emergency management. While we are well served as a city, we must continuously improve service and continue building on the partnership we have fostered with the community. Our officers and firefighters are out in public, interacting with the community during Night to Unite, Pickleball with Public Safety, our schools and other events.
What strategies or policies would you propose to address housing issues facing your community?
Mendota Heights is fully developed, and with the last two lots being developed at The Plaza into apartments, we have no additional areas in our city that are appropriate for high density housing. In my next term, the focus will be preserving and maintaining the “spacious” feel of our neighborhoods, especially as it pertains to redevelopment. We will also focus on “lifecycle” housing. While we have an aging population, many young families who want to move to Mendota Heights have difficulty finding homes. When “empty nesters” are able to transition to higher density condos, townhomes and apartments, these houses become available. Our housing market remains extremely competitive, because Mendota Heights is a great place to live! There will likely be redevelopment proposals on some of our larger lots and we must work to update our code to preserve the “spacious and natural feel” of Mendota Heights.
What strategies or policies would you propose to address transportation issues facing your community? Have your strategies or views changed on transportation since we’ve seen shifts in road use, public transportation use, work from home models, etc. due to the pandemic?
We have addressed transportation on numerous fronts. Residents care about traffic, public transportation as well as biking and walking improvements.
Regarding traffic, our focus has been along Highway 62, Dodd and Delaware. We convened our Traffic Solutions Committee to look at these corridors and we have advocated for long term relief in this area during Dakota County’s Regional Roadway Visioning Study. The latest data on traffic patterns in this area show that, post-pandemic, traffic volumes are down and “rush hours” no longer peak in the same way, but remain steady. This is likely due to flexible and at-home work schedules. We must continue to monitor traffic patterns and adjust our long-term plans accordingly. I also hear from residents who are concerned about speeding and distracted driving, especially use of cell phones. We all play a part in keeping our roads safe and traffic moving along. Traffic enforcement is one tool along with education and personal responsibility.
Our residents use our trails extensively, and there is a need for major improvements, especially along Dodd and Delaware. We just completed a Bike and Pedestrian Plan with a grant from the state, which lays out a long term vision to enhance and integrate our bike and trail system into the larger metro area.
We are underserved in the area of public transportation and continue to advocate for additional bus service in our city.
What are your priorities for the City’s budget?
A budget itself is a statement of priorities. What we fund reflects what we value. As an actuary by trade, I love the budgeting process. We just completed a preliminary budget after 3 intense budgeting sessions and I am very proud of what we accomplished. We continue to prioritize public safety, which is about half of our budget. We also prioritize public works, parks & recreation, maintaining infrastructure and planning for the future. We instituted, during our last budget, an Equipment Replacement Fund, which is a way to prefund large capital expenses, saving taxpayers from “surprises'' when large items are purchased. With the passage of our Natural Resources Management Plan, we are prioritizing removal and replacement of invasive species with native trees and plantings, clean water and sustainability initiatives. We are fortunate to have a robust tax base, and we augment our income by pursuing grant opportunities. Through fiscally responsible budgeting, we are able to maintain low tax rates while keeping our AAA bond rating.
What will you do to expand Mendota Heights’ tax base?
Our city is funded primarily by property taxes, and we must protect our tax base, as our city is fully developed. We no longer are able to rely on property sales as a funding stream for the city. We do have one city owned property, the Bourne Property, which I believe should be held undeveloped for future generations. We must think strategically about the long-term ways our city funds our community’s needs, especially in the area of redevelopment in our existing industrial zones.
How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
Cities and schools depend upon each other, now more than ever. We are fortunate to have wonderful public and private schools in Mendota Heights and we must foster these relationships. As a former (7 year) member of the ISD 197 school board, I am well positioned to lead in this important work, and I have a proven record of success. When Mendota Elementary School was going to be closed due to budget cuts, I was a leader in the effort to pass the levy which not only kept Mendota Elementary open, but also kept a 7-period day at Two Rivers (formerly Henry Sibley) High School. During my tenure on the school board, we collaborated with local businesses to create Career Academies for our high school students which are a huge success! In addition, during my time on the Parks and Recreation Commission, I led the effort to have student commissioners and as mayor, we are elevating student voice in our newly formed Natural Resource Commission. Giving voice to the youth in our city leads to an engaged and active citizenry that is invested in the community and helps develop our workforce. I have been a mentor at Two Rivers and our city staff has been part of the career exploration program at the high school. I have regular contact with all of our schools, both public and private, and our city is an active partner with our schools to provide much needed social interaction, programming and creative educational opportunities that serve our community.
Are there any services currently provided by the city that you believe should be cut back or eliminated? Are there new opportunities to share services with other entities?
City services are quite lean in Mendota Heights and we must continue to strive for efficiency and better ways of doing city business. Some examples are turning to brine and smart salting, which saves money and is good for the environment. We are also looking at electronic vehicles and charging stations, which not only saves on gas and maintenance, but promotes sustainability. We continue to invest in our employees, which allows our city to enhance services at a reasonable cost. As mayor, I have worked to foster partnerships with other public, non-profit and private entities to better life in Mendota Heights. I also have relationships with our elected officials, which has led to opportunities in the bonding bill, hopefully leading to significant investment in Oheyawahi, or Pilot Knob. I am proud of the work we have done supporting volunteerism in our community. We have a newly launched volunteer portal and have graduated CERT volunteers, who assist our police in crowd control and emergency situations. We celebrated the launch of the Mendota Heights Foundation and Roots in the Ground, and we also have a robust partnership with MHAA, our athletic association. During my term as mayor, I have fostered relationships with our “sister” cities. I meet regularly with the mayors of Mendota, Sunfish Lake and Lilydale. I also “walk and talk” with the mayors of West St Paul and South St Paul. Together, we explore opportunities to work together, including grants. When we work together, we increase our efficacy and effectiveness. Mendota Heights is not a city alone on a hill, we are part of a larger community and share many of the same concerns as our neighboring towns and regions. I hope to build on these initiatives during my next term as mayor.
What is the role of the Mayor in fostering increased minority- and women-owned businesses in Mendota Heights?
We have some wonderful minority-and-women owned businesses here in Mendota Heights, and we have plenty of room for more! With vacancies in The Plaza and The Village, there is plenty of opportunity in Mendota Heights for new retail, services and restaurants. Not to mention a ready and willing supply of customers! Because of my long history serving our community, especially in our schools and non-profit community, I know many people who are talented and whose businesses would succeed in our city. I have met with several business owners, and I am in the process of recruiting them and plan to build on this work during my next term. Although they happen to be women and minority owned businesses, my reason for reaching out to them is their massive talent and amazing fit for our community!
What further policies can Hugo adopt to help the business community recover from the COVID-19 pandemic? We have become adept at “pivoting” and have used federal and state funding to support our businesses. When the need arises to change practices due to COVID, we are a partner in this effort. We continue to work with our business owners to revitalize our city, especially in our “downtown” area that has not yet fully recovered from the pandemic.
What further policies can Mendota Heights adopt to help the business community recover from the COVID-19 pandemic?
We have become adept at “pivoting” and have used federal and state funding to support our businesses. When the need arises to change practices due to COVID, we are a partner in this effort. We continue to work with our business owners to revitalize our city, especially in our “downtown” area that has not yet fully recovered from the pandemic.
Is there anything else you would like to share with voters not covered above?
Serving as your mayor is a joy and an honor. During my 30 years living here, I have dedicated myself to Mendota Heights and our community. As mayor these past (almost) two years, I have worked effectively and collaboratively with the city council, staff, and community and we have accomplished so much! One of the best parts of my job is meeting people in our community, and I am always available for a talk or a walk. Let’s continue this wonderful work together. I ask for your vote on November 8.
Now, if you are interested in reading about how I make decisions, feel free to keep reading (this is something I have been asked about):
As the mayor, I must ensure that our decision-making process is fair, transparent and legally sound. There are two basic types of decisions we make as a city council, legislative and quasi-judicial. Legislative decisions form city policy and law (like our 2040 Comprehensive Plan). In quasi-judicial decisions, the city council acts like a judge and applies existing policy and law to a specific case.
Legislative or policy decisions take into account the opinions of the public during the input process. Quasi-judicial decisions are objective, legal applications of legislative policy. The public’s role in quasi-judicial decisions is to provide factual, information or a unique consideration the council might not know.
A CUP, or conditional use permit, like that requested by At Home Apartments is an example of a quasi-judicial decision. Because the lots were part of a PUD, a planned unit development, the process was defined by state statute. The city council had 60 days from the application filing to make a decision - yes or no. During that period, statute requires a recommendation by the Planning Commission, which holds a Public Hearing. Public remarks may be put on the record at the Public Hearing or by email, and it is critical that City Council and Planning Commission members each have the SAME information. The Planning Commission makes a recommendation to the council - yes or no. Normally, decisions of the Planning Commission are unanimous. In this case, they weren’t, 5-2 and 6-1 against. Most stated reasons for denial were increased traffic.
When the case came before the city council, we had put in hours of “homework”. We had read and responded to emails and watched the Public Hearing and the Planning Commission meeting. We had read the reports and asked questions of staff. The City Council meeting is our only opportunity, as a body, to discuss an agenda item, as required by the Open Meeting Law. It is the prerogative of the mayor to allow the public to speak to an agenda item at a city council meeting. While it is generally best to hear from people prior to a meeting (so that comments can be reviewed, questioned and fact-checked), the public wished to speak during the meeting. Allowing additional public testimony is the mayor’s prerogative, and at each meeting I chose to allow the public to express themselves and be heard - and they were, during multiple meetings. In consideration of the Planning Commission’s denial and public input, the council decided to address traffic separately. In consideration of the 6-1 denial of the 2nd apartment, At Homes Apartments decided to have a “Community Listening Session” where they heard requested changes by the public.
When the application came before the city council, significant changes had been made by the applicant. In addition, traffic was addressed separately and immediately as it is a regional issue impacted by development outside of The Plaza. The 2nd building was revised in accordance with public input - about 85% of what was requested during the “Community Conversation” was granted by At Homes Apartments (fewer units, lower profile, added green space, etc). The public had been part of the process and heard.
The decision by the city council to grant the application was based on the legislative policy of the city,the 2040 Comprehensive Plan (passed unanimously by the council in December, 2020). In the Plan, those lots were specifically mentioned as places appropriate for apartments, at the densities presented. The lengthy decision process ensured that the Law was followed fairly and objectively, and that public consideration was taken into account. For those who did not wish to see apartments built on those lots, the correct action would have been to advocate that opinion at the public input sessions during the 2040 Comprehensive Plan update. Once it is in the plan, it is the law of the city, until amended.
The mayor is the last person in the room to make a decision. After everyone is heard and the motion is made and seconded, the council begins deliberations. Council members each speak to the issue and the mayor speaks last.
Council members often prepare remarks ahead of time - points they want to make, and that decision was no exception. Several council members prepared remarks, as did I - and those remarks were revised during the meeting. It is important to keep an open mind up until the vote is taken. Prepared notes in no way prevent an open mind. They are tools to stay organized and focused. After all, the entire goal of quasi-legal decisions is to ensure a legal and fair process, where the same rules apply to all. Where everyone is valued and heard, even if the decision goes against their wishes. The public deserves nothing less and no one wants the city to be exposed to legal liability.
Public Office Sought: Mendota Heights Mayor
Email: [email protected]
Campaign Phone: 651-686-0340
Campaign Website: stephanie4mayor.com
Twitter handle: @slevine1965
Facebook Page: Stephanie Levine for Mayor of Mendota Heights
Candidate Bio
I am looking forward to serving a second term as Mayor. My husband, Jimmy, and I have proudly called Mendota Heights home for over 30 years and could not have asked for a better community to help raise our three kids. My background in finance and community organizing has allowed me to serve the community in a variety of leadership roles. I consider my service as mayor to be a joy and honor.
I hold bachelor’s and master’s degrees in Mathematics from the Universities of Wisconsin and Minnesota, respectively, and spent 15 years working as an actuary. I’m a proven leader with experience at the city, county and state levels, including eight years on the Mendota Heights Parks and Recreation Commission and seven years on the ISD 197 School Board. I’m also a member of the Dakota County Broadband Board and a trustee of the Mendota Heights Fire Relief Association.
I am dedicated to building upon the many accomplishments of the past two years which focus on efficient and effective city services, increasing recreational opportunities and environmental stewardship. I value transparent and ethical leadership, effective communication, fiscal responsibility, and a future that protects and sustains our city’s spacious and natural feel.
What would be your top three priorities if elected?
Preserve: Continue providing efficient and effective city services while honoring our city’s unique character. We must address our aging infrastructure in a way that is sustainable, especially our park system and police station. Additionally we must continue to provide responsive city services and be proactive when it comes to redevelopment, airport noise and traffic. We must continue the momentum of making our community a better steward of water, land and cost-effective renewable energy as laid out in our Natural Resources Management and 2040 Comprehensive Plans.
Enhance: Continuous improvement is a hallmark of my leadership. If we stay in place, we fall behind. I will continue to mentor and elevate future leaders in our community. There have been many “firsts” during my first term - Parks and Recreation Strategic Planning, adoption of the Natural Resources Management Plan and the creation of the Natural Resources Commission, Volunteer Portal, expanded programming (Frozen Fun Fest, Food Truck Festival and many more…), becoming a Green Step City, and even a new brine (which uses less salt) plow named “Ker-Plow”. And the list goes on and on. In my next term I hope to build upon these firsts. Two examples would be bringing a farmer’s market to Mendota Heights, becoming a Tree City and formalizing a Climate Action Plan
Protect: Public works and public safety is a priority, and we must continue the progress we’ve made to update our aging police station and city hall, whose shortcomings were apparent during the pandemic. Our wonderful police chief leads a department that is doing great work in our community and they must have a safe and appropriate space to do their work. Some notable “firsts” were ABLE (Active Bystandership for Law Enforcement) training for officers and CERT (Community Emergency Response Team) training for resident volunteers. Our community appreciates and values our paid-on-call volunteer firefighters who tirelessly serve our city. I plan to continually improve services with thoughtful leadership and fiscal responsibility.
How would you characterize the business climate in Mendota Heights and what is the role of businesses supporting quality of life issues in the community?
Mendota Heights is strategically located and well-suited for businesses of all kinds. Our industrial district and business park are very important to our tax base and jobs, as is our “downtown area” mix of retail, business and restaurants which enhance the quality of life for our residents. Business owners appreciate the low taxes and high-quality and responsive city services. One issue I hear is the lack of cell phone service and unstable internet. With many people working from home and land-lines becoming obsolete, we are working to resolve this issue on several fronts. We have also seen our businesses struggle to recover from the pandemic. During my term, I have been intentional in supporting our businesses - whether working to revitalize The Plaza or welcoming the new owner of The Village.
What role do you think the city should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Mendota Heights?
The mayor is the face of the city. When talking to business owners and workers, I ask them what they need and how the city can best serve them. Our businesses are facing challenges due to labor shortages and increasing costs. We must be nimble in how we respond to their changing needs both in the short and long term. As policy makers, we must ask ourselves what other kinds of businesses should Mendota Heights attract? Many residents would like to see new businesses, restaurants, a grocery store, more retail and a farmer’s market. I am excited about the refresh of The Plaza. Residents have asked for more outdoor seating, bike and walking access, and more green space. I am looking forward to this revitalization of our “downtown” area, as many businesses have struggled during the pandemic. As mayor, I have been able to network extensively to bring interest to Mendota Heights. To see results will take time, and not all endeavors are successful. That is one reason I am seeking a second term as Mayor.
What policies, if any, would you support to help employers address the labor shortage?
An area of focus during my first term has been city employment. Like many cities, attracting and retaining our workforce is critical if we want to continue to provide high-quality city services. We are fortunate that upon retirement of our previous city administrator last October our Assistant City Administrator was able to transition to this role seamlessly. We have what I like to say, a “stable and able” workforce of 50 employees who work tirelessly to serve residents. Leaders like our Chief of Police, Public Works Director and Parks and Recreation Coordinator, just to name a few, are highly sought positions and, as our Chief of Police says, we “train our staff so they can go anywhere but treat our staff so that they want to stay in Mendota Heights.” We aren’t just thinking about today’s workforce, either. Our staff members serve as career mentors at Two Rivers and we have student representatives on two of our commissions, The Natural Resources Commission and our Parks & Recreation Commission. Hopefully, one day our students will return to Mendota Heights for a rewarding career in public service!
Do you support any specific employment-related proposals in Mendota Heights (such as minimum wage, sick time, or mandatory scheduling notice)? If so, what steps would you take to understand the impact of an ordinance on the many types of businesses in Mendota Heights and how would you define any exceptions to those policies?
I have no specific employment-related proposals that I am currently pursuing or plan to pursue as mayor at this time. However, I have many years of policy-making experience. I understand that in forming policy, the council must consider multiple views and expert advice during deliberations, keeping in mind all perspectives, not only those that are represented in the room. We must be equitable and fair when we think about the long-term, intended and unintended consequences of decisions we make today.
Public safety and rising crime rates are of serious concern to the business community and residents. What strategies or policies would you propose to address public safety issues facing your community?
Public safety is a key concern, and where we dedicate half of our city budget. We are fortunate here in Mendota Heights to have a wonderful police chief, Kelly McCarthy, whose leadership is recognized and appreciated by residents. If you don’t already follow the Mendota Heights Police Department on Facebook, please do! In addition, I encourage all residents to sign up for the weekly Friday e-newsletter which contains our “Just the Facts” police report. Communication is key in keeping our residents safe, and our city does a great job. We are also fortunate to have a wonderful group of paid-on-call volunteer firefighters. As mayor, I work with the leadership and give them the support they need to do their job, recognizing their expertise. One point of pride for our city this term has been ABLE (Active Bystander for Law Enforcement) training the entire police department. I am also proud of the first graduating class of CERT (Community Emergency Response Team) volunteers who are trained to assist our public safety workers in areas like crowd control and emergency management. While we are well served as a city, we must continuously improve service and continue building on the partnership we have fostered with the community. Our officers and firefighters are out in public, interacting with the community during Night to Unite, Pickleball with Public Safety, our schools and other events.
What strategies or policies would you propose to address housing issues facing your community?
Mendota Heights is fully developed, and with the last two lots being developed at The Plaza into apartments, we have no additional areas in our city that are appropriate for high density housing. In my next term, the focus will be preserving and maintaining the “spacious” feel of our neighborhoods, especially as it pertains to redevelopment. We will also focus on “lifecycle” housing. While we have an aging population, many young families who want to move to Mendota Heights have difficulty finding homes. When “empty nesters” are able to transition to higher density condos, townhomes and apartments, these houses become available. Our housing market remains extremely competitive, because Mendota Heights is a great place to live! There will likely be redevelopment proposals on some of our larger lots and we must work to update our code to preserve the “spacious and natural feel” of Mendota Heights.
What strategies or policies would you propose to address transportation issues facing your community? Have your strategies or views changed on transportation since we’ve seen shifts in road use, public transportation use, work from home models, etc. due to the pandemic?
We have addressed transportation on numerous fronts. Residents care about traffic, public transportation as well as biking and walking improvements.
Regarding traffic, our focus has been along Highway 62, Dodd and Delaware. We convened our Traffic Solutions Committee to look at these corridors and we have advocated for long term relief in this area during Dakota County’s Regional Roadway Visioning Study. The latest data on traffic patterns in this area show that, post-pandemic, traffic volumes are down and “rush hours” no longer peak in the same way, but remain steady. This is likely due to flexible and at-home work schedules. We must continue to monitor traffic patterns and adjust our long-term plans accordingly. I also hear from residents who are concerned about speeding and distracted driving, especially use of cell phones. We all play a part in keeping our roads safe and traffic moving along. Traffic enforcement is one tool along with education and personal responsibility.
Our residents use our trails extensively, and there is a need for major improvements, especially along Dodd and Delaware. We just completed a Bike and Pedestrian Plan with a grant from the state, which lays out a long term vision to enhance and integrate our bike and trail system into the larger metro area.
We are underserved in the area of public transportation and continue to advocate for additional bus service in our city.
What are your priorities for the City’s budget?
A budget itself is a statement of priorities. What we fund reflects what we value. As an actuary by trade, I love the budgeting process. We just completed a preliminary budget after 3 intense budgeting sessions and I am very proud of what we accomplished. We continue to prioritize public safety, which is about half of our budget. We also prioritize public works, parks & recreation, maintaining infrastructure and planning for the future. We instituted, during our last budget, an Equipment Replacement Fund, which is a way to prefund large capital expenses, saving taxpayers from “surprises'' when large items are purchased. With the passage of our Natural Resources Management Plan, we are prioritizing removal and replacement of invasive species with native trees and plantings, clean water and sustainability initiatives. We are fortunate to have a robust tax base, and we augment our income by pursuing grant opportunities. Through fiscally responsible budgeting, we are able to maintain low tax rates while keeping our AAA bond rating.
What will you do to expand Mendota Heights’ tax base?
Our city is funded primarily by property taxes, and we must protect our tax base, as our city is fully developed. We no longer are able to rely on property sales as a funding stream for the city. We do have one city owned property, the Bourne Property, which I believe should be held undeveloped for future generations. We must think strategically about the long-term ways our city funds our community’s needs, especially in the area of redevelopment in our existing industrial zones.
How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
Cities and schools depend upon each other, now more than ever. We are fortunate to have wonderful public and private schools in Mendota Heights and we must foster these relationships. As a former (7 year) member of the ISD 197 school board, I am well positioned to lead in this important work, and I have a proven record of success. When Mendota Elementary School was going to be closed due to budget cuts, I was a leader in the effort to pass the levy which not only kept Mendota Elementary open, but also kept a 7-period day at Two Rivers (formerly Henry Sibley) High School. During my tenure on the school board, we collaborated with local businesses to create Career Academies for our high school students which are a huge success! In addition, during my time on the Parks and Recreation Commission, I led the effort to have student commissioners and as mayor, we are elevating student voice in our newly formed Natural Resource Commission. Giving voice to the youth in our city leads to an engaged and active citizenry that is invested in the community and helps develop our workforce. I have been a mentor at Two Rivers and our city staff has been part of the career exploration program at the high school. I have regular contact with all of our schools, both public and private, and our city is an active partner with our schools to provide much needed social interaction, programming and creative educational opportunities that serve our community.
Are there any services currently provided by the city that you believe should be cut back or eliminated? Are there new opportunities to share services with other entities?
City services are quite lean in Mendota Heights and we must continue to strive for efficiency and better ways of doing city business. Some examples are turning to brine and smart salting, which saves money and is good for the environment. We are also looking at electronic vehicles and charging stations, which not only saves on gas and maintenance, but promotes sustainability. We continue to invest in our employees, which allows our city to enhance services at a reasonable cost. As mayor, I have worked to foster partnerships with other public, non-profit and private entities to better life in Mendota Heights. I also have relationships with our elected officials, which has led to opportunities in the bonding bill, hopefully leading to significant investment in Oheyawahi, or Pilot Knob. I am proud of the work we have done supporting volunteerism in our community. We have a newly launched volunteer portal and have graduated CERT volunteers, who assist our police in crowd control and emergency situations. We celebrated the launch of the Mendota Heights Foundation and Roots in the Ground, and we also have a robust partnership with MHAA, our athletic association. During my term as mayor, I have fostered relationships with our “sister” cities. I meet regularly with the mayors of Mendota, Sunfish Lake and Lilydale. I also “walk and talk” with the mayors of West St Paul and South St Paul. Together, we explore opportunities to work together, including grants. When we work together, we increase our efficacy and effectiveness. Mendota Heights is not a city alone on a hill, we are part of a larger community and share many of the same concerns as our neighboring towns and regions. I hope to build on these initiatives during my next term as mayor.
What is the role of the Mayor in fostering increased minority- and women-owned businesses in Mendota Heights?
We have some wonderful minority-and-women owned businesses here in Mendota Heights, and we have plenty of room for more! With vacancies in The Plaza and The Village, there is plenty of opportunity in Mendota Heights for new retail, services and restaurants. Not to mention a ready and willing supply of customers! Because of my long history serving our community, especially in our schools and non-profit community, I know many people who are talented and whose businesses would succeed in our city. I have met with several business owners, and I am in the process of recruiting them and plan to build on this work during my next term. Although they happen to be women and minority owned businesses, my reason for reaching out to them is their massive talent and amazing fit for our community!
What further policies can Hugo adopt to help the business community recover from the COVID-19 pandemic? We have become adept at “pivoting” and have used federal and state funding to support our businesses. When the need arises to change practices due to COVID, we are a partner in this effort. We continue to work with our business owners to revitalize our city, especially in our “downtown” area that has not yet fully recovered from the pandemic.
What further policies can Mendota Heights adopt to help the business community recover from the COVID-19 pandemic?
We have become adept at “pivoting” and have used federal and state funding to support our businesses. When the need arises to change practices due to COVID, we are a partner in this effort. We continue to work with our business owners to revitalize our city, especially in our “downtown” area that has not yet fully recovered from the pandemic.
Is there anything else you would like to share with voters not covered above?
Serving as your mayor is a joy and an honor. During my 30 years living here, I have dedicated myself to Mendota Heights and our community. As mayor these past (almost) two years, I have worked effectively and collaboratively with the city council, staff, and community and we have accomplished so much! One of the best parts of my job is meeting people in our community, and I am always available for a talk or a walk. Let’s continue this wonderful work together. I ask for your vote on November 8.
Now, if you are interested in reading about how I make decisions, feel free to keep reading (this is something I have been asked about):
As the mayor, I must ensure that our decision-making process is fair, transparent and legally sound. There are two basic types of decisions we make as a city council, legislative and quasi-judicial. Legislative decisions form city policy and law (like our 2040 Comprehensive Plan). In quasi-judicial decisions, the city council acts like a judge and applies existing policy and law to a specific case.
Legislative or policy decisions take into account the opinions of the public during the input process. Quasi-judicial decisions are objective, legal applications of legislative policy. The public’s role in quasi-judicial decisions is to provide factual, information or a unique consideration the council might not know.
A CUP, or conditional use permit, like that requested by At Home Apartments is an example of a quasi-judicial decision. Because the lots were part of a PUD, a planned unit development, the process was defined by state statute. The city council had 60 days from the application filing to make a decision - yes or no. During that period, statute requires a recommendation by the Planning Commission, which holds a Public Hearing. Public remarks may be put on the record at the Public Hearing or by email, and it is critical that City Council and Planning Commission members each have the SAME information. The Planning Commission makes a recommendation to the council - yes or no. Normally, decisions of the Planning Commission are unanimous. In this case, they weren’t, 5-2 and 6-1 against. Most stated reasons for denial were increased traffic.
When the case came before the city council, we had put in hours of “homework”. We had read and responded to emails and watched the Public Hearing and the Planning Commission meeting. We had read the reports and asked questions of staff. The City Council meeting is our only opportunity, as a body, to discuss an agenda item, as required by the Open Meeting Law. It is the prerogative of the mayor to allow the public to speak to an agenda item at a city council meeting. While it is generally best to hear from people prior to a meeting (so that comments can be reviewed, questioned and fact-checked), the public wished to speak during the meeting. Allowing additional public testimony is the mayor’s prerogative, and at each meeting I chose to allow the public to express themselves and be heard - and they were, during multiple meetings. In consideration of the Planning Commission’s denial and public input, the council decided to address traffic separately. In consideration of the 6-1 denial of the 2nd apartment, At Homes Apartments decided to have a “Community Listening Session” where they heard requested changes by the public.
When the application came before the city council, significant changes had been made by the applicant. In addition, traffic was addressed separately and immediately as it is a regional issue impacted by development outside of The Plaza. The 2nd building was revised in accordance with public input - about 85% of what was requested during the “Community Conversation” was granted by At Homes Apartments (fewer units, lower profile, added green space, etc). The public had been part of the process and heard.
The decision by the city council to grant the application was based on the legislative policy of the city,the 2040 Comprehensive Plan (passed unanimously by the council in December, 2020). In the Plan, those lots were specifically mentioned as places appropriate for apartments, at the densities presented. The lengthy decision process ensured that the Law was followed fairly and objectively, and that public consideration was taken into account. For those who did not wish to see apartments built on those lots, the correct action would have been to advocate that opinion at the public input sessions during the 2040 Comprehensive Plan update. Once it is in the plan, it is the law of the city, until amended.
The mayor is the last person in the room to make a decision. After everyone is heard and the motion is made and seconded, the council begins deliberations. Council members each speak to the issue and the mayor speaks last.
Council members often prepare remarks ahead of time - points they want to make, and that decision was no exception. Several council members prepared remarks, as did I - and those remarks were revised during the meeting. It is important to keep an open mind up until the vote is taken. Prepared notes in no way prevent an open mind. They are tools to stay organized and focused. After all, the entire goal of quasi-legal decisions is to ensure a legal and fair process, where the same rules apply to all. Where everyone is valued and heard, even if the decision goes against their wishes. The public deserves nothing less and no one wants the city to be exposed to legal liability.