Anne Burt
Name: Anne Burt
Email: [email protected]
Campaign Phone: 651-330-5326
Campaign Website: AnneBurt.com
Twitter handle:
Facebook Page: Anne Burt
Candidate Bio
I am seeking reelection as Mayor because I believe effective local government requires experienced leadership, sound judgement, and a commitment to serving the community. Since first being elected in 2018 and reelected in 2022, I have worked collaboratively with the City Council, staff, residents, businesses, and governmental partners to keep Woodbury one of Minnesota’s best places to live.
My background includes a degree in science, and MBA, more than 30 years of business management and water quality experience, and prior service on the Woodbury Planning Commission and Parks and Recreation Commission. Having also served on the 2040 Comprehensive Plan Task Force I am also on the 2050 Plan Task Force.
As Mayor, I have focused on maintaining Woodbury’s strong financial position through responsible budgeting, preserving our AAA bond rating, investing in public safety, infrastructure, parks, trails, clean water, while supporting thoughtful growth and a strong local economy. I believe in listening to residents, making informed decisions, and planning for the long term.
I am proud of what we have accomplished together and remain committed to providing the experienced, steady leadership needed to keep Woodbury financially strong, safe, and an exceptional place to live, work, and raise a family.
What style of leadership would you bring to this position?
I am a leader who is:
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My number one priority is the successful completion and operation of our central water treatment plant for the removal of PFAS from our drinking water. Delivering high quality drinking water to all our residents and businesses has been my mission for the past 8 years. Woodbury is fortunate in that we are recipients of settlement funds from the state of Minnesota and 3M which is paying for most of this project.
Secondly, I will continue to ensure our strong financial position, AAA bond rating, and responsible budgeting to allow us to invest in public safety, parks, trails, roads, clean water and other critical infrastructure while preparing for future needs.
Overall, I am focused daily to ensure that Woodbury continues to be one of the most desirable places to call home. Maintaining our exceptional quality of life is at the heart of every decision that I make. From safe neighborhoods and outstanding parks and trails to well-maintained roads, clean water, thriving local businesses, and responsive public services, my goal is to ensure Woodbury remains a place where people are proud to live, work, learn, play, and thrive.
Woodbury is not a recipient of Minnesota’s Fiscal Disparities nor Local Government Aid and we are not a recipient of federal funding so there is no current concern about uncertainty of these funding sources.
What is the biggest challenge facing Woodbury right now, and where do you see the greatest opportunity?
One of Woodbury’s greatest challenges is balancing the community’s expectations for excellent public safety, parks, infrastructure, and other high-quality city services with responsible financial management. As the city continues to grow, we must carefully prioritize investments, plan for the long term, and keep property tax levies as reasonable as possible while protecting the exceptional quality of life that residents expect. Sound budgeting and fiscal discipline are essential to meeting both today’s needs and tomorrow's opportunities.
Woodbury’s greatest opportunity is that we still have the ability to shape our future. Unlike many fully developed cities, we can thoughtfully guide our remaining growth, reinvest in established neighborhoods, strengthen our local business community, and make strategic decisions that will benefit residents for decades to come. If we continue to balance responsible financial management with long-term planning, we can preserve everything that makes Woodbury special for current residents while preparing for the needs of future generations.
How would you characterize the business climate in Woodbury, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Woodbury is the economic hub of the east metro and has a strong business community made up of 1989 establishments. The city has been successful in retaining and attracting businesses, maintaining an average annual growth rate of 3.15% over the past ten years. Our top employment sectors include education and health services; trade, transportation, and utilities; leisure and hospitality; and professional and business services.
We have had a focus over the last few years to develop industrial space in the Northeast Business Area and we’ve attracted two Amazon facilities, Kindeva (pharmaceutical contract development and manufacturing), and other light industrial and warehouse businesses. Woodbury’s retail sector is strong with a wide variety of shopping options and high occupancy of existing spaces.
Woodbury has a strong relationship with our Chamber of Commerce and I as Mayor, along with a staff member, are active as a Directors on the Board. In addition, our Economic Development Commission, made up of a variety of community members, helps to guide growth and development and provide oversight into our recently established Destination: Woodbury (our destination marketing organization).
We are fortunate to have a robust and highly engaged business community as well as residents and visitors who benefit from the many services and retail options available.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
As a growing community, we need to plan for the corresponding growth of our public safety team; police, EMS, and fire. Currently we are expanding our public safety headquarters building, which will accommodate the growth of the necessary increase in officers, paramedics, and firefighters along with vehicles and equipment. This work is currently underway and is being paid for by a ½ cent sales tax which will likely be in place for under a decade. Beyond that, we will need to begin planning for an additional EMS/firehouse in the southeast portion of town.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Woodbury is a growing city and with that growth comes our practice of a thoughtfully planned housing strategy. We have long been committed to expanding housing choice through our successive comprehensive plans, with the goal of maintaining an approximate 50/50 split between single-family detached and multi-family housing options serving a range of income levels. Woodbury is also committed to meeting our share of the region’s affordable housing needs and integrating workforce housing throughout the community. Currently, this city has 489 affordable workforce apartment units under construction. Also, as our city ages, there are several senior living facilities available to choose from. Woodbury has no rent control policies.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Woodbury continues to invest in transportation infrastructure that improves safety and mobility for everyone – drivers, cyclists, and pedestrians. Through implementation of our Pedestrian and Bicycle Plan and continued emphasis on Safe Routes to School, we are creating safer, more connected ways for residents of all ages to move throughout our community. As a result of this planning, we have already converted Lake Rd, a major east/west thoroughfare, to two lanes with center turn lane and shoulders, from a four-lane road. Woodlane Dr, a major north/south thoroughfare, is going through this conversion this season. As we build new roadways, safe and connected systems are at the forefront of design. Currently we have more than 180 miles of trails for pedestrian connection throughout our city.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
I know that rising property taxes are a real concern for many residents and I take that seriously. At the same time, we need to continue providing the high-quality services, public safety, infrastructure, and amenities that make Woodbury a great place to live. When setting the levy, my approach is to carefully examine our spending, prioritize needs over wants, look for efficiencies, and consider the impact every decision has on taxpayers. It’s about finding the right balance; keeping Woodbury financially strong and maintaining the services residents value while keeping the levy as reasonable as possible.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
The Comprehensive Planning process is an excellent and thorough tool that every city in the metro must complete every ten years. Regarding housing growth, working with the Met Council, the Comp Plan is the most suitable tool to address housing shortages and needs. We strongly maintain that housing needs can be met without reducing local control.
The other issue is the number of cannabis dispensaries permitted for Woodbury. State law was passed a few years ago permitting one location per 12,500 residents. I believe that cities are in the best position to determine this issue based on each city’s characteristics and values.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
The voice of our residents and taxpayers is an important component to decision we make in Woodbury. Public engagement of budgeting and financial reporting is accomplished each one-year cycle through meetings open to all residents. These include, in chronological order, the following: budget carryovers, capital improvement plan overview, adoption of capital improvement plan, staffing and long-term financial plan review, detailed review in the budget workshop, adoption of the proposed property tax levy and HRA levy, final budget review, and finally the truth-in-taxation public meeting. We invite the public to participate in each of these steps by meeting in person or virtually. In addition, we take questions and comments in writing where each is specifically answered. All budget documents are available for the public to review at any time.
Also, as part of the budgeting process, the Mayor and Council consider input from our biennial community survey, which provides valuable insight into how residents view the City’s performance across a wide range of services and priorities. This feedback helps inform our decisions about where resources are most needed and ensures that our budget reflects the needs and expectations of the community.
Email: [email protected]
Campaign Phone: 651-330-5326
Campaign Website: AnneBurt.com
Twitter handle:
Facebook Page: Anne Burt
Candidate Bio
I am seeking reelection as Mayor because I believe effective local government requires experienced leadership, sound judgement, and a commitment to serving the community. Since first being elected in 2018 and reelected in 2022, I have worked collaboratively with the City Council, staff, residents, businesses, and governmental partners to keep Woodbury one of Minnesota’s best places to live.
My background includes a degree in science, and MBA, more than 30 years of business management and water quality experience, and prior service on the Woodbury Planning Commission and Parks and Recreation Commission. Having also served on the 2040 Comprehensive Plan Task Force I am also on the 2050 Plan Task Force.
As Mayor, I have focused on maintaining Woodbury’s strong financial position through responsible budgeting, preserving our AAA bond rating, investing in public safety, infrastructure, parks, trails, clean water, while supporting thoughtful growth and a strong local economy. I believe in listening to residents, making informed decisions, and planning for the long term.
I am proud of what we have accomplished together and remain committed to providing the experienced, steady leadership needed to keep Woodbury financially strong, safe, and an exceptional place to live, work, and raise a family.
What style of leadership would you bring to this position?
I am a leader who is:
- Calm
- Steady
- Experience-driven
- Community-oriented
- Approachable
- Collaborative
- Financially responsible
- Informed by data
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My number one priority is the successful completion and operation of our central water treatment plant for the removal of PFAS from our drinking water. Delivering high quality drinking water to all our residents and businesses has been my mission for the past 8 years. Woodbury is fortunate in that we are recipients of settlement funds from the state of Minnesota and 3M which is paying for most of this project.
Secondly, I will continue to ensure our strong financial position, AAA bond rating, and responsible budgeting to allow us to invest in public safety, parks, trails, roads, clean water and other critical infrastructure while preparing for future needs.
Overall, I am focused daily to ensure that Woodbury continues to be one of the most desirable places to call home. Maintaining our exceptional quality of life is at the heart of every decision that I make. From safe neighborhoods and outstanding parks and trails to well-maintained roads, clean water, thriving local businesses, and responsive public services, my goal is to ensure Woodbury remains a place where people are proud to live, work, learn, play, and thrive.
Woodbury is not a recipient of Minnesota’s Fiscal Disparities nor Local Government Aid and we are not a recipient of federal funding so there is no current concern about uncertainty of these funding sources.
What is the biggest challenge facing Woodbury right now, and where do you see the greatest opportunity?
One of Woodbury’s greatest challenges is balancing the community’s expectations for excellent public safety, parks, infrastructure, and other high-quality city services with responsible financial management. As the city continues to grow, we must carefully prioritize investments, plan for the long term, and keep property tax levies as reasonable as possible while protecting the exceptional quality of life that residents expect. Sound budgeting and fiscal discipline are essential to meeting both today’s needs and tomorrow's opportunities.
Woodbury’s greatest opportunity is that we still have the ability to shape our future. Unlike many fully developed cities, we can thoughtfully guide our remaining growth, reinvest in established neighborhoods, strengthen our local business community, and make strategic decisions that will benefit residents for decades to come. If we continue to balance responsible financial management with long-term planning, we can preserve everything that makes Woodbury special for current residents while preparing for the needs of future generations.
How would you characterize the business climate in Woodbury, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Woodbury is the economic hub of the east metro and has a strong business community made up of 1989 establishments. The city has been successful in retaining and attracting businesses, maintaining an average annual growth rate of 3.15% over the past ten years. Our top employment sectors include education and health services; trade, transportation, and utilities; leisure and hospitality; and professional and business services.
We have had a focus over the last few years to develop industrial space in the Northeast Business Area and we’ve attracted two Amazon facilities, Kindeva (pharmaceutical contract development and manufacturing), and other light industrial and warehouse businesses. Woodbury’s retail sector is strong with a wide variety of shopping options and high occupancy of existing spaces.
Woodbury has a strong relationship with our Chamber of Commerce and I as Mayor, along with a staff member, are active as a Directors on the Board. In addition, our Economic Development Commission, made up of a variety of community members, helps to guide growth and development and provide oversight into our recently established Destination: Woodbury (our destination marketing organization).
We are fortunate to have a robust and highly engaged business community as well as residents and visitors who benefit from the many services and retail options available.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
As a growing community, we need to plan for the corresponding growth of our public safety team; police, EMS, and fire. Currently we are expanding our public safety headquarters building, which will accommodate the growth of the necessary increase in officers, paramedics, and firefighters along with vehicles and equipment. This work is currently underway and is being paid for by a ½ cent sales tax which will likely be in place for under a decade. Beyond that, we will need to begin planning for an additional EMS/firehouse in the southeast portion of town.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Woodbury is a growing city and with that growth comes our practice of a thoughtfully planned housing strategy. We have long been committed to expanding housing choice through our successive comprehensive plans, with the goal of maintaining an approximate 50/50 split between single-family detached and multi-family housing options serving a range of income levels. Woodbury is also committed to meeting our share of the region’s affordable housing needs and integrating workforce housing throughout the community. Currently, this city has 489 affordable workforce apartment units under construction. Also, as our city ages, there are several senior living facilities available to choose from. Woodbury has no rent control policies.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Woodbury continues to invest in transportation infrastructure that improves safety and mobility for everyone – drivers, cyclists, and pedestrians. Through implementation of our Pedestrian and Bicycle Plan and continued emphasis on Safe Routes to School, we are creating safer, more connected ways for residents of all ages to move throughout our community. As a result of this planning, we have already converted Lake Rd, a major east/west thoroughfare, to two lanes with center turn lane and shoulders, from a four-lane road. Woodlane Dr, a major north/south thoroughfare, is going through this conversion this season. As we build new roadways, safe and connected systems are at the forefront of design. Currently we have more than 180 miles of trails for pedestrian connection throughout our city.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
I know that rising property taxes are a real concern for many residents and I take that seriously. At the same time, we need to continue providing the high-quality services, public safety, infrastructure, and amenities that make Woodbury a great place to live. When setting the levy, my approach is to carefully examine our spending, prioritize needs over wants, look for efficiencies, and consider the impact every decision has on taxpayers. It’s about finding the right balance; keeping Woodbury financially strong and maintaining the services residents value while keeping the levy as reasonable as possible.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
The Comprehensive Planning process is an excellent and thorough tool that every city in the metro must complete every ten years. Regarding housing growth, working with the Met Council, the Comp Plan is the most suitable tool to address housing shortages and needs. We strongly maintain that housing needs can be met without reducing local control.
The other issue is the number of cannabis dispensaries permitted for Woodbury. State law was passed a few years ago permitting one location per 12,500 residents. I believe that cities are in the best position to determine this issue based on each city’s characteristics and values.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
The voice of our residents and taxpayers is an important component to decision we make in Woodbury. Public engagement of budgeting and financial reporting is accomplished each one-year cycle through meetings open to all residents. These include, in chronological order, the following: budget carryovers, capital improvement plan overview, adoption of capital improvement plan, staffing and long-term financial plan review, detailed review in the budget workshop, adoption of the proposed property tax levy and HRA levy, final budget review, and finally the truth-in-taxation public meeting. We invite the public to participate in each of these steps by meeting in person or virtually. In addition, we take questions and comments in writing where each is specifically answered. All budget documents are available for the public to review at any time.
Also, as part of the budgeting process, the Mayor and Council consider input from our biennial community survey, which provides valuable insight into how residents view the City’s performance across a wide range of services and priorities. This feedback helps inform our decisions about where resources are most needed and ensures that our budget reflects the needs and expectations of the community.