HomeMy WebLinkAbout06.01.26
CITY OF ST. JOSEPH
www.cityofstjoseph.com
75 Callaway Street East | Saint Joseph, Minnesota 56374
Email: cityoffices@cityofstjoseph.com | Phone: 320.363.7201 | Fax 320.363.0342
St. Joseph City Council AMENDED
June 1, 2026
6:00 PM
Join Zoom Meeting
https://us06web.zoom.us/j/83245260280?pwd=VoADHkZdzLS3Xc8Dxe44YpIoaYgvMH.1
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1. Call to order - Pledge of Allegiance
2. Public Comments Up to 3 speakers will be allowed for up to 3 minutes each to address the
council with questions/concerns/comments (regarding an item NOT on the agenda). No
Council response or action will be given/taken other than possible referral to Administration.
3. Approve Agenda
4. Consent Agenda
a. Minutes – Requested Action: Approve the minutes of May 18, 2026.
b. Bills Payable – Requested Action: Approve Check Numbers 63634-63648, Payroll &
Account Payable EFT #4076-4087; ACH Accounts Payable #2401135 - #2401181;
Regular Pay Period 11.
c. Special Event Permit, Make A Difference 5K/1K – Requested Action: Approve the Make
A Difference 5K/1K on September 12th at Klinefelter Park.
d. Performance Measures Survey Results – Requested Action: Accept the results of the
May 2026 Performance Measures Survey.
e. 2026-2027 Intoxicating Liquor License Renewals – Requested Action: Approve the
2026-2027 intoxicating liquor licenses as presented.
5. BKV Group – Public Safety Campus Proposal
6. Department Reports
7. Mayor and Council Reports/Updates
8. Adjourn
May 18, 2026
Page 1 of 1
Pursuant to due call and notice thereof, the City Council for the City of St. Joseph met in a work session
on Monday, May 18th, 2026, at 5:00PM in the St. Joseph Government Center.
Members Present: Mayor Adam Scepaniak, Councilmembers Adam Schnettler, Andrew Mooney, Kelly
Beniek, Kevin Kluesner
City Representatives Present: City Administrator David Murphy, Finance Director Lori Bartlett, Public
Works Director Ryan Wensmann, Police Chief Dwight Pfannenstein, Community Development Director
Nate Keller, City Clerk Kayla Klein, City Attorney Susan Dege
Moratorium on Data Centers: City Attorney Dege provided an overview on moratoriums, how they are
used, regulations, etc. The maximum amount of time for a moratorium is 12 months.
Discussion was had on whether a moratorium is needed, what will be determined over the course of the
moratorium and what the city wants to accomplish during and at the end of it.
Mayor Scepaniak asked if St. Joseph could wait to see what other cities do and what other ordinances
may be developed while the moratorium is in place. Dege noted that the city can do that and with the data
center topic being new, it would be a good idea.
Council consensus was to move forward with having staff draft a moratorium ordinance to bring back to
the June 15th city council meeting.
Moratorium on Apartment Complexes: Keller provided an overview of properties that are currently zoned
R-3 Multi Family. There are three, with two of those slated for senior housing. Any other properties would
have to go through a rezoning process.
Beniek is in favor of a moratorium as quite a few apartment buildings have gone up the past couple of
years. Beniek believes housing is needed in the city but wants families to buy-in to the city. What can the
city do to provide more affordable single-family housing?
Keller noted that one of the R-3 zoned lots already has an application submitted for senior housing and
the other senior housing developers will be submitting applications soon. A moratorium does not apply to
properties that currently have applications submitted to the city.
Mooney asked if the moratorium would be political posturing as he didn’t see the value in having a
moratorium for a single lot. Scepaniak responded that it could be taken that way; however, believes the
moratorium would give the city time to investigate housing needs further throughout the city.
Dege added that the city can carve out how they want the moratorium to read. For example, a moratorium
could be drafted that puts a hold on apartment complexes, but not on senior living apartment complexes.
Staff will draft a moratorium ordinance on apartment complexes to bring back to the June 15th City
Council meeting.
Adjourn: The work session meeting was adjourned at 5:54PM.
Kayla Klein
City Clerk
May 18, 2026
Page 1 of 2
Pursuant to due call and notice thereof, the City Council for the City of St. Joseph met in regular session on
Monday, May 18, 2026, at 6:00PM in the St. Joseph Government Center.
Members Present: Mayor Adam Scepaniak, Councilmembers Andrew Mooney, Kelly Beniek, Adam Schnettler,
Kevin Kluesner
City Representatives Present: City Administrator David Murphy, Finance Director Lori Bartlett, Police Chief
Dwight Pfannenstein, City Engineer Randy Sabart, Community Development Director Nate Keller, City Clerk
Kayla Klein, Public Works Director Ryan Wensmann
Public Comments: None
Approve Agenda: Mooney moved to approve the agenda; seconded by Schnettler and passed
unanimously.
Consent Agenda: Scepaniak moved to approve the consent agenda; seconded by Beniek and passed
unanimously.
a. Minutes – Requested Action: Approve the minutes of May 4, 2026.
b. Bills Payable
c. Donations – Requested Action: Approve Resolution 2026-028 accepting donations.
d. Financial Reports
e. Street Event Request, Rock 4 Alzheimer's – Requested Action: Approve Special Event.
f. Planning Commission Appointment - Requested Action: Approve the appointment of Craig Hern
to the Planning Commission.
Public Hearing – Special Event Request for Rocktoberfest: Klein presented the council with a special event
permit request submitted by the St. Joseph Booster Club for Roctoberfest on September 26, 2026. The street
closures will be the same as the prior year. Beniek moved to approve the special event permit request as
presented including the temporary liquor license; seconded by Mooney and passed unanimously.
Special Event Request – White Peony: Klein presented the council with a special event permit request
submitted by White Peony Boutique for the Peony Market on June 6, 2026. The event will close a portion of 1st
Avenue NW and Ash Street W from 6AM – 2PM. Kluesner moved to approve the special event permit
request as presented including the temporary liquor license; seconded by Mooney and passed
unanimously.
2025 Audit Presentation: Janel Bitzan, Creative Planning (formerly known as BerganKDV), presented the 2025
Audit findings. As noted in prior audits, one finding reported as a material weakness was lack of segregation of
accounting duties. This is due to the limited staffing that are tasked with handling financial duties in the office.
Due to costs of hiring enough employees to eliminate this finding, council and staff have agreed to monitor
policies and internal controls to mitigate misstatements and misappropriation of city funds.
Kluesner asked if Bitzan is on site during the audit. Bitzan responded that staff was on-site 3-4 days and
remote one day.
Kluesner asked what is in the refuse enterprise fund. Bartlett responded that it includes what we pay to
Republic Services for refuse and also what we pay to C&L for the compost site.
Kluesner asked how many city employees have city credit cards and whether the statements get reviewed
through the audit. Bitzan noted that her staff checks various statements/payments in the audit at random. The
ones that are selected, every receipt is checked.
Schnettler asked what depreciation means in the enterprise funds. Bitzan explained that when a city purchases
an asset a value is assigned to that asset. Each year that asset worth decreases and eventually will be $0. This
is the depreciation of that asset. Assigning a depreciation value to an asset helps the city budget for it’s
replacement.
Mooney recalled a previous work session discussion where a future water tower was discussed and asked if
the council should do a one-time higher increase for water rates as opposed to what was approved. Bartlett
responded that the loss the council is seeing is due to the cellular water meter purchases as the city purchased
500 meters for 2026 in the fall of 2025 which shows that larger expense.
Kluesner asked Bitzan if she had ever been apart of an audit where there was nefarious activity. Bitzan has
and it was related to personal purchases using city credit cards.
May 18, 2026
Page 2 of 2
Kluesner added he is 100% confident in how Finance Director Bartlett is handling the city’s finances.
Kluesner moved to accept the 2025 Audited Financial Statements; seconded by Beniek and passed
unanimously.
Department Reports: None.
Mayor and Council Reports/Updates: Beniek thanked staff for their work.
Adjourn: Beniek made a motion to adjourn the meeting at 6:29 PM; seconded by Mooney and
passed unanimously.
Kayla Klein
City Clerk
STAFF MEMO
Prepared by:
Debbie Kulzer, Finance Tech
Meeting Date:
6/1/26
☒Consent Agenda Item
☐Regular Agenda Item
Agenda Item #
4b
Reviewed by: Item:
Council Priority: ☐ Dispensary ☐ Industrial Park Expansion ☐ Housing
☐Public Safety Facility/Safe Crossing of CSAH 75 ☒ N/A
ACTION REQUESTED
Approve the bills payable as presented.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
None
PREVIOUS COUNCIL ACTION
See below
REFERENCE AND BACKGROUND
The council approved staff to make the following payments through the payroll contracts,
regular monthly invoices with due dates prior to the next scheduled council meeting, or actions
taken at previous council meetings. The information here is to provide you with all checks and
electronic payments made for verification of the disbursement completeness.
BUDGET IMPACT
Bills Payable – Checks Mailed Prior to Council Approval
Regular Payroll 11 $73,239.07
Payroll & Accounts Payable EFT #4076 - #4087 $75,040.46
ACH Accounts Payable #2401135 - #2401181 $162,587.12
Check Numbers #63634 - #63645 $59,910.15
Total $370,776.80
Bills Payable – Checks Awaiting Council Approval
Check Numbers - #63646 - #63648 $896.16
Total $896.16
Total Budget/Fiscal Impact: $371,672.96
Various Funds
STAFF RECOMMENDED ACTION
Approve the bills payable as presented.
SUPPORTING DATA/ATTACHMENTS
Bill listing by EFT, paid prior to council approval and awaiting to be paid upon council approval.
Bills Payable
STAFF MEMO
Prepared by:
City Clerk
Meeting Date:
6/1/26
☒ Consent Agenda Item
☐ Regular Agenda Item
Agenda Item #
4c
Reviewed by:
Item:
Special Event Permit, Make a Difference 5K/1K
Council Priority: ☐ Dispensary ☐ Industrial Park Expansion ☐ Housing
☐ Public Safety Facility/Safe Crossing of CSAH 75 ☒ N/A
ACTION REQUESTED
Approve the Make A Difference 5K/1K special event on September 12th at Klinefelter Park.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION N/A
PREVIOUS COUNCIL ACTION N/A
REFERENCE AND BACKGROUND
Make A Difference 5K/1K will be held on September 12, 2026, at Klinefelter Park. Proceeds from
the event go to the INDY Foundation and is sponsored by St. Cloud Toyota. The route will begin
and end in Klinefelter Park. There won’t be alcohol served this year.
Event organizers will work with the Public Works Department on barricades/cones along the route.
BUDGET IMPACT
STAFF RECOMMENDED ACTION
Approve the Make A Difference 5K/1K special event on September 12, 2026.
SUPPORTING DATA/ATTACHMENTS
Special Event Application
Event Information
Make A Di erence
5K/1K - Run/Walk
City Council Proposal
Event Date: Saturday, 9/12/2026
St. Cloud Toyota presents the third annual Make a Di erence 5K/1K Run/Walk!
When we decided that we wanted to sponsor a run/walk event, we decided that we wanted to do it a little bit
di'erently. There are a lot of companies/foundations raising money for cancer research, which is very important.
However, we have been partnering with The INDY Foundation for a few events and it just feels di'erent. INDY
raises money for people in our community that are currently on their cancer journey. These are people that live in
our community! (INDY stands for I’m Not Done Yet!)
What is it that St. Cloud Toyota is doing di'erent? There are several expenses involved in putting together an
event like this. From the run timing, venue, beverages, shirts, advertising, and promotions… the list goes on and
on. Generally, the event registration fees, and event sponsors must first cover those costs before any money is
raised for the cause. We have made the decision to cover all those costs so that the money raised goes straight
to INDY.
This year, the 1K will start at 10:00 am and will not be timed. The 5K event will start at 10:30 am and will be timed
by Pickle Events. The 5K participants will all receive a shirt. The 1K participants will receive a cape, as the 1K will
be a superhero theme.
We have some commitments already from Leighton Broadcasting, KPower Yoga, and Wandering Cow Ice Cream.
Last year, Bad Habit o'ered beer. So, we had the parking lot surrounded by orange snow fence. This year, we
have elected to not o'er any alcoholic beverages. Therefore, no snow fencing will be needed. The event will be at
Klinefelter Park. We would like to ask for a couple of picnic tables for participants to eat ice cream and hang out
before and after the event.
www.stcloudtoyota.com/makeadi'erence
5K Route
The 1K route is simply around the Klinefelter park trail.
Example start/stop threshold:
STAFF MEMO
Prepared by:
Lori Bartlett
Meeting Date:
4-6-26
☒ Consent Agenda Item
☐ Regular Agenda Item
Agenda Item #
4d
Reviewed by:
Item:
Performance Measures Survey Results
Council Priority: ☐ Dispensary ☐ Industrial Park Expansion ☐ Housing
☐ Public Safety Facility/Safe Crossing of CSAH 75 ☒ N/A
ACTION REQUESTED
Authorize the Mayor and City Clerk to execute Resolution 2026-029 accepting St. Joseph’s performance
measures results and report results to the State Auditor.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
none
PREVIOUS COUNCIL ACTION
Council adopted resolution 2011-014 declaring 10 performance measurements as developed by the
State’s Council on Local Results and Innovation. The Council approved the questions for the survey to be
conducted in May 2026. The Council accepted the survey results from 2011-2023.
REFERENCE AND BACKGROUND
The 2010 State Legislature passed Statute §6.91 allowing cities to participate in a standard measures
program to provide communication to its citizens on annual basis. The Legislature directed the State
Auditor to establish a committee to identify ten (10) standard measurements as the minimum
measurements each city should adopt. A copy of the committee’s report can be found on the State
Auditor’s website.
The City declared the minimum ten (10) performance benchmarks listed in the report prior in 2011 for
the City to be eligible for a per capita reimbursement of $0.14 per capita annually. For 2026 report year,
the survey was conducted and results received prior to July 1, 2026 to be eligible for the 2026 per capita
reimbursement.
The results of the May 2026 survey are enclosed and are available on the City’s website. The survey
includes comments from 24 respondents. Only city residents were allowed to respond and duplicate
responses were not allowed. The State Auditor’s office requires a resolution to accept the results prior to
July 1, 2026.
BUDGET IMPACT
Appx. $1,000 reimbursement, no payable 2027 levy limits
STAFF RECOMMENDED ACTION
Consider acceptance of the results of the May 2026 performance measures survey.
SUPPORTING DATA/ATTACHMENTS
Performance Measurement Survey Questions
Resolution 2026-029 Accepting St. Joseph’s Performance Measures Survey Results
May 2026 Performance Measure Program Survey Results
Resolution 2026-029
Accepting St. Joseph’s
Performance Measures Survey Results
Whereas, pursuant to Minnesota Statute 6.91 the St. Joseph City Council has adopted performance and
output measures recommended by the State of Minnesota’s Council on Local Results and Innovation and
desires to continue with recommended performance measure guidelines and practices.
Now therefore be it resolved, the St. Joseph City Council adopted the following performance
measures initiatives:
1. That the City has adopted and implemented the minimum 10 performance measures developed by
the Council on Local Results and Innovation.
2. That the City has implemented a local performance measurement system as developed by the
Council on Local Results and Innovation.
3. That the City will report the results of the 10 adopted measures to its residents before July 2026
on the City’s Website.
4. That the City has surveyed its residents on the services included in the performance benchmarks
and intends to periodically (at least biennially) repeat the survey of its residents to gauge
changes in the performance benchmarks.
5. That the City accepting the results of the performance measures survey conducted in May 2026.
Adopted this 1st day of June 2026.
__________________________________________
Adam Scepaniak, Mayor
___________________________________
David Murphy, City Administrator
City of St. Joseph
Performance Measures
Recommended Survey Questions
May 2026
The City will ask the following questions on the 2026 survey:
1. Indicate the number of years you have lived in this city: _______years.
2. Please enter your email address. If you do not have an email simply type “no email”.
3. How would you rate the overall appearance of the city?
4. How would you describe your overall feeling of safety in the city?
5. How would you rate the overall quality of fire protection services in the city?
6. How would you rate the overall condition of city streets?
7. How would you rate the overall quality of snowplowing on city streets?
8. How would you rate the dependability and overall quality of city sanitary sewer services?
9. How would you rate the dependability and overall quality of the city water supply?
10. How would you rate the overall quality of city recreational programs and facilities?
11. How would you rate the overall quality of services provided by the city?
12. How would you rate the fiscal management and health of the city?
13. Comments box.
Perf ormanc e M easures ST JOSEPH : 2026
1 / 15
Q1 What city do you live in?
Answered: 24 Sk ipped: 0
#RESPONSES DATE
1 Saint Jos peh 5/27/2026 10:20 AM
2 St.J os eph 5/27/2026 9:04 AM
3 Saint Jos eph 5/27/2026 8:16 AM
4 Saint Jos eph 5/27/2026 4:48 AM
5 St J os eph 5/26/2026 10:36 PM
6 St. Joe 5/26/2026 9:32 PM
7 St J os eph 5/26/2026 8:10 PM
8 St joseph 5/26/2026 3:35 PM
9 St J os eph 5/26/2026 1:56 PM
10 St. Jos eph 5/26/2026 12:49 PM
11 St. Jos peh 5/26/2026 12:31 PM
12 St joseph 5/26/2026 11:54 AM
13 Saint Jos eph 5/26/2026 4:25 AM
14 St J os eph 5/22/2026 5:49 PM
15 St. Jos eph 5/22/2026 8:56 AM
16 Saint Jos eph 5/21/2026 12:16 PM
17 St J os eph 5/20/2026 3:39 PM
18 St.joseph 5/19/2026 3:27 PM
19 St J os eph 5/18/2026 10:21 AM
20 Saint Jos eph 5/16/2026 5:01 PM
21 St J os eph 5/15/2026 6:34 AM
22 Saint Jos eph 5/14/2026 7:11 PM
23 Saint Jos eph 5/14/2026 4:29 PM
24 St. Jos eph 5/14/2026 12:41 PM
Perf ormanc e M easures ST JOSEPH : 2026
2 / 15
Q2 Please enter your email address. If you do not have email, please just
type "none"
Answered: 19 Sk ipped: 5
#RESPONSES DATE
1 None 5/27/2026 9:04 AM
2 None 5/27/2026 8:16 AM
3 amy braig1@gmail.com 5/27/2026 4:48 AM
4 Bler9801@hotmail.com 5/26/2026 10:36 PM
5 spencervanbec k @gmail.com 5/26/2026 9:32 PM
6 Hajo33@msn.c om 5/26/2026 8:10 PM
7 Sperry scott@y ahoo.c om 5/26/2026 3:35 PM
8 None 5/26/2026 1:56 PM
9 Meganwagner31@gmail.com 5/26/2026 12:49 PM
10 Nav rat iljakob@gmail.com 5/26/2026 12:31 PM
11 none 5/26/2026 4:25 AM
12 lnp4545@gmail.c om 5/22/2026 5:49 PM
13 amfischer5@gmail.c om 5/21/2026 12:16 PM
14 bdonnay 57@gmail.com 5/20/2026 3:39 PM
15 PCB1122@HOTMAIL.COM 5/19/2026 3:27 PM
16 none 5/18/2026 10:21 AM
17 brianlopau@yahoo.com 5/16/2026 5:01 PM
18 None 5/14/2026 7:11 PM
19 cink es 7777@gmail.com 5/14/2026 4:29 PM
Perf ormanc e M easures ST JOSEPH : 2026
3 / 15
17 415 24
Q3 How many years have you lived in this city?
Answered: 24 Sk ipped: 0
Total Respondents : 24
#YEARS DATE
1 3 5/27/2026 10:20 AM
2 6 5/27/2026 9:04 AM
3 6 5/27/2026 8:16 AM
4 10 5/27/2026 4:48 AM
5 25 5/26/2026 10:36 PM
6 1 5/26/2026 9:32 PM
7 10 5/26/2026 8:10 PM
8 35 5/26/2026 3:35 PM
9 23 5/26/2026 1:56 PM
10 5 5/26/2026 12:49 PM
11 2 5/26/2026 12:31 PM
12 40 5/26/2026 11:54 AM
13 19 5/26/2026 4:25 AM
14 6 5/22/2026 5:49 PM
15 25 5/22/2026 8:56 AM
16 23 5/21/2026 12:16 PM
17 25 5/20/2026 3:39 PM
18 19 5/19/2026 3:27 PM
19 26 5/18/2026 10:21 AM
20 23 5/16/2026 5:01 PM
0 2 4 6 8 10 12 14 16 1 8 20
Year s
ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Years
Perf ormanc e M easures ST JOSEPH : 2026
4 / 15
21 17 5/15/2026 6:34 AM
22 12 5/14/2026 7:11 PM
23 15 5/14/2026 4:29 PM
24 39 5/14/2026 12:41 PM
Perf ormanc e M easures ST JOSEPH : 2026
5 / 15
24 res pons es
How would you rate the overall appearance of the city?
Q4
Excellent
Good
Fair
Poor
Don't k now
0%1 0%20%3 0%40%50%60%70%
Perf ormanc e M easures ST JOSEPH : 2026
6 / 15
24 res pons es
How would you describe your overall fe eling of safety in the city?
Q5
Very safe
Somewhat safe
Somewhat unsafe
Very unsafe
Don't know
0%10%20%3 0%40%50%
Perf ormanc e M easures ST JOSEPH : 2026
7 / 15
24 res pons es
How would you rate the overall quality of fire prote ction services in the city?
Q6
Excellent
Good
Fair
Poor
Don't k now
0%1 0%20%3 0%40%50%60%70%
Perf ormanc e M easures ST JOSEPH : 2026
8 / 15
24 responses
How would you rate the overall condition of city stre ets?
Q7
Excellent
Good
Fair
Poor
Don't k now
0%1 0%20%3 0%40%50%60%70%80%
Perf ormanc e M easures ST JOSEPH : 2026
9 / 15
24 res pons es
How would you rate the overall quality of s n owplowing on city streets ?
Q8
Excellent
Good
Fair
Poor
Don't k now
0%10%20%30%40%50%
Perf ormanc e M easures ST JOSEPH : 2026
10 / 15
24 res pons es
How would you rate the dependability and overall quality of city san itary se we r
service?
Q9
Excellent
Good
Fair
Poor
Don't k now
0%10%20%3 0%40%50%60%
Perf ormanc e M easures ST JOSEPH : 2026
11 / 15
24 res ponses
How would you rate the dependability and overall quality of the city water supply?
Q10
Excellent
Good
Fair
Poor
Don't k now
0%10%20%30%40%50%
Perf ormanc e M easures ST JOSEPH : 2026
12 / 15
24 responses
How would you rate the overall quality of city recreational programs and facilities
(e.g. parks, trails , park facilitie s, e tc.)?
Q11
Excellent
Good
Fair
Poor
Don't k now
0%10%20%3 0%40%50%60%
Perf ormanc e M easures ST JOSEPH : 2026
13 / 15
24 responses
How would you rate the overall quality of s ervice s provided by the city?
Q12
Excellent
Good
Fair
Poor
Don't k now
0%1 0%20%3 0%40%50%60%70%80%
Perf ormanc e M easures ST JOSEPH : 2026
14 / 15
24 responses
How would you rate the fiscal man agement an d health of the city?
Q13
Excellent
Good
Fair
Poor
Don't k now
0%10%20%30%40%50%
Perf ormanc e M easures ST JOSEPH : 2026
15 / 15
Q14 Please share any comments you have:
Answered: 13 Sk ipped: 11
#RESPONSES DATE
1 Would like to make sure the new public safety building is built large enough that we dont have
to spend money on city buildings for the next 25-50 years
5/27/2026 9:04 AM
2 Add the mis sing sidewalks-identified back in 2016.. review the comprehensive plan and follow
thru
5/27/2026 4:48 AM
3 Stop inves ting in rev italiz ing and inv est in y our community. Add more park s (an assortment)
and more family friendly options. The city water is brown & smells lik e fart. And pleas e s top
inc reas ing tax es ! You're literally pus hing our elderly from their homes ! Please add a 4 way
stopsign by the Catholic School entrance, reduc e speed in downtown to 20, and get c ameras
at kleinfelter park and on the wabagon.
5/26/2026 3:35 PM
4 Sad to s ee money being s pent on another net police station. And c urbs gett ing ripped out that
are perfectly fine at the c orners. J ust t o replace on the corners the same all over again.
5/26/2026 1:56 PM
5 I would like to see a y ard waste pickup offered or somet hing t hat can help thos e that don't
have the capability of utilizing the compost s ite, becaus e of the lack of trans porting leaves,
branches, grass clippings, etc. Is there something that can be offered by the city for at least
leaf removal? This is one of our struggles as we don't have a vehic le to haul y ard waste. I
would also like to see a shelter built at the dog park for those that use it that would be a great
asset. I personally don't hav e dogs , but my neighbor does and uses t he park regularly.
5/26/2026 12:49 PM
6 -Snow plowing c ity s treets is incons ist ent. Somet imes its the day of , and s ometimes it's a
day or two after it s nows that the s treets finally get plowed. -Stop allowing apartment buildings
to be built it residential neighborhoods. WHAT A EYESORE! (College av e/ Hill s treet) Why not
put in a dog park or a basketball c ourt. Nope the c ity wants more tax rev enge, instead of
tak ing care of it's residents. -Why is t he c it y resident s forced to participate in the rec ycling
program? I barely fill the c ontainer on a monthly basis . Why res idents doing the work and
sorting the recycling products for the garbage c ompany? Resident s just be able to opt out and
not be forc ed to rec y c le if they chos e not to. -Why are property tax es k eep going up, when
inflation is s o high yet ? SJPD got a 3% rais e, I didn;t. New squads ? Rumor of taking ov er t he
old Cas ey gas s tation for Polic e department . More cos ts, nev er enough or satisf ied.
5/26/2026 4:25 AM
7 Still sending out news letters printed single sided thereby using twice the amount of paper. I am
dis appointed in t he disregard for c onserv ing paper usage. I want to express my grat itude that
the YMCA did not go through. Pleas e do not allow a data center in or near St. Joe
5/21/2026 12:16 PM
8 We are proud of our c ity and proud of its leaders .5/20/2026 3:39 PM
9 Taxes are high.but there high everywhere 5/19/2026 3:27 PM
10 I think our c it y water needs help, it has a nasty chlorine smell. The plowing has been terrible
the pas t 3 y ears as well espec ially if y ou're on a quiet street or dead end.
5/18/2026 10:21 AM
11 The city plow drivers need to figure out where the edge of the roads are. Ev ery year they tear
up approx 4-5 of my lawn bec ause they run the plow over
5/15/2026 6:34 AM
12 Many homeowners in the city don’t follow codes and regulations. The y ards have vehicles
park ed on the lawns, the gras s isn’t cut and debris s pread across yards. When will the city
start enforcing our codes and st andards?
5/14/2026 7:11 PM
13 Hav ing marijuana eas ily available in our c ity limits is detrimental to healthy liv ing, (though
helpful for medical purposes ).
5/14/2026 4:29 PM
STAFF MEMO
Prepared by:
City Clerk
Meeting Date:
6/1/2026
☒ Consent Agenda Item
☐ Regular Agenda Item
Agenda Item #
4e
Reviewed by:
Police Chief
Item:
2026-2027 Intoxicating Liquor Licenses
Council Priority: ☐ Dispensary ☐ Industrial Park Expansion ☐ Housing
☐ Public Safety Facility/Safe Crossing of CSAH 75 ☒ N/A
ACTION REQUESTED Motion approving the consent agenda will automatically approve this item. If
pulled, the following motion is requested.
Motion authorizing the City Clerk and Mayor to execute the following liquor license: on/off-sale
intoxicating; wine/strong beer; special Sunday; brewer taproom; brewer off-sale; small brewer
off-sale – 128 ounces; Sunday growler off-sale; micro distiller off-sale; and cocktail room license
for the 2026-2027 licensing period.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION N/A
PREVIOUS COUNCIL ACTION N/A
REFERENCE AND BACKGROUND
Annually, the City Council must review and approve the liquor licenses. The intoxicating liquor
licensing period is July 1 to June 30. The license hold must complete an application in which the
Police Chief and City Clerk are required to sign verifying the information. Once council approves,
the licenses are sent to the MN Alcohol & Gambling division, and they review and issue licensing as
well. The licensing for non-intoxicating, tobacco, and amusement is renewed on a calendar year,
with approval of those being in December.
BUDGET IMPACT
STAFF RECOMMENDED ACTION
Approve the 2026-2027 liquor licenses as presented.
SUPPORTING DATA/ATTACHMENTS
Listing of liquor licenses up for approval.
License Name Trade Name
On-Sale
Intox
Off-Sale
Intox
Special
Sunday
Wine/
Strong
Beer
Brewer
Taproom
Small Brewer
Off Sale Malt
License
Small Brewer Off
Sale Malt License -
128 Ounces
Sunday
Growler
Off Sale
Micro
Distiller
Off Sale
Cocktail
Room
St. Joseph Hospitality Systems LLC American Burger Bar
American Legion Post 328 John Kuebelbeck Post 328
Bad Habit Brewing LLC Bad Habit Brewing
Bello Cucina of St. Joseph, Inc.Bello Cucina
Coborn's, Inc Coborn's Coborn's Store
College of St. Benedict College of St. Benedict
The La, LLC LaPlayette
PWR Enterprises, Inc.St. Joseph Offsale Liquor
BIP, Inc.Sal's Bar & Grill
The Middy LLC The Middy
Krewe Restaurant Krewe Restaurant
Mad Hatter Whiskey LLC Obbink Distilling
Short Stop Restaurants Inc.Custom Catering by Short Stop
The House Food and Tap LLC The House Food and Tap
St. Joseph Baseball Team Inc.St. Joseph Baseball Team
STAFF MEMO
Prepared by:
Police Chief
Meeting Date:
06/01/2026
☐ Consent Agenda Item
☒ Regular Agenda Item
Agenda Item #
5
Reviewed by:
Item:
BKV Group-Public Safety Campus proposal
Council Priority: ☐ Dispensary ☐ Industrial Park Expansion ☐ Housing
☒ Public Safety Facility/Safe Crossing of CSAH 75 ☐ N/A
ACTION REQUESTED Approve staff to proceed ahead with BKV Group Public Safety Proposal as
presented.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
PREVIOUS COUNCIL ACTION
REFERENCE AND BACKGROUND
The city recently purchased the former Casey’s Gas station site in 2025 with the intention for
future Fire Hall expansion, City Fuel station using existing inground tanks, and the new
construction of a Police Station.
BUDGET IMPACT
$13,950 for a Public Safety Master Planning & Programming Study
Optional $9,000 Fire Department Facility Condition Assessment study
STAFF RECOMMENDED ACTION
Recently with the demolition of the former Casey’s Gas Station, Ryan Wensmann brought forward
the concept of moving the city refueling station forward. However, without knowing how big of
expansion is needed for Fire Hall and build out of Police Station, it is a difficult moving target to
know where a fueling station should be constructed on the property to not interfere with future
construction. The city owned holding pond adjacent to the Casey’s gas station site was over
engineered and most of the service of the pond is for the Fire Hall and Gas Station site.
On May 5th, 2026, Fire Chief Taufen, Police Chief Pfannenstein, Deputy Chief Johnson, Public
Works Director Wensmann, and City Administrator Murphy met representatives from BKV Group
on site. BKV Group specializes in design and regulations in public safety building and design. We
did a walk through the current Fire Hall, City Hall, and met on the former gas station site. Pictures
were taken and first thoughts and impressions were obtained.
It is my understanding that the $13,950 would include a space need study in both Police and Fire.
A concept of how big of facility for Police would be identified as well as how big of expansion for
the current fire hall. The fire hall was constructed in the mid-1990s and some new rules and
regulations have come out since then to include decontamination areas as well as anticipated
growth to the department’s size of its fleet of vehicles. This would give us a general idea of the
cost of construction as well as size so we can budget for construction and plan for placement of
fueling station.
The optional cost of $9,000 for the fire hall condition would be a more in depth of the existing
structure where the would evaluate things like conditions of steel door frames that are beginning
to rust out in corners, and what the building would support for additional build out of
decontamination areas, potential office space allocation, truck bays, and not limited to future
sleeping area for potential longer staffing in time.
SUPPORTING DATA/ATTACHMENTS
See attached proposal
ARCHITECTURE | INTERIOR DESIGN | URBAN DESIGN & LANDSCAPE ARCHITECTURE
ENGINEERING | CONSTRUCTION ADMINISTRATION | BRANDED ENVIRONMENTS | SUSTAINABLE DESIGN
PUBLIC SAFETY CAMPUS MASTER
PLANNING AND PROGRAMMING SERVICES
REQUEST FOR PROPOSAL - ST. JOSEPH, MINNESOTA
MAY 13, 2026
PHOTO CREDIT: ST. JOSEPH POLICE DEPARTMENT FACEBOOK
222 North 2nd Street, Suite 101, Minneapolis, MN 55401 | www.bkvgroup.com
May 13, 2026
David Murphy, City Administrator
The City of St. Joseph
75 Callaway Street East
St. Joseph, MN 56374
Dwight Pfannenstein, Chief of Police
St. Joseph Police Department
75 Callaway Street East
St. Joseph, MN 56374
RE: Public Safety Campus Master Planning & Programming Services
Dear Mr. Murphy and Chief Pfannenstein:
On behalf of BKV Group, we appreciate the opportunity to submit our proposal to assist the City of St. Joseph with planning for
the future of its Police and Fire Department facilities. We recognize the importance of this effort and the opportunity it presents to
proactively establish a long-term vision for public safety services, facility investment, and future site development before incremental
decisions begin to limit flexibility.
This effort represents more than a master planning exercise. The City has a unique opportunity to evaluate how its public safety
operations, facilities, and recently acquired property can function together as a coordinated and adaptable public safety campus.
The combination of Police Department space limitations, evolving Fire Department operational needs, and acquisition of the
former gas station parcel creates an opportunity for thoughtful, long-range planning. We understand the City is seeking a practical
and defensible roadmap that balances immediate operational priorities with long-term development opportunities. This includes
evaluating future Police Department space needs, opportunities for Fire Department expansion and modernization, integration of
fueling operations to support all City vehicles, and establishment of a site framework that preserves flexibility for future phased
development.
BKV Group is uniquely positioned to support the City through our national public safety planning expertise and extensive experience
helping communities evaluate complex civic and operational decisions through collaborative, data-driven master planning processes.
We have completed more than 400 public safety project commissions and hundreds of civic planning and study projects nationwide.
We understand that successful planning must balance operational efficiency, emergency response functionality, fiscal stewardship,
and long-term adaptability. Our approach is collaborative, operationally focused, and implementation-oriented. We work closely with
City leadership, Police and Fire personnel, and stakeholders to evaluate operational needs, existing facility conditions, realistic space
programs, and long-term site planning strategies. This integration of programming, facility evaluation, conceptual planning, and cost
modeling provides clear and actionable framework for future decision-making.
To further support long-term planning efforts, BKV Group can involve Kraus-Anderson to also provide an optional Facility
Condition Assessment of the existing Fire Department facility. This process would help the City understand deferred maintenance
considerations, reinvestment needs, and long-term lifecycle implications associated with future renovation or expansion strategies.
BKV Group is energized by the opportunity to partner with the City of St. Joseph to help shape a thoughtful and forward-looking
path for the future of its public safety services and facilities. We appreciate your consideration and look forward to discussing the
project further.
Sincerely,
BKV Group
Paul Michell, AIA
Managing Partner, Government
p: 816.405.7585
e: pmichell@bkvgroup.com
1978
YEAR ESTABLISHED
210+
EMPLOYEES
250+
NATIONAL AWARDS
400+
PUBLIC SAFETY PROJECTS
500+
CIVIC PROJECTS
NATIONWIDE
60+
LEED PROJECTS
TOP 100
Architecture & Engineering
Design Firms
TOP 25
Public Safety/Justice Facilities
Firm
We plan and design thoughtful
public safety facilities to serve
departments and communities
for many years to come.
FIRM NAME
BKV Group
YEAR ESTABLISHED
1978
PRACTICE AREAS
Police Stations, Public Safety Centers,
Fire Stations, EMS Stations, Dispatch/
E911, Emergency Operations Centers,
City Halls, and Public Works
BKV Group is a holistic design firm providing a full complement of architecture, interior design,
engineering, landscape architecture, and construction administration services. Since 1978, our
practice has centered on serving municipalities and public sector clients through thoughtful,
operationally driven planning and design that strengthens communities and supports long-
term public investment.
Our core belief is that regardless of project type, design has a profound responsibility to the
community. As a multidisciplinary firm, we strive to enhance the economic, aesthetic, social,
and environmental context of the communities we help shape. Public safety facilities are
among the most visible and enduring civic investments a community can make, and they must
support those who serve, function efficiently under demanding operational conditions, and
remain adaptable as community needs evolve over time.
For communities such as St. Joseph, successful public safety planning requires more
than simply accommodating space needs. It requires understanding how Police and Fire
operations function individually and together, how facilities support emergency response
and daily operations, and how long-term site planning decisions influence future flexibility,
implementation, and fiscal stewardship. Proper programming, site organization, and
operational planning are essential to creating facilities and campuses that serve communities
effectively for decades.
Over the last 48 years, BKV Group has grown from a sole proprietorship into a national
multidisciplinary partnership with offices in Minneapolis, Kansas City, Chicago, Washington,
D.C., Dallas, Pittsburgh, and Orlando. Through our integrated, full-service structure, we provide
clients with a single source for planning, design, engineering, and construction administration
services while maintaining a highly collaborative and client-centered approach.
Today, we provide our government clients with superior service by adopting their goals as our
own, enabling transparent decision-making, committing to responsible stewardship of public
funds, and remaining passionate about the success of the communities for whom we work.
Our team has completed more than 400 public safety project commissions and hundreds of
municipal and civic projects nationwide, including police stations, fire stations, public safety
campuses, and municipal master planning studies. This experience allows us to bring proven
operational insight, national best practices, and practical implementation strategies to each
community we serve while tailoring solutions specifically to local operations, priorities, and
long-term goals.
CAPABILITIES & SERVICES
BKV Group, through rigorous continuing education, provides design solutions at the leading edge of innovative technologies. A
commitment to integrated design necessitates constant collaboration among all professional disciplines who share a common vision. Our
multi-disciplinary approach allows us to serve the unique and diverse needs of each client through a fully-coordinated, single-source
team.
PROJECT MANAGEMENT
+Goals and Objectives
+Communication Protocols
+Project Budget Management
+Project Schedule Management
+Quality Assurance
PLANNING AND FEASIBILITY
+Existing Condition Assessment
+Functional Workflow
Assessment
+Health and Safety Assessment
+Capital Improvement Planning
+Phased Property Planning
+Space Needs Analysis
+Space Standard Diagrams
+GIS Drive-time Analysis
+Land Use and Zoning Analysis
+Site Selection Study
+Site Feasibility and Planning
+Building Planning and Stacking
+Project Master Planning
+Total Project Cost Estimating
+Total Cost of Ownership
Analysis
ARCHITECTURE
+Visioning and Conceptual
Design
+Construction Documentation
+CSI-format Specifications
+Building Science/ Forensics
+Cost Estimating and Value
Engineering
+Critical Path Scheduling
+Building Information Modeling
+Computer Rendering
+Immersive 3D Visioning
INTERIOR DESIGN
+Space Planning
+Interior Concept Renderings
+Material Finish Selection
+Durability Analysis
+Infection Control Analysis
+Furniture and Equipment
Selection
+Art & Accessories Staging
+FF&E Budgeting and
Procurement
BRANDED ENVIRONMENTS
+Project Discovery
+Project Messaging, Positioning
& Strategy
+Naming
+Visual Identity/Logo
+Brand Guidelines &
Programming Standards
+Digital & Print Collateral
+Marketing Floor Plans
+Promotional Merchandise
Design
+Environmental Design/Graphics
+Visual Identity Systems
(Wayfinding Signage)
+Social Media Templates
+Website Design Concepts
STRUCTURAL ENGINEERING
+Structural Analysis and Design
+Structural System Comparisons
+Existing Structure Evaluations
+Dynamic Vibration Analysis
MECHANICAL ENGINEERING
+Energy Use/Conservation
Analysis
+HVAC System Lifecycle Analysis
+Building Commissioning
+System Operations and Training
+Building Automation Controls
Sequencing
+Fire Protection Systems
+Plumbing & Piping System
Design
ELECTRICAL ENGINEERING
+Photometric Lighting Design
+Power Distribution Design
+Generator Load Analysis
+Photovoltaic Integration
+Data and A/V System Design
+Security Hardware and Cameras
+Fire Alarm System Specification
+Alert Notification Design
+Power and Systems
Commissioning
SUSTAINABLE DESIGN
+Owners Project Requirements
+Simple Box Analysis
+Comprehensive Energy
Modeling
+Basic Commissioning
+Daylight Modeling and
Calculations
+Custom Systems Analysis
+Typical Meteorological Year
Analysis
+ASHRAE Calculations
+LEED Project Tracking and
Submissions
+LEED Construction Phase
Oversight
+Green Communities
Submissions
+National Green Building
Standard
LANDSCAPE ARCHITECTURE
+Land-Use and Zoning Analysis
+Planting and Hardscape Design
+Boundary/Screening Yard
Design
+Rainwater Collection and
Irrigation
+Tree Inventory and Analysis
+Streetscape Design
CONSTRUCTION
ADMINISTRATION
+Contractor Selection Assistance
+Cost Control and Evaluation
+Scheduling Oversight
+Construction Observation
+Quality Control Management
+Move-in Coordination
+Photography Coordination
+Grand Opening Coordination
+Eleven-Month Warranty Walk-
Through
HISTORIC PRESERVATION
+Historic Structures Report
+Adaptive Reuse Options
+Measuring and Documentation
400+ Public Safety Projects
Minneapolis Bemidji Duluth Rochester Madison Milwaukee Fargo Bismarck Des Moines Phoenix
IN-HOUSE EXPERTISE
Project Manager
Facility Condition Assessment
Strategic Facility PlannerDesign Phase
Sustainability
Estimators
Preconstruction
BIM MEP
Lean
Building Sciences
KRAUS-ANDERSON | ONE TEAM, ONE COMPANY, ALL THE EXPERTISE
Kraus-Anderson's Facility Condition Assessment (FCA) planning process is built on five steps: Define, Collect, Develop,
Refine, and Present. We will leverage two in-house specialized teams to focus on your specific needs. With all the
expertise needed to evaluate and build a strategic vision for your fire station under one roof, Kraus-Anderson harnesses
the power of collaboration and experience.
FIRM CAPABILITIES | FACILITY CONDITION ASSESSMENT
The Facility Condition Assessment offers an in-depth analysis for the City of St. Joseph, cataloging the deficiencies of the
existing fire station and providing a clear understanding of your asset preservation expenditures over the next decade.
Optimizing infrastructure, supporting compliance, and empowering sustainability for the entire life cycle of the City of
St. Joseph’s fire station.
HISTORY + EXPERTISE
Our core purpose at Kraus-Anderson is building enduring relationships and strong communities. Our core values of integri-
ty, commitment, valuing people, and teamwork guide everything we do. Established in 1897, Kraus-Anderson is a fami-
ly-owned, privately held corporation providing construction management consulting, planning, and general services. KA
will work with the City of St. Joseph from our Minneapolis office. KA has worked with BKV Group on over 60 projects.
Since 2001:
800 COMPLETED FACILITY ASSESSMENTS
3,000 FACILITIES ASSESSED
300M SQUARE FEET ASSESSED
*One icon represents ten employees
10 Offices + 46 States Constructed In
119
PROJECT MANAGERS
120
PROJECT SUPERINTENDENTS
26
PRECONSTRUCTION TEAM
59
TECHNICAL SUPPORT
Madison Rochester
BemidjiDuluth
Minneapolis
Bismarck
Milwaukee
Fargo
Phoenix
Des Moines
States with KA oces
KA Oces
States KA Has Worked In
Kraus-Anderson, 501 S 8th St, Minneapolis, MN 55404 | 612.332.7281 | krausanderson.com
PROJECT UNDERSTANDING & APPROACH
The City of St. Joseph has an important opportunity to proactively plan for the future of its public safety services before incremental
facility and site decisions begin to limit long-term flexibility. The City’s Police Department currently operates from a joint City Hall and
Police facility that has become deficient in operational space and is hampering long-term departmental growth. As operational demands,
staffing needs, technology requirements, and community service expectations continue to evolve, the police department has outgrown
the functionality and capacity of the existing facility.
At the same time, the City’s Fire Department faces operational and facility challenges associated with apparatus storage and growth,
equipment and personnel decontamination, operational support space, and evolving firefighter health and safety best practices. While
the existing facility continues to serve the community, the City recognizes the importance of evaluating how the station can adapt to
support current operations and future departmental needs.
The recent acquisition of the adjacent former gas station parcel adjacent to the current fire station creates a timely and unique
opportunity to evaluate these needs comprehensively and establish a coordinated long-term vision for a public safety campus. The site
introduces important planning considerations, including future Police Department development potential, Fire Department expansion
opportunities, emergency response circulation, public and secure access separation, and integration of citywide fueling operations
utilizing the existing fuel infrastructure. Decisions related to fueling location, circulation, and site organization must therefore be
evaluated carefully to ensure near-term infrastructure investments do not unintentionally constrain future facility development options.
We understand this effort is more than a space study. It is a strategic master planning initiative intended to help the City evaluate how
its public safety facilities can evolve together as an integrated operational system while establishing a clear and defensible framework
for future investment decisions. The study must balance operational functionality, long-term flexibility, fiscal responsibility, and realistic
implementation considerations while positioning the City to respond to future growth and evolving service expectations.
BKV Group approaches this effort as both an operational planning exercise and a site-responsive master planning process. Our role is
not to begin with predetermined conclusions, but rather to work collaboratively with City leadership, Police and Fire personnel, and
stakeholders to evaluate opportunities, test ideas, and develop a practical roadmap for future decision-making. The outcome will be a
clear and actionable framework that allows the City to move forward with confidence.
PHASE 1 - PROJECT ALIGNMENT & DISCOVERY
Kickoff & Project Alignment
The study will begin with a kickoff meeting involving City leadership, Police and Fire Department representatives, and the project team.
This session will:
• Confirm project goals, priorities, and success measures
• Establish communication protocols and project schedule
• Review existing operational concerns and known facility limitations
• Confirm decision-making structure and stakeholder involvement
• Establish key evaluation criteria that will guide future
comparisons and recommendations
Establishing alignment early ensures the study remains focused,
collaborative, and decision-oriented throughout the process.
Existing Information & Data Review
Our team will review available background information including:
• Existing facility drawings and site information
• Staffing and organizational information
• Fleet and apparatus inventory
• Existing operational challenges and deficiencies
• Prior planning or capital improvement discussions
• Available utility and infrastructure information associated with
the current fire station and former gas station parcels
This review allows the team to establish a clear baseline understanding
of current operations, facility constraints, and site opportunities before
advancing into detailed facility evaluation and programming efforts.
Stakeholder Engagement & Operational Discovery
Structured workshops and interviews with Police and Fire leadership
and staff will focus on understanding:
• Current operational workflows
• Staffing and future growth expectations
• Fleet and apparatus operations
• Equipment storage and operational support needs
• Public interface and secure access considerations
• Training, wellness, and support space needs
• Operational challenges associated with existing facilities
This engagement process is intended not only to gather information, but also to build alignment and establish shared priorities that guide
future planning decisions.
Deliverable: Confirmed project work plan, evaluation criteria, and summary of operational priorities and existing conditions.
PHASE 2 - EXISTING FIRE STATION FACILITY CONDITION ASSESSMENT
(OPTIONAL)
As an optional service, BKV Group and Kraus-Anderson will provide a Facility Condition Assessment (FCA) of the existing Fire
Department facility to help inform long-term planning and investment decisions. This assessment is intended to provide the City with
a clearer understanding of existing building conditions, deferred maintenance considerations, system longevity, and reinvestment
implications associated with future renovation or expansion strategies.
This effort is not intended to occur independently from the broader master planning process. Rather, the FCA findings will directly
support future planning discussions by identifying how existing facility conditions, system upgrades, and deferred maintenance
obligations and resulting costs influence long-term investment considerations and project feasibility.
Information Gathering & Existing Facility Review
Kraus-Anderson will lead an information-gathering effort with Fire
Department leadership and City staff focused on understanding known
facility conditions, maintenance history, operational limitations, and
the age and performance of major building systems and infrastructure.
This collaborative process will be paired with detailed facility tours and
documentation of observed deficiencies, deferred maintenance items,
and operational concerns impacting long-term functionality.
Our integrated team will evaluate the existing Fire Department facility
and major building systems including:
• Building envelope and exterior conditions
• Structural systems and overall building integrity
• Mechanical, electrical, and plumbing infrastructure
• Apparatus bay support systems and operational functionality
• General building condition and deferred maintenance items
Deficiency Identification & Lifecycle Considerations
Assessment findings will be documented in a structured and
understandable format, identifying:
• Existing deficiencies and operational impacts
• Remaining useful life of major building systems
• Deferred maintenance considerations
• Potential reinvestment priorities
• Order-of-magnitude improvement considerations where
appropriate
The goal is to help the City understand not only current facility
conditions, but also how future reinvestment needs may influence long-
term decision-making associated with expansion, renovation, or phased
implementation strategies.
Reporting Tools & Capital Planning Support
Findings from the FCA will be organized into a clear and accessible reporting format intended to support both immediate decision-
making and long-term capital planning. In addition to summary findings and reinvestment considerations, Kraus-Anderson will provide
an interactive web-based reporting platform documenting identified deficiencies, recommended improvement timelines, and associated
order-of-magnitude cost considerations. This tool can help support future capital improvement planning efforts by providing the City with
an ongoing reference for facility conditions, maintenance priorities, and long-term reinvestment considerations.
Integration with Master Planning
Unlike assessments conducted in isolation, the FCA findings will directly inform future programming, concept development, and cost
discussions throughout the study process. Understanding the condition and reinvestment needs of the existing Fire Department facility
provides important context when evaluating:
• Renovation versus expansion considerations
• Long-term lifecycle impacts
• Operational continuity during phased improvements
• Relative investment implications between alternatives
• Timing and prioritization of future capital improvements
This integrated approach ensures that future recommendations are grounded not only in operational needs and site opportunities, but
also in realistic facility condition considerations.
Deliverable: Existing Fire Station Facility Condition Assessment summary, including system observations, deferred maintenance
considerations, and lifecycle implications to support long-term planning discussions.
PHASE 3 - PROGRAMMING & SPACE NEEDS ASSESSMENT
Police Department Programming
BKV Group will conduct a comprehensive programming and space needs
assessment for the Police Department focused on both current operations
and long-term growth. This effort will evaluate:
• Patrol and administrative operations
• Investigations and support functions
• Evidence and storage requirements
• Public lobby and community interface
• Staff support and wellness spaces
• Fleet and secure vehicle considerations
• Technology, security, and operational infrastructure
• Future staffing and operational growth capacity
Attention will be given to understanding how a future dedicated Police
Department facility can improve operational efficiency, security, staff
functionality, and long-term adaptability.
Fire Department Programming
The Fire Department assessment will focus on evaluating how the existing station can better support current operations and future
departmental needs. This includes:
• Apparatus storage and circulation
• Equipment and personnel decontamination spaces
• NFPA-informed operational support spaces
• Storage and equipment support areas
• Operational workflow and response efficiency
• Potential firefighter bunk and support space improvements appropriate for the department’s volunteer staffing model
• Future growth and flexibility considerations
The goal is to establish a practical and operationally driven understanding of both immediate and long-term facility needs.
Adjacency & Operational Analysis
As part of programming, our team will evaluate operational relationships and adjacencies between departments, including:
• Shared site access opportunities
• Secure and public circulation
• Fleet and apparatus movement
• Shared infrastructure opportunities
• Campus organization and operational compatibility
This step ensures that facility planning and site planning evolve together as part of a cohesive public safety campus strategy.
Deliverable: Validated Police and Fire Department space programs including operational narratives, adjacency considerations, and
projected future needs.
PHASE 4 - SITE MASTER PLANNING & CONCEPT DEVELOPMENT
Existing Site & Infrastructure Evaluation
The combined public safety campus and adjacent parcels introduce both
opportunities and constraints that must be carefully evaluated. Our team will
assess:
• Existing site circulation and access
• Emergency response movement
• Public and secure access separation
• Utility and infrastructure considerations
• Existing fuel infrastructure and operational implications
• Potential development and expansion zones
• Site constraints impacting future flexibility
Attention will be given to understanding how fueling operations can
be integrated into the site without limiting future Police Department
development or Fire Department expansion opportunities. This includes
evaluating potential fueling locations, circulation impacts, operational access,
and how fueling infrastructure can support all City vehicles while remaining
compatible with future campus growth and phased development.
Master Planning & Concept Alternatives
Using the validated space programs, FCA findings (if authorized), and site analysis findings, BKV Group will develop conceptual master
planning alternatives that evaluate:
• Future Police Department siting opportunities
• Fire Department renovation and expansion concepts
• Campus organization strategies
• Site circulation and operational efficiency
• Shared infrastructure opportunities
• Long-term expansion flexibility
• Potential phasing considerations
• Fueling integration and long-term operational compatibility
Concepts will be developed at a planning level sufficient to evaluate feasibility, operational functionality, and long-term site performance.
The intent is not simply to identify where buildings fit on the site, but to establish a long-term framework for how the public safety
campus can evolve over time while maintaining operational efficiency and future flexibility.
Comparative Evaluation
Each concept will be evaluated using consistent criteria including:
• Operational performance
• Emergency response efficiency
• Site functionality and circulation
• Flexibility for future expansion
• Compatibility with fueling operations
• Long-term implementation considerations
• Relative construction and infrastructure impacts
This comparative process allows the City to clearly understand the advantages, constraints, and tradeoffs associated with each planning
direction.
Deliverable: Conceptual site master planning alternatives, comparative evaluation matrix, and preliminary planning recommendations.
PHASE 5 - COST MODELING & RECOMMENDATIONS
Preliminary Cost Modeling
For viable planning alternatives, BKV Group will prepare high-level order-of-
magnitude cost opinions addressing:
• Building improvements and additions
• New construction considerations
• Site and infrastructure improvements
• Utility and fueling impacts
• Phasing considerations
• Key cost drivers, assumptions, and contingencies
• Soft costs such as FF&E, professional fees, testing, etc
• Escalation (inflation) costs associated with anticipated construction
timelines
Where the optional FCA is authorized, deferred maintenance findings, building system deficiencies, and long-term reinvestment
considerations identified through the FCA process will be integrated into renovation and expansion cost discussions to ensure the City
understands the full lifecycle and capital investment implications associated with each alternative. This approach allows construction
costs, operational improvements, facility reinvestment needs, and future capital planning considerations to be evaluated together rather
than independently.
Final Recommendations & Next Steps
The final phase of the study will synthesize findings into a clear and actionable roadmap for the City. Final deliverables will include:
• Summary of operational findings
• Validated space needs
• Site master planning concepts
• Comparative evaluation of alternatives
• Preliminary cost considerations
• FCA findings (if authorized)
• Recommended next steps and implementation considerations
The completed study will provide the City with a defensible and forward-looking framework for future public safety facility planning and
investment decisions.
SCHEDULE
The City of St. Joseph can anticipate completion of this study within an approximately three- to four-month timeframe. BKV Group is
well positioned to meet this schedule through a focused, milestone-based process that aligns operational assessment, facility evaluation,
programming, site master planning, and cost analysis in a clear and efficient sequence.
Our schedule is structured around key decision points to ensure City leadership, Police and Fire personnel, and stakeholders remain
aligned as findings and concepts evolve. Operational discovery, facility assessment, and programming efforts will overlap strategically
to accelerate understanding of current conditions while allowing planning concepts and site strategies to develop in real time. This
integrated approach reduces rework and allows operational, site, and cost considerations to be evaluated concurrently throughout the
study process. Attention will be given to coordinating the Facility Condition Assessment (if authorized), operational programming, and site
master planning efforts so that facility reinvestment considerations, fueling integration, and future development flexibility are evaluated
together rather than independently.
At project initiation, we will confirm a concise meeting and workshop schedule aligned with major milestones and decision points.
Targeted workshops and review sessions will be used to gather input, validate findings, refine planning concepts, and confirm direction
throughout the process. Between milestones, our team will remain responsive and actively engaged to maintain momentum and advance
the work effort efficiently.
This disciplined and collaborative approach is designed to deliver clear, defensible, and actionable recommendations that support
confident long-term decision-making for the City’s future public safety facilities and campus development.
A detailed schedule with confirmed meeting dates and review milestones will be developed upon authorization to proceed to ensure
clear and consistent progress from kickoff through final delivery.
Phase Key Activities Duration
Project Alignment & Discovery
Kickoff meeting, confirm project goals and evaluation criteria, review existing information,
stakeholder interviews, operational discovery, facility tours, and existing conditions review
2 weeks
Facility Condition Assessment (Optional)
Existing Fire Department facility assessment, deferred maintenance evaluation, building systems review, reinvestment analysis, FCA reporting tools and CIP integration
2-3 weeks
Programming & Space Needs Assessment
Operational analysis, staffing and growth evaluation, space programming, adjacency
analysis, operational workflow review, and validation of future facility needs
2-3 weeks
Site Master Planning & Concept Development
Evaluate site circulation, fueling integration, infrastructure considerations, Police Department siting, Fire Department expansion
concepts, campus organization strategies, and development of conceptual planning alternatives
4-5 weeks
Review & Comparative Evaluation
Stakeholder review workshops, comparative evaluation matrix, refinement of concepts, preliminary cost modeling, phasing considerations, and confirmation of preferred direction
2-3 weeks
Cost Modeling & Final Deliverables & Recommendations
Final report including space needs, FCA summary (if authorized), conceptual master plans, comparative evaluation, costs, implementation recommendations, and next steps
2-3 weeks
PROPOSED FEES
The BKV Group team’s compensation goals are to establish a fee that is fair, transparent, and directly aligned with the proposed Scope
of Services. Our priority is to provide the City of St. Joseph with a comprehensive and defensible public safety master planning study
that clearly evaluates operational needs, facility conditions, future space requirements, site development opportunities, and long-term
implementation considerations.
Our approach integrates assessment, facility programming, site master planning, and cost evaluation into a coordinated planning process
intended to support informed long-term decision-making. The study is structured to evaluate how Police and Fire operations, future
facility investments, fueling infrastructure, and long-term site development can function together as a cohesive and adaptable public
safety campus.
Our fee structure is organized to align directly with the proposed project phases and includes all labor, stakeholder workshops,
operational discovery sessions, programming activities, conceptual planning efforts, coordination meetings, cost modeling, and
preparation of final deliverables associated with the study. The optional Facility Condition Assessment of the existing Fire Department
facility has been identified separately to provide flexibility to the City.
PROFESSIONAL SERVICE FEES
We propose the following lump sum fees for completion of the study services:
These fees include routine expenses associated with travel, workshops, meetings, and standard electronic deliverables. Deliverables
will be provided electronically to the City. Any requested large-format presentation boards or extensive printed materials would be
considered an additional reimbursable expense.
Invoices will be submitted monthly for work completed during the billing period.
APPROACH TO FEES
This proposal is based on our understanding of the project scope,
anticipated stakeholder engagement meetings, assessment activities,
conceptual site master planning, development of planning alternatives,
preliminary cost modeling, and preparation of final deliverables.
As described throughout our proposal, our process is workshop-driven,
milestone-based, and structured to maintain alignment between
operational priorities, facility planning, and long-term implementation
considerations. The integrated nature of our approach allows
programming, facility evaluation, and site planning activities to inform
one another in real time, reducing unnecessary iterations and improving
overall project efficiency.
Our first step will be to meet with City leadership and project
stakeholders to confirm assumptions regarding schedule, workshop
cadence, deliverable expectations, and scope alignment. If adjustments
are necessary to better reflect City priorities or schedule considerations,
we will work collaboratively with the City to refine scope and fee
accordingly. Our objective is to provide the City with a thorough,
defensible, and actionable study that delivers strong value for
investment while establishing a clear and forward-looking framework for
future public safety facility and campus planning decisions.
Scope Item Fee
Public Safety Master Planning & Programming Study $13,950
Optional Fire Department Facility Condition Assessment $9,000
RELEVANT PROJECT
EXPERIENCE
The city of St. Louis Park has engaged BKV Group study future needs and site feasibility for
the police department. The expansion of sworn and civilian personnel, changes to police
operations over time, and the condition of the existing facility has resulted in a need to study
current and future needs. The project examined the feasibility of renovating and expanding
their current facility, constructing a new facility on the current site, or seeking a new site for
their department. The study considered all department divisions, including E911/Dispatch and
Emergency Operations Center. Once needs were established, conceptual design helped the City
and the Police Department understand how a project could be implemented, including costs and
timeline.
CLIENT
City of St. Louis Park, MN
SIZE
78,240 SF
COMPLETED
December 2024
ST. LOUIS PARK POLICE DEPARTMENT STUDY
St. Louis Park, Minnesota
CLIENT
City of Red Wing, MN
SIZE
42,000 SF
COMPLETED
March 2025
The Red Wing Police Department currently shares a building with the Goodhue County
Sheriff and is in need of additional operational space as well as wellness functions and training
opportunities. Looking to potentially move into their own facility, the BKV team completed an
operational space needs analysis to determine the department’s immediate space needs and
projected needs in 20 years. The projected space needs for the Red Wing Police Department
was identified around 42,000 SF.
A feasibility study was completed to review the potential for repurposing an existing city-owned
facility currently occupied by the public works department for the police department. BKV
developed several planning options exploring ways to reuse the existing city-owned facility as
well
as planning for an entirely new facility on the same site. Additionally, an alternate concept was
explored for a new build adjacent to the city’s fire station.
During the course of the initial police study, the city determined it would be beneficial to
explore an option for a combined police and public works facility.
With each planning option, cost estimates were completed to identify the associated overall
project costs and the pros/cons of each option were reviewed to assist the city in making an
informed decision on how best to address the needs of the police department.
RED WING POLICE & PUBLIC WORKS STUDY & MASTER PLAN
Red Wing, Minnesota
scale: 1" = 200'-0"
50'-0"
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FUEL ISLANDCANOPY
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MAIN LEVEL - "OPERATIONAL GRADE" TEST FIT PLAN
artment and Public Works
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UPPER LEVEL - ADMINISTRATIVE LEVEL TEST FIT PLAN
MAIN LEVEL - "OPERATIONAL GRADE" TES
City of Red Wing - Police Department and Public Works
Technology Drive - Site Concept Test Fit Plan
NOTES
- Not able to fit Brine, Salt Shed, Unconditioned Storage
- Only 1 Wash Bay
BKV Group was hired by the City of Winona to provide a facility assessment of their existing
Public Safety Facilities and planning for a new combined Public Safety and Training facility. The
study included conducting a space needs analysis for the Fire and Police Departments, GIS fire
response time analysis, and site feasibility studies for several proposed sites.
A facility assessment was completed for the City’s aging Central Fire Station and Police Station
facilities to identify and document operational, functional, and safety issues. The City’s current
facilities do not provide adequate space for today’s operations and equipment, and both
facilities are lacking appropriate support spaces to accommodate the ever-changing gender
ratios on the departments.
Site feasibility studies were completed for seven different sites throughout Winona. The site
feasibility studies explored how the proposed building program could be placed and stacked
based on the available site area and other site requirements. Site selection and recommendation
was largely driven by the GIS fire response time analysis which identified the need for the Fire
Station to stay on the eastern side of the City to maintain the department’s current ISO rating.
Based on the findings of the initial needs assessment, BKV Group has continued to assist
the City of Winona with further evaluation of the selected site and conceptual planning for
the Public Safety Facility. The project has advanced into Schematic Design for a consolidated
regional public safety facility for police, fire, and emergency management.
CLIENT
City of Winona, MN
SIZE
90,000 SF
COMPLETED
Study efforts completed in 2025
Design project underway
WINONA PUBLIC SAFETY NEEDS ASSESSMENT
Winona, Minnesota
The City of Waite Park selected BKV Group as their full-service architectural and engineering
design firm for the new Public Safety Facility. The project included both design and facility
space needs assessment to determine the size of the facility. The Public Safety Facility will
include office space for administration, investigations, patrol, evidence processing, evidence
storage, vehicle storage garage, parking lot, driveways, site work, and utilities. Fire department
components, such as office, storage, equipment/apparatus bay, and living quarters, will be
included based on the findings of the ongoing fire study and guidance from the city regarding
space requirements.
The city emphasizes the importance of considering the impacts and needs of all departments
and facilities in the facility space needs assessment. Over the past five years, growth has led to
limited operational space in all departments. The city aims to maximize operational efficiency
in planning and constructing facilities, potentially through the reuse of vacated departments
or departmental consolidation. The goal is to construct a new public safety facility that meets
current and future needs while considering the impacts on all operations and overall city costs.
CLIENT
City of Waite Park, MN
SIZE
79,000 SF
COMPLETED
Ongoing, 2026
WAITE PARK PUBLIC SAFETY FACILITY & CITY HALL
Waite Park, Minnesota
Building upon a successful fire station study, BKV Group was engaged again to assist the City
of Springfield, Ohio to study the needs of their police department. The department is currently
located in a shared county-city facility that cannot provide adequate space for current needs,
much less accommodate future growth. The existing headquarters facility does not provide
the police department with a positive identity or welcome the public to build and foster
relationships with the community. The police department also operates special investigations
and tactical teams from a remote facility that does not provide enough space for routine
operations and tactical vehicle storage.
Once needs were established for all department divisions, building configuration options and
minimum site areas were established. Understanding that the existing facility and site could
not accommodate the identified needs, alternative downtown locations were considered.
Maintaining police presence in the City’s downtown core was a high priority to the City and
the department. An evaluation of an existing building was also completed to determine if it
could be feasible for re-use. It was determined that the existing special operations facility
could accommodate growth with a reorganized/renovated interior and a small addition. Since
the department was going to lose immediate access to the County’s firing range, planning was
completed for both an integrated firing range, as well as a standalone range at the vicinity of the
headquarters, or at the remote facility.
CLIENT
City of Springfield, OH
SIZE
63,877 SF
COMPLETED
January 2025
SPRINGFIELD POLICE DEPARTMENT NEEDS ASSESSMENT STUDY
Springfield, Ohio
BKV Group was engaged by the City of Bloomington to explore the renovation of their mid-
century City Hall and their Police Station. BKV Group met with each user group to understand
the current limitations of their workspace and determine future space needs. The team
then provided expansion and renovation options for both buildings and a campus-wide
phasing plan, using the topography in different ways to manage views of the downtown from
approaching vehicles and to provide a backdrop for recreation activities around the detention
basins. The police station will need to expand significantly. BKV Group’s structural engineers
examined the existing Police Station for vertical expansion capacity and flexibility for interior
renovation and provided recommendations. The station will need to approximately double in
size to accommodate 270 staff in shifts for 24/7/365 operations. Secure parking will need
to accommodate around 150 fleet vehicles and 180 staff spaces, which may occur below the
building or as a separate adjacent parking structure.
CLIENT
City of Bloomington, IL
SIZE
Police Station: 93,000 SF
City Hall Annex: 35,000 SF
COMPLETED
In Progress
BLOOMINGTON POLICE DEPARTMENT & CITY HALL ANNEX STUDY
Bloomington, Illinois
BKV Group was selected by the City of Menomonie to complete a space needs assessment
and site master planning for the Menomonie Police Department. The department is currently
leasing a space in the Dunn County Judicial Center, and they have outgrown the space available
to them. The Menomonie Police Department is a full-service law enforcement agency which
currently has thirty-five (35) employees.
The objective of this study was to identify the current and future operational space needs for
the Department and to develop planning options and site feasibility studies for addressing the
need, along with the associated costs of those options. In addition, BKV Group completed an
operational needs assessment of the Department’s current facilities, identifying the operational
deficiencies and limitations of the existing facilities based on industry best practices.
CLIENT
City of Menomonie, WI
SIZE
28,680 SF
21 stall garage
COMPLETED
February 2025
MENOMONIE POLICE DEPARTMENT FACILITY STUDY
Menomonie, Wisconsin
19,307 sf
904906908
City of Menomonie - Public Safety Facility
Conceptual Site Plan scale: 1" = 80'-0"
US-12
890
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30% 9,560 SF
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WWW.BKVGROUP.COM
CHICAGO
209 South LaSalle Street
The Rookery, Suite 920
Chicago, IL 60604
P 312.279.0470
DALLAS
1412 Main Street
Adolphus Tower, Suite 700
Dallas, TX 75202
P 469.405.1196
MINNEAPOLIS
222 North Second Street
Long & Kees Building, Suite 101
Minneapolis, MN 55401
P 612.339.3752
WASHINGTON, DC
1054 31st Street NW
Canal Square, Suite 410
Washington, DC 20007
P 202.595.3173