Annual Report

Overview

2025 Annual Report
Working together to build a safe, vibrant and stable community

Leader Message

Dear Friends, 

One of my favorite stories is about five blind men who each try to describe an elephant by only touching one part of it. The man who touches the side compares it to a wall, another who feels the tusk says it's like a spear and a third who touches the trunk says it's like a snake. All of them get it wrong because each lacks the big picture. 

So too for us and the City of Fridley (City). We can't completely and accurately describe the City by considering only what we do for a job. Our perspectives are too limited to accurately describe what we collectively achieve. Worse yet, we could easily begin to think the City is only what we do and forget about the efforts of all 134 of our coworkers. But we have a remedy that can help us see the bigger picture and appreciate the work of the organization as a whole - the annual report. 

What you find inside the 2025 Annual Report will allow you to see the "whole elephant." With the big picture the City becomes more than Public Safety, Community Development, Finance, Public Works, Parks and Recreation, City Manager's Office or Employee Resources. Along with efforts of the Mayor and Council, the City of Fridley is revealed. 

Make no mistake about it, the big picture reveals Fridley is a good place. Thanks to you and everyone else who by working collaboratively and respectfully makes Fridley a safe, vibrant, friendly and stable home for families and businesses.

Thank you! 
Wally

City Manager's Office

Connecting residents, strengthening transparency and building organizational capacity 

The City Manager's Office serves as the hub for communication, engagement and operational excellence. Through strategic initiatives in digital communication, community events, legislative processes and organizational development, we work to make Fridley more accessible, transparent and responsive to residents. 

Making Government More Accessible

In its first full year of operation, the redesigned FridleyMN.gov website averaged approximately 32,000 pageviews per month, providing residents with a clear, easy-to-navigate portal to City services and information.

What this means for residents: Whether residents are looking up park hours, paying a utility bill or finding meeting agendas, the information they need is now easier to find. Staff continue refining the site using resident feedback and data to improve usability. 

Looking ahead: With new federal accessibility standards taking effect in 2027, staff are already reviewing webpages, vendor compliance and PDF accessibility to ensure compatibility with screen readers, translation tools and other assistive technologies. These efforts will create a better experience for all residents and visitors. 

Streamlining Communication 

The City is implementing a new email communication platform (launching late 2025 or early 2026) that will transform how we connect with residents. 

The impact: Currently, different departments use various systems to send emails, creating inconsistent experiences and potential confusion during a time when phishing and spam are increasingly common. The unified platform will provide:

• A consistent, recognizable user experience
• Improved subscriber features to tailor updates
• Streamlined staff training to avoid communication interruptions
• Cross-promotion opportunities with other government agencies (i.e. residents in neighboring cities might receive recommendations to follow Fridley road construction alerts or recreation programs).

Bringing the Community Together

The City hosted 62 events in 2025 across all departments, providing valuable opportunities for residents to connect with City services, build community spirit and strengthen relationships with neighbors.

Key Citywide events from CMO:

• Citywide Garage Sale (July 6-7): More than 130 sales gave residents and visitors chances to find treasures while encouraging neighborhood connections and sustainability through reuse.
• Night to Unite (August 5): Neighbors gathered at 75 block parties across the City for potlucks, lawn games and meaningful conversations. Public Safety personnel and other staff visited each party to share safety tips, answer questions and foster relationships that help keep our community safe and connected.
• Blood drives (May 1 and August 21): In partnership with Memorial Blood Centers, the City hosted two community blood drives, providing staff and residents opportunities to give back in a direct and life-saving way. 

The bottom line: These events help foster trust, transparency and collaboration while making the City more accessible and approachable to residents.

Simplifying Complex Processes

The City Clerk's Office led several initiatives that streamlined operations and improved service delivery:

• Cannabis retail registration: As Minnesota began accepting cannabis retail license applications, the Clerk's Office worked across departments to develop a registration process. Three registrations were issued to businesses planning to open in the coming months.
• Special Event Permit: The new permit for large events (like '49er Days, festivals or sports tournaments) consolidated several overlapping applications into one streamlined process, making it easier for both staff and event organizers.
• Code recodification progress: Working with staff from Community Development and Public Safety, the Clerk's Office completed Title No. 7 (Licensing) in September. Updates included consolidating multiple liquor chapters into one, repealing obsolete license chapters and modernizing language. There is only one remaining code in the recodification process.
• Youth Commissioners Program: The new program encourages high school students to volunteer on City advisory commissions, engaging the next generation in local government. 
• Agenda management upgrade: A refresh to the City's Municode software (launching January 2026) will enable more robust agenda development and better collaboration between departments.
• The Charter Commission met eight times in 2025, working on recommendations to revise the Initiative, Referendum and Recall chapter of the City Charter. This chapter describes how residents can submit petitions to compel City Council action, reverse previously approved ordinances or recall someone from office. The commission welcomed two new members and held a joint session with City Council. 

Strengthening Visual Storytelling

The Communications Division enhanced the City's visual storytelling capabilities, creating new opportunities to communicate through creative marketing, live event coverage, informational videos and personnel updates

Internal improvements: Staff organized the photo storage system to make images easier to locate, updated personnel photos and created videos for the wellness program and other internal initiatives.

Meeting transparency: The department continues supporting City Council and commissions alongside North Metro TV to provide meeting recordings to the public, with plans to enhance Council Chambers' audio/visual technology. 

Serving Our Community as Neighbors

Through Fridley Serves, launched in 2023, staff transform commitment to community service into action. Staff participated in diverse volunteer activities throughout 2025, from packing meals at Feed My Starving Children to supporting local food shelves through the Harvest Haul food drive and serving at events like Pumpkin Night in the Park at Springbrook Nature Center.

The impact: By volunteering together, staff strengthen workplace relationships while addressing real community needs, from hunger relief to domestic violence services to holiday assistance for families. Fridley Serves demonstrates how our workforces embodies the City's values of being friendly, responsive and driven. We serve residents as employees and as neighbors and volunteers. 

Building Organizational Capacity

In 2025, the City Manager's Office formalized organizational project management practices to help us work together more effectively and deliver better results for residents.

What this means: Standardized intake processes and project tracking systems give the City visibility into resources allocation and project priorities. The Project Management Team (PMT) immediately applied these practices to the fleet maintenance project, bringing together staff from all departments to develop recommendations for a more efficient vehicle maintenance program.

The result: Teams now have consistent tools and methods for planning, executing and monitoring complex initiatives. This collaborative approach demonstrates our commitment to being responsive and driven in how we manage public resources. 

Community Development

Building a vibrant, stable and attractive community for families and businesses 

The Community Development Department ensures Fridley remains a safe, well-maintained community where residents and businesses can thrive. Through strategic enforcement, thoughtful planning and collaborative partnerships, we protect property values, support economic growth and maintain the quality of life that makes Fridley home.

Keeping Residents Safe Through Coordinated Teamwork

When apartment properties face maintenance challenges, our Rental and Code Enforcement teams work together to protect residents. In 2025, this coordination proved critical when staff discovered over 90% of units in one building had failing smoke and carbon monoxide detectors, while exterior garbage conditions deteriorated. The impact: Through persistent accountability efforts, the landlord repaired all interior safety equipment. When exterior conditions remained unaddressed, the City stepped in to remove excessive garbage, protecting both tenant health and neighborhood cleanliness. This coordinated approach ensures every Fridley apartment resident has a safe, dignified place to call home.

2025 by the numbers:

• 699 code enforcement cases resolved, from long grass to inoperable vehicles
• 344 rental property inspections covering a minimum of 930 units
• 929 rental properties licensed, ensuring consistent safety standards

Supporting Homeowners, Strengthening Neighborhoods

Fridley's Housing & Redevelopment Authority helps residents invest in their homes, keeping our housing stock modern and our community attractive.

What this meant in 2025:

• 55 homeowners received loans totaling $287,779 for critical improvements
• 63 households enhanced curb appeal through $48,936 in grants
• 44 Front Door Grant projects transformed home exteriors through new driveways and landscaping to architectural accents and garage doors

These visible improvements ripple through neighborhoods, inspiring others and maintaining Fridley's reputation as a stable, desirable place to live.

Making Development Work for Fridley

Smart planning shapes our community's future.

This year, our Planning Division:

• Streamlined the zoning chapters of the Code, implementing a new administrative permit process that has already reviewed 30+ projects
• Prevented costly mistakes: Zoning permit reviews moved two proposed projects out of the floodplain, saving owners from future flooding risks
• Welcomed new cannabis businesses while maintaining community standards, including helping reuse a vacant industrial building for cultivation
• Processed $42.8 million in building permits (2,395 permits), generating $680,000 in revenue
• Facilitated the work of the Planning Commission, made up of engaged residents who helped formulate the City’s updated zoning chapters of the Code

Major projects that strengthened our economy

• $5 million Commons Park Project
• $5 million Murphy Warehouse Reroof
• $2.5 million accessible entrances for Cummins
• $2 million Krispy Kreme development
• 169-unit Callisto Commons apartment community

Building Business Relationships

Our Business Retention Program conducted more than 50 business contacts and 20 site visits in 2025, serving as a bridge between the City and local employers.

What We Learned

• Businesses appreciate Fridley's business - friendly approach and excellent public safety
• Six visited businesses are expanding - economic growth we can support
• Workforce challenges have eased compared to recent years
• Top concerns (panhandling, property tax increases) inform our policy priorities

One business owner told us: "We're more business-friendly than other parts of the metro. The transportation infrastructure is excellent, and your Public Safety department is outstanding."

These conversations help us understand and address business needs before they become crises, keeping good employers in Fridley.

Environmental Stewardship

Fridley's commitment to sustainability grew in 2025:

• More than 1,000 pollinator plants established at Moore Lake and Community Parks
• More than 85,000 pounds of food waste diverted from landfills through organics recycling
• More than 100,000 kilowatts of clean energy generated annually from city solar arrays
• 23,849 pounds of hazardous waste safely collected and disposed

The Environmental Quality & Energy Commission created the Sustainable Fridley Awards, recognizing Hayes Elementary students, Park Plaza Cooperative, Mortenson Construction and Coon Creek Watershed District for leadership in environmental stewardship.

Employee Resources

Developing talent and strengthening organizational capacity through strategic programs and workplace excellence

In 2025, Employee Resources advanced operational excellence through strategic technology implementation, enhanced workplace safety and comprehensive talent development initiatives that strengthened our organizational capacity to serve Fridley residents.

Modernizing HR Through Digital Solutions

October 2025 marked a significant milestone in workplace efficiency with the launch of E-Forms, a digital platform that eliminated paper-based processes for personnel forms, safety incident reports and employee-generated documents. This system routes electronic documentation automatically, reducing administrative burden while improving accuracy and turnaround times across all departments. The transformation means employees spend less time on paperwork and more time serving residents.

Building on this success, Employee Resources launched Onboard, an automated onboarding platform that creates a seamless welcome experience for new hires. The system ensures essential forms are completed, policies are reviewed and new employees receive consistent support throughout their first year. This digital approach replaces the fragmented manual process that previously left some new hires uncertain about next steps, creating instead a professional and organized introduction to city employment.

Protecting Employee Safety Through Data-Driven Prevention

The Safety Committee reviews workplace incidents, using each case as an opportunity for education and hazard mitigation. Monthly meetings go beyond incident review to discuss safety trends, identify training opportunities and develop practical safety tips that help employees return home safely each day. The committee's proactive approach is working. Severe incidents continue to decrease as the culture shifts from reactive response to preventive action.

E-Forms

The new E-Forms system revolutionized safety reporting by making incident information clearly readable and easily analyzable during committee meetings. Digital capture allows the committee to quickly identify policy implications and highlight mitigation measures for reported hazards. Even more importantly, the improved hazard reporting process now addresses potential issues before incidents occur, preventing injuries rather than just documenting them.

AWAIR

The committee's annual review of the AWAIR (A Workplace Accident and Injury Reduction) program ensures continuous improvement in safety protocols and policies. This disciplined approach to workplace safety demonstrates that every employee deserves to work in an environment where their wellbeing is prioritized.

Developing the Next Generation of Public Servants

Fridley's internship program brought fresh energy and innovative thinking to City operations in 2025, with interns contributing across seven departments while gaining real-world public service experience. These positions serve as strategic investments in both community engagement and workforce development, creating a pipeline of talent that understands municipal operations and City values.

Interns delivered measurable impact across the organization:

• The Community Development intern inspected 219 multi-family properties and created 233 code enforcement cases while researching single-family rental cap ordinances and presenting findings to City Council.
• The Engineering intern supported construction observation and permitting compliance, conducted erosion control inspections and collected traffic data that informed City planning decisions.
• The City Manager's Office and HRA intern consolidated cell phone tower lease data, researched AI applications for meeting minutes and analyzed cable franchise revenues. For the HRA, they led the City’s business retention efforts arranging visits with business owners and following up on any concerns they had.
• The Finance and HR intern created tools that will benefit future cohorts, including an intern toolkit, comprehensive labor contract documentation and implementation support for Minnesota's new Paid Leave program. On the financial side they worked on budget projections, researched pricing structures for EV charging stations and assisted with long-term financial modeling.
• Parks and Recreation brought on two interns who helped deliver Summer ROCKS, day camps, Touch-A-Truck and other community events that engage hundreds of families.
• The Water Utilities partnership with the WETT educational program exemplifies the program's success as a talent pipeline. Since 2021, three interns have been hired into full-time positions, proving that internships create pathways to municipal careers while providing valuable support during the learning period.
• Fire Division interns, all nationally certified EMTs, engage in direct patient care while current firefighters serve as mentors, developing the next generation of emergency responders. This model combines immediate operational support with long-term workforce development.

Supporting Employee Wellness and Engagement

The City's wellness program continues to thrive with 124 of 154 eligible employees participating. Employees completed 587 individual and team challenges and a total of 1,365 City-wide challenges in 2025. These challenges build workplace connections and support healthy habits that reduce stress and improve quality of life.

Professional development flourished through the program, with 682 wellness courses completed on topics ranging from personal health to professional guidelines. This investment in learning enhances organizational knowledge while showing employees their growth matters. The program receives consistently positive feedback from employees who appreciate the City's investment in their wellbeing beyond the workplace.

Preparing for Tomorrow's Workforce Needs

These modernization efforts position Fridley to compete for top talent in an evolving labor market. Digital systems create efficiency that allows staff to focus on strategic work rather than administrative tasks. Safety programs reduce workers' compensation costs while demonstrating genuine care for employee wellbeing. Internships build relationships with emerging professionals who may become future city leaders. Wellness programming shows current employees they are valued as whole people, not just workers.

Together, these investments create an organization ready to meet resident needs today while building capacity for tomorrow's challenges.

Finance

Generating revenue, ensuring transparency and modernizing operations

Finance keeps Fridley fiscally healthy through strategic revenue generation, award-winning transparency and technology investments that protect taxpayers while ensuring the city can deliver essential services reliably and efficiently.

Fridley Liquor: Reducing Tax Burden Through Smart Business Operations

Fridley Liquor will transfer nearly $400,000 to the General Fund and Equipment Capital Fund in 2025, directly alleviating property tax burden on residents and businesses. This substantial contribution funds important City expenditures that would otherwise require higher taxes, demonstrating how municipal liquor operations benefit the entire community.

The whiskey barrel program proved exceptionally successful in 2025, with single barrel selections drawing customers from across the seven-county metro area and travelers from other states. The event generated thousands of dollars in revenue that Fridley would not otherwise receive. Low-dose THC products reached a milestone in late December 2025, celebrating one year of sales. THC seltzers and gummies now represent 4% of total sales.

Reduced Theft

Security improvements at the Highway 65 location protect both customers and staff while reducing theft. The upgraded camera system creates a safer shopping environment and helps prevent losses that would otherwise impact profitability.

Community Engagement

Community engagement remains central to Fridley Liquor's mission. The operation participated in fundraising events with the Fridley Lions and Springbrook Nature Center, leveraging beverage industry expertise to help local nonprofits raise money. In-store events including product samplings, Dr. Don's Cocktail Clinic and Limited Release Events educate consumers while building the Fridley Liquor brand and driving sales.

Property Assessment: Ensuring Fair and Accurate Valuations

The 2025 quintile review covered 1,779 residential properties, 64 apartments and 114 commercial and industrial parcels, ensuring valuations reflect actual market conditions. Staff reviewed 617 residential permits, 34 apartment permits and 105 commercial and industrial permits before year's end, keeping assessments current as properties change.

Staff reviewed and verified 402 sales for the 2025 Ratio Study, providing the data foundation for equitable property taxation across the community. The Assessor's Office settled 151 Tax Court Petitions (compared to 115 the prior year) and resolved 21 value appeals before the Local Board of Review in April. Only two appeals required further review at the County level, demonstrating the City’s commitment to fair initial valuations and willingness to work with property owners who have legitimate concerns.

Information Technology: Building Secure, Reliable Digital Infrastructure

The IT Division delivered critical infrastructure upgrades that enhance security, performance and operational efficiency across all City operations. The organization-wide migration to Windows 11 ensures continued Microsoft support, enhanced security features and compliance with evolving cybersecurity standards that protect City data and resident information.

Infrastructure modernization replaced aging network switches and firewalls, improving network speed, capacity and threat protection across all City facilities. This investment prevents system failures that would disrupt service delivery and protects against cyber threats that could compromise sensitive data.

The division deployed 50+ new computers and nine iPads, providing reliable and secure devices that support both office and field operations. Two additional Microsoft Teams-enabled conference rooms expanded virtual collaboration capabilities citywide, making it easier for staff to meet efficiently and for remote participants to engage fully.

The IT Division closed over 3,800 support tickets while maintaining consistent support across all departments. Looking ahead, the division will focus on updating IT policies, continuing to optimize system reliability and security and ensuring technology infrastructure keeps pace with evolving standards and City needs.

Leading in Financial Transparency and Reporting Excellence

Finance continued its intentional collaboration with the Communications Division to provide readily accessible and easily understandable financial information. Publishing the City's budget in the City newsletter that reaches all Fridley residents and businesses provides an overview showing where detailed information can be accessed. This approach increases transparency while saving taxpayer dollars previously spent on separate mailings.

The Popular Annual Financial Report (PAFR) demonstrates Fridley's commitment to transparency by presenting the City's financial condition in a simple and easy-to-read format. Together with budget communications, these efforts exemplify Fridley's commitment to maintain transparent communication and preserve public confidence in city financial management.

This commitment to excellence has been recognized nationally. Fridley received the Certificate of Excellence in Financial Reporting, Distinguished Budget Presentation Award and Award for Outstanding Achievement in Popular Annual Financial Reporting in 2025, validating the Finance team's dedication to clarity and transparency in public financial communications.

Parks and Recreation

Creating vibrant community spaces and meaningful experiences that bring residents together

By expanding recreational facilities, hosting community events, the department demonstrated throughout 2025 how quality parks and engaging programming strengthen Fridley as a safe, vibrant, friendly and stable home for families and businesses.

Building Community Through Parks

The $30 million Park System Improvement Plan reached a pivotal milestone in 2025 with the complete reconstruction of Commons Park. This destination park at the heart of Fridley will feature an inclusive playground, splash pad, pickleball court complex, winter recreation area and updated ballfields when completed in 2026. The project represents a multi-department collaboration ensuring the park will be sustainable, maintainable and aligned with current recreation trends.

Oak Hill and Jubilee Parks received complete reconstructions, providing updated playgrounds, pavilions, courts and amenities for their surrounding neighborhoods. Community engagement also began for Flanery Park and Summit Square Park, which will be reimagined in 2026.

Establishing Fridley as an Arts Community

Fridley took a significant leap forward as an arts community in 2025. The City's first outdoor public art installation, a vibrant mosaic-tile sculpture of a Northern Leopard Frog by artist Jessica Turtle was celebrated at Moore Lake Park in September. Funded by the Rice Creek Watershed District and Mary T./Crooners Supper Club, the sculpture marks an exciting beginning.

The Parks and Recreation Commission also commissioned artist Ken McCall to create a large sculpture for the new Commons Park, funded by the Fridley Creative Arts Foundation. This growing partnership between the City, the Public Arts Commission and the nonprofit Fridley Creative Arts Foundation signals the stage is set for the arts to flourish in Fridley.

Engaging the Community Through Events and Programs

The department hosted numerous successful events that drew thousands of residents together throughout the year. Pumpkin Night in the Park attracted 3,000 attendees and was made possible by over 1,100 community volunteers. The Summer Concert Series provided 15 free concerts across various parks, with an estimated 1,500 people enjoying performances ranging from rock and reggae to chamber music and bluegrass.

The inaugural Fridley Community Seed Swap drew over 200 residents eager to exchange seeds and learn from Master Gardeners. Winterfest brought 400 people to Springbrook Nature Center for winter activities, while the Environmental Fun Fair hosted 450 participants. The Fridley '49er Days Committee successfully held their three-day parade and festival, raising over $30,000 to provide free activities for the entire community.

Expanding Recreation Opportunities

Recreation programming continued to grow in both participation and offerings. The ROCKS summer day camp served children for eight weeks with morning classes, field trips and daily activities, supported by free breakfast and lunch from Fridley Public Schools. The after-school program at Hayes Elementary enrolled 246 children across 21 different classes throughout the year.

Adult recreation leagues thrived, with 327 individuals participating in Pickleball Leagues and 107 teams in Volleyball Leagues, partnering with neighboring cities. The department successfully hired and trained 30 seasonal staff members who served as facility monitors, instructors, and gym supervisors.

Enhancing Nature Play Experience

Springbrook Nature Center's Nature Play Area received three significant additions designed to appeal to children of all ages. The cliff rider allows children and adults to safely swing between two towers over ten feet from the ground, creating multi-generational play experiences. The Parkour 5 features eight wood and rope elements for circuit-based challenges, ending in a custom "nest" feature. A six-foot-tall beaver sculpture provides space specifically designed for younger children. These enhancements have contributed to increased visitation and longer stays at the Nature Center.

Foundation Support

The Springbrook Nature Center Foundation continued its vital support, raising more than $25,000 through Spring Spree and Autumn Sampler events. Foundation funding provided $10,000 in summer camp scholarships, sponsored Pumpkin Night in the Park, installed a new water feature in the Nature Play Area, and supported building improvements. Since its inception in 1974, the Foundation has raised more than $5.7 million to support the Nature Center. Springbrook's summer camps served 641 campers with 14,626 hours of instruction, supported by 14 Junior Leaders who volunteered 1,176 hours.

Looking Ahead

With Commons Park nearing completion, continued neighborhood park improvements planned, and a growing public arts program, Fridley's parks and recreation system is positioned to serve as a cornerstone of community life for decades to come. The Department's collaborative approach ensures that every project strengthens Fridley's identity as a welcoming, vibrant community.

Public Safety

Serving as Fridley's first line of response in emergencies and community protection

The Public Safety Department comprises Fire, Police and Emergency Management working together to ensure resident safety through prevention, enforcement and rapid emergency response.

Response and Service Delivery

Fridley's emergency services maintained high performance standards throughout 2025. The Fire Division responded to 2,908 calls for service through October, with the on-duty crew handling 96% of incidents. Emergency medical services accounted for 62% of call volume, while fire-related calls comprised 38%. The division maintained an average turnout time of two minutes and managed 374 overlapping incidents requiring coordinated response.

Police calls for service reached an estimated 32,553 for the full year based on data through October, reflecting continued demand for public safety services across the community. The Administrative Division processed over 24,000 incident reports and supplemental reports while managing evidence, data requests and criminal case preparation.

Community Engagement and Prevention

The department prioritized proactive community engagement through multiple channels. The Fire Division installed more than 100 smoke alarms and 50 carbon monoxide detectors in homes, with significant support from the Fridley Lions Club donation. Fire prevention education expanded to reach all second and third-grade students, two area high schools and Fridley Middle School.

Major community events strengthened relationships between residents and first responders. Night to Unite brought together more than 80 registered block parties across all six districts in August. Safety Camp taught children ages 8-10 essential safety skills through hands-on activities. The Fire Prevention Open House and Anoka County Senior Health Fair achieved the highest vendor attendance in six years with 32 participants.

Police District Officers maintained consistent presence in their assigned geographic areas, addressing quality-of-life issues including parking complaints, neighbor disputes and business concerns. The district-based approach enabled officers to develop deep knowledge of local patterns and build lasting relationships with residents and business owners.

Specialized Programs and Partnerships

School Resource Officer Program

The School Resource Officer program continued building trust between law enforcement and youth through daily presence in local schools. Plans are underway to add two more SRO positions for the next school year, with potential for an additional position by 2026.

Toward Zero Deaths (TZD) Program

The TZD program demonstrated measurable impact on traffic safety. Since October 2019, dedicated TZD officers conducted 11,759 traffic stops, issued 3,115 citations and arrested 321 impaired drivers. The program's 623 total arrests included warrant arrests, stolen vehicle recoveries and fleeing suspects. Sergeant Chris McClish coordinated the county-wide TZD program bringing together all 11 Anoka County law enforcement agencies.

Violent Crime Reduction Unit

The Violent Crime Reduction Unit achieved significant results through regional collaboration. Detectives made 195 arrests and seized 89 firearms while removing substantial quantities of dangerous drugs from circulation: 3.97 kilos of powdered fentanyl, 6,295 fentanyl pills, 200 grams of heroin, 35.438 pounds of methamphetamine and 1.14 pounds of cocaine.

K-9 Unit

The K9 Unit expanded with the addition of K9 Knox, a one-year-old German Shepherd who completed 15 weeks of intensive training with Officer Waddle. K9 Finn continued service alongside Sergeant Roddy, with both teams certifying annually in building searches, human tracking, criminal apprehension and narcotics detection.

Youth Development and Future Workforce

The Fire Division internship program continued supporting future emergency services professionals. Interns from the Opportunities in Emergency Care programs at Spring Lake Park and Fridley High Schools worked approximately 20 hours per week as nationally certified Emergency Medical Technicians. Since the program's inception, three interns have been hired as Paid-On-Call Firefighters. The division hosted ride-alongs for dozens of students and began discussions with Anoka Technical College about hosting college student ride-alongs.

The Fire Division Explorers competed in the State Fire Explorers Competition at the State Fair, demonstrating their skills against teams from across Minnesota.

Mental Health and Wellness Support

The Community Resource Officer program launched as a trial initiative in January, pairing specially trained police officers with Embedded Co-Response Mental Health Clinician Erin Buller. The program addresses mental health, social service and community health needs through coordinated response.

The Faith and Safety Coalition brought together leaders from local faith-based establishments and Public Safety personnel for regular meetings supporting each other and strengthening community connections. The department also provided fall prevention presentations and fire safety education at senior living facilities including Willows Bend and The Harbors.

Looking Forward

The Public Safety Department continues evolving its service delivery to meet community needs through specialized programs, strategic partnerships and proactive engagement. Expansion of the School Resource Officer program, ongoing support for youth development initiatives and sustained focus on traffic safety and crime reduction position the department to maintain Fridley as a safe and vibrant community for all residents.

Public Works

Building infrastructure that connects and protects our community

Public Works is transforming Fridley's infrastructure to create safer, more connected neighborhoods while protecting our environment and ensuring reliable essential services for decades to come. Public Works delivered $50+ million in infrastructure improvements in 2025 that make Fridley safer, more connected and more sustainable.

Creating Safer, More Connected Transportation Networks

Bridges

Two major bridge projects are reshaping how Fridley residents travel safely through their community. The 44th Avenue Bridge and Trail improvements, funded by $2 million in federal grants secured with Anoka County partnership, will complete a critical gap in the Regional Bicycle Transportation Network by June 2026. This project connects the Mississippi River Regional Trail to Main Street's multi-use trail, giving families safe routes for biking and walking across the community.

Even more transformative is the 57th Avenue Northtown Yard Overpass Bridge project, which will finally connect East River Road to University Avenue over the BNSF rail yard. First identified in 2012, this $32 million project secured $16 million in federal Reconnecting Communities funding in 2025, plus $4.4 million in State funding. When completed in 2028, this bridge will end years of detours for thousands of residents and create new multimodal connections that make daily life easier.

Safer Streets

On existing streets, Public Works is responding directly to resident concerns about safety. After East Danube Road neighbors reported excessive speeding and cut-through traffic, the department installed speed humps that reduced traffic speeds by 18% and volume by 12% - making the neighborhood quieter and safer for families. The University Avenue lighting project, funded by a $2 million Minnesota Department of Transportation safety grant, is bringing LED lighting to 32 intersections, dramatically improving visibility and safety for drivers and pedestrians on this major corridor.

Protecting Drinking Water and Preserving Critical Systems

Public Works is ensuring Fridley residents have clean, safe water for generations. The Locke Park Water Treatment Plant will receive $6 million in upgrades in 2026, adding advanced filtration to remove PFAS contamination from wells and protect against future contaminants. This project, funded through a $3 million State grant and low-interest revolving loan, demonstrates proactive investment in public health.

Below ground, the Public Works is extending the life of aging infrastructure through strategic preservation. The 2025 sanitary sewer lining project rehabilitated 2.29 miles of pipe, reducing groundwater infiltration and avoiding costly future replacements. A similar project in the Melody Manor neighborhood will begin in 2026, continuing this cost-effective approach to infrastructure preservation.

Transforming Parks and Public Spaces

Fridley's parks are becoming more beautiful, accessible and environmentally sustainable. Three neighborhood parks - Oak Hill, Jubilee and Sylvan Hills - were completely renovated in 2025, with Sylvan Hills incorporating underground water quality chambers that will reduce neighborhood flooding while filtering stormwater. These improvements were funded through federal Community Development Block Grants and partnerships with the Mississippi Watershed Management Organization.

Commons Park construction is progressing toward a July 2026 grand opening, with youth baseball fields, pickleball courts, playground, splash pad and outdoor restrooms already complete. The new building will be enclosed before winter, allowing interior work to continue through spring. This $7 million investment is creating Fridley's premier community gathering space. Public Works is transforming Fridley's infrastructure to create safer, more connected neighborhoods while protecting our environment and ensuring reliable essential services for decades to come.

Solar installations at Moore Lake Park and the Public Works building are moving the City toward energy independence. The Moore Lake system will power both the building and most site features, while the Public Works building installation will provide approximately half the building's power needs.

Managing Our Urban Forest and Natural Spaces

The battle against Emerald Ash Borer continues strategically, with 47 diseased trees removed and 156 new trees planted across the community in 2025. Another 184 ash trees received chemical treatment to extend their life, while 108 trees were removed and 190 new trees planted on income-qualified properties ensuring every neighborhood maintains its tree canopy. The City's annual tree sale put 56 more trees in residents' yards.

Trail improvements are making it easier to enjoy Fridley's natural areas. New asphalt trails along Medtronic Parkway and East Moore Lake Drive improve connectivity, while wood chip trails in Springbrook Nature Center are being converted to limestone over two years, making the park more accessible year-round.

Innovating Service Delivery

Equipment Upgrades

Public Works invested in equipment that improves efficiency and environmental performance. A new leaf loader trailer, partially funded by a Coon Creek Watershed District grant, collects leaves five times faster than traditional sweepers while improving water quality. Solar-powered security camera trailers now protect construction sites and enhance neighborhood safety during projects.

Recreational Opportunities

Community Park Field #1 received a $25,000 upgrade to support Fridley Youth Sports Association's 2026 season during Commons Park construction, demonstrating the department's commitment to maintaining recreational opportunities even during major projects.

Repurposing Community Assets

The Fire Station No. 3 transformation exemplifies creative reuse of City facilities. Through $350,000 in federal Community Development Block Grant funding, Public Works rehabilitated the building to become home to Creative Flow Art Center, which focuses on serving artists with accessibility needs. Upgrades included a new accessible entrance vestibule, enlarged restroom with adult changing table and site improvements meeting full accessibility standards. The Center opened in October, bringing arts programming to underserved populations.

Milestones and Recognition

City services depend on dedicated public servants who choose careers in municipal government. Throughout 2025, Fridley welcomed new team members, celebrated long-tenured employees reaching milestone anniversaries, honored those who retired after years of service and remembered past colleagues who passed away. The City also invested in the next generation through internships and seasonal employment programs that provide valuable experience while supporting operations. New hires bring fresh perspectives and energy. Long-serving employees provide institutional knowledge and mentorship. Retirees leave legacies of accomplishment that shape how Fridley operates today. Together, they represent the continuity and renewal essential to sustained excellence in public service.

Employee Relations Committee

The Employee Relations Committee (ERC) hosted monthly events throughout the year to promote team building and interdepartmental socialization. From bingo sessions and chili cook-offs to group bike rides and ice cream sundaes, these gatherings strengthen workplace relationships and foster collaboration across departments.

The ERC also provided support for the Annual Employee Golf Outing, creating opportunities for staff to connect outside the workplace. These events ensure employees feel valued and connected to one another, building the strong workplace culture that enables us to serve residents effectively.

New Employees 

Promotions

• Bradley, Marleau, Police Officer
• Carl Lind, Civil Engineer
• Drake Ramirez, Police Officer
• James Jude, Paid-on-Call Fire Lieutenant
• James Lange, Deputy Director - Fire
• J.P. Odenthal, Public Service Worker - Parks Lead
• Jason Kuefler, Sergeant
• Jeffrey Jensen, Assistant Public Works Director
• Melissa Moore - Assistant City Manager
• Nancy Abts, Senior Planner
• Nicholas Steiger, Lieutenant
• Nolan Clark, Police Officer
• Pablo Garcia Rikkers, Paid-on-Call Firefighter
• Patrick Faber, Deputy Director - Police
• Paul Bolin, Director of Community Development/HRA Executive Director
• Richard Perron, Operations Manager - Streets and Parks
• Samuel Strong, Police Officer
• Stacy Stromberg, Assistant Community Development Director/Assistant HRA Executive Director
• Tyler Koll, Firefighter

Retirees 

• David Jensen, Building Inspector
• Mark Mickelson, Police Officer
• Mike Williams, Police Officer
• Sandra Hara, Utility Billing Clerk
• Scott Hickok, Director of Community Development
• Steven Monsrud, Deputy Director - Police

Milestone Anniversaries