WAYZATA — The Wayzata City Council is set to meet in closed session Tuesday night as the city confronts the fallout from a Hennepin County ruling that voided its short-term rental ban and considers whether to impose an emergency moratorium on new short-term rentals.
According to the public notice, the closed special meeting is scheduled for April 7, 2026, at 7:30 p.m., or shortly after the regular council meeting, under the attorney-client privilege exception in Minnesota’s Open Meeting Law. The notice says the closed session is for the council to meet with its attorneys regarding litigation brought by property owners against the city over its short-term rental ordinance.
The litigation stems from Ordinance 852, adopted last fall, which prohibited short-term rentals under the city’s rental dwelling licensing code. In an order filed March 30, Judge Joseph R. Klein held that Ordinance 852 “is a zoning ordinance,” that Wayzata was required to follow the procedural requirements of the Minnesota Municipal Planning Act, and that because it did not, the ordinance is “void.”
City staff is now asking the council to declare an emergency need for a temporary halt on new short-term rentals and to approve a first reading of Ordinance 859, described in the agenda report as “an Emergency Interim Ordinance Imposing an Immediate One Year Moratorium on New Short-Term Rentals Pending Study and Consideration of Amendments to the City’s Regulations and Official Controls.”
The agenda report says staff recommends adoption of the ordinance. It states that, after the court’s decision, the city needs time to study how short-term rentals should be addressed through its zoning ordinance and other official controls, especially given what staff described as the “potential for increased demand for new STR license applications.”
Under the draft ordinance, the city council would declare “an immediate, pressing, and emergency need” for a moratorium on new short-term rentals following the court order that voided Ordinance 852. The proposed measure would direct city staff to study whether the city’s zoning and subdivision ordinances should be revised to address short-term rentals.
The moratorium, if adopted, would last 12 months and would apply to any new short-term rental use in the city. The draft defines a short-term rental as occupancy of less than 30 consecutive calendar days. It would not apply to rentals with dwelling licenses that were active and in good standing either on the effective date of the new ordinance or on the effective date of Ordinance 852.
The draft goes further than pausing applications. It says the city would not “accept, issue or process any application of any kind” related to new short-term rentals during the moratorium, and that any such application received would be denied.
Staff also outlined how the vote would matter. The agenda report says the moratorium would begin immediately only if at least four of the five council members vote to declare an emergency in the ordinance preamble. Otherwise, if approved by a simple majority, it would take effect only after a second reading at a later meeting and publication.
The court order did not decide every issue raised in the lawsuits. Judge Klein declined, for now, to rule on the plaintiffs’ nonconforming-use claim and did not reach the takings issue, both because Ordinance 852 had already been found void.
Tuesday’s closed session signals the city is weighing its legal options, while the proposed moratorium suggests officials may try to prevent any expansion of short-term rentals while they reset the ordinance process through a zoning study and possible code changes.
In a phone interview this morning, Mayor Andrew Mullin clarified that elected officials are considering the appropriate next moves, both legally and from a policy standpoint including the requests from staff.
“The city is evaluating its options, including an appeal of the court case, the requested moratorium, appropriate zoning measures, and allowing short term rentals for responsible operators. Policymakers will evaluate staff’s recommendations and determine the next steps in both the public council meeting and closed session.”
Stay tuned to Wayzata.com for more on this issue as it develops.
This story was updated to reflect Mayor Mullin’s comments.
WAYZATA — A Hennepin County judge has voided Wayzata’s short-term rental ban, ruling that the city adopted the measure as if it were a licensing change when it legally functioned as a zoning ordinance and required a different public process.
In an order filed March 30, Judge Joseph R. Klein held that Ordinance 852 “is a zoning ordinance,” that the City of Wayzata was required to follow the procedural requirements for enacting or amending zoning ordinances under the Minnesota Municipal Planning Act, and that because the city did not do so, the ordinance is “void.”
The ruling marks a major turn in a dispute that began last fall after Wayzata moved to prohibit rentals of fewer than 30 consecutive days in licensed rental dwellings.
The ordinance was adopted Sept. 23, 2025, after first and second readings on Sept. 9 and Sept. 23, and published Oct. 2. It changed the city code to require that licensed rental dwellings be occupied only under written leases of at least 30 days and added language stating that no person may lease or allow use of a dwelling unit as a short-term rental. Existing rental licenses held by the plaintiffs were set to expire March 30, 2026, with the ordinance taking effect for existing short-term rentals on April 1, 2026.
Property owners sued in October, arguing the city’s action was not merely a licensing amendment under Chapter 815, but a land-use regulation that should have gone through the zoning procedures required by state law, including a noticed public hearing before the Planning Commission. The city argued it was exercising its police powers and was not required to follow that process.
Judge Klein sided with the property owners on that core issue.
The court’s order does not resolve every question raised in the lawsuits. Klein denied, for now, the plaintiffs’ claim seeking a declaration on nonconforming-use rights, holding that issue was not ripe because the ordinance itself had already been found void. The court also did not reach the takings issue for the same reason.
That means the ruling turns on process, not on whether the city could ever regulate short-term rentals through a properly enacted zoning ordinance or whether any specific property owner has established vested rights.
The litigation traces back to two lawsuits filed in October and November 2025 by Wayzata homeowners seeking relief in district court. Those cases were later consolidated, according to the court’s background summary.
For Wayzata, the ruling is a significant setback in its effort to end short-term rentals through the ordinance adopted last year. For the plaintiffs, it is a clear win on the legal theory that the city changed the rules on land use without using the procedures Minnesota law requires for zoning changes.
Whether the city appeals, restarts the process, or takes another approach to regulating short-term rentals is likely to determine the next chapter in a debate that has already drawn close attention from property owners and city officials alike.
WAYZATA — The City of Wayzata is taking a fresh look at its park dedication requirements, with City Council members beginning to explore alternative approaches as part of a broader ordinance review.
At issue is how the city calculates park dedication—fees or land contributions required when property is subdivided. The tool is widely used across Minnesota to help fund parks and public spaces. But under state law, those requirements have to be tied to the impact of new development.
“This is really about trying to bring it up to the standards and compliance with state statute…”, stated Community Development Director Alex Sharpe in a March 24th workshop.
The discussion traces back to a January 22nd action, when applicant Dray Trustee formally reserved the right to test the city’s requirements. Rather than wait for a challenge, the Council directed staff to take a closer look.
“The agreement was to reserve the applicant’s right to test the park dedication,” stated Sharpe.
What Wayzata Requires
Under current code, Wayzata requires:
10% of land value for residential development
6% for commercial properties
Those numbers are applied at the time of subdivision. In some cases, land can be dedicated instead of cash, but most of the recent discussion has focused on fees paid in lieu of land.
“What we’re really trying to address… is the fee in lieu of…” stated Sharpe.
Where the Pressure Is Coming From
The structure itself isn’t unusual. What’s drawing attention is how it plays out in a place like Wayzata.
Because the formula is tied directly to land value, the same percentage produces much larger fees here than in most surrounding communities.
In at least one recent example discussed in the materials, the required dedication reached into six figures for a single project. That outcome isn’t an outlier—it’s how the formula works when applied to high-value land.
That’s where the legal question starts to come into focus: whether those numbers still reflect the actual impact of development on the park system.
How Other Cities Do It
A comparison of nearby cities shows just how different these policies can look in practice.
Some cities use flat, per-unit fees:
Shakopee charges about $5,500 per unit
Blaine is closer to $6,500
West St. Paul is around $3,000
Others base it on land area:
Minnetonka uses an acreage model, typically in the $7,000 to $8,000 per acre range
Maple Grove combines acreage, land value, and caps
And some use percentage-based systems, though often at lower levels:
Excelsior applies 3.5% of market value, with a minimum but no cap
Bloomington ties fees to a proportional share of park demand
Against that backdrop, Wayzata’s 10% requirement stands out—not necessarily in structure, but in scale once land values are factored in.
What Happens Next
City staff are now reviewing the ordinance, including how it aligns with state law and how other cities are structuring similar requirements. Any changes would come back to the Council at a future meeting.
For now, no decisions have been made.
But the direction is clear: the city is taking a closer look before the issue is forced by a formal challenge.
At the March 24 workshop, the Wayzata City Council revisited a familiar lakeside idea with a more refined lens: whether to continue — and potentially expand — a seasonal boat rental operation on the new Panoway docks adjacent to the Depot.
The discussion focused on a proposal from Tonka Boat Rental (TBR), following a pilot season in 2025 that introduced rental boats to Wayzata Bay’s reimagined waterfront.
A Pilot Program on the New Waterfront
Last year, the city approved a one-season agreement allowing TBR to operate from two slips located on the Panoway dock system near the Depot — not the historic Depot docks themselves, but immediately alongside them as part of the broader lakefront redesign.
Under that agreement, TBR paid $8,500 per slip, generating $17,000 in revenue for the city during the May through October boating season.
The concept aligned with one of the city’s stated strategic priorities: diversifying revenue while enhancing public access to Lake Minnetonka.
LMCD Dynamics Shift
A central issue during the 2025 season was whether rental boats could remain moored overnight.
At the time, the Lake Minnetonka Conservation District (LMCD) denied the city’s request to convert the slips from transient to rental designation. That denial required TBR to remove its boats each evening — a logistical hurdle that shaped the operation throughout the season.
City staff clarified during the workshop that the denial was not tied specifically to Tonka Boat Rental’s business model, but rather to limited compliance issues associated with the city’s broader Panoway application — issues that have since been addressed.
In the months since, the regulatory landscape has also evolved. The LMCD has allowed similar rental slip arrangements in Excelsior, signaling a potential shift in how such uses may be evaluated across the lake.
A Longer-Term Vision
Tonka Boat Rental is now seeking to build on its initial season with a proposal that includes:
A three-year agreement with the city
A renewed application to the LMCD for overnight docking approval
Consideration of adjusted lease terms if overnight storage is not permitted
Council members reviewed the request alongside an operational summary from 2025, discussing both financial performance and how the use fits within the evolving character of the Panoway waterfront.
Access vs. Atmosphere
The conversation reflects a broader question facing Wayzata as it continues to shape its lakefront: how to expand access without compromising the experience.
The Panoway docks were designed as a public-facing amenity — an extension of Lake Street that invites people to the water’s edge. Introducing a rental component adds energy and accessibility, particularly for visitors who may not otherwise get out on the lake.
At the same time, councilmembers weighed how commercial use integrates with public docking, pedestrian flow, and the visual rhythm of the harbor.
It’s a modern layer atop a historic shoreline — one that has evolved from Dakota gathering grounds to steamboat landings, and now to a carefully curated civic waterfront.
Next Steps
No formal action was taken at the workshop, but the discussion sets the stage for a future decision on whether to extend the agreement and under what terms.
With prior LMCD concerns addressed and new precedent emerging elsewhere on Lake Minnetonka, the path forward may look different than it did a year ago.
For Wayzata, the question is not just whether to allow boat rentals — but how they fit into a lakefront designed to serve both the community and the wider region, with intention and care.
Wayzata’s two charitable gambling organizations — the Wayzata Lions Club and Wayzata American Legion Post 118 — reported strong financial performance and growing community impact during an update to the Wayzata City Council on March 10.
Leaders from both groups described how charitable gambling revenues are helping fund local nonprofits, youth programs, veteran services, and community improvements across the region.
Wayzata Lions report record year
Tim Anderson of the Wayzata Lions Club opened the presentation with a review of the club’s community service work over the past year.
The Lions continue a long list of local initiatives, including Salvation Army bell ringing — an effort the club has supported for 15 to 20 years.
The club also participates in Wayzata’s Light Up the Lake event and organizes a popular Letters to Santa station, where children write holiday messages that Lions members later respond to. Anderson said the club collected 155 letters from children this year.
Other volunteer efforts include helping at Special Olympics events in Stillwater, supporting the Tour de Tonka diabetes fundraiser, and volunteering with Feed My Starving Children, where members pack meals for international hunger relief.
The Lions also continue their longstanding eyeglass collection program, gathering 4,239 pairs of glasses last yearthrough a network of about 24 collection sites across the region.
Beyond volunteer work, the club distributes significant charitable donations each year. Anderson said recent contributions included:
Equipment funding for the Wayzata Fire Department
Support for Interfaith Outreach, Hammer Residences, and The Retreat
Donations to the Ridgedale Library and Hope Chest for Breast Cancer
Funding for the Wayzata Symphony Orchestra and Blue Water Theatre
Four $1,000 scholarships for Wayzata High School students through the Wayzata Education Fund
The club also partners with Senior Community Services and hosts holiday events for residents at Boardwalk Apartments, which Anderson noted is one of Wayzata’s Section 8 housing properties.
Looking ahead, the Lions plan to assist with improvements at Gullickson Field near Gleason Lake, including new paint, rock work, and signage.
Gambling revenue drives charitable giving
Nancy Nelson, the Lions Club’s lawful gambling manager, reported that the club’s charitable gambling operation posted record results during its most recent fiscal year.
Gross gambling revenue reached $5.3 million, the first time the organization has surpassed the $5 million mark.
Those revenues allowed the Lions to distribute $150,500 in charitable donations, also a record for the organization. Nelson said the previous high had been around $109,000.
Since the club’s founding in 1954, Nelson said the Wayzata Lions have now donated more than $4 million to charitable causes.
Nine months into the current fiscal year, operations remain strong. Nelson said electronic pull tabs and E-Link Bingo have helped boost revenue while traditional paper games remain a core part of the operation.
The Lions currently hold a five-star rating from the Minnesota Gambling Control Board, a designation awarded to organizations that direct more than 50 percent of net proceeds to charitable purposes. Nelson also noted the club has maintained clean regulatory audits.
Legion gambling supports veterans and community
Doug Carter, the relatively new commander of Wayzata American Legion Post 118, also provided an update on the Legion’s charitable gambling program.
Carter, a U.S. Navy veteran who served alongside Marine units at Camp Huntington and during Desert Shield and Desert Storm, said the organization has benefited significantly from the addition of electronic pull tabs and paper pull tabs.
Historically, the Legion relied primarily on bingo and meat raffles, which Carter said barely covered operational costs as membership declined and the organization’s veteran base aged.
“With the diminishing membership and increasing member age, by adding electronic pull tabs and paper pull tabs our membership benefits have increased and the benefits to the community have increased as well,” Carter told the council.
For the current fiscal year, which runs July 1 through June 30, the Legion has generated approximately $1.86 million in gross revenue through February, averaging about $240,000 per month.
If the pace continues, Carter said the organization expects to reach about $2.82 million in revenue for the fiscal year, roughly a 15 percent increase compared with the prior year.
The Legion currently distributes about 84 percent of its net proceeds to charitable causes, which also qualifies the organization for a five-star rating with the state.
Carter said roughly 60 percent of the Legion’s charitable giving supports veterans organizations, while about 40 percent goes to community causes.
Recent recipients include:
Plymouth–Wayzata Youth Baseball and Softball
D.A.R.E. programs
Gillette Children’s Hospital
HopeKids
The Randy Shaver Cancer Research Fund
Sharing and Caring Hands
Wayzata Crime Prevention Coalition
Gambling revenues have also helped fund improvements to the Legion building itself. Carter said the organization recently added a third ADA-accessible restroom to better accommodate aging members and guests.
Partnership across the community
Both organizations emphasized their cooperative relationship with the city and with one another.
Mayor Andrew Mullin noted that when Wayzata allowed multiple charitable gambling licenses in the city, some had feared the organizations would compete for limited revenue.
Instead, he said, both groups appear to be thriving.
“We appreciate the relationship that we have with the city and with the Lions,” Carter said. “We look at it as a team to benefit the community, and we’re all working well together.”
City council members thanked both organizations for their service and contributions to the community.
Between the Lions and Legion operations, charitable gambling continues to generate millions of dollars in local economic activity and hundreds of thousands of dollars in charitable donations each year, supporting a wide range of programs across the Wayzata area.
Mayor Andrew Mullin congratulates Aurora Yager on being selected as the Wayzata City Manager.
WAYZATA — Mayor Andrew Mullin said Wayzata remains financially strong and well positioned for the future, even as the city faces the growing pains that come with being one of the most popular destinations on Lake Minnetonka.
Delivering his annual State of the City address, Mullin described a community experiencing both opportunity and pressure. Wayzata’s restaurants, parks, and lakefront amenities continue to draw visitors from across the metro, bringing energy and economic activity — but also traffic, noise, and new demands on city services.
Mullin recalled a recent conversation with a resident during one of his monthly “Mayor Meetup” sessions at the Wayzata Bar and Grill.
The resident, he said, summed up the moment by describing Wayzata’s popularity as a blessing that can sometimes feel like a headache.
“As I stand before you today, reflecting on our progress over the last year, I’m proud to report that the state of our city remains strong,” Mullin said.
The past year has brought significant transition in city leadership. The Wayzata City Council currently includes Molly MacDonald, Alex Plechash, and Ken Sorensen, along with Dan Cook, who returned to the council following the departure of Jeff Parkhill.
The city also recently concluded a national search for a new city manager, selecting Aurora Yager for the role. Mullin described the leadership changes as part of a broader period of renewal at City Hall.
Public safety leadership also saw changes, with Jamie Baker now leading the police department and Kevin Klapprich continuing to oversee the city’s fire service as the city prepares to create its first full-time fire chief position.
Despite its small size, Wayzata manages a substantial tax base. The city has roughly 4,500 residents but a taxable market value of about $3.6 billion. Its consolidated budget across all funds totals roughly $23.1 million, with a general fund of about $9.8 million. City officials approved a 4.9 percent levy increase for 2026, which Mullin said was the lowest increase in the past five years.
Mullin also reminded residents that only a portion of their property taxes remain in Wayzata. Of every property tax dollar collected, about 37 percent goes to schools, 37 percent goes to Hennepin County, 19 percent goes to the city itself, and the remaining share goes to other jurisdictions.
Education remains one of the largest drivers of local taxes. Mullin encouraged residents to learn more about the upcoming referendum proposed by Wayzata Public Schools, which voters will consider April 14. The proposal totals $561 million and includes renewal of a technology levy, major facility improvements across the district, and a potential aquatic facility at Wayzata High School if the broader measure is approved.
Public safety was another major focus of the mayor’s remarks. Wayzata’s police department now includes 18 sworn officers along with community service officers and records staff. Mullin said the city has strengthened enforcement of nuisance behaviors tied to increased downtown activity, including exhibition driving and unsafe e-bike use. New ordinances allow stronger penalties and give officers additional tools to address issues that have become more common as the city attracts more visitors.
On the fire side, the city is making new investments aimed at strengthening recruitment and retention. Wayzata is increasing firefighter pension contributions, raising wages, and preparing to hire its first full-time fire chief. Fire calls have risen sharply, reaching 385 in 2025, a 36 percent increase since 2023. The city also recently financed a new ladder truck while maintaining its AAA bond rating, the highest credit rating available to municipalities.
Several visible public improvements were completed over the past year as well. The city invested about $1 million in upgrades to Klapprich Park, including an expanded warming house, a new playground, improved drainage for skating and recreation, and better parking access. Improvements also continued along the Wayzata Lakewalk, where the city added step-down access to the water, upgraded transient dockage, and installed marine-grade electrical service.
Development remains a major topic in the community, with several high-profile projects still evolving. The former Moments of Wayzata senior housing proposal site has changed ownership and will no longer proceed as senior housing. The 201 Lake Street redevelopment project remains on hold while developers work through financing challenges, while the redevelopment of the former TCF Bank site remains tied up in litigation. Meanwhile, the Wells Fargo redevelopment project at 900 Wayzata Boulevard is nearing completion.
Residents should also prepare for significant highway construction in the coming months. The Minnesota Department of Transportation plans a $50 million reconstruction and resurfacing project along the U.S. Highway 12 and Interstate 394 corridor between Shoreline Drive and Interstate 494. The project is expected to run from April through the fall, bringing lane reductions and ramp closures that could affect travel to and from Wayzata throughout the summer.
Looking ahead, city leaders are studying long-term facility needs for police and fire services, exploring potential new revenue sources such as a local food and beverage sales tax, and expanding opportunities for residents to engage with city government through community meetings and outreach.
Despite the challenges that accompany growth, Mullin said Wayzata’s strong financial footing and active civic culture position the city well for the future.
At his State of the City address Thursday evening, Mayor Andrew Mullin announced that the Wayzata City Council has selected Aurora Yager as the city’s next City Manager.
“Earlier this week with the city council, and the vital support of our designated community and employee panels met with our finalists, and after this rigorous process I am proud to announce that Aurora Yager has been selected as our next city manager,” Mullin said to a round of applause.
After the applause subsided, Mullin added with a smile, “Thank you Aurora, for good or bad, we will be partners in crime for the next several years.”
The appointment follows a national search process that drew more than 30 applicants. The City Council reviewed nine semi-finalists before narrowing the field to three finalists, each of whom participated in multiple rounds of interviews involving councilmembers, senior staff, and community representatives.
Yager, who has served as Interim City Manager since October 2025 and previously as Deputy City Manager since 2019, ultimately emerged as the council’s choice.
In her role as Deputy City Manager, Yager served as Director of the Administration Department with oversight of Finance, Human Resources, Communications, and DMV services. She partnered closely with the City Manager and City Council to advance strategic priorities and organizational performance.
Her portfolio has included leading Wayzata’s annual budget process for an approximately $23 million consolidated budget and overseeing updates to the city’s 10-year, $47 million Capital Improvement Plan. She has also directed debt issuance processes and led bond rating calls to maintain the city’s AAA bond rating.
Yager has supervised department heads and administrative staff while supporting the management of roughly 175 employees citywide. Her work has included negotiations on collective bargaining agreements, long-range financial forecasting, and implementation of strategic initiatives such as the city’s first Quality of Life Community Survey.
Before joining Wayzata, Yager served as Assistant City Administrator in Howard Lake, where she managed public works operations along with finance, HR, and communications functions . She holds a Master of Public Administration from the University of Kansas.
Reached by email Friday morning, Yager shared the following statement:
“I am truly honored to continue serving the Wayzata community as its next City Manager. Over the past six years as Deputy City Manager, I have developed a deep appreciation for Wayzata’s strong sense of community, its outstanding City staff, and its dedicated City Council. I am grateful for the opportunity to help lead Wayzata into its next chapter.”
Having observed a portion of the finalist interviews firsthand, it was clear Yager brought both command of operational detail and a steady, composed presence to the process. Her familiarity with Wayzata’s ongoing initiatives and institutional knowledge stood out during questioning.
With the council’s selection now formalized, Yager transitions from interim leadership into the permanent role as the city continues navigating major development discussions, infrastructure planning, and long-term strategic priorities.
Stay tuned for more on the State of the City Address from Mayor Andrew Mullin.
WAYZATA — The Wayzata City Council voted 4–1 to approve Resolution 12-2026, advancing a planned unit development (PUD) general plan and preliminary plan for the Walser project at 1022 and 1042 Wayzata Boulevard East — the site currently occupied by Mulberry’s and a long-vacant former gas station parcel.
The action approved a package of requests that included a PUD general plan, preliminary plat and plan, five variances, and two design deviations. Several council members emphasized that the project’s next step — the final development agreement and final PUD documents — will carry added scrutiny and will be the mechanism for putting operational “guardrails” in writing.
“This site doesn’t lend itself to really that,” Council Member Ken Sorenson said, referring to higher-traffic retail uses the corridor often seeks. “I think the real critical issue on the site is access. And it begs for a low amount of traffic.” He added that the “real key issue” now is “making sure [the] development agreement [is] as specific as possible in the operation of [the] facility… if it really does operate like it’s being presented it’s a good use of the site but the concern is it kind of over time they move into something a little bit different.”
A Challenging Site With a New Proposal
City staff described the redevelopment as a full reset of the two-parcel site — demolition of the remaining dry cleaner building, combined parcel planning, and a new commercial building intended for boutique luxury auto sales and service.
Council discussion repeatedly returned to the location’s physical constraints: the unusual access patterns, the proximity to homes and apartments, and the legacy layout of curb cuts and grades.
Mayor Andrew Mullin noted he tried to pin down the timeline of the former station’s closure while reviewing the record. “I couldn’t identify exactly when the gas station had closed,” he said. “I can give you personal reference on when the gas station closed in 2010 or 2009… But the gas station had closed before I made that move.”
Walkability and the Sidewalk Buffer
One of the evening’s clearest points of alignment was the desire to improve walkability along Wayzata Boulevard East — and to use this redevelopment to move the corridor closer to the city’s long-term vision.
Council Member Alex Plechash said he was glad the plan no longer tried to “wrap a Lamborghini dealership around the dry cleaner,” which he said was the reason he opposed an earlier round. “It just didn’t make sense to me,” he said. “So I’m really happy that that result.”
Plechash also referenced the corridor’s design standards and the future the city has tried to shape. “We had this vision of Wayzata… 10, 20, 30 years from now,” he said. “And one feature of that was walkability and setback from the road which was a safety and aesthetic.”
Mayor Mullin said he appreciated the applicant’s willingness to adjust the sidewalk configuration to support that direction. “The willingness to partner with us on a change in how the sidewalk is configured for that buffer… now that you understand the context of kind of the migration that we’re trying to make over time all along the corridor,” he said.
The final motion to approve included an added condition aimed at a buffered sidewalk with standard trees and a public-private approach as the project proceeds into the final development agreement.
Setback and Residential Edges Remain a Flashpoint
The project’s most consistent tension point was how tightly some site elements sit near residential neighbors — particularly the parking setback and the overall feel of a commercial use pressing up against homes and apartments.
Council Member Molly MacDonald said neighborhood support weighed heavily in her decision, even as she remained uneasy about the project’s proximity to residences.
“The neighborhood support really weighed heavily on me,” MacDonald said. “Even with my own resistance to this idea, the neighbors supporting it is more important than my personal opinion.”
Still, she described lingering discomfort with the setback. “Our neighborhoods are… what makes Wayzata so special,” she said. “And having a commercial business so close to a residential neighborhood… I don’t love that idea.”
MacDonald pointed to the fence improvements but said she wished setbacks had been treated as non-negotiable. “The fence and the capacity of the fence is a really, really nice thing to do,” she said. “But I think it would have been a wonderful addition to abiding by the setbacks for the residents.”
She also noted the building’s growth from earlier iterations. “The building grew a thousand square feet,” she said. “So perhaps it could go back to its original size and then we would still be protected.”
MacDonald also asked the applicant to provide real-world benchmarks — test drives, appointments, and service volume — from other boutique Lamborghini dealerships. Walser responded that comparable stores are private businesses and often aren’t willing to share internal metrics, and said some of those operations don’t track test-drive counts in a way that produces clear monthly figures, which kept the discussion focused on writing enforceable operational limits into the development agreement.
Support from Nearby Neighbors
Two speakers spoke in support during public comment, including Gordy Straka, who urged the council to weigh existing noise and enforcement realities along the corridor.
“They’ve been really good to deal with,” Straka said of the applicant team. On concerns about engine noise, he added: “this noise thing, everybody concerned about it, it’s ridiculous… If you’ve got a law, let’s enforce it.”
Straka also argued the proposed use is preferable to other high-traffic concepts the city has seen. “And we’re all in favor of this because it should be a little volume than what the last thing you proposed with a drive-through coffee,” he said.
A second supportive speaker, Greg Hoglund — an owner of the adjacent apartment building — told the council he and his wife support the project despite being among the closest impacted neighbors.
“Normally the person next to the development is opposed to it,” he said. “I and my wife are in favor of it, okay?”
He said stormwater and drainage have been longstanding problems. “There is probably 50 years of water damage,” he said. “Number one, you’re gonna fix your water problem for a lot of residents. That is a big thing.”
He also credited the applicant’s outreach. “They have been extremely collaborative and open-minded and willing to work with us,” he said, calling it “the opposite of any developer I’ve ever dealt with living next to it.”
Future Use Guardrails and the Development Agreement
Even with approval, multiple council members stressed that the development agreement must be precise about what the business is — and what it cannot become later.
Mayor Mullin said he shared concerns about “unintended consequences for a future user.”
“We wouldn’t want unintended consequences of somebody picking up this for a car use that is different than what we intended in terms of boutique sales,” he said.
Mullin said his comfort level increased if the operation is lower-intensity than past or current uses. “What gave me some comfort is if the use is lower than the existing dry cleaner,” he said, adding that the city wants “parameters in that development agreement that prevent future change… because it runs in the land.”
Council Member Dan Koch said he viewed the proposal as a quieter option than some past ideas. “I think this is a much better use,” he said. “I think it will be quieter… as good of a use for this property with traffic and noise as we can get.”
What Happens Next
While the council approved the PUD general plan and preliminary plan, staff and council made clear that additional actions remain ahead, including final PUD documents and a development agreement intended to incorporate the council’s operational conditions and the updated sidewalk-buffer concept.
Council members signaled that future review will focus on ensuring the final language matches the intent expressed during the meeting — particularly around residential edges, walkability and the long-term limits on how the site can be used.
As Sorenson put it, the project can be a fit — but only if it stays true to what’s being presented now. “If it really does operate like it’s being presented it’s a good use of the site,” he said.
WAYZATA — The City of Wayzata has announced three finalists in its search for the community’s next City Manager: Andrew Letson, Charlie Miner, and Aurora Yager.
The finalists were selected by the Wayzata City Council from a pool of five semi-finalists through an executive search conducted by MGT Impact Solutions.
Selecting a city manager is among the most consequential responsibilities of the council in Wayzata’s council-manager form of government. The city manager serves as the chief administrative officer, overseeing day-to-day operations, implementing council policy, managing staff, and guiding long-term financial and operational planning.
The three finalists bring varied public sector backgrounds spanning county administration, municipal leadership, law enforcement, and higher education.
Andrew Letson
Andrew Letson currently serves as County Administrator for Meeker County, Minnesota (population 23,400), where he oversees 215 employees and a $46 million budget.
Letson brings more than 15 years of experience in local government. Prior to his county role, he served as Public Works Director for the Village of Lincolnwood, Illinois.
He holds a Master of Public Administration from Northern Illinois University and a Bachelor of Arts in Public Administration/Policy Analysis and Political Science from the University of Wisconsin–Stevens Point. Letson also previously served in the Wisconsin Army National Guard.
Charlie Miner
Charlie Miner currently serves as Mayor of Long Lake, Minnesota (population 1,900), and works as a Professional Services Specialist for Lexipol, a national provider of online policy manuals for government agencies.
Miner brings more than 30 years of public sector experience. He previously served as a police officer before advancing into progressive leadership roles at the University of Minnesota. As Deputy Chief of Police (Administration), he oversaw approximately 300 staff members and a $9 million budget.
Miner holds a Master of Public Affairs from the University of Minnesota and a Bachelor of Science in Public Administration and Law Enforcement from Minnesota State University–Mankato.
Aurora Yager
Aurora Yager currently serves as Interim City Manager for Wayzata (population 4,400), a role she assumed following the departure of former City Manager Jeff Dahl in July 2025. Yager has served as Wayzata’s Deputy City Manager since 2019, overseeing the Department of Administration.
Wayzata employs approximately 175 staff members and operates with a $23 million budget.
Yager brings 10 years of local government experience, previously serving as Assistant City Administrator for Howard Lake and earlier as an Administrative Intern for Eden Prairie.
She holds a Master of Public Administration and a Bachelor of Social Welfare from the University of Kansas.
Public Interviews Set for February 24
Finalist interviews will take place Tuesday, February 24, beginning at 8:30 a.m. at Wayzata City Hall and the Wayzata Library.
Three interview panels will participate in the final selection process:
The Wayzata City Council
The Staff Leadership Team
Invited community members representing city commissions, boards, the business community, and residents
The interviews are open to the public to observe in person. A detailed schedule will be included in the February 24 City Council agenda packet.
Former City Manager Jeff Dahl served Wayzata for more than nine years before accepting the position of City Administrator for Woodbury, Minnesota, in July 2025.
The council is expected to continue its deliberations following the February 24 interviews.
The Wayzata City Council reviews City Manager Candidates with MGT Impact Solutions, LLC.
The Wayzata City Council took a significant step forward Thursday evening February 5th in its search for the city’s next city manager, reviewing nine semi-finalist candidates and narrowing the field for first-round interviews with consultants MGT Impact Solutions, LLC. During a lengthy work session, council members—guided by executive search consultants—focused less on rankings and more on shared impressions, leadership temperament, and overall fit for Wayzata’s highly engaged and complex civic environment.
During the work session, the City Council reviewed anonymized summaries of each candidate, referring to applicants by number to protect confidentiality. Executive search consultants Ellen Hiniker and Pam Dmytrenko presented highlights from résumés, interviews, and reference checks, after which council members discussed strengths, potential concerns, and overall fit. The council then worked collaboratively to narrow the field, identifying candidates to advance to first-round interviews and outlining next steps in the selection process.
Below is a high-level overview of each candidate as presented to the council:
Candidate #1 has nearly 30 years of local government experience, including senior municipal leadership roles in Minnesota. The candidate has worked across community development, budgeting, personnel management, and city operations, and has led complex redevelopment projects, including a mixed-use development that integrated a new city hall with housing and commercial space. Currently serving as a city manager in another state, the candidate expressed interest in returning to Minnesota for family reasons.
The candidate is described as a collaborative, consensus-oriented leader with strong communication and analytical skills. References cited a modern management style, visibility in the community, and an ability to address conflict directly while remaining open to feedback and innovation.
Candidate #2 brings more than a decade of city management experience across multiple states, including Minnesota, and has worked in communities of varying size and complexity. Their background includes serving as a city manager for approximately 10 years, preceded by senior experience with a large Midwestern city that provided broad operational exposure across municipal departments. The candidate has managed highly engaged communities with strong political dynamics and public expectations.
The candidate has led organizations through crisis response, trust-building efforts, and major reforms, including police accountability initiatives. In a recent role, they managed an all-funds budget of roughly $110 million and addressed fiscal and organizational challenges shaped by state-level constraints. References described the candidate as highly visible, data-driven, and an effective communicator with a collaborative but accountable leadership style and a strong focus on community engagement. The candidate expressed interest in leading a dynamic, engaged community and cited ongoing professional and personal ties to Minnesota.
Candidate #3 is currently serving as a city administrator and brings experience across large cities, suburban communities, and county government. Their background includes municipal administration, human resources, operations, and large-scale organizational response management, providing exposure to both complex urban systems and smaller, resource-limited communities.
In their current role, the candidate has led significant organizational restructuring, rebuilding staff and advancing community and economic development initiatives. They have pursued outside funding, managed contentious redevelopment efforts by convening stakeholders, and are overseeing a complex environmental challenge involving PFAS, including water system coordination and legislative engagement. Prior roles include serving as HR and operations director for a large city and as a county coordinator, where the candidate guided a rare and high-pressure school district dissolution process. References described the candidate as strategic, analytical, relationship-driven, and effective in politically sensitive environments. The candidate expressed interest in leading a highly engaged community with strong service expectations and civic involvement.
Candidate #4 brings more than 25 years of progressively responsible local government experience, including service as a city administrator in two smaller, similarly sized communities and, more recently, as a senior administrative leader in a larger city. Their background includes municipal operations, redevelopment, organizational leadership, and regional collaboration.
As a city administrator, the candidate led commercial and industrial redevelopment efforts, including a major commercial project and the strategic use of a municipal liquor enterprise to support broader development goals. Other experience includes overseeing a multi-year fire service consolidation across multiple jurisdictions and leading the purchase and retrofit of a large facility for public works. In their current role as director of administrative services, the candidate oversees human resources, the city clerk’s office, communications, and facilities. References described the candidate as steady, analytical, ethical, and dependable in times of conflict or crisis, with an approachable, people-focused leadership style. The candidate cited strong interest in Wayzata’s engaged community, high service expectations, and collaborative civic culture.
Candidate #5 currently serves as a public works director and brings experience overseeing multiple operating and capital budgets, with a strong background in infrastructure and capital project management. The candidate described their career path as evolving beyond traditional public works functions after gaining exposure to broader municipal operations and administration.
The candidate highlighted experience managing complex, multi-jurisdictional infrastructure projects, including contentious roadway and county-led initiatives, and emphasized a people-centered, calm approach under pressure. Other projects included collaboration on an assisted living development and sustained public engagement efforts during economically constrained periods. The candidate described their leadership style as service-oriented and community-focused, with an emphasis on transparency and resident involvement. Council members noted general familiarity with the candidate’s work and indicated that further evaluation could occur if the candidate advances in the process.
Candidate #6 brings experience across both city and county government, currently serving as a county administrator in Minnesota after earlier roles as a director of public works and in municipal administration. The candidate has led a county organization of more than 200 employees with oversight of an operating budget reported at approximately $46 million, a role described as comparable in scope to managing a mid-sized city.
The candidate emphasized an adaptive leadership style focused on transparency, procedural fairness, and consistency, particularly during complex or high-interest projects. Experience includes departmental reorganizations, labor and contract negotiations, regional water infrastructure projects, redevelopment initiatives involving multiple public and private partners, and public communication during periods of fiscal pressure. References described the candidate as calm, professional, highly visible, and effective at translating complex operational issues into clear information for elected officials. The candidate expressed interest in returning to city management and cited the transferability of county leadership experience to municipal operations.
Candidate #7 brings a public service career that began in parks and recreation before transitioning into law enforcement, where they served 27 years with a large department and advanced to deputy chief. In that role, the candidate held a senior administrative position overseeing departmental operations, budgets of up to $9 million, and teams of up to 300 employees, including sworn officers and civilian staff. Responsibilities included hiring, internal investigations, capital projects, and organizational management.
Since 2017, the candidate has also served as an elected official and planning commissioner, gaining direct experience with land use, redevelopment, and intergovernmental decision-making. Notable work includes leading a multi-year regional effort to resolve a fire service dispute, participation in redevelopment projects converting vacant commercial properties into housing, and remediation of environmentally impacted sites. References described the candidate as ethical, methodical, and calm under pressure, with strong communication skills, visibility in the community, and the ability to manage high-stakes situations with professionalism and transparency.
Candidate #8 brings a career largely centered in community and economic development, with experience serving as a deputy administrator and interim city manager. The candidate has managed multi-million-dollar budgets, including budgets of up to approximately $26 million, and overseen complex grant portfolios, debt structures, and redevelopment initiatives in communities of varying size.
The candidate’s background includes statewide redevelopment and job creation work, service in a city of roughly 36,000 residents, and leadership during periods of transition, including a challenging fire services study and early-stage redevelopment planning. The candidate emphasized a collaborative, relationship-focused leadership style, with an emphasis on transparency, data-driven analysis, and early engagement with residents, businesses, elected officials, and developers. References described the candidate as a strong communicator and organizational stabilizer during transitions, effective at facilitating dialogue and managing controversy, though the consultants noted comparatively less direct experience in full civic administration than some other candidates.
Candidate #9 brings a blend of formal public administration training and municipal experience across both large, well-resourced cities and smaller, resource-constrained communities. Earlier in their career, the candidate worked in public works and, for the past six years, has served as a deputy city manager overseeing finance, community services, communications, data and planning functions, and providing direct organizational support to the city council.
The candidate has led or played key roles in complex infrastructure projects involving layered financing tools, including TIF, bonding, and private contributions, and has been closely involved in staffing decisions, labor and contract negotiations, and financial management during the COVID-19 period. As interim city manager, the candidate oversaw a budget of approximately $23 million and led capital improvement planning and long-range financial forecasting. References and interviewers described a collaborative, service-oriented leader with strong communication skills, consensus-building ability, and a focus on transparency, fiscal stewardship, and translating council priorities into operational action.
The Field, Narrowed to Six
Following the review of all nine candidates, the Wayzata City Council and its executive search consultants moved into a consensus-building discussion focused on narrowing the field for first-round interviews. Rather than relying strictly on matrix scoring, the council emphasized shared impressions, professional judgment, and areas of emerging agreement.
Early in the discussion, council members identified two candidates as likely eliminations based on concerns raised during the review. From there, the group worked methodically to sort the remaining candidates into informal “tiers,” weighing strengths, perceived gaps, and overall fit for Wayzata’s highly engaged and complex civic environment. Several candidates were clearly supported for advancement, while others were discussed as “bubble” candidates—individuals who prompted interest but also raised questions the council felt could only be resolved through an interview.
Throughout the conversation, council members emphasized the value of interviewing candidates who were difficult to eliminate, even if they did not present as obvious front-runners, noting that an additional interview round required limited time but could prevent overlooking a strong fit. The consultants offered guidance based on their interviews and reference checks, but deferred final judgment to the council, reinforcing that the process was intended to surface judgment, temperament, and leadership style rather than produce a purely mechanical ranking.
By the end of the discussion, the council reached consensus on advancing six candidates to first-round interviews, with the goal of narrowing the field further to two or three finalists. Candidates 1, 4, 5, 6, 7, and 9 were the individuals advanced to the next stage of consideration.
The consultants will now prepare standardized interview questions, coordinate logistics, and notify selected candidates, with the next phase of the process expected to include public disclosure consistent with state data practices law.
Input from Staff and Community Members
As the city manager search moves forward, the Wayzata City Council confirmed the formation of two advisory panels that will participate during the finalist stage of the process: a citizen advisory committee and a city staff advisory panel. Both groups will provide observations and feedback to the council but will not have decision-making authority.
The citizen advisory committee includes Tom Schaver, Terry Huml, Lucy Penfield, Lisa Fenwick, Chris Planton, and Tori Schalkle. Council members said the group was selected to reflect a balanced mix of residents, business owners, and individuals with prior civic or advisory experience, as well as a range of perspectives and backgrounds.
In parallel, the city will convene a staff advisory panel composed of city employees, intended to provide insight into leadership style, organizational culture, and day-to-day management approach. Council members emphasized that feedback from both panels will be advisory in nature and designed to inform the council’s evaluation of finalists, with final hiring authority resting solely with the City Council.
The search process began with 36 applicants, which was narrowed by the council and its consultants to nine semi-finalists reviewed during this meeting. Following the discussion, the council advanced six candidates to the next stage, with the goal of identifying approximately three finalists. Each of the six candidates will participate in 45-minute first-round interviews on Thursday, February 12, 2026, as the council continues to move toward a final selection. Final interviews are scheduled for February 24, 2026.
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