Candidates Share Their Views on a wide variety of issues including Public Safety, Housing, Business Support, and Community Engagement in front of a full capacity crowd
On Thursday, September 19th, the Wayzata City Hall hosted a lively mayoral candidate forum organized by the League of Women Voters Wayzata/Plymouth Chapter. Community members gathered to hear candidates discuss pressing issues facing the city, including public safety, housing affordability, support for local businesses, and strategies for effective communication with residents. The event provided a platform for candidates to articulate their visions for Wayzata’s future and engage directly with constituents.
In Wayzata.com’s commitment to fostering democracy and informed civic engagement, we have carefully recapped the candidates’ responses from the recent mayoral debate held at Wayzata City Hall. By sharing these insights with the community, we aim to ensure that residents are well-informed about the candidates’ positions on critical issues, empowering them to make educated decisions at the polls. We believe that transparency and open dialogue are essential to a thriving democracy, and we encourage everyone to engage with the material as we approach the upcoming election.
Additionally, you can stream the debate here:
Opening Statements
In his opening statement, Jeff Buchanan expressed gratitude to the League of Women Voters for hosting the debate and acknowledged his fellow candidates, for their courage in running for mayor. He praised the audience for their interest in local government and engagement. “I want to thank all of you for showing up. It’s a testament to this town. It’s an interest in our government, and you should be very proud of yourself.“
Buchanan emphasized his qualifications, citing his successful business background and his recent experience as a planning commissioner and city council member. “My successful business background, my recent experience with Wayzata city government… makes me particularly qualified to be mayor.” He encouraged voters to listen closely to the candidates’ answers to help determine the best leader for Wayzata’s future.
In his opening statement, Andrew Mullin emphasized that while Wayzata is a great city, its growth brings challenges that require steady leadership. He highlighted the need to protect the city’s key attributes like safety, walkability, quality infrastructure, parks, and public spaces.
Mullin discussed his background as an executive in the aerospace industry and his 29 years as a Wayzata resident with 17 years of public service. “Wayzata is growing, and we have to have the right leadership that’s able to navigate our growth responsibly. It’s much easier to admire our problems than it is to roll up your sleeves and find solutions to get the job done.” He also noted the significance of this being the first competitive mayoral race in 25 years.
In his opening statement, Barry Petit outlined four key parts of his campaign. First, he wants to address challenges stemming from the lakefront redevelopment, such as noise, traffic, parking issues, e-biker safety, and rising maintenance costs. Second, Petit emphasized the need for a lean city budget.
Third, he highlighted how Wayzata has evolved from a modest village into a busy tourist destination, stressing the importance of preserving the city’s scale, character, and design. Lastly, he expressed a commitment to prioritize the needs of residents over tourism. “We’ve transformed from a modest village to a busy tourist destination, from charmed to urban. It’s our town, and I’m focusing on the people that live here.”
What is your top priority as a candidate for mayor?
Petit was up first and emphasized his top priority: ensuring that city government is operating efficiently. Petit expressed his desire to closely examine the administrative side, including city planners and budgets from the past decade, to ensure the city is running lean and effectively.
“I really have to be convinced that we’ve got the right people, we’re running lean,” Petit said. He described this as a core issue, adding, “Once I can address that and understand it, then it’s going to be a lot easier to branch out from there.”
Mullin identified fiscal responsibility and accountability as his top priority if elected mayor. He noted that the city budget has increased by 40% in the past four and a half years, with an additional 8.76% increase recently approved by the council and mayor.
Mullin emphasized the need to rein in spending and prioritize public safety, highlighting issues such as underfunding and retention challenges within the police and fire departments. “Our city budget has ballooned… and we’ve got to get that back into a responsible area,” Mullin stated, underscoring his commitment to fiscal discipline and effective resource allocation.
In the debate, Buchanan highlighted the protection of natural resources as a key priority for his mayoral campaign. He expressed concern over the management of water and the health of Lake Minnetonka, indicating that these issues have fallen off the city’s strategic agenda.
Buchanan mentioned his involvement in solar initiatives and emphasized the need to focus on sustainability. “Natural resources… is what I would focus on,” he stated, positioning this issue as a distinguishing factor from his fellow candidates.
What are your ideas for managing City revenues and expenses?
Mullin discussed his approach to managing city revenue and expenses, reiterating the importance of focusing on essential services. He noted that the city’s growth has led to issues like petty crime, noise, and loitering, which necessitate increased investment in police services. Mullin emphasized fiscal accountability, stating he would oppose raising the operating budget by more than 3% to 4% each year.
“You do that by trading off what’s not necessary now and trading off wants, not needs,” he explained, highlighting the importance of prioritizing essential expenditures. He also mentioned finding creative financing solutions to finance city “wants”, similar to those used for the Lakefront Project and historic building restorations, as part of his strategy to maintain budget discipline.
Buchanan emphasized the importance of public engagement in the budget process. He noted that there are seven public meetings each year where residents can discuss and provide input on the budget, highlighting the opportunity for community involvement in shaping priorities.
“I’ve been through four of those meetings, and I have yet to see any public comment on the budget. It’s the perfect opportunity to take charge and give the council some valuable feedback and input.” Buchanan stated. He underscored the importance of active participation in defining what is essential for the city’s future.
Petit spoke about the complexities of managing the city’s budget, noting that it has grown significantly beyond inflation due to various changes and new demands. He highlighted public safety, particularly the costs associated with the police department, as a critical issue that requires adequate funding.
“When we talk about safety, that’s police. Police get expensive,” Petit stated, acknowledging the need to address these costs. He emphasized that finding a solution will be complicated but not impossible, calling for a deeper understanding of the city staff’s budget plan to identify areas where expenditures may have become excessive. “It does seem we have become excessive in some areas and have not done as good a job in other areas.“
What is your vision for development in Wayzata?
Petit, a successful architect, shared his perspective on development, emphasizing the importance of design in shaping the town. “I look at the world through a lens of design, the clothes you are wearing, the car you drive, the pencil you buy, the glasses you wear.” He noted that the recent comprehensive plan repeatedly highlighted the word “charming,” but questioned whether the current developments truly reflect that charm.
He expressed “Somewhere along the way, we’ve got a disconnect… with the kind of town we wanted to be and what we really have become,” Petit stated. He underscored that a high priority for him is to focus on the design aspects of development to ensure that Wayzata maintains its desired character. “I would really focus on design.“
Mullin discussed the importance of managing growth in Wayzata through responsible planning. He advocated for shifting the focus from simply measuring units per acre to considering the scale, mass, and design of developments. Mullin agreed on the need to emphasize design while also preserving the town’s small-town character, “In general, calm it down.“
“One way to define small-town character is you don’t have big city problems,” Mullin stated, pointing out that some urban challenges are beginning to infiltrate Wayzata. He emphasized that addressing these issues and promoting thoughtful development is essential to maintaining the community’s character.
Buchanan advocated for a pause in development to reflect on the town’s recent accomplishments. He highlighted his involvement in the Zoning Standards and Design Standards Committees, which worked to establish guidelines for future development.
“A lot of work went into that, a lot of community feedback, and actually the document is incredibly good,” Buchanan stated in summary to the recently created Wayzata Design Standards of 2021, emphasizing the importance of adhering to the established guidelines to ensure quality in future projects. He expressed confidence that these standards will stand the test of time.
Wayzata has a lot of empty retail space. What do you think is the biggest challenge to starting or growing a business here? What role, if any, should the city government play in supporting businesses?
In response to a question about the challenges of empty retail spaces in Wayzata, Buchanan identified the lack of engagement from leasing agents at the Presbyterian Homes development as a significant hurdle. He noted his personal experience in attempting to connect with the leasing agent, describing the response as slow and dismissive. “I personally have called the leasing agent and I’m lucky if I get a call back several weeks later.”
“It is expensive,” Buchanan remarked about the available space for lease, suggesting that the city government should take a more proactive role in addressing these issues. He emphasized the need for the mayor to engage directly with the management and senior leaders at Presbyterian Homes to facilitate solutions, stating, “Mid-America clearly is getting in the way of the ability for those spaces to be leased.”
Petit addressed the challenges posed by empty retail spaces in Wayzata, attributing much of the issue to market forces and rising costs associated with living in the area. He cited the example of Wuollet Bakery, stating that their rent didn’t align with their pro forma financial projections, highlighting the difficulties businesses face in an increasingly expensive environment “That’s just the catch-22 of Wayzata that everyone is caught up in.”
He noted the city’s significant investment of nearly $34 million in parking ramps and the Panoway to attract visitors but expressed skepticism about further city intervention, leaning towards a more laissez-faire approach. With regard to the empty retail space at Presbyterian Homes, he emphasized the importance of design, saying, “If you don’t have people driving by your front door, you don’t have retail. It’s that dirt simple.”
Mullin emphasized the vital role of businesses in Wayzata, noting that they contribute to 40% of the city’s expenses for services like police and fire. He acknowledged the challenges faced by retail, particularly in the hard goods sector, but pointed to a thriving restaurant scene in the downtown area, which includes 1,000 restaurant seats and 18 independently owned establishments.
With regard to the empty spaces, he stated, “I think it has to be experiential retail—unique, independent.” He suggested that while the city government has limited capacity to intervene, the overall business community has improved significantly over the past decade. Highlighting his personal stake in the community, he noted, “I am actually the only one up here that owns a business in Wayzata, so I think I have some real experience by living here and owning a business in town.”
What is your view of short-term residential rentals in Wayzata, their positive or negative impact on the city and the need, if any, for regulation?
Mullin addressed the issue of short-term residential rentals, such as those listed on platforms like Airbnb and VRBO. He noted that there are currently 18 unregulated short-term rentals in Wayzata and emphasized the need for oversight to ensure safety and neighborly conduct.
Mullin stated, “Short-term rentals should not be exempt from regulation. It’s about being a good neighbor. It’s about having safe tenants, whether they be short-term or long-term.” He also expressed confidence that the existing regulatory model could be adapted to facilitate responsible short-term rentals in the city.
Buchanan emphasized the need for regulation while supporting a proposed restriction that would require homeowners to live in their residence for at least six months a year before renting it out. He noted that this idea was presented by Council Member Sorensen during a recent workshop.
Buchanan stated, “I like the idea,” of implementing some restrictions, highlighting the city’s ongoing efforts to develop a permitting process for short-term rentals. He underscored the fact that the city is working on the topic currently.
Petit expressed skepticism about short-term residential rental regulations in Wayzata, citing concerns about the complexities and potential complications the community faces amid the city’s ongoing growth. He highlighted the concept of “unintended consequences,” suggesting that there were other priorities the City should be tackling.
“We’ve got so many things we are working on… I just keep thinking to myself, we don’t need to do that right now. It’s too easy to do any time you want; just don’t need to do it right now,” indicating a preference for caution over immediate regulation in this area.
Where are you at on public safety?
Petit highlighted a noticeable increase in reckless behavior, and gave one example of electric bike riders performing dangerous stunts on Lake Street. He noted that while some of these activities may seem interesting, they may lead to incidents where residents and visitors could be harmed in unintended consequences.
Petit stated, “There’s nothing that matters if there are no consequences,” emphasizing the need for enhanced police presence and accountability to address these issues. He acknowledged that this approach may require additional funding but stressed the importance of prioritizing safety, stating that he is committed to working with city staff to reconfigure the budget accordingly.
Mullin emphasized the importance of equipping first responders with the necessary tools while maintaining local control. “Public safety is very important,” he stated, advocating for community policing over merely increasing the number of officers. He noted that the presence of officers on the street, addressing issues like noise, littering, and traffic, is essential to combating “big city problems” that have begun to affect Wayzata.
Mullin also highlighted the city’s retention issues, revealing that they recently lost a Community Service Officer to another city offering $6 more per hour. “We’re paying our firefighters to start at $14 an hour,” he said, underscoring the need for competitive pay to keep staff. He called for a stronger investment in community policing as part of a comprehensive approach to public safety.
In discussing public safety, Buchanan highlighted the city’s ongoing investment in its police force, noting that during his previous term on the council, they authorized two new police officer positions. “It takes 18 months to get them,” he pointed out, emphasizing that Wayzata is committed to enhancing protection for residents.
Buchanan also touched on the fire department’s recruitment efforts, praising the addition of eight firefighters. However, he stressed the need for further action: “What I would like to do is invest in a full-time fire chief,” a recommendation made by the current fire chief.
Should Wayzata get into the cannabis business?
When asked about the city potentially entering the retail cannabis business following Minnesota’s legalization, Buchanan admitted his initial skepticism. “At first, I didn’t think it was such a great idea,” Buchanan said.
However, after discussions with city staff, he expressed openness to the idea, viewing it as a potential revenue stream. Buchanan noted that the city cannot refuse licenses in accordance with state law, adding, “It seems best that we control that aspect and also keep our property taxes in line.”
Petit voiced strong reservations and expressed concern about the potential challenges and unintended consequences the move could bring. “We’re getting in over our head on this,” he remarked, pointing out that the city has other pressing issues to address.
Petit also suggested that legal cannabis sales might increase demands on law enforcement, stating, “It’s going to cause more struggle for the police.” He emphasized that there’s no rush, adding, “We can get into that business any time we want.”
Mullin expressed skepticism about the city entering the retail cannabis business, despite Minnesota’s legalization of marijuana. “I’m a skeptic for the city getting into selling and distributing marijuana,” he stated, pointing out the significant investment required to build or rent a facility.
Mullin argued that the couple million dollars needed could be better utilized elsewhere, suggesting there are “much lower-hanging fruit to generate fees or revenue than marijuana.” He emphasized that the city’s focus should be on regulating where cannabis can be consumed and sold, rather than entering the business directly.
What measures do you support for housing needs in Wayzata?
Mullin emphasized the challenges of affordable housing in Wayzata, particularly due to high land costs and taxes. He suggested a focus on repurposing existing multi-unit housing stock to make it more affordable. “Affordable housing is tricky to do in a town like Wayzata,” Mullin explained.
He also stressed the importance of workforce housing, particularly for public safety employees, noting that many firefighters can’t afford to live close to town. “Workforce housing for our staff, for public safety comes first for me,” Mullin said, highlighting a key priority.
Buchanan emphasized the need for the mayor to handle multiple priorities simultaneously, comparing the role to managing “spinning plates” in business.
On housing, Buchanan advocated for maintaining the current housing stock while also exploring ways to create new affordable housing. “There are ways to do it. I wouldn’t give up on it,” he said, signaling his commitment to addressing housing challenges without delaying important decisions.
Petit expressed strong skepticism about Wayzata’s ability to support affordable housing efforts, pointing to the city’s high property values and limited available land. He emphasized that Wayzata excels at generating significant property tax revenue, far outpacing nearby cities. “The property tax per capita from the city of Wayzata hovers around $8,200,” Petit said, comparing this to Edina’s much lower figure of $3,100. “I remember telling the Met Council a long time ago about affordable housing, ‘Leave us alone—we do a better job of paying taxes than anybody.’”
Petit argued that, given the rising cost of property and the character of the town, it would be impractical for Wayzata to venture into the affordable housing market. “We don’t have the space, we don’t have the land,” he stated, explaining that the city’s focus should remain on maintaining its economic strength rather than pursuing housing initiatives that don’t align with its current landscape. “It’s just not a wise place to venture into that kind of market,” Petit concluded.
What information about council activities is important for Wayzata residents to know? How do you think that information should be communicated effectively?
Petit emphasized the complexities of transparency in government. He acknowledged the challenges of disseminating information effectively to the entire Wayzata community, noting that the representative nature of government relies on elected officials to convey crucial details. “It’s very difficult to get that equally out to everybody in the city,” he said, stressing that if council members fail to communicate effectively, voters have the power to choose not to re-elect them.
Petit highlighted existing communication channels, such as community television and the Portal, as valuable resources for residents. He pointed out that citizens must take the initiative to seek out information, stating, “I don’t think we’re going to come up with a system that knocks on your door and ensures you understand everything that’s going on.” He underscored that effective communication is a shared responsibility between the council and the community.
Mullin emphasized the need for better engagement with Wayzata residents prior to decision-making. While he noted that the city effectively communicates decisions after they are made, he expressed a commitment to involving citizens earlier in the process. “Where we need to improve is engage citizens before the decisions are made.”
Mullin also proposed a shift in how the city utilizes its boards and commissions, suggesting that citizen representatives should engage with the council, supported by staff, rather than the current structure where staff liaisons take the lead. He remarked, “Community first, staff implements what the community wants,” highlighting his belief in prioritizing citizen input in governance.
Buchanan underscored the importance of transparency. He acknowledged that while information is available on the city’s website, navigating it can be challenging for residents.
To address this, Buchanan proposed the creation of a regular Mayor’s Report, which would summarize key updates and link directly to relevant sections of the website. “The information is there, but it’s not so easy to find,” he said, emphasizing his commitment to making council activities more accessible to the community.
The candidates were asked to share examples of how they have worked with people who have different opinions?
Mullin highlighted the importance of consensus-building in the role of mayor, which he described as largely ceremonial but essential for effective governance. He noted that to achieve progress, a mayor must work to unite at least three or four council members, emphasizing the need for collective agreement among colleagues.
Mullin reflected on one of his accomplishments on Council: breaking a 30-year impasse related to streets and water issues in the community. “That took working together with the community, with council, with lawyers,” he said, pointing out the diverse collaboration required to overcome such a longstanding challenge. “That’s a track record of getting it done,” Mullin stated.
He also stressed the importance of engaging boards and commissions more meaningfully, advocating for a shift towards advisory roles rather than merely reporting staff findings.
Buchanan stressed the vital role of building relationships through active listening. “The hallmark of building a relationship is listening to people,” he stated, emphasizing that understanding others is essential for productive dialogue.
He shared a principle he instills in his team: “You have two [ears] and one [mouth] for a reason,” referring to the importance of listening more than speaking. Buchanan believes that by fostering relationships and truly hearing others, conflicts can be overcome, paving the way for successful collaboration.
In his remarks on working with those who hold differing views, Petit emphasized the critical role of asking questions as a means of fostering understanding and collaboration. “If it’s done well, you’re coming from a point of view of trying to understand what the other person is saying,” he said, highlighting how active listening can transform discussions.
Petit explained that this approach often leads to stronger ideas or, conversely, exposes their weaknesses, allowing for a thorough examination of the issues. “Sometimes when you drill down, ideas get better or sometimes they dissolve,” he noted. By promoting open dialogue and curiosity, Petit believes that even those with conflicting perspectives can find common ground and innovative solutions, demonstrating his commitment to building relationships that bridge divides within the community.
How can the City work with the Chamber more closely?
Petit praised the Chamber for its successful events, such as the Chilly Open and the James J. Hill Days, which effectively introduce people to the city. He acknowledged that these events are well-established and attract significant attendance. However, he noted that the Chamber has expressed concerns about high fees charged by the city for hosting these events.
Petit emphasized the importance of open dialogue, suggesting that the Chamber could approach the city to discuss its needs and any frustrations it may have. “It would be an interesting line of questioning to find out where we can build on better ideas,” he said, reflecting his commitment to collaboration. Overall, Petit expressed pride in the Chamber’s efforts while advocating for a more constructive partnership.
Mullin acknowledged that the relationship between the city and the Wayzata Chamber of Commerce is generally strong, but he believes there’s room for improvement. He noted that the Chamber tends to focus more on events rather than advocating for specific local business issues.
Mullin cited a recent incident where the current administration lobbied for a sales tax on restaurants and businesses without consulting the Chamber or the business community. He emphasized the importance of engaging with local businesses before making significant decisions, stating, “Before we’re going to take action on something as big as that, consult the business community and don’t surprise them by a lobbyist at the Capitol.”
Buchanan, a seasoned businessman with over 30 years of experience and a member of the Chamber, highlighted the critical role of communication in strengthening the relationship between the city and local businesses. He advocated for regular dialogues with Chamber leadership to identify the specific obstacles that businesses encounter and to discuss how the city can assist in overcoming these challenges.
“Having good conversations is key,” Buchanan remarked, underscoring the importance of building rapport and fostering collaboration. By proactively engaging with the Chamber, Buchanan believes the city can create a more supportive environment for its business community, ultimately leading to greater success for local enterprises.
What lessons would you draw from the Panoway project that would guide future decision making?
Buchanan highlighted the challenges the city faced in managing such a significant undertaking. He noted that the city recognized the need for expert guidance during the construction process, particularly in the first phase. “I think we learned that we needed help in managing the construction,” he said, adding that the complexities of the project were substantial.
Buchanan emphasized the importance of careful planning for future projects of similar scale, suggesting that the city should remain cautious moving forward. “It was a lot to digest, a lot to swallow,” he remarked, underscoring the need for thorough preparation in large-scale initiatives.
Petit highlighted the important distinction between concept and execution. He acknowledged that while the overarching idea was commendable, the execution—particularly in terms of details—was lacking. “I would not give it a great grade in the detail,” Petit said, expressing his concerns specifically about the lake walk and lake street design.
He noted that a key frustration was the location of the public bathroom structure, which he felt had not been thoughtfully integrated into the overall project. “Everything is about the detail,” he emphasized, arguing that even seemingly minor oversights can lead to significant issues and calling for more careful planning in future endeavors.
Mullin emphasized the importance of community engagement and effective project management. “We got community engagement right. We did 10 years of it,” he noted, highlighting the depth of involvement from residents. However, he echoed concerns raised by fellow candidate Barry Petit about controlling project scope and costs, explaining how financial decisions led to the unfortunate placement of the restroom facility.
“We traded off things or made decisions based on not having enough money,” he said, pointing out that the bathroom’s location was a direct result of those compromises. While Mullin believes the project has overall been a positive addition to the community, he agreed that “details matter” and that better management of scope and costs is crucial to avoid disappointing residents in future projects.
If a resident requests a code change, how would you handle?
Mullin addressed how he would approach decision-making on local ordinances, and gave an example on community concerns regarding noise violations. “Dozens, if not more than 100 people, have asked me why we don’t change the ordinances to have a fine for more than $30 for noise,” Mullin said, noting that the state statute allows for a $125 fine.
He proposed starting by holding a community meeting to review the ordinances in detail, identifying gaps, and prioritizing necessary changes. “Let’s open the book, let’s roll up our sleeves… let’s up the fines, get them changed, and get them implemented,” he stated, emphasizing the need for practical updates on issues like noise, traffic violations, and loitering.
Buchanan emphasized his openness to community input when discussing how he would implement code changes. “I love people coming forward,” Buchanan said, noting that he welcomes conversations and new ideas from citizens.
He explained that his approach would involve understanding the scope of the issue, then consulting with the appropriate internal parties, such as city staff or the planning commission, to address it. “I’m a terrific problem solver,” Buchanan added, highlighting his commitment to finding solutions collaboratively.
Petit reflected on the variety of ideas that come forward from the community when considering code changes. “Sometimes people come with really inspiring ideas, and you run with that,” Petit said. However, he acknowledged that not every idea is feasible or compelling, adding, “There are times people come with ideas that aren’t so inspiring.”
For Petit, the key is to ask more questions and “massage” the ideas to find potential solutions. He values community input, noting, “There’s a lot of people out there with different experiences, and they see things we don’t see.”
How will you use and work with the city’s boards and commissions?
Petit shared his thoughts on the role of commissions and committees in Wayzata, acknowledging both their potential and their complexities. He emphasized that while these groups are often formed with the expectation that they’ll provide valuable input, they can sometimes complicate the decision-making process.
“When you put together a commission or committee, they assume there’s value, and they’re going to bring something to the table,” he said. Petit proposed reviewing these groups’ roles to ensure efficiency, noting that they require staff involvement and resources. Despite the challenges, he encouraged creativity: “Every once in a while, there’s a great gem [of an idea] that comes forward.”
Buchanan expressed his appreciation for Wayzata’s commissions, emphasizing their importance in the city’s decision-making process. Having served on the Planning Commission himself, Buchanan praised the dedication of these volunteer groups, highlighting their representation of various neighborhoods and perspectives.
“These development applications are enormous and they’re complex,” he said, noting how much the City Council relies on the commissions for insight and advice. He added, “These are the citizens, they don’t cost any money. These are volunteers and I would work very closely with them.”
Mullin emphasized the value of Wayzata’s boards and commissions, calling them a critical way to gather citizen input before decisions are made. “People serving on those commissions… are actually citizens,” Mullin said, noting that their insights can help inform better decisions.
He suggested tightening the commissions’ focus on what the City Council seeks input on and also proposed a structural shift: “I would lift up a citizen to be the liaison and to communicate and engage with the council,” rather than relying solely on a staff liaison.
Closing Statements
In his closing statement, Jeff Buchanan thanked the audience for their participation and urged them to carefully consider the qualities needed in Wayzata’s next mayor. “I hope you learned something about each of the candidates,” Buchanan said.
He emphasized the importance of selecting a leader with the right temperament as the city confronts upcoming challenges. “It’s important that you select a candidate that has the ability, the personality to lead Wayzata for the next four years,” he noted.
Buchanan acknowledged that it had been many years since voters had a mayoral choice, but he assured the crowd that this year’s decision was a clear one. “My vision for Wayzata embraces the success we have enjoyed and leverages them for our future,” Buchanan said, highlighting the city’s achievements and his desire to build on them.
Throughout his remarks, Buchanan emphasized transparency, community engagement, and environmental stewardship. “If elected, I intend to make a difference by listening to you, by creating more transparency, by protecting our natural resources, and by continuing to invest in your security,” he stated.
He closed by expressing confidence in Wayzata’s potential: “I believe in us and what lies ahead,” Buchanan said, adding, “Please vote for me on November 5th. I will not disappoint you.“
In his closing remarks, Barry Petit delivered a candid reflection on the evolving identity of Wayzata, specifically addressing the lasting changes brought by the Panoway and Lakewalk projects. “The Panoway and the Lakewalk have changed Wayzata forever,” he began, emphasizing that the city is now an official tourist destination. However, Petit voiced concerns about the strain this popularity has placed on the community, both emotionally and financially. He warned that “hundreds of kids in yellow buses” would soon flood the area with the arrival of phase three, further intensifying the impact.
Petit’s concerns extended to what he sees as an imbalance in the use of public amenities. He pointed out that while Wayzata has become a “free regional playground” with attractions like pickleball courts, skating rinks, and the lakefront, it’s the residents who foot the bill. “We pay 100% of the cost for all of these. It’s simply not fair,” he said, advocating for a “pay to play” system to help offset the financial burden on locals. As one solution, he highlighted the success of Excelsior’s parking meters, which brought in $500,000 annually, suggesting that Wayzata could adopt similar revenue-generating measures.
Petit vowed to address the current state of urban planning, describing the town as a “random potpourri of designs.” He argued that Wayzata lacks a cohesive aesthetic vision, a situation he feels must be rectified before it’s too late. “We need to develop a Wayzata character,” Petit urged, while remaining optimistic about the potential for future redevelopment. He mentioned specific areas ripe for redevelopment, including Walgreens, Colonial Square, and other one-story buildings throughout the city, noting that these sites offer exciting opportunities for aesthetic and functional improvements.
In terms of governance, Petit questioned the recent growth of city staff, noting that the population has remained stagnant, yet the city has added eight employees in the last three years, with another hire imminent. “For the sake of you taxpayers, I need to be convinced,” he stated, signaling his intent to scrutinize the city’s spending carefully.
Throughout his statement, Petit made it clear that he believes Wayzata’s popularity has introduced a series of challenges that need urgent attention. He promised that if elected, he would work with the current city council to address these issues swiftly and without outside help. “We will urgently deal with each one. With no new commissions, no new committees, and no new consultants,” Petit declared. He concluded with a confident pledge: “Your city council has four talented people, and together we will fix, stabilize, and reinvent Wayzata.”
Petit’s closing highlighted his vision for a more cohesive, balanced, and fiscally responsible Wayzata, driven by a leadership approach that focuses on maximizing local resources while minimizing unnecessary expenditures.
In his closing statement, Andrew Mullin underscored the critical role of community engagement in shaping the future of Wayzata. “Thanks for coming tonight,” he began, expressing gratitude to both in-person attendees and those participating online. Mullin highlighted that the residents share a common vision for the city, regardless of whether they live along the lake, in the central district, or on the north side of 394. “What I hear from residents is a desire for fiscal responsibility, safety, and real solutions to our traffic congestion,” he said.
Mullin articulated that Wayzata requires a leader who can tackle these pressing issues without increasing taxes or diminishing the quality of life that residents have come to love. “That’s what I’ve done my entire career in business and public in the public sector,” he stated. He highlighted the importance of not allowing the city’s budget to balloon—citing a 40% increase over four years as a concern.
Addressing the issue of visitor contributions, Mullin suggested that it’s time for those who benefit from the city’s amenities to help bear some of the costs. He stated he would support a referendum for a sales tax and indicated support for seasonal parking fees, although he made it clear that residents should be exempt from such charges. “I do believe that visitors need to pay a share of where Wayzata is,” he argued, reinforcing his commitment to maintaining fiscal health.
Mullin also stressed the importance of accessibility to local leaders, stating that residents should have the opportunity to engage with their representatives throughout the year. He remarked, “You should have access to your leaders at all times,” reinforcing his promise to be approachable and responsive.
Concluding his statement, Mullin stated he was an independent candidate eager to listen to the community’s needs. “I will roll up my sleeves and be a trusted voice for Wayzata,” he stated. He asked for voters to support him, whether through early voting or on Election Day, and ended with a heartfelt expression of appreciation: “Thank you for being here tonight.”
Mullin’s closing remarks reflected his commitment to collaborative governance and his vision for a vibrant, responsible, and inclusive Wayzata.
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