Frequently Asked Questions

Find clear answers to common questions about the Minnetonka Together Plan, proposed projects and funding process.

Aerial view of a park with several playgrounds and tennis courts surrounded by dense trees, with parked cars at the bottom.

Questions about the Plan

  • Minnetonka Together is a city-wide plan to improve safety, wellness and community connections by repairing and enhancing city facilities and public spaces. Through this plan, the city would rebuild two fire stations, reinvest in The Marsh wellness center, improve Opus as a welcoming community gathering space, and complete trail improvements for better connectivity, mobility and accessibility.

    To fund this $116.1 million investment without increasing property taxes, the city council is seeking legislative approval to allow voters to consider a half-cent local sales tax in November.

  • As Minnetonka grows and evolves, the city must make major investments to renew and modernize public amenities and facilities that are heavily used to ensure they continue to meet residents’ needs today and into the future:

    • After decades of use, Minnetonka’s two oldest fire stations can no longer fully support modern firefighting and emergency response standards.

    • Minnetonka’s regional trail system is heavily used by residents and visitors, highlighting the need to close gaps and improve connectivity.

    • The Marsh’s aging infrastructure and community spaces need significant repair, replacement and modernization to remain operational and continue to support our community for years to come.

    • The Opus area is a major employment and activity center but lacks a clear, community gathering space for residents, employees and visitors.

Fire Station 2 (1815 Hopkins Crossroad) and Fire Station 3 (5700 Rowland Road)

  • Fire Stations 2 and 3 support two of Minnetonka’s busiest areas, providing essential services to areas that are key economic drivers for our city in addition to serving our residents.

    • Fire Station 2, located at 1815 Hopkins Crossroad serves the Ridgedale area, which attracts about one million visitors each month and supports more than 650 businesses and approximately 10,000 jobs.

    • Fire Station 3, located at 5700 Rowland Road, serves the Opus area and surrounding neighborhoods near Interstate 494 and Highways 169 and 62. This area sees roughly 90,000 commuters each day and continues to grow as a destination for living and jobs, especially with the planned arrival of the Green Line Extension.

  • At 50-years-old, Fire Station 2 is aging, overcrowded and lacks essential safety features. In order to continue serving the Ridgedale area, this facility needs to be reconstructed so it can provide the essential space and resources needed to enhance public safety and promote efficient emergency response.

    While Fire Station 3 currently provides 24-hour emergency response and mutual aid to the Opus area and surrounding neighborhoods, its location and site constraints, and building limitations impact its ability to meet modern fire station standards.

    These facilities were both built during an earlier era of fire service operations and do not support modern health and safety practices or 24-hour staffing needs. As a result, both stations are missing key features required for today’s fire service. Living and recovery areas are limited for on-duty crews, air filtration systems are outdated or insufficient to remove contaminants, and garage space is constrained for modern equipment and proper gear decontamination.

  • Fire Station 2 will be reconstructed on its current site, and Fire Station 3 will be rebuilt near its existing site. The new buildings will support modern emergency response, firefighter health and safety, and 24-hour operations. Key improvements include:

    • Expanded Living Areas: Overnight living and recovery areas would support round-the-clock staffing and extended duty shifts, helping firefighters rest, recover, and respond quickly when an emergency call comes in.

    • New Air Filtration Systems: Modern air filtration would better remove contaminants from the station, protecting firefighters’ health and reducing long-term exposure risks.

    • Expanded Garage Space: Additional and better-designed garage space would accommodate modern fire equipment, improve

  • Beyond serving Minnetonka, Fire Stations 2 and 3 play a critical role in regional emergency response, providing mutual aid to several neighboring communities. Rebuilding the stations will improve firefighter safety, response times and emergency protection in high-traffic areas that are vital to our city and the region’s economy.

  • The city is carefully developing a plan to coordinate temporary operations to ensure seamless, uninterrupted emergency response coverage to the Ridgedale area while Fire Station 2 is demolished and rebuilt on its current site. This planning will be done in coordination with construction teams and the Fire Department to maintain efficient, reliable service in the areas Fire Station 2 serves.

  • The current site for Fire Station 3 does not have enough space to support the improvements needed for a modern fire station, including larger pull-through bays, expanded living and recovery areas, and dedicated space for storage and gear decontamination. The current site has mold and water problems, which makes repairs and upkeep harder.

    Because of these constraints, expanding or reconfiguring the existing location is not feasible. Based on expert analysis, the city determined that relocating the station to a larger nearby site is the best way to support firefighter wellness, operational efficiency and reliable public safety response.

  • The city is considering several sites and thoroughly vetting potential options for development. The new location will be within the coverage area of Fire Station 3.

Trail Connections

  • While Minnetonka’s regional trail system is heavily used by residents and visitors, disconnected trail segments create access challenges and limit the effectiveness of this popular transportation and recreation resource.

    • Several regional trails run through Minnetonka, but missing segments prevent them from functioning as a seamless corridor.

    • Though more than 110 miles of local trails link neighborhoods, schools, parks, job centers and major destinations like Ridgedale Center and Opus, the city’s Trail Improvement Plan needs to be completed in order to strengthen this network and enhance regional access to employment, amenities and transit.

  • Minnetonka’s trail system would be expanded and improved to strengthen connections across the city and region, including completing high-priority trail projects identified in the city’s Trail Improvement Plan. The planned improvements include:

    • Improved Citywide Trail Access: Enhancing Minnetonka’s current trail system would improve access between neighborhoods, schools, parks and commercial centers.

    • Closing Key System Gaps: Expanding and connecting trails to support this regional mobility corridor.

    • Building new connections to Eagle Lake in Maple Grove and Bryant Lake in Eden Prairie

    • Completing final connections to critical trails such as the Lake Minnetonka Regional Trail and the Minnesota River Bluffs Regional Trail will increase resident ability to get around Minnetonka and to neighboring cities.

    • Regional system completion: Ensuring Minnetonka’s regional trails function as a comprehensive transportation and recreation asset.

  • Strengthening connections between Minnetonka and neighboring cities makes it easier for people to travel across the west metro for work, school, recreation and key shopping, living, and park areas.

    By closing key gaps and linking major regional trails, Minnetonka’s trail system would function as a continuous transportation and recreation network rather than a series of disconnected segments. This creates a shared regional asset that improves mobility, access, and quality of life across multiple communities.

The Marsh wellness center

  • Today, aging infrastructure, accessibility limitations and growing demand create challenges and opportunities for improvement for The Marsh wellness center, a unique and highly-valued community and regional resource.

    • Aging infrastructure requires significant repair and replacement. Key components of the facility, including the therapeutic pool, roof, exterior and deck areas, have reached the end of their useful life and need to be repaired or replaced to ensure long-term reliability and safety. 

    • Interior spaces need modernization to improve efficiency and the user experience. Lighting, flooring, finishes and technology are outdated and require updates to better support programming and create a welcoming, high-quality environment. 

    • Accessibility and code compliance upgrades are necessary. Locker rooms and other areas need improvements to meet current ADA standards and building codes, ensuring the facility is accessible and usable for all residents. 

    • Growing demand has outpaced existing space. Wellness, retail, conference and community areas are constrained, limiting the facility’s ability to meet member demand and fully support programming and services. 

  • Improvements to The Marsh would address aging infrastructure, improve accessibility and address growing demand. The proposed investments include:

    • Completing Deferred Maintenance: Therapeutic pools, roofs, building exteriors and decks would be repaired and replaced to continue supporting the unique services provided at The Marsh.

    • Enhancing the Building Interior: Finishes, flooring and technology would receive updates. Lighting would be upgraded to improve efficiency.

    • Making Accessibility Updates: Locker rooms improvements would ensure ADA compliance to better serve all Marsh members and visitors.

    • Expanding Highly-Used Spaces: High-demand areas like community conference and rental spaces would be updated, while wellness and retail areas would be expanded. Other improvements and expansions would be made to outdoor amenities, office and café space to better serve members and visitors.

Opus

  • Located near Hwy 169, Hwy 62 and Shady Oak Road, Opus is a mixed-use community that features residential apartments, major employment centers, a unique one-way roadway network, six-miles of off-road trails and open natural areas. Established nearly 40 years ago, Opus is experiencing revitalization sparked by the impending arrival of light rail transit, which will run through the area and include a station.

  • The Opus area is a major employment and activity center but lacks a clear, intentional public gathering space for residents, employees and visitors.

    There is a growing opportunity to enhance Opus with an outdoor gathering area. With Minnetonka’s strong emphasis on natural spaces and connection, this development would reflect those values and meet community demand.

  • A dedicated community gathering space would be created at Opus to support connection and quality of life for those who work, visit and live at Opus. Enhancements at Opus include:

    • Building a Community-Level Park: Building welcoming public spaces within the Opus area would improve community connections for residents, employees and visitors.

    • Creating an Outdoor Gathering Space: Residents value Minnetonka’s natural beauty and outdoor opportunities.

    • Supporting Transit Connectivity: With strong connections to nearby transit, this space would support access to the light rail and regional trail system, encouraging future use.  

    • Strengthening Economic Vitality: Strengthening this key economic hub supports local businesses, enhances daily life, and helps Opus better serve the community as it continues to grow.  

  • Opus is one of Minnetonka’s largest employment and activity centers, serving thousands of workers, residents, and visitors each day and continuing to grow as a place to live and work. The Opus area is currently home to more than 15,000 employees and 4,000 residents, and sees roughly 90,000 commuters each day and continues to grow as a destination for living and jobs.

    With the Southwest Light Rail (Green Line) planned to serve the Opus area, activity and regional access are expected to increase significantly, bringing more commuters and visitors into the district. Investing in Opus now helps ensure this growing, light rail‑served area has the public spaces needed to support daily use, strengthen economic vitality, and function as a welcoming, connected destination for the broader region.

Questions About the Costs and Financing

  • The full cost of the Minnetonka Together investment plan is estimated at $116.1 million, including:

    • Reconstructing Fire Station 2 on the existing site ($13 million)

    • Rebuilding Fire Station 3 on new land ($17.6 million)

    • Expanding trail connections ($34 million)

    • Renovations and expansions at The Marsh ($35 million)

    • Construction of a park and community space at Opus ($16.5 million)

  • A local sales tax would allow the city to share the cost of these projects with visitors who shop, dine, and participate in activities in Minnetonka, rather than placing the full burden on property owners through a levy increase.

    According to University of Minnesota research, about 52% of the sales tax would be paid by visitors when they make purchases within the city, meaning $60.4 million of the $116.1 million investment will be paid by nonresidents.

  • A half-cent sales tax adds about 1 cent on a $2 purchase, 5 cents on $10 or 25 cents on $50. The local sales tax would not be permanent. The tax would expire after 30 years or when enough funds have been collected to cover the approved projects’ cost, whichever comes first.

  • If the city receives legislative authorization, the five proposed projects in the Minnetonka Together plan will be presented to voters as separate ballot questions in November. If voters approve one or more projects, a half-cent local sales tax would take effect in spring 2027.

    The number of projects approved does not change the sales tax rate – it would remain the same regardless of how many projects are approved.

    What may change is how long the tax is in place. The sales tax would continue until the funds needed to cover the cost of the voter-approved projects, including bond issuance cost and interest, have been collected, or for a maximum of 30 years, whichever comes first. If fewer projects are approved, the tax would be collected over a shorter period of time.

  • If approved, the half-cent sales tax would cost the average resident about $3.99 per month, or $47.83 per year, based on 2023 data. By comparison, funding the same investments through a property tax increase would cost the owner of an average-value home ($521,300) about $15 per month, or $180 per year.

  • Yes. Local sales taxes include a wide range of exemptions for essential goods, including groceries, clothing, prescription drugs, and baby products. That’s important because exemptions help limit the impact of a sales tax on families and people living on fixed incomes.

    For more information, view the most nontaxable items from the Minnesota Department of Revenue.

  • No. If approved, the local sales tax will be in place for up to 30 years or until its bond obligations are fulfilled, whichever comes first. For it to be renewed or used for another purpose, the State Legislature and Minnetonka voters would need to approve its extension.

  • The state legislation to present a local sales tax to voters clearly states that the city must use the funds solely for the projects that are approved by voters. The only way the city could use collections from the sales tax on something else would be if the state legislature authorizes the change, and local voters approve it in a future election.

  • The University of Minnesota Extension Center analyzed the economic effects of a local sales tax increase in several Minnesota cities and found little evidence that overall sales growth for businesses was impacted. 

    In fact, many nearby communities already charge a local sales tax to finance public investments, including Edina, Golden Valley, Maple Grove and Excelsior.

  • Much like how a family uses a mortgage to purchase a house, the city will use bonds to finance the five proposed projects and pay both principal and interest each month. This allows residents to benefit from these investments much sooner than if the city waited to start work until all the money was collected from the sales tax. The projects would cost much more than current estimates and take much longer to complete without bond financing.

Questions About the Process

  • Over the past three years, the city has conducted public meetings, stakeholder sessions, various resident surveys, community events, and social media outreach to hear from many voices. Now, detailed facility assessments by building experts are helping determine which improvements are most urgent and where resources should be focused first.

  • Continuing to operate in constrained facilities that are half-a-century old increases strain on firefighting crews and limits the stations’ ability to serve high-demand areas efficiently. Waiting would also likely increase overall costs, as construction prices tend to rise over time. In addition, delaying investment raises the risk of costly emergency repairs to aging systems, which are less predictable and less cost-effective than a planned rebuild.

  • Delaying trail improvements would prolong existing gaps and disconnected segments, limiting safe and convenient access for residents and visitors who rely on the system today. Many of the projects are already identified as high priorities in the city’s Trail Improvement Plan, and postponing them would slow progress toward a complete, functional network. Waiting also increases the risk of higher construction costs and missed opportunities to coordinate trail work with other planned infrastructure projects, making future improvements more expensive and less efficient.

  • Many proposed improvements to The Marsh address deferred maintenance and accessibility issues that affect safety, reliability, and the overall user experience. Investing now allows the city to proactively repair and modernize the facility, protect a valued community resource, and avoid higher costs and larger disruptions down the road.

  • Without a dedicated public gathering space, Opus lacks the community infrastructure needed to support growth and create a more complete, connected environment for residents, employees, and visitors. Investing now allows the city to proactively shape Opus as a welcoming, transit‑connected destination that supports economic vitality and quality of life, rather than reacting later to missed opportunities and higher costs as the area continues to evolve.

  • Residents can share feedback at any time through the City’s Connect form and by attending upcoming community events. Residents may also provide public comment at City Council and Planning Commission meetings, where project proposals are reviewed and voted on in public.

    If legislative approval is granted to place a local half-cent sales tax on the ballot, residents will have the opportunity to vote on the proposed tax and projects this November.

  • The City of Minnetonka is committed to helping residents get the information they need about the Minnetonka Together investment plan and the proposed referendum to support it. This dedicated website was created to help ensure that residents have an easy-to-use resource that explains the projects, the long-term challenges they address, the cost, and tax impact, as well as various reports and other background materials.

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