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03/28/1995 - City Council Special AGENDA SPECIAL CITY COUNCIL MEETING Tuesday March 28, 1995 4:30 p.m. I. ROLL CALL & ADOPTION OF AGENDA II. ADVISORY COMMISSION RETREATS/ OVERVIEW FROM LARRY BAKKEN 5:15 p.m. Economic Development Commission 6:00 p.m. Advisory Planning Commission 6:45 p.m. Airport Relations Commission 7:20 p.m. Solid Waste Abatement Commission 8:00 p.m. Advisory Parks,Recreation &Natural Resources Commission III. FINAL WRAP-UP WITH LARRY BAKKEN W. OTHER BUSINESS V. ADJOURNMENT MEMO city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: MARCH 24, 1995 SUBJECT: SPECIAL CITY COUNCIL MEETING/TUESDAY, MARCH 28, 1995 A Special City Council meeting is scheduled for Tuesday, March 28, 1995, beginning at 4:30 p.m. for the purpose of meeting with Larry Bakken and five (5) of our advisory commissions. It should be noted that the Joint Bumsville/Eagan Cable Commission had their own retreat with a facilitator last fall (1994) and a joint work session with the two (2) City Councils. The format for Tuesday's meeting has three (3) parts: Part I At 4:30 p.m., Mr. Bakken will share some background on the actual retreats, as well as expectations for the individual joint advisory commission meetings scheduled for later on Tuesday evening. From the City Administrator's point of view, the results of the retreats vary by commission but, generally speaking, the retreats were a valuable investment by the City Council. Each commission has a mixture of experienced and newly appointed commission members and the retreat provided an experience in bonding. It also allowed the commission members to address their role and identify some goals they feel are important to the future direction of their respective commissions. The City Administrator, who attended each of the advisory commission retreats with the exception of the Airport Relations Commission retreat, communicated on behalf of the City Council to each commission that the advisory commission members are one of the City Council's greatest assets, and the investment in retreats during early 1995 will be a great asset to the City Council. Part II During each of the respective joint commission/City Council meetings on Tuesday, Mr. Bakken will share the results of the respective commission retreat with the City Council. There will be time for a general discussion between the City Council and the advisory commission members about the process. Time only permits for a general overview; specifics that need to be further addressed between an advisory commission and the City Council will need to be scheduled for future workshop sessions. Part Ill Following the last advisory commission wrap-up with the APRNRC, Mr. Bakken will share some concluding remarks and time will be provided for a general response and overview by the City Council. It should be noted that each advisory commission member attending on Tuesday will be asked to complete a commission retreat evaluation form and return it to the City Administrator that same evening. Summary Mr. Bakken is on vacation; therefore, the final draft for each of the advisory commission reports will not be available until Monday, March 27. The retreat summaries are approximately two to three pages per commission which the City Council will find fairly fast reading. Copies will be disseminated on Monday upon receipt from Mr. Bakken. OTHER BUSINESS There are no items for Other Business at this time. /S/ Thomas L. Hedges City Administrator MEMO _city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: MARCH 27, 1995 SUBJECT: SPECIAL CITY COUNCIL MEETING/BACKGROUND INFORMATION ADVISORY COMMISSION RETREATS Mayor Egan and the City Administrator had an opportunity to meet briefly with Larry Bakken on Monday, March 27, to discuss a format for the Special City Council meeting scheduled for Tuesday, March 28. As stated in Friday's memo, the final reports in draft prepared by Mr. Bakken for each of the advisory commission retreats are enclosed for City Council review. Mr. Bakken will make all the necessary changes/corrections today and distribute a final draft at the work session. The Communications Coordinator, Joanna Foote, compiled the evaluation form to be completed by commission members following their respective work session with the City Council. A copy is enclosed for your review. OTHER BUSINESS There are two (2) items to be considered under Other Business that would provide a timely policy direction to the Community Development Department. 1) Special Garden Stores - Direction regarding a suggested procedure for handling garden store requests is being requested. 2) Septic Tank Inspections - Policy direction regarding septic tank inspections is being requested. To respect the length and time for the special work session, it is intended that both of these items will require only a policy direction to the City Administrator and Director of Community Development. If the City Council wishes to discuss either item in detail, it could be scheduled at a future work session/regular City Council meeting. INFORMATIVE/ANTHONY CAPON! MEMO Enclosed for City Council review is a memo Anthony Caponi delivered to the City late Friday, March 24. The Caponi Art Park Committee, consisting of City Councilmembers Awada and Masin, will be meeting prior to the Special City Council meeting to further discuss these issues. Assistant to the City Administrator Duffy has followed up with research on the forming of a Foundation/retaining an Executive Director. For a copy of her research, refer to the attached memos. Any reaction or direction to these memos would be appreciated as staff and the Committee prepare for the April 4 City Council meeting. ` „, ` City Administrator Attachments TLH/vmd Evaluation Form City of Eagan Commission Retreats Please take a few minutes to fill out the evaluation form. It will help Council and staff in planning these sorts of retreats in the future. We have provided space for other comments and would very much appreciate any thoughts or suggestions you would like to add. 1. Was the Commission retreat helpful? (Very helpful 4 - 3 - 2 - 1 Not Helpful) Which areas were especially helpful, individually to the Group 2. Did the session meet your expected goals? (Exceeded Expectations 4 - 3 - 2 - 1 Met No Expectations) If met or exceeded, what areas individually to the Group 3. How would you rate the facilitator? (Excellent 4 - 3 - 2 - 1 Poor) Where would you recommend change 4. Was the time allotted appropriate? (Session too long 4 - 3 - 2 - 1 Session too short) 5. Where materials provided appropriate? (Materials Excellent 4 - 3 - 2 - 1 Materials Poor) 6. Were discussion topics appropriate? (Excellent Topics 4 - 3 - 2 - 1 Poor Topics) 7. How much benefit will this session provide to your role as commissioner? (Great Benefit 4 - 3 - 2 - 1 No Benefit) 8. How often should this type of activity take place? A. Annually B. Every 2 years C. Never D. Other COMMENTS/SUGGESTIONS: -----� MAR-13-'95 MON 15:38 ID:HAMLINE LAW SCHOOL TEL NO:612 641 2236 #017 P02 Rough Draft Solid Waste Abatement Commission Introduction The Commission members are well informed and leaders in the waste abatement area. Their expertise reflects considerable organizational experience and understanding of options related to waste removal and abatement. In addition, the membership demonstrates a balance of interests and community concerns. Commission members believe in examining long-term consequences of waste abatement issues, and are especially interested in maintaining the high quality housing stock the city now has. Commission members recognize time constraints restrict their own activities and they also recognize the influence of state and federal regulations on the Commission's workload. Commission members are concerned with the amount of work and time that is required to meet compliance demands. Finally, the Commission's goal is to maintain its position as a leader in the waste abatement effort in the Twin Cities area. Looking Back The Commission recognizes it has been instrumental in the development of the curbside pick- up program and is a waste abatement leader in Dakota County. It sees itself as a pro-active committee and it wants to maintain and continue its role as an influential member of the waste management community. It sees itself as a proactive Commission, willing to take a stand on difficult issues, and to find answers to difficult waste abatement questions. The Commission believes in facilitating meetings with other interested parties and has facilitated such meetings in the past. The Commission also recognb ed its success with the organized collection efforts that it spearheaded, particularly the mixed paper project for residential homes. Work In. Progress ; 4� surf The Commission is working on collection ass}disposal of household hazardous waste. The Commission is attempting to promote additional'waste abatement practices, it is attempting to imtpmve how it informs the public about waste abatement issues, and how it acts as an educator for the citizens of Eagan. Problems The Commission wants a clearer direction of its role in regard to suggestions that the council may have identified as important. The Commission is somewhat unclear in the exact relationship between the Commission, the staff and the council, and it is concerned with the 1 RL95% HAMLINE LAW SCHOOL 03-13-95 03.41PM P002 #44 — MAR-13-'95 MON 15:39 ID:HAMLINE LAW SCHOOL TEL NO:612 641 2236 24017 P03 amount of time staff has available to carry out the Commission's workload. The Commission is also concerned about how it relates to other bodies in the city. Future Focus Future issues identified by the Commission are the amount of work it needs to do and the degree of participation by its Commission members. It is particularly concerned with governmental mandates, that need to be resolved and that create problems and more work. The Commission recognizes it is difficult to keep up with all Its work but it wants to identify cutting edge issues and address these issues as effectively as possible. The Commission wants to improve its relationship with other city commissions and it would encourage new efforts in this atea. Commission Role The Commission identified several key responsibilities it must perform. First, it must function in an educational capacity, second, it must clarify issues and finally it must be responsive to council requests and demands. It is important to the Commission that the council makes its expectations known and that the council not ignore issues identified by the Commission. The Commission believes the council should take time to understand the work of the Commission and to develop an interest in the Commission's responsibilities. The Commission seeks to be empowered by the council. The Commission does not want the council to micromanage the Commission's activities. The Commission will confront difficult issues in a competent and reasonable manner and will make recommendations to the council but the council must make the political decision. The Commission wants to visit with the council and to maintain an on-going exchange of ideas with the council. The Commission is seeking to refine its role with its new staff member, other commissions, and the council. The Commission has considered the use of ad hoc subcommittees or working committees to deal with a variety of Issues and will examine other options further. Tasks The primary tasks seen by Commission members are: to complete the organized hauling project; to identify county and metropolitan needs; to develop Commission representation for selected county and metro issues; and to provide education regarding waste abatement to city residents. In the longer term the Commission must deal with possible reduction in funding coote.10 and the impact that reduced funding will have on the relationship between the city and county waste abatement effort. The Commission wants to examine its.+r+iM to revisit those targets to see if they are !till appropriate. The Commission wants to use waste haulers experience and expertise more effectively. The Commission wants to be more i nevetienaLin the area of education and it wants to develop new options and propose solutions that require ongoing pro-active efforts. The Commission suggested developing a work plan to identify issues currently in process and to make more of an effort to develop an awareness of important issues that need to be addressed. The Commission knows that there 2 -• Z--§5'yr^ ----- r HAMLINE LAW SCHnnT riq-1 -4-4aP. n4 AIPM Prlfl 4{AA -.- MAR-13-'95 MON 15:40 ID:HAMLINE LAW SCHOOL TEL NO:612 641 2236 #017 PO4 are no easy answers and that political implications of reduced dollars and new regulations will influence its actions during the coming years. • 3 R=A5% RAMT TNF TAW CCA(1f1T f1•3-11-Qc no•A 1 oLR Df1flA kA A - -- MAR-10-',95.FRI 17:29 ID:HAMLINE LAW SCHOOL TEL NO:612 641 2236 #005 P03 Rough Draft Airport Relations Commission Introduction The Commission members represent a wide spectrum of residents of the city. The Commission currently takes its direction from staff and the Commission tries to function as an independent advisory committee. The Commission does not see itself as a rubber stamp of the council and expects the council to seriously consider its recommendations. Role The Commission is seen as advisors to the council, it gathers data and provides information and citizen input to the council. The Commission roes its primary fimetion as receiving direction from staff and council. A secondary function Is to respond to citizens in regard to airport matters. It also functions as an educator in regard to community compliance, it makes recommendations, and it provides education on various airport issues. Goals Its goals are to deal with the dual track recommendation and to provide a statement of purpose or a proposal to the council for its consideration regarding the dual track recommendation. Problem The Commission sees its primary limitations as the amount of time it can devote to Commission issues and to some degree the inefficient use of its combined expertise. The Commission is also concerned about its relationship to staff and the council. Tasks The primary tasks identified by the Commission are: to establish a list of tasks having to do with the issues, business needs and needs of the residents; to be more clear in its work as an educator; and to improve its communication with the community and the council. It believes it has very good staff support and it recommends the use of more work sessions for the Commission. 1 R-95% HAMLINE LAW SCHOOL 03-10-95 05: 31PM P003 #16 MAR-10-'95 FRI 17:30 ID:HAML I hE LAW SCHOOL TEL NO:612 641. 2236 #005 PO4 - Rough Draft Economic Development Commission Introduedon Commission members see Eagan as a geographic area where essential services are provided. Eagan is seen as an evolving, comfortable, friendly, community where residents have shared experiences and common interests and values. The Commission recognizes a certain life cycle of the community and that changes am taking place. The Commission is interested in maintaining a balanced development in the city. Finally, the Commission is interested in insuring the future by maintaining current assets. The Commission believes the primary obstacle is the amount of time necessary to accomplish its work. Looking Back The Commission sees a number of accomplishments that it should recognize. These accomplishments are the tax increment financing projects, policy developments, the advisory function it has performed as a sounding board for the community; the development of its ability to listen to business interests, and its assistance to develop the star city award, it is concerned about job retention for the community, and its long-term vision for the commnmity. The Commission also recognized its accomplishments related to the sign ordinance and the city center. Work in Process The Cedarvale redevelopment is an issue currently being worked on by the Commission and another major project is the central area task force. The Commission is seeking definition or clarification as to what its role is and what economic development authority it has. The Conunission continues its work in job development and job retention. The Commission continues to identify important issues for the council to consider. Finally, the Commission continues its work on the long term economic development vision. Problems and Challenges One of the challenges the Commission faces is to match the reality of the development process with the vision/goals of the community. The Commission wants to have the council direction clarified and council expectations made clearer. The Commission wants sufficient lead time when it is dealing with issues given it by the council and it would like the council to be as clear as possible when asking for Commission action. Staff roles and staff communication are good, but the Commission would like a better understanding of the council's agenda and hopes for the development of better communication between the council 1 R..95% HAMLINE LAW SCHOOL 03-10-95 05:31PM P004 #16 MAR-10-'95 FRI t7i 1. D:HAMLINE LAW SCHOOL TEL NO:612 641 2236 #1005 P05 and the Commission. The Commission also wants to function more effectively with other commissions. Looking Forward The Commission is interested in high quality selective development which provide high paying jobs. The Commission favors a balanced mix of industry, commercial and residential alternatives for the city. The Commission is aware that quality development will determine the long term personality of the community. The Commission recognizes it has the beginning of an aging population and that this consideration may influence future decisions. In order to maintain the quality of itsservices Eagan must maintain and park land It vital currently has et Commission believes protect should continue its maintenance of existing amenities. Finally, the Commission suggests the possibility of partnering with surrounding communities. Vision of the Commission The Commission envisions a strong economy for Eagan. The basic foundation has been established in the recent visioning workshop. Needs of the Commission The Commission believes it must set an agenda and agenda priorities. It wants the staff to recommend an agenda to the Commission. if necessary, the Commission wants to have subcommittees work as task forces in selected areas. The Commission wants to create a frame of reference and a measure for targets it wishes to meet. Finally, the Commission wants to prevent things from falling through gaps that might exist and the Commission will make modifications to the agenda to accomplish its goals. Role of the Commission The Commission believes it should be a community barometer and provide a residents reading on issues for the council. The Commission wants to establish a clearer image and function as an ambassador in economic development for Eagan. This means the Commission needs to understand the economic impact of various proposals it considers. It should establish a timefirame and a wworkplan in which to operate end it should attempt to develop a relationship with the other commissions that is cooperative. The Commission believes a summary of what other commissions are doing would be helpful and that some joint work sessions might be valuable. The Commission believes its role is to provide advice and comment to the council and that it should provide an update to the council or other commissions when appropriate. Communications could be improved through the use of memos and resolutions. 2 R.-95% HAMLINE LAW SCHOOL 03-10-95 05 31PM P005 #16 MAR-10-'95 FRI 17:31 ID:HAMLIhE LAW SCHOOL TEL NO:612 641 2236 #005 P06 ••- — Tasks The Commission wants its line of authority clarified. It will develop a work plan through the use of subcommittees if necessary, and the Commission wants to celebrate its accomplishments more frequently. • 3 R-95% HAMLINE LAW SCHOOL 03-10-95 05:31PM P006 #16 MAR-10-'95 FRI 17:32 ID:HAMLINE LAW SCHOOL TEL 10:612 641 2236 1:1005 P07 Rough Draft Advisory Parks Recreation and Natural Resources Commission This Commission is represented by a variety of residents whose primary concerns appear to be related to natural resources. There is, however, interest in recreational activities and there is recognition of the changing needs of the community. The Commission reflects a future oriented perspective regarding parks and open spaces and sees the park land and open spaces available to the city as a significant part of the community ambience. The Commission recognizes the community's natural resources are an attraction for all residents. The community is recognized as having changed and that available open space and park land is competing with development projects. The primary barrier the Commission members see is their lack of time to accomplish all the tasks and responsibilities the Commission has to perform or is committed to performing. Looking Back The Commission recognizes several accomplishments that it can be proud of. It recognizes the Holtz farm purchase, the master plan of 1993 and '95, the tree preservation program, the water quality task force, the wetlands preservation efforts, the Blackhawk park and the trail system. These are significant accomplishments. The Commission also recognizes its emphasis on the future is also an accomplishment. Work in Progress The Commission identified programs and projects currently underway. These are the Holtz farm,the B/I property,the civic arena, the open space study/bond referendum, and water quality update efforts. The Commission has also identified its ongoing role with the community in conjunction with other commissions, city staff, and commercial business interests. Relationships The Commission is sensitive to the demands it places on staff and of competing needs placed on staff. The Commission is sensitive to the competing pressures on the Commission due to a wide variety of Commission responsibilities. The Commission also bows other competing interests exist„ such as the limited time the Commission members have to devote to the numerous issues that the Commission must address. Recommendations I R-95% HAMLINE LAW SCHOOL 03-10-95 05:31PM P007 #16 MAR—t0—'95 FRI 1 7:33 [D:I-1MLINE LAW SCHOOL TEL NO:612 641 2236 #{005 POB _. The Commission wants to servo as an effective advisory Commission to the council. It wants a clear definition or set of expectations from the council, especially regarding Commission priorities. The council is supportive, but the Commission desires a clear commitment by the council to the Commission's work and it hopes the council will not be uncomfortable or afraid to be proactive or aggressive in the perks, recreation, or natural resources area. The Commission recommends that the council provide clear requests to the Commission when recommendations are wanted by the council. Commission Concerns Important items to the Commission sometimes get lost or receive limited discussion because of the Commission's limited time. The Commission believes it needs more work sessions where it can discuss issues effecting the community, the Commission also believes there should be more sharing of issues and concerns with other commissions. The Commission wants to develop a system for communicating with the council, the Commission and the community. Finally, the Commission wants to balance the interest of all residents when making long term policy recommendations or when responding to council requests. Future Focus This Commission has developed a vision statement and one of the Commission's goals is to carry out that vision through the use of the park system plan. An important value to the Commission is maintaining the quality of community life within Eagan. The Commission values the preservation of current open spaces and understands the importance of the city's natural resources. The Commission also values the historical and cultural aspects of the community and believes it is important to preserve them for the residents. Finally, the Commission values the recreational aspect of the parks system. The Commission needs to focus more clearly on priorities established in the vision statement. By doing this it will establish a sense of accomplishment for the Commission as it works on its goals. The Commission believes its focus is acceptable and appropriate but it believes that it should devote more time to the long range planning process and less time to the immediate detail of specific issues. The Commission is concerned with its relationship with other commissions and would be interested in a discussion and exchange of ideas among commissions. The Commission wants earlier input into activities of other commissions and it wants an opportunity to comment on open space/natural resource preservation issues when they are encroached upon by other commission work. The Commission has a strong desire to be proactive in the preservation of the natural resources and not simply be reactive to proposals or suggestions from other commissions. It desires to be part of the planning in the city as much as possible. Tasks The Commission will focus more on the fitture and spend less time micromanaging issues relating to existing parcels. It will use its time more wisely and grant greater discretion to the staff regarding current recommendations. The Commission wants to streamline the meeting 2 R-95% HAMLINE LAW SCHOOL 03-10-95 05:31PM P008 #16 MAR-10-'95 FRI 17:33 ID:HAMLINE LAW SCHOOL TEL NO:612 641 2236 8005 PO9 tbrmat and agenda for its regular meetings. This change in meeting style will provide better balance between policy planning and the week-to-week work of the Commission. The Commission sees its primary responsibilities u being visionary in regard to natural resources and this requires the Commission to provide leadership sad innovation in the area of natural resource preservation. The Commission wants to function as the educator of the community end more time needs to be devoted to this new focus. The Commission wants to develop ongoing relationships with other departments. When new members join the Commission a mentoring system will be established to bring them up to speed and to answer questions and provide history of the Commission's work. Conclusions The primary concerns of the Commission are the open space bond referendum issue, long- term priorities, and the balancing of its plans with the reality of potential funding problems. The Commission is concerned that it not miss opportunities to undertake new projects. Likewise the Commission is concerned with developing a shorter and more efficient format for Commission meetings. The desire to improve on meetings is the result of the Commission's interest in spending less time on the detail of micromanagment of issues and more focus on the substance of its tasks and goals. 3 R-95% HAMLINE LAW SCHOOL 03-10-95 05:31PM P009 #16 Rough Draft Planning Commission Retreat Introduction The Planning Commission membership is experienced, professional, and balanced. The chair of the commission has approximately seven years of experience and has seen significant changes within the city during the time that he has served on the commission. One of the members of the commission is a recognized planning expert within the Minnesota community. Two of the members are attorneys who have local government experience and the other members of the committee have a variety of experience and involvement in the Eagan community. Looking Back The commission recognizes it has completed some very significant projects within the last several years. It has completed and made recommendations regarding housing, it has completed a zoning study. These prjects, and others, have been done in the context of being the fastest growing community in the metropolitan area. The Planning Commission takes its role seriously and it understands it has raised the standards and expectations for the city in a short period of time. Work in progress The commission acknowledges it must continue its work in the central area of the city and it must clarify its role and responsibilities if it is to be a proactive force in the community. Commission members recognize the director of planning has prepared an agenda which includes approximately a dozen tasks which must be addressed during the coming year. One ` , the most important tasks is to complete a commercial study and prepare appropriate recommendations. The commission understands it must continue its normal activities of reviewing proposals and making recommendations regarding permits and variances and the commission understands these regular docket work items must be completed during the same time it begins to consider future policies and projects. Problems The commission is uncertain as to the direction the council wishes it to move or what the council believes the commission's role ought to be. The commission understands all recommendations will not necessarily be followed but it is concerned about sniping/attacks on the commission by the council. In light of the uncertain directives there is a concern by the commission regarding the negative comments from the council bench which the commission believes is inappropriate. The commission seeks better communications particularly in regard to how the council would like the commission to act and as to the commission's specific role and responsibilities. The commission wishes to be as useful as possible to the council therefore greater clarity in regard to its role would be appreciated. The commission believes discussion should take place between the commission, the council or council representatives, regarding the commission's role and more contact and conversation should occur between council and commission members. If more conversation does take place the commission members believe both the council and the commission will better understand the responsibilities they have toward one another and how their roles relate to the community. The commission encourages the council to visit or arrange meetings with them and to become better informed as to how the commission can assist the council in its responsibilities and business. The commission is also concerned that some citizens attempt to avoid the planning commission and thereby avoid its scrutiny of proposed projects. The commission requests the council to encourage full citizen participation in the planning commission's work. Future Focus The commission members placed several issues on its agenda for future work. The commission recognizes there is an existing agenda and it has asked the director of planning to prepare a list and a schedule or timetable to address appropriate agenda items. Topics of interest to the commission which they want to address include: 1) parks and open spaces and how the designated land should be allocated; 2) the city center study particularly the question of public and private uses within the city center space. 3)The city's role in co-developing selected pieces of property. 4) policy questions and issues related to mixed use, quality of life, transportation, and planning for the aging. -, (--e-1 „sk— Commission Role and Responsibilities The commission members believe they should be proactive in regard to planning and development activities in the city. Members believe they should as educators of the public, of the council, and of developers in regard to the standards and expectations for the community. Commission members believe more public input could be beneficial and the use of survey and focus groups were suggested as possible tools in developing that public input. Some commission members believe task forces could be created to develop information and future proposals for the planning commission to consider. Staff recommendations are considered by the commission to be an important aspect of their work and the commission understands staff has constraints such as time, ongoing projects, and assignments from council and demands generated by existing workloads. Corn i' •e is -mbers rely on staff recommendations and seek a clear definition from the dire tor of •lanning regard to the prioritizing of the agenda and clarifying those agenda items the commission st consider during the coming year. As part of the commission's proactive role it wishes t. encourage reconsideration of the existing comprehensive plan and they are committed to be:inning the process of modernizing the plan and making it consistent with the current needs . d expectations of Eagan residents, and the city council. (T-3 Needs During the discussion, several commissioners raised concerns regarding certain perceived needs of the commission if it is to undertake the many tasks that they have identified. Commission members believe there should be more interaction with other city commissions, the city council, and the community at large. This interaction would require more time of the commissioners and more public involvement and probably more staff time as well. The commission recognizes it must focus on its agenda and this agenda must include more than simple docket work. Many commission members believe the agenda will drive the commission's activities and a complete list of tasks must be developed as quickly as possible. 4 Role The commission wishes to take advantage of existing opportunities in order to be a leader and innovator in community planning. The commission members see themselves as providing ivaluable services to the community. The commission made a commitment among themselves to increase the number of meetings they have during the year. This increased commitment is a reflection of the desire to go beyond docket work and to develop work sessions that would allow members of the commission to address more important and long- - range tasks. The commission made a commitment to be a keeper of the comprehensive plan and to address issues within the plan in order to bring the plan up-to-date. In addition, the r commission wishes to modernize the city's zoning code. The commission recognizes it could i4 and should be a forum for public input and it should work more closely with the council. The commission desires to have a clear understanding of what the council wants from the commission and hopes the council will accept the challenge of a proactive and innovative planning commission. The commission does not wish to feel neglected by the council and wishes to be an active participant in making policy recommendations to the council. Specific Tasks i t Specific tasks identified by the commission were: 1) Increase the number of meetings per month from one to two. These meetings would allow for greater discussion of general planning policy and would allow the commission to address the comprehensive plan. 2) Continue the zoning study to ensure that it reflects the values and interests of the community. By doing so the code will provide developers and community residents with a clear understanding of the city's standards and expectations. 3) Make periodic presentations to the council and to have council/commission meetings that would encourage greater interaction between the two bodies. 4) Make decisions regarding the second monthly meeting. Time and location must accommodate the needs of the commission members and the planning staff 5) Develop a recommended work plan for the year. The director of planning should provide this plan and it should include current agenda items, and other recommendations from the director that are appropriate for the new goals of the planning commission. 6) Joint commission meetings be held occasionally. The planning commission needs to be sensitive to other commissions and to meet with them when items of common concern and interest arise. 3 MEMO To: Pat Awada, Sandy Masin and Tom Hedges, Caponi Art Park/Eagan Council Committee From: Anthony Caponi Subject: Response to Council Workshop of March 21, 1995 Date: March 24, 1995 Our Tuesday meeting was a positive one even though most ideas were put forth as free brainstorming. Now that we are on track again, I would like to propose the following structure and sequence of action that would meet the needs of the Art Park, the City and the immediate circumstances. Establishing a foundation to fund the acquisition and development of the Art Park is basic in resuming constructive work from where we left off in 1991. Putting the land in trust may serve a purpose in substituting for green acres but I am not reassured by the possibility of being put back a couple more years in the event you should fail to aggressively carry through your commitment to the Art Park. In meeting our present situation you must reevaluate your position in the light of what you understand today. There are some outstanding problems that must be acted upon even as we proceed to establish a sound base for the whole project. Agreeing on these item is a necessary condition for proceeding with the whole. Because the forming of a foundation will take some time, longer than we can afford to wait, we must act now to take care of the items listed below. 1) Remo Caponi Property The Art Park concept had always anticipated the inclusion of Remo's six acres to protect the aesthetic integrity of the project and to secure an entrance on the high grounds that would provide access to a public parking lot. We were well on our way toward achieving this goal when lack of coordination prevented it. This item is still a prerequisite to everything else we are doing. To put real teeth in our renewed efforts, we must take immediate steps toward buying Remo's land. It is also, to me, a reassuring demonstration of you taking tangible action in remedying past lapses in following through with your resolution. I have asked Remo to hold off on his request for final platting of his land but real action must be taken soon to avoid embarrassment and unnecessary expenses in court a month from now. Considering the City's financial situation, my suggestion for resolving this problem is to re-approach the Trust for Public Lands to hold this property until the foundation can raise the money to buy it. The City would need to reassure TPL of its commitment to the Art Park and the establishment of the foundation. This would amount to the City participating as a co-signer in the expectation that during the time TPL holds the land, the foundation would be able to raise the necessary money. 2) Site Plan We were ready to update the site plan in 1994, before the Council requested it, except that we did not have control over Remo's land to establish the east entrance in relation to park facilities. Moving ahead on acquiring this property will enable us to include those six acres in the updated site plan. 3) Damage to the Park by the Diffley Road Renovation Dakota County is presently disputing the existence of the Art Park and our claims for damage. Because I expect the City to validate my claim and because the City is in the untenable position of being a partner with both the County and the Art Park, it would seem advisable for the City to serve as an expediter in arranging an out of court settlement. This is not only right but a very tangible way for the City to help protect the best interests of the Art Park. I suggest the city engineer study the available technical drawings supporting my claim, so you may ascertain that what I'm asking for is both necessary and just. I would not consider your assessment of the problem to be an official determination because of your conflict of interest but it certainly would be a prudent thing for you to do. We should both be concerned about an early resolution of this matter because we cannot afford to waste another year before reestablishing the entrance to the parking lot near the underpass. The Art Park will be functioning in a limited way until the main entrance leading to the parking lot is restored. 4) Assessed Costs for the Underpass Someone should be assigned to discuss with me the outstanding balance owed for the underpass as per our contract. The calculation of the expenditures beyond the cost of installing the underpass are in error and do not take into account the additional costs I have personally incurred in finishing the project. 5) Funding of the Foundation The original concept of the foundation included costs for a director, artist in residence and maintenance of the grounds. Since the Council is prepared to, in Shawn's words, "jump start" the foundation by putting money into it to hire an executive director, they should also consider funding for the artistic director presently at work developing the park, planning and conducting programs. In conclusion, it is easy to see how these issues dovetail into one another and why they must be addressed in their proper sequence. It is also easy to see why they must be addressed now, even before we proceed in establishing the foundation. Failing to act upon these items will certainly undermine the credibility of the City in its stated determination to support the very project that is currently being promoted as a major showplace in Eagan. cc: Holly Duffy 4,��11 h,ii;1plll�111 Oil I's' MEMO _city of eagan TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR DUFFY DATE: MARCH 27, 1995 SUBJECT: MARCH 24, 1995 MEMO FROM ANTHONY CAPONI As you are aware, Anthony Caponi dropped off a memo for the Caponi Art Park/City Council Committee for the Art Park late Friday. He asked Administrative Secretary Palmersheim to distribute copies to Councilmembers Awada and Masin which she did. I believe you are planning to distribute copies to the rest of the Council today. Mr. Caponi stated that, in his opinion, there were "some outstanding problems" which needed to be resolved even before the formation of a foundation, because the forming of a foundation will take time. He stated, "Agreeing on these item is a necessary condition for proceeding with the whole." In short summary, the items are: 1. REMO CAPONI PROPERTY -- It is Mr. Anthony Caponi's contention that his concept for the Art Park anticipated the inclusion of the six acres belonging to his son, Remo Caponi. As the Council is aware, Remo Caponi has submitted a plan to the City to develop this land for residential purposes. His lawyers have conveyed to the City that this is Mr. Remo Caponi's intention. Mr. Anthony Caponi is requested that the City approach the Trust for Public Lands and ask them to hold the property until the foundation can buy it. I believe I heard the Council say that whether or not the Remo Caponi land would be included in the Art Park would be the decision of the Foundation Board of Directors. Does the Council wish to reply to this item and, if so, how? 2. SITE PLAN -- Mr. Anthony Caponi wants to be able to include the Remo Caponi property in his updated site plan. I did tell Mr. Caponi verbally before this memo was written that he did not need to update his site plan at this time and that the Foundation Board should have that responsibility. Does the Council wish to reply to this item and, if so, how? 3. DAMAGE TO THE PARK BY THE DIFFLEY ROAD RENOVATION -- Mr. Caponi wants the City to "serve as an expediter in arranging an out of court settlement. Does the Council wish to reply to this item and, if so, how? 4. ASSESSED COSTS FOR THE UNDERPASS -- Mr. Caponi does not agree with the City's figures relating to his share of the costs for the underpass. He believes that his additional costs are not taken into account. I will research this item and meet with Mr. Caponi if the Council so desires. Does the Council wish to reply to this item and, if so, how? 5. FUNDING OF THE FOUNDATION -- Mr. Caponi believes the Council should also consider "funding for the artistic director presently at work developing the park, planning and conducting programs." Does the Council wish to reply to this item and, if so, how? I await the Council's direction. ML Assistan to th City Admini rator DRAFT MEMO —city of eagan TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR DUFFY DATE: MARCH 27, 1995 SUBJECT: EXECUTIVE DIRECTOR/CAPONI ART PARK (Note: The following information would typically be sent out with the agenda information packet on Friday. However, because of the subject, this draft is being sent to the Council in advance so that any suggestions for revisions can be made prior to sending the information on Friday. Please contact City Administrator Hedges or Assistant to the City Administrator Duffy if you have any comments or suggested changes. We will send a copy of the information to the Caponi's on Friday along with a copy of the minutes of the workshop session of March 21, 1995. Councilmembers Awada and Masin, City Administrator Hedges and Assistant to the City Administrator Duffy will meet with the Caponi's on April 4, 1995 at a time yet to be set.) At the special City Council workshop held on March 21, 1995, staff was directed to prepare an agenda item for the April 4, 1995 City Council meeting regarding providing funding for a limited time to hire an executive director who would coordinate the creation of a foundation, establishing its board, soliciting and receiving funding and the foundation's acquiring the Caponi property for the development of an art park. Since that time, I have spoken with several experts in the field. It seems that an executive director could either work with the present non-profit corporation established by the Caponi's or could create a separate operating foundation which would collaborate with the non-profit corporation. A major problem with the current board of the non-profit corporation is that both Mr. and Mrs. Caponi serve on it with Mr. Caponi as the chair. The other three members are heavily tied to Macalester College. It would be extremely difficult, if not impossible, to raise funding with such a board. If this board continues, the foundation board should be much more diversified. Mr. Caponi will need to understand that once a foundation board is established, he, in essence, will lose overall control of the project. It will be the board's decision as to what land is included in the project, how that land is to be purchased, the design of the site plan, which positions will be funded for the operation and maintenance of the art park, how the park will be run and what programs will be offered. After or in conjunction with establishing a foundation and its board, the main initial duty of an executive director will be to determine whether there is actually a market for the art park, both in terms of raising funding and attracting participants. Therefore, the first step should be for the executive director and board to develop a comprehensive five-year plan and financial projection. Specific figures need to be established concerning financing, including: 1. How much money is needed to purchase the property and what property will be purchased, 2. What facilities will be included in the park, when they will be constructed and how much they will cost. 3. What programs will be included in the park, when they will be offered and how they will be financed. 4. What the operating expenses of the park will be, 5. What the paid positions will be in the Art Park, how and what they should all be paid. 6. What types of funding will be used to finance the park -- donations, admission fees, tuition, etc. In conjunction with the five-year plan, an updated site plan would be prepared at the direction of the board, incorporating the features of the financial plans. The board would then present the updated site plan to the City of Eagan for approval. The five-year plan is needed so that potential donors may be assured that the property will be managed reasonably in a cost effective manner over the long term. The second main step could be to conduct or hire someone to conduct a fund raising feasibility study in order to determine and document that the board can get funding to operate what it acquires. The study would determine whether or not funding for the art park is available through donations and whether or not the art park can become a reality. Applications for grants could be developed and submitted during this time period or after the feasibility study, if one is performed, is completed. The grant process is a long one and funding for artistic projects is difficult to obtain. Most corporations tend to fund projects which they have supported for a number of years. The executive director position could start out either part-time or full-time. A realistic figure for a full-time director would probably be in the mid-forties to fifty, for a part-time director in the mid-twenties. An hourly figure would be in the neighborhood of $25 per hour. In addition to salary, out of pocket expenses should be budgeted for, including postage, supplies, mileage, printing/copying costs, etc. In addition, a financial feasibility report could cost from $12,000 to $20,000. To summarize these figures: Type of Expense Low High Part/Full-time Director $25,000 $50,000 Expenses (10%) 2,500 5,000 Feasibility Report 12,000 20.000 Total $39,500 $75,000 Once the Council has decided upon an amount to spend, if it does make that determination, staff will solicit proposals from interested parties. A Request for Qualifications will be prepared. Attached please find proposed packet language for the City Council for the April 4 meeting. Please receive their direction regarding time periods and funding. -1-1/24.\ `M Assistant to he City Ad inistrator Attachment (Suggested Packet Language) OLD BUSINESS A. Executive Director/Capons Art Park --At a City Council workshop session held on March 21, 1995, staff was directed to prepare a Request for Qualifications for an Executive Director who will coordinate the creation of a foundation for the foundation for the purpose of acquiring the property of Mr. Anthony Caponi and the establishment of an ongoing board of directors for the foundation for the purpose of developing and funding the Caponi Art Park. The position will be funded by the City of Eagan in an amount up to $ , including out-of-pocket expenses, as an investment to the Caponi Art Park. The position is planned to be filled by June 1, 1995. City funding will not continue past June 1, 1996 (?) unless further action is determined by the City Council. ACTION TO BE CONSIDERED ON THIS ITEM: To approve or deny funding in an amount up to$ , including out-of-pocket expenses, for the purposes of hiring an Executive Director who will coordinate the creation of a foundation for the purpose of acquiring the property of Mr. Anthony Caponi and the establishment of an ongoing board of directors for the foundation for the purpose of developing and funding the Caponi Art Park. (Special Note: The Council previously approved an amount up to $5,000 to pay for the creation of a trust to which the property could be transferred. Is this amount separate or does the Council wish it included in the overall figure above?)