03/30/1993 - City Council Special SPECIAL CITY COUNCIL MEETING
Eagan Municipal Center Lunch Room
Tuesday
March 30, 1993
5:00 P.M.
I. ROLL CALL AND AGENDA ADOPTION
II. MUNICIPAL CENTER/MULTI-PURPOSE RECREATION
FACILITY SITE PLAN ANALYSIS
III. I.S.T.E.A. GRANT APPLICATION/TRAILWAY CONNECTION
FOR EAGAN TRAILS SYSTEM AND MN VALLEY SYSTEM
OF TRAILS
IV. DISCUSSION RE: PROPOSED CAT ORDINANCE
V. PROCLAMATION FOR DEPUTY CHIEF AND OPERATIONS
LIEUTENANT
VI. CONSIDER APPOINTMENT TO EAGAN E.D.0
INFORMAL TASK FORCE
VII. OTHER BUSINESS
MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: MARCH 26, 1993
SUBJECT: SPECIAL CITY COUNCIL MEETING/TUESDAY, MARCH 30, 1993
A special City Council meeting was scheduled for Tuesday, March 30, 1993, at 5:00 p.m.,
by Council action at a recent regular meeting. A combination build your own sandwich and
pizza will be served as a light lunch.
MUNICIPAL CENTER/MULTI-PURPOSE RECREATION FACILITY
SITE PLAN ANALYSIS
During the past few years there have been various plans that address phased development
of the entire municipal site which includes the library, existing law enforcement/city hall
proposed expansion as well as phases of the community center project. The Director of
Parks and Recreation will present, as historical data and for future planning purposes,
various site plans to show how the phasing of the recreation facility/ multi-purpose arena
and outdoor wading pool will relate to future phases of a more comprehensive community
center project.
Since the bond referendums of 1989 and 1992,the St. Paul YMCA is now proceeding ahead
with the southwest branch to be located in the City of Eagan at Highway 149 and Wescott.
The total estimated project is $4,000,000 of which $1,000,000 is for land and site work. The
balance of the facility has a bid price from Opus of slightly less than$3,000,000 and contains
the following program elements. A) Indoor pools i) zero depth with water slide and warm
water, ii) five lane lap pool with cool water, B) gymnasium, C) aerobics, D) locker rooms,
E) meeting rooms, F) offices and G) preschool child care center.
With exception of the preschool child care center, the other program elements were
included in the 1989 referendum. The YMCA is not making any provisions for an outdoor
swimming pool or the project authorized by the City including the arena and outdoor wading
pool. The YMCA is focusing on a geographic area much larger than Eagan and the
location, for all practical purposes is being shared by the city of Inver Grove Heights and
Eagan. How this facility will relate to a demand for additional community center phases
is certainly an unknown at this time. There are communities that have populations in excess
of 50,000 that support a community center and YMCA type facility. A future phasing for
purposes of fund raising and planning is difficult until the recreation facility phase I is
completed and the YMCA has progressed ahead with its construction.
There is no action required on this item, however, staff will be looking for the benefit of
discussion and direction regarding the site plan analysis relative to the multi-purpose
recreation facility.
•
Also, to be included in the discussion, is a review of the law enforcement/municipal center
expansions and how parking and internal roadways can best service the community center
phases and the municipal center/law enforcement expansion project.
I.S.T.E.A. GRANT APPLICATION/TRAILWAY CONNECTION
FOR EAGAN TRAIL SYSTEM AND MINNESOTA VALLEY SYSTEM OF TRAILS
During 1992, the City Council reviewed an application for I.S.T.E.A. grant funding that
would allow the development of a trailway connection between the Eagan trail system and
the Minnesota River Valley network of trails. At that time, federal funding was restricted
and the City of Eagan decided not to pursue the grant funding. During the new •
administration federal funds have been earmarked for the Federal Intermodal
Transportation Efficiency Act known as "I.S.T.E.A." MnDOT has informed local units of
government that $7.2 million in grant funding is now available for broad range
transportation enhancements which include multi-use trails.
Normally, the City Council would not review any grant funding program until the Advisory
Parks and Recreation Commission completed their study. Due to the fact that all I.S.T.E.A.
applications must be received by MnDOT no later than April 15, the City Administrator
proposed that this application be presented to the City Council at the March 30 work
session with the understanding that any final recommendation would be reserved until a
recommendation is made by the Advisory Parks and Recreation Commission at their
Thursday,April 1 meeting. At least the presentation information and project understanding
and concept can be discussed and reviewed by the City Council and then considered for
action at the April 5 regular meeting. Work sessions proposed between March 30 and April
15 are scheduled for review of the special assessment policy for the Cedar Grove
reconstruction.
For additional information on this trails development applicat' n, refer to memo prepared
by John VonDeLinde, Superintendent of Parks, on pages L through (0 .
There is no formal action required on this item.
PROPOSED CAT ORDINANCE
At the March 16, 1993 regular City Council meeting, an ordinance to license cats w
deferred for further consideration at a work session. Enclosed on pages,/through 4,
are copies of the memo provided as a part of the agenda information packet for the March
16 meeting and an additional memo from the Animal Control Officer that was handed out
the evening of the regular meeting.
The Director of Finance, Animal Control Officer and Captain Swanson of the Police
Department will be present for discussion regarding the proposed ordinance.
' PROCLAMATION FOR DEPUTY CHIEF AND OPERATIONS LIEUTENANT
The City Administrator is recommending a proclamation be adopted by the City Council for
Deputy Chief Aszmann and Operations lieutenant Meszaros. The proclamation will be
distributed at the Special City Council meeting Tuesday night. Their retirement party is
Thursday, April 1, and, if the proclamation is approved, Mayor Egan will make a
presentation on behalf of the City Council.
ACTION TO BE CONSIDERED ON THIS ITEM: To consider approval of a proclamation
for Deputy Chief Aszmann and Operations lieutenant Meszaros.
CONSIDER APPOINTMENT
EAGAN ECONOMIC DEVELOPMENT COMMISSION/INFORMAL TASK FORCE
At the February 23 Economic Development Commission meeting,commission member Tom
Pederson suggested that a couple of commission members assist him in reviewing the
Burnsville Economic Growth Committee for a possible methods model for the City of
Eagan's Economic Development Commission. Commission members Oestrich and
Matuszek both volunteered. At their last Economic Development Commission meeting on
Tuesday, March 23, the informal task force provided an update for the entire commission
on the outcome of their first meeting which defined mission, environmental study, vision,
life span, expectations for task force members and the structure of the special proposed
methods task force. For additional information, refer to the enclosure on pages /7
through,Q
The task force is suggesting that a member of the City Council, City staff and the community
have representation as a part of the informal task force. As referenced in the distribution
under structure,the Councilmember suggests at least one with the responsibility of providing
liaison with the Council and evenly representing the Council and task force work. If any
member of the City Council would like to serve as a member of the task force it would be
appropriate to indicate interest at the work session since the next committee meeting is
scheduled for April 28.
This is not a formal action item. Mayor Egan can appoint any Councilmember who would
like to become involved in the EDC task force.
OTHER BUSINESS
There are no additional items of business scheduled for the work session at this time.
/S/ Thomas L. Hedges
City Administrator
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MEMO TO: ADVISORY PARKS,RECREATION,AND NATURAL RESOURCES COMMISSION
FROM: JOHN K VONDELINDE,SUPERINTENDENT OF PARKS
DATE MARCH 25, 1993
SUBJECT: APPLICATION FOR ISTEA GRANT FUNDING -TRAILS DEVELOPMENT
The purpose of this memorandum is to request Commission authorization to submit a grant application to the
Minnesota Department of Transportation (MnDOT),to secure matching federal funds for the development of
a trailway connection between the Eagan trails system and the Minnesota River Valley network of trails.
As the Commission is aware, the City has been actively involved with a consortium of other communities and
agencies from the Minnesota Valley area (i.e., Minneapolis, St. Paul, Dakota County, Mendota Heights,
Bloomington, and DNR) to pursue strategies for establishing trails"connections"between these communities,
through linkages into the Minnesota Valley Wildlife Refuge and Fort Snelling State Park. If successful,this grant
proposal would facilitate construction of a key pedestrian link with the Minnesota River Valley system of trails.
CONTEXT
In 1991,the United States congress passed the Federal Intermodal Transportation Efficiency Act,also know as
"ISTEA". Under this act, a minimum of 10%of all federal highway transportation funds flowing to the states,
must be used for alternative forms of transportation,with particular emphasis on bicycle and pedestrian trailways.
The Minnesota Department of Transportation (MnDOT) is responsible for administering the ISTEA Program
on a statewide basis. (Note: The Metropolitan Council will be offering a similar program in the seven county
metro area again this year under their Surface Transportation Grants Program-a program which also receives
federal ISTEA funds from the Federal Highway Administration.)
MnDOT recently announced the availability of$7.2 million in grant funding for local units of government under
an "interim solicitation process". Under this program, a broad range of transportation "enhancements" are
eligible to receive funding. Among these include pedestrian and bicycle trailways, support facilities (shelters,
parking facilities and signage), landscaping and scenic beautification, and historic preservation/rehabilitation.
Associated costs for right-of-way acquisition,engineering,and design services are also considered eligible project
expenses.
Under the ISTEA Program ranking system, projects which address the following criteria will be assigned a
priority ranking:
1. Fulfillment of ISTEA objectives- 150 points
2. Completion of trail networks;missing"links"- 150 points
3. Projects which accomplish multiple objectives (i.e.,scenic, historic, transportation) - 100 points
4. Projects which have previously been reviewed for statewide or regional trails funding (Eagan applied
to the Metropolitan Council last fall,but was not funded.) - 100 points
5. Projects which demonstrate more than a local impact or benefit- 100 points
1
6. Projects which can expedite federal processing requirements-300 points
7. Projects with an assured local match in excess of 20% - 100 points
Following the grant solicitation process, an inter-agency task force assembled by MnDOT will perform a
numerical scoring of each project based upon the 1,000 point ranking system. The top ranked projects will then
be eligible to receive federal ISTEA funds with grant disbursement following construction of the project. Based
on the ranking criteria outlined above, it would appear that the City of Eagan would have a fairly competitive
application,particularly in light of the"collective support"being given to the project,by the trails"consortium",
for effectuation of the regional trails networking concept.
As alluded to above, the ISTEA Program offers a very favorable 80% federal cost share against a 20% local
match for all eligible costs under the project. And unlike the Metropolitan Council Program, there is no
minimum or maximum project cost to qualify for a grant.
ISTEA applications must be received by MnDOT no later than April 1.5,1993. Construction must be completed
and the trail operational by the end of 1994. All funded facilities must be of a permanent nature and maintained
in perpetuity by the grant applicant.
( RANT PROJECT PROPOSAL
Staff is proposing that the City's ISTEA application for this project include four major components. Each of
these components addresses a particular priority ranking criteria under the category of project"enhancements".
1. Multi-use trail
The grant application proposes construction of five key segments of bituminous trailway,completing a
contiguous trails linkage between the Cedar Ave.pedestrian bridge(within Fort Snelling State Park)and
the City of Eagan trails system. Under this proposal, a bituminous trail would be constructed on the
east side of Nicols Road between the Cedar Avenue pedestrian bridge and Silver Bell Road. The trail
would follow the north side of Silver Bell Road,crossing Highway 13 and linking with Cedarvale Blvd.
The trail would parallel the north side of Cedarvale Blvd. to a juncture with an existing trail along the
east side of Nicols Rd. beginning at Beau De Rue Dr. A small section of trail would also be
constructed between Cedarvale Blvd. and the existing trail on the east side of Rahn Rd. The final
segment would include a portion of trail on the east side of Nicols Rd.between Marble Lane and Rahn
Park. The attached map illustrates the location of these trail segments.
A total of 2.5 miles of off-road bituminous trails would be constructed at an estimated cost of$205,700.
(See attached engineer's estimate.) As a part of the project,special precautionary measures would be
implemented to ensure a safe crossing for pedestrians at Highway 13 and the railroad crossing along
Nicols Rd.
When completed,this trails connection would provide a unique opportunity for the public to gain direct
access to the pristine Minnesota Valley National Wildlife refuge and Fort Snelling State Park. The trail
would provide a direct link to the Cedar Ave. pedestrian walkway, opening up a new opportunity for
pedestrian transportation to the Mall of America and other points of destination in Bloomington. In
addition,the trail will link to a State trail to be constructed in 1994,between the Cedar Ave.pedestrian
bridge and Interstate 494 on the south side of the Minnesota River. This trail will eventually provide
a direct connection to Fort Snelling State Park proper and into the Minneapolis system of trails
including access to Minnehaha Falls Regional Park and the West River Road trail.
2
. 1 a
2. Trailhead/Depot Reconstruction •
Under the ISTEA Program guidelines, emphasis is placed on the enhancement of historical
transportation buildings and facilities through interpretation,rehabilitation,and operation. A review of
historical records indicates that a small depot once existed in the"town"of Nicols,an historic community
at what is now the junction of Nicols Road and the Chicago Northwestern railway tracks.
Under the project proposal,staff is recommending that the City take advantage of a unique opportunity -
to recreate the depot as a contemporary and functional point of interest,serving as a formal"entrance
to the community". The interior of the station would be designed to provide interpretive graphics about
the cultural,historical,and natural history of the area,as well as serving as a trailhead for bicyclists and
pedestrians accessing the trails in the Minnesota River Valley and Dakota County. Included with the
depot would be a small parking area with sidewalks,bike racks, and landscaping enhancements. The
estimated cost of reconstructing the depot and support facilities is $75,000.
3. Scenic beautification
The ISTEA program offers matching funds for scenic beautification including landscaping along trail
corridors. In the interest of creating a "gateway" approach to the Minnesota River Valley, staff are
proposing the implementation of boulevard landscaping along both sides of Silver Bell and Nicols Rd.
from Highway 13 into Fort Snelling State Park. A colonnade of overstory deciduous trees would be
placed along the roadway accenting the trail and creating a stronger sense of formality to the park and
trailway entrance. The estimated cost for this component of the project is$40,000.
4. $ignage
The final component of the grant would be directional signage at key locations along the trail. At this
point, it is conceived that a monument type sign announcing the Minnesota Valley trail access would
be constructed at the intersection of Highway 13 and Silverbell Rd. Additional directional signage would
be placed at secondary arterial access points along Cedarvale,Nicols,Rahn,and Diffley Rd.trails. The
possibility also exists to add interpretive signage along the trail interpreting such features as the historic
Cedar Ave. "turn style"bridge. The estimated cost of the signage is approximately$10,000.
PROJECT FINANCING
A preliminary estimate of total cost under the City's ISTEA grant application is$364,000. A breakdown of costs
for each of the components included with the project is as follows:
1. Design/Engineering/Administration (10%) S 33,000
2. Multi-use Pedestrian/Bicycle Trials 206,000
3. Interpretive Shelter/Depot Reconstruction 75,000
4. Landscaping 40,000
5. Signage 10,000
TOTAL $364,000
Of the total project cost, about 80% or $291,000 would be funded under the federal ISTEA grant program.
Taking this into account, the City's share of expenses for the project would be approximately$73,000.
3
"
In terms of generating the City's matching portion,several alternatives are available for reducing the City's cash
contribution to the project. For instance, much of the design and engineering work could be done in-house
through the City's Engineering and Parks and Recreation Departments. In terms of the trails,landscaping,and
signage construction, the opportunity exists to reduce the City's cash obligation by using City forces in the
preparation and installation of these project components. Conceivably,City equipment maintenance personnel
could assist with the placement and compaction of the aggregate base,paving operations,tree planting,and sign
construction. Other work crews,such as the County's Sentencing-to-Service Program or Twin Cities Tree Trust
could be a viable resource for constructing the proposed interpretive shelter/depot. In addition to these"force
account" efforts, City staff have also learned that the Metropolitan Waste Control Con+micsion is planning to
install a new interceptor pipe under the existing Nicols Rd. easement with work to begin in the fall of 1993 or
spring of 1994. Under that project,the possibility exists to involve the MWCC in construction of a pedestrian
trail adjacent to Nicols Rd. and to use that portion of the project as a match to the federal ISTEA grant.
In summary,the City's actual out of pocket expense could be considerably less than the$73,000 matching portion.
Of the remaining amount,the balance of funds would be generated through the City's trails dedication account.
FOR COMMISSION ACTION
Staff is requesting that the Commission approve, deny, or modify an application to the Minnesota Department
of Transportation for federal cost sharing of trails development and enhancements into the Minnesota River
Valley under the federal ISTEA program and that approval be given to submit a similar application under the
Metropolitan Council Surface Transportation Program when such funding becomes available.
John K. VonDeLinde
Superintendent of Parks
JKV/cm
32wp:advparks.083
4
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disposal plant). Somewhat later, a depot was constructed farther west,
next to where the present Nicols Road crosses the railroad tracks,
and it was this site which through much of Eagan's history was known
as Nicols.2
In the 1920s, the Nicols station depot agent was Raymond
Spencer, an Englishman. Spencer was remembered by a neighbor as
being austere and businesslike, an image enhanced by his portly
appearance and monocle.
The? icos Deno:. (John P. Kennelly,
Alinnesora Hisrorical Society)
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shipped by rail to market. In 1882, a blacksmith shop was opened by
William Holz on land he had purchased from James Wescott. A small
portion of this property was later acquired by School District 106, on
which the Wescott School was built in 1898. (The boundary of this
school district was generally considered as the outline for the Wescott
community). •
For several years the rail station at Wescott provided the best
means of travel to the city for local citizens. With few roads and even
fewer automobiles, the train was both quick and convenient,
considering the alternative was a farm wagon drawn by horses or
oxen. As late as 1917 the fare from Wescott to Rosemount (6 miles
away) was 14 cents, and to St. Paul via Mendota about 30 cents. Prior
to the introduction of the telephone, the telegraph office operated by
the station agent was an important communication link.
In 1917. Milo Stephens built a store, garage and food grinding mill
at Wescott,just across the Eagan boundary in Inver Grove. By 1922
the "new"Jefferson Highway (now Highways 49 and 3) was
constructed from Highway 55 to Rosemount, shifting the route from
the west to the east side of the railroad tracks and including a short
loop into Inver Grove. Stephens moved his business shortly after to be
located along the new road. The store continued to operate under
various owners.
The use of automobiles on the improved road, along with a new
bus line which provided service over this route, quickly decreased
passenger use of the railroads. Even so, Wescott for a time continued
as a small center of activity for local residents. An electric generating
plant run by Brooker Electric was located there, for many years
providing power to customers between Wescott and Mendota.
Connected with this was a locker plant at which locally butchered
meat was processed and freezer lockers were rented to nearby
residents who did not yet have electricity in their homes.
. Radio station KSTP began commercial broadcasts from a
transmitting facility at Wescott in 1928. (The radio industry had begun
only shortly before in 1921, and KSTP was the first commercial radio
station to be located in Dakota County). The location proved
unsatisfactory. and the company relocated to St. Paul in 1930.
However, for a time the small community took the name Radio
Center—even on official road maps—and it was several years before
the name was changed back to Wescott. •
Nicols
Nicols began as a flag station in 1867 on the Chicago, St. Paul,
Minneapolis & Omaha Railroad line. Taking its name from John
Nicols. who owned the land at that time, it was situated in the
•
northwest corner of Section 17 (near the present MWCC Seneca
•
143
Agenda Information Memo
March 16, 1993 City Council Meeting
ORDINANCE/LICENSING OF CATS
A. Consideration of Drafting Ordinance Regarding Licensing of Cats—Staff has bees.
directed to gather information regarding cat licensing for the City. Attached on pages Fs
through Gj/j is a copy of information as collected by Administrative Assistant Witt
regarding the issue in other metro communities.
The City currently pays a daily impound fee of $7.50 for each animal boarded at Lakeside
Animal Hospital and collects $11.50 per day, if the animal is reclaimed by the owner. In
1992, the City paid $13,484.01 in impounding and euthanasia fees and collected $5,682.50
in charges. In addition, dog licensing fees amounted to $16,930. All licensing costs are
absorbed in the Finance Department and the animal control function is included in the
Police Department. Actual costs are not readily available but could be estimated. The City
also collects a $15 pick-up fee on animals that are claimed. Both the boarding fee and the
pick-up fee are included in the $5,682.50. -
In considering a potential ordinance and related fee it would be appropriate to determine
an overall objective which may include one or any combination of the following:
1. Increase revenues to the City. Given the experience with dog licensing and the total
animal control function, expenses would probably exceed any additional revenues.
This would be especially dramatic if existing personnel is unable to handle the added
workload.
2. Allow for the return of more cats to the owners. This assumes that compliance
would be fairly high and the cats picked up are the ones that are licensed.
3. Health, safety and welfare would be enhanced. This again would be contingent on
compliance rates.
It is staff's understanding that there is a potential problem with cats wearing a collar and,
consequently, the license. In addition,there seems to be the potential for a surgical implant
of licensing information which would require equipment to monitor.
Upon direction of the City Council, staff would be happy to conduct any additional research
or draft any proposed ordinance changes. However, it was felt that more specific direction
should be given before that effort is undertaken.
ACTION TO BE CONSIDERED ON THIS ITEM: To provide direction to the staff
regarding a cat licensing ordinance.
I (
March 10, 1993
TO: CITY ADMINISTRATOR HEDGES
FROM: ADMINISTRATIVE ASSISTANT WITT
RE: CAT REGULATION
The issue has been raised regarding regulation of cats in
the community. 1992 figures show almost as many cats (154)
impounded as dogs (165) . While 130 dogs are returned to
their owners, only 24 cats are reunited with their owners_
This results in the City paying impound fees and, in may
cases, euthanisia fees. Animal Control Officer Kathleen
Gilbertson ' s report is attached.
Staff found similar trends in 1990. At that time other
metro area communities were surveyed as to whether they
licensed cats . Six of eight communities did not have cat
license requirements. Brooklyn Park has an annual license
with ordinance language the same as for dogs. Maple Grove
charges $2 for a two-year license, cats or dogs . Their
Police Dept coordinates the process, calculating that with
the low fee, they get more pets licensed. These same cities
were called in 1993 and nothing has changed. That report
is attached.
The League of Minnesota Cities supplied us with- cat ordinances
from 18 cities . Four metro area cities' ordinances were pro-
vided with only one requiring licensing. Twelve of the 15
greater Minnesota cities required licensing. Most of the
ordinances addressed running-at-large and the requirement
to have a rabies vaccination by a licensed vet.
Licensing usually involves cats over six months in age,
providing proof of rabies vaccination and wearing a license
tag on a collar . Two communities require proof of neutering
by a licensed vet before a license is issued. Most licenses
are issued annually because the vaccine is good for only
one year .
CATS & DOGS - 1992
These are only impound numbers, not cats and dogs returned to
owners and not impounded.
Dogs 165 - Impounded
130 - Returned to owners
32 - Taken to MN Valley Humane Society
3 - Euthanized
Cats 154 - Impounded
24 - Returned to owners
118 - Taken to MN Valley Humane Society
12 - Euthanized
Goats 3 - Impounded
3 - Returned to owner
I've known of five people in our city that became very ill from
cats. Two had to be hospitalized. A third had to receive
antibiotic shots every day for a week. One two-year old had picked
up toxoplasmosis, creating diarrhea for six months before a proper
diagnosis. This problem was traced to his sandbox and cat feces.
A woman picked up ringworm on her feet because cats came over the
fence (six foot) and onto her concrete patio around her pool.
People call about their gardens, their windows, sandboxes, garages,
bushes, and howling at night.
In late 1991 a woman called with a problem of 23 cats running on
her property. I trapped them out and she voluntarily paid the City
to euthanize them. They were all wild.
Cats are fast becoming the #1 household pet. Shouldn't their value
be equal to that of a dog.
If cats were licensed:
a. We could find the owners.
b. We'd know if they had a current rabies shot.
c. A lot fewer would die.
The average cat impounded costs the City $84.00.
( $84 x 130 = $10,920. )
J3
CAT LICENSE SURVEY
1990 & 1993
Apple Valley Does not license cats. Does require a cattery
license for more than 3 cats.
[ Renews dog licenses every other year to coincide
with rabies vaccination expiration date. Tags are
different colors and dated ' 93- ' 94 and '94-'95,etc. ]
Brooklyn Park Has a one-year license with $6 and $3 license fees.
Cat ordinance is folded into dog ordinance.
Burnsville No license requirements
Coon Rapids Registers cats, but does not license them. Pet
owners must provide proof of rabies vaccination
and they must have an identification tag attached
to cat 's collar. There is no charge for registration.
Cats running at large are subject to impoundment with
the owner responsible for impoundment fees.
Eden Prairie No license requirements
Lakeville No license requirements
Maple Grove Owners pay $2 for a two-year license. Cats are
subject to same ordinance requirements as are dogs.
The Police Dept handles pet licensing and enforcement.
Plymouth No license requirements
z� police department
PATRICK J.GEAGAN
Chief of Police
4 KENNETH D.ASZMANN
city of eagan Deputy Chief
3830 PILOT KNOB ROAD THOMAS EGAN
EAGAN, MINNESOTA 55122-1897 Mayor
PHONE:(612)681-4700
TDD:(612)454-8535 PATRICIA AWADA
FAX:(612)681-4738 SHAWN HUNTER
SANDRA A.MASIN
THEODORE WACHTER'
March 15, 1993 Council Members
THOMAS HEDGES
City Admininstrator
TO: Rick Swanson, Administrative Lieutenant
EUGENE VAN OVERBEKE
FROM: Kathleen Gilbertson, Animal Control Officer
City
SUBJECT: STRAY ANIMALS AND DISPOSITION
Under the Minnesota Animal Welfare Statute §35.71, Unclaimed and
Unredeemed Animals Impounded, Subd. 3, Stray Animals, Seizure,
Disposition -- all animals seized by public authority must be held
for redemption by the owner for at least five regular business days
of the impounding agency or for a longer time specified by
municipal ordinance.
Some cats are picked up on a Monday or Tuesday and therefore must
remain in the kennel through the weekend. In keeping the cats five
kennel days, they are not removed until the sixth calendar day.
Approximate costs of cats impounded - 1992:
Cats: 154 impounded
24 returned to owners
118 taken to MN Valley Humane Society or Last Hope
12 euthanized
Cost per cat:
Cost per kennel day $ 7.00
Cost per euthanasia $ 7. 00
Cost to agency (Last $15.00
Hope, Humane Society)
Cost per cat for impound and Humane Society:
6 (kennel days) x $7.00 = $42. 00
$15. 00 Humane Society = S15.00
Total = $57.00 per cat
$57 . 00 x 118 cats impounded = $6,726.00
$ 7 . 00 x 12 euthanized = $ 84.00
$30. 00 medication = $ 30. 00
Total = $6,840.00
THE LONE OAK TREE . . .THE SYMBOL OF STRENGTH AND GROWTH IN OUR COMMUNITY
Equal Opportunity/Afar tive Action Employer
Stray Animals
Page 2
The last report was figured on our charge of kennel fees to the
public of $11.50 per kennel day. The cost to the city for
unclaimed cats is approximately $6,840.00 not the $10,920.00 figure
as stated in my previous report.
4J �
Kathleen Gilbertson
KG:kg
l �
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EAGAN ECONOMIC DEVELOPMENT COMMISSION(EDC)
INFORMAL TASK FORCE
BACKGROUND -At the February 23rd EDC meeting, Tom Pederson asked for a couple of volunteers to help
him look at the Burnsville Economic Growth Committee (Burnsville EGC) as a possible methods model for the.
EDC. Karl Oestreich(day tel. 456-1502)and Cathy Clark Matuszek(day tel. 341-7266)volunteered.
MEETING-This EDC informal task force met in the conference room at 3470 Washington Drive, Eagan, from
approximately 3:00 to 4:00 PM on March 15, 1993, for the purpose of making the following decisions: whether
or not to proceed; and, if yes,whether or not to request the EDC to formalize the group as an EDC Task Force.
Tom was the meeting convener.
After discussing the possible benefits to the EDC and estimating the time required for task force members, the
group agreed to proceed and to request formalization by the EDC.
The following meeting purposes were added: task force mission, environmental study, vision, barriers,
assumptions,life span,expectations of members, structure and tentative(incomplete)action plan.
MISSION-Why do we exist? What are our parameters?
To assist in developing methods so the EDC can be more helpful to its primary customer.
Our parameters are: gathering information and developing and presenting possible EDC models.
ENVIRONMENTAL STUDY-For whom do we exist? Where are we now?
The EDC, city council,city staff, community of Eagan...
Our team is new, so, except for the information Tom and staff have gathered,we're at zero.
VISION-Where do we choose to be? When?
When the EDC soon considers methods and resources for fulfilling its vision, we will present a practical
methods model with alternatives.
The barriers to attaining our vision are-•
1. We do not know when,in time, the EDC will be ready to consider methods and resources - by not
knowing when our results are needed,we may not be able to fulfill our vision;
2. We are not clear on what council members need or would like from the EDC - EDC methods must
support these expectations;
3. We are not sure of staff availability or commitment intent - a reasonable assumption is that a more
deliberative and responsive EDC will require more staff time and energy;
Page 2
4. EDC members may not be willing or able to change EDC or personal methods and behavior;and
5. Looking only at Burnsville may not give us the best methods model.
ASSUMPTIONS (each of these relates to the above barriers)-
-
1. We will be formalized by the EDC and given several months to accomplish our work;
2. To satisfy the needs and expectations of the EDC's primary customer, we must involve the council
and work to identify and clarify its needs and desires;
3. Intent will follow stated staff commitment, any EDC methods proposals will include staff time
estimates and will result in council authorization;
4. EDC members will focus on the council's needs and developing expectations relative to the EDC and
will assure that these are fulfilled by planning, methods, measurable results and continuous
improvement processes;and
5. Useful benchmarking must include a look at various entities.
LIFE SPAN-When will this task force expire?
We expect the task force to dissolve shortly after our vision is fulfilled within several months, but in any
event by September 1, 1993.
The EDC may then elect to develop a new vision for a benchmarking task force or standing committee.
EXPECTATIONS FOR TASK FORCE MEMBERS -
MEMBERS AGREE:
I. To spend 2 to 6 hours per month including meetings, as needed, for the next two to three months or
until the task force has fulfilled its commitment - council and staff time is expected to be at the low
end;
2. To attend all task force meetings or to meaningfully provide input on agenda items prior to any
missed meeting and again promptly after receiving minutes or verbal reports;
3. That we are part of a continuing team until the vision is fulfilled, this means that we will timely
satisfy commitments and promptly communicate information and insight toward the fulfillment of
the vision-we are not only a team at our meetings,but at all times;
4. That, with a focus on fulfilling our vision, we will help each other balance task force needs with
career and personal needs and desires;
5. To conduct our activities with the highest ethical standards;
1 g
Page 3
6. To maintain constructive relationships with team members,to focus on issues and not personalities,
to maintain the self-esteem of others;
7. To practice mutual trust and to respect the dignity and value the diversity of individuals, to keep an
open mind;
8. To practice open communications and to provide a non-threatening environment where freedom of
expression and innovation are respected and encouraged-all members will be heard fully and often;
and
9. To, when requested, respect the confidentiality of information from members and from outside
information sources.
STRUCTURE-
EDC members - a minimum of three with one serving as chair and at least one serving as
scribe/communicator.
Council member - at least one with the responsibility of providing liaison with the council and evenly
representing the council in task force work.
Staff member - at least one with the responsibility of providing liaison with city staff and evenly
representing city staff in task force work.
We do not recommend adding other individuals(e.g.,business people or residents)to this task force.
Cathy will serve as chair. Karl and Tom will share the duties of scribe/communicator. Meetings will be
open discussions with the chair serving as moderator, except that from time to time, the chair may
designate a team, meeting or discussion facilitator.
We will be a delegatory team as we relate to the EDC; we will be an advisory team for our benchmarking
evaluation process;and we expect to evolve into a consensus team for our conclusions and proposals.
OTHER DECISIONS AND RESULTS-
1. We do not expect this task force to accomplish a formal problem identification phase.
2. With focusing and open communication among its EDC members, city staff and the council, this
task force is expected to identify various opportunities for improvement.
3. We will ask the EDC, at its March 23rd meeting, to formalize this task force as the "EDC Methods
Task Force."
4. Should the EDC formalize this task force, we will request, at the March 30th City Council meeting,
that one or more members of the council volunteer to become active members of this task force.
C)k
II
- L
•
Page 4
5. Our next task force meeting will be held on Ap ril 1993,at PM,at
(Location)
This meeting is expected to last until about._:_PM. The meeting purpose,agenda and background
will be timely distributed to members.
ACTION PLAN(tentative and incomplete)-
Key Objective: To timely provide practical methods models,with alternatives, for serious consideration
by the EDC(timeliness factor to be determined by the EDC).
OBJECTIVE START COMPLETE
1. EDC formalize Benchmarking and Methods Task Force 3/15 3/23
2. Fill task force from EDC, City Council and City Staff 3/23 3/30
3. Determine with which entities to benchmark 3/15
Cathy MN Dept. of Trade&Economic Development
Karl Met Council &League of Cities
Tom Burnsville,Apple Valley,Bloomington..Richfield
Other members-other entities
4. Interview entities
5. Obtain and evaluate entities'written information
6. Compare and clarify oral and written information
7. Present to task force
8. Task force evaluation
9. Clarification
10. Prioritize results
11. Prepare written and/or oral EDC presentation
12. Present to EDC
13. Critique task force methods within five weeks after
for use by next EDC task force task force completion
Not yet included: meeting dates,progress reports for EDC meetings,final presentation date...
MM Adv vl/IJIIP2G/OE303152.1-4/32293/TJP
ac
MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: APRIL 23, 1993
SUBJECT: SPECIAL CITY COUNCIL MEETING/THURSDAY, APRIL 29, 1993
Outside Storage/Propane
As City staff has begun enforcement of the outside storage ordinance, a number of firms
have come into compliance and others have begun the conditional use permit process for
specific products and locations. Typically, staff has received good cooperation from
businesses where small quantities of specific items could be moved inside and applications
are being submitted where specific circumstances limit such storage and where space may
permit enclosures consistent with City requirements.
A specific circumstance has arisen, however, on which staff would like to background the
Council and receive direction. Approximately ten businesses within the City have propane
cylinder exchange cabinets located at the facilities as a service to residents with outdoor grill
and camping needs. Typically, these cabinets are located at gas stations and convenience
stores. Rather than refilling propane tanks on site,vendors simply replace empty containers
with full ones and the tanks are collected by a propane service.
The uniform fire code prevents the storage of propane cabinets inside of buildings. Further,
the code specifies the type of enclosure in which propane can be stored outside of buildings.
To staff's knowledge, all of the propane cabinets within the City meet these requirements.
A question has been raised concerning the appropriateness of a full conditional use permit
application for this specific type of outdoor storage,given the regulatory requirements which
already exist concerning it. In addition to the staff discussion, at least one propane service
has approached the City indicating that the conditional use permit process and fee would
be prohibitive to the point that a significant number of businesses would choose not to
pursue the permit. The vendor had asked if one permit could be pursued for six locations
serviced by the same propane firm. Staff reviewed this request and determined that since
conditional use permits are specific to the property and require individual application
reviews to determine the appropriateness and safety of the proposed use, that this would be
an illegal solution to this issue.
An alternative, which was suggested, was the possibility of removing this specific type of
outdoor storage from the outdoor storage ordinance and regulating it instead by licensing
provisions within the code. Essentially, a license would require that an applicant meet all
State standards for the cabinet and any performance standards identified by the City for
location. Such an approach would also require site specific reviews, but licenses can be
issued for a specific time period with periodic reviews, while conditional use permits run
with the property and have a relative permanence associated with them.
Until staff can receive clarification from the Council in this regard, it has been suggested
that businesses not submit applications for conditional use permits for outdoor propane
storage. Staff does believe that the licensing approach can be effective in regulating this
issue. It is a policy decision, however, for the Council to determine whether it wishes any
outdoor storage to be excluded from the ordinance.
Update Ci ty Council Staff Goal Setting Retreat
Enclosed on pages 4, through 22 is a copy of the summary of conclusions and
recommendations regarding the March 11-12, 1993 Council Staff Goals Setting Retreat.
Please review the information for the purpose of recollection as to what we discussed,
further brainstorming and to determine a format in which the goals are presented to the
community. Attached on pages c2.3 through .17 is a copy of the written presentation
Mounds View prepared for their vision and goals. Also enclosed on pages 22 through
029 is a copy of the City's vision statement that was adopted at a previous retreat.
City Council Brainstorming/Visioning Regarding Development/Redevelopment
City staff have been coordinating a number of policies that include development and
redevelopment strategies within the community. A most recent example is a tree
preservation policy that has been developed by staff, recently presented to the Developers
Task Force and after one more staff meeting to finalize any recommended changes by the
Developers Task Force, will be presented to the Planning Commission, Parks Commission
and City Council. The City Administrator would like to schedule a work retreat with the
City Council after a decision has been reached regarding the position of Community
Development Director to discuss development and redevelopment policies staff has been
considering.
City Councilmember Awada prepared a memo that was distributed to the City Council at
the last regular meeting entitled "Development Questions." It was felt by the City Council
that it would be advantageous to have some discussion and brainstorming at the next
Council work session to provide additional guidance to the City staff for the purpose of
formalizing development/redevelopment policies.
As a result, there is limited material presented to the City Council for the Thursday work
session in the form of those policies. Enclosed on pages 30 through 33 to guide and
stimulate the brainstorming is another copy of the memo from City Councilmember Awada
and an article entitled "Edge cities, or cities on the edge?" for Council review.
Since the D-II land use study has been a consideration, a copy of a memo from Senior
Planner Marnin dated December 21 is enclosed on pages ,3V through 3Sfor Council
review.
c
Other Business
If any member of the City Council would like any additional documents provided for
Thursday's meeting, please contact the City Administrator at any time. Again, the purpose
of this work session is to be less structured with formal agenda items and allow for more
discussion which eventually translates into formal policy.
/S/ Thomas L. Hedges
City Administrator
TLH/vmd
3
COMPANY
CITY OF EAGAN, MINNESOTA
CITY COUNCIL-STAFF GOAL-SETTING CONFERENCE
CONDUCTED ON
MARCH 11-12, 1993
SUMMARY OF CONCLUSIONS AND RECOMMENDATIONS
:- Pro-Med Health Care Management Division
Government Leadersnip Division Phone: 303/986-8487
- General Management Systems Division Fax 303/986-0223
8169 West Baker Avenue Lakewood. Colorado 80227 Mailing Address. P.O. Box 36308 Lakewood. Colorado 80236
CITY OF EAGAN, MINNESOTA
• CITY COUNCIL AND STAFF GOAL—SETTING RETREAT:
SUMMARY OF CONCLUSIONS AND RECOMMENDATIONS
I. INTRODUCTION
On March 11-12, 1993, the City Council and management staff of
the City of Eagan conducted a Goal-Setting Retreat to identify
a vision for the future of the community and appropriate long-
range goals for the attainment of that vision. A copy of the
specific objectives and agenda for the retreat is contained in
Appendix A to this report.
II . KEY ACTIVITIES AND SUMMARY OF FINDINGS AND CONCLUSIONS
A. Roles and Relationships
One of the elements of effective teamwork is to have
clearly defined roles for each of the team members and
specified relationships that need to exist among the team
members for the team's effective performance. The
element of role has four characteristics:
1. FUNCTION
Function has to do with what the specific
responsibilities of that role are, irrespective of
incumbency. Function involves defining the "what"
associated with the role in terms of specific
outcomes to be produced, duties, and
responsibilities. The function characteristics of
role typically are defined in documents such as a
City Charter, State Statutes, and City Ordinances
pertaining to personnel matters and
responsibilities of specific municipal officials
whether elected or appointed.
2 . PERFORMANCE
Performance has to do with the specific behaviors
and styles an incumbent in any given role exhibits
during the conduct of his/her duties and
responsibilities. Performance relates directly to
this person fulfilling a specific role and the
manner in which he/she carries out that role.
3 . EXPECTATIONS
Expectations are the desires that individuals have
1
about the performance of others and themselves in
terms of what specific functions they emphasize and
what specific behaviors and styles they exhibit in
the conduct of those functions. Expectations are
our preferences pertaining to the conduct and
performance of any incumbent in a given position.
4. SATISFACTION
Satisfaction essentially is the degree to which an
incumbent in any given position meets one's
expectations. If the incumbent meets either the
expectations of others or himself/herself, the
degree of satisfaction is very high with that
individual's performance. Conversely, if one does
not fulfill the expectations of self or others,
high levels of dissatisfaction with that.
individual 's performance can result.
B. Roles of the Mayor, Council Members, City Administrator,
and Department Heads.
Listed below are the definition of key functions and
performance expectations for the Mayor, City Council,
City Administrator and Department Heads as seen from the
incumbent's view and that of all the other team members
occupying the other positions. In each case, the
position is examined first from the view of the other
players and finally from the view of the incumbent.
1. Role of the Mayor
a. Council's View of the Role of the Mayor
FUNCTIONS PERFORMANCE
(Whats) (How)
1. Conducts meetings 1. Controls and guides meetings
without domination of the
discussions.
2. Figurehead (ribbon cutter) 2. Be highly available and
personable.
3. Act as spokesman for City 3. Fairly represent the entire
Council Council to the community.
4. Act as spokesman for the City 4. Thoroughly,
of Eagan intelligently, and professionally
articulate the City's position and
needs in a timely and
2
professional manner.
5. Consolidate Council's 5. Actively
Thoughts and Facilitate the listen to all
Council's Debates (lead) Council members and suggest
appropriate actions (bring us
together as a decision-
making body)
b. City Administrator's View of the Role of the Mayor
FUNCTION PERFORMANCE
1. Leadership 1. Lead through example (policy,
teamwork, image, support).
2. Ambassador 2. Community, civic and service
groups.
3. Intergovernmental 3. Representation and participation
Relationships in other forums affecting inter-
governmental relations that exist
between Eagan and other
entities/jurisdictions.
4. Dispute Resolution 4. Neighborhood Groups, MWCC,
etc.
5. Communication 5. Media/representation of Council
in community through
statements to various groups.
6. Evaluation 6. Honest, available, objective
evaluations (corporate, council,
administration, community).
c. Department Heads' View of the Role of the Mayor
FUNCTION PERFORMANCE
1. Community Leader 1. • Be visible
• Be willing to take
positive and decisive
stands
• Accept responsibility for
City performance
• Be a risk taker
2. Community Spokesperson 2. • Communicate effectively
to public
3
• Be available to press
and community leaders
3. Chair Council Meetings 3. • Encourage open
discussion of issues by
the City Council and the
public
• Bring discussions to
closure
• Clarifier of positions and
information
• Establish strategy for
efficient management of
Council meeting
agenda.
4. Special Communications 4. • Meet and
with the City Administrator discuss issues
often
• Be available to the City
Administrator
5. Visionary 5. • See the City
Administrator list
• Present long-range view
of City and outcomes to
the community
• Look past immediate
political consequences
6. Ceremonial Figurehead 6. • Good public speaker
• Good public demeanor
and presence
• Visibility
7. Council Team/Consensus 7. • Fosters positive
Builder relationships within Council
• Respectsthe differences
of Council members and
their opinions
• Be willing to manage
and resolve conflict
• Avoid embarrassment
• Effective positioning on
issues; don't corner
people.
8. Set tone for City Council - 8. • Mutual Respect
Staff Relationships • Pass on Gold Stars
• Praise in public and
correct in private
4
o Reinforce and define
appropriate roles
d. Mayor's View o f the Role of the Mayor or
FUNCTIONS PERFORMANCE
1. Chair all Council functions 1. Must be:
• Well managed
• Balanced for all
• Fair and reasonable
2. Facilitate and foster 2. Make sure all
discussions views are welcome and heard
3. Work toward development of 3. Control discussions so that
consensus issues are well framed and
resolved
4. Where necessary, act as 4. Duty as meeting chair
ultimate arbitrator of
III parliamentary procedure issues
5. Assume role as primary 5. Requires great anticipation
spokesperson for Council and comprehension of all issues
2. Role of City Council
a. Mayor's View of Role of City Council
FUNCTION PERFORMANCE
1. Set Policy 1. Collective interaction as unit
Y
after interfacing with the
community
2. Create fresh ideas 2. Bring ideas to entire council and
staff body for prioritization and
analysis
3. Provide vision for community 3. Draw from unique personal
needs and desires disciplines and experience of all
Council members
4. Clearly articulate policy, 4. Utilize all means of
Y P Y
goals, objectives and visions communications required
to appropriate constituent
groups.
5. Empower staff and 5. Make sure Staff and commissions
commissions with adequate have clear and unambiguous
5
7
authority to carry out City Mission Statement to work from
policy and assign duties
b. City Administrator's View of the Role of Council
FUNCTION
PERFORMANCE
1. Build consensus 1. Listen and persuade
2. Inform 2. Communicate effectively
3. Provide direction 3. Gather and evaluate information
4. Achieve results and set policy 4. Take necessary actions to do
that
5. Provide support 5. Demonstrate teamwork with the
community, with each other and
the staff.
6. Community pulse 6. Interaction
c. Department Heads' View of the Role of Council
FUNCTION PERFORMANCE
1. Respect community 1. • Make decisions on
behalf of whole
community
• Be available to the
community
• Be decisive and willing
to take a position
2. Be supportive community 2. • Accept and support
leaders • Communicate positions
to Mayor before action if
possible
• Avoid embarrassing
each other,especially in
public
3. Sometimes leaders, 3. Recognize different situations
sometimes followers. Be able and act accordingly.
to define the appropriate roles
at different times.
4. Support of group policies and 4.
decisions
5. Be informed 5. • Understand roles of City
Council , City
Administrator, and staff.
• Read packets and ask
questions in a timely
manner.
6
/0
6. Respect Staff 6. i Keep surprises to a
minimum
• Need not wait for a City
Council meeting to raise
questions (ask ahead of
time so all can look
good at the meeting)
• Give direction as a
group; speak as one
voice
• Listen to staff
participation as well as
the opinions of special
interests, developers,
etc.
• Recognize staff as
professional resource
• Minimize public
adversarial situations
• Couch all new ideas as
requests for information
d. Council Members' View of the Role of Council
FUNCTION PERFORMANCE
1. Debate and vote 1. • Express individually
opinions on
controversial issues
• Act collectively on "no
brainers"
2. Outreach and representation 2. Listen fairly to people's concerns
of the community and ideas and convey them to City
Staff and Council
3. Promote ("bird dog') special 3. • Gather public
issues information
• Analyze information
• Persuade Council and
Staff and provide
II
information to them so
the decisions can be
made.
4. Attend non-Council meetings 4. Attend more:
• Neighborhood meetings
• DARE meetings
• Other commissions
7
/7
5. Act as stewards of community 5.
resources
3. Role of the City Administrator
a. Mayor's View of the Role of City Administrator
FUNCTIONS PERFORMANCE
1. Provide requisite support 1. Anticipate and provide
and information required for information in a
Council to carry out its thorough and adequate manner
function and policies
2. Direct staff in manner 2. Make certain Staff truly is
requested by Council implementing Council goals and
objectives
3. Act as daily spokesperson 3. Clearly articulate to
for Council t o t he community community Council policy and
direction
4. Supervise daily operations 4. Assume primary management
of the City responsibility for all City operations
5. Anticipate community needs/ 5. Utilize staff, community network.;
desires and the means to and personal discipline and
achieve them experience to accomplish
proposed plans.
b. Council's View of the Role of the City Administrator
FUNCTIONS PERFORMANCE
1. Communicate City issues to 1. Timely, professionally,
Council and mostly in writing
2. Be a spokesman for the City 2. Be fair, professional, and
express the City's and Council's
position on issues
3. Serve as the CEO of Staff 3. Team leader, control but not
dominate. Also, provide staff
concerns to Council when
required.
4. Communicate Council's vision 4. Be factual, and communicate
to the Staff with minimal editorializing
5. Advise Council (keep us from 5. • Don't dominate
doing something dumb) • Be brave and advise
with appropriate vigor
8
/c
c. Department Heads' View of the Role of City Administrator
FUNCTION PERFORMANCE
1. Liaison between elected 1. • Timely, clear, complete
officials and staff communications
• Political awareness
• Should separate
department heads' role
from the administrator's
2. Community Liaison 2. • Participate in community
activities
• Be a resident of the City
of Eagan
• Be available to articulate
City positions
• Be a schmoozer when
required
3. Leadership 3. • Be a decisive decisicn
maker
• Good strategist
• Good listener
• Set a positive tone
• Empowerment
• Patience
• Take responsibility
4. Facilitator of Consensus 4. • Encourage group
participation
• Accept diverse ideas
• Help reach conclusions
• Empowerment
• Patience
5. Visionary 5. • Anticipate problems
• Seek alternative
solutions
• Recognize good role
models
• Encourage the practical
application of theories
and experience to
develop successes
6. Help community council focus 6. • Help City Council
its attention on issues and prioritize
decisions required • Ensure intra-city Council
communications
• Give Gold Stars
(recognize successes)
9
d. City Administrator's View of the Role of the City Administrator
FUNCTIONS PERFORMANCE
1. Facilitator 1. Effective communications with
Mayor,Council,Community,and
Staff
2. Motivation 2. Motivate the organization and
the community
3. Vision 3. Good planning to include short
and long-range views
4. Dispute resolution 4. Internal/day-to-day
5. Good organization 5. Provide direction to the
organization
6. Communications 6. Internal/external community-wic
communications
7. Caretaker 7. Be a good resource manager,
both internally and externally.
External: Council and
stakeholders. Internal: Staff.
4. Role of the Department Heads
a. Mayor's View of the Role of Department Heads
FUNCTION PERFORMANCE
1. Apply professional skills and 1. Always recognize professional
discipline in an objective standards and good working
fashion relationships with Council
2. Provide all necessary 2. Understand tasks that are
information to the administrator assigned and assure that
and council to permit making of response is objective, balanced;
well-reasoned decisions. and appropriate.
3. Anticipate unique intra- 3. Staff should always recognize
disciplinary needs and desires its valuable and essential
of the community and provide "eyes and ears" to the Council
Council the necessary information and community in their
to make valued/good judgements. discipline.
4. Anticipate problems 4. Same as Number 3 above.
5. Communicate clearly 5. Communications is essential to
proper outcomes.
10
b. Council's View of the Role of Staff
FUNCTION PERFORMANCE
1. Carry out decisions of Council 1. • Perform duties
via direction from the City apolitically
Administrator • Be unbiased
2. Point out problems and 2. Early detection and proactive
opportunities responses
3. Prepare reports 3. • Complete lete and factus..i
information that provides
the best professional
knowledge
• Be objective and honest
• Follow the code
4. Direct and manage Staff 4. • Be professional
• Be accurate in
communicating Council
direction
5. Meet with the public 5. • Be sensitive and honest
• Come to closure on
open issues
• Be customer oriented
6. Talk to the Council 6. • Be honest
• Be apolitical
• Close open issues
• Be factual
c. City Administrator's View of the Role of Staff
1. Provide direction 1. Empower employees and carry
out the City's mission
2. Provide motivation 2. Employee development
3. Present ideas 3. Be fair and accurate and present
ideas fully
4. Support 4. Good teamwork, up, down and
sideways
5. Leadership 5. Set high expectations, high
standards, and be creative
6. Execution of City policies 6. Develop excellence-in-service
and programs delivery
11
/S 1
7. Professionalism 7. Training, objectivity, fairness,
and being non-personal in one's
actions.
d. Department Heads' View of the Role of Department Heads
FUNCTIONS PERFORMANCE
1. Provide professional expertise 1. • Communicate clearly
and information and effectively
• Provide alternatives
• Be a good research
resource for the City
Council
2. Support the City Council fn a 2. • Even if you don't ag
positive manner in helping support the Council
establish and carry out its • Espouse positive
policies • Maintain confidentiality
when required
• Share concerns vv.th
Council
3. Be effective managers of all 3.
resources
4. Be visionary in our discipiir.es 4.
(how does our area fit into the
big picture)
5. Team player 5.
6. Leader 6.
7. Finish assignments on time.
NOTE: Department Heads did not have time to complete their analysis of the
performance factor for items 3 through 7 listed in the function column.
C. Visioning
1. The Visioning Process
The visioning process consists of asking each
participant to draw a detailed picture of how he or
she sees the City of Eagan in the Year 2010. The
purpose of the vision is to create a "mental
picture" of a future set of conditions and
circumstances which can serve as a reference for
establishing goals, objectives, management action
plans, and allocations of resources necessary fcr
the attainment of that vision.
12
Each participant then describes his/her individual
vision to the remainder of the participants
permitting a dialogue as to what the individual
participants have in common in their visions, where
are their points of diversity or disagreement that
need to be discussed and reconciled.
2. Consensus Points (common themes) in the Visions
a. Consensus points among Council Members
( 1) Environmental preservation
(2) Creative development of Cedarvale
(3) Diversity of services: recreation,
retail/commercial, etc.
(4) Quality image for Eagan
(5) "Gateways" - enhance insignias and
markers
6
t
( ) Community center
(7 ) Creative redevelopment of river
(8) Economic development plan for City
b. Department Heads:
( 1) Trees/environment
(2) Neighborhoods/preservation
(3) Balance of business, home, residential
areas, amenities
(4) Redevelopment
(5) IGR/cooperation.
(6) School district consolidation
(7 ) Trailways
(8 ) Infrastructure
(9) Community center
( 10) River opportunities
(11) Gateways
( 12) Take advantage of surrounding activity
centers (MOA, airport, zoo)
(13) Build economic development program based
on the unique assets of the City
(14) Healthy, safe perception of community
(attitude)
3 . Points of Diversity of Differences of Opinion
a. Council:
(1) One school district/change boundaries
(2) Neighborhood emphasis
(3) Transportation - mass transit versus car
b. Department Heads:
13
( 1) Moratorium versus growth
(2) Perceived roles of government: size.
scope, region, super counties.
(3 ) Self-contained versus inter-related
community (private and public)
(4) Role of the airport
(5 ) Role and number of police
(6 ) Change in decision-makers might affect
implementing vision because the vision is
not static
(7 ) Change in business and residential forms:
possible obsolescence of City's
infrastructure in the future
(8 ) Personal versus public good
4. Critical Issues/Key Performance Areas (destiny
shapers)
After the participants examined their visions, and
the elements that they shared in common, they were
asked to identify those critical issues or key
performance areas over which the City's leadership
must exercise influence and control if Eagan'ss
destiny in VISION: 2010 is to be achieved.
a. Council (critical destiny shapers)
( 1) Leadership
(2 ) Availability of money and resources
(3) Communications
(4) Consensus builders
(5 ) Regulatory issues pertaining to:
• river development/redevelopment
• Environmental issues
• Community redevelopment
b. Department Head (destiny shapers)
( 1) Money and financial resources
(2) Diversity of priorities
(3) Influence of special interest groups
(4) Continued influence of interest groups in
local control
(5 ) Changes in local decision-makers
(6 ) Infrastructure
( 7) Past mistakes/new perspectives
(8) Historical baggage (failed referenda)
(9) Maintenance policies/attitudes
( 10) Political will
( 11) Cultural diversity
14
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5. Breakthrough areas
Breakthrough areas were defined as those critical
issues or outcomes that would require extraordinary
or untraditional efforts and approaches for their
attainment. These may also represent areas in
which the community has been working for some time
with minimal results. Some of the breakthrough
areas identified by Council and Department Heads
include:
a. Council:
( 1) Community Center
(2) Street assessment
(3 ) Transportation
(4) School districts (consolidation)
b. Department Heads:
( 1) School consolidation
(2) Separation from State limitations and
control
(3) The necessity to change backward-looking
attitudes toward future framed
perspectives
(4) Entrepreneurial approaches
(5 ) Separate community interests from people
who may or may not benefit from them.
(6) Build coalitions : Cedarvale
neighborhoods
(7) Marketing Eagan as a city
(8 ) Absence of community identity
D. Proposed Goals
Upon completion of the visioning exercise, the
participants then directed their efforts at identifying
specific performance goals that will provide leadership
direction and guidance to the community for the next
three to five years toward the achievement of the
proposed visions. These goals then provide the basis for
establishing annual performance objectives, management
action plans, community budgets, and changes in capital
improvement plans.
After the goals were identified, the Council members and
Department heads present were given an opportunity to
identify on an individual basis each person's "top six"
goals. These "top six goals" represented each person's
highest priority goals out of all the choices available.
There were five Council members and nine administrative
15
staff members present. The number of Council members and
staff members identir-'ing each goal as one of his/her
"top six" priorities is identified after the goal.
HIGH-PRIORITY GOALS
1. Bring into being community places and landmarks
such as:
• Caponi Art Park
• Community Center
• Second Senior Housing Center
• City Public Building Infrastructure
• Full 5-Year Capital Improvement Plan (Council
members - 4; Staff members - 6)
2 . Implement Comprehe_ :ive Forestry Plan for the City
of Eagan (Council members - 4; Staff members - 3 )
3 . Revise City Park, Trails, and Recreation Master
Systems Plan to include ski tow at Black Hawk
(Council members - 3; Staff members - 6)
4. Protect natural resources and create environment
awareness and restrictions pertaining to clean air
and water (Council members - 3; Staff members - 4) .
5 . Develop and implement a Comprehensive Economic
Development Plan to include:
• Cedarvale
• Small Business Incubator (Council members - 3;
Staff members - 4)
6 . Develop financing system for Comprehensive
Street/Infrastructure Reconstruction Plan (Council
members - 3; Staff members - 2) .
OTHER GOALS
7 . Develop a plan that allows parks and facilities to
be "enterprises" (Council members - 2; Staff
members - 5) .
8. Develop community programs to provide safe and
supportive environment for all residents; i.e. at-
risk kid programs (Council members - 1; Staff
members - 2) .
9. Create empowerment of community-based coalitions
such as neighborhood, business, and civic groups.
16
C:Q0
(Council members 1; Staff members 3) .
10 . Redraw School District boundary lines to eliminate
the bisection of neighborhoods. (Council members -
1; Staff members - 0 ) .
11. Develop community-oriented policing concepts
(Council members - 0; Staff members - 5 ) .
12 . Prepare and adopt a Comprehensive Redevelopment
Policy Plan (i.e. 3 year C. I .P. ) (Council members -
0; Staff members - 4) .
III . RECOMMENDATIONS:
The following recommendations are presented for consideration
by the City Council and management staff:
A. The twelve proposed goals, especially the six High-
Priority Goals, should be re-examined and wordef.
precisely as Council and Staff desires.
B. A final list of Goals, includin g High-Priority
six Hi h-Priority
Goals and as many of the Other Goals as deemed
appropriate, should be adopted by Council Resolution as
p rovide leadership
which will
a formal set of Goals h
direction to the Council and Staff for the next two to
five year period. It is understood that these Goals will
be reviewed and revised annually to insure their
currency.
C. For each Goal adopted by Council, the Staff should
prepare a detailed implementation plan that includes the
following elements:
1. A set of Annual Performance Objectives to he
completed in fulfillment of the Goal for the ne =t
two to five years as appropriate.
2 . Detailed Management Action Plans as to how the each
of the objectives will be achieved, including
assignment of responsibility for achievement of the
objective.
3. A Statement of Revenue/Resource Allocation Policy
pertaining to the objective as the basis for
funding that objective in the annual budget.
D. The Council and Staff should review goals, objectives,
and the implementation of related action plans on a
quarterly basis to ensure that the goals are being
achieved and that any issues or questions that might
17
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APPENDIX A
CITY OF EAGAN
CITY COUNCIL - MANAGEMENT STAFF
TEAK-BUILDING AND GOAL-SETTING WORKSHOP
MARCH 11 - 12, 1993
1. OBJECTIVES :
a. Review Key leadership chanllenges facing the City
of Eagan during the ' 90s.
b. Assess the elements of effective municipal leadership
and management - team performance :
- Characteristics of highly-effective policy-making,
decision-making, and leadership/management performance
teams.
- Clarification of roles and working relationships
within Council and between Council and the management
staff.
- Integration of the two new councilmembers into the
policy-making process.
c. Establish a Council-management vision for the future of
Eagan.
d. Define present and emerging trends and critical issues
affecting the community' s ability to achieve Eagan ' s
vision for the future.
e . Establish community performance goals that will guide
Council and management decision making, priorities , and
performance .
f. Prepare goal implementation strategies , revenue/resource
allocation policies , and action plans for goal achievement.
2. AGENDA:
a. Thursday; March 11 : 5 : 00 - 6 : 00 P .M.
7 : 00 - 9 : 30 P.M.
b. Friday, March 12 : 8 : 00 A.M. - 12 : 00 Noon
1 :00 P .M. - 5 :00 P .M.
a �
APPENDIX B
Mounds View
A VISION OF THE FUTURE
At President John Kennedy's Inaugural speech in January, 1960, he shared with the American public his vision of
space exploration. He predicted that by the end of the decade, the United States would land a man on the moon
and safety return him to Earth. At the time, many scoffed. The United States was in a dramatic race with the
Soviet Union for dominance in space and it was unclear to many as to how this "vision" could be accomplished. But
it was accomplished. How? Placing a man on the moon in July, 1969 was accomplished by unequaled attention to
the actions and activities necessary to realize the vision Kennedy had on that bitterly cold January day in 1960.
What started as one man's vision of the country's future achievements became a focused goal and related action
plan for the scientific community, the halls of academia, the commercial/industrial complex and eventually, the
entire nation.
Goals are realized by commitment to seeing them achieved. It is true of our country and it is true of our
community.
Earlier this year, the City Council, together with City Staff, explored a vision of Mounds View in the year 2000. It
was a vision of a community with a strong residential core with attractive,well maintained homes,a network of
streets and pathways dedicated to moving vehicles and pedestrians safety and effectively through the community,
attractive parks, an attractive City Hall which serves as the community's focal image, infrastructure which is
functional and well maintained.
It was a community characterized by a Highway 10 corridor which is less of a northern suburban thoroughfare, and
more of a community/pedestrian oriented community boulevard - one that has an attractive streetscape sensitive to
pedestrian and non-motorized traffic.
Mounds View in the year 2000 was seen as a community strong in its community identification, strong on its
commercial and industrial districts and a community with a strong and stable financial base.
To realize this vision, the City Council and City Staff identified ten goals as priorities for the next five years.
The goals are outlined in this special publication in an effort to share with you, the residents of Mounds View, a
vision for the future, and invite you to participate in the planning and realization of those goals by volunteering
your time and talent. If you have interest or expertise in any of the goal areas and the desire to help mold the
future of Mounds View, please call City Hall at 784-3055 or one of your Councilmembers.
� 3
The following ten goals were identified by Council and Staff as priorities
g g Y P
for the next five years. Each goal is summarized on the next pages.
• Rehabilitate City Hall as a Functional, Attractive Visual Focus for the Entire
Community.
• Participate in Continued Cooperative Efforts with Other Government Organizations,
when Appropriate, to Ensure Quality and Efficient Service Delivery.
• Develop a System of Operations to Improve and Expand the City's Infrastructure.
• Develop a Strategic Plan for Developing Highway 10 into a Community Oriented
"Boulevard."
• Create Mechanisms to Provide for the Rehabilitation of our Existing Housing Stock.
• Development of a Plan for Financial Self-sufficiency in the Development and
Management of the City.
• Establish an On-going Marketing Program to Create and Promote a New Image for
Mounds View.
• Pursue the Feasibility of Building a Community Center.
• Creation of a Total Community Multi-Model Transportation System.
• Develop a Plan to Involve Citizens in Government Planning.
eC 471
Rehabilitate City Hall as a Functional,
Attractive Visual Focus for the Entire Community
The original City Hall building was built in 1962. In 1975,an inadequate to service the needs of the community and provide
addition was connected to the original building to provide a new a safe, healthy environment for its staff and members of the
Council Chambers,entrance lobby,and administrative offices on community who use the facility.
the ground floor. Since 1975, little has been done to enhance
City Hall despite the increases both in general population and Plans to address this goal include:
staff.
• Updating the 1990 Space Needs Analysis.
City Hall, by today's standards, is energy inefficient,
overcrowded,and not handicapped accessible in many areas. In • Determining maximum space utilization of existing water
an era of increased service and information demands,and State treatment facility connected to City Hall.
mandates to provide and store more data,City Hall is
• Determine appropriate funding mechanisms,
•
implementation process and timeline.
Participate in Continued Cooperative Efforts with Other Government Organizations,
when Appropriate,to Ensure Quality and Efficient Service Delivery
As all cities try to meet increasing service demands and It is the goal of the City to continue to pursue cooperative
declining State aids and other revenues, they will turn to each efforts with other government organizations by:
other to share information,equipment,expertise and personnel.
Cooperative effort is not an unknown phenomenon in Mounds • Examination of current cooperative efforts for improved
View. The City is part of a tri-city fire department,it shares the efficiency and potential efforts for viability and financial
services of a forester with the City of New Brighton and is a advantages.
member of the mutual aid program with other suburban
communities. • Continued participation in the Western Ramsey County
Cities Cooperative Coalition—an informal organization of
the Cities of Mounds View, New Brighton, North Oaks,
Arden Hills, Shoreview, St. Anthony, and Lauderdale
committed to identifying and implementing areas of joint-
community cooperative activities.
Develop a System of Operations to Improve and Expand the City's Infrastructure
Modern society dictates certain service expectations for This will be accomplished by:
municipal operations; people expect that their roads will be
paved and well maintained water will be readily available and • Complete improvements funded by the 1991 Water Bond
environmentally safe to drink,water run-off from storms will not Program.
collect in their homes or on their property and sanitary sewer
systems will be installed and maintained to a level that is • Prepare a system analysis of the sanitary sewer system to
consistent with a safe and healthy lifestyle. determine appropriate strategies for improving existing
watermains for a program of upgrading facilities.
Streets, water systems, storm and sanitary sewer systems
constitute a City's infrastructure. The quality of these systems • Develop a long term street program and funding strategy to
is directly related to the viability and positive image of a City. provide a cost effective program of street improvements.
It is the goal of the City of Mounds View to provide for a
quality system which will meet current and future needs of the • Implement the surface water management plan through
residents of the community. adoption of funding mechanisms and approval of necessary
capital outlays.
Develop a Strategic Plan for
Developing Highway 10 into a Community Oriented"Boulevard"
Anyone who has ever traveled on Highway 10 has had the Action plans for this goal include:
realization that the highway is not a community oriented
roadway,but rather a connecting thoroughfare for the northern • Active involvement by Council and Staff in the decision-
suburban communities. Completion of the Highway 610 making processes regarding the development of the 610
corridor will ultimately shift the majority of traffic moving both Corridor.
east and west away from Highway 10. The result of the
decrease in traffic affords the City the opportunity to create a • Finalization of the Comprehensive flan which provides for
true community oriented boulevard — one that portrays the continued movement towards a community oriented
collective character and the image of the community,and one environment.
that addresses the needs of pedestrians, pathway users and a
slower streetscape environment. • Collection of data and information on similar"downtown"
boulevard project.
• Development of a Boulevard Development Plan.
Create Mechanisms to Provide for the Rehabilitation of our Existing Housing Stock
People move into a community because the community offers Developing mechanisms to provide funds for rehabilitation
the kind of lifestyle, residential and educational environment programs is essential to a healthy and prosperous community.
that is consistent with the individuals values. A visually
attractive and well maintained housing stock is an important The City of Mounds View is committed to the following action
clement in attracting new residents. steps in the coming years which will address this growing
concern.
The majority of the housing stock in Mounds View was built in
the 1950's and 1960's. The single family homes, apartments, • Prepare comprehensive city-wide housing stock conditions
and other multi-family housing units were built at a time when for single and multi-family housing.
energy conversation did not have the importance that it does
today. As most of the land in Mounds View is developed,it is • Pursue Ramsey County Community Development Block
unlikely that new housing starts will be substantial in the coming Grant (CDBG) programs for possible rehabilitation
years to meet the need of new residents for energy efficient funding.
homes.
• Implement a housing redevelopment/rehabilitation program.
Each year,the majority of the housing stock will continue to age
thereby posing potential problems of housing decay and
neighborhood blight.
Development of a Plan for Financial Self-sufficiency
in the Development and Management of the City
The last few years have been ones in which the City of Mounds This goal will be achieved by:
View has seen drastic cuts to the funds to receives from the
State of Minnesota in the form of Local Governments Aids. • Develop a plan for optimum utilization of City revenues
The cuts have been made,not prior to the year in question,but with a concentration on user fee based services.
during the year — after budgets were set and expenditures
allocated. The effect of the cuts has had dramatic effects on the • Continue to explore cooperative efforts with other
City's ability to effectively plan for the future. communities, other government entities and the private
sector to provide efficient and cost-effective service
While the City has consistently been financially prudent and has delivery.
been financially conservation in its budgeting,the actions taken
by the State to offset its financial difficulties have made it • Actively pursue development and redevelopment
increasingly difficult for the City to meet growing demands on opportunities which will enhance the City's tax base and
services when levy limits and decreases in aid continue. positive growth image.
Consequently,the goal is to develop a plan of action which will • Assume a proactive leadership role in legislative activities
provide for the financial self-sufficiency and stability of the City. which impact the City's financial environment.
Establish an On-going Marketing Program
to Create and Promote a New Image for Mounds View
Two decades ago, Mounds View was not considered a Just as a business develops an identification and promotional
Metropolitan community — it was what was then termed a campaign for a new product,a city must also define its image
"bedroom community"of St. Paul. It was a community with a and market that image to the real estate, commercial and
strictly residential flair and a rather limited tax base. industrial markets.
That was then,this is now....a first ring Metropolitan suburb This can he addressed by the following actions:
characterized by a healthy housing mix,excellent access to major
freeways, successful commercial and industrial economies, • Develop a process to identify the City's social. cultural,
quality parks,and perhaps one of the finest school districts in environmental and other community components to
the entire state. Then what's the problem you ask? The define/refine the City's Mission and create a new City
problem is that the residents of Mounds View are aware of their image.
fine community, but the rest of the Metropolitan area is not
aware that Mounds View has advanced well beyond its earlier • Identify actions and communication activities to promote
image. image.
The success of any business is its ability to portray a positive, • Incorporate into the process the involvement of Council,
attractive and successful environment. The same is true of a City Staff, residents and members of the business
city. A quality visual and promoted image translates directly community so that all stakeholders arc represented.
into people desiring to live and work in that community.
CQ
Pursue the Feasibility of Building a Community Center
Community Centers which serve the social, cultural and will directly compliment any action taken in the future to
recreational needs of a community are being built in cities examine the feasibility of a multi-use community center in
across the nation. A community center,be it a dedicated senior Mounds View.
center, or a multi-use facility, provides a community with
increased activity opportunities and enhanced community Action plans for this goal are:
identity.
• Continued involvement in the Regional Senior Center
The City of Mounds View is currently exploring the feasibility Study
of a Regional Senior Citizen's Center with the Cities of Spring
i ske Park, New Brighton, and Fridley. While this effort is • Determine the community's activity and social needs in
directed to a specific population group,the process relation to a multi-use community center facility.
• Involve citizens in feasibility study process.
Creation of a Total Community Multi-model Transportation System
Rapid transit, light rail transit, pedestrian pathway systems, Activities planned are:
multi-dimensional transportation systems,super freeways,sane
lanes,dedicated bus routes,no parking,and limited use lanes— • Examine existing trail and pathways to determine current
it almost takes a score card to keep track of the changing and future needs for expansion, connecting routes, and
transportation lingo.What it all means is that getting from X to inter-community possibilities.
Z will be different in the future.
• Involve the public in information gathering, policy
It is the goal of the City to provide for a community-wide multi- recommendations.
model transportation system which addresses the needs of
residents who enjoy daily walks on a safe and community- • Assume an active role in the Metro area light rail transit
connected pathway system, bicyclists who need their space plans.
separate from the cars and the joggers, and the drivers of
• Develop a strategic long range plan to phase in proposed
vehicles who need to get where they're going safely and uic p eg
htcies ge ry g g IY quickly.
courses of action.
Develop a Plan to Involve Citizens in Government and Planning
The success of any community is dependent on the involvement In an effort to expand citizen involvement,the following action
of its citizens. Without citizen involvement, input of ideas, steps will be taken:
suggestions and constructive criticism,a City would not grow
and flourish. • Increase communication to citizens of opportunities for
participation.
All of the goals identified herein highlight the dedication of the
Council and Staff to the involvement of citizens in the decision- • Enhance and expand opportunities for citizen participation
making processes. wherever and whenever possible.
Mounds View ... the City that:
Elects the Best
Serves the Best
Appoints the Best
Employs the Best
Make No Mistake, Mounds View is
Quite Simply, the VERY Best!
c ?
CITY OF EAGAN
VISION STATEMENT
8/6/91
VIEW OF MISSION
The City of Eagan exists to serve the needs and interests of its present and future citizens
by providing quality public services, personal and property protection, a healthy
environment, a stable tax base, attractive amenities, a sense of community and ethical
representation. The City will endeavor to reflect community values in an effective,
responsible, efficient and visionary manner.
VIEW OF CONSTITUENTS
The City of Eagan considers everyone with whom it interacts as a constituent and as a
customer. First and foremost among these customers is its citizens. To serve its customers,
the City is committed to equal representation, personal dignity, the value of diverse
opinions, democratic participation and importance of honest feedback. In its interactions
with citizens and all other constituents, the City of Eagan is committed to the qualities of
fairness, openness and responsiveness. Quality customer service will be central to all
interactions with the City.
VIEW OF SERVICE DELIVERY
The City of Eagan is committed to being responsive in meeting the needs of the community
within the fiscal parameters the community will support. Services will be provided
effectively and efficiently for the quality and level of service desired by the public, through
the employment of highly-qualified,creative, dedicated employees and the application of the
highest standards of responsible fiscal management.
VIEW OF QUALITY OF LIFE
The City of Eagan encourages the maintenance and enhancement of all aspects of its quality
of life. This includes its commitment to economic opportunity, educational excellence,
efficient service delivery, environmental integrity, recreational variety, attractive
neighborhoods and community pride.
VIEW OF THE ENVIRONMENT
The City of Eagan will proactively protect its natural environment. The land,water and air,
as well as the things which live in them and on them, are important assets to be preserved
and enhanced for our own enjoyment and well-being and that of future generations. The
City's role with respect to the environment shall be that of active steward and conservator.
Pollution, abuse of the environment and unnecessary modifications of the environment will
be opposed. The City, collectively and individually, will endeavor to maintain the
environment, mitigate impacts on it and enhance it to the extent possible.
•
VIEW OF DEVELOPMENT
The City of Eagan is committed to encouraging and fostering orderly,
high-quality
development and redevelopment. The City will maintain a balanced variety of housing
types, diversity of commercial and industrial development and effective integration of land
use types. Eagan is planned to be a fully developed city in the future and efforts will be
made to effect that growth in a rational, deliberate manner in the best interests of all
residents, both present and future. The City will maintain its standards while recognizing
the need to be sufficiently flexible and creative to permit quality development to occur.
VIEW OF ECONOMIC VITALITY
The City Eagan recognizes of Ea an es the need to foster an attractive and desireable business
�
environment in order to ensure employment opportunities for its citizens, a strong tax base,
retail services for its citizens and economic opportunities for entrepreneurs. The City of
Eagan will encourage the formation of head of household jobs, clean industries, economic
diversity, commercial stability and effective relationships with the regional, state, national
and international economies.
VIEW OF ROLE IN THE REGION AND STATE
The Ci ty of Eagan recognizes the importance and value of intercommunity hand
intergovernmental relationships in the advancement of the interests of its constituents. In
this regard, the City is committed to active participation in activities and organizations which
further these interests. The City is further committed to balancing its interests with the
needs of the region and the state and will conduct its affairs in a manner that recognizes the
interests of its neighbors.
VIEW OF IMAGE
The City of Eagan will encourage community identity and community and neighborhood
pride by fostering an image of quality in its built environment and excellence in its services
and amenities.
VIEW OF THE FUTURE
The City of Eagan recognizes that its future is shaped by the decisions made today. It is
also bounded by current circumstances and their dynamics over time. While growth and
economic vitality continue, services must continually adapt over time to meet the changing
needs of a diverse population, technological change and a global, service-based economy.
To meet these needs, the City must plan with vision, encourage balanced services and
welcome orderly change.
c,2
04-16-93 04: 14 PM FROM Potter0fliceServices P02/03
•
•
o: Mayor, Councilmembees and City Administrator
1f Prom: Pat Awada
Re: Development Questions
Date: April 16, 1993
Since the broad topic of development has continued to come up in issues such as
tree preservation, lowered residential densities, excess cornmereialfmdustrial
zoning (especially in neighborhood business "Strip Mall'zoning),lack of a
downtown etc.., I have decided to put some of my thoughts,and tae I believe
are shared or advocated by other Councilmembers, on paper.
These past few months I have noticed frustration with our inability to tackle
these issues when a new development occurs. This is due not only to our lack of •
certain ordinances or powers to achieve our end, but also to our lack of
discussion, decision and direction as a Council on these issues. I believe this is •
something which we should work through as soon u possible since the spring
pickup in plats and construction is just aroamd the corner,
Tree Preservation
On the subject of tree preservation,both Shawn and Ted have expressed an
interest in "doing more"to save trees when areas are platted. We ask that,what
can we do? Should we have staff explore this question and bring us alternatives
that can solve the problem while not being too encumbering on development?
Do we care if things are too encumbering? Where is the trade-off made?
Lowered Residential Densities
I believe we all are interested in lowering residential densities. A few years
back,the Council did all it could to downzone undeveloped R3 and R4 property
without getting sued. We are now asking different questions..... Should we •
continue downzoning R3 and R4 at the risk of getting sued? Should we 'buy
out"R3 and R4 zoning by paying a landowner X dollars per acre? Do we need
to "buy our anyone since single-family land seems to continue to rise in price
and then is hardly a market for multi-family? Are the prices close enough that
we could rezone without getting sued? (I would speculate this may be the case).
What about state zoning... we don't have much but wouldn't it be more
desirable (there is more green space, less asphalt etc.) Where are all these
young families who bought their fiat homes in Began in the 80's going to live
now that they have outgrown them?
3
04-16-93 04: 14 PM FROM PotterOfficeStrvices PD3/03
Commerciat[ftndustrlal Zoning
I am not referring to the large northern tracts of land here,but to the spot
zoning on major comets. We have been getting requests from develops*to re-
zone this lend into residential and so far most has been approved. Sbonld we do
more on ow own? Should we disallow re-zoning to over X (say 5) units/acre?
Should we`buy out' or rezone on our own?
•
Lack of a Downtown
This question probably needs to be looked at when the Ikon.Develop,Comm.
gets re-organized.
•
Past Assumptions Questioned?
There are certain assumptions that held true even 5 years ago that may not be
true today. A few of them that I believe we need to revisit are:
... No one wants to build a single-family house next to the freeway or on
a busy Co my road.
... Interest rates are high, therefore people have less purchasing power,
therefore lots of multifamily or single-family starter homes are
necessary.
...The market will finance commercial and multifamily projects.
... We area city of young families in their first homes.
I hope this is just the beginning of questions and discussion on this and other
development related issues. I would ask the Mayor to bring this up at our
meeting on Tuesday in order to decide if we want to pursue answers and if so,on
what time frame. •
See you on Tuesday
•
•
� /
I
camiros, ltd.
. TTY
• Images can be incorporated with text, using available 1
software. In this way, computer images can become an
.
integral part of all reports, plans and ordinances at a _ -4i
relatively low cost.
Perhaps even more amazing than this dazzling array of techno- :' .
logical wizardry is the shrinking of the hardware needed to ,. t .4 '
deploy it.GIS systems that are compatible with personal comput- ,' ••=�`'
ers are rapidly becoming available. Applications that used to " ,_, -
require a mainframe can be handled by powerful office ma- ''
chines. .r ' .-
'The future is here,"says Mauro Crestani, director of Camiros' r,x.
Computer Visualization Unit. "Sometimes I forget how hard it
was to do some of the things that we can now do at the touch of
a key. Even better,we have capabilities we couldn't even dream - _ ... •-.;--. ;r<
about before." Computer generated images allowed the evaluation of downtown
bulk regulations in Evanston, ///inois.
And zoning has never been so exciting.
EDGE CITIES this phenomenon. "We don't want to be another Eden Prairie,"
says Chanhassen Planning Director Paul Krauss,referring to the
OR CITIES ON THE EDGE? community immediately east of him."Eden Prairie is definitely an
edge city,' and the people of Chanhassen don't want that
happening to them. That's not why they moved here."
The "edge city" concept espoused by Joel Garreau has over-
taken "neotraditional" as the latest planning buzzword. Some A familiar plaint?Of course. But now it's being reinforced by the
suburban communities have latched onto it as a new way of need to control government spending by containing develop-
defining themselves that steers attention away from sprawl and ment, augmented by a surge in concern for the natural environ-
inefficiency. ment. These communities have seen what's happened else-
where and are searching for ways to avoid it.
Not all communities welcome the notion,though. Many exurban
and rural towns are suddenly finding themselves at the cutting `The problem is, many of these towns simply aren't equipped to
edge of urban development. These towns may never become handle the pressures,"says Camiros Senior Associate Michael
edge cities; but they are certainly cities on the edge—of en- Blue,who serves as the retained planning consultant in Mokena.
croaching suburbanization and control over their destinies. "They may have outdated regulations, or be accustomed to
working at a slower pace and smaller scale. They have limited
City officials and town planners in places like Mokena,Illinois and resources to deal with what's coming at them."
Chanhassen, Minnesota are seeking assistance in dealing with
Communities on the edge are handling the pressure in a variety
�. «_ of ways, ranging from a full embrace of development to a stop-
` -'- .. ` _ - the-growth posture. There are lessons to be learned from the
- * ,= �- - approaches being taken by Chanhassen and Mokena.
'7!' - 147 •. - Chanhassen has responded to the widening of State Highway 5,
' ^, " l its major east-west corridor, by hiring Camiros to help develop
-2~. .._�j land use and site-planning criteria and regulations.The intent of
s! 9 9
-4.' - '-.0;.V11.-t- this effort is to limit strip development and create a suitable
- --,f •.. community image.The city is also considering adopting a design
4 M. V----
review process.
�. - In the meantime,development in the corridor is .alloping along.
9
The city has received a proposal for a highly visible 150-acre
office park, and a new Target store was just approved in the
central business district. Even in the absence of specific regula-
Mokena,Illinois is a city on the edge which is controlling its future. tions, the city successfully negotiated changes in the store's
Page 3 Spring 1993
' camiros, ltd.
1
orientation and appearance, preservation of a stand of mature Staff news •
trees, and improved outlot development. "We're lucky," says
Krauss,"because Chanhassen is a desirable place to build.That Camiros Indianapolis has moved!It's now located in Victoria Center,
gives us more leverage over development than many other a late 19th-Century brick office building two blocks from the Indiana
communities have." State Capitol in downtown Indianapolis.The new address is 22 East
Washington Street,Suite 516,Indianapolis,Indiana,46204;phone
Mokena has similar development pressures. Armed with a new (317)263-6967.
comprehensive plan and limited staff, they process over 300
building permits a year. The village hired Camiros to augment Senior Associate Tom Capp has been promoted to head Camiros'
their staff by conducting plan reviews and assisting on special Madison office."The changes reflect our continuing commitment to
planning projects. expand and improve services to our Wisconsin clients, " says
Principal Jacques Gourguechon. "With more integration of our
To strengthen its response to development proposals, Mokena offices,clients in Wisconsin will benefit by having more direct access
has created two informational packets — one for subdivisions to specialists in Chicago and Minneapolis."
and the other for zoning requests(special uses,variances,etc.). Camiros recently welcomed Senior
These packets contain regulatory materials,applications,check- Associate Jeffrey Musser to its Chi-
lists, flow-charts, sample designs, and answers to common cago family. Jeff, a native of lndi- t ;.
questions.The town's goals are to ease staff burdens by reduc- ana,graduated from the University ''
ing the number of questions they must field, and improve the of'Cincinnati and has extensive ex-
quality of development by fostering better designs and more perience in zoning, historic preser-
consistent decision-making. vation and complex land use issues '
such as LULUs. He is also an avid
"A lot of newly suburban towns are stretched to the limit,"says golfer and former golf professional.
Blue. 'They're trying to cope without adding staff or taking on
debt they can't afford.One community has capitulated and boiled Senior Associate Joyce Levine r•
down its development policy to one statement: Developers can served as chair of the 1992 Upper
Midwest Planning Conference,held Jeffrey Musser
build whatever they want, so long as they provide all—repeat, in September in St.Paul.Highlights
all—the sewer and water facilities that are needed." of the conference included an Ethics Roundtable featuring national
and local personalities,a bus trip to the Mall of America,and a mock
In today's era of limited resources and shifting priorities,commu- gangster trial at St. Paul's historic Union Depot. Principal Leslie
nities are searching for creative ways to accommodate the Pollock led a workshop addressing issues of design review.
future. The successful ones may not become edge cities, but
they will find the means to remain on the edge without falling off. Camiros Principal Corky Neale spoke in Chicago at the CUED
Conference on Neighborhood Economic Revitalization. His topic
was targeted job creation,a program that grew out of his involve-
_ ment in the Lilly Foundation's Indiana Enterprise Zone project.
The Camiros family is thriving
h wa , and_,--.. _� Ryan in Christensen too. are growing
f` ‘.. 1.111111t'
fastot,much er to ys the delight Lindsay of thei
iireig_
. t mom Laura. Laura says that
`� g after raising the twins, writing
Ail new zoning ordinances will
seem like kids'play.
.
1
And Michael and Leann Blue are
the proud parents of newborn
1 Adam, who joined the family ten 4
days ahead of schedule on Octo- `, l , tt '+" .
ber 23. It seems that Adam, like A is 1 : `''�
dad Mike,doesn't want to miss any �, �,(
Camiros Senior Associate Michael Blue and Mokena Village Administrator part of the future. 1/ - it
John Downs go over the Village's revised plan reviewprocedures. The model . `�`;� I
is contained in a new`development handbook'thatalso contains application �- �
forms,suggested submitlalformats,answers to typical questions and a map I ,,-
at the approval process to simplify the process for applicants.
'II ,
Page 4 Spring 1993
M E M O R A N D U M
TO: Tom Hedges, City Administrator
Jon Hohenstein, Acting Community Development Director
FROM: Kristy Marnin, Senior Plannerjr,y)--
DATE: December 21, 1992
SUBJECT: D-II Land Use Study
In response to my memo to you dated November 20, 1992 on issues
relative to conducting a study of land zoned R-2 (Duplex
Residential) or guided D-II (Mixed Residential, 0 to 6 units per
acre) , the City Council has indicated its desire for further review
of this matter. More expressly, the Council wants consideration of
amending the guide plan designation of undeveloped D-II land to D-I
(Single-family Residential , 0 to 3 units per acre) . Prior to
proceeding with this further review, I would like to discuss the
implications of such action.
In my previous memo, the inventory of R-2 zoned property revealed
that virtually all R-2 land is already developed and therefore
unavailable for rezoning. However, there are several parcels of
vacant D-II guided land which are potentially available for land
use guide amendments; hence, the Council 's request.
As noted in my previous memo, the requested land use study,
particularly with its expressed end result, may have limited impact
because the vast majority of development that has occurred on D-II
guided land over the last five years has been detached single-
family residential uses. Although a variety of housing styles can
occur under a D-II land use guide, provided that the density does
not exceed 6 units per acre, recent socioeconomic conditions have
overwhelmingly leaned toward development of low density single-
family detached housing units on this land. In other words, if the
concern relative to D-II guided land is that it might develop at
the high end of its density range, or that it might develop with
other than single-family detached housing, recent development
trends should reduce this concern. Granted, there is no guarantee
that this trend will continue, and D-II guided land does allow
other than solely single-family detached housing. However,
maintaining the existing D-II guide plan designation on undeveloped
land may have certain advantages over the D-I designation.
One advantage of the D-II designation is that it provides
flexibility in housing type and density to respond to changing
market conditions and social mores. For example, as land costs
continue to rise, smaller lots (eg. , ±7, 500 square foot lots, or 5
to 6 units per acre) for single-family detached homes may be in
demand. Or, as the population continues to age, the demand for
association-maintained duplexes and townhomes, possibly at
relatively low densities of 6 units or less per acre, may rise
dramatically. The D-II guide designation , at 0 to 6 units per
acre, allows the flexibility to accommodate both of these
scenarios.
I
Tom Hedges/Jon Hohenstein
December 21, 1992
Page 2
Conversely, the D-I guide designation limits development to large
lot (eg. , 3 or fewer units per acre) single-family detached
housing. Not only is flexibility limited, but large-lot low
density development can be exclusionary and potentially a barrier
to affordable housing. As highlighted in the August 1991 issue of
Planning, the final report prepared by HUD's Advisory Commission on
Barriers to Affordable Housing cited large lot size as a
significant cost booster, tending to exclude low and moderate
income housing types.
Admittedly, what specifically constitutes low density or large lot
development is somewhat subjective. However, objectively, the D-I
designation is far more limiting in the type and density of
residential development than the D-II designation. The D-II guide
designation not only allows the typical low density, larger lot
D-I-type development, but also allows medium density, smaller lot
development with a variety of housing unit types.
Should the Council wish to proceed with potential guide plan
amendments for undeveloped D-II guided land, I propose the
following work plan.
1. Inventory of unplatted/underdeveloped D-II guided land,
organization into study areas, and compilation of site
data.
Approximate time for completion: 2 to 3 months
2 . Workshop meeting with City Council to present information
compiled in step 1 and to receive direction on requested
action on each study area.
3 . Meetings with affected property owners to discuss
proposed guide plan amendments
Approximate time for completion: 1 month
4 . Workshop meeting with City Council to present comments
received from affected property owners and to receive
direction on holding public hearings for requested action
on each study area.
5. Public hearings for requested action on each study area.
Approximate time for completion: 1 to 12+ months (depends
on number of study areas)
6. City Council meetings for final action on each study
area.
If you have any questions regarding this matter, or if the Council
would like to proceed with the study, please advise.
3s_