09/29/1993 - City Council Special AGENDA
SPECIAL CITY COUNCIL MEETING
Wednesday
September 29, 1993
5:00 p.m.
Eagan Municipal Center Building
I. ROLL CALL & ADOPTION OF AGENDA
II. CONSIDER FINAL ASSESSMENT ROLL FOR PROJECTS 651
& 654 (CEDAR GROVE #6 & #9 - STREETLIGHTS AND
CEDAR GROVE #5 - STREETLIGHTS) AND SCHEDULE
PUBLIC HEARINGS FOR OCTOBER 19, 1993
5:00-6:00 III. REVIEW PLANS FOR MUNICIPAL CENTER/PUBLIC
SAFETY BUILDING PROGRAM
6:00-7:15 IV. JOINT MTG. ADVISORY ECONOMIC DEVELOPMENT
COMMISSION
7:20-9:00 V. JOINT MTG.ADVISORY PARKS,RECREATION&NATURAL
RESOURCES COMMISSION
VI. OTHER BUSINESS
VII. ADJOURNMENT
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MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES tgi .
DATE: SEPTEMBER 24, 1993
SUBJECT: SPECIAL CITY COUNCIL MEETING/WEDNESDAY,SEPTEMBER 29
At the September 7 regular City Council meeting, a special City Council workshop was
scheduled for Wednesday, September 29, 1993 beginning at 5:00 p.m. There are three (3)
different themes for the special workshop session consisting of: 1) a presentation and
dialogue with the architect and construction manager for the Municipal Center/Public Safety
Building Project, 2) a joint meeting with the advisory Economic Development Commission
and 3) a joint meeting with the Advisory Parks, Recreation & Natural Resources
Commission to consider the Park Master Plan.
A light supper will be served at 5:00 p.m. In order to respect the schedules of the advisory
commission members, a time schedule has been suggested for each agenda item. The
architect, representative of E & V Construction Management and Department Heads will
all be available between 4:30 and 5:00 p.m. to meet on the Municipal Center/Public Safety
Building Project. The special City Council meeting was scheduled for 5:00 p.m., however,
if it is possible to arrive early, between 4:30 and 5:00 p.m., it will allow additional time for
the architect to review important policy matters with the City Council concerning the
building program.
CONSIDER FINAL ASSESSMENT ROLL FOR PROTECTS 651 & 654
The Director of Finance has asked that the City Council consider acceptance of final
assessment rolls and schedule public hearings for Projects 651 and 654 at the special City
Council work session. This action will allow staff to schedule public hearings at the October
19 meeting and certify the assessment rolls to Dakota County for collectable/payable 1994.
There is a separate action required for each project.
The first action is to consider the final assessment roll and schedule public hearing for
Cedar Grove #6 and #9 - Streetlights referred to as Project 651. The installation of street-
lights within Cedar Grove #6 and #9 has been completed, final costs tabulated and final
assessment roll prepared. The public hearing date is October 19, 1993.
ACTION TO BE CONSIDERED ON THIS ITEM: To receive the final assessment roll for
Project 651 (Cedar Grove #6 and #9 - Streetlights) and schedule a public hearing to be
held on October 19, 1993.
The second action is to consider the final assessment roll and schedule a public hearing for
Cedar Grove # 5 - Streetlights referred to as Project 654. The installation of streetlights
within Cedar Grove #5 has been completed, final costs tabulated and the final assessment
roll prepared.
ACTION TO BE CONSIDERED ON THIS ITEM: To receive the final assessment roll for
Project 654 (Cedar Grove #5 - Streetlights) and schedule a public hearing to be held on
October 19, 1993.
REVIEW PLANS FOR MUNICIPAL CENTER/PUBLIC SAFETY BUILDING PROGRAM
At the last special City Council workshop, Dewey Thorbeck was present and provided the
City Council with drawings that represented the work of employee focus groups who have
met and projected departmental space needs for the next several years. Since that meeting,
the Steering Committee, which consists of the City Administrator, Department Heads,
Assistants to the City Administrator and Chief Building Official/Building Project Manager
Doug Reid, have met with the architect and a representative of E & V Construction
Management to discuss in detail the various proposed space needs projected by the focus
committees. Before staff, including the architect, can proceed further, it is necessary to
receive City Council input and policy direction on a number of space needs that ultimately
affect the function and cost of the proposed building program. The most important policy
decision is for the City Council to establish a budget for the project. The architect will
share the per square foot cost based on new and remodeled building assumptions and
identify certain policy decisions regarding space to assist with direction on the establishment
of the project.
JOINT MEETING/ADVISORY ECONOMIC DEVELOPMENT COMMISSION
The advisory Economic Development Commission is planning their monthly meeting for
5:00 p.m. in Conference Rooms A and B and will adjourn shortly before 6:00 p.m. to join
the City Council in the planned work session. The purpose of the joint meeting is to discuss
the work the Commission has done to draft a Mission Statement and to modify and update
the City's Economic Development Master Plan. The meeting will also provide an
opportunity for the Commission and the Council to dialogue with respect to the
questionnaire distributed several weeks ago and returned by the Councilmembers relative
to the relationship between the EDC and the Council.
The purpose of Wednesday's joint meeting is to attempt to define the context of the
Commission's Mission Statement and Master Plan, direction the Council wishes the
Commission to take and to identify the next steps the Council would like to see undertaken
and to begin implementation of a Master Plan.
It has been the sense of the Commission that the broad mission and overriding goals of their
work need to be defined by Council adoption of these two items as presented or modified
so that they can begin to identify implementation plans,including an analysis of options such
as direct marketing,membership in economic development organizations,business assistance
and other tools.
For additional information with respect to this item,please refer to the minutes of the April
27, 1993 Economic Development Commission meeting which are enclosed on pages ,L
through for your review. The mission and visioning exercise took a number of months
from the fall of 1992 through its culmination in April of 1993. Certain of these sessions
• occurred at regular Commission meetings, but a number were during special meetings in
which the drafts of the Mission Statement and Economic Development Commission Master
Plan itself formed the record of the meeting. As such, only the final recommendations are
included at this time. Also enclosed on pages through 7 is the draft Mission
Statement of the Economic Development Commission. It comprises the Mission Statement
developed by the Commission itself, a definition of economic development, the purpose of
economic development as defined by the Commission and the beginning of a series of
assumptions about economic development which form the basis for the Commission's
actions. Each of the bullets within the Mission Statement has been expanded in the pages
which follow with individual objectives under each bullet.
Also enclosed on pages through Ills the City's Economic Development Master Plan
with proposed revisions based upon the Mission Statement developed by the Commission.
All additions and changes in the Master Plan are underlined. The Master Plan consists of
a list of eight economic development goals, a list of four economic development target areas
and a discussion of the tools which are generally available for economic development.
Also enclosed on pages /A through„LZare the minutes of a meeting of the Commission's
Methods Task Force which forms a basis for the questionnaire previously received by the
City Council. A copy of the questionnaire is included on pages throu h aO for your
information. If you have not previously returned your completed questionnaire, please
utilize this copy and return it to City staff as soon as possible.
It is anticipated that if a consensus can be reached with respect to the Mission Statement
and Economic Development Master Plan, this item will be placed on a future City Council
meeting for adoption and the Commission would move forward with implementation plans
for various elements of the Master Plan itself. While no action is anticipated on this item
at Wednesday's meeting,the Commission should be given direction that either the drafts are
acceptable for consideration at a Council meeting or that specific modifications need to be
undertaken before consideration by the Council.
JOINT MEETING/ADVISORY PARKS, RECREATION & NATURAL
RESOURCES COMMISSION
A joint meeting with the Advisory Parks, Recreation & Natural Resources Commission is
scheduled to begin at 7:20 p.m. for the purpose of continuing review of the progress on the
Park Master Plan. There are no handouts available for review by the City Council in
advance of the meeting. However, the consultants will be present to share information and
facilitate a discussion on the development of the new Park Master Plan.
OTHER BUSINESS
There are no other items of business to be considered at this time.
/S/ Thomas L. Hedges
City Administrator
3
MINUTES OP THE ECONOMIC DEVELOPMENT COMMISSION
Eagan, Minnesota
Tuesday, April 27, 1993
A meeting of the Eagan Economic Development Commission was
held on Tuesday, November 23, 1993 at 7:00 a.m. Present were Eldon
Johnson, Roger Hughes, Tom Korsman, Cathy Clark-Matuszak, Kirk
Duholm, Pat Grinde, Tom Pederson, Gary Morgan, Jim Green, and Karl
Oestreich. Also present were City Administrator Tom Hedges, Acting
Community Development Director Jon Hohenstein, and Project Planner
Kim Eggers.
AGENDA
The agenda was approved as presented.
MINUTES
The minutes of the March 23 ,1993 Economic Development
Commission were approved as presented by acclimation.
EDC MISSION AND VISIONING
Hedges introduced the item and discussed the roles and
relationships between the City Council, its commissions and staff
in the policy formation process and day to day administration.
Clark-Matuszak stated that the City Council provided good
initial insight and dialogue into what ideas they have for the EDC
at the Methods Task Force Workshop.
Pederson stated that the Methods Task Force group is looking
at present functions and how the group could do better.
Johnson then referred the EDC members to the draft Mission
Statement. Hohenstein gave a brief overview of the EDC's work to
date. He reviewd the action items and alternatives relative to the •
Mission and Visionary items. Johnson asked for comments on this
issue.
Duholm and Johnson reiterated that the City's existing Vision
Statement will be adequate for the EDC's purposes. Hohenstein
stated that the Vision Statement elements will still be a part of
the EDC's Mission Statement.
There was some discussion regarding the appropriate methods of
presenting the Mission Statement to the City Council. It was
decided that a workshop would be the most appropriate format.
Hohenstein stated that the goals of the Mission Statement may
need to be prioritized. Johnson agreed. Pederson stated that
perhaps the element numbers could be removed and the five elements
could be bulleted.
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Duholm moved that the Mission Statement definition and purpose
be approved. Grinde seconded. The Mission Statement was approved
unanimously.
Hohenstein then reviewed the EDC goals and noted the changes.
Pederson questioned whether these goals will only be a part of the
EDC's action plan, or if the EDC is requesting the City to adopt
these goals as well. Hohenstein stated that the list may be too
lengthy for a one year EDC action plan, and that the Commission may
wish to target a smaller number of goals for 1993 .
Hedges stated that the EDC and City Council need to decide
what goals should be fulfilled, and how to best achieve them.
Hedges also stated resources to accomplish these goals would need
to be identified.
Johnson proposed the adoption of the EDC goals. Grinde moved,
Clark-Matuszak seconded the motions. The goals were adopted
unanimously.
Hohenstein discussed proactive options for the EDC's work from
Page 2 of the packet.
Hughes asked about financial incentives such as Tax Increment
Financing and stated that it may be helpful for the EDC to become
more informed about these incentives. Hedges stated that the EDC
needs to look at whether or not they would advocate or oppose the
use of financial incentives by the City Council, and agreed that it
would be a good idea to educate the EDC further on this matter.
Morgan stated that it may be helpful to annually examine all
available financial incentives. Hohenstein referred the commission
members to Page 33 of the packet and gave a brief outline of some
of the incentives available.
Hughes stated that it is important to look at all available or
alternative financial incentive programs. Pederson asked
specifically to examine small business incentives.
CURRENT AND PENDING DEVELOPMENT
The proposed Kohl 's department store was the only item
discussed. Hedges stated that to his knowledge, the retailer was
still going in next to Wal-Mart.
COMMUNITY FORUM
There was no update regarding the community forum. However,
Pederson suggested having a speaker from the Forum speak to the
EDC. He stated that the focus of the group has changed, and that
they now have a monthly theme.
CEDARVALE UPDATE
DRAFT MISSION STATEMENT
The Eagan Economic Development Commission is an advisory body to the Eagan City
Council which works to make Eagan the business community of choice by fostering an
an environment which creates wealth in the form of healthy, value-added businesses by:
• Communicating Effectively
• Maximizing Business Tax Base Through Diversity
• Enhancing Community Identity
• Fostering a User Friendly Approach to Development
• Nurturing a Healthy Business Environment
To ensure responsiveness to the City's economic development needs, the Commission
will reevaluate, refine, and improve its mission and goals on a regular basis.
DEFINITION - Economic development is the fostering of an environment which
creates wealth in the form of healthy value-added businesses.
PURPOSE - The purpose of economic development is the enhancement of the
city's property tax base and the creation of job opportunities.
ASSUMPTION - The Commission plans to develop a list of assumptions which define
the parameters for its mission and action plan.
The first of these is that economic development is accomplished
through an integration of resources and relationships which serve to
retain and attract quality businesses and encourage investment and
reinvestment in the community's real and human capital.
EDC MISSION AND VISION
BRAINSTORMING OUTCOMES.
1993
1. Communicate Effectively
MISSION
• encourage public participation and awareness;
• implement a marketing plan;
• network, cooperate and coordinate with other agencies (benchmark - learn
from other cities);
• support a Chamber of Commerce.
VISION
• be a promoter.
2. Maximize Business Tax Base Through Diversity
MISSION
• maximize business tax base through diversity;
• encourage dispersal of economic development;
• identify and target quality businesses.
VISION
• a balanced and diverse business base;
-a balance of commercial and residential amenities;
-a balance of large and small firms.
3. Enhance Community Identity
MISSION
• enhance community identity;
• protect and enhance natural environment/amenities;
• establish and maintain community standards;
-attractive gateway developments;
-a fresh well-maintained appearance.
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VISION
• to be the business community of choice; the model of doing things
right and doing the right thing;
-a defined positive sense of community, both internal and external;
• more flora and fauna than asphalt.
4. Foster User Friendly Approach to Development
MISSION
• enhance cooperative processing of developments;
• meet our customer needs (who, what, why, how much);
• nurture organizations and individuals;
• make cooperative/deliberative decisions;
• responsiveness to opportunity.
VISION
• user friendly.
5. Nurture a Healthy Business Environment
MISSION
• focus on a continuous improvement of economic development
environment;
• consider and evaluate financial incentives;
• information on major employer's strength/health as an early warning
system;
• embrace diversity at its best;
• a viable redevelopment program;
• restaurant and shopping opportunities as a business service.
VISION
• a stable, growing tax base;
• a maturing economic structure;
• sensitive to long term business needs - stability;
• a strong educational/school system;
• thriving industrial parks;
• a capable, available and ethical work force;
-jobs that enable individuals to support households.
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6. Reevaluate Mission Regularly
MISSION
• regular reevaluation of business goals;
• measurable goals/statistical measurements;
• a structure to monitor/review vision statement.
VISION
• continuous improvement of methods.
7. Serve as an Advisory Commission to the Eagan City Council
Other Vision and Mission Elements Which the EDC Cannot Directly Affect
cooperative services
community pride
mutual loyalty and committment between the City and the business community
a family recreation facility
a sense of quality of business life
a strong educational/school system
a low crime rate and excellent police protection
an efficient transportation system
a positive relationship with the airport
continue to foster "step up'/executive homes
excellent utilities
recreational programs that do not require a stay-at-home parent
CITY OF EAGAN
ECONOMIC DEVELOPMENT GOALS
4/93 Modifications
1. Retain, Expand and Diversify Tax Base
- Keep residential property taxes as low as possible
through a broad, substantial tax base
Limit adverse effects to community's revenue position due
to economic conditions
- Achieve economies of scale available , for larger
concentrations of property value
Encourage and leverage private investment in local
Properties.
- Identify and target quality businesses.
2. Retain, Expand and Diversify Employment Base
- Provide job opportunities for Eagan residents
- Limit dependence on narrow job categories
- Enhance buying power for Eagan businesses' goods and
services.
3. Nurture a Healthy. User Friendly Business Environment
- Enhance cooperative, interactive processing of
development applications.
- Identify City customers and customer needs and means to
meet them.
- Be proactive and responsive to economic development
opportunities.
- Consider and evaluate financial investment in priority
developments and redevelopment areas.
4. Enhance the Image and Visibility of the City
- Encourage sense of community and community identity
through recognition of City as economic activity center,
corporate headquarters, the business community of choice,
etc.
- Enhance external image of City as economic destination,
corporate center, etc.
- Develop identity as major economic center in addition to
the Minneapolis/St. Paul central business districts, as
Bloomington/494 strip is doing.
- Develop and maintain community quality standards
including appearance expectations, natural amenities and
attractive gateway developments.
5. Attract Primary Dollars from Outside the Community
- Produce goods and services sold outside of the community
in regional, statewide, national and international
markets such that dollars are brought into the community
and not just circulated within it.
Improve Eagan's ability to attract shoppers and service
users from outside of the community from the freeway and
highway system.
/0
6. Retain, Expand and Diversify Retail and Service Facilities for
• � Employees Eagan Residents Em to ees an
d Businesses
g
- Create massings and synergies of retail activity
- Provide a broader spectrum of locally available choices
in the areas of retail goods and services to reduce the
outflow of Eagan dollars to other communities and to
reduce Eagan residents' dependence on long car trips for
goods and services.
7. Create Massings of Economic Activity
- Create focuses and areas of commercial/industrial, retail
and hospitality/entertainment activity that will natually
encourage related and spin-off businesses.
- Encourage substantial development of existing economic
activity areas within context of Comprehensive Land Use
Guide Plan.
8. Communicate Effectively with Businesses and Developers
- Encourage public participation and awareness of community
assets and development activities.
- Implement a business development marketing plan.
Network, cooperate, coordinate and benchmark with other
agencies and cities.
Support a Chamber of Commerce
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ECONOMIC DEVELOPMENT TARGETS
1. Commercial/Industrial
- Encourage the Formation of Jobs which Enable Indivduals
to Support Households
- Attract Clean Industry/Manufacturing
Attract Service Industries
- Encourage Expanded Business Service Sector
- Promote Eagan as Location for Headquarters and Branches
of Major Companies
- Support and retain existing businesses and jobs.
2. Hospitality
- Attract Visitors and Tourism
- Visitors and Convention Bureau
- Capitalize on Mall of America Market and Traffic
- Expand Lodging Opportunities for Local Businesses
3. Retail
- Capitalize on Mall of America Market and Traffic
- Explore Other Regional Market Opportunities
Attract Larger/Major Anchors
- Encourage Big Ticket Retail such as Auto and Marine
- Facilitate Revitalization/Redevelopment of Depressed
Areas
- Specifically encourage:
- Men's and Women's Fashions
Upscale Grocery
- Department/Junior Department Stores
Furniture
- Full-Service Sporting Goods
- Electronics
- Office Supplies/Stationary
Camping Outfitters
- Hobby and Crafts
•
Home Maintenance
4. Entertainment/Service
- Expand Available Food and Beverage Options
- Promote Youth-Oriented Entertainment
- Attract Evening Entertainment Opportunities
- Specifically:
- Upscale and Ethnic Restaurants
Theaters
Racquet Sports
- Golf Facilities
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TOOLS FOR ECONOMIC DEVELOPMENT
1. Clear, Concise, Unified Approach to Development - The City
Council, Economic Development Commission and City Staff will
work together and in cooperation with the development
community to achieve the common goals outlined above. Public
processes will be efficient and effective to minimize
impediments while insuring that the community's standards are
maintained for the benefit of all Eagan residents and
businesses and each new development.
2. Targeted Marketing - The City will actively solicit
prospective businesses in priority categories to achieve the
common goals outlined above. Direct contact and direct mail
will be utilized to introduce prospects to the community and
promote their location within the City or specific areas
within the City as appropriate.
3. Other Promotions - The City will utilize its own and other
media to promote local business retention, formation and
expansion and emphasize Eagan as a corporate headquarters,
economic activity center, retail destination and attractive
home.
4. Financial Assistance - The City will consider financial
assistance to specific development projects provided that: 1)
The project furthers one or more of the goals outlined above,
2) The development demonstrates financial feasibility through
a review by the City's financial consultant, 3) The
development demonstrates a need which can not be met entirely
through conventional financing, 4) The development meets the
eligibility criteria of the assistance program being requested
and the City Council determines the project to be sufficiently
valuable to the City to justify public assistance.
The City will determine whether the proposed development is of
a nature and scope appropriate for public financial
assistance. Specific financing tools include:
Tax-Increment Financing
- Redevelopment - For blighted or deteriorated
developments or areas.
- Renovation and Reuse - For deteriorating areas
meeting a less restrictive blight test than for
redevelopment.
- Economic Development - For manufacturing,
warehousing, research and development and
telemarketing.
- Soils Correction - To correct soils conditions
which would otherwise cause a property to be
economically infeasible to develop.
Hazardous Waste Clean-Up - To correct and clean-up
hazardous waste contamination which would cause a
property to be economically infeasible to develop.
/3
Revolving Loan Fund
- The City may be able to capture certain grant or
other funds to form a locally managed revolving
loan fund. The purpose of such a fund would be to
support local business formation and expansion
through a diversified portfolio of near-market
loans for gap financing for projects which achieve
the City's goals but are otherwise conventionally
financed. Ordinarily, loans would not exceed ten
percent of a project's financing. The Fund would
be administered by a Board including local bankers,
business leaders and the City Finance Director.
- Housing and Redevelopment Authority
The Dakota County HRA may coordinate certain
funding programs, including federal programs, for
qualified redevelopment activities.
- Small Business Development Center
- The Small Business Development Center at the Dakota
County Technical College can assist small
businesses with business development planning,
employee training, access to jobs programs and
federal funding programs.
- Federal Programs
- Small Business Administration - Loans and loan
guarantees for fixed assets, working capital or
facilities.
- State Programs
- Industrial Revenue Bonds - The City can apply to
the state pool for qualified development prospects
for fixed assets.
- Omni 504 Program - Subordinate loans to create
jobs.
Economic Recovery Fund - Grants/loans to local
units of government for fixed assets, working
capital or facilities.
- Enterprise Zone Program - Tax incentive program for
significant job expansion/retention.
- World Trade Center - Technical assistance and
information network for import and export
opportunities.
- Foreign Trade Zone - Permits duty-free processing
of manufactured goods through the Minneapolis-St.
Paul Area Foreign Trade Zone program.
Sales Tax Reduction - State Department of Revenue
Program reduces sales tax on manufacturing
equipment from 6-1/2% to 4-1/2%.
- Economic Development Authority/Port Authority
The City may consider the formation of an Economic
Development Authority under current legislation or
a Port Authority under special legislation to
permit public ownership of property and provide
other powers for local economic development and
redevelopment.
/ 7L
- Special Service Districts
- Under certain circumstances, the City may consider
the formation of special service districts under
special legislation which would provide for
services in addition to or at a level above that
typically provided in the City. Such services
include, but are not limited to, mowing and
maintenance, signage, special lighting and enhanced
public services.
- Private Sector Assistance
- Utilities such as NSP, Dakota Electric and Peoples
Natural Gas have a variety of loan, grant and
technical assistance programs for small businesses
and local communities within their service areas.
These may be accessed either directly by individual
businesses or, in some cases, through the City.
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Minutes of the Methods Task Force
Eagan Economic Development Commission(EDC)
Municipal Center Conference Rooms A&B
Eagan,Minnesota
Thursday,April 15, 1993
3:30 p.m.
A meeting of the Eagan Economic Development Commission's Methods Task
Force took place at 3:30 p.m.. Thursday, April 15, facilitated by the task force work team
of Cathy Clark-Matuszak, chair; Tom Pederson, and Karl Oestreich. Also present were
EDC Chair Eldon Johnson and EDC member Kirk Duholm, City Administrator Tom
Hedges, Acting Community Development Director Jon Hohenstein, and Council
Members Pat Awada and Sandy Masin.
I. Background and meeting objectives/parameters
Cathy Clark-Matuszak, EDC Methods Task Force Chair, welcomed the
participants and introduced the other members of the Methods Task Force team, Tom
Pederson and Karl Oestreich, who are responsible for the task force communications.
Cathy Clark-Matuszak explained that the purpose of the meeting was to identify
and prioritize EDC methods for improvement and to begin an evaluation process
preparatory to benchmarking. The task force hopes to help the Eagan EDC design,
implement, and improve better working methods. Cathy Clark-Matuszak told the
participants that it is important that they help the task force choose which methods
should be focused on by the group.
The methods task force began with a January 22 meeting that was arranged by
Council Member Sandy Masin with several members of the Burnsville Economic
Growth Committee. Tom Hedges, Jon Hohenstein, and Tom Pederson also attended
from Eagan. The group looked at the Burnsville structure and some of its methods: that
is, how it is organized within the city and how it does what it does.
Tom Pederson followed up with several more meetings with Burnsville and
suggested to Eagan's EDC that we study Burnsville as an early model method of how the
Eagan EDC might function.
Karl Oestreich and Cathy Clark-Matuszak volunteered to form a task force with
Tom Pederson, which the full EDC formalized at its March 23 meeting as the Methods
Task Force.
The group used brainstorming to come up with ideas on how to improve their •
methods.
Cathy Clark-Matuszak set the parameters and ground rules for the meeting. She
said that the task force should not suggest any new purposes or activities for the EDC.
Such discussion must be conducted by the full EDC.
Before moving into the brainstorming process, Cathy Clark-Matuszak outlined
the ground rules for the meeting.
II. Ice breaker
The group conducted an exercise called "Making Assumptions." Each
participant was asked to give three true statements and one false statement about
themselves. Each person decided and announced which statements of the others they
thought were false and why. Each participant's statements were discussed. The basis of
the exercise was to look at decisions based on assumptions and how assumptions often
wrongly affect our decision making. The suggested learning from the exercise was to
keep an open mind and to gather information before making a decision.
/b
III. Brainstorm which methods to improve
• A. Generate
The group was asked to brainstorm the current methods it uses to conduct
business with the city council as its primary customer.
• We react
• Only maintain Star City Status
• Use newsletter to communicate
• Business retention survey
• Case by case
• Development of economic development commission goals ,
• Make recommendations/advise
• Draft development-related policies
11 Tax increment financing
• Meetings
• Communicate through minutes to council
• Information exchange/networks
• We listen and learn from others
• Ambassadors
• Participation
\t Conferences
\I Trade shows
tit Other city commissions or committees
• Cross representation/community pulse
• Advisory in nature
• Brochure
• Newsletter
B. Clarify
The group was then asked to clarify, combine, and eliminate items generated in
the brainstorming process. The list was pared down to the following items.
• Draft development-related polices
• Ambassadors
•
• Participation
Ni Conferences
Trade shows
ti+ Other city commissions or committees
• Cross representation/community pulse
• Brochure/newsletter
• Advise/react/recommend
• Economic goals/business retention survey
Il Maintain Star City Status
• Meetings/communicating to the city council
• Information exchange/networks
C. Prioritize
The group used a theme selection matrix to prioritize the items generated. First,
participants were asked to rate each theme's impact on the primary customer (the city
council) on a 1 to 5 scale:
• 1=none
• 2=somewhat
• 3=moderate
• 4=very
• 5=extreme
An average rating for each theme was calculated by taking the sum of the
ratings of the participants and then dividing by the number of participants. Once this
process was completed for the items listed above in 3B, the group used the same rating
method to measure the EDC's need to improve. The two sum figures then were
multiplied together to come up with an overall score. Through this rating process, the
themes were P rioritized:
Theme improve act on customer X Need to
P Pro ve = Overall
Goals/retention
survey 4.67 4.67 21.81
Advise/react/
recommend 4.78 4.44 21.22
Meetings/comm.
to council 3.78 4.33 16.37
Draft dev. related
policies 4.78 3.33 15.92
Cross rep./pulse 4.44 2.67 11.85
Information
exchange/
networks 3.00 3.33 9.99
Participation 2.89 3.33 9.62
Brochure/
newsletter 2.22 3.44 7.64
Ambassadors 2.33 3.00 6.99
IV. Begin evaluation of priority method(reserved for future work and meetings)
A. Council/customer needs
B. Council/customer wants
C. Implementation barriers
V. Other discussion
Kirk Duholm suggested that the EDC should take a look at issues which have .
come before the commission over the last few years and see how the EDC could have
reacted differently.
Pat Awada said that Eagan must decide if it an edge city, a suburb of
Minneapolis or St. Paul, or Dakota County? We must have a clear focus.
Sandy Masin said when recommendations come to the council from the EDC it is
important that they receive a complete package of information about the issue at hand.
She cited the recent request by the Dakota County Economic Development Partnership
for city funding as an example. She said it was important for her to know how much
money the city is spending on other economic development organizations in order for
her to make an informed decision. In addition, Masin said it would be a good idea to
place a request in writing to council members in order to find out what they want and
need from the EDC.
i .
VI. Future agenda and meetings
VII. Process and meeting evaluation
Participants agreed that the brainstorming and prioritizing process had been
helpful and that it had been a good meeting. EDC chair Eldon Johnson thought it was
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good process of determining what the EDC does well and where it needs improvement.
He believed it was good starting point.
VIII. Adjournment
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Questionnaire for City Council Members'Workshop
Introduction
A goal for the City of Eagan's Economic Development Commission (EDC) is to
improve its methods of communicating information to the city council.
Realizing the time constraints on all parties and the scope of authority intended
for advisory committees, we are seeking ways and means to communicate
effectively with the city council.
The following questionnaire should help the EDC focus and refine its
communication with the city council. Please circle the appropriate number for
each question using the following key:
1=Agree
2=Somewhat agree
3=Disagree somewhat
4=Disagree
5=No opinion
The EDC should meet with the council:
1. One time per year 1 2 3 4 5
2. Two times each year 1 2 3 4 5
3. Three times each year 1 2 3 4 5
4. Four times each year 1 2 3 4 5
The EDC should report to the council through the following methods:
5. Staff reports 1 2 3 4 5
6. Written memos from the EDC 1 2 3 4 5
7. Personally at council meetings 1 2 3 4 5
The city council should give directives to the EDC through:
8. City staff 1 2 3 4 5
9. Work sessions 1 2 3 4 5
10. Written memos 1 2 3 4 5
11. Casual one-on-one meetings 1 2 3 4 5
12. The EDC should review and comment on commercial and industrial
developments:
1 2 3 4 5
The EDC should directs its efforts in these areas:
13. New development 1 2 3 4 5
14. Business retention 1 2 3 4 5
15. Redevelopment 1 2 3 4 5
16. Promotion 1 2 3 4 5
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Prioritize the EDC's primary roles: )
17. to serve as a sounding board
on issues presented to them
by staff and council: 1 2 3 4 5
18. Advise/react/recommend 1 2 3 4 5
19. Draft dev.-related policies 1 2 3 4 5 ,
20. Info. exchange/networks 1 2 3 4 5 .
21. Goals/retention survey 1 2 3 4 5
22. Brochure/newsletter 1 , 2 3 4 5
23. Meetings/communication
to council 1 2 3 4 5
The EDC should maintain a greater visibility through:
24. News articles 1 2 3 4 5
25. Visits to businesses 1 2 3 4 5
26. Community surveys 1 2 3 4 5
27. Formal recommendations 1 2 3 4 5
The EDC's communication with the city council should be:
28. Prioritized for certain issues? 1 2 3 4 5
29. In terms of the city mission? 1 2 3 4 5
30. In terms of the city goals? 1 2 3 4 5
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MEMO
—city of eagan
TO: DEPARTMENT HEADS
FROM: ADMINISTRATIVE INTERN PRUITT
DATE: SEPTEMBER 23, 1993
SUBJECT: ADVANTAGES/ISSUES OF CONCERN WITH AN "IN-HOUSE"
ATTORNEY POSITION
A summarization of both the advantages and issues of concern associated with an "In-
House" attorney have been provided below for discussion.
ADVANTAGES
* Chief advantage is the accessibility of city staff to the "In-House" attorney.
Cost barrier for accessibility to legal information is diminished. Many cities will only
contact attorneys as a last defense due to the "timer being on."
* Less opportunity for conflict of interest. For example, with a private firm,
conflict of interest may arise when another client of the firm is involved in suing the
city.
* Improvement in client satisfaction. Communication between city policy-makers,
staff, and the city attorney may increase due to on-going, daily contact.
* A greater opportunity for the development of municipal law expertise exists.
* Less opportunity for the "bottom line" to create a conflict with city cases.
Minnetonka's Attorney, Desyl Peterson, recalled that as an attorney with a firm in
Minneapolis years ago, she was constantly worried as to how much time she was
devoting to each case. Should she devote too much time on a single case, she
may have not been paid for the additional time. The so called "bottom line" for the
firm is how much the client is willing to spend. She stated with her position as an
"In-House" attorney, she no longer has to be concerned with how much additional
time she devotes to any one case for the City of Minnetonka.
* An "In-House" attorney can grasp the continuity and the interdependence of
various departments, whereas a firm may not be able to offer such insights.
Thus, an "In-House" attorney may be able to see things going wrong in an
organization, before the issue gets out of hand.
* A greater opportunity for control in how cases are carried out.
* Timeliness in responding to city's requests for services may improve.
Memorandum to Department Heads
September 23, 1993
Page 2
ISSUES OF CONCERN
* Expense of attorney.
(See 1993 Brooklyn Center Legal Fee Survey for additional information).
Expense of providing support, such as a law library.
* Access is greater to legal resources for a city through a firm.
* Experience and expertise level may be higher with a firm.
* City attorney is controlled extensively by the city administrator.
Minnetonka Attorney Peterson stated one concern regarding "In-House" attorneys
is that they are too much "under the thumb of the city manager."
• With a firm, accountability may be heightened by an annual review process
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of contract as to quality and costs of services provided.
Less accountability once city attorney position is integrated into city structure.
* "In-House" attorney position can create a syndrome where attorneys
becomes so caught up in city affairs, that it may result in delegating actual
legal work to outside counsel.
* "In-House" city attorney's presence may be used as an excuse for
administration not to make decisions on their own.
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MEMO
_city of eagan
TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: OCTOBER 1, 1993
SUBJECT: UPDATE/SPECIAL CITY COUNCIL MEETING SCHEDULED FOR
TUESDAY, OCTOBER 5
It is early afternoon, Friday, October 1, and the City Administrator has been contacted by
Dewey Thorbeck strongly recommending that the special City Council meeting to review
building plan alternatives and other information requested by the City Council be delayed
until the week of October 11-15. Mr. Thorbeck has a commitment in California and will
not be back in his office until Wednesday, October 6. After further thought, following the
City Council meeting on Wednesday, Mr. Thorbeck feels there would not be adequate
time to prepare his staff for a City Council presentation on Tuesday.
The City Council can either decide to cancel the workshop session on Tuesday and
reschedule for the following week or meet and consider an update on the dispatcher
negotiations and other round table business that would normally be conducted after the
regular meeting. Obviously, a meeting with the architect would still be necessary the
following week. The City Administrator will concur with Mayor Egan on Monday to review
the Administrative packet for the fate of Tuesday's special City Council meeting.
As a special note, the City Administrator, Assistant to the City Administrator Duffy and
Chief of Police Geagan were in meetings at the State Bureau of Mediation Services in St.
Paul and back at the City of Eagan throughout the day on Friday. There is some
movement and discussions taking place on the theory of moving the dollars within the
compensation package not to exceed the total dollar amount. The City Administrator will
brief the City Council on the results in a special memo on Monday which may result in
City Council direction at the meeting on Tuesday if a proposal evolves from today's
negotiations.
City Aciministrator
TLH/vmd