Loading...
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 • • 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. `T 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. 7 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. F • 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 // 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 /°2 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. �s • 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 P g g g good process of determining what the EDC does well and where it needs improvement. He believed it was good starting point. VIII. Adjournment /g >1 I f 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 / 7 • 1 1 . ., I ♦ 1 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 N,.1.., • 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 Y Y 9 Y P 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. s , r a a 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