03/31/1992 - City Council Specialr
MEMO TO: ADVISORY PLANNING COMMISSION MEMBERS
ADVISORY PARKS, RECREATION & NATURAL RESOURCES
COMMISSION MEMBERS
FROM: MAYOR THOMAS A. EGAN
DATE: MARCH 27, 1992
SUBJECT: SPECIAL CITY COUNCIL WORK SESSION ON
TUESDAY, MARCH 31
As a reminder, the City Council will be meeting Tuesday, March 31, at 5:00 p.m. for our
monthly work session. It is my understanding that verbal invitations have been made to
all of you to attend that portion of the work session beginning at approximately 5:45 - 6:00
p.m.when we address the accomplishments and future projects relative to our water quality
management program.
This work session is primarily focussed on water quality management and secondly, if time
permits, an opportunity to exchange some thoughts and conversation with members of the
Advisory Parks, Recreation and Natural Resources Commission. Because water quality
management plan recommendations are typically included with development plans
presented before the Advisory Planning Commission, the City Council felt an invitation to
the APC members would be appropriate.
Also, mark your calendars for Saturday, April 25th; the City Council is planning a
volunteer recognition picnic at Thomas Lake Park. On May 16, the City Council will be
officially dedicating the water treatment plant located at Cliff and Pilot Knob Roads with
public tours and other festivities in honor of National Public Works Week.
There will be more information on both events mailed to all Commission members by our
City Administrator within the next couple of weeks.
Thank you for your commitment and on-going volunteerism and we hope to see you at the
special workshop session this coming Tuesday.
44 .
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AGENDA
SPECIAL CITY COUNCIL MEETING
Tuesday
March 31, 1992
5:00 p.m.
I. ROLL CALL
II. REVIEW COUNCIL/STAFF RETREAT DATA
III, ECONOMIC INCENTIVES REQi7EST/DOUBLETREE HOTEL
IV, WATER QUALITY MANAGEMENT UPDATE
S CITY COUNCIL & ADVISORY PARKS
V. RECREATIOINNT&TOPICS/CITY
RESOURCES COMMISSION
RECREATION
VI. OTHER BUSINESS
VII. SCHWANZ LAKE
CLEAN WATER PARTNERSHIP PROJECT
VIII. ADJOURNMENT
MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: MARCH 27, 1992
SUBJECT: SPECIAL CITY COUNCIL MEETING/TUESDAY, MARCH 31, 1992
By action of the City Council at a regular City Council meeting, a Special City Council work
session was set for Tuesday, March 31 at 5:00 p.m. at the Municipal Center building. The
purpose of the workshop is 1) action and review of the Council/Staff Retreat, 2) water
quality management plan update, 3) interaction with the Advisory Parks, Recreation &
Natural Resources Commission and 4) attendance at the informational meeting on
improving water quality in Schwanz Lake.
Council/Staff Retreat
The City Administrator and Assistant to the City Administrator Hohenstein met with
Deborah Bennett-Leet to review the data that was generated at the recent Council/Staff
Retreat. After receiving a final document,department heads met on Monday, March 23 and
reviewed the data. Enclosed without page number is a copy of a memo prepared by
Assistant to the City Administrator Hohenstein. Attached to that memo is a copy of the 105
page report entitled "Mapping Strategies" which is separately numbered for your review.
Economic Incentives Request/Doubletree Hotel
Director of Community Development Runkle, Assistant to the City Administrator
Hohenstein and City Administrator Hedges met with a group of individuals who are
interested in acquiring the Doubletree Hotel. In order for the group of investors to secure
the necessary bank financing, they are looking toward the City or State of Minnesota for
financial assistance. In the spirit of economic development, the City Administrator directed
Assistant to the City Administrator Hohenstein to review various economic incentive
programs that are available to the City for eventual consideration by the City Council.
Enclosed on pages 3 through 7 is a copy of a memo that provides a summary of the
programs that might have some potential if the City Council, as a matter of public policy,
wishes to consider any form of partnership with the group of investors for a local business.
The City Administrator will be looking for direction on this matter at the work session on
Tuesday.
Water Quality Management Update
The water quality management plan was implemented in the fall of 1990. The City Council
has designated the Parks, Recreation & Natural Resources Commission to coordinate the
water quality program and, as a result, Mr. Rich Brasch, the City's Water Resources
Coordinator, reports directly to the Director of Parks & Recreation. Mr. Brasch will be
present for the City Council workshop from 5:45 to 7:00 p.m. and will provide an update on
the accomplishments to date of the water_ quality management plan and also share some
future goals and objectives with the City Council and the Advisory Parks, Recreation &
Natural Resources Commission. The Advisory Planning Commission, on a regular basis, is
asked to review one aspect of the overall water quality management program, specifically
water quality objectives relative to development. The City Administrator and Director of
Community Development thought it would be helpful for members of the Advisory Planning
Commission to attend that portion of the work shop to enjoy some interaction with the City
Council, Advisory Parks, Recreation & Natural Resources Commission and City staff
relative to the water quality management program.
At 7:00 p.m., Mr. Brasch will be expected to conduct the informational meeting in the
Council Chambers on improving water quality in Schwanz Lake. Before the workshop
meeting is adjourned to participate in that informational meeting, the City Council and
Advisory Parks, Recreation & Natural Resources Commission members may want to have
an informal sharing of policies, programs or discuss any topics conducive for
Council/Commission interaction. The Director of Parks & Recreation, on behalf of the
Commission, will be requesting direction on several issues including: 1) grading of the
Lexington/Diffley athletic fields, 2) Caponi Art Park update and 3) Blackhawk Park. To
respect the Council's time at the work session, rather than a presentation that evening, a
special memo will be delivered on Monday providing background on each topic.
Informational Meeting/Schwanz Lake Clean Water Partnership Project
The information for both the water quality management update and Schwanz Lake Clean
Water Partnership Project were mailed out in advance to the City Council. If you have not
received the information, please contact the office of the City Administrator.
Other Business
There are no items for Other Business at this time.
/S/ Thomas L. Hedges
City Administrator
TLH/vmd
C.2--
MEMORANDUM
TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN
DATE: MARCH 25, 1992
SUBJECT: DOUBLETREE HOTEL/LASALLE GROUP FINANCING REQUEST
The purpose of this memo is to outline the results of my research
to date with respect to potential City financial participation in
the purchase of the Doubletree Hotel located at the intersection of
I-494 and Pilot Knob Road. By way of summary, the options are
extremely limited and any consideration of the use of financing
assistance for this purpose raises public policy issues which the
City Council would need to address before further action could be
considered.
Background
On March 3, 1992, a group of investors consisting of Art Petrie,
Rod Hardy, Tom LaSalle and Bruce Nimic, approached City staff
indicating that they had signed a purchase agreement to acquire the
Doubletree Hotel, formerly the Compri, and that they would be
closing on the property within 45 days. The investors indicated
that the property is currently in bankruptcy and is being run by
the creditor bank through a management company. They stated that
the property currently is not cash-flowing due to excess staff and
its market position as a business traveler facility. The investors
believe that trimming excess staff and repositioning the facility
as a family hotel with expanded food and beverage functions will
permit them to tap the Mall of America shopper's market. As a
result, they project the facility to have a positive cash flow in
its first year of operation.
According to the investors, however, full financing for hotels is
not available in the private market. Despite the property being in
bankruptcy and losing money, the investors indicate that the
creditor bank will only finance $3.9 million of the $5.9 million
purchase price. The investors intend to put forward $1 million in
equity and they are requesting that the additional $1 million be
invested by the City. They indicate a willingness to collateralize
or secure that investment by a number of means.
In the course of the discussion, the investors indicated their
interest in utilizing TIF proceeds or excess TIF funds from other
districts, interest subsidies, essential purpose bonds or other
economic development funds that may be available. They also stated
that the project could be collateralized through a ground lease
buy-back arrangement if appropriate. Staff has researched these
alternatives and have asked the City's fiscal consultants whether
any other means of financing are available, should the City Council
wish to consider this request. The results of that research,
together with a discussion of the policy issues follows.
3
Discussion
Staff has reviewed the financing alternatives suggested by the
investors with the following results.
1. Tax Increment Financing - The project does not meet the
statutory criteria for a new TIF district since it does not
meet any of the economic development criteria accepted for
that tool and the property is not sufficiently distressed to
meet redevelopment criteria. In addition, the City has
committed the excess proceeds of TIF District #1 to the Unisys
Semiconductor/NWA Data Center conversion. While proceeds do
exist in TIF District #2, these are committed to the
transportation improvements necessary to optimize the build-
out of the northeast Eagan area at the intersection of I-494
and T.H. 149. As a consequence, it does not appear that TIF
is a viable option in this regard.
2. Interest Subsidy - There are currently no funding sources
available to underwrite an interest subsidy for projects of
this kind. Typically such subsidies are provided through
either qualified TIF projects or separate funding sources such
as a revolving loan fund, which Eagan does not have. An
interest subsidy is not so much an alternative funding source
as it is an alternative means of underwriting a project from
an identified funding source.
3. Essential Use Bonds - Certain fiscal consultants, bond
counsels and bond houses have broadly interpreted the concept
of an essential purpose to permit private access to tax exempt
financing. Typically, this has been done in the area of
public facilities or redevelopment activities to permit the
sale of securities without a referendum. The City would have
to determine that the support of this facility is an essential
purpose for this community and retain fiscal advisors willing
to support that opinion to use these bonds.
4. Economic Development Funds - Cities typically make use of two
or more sources of economic development funds. The most
obvious are bond proceeds raised through an Economic
Development Authority or Port Authority. These entities have
the ability to sell bonds for economic development purposes
with or without a referendum. The proceeds can be applied to
a number of purposes although Port Authorities tend to have
broader flexibility than do Economic Development Authorities.
At present, Eagan has neither. Formation of an EDA would
require a public notice and hearing process as well as a
budgetary means of support. A Port Authority requires special
legislation which could not be introduced until 1993 since the
committee deadline has passed for the 1992 session.
Some cities also make use of a revolving loan fund established
with excess bond funds, local investments or repayments of
loan proceeds associated with state funding programs. Eagan
currently has no such fund.
5. State Funding - The remaining alternatives are state programs.
These were reviewed by staff as they might relate to this
project. Staff also discussed the proposal with Department of
Trade and Economic Development staff who helped to limit the
scope of alternatives. The programs reviewed included: 1)
Economic Development Program, 2) Omni 504 Program, 3) Small
Business Development Program, 4) Small Cities Development
Program, and 5) Tourism Loan Program. DTED staff indicated
that the project as described would only potentially qualify
for the Omni 504 Program through the Small Business
Administration. This does not insure that the project would
be funded, but it appears that it would be eligible to apply.
The Omni 504 Program is intended to help new and distressed
businesses through the application of low interest loans in a
subordinated collateral position. A loan of up to $750, 000
less fees may be available to eligible projects in the
metropolitan area. The net proceeds to the project would
approximate $728, 000. This program would involve a direct
loan relationship between the applicant and the Omni 504
Board at the DTED. The City's involvement would be in the
form of a letter indicating a perceived local need for the
facility.
6. Ground Lease Buy-Back - A concept proposed by the investors to
collateralize one of the options above is a ground lease for
the property on which Doubletree is located. Under this
mechanism, the City would purchase the land, thereby providing
the City with an ownership position and the investors with
cash. The investors would then lease the property back from
the City over an extended period of time, typically ninety-
nine years. The lease payments could be dedicated to the
repayment of whatever financing mechanism was used for the
purchase. This arrangement could be set up to permit the
property to be bought back by the investor's or retained by
the City. Again, while this is not a source of funds, it does
represent a means of structuring and securing the public
investment, if the Council deems it appropriate.
7. Private Investment - In recent years, the location and
expansion of corporate headquarters in Eagan have given rise
to increasing demands for higher quality hospitality and food
and beverage opportunities within the community. To date, the
private sector has been slow to respond. The recent addition
of West Publishing's Headquarters may be a watershed event in
this regard.
The proposed Doubletree upgrade and repositioning would
include the availability of the hotel 's restaurant and lounge
to the public. In addition, the investors wish to proceed
with development of a separate restaurant on the undeveloped
outlot. The potential for one or two sit down restaurants may
■..4c
be sufficient to attract a private sector investor from among
Eagan's larger corporate employers. The City could act as a
broker for such a relationship if appropriate.
The only feasible public alternatives appear to be the Omni 504
Loan Program or the sale of revenue bonds through an Economic
Development Authority, if the City were to form one. It is a
matter of public policy whether the City Council would find it
appropriate to consider either possibility. A potentially feasible
private investment opportunity is also possible.
Public Policy
The public policy issues associated with this proposal are fairly
specific: 1) Does public participation in this project further
public purposes to which the City is committed and 2) do means
exist to optimize a return for the City while sufficiently limiting
public exposure under this request for assistance?
Currently, the City's Economic Development Goals indicate a desire
to capitalize on the Mall of America and to retain and expand the
City's hospitality and food and beverage sectors. Properly
implemented, the proposed repositioning of the Doubletree would
draw additional primary dollars from outside of the community.
While the proposal would retain tax base by rejuvenating a troubled
business, it would actually reduce the City's employment base in
its initial phase as the excess hotel staff are reduced. This may
be offset over time by addition of food and beverage employees in
the remodeled hotel and in a proposed restaurant to be added to the
site.
While the City's goals indicate a desire to see these activities
occur, the larger question is whether this project should be
financially supported by public funds. Historically, the City of
Eagan has been conservative in its use of financing assistance. To
date, Eagan has limited that assistance to the creation of head of
household jobs among manufacturing and service industries with high
jobs to assistance and investment leverage ratios.
As examples, the City's Tax Increment Financing Policy prescribes
minimum targets of a 10: 1 private to public financing ratio and a
12: 1 return to tax base over public assistance. The City's TIF
assistance to Unisys was based on a return of one job per $1, 000 of
public assistance and the recent TIF assistance to Northwest
Airlines netted approximately one job per $1,800 of public
assistance.
The Doubletree proposal is based upon a public to private leverage
ratio of 4 .9: 1 which is below the policy target. Since the
property has continued to pay its property taxes despite being in
bankruptcy, it is difficult to determine whether tax base is
actually being preserved or enhanced by this particular project.
If it is, the request would result in a 9:1 ratio of tax base to
assistance based upon the current assessed market value of $9
6
•
million. This is also below the policy target. If it is
determined that the current owner or a future one would continue to
make such payments without assistance then this ratio is invalid.
In addition, if 50 jobs are retained after the staff cuts, the
assistance would amount to approximately $20, 000 per job retained.
These jobs would be split between management, support and direct
service positions.
As to financial security, the Omni 504 Program presents no risk to
the City. Financial participation would require a level of
security which may or may not be available. The assessed market
value of the hotel property itself currently exceeds the one
million dollars in assistance requested. It would appear therefore
that a lease-back arrangement could be collateralized. If,
however, the private market is not financing hotels and the project
were to fail, the collateral value is diminished since it is
directly tied to the use located on it. Its value only exists if
the building on it can successfully operate.
Therefore the City may require higher levels of collateral or
financial security, if a direct participation relationship were to
be undertaken. The adequacy of that security would depend upon
additional research and input from the City's fiscal consultant and
attorney.
No security would be necessary on the
part of the City for a
private investment relationship if the appropriate corporate
partner could be identified.
Public Policy Questions
The fundamental questions with respect to this request are:
1. Does the City wish to provide public financing to a
hospitality and/or food and beverage project?
2. Does the City wish to provide public financing to this
particular project on the basis of its merits or unique
circumstances?
3 . Is a public purpose being served or will the private sector
resolve this situation over time?
4. Is timing essential to the successful revitalization of this
business?
5. If the City were to participate in a project of this kind,
what would be the appropriate leverage ratios to justify such
participation?
6. If the City does not find sufficient cause to participate
directly in this project or if the City wishes to augment
local participation, would the Council support an application
to the Omni 504 Loan Program for the investors to be processed •
through the Minnesota Department of Trade and Economic
Development?
7. Does the City find it appropriate to suggest a private
investment relationship with one of the community's corporate
citizens as an alternative to public financing?
Staff would appreciate direction with respect to this item at the
earliest opportunity. Given the short time frame in which the
investors intend to close on the property, it would be appropriate
to inform them of what the City would or would not consider in this
regard. Please review this information with the Council as soon as
possible. Thank you for your attention to this matter.
Ass tan to the City Administrator
MEMO TO: CITY ADMINISTRATOR HEDGES
FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN
DATE: MARCH 26, 1992
SUBJECT: COUNCIL/STAFF RETREAT RESULTS AND SUMMARY
Enclosed you will find a copy of the computer generated results of
the Council/Staff Retreat held on February 21 and 22, 1992. This
information is provided by the session moderator, Deborah Bennett-
Leet. Staff has included all of the results for those who wish to
review information in detail and the memo will direct your
attention to certain items of specific interest. For ease of
review, Appendix A reflecting current and emerging trends is copied
in blue, Appendix B relative to the preliminary scale vote for city
service units is in yellow, Appendix C reflecting results of the
paired comparison ratings for the service units is copied in green,
Appendix D outlining the participants in sub-groups is copied in
purple and Appendix E covering the session handouts is copied in
pink.
Background & Purpose
The retreat consisted of three essential sections: 1) overview and
discussion of trends affecting the City, 2) discussion and
preliminary scale vote of general fund service units and 3) a
paired comparison exercise covering all twenty-one service units.
The decision-making software utilized by the Council and staff in
reviewing this information permitted participants to retain their
anonymity while judging the criticality of a wide variety of
service categories. In approaching this exercise, the City Council
and staff were asked to rate the twenty-one general fund service
units on the basis of their "relative criticality to the
accomplishment of the City's mission. " It is important to note
that the exercise was not a performance review for any department
or individual nor was it an effort to determine which services were
essential and which were non-essential. In point of fact, the
participants indicated that even though services which had
relatively low criticality to meeting the mission of the City still
had significance and were important. In fact, one of the
Councilmembers indicated a preference to rate all of the services
most important.
The purpose of the software, however, is to force participants to
think critically and analytically about the relationships between
services without consideration of budget constraints or
personalities.
The information can be used to help define service priorities, but
should not be interpreted to mean that any service unit is not
important or not valuable.
Results and Analysis
At the end of the document on page 105, you will find an extra copy
of the general fund service units listed in alphabetical order.
You are encouraged to remove that from the packet and utilize it
for cross comparisons to the tables and charts which reference the
results primarily by their alphabetical designation.
To begin with the final results first, please note on page 32 the
two vote results on the relative criticality of the listed service
units to the mission of the City. While much of the list remained
consistent, following discussions in the first half of the retreat,
some service units shifted to varying degrees to reflect people's
revised perceptions of the relationship to the City's mission. The
most significant shift occurred in the area of recreation
activities which went from 15 to 9. This is also reflected in the
table on page 33 which shows the spread of responses based on
relative criticality. The graph on page 36 is also significant
because of the relative lack of diversity in these areas over the
entire group. All but one of the items are in the minimum
diversity quadrant indicating a high degree of consistency among
all members of the group with respect to the perceived criticality
of each item. This vote is broken out for Council and staff on
pages 41 and 45 respectively in which all but two items in each
graph lie outside of the minimum diversity quadrants.
In the process of doing the second vote using paired comparisons,
the diversity of ratings for the entire group, Council and staff,
diminished dramatically as reflected on pages 53 , 82 and 90
respectively. Again, all diversity factors were well within the
minimum quadrant. In addition, the diversity within each group
tended to offset the diversity in the others such that the
diversity among the entire group is smaller than either Council or
staff individually.
By way of reminder, the descriptions of each of these service units
is enclosed on page 94. Overall, the reviews of the retreat were
all satisfactory or above. If you have any questions concerning
this memorandum or the attached information, please let me know.
-
As-fstant to the City Administrator
Attachment
JH/vmd
City of Eagan
Council/Staff Retreat
February 21&22,1992
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F -
MAPPING STRATEGIES
RAMP
Resource Allocation Management Plan
VOTING APPENDIX
Computer Print-out Summaries
Prepared by:
Deborah Bennett-Leet
President,Mapping Strategies
612- 781-1967
1
RAMP
Resource Allocation Management Plan
APPENDIX
A. Current And Emerging Trends and Challenges
B. Preliminary RAMP Service Unit Priority Vote
C. Final RAMP Service Unit Priority Vote
D. Retreat Participants and Subgroups
E. Session Hand-Outs
2
APPENDIX A
Current and Emerging Trends and Challenges
- Trend Overview
- Scatter Maps for each trend
3
CITY OF EAGAN
CURRENT AND EMERGING TRENDS AND CHALLENGES
For the following five trends, which of the listed challenges
will have the greatest impact on our community
over the next 1-3 years?
How will these challenges impact the City of Eagan?
Responses
T C S
o o t
t u a
o n f
1 c f
i
1 GROWING DIVERSITY - Cultural, Racial, Ethnic, Gender
1. Multi-lingual needs
3 1 2 2 . Public safety issues
4 3 1 3 . Housing/lifestyle options
6 1 5 4 . Integration of multiple value structures
5. Gender/Minority Representation
AGING POPULATION - Seniors, Boomers, Children
3 1 2 1. Affordable housing options
1 1 2 . Transportation/Mobility needs
4 2 2 3 . Changing programming needs
1 . 1 4 . Workforce availability
3 1 2 5. Public safety issues .
1 1 6. Medical/Health Care
GROWING ENVIRONMENTAL AWARENESS
3 2 1 1. Recycling and abatement targets
4 1 3 2 . Water quality and availability
1 1 3 . Growth, development and redevelopment
3 1 2 4 . Air quality
5. Hazardous materials management
3. 1 6. Ozone
1 1 7. Airport Noise
INCREASED CITIZEN PARTICIPATION IN GOVERNMENT
5 2 3 1. Building consensus between stake holders
3 1 2 2. Effective communication of issues and services
2 1 1 3 . Shifting decision-making styles
4 . Managing citizen involvement
3 1 2 5. Measuring public perceptions as part of
cost/benefit analyses
ONGOING MUNICIPAL BUDGET CONSTRAINTS
1 1 1. Aging infrastructure
2 . Consolidation of services
1 1 3 . Rightsizing employment base
9 3 6 4. Service prioritization
2 1 1 5. Community amenities
4
GROWING DIVERSITY
Cultural, racial, -ethnic, gender
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o 6
h m
a m 4
1 u
1 n 3
e i
n
g y •
e ?
1 2 3 4 5 6 7
ENTIRE GROUP
Figure VV-O-A
Voters = 13
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
5
AGING POPULATION
Seniors, boomers, children
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m
a m 4
1 u
1 n 3 3
e i
n t 1 1 1
g Y
e ?
1 2 3 4 5 6 7
ENTIRE GROUP
Figure VV-O-B
Voters = 13
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
6
GROWING ENVIRONMENTAL AWARENESS
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m
a m 4
1 u
1 n 3 3
e
n t 1 1 1
g Y
e ?
1 2 3 4 5 6 7
ENTIRE GROUP
Figure VV-O-C
•
Voters = 13
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ..
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
7
INCREASED CITIZEN PARTICIPATION
IN GOVERNMENT
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 5
a m
1 u
1 n 3 3
e i 2
n t
g Y
e ?
1 2 3 4 5 6 7
ENTIRE GROUP
Figure VV-O-D
Voters = 13
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
8
ONGOING MUNICIPAL
BUDGET CONSTRAINTS
f
G o
✓ r
e
a y
t o
e u .
s r 9
t
c
c o
h m
a m
1 u
1 n
e i 2
g Y
e ?
1 2 3 4 5 6 7
ENTIRE GROUP
Figure VV-O-E
Voters = 13
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
9
GROWING DIVERSITY
Cultural, racial, ethnic, gender
f
G o
✓ r
e
a y
t o
e u
s r
t 3
C
c o
h m
a m
1 u
i n 1 1
e
n
g Y
e ?
1 2 3 4 5 6 7
COUNCIL
Figure VV-1-A
Voters = 5
Greatest challenge
for your comnunity?
(Nominal)
1. Choice *1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
10
AGING POPULATION
Seniors, boomers, children
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 2
a m
1 u
1 n 1 1 1
e i
n
g Y
e ?
1 2 3 4 5 6 7
COUNCIL
Figure VV-1-B
Voters = 5
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
11
1
GROWING ENVIRONMENTAL AWARENESS
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 2
a m
1 u
1 n 1 1 1
e i
n t
g Y
e ?
1 2 3 4 5 6 7
COUNCIL
Figure VV-1-C
Voters = 5
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
12
INCREASED CITIZEN PARTICIPATION
IN GOVERNMENT
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 2
a m
1 u
1 n 1 1 1
e
n
g Y
e ?
1 2 3 4 5 6 7
COUNCIL
Figure VV-1-D
Voters = 5
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
13
ONGOING MUNICIPAL
BUDGET CONSTRAINTS
f
G o
r r
e
a y
t o
e u
s r
t 3
C
c o
h m
a m
1 u
1 n 1 1
e
n t
g Y
e ?
1 2 3 4 5 6 7
COUNCIL
Figure VV-1-E
Voters = 5
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
14
GROWING DIVERSITY
Cultural, racial, ethnic, gender
f
G o
✓ r
e
a y
t o
e u
s r
t 5
c
c o
h m
a m
1 u 2
1 n
e i 1
n t
g y
e ?
1 2 3 4 5 6 7
STAFF
Figure VV-2-A
Voters = 8
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice 02
3. Choice 03
4. Choice #4
5. Choice *5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
• Vote Data = TRENDS .VTA 02-21-1992
15
AGING POPULATION
Seniors, boomers, children
f
G o
✓ r
e
a y
t o
e u
s r -
t
c
c o
h m
a m
1 u 2 2 2
1 n
e i 1 1
g Y
e ?
1 2 3 4 5 6 7
STAFF
Figure VV-2-B
Voters = 8
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
16
GROWING ENVIRONMENTAL AWARENESS
•
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 3
a m
1 u 2
1 n
e i 1 1 1
n
t
g
g Y
e ?
1 2 3 4 5 6 7
STAFF
Figure VV-2-C
Voters = 8
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTN Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
17
INCREASED CITIZEN PARTICIPATION
IN GOVERNMENT
f
G o
✓ r
e
a y
t o
e u
s r
t
c
c o
h m 3
a m
1 u 2 2
1 n
e i 1
n
g Y
e ?
1 2 3 4 5 6 7
STAFF
Figure VV-2-D
Voters = 8
Greatest challenge
for your community?
(Nominal)
1. Choice #1
2. Choice #2
3. Choice #3
4. Choice #4
5. Choice #5
6. ...
7. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
li
18
•
ONGOING MUNICIPAL
BUDGET CONSTRAINTS
f
G o
✓ r
e
a y
t o
e u 6
s r
t
c
c o
h m
a m
1 u
1 n
e i 1 1
n t
g Y
e ?
1 2 3 4 5 6 7
STAFF
Figure VV-2-E
Voters = 8
Greatest challenge
for your community?
(Nominal)
1. Choice 01
2. Choice 02
3. Choice 03
4. Choice 04
5. Choice 05
6. ...
Session = TRENDS Display = TRENDS .DSP 02-21-1992
Vote Methods = TRENDS .MTH Participants = EG .PAR
Vote Data = TRENDS .VTA 02-21-1992
19
•
GROWING ENVIRONMENT AWARENESS
•
Volunteer Source Separation
Product Development/Market Development
Buy only recycled products
Financial Incentives - fines - franchise fees - buying trash - sales tax abatements
Increase water rates and storm sewer utility fees
Use money for water quality issues
Non-phosphorus fertilizers (encourage use - pass ordinance against)
No salt on streets
Run-off control (silt) in developments
Encourage use of ethanol - pass ordinance to sell only ethanol
Household hazardous collections and small business
Get rid of stoplights - all one-way streets
Change traffic flows to reduce idling
Tree planting for CO2 - 02
Ban smoking and fireplaces (wood burning)
Storm water runoff reduction
20
GROWING DIVERSITY
Cultural Diversity
1. Recognize low income population and needs
- Cost of recreation programs
2. Identity of culturally diverse groups - organize policy
- Reaction group
3. Modify atmosphere - adjust policy, procedure, etc.
4. Create pool of eligible applicants - hire diverse staff
5. Interpreter service on cable and other commissions
- Multilingual notices/services
6. Cultural events and awareness programs - Taste of Eagan -Neighborhood Festivals
7. In-service training in culturally diverse communities - diversity training for everyone
8. Publicize City demographics
9. Storefront outreach services/interaction/access
- Civics primer for everyone
10. Neighborhood programs/services - neighborhood liaison
11. Reconsider housing/property use needs
12. Focus on youth
21
INCREASED CITIZEN PARTICIPATION IN GOVERNMENT
Neighborhood Action Groups
Neighborhood Spokesperson
Neighborhood City Hall
Ombudsmen/women (person)
Youth in Local Government
User Friendly ie: vote by mail babysitting
Right to be involved is a choice
• Technology Links
• Participation
• Town Meetings
• Extended Hours City Hall
• Community Surveys
22
ONGOING BUDGET CONSTRAINTS
23
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APPENDIX B
Preliminary RAMP service priority vote
VOTE SUMMARIES
- Entire group
- Council
- Staff
DIVERSITY SUMMARIES
- Entire group
- Council
- Staff
30
CITY OF EAGAN
GENERAL FUND SERVICE UNITS
RAMP PRELIMINARY SCALE VOTE
A. CITY ADMINISTRATION
B. CITY CLERK ACTIVITIES
C. COMMUNICATIONS
D. ECONOMIC DEVELOPMENT/REDEVELOPMENT
E. ENGINEERING DESIGN & REVIEW
F. ENGINEERING CONSTRUCTION SUPERVISION
G. FINANCIAL SUPPORT
H. FIRE EDUCATION/PREVENTION
I. FIRE SUPPRESSION/RESCUE SERVICES
J. INVESTIGATION
R. NATURAL RESOURCES MANAGEMENT
L. PATROL
M. PLANNING
N. POLICE AND FIRE SUPPORT SERVICES
O. PROTECTIVE INSPECTIONS
P. PUBLIC FACILITIES/GOVERNMENT BUILDINGS MAINTENANCE
Q. PUBLIC FACILITIES DESIGN/DEVELOPMENT
R. RECREATION ACTIVITIES
S. RISK MANAGEMENT
T. STREET MAINTENANCE
U. VEHICLE AND EQUIPMENT MAINTENANCE
31
CITY OF EAGAN
GENERAL FUND SERVICE UNITS
RAMP PRELIMINARY AND SECONDARY SCALE VOTE RESULTS
VOTE 1 VOTE 2
1 1 PATROL (6.3)
3 2 CITY ADMINISTRATION (5.8)
2 3 FIRE SUPPRESSION/RESCUE SERVICES (6.2)
5 4 - FINANCIAL SUPPORT (5.2)
4 5 INVESTIGATION (5.5)
6 6 STREET MAINTENANCE (5.2)
7 7 ENGINEERING DESIGN & REVIEW (5.0)
8 8 PROTECTIVE INSPECTIONS (4.8)
15 9 RECREATION ACTIVITIES (3.8)
10 10 PLANNING (4.5)
11 11 COMMUNICATIONS (4.1)
9 12 POLICE AND FIRE SUPPORT SERVICES (4.6)
12 13 NATURAL RESOURCES MANAGEMENT (4.1)
14 14 ECONOMIC DEVELOPMENT/REDEVELOPMENT (3.91
18 15 PUBLIC FACILITIES/GOVERNMENT BUILDINGS
MAINTENANCE (3.1)
13 16 FIRE EDUCATION/PREVENTION (4.0)
19 17 PUBLIC FACILITIES DESIGN/DEVELOPMENT (3.0).
16 18 CITY CLERK ACTIVITIES (3.2)
17 19 ENGINEERING CONSTRUCTION SUPERVISION (3.2)
20 20 VEHICLE AND EQUIPMENT MAINTENANCE (2.8)
21 21 RISK MANAGEMENT (2.2)
32
Preliminary Service Vote —
ENTIRE GROUP
R 7
a
n IL
k C A
r 5.5 J
t i EGT
h t NO
e i M
c 4 DHCK
R a R
e 1 PBF
1 i UQ
a t 2 . 5
t y S
i
V
e 1
1 2 . 5 4 5. 5 7
Rank the Relative
Criticality
Figure 0-0-A
Voters = 13
* VERTICAL AXIS * * HORIZONTAL AXIS *
Rank the Relative Rank the Relative
Criticality Criticality
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
33
Data for Figure 0-0-A
Rank the Relative Rank the Relative
Criticality Criticality
Group Group
Vote Item N Average Diversity N Average Diversity
A City Administration 13 5.8 19 13 5.8 19
B City Clerk Activities 13 3.2 24 ' 13 3.2 24
C Communications 13 4.1 55 13 4.1 55
D Economic Development/Redevelopment 13 3.9 33 13 3.9 33
E Engineering Design & Review 13 5.0 12 13 5.0 12
F Engineering Construction 13 3.2 20 13 3.2 20
Supervision
G Financial Support 13 5.2 33 13 5.2 33
H Fire Education/Prevention 13 4.0 38 13 4.0 38
I Fire Suppression/Rescue Services 13 6.2 13 13 6.2 13
J Investigation 13 5.5 10 13 5.5 10
K Natural Resources Management " 13 4.1 45 13 4.1 45
L Patrol 13 6.3 9 13 6.3 9
M Planning 13 . 4.5 25 13 4.5 25
N Police and Fire Support Services 13 4.6 37 13 4.6 37
0 Protective Inspections 13 4.8 16 13 4.8 16
P Public Facilities/ 13 3.1 23 13 3.1 23
Government Building Maintenance
C Public Facilities Design/ 13 . 3.0 29 13 3.0 29
Development
R Recreation Activities 13 3.8 40 13 3.8 40
S Risk Management 13 2.2 12 13 2.2 12
•
34
Data for Figure 0-0-A
Rank the Relative Rank the Relative
Criticality Criticality
Group Group
Vote Item N Average Diversity N Average Diversity
T Street Maintenance 13 5.2 25 13 5.2 25
U Vehicle & Equipment Maintenance 13 2.8 24 13 2.8 24
Session = TRENDS Display = PRECOMBO.DSP 02-24-1992
Vote Methods = PRE .MTH Participants = EG .PAR
Vert Vote Data = PRE .VTA 02-22-1992 Norz Vote Data = PRE .VTA 02-22-1992
35
Preliminary Service Vote
Diversity- ENTIRE GROUP
R MAX
a
n
k C
r
t i
h t
e i C
c
R a K
e 1 HNR
1 i QDG
a' t PBM
t y 0 AFUT
i JEI
✓ L S
e
MIN MAX
Rank the Relative
Criticality
Figure C-0
Voters = 13
* VERTICAL AXIS * * HORIZONTAL AXIS *
Rank the Relative Rank the Relative
Criticality Criticality
•
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
36
COUNCIL
37
Preliminary Service Vote
COUNCIL
R 7
a
n IL
k C AG
r 5. 5 MT
t i EJ
h t O NK
e i D
4 H
R a R
e 1 C
1 i UFP
a t 2 . 5 BQ
t y S
i
v
e 1
1 2 . 5 4 5.5 7
Rank the Relative
Criticality
Figure 0-1-A
Voters = 5
* VERTICAL AXIS * * HORIZONTAL AXIS *
Rank the Relative Rank the Relative
Criticality Criticality
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
38
Data for Figure 0-1-A
Rank the Relative Rank the Relative
Criticality Criticality
Group Group
Vote Item M Average Diversity M Average Diversity
A City Administration 13 5.8 24 13 5.8 24
B City Clerk Activities 13 2.6 7 13 2.6 7
C Communications 13 3.2 51 13 3.2 51
D Economic Development/Redevelopment 13 4.4 29 13 4.4 29
E Engineering Design & Review 13 5.0 9 13 5.0 9
F Engineering Construction 13 3.0 27 13 3.0 27
Supervision
G Financial Support 13 6.0 13 13 6.0 13
H Fire Education/Prevention 13 4.0 36 13 4.0 36
I Fire Suppression/Rescue Services 13 6.2 6 13 6.2 6
J Investigation 13 5.2 11 13 5.2 11
K Natural Resources Management 13 5.0 58 13 5.0 58
Patrol 13 6.4 7 13 6.4 7
M Planning 13 5.4 7 13 5.4 7
N Police and Fire Support Services 13 5.0 36 13 5.0 36
0 Protective Inspections 13 4.8 11 13 4.8 11
P Public Facilities/ 13 3.0 9 13 3.0 9
Government Building Maintenance
C Public Facilities Design/ 13 2.6 16 13 2.6 16
Development
R Recreation Activities 13 3.8 24 13 3.8 24
S Risk Management 13 2.6 16 13 2.6 16
39
Data for Figure 0-1—A
Rank the Relative Rank the Relative
Criticality Criticality
Group Group
Vote Item N Average Diversity N Average Diversity
T Street Maintenance 13 5.4 38 13 5.4 38
U Vehicle & Equipment Maintenance 13 2.8 24 13 2.8 24
Session = TRENDS Display = PRECOMBO.DSP 02-24-1992
Vote Methods = PRE .NTH Participants = EG .PAR
Vert Vote Data = PRE .VTA 02=22-1992 Norz Vote Data = PRE .VTA 02-22-1992
40
Preliminary Service Vote
Diversity- COUNCIL —
R MAX
a
-
n
k C
r
t i
h t
e i • K
c C
R a
e 1 ENT
i i D
a t AF
t y QS UR
i JG
✓ IBEO
e —MLP
MIN MAX
Rank the Relative
Criticality
Figure C-1
Voters = 5
* VERTICAL AXIS * * HORIZONTAL AXIS *
Rank the Relative Rank the Relative
Criticality Criticality
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
41
Preliminary Service Vote
STAFF •
R 7
a
n IL
k C A
r 5.5 J
t i. ET
h t CGO
e i N
c 4 MH
R a BDR
e 1 PFQK
1 i U
a t 2 . 5
t y
i S
v
e 1
1 2 .5 4 5.5 7
Rank the Relative
Criticality
Figure 0-2-A
Voters = 8
* VERTICAL AXIS * * HORIZONTAL AXIS *.
Rank the Relative Rank the Relative
Criticality Criticality
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
42
Data for Figure 0-2-A
Rank the-Relative Rank the Relative
Criticality Criticality
Group Group
Vote Item M Average Diversity M Average Diversity
A City Administration 13 5.8 16 13 5.8 16
B City Clerk Activities 13 3.6 30 13 3.6 30
C Communications 13 4.6 50 13 4.6 50
D Economic Development/Redevelopment 13 3.6 33 13 3.6 33
E Engineering Design 8 Review 13 5.0 14 13 5.0 14
F Engineering Construction 13 3.3 16 13 3.3 16
Supervision
G Financial Support 13 4.8 38 13 4.8 38
H Fire Education/Prevention 13 4.0 39 13 4.0 39
I Fire Suppression/Rescue Services 13 6.1 18 13 6.1 18
J Investigation 13 5.6 8 13 5.6 8
K Natural Resources Management , 13 3.5 28 13 3.5 28
l Patrol 13 6.3 10 13 6.3 10
M Planning 13 3.9 26 13 3.9 26
N Police and Fire Support Services 13 4.4 36 13 4.4 36
0 Protective Inspections 13 4.8 19 13 4.8 19
P Public Facilities/ 13 3.1 32 13 3.1 32
Government Building Maintenance
Q Public Facilities Design/ 13 3.3 35 13 3.3 35
Development
R Recreation Activities 13 3.8 49 13 3.8 49
S Risk Management 13 1.9 7 13 1.9 7
I
43
Data for Figure 0-2-A
Rank the Relative Rank the Relative
Criticality Criticality
Group - Group
Vote Item N Average Diversity N Average Diversity
T Street Maintenance 13 5.0 17 13 5.0 17
U Vehicle 8 Equipment Maintenance 13 2.8 24 13 2.8 24
Session = TRENDS Display = PRECOMBO.DSP 02-24-1992
Vote Methods = PRE .MTH Participants = EG .PAR
Vert Vote Data = PRE .VTA 02-22-1992 Norz Vote Data = PRE .VTA 02-22-1992
44
Preliminary Service Vote
•
Diversity- STAFF
R MAX
a
n
k C
r
t i
h t
e i
c CR
R a
e 1 NGH
1 i BDPQ
a t MK
t y AFIO U
i L E T
✓ JS
e
MIN MAX
Rank the Relative •
Criticality
Figure C-2
Voters = 8
* VERTICAL AXIS * * HORIZONTAL AXIS *
Rank the Relative Rank the Relative
Criticality Criticality
(Scale) (Scale)
1. Lowest 1. Lowest
4. Moderate 4. Moderate
7. Highest 7. Highest
•
45
•
APPENDIX C
Final RAMP service priority vote
•
BAR CHART SUMMARIES
• Entire group
MATRIX SL:RVIlMIARIES
- Entire group
• Council
- Staff
DIVERSITY SUMMARIES
- Entire group
- Council
- Staff
46
Service Unit Ranking
ENTIRE GROUP
W C 100
h r
i i L
c t AI
h i 75
c TGJ
o a E
n 1 RO
e : 50 CM
K N
i M DP
s i H
s 25 UBF
m s Q
o i S
✓ o
e n 0
0 25 50 75 100
Which one is more
Critical: Mission
Figure 0-0-A
Voters = 13
* VERTICAL AXIS * * HORIZONTAL AXIS *
Which one is more Which one is more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 = Always Chosen
47
Service Unit Ranking
•
W C
h r
i i
c t 88
h i 83 83
c 70 70
o a 67
n 1 62 57 I 1111
e :
lllIJlwi
ENTIRE GROUP
Page 1 of 3
Figure OV-0-A
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
48
Service Unit Ranking
W C
h r
i i
c t
h i
c
o a
n 1
e :
48 48
i M 43
s i 35 35 .34
28 27 27 26
m s A
o V
r o G
e n
C N K D P H Q B F U
ENTIRE GROUP
Page 2 of 3
Figure OV-O-A
Voters = 13
Which one is more
Critical: Mission
(Conpare)
0 s Never Chosen
100 is Always Chosen
49
Service Unit Ranking
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i
s
m s A
o i V 10
✓ o G III
e n
S
ENTIRE GROUP
Page 3 of 3
Figure OV-0-A
•
Voters = 13
Which one is more
Critical: Mission
•
(Corpare)
0 = Never Chosen
100 = Always Chosen
•
•
50
Data for Figure OV-O-A
Which one is more
Critical: Mission
Group
Vote Item N Average Diversity
A City Administration 13 83.0 5
B City Clerk Activities 13 27.0 8
C Communications 13 48.0 24
D Economic Development/Redevelopment 13 35.0 22
E Engineering Design & Review 13 62.0 13
F Engineering Construction 13 27.0 4
Supervision
G Financial Support 13 70.0 17
N Fire Education/Prevention 13 34.0 20
I Fire Suppression/Rescue Services 13 83.0 8
J Investigation 13 70.0 8
K Natural Resources Management • 13 43.0 10
L Patrol 13 88.0 4
M Planning 13 51.0 23
N Police and Fire Support Services 13 48.0 21
o Protective Inspections 13 57.0 11
P Public Facilities/ 13 35.0 22
Government Building Maintenance
0 Public Facilities Design/ 13 28.0 14
Development
R Recreation Activities 13 55.0 15
S Risk Management 13 10.0 5
51
Data for Figure OV-O-A
Which one is more
Critical: Mission
Group
Vote Item N Average Diversity
T Street Maintenance 13 67.0 9
U Vehicle & Equipment Maintenance 13 26.0 13 •
•
Session = TRENDS Display = FINAL .DSP 02-22-1992
Vote Methods = FINAL .MTH Participants = EG .PAR
Vote Data = FINAL .VTA 02-22-1992
52
Service Unit Ranking
Diversity- ENTIRE GROUP
W C MAX
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i
s PDC
m s GHNM
o i KEQR
✓ o ABIOU
e n =SLFJT —
MIN MAX
Which one is more
Critical: Mission
Figure C-0
Voters = 13
* VERTICAL AXIS * * HORIZONTAL AXIS *
Which one is more Which one is more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 = Always Chosen
53
City Administration
W C
h r
i i
c t -
h i
c
o a
n 1
e :
i M 5
s i 4
m s 3
o i
I III
r o 1
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-A
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 a Always Chosen
54
City Clerk Activities
W C
h r
i i
c t
h
c
o a
n 1
e :
i M
s i 4 4 •
m s
o i 2
✓ o 1 I 1 • -1
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-B
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
55
Communications
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i
s
m s 3 3
o i 2
✓ o 1 III 1 ■ 1 1 =
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-C,
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
56
Economic Development/Redevelopment
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i 4
m s 3
o 2 2
e n � S
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-D
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 a Never Chosen
100 = Always Chosen
•
57
Engineering Design & Review
W C
h r _
i i
c t
h i
c
o a
n 1
e : •
i M
s i 4
m s 3
o i 2
e n 1 1 III III =
Ili III e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-E
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 is Always Chosen
58
t
Engineering Construction
Supervision
W C
h r
i i
c t
h i
$ C
o a
n 1
e :
i M 5 5
s i
m s
o i 2
✓ o 1 =
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0—F
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen •
59
•
Financial Support
•
W C
h r
i i
c t
h i
• c
o a
•
n 1
e :
6
i M
s i
m s
o i 2 2
e n 1 III 1 III
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-G
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
60
Fire Education/Prevention
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i 4
m s 3
o i
✓ o 1 III 1 1 1 1 1
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-H
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
•
•
61
Fire Suppression/Rescue Services
W C
h r
i i
c t
h i
c
o a
n 1 8
e .
i M
s i
m s
o i 2
✓ o Ie n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-I
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Meyer Chosen
100 = Always Chosen
62
Investigation
t
9 W C
h r
i
c t
h i
c
o a
n 1
e :
i M
s i 4
m s 3
o f 2 2 II 2
✓ o I i
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-47
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
63
Natural Resources Management
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M 5
s
m s
i
o i 2
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-K
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
64
I
Patrol
1
W C
h r
i i
C t -
h i
C
o a
n 1
e : 7
i
s i 4
s
o i
✓ o 1 1
e n -
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-L
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
•
65
Planning
•
f •
• W c
h r
i i
c t
h i
c
oa
n 1
e :
i
s i
s
m s 3 3
o i
✓ o 1 1 III 1 1 1 1 1
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-M
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
66
Police and Fire Support Services
W C
h r
i i
c t
h i
C
o a
n 1
e :
i M
s i
s
m s 3
o f 2 2
e n I .. IIIi ..
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-N
Voters = 13
Which one is more
Critical: Mission
(Compere)
0 = Meyer Chosen
100 = Always Chosen
67
Protective Inspections
W C
h r
i i
c t
h
c
o a
n 1
e :
i M
s i 4 4
m s
o i 2 2
e n ■ ■
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-0
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
68
t
•
Public Facilities/
Government Building Maintenance
W C
h r
1 ii
c t
h
a
o a
n i
e :
f_ i M
s i 4
•- s
m s 3
o i 2
e n 1 I 1 1 =
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0--P
•
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
69
• Public Facilities Design/
Development
W C
h r
i i _
c t
h i
c
o a
n 1
e :
6
i M
s i
s
m s
o i 2
✓ o 1 II 1 1 1 =
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-Q
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 s Never Chosen
100 • Always Chosen
70
t
w
I
Recreation Activities
twc
h r
i i
• c t
h
o a
n 1
e :
i M 5
s i
m s 3
o i 2 111 III r o - 111 ■ -
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-R
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
71
•
Risk Management
W C
h r
i i
c t
h i
c
o a 9
n 1
e .
i M
s i
m s 3
o
r
11 o 1
e n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0-S
Voters = 13
Which one is more
Critical: Mission
(Compare)
O = Never Chosen
100 = Always Chosen
72
Street Maintenance
W C
h r
i i
c t
h i
c
o a
n 1
e .
i M
s i 4
m s 3 3
o i 2 II II
e• n
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-O-T
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
73
Vehicle & Equipment Maintenance
W C
h r
i
c t
` h i
` a
ji o a
n 1
e :
t i M
s i
_ s
m s 3 3 3
o i 2
•
e n III
10 20 30 40 50 60 70 80 90 100
ENTIRE GROUP
Figure VV-0—U
Voters = 13
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
74
$
i
$
COUNCIL
75
Service Unit Ranking -
COUNCIL
4
W C 100
h r -
i i L
c t GAI
h i 75
a
o a NEJ
n 1 ! OT
•
e : 50 CR
: K
i M D
s i HB
$ s 25 F P
• m s QU
o i S
✓ o
e n 0 ,
0 25 50 75 100
Which one is more
Critical: Mission
Figure 0-1-A
Voters = 5
• VERTICAL AXIS • • HORIZONTAL AXIS •
Which one is more Which one is more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 = Always Chosen
76
1
Service Unit Ranking
W C
h r
c t 89
h i 83 82 79
o a 65
n .1 62 60 60 57 57
e .
i M
s
m s A
o i V
✓ o
e n
A I G J E N T M 0
t COUNCIL
Page 1 of 3
Figure OV-1-A
Voters = 5
Which one is more
Critical: Mission
•
•
(Compare)
0 = Never Chosen
100 = Always Chosen
77
Service Unit Ranking
W C
h r
1
c
c t
h i
o a
n 1
e : 52 52
i M 46
iIiuIIIII1
i 32
29 29 27
K D B H P F Q U
COUNCIL
Page 2 of 3
Figure OV-1-A
• Voters = 5
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
•
•
78
Service Unit Ranking
W C
h r
i i
c t
h i
c
o a
n 1
e :
i M
s
•
s
m s A
o i V 13
e n G
e n
S
COUNCIL
Page 3 of 3
Figure OV-1-A
Voters = 5
Which one is more
Critical: Mission
(ComQare)
0 = Never Chosen
100 is Always Chosen
79
Data for Figure 0-1-A
a .
Which one is more Which one is more
: Critical: Mission Critical: Mission
Group Group
Vote Item
•
M Average Diversity N Average Diversity
f
A City Administration 13 83.0 5 13 83.0 5
I
B City Clerk Activities 13 32.0 11 13 32.0 11 .
C Communications 13 52.0 36 13 52.0 36
3
D Economic Development/Redevelopment 13 37.0 29 13 37.0 29
E Engineering Design 8 Review 13 62.0 9 13 62.0 9
t
F Engineering Construction 13 27.0 2 13 27.0 2
Supervision
G Financial Support 13 79.0 9 13 79.0 9
N Fire Education/Prevention 13 29.0 9 13 29.0 9
I Fire Suppression/Rescue Services 13 82.0 9 13 82.0 9
J Investigation 13 65.0 6 13 65.0 6
K Natural Resources Management 13 46.0 9 13 46.0 9
l Patrol 13 89.0 3 13 89.0 3
M Planning 13 57.0 7 13 57.0 7
N Police and Fire Support Services 13 60.0 9 13 60.0 9
a 0 Protective Inspections 13 57.0 2 13 57.0 2
t
P Public Facilities/ 13 29.0 8 13 29.0 8
I Government Building Maintenance
G Public Facilities Design/ 13 20.0 1 13 20.0 1
Development
1 R Recreation Activities 13 52.0 17 13 52.0 17
S Risk Management 13 13.0 6 13 13.0 6
I
r
4
4.
I
i
80
Data for Figure 0-1-A
Which one is more Which one is more
Critical: Mission Critical: Mission
Group Group
Vote Item N Average Diversity N Average Diversity
• T Street Maintenance 13 60.0 : 13 13 60.0 13
U Vehicle & Equipment Maintenance 13 19.0 14 13 19.0. 14
3
•
Session = TRENDS Display = FINALCOM.DSP 02-24-1992
Vote Methods = FINAL .MTH Participants = EG .PAR
Vert Vote Data = FINAL .VTA 02-22-1992 Horz Vote Data = FINAL .VTA 02-22-1992
81
Service Unit Ranking
Diversity- COUNCIL
•
W C MAX •
h r
i i
+r c t
h i
c
o a
n 1
e :
i M C
s i D
s
m s
o i MNBPTU
✓ o QSAJEG
e n OFLKIH
MIN MAX
Which one is more
Critical: Mission
Figure C-1
Voters = 5
* VERTICAL AXIS * * HORIZONTAL AXIS *
Which one is more Which one is'more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 = Always Chosen
82
I
I
Service Unit Ranking
STAFF
• W C 100
h r
i i L
c t AI
h i 75 TJ
c
o a EG
n 1 OR
e : 50 M
NKC
i M HP
s i U DQ
s 25 B F
m s
o i
✓ o S
e n 0
0 25 50 75 100
Which one is more
Critical: Mission
Figure 0-2-A
• Voters = 8
* VERTICAL AXIS * * HORIZONTAL AXIS *
Which one is more Which one is more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 = Always Chosen
84
Service Unit Ranking
W C
h r
i i
c t 88 84 84
h i
c 74 72
o a 65
n 1 63
e : 56 56
48
i M
s i
m s
o i
✓ o
e n
A I J T G E 0 R M
STAFF
Page 1 of 3
Figure OV-2-A
Voters = 8
Which one is more
Critical: Mission
•
(Compare)
0 = Never Chosen
100 = Always Chosen
85
t
Service Unit Ranking
W C
h r
i i
c t
h i
o a
n 1
e .
46
i M 42 41 39 37
s i 34 34 31
28
m S A 23
o i V
✓ o
e
I 11
n
C K N P H D Q U F B
STAFF
Page 2 of 3
Figure OV-2-A
Voters = 8
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
86
Service Unit Ranking
1 WC
h r
i i
•
i c t
h i
c
o a
n 1
e :
i M
s i
s
m s A
o i V
✓ o G 8
e n
S
STAFF
Page 3 of 3
Figure OV-2-A
•
Voters = 8
Which one is more
Critical: Mission
(Compare)
0 = Never Chosen
100 = Always Chosen
•
•
•
•
•
87
. 1
Data for Figure 0-2-A
• Which one is more Which one is more
/ Critical: Mission Critical: Mission
Group Group
1 Vote Item N Average - Diversity N Average Diversity
A City Administration 13 84.0 Y 5 13 84.0 5
B City Clerk Activities 13 23.0 5 13 23.0 5
t C Communications 13 46.0 16 13 46.0 16
D Economic Development/Redevelopment 13 34.0 18 13 34.0 18
4. E Engineering Design & Review 13 63.0 16 13 63.0 16
F Engineering Construction 13 28.0 5 13 28.0 5
• Supervision
G Financial Support 13 65.0 19 13 65.0 19
H Fire Education/Prevention 13 37.0 25 13 37.0 25
I Fire Suppression/Rescue Services 13 84.0 6 13 84.0 6
• J Investigation 13 74.0 8 13 74.0 8
K Natural Resources Management 13 42.0 10 13 42.0 10
L Patrol 13 88.0 5 13 88.0 5
M Planning 13 48.0 31 13 48.0 31
N Police and Fire Support.Services 13 41.0 24 13 41.0 24
O Protective Inspections 13 56.0 17 13 56.0 17
P Public Facilities/ 13 39.0 29 13 39.0 29
Government Building Maintenance
o Public Facilities Design/ 13 34.0 20 13 34.0 20
Development
R Recreation Activities 13 56.0 13 13 56.0 13
S Risk Management 13 8.0 4 13 8.0 4
88
Data for Figure 0-2-A •
1 Which one is more Which one is more
Critical: Mission Critical: Mission
Group Group
} Vote Item N Average - Diversity N Average Diversity
T Street Maintenance 13 72.0 3 13 72.0 3
U Vehicle & Equipment Maintenance 13 31.0 10 13 31.0 10
Session = TRENDS Display = FINALCOM.DSP 02-24-1992
Vote Methods = FINAL .MTH Participants = EG .PAR
Vert Vote Data = FINAL .VTA 02-22-1992 Nor= Vote Data = FINAL .VTA 02-22-1992
89
•
Service Unit Ranking
Diversity- STAFF
W C MAX
h r
i i
c t
h i
c
o a
n 1
e :
i M
s i MP
s HN
m s CDGQ
o i KR EO
✓ o SABJU
e n TLIF
MIN MAX
Which one is more
Critical: Mission
Figure C-2
Voters = 8
* VERTICAL AXIS * * HORIZONTAL AXIS *
Which one is more Which one is more
Critical: Mission Critical: Mission
(Compare) (Compare)
0 = Never Chosen 0 = Never Chosen
100 = Always Chosen 100 a Always Chosen
90
APPENDIX D •
Participants and subgroups
•
91
PARTICIPANTS REPORT
The graphs and statisics from an OptionFinder session dated March 2, 1992
were produced based on the following definition of participants and
subgroups, and saved with a filename of EG.
The participants were divided into the following 2 subgroups:
1 - Council 2 - Staff
The following table lists the session participants, whether their
votes were included in this analysis, and the assignments of the
participants to the subgroups.
Participant Name Incl 1 2
Tom Egan * X
Pat Awada * x
Pam McCrea * X
Tim Pawlenty * X
Ted Wachter * X
Tom Hedges * X
Tom Colbert * X
Pat Geagan * X
Dale Runkle * X
Jim Sheldon * X
Ken Southorn * X
Ken Vraa * X
Jon Hohenstein * X
Totals 13 5 8
92
i
L
APPENDIX E
Session hand-outs
93
CITY OF EAGAN
RAMP GENERAL FUND SERVICE UNIT DESCRIPTIONS
A. CITY ADMINISTRATION
- Administration of City Functions
Organize and direct staff, coordinate departmental
activities, support City Council and assist with policy
and decision making process, develop and implement City
budget, coordinate management information systems and
represent the City's positions and interests to other
agencies and levels of government.
Human Resources Coordination
Recruit, hire and orient staff, maintain personnel
policies, negotiate collective bargaining agreements,
oversee City's compensation and benefits programs and
administer grievance, discipline, safety, access and
discrimination policies.
- Legal Representation
Meet legal requirements for City activities, coordinate
civil interests and litigation and define legal
parameters for Council actions.
B. CITY CLERK ACTIVITIES
- Coordinate elections, voter registration, licensing,
records management, public reception tasks and document
these activities to meet regulatory guidelines.
C. COMMUNICATIONS
- Public Information
Prepare, coordinate and distribute City information
through newsletters, brochures, government access cable
television programming, media releases and special
announcements. Provide point of contact for press and
broadcast media.
- Internal Information
Gather and disseminate internal information and
announcements through memoranda, notices, employee
meetings and newsletters.
D. ECONOMIC DEVELOPMENT/REDEVELOPMENT
Evaluate development and redevelopment policies and
proposals. Provide information and support and package
proposals and financing assistance for business
prospects.
94
E. ENGINEERING DESIGN & REVIEW
Review all land development proposals and building
permits to determine the- adequacy of existing or need for
additional public infrastructure facilities (i.e.
streets, drainage, utilities, etc.) .
Perform preliminary surveys and detail design, plan and
specification preparation for public improvements.
- Review detail design performed by City Consultants,
Private Development Engineers and Architects for
conformance to City Standards, Codes and Comprehensive
Plans.
Update and maintain record "as-built" plans.
Perform traffic studies and surveys and recommend proper
traffic control devices.
F. ENGINEERING CONSTRUCTION SUPERVISION
Perform construction observation coordination, inspection
and contract management for public infrastructure
facilities.
- Perform detailed field surveys and construction staking
for construction and maintenance of public facilities.
- Coordinate, train and supervise Consulting Engineers for
performance of similar duties.
G. FINANCIAL SUPPORT
- Manage the financial activities of the City including
accounting/reporting/auditing, cash management, bonding,
accounts payable, payroll, utility billing,purchasing,
special assessment record keeping and budgeting. Provide
information and services to other departments, city
administration, regulatory agencies and general public.
H. FIRE PREVENTION/PUBLIC EDUCATION
- Provide fire prevention tools to youth, seniors and other
citizens and the corporate community, including programs
for schools, Health Fairs, Baby Sitter Clinics, Seniors
and other community groups.
I. FIRE SUPPRESSION/RESCUE SERVICES
- Control and extinguish all types of fires to minimize
personal injury, loss of life and property damage.
Control and mitigate hazardous materials incidents and
other emergency situations.
Provide emergency care to persons suffering from bodily
injury or serious illness, including full arrest heart
attacks, vehicle extrication, industrial accidents and
other major trauma injuries.
95
J. INVESTIGATION
Criminal Investigation
Investigate all criminal activity. Work with other
police agencies to solve inter-jurisdictional crimes.
- Licensing and Monitoring of High-Risk Businesses
Investigate backgrounds of liquor license applicants and
enforce liquor laws, conduct background checks for gun
permits, and provide licensing control, as required by
City Code.
- Youth Services
Investigate crimes against families and children and all
crimes committed by minors. Determine appropriate
jurisdiction options within the juvenile court system.
• Community Crime Prevention
Coordinate Neighborhood Watch Meetings, Public Safety
Awareness classes for elementary schools, and provide
home business security checks, as requested.
Youth Education
Provide drug prevention education in elementary schools
and resources for family and youth in need of support.
- South Metro Drug Task Force
Participate in multi-jurisdictional approach to the
investigation of drug activity, primarily street dealing
in a multi-city area.
R. NATURAL RESOURCES MANAGEMENT
- Preserve and enhance natural resources, such as water
bodies, ponds and lakes, as well as urban forestry
activities, including re-forestation.
L. PATROL
- Emergency Response Team Training and Readiness
Highly trained team for high-risk police operations that
require special expertise and high level use of force.
- Police Patrol
Respond to medical emergencies, domestic disputes, and
non-traffic calls for service. Initial police reports
for all crimes committed in the jurisdiction.
- Traffic Control
Enforce all traffic law, respond to personal injury and
property damage accidents. Investigate serious traffic
accidents, and facilitate flow of traffic within City.
- Field Training Officer Program and General Training
Provide training for new officers and provide in-service
training required by the P.O.S.T. Board.
- K-9
Assist in searches, narcotics and general activities.
96
K. PLANNING
- Zoning
Receive, analyze and respond to correspondence, calls and
in-person inquiries regarding Comprehensive Land Use
Guide Plan, zoning designations and flood zone boundaries
and permitted and conditional uses. Receive, investigate
and respond to complaint calls relative to zoning
regulations and follow-up as necessary, including
litigation if appropriate.
- Current Planning and Development
Coordinate, review and prepare support documentation
relative to final plats, development contracts,
preliminary plats, rezonings, conditional use permits,
variances, special use permits. Provide public and
applicant information and coordinate meetings of affected
parties, including property owners, developers,
architects and engineers as appropriate.
- Long-Range/Comprehensive Planning
Review and administer the Comprehensive Guide Plan and
coordinate with appropriate agencies, maintain and
provide demographic information, prepare and administer
Planned Development Agreements, administer environmental
review and permit processes for City projects, assist in
transportation and transit planning, implementation and
utilization, prepare research projects, special studies,
market studies, and miscellaneous planning surveys.
N. POLICE AND FIRE SUPPORT SERVICES
- Animal Control
Impound dogs running at large, enforce dog and cat
nuisance ordinances, and quarantine animals that have
bitten people. Provide public awareness seminars.
Community Service Officer and Explorer Programs
Train and evaluate prospective personnel and provide
deliveries as well as some Animal Control, 911
Communications and code enforcement work. Recruit, train
and direct approximately 20 Law Enforcement Explorers to •
supplement Police Force, as needed.
- Emergency 911 Communications
911 Dispatching and communications services for Police
and Fire. Interface with statewide and national public
safety communications network.
- Prosecution Services
Oversee all prosecutions of misdemeanor and gross
misdemeanor crimes for the City of Eagan.
Fire Training and Support
Prepare personnel, facilities and equipment for fire
suppression and rescue responsibilities and maintain and
coordinate protocols and gear to support those functions
in areas including training, engineering, equipment and
station management, systems, SCBA and uniforms.
97
O. PROTECTIVE INSPECTIONS
- Plan Review
Review plans for compliance with building and other codes
and ordinances and determination of all associated fees. •
Permit Issuance
Issue proper permits, collect all associated fees and
verify required licenses.
- Inspections
Inspect all work covered by codes and ordinances, inspect
existing structures for compliance with fire codes and
respond to complaints by residents.
- Fire Investigation
Determine the cause and origin of all fires under
direction of the Fire Chief. Request assistance from the
State Fire Marshal 's office when appropriate.
P. PIIBLIC FACILITIES/GOVERNMENT BUILDINGS MAINTENANCE
▪ Parks, Public Property and Grounds Maintenance
Provide for the upkeep of city parks, boulevards and
other city properties, as well as the various components
which make up those facilities, including tennis courts,
playgrounds, signs, parking lots, etc.
- Building Maintenance, Operation and Cleaning
Monitor and ensure daily working condition of building
systems and provide preventive and necessary maintenance,
respond to daily maintenance problems and plan to meet
short- and long-range maintenance needs. Respond to
daily operational needs including meeting set-ups, snow
removal, etc. and ensure proper working condition of
emergency back-up systems such as the emergency
generator. Monitor and coordinate cleaning needs.
Q. PUBLIC FACILITIES DESIGN/DEVELOPMENT
Provide project management including concept planning,
master planning, construction documentation, bidding and •
management and contract administration for parks and city
related facilities, such as buildings, shelters, trails,
recreation facilities, fields and landscaping.
R. RECREATION ACTIVITIES
Provide a variety of recreational, leisure time
activities and opportunities which are developed for
specific age groups, different interest levels or by
seasonal opportunities. These recreational opportunities
also include coordination with other service providers
and facility management, such as park shelter buildings,
ball fields, etc.
S. RISE MANAGEMENT
Inventory city property, acquire appropriate insurance
coverage, handle loss claims and oversee loss control.
98
T. STREET MAINTENANCE
Repair, reconstruct and maintain all public rights-of-way
• and street surfacing including sweeping, snow and ice
control, street identification and traffic control signs,
striping, tree trimming and ditch mowing, patching and
sealing.
- Perform condition rating field surveys and inspections
for short and long-range maintenance planning and
scheduling.
U. VEHICLE AND EQUIPMENT MAINTENANCE
- Prepare and review specifications for maintenance
equipment and facilities to ensure maximum efficiency,
long life and low operation/maintenance costs.
- Perform preventative and corrective maintenance to all
City equipment.
•
99
m
SEPARATE REVENUE SOURCE SERVICE UNITS,
CABLE TELEVISION
SANITARY SEWER
SOLID WASTE ABATEMENT
STORM DRAINAGE/WATER QUALITY
STREET LIGHTING
WATER
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RAMP
Resource Allocation Management Plan
OPPORTUNITY A declining revenue base,coupled with an escalation of citizen
demand for more services,is forcing local governments to
carefully re-evaluate the services which they provide.
PURPOSE To assist local governments create a blueprint for making difficult
(and often unpopular)service reduction decisions.The program
will assist government leaders to:
Take an objective,systematic approach to determining service level
priorities.
Provide an efficient process which will collect and document
opinions from both Council and Staff members in order to assist in the
decision-making process.
Become proactive and innovative planners as they(1)determine
implications based on priorities which are matched to future funding
scenarios and, (2)start to identify opportunities for change within an
environment of declining resources.
OBJECTIVES Upon completion of this program,participants will have:
-Identified and prioritized 20-25 comprehensive units of service.
•Created a"working"document for future decision-making based on
both the Council and staffs service priorities. (Program can be
expanded to include citizen input.)
RAMP
CONTENT PHASE L Consultants,city manager and department beads work
together to identify,define and"chunk"20-25 major units of services.
RAMP Guidelines are given to participants prior to the first meeting.
PHASE IL Using GroupDecision Technology, the city manager,
department heads and Council members use individual,computerized
keypads to prioritize the units of service using a paired comparison
method.Results are displayed on a large screen and can be sorted by
by either group, staff or council.However,since all voting is
confidential,individual votes are displayed as"x's".The technology
allows the group to immediately view,discuss,document and clarify
their decisions.A follow-up Priority Summary Report is included.
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PHASE M.OPTIONS.
Determining Service Allocation Changes
RAMP Community Focus Groups 1
LENGTH Phase I.Approximately 2 weeks;two meetings '
Phase U.3.5 hour session
CONTRACT OPTIONS Single City Contract/Multiple City Contract(2 cities)
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PHASE III. OPTIONS
Determining Service Allocation Changes t
Consultant assists leaders in facilitating a process for making contingency plans and/or
re-allocation of available resources within specific service units.Process may include
identifying future funding scenarios and matching them to the service unit priorities. '
RAMP Community Focus Survey Forums
Focus group sessions are informal gatherings consisting of between 12-15 citizens.The
purpose of theses sessions is to collect information about what people are thinking and
why. Through the use of GroupDecision Technology,immediate feedback is created
and displayed. The moderator uses these visual pictures to help members explore their
opinions and judgements.
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Cities decide what kinds of citizen information would be most helpful.For example,as '
a result of the RAMP Priority Session,cities may wish to get citizen input on specific
service units.This information can then be used to either influence decisions or
improve community communications.For example,if changes look likely in the areas
of Senior Recreation and the Drug Prevention Programs,cities may chose to get citizen
input before making final decisions.
P B
Examples of focus group sessions:
FOCUS: SERVICE UNIT-SENIOR RECREATION PRIORITIES
Stakeholder participants: '
Session#1 -all seniors
Session#2-no seniors
Session#3-mixed I
FOCUS: SERVICE UNIT-DRUG PREVENTION PRIORITIES
Stakeholder participants
Session#1-youth
Session#2-social workers,police,educators
Session#3-parents
Session#4.-mixed
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RAMP
Overview of Benefits
The primary benefit of the Ramp program is to help cities facilitate the process of making difficult
decisions within an environment of declining resources.By.helping cities to develop an efficient process
and a methodology that establishes priorities for the delivery of community services,council and staff
can take a more systematic,participatory approach to solving this major challenge.
The unique approach of the RAMP program,however,also creates a"working"document which serves
as a basis for maintaining or developing other important benefits,which include:
SHARED RESPONSIBILITY
Everyone wants a sound,fiscally responsible government,but often the tough decisions that are required
to achieve those ends are often politically unpopular.Through the use of GroupDeeision Support
Technology,participants can candidly"voice"their opinion in an anonymous way.Because everyone has
an equal "say", the results more credibly reflect the opinions of the entire group,not just the more vocal
representatives. Since everyone actively participates in the process.there tends to be less finger-pointing
and blaming after the meeting.The entire group feels more accountable for the success of the decisions
which they helped to create.
PROACTIVE PLANNING
Change can be an ally or an enemy-depending on bow we view it and prepare for it.For certain,change
becomes quite painful when we are caught off-guard and unprepared to successfully adapt to new
circumstances when they"suddenly"appear.The RAMP program starts people proactively thinking
about several future funding scenarios which might arise,and how the reality of those changes might
affect their communities and local governments.Taking time to prepare today(in some appropriate way)
for tomorrow's possibilities helps to minimize its negative affects and to maximize potential opportunities
which might otherwise be missed in a"crisis"situation.
INNOVATIVE PROBLEM-SOLVING
If it's true that"Necessity is the mother of invention",then quickly changing environments certainly
provide us the opportunity to meet our challenges in new and creative ways.One benefit of the Ramp
program is to be able to view the functions(units of service)of government in a more wholistic manner
thus enabling its participants to cross over functional boundaries in order to think about solving problems
in new ways, with new tools,and perhaps with a new mix of people.
OUTCOME-BASED THINKING
Getting groups to focus on results is key to successful collaborative planning.Once the outcomes
(priorities)are clearly established and agreed upon,less time needs to be spent determining the"how
to's".Taking time early in the planning process to establish a reasonable amount of consensus will save
everyone valuable time,money and energy.
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RAMP BENEFITS
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for specific stakeholders
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COUNCIL MEMBERS: .1
•Reduces the pressure of making politically unpopular decisions
-Reduces the pressure to change decisions after they have been made-due to vocal interest groups
-Compresses the planning time required to make important decisions '
-Maintains a good working relationship with the staff
-Serves to update council members on staffs priorities and activities '
-Reinforces a positive image with the citizens in the community
STAFF
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Provides more clarity regarding Council's priorities and expectations,
which makes their job easier when making day-to-day decisions.
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-Maintains/develops a good feeling of partnership planning with the Council
-Provides the opportunity to voice their opinions regarding important issues • 1
COMMUNITY
-Increase their levels of trust and satisfaction for their elected officials and administration '
-Increases their input via representative focus groups(SEE Optional Community Focus Groups)
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CITY OF EAGAN
GENERAL FUND SERVICE VNITS
RAMP PRELIMIARY SCALE VOTE
_____ A. CITY ADMINISTRATION
B. CITY CLERK ACTIVITIES
C. COMMUNICATIONS
D. ECONOMIC DEVELOPMENT/REDEVELOPMENT
E. ENGINEERING DESIGN & REVIEW
F. ENGINEERING CONSTRUCTION SUPERVISION
G. FINANCIAL SUPPORT
__ H. FIRE EDUCATION/PREVENTION
I. FIRE SUPPRESSION/RESCUE SERVICES
J. INVESTIGATION
R. NATURAL RESOURCES MANAGEMENT
L. PATROL
M. PLANNING
N. POLICE AND FIRE SUPPORT SERVICES
____ O. PROTECTIVE INSPECTIONS
P. PUBLIC FACILITIES/GOVERNMENT BUILDINGS MAINTENANCE
Q. PUBLIC FACILITIES DESIGN/DEVELOPMENT
R. RECREATION ACTIVITIES
S. RISK MANAGEMENT
T. STREET MAINTENANCE •
U. VEHICLE AND EQUIPMENT MAINTENANCE
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