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11/10/1992 - City Council Special • AGENDA SPECIAL CITY COUNCIL MEETING Eagan Municipal Center Building Thursday November 10, 1992 4:00 p.m. I. 4:00 ROLL CALL & AGENDA ADOPTION II. TOUR OF MUNICIPAL CENTER/ LAW ENFORCEMENT CENTER III. 5:00 BUDGET REVIEW • • GENERAL FUND • PUBLIC ENTERPRISE • CIP/PART III IV. 6:00 JOINT APRNRC MEETING • OAK WILT CONTROL • PARK SYSTEMS PLAN V. 7:15 JOINT EDC MEETING • EDC ROLE/BOTH PAST & PRESENT VI. PERSONNEL VII. OTHER BUSINESS VIII. ADJOURNMENT • tom` ++iM MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: NOVEMBER 6, 1992 SUBJECT: SPECIAL CITY COUNCIL MEETING/NOVEMBER 10, 1992 At the October 20, 1992 City Council meeting, a Special City Council meeting was scheduled for Tuesday, November 10, 1992, for the purpose of: 1. Touring the Municipal Center/Law Enforcement Center 2. Continuing Review of the Draft 1993 Budget 3. Holding a Joint Meeting with the Advisory Parks, Recreation and Natural Resources Commission 4. Holding a Joint Meeting with the Economic Development Commission. TOUR OF MUNICIPAL CENTER/LAW ENFORCEMENT CENTER As a part of the City Council's analysis regarding expansion alternatives es for the Municipal Center/Law Enforcement Center, a tour of the building is planned for 4:00 p.m. The tour will allow the City Council to observe working conditions in each of the three levels and at the same time provide staff an opportunity to discuss how an expansion of the law enforcement in the existing building could work as an alternative to building a new law enforcement center. For additional information regarding municipal center/law enforcement center building alternatives, please refer to a memo prepared by Assistant to the City Administrator Hohenstein enclosed on pages S through tO . BUDGET REVIEW 1. GENERAL FUND In preparing the City Administrator's recommended budget first presented to the City Council September 1, a City tax capacity rate of 19.258 was estimated based on the information available at that time. Since the payable 1992 rate was 18.411, the projected 19.258 rate was a 4.6% increase. This meant that city taxes on all single family - residential property up to $115,000 would be increased by approximately 4.6% As market value increased above $115,000 to the break even point of $132,823 the 4.6% increase became smaller. Market value property above $132,823 would receive a reduction on City taxes, with the reduction increasing the market value as e alue increased. On page 1‘ is a copy 5 of the projected City taxes at various market value levels. 1 b � Unfortunately, revised information received from Dakota County on October 28, 1992, has resulted in a projected City tax rate of 20.013 which is an 8.7% increase over the 1992 payable rate of 18.411. This would mean that all property (single family residential) up to $115,000 market value would see a city property tax rate increase of approximately 8.7%. As market value increased above $115,000 to the new break even point of $157,176, the 8.7%increase becomes smaller. Tax reductions on the City portion would begin at$157,176 and become larger as the property value increased. On page 12 is a copy of the revised City taxes at various market value levels. The truth in taxation notices of which scheduled mailing is to start on November 11, 1992, will be based on the revised information. The proposed levy as certified to Dakota County accomplishes the following: A) The general fund budget is balanced at $12,453,600 which is a 7.8% increase over the 1992 budget. B) The allocation to the major street fund which had been reduced in 1992 was restored to its previous level. C) An allocation of $76,947 was made to the equipment revolving fund. To be able to accomplish these three (3) items with a 4.6% tax capacity rate increase seemed to be reasonable. However, the question now becomes should the same three items be objectives at the cost of 8.7% tax capacity rate increase. For increases ranging from 0% to 8.7%, each 1% change equates to a levy change of$83,600. To return to the lower 4.6% increase a reduction of approximately $342,500 to the levy is required. Considering that the proposed 1993 general fund budget does not include any new programs or increased service from 1991, a period of three years. As referenced in the City • Administrator's memo dated August 26, 1992, a major portion of the increase in spending as proposed for 1993 is workers' compensation and health insurance which represents approximately 40% of the total proposed increase. The remaining increase is for settled contracts, anticipated employee settlements and step increases. In addition, there are some new positions and changes in positions that reflect an increase in the operating budget. In summary, the City Council can 1) present the general fund budget at $12,453,600 as proposed to date at the December 1 hearing or 2) adjust the proposed general fund budget in advance of the budget hearing to decrease the 7.8% budget increase. It is suggested that if the budget is to be adjusted that the City Administrator be given an opportunity to meet with department heads and determine the most effective cost reduction to preserve as much excellence in public service and customer service as possible. At the September 10 City Council work session, there were certain issues/questions raised by the City Council for additional staff review. The City Administrator summarized those issues in a memo dated September 22 for City Council and staff review. Information has been compiled which includes: 1) Can we meet program demands in Parks and Recreation with existing personnel? 2) Justification for the number of building inspectors. 3) Quantify the benefit of an additional part-time Finance Department clerical. 4) A summary of all association dues, i.e., LMC, AMM, etc. 5) Oak wilt increase to the forestry budget (this explanation and response is enclosed in attached notebook addressing oak wilt). 6) What • • is the impact on electrical inspection charges. 7) Compliance with ADA/what are the associated costs? 8) Kroy letter machine and PC label program. Enclosed on pages 13 through 22 in chronological order according to the aforementioned list are memos providing a response to City Council questions on each budgetary program/expense. 2. PUBLIC ENTERPRISE The public enterprise budget consists of water, sanitary sewer, storm sewer and streetlighting. The City Administrator has prepared information relative to the budget request for each of these four divisions within the public enterprise fund. For additional information, refer to a memo entitled "Proposed 1993 Public Enterprise Fund Budget," enclosed on pages. -.A through 2 a$ 3. CIP/PART III The City Administrator has reviewed the Part III portion of the capital improvements budget which consists of public infrastructure and park site development that represents projects set forth in the park systems plan. The third category or Part III is funded through: • Sale of Revenue Bonds • • Special Assessment Bonds • Park Site Fund • Acquisition and Development Fund Enclosed on pages through 4..4 is a copy of the park development that is necessary if the City fulfills most of the objectives set forth in the park systems plan for each and every community park land within the community. Also enclosed on pages 2.c through 3 G is an executive summary of the Part HI as presented by the Director of Public Works. JOINT APRNRC MEETING The Advisory Parks, Recreation and Natural Resources Commission would like to discuss two (2) issues with the City Council and one pertains to community oak wilt control and prevention which includes a rather lengthy packet of information that staff prepared and presented to the commission at their October meeting. Each City Councilmember has received a copy of the notebook which is enclosed without page number. For City Council review,please look over the executive summary entitled "Community Oak Wilt Control and Prevention" that is enclosed on pages ,51 through The other matter the commission plans to discuss with the City Council pertains to the parks systems plan. There is a desire by the commission to recommend an update and revision of the parks systems plan that was originally approved by the City Council in 1983. -IP 3 The commission realizes that due to the busy meeting schedule there is only an hour and fifteen minutes to an hour and one-half for presentation and discussion on both items. • JOINT ECONOMIC DEVELOPMENT COMMISSION MEETING The Economic Development Commission met in a special work session on Wednesday, November 4, to prepare for their joint meeting with the City Council. The agenda item is entitled "Economic Development Commission Role/Both Past and Present" which clearly • reflects the presentation and discussion outline enclosed on page 3c . There are several attachments the commission felt would be helpful for City Council review and they are referenced on the presentation/discussion outline as 1) the City's vision statement, 2) eco- omic development goals as adopted by the City, 3) Eagan Economic Development Commission First Look Conclusions and Suggestions prepared by Debra McMartin and Tom Pederson, 4) role of advisory commissions, and 5) interview comments and thoughts, again prepared by Tom Pederson, enclosed on pages through S3 . The Economic Development Commission is planning a brief presentation as the outline indicates and we will be looking for discussion and direction from the City Council. PERSONNEL The City Council suspended business from its regular meeting of November 5 to the November 10 meeting, and will consider an action as a part of the special City Council meeting under personnel. • OTHER BUSINESS There are no additional business items at this time. icl"m"kit( City Administrator cc: Councilmember elect Shawn Hunter Councilmember elect Sandra Masin TLH/jeh • M E M O R A N D U M TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN DATE: NOVEMBER 3, 1992 SUBJECT: PURCHASE OPTIONS FOR DISTRESSED PROPERTIES This memorandum is in response to the question raised at a recent City Council work session regarding purchase options for municipal facilities. All available properties in the City in the appropriate size range were identified as a part of the original study. Since the original memo was prepared, listing agents and property owners were again contacted reagrding available properties. In each case, the option of purchase was discussed. Where a purchase option is available, it is referenced in the attached report. Discussion In reviewing this concept with listing agents and professionals in the commercial real estate area, several issues and trends were identified. The most significant is there current trend toward the use of existing capital in both the public and private sectors. This is because overbuilding, a soft economy and the savings and loan situation have resulted in a number of underutilized and discounted properties being available on the market. Where the right building can be found which would require a minimum of new construction and/or remodeling, this option is the most attractive. Where conversion costs are higher, however, new construction remains the most cost effective. In fact, the relative general costs of facilities in descending order are: 1. Long-Term Lease 2. New Construction at a New Site 3 . Short-Term Lease 4. Purchase of Existing - High Conversion Cost 5. New Construction at Current Site 6. Purchase of Existing - Low Conversion Cost In sum, to be the most cost efficient alternative, it is necessary to find both an appropriate facility and an attractive price. To date, it staff's research has found that few if any buildings in Eagan are sufficiently distressed to result in significant price discounts. Unlike the situation in older or central cities, Eagan property owners are not disposing of commercial properties or permitting them to go tax forfeit. In addition, the properties most frequently referenced for potential purchase (i.e. Blackhawk Plaza and vacant areas around Cedarvale) are not large enough to meet current space needs and/or require substantial renovation to be remotely serviceable as municipal facilities. These areas would not accomodate any growth without additional construction. 57 tx eat Comparable Situation The most comparable example of a city which has utilized leased space and is considering a building purchase is Eden Prairie. As a result of several failed referenda and a decision to remodel their municipal building space for police use, the city has been leasing a facility for five and one-half years. Eden Prairie currently leases a 23,000 square foot portion of an office- warehouse space to house their City Manager, Human Resources, Finance and City Clerk, Assessing, Inspections, Buildings Maintenance, Engineering, Planning and Parks and Recreation Administration and Planning functions. Their 1993 rate for this space is estimated at $295,000 or $12.83 per foot. This is near the average for comparable space in Eagan. Eden Prairie has been attempting to purchase the former CPT Headquarters building. The proposed terms of purchase are $5.95 million for 240, 000 square feet, of which the city would use approximately 60,000 to 65,000 square feet for all city functions including police and recreational programming (roughly equivalent to the Eagan space needs analysis total) . Two other users will take up to 140, 000 square feet of the remainder. The purchase price does not include remodeling costs necessary to convert the office building to the specialized uses necessary for the city or any of its tenants. The closest corollary in Eagan would be the Dunn and Bradstreet building at 180,000 square feet which will be vacant on January 1. Dunn and Bradstreet is currently in negotiations with a single large user for this facility. It may be possible that other smaller buildings could be purchased, but none of the Eagan facilities identified to date are being offered at significantly discounted prices and remodeling costs would be prohibitive in all cases. While the purchase of a building with more space than the City's current needs could provide for expansion in the future, it would be necessary to carry the costs of the excess capital or to enter the tenant market and lease out the remainder in the meantime. Summary In short, despite concerns about soft office markets and high vacancies, no buildings in Eagan of the appropriate size and general configuration are being offered for discounted sale in Eagan. Even the most often cited examples of vacant spaces in Cedarvale and Blackhawk Plaza are quoting market rate lease and purchase prices. In addition to cost, only one of the facilities in these two areas is sufficiently sized and none are configured to accomodate the City's Administrative space needs either now or in the near future. In general, strip commercial layouts are highly inefficient and not conducive to the interaction necessary for an effective municipal organization. To be an effective adjunct to the redevelopment of r �_5 any distressed area within the City, it is likely that it would be necessary to raze existing buildings and make higher quality capital investments, since no existing facilities are adequate to meet a municipal operation's needs. In summary, no buildings within the City fit the current and future City space needs closely enough to preclude the need for expensive remodeling and/or expansion. It appears that the total costs for acquisition and conversion of existing space within the City would equal or exceed the cost of building on the currently owned municipal center site. If you have any questions, please let me know. A istant to the City Administrator 1 M E M O R A N D U M TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR HOHENSTEIN DATE: NOVEMBER 4, 1992 SUBJECT: MUNICIPAL OFFICE PURCHASE OPTIONS Staff inventoried the available space within the City which could feasibly meet its administrative office needs. An estimate of 25,000 to 31,000 square feet was used, based on fifty percent and one hundred percent of the difference between the current 20,000 square feet of administrative and common space and the year 2000 projection from the BRW Space Needs Study. This range takes into account the current overcrowded condition of the existing space and the service and employment growth which is anticipated to be necessary to meet expanding demand in our growing community. This methodology also assumes a continued commitment to the centralization of City administrative functions for efficiency and administrative oversight reasons. Listing agents were contacted and asked if they had or knew of existing properties in this size range. The results of the inventory is outlined below. Relatively few existing properties within the City fall in or near this size range, and none can meet the projected need without substantial remodeling or additional construction. Properties are compared on a purchase and improvement cost basis below. SUFFICIENT SPACE Blackhawk Plaza - Diffley & I-35E Rob Taylor - 868-5579 Facility Size: 30, 000 s. f. with existing tenants for 9, 000 s. f. Price: $1,820, 000 including two outlots Remodeling: $800,000 to $1,000,000 Police Remodeling: $500,000 INSUFFICIENT SPACE Country Club Market - Cedarvale Phil Kluesner - Welsh Companies - 829-3409 Facility Size: 20,000 (Warehouse Space) Price: $640,000 Remodeling and Addition: $1,700,000 to $3,100,000 Police Remodeling: $500,000 Firstar Office Building - 3900 Sibley Memorial Highway Neilsen and Associates - 636-2812 Facility Size: 13,900 s. f. Price: $650,000 • Dakota County Western Service Center - Cliff Road and Rahn Way Facility Size: 14,000 s.f. Price: $450,000 (potentially sold) The only other adequately sized spaces which are for sale within the City appear to be pure warehouse facilities with small office components. These include the Lull Engineering, LaHass Manufacturing and Expert Disposal properties on Highway 13. In addition, all three are oversized for the City's use. Analysis The Building Inspections staff reviewed the two properties closest to the City's size needs and analyzed the necessary cost of conversion. In the case of Blackhawk Plaza, a general estimate of $800,000 to $1,000,000 was developed. The assets of this facility are a generally central location, adequate parking and expansion space. The principal disadvantage is that the linear strip center layout is not conducive to City functions. Substantial remodeling to not only finish the space but also to establish internal circulation patterns would be necessary. The improvement estimate also does not include higher quality finishes for such areas as the public space and City Council Chamber. In the case of the Cedarvale Country Club site, a range of $1.7 million to $3 . 1 million was developed. The assets of this site are the potential to directly revitalize the Cedarvale area and the lowest purchase price of property in the general size range. In this case, it would be necessary not only to remodel but to expand the facility as well. Due to existing parking constraints, any addition would like need to be a second floor. If the existing footings and walls can support a second floor, the improvement cost is lower. This is doubtful, however, since the original builder would have had no reason to invest in such overbuilding. If it is necessary to re-engineer the space, construction would cost at least as much as it would at the Municipal Center site, plus the purchase price of the property. In both cases, it would still be necessary to remodel the existing facility for police department use at a cost of approximately $500,000. In reviewing this matter with realtors and brokers, the following comments were made: 1. There are not many buildings for sale in this size range. Most office users up to about 50,000 feet either build there own space or lease. 2. This is not a good size range for the market. Currently, there are many users in this size range competing for a limited amount of space. 3. There are not any true office or office warehouse spaces of this size for sale in Eagan. For users who have the luxury of shopping around the metropolitan area, there Ck might be some opportunities but not here. 4. The Eagan market is too new to have a lot of differently sized alternatives available. Most of the growth was single user build to suit or larger multi-tenant buildings. Summary In summary, staff has conducted windshield surveys and has held discussions with real estate professionals active in the City. The results of those studies are reflected in the memo on leased space distributed with the September 28, 1992 Council packet and the information above. If Council members know of specific properties not mentioned by the realtors, please let me know and staff will look into them. As mentioned previously, it appears that the cost of leasing space would exceed new construction in five to seven years with no tangible asset remaining at the end of the lease. In addition, no directly suitable office or office warehouse spaces in Eagan are available for purchase at market or discount prices. The two spaces which were mentioned at the last Council meeting have been cost analyzed above and are estimated to cost between $2.84 and $4.24 million dollars. The low estimate assumes that the subject building is engineered to support as second floor. This is probably not a good assumption. The high estimate assumes that it is not and would have to be razed for new construction. These estimates do not include the dislocation and operations costs associated with decentralizing City operations. The costs of purchasing and converting existing space is, therefore, comparable to and possibly more than the cost of new construction. If there were more older or comparably sized buildings in Eagan that fit the City's needs better, this may not have been the case. Under the current realities, however, it is. If you have any additional questions, please let me know. As st t to the City Administrator v• J Go Go bt fll A • C. i o' en 429., _ 403 f19 j 40 I 1 i M 46' 1 es 1 CA i A.0 H4 (03 2 403 j 403 F eel V ON eq ‘40 0 I ^03 0 0 r N s j e,se U a CI f03 Z ' el 1 p„ J "1 1" F u9 40 1 40 a l' i 0 1 U I rei Nn CD co cc cro 1 El `i el 4 VD 1 I 1 j z o o0pp 00 0 ' o000 0000 oowo ' Pi Pi i NNOO pNp� Np� O� p PI NN �pppp Pi Pi NN �ACO j b�4 d�9 f�R d�4 fA iR a - ,..4 .•a :4 '-4 N rN- vN N , tR 44e;�1 N iR fA iA H9 fA if3 iR 414 iR U4 K 404 1 iA iR iR I I 1 ' c CO ,.• Nl � Ne7 .0C4CI1 O .1Ne+ 1-4 C4� � . 1 .., - ..� .., .-, .� .- .� ... ,•., .•� .•� 1 ..+ ,•� ,..� .-. ..I ,•, .o - ..� .•� ,•� - ii , - 1- U∎ In v; Q ' g b ao ad ac co o 0 a A N o et w In c, 4, 4, U a 4„ 4.„ 4 0 g t* rq en la .w ..ww .w 0 cJ va i. fA E .5. W 0 0 rs� in fn O Z 0 CA No an .0 tot e4 2 O U p ' to n N 00 O M en r rl (.� i' 4A tot in in. 1 pp J 00 0000 ' NNO00oip NN pCP s HiH 44 4 an, lc ��iA i/9 i�i�R i19 f/4 pm .•.m ^m .• � in in 1 O _ eiM fin f ieiM fin f i FM fieM _4 I— E 0 E § 0 5 ^ 8 I !� g &4 a fA in. in 2 l i 12_ MEMORANDUM • TO: TOM HEDGES, CITY ADMINISTRATOR FROM: KEN VRAA, DIRECTOR OF PARKS AND RECREATION DATE: NOVEMBER 3, 1992 RE: REQUESTED BUDGET INFORMATION The question was asked if the department can meet future recreation program demands with existing personnel. Clearly, the answer is no. One need only look at the growth in the number of participants in the program offerings that the department currently has to recognize why. For example: GROWTH IN PROGRAMS 1990 - 1992 Adult Softball 199 teams to 218 (26 separate leagues) Volleyball 90 teams to 160 • Tennis Instruction 352 participants to 555 Playgrounds 11 sites to 12 sites Shelter/pavilion reservations (1991-92) 174 reservations to 240 Ballfield reservations (1991-92) 290 to 531 (impacted by managing school sites) Youth Baseball 1178 - 1644 Youth Softball 548 - 802 Youth Soccer: Bantam 522 - 887 In-house 535 - 570 Travel 269 - 292 Football 83 - 191 Halloween Spook Trail from 300 to 1,000 (1992). Sand Volleyball grew from 10 to 21 teams in one year. In addition, there is the number of programs that the department offers. Since 1989 the department has added 18 new recreational program offerings. Some of these offerings are one time events such as an Earth Day activity. Some are a series of events, such as Camp Creative, which has become very popular; as has the Annual Safety Camp. Some are athletic leagues such as football and boot hockey and some involve coordination with neighboring communities with such • activities as trips, tours and a Volksmarch. While there have been additions to the programs, there have also been a few activities that have been dropped. Bowling, for example, as well as some 1"� y . • after school activities. This has allowed the department to be responsive to the community demands for new programs while eliminating less effective activities. The net result has been a composite program offering for the community that is popular, current and certainly diverse. By • effectively using the Parks, Recreation and Natural Resource Commission, program offerings are continually reviewed, revised, added or dropped as may be necessary. This keeps the program offering vibrant and effective. However, this does not mean that the City has met the program requests from the public. The Department has been asked to provide assistance or lead activities in other areas. For example, the department has previously been requested to lend major assistance and direction to the annual 4th of July event. The department ran a horseshoe activity two years ago as an event and has been asked to run a horseshoe league on a continuing basis. Up to this time,we have not accepted that responsibility. Staff has attempted to do a comparison of the number of recreational staff that other communities have available for programming activities. This is something of an "apples and oranges" issue; but I do believe that general comparison can be made. For example, Eagan has three individuals devoted to recreational activities. Plymouth has 4.3 individuals. When comparing the number of programs, Eagan is offering 102 while Plymouth offers 78. Apple Valley has 3.4 individuals programming 34 activities. (Does not include their golf course operations or their ice arena operations.) Burnsville has 3.4 individuals but offers only 24 programs. Maple Grove which has 125 programs, has a staff of 4 with a clerical staff of 3.5. Eagan's clerical staff is 2.8. Again, comparisons between communities is always somewhat risky because of the divergent attitudes,size of program, frequency of activity and emphasis of programs. It is clear, however, that Eagan Recreational staff appears to be providing more programs per person than other communities • recreation departments. There is concern for "burn-out" and loss of program quality when too many programs are offered or they become too big!! Fortunately, Eagan has a dedicated staff in the recreation division. While there is concern for loss of quality, there is a greater concern for burn-out of those involved in recreational program management. Just one example, during the month of August, one of the department's recreation supervisors worked four successive weekends, another 3. That is entirely too much time being spent at work. In summation, the department is trying to provide a diverse mix of recreational program offering to the community. It does this through constant review and evaluation of activities and through the input of the Advisory Parks, Recreation and Natural Resource Commission. In comparison to other departments, it is our belief that Eagan offers more programs per recreation supervisor than other communities; that if there is to be additional program offerings in the future and growth continues at the rate we have seen in the recent past (there is no reason to believe that won't occur) the department will need additional staffing or risk serious burn-out and declining program quality. KV/dj D1PROGGROW.MEM • [i 41( MEMORANDUM TO: TOM HEDGES, CITY ADMINISTRATOR • FROM: DALE RUNKLE, DIRECTOR OF COMMUNITY DEVELOPMENT DATE: NOVEMBER 4, 1992 RE: JUSTIFICATION OF POSITIONS FOR 1993 GENERAL BUDGET Regarding the concerns that came up at the September 10 City Council meeting concerning justification of the building inspectors, I would like to clarify that the request being made by Community Development is not to increase new positions, but to convert existing seasonal positions to full-time permanent positions. One of the two positions requested to be changed is that of mechanical inspector. At present, this is a seasonal position and in the wintertime, this person is gone approximately two to three months leaving the building department to cover the best they can with remaining inspectors covering mechanical inspections. In a city of 50,000 residents and the amount of residential/commercial construction taking place (and anticipated for the future), we do not see a slowdown for a • mechanical inspector in the near future. Therefore, the request has been made to convert this to a permanent full-time position in place of the current seasonal position. The second seasonal position is that of Fire Inspector. Presently this position is operating 12 months of the year and looking at the organization, we do not see a decrease in the workload or types of inspections required of this person. Again, as our community matures, this is the type of position where the codes will become stronger and inspections of existing buildings for fire safety issues will increase. This department currently has three seasonal positions: mechanical inspector,fire inspector, and one building inspector. It is the funds for the building inspector position that we could use in a seasonal capacity. If the positions of mechanical and fire inspectors are not upgraded to permanent full-time positions, it is our request that enough funds for seasonal • personnel be set aside to cover all three positions. We would like to once again emphasize that the request being made is not to increase employees; it is to convert existing employees to full-time. If you would like additional information, please advise. Director of Community Development • DCR/js �S' MEMO TO: CITY ADMINISTRATOR HEDGES IP FROM: FINANCE DIRECTOR/CITY CLERK VANOVERBEKE DATE: NOVEMBER 4, 1992 SUBJECT: 1993 GENERAL FUND BUDGET-FINANCE DEPARTMENT PERSONNEL In your memo of October 27, 1992, you requested additional information regarding my original request of an increase of 1/2 time in clerical personnel for the 1993 budget. The direction was to quantify the benefit and thereby help to determine if the position is absolutely necessary and if money would be saved in the long run. The Finance/City Clerk Department has a 1992 personal services appropriation of 13 1/2 positions which was last increased by 1/2 position for the 1990 budget. With the resignation of a receptionist in 1991 and installation of the new telephone system in late 1991 a determination was made that it would be appropriate to have 1 1/2 receptionist positions rather that the 2 that are in the budget. As a result, the department is actually at 13 positions. I have chosen to be up front in this process and acknowledge that the 1/2 time request for the 1993 budget is in a different area even though the total number of authorized positions would not increase from the 1990 to 1992 level. I certainly appreciate and have been a promoter of the cost benefit type of analysis which I voluntarily applied to the receptionist/telephone situation and which is now being applied • to my efforts to redirect these resources. As I have noted throughout the budget process,there are a number of areas in which I think the Finance Department should be doing a better and more complete job. It is my opinion that more resources need to be utilized to complete a great number of cost benefit studies in a number of areas in the City. Areas such as utilizing natural gas in vehicles, providing computer and legal services should be objectively studies. Time should be spent to protect City assets from additional state control. I do not have specific numbers as to what money can be saved if Finance has an additional 1/2 time position nor do I have specific numbers as to what the costs will be if the 1/2 time position is not re-authorized. However, I do believe that money could be saved or earned if more resources could be applied to purchasing,investments,accounts payable,accounting and reporting,workers compensation and a number of other areas such as auditing. I apologize that this information cannot be more specific. I do not think it would be fair or appropriate to try to attach numbers at this point, however. - ) Fin irector/City Clerk EJV/jeh III ICS t l ADMINISTRATION (02) BUDGET DETAIL PAGE OF 4414 Dues and Subscriptions LMC 1992 = $15,800 16,100 AMM 1992 = $5,910 6,090 Metro East Coalition 500 Dak Co Leg Network 80 NOISE 1,200 FLSA/Tax Publication 200 ADA Publication 250 Benefits Publication 200 MN Safety Council 100 Int'l City Mgmt Assoc 1,400 ICMA Subscriptions 450 Int'l Personnel Mgmt 250 MN City Mgmt Assoc 170 Ec Dev Assoc of MN 110 Am Soc of Public Admin 80 Metro Area Mgr Assoc 20 MN Assoc of Urban Mgmt 50 MuniciPals 10 Citizens League 40 So Metro Airprt Action 10 Lions Club 140 Rotary Club 100 Exchange Club 170 • St. Paul Pioneer Press 80 StarTribune 80 MN Real Estate Journal 100 Corporate Report--MN 30 Airport Noise Report 425 City & State 20 Other 545 29,000 4450 Other Contractual Services MLC $.30/capita w/$12,500 max 12,500 MEMO TO: CITY ADMINISTRATOR HEDGES FROM: FINANCE DIRECTOR CITY CLERK VANOVERBEKE DATE: OCTOBER 28, 1992 SUBJECT: ELECTRICAL INSPECTION CHARGES At a recent City Council meeting when the bills were approved for payment, a question was raised about a check to Bill Aikins in the amount of $14,212 for electrical inspection services. The arrangement with Mr.Aikins to provide electrical inspection services for the City seems to be based on an unwritten understanding that was arrived at a number of years ago. I have not been able to find any written information which would cover the arrangement. As a result, today's situation has evolved over a period of years and there is nothing to hold it up against other than"that's the way it has always been done"and"that's what was agreed to." The general arrangement is that the City will collect the permit fees from citizens, contractors, etc., whenever an electrical permit is required and Mr. Aikins will be paid 80% of the permit fee sometime after completion of the required inspections. That payment is then made upon his specific request and on a permit by permit basis. The City's only review has been to make sure that a permit was issued for the site being billed and that inspection services had not previously been paid for on the subject permit. Somewhere in this process Mr.Aikins decided and the City by default seems to have agreed that he would be paid only upon request and would not necessarily take all the money due him for all completed inspections. To this point the City is retaining all interest earnings on the retained funds and I believe that is also a part of the arrangement. As you recall, this process caused quite an adjustment a few years ago when the substantial liability was recorded. The payment requests submitted in 1992 by Mr. Aikins have been for inspections actually performed from 1984 through 1990 per the records being maintained in Community Development. These records show some amounts still owing for inspections prior to 1984. It is unknown how Mr. Aikins determines which inspections he is asking to be paid for. Changes were made to the accounting procedures after the liability was discovered and recorded. Currently, all electrical permit revenue is recognized in the month received and a journal entry is written to record 80% of that amount as a current month expenditure. The offset to the expenditure is a liability account on the balance sheet. When Mr. Aikins requests payment the charge is then made against the liability account. The net result of all of this is that there is now an accurate comparison or matching of revenues and expenditures on a month by month basis, consequently, the budget and budget to actual reports are properly stated. However, there is no relationship between the checks being r. ) k + ELECTRICAL INSPECTION CHARGES OCTOBER 28, 1992 PAGE TWO written and the current revenues or expenditures or actual inspections being made. The checks simply reflect how much of the liability is being claimed by Mr.Aikins-at a particular point in time. The liability recorded on the City records at September 30, 1992,is$368,548.58. Again, that number is a City determination of 80%of electrical permit fees collected and not requested by Mr. Aikins. The number is a combination of fees on permits where inspections have been completed and not billed and fees on permits where the inspections have not been completed. We have made no effort nor do we expect to reconcile the City's number with any expectations of Mr. Aikins. We will make sure that he is not paid more than our number, however, if he requests less,that is what he will be paid. We see no obligations to keep any records for him or to ensure the accuracy of the records he is keeping. Each year the City issues Mr. Aikins a 1099 for tax purposes on the payments he actually receives. One result of this system is that when Mr. Aikins is no longer doing inspections we will be paying two different vendors for the same service. Mr. Aikins for past service and a new vendor for current services. That is not necessarily wrong but will not look the best. • Please advise if you would like additional information or if you would like to discuss this matter. Fm c ° irector/City Clerk EJV/jeh • 1c\ * t � MEMO TO: CITY ADMINISTRATOR HEDGES PROM: ASSISTANT TO THE CITY DUFFY • DATE: NOVEMBER 3, 1992 SUBJECT: ADA COMPLIANCE • Regarding your request for information as to the City of Eagan's status with regard to compliance with the Americans With Disabilities Act (ADA) , the following summarizes the steps necessary and what we have done and are doing: January 26, 1992: As of January 26, 1992, the City's programs were required to be accessible to persons with disabilities, emergency systems (911) must have had equipment for persons with hearing and speech disabilities in place, all non-structural changes to provide program accessibility had to be begun, an ADA coordinator had to have been designated, a grievance procedure regarding complaints had to have been established and the City had to notify residents and employees that they do not discriminate on the basis of disability. We are in compliance with those requirements and continue to provide proper notices and auxiliary aids as needed. We have • also provided ongoing education to our employees regarding the requirements of the ADA and appropriate ways of relating to and interacting with persons with disabilities. July 26, 1992: By July 26, 1992, the City was required to have a transition plan outlining necessary structural changes for compliance with the ADA. This plan was prepared and submitted to the Council for their approval. January 26, 1993: As of January 26, 1993, the City must have completed a self- evaluation of programs and activities. We are currently conducting this self-evaluation through the ADA compliance committee. A report will be submitted to the Council prior to January 26, 1993. I would like to note, however, that we have consciously attempted to make all programs and activities accessible to persons with disabilities even before the ADA was in existence and we continue to do so. • t 1 January 26, 1992: IIM As of January 26, 1995, structural changes identified in the transmission plan must be completed. The implementation schedule for structural changes was included in the transmission plan. Some items have already been completed. Because of the cost involved, some items will take longer. If you need any further information, please contact me. II 1401 A) Assistan to t e y Administrator • • Zt . • November 5, 1992 TO: City Administrator Hedges FROM: MIS Coordinator Morast ar,,N SUBJECT: KROY Lettering Machine and PC Label Program The City of Eagan utilizes both the KROY Lettering Machine and a label program called Avery Label Pro. Each has their specific need and use. The KROY Lettering Machine is very portable and easy to use. Most city staff can use this machine without any type of training. Staff uses this equipment for making labels for bins, mailboxes, cupboards, files, maps, siteplans, books, manuals, etc. It is usually used for single or double line items. The Avery Label Pro is a software program that resides on a PC. This is not available to all staff, however, it is easy to use but does require PC knowledge to operate. It is used for mailing labels, transparencies, index tabs, etc. It is a very flexible program and is used for those items that are on a larger scale that need bigger font sizes and require more that one or two lines of data. 22- • MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: NOVEMBER 6, 1992 SUBJECT: PUBLIC ENTERPRISE BUDGET/1993 The public enterprise budget for 1993 has been completed for water, sanitary sewer, storm sewer and streetlighting. A request was made for one additional person in each water and sanitary sewer division. There are other adjustments that could be regarded as significant and those will be addressed in this memo. WATER DIVISION-- The 1993 budget submittal includes a request for the addition of one regular full-time utility maintenance employee to help maintain and operate the City's water supply, storage, treatment and distribution system. The water utility system for the City of Eagan has continued to grow not only in quantity but complexity as new wells, reservoirs, treatment plants, control telemetry and computerization have been added over the last two plus years. With a population of 52,000+ there are increasing demands on customer service needs for meter repairs, emergency response, information programs, etc. It is the recommendation of the Director of Public Works and City Administrator that the City implement stand by programs, shift changes and incorporate contractual services in response to previous budget constraints. However, the community has grown to the point where it is necessary to add additional personnel to protect the health and welfare of the community's water system by being able to provide a dependable and reliable source of water and to respond to emergencies and citizen concerns in a timely manner. The new position would be scheduled to work from 2:00 p.m. to 10:00 a.m., Monday through Friday, which would then provide departmental coverage from 7:00 a.m. to 10:00 p.m., Monday through Friday. There are certain adjustments that beg review by the City Council and those include some minor increases for mobile equipment repair, motor fuels, operating supplies and engineering services. More substantial increases are proposed for landscape materials and supplies,professional services which is a proposed contractual service to privatize the meter reading operations, an increase of$83,400 is directly related to the state surcharge for water sampling based on $5.21 per count, and another significant increase is for the system repair in the amount of $160,500 as a result of identifying specific renewal and replacement renovations. There are some reductions,mainly in the electricity production system totalling $59,500 regarding the prediction of water consumption and other reductions for building operation repair labor and street repair totalling $5,000. • .22A The major capital outlay item is a $450,000 allocation for 1/2 the cold storage expansion in the maintenance facility. Another consideration is the development of Well #17 in the • south well field to maximize the efficiencies of the new Cliff Road Water Treatment Facility. SANITARY SEWER-- There is also a full-time utility maintenance employee proposed for the sanitary sewer system. This position is being recommended for customer service and general sanitary sewer service needs. The City Administrator is recommending that this position not be funded until 1994. ADJUSTMENTS-- There are several adjustments contained under the sanitary sewer division budget which include general increases for operating supplies, motor fuels,landscape materials,which are being privatized through contractual services. An increase in postage, landscaping, contractual and MWCC disposal charges. The only capital outlay is the cold storage facility at a 50% cost in the amount of$450,000. In summary, there is a new position being recommended for the water department budget. Not previously mentioned is reliance on temporary maintenance personnel for both the water and sewer divisions. The request for water is three temporary/seasonal maintenance • for field work and a temporary/seasonal student for the purpose of performing data entry in the new software management system for both water and sanitary sewer. It is estimated that the water department will generate approximately$2,919,000 through the sale of water meters, connection permits and sale of water. The total revenue proposed for the sanitary sewer division is $2,724,000. The major expenditure is the MWCC disposal charge which totals $2,341,000 for 1993. tttArK....%QitLe1C-or- City Administrator • cc: Councilmember elect Shawn Hunter Councilmember elect Sandra Masin TLH/jeh • • . Lr r 0 s • $ ° 111 § § § § ° § § 8 § § § § § § ° § ° § § 1 § § ° 88 § § § § § ° § 1 § § o § § § o IQ pp �p M pp MM y� pp� ': pp 0 1� pp 11 :2g O i !N ti 2 N O M M M N N v - r �p J i M M . 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I. •• .7. . . 1 • a V " 1 § W 1 N I is a 1 I • 4. ,1 I I • § 3 R 1 . am •-• .... i :71 F F I § § :-.." .. .. - .. w w w w • •It 0 .. 3 E .... ... . • .... § § § § § ...I I./ I. Pi .. a .. . V iil 1 V u._ 5 li . f 1- a 1 i 1 2 ... .... . 17 V 2 a • uo — • cr I- U & I ;• w lan le U o o rizz *.° ? g k - z -gis ON Z 4 : 4 .. la 1822 ,1a k a g I ... a 5 i t i f 1 .. 1 . w - . a ,- ; II I I I Z.; .1‘:, i t ,, EXECUTIVE SUMMARY COMMUNITY OAK WILT CONTROL AND PREVENTION Within the last two to three years, Oak Wilt disease has grown to epidemic levels in the City of Eagan. Staff estimates that there are now between 1,200 and 2,000 trees dying from Oak Wilt each year. In addition,there are more than 100 separate infection centers scattered throughout the community. Virtually every major wood lot south of Yankee Doodle Road has some type of infection center. Park properties that are known to contain infected trees include Mueller Farm,South Oaks,Northview,Wandering Walk,Thomas Lake,Trapp Farm,Goat Hill,Walnut Hill and Patrick Eagan. The City Forester now considers Oak Wilt to be a bigger problem than Dutch Elm disease was in the early 1980's. Oak Wilt is a fungal disease that kills all varieties of oaks that grow in Eagan. Once a tree is infected with the Oak Wilt fungus the tree attempts to stop the spread of the fungus by producing substances called tylosis which block the water conducting vessels of the tree and cause it to wilt. Oak Wilt is generally spread from tree to tree by means of root grafts. Root grafts occur when trees of the same species are growing close enough together that their root systems intertwine. As a result, Oak Wilt can spread quickly through a stand of trees which is dominated by oak species. Oak Wilt can also be transmitted from tree to tree by picnic beetles,which carry fungal spores to fresh wounds on oak trees of any species. Overland spread is most likely to occur during the months of April, May and June. Prevention must be the fundamental goal in any Oak Wilt control program. One of the keys to preventing Oak Wilt is to avoid pruning or injury to trees during the months of April, May and June. Once disease trees are located the root grafts that may occur between the diseased trees and surrounding healthy trees, must be physically disrupted. The most efficient way of doing this is through the use of a vibratory plow. A liquid chemical soil sterilant called Vapam can also be used to disrupt root grafts in areas that are inaccessible to a vibratory plow. After root grafts have been disrupted,diseased oaks must be removed before any fungal growth mats form. Since these spore mats also occur on firewood,as readily as on standing trees,wood must either be debarked or covered with heavy plastic during the months of April through June. Recently, a fungicide called Alamo has been developed which holds some promise of treating oak trees which already have the Oak Wilt disease. The effect of losing large quantities of oak trees will be a continued general reduction in the quality of forest canopy in Eagan. This will result in reduced wildlife habit,less species diversity,and an overall decrease in the aesthetic quality of many of Eagan's most beautiful areas. On an individual level this means a reduction in property value, the loss of shade, and an increase in heating and cooling costs to our residents. Additionally, the oak tree which is a symbol of Eagan's growth and development is now threatened by this very disease. The establishment and implementation of a comprehensive Oak Wilt disease control program could limit the loss of oak trees to less than a few hundred per year rather than the 1,200 to 2,000 we stand to lose annually if no control program is initiated. If left untreated many wood lots will likely lose most of their oaks. Since oak is the major forest cover type in many areas of Eagan, this could result in drastic changes in Eagan's forest canopy. In response to the oak wilt issue, four public policies for controlling and abating oak wilt disease have been reviewed with the Advisory,Parks,Recreation,and Natural Resources Commission(APRNRC). The first policy entitled "Public Education/Technical Services"proposes the hiring of a half-time para-professional forester to institute an aggressive information and education program aimed at mobilizing volunteer participation in the abatement and P revention of Oak Wilt disease. The second policy is that of public property management. There is currently a significant problem of Oak Wilt disease within city parks affecting approximately 120 mature trees. This policy advocates the implementation of a comprehensive management plan for Oak Wilt suppression and control in community parks and open space areas. Included among the recommendations is a system-wide mapping of all Oak Wilt infection centers followed 31 by the hiring of seasonal forestry technicians to carry out tree removal, root grafting, chemical treatment and reforestation. Concurrent with the Oak Wilt suppression on public property, a strong regulation and enforcement program must be established to deal with the problem on private property. This program would parallel a similar effort to control Dutch Elm disease in the late 1970's. A half-time professional tree inspector is being recommended to perform regular inspections of control zones, notify property owners of infected trees, perform firewood inspections,and enforce mandatory compliance with the city's shade tree disease ordinance(which is already in existence). Conceivably this half-time position could be combined with the public education/public service function, described earlier, to create one full-time temporary Oak Wilt Coordinator charged with education, technical assistance enforcement and cost sharing responsibilities. A new policy requiring the removal of all Oak 'Wilt infection centers in new developments (prior to construction) and the preservation of existing healthy oak trees is also being proposed. The final public policy area is that of cost sharing programs. Under this policy the city would actively pursue any future state Oak Wilt cost-sharing programs available to municipalities in Dakota County. Any available matching grants could reduce the city's financial commitment for regulation, suppression and reforestation on both public and private properties. This program area,however,should be considered supplementary to the first three policies and not a replacement of them. Additional information concerning the specific goals, objectives,and program elements of these four public policy areas is contained within the Oak Wilt Issues Packet assembled for the Council's review. At the APRNRC meeting on October 1st,staff presented some preliminary cost estimates for implementing a five year comprehensive Oak Wilt suppression program. The chart depicting projected costs in the areas of public education, public property management, and regulation/enforcement can be found near the end of the packet. The estimated cumulative cost in each of these individual program areas is $170,000, $345,000, and $158,500,respectively. The total cost of the program for a five year period is estimated at$682,500 or an average of$136,500 per year. It is the opinion of staff, however, that this estimate represents the worst case scenario in terms of total projected program costs. The potential exists for the city to participate in future federal and/or state cost sharing programs which could reduce the city's financial commitment. Based on a very conservative estimate,the implementation of a comprehensive Oak Wilt control program could be expected to reduce the number of trees lost to Oak Wilt by a minimum of 300 per year. Using the State of Minnesota Shade Tree Evaluation formula,an average 14"diameter red oak in good growing condition,situated in a typical wooded residential setting,has a replacement value of approximately$1,983. Applying that value to 300 trees per year would equate to an annual benefit of about$594,900. Extrapolating this figure over the life of a five year program would mean a total benefit or value to the community, in terms of preserved trees, of approximately$2,974,500. Based on these assumptions (which are again considered to be conservative) the benefit to cost relationship of a comprehensive five year Oak Wilt suppression program would be about 4.4 to 1. In other words, for every dollar invested in the program, approximately $4.40 in preserved forest canopy would be returned to the community. The information contained within the Oak Wilt packet is divided into three primary sections. The first section contains a report that was given to the APRNRC on September 3rd providing an overall review of Oak Wilt disease and a cursory review of proposed public policies. The second section contains more specific information pertaining to forestry division operations, specific policy objectives, strategies for Oak Wilt control, and information about state grant programs. The third and final section offers a five year breakdown of policy implementation costs. • 11/6/92 JKV 6b:execsum309 38 PRESENTATION AND DISCUSSION OUTLINE JOINT CITY COUNCIL-ECONOMIC DEVELOPMENT COMMISSION MEETING NOVEMBER 10, 1992 I. What is the City's current Vision Statement? (Attachment 1) II. What is the City's current Economic Development Masterplan? (Attachment 2) III. What has the EDC role been to date? - Larry Wenzel - Policy Economic Development Goal Setting - ED Masterplan TIF Policy Development EDA/Port Authority Review - Task Economic Assistance Recommendations TIF Application Recommendations Sign Ordinance Recommendation Cedarvale Redevelopment Review - Tourism and Visitors Bureau Review Current and Pending Development Review Business Retention and Expansion Surveys Economic Development Newsletters Liaison with Chamber of Commerce Star City. Certification Business related reviews as directed by the City Council IV. What has the EDC been discussing recently? - Debra McMartin (Attachment 3 and 4) Clearer understanding of the relationship between the City Vision Statement and Economic Development Masterplan. - Need to define economic development. - Is there a need for an EDC Mission Statement? What should be done to encourage planned quality economic development in Eagan? - After those priorities are set, then tasks and resources can be assigned. V. What does the Council expect of the EDC from this process? - Council/Commission Discussion Councilmembers have discussed their ideas individually, what does the Council collectively envision? (Attachment 5) Is the EDC on the right track in the current visioning process or does the course need to be modified? What should and could be different? - In what time frame does the Council expect the EDC to complete this task? 3Ck ATTACHMENT 1 CITY OF EAGAN VISION STATEMENT 8/6/91 VIEW OF MISSION The City of Eagan exists to serve the needs and interests of its present and future citizens by providing quality public services, personal and property protection, a healthy environment, a stable tax base, attractive amenities, a sense of community and ethical representation. The City will endeavor to reflect community values in an effective, responsible, efficient and visionary manner. VIEW OF CONSTITUENTS The City of Eagan considers everyone with whom it interacts as a constituent and as a customer. First and foremost among these customers is its citizens. To serve its customers, the City is committed to equal representation, personal dignity, the value of diverse opinions, democratic participation and importance of honest feedback. In its interactions with citizens and all other constituents, the City of Eagan is committed to the qualities of fairness, openness and responsiveness. Quality customer service will be central to all interactions with the City. VIEW OF SERVICE DELIVERY The City of Eagan is committed to being responsive in meeting the needs of the community within the fiscal parameters the community will support. Services will be provided effectively and efficiently for the quality and level of service desired by the public, through the employment of highly-qualified,creative,dedicated employees and the application of the highest standards of responsible fiscal management. VIEW OF QUALITY OF LIFE The City of Eagan encourages the maintenance and enhancement of all aspects of its quality of life. This includes its commitment to economic opportunity, educational excellence, efficient service delivery, environmental integrity, recreational variety, attractive neighborhoods and community pride. VIEW OF THE ENVIRONMENT The City of Eagan will proactively protect its natural environment. The land,water and air, as well as the things which live in them and on them, are important assets to be preserved and enhanced for our own enjoyment and well-being and that of future generations. The City's role with respect to the environment shall be that of active steward and conservator. Pollution, abuse of the environment and unnecessary modifications of the environment will be opposed. The City, collectively and individually, will endeavor to maintain the environment, mitigate impacts on it and enhance it to the extent possible. VIEW OF DEVELOPMENT The City of Eagan is committed to encouraging and fostering orderly, high-quality development and redevelopment. The City will maintain a balanced variety of housing types, diversity of commercial and industrial development and effective integration of land use types. Eagan is planned to be a fully developed city in the future and efforts will be made to effect that growth in a rational, deliberate manner in the best interests of all residents, both present and future. The City will maintain its standards while recognizing the need to be sufficiently flexible and creative to permit quality development to occur. VIEW OF ECONOMIC VITALITY The City of Eagan recognizes the need to foster an attractive and desireable business environment in order to ensure employment opportunities for its citizens, a strong tax base, retail services for its citizens and economic opportunities for entrepreneurs. The City of Eagan will encourage the formation of head of household jobs, clean industries, economic diversity, commercial stability and effective relationships with the regional, state, national and international economies. VIEW OF ROLE IN THE REGION AND STATE The City of Eagan recognizes the importance and value of intercommunity and intergovernmental relationships in the advancement of the interests of its constituents. In this regard,the City is committed to active participation in activities and organizations which further these interests. The City is further committed to balancing its interests with the needs of the region and the state and will conduct its affairs in a manner that recognizes the interests of its neighbors. VIEW OF IMAGE The City of Eagan will encourage community identity and community and neighborhood pride by fostering an image of quality in its built environment and excellence in its services and amenities. VIEW OF THE FUTURE The City of Eagan recognizes that its future is shaped by the decisions made today. It is also bounded by current circumstances and their dynamics over time. While growth and economic vitality continue, services must continually adapt over time to meet the changing needs of a diverse population, technological change and a global, service-based economy. To meet these needs, the City must plan with vision, encourage balanced services and welcome orderly change. J • ATTACHMENT 2 CITY OF EAGAN ECONOMIC DEVELOPMENT GOALS Adopted 8/6/91 Revised 6/16/92 1. Retain, Expand and Diversify Tax Base Keep residential property taxes as low as possible through 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 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. 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, 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. 4. 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. 5. Retain, Expand and Diversify Retail and Service Facilities for Eagan Residents, Employees and Businesses - 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. 6. 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. yZ y i a ECONOMIC DEVELOPMENT TARGETS 1. Commercial/Industrial Encourage Head of Household Job Formation Attract Clean Industry/Manufacturing Attract Service Industries Encourage Expanded Business Service Sector Promote Eagan as Location for Headquarters and Branches of Major Companies 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: 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 y3 ` !F ATTACHMENT 3 EAGAN ECONOMIC DEVELOPMENT COMMISSION FIRST LOOK CONCLUSIONS AND SUGGESTIONS by Debra McMartin and Tom J.Pederson After more than twenty hours of discussion with various sources, including the began City Council, staff, Chambers of Commerce executive and several EDC mem- s,we would like to make the following proposals for discussion- 1. Advisory Commission. The EDC will continue to be an advisory commission to the• council dealing with policy and vision issues. We will need a clear un- derstanding of the parameters of a policy/vision orientation. Our role may change to being a mix of policy advice and action by the end of this review process. 2. City Vision. The EDC and the council members will specifically agree that the council is responsible for formulating and maintaining a vision for Ea- gan that addresses both short and long term technical and social community needs and expectations, i.e., Where do we want to see our community in five and ten years? A. Within this responsibility, the council will, with our advice, design a plan for formulating a broad vision for the ci ty of an. �8 B. The EDC will be involved in this process. We may recommend that the EDC become the facilitator on behalf of the council: the mechanism could be to seek representative community voices and to identify commu- nities, expectations, hopes and needs. C. This broad, community vision will include the specific vision for each of the other advisory commissions and other community segments as well as the EDC, e.g., what types of businesses will be desired in various pockets, what will be the needs, desires and expectations of existing businesses,what redevelopment needs will we face,etc. D. What mechanisms will be in place to continuously improve and update the vision, e.g., bow will the city look upon opportunities not envisioned, such as the Federal Reserve Bank. What will be the methods of consider- ation and activity toward this type of decision. How will the EDC par- ticipate? 3. Mission. Out of this visioning process will . come a statement of the EDC mission. This will be agreed to by the council and the EDC and will com- pare and clearly delineate the EDC's policy/vision and/or any possible task/action orientation. The EDC will discuss with and make its own recom- mendations to the council. A. The EDC will evaluate other parts of the above vision, i.e., the coun- cil's, the other advisory commissions', etc., to. find its niche in the city's present and future. B. Learning experiences and events will provide the EDC, the council sn:j the staff with knowledge of the differences and appropriate i.^tFrac- tions between policy/vision and action/task orientations. kk C. Specific b c and periodic benchmarking with other metro area communities v Bin. D. The mission of the EDC will have three focuses: Business Retention and Expansion; Business Relocation; and Business or Area Redevelopment. E. A fourth may be added: Oversight of the Vision for Eagan. 4. Goals. Out of this vision .and mission, will come a statement of goals for the EDC. This will be accomplished by serious and perhaps protracted dis- cussions with the council and staff. It will only be the result of a clear delineation between any accepted policy/vision orientation and task/action orientation. S. Strategic Plan. The EDC will plan only activities and programs that focus on its vision, mission and goals. A. The plan will provide numerous long term, but only one or two short term or one year proactive action items. The purpose and desired out- come for each will be clear. They will be pnontized and will be fo- cused by our vision and mission. B. This plan will include development of sector goals and plans by each EDC member. 6. New Birth. The EDC will have a birthing or reengineering, that is, we will newly look at all of our purposes and our mechanisms - from meeting format - to bet‘;een meeting EDC activities. We will design mechanisms for focusing and for neing consistent and proactive within our mission. A. We will be a visionary leader for Eagan. We will help define economic development - what it has been and why; what it should be and why. We will lead the city in understanding how economic development fits in with quality of life issues for everyone. B. We will better understand the council's purposes that we are committed to supporting(see 3A). 1. We will build a closer, working relationship with the council through liaison papers, workshops, council meeting presentations and personal discussions with members. C. We will be a non-political body of independent thought, offering. ffer' seri- ously deliberated positions, with alternatives, that the council will know are meaningful and representative. Our deliberative participation will be at the front end of council consideration, rather than late in the process. D. We will design meeting formats that make it easy for members to share their expertise and concerns. We will have interactive deliberations • on all issues that come before us. 1. In addition to staff briefings of the EDC, members will provide oversight and will report on the activities and needs within their community and sectors. y5 2. Draft minutes will be timely provided after each meeting and agenda issues will be sent to members early. 3. Because each member is important to our work, members not in atten- dance will be asked to provide written positions on the issues con- and, as needed,written reports on their sectors. 4. Meetings will be scheduled as needed to fulfill our objectives and so we will be able to timely fulfill our mission. 5. We will identify and validate all assumptions that exist in our de- liberative process. E. Learning experiences and events will provide the EDC with conflict reso- lution . pr lution and cooperative team skills training. F. We will help identify what the city, its staff and others are doing well and will use Eagan's successes to provide momentum for some of the tough decisions ahead. 7. Commitment. The EDC will maintain on paper an explanation of its mission, goals, strategic plan and all mechanisms as well as the commitment expected of members. This will be provided to the Council and to all prospective members. 9/29/92 h. ATTACHMENT 4 w" ERILE • $ • sui I_ II A government has two basic responsibilities. First, it must establish the vi- sion for how the community wants to function in particular areas of need. This responsibility includes the setting of specific guidelines, such as the passing of ordinances in city government. Second, it must carry out the tasks neces- sary to implement those policies and guidelines. In Minnesota state government, the legislature has primary responsibility .for setting the guidelines, i.e., passing laws. The governor has responsibility for ,implementation. Various administrative agencies have been established to aid in the administration of laws in specific areas. The Department of Health is responsible for dealing with health-related issues, the Department of Reve- nue is responsible for tax issues. The idea is that a body of expertise is de- veloped in complex areas. Along with being charged with implementation of laws in those areas, these bodies also provide advice and information to policy mak- ers when policy decisions must be made. While administrative agencies are primarily in place to administer the laws and policy developed by the legislature, the degree of direction provided by the legislature to those activities varies significantly. In some cases, the legis- lature may decide only that it wants a particular program, establish that pro- gram by law, and leave it to the administrative agency to fill in the details. In other cases, the legislature is very specific in how it wants something done. As an example, the 1992 legislature passed significant health care legisla- tion. In that bill, the legislature asked the Health Department to develop a health care cost containment system. The bill provides little direction on the . methods to be used to accomplish this goal. In the same bill, the legislature established very specific taxing provisions. Thus, the activities of the two agencies will be very different - one acts primarily in a policy formation mode while the other implements policy already developed. The two different levels of direction provided by the • legislature also create different levels of responsibility. The Health Department, in developing poli- cy, has a higher level of responsibility to the legislature and the people of Minnesota. With the more technical duties imposed on the Department of Revenue comes less concern that the will of the legislature could be violated. Of course, different areas of expertise often overlap. One of the problems of the administrative agency form of government versee is that often it becomes difficult to oversee each expertise in a way that provides a cohesive policy across areas of expertise. While the Department of Revenue knows Department to apply tax laws, it i is not so familiar with the health care industry. The challenge is to apply the tax language in a way that makes sense to the industry, while not creating too many reporting relationships with the state. If one person, or at least one agency could do it all, the problems would be nninimi'ed. However, the size and complexity of state government and the economies that come from specializa- tion make this impracticable. In the area of the health care legislation, the legislature chose • to also estab- lish an advisory commission that will oversee its total implementation. It keeps track of the activities of the involved agencies to assure that they are consistent. It will also identify policy problems, and recommend legislation as needed. ( aya b+t ADVISORY COMMISSIONS.Cont'd. Thus, government has various methods of de. .'. : and implementing its vision. The law making body can delegate its policy i i i : authority to some extent, and can provide the implementation branch with expertise to aid in the tasks necessary to implementation. How does this apply at the city level, specifical- ly to Eagan? Eagan is a statutory city with the city council as its governing and policy-mating body (the mayor being a member). The city council can exercise any authority granted it by statute by the state legislature. One authority granted is the ability to hire a city administrator who in turn can hire staff to carry out the tasks necessary to realize the goals and Vision provided by the city council. The council also, by statute, can adopt ordinances "to pro- vide for the benefit of residence, trade and commerce," i.e., economic develop- ment. The Eagan city administrator and his staff are charged with many of the duties performed by administrative agencies at the state and federal levels. As a re- sult, he has rimary responsibility for carrying out the tasks required to im- plement the direction of the city council regarding economic development. Be- cause the scale is smaller than at the state level, the city administrator is more able to oversee policy direction across several areas of governmental au- thority. However, even our city administrator cannot be an expert on every subject. And the cost of a staff that could provide such all-encompassing expertise would be prohibitive. So the city council has chosen to tap into the expertise avail- able in the community to provide some help in specialty areas - through various commissions. The issue is what kind of help.is being requested - do they want help formulat- ing policy or help applying policy already developed at the council level? The answer is probably different depending on the specific commission. For example, the planning commission has a well-defined mission. It is to deal specifically with issues surrounding the development of particular pieces of Ea- gan property that must be addressed at the city level-. In that capacity, it has decision-making authority. However, that authority is more like the author- ity granted to the Department of Revenue - to carry out technical requirements established by the legislative body. Their role should be to apply to requests for development the vision developed the city council. On the other hand, the mission of the economic development commission is not so clearly defined. This definition is the goal of the discussions we are now hav- ing. Currently, we are an advisory commission with no delegated authority. The possibilities available are similar to the model described above used by the state. We can function as a policy advisor to the city council. Or we can assist and advise the city administrator in his performance of tasks necessary to the real- - ization of the vision established by the city council. A combination of both is also possible. When the decision is made about whether we are policy/vision oriented, or task oriented, the next question is whether we have specific authorities, like the administrative agencies at the state level, or are completely advisory like the yS • ADVISORY COMMISSIONS.Cont'd. advisory commission on health care. Either way, other decisions need to be made. If we are delegated authority, what is the scope of that authority? If advisory, what issues should we be looking at? What are the mechanisms for achieving whatever goals are set for us? What is our relationship to the city administrator and his staff? As we have discussions on these issues, the level of responsibility required by different functions must be considered. The more involvement we have in the setting of policy, the more responsibility we have to ensure that we are not substituting our will for the will of the city council who are the elected rep- resentatives of Eagan. • • y42 • ATTACHMENT 5 INTERVIEW COMMENTS AND THOUGHTS By Tom J.Pederson • The City Council is our main customer. Council members make up the council, though their individual positions and thoughts do not always become council po- sitions. I began by trying to understand these individual positions. (What are their wishes and needs, i.e., expectations, for the EDC? What methods or mechanisms might the EDC put in place to meet or exceed these expectations?) Our next steps should include meeting with the council as a body and asking the same questions. It may also include presenting ,our own proposals and sugges- tions for a developing role as an advisory commission based on our listening to individual council member's needs and desires. • Here are some of the comments that came out of discussions with the council mem- bers- 1. Ask yourselves, how do you see the EDC? What role would you like for it? What would you like from it? How active would you like it to be? 2. Find your own base, your own reason for being and advise the council. The council will look with favor on your suggestions or proposals for involve- ment. 3. Build a "can do" attitude regarding community and economic development. Provide expertise to "get it done." The council needs your broad expertise to help it with perspective and specifics. 4. Compile and disseminate business reso:,r ce information for the business com- munity. This should include government agency assistance as well as other helpful information and services. S. Help give exposure to Eagan to those industries looking for relocation. Consider an airport display, a billboard, flyers, a video tape, etc. Plan to target businesses for relocation promotion. 6. Survey ,ill businesses to find out what are Eagan's strengths, weaknesses. What are their needs that aren't being met. Actually, we need this informa- tion across the board in Eagan. It should probably be a larger project than economic development. 7. Do more for small business. Help make them strong. 8. Look again at Port Authority, TIF, economic development partnerships, etc. When would you have us use them, under what conditions? Help us plan the tools that might be needed in the future. 9. Provide earliest,meaningful input. 10. Become a watchdog for the issues of Eagan, and like cities within the state and metro area, and provide guidance and. energy on such issues (e.g., fis- cal disparities or work of the MN league of cities). 11. Because the city is maturing and will need to spend more and more time away from develops-ent and toward redevelopment, take the lead. Put a plan to- gether. tQ Paget 12. Be flexible with meeting dates and durations. Focus on the reason or pur- pose for meeting and fulfill that purpose. 13. Have a way of drawing on all members for deliberations. We would like de- liberation and,when possible, alternatives. 14. Let the Council know how you are representing the interests of your various seats. What meaningful advice can you give regarding these sectors. 15. Perhaps there should be one conduit member from the council and one from the EDC(revolving?). 16. Is the EDC involved in something because of where an action will take you (goal oriented, e.g., how can we accomplish this agreed to outcome), or be- cause the activity seems like the right thing to do (task oriented, e.g., we need a news letter). 17. What does it mean to be an EDC member? What is expected of each member? What is expected of the group? 18. EDC members should be the experts. as to how various issues that come up fit in, or not, with the Eagan vision, which is the EDC planned development goals. 19. This advice should come early in the city's deliberative process. 20. EDC members should more often present the EDC issues and positions to the council. 21. We need you to look more in depth at some of the issues. Try to counsel us,give us alternatives. 22. We need to know that you've considered all sides of an issue, pro and con. Whys and why nots would be a helpful addition to your recommendations. 23. We need the EDC to be a truly representative group. This means people who will study the issues, who will look out for their sector as well as a broader Eagan and who will speak up. 24. Help us search for background on an issue. What is the whole. picture, past,present and future? 25. You may need some method for addressing issues that arise between your monthly meetings. 26. Compare values in the master plan with the council's values. Are they the same? What corrections are needed. • 27. What revenue sources could the EDC develop - volunteers, special fund-raising? 6\ * ''`..' Page 3 28. EDC involvement could be triggered along with the planning commission. (Does it meet the vision test for Eagan, whether economic or not?) Since it includes tax base discussion, every city development is economic develop- ment. But we would need a mechanism, also, for issues that do not come be- fore the planning commission. 29. We need you to help provide a vision or picture of Eagan which should in- clude what types of development and where. This is something that could be worked out with us (the council) and then used by us to view issues that come before us, e.g., should we have a specific community area? How about entertainment, hotels? Keep it broad. No specific business names, just types. 30. The EDC would first need to do a study of what Eagan has and does not have relative to the EDC's and the council's vision of what it ought to have. Then it would need to fill in what is needed, or objectives, for the near and long term. 31. Don't het political. We need your advice and input, but we need to be able to trust it, too. 32. Tell us what to do to encourage the most useful development of Eagan. 33. Maintain a close liaison with state agencies like the community development office and their funding programs and assistance. • 34. Look at business problems and needs,resources and blighted areas. 35. Be certain you have a sense for the council's desires. We must pull as a team. • 36. We would consider expenditures for' some good training such as conflict and team development. • 37. We need the EDC to be broader at the front end, rather than after an issue is presented to the council. 38. Help the council know from where we have come and to where are we going. This vision would need to be worked out with the council, it's the coun- cil's vision,probably in several joint workshops. 39. We should be. fighting fiscal disparities, a wonderful tax base on which we can't draw, whether or not we can ever change it. This is a role for the EDC. 40. The EDC will always need a mechanism for quick, reactionary proceedings as needed. Stay flexible to one of a kind issues. 41. How does the EDC wish to be involved in the encouragement of economic devel- opment? How does it wish to be involved in policy decisions? How much pow- er is the council willing to delegate? What sort of ratification should the council give to EDC papers and positions, or how should the council deal with EDC policy deliberation outcomes? The EDC should always be di- rectly accountable to the council. • SZ_ Page 4 ...�E 42. Develop a broad framework, collaterally to current development. How does the EDC wish to have economic activity encourage and enhance our quality of life in Eagan's future? 43. Look at pending applications for short and long term economic merit while other advisory commissions look at them for their purposes. 44. We need a longer term vision for Eagan. Economic development must have a loud voice in this. 45. 1) Encourage desirable economic development; 2) Review one of a kind or con- troversial proposals; 3) Establish decision making criteria regarding tools (e.g., TIFs) and programs; and 4) design a plan for broad develop- ment/redevelopment. 46. What is the business community's role in all of this, the public's, the pol- icy maker's? 47. Help us translate the Comprehensive Guide Plan for the future and more broadly to better serve all the needs and people of Eagan. 48. Eagan's past development has often occurred by accident. As much as possi- ble, we need the future development to occur by planned development. The need for a newly energized,proactive EDC is obvious. 49. Some of the criteria for development should be location and tax base, but there are others, too. 50. Study Tom Pederson's findings and conclusions. Make recommendations with alternatives for change to Hedges and the council. Think about at what point the commission could be involved and reinvolyed in the deliberative process. Who will it be accountable to? How will it handle case by case issues, not triggered? Identify the scope of your mission. 51. Let's look at a small business incubator for Eagan. At least we should be driven to help grow businesses. 52. We need a big effort on retention. Keep your ear to the ground. Hold two way meetings to discuss what you see or hear is happening. Report to staff and the council about what is or might be going on and what we, they or the EDC should do because of it. 53. There are so many things we could be doing to help businesses and our • city's economic development that wouldn't require great expenditures of mon- ey. But we need advice about creative possibilities, and we need a sense for what the results could be. We need a better vision. MM/OEDC2008 a/29/92 s3