06/14/2016 - City Council SpecialSPECIAL CITY COUNCIL MEETING
TUESDAY
JUNE 14, 2016
5:30 P.M.
EAGAN ROOM-EAGAN MUNICIPAL CENTER
AGENDA
1. ROLL CALL AND ADOPTION OF THE AGENDA
II. VISITORS TO BE HEARD
III. JOINT MEETING WITH THE ADVISORY PLANNING COMMISSION
IV. EAGAN FORWARD STUDY ACTION TEAM UPDATES
V. 2017 BUDGET UPDATE
VI. OTHER BUSINESS
VII. ADJOURNMENT
Agenda Information Memo
June 14, 2016, Eagan Special City Council Meeting
III. JOINT MEETING WITH THE ADVISORY PLANNING COMMISSION
Direction to be Considered:
To provide direction to the Advisory Planning Commission and staff regarding the role of Eagan
Forward in the comprehensive planning process.
Facts:
➢ Minnesota State Statutes require that metropolitan communities update their
comprehensive plans every ten years. The 2040 Comprehensive Plan must be
submitted for Metropolitan Council review by December 31, 2018.
Because a six-month review period for adjacent communities and affected jurisdictions
is required, the City must complete its work on the update by July 1, 2018.
➢ Staff intends to work with a consultant this year and' next to complete the updated
document by the end of 2017 to allow ample time for external review during the first
half of 2018.
➢ Staff anticipates that community meetings or open houses for the 2040 Comprehensive
Plan will be held in early 2017.
➢ The Comprehensive Plan could be a tool for the City to formalize its aspirational goals
related to Eagan Forward.
➢ Themes emerging from Eagan Forward that could be integrated into the 2040
Comprehensive Plan include:
o Redevelopment should intensify uses and result in a built environment that
features pedestrian -scaled development, welcoming public spaces, and
opportunities for social interaction.
o Housing should be multi -generational, multi -cultural, and available to
households at all stages of the life cycle.
o Innovation and creativity are fostered through strategic investments in public
spaces and infrastructure.
o Effective transportation links people to destinations regardless of physical ability
or mode of travel.
Policy Questions:
The Advisory Planning Commission and planning staff are asking for guidance on whether:
1. To capture the momentum of Eagan Forward to increase public engagement in the
comprehensive planning process, and
2. To use the 2040 Comprehensive Plan as an implementation tool for some of the
larger themes addressed in Eagan Forward.
Attachments: (1)
III -1 Staff memo of June 8, 2016 regarding the 2040 Comprehensive Plan and Eagan Forward
City of Evan demo
TO: Dave Osberg, City Administrator
FROM: Jill Hutmacher, Community Development Director
DATE: June 8, 2016
SUBJECT: 2040 Comprehensive Plan and Eagan Forward
Minnesota State Statutes require that metropolitan communities update their
comprehensive plans every ten years. The 2040 Comprehensive Plan must be submitted
for Metropolitan Council review by December 31, 2018. Staff intends to work with a
consultant in 2016 and 2017 in order to have the updated document ready for external
review by the end of 2017.
The Advisory Planning Commission and planning staff have been following the progress of
Eagan Forward and are asking for guidance on whether:
1. To capture the momentum of Eagan Forward to increase public engagement in
the comprehensive planning process, and
2. To use the 2040 Comprehensive Plan as an implementation tool for some of the
larger themes addressed in Eagan Forward.
Comprehensive Plan Public Engagement
The Metropolitan Council encourages municipalities to develop a public engagement plan
for the comprehensive planning process. Staff anticipates that community meetings or
open houses for the 2040 Comprehensive Plan will be held in early 2017. Given the
interest in Eagan Forward, staff would like to capitalize on existing momentum to maximize
public involvement in the comprehensive planning process. Community meetings are likely
to include interactive elements that could be focused on Eagan Forward initiatives.
Eagan Forward Implementation
The Comprehensive Plan is a tool for the City to formalize its aspirational goals. Goals
stated in the Comprehensive Plan are considered in future land use and public investment
decisions.
Based on a review of strategies identified in Eagan Forward — A Vision for Eagan's Next 20
Years, staff has identified the following key themes that could be integrated as goals in the
2040 Comprehensive Plan. Beneath each theme are listed related Eagan Forward
strategies. Future action items in support of goals identified in the comprehensive plan will
need further discussion and prioritization by the City Council.
Redevelopment should intensify uses and result in a built environment that
features pedestrian -scaled development, welcoming public spaces, and
opportunities for social interaction.
o Strategy 1.2 — Invest in amenities that appeal to young singles, aka the
"Millennials," and empty nest Baby Boomers.
o Strategy 2.1—Design the community to maximize social connections.
o Strategy 4.1—Update the comprehensive plan with urban village guidelines.
o Strategy 4.2 — Attract and develop new restaurants and retail.
Housing should be multi -generational, multi -cultural, and available to
households at all stages of the life cycle.
o Strategy 1.1— Embrace seniors.
o Strategy 1.3 — Commit to being a welcoming community.
Innovation and creativity are fostered through strategic investments in public
spaces and infrastructure.
o Strategy 3.1— Offer affordable high speed internet to Eagan residents.
o Strategy 3.2 — Invest in an Eagan Makerspace.
o Strategy 3.3 — Develop an economic strategy to strengthen Eagan's arts
and culture sector.
o Strategy 3.4 — Invest in a community art center.
Effective transportation links people to destinations regardless of physical
ability or mode of travel.
o Strategy 1.1— Embrace seniors.
o Strategy 2.1—Design the community to maximize social connections.
Please do not hesitate to contact me with any comments or questions.
Agenda Information Memo
June 14, 2016, Eagan Special City Council Meeting
IV. Eagan Forward Study Action Team Updates
Action to Be Considered:
No action is required. The leaders of the eight study action teams will join the Council to provide updates on
their teams' recommendations and goals, building off of the team progress reports submitted on May 27.
Feedback and dialogue from the Council is sought in response to the teams' recommendations.
Facts:
➢ Since launching the Eagan Forward Plan in January of this year, eight (8) community study action
teams have been hard at work responding to the strategies set forth in the plan. The eight Study
Actions Team are:
o Team #1: Keep seniors engaged (Leader: Tim Cooper) Note: Tim is unable to attend the
workshop. Team member Marianne Fletcher will represent the team.
o Team #2: Invest in amenities that appeal to Millennials and Baby Boomers (Leader: Stephanie
Cook)
o Team #3: Becoming a welcoming community (Leader: Anita Pagey)
o Team #4: Invest in additional amenities for families and school -aged children (Leaders: Tracy
Walker and Sujit Maharana)
o Team #5: Invest in an Eagan makerspace (Leader: Jerri Neddermeyer)
o Team #6: Develop an economic strategy to strengthen Eagan arts and cultural sector (Leader:
Sheila Bayle)
o Team #7: Invest in a community art center (Leaders: Juliet Parisi and Wanda Borman)
o Team #8: Attract new restaurants and retail (Leader: Jodi Roth)
➢ Approximately 100 residents and community stakeholders have participated in the study action teams
over the past four months.
➢ Various City staff members have attended team meetings and served as subject matter resources,
when invited and contacted by the teams.
➢ As suggested by our Eagan Forward consultant Rebecca Ryan, all of the teams have been discussing
and brainstorming their one or two Wildly Important Goals (WIGS). The teams were encouraged to
identify both short and long term goals, recognizing that many of the recommendations are envisioned
to happen up to 20 years from now.
➢ The teams submitted progress reports to the City at the end of May. The reports highlight the goals
and efforts they believe are most important to focus upon.
➢ Some of the leaders chose to use the progress report template provided by the City and others chose
to use their own format, which they were told was perfectly acceptable.
➢ All of the progress reports are posted on the Eagan Forward webpage.
➢ Each of the study action team leaders is prepared to give up to a 10 minute presentation to update the
Council on their respective team's ideas and progress to date in order to get feedback from the
Council.
➢ The team leaders met with one another twice this spring. City Administrator Osberg, Assistant City
Administrator Miller, and Mayor Maguire were present to discuss how the effort is going and to help
clarify direction for the future of the teams. Per the recommendation of Rebecca Ryan, it was agreed
that the teams would formally complete their work sometime between now and the end of 2016. The
teams continuing to meet over the next six months would submit a concluding progress report in
December. Some groups expressed a desire to continue meeting beyond 2016, with an understanding
it would be on an informal basis.
➢ The team leaders are scheduled to meet with Mr. Osberg and Ms. Miller on June 30.
➢ As part of the conversation with the Council, the leaders are seeking direction on the following public
policy questions to determine how best to proceed over the next 6 months:
1. Which ideas or goals particularly resonate with the City Council in the short and longterm?
2. For those short and long term goals that might resonate with the City Council, are there any
suggestions or recommendations to the teams on how best to move forward?
3. What additional guidance or expectations does the Council have for the teams as they continue
their efforts between now and the end of the year?
4. Is the Council comfortable with some teams concluding their work now, others continuing their
efforts through the end of the year, and other teams joining forces to consolidate talent and
interests to advance particular goals?
➢ In addition to the strategies assigned to the eight study action teams, the Eagan Forward plan
identified numerous strategies for the City of Eagan to address. Here are snapshots of the efforts
underway on those strategies:
o Updating the City's logo/branding: Quotes have been gathered from design firms specializing
in logos and brands. Next steps are being determined as part of the 2017 budget process.
o Offering affordable high speed internet to Eagan residents: Ongoing conversation and review
of options to deploy fiber to the home (FTTH), including the role of the City, outside market
forces, and leading fiber providers (e.g. Google Fiber, Century Link, Comcast, etc.).
o Community design to maximize connectivity and urban village guidelines: The strategies
identified in Eagan Forward, including Complete Streets, redevelopment opportunities, public
spaces, etc. will be considered as the City prepares the 2040 Comprehensive Guide Plan
update in 2016-2017.
o Programming Eagan's parks and trails: In addition to the recommendation being made by the
study action teams, additional strategies for parks and trails are being considered via the
budget and Capital Improvement Plan (CIP) processes, with input from the Advisory Parks and
Recreation Commission.
Attachments: (9)
IV -1 Study Action Team #1 Progress Report and Power Point
IV -2 Study Action Team #2 Progress Report and Power Point
IV -3 Study Action Team #3 Progress Report and Power Point
IV -4 Study Action Team #4 Progress Report and Power Point
IV -5 Study Action Team #5 Progress Report and Power Point
IV -6 Study Action Team #6 Progress Report
IV -7 Study Action Team #7 Progress Report and Power Point
IV -8 Study Action Team #8 Progress Report and Power Point
IV -9 Eagan Forward Plan
Eagan Forward Study Action Team #1
Keep Seniors Engaged
Report to Eagan City Council
May 27, 2016
Eagan Forward
In initiating the Eagan Forward program, the Eagan City Council assumed a position of
leadership in the future planning of our community. Now, as the planning moves into more
concrete stages, it is imperative that the City maintain its leadership position in order to move
the plans toward fruition and inspire partnership from other persons and organizations within the
Eagan Community. We believe that this requires three steps on the part of the City government.
First, in the short term the City must immediately identify and begin small, low-cost
initiatives within the City's purview which will demonstrate a commitment to the
community -building goals of Eagan Forward. This will allow the City to show concrete progress,
a necessity for recruiting potential partners for the larger goals of the future. We have outlined
several possibilities on Page 4.
Second, in the long term the City must commit to including the community -building
philosophies identified by the Eagan Forward teams within its existing processes. Our team's
philosophies make up Pages 5-7 of this report.
Third, the City must accept a leadership role in the planning and execution of the
large-scale, long-term goals brought forward by the Eagan Forward process. We do not expect
the City to fully fund the large-scale projects which Eagan Forward will produce, but without the
active participation and support of Eagan Forward's parent organization, it will be much more
difficult to engage additional partners at the necessary level. Our hopes for these long-term
plans - our "Wildly Important Goals," our "Home Runs" - are on Pages 8-9.
We believe that the Eagan community is ready to make a serious commitment to
improving our home. But it requires an active catalyst. A City government which is willing to lead
by example has the potential to activate far greater community resources than those it invests.
K
Statement of Belief
We believe that planning for the growing senior population in Eagan should not treat
seniors as a single group due to the wide range of ages and ability levels. People are living
longer and will likely continue to do so; 55+ now contains nearly as many different ages as it
excludes.
We believe that planning for the growing senior population in Eagan should, as often as
possible, involve other age groups in the community, as each age group has something to offer
the others, and seniors should not be divided from the rest of the community. An age -diverse
population is stronger in the long run, creating community richness through intergenerational
connections.
We believe that making city facilities and services accessible to all residents is a core
function of the city government, and that providing a central resource for information about
non -city -operated services and activities is potentially one of the most efficient uses of city
resources for the benefit of Eagan residents.
3
Immediate, Small -Scale Actions
We have identified three areas in which immediate, small-scale action by the City has
the potential to make a significant impact on the accessibility of our community to senior
citizens. Two of these fall under the category of better communication, and one under the
category of public transportation.
• We recommend that the City make information on how to take public transportation to
and from key City buildings readily available in those buildings, as well as on the City's
website.
• In light of the large number of senior activities and resources available in Eagan, we
recommend that the City expand its website as well as the publication News from the
Front Porch to include a centralized easy -to -access resource for information for seniors
in Eagan, which should contain information about all Senior activities in Eagan, not just
city -operated or -sponsored activities. The study action team is willing to act as
community ambassadors for this new communication resource, to make sure that
organizations offering senior programs are aware of it and contributing information about
their activities.
• In light of the general lack of small-scale transit availability for moving within Eagan, we
recommend that the City reconsider the possibility of supporting a circulator bus
program, not restricted to seniors, between key areas of the city as well as high-density
residential developments. DARTS is piloting similar programs in several neighboring
communities, and would be willing to do so in Eagan as well. A detailed plan for this
would be accomplished by a committee dedicated to that purpose, on which some of us
would be willing to serve.
• The existing Senior Center is not very visible within the Community Center, and we
would like it to have more signage both inside and outside the building to make people
aware of its existence and location.
• It would be beneficial for the existing Senior Center to have a rack for informational
publications, perhaps similar to the existing rack on the floor above at the Eagan
Convention and Visitors' Bureau.
M
Long -Term Philosophies
The aging of our population, and the growing numbers of seniors within Eagan, will
require a significant adjustment in the thought processes of government in the next twenty
years. We here present several priorities we would like the City to consider within its existing
services. These fall under two categories: transportation and housing.
As Eagan becomes more urban over the next 20 years, and as its population ages,
public transportation within Eagan will become more important. The ability to get to basic
services without a car is already important to those who are too old or disabled to drive, but we
expect that the economic and environmental benefits of not owning cars will spread it to all
generations over the period we're considering.
® While public transportation is readily available in Eagan, it is focused on taking residents
of Eagan to other cities. Some of our members have to fulfill basic needs such as
grocery shopping in other cities because it is easier to get there on public transit than to
stay in Eagan. Public transit service to city facilities is poor; for instance there is no
regular service to the Community Center. We recommend that the City's priorities for
public transit, and for interfacing with organizations which provide bus service,
specifically value transportation within Eagan itself. In particular we would like the City to
engage with MVTA to seek more routes within Eagan, including but not limited to a route
running down Diffley Rd. from Eagan High School to the Cedar Grove Transit Station
(which could also serve unserved areas in SE Eagan), bus service to the Community
Center, and increased bus service to the City Hall area.
e Much of the existing retail development in Eagan is not designed to be friendly to people
arriving on public transit, especially the elderly and disabled. The larger complexes
essentially require a car to move between stores. The Town Center ring road area
continues to become more central to life in Eagan while remaining geographically large
and difficult to get around in without a car. We recommend that the City's priorities for
the eventual redevelopment of the city's retail areas be significantly focused on
walkability, both for the able-bodied and the disabled.
61
o Twin Cities Premium Outlets is a good example. Parking is on the exterior,
minimizing walking distance between stores, and allowing a customer who has
arrived on public transit to shop freely.
o Central Park Commons is a poor example. With parking within the facility, the
distance between locations is large, making it difficult for elderly and disabled
patrons to move between stores, despite the developer's attempts to make it
pedestrian -friendly for the able-bodied.
® We ask that the City Council undertake two experiments in the spirit of fostering
understanding of these problems:
o Take public transportation within Eagan from City Hall to Twin Cities Premium
Outlets, then to the Community Center, and back to City Hall.
As an example of the pedestrian experience, walk from Kohl's in Town Center to
Michael's at Promenade Place.
o Consider both experiences from the perspective of a disabled person.
Seniors will be the fastest-growing portion of the population over the next decades, so
senior housing will be a significant policy issue for the city going forward. It is essential that city
government be proactive in this area.
Many modern accessibility improvements to existing housing are available which can
keep seniors in general-purpose housing for longer, which both serves the needs of individuals
and benefits the community. We recommend this as a high-level philosophy for making housing
decisions.
The demographics of this Study Action Team support a focus on independent living
options. It may be useful for the city to seek additional input from stakeholders regarding
assisted living/memory care.
® The Dakota County Community Development Agency expressed high satisfaction with
their relationship with the City regarding the development of low-income senior housing,
and we recommend that the City continue that productive relationship.
• There is a lack of ownership -based high density senior housing in Eagan. The fact that
most units are rentals has made acquiring housing challenging as rental rates rise.
Seniors are especially vulnerable to high variance in housing costs. We recommend that
the City encourage the development of condominium -style complexes in its future
planning.
• While low- and high-income housing developments are growing, there is a significant
gap in middle incomes. We recommend that the City encourage the development of
middle-income complexes in its future planning.
• In light of the rise in rental rates, we recommend that the City consider the possibility of
requiring rent -stabilization for seniors.
• Many current seniors and those who will become seniors in the near future are resistant
to living in senior -dedicated facilities, yet current non -senior developments are rarely
built with senior accessibility in mind. We recommend that future high-density
developments should be required by code to include a percentage of units designed to
be accessible to seniors and the disabled, and that the City should consider requiring
such units to be restricted to those populations and/or rent -stabilized.
• Most seniors living in existing, general-purpose housing would like to be able to stay in
that housing for as long as possible. However, the largest issue facing such
homeowners is a transition to single -level living, and there is a lack of single -level homes
and townhomes in Eagan. We recommend that the City encourage the development of
single -level homes and townhomes.
• Resources are available for improving the accessibility in existing homes through Dakota
County, DARTS, and other organizations. However, these resources are not easily
researched. We recommend that the City create a web and print publication regarding
available resources for seniors who wish to extend their time living in their existing
homes.
• City code should be continually reconsidered with the long-term needs of the aging
population in mind. At this time particular concerns are accessible bathing facilities and
stairwells built compatible with the future addition of chair lifts.
• A national trend is for families to redevelop their homes to include independent -living
spaces for senior family members. In light of this, City building code should be
reconsidered to support the construction and occupation of independent -living spaces
within or adjoining existing housing.
7
Large -Scale Goals
We have identified two large-scale goals for community -building within Eagan. Neither is
senior -specific, and we believe that they will benefit the entire community.
s Given the broad geographic coverage and community centrality of the area roughly
defined by the Town Center Ring Road, we recommend that the City create a
comprehensive, long-term development plan for that area which reflects its future use
as a core part of the Eagan community. We recommend that such plan include a
very -small-scale transportation system for use within the limited Ring Road area.
Preliminary discussion in our group suggested golf carts or a tram, but we recognize that
this is an area in which emerging technology will likely change the conversation.
o The current Senior Center space within the Community Center is extremely limited and
inadequate for the inevitable demographic expansion. Eagan 55+ Seniors already has
more potential programming than space and time slots available, and Community Center
hours constrain usage. The current location is not visible, identifiable or easily accessed,
and outreach to more diverse groups within the community is not possible. As such, and
in line with the philosophy of integrating seniors within the community expressed above,
we recommend the creation of an Intergenerational Activity Center. This facility would
complement the Eagan Community Center, provide space for expanded senior services
and activities as well as spaces for citizens of all ages. It could potentially be an addition
to the ECC but should have public transportation access and close in parking. It would
include the following amenities and features:
o Workshop/Makerspace
o Technology Center/Computer Lab
o Library/Reading/Study space with internet access
o Classroom/meeting room
o Card playing room
o Theater/TV Room
o Full kitchen
o Pool/Ping Pong Tables/craft space
o Space for casual conversation
o Adult Daycare Center
o Accessible parking
o Longer Hours
o Small counseling space (insurance advice, tax preparation, county/state
resources, health checkups)
As both of these large-scale initiatives require demographically broader community
participation than our team was designed to provide, we recommend that new teams be created
to explore them. Members of this team will be happy to participate.
0
Conclusion
We appreciate the opportunity to participate in the City's visioning process for the next
twenty years. We've had several productive meetings, offering us the chance to thoroughly
discuss our priorities and hopes as members of the community, as well as to interface with
partners such as DARTS, the Dakota County CDA, and Eagan 55+ Seniors, and to do some
small tasks on our own, such as placing News from the Front Porch for distribution at Wescott
Library. We feel that we have developed a strong set of priorities for Senior -focused community
development over the 20 -year course of the Eagan Forward process, and hope that the City
Council will give them each serious consideration as it considers its own role in moving Eagan
Forward.
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Study Action Team 2: Amenities for Millennials & Baby
Boomers
Wig 1:Bike-ability, Walk -ability, and Environmentally Friendly
Team Members:
Rachel, Nita, Brian, Don, Trish
1. The Vision - Give Your Car A Brake!
a. We want Eagan to be the preeminent suburb for active transportation.
b. We want Eagan to be a first-class city in self -sustainability.
c. We want Eagan to lead by example!
2. Create an image that speaks to a lively and fun place to live
a. Biking and walking engage the body, mind, and spirit.
b. When was the last time you walked or biked to Culver's or DQ for a treat
on a warm summer evening?
c. Even if it's just once in a while, it can be liberating to leave your car at
home.
3. Increase revenue to local businesses
a. Did you know that people spend more when they bike or walk to local
businesses?
b. Bicyclists and pedestrians have a significant impact on local economies.
c. Studies on Bike Shopping show that people who shop by bike tend to buy
less per visit and shop more frequently resulting in more money spent
overall per month.
d. Biking and walking are affordable forms of transportation. Occasionally
give your car a break!
4. Leading by Example - How Do We Get There?
a. Create the 20 -Minute Neighborhood
b. Install secure bike parking at all city owned buildings and parks
c. Reward businesses with free publicity for providing secure bike parking
d. Connect Central Eagan neighborhood's to Central Eagan destinations via
Duckwood Drive, Denmark Ave, and Promenade Ave.
e. Upgrade safety on our walking paths and bike routes
f. Develop and implement a pedestrian and bicycle master plan
g. Publicize, publicize, publicize early and often!
h. Capitalize on city publications and social media to promote and
encourage active transportation
5. Competition in Dakota County?
a. You bet we have competition!
b. Apple Valley, South St Paul, West St Paul, and Rosemount all have
pedestrian and bicycle master plans.
c. We are a little behind but we could even be better because our master
plan would include the 20 -Minute Neighborhood.
Safer streets make Eagan a safer, more engaged, and more livable community!
May 27, 2016
Study Action Team 2: Amenities for Millennials & Baby
Boomers
WIG 2: Make Eagan a "Destination City!"
Team Members:
Joe, Stephanie, Jess, Lisa, Mary Beth
The group determined:
long-term goals (20-10 years),
medium -terra goals (10-5 years),
short-term goals (less than 5 years)
1. Update city codes to encourage/mandate more mix use developments --New
Urbanism design (long -ter goal)
a. Build (or convert) a Central "Urban Village" in Eagan (long-term goal..)
b. Plan for more Mixed Land Use; incorporating multi -unit housing options,
commercial/retail, and public spaces (medium -terra goal)
c. Help encourage new building codes that encourage more attractive and
functional mixed use spaces (snort term goal)
d. Bring different amenities into common space that attract many different
types of people together. (long -ter goal)
2. Events, Activities and Entertainment.
a. Do More to Promote Current Events in Eagan (short -terra goal)
b. Promote, develop late night entertainment options to attract Millennials
and others, "Eagan After Eight" (short -ter goal)
c. Make the city more of a destination for outdoor recreational activities
(medium -terra goal)
d. Offer more speakers, presentations, non -degree classes at the community
center (or other venue) from local/national experts, authors, artist, etc. to
make Eagan a more vibrant, cultural destination (short-term goa)
May 27, 2016
Date of. Report:
Group/Team:
Vision:
Members: Joe Erlich
Jess Luce
Mary Beth Martin
Lisa Wendt
Stephani Cook
These are our "Wildly Important Goals" that
some would refer to as our team's "home
runs," understanding they may take some
time to accomplish
These are efforts that could be achieved soon,
and some may classify as "singles and
doubles," versus the home runs listed above
Mav 27, 2016
Amentities for Millennials and
Babv Boomers
To make Eagan a place with
amenties that appeal to all ages
Rachel Lewine
Brian Hanson
Nita Hanson
Don Vasatka
Patricia Malcolm
(1) Make Eagan the most bikable,
walkable,enviromentally
friendlycity
(2) Make Eagan a Destianation
City
(1)Reward Business for
supporting biking
(2) Help encourage new codes
the help our long term goals
(3) Promote events of all types
(1)Split task into two small
If you feel your work as a team is done, feel groups
free to state so here (2)Meet monthly as whole team
ific Partners
partners or operational partners? Do you have with anv funding partners
ideas on possible partners? If so, list them (2) Local bike shops
here. (3)Developers
Progress Since Last Report: Not applicable for 5/27/16
Progress Report
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Eagan Forward m Team 3
Overview
Mission
"My one wish for Eagan is that it is a place where people of all skin colors, gender,
sexual orientation, and a variety of cultural differences would respect each other and
celebrate each other."
Why are we doing this -
• When residents feel a sense of connection with their fellow community members it
makes it a better, safer, and healthier place to live. Increases the quality of life for all
residents.
How will we achieve this -
• Creating an inclusive community
o By creating awareness of Eagan's diversity
o By creating opportunities to help people appreciate & celebrate Eagan's diversity
■ Displays, events, classes
o By keeping the conversation between all stakeholders alive
■ Put structures in place (a committee like this one) and set up processes
to create and maintain connections
• Welcoming new residents
o By providing the answers to the following questions, help them orient themselves
in the city -
■ What is special about Eagan?
■ Where can I find ...?
■ How does this city work?
■ What is there to do?
Stakeholders
• Residents
• City Police
• School Districts
• HR Departments of companies
• Library
• Churches & International organizations (need examples)
• Volunteer organization ( and other civic minded entities)
• Convention & Visitor Bureau
• Eagan Chamber of Commerce
• more??
Goals:
See the May Progress Re ort
Milestones
April 27th: All 8 team leaders meet with the Mayor - DONE
May 27th: First progress report submission to the city - DONE
June 14, 2016 Special City Council Meeting: Eagan Forward Leaders present progress report
recommendations to the City Council.
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TEAM4:
AMENITIES FOR FAMILIES WITH CHILDREN
SHORT TERM GOALS AND PARTNERSHIP LOGISTICS FOR POOL AMENITIES:
We have initiated a partnership with Khia Brown and her staff at ISD 3.96 Community
Education, and established a working agreement around types of amenities, a schedule of
use and a recommendation for partnership responsibilities. Andrew Pimental and Khia
Brown have also initiated a commitment to have recurring quarterly or bi-monthly
meetings to find ways to support one another's programs and initiatives long term.
ISD 196 Community Education has agreed to take on the costs of increased life guards and
other staff requirements, as well as all building and maintenance needs. Khia Brown and
her staff have researched costs and brands for recommended pool equipment. They have
already met with the Superintendent of ISD 3.96, Jane Berenz and her cabinet to discuss our
proposed initiative. The Superintendent and her cabinet have agreed to support a move
forward with Team 4 and The City of Eagan, to further develop this initiative. The
recommendation is for the City of Eagan to take on the cost of materials. See below.
• ISD 3.96 Community Education is proposing the purchase and use of the following:
i. Wibit Obstacle Course. Fast Track 3 Item #94-883. Cost $8,560.0o plus $400
shipping & handling. www.recreonics.com/wibit inflatableslwibit-modular-
combinations.htm.
2. Toddler Platform Options: Choose a
-Oyster $373 plus S & H., www. ooldocks.com 6003.3 .html.
-Trident $462 plus S & H. www.pooldocks.com/600Lia.html.
-Dolphin $793 plus S & H. www.pooldocks.com/6003.93.htmi.
3. Floatables (as deemed safe) $3.00
4. Deck Play Options: Choose:L
-Waterfall Discovery Wall $50.00-$60.00 (Toys R Us) www.step2.com/ptbusy-ball-
play table.
-Little Tikes Spiralin Seas Waterpark Table $56.95 (Walmart)
www.walmart.com/ip/little-tikes-spiralin-waterpark-ball-drop-bay-water-
table/3.SZ34"7.
-Water wall to attach to a pvc pipe frame on a tot dock or free standing on the pool
deck. It can be made from accordion folding tubes, purchased at the dollar store,
plus some funnels. Tot dock plus water wall estimated cost $5o-$ioo depending on
how elaborate.
5. Volleyball Net for Senior Open Swim: sloo
GRAND TOTAL OF s9,593.00 FOR ALL EQUIPMENT
• Storage of all equipment is TBD.
• ISD 196 Community Education will be the recipients of all revenue generated from the
above mentioned Open Swim Times, to coverthe cost of maintenance and operation.
• The amenity items will be split into two separate budgets and roll out time slots.
YEAR ONE:
• The first year roll out & budget will include the inflatable obstacle course, Volleyball net,
large PVC platform with water wall devices, toddler platform, small floatables and deck
play station. Total Cost $9,593.00. Launch goal is October 2o16.
• Black Hawk M.S. pool will host open swim for families, children and teens with the obstacle
coiftse frfEtab.le on Saturdays from 1-31)m and Sundays from 1-2:30pm. From September -
May.
.,
• Black Hawk M.S. pool will host open swim for infant, toddlers and young children with the
PUC water wall platforms end Deck PIaY on select Saturdays from 1-4pm and Sundays from
........ ......
1-2:20pm w/log rolling in May. From September -May.
• Black Hawk M.S. pool will host the addition of a doll baIII,' for senior open swim during
Tuesdays and Thursdays, from 7-8pm. From September- May.
YEAR TWO:
During the 2o16/2017 school year, Khia Brown will research the cost and feasibility of
adding a climbing wall to Black Hawk M.S. pool as an additional amenity. She will also
inquire about the support of building staff and district administration.
The Ir ffi u ) is approximately slo,000/panel plus shipping, labor and installation
materials. We are currently recommending a wall with 2 panels, costing approximately
$20,000.
SHORT TERM GOALS AND PARTNERSHIP LOGISTICS FOR THE SPLASH PAD AND WATERWAYS
PLAY STREAM AREA:
• We are recommending that the splash pad be built at a scale of approximately 6,000-8,5oo
square feet and water ways play stream area built to a similar scale as the one at Discovery
Hollow play area as part of Tamarack Nature Center in White Bear Township.
• We are recommending that the splash pad area be built of natural stone and include a
variety of spigot types, shapes and sprays, a waterfall and slide, inspired by those found at
The Quarry Park Splash Pad in Leander, Texas.
• We are recommending that the water ways play stream area include a water ways creek
bed with water pump and mud, natural dam building materials, and adjacent water wheel
and troughs for water flow experimentation, building and engineering play.
• Andrew Pimental, Director of Eagan Parks & Recreation, has indicated the possibility of
financing this project, costing approximately $3.50,000-$400,000 with park dedication fees.
• Other partnerships we are exploring to help finance this project are the Eagan Lions Club,
Eagan Rotary Club and The Children's Therapy Center in Eagan.
• We are in the process of working with The Children's Therapy Center in Eagan as a potential
design resource for sensory play and marketing outlet to families with children who have
sensory processing disorders, autism, downs syndrome and other developmental disorders.
• As a future short term goal, we would like to invite one or more of the local Boy & Girl
Scout Troops to help create and build a natural play area, inclusive of willow huts, tree
trunk balance beams, garden area with solar powered wind mill, etc.
• We are recommending that the City of Eagan Parks and Recreation Department determine
the best park location for these amenities based on close proximity to a high concentration
of families with children, central accessibility, parking availability and existing natural
elements such as trees, native plants and grasses, as well as accommodating space for both
the splash pad and water ways play stream area. Eagan residents have prioritized Trapp
Farm Park as their ideal location, evidenced by the Eagan Forward Survey as well as our
Team 4 survey. We recommend exploring this park as a first choice option.
Written by Team 4, Amenities for Families with Children
Tracy Walker, Sujit Maharana, Suriya Angamuthu, Angie Cameron, Melissa Casey, Andrew
Piemental and Anne Friederichs.
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Date of Report: May 27, 2016 submitted via team leader: Jerri Neddermeyer
Group/Team: #5 Build a Makerspace in Eagan
Vision: Eagan Makers will create a community for socializing, learning, collaborating and
exploring Technology, Science and Art. Eagan Makers are part of a social movement
that values creation and innovation over consumption.
Members: Lisa Aidor, Sameer Aidor, Holly Carlson, Jim Carlson, Tim Cooper, Lian Duan,
Tom Eagan, Michele Engdahl, Laurie Fink, Chris Garnsworthy, Chanda Joseph, Vijay
Karnatak, George Kubik, Christina Le, Mai Lorvang, Ryan Luepke, Sujit Maharana, Jerri
Neddermeyer, Anita Pagey, Tom Sandish, Jeff Sooy, Mary Wussow
Long Term Goals/Recommendations
1. Create a central location or specialized satellite locations to meet the needs
of Eagan Makers
2. Eagan needs a central events calendar so that citizens can participate in all
that Eagan has to offer!
Short Term Goals/Recommendations
1. Survey Community Interest re: themed maker labs
2. Survey Community Interest re: makerspace programming
3. Create a focused priority list of themed labs, equipment, and programming
4. Create a list of funding requirements based on our prioritized list
Our Team's Goals/Plans for the Next Quarter
1. Meet monthly to carry out the goals of the group
2. Identify funders in the community
3. Identify grant opportunities for support
Partners Identified to Achieve Goals/Recommendations
1. Art Works Eagan: Operational Partner
2. Mini -Maker Fair yielded a list of funding options for Makerspaces
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Team 6 Economic Strategy for Arts & Culture Sector
Team members: Up to twelve members have attended the three meetings held to
this point.
Sheila Bayle - team leader, Juliet Parisi, Jerri Neddemeyer, Wendy Raway, Wanda
Borman, Julie Andersen, Bridget Burnham, Linda Quammen, Deborah Brown, Tom
Vogel, Lian Duan, Yvette, Johnson, Dione DeMartelaere, Shannon Arndt, Amarie
Hough, Robin Jones, Mary Sonneborn, Dorothy Peterson.
Overall Mission of Team #6: Explore tools to capitalize and expand Eagan's
Creative Economy. Note: This team is not a fundraising committee for new
development of arts spaces, but is rather, a conduit to look at the big picture of
economic impact and potential of the arts in Eagan.
Goals:
Short Term: (2016)
• Explore strategies to implement a baseline Economic Impact Study for the
arts in Eagan.
Look at current and past reports from Minnesota Citizens for
the Arts to analyze comparable date from other Minnesota
cities.
■ Meet with Minnesota Citizens for the Arts for more
information. Ask about their methodology for their past
studies.
• Develop a structure for continued work of Team #6 past May 27, 2016.
Medium Term: late 2016 into 2017
Identify Eagan's arts & culture stakeholders. We can use the MN Council for Non-
profits to access this information. We need to consider services that provide arts -
related programming such as Midwest Special Services - they do arts programming
for their clients - along with Eagan -based arts organizations and services.
• Survey Eagan's arts & culture organizations and individuals. Utilize data
that has already been collected by other organizations.
• Explore private & public partnership opportunities. We will seek input from
other Eagan Forward teams.
• Contract with Minnesota Citizens for the Arts (MCA) to conduct an Eagan -
specific economic impact study. In 2017, MCA will conduct an economic
survey of several municipalities in Minnesota. We will work with MCA to
make certain Eagan is chosen. If funding is required, several team members
can help with fundraising.
• Help Team #7 with feasibility study for the development of an
arts center or arts -related facilities
Long-term: 2018 and beyond
Identify financial needs of Eagan's arts organizations. Identify potential areas of
collaboration.
• Identify specific financial strategies for a capital campaign for arts -making
spaces (classroom, performing, gallery, studio, retail).
Important Discussions: Potential funding partners:
Metropolitan Regional Arts Council
St. Paul Foundation (Minnesota Philanthropy Partners)
Mardag (also part of Minnesota Philanthropy Partners)
Margaret Cargill Foundation
The McKnight Foundation
• In the long-term strategy area, there was a lot of discussion around "What is the city
Identity?" And "What is the current image of Eagan?" How can we impact that?
What will the plan look like for an art center and also for transportation in the
future for millenials and seniors - this information would need to be discussed with
City & Urban planning officials and possibly the Met Council. Some of those answers
could also drive a plan for a central arts area in Eagan.
• There needs to be further exploration around "Who are our audience members?"
"How will we fill our seats and give people reasons to come to Eagan?"
• The Eagan Convention and Visitors Bureau was brought up as a potential partner.
Wanda offered to meet with them if we have some questions for them and also to
discuss how Art can have an impact on the economic growth in Eagan. (This makes
sense following -the Economic Study in 2017)
• Part of the strategy of this group is to help get the community to come out to the
various available activities -we need a communication system that is connected to
all of the arts organizations and to the City and ECVB that shows the events and
opportunities in Eagan. To make this happen, we will need to determine where the
communication system will be hosted, how it can be accessed by multiple users who
will post updates by various Eagan Arts organizations, and updated by the various
organizations. Discussions will continue to determine what model of calendar we
create, who will design it and who will manage it going forward. We will look into
costs to implement and maintain.
Wildly Important Goal: This team has a goal to make the City of Eagan
synonymous with unique Arts & Culture opportunities. It would be good to
connect arts, businesses, and nature - all amenities that we have in the city. We
want to grow our reputation as a regional creative cultural hub.
Date of Report: May 27, 2016
Submitted via team leaders: Juliet Parisi and Wanda Borman
Group/Team: #7 Build an Art Center in Eagan
Vision: We are in the process of creating a shared vision for an Art Center in Eagan.
Many active and passionate volunteers are working to support the collective ARTS in
Eagan.
Action Statement: Creating an Arts Center in Eagan will increase involvement in and
awareness of creative, performing, & visual arts. The Art Center will enrich the lives of
those within the Eagan and surrounding communities with space for arts education, art
studios, performance & rehearsal space, a retail gallery and an information center that
will continue to grow and evolve to meet the needs of Eagan's creative community. This
Art Center will be a cultural asset, helping to establish a vibrant creative economy that
will contribute to the sustainable success of the City of Eagan and advance the city's
competitive edge in attracting new and visiting populations.
Members: Julie Andersen, Shannon Arndt, Wanda Borman, Kay Brown, Dione DeMartelaere, Millie
Gignac, Aileen Hough, Yvette Johnson, Rick Jones, Robin Jones, Christine Keuler, Christina Le, Sandy
Masin, Jerri Neddermeyer, Juliet Parisi, Wendy Raway, Sherry Sandey, Mary Sonneborn, Sandra Speck,
Larry Werner, Nancy Wester, Douglas Willetts, Pat Wolesky, Caitlin Dowling, Tim Cooper, David Meyer,
Sheila Bayle, Brenda Lyseng, Robin Cerio, Linda Quammen, Debbie Brown
Long Term Goals/Recommendations:
1. Build an Art Center
Build a "Connective Website" to promote arts activities and events in Eagan
across disciplines and separate organizations. A repeated theme has
emerged that citizens do not know what is going on in Eagan.
Medium Term Goals/Recommendations:
1. Create an "Art Council" that is coalition of representatives of all of the arts
groups in Eagan. This would allow for an increase in collaboration when
possible.
2. Survey, collect data, and prioritize the needs for an Art Center. The survey
could include requesting data about arts/performing arts places residents
regularly visit outside of Eagan. This information could help inform some Art
Center goals.
3. Create a plan based on priorities as established by the survey data
Our Team's Goals/Plans for the Next Quarter:
1. Team #7 plans to continue to meet monthly to continue defining an "Art
Center"
2. Explore different models for meeting the needs of Eagan's artistic
community. Suggestions have included potentially linking the Art House,
Caponi Art Park and the Library/Cascade Bay/City Hall area with a natural
and artistic trail creating an Urban Park Center. Explore how we can connect
art experiences and spaces in Eagan.
3. Create a survey of all the "wants" proposed for an Art Center to determine
the demand for each "want" for the Eagan Community.
4. Temporary Arts Event Calendar on Eagan Artist Connect website - Add links
on the city website and ECVB.
Priorities:
*Art Classrooms: Eagan needs more dedicated classroom space for artistic
learning. The Eagan Art House cannot meet the current demand due to lack of
space. Expanded facilities would also allow for expanded programming into
artistic media for which classes are not currently offered.
*Theater Space: Eagan needs rehearsal and performance space for Community
Theater year round. Use of school space in the summers is not sufficient to meet
the growing need in our community.
*Art Gallery: Eagan needs expanded opportunities for art exhibition and sale.
Intentional gallery spaces should be included in public buildings at a minimum. A
dedicated Art Gallery in Eagan for 2D and 3D visual arts is a priority for our
group.
*Artistic Community Space: Eagan needs more creative spaces for the
community to gather, for arts organizations to meet and plan, and for the
community to feel welcome and engaged.
*Storage: Although not an exciting need, lack of storage space is a huge
problem for all of Eagan's arts organizations. Many of the organizations do not
have a building to call their own, and storage (consider: costumes, supplies,
event equipment, etc.) is very limited
Partners Identified to Achieve Goals/Recommendations
1. Eagan Art House and the City of Eagan
2. Eagan Theater Company
3. Dakota Center for the Arts, (Eagan Art Festival Board)
4. Art Works Eagan
5. Eagan Artist Connect
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EAGAN FORWARD — RETAIL & RESTAURANT TEAM PROGRESS REPORT
May 24, 2016
VISION STATEMENT
The Vision of the Retail and Restaurant group of Eagan Forward is to be productive in shaping
the future of Eagan by helping to bring new establishments to Eagan in the near and distant
future that will be beneficial to our current and future residents.
LONG TERM GOALS
• Vikings Development
o Regarding Retail & Restaurant
o Group members would like to attend meetings on this if it moves forward if
possible
• Top Golf
o Website: http://top2olf.com/us
o Entertainment appealing to a wide range of ages
o With the loss of our gold courses, this would be a great addition to town
• Food Hub
o Perhaps near the Vikings location
• Focus on organic type establishments
o There is a huge demand among residents and team members
SHORT TERM GOALS
• Trader Joe's
o Petition signed by 1000 people and the most requested store to come to Eagan
• Food Co-op
o Lakewinds was one of the possibilities and consensus was to go with this one
• Farm to table restaurants with more local Twin Cities Chefs
• Food trucks
o In terms of an area where many could gather
o This could be short and/or long term
NEXT QUARTER PLAN
The group is planning meetings every other month over the summer and monthly after Labor
Day. We will continue to work on our short terms goals first, reaching out to retail and
restaurants establishments.
GROUP MEMBERS
Lisa Endersbe Cindy Haas
Toni Gilbert Sam Hanna
Yvette Johnson
Ken Koch
Caroline Koerner
Louie Kyte
Nina Kyte (Barta)
Bill Laramy
Kathy Laramy
Kelly Luepke
Karen Lund
Barbara (Bebe) Mathieu
David Meyer
Sarah Miranda
Arthur Morrissey
Scott Needham
Robert Parrent
Elizabeth Peifer
Margaret Perez
Lonnie Pierce
Stephanie Propson
Jamie Reimann
Jodi Roth — Team Lead
John Ruthland
Mary Beth Ruthland
Debra Salo
Sherry Sandey
Lori Sandish
Melinda Sooy
Sandra Speck
Chris Tatro
Laura Traeger
Tom Vogel
Brian Wester
Beth Wistrcill
Connie Wrase
Jennifer Gardner
Teri L. Bell
Amy O'Connell
Rachel Power
Kim Heckmann
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CONTENTS
W -y
Eagan
Fb,rm-wffard
Strategy 1:
Eagan is a Place for All People
Strategy
Eagan is a Healthy City
Strategy 3:
Eagan is Creative & Innovative
7
19
Strategy :
Eagan is a Destination Community ........ 24
Strategy :
Eagan has an Updated Brand .................. 27
Strategy
Putting it to Work....................................29
Conclusion ...............................32
ThankYou's.
• M •
Appendix:
Eagan's Quality of Life v. Benchmark
Communities .......................................... 40
About
Next Generation Consulting...................51
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 2
place to live."
€ crI S "
t.
Minnesota."
.69cagan Asaus,,, n
Inendly and has
LMIM Aff a well-tralned
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workforce."
median"Eagan has low poverty, high income,
and
high s,
3 EAGAN FORWARD IA VISION FOR EAGAN'S NEXT 20 YEARS
So, why embark on a 20 -year visioning
process like Eagan Forward, when things
seem to be working just fine?
Because the best don't rest. Being a great
place to live .is not something that's
accomplished once and then crossed off
the list. The Minneapolis -St. Paul area has
many examples of suburbs that were "great
places to live" a generation. ago, but are
floundering today.
Eagan's City Council. initiated Eagan
Forward because of their commitment
to ensure that. Eagan is future ready and
remains a great place to live for its next
generation of kids and grandkids.
The timing for Eagan Forward., a
community wide initiative to imagine
Eagan 20 years from nov<; is important for
several reasons:
Eagan is at acritical
point in its growth.
The suburban boom that fueled Eagan's
last three decades is nearly over. Eagan
has developed most of its empty available
land, and now must shift to re -use and
redevelopment. As CityVue demonstrates,
infrastructure built for one purpose a
generation ago must be reimagined and
redesigned for changing needs. Eagan
Forward is a strong step in this direction.
Citizens want to be
engaged.
Our increasingly consumer -oriented
society allows people to "have it their
way." This carries over into communities,
where engagement and satisfaction are
increasingly linked. Importantly, Eagan
Forward put citizen engagement at the
center of the agenda. Using a blend
of social media, online, and in-person
meetings, an estimated 800 people
offered thousands of ideas for Eagan's
future. Respondents ranged from school -
aged children to community elders, and
included those who speak languages
beyond English.
Demographic,
technology and
economic forces will
shape Eagan's next
20 years.
To be future ready, Eagan must squarely
face the trends impacting its citizens and
their expectations. This plan balances
citizens' wishes with data -based projections
about the trends most likely to impact the
community in the next generation.
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 4
Citizen input.
As mentioned previously, Eagan
residents offered thousands of
ideas, to help the community thrive in the
next 20 years. Throughout this document
you will see quotes from your neighbors,
about their wishes for Eagan's future.
Trend analysis.
A team of futurists looked
at the "STEEP" (society,
technology, economy, environment, and
political) changes likely to impact Eagan. in.
the next 20 years. Specific recommendations
that will. help Eagan be future ready are
included in this document.
3 Auality
of Life
assessment.
The Eagan Forward. steering committee
benchmarked Eagan against four other "best
places to live" in the U.S., to discover best
practices to help Eagan become even better.
The benchmark cities included Centennial,
Colorado; Carmel, Indiana; Overland Park,
Kansas; and, Plymouth, Minnesota
5 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
The following pages
include strategies to help
Eagan preserve the things
residents value most, and
also achieve even more in
the next 20 years. Not all
ideas will be implemented,
and some may need to
adapt, but all of them
express the hopes of Eagan's
citizens, and are responsive
to the trends most likely to
impact Eagan's future.
What is a city, but the
p opl? —Shakespeare
Who s Eagan .
Looking at history, we might say that Eagan is for
nuclear families with school -aged children who are
in the upper middle class. And usually, Caucasian.
These are the families who moved to Eagan during
its first waves of growth, and helped develop the
community we know today.
Looking forward, Eagan is expected to grow to
between 75,000 - 87,000 people by 2040. But the
people who will fuel that growth will be different
than those who fueled the first waves. Eagan's
future residents will be older, have fewer children,
and represent more ethnic minorities. Here are
some of the key demographic and societal trends
that will shape Eagan's future:
Young people are getting
married later, or not
marrying at all.
In 1960, two-thirds (68%) of all twenty -somethings
were married. In 2008, just 26%were?
Fewer couples are
having kids.
In the peak of the Baby Boom after World War
II, roughly half of American households were
7 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
engaged in raising children. By 2020, that
number will be closer to 25%.2 In Eagan, 32.5% of
households currently have children under age 18.
FIGURE 9a
The Decline.in Marriage Among the Young
% married at age 18 to 32, by generation
yx ,a ':�M
11011,2011-11
\\ \ \ \ c .
i r - • : � v`�v�yt y���\ Vv � Aye
Source: Data from 1980,1997and.2013 are from the
.March Current Population Survey; 1960 data are from
the 1960.Census
PEW RESEARCH CENTER
1 Pew Research, The Decline of Marriage and the
Rise of New Families, www.pewsocialtrends.org/
files/2010/11/pew-social-trends-2010-families. pdf
accessed on November 23, 2015
2 A.C. Nielson as reported in The Great Inversion and
the Future of the American CitybyAlan Ahrenhalt
M.
Seniors are living longer.
The dramatic increase in average life
expectancy during the 20th century ranks
as one of society's greatest achievements.
In 1900, anewborn could expert to reach her
or his 50th birthday.3 Today in Minnesota, life
expectancy is 81 years old, ranking second in
the United States behind Hawaii.4 By 2030,
the number of Minnesotans over age 65 is
expected to almost double and older adults will
compose about one-fifth of the population.5
to the suburbs.
In Eagan between 2010 and 2014, the white
population decreased slightly while Asian,
Hispanic and Black populations increased. In
Eagan's public schools (ISD 191,196, and 197),
20% of all children are minorities. Eight percent
are Asians, 5% are African American, 5% are
Hispanic and one percent are two or more races.
How can Eagan leverage these trends and
become a place for all people?
The Minnesota State Demographic Center
projects that by 2030, nearly 25% of Dakota
County's population will be age 65 and older.6
Eagan's growing senior population is adamant:
they love Eagan, and they want to stay here.
But there must be more housing options that
are "senior friendly." Today's seniors are active
longer; they want walkable communities and
things to do. Eagan will prosper if it makes room
for its seniors. Research shows that seniors
who are integrated into communities enjoy
better health, and communities are healthier
when seniors are engaged.
The two most frequently
mentioned needs for
seniors in Eagan:
Housing that is affordable, single level,
aesthetically pleasing and integrated into
the community. Seniors don't want to be
boxed up and shipped off; they want to stay
actively engaged in the community. Many
seniors at focus groups and online echoed
this senior's sentiment:
wait lists are 12 to 1
months long:'
Transportation options that will help
seniors meet their needs. One senior asked
if there could be an °Uber" for seniors, to pair
stay at home parents who might be willing
to offer a ride to a senior, to keep a doctor
appointment or go to the store.
3 National Institute on Aging, https://www.nia.
nih.gov/research/publication/global-heal th-and-
aging/living-longer, accessed December 3, 2015
4 List of US States by Life Expectancy, https://
en.wikipedia.org/wiki/List of U.S._states-by _life_
expectancy, accessed December 3, 2015
6 Minnesota Compass "Overview,"
http://www.mncompass.org/demographics/
overview, accessed December 3, 2015
6 Data for the City of Eagan is unavailable. Dakota
County Demographics, https://www.co.dakota.
mn. us/Government/publiccommittees/CHA/
Documents/Demographics.pdf, accessed on
January 3, 2016.
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 8
One focus group participant summarized
In addition, seniors mentioned their
his thoughts in a letter, addressing ways that
desire for amenities like pickle ball
Eagan could embrace its seniors. The letter
courts, a dedicated senior center
included this idea:
with space for multiple concurrent
uses, hospitals and clinics,
multigenerational housing options,
and a grant program that would help
Golden Years Initiative
them renovate their basements and
move their laundry to the main floor,
"There was agreement (at our focus group
to be more accessible.
table) that senior citizens never want to stop
learning (e.g. senior language or history
One last note ... There are many
classes); they continue to enjoy all types
ways that Eagan can build physical
of entertainment that includes but is not
infrastructure for its seniors. But we
limited to: going to the theatre, visiting a
must remember that isolation and
restaurant or museum, outdoor recreational
loneliness are the two most often
cited maladies of the elderly. Feeling
activities, etc. A number of people also
connected to their community
recommended travel -related activities that
requires more than transportation; it
could offer tours for interested residents,
requires a community -wide sense of
not only within Minnesota, but regional,
inclusion and compassion,
national and international trips. Seniors
often get bored and they want to stay
Read more about this in Strategy 2:
invigorated and active. If you combine
Eagan is a Healthy Community
Learning, Entertainment and Travel you
come up with the acronym L.E.T. Eagan
could have a "LET's Program" that would
1.2 Invest "in
be open to .all age groups. It is noteworthy
ffies that
to point out that by 2020, the number of
senior householders (44%) will be 75 and
a peal to yo ng
older. A significant percentage of thissin
s aka the
group will be living in multi -generational
,
"
Mvilennials,"
households. There is a need for more homes/
both
and empty nest
apartments that can accommodate
younger and older family members. Home
Baby Boomers
builders would be well served to meet with
Interviews and focus groups with
future home buyers and listen to their
suggestions for how these dwellings should
Eaganites reveal asurprising insight:
be built to meet the expected needs of an
many Baby Boomers who are empty
aging population. Seniors are living longer
nesters are considering moving to
and access to local healthcare is paramount.
St. Paul to be closer to "downtown."
These issues need to be addressed."
They cite restaurants, walkability, and
the desire to downsize. These are the
9 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
same amenities that young, single Millennials
are looking for in a community.'
Many suburbs are responding to residents'
requests for a town square with "urban
villages" - places where you can park your car
once and walk to a bar, a restaurant, a book
shop or other retail establishment, and enjoy
an outdoor meal. The Flats at Cedar Grove are
one example of this kind.of development.
"Walkability" and a "downtown city center"
were mentioned 171 times in online forums and
on chalkboards. One resident summed it up
well in the quote below:
Belmar (pictured below) is Lakewood,
Colorado's urban village, a response to
citizens' requests for a more walkable "city
center" feel in a suburban setting. Belmar
retrofitted a dead, low-rise shopping mall
surrounded by parking lots into an area with
an interconnected, walkable street gridand
ground level retail space topped by offices
and residences.
Strategy 4: Eagan as a Destination includes
ideas on how to incorporate the "Urban
Village" concept into Eagan's future
redevelopment. The following community
amenities were mentioned repeatedly by
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 10
Eagan citizens, to be included in the urban
village, or developed elsewhere:
• Trader Joe's (mentioned over 40 times),
Whole Foods, or a natural food co-op
• Curbside composting
• Another dog park (Millennials have
dogs before they have children, and pet
ownership is at an all-time high in the U.S.)
• Disc golf (additional amenity to existing
public parks)
• Alfresco (outdoor) dining options
• Independent restaurants (not typical
national chains)
• Outdoor programming, e.g. using
Caponi Park to host more local theater
and musical performances
One transplant to Eagan explained his
experience in avibrant suburb in Iowa:
s . "I am from Clive,
Iowa and a big
hit in the area is their
outdoor music venue
with a beer garden in
the summer. There
are at least three
performances a week
and are well attended.
This (beer sales) could
be a fundraiser for an
organization."
11 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
z
oty
commum
Eagan's residents are becoming more diverse.
Minorities are the fastest growing population
in the Twin Cities' suburbs, and dozens of
languages are spoken in homes where Eagan
students live. Local employers confirm that
their workforces will continue to become more
diverse, in part because countries including
China and India are producing more graduates
with post -secondary degrees, as the table
below shows.
Eagan residents understand that the community
is changing. And many want their community to
be awelcoming one. As one resident said:
3 "My one wish for
Eagan is that it is a
place where peo le of all
'g
skin colors ender sexual
orientation, and a variety
of cultural differences
would respect each other
and celebrate each other"
Projected share of 25-34 year-olds with tertiary
degrees across OECD and G20 countries
Positive Trend
Negative Trend
Japan
MM 3%
Mexico
P 2%
Argentina
IUR 2%
Turkey
gg 2%
United Kingdom
� 2%
Korea
ffil� 2%
Germany
-1 2%
France
01%
Canada
0 1%
Poland
1%
Australia
W 1%°
Spain
R1%
Italy
P1%°
Others
___ 6%
Brooklyn Park is one of the Twin Cities most
diverse suburbs. There, a series of city -led
initiatives have helped the community engage
non-English speakinghouseholds, a proactive
effort that was given a Humanitarian Award by
the International Association of Chiefs of Police.
7 Maria Elena Baca, `Immigrants get Introduction
to Cops on the Beat," Minneapolis Star Tribune,
March 20,201L
SOURCE OECD ( Other ideas:
Fly the flags of every country represented
in the school districts in a public park or civic
space, to showcase the many heritages found
in Eagan.
Add an Ethnic Food Festival to the
community's annual calendar of celebrations.
Partner with restaurants, churches with non-
English speaking services, ethnic grocers, etc.
The purpose is to raise awareness of Eagan's
diversity through food.
Convene a Diversity Roundtable that
includes Human Resource professionals
EAGAN FORWARD I A VISION FOR EAGAN'SNEXT 20 YEARS 12
and Chief Diversity officers from
the region's public, private, and
education sectors, to discuss best
practices to engage and retain
racial and ethnic minorities.
Create a "Welcome Eagan"
initiative, similar to those
undertaken in other communities
like Toledo, Ohio. The initiative
was founded several years ago
to help companies attract global
talent, and be a welcoming and
inclusive community.
A core of Eagan's identity has always
included an emphasis on children.
The love that parents have for their
children is timeless and transcends
country of origin. Many community
members- including kids! -would like
to see additional amenities in Eagan.
The most popular citizen ideas
included a splash pad, an indoor
swimming pool, communitywide
wireless, and an indoor soccer or
sports practice facility.
13 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
Eagan is a Healthy Community
The Harvard Study of Adult Development is
the longest study of adult life. For 75 years, it's
tracked the lives of 724 men (and eventually
their wives), year after year, asking about
their work, their home lives, and their health.
The clearest message from the study is this:
Good relationships keep people happier and
healthier.$ How can Eagan turn this insight
into action, and become one of the country's
healthiest (and happiest) communities?
Robert Waldinger, Director of the Harvard study noted above explains:
49 0**
social connections are really good for people, and
loneliness kills. People who are more socially connected
to fain il, to friends, to community, are happier, they're
h sicah healthier, and the gpp
live longer than people
who are less well connected. And the ex experience
of loneliness turns out to be toxic. Peo lee who are
more isolated than the want to be are less ha
their health declines earlier in midlife their brain
functioning declines sooner and they live shorter lives
than people who are not lonely."
"Robert Waldinger, "What Makes a Good Life? Lessons from the Longest Study on Happiness", http://www.
ted.com/talks/robert waldinger what makes_a_good life_lessons_from- the_longest study_ on_happiness/tr
anscript?language=en#t-557200, accessed January 4, 2016
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 14
2.1 Desiat-, the
mnv
0XIMIZra SOC I _13
o.mections
The popularity of Eagan's Streets Alive and
National Night out demonstrate that citizens
enjoy these opportunities for human connection
with their neighbors and co -residents. Now
the questions becomes: Can we design (or
retrofit) Eagan for greater human connection?
Eagan residents seem to think so. Enjoying the
city on a walkable, bikeable human scale was
mentioned 89 times.
"My wish for Eagan is
that it will become a
center for walking to
and from stores, restaurants,
parks and more. It would be
great to be able to walk or
bike safely from one part of
Eagan to another."
15 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
- fw�m
"[My wish for Eagan is]
Neighborhoods that
feel inviting for the residents
to walk and interact. So
that the residents can walk
to neighborhood parks and
playgrounds, the shopping
areas, coffee shops."
Eagan succeeded in the mid- to late -20th
century as a car -based suburb. But now it has
reached a size (67,000 people) and density
(thousands of jobs within the community,
hundreds or retailers, etc.) where cars don't
have to be the only alternative.
What's more, the next generation doesn't
like to drive.9 Nationally, only about 27
percent of 16 -year-olds now get their driver
licenses, compared with 46 percent in 1983,
according to the Federal Census and Highway
Administration Data. And "no texting while
driving" laws make driving even less appealing
to a generation that relies on constant
connection to their smart phone.
As Eagan grows to an estimated 75,000-
87,000 people in the next generation, citizens
will expect to live more of their lives outside of
their cars, on foot and on bike. Now is the time
to re -program Eagan to balance the needs of
pedestrians with those of cars.
9 Adele Peters, Willennials Don't Drive—And Here's
Why They Aren't Likely To StartAnytime Soon,"
http://www. fastcoexist.com/30373781millennials-
dont-drive-and-here-why-they-anent-likelyto-start-
anytime-soon, accessed January4,2016
Complete streets in
neighborhoods and retail
areas. Complete streets are accessible for
pedestrians, bikers, and those in wheelchairs.
Pocket parks or public
spaces in neighborhoods that are safely
accessible by sidewalk, crosswalks and have
multiple purposes.
Al fresco ("in the fresh air")
dining' allows diners to eat outside
on the front or back patios of restaurants.
"Restaurants "dining", and "shops" were
mentioned 82 times in community comments.
Create a public space
agenda' to identify Eagan's public spaces
that are underperforming or underutilized,
e.g. lifeless plazas, dilapidated parks, and re-
energize them during redevelopment. The image
below used to be a large parking lot in front of a
strip mall. In winter, it's repurposed to become a
community ice skating rink. (Lakewood, CO).
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 16
2.2&. x o M.
Eagan has over 100 miles of biking and hiking
paths and dozens of beautiful parks. Some of
those trails and parks are connected to each
other. Some are not. Many citizens asked
for some modest, additional amenities, like
benches along the hiking paths, so hikers
can have a rest. Other recommendations were
practical: more toilets at public parks.
One Eagan resident, who's just returned after
living three years in Holland, wrote a three
page letter to the community, based on her
dream. Many of her suggestions have been
incorporated into this plan:
"My dream for
Ea an Forward
is to ma e Eagan a
community where
residents feel safe
to use their bicycles
for transportation.. I
would venture to guess
that the vast majority
of Eagan citizens
use their bikes for
recreation. M ream
goal is to get aganites
out of their cars and
use their bikes for
transportation."
17 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
Ideas •consider•
o-16,
• • •
• Complete connections between
hiking and biking trails, including
adding pedestrian bridges over Yankee
Doodle Road, Pilot Knob Road, and Lexington
Avenue, to safely connect the trail system
• Paint sharrows and bike boxes
on roads, to raise awareness of bikers
• Offer a bike sharing program,
possibly underwritten by a local health care or
insurance company
• Designate specific secondary
roads as bike routes, e.g. Wescott Road.
• Designate low-volume streets as
bike -friendly by painting "sharrows"
on them, to signal that the roads are to
be shared with bicyclists. This is a popular
strategy in St. Paul and Minneapolis, to turn
regular streets into bike routes.
• Create bike boxes like the one pictured
below, at busy intersections. The Lexington
Ave/Duckwood Drive intersection would be a
candidate for a bike zone.
Photo: Bike Box at Intersection
"It would be nice to
have one of our lakes a
destination for numerous
activities such as walking
trails around the lake,
restaurants and /or cafes so
you can eat and then walk
without betting back into
your car.
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 18
t
Eagan is Creative Innovative
Eagan is economically strong.
It has a Triple -A bond rating, proof of the City
Council's historic commitment to fiscal prudence.
It is home to several large employers including
Thomson Reuters, Blue Cross Blue Shield, and
the US Postal Service. Because of its strong
employer base, almost 50,000 people commute
into Eagan every day for work. At home, over half
of Eagan's residents have bachelor's degrees,
and the median household income is above the
national and state averages.
How can Eagan leverage this strong economic
and talent base for even greater success in the
next generation? What trends and technologies
will Eagan have to be attentive to, to ensure it
remains a great place to live and work?
3.10"'
ffer rdabl
IIgh P net t
-
aga
AccessEagan offers high speed internet to its
business community. Now it's time to take this a
step further and offer high speed internet as an
essential public utility, like water and electricity, to
all Eagan residents.
Some communities are already doing this. Eastern
Tennessee, like AccessEagan, recognizes
the high speed internet as an accelerator for
economic development:
19 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
"You had railroads, you had
interstates, and this is the
new infrastructure cities need
to have," said Jody Wigington,
Eo of Morristown Utility
Systems (MUS), which is
providing the internet service.
"To us, this really is as essential
to economic development as
having electricity or water.""
should offer affordable high speed
internet toresidents:
• Mobilework/work at home. Increasingly,
work isn't a place you go, it's what you do.
High speed internet at home will be an
expectation for future workers.
• Digital education. K-12 students are
expected to post their homework to digital
chalkboards and online folders from home.
Community -wide wireless internet services
would enable that, and close the "digital
divide" where it still exists. In addition,
robust internet service enables students to
participant in MOOCs (massive open online
courses) from Harvard, MIT, Stanford, and
other institutions from their homes.
11 Jim Metheny, "Need for Speed. City Utilities Fight to
Offer Internet'; WBIR, May 6, 2015.
01
0.2 Invest min an
`nakerspace
lu
A makerspace (sample pictured below) is
a physical location where people gather to
share resources and knowledge, work on
projects, network, and build. Makerspaces
provide tools and space in a community
environment—a library, community center,
private organization or campus.. Expert
advisors may be available some of the time,
but often novices get help from other users.
The makerspace—sometimes referred
to as a hckerspace—is often associated
with fields such as engineering, computer
science, and graphic design 12
Makerspaces are important to
Eagan for several reasons:
• Makerspaces reinforce the schools'
focus on STEM (science, technology,
engineering and math) or STEAM
(science, technology, engineering, arts
and math). Makerspaces often host
experienced engineers, electricians, and
others to teach classes to the public.
• Makerspaces are multi -generational
places where elders and children can
learn and create together. Makerspaces
encourage collaboration, thereby
reinforcing connections among residents.
•
In the same way that the rec center offers
expensive exercise equipment (basketball
courts, weight machines, etc.) to all
members, makerspaces make expensive
equipment like lathes and 3D printers
available to members or the public.
These tools are critical to inventors and
entrepreneurs who are trying to model or
testa physical product.
12 https.Ilnet.educause.edu//���r//ibrarylpdf/e/i7O95.pdf
EAGAN FORWARD I A VISION FO.R.EAGAN'S NEXT 20 YEARS 20
A or
were
media,fttfft
the chalkboards,
Facebook.
Eagan has a strong and increasingly organized
arts and cultural community. Although large
cities like the Twin Cities and Chicago can
boast a broad spectrum of artistic offerings,
from world class orchestras and operas
to seasons of broadway shows, suburban
communities like Eagan can become creative
enclaves, places where artists and creatives
can do residencies and experiment.
Three ways Eagan can strengthen
its creative economy:
• The Berkshire Creative Economy Project
helped the region diversify its economy
through a targeted plan to grow the
creative and cultural economy. Learn more:
http://www.mtauburnassociates.com/
pubs/Berkshire_Creative_Economy.pdf
• Cedarburg, Wisconsin's "Old Mill"
(at top right) was repurposed into an
artists' coworking space, where artists
rent individual studios and also sell their
creations out of their workshops. It's
a popular tourist destination, because
visitors meet and interact with the
jewelers, metalsmiths, painters and
sculptors. It has grown to become a
gathering spot for community festivals:
21 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
http://www.cedarcreeksettlement.com.
Although Eagan doesn't have old buildings
it can repurpose, it does have underutilized
strip malls.
• The Kohler Company in Kohler, Wisconsin
hosts artists -in -residence for two- to
six month residencies. Participants are
exposed to a body of technical knowledge
that enables them to explore forms and
concepts not possible in their own studios
as well as new ways of thinking and
working, http://www.jmkac.org/index.php/
artsin d ustry- residency
1 nve t In a
community art
center
ISD 196 prides itself on a robust arts program
and regularly turns out award-winning students
in theater, music, and fine arts. Beyond the
schools, Eagan has a robust and increasingly
well organized community of artists who
produce a rich variety of visual and performing
art in the community. But the Art House, the
space that hosts it all, is not aspirational.
One citizen summed it up:
IQ
"I have taken an art class at
the Art House and feel it
lacking in space, organization, clean
environment, etc. It's a very out -dated
facility compared to our surrounding
cities ... such as Bloomington,
Burnsville, Lakeville, Richfield,
Hopkins, Savage, Rosemount, etc.
[We need to] expand, renovate, or
rebuild a new facility that Eagan
residents would be proud of. Besides
visual arts, it could be large enough
for performing arts, provide an art
gallery of local art, rental options
offered to public, etc. An art center
helps to strengthen a community
closer together, and would offer
entertainment, education, and income
to the city and it's residents through
rental and fundraising opportunities."
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 22
Strategy Summary:
Eagan is Creative and Innovative
Goals
Stakeholders
Resources
Needed'
3.1 Offer affordable
• City of Eagan (staff
• To be determined
high speed internet as
and council) including
Technology Working Group
a public utility
• Gable companies
• AccessEagan advisors
3.2 Invest in an Eagan
• Public library;
• Equipment could
makerspace
• Private investors
be donated by area
businesses
• K-12 schools
3.3 Develop an
• Investment in a feasibility
• Eagan arts alliances
economic strategy to
study
strengthen Eagan's arts
• Convention and Visitors
and cultural sector
Bureau
• Grant writer
• Philanthropists orfunders
• City of Eagan (staff &
council)
3.4 Invest in a
•Eagan arts alliances
• To be determined "
initiatives, tracks more than 60
<s: http://muninetworks.org
I makerspaces
ie.com/2014/10/07/
f the creative economy:
e of the arts in stimulating states'
NDECONOMY.PDF
,cipline art center that includes
w.jasperindianagov/egov/
Eagan 1 Destination
Do you hear that sound? It's the sound
of money leaving Eagan and being spent in St.
Paul or other communities for better or more
accessible dining and retail options.
More than anything, citizens of
Eagan want more retail options.
More dining options. More independent
restaurants and shops. They want those
options to be walkable. And they really, really
want a Trader Joe's!
As Eagan becomes larger there is an
opportunity to develop dynamic pedestrian
friendly retail areas. Here are some methods
to make Eagan a destination, to draw people
from the Twin Cities after hours:
As previously discussed in Strategy 1, urban
villages are an exciting option for suburbs
going through redevelopment, or those
suburbs hoping to attract young professionals
or hang onto empty nest Baby Boomers.
Eagan already has one version of an urban
village, and Eagan's next comprehensive plan
(which will begin in 2016-2017) should adopt
many of the guidelines as laid out by Ellen
Dunham -Jones and June Williamson in their
book, Retrofitting Suburbia: Urban Design
Solutions for Redesigning Suburbs. 13 Some
elements include:
Modifying setbacks. Typical suburbs
require setbacksb u nd reds of feet
long. This creates large expanses of
asphalt for parking in front of a retail
establishment. By decreasing the
amount of setback, stores are closer (and
more visible) to passersby.
• Decreasing retailers' footprints. The
"big box" phenomenon of the 1980s
and `90s is being reversed. Today,
retailers from Whole Foods to Target
EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS 24
are finding that smaller stores are not
only more acceptable in communities,
they can be as profitable.
• Walkability. While traditional
suburbs favored the car, retrofits
favor pedestrians.
• Multi -use. As the Belmar example
demonstrates, urban villages that offer
first floor retail with second or third -floor
residential options, are popular.
Density. In this case, we're not talking
about ten -story high rises like CityVue.
In the context of urban villages, density is
based on the concepts of new urbanism
where single family (one story) homes
are adjacent to modest two-story mixed
use buildings, that eventually abut three -
or four-story buildings.
offerin mixed-use in
this ra�ual, concentrated
wayenables Eagan
to accomplish man
of the goals citizens
requested: an "urban
center," walkability, more
affordable housing for
seniors and Millennials
(if multi -story buildings
offered elevators), and
numerous places to eat
and shop, within a short
walk. In addition, it would
make Eagan less car-
deppendent and decrease
CO2 emissions.
25 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
Here are some ideas to help Eagan get a more
dense and interesting mix of retail:
- Organize a citizen writing or calling
campaign to recruit Trader Joe's
• Host a dinner with Eagan -based chefs
and asked them what it would take to help
them set up shop in Eagan
• Eat ten more meals in 2016 at one of
Eagan's 30+ independent restaurants.
• The City of Eagan's Facebook page
could promote a local restaurant or
independent retailer once/week
• Reconsider the City's policy on food
trucks. Currently, the city has strict limits
on food trucks. What policies would
enable residents to have access to
food trucks at certain days/times? For
example, other communities have food
trucks on a designated night of the week,
in a designated neighborhood.
EAGAN FORWARD I A VISION FOR EAGAN'SNEXT 20 YEARS 26
Update Eagan's
As Eagan enters its next generation of
redevelopment, and deploys the Eagan
Forward plan, it's time to update its brand.
27 - EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
I
Update
5�
q
The City should work with a local designer
to create a new City of Eagan logo and
corresponding identity system.
51 Update.
Eagan's brand
The City of Eagan should gather
stakeholders, e.g. Convention and
Visitors Bureau, Dakota County
Regional Chamber of Commerce,
and art community representatives,
to consider ways to commonly
brand the Eagan area and market its
opportunities. This would include
but not be limited to:
Strategy
i t as oDestination
• Standard, unique -to -Eagan design
elements that are programmed into all
high visibility public places, e.g. libraries,
city hall, community center, etc. The City
has made a great start with the natural
stone elements at the Community Center,
and other select venues.
• Design standards in the new
comprehensive plan that represent
the city's new brand. One citizen
recommended to "Emphasize culture
& craftsmanship through public art,
brewpubs and community events". In West
Central Texas where limestone is plentiful,
the communities use the "Texas star"
stamped into all community entrances.
Goals
Stakeholders
Resources
Needed
5.1 Update Eagan's logo
--City of Eagan (staff and council)
• Graphic designeror firm_
- Convention and Visitors'Bureau
• DakotaCountyRegional
Chamber of Commerce
5.2 Update Eagan's brand
- City of Eagan (staff and council)
^ TBD
• Convention and Visitors Bureau
• Dakota County Regional
Chamber of Commerce
- Representatives from art
community
.Best Practices:
The Federation of Canadian Municipalities:offers a readiness assessment and other tools to guide
a community branding process: http://wwwfcm.ca/Documents/tools/International/Community_
Brandin. g_And_Marketing_EN.pdf
EAGAN FORWARD 1 A VISION FOR EAGAN'S NEXT 20 YEARS 28
ARM �M
q_y
Putting It To Work.
How to Operationalize the Vision
L=1
The City Council, City staff, and community must
work together on this 20 -year plan. In some
cases, the City of Eagan staff will naturally take
the lead; in other cases, the community needs to
step up and provide input and direction. The table
on the following page shows each strategy, along
with a recommended lead group.
What is a Citizen -Led
Study -Action Team?
Study -Action teams are groups of community
volunteers and stakeholders that work together to
study specific recommendations, and recommend
(or take) a course of action. I n addition:
• Study -action teams have a defined scope of
work; they study an issue, and then they take
or recommend appropriate action. When their
work is done, the team disbands.
29 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
• Study -action teams do research to reach
evidence -based conclusions; they don't rely
on opinions. They use their resourcefulness,
networks, and analysis. Although they may
invite experts to brief them, study -action
groups reach their own conclusions.
• Study -action teams include a diverse range
of people—including those who would be
impacted in the project. These are not blue
ribbon panels that are at arms -length from the
issue; members of study -action teams have
a direct interest in the issue and are united by
their commitment to do something about it.
Here are sample guidelines for
an effective Study -Action team:
Diversity: Invite a diverse team. Ideally, all
should share an interest in the issue at hand, and
should represent a broad cross-section of the
community, e.g. age, race, private or public sector,
gender, profession, etc.
Term: Many study -action teams can
conclude their work in six to nine months. Some
take longer. Some groups become bonded
and many members want to continue to work
together on related issues, after the original
project has ended.
Strategy Who Leads?
1.1 Keep' SeniorsEngaged ° Citizen -led Study -Action Team,
led by Senior Coalition
1.2 Invest in Amenities thatgppeal to Millennials • Citizen -led Study -Action Team
and Baby Boomers.
1.3 Become a WelcomingCommunity • Citizen -.led Study -Action Team
1.4 Invest in additional amenities for families and • Citizended Study- Action Team
school -aged children
3.2 Invest in an Eagan makerspace • Citizen -led Study-Action'Team
3.3 Develop an economic strategy to strengthen Citizen -led Study-ActionTeam, led by:Eagan.
Eagan's arts and cultural sector arts alliance members
3.4 Invest in a community art center • Citizen -led Study-ActionTeam, led by Eagan
alliance members arts alliance members
4.2 Attract new restaurants andretail Citizen -led Study-Action'Team
Mhiil r
IIIA: I
IkWA EL''.•
• Defining the issue clearly, in coordination
with stakeholders, as needed.
• Determining what research is already
available, reviewing it, and making fact -
based conclusions. Sources of information
must be documented and reputable. Best
practices have been listed throughout this
plan, as a starting point.
• Determining what additional research is
needed to "fill in the gaps" and obtaining it
through networks, subject matter experts,
interviews with stakeholders, etc. (Keep in
mind, there is no such thing as perfect and
complete information. It may be necessary
to make recommendations without
"perfect" information.)
• Reaching conclusions, based on the facts
obtained in the previous stages.
EAGAN FORWARD j A VISION FOREAGAN'S NEXT 20 YEARS 30
• Maintaining an objective balance at all
times, e.g. letting the facts speak regardless
Summarizing the group's conclusions.
Here it is helpful to keep three "strands" of
insight in mind.
The first i
technical:
those who will hear the study -
action group's findings must
understand the technical issues at
play. The study -action team must
demystify the knowledge, so that an
ordinary citizen can learn enough to
make decisions. It's not fair to leave
this responsibility on the shoulders
of regular citizens, or people in
government and industry - this is a
civic responsibility.
2 Second is
the political
strand -
where are decisions made that
affect this issue? What institutions,
departments, corporations, bureaus,
hearings, legislatures and so forth
are involved? What's the process to
impact those bodies? Who's deciding
what, and when?
3 The third strand
is perhaps the
most important,
because it's often the most
neglected - the spiritual or moral
strand. Study -action groups should
find the deep roots of the community's
motivation, its most deeply held
values. Communities need values that
are life-sustaining.
31 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
• Developing recommendations
based on the group's research.
• Writing the group's conclusions
and recommendations, keeping the
three "strands" of insight in mind.
• Developing ways to communicate
conclusions and recommendations to
key stakeholders.
• Influencing key decisions, based
on the group's conclusions and
recommendations.
• Determining further action, if needed.
In their best-selling.
business book, Built
to Last, co-authors
Jerry Porras and
Jim Collins found
that companies that
were able to sustain
themselves focused
on two areas:
Preserving their core values and
principles; and
Stimulating progress through
big, hairy, audacious goals
("BHAGs"), experimentation,
and continuous improvement
Eagan, of course, is not a
company. But it has been built to
last, and the citizen engagement generated
by the Eagan Forward initiative made .it
clear that Eagan has built many things
that citizens deeply cherish: strong schools,
a commitment to tree canopy and green
space, fiscal prudence, and. the arts.
As Eagan faces its next
20 years—and the technology,
economic, and demographic changes that
will shape it—this plan can serve as a guide
and a toolkit. And using citizen -based
33 EAGAN FORWARD I A VISION FOR EAGAN'S NEXT 20 YEARS
study action teams will be an important
way to engage new voices and unearth
new potential.
As a final note, this plan
included a Quality of Life
assessment See the appendix.)
This assessment contrasts Eagan to four
aspirational cities: Centennial, Colorado;
Carmel, Indiana; Overland Park, Kansas;
and Plymouth, Minnesota. Each of these
cities is similar to Eagan in that they're
suburbs of major American cities. But all
of them have something special about
them that the Steering Committee felt we
should study. The details of Eagan's relative
strengths and weaknesses compared to
these communities is detailed in the
following pages. The major takeaway is
this: if Eagan wants to become a walkable,
retail district oriented community, it
should look to Carmel, Indiana and
Centennial, Colorado, the only cities that
scored "9" out of a possible ten points in
any of the quality of life indexes.
We have learned a lot in
this.process by listening
to citizens, studying
trends, and anal zin
what makes other great
places to live" trulyg
great. Now, it's tim
g to
take action.
Agenda Information Memo
June 14, 2016, Eagan Special City Council Meeting
V. 2017 BUDGET UPDATE
Action to be considered:
➢ No action required. This is an informal check-in on the 2017 budget process.
Facts:
➢ On April 28, staff officially kicked off the 2017 budget process. Department directors submitted
budget proposals for general fund departments, public utilities and recreation facilities on June
3.
➢ The budget team—City Administrator Osberg, Assistant Administrator Miller, Finance Director
Pepper, Assistant Finance Director Feldman, and Finance Intern Eric Edwardson—will meet
with directors over the next two weeks to review and discuss individual department budgets.
➢ The Administrator's recommended budget is scheduled to be presented to the Council for
formal and detailed review at the August 9 workshop.
➢ Unless they had specific new projects or programs that aligned directly with the Council's
stated priorities, directors were instructed to submit the non -personnel portions of their
budgets at the same dollar level as 2016.
➢ In the 2016 budget, the City Council authorized a compensation study for non-union staff as
the last such study was completed more than 10 years ago. Staff has recently engaged
Springsted Incorporated to do the study, which may result in recommended adjustments to
certain salaries that could be implemented in 2017.
➢ This agenda item offers the Council an opportunity to provide additional direction or input that
would assist the Administrator in preparing a recommended budget.
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