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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. 10 + (� + Z w u O w w O� z U UO .Oz O wiz--OUry z =w=wQ � ��SZQEll w . ry LU �®®Qm LU 0 0 U-1 w U w�U�U U >Q<OQ w ate. z > � u V) LL. 0 U �-- Lu (D < _ . w w C� N° LU LU F- O®wQz O w Qo Owv)O w E O -� I— w Q:� , :D w u� O Z Z C)wCL>� w ui (D LU WU:Ezo U 0 LU m O Q 00 w U CL z w OLLJ J z 0 . a u 0 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 aim 1 J 1 iM W X" FAI 4-J V 4 44 N e q-: W 2 ul i m N U J N N U L W O 1� •P LL CD E c 0 L - .P c w 0 o V W 0 0 0 .O i ;a " N = 4-+ on w Z r� �M w 0 Y & n --I 440 M. O E O E LL N C Ln 00 w j� Z6 `12 -N V) ► 9 Ln L 7 N aa) mE E - L T @ E "a)OL a) 7 O O) m¢°„°z o a m m m m T m . U0 +' •L 'n > E Q U) Co In H L C O 7 W O J O � 7 N U N> a) U1 L w C C 7 @ O m @ a @ L E N Y O 'C N u O �> pf N L o C L C N @ O O U1 ) @ U, yEEcL L . 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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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O J 'E o O E C EL LL Q �i N N Q w •C y N O N o t N Y N C O 2 A Y o 'd d a 'E c W v M o d o > 3 A 0` E> E v O c v m o m v 'o 1- rn Q ro o v F o ac o = m '� E U o rn > w D u w U c a w E O u c v Q w H w U a a a w w m � 0 N 0 N Z 7 N N N lO I 0 M d O M cl c� cif 'j N c +-j CZ U O I 0 M d O M 'j N � a I 0 M d O M I Z cn �U 0 V ouly -I� V . cn ct 0 V ouly N r' NN V v 1e�N� V O Z ^� T-1 4-J O 4--1 ct 4-1 � uv f --1 N r' NN V v 1e�N� V O Z ^� • N I w 0 r bio cz P4 O 4—J cz Irl vLl ci 4—J ;--4 0 4--J ct cz ME b -C r -I bctio cz 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. > a sly • 4-J �W o � T • Co o s � '.� 4— V) ! O W - �I ,L U a R O E V) Z c6 E o •m •I Ln -L E W • ® eLn e C e O 3 • r / W V) M. Z _ S c6 E o •m •I Ln -L E eLn C e O V) 4-1 `V... U C6 G - _U . M W ,m + t� CD cu ® � N > .� 4-J > N Gi 0 Uuo S L' 4-J V) C � Q cu o Co � ® ..UJ O 'bn W gift u 0 4— u 11 11 --- V) LD 0 "T3 a ) e 0 1 0 O C� %,C bJD O 4-j V v � � V bO bA a� --j U � a' u Z4;� ® C71 ® � bO E—+ 44 , fs.1 ® • • s • • �1 �, � O 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 � � q�^ y .. � � \ WILL :� \ � \�� 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 fi X33._ � �; - L-1- Z �����_>QUT 0 W00v,"-0N:.�- >•-� j vi 0 �-� �0•� U Q W 0L0)U;+_�N(DO F— >00:)_OFUJ •n��_Q 0 •0000000.5 U 00� I- 3�o0_��a���a� U �O�Q00LU � V) 0 0 3� �V) O �- � 0 0 � -- w -+- 0 00 4--.0 4J O�0U0 Q 04- 0cn 0U0.00�U00 ��-+- � O V)00 0U0 U � -4- O U 12 ry W _ E C E LUV O •� 06 L i W O ry U o U o I a� -I- o �Q —�- o Kz- -F- LU -f-- (D N Z w U U cn U m m cn a) i- � i i _ �_ 0 — O l}J i 0) -� �a) c- O� O=a) i 0 0 N a) a) 0= �x �'3 a�.� o oda) U U E _ -Ca) N0.0 00 -0-0 a) 03 �QU oQ3 U� o� 0%.1.- 0 0 -1 E oD i- y- 0 0� oo a� i=- 00 } V)>� U U U E* N _ O U Q �O0 E U Q} 0 ,_ O Q Q E N Q� p Oma— n U.N C:U O,_0 O a) ��a) 0 � O= ONS �>-0 �N 0 N 0 O O U 0, —0E O N� D'DO -F O'�0 a) D, -00 00 "-- U) v o = ��•� �� tea) O.0 OL ��Q USE 15 Q0 � 0 D EOE E Q L OQQ Q) QUO L� _O 0 Q E O sn cn O O� �-O +- O -C) "'• XUO Lu a) X� 0E0 NU N' w moi- 00 o �� �a�> a) -Q v 0o o -+-- 0 C)U 0 0 0 O� � 0� -0 w��� w0 U) V) C0 Dui H ON 0=5 "' UO 0�� wUN �N �� 00� 0100 0 aV).E LC) O E p0)- �0 Q V) O-0 y Q 0 i N V 0 V nLU Lu au3v��o a0). a - a) O -1.- w w S U Q 0 m 0 v� 0 -F- Q w � � U O y- w �.._ �- U Q u - Q - 0 LOU U Q 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 � \� § �.y�\ 2a 2» \ � � / �� : .\\� �� � � ƒ I « \ \ r U 4-J • �-4 N 4 ct j O ® CA 4 .......... • 4-J. Lip 9 v Y R it` .0 oLv ® -0 � 4tl. aU �� 0Cvw M LU,� M a A)` 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 s 0 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. Attachments (0)