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01/24/2017 - City Council Special
SPECIAL CITY COUNCIL MEETING TUESDAY JANUARY 24, 2017 3:00 P.M. MOONSHINE PARK RETREAT CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. 2017 GOALS AND POLICY DISCUSSION IV. OTHER BUSINESS V. ADJOURNMENT City Council Retreat Packet January 24, 2017 Moonshine Park Retreat Center 1317 J u rdy Road 3-8pm AOL— City of Eagan to TO: MAYOR AND CITY COUNCIL FROM: DAVE OSBERG, CITY ADMINISTRATOR DIANNE MILLER, ASSISTANT CITY ADMINISTRATOR DATE: JANUARY 20, 2017 SUBJECT: JANUARY 24 CITY COUNCIL RETREAT, 3-8PM We are looking forward to the Council's retreat on Tuesday, January 24 at Moonshine Park Retreat Center. We will start the retreat at 3pm, with the Department Directors attending until 6pm. They will then head home so the Council can enjoy a working dinner and time to talk with one another about the year ahead. As a team of Council and staff, we have much going on, and a lot of exciting work ahead of us; thus much to discuss on Tuesday. The following items are enclosed as background information for the retreat. 1. Detailed retreat agenda (Page 1) 2. Published retreat agenda (Page 2) 3. One-page memos from the City Administrator and Department Directors highlighting 2-3 top issues or priorities currently being faced, not only specific to 2017, but also looking ahead to emerging issues in the next 10-20 years. Each director is prepared to give a 5 minute update at the retreat to summarize their memos. (Pages 3 through 11) 4. Comprehensive Guide Plan Update Policy Questions (Pages 12 through 15) Enclosed are policy questions and information provided by Jill, Andrew and Russ regarding the Comprehensive Planning process. To help narrow the focus of the discussion, staff might suggest the following public policy questions for your discussion: 1.) There is discussion in Eagan Forward and certain elements of the residential survey, suggesting an emphasis on connectivity, bike trails, dedicated bike lanes, etc. Does the City Council support the Comp Plan addressing these areas more fully than in past years? 2.) Should the City take a more proactive approach to redevelopment in certain areas of the City to transform them into a more pedestrian friendly, mixed use type development; the urban village concept as identified in Eagan Forward and included in the current Comprehensive Plan, in certain areas in the City? 3.) In the context of the Economic Development section of the Comprehensive Plan, to what extent does the City want to take a more proactive approach to redevelopment opportunities, including land use, investment in public infrastructure, financial assistance, demolition and remodeling? 4.) To what extent should the City integrate public art policy and implementation into the Comprehensive Guide Plan? The following items are included for the Council's information and background leading into the retreat. • 2017 Senior Management Work Plan • The National Citizen Survey (NCS) Community Livability Report for Eagan (More detailed information about the community survey results are available at: http://www.cilyofeag_an.com/news-releases/news/1391-hi lgli-marks-from-eagan-residents- compare-well-nationally. • 2016/2017 Outcomes and Successes Influenced by Eagan Forward If you have any questions about the upcoming retreat, or would like any additional information to help you prepare to discuss the year ahead, please feel free to contact us. Dave Osberg_ Dianne Miller City Administrator Assistant City Administrator City Council Retreat January 24, 2017 3-8pm Moonshine Park Retreat Center AGENDA 1. Welcome and Introductions 2. Conversation with Department Directors—issues and priorities currently being faced, along with emerging issues 3. Discuss Comprehensive Guide Plan Update and Policy Questions BREAK (Directors head home) 4. Working Dinner (bpm) S. Council Conversation on goals, Eagan Forward, past goals, etc. 6. Adjourn City of Ea�noa u SPECIAL CITY COUNCIL MEETING TUESDAY JANUARY 24, 2017 3:00 P.M. MOONSHINE PARK RETREAT CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. 2017 GOALS AND POLICY DISCUSSION IV. OTHER BUSINESS V. ADJOURNMENT MEMORANDUM TO: Honorable Mayor and City Councilmembers FROM: Dave Osberg, City Administrator and Dianne Miller, Assistant City Administrator DATE: January 20, 2017 SUBJECT: Department Priorities In advance of the City Council retreat on Tuesday January 24, each member of the Senior Management Team has been asked to prepare a one page memorandum sharing the top 2-3 issue or priorities currently being faced, not only specific to 2017, but also looking ahead to emerging issues in the next 10-20 years. Each director has offered thoughts relating to their own department. Dianne and I will focus our discussion on issues that we are addressing or leading. City Hall -Police Station Remodel (and CMF Phase #2): The time is now to make improvements to the City Hall and Police Station, and complete phase #2 of the Central Maintenance Facility. A major emphasis in 2017 will be the hiring of an architect to assist with the design of the three projects. The intent is to be in a position in early 2018 to award a contract for the remodel, renovation and possible expansion of the City Hall and Police Stations, along with phase #2 of CMF. Excess Fire Stations: Reaching a decision on the fate of Fire Station #1 (Rahn Road); Fire Station #3 (Pilot Knob Road); and Fire Station #5 (Galaxie Avenue) is a major priority for 2017. Consolidation of five fire stations into three will be complete in 2017, thus increasing the sense of urgency to make decisions on these three excess fire stations. Fiscal Challenges: Without question, there is considerable excitement surrounding the numerous economic development projects taking place in the City. These include, but are not limited to: Viking Lakes, Cedar Grove projects, Central Park Commons, and Prime Therapeutic. A case might be made we are two cities under one set of boundaries: one that is experiencing considerable economic activity, and a second one that is turning itself over as we replace staff, sewer lines, water lines, buildings, parks, streets, etc. While there may be additional or different descriptions of our current state, few would dispute the financial strain the City will continue to experience. We are all expected to provide the highest quality of public service to our citizens while at the same time retaining our competitive tax rate. However, it will be imperative in future budget cycles the City Council and staff recognize the impact additional economic activity and proactive maintenance of infrastructure will have on our organization and our financial situation. Eagan Forward: Eagan Forward is now one year old; or another way of looking at it, Year 1 of 20 is complete. Eagan Forward recommendations have influenced items in budgets, CIPs, the upcoming Comp Guide Update, and the 2017 SMT work plan. Decisions will be needed in 2017 by the Council as to the level of support for Eagan Forward, which may include 2018 budget considerations as well as components of the Comp Guide update. The Eagan Forward leaders are encouraging a strong partnership with the City Council, and thus, discussion from the Council as to what that partnership looks like would be beneficial as we look to continue the progress and community engagement that Eagan Forward has offered. Responding to Changes in Service Delivery Needs, Evolving Technology, and a Diverse Community: The way we do business as a City is changing rapidly. We are committed to innovate and continuous improvement. We recognize staffing levels likely will not grow significantly. Expectations for immediacy and the ability to use technology to take action, provide efficiencies, and communicate are becoming necessities. The increasing role of technology and changing technologies themselves will impact staffing and budget decisions, equipment purchases and infrastructure maintenance, and overall service delivery decisions. Likewise, we serve an increasingly diverse community and as such, we need to make sure our services are accessible to everyone. Translation services, hiring a more diverse workforce and providing cultural competency training for staff are all examples of tools the City will need to consider to best serve the public. 13 Finance Issues/Priorities Property taxes trending toward the middle of the pack Over the next 5-20 years, absent policy changes that might reverse it, Eagan's position on the Lowest Taxes chart will probably continue to trend downward toward the average for a couple or reasons: • Larger capital projects, which in the past we have been lucky enough to pay for with cash, will likely require levy -supported bonding in the future as most cash reserves have been tapped. Examples of items we've funded with extra cash from various funds in the past 10 years instead of higher taxes: Cedar Grove TIF gap $ 17.2 million Fire Safety Center 9.3 million AccessEagan 3.0 million OPEB Trust 4.8 million FSI/Maint remodel - partial 3.1 million Total $ 37.4 million • Operating costs, which are primarily personnel costs, will tend to be above average if we continue to seek the best and the brightest and pay at the Q3 level. Maintaining our focus on a limited menu of services may offset the impact of paying above-average wages. Begin biennial budgeting with the 2018 budget? Plymouth Eden Prairie ~ wv Woodbury mwow Minnetonka ti Mendota.., Eagan mmmm Lakeville Maple Grove Rosemount Coon Rapids a 1s -city...: UT Bloomington." - Burnsville Apple Valley Inver Grove.,. W � Brooklyn Park Hastings South St. Paul West St. Paul Several of our comparable Metro -area cities have found benefits and efficiencies in producing two-year operating budgets. We are considering transitioning to two-year budgets starting with the next budget cycle (2018/2019). If the Council is supportive of the concept, here is how the two-year cycle could work: • In 2017, prepare operating budgets for 2018 and 2019, and capital budget for 2018. Approve 2018 operating and capital budgets and levy in December. • In 2018, tweak 2019 operating budget as necessary. Prepare and focus review efforts on 2019 and 2020 capital budgets—vehicles/equipment, and facilities R&R. Approve 2019 operating and capital budgets and levy in December. In 2019 ... Lather. Rinse. Repeat. With the tight timelines of our current budget process, we have typically found it difficult to give adequate attention— by both staff and Council—to the vehicles/equipment and facilities R&R capital budgets. If we have minimal amendments to the operating budgets in off years, it will afford us more time to be equally thorough and strategic in our capital budget planning. Odds and ends ... In March 2017, we plan to go live with a paperless invoice processing method. Vendor invoices that aren't already electronic will be scanned into the system upon receipt, auto -entered via OCR into our accounts payable module, and coded and approved by appropriate staff electronically. LOGIS is helping with implementation. Accounts payable staff time will shift from data entry to review. Staff in other departments—and vendors too—should benefit from a more streamlined and electronic process. We have found investing staff time in investigating billing propriety of our water/sewer utility accounts to be fruitful. For example, we increased our annual storm drain billings by $50-60,000 a year or two ago after digging into the detail and uncovering a couple dozen commercial accounts that were being underbilled. There is more digging to do, especially utilizing our GIS data, but not enough staff resources available. For the next budget cycle, we are considering requesting a person on a project basis, or an outside contractor, to complete the investigative research. `7 From: Mike Scott, Fire Chief Subject: Fire Department Priorities Mayor and Council, January 17, 2017 The two greatest challenges regarding fire/EMS services to our community over the next several years are related to a consistent staffing model and the delivery of quality Ambulance/EMS services. For the first forty plus years we were led by Volunteer Fire Chiefs who served elected four year terms. And while these volunteer chiefs did a good job on the daily operations, this created a system that had very little in the way of a consistent vision for the long term operation of the department. As such this created a back log of capital projects that simply were not addressed. We lacked a vision for the future. Since 2006 staff and elected officials have addressed our capitol infrastructure by creating an apparatus replacement plan and a plan for fire facilities. The facilities had gone from the time they were built until recent with no major upkeep or maintenance. These facilities are now overseen by the Park's Department Facilities Maintenance Division for planned maintenance and have all been upgraded or replaced. Our major capitol items are now covered well. The biggest challenge the City of Eagan will face over the next decade is staffing. For fifty years the fire department is the only city department that has been using the same staffing plan from the 1960's. It wasn't until 2006 that the fire department hired some full-time administrative staff and in 2014 a very limited full-time staff of firefighters for weekday coverage. Eagan is like many cities in the nation that once relied solely on volunteers to staff their fire department; many of these are now facing a volunteer staffing crisis. Minnesota traditionally has relied on volunteers to staff their fire department's more than most states in the Nation. According to the Minnesota Center for Fiscal Excellence, in 2013 Minnesota ranks 47"' in the nation on spending on fire protection services. Eagan loses an average of 15 Firefighters per year which causes two major concerns. One is the ability to retain the proper number of firefighters to operate effectively. The second concern is that the high turnover creates less experience/ low skill set. We experience a delay in response on an almost daily basis due to our staffing challenge. We are in the initial stages of a staffing/ EMS study that will be complete by spring. The study results will provide options to the Mayor/Council on future staffing options. These options may include additional full-time staffing, creating shifts for volunteers or consolidation options with other fire departments. The last part of the study will address the cities response to EMS calls. There are over 4,000 EMS calls in Eagan annually that are covered by the private ambulance service from HealthEast and Eagan Police Officers. The fire department only responds to major EMS calls like a full arrest heart or car accidents. Eagan Firefighters range from a minimum of EMR certified for volunteers to EMT or medics for full-time staff. Our police officers are CPR/basic first trained. As the Police Department gets busier with Police related calls and with a growing concern over response from the private ambulance service, any future fire department staffing plan should include options to have fire take a greater responsibility for EMS calls. We appreciate the support to get our infrastructure in place that will serve the community for the next fifty years and now look forward to developing a long term sustainable staffing plan for fire and EMS response to our community. 5 Parks and Recreation 2016 Accomplishments • Completed 2015/2016 update to the Parks System Master Plan, which will lead into additional work/support for the overall Comprehensive Plan in 2017 as well as other efforts in the department. • Without skipping a beat, we have worked status quo even with losing several high level staff members through change in the past few years. • Beginning the process of updating facilities all built during the Eagan late 80's Boom. Added investment through the CIP will help us make sure our system stays top notch. But keep in mind our park dedication funds will eventually dry -up, will need added funding through other mechanisms. "Moving forward" 2017 and beyond — Concerns and areas of focus Immediate impacts/priorities: • Making sure resources appropriated match the needs of the department, and each division. • Taking on the battle of local competition on part time staff recruitment challenges (ie Amazon and others paying more per hour WITH benefits for part time, seasonal positions). • Being the department that helps sell experiences, both in the parks and facilities, we need to continue working to keep things fresh. • Parks and Recreation also wants to create more "attitude" with staff within the department. This would be a good thing of staff taking more ownership into the product they provide. • Use new website and added social media opportunities to create strategy to be most effective in communicating with our community, but be less burdensome to our staff who manage it? • ADA transition plan — on the work plan. We need to be compliant and have a proper implementation plan and ADA inventory completed. Mid-term impacts/priorities: • Achieve CAPRA certification — showing our commitment to best practices in the P/R industry. • Customer service options enhanced with added online registration/purchase opportunities. • Larger items (not to be considered in traditional CIP work) will need to be studied through a feasibility study, including what financial mechanisms can be examined to pay for them: Art House, Cascade Bay, Community Center and Civic Arena. See article from Star Tribune re: park investments. • Push for added relationship building throughout community with added smaller events. • Where do we go with Green Steps Cities? • Update department Policy and Procedure manual for the department (last update January 2014) • Stay in touch with Equity issues identified in the field of P/R. Update scholarship program. Emerging issues (10+ years) • Actual improvements to be made within the community of any significant scale (ie Art Facility/CB). • Succession planning within the department for additional key staff positions. • Continued high level maintenance and care of our park and recreation system. Too many band-aids are being applied when more permanent fixes should be completed. N MENNEN AMNIbL- City of Evan �cmo To: Mayor, City Council, and Dave Osberg From: Jill Hutmacher Date: January 24, 2017 Subject: Community Development Priorities The Community Development Department has identified the following short- and long- term priorities. Eagan Forward recommended that opportunities for social connections, entertainment options, and cultural events be increased. In order to increase flexibility for private entities to offer these types of community experiences, the City Council could consider changes to City Code to allow more outdoor or special entertainment events. For example, current City Code limits temporary outdoor events to not more than once per month or three times per year. Food trucks are limited by the temporary outdoor events requirements. Applications for temporary outdoor events must be submitted 60 days prior to the event, and a Council -approved amplification permit is required for amplified sound after 10:00 pm. As a fully developed City, attracting private reinvestment will become increasingly important. Some City codes may not align with current market norms and therefore may discourage investment. One example is the requirement of two parking spaces for each multi -family residential unit. Based on recent development projects and conversations with developers, staff believes that the market demand for multifamily parking is approximately one space per bedroom. Another example is the limit of 20% lot coverage in every residential district except R -1S. In the City's older neighborhoods, where homeowners may consider expanding structures to meet current market demands, the lot coverage requirement may limit upgrades to the City's housing stock. To: Eagan Mayor and City Council Members From: James S. McDonald, Chief of Police Re: Department Goals/Initiatives/Challenges Introduction: In the text below, I will provide a broad explanation of the department's eleven goals for the coming year. These goals were formulated to meet a diverse set of challenges derived from a variety of sources with national and local roots. Statistics, staff experience, presidential initiatives, council goals along with community expectations and conversations are the "drivers" that helped define the objectives the police department is pursuing. The goals (found elsewhere in your packet) can be categorized under the five areas described below. There is no order of importance. Outreach: A committee appointed by President Obama developed a "21St Century Policing Model". Among other recommendations, the model suggested police departments create their own social media platforms to connect with residents. The department's Twitter account has been successful and interactive where we would like to expand and utilize our own Facebook, YouTube, Snapchat, and Nextdoor platforms in an effort to interact directly with citizens. I'm creating an opportunity to host a program featuring the officers responsible for the Old Town Hall Arson investigation to give a public presentation on how the case was solved. The case was our version of "CSI", where residents would be impressed with the expertise and efforts of staff. Technology: Another recommendation from the 21" Century Policing Model suggested departments utilize technology for a variety of applications. We will be studying the issues surrounding the implementation of a body camera system for 2018. Also, we will be implementing an online reporting system residents could access via the City's web page. Operations: The burden to prove cases along with the types of instances the department is managing has proven to be challenging for staff. The new retail areas draw organized groups of criminals which demand the attention of several officers and investigators. Consequently, when multiple officers need to manage calls in a specific area of the City, other parts of the community are left without police protection. Therefore, response times suffer and residents will not see a police presence in their neighborhoods. In reaction, the department developed an "Enhanced Patrol Unit" (EPU) to alleviate some of the drain on patrol and investigation resources. With the new development in northeast Eagan, this dynamic policing strategy should include an expansion of this initiative. Staffing/Training/Recruitment: The department has not realized its authorized compliment of sworn staff. Always, we are understaffed due to retirements, illnesses/injuries, long term leaves and other instances involving the management of a workforce. More than ever, we need to provide our officers with the training and equipment to manage civil unrest, work with people who are suffering from a mental health crisis, and have an understanding of implicit bias. Lastly, the demographics of the community are changing, where the department needs to make an effort to identify candidates that represent to racial makeup of the City. Evaluation of Services/Facilities Remodel: In 2017, the City will be paying the Dakota Communication's Center 1.2 million dollars for yearly services. Given the amount and the potential of a facility remodel, it may be prudent to see if the City is seeing value in the service provided. Regarding a remodel, policing needs have changed requiring an update to existing space. Moreover, the building has aged where the roof has leaked, there is an inability to control the inside temperature, and staff has encountered bats and mice within the facility. Conclusion: The results of the most recent community wide survey provided the police department with high marks. Gleaned from the data was the idea residents are concerned about the crime issues surrounding the retail areas and the future redevelopment in northeast Eagan. Some of these concerns are substantiated in some of the criminal activity our officers have been managing. An evolution of police work, facility challenges, and my personal goal of ensuring the community sees the police department as an asset to the City drive the objectives before you. If the Mayor and Council would like more discussion on any of the items put forth, I would develop a presentation at a later date. Thank you. no Key opportunities and challenges for the City of Eagan: A Human Resources Perspective Demographically, the workforce is aging nationwide and at the City of Eagan. The current average age of full time employee at the City of Eagan is 45. Approximately 160 out of the 253 full time employees were hired in the booming 1980's and 1990's. Of those, almost 30 are Police Officers serving in various positions who are eligible to retire earlier, under PERA guidelines. There are more employment opportunities for our target population to choose from; new competition is at an all-time high in Eagan with more retail job opportunities than ever. New businesses in Eagan have a direct effect on our recruitment and selection opportunities. These factors affecting demographics could be complicated by any change in federal immigration and minimum wage laws. In Eagan, anecdotally, supervisors report fewer qualified candidates for labor based (maintenance/custodial), professional and seasonal positions. Approaches; 1) Solicit nontraditional applicants: Get serious about recruiting minority and foreign born candidates, including women in traditionally "male" jobs, as defined by Minnesota Pay Equity. 2) Leverage Existing Employees: Re -think the staffing compliment at the Community Center and Civic Arena; we could meet the service needs with fewer employees who work more hours per week. # 2 Re ai' Highly 1lflotivafed and Skilled Employees; The City's full time employee turnover rate hovers around 10%, which is higher for part time, non - benefited employees. That likely will increase with more retirements and existing talent seeking competitive wages/relevant benefits and a work culture that is relevant to Millennials and Gen Z. Their values and expectations of an Employer are different than that of Baby Boomers and Gen X'ers. Approaches; 1) Change up the compensation structure and offer innovative perks and programs to promote a culture that values learning and skills development. 2) Strategically groom and prepare existing employees to fill the retirement gap. This creates promotional opportunities that are not necessarily available in an organization this size with a relatively flat hierarchy. 3 Comparlce witiedera� and Staike Ma_rtdates: City Policies, Practices and Processes are scrutinized under the watchful eye of Federal and State agencies. Here are two examples: 1) Records Management - Insuring Privacy, Retention, and Storage of these records; physical and electronic. Compliance is costly, and will result in higher expenses to the City. 2) More reporting requirements; under the Affordable Care Act (ACA); even with a new President, the national health care dilemma and Employer reporting requirements (to find new revenue sources) , will not go away. Even with assistance from our Third Party Administrators, HR gathers, compiles and analyzes insurance coverages and demographic data each month before filing a report with the IRS. In addition, we are legally bound to monitor hours worked for all variable hour employees month to month (currently there are 285 variable hour employees at the City). If even one part time employee exceeds the federal standard for an acceptable number of work hours per week, the City will be fined millions of dollars per employee, per infraction. In addition to the fines, the City is legally compelled to offer the employee medical insurance retroactively at the City's expense. Public Works Department— 2017 and beyond As we near the completion of the first phase of the latest renovation of the Central Maintenance Facility (CMF), we begin to plan for the second phase of this final endeavor to enable the ultimate use of the CMF. Scheduled for construction in 2018, the final improvements will include the last enclosed storage building on the site, connecting to the new utility storage building, and the long awaited vehicle washing facility. The additional storage will protect City vehicles and equipment, while the washing facility will lengthen the usable life of vehicles, recovering the improvement cost over time. The CMF improvements are a modest example of asset management. The improvements are intended to protect City resources and lengthen the life of the investments, thereby providing good management of the assets and maintaining their value to the City as long as practical. As chief stewards of the City's infrastructure, the PW Department is striving to enhance the management of all assets in a similar fashion. Staff has been pursuing asset management software, in conjunction with a state wide effort, that will help the City best extend the life of utility pipes and facilities, similar to the success it has had over the past 25 years with the Pavement Management Program. A study will be completed in 2017 to help analyze the best available software and quantify the associated benefit to help justify a 2018 acquisition. Asset management utilizes technology to help public agencies make the most of their investments. The more technology can be utilized to collect infrastructure data, reducing the amount of transcribing efforts by staff, the more efficient the implementation of asset management can be. While it is not the intention of PW management to reduce the number of existing staff, anticipated challenges in staff replacement (see HR's summary) and increased demands for services are expected to require PW staff to do more at current, or even reduced, staffing levels. The use of mobile technology allows the immediate electronic collection of infrastructure data with GPS accuracy, while ensuring compliance with the Comprehensive Guide Plan. PW staff has dabbled in the use of a few mobile software applications, but more uniform use of such measures across the department as recommended in the Geographic Information System (GIS) Needs Assessment and Strategic Implementation Plan (completed in 2014) is warranted. As forecasted in the GIS study finished more than two years ago, mobile computing has continued to expand and with it the development of GIS software for use with mobile applications. Staff has encountered vast differences amongst software applications, each often designed with the initial user's specific interests in mind. The optimization of PW operations would best be served through the use of in-house software applications programming in conjunction with the development of a more robust GIS system. The addition of a new position, a PW GIS Coordinator, would specifically address these needs, as well as other recommendations from the GIS study, helping staff save time/money, increase productivity and improve decision making. The implementation of the anticipated Water Quality/Storm Sewer CIP projects will begin in earnest in 2017 and continue for the next several years with the support of the increased storm water user fees. Addressing the listing of lakes as impaired by the MN Pollution Control Agency with the neighborhood lakes management plans, the City expects not only to be able to remove lakes from the impaired lists, but also to keep lakes off of the list. Storm water mandates over the past 25 years at the federal and state levels continue to develop, increasing related demands on staff. And while reviews from state agencies continue to praise City efforts, additional requirements continue to expand expectations. The management of the City's Storm Water Pollution Prevention Program (SWPPP) is a city wide effort whose orchestration has evolved over the past 15 years within the PW department, shifting from Engineering to Water Quality. The growth of the federal/state requirements to the current level has now grown beyond what current staff can adequately address. An additional staff person will be requested in the 2018 budget to specifically address the City's SWPPP management responsibilities. ID Communications Department Current Issues/Challenges: A Briefing for the City Council #1. Communications Has Changed Dramatically_. We now operate in a world where there is: • An Always on Environment • Increased Public Expectations for immediacy, transparency, & authenticity • A Compressed Response Time • Multiplicity of Channels (people want to access it their way) • Anything can go viral wl public as "reporters." Interactions are now i-way Staff has done an extraordinary job growing social media & the Website. We've added tools like Twitter & Nextdoor & YouTube. We've increased Facebook Live videos. We are seen as a "highly responsive" Facebook site, but staff are checking or responding to messages between 6 AM and 11 PM, and on weekends. That is not sustainable. Communications supports virtually every major initiative of the City. On the SMT work plan Communications is responsible for 5 significant initiatives directly and supporting at least 11 initiatives from other departments. Current allocation and alignment does not address how to adequately communicate internally to employees and to get our city messages out proactively rather than reactively before public opinions or media reporting precedes it. We're already seeing this happen with Tweets from Council Chambers or sites popping up (Council Watch) attempting to frame the public message. New Apps don't replace existing communications; they add to them. While we can repurpose content, it takes time to adapt messaging to feed each medium. Don't assume we should stop print communications either. The Newsletter, for instance, is the only publication sent to all households and even 79% of 18-34 year olds report they read the city newsletter. That's a higher percentage than access the Website or see posts on Facebook or Twitter. We're not adequately responding to other needs or trends we are seeing like: 1) Strategies/ways to reach younger residents, 2) online customer service to answer questions w/ live chat features or texting, 3) addressing language or cultural barriers, and 4) Accessibility (ADA) website compliance federally mandated by January, 2018 for those who receive federal funds. We can only do so much with the staff we have. We're running hard, but we're running tired. Recommendation: Research for 2018 the merit of hiring an additional Digital Communications Specialist & conduct Communications audit to align existing communications channels with staff resources including E -TV. #i. Strategic Focus. Whether from our Resident or Business Surveys or with the analytics we get or could get from our website and social media platforms, we have a lot of data that can be mined. Good data drives better communications and continuous organizational improvement. It takes time to analyze these things, but here are two examples: i) While Eagan residents overwhelmingly rate the quality of life as excellent or good, we receive lower marks from apartment dwellers, non -whites, and men. We need a focus on how to improve communications to these community members. 2) Using tools that allow tracking of web visitors' search terms or which automates information could better deliver information people ask us for. Many more people interact with our Web & Social Media sites daily than walk in our doors. Note: it is not simply having these tools, but having the time to analyze the data and implement changes. Recommendation: See staffing above. #3. Longer-term Concern: The current fundingsource for Communications. The Eagan Communication's Department receives no general fund allocation and is funded entirely by cable franchise fees. What happens if that source goes away/significantly diminishes? 15 -year cable franchises are now only lo. The industry is pressing for "reduced or eliminated" obligations. We're seeing three trends applying downward pressure on our funding: 1) shortened franchise duration, 2) efforts to shift to statewide franchising (25 states already) and 3) cable cord -cutting which is expected to increase more than lo% a year. Recommendation: Begin to evaluate or develop alternate sources of Communications Department funding. Comprehensive Guide Plan Update Policy Questions In preparation for the retreat, the following questions and issues were raised by the departments most directly involved in the process to update the Comp Guide Plan. Parks and Recreation 1. What is the City's approach to integrating public art policy and implementation into the comp guide? o Art in public, city owned spaces o Public art in private developments o Follow other cities model, or create our own? 2. Community Health and Wellness - how do we continue building on our foundation for community health and wellness, and also link or incorporate some of the Eagan Forward initiatives into this arena and look to increase more things like trail connectivity, bike sharing programs, dedicated lanes on streets for bicycles, expansion of fitness center or a secondary location for more fitness and wellness related programming and other opportunity to promote overall community health (ice arena)? o Also increase promotion of our healthy eating policy into our concessions stands and civic buildings. Community Development and Redevelopment 1. In previous comprehensive plans, the City has designated special area districts including Cedar Grove, Central Commons, Cliff Road Commons, and Northeast Eagan that are or may be ready for redevelopment, reinvestment, and/or more intense land uses. Should the Highway 13 industrial area be designated a special area district? Should other areas be identified as special area districts? 2. As the Cedar Grove redevelopment project is nearing completion, the City Council could consider the City's role in future redevelopment. With changes to eminent domain law, City involvement in future redevelopment may be significantly different than the City's role in Cedar Grove. Does the City want to allow redevelopment to occur with a laissez faire approach directed solely by the private market? Or should the City take a more proactive approach to encouraging redevelopment and reinvestment? If the City takes a proactive approach, what is the City's role or what tools should the City use to incent this activity (i.e., rezoning, public infrastructure investment, financial assistance for demolition and remediation)? 7 Comprehensive Guide Plan Update Policy Questions Page 2 3. Eagan Forward recommended that urban village guidelines be included in the updated Comprehensive Plan. Within the current Comprehensive Plan, existing special area plans for Central Commons and Cliff Road Commons include sketches and narrative that illustrate how these areas could be transformed into pedestrian -friendly, mixed-use nodes. With the updated Comprehensive Plan, should the City take a more proactive approach to redevelopment in these areas? Should a specific location(s) be identified for an urban village? Should City staff contact property owners and businesses to discuss potential redevelopment opportunities? Should the City market the site's redevelopment potential to developers? Figure ,2Special.Arca Plasi Locations I "I'M ... 11.1 1111.1111. 1".. IMI M- 11 M11.11 Mllm!m011fala11tailamIam11alam111alllal 3-18 j Land Use. Plea. 030 Coiuprehensive Plea Comprehensive Guide Plan Update Policy Questions Page 3 Public Works Combined Utilities/Integrated Water Master Plan (IWMPj Whereas all past utilities plans and updates incorporated as part of the Comprehensive Guide Plan/Updates have been stand-alone plans without more than mere mention of another plan, if any mention at all, the three utilities of water, sewer/waste water, and storm sewer/water will be combined as one plan, recognizing the reality of the lifecycle of water on our planet. As part of this unique (first in the Twin Cities metro) approach to the consideration of all aspects of our water, the following new facets will be addressed. Integrated Storm Water/Water Quality Modeling The storm water or drainage system within the City was planned with the utilization of many of the lakes, ponds and wetlands existing within the rolling topography found here. With this design, the runoff flowing through the storm sewer has a direct impact to the surface water quality of our water bodies. While flood protection of public and private infrastructure will remain the top priority, consideration of the impact to the water quality by the storm sewer system features will be considered where appropriate. Water Re -Use The City Council has already authorized the pursuit of capturing groundwater being dewatered as part of the operations of the Seneca Waste Water Treatment Plant and its re -use for irrigation and fire protection. The combined utilities plan will extend consideration of water re -use to the utilization of rainwater collection and sewer effluent for non -potable purposes to enable the reduction of groundwater demand for the City's drinking water production. Infrastructure - Complete System Design vs Aging/Maintenance Past utilities plans have addressed the ultimate design of a completed system. While the combined utilities plan will still need to address this ultimate design, emphasis will also need to be placed upon the needs of aging infrastructure within the systems. Transportation Plan - Transit, Bicycles & Pedestrians The new plan will address transit and associated transit features to a greater extent than previously included in earlier plans and updates. Bicycle and pedestrian amenities or accommodations will also be addressed more fully than in past plans and updates and will include review by local advocates to ensure perspectives from users are considered. Ordinance Updates • Shoreland Overlay Revisions may be suggested to have shoreland overlay districts better reflect actual drainage areas to lakes when the 1000' radius falls outside of the direct drainage area or be amended for other appropriate reasons. • Regulatory Revisions Revisions based upon revisions in the requirements of County, State or Federal agencies or based upon actual experience since implementation. ) ZI Comprehensive Guide Plan Update Policy Questions Page 4 o Storm Water o Drinking Water Wetland Regulations Revisions based upon practical application of intended purposes of regulations; e.g. where enforcement of existing rules would provide little, if any benefit, but the customer's benefit in conflict with rules would provide desirable results. 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O Q v r , 4-1 43 4-1 N N lm' E to 5 W U Eagan, MN Community Livability Report 1=1 NRC National Research Center InG 2955 Valmont Road Suite 300 Boulder, Colorado 80301 n-r-c.corn 9 303-444-7863 ICMA 777 North Capitol Street NE Suite 500 Washington, DC 20002 icrna.org * 800-745-8780 �B%#kk6##AkR##AAB##AAA##AAA##4AA##AAkR#_#AA###AA4##AAB4%kk.#%AkRR#AAA##AAA##AAAA#AAAA##AA4%%AfiR# Quality €t � E Eagan kAA##kAA#%kAAR##AAs##kkRRRAkA#kkA6#AAkR#AAkR#%kAA##AA4#fiAkRR#AAB%kAk 2 Community Characteristics BA#ARRA#kkfiA#AAA#ARRA#AAkBAA#AAAA>kA6##AkA%#kA4A%BA4AABe4A.A4A%3 Governance...,... - ....... ...... -- ........ ##AA4# 5 Participation#Ak%%%AkR%#AAA##A.A#%AkA##RAA##.AA4%BAA%%#kk%##AA4##AkR%#Akk##AABS#A.A%%AA4#%kkR%#AA SpecialTopics %kkk.%%AA4%%AA###AA4%%k.A%#a.... fiAA%%.AA%#AAAe%#AA4%#AA.#%AAB##kk##.AAB#k.AR.--- Conclusionsk k #. ## A A B. ## A A B##& A e fi## A 4## A k A## k A R# #Ake ## A k R. %# A A 4## &AAS % A k A## .tt &&## k k k R S% A A e b% A A 4 S... 1 @...+ Charter Members The National Citizen SurveyT'" j� (j (" j�� © 2001-2016 National Research Center, Inc. AA n fir The NCST'" is presented by NRC in collaboration with ICMA. AMERICAN ASSOCIATION FOR NRC is a charter member of the AAPOR Transparency Initiative, providing PUBLIC OPINION RESEARCH clear disclosure of our sound and ethical survey research practices. i =W I � The National Citizen SurveyTM (The NCS) report is about the "livability" of Eagan. The phrase "livable community" is used here to evoke a place that is not simply habitable, but that is desirable. It is not only where people do live, but where they want to live. Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NCS captures residents' opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). The Community Livability Report provides the opinions of a representative sample of 492 residents of the City of Eagan. The margin of error around any reported percentage is 4% for the entire sample. The full description of methods used to garner these opinions can be found in the Technical Appendices provided under separate cover. ty of Life 'in Eagan Almost all residents rated the quality of life in Eagan as excellent or good and no residents rated it poor. This rating was higher than the national benchmark (see Appendix B of the Technical Appendices provided under separate cover). Shown below are the eight facets of community. The color of each community facet summarizes how residents rated it across the three sections of the survey that represent the pillars of a community — Community Characteristics, Governance and Participation. When most ratings across the three pillars were higher than the benchmark, the color for that facet is the darkest shade; when most ratings were lower than the benchmark, the color is the lightest shade. A mix of ratings (higher and lower than the benchmark) results in a color between the extremes. Overall Quality of Life o% 5% In addition to a summary of ratings, the image below includes one or more stars to indicate which community facets were the most important focus areas for the community. Residents identified Safety and Economy as priorities for the Eagan community in the coming two years. It is noteworthy that Eagan residents gave strong ratings to both of these facets; however, Economy was rated higher than the national benchmark. Ratings for Mobility, Natural Environment, Built Environment, Recreation and Wellness and Education and Enrichment were also rated higher than in comparison communities. Ratings for Community Engagement were positive and similar to other communities. This overview of the key aspects of community quality provides a quick summary of where residents see exceptionally strong performance and where performance offers the greatest opportunity for improvement. Linking quality to importance offers community members and leaders a view into the characteristics of the community that matter most and that seem to be working best. Details that support these findings are ratings for Community Characteristics, questions. Legend Higher than national benchmark Similar to national benchmark Lower than national benchmark Most important contained in the remainder of this Livability Report, starting with the Governance and Participation and ending with results for Eagan's unique The National Citizen SurveyTM F' k n0� ui'J What makes a community livable, attractive arra a place where people want to be? Overall quality of community life represents the natural ambience, services and amenities that make for an attractive community. How residents rate their overall quality of life is an indicator of the overall health of a community. In the case of Eagan, 98% rated the City as an excellent or good place to live and no residents rated it poor. Respondents' ratings of Eagan as a place to live were higher than ratings in other communities across the nation. In addition to rating the City as a place to live, respondents rated several aspects of community quality including Eagan as a place to raise children and to retire, their neighborhood as a place to live, the overall image or reputation of Eagan and its overall appearance. Roughly 9 in to residents rated Eagan's overall image, their neighborhood, Eagan as a place to raise children and its overall appearance as excellent or good. Close to three- quarters of residents rated Eagan as a place to retire favorably. These ratings were all similar to or higher than the national benchmark. Delving deeper into Community Characteristics, survey respondents rated over 40 features of the community within the eight facets of Community Livability. Residents' view of safety in their community was high with close to all residents saying they felt very or somewhat safe overall, in their neighborhood and in commercial areas. Resident ratings for overall feeling of safety were noted as being higher than the national benchmark. Ratings for aspects within Natural Environment, Built Environment and Recreation and Wellness were all exceptionally high with around two-thirds or more of residents rating them favorably and higher in Eagan than in comparison communities. Aspects within Community Engagement received strong Place to Live ratings by roughly 7 in 10 residents or more and were all rated similar to the national benchmark. Aspects of Economy were also rated highly, Amok Good particularly the overall economic health and shopping opportunities in -32% Eagan which received positive ratings from around 9 in 10 residents. Excellent 65% Poor 0% Fair 2% Percent rating positively (e.g., excellent/good) Comparison to national benchmark Higher mSimilar rA Lower Overall image Neighborhood Place to raise children Place to retire Overall appearance The National Citizen SurveyT'" Figure 1: Aspects of Community Characteristics Percent rating positively SAFETY (e.g., excellent/good, Overall feeling of safety very/somewhat safe) Safe in neighborhood Safe commercial areas MOBILITY Comparison to national Overall ease of travel benchmark Paths and walking trails Higher Ease of walking Travel by bicycle El Similar Travel by public transportation Travel by car Lower Traffic flow NATURAL ENVIRONMENT Overall natural environment Cleanliness Air quality BUILT ENVIRONMENT Overall built environment New development in Eagan Affordable quality housing Housing options ECONOMY Overall economic health Vibrant commercial areas Business and services Cost of living Shopping opportunities Employment opportunities Place to visit Place to work RECREATION AND WELLNESS Health and wellness Mental health care Preventive health services Health care Recreational opportunities Fitness opportunities EDUCATION AND ENRICHMENT Education and enrichment opportunities Cultural/arts/music activities Adult education K-12 education Child care/preschool COMMUNITY ENGAGEMENT Social events and activities Neighborliness Openness and acceptance Opportunities to participate in community matters Opportunities to volunteer 4 Governance Naw well does the government of Eagan meet the needs and expectations of its residents? The overall quality of the services provided by Eagan as well as the manner in which these services are provided are a key component of how residents rate their quality of life. Almost all residents rated the overall quality of services in Eagan as excellent or good. Residents rated the quality of services provided by their government higher than residents in comparison communities and much higher than ratings given for the services provided by the Federal Government. Survey respondents also rated various aspects of Eagan's leadership and governance. Around 9 in 10 residents gave favorable ratings to overall customer service provided by Eagan employees, a rating that was similar to the benchmark. Eight in 10 residents positively rated the overall direction that Eagan is taking and only slightly fewer rated the value of services for taxes paid, the job Eagan government does at welcoming citizen involvement and confidence in City government favorably. All of these aforementioned ratings were higher than the national benchmark. Respondents evaluated over 30 individual services and amenities available in Eagan. Overall, all aspects of Governance received strong ratings which were similar to or higher than the national benchmark. Within the facet of Safety, most aspects received ratings of excellent or good by around 9 in 10 residents or more and police, crime prevention and animal control all received ratings higher than what was seen in comparison communities. Economic development was also rated favorably by around 9 in to residents and higher than the benchmark. All aspects within the facet of Recreation and Wellness including City parks, recreation programs and recreation centers received exceptionally high ratings by 8 in io residents or more and all Overall Quality of City Services were noted as being higher than the benchmark comparisons. The lowest rated item within the pillar of Governance was cable television with just over Excellent half of residents rating this positively; however, ratings were still similar to 36%--, the national benchmark. Po 2% Fair 4% Good 58% Percent rating positively (e.g., excellentlgood) Comparison to national benchmark Higher im Similar an Lower Value of services Overall direction Welcoming citizen Confidence in City Customer service Services provided for taxes paid involvement government by the Federal Government The National Citizen SurveyTM Figure 2: Aspects of Governance Percent rating positively SAFETY (e.g., excellent/good) Police Fire Ambulance/EMS Comparison to national Crime prevention benchmark Fire prevention Higher Animal control Similar MOBILITY Traffic enforcement Lower Street repair Street cleaning Street lighting Snow removal Sidewalk maintenance Traffic signal timing Bus or transit services NATURAL ENVIRONMENT Garbage collection Recycling Drinking water Natural areas preservation Open space BUILT ENVIRONMENT Storm drainage Sewer services Power (electric) utility Utility billing (water/sewer) Land use, planning and zoning Code enforcement Cable television (Comcast/Century Link) ECONOMY Economic development RECREATION AND WELLNESS City parks Recreation programs Recreation facilities EDUCATION AND ENRICHMENT Special events COMMUNITY ENGAGEMENT Public information 11 Participation Are the ;residents of Eagan connected to the community and each other? An engaged community harnesses its most valuable resource, its residents. The connections and trust among residents, government, businesses and other organizations help to create a sense of community, a shared sense of membership, belonging and history. Seven in 10 respondents rated their overall sense of community favorably and these ratings were similar to those seen in communities nationally. Additionally, nearly all residents reported that they would recommend living in Eagan to someone who asks (a rate higher than seen in the benchmark communities) and slightly fewer said they planned to remain in Eagan for the next five years. The survey included over 20 activities and behaviors for which respondents indicated how often they participated in or performed each, if at all. The most common reported behaviors were recycling at home (96% said they performed this activity and this level was higher than the benchmark) and purchasing goods or services in Eagan (99%). Furthermore, around 4 in 5 residents or more reported that they had not reported a crime, were not under housing cost stress, visited a City park, participated in moderate or vigorous physical activity, talked to or visited with neighbors, read or watched local news and voted in local elections. Most of these ratings were similar to the benchmark with the exception of the number of residents reporting that they were not under housing cost stress, which was higher in Eagan than seen elsewhere. Alternatively, few residents reported contacting elected officials or attending or watching a local public meeting (17% or less). About one-third reported working within Eagan city limits, which was less than what was seen in benchmark communities. Most other aspects of community engagement had moderate participation and were similar to the benchmark communities. Sense of Community Excellent 20' Poor 5% 24% Good 51% Percent rating positively Comparison to national (e.g., very/somewhat likely, benchmark yes) m Higher oSimilar mLower The National Citizen SurveyT'" Figure 3: Aspects of Participation Percent rating positively SAFETY (e.g., yes, more than once a month, Did NOT report a crime always/sometimes) MOBILITY Used public transportation instead of driving Comparison to national Carpooled instead of driving alone benchmark Walked or biked instead of driving m Higher NATURAL ENVIRONMENT Similar Conserved water Lower Made home more energy efficient Recycled at home BUILT ENVIRONMENT Did NOT observe a code violation NOT under housing cost stress ECONOMY Purchased goods or services in Eagan Economy will have positive impact on income Work in Eagan RECREATION AND WELLNESS Used Eagan recreation centers Visited a City park Participated in moderate or vigorous physical activity EDUCATION AND ENRICHMENT Attended a City -sponsored event COMMUNITY ENGAGEMENT Contacted Eagan elected officials Volunteered Talked to or visited with neighbors Attended a local public meeting Watched a local public meeting Read or watched local news Voted in local elections ::3 Special Topics The City of Eagan included a dozen questions of special interest on The NCS. The first question asked about Eagan as a place to play and 4 in 5 residents rated it as excellent or good while only 2% rated it poor. Figure 4: Eagan as a Place to Play Please rate each of the follo►uing aspects of quality of life in Eagan: Excellent 37% Poor 2% 16% Good 44% The next special interest question asked residents how frequently they were bothered by airport noise. About a third said they had not been bothered by it at all, while about 7 in io reported they had been bothered by it at least once a month or more. Figure 5: Airport Noise In the last 12 months, about how many times, if at all, have you or other household members done each of the following in Eagan? 2 times a 1AfPPI! /fir more 26% Not a 33% ?-4 times a th 0 Once a nonth or less 23% Residents were then asked about the quality of park maintenance in Eagan and 9 in 10 rated it very positively while only 1% rated it poor. Figure 6: Park Maintenance Please rate the quality of each of the following services in Eagan: Excelle 36% Poor 1% 7% Good 55% Unique to Eagan's survey was a question about the quality of services provided by the Minnesota State Government and roughly two-thirds thought it was excellent or good. This rating was higher than ratings seen for the Federal Government, but lower than overall ratings for quality of services provided by the City Government. Figure 7: Minnesota State Government Overall, how would you rate the quallty of the services provided by each of the following? Poor 7% Excellent 10 Good 52% The National Citizen SurveyTM When asked about their level of support for additional program or service funding, roughly 6 in io residents said they were at least somewhat likely to support arts programming and facilities. Slightly fewer (about half of residents) said they were at least somewhat likely to support redevelopment in order to create an urban village or on -street bike lanes. Figure 7: Support for Additional Program or Service Funding How likely are you to support the City of Eagan funding any of the following additional programs or services. Arts programming and facilities Redevelopment to create an urban village On -street bike lanes Verylikely wSomewhatlikely 3/o 59% Residents were also asked questions related to street, trail and sidewalk maintenance and specifically about snow plowing. All aspects received positive ratings by around two-thirds or more with the condition of city trails and sidewalks being rated the most positively (go% excellent or good). The least positively rated aspect was the timeliness of plowing on city trails and sidewalks. Figure 8: Street, Trail and Sidewalk Condition and Snow Plowing Please rate the following; Condition of city trails and sidewalks Condition of neighborhood streets Quality of snow plowing on neighborhood streets Timeliness of snow plowing on neighborhood streets Quality of snow plowing on city trails and sidewalks Timeliness of plowing on city trails and sidewalks rM Excellent m Good 11 90% 87% YO The National Citizen Survey"Im Additional questions on the Eagan 2016 survey asked residents about water including the dependability of sanitary sewer water, the water supply in general and the quality of Eagan's lakes and ponds. Nearly all residents rated the dependability of both sanitary sewer water and the overall water supply as excellent or good while about two-thirds positively rated the quality of Eagan's lakes and ponds. Figure 9: Eagan Water Please rate the following: Dependability of sanitary sewer Dependability of water supply Quality of Eagan's lakes and ponds Excellent n Good 96% 95% When asked about their thoughts on priorities for the Eagan Police Department (beyond emergency calls and conducting criminal investigations), residents reported that the top priority should be crime prevention and education. Few residents (around 1 in 10 or less) said that communicating public safety information to the public or traffic enforcement should be high priority. Figure 10: Priorities for Eagan Police Department Beyond responding to emergency calls and conducting criminal investigations, which of the following do you consider the next highest priority for the Eagan Police Department (please select only one)? Crime prevention & education Promoting police -community partnerships Alcohol & drug issues Juvenile crime and safety Communicating public safety information to the public Traffic enforcement 12 40% The National Citizen SurveyTM Another special interest question asked respondents to rate how much, if at all, they considered various modes of City communication to be a source of information. Around g in to residents reported that the City website and the Experience Eagan Newsletter were at least minor sources for them. The Discover Brochure and City of Eagan social media accounts were utilized by more than half of respondents as at least a minor source of information about the City while about 7 in 10 residents said they did not use E -TV Channels as a source of information. Figure 11, Sources of Information Please indicate how much of a source, if at all, you consider each of the following to be for obtaining information about the City government and its activities, events and services: City website (www. ci tyofea ga n . co m ) Experience Eagan Newsletter Discover Brochure City of Eagan social media accounts (Facebook/Twitter) E -TV Channels Major source is Minor source E Not a source 13 The National Citizen SurveyTM A majority of residents reported engaging with the City by visiting the Eagan Community Center, accessing the City website or reading the city newsletter. Fewer residents reported attending Market Fest, visiting Eagan Civic Arena or Cascade Bay or looking at posts about the city on Facebook or Twitter. Figure 12, Engagement with the City During the last 12 months, have you: Read the city newsletter Accessed the city's website Visited Eagan Community Center Attended Market Fest Visited Eagan Civic Arena Visited Cascade Bay Saw a post from the city on Facebook or Twitter 82% Another unique question to Eagan's survey asked residents their likelihood of collecting food waste for compost. Nearly 7 in io said they were at least somewhat likely to collect food waste in order for it to be used as compost with around 4 in io stating they were very likely to do so. Fewer than 2 in io said they were very unlikely to collect food waste for the purpose of using it for compost. Figure 13. Likelihood of Collecting Food Waste for Compost Now likely would you be to separately collect food waste in your home if you knew if could be used as compost? Very likely 38% V unlikely 16% Somewhat kely 9% 14 Somewhat unlikely 17% The National Citizen SurveyTM The final custom question asked by Eagan's survey was related to the types of internet service providers residents had. A majority (57%) reported using a cable modem while about one-quarter of residents reported using DSL. Around i in to or fewer residents said they used the remaining internet service options such as satellite or fiber optic and a similar percentage said they did not have internet service. Figure 15; Internet Service Providers What type of internet service do you have? Cable modem 57% Fiher nntic satellite 2% Other 4% ie 6 25% 15 Conclusions E-agan residents en -Joy a very high quaEfl.ty of fe- Nearly all residents gave positive ratings to the overall quality of life and Eagan as a place to live. Around 9 in 10 residents or more rated the overall image of Eagan, their neighborhoods, Eagan as a place to raise children and its overall appearance as excellent or good and many of those ratings were higher than what was seen in comparison communities. Furthermore, resident loyalty is high with 9 in 10 residents saying they plan to remain in Eagan for the next five years and nearly all residents saying they would recommend living in Eagan to someone who asks (a rating higher than the benchmark). Safety and ` no_ y are p priorities for residents andreceived h marks, Both Safety and Economy were identified as top community focus areas by Eagan residents. Safety ratings were notably high with almost all residents giving high marks to the overall feeling of safety and their feelings of safety in their neighborhoods and in Eagan's commercial areas. Additionally, nearly 9 in 10 residents reported they had not reported a clime in the 12 months prior to the survey. Aspects of Economy received similarly high ratings with around 9 in 10 favorably rating the overall economic health in Eagan, shopping opportunities and Eagan as a place to work. Economic development also received high marks by nearly 9 in 10 residents and 8 in 10 residents reported that they were not under housing cost stress. City provided services are appreciated by "pagan residents. The overall quality of services provided by Eagan was rated as excellent or good by 9 in 10 respondents. Additionally, more residents in Eagan than elsewhere rated the value of services for taxes paid, the overall direction of the City, the job the City does at welcoming citizen involvement and their confidence in City government favorably. Furthermore, services such as police, fire, ambulance/EMS, crime prevention, fire prevention, sewer services and City parks all received positive ratings by around 9 in 10 residents or more. Similarly, park maintenance was seen as high quality by around 9 in 10 residents and a large majority of residents felt that the condition of streets, trails and sidewalks as well as snow plowing were excellent or good. Public engagement is strong, but may be an area of improvement for the City. Resident rating of the overall sense of community in Eagan was positively rated by 7 in 10 residents and participation as it related to recycling, purchasing goods or services, participating in moderate or vigorous activity, and talking to or visiting with neighbors was high (around 9o% or higher). Additionally, a majority of residents stated they engaged with the City by visiting the Eagan Community Center, accessing the website or reading the city newsletter. However, fewer than half of residents participated in aspects such as using public transportation, carpooling instead of driving alone, contacted Eagan elected officials, volunteered, or attended or watched a local public meeting. A similar pattern was seen when asked about engagement with the City with respect to attending Market Fest, visiting Eagan Civic Arena or Cascade Bay or engaging with the City on social media. 16 CEA:GA N,, orwardmiloo Outcomes and Successes Influenced by Eagan Forward 2016/2017 Activities Highlighted items are new since the October 2016 update Strategy 1: Eagan is a Place for All People • Safe Summer Nights—In June at Woodhaven Park, over 500 people attended the free community event held in partnership with the Dakota County Sheriff's office. The event was intentionally located in an area of the community with diverse community members as a way for police and residents to interact with one another. "Everyone Eagan"—Community volunteers collected and shared stories that showcase the residents of Eagan. The volunteers were trained by E -TV staff to operate video cameras and then recorded short stories provided by Eagan residents. Those stories will be shared with the broader community as a way to emphasize connections and understanding by highlighting the diverse backgrounds, passions, goals, dreams and stories of the people of Eagan. Approximately 44 people were recorded telling their stories. • Build a Bike/Give a bike partnership with Thomson Reuters—Thomson Reuters employees built bikes and then gave the bikes to the City of Eagan Police to distribute to children in need throughout the community. Erik's Bikes Shop inspected the bikes before they were given the City to distribute. • Bollywood night was held at Market Fest in August 2016 • ISD196 and City staff are meeting regularly to promote one another's programs and remove redundancy between the two entities (e.g. Eagan is now promoting ISD196 open swim times in City publications) • Senior Safety Academy -6 week program offered by Eagan Police to provide education and crime prevention tips to the 55+ population • The Minnesota Autism Center (MAC) opened a new grade school (K-8) to service those with autism. An expansion is proposed to add a high school and college to serve students ages 13-21. • Team 3 (Becoming a Welcoming and Inclusive Community) sewed welcome totes, filled with information about Eagan. The totes are distributed to new residents as a way to welcome them to the community. The City provides them to new residents when they set up their utility accounts. • Expanded Circulation of "News from the Front Porch" senior newsletter from 550 to all Eagan households by combining the newsletter with the Discover Parks and Recreation publication (an effort of Team 1 to improve communication with senior citizens) ,,,,,CEAG:AN,,_rwarA-P, Strategy 1: Eagan is a Place for All People (continued...) • A natural splash pad ("spray ground") is proposed in the Parks and Recreation 2018 CIP. • A natural playground at Patrick Egan Park to be built in 2017 (included in the 2017 Parhs and Recreation CIP) • The Eagan Skate Park is getting a major facelift in 2017 (approved in the 2017 Partes and Recreation CIP). • The Eagan Police Department is embarking on new programs to bring non-traditional candidates to the force in an effort to diversify the department. • On March 4, 2017, The City will host a new community -wide event, "Community Connections". A marketing emphasis will be made to attract new Eagan residents to the event (Team 3 feedback). Strategy 2: Eagan is a Healthy City • Expanded pedestrian and bicycling sections of 2040 Comprehensive Guide Plan update are underway as the update is prepared in 2017 • First bus shelters in Eagan were built on the north and south side of Duchwood Drive (by Walmart) and at Central Park Commons (on Yankee Doodle Road) • City Code tweaked to make it easier for al fresco dining opportunities or the serving of alcohol in more local eateries where appropriate • Bike racks at Central Park Commons and access from the street for bikes to park next to HyVee • Solar powered, electronic vehicle charging stations at HyVee • Solar panels providing electricity at Goat Hill Park • CityVue Apartments initiated largest multi -family renewable energy (solar) project in Minnesota • Council passed a resolution encouraging pollinator -friendly best practices in the use of plantings and pesticides in all public spaces within the City • Eagan Code amended to allow chickens, miniature pigs and bees • Xcel Energy converting Eagan streetlights to LED lights (to take place 2016-2019) • The City is considering how to support active living and access to healthy food in the Comprehensive Plan update. • Dakota County's 17 -mile Minnesota River Greenway planning is underway, with a vision to establish a greenway following the south side of the Minnesota River valley from Burnsville to St. Paul. The design work is underway, with the first leg of construction to occur in 2017 (trail from Lone Oak Road to 494). A trail/greenway is CE, A: G A No w 1-13-17 bruiard* proposed from 494 to Blacks Dog Road, but no firm construction timetables have been established for the entire segment. • Pocket parka installed by CSM as part of Central Park Commons development (opening 2017). • All LED lights used in the parking lots at Central Parhs Common, powered by a single, 50 -amp circuit. • In 2016, Dahota Valley Recycling purchased 52 new recycling containers and Dakota County purchased 25 additional recycling bins for the City of Eagan. The 77 new containers can be found at City parks, the Civic Arena, Cascade Bay, Fire Station #2, and the Central Maintenance facility. • Eagan Seniors have provided copies of DARTS' Dakota County Transportation Guide at the Eagan Community Center. • Organics recycling added to City Hall, the Police Department, and the Civic Arena. The Community Center also has had organics recycling for several years. • Recycling will begin at Cascade Bay in 2017 • The City replaced 163 City -owned street lights on Yankee Doodle Road with LED bulbs. • The City added winter maintenance of the Highline Trail, Thomas Lake Parks, and Central Parks for recreational purposes beginning in winter 2016/2017. • Park recycling was expanded at Northview Park and Lexington/Diffley Athletic Fields in 2016. Central Park to get recycling containers in spring 2017. • New benches and year round bike racks have been added at City parks and City Hall per feedback from the biking community. Additional benches and bike racks are included in the 2017 Parrs and Recreation CIP. Strategy 3: Eagan is Creative and Innovative • Council approved franchise agreement with Century Links—bringing cable/high speed internet competition to Eagan • iLAB Makzerspace opens at Wescott Library • Vibings announce Tech Accelerator at the new headquarters to showcase students and young entrepreneurs seeking investors • The City is encouraging Fiber to the Home (FTTH) deployments, most recently with Centuryl-ink with their apical experiment. • CityVue apartments moving to Phase II expansion. Recognized for large solar power component and reduced footprint and runoff by utilizing underground and ramp parking, and avoiding large impermeable surface parking. • Eagan artists offered Community Supported Art (CSA) "shares" to purchase • Eagan's Old Town Hall is restored with a combination of funding from the City, grant dollars and donations from the community. 1-13-17 1 U1 wardoolool, Strategy 3: Eagan is Creative and Innovative (continued...) • The 2017 ParIQs and Rec CIP approved, which includes $20,000/year for public art installation, new natural playground at Patrich Eagan Parr. Splash Pad/"Spray Ground" included in proposed 2018 CIP and grant funding being pursued. • Included on the 1/17/17 Council agenda is a purchase agreement between the City and Art Worlis Eagan for AWE to buy the Fire Administration Building. • Eagan received a $100,000 donation to build a plaza outside Old Town Hall, with remaining funds going towards additional historic displays inside Old Town Hall • The City's new, modernized website will go live in February 2017. Strategy 4: Eagan is a Destination Community • Reach out to Lalzewinds Food Co-op and Trader Joe's for sites to consider in Eagan • Eagan Forward retail and restaurant goals shared with Blue Plate Group and Hospitality MN • Tavern on Eagan coming to Central Parr Commons • Bald Man Brewing and Tap Room opened in Eagan • 2nd annual Food trucks festival held September 10, 2016—estimated 8,000 people in attendance (3rd annual food truclz festival happening August 18, 2017) • Eagan Forward Team leaders meeting with Vihings VP for Stadium Development on Oct 13, 2016 to share vision and feedbaclz for the proposed development. • Cedar Grove Transit Station on Highway 77 opening a new Center Station with a pedestrian wallzway in 2017. + Sun Country Airlines relocated to Eagan, Summit Orthopedics opening a 70,000 square foot orthopedic health care facility in early 2017, and a new medical campus is under construction next to CityVue Apartments. • The Vikings Headquarters and practice facility are under construction, along with 200 acres of urban village development to include a stadium, orthopedic campus, mixed use development, and the possibility of a conference center hotel. • The Business Journal is reporting Prime Therapeutics is expanding in Eagan. • Affinity at Eagan senior living apartments are anticipated to be constructed in early 2017 in the Cedar Grove area. • Complete Streets, urban village designation, redevelopment opportunities, public spaces, biting/walbing improvements etc. are all being considered as the City prepares the 2040 Comprehensive Guide Plan update. A 1131 orurar dmoblo Strategy 5: Eagan has an Updated Brand • "Eagan" on NY Times crossword puzzle for the first time (previously Edina was the "E" suburb of Minneapolis/St. Paul frequently used) • Eagan launches use of Nextdoor as another avenue to communicate with residents • The City's 2016 Residential Survey, administered by the National Research Center, compared Eagan to 400 other communities, including Plymouth, MN and Overland Pariz, KS, two cities used as benchmarkq communities in the Eagan Forward Plan. A total of 98% of Eagan residents rated Eagan as excellent or good as a place to live. Eagan staff is reviewing the data for specific areas where we can improve as a community. Renowned designer Allan Peters has been retained by the City for our branding/logo efforts. The community engaged in the effort by providing words describing Eagan that are now informing the design. Logo designs are currently being drafted. The new logo is expected to be revealed in spring 2017. Strategy 6: Putting it to Work • Eight Eagan Forward study actions have met since February 2016 to develop their goals and start putting ideas into action • City has distributed all surveys of Eagan Forward teams via the City's social media and web platforms • City staff are planning their 2017 work? plan, with many efforts having direct connections with Eagan Forward initiatives and recommendations • The Eagan Forward leaders are meeting with Mayor Maguire and Councilmember Tilley, along with Rebecca Ryan (via Shype), in January 2017 to define next steps for Year 2 of Eagan Forward.