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06/13/2017 - City Council SpecialSPECIAL CITY COUNCIL MEETING TUESDAY, JUNE 13, 2017 5:30 P.M. EAGAN ROOM EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. FIRE STAFFING/EMERGENCY MEDICAL SERVICES STUDY RESULTS IV. SURPLUS FIRE STATIONS REQUEST FOR PROPOSALS V. JESS LUCE, DAKOTA COUNTY COMMUNITIES FOR A LIFETIME UPDATE VI. SPECIAL EVENTS ORDINANCE CHECK IN VII. REVIEW OF ALCOHOL LICENSE REGULATIONS PERTAINING TO CASUAL RESTAURANTS AND TO OUTDOOR PATIOS VIII. 2018-2019 BUDGET UPDATE IX. OTHER BUSINESS X. ADJOURNMENT Agenda Information Memo June 13, 2017 Eagan Special City Council Workshop III. FIRE STAFFING/EMEREGNCY MEDICAL SERVCIES STUDY RESULTS Action To Be Considered: Provide feedback on the Fire Department Staffing Study Report and direct placement of the report on a future City Council Agenda, after further review and discussion by the Finance Committee. Facts: ➢ Since 1963 the Eagan Fire Department has been primarily staffed by volunteer or paid -on-call firefighters. ➢ Across the nation it is becoming increasingly challenging to staff a fire department with all paid - on -call staff. ➢ On November 15, 2016 the Council approved hiring CityGate to perform a study on our fire department staffing models, the response to emergency medical calls in Eagan and fire response times. ➢ CityGate Associates LLC has extensive experience in accessing communities Fire/EMS needs and making recommendations of options for a future staffing/response models. ➢ The Mayor, City Council Members, numerous Staff, residents, business owners and other stakeholders were interviewed by the consultants as part of the study. ➢ Stewart Gary from CityGate will present their findings to the council. Attachments: (2) III. -1 CityGate PowerPoint III. -2 CityGate Final Study Staffing, Emergency Medical Services, and Response Times Study Presented to the City Council on June 13, 2017 CITTfi t flSS°CfflTfS, LLC [IF & FM,:RGFNCY SFRVIi The Business of Better Government www.citygateassociates.com 1 (916) 458-5100 Fire Service Delivery Policy Choices • There are no mandatory federal or state regulations directing the level of fire service response times or outcomes. Thus, communities have the level of service they desire and can afford. • The body of regulations on the fire service states that if fire services are provided at all, they must be done so with the safety of the firefighters and citizens in mind. • Deployment is about the speed and weight of the response: — Speed = single, neighborhood -based units controlling moderate emergencies quickly. — Weight = multiple units amassing quickly enough to stop serious fires. 2 ;': CITT fTt flSS°CIflTtS, LLC Service Level Goals • Time -temperature curve in building fires • EMS survivability in full arrest • Suppressing fires before they spread to adjoining buildings and wildland areas • Keep small fires small • Save people with potentially fatal medical emergencies • Policy question — Will the current staffing system deliver the needed result? 3 n CITT fTt flSS°CIflTtS, LLC HOME FIRE TIMELINE FLASHOVER 11h minutes or less 2-3 minu Deadly Heat. Flames Ei Smoke are Controlled Smoke Alarm Activates Fire Sprinklers, Odds of Escaping Decrease Significantly No One Survives r laa hover minutes Witho inklers, Fire Growth is Unrest icted 0 minutes Fir '"g eirs Open Hose Nozzles WITH FIRE PRIKVA DETECTION OF FIRE REPORT OF FIRE DISPATCH RESPONSE TO FIRE TIME IN MINUTES Based upon national averages FIGHTING FIRE 9 10 Home Fire Sprinkler C 0 A L ITIO N Protect '+'11.11 YOU Value host' 100_. 60 4Q.. 20 SURVIVAL REDUCED BY 007-10°k EACH MINUTE DEFIBRILLATION DELAYED 10 15 Time to Defibrillation (minutes) 20 25 Citygate's Overall Opinion • While the POC firefighter system should not be dissolved, it is no longer providing enough staff for serious emergencies needing immediate response. • The Police Department needs to begin the transition away from all EMS first response to provide more proactive, community-based policing time. • Thus, the City is at a crossroads concerning the level of public safety services it wants to deliver as the City continues to grow. 6 n CIMflTt flSS°CIflTtS, LLC 10.8 POC Firefighter Staffing for Immediate Need Incidents with at (east 12 Responders Responders within 20 Minutes Responders within 19 Minutes Responders within 18 Minutes Responders within 17 Minutes Responders within 16 Minutes Responders within 15 Minutes Responders within 14 Minutes Responders within 13 Minutes Responders within 12 Minutes Responders within 11 Minutes 16.1 20.1 18.4 12.6 11.6 11.5 10.9 11.3 9.8 9.9 =. 5.6 5.4 0.0 5.0 The NFPA goal is for 15 firefighters to arrive at building fires within 11 minutes. 10.0 Staffed ■ Unstaffed ■ All 7 n CITT fTt flSS°CIflTtS, LLC Eagan POC Firefighters per 1,000 Population (1970-2016) 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1970 1980 1990 2000 2010 2016 8 *: CIMflTt flSS°CIflTtS, LLC Hourly Emergency Demand Patterns — 2016 Hour 00 ' 1 Mon 5 ' 2 Tue_3 Wed 2 +4 Thu + 6 5 Fri 4 6 Sat 6 I 7 Sun 3 Total 27 1 01 2 2 5 4 3 6 4 26 02 9 5 0 6 2 2 3 27 03 4 3 4 1 3 8 5 28 04 3 3 2 5 1 5 2 21 05 7 5 3 5 4 3 0 27 06 7 10 15 7 14 3 4 60 07 12 14 13 16 10 6 7 78 08 18 13 14 14 15 12 4 90 09 18 16 14 21 13 19 11 112 10 15 13 12 15 13 13 6 87 11 16 17 14 14 15 17 13 106 12 19 30 29 19 17 11 11 136 13 18 16 18 17 21 8 8 106 14 16 18 24 19 17 18 7 119 15 13 13 19 12 16 12 11 96 16 16 19 25 19 16 11 12 118 17 16 15 18 12 21 17 9 108 18 15 12 21 17 15 11 13 104 19 10 16 19 13 8 10 14 90 20 8 5 16 11 12 11 11 74 21 10 13 10 9 13 6 8 69 22 7 8 4 8 8 5 9 49 23 10 9 4 6 6 8 6 49 Total 274 276 305 276 267 228 181 1,807 9 CITT fTt flSS°CIflTtS, LLC POC Program Response Pattern Outside of the Limited Career Hours Hourly Percent of Incidents Receiving a 7:30 -Minute Response for Unstaffed Hours Hour 1 Mon 2 Tue 3 Wed 4 Thu 15 Fri ...file i 7 Sun Hourly % 00 0% 0% 0% 50% 11% 01 0% I 0% 100% 0% 11% 02 0% 0% 0% 0% 0% 03 0% 0% 0% 0% 0% 0% 0% 04 0% 0% 50% 0% 0% 0% 11% 05 0% 33% 0% 0% 0% 8% DAYTIME 18 43% 14% 23% 25% 50% 25% 50% 30% 19 60% 0% 43% 75% 0% 25% 0% 29% 20 0% 0% 0% 20% 63% 40% 0% 21% 21 80% 50% 50% 40% 0% 0% 25% 37% 22 60% 33% 0% 25% 0% 0% 17% 24% 23 0% 25% 0% 0% 0% 0% 7% Daily % 28% 18% 27% 23% 26% 19% 10% 22% 10 ;': CITT fTt flSS°CIflTtS, LLC Key Findings • Consider setting a best practices -based response time policy to drive the planning and oversight of fire services as the City grows. • Overall, the Department's apparatus, stations, training, and supervision is consistent with best practices. • There is considerable expense in the POC firefighter program in training, equipping, and turnover. 11 n CIMflTt flSS°CIflTtS, LLC Key Findings (cont.) • If the 25 POC firefighters who made a responding apparatus just 25 percent of the time or less were not replaced due to normal attrition, the annual savings would be $359,125 in ongoing expense that could be used to partially offset increased career staffing. • The current POC firefighter annual flat pension system payment does not recognize or incentivize POC firefighters to be available for immediate need emergency responses. 12 n CIMflTt flSS°CIflTtS, LLC Key Findings (cont.) • The Department has done an excellent job of matching the limited career staffing to the hours of greatest need. • If no changes are made in the near term after this study, the limited career staffing and deployment hours should be continued. 13 n CIMflTt flSS°CIflTtS, LLC Recommendation #1 • If the City Council and community choose to deliver urban best practice outcomes to building fires and life-threatening medical incidents, the City should consider funding a small career -staffed force of three engines and one ladder truck, with three personnel each from the three fire stations, 24/7/365. 14 n CITT fTt flSS°CIflTtS, LLC Recommendation #2 • If the policy choice is made to maintain and possibly grow career staffing, then during the staffed times of the day, the Fire Department should handle all EMS first responder incidents to increase the EMS trained personnel to the incident and allow police officers time needed to perform primary police functions. 15 n CIMflTt flSS°CIflTtS, LLC Recommendation #3 —Sample Response Policy • Distribution of Fire Crews: To treat medical patients and control small fires, the first -due unit should arrive within 7:30 minutes, 90 percent of the time, from the receipt of the 9-1-1 call in the dispatch center. • This equates to a 1:30 -minute dispatch time, a 2:00 -minute company turnout time, and a 4:00 -minute drive time in the most populated areas. 16 n CIMflTt flSS°CIflTtS, LLC Recommendations #4 and #5 • Absent an expansion of the current limited career staffing, the City should at least continue the current limited career -staffed, two -unit plan. • Conduct a review of crew turnout times to identify opportunities for procedural improvement. 17 n CIMflTt flSS°CIflTtS, LLC Recommendation #6 • Align POC firefighter response expectations to the community's needs to ensure the investment in training and long-term retirement stipends deliver staffing when needed on primary responding apparatus. • This could result in fewer personnel, but they would all be active. 18 n CIMflTt flSS°CIflTtS, LLC Recommendation #7 • To better incentivize POC firefighters who can immediately respond when needed, the City and Department should study converting the POC firefighter flat annual payment pension program to: — A part-time firefighter program that pays firefighters an hourly wage that does not include benefits, or — The State of Minnesota's Public Employee Retirement Association (PERA) part-time employee system that is based on the amount of hours worked. 19 n CIMflTt flSS°CIflTtS, LLC Possible Phasing Steps To be Discussed by Finance Committee • Step 1A: Expand the current two units staffed with two career firefighters to 24/7/365 cover — This would require adding six career staff and three part-time firefighters across three shifts and could result in the attrition of 12 POC firefighters. • Step 1B: Expand the two units to be staffed with three career firefighters each, 24/7/365 — This would require adding six career staff across three shifts and could result in the attrition of 13 POC firefighters. 20 n CITT fTt flSS°CIflTtS, LLC Possible Phasing Steps (cont.) To be Discussed by Finance Committee • Step 2: Add a third engine staffed with three career firefighters, 24/7/365 — This would require an additional nine career staff across three shifts and could result in the attrition of another 15 POC firefighters. • Step 3: Add a ladder truck staffed with three career firefighters, 24/7/365 — This would require an additional nine career staff and could result in the attrition of another 15 POC firefighters. • Step 4: Add three career Battalion Chiefs for 24/7/365 incident command / safety supervision — This could occur earlier, funding permitting. 21 ;': CITT fTt flSS°CIflTtS, LLC Career Staffing Plan by Unit/Step Step 1A: Two engines with two firefighters, 24/7/365 — Third crewmember to be scheduled part-time firefighters Step 1B: Third crewmember to be career Step 2: Add third engine with three firefighters, 24/7/365 Step 3: Add a ladder truck with three firefighters, 24/7/365 Step 4: Add three career Battalion Chiefs for 24/7/365 incident command / safety 22 " CITT fTt flSS°CIflTtS, LLC EMS Conversion from Police to Fire 1st Response • Fire will assume EMS first response when a unit is available for immediate dispatch in a station area. • Thus, in Step 1A, two of the three station areas will have 24/7/365 EMS first response. • Step 2 in 2020 will complete the third station area. • Response can be increased at times with part-time staffed units. • Police will still respond when there is no immediate fire unit available, or they are also needed at the incident. 23 n CIMflTt flSS°CIflTtS, LLC Final Recommended Career Force, Supplemented with POC Firefighters • The final career force will then be 12 career firefighters per day on a total of four units, plus a Battalion Chief. For serious and simultaneous incidents, the POC firefighters will increase the Effective Response Force to 16-20 firefighters. • The number of POC firefighters could eventually be reduced from 93 to approximately 35. 24 n CIMflTt flSS°CIflTtS, LLC Implementation Cost Step/Position Reduction in POC Added Care Staff from 93 in Personnel 2017 POC Staff Cost Total Savings Compensation Step 1A— 2018 Firefighters Captains 4 $540,576 $383,040 Firefighters 2 ($186,745) $180,192 Career Staff Total Costs: -15 $353,831 $563,232 Part -Time Firefighters (3) +9 $420,000 POC Reduction -12 ($172,380) Step 1A Net Costs: +6 $810,852 Step 1B — 2019 Captains 3 Firefighters 6 _ $540,576 POC Reduction Career Staff Total Costs: -13 ($186,745) Step 1B Net Costs: +6 -15 $353,831 Step 2 — 2020 Captains 3 $287,280 Firefighter 6 $540,576 Career Staff Total Costs: $827,856 POC Reduction -15 ($215,475) Step 2 Net Costs: +9 $612,381 25 n CIMflTt flSS°CIflTtS, LLC Implementation Cost (cont.) Reduction in Added Career 111111r3OC Staff from OC Staff Cost Total Step/Position Personnel 93 in 2017 Savings Compensation Step 3 — 2022 ■ Captains 3 $375,000 POC Reduction $287,280 Firefighters 6 Step 4 Net Costs: $540,576 Career Staff Total Costs: $331,905 $827,856 POC Reduction -15 ($215,475) Step 3 Net Costs: +9 $612,381 Step 4 — 2024 Battalion Chiefs 3 ($833,170) $2,721,350 $375,000 POC Reduction -3 ($43,095) Step 4 Net Costs: +3 $331,905 Total 33 35 remaining ($833,170) $2,721,350 26 n CITT fTt flSS°CIflTtS, LLC Suggested Next Steps • Absorb the policy recommendations of this fire services study and adopt revised Fire Department performance measures to drive the deployment of firefighting and emergency medical resources. • Develop a staffing -to -revenues forecast for the four steps and program dates for adding fire crews. • Implement the low- to no -cost recommendations in this study within the next year. 27 n CIMflTf flSS°CIflTtS, LLC Questions? 28 ': CITT f Tt f SS°CIflTtS, LLC FIRE DEPARTMENT STAFFING, EMERGENCY MEDICAL SERVICES, AND RESPONSE TINES STUDY MAY 25, 2011 CI1YGfl1f fi552(IfiTfS, LLC WWW.CITYGATEASSOCIATES.COM 2250 EAST BIDWELL ST.. STE. 100 PHONE: (916) 458-5100 FOLSOM. CA 95630 FAX: (916) 983-2090 This page was intentionally left blank City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study TABLE OF CONTENTS Section Page Executive Summary 1 Introduction 1 Policy Choices Framework 1 Citygate's Overall Opinion 2 Findings and Recommendations 2 Phasing and Cost Projections 7 Next Steps 9 Section 1—Introduction and Background 11 1.1 Study Purpose 11 1.2 Citygate's Review Process 11 1.3 City Overview 12 Section 2—Fire and EMS Deployment Background 13 2.1 Fire Deployment Overview 13 2.1.1 Risks and Outcomes 14 2.1.2 Safety Requirements 18 2.1.3 Critical Tasks 18 2.1.4 Response Time and Staffing Best Practices 21 2.2 Volunteer Staffing Trends in Minnesota 24 Section 3—Eagan Fire Department Background 3.1 Department Deployment 3.2 POC Firefighters Staffing System Demographics 3.2.1 POC Firefighter Response Counts 3.2.2 POC Firefighter Costs 3.2.3 POC Pension System Impacts 3.3 Current Career Partial Staffing Plan 3.4 The EMS System with Police and Ambulance 27 27 27 30 33 34 35 36 Section 4—Eagan Fire Department Response Measures 39 4.1 Response Quantities and Times 39 4.2 Response Demand Patterns 41 4.3 Response Times and Patterns Discussion 44 Section 5—Recommendations and Action Plan 47 5.1 Recommendations 48 5.2 Phased Staffing Changes 50 Section 6—Plan Costs 51 6.1 Costs of Increased Career Staffing by Step 51 Section 7—Next Steps 53 Table of Contents F91 page i ■ ■ CIIYGflTf flSS04I11E5. Lt( 114. E City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Table of Tables Table 1—Costs of Increased Career Staffing by Step 8 Table 2—Fire Department Deployment Simplified 13 Table 3—First Alarm Working Structure Fire – 13 Personnel Minimum 19 Table 4—Cardiac Arrest – Three Firefighters plus a Two -Person Ambulance 20 Table 5—Total Response Time from 9-1-1 Received to 1st Unit on Scene to 90% of Fire/EMS Events 40 Table 6—Dispatch Time from 9-1-1 Received to 1st Unit on Scene to 90% of Fire/EMS Events 40 Table 7—Crew Turnout Time from 9-1-1 Received to 1st Unit on Scene to 90% of Fire/EMS Events 40 Table 8—Travel Time from 9-1-1 Received to 1st Unit on Scene to 90% of Fire/EMS Events 40 Table 9—Hourly Incident Demand Pattern in Eagan in 2016 41 Table 10—Hourly Percent of Incidents Receiving a 7:30 -Minute Response for Staffed Hours 42 Table 11—Hourly Percent of Incidents Receiving a 7:30 -Minute Response for Unstaffed Hours 42 Table 12—Costs of Increased Career Staffing by Step 51 Table of Figures Figure 1—Eagan POC Firefighters per 1,000 Population (1970 to 2016) 3 Figure 2—Amount of Responders by Minutes – 9-1-1 Call to Arrival 4 Figure 3—Building Fire Progression Timeline 15 Figure 4—Survival Rate vs. Time of Defibrillation 16 Figure 5—Fractile versus Average Response Time Measurements 22 Figure 6—Eagan POC Firefighters per 1,000 Population (1970 to 2016) 29 Figure 7 -Number of Apparatus Responses per POC Firefighter in 2016 30 Figure 8—Amount of Responders by Minutes – 9-1-1 Call to Arrival 31 Figure 9—Eagan Fire 10 -Year Incident Demand Trend 39 Figure 10—Hourly Simultaneous Incident Rate for Eagan in 2016 43 r.l ■■ cu�r� ����ciai�s ac Table of Contents page ii fIR! 8 [R4RR6RR[Y SIRYI['.5 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study EXECUTIVE SUMMARY INTRODUCTION The City of Eagan (City) retained Citygate Associates, LLC to perform a Staffing, Emergency Medical Services, and Response Times Study for the Fire Department (Department). Citygate reviewed the adequacy of the Department's staffing quantity, as well as the response times delivered by the existing volunteer and partial career firefighter staffing system from the current fire station locations. Additionally, we evaluated the Department's role in responding to Emergency Medical Services (EMS) incidents. Throughout this report, Citygate makes key findings, and, where appropriate, specific action item recommendations. Overall, there are 10 key findings and 7 specific action item recommendations. These findings and recommendations are presented throughout the report and presented in this Executive Summary as a continuous list for ease of reference. POLICY CHOICES FRAMEWORK First, as the City Council understands, there are no mandatory federal or state regulations directing the level of fire service response times and outcomes. The level of service and resultant costs are a local community choice in the United States. The body of regulations on the fire service states that if fire services are provided, they must be done so with the safety of the firefighters and citizens in mind. There is a constructive tension between a desired level of fire services and the level that can actually be funded. Thus, many communities do not have the level of fire services they may desire. The City has always funded and operated an effective volunteer fire depai anent, which, in recent years, has evolved into a Paid on Call (POC) firefighter department. These types of organizations are typical for fire services agencies in smaller Minnesota jurisdictions. Over the last decade as the City grew, it made modest investments by adding full-time chief officer leadership and, more recently, limited career firefighters during work week hours. As this study will discuss, volunteer fire departments across America are under severe stress to train, retain, and deploy a sufficient level of volunteer personnel due to changing socioeconomics. This study will identify that, in the near term, additional investment in fire services will be necessary as the City continues to evolve and consider the service level choices for its fire services. The fundamental policy choices are derived from two key questions: 1. What outcome is desired for an emergency? Is the desire to keep a building fire to the room, building, or block of origin? Is it also to provide fire first responder EMS care, both to lessen the possibility of preventable death and severe disability and increase police patrol availability for responding to other needs? Executive Summary WI page 1 A - CD tI 1t ass9creits. uc II#i a IM[R.4[Nf? SFtYI[[S CkT1 if BSS4CIBTfi, LLC fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study 2. Should equitable response time coverage be provided to all similar risk neighborhoods? Once the outcomes are stated, the fire and EMS deployment system must be designed to cover the most geography in the fewest minutes to meet the stated outcome goals. In a large community such as Eagan, with multiple neighborhoods, it must be considered whether similarly developed areas, paying the same taxes, should all receive the same response time and staffing from a fire services unit. CITYGATE'S OVERALL OPINION Citygate finds the City at a crossroads on adapting both the Police Department EMS first responder program and the Fire Department staffing model. This study builds upon the community conversation that began over three years ago with the federal firefighter staffing grant and the subsequent reports by the Fire Chief and the City Council indicating the City's need to continue the career staffing past the grant funding cycle. To the Council's credit, it commissioned this study to provide advice on sustainable fire services. At all levels within the City, Citygate found positive involvement on these issues, transparency, and interest to continue to do what is best for the City given its ongoing transition to a vital urban center in the greater Twin Cities part of the state. The current POC firefighter staffing challenges are the result of changes in America that the City cannot avoid. Due to the support of its community-based volunteers, the City has benefited for decades from low-cost fire services. However, for the reasons identified in this study, the total staffing and response times of a POC firefighter system will no longer provide the City a robust fire services system that can meet the needs of an urban community with diverse risks to protect. Additionally, the Police Department needs its officers to spend more time on Community Oriented Policing and not on first responder medical incidents that do not require a peace officer. FINDINGS AND RECOMMENDATIONS Citygate recommends that the best parts of the POC firefighter system remain as long as there are willing POC firefighters to help the City community in this manner. In addition, a small career firefighting and EMS first responder force should be added, providing a small level of immediate staffing response around the clock that is supplemented by the POC firefighter response. The career firefighters with emergency medical technician (EMT) training—and eventually some with paramedic training—can serve the EMS first responder role as is common in the United States. When the career staff arrive at fires and other technical emergencies, they can quickly begin to understand and set up to solve the problem, and when the balance of the POC firefighters arrive, they will fill out the staffing needed to safely and effectively execute the plan Executive Summary page 2 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study needed to control the incident. Thus, the City evolves to be the very definition of a "combination staffed" fire department. Finding #1: The Fire Department does not currently have a formal response time policy goal. It is difficult to set a specific response time goal for a department using all Paid on Call firefighters. However, given the Department is now partially staffed by career firefighters, the City should consider setting a best practices -based response time policy to drive the planning and oversight for fire services as the City grows. Finding #2: Overall, the Department's response plan, apparatus, stations, training, and supervision programs are robust and well -funded, and in all respects the Department performed consistent with best practices and safety regulations. Finding #3: The POC firefighter program is by no means broken, nor should it be set aside. However, there is steady decline in the quantity of POC firefighters who can quickly respond on a 24/7/365 basis, due to changes in work and family patterns in America, from which no department is immune. The quantity of POC firefighters in the Department since 1970 is displayed in this chart: Figure 1—Eagan POC Firefighters per 1,000 Population (1970 to 2016) 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1970 1980 1990 2000 2010 2016 Finding #4: The current quantity of both limited career staff and POC firefighters is not providing sufficient firefighters, in a timely manner, to deliver positive outcomes in urban areas, nor is the speed and weight of response within best practice recommendations for either career or combination staffed fire departments. Of great importance is the number of POC firefighters who can respond quickly and get one or more apparatus moving to the emergency, as the escalation of the event will not slow down. The next chart displays the count of POC firefighters on responding apparatus by time and count, for the previous three years, separated into the hours in which limited career crews are utilized versus the hours in which the Department is solely dependent on the POC firefighter response. Executive Summary rl A- page 3 cmtatt ass9creitS. uc II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Figure 2—Amount of Responders by Minutes – 9-1-1 Call to Arrival Incidents with at least 12 Responders Responders within 20 Minutes Responders within 19 Minutes Responders within 18 Minutes Responders within 17 Minutes Responders within 16 Minutes Responders within 15 Minutes Responders within 14 Minutes Responders within 13 Minutes Responders within 12 Minutes Responders within 11 Minutes 10.1 9.8 9.9 8.8 8.9 8.8 8.4 8.2 8.3 7.9 8.2 8.1 MgII The NFPA goal is for 15 firefighters to arrive at building fires within 11 minutes. 0.0 5.0 10.0 15.0 • Staffed • Unstaffed • All 20.0 25.0 Finding #5: There is considerable expense due to the turnover and operating costs for POC firefighter staff, some of whom respond to very few immediate need incidents in a year. Finding #6: If the 25 POC firefighters who made a responding apparatus 25 percent of the time or less were gradually phased out from the Department, the annual savings would be $359,125 in ongoing expense that could be used to offset increased career staffing. Finding #7: The current POC firefighter annual flat pension system payment does not recognize or incentivize POC firefighters to be available for immediate need emergency responses. Finding #8: The Police Chief, Fire Chief, and Citygate all agree that the time has come to transition police officers from serving as EMS first responders as fire staffing reliability improves. Firefighter EMTs and eventfully Fire Department -based first responder paramedics should become the City's first responders on all EMS events. a�T�isuc Executive Summary page 4 [IFf E [MUGFN(? SIFti IIEi City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Finding #9: Finding #10: The Fire Department needs to conduct a forensic review of all technical and human procedures that affect dispatch and turnout times. Achieving best practices recommended deployment time frames is difficult for a fire department staffed entirely by POC firefighters due to the variable response times of the POC firefighter program. Even so, the Department should adopt dispatch and turnout time goals reflective of national best practice recommendations for urban population density communities and strive to meet its goals through its policies and practices. Finding #11: The Department has done an excellent job of matching the limited career staffing to the hours of greatest need. If no changes are made in the near term after this study, the limited career staffing and deployment hours should be continued. Recommendation #1: Recommendation #2: Recommendation #3: Executive Summary If the City Council and community choose to deliver urban best practice outcomes to building fires and life-threatening medical incidents, the City should consider funding a small career -staffed force of three engines and one ladder truck, with three personnel each from the three fire stations, 24/7/365. If the policy choice is made to maintain and possibly grow career staffing, then during the staffed times of the day, the Fire Department should handle all EMS first responder incidents to increase the EMS trained personnel to the incident and allow police officers time needed to perform primary police functions. Adopt City Council Deployment Measures Policies: The City's elected officials should adopt updated, complete performance measures to direct fire crew planning and to monitor the operation of the Department. The measures of time should be designed to save patients where medically possible and to keep small but serious fires from becoming greater -alarm fires. With this is mind, Citygate recommends the following measures for urban population density best practices outcomes: 3.1 Distribution of Fire Crews: To treat medical patients and control small fires, the first -due unit should arrive within 7:30 minutes, 90 percent of the time, from the receipt of the 9-1-1 call in the dispatch center. This equates to a 1:30 -minute dispatch time, a 2:00 -minute company turnout time, and a 4:00 -minute drive time in the most populated areas. rl page 5 A - cn it ass9a ifs. uc II#i A IM[R.4[Nf? SFtYI[[S CkT1 if BSS4CIBTfi, LLC fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Recommendation #4: Recommendation #5: Recommendation #6: Recommendation #7: Executive Summary 3.2 Multiple -Unit Effective Response Force for Serious Emergencies: To confine fires near the room of origin, and to treat up to five medical patients at once, a multiple -unit response of a minimum of three engines, one ladder truck, and one Battalion Chief, totaling 13 personnel, should arrive within 11:30 minutes from the time of 9-1-1 call receipt in fire dispatch, 90 percent of the time. This equates to a 1:30 -minute fire dispatch time, a 2:00 -minute company turnout time, and an 8:00 -minute drive time spacing for multiple units in the most populated areas. Absent an expansion of the current limited career staffing, the City should at least continue the current limited career -staffed two -unit plan. The Department should conduct a detailed audit of dispatch and crew turnout times to identify opportunities for electronic time keeping and procedural improvement, with the goal of meeting best practice recommendations. The City and Department should review and align POC firefighter response expectations to the community's needs to ensure the investment in training and long-term retirement stipends deliver staffing when needed on primary responding apparatus. This could result in fewer, but all active personnel. To better incentivize POC's that can immediately respond when needed, the City and Department should study converting the POC firefighter flat annual payment pension program to (1) a part-time firefighter program that pays firefighters an hourly wage that does not include benefits, or (2) the State of Minnesota's Public Employee Retirement Association (PERA) part-time employee system that is based on the amount of hours worked. page 6 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study PHASING AND COST PROJECTIONS Gathering community input, designing and approving a funding plan for increased career staffing, and recruiting and hiring all take time. Given the cost and administrative burden on a small agency to grow and gradually obtain the full funding needed, Citygate offers this phasing plan, which can be executed on a per -fiscal -year basis: Step 1A: Expand one of the current two units staffed with three career firefighters to be 24/7/365. (This would require adding six career staff and three part-time firefighters across three shifts and could result in the attrition of 12 POC firefighters.) Step 1B: Expand the second of the two units staffed with six career firefighters to be 24/7/365. (This would require adding six career staff across three shifts and could result in the attrition of 13 POC firefighters.) Step 2: Add a third engine staffed with three career firefighters to be 24/7/365. (This would require an additional nine career staff across three shifts and could result in the attrition of another 15 POC firefighters.) Step 3: Add a ladder truck staffed with three career firefighters to be 24/7/365. (This would require an additional nine career staff and could result in the attrition of another 15 POC firefighters.) Step 4: Add three career Battalion Chiefs for 24/7/365 incident command / safety supervision. (This could occur earlier, funding permitting). The final career force will then be 12 career firefighters per day on a total of four units, plus a Battalion Chief. For serious and simultaneous incidents, the POC firefighters will increase the Effective Response Force to 16-20 firefighters. The number of POC firefighters could eventually be reduced from 93 to approximately 35. The following table shows total annual compensation costs per position: Executive Summary page 7 ofl� ass�crei�s. uc IIPi A IM[R.4[Nf? SFPYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Table 1—Costs of Increased Career Staffing by Step Added Reduction in Career POC Staff from POC Staff Cost Total Step/Position Personnel 93 in 2017 Savings Compensation''2 Step 1A – 2018 Captains 4 Firefighters $383,040 Firefi.hters 2 $540,576 POC Reduction $180,192 Career Staff Total Costs: ($186,745) Step 1B Net Costs: $563,232 Part -Time Firefighters 3 -15 $353,831 $420,000 POC Reduction -12 $172,380 Step 1A Net Costs: +6 $810,852 Step 1B – 2019 Captains 3 Firefighters 6 6 -3 $540,576 POC Reduction Career Staff Total Costs: -13 ($186,745) Step 1B Net Costs: +6 -15 $353,831 Step 2 – 2020 Captains 3 $287,280 Firefighter 6 -3 ($43,095) $540,576 Career Staff Total Costs: +3 $827,856 POC Reduction -15 ($215,475) Step 2 Net Costs: +9 $612,381 Step 3 – 2022 Captains 3 $287,280 Firefighters 6 -3 ($43,095) $540,576 Career Staff Total Costs: +3 $827,856 POC Reduction -15 ($215,475) Step 3 Net Costs: +9 $612,381 Step 4 – 2024 Battalion Chiefs 3 $375,000 POC Reduction -3 ($43,095) Step 4 Net Costs: +3 $331,905 Total 33 35 remaining ($833,170) $2,721,350 1 This table only includes wages and benefits for Captains and Firefighters in Total Compensation. Training, overtime for absence replacement, uniforms, and equipment are not included. 2 The table uses POC costs of $14,365/year, Firefighter Level 8 annual salary and benefits of $90,096, and Fire Captain Level 9 at $95,760/year. At each step of the staffing increases, to limit career firefighter overtime needed to cover for vacation, illness, and training absences, the POC firefighters can be used as relief duty crew personnel. Doing so would also serve to maintain their participation and training. For the POC model to be fair and equitable, it may need to change to a part-time firefighter model which would pay a higher hourly rate for part-time staff. This would help to backfill scheduled position absences or increase unit staffing and provide capacity to respond to any aPTt ssT�s ac Executive Summary 114E 11x!44[10 SIP it - page 8 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study serious event requiring more than the on -duty staffing. This model is different than the current POC model that pays a per -call stipend with a relief pension payment. NEXT STEPS The City can continue its current level of fire services or enhance them as the community desires. The purpose of this assessment is to compare the City's current firefighting and emergency medical response abilities against the local risks to be protected, as well as to compare against nationally recognized best practices. This analysis of performance forms the basis from which to make policy choices for changes in staffing and programs, if any. As one step, the City Council should adopt updated and best practices -based response time goals for the Department and provide accountability for the Department personnel to meet those standards. The goals identified in Recommendation #3 meet national best practices. Measurement and planning as the City continues to evolve will be necessary if the City chooses to meet such goals. Citygate recommends that the City's next steps be to work through the issues identified in this study: • Absorb the policy recommendations of this fire services study and adopt revised Fire Department performance measures to drive the deployment of firefighting and emergency medical resources. • Develop a staffing -to -revenues forecast for the four steps and program dates for adding fire crews. • Implement the low- to no -cost recommendations in this study within the next year. Executive Summary rl A- page 9 onnatt ass <i its. uc ilii A [M[R.4[Nf? SFtYI[[S This page was intentionally left blank City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 1—INTRODUCTION AND BACKGROUND Citygate Associates, LLC was retained by the City of Eagan (City) Fire Department (Department) to conduct a detailed Staffing, Emergency Medical Services, and Response Times Study. Citygate's scope of work and corresponding Work Plan was developed consistent with Citygate's Project Team members' experience in fire administration. Citygate utilizes various National Fire Protection Association (NFPA) publications as best practice guidelines, along with best practices from the criteria of the Commission on Fire Accreditation International (CFAI). 1.1 STUDY PURPOSE The City is confronted with challenges to its long-term reliance on Paid on Call (POC) Firefighters to deliver fire services. As is common in Minnesota and many parts of the nation, suburban and rural communities, since their inception, have relied on volunteer firefighters. However, due to no fault of the firefighters, socioeconomic changes to employment and lifestyle patterns are dramatically impacting the availability of volunteer firefighters. This is a national problem to which Minnesota and the City are not immune. This report was commissioned as an independent review of the Fire Department's efforts to mitigate the volunteer staffing issues and to provide best practice options the City's leadership can consider going forward. This report will detail the challenges of volunteer -based firefighting, the strategies departments are using to adapt, and finally, the best -fit next steps for the City. Therefore, this document provides technical information about how fire services are provided and legally regulated, as well as how the City currently operates both fire and first responder EMS services. Factually based information is then used to present recommendations and policy choices for the City leadership to discuss. 1.2 CITYGATE'S REVIEW PROCESS Citygate started our research by issuing a questionnaire to the Department requesting background documents and data. The Department provided dozens of documents, prior studies, emergency incident data, and volunteer program metrics. Citygate then visited the City to review the Department, understand local risks to be protected by the Department, and conduct 13 interview/listening sessions. Citygate subsequently issued 15 technical SWOT (Strengths, Weaknesses, Opportunities, and Threats) questionnaires to key Department personnel. Finally, Citygate issued a survey questionnaire to all the POC firefighters and a total of 33 complete responses were received. Citygate then analyzed the incident data, documents, and notes from the interview/listening sessions. Citygate followed up with Department staff as needed, and they factually reviewed the Section 1—Introduction and Background page 11 IN Ns M'It flsS9a its, lK II#i a IM[R.4[Nf? SFtYI[[S CkT1 if BSS°CIBTfi, ll( fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study results. The Depai linent was very helpful and transparent, and Citygate received everything needed upon which to base the findings and recommendations. 1.3 CITY OVERVIEW Eagan is the 11th largest city in the State of Minnesota, with a population of 66,084 as of 2014. There are approximately 36,277 people who work in the City, resulting in an estimated weekday population of approximately 80,000 that includes people who commute to the City for work and those residents who do not leave the community during the work day. The City is located approximately 12 miles south of St. Paul and 15 miles south of Minneapolis. Approximately one- third of the City is in the flight path for the Minneapolis—St. Paul International Airport, which is located directly across the Minnesota River from the City. The area covered in the flight path makes up one of the largest commercial -industrial areas in the south metro area. The Eagan Volunteer Fire Department was established on July 13, 1963. The Department had 41 firefighters, but no equipment. In 1963, the Department moved into a new fire station and purchased a 1942 military surplus fire engine from the University of Minnesota. In 1965, the City of Eagan purchased its first new fire engine. The 1942 fire engine (known as Jenny) is still owned by the City and on display at the Fire Safety Center / Station 2 location. Today, the Department protects the City's 34.5 square miles, operating out of three fire stations with 30 pieces of fire apparatus. The Department is one of the largest POC firefighter departments in the State of Minnesota. Section 1—Introduction and Background page 12 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 2 -FIRE AND EMS DEPLOYMENT BACKGROUND 2./ FIRE DEPLOYMENT OVERVIEW In the United States, there are no federal or state government requirements for a minimum level of fire services. Service levels are a local choice issue for each community to consider and fund as it deems necessary. The systems approach to deployment, rather than a one -size -fits -all prescriptive formula, allows for local determination. In this methodical approach, each agency can match local needs (risks and expectations) with the costs of various levels of service. In an informed public policy debate, a governing board "purchases" the fire and emergency medical service levels the community needs and can afford. Fire department deployment, simply stated, is about the speed and weight of the attack. Speed calls for first -due, all-risk intervention units (engines, ladder trucks, and/or ambulances) strategically located across a department responding in an effective travel time. These units are tasked with controlling moderate emergencies without the incident escalating to second alarm or greater size, which unnecessarily depletes department resources as multiple requests for service occur. Weight is about multiple -unit response for serious emergencies such as a room -and - contents structure fire, a multiple -patient incident, a vehicle accident with extrication required, or a heavy rescue incident. In these situations, enough firefighters must be assembled within a reasonable time frame to safely control the emergency, thereby keeping it from escalating to greater alarms. This deployment design paradigm is reiterated in the following table. Table 2—Fire Department Deployment Simplified Thus, small fires and medical emergencies require a single- or two -unit response (engine and specialty unit) with a quick response time. Larger incidents require more crews. In either case, if the crews arrive too late, or the total personnel sent to the emergency are too few for the emergency type, responders are drawn into a losing and more dangerous battle. The science of fire crew deployment is to spread crews out across a community for quick response to keep Section 2—Fire and EMS Deployment Background WI page 13 IN Ns Cfl ti 1E flSS°CIfl1tS. IEC II#i A IM[R.4[Nf? SFtYI[[S Meaning Purpose Speed of Attack Travel time of first -due, all-risk intervention units strategically located across a department. Controlling moderate emergencies without the incident escalating to second alarm or greater size. Weight of Attack Number of firefighters in a multiple unit response for serious emergencies. Assembling enough firefighters within a reasonable time frame to safely control the emergency. Thus, small fires and medical emergencies require a single- or two -unit response (engine and specialty unit) with a quick response time. Larger incidents require more crews. In either case, if the crews arrive too late, or the total personnel sent to the emergency are too few for the emergency type, responders are drawn into a losing and more dangerous battle. The science of fire crew deployment is to spread crews out across a community for quick response to keep Section 2—Fire and EMS Deployment Background WI page 13 IN Ns Cfl ti 1E flSS°CIfl1tS. IEC II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study emergencies small with positive outcomes, without spreading the crews so far apart that they cannot amass together quickly enough to be effective in major emergencies. 2.1.1 Risks and Outcomes As a community considers its fire and EMS service needs, it should review the risks to be protected from fire and life hazards and set desirable outcomes for at least the typical emergencies. Building fire outcomes can range from keeping the fire to the room, building, or parcel of origin. The speed and weight attack (firefighters over time) will vary significantly as the outcomes become more aggressive, such as keeping fires inside or near the room or origin, versus keeping fires from spreading building to building. Factors to be evaluated in a community risk assessment include those that influence the potential outcome severity of a hazard occurrence. Outcome severity refers to the potential negative impacts a hazard occurrence may have on a community relative to people, property, the environment, economic stability, and overall community resilience. It is important to note that while some risk factors contribute to more severe outcome impacts, other risk factors, such as emergency response capacity, and effective mitigation measures, such as automatic fire sprinklers, can also contribute to reducing the potential severity of outcome impacts. Figure 3 illustrates the fire progression timeline for a building fire and the way automatic fire sprinklers impact fire progression and spread. The graphic also shows that a total response time' of 7:30 minutes or less is necessary to stop a building fire before it reaches flashover, which is the point at which the entire room erupts into fire after all the combustible objects in that room reach their ignition temperature. Human survival in a room after flashover is extremely unlikely. Emergency medical services (EMS) risk in most communities is predominantly attributed to population density and demography, violence, and vehicle traffic. Relative to population demography, EMS risk tends to be higher among poorer, older, less educated, and uninsured populations. As would be expected, EMS risk is higher in those areas of a community with high daily vehicle traffic volume, particularly those travelling at higher speeds. 1 Time interval from time of receipt of 9-1-1 call to initiation of suppression actions • cbr�� �ssiai�s llc Section 2—Fire and EMS Deployment Background page 14 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Figure 3—Building Fire Progression Timeline HOME FIRE TIMELINE Deadly Heat, Flames Er Smoke are Controlled Smoke Alarm Activates Fire Sprinkler rctivates Without Fire Sprinklers, Odds of Escaping Decrease Significantly No One Survives Without Sprinklers, Flashover Fire Growth is Unrestricted Firefighters Open Hose Nozzles 0 SAiHLERS Z y 0 0 1 2 3 4 TIME IN MINUTES Based upon national averages DETECTION OF FIRE REPORT OF FIRE DISPATCH ESPONSETO FIRE SETUP FIGHTING FIRE 9 10 * Home Fire Sprinkler C 0 A L I T I 0 N Protein What Vote Value MO.. Source: http://www.homefiresprinkler.org Figure 4 illustrates the reduced survivability of a cardiac arrest victim, as time to defibrillation increases. While early defibrillation is one factor in cardiac arrest survivability, other factors can influence survivability as well, such as early cardiopulmonary resuscitation (CPR) and pre- hospital advanced life support (ALS) interventions (paramedic services). Section 2—Fire and EMS Deployment Background page 15 inUaT'ss c�l€s. uc IIR A IMnAsE SSRYIR[5 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study w C 71:1 1313 Figure 4—Survival Rate vs. Time of Defibrillation SURVIVALREDUCED BY 0.07-10% EACH MINUTE DEFIBRILLATION DELAYED 10 15 Time to Defibrillation (minutes) Source: www.suddencardiacarrest.com 25 The American Heart Association (AHA) recommends a minimum of two emergency medical technicians and two certified paramedics to adequately operate at an emergency cardiac arrest incident. A 2010 EMS study conducted by the National Institute of Standards and Technology (NIST) clearly demonstrates a crew of four first responders on -scene, including two paramedics, is the most expedient and efficient means of delivering advanced emergency medical services care. In addition to fires and EMS emergencies, Eagan's fire services respond to and must be trained for other types of emergencies such as: • Technical rescue. • Hazardous Materials. • Outdoor fires. • Natural and manmade disasters. • cbtr�ttt �ss�ciatts llc Section 2—Fire and EMS Deployment Background page 16 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study • Aviation crashes. • Water rescue (all season). • Emergencies due to extreme cold. • Severe wind/hail/thunderstortii/snow/flood weather emergencies. Some of the more significant risks to be protected in the City are: • Blue Cross and Blue Shield of Minnesota (3,900 employees). • Regional handling facility for UPS (1,400 employees). • Two nationally recognized flight training centers. • USPS bulk mail and sorting center. • Lockheed Martin defense contractor. • Two City water treatment facilities. • Minnesota River with barge traffic. • Three major interstate highways (I -35E, Cedar Ave., and I-494), including two major river crossings. • All primary south and east flight paths for the Minneapolis—St. Paul (MSP) International Airport, which cross the City. • Two major railway systems: Union Pacific and Progressive Rail. • Legal publisher West, part of Thomson Reuters (7,350 employees). • Coca-Cola's Midwest bottling facility (900 employees). • The less populated northern portions of the City, being convenient to freeways and MSP Airport, are also home to a number of warehouses and distribution centers. • Homes. • Multi -family apartments. • Senior apartments and transition of care facilities. • Twin Cities Premium Outlet Mall / Center Park Commons. These additional retail projects will increase the workload strain on police -related calls which in turn impacts police officer availability for EMS incident demand. Section 2—Fire and EMS Deployment Background page 17 - - CITY4flR flSS°CIflItS. LEC IIP A IM[R.4FN[Y Sf RYI [[5 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Some of the growth in the City in the near term will be: • Minnesota Vikings Headquarters development. This new development will be located on 200 acres of land and will include a mix of residential, restaurants, hotels/conference center, and mixed business uses. • An additional 700 housing units in process now. • A build -out population estimated at 72,300 residents. 2.1.2 Safety Requirements Why are the current training standards for firefighters so high? It is not only due to the technical skills to be learned and maintained, but also there are also federal and state safety mandates for firefighters. Simply stated, there is no difference between a volunteer and career firefighter under the requisite safety laws. When one enters a firefighting environment, they are to be trained, certified, and equipped to survive regardless of whether they are paid. Based on this study's abbreviated discussion of risks, it is easy to understand that today's firefighters must be trained and, in some cases, certified in many different emergency scenarios. The initial training of firefighters takes hundreds of hours, over many months when accomplished on a part-time basis. Once a firefighter is certified to national and state levels such as Firefighter I and II, annually there are continuing education mandates to keep both technical knowledge and manipulative skills current. The annual maintenance of skills training hours is at least 100-120 hours depending on certifications. Before a volunteer firefighter can respond to even the first incident, they have voluntarily spent hundreds of hours to be trained and then annually have to maintain that training. This is a large burden on a volunteer's time, in addition to any emergencies to which they respond. In the City, the entry-level volunteer basic training academy is conducted annually and takes 31 weeks for firefighting and, with the addition of EMS and other technical skills, the total is almost 51 weeks. Annually, depending on a firefighter's certifications, training each week will take two to four hours. The Department strives to provide approximately 150 hours of training / public education annually. On top of basic Firefighter II and emergency medical skills, even more training and certification is needed to drive and pump a fire engine/ladder truck, provide EMS patient care, or command a crew or entire incident. More seasoned volunteers who reach these levels have literally donated over a thousand hours not counting emergency responses. 2.1.3 Critical Tasks The underlying need in delivering service is of course adequate staffing. Not only does each type of emergency require different skills, but interventions must be performed in many cases • cbr �i �S kJlIts llc Section 2—Fire and EMS Deployment Background page 18 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study simultaneously to be effective. In most cases, the emergency worsens with each passing minute. Therefore, "stopping the clock" requires enough personnel to deliver the outcome. The following two tables illustrate, for both a common house fire and EMS event, the number of firefighters needed to deliver outcomes that can be considered best practices: Scenario: The following is a simulated one-story residential working structure fire with no rescue situation. Responding companies received dispatch information as typical for a witnessed fire. Upon arrival, they were told approximately 1,000 square feet of the home was involved in fire. Table 3—First Alarm Working Structure Fire –13 Personnel Minimum Company Level Tasks 1St -Due Engine 1. Lay in a hydrant supply line. 2. Stretch the 150 -foot, 1% -inch hose line to the point of access for search and rescue. 3. Operate the pump to supply water and attach hydrant supply line. 4. Assume command of initial operations. 5. Conduct search and rescue. 2nd -Due Engine 1. If necessary, lay in a hydrant supply line. 2. Stretch a second 200 -foot hose line as a back-up line and for fire attack. 3. Establish 2-in/2-out. 1St -Due Ladder 1. Provide search and rescue for trapped persons. 2. Perform positive pressure and/or vertical ventilation for fire attack. 3rd -Due Engine 1. Secure utilities. 2. Raise additional ladders, open concealed spaces. 3. Establish treatment section as needed. Battalion Chief 1. Establish exterior command and scene safety. The duties in Table 3, grouped together, form an Effective Response Force or First Alarm Assignment. These tasks must be performed simultaneously and effectively to achieve the desired outcome; arriving on -scene does not stop the escalation of the emergency. While firefighters accomplish these tasks, the incident progression clock keeps running. Section 2—Fire and EMS Deployment Background 1'# page 19 cinuaTt 11741115. uc 114. E City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Fire spread in a structure can double in size during its free -burn period before firefighting starts. Many studies have shown that a small fire can spread to engulf an entire room in less than 6 to 8 minutes after free burning has started. Once the room is completely superheated and involved in fire (known as flashover), the fire will spread quickly throughout the structure and into the attic and walls. For this reason, it is imperative that fire attack and search commence before the flashover point occurs if the outcome goal is to keep the fire damage in or near the room of origin. In addition, flashover presents a serious danger to both firefighters and any occupants of the building. For comparison purposes, the following critical task table reviews the tasks required on a critical response to a cardiac arrest. Table 4—Cardiac Arrest – Three Firefighters plus a Two -Person Ambulance2 Task Personnel Required Type of Treatment Administered Compressions 1-2 Compression of chest to circulate blood Ventilate/oxygenate 1-2 Mouth-to-mouth, bag -valve -mask, apply 02 Airway control 1-2 Manual techniques/intubation/cricothyrotomy Defibrillate 1-2 Electrical defibrillation of dysrhythmia Establish I.V. 1-2 Peripheral or central intravenous access Interpret ECG 2 Identify type and treat dysrhythmia Administer drugs 1 Administer appropriate pharmacological agents Patient charting 1-2 Record vitals, treatments administered, etc. Hosp. communication 1-2 Receive treatment orders from physician Treat en route 2-4 Continue to treat/monitor/transport patient Total 5 Personnel required per patient The total task needs (as displayed in Table 3 and Table 4) to stop the escalation of an emergency must be compared to outcomes. Nationally published fire service "time vs. temperature" tables indicate that, after about four to five minutes of free burning, a room fire will grow to the point of flashover. At this point, the entire room is engulfed, the structure becomes threatened, and human survival near or in the fire room becomes impossible. Additionally, brain death begins to occur within 6 to 8 minutes of the heart having stopped. Thus, the Effective Response Force must arrive in time to stop these catastrophic events from worsening. 2 Minimum of one paramedic. PRI • r cbr �i �S kJlIts llc Section 2—Fire and EMS Deployment Background page 20 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study The City strives to deploy enough firefighters to deliver one Effective Response Force of 15 firefighters to a building fire per day—if they can arrive in time. Mitigating an emergency event is a team effort once the units have arrived. This refers to the "weight" of response analogy; if too few personnel arrive too slowly, then the emergency will worsen instead of improve. The outcome times will be longer, with less desirable results, if the arriving force is later or smaller. The quantity of staffing and the arrival time frame can be critical in a serious fire. Fires in older and/or multi -story buildings could well require the initial firefighters needing to rescue trapped or immobile occupants. If a lightly staffed force arrives, it cannot simultaneously conduct rescue and firefighting operations. Fires and complex medical incidents require that the other units arrive in time to complete an effective intervention. Time is one factor that comes from proper station placement. Good performance also comes from adequate staffing and training Previous critical task studies conducted by Citygate and National Fire Protection Association (NFPA) Standard 17103 find that all units need to arrive with 15+ firefighters within 11:30 minutes (from the time of call) at a room and contents structure fire to be able to simultaneously and effectively perform the tasks of rescue, fire attack, and ventilation. A question one might ask is, "If fewer firefighters arrive, what from the list of tasks mentioned would not be completed?" Most likely, the search team would be delayed, as would ventilation. The attack lines would only consist of two firefighters, which does not allow for rapid movement above the first -floor deployment. Rescue is conducted with only two -person teams; thus, when rescue is essential, other tasks are not completed in a simultaneous, timely manner Effective deployment is about the speed (travel time) and the weight (firefighters) of the attack. Fifteen initial firefighters could handle a moderate -risk, confined house fire; however, even an Effective Response Force of 15 will be seriously slowed if the fire is above the first floor, in a low-rise apartment building, or commercial/industrial building. This is where the capability to add alarms to the standard response becomes important. 2.1.4 Response Time and Staffing Best Practices Current national best practice is to measure percent completion of a goal (e.g., 90 percent of responses) instead of an average measure. Mathematically this is called a "fractile" measure.4 This is because the measure of average only identifies the central or middle point of response 3 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments 4 A fractile is that point below which a stated fraction of the values lie. The fraction is often given in percent; the term percentile may then be used. Section 2—Fire and EMS Deployment Background page 21 IN Ns CD tI 1f Asti, fl1tS. lK II#i a IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study time performance for all calls for service in the data set. Using an average makes it impossible to know how many incidents had response times that were way over the average, or just over. For example, Figure 1 shows response times for a fictitious city fire department in the United States. This city is small and receives 20 legitimate calls for service each month. Each response time for the calls for service has been plotted on the graph. The call response times have been plotted in order from shortest response time to longest response time. The figure shows that the average response time is 8.7 minutes. However, the average response time fails to properly account for four calls for service with response times far exceeding a threshold in which positive outcomes could be expected. In fact, it is evident in Figure 1 that, in this fictitious U.S. city, 20 percent of responses are far too slow, and that this city has a potential life-threatening service delivery problem. Average response time as a measurement tool for fire departments is simply not sufficient. This is a significant issue in larger cities, if hundreds or thousands of calls are answered far beyond the average point. By using the fractile measurement with 90 percent of responses in mind, this small city has a response time of 18:00 minutes, 90 percent of the time. This fractile measurement is far more accurate at reflecting the service delivery situation in this small city. 30 25 fA 20 E 15 10 5 0 Figure 5—Fractile versus Average Response Time Measurements Fractile: 18 Minutes, 90°l0 of the Tinie' I • • • I • • • •• . . • . f • 0 1 2 3 Average: :8.7 "vilrit.ites 8 9 10 11 12 13 14 15 16 17 18 19 20 Individual Incidents a�i� ssT�s uc Section 2—Fire and EMS Deployment Background page 22 [It 8 [MUGFN(? S(R II' City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study More importantly, positive outcomes are the goal, and, from that, crew size and response time can be calculated to measure effectiveness of the community's fire and EMS service systems. Emergency medical incidents have situations with the most severe time constraints. The brain can only survive 6 to 8 minutes without oxygen. Heart attacks and other events can cause oxygen deprivation to the brain. Heart attacks make up a small percentage; drowning, choking, trauma constrictions, or other similar events have the same effect. In a building fire, a small incipient fire can grow to involve the entire room in a 6- to 8 -minute timeframe. If fire service response is to achieve positive outcomes in severe emergency medical situations and incipient fire situations, all responding crews must arrive, assess the situation, and deploy effective measures before brain death occurs or the fire leaves the room of origin. Thus, from the time of 9-1-1 receiving the call, an effective deployment system is beginning to manage the problem within a 7- to 8 -minute total response time. This is right at the point that brain death is becoming irreversible and the fire has grown to the point of leaving the room of origin, becoming very serious. Most cities Eagan's size desire a first -due response goal that is within a range so that there is hope for a positive outcome for the situation. It is important to note the fire or medical emergency continues to deteriorate from the time of inception, not the time the fire engine starts to drive the response route. Ideally, the emergency is noticed immediately and the 9-1-1 system is activated promptly. This step of awareness—calling 9-1-1 and giving the dispatcher accurate information—takes, in the best of circumstances, 1 minute. Then crew notification and travel time take additional minutes. Once arrived, the crew must walk to the patient or emergency, assess the situation, and deploy its skills and tools. Even in easy -to -access situations, this step can take 2 or more minutes. This time frame may be increased considerably due to long driveways, apartment buildings with limited access, multi -storied apartments or office complexes, or shopping center buildings, all of which are found in parts of the City. Unfortunately, there are times that the emergency has become too severe, even before the 9-1-1 notification and/or fire department response, for the responding crew to reverse; however, when an appropriate response time policy is combined with a well-designed system, then only issues like bad weather, poor traffic conditions, or multiple emergencies will slow the response system down. Consequently, a properly designed system will give citizens the hope of a positive outcome for their tax dollar expenditure. A resident or visitor of a city measures the speed of fire department response from the time assistance is requested until the assistance arrives. This measurement is called "Call to First Apparatus Arrival" (or "Call to Arrival"). Based on national recommendations, Citygate's response time recommendation for positive outcomes in urban areas is to reach 90 percent of the incidents from 9-1-1 call receipt to arrival within 7:30 minutes. This is comprised of three component parts: Section 2—Fire and EMS Deployment Background page 23 IN Ns cn if flss9clfllfs. LEc II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Call Processing: 1:30 minutes (receive, determine need, and alert crew) Turnout: 2 minutes (notify, don required protective gear, and begin traveling) Travel: 4 minutes (travel time) Finding #1: The Fire Department does not currently have a formal response time policy goal. It is difficult to set a specific response time goal for a department using all Paid on Call firefighters. However, given the Department is now partially staffed by career firefighters, the City should consider setting a best practices -based response time policy to drive the planning and oversight for fire services as the City grows. 2.2 VOLUNTEER STAFFING TRENDS IN MINNESOTA While volunteer firefighting is used across the nation, one of the states that still heavily utilizes the model is Minnesota. The state has the second-highest percentage of volunteer fire departments in the nation at 93 percent. In Minnesota, there are a total of 780 fire departments, but only 19 are full career staffed, another 74 are "combination" (that is varying blends of career and volunteer staffing), and 687 are all volunteer (for responding firefighters, not necessarily the Fire Chief). There are 21,032 estimated firefighters in the state, of which over 91 percent (or 19,232) are volunteers. The economic effect on this to local taxpayers is that the state has the 47th -lowest per capita spending in the nation per household for fire services, yet the state ranks 21st in population size. The quantity of firefighters and fire stations in the state is last when compared to the nearby, less -populated states of North Dakota, South Dakota, Iowa, and Wisconsin. In Minnesota, 45 percent of the firefighters are ages 35-49. Another 22 percent are age 50 or older. Only 4 percent are under age 25, while 27 percent are ages 25-34. The volunteer force is aging as employment, two -income, commuter -based job families are the new normal. Yet, when needed, structural firefighting is fire combat and requires excellent health and physical fitness to last more than a few minutes. The weight alone of the protective clothing, helmet, boots, and breathing apparatus is at least 45 pounds. In addition to carrying the weight, the protective clothing is hot and body heat builds rapidly. The average middle-aged person is not capable of exercising at or near maximum heart rates wearing 45 pounds, all while being encapsulated in clothing that does not readily release heat from exertion for even the life span of a breathing air bottle (anywhere from 12 to 21 minutes). • cbr �i �StkJlIts llc Section 2—Fire and EMS Deployment Background page 24 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Firefighters have to pass annual medical exams to use self-contained breathing equipment. The health, fitness, and training time commitments all have led to a decline of available volunteers across America at now alarming rates. According to a 2016 NFPA analysis of volunteer firefighter injuries on the fireground, volunteers are 9 percent more likely to be injured than career personnel (52 percent of the time for volunteers compared to 41 percent for career personnel). Another 2016 NFPA report stated that the number of volunteer firefighters per 1,000 population has declined since 1986. In the City, the latest 2015 census data indicates that 15 percent of the population is age 65 or older. Another 23 percent of the population is age 18 or less. This means 38 percent of the possible volunteer recruitment pool is not available, if one assumes a firefighter can serve in a fire combat (not support) role to age 65. Volunteers must be recruited and retained from approximately 62 percent of the population. In Citygate's experience, older communities, especially retirement destinations and those with a very high percentage of commuter jobs, are under the most severe strain for volunteer firefighters. Serving as a volunteer also necessitates being self-employed with flexible hours or having a very flexible employer. Decades ago, most employment was local, and local business owners and/or their employees volunteered for love of community and their employment circumstances allowed it. Across the nation today, many families have two incomes and commute from a suburban area to a metropolitan center for a job. Even many service and retail sales jobs have become internet- based or "nomadic," where the person providing the service travels to visit clients. Most of these employment situations do not allow the time off for volunteer firefighting. Section 2—Fire and EMS Deployment Background page 25 IN 08 CD tI 1f flSS°CIfl1tS. LEC II#i A IM[R.4[Nf? SFtYI[[S This page was intentionally left blank City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 3-EAGAN FIRE DEPARTMENT BACKGROUND 3./ DEPARTMENT DEPLOYMENT The Eagan Fire Department is in the final phase of consolidating from five neighborhood -based fire stations to three large, modern stations in a triangle pattern. The Department peaked at six fire stations with an authorized Paid on Call (POC) Firefighter strength of 150 firefighters (the City does not use pure volunteers, as is typical today). The highest staffing level ever achieved in the City occurred in 2008 when the Department reached 120 POC firefighters. In 2010, the Department consolidated two fire facilities into a new Fire Safety Center, which reduced the total fire stations to five. In 2016, the Department renovated and expanded Fire Station 4 and closed Fire Station 3, which reduced the total fire stations to four. Also in 2016, the City started construction of a new Fire Station 1, which will be completed in early 2017. This new station will combine Fire Stations 1 and 5 into a new facility. This will reduce the total fire station count to three stations. The three -station model is designed to allow each station to have a large "catchment" area for volunteers to respond to the station in that part of the City. The long-time operating practice in the City is to alert the POC firefighters who then respond in their private vehicles to the station to staff the needed apparatus. Due to current POC firefighter staffing limitations, the minimum number of firefighters to respond is only two, unlike most career depailinents that staff three or four per unit. If the POC firefighters see another POC firefighter about to arrive at the station, they can wait, but typically the unit responds as soon as the minimum of two personnel is met. POC firefighters who arrive late to the station can respond with other units or staff the station in case another simultaneous incident occurs. Citygate reviewed the overall operation, stations, apparatus, training, and response programs. Citygate was impressed with the quality and commitment of personnel and of the management team's leadership values. It is one of the best combination fire departments Citygate has reviewed. Finding #2: Overall, the Department's response plan, apparatus, stations, training, and supervision programs are robust and well -funded, and in all respects the Department performed consistent with best practices and safety regulations. 3.2 POC FIREFIGHTERS STAFFING SYSTEM DEMOGRAPHICS Citygate received extensive factual and documented information from the Department. The key measures about the current POC firefighters are as follows: Section 3—Eagan Fire Department Background page 27 - - CITY4flTE flSS°CIflItS. IEC IIP A IM[R.4FN[Y Sf RYI [[5 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study • The authorized POC firefighter strength is 93 • The current strength is 91, but some are in training • The years of service of the City's current POC firefighters are: 0-5 years = 39.6% 6-10 years = 27.4% (67% have 0-10 years of service) 11-15 years = 12.3% 16-20 years = 5.7% 21+ years = 15.1% (33% have 11+ years of service) • The average age is 39 • Fifty-one are older than age 40 (59%) Citygate issued a questionnaire to the POC firefighters and 29 responded. • The respondent's certifications were: 8 Emergency Medical Technician 3 Paramedic 23 Firefighter 10 Apparatus Operator 8 Fire Company Officer 2 Chief Officer 5 Other (All Instructors) In response to the following statement about why POC firefighters serve the City they answered: • Being a volunteer for me (Check all that apply to you): Provides for interaction with others 96.7% Is interesting 90% Leads to cooperation 86.7% Is engaged in for its own sake and not for some material reward 86.7% Maintains my personal growth 86.7% Is its own great reward 83.3% Makes my life meaningful and well-rounded 83.3% Is fun 80% Leads to other worthwhile interests 73.3% Is refreshing 63.3% Does not exploit or harm anyone 60% Releases tension, energy and emotions 46.7% Gives me an opportunity to relax 30% rya - cbr �i �S kJlIts llc Section 3—Eagan Fire Department Background page 28 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study In Citygate's meeting and listening to the POC firefighters we found them energetic, proud, and self-confident in their skills and ability to care for the City. They also are realistic and worry about the pressures on them remaining POC firefighters. They are concerned that a shift to more career firefighters would mean less emergency responses for them, which would cause some (not all) to lose interest in maintaining the commitment. Despite these positives, the trend in the City for the POC firefighter strength is illustrated in the following figure. The growth in population has not yielded more or even the same quantity of volunteers. If the trend line continues, there will be a point where the POC firefighter numbers will no longer be sufficient for primary, immediate responses: Figure 6—Eagan POC Firefighters per 1,000 Population (1970 to 2016) 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1970 1980 1990 2000 2010 2016 In Citygate's interviews, the POC firefighters acknowledged that almost all of them now work outside the City. Some long-time personnel stated that due to employer changes, employer mergers, and economics, they can no longer get release time during work hours for emergency responses. Personnel of all ages admitted that job pressures 011 some workdays, and raising families after work and/or school substantially limits their ability to immediately respond. The POC firefighters are compensated for out-of-pocket expenses with $16 per incident response, which was raised from $13 in 2013. There is an Eagan Firefighters Relief pension system that was started in the 1960s and does not seem to be an effective recruitment or response availability incentive by 2017. The issue is time availability and location of workplace, not earnings. Since 2007, the City has averaged approximately 15 POC firefighters who resign each year. Since 2003, over 170 POC firefighters have resigned. The Department is starting to lose more firefighters than it is gaining. The top reasons for POC firefighters leaving the Department have been stated as: Section 3—Eagan Fire Department Background page 29 IN Ns CDYGfl1f flSS9(fl1tS, LEC ilii A [M[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study • Time commitment • Unpredictable time commitment • Personal life changes • Lack of affordable housing in the City for first-time homeowners. 3.2.1 POC Firefighter Response Counts Citygate reviewed the 2016 response records for 86 personnel. The emergency response participation varies widely for those members that participate on a responding apparatus (as opposed to providing station coverage) with a few members participating a lot, a few participating almost never, and the largest segment participating a little to modest amount. Participation on responding apparatus by members who responded ranges from 97 percent to 0 percent, with an average of 41 percent (i.e., 41 percent of the time a member responds to a dispatch request and made it onto a responding apparatus as opposed to remaining at the station). The amount of responses ranged from one person with 333 primary apparatus responses to another person with none, with the median count being 48. For the personnel who responded less frequently, 25 personnel made 25 percent or less of their dispatch requests onto a responding apparatus. This distribution can be seen visually: Figure 7—Number of Apparatus Responses per POC Firefighter in 2016 80 70 60 L s 50 at) 40 v 0 30 20 10 0 0 50 100 200 250 300 350 Number of Apparatus Responses Of great importance is the number of POC firefighters who can respond quickly and get one or more apparatus moving to the emergency, as the escalation of the event does not slow down. The rya - cbr5�i �5 kJlIts llc Section 3—Eagan Fire Department Background page 30 fIt 6 [MEPGFYft Sl Pbll Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study next chart displays the number of POC firefighters on responding apparatus by time and count, for three years, separated into the hours with limited career crews ("staffed") versus the hours solely dependent on the POC firefighter response ("unstaffed"). Figure 8—Amount of Responders by Minutes – 9-1-1 Call to Arrival Incidents with at least 12 Responders Responders within 20 Minutes Responders within 19 Minutes Responders within 18 Minutes Responders within 17 Minutes Responders within 16 Minutes Responders within 15 Minutes Responders within 14 Minutes Responders within 13 Minutes Responders within 12 Minutes Responders within 11 Minutes 20.1 18.4 10.1 9.8 9.9 8.8 8.9 8.8 8.4 8.2 8.3 MAI* The NFPA goal is for 15 firefighters to arrive at building fires within 11 minutes. 0.0 5.0 10.0 ■ Staffed ■ Unstaffed ■ All 15.0 20.0 25.0 As the risk assessment section of this report described both the speed and weight of attack are critical to delivering the community's desired outcomes. In urban areas for career departments the best practice recommendation is to have the first unit staffed with at least three personnel within 7:30 minutes of the 9-1-1 answer and to have multiple units for serious building fires on scene with 11:30 minutes of the 9-1-1 answer with at least 15 firefighters to include a command officer. In the aforementioned data, the initial response at all hours is approximately five personnel, but not until minute 11:00. Upwards of 15 responders is not delivered at all, and when achieved, takes 20 minutes or longer. Section 3—Eagan Fire Department Background 1'# page 31 cinuaiIIssas. LK114. E Im(4(�Ex Y $.P. 1[.S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study NFPA standard 17205 for combination staffed departments (such as the City's Fire Depailiuent) that depend mostly on POC firefighters, recommends a response force in urban areas of more than 1,000 people per square mile of 15 firefighters within 11:30 minutes of the 9-1-1 answer to 90 percent of the incidents. The City's staffing response is not meeting this goal either. In 2016, the City tracked incidents with significantly low staffing on primary responding apparatus, and there were 71 in all (4 percent of all incidents). Most had very low staffing of two or three personnel. There were 15 occurrences where there was no or only one POC firefighter responding. For the other 56 incidents, time delays were experienced in getting the POC firefighters on apparatus. Also, twice mutual aid from Burnsville arrived first and stopped the escalation of the emergency. Across the three years of data that Citygate reviewed, the ratio of POC firefighters to incidents responding is fairly consistent. It is not significantly worse year over year, it just is very low. Finding #3: The POC firefighter program is by no means broken, nor should it be set aside. However, there is steady decline in the quantity of POC firefighters who can quickly respond on a 24/7/365 basis, due to changes in work and family patterns in America, from which no department is immune. Finding #4: The current quantity of both limited career staff and POC firefighters is not providing sufficient firefighters, in a timely manner, to deliver positive outcomes in urban areas, nor is the speed and weight of response within best practice recommendations for either career or combination staffed fire departments. Eagan Fire Department leadership has a growing concern with the decline in POC firefighter staff causing the large turnover that results in a less experienced force. Also concerning is the increasing number of calls that experience a delayed response due to inadequate POC staffing. The low or nonexistent staffed calls were tracked starting in 2014. Over 200 calls in a 26 -month period of time have been documented with either no response from a station for staffing or extremely low staffing causing a delay in response. To the Department's credit, with the support of the City Council, the Department has tried two leading-edge programs: a dormitory program for up to six single POC firefighters and a duty 5 NFPA 1720: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments rya - cbr �i �S kJlIts llc Section 3—Eagan Fire Department Background page 32 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study crew and standby crew plan where POC firefighters are paid an hourly rate of $13/hour to standby at a fire station for immediate response. Weekdays there is one open shift for a POC firefighter on each of the two career -staffed engines and weekday nights there is one engine with up to three POC firefighters able to be compensated to staff an engine. Many of these POC firefighter openings for duty crew or standby crew shifts are unfilled due to unavailability of POC firefighters to staff these shifts. The availability could also be impacted by the low hourly pay offered for these shifts. While these POC firefighter assignments and the resident firefighter dorm program have been good pilot programs, they offer a very limited solution for a sustainable and predictable staffing model. Given the low number of actual emergency responses by a significant number of POC firefighters, along with the frequent and steady turnover of POC firefighters, Citygate is concerned that the skillset of some POC staff may not be sufficient. While training hours equip firefighters with some hands-on skills, many skills, especially those involving the operation of dangerous equipment, must be performed regularly to be retained as subconscious "muscle memory" under stress. Additionally, even if skills are performed proficiently, there are the emotional resilience skills that have to be learned during the stress of actual emergencies (referred to as "street wisdom"). The Department observes that it can typically take 3-5 years for a POC firefighter to become proficient performing all the required skills. 3.2.2 POC Firefighter Costs The turnover in POC firefighter staff is expensive. Initially, to hire, train, and equip a new POC firefighter up to the Firefighter I level capable of independent response, it costs the City $18,175. Then the ongoing maintenance of training and equipment costs $14,365 annually. At 15 resignations per year, the City loses $272,625 of startup costs, plus the last year of maintenance cost of $215,475. Thus the annual loss expense is $488,100. If those 15 personnel all responded to the average of 48 callouts in their last year, the loss expense per response was $10,169. This "turnover" expense has to be compared to the costs of using more career firefighters. With the hiring cost of 15 POC firefighter staff per year and the ongoing maintenance cost per person of $14,365 for 90 POC firefighters, the City is spending $1,565,475 annually for what at times is an inconsistent level of staffing response. Finding #5: There is considerable expense due to the turnover and operating costs for POC firefighter staff, some of whom respond to very few immediate need incidents in a year. Section 3—Eagan Fire Department Background page 33 I cn if flss9a its. LEC II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Finding #6: If the 25 POC firefighters who made a responding apparatus 25 percent of the time or less were gradually phased out from the Department, the annual savings would be $359,125 in ongoing expense that could be used to offset increased career staffing. 3.2.3 POC Pension System Impacts Although it was not part of Citygate's initial scope of work to analyze the Paid on Call firefighter pension system, we observe that the current Minnesota Firefighters Relief Pension system is likely not meeting the City's need to increase immediate staffing to emergencies. The pension system was likely designed to induce volunteers to stay long-term, in an era when volunteers could respond quickly to a majority of the incidents. The legacy system pays every POC firefighter the exact same lump sum annual pension amount, regardless of each individual's ability to make a responding apparatus quickly, versus just making it to the station for supplemental apparatus response. Consider this illustration of how the annual contribution on a cost -per -hour basis can vary for all hours committed. In 2018, each firefighter on the roster for 12 months will receive a contribution of $8,020 to their pension relief fund. This is not based on any time commitment but rather a level amount for everyone. Assume that, on average, a firefighter reports for 300 hours of incident or station coverage duty a year. Then assume that 25 percent of the Department commits a minimum of 150 hours a year (which is not uncommon), and that several highly available firefighters respond at 1,000 hours per year. This scenario, using the flat rate pension contribution of $8,020, would result in the following varying per -hour amounts: • $8,020 pension divided by 150 hours = $53.47/hour • $8,020 pension divided by 300 hours = $26.73/hour • $8,020 pension divided by 1,000 hours = $8.02/hour The $8,020 does not include money that is divided to each member from members that leave the Department and are not yet 100 percent vested. Many longer-term firefighters will receive an average of $2,000 more per year from those leaving the program early. Finding #7: The current POC firefighter annual flat pension system payment does not recognize or incentivize POC firefighters to be available for immediate need emergency responses. rya - cbr �i �S kJlIts llc Section 3—Eagan Fire Department Background page 34 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study There may be two possible options to consider in the future to replace the Relief Pension system. One option is to change to the State of Minnesota's Public Employee Retirement Association (PERA) part-time employee system that is based on the amount of hours worked versus a lump sum payment. The second option is to change to a design that would be the same as the City of Eagan's system used for other part-time or seasonal employees that are paid an hourly rate with no benefits. The City may be able to attract a stable part-time pool of firefighters to supplement a small career force by paying a higher hourly rate but have no additional benefits. The City should determine the combination of pay and/or benefits that will attract and retain POC firefighters who can make emergency responses quickly, most of the time. 3.3 CURRENT CAREER PARTIAL STAFFING PLAN The Department over several years now has tracked the varying ability of the POC firefighters to provide enough staffing, in the needed time frames, on a 24/7/365 basis. This has been documented in several reports to the Eagan City Council and in a successful United States Fire Administration Grant proposal. Citygate will not repeat the data again, but given the measures we obtained from Department electronic records and our findings above, we have validated the concern over the changing response ability of many (not all) of the POC firefighters. In June 2014, the Federal Staffing for Adequate Fire and Emergency Response (SAFER) Grants program provided additional funds that allowed the City to add five career firefighters and in 2016 to transfer a Fire Inspector to the daytime career staffing plan as the second crew Captain. This program thus created two teams of three firefighters on a 40 -hour -week pay basis. Each team staffs a primary response engine company from Stations 1 and 2. The Department also started a "standby crew" pilot program that allows 2-3 POC firefighters to sign up for shifts on some weeknights from 6 pm to 10 pm and on Saturdays from 8 am to noon as a voluntary pilot program to further extend a minimum staffing level even if only for one fire station. Many of these shifts go unfilled due to unavailability of POC firefighters. Given vacations and sick leave, the minimum crew size is two per unit. The on -duty crews are still supplemented with the dorm, standby crew, and POC firefighter programs to do everything possible to respond an adequate number of firefighters. Over the two grant years and now a third year on full City funding, the Department has tried several scheduling plans utilizing incident data to match the staffing to hours the POC firefighter response is thin and the incident demand the highest. By June 2016, the Department implemented an overlapping schedule of: Section 3—Eagan Fire Department Background page 35 IN 08 cn 1E flSS9(fl1tS. IEC II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study • Monday through Friday • Station 1 staffed from 6 am — 2 pm • Station 2 staffed from 10 am — 6 pm This schedule provides at least one, 2 -person minimum crew for 12 hours per day and four personnel minimum on two units four hours in the middle of the work day. 3.4 THE EMS SYSTEM WITH POLICE AND AMBULANCE In Minnesota, the Emergency Medical Services Regulatory Board (EMSRB) regulates who has the Primary Service Agreement (PSA) for ambulances in each community. The PSA is regulated by Minnesota State Statute 144E. It is almost unheard of for a city to obtain a PSA ambulance license for its community where a private provider has long held the contract. In the City, HealthEast Medical Transportation (a private for-profit ambulance provider) holds the PSA. HealthEast typically staffs one paramedic and one Emergency Medical Technician (EMT) per ambulance to provide Advanced Life Support (ALS) patient care. HealthEast is not dispatched by the County's public safety dispatch center as all 9-1-1 calls are received by the County dispatcher and transferred to HealthEast dispatch by phone call. Recently, Dakota County Fire and Police Chiefs met with HealthEast leadership to express concern over a HealthEast policy memo directing staff to give interfacility transports priority over being quickly available for 9-1-1 incidents. Over several decades, as there were always City police officers on duty around the clock, and the incidence of police 9-1-1 incidents was modest, City police officers are the City's initial EMS response to all EMS incidents. Fire is not dispatched initially unless it is a technical rescue, auto accident, or a police officer request. City police officers will also request a Fire Department response if they are notified the ambulance response time is longer than desirable. City police officers do not have Minnesota State patient care certifications at any level other than CPR and the use of the Automatic External Defibrillators (AEDs) that the police units carry. All City firefighters are required to have medical certifications at least at the first responder level; many POC firefighters are EMTs and a smaller number are paramedics that work for HealthEast or other ambulance providers. In most of the United States today, fire departments are the typical first responder at either the EMT or paramedic level. This provides a higher level of patient care to "stop the clock" in critical medical events in each neighborhood while the ambulance has a longer response time since it serves a much larger area. rya - cbr �i �S kJlIts llc Section 3—Eagan Fire Department Background page 36 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Field patient care has grown much more sophisticated over the last twenty years and the paramedic scope of practice is much larger, using more advanced technology. This does mean that it can take multiple trained EMT or paramedic responders to care for one patient in a timely manner. With cardiac arrest management, there are new studies that show a "pit crew" style of CPR is more effective (a team approach) in providing rapid, multi -skill treatment. Add to that the ResQCPR pump skills and staffing now in use. This "pit crew" method works for all severe medical issues such as airway management, difficulty breathing, etc. Fire is also dispatched on a regular basis for lift assists for an increasingly heavier population that only two ambulance crew members and one police officer cannot lift by themselves without risk of injury. Citygate interviewed the City Police Chief, Fire Chief, and Medical Director for HealthEast. As in many other thriving suburban cities, the calls for service are increasing for Police. Additionally, in the City, there are increased Police demands from the new outlet mall, more commuter traffic, and residents. The City has grown and developed significantly from the time Police started responding to EMS incidents. The Chief is keeping a watch on patrol officer availability and this is before the Minnesota Vikings new complex is fully on line. In 2016, HealthEast was dispatched 4,381 times and in 4,002 occurrences transported one or more patients to a hospital. Of these transports, 272, or almost 7 percent, were for life- threatening emergencies. In policing today, the International Association of Police Chiefs (IACP) recommends that patrol officer staffing levels be such that in each shift one-third of the time is spent responding to 9-1-1 police calls, one-third on proactive, community policing, and the remaining one-third on reports and administrative duties. Given there are nearly 4,381 initial EMS dispatches in a year, that breaks down to 12 per day. In a 24-hour period there are three police duty tours, thus every eight hours an officer responds to four EMS incidents. A normal EMS incident for a single medical patient, needing transport but not Fire Department response, can last 25 minutes or longer. Thus, at 25 minutes, an officer is spending 100 minutes, or 21 percent of every eight hours, not counting even a minimum time to produce a police incident report. Thus, if police 9-1-1 calls consumed 33 percent of a shift, and report/administrative time another 33 percent, there is only 14 percent (67 minutes) of a shift left for proactive policing. As the need for proactive policing increases, as well as the rate of 9-1-1 police requests, it is worth evaluating how much longer police officers, who do not even hold an EMT certificate, should continue to spend 21 percent or more of their time on EMS events. Section 3—Eagan Fire Department Background page 37 - - CIf it OSS9CIflltS, LEC IIP2 A IM[R.4[Nf? SFPYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study The Police Chief and his officers do appreciate responding to EMS incidents; it adds another "positive" customer service experience and builds bridges with community members. However, the Chief admits the time spend responding to EMS incidents now substantially erodes proactive policing time. The Police Chief, Fire Chief, and Citygate all agree that the time has come to transition police officers from serving as EMS first responders unless there is a corresponding police emergency, such as a traffic accident. This cannot happen until the Fire Department has staffed units able to respond to multiple medical calls that occur simultaneously. Once the Fire Department has a reliable 24/7/365 staffing model from all three fire stations, then the Chiefs can implement a fire/EMS response to all EMS incidents and the Police Department can still be dispatched as needed to assist the Fire Department. The Police Chief's desire is for beat officers to then be notified of all medical calls in their assigned areas to elect to respond if available. Finding #8: The Police Chief, Fire Chief, and Citygate all agree that the time has come to transition police officers from serving as EMS first responders as fire staffing reliability improves. Firefighter EMTs and eventfully Fire Department -based first responder paramedics should become the City's first responders on all EMS events. rya - cbr �i �S kJlIts llc Section 3—Eagan Fire Department Background page 38 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 4-EAGAN FIRE DEPARTMENT RESPONSE MEASURES The previous sections of this study have described the drivers of positive outcomes in fire and EMS emergencies, the strategies the City's Fire and Police Departments deploy to those emergencies, and demographics about the POC firefighter program. In this section, Citygate will evaluate current incident statistics to understand how effectively the City's system responds to emergencies on a timely basis, and whether enough responders are arriving to serious emergencies. 4.1 RESPONSE QUANTITIES AND TIMES In 2012, just four years ago, the Fire Department was dispatched to 1,073 incidents, primarily fires, technical rescues, hazardous materials spills, and some EMS events. In 2016, the Fire Department responded to the same types of incidents and was dispatched 1,807 times, which is an increase of 68 percent. Population increases and a robust economy all are driving an increased demand for services. The 10 -year trend for incident demand is shown in this figure: 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 Figure 9—Eagan Fire 10 -Year Incident Demand Trend — 1,• 1,807 1,485 1,308 1,133_ --_1 1.118 1,050 ___ - ------- 137 1,073 878„-__-_---' ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Response times are comprised of three parts: dispatch processing time, crew alert/turnout time, and travel time. Over the last three years (2014-2016) the total and component response times for overall, weekday partially staffed hours, and the POC firefighter hours are shown in the following tables. Section 4—Eagan Fire Department Response Measures page 39 IN Ns Cfl 01E flSS°CIfl1tS. IEC Illi A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Table 5—Total Response Time from 9-1-1 Received to 1St Unit on Scene to 90% of Fire/EMS Events 90% Incident Performance Overall Staffed Hours Unstaffed Hours Time Difference Department -Wide 12:48 11:23 14:14 + 2:51 Station 1 12:21 11:16 14:05 + 2:49 Station 2 12:55 11:27 14:59 + 3:32 Station 3 13:17 11:08 15:36 + 4:28 Station 4 13:55 11:33 14:14 + 2:41 Station 5 12:53 11:21 13:49 + 2:28 Table 6—Dispatch Time from 9-1-1 Received to 1St Unit on Scene to 90% of Fire/EMS Events 90% Incident Performance Overall Staffed Hours Unstaffed Hours Time Difference Department -Wide 03:46 03:14 04:33 + 1:19 Station 1 03:25 03:14 03:30 + 0:16 Station 2 04:32 03:19 06:20 + 3:01 Station 3 04:00 03:38 04:00 + 0:22 Station 4 03:14 03:07 03:19 + 0:12 Station 5 03:23 03:04 03:38 + 0:34 Table 7—Crew Turnout Time from 9-1-1 Received to 1St Unit on Scene to 90% of Fire/EMS Events 90% Incident Performance Overall ataffed Hours Unstaffed Hours Time Difference Department -Wide 06:35 04:35 07:35 + 3:00 Station 1 06:12 04:21 07:09 + 2:48 Station 2 06:13 03:08 07:04 + 3:56 Station 3 07:13 02:38 08:11 + 5:33 Station 4 07:34 06:04 08:51 + 2:47 Station 5 07:07 05:06 07:44 + 2:38 Table 8—Travel Time from 9-1-1 Received to lst Unit on Scene to 90% of Fire/EMS Events 0% Incident Performance Overall Staffed Hours Unstaffed Hours . Time Difference Department -Wide 06:34 06:56 05:58 - 0:58 Station 1 06:24 06:59 05:38 - 1:21 Station 2 06:56 06:56 06:58 + 0:02 Station 3 05:59 06:38 05:21 - 1:17 Station 4 06:33 06:57 06:16 - 0:41 Station 5 06:11 06:58 05:15 - 1:43 I cbr�� �ssiai�s ac Section 4—Eagan Fire Department Response Measures page 40 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study 4.2 RESPONSE DEMAND PATTERNS The hour of day incident demand pattern in the City for 2016 is shown in the following table. The boxes outlined in black indicate where there is one career -staffed unit on duty (6 am to 10 am), two (overlapped) on duty (10 am to 2 pm), or again only one on duty (2 pm to 6 pm). Table 9—Hourly Incident Demand Pattern in Eagan in 2016 Hour 1 Mon 2 Tue 1 3 Wed 4 Thu 6 5 Fri 4 6 Sat 7 Sun Total 27 00 5 2 6 3 01 2 2 5 4 3 6 4 26 02 9 5 0 6 2 2 3 27 03 4 3 4 1 3 8 5 28 04 3 3 2 5 1 5 2 21 05 7 5 3 5 4 3 0 27 06 7 10 15 7 14 3 4 60 07 12 14 13 16 10 6 7 78 08 18 13 14 14 15 12 4 90 09 18 16 14 21 13 19 11 112 10 15 13 12 15 13 13 6 87 11 16 17 14 14 15 17 13 106 12 19 30 29 19 17 11 11 136 13 18 16 18 17 21 8 8 106 14 16 18 24 19 17 18 7 119 15 13 13 19 12 16 12 11 96 16 16 19 25 19 16 11 12 118 17 16 15 18 12 21 17 9 108 18 15 12 21 17 15 11 13 104 19 10 16 19 13 8 10 14 90 20 8 5 16 11 12 11 11 74 21 10 13 10 9 13 6 8 69 22 7 8 4 8 8 5 9 49 23 10 9 4 6 6 8 6 49 Total 274 276 305 276 267 228 181 1,807 For the most part, the career staffing pattern has been adjusted to fit almost all the high incident demand hours. F91 Section 4—Eagan Fire Department Response Measures page 41 cinuaissas. uc 1 . E 1 1.(1 S.. [.S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study The following two temporal response time performance tables show the percent of the incidents that a unit arrived by a best practice recommendation of 7:30 minutes from the 9-1-1 call receipt for staffed and unstaffed (POC firefighter) hours: Table 10—Hourly Percent of Incidents Receiving a 7:30 -Minute Response for Staffed Hours Hour 1 Mon 2 Tue 3 Wed 4 Thu 5 Fri 6 Sat 7 Sun Hourly % 06 67% 67% 50% 0% 0% 0% 11% 47% 07 0% 100% 50% 75% 50% 11% 0 50% 08 45% 75% 29% 100% 75% 38% 0% 55% 09 33% 57% 18% 55% 38% 31% 0% 34% 10 71% 44% 55% 44% 57% 25% 0% 47% 11 70% 63% 50% 57% 92% 67% 0% 65% 12 33% 50% 74% 50% 50% 0% 25% 50% 13 63% 56% 62% 67% 73% 0% 50% 61% 14 43% 36% 58% 50% 45% 18% 25% 43% 15 67% 29% 46% 86% 50% 20% 17% 47% 16 67% 57% 38% 56% 78% 50% 43% 55% 17 67% 57% 67% 67% 44% 25% 50% 52% Daily % 53% 52% 51% 60% 59% 28% 21% 50% Table 11—Hourly Percent of Incidents Receiving a 7:30 -Minute Response for Unstaffed Hours Hour 1 Mon 2 Tue 3 Wed 4 Thu 5 Fri 6 Sat 7 Sun Hourly % 00 0% 0% 0% 50% 11% 01 0% 0% 100% 09/ 11% 02 0% 0% 0% 0° 0% 03 0% 0% 0% 0% 0% 0° 0% 04 0% 0% 50% 0% 0% 0% 11% 05 0% 33% 0% 0% 0% 8% DAYTIM E 18 43% 14% 23% 25% 50% 25% 50% 30% 19 60% 0% 11 43% 75% 0% 25% 0% 29% 20 0% 0% 0% 20% 63% 40% 0% 21% 21 80% 50% 50% 40% 0% 0% r 25% 37% 22 60% 33% 0% 25% 0% 0% 17% 24% 23 0% 25% 0% 0% 0% 0% 7% Daily % 28% 18% 27% 23% 26% 19% 10% 22% During the evening hours highlighted in yellow in Table 11, a POC firefighter standby crew is occasionally staffed. PRI • NE NE' cbr �f �S (IlIts LK Section 4—Eagan Fire Department Response Measures page 42 rIt 6IV,G[Y[Y SU L City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study These tables show, as does the response time data, that the first unit arrives at few incidents within urban outcome response time expectations and the POC firefighter response is the best in the early evenings. The last response pattern that should be understood is the rate of simultaneous incidents. These can tax response time in any size department but can be critical when the POC firefighter program is only delivering a small number of firefighters, quickly. In 2016, the pattern was: Figure 10—Hourly Simultaneous Incident Rate for Eagan in 2016 Hour 1 Mon 2 Tue L3 Wed 4 Thu AL 5 Fri 6 Sat 7 Sun Total 00 0 0 0 0 0 0 0 0 01 0 0 0 0 0 0 0 0 02 3 0 0 0 0 0 0 3 03 0 0 0 0 0 1 0 1 04 0 0 0 0 0 0 0 0 05 1 0 0 0 0 0 0 1 06 0 0 2 2 2 0 0 6 07 0 1 1 0 0 0 0 1 2 08 0 0 1 3 2 1 0 7 09 3 1 1 4 1 0 2 12 10 4 2 1 0 0 0 0 11 7 11 2 0 3 0 0 1 1 7 12 6 3 4 1 4 1 0 19 13 4 2 2 1 2 0 0 11 14 2 1 3 2 4 2 0 14 15 1 0 2 4 3 1 1 12 16 1 2 5 2 1 2 2 15 17 3 1 0 1 2 1 1 9 18 1 1 2 2 1 1 1 9 19 0 2 6 1 0 0 1 10 20 0 0 0 1 2 2 4 9 21 0 1 3 2 1 0 1 8 22 0 0 0 1 1 0 0 2 23 2 4 0 1 0 0 7 Total 33 21 36 27 27 13 14 171 While the quantity of simultaneous incidents is small, fortunately it mostly occurs during the hours that the limited career -staffed units are on duty. Section 4—Eagan Fire Department Response Measures page 43 I CIF 1f flSS°CIfl1tS. LEC II#i A IM[P4[Nf? SftYI[[5 City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study If the Fire Department were to only respond to building fires (no EMS events), building fires only occurred 33 times in 2016, and their count was split with 19 during career -staffed hours and 14 during POC firefighter staffed hours. Building fires at night across America are typically the deadliest and require a prompt response as people are sleeping and do not always notice the fire immediately. In 2016, the first unit arrived from the time of the 9-1-1 call within a range of 10:14 to 14:43 minutes, clearly not close to an urban best practices recommendation of 7:30 minutes. 4.3 RESPONSE TIMES AND PATTERNS DISCUSSION The overall customer service perception of response time is that it begins at the time the 9-1-1 call for help is concluded and continues until the first responding unit arrives at the incident location. As the risk assessment section of this report showed, time is of the essence in critical emergencies. From 9-1-1 call receipt to the time the first unit arrives on scene, the City's system is not responding quickly enough to 90 percent of the incidents to intervene successfully in emergencies that threaten life and property. There are several reasons for this. Each segment of the response time measures on page 40 tells part of the story: • Across all types of emergencies, dispatch processing is taking too long. For incidents other than building fires, there is too much interaction between the Regional Communications Center and HealthEast ambulance Communications Center, and even when a fire response is indicated, significant time has already elapsed since the time the 9-1-1 call was placed. There could also be staffing and/or procedural issues to improve. National best practices recommend that 9-1-1 call processing from answer to unit dispatch should take up to 90 seconds if there are not language barriers. Clearly the times provided to this study do not show this to be the case. Citygate also reviewed the building fire dispatching separately and found it to be less than one minute, but in many cases the initial time record was only a few seconds from the time crew dispatch was recorded, which is not typical. Dispatch processing never takes 3-10 or even 20 seconds. This would suggest a procedure that triggers a time stamp before crew alerting is complete. • Crew turnout times are too long, even for hours and units with career staffing. This can be caused by several factors. One factor is that there is dispatching time being reported as crew turnout time. There could be electronic lag between the time the computer decision is made and the tone with voice message can be heard. Another factor is the career crews themselves could not be as efficient as possible in donning safety clothing and getting the apparatus moving. Or, the in route time record is farther into the unit moving and thus turnout is too long and travel times are too short. One explanation for the increased turnout for current career staff is the fact that the career staff also complete commercial and institutional building cbr �i �S kJlIts llc Section 4—Eagan Fire Department Response Measures page 44 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study fire inspections, which, along with apparatus and equipment maintenance, can contribute to a slower turnout time. • The travel times are very reflective of how the City deploys today. The career - staffed times are longer than the POC firefighter staffed times. This is because only one or two career units are coving the entire City. When the POC firefighters are dispatched, they respond from the station to which they are closest. Thus, the multi -station POC firefighter staffed hours reflect a more realistic travel time across the geography. • The hour of the day and simultaneous demand hours are highest during primarily the daytime, workday hours, when the limited career staff is deployed. But given that there are only two units in the City, even a career unit is challenged to deliver a response time of 7:30 minutes unless it is already close to the incident location. • The POC firefighter response time performance is approximately 2 minutes slower overall, which is to be expected as they have to respond to fire stations, park, don protective gear, and then get the apparatus moving. Their best performance hours are early to mid -evening where they can respond to their closest station. While the response time segment records are problematic, there can be no doubt that the data provided to Citygate from 9-1-1 call receipt to the time crews arrive on scene, is too long even for combination departments in anything other than a sparsely populated rural area. The total response times from 9-1-1 receipt to first unit arrival are longer than recommended for urban areas. As such, Citygate considers them an "exposure level of outcome" effort. Fires will not be contained to the room of origin. The building of origin will be substantially destroyed and the fire typically prevented from spreading to an adjoining building (this is the point representing exposure). Lives immediately threatened in fires and EMS events may not be saved with the current longer response times. With these observations Citygate makes the following findings about our review of response times: Finding #9: The Fire Department needs to conduct a forensic review of all technical and human procedures that affect the Regional Communications Center processing times. Section 4—Eagan Fire Department Response Measures page 45 IN 08 CD tI 1f flSS°CIfl1tS. LEC II#i A IM[R.4[Nf? SFtYI[[S City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Finding #10: Achieving best practices recommended deployment time frames is difficult for a fire department staffed entirely by POC firefighters due to the variable response times of the POC firefighter program. Even so, the Depailment should adopt dispatch and turnout time goals reflective of national best practice recommendations for urban population density communities and strive to meet its goals through its policies and practices. Finding #11: The Department has done an excellent job of matching the limited career staffing to the hours of greatest need. If no changes are made in the near term after this study, the limited career staffing and deployment hours should be continued. cbr �i �S kJlIts llc Section 4—Eagan Fire Department Response Measures page 46 fIt 6 [NFPGFYft Sl Ftill Ei City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 5 -RECOMMENDATIONS AND ACTION PLAN Citygate finds the City at a crossroads on adapting both the Police Department EMS first responder program and the Fire Department staffing model. This study builds upon the community conversation that began over three years ago with the federal firefighter staffing grant and the subsequent reports by the Fire Chief and the City Council indicating the City's need to continue the career staffing past the grant funding cycle. To the Council's credit, it commissioned this study to provide advice on sustainable fire services. At all levels within the City, Citygate found positive involvement on these issues, transparency, and interest to continue to do what is best for the City given its ongoing transition to a vital urban center in the greater Twin Cities part of the state. The current POC firefighter staffing challenges are the result of changes in America that the City cannot avoid. Due to the support of its community-based volunteers, the City has benefited for decades from low-cost fire services. However, for the reasons identified in this study, the total staffing and response times of a POC firefighter system will no longer provide the City a robust fire services system that can meet the needs of an urban community with diverse risks to protect. Additionally, the Police Department needs its officers to spend more time on Community Oriented Policing and not on first responder medical incidents that do not require a peace officer. As revenues support, the City should transition to a small career firefighting and EMS first responder force, providing a small level of immediate staffing response around the clock that is supplemented by the POC firefighter response. Citygate recommends that the best parts of the POC firefighter system remain during a transition period to more career staffing as long as there are willing POC firefighters to help the City community in this manner As the POC firefighter and career programs transition, the Department should consider converting the POC firefighter program, which pays a stipend and partial retirement savings, to a part-time firefighter program. For the number of annual hours a POC firefighter provides, paying a locally appropriate part-time hourly wage, without benefits, would be fairer to them and could generate greater availability for standby shifts. Another issue with the current POC firefighter system is that the current authorized POC firefighter pension pays everyone the same annual amount regardless of their actual annual amount of timely emergency responses and not just station coverage. When POC firefighters leave before they are fully vested in their pension, their accrual is transferred to the pool for others to share, again regardless of the remaining members' actual ability to respond quickly to emergencies. In Citygate's experience with the latest generation of younger, part-time firefighters, many newer personnel are looking for greater pay versus a pension in which they never intend to be fully vested. Personal lives and employment patterns are very different today Section 5—Recommendations and Action Plan page 47 - - CITY4flTt flSS°CIfllts. LEC IIP A IM[R.4FN[Y Sf RYI [[5 ■ ■ City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study from the more traditional model of spending much of a work life with one employer or living in the same neighborhood for decades. The career firefighters with emergency medical technician (EMT) training—and eventually some with paramedic training—can serve the EMS first responder role as is common in the United States. When the career staff arrive at fires and other technical emergencies, they can quickly begin to understand and set up to solve the problem, and when the balance of the POC firefighters arrive, they will fill out the staffing needed to safely and effectively execute the plan needed to control the incident. Thus, the City evolves to be the very definition of a "combination staffed" fire department. Given our findings and overall summary opinions, we make the following specific recommendations. 5.1 RECOMMENDATIONS Recommendation #1: If the City Council and community choose to deliver urban best practice outcomes to building fires and life-threatening medical incidents, the City should consider funding a small career -staffed force of three engines and one ladder truck, with three personnel each from the three fire stations, 24/7/365. Recommendation #2: If the policy choice is made to maintain and possibly grow career staffing, then during the staffed times of the day, the Fire Department should handle all EMS first responder incidents to increase the EMS trained personnel to the incident and allow police officers time needed to perform primary police functions. Recommendation #3: Adopt City Council Deployment Measures Policies: The City's elected officials should adopt updated, complete performance measures to direct fire crew planning and to monitor the operation of the Department. The measures of time should be designed to save patients where medically possible and to keep small but serious fires from becoming greater -alarm fires. With this is mind, Citygate recommends the following measures for urban population density best practices outcomes: 3.1 Distribution of Fire Crews: To treat medical patients and control small fires, the first -due unit should arrive within 7:30 minutes, 90 percent of the time, from the receipt of the 9-1-1 call in the dispatch center. This equates to a 1:30 -minute dispatch time, a cbr�� �ssiai�s uc Section 5—Recommendations and Action Plan page 48 kP 6 [NFf kJ I Ptil LLC City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study Recommendation #4: Recommendation #5: Recommendation #6: Recommendation #7: 2:00 -minute company turnout time, and a 4:00 -minute drive time in the most populated areas. 3.2 Multiple -Unit Effective Response Force for Serious Emergencies: To confine fires near the room of origin, and to treat up to five medical patients at once, a multiple -unit response of a minimum of three engines, one ladder truck, and one Battalion Chief, totaling 13 personnel, should arrive within 11:30 minutes from the time of 9-1-1 call receipt in fire dispatch, 90 percent of the time. This equates to a 1:30 -minute fire dispatch time, a 2:00 -minute company turnout time, and an 8:00 -minute drive time spacing for multiple units in the most populated areas. Absent an expansion of the current limited career staffing, the City should at least continue the current limited career -staffed two -unit plan. The Department should conduct a detailed audit of dispatch and crew turnout times to identify opportunities for electronic time keeping and procedural improvement, with the goal of meeting best practice recommendations. The City and Department should review and align POC firefighter response expectations to the community's needs to ensure the investment in training and long-term retirement stipends deliver staffing when needed on primary responding apparatus. This could result in fewer, but all active personnel. To better incentivize POC' s that can immediately respond when needed, the City and Department should study converting the POC firefighter flat annual payment pension program to (1) a part-time firefighter program that pays firefighters an hourly wage that does not include benefits, or (2) the State of Minnesota's Public Employee Retirement Association (PERA) part-time employee system that is based on the amount of hours worked. Section 5—Recommendations and Action Plan page 49 IN Ns CITYUflif flss <i 1PS. LEC ilii A [M[R.4[Nf? SFtYI[[S ■ ■ City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study 5.2 PHASED STAFFING CHANGES Gathering community input, designing and approving a funding plan for increased career staffing, and recruiting and hiring all take time. Given the cost and administrative burden on a small agency to grow and gradually obtain the full funding needed, Citygate offers this phasing plan, which can be executed on a per -fiscal -year basis: Step 1A: Expand one of the current two units staffed with three career firefighters to be 24/7/365. (This would require adding six career staff and three part-time firefighters across three shifts and could result in the attrition of 12 POC firefighters.) Step 1B: Expand the second of the two units staffed with six career firefighters to be 24/7/365. (This would require adding six career staff across three shifts and could result in the attrition of 13 POC firefighters.) Step 2: Add a third engine staffed with three career firefighters to be 24/7/365. (This would require an additional nine career staff across three shifts and could result in the attrition of another 15 POC firefighters.) Step 3: Add a ladder truck staffed with three career firefighters to be 24/7/365. (This would require an additional nine career staff and could result in the attrition of another 15 POC firefighters.) Step 4: Add three career Battalion Chiefs for 24/7/365 incident command / safety supervision. (This could occur earlier, funding permitting). cbr�� �ssiai�s uc Section 5—Recommendations and Action Plan page 50 kP 6 [NFf kJ I Ptil LLC City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 6 -PLAN COSTS 6.1 COSTS OF INCREASED CAREER STAFFING BY STEP The following costs are total annual compensation per position: Table 12—Costs of Increased Career Staffing by Step Added Reduction in Career POC Staff from POC Staff Cost Total Step/Position Personnel 93 in 2017 Savings Compensation''Z Step 1A – 2018 Captains 4 Firefighters $383,040 Firefi. hters 2 $540,576 POC Reduction $180,192 Career Staff Total Costs: ($186,745) Step 16 Net Costs: $563,232 Part -Time Firefighters (3) -15 $353,831 $420,000 POC Reduction -12 ($172,380) Step 1A Net Costs: +6 $810,852 Step 1B – 2019 Captains 3 Firefighters 6 6 -3 $540,576 POC Reduction Career Staff Total Costs: -13 ($186,745) Step 16 Net Costs: +6 -15 $353,831 Step 2 – 2020 Captains 3 $287,280 Firefighter 6 -3 c$43,095) $540,576 Career Staff Total Costs: +3 $827,856 POC Reduction -15 ($215,475) Step 2 Net Costs: +9 $612,381 Step 3 – 2022 Captains 3 $287,280 Firefighters 6 -3 c$43,095) $540,576 Career Staff Total Costs: +3 $827,856 POC Reduction -15 ($215,475) Step 3 Net Costs: +9 $612,381 Step 4 – 2024 Battalion Chiefs 3 $375,000 POC Reduction -3 c$43,095) Step 4 Net Costs: +3 $331,905 Total 33 35 remaining ($833,170) $2,721,350 1 This table only includes wages and benefits for Captains and Firefighters in Total Compensation. Training, overtime for absence replacement, uniforms, and equipment are not included. The table uses POC costs of $14,365/year, Firefighter Level 8 annual salary and benefits of $90,096, and Fire Captain Level 9 at $95,760/year. Section 6—Plan Costs IPS page 51 >: - CIfi'1 Tf flSS°CIfl1E5. LK1 4. L 1 1 (1 Y S.P. [S This page was intentionally left blank City of Eagan, MN Staffing, Emergency Medical Services, and Response Times Study SECTION 7 -NEXT STEPS The City can continue its current level of fire services or enhance them as the community desires. The purpose of this assessment is to compare the City's current firefighting and emergency medical response abilities against the local risks to be protected, as well as to compare against nationally recognized best practices. This analysis of performance forms the basis from which to make policy choices for changes in staffing and programs, if any. As one step, the City Council should adopt updated and best practices -based response time goals for the Department and provide accountability for the Department personnel to meet those standards. The goals identified in Recommendation #3 meet national best practices. Measurement and planning as the City continues to evolve will be necessary if the City chooses to meet such goals. Citygate recommends that the City's next steps be to work through the issues identified in this study: • Absorb the policy recommendations of this fire services study and adopt revised Fire Department performance measures to drive the deployment of firefighting and emergency medical resources. • Develop a staffing -to -revenues forecast for the four steps and program dates for adding fire crews. • Implement the low- to no -cost recommendations in this study within the next year. Section 7—Next Steps rl page 53 im Cfl ti 1f flSS°CIfl1tS. LEC II#i A IM[R.4[Nf? SFtYI[[S Agenda Information Memo June 13, 2017 Eagan Special City Council Workshop IV. SURPLUS FIRE STATIONS REQUEST FOR PROPOSALS Direction For Consideration: Approve the attached Request for Proposals and authorize the receipt of proposals from qualified developers, individuals, groups or organizations for the reuse or redevelopment of properties that currently contain two fire stations. Facts: ➢ The New Fire Station #1 located at 4200 Blackhawk Road opened on May 1, 2017. ➢ Former Fire Station #1 located at 3940 Rahn Road and Fire Station #5 located at 4701 Galaxie Avenue are no longer in service. ➢ Details on former Fire Station #1 include: 1.) Constructed in 1963 with additions in 1969 and 1976 2.) Currently zoned Public Facilities 3.) Surrounding uses include single family homes to the east and south, church to the north and multi -family apartment across the street 4.) Estimated demolition costs: $61,597 (asbestos removal included, which is Estimated at $7,500) 5.) Estimated tax value: $341,300 (land only $45,100) 6.) Cost to relocate/upgrade weather warning siren: $22,000-$30,000 ➢ Details on former Fire Station #5 include: 1.) Constructed in 1988 and is made up of two parcels with at total acreage of 2.73 2.) Currently zoned Public Facilities 3.) Surrounding area includes residential and light office/commercial 4.) Estimated demolition cost: $57,375 5.) Estimated tax value: $877,500 (land and building). $519,100 (land only) ➢ At the February 14, 2017 City Council workshop, Staff was directed to conduct neighborhood meetings at Fire Station #1 and Fire Station #5 to share information about their status and to receive feedback on possible uses for the property and/or the facilities. ➢ On Monday May 15, 2017 Fire Chief Mike Scott and City Administrator Dave Osberg conducted a neighborhood meeting at former Fire Station #1. ➢ Six people attending the neighborhood meeting, with key findings as follows: a.) There was some interest in having the facility converted into a classic car or other similar type storage facility b.) A few comments suggested the preference that it be open green space c.) Concern was expressed that should the building be demolished, the noise from Rahn Road and the view of Rahn Road would be more prevalent and thus troubling to some of the neighbors. d.) Tree preservation is important e.) City must be certain there is no junk or outside storage of any type ➢ On Thursday May 18, 2017 a similar neighborhood meeting was conducted at Fire Station #5 with approximately seven people in attendance. We also received feedback from the business property (Manley Commons) owner to the north. ➢ Key findings from the meeting at Fire Station #5 included: a.) The trees on the perimeter of the Fire Station #5 campus are extremely important to the adjacent neighbors. b.) Suggestion from neighbors was if it becomes residential housing, to restrict the overall number of homes that would fit on the site by preserving the large trees on the south and west sides of the site. c.) Neighbors to the south expressed that there might be interest from them to be able to buy additional land adjoining their property to help preserve trees and create a buffer from whatever the new use is. d.) If the current building is reused they would like to see a low impact use such as a dance studio, theater, or very low traffic business. e.) A community garden and an arts use was discussed by one attendee. f.) The neighbors expressed concern about the site being used for a repair shop or other large truck type use due to large garage bays at current fire station building. g.) The owner of the limited business to the north expressed concern that if the site is developed as single family homes they may complain about existing conditions of his business including parking lot lights, dumpster location and traffic. He would prefer to see the site be reused for a limited business zoning. Attachments: (1) IV. -1 Copy of Request for Proposals +'Ctty of Ean REQUEST FOR PROPOSALS TABLE OF CONTENTS 1. Executive Summary 2. Submission Requirements 3. Deliverables 4. Evaluation Criteria 1.0 Executive Summary rtr. 1'ir; gn2rrnr(t/rlrt»I 1.1 Objective The City of Eagan (City) is soliciting proposals from all interested parties for the reuse or redevelopment, which may included demolition, of two properties that contain two fire stations. As part of the comprehensive review of the City's fire protection services, it was determined that the location of two fire stations were no longer suitable to provide adequate response times for fire and other emergencies. The City has recently completed the construction of a new fire station located near Highway 35E and Blackhawk Road. With the opening of the new fire station, the City has determined that the two existing fire stations are no longer needed and seek proposals for reuse or redevelopment of the two properties. 1.0 Executive Summary ry f (1. q; «; ttrntmngrnrl/rlf 1.2 Project Location Station #1 3940 Rahn Road Fire Station #1 was the City's first fire station that was built in 1963. It is located at 3940 Rahn Road. 1.0 Executive Summary rtr. 1'ir; gn2rrnr(t/rlrt»I 1.2 Project Location Station #5 4701 Galaxie Avenue Fire Station #5 was built in 1988 and is located at 4701 Galaxie Avenue. 6 2.0 Scope of Request r tr. 1' 111171771Ifffiritti The City seeks proposals for the reuse/redevelopment of the two properties. Following is the pertinent information for each property. Station #1 ➢ .52 Acres ➢ Built in 1963 with additions in 1969 and 1977 • Current building is approximately 5,100 sq ft ➢ Surrounding uses: • Residential homes • Apartment • Church ➢ Zoning: Public Facilities Although the property is currently zoned Public Facilities, the City expects to rezone the property to Limited Business. Shown at Appendix 1 are the permitted and conditional uses in a Limited Business district. Proposers should indicate whether you would reuse the building or whether it would be demolished and a new structure erected. Note that if the building is demolished, there is a weather siren that must be relocated on the property. Station #5 2.73 Acres ➢Built in 1988: • The current building is approximately 5,100 sq ft ➢Surrounding uses: • Limited Business • Single Family ➢Zoning: Public Facilities Although the property is currently zoned Public Facilities, the City desires to receive feedback on whether the structure can be reused; or whether the site is more suitable for single family residential development. Due to the proximity of other nearby office buildings, any proposer may also submit a mixed use development that would include commercial and/or office uses. Tree preservation is an important component of any proposal. 3.0 Deliverables f ff. , « naannrcfm[[»/ Anyone responding to this Request for Proposals should submit: 8 ➢ The conceptual development plan for one or both properties and a written summary describing the proposed reuse/redevelopment of one or both properties. Submissions shall not exceed a total of 15 pages including cover letter and must include the following: • Cover letter addressed to: David M. Osberg, City Administrator City of Eagan 3830 Pilot Knob Road Eagan, MN 55122 ➢ Brief Summary of the proposed Development Plan for one or both properties. It is not necessary that anyone responding to this Request for Proposals submit a Development Plan for both properties. ➢ Organizational chart of the key personnel that will work on the project. • Descriptions of any and all prior development and/or project that you have undertaken in the City of Eagan in the last three years. • Schedule for completion of the work. ➢ Proposed purchase price for each property. Note the successful purchaser will be responsible for any and all city development fees associated with the reuse/redevelopment of the properties. • Site Visit. The properties will be open for inspection as follows: Station #1: June 29 at 9:00 a,m. Station #5: June 29 at 9:30 a.m. 4.0 Evaluation Criteria rrrn+tz;mrrfla�r�,Irgnr/rII{ii ,fall/,?f[<4/MIM/2(0fn17 9 ➢ The City will evaluate any development proposal based on what it believes is the best development proposal for each property. ➢ The proposed purchase price is only one factor that will be considered by the City. ➢ The City reserves the right to include in any proposed purchase agreement covenants that would restrict certain uses on each property. ➢ The City reserves the right to reject any and all proposals. Agenda Information Memo June 13, 2017 Eagan Special City Council Meeting V. JESS LUCE, DAKOTA COUNTY COMMUNITIES FOR A LIFETIME UPDATE Action To Be Considered: No action is needed. Jess Luce, Dakota County Communities for a Lifetime Initiative Program Manager, will provide an update on the Communities for a Lifetime program, including the specific profile completed on the City of Eagan. Facts: > Dakota County Public Health is spearheadingthe Communities for a Lifetime Program, which seeks to bring together residents, local businesses, community organizations, cities, and county staff to create networks of vital, accessible communities. > Dakota County's Communities for a Lifetime Initiative is in the process of completing City Profilesforthe 11 major cities in Dakota County. > The profiles highlight key components that demonstrate an age -friendly community, includinga city's changing population data, housing performance score, types of housing, transit options, land use, walkabilityscore and other indicators. > City profiles are intended to be a resource and a strategic planningtool to assist cities/communities ingaugingtheirprogress in becoming more age -friendly as they undertake their comprehensive guide planning process. • Jess Luce, Program Manager for the Communities for a Lifetime Program, will provide an update on the attached profile completed on the City of Eagan. Attachments: (2) V-1 Eagan Profile V-2 Workshop Power Point COMMUNITIES FOR A LIFETIME CITY PROFILE EAGAN, MINNESOTA ABOUT THIS REPORT This City Profile was prepared by Dakota County's Communities for a Lifetime (CFL) Initiative—an initiative engaging community members and leaders in the private and public sectors to create accessible, supportive Communities for a Lifetime that enable people to lead active vital lives. Dakota County and individual cities work together in many areas to make communities more age - friendly. We work together on housing, public safety, transportation, workforce issues, and many other areas. The population is aging. This is true across the nation, across the state, and in most communities in Minnesota. The shape and way of life in our communities needs to reflect this changing demographic landscape. Fortunately, people of any age desire similar things. They want to live in a community that is safe, affordable, and convenient, and that offers services and amenities that meet their needs, and opportunities that enrich their lives. But as people age, certain community characteristics are essential to a vital life. This profile reviews some of these features at the community level using reliable and accessible data from reputable sources. WHAT MAKES A COMMUNITY FOR A LIFETIME? • Transportation options to help keep people mobile and independent • Walkable neighborhoods for transport and exercise • A full range of affordable housing options as needs change • Accessible and quality services that support older adults and caregivers in home and community settings • Flexible and supportive employment and volunteer opportunities, including intergenerational activities • Effective technology to connect people and help with life's activities IS YOUR CITY BUILDING A COMMUNITY FOR A LIFETIME? • Does your Comprehensive Plan present a plan and a vision for residents of all ages? • Do your land use, housing, and transportation policies take the needs of an aging population into account? • Are you realizing the competitive advantage of healthy, vital, and engaged older residents? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 1 Population -page3 Overall Livability - page 4 Boomers in 2014 Age 65+ in 2014 AARP Livability Index Score (0-100) 25.5% 8.9% 59 Housing -page 5 Home Owners 65+ Spending 30% or More in 2014 Renters 65+ Spending 30% or More in 2014 Subsidized Rentals per 100 People Age 75-84 Housing Performance Score 2006 - 2015 (0-100) 28% 68% 17 67 Assisted Living Units per 100 People Age 85+ Memory Care Units per 100 People Age 85+ Non -Single Family Homes in 2015 Homes with Single Level Living Option in 2014 21 21 47% 31% Mobility - page 12 Annual Household Transportation Costs in 2008-2012 City -Wide Walk Score in 2016 (0-100) Mixed -Use Area Walk Score in 2016 (0-100) Percent of Streets with Sidewalks or Trails in 2014 $13,350 21 43 26% Daily Fixed Route Public Transit Door -to -Door Transit Volunteer Driver Program Traffic Crashes per 1,000 People 65+ in 2014 Yes Yes Yes 16.6% Land Use - page 17 Mixed -Use Land in 2010 Number of Parks within 1/2 Mile Radius Number of Grocery Stores in 1/2 Mile Radius 1.4% 2.5 0.3 Community Life-page20 Age 65+ Age 65+ Age 65+ Change in Crime in Labor Force in 2014 Volunteer Hrs. in 2014 Living Alone in 2014 2010 to 2015 29.1% 139,332 28% —25.1% Age -Friendly Policies - page 24 Accessory Dwelling Policy Complete Streets Policy Mixed Use Land Development Policy Bike Walk Policy Yes Yes No No (All data presented in this one page overview is from 2013 unless otherwise noted.) Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 2 POPULATION AGING OF THE POPULATION The Baby Boom generation, born between 1946 and 1964, now age 50 to 68, represents a large percentage of the population. As they age, many Boomers will want to remain in the community where they currently live. Cities that recognize and respond positively to the aging population can gain a competitive advantage by meeting the needs and desires of their older population, and in doing so, will attract younger age groups that want an age -friendly community. POPULATION BY AGE FOR EAGAN IN 2014 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Boomers in 2014 9.5% 8.3% 6.5%6.8%7.0%6.5%5.7%7.5%7.2%7.0%6.7% 6.9%5.9% 00 I 3.2%2.4% 1 1.2%1.2%0.9% 6 h'`° �o\ �o\IC �o� �obk �C5 ,off cob, e AN czpt `bh �` Nh (1%O (1'?(IDO (bvj k)kO 0 <4P<0h COO qDh `h cbO * Age groupings corresponding to the Boomer generation are presented in black. Source: 2011-2014 American Community Survey (Table S0101) In 2014, 8.9% of Eagan residents were 65 and older. However, this age group will grow substantially over the next 20 years, as members of the much larger boomer cohort age. The boomer age group (in 2014) represents about a quarter of the Eagan population (25.5%). According to AARP, since 1990, roughly 90% of older Americans have stayed in the county they've been living in, if not the very same home. Is Eagan prepared for Boomers to age in place in the community? In a 2014 National Council on Aging Survey, 54% of older adults (age 60+) said their community is doing enough to prepare for the needs of the growing aging population. [1] 1 The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 21, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 3 OVERALL LIVABILITY THE AARP LIVABILITY INDEX The AARP Livability Index is a web -based tool that allows users to measure the overall livability of US neighborhoods, cities, counties, or states based on 40 quantitative metrics and 20 public policies defined by the AARP's Public Policy Institute. The 40 measures of livability and 20 public policy are divided into seven major categories: housing, neighborhood, transportation, environment, health, engagement, and opportunity. The tool allows users to compare the results for their community with other communities, including national leaders in livability. 100 is the highest possible score in each category. Scores above 50 should be considered above-average, and scores below 50, below-average. AARP INDEX SCORES FOR EAGAN AND SELECT PEER CITIES, 0 TO 100 Category Apple Valley Burnsville Eagan Lakeville Minnesota Total Score 59 59 59 58 60 Housing 48 51 47 41 58 Neighborhood 59 60 58 55 52 Transportation 52 52 50 47 59 Environment 59 55 60 66 62 Health 65 65 67 65 60 Engagement 57 60 58 58 67 Opportunity 71 69 69 72 62 Source: AARP Livability Index, Retrieved on November 30, 2016 from: https://livabilityindex.aarp.org The Total Score for Eagan, which is the numerical average of the seven sub -categories, is nearly identical to three select peer cities in Dakota County and the state of Minnesota as a whole. By the measures and policies that make up this Index, Eagan, its peers, and the whole state are above- average in terms of livability. Like its peers, Eagan scored highest in the Opportunity sub -category with a 69; this category includes measures on equal opportunity, employment opportunity, high school graduation, and population age diversity. Again like its peers, Eagan's lowest score was in Housing with a 47, a below-average rating; this category includes measures on housing options, affordability, and the physical accessibility of homes. Are there other cities within Dakota County and around the country, with similarities to Eagan, scoring higher on the AARP Index that could push Eagan forward in planning for an older population? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 4 ■ 1 HOUSING OVERALL HOUSING PERFORMANCE INDICATOR: HIGH OR INCREASING ANNUAL HOUSING PERFORMANCE SCORE The Metropolitan Council rates Twin Cities' area communities to promote effective housing development and to make funding decisions for local housing projects. Each community's score is based on the following broad criteria: (a) Increased housing variety, (b) Housing cost, (c) Mixed land uses, (d) Increased transportation choices, and (e) Leverage of private investment. [2] 2006 — 2015 Average HOUSING PERFORMANCE SCORES OF SELECT DAKOTA COUNTY CITIES, 0 TO 100 100 90 80 70 60 50 40 30 20 10 0 86 83 77 77 74 74 72 68 67 53 co 5o�r PDQ �o ��o� oco 'c\ao�� For the specific scoring criteria, please see: Guidelines for Priority Funding for Housing Performance Source: Metropolitan Council Housing Performance Scores, 2006 - 2015. 33 From 2006-2015, Eagan's average Housing Performance Score was 67, with a high score of 100 in 2015 and a low score of 52 in 2006 and 2007. The average score for the eleven major cities of Dakota County from 2006 to 2015 was 69, which marks Eagan's average score just below average. Its overall score suggests that Eagan is below its peers (Burnsville, Apple Valley, Lakeville) in one or more of the scoring criteria: housing variety, affordability, mixed-use development, transportation choices, and leverage of private investment. What criteria can Eagan work on to improve its Housing Performance Score? Could Eagan improve its approach to housing as it makes plans to develop or redevelop land? 2 Guidelines for Priority Funding for Housing Performance, Metropolitan Council, July 2015. Retrieved on Sep. 30, 2015 from: https://metrocouncil.org/Housing/Publications-And-Resources/HOUSING-POLICY-PLANS- REPORTS/Guidelines-for-Priority-Funding-for-Housing-Perfor.aspx Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 5 HOUSING AFFORDABILITY INDICATOR: SPENDING 30% OR LESS OF HOUSEHOLD INCOME ON HOUSING This measure has long been a standard for defining housing as affordable. It is a good measure of affordability whether a household is above or below the Median Household Income in a community. In most communities, the cost of rental housing is of greater concern than owner - occupied homes—many more renters pay more for their housing as a percentage of their income. HOUSING COSTS AS PERCENT OF GROSS INCOME FOR HOMEOWNERS AND RENTERS 65+ IN 2014 100% 80% 60% 40% 20% 0% 28% 72% 0 27% 72% 0 68% 29% 66% 29% 0 0% % 3�0 I 6% Eagan Home Owners Dakota County Home Eagan Renters Dakota County Owners Renters ❑ Not Computed Paying less than 30% Source: 2009-2014 American Community Survey (Table B25093 and B25072) • Paying 30% or More In 2014, 28% percent of Eagan home owners pay more than 30% of their gross income for housing. This is nearly identical to the situation of homeowners in Dakota County as a whole. However, more than two thirds (68%) of Eagan renters pay more than 30% on their housing. Renters in Eagan face slightly higher housing costs than renters across the whole county. The results for Eagan suggest that housing is less expensive for home owners than for renters, whom pay about the same as Dakota County renters as a whole. Many renters across the County are paying a larger proportion of their income for housing. How could Eagan, Dakota County, and other public and private partners invest more in subsidized rental housing to help bring down housing costs for lower-income renters, including older adults? 20% of Minnesota Baby Boomers were considering a move in 2010 due to the cost of housing. 131 49% of older adults (age 60+) are concerned they will have too little money to last the rest of their lives. !'1 3 Transform 2010 Data Report: Baby Boomer Survey, Minnesota Department of Human Services, 2010. Retrieved on September 30, 2015 from: http://www.dhs.state.mn.us/main/groups/aging/documents/pub/dhs16 156199.pdf 4 The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 30, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 6 • HOUSING CHOICE INDICATOR: INCREASED VARIETY OF HOUSING BEYOND SINGLE-FAMILY HOMES A person's housing needs and preferences evolve throughout their life. Housing variety, including the cost and features of homes, allow people to grow -up and age in the same community. Communities that lack housing variety that is desirable to older residents may lose those residents to other communities within the county or elsewhere. PERCENTAGE OF NON -SINGLE FAMILY HOME HOUSING BY TYPE IN EAGAN, 1990-2015 100% 80% 60% 40% 20% 0% Townhomes (single-family attached) o Duplex, Triplex and Quad • Multifamily Rentals or Condos (5 units +) s Manufactured Home 1990 2000 16% 18% 2% 2% 30% 25% 0% 0% 2010 19% 2% 24% 0% Source: U.S. Census 1990, 2000, 2010, and 2015; Metropolitan Council Housing Stock Estimates, 2015. 2015 20% 2% 25% 0% Among major non -single family home housing types, between 1990 to 2015, Eagan saw an increase in Townhomes from 16% to 20%. However, at the same time, there was a decline in the proportion of Multifamily Rentals or Condos from 30% to 25%. The proportion of Duplex, Triplex and Quad properties and manufactured homes remained roughly the same. Single -Family Detached homes increased slightly between 1990 and 2015, from 52% to 53%. The variety of housing types in Eagan is positive. Could Eagan further increase its housing variety in the coming years to appeal to older residents who may want to down -size, or younger residents who need or prefer a non -single family home? 28% of Minnesota Boomers planning to move by 2020 reported they are considering a townhome or condominium. 161 40% of older adults (age 60+) anticipate home maintenance will be a concern as they age. [6] 5 Transform 2010 Data Report: Baby Boomer Survey 6 The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 21, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 7 HOUSING CHOICES IN LATER LIFE INDICATOR: VARIETY AND QUANTITY OF "SENIOR HOUSING" OPTIONS Most people prefer to stay in a single family home, condominium, townhome, or all -ages apartment as they age. However, whether due to preference or a need for support that cannot be met well in their conventionally designed home, some make a move to "senior housing" — housing planned for older adults. Senior housing is generally restricted to people age 55 or older; but persons age 75 to 84, and 85 and older are more likely to live in "senior housing." UNITS OF SUBSIDIZED SENIOR RENTALS AND MARKET RATE CONGREGATE HOUSING IN 2013, PER 100 PERSONS AGE 75-84 30 28 25 22 20 15 10 5 0 17 Apple Valley 11 Burnsville 17 16 25 Eagan Lakeville ■ Number of Subsidized Rentals per 100 People Age 75-64 Number of Market Rate Congregate Units per 100 People Age 75-64 Source: Comprehensive Housing Needs Assessment for Dakota County, MN, Maxfield Research, September 2013 2011-2013 American Community Survey (Table S0101) Housing Type / Age Apple Valley Burnsville Eagan Lakeville Rental (Shallow -Subsidy)* 170 200 245 202 Rental (Deep -Subsidy)* 72 42 0 24 Independent Living (Few Services)+ 176 433 121 0 Congregate (Moderate Services)" 136 200 112 77 People Age 75-84 1,390 2,290 1,436 899 * Subsidized Rentals refers to age -restricted independent living apartments where rents are adjusted to increase affordability for low-income seniors. + "Independent Living" refers to age -restricted independent single-family, townhomes, apartments, condominiums, and cooperatives with few, if any, supportive services. ^ "Congregate" refers to multi -unit housing, such as townhomes, apartments, condominiums, and cooperatives with increasing, moderate supportive services. (see below). "Congregate" does not include Assisted Living or Memory Care Facilities Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 8 The graph and table above present data on varieties of "senior housing" with few or very limited built-in services. Two of the housing options offer subsidies to support affordability. In 2013, Eagan had 17 subsidized senior rental units for every 100 people age 75 to 84, an average ratio among its peers. With the cost of rental housing being such a concern, could Eagan work to increase the ratio of subsidized units for older residents? Also, are there age -friendly features inside the housing units? Could new policies or educational campaigns encourage builders to construct universally designed buildings to meet the needs of aging adults—and by doing so better meet the needs of all age groups? 77% of older adults (age 60+) plan to stay in their current home for the rest of their life. (j UNITS OF ASSISTED LIVING AND MEMORY CARE IN 2013 PER 100 PEOPLE AGE 85+ 40 38 35 30 25 20 15 10 5 0 3 Apple Valley 31 19 21 21 Burnsville Eagan ■ Number of Assisted Living Units per 100 People Age 85+ Number of Memory Care Units per 100 People Age 85- 16 7 Lakeville Source: Comprehensive Housing Needs Assessment for Dakota County, MN, Maxfield Research, September 2013 2011-2013 American Community Survey (Table S0101) Housing Type / Age Apple Valley Burnsville Eagan Lakeville Assisted Living Units* 165 279 117 44 Memory Care Units^ 14 84 94 72 People Age 85+ 439 914 561 632 * "Assisted Living" refers to multi -unit housing with more intensive supportive services than the "Congregate" category referred to above. ^ "Memory Care" is multi -unit housing that, as the name suggests, provides intensive services for persons with declining memory. The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 21, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 9 This second graph looks at two Senior Housing options that offer more built-in services for residents, such as meals, housekeeping, and transportation, and increasing levels of personal care. Adult Foster Care programs, licensed residential homes for 4 to 5 residents age 55+, and Skilled Nursing Facilities (i.e. nursing homes), are not included here. These types of housing options were not included in the report by Maxfield Research, the source of this data. Eagan has a more moderate number of assisted living units compared to its peers and the current size of its 85+ population: 21 units for every 100 residents age 85 or older. Eagan has the same ratio of memory care units: 21 units. Eagan, like other cities, should continue to evaluate if it has the appropriate number of "senior housing" units and affordable housing options for older adults based on its current population and projections for the future. Across the state, the number nursing home beds is being reduced and we are seeing more funding for Home and Community -Based Services, and this trend is expected to continue. Many communities have responded to an aging population by building more Assisted Living units. In fact, Minnesota has more Assisted Living units than any other state in the nation. How can Eagan continue to plan for and invest in housing with services to support older residents who may want to remain in this community as they age? What if Boomers avoid moving into Assisted Living facilities all together or wait until the very end of their life? Have some communities over -built the number of Assisted Living units they may need? 68% of Minnesota Boomers who plan to move by 2020 will be looking for homes where they could live on one level. lel 8 Transform 2010 Data Report: Baby Boomer Survey Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 10 ACCESSIBILITY AND VISITABILITY INDICATOR: AVAILABILITY OF HOUSING WHERE RESIDENTS CAN LIVE ON ONE LEVEL The most basic home characteristic that supports accessibility and visitability is housing that allows a person to live on one level, with few or no stair systems. Stairs pose a barrier for many people if their physical functions are limited. In many cities, the best option for one level living is recently constructed multi -unit apartments or condominiums. These buildings frequently have zero -grade, accessible entries, elevators, and wide hallways and doorways leading to one -level units. While much less common, some single family homes, detached condominiums, townhomes, and multiplexes also provide residents with options for living on one level. PERCENT OF HOUSING WITH A ONE -LEVEL -LIVING OPTION IN EAGAN AND SELECT CITIES, 20149 100% 80% 60% 40% 20% 4%0 34% 66% 43% 57% 31% 69% 24% 76% Apple Valley Burnsville Eagan Lakeville One -Level -Living Option Less Possible ■One -Level -Living Option Exists Source: Dakota County Assessor's Office, 2014 Nearly one third of Eagan housing would allow a resident to live on one level of a home. Eagan is average compared to its peer cities on this measure, with Lakeville having a smaller proportion of one -level -living options, and Burnsville having a larger proportion. However, even homes that offer a good one -level -living option may need to be modified in one or more ways to make them truly accessible and visitable. Common home modifications include adding ramps to main entries, widening doorways, improving the living -level bathroom and shower, and moving laundry machines to the living -level. The vast majority of residents prefer to age -in-place. How could cities, the county, and organizations support more practical home modifications and repairs to help residents age in place? Could an Aging in Place partnership/fund be set up to help homeowners stay in their homes—at less cost than other housing alternatives? As new housing of all types is constructed, how could cities encourage builders to include more accessible and visitable features in their design plans? 9 The Dakota County Assessor's Office organizes residential housing into as many as 24 categories; the categories encompass all major housing types: single family homes; townhomes; duplex, triplex and quads; condominiums; and multifamily buildings. The percent of "one story" living units is based on the number of one story units across all housing types. Two story homes may allow for single -level living, but this cannot be assumed. Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 11 MOBILITY TRANSPORTATION COSTS INDICATOR: ANNUAL HOUSEHOLD TRANSPORTATION COSTS Housing is generally the largest expense in a household budget, but transportation costs typically rank second, and so are very significant, especially for households with a low or fixed income. Some residents seek out affordable housing, which can often be found in suburban and exurban communities with lower land prices, but then inadvertently end up with higher transportation costs, especially if their housing is a long distance from their work or the many basic services we all need. The US Department of Housing and Urban Development is now promoting a combined measure of housing and transportation affordability it calls "Location Affordability," which considers the cost of housing and transportation together.10 2008-2012 ANNUAL TRANSPORTATION COSTS IN EAGAN, SELECT CITIES, MINNESOTA AND THE US $15,500 $15,000 $14,500 $14,000 $13,500 $13,000 $12,500 $12,000 $11,500 $11,000 $13,350 $13,350 $13,350 Apple Valley Burnsville Eagan $14,685 $15,124 Lakeville Minnesota Minnesota and Select Cities Median Dakota County Source: U.S. Department of Housing and Urban Development, Location Affordability Index, 2008-2012, http://www.locationaffordability.info/lai.aspx ,350 The estimated annual household transportation costs for Eagan's residents at $13,350. is at the Dakota County median and less than the costs experienced by Minnesotans as a whole. This is the same estimated cost as Eagan's peer cities of Apple Valley and Burnsville, except for Lakeville which pays considerably more. How can Eagan, and other Dakota County cities, attract more employers to reduce daily commutes for its residents? How can cities adjust land use policies to shorten distances and improve access to shopping, services, and other amenities? Further, might the city explore more public and alternative transportation services to decrease residents' reliance on cars for transportation? 10 U.S. Department of Housing and Urban Development, Location Affordability Index, Retrieved on October 31, 2016 from: http://www.locationaffordability.info/ Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 12 WALKABILITY INDICATOR: WALK SCORE, 0 TO 100 Walking, or rolling using an assistive device, is the most basic and affordable mode of transportation. However, since many streetscapes are designed primarily for cars, walkers may find the distances to their destination too great and the routes unsafe. Walk Scores measure the walkability of an area using digital maps and data about distances to common amenities and pedestrian friendliness. City -Wide Walk Score Cedar Grove Walk Score 90-100 Walker's Paradise: Daily errands do not require a car 70-89 Very Walkable: Most errands can be accomplished on foot 50-69 Somewhat Walkable: Some errands can be done on foot 25-49 Car -Dependent: Most errands require a car 0-24 Car -Dependent: Almost all errands require a car 21 43 Source: https://www.walkscore.com/MN/Eagan, Retrieved on October 31, 2016 Overall, Eagan is a very Car -Dependent city, with a walk score of 21. In most locations across the city, most errands require a car. However, throughout the city there are locations that are more walkable. A Mixed -Use or Suburban -Intensity area of the city near the intersection of Cedar Avenue and Highway 13 (address: Eagan Outlets Pkwy. & Cedarvale Dr.) — the Cedar Grove Redevelopment Area — achieved a Walk Score of 43. (Research shows that when people walk or bike to do their shopping they take more trips and spend more money.) While not all residents value walkability, a growing number do. Strategically investing in Suburban - Intensity developments or otherwise improving the proximity of residences and essential amenities will serve older residents and others who value walkability. How can Eagan strategically invest in greater walkability, more sidewalks, and more mixed-use or Suburban -Intense developments? What policies need to be updated or changed to increase walkability? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 13 WALKABILITY INDICATOR: PRESENCE OF SIDEWALKS Sidewalks are the building blocks of an effective pedestrian network. When sidewalks are not available, pedestrians are forced to share the street with motorists, access to public transportation is restricted, and children have fewer play areas that are safe. Streets without safe places to walk, cross, catch a bus, or bicycle put people at risk. Over 5,600 pedestrians and bicyclists died on U.S. roads and there were 115,000 reported injuries in 2014.11 Pedestrian crashes are more than twice as likely to occur in places without sidewalks; streets with sidewalks on both sides have the fewest crashes.12 Walkability is enhanced even further by three core characteristics: the continuity and connectivity of pedestrian ways (i.e. sidewalks, trails, bike lanes, street crossings, crosswalks); the safety of the pedestrian ways; and the proximity of essential services to residences. The data of this measure speak to the first core characteristic. PERCENT OF STREETS WITH SIDEWALKS OR TRAILS IN 2015 100% 80% 60% 40% 20% c° 57% 36% 36% 36% 36% 31 26% Apple Valley Burnsville Eagan Streets with Sidewalks — 11 -City Average Note: "Streets" are defined here as local roads, county roads, and county -state aid highways. Source: Dakota County Physical Development Division, 2015 LLA Lakeville Eagan is below average in its sidewalk coverage and connectivity compared to the eleven major cities of Dakota County. That being said, its sidewalk system is roughly comparable to two of its peer cities, Burnsville and Lakeville. Apple Valley stands out among its peers on this measure, well exceeding the average percentage of sidewalk coverage for the eleven major cities in Dakota County. As Eagan develops and redevelops land, how might the city improve its pedestrian infrastructure? 11 Source: http://www.pedbikeinfo.org/data/factsheet crash.cfm 12 Source: http://safety.fhwa.dot.gov/ped bike/tools solve/walkways brochure Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 14 PUBLIC TRANSIT AND ALTERNATIVE TRANSPORTATION INDICATOR: PRESENCE OF PUBLIC AND ALTERNATIVE TRANSPORTATION Many people who are able to drive express interest in transportation alternatives such as buses, trains, walking, or biking. But for older adults who do not drive, transportation alternatives become critically important. Without transportation, residents find it difficult to access basic services, remain independent, and stay involved in the life of the community. Alternative transportation options available to residents of Apple Valley are described in the table below. (Some information in this table may have evolved as routes are modified and providers change.) Category Provider(s) Scope of Service Description Bus Rapid Transit Metro Transit 1 stop in Eagan; higher frequency service, seven days a week. Metro Red Line. Provides transit to the Mall of America, a major transit hub with connections to light rail. Fixed -route Minnesota Valley Transit Authority Moderate local coverage; Good express and commuter coverage Is a fixed transportation route with scheduled designated stops. Riders are responsible for getting to the designated stops. Cedar Grove Station Eagan Transit Station Local Routes: 437, 438, 440, 444, 445, 446 Express/Commuter Routes: 415, 436, 470, 472, 475, 480, 484, 489 Curb -to -Curb A -Tran -- South Metro, Mpls/St Paul GAPP Services -- Dakota County MNET -- Metro Area Transit Link -- Metro Area Requires the rider be able to meet the vehicle at the curb. Drivers do not help individuals into homes, apartment buildings or businesses. Drivers pick-up and drop-off passengers at the curb only. Door -to -Door A -Tran -- South Metro, Mpls/St Paul Metro Mobility -- Metro Area MNET -- Metro Area Transit Link -- Metro Area Driver provides some assistance to rider to ensure they make it safely from their main door onto the vehicle. The driver provides the same service on the return trip. Door- through -Door A -Tran -- South Metro, Mpls/St Paul MNET -- Metro Area Driver enters the home/building to provide assistance to the rider to ensure they make it safely through their front door and onto the vehicle. The driver provides the same service on the return trip. Volunteer Driver Program GAPP Services All of Dakota County Individuals who volunteer their time and vehicle to provide transportation services to a community. Most often vehicle is a sedan and space is limited to riders with only canes and folding walkers. Source: Metro Transit: https://www.metrotransit.org; "Transportation Options Resource Guide: Dakota County retrieved on July 3, 2015 from: http://www.dartsl.org/transportation-options-resource-guide Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 15 DRIVER SAFETY INDICATOR: DECREASED TRAFFIC CRASHES AND TRAFFIC RELATED INJURIES. Driving a car is the most common mode of transportation for most people. This is especially true in suburban and rural communities where mass transit options are often limited. Sidewalks and trails are also frequently underdeveloped. For these reasons, driving conditions become increasingly important. Some cities are making design improvements, including: better, larger signage for older drivers; more designated left-hand turn lanes; rumble strips on lane markers or shoulders; and improved safety at crosswalks. NUMBER OF TRAFFIC CRASHES AND INJURIES IN EAGAN FOR DRIVERS 65+, 2010-2014 25.0 20.0 15.0 10.0 5.0 0.0 20.9 4.2 19.8 5.6 1 19.0 4.7 ■ 18.6 5.2 ■ 16.6 3.3 ■ 2010 2011 2012 2013 2014 Number of Crashes per 1,000 People 65+ IN Number of Injuries per 1,000 People 65+ Source: Minnesota Department of Public Safety Crash Facts, 2010-2014; American Community Survey, 2010-2014 In Eagan, the number of traffic crashes involving drivers 65+ decreased steadily between 2010 and 2014 – 21 percent overall – while the number of injuries remained roughly flat, declining finally in 2014. Regrettably, three fatalities were recorded for drivers 65+ over this same period, one each year, in 2011, 2012, and 2013. Across the US, more than 4,500 pedestrians are killed by motor vehicles every year. However, this does not have to be the case—more can be done to save lives. These deaths are preventable. Speed does kill. Two studies, one in the US and a second in the UK, revealed that pedestrians are killed 5% of the time when struck by a car going 20 mph; 37- 45% of the time when struck by a car going 30 mph; 83-85% of the time when struck by a car going 40 mph. Traffic on most American streets travel closer to 40 mph instead of 20 mph. If we reduce car speeds to 20 mph through traffic -calming road redesign, education, and enforcement strategies, we could reduce pedestrian fatalities by 90%. How can the state, county, and cities work together to prioritize dangerous streets for redesign and speed reduction to save more lives? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 16 LAND USE MIXED-USE LAND INDICATOR: PROPORTION OF LAND DEVELOPED AS MIXED-USE Mixed-use developments (also known as Suburban -Intensity) have received increasing attention among city planners and administrators, and the general public. Well -executed mixed-use developments can address many livable community characteristics at once, including: housing - type variety, convenience to shopping and services, walkability, and public safety. PERCENT OF RESIDENTIAL LAND USE COMPARED TO MIXED-USE FOR SELECT CITIES, 2010* 100.0% 80.0r% 60.0% 55.74 o 40.0%. 20.0% 0.0% 0.3% Apple Valley 40.89 30.3% 33.3% 0.9°_ 1.4% 0.05% Burnsville Eagan Lakeville Residential 1 Mixed Use SOURCE: METROPOLITAN COUNCIL GENERALIZED LAND USE DATA, 2010 (*NEw 2016 LAND USE DATA NOT AVAILABLE UNTIL SPRING 2017) NOTE: FOR MORE SOURCE INFORMATION SEE: HTTP://METROCOUNCIL.ORG/METC/FILES/6D/6DB8637A-FE3F-4F06-9548-581 B680DE527.HTML Eagan has the highest percentage of mixed-use land at 1.4% of the city's total land area; however, all four cities have a very low percentage of mixed-use development. Suburban -intensity is not something that needs to be feared as increased "density," something often fought by residents of suburban communities. Suburban -intensity can be targeted to specific areas of the city where walkability and density can be achieved more easily. The Cedar Grove Redevelopment Area (near Cedar Avenue and Highway 13) is the prime example within Eagan. Some cities are creating age - friendly areas or districts that are benefiting from this approach. Currently, Minneapolis and St. Paul are seeing record levels of construction of mixed-use developments of rental apartments with commercial space at the street level. Millennials and Boomers are competing to live in or near these walkable neighborhoods. Can suburban communities replicate and benefit from this trend that is likely to continue into the future, or will some suburban communities be left out? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 17 PARK SPACE INDICATOR: PROXIMITY TO PARK SPACE Public parks and trails are a great common space for people of nearly any circumstance to get out and interact in the community and stay healthy. To better support older residents and people with limiting health conditions, park spaces should increasingly offer shade, shelter, a place to sit and rest, and accessible bathrooms, all of which benefit the entire community. NUMBER OF PARKS WITHIN A HALF -MILE IN 2013 Apple Valley Burnsville Eagan Lakeville Median US Neighborhood 3.4 3.6 2.5 2.2 0.0 Source: AARP Livability Index, retrieved on October 31, 2016 from: https:// ivabilityindex.aarp.org According to the ARRP Livability Index, Eagan has 2.5 parks in each half -mile radius of land area. Apple Valley and Burnsville have a higher concentration of parks, whereas Eagan and Lakeville have a lower concentration of parks, and nearly the same ratio of parks to land area. Some of the Eagan parks and recreational amenities are described in the table below. How can Eagan and other cities continue to make parks both good places for children and older adults—more benches and more equipment for all age groups? And how can cities continue to improve non -motorized access to parks through sidewalk and trail enhancements, so that people of all ages can walk, bike, or roll (i.e. using an assistive device) to their nearest park? Select Amenities Number and Land Area Description Public Parks 56 parks on 1,400 acres 32 tennis courts; 15 hockey rinks; 15 pleasure rinks; 41 ball fields; 27 soccer fields; 43 play structures for a variety of ages 5 pavilions, 8 warming house/multi-functional buildings and one retreat center available for reservations Lebanon Hills Regional Park 1 park on 1,795 acres Offers a very wide array of recreational activities, including: hiking, boating, horse riding, fishing, and winter activities including cross-country skiing. 320 acres are in Apple Valley. Special Park & Recreation Features 1 outdoor skate park located at Lexington-Diffley Park 3 pickleballs courts at Skyhill and Ridgeview Parks 2 outdoor BMX -style bike parks open seasonally 1 Disc Golf Course located at Northview Park 1 Off -Leash Dog Area located at Thresher Fields Park Source: http://www.cityofeagan.com/index.php/parks Released December 2016 I Communities for a Lifetime City Profile I Eagan, Minnesota 1 18 FooD ACCESS INDICATOR: ACCESS TO HEALTHY AND AFFORDABLE FOOD It is difficult to make healthy food choices when grocery stores and farmers' markets are not near where you live. People who do not drive or lack transit options and those that are low-income are forced in many instances to rely on food options that are less healthy from nearby convenience stores, and it may cost them more money. NUMBER OF GROCERY STORES AND FARMERS' MARKETS WITHIN A HALF -MILE IN 2013 Apple Valley Burnsville Eagan Lakeville Median US Neighborhood 0.5 1.0 0.3 0.1 0.0 Source: AARP Livability Index, retrieved on October 31, 2016 from: https:// ivabilityindex.aarp.orq The AARP Livability Index rates a community's food access by measuring how many grocery stores or farmer's markets exist in each half -mile radius within the city, a reasonable walking distance for most people. According to this source, Eagan has 0.3 stores or markets per half -mile radius, or by extrapolation, roughly one store or market per 1.5 mile radius. On this measure, Burnsville has much greater food access with one store or market a half mile from any given location. (Note: Most US neighborhoods, including vast rural areas, score a zero for grocery stores or farmer's markets within a half -mile. However, by contrast, the score for the city of Minneapolis is 5.3). Sometimes residents face financial or transportation barriers in gaining access to food. What can communities do to promote their farmers' markets to all residents, and ensure that those in need have access to grocery stores and home delivered meals or food? Service agencies can help close the food access gap. Dakota County has an excellent listing of Food Shelves & Community Meals on its website.13 Ensuring that all are fed, of whatever age and circumstance, is a basic need that all communities need to address together. 13 Dakota County, Minnesota, Food Shelves & Community Meals: https://www.co.dakota.mn.us/HealthFamily/PersonalFinance/FinancialCrisis/Pages/food-shelves.aspx Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 19 COMMUNITY LIFE EMPLOYMENT INDICATOR: PERCENT OF PEOPLE AGE 65 TO 74 IN THE LABOR FORCE Complete retirement from paid work at 65 is slowly being revised in our culture, through public policy, but also through the needs, plans, and preferences of aging workers and employers. A healthy labor force participation rate should closely reflect the percent of people in any age group who express a desire to work. LABOR FORCE PARTICIPATION AGE 65 TO 74 IN EAGAN, WITH SELECT COMPARISONS IN 2014 100.0% 80.0% 60.0% 40.0% 20.0% 0.0% 37.3% 30.3% 29.1% 26.5% 28.9% 26.6% Apple Valley Burnsville Eagan Lakeville Dakota County Minnesota Source: 2009-2014 American Community Survey (Table S2301) Eagan's rate of labor force participation among workers age 65 to 74 is slightly higher than the labor force participation rate of Dakota County and Minnesota as a whole, at 29.1 %. Apple Valley reports the highest rate among the comparisons shown above at 37.3%. While not all older adults desire to work for pay beyond traditional retirement age, a significant portion do and will. And others will need to because of their personal financial circumstances. Older adults should be able to work with various accommodations and incentives to participate in the shrinking workforce. How are local businesses helping older workers to remain in the workforce? 23% of Minnesota Boomers have no plans to stop paid work at any age. [14] 32% of older adults (age 60+) are concerned they will not be able to work as long as they would like. 115 14 Transform 2010 Data Report: Baby Boomer Survey 15 The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 21, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 20 VOLUNTEER CAPACITY INDICATOR: INCREASED VOLUNTEER HOURS FOR PEOPLE 65+ A growing number of people will remain in the workforce past the age of 65, but whether working or retired from paid work, older residents will volunteer in great numbers. Volunteering is not only a vital form of enrichment for older adults, but it is also a valuable community asset that should be utilized fully. ESTIMATED VOLUNTEER HOURS FOR POPULATION 65-74 AND 75+ IN EAGAN IN 2014 Eagan - Age 65-74 ■ Age 75+ 160,000 94,137 45,195 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Eagan Population Statewide Volunteer RateVolunteer by Age Group^ Estimated Number of Volunteers*Per Estimated Hours Year^ Estimated Volunteer Hours* Age 65-74 3,614 40.7% 1,471 64 94,137 Age 75+ 2,177 34.6% 753 60 45,195 *The estimated volunteer capacity in Eagan is an extrapolation based on reliable statewide data. ^Source: 2014 Volunteering in America, Corporation for National & Community Service; 2009-2014 American Community Survey (Table DP05) Older adults in Eagan provided an estimated 139,332 hours of volunteer service in 2014, the most recent data available. This is the equivalent of 66.9 full time equivalent employees, and at a rate of $24.00 per hour, this amounts to a wage -labor value of $3,343,968. Older adults and aging Boomers are assets to the community; they spend more money locally, and they value their communities and most want to give back. Communities that provide meaningful opportunities for older adults to volunteer will capitalize on this vital source of talent and energy. Four Dakota County cities (Apple Valley, Inver Grove Heights, West St. Paul, and Rosemount) have partnered to fund a volunteer coordinator position to try to take advantage of residents' desire to volunteer. How can Eagan further capitalize on older adult volunteers as an asset to the community? Could a local entity better coordinate and advertise the opportunities that do exist? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 21 LIVING ALONE INDICATOR: PERCENT OF PEOPLE 65+ LIVING ALONE Some people live alone and are content with their circumstances. However, people who live alone tend to have less income, and as they age, find it more difficult to remain mobile, access services, and stay involved in the life of the community. Communities need to be aware of this segment of the population and better shape the community environment to support these residents. AGE 65 AND OVER LIVING ALONE, 2000 AND 2014 100% 80% 60% 40% 20% 0% Eagan 2000 20% 8% Eagan 2014 Males ■ Females Source: 2009-2014 American Community Survey (Table B09020); US Census 2000 (Table P030) 21% 7% Dakota County 2014 The proportion of older adults living alone in Eagan increased between 2000 and 2014, from 23% to 28%. The same percentage of older residents live alone in Eagan as live alone in Dakota County as a whole. Like in most communities, many more female residents live alone in Eagan as compared to men. When living alone turns to isolation, individuals can experience physical and mental decline. In circumstances like this, what could be done to better identify and assist isolated older adults? Could nonprofits or faith communities partner to provide home visits or check -ins by phone? Could more formal neighborhood networks be helpful to those living alone and create stronger neighborhood connections and support for everyone? 48% of socially -isolated older adults list transportation as the thing they will most likely need help with in the future. [16] 16 The United States of Aging Survey 2014, National Council on Aging. Retrieved on September 21, 2015 from: https://www.ncoa.org/wp-content/uploads/USA14-National-Fact-Sheet.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 22 2,615 2,037 1,857 2,319 1,847 PUBLIC SAFETY INDICATOR: DECREASED CRIME All residents want to feel safe in their community. Feeling unsafe negatively affects residents' participation in the community. For older residents, too, feeling unsafe inhibits their trips out of the home for services, work, volunteering, or recreation, leading to harmful isolation. CRIME RATES IN EAGAN, 2010-2015 6,000 5,000 4,000 3,000 2,000 1,000 2,948 2,430 2,665 2,430 2,377 2010 2011 2012 2013 2014 2015 Part 1 Crime Rate • Part 2 Crime Rate * The crime rate represents the number of reported crimes per 100,000 in population. ** Part 1 Crimes include: murder, rape, robbery, aggravated assault, burglary, larceny, vehicle theft and arson; Part 2 Crimes include: other assaults, forgery, fraud, vandalism, sex offences, drugs and alcohol and DUI Source: Minnesota Department of Public Safety State Crime Books, 2010-2015 Overall, crime rates in Eagan declined by 25.1 percent from 2010 to 2015. Both Part 1 and Part 2 crimes declined over six years, year upon year. This is a very favorable trend for public safety in Eagan, Minnesota. How can all communities continue to work with residents to lower crime rates and increase engagement of all residents, including older adults that may face isolation? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 23 AGE -FRIENDLY POLICIES ACCESSORY DWELLING UNIT POLICY An accessory dwelling unit (ADU) — also known as a "granny flat," "mother-in-law apartment" or "carriage house" — is a self-contained living unit that can be located within the walls of an existing or newly constructed home, or that can be an addition to an existing home. It can also be a freestanding structure on the same lot as the main house. ADUs have received significant attention in recent years as a way to provide more flexible housing options using existing housing stock. Over the past few decades, municipalities across the country have adopted standards to allow or encourage the construction of ADUs. Accessory Dwelling Unit Policy: Yes/No? Yes Some Policy Details Eagan does have an Accessory Dwelling Unit Policy. Ordinance effective: May 2014 Zones: R-1 or Estate Zoning. Regulation: Conditional use permit; only if no adverse impact on adjacent properties. Occupancy: Maximum of 2. Property owner occupancy: must be owner's legal residence; owner may live in primary residence or ADU. ADU must not be subdivided or otherwise segregated in ownership from the primary residence. Development conditions: - ADU must be within or attached to the primary residence. - The ADU must be owned by the owner of the primary residence. - ADU must comply with all building codes and city ordinances. - ADU registrations are filed with the City Clerk, to be in effect for a 12 month period and renewed annually. Building Area Ratio: No ADU shall be permitted if the building coverage on the lot exceeds or will exceed 20%. ADU size: ADU's total floor area shall be no less than 300 square feet and no more than 960 square feet, or 33% of the primary residence's footprint, whichever is less. Design - interior features: Maximum of 2 bedrooms. Smoke detectors are required in all sleeping rooms and Carbon Monoxide detectors are required within 10 feet of sleeping rooms. Parking: 2 off-street spaces for ADU, plus 2 for primary residence. Utilities: Primary residence and ADU must be connected to city sewer and water. Number of ADUs currently permitted in Eagan: 2 registered (as of 7-18-16) Opportunities: Why are there so few registered ADUs? Is the public not aware of this option? Is the cost of adding an ADU to the attached structure prohibitive? Are the additional parking spaces a barrier? Released December 2016 I Communities for a Lifetime City Profile 1 Eagan, Minnesota 124 For more information on ADUs: AARP, Accessory Dwelling Units, Model State Act and Local Ordinance http://assets.aarp.org/rgcenter/consume/d17158 dwell.pdf For sample, downloadable language, see Model Code for Accessory Dwelling Units https://accessorydwellings.orq/2014/11 /25/model-code-for-accessory-dwelling-units Dakota County cities with ADU policies for consideration: Apple Valley, Code of Ordinances: http://www.ci.apple-valley.mn.us/index.aspx?NID=357 Eagan, Municipal Code: http://www.cityofeagan.com/index.php/planning-zoning/city-code-enforcement Inver Grove Heights: Amendment: Title 10, Chapter 18: http://www.ci.inver-grove-heights.mn.us Source: Eagan, MN Planning and Zoning Dept. website, www.cityofeagan.com/index.php/planning-zoning/city-code- enforcement/accessory-dwelling-u nit -registration ADUs ordinances are often driven by requests from homeowners. Could Eagan's ADU policy be updated or improved to allow wider usage by increasing numbers of aging residents or those that have aging parents? For example: Could the ordinance be updated to allow ADUs on smaller lots, or to encourage accessibility and Universal Design in the construction of the units? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 25 COMPLETE STREETS POLICY "Complete streets" is an approach to road planning and design that considers and balances the needs of all transportation users. It is about improving the basics—the transportation system's safety and functionality for all users—but in many cases, also making transit ways more aesthetically pleasing. Its main premise is for people to get around safely and efficiently from point A to point B, using whatever mode of travel they choose. The complete streets approach helps to maximize the use of public roadways and right-of-way in order to provide a comprehensive and connected multimodal transportation system. A recent study comparing the United States with Germany and the Netherlands, where Complete Streets are common, found that when compared per mile/kilometer traveled, bicyclist and pedestrian death rates are two to six times higher in the United States. Complete Streets therefore improve safety for all users. According to an international study, as the number and portion of people bicycling and walking increases, deaths and injuries decline. This is known as the safety in numbers hypothesis: more people walking and biking reduces the risk per trip. Complete Streets Policy: Yes/No? Yes Some Policy Details: Eagan does have a Complete Streets `resolution,' stating the City of Eagan's ongoing support and intent to utilize Complete Streets principles in transportation planning and community design. "The City of Eagan adopted a resolution on Feb. 9, 2010 to encourage the Minnesota Legislature, with input and guidance from the MN Department of Transportation, to authorize the development of a statewide Complete Streets Program..." "The City of Eagan has consistently followed Complete Streets principles in its planning and community design, and has demonstrated said commitment by adopting a transportation goal within the 2030 Eagan Comprehensive Guide Plan to develop a multi -modal transportation system in with autos, trucks, rail, transit, bicycles and pedestrians are adequately served and can safely co -exist..." Opportunities: While it is commendable to have a Complete Streets resolution and pursue safer streets for all users, what percentage of streets in Eagan are multi -modal Complete Streets? An ideal Complete Streets policy: Includes a vision for how and why the community wants to complete its streets Specifies that `all users' includes pedestrians, bicyclists and transit passengers of all ages and abilities, as well as trucks, buses and automobiles. Applies to both new and retrofit projects, including design, planning, maintenance, and operations, for the entire right of way... For more details on an ideal policy, go to: http://www.smartgrowthamerica.orq/complete-streets/changing-policy/policy-elements Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 26 For more information on Complete Streets Policy: National Complete Streets Coalition, Resources, Fundamentals: http://www.smartgrowthamerica.org/complete-streets/complete-streets-fundamentals/resources Dakota County cities with Complete Streets policies: Apple Valley's "Great Streets" concept: http://mn-applevalley.civicplus.com/DocumentCenter/Home/View/381 Eagan's resolution: http://fresh-energy.orq/wp/wp-content/uploads/2015/06/Eagan-Complete-Streets-Resolution. pdf Sources: Resolution No. 2011-11-43: http://fresh-energy.orq/wp/wp-content/uploads/2015/06/Eagan-Complete-Streets- Resolution.pdf, Eagan Comprehensive plan: http://cityofeagan.com/images/CommunityDevelopment/Planning/CompPlan2030/7%20-%20Transportation low.pdf, City of Eagan Transportation Plan: http://www.cityofeagan.com/images/publicworks/Eng/RSCP CompTransportation.pdf How can cities realize not just the benefits of safe multi -use streets but also the economic benefits of bike and pedestrian -friendly Complete Streets? How might funding for Complete Streets projects be leveraged through increased inter -government coordination or public- private partnerships? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 27 MIXED-USE (OR SUBURBAN -INTENSITY) LAND POLICY Mixed land use is a critical component of an aging -friendly community, enhancing mobility and housing options, and offering several other community benefits all at once. Some are now referring to mixed use planning occurring in the suburban environment as Suburban -Intensity. The uses may be mixed vertically (in a common structure) or horizontally (in a common site or area). By putting a mix of residential, commercial, and recreational uses in close proximity to one another, alternatives to driving, such as walking or biking, become more attractive. At the same time, a denser, more sizable population makes public transit more viable. Incorporating multi -unit housing options into Suburban -Intensity areas provides residents with housing options and often more accessible and visitable homes. There are also public health, public safety, and economic benefits to Suburban -Intensity areas. Compact, walkable neighborhoods encourage more physical activity, with residents walking rather than driving to their destinations. And with more people and eyes on the street, people feel safer. Economic benefits include: rising property values, increasing local tax receipts, and increased foot - traffic for local businesses. Mixed -Use Land Policy: Yes/No? No Some Policy Details: Eagan does not have a clearly defined mixed-use land policy. However, there is discussion of some mixed-use land concepts in regards to "active living" outlined in the city's Land Use Plan. According to the Land Use Plan, Eagan is pursuing the following objectives: Creating compact, mixed-use neighborhoods that place parks, schools, civic buildings and retail within walking distance of people's homes. Creating mixed-use developments with accessible transit. Supporting dense, mixed-use development with a range of retail, office, services, medium/high- density residential, employment and public space uses. Possible Next Steps to Develop a Policy: At the present time, the Land Use Plan designates 1.4% of the land area of Eagan as Mixed -Use, naming two Special Areas (Cedar Grove Commons and Carriage Hills Commons) guided as Mixed -Use to reflect specific plans for those areas. However, these are project -specific designations, and do not set guidelines or standards for future land use planning. Interest and demand for more walkable and bikeable communities is growing rapidly, and the city's recent Eagan Forward process has demonstrated residents changing preferences for more livable, walkable, compact neighborhoods. For more information on Mixed -Use Land Policy: American Planning Association, Quick Notes, Zoning for Mixed Uses https://www.planning.org/pas/quicknotes/pdf/QN6.pdf Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 28 Dakota County cities with Mixed -Use policies: Apple Valley, Mixed Use (MU), 2030 Comprehensive Plan, Land Use (pg. 4-24) http://mn-applevalley.civicplus.com/DocumentCenter/Home/View/581 Mendota Heights: Mixed Use — Planned Unit Development (pg. 44) http://www. mendota-heights.com/vertical/sites/%7BAOFB05B5-4CF8-4485-84AA- 0C48D0BC98D7%7D/uploads/%7B604CF49D-F816-4882-A644-012E69A2AF23%7D.PDF West St. Paul: Comprehensive Plan, Land Use Guide Plan, June 2009 (pg. 54) http://wspmn.gov/DocumentCenter/View/118 Burnsville: MIX Mixed Use District (Title 10 -Zoning, Chapter 22C) http://www.sterlingcodifiers.com/codebook/index.php?book id=468 South St. Paul: SSP/2030 South St. Paul Comprehensive Plan (pg. 69) http://www.southstpaul.org/DocumentCenter/View/526 Source: Eagan Land Use Plan: http://cityofeagan.com/images/CommunityDevelopment/Planning/CompPlan2030/3%20- %20Land%20Use low.pdf The challenge in any city is balancing what the community wants and needs with what the market is demanding at the time and what developers are willing to build. How can Eagan increase the number of mixed use developments that combine residential, retail, and commercial uses to increase housing and shopping options, and walkability for the benefit of all residents? What specific policies could the city implement to ensure that mixed-use designations are continually incorporated into future land use planning? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 29 BIKE WALK POLICY Bike walk policies focus on the safe, convenient, and enjoyable mobility of pedestrians, bicyclists, and people with disabilities who use assistive devices. These policies have much in common with Complete Streets policies, but focus more squarely on the needs and experience of pedestrians and non -motorized vehicles. Communities that have a bike walk policy or plan demonstrate that they place a high priority on planning methods and policies that favor alternative modes of travel. It also demonstrates a community's commitment to public health and quality of life, two major benefits of biking and walking. Bike Pedestrian Plan: Yes/No? No Some Policy Details: Eagan does not have a Bike Pedestrian plan. However, it does outline an extensive trail system. This trail system is geared towards non -motorized transit, and includes local neighborhood trails, park and recreational trails, and transportation trails near major roadways. These trails are not identified as a 'Bike Pedestrian Plan,' but are incorporated in to the City's Transportation Trail System and accordingly are a part of Eagan's Comprehensive Guide Plan. Other guiding principles of Eagan's transportation plan include: Supporting neighborhoods becoming more pedestrian -friendly through additional trail connections, sidewalks, improving street intersections, snow removal for walks and trails, and landscape treatments such as benches and shade trees. Encouraging additional walking and bicycling in existing commercial areas by adding trail connections, breaking up parking areas into separate areas with identifiable walkways, adding bicycle storage, and enhancing streetscape through trees, benches, and pedestrian scale lighting. Creating social gathering places to meet pedestrian needs. Supporting developments that create the potential for places where people can live and work without an automobile. Prioritizing investment in pedestrian facilities in districts where walkability and bikeability are already good by comparison to other areas of the community. Designing and building City facilities to encourage walking and biking, including bike racks and/or lockers, showers and changing space, and sidewalks/talks located based on pedestrian movement rather than necessarily hugging roads. Eagan also commits to supporting education and safety programs for bicyclists and pedestrians, including safe routes to school, bike rodeos, trail maps and brochures, in order to promote safe use of the City's pedestrian and bicycle trails. Possible Next Steps to Develop a Policy: Developing a distinct and more robust bike pedestrian plan could further highlight the important strides made towards prioritizing bicyclists and pedestrians in Eagan. Such a plan could also outline specific policies and standards to ensure that the guiding principles listed above are realized. Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 30 For more information on Bike Pedestrian Plans: U.S. Department of Transportation, Bicycle and Pedestrian Transportation Planning Guidance http://www.fhwa.dot.gov/environment/bicycle pedestrian/guidance/inter.cfm Pedestrian and Bicycle Information Center, Sample Plans, see Local/County Plans http://www.pedbikeinfo.org/planning/sample plans.cfm Dakota County cities with Bike Pedestrian plans: South St. Paul: http://www.southstpaul.org/DocumentCenter/View/1039 Apple Valley: http://www.ci.apple-valley.mn.us/DocumentCenter/Home/View/327 West St. Paul: http://wspmn.gov/DocumentCenter/View/114 Rosemount: http://ci.rosemount.mn.us/index.aspx?NID=452 Source: Eagan Comprehensive Plan: http://cityofeagan.com/images/CommunityDevelopment/Planning/CompPlan2030/7%20- %20Transportation low.pdf Two critical issues that are often overlooked in bike walk policies and plans are safe intersection crossings and the infrastructure needs of persons with physical disabilities who use assistive devices. Safe crossings are critical for people of all ages, from parents pushing strollers, to older residents using walkers. The installation of audible and visual countdown timers at intersections is an effective feature for many users. How is Eagan addressing the need for safe street crossings as a part of system connectivity? And are assistive devices well -supported by the current pedestrian infrastructure and maintenance program? Released December 2016 1 Communities for a Lifetime City Profile 1 Eagan, Minnesota 1 31 Public Health Prevent. Promote. Protect. TO LIFELONG SUPPORT Communities for a Lifetime Initiative Eagan CFL City Profile Overview, June 13, 2017 Jess Luce Public Health, Program Manager Dakota County: an aging County In 2010, 39,816 people were age 65 and older J 2010 to 2020: people age 65 and older in Dakota County is projected to nearly double • 2010 to 2030: people age 65 and older in Dakota County is projected to more than triple Source: Minnesota Department of Human Services Communities For a Lifetime! Good places to grow up and grow older A community planning framework, a philosophy of inclusiveness; plan for needs of older adults can benefit all age groups... Healthy, active, successful residents yield economic & social benefits for whole community !Y AARP SL,11tlrs What makes a Community for a Lifetime? Transportation options to help keep people mobile and independent Walkability: sidewalks and paths that are walkable for transport and exercise A full range of affordable housing options as needs change Accessible and quality services that support older adults and caregivers in home and community settings Flexible and supportive employment and volunteer opportunities, including intergenerational activities Effective technology to connect people and help with life's activities Access to affordable healthcare and adequate caregiver supports CFL Objectives and Approach Increased awareness of demographic changes Engage in active planning and activities Build best practice models, pilots, community projects (Current) CFL Workgroups Hastings Boomer Advisory Council: supporting community edu. activities for older adults/boomers; Hastings LOOP Circulator Bus (2016) Mendota Heights Active Adults group: newsletter, connecting active adults to social activities, programing in Mendota Heights Living Longer & Stronger in West St. Paul: Resource Directory for Older Adults; LOOP Circulator Bus, Survey of Older Adults (2017) Apple Valley Education & Service Committee: Hayes Senior Center held forum on community resiliency, including CFL Eagan Forward: Amenities for Boomer and Millennials group made recommendations to the city on mixed-use development, housing, bikeability; met with Vikings about training facility; assessment of Eagan's bike -friendliness (2016/2017) CFL City Profiles Completed in Dec. 2016 for all 11 major cities Profiles will help show where a city stands Highlight Age -Friendly community indicators Inform the Comprehensive Planning process Shared final profiles with city staff, overview for council work sessions Next steps: sharing profiles with key leaders/residents; presenting to civic clubs; developing checklist to evaluate impact CFL City Profile, contents page Population - page 3 Coverall Livability - page 4 Boor ners in 21314 .Age 65± in 21314rkrs RP Li. ability Index Score i-3.-100) 25.5% 8. e`_:--_ 59 Housing — page 5 H<rme }wners 65# Spending 3054..ot More in 2014 Renters 55+ Spending 30% or More in 2014 Subsidized Rentals per 10.13. People Age 75-8-4 Housing Perfonrnanc.e Score 2005 - 2015 (0-10: 28 68% 17 67 Assisted Living Units per 100 Pcople Age 55+ Memory Care Units per 100 People Age 85+ Non -Single. Family Hornen in 2015 Homes with .Single Level Living Option in 2014 21 21 47% 31% Mobility -page 12 Annual HousehvoId Transportation C.onts in 2408-2012 City-Wi-de Walk Score in 2016 (0-100) Mixed -Use Ares Ifirsik Score in 2016 i:0 -14X» Percent of Streets ith Sidewalks. or Trails. in 2014 $13;350 21 43 26% Daily Fixed Route Public-Trannit Qoor-to--der Transit Volunteer Driver Program Traffic Crashes I3er 1,.4X10 People 6-5-1- 5+in 2014 in Ya_s Yes Yes 16.69 Land Use — page 17 Mixed -Use Land in 25113 Number of Parks. within 'lam Mile Pius Number of Grocery Stares. in 'sem Mile - Radius 1.4% 2-5 0.3 Community Life — page 201 Age 65-+ Age.S5+ Age 55+ Change in Crime in Labor Force in 2014 Volunteer Hrs. in 2014 Living Alone. in 2014 2010 to 2015 2r1.1._. 9 -?9.-32 28c.::=. —25. 196 Age -Friendly Policies les - page 24 Accessory Dwelling Policy CoirnpIete• Streets Policy Mixed Use Land Development Pali.cy Bike Walk Policy Yes Ye s NJ 0 NJ 0 (All data presented in this one page overview is from 2013 unless otherwise rioted.:; OVERALL LIVABILITY THE AARP LIVABILITY INDEX The ARF Livability Indox is a !Afoh-b seI tool that allows users to measure the overall livability of US neighborhoods, cities, counties, or states based on Ora quantitative metrics and 20 public policies defined bytheAAREs Public Policy Institute. The 40 measures of livability and 2.00 Ii . c : are divided into se': en major categories: housing, neighborhood. transportation. environrrient, health, engagerrient, and opportunity. The tool allows risers to compare the results fortheir iirrimianit'' o ith other communities. including national leaders in lit abilit, . 1 I=II I is the highest possible score in each category. Scores above 50 should be considered above-average: and scores belcov 50. below-average. .RE INDEX SCORES FOR EAG.4JANDSELECT PEER CITIES, 0 TO 100 Category Apple Valley Burnsville Eagan Lakeville Minnesota Toni Score 59. 59 59 5g 50 Housing 48 51 47 41 58 Neighborhood 59. - 55 55 52 Transportation 52 52 50 41 5 Environment 59 55 60 66 62 Health .65 65 67 Engagement 57 60 55 58 p p o rtu nit~f. 71 69 59 72 ti E:':: AARPLrvabi riy I r , R i r s: or N, rem t r 30, _ • .rr.irrr : lip_ 7doc.aarp POPULATION AGING OF THE POPULATION The Bab./ Boom generation: born between 1946 and 1964: now age 50 to 68: represents a large percentage of the population. As they age: many Boomers willwantto remain in the communtty where the./ currently live. Cities that recognize and respond positivelyto the aging population can gain a competitive advantage by meeting the needs and desires of their older population. and in doing so, will attract younger age groups that want an age-friendty. communtir. POP LILATION BYAGE FOR EAGAN Ir.:12014 120% 10.0% 0.0% 6.0% 4.0% 2.0% 0.0% Boomers in 2014 9.5% 3.3% 6.5%6.8%7.0%6:5%5.75:•51* -2%7-0%6.7% I • I I II •3.2%2 4% 1.2%1.2 c.Vaci .9% • Nth. •`-.c41 ri-tj4 blk -0-in .to‘ ibbt ciP APN .1,1°5 <or. K ,461 -9 • b ga 45 4? coC 3 4 A • Age groupings comas Fonding to the Roomer ger er.F.1 F z,-eaented in black. _Smme: 20/1-2014 American Corn unity : In 2014: BA% of Eagan residents were 65 and older. However. this age group will grow substantially overthe next 20 years. as members of the much larger boomer cohort age. The boomer age group (in 2014.; represents about a quarter of the Eagan population (25.5%). According to AARP: since 1990. roughly 90% of o I de r Am e ricans have stayed in the county they've been living in: if not the very same home. Is Eagan prepared for Boomers to age in place in the community? Chart Area in a 11r14 varfo-r!arro!inc, on Aging Sr 54 of older adults (age 604-) said their community is doing enough to prepare for rhe needs of the growing aging population. 1; NG OVERALL HOUSING PERFORMANCE INDICATOR: HIGH OR INCREASING ANNUAL HOUSING PERFORMANCE SCORE The Metropolitan Council rates Twin Cities' area communities to promote effective housing development andto make funding decisions for local housing projects. Each comrnunrty's score is based on the following broad criteria: (a) Increased housing variety: (b) Housing cost. (C; Mixed land uses. (d) Increasedtransportation choices. and (e) Leverage of private investment. [3] 3006—2016Average Housing Performance Scores of Select Dakota County Cities: 0 to 100 100 90 80 70 60 50 40 30 20 10 0 86 83 7 7 74 74 72 68 67 53 33 i qiP %eN\ '6 qca \f'.. * 0 ',t§:' e ,,,p) ,,,,0 ,,t, e 4-.- -4' e ik.' e q* , ,1/4,› ,,,,, e .....,, ,1/4.\ A (P e ,co o's ......-.5 . e • F EEE: : _ _ rirpg criteria, please see: Guile les for Pria v FunCing for Housrap F_.rfann'.rn :e Source: M_: s..r Council Hogs lag Performance Cores,2OD6-2015. HOUSING AFFORDABILrry INDICATOR: SPENDING 30% E LESS OF HOUSEHOLD INCOME ON HOUSING This measure has long been a standard for defining housing as affordable. It is a gond measure of affordability 'hether a household is above 'Jr belotAithe Median Household Income in a community'. In most communities.the cost of rental housing is of greater concern than owner - occupied homes—many more renters pa, more forthoir housing as a percentage of their income. HOUSING COSTS AS PERCENT OF GROSS II.:::ME FOR Ha1E lEPS ANDREI —EFTS 65+ Ire 2014 100 80% 60% 40% 20% 0% o 21% 72% ri a 1-31313,i0 29% 29% 3% I trio Eagan Home Comers Dakota County Horne Eagan Renters a aIota County 0 wn ers Renters 0 Nct Computed Paying less than i Source: 21 14 Arnerizark Corn rn unity Survey {Table 825DS3 awl B25072} ■Paying %. Mcre 1-10USING CHOICE INDICATOR: INCE .EASED .AF.:IET'( OF HOUSING BEYOND SINGLE-FAMILY HOMES .A person's housing needs .and preferences evolve throLIQhollttheir life. Housing varieti, including the cost and features of homes, aIIc» c people to grow -up and age in the same oommunita. ornrnunities that lack: hoLIsinI'varietythat is desirable to older residents ma i lose those residents to other communities within the county or eIseww h e re. PE RCE E OF NON -SINGLE FAMILY HOME HOUSING BY TYPE IN EAGl N. 1990-2015 1,0:.,; 8.0% 40% i� Townhomes (single-family attached) 1:1_,Iplex,Triplexancl Quad ■Multifamily Rentals or Candos(5 units -) . Manufadured Horne 1 199D 2000 2010 201 16% 18% 19% 20% 2% 2% 2% 2% 30°O 25% 24% 25% Source: U.S. Cera u5 1990, MOO, 2010, arra 15; MetrocelitanCourmil Hon kg , t€ c. F tirria , 2015. PERCENT OFSIRE EIS Var1THSIDBNALI ORTRAILS IN2015 100% .50 40% 20% 31% Apple Valley Burnsville Eagan Sireeis Mit ald weiks—11•CIty Average Note: 'Si r _._'Er.? -isfr :r_'_:E kocalr ,€ountyr ,and county -s teadti'qf°gays. Source: Dar: 7s Daviel prrient D iyis kon, 2015 Lal e1.1IIe Eagan is below average in its sidewalk coverage and connectivity compared to the eleven major cities of Dakota County. That being said. its si Jewalk: system is roughly comparable to two of its peer cities. Burnsville and Lakeville..Apple Valley stands out among its peers on this measure: well exceeding the average percentage of sidewalk coverage forthe eleven major cities in Dakota County. As Eagan develops and redevelops land, how might the city improve its pedestrian infrastructure? WALKABILITY NDICATDF WALK CORE, 0 TO 1 00 Walking. or rolling using an assistive device. is the most basic and affordable mode of transportation. However. sine man, streetscapes are designed primariI far cars, walkers ma./ find the distances to their destination too great and the routes unsafe.' 'alk Scores measure the walk -ability of an area using digital maps and data about distances to common amenities and pedestrian friendliness. City -Wide Walk Score Ceclor Croce Walk Score £D-1OD Viii alleer's Farad ise: Daily errands do not require r 70-89 Ver}' Walkable: Most errands car) be accompdshed on root 50-69 So m e'h at V'.' al k abi e: Some -en-ands-C.60 to done On npot 25-49 Car -Dependent: s req ih a car- ar90-24 Car -Dependent: Almosf.5 errands- r gra a car 0-24 21 43 res: rytps:+r71=F61N. a z E F:..': -_ City -Wide Walk core& Galaxie Ave 153rd St. Walk Score 90-100 Walker's Paradise: Dairy errands do not require a car 70-89 Very Walkable Most errands can be accomplished on foot 50-69 Somewhat Walkable: Some errands can be done on fart 25-49 Car -Dependent: Most errands require a car 0-24 Car -Dependent: Almost all errands require a car 1 C7 Source: ittps'IMA'. ��: ah.score.comirAV4DDIe Vatleaf. Retrieved on October 31, 2016 City -Wide k/rValtic Scare Burnsville Parkway SF. N icollet Avenue Walk Scare 90-100 Walker's Paradise: Coady errands do not require a car 70-89 Very Walkable: Most errands can be accomplished on foot 50-69 Somewhat iY+Valkable: Some errands can be done ori foot 25-49 Car -Dependent=_ li4cndent= st errands rerla,rire a car 0-24 Gar -Dependent: Almost all errands require a car .i 1 C7 Source: rim: s RI- ':zore.corn `' .. 313urnsvirre. Retrieved on October 31, 2016 City -Wide ',It Score Downtown Lakeville walk score 100 Walker's Parridi s e: Dimity s do ,rani[ reguve a carr 70-89 VeryWalkable: # air c ac#-Q.r ikst ' ora roar 50-69 SomewhatWalkable: So errands CAM be brae or, .rpt 25-49 Car end erg: Mc&ster-nsniris require Garr -Dep dip 0-24 Car -Dep en dent: �t .rime- : ,t -r. 7 7 - . . • _ = •= n . Rietr.ew Oel G : rr 7 . LIVING ALONE INDICATOR: PERCENT OF PEOPLE 65+ LIVING ALONE Some people live alone and are content with their circumstances. However. people who live alone tend to have less income. and as they age, find it more difficultto remain mobile, access services, and stay involved in the life of the community. Communities need to be aware of this segment of the population and better shape the community environmentto support these residents. AGE 65 AND OVER LIVINGALONE, 2000AND 2014 l00% 60%1 40% 20% Eagan 2000 20% Eagan 2014 1'01 ales • Females Source: 2.Xf9-2D14Americ:ar Comm unity Surveyr[Tab MOD); LIS CrEs s 2:0D Tab FM) Dakota Cpurity 2014 AGE -FRIENDLY POLICIES ACCESSORY DWELLING UNIT POLICY An accessory dwelling unit (.ADU)— also known as a -grannyflat.` -mother-in-law apartment` or -carriage houses — is a self-contained luring unitthat can be located within the walls of an existing or newly constructed home, or that can be an addition to an existing home. It can also be a freestanding structure on the same lot as the main house.ADUs have received significant attention in recentyears as a way to provide more flexible housing options using existing housing stock. Over the past few decades; municipalities across the country have adopted standards to allow or encourage the construction of.ADUs. Accessory Dwelling Unit Policy: YesiHo? No Some Policy Details West St. Paul does not have an Accessory Dwelling Unit policy. Possible Het Steps to Develop a Policy: *With morethan a quarter ofthe population comprised of aging boomers. a high percentage of people paying morethan 30% oftheir incomefor housing. and a significant portion of singlefamily homeowners. V1.1 est St. Paul could benefit greatly from having an ADU policyto help prc,ride more caregiving options and affordable housingfor aging residents andtheir families. ➢ Accessory Dwelling Unit Policy ➢ Complete Streets Policy ➢ Mixed -Use Land Policy ➢ Bike Walk Policy Dakota County Communities for a Lifetime Initiative What Cities and Counties Can Do to Create Age -Friendly Communities Issu Key + halleng Action Steps, Goals, Recommendations Potential Partners Housing (For more info., see CFL City Profiles, pg. 5) Affordable housing options are limited, forcing some people to leave their community. Too many people are paying _> 30% of their income for housing, especially renters (58% of Dakota C. renters). • Encourage development of a full range of housing options (rental apts,, condos, single level units, independent and assisted living). • Offer tax incentives for new affordable housing for older adults or mixed -age. • Support projects funded through HUD Section 202 housing,. • Housing developers • Cities • Trude groups • Dakota County Community Development Agency • Nonprofits Horne and building design is tailored to narrow range of physical abilities, when most people want to "age in place" and in their community. • Institute home modification and repair programs and loan fund. • Encourage and incentivize universal design, "visit -ability" in new housing, • Enact Accessory Dwelling Unit policy. Suburban housing, services and transit are typically not mixed orwell-coordinated. • Build Transit -Oriented Development (TOD): housing with walkable streets, transit options, and easy access to goods and services. • Create partnerships with housing and service providers. Any Questions? Please Advocate for Age -Friendly communities! Dakota County Public Health Department Communities for a Lifetime Initiative Jess Luce jess.luce@co.dakota.mn.us 651-554-6104 Agenda Memo June 13, 2017 Special City Council Meeting VI. SPECIAL AND TEMPORARY EVENTS Action to be Considered: To provide City staff comments/direction regarding special and temporary events. Facts: ➢ Feedback from Eagan Forward highlighted a need for more opportunities for community social and cultural interactions. • While the City's Parks and Recreation Department programs many activities and events, the City Council has also encouraged privately organized entertainment and cultural events. At the 2017 City Council retreat, the City Council directed staff to research potential changes to the City Code to allow more outdoor or special entertainment events. • City staff have reviewed the existing City Code to identify sections where additional flexibility could encourage privately organized entertainment and cultural events. City Council direction regarding potential code amendments is requested. If directed, staff will work with the City Attorney to draft code amendments for consideration by the City Council at a future date. Policy Questions: 1. Should definitions for Cultural and Entertainment Events or Outdoor Food Sales be added to give additional flexibility to those specific uses? If so, staff will work with the City Attorney to draft language in Section 11 and elsewhere in the City Code, if necessary. 2. Should either the duration or total allowed days per calendar month or year for temporary outdoor events be increased? 3. Could Seasonal Outdoor Sales be approved administratively if certain criteria are met? Examples of criteria could include duration of sale, site plan showing lot coverage and access, zoning district. 4. Should Research and Development (RD), Business Park (BP), and/or Cedar Grove District (CGD) be added to the list of districts where Seasonal Outdoor Sales and Temporary Outdoor Events are allowed? 5. Could sound amplification permits and/or renewal of sound amplification permits be approved administratively if certain criteria such as event set-up and distance from residential uses are met? 6. Should the special event permit regulations be amended to: a. Provide an exemption to the permit requirement for timed events that do not pose a public safety concern? b. Remove specific traffic control requirements and instead require traffic control provisions as determined necessary by staff? c. Change the limit to the number of permits that may be issued to two per location per month? Attachments: SPCCVI-1 Memo, Temporary Outdoor Events and Seasonal Outdoor Sales SPCCVI-2 Temporary Sales and Events Matrix SPCCVI-3 Excerpts of the City Code (Sections 11.30, 11.70, 11.60, 10.31, and 7.07) 41,11/' City of Eagan TO: Dave Osberg, City Administrator FROM: Community Development and City Clerk DATE: June 9, 2017 SUBJECT: Temporary Outdoor Events and Seasonal Outdoor Sales Background Feedback from Eagan Forward highlighted a need for more opportunities for community social and cultural interactions. While the City's Parks and Recreation Department programs many activities and events, many additional events are organized privately. Some take place in public parks and right-of- way such as fundraising runs. Others take place on private property such as classic car displays or the Scottish Highlands event. Some events are to support non -profits such as hot-dog fundraisers, and others are strictly for-profit commercial such as tire sales. In recent years food trucks have become popular and are used by local business for customer or employee appreciation events, or to provide food service at businesses that do not offer that service. Looking to the future, the City expects the Viking Lakes campus to host many public and private outdoor events. While the City Code defines Temporary Outdoor Events and Seasonal Outdoor Sales, there is little that distinguishes one from the other except for the duration of each event and total days in a calendar year of the event(s). Temporary Outdoor Events include almost any type of use or activity, but strictly limit the duration of events. Seasonal Outdoor Sales allows storage and sales of goods for a period of up to 90 days, but requires a Conditional Use Permit. As a 2017 goal, City staff have reviewed the City Code for opportunities to encourage privately - organized community events by reducing or streamlining regulatory requirements. Following is a description of areas where Code amendments may be warranted, and a list of specific policy questions. With Council direction, staff will work with the City Attorney to draft potential Code amendments for Council consideration at a future meeting. 1 Definitions Temporary Outdoor Event: An exhibition or sale with a duration of 10 continuous days or less which does not occur more than once per 30 days and more than 3 times per year or a combination of 20 days total in a calendar year. Temporary Outdoor Events may be approved administratively. Temporary Outdoor Events can include almost any type of activity or event. Examples of Temporary Outdoor Events include promotional/fundraising events, commercial sales/events, car wash, vegetable stands, food trucks, and food/craft sales. A survey of peer cities' shows that maximum event days are 10, 20, or 90, while the total event days allowed per year varies between 10 and 180. Although Temporary Outdoor Events have broad flexibility in terms of use, the duration of events is very limited and could be a constraint for social or cultural events that are repeated throughout a season or year. Seasonal Outdoor Sales: The outdoor storage and sale of goods with a duration of more than 10 and less than 90 continuous days that are accessory to the principle use or structure. These are typically annual events. Seasonal Outdoor Sales are allowed only with a Conditional Use Permit. Examples of Seasonal Outdoor Sales include temporary parking lot greenhouses (May -June), vegetable stands (September -October), holiday tree sales, and seasonal volleyball courts. Examples of Seasonal Outdoor Sales that may be occurring but are not allowed include non-profit hot dog fundraisers and food trucks at local businesses. Both Temporary Outdoor Events and Seasonal Outdoor Sales are required to meet performance standards described in the City Code. Zoning Districts Seasonal Outdoor Sales and Temporary Outdoor Events are currently permitted only in the Public Facility (PF), Planned Development (PD), Limited Business (LB), Neighborhood Business (NB), General Business (GB), Community Shopping Center (CSC), and Limited Industrial (1-1) districts. The City has received requests for events such as customer/employee appreciation events and product/distribution events in the Business Park (BP) and Research and Development (RD) Districts. Sound Amplification The use of sound amplification systems between 10:00 pm and 7:00 am requires City Council approval. Among peer cities, Eagan is the only City that requires Council approval for a sound amplification permit. Special Event Permits A special event permit is required for the use of City property or public right-of-way under certain circumstances including: a timed athletic event, untimed events with more than 500 walkers or runners, untimed cycling events with more than 50 cyclists, and events that require or request extra City services such as Police and Fire presence. 2 Since the special event permit's inception in 2012, staff have encountered many smaller community events that are timed, but that do not pose any public safety concerns. To decrease the administrative burden on these smaller events, City Code could be amended to provide an exemption for timed events that do not pose any public safety concerns. City Code also dictates certain traffic control measures based on an event's type or size. In practice, staff have found it is easier to determine required traffic control measures based on the specifics of each event. City Code allows the issuance of one special event permit per location per month. For example, the July 4th Parade receives a special event permit; therefore, no other group can host a special event at the Central Park Grounds during the month of July. To encourage special events in the City, this limitation could be increased to two events per month. 'Peer cities surveyed include Apple Valley, Burnsville, Inver Grove Heights, Lakeville, and Woodbury. Policy Questions 1. Should definitions for Cultural and Entertainment Events or Outdoor Food Sales be added to give additional flexibility to those specific uses? If so, staff will work with the City Attorney to draft language in Section 11 and elsewhere in the City Code, if necessary. 2. Should either the duration or total allowed days per calendar month or year for temporary outdoor events be increased? 3. Could Seasonal Outdoor Sales be approved administratively if certain criteria are met? Examples of criteria could include duration of sale, site plan showing lot coverage and access, zoning district. 4. Should Research and Development (RD), Business Park (BP), and/or Cedar Grove District (CGD) be added to the list of districts where Seasonal Outdoor Sales and Temporary Outdoor Events are allowed? S. Could sound amplification permits and/or renewal of sound amplification permits be approved administratively if certain criteria such as event set-up and distance from residential uses are met? 6. Should the special event permit regulations be amended to: a. Provide an exemption to the permit requirement for timed events that do not pose a public safety concern? b. Remove specific traffic control requirements and instead require traffic control provisions as determined necessary by staff? c. Change the limit to the number of permits that may be issued to two per location per month? 3 Temporary Sales and Events Existing Definition Duration Criteria Approval Temporary Outdoor Events An exhibition or sale 10 continuous days or less; not more than once in 30 days or 3 times/year or combination of 20 days in calendar year Performance Standards in Code Administrative Registration Seasonal Outdoor Sales Outdoor storage and sales of goods that are accessory to the principle use or structure. More than 10 and less than 90 continuous days Performance Standards in Code Conditional Use Permit Proposed Definition Duration Criteria Approval 1 Temporary Outdoor Events An exhibition or sale 10 continuous days or less; not more than once in 30 days or 3 times/year or combination of 20 days in calendar year Performance Standards in Code Administrative Registration 2 Cultural and Entertainment Events An event, open to the public, whose primary purpose is to entertain and which may have accessory sales of products, food, and/or beverages. 10 continuous days or less; less than 90 days in a calendar year. Site plan review. Application signed by property owner. Administrative Permit 3 Outdoor Food Sales Temporary, outdoor sales of food and beverages No more than 120 days. Renewable. Site plan review. Application signed by property owner. Administrative Permit 4 Seasonal Outdoor Sales Outdoor storage and sales of goods that are accessory to the principle use or structure. More than 10 and less than 90 continuous days Performance Standards in Code. Application signed by property owner. Administrative Permit (1 event) or Conditional Use Permit Examples of Events • Food trucks (Bald Man Brewing and Employee Appreciation Events) (3) • Hot-dog fundraisers (3) • Tire sales (1) • Vikings events (1,2,3,4) • Movies/music at Central Park Commons (2) Temporary Outdoor Events, Seasonal Outdoor Sales, and Special Events Definitions Sec. 11.30 Definitions. Temporary outdoor event means an exhibition or sale with a duration of ten continuous days or less which does not occur more than once per 30 days and more than three times per year or a combination of 20 days total in a calendar year. A temporary outdoor event includes, but is not limited to: promotional and fund raiser event; car wash; nursery stock, fresh fruit and vegetable sales; and prepared food clothing and crafts display or sale. The definition for seasonal outdoor sales was removed inadvertently during a zoning update. The definition will be reinstated with the next code update and reads as follows; Seasonal outdoor sales means the outdoor storage and sale of goods within a duration of more than ten and less than 90 continuous days that are accessory to the principle use or structure. Performance Standards Sec. 11.70 Subd. 22.C. Performance standards and noncompliance. 2. Standards for temporary outdoor events. Temporary outdoor events shall be subject to the following standards: a. Adequate off-street parking shall be provided ensuring that no obstruction or interference occurs with existing traffic patterns. b. No portion of the sale or event shall take place within any public right- of-way. A minimum of ten feet setback shall be maintained from all property lines and no portion of the use shall take place within 100 feet of any property line of any residential use or residential zoned property. c. The site shall be kept in a neat and orderly manner and the display of items shall not cover more than five percent of the total lot as to not interfere with pedestrian safety, vehicular movement, emergency access and existing business activities. d. All signs for the event shall comply with City Code sign regulations. e. Tents and temporary membrane structures having an area in excess of 200 square feet and canopies in excess of 400 square feet shall be subject to a building permit. f. The owner and/or operator of the sale or event shall have the written permission of the fee owner of the property on which the sale or event is located to use the specific site. g. Hours of operation shall be subject to this chapter's regulations governing hours of operation for commercial business. h. No parking shall be permitted on any adjacent parcel without the prior written permission of the adjacent parcel owner. i. The owner and/or operator of the sale or event shall obtain a permit for the outdoor use of electronic sound system or audio equipment in accordance with chapter 10 of this Code if the use of such equipment will occur after 10:00 p.m. 3. Standards for seasonal outdoor sales. Seasonal outdoor sales permitted in accordance with subparagraph (A) shall conform to the following standards, in addition to those standards in connection with conditional use permit: a. The seasonal outdoor sale shall meet the minimum requirements for temporary outdoor events set forth in this chapter. b. The sale area shall be within an enclosure as necessary to achieve appropriate security and containment or for public safety reasons when determined necessary by the city. c. The sale area shall not encroach into any required front building setback area or other required setbacks. d. The sale area shall be screened from view from adjacent residential uses and residential zoned property. e. The sale area shall not interfere with any pedestrian or vehicular movement. f. The sale area shall not take up required parking spaces or landscaping areas of the principal use. g. The sale area shall be surfaced with concrete or an approved equivalent to control dust and erosion. The surface shall be properly maintained to prevent deterioration. Zoning Districts Sec. 11.70 Subd. 22 Outdoor display, outdoor storage, temporary outdoor events and seasonal outdoor sales by businesses. A. Restrictions. All outdoor storage, temporary outdoor events and seasonal outdoor sales shall comply with this subdivision. 2. No seasonal outdoor sales or temporary outdoor events shall be permitted except in the public facility (PF), planned development (PD), limited business (LB), neighborhood business (NB), general business (GB), community shopping center (CSC), limited industrial (I-1) districts, and in no event shall seasonal outdoor sales be permitted except upon the council's granting of a conditional use permit. Sec. 11.60 Use districts and overlays. Within Sec. 11.60, seasonal outdoor sales are conditional uses and temporary outdoor events are permitted accessory uses in LB, NB, GB, CSC, I-1 and PF districts, reflected in Subd. 10-14 and 20. Temporary outdoor events is a permitted accessory use in the P district, reflected in Subd. 19. Sound Amplification Sec. 10.31. Noisy parties or gatherings and electronic sound system/audio equipment. Subd. 1. Noisy parties and gatherings. It is unlawful for any person to permit or to be present at or participate in a noisy party or gathering of people from which noise emanates of sufficient volume or nature so as to disturb the peace, quiet or comfort of another or interferes with the right of another to use peacefully his/her property, whether on public or private property. It shall be presumed that a violation of this section has occurred when any noise from a gathering is plainly audible, at a distance of 50 feet or more, between the hours of 10:00 p.m. and 7:00 a.m. It is unlawful for any person, owning or possessing property upon which a party or gathering prohibited herein is in progress, to fail to abate such noise upon an order of a police officer. When a police officer has probable cause that a violation of this section is occurring, the officer may order all persons present, other than the owner or person in possession of the property, to disburse and leave the property immediately and failure of any person, other than the owner or person in possession of the property, to refuse to leave after being so ordered by the police officer shall be unlawful. Subd. 2. Electronic sound system/audio equipment. A. No person shall use or operate any electronic sound system or audio equipment including, but not limited to, any compact disc player, cassette tape player, AM -FM radio, citizen band radio, paging system, or any other device designed to produce or reproduce audio sound; in such an unreasonably loud manner that it disturbs the peace, quiet, and comfort of others or interferes with the right of another to use peacefully his/her property or public property without disturbance. B. It shall be presumed that a violation of this section has occurred when any electronic sound system or audio equipment is operated in a manner in which it is plainly audible at a distance of 50 feet or more. C. When sound violating this section is produced by an electronic sound system or audio equipment that is located in or on a vehicle, the vehicle's owner is guilty of the violation, provided that if the vehicle's owner is not present, the person in charge of the vehicle at the time of the violation is guilty of the violation. D. This section shall not apply to sound produced by the following: 1. Amplifying equipment used in connection with activities for which a permit has been granted or in connection with activities of any organized school, church, civic, or other event or activity open to the public and occurring between the hours of 7:00 a.m. and 10:00 p.m.; 2. Anti -theft devices; 3. Church bells, chimes or carillons, school bells, or emergency civil defense warning signals; and 4. Authorized emergency vehicles or other vehicles required by law to be equipped with sound devices. Subd. 3. Permit required for outdoor electronic sound system/audio equipment use after 10:00 p.m. A. Between the hours of 10:00 p.m. and 7:00 a.m., no person shall use or operate any electronic sound system or audio equipment to produce or reproduce audio sound outdoors, unless such person first obtains a permit from the city council prescribed herein, complies with all provisions of this subdivision, and the terms and conditions set forth in the permit. For purposes of this subdivision, the term "electronic sound system or audio equipment" shall include any device designed or commonly used to intentionally produce, amplify or reproduce sound. B. Permit application. No permit shall be issued to an applicant unless a written application meeting the requirements set forth below and accompanied by payment of the permit fee established in the city's fee schedule, is filed with the city clerk. The permit application shall contain the following: 1. The location for which the permit is sought ("permitted location"); 2. The dates and times for which the permit is sought; 3. The name, address, and telephone number of the applicant and the on- site contact person named by the applicant to implement the permit and act as the on-site contact for city officials during the event for which the permit is sought. The applicant and the contact person shall be responsible for compliance with the terms and conditions imposed by the permit and by this Code; 4. A description of the facilities, and the electronic sound system or audio equipment to be used for which the permit is sought; 5. A statement from the applicant as to whether the applicant or contact person has been issued a similar permit for the outdoor use of electronic sound system or audio equipment within the last five years by this city, any other municipality, or any other government entity with authority to issue such similar permit. The statement shall contain contact information for the permitting entity or entities and a statement as to whether the applicant or contact person was or was not in violation of any term or condition of said permit; and 6. Such other and further information as the application form may require in order to carry out the purposes of this subdivision. C. Procedure. The city council shall consider all of the following criteria when determining whether to issue a permit upon application: 1. The volume, frequency and type of sound to be generated; 2. The day of the week and duration of the sound to be generated; 3. The character and nature of land uses underlying and adjacent to the land upon which the electronic sound system or audio equipment will be used; and 4. Whether the applicant or contact person has complied with the terms of a previous permit or similar permit issued by another municipality or government agency. D. The city council shall not issue a permit to any person who has, during the last five years, failed to comply with the terms and conditions of any previously issued electronic sound system or audio equipment permit of this city or any similar permit issued by any other municipality or government entity. The city council may deny the permit if the proposed use of electronic sound system or audio equipment will adversely affect surrounding properties. E. The city council may impose conditions upon the issuance of any permit that are reasonably related to ensure that the sound generated by the permitted electronic sound system or audio equipment does not unreasonably disturb the persons and property surrounding the permitted location. F. The applicant, or contact person, shall maintain the permit on the permitted premises at all times during which the permitted electronic sound system or audio equipment is in use. The permit shall be presented to any city official or law enforcement officer upon demand. G. Sound measurement and restriction. No sound produced under the permit shall exceed the maximum allowable sound pressure level as measured at locations 1/4 mile and 1/2 mile from the property line of the permitted location. The maximum allowable sound pressure level at a location 1/4 radius mile from the property lines of the permitted premises is 55 decibels. The maximum allowable sound pressure level at a location 1/2 radius mile from the property lines of the permitted premises is 50 decibels. The measurement of sound pressure levels shall be made with a Type I or Type II decibel meter, as defined by the American National Standards Institute (ANSI) Specifications, Section 1.4-1971, using the A -weighted fast response scale. The decibel meter microphone shall be placed three to five feet above ground level and positioned so as to not create any unnatural enhancement or diminution of the measured sound pressure level. H. Exclusions. This subdivision shall not apply to sound produced by the following: 1. Anti -theft devices; 2. Church bells, chimes or carillons, school bells, or emergency civil defense warning signals; 3. Authorized emergency vehicles or other vehicles required by law to be equipped with sound devices; and 4. This subdivision shall not apply to residential properties, provided subd. 2 herein shall apply. I. Permit enforcement. A city law enforcement officer or city official, upon measurement of sound pressure levels exceeding the maximum allowed sound pressure level, may direct the on-site contact person to reduce the sound level emitting from the electronic sound system or audio equipment to a sound level that is at, or below, the maximum allowed sound level. It is unlawful for the applicant or the contact person to fail to comply with such an order. Failure to comply with such an order may result in immediate cessation of noise amplification and revocation of the permit. J. Any violation of this subdivision or a violation of any condition of the permit issued under this subdivision shall be deemed unlawful. (Code 1983, § 10.31, eff. 1-1-83; Ord. No. 282, 2nd series, eff. 9-21-99; Ord. No. 318, 2nd series, eff. 9-27-01; Ord. No. 442, 2nd series, §§ 1, 2, eff. 7-7-09) Special Event Permits Sec. 7.07. Parades, athletic events, and other special events occurring on city property or public rights-of-way. Subd. 1. Purpose. An increased number of events sponsored by private individuals, groups of private individuals, or organizations involving a large number of participants or attendees of the general public have been requested within the city to occur on city - owned property or public rights-of-way. The sponsors of the events have requested or the nature of the events have required city services or resources which would have not been otherwise necessary in the absence of such event, including but not limited to, street closures or restrictions, traffic direction and control, city personnel resources, city resources to provide services for the operation of a special event in whole or part, and other city services to protect the general public health, safety and welfare due to the occurrence of a special event. To protect the participants, attendees, and the general public involved in or affected by the special event, as well as to preserve and protect the city's property, streets, sidewalks and trails, and resources, it is in the best interest of the city to establish a special event permit process, together with rules and regulations for the operation of a special event under the permit. Events subject to this section may include, but are not limited to: parades; athletic events such as a marathon, walk or run event, bicycle rallies or races; farmers' market; art or craft fairs; festivals; or street dances, parties or fairs, provided the event meets the permit requirement criteria set forth in subdivision 3 herein. Subd. 2. Definitions. Applicant shall mean any person, organization or entity applying for a special event permit from the city to conduct a special event governed by this section. Assemblage shall mean two or more persons congregating or gathering together as a group for a common purpose within the vehicular travel portion of a public right-of- way and is not otherwise moving in a procession. Athletic event shall mean an event in which a group of persons collectively engage as participants to an organized event in which the group walks, runs, skates, skis or cycles as part of a race, cause or other reason within a public right-of-way, including sidewalks and trails or the use of city property in whole or part for the event within the city. For purposes of this section, an athletic event may be a timed or an untimed event or it may or may not involve an award of prizes for the top finishers. For purposes of this section, an athletic event does not include a group of individuals walking, running, or cycling solely for personal exercise or organized team practice that is not in connection with an organized or sponsored event open to the general public for participation. Block party shall mean a festive gathering of persons on a public street requiring the closure of or restriction on the street, or a portion thereof, to vehicular traffic and the use of the street includes street dances, barbecues, picnics, music, games and gathering. A block party in a residential neighborhood that is hosted and attended by the occupants of the properties located along the public right-of-way in which the block party occurs shall not be deemed a "block party" for which a special event permit is required under this section, provided a block party permit has been issued by the director of public works pursuant to the rules and regulations established for neighborhood block parties as adopted by city council. Event shall mean a parade, athletic event, or other special event. Other special event shall mean an event open to the general public which occurs on city -owned property or a public right-of-way, including any sidewalk or trail. For purposes of this section, other special event includes but is not limited to a farmer's market; art and craft fair or show; block party; soap box derby; motorized vehicle rally; street dance or fair; or similar event. For purposes of this section, an event which its sole purpose is to advertise or sell a product, good, ware, or merchandise of an individual business establishment or vendor and is designed to be held solely for private profit will not be deemed a special event for which a permit may be issued and will not be eligible for a special event permit. Parade shall mean any movement of vehicles, persons, or animals, or any combination thereof, which either moves together or as a body as an intended procession or group. The term "parade" shall not include any organized marathon, walk or run event or bicycle event which is otherwise defined as an "athletic event" herein. Permittee shall mean any person or organization or group issued a special event permit by the city. Procession shall mean the act of moving along or proceeding in orderly succession or in a formal, organized or ceremonious manner Public rights-of-way shall mean the entire area dedicated on a plat or contained in an easement or other conveyance or grant to the city for purposes of public vehicular and pedestrian traffic and shall include, but not be limited to: streets and roadways; boulevards; sidewalks; trails; alleys; and other public property between lateral property lines in which a roadway lies. Special event permit committee shall mean a committee comprising of a city employee duly appointed by the director of each of the following city departments: parks and recreation, police, fire, public works, community development, administration, and city clerk. Subd. 3. Permit required. A special event permit is required for the use of city property, use of public rights-of-way, including sidewalks and trails, or a combination thereof, in connection with any of the following: A. Athletic events that are timed or for which prizes are awarded to the top finishers, regardless of the number of participants, which include, but are not limited to: marathons; walk, run, skate, or ski events; and cycle rallies or races. B. Athletic events that are not timed or for which prizes are not awarded to the top finishers with 500 or more participants in a walk/run event or 50 or more cyclists in a cycle event. C. Events for which street or intersection closures or restrictions are required as determined by the city or as may be requested by the event sponsor. D. Events, due to its location or nature of activities, will significantly interfere with or obstruct the safe and orderly movement of vehicular or pedestrian traffic contiguous to the event site or event route. E. Events to occur on city property or within public rights-of-way which will require the use of any city services, including but not limited to: city personnel, city utilities, public safety personnel, use of city traffic controls and devices, sanitary facilities, solid waste disposal facilities, clean up and restoration of city property, that would not otherwise be necessary in the absence of such special event. A special event permit is not required for the following: A. Funeral procession; B. A governmental agency activity within the scope of its duties; C. Any event held inside a park building or involving the use of a specific park amenity exclusively (e.g. a ball field/complex, civic center, ice arena, park pavilion) for which a park facility permit is issued. D. Any untimed bike event that commences outside of, but travels through the City of Eagan, has fewer than 50 participants within the city at any one time, and does not require city services or resources, provided: 1. The organizer shall submit to the city clerk written certification that fewer than 50 participants will be within the city at any one time; and 2. All participants shall obey all traffic laws. Subd. 4. Permit issuance. The city clerk is authorized to issue special event permits in accordance with this section. The city clerk shall approve, conditionally approve, or deny an application for a special event permit in accordance with the provisions of this section. All applications shall be reviewed by the special event permit committee. The special event permit committee, subject to the adoption by the city council, shall establish, and amend as necessary, rules and regulations governing the implementation of this section and all events under a special event permit. A special event permit shall be approved or conditionally approved, unless the special event committee determines that one or more of the following exists based upon the application and other pertinent information received: A. The application, along with the application fee, was filed with the city clerk after the filing deadline date as set forth in this section and there is insufficient time to process and review the application or provide the necessary city services required for the proposed event. B. Information contained in the application, or supplemental information requested from the applicant, is found to be false in any material detail. C. The applicant/sponsoring organization of the event has, within the preceding 24 months, violated a previously issued special event permit or its conditions, including the rules and regulations applicable to special event permits, violated any term or condition of any previous park facility permit or reservation to use the city's property, or violated any city or state law in connection with the use of city property or public rights-of-way. D. The applicant failed to complete or sign the application form by the required deadline after having been notified of the additional information or documents required, including the provision of traffic and emergency plans. E. The traffic plan or emergency plan submitted by the applicant does not meet the approval of the chief of police or director of public works. F. The sole purpose of the event is advertising or sale of the product, good, ware, or merchandise of an individual business establishment or vendor and is designed to be held solely for private profit. This provision does not apply to the sale of products, goods, wares, or merchandise as part of a farmers' market, art or craft fair, or the like and does not apply if the advertising is secondary to or as a sponsoring organization of the event. G. The application for the event is a walk/run/cycle event proposing to use city sidewalks or trails and the estimated number of participants in the event is 50 or more cyclists in a cycle event, 100 or more participants in a timed athletic event, or 500 or more participants in an untimed athletic event or parade. A cycle event exceeding 50 participants and a timed athletic event exceeding 100 participants proposing to use any sidewalk or trail may be permitted under this clause if the use of city sidewalks or trails first occurs one-half or more mile(s) past the start of the event. H. Another special event permit application has been received prior in time, or has already been approved, to hold an event (1) on the same date and same location requested by the applicant; or (2) within the same month at the same location; or (3) on the preceding or following weekend of another event at the same location, or so close in time and place as to cause undue traffic congestion or the inability of city personnel to meet the needs for city services for both events. I. The time, route, or size of the event will substantially interrupt the safe and orderly movement of traffic contiguous to the event site or route or disrupt the use of a street at a time when it is usually subject to great traffic congestion. J. The concentration of persons, vehicles or animals, or a combination thereof, at the site of the event or the assembly and disbanding areas around an event will prevent or hinder proper police, fire, or ambulance services to areas contiguous to the event or significantly cause harm or damage to city property. K. The type or size of the event will significantly impact the general public's use of the city's park, park amenities or other public uses, or require diversion of so great a number of city personnel, including police, to protect participants in or attendees of the event; to insure that participants stay within the boundaries or route of the event; to ensure the protection of the city's resources at the event site, or to police the operation of the event for assurance of compliance with city and state laws as to prevent the normal operation and protection to the rest of the city's residents. The permit may be denied if the city personnel whose presence at the time of the event is required is not available at the time proposed for the event. L. The proposed date of the event is during the period of the city's winter parking restrictions or snow removal services would be required for the safety of the participants or attendees of the event. M. The location of the event will substantially interfere with, or has been deemed unsafe by reason of any construction or maintenance work scheduled to take place upon or along the city streets, or a previously granted encroachment permit. N. The event is proposed at a time when a school is in session at a route or location adjacent to the school or class thereof, and the noise created by the activities of the event would substantially disrupt the educational activities of the school or class thereof. When the grounds for denial of an application for permit based upon subsections E through N above can be corrected by altering the date, time, duration, route, or location of the event, the city clerk shall, instead of denying the application, conditionally approve the application upon the applicant's acceptance of conditions for permit issuance based upon the revised date, time, duration, route, or location of the event in order to meet the subsections above. Subd. 5. Permit application procedure and fees. A. Filing of application. An application for a special use permit shall be on a form provided by the city and contain all information requested therein and shall contain such other information as the city may require. The application shall be filed along with a non-refundable permit application fee in the amount set by city council resolution. When the special event permit committee finds that supplemental information is reasonably necessary in order to act on the application, the applicant shall file with the city clerk all supplemental information requested within five business days of the request. An application for a special use permit shall be filed with the city clerk no less than 60 days prior to the proposed event date. In calculating the 60 days, the date on which the application is filed and the day of the event shall not be counted. If an application is filed after the filing deadline or the filed application is not signed or fully completed, the permit application shall be denied by the city clerk, unless the city clerk, upon a showing of good cause by the applicant, has determined that there is sufficient time to process and review the application and provide the necessary city services required for the proposed event. B. Requirements upon approval, but before issuance of permit. Upon the approval of the application, but prior to the issuance of the permit, the applicant shall submit to the city the following: 1. The permit applicant and authorized officer of the sponsoring organization, if any, shall sign an indemnification agreement with the city as prepared by the city under which the applicant/permittee/sponsoring organization agrees to (1) defend the city against and indemnify and hold the city harmless from any liability, action, cause, suit, or claim by any person resulting from any damage or injury occurring in connection with the permitted event; (2) reimburse the city for any costs incurred by it in repairing damage to city property or public rights-of-way occurring in connection with the special event; and (3) to reimburse the city for all expenses and costs incurred by the city for its services related to the event that are not otherwise covered or in excess of the city services/resource fee deposit paid by the applicant. 2. The applicant/sponsoring organization of the event shall obtain and maintain commercial general liability insurance on an occurrence basis to protect against loss from liability imposed by laws for damages on account of bodily injury or property damage arising from the event. Such insurance shall name the City of Eagan, its officers, employees and agents, on the policy or by endorsement, as additional insureds. The insurance coverage shall be maintained for the duration of the event with a minimum $1,000,000.00 combined single limit and a minimum $2,000,000.00 aggregate limit. If food or non-alcoholic beverages are sold or provided at the event, whether by the permittee or a registered vendor, the insurance policy shall also include an endorsement for product liability in an amount not less than $1,000,000.00. If alcoholic beverages are sold or provided at the event, the insurance coverage shall include an endorsement for liquor liability in an amount as otherwise required in the city's regulations governing the sale and licensing of alcoholic beverages. A copy of the policy or a certificate of insurance, clearly identifying the City of Eagan as an additional insured, shall be filed with the city clerk not less than five business days before the date of the event. If a copy of the policy or the certificate of insurance is not filed with the city as required herein, the permit shall not be issued and the event shall not occur. 3. Upon approval of the application for a special event permit, the city clerk shall provide the applicant with a statement of the estimated cost of the expenses incurred by the city in connection with providing city personnel, services and resources necessary for the event. The applicant/permittee shall be required to pay, as deposit of the city services/resources fee, the amount equal to 125 percent of the estimated costs as determined in the statement no later than seven business days prior to the date of the event. If the applicant/permittee fails to remit the payment of the city services/resources fee deposit as required herein, the permit shall not be issued and the event shall not occur. The city services/resources fees shall be in the amounts as set by city council resolution. 4. Upon approval of the application, and not less than five days prior to the event, the applicant/permittee shall notify in writing all properties abutting any public rights-of-way in which the event will occur and said notice shall advise of the event, including the date, duration of time and any street restrictions imposed as a result of the event. The applicant permittee shall also post signs, as approved by the city, at all affected street intersections. Subd. 6. Conditions of permit. All special events permits shall be subject to the following conditions: A. The permittee shall comply and conduct the event in compliance with all conditions imposed with the issuance of a special event permit. The permittee, or an authorized designee, shall establish in advance of the event and maintain at all times during the event means to have immediate contact with and access by city staff. B. The permittee/sponsoring organization of the event shall be responsible for the conduct of all employees, agents, or volunteers working in the event and shall take all steps necessary to ensure the employees, agents, or volunteers working in the event comply with the permit conditions set forth in this section and all conditions set forth in the permit. C. The event shall have an emergency medical first response team on site specifically assigned to the event. The city may require additional emergency medical resources on site for the event if deemed necessary due to the nature of the event. The city, in its sole discretion, may waive this requirement if deemed unnecessary due to type of event and number of participants. D. The permittee shall comply with all city, county, state and federal laws and regulations relevant to the event, including any animal protection laws and regulations. E. No electronic sound system or audio equipment or any other device designed to produce or reproduce audio sound shall be used unless specifically approved under the permit. F. No sale or furnishing of food or non-alcoholic beverages shall occur at the special event, unless the vendor thereof has a vendor permit from the city and all required licenses from the State of Minnesota. G. No sale or furnishing of alcoholic beverages shall occur at the event unless a license is first obtained from the city. Provided the appropriate license has been issued for the sale or furnishing of alcoholic beverages at the event, the sale shall be subject to all city and state laws relative to the sale or furnishing of alcoholic beverages and shall be conducted in accordance with the licensed conditions. H. No sale of any goods, products or merchandise shall be sold at the event unless all vendor have a vendors permit issued by the city. I. No signs or banners shall be posted unless specifically approved under the permit. J. No public rights-of-way, including sidewalks, trails and paths, shall be written upon or otherwise marked with any permanent substance. A fee, the amount of which shall be duly adopted by council resolution, will be charged to the event organizer if this provision is violated. Subd. 7. Appeal right and procedure. The applicant shall have the right to appeal the denial of a permit application, the conditions of a permit, or the amount of the city service/resource fee deposit imposed upon the applicant to the city council. A request for appeal shall be in writing and filed with the city clerk within seven days after the mailing or delivery of the notice of denial or conditional approval or the city service/resource fees. The appeal must be filed no later than 12:00 noon one calendar week preceding a city council meeting to be placed on the next regular city council meeting agenda. The city council shall hear the applicant or a designated representative, receive any relevant information and documents, and act on the appeal at the regular meeting. The decision of the city council is final. Subd. 8. Unlawful acts. A. It is unlawful for any person to interfere with events permitted under this section. The following acts are prohibited when done with the intent to cause interference: 1. Blocking, obstructing, or impeding the passage of participants, vehicles, or animals along the route of any parade or athletic event. 2. Walking, running, driving a motor vehicle or other motorized vehicle, skating, or riding a cycle or skateboard through, between, with, or among participants, vehicles, or animals of any parade or athletic event. 3. Dropping, throwing, rolling, or flying any object toward, among, or between participants, vehicles, or animals of any parade or athletic event. 4. Grabbing at, taking hold of, hitting, pulling, or pushing any participant, vehicle, or animal or anything in the possession of any participant of any parade or athletic event. B. It is unlawful for any person to sell or offer for sale any food or merchandise at an event or along the route of any parade or athletic event without first having obtained a vendor permit from the director of parks and recreation. This provision shall not apply to the parade held in connection with the Eagan July 4th Funfest. C. It is unlawful for any person to participate in an assemblage within the vehicular travel portion of any public right of way unless it is in connection with an event for which a special event permit or block party permit has been issued by the city and is not otherwise in violation of any traffic direction or control order of a police officer. (Code 1983, § 7.07, eff. 1-1-83; Ord. No. 490, 2nd series, § 1, eff. 2-8-2012; Ord. No. 514, 2nd series, §§ 1-3, eff. 2-5-2013) Agenda Information Memo June 13, 2017 Eagan Special City Council Workshop VII. REVIEW OF ALCOHOL LICENSE REGULATIONS PERTAINING TO CASUAL RESTAURANTS AND TO OUTDOOR PATIOS Directions For Consideration: 1. To direct preparation of an ordinance amendment regarding the types of restaurants eligible for on -sale liquor licenses and on -sale wine and beer licenses and/or regarding the patio fencing requirements for restaurants with on -sale alcohol. 2. If direction is given to prepare an ordinance amendment, provide direction on the public policy questions/issues raised below. Facts: ➢ In response to feedback from alcohol license holders regarding the types of restaurants eligible to hold on -sale liquor licenses, the City Council directed staff to research methods for regulating which types of restaurants are eligible for on -sale liquor licenses and/or on -sale wine and beer licenses. ➢ In light of Eagan Forward strategies, specifically Strategy 4: Eagan is a Destination and Strategy 2: Eagan is a Healthy Community with Strong Community Connections (i.e. al fresco dining, pocket parks, etc.), staff researched the issue of removing the fencing requirements from outdoor patios where alcohol is served. ➢ The attached memo summarizes the research conducted regarding on -sale alcohol eligibility requirements for restaurants and patio fencing requirements. ➢ If the Council directs preparation of an ordinance amendment to change the types of restaurants eligible for on -sale alcohol licenses and/or to change patio fencing requirements, staff has identified public policy questions for consideration: 1. What types of restaurants should be eligible for on -sale liquor licenses and/or on -sale wine and beer licenses? a. Any of the following could be used to determine eligibility: i. Casual and full-service restaurant types (current standard) ii. Minimum number of seats iii. Minimum square footage iv. Health Department restaurant license type v. Prohibit drive-through facilities (current standard) 2. Should the City change its outdoor dining fencing requirements? a. If yes, what should the new regulation be? i. No fencing required ii. Fencing is required, but ingress to the patio can be allowed through a gate ➢ Background information regarding each policy consideration is included in the attached memo. Attachments: (4) VII -1 Research Memo VII -2 Survey of Comparable Cities VII -3 Licensed Restaurant Establishments in Eagan VII -4 Minnesota Department of Health Restaurant Licensing Definitions 41/11°) City of Eaall To: Dianne Miller, Assistant City Administrator From: Christina M. Scipioni, City Clerk/Administrative Coordinator Date: June 9, 2017 Subject: Alcohol license regulations pertaining to casual restaurants and outdoor patios As Eagan has added new dining options, feedback from alcohol licensees has indicated the City's regulations regarding casual restaurants and patios may not be competitive with surrounding communities. Per the direction of the City Council, research was conducted into the options available for regulating which types of restaurants may hold an on -sale liquor license or an on -sale wine and beer license. Additionally, research was done regarding options for regulating outdoor dining areas. This research included a survey of the regulations in 14 comparable cities. On -Sale Licenses for Restaurants Background There are two main types of licenses available to restaurants wishing to serve alcohol at their establishment: an on -sale liquor license and an on -sale wine and beer license. Additionally, there are two types of restaurants that are eligible for alcohol licenses: Full-service restaurants are those that provide a full wait staff service where food is consumed by customers seated at tables, booths or a counter. Accessory use may include take-out food service. No drive-through service is provided. Casual restaurants are those where customers place their order at a counter and either the customer or wait staff takes the food/beverage to a table. Accessory use may include take-out food service. No drive-through service is provided. Full-service restaurants are eligible for on -sale liquor and on -sale wine and beer licenses. Casual restaurants are eligible for on -sale wine and beer licenses. From a zoning perspective, providing on -sale alcohol service requires a Conditional Use Permit (CUP) or via Planned Development (PD) zoning. Once a property has received CUP or PD approval for on -sale alcohol, additional zoning approvals are not needed if a restaurant changes ownership, type of service (i.e. from casual to full-service or vice versa), or type of alcohol license (i.e. from on -sale wine and beer to on -sale liquor). If the property is a multi -tenant building, CUP or PD approval for on -sale alcohol encompasses the entire building. Thus, adding additional restaurants with on -sale alcohol would not trigger the need for an additional CUP or PD/PD Amendment. Options for regulations State Statute defines a restaurant as: "An establishment, other than a hotel, under the control of a single proprietor or manager, where meals are regularly prepared on the premises and served at tables to the general public, and having a minimum seating capacity for guests as prescribed by the appropriate license issuing authority." The City cannot be less restrictive than State Statute, but has great latitude in determining what types of restaurants are eligible for on -sale alcohol licenses. Several options for regulating on - sale license eligibility are listed below for Council consideration. These options can be used as stand-alone criteria or combined. • Minimum seat requirement — Of the 14 cities surveyed, 11 had minimum seating requirements. Some choose to require fewer seats for on -sale wine and beer than for on - sale liquor. Others chose one minimum seating requirement for all license types. State Statute requires at least 25 seats for an on -sale wine and beer license, but does not have a seating requirement for on -sale liquor. • Minimum floor area — Of the 14 cities surveyed, five had minimum dining room square footage requirements, which ranged from 750 square feet to 1,200 square feet. Again, some choose a lower square footage requirement for on -sale wine and beer licenses versus on -sale liquor licenses. • Regulate by health department license type — Every food establishment in Eagan receives a restaurant license from the Minnesota Department of Health. The State considers a restaurant eligible for an alcohol license if it has a small, medium or large establishment license. The City could further regulate which types of restaurant establishment licenses are eligible for on -sale alcohol licenses. The Licensed Restaurant Establishments in Eagan spreadsheet details all of the licensed restaurants in the City, their restaurant license type and if they have a liquor license. • Prohibit drive-through facilities — In Eagan, restaurants with drive-through facilities are not eligible for on -sale alcohol licenses. One other city surveyed also had this prohibition. The Licensed Restaurant Establishments in Eagan spreadsheet also shows which facilities have a drive-through. Council also has the option of adopting the statutory definition of a restaurant with no further regulations. Reverting to State Statute would allow any restaurant with a small, medium or large restaurant facility license to obtain an on -sale liquor license or, if the restaurant has at least 25 seats, an on -sale wine and beer license. Patio Regulations Background The City allows alcohol to be sold on restaurant patios as long as the patio is compact, contiguous and attached to the restaurant building. The patio must be separated by a permanent wall or fence with ingress to the patio only from the restaurant. If the patio meets these requirements, it is considered part of the licensed premise and does not require additional licensing approval. Some licensees have expressed practical or financial difficulties with the fencing requirement. Others have expressed a desire for a more open feeling patio, which is hindered by the fencing requirement. From a zoning perspective, an outdoor dining area with less than 24 seats is a permitted accessory use. Outdoor dining areas with more than 24 seats or that are within 200 feet of residential property require a CUP or PD/PD Amendment. If a CUP or PD/PD Amendment is required, the Council has the ability to limit the hours of operation of an outdoor dining area and the hours, nature and volume of outdoor entertainment on the patio area. Once the outdoor dining area has been granted a CUP or PD/PD Amendment, additional zoning approval is not required for changes in ownership. Options for regulations State Statute allows alcohol service in an outdoor area if the area was described on an approved license application, is compact and contiguous with the licensed building, and is included in the license holder's certificate of liquor liability insurance. If changes are desired for the patio area fencing, a few options exist: • Remove the fencing requirement - The Council could choose to remove the fencing requirement (which exists in Chapters 5 and 11). Of the 14 cities surveyed, five did not have fencing requirements for outdoor dining areas. Removing the fencing requirement would require slightly more administrative work from the license holder and staff because each initial and renewal license application would need to clearly document the bounds of the patio area. Additionally, enforcement issues could arise if the licensee is not diligent about keeping alcohol within the designated outdoor dining area. However, removing the fencing requirement would not prohibit licensees from having a fence, should they have concerns about managing the patio area. • Alter the fencing requirement — To help foster a more open, flexible patio environment, the Council could choose to continue to require patio fencing, but remove the requirement that ingress to the patio be allowed only from the restaurant building. Administratively, this would still require additional licensee and staff time at initial application and renewal time. From an enforcement perspective, it would help ensure customers are not removing alcohol from the licensed area. Public Policy Questions In summary, several public policy questions exist regarding the regulation of on -sale alcohol licenses for restaurants and the regulation of alcohol on patios: 1. What types of restaurants should be eligible for on -sale liquor licenses and/or on -sale wine and beer licenses? a. Any of the following could be used to determine eligibility: i. Casual and full-service restaurant types (current standard) ii. Minimum number of seats iii. Minimum square footage iv. Health Department restaurant license type v. Prohibit drive-through facilities (current standard) 2. Should the City change its outdoor dining fencing requirements? a. If yes, what should the new regulation be? i. No fencing required ii. Fencing is required, but ingress to the patio can be allowed through a gate Survey of On -Sale Alcohol Eligibility Requirements and Patio Fencing Requirements June 9, 2017 City Seating Requirements Prohibit Drive-Thru? Square Footage Requirements Other restaurants requirements/restrictions Patio Fencing Requirements Apple Valley At least 25 seats for wine and beer Yes Liquor allowed at cafeterias (consumption takes place on-site), casual restaurants and traditional restaurants only Fence is not required Bloomington At least 50 seats for liquor No At least 750 square feet of dining area Fence is not required Brooklyn Park At least 30 seats for liquor; at least 25 seats for wine and beer No Fence is not required Burnsville At least 25 seats for wine and beer No At least 750 square feet of dining area for liquor Fence is required; access is allowed only from licensed building Eden Prairie At least 150 seats for liquor; at least 50 seats for wine and beer No Fence is required Inver Grove Heights At least 50 seats for liquor; at least 25 seats for wine and beer No At least 750 square feet of dining area Must have printed menu at each table; must prepare and serve hot meals on site; must have a conventional or convection stove, over or grill; must have a health department license Fence is not required Lakeville At least 50 seats for liquor; at least 25 seats for wine and beer No Fence is required; access is allowed only from the licensed building Maple Grove At least 25 seats for wine and beer No Must have restaurant license from the Department of Health Fence is not required Survey of On -Sale Alcohol Eligibility Requirements and Patio Fencing Requirements June 9, 2017 City Seating Requirements Prohibit Drive-Thru? Square Footage Requirements Other restaurants requirements/restrictions Patio Fencing Requirements Mendota Heights At least 50 seats for liquor No At least 1,000 square feet of dining area for liquor; at least 750 square feet of dining area for wine and beer Fence is required for liquor; Fence is not required for beer and wine Minnetonka At least 100 seats for liquor; at least 25 seats for wine and beer No Fence is required; access is allowed only from licensed building Plymouth At least 25 seats for wine and beer No Fence is required Rosemount At least 25 seats for wine and beer No No Fence is required St. Louis Park At least 30 seats No Fence is not required Woodbury At least 25 seats No At least 1,200 square feet of dining area Fence is required Licensed Restaurant Establishments in Eagan June 9, 2017 Establishment Name Address Restaurant License Type Drive Through Alcohol License Type Buffalo Wild Wings #200 1280 Promenade Place Large No On -Sale Liquor Caspers Cherokee Sirloin Room 4625 Nicols Rd Large No On -Sale Liquor Chili's Grill & Bar 3625 Pilot Knob Rd Large No On -Sale Liquor Granite City Food & Brewery 3330 Pilot Knob Rd Large No On -Sale Liquor Green Mill of Eagan 1940 Rahncliff Rd Large No On -Sale Liquor Houlihan's 1294 Promenade Place Large No On -Sale Liquor Jakes City Grille 1288 Promende Place Large No On -Sale Liquor Lone Oak Grill 3010 Eagandale Place Large No On -Sale Liquor Lost Spur Golf & Event Center 2750 Sibley Memorial Hwy Large No On -Sale Liquor Perkins Family Rest & Bakery #1184 1345 Towne Center Dr Large No None Royal Cliff & Brianno's 2280 Cliff Rd Large No On -Sale Liquor Starks Halfway House 3125 Dodd Rd Large No On -Sale Liquor Teresa's Mexican Restaurant 1008 Diffley Rd Large No On -Sale Liquor Andiamo Italian Ristorante Inc 1629 Lena Ct. Medium No On -Sale Liquor Anna Chungs 1960 Cliff Lake Rd #116 Medium No None Ansari's Mediterranean Grill & Bar 1960 Rahncliff Ct. Medium No On -Sale Liquor Applebee's Neighborhood Grill & Bar 1335 Town Centre Dr Medium No On -Sale Liquor Axel's Bonfire 1555 Cliff Rd Medium No On -Sale Liquor Big Bowl Chinese Express 1299 Promenade Place Medium No None Bruegger's 2149 A Cliff Rd Medium No None Bruegger's 3450 Pilot Knob Rd Ste #105 Medium No None Cafe Zupas 3340 Pilot Knob Rd Medium No None Carbones Pizza 1665 Yankee Doodle Rd Medium No On -Sale Wine & Beer Cedarvale Lanes 3883 Cedar Grove Pkwy Medium No On -Sale Liquor China Gorment Inc 1095 Diffley Rd Medium No None Chipotle Mexican Grill #1739 2075 Cliff Rd Medium No None Chipotle Mexican Grill #238 3324 Promenade Ste 107 Medium No None Classic Saigon Restaurant 1272 Town Centre Dr Medium No On -Sale Wine & Beer Coopers Restaurant Inc 4185 So Robert Trl Medium No On -Sale Liquor Crumb Gourmet Deli 3344 Promenade Ave Medium No None Crystal Jade Restaurant LLC 1965 Cliff Lake Rd Medium No None Cupcake 1565 Cliff Rd Medium No On -Sale Liquor Licensed Restaurant Establishments in Eagan June 9, 2017 Establishment Name Address Restaurant License Type Drive Through Alcohol License Type Davannis Pizza - Hot Hoagie 1960 Cliff Lake Rd Medium No On -Sale Wine & Beer Denebola Corp dba Bayleaf Indian Cuisine 1260 Town Center Dr Medium No On -Sale Wine & Beer Dickey's Barbecue Pit 3090 Courthouse Ln Medium No None Dominos Pizza 1266 Town Centre Dr Medium No None Dominos Pizza 1975 Silver Bell Rd Medium No None Doolittles 2140 Cliff Rd Medium No On -Sale Liquor Eagan Cafe 2825 Lone Oak Pkwy Medium No None El Loro 1428 Yankee Doodle Rd Medium No On -Sale Liquor El Parian Mexican Restaurant LLC 1960 Cliff Lake Center Medium No On -Sale Liquor Erbert & Gerbert's Sandwich Shop 1270 Lone Oak Rd Medium No None Fiesta Cancun Mexican Grill & Bar 4250 Lexington Ave Ste #111 Medium No On -Sale Liquor Genghis Grill 1304 Centre Dr Medium No On -Sale Liquor Golden Star 1565 Cliff Rd Medium No None Hoban Korean Restaurant 1989 Silver Bell Rd Medium No On -Sale Wine & Beer Hiko Sushi 1466 Yankee Doodle Rd Medium No On -Sale Wine & Beer Ho Ting Restaurant 1380 Duckwood Dr Ste 104 Medium No None Hong Wong 2139 Cliff Rd Medium No None Italian Pie Shoppe 1438 Yankee Doodle Rd Medium No On -Sale Wine & Beer Jensen's Supper Club 3840 Rahn Rd Medium No On -Sale Liquor Jersey Mike's Subs 3405 Promenade Avenue Ste 300 Medium No None Jimmy John's 2874 Hwy 55 Ste 100 Medium No None Junior's Cafe & Grill 1340 Duckwood Dr #7 Medium No None Kyoto Sushi & Hibachi 1250 Town Center Dr Medium No On -Sale Wine & Beer Lafonda de Los Lobos 3665 Sibley Memorial Hwy Medium No On -Sale Liquor Leeann Chin 3450 Pilot Knob Rd Medium No None Lexington Pointe Subway, Inc. 4250 Lexington Ave Ste #106 Medium No None Burgers & Bottles/Volstead House 1286 Lone Oak Rd Medium No On -Sale Liquor New Bohemia - Eagan 1278 Town Center Dr Medium No On -Sale Wine & Beer Noodles & Company of Eagan 1340 Towne Centre Drive Medium No On -Sale Wine & Beer Noodles & Company 2000 Rahncliff Rd Ste 100 Medium No On -Sale Wine & Beer Panda Express #1836 1270 Promenade Place Ste 150 Medium No None Persis Indian Grill 1282-A Town Centre Dr Medium No On -Sale Liquor Licensed Restaurant Establishments in Eagan June 9, 2017 Establishment Name Address Restaurant License Type Drive Through Alcohol License Type Piada Italian Street Food 3333 Pilot Knob Rd Medium No None Pizza Hut/Wingstreet #030235 2135 Cliff Rd Medium No None Pizza Man 3442 Denmark Ave Medium No None Potbelly Sandwich Works 1298 Promenade Place Medium No None Qdoba Mexican Eats 2729 1298 Promenade Place Ste 300 Medium No None R Taco 3345 Central Park Village Dr Medium No On -Sale Wine & Beer Red's Savoy 3250 Denmark Ave #102 Medium No None Sarpino's Pizzeria 1565 Cliff Rd W Medium No None Silver Bell Dinner 1981 Silverbell Rd #1200 Medium No None Smashburger #1068 1270 Promanade Place Medium No On -Sale Wine & Beer Solo's Pizza Cafe 1270 Promenade Place Medium No None Subway #37363 1360 Town Centre Dr Medium No None Subway 3145 Dodd Rd Medium No None Subway 1432 Yankee Doodle Square Medium No None Subway 1983 1/2 Silver Bell Rd Medium No None Subway 1565 Cliff Rd Ste 15 Medium No None Trail Stop Tavern 525 Diffley Rd Medium No On -Sale Liquor Valley Lounge 3385 Sibley Memorial Dr Medium No On -Sale Liquor Which Wich 2000 Rahncliff Ct #400 Medium No None Wildcats Bar & Grill 1448 Yankee Doodle Rd Medium No On -Sale Liquor Wyatts Twisted Americana 1965 Cliff Lake Rd Medium No On -Sale Liquor ZZQ Smokehouse 3390 Coachman Rd #204 Medium No On -Sale Wine & Beer Arby's Restaurant 5312 1279 Town Centre Dr Medium Yes None Burger King 5177 1275 Town Centre Drive Medium Yes None Burger King of Eagan 1980 Rahncliff St Medium Yes None Caribou Coffee #1320 1200 Yankee Doodle Rd Medium Yes None Culver's 3445 O'Leary Ln Medium Yes None Dairy Queen 4630 Rahn Cliff Rd Medium Yes None Jimmy John's 3240 Denmark Ave Medium Yes None Jimmy Johns Gourmet Sandwiches 2109 Cliff Rd, Ste B Medium Yes None Kentucky Fried Chicken 1287 Town Centre Dr Medium Yes None Leeann Chin 2071 Cliff Rd Medium Yes None Licensed Restaurant Establishments in Eagan June 9, 2017 Establishment Name Address Restaurant License Type Drive Through Alcohol License Type McDonald's 3045 Holiday Lane Medium Yes None McDonald's 1075 Diffley Rd Medium Yes None McDonald's 4565 Erin Ln Medium Yes None McDonald's 1351 Town Center Dr Medium Yes None McDonald's 1995 Silver Bell Rd Medium Yes None North Eagan Dairy Queen 3385 Denmark Ave Medium Yes None Panera Bread #1299 1260 Promenade Ave Medium Yes None Taco Bell 27586 1325 Town Centre Dr Medium Yes None Taco Bell 5644 2000 Cliff Rd Medium Yes None Wendy's 4615 Nicols Rd Medium Yes None Wendy's 3655 Pilot Knob Rd Medium Yes None Barnes & Nobles Booksellers (MN) Inc 1291 Promanade Place Small No None Caribou Coffee #1223 2864 Hwy 55 Ste 100 Small No None Caribou Coffee #132 1299 Promenade Place East Small No None Caribou Coffee #129 2149 Cliff Rd Small No None Cherry Berry 1298 Promenade Place E Small No None Cold Stone Creamery 1264 Town Centre Dr Small No None Hovies 1450 Yankee Doodle Rd Small No None Rita's Italian Ice of Eagan 1016 Diffley Rd, Ste 300 Small No None Starbucks #2469 3450 Pilot Knob Small No None Starbucks - Outlet Mall #20688 3965 Eagan Outlet Pkwy 455 Small No None West End Trap Club 4899 Brooklyn Ln Small No On -Sale 3.2 Beer Ze's Diner 3448 Denmark Ave Small No None Caribou Coffee #141 1380 Duckwood Dr Ste 101 Small Yes None Dunn Brothers Coffee 1012 Diffley Rd Ste A Small Yes None Starbucks Coffee #2619 2040 Cliff Rd, Ste 101 Small Yes None Minnesota Department of Health Restaurant Licensing Definitions Limited Food Menu - prepackaged food that receives heat treatment and is served in the package, continental breakfast, soft drinks, coffee, nonalcoholic beverages. Small Establishment - food service with no salad bar, equipment not exceeding: one deep fat fryer; one grill; two hot holding containers; microwaves, or service of dipped ice cream/soft serve frozen desserts, or breakfast service in a bed and breakfast operation, or boarding establishments. Establishments which do not provide catering service and which meet "Medium Establishment" equipment criteria but have a total seating capacity of 50 or less are "Small Establishments." Medium Establishment - food service using a range, oven, steam table, salad bar, or salad prep area, more than one deep fat fryer or grill, more than two hot holding containers, or involving catering. Large Establishment - food service that meets the full menu definition and seats more than 175 people, serves a full menu selection an average of five or more days per week or caters 500 or more meals per day. Source: http://www.health.state.mn.us/divs/eh/food/license/fblestdef.html Eagan Special City Council meeting June 13, 2017 VIII. 2018-2019 BUDGET UPDATE Action to be considered: > No action required. This is an informal check-in on the budget process. Facts: > On April 25, staff officially kicked off the 2018-2019 budget process. As you will recall, we are preparing a two-year operating budget, and focusing on just the first year of the 2018-2022 capital (CIP) budgets. A year from now, we will focus on the 2019-2020 capital budgets, and adjust, as necessary the 2019 operating budget and levy. > Department directors submitted budget proposals for general fund departments, public utilities and recreation facilities on June 2. > The budget team—City Administrator Osberg, Assistant Administrator Miller, Finance Director Pepper, Assistant Finance Director Feldman, and Finance Intern Ashley Gengler—will meet with directors between now and the end of June 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 8 workshop. > The compensation study underway by Springsted will be completed soon. Pending review by and direction from the Council, recommendations may be incorporated into departmental budgets. > 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)