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.
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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?
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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.
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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
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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
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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
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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%
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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
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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
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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.
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Questions?
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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
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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
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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
•
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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
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Staffing, Emergency Medical Services, and Response Times Study
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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.
•
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• 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
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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
•
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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
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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
•
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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
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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
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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
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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).
•
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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
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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 - -
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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%
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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)