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03/31/1987 - City Council Special
SPECIAL CITY COUNCIL MEETING EAGAN, MINNESOTA Tuesday, March 31, 1987 7:00 P.M. I. SENIOR HOUSING REPORT II. REVIEW TRANSPORTATION STUDY ALTERNATIVES III. FREEWAY ZONING UPDATE IV. RECOMMENDATIONS BY DEVELOPERS TASK FORCE V. ADMINISTRATIVE UPDATE VI. OTHER VII. ADJOURNMENT f� MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: MARCH 25, 1987 SUBJECT: SPECIAL CITY COUNCIL MEETING/WORRSHOP SESSION The following memo is divided into three (3) parts starting with background information on those items listed on the agenda identified as I through IV, a list of discussion items for V. (the Administrative Update) that will require some action, and finally a brief discussion including attachments for items that are informative in nature. I. Senior Housing Report --The cities of Apple Valley, Burnsville and Eagan received community development block grant funding through a County allocation that allowed the three (3) cities to perform a comprehensive needs assessment and market demand study for senior housing. A consulting firm entitled Health Planning and Management Resources, Inc., was retained and performed the aforementioned study. The document is comparable in length to the comprehensive guide plan. An executive summary was prepared by Health Planning and Management Resources, Inc., and a copy is attached for your review. Each member of the City Council will be presented with a copy of the entire report at the meeting on Tuesday. Our City Planner Dale Runkle is the City's representative on the Community Development Block Grant Committee and, therefore, monitored the progress of the study in 1986. It is the Committee's wish and desire of Health Planning and Management Resources, Inc., that a brief presentation be made to each City Council regarding the results of the study. It is anticipated that the presentation will take approximately 15 to 20 minutes and then allow some time for any questions the Council might have for the presentators. II. Review Transportation Study Alternatives --The Director of Public Works has prepared a draft "Request for Proposals for Transportation Planning/Traffic Engineering Services." Since Dakota County is expressing interest in preparing a master transportation study, it is appropriate that the City and County coordinate their RFP's to eliminate duplication. The Director of Public Works has prepared a memo, a copy is attached for your review that provides an update and addresses the transportation study alternatives. The Director of Public Works will be present at the meeting on Tuesday to further discuss the various alternatives and ask for direction from the City Council to proceed with the transportation study. III. Freeway Zoning Update --At the direction of the City Council, City staff has been researching a freeway zoning classification for the purpose of planning development along the I-494 and I -35E corridors throughout the City. Two (2) meetings have been held to date to review the freeway zoning concept and before any further action is taken to direct the City Attorney to prepare a draft ordinance, it is appropriate that the City staff and City Council discuss some general concepts and uses pertaining to the freeway zoning classification. Enclosed for your review is a memo that outlined discussion our City staff had with Gary O'Brien from Trammel Crow and Bob Worthington of the Opus Corporation in a special work session on March 13. Also enclosed is a copy of the Bloomington City Code that provides for freeway development districts. Our consulting planner, John Voss, will be present along with the City Planner to discuss the freeway zoning concept. Again, the purpose of this discussion is to gain some direction and understanding by the City Council so the staff can further study and evaluate the freeway zoning classification and direct the City Attorney to prepare a draft ordinance. IV. Recommendations by Developers Task Force --Included with the March 17, 1987, City Council packet as an attachment to the Informative Memo was a memo entitled, "Developers Task Force Status Report and Alternatives." This memo summarized a number of issues that were studied by the Task Force and action taken by the City Council. The memo also addresses issues that were discussed with no recommendation of any change to current City policy and finally issues that were reviewed by the Task Force and require action by the City Council. The remaining issues include 1) consideration of an amendment to the street right-of- way provision of the City Code and 2) multi-user directional signs. Enclosed is a copy of the outline for directional sign RFP specifications that was reviewed and approved by the Developers Task Force. Also enclosed is another copy of the memo prepared by Administrative Assistant Hohenstein entitled, "Developers Task Force Status Report and Alternatives," as previously discussed. The City Administrator is suggesting that the City Council provide direction on both the new minimum street requirements amendment to the City Code, a reaction to the directional sign RFP specifications, and further, whether the Developers Task Force should continue to meet on a formal, informal or as -needed basis. The Director of Public Works will be present to review and discuss the proposed changes in the street size requirements. V. Administrative Update A. Fire Station Referendum --The City Administrator is nearing completion of negotiations with the Eveland's for the acquisition of the Fire Station #4 site at the intersection of Dodd Road and Diffley Road. The City Attorney has prepared a purchase agreement for the property and it will be discussed at the meeting on Tuesday. Fire Chief Southorn has asked that the City Council discuss the possibility of adding a second question to the upcoming referendum that would allow an appropriate funding for the construction of Fire Station #5 even though the actual construction may not transpire until 1988/1989. The first question on a ballot would include site acquisitions for Stations 4 s I #4 and #5, construction of Fire Station #4, and equipment as required for that station. The second question would appropriate funds for the construction of Fire Station #5 and to finance the necessary equipment. Fire Chief Southorn will be present at the work session on Tuesday. B. Independent School District #196 Building Plans --The City Administrator and Director of Parks and Recreation have been contacted by Independent School District #196 regarding future plans the City might have for either an ice arena or swimming pool for its short or long-term community needs. The reason the City has been contacted by the school district is to determine whether there might be interest in locating either facility adjacent to the new high school in the near future. If there is interest by the City in locating these facilities in the future, their architects may look at some design options that would allow the school to properly expand for these types of facilities. Any study by the school district would not be held as a future commitment to the City if the City decides to build a community center complex adjacent to City Hall or at another location. Direction is required on this issue. C. Personnel Items --The City Administrator will provide a status report on the screening for Chief Building Inspector; interviews are scheduled for all day Tuesday, March 31. The City Administrator will also provide a brief update on the status of the MIS Coordinator position and some future reorganization that he is considering. IV. Other (Informational) --There are three (3) weeks between regular City Council meetings and I felt it would be helpful to provide some informational data for your review. The following items are informational and require no action by the City Council. Good Value Homes Enclosed is a copy of a memo and a demand for production that was filed with the District Court regarding Good Value Homes vs the City of Eagan. Sculptural Gardens Enclosed is a copy of a letter that was sent to Mr. Caponi from the City Administrator outlining the Parks and Recreation Commission's and City Council's action to proceed ahead with the sculptural gardens project. A meeting was held on Wednesday, March 25, with S&B Properties, Mr. Caponi, the Director of Parks and Recreation and City Administrator to provide the necessary direction to the consultant to begin work on the sculptural gardens project. a Fourth of July Celebration The City Administrator has sent a letter to the Fourth of July Association regarding 1) the inability to store fireworks in the Police Department garage and 2) the necessity for proper insurance coverage. The City cannot assume the potential liability of either storage or operations of the fireworks. Unfortunately, it is becoming more difficult for cities to spon- sor fireworks due to the explosion and potential liability. Finance Committee Meet The Finance Committee met on March 2, 1987, with the City's insurance representative, Bruce Medvec, to discuss the public errors and omissions liability insurance. Mr. Medvec provided background on the various coverages that were recently approved by the City. The new policy covers the City, employees, volunteers, and elected officials. Once a Councilmember leaves the Council, the coverage continues to protect that Councilmember for any future lawsuit under this policy. The only reason that an extended coverage would be necessary in 1988 is if the City changes insurance companies. If there is no insurance available, according to Mr. Medvec, the City personnel and elected officials are covered by law as long as their actions are reasonable and in good faith. Punitive damages are excluded. The Finance Committee suggested that the City Attorney research and prepare a resolution to protect City officials and staff because of decreased limits. Also, joint powers agreements must be insured separately. Airport Noise , Enclosed is a copy of the recommended land use management plan which is Part 150 Land Use Summary data. This information is being made available for City Council review. Enclosed is a copy of minutes from a N.O.I.S.E. meeting that was held in Washington, D. C. as a part of the NLC Conference on February 28, 1987. Mayor Blomquist was appointed by the N.O.I.S.E. President to serve as Chair of the Nominating Committee that will meet in July 1987 in Englewood, California. Lyle Sumek Associates Leadership Workshop Report A copy of a report from Sumek Associates on the Leadership Workshop that was held this past February with both the City staff and City Council. It is enclosed for your review. The first part of the report is theory and applies to any and all City Councils while the last twenty pages refer specifically to the Eagan City Council and staff. The City Administrator would like to proceed with the scheduling of a future meeting for a goal setting session that would allow Mr. Sumek to facilitate the City's objectives and goals with both the staff and City Council present. Eagan Clinic Mayor Blomquist and City Administrator Hedges met with representatives of the Ridges Hospital Group to discuss a new clinic facility to be constructed in the general vicinity of Pilot Knob Road south of Yankee Doodle Road that would comprise a building of approximately 15,000 square feet and expansion capability. As a part of the Eagan Clinic description, there is a requirement that future growth plans include two additional family practitioners, out-patient, physical therapy service, a paramedic room with cots for sleeping and a radio control station, an ambulance garage and 24-hour walk-in patient care. Mayor Blomquist and the City Administrator would like to discuss the potential of senior housing possiblities with the Eagan Clinic as a joint site. They will also discuss locations that are under consideration for the proposed Eagan Clinic. Newspaper Article Enclosed is a copy of today's Minneapolis Star and Tribune article regarding the Bieter Corporation's lawsuit. /s/ Thomas L. Hedges City Administrator Health Planning & Management Resources, inc. SUMMARY OF SENIOR HOUSING STUDY FOR THE CITIES OF APPLE VALLEY, BURNSVILLE AND EAGAN Prepared By: HEALTH PLANNING & MANAGEMENT RESOURCES, INC. March 26, 1987 Prime Professional Center 4970 Lincoln Drive Edina, Minnesota 55436 612-935-6077 S SUMMARY OF SENIOR HOUSING STUDY FOR THE CITIES OF APPLE VALLEY, BURNSVILLE AND EAGAN completed by: Health Planning & Management Resources, Inc. March, 1987 nvprvipv The study completed by HP&MR focused on current and projected needs for housing for senior citizens. This included the demand for housing specifically designed for seniors as well as the identification of seniors who will need assistance to remain in adequate housing in their senior years. The results of the study indicated that although the senior populations of the three Cities are relatively sma11 in relationship to the total population of each City, there is a definite need to address the issue of adequate housing for seniors, and this need will continue to grow through the remainder of this decade. The following table summarizes the demand projections for housing assistance for lower income seniors and the total demand for housing specifically designed for seniors by the year 1991. The table also identifies projections for demand for senior housing by adult children in the market area who desire to move an elderly parent nearer to them. Study Process The demand projections were a result of a detailed study process that included the following steps: 1. A comprehensive socio -demographic analysis of the elderly population in the three Cities as well as Dakota County. 2. Two random sample written surveys mailed to households of senior citizens and middle aged adult children in the three Cities. 1 W U H I -r O N U 4 Z Z Ln N~D O Z C S W Z Q � Q ZF-QZQ QUC7Ca-D CD dc =Oulr�-1 Ln 6-4 w Z Ww Z OW..IU S VI .J C_' 6.49 SCC> O O N LL L6 Z S Z CYI m O m H ■i w W CC J O Q S � C. W 4Z C. 7E Q W C C c U i! 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LL Z V) o~► cc 90% H ,•-1 w 7 O J CL W Z d E Q W G �a c LOQ��Ch 4J W 4J N r 0 cn O . O C� _ •r- Q L 0111 X21 pN4l .O d C: Fm c q- " N N 47 7 C O sL r LN. V� "a 4 d C 10 N im V) O) � J N N S � _ x d i I Q IA a d O c% M Ln d' 1-� d - OC co d Ln co NNM O co co "d - Ln ,--4 co d - to N r+ N d t0 co N Ln t0 I O Ln d' ,-i Ln O d' ,-i Ln ri M ,--1 Go r4 m co M w w w aJ C E •r 0 a) E E O o as V •r O V 0 c E C N •r O V O � •� 3 c +-� O •r r r 41 ate.+ ate-+ Jae L a� .N 3 L i6 .0 F- 3 f�- M O d' N tD N d- ,--� c0 1--+ ,--� w w w w d ,--1 ,-i ,--1 W-4 ri Ln Ln to N Ln Co O d'00n w w M 1 CD co oj i L^n -& O I w w w Ln M N '-4 to M N C) Ln co to Co O1 ,--i t0 to t0 -�t Ln aJ E 0 a) v a E cE0 4J •r O V 0 V C O � C •r O O •r 1 ate.+ ate-+ i6 O' 3. Key informant interviews with City officials and provi- ders of services for the elderly. 4. Focus groups with senior citizens and with middle adults who have needs for housing near them for parents. 5. Research on a national, state and metropolitan basis related to needs and demands for housing and services for seniors. The results of the study are summarized in a comprehensive Executive Summary and the detailed information and analysis process is presented in an extensive technical document. A brief overview of each part of the analysis follows. Socio -Demographic Analysis The socio -demographic analysis identified that the senior populations of each city will grow in proportion to the total populations in the future. Although income levels of seniors in the area are higher compared to the Metropolitan area, there is a portion of seniors in the market area who have very low or lower incomes as defined by federal guidelines. A significant majority of the seniors in the market area are homeowners. This will have long range implications in that single family homes can become functionally difficult or impossible for seniors as. they age and become more frail. Random Sample Surveys The survey designed for adult children was mailed to a random selection of 1,009 households with persons aged 35 to 64 years old. 35.1 percent of households surveyed responded. The results indicated that 33 percent of the survey respondents would move their parents to the area if the parents developed func- tional and/or health problems and 4.5 percent of respondents were currently in the process of. attempting to find suitable housing to move their parents closer. In addition, 16 percent of the respondents anticipate that they will provide some financial assistance to their parents in the future. 4 The survey designed for senior citizens was mailed to a random selection of 1,129 households with persons aged 65 years or older. 31.1 percent of the households surveyed responded. The results indicated that 90 percent of the respondents would consider senior apartments if they needed a housing alternative. There was a diversity in income levels of senior households, which closely reflected the income distribution of seniors in the census data. Nearly one fourth of the respondents anticipate that they will move to another area during their retirement years; however, one half of these seniors will maintain a resi- dence in Minnesota. K_.__�r Informant Interviews A total of 14 personal interviews were held with persons from a variety of backgrounds. The interviews indicated a unified concern to develop alternatives in housing and services for seniors. The two most frequently cited needs of seniors according to those interviewed were a better public transporation system and subsidized housing for very low and lower income elderly. Focus Group Analysis Nineteen persons participated in the adult children focus groups. All participants had at least one parent over 65 years of age. The most frequently raised concerns included: provision of elerly subsidized housing and/or greater options in rent assistance, moderately priced senior housing with stable rents, and better public programs to meet the social needs of the elderly including senior citizen centers and transportation services. Forty-five senior citizens participated in focus groups. The seniors were uniformly supportive for providing more housing options for seniors in the market area, and felt that there was currently a pressing need. 5 Site Analysis for Housing Designed for Seniors The following areas were identified as optimal areas in each of the three cities for development of seniors housing. Apple Valley (1) Northwest corner of County Road 42 and Pennock Lane (2) Southeast corner of Pilot Knob Road and Essex Avenue Burnsville (1) Southwest corner of Nicollet Avenue and County Road 38 (2) Southeast corner of McAndrews and Burnhaven Drive Eagan (1) Cliff Road and Cedar Avenue area (2) Town Center Drive and Lexington Avenue (north side of O'Leary Lake) Recommendations In addition to the projected need, the following recommendations should be considered. (1) All developments given consideration as "senior housing" should contain special features designed for the elderly, such as emergency call systems, wheel chair accessibility, and supportive services, e.g., meals, housekeeping, etc. (2) Consideration should be given to commitments by developers for rent increases based on predetermined formulas in exchange for favorable financial treatments and assistance by the Cities and/or Housing Authority. This will be particularly important for older persons living on fixed incomes. (3) Preference should be given to integrating lower income seniors into market rate projects to the extent possible. (4) The three cities should consider combining forces in the development of senior services, including housing. A "model project" which would involve a campus development should be considered, and a variety of services for seniors should be located on such a campus. (5) Support programs should be designed for seniors who desire to remain in their single family homes (approximately 75 percent of the senior population)to assist them in remodeling and conversions that will make the home functional for them as they age. (6) Criteria should be developed that would allow the development of accessory apartments on existing single family lots for children who want to bring a parent to live near them. (7) In the development of new housing, emphasis should be placed on barrier free design which can enhance the long term marketability of a project. 7 MEMO TO: CITY ADMINISTRATOR THOMAS L. HEDGES FROM: THOMAS A. COLBERT, DIRECTOR OF PUBLIC WORKS DATE: MARCH 27, 1987 SUBJECT: COMPREHENSIVE TRANSPORTATION PLAN As a part of the 1987 budget preparation process, the Public Works Department requested approximately $50,000 to perform a comprehen- sive thoroughfare/traffic plan for the City of Eagan during 1987. This request was pulled out of the General Fund Budget during final approval with the understanding that the expenditure would. be financed by the major street fund. In addition, the Council requested the staff to prepare a Scope of Services with individual cost estimate associated with various segments for review and determination of what should be included in the Request for Proposal in the solicitation process for the comprehensive plan. Since that direction by Council, the staff has had to review and respond to significant development proposals that would result in a major impact on the City's transportation system. These included the following: 35E/Diffley Center (Target, et. al.) Eagan Hill Farms/Stafford Place/High School Pondview/Town Center 78th Edition (2nd Phase Shopping Center) Lone Oak Edition (Northwest Airlines/Craig Research) Without the availability of a base comprehensive plan, detailed analysis on these "site specific" applications had to be performed. Several of these resulted in significant information which was critical to the overall layout, planning and subsequent approval by Council. However, none of these studies interacted the impact of one upon the other, or the remainder of the community. While these projects were being reviewed and analyzed, the staff was discussing the City's desire for a comprehensive transportation plan with the various consultants involved. From these discus- sions, a "backbone" scope of services has been assembled by City staff. These are listed as follows: A. Evaluation of Existing Transportation System 1. Existing Classification_ Systems/Level of Service 2. Determine traffic generation based on existing land use guide plan. 3. Perform traffic counts. 4. Identify existing capacity deficiencies. B. Develop Year 2000 and 2010 Transportation System 1. Develop street network and land use zone areas. 2. Evaluate forecasts on existing and projected roadway capacities. 3. Reclassify system/establish design standards. 4. Identify capacity deficiencies/critical links. C. Identify Potential Mitigating Measures. 1. Prepare five-year, ten-year and twenty-year CAP. 2. Identify restrictions/revisions to existing comp guide plan. D. Implementation of Comprehensive Transportation Plan 1. Identify various financing methods. 2. Prepare traffic control paln. 3. Prepare a traffic forecast model/software program. 4. Identify citizen participation proposals. E. Plan Completion/Revision/Staff Training In reviewing this broad Scope of Services, most consultants are reluctant to estimate a cost associated with each segment. Without further detailed discussion, review and analysis of the City's needs. This usually occurs after a consultant has been selected and the end -product further defined through subsequent meetings. However, we have received cost estimates for the overall plan ranging from $35,000 to $65,000. Dakota County is concurrently pursuing the prerequisites for a Northern Dakota County traffic forecast/transportation plan. The overall cost estimate ranges from $80,000 to $120,000. Similarly, the City of Inver Grove Heights has decided to pursue a comprehen- sive thoroughfare plan similar to the degree being considered by Eagan. At a combined County/City Engineer meeting on March 26, there was general concensus that approximately 5 - 7 communities would benefit from the County's preparation of a county -wide traffic forecasting plan. This would enable each community to more accurately prepare their detailed comprehensive plans. Subse- quently, Eagan, Inver Grove Heights, and Dakota County are pursuing a joint solicitation for a simultaneous preparation of transporta- tion plans to reduce the overall cost to any given entity and to provide the greatest degree of accuracy in each agency's final product. Through this inter -agency cooperation in the selection of a mutual consultant and traffic forecasting software program, each agency will be able to update the other on an ongoing basis to help provide more accurate information for any individual analysis on a site-specific basis. Through a collective evaluation and selection process, we will be able to identify the firm performing the study and enlist that firm's assistance in performing future traffic impact analysis studies prior to the overall completion of the plan. I would like to provide further indepth information and a status report to the Council to help support their position in justifying the needs and extent of the comprehensive thoroughfare plan. In summary, it is anticipated that this completed transportation plan will allow the City to evaluate our transportation needs as follows: l.. Is a planned roadway system able to accommodate a specific development proposal without congestion or overloading critical existing or planned intersections? 2. Is the existing and proposed thoroughfare plan adequate to handle the level of development allowed with the current comprehensive landuse guide plan or as proposed in specific develop- ment variance requests? 3. What additional roadway improvements, segments, connecting links or specific geometric design features (double left turn lanes, etc.) are necessary at specific critical "hot spots?" Respectfully submitted, Director of Public Works TAC: jg MEMO TO: DALE RUNKLE, CITY PLANNER JOHN VOSS, PLANNING CONSULTANT FROM: TOM HEDGES, CITY ADMINISTRATOR DATE: MARCH.20, 1987 SUBJECT: FREEWAY ZONING CLASSIFICATION A special workshop session has been scheduled by the City Council for March 31, 1987, to discuss 1) senior housing report, 2) proposed transportation study, 3) freeway zoning classification, and 4) other business. The purpose of this memo is to request your coordination of certain material for discussion purposes -at the March 31 meeting as it pertains to the proposed ---freeway zoning classification. It is not necessary to have a draft ordinance at that time; however, some ideas and information to stimulate discussion and direction by the City Council is desirable. For your information, the following is a list of notes I -recorded in a meeting the three of us attended at City Hall on March 13 with Gary O'Brien from Trammel Crow, Bob Worthington of the Opus Corporation, Paul Hauge, Steve Schwanke and Jon Hohenstein. * Freeway interchanges should serve regional clientele. * Primary uses are hotels, restaurants, and corporate office buildings. * Bloomington Ordinance was reviewed and the purpose of the ordinance is good; however, the uses were considered to be broad. * Important to define transition from freeway development to next zoning use. * Importance of considering a land inducement kit to create a sound image along the freeway. * Development agreements for freeway zoning should impose a series of convenants before any City approvals are given. * Important and essential to define all uses by development agreement. * Type of frontage road is important, such as, utilization of a double loaded frontage road on one side. * Creat a prime/concentrated area for freeway zoning using a large circular effect of concentration around the immediate interchange. This area is then bridged by a conservation area to the next interchange providing an S 19.33 ZONING S 19.34 , (A) mini -warehouses (B) warehouses (C) office warehouses (D) restaurants when not included within a hotel or motel (Code, 1958 S 11.04; Village Ord. No. 235, 6-10-60; Ord. No. 13, 2-20-61; Ord. No. 54, i 12-18-61, renumbered to S 7.09; Ord. No. 80, 6-11-62; Ord. No. 63-10, 5-6-63; Ord. No. 63-36, 9-23-63; Ord. No. 63-41, 10-7-63; Ord. No. 64-32, 4-13-64; Ord. No. 64-35, 5-18-64; Ord. No. 64-37, 5-20-64; Ord. No. 64-51, 6-22-64; Ord. No. 64-63, 7-20-64; Ord. No. 65-24, 5-3-65; Ord. Nos. 65-62, 65-66, 9-20-65; Ord. No. 65-78, 10-11-65; Ord. Nos. 66-11, 66-12, 2-14-66; Ord. No. 66-47, 8-1-66; Ord. No. 67-9, 2-13-67; Ord. No. 68-75, 9-30-68; Ord. No. 69-17, 2-17-69; Ord. No. 69-99, 12-22-69; Ord. No. 73-11, 1-22-73; Ord. No. 74-25, 3-25-74; Ord. No. 74-42, 5-20-74; Ord. No. 76-27, 5-10-76; Ord. No. 78-22, 5-1-78; Ord. No. 79-1, 1-22-79; Ord. Nos. 80-7, 80-8, 2-4-80; Ord. Nos. 80-18, 80-19, 4-21-80; Ord. No. 80-45, 10-27-80; Ord. No. 81-29, 7-06-81; Ord. No. 82-16, 6-7-82; Ord. No. 82-34, 8-16-82; Ord. No. 83-21, 6-6-83; Ord. No. 84-53, 9-24-84; Ord No. 86-12, 2-24-86) SEC. 19.34. FREEWAY DEVELOPMENT (FD -1 AND FD -2) DISTRICTS. (a) Purpose - To provide for a limited mixture of land uses made mutually compatible with controls and high standards; to encourage and accommodate, industry in freeway loca- tions convenient to the Metropolitan area; to provide for integrated roadside business areas designed to offer a group of essential services to the motoring public in compact and convenient locations, to accommodate certain uses large in area and with a metropoli- tan clientele; and so far as may be possible, to protect the freeways from congestion by proper location of heavy traffic generators and exclusion of most retail businesses. 371b 3/86 $ 19.34 BLOOMINGTON CITY CODE $ 19.34 (b) Permitted uses - (1) Agriculture. (2) Manufacturing uses: manufacturing, compounding, processing, packaging, treatment or assembly of products and materials. (3) Office and office buildings. (4) Public and public utility uses. (5) Research laboratories. (6) Warehousing. (7) Wholesale businesses. (c) Permitted accessory uses - (1) Business signs. (2) Off-street parking and off-street loading. (3) Dwelling for watchman (but not for family). (4) Car rental accessory to motels provided the cars are stored in the regular motel site off-street parking area without occupying space otherwise required by ordinance for motel parking and provided there are no exterior signs, except traffic signs for reserving parking spaces. (5) Retail sales, incidental to manufacturing, of products manufactured on the premises. (6) The following in buildings primarily occupied by medical and dental services: (A) Retail sales of drugs, prescription items, patent medicines, sickroom supplies, prosthetic devices, or items related to any of the aforementioned; and (B) Coffee shops and cafeterias. (7) The following in buildings primarily occupied by offices, business and pro- fessional, and within the principal building of hotels or motels, provided that there shall be no exterior signage: (A) Barber and beauty shops. (B) Floral shops. (C) Camera and optical goods shops. (D) Men's apparel. (E) Women's apparel, (F) Branch post office. (G) Financial institutions when located in the principal building of a hotel or motel. (H) Jewelry shops. (I) Boutiques. (J) Shops which include and are limited to the sale of tobacco, candy, books, magazines, newspapers, gifts, cards, stationery, and office supplies. (K) Pharmacy and sundry items. (L) Utility collection. (M) Travel bureaus; (N) Coffee shops and cafeterias. (8) Open-air motor vehicle parking lots where there already exists an off- street parking lot required by ordinance. (9) Day care facilities which have been approved -by the City of Bloomington in buildings primarily occupied by business and professional offices and manufacturing uses, provided that no exterior signage for such day care facilities shall be permitted. (d) Conditional uses - �(1) —Punned developments (integrated roadside or industrial). (2) Motor freight terminals. (3) Residential uses. (4) Retail business uses as listed in Subsection 19.31(b) and Subsection 19.31(d), Paragraphs (2), (5), (7), (8), (10), (11), (13), (14), and (19) of this Code. (5) Multiple -dwelling developments. (6) Heliports. (7) Restaurants. (8) Drive-in theaters in Freeway Development (FD -2) Districts. (9) Animal hospitals in Freeway Development (FD -2) Districts. (10) Motels and hotels. (11) Service stations when included within an integrated roadside development. (12) Athletic and social clubs when included within an integrated roadside deve- integrated roadside development. 372 3/86 'A .. f, $ 19.34 BLOOMINGTON CITY CODE 19.34 (13) Discount stores in excess of 26,000 square feet. (14) Motor vehicle sales, new and used, when part of a planned development approved pursuant to Section 19.38 of this Code. (15) Railroad lines. (16) Billboards in Freeway Development (FD -2) Districts, provided the following requirements are met: (A) A billboard is defined as any advertising sign which has an area exceeding 150 square feet; (B) Billboards shall be erected on single poles and contain cedar trim; (C) No animation is permitted on billboards; (D) Billboards must be landscaped around the base of the signs; (E) Billboards shall be located so as not to obstruct any existing business or sign; (F) Billboards shall comply with the requirements set forth in Section 19.66(c)(12) of this Code unless the requirements herein are more restrictive, in which case these requirements shall control; (G) A billboard need not be a principal use in the Freeway Development (FD -2) District; (H) No person shall construct, erect, use or permit the use of a billboard - unless and until a sign permit is first secured from the Manager of Building and Inspection; (I) The application for the conditional use permit shall show the proposed location, height, dimensions, location of other structures within 300 feet and the landscaping in the area of the proposed billboard. (J) No conditional use permit shall be granted for any proposed billboard if it is within 2000 feet of any existing billboard within the City ; - (K) The conditional use permit may be revoked by the City Council if the billboard or the area where the billboard is erected is not maintained in accordance with the terms of the permit or this Code; (L) All other standards including setbacks that are applicable to other signs and structures shall apply to billboards. There shall be a maximum setback of 350 feet from the centerline of the right-of-way of an adjacent Federal Aid Interstate Highway; (M) No conditional use permit shall be granted for more than three years, with a 60 -day time limit for removal in the event the permit is not renewed. (N) No billboard structure shall contain more than two signs per facing; (0) Billboards are not permitted within 500 feet of residential properties; (P) No conditional use permit may be granted if a variance is required; j (Q) The maximum height of any portion of the sign, including trim and extensions, shall be not more than 40 feet above grade. (R) The maximum length of any sign, including trim and extensions, shall be not more than 50 feet; (S) No billboard shall be erected on or above the roof of any building. (17) Newspaper distribution stations as temporary conditional uses when not located within a principal building or when using an accessory building. (18) Tanning Salons as temporary uses in office buildings. (e) Freeway Development FD -1 District re ui, a ents - (1) Building coverage shall not exceed 3 percent of the site plus for indus- trial use one percent for each acre of site over n acres up to a maximum of 40 percent coverage. However, a parking structure or the portion of any structure used for parking shall not be counted as building floor area or structure coverage for the purpose of calculating building floor area and percentage of site coverage by structures. 372a 3/86 9 y§ 19.34 ZONING $ 19.35 (2) No loading docks may be on any street frontage. Provision for handling all freight, either by railroad or truck, shall be on those sides of any buildings which do not face on any street or proposed street. { (3) No screening shall be permitted to extend beyond the building setback line. (4) All buildings erected on the property shall be of masonry construction, an equivalent or better. No building shall be constructed of sheet aluminum, asbestos, iron, steel, or corrugated aluminum. No building shall be constructed with a wooden frame. Exterior surfaces of all buildings shall be faced with face brick, stone, architectural concrete or pre -cast concrete, or an equivalent or better. (f) Freeway Develonment (FD -2) District recuirements - All buildings erected on the property shall be of masonry construction, an equivalent, or better. No building shall be constructed of sheet aluminum, asbestos, iron, steel, or corrugated aluminum. No building shall be constructed with wooden frame. Exterior surfaces of all buildings shall be faced with face brick, stone, architectural concrete or pre -cast concrete, or an equivalent or better. (g) Soecial Freeway Development (FD -1 and FD -2) District requirements - (1) Notwithstanding any provision of this Code to the contrary, mini -warehouses shall not be permitted or conditional uses in these districts. (2) Mini -warehouse is defined as a building or group of buildings of one or more levels with, usually, but not limited to, the following characteristics: controlled - access and secured areas which contain varying sizes of individual, compartmentalized, and controlled -access stalls or lockers for the dead storage of customer's goods or possessions. (3) Notwithstanding any provision of this Code to the contrary, the following shall be prohibited as permitted or conditional uses within those FD -1 and FD -2 zoning districts which lie within the stadium area; namely, that area of the City bounded by I-494 on the north, Cedar Avenue (Trunk Highway 77) on the west, and the Minnesota River on the south and east: (A) mini -warehouses (B) warehouses (C) office warehouses (D) restaurants when not included within a hotel or motel. (Code, 1958 § 11.05; Added by Village Ord. Nos. 234, 235, 6-10-60; Village Ord. No. 240, 7-22-60; Ord. No. 54, 12-18-61, renumbered to $ 7.10; Ord. No. 63-19, 6-24-63; Ord. No. 63-36, 9-23-66; Ord. No. 64-17, 3-2-64; Ord. No. 64-35, 5-18-64; Ord. No. 64-45, 6-1-64; i Ord. No. 64-51, 6-22-64; Ord. No. 64-77, 11-16-64; Ord. No. 65-24, 5-3-65; Ord. No. f 65-38, 6-23-65; Ord. Nos. 65-66, 65-68, 9-20-65; Ord. No. 65-76, 10-4-65; Ord. No. 65-78, 10-11-65; Ord. No. 66-11, 2-14-66; Ord. No. 66-64, 8-22-66; Ord. No. 68-83, 11-4-68; Ord. Nos. 69-17, 69-19, 2-17-69; Ord. No. 71-95, 12-20-71; Ord. No. 73-11, 1-22-73; Ord. No. 74-43, 5-20-74; Ord. No. 76-27, 5-10-76; Ord. No. 77-81, 11-7-77; Ord. No. 79-1, 1-22-79; Ord. Nos. 80-7, 80-8, 2-4-80; Ord. No. 80-45, 10-27-80; Ord. No. 81-29, 7-06-81.; Ord. No. 82-16, 6-7-82; Ord. No. 85-5, 2-25-85; Ord. No. 85-6, 2-25-85; Ord. No. 85-132 4-22-85, 85-14, 4-22-85; Ord. No. 85-34, 7-29-85) SEC. 19.35. INSTITUTIONAL IN -1 DISTRICTS. (a) Purpose - To permit development of specific areas for institutional care of the aged, ill and infirm, and to accommodate compatible offices and research laboratories. (b) Permitted uses - (1) Hospitals which are open to members of the public. (2) Sanitariums which are open to members of the public. (3) Rest homes which are open to members of the public. (4) Nursing homes which are open to members of the public. (5) Offices (business and professional). (6) Public and public utility uses. (7) Research laboratories. (8) Production of computer logic subasseigblies, provided that research, design and testing are also performed on site. (9) Office -warehouse, provided that the office use occupies a minimum of thirty percent of the building. (10) Light manufacturing use, provided there is no exterior storage, no outdoor overnight parking of trucks, and any noise, odor or vibration created by such light manu- facturing use is contained within the building. (c) Accessory uses including - (1) Business signs. (2) Off-street parking and off-street loading. (3) Dwelling for watchman (but not the family). (4) The following in buildings primarily occupied by medical and dental services: (A) Retail sales of drugs, prescription items, patent medicines, sickroom �., supplies, prosthetic devices or items./related to any of the aforementioned; and (B) Coffee shops and cafeterias. 373 3/86 MEMO TO: THOMAS L HEDGES, CITY ADMINISTRATOR FROM: JON HOHENSTEIN, ADMINISTRATIVE ASSISTANT DATE: MARCH 9, 1987 SUBJECT: DEVELOPERS TASK FORCE STATUS REPORT AND ALTERNATIVES This memo will summarize those issues reviewed by the Developers Task Force for recommendation to the City Council. In addition to those items completed, there remain several matters which are in process with staff and at least one issue on which Task Force members have requested additional opportunity to review. Following the review of these items, I will summarize several alternatives for the Task Force in light of its sunset of March 1, 1987. TASK FORCE ISSUES The Task Force provided significant input or made specific recommendations to the City Council in the following areas: 1. Development of the Escrow Policy and Agreement. 2. Recommendations for executive housing incentives. 3. Recommendations for more expedient processing of development applications by City staff. 4. Recommendation of amendments to the street right-of-way, provisions of the City Code. 5. Review of utilizing the Soil and Water Conservation District for implementation of the City's erosion contr6l standards. In addition, the following issues were discussed with rfo recommendation for any change to the current City policies or procedures: 1. Coordination of residential or business occupancies to insure the availability of services. 2. Evaluation of the concept of a board of appeals to review deviations from building code requirements. The Task Force made specific recommendation in two areas which are still in process with City staff: 1. Construction Debris and Erosion Control - Staff will draft correspondence and companion information for City permits which describe debris containers and require their use on job sites. Developers Task Force Status Report March 9, 1987 Page Two 2. Multi -User Directional Signs - Staff has drafted an outline of sign specifications and has prepared criteria for their - location. It was the recommendation of the Task Force that staff pursue the possibility of locating such signs in the public right-of-way of certain County roads. Staff is in TM the process of corresponding with Dakota County in that regard and its report will be forthcoming. In addition to these issues, the Developers Task Force was in the process of discussing the recent amendment to the City's Park Dedication Ordinance at the close of its final meeting. A request was made from at least one member of the Task Force for a continuation of that discussion if future meetings are held. FUTURE ALTERNATIVES The Task Force held its last official meeting on February 27, 1987, just prior to the expiration of its mandate on March 1. The Task Force members expressed an interest in continuing to meet as a means of maintaining a channel of communication between the City and the development community. As the members recognize that the Task Force was originally formed on an ad hoc basis and much of its work has been completed, it was suggested that several alternatives be forwarded to the City Council for their consideration in this regard. Four options were identified: 1. No Future Meetings - Absent any action by the City Council, the mandate for the Developers Task Force expired on March 1. If the Council feels that the Task Force has served its purpose and need not meet in the future, no additional action is necessary. 2. Meetings as Needed - The Task Force could be maintained in form, but only called upon to meet as issues arise which the Council wants discussed by its members. Essentially, the Council could enact new temporary mandates for the group on a case by case basis. 3. Regular Informal Meetings - Task Force members indicated that they have found the forum to be positive and wish to mainain it on at least an informal basis even if the Council does not charge it with any specific tasks. It was suggested that the group continue to meet on a monthly or less frequent basis to maintain the channel of communication while being available for any formal considerations which the Council may designate. The organization has been recognized as a positive communication channel. As an example, Gary Erickson of Dakota County Planning Services would like to discuss future highway financing alternatives with the group to draw on the perspectives of the development community. This could be accomplished through either an informal or formal basis. Z_%7 Developers Task Force Status Report March 9, 1987 r Page Three 4. Extension of Mandate - If the City Council has additional issues which it would specifically refer to the Developers Task Force, the groups mandate could be extended for a period of time deemed appropriate by the Council to address those additional objectives. If you have any questions about this summary, please let me know. Adm nistrative Assistant JDH/jeh z y� H U H U w�a O co � ( v re z c b d a) a M z z z z Z z V) V] V] V) V) V) V) v 9 e O O v ao ao N o0 t0 N � O -�r t - N N 1A O I 1 • • • m N I • v) a) r \ I C A> C C C C >s 4 C. 4.3 O V) 0 rl cd r1 cd U r4 •r4 •r1 a1 U m •.4 cd V %D Ln 4 J q J - 3 L J .-. 43 %D v -4 J X 3 +l %0 kD v v •r1 d a) O a) A W U) a) a) O Q) L. a) a) L b •-I : "; z d- a1 > V a) Ln - - > J v- >.0 a) M L. C) 4. = +-1 a) >% L L O 4 O O •.-1U) L O •. I CI v N\= J Ln 44 L a) N ca 4.) O W O O L (1) J t-0 L a) 4 L Ov va A VS 3 b ul N O M A CG V] kD ACG J» • -) co co v M M co r V 0000 t- %0 L1 U1 Lf U� U1 U\ U\ lcl Ul Ul H H H H 00 bD O O O N N N• r- O F H H N 1 N O tD U1 =r L co O H A O N Ln -0 J O O O O .21 .b .ZI a) •r1 r1 z z z z Z z V) V] V] V) V) V) V) v 9 e N N N N N N N N N -T U r O O v ao ao N o0 t0 N � O -�r t - N N M N M M v v v v r U1 1 O .... O O O O O O O O O � Ln U1 %D Ln W tD ON ON Q+ 00 %D v %D v %D kD v v %0 kD v v Ln Ln v v Ln v U-% v O O 00 O O 00 O O �n0 co co co CIO co M M M M r- r- r r r• Ln L!1 U1 Ul O O O O O O Ln Ln U\ Ln M M M M M M M M M M O O+ O1 co co N M M co r 0000 t- %0 L1 U1 Lf U� U1 U\ U\ lcl Ul Ul O O 00 00 00 O O N N N• r- O N •- N 1 N N N N N N N N N -T U r O O v ao ao N o0 t0 N � O -�r U7 N N M N M M m � ? r U1 1 O .... O O O O O O O O O t0 Ln U1 %D Ln W tD CO t- GO 00 I O O to O M V � 04 F � O 0N N O O Ld .Jr rn •r+ Ls. r-1 cd .n O C7 a a) a) O o Ln •r1 L - r -I 1 O U1 1 O .... 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W L 1 1 1 J O O C C .0 a) ►� U .--I rl r-1 3 J to J � v) S � L a) z Ln a) • r♦ a) J - A H L O Cd .0 V) M N c0 rl .0 •11 - N L 7 1] � lNf1 w > a) r1 N en L J a) a) •.-I ® c0 0 N L O L T =r =r O :3 (.4 U v v v 1 rl L U C a) 'O O H +11 %0 O O D CO W 44 cd In O r 1 L O C O C O C O O >a 7 a) ++ O •r1 U M ft -I U •-) ++ J-) 31 O O O W cd 4a O c) > . O L O O O O to r-1 U1 - C 1 J J C L Q) O .- Ln J J v eo a) L -o���_ A e1 L � Ub 77 v L a 0 m r' m 6 9 6 3 'a Cb+-I +1 r+ a) x e J-- r4 moo O 4-) M :9 3 ti CC ,0 J-) 1 -r4 N +•I O a) -H j.7 • . • to J � — � — I �•- NM r- r- NMLn -- v v v v v v v et C MEMO TO: THOMAS L HEDGES, CITY ADMINISTRATOR FROM: JON D HOHENSTEIN, ADMINISTRATIVE ASSISTANT DATE: FEBRUARY 13, 1987 SUBJECT: OUTLINE FOR DIRECTIONAL SIGN RFP SPECIFICATIONS I. PURPOSE A. The purpose of this outline is to .provide the basis for a request for proposal for the installation of multi-user directional signs at major intersections, and smaller directional signs at minor intersections throughout Eagan. The signs are intended to replace temporary advertising signs which will be phased out concurrent with implementation of an acceptable proposal. II. LOCATION A. Location of the full-size multi-user directional signs shall be at the discretion of the City within the following parameters: 1. There shall be no more than fifteen (15) full-size directional signs in the community. All such signs must be located in one of the twenty-three collector intersections designated on the attached map. 2. No such sign shall be erected or maintained with fewer than three users per sign. 3. No more than one such sign shall be allowed per direction per intersection. For example, a sign may be erected along both a north -south and an east -west legs of an intersection. B. Signs may not be located within the public right-of- way and all sign locations must be reviewed to assure adequate sight lines, etc. (Staff will determine from County personnel whether signs may be permitted within rights-of-way.) The City shall be responsible to lease or secure any land necessary for the location of such signs. C. A single development may have signs at no more than four (4) intersections. Up to three (3) of the signs may be full-size directional signs at major .intersections. Up to two (2) smaller off-site directional signs per development may be allowed at other intersections; they will be consistent in design with the larger directional signs per the construction specifications. Directional Sign RFP Specifications February 13, 1987 Page Two III. CONSTRUCTION A. Dimensions shall be specified to be a nominal 121h x 6'w. B. Each sign shall consist of three to eight double-faced display panels of a nominal 10"h x 61w. C. Signs shall be constructed of weatherized wood, metal or other durable material. All signs shall be of a standardized color, finish, lettering and material. D. Maintenance shall become the responsibility of the City. Signs shall be removed from any location unable to support the requisite three users. E. Additional off-site directional signs shall be -61h x 31w and of the same general specifications as the major directional signs, with the exception that they may consist of one to eight double-faced display panels of a nominal 6"h x 3"w. F. It shall be illegal to attach any accessory sign or attachment to the directional signs. IV. LEASING A. The City shall be solely responsible for display panel ti:;: ^r:: • leasing. No panel may be subleased to another user. B. No single development or site shall have more than one display panel per side per sign. Developments must terminate leases when they are 85% complete as measured by utility turn -ons. 1. First priority in leasing shall be given to residential developers. 2. Non-residential development shall be given second leasing priority. 3. Non -development users shall be given third leasing priority. (i.e. civic facilities, recreational sites, commercial centers, etc.) 4. Non -Eagan users within each of the above categories. C. The City shall establish a standard cost per display panel to be charged to users. Leasing charges may not vary with the number of users per sign. Directional Sign RFP Specifications February 13, 1987 Page Three D. The cost of one full-size directional sign panel will be collected with the prelimiary plat application. If a developer chooses, the sign may not be used and the fee will be refunded. V. ADDITIONAL COMMENTS A. Current temporary advertising signs:wil 1 be phased out over a period of two years. Grandfathered signs will be removed on their two-year anniversary pursuant to permit requirements. B. City Code Section 4.20 will continue to allow on premises advertising signs under current standards. Administrative Assistant Enclosures JDH/jeh/mc a f, Owl CA MENdOTA -MTS\ •4 ti;• ~� I `- - - - r� t_�� K l rE' _ -1`T� �f - N I'(RD 6 :. 'Pr au[, _ + S • RD ; .I Lfw ►0 �N'A - �'"\7 u A• :_ --a =- �. - • _-+.r,'I 11 —s 7I. ,/ •� , .. - RIC .•' T. -- • rP- �' - .w.ul aro �` "'!' ``1'� I I IJJ 4Lh. aR R 4 i � R-c� �• :� gyp? '_ _ �( -.*t J - t `! .�W' ■, 3000 • 2p - .. LI { IIjII ,I .v. I ♦ . •' ' .� �M cR � ....� a per Y �V �I: K RN A a • ent rrjn '.R R♦ .'a] '• .r 7c y.�14: I wrr s� ... � r. •—i � I ::: \ e R•f I A-4 • . er - - 7 c,,.,��1 r `t sr I i IIYY \RR 1 - • �� 8 ! 1�i•yy.. • _ / i i R.� � �xR l •R_4 r 4.ww'• .' u • +•� �E. R-4 f.l re • - ,o\i • ,II1L, I 1 r • fit•• R.2LI— I LR R4IF. DO P ' .� r• .asn� � � ` • I • II l��� 1 I PR • r•, �•r �.. Al a ��; II' '' • R$ ;II�.y r r R-a t I ;f ' ♦ ; p Ri01 A • -�. •-`: •'.•y r A I I °4it r. !b . I - ,. •..yR U - 13a 1•I. e. ll .. LI 1 ' �•, 11 i V •pn�u. n. . '{ � LI Jv R = r A 1 1 � LI - a•A i. �. � S :JI .'R" Of D' �Pr ;' �� � e.e 'y � ► R4 R .rr.rW � �..�-1f • it PD p...'• tit Z .1 R„ 3 24 LI ,� rbN Ir.G1 A-1 �� . �1 'u SIR • .�II-1 V BO W SvV \ R• \ r 'Re '� r' K 4.' PD IJ r II 1'1ti 11. -',�I. •- .. Me RR •1 Y 1' v ft3 R 1.- • �� n A Ji rr f4 , R J r I Ra I -A-2..... ,....., ~ I If ne e = R 4 , { rD RR � I ``S.: � i RI R•4 `II r hg w•a , .q I�I } :. rD p1� .�. ! 1• x :J x- • U� �yR • `9-�'��Wh i I it l'IR Mtin1 I �::) Y TI J�M1I • A a 4 r Pi'• J 71 li �1 n'� 00 ry IJ - 25 ." 44 v I R4 lA! �y .4 ►D ori C `W` t1 !K I , LSC11.1c_ •, 4 f{ M I rri R (• 1� 'lh V N Ip , %' is•.�t le JA . ' `2 - � � -�,t. "-_ Jt .Irl' �"' ... • _ 1 1 �5,4� i � 'rte �. i U A i • rS .'71.- \� -•Tr+S cu i ..lp�f' '�`� �9 ♦ A J �~ ,_ ...: 111 R 1 /rJ 4R ' irR• PP Y lr i \ I V •wF J 2 r• PP Ix 7 ,,. Le •: J RA m 4 F.. f# 54P w1,5 A '�'IMI 1 s O.w rA r' A Pb "'V.[ .I d1 ii1'I I-w�. I A ,,�} Co;wrY A •l�+e--. _ !�' t.:,.-t Y1'b "" ,�,� �,';� :; 4800 411¢? 1 . 11'.., I rr r" RR A 7 1' A 6s.p.• cOwsr w. • n1TT+N . IHl J'yRI[.'p��p /"i . LI .... ca •W 1 • I u P l'� A AO ROSEMOUNT •6 A APPLE VALLEY t, , R-le ll "p ,Zoning Map - City of Eagan Zoning Map Indexing A - •arrCYalYRrl N - 4[rtxrM.CeD WL.ar[ IJf l//aea ► - IMI r,as.t I•CruKa N - a.rru rwruT .y Or( - - lwl .uu n - wora ruu.au e - an.rn ac - [o..u.ln [.crri.r a.rN , tl - R.rra runr Au - wsw4r lbrr,.r cant. Aq Dour. M uur r • • lawrouaa wm � �rr r _ tlulru.a - - ___ N - ws[•a wrtln.t.r f Ra - Irowa rro.a city of acigan _ Department of planning (I LAW OFFICES BERNARD E. STEFFEN STEPHEN H. STEFFEN & MUNSTENTEIGER, P.A. RICHARD A. EENSTENTEIGER (MERGED AND PRACTICING WITH THE FIRM FORMERLY KNOWN AS JENSEN. VENNE 6 SCHMIDT) ROBERT C. PARTA DARRELL A. JENSEN 301 ANOKA PROFESSIONAL BUILDING RUSSELL H. CROWDER 403 JACKSON STREET LAWRENCE R. JOHNSON ANOKA. MINNESOTA 55303 JAMES A. NEAL NANCIE R. THEISSEN CHARLES M.SEYKORA TELEPHONE (61 427.6300 DANIEL D. GANTER. JR. BEVERLY K. DODGE KENNETH H. CHUN CHRISTINA K. MILLER March 181 1987 Mr. Paul H. Hauge Hauge, Eide & Keller, P.A. Water View Office Tower, Suite 303 1200 Yankee Doodle Road Eagan, Minnesota 55123 Re: Good Value Homes, Inc. vs. City of Eagan Dear Mr. Hauge: Enclosed herein and served upon you please find a Demand for Production pursuant to Rule 34 of the Rules of Civil Procedure for District Courts in Minnesota. Inasmuch as the City Council has expressed its intent to appeal the above entitled matter, I assume that you will be seeking a stay from Judge Goggins of the enforcement of the Writ during the period of the appeal and that you will be scheduling a motion before him for the setting of the amount of the supersedeas bond required by Rule 108 of the Rules of Civil Appellate Procedure to stay the enforcement. Absent the entry of a stay and the filing of a supersedeas bond, it will be our intent to request the Court to enforce its order notwithstanding your appeal. It is obvious that there is a fundamental, difference between yourself and the City Council on one hand and myself, my client and apparently Judge Goggins on the other hand, as to the relationship between government and its citizens. I am of the opinion, an opinion which I believe is shared by both the District Court in this case and the Court of Appeals in the case of Odell vs. The City of Eagan, that laws place limits on how government deals with its citizens in addition to the limits placed upon the activity of its citizens. I am confident that when the Court of Appeals once again considers that issue in the context of another development against the City of Eagan it will affirm the Writ of Mandamus in this option. Sincerely yours, STEFFEN & MUNSTENTEIGER, P.A. l=am elf -;,; awrence R. Johnson LRJ/kb Enclosure cc: Mr. John Peterson STATE OF MINNESOTA COUNTY OF DAKOTA Good Value Homes, Inc. Plaintiff, VS. City of Eagan, Defendant. DISTRICT COURT FIRST JUDICIAL DISTRICT DEMAND FOR PRODUCTION Court File No. 102604 Other Civil TO: THE ABOVE NAMED DEFENDANT AND PAUL H. HAUGE, ITS ATTORNEY: PURSUANT TO RULE 34.01 of the Rules of Civil Procedure for District Courts in Minnesota, you are hereby requested to produce and permit Plaintiff, or someone acting on its behalf, to inspect and copy the following items: 1. Correspondence between Paul H. Hauge and the City of Eagan, believed to be dated March 5, 1987, with regard to the above entitled matter, a copy of which was contained in the briefing book for the March 17, 1987, meeting of the City Council and which was available for public inspection. 2. All records of the March 17, 1987, meeting of the Eagan City Council pertaining to discussion and action with regard to the above entitled matter and the subject matter thereof, including but not limited to, all video tapes, audio tapes, stenographic records and all like or similar records regardless of the method or medium of recording. Said items shall be produced for inspection and copying on the 31st day of March, 1987, at 10:00 o'clock a.m. at the offices of Steffen & Munstenteiger, P.A., 301 Anoka Professional Building, 403 Jackson Street, Anoka, Minnesota 55303. Alternatively, you may respond by delivering to said offices on or before the aforesaid date and time, copies of said items, certified by the custodians thereof, to be full, complete, true and correct copies of the original items. Dated this lfk STEFFEN & ' MUNSTENTEIGER, P.A. day of March, 1987. y 0 B vawrence-K. ,eonnson 11 Attorney Reg. No. 51329 Attorneys for Plaintiff 301 Anoka Professional Building 403 Jackson Street Anoka, Minnesota 55303 (612) 427-6300 -2- 3830 PILOT KNOB ROAD, P.O. BOX 21199 EAGAN, MINNESOTA 55121 PHONE: (612) 454-8100 March 9, 1987 ANTHONY CAPONI 1215 DIFFLEY ROAD EAGAN MN 55123 Re: Proposal for Sculpture Gardens Dear Tony: BEA BLOMQUIST Mayor THOMAS EGAN JAMES A. SMITH VIC ELLISON THEODORE WACHTER Council Members THOMAS HEDGES City Administrator EUGENE VAN OVERBEKE City Clerk Your proposal entitled "Sculpture Gardens" was received by this office on Friday, February 13, 1987. The proposal was distributed to each member of the City Council and the Advisory Park Commission the following week for their review. At a joint meeting of the Advisory Parks Commission and the City Council held on Tuesday, February 24, your proposal was reviewed and discussed. Attached is a copy of the minutes of the February 2, 1987 City Council meeting, pertaining to this item. It was determined by both the Advisory Parks Commission and the City Council that the City of Eagan does not have either staff or financial resources to adequately address the "Sculpture Gardens". Because of limited staff time which could be devoted to the project, a proposal to bring a consulting firm in to assist with the work was discussed. It was decided that this alternative was a good one and S & B Properties is to be used. S & B Properties is a local consulting firm located in St. Paul who has performed consultation for cities and non-profit foundations for this type of concept. It is the City's desire that S & B Properties be retained to 1. explore and recommend types of ownership the City of Eagan could consider for the cultural arts concept, 2. explore and recommend initial and ongoing funding/financing sources both local and national and 3. based on the information gathered, recommend the next steps to be taken. These consultants will work under the direction of the Director of Parks and Recreation and this office. Once their preliminary work is completed, it is the consensus of both the Commission and City Council that a not for profit foundation be organized and they would in turn raise private dollars for the acquisition and ongoing funding of the "Sculpture Gardens." Again, the City will act as a facilitator and help coordinate this activity. THE LONE OAK TREE... THE SYMBOL OF STRENGTH AND GROWTH IN OUR COMMUNITY Anthony Caponi March 9, 1987 Page Two Your concept represents a great deal of community vision and we are all hopeful through hard work and effort in the next several months that the concept can graduate to reality for the community. It is my intention to include you in any and all future meetings with the consultants and City staff as we further pursue the sculpture garden concept. Sincerely, 1 �Y1I� Thomas L. Hedges City Administrator cc: Ken Vraa, Director of Parks and Recreation TLH/jeh gather information, 2) secure public input, 3) develop preliminary outline of community center components and 4) determine/ proceed with recommendations to further refine the goals for the community center. Members of the Commission and City Council both concurred with the schedule however directions given by members of the Council to proceed in a slow but forward movement given the workload confronting the Parks and Recreation Department in 1987. The Director of Parks and Recreation stated that the Study Committee should be able to complete the process and be ready for presentation to the City Council in approximately November. BEVERAGE/BEER ISSUE IN CITY PARKS The Director of Parks and Recreation stated that the consumption of beer and other alcoholic beverages is occurring throughout city parks and that a specific direction should be given as to whether the consumption of liquor or beer should be allowed in the future. There is some discussion regarding the limitation of quantity however it was determined that quantity cannot be accurately defined and therefore the issue is whether there should or should not be an ordinance allowing or restricting the consumption of alcoholic beverages in city parks. After considerable input by both Commission and City Councilmembers it was determined that the following guidelines be applied to the consumption of beer in all city parks: 1) beer consumption is allowed in cans or cups that are disposable and non -breakable, 2) large quantities of beer or beer in the form of a keg can be allowed in park facilities if a permit is granted by the City, 3) no hard liquor, 4) no disturbances to be tolerated by consumption and 5) no beer drinking allowed on athletic fields or at events where minors are performing. The Director of Parks and Recreation was directed by both Commission and City Councilmembers to prepare a policy statement for review by the City Attorney's Office and redistributioned to both Commission and City Council. ENVIRONMENTAL ISSUES Acting Chairperson Thurston expressed a deep concern of the Parks and Recreation Commission about the erosion in new sub- divisions and specifically its impact on ponding areas throughout the community. She stated that many of. the Parks and Recreation activities, facilities, trails and other active/passive park land uses are adjacent to ponding areas which are quickly becoming degraded by surrounding erosion. City Councilmember Smith stated that City Council at their February 17, 1987 meeting hired the Dakota County Soil and Water Conservation personnel to monitor errosion control for each and every new sub -division that is to be developed within the City. He further stated that the City Council and City Staff are confident that this will provide a vast improvement on the problems the City has experienced with errosion control during the past active development years. CULTURAL GARDENS Parks and Recreation Commission member Caponi excused himself from the meeting stating that the Cultural Gardens issue is pertaining to his property and felt he should not be present to interfere with any conversation and discussion the City Council might have on his proposal for Cultural Gardens. Acting Chairperson Thurston stated that each and every member of 5 the Commission and City Council has received a copy of Mr. Caponi's proposal for the designation of his twenty (20) acre parcel located North of Diffley Road and adjacent to Patrick Eagan Park as the future Cultural Gardens to be owned by the City of Eagan. There was extensive review given by both members of the Commission and City Council. Several comments were made such as a funding source, concern about limited staff resources to work on this project and many other issues. It was generally determined by the Commission and City Council that the City should act as facilitator. A private corporation should be given the task of soliciting private funds and to determine the needs and direction for the Cultural Gardens. It was suggested that the City Staff contact the Dakota County for the Arts Society and also that a non- profit group be established to administer the Cultural Gardens Project. Various members of the Commission and City Council expressed a strong desire and excitement for the project which in the words of one Commission member expressed a strong vision for the future of Eagan. Mayor Blomquist stated that she was excited about the program and felt it was an opportunity to set aside some property and develop a unique park setting that could offer some regional significance and positive identity for Eagan. Mayor Blomquist also stated that a proposal was received from S&B Properties who would act as a consultant to the project) 1) explore and recommend types of ownership, 2) explore and recommend initial on-going funding sources and 3) recommend steps for helping the Cultural Gardens concept become a reality. After a brief review by both Commission and City Council it was determined that the hiring of a consultant would be beneficial and that different non-profit organizations such as the Dakota County for the Arts should be contacted to see if funding is available for the consulting service. In a motion by Commission member Kubik, seconded by Commission member Mason, with all members voting in favor, specific direction was given to continue exploring the Cultural Gardens proposal as presented by Mr. Anthony Caponi for the use and development of his approximate twenty (20) acres located North of Diff ley Road and adjacent to Patrick Eagan Park and further that third party ownership and methods for financing be researched by retaining S&B Properties as a , consultant to the project. Mayor Blomquist asked for direction from the City Council. In a motion by City Councilmember Egan, seconded by Councilmember Wachter, the recommendation of the Advisory Parks and Recreation Commission as to exploring the Cultural Gardens proposal as presented by Mr. Anthony Caponi and as to research regarding the third party ownership and methods for creative financing by retaining of SO Properties as a consultant to the project, were approved. F.,IefflO ; RI OPO The meeting was adjourned at approximately 11:00 p.m. City Clerk Secretary APRC TLH I r F y - :tV ®F acglan 3830 PILOT KNOB ROAD, P.O. BOX 21199 BEA BLOMQUIST EAGAN, MINNESOTA 55121 Mayor PHONE: (612) 454-8100 THOMAS EGAN JAMES A. SMITH VIC ELLISON THEODORE WACHTER March 9, 1987 Council Members THOMAS HEDGES City Administrator EUGENE VAN OVERBEKE City Clerk EAGAN 4TH OF JULY ASSOC C/O MR DON KLOBER, TREASURER CENTURY 21 SOUTH COUNTRY REALTY 1570 CENTURY POINT EAGAN MN 55121 Re: 4th of Julv Celebration Dear Don: I was notified by our Chief of Police, Jay Berthe that the City of Eagan will not be allowed to store the 4th of July fireworks in the Police Department garage. The potential hazards of storing large quantities of fireworks in the Municipal Center building is horrendous. The City has recently taken part in hazardous materials seminars and was told both at the seminar and by our insurance company that fireworks should no longer be stored in any public buildings. Apparently, there is no quality control in the manufacturing of fireworks and a large concentration of fireworks if accidently detonated would cause serious safety'potential to persons located in the Municipal Center Building. Our insurance agent has also requested that each non-profit organization have proper insurance so that the City is not liable for any action that might occur during an event sponsored by a non-profit organization. Therefore, and as a reminder, the following insurance is required:. 1. A certificate of insurance from the carnival, listing the City of Eagan as an additional insured. 2. A certificate of insurance providing evidence that the person setting off the fireworks is insured. 3. A certificate of insurance providing evidence that the Eagan 4th of July Association has insurance coverage for both general and liquor liability with the City of Eagan listed as an additional insured. 4. A release and hold harmless agreement for the City. THE LONE OAK TREE ... THE SYMBOL OF STRENGTH AND GROWTH IN OUR COMMUNITY 4th of July Celebration March 9, 1987 Page Two Please share this reminder with whomever is seeking the insurance policies for the 4th of July Association. If you wish to discuss the issue related to storage of fireworks, please contact Police of Chief Jay Berthe. If you have any further questions on the insurance, please don't hesitate to contact our Director of Finance/City Clerk Mr. Gene VanOverbeke. If this office or any of our City departments can be of any assistance in your preplanning process for this year's 4th of July celebration, please feel free to contact us at any time. Sincerely, J Thomas L. Hedges City Administrator cc: Jay Berthe, Chief of Police Gene VanOverbeke, Director of Finance/City Clerk TLH/j eh V. RECOMMENDED LAND USE MANAGEMENT PLAN A. Program The levels of aircraft traffic and the mix of noisy and less noisy aircraft which will be operating at MSP in the next 10 years indicate that traffic unconstrained by a restriction on air carrier operations will result in a peaking of aircraft noise in the 1987-1989 time -frame. A continuing decline in average noise levels can be anticipated after this. The program is designed to address the 1992 situation which is the point at which the program can be expected to yield significant results in terms of land use changes. The recommended program consists of two major elements. Firstly, are the preventive land use controls which will be exercised within areas defined by the Metropolitan Council's Policy Contour, and consistent with the criteria spelled out in the Guidelines. Provided that federal funding is available, the Metropolitan Airports Commission will sponsor a program of financial assistance to the municipalities in the implementation of these policies. The policies will have little direct effect on the more fully developed areas of Minneapolis, St. Paul, Richfield and Bloomington, but will have more effect on communities south and east of the Minnesota River which are less developed. Any redevelopment within the area would be subject to the provisions of the guidelines. Measures which will be included are: - amendment to land use plans, - amendment to zoning maps, - application of zoning performance standards, - public information program, and - revision of building codes. The corrective programs will be applied to areas within the Ldn 65 contour. The measures to be implemented are: - acquire property developed in incompatible uses and clear or sell for compatible uses, - purchase guarantee of homes, - soundproof schools within, and (possibly) close to, the Ldn 65 noise contour, - soundproof homes, and - soundproof other public buildings. The preventive measures are primarily the responsibility of the Metropolitan Council and the local jurisdictions. The corrective measures will be initiated by MAC. Each corrective measure is described below, as it would-be applied in the vicinity of MSP. 1. Acquire Pro—,_rty Deve nr comnatirbie Uses ed in Incompatible Uses and Clear or Sell This measure would involve purchase by MAC of a group of properties, probably residential, in the Ldn 65-75 zone, with 31 2. either: - clearance and maintenance of the area as a buffer; - use for other airport purposes; - resale, with avigation easements, for commercial, open -space, or other uses compatible with aircraft noise levels and adjacent land uses. The measure would be applied only at the initiative of the jurisdiction in which it lies, and presumably only in neighborhoods where the jurisdictions have established that there is a reasonable consensus among residents that they prefer to vacate the area. Redevelopment in a specific compatible use will be subject to jurisdictional approval. The Metropolitan Airports Commission will not acquire property on a "spot" basis except where it is to be subsequently resold as a residence as part of a program of maintaining the residential integrity of a neighborhood. In the discussion of schedules and costs, this measure is not included since it's application is highly speculative overall. Should the demand for this kind of acquisition be identified, the program would be modified. The survey of the neighborhoods proposed for priority action in the implementation plans will identify if these, or other areas, are candidates for acquisition. Purchase Guarantee of Homes and Sound2roofinq of Homes The combination of these two measures would be the primary action applied in the Ldn 65-75 zones, with homeowners being offered the option of: - purchase assurance, or - soundproofing in exchange for an avigation easement, or - no action. Purchase assurance will be selected by those who believe that aircraft noise levels to which they are subjected are intolerable, even with additional soundproofing. If they are unable to dispose of their homes after bona fide efforts to sell, public purchase will occur, after which the property will be soundproofed (if required) and resold as a residence, with an avigation easement. Individuals -who are bothered by aircraft noise but not to the the extent that they feel the need to leave the neighborhood, will be offered additional soundproofing at public expense, in exchange for an avigation easement. The soundproofing may take the form of general treatment of the whole structure, or treatment of a "quiet room" at the discretion of the homeowner, if the type and condition of the building permits. 32 For the purposes of calculating costs and assigning schedules to the programs, data from the August 1986 Community Attitudinal Survey was -used. Data on the degree of annoyance experienced in the different zones, and the percentage of residents who indicated that they have at some time in the past thought of moving out of their homes as a result of aircraft noise levels was considered. It is recognized that the recommended detailed neighborhood surveys will yield data on specific properties to be treated, and that the general program estimates will likely require amendment. 3. Soundproofing of Schools Recent comments from local residents have indicated an especially high level of public concern regarding the interruption -of classroom instruction by aircraft overflight. The following two schools are located in the Ldn 65 contours and should be soundproofed. - Winonah Elementary School, Minneapolis - Centennial School, Richfield It is possible that additional schools in close proximity to the Ldn 65 noise contour experience significant classroom disruption due to aircraft noise. A follow-up school insulation program may be required, following assessment of the need for further insulation on a case by case basis. Sound insulation for schools outside of the Ldn 65 noise contour may not be eligible for Federal funding assistance. it is recommended that treatment of these schools be conditional on confirmation by the respective School Boards that they will remain as educational facilities. Following such confirmation, these schools would be eligible for a noise insulation program which includes: - mechanical ventilation - double -glazing of outside windows - acoustical wall and ceiling treatment if required. 4. Soundproofing of Other Public Buildin other public buildings recommended for soundproofing are those where a quiet indoor environment is important to their functioning. Libraries, nursing homes, convalescent homes and community centers within the Ldn 65 contours are candidates for noise insulation. B. Priorities Implementation of the preventive measures may be initiated at once, since the actions are all within the authority of the jurisdiction. If Federal financial assistance is to be used to support the implementation actions, FAA approval of the Part 150 compatibility program will be required. Priorities for the corrective measures will be: 33 Priority 1 - Insulation of schools in the Ldn 65 noise contour. Priority 2 - Potential follow-up school insulation program. Priority 3 - Private residences and land acquisition Ldn 70+. Priority 4 - Private residences and land acquisition Ldn 65-70. Priority 5 - Insulation of other public buildings, Ldn 70-75. Priority 6 - Insulation of other public buildings, Ldn 65-70. C. Scheduling and Costs The general scheduling of the program is shown in Table V-1. An initial 2 -year "mobilization and start-up" phase is proposed for 1987-1988. Key activities in this period will be working with FAA toward approval of the Part 150 documents and assisting the jurisdictions in implementation of the preventative measures in accordance with Metropolitan Council guidelines. The intent of the land use program is to establish a series of 3 five-year programs which would result in completion of the corrective measures in the Year 2004, at a total cost of approximately $60 million. Activities which would occur in 1988, other than mobilization -type activities, include noise insulation of the two schools which lie in the Ldn 65-70 noise zone, conduct of community surveys to plan the treatment of neighborhoods earmarked for second phase (1989-1993) treatment, and an extended pilot program for soundproofing of homes. The cost of this first phase is estimated at approximately $1 million. In the second and subsequent 5 -year phases, the corrective programs will be pursued at a level of expenditure of about $4 million per year. In the 1989-1990 timeframe, additional schools near the Ldn 65 noise contour which may experience frequent classroom disruption due to aircraft noise would be identified for a follow-up soundproofing program. The purchase assurance/ residential noise insulation program is scheduled to proceed at the rate of approximately 400 units per year during the period. Under the proposed program schedule, homes within the Ldn 70 noise contour would be treated in the 1989-1993 timeframe. Subsequent efforts would deal with homes in the Ldn 65-70 noise contour. Subsequent third and fourth phases are programmed at the same general level of activity as shown on the table. The definition of the problem used to develop the program is the noise contour for 1992; if as expected, aircraft noise levels steadily decline through the 1990's, the requirement to extend the expensive purchase assurance out to the 1992 Ldn 65 may be modified. The program should be subject to periodic reviews and adjustments to respond to changing aircraft noise gonditions and any shifts in community values as they reflect concern over aircraft noise. D. implementation Preventive measures are generally the responsibility of the Metropolitan Council and local jurisdictions, with technical assistance provided by the MAC. It is anticipated that the Metropolitan Council's proposed Ordinance for Aircraft Noise Attenuation will be the mechanism through which much of 34 the land use planning program is implemented. Amendments to land use and development controls may include: - existing zoning patterns; - subdivision regulations; - building code; - development approval procedures. Many of the corrective programs discussed involve options on the part of individual homeowners. Agreement on the part of a neighborhood that the area should be acquired, and the extent to which purchase assurance/soundproofing should be applied are examples. It is recommended that, as soon as possible after program approval, an extensive survey be conducted of residential areas which are to be treated in the early phases of the program. Based upon the results of the survey, a detailed small unit plan would be prepared -for each neighborhood (or grouping of city blocks). The detailed neighborhood plan would then itself be subject to overall review and approval by the jurisdiction prior to funding and implementation. Elements in the survey would be: - involvement of local elected officials; - presentations by MAC on the options and the implications of each; - public meetings/work sessions to educate local residents; - detailed questionnaire -form survey. Table V-2 summarizes procedures and responsibilities for implementation of the recommended land use program. 35 V >1 C a m A P t OI 9 a' Y P F ~ aP c w O P m N v >• 7 � O— C N O .1 r V bO C O ••I ✓ N q e I 1 O I O A O O A C A O 1 C U1 O Y ..I T O 7 C Y O N \•o �O 7 o C •-I q Y m Y d •� I V C b ✓ O C C Y Y C •O% A r7 m W C Y-• O N 7 Y N Y N m q Y Y m 7 N O m a O -� C d d o 7 C LL m Vs ✓ U N E U V C N q C a Y 7 W O V -•� W E m N e q C U- C 5 O C O 9 O 7 C C A o O.+ N ✓ Y ..1 A 1 C E O• m m U Y 7 d m u o E o 1 0 a u I V q i I u •1 V 7 O N O -I Y Y Y 7 E N I I 8 E Y O !T O I O N A I C Y m d I T 7 C L4 � A E q N O J O �• L O T Y I d N 7 T C I .+ I✓ A a C w • U C O a I C•u C C C •� •� I E C N ✓ N >. 1 C W W Y O E � IC E •u O O L W O I .w I 4 Y C ✓ C O b d a C C I b 4 m m Y 8 I m tr m E 6 O• A M U • Y N m I � U C C C C C r •� T •M O O > a O I C ✓ E ••+ E O Y 7 m O O I 7 m q d A N b d d — IE t .� 1 E Y b Y 1 C 'O A J % C O q C O O O I O N 1 U 3 A 1 I 1 1 N I w W 36 O— I N O .1 r V bO C O ••I ✓ N C I 1 O I O A O O A O• O 1 C U1 O C O 7 C I \•o �O 7 o C •-I u I V C b ✓ O C �• Y C •O% A r7 A O C O C Y-• O N 7 Y N Y N Y Y m 7 N O m a O 7 C LL m Vs ✓ U N V C N 4 L ON W O V -•� W E q C U- C 5 O C O 9 O 7 a A o O.+ N ✓ 7 Y d Y O• m m U Y 7 d m u o E o o O u •1 V 7 O N O -I Y Y Y 7 E N Y m E Y O !T O I O N C d N C Y m t 7 C L4 � O C d C U 7 4 ••+ q N O J O �• L O N m Y N O. •-• V1 I I O I I I I I N I N I N ✓ N >. 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A u h A u A N a N u z � m n • ti e U N a u h d A u f f t e e ,,,� N . 4 P •'� y '� •.A • C M .•1 4'O •.� C O M C O M C y e .O u e Y L A 4 L A • C •� e C d m C d m C O u O 41 O M mL Y e O • - • U O •.r P U '•� P 71 U 14 ♦7 N O e • M y Y M M L P L Y •~ a 01 N y C • 4• .r W e 4 C 4• d Y •.Oi • d Y C d m C G d L • M f •4 41 •M •A a1 4 A W N m ■ d ••N e N f d ..1 e N Y 10 Qr M e w .4 4 u.4 Y N C P .•1 • L C P 61 Y u . ul •1 -4 • W c 'D •.� e 7 o C ••. e • •O a •a a m 9 e � o 0 a •.. m • C • f o o• •w o f C > .a • ■ C > •.1 A R Y N > > ..r -0 uY Y b e m Y b e • '� Y Zi m P e M e d P A f D P P e E O P P A •.1 O P a o Nj Cy o O• R m w Y ..4 0. m e o u y > e Y ^'1 D A y ••'1 e o O• b C �' > N N O 160, m e W N u D N .o 0 o m o u Cra ^• y b y •Q 'O 'd • U % •.1 .• 1 V 7 Y 7 N w d t 7 m N.0 N 4 N e m S in ,o r• m a 38 i National Organization to Insure a Sound -controlled Environment 1620 EYE STREET, N. W. — 3rd FLOOR, WASHINGTON, D. C. 20006 • 202-429-0166 March 13, 1987 MPMnPANMIM TO: Board of Directors, FROM: Tom Duffy SUBJECT: Workshop Mailing List You've already received our pre -announcement of the Kenner workshop on Aircraft Noise Conflict Resolution. I hope you've each reproduced the registration form and are sending in reservations for three -spaces or so. We need some other things from you, personally, though and ask for some of your time to do them for us. Mostly it's names and addresses to send the meeting brochure to when it comes out next week. Can you get us names and addresses of: Leaders of neighborhood and community organizations dealing with noise in your city and other juridictions around the airport. Individuals who are active in noise efforts. Elected and appointed officials of other noise -affected cities and counties. State environmental and health officials. Management, planners, noise officers and community relations people at the airport itself. You can also help by personal recommendations to your own City Manager or Mayor that planning and other appropriate city staff should go. Your personal contact with your airport people and other cities and counties to encourage them to send people, will be the most valuable publicity there is. Finally, if you hear about or know of other localities and airports where noise problems are simmering, let us know; we'll follow up with them. Because one of the secondary goals of the workshop is new N.O.I.S.E. membership, it's the people and places we don't know now who are very important. f National Organization to Insure a Found -controlled Environment 1620 EYE STREET, N. W. — 3rd FLOOR, WASHINGTON, D. C. 20006 • 202-429-0166 Minutes Board of Directors Meeting DRAFT Washington Hilton Hotel DRAFT Washington, DC February 28, 1987 1. President Paul Tauer called the meeting to order at 1:30 PM. The attendance list is attached. 2. Herman Barnard introduced Alan McConnell, Assistant Minority Counsel, Aviation Subcommittee. He works for Congressman Newt Gingrich (R -GA) who represents College Park and Forest Park and who is the new Ranking Minority Member of the House Aviation Subcommittee. Mr. McConnell addressed the Board on several legislative issues: --The Administration proposal for reauthorization of the Airport and Airways Program is so flawed that no one has introduced it. It is particularly bad for Airport noise, since -it eliminates the mandatory eight percent setaside for noise compatibility. -- Other issues in reauthorization may have a secondary impact on noise, but are not major. Examples: defederalization, handling of State apportionments, increase of FAA O&M costs paid by the Trust Fund. -- HR8 proposes that the Aviation Trust Fund be moved "off -budget" and thus not subject to Gramm -Rudman -Hollings controls. It also provides that all monies collected be spent. If they are not, there is provision for the reduction of the ticket tax. Mr. Gingrich requests support for HR8. 3. Tom Duffy announced that a group from N.O.I.S.E. had an appointment with Mr. Gingrich at 4:3U PM on March 2, 1987 to discuss these issues. President Tauer appointed the members of the this delegation: William Ream, Herman Barnard, Robert Wilson, Shirlee Wedow, Tempe, AZ College Park, GA College Park, GA Sparks, NV Mr. Duffy is to accompany them. 0 _ Minutes Board of Directors Meeting February 28, 1987 Page Two 4. President Tauer led discussion on policy recommendations for Mr. Gingrich. RECOMMENDATIONS: -- Support for full AIP funding with retention of the 8% noise setaside as a floor. -- Endorsement of the concept of taking the Airports and Airways Trust Fund off -budget. -- Requiring enviromental assessments, at the very least, before the award of any AIP grant. -- Opposition to adoption of any aspect of the Airport Access policy which would tend to reduce local Airports' ability and authority to take noise mitigation measures. -- Encouragement to restart the movement toward all stage 3 operations, either by legislation or regulation. Mr. Russel moved, Mr. Lindahl seconded, approval of this policy statement. Approval was unanimous. 5. Mr. Duffy introduced Mr. Pat Gordon, whom N.O.I.S.E. was using as a consultant to help organize the Conflict Resolution Workshop. Mr. Gordon reviewed the plans for the workshop. Place: Rodeway Inn, Kenner, LA. Time: 8:OU AM May 1, 1987 to 12:00 Noon May 2, 1987 Fees: Registration $175.OU Rooms $28.00 per night single or double. Content: Four hours review of noise physics and measurement. Airport and Airline operations, economics and requirements. The law and regulations affecting airports, airlines, communities in respect to noise. Six hours of case studies of airports which have and have not been able to come to more or less satisfactory resolution of their problems. Four hours of discussion of strategy and tactics in the dealings between airports and noise impacted communities, drawing on what has been learned in the preceding sessions. Attendance: Limited to 150 persons. Minutes Board of Directors Meeting February 28, 1987 Page Three The outline was approved by consensus. Mr. Duffy said that two things were needed (beyond attendance by as many people from member cities as possible.) -- Information for mailing lists. Directors are requested to supply names and addresses of local government officials whose area is impacted by airport noise, of persons they deal with at airport authorities, offices and members of neighborhood and community organization, interested individuals. -- Authority to borrow from the N.O.I.S.E Treasury to fund up -front costs, with the understanding that funds are to be replaced from registration fee proceeds. Mr. Cravens moved, Mr. Lindahl seconded, authority to use many from the N.O.I.S.E. Treasury as requested. Approval was unanimous. 6. Mr. Lindahl moved, Mr. Grady seconded, approval of the minutes of,the Board Meeting of November 29, 1986. Approval was unanimous. 7. Mr. Mahon, the Treasurer, was unavoidably absent and sent the Treasurer's report for review by the Board (along with a membership list). Mr. Ream moved, Mrs. Wedow seconded, approval of the Treasurer's report. Approval was unanimous. 8. President Tauer noted that the terms of office of the officers expired at the annual meeting in July 1987 in Inglewood, CA. He appointed a nominating committee to recommend candidates for the various positions. Chair: Mayor Bea Blomquist, Eagan, MN Members: Norman Cravens, Inglewood, CA Roland Russell, Commerce City, CO 9. Mr. Duffy stated that he had been invited to sit on a Task Force of the Institute of Noise -Control Engineering (INCE) to consider alternative methods of measuring airplane noise and its impact. He requested authority to do so, stating that there might be travel involved. There was approval by consensus. 10. Mr. Lindahl requested that members contact him about local noise stories. Even a telephone call or short note would allow him to follow up and develop the stories. 11. President Tauer adjourned the meeting at 4:26 PM. Attendance List N.O.I.S.E. Board of Directors Meeting February 28, 1987 Name ,Shirlee Wedow Norman Cravens Philip Lindahl T. Owen Smith Otis Scogin Anthony Scardenza Edwina Garcia Bill Ream Roland Russell Paul Tauer Herman Barnard Anthony Hightower Karen Humphrey Pat Gaschler .Al Grady Jose Lewis Ray Soden Thomas Waller Bob Wilson Bea Blomquist Guests Thane.Young Daniel Hartman Richard Haas Randy Gross Gertrude Ulrich William Ferguson Jr. Betty Ann Kane Sonya Crawshaw Sheila H. Schuetz Vena Clayton Staff Thomas N. Duffy Jennifer Prescott Pat Gordon City Sparks, NV Inglewood, CA Des Plaines, IL College Park, GA College Park, GA Inglewood, CA Richfield, MN Tempe, AZ Commerce City, CO Aurora, CO College Park, GA College Park, GA Fresno, CA Brighton, CO Commerce City, CO TVASNAC-Town of Hempstead Dupage County, IL College Park, GA College Park, GA Eagan, MN Ferguson Co.(Inglewood) Miller & Schroeder Trotwood, Ohio Tempe, AZ Metropolitan Council, Minn -St Paul Ferguson Co. (Inglewood) Metropolitan Washington COG Hanover Park, IL Wheeling, IL Buffalo Grove, IL N.O.I.S.E. N.O.I.S.E. N.O.I.S.E. LEADERSHIP WORKSHOP: BUILDING OUR CITY TEAM MAYOR - CITY COUNCIL - MANAGEMENT TEAM EAGAN, MINNESOTA Summary Report February, 1987 - — - i F SUMEK ASSOCIATES i r- 3935 Orchard Court ` Boulder, Colorado 80302 (303) 442-1650 LEADERSHIP WORKSHOP: BUILDING OUR CITY TEAM EAGAN, MINNESOTA This report and all related materials are copyrighted. The report may be duplicated for distribution to appropriate parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or for consulting purposes outside your organization. Copyright 0 1985, 1986 & 1987 Sumek Associates, Inc. All rights reserved. LEADERSHIP WORKSHOP: BUILDING OUR CITY TEAM EAGAN, MINNESOTA Table of Contents Introduction 1. Leadership Workshop: Review 2. City: A Value Driven Team A. City: Governance Process - Management Process - Service Delivery Process FIGURE 1: City Model B. City Wellness C. Values: A Personal Perspective FIGURE 2: Value Shift D. City As A Team 3. Our Governance Challenge of the 1980's A. Governance Realities of the 1980's B. Governance: Key Elements C. The Governance Challenge 4. Understanding Our Leadership Styles: Problem Solving and Decision Making TABLE 1: Problem Solving Style Summary -- Mayor and City Council TABLE 2: Problem Solving Style Summary -- Management Team 5. Celebration of Accomplishments: Our Gold Stars for 1986 TABLE 3: Gold Stars - Mayor and City Council TABLE 4: Gold Stars - Management Team Page No. 1 2 3 3 4 6 11 14 15 18 18 21 23 24 27 28 29 30 32 Table of Contents, Page 2 Pane No. 6. Goals: A Foundation for City Teamwork and Effectiveness 34 A. Goals: Purposes 34 B. Resistance to Goal Setting 35 C. Goal Satisfaction 36 D. Typology of City Goals 37 E. Targeting: A Process for Leadership 37 FIGURE 3: Targeting Process for Goal Setting & Leadership 39 7. Our Leadership Actions 40 LEADERSHIP WORKSHOP: BUILDING OUR CITY TEAM MAYOR - CITY COUNCIL - MANAGEMENT TEAM EAGAN, MINNESOTA Summary Report In February, 1987, two separate Leadership Workshops were conducted for the Mayor and City Council, and for the Management Team in the City of Eagan. These workshops laid a foundation for building the effectiveness of the Mayor and City Council as a policy team, and for possible goal setting in the City of Eagan. This report is aimed at presenting concepts, highlighting key points of discussion, summarizing gold stars (accomplishments in the City of Eagan during 1986), and laying a foundation for possible actions to be taken by the Mayor, City Council, City Manager, and city staff. This report is divided into seven sections. 1. Leadership Workshop: Review 2. City: A Value -Driven Team 3. Our Governance Challenge of the 1980's 4. Understanding Our Leadership Styles: Problem Solving and Decision Making 5. Celebration of Accomplishments: Our Gold Stars for 1986 6. Goals: A Foundation for City Teamwork and Effectiveness 7. Our Leadership Actions 2 1. LEADERSHIP WORKSHOP: REVIEW The Mayor and City Council serve as the key leaders of the City Team. They are the steering mechanism which guides the future direction of the City. In order to enhance the capacity of the Mayor and City Council as policy leaders, it is important to build the capacity of the City as a team, and to develop the strategic planning and governance processes that clearly establish the goals, direction, and tone of.city services for the City. The specific objectives of this workshop were: To enhance teamwork among the Mayor, City Council and Management Team in the City of Eagan To provide a common frame of reference for understand- ing a city -- how it is governed, how it is managed, and how it provides services To develop an understanding and appreciation for differing personal leadership styles among the Mayor, City Council, and Management Team To build the capacity of the Mayor and City Council as policy leaders in Eagan To lay a foundation for future goal setting in Eagan To celebrate performance during 1986 through awarding gold stars for accomplishments During the workshop, the following topics were covered: City: A Value -Driven Team Our Governance Challenge of the 1980's Understanding Leadership Styles: Problem Solving and Decision Making Celebration of Accomplishments: Our Gold Stars for 1986 Goals: Foundation for City Teamwork and Effectiveness Our Leadership Actions The remainder of this report presents a summary of the Leadership Workshops. 3 2. CITY: A VALUE -DRIVEN TEAM Old models of cities no longer accurately describe cities of the 1980's. Today, there is an emphasis on getting back to the "basics," the underlying values which define "What is a city?" There is also a greater sense of partnership among policy leaders, managers, and employees. There is a growing recognition that effective service delivery requires an interdependence of the City and the community. This changing environment has forced cities to rethink their values, roles, management, and operations. A. City: Governance Process - Management Process - Service Delivery Process An effective City Team is driven by values. The Mayor and City Council have the responsibility for determining the primary values driving the City. These values are reflected in the tone for city services, the vision for the future, and the desired policy direction through identification of target issues. Management and staff then have the responsibility of translating these values into reality, and making their daily actions consistent with the values. A City Team can be viewed as consisting of three primary, interdependent processes: Governance process Management process Service delivery process The diagram on the next page illustrates this perspective. The governance process is aimed at providing overall direction for a city. The key players are the policy leaders - primarily the Mayor and City Council. They share their responsibilities with various boards, commissions, and key managers. The primary functions of the governance process are: To set a tone which guides management and service delivery To focus the future vision of the community - the long-term horizon G Z Z IL M FIGURE 1 C I T Y M 0 D E L I GOVERNANCE PROCESS (Direction: What Should Be Done POLICY LEADED Educate Influence Inspire Vis ion Targets Policies Tcne Expectations MANAGEMENT PROCESS F E Process Design: How to Accomplish E MANAGER B A C K Org. P17, ilosophy Process Designs Org. Structure Training Pr ram ERVICE DELIVERY PROCESS Action to Deliver Service VI DELIVERY PERSUN Actions Police Service Fire Service 0 Public Works Service d Finance Service Planning Service !. Etc. Copyright 0 1984 Sumek Associates, Inc. All rights reserved. 5 To translate this vision into specific target issues which need to be addressed during the City Council's life cycle To determine policy direction and guidelines for the City In addition, policy leaders have the responsibility for sensing the community's values, and for obtaining feedback on city performance. Based upon this feedback, a comparison is made between the desired outcomes and the actions of the City. The management process focuses on the design of mechanisms for translating the vision and target issues into action. The key players are the various managers and supervisors within the city organization. The primary functions of the managers are: To develop an organization philosophy which reflects values and beliefs about how the City should be managed and operated on a daily basis To develop specific programs To anticipate issues and problems To resolve problems which are hampering management and service delivery In addition, managers have the responsibility of interpreting the directives of the policy leaders, and translating them into guidelines for employees. The service delivery process focuses on the actual delivery of services to citizens. The primary players are city employees and city contractors. Most systems do not distinguish between employees and contractors, but rather center on the actions involved in the service delivery process. The service delivery employees have the following functions: To provide services to the citizens which reflect the City's values . To provide feedback to managers about the community To monitor performance in service delivery G The actions taken by individuals who provide services are the most visible. Citizens compare these service delivery actions with their actual desires and, based upon this comparison, the City is evaluated in terms of its effectiveness. A citizen's image of the City is based upon his or her perception of the actions taken by managers, city employees, or city contractors. It is a reflection of how the telephone is answered at City Hall; the manner in which a police officer handles a request for service or assistance; or the observations made on a city crew in action. If a citizen's experience with the City's service delivery is positive, they will not generally share it with many individuals. However, if the experience is negative, the incident will be shared with others. Each time the experience is shared, unintentional distortions may occur. By the time the incident is recounted to the Mayor and City Council, the story about that action may be 20% truth and 80% fiction. In a value -driven team, the linkage of values will tie the governance - management - service delivery processes together, and the result will be values which are reflected in the City's image. In the 1980's, there appears to be a shift in the relation- ship between the three key processes. Each city strikes its own balance in the relationship of the processes. B. City Wellness Wellness is an illusive term or condition which is exceed- ingly hard to define. It is a state of mind, or a way of viewing a city in which values are reflected in actions. Wellness is a value issue based upon a definition of city purpose. Fitness is a reflection of process health. Fitness can be defined as a description or test of our processes for trans- lating our values into action. Fitness provides a foundation for action, and a criteria for measuring health. A city can be viewed as either being healthy or unhealthy. A healthy or fit city organization is characterized by the following values and actions: Preventive in Nature: Anticipating the future Learning: Turning crises into opportunities for the future Individual Responsibility: Taking actions to make the City effective • ti Goal Achievement: Interdependence: common goals 7 Producing results Working together to achieve Process -Oriented: Concern for how things are done Long -Term: Balancing short-term remedies with long-term solutions The key to city wellness is the health of the governance process, management process, and service delivery process. A healthy governance process focuses on providing general direction to the City. This guidance is reflected in the tone of city services, the vision of the City's future, identification of key issues needing to be addressed, and in the overall policy direction. The core values and beliefs that drive a city reflect the values of the community as envisioned by the policy leaders. Individual policy leaders have an image of the City's future and of how services are to be provided today. These individual images of the future are translated into actions through target issues, comprehensive plans, multi-year financial plans, and the annual budget. The key processes which make up the governance process include: Council meetings, work sessions, budget sessions, and goal setting. As a result of these processes, actions are taken in the form of policy decisions, directives to staff, and interactions -with the citizens. Periodically, the values and beliefs of the policy leaders are evaluated by the citizenry in the form of local elections. A healthy management process involves designing methods to translate the vision into reality and to address target issues. The core values and beliefs for managers begin with the focused vision and defined tone determined by the policy leaders. Managers have the responsibility to develop an organization philosophy which reflects their personal values and beliefs as managers. Every organization has a philosophy, even though it may not be in written form. This philosophy guides the manage- ment of the City and its daily operations, including the delivery of services. The values upon which the philosophy is based influence the actions of every manager and employee. The key processes influenced by the organizational values include designing processes for handling issues, developing programs, solving problems, marshalling resources, and building the capacity of the organization. Managers evaluate their own actions as well as the actions of their employees through performance appraisal processes. When actions are compared to values, decisions are made about whether to stay with or leave the organization. A healthy service delivery process involves direct delivery of municipal services to the citizens. The service processes are guided by the focused vision, the tones set by the policy leaders, the organization philosophy provided by managers, and the department philosophies which blend the organization philos- ophy and service philosophy. Each department philosophy is a reflection of the mission of that department, and distinguishes its unique characteristics in providing services. Managers evaluate the actions taken by the employees and contractors, and compare them to the values of the City. In addition, services are generally evaluated through the budgeting process. Indivi- duals choose to stay or leave an organization depending upon the consistency between their personal values and beliefs and those of the City. A "well" City is one in which the three processes - governance, management and service delivery - are linked together. It is impossible to have only one or two healthy processes and have a healthy City. There are three major impediments to city health. (1) Entrenched Culture Within every City, there is a culture which guides the employees' actions on a daily basis. This culture is reflected in the traditional norms. The basis of an entrenched culture is survival of the values of the current Mayor, City Council, and City Manager. When a new employee is hired, an older employee may take them aside and say, "Let me tell you how things really operate around here." The older employee then outlines a set of guiding principles which reflect the traditional norms within the City. These norms may not reflect the value direction of the current Mayor, City Council, City Manager, or other key managers. These traditional norms are reinforced by the informal work group and fed by daily rumors within the City. A healthy City begins by defining the values which should guide the 9 organizational culture of the City. Individual employees should then be held accountable through an evaluation process for their actions, linking the values to daily actions. (2) Implementation Gats Many Mayors, Council Members, and City Managers are at a loss to explain why the intent of a policy, when adopted by the Council, seems to "get lost" in the implemen- tation process. The implementation gap is nothing more than the disparity between the desired performance as specified by a policy statement, and the actual performances produced by the city staff as it carries out the programs or objec- tives set forth in the policy statement. This can be illustrated as: DESIRED ACTUAL THE PERFORMANCE minus PERFORMANCE equals IMPLEMENTATION in a policy delivered by GAP statement the staff When a City Council adopts a new policy, the implementa- tion process requires the staff to make some changes in the - traditional ways of doing things if the intent of the new policy is to be realized. If these .changes do not occur, the new policy can literally be absorbed into the City's organizational routines, with the end result being different than expected or desired at the time of the policy adoption. If this happens, an implementation gap exists. In a healthy city, there is a close match between the desired performance and the actual performance, and the implementation gap is minimized. (3) 20% Rule In looking at the population in general, it can be divided into four categories: (a) 20% are negative people, cynical and sarcastic. They will reject any ideas for improvement. They will reject hope, and the notion that things can be better. (b) 20% are positive people who believe that they can make a difference, and that people are basically good. They Cbelieve that people want to give support and hope for a better future. 10 (c) 60% of the population is in the middle. Of this 60%, 30% lean toward the positive, optimistic outlook but, at times, will find themselves being "sucked into" negative thoughts and attitudes. (d) The other 30% lean toward the negative side, and will respond more frequently to negative comments and attitudes. However, given specific direction toward an improved future, this group may adopt more positive attitudes. A diagram illustrating this concept is presented below: Neqative Attitude & Approach • Look to past . Find fault or blame . Belief in helplessness - others are doing it to us Never satisfied 30% Lean toward negative I -20% M- Positive Attitude & Approach Look to future Plan Believe our actions make a difference Generally satisfied N 30 Lean toward positive +20% 13 Loyalty to peers rather than to the organization Cause orientation rather than solution orientation Strong participation in decision making (4) Hedonistic Traditionalist Born between 1960 and 1970, hedonistic traditionalists represent individuals who were born at a time of uncertainty. They were shaped by the ambiguities of the 1970's, the oil crisis, recessions, and uncertain- ties of the traditionalists. Hedonistic traditional- ists tend to have a strong "I" orientation. Their values are likely to be characterized by the following: Emphasis on authority Strong work ethic Desire to get ahead Dichotomy of personal and work life Experimentation Self gratification A chart listing these values according to their generational groupings can be found on the next page. With regard to policy leaders, managers, and other employ- ees, the generational values will affect their personal values, the individual behavior exhibited, and ultimately the performance of the City. 14 Figure 2 VALUES SHI FT Past 1933-1936 1947-1950 Future TRADITIONAL TEAM PERSONALISTIC INFLUENCE OF PERIOD INSTABILITY RESOURCE QUESTIONING MOBILIZATION INSECURITY" REJECTION GOAL UNCERTAINTY ACHIEVEMENT EXPERIMENTATION VALUE ORIENTATION AUTHORITY PARTNERSHIP QUESTION AUTHORITY CHAIN OF GOAL DIRECTED PARTICIPATION AND COMMAND EQUALITY RESPONSIBILITY LOYALTY AVOIDANCE - SERVICE PROJECTION WORK ETHIC "WE" BALANCED LIFE: ORIENTATION PRESTIGE WORK - PERSONAL ACCOUNTABILITY PERFORMANCE "I" ORIENTATION FORMALITY CHANGE CONFORMITY INFORMALITY INDIVIDUALITY Copyright © 1984 Sumek Associates, Inc. All rights reserved. 15 D. City as a Team A helpful approach to understanding the City is to view city government as a team. The analogy can be made that the city, like a team, contains: Goals - a rallying purpose for the team Roles and responsibilities - players with clear delineation of roles and responsibilities Season - a season or life cycle for its existence (the time between City Council elections) Arenas - playing fields for achieving goals (formal City Council meetings, work or study sessions, public hearings, etc.) Game plan - a process for interaction among players ( Mayor, City Council, boards and commissions, City Manager, department heads, supervisors, employees, contractors) i- The following critical factors provide the rationale for teamwork within the City. Interdependence of Municipal Policy and Operations - How City Councils act and what they do that affect management's ability to carry out programs Better Decisions - Team efforts result in new and different ideas being considered; community values and professional expertise are blended Increased Efficiency and Productivity_ - Cooperation provides the opportunity for working together and helps eliminate destructive competition and duplication of work Effective Problem Solving - Real issues are addressed in a creative way Leadership - The City Council focus is on both current problems as well as a vision of the future Greater Receptivity to Change and Greater Likelihood of Successful Change - When all key players have been involved in developing changes, they are more likely to be accepted and successful 14 16 Charter Requirements - When the charter stipulates a City Manager form of government, teamwork is necessary between City Council and city staff to carry out daily functions and activities Time Availability - City Council has limited time to address issues Technical and Legal Complexities - Specialization of functions is required Scope of Task - The task at hand may be greater than one person or one group can complete Therefore, effective policy development and implementation requires teamwork. The use of teams in an organization can contribute to overall enhancement of performance and effectiveness. It is important to remember that teams take action and accomplish results. To be effective, OUR TEAM MUST BE GREAT G - Goals The foundation for an effective team begins with a well-defined set of goals and purposes. The common goals and purposes bind the individuals together and provide a sense of unity by outlining common vision and values. R - Roles and Responsibilities The second element is defining the individual roles and responsibilities of team members. Clear expectations and performance standards are outlined. Individuals assume responsibility for fulfilling the expectations and making the team work. Everyone is held accountable. E - Evaluation The third element is evaluating and adjusting the team process. This involves developing a specific operational plan and process for accomplishing team goals, evaluating team performance and process, and making appropriate adjustments to enhance the team effectiveness over time. 17 A - Attitude The fourth element is building work relationships resulting in a strong sense of unity among team members. The team spirit can hold the team together, particularly in times of pressure and personal frustration. It is reflective of a belief in self and in the team. T - Trust The final element is building the level of trust among team members. The members need to respect and be able to rely on other team members for providing personal support. Personal commitments need to be fulfilled. R W, 3. OUR GOVERNANCE CHALLENGE OF THE 1980's Once upon a time, being a Mayor or Council Member was prestigious, honorable and, in many cases, fun. Times are changing. Frustrated Mayors and Council Members today see cities as being well managed and poorly governed. The challenge for Mayors and City Councils is to understand and modify the governance process to provide effective leadership for the remaining thirteen years of this century. . A. Governance Realities of the 1980's Municipal government is becoming more compl ex . It is difficult today to be a Mayor, Council Member, or City Manager. The basic realities of the 1980's affecting the governance process are: (1) Intrusion By Other Governments Federal and state governments are placing increasing requirements upon cities. These requirements demand additional expenditures of funds which cities may not possess. This can contribute to a feeling of help- lessness among the Mayor and Council in dealing with some issues. Recent examples include fair labor standards requirements, the application of fair labor standards to cities, and referral of mandated programs to cities. (2) Legal Actions It is not uncommon for a Mayor and/or Council to be sued by citizens. Most of the decisions made by Council may be under threat of a potential law suit. As a result, Council decisions may be delayed or avoided. It is not unusual for a City to settle a case out of court. Legal actions also consume a significant amount of a City's time and energy. (3) Citizen Attitude Among citizens, there is a strong "I" orientation evidenced in an increasing number of special interest groups aimed at protecting a specific interest. For example, there is no longer one youth athletic associ- ation. Now, in many cities, baseball, soccer, girls' softball, etc. compete for limited resources. In addition, a NIMBY attitude (Not In My Back Yard) has become prevalent among the citizenry. Citizens want city services, but do not want to be inconvenienced. 19 (4) Lack of Financial Resources In most states, limitations have been placed on the ability of the City to generate revenues. As both the cost of city services and the demand for those services have increased significantly, many cities have been placed in difficult positions. Few cities find themselves with sufficient financial resources, while they are encountering infrastructure problems and increased demands for services. (5) Legacy of the Past During the 1970's, many Mayors and City Councils approached problems from an avoidance perspective - "If we avoid it, maybe it will go away." As a result, most councils in the 1980's find themselves with a backlog of issues, and with yesterday's solutions becoming today's problems. Therefore, there may be an overwhelming backlog of issues which must be addressed now. These realities are not likely to change in the short-term, but will continue to provide a source of stress, frustration, and �{ a sense of helplessness for many Mayors and City Councils. The traditional, tranquil, municipal government environment is becoming tumultuous, and the issues faced by City Councils and staffs require teamwork, quality leadership, performance, and a re-examination of roles, processes and relationships necessary to govern and manage a City. In short, the mettle of municipal leadership and the quality of its performance are being tested by many forces - all of which focus attention upon the elected officials and administrative staff who run the daily operations of our cities. The forces on cities today are: (1) Leadership Void In many cities there is a leadership void, which exists when Mayors and City Councils have not focused the future vision for their City. This may happen because their future vision is centered on minor issues which do not lead the City toward the future. Some Mayors and Councilors fear that if goals are established, they will be held accountable for the achievement of these goals. Other Council Members want staff to provide the necessary direction, and desire only to point out problems. 20 (2) Conflict Avoidance During the 1970's there was a tendency to avoid issues. As a result, Mayors and City Councils today are confronted with long agendas of issue items needing to be addressed. If an item is controversial, the City Council may prefer to avoid the issue rather than make an unpopular decision. (3) Results -Orientation: Forgettino the Process Many City Councils focus on the decision at hand rather than on the process of arriving at decisions. As a result, quality decisions may be made, but the process may have created bad feelings. These negative feelings undercut effective implementation of the decision. (4) Adversarial Attitude Many Council Members view the relationships with their colleagues and with staff as adversarial. Their goal is to win their own agenda, and this may be viewed as the opposite of good working relationships. Newspapers may feed this adversarial relationship through coverage of City Hall activities. (5) Responsive Rather Than Res�.Donsible Many City Councils try to respond to every citizen need. There is an attitude among some Council Members that "we need to please the citizens 100% of the time." We live in a republic where elected officials make decisions for which they are held accountable at the ballot box. Many individuals in our society have forgotten that the true intention of our governmental form is to represent the majority of the citizens' interests. (6) Professional Dominance Mayors and City Councils tend to be "hyper" about nonverbal reactions of staff members. As a result, a staff reaction of "we are the professionals; therefore, we know best," may lead to tension between the Mayor, City Council, and management. (7) Lack of Council Skills Many City Councils devote little, if any, time to developing their decision-making, group process, and conflict management skills. The consequence is that some Council meetings are characterized as "the best 21 show in town," or "Monday night at the fights." There is an assumption that as soon as one sits in the Council Chair, they automatically have the ability to function effectively in a governing capacity. (8) Confusion of Leadership with Management Leadership roles are sometimes confused with management roles. Mayors and Council members need to clarify their roles as policy leaders. In addition to these generic forces, within each community there are specific stresses on the Mayor, City Council and the City. B. Governance: Key Elements Governance involves charting the future of the City. A healthy governance process has ten key elements. These elements are presented in terms of a Governance Fitness Test, which is provided on the next page. The final question following the Governance Fitness Test is, �- "How healthy is the governance process in your City?" W MY GOVERNANCE CHALLENGE: LEADERSHIP FITNESS TEST Please circle the QUESTIONS appropriate response 1. Is there a common vision of the Yes Some No future direction of our City of 1995 and beyond? 2. If the Mayor and Council are asked to Yes Some No identify major issues, would five to seven common top priority issues be identified? 3. Have the Mayor and City Council, in Yes Some No conjunction with the staff, developed specific action plans for achieving goals? 4. Do the Mayor and City Council meet Yes Some No periodically to review and adjust the goals? 5. Is there joint problem solving among Yes Some No the Mayor, City Council and city staff in addressing major policy issues? 6. Is there a sense of partnership between Yes Some No the Mayor and City Council and other policy leaders, including boards and commissions? r� 7. Does each member of the City Council Yes Some No assume responsibility for public education and mobilizing support for the City? 8. Is there a sense of teamwork and unity Yes Some No among the Mayor, City Council and city staff? 9. Are there effective means for gaining Yes Some No citizen feedback and input on policy issues? 10. Do the Mayor and City Council take Yes Some No time to evaluate their own performance? TOTAL: Leadership Insights: 23 C. The Governance Challenge In response to the realities and the forces, the Mayor and City Council have an opportunity to make critical choices. These choices become a challenge to each individual. Lead or Follow Define our vision, take a Others define vision, focus long-term perspective, and on short-term action mobilize support of the community Balance (Task -Process) or Goal Directed Balance the importance of Get the job done without how a task gets done with worrying about how the results Confrontation or Avoidance Negotiating resolution to conflicts Responsible or Doing what is best for the entire City Teamwork or Building partnerships of the Council, staff, and community Preserve harmony by hoping conflict will take care of itself Pleasing others by doing what is best for an individual or special interest group Adversarial Relationship Staff is not to be trusted; focus on finding fault, performance problems, and staff errors In most cases, the choices are not clear cut, but will depend upon many variables within the City. 24 4. UNDERSTANDING OUR LEADERSHIP STYLES: PROBLEM SOLVING AND DECISION MAKING The governing of a city today requires that the Mayor, City Council, and key management staff develop and maintain skills in problem solving and decision making. During the Workshops, the personal styles of the Mayor and City Council, and City Manager and Management Team were explored. The purpose was to gain insights into individual strengths and weaknesses in problem solving and conflict resolution. In order to govern or manage a city and deal with policy issues, it is critical that policy leaders have effective problem solving and decision making skills. Many of the problems facing the City of Eagan are a result of yesterday's solutions to yesterday's problems. A common assumption is made that individuals have effective problem solving and decision making skills when they assume a position in the City. However, the context of municipal problem solving and decision making is unique in terms of the forces and pressures which affect the process. Each person has a unique style in problem solving and decision making. To gain a perspective on each individual's style, the session participants completed the Problem Solving Inventory. The purpose of this inventory was to assess the individual styles, their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style, but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving: Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation. Reflective Observation: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical, problems. We may also reflect on past experiences or the experiences of others. 25 Abstract Concertualization: We may then study the problem area through the exploration of alternatives and the identification of the alternative which is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving. Active Experimentation: Then we try out different alternatives to identify the most workable solution. This process involves willingness to try alternatives and to adjust to the situation as the alternative is implemented. In addition, securing feedback is neces- sary to ensure the problem is effectively addressed. A complete summary of the problem solving styles of the Mayor and City Council can be found in Table 1 on page 27. In reviewing the problem solving and decision making style of the Mayor and City Council team, there is significant diversity. There is also a strong emphasis on blending experiences with analysis. There is a desire to have some conceptual framework prior to action. When it comes time for action,-TEd and Jim are more likely to push strongly for action. Bea and Vic will be more cautious, preferring to take incremental steps to accomplish the task. Tom will tend to be very cautious, and will take actions that have a high probability of being correct. This diversity of style will serve as checks and balances when the team is faced with problem solving situations. The overall style of the Mayor and City Council may be characterized by: A practical approach which utilizes experience A desire for a broad conceptual framework for guiding actions in problem situations Taking timely action to respond to situations Willingness to take reasonable, calculated risks It will be important for the Mayor and City Council to utilize each others' strengths to overcome individual weaknesses. It is also important that they take adequate time during work and study sessions to explore problems. If these points are kept in mind, the Mayor and City Council will be an effective problem solving team. 4.1 A complete summary of the problem solving styles of the Management Team can be found in Table 2 on page 28. In reviewing the problem solving style of the Management Team, there is a strong emphasis on taking actions to get problems solved. Tom C., Ralph, Karen, Doug and Ken will rely more heavily on past experiences in solving the problem. Holly, Tom H., Ken V., and Gene will rely on a thorough analysis of the situation, responding in a timely manner. It will be important to the success of the Management Team to blend their experiences and analyses prior to action. The overall characteristics of the problem solving style of the Management Team are: Practical approach which blends experiences with analysis of the situation Taking timely actions to respond to problems Willingness to take reasonable, calculated risks Desiring freedom to fail Taking actions and learning from them overall, the Management Team can be described as action - oriented. There is a desire to see problems resolved in a timely manner. This analysis is aimed at providing insights into problem solving styles, and should not be seen as stereotyping an individual. By gaining an understanding of each others' operating style, a City Team can be more effective. A c t i 0 n 27 TABLE 1 PROBLEM SOLVING STYLE SUMMARY MAYOR AND CITY COUNCIL EAGAN, MINNESOTA FEBRUARY, 1987 Comparative Analysis E x p e r i e n c e _, [Z • + Ted (10,10) 0 4- Jim + 5 (7,1) Bea 4 ■ A n a l y s i s • + Tom (5,-5) 5 O b s e r v a t i 0 n A c +15 t i 0 n 28 TABLE 2 PROBLEM SOLVING STYLE SUMMARY MANAGEMENT TEAM EAGAN, MINNESOTA FEBRUARY, 1987 (-6,8) Tom C. E- • Ralph (- • (-4,8) +10 (5,10) -� Jon Comparative Analvsis E x p e r i e n c e -15 (-5,4) Karen a .1' (-2.6) -� Doug + 5 4. , Ke n (1,2) (9,6) • Gene (13,4) (13,9) Holly Ken V. 0 0,1' Tom H. -10 �1 - 5 (5,-4) + 5 Dale a 4 Jay (6,-1) +10 (13,5) +15 A n a 1 y s i s -10 0 b s e 5 r v a t i 0 n 29 5. CELEBRATION OF ACCOMPLISHMENTS: OUR GOLD STARS FOR 1986 An important activity for a team is to take time to celebrate its successes. Mayors, City Councilmembers and Management Teams often comment "We have been very busy; I can't remember what we've done." The Leadership Workshop provided an opportunity for reflection on past performance, and recognition of accomplishments through awarding gold stars. Celebrations provide recognition of performance accomplish- ments, and provide a source of energy for the future. As initial gold stars are identified, most individuals are able to think of additional achievements over the past year which deserve a gold star. The result of this process is a more positive feeling about the governance process, and the City Team is energized with a sense of optimism for the future. The first step in the celebration was for each individual to identify City accomplishments during 1986. These gold stars were then shared and discussed, and the reasons why the achieve- ment was worthy of a gold star were focused. A complete summary of the Mayor and City Council's gold stars for 1986 can be found in Table 3 beginning on page 30. A summary of the gold stars identified by the Management Team can be found in Table 4 beginning on page 32. The primary reasons behind the gold stars for Eagan were: Sense of teamwork Clearly defined goals Effective process for accomplishing goals Personal support for each other Commitment to the City . Willingness to make tough decisions Focus on the future horizon For Eagan, 1986 was a year of significant accomplishments worthy of gold stars. 30 TABLE 3 CELEBRATION OF SUCCESS: GOLD STARS FOR 1986 MAYOR AND CITY COUNCIL CITY OF- EAGAN FEBRUARY, 1987 1. Park Development Voter support Development action 2. Guide Plan: Update 3. Radio Communication: Imr>lementation Needed Action taken 4. Development N.W. Airlines: Relocation Unisys Building Town Center: Opening U.P.S. Building 5. 961 Sinrile Family Dwellings -- Maintaining Integrity of zoning 6. Mill Tax: Reduction Plus Increased Services 7. Committee Formation/Citizen Participation Solid waste Water shed district Developers Task Force 8. Renewed Star City Recocinition Used volunteers 31 Table 3, Page 2 9. Cable Television of Council, Planning Commission 10. Lot Size Ordinance: Upheld 11. Street Plans and Improvements Yankee Doodle Road: Upgrade Pilot Knob Road: Upgrade 12. City Maintenance Garage: Initiated Construction, Internally Financed 13. Trailway System: Extension 14. Industrial Park Exr)ression Compri Residence Inn 15. Water Quality Studv: Funded and In Progress 16. Erosion Control for New Developments 17. First Class Restaurants Doherty' s Hunan Gardens Bakers MA TABLE 4 CELEBRATION OF SUCCESS: GOLD STARS FOR 1986 MANAGEMENT TEAM CITY OF EAGAN FEBRUARY, 1987 1. Salary Compensation Plan 2. Executive Housing Goals 3. Effective Budgeting Process 4. City -Wide Radio Communications Plan 5. Water Quality Management Plan 6. Flood Contrrol Storm Sewer Projects - Schwanz Lake 7. New Maintenance Equipment 8. Energy Study of Power Usage: Initiated 9. Fire Classifications: 5 10. Fire Department: Plan for Expansion 11. New Public Works Garage 12. Automation of City 13. Park Development: Trapp Farm Goat Hill Walnut Hill Rahn Bl/BS 14. Financial Certificate of Achievement 15. Solid Waste Commission: Formed 16. Northwest Airlines: Attracted World Headquarters and Facilities 17. 2000 Housing Units 33 Table 4, Page 2 18. Unisys Consolidation Facility 19. Commitment: Large Lot Single Family 20. Pr id e in Community 21. Capital Improvement Program 22. Orderly Growth 23. Comprehensive Plan: Update 24. Increased Staff Level 34 6. GOALS: A FOUNDATION FOR CITY TEAMWORK AND EFFECTIVENESS The Mayor and City Council have the responsibility of providing leadership through setting goals for the City of Eagan. Goals should be viewed as an ongoing process. Targeting is the establishment of short-term goals which serve as the foundation for the next year's work program. Goals provide direction to the City Team. Every goal has two dimensions: 1. Horizon - Goals should address both immediate and future needs. Short-term decisions should produce long-term benefits for the City. 2. Scope - Goals should be clearly understood by team members and be comprehensive in their approach to the elements of an issue. They should also reflect the interrelationship of the issues. Every goal incorporates these two dimensions. The effectiveness { of a goal is determined by the degree of consideration given to issues and the quality of the process used in establishing the goals. A. Goals: Purposes If the City Team is to be successful, goals are critical. The primary purposes of goals are: (1) To provide community direction for the future which Reduces crisis management personal conflicts slowness in action Increases planning problem identification continuity of action (2) To increase city performance which Reduces uncontrolled expectations special interest lobbying 35 Increases focus on citizen demands understanding of the necessity for performance identification of performance targets control of expectations (i.e., distinguishing what is desired from what is really doable) (3) To build a city team which Reduces Council/staff conflict strictly "political" decisions "implementation gap" Increases understanding of roles trust and openness problem solving accountability quality of services (4 ) To increase pride and confidence which Reduces credibility gap distrust and skepticism of government Increases ability to obtain community support and resources respect for government officials willingness of Council to provide leadership framework for action B. Resistance To Goal Setting In the past, most governing bodies have been extremely hesitant to undertake a goal setting process. The hesitancy is based upon the following factors: Lack of process - In most communities, there is no single effective process for developing or achieving goals. This is primary because there is a great deal of confusion about what a goal is. A multitude of processes are often tried with little success, because no distinction has been made between a desire and a dream, or a vision and a goal. That distinction must be made before a community can move ahead to setting and achieving goals. No desire for exposure - Goal setting sessions threaten individuals by opening up personal values to the scrutiny of both other City Councilors and the general public. This can be politically risky. 36 Complexity of issues - Issues can be extremely complex, and because of this, City Councilors may feel insecure about their technical knowledge in the relevant subject area. This can result in an uncomfortable dependency on staff and in feelings that staff is "leading" on the issue. Reluctance to qet involved - The political payoff for goal setting is minimal. Some City Council Members may believe goal setting reduces their ability to maneuver in situations. Others may feel that there are no immediate demonstrable or concrete results. Confused horizons - City Councilors may not have well-defined time frames for achieving goals. Some goal setting sessions focus on short-term (one year) goals, while other sessions focus on 20 -year goals. Shifting priorities - Many local elected officials do not want to be locked into a defined set of goals and objectives for which they may be held accountable. They prefer to react to the current existing pressures within the community. They also want to have the flexibility to shift priorities from moment to moment rather than be locked into a long-term set of targets. As a result, in many communities there seems to be a tendency to, avoid goal setting rather than address this concern through an effective process. This may create time bombs which are likely to be set off during the 1980's and 1990'x. C. Goal Satisfaction Our satisfaction with our performance is based on a very simple formula: S = PR — E Satisfaction = Perception of Reality - Expectations Our satisfaction of goal achievement depends on how we balance this formula. Expectations for goals reflect our definition of success. Our expectations are based upon what we expect or desire to happen. Many individuals try to meet others' expectations and not their own; others may set their expectations too high - so high in fact, that they are too unrealistic to achieve. The key to setting successful goals is to know oneself and one's own expectations and values. In certain situations, a "good enough" response may be appropriate; we cannot achieve perfection in all situations. Effective goals achieve a "positive satisfaction." 39 FIGURE 3 THE TARGETING PROCESS FOR GOAL SETTING AND LEADERSHIP SCAN Our Community Needs and Issues - Roundtable Discussion - Identify issues and needs Discussion Record highlights Test Issue FOCUS TARGETS Focus categories Discuss ideas DEFINE PROJECTS Focus issues Brainstorm possible actions PRIORITIZE Targets Projects MUNICIPAL ACTION PLANS Desired outcomes Specific action steps 40 7. OUR LEADERSHIP ACTIONS The Leadership Workshop should be seen as a beginning. It lays a foundation for enhancing the governance process and building the capacity of the Mayor and City Council as policy leaders. The true success of this Workshop will be determined by the follow-up actions taken by the Mayor, City Council, and Management Team. Effective government is an individual responsibility of the Mayor, City Council and Management Team. Effective policy leadership requires risk taking. I would like to share the following thought: "The man, the woman who risks nothing has nothing, does nothing, is nothing." As further inspiration in your leadership efforts, the poem "Anyway" is included on the next page. 1/3-25,26 41 ANYWAY People are unreasonable, illogical and self-centered. Love them anyway. If you do good, people will accuse you of selfish ulterior motives. Do good anyway. If you are successful you win false friends and true enemies. Succeed anyway. The good you do today will be forgotten tomorrow. Do good anyway. Honesty and frankness make you vulnerable. Be honest and frank anyway. People favor underdogs but follow only top dogs. Fight for some underdogs anyway. What you spend years building may be destroyed overnight. Build anyway. People really need help but may attack you if you help them. Help people anyway. Give the world the best you have and you'll get kicked in the teeth. Give the world the best you've got ANYWAY By Dr. Karl Menninger, The Menninger Foundation. Distributed by Kalan, Inc. "Good Humor", Box 12527, Philadelphia, PA 19151.