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07/27/1989 - City Council SpecialAGENDA SPECIAL CITY COUNCIL MEETING THURSDAY JULY 27l 1989. 7:00 P.M. I. ROLL CALL/ADOPT AGENDA II. RAHN ROAD PROJECT/DISCUSS METHOD OF FINANCING III. CERTIFICATION OF PROPOSED LEVY TO COUNTY AUDITOR IV. MANAGEMENT UPDATE V. OTHER BUSINESS VI. ADJOURNMENT MEMO TO: HONORABLE MAYOR 8 FROM: CITY ADMINISTRATOR'HEDGES DATE: JULY 25, 1969 SUBJECT: SPECIAL CITY COUNCIL MEETING/ THURSDAY, JULY 27, 1989 At the last regular City Council meeting a special City Council meeting was set for Thursday, July 27, to review a method financing for the Rahn Road project, review a new procedure to certified a proposed levy to the County Auditor to satisfy truth in taxation requirements and review a mid -year management update. RAHN ROAD PROJECT The consulting firm of Bonestroo, Rosene, Anderlik and Associates have been working on a feasibility report update to Project #405 .which are proposed improvements for Rahn Road. After preliminary review, the consultants are recommending that a 44' roadway be constructed in the section between Diffley Road and Shale Road, where it will match the existing roadway south of Shale which is 44' wide. All widening would take place on the east side of the street so the west curb line would be maintained in its current position. Since the 8' wide bituminous trail was recently constructed by the City, there is no trail or sidewalk construction proposed for that section. Between Beau D'Rue Drive and Diffley Road, it is the recommendation of the consultants that the existing 36' cross section be maintained so both curb lines would be unchanged. Parking would be permitted only on the east side of the street. A sidewalk would be constructed on one side of the street, but would change sides at the Carnelian Lane intersection. The sidewalk would be on the east side between Diffley Road and Carnelian Lane and on the west side, from Carnelian Lane to Beau D'Rue Drive. Therefore, the new sidewalk would abut either apartments or sideyards and backyards of residential homes not frontyards. There are some modifications to the intersections where Rahn Road meets both Diffley and Beau D'Rue and it is expected that traffic signals will be necessary at the Diffley/Rahn Road intersection by 1995. The estimated project cost in 1989 is $980,000 assuming total reconstruction. In order to proceed with a final draft of a feasibility report for this project, a proposed financing plan must be discussed by the City Council. Rahn Road, with the exception of Nicols Road, a county turn -back, is the first City collector road to be reconstructed. Therefore, the method of financing, how the project is assessed and what portion the City participates from its street construction fund or other revenue source. The City Administrator, Director of Public Works, and Director of Finance are discussing various options and will present some alternatives for Council consideration. A separate memo entitled, "Update/Proposed 1990 Budget," provides information relative to action that is required on the certification of a proposed levy to the County Auditor. MANAGEMENT UPDATE Enclosed is a mid -year management update prepared by the City Administrator to provide an overview of both internal operations and policy directed projects that are coordinated by the City Administrator through the various departments of the City. For additional information, see the attached memo. OTHER BUSINESS iThere are no items for other business at this time. City Administrator TLH/kf MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: JULY 25v 1989 SUBJECT: UPDATE/PROPOSED 1990 BUDGET The proposed 1990 operating budget for general government departments, excluding the public enterprise funds, is being reviewed and drafted for City Council consideration by this office. Department Heads have done an excellent job of responding to the guidelines that were set forth in the April 17, 1989 memo entitled 111990 Budget Process". The request for new personnel was.held to a minimum and it is anticipated that no more than three new positions will appear in the City Administrator's budget. Capital outlay requests are less than proposed for 1989 and will be adjusted to comply with the capital improvements revolving fund that was established in 1988 for calendar year 1989. Cost of overall operations will increase, which is a direct result of :increased equipment, miles of street, new ,parks and other expanded City services. Personnel expenses will increase assuming a reasonable rate increase in 1990. The Director of Finance is evaluating all revenue sources in addition to the proposed storm water user rate, to determine all new and additional revenues available to supplement or offset the reliance on property tax. The major revenue source considered by a sampling of cities across the country is increased fees and charges. In the July 10, 1989 edition of Nation's Cities Weekly, a publication of the National League of Cities, an excellent article entitled "Pressures Building on City Budgets" explains the revenue crunch that many cities are experiencing due to a growing reaction by residents to "no new taxes". Due to an emphasis in reallocating local government aids to out -state communities, the City of Eagan is required to expand its local government services to meet a growing community with a heavy emphasis on property tax. This shift in distribution, to phrase Alan Beals, the NLC executive director, has clobbered growth communities like an Eagan. The article is reproduced and attached for your review. The draft 1990 budget should be ready for distribution and City Council review during mid to late August. Cities have been told by the Commissioner of Revenue that additional information pertaining to local government aid distribution and property tax levies will be available at that time. As briefly discussed at the July 18 City Council meeting, there is a need to meet the requirements of the truth -in -taxation legislation that was adopted in 1988. The Commissioner of Revenue and League of Minnesota Cities on behalf of municipalities have both determined that the truth -in -taxation legislation as it was adopted in 1988 is unworkable. In this last session, there were revisions to correct some of the deficiencies and make the process more workable. However, the legislative changes were part of the tax bill that was vetoed by the Governor. At first there was some speculation that truth -in -taxation would not be required during 1989.,However, it has been the recommendation of the League of Minnesota Cities that cities proceed with meeting the objectives that the truth -in -taxation legislation had originally adopted, which requires a preliminary levy certification by the City of Eagan to Dakota County by August 1 regarding a proposed property tax collection for 1990. Whether the City can levy the full population and household adjustment along with the 3% increase as provided in the 1988 law, or if the restriction will be the 3% increase with one-half household growth or population adjustment (the intent of the 1989 legislation that was vetoed) is uncertain at this time. It is suggested that the City certify to Dakota County the maximum amount of property tax levy collectable in 1990 for the purpose of satisfying the August 1 deadline for filing the City's preliminary certification to increase the amount of property tax collectable in 1990. Once the information is received from the State, budget considerations are reviewed by the City Council and public hearings are held later this fall, the proposed operating budget can be appropriately modified. In putting together a time line for the budget process allowing for compliance with truth -in -taxation legislation/ intent, there are currently three different options as follows: Date Vetoed Department Action 1988 Law 1989 Tax Bill of Revenue Certification of Proposed Levy to County Auditor August 1 September 15 (2) October 1 Certification of Final Proposed Lev to County Auditoroy August 15 Not Included Not Included County Notice Mailed to Each Taxpayer with Proposed Tazes (1) September 15 November 10 Not Included Newspaper Advertisement At least 5 of Proposed Taxes work days Noticing Public Hearing September 15 (3) b e f o r e hearing Public Hearings Late September November 15 October Early October December. 20") October Date Vetoed Department Action 1988 Law 1989 Tax Bill of Revenue Certification of Final Levy October 25 On or before 5 November 9(5) working days after December 20 ("Based on the County responding with levy changes generated from August 1 certification of proposed levy. General consensus is that the counties cannot make this determination and will not be responding. WRequires adoption of budget as well as proposed property tax levy. MNewspaper advertisement is required only if the budget hearing is t recessed. MRequires adoption of final budget and property tax levy at public hearing. ("Requires certification of budget. There are very specific requirements with each of the dates. A major consideration in the process and applicable in all three scenarios, however, is the fact that the levy cannot increase from the amount first proposed. The information necessary to make any accurate certification of any levy to the County is available from the Department of Revenue as follows: August 15 Local Government Aid amounts for payable 1990 as set by the 1988 tax law August 15 Payable 1990 levy limits as set by the 1988 tax law September 1 Local Government Aid amounts for payable 1990 as included in 1989 vetoed tax bill September 1 Payable 1990 levy limits as set by the vetoed 1989 tax bill The estimated dollar impact on Eagan for payable 1990 between the 1988 law and the vetoed 1989 tax bill compared to the 1989 actual is as follows: Proposed 1990 Levy 1988 Levy Limit Base $8,512,797 Less Local Government Aid (1.007.917) Net General Levy $7,504,880 Special Levies 1.196.000��� Total Amount of Levy 58,700.880 (1)All debt service (2)Debt Service $1,220,000 Correction of Error 205.700 Total $1,425,700 1989 Vetoed (3) Tax Bill $8,310,112 (1,028.116) $7,281,996 11) 1.196.000 58.477.996 Payable 1989 Actual $7,871,287 (1.007.917) $6,863,370 $1.425.700(2) $8.289,070 (3)The difference between 1988 law and the vetoed 1989 law is the use of only § the population increase. A 5% increase was used for the 1988 law and 2�% was used for the 1989 vetoed law. Very preliminary Metropolitan Council figures indicate an increase of about 3% in population, consequently, both columns are somewhat optimistic. There is a 2% LGA increase included in the 1989 vetoed bill and no increase in the 1988 law. For comparative purposes the amounts available to the various funds from the net tax levy are as follows: Payable General Fund Debt Service Funds Major Street Fund Equipment Revolving Fund Total Proposed 1990 Levy 1988 Law $6,799,930 1,196,000 442,800 262.150 $8,700,880 1989 Vetoed Tax Bill $6,577,046 1,196,000 442,800 262.150 $8,477,996 1989 Actual $6,482,,050 1,220,000 402,500 184.520 $8,289,070 As you will note, the.additional revenue available to the General Fund from 1989 to 1990 is minimal in both cases calculated as follows: 1988 Law Again, as we noted previously, total 1989 general fund personal service costs are budgeted at $6,804,650. A 5% increase in that appropriation to cover step increases, cost of living increases and full year costs for 1989 new employees wouldrequire $340,233. The estimated impact on thlCity's Tax Capacity rates incorporating the two possibilities compared to payable 1989 would be as follows: Gross Tax Levy Fiscal Disparities Distribution Net Tax Levy Total Tax Capacity (After T/I) Fiscal Disparities Contribution Taxable Tax Capacity Tax Capacity Rate Payable Payable 1990 1989 1988 Law 1989 Vetoed Bill $8,289,070 $8,700,880 $8,477,996 (668,203) (735,000) (735,000) $7,620,867 $7,965,880 $7,742,996 $53,972,004 $60,973,731 $60,973,731 (7,141,148)_(8,279,380) (8,279,380) $46,830,856 $52,694.351n� $52,694,351�� 16.2732 15.1156 14.6942 MCalculated prior to the change from gross to net tax capacity eliminating homestead credit. Tax capacity rate determined using estimated net tax capacity of $52,700,000. You will note that notices will show a tax increase for Eagan even though the tax capacity rate will be lower. In summary, it is recommended that action be taken at the July 27 meeting to adopt a resolution to certify an increase in the property tax collectable for 1990 and file the same with Dakota County by August 1. rkL� Q City Administrator TLH/vmd/Attachments Payable 1989 Actual 1990 Amount Increase Net Tax Levy $6,482,050 $6,799,930 $317,880 LGA 1,007,917 1,007,917 -0- Total 57,489,967 $7,807.847 $317,880 1989 Vetoed Bill Payable 1989 Actual 1990 Amount Increase Net Tax Levy $6,482,050 $6,577,046 $ 94,996 LGA 1,007,917 1,028,116 20,199 Total $7,489,967 57,605,162 115 195 Again, as we noted previously, total 1989 general fund personal service costs are budgeted at $6,804,650. A 5% increase in that appropriation to cover step increases, cost of living increases and full year costs for 1989 new employees wouldrequire $340,233. The estimated impact on thlCity's Tax Capacity rates incorporating the two possibilities compared to payable 1989 would be as follows: Gross Tax Levy Fiscal Disparities Distribution Net Tax Levy Total Tax Capacity (After T/I) Fiscal Disparities Contribution Taxable Tax Capacity Tax Capacity Rate Payable Payable 1990 1989 1988 Law 1989 Vetoed Bill $8,289,070 $8,700,880 $8,477,996 (668,203) (735,000) (735,000) $7,620,867 $7,965,880 $7,742,996 $53,972,004 $60,973,731 $60,973,731 (7,141,148)_(8,279,380) (8,279,380) $46,830,856 $52,694.351n� $52,694,351�� 16.2732 15.1156 14.6942 MCalculated prior to the change from gross to net tax capacity eliminating homestead credit. Tax capacity rate determined using estimated net tax capacity of $52,700,000. You will note that notices will show a tax increase for Eagan even though the tax capacity rate will be lower. In summary, it is recommended that action be taken at the July 27 meeting to adopt a resolution to certify an increase in the property tax collectable for 1990 and file the same with Dakota County by August 1. rkL� Q City Administrator TLH/vmd/Attachments Survey shows expenditures often exceed revenues despite rise in taxes, fees by Randy Arndt Despite a heavy round of Increases in local taxes and here, cities throughout the United Slates are feeling severe budget pressures, and a growing number must cer lend with declining revenues, the Na- tional League of Chin reported today In releasing Its annual survey of city fiscal renditions. Increased fees and Burges for munici- pd srrvicn were Imposed by 69 percent of file survey group; property tax totes wrrel up in 41 percent, new fees and charges were reported by 36 percent, and nrnv lairs appeared in 10 percent of the dlin. "The ledgers of local government show the reality of what happens when others say 'No new, tam,"' add Alan Mal-, NK, exrrutice dirrdm. 'The hur- der, Is shooed, The laxer are shifted, and the cities gel clobbered." The survey of 362 cities found that nearly half "peeled to see expenditures oulp am revennn this year, compared to 36 percent a year ego, forcing them to draw Isom their reserve funds or take other enip%rnrybctimt. Sutstantlal cuts In services and municipal employee oc- .nrrrd In many places. As more and men, cities rut Into Their y3 Budget kveexd fees A charges Actions Reduces groMh of operalbnel silencing Increased property Is. nrlm Neported kna.rrwreed nam fess a charges by Cities fkdueed capital tperr0ing Contacted oafservices -1989 tteduced rwmber of city employes, 2a Froze municipal hiring 10 Ins eemdhalsed Impact fee, to Increased *that h. MM 13 . - Implemented fwer luor taxes 10 fleducad city served levels 7 Shelterless an to *mer pal a Ioeaaed lain taw totes 5 Increased Income taw rales 3 reserves to help meet increasing budget pressures, Beals warned that many. com- mudtle "ere facing a dangesoto risk of finonk flsttl angina." - Neerly equarter of the ctlks (23 per- ceru)expefiro local revenues decline this year, elmast *able the 13 percent that reported dedining revenue for the previous year. By region, the jump was greatest In the Northeast, where leporb of declining menue shot from 4 percent to 23 percent. Among population catego- ries, declining mention; were reported this year by 21 percent of citles above 300.800 compared with only 3 percent A 191;341 uunl p.r srems to be swam of the almost that's building up m seems to care about what It may lead to." As an example, Beals cited the ever- increasing federalintruslore into tax-ex- empt municipal borrowing while un- funded federal mandate continue to pour caul of Washington. He noted a new set of drinking water regulations just an- nounced by the Environmental Proper. lion Agency, which are expected to carry a price tag of 53 billion In capital costs and I1500 million a year in operating nits fm local governments. Beals also noted that the top problems facing communities .everywhere—drug abuse and affordable housing—have goma largely unfunded in Washington, under the pretense of deficit content. "At the same time, we sat a massive $285 billinn bailout or the scandal -ridden savings and Ion Industrysdling through Congress, without much anxiety about the deficit even though It repnesenb the brgrst federal outlay since the mat of fighting World War II," add Beals. "Chu lop of that, we have seen a veto threat aimed at this legislation because It con- tains a modest provision requiring the rercoed SIL Industry to help generate some urgently needed affordable hcm- Ing,.. The survey found that a majority of cities continue to report growing me- ows and balanced budgets, but even among this group there were troubling hdkelou. Overall, 77 percent of the we- vey group reported growth In revenues this year, but when using a nominal-ad- ju- now. t of 5 fritterer to account for Infla- tion, only 43 percent would show any real revenue growth. Allowing the same 41 1 3e 1 36 32 09 Percent o1 cilke wpomn0 o u m n o s In no our the pmvlous year. A slowdown In the growth of local operating t f the can unhl� d 36 pn3 cent made actual reductions In capital spending. Seiren percent reported re- duced levels of services provided by the dly, and 6 percent sold services went shifted 10 another level of government. Nearly a quarter of the cities (24 per- cent) reduced their municipal workforce, and 19 percent reported a freeze on hir- Ing new employees to fill certain job vacandes. Nearly one out of there cities '(32 percent) were using contrMe with PIPs. While more than a third of the cities reported colbaclts In capital spending this year, that amount le less than the 44 percent taking such action last year. Loss of general revenue sharing In 1986 con- olnun to appear as a maim factor In these defidons, being cited by 57 percent of the survey group, most likely a reflection of the constraints It caused In this area. In assessing the current situation and looking toward the future, the report concluded, "City officials continue In rope with budget pressures In the lace of lesvned financial capacity, tout many communities need slate authorization to use more responsive taxes and other mv- ereue measures that will better reflect In. fiallon. On the expenditure side of the budget, federal and stale officials need to mcogrlete the financial Impact of man. daled pmugrarns Pat municipal budgets and to provide funding to accompany Mese programs." Municipal employment, as hacked by the V.S. Census Bureau, continue to recover from the severe ctelbacks of the early 1980s, but the total number of workers In the most recent report, enter - Ing 1987, still Is less than in 1979. The NLC survey found that municipal employment growth generally went up with tine population of doles, with the Largest fitters showing the most frequent Increases. Converserly, the percentage of cities reporting reductions in employment were fairly consistent among population ranges exeepl 'for cities under 50,000 population. About 30 percent of the larger cities reported employment nuts this year, and the one percentage was mp rrled by dfies of a0 Sias past year. private sector firms to carry out vartc public service functions. 'If you look at these numbers a! digital printout on the condlllem of nation's cities, you would have to worded Ifnot downright alarmed," s. Beals. "(hese are not healthy Indicators, r unless we can tum some ofthem me tions around, our nation's cities r towns are facing a dangerous risk chreenlc fiscal angina;" said Beals. " l body wants our cities to suffer a It, attack, but outside of city hall, nob, I h. See p.9, n —$ RESOLUTION CITY OF EAGAN PROPOSED LEVY OF 1989 REAL ESTATE TAXES WHEREAS, a special meeting of the City Council of the City of Eagan, Dakota County, Minnesota, was held on July 27, 1989, at 7:00 p.m. at the Eagan Municipal Center, all members being present except , and WHEREAS, upon motion by Councilmember and seconded by Councilmember NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Eagan, Dakota County, Minnesota, hereby is on record approving and certifying the levy of 1989 Real Estate Taxes for Eagan, Minnesota, which taxes are payable in 1990 as follows: General Levy (Levy Limit): General Fund $6,799,930 Road & Bridge Fund 442,800 Equipment Revolving Fund 262.150 TOTAL GENERAL LEVY $7,504,880 Special Levies: Debt Service $1,196,000 TOTAL SPECIAL LEVIES $1,196,000 GRAND TOTAL LEVY 58.700.880 BE IT FURTHER RESOLVED, that the City Council is submitting this proposed levy in accordance with Minnesota Statutes, Section 275.065 and other applicable law in effect on this date; that this resolution represents a good faith effort by the City to substantially comply with applicable law and the guidance supplied by the Commissioner of Revenue on June 23, 1989; and that the City Council declares its intent to take all necessary actions legally permissible to conform with the laws, rulings, and regulations now or hereafter applicable to the submission and approval of the City's budget and tax levy both prepared and final. DATED: CITY COUNCIL CITY OF EAGAN BY: ATTEST: CERTIFICATION I, E. J. Vanoverbeke, Clerk of the City of Eagan, Dakota MEMO TO: HONORABLE MAYOR AND CITY FROM: CITY ADMINISTRATOR HEDGES DATE: JULY 25, 1989 SUBJECT: MANAGEMENT UPDATE INTRODUCTION During the 19801s, and more specifically during the past three years, a great many changes have occurred in the internal operations of local government delivery of services. These changes are a direct result of the significant population increase within our community. The population of the City of Eagan was 20,700 in 1980 and is estimated to be approximately 48,000 in 1990. As a result of this significant population change, the City of Eagan has increased its number of employees at a phenomenal rate (comparable only to that of high growth cities on a national basis) in order to assure an adequate delivery of services. Juggling the needs of the development community with the needs of a constituency requesting City services has been extremely challenging for those employees serving our organization the past decade. Managing change is exciting but presents a constant challenge. During the height of great change, communications are ever so important. Though briefings at regular and special council meetings and regularly written informative memos have been effective, I felt it would be helpful to share in greater depth the changes that have occurred and are occurring within the overall management development at the City of Eagan. The section of this memo addressing those internal changes is titled "Organizational Transition." Also discussed in this memo are projects that have required or will require eventual policy or action by the City Council and project summaries presented as a recap to programs currently being implemented by City staff after having been directed for action by the City Council. Certainly, this list is not inclusive of all projects that are coordinated throughout City departments. This part of the memo is simply entitled "Project Update." ORGANIZATIONAL TRANSITION Department/Management/Personnel Development In order to balance the growing number of needs of residential, business and corporate residents with the constant development activity, staffing was increased from 67 full-time and 7 regular part-time employees in 1980 to a present number of 157 full-time and 13 regular part-time employees in 1989 (not including temporary and seasonal employees). This increased staffing requires 1 management direction at all levels in order to achieve an effective delivery of services. Department heads are nearing completion of a year long "Effective Management" training that includes a variety of topics ranging from time management to leadership development. (See attachment A for further information on the course). In addition to the Council-management team strategic management retreat held this past February, departments have been holding retreats/planning sessions to develop goals, administrative practices and strengthen communications. Recently, the police held a one day retreat with a facilitator to plan and develop future police operations. Public Works/Engineering participated in a less formal planning session earlier this year at the library facility. The Developers Task Force/City management team one day retreat was also held this past month to identify and better clarify philosophy and procedure for processing community development. A major transition within the internal organization was the creation of the Department of Community Development last November, "1988. Specifically, three objectives were identified once the department was created. The first objective was to coordinate and consolidate the departments of Planning, Protective Inspections and Government Buildings. The second objective was the hiring of personnel to fill openings in the department, including the City Planner position. These first two objectives were completed during late spring. During the coordination of and transition within the department, the third objective was being developed. This was and is a three step process which would provide for the consolidation of all development applications to be processed in their entirety by Community Development. The purpose of this process would be to provide better efficiency and improved developer relations through establishment of a "project manager" approach to development within the Department of Community Development. I have designated July as "Community Development Month" and meetings are scheduled each Friday morning with the Director of Public Works/Engineering and Community Development Director to discuss any and all issues related to a smooth transition. Beginning as early as late August/early September, when an application is submitted to the Department of Community Development, a person within that department will act as a."project manager" and process the application until it is finalized, including the execution of the development agreement with all City departments. In addition to goal setting and visionary planning by all departments relative to delivery of services, development of current personnel is emphasized through employee performance reviews, supervisory training, skills related training, safety training and related managerial development activity. The motivation and productivity of City employees is essential to good 2 service delivery. In addition, mandated training sessions such as "Employee Right to Know"., Affirmative Action, sexual harassment, and hearing conservation are presented annually. Customer service will be stressed with a great deal of in-service training at all employee levels during late 1989 and 1990. For an agenda from a recent supervisory training session held on July 11, please refer to attachment B. Topics covered in this meeting were then presented to all non -supervisory employees during meetings held on July 25 and 26. Internal policies and practices have been continually affected by new legislation and revisions to existing legislation on both the State and Federal levels, by decisions of the Supreme Court, and by new rules and regulations put forth by governmental regulatory agencies. These have ranged from major tax law and funding program changes to new, sweeping safety regulations and programs from OSHA and other agencies to major laws and regulations affecting personnel practices such as the Fair Labor Standards Act, Employee Right to Know, the Consolidated Omnibus Budget and Reconciliation Act of 1985 (COBRA), the 1986 Omnibus Tax Bill (including its .Section 89), Affirmative Action, the Immigration Reform and Control Act, and the Pay Equity legislation. In addition, every year there are numerous minor changes to or new laws and regulations established which have varying effects on the management of the City of Eagan. Public Relations Public relations is an important ingredient to the success of any business whether it is profit or non-profit. As identified in our recent strategic planning effort, the need for strong communica- tions with the residents, whether it be homeowners or the business community, is important. The City Administrator and other department heads maintain an active membership in Rotary, Exchange, Lions and the Chamber of Commerce which allows for the opportunity to communicate with the business community. It is a rare occasion when the City Administrator is not asked several questions at each of these meetings by either persons at his table or the organization as a whole about certain City policies or activities. This office and other members of the staff are reaching out to other organizations such as the Jaycee's and the Ministerial Association. In the future, all departments will be emphasizing increased talks with neighborhood associations. Parks and Recreation has constant and ongoing communications with all the athletic associations within the community. Capital Improvements Plan Budget Capital improvement budgeting for the first half of the 1990's is currently under development in this office. Each department was asked to prepare their projected five year capital improvement 3 budget in addition to next year's operating,budget. The CIP will assist the City Council and management team in planning future work programs, special revenue needs and other planning needs for City departments. Delivery of City services is as effective as the infrastructure, City facilities and equipment available, ranging from hand tools to computers and vehicles of all sizes and purposes. The five year CIP will cover years 1990 through 1994 and coordinate capital needs with funding sources. Residents are demanding quality services making the CIP effort more important than ever to adequately prepare for the next decade of service needs. Included in the CIP budget process is the facility needs analysis for Public Works/Park Maintenance and the Municipal Center/Law Enforcement which includes Fire Administration. The Community Center concept, although shelved for approximately two years, is addressed from time to time with special interest groups, including a variety of community organizations that are expressing the need for facilities. Obviously, the impact of increasing property taxes is more difficult to control when it involves a non-essential capital project. As a point of information, the Old Town Hall will 'be relocated late this summer per the recommendation of the History Committee and City Council. The recent construction of Fire Stations 4 and 5 has adequately addressed short term and long term fire suppression needs. It is anticipated the City might dispose of Fire Station 2 and consider a new location that would derive a better response time for volunteers. Obviously the Fire Administration Building has severe limitations for space, the reason for its consideration as a part of the needs analysis. Many facilities within our utility system are continuing to change as more households are constantly added within the community. Reservoir expansion, the addition of a new water treatment plant, and a future addition to the existing water treatment plant address the larger capital needs to maintain an adequate safe water distribution system. Obviously wells, pumping stations, booster stations and the construction of a great deal of underground infrastructure are also required. The parks system, as a result of the 1984 referendum, has been able to realize significant growth of park shelter buildings, community athletic fields and other recreational developments. Additional facilities are required if the City is to fulfill its long-range park master plan. The 1970's and early 1980's were a period of comprehensive planning for future community needs. The late 1980's and 1990's are the time to implement and develop those master plans. Master planning occurred before and during our population explosion; now development and refinement of community facilities and needs are 4 occurring with the aid of a large and growing number of residents who desire input into their local government process. Citizen action groups are recommended for interpretation and implementation of certain CIP objectives once identified by the Council. Other In addition to employee development, public relations and capital improvements budgeting, there are many other internal organizational enhancements that address efficiency of City services. The following is a brief listing: * Computerization--LOGIS Network/HP 150's and Vectras are used in most work stations for general accounting, payroll, utility billing, dog licenses, special assessments, engineering graphics, park registration, word processing and Desk Top Publishing. Ultimately, all parcels will be logged on Ulti Map. Law enforcement is exploring computers for police patrol cars that will interact with the dispatch center and the State Crime Bureau. * Special Assessments Policy --The 1978 Special Assessments Policy has been amended many times during the 1980's and is under review and codification through the direction of the City Administrator. Consistent and legally defendable policy is essential for the use of special assessments. * Northwest Airlines Tax Increment --The City is continuing its ongoing meetings with Northwest Airlines to consider transportation improvements through the use of tax increment financing. * Senior Housing Site Acquisition --Final negotiations are occurring to acquire a senior housing site adjacent to the Park Center development. * The coordination and joint use of parkland and school property has provided cost efficiencies and greater opportunities for our residents. * The increase in City staff has necessitated a number of internal space reorganizations, including the 1989 remodeling of City offices and the additional space in the lower level. City staff is currently working with a space needs expert in order to analyze space needs for future years. * Continued review and consideration for the appointment of a full-time fire chief for the Eagan Volunteer Fire Department. * The City recently purchased new optical scanner election machines. It is now necessary to revise the training which is given to election judges. Following the revision of the 2+ training manuals and schedules, that training will be administered to the election judges. * The Finance Department is developing an escrow accounting system for development projects. * The Finance Department is developing requests for proposals for the City auditors. * The Police Department is proceeding with additional training for Police officers which includes career pathing as well as specialized training programs. * The process and procedures of code enforcement for the City of Eagan are being analyzed and a more detailed process will be developed. * All job write-ups for positions at the City of Eagan are being updated. * A more formalized training policy is being formulated along with intensified training for all City employees. * Policies involving the personnel at the City of Eagan are constantly being analyzed and developed. Currently, some of the policies which are being considered include a drug/alcohol free workplace policy, a drug testing policy, an AIDS policy, a sick leave use policy, a wellness policy, etc. * The Fire Department is performing a major update of their routing call books and their station operation manuals. * The Fire Department is instituting zone paging procedures for all fire stations. * The Fire Department is updating the fire training library. * The Community Development Department is performing the biannual update of the City's zoning map. * A property management system for all government buildings is being developed. * The Comprehensive Storm water Plan is being updated and revised. * A new trails dedication policy in conjunction with the subdivision regulations is being completed. * The City's landscape/reforestation policy is currently being updated and revised. J * All departments are expanding specialized training for their employees. PROJECT UPDATE The project update for purposes of this discussion includes various external activities, programs and capital improvements projects that were authorized by the City Council and being currently undertaken by City staff. Currently the list does not include all city-wide activity, or even those considered to be routine in nature. The most important task is to implement and monitor the projects that were defined by the City Council and management team at the strategic planning retreat held in.February. The following is a list by department of some of the most significant external projects being conducted. Administration Department 1. Expansion of recycling to include multiple unit dwellings. 2. Expansion of items to include tin and plastics. 3. Coordination of Major Corporate Expansion/Development, i.e., Cray Research 4. Coordination and Representation of Pending Litigation (only one outstanding zoning case is pending against the City. There are other claims that are always ongoing) Police Department 1. Implementation of the DARE (Drug Abuse Resistance Education) program aimed at 5th graders in the school system. 2. Update of the Emergency Preparedness Plan. It must be augmented with exercises and drills. Parks and Recreation Department 1. Development of Coventry Pass Park. 2. Development of joint powers agreement with the school districts for construction and use of the tennis courts. 3. Athletic event scheduling for the school districts on facilities for fall and spring programs. 4. Development of a scheduled maintenance program for the refurbishment of all hard surface athletic facilities. 6 5. Completion of agreements for the acquisition of the Wilmus property for park dedication located east of Johnny Cake and north of the NSP power line. 6. Agreement with the school district for a joint park site and elementary school at the site north of Cliff Road near the existing Walden Heights Park. Public Works Department 1. Design of new water treatment plant for the south well field. 2. Construct and resurface existing City streets. 3. Implementation of the storm water utility fund. 4. Development of an architectural design for the new reservoir. The design will be compatible with the park development at Lexington and Diffley. 5. Development of detailed landscaping plans for all public works/utilities facilities. 6. Development of the Water Quality Management Plan. 7. Development of the Gun Club Lake Watershed Management Plan. Community Development Department 1. Implementation of the three step development process. The steps include preliminary plat, technical review and final plat. 2. Conduct a comprehensive review of the overall zoning ordinances and performance standards. 3. Implement the findings of the multi -family land use study recently completed. Fire Department 1. Feasibility study for the possible closing and/or relocation of station #2. 2. Refurbishment of Pumper Unit #13. 3. Expansion of public education programs for 'fire prevention. a OUKKALRY The above listings and discussions are not complete but are an Attempt to briefly summarize the change in population, the resultant increased needs for services and the current considerations of City staff. It was impossible in this relatively brief summary to list the major changes that have taken place in each City department. During 1990, I plan to direct the preparation of a major "History of the Decade" report. The changes which have taken place during this past decade are noteworthy and deserve an in depth appraisal. At the present time, the staff's most important, consideration is to implement and monitor the projects that were defined by the City Council and.management team at the strategic planning retreat held in February. As an update to those strategic planning objectives, please refer to the attachment identified as Attachment C. I plan to issue memos such as this one from time to time to keep ;the Council updated on the ,broader staff activities which are taking place. If any Councilmember has a question regarding or wishes more information on any of the aforementioned items, please feel free to contact me at any time. ` �wnu, City Administrator Attachments TLH/jeh 9 EFFECTIVE MANAGEMENT DEVELOPMENT PROGRAM The effective management program currently being presented to all department heads is an on-the-job management development program which was developed by Attitude Consultants Incorporated. Donald Salverda has been acting as a facilitator and leader of this program for the department heads. The program basically includes the following: 1. Development needs of each participating manager are assessed. 2. Participants develop plans for improving their management skills. 3. Participants receive feedback concerning their management practices. 4. Managers coach subordinates in how to manage more effectively. 5. Participating managers receive a follow up assessment to measure behavior change. The program was designed with the primary objective in mind to help participants manage more effectively. This primary objective is broken down into the following 'four objectives: 1. To guide participants in identifying their own management development needs. 2. To assist participants in setting training and development goals. 3. To provide a management development system that produces maximum growth with maximum relevance to the objectives of the organization. 4. To impress all managers with the importance of self development and development of subordinates. Participating managers' needs and abilities are assessed by themselves, by their superiors, by their peers and by their subordinates with the use of a computerized questionnaire. They receive a profile which analyzes the areas in which they are strong and areas in which they could improve. After the areas in which managers need to improve are identified, the program uses discussion and guest speakers to aid in the development of the weaker management skills as well as to point out important management principals to all participants. At the end of the program, the managers again are assessed as to their abilities and practices. It is anticipated that the areas in which improvement was needed will have benefitted from the program. Topics covered include leadership and various leadership styles, interpersonal relations, influence, motivational skills, disciplinary action, initiative, planning, controlling, decision making, communicating, time organization, personal growth, and the development of subordinates. CITY OF EAGAN SUPERVISORY MEETING JULY 11, 1989 9:00 A.M. AGENDA I. AFFIRMATIVE ACTION A. RECRUITING/HIRING/EMPLOYMENT PRACTICES B. CONTRACTS C. REPORTING PROCESS. D. HARASSMENT II. NEW EMPLOYEE ORIENTATION III. MISCELLANEOUS PERSONNEL ITEMS A. EMPLOYEE ASSISTANCE PROGRAM B. DRIVER'S LICENSE CHECKS C. PERSONNEL FILES D. CONSISTENT PERSONNEL PROCEDURES E. HOURLY EMPLOYEES' WORK HOURS F. PRIVATE CONVERSATIONS DURING WORKING HOURS G. DRUG/ALCOHOL FREE WORKPLACE H. RELEASE OF INFORMATION ON EMPLOYEES/APPLICANTS IV. PERFORMANCE EVALUATIONS/CONFERENCES V. COMMUNICATIONS VI. CUSTOMER SERVICE A. CALL REFERRAL B. COVERAGE OF DEPARTMENTS C. FUTURE TRAINING SESSION VII. QUESTIONS/SUPERVISORS' CONCERNS MEMO TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR DATE: JULY 5, 1989 SUBJECT: STRATEGIC PLANNING UPDATE Per your request, this memo shall serve as a brief update on the progress on the principal goals from the council/staff strategic planning session. In brief, I will try to identify any outstanding issues pertaining to these goals. 1. Reevaluate/Fine Tune Comprehensive Guide Plan (R-4 to R -1) -- According to Community Development Director Runkle, this study is moving along well and conclusions should be available in the near future. As you'll recall, 'Kristy Marnin of our Planning office made a preliminary presentation regarding this matter to the City Council in a work session several months ago. The remainder of the study consists of a detailed review of the parcels identified considering a variety of criteria including, but not limited to, surrounding land use compatibility, tax status, and external and environmental factors. Due to an illness in Ms. Marnin's family, the study is slightly behind schedule, but it is still anticipated to be completed by mid-July for council consideration. Better Communications Between City and Constituents --The general thrust of this goal was to identify and pursue mechanisms which would keep the public better informed about City policies, activities and programs. A variety of alternatives were discussed including increased frequency and enhanced quality of City newsletters, more direct exposure in the local press including the possibility of a regular city column. There was also discussion of the need to allocate staff resources to the public information function. To date, staff continues to explore means of improving the readability and attractiveness of the City newsletter. The possibility of highlighting certain departments in removable inserts has been discussed. The City is also expanding its use of its Desk Top Publishing software for the development of new brochures and door hangers for economic development and recycling purposes. The City has yet to institute a weekly newspaper column. Regular Council/Staff Communication --It was the feeling of everyone present that the general quality of council/staff communications was good, but that relatively few opportunities presented themselves for active, informal discussion of issues, policies and other matters on the horizon. It was determined that regularly scheduled meetings between the department heads and the City Council would help bridge this gap. TOM HEDGES JULY 5, 1989 PAGE TWO Beginning immediately after the strategic planning session, an effort was made to institute such meetings on one of the non -council meeting Tuesdays per month. This forum has been reasonably effective for discussion of certain issues. One such meeting was used to receive a report on the R-4 land study. From time to time, it has been necessary to combine the discussion topics with certain business items to accommodate the City's continuing development. Because of staff's sensitivity to council calendars, it will be more difficult to maintain this communication while budget workshops are occurring, therefore, it will be necessary to commit additional time to maintain this communication channel or commit to renewing it as soon as budget preparation demands permit. 14. Plan City Hall and Facilities Expansion --At the time of the strategic planning workshop-, relatively little time was spent on this item because it was expected that .the community center would pass and that certain facility needs would be provided by that building. Since then, the council has indicated that it wishes to revisit the community center issue in approximately two years. In the meantime, the City has entered into its space needs analysis study with BRW. The purpose of the study is to look at the current municipal center in the context of the 40 acre civic center site. The study will take into account the community center plans while not reinventing the wheel in that regard. It is hoped that the results of the study will provide the City with one or more development scenarios which can be integrated into its capital improvements program for future planning purposes. Unlike some studies, staff has specified that the consultant identify certain future need indicators or functional triggers which would bring about needs for additional space. These indicators could be things such as population growth, additional street miles, or some other statistic or demo- graphic which is recognized by the various disciplines as planning tools. In that way, a facility would not only have a place along a time line, but a set of assumptions which would permit it to be moved up or back depending upon whether the functional triggers occur. 5. Establish/Implement Capital Improvements Program --The City's rapid growth has caused it to be in a reaction mode with respect to many of its capital improvements. Despite this, it was determined that a dynamic capital improvements program, one that would establish expectations but be revisited on a TOM HEDGES JULY 5, 1989 PAGE THREE regular basis, was necessary. The City Administrator and various department heads are developing this program concurrent with the operating budget. It should be available for council consideration in conjunction with the regular budget items. By way of digression, the seventh goal identified at the strategic planning workshop was to develop alternative revenue sources. This is closely related to the CIP, especially in light of the increasingly strict controls being placed on municipal budgeting by the state. In this regard, the City has begun to review a variety of revenue alternatives including the storm water utility charge recently before the council. It is interesting to note that at a recent staff/ developer retreat, the developers identified impact fees as an area which they expected activity in in the near future. They expressed a desire to cooperate with the City in developing reasonable structures for such fees but did not indicate an absolute opposition to them. Generally, this goal and the financing of both operations and capital are somewhat in limbo until the legislature determines what it intends to do with the property tax issue. 6. Proactive Approach to Desired Development --The thrust of this goal was to attract desirable businesses and projects through improved communications with the development community. It was the desire of the group to increase the community focus of developers so that they would have more ownership in the outcomes and the way they relate to the City. It was further suggested that additional performance standards be developed for the City's commercial areas. Since the strategic planning session, the City has attempted to maintain and enhance its communications with its development community. Shortly after the session, the Community Development Department refined and began implementa- tion of its three step application process with input from the Developers Task Force. More recently, the City and various developers participated in a staff/developer retreat in which a facilitator attempted to identify joint goals for the City and development community. Somewhat surprisingly, many goals and issues raised at this retreat parallel goals raised by the staff/ council retreat. Specifically, enhanced communications, proactive development philosophy, financing for development and redevelopment, and community amenities were cited as needs by the group at that session. TOM HEDGES JULY 5, 1989 PAGE FOUR Contrary to the council/staff retreat, it was the desire of the developers that the City not implement new and additional standards but simply consistently apply those that exist. One of the criticisms that came up was the perception that the City is changing too much too often and should leave its standards alone for a while to see what changes the new standards encourage. I hope this summary is of assistance to you. If you wish additional information or detail on any of the matters summarized, please let me know. As I stant to the City Administrator JDH/jeh AGENDA SPECIAL CITY COUNCIL MEETING THURSDAY JULY 27l 1989. 7:00 P.M. I. ROLL CALL/ADOPT AGENDA II. RAHN ROAD PROJECT/DISCUSS METHOD OF FINANCING III. CERTIFICATION OF PROPOSED LEVY TO COUNTY AUDITOR IV. MANAGEMENT UPDATE V. OTHER BUSINESS VI. ADJOURNMENT MEMO TO: HONORABLE MAYOR 8 FROM: CITY ADMINISTRATOR'HEDGES DATE: JULY 25, 1969 SUBJECT: SPECIAL CITY COUNCIL MEETING/ THURSDAY, JULY 27, 1989 At the last regular City Council meeting a special City Council meeting was set for Thursday, July 27, to review a method financing for the Rahn Road project, review a new procedure to certified a proposed levy to the County Auditor to satisfy truth in taxation requirements and review a mid -year management update. RAHN ROAD PROJECT The consulting firm of Bonestroo, Rosene, Anderlik and Associates have been working on a feasibility report update to Project #405 .which are proposed improvements for Rahn Road. After preliminary review, the consultants are recommending that a 44' roadway be constructed in the section between Diffley Road and Shale Road, where it will match the existing roadway south of Shale which is 44' wide. All widening would take place on the east side of the street so the west curb line would be maintained in its current position. Since the 8' wide bituminous trail was recently constructed by the City, there is no trail or sidewalk construction proposed for that section. Between Beau D'Rue Drive and Diffley Road, it is the recommendation of the consultants that the existing 36' cross section be maintained so both curb lines would be unchanged. Parking would be permitted only on the east side of the street. A sidewalk would be constructed on one side of the street, but would change sides at the Carnelian Lane intersection. The sidewalk would be on the east side between Diffley Road and Carnelian Lane and on the west side, from Carnelian Lane to Beau D'Rue Drive. Therefore, the new sidewalk would abut either apartments or sideyards and backyards of residential homes not frontyards. There are some modifications to the intersections where Rahn Road meets both Diffley and Beau D'Rue and it is expected that traffic signals will be necessary at the Diffley/Rahn Road intersection by 1995. The estimated project cost in 1989 is $980,000 assuming total reconstruction. In order to proceed with a final draft of a feasibility report for this project, a proposed financing plan must be discussed by the City Council. Rahn Road, with the exception of Nicols Road, a county turn -back, is the first City collector road to be reconstructed. Therefore, the method of financing, how the project is assessed and what portion the City participates from its street construction fund or other revenue source. The City Administrator, Director of Public Works, and Director of Finance are discussing various options and will present some alternatives for Council consideration. A separate memo entitled, "Update/Proposed 1990 Budget," provides information relative to action that is required on the certification of a proposed levy to the County Auditor. MANAGEMENT UPDATE Enclosed is a mid -year management update prepared by the City Administrator to provide an overview of both internal operations and policy directed projects that are coordinated by the City Administrator through the various departments of the City. For additional information, see the attached memo. OTHER BUSINESS iThere are no items for other business at this time. City Administrator TLH/kf MEMO TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: JULY 25v 1989 SUBJECT: UPDATE/PROPOSED 1990 BUDGET The proposed 1990 operating budget for general government departments, excluding the public enterprise funds, is being reviewed and drafted for City Council consideration by this office. Department Heads have done an excellent job of responding to the guidelines that were set forth in the April 17, 1989 memo entitled 111990 Budget Process". The request for new personnel was.held to a minimum and it is anticipated that no more than three new positions will appear in the City Administrator's budget. Capital outlay requests are less than proposed for 1989 and will be adjusted to comply with the capital improvements revolving fund that was established in 1988 for calendar year 1989. Cost of overall operations will increase, which is a direct result of :increased equipment, miles of street, new ,parks and other expanded City services. Personnel expenses will increase assuming a reasonable rate increase in 1990. The Director of Finance is evaluating all revenue sources in addition to the proposed storm water user rate, to determine all new and additional revenues available to supplement or offset the reliance on property tax. The major revenue source considered by a sampling of cities across the country is increased fees and charges. In the July 10, 1989 edition of Nation's Cities Weekly, a publication of the National League of Cities, an excellent article entitled "Pressures Building on City Budgets" explains the revenue crunch that many cities are experiencing due to a growing reaction by residents to "no new taxes". Due to an emphasis in reallocating local government aids to out -state communities, the City of Eagan is required to expand its local government services to meet a growing community with a heavy emphasis on property tax. This shift in distribution, to phrase Alan Beals, the NLC executive director, has clobbered growth communities like an Eagan. The article is reproduced and attached for your review. The draft 1990 budget should be ready for distribution and City Council review during mid to late August. Cities have been told by the Commissioner of Revenue that additional information pertaining to local government aid distribution and property tax levies will be available at that time. As briefly discussed at the July 18 City Council meeting, there is a need to meet the requirements of the truth -in -taxation legislation that was adopted in 1988. The Commissioner of Revenue and League of Minnesota Cities on behalf of municipalities have both determined that the truth -in -taxation legislation as it was adopted in 1988 is unworkable. In this last session, there were revisions to correct some of the deficiencies and make the process more workable. However, the legislative changes were part of the tax bill that was vetoed by the Governor. At first there was some speculation that truth -in -taxation would not be required during 1989.,However, it has been the recommendation of the League of Minnesota Cities that cities proceed with meeting the objectives that the truth -in -taxation legislation had originally adopted, which requires a preliminary levy certification by the City of Eagan to Dakota County by August 1 regarding a proposed property tax collection for 1990. Whether the City can levy the full population and household adjustment along with the 3% increase as provided in the 1988 law, or if the restriction will be the 3% increase with one-half household growth or population adjustment (the intent of the 1989 legislation that was vetoed) is uncertain at this time. It is suggested that the City certify to Dakota County the maximum amount of property tax levy collectable in 1990 for the purpose of satisfying the August 1 deadline for filing the City's preliminary certification to increase the amount of property tax collectable in 1990. Once the information is received from the State, budget considerations are reviewed by the City Council and public hearings are held later this fall, the proposed operating budget can be appropriately modified. In putting together a time line for the budget process allowing for compliance with truth -in -taxation legislation/ intent, there are currently three different options as follows: Date Vetoed Department Action 1988 Law 1989 Tax Bill of Revenue Certification of Proposed Levy to County Auditor August 1 September 15 (2) October 1 Certification of Final Proposed Lev to County Auditoroy August 15 Not Included Not Included County Notice Mailed to Each Taxpayer with Proposed Tazes (1) September 15 November 10 Not Included Newspaper Advertisement At least 5 of Proposed Taxes work days Noticing Public Hearing September 15 (3) b e f o r e hearing Public Hearings Late September November 15 October Early October December. 20") October Date Vetoed Department Action 1988 Law 1989 Tax Bill of Revenue Certification of Final Levy October 25 On or before 5 November 9(5) working days after December 20 ("Based on the County responding with levy changes generated from August 1 certification of proposed levy. General consensus is that the counties cannot make this determination and will not be responding. WRequires adoption of budget as well as proposed property tax levy. MNewspaper advertisement is required only if the budget hearing is t recessed. MRequires adoption of final budget and property tax levy at public hearing. ("Requires certification of budget. There are very specific requirements with each of the dates. A major consideration in the process and applicable in all three scenarios, however, is the fact that the levy cannot increase from the amount first proposed. The information necessary to make any accurate certification of any levy to the County is available from the Department of Revenue as follows: August 15 Local Government Aid amounts for payable 1990 as set by the 1988 tax law August 15 Payable 1990 levy limits as set by the 1988 tax law September 1 Local Government Aid amounts for payable 1990 as included in 1989 vetoed tax bill September 1 Payable 1990 levy limits as set by the vetoed 1989 tax bill The estimated dollar impact on Eagan for payable 1990 between the 1988 law and the vetoed 1989 tax bill compared to the 1989 actual is as follows: Proposed 1990 Levy 1988 Levy Limit Base $8,512,797 Less Local Government Aid (1.007.917) Net General Levy $7,504,880 Special Levies 1.196.000��� Total Amount of Levy 58,700.880 (1)All debt service (2)Debt Service $1,220,000 Correction of Error 205.700 Total $1,425,700 1989 Vetoed (3) Tax Bill $8,310,112 (1,028.116) $7,281,996 11) 1.196.000 58.477.996 Payable 1989 Actual $7,871,287 (1.007.917) $6,863,370 $1.425.700(2) $8.289,070 (3)The difference between 1988 law and the vetoed 1989 law is the use of only § the population increase. A 5% increase was used for the 1988 law and 2�% was used for the 1989 vetoed law. Very preliminary Metropolitan Council figures indicate an increase of about 3% in population, consequently, both columns are somewhat optimistic. There is a 2% LGA increase included in the 1989 vetoed bill and no increase in the 1988 law. For comparative purposes the amounts available to the various funds from the net tax levy are as follows: Payable General Fund Debt Service Funds Major Street Fund Equipment Revolving Fund Total Proposed 1990 Levy 1988 Law $6,799,930 1,196,000 442,800 262.150 $8,700,880 1989 Vetoed Tax Bill $6,577,046 1,196,000 442,800 262.150 $8,477,996 1989 Actual $6,482,,050 1,220,000 402,500 184.520 $8,289,070 As you will note, the.additional revenue available to the General Fund from 1989 to 1990 is minimal in both cases calculated as follows: 1988 Law Again, as we noted previously, total 1989 general fund personal service costs are budgeted at $6,804,650. A 5% increase in that appropriation to cover step increases, cost of living increases and full year costs for 1989 new employees wouldrequire $340,233. The estimated impact on thlCity's Tax Capacity rates incorporating the two possibilities compared to payable 1989 would be as follows: Gross Tax Levy Fiscal Disparities Distribution Net Tax Levy Total Tax Capacity (After T/I) Fiscal Disparities Contribution Taxable Tax Capacity Tax Capacity Rate Payable Payable 1990 1989 1988 Law 1989 Vetoed Bill $8,289,070 $8,700,880 $8,477,996 (668,203) (735,000) (735,000) $7,620,867 $7,965,880 $7,742,996 $53,972,004 $60,973,731 $60,973,731 (7,141,148)_(8,279,380) (8,279,380) $46,830,856 $52,694.351n� $52,694,351�� 16.2732 15.1156 14.6942 MCalculated prior to the change from gross to net tax capacity eliminating homestead credit. Tax capacity rate determined using estimated net tax capacity of $52,700,000. You will note that notices will show a tax increase for Eagan even though the tax capacity rate will be lower. In summary, it is recommended that action be taken at the July 27 meeting to adopt a resolution to certify an increase in the property tax collectable for 1990 and file the same with Dakota County by August 1. rkL� Q City Administrator TLH/vmd/Attachments Payable 1989 Actual 1990 Amount Increase Net Tax Levy $6,482,050 $6,799,930 $317,880 LGA 1,007,917 1,007,917 -0- Total 57,489,967 $7,807.847 $317,880 1989 Vetoed Bill Payable 1989 Actual 1990 Amount Increase Net Tax Levy $6,482,050 $6,577,046 $ 94,996 LGA 1,007,917 1,028,116 20,199 Total $7,489,967 57,605,162 115 195 Again, as we noted previously, total 1989 general fund personal service costs are budgeted at $6,804,650. A 5% increase in that appropriation to cover step increases, cost of living increases and full year costs for 1989 new employees wouldrequire $340,233. The estimated impact on thlCity's Tax Capacity rates incorporating the two possibilities compared to payable 1989 would be as follows: Gross Tax Levy Fiscal Disparities Distribution Net Tax Levy Total Tax Capacity (After T/I) Fiscal Disparities Contribution Taxable Tax Capacity Tax Capacity Rate Payable Payable 1990 1989 1988 Law 1989 Vetoed Bill $8,289,070 $8,700,880 $8,477,996 (668,203) (735,000) (735,000) $7,620,867 $7,965,880 $7,742,996 $53,972,004 $60,973,731 $60,973,731 (7,141,148)_(8,279,380) (8,279,380) $46,830,856 $52,694.351n� $52,694,351�� 16.2732 15.1156 14.6942 MCalculated prior to the change from gross to net tax capacity eliminating homestead credit. Tax capacity rate determined using estimated net tax capacity of $52,700,000. You will note that notices will show a tax increase for Eagan even though the tax capacity rate will be lower. In summary, it is recommended that action be taken at the July 27 meeting to adopt a resolution to certify an increase in the property tax collectable for 1990 and file the same with Dakota County by August 1. rkL� Q City Administrator TLH/vmd/Attachments Survey shows expenditures often exceed revenues despite rise in taxes, fees by Randy Arndt Despite a heavy round of Increases in local taxes and here, cities throughout the United Slates are feeling severe budget pressures, and a growing number must cer lend with declining revenues, the Na- tional League of Chin reported today In releasing Its annual survey of city fiscal renditions. Increased fees and Burges for munici- pd srrvicn were Imposed by 69 percent of file survey group; property tax totes wrrel up in 41 percent, new fees and charges were reported by 36 percent, and nrnv lairs appeared in 10 percent of the dlin. "The ledgers of local government show the reality of what happens when others say 'No new, tam,"' add Alan Mal-, NK, exrrutice dirrdm. 'The hur- der, Is shooed, The laxer are shifted, and the cities gel clobbered." The survey of 362 cities found that nearly half "peeled to see expenditures oulp am revennn this year, compared to 36 percent a year ego, forcing them to draw Isom their reserve funds or take other enip%rnrybctimt. Sutstantlal cuts In services and municipal employee oc- .nrrrd In many places. As more and men, cities rut Into Their y3 Budget kveexd fees A charges Actions Reduces groMh of operalbnel silencing Increased property Is. nrlm Neported kna.rrwreed nam fess a charges by Cities fkdueed capital tperr0ing Contacted oafservices -1989 tteduced rwmber of city employes, 2a Froze municipal hiring 10 Ins eemdhalsed Impact fee, to Increased *that h. MM 13 . - Implemented fwer luor taxes 10 fleducad city served levels 7 Shelterless an to *mer pal a Ioeaaed lain taw totes 5 Increased Income taw rales 3 reserves to help meet increasing budget pressures, Beals warned that many. com- mudtle "ere facing a dangesoto risk of finonk flsttl angina." - Neerly equarter of the ctlks (23 per- ceru)expefiro local revenues decline this year, elmast *able the 13 percent that reported dedining revenue for the previous year. By region, the jump was greatest In the Northeast, where leporb of declining menue shot from 4 percent to 23 percent. Among population catego- ries, declining mention; were reported this year by 21 percent of citles above 300.800 compared with only 3 percent A 191;341 uunl p.r srems to be swam of the almost that's building up m seems to care about what It may lead to." As an example, Beals cited the ever- increasing federalintruslore into tax-ex- empt municipal borrowing while un- funded federal mandate continue to pour caul of Washington. He noted a new set of drinking water regulations just an- nounced by the Environmental Proper. lion Agency, which are expected to carry a price tag of 53 billion In capital costs and I1500 million a year in operating nits fm local governments. Beals also noted that the top problems facing communities .everywhere—drug abuse and affordable housing—have goma largely unfunded in Washington, under the pretense of deficit content. "At the same time, we sat a massive $285 billinn bailout or the scandal -ridden savings and Ion Industrysdling through Congress, without much anxiety about the deficit even though It repnesenb the brgrst federal outlay since the mat of fighting World War II," add Beals. "Chu lop of that, we have seen a veto threat aimed at this legislation because It con- tains a modest provision requiring the rercoed SIL Industry to help generate some urgently needed affordable hcm- Ing,.. The survey found that a majority of cities continue to report growing me- ows and balanced budgets, but even among this group there were troubling hdkelou. Overall, 77 percent of the we- vey group reported growth In revenues this year, but when using a nominal-ad- ju- now. t of 5 fritterer to account for Infla- tion, only 43 percent would show any real revenue growth. Allowing the same 41 1 3e 1 36 32 09 Percent o1 cilke wpomn0 o u m n o s In no our the pmvlous year. A slowdown In the growth of local operating t f the can unhl� d 36 pn3 cent made actual reductions In capital spending. Seiren percent reported re- duced levels of services provided by the dly, and 6 percent sold services went shifted 10 another level of government. Nearly a quarter of the cities (24 per- cent) reduced their municipal workforce, and 19 percent reported a freeze on hir- Ing new employees to fill certain job vacandes. Nearly one out of there cities '(32 percent) were using contrMe with PIPs. While more than a third of the cities reported colbaclts In capital spending this year, that amount le less than the 44 percent taking such action last year. Loss of general revenue sharing In 1986 con- olnun to appear as a maim factor In these defidons, being cited by 57 percent of the survey group, most likely a reflection of the constraints It caused In this area. In assessing the current situation and looking toward the future, the report concluded, "City officials continue In rope with budget pressures In the lace of lesvned financial capacity, tout many communities need slate authorization to use more responsive taxes and other mv- ereue measures that will better reflect In. fiallon. On the expenditure side of the budget, federal and stale officials need to mcogrlete the financial Impact of man. daled pmugrarns Pat municipal budgets and to provide funding to accompany Mese programs." Municipal employment, as hacked by the V.S. Census Bureau, continue to recover from the severe ctelbacks of the early 1980s, but the total number of workers In the most recent report, enter - Ing 1987, still Is less than in 1979. The NLC survey found that municipal employment growth generally went up with tine population of doles, with the Largest fitters showing the most frequent Increases. Converserly, the percentage of cities reporting reductions in employment were fairly consistent among population ranges exeepl 'for cities under 50,000 population. About 30 percent of the larger cities reported employment nuts this year, and the one percentage was mp rrled by dfies of a0 Sias past year. private sector firms to carry out vartc public service functions. 'If you look at these numbers a! digital printout on the condlllem of nation's cities, you would have to worded Ifnot downright alarmed," s. Beals. "(hese are not healthy Indicators, r unless we can tum some ofthem me tions around, our nation's cities r towns are facing a dangerous risk chreenlc fiscal angina;" said Beals. " l body wants our cities to suffer a It, attack, but outside of city hall, nob, I h. See p.9, n —$ RESOLUTION CITY OF EAGAN PROPOSED LEVY OF 1989 REAL ESTATE TAXES WHEREAS, a special meeting of the City Council of the City of Eagan, Dakota County, Minnesota, was held on July 27, 1989, at 7:00 p.m. at the Eagan Municipal Center, all members being present except , and WHEREAS, upon motion by Councilmember and seconded by Councilmember NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Eagan, Dakota County, Minnesota, hereby is on record approving and certifying the levy of 1989 Real Estate Taxes for Eagan, Minnesota, which taxes are payable in 1990 as follows: General Levy (Levy Limit): General Fund $6,799,930 Road & Bridge Fund 442,800 Equipment Revolving Fund 262.150 TOTAL GENERAL LEVY $7,504,880 Special Levies: Debt Service $1,196,000 TOTAL SPECIAL LEVIES $1,196,000 GRAND TOTAL LEVY 58.700.880 BE IT FURTHER RESOLVED, that the City Council is submitting this proposed levy in accordance with Minnesota Statutes, Section 275.065 and other applicable law in effect on this date; that this resolution represents a good faith effort by the City to substantially comply with applicable law and the guidance supplied by the Commissioner of Revenue on June 23, 1989; and that the City Council declares its intent to take all necessary actions legally permissible to conform with the laws, rulings, and regulations now or hereafter applicable to the submission and approval of the City's budget and tax levy both prepared and final. DATED: CITY COUNCIL CITY OF EAGAN BY: ATTEST: CERTIFICATION I, E. J. Vanoverbeke, Clerk of the City of Eagan, Dakota MEMO TO: HONORABLE MAYOR AND CITY FROM: CITY ADMINISTRATOR HEDGES DATE: JULY 25, 1989 SUBJECT: MANAGEMENT UPDATE INTRODUCTION During the 19801s, and more specifically during the past three years, a great many changes have occurred in the internal operations of local government delivery of services. These changes are a direct result of the significant population increase within our community. The population of the City of Eagan was 20,700 in 1980 and is estimated to be approximately 48,000 in 1990. As a result of this significant population change, the City of Eagan has increased its number of employees at a phenomenal rate (comparable only to that of high growth cities on a national basis) in order to assure an adequate delivery of services. Juggling the needs of the development community with the needs of a constituency requesting City services has been extremely challenging for those employees serving our organization the past decade. Managing change is exciting but presents a constant challenge. During the height of great change, communications are ever so important. Though briefings at regular and special council meetings and regularly written informative memos have been effective, I felt it would be helpful to share in greater depth the changes that have occurred and are occurring within the overall management development at the City of Eagan. The section of this memo addressing those internal changes is titled "Organizational Transition." Also discussed in this memo are projects that have required or will require eventual policy or action by the City Council and project summaries presented as a recap to programs currently being implemented by City staff after having been directed for action by the City Council. Certainly, this list is not inclusive of all projects that are coordinated throughout City departments. This part of the memo is simply entitled "Project Update." ORGANIZATIONAL TRANSITION Department/Management/Personnel Development In order to balance the growing number of needs of residential, business and corporate residents with the constant development activity, staffing was increased from 67 full-time and 7 regular part-time employees in 1980 to a present number of 157 full-time and 13 regular part-time employees in 1989 (not including temporary and seasonal employees). This increased staffing requires 1 management direction at all levels in order to achieve an effective delivery of services. Department heads are nearing completion of a year long "Effective Management" training that includes a variety of topics ranging from time management to leadership development. (See attachment A for further information on the course). In addition to the Council-management team strategic management retreat held this past February, departments have been holding retreats/planning sessions to develop goals, administrative practices and strengthen communications. Recently, the police held a one day retreat with a facilitator to plan and develop future police operations. Public Works/Engineering participated in a less formal planning session earlier this year at the library facility. The Developers Task Force/City management team one day retreat was also held this past month to identify and better clarify philosophy and procedure for processing community development. A major transition within the internal organization was the creation of the Department of Community Development last November, "1988. Specifically, three objectives were identified once the department was created. The first objective was to coordinate and consolidate the departments of Planning, Protective Inspections and Government Buildings. The second objective was the hiring of personnel to fill openings in the department, including the City Planner position. These first two objectives were completed during late spring. During the coordination of and transition within the department, the third objective was being developed. This was and is a three step process which would provide for the consolidation of all development applications to be processed in their entirety by Community Development. The purpose of this process would be to provide better efficiency and improved developer relations through establishment of a "project manager" approach to development within the Department of Community Development. I have designated July as "Community Development Month" and meetings are scheduled each Friday morning with the Director of Public Works/Engineering and Community Development Director to discuss any and all issues related to a smooth transition. Beginning as early as late August/early September, when an application is submitted to the Department of Community Development, a person within that department will act as a."project manager" and process the application until it is finalized, including the execution of the development agreement with all City departments. In addition to goal setting and visionary planning by all departments relative to delivery of services, development of current personnel is emphasized through employee performance reviews, supervisory training, skills related training, safety training and related managerial development activity. The motivation and productivity of City employees is essential to good 2 service delivery. In addition, mandated training sessions such as "Employee Right to Know"., Affirmative Action, sexual harassment, and hearing conservation are presented annually. Customer service will be stressed with a great deal of in-service training at all employee levels during late 1989 and 1990. For an agenda from a recent supervisory training session held on July 11, please refer to attachment B. Topics covered in this meeting were then presented to all non -supervisory employees during meetings held on July 25 and 26. Internal policies and practices have been continually affected by new legislation and revisions to existing legislation on both the State and Federal levels, by decisions of the Supreme Court, and by new rules and regulations put forth by governmental regulatory agencies. These have ranged from major tax law and funding program changes to new, sweeping safety regulations and programs from OSHA and other agencies to major laws and regulations affecting personnel practices such as the Fair Labor Standards Act, Employee Right to Know, the Consolidated Omnibus Budget and Reconciliation Act of 1985 (COBRA), the 1986 Omnibus Tax Bill (including its .Section 89), Affirmative Action, the Immigration Reform and Control Act, and the Pay Equity legislation. In addition, every year there are numerous minor changes to or new laws and regulations established which have varying effects on the management of the City of Eagan. Public Relations Public relations is an important ingredient to the success of any business whether it is profit or non-profit. As identified in our recent strategic planning effort, the need for strong communica- tions with the residents, whether it be homeowners or the business community, is important. The City Administrator and other department heads maintain an active membership in Rotary, Exchange, Lions and the Chamber of Commerce which allows for the opportunity to communicate with the business community. It is a rare occasion when the City Administrator is not asked several questions at each of these meetings by either persons at his table or the organization as a whole about certain City policies or activities. This office and other members of the staff are reaching out to other organizations such as the Jaycee's and the Ministerial Association. In the future, all departments will be emphasizing increased talks with neighborhood associations. Parks and Recreation has constant and ongoing communications with all the athletic associations within the community. Capital Improvements Plan Budget Capital improvement budgeting for the first half of the 1990's is currently under development in this office. Each department was asked to prepare their projected five year capital improvement 3 budget in addition to next year's operating,budget. The CIP will assist the City Council and management team in planning future work programs, special revenue needs and other planning needs for City departments. Delivery of City services is as effective as the infrastructure, City facilities and equipment available, ranging from hand tools to computers and vehicles of all sizes and purposes. The five year CIP will cover years 1990 through 1994 and coordinate capital needs with funding sources. Residents are demanding quality services making the CIP effort more important than ever to adequately prepare for the next decade of service needs. Included in the CIP budget process is the facility needs analysis for Public Works/Park Maintenance and the Municipal Center/Law Enforcement which includes Fire Administration. The Community Center concept, although shelved for approximately two years, is addressed from time to time with special interest groups, including a variety of community organizations that are expressing the need for facilities. Obviously, the impact of increasing property taxes is more difficult to control when it involves a non-essential capital project. As a point of information, the Old Town Hall will 'be relocated late this summer per the recommendation of the History Committee and City Council. The recent construction of Fire Stations 4 and 5 has adequately addressed short term and long term fire suppression needs. It is anticipated the City might dispose of Fire Station 2 and consider a new location that would derive a better response time for volunteers. Obviously the Fire Administration Building has severe limitations for space, the reason for its consideration as a part of the needs analysis. Many facilities within our utility system are continuing to change as more households are constantly added within the community. Reservoir expansion, the addition of a new water treatment plant, and a future addition to the existing water treatment plant address the larger capital needs to maintain an adequate safe water distribution system. Obviously wells, pumping stations, booster stations and the construction of a great deal of underground infrastructure are also required. The parks system, as a result of the 1984 referendum, has been able to realize significant growth of park shelter buildings, community athletic fields and other recreational developments. Additional facilities are required if the City is to fulfill its long-range park master plan. The 1970's and early 1980's were a period of comprehensive planning for future community needs. The late 1980's and 1990's are the time to implement and develop those master plans. Master planning occurred before and during our population explosion; now development and refinement of community facilities and needs are 4 occurring with the aid of a large and growing number of residents who desire input into their local government process. Citizen action groups are recommended for interpretation and implementation of certain CIP objectives once identified by the Council. Other In addition to employee development, public relations and capital improvements budgeting, there are many other internal organizational enhancements that address efficiency of City services. The following is a brief listing: * Computerization--LOGIS Network/HP 150's and Vectras are used in most work stations for general accounting, payroll, utility billing, dog licenses, special assessments, engineering graphics, park registration, word processing and Desk Top Publishing. Ultimately, all parcels will be logged on Ulti Map. Law enforcement is exploring computers for police patrol cars that will interact with the dispatch center and the State Crime Bureau. * Special Assessments Policy --The 1978 Special Assessments Policy has been amended many times during the 1980's and is under review and codification through the direction of the City Administrator. Consistent and legally defendable policy is essential for the use of special assessments. * Northwest Airlines Tax Increment --The City is continuing its ongoing meetings with Northwest Airlines to consider transportation improvements through the use of tax increment financing. * Senior Housing Site Acquisition --Final negotiations are occurring to acquire a senior housing site adjacent to the Park Center development. * The coordination and joint use of parkland and school property has provided cost efficiencies and greater opportunities for our residents. * The increase in City staff has necessitated a number of internal space reorganizations, including the 1989 remodeling of City offices and the additional space in the lower level. City staff is currently working with a space needs expert in order to analyze space needs for future years. * Continued review and consideration for the appointment of a full-time fire chief for the Eagan Volunteer Fire Department. * The City recently purchased new optical scanner election machines. It is now necessary to revise the training which is given to election judges. Following the revision of the 2+ training manuals and schedules, that training will be administered to the election judges. * The Finance Department is developing an escrow accounting system for development projects. * The Finance Department is developing requests for proposals for the City auditors. * The Police Department is proceeding with additional training for Police officers which includes career pathing as well as specialized training programs. * The process and procedures of code enforcement for the City of Eagan are being analyzed and a more detailed process will be developed. * All job write-ups for positions at the City of Eagan are being updated. * A more formalized training policy is being formulated along with intensified training for all City employees. * Policies involving the personnel at the City of Eagan are constantly being analyzed and developed. Currently, some of the policies which are being considered include a drug/alcohol free workplace policy, a drug testing policy, an AIDS policy, a sick leave use policy, a wellness policy, etc. * The Fire Department is performing a major update of their routing call books and their station operation manuals. * The Fire Department is instituting zone paging procedures for all fire stations. * The Fire Department is updating the fire training library. * The Community Development Department is performing the biannual update of the City's zoning map. * A property management system for all government buildings is being developed. * The Comprehensive Storm water Plan is being updated and revised. * A new trails dedication policy in conjunction with the subdivision regulations is being completed. * The City's landscape/reforestation policy is currently being updated and revised. J * All departments are expanding specialized training for their employees. PROJECT UPDATE The project update for purposes of this discussion includes various external activities, programs and capital improvements projects that were authorized by the City Council and being currently undertaken by City staff. Currently the list does not include all city-wide activity, or even those considered to be routine in nature. The most important task is to implement and monitor the projects that were defined by the City Council and management team at the strategic planning retreat held in.February. The following is a list by department of some of the most significant external projects being conducted. Administration Department 1. Expansion of recycling to include multiple unit dwellings. 2. Expansion of items to include tin and plastics. 3. Coordination of Major Corporate Expansion/Development, i.e., Cray Research 4. Coordination and Representation of Pending Litigation (only one outstanding zoning case is pending against the City. There are other claims that are always ongoing) Police Department 1. Implementation of the DARE (Drug Abuse Resistance Education) program aimed at 5th graders in the school system. 2. Update of the Emergency Preparedness Plan. It must be augmented with exercises and drills. Parks and Recreation Department 1. Development of Coventry Pass Park. 2. Development of joint powers agreement with the school districts for construction and use of the tennis courts. 3. Athletic event scheduling for the school districts on facilities for fall and spring programs. 4. Development of a scheduled maintenance program for the refurbishment of all hard surface athletic facilities. 6 5. Completion of agreements for the acquisition of the Wilmus property for park dedication located east of Johnny Cake and north of the NSP power line. 6. Agreement with the school district for a joint park site and elementary school at the site north of Cliff Road near the existing Walden Heights Park. Public Works Department 1. Design of new water treatment plant for the south well field. 2. Construct and resurface existing City streets. 3. Implementation of the storm water utility fund. 4. Development of an architectural design for the new reservoir. The design will be compatible with the park development at Lexington and Diffley. 5. Development of detailed landscaping plans for all public works/utilities facilities. 6. Development of the Water Quality Management Plan. 7. Development of the Gun Club Lake Watershed Management Plan. Community Development Department 1. Implementation of the three step development process. The steps include preliminary plat, technical review and final plat. 2. Conduct a comprehensive review of the overall zoning ordinances and performance standards. 3. Implement the findings of the multi -family land use study recently completed. Fire Department 1. Feasibility study for the possible closing and/or relocation of station #2. 2. Refurbishment of Pumper Unit #13. 3. Expansion of public education programs for 'fire prevention. a OUKKALRY The above listings and discussions are not complete but are an Attempt to briefly summarize the change in population, the resultant increased needs for services and the current considerations of City staff. It was impossible in this relatively brief summary to list the major changes that have taken place in each City department. During 1990, I plan to direct the preparation of a major "History of the Decade" report. The changes which have taken place during this past decade are noteworthy and deserve an in depth appraisal. At the present time, the staff's most important, consideration is to implement and monitor the projects that were defined by the City Council and.management team at the strategic planning retreat held in February. As an update to those strategic planning objectives, please refer to the attachment identified as Attachment C. I plan to issue memos such as this one from time to time to keep ;the Council updated on the ,broader staff activities which are taking place. If any Councilmember has a question regarding or wishes more information on any of the aforementioned items, please feel free to contact me at any time. ` �wnu, City Administrator Attachments TLH/jeh 9 EFFECTIVE MANAGEMENT DEVELOPMENT PROGRAM The effective management program currently being presented to all department heads is an on-the-job management development program which was developed by Attitude Consultants Incorporated. Donald Salverda has been acting as a facilitator and leader of this program for the department heads. The program basically includes the following: 1. Development needs of each participating manager are assessed. 2. Participants develop plans for improving their management skills. 3. Participants receive feedback concerning their management practices. 4. Managers coach subordinates in how to manage more effectively. 5. Participating managers receive a follow up assessment to measure behavior change. The program was designed with the primary objective in mind to help participants manage more effectively. This primary objective is broken down into the following 'four objectives: 1. To guide participants in identifying their own management development needs. 2. To assist participants in setting training and development goals. 3. To provide a management development system that produces maximum growth with maximum relevance to the objectives of the organization. 4. To impress all managers with the importance of self development and development of subordinates. Participating managers' needs and abilities are assessed by themselves, by their superiors, by their peers and by their subordinates with the use of a computerized questionnaire. They receive a profile which analyzes the areas in which they are strong and areas in which they could improve. After the areas in which managers need to improve are identified, the program uses discussion and guest speakers to aid in the development of the weaker management skills as well as to point out important management principals to all participants. At the end of the program, the managers again are assessed as to their abilities and practices. It is anticipated that the areas in which improvement was needed will have benefitted from the program. Topics covered include leadership and various leadership styles, interpersonal relations, influence, motivational skills, disciplinary action, initiative, planning, controlling, decision making, communicating, time organization, personal growth, and the development of subordinates. CITY OF EAGAN SUPERVISORY MEETING JULY 11, 1989 9:00 A.M. AGENDA I. AFFIRMATIVE ACTION A. RECRUITING/HIRING/EMPLOYMENT PRACTICES B. CONTRACTS C. REPORTING PROCESS. D. HARASSMENT II. NEW EMPLOYEE ORIENTATION III. MISCELLANEOUS PERSONNEL ITEMS A. EMPLOYEE ASSISTANCE PROGRAM B. DRIVER'S LICENSE CHECKS C. PERSONNEL FILES D. CONSISTENT PERSONNEL PROCEDURES E. HOURLY EMPLOYEES' WORK HOURS F. PRIVATE CONVERSATIONS DURING WORKING HOURS G. DRUG/ALCOHOL FREE WORKPLACE H. RELEASE OF INFORMATION ON EMPLOYEES/APPLICANTS IV. PERFORMANCE EVALUATIONS/CONFERENCES V. COMMUNICATIONS VI. CUSTOMER SERVICE A. CALL REFERRAL B. COVERAGE OF DEPARTMENTS C. FUTURE TRAINING SESSION VII. QUESTIONS/SUPERVISORS' CONCERNS MEMO TO: CITY ADMINISTRATOR HEDGES FROM: ASSISTANT TO THE CITY ADMINISTRATOR DATE: JULY 5, 1989 SUBJECT: STRATEGIC PLANNING UPDATE Per your request, this memo shall serve as a brief update on the progress on the principal goals from the council/staff strategic planning session. In brief, I will try to identify any outstanding issues pertaining to these goals. 1. Reevaluate/Fine Tune Comprehensive Guide Plan (R-4 to R -1) -- According to Community Development Director Runkle, this study is moving along well and conclusions should be available in the near future. As you'll recall, 'Kristy Marnin of our Planning office made a preliminary presentation regarding this matter to the City Council in a work session several months ago. The remainder of the study consists of a detailed review of the parcels identified considering a variety of criteria including, but not limited to, surrounding land use compatibility, tax status, and external and environmental factors. Due to an illness in Ms. Marnin's family, the study is slightly behind schedule, but it is still anticipated to be completed by mid-July for council consideration. Better Communications Between City and Constituents --The general thrust of this goal was to identify and pursue mechanisms which would keep the public better informed about City policies, activities and programs. A variety of alternatives were discussed including increased frequency and enhanced quality of City newsletters, more direct exposure in the local press including the possibility of a regular city column. There was also discussion of the need to allocate staff resources to the public information function. To date, staff continues to explore means of improving the readability and attractiveness of the City newsletter. The possibility of highlighting certain departments in removable inserts has been discussed. The City is also expanding its use of its Desk Top Publishing software for the development of new brochures and door hangers for economic development and recycling purposes. The City has yet to institute a weekly newspaper column. Regular Council/Staff Communication --It was the feeling of everyone present that the general quality of council/staff communications was good, but that relatively few opportunities presented themselves for active, informal discussion of issues, policies and other matters on the horizon. It was determined that regularly scheduled meetings between the department heads and the City Council would help bridge this gap. TOM HEDGES JULY 5, 1989 PAGE TWO Beginning immediately after the strategic planning session, an effort was made to institute such meetings on one of the non -council meeting Tuesdays per month. This forum has been reasonably effective for discussion of certain issues. One such meeting was used to receive a report on the R-4 land study. From time to time, it has been necessary to combine the discussion topics with certain business items to accommodate the City's continuing development. Because of staff's sensitivity to council calendars, it will be more difficult to maintain this communication while budget workshops are occurring, therefore, it will be necessary to commit additional time to maintain this communication channel or commit to renewing it as soon as budget preparation demands permit. 14. Plan City Hall and Facilities Expansion --At the time of the strategic planning workshop-, relatively little time was spent on this item because it was expected that .the community center would pass and that certain facility needs would be provided by that building. Since then, the council has indicated that it wishes to revisit the community center issue in approximately two years. In the meantime, the City has entered into its space needs analysis study with BRW. The purpose of the study is to look at the current municipal center in the context of the 40 acre civic center site. The study will take into account the community center plans while not reinventing the wheel in that regard. It is hoped that the results of the study will provide the City with one or more development scenarios which can be integrated into its capital improvements program for future planning purposes. Unlike some studies, staff has specified that the consultant identify certain future need indicators or functional triggers which would bring about needs for additional space. These indicators could be things such as population growth, additional street miles, or some other statistic or demo- graphic which is recognized by the various disciplines as planning tools. In that way, a facility would not only have a place along a time line, but a set of assumptions which would permit it to be moved up or back depending upon whether the functional triggers occur. 5. Establish/Implement Capital Improvements Program --The City's rapid growth has caused it to be in a reaction mode with respect to many of its capital improvements. Despite this, it was determined that a dynamic capital improvements program, one that would establish expectations but be revisited on a TOM HEDGES JULY 5, 1989 PAGE THREE regular basis, was necessary. The City Administrator and various department heads are developing this program concurrent with the operating budget. It should be available for council consideration in conjunction with the regular budget items. By way of digression, the seventh goal identified at the strategic planning workshop was to develop alternative revenue sources. This is closely related to the CIP, especially in light of the increasingly strict controls being placed on municipal budgeting by the state. In this regard, the City has begun to review a variety of revenue alternatives including the storm water utility charge recently before the council. It is interesting to note that at a recent staff/ developer retreat, the developers identified impact fees as an area which they expected activity in in the near future. They expressed a desire to cooperate with the City in developing reasonable structures for such fees but did not indicate an absolute opposition to them. Generally, this goal and the financing of both operations and capital are somewhat in limbo until the legislature determines what it intends to do with the property tax issue. 6. Proactive Approach to Desired Development --The thrust of this goal was to attract desirable businesses and projects through improved communications with the development community. It was the desire of the group to increase the community focus of developers so that they would have more ownership in the outcomes and the way they relate to the City. It was further suggested that additional performance standards be developed for the City's commercial areas. Since the strategic planning session, the City has attempted to maintain and enhance its communications with its development community. Shortly after the session, the Community Development Department refined and began implementa- tion of its three step application process with input from the Developers Task Force. More recently, the City and various developers participated in a staff/developer retreat in which a facilitator attempted to identify joint goals for the City and development community. Somewhat surprisingly, many goals and issues raised at this retreat parallel goals raised by the staff/ council retreat. Specifically, enhanced communications, proactive development philosophy, financing for development and redevelopment, and community amenities were cited as needs by the group at that session. TOM HEDGES JULY 5, 1989 PAGE FOUR Contrary to the council/staff retreat, it was the desire of the developers that the City not implement new and additional standards but simply consistently apply those that exist. One of the criticisms that came up was the perception that the City is changing too much too often and should leave its standards alone for a while to see what changes the new standards encourage. I hope this summary is of assistance to you. If you wish additional information or detail on any of the matters summarized, please let me know. As I stant to the City Administrator JDH/jeh