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