Loading...
10/29/2019 - City Council SpecialSPECIAL CITY COUNCIL MEETING TUESDAY OCTOBER 29, 2019 5:30 P.M. FIRE STATION #2 (1001 STATION TRAIL) AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. CITY COUNCIL AND SENIOR MANAGEMENT TEAM DISCUSSION IV. OTHER BUSINESS V. ADJOURNMENT EAGAN City Council Retreat October 29, 2019 5:30pm Fire Safety Center -1001 Station Trail, Upper Conference Room 5:00-5:30pm Dinner 5:30pm 1. Council and Staff Conversation about the Year(s) Ahead 2. Other Discussion Topics: a. Public Improvement/Special Assessments (429 Process) b. Airport Relations Commission c. Salary Cap d. City Hall/Police Grand Opening e. Joint Grant Application with the City of Burnsville for Fire Department shared services opportunities (Fire District Model) f. State of the City g. Council Conversation 3. Adjourn 1 I th " ' EAGAN MEMO To: Mayor Maguire and City Councilmember Fields From: David M. Osberg, City Administrator Dianne Miller, Assistant City Administrator Date: October 29, 2019 Subject: October 29, 2019 City Council Retreat Overview A City Council retreat is scheduled for Tuesday, October 29 at the Fire Safety Center (2nd floor conference room). Dinner will be available beginning at 5pm, and the retreat will begin at 5:30pm. Enclosed is an agenda for the evening. Council and Staff Conversation about the Year(s) Ahead The City's Senior Management Team (SMT) will join the Council for the beginning of the retreat. Each SMT member was asked to prepare a memo to the Council that speaks to any of the following: What key departmental projects/efforts are coming down the road in the next 1-3 years? • Are there goals you are trying to achieve? If so, • What are you most proud of in your department? • Any innovative efforts to highlight? • Issues or concerns you think the Council should at night? name them. be aware of (i.e. what keeps you up Enclosed are the memos prepared by each department director or manager. Per the direction of the Council at your January 2019 retreat, each SMT member is prepared to dialogue with the Council on issues, projects, etc. outlined in the memos. The team understands that the Council will lead the conversation and there will not be presentations by each director as has been done in the past. Rather, this is a time for you as a Council to discuss the topics of your choosing with the leadership team. Other Discussion Topics The following is a list and summary of other topics that have come up over the past year. Staff would welcome input and direction on the following items: 1. Special assessment 429 v franchise fees Public improvements, primarily street improvements, completed by the City have been specially assessed to adjacent benefitting properties for decades. As the Council has observed for several years, the attendance of the property owners or representatives at the advertised neighborhood meetings or public hearings for typical street improvements is extremely limited, if there is any attendance. The process required to be followed by staff for the utilization of special assessments in accordance with State Statute 429 is significant as it relates to staff time and effort. Alternative funding methods are available. Per the City's Assessment Policy, most of the non -assessable costs included as part of a specially assessed public improvement are covered by the City's Major Street Fund, financed by property taxes, or Utilities Funds, financed by utility fees, as warranted. The Council has the following alternative funding methods available for residents in lieu of special assessments. • Major Street Fund/Property Taxes — In preparing the 5 -year Capital Improvement Plan (CIP), staff provides an estimate of the assessable portion of the proposed public improvements, primarily street overlays/reclamation/reconstruction. These estimated assessable costs could be included as part of the annual city budget, collected as part of the property taxes, and dedicated to the Major Street Fund. This could initially increase property taxes by $50 to $125 annually. This additional property tax would remain as long as the City utilizes this funding method. • Electric/Gas Franchise Fees — Centerpoint Energy, Minnesota Energy Resources and Xcel Energy can include additional city fees for the public right-of-way as part of their utility bills. A number of Minnesota cities have street improvement costs included on the utility bills of these companies. The costs are identified separately from the typical utility costs with reference to the city. The costs can be limited to specific geographical areas or the entire service area within a city. This could increase utility bills as little as $50 per year or as much as an amount equal to special assessments over a 5 or 10 year period. 2. Future of the Airport Relations Commission The Eagan Airport Relations Commission (ARC) was created in 1988, with the purpose being to advise the Council on aircraft noise and airport policies that impact or have the potential to impact the community. For the first fourteen years of operation, the ARC served as the primary body to discuss airport policy issues. The role of the ARC began to change in 2002, when the MSP Noise Oversight Committee (NOC) was established. The NOC is comprised of six city representatives and six airport -user representatives (airlines, business association, freight, etc.). Over the past 17 years, the NOC has grown more sophisticated in its expertise and is the go -to policy advisory board for the Metropolitan Airports Commission (MAC). Assistant City Administrator Miller represents Eagan on the NOC, and just began her third year serving as the Co -Chair. Since 2010, the ARC has been meeting 6 times per year rather than the previous 12 times per year. Up until the recent discussion pertaining to changes associated with CRO, the role of the ARC for several years has been limited to review of aircraft noise data, on-site tours, and review of policy matters being discussed or acted upon by the NOC. The policy question is being raised as to whether there continues to be a need for a volunteer airport commission in the City of Eagan. The following are options, along with pros/cons, for the Council to consider: • Continue with the Commission in its current state with the following rationale: o Pro: The ARC serves as a local gathering place for residents wishing to express concerns or recommendations on airport policy changes, which are then funneled through the City Council. o Con: There are limited public policy issues for the ARC to influence, especially given the airport jurisdiction is under the MAC and FAA. This lack of influence can be frustrating to residents. • Disband the Commission with the following rationale: o Pros: The City is represented on the NOC and has policy input on behalf of the community to the MAC. Eagan residents could attend the NOC meetings rather than ARC meetings to share input under public comments. City staff can continue to be a contact for residents expressing concern about aircraft noise. Also, the MAC has a new Public Relations division, which provides direct communication to residents (and cities) with education pieces, updates on runway usage, etc. The City's Communications staff can share and forward said information to our community through numerous mediums. o Con: Public and Commission perception if the Commission ends. • Change the ARC to an ad hoc committee that meets on an as -needed basis. • Reduce the ARC meeting frequency to quarterly (possibly as a first step to determine the impact). 3 3. Salary Cap The LMC made strides during the last legislative session to introduce several bills to repeal the salary cap and increase the cap. Ultimately, the efforts were not successful, and the salary cap remains. Would the City Council like to take a more active role in advocating for change to the salary cap, and/or would you like the City Administrator to more actively engage with legislators or the LMC on the topic? It is important to note that Representative Masin was the Chair of the House Committee that heard this bill, so engaging more directly with Representative Masin could prove to be an effective strategy. 4. City Hall/Police Grand Opening City Hall is schedule to reopen in Spring 2020. Council direction is being sought on whether you would like the City to host a grand opening event to celebrate the completion of City Hall and Police. 5. Fire District Model • Seek Direction on Shared Services/Fire EMS District with Burnsville 1. In 2014/15 the Council approved Eagan to be part of a State of Minnesota Fire Marshal's Office grant to explore fire shared services ideas with the Cities of Burnsville, Savage, W. St. Paul and S. St. Paul. 2. Since the completion of the study, Burnsville and Eagan have implemented several shared services strategies including: ■ New Firefighter training academy (Burnsville, Eagan & South Metro Fire Departments) ■ Reestablishing the ABLE Training Facility in Burnsville ■ Auto -aid on certain call types ■ Medical direction for Eagan from Burnsville 3. With the change in Eagan's staffing model, Burnsville and Eagan are now more aligned in our service models except for our EMS response. ■ Burnsville Fire operates their own ambulance service. ■ Eagan has a private ambulance service, HealthEast. 4. The Minnesota State Fire Marshal's Office is offering grants to cities that have participated in past shared services study's and may now want to implement some of their findings in to a fire district model. • The grant application is due in December. • Staff needs Council direction on the grant application. 4 6. State of the City Preparation for the 2020 State of the City address will soon be getting underway. Staff welcomes feedback from the Mayor and Council on the format for the address and any changes you'd like to see. 7. Council Conversation In keeping with past practice, an agenda item is included should the Council wish to have a conversation amongst themselves. 5 . + i / �1r EAGAN MEMO To: Mayor and City Councilmembers From: David M. Osberg, City Administrator Dianne Miller, Assistant City Administrator Date: October 29, 2019 Subject: Administration Departmental Update Projects and Efforts we are Proud of Over the Past Year • Selection and onboarding of a new Police Chief and Director of Communications and Engagement. • Leading an organization and guiding a culture where 35% of employees are new or in new positions over the past two years. • Overseeing the construction project at Police and City Hall and creating a new culture of adapting to different ways of working (e.g. multiple work sites, shared work spaces, more mobile opportunities, digital -focus, etc.) • Bringing the Eagan Forward strategies to life-- • Eagan is a Destination: conference center hotel, training camp, redesigned movie theater, comp guide efforts, new restaurants, canine trials and community events, recreation facility study, etc. o Eagan is a Place for All People: staff's efforts and training related to race, equity, and inclusion, an external focus on engaging Eagan's diverse population, new housing opportunities in the community, and new fee options/programs to increase participation in parks and recreation programs. o Eagan is a Healthy Community: bike/pedestrian master plan, addition of pocket parks, goats eating buckthorn, new multi -unit housing with recreational features (trail connections, pools, fitness centers, etc.), recycling and organics at City facilities, and our continued focus on water quality and environmental sustainability. o Eagan is Creative and Innovative: Art Block 2019, a dog -friendly event, community engagement with our public safety teams, electric vehicles in the City fleet, new pickleball/bocce ball complex, etc. o Updating Eagan's Brand: seeing the consistency of the brand and how it has permeated into the organization and community 0 Projects, Goals, and Innovative Efforts for the next 1-3 years • City Hall move in and "onboarding" of the new City Hall—operations, wayfinding, grand opening, etc. Flexibility and openness to change will be a necessity. We want to maintain and grow the mobile environment employees have become accustomed to during the remodel. • Look at DCC operations and the current cost-sharing model. This conversation could blossom into a greater discussion about relations with Dakota County and the consistent theme of the County wanting more money on many different partnerships, and Eagan's choice not to be a part of several JPA efforts. • More thorough, long-term strategic planning and reflection on Eagan Forward. o Where are we going? Are we being too reactive? o Should we hire a strategic planning consultant to assist with a two-day retreat in 2021 with whomever is on the City Council? The Mayor once suggested we hold long-term vision/plan retreats every few years. • Succession planning for several key leadership positions • Does the Council wish to consider a different method for interviewing and selecting commission members? Should a change be made so Commission selections occur the same night as the interview process? • Seeking guidance from the City Council on certain land use applications that come before the Planning Commission and City Council to assist staff during early discussions with developers, so as to minimize the periodic staff uncertainty and uneasiness associated with such conversations at City Council meetings. • Changing demographics of City employees and differing expectations—less longevity in positions, more mission -driven culture, emphasized value of work/life balance, etc. • Creation of an internal mission and values that align with departmental strategic work plans • Commit to training our many new supervisors and the next generation of leaders in our organization. • Identifying funding sources for future capital projects, including those identified through the Parks and Recreation Facility Study. Likewise, looking at future funding sources for funds such as Utilities, franchise fees, etc. • We will be managing three different elections in 2020. In 2022, we will be redistricting. At that time, we will review the most efficient number of polling places, given the increasing popularity of absentee and early voting. We will also evaluate usage of schools as polling places because school districts have expressed security concerns. • For the 2020 elections, we are asking election judges if they speak any languages other than English. Using GIS data, we will schedule the judges in polling places where translation services are likely to be needed. This is in addition to the interpretation service all polling places have access to via phone. • When Laserfiche is fully implemented in 2020, City Clerk and IT staff will begin working with other departments to further automate processes and document retention. • The City Clerk, Community Development, and Police are updating our event permitting process and forms to make the application process easier for users and the review process more efficient. • To enhance inclusivity, we are providing interpretation service training and feedback sessions for staff. Communications is working to share the availability of interpreting services with the public. 7 We are seeking to make security a priority in technology and business decisions. The IT team is developing a more robust and sustainable security program for the City, which will include employee training, polices/procedures, metric management, etc. Issues or Concerns ("What keeps you up at night?") • Community diversity conversation -utilization of the GARE model, support from Council, and outcomes/reactions after the findings of the officer -involved shooting • Keeping staff morale high—impacts of the PD/City Hall construction projects and physical separation of staff; new, less experienced staff replacing long -tenured staff; new supervisors with limited management experience. • Should we plan for a Council retreat and teambuilding effort in January 2021? • Succession planning • Six labor unions (with the addition of Fire Fighters and Fire Captains); five contracts being negotiated for 2020. • Importance of monitoring the City's budget, tax rate, tax base all while retaining the City's bond rating and financial stability. • Development of Northeast Eagan and demand on City services • Legalized sports gambling and the possible impact on Eagan • Uncertainty on the level of interest the City Council has in creating a Youth Advisory Council. In the absence of a youth council, is there interest in attracting more youth to our existing advisory commissions? • We continue to see escalating costs and staffing demands on Information Technology services in our increasingly tech -driven world. • Fear of security breaches on our networks, financial services, etc. (e.g. phishing, ransomware, etc.) 9 0 EAGAN Joe Ellickson, 651-302-0731 10/18/2019 3:36 PM CITY COUNCIL RETREAT PREPARATION MEMO - COMMUNICATIONS FROM: Joe Ellickson, Communications & Engagement Director, 651-302-0731 TO: Eagan City Council, Eagan City Administrator RE: City Council Retreat KEY FUTURE DEPARTMENT PROJECTS: o Increase in Mobile/Text Notification Capabilities o We are currently piloting text notifications with the Parks and Recreation department for a handful of recreational sports leagues. Will begin expanding the capabilities of the tool to more sports, activities and even more departments and services. This tool and the capability can be expanded to serve more external and internal audiences. o Introduction of a Digital Engagement Tool. o The City of Eagan has the foresight to invest in engaging our diversifying community. This was important to the policymakers and leaders that we added this scope to this department and the director position to further get community input. In 2021 we will introduce a dedicated digital engagement tool similar to how Saint Paul, Edina, Minneapolis, Plymouth and many other communities seek digital engagement. This will help us initiate and quantify conversations digitally and provide data. o Website Enhancement and Refresh o With the introduction of a web and applications developer we will intensify ongoing enhancements of the website - simplifying some information to be more relevant to more users. Enhancing and ensuring plain language and ADA compliance across site and working to simplify the process for staff to post and update information. o Tool Integration o Through the capabilities of the new web and application developer, we will begin integrating digital applications to make our tools simpler to use and more efficient for more staff members and the public to use resulting in more streamlined digital applications. o Limited English Proficiency (LEP) Initiation o We will begin sending City communications with language that offers translation — to make sure our communications are accessible to our diverse community. Efforts will begin with Spanish, Somali, and Hmong. o Captioning Integration o Per our own values, advances in new technology, the desire to connect information to people with disabilities, and industry best practices for all populations, we will continue to explore and further integrate captioning into our digital productions. o Continual Upgrade of ETV Capabilities to EAGAN Joe Ellickson, 651-302-0731 10/18/2019 3:36 PM o To increase the quality and value of our own productions, and serve the community, we will continue to upgrade our facilities to stay current. This will ensure we provide quality equipment, facilities and training for producers. o Governance Teams — website and digital o Over the coming years more staff will be engaged, empowered and included in our website and digital presence and practices. This will include creating governance teams to create inclusive and bi-directional input, foster a best practice culture and create training curriculum and standards. DEPARTMENT GOALS: The goal of the Communications Department is to provide both internal and external communications services. These goals include: • Communicate effectively and proactively with all Eagan stakeholders through traditional and digital communication mediums • Provide internal communications consultation, know-how, and implementation (as appropriate) on an enterprise -wide basis • To be a forward thinking, innovative team that increases the capacity of all City departments through communications strategies and planning • Continually increase the service quality and capacity of the Communications Department to serve the public, stakeholders of Eagan, and internal clients • Develop new communications strategies that adjust to the needs and wants of the public. Key Performance Indicators and Goals: r14 EAGAN DEPARTMENT ACHIEVEMENTS: Joe Ellickson, 651-302-0731 10/18/2019 3:36 PM • Experience Eagan — delivered consistently to 29,000 homes. • Eagan Business News —delivered to 2000+ businesses. • Creation of Eagan Now — A high quality and timely program that focuses on providing City news in a digestible manner. After two months the program is already averaging over 5k views. • Digital Production Process and Criteria Creation - We are creating processes for how and when we create digital productions, which in the long term will create consistency, higher quality work, and eventually efficiencies. • New Social Media Avenues — We have created accounts for ETV to grow its' audience which is growing at a rapid pace. • Live Streaming Capabilities — ETV is now live streaming events digitally — so people can watch events in more ways. • Logo and Branding Implementation — Phase 3 of the branding and logo implementation is complete. INNOVATIONS: Digital Engagement - Working with Parks and Rec, we began the digital integration and marketing of the Master Bike and Pedestrian plan. Tool Replacement Initiative — with key enterprise partners and a collaborative initiative model we've began the exploration of new and simplified web tools to help the public find the information they are looking for and for staff to manage requests on the back end. ISSUES, CONCERNS, AND OPPORTUNITIES: • Adapt and Evolve — Over the coming years, technology, communications standards, and even the community will change. It is important that as an enterprise we are able to adjust properly to these needs. • Enhance Communication Service Model — As an organization, we have an opportunity to address our current service gaps by creating a service model that would provide increased communications capabilities and services through an Enterprise Communication Service model. • Scope and Nature of Communications Teams Work — The scope, tools, requirements and number of vehicles has changed and developed rapidly. New platforms, segmentation and targeting provide new opportunities to connect with both more diverse and specific audiences, but this also creates more work for staff, leading to new constraints on capacity, financial resources, and planning. • Accessibility and Inclusion — As an organization we will need to continue to drive our efforts to make our services — and communications - accessible to all community members within Eagan. This will take an investment of time, money, and know-how. Our current staffing model is stretched and may not be able to invest the proper time, effort and strategy to ensure we are doing this properly. 1Z 13 ♦ % / / EAGAN♦aim •+i/ Memo To: Dave Osberg, City Administrator From: Jill Hutmacher, Community Development Director Date: October 11, 2019 Subject: 2019 City Council Retreat This has been a big year for Community Development. Notable changes and progress include: • $194 million of new permit valuation as of September 30, 2019. Development projects include Omni Viking Lakes Hotel, Costco, Emagine Theater, Lexington Pointe Senior Living, Dodd Business Center, and self -storage facilities at Nicols Road and Yankee Doodle Road. • Conversion of all paper building plans and property files to digital format. • Conversion to use of ipads and Plangrid software by inspectors in the field. The use of the mobile devices allows the inspectors to view the most current version of building plans, make notes of required corrections on the actual plans, and communicate accordingly with the contractor during the on-site inspection. • Recruiting and hiring a new City Planner and an entirely new code enforcement staff. • Cleaning out 20 years of accumulated paper, plans, reports, and miscellaneous office detritus and moving seamlessly into our new temporary space! Over the next year, we are looking forward to: • High volume of construction activity with projects including Omni Viking Lakes Hotel (to be completed late 2020), Viking Lakes residential — 1' phase, Fairfield Inn & Suites, the Preserve of Eagan, Glen Pond Apartments and other potential multifamily projects. • Accomplishing priorities identified in the 2020 Planning Work Plan (see below). • Implementation of a Housing Improvement Area at Countryside Villas. • Drafting a Fair Housing Plan for consideration by the City Council. As described in the February 1, 2019 Additional, a Fair Housing Policy will acknowledge the City's role in providing information about fair housing and identify the City's fair housing practices. Beginning in 2019, the Metropolitan Council is requiring an approved FHP to be a prerequisite for receipt of Livable Communities funding. • Continuing business visits to learn about local businesses and learn about what issues may be affecting them. • Moving into our permanent, renovated workspace and finalizing the conversion to digital plan submission and review! lq 2020 Planning Work Plan As Planners review plans and respond to customer inquiries, they occasionally notice areas where the City Code is unclear or inconsistent with current market and development conditions. Planning staff have drafted a 2020 Work Plan to address some of the Code issues identified by staff and/or the City Council. Potential 2020 work plan items are: Review City Sign Code Businesses use a wide array of temporary signage — interim signs, special event signs, flags and inflatables. The City Code does not always provide staff with clear direction on regulating various types of temporary signage. Furthermore, the recent Supreme Court decision in Reed v. City of Gilbert (AZ) focused on the regulation of sign content, particularly for temporary signs. Staff suggests working with the City Attorney to review the sign code, evaluate whether it complies with the recent court decision, and determine whether code amendments would be beneficial to the City and our businesses. Parkins Requirements/Fulfillment Centers The City has experienced increased development of "fulfillment centers" that function differently than typical distribution centers. Examples include Amazon, Hy -Vee (delivery), and Proozy that use a direct delivery option for its customers. The use of smaller delivery vans, contracted drivers and occasionally three work shifts has produced a higher parking demand and more vehicle traffic than at traditional warehouse and distribution facilities. Staff suggests researching how other communities are handling the increase of more direct delivery and best practices being implemented by those communities. Conditional Use Permit Monitoring CUP monitoring occurs on a case-by-case basis, primarily in response to a complaint or request to modify the CUP. Staff suggests proactively evaluating the current status of CUPs to determine compliance with approved conditions. Front Yard Averaging for Setbacks Recently a variance was required for a property on Kyllo Lane that required the property owner to seek a variance to the "average setback established by the existing dwellings located in the block". City Council asked if this was an antiquated section of City Code. Staff suggests researching the section and potentially offering an amendment for Council consideration. Vehicle/Trailer Parking in Front Yard Staff has been interpreting the City Code as prohibiting parking of vehicles and/or trailers on unpaved surfaces in the front yard (the area in front of the front facade of the house). The City Attorney has recently advised staff that they could not issue violations or citations for front yard parking because it is not explicitly prohibited in the City Code. Staff suggests an ordinance amendment to clarify the restriction on front yard parking. Rental Licensing Program Rental licensing programs require periodic inspections of rental housing to verify that units comply with building and fire codes. Previously, the City Council has indicated a reluctance to adopt a rental licensing program due to concerns regarding cost and interference in the private market. Yet, the City Council may wish to consider in the future a rental licensing program for the following reasons: Page 2 lS Age of multifamily units. The City has several multifamily developments that are at or nearing an age when more significant maintenance is necessary. Rental licensing programs are common in cities with aging housing stock and are used in Burnsville, West St. Paul, Hastings, Bloomington, Plymouth, Edina, Golden Valley, and St. Louis Park. Proactive approach to potential deterioration. If rental units deteriorate, it becomes a much more challenging problem to resolve. Many years ago, Burnsville faced significant public criticism and media attention for the condition of some of its multifamily units. Equity. Although any rental resident could call and request an inspection for unsafe conditions, many rental residents may not do so. Some residents may fear losing their lease and their housing by filing a complaint. Others may fear interaction with government based on legal status or cultural beliefs about the role of government. Development of a rental licensing program is expected to take up to two years to research programs in other cities, allow outreach to and feedback from multifamily property owners, create or adjust job descriptions, train staff, and budget appropriately. Licensing fees would cover some or all program costs. In the event the City Council would like to reconsider adoption of a rental licensing program in the future, staff would suggest a two-year advance notice to allow adequate time to develop a program. Page 3 16 19 Eagan Human Resources: Challenges for the future and approaches to address such challenges #1— Workforce Changes: Turnover - Due to retirements and other reasons for turnover, the City is experiencing a loss of institutional knowledge and continuity in service delivery. New employees are less knowledgeable and less skilled in both technical skills and soft skills (communication skills, problem solving) Retention — overall length of stay is decreasing; meaning turnover rates are increasing. Thus, recruiting, hiring, onboarding and training is a constant. From 2018 to 2021, our full-time employee count has, and will increase, from 250 FT benefit -eligible in 2018 to 291 in 2019, to 314 in 2020, and to approximately 327 in 2021. # 2 - Rising Costs: Medical Costs— The City's medical claims far exceed premiums collected. The City is locked into a 12% rate cap through 2021. Effective January 1, 2022, premium costs will far exceed 12%, with a preliminary estimate from Gallagher Benefits Services that reflects a potential of up to a 30% increase in medical premiums. Other cost increases include Pre -Employment medical exams, Psychological Exams and Drug Screenings. Worker's Compensation Claims — Work related injuries and costs associated with these injuries are on the rise. Ancillary Benefits, Employee Assistance and other Perks — these include costs associated with administering benefits and programs that enhance the employee's work experience, such as Third -Party Administration fees to manage insurances for both active and retired employees and Quality of Life programs such as the Employee Assistance Program and other initiatives addressing Wellness and Safety. #3 - Heightened Levels of Legal Compliance and Recordkeeping: New legislation and existing legislation from both the State of MN and the Federal government drive Human Resources practices. The Employee Handbook has 30 articles out of 48 articles that directly relate to MN Statute or Federal legislation, with more updates to come. The other 18 articles relate to City policies. This does not include laws surrounding the City's six (6) collective bargaining agreements. Keeping these laws and policies "in -check" is not for the faint of heart. Examples of new legislation include: • Compliance with additions to MN Statute 181— "Wage Theft Legislation" effective July 1,2019 • Compliance with a new Federal mandate to register with the CDL Clearinghouse, effective January 2020. • Revisions to Title VII of the Civil Rights Act surrounding gender related social issues F6 Goals: 1. To strive for workforce Continuity 2. To address Costs 3. To ensure Compliance Approaches to: Continuity 1. Strategically recruit 2. Enhance onboarding and training experience 3. Analyze turnover and length of stay in order to identify and address trends 4. Address performance issues early in an employee's tenure Costs 1. Leverage insurance carriers to help educate employees how to maximize their benefits 2. Address and Analyze work related injuries for causes and identify prevention strategies 3. Gather feedback from Employees to address work life satisfaction "beyond the paycheck" Compliance 1. Educate 2. Promote Buy -in 3. Love the Law Department Highlights & Accomplishments: 1. Purchased and implemented anew Applicant Tracking System 2. Negotiated first contract with FT Fire Fighters and FT Fire Captains 3. Recruited and Onboarded over 30 new full-time employees in 2019 Projects: 1. Convert all Personnel/Employee Files into Laserfiche 2. Revise and update Employee Handbook and create a Benefit Policy Manual 3. Create training curricula for newly hired and promoted Supervisors (Eagan University) 9 Memo To: Dave Osberg, City Administrator Dianne Miller, Assistant City Administrator From: Tom Pepper, Finance Director Date: October 18, 2019 Subject: Finance Department The State of the Finance Department is good! In this memo, I want to review recent accomplishments by touching on three projects we have successfully completed. I also want to address some of the financial challenges and opportunities the City has ahead. Projects Most of the projects we work on in Finance are invisible to the community. That's part of the internal service nature of our department. Nevertheless, these projects are making a difference to Eagan: Implementation of the Tungsten accounts payable automated workflow system a couple years ago streamlined invoice processing across all departments. Invoices that aren't received by email are scanned, routed for approval electronically, and digitally stored— we've gone mostly paperless! • Moving to a two-year budget process has made a huge difference to the City's many budget preparers. Not only has it enabled staff and City Council to plan and implement changes with a more holistic and thoughtful approach, it has saved countless hours of budget preparers' time across all departments in the off years. • 2019 was the first year using the Hubble budget module. Hubble, a reporting tool tied to our financial system, recently developed a budgeting application. Implementation was successful, and lessons learned will help make the process even smoother next time. Two additional benefits of the Hubble software: o We no longer need a summer budget intern to update the volumes of spreadsheets we maintained under the old system. za E AG A N Memo To: Dave Osberg, City Administrator Dianne Miller, Assistant City Administrator From: Tom Pepper, Finance Director Date: October 18, 2019 Subject: Finance Department The State of the Finance Department is good! In this memo, I want to review recent accomplishments by touching on three projects we have successfully completed. I also want to address some of the financial challenges and opportunities the City has ahead. Projects Most of the projects we work on in Finance are invisible to the community. That's part of the internal service nature of our department. Nevertheless, these projects are making a difference to Eagan: Implementation of the Tungsten accounts payable automated workflow system a couple years ago streamlined invoice processing across all departments. Invoices that aren't received by email are scanned, routed for approval electronically, and digitally stored— we've gone mostly paperless! • Moving to a two-year budget process has made a huge difference to the City's many budget preparers. Not only has it enabled staff and City Council to plan and implement changes with a more holistic and thoughtful approach, it has saved countless hours of budget preparers' time across all departments in the off years. • 2019 was the first year using the Hubble budget module. Hubble, a reporting tool tied to our financial system, recently developed a budgeting application. Implementation was successful, and lessons learned will help make the process even smoother next time. Two additional benefits of the Hubble software: o We no longer need a summer budget intern to update the volumes of spreadsheets we maintained under the old system. za o Most importantly, for the first time all budget managers using Hubble now have real-time budget vs. actual data at their fingertips all year long. Over the next year, we'll provide more extensive training of departmental budget managers in utilizing Hubble reports so they can more readily manage their budgets. Challenges/Opportunities Under the umbrella of long-term financial planning, the following areas will be of interest over the next few years: • We are in the process of retaining a firm to perform a comprehensive utilities rate study as planned in the 2020 budget. Our last rate study was completed in 2010. We adjusted the consultant's 20 -year rate model over the last several years to account for higher than expected capital needs. We have increased water and sewer rates 3-5% annually; nevertheless, cash in the fund has dropped from $37 million in 2015 to just under $30 million today. There's a good chance the study will suggest even higher rate increases. Finance and Public Works staff have discussed the possibility of funding street improvements by means other than special assessments. The assessment process and receipting assessment payments requires significant administrative time and expense for both Finance and Public Works staff. Many cities fund street reconstruction through utility franchise fees and/or additional ad valorem levies. Changing horses in midstream, so to speak, is complicated, but other cities have modeled how it can be done equitably. • As noted in a City Council Finance Committee earlier this year, franchise fee revenues have dropped to levels that no longer fully support the Communications budget, which has traditionally been funded by franchise fees. The gap can be covered by franchise fees fund balance in the short term, but in 3-4 years that well will run dry and additional levy dollars will be required. • As areas of the City continue to redevelop in the years ahead, it would be helpful to have a fund for city improvements/amenities within the development that would not otherwise be paid by TIF, abatement, or the developer directly. Whether that fund is the existing community investment fund or a new redevelopment fund, current funding sources may not be enough to cover potential needs. The final area of opportunity I want to mention is succession planning in the Finance Department. My plan is to retire in April 2021 when I turn 66. I've never felt better about the staff complement in our department than I do now. We have exceedingly capable people who are ready to step up to the next level, and who will continue to uphold the reputation of fiscal excellence and first-rate customer service we have enjoyed for decades. Of my career accomplishments at Eagan, I am proudest of the people I have brought on board. Page 2 Z-1 The Fire Department highlights and projects/efforts generally align with the 2017 Citygate Fire Department Staffing, Emergency Medical Services and Response Times Study. Below are the recommendations from the 2017 Citygate Study along with updates of progress: Recommendation #1: If the City Council and community choose to deliver urban best practice outcomes to building fires and life-threatening medical incidents, the City should consider funding a small career -staffed force of three engines and one ladder truck, with three personnel each from the three fire stations, 24/7/365. Update: o With the assistance of our recent $3.4 million -dollar SAFER grant, we will be implementing Steps 2 & 3 of the Citygate Study. Steps 2 & 3 add 18 additional full-time staff. o This allows all three Eagan Fire Stations to be staffed 24/7 with a total of 12 full-time firefighters per shift staffing three fire engines & a ladder truck. o The final Citygate Study step is step 4 which would add one Battalion Chief to each of the three shifts. (total of three positions). This will be a future budget request. Recommendation #2: If the policy choice is made to maintain and possibly grow career staffing, then during the staffed times of the day, the Fire Department should handle all EMS first responder incidents to increase the EMS trained personnel to the incident and allow police officers time needed to perform primary police functions. • Update: o In the Spring of 2020, the Fire Department will be in the position to take primary responsibility for all EMS related calls in the City (approximately 5,000 annually), which will free Police Officers to respond to police related calls. The Citygate Study identified that the average Eagan Police Officer spent 21% of their shift responding to EMS calls. o This will be the first time in Eagan's history that we have highly trained City EMT's or Medics responding to medical calls in our community. Recommendation #3: Distribution of Fire Crews: To treat medical patients and control small fires, the first -due unit should arrive within 7:30 minutes, 90 percent of the time, from the receipt of the 9-1-1 call in the dispatch center. This equates to a 1:30 -minute dispatch time, a 2:00 -minute company turnout time, and a 4:00 -minute drive time in the most populated areas. zZ • Update: o Our average response time in 2017 was 14:14 minutes. o For 2019 year to date our overall response time is 7:18 minutes. This is almost a 7 minute improvement. Recommendation #5: Conduct a review of crew turnout times to identify opportunities for procedural improvement. • Update: o As our stations have changed from paid -on-call response to that of staffed stations, we have started to reconfigure areas to improve crew turnout times. ■ This includes adding sleeping rooms to Fire Station Four in 2020. ■ And accessing how to convert the once volunteer firefighter dorm/apartments into a better flowing full-time sleeping rooms for quicker response turnout. o All of this will helpmeet the 2 -minute average crew turnout time from the time the alarm sounds at the station until the truck is on its way to a call. Recommendation #6: Align POC firefighter response expectations to the community's needs to ensure the investment in training and long-term retirement stipends deliver staffing when needed on primary responding apparatus. This could result in fewer personnel, but they would all be active. • Update: o As our new staffing model continues to evolve, the need for the traditional paid -on-call or part-time firefighters needs to be evaluated. ■ Prior to the Citygate Study we averaged 15 paid -on-call firefighters leaving each year. This turnover rate was one of the main reasons for the staffing study. ■ When the Citygate study was completed in 2017 we had 97 paid -on-call firefighters. Today we have approximately 35. Recommendation #7: To better incentivize part-time firefighters who can immediately respond when needed, the City and Department should study converting the POC firefighter flat annual payment pension program to: o A part-time firefighter program that pays firefighters an hourly wage that does not include benefits, or o The State of Minnesota's Public Employee Retirement Association (PERA) part-time employee system that is based on the amount of hours worked. Update: o Continuing to maintain the current model of part-time firefighters in the Fire Relief Association Pension system requires special legislation to be able to split the annual Fire State Aid the city receives. Without a Fire Relief system, the city would be able to use the entire Fire State Aid to offset the costs of full-time fire staffing. 23 o As steps 2 & 3 of the Citygate staffing study get implemented in 2020, Fire Department Leadership will make recommendations on the future of part-time fire staffing. Summary: • With this new staffing model, we have streamlined our operations: o We have gone from 6 fire stations to 3. o We continue to right size our apparatus fleet. Including downsizing from 3 aerial devices to 2 and from 8 fire engines to 5. • With our recent hiring process for the next 18 fulltime staff, we have been able to add diversity to our ranks to better reflect our community. • We have a staffing model in place that is providing a reliable, sustainable and predictable response to fire and EMS calls in our community. CityGate Staffing Study Steps Step 1A: Two engines with two firefighters, 24/7/365 Step 16: Third crewmember to be career Step 2: Add third engine with three firefighters, 24/7/365 Step 3: Add a ladder truck with three firefighters, 24/7/365 Step 4: Add three career Battalion Chiefs for 24/7/365 incident command / safety V{ 25 a Q C .B f0 N t i O CL CL N s O A U C a N N C U a t H L f0 a T Ln m C. t C a CL CL m L O N do C t 4. cB bn T C m E T fC 3 a L m .C_ 0 U N Q L a ao C C �o CL a) 7 C U a N �3 a v t Lr - Q) O U 0 C O C 7 O 0 a c a H L Q C a L a a v C. a U C O U a t 4- 0 (U E O N N m l0 E N a N a N a C a O 'c E 0 U Vf .0 Q CZ G O oc CL Z 0 a W ac u W cc o a L L Lcu m O T H UO a O N 3 C -0 7 a m w N ' O N > O +1 i1 a L C U to Q a a o C L Ln o o0 c ° f6 o C a N t 0 "0 N O a C m N L to t C H D1 "a f6 t ri C + O n T _ C ) a c L a C O p w co O LJ N 0 W > = ami 4, f6 L C ro 0 (0 Y ++ O L C E C f9 3 a E O >. LN O v C CL u O a +_ '3 C > a� 0�,- C. ma U 'U E C +�Ea 3 C C Q -O f0 cf Oi E C L 4- L on 0 ry 0 '^ Q a L C Q L Q a `^ C a a Uf (MA 'V E � 1 L L 4- a C a 0 aj in c L aj a a Q- 41 L C O t m Ln tw L O M a ++ E -0 C L O o 2 E +. � o `� L mQ 0 Y ZIA C Q O a CL o o d L QQ cCa 0 +tea+ u w C E v 11 O 0 UC V) H a ai 42 > f0 a v ra Q N 0 ao C E noO Q to w N N a bn C v f0 t U N L m C m O N N O 3 0 W a t C f0 a U f0 Q N t bD O O C a GJ cc t c 0 2!- 0- E 0- N a 3 t t 3 O 00 C E m L to 0 0- 0 a T m f6 C O C m N a f6 U h t H N CL 0 SOD IA L m C 0 N I O a`uo 0 a C 0 u V a t c N a v C W E OD O G. W Q a Ln Z W CL O 0 Z Q W 0 LL bd a ►Q C O N m E N v C m 4- 0 L 7 v C v Iz x w O 4- a Z? L L � p J N C — O O p N � N l0 UJ Q 4- 3 to 3 � � N a, w E aj O L L ajC Qj C N i L O N N L C U O N O 4 O G! CD 3 3a r_ a, cc cu i N Ln i Ln rc v Q U -0 N N � (p N t O_ a v p m t s 4- 4-1 N p 3 O O a U 0 O O L- CL CL v C C E m a m O bo I U W U L L.r S O L N �' >. O L t: 4- UU +1 m C *' c`"o a C E pOp fuo O Ln H = N 'N Ln E O C i O N Y +- p N p M 4, 0 H 3 O ON Ou N .0 CL cOo 4O O :3Ln N Nco N O N C;' Q p p N .v O to c O J N 7 0 a Z W a u U Z a a W Ix. W H Z W u r Z C� G O u Z a a W a u 4T N r 0 c O 16 a m L O m OL Q 4O N O a1 C } a) 'a C L V) CU +-IVI ua) 4-N O O H aJ Q a 00 'a -O "O > m p_ O i O m = u C >mw 0 4 O C -� ' O V Q V m C C O -0 C O A 'O M O U 4 U m U C +10 C O a) >' Q uC> Q O m C m ~ O O. u�ymdA m N O dA OR0 a-+, R CNO D4 om v 3o NN E a W ai cCaO) 3 CL i2 W co w a 'n o aj c O v w > vcu O m U N m p Vf L N LA In m CL CL •C M O C m > d0 'o p oA CL C b0 �° Y m U o .0 O O o a1 L m f° a1 m M M t c o C Q U (u C m u ++ 3 Z o +, W a� m E L a p +, Q 3 O u L a� t a n w a, E vui +, c .y N cu N L L O 41 3 u VI m C m m O u O aQ+ +�-+ CL N a% >0 v (U �_ a-0 L 3� c Q a� +� ° .m i O L Ca 0 O a' -p a) n E C V) 4- y " O p U O C N O_ C C 'L 41 X m m om--• O N m m O. C aJ +�' O +� +m + m CL EA t O N al tC O O O O c to m v i C (v C 'a O m MT + Y +, O 4, U H E m m r U V) a ++ (U C V) W > W m to ^ 3 t -p C -Q m A O m m Q Q- C m w a) C a) L C ' O m C a! O m L ++ O u .0 .a v OD m N m C IV m 41 0> E °�' 'W c +J 4 CU +- L ++ () u U W C 3 tO "a u � _u •� C O m CL a, •o *' m Ll u v C +, O O a, +� m C a, Q C '! m ° L m ac a) m O m E 3 L n' > 3 u 3 N C O w N 3 E -0 .� '' 3 .Oc v''i 3 (A m O U Lcc CL) to cu ti VI v m *-' +' N 3 p m o m u Vf Vf E c a c v ( t c o c r (u bn o c 3 c u O Y C -a u p aJ LL 'C C Q C ++ al H L v L c O O i 3 C V) C C C O ++ L O 47 L m w � m C E 3 y 1 4, E �+ "a C. N m a) G C m m h , m L p y cu IO +, _ m E m a� on o c M m (A +� ��— a C 0 EL U r - m u E v a) +' o E CL 0 CU E M QJ CL t m > w C L m p > — &0 m of L ++ p m U a! 3 i' O Vl Q- > C w W O p L- t '' W m� O_ aJ o ° o m u <o m un +' y a� E a s o a c C u °� w o c o p y 'L' v o ao +' `L° a to c a y m 4! Vl a! m L > E C 3 p ca '� C C O +, +, aj O �. 3 > E O m 3 C a) m 'a L v w E Q" ou t o c c m Q•m U u L a, L C � > O I- mO v O OA O Q E 0 p , t U ++ O— Vl aJ aJ L 3 aJ > }, C N 4- O 3 3 Q m Y E L o c '�+ ° a Z � m Q 0 3 - to ,E ;,; a, (U a aci '� v .m j 'p 3 CL LUC L Q N m L C of N 'E m ++ .0 00 C m o u d 'C C- U Q C 3 N N E - � O 3 m vi +' Q. C U 0 o -a m aJ c 3 E +�+ 0 c o u' c c -a o v N O v E„ c a) t U O L L — 'm N W +' of m C t u 'n Q O +' C �+n m 4 ++ 4- v a Vf vv v c Ln OpiD o a, > a0 3 0 o p `° V, l7 ° > c m c o c �to ° - 'n L° 'n o ai 2� E aj U u ami cu aci IV u c o� u aj c o Q +_ e -I— - N +, � a u o. a a� pCAo = m "a Ou Q w m v 0 c m t a) t 'a aj u m i ar = H N +, a! Q C w m C 3 ut a Vf E u vi t +, -a N �i m vNi C I- N m 0 3 m�� c � O v� *' v QV) �� .I_n 3 (v 3 z OLU CU a, Ln CL +� N U 3 (U u a > m C Y m aJ aa+ 0 C j � aL� r L d m� O � O� O E Q N G z �' V z Q m m d L U t 3 Ll 3 N O U 3 VI t ++ a) > ai Q („7 L Q (� ,,, LU O. O E .a .� ` 3 :.) • LU • • m • • Y • • • • • • U 0 m m 21 City Council Retreat Eagan Police Overview The purpose of this memorandum is to provide an overview of the Police Department as it relates to projects, goals, highlights, innovation and issues we may experience over the next 1-3 years. Below, you will find the topic along with a brief summary, where I welcome any additional questions you may have. Projects/Efforts coming in the next 1-3 years: • Wellness Program --- o Create a sustainable Wellness program, where employees are encouraged to meet minimal health standards (i.e. annual physical), and an optional fitness standards test will be put into place. o All sworn staff members will be required to do a mental health check-up, also known as "Check-up from the Neck -up", with a licensed therapist. The information shared at these meetings would remain private between the employee and the therapist, unless there was a need to report something. o We will leverage PERA, ICMA, Financial Planners and our Human Resource department to ensure our employees are prepared for retirement. • Youth leadership Academy --- o Annually, the FBI host a Youth Leadership Academy at their training facility in Quantico, Virginia. The Police Department has begun discussions with the FBI and other metro law enforcement agencies to bring a similar program to Eagan in partnership with the Minnesota Vikings. The New England Patriots are the only other NFL team to do this with their local law enforcement agency. • County Consortiums --- o There are a number of law enforcement consortiums that exist in the county that we are not part of, such as Computer Forensics, Mobile Field Force, and CJIN. We will continue to evaluate these initiatives, and weigh whether there's a benefit to the department and community. We've elected not to participate with these initiatives, due to cost and redundancy it would create in our operation. • Body Worn Cameras --- o The Police Department continues to work on identifying and implementing Body Worn Cameras, where I anticipate full implementation sometime in 2020. 310 Goals: • Community Engagement --- o Continue to find ways to connect with the community through creative enforcement. This past year we've done "Busted by the Bus", introduced the "Lights On" program, and most recently rolled out "Paws on Patrol", which provides dog owners with bags to encourage them to clean-up their pets waste when they are out for a walk. • Hiring/Diverse Staff --- o We continue to seek ways to identify diverse candidates, however we are not going to settle on people to meet this goal. So far in 2019, I've hired four people, all of which have been women. • Expand our Social Media Platform --- o We will work with our Communication department to identify ways to have a broader reach to our community. Currently, we use Twitter, Facebook and the City website to accomplish that, where we may look to other social media sites, such as Snapchat, to reach our younger generation. Highlights: • New Mission Statement --- o One of our goals in 2018, was to adopt a new mission statement, which now reads: "The mission of the Eagan Police is providing public safety, and maintaining public trust by serving with respect and professionalism". o Staff wanted something short and concise, which spoke to how we serve our community and treat each other. • Officer Involved Shooting (OIS)/Protest --- o Following the OIS on July 2"d, staff at the police department faced a lot of public scrutiny, where I couldn't be prouder of how they carried themselves. The events that followed this incident served as a good example of how staff embraced our new mission statement. • Canine Trials --- o With the assistance of our Parks and Recreation Department, we hosted the Region 18 USPCA K9 trials in Eagan. Approximately 100 dogs participated in this annual event, which is generally held throughout the five -state region. Many of the participants praised the City of Eagan for hosting such a top notch event, where they were surprised by the number of citizens that attended the event. 31 Innovation: • Lexipol --- o We are working on transitioning to Lexipol, which is an on-line Policy and Procedure program that ensures state and federal mandates are outlined in the manual. • Scheduling program --- o The Minneapolis based company we get our scheduling system from advised they are no longer supporting the program. Per our contract, they needed to give us a 90 -day notice which started at the beginning of October. We have approximately 90 -days to identify a new system. • BWC/!n-squad Cameras --- o We hope to be testing these products before the end of the year. Issues/Concerns: • Finding quality candidates --- o During our last hiring process, we only received 50 applications, and only 35 of those met the minimum qualifications. This marks the fewest amount of applications that I've seen in my 25 -year career. o We've increased our presence at colleges throughout the state to try to mitigate this problem. o We will also try to leverage our Cadet positions to fill vacancies in the future, along with participating in alternative hiring programs such as Pathways to Policing. o At some point, we may need to reconsider our 4 -year degree requirement. • Loss of key staff -- o Detective Stefanie Bolks --- retiring in January 2020 --- She has been instrumental in tracking our Predatory Offenders o Deputy Chief Mike Fineran --- retiring in October 2020 --- He oversees the day- to-day operations at the Police Department. o Lieutenant Duane Pike --- retiring in May or November of 2020 --- He oversees our Daytime operations and Investigative unit. o There may be several others 3Z 33 City Council Retreat Prep, 10-29-19 — Public Works Department Efforts/Considerations The following highlights are of interest to Public Works for Council information/consideration. Forestry Division's Emerald Ash Borer (EAB) Program Assisting the Forestry Division's EAB program through the removal of boulevard trees in the public right of way will be a significant impact upon the Streets Division. Current estimates indicate 3,000 ash boulevard trees need to be removed in the next seven years. PW staff is accustomed to removing or trimming between 80 and 100 trees in a typical year. The addition of the EAB effort would at least triple the amount removed. It is likely that a combination of the following options would need to be utilized to accommodate the desired schedule: add vehicle/equipment, add staff person, utilize contractor. Telecommunications Study Past and recent conversations with cell phone providers have provided City staff with new thoughts on shared facilities for cell phone system management, including Small Cell/5G implementations. Forthcoming (2-3 years) residential water meter reading efforts, including Automatic Meter Reading (AMR), either with the use of radio readers or the option of fiber connections, are also generating new considerations for the use of telecommunications within Eagan. The Council may want to consider a Telecommunications Study to consider the value of additional "Sperry Towers" and the City's use of "fiber to the home" for the AMR. Streetlights An important asset within the city has been completely off the radar from a maintenance and replacement perspective. Streetlights in Eagan have typically been paid for initially by the developer per City condition for the development. The City and its constituents pay for the electrical cost and, in many instances, a higher rate to cover replacement costs for any damaged poles. As much of Eagan was developed 25 years ago or more, streetlight replacement has become an issue that needs to be addressed. At least one of the city's electrical utilities is offering to replace streetlights in need of replacement at costs that are higher than the cost of City owned streetlights. But it isn't as simple as it sounds. Future Council considerations include City ownership, renewing expired franchise agreements, and 5G. Storm Water Plan (Atlas 14) Implementation of the new Storm Water Plan incorporates a 25% increase (7.45" vs 6.0") in the rainfall associated with the 1% storm event for design purposes within the city due to the National Oceanic and Atmospheric Administration Atlas 14 recommendations. While recent developments within the city have incorporated the new 1 % storm event standard in any associated design efforts, 99% of the City's existing storm water infrastructure is based upon the previous design standard. Accordingly, any updates or maintenance of the storm sewer system 3 �{ will be based on this higher standard. Results may include recommended replacements of existing components of the system and acquisition of easements on developed property. Utility (Water/Sewer Mains) eplacement/Asset Mana eg ment As the infrastructure within the city ages, there will be an increased amount of City utility (water/sanitary sewer/storm sewer) replacements required with street projects. Ideally, the utilities will wait until the streets are reconstructed (50-60 years after original construction), but we have already experienced some that wouldn't wait in this current construction season. With the addition of the Asset Management Coordinator, staff will be pursuing more analytical approaches to managing the nearly billion dollars of assets owned and managed by Public Works. More testing and system inspections may be required to enable more resilient systems. Additional software is anticipated to develop cost effective repair/replacement schedules. Utility Rate StudX Working together with the Finance Department, the time is ripe for a utility rate study for all the utility fees. From water and sewer to drainage and streetlights, system operational costs are changing, and the associated funding needs to accommodate these shifting expenditures. Changes that are supporting a study include the likely move to Automatic Meter Reading (AMR) for all water meters, aging of the infrastructure and attaining a better understanding of the lifecycle cost through asset management, Atlas 14 design changes to the storm water system, and the impending replacement of streetlights. TINA Update The City Council is familiar with the City's Transportation Infrastructure Needs Analysis (TINA) having utilized it as a past guide for financial planning of transportation improvements through the CIP. With nearly a decade passing since the last update, and multiple unforeseen improvements completed and planned for the transportation system, a future update should be considered. New future transportation projects to be considered include upgrades of Cedar Avenue Freeway and Highway 3, as well as an interchange on I-494 at Argenta Trail (IGH). Water R e-1 ice The City Council has been supportive of reusing stormwater or groundwater for irrigation and industrial non -potable purposes as a means of water conservation. Cooperative efforts with the Metropolitan Council Environmental Services at the Seneca Wastewater Treatment Plant that have been included in past CIPS have hit a snag. While staff hopes that a future solution can resolve the current cost issue at Seneca, alternative sites are being pursued, including Viking Lakes, for the reuse of drainage for irrigation purposes. Such efforts will support the Council's water conservation efforts that will take a big step forward in 2020. Dakota County Cost Share Policy Revisions ?S The dissolution of the Counties Transit Improvement Board (CTIB) allowed the Dakota County Board to enact the Greater Minnesota Transportation Sales and Use Tax, ensuring that 100% of the additional sales tax spent in the County would benefit Dakota County transportation projects, including those completed in partnership with local cities. Consequently, two main outcomes are anticipated. Changes to County highway cost sharing policies have been implemented for use in future projects. This will likely reduce the City's share in most County projects as the City's share will be capped below past policy proportions. The only projects where the past County policy would apply without a cap is on 2 -lane to 4 -lane expansion projects on County highways that are not Principal Arterials or on the 10 -ton County highway network. Most County highways in Eagan are on the 10 -ton network. Secondly, the County has a significant increase in resources available for transportation improvements. Opportunities for improvements of trail, transit and State highway systems are more likely than before. Suggestions are being taken. 3(