Loading...
02/11/2020 - City Council Special SPECIAL CITY COUNCIL MEETING TUESDAY FEBRUARY 11, 2020 5:30 P.M. COUNCIL CHAMBERS—EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. UPDATE FROM MINNESOTA VALLEY TRANSIT AUTHORITY IV. PROPOSED REDEVELOPMENT FUND V. BUSINESS SURVEY RESULTS VI. EMERALD ASH BORER UPDATE VII. OTHER BUSINESS VIII. ADJOURNMENT Agenda Information Memo February 11, 2020, Eagan Special City Council Workshop III.UPDATE FROM MINNESOA VALLEY TRANSIT AUTHORITY Action to Be Considered: No action needed. Representatives from the Minnesota Valley Transit Authority will be present to provide further information about MVTA legislative priorities and activities, along with the legislative agenda for the Suburban Transit Association. Facts: ➢The City of Eagan is a member of the Minnesota Valley Transit Authority ➢City Councilmember Gary Hansen is a member of the Minnesota Valley Transit Authority Board of Commissioners ➢In March, 2018 the Minnesota Valley Transit Authority Board of Commissioners approved an updated strategic plan that will guide the agency through 2022 ➢Luther Wynder, Executive Director; Public Information Manager Richard Crawford and Acting Planning Manager Aaron Bartling will attend the meeting on Tuesday February 11, 2020 to provide further information about MVTA activities and 2020 Legislative priorities, along with the legislative agenda for the Suburban Transit Authority. Attachments: (2) III.-1 III.-2 MVTA Strategic Plan Presentation Strategic PlanMinnesota Valley Transit Authority 2018-2022 March 2018 2 SummaryStrategic Plan In the winter of 2017, the Minnesota Valley Transit Authority set out to create a dynamic blueprint for the growth of the agency for the next five years. With the help of Bolton & Menk, Inc., MVTA has created a plan that can be used to track progress and keep the wheels of the company moving on a path of continued success for years to come. Conversations with key staff and board members at a Strategic Plan retreat identified five guiding principles for the agency: increase and strengthen partnerships; promote MVTA’s brand; provide state-of-the-art, real-time information; prioritize customer support and feedback; and explore last- mile, special event, and other innovative services. Specific goals were built on the framework of these principles. The four key goals include: service excellence, financial stability, community engagement, and innovative solutions. Each goal brings its own unique contribution to the agency while simultaneously supporting the others, steering the company in the right direction. The four goals will be explored in detail in the following pages. This Strategic Plan is not a static, unchanging document; it is a living document that allows flexibility to develop work plans and adjust to external factors and customer needs. Goals, focus areas, and action items will help measure progress and influence decisions that are consistent with the agency’s mission and vision. The plan may be updated periodically to address new challenges and needs. A separate, dynamic list of departmental projects is included as a supplemental appendix to MVTA’s Strategic Plan. Results and accomplishments of each project will allow MVTA to achieve the bigger picture goals and action metrics identified in the Strategic Plan. our Mission Connecting customers to desired destinations. our Vision Establish MVTA as the most connected transit agency through service, innovation, technology, and partnerships. MVTAwe are 11,000+daily boardings 20 transit stations and park & rides 2 counties7 cities 164 buses Free publicWi-Fi on 95.5%customer satisfaction rate over 3.8 million miles operated each year2ndlargest provider in MN 32 routes with 152 variations served each year over 2.9 million Stellar safety record: accidentrate by revenue miles under 1% all buses Increase & strengthenPartnerships Promote MVTA Brand Provide Real-TimeInformation Prioritize Customer Support & Feedback Explore Last-Mile, Special Event, & Other Innovative Services #1 #2 #3 #4 #5 Top 5Guiding Principles for the next 5 years 8 “Combining leadership, teamwork, and problem solving to efficiently deliver safe, courteous, and reliable service.” Goalone Service Excellence Focus Areas & Actions Improve and maintain safe, courteous, and reliable service to our customers. •Ensure an on-time garage pull-out rate of 95% •Provide courteous, helpful operators and clean vehicles and facilities »Achieve and maintain 95% on-time performance for bus washing (interior and exterior) »Conduct monthly review of performance against performance targets included in contracts •Achieve 90% or above customer satisfaction rate •Maintain a missed trip rate by revenue miles of less than 1% •Maintain an accident rate by revenue miles of less than 1% •Develop and maintain MVTA mobile app by 2020 •Develop new and meaningful ways for customers to contact MVTA •Achieve and maintain high availability rate for public Wi-Fi amenity •Achieve and maintain 90% compliance rate in the delivery of agency-wide technology services and support Work with all stakeholders to ensure comprehensive transit network. •Create a refreshed marketing plan based on the revised mission and vision to build awareness and education of MVTA services •Work with businesses and cities to enhance service, including last-mile connections, and to grow ridership »Meet with member counties once per year to identify transit needs •Develop and enhance public and private partnerships »Create outreach materials tailored to public and private partnership options »Meet with local businesses to determine partnering opportunities, encourage transit-friendly development, and promote transit incentives »Create an MVTA Partnership Working Group consisting of elected officials and stakeholders Increase and strengthen partnerships. •Collaborate with public/private partners to develop last-mile solutions »Develop one new partnership per year •Ensure connectivity with transportation organizations to meet diverse needs »Meet annually with other transit providers, such as DARTS (Dakota County) and SmartLink Transit (Scott County), to discuss opportunities •Explore ways to serve areas within Dakota and Scott counties that are currently under-served or without service »Meet with member communities once a year to discuss service needs and opportunities 10twoGoal Financial Stability Focus Areas & Actions Focus on planning and delivery of productive service. •Manage costs and develop efficiencies »Annually review costs against performance and provide recommendations for changes •Perform comprehensive review and update of all existing and potential sources of funds by 2019 •Develop suite of MVTA services that adapts to changing community needs »Actively assess route performance according to MVTA and/or regional standards •Develop an annual agency project plan and share focus areas with MVTA Board •Ensure compliance with Federal and State reporting requirements by completing reports inclusive of: Annual Financial Audits, National Transit Database reporting, and Minnesota Legislative Transit Report Advocate for sustainable funding solutions. •Actively inform legislators »Meet with local area legislators at least once per year •Partner with Metropolitan Council to develop funding strategies »Meet with the Suburban Transit Association prior to each legislative session to discuss strategies and coordinate with the Metropolitan Council •Work in conjunction with transit providers to promote a coherent, unified regional system »Continue to work with the Suburban Transit Association to build regional partnerships Explore all new potential funding and financing sources. •Evaluate potential sources, develop a strategy, and then implement an action plan to increase MVTA’s transit share for new grants and potential revenue sources •Leverage public/private partnerships »Increase collaboration with private businesses •Diversify portfolio with grants, creative fares, funding programs, and bus and facility advertising »Identify at least one new opportunity per year •Evaluate the use of existing public Wi-Fi and customer facing station digital displays as a means to sell ad space “Balancing long-term financial needs through cost control and service planning.” Goalthree Community Engagement “Maximizing opportunities to increase awareness, build trust, and engage stakeholders.” Focus Areas & Actions Promote MVTA brand •Develop and implement a public relations campaign that focuses on the customers and the community by 2019 •Capitalize on co-branding opportunities two times a year •Promote the MVTA brand through targeted marketing on a monthly basis Answer the question “what can MVTA do for you?” •Educate the public and stakeholders about the benefits of public transit at schools, senior centers, cities, etc »Increase the number of transit fairs and informational events attended by MVTA representatives •Reach out to employers, cities, and communities that have unfulfilled transit needs »Engage local chambers of commerce or other advisory groups to discuss transit Utilize social media to engage customers and the community •Post regular route updates on social media platforms as soon as information is available •Create and share surveys annually •Actively monitor comments through the GIS Strategic Plan story map 12 14 “Developing tailored, industry-leading transportation solutions to meet diverse customer needs.” Innovative Solutions Goalfour Focus Areas & Actions Technology •Deploy centralized reporting system by 2020 •Leverage data and business intelligence to improve efficiency »Work to increase use of technology reports, such as data warehouse or Automatic Passenger Count, to find efficiencies and validate service decisions •Analyze data to determine appropriate bus size for routes based on existing and future service needs »Review ridership data by route annually to determine fleet needs •Implement a fully integrated CAD/AVL system by 2022 •Continuously explore and implement ways to reduce costs and cut waste in infrastructure, service operations, and maintenance overhead using cloud and virtualization technologies •Implement a centralized MVTA Operations Center to monitor and manage service •Evaluate a minimum of one new or existing technology system a year for continuous improvement and deployment Provide meaningful, real-time information. •Deploy and enable integrated Real-Time Information System across MVTA facilities •Post critical, timely information on website and digital channels within one hour of the incident and update plan for customer response during non-work hours •Create communication tools as a means to provide and receive information, such as a mobile app, by 2020 Creatively embracing change •Conduct comprehensive energy efficiency assessment of all facilities to identify potential long-term cost-savings •Explore funding opportunities for zero-emissions replacement and expansion vehicles and charging systems •Explore new special event services »Develop a special event service plan by 2020 •Support the promotion of alternative transportation modes such as vanpool, carpool, bicycling, walking, and other active means »Promote and provide educational information on alternative modes and regional services such as bikeshare, dial a ride, vanpool, MetroPass, and Guaranteed Ride Home William Droste, Chair Clint Hooppaw, Vice Chair Chris Gerlach, Secretary/Treasurer Kevin Burkart Bob Coughlen Gary Hansen Dan Kealey Jon Ulrich Jay Whiting Luther Wynder, Jen Lehmann, Planning Manager Richard Crawford, Public Information Manager Tyre Fant, IT Manager Steve LaFrance, Samantha Porter, Transportation Director Dan Rudiger, Heidi Scholl, Procurement and Contract Manager Lois Spear, Tania Wink, Jane Kansier, Project Manager Doug Abere, Nicole Schmidt, Project Communication Specialist Ashley Hudson, Nick Meyers, City of Eagan Update FEBRUARY 11, 2020 QUICK FACTS •Founded in 1990 •2nd largest transit system in Minnesota by ridership •Annual ridership of 2.8 million •Operate express, local, flex, reverse commute, on-demand and METRO Red Line •169 buses; 32 routes •200 employees at Eagan Transit Station •10,000 daily boardings 2 RIDERSHIP •About 4,000 riders per day on routes serving Eagan •470 Express Service to Minneapolis (up 6.3 percent year over year) •Three facilities serve Eagan riders –Eagan Transit Station, Blackhawk Park and Ride, Cedar Grove Transit Station •Express service to Minneapolis (470, 472) and U of M (475) •Express service to St. Paul (480, 484) •Mall of America and local routes (Red Line, 438, 440, 444, 445) and connection to Blue Line Train (446).Route 475 serves the University of Minnesota. 2019 MVTA State Fair ridership record Service from Eagan Transit Station 2020 Initiatives •Viking Lakes Service Review In collaboration with Viking Lakes and the Dakota County Regional Chamber of Commerce, a Town Hall meeting is planned for 7:30 a.m. Wednesday, Feb. 12, to gather input from stakeholders regarding potential public transit improvements to the area. •New Real -Time App release New Ride MVTA app is available to provide real-time bus location and trip-planning features for customers. •MVTA is committed to teaching individuals of all ages and abilities to travel safely and independently using public transportation. •MVTA staff is available to provide on-site informational sessions tailored to group’s needs, covering the basics of riding the bus. TRAVEL TRAINING Information: Contact Communication Outreach Specialist Kristi Sellwood at 952-882-7500. LEGISLATIVE PRIORITIES Priority 1. Reinstate General fund appropriation eliminated in 2019. STA members received no general fund money in 2019 –nearly a $2 million reduction. •Projected motor vehicle sales tax (MVST) reductions could result in an overall 10 percent drop in funding. LEGISLATIVE PRIORITIES Priority 2. A more equitable distribution of MVST funding. This is needed meet current and growing demands for suburban service. LEGISLATIVE PRIORITIES Priority 3. Include STA projects in Met Council bonding requests. Additional funding needed to meet vehicle and facility expansion needs as well as to maintain facilities in “state of good repair.” Priority 4. Funding required to add regional technologies. Suburban providers have not been able to access funding for technology that other transit providers have. •Customer amenities parity needed in region. Example: only 1 of 3 Eagan stations have ticket vending machines. Minnesota Valley Transit Authority | City of Eagan Transit Update | Feb. 11, 2020 QUESTIONS Agenda Memo February 11, 2020 Eagan Special City Council Meeting IV. PROPOSED REDEVELOPMENT FUND Action To Be Considered: To provide direction on whether the City should establish a Redevelopment Fund and adopt a Redevelopment and Reinvestment Policy. Facts: At the November 12, 2019 Special City Council Meeting, the City Council discussed a potential Redevelopment Fund which could be used to support certain costs of future redevelopment projects. The City Council provided feedback that the percentage of the fund that could be used for any single project should be limited. The City Council also asked that private investment in the project be defined. Using Council feedback and the eligible uses and funding criteria reviewed by the Council at the November 2019 Special Meeting, staff has drafted a Redevelopment and Reinvestment Policy. If a redevelopment fund were approved, staff recommends that it be added to the table of Programs Available for Financial Assistance that is an attachment to the City’s Business Assistance Policy. Policy Questions: 1.Does the City Council support the establishment of a Redevelopment Fund? 2.Does the City Council support the adoption of a Redevelopment and Reinvestment Policy? 3.Should the transfer of proceeds from the sale of Blue Gentian (Costco) and Duckwood sites into a Redevelopment Fund be placed on a future Consent Agenda for City Council approval? Attachments: (2) IV.-1 Draft Redevelopment and Reinvestment Policy IV.-2 Draft Amendment to Table of Programs Available for Financial Assistance CITY OF EAGAN REDEVELOPMENT AND REINVESTMENT POLICY Approved _____________________, 2020 I. PURPOSE The purpose of this policy is to establish a Redevelopment and Reinvestment Fund and to define the procedures and criteria by which funds will be used to incent and support private investment. This policy shall be used as a guide in processing and reviewing applications for the Redevelopment and Reinvestment Fund. The City shall have the option of amending or waiving sections of this policy when determined necessary or appropriate. II. POLICY It is the policy of the City of Eagan to establish a Redevelopment and Reinvestment Fund (the “Fund”) to provide revenue to assist with certain costs related to redevelopment projects with significant private investment. A. No more than twenty percent (20%) of the total available Fund may be used to support any single project. B. A variety of funding sources should be committed to the project including private investment, CDBG, DEED grants, or Metropolitan Council grants or similar funding sources. C. Private investment should be at least twice the amount of total public investment. D. The Fund shall be used as funding of last resort for costs that cannot be supported by other public or private funding sources. The City may request its Financial Advisor to review the proposal to determine financial need. E. The project should have a defined positive economic impact measurable through growth in property values, new and/or retained jobs, or to meet other goals defined by the City Council. F. The project should reduce the threat to public health, protect, preserve or enhance the environment or contribute to increased environmental, economic, or social sustainability. III. ELIGIBLE USES The Fund may be utilized for the following purposes: A. Planning/technical assistance for costs related to market analysis, financial feasibility studies, concept development, site design, zoning studies, engineering studies, environmental studies, and environmental assessments including Phase I assessments and development of environmental response action plans. B. Property acquisition provided that the property is to be acquired by the City and the City Attorney has advised on process. C. Relocation payments to occupants of property provided that the property is to be acquired by the City and the City Attorney has advised on process. D. Clearance and demolition expenses related to site assemblage for redevelopment. E. Environmental investigation and/or remediation activities on the impacted site. These may include Phase II environmental site assessments, response action plans, soil/soil vapor testing, hazardous building materials survey, contaminated soil excavation and disposal, ground water remediation, contaminated soil remediation, soil vapor remediation and mitigation. F. Necessary public infrastructure improvements required for and directly connected to the redevelopment project such as sanitary or storm sewer, water connections, stormwater (pipes or ponds), fiber optic lines, public streets, and pedestrian facilities. G. Structured parking intended to serve multiple users and/or destinations. Parking must be constructed as part of a redevelopment project and enable greater density and tax base than would be possible without the structured public parking. H. Streetscape and public realm improvements for public parks, plazas, and gathering spaces that are elements of a redevelopment project. I. Geotechnical corrections to soil conditions that require extraordinary expense to remediate. J. Required matching funds from local government for other agency grants. IV. PROCEDURE This policy envisions two processes through which the City would consider use of the Fund. If funds are intended to be used by a private party for eligible uses as part of a project that qualifies as business assistance, the use of funds will be evaluated through the process defined in the City of Eagan Business Assistance Policy. If the funds are intended to be used by the City for eligible uses in support of a private redevelopment project, the use of funds will be evaluated through the process outlined in Section IV.B. below. A. All projects or uses of the Fund that are business assistance as defined in the City’s Business Assistance Policy or that qualify as a business subsidy as defined in Minnesota Statutes 116J.993 through 116J.995 must submit an application for Business Assistance Financing and meet goals and criteria defined in the City of Eagan Business Assistance Policy. B. Projects that do not qualify as business assistance or a business subsidy will be reviewed by the City’s Finance Committee and forwarded to the City Council with a recommendation to approve or deny use of the Fund. The Finance Committee will receive and evaluate the following information during its review. 1. A map showing the exact boundaries of the project. 2. A detailed description of how City redevelopment and reinvestment funds will be used including location, cost, phasing, and public benefit. 3. A general description of the private investment related to the project including size and location of building(s); business type or use; traffic information including parking; projected vehicle counts and traffic flow; timing of project; estimated market value of private investment improvements following completion. 4. A statement identifying the public benefits of the related private investment including estimated increase in property valuation, new jobs to be created, hourly wages, and other elements of public benefit. 5. A statement explaining why the use of the Fund is not a business subsidy with references to Minnesota Statutes 116J.993 through 116J.995. 6. Any other information deemed relevant for the Finance Committee’s full review of the proposed use of the Fund including possible review by the City’s Financial Advisor. Date of Approval: ______________________________ Signed: _______________________________ Mike Maguire, Mayor City of Eagan Programs Available for Financial Assistance Addition to Financial Assistance Tools Table in Business Assistance Policy Program Description Requirements Term Maximum Assistance Eagan Redevelopment and Reinvestment Fund A Fund established by the City to assist with certain costs related to private redevelopment projects. Eligible uses are defined in the City of Eagan Redevelopment and Reinvestment Policy A. A variety of funding sources must be committed to the project including private investment, CDBG, DEED grants, or Metropolitan Council grants. B. Private investment must be at least twice the amount of total public investment. C. The Fund shall be used as funding of last resort for costs that cannot be supported by other public or private funding sources. D. The project should have a defined positive economic impact measurable through growth in property taxes and new and/or retained jobs. E. The project should reduce the threat to public health, protect, preserve or enhance the environment or contribute to increased environmental, economic, or social sustainability. No term No more than 20% of the Fund may be contributed towards a single project Agenda Information Memo February 11, 2020 Eagan Special City Council Workshop V. PRESENTATION OF 2019 BUSINESS SURVEY RESULTS Action to be Considered: No formal action is needed. Facts: ➢ Every two years, the City of Eagan engages an independent research firm to conduct a scientific survey of business owners and managers. The survey is designed to provide the City Council and staff with business perspectives about business climate, community characteristics and government services. ➢ For the 2019 survey, the City once again partnered with National Research Center (NRC), because of its ability to not only gauge business perceptions of the city, but also to make both regional and national comparisons with peer cities. ➢ Over 1,800 businesses received three mailings in September and October 2019. In total, 174 surveys were completed, yielding a margin of error of +/- 5% a confidence interval of 95%. ➢ Communications and Engagement Director Joe Ellickson will give the presentation about the key findings of the survey and answer questions the City Council may have. Attachments: (2) V.-1 National Business Survey (NBS) 2019 Business Climate Report for Eagan V.-2 Presentation 2955 Valmont Road Suite 300 Boulder, Colorado 80301 n-r-c.com • 303-444-7863 Eagan, MN Business Climate Report DRAFT 2019 NRC is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. The National Business Survey™ © 2019 National Research Center, Inc. Contents About ......................................................................................................... 1 Highlights .................................................................................................. 2 Doing Business in Eagan ......................................................................... 3 Community Characteristics ..................................................................... 4 Governance .............................................................................................. 6 Business Climate ..................................................................................... 8 Workforce ................................................................................................. 9 Special Topics........................................................................................ 11 Page 1 The National Business Survey™ © 2019 National Research Center, Inc. About The National Business Survey™ (The NBS) report is about the business climate of Eagan and provides guidance about community characteristics and services that support local businesses. Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NBS captures business owners’ and managers’ opinions across eight central facets of community livability (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). The Business Climate Report provides the opinions of a representative sample of 174 business owners and managers of the City of Eagan. Because no statistical weighting was performed, no traditional margin of error was calculated. However, because not all business owners or managers responded to the survey, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported. The full description of methods used to garner these opinions can be found in the Technical Appendices provided under separate cover. Communities are partnerships among... Residents Community- based organizations Government Private sector Page 2 The National Business Survey™ © 2019 National Research Center, Inc. Highlights Eagan business owners and managers continue to value the community as a place to do business and feel positively about the business climate. Nearly all survey respondents rated their quality of life in the City as excellent or good. Business respondents’ ratings of quality of life were higher than ratings in other communities across the nation. When considering Eagan as a place to work, 98% of business owners and managers felt it was excellent or good while about 85% felt it was an excellent or good place to visit. At least 9 in 10 business owners rated Eagan as a place to do business and the overall image and appearance of the city favorably; each rating was higher than the national comparison. About 91% of survey respondents would be very or somewhat likely to recommend operating a business in Eagan (higher than the national average) and 92% planned to keep their business in Eagan for the next five years (similar to the national average). When compared to 2017, each of the aforementioned ratings remained strong in 2019. Respondents offer strong ratings of Eagan’s leadership and governance but declining ratings could be areas of focus. Most business owners or managers gave excellent or good ratings to the overall quality of services provided by the City of Eagan, which was a rating higher than the national comparison. About 9 in 10 business owners or managers offered positive evaluations to the customer service provided by Eagan employee(s) and Eagan leadership being honest, while slightly fewer offered positive evaluations of their level of confidence in City government, Eagan’s overall direction and the City acting in the best interest of Eagan; each of these ratings were higher than national averages. Ratings for the job Eagan does at supporting or creating new jobs and the job Eagan government does at welcoming business involvement were both higher than the national averages; however, both declined in 2019 compared to 2017 (by 12% and 15%, respectively) presenting the option of these areas as a focus for Eagan in the coming years. Business owners continue to experience a shortage of qualified applicants and their economic outlook is on the decline since the 2017 survey. About 42% of survey respondents planned to hire within the next 6 to 12 months and a similar percentage of survey respondents gave an excellent or good rating to their overall impression of job applicants (40%) in their most recent hiring experience (a rating lower than the national norm). However, only 3 in 10 business owners offered excellent or good ratings to the number of qualified applicants; a rating lower than the national comparison. These ratings were similar to those given in 2017. About half of survey respondents felt positive about the impact of the economy on their revenues in the coming six months; a rating similar to the national comparison but lower than reported in 2017. Page 3 The National Business Survey™ © 2019 National Research Center, Inc. Doing Business in Eagan Knowing where to focus resources to establish or preserve a thriving business climate requires information that targets features that are most important to the business community. As in 2017, 9 in 10 business owners rated Eagan as an excellent or good place to do business. This rating was higher than ratings in comparison communities (see Appendix B of the Technical Appendices provided under separate cover). Business owners rated eight facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement) in two dimensions on the survey, first by their overall quality and then how important each was for the City to focus on in the next two years. The chart below summaries these ratings by showing how each facet’s quality compared to the benchmark; stars indicate the areas deemed most important for Eagan’s efforts in the future. As in 2017, business owners identified Safety and Economy as priorities for the Eagan community in the coming two years. This conclusion is based on results from question 9 on The NBS: “please rate how important, if at all, you think it is for the Eagan community to focus on each of the following in the coming two years.” Ratings for both Economy and Safety were strong and higher than the national benchmark along with ratings for Mobility, Natural Environment and Built Environment. Ratings for Education and Enrichment, Recreation and Wellness and Community Engagement were similar to the national benchmark. This overview of the key aspects of community quality provides a quick summary of where businesses see exceptionally strong performance and where performance offers the greatest opportunity for improvement. Linking quality to importance offers community members and leaders a view into the characteristics of the community that matter most and that seem to be working best. Excellent 46% Good 45%Fair 6% Poor 3% Place to do business Education and Enrichment Community Engagement Mobility Natural Environment Recreation and Wellness Built Environment Safety Economy Legend Higher than benchmark Similar to benchmark Lower than benchmark Most important Page 4 The National Business Survey™ © 2019 National Research Center, Inc. Community Characteristics Overall quality of community life represents the natural ambience, services and amenities that make for an attractive community. How the business community views the overall quality of life is an indicator of the overall health of a community. In the case of Eagan, 9 in 10 felt the city had an excellent or good quality of life. (Please note that percentages may not total to 100% due to the customary practice of rounding.) Respondents’ ratings of quality of life were higher than ratings in other communities across the nation. In addition to rating the city as a place to live, business owners and managers rated several aspects of community quality including Eagan as a place to work, to retire and to visit, the overall image or reputation of Eagan and its overall appearance. Overall, most respondents rated each of these aspects favorably, with Eagan as a place to work, Eagan’s overall appearance and overall image being the most positively rated aspect with 92% or more of survey respondents saying these were excellent or good; further, these ratings were also higher than the national comparisons. A high proportion of respondents also felt that Eagan was an excellent or good place to visit (85%) and to retire (66%); both ratings that were similar to the national averages. Delving deeper into Community Characteristics, survey respondents rated over 25 features of the community within the eight facets of Community Livability. Eagan’s ratings tended to be higher than ratings given in communities across the nation. However, exceptions to this included feelings of safety in commercial areas during the day, health and wellness opportunities, education and enrichment opportunities, sense of community, opportunities to participate in community matters and travel by public transportation (which was also the lowest rated Community Characteristic with 42% of respondents offering a positive evaluation); however, all of these evaluations were on par with national averages. Between 91% and 95% of respondents rated aspects of Economy as excellent or good (e.g., employment opportunities, shopping opportunities, quality of business establishments, vibrant commercial area) and between 94% and 99% of respondents rated aspects of Natural Environment as excellent or good (e.g., air quality, cleanliness). 98%92%97% 85% 66% Place to work Place to visit Place to retire Overall image Overall appearance Higher Similar Lower Comparison to benchmarkPercent rating positively (e.g., excellent/good) Excellent 44% Good 51% Fair 4% Poor 0% Overall quality of life The National Business Survey™ Page 5 The National Business Survey™ © 2019 National Research Center, Inc. Figure 1: Aspects of the Community 91% 95% 95% 91% 95% 91% 77% 87% 99% 96% 94% 89% 82% 73% 92% 91% 83% 94% 86% 95% 82% 74% 85% 88% 42% 97% Opportunities to participate in community matters Sense of community COMMUNITY ENGAGEMENT Education and enrichment opportunities EDUCATION AND ENRICHMENT Health and wellness RECREATION AND WELLNESS Vibrant commercial area Quality of business establishments Shopping opportunities Employment opportunities Overall economic health ECONOMY Quality of commercial development Housing options Overall built environment BUILT ENVIRONMENT Cleanliness Air quality Overall natural environment NATURAL ENVIRONMENT Paths and walking trails Ease of walking Travel by bicycle Travel by public transportation Travel by car Amount of public parking Traffic flow Overall ease of travel MOBILITY Safe in commercial areas after dark Safe in commercial areas during the day Overall feeling of safety SAFETY Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, very or somewhat safe) Page 6 The National Business Survey™ © 2019 National Research Center, Inc. Governance The overall quality of the services provided by Eagan as well as the manner in which these services are provided are a key component of how the business community rates their quality of life and the city as a place to do business. Most business owners or managers (91%) gave excellent or good ratings to the overall quality of services provided by the City of Eagan, which was a level higher than the national comparison. Conversely, only 4 in 10 respondents gave excellent or good ratings to the services provided by the Federal Government; a rating that declined in 2019 compared to 2017 (see Trends over Time under separate cover). Survey respondents also rated various aspects of Eagan’s leadership and governance, which tended to be rated higher than the national comparisons. About 9 in 10 business owners or managers offered positive evaluations to the customer service provided by Eagan employee(s) and Eagan leadership being honest, while slightly fewer offered favorable assessments to their level of confidence in City government, Eagan’s overall direction and the City acting in the best interest of Eagan. Respondents evaluated over 20 individual services and amenities available in Eagan and provided ratings that were both strong and higher than the national comparison for nearly all services and amenities listed. Only two services received a rating similar to the national comparison (public information and bus or transit services). The lowest rated services were bus or transit services and two Economy-related services (retaining existing businesses and supporting or creating new jobs), but each of these services were still rated positively by about two-thirds of respondents. Further, all Economy-related services were scored higher than the national averages. Between 80% and 95% of respondents rated aspects of Built Environment as excellent or good (e.g., power utility, utility billing, building permits and inspections). 74% 58% 85%81%86%88%90% 65% 43% Value of services for taxes paid Informing businesses of community issues and values Welcoming business involvement Overall direction Confidence in City government Acting in the best interest of Eagan Being honest Customer service Services provided by the Federal Government Higher Similar Lower Comparison to benchmarkPercent rating positively (e.g., excellent/good) Excellent 33% Good 58% Fair 6% Poor 2% City services The National Business Survey™ Page 7 The National Business Survey™ © 2019 National Research Center, Inc. Figure 2: Aspects of the Governance 81% 69% 77% 69% 89% 82% 80% 81% 91% 95% 95% 86% 91% 90% 85% 83% 91% 88% 92% 85% 91% 99% 95% 73% 66% Public information (communication to businesses) COMMUNITY ENGAGEMENT City-sponsored special events EDUCATION AND ENRICHMENT Supporting or creating new jobs Attracting new businesses Retaining existing businesses Economic development ECONOMY Code enforcement Building permits and inspections Land use, planning and zoning Utility billing (water and sewer) Power utility Storm drainage BUILT ENVIRONMENT Recycling Garbage collection NATURAL ENVIRONMENT Bus or transit services Sidewalk maintenance Snow removal Street lighting Street cleaning Street repair Traffic enforcement MOBILITY Emergency preparedness Crime prevention Fire Police SAFETY Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, very or somewhat beneficial) Page 8 The National Business Survey™ © 2019 National Research Center, Inc. Business Climate City businesses weighed in on the business climate of Eagan. Of those surveyed, 91% would be very or somewhat likely to recommend operating a business in Eagan, which was higher than other municipalities across the nation. While a similar proportion of businesses were likely to keep their business in Eagan for the next five years, this rating was similar to ratings given in municipalities across the nation. About half felt positive about the impact of the economy on their revenues in the coming six months. When asked about the likelihood of sponsoring charitable events and activities in Eagan, about 7 in 10 businesses indicated they’d be very or somewhat likely, which was similar to the national average. 91% 68% 51% 92% Sponsor charitable events and activities in Eagan COMMUNITY ENGAGEMENT Impact of economy on revenues in the next 6 months Keep business in Eagan Recommend operating a business in Eagan CLIMATE OVERALL Higher Similar Lower Comparison to benchmark Percent positive (e.g., very or somewhat likely, very or somewhat positive) Page 9 The National Business Survey™ © 2019 National Research Center, Inc. Workforce Business owners and managers evaluated several aspects of Eagan’s workforce, including whether they planned to hire in the near future, the types of positions needed as well as the quality of the applicants they have encountered in past. Owners and managers also indicated the extent to which they used various hiring resources available in the community. About 4 in 10 survey respondents planned to hire within the next 6 to 12 months; about 3 in 10 were unsure if they would be hiring and another 3 in 10 did not plan to hire. About half indicated they would be adding technically skilled jobs, 4 in 10 would be adding administratively skilled jobs and 3 in 10 would be adding unskilled labor jobs. Only 15% of business owners and managers were likely to hire for unskilled administrative positions. When asked about their impression of job applicants in their most recent hiring experience, survey respondents gave the most positive ratings to applicants’ prior experience, with 58% giving an excellent or good rating. When indicating their overall impression of applicants, 4 in 10 gave an excellent or good rating and only 3 in 10 offered positive evaluations to the number of qualified applicants; both ratings that were lower than the national comparisons. 53% 38% 15% 30% Technically skilled (e.g. medical, computer, architecture, equipment operation, etc.) Administratively skilled Unskilled administrative Unskilled labor Types of positions needed No 29% Yes 42% Not sure 29% Planning to hire in the next 6 to 12 months The National Business Survey™ Page 10 The National Business Survey™ © 2019 National Research Center, Inc. Figure 3: Aspects of the Workforce 58% 40% 31% Overall impression of applicants Number of qualified applicants Applicant prior experience APPLICANTS Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good) Page 11 The National Business Survey™ © 2019 National Research Center, Inc. Special Topics The City of Eagan included six questions of special interest on The NBS covering topics ranging from impact of affordable housing to use of services to information sources, among others. When asked about the impact of affordable housing on businesses and employees, a majority of business owners or managers said there was no impact. About 2 in 10 indicated that there was a positive impact and 2 in 10 indicated there was a negative impact. Figure 4: Overall Impact of Housing Affordability Does the affordability of housing in Eagan impact your business and or employees? Between 4 in 10 and 6 in 10 felt each of the listed items were not impacted by the affordability of housing and 15% or fewer offered negative or slightly negative impact ratings to each item listed. Commute times and ability of workforce to live where they work were given the highest positive or slightly positive impact ratings while desire for transit was given the lowest positive or slightly positive impact ratings Figure 5: Specific Aspects of Impact of Housing Affordability Please indicate what impact, if any, you think the affordability of housing in Eagan has on each of the following items as they relate to your business and/or employees: Yes, positively 17% Yes, negatively 20% No 63% 17% 22% 16% 16% 15% 8% 27% 22% 22% 23% 19% 19% 41% 45% 48% 53% 57% 62% 10% 9% 11% 6% 6% 10% 5% 3% 3% 3% 3% 2% Ability of workforce to live where they work Commute times Employee recruitment Employee retention Employee compensation Desire for transit Positive impact Slight positive impact No impact Slight negative impact Negative impact The National Business Survey™ Page 12 The National Business Survey™ © 2019 National Research Center, Inc. When asked about business-related services provided by the City, few business owners had used the various programs listed on the survey. About 35% of respondents were aware of (but hadn’t used) the Eagan Convention and Visitor’s Bureau for meeting, hotel and hospitality assistance, 10% used it and 55% did not know about it; this was the highest level of awareness among the programs followed closely by zoning permit reviews. Figure 6: Use and Awareness of Eagan Services Please indicate whether or not you are aware of, or have used, the following services currently offered by the City of Eagan: About 7 in 10 respondents indicated they were not planning to expand space in Eagan in the next year and between 8 in 10 and 9 in 10 were not planning to move their business out of Eagan, decrease space in Eagan or close their business. Figure 7: Business Considerations for Next Year In the next year, is your business considering … 3% 8% 5% 13% 10% 12% 15% 24% 28% 35% 86% 77% 71% 59% 55% Open to Business program, which provides assistance through business counseling and gap financing Pre-application meetings for owners considering developments, property improvements or new signage with Planning and Inspection staff Help identifying parcels or buildings for sale within Eagan Zoning permit reviews Eagan Convention and Visitor’s Bureau for meeting, hotel and hospitality assistance Aware of and have used Aware of and have not used Not aware of 6% 6% 3% 2% 23% 13% 10% 7% 71% 82% 87% 92% Expanding space in Eagan? Moving your business out of Eagan and relocating to another community? Decreasing space in Eagan? Closing in Eagan and not relocating to another community? Yes Maybe No The National Business Survey™ Page 13 The National Business Survey™ © 2019 National Research Center, Inc. Business owners and managers had the opportunity to assess their reliance on various sources for information about the City of Eagan and its services for businesses. The City website was the most relied upon source with about half indicating it was a major source of information and an additional one-third indicating it was a minor source of information. Eagan Business News was next in the list with about 7 in 10 respondents indicating this was at least a minor source of information. Dakota County Chamber of Commerce communications and City of Eagan social media accounts were the least relied upon sources, but about half of respondents considered these to be at least minor sources. Figure 8: Information Sources Please indicate how much of a source, if at all, you consider each of the following to be for obtaining information about the City of Eagan and its services for businesses: 13% 10% 21% 27% 21% 47% 41% 45% 47% 42% 49% 37% 45% 45% 33% 31% 30% 16% City of Eagan social media accounts (Facebook, Twitter, etc.) Dakota County Chamber of Commerce communications Emails from the City of Eagan City staff (in-person or on the phone) Eagan Business News City website (www.cityofeagan.com) Major source Minor source Not a source The National Business Survey™ Page 14 The National Business Survey™ © 2019 National Research Center, Inc. When given a list of amenities and asked to indicate which are beneficial to their business, about 8 in 10 business owners and managers selected access to highways and arterials, while 6 in 10 selected proximity to Minneapolis/ St. Paul; these two items were the most commonly selected. Less than 2 in 10 respondents selected access to public transit and access to greenspace, trails and parks and amenities that benefit their business. Figure 9: Beneficial Amenities Which of the following amenities in Eagan benefits your business? Total may exceed 100% as respondents could select more than one option. 14% 17% 28% 41% 41% 48% 53% 61% 84% Access to greenspace, trails and parks Access to public transit (bus, light rail) Local schools Local infrastructure Access to shops and restaurants Existing customer base Proximity to MSP Airport Proximity to Minneapolis/St. Paul Access to highways and arterials EAGAN BUSINESS SURVEY 2019 February 2020 CITY OF EAGAN COMMUNICATIONS TEAM The Survey Tool National Business Survey The National Business Survey™ is an assessment survey tool developed by the National Research Center to gather opinions, insights and climate from business owners and managers. Questions in the survey include community issues, services and amenities as well as business and economic-specific questions. Survey approach •Survey period: Oct 22 -Nov 26,2019 •Over 2,000 surveys sent out •174 business responded; 11% response rate •±5%range of uncertainty Survey approach Business Climate Governance Workforce Community Characteristics Who Responded 6-10 years 21% 1-5 years 9%More than 10 years 68% YEARS IN EAGAN 4 or fewer 37% 5 to 10 28% 11 to 50 26% Over 50 9% Yes 18% No 82% Snapshot of respondents: time in Eagan <1 year 2% 1-5 years 12% 6-10 years 15% More than 10 years 71% Snapshot of respondents: size 0%5%10%15%20%25%30%35% Less than $100,000 $100,000 to $499,999 $500,000 to $999,999 $1,000,000 to $4,999,999 $5,000,000 or more Annual Gross Revenue Snapshot of respondents: by industry Automotive service 3% Banking 1%Construction 5% Finance/insurance/real estate/legal… Manufacturing 7% Medical/dental 9% Non-profit charitable … Printing, copying, typesetting, publishing 3%Restaurant/bar 5% Retail 5% Services (cleaning, repair) 9% Transportation 3% Wholesale sales 7% Other 25% Highlights and Trends Key Similar Higher Lower Much Higher All numbers shown in boxes are based on percent rated positively (Excellent or Good) Compared to national benchmarks =top rated community in category Compared to National Benchmarks Similar 16 / 75 21% Higher 14 / 75 19% Lower 2 / 75 3% Much Higher 43 / 75 57% We rated #1 in 32 of 75 benchmarks Trends –2017 to 2019 Surveys results were stable from 2017 to 2019. 95% or 71 of 75 items compared were similar. Differences from 2017 to 2019 Eagan Specific 1. The job Eagan does at supporting or creating new jobs 2. The job Eagan does at welcoming business involvement Not Eagan Specific 3. Quality of services provided by the Federal Government 4. Impact of the economy on business revenues in the next 6 months The 4 questions that were not rated as high in 2019 as 2017: Community Characteristics -General Feelings G ood 45% Fair 6% Poor 3% Excellent 46% As a place to do business 91% 91% rated Eagan as an excellent or good place to do business Comparison to Benchmark Much Higher Higher Similar Lower Comparison to Benchmark Much Higher Higher Similar Lower Good 48%Excellent 49%Excellent 44% Good 52% Fair 4% Poor 0% Overall quality of life 91% 96% rated Eagan as an excellent or good quality of life Community characteristic ratings To Work Visit To RetireTo Visit 98%66% 85% 85% Reputation Appearance 92%97% Comparison to Benchmark Much Higher Higher Similar Lower Community Characteristics -By Facet Comparison to Benchmark Much Higher Higher Similar Lower EDUCATION & ENRICHMENT COMMUNITY ENGAGEMENTMOBILITY NATURAL ENVIRONMENT RECREATION & WELLNESS BUILT ENVIRONMENTSAFETY ECONOMY SAFETY and ECONOMY named top priorities 1. Businesses appreciate many of the same community characteristics as residents. 2. Safety and the economy are the top priorities to focus on. Takeaways Community characteristic ratings: Economy Economic Health Vibrant Commercial Areas Employment Opportunities95%91%91% Shopping Opportunities 95% Quality of business establishments 95% Comparison to Benchmark Much Higher Higher Similar Lower Community characteristic ratings: Safety Overall feeling of safety In commercial areas after dark In commercial areas95%86%97% Comparison to Benchmark Much Higher Higher Similar Lower Comparison to Benchmark Much Higher Higher Similar Lower Community Characteristic: Safety FirePolice 99%95% Comparison to Benchmark Much Higher Higher Similar Lower Community characteristic ratings: Mobility Amount of parking Traffic flow 94% 91%83% Ease of travel by carOverall ease of getting places94% Comparison to Benchmark Much Higher Higher Similar Lower Community characteristic ratings: Mobility Ease of travel by bike Ease of walking Ease of travel by public transit 82%73% 42% Availability of Paths and trails82% Community characteristic: Natural Environment Overall natural environment CleanlinessAir quality 94%99%96% Comparison to Benchmark Much Higher Higher Similar Lower Overall built environment Quality of commercial development Variety of housing for workers87%91%77% Community Characteristic: Built Environment Comparison to Benchmark Much Higher Higher Similar Lower Comparison to Benchmark Much Higher Higher Similar Lower Community Characteristic: Recreation and Schools Education & EnrichmentRecreation & Wellness Opportunities 85%88% Community Characteristic: Engagement Opportunities to be involved in community Sense of community 82%74% Comparison to Benchmark Much Higher Higher Similar Lower Amenities that benefit your business 53% 61% 84% 17% 28% 41% 14% 41% 48% Proximity to Airport Proximity to Mpls/St Paul Access to highways and arterials Access to public transit Local schools Local infrastructure Access to greenspace, trails and parks Access to shops and restaurants Existing customer base Top 3 Amenities That Benefit Business 1.Access to highways and arterials 2.Proximity to Minneapolis and Saint Paul 3.Access to MSP Airport Business Climate Business Climate Overall Plan to Stay in Eagan for Next 5 Years Recommend Operating a Business in Eagan 92%91% Comparison to Benchmark Much Higher Higher Similar Lower Economic outlook over next 6 months 51%Lower than 2017 Takeaway: Business owners are confident in Eagan 9 out of 10 recommend doing business here They plan to stay here and would tell others to operate a business in Eagan. Governance Good 50% Excellent 47% For comparison they rated FederalGovernment 43% State of Minnesota 59% Excellent 33% Good 59% Fair 6% Poor 2% City of Eagan Quality of service 91% Comparison to Benchmark Much Higher Higher Similar Lower Lower than 2017 Comparison to Benchmark Much Higher Higher Similar Lower Governance Ratings Acting in best interest of Eagan Being Honest Confidence in City Government85% 88%86% 81% Overall direction Governance Ratings (cont) Value of service for the taxes paid58%74% Welcoming business involvement Comparison to Benchmark Much Higher Higher Similar Lower Informing business of community issues90%65% Customer Service Governance Ratings (cont) Attracting new business69%77% Supporting or creating new jobs Comparison to Benchmark Much Higher Higher Similar Lower Informing business of community issues69%65% Retain Existing Business Lower than 2017 Government Servic e Ratings Snow plowing Visit Street lightingStreet repair 85%83% 85% 88% Street cleaning Sidewalk Maint 91%90% Comparison to Benchmark Much Higher Higher Similar Lower Government Servic e Ratings Land use,planning & zoning Code EnforcementBuilding permits & inspections81%82% 85% 80% Comparison to Benchmark Much Higher Higher Similar Lower Economic Development Rating 89%9 out of 10 rate the City’s approach to economic development as excellent or good. Takeaway: Eagan’s leadership, governance and services are respected and highly rated by businesses. Workforce Respondents plan to hire within the next 6 to 12 months Not Sure 27% No 25% Yes 48% …for these types of positions Technically skilled 53% Administratively skilled 38% Unskilled administrative 15% Unskilled labor 30% No 29% Yes 42% Not sure 29% Workforce rating Not Sure 27% No 25% Yes 48% 31% rated positively (excellent or good) the number of qualified applicants in Eagan. 32%31% 2017 2019 Comparison to Benchmark Much Higher Higher Similar Lower Communications to Businesses Use and awareness of services 86% 77% 59% 71% 55% 12% 15% 28% 24% 35% 3% 8% 13% 5% 10% Open to Business Pre-application meetings with Planning Staff Zoning permit reviews Help identifying parcels/buildings for sale Eagan Convention & Visitors Bureau Not Aware of Aware of but have not used Aware of and have used Comms: Sources of information 13% 10% 21% 27% 21% 47% 41% 45% 47% 42% 49% 37% 45% 45% 33% 31% 30% 16% Social Media Dakota Cty Chamber Comms Emails from the City City Staff (in-person, phone) Eagan Business News Website Major Source Minor Source Not a Source Opportunity: To engage the business community -to hear more from them,and for them to hear more from us on what they need Add on Question Affordability impact Not Sure 27% No 25% Yes 48% Technically skilled Administratively skilled Unskilled administrative Unskilled labor Does affordability of housing impact your business and/or employees? Yes, positively 17% Yes, negatively 20%No 63% What is the most serious issue facing your business? 1. Workforce -1 out 3 responses 2. Space 3. Traffic flow What can the City of Eagan do? 1. Communicate more 2. More transit options 3. Traffic flow Takeaways Businesses shared workforce concerns Businesses highly value Eagan’s government and services, but we should monitor that perception Businesses continue to value Eagan as a place to do business QUEST I ONS? Agenda Information Memo February 11, 2020 Eagan Special City Council Workshop VI.PRESENTATION AND DISCUSSION ON EMERALD ASH BORER (EAB) BOULEVARD TREE REMOVAL PROGRAM AND RECOMMENDATIONS BY STAFF Action To Be Considered: This is an informational presentation, with staff desiring to get further direction from City Council on several policy, ordinance and funding work related questions that will help coordinate removal efforts for Ash trees within the public right of ways along city owned streets. Facts: ➢In December of 2014, EAB was initially detected within City limits at the campground of Lebanon Hills Park. ➢Almost exactly two years ago, Forestry staff discussed with City Council the pending infestation and anticipated response that we w ould see for Ash trees within the City of Eagan. ➢EAB has lethal devastating impacts on tree canopies where populations of the insects get established. ➢Eagan has a roughly 18% make up of Ash trees (combined calculation of public, and private trees). Some of the original neighborhoods of the city have a higher than average composition of Ash, and new development have very low numbers. ➢Parks and Recreation staff have coordinated either treatment of quality Ash trees or removal of non-quality Ash trees in our park settings for the last 8 years, as part of their day to day urban canopy care. Now the time has come for addressing the more than 2,000 street trees within the right of way as well as perimeter trees bordering other properties on land owned by the city. ➢The Streets Division, under the Public Works Department, have coordinated Ash Tree removals within the public right of way over the past few years at the rate of approximately 50 trees per year on average. With the quick accelerated death rate associated with this infestation, and the soft wood composition of these trees, after the tree starts to die, the tree becomes very dangerous and hazardous to falling due to the tree becoming very brittle. It is vitally important that these trees are removed before this occurs. The cost when one waits too long grows exponentially because of specialized equipment and higher risk for crews removing them. ➢Parks and Forestry staff who have been working for the last couple of years to identify the best ways to continue addressing this challenge in the city will present to City Council our plan to remove all boulevard Ash trees over the next seven years, which spreads out the cost over a decent amount of time, but also addresses these trees before they become dangerous. ➢In order to address this issue, staff have identified the following policy questions for City Council for this time: o Does City Council support the use of emergency cash fund balance to fund, along with tree mitigation dollars as appropriate, to get this program started in 2020. Additional future years can follow normal budgeting processes. o Does the City extend the 429 assessment option for homeowners dealing with private removals of Ash trees? o Does Council support the seven-year removal plan as presented? o With the removal of over 2,000 trees from the boulevards and countless others over the next decade in parks and open space areas, what type of additional planting and sustainability for our urban canopy do we look to implement over the ladder part of this emergency response plan. Attachments: (3) VI.-1 Presentation materials from Forestry staff VI.-2 Ash Tree Boulevard Emergency Removal Plan VI.-3 Summary of February 2018 presentation and discussion at workshop with City Council Emerald Ash Borer –2020 Update EAB Death Curve – an Increasing Emergency “EAB population doesn’t “explode” instantly. It takes some time to build up. After that it increases exponentially.” -Deb McCullough, a forestry entomology professor at Michigan State University 2018 EAB Workshop Recap Council Priorities –What do we do? •Focus on safety and continue reducing the liability of public trees. •Mitigate the hazards of boundary trees. •The City should not become involved in enforcing removal on private property, but rather continue to educate the public about management options. Action Taken Current EAB Management Efforts Boulevards •Annual removal of 60-100 boulevard ash Hazardous, voluntary, or customer request based Parks and Public Facilities •Chemical preservation of 220 high profile park and facilities trees •Annual removal and replacement of 20-40 park/public facilities •Monitor natural areas and trails for hazards •Reactively address unmaintained public property –increase proactive management in 2020 Private Property •No management of private trees •Actively continue to educate the public about EAB and private property management options Increasing Abundance of local coverage •Star Tribune has featured articles on EAB since 2009 •Abundance of EAB related articles in many other publications Education Opportunities Include . . . •The Tree Inspector helps them to identify ash trees, diagnose condition, and make recommendations. •Conducts a winter visual street survey to actively seek out EAB •Tree Inspector consults with hundreds of residents each year upon request. Ash Tree Consultation with Property Owners Education Opportunities Include . . . -EAB informational open house -2018 Free Public Educational Workshop –200+ attendees -Community Connections Events -Big Rig Rally -ETV interviews Community Outreach & Events Education Opportunities Include . . . Forestry Website •Frequently updated •Links to City literature •How to identify ash trees •Calls to action & what to do •Lots of info about EAB and more resources for further information cityofeagan.com/forestry cityofeagan.com/eab Education Opportunities Include . . . •Forestry e-mail newsletter •Experience Eagan •Social media –project updates •EAB phone hotline •City sign board messages •“Got EAB?” •Market Fest Booth Additional Opportunities Why is EAB a Big Deal? •EAB will not go away! In fact populations are continuing to rapidly increase in Eagan. •EAB will kill all untreated ash trees! Including 2,168 City maintained boulevard trees •Management of EAB becomes more urgent and expensive the longer we wait. •EAB continues to spread in MN! 4 New counties in 2019 •Stearns •Brown •Nobles •Steele EAB IS NOW PRESENT IN 21 MN COUNTIES! EAB Continues to Spread EAB Detections in 2017 6 1 0 30 Location of Infested Ash Trees Boulevard Park Public Private EAB Insect Populations Continue to Grow! EAB detection map -Current to 1/30/2020 118 63 25 1209 Location of Infested Ash Trees Boulevard Park Public Private Why Does it Matter? • Standing dead ash trees are hazardous, they become brittle and fail quickly. • Dead ash are more expensive to remove due to risk to the arborists. Up to 4 times more! •Staff are actively managing public ash trees but need to accelerate boulevard tree removals to mitigate risk of hazards. We need to fund aggressive boulevard management efforts. Boulevard Ash are a Public Safety Emergency Moving Forward -How to Address the Threat of EAB •Continue to manage park property and educate private property owners about EAB management. •Implement more aggressive boulevard tree management EAB Emergency Boulevard Management Plan Goal –Reduce the City’s liability for infested public ash trees by: •Systematically remove all boulevard ash within seven (7) years by utilizing an accelerated removal schedule. •This management plan includes the removal of the tree, grinding of the stump, and restoration of the boulevard. •Engage contractors and utilize staff to the fullest extent possible. •Boulevard trees will not be replaced. EAB Emergency Boulevard Management Plan Critical elements of the plan include •Verification of right-of-way •Inventory update •Notification to citizens 3 forms: Letter(July/August) Door Hanger (September) Trunk Ribbon (October) •Temporary preservation of high-quality ash (June-July) •Accelerated removal schedule (October-April) •Stump grinding and restoration (April-June) 125 175 175 150 125 125 100 150 200 225 225 200 150 100 275 375 400 375 325 275 200 0 50 100 150 200 250 300 350 400 450 2020 2021 2022 2023 2024 2025 2026Tree Removal TargetYear Phased Removal Schedule Staff Removals Contracted Removals Yearly total EAB Emergency Boulevard Management Plan Cost of Removal Is Dependent Upon Several Factors Cost to remove one (1) average size tree: $500-$1,000+ Price depends on tree size, degree of infestation, and accessibility Easy Removal -$Difficult Removal -$$$ Estimated EAB Emergency Boulevard Management Plan Cost Table 2: City of Eagan EAB Emergency Boulevard Management Plan Summary 2020 2021 2022 2023 2024 2025 2026 7 Year Total Total Yearly Expenses $ 261,275 $ 300,725 $ 320,306 $ 320,263 $ 270,375 $ 241,670 $ 209,550 $ 1,924,165 Expenses include: •Contractual removal of 1,214 trees •Contractual restoration of 2,168 stumps •Preservative treatment -(insurance policy) to delay removal •Full-time tree inspector Challenges to Overcome •Sustainable funding •Support of EAB management through ordinance update •Can we do more? Finance Options? •Taxes •Tree mitigation •Antenna lease •Redevelopment funding •Long term budget request •Fund balance transfer Shade Tree Disease Ordinance Update It is increasingly important to support staff with clear policy to defend against increased scrutiny and public reaction that boulevard tree management will likely bring. The City’s current shade tree disease ordinance is inadequate because it does not specifically address the management of trees infested with recognized tree pests (such as EAB) EAB ≠ Disease Shade Tree Disease Ordinance Update •League of Minnesota Cities model integration and expedited update •Make the necessary changes to support current efforts and future proof the ordinance •Can be done in a way that limits the City’s jurisdiction to public property buy defining a specific control area •Have the potential to allow residents the opportunity to assess the cost of private tree removals Ripple Effect •Tree Preservation -allow development to exclude ash from mitigation requirements Minor impact but no change to ord. required Other Challenges Private Property Residential –Estimated 52,000 ash trees on private property (landscape and native ash trees). Can the City Increase Efforts to Support Eagan’s Urban Canopy? The devastating loss of ash trees presents the City with an opportunity to assist citizens to create a more resilient urban canopy through diversity which will mutually benefit all. As stewards of the environment, can the City offer more than encouragement to the public for tree planting? Beginning 2021, we will •Transition back to an annual tree sale. More ideas on how to replant trees at a relatively low cost. •Provide no cost replacement trees to residents affected by boulevard removals. •Incentivize replanting by providing discounted replacement trees through nursery partnerships. Emerald Ash Borer –What is the future? •We Need to act Now! so we don’t get further behind the mortality curve. •EAB will kill all untreated ash trees! Including 2,168 City maintained boulevard trees •the Management of EAB becomes more urgent and expensive the longer we wait. •Education is critical for private property owners and Staff will continue to advance educational opportunities. •To minimize a future similar “catastrophe” tree diversity is the answer. Support the community through tree planting. Emerald Ash Borer –Questions? 1 Emerald Ash Borer Emergency Boulevard Management Plan In accordance with City of Eagan ordinance Sec. 10.20 and 10.21, the City adopts this emerald ash borer (EAB) emergency response plan. This plan is to be administered by the Parks and Recreation Department, Forestry Division and implemented and executed by the Public Works, Streets Division to address EAB insect infestations of public ash trees in the City of Eagan. Purpose Since 2014 the number of EAB infestations in the city of Eagan increased significantly, trending toward complete infestation and increasing ash tree mortality. This marks a new era for the urban forest in our city. Current management efforts need to be bolstered to keep up with continued insect population growth and increasing hazard to public safety. The City shall utilize this document to engage the policies, goals, and management practices outlined in the comprehensive EAB management plan to curtail hazards resulting from EAB infestations on the City’s public, Boulevard trees. Boulevard – the area of a right-of-way that lies between the property line nearest to any street to which such property abuts and the edge of the pavement or back of curb of such street. Right-of-Way – the surface, air space above and area below the surface of any public street, highway, lane, path, alley, sidewalk, trail, avenue, boulevard, drive, court, concourse, bridge, tunnel, park, parkway, skyway, waterway, or similar property within the city, owned by or under control of the city, or dedicated or otherwise conveyed to the city, for general public use. Figure 1. Illustrates the location of right-of-way and Boulevard of typical city streets 2 Objective The City will systematically remove all boulevard ash trees from the right-of-way over the course of seven (7) years. The critical elements of this EAB Emergency Response Plan include analysis of existing tree inventories, verification of right-of-way to determine ownership, notification to citizens, temporary preservation of high-quality ash, and the accelerated removal of boulevard ash trees, stump grinding and the restoration of turf. The overwhelming nature of such an undertaking will necessitate the cooperation of multiple city departments and the engagement of private contractors to assist in all phases of this multi-year plan. Boulevard Ash Trees in the City of Eagan In the Fall of 2019, to better understand how EAB infestations would impact the City, the Forestry Department began collecting additional data to support the drafting of management plans. The additional data collected confirmed ownership, location, and updated tree diameter measurements. The updated data allowed for statistical analysis of the current state of boulevard ash trees and helps make informed decisions about management strategies. Table 1 below is a summary of the most current inventory data for boulevard trees. Table 1: City of Eagan Boulevard Summary Current as of November 30, 2019 Ash Trees 2,389 Ash Trees (% of total inventory) 11% Average DBH 19” Table 1 includes all trees within the city-maintained right-of-way. The average DBH of these trees is 19 inches, which confirms a population of many large, mature ash in the boulevard. These ash trees represent a significant challenge because they are known to “be generally infested with EAB” (Minnesota Department of Agriculture, Best Management Practices for EAB, 2018) and will quickly deteriorate in condition. Strategy for Removal This seven-year plan is designed to efficiently remove all boulevard ash and reduce the development of hazardous conditions in infested trees. It does this by distributing the cost of removal over several years and utilizes current public works staff and equipment as much as possible. The multi-year scope of this management plan dictates that preservation through insecticide treatment of ash is utilized to ensure that hazardous conditions do not develop in later phases of removal. The yearly cycle of treatment, removal and restoration creates a pattern that will be repeated annually until project completion. Removal activities shall follow this general timeline: 1. Summer –  General Notification - Affected property owners will be mailed letters mid-summer to notify them of the City’s intent to treat or remove boulevard ash at their address. 3  Preservative Treatments – upon notification treatments will occur immediately 2. Fall –  Second Notification and Ribboning of trees for removal 3. Late Fall & Winter –  Tree Removals – upon second and third notifications removal will occur beginning in October-April 4. Spring –  Restoration - upon notification restoration shall occur as conditions permit in April-June Plan Specifics Preservation through insecticide treatment As a safeguard to reduce the potential for hazardous conditions, preservative insecticide injections will be completed in work zones not immediately scheduled for removal and target approximately 500 trees. Insecticide treatments shall be administered through the trunk injection method and rely on insecticides whose primary active ingredient is Emamectin Benzoate. Treatment location will be determined and occur at the discretion of the City Forester. Treatments will be administered by licensed contractors and follow the timeline below:  Treatment of 250 trees in 2020, with retreatment in 2022  Treatment of 250 trees in 2021, with retreatment in 2023 Notification will be mailed to affected property owners with information on the specifics of management activities and provide links to additional resources. Tree Removals Public ash tree removals will involve city staff and private contractors. Private contractors shall be engaged through a competitive bid process. Tree removals shall occur during the EAB low activity period from October - April, which is the best opportunity to interrupt the insect’s life cycle and slow the spread of the insect. Phased removal of boulevard trees will begin in October 2020 and repeat annually until project completion. Ash removals will be prioritized based on risk to citizens and property and consider factors such as location, density, and degree of infestation. The exact location of tree removals shall be determined by the City Forester and be strategically clustered to maintain operational efficiency. Acceleration of the phased removal schedule will allow the City to quickly reduce the hazard of declining public ash trees. 4 Once removals begin, no further maintenance trimming will be done to boulevard trees, except for clearance and hazard removal. Voluntary insecticide treatments should cease upon notification of removal; however, the City may consider delaying the removal of ash treated by residents until the final phases of removal. In fairness to all and to bring closure to this management plan all voluntarily treated ash will be removed before the conclusion of this project. Restoration After tree removal operations have concluded, the City will repair right-of-way to include stump grinding and restoration of soil and seeding of turf. Restoration shall occur in a timely manner and be completed as soon as practical in the spring. Site repair will be performed primarily by contractors and staff as necessary. Stump grinding and turf repair will not occur if landscaping or lawn décor are present. Reforestation and Canopy Replacement No replacement trees will be planted at this time. However, citizens are strongly encouraged to replant on private property. All city of Eagan residents shall have the opportunity to purchase trees from the bi-annual tree sale. The Forestry Department staff can provide advice on species selection and placement. Administration and Notification This plan will be administered by the City Forester, with the assistance of the City Tree Inspector. Advanced Notification will be sent to affected property owners to inform them of the City’s intent to treat or remove boulevard ash. Secondary notification shall be made at least 30 days before management activity begins, and trees Identified for removal shall be marked or ribboned. Notification may include postcards, letters, or door hangers and will include resources for additional information and any relevant timeline updates. 125 175 175 150 125 125 100 150 200 225 225 200 150 100 275 375 400 375 325 275 200 0 50 100 150 200 250 300 350 400 450 2020 2021 2022 2023 2024 2025 2026Tree Removal TargetYear Phased Removal Schedule Staff Removals Contracted Removals Yearly total 5 Ash Wood Utilization and Disposal City removal operations will follow the Minnesota Department of Agriculture ash sanitation requirements: https://www.mda.state.mn.us/best-management-practices-eab Sanitation and disposal of City removed ash trees will utilize private contractors. As an alternative to disposal, the City shall explore other viable options for ash wood utilization, such as milling lumber for future park building projects. The City will uphold and enforce ash wood movement restrictions as specified by state and federal quarantine area declarations. Contractual removals will include local offsite disposal. Anticipated Costs of Management Preliminary projections show an approximate annual expenditure of $300,000-$400,000 for the seven-year duration, to complete the initial removal effort. The execution of this plan will require supplemental funding to complete, as initial funding from special revenue/tree mitigation funds will be exhausted soon after the first year. Any additional costs associated with the administration of this plan shall be included in the City’s Forestry division and other involved departments’ annual budget recommendations. Summary EAB will bring change to our urban canopy and present many challenges to the City and local community. Utilizing pooled resources and collaborating with other departments to capitalize on operational efficiency, the removal of public ash will help to slow the spread of EAB and safeguard public right-of-ways from hazardous conditions. It will take a significant commitment of resources to complete this project, but we still have the opportunity to manage EAB effectively. Current funding is not adequate to sustain this plan and additional funding needs to be prioritized to ensure that the management of EAB is swift and successful. 2018 City Council Workshop Recap February 11, 2020 Introduction to EAB  EAB was a relatively new topic – Gregg Hove shared the historical background and context for EAB in Eagan as well as the biology of EAB.  Forestry staff had some ideas about how to manage public trees and implemented an EAB management plan knowing that more aggressive action would be needed later. It was highlighted that under current operating budgets, staff could effectively manage public park trees and trees near public facilities, but additional funding would be necessary to address boulevard or hazardous boundary or private trees that could fall into or onto public rights of way. 2018 Inventory and Projected Removal Schedule *Data from 2014 Survey done by S & S Tree, using right-of-way (ROW) average to determine ownership. Forestry Recommendations Ordinance Revision Staff recommended the revision of the current ordinance, Sec 10.20 - Shade Tree Disease Control and Prevention to the proposed League of Minnesota Cities (LMC) Shade Tree Pest Control version. Note: This item remains unresolved. Forestry staff is again recommending expedited revision to the current ordinance to fully support EAB management efforts. Staffing To be able to manage the anticipated workload increase resulting from anticipated EAB population increase, staff recommended revising current forestry related personnel to include a 30 hour per week, year-round tree inspector versus the current 6-month 40 hour per week seasonal employee. Continue Ash tree Management in parks and near public facilities Staff recommended continuation of park and public facility ash tree management, per the following: 11/13/2018 # of all trees # of ash trees % ash # of ash removed per year # yrs to remove unprotected ash Private 300,000 52,600 18%unknown unknown Boulevard 14,490 3,050 21%150 20 Parks 6,270 550 9% 35 9 Public Buildings 1,200 40 3% 5 8 2 | P a g e a. Remove lower quality condition ash trees and replace where appropriate, b. Chemically protect, through trunk injection, high quality ash trees, c. Increase removal of “natural” ash trees in parks where the tree is close to trails and active use areas, and d. Monitor other ash trees in natural areas (no public presence). Continue Ash tree Management on Boulevards Staff recommended boulevard ash tree management, per the following: a. Increase the removal of poor condition ash trees in boulevards using both city Street Department staff and a tree contractor. Additional Public Works budget will be required for this ($79,800 per year, for five years. 2019 funds from Tree Mitigation Fund, 2020-2023 funds from Public Works budget). b. Continue the chemical treatment of select high quality boulevard ash trees. Note: The City has not increased the removal ash trees yet, instead current efforts are focused on data collection and right-of-way verification in 2019. Departmental funding for EAB management has not significantly increased. Promote Ash Tree Management on Private Property a. Increase EAB management forestry staff by converting the existing tree inspector position to a 30 hours per week year-round position ($10,257 per year). b. Increase communication about EAB diagnosis and management with Eagan property owners and provide EAB options concerning EAB management of their private ash tree(s). c. Do not require the timely removal of EAB infested ash trees on private property. d. Explore funding through grants available for ash tree management on private land; eligible activities including the removal of infested ash trees, chemical treatment healthy ash trees, and follow-up reforestation efforts. Note: In addition to the above, the tree inspector position transitioned to a full-time position in 2020. Questions Asked a. What do we do? b. Does the increased workload Justify conversion of PT tree inspector to FT status? c. How do we handle Ash trees on private property? Do we force removals? d. Should we update our shade tree disease ordinance to include language for EAB management? e. Should the city provide financial assistance to private property owners to manage EAB on private property? Council Priorities a. Focus on safety and continue reducing the liability of public trees. b. Mitigate the hazards of boundary trees. c. The city should not become involved in enforcing removal on private property, but rather continue to educate the public about management options.