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11/09/2021 - City Council RegularSPECIAL CITY COUNCIL MEETING    TUESDAY  NOVEMBER 9, 2021  5:30 P.M.  EAGAN ROOM—EAGAN MUNICIPAL CENTER    AGENDA        I. ROLL CALL AND ADOPTION OF THE AGENDA     II. VISITORS TO BE HEARD    III. JOINT MEETING WITH THE ADVISORY PLANNING COMMISSION    IV. RENTAL LICENSING    V. COMPREHENSIVE GUIDE PLAN CONCEPT REVIEW ORDINANCE AMENDMENT    VI. 2022 EAGAN CONVENTION AND VISITOR’S BUREAU BUDGET    VII. 2022‐2023 ENTERPRISE BUDGETS AND SPECIAL REVENUE FUND BUDGETS    VIII. OTHER BUSINESS    IX. ADJOURNMENT  Agenda Memo November 9, 2021 Special City Council Meeting III. JOINT MEETING WITH ADVISORY PLANNING COMMISSION Action to be Considered: To discuss various topics with the Advisory Planning Commission and provide direction for the 2022 APC Work Plan. Facts: ➢ At the October 26, 2021, APC Workshop, Commissioners suggested discussion topics for the annual APC/City Council joint meeting. ➢ If directed by the City Council, the following issues may be included on the 2022 APC Work Plan. 1. Attached vs. Detached garbage enclosures (carry over) Issue ➢ Recent commercial projects, particularly those involving a Planned Development, have requested deviation from the attached garbage enclosure requirement. The Hilltop/Hy- Vee Redevelopment requested detached enclosures for all three buildings. The Viking Lakes commercial development also proposed two detached enclosures, although the westerly enclosure is detached by only several feet. Central Park Commons commercial development received Planned Development approval allowing shared garbage enclosures for tenants within the “commons” portion of the retail development. ➢ Garbage hauler access to trash enclosures is challenged by drive-through facilities and one-way traffic lanes. Recent examples include Chick-fil-A, Raising Canes, and the City and County Credit Union. ➢ Multi-tenant buildings prefer shared trash facilities. Placing enclosures away from the building provides design flexibility. ➢ The Eagan Fire Department has recently indicated a preference for detached trash enclosures due to potential for dumpster fires. ➢ This project was initially proposed at last year’s joint workshop, however, was delayed as staff awaited possible regulations that may have impacted direction on this topic. Dakota County introduced new waste management and recycling regulations that went into effect in early 2021. Additionally, the internal Storm Water Pollution Prevention Plan committee was evaluating potential Code amendments to address dumpster maintenance and runoff, along with reporting of hauler vehicle spill. With both regulations now in place, staff will evaluate and determine if either have any impact on potential Code amendments addressing attached and detached enclosure regulations. Background ➢ The City adopted new garbage enclosure requirements in 1997 to negate the need for conditional use permit approval as trash receptacles were considered outdoor storage and subject to the outdoor storage ord inance. The approved ordinance requires attached trash enclosures in certain zoning districts but allows detached enclosures within other zoning districts. ➢ City Code trash enclosure requirements: 7. Enclosure of trash and recyclables containers. All trash and recyclables containers stored outside in the R-4, LB, NB, GB, CSC, RD, I-1, I-2, PF and BP zoning districts shall be stored within an enclosure subject to the following standards: a. The enclosure shall have an impermeable floor surface. b. The enclosure shall be attached to the principal building in the limited business (LB), neighborhood business (NB), general business (GB), community shopping center (CSC), and research and development (RD) zoning districts. c. The enclosure may be detached from the principal building in the residential multiple (R4), limited industrial (I-1), general industrial (I-2), business park (BP) and public facility (PF) zoning districts. (subparagraphs d – g not included) Discussion 1. Should the City continue to accept Variances or proposed deviations to Planned Developments for detached trash enclosures and review on a case-by-case basis? 2. Should the City consider Code amendments to provide flexibility and/or other design standards (i.e. accessible pathways, lighting, and covered enclosures to prevent contaminated storm sewer runoff)? 3. Other considerations as directed by Council. 2. On-Sale liquor – Conditional Use Permit Requirements Issue The City Code requires businesses to receive two approvals from City Council regarding “On- sale” liquor sales. Chapter 11 of City Code requires approval of a Conditional Use Permit in addition to receiving Council approval of a Liquor License. Additionally, a recent Planned Development Amendment to include an outdoor patio to expand seating capacity for an existing restaurant located within a shopping center raised questions regarding “contiguity”, “attached”, and fencing containment requirements. After staff research, additional Council direction on this matter is needed. Staff will provide initial findings to the City Council at the December Work Session. Following Council direction, the Advisory Planning Commission could provide input and feedback on proposed Code changes to Chapter 11. Background ➢ At the June 15, 2021, City Council meeting, Council directed staff to research and prepare an ordinance amending City Code Chapter 11 regarding the conditional use permit requirement for “On-sale” liquor in various zoning districts. ➢ “On-sale” liquor is allowed through Conditional Use Permit approval within most commercial zoning districts in association with a restaurant or other allowed use as regulated by the State. ➢ The City has processed eight Conditional Use Permit requests for “On-sale” liquor since 2005. Within commercial Planned Developments, “On-sale” liquor has either been permitted in conjunction with a full service or casual restaurant use during the initial PD review or later as a PD Amendment. ➢ Approximately two-thirds of the City’s retail commercial property is zoned Planned Development, with the remaining one-third zoned under the City’s base commercial zoning districts. The number of commercial PD’s allowing “On-sale” liquor has yet to be determined. ➢ Additional Code Amendments may need to include Chapter 5 – Beer, Wine and Liquor Licensing and Regulation to address contiguity, attachment and fencing containment issues. Discussion 1. Policy direction and other considerations regarding “On sale” liquor will be discussed at the December City Council Work Session. 2. Other considerations as directed by Council. 3. Skilled Nursing Facilities Issue ➢ City staff has recently received numerous inquiries regarding zoning and where skilled nursing facilities are allowed within the city. ➢ Skilled nursing facilities or “Nursing homes” have generally been categorized as a quasi- commercial land use, requiring commercially guided and zoned property. Background ➢ City Code allows skilled nursing facilities (i.e. assisted living, memory care or long-term care) within only two commercial zoning districts, Limited Business (LB) and Neighborhood Business (NB), both under CUP process. ➢ In some instances, property may to be re-guided to Office Service (O/S) or Retail Commercial (RC) to accommodate the use. ➢ Nursing homes are grouped with rest homes, retirement homes or hospitals for human care, day care centers, and private schools. o City Code definition: Nursing home means a facility or that part of a facility that provides nursing care to five or more persons. A nurs ing home does not include a facility or part of a facility that is a hospital, clinic, doctor's office, diagnostic or treatment center or a residential program licensed by the State of Minnesota. ➢ Facilities that provide a “continuum of care” (i.e. independent living, assisted living, and memory care units), have generally been compared to residential apartments, and have been allowed in multi-family zoning districts. ➢ The City has seven “nursing home” facilities, six of which provide continuum of care, and only one facility that specializes in only memory care (Brookdale at 1365 Crestridge Lane). ➢ Some cities have adopted defined uses that address the variation of skilled nursing facilities, sometimes utilizing State definitions to ensure consistency between state agencies and local zoning. ➢ Additionally, some communities have allowed skilled nursing facilities and/or nursing homes within non-commercial areas such as multi-family residential areas. Discussion 1. Should the City continue to restrict skilled nursing facilities to the two commercial districts as currently regulated, and continue to allow continuum of care facilities to be categorized as “multi-family”? 2. Should the City consider Code amendments to provide flexibility for location of skilled nursing facilities to include medium- or high-density residential land use areas? 3. Other considerations as directed by Council. Attachments: (1) III-1 APC PowerPoint Presentation City Council/APC Joint Workshop November 2021 Discussion Topics 1. Attached vs. Detached garbage enclosures 2. On-Sale Liquor / CUP Requirement 3. Skilled Nursing Facilites Attached vs. Detached Garbage Enclosures Issue ➢Recent deviation requests from the attached garbage enclosure requirement. ▪Hilltop/Hy-Vee Redevelopment ▪The Viking Lakes ▪Central Park Commons ➢Garbage hauler access is challenged by drive-through facilities and one-way traffic lanes. ▪Chick-fil-A ▪Raising Canes ▪City and County Credit Union. Attached vs. Detached Garbage Enclosures Issue ➢Multi-tenant buildings prefer shared trash facilities and placing enclosures away from the building. ➢The Eagan Fire Department recently indicated preference for detached trash enclosures due to potential for dumpster fires. Attached vs. Detached Garbage Enclosures City Code trash enclosure requirements: 7. Enclosure of trash and recyclables containers. All trash and recyclables containers stored outside in the R - 4, LB, NB, GB, CSC, RD, I-1, I-2, PF and BP zoning districts shall be stored within an enclosure subject to the following standards: a.The enclosure shall have an impermeable floor surface. b. The enclosure shall be attached to the principal building in the limited business (LB), neighborhood business (NB), general business (GB), community shopping center (CSC), and research and development (RD) zoning districts. c. The enclosure may be detached from the principal building in the residential multiple (R -4), limited industrial (I-1), general industrial (I-2), business park (BP) and public facility (PF) zoning districts. Attached vs. Detached Garbage Enclosures Hilltop Center Redevelopment Attached vs. Detached Garbage Enclosures Central Park Commons Attached vs. Detached Garbage Enclosures Culvers Attached vs. Detached Garbage Enclosures Discussion Questions 1. Should the City continue to accept Variances or proposed deviations to Planned Developments for detached trash enclosures and review on a case-by-case basis? 2. Should the City consider Code amendments to provide flexibility and/or other design standards (i.e. accessible pathways, lighting, and covered enclosures to prevent contaminated storm sewer runoff)? 3. Other considerations as directed by Council. On-Sale Liquor –CUP Requirements Issue 1. Policy direction and other considerations regarding “On sale” liquor will be discussed at the December City Council Work Session. 2. Other considerations as directed by Council. On-Sale Liquor –CUP Requirements Background ➢Earlier this year Council directed staff to research and prepare an ordinance amending City Code regarding the CUP requirement for “On-sale” liquor in various zoning districts. ➢“On-sale” liquor is allowed solely through Conditional Use Permit approval within most commercial zoning districts ➢The City has processed 8 CUP requests for “On-sale” liquor since 2005 •Bonchon CUP request •Wildcats PD Amendment On-Sale Liquor –CUP Requirements Background ➢Planned Developments -“On-sale” liquor permitted in conjunction with full service or casual restaurant or later as PD Amendment. ➢Approximately 2/3 of City’s retail commercial property is zoned Planned Development, with the remaining 1/3 under City’s base commercial zoning. ➢The number of commercial PD’s allowing “On-sale” liquor has yet to be determined. ➢Additional Amendments in Chapter 5 –Beer, Wine and Liquor Licensing and Regulation to address contiguity, attachment and fencing containment issues. Skilled Nursing Facilities Issue ➢City staff has recently received numerous inquiries regarding zoning and where skilled nursing facilities are allowed within the city. ➢“Nursing homes” categorized as a quasi-commercial land use ➢Re-guide and rezone property for commercial Skilled Nursing Facilities Background ➢Limited Business (LB) and Neighborhood Business (NB) -No use by right / CUP required ➢Potential reguiding needed O/S or RC to accommodate zoning ➢Nursing homes grouped with rest homes, retirement homes or hospitals for human care, day care centers, and private schools. ➢Continuum of care (independent living, assisted living, and memory care units) ▪Categorized as residential, multi-family zoning districts Skilled Nursing Facilities Background ➢7 nursing home facilities in Eagan ▪6 provide continuum of care, ▪1 specializes memory care (Brookdale at 1365 Crestridge Lane) ➢Some cities use State definitions to provide clarity and consistency ➢Some communities allow skilled nursing facilities within non-commercial areas Skilled Nursing Facilities Discussion 1. Should the City continue to restrict skilled nursing facilities to the two commercial districts as currently regulated, and continue to allow continuum of care facilities to be categorized as “multi-family”? 2. Should the City consider Code amendments to provide flexibility for location of skilled nursing facilities to include medium-or high-density residential land use areas? 3. Other considerations as directed by Council. City Council/APC Joint Workshop Agenda Information Memo November 9, 2021 Special City Council Workshop IV. Rental Licensing Direction for Consideration: Provide direction to staff regarding a potential rental licensing program. Background At the October 2019 City Council retreat, the City Council discussed rental licensing. Although the City Council has previously expressed concerns about interference in the private market, in 2019 the Council discussed that the increasing age of the City’s housing stock, the need for a proactive approach to potential deterioration, and an increased focus on equity for all residents may support consideration of a rental licensing program. Staff was directed to research rental licensing. After a pause in research in 2020 to address pandemic and development issues, staff has been researching and discussing rental licensing programs with a 12-member internal work group with representatives from Planning, Code Enforcement, Inspections, Fire, Police and the City Attorney’s office. The work group is supportive of a rental licensing program. The City of Eagan currently has approximately 8,670 registered rental units which is 29 percent of the City’s housing stock. Rental housing includes 6,617 rental apartments, 716 rental townhomes, and 1,345 single unit rentals. Single unit rentals are units which were constructed as ownership units but are currently rented. Eagan’s single unit rentals include 375 single-family homes, 172 twin home units, 544 ownership townhome units, and 254 condominium units. Please see attached map Registered Rental Locations which shows the location of multifamily housing developments (orange and brown areas on map) and single unit rentals (blue dots). In some ownership townhome and condominium developments, nearly 50 percent of units are being rented. Single-unit rentals have increased significantly in the Twin Cities and nationwide since the Great Recession. Corporate ownership of single-unit rentals is becoming common. The owners of approximately 70 percent of single-unit rentals have non-Eagan mailing addresses. As shown on the attached map, rental housing is located throughout the City of Eagan with a higher concentration of rental housing in the City’s southeast quadrant. Nearly all of Eagan’s rental housing is 30 years old or more. Please see the attached map, Age of Single Unit Rental Housing. Except for multifamily housing constructed in the last few years, nearly all of Eagan’s multifamily housing is also at least 30 years old. Current Practices  The City currently uses several tools to address issues at rental properties. Code Enforcement, Building Inspections, Fire, and Police respond to various rental complaints.  The City Council approved a rental registration program in 2011. Rental registration is free to property owners, has no renewal requirement, and has no penalties for unregistered rentals. The City’s primary goal of rental registration is to obtain contact information for the owner or owner’s representative in case of code violations.  Code enforcement addresses exterior code violations at rental and ownership housing on a complaint basis and through annual proactive inspections.  The Fire Department performs annual common area inspections at multifamily buildings. No fire inspections are performed inside individual multifamily or single unit rentals.  The Police Department’s crime-free multi-housing program focuses on education and communication. The repeat nuisance call service fee is intended to cover the cost of responding to repeated calls for nuisance activity. Components of Rental Licensing  City staff have researched ordinances and conducted interviews with 11 Twin Cities suburbs that have rental licensing programs. Staff focused research on larger suburbs that are comparable to Eagan. The number of rental units for those cities ranged from 2,600 to 15,000 units, with a median of approximately 7,000 units (compared to Eagan’s 8,670 rental units).  Most cities with rental licensing programs have adopted the International Property Maintenance Code (IPMC) and require housing inspectors to be IPMC certified. Some cities adopt additional standards to supplement the IPMC.  Licensing programs require inspection of units for safety and security with regards to fire precautions; mechanical, plumbing, electrical, and sanitation systems; and structure and property maintenance. Burnsville’s inspection checklist is attached as an example. Most cities inspect rental units every two to three years and multifamily common areas annually.  Licensing programs define a process for license revocations and denials. The interviewed cities reported that license revocations and denials are very rare. More often, cities will postpone license renewal and, if necessary, charge reinspection and late renewal fees if corrections are not made. Costs and Fees  The costs of a rental licensing program are recovered from licensing fees. Of the cities interviewed, most reported that fees fully supported program costs. Of cities in which fees did not cover costs, policy decisions (i.e., discounts for affordable housing or Council reluctance to raise fees) impacted revenue.  Based on staffing levels in other cities and the size of their rental programs, staff estimates that 2 to 2 ½ FTE would be needed for an Eagan rental licensing program.  In addition to wages and benefits, the City would incur costs for vehicles, equipment, and training. New staff can be accommodated within existing workspace.  With a fee structure like what is currently used in Burnsville and Edina, staff estimates that ongoing costs would be supported by licensing fees once the program was fully established. Challenges and Benefits of Rental Licensing  Rental licensing would be large program requiring additional staff and overhead costs. Some landlords will complain about interference in private property rights. Rental licensing fees will be cost to property owners that will be passed on to tenants through rent, albeit the cost will be nominal as a percentage of market rents.  Rental licensing could provide several benefits. o Public safety. Inspections ensure that rental units have listed smoke alarms and carbon monoxide detectors, emergency egress, and code-compliant electrical, plumbing, and mechanical systems. o Equity. Some rental tenants may not feel empowered to call the city with housing complaints if they fear interaction with government workers or losing their lease. Rental licensing ensures safe and secure housing for all tenants. o Maintenance of housing stock. Most of the City’s rental housing stock has reached the age where significant maintenance is necessary. A rental licensing program can prevent property decline and blight. o Coordinated approach. The City currently addresses rental housing concerns through Code Enforcement, Building Inspections, Fire, and Police. A rental licensing program would provide a comprehensive, coordinated approach that is supported through licensing fees. A rental licensing program may reduce service calls. Policy Questions 1. Should City staff proceed with developing a rental licensing program? 2. Does the City Council have questions or concerns that should be addressed? 3. Does the City Council support outreach to landlords and rental property owners? Attachments (4): IV-1 Presentation IV-2 Map – Registered Rental Locations IV-3 Map – Age of Single Unit Rental Housing IV-4 Rental housing inspection checklist, City of Burnsville Rental Licensing City Council Work Session November 9, 2021 Rental Inventory 29,738 Residential units in Eagan 7,333 Apartments and rental townhomes Includes units under construction, excludes state-licensed facilities (senior facilities, group homes) 1,345 Registered single-unit rentals Includes single-family homes, condominiums, ownership townhomes, duplexes, triplexes, and quads Single Unit Rentals Significant increase since Great Recession •44 new single-unit rental registrations since July 1 Institutional and investor ownership •Corporate ownership (39% since July 1) •Multiple units (27% since July 1) •70% of single-unit rentals have non-Eagan owners Located in all neighborhoods •Concentration in southwest Eagan Policy Implications of Single Unit Rentals Homeownership opportunities •Eagan’s population is 30% BIPOC •77% homeownership for white households •22% homeownership for Black households Financial stability of HOA’s •Up to 50% rental in some HOA’s •Pressure on reserve funds •Long-term maintenance Rental Registration Rental registration program approved in 2011 •No cost to property owners •No renewal requirement •No penalties for unregistered rentals •Contact information for responsible owner/manager Other Current Tools Code enforcement •Complaint driven •Exterior inspection only •Annual proactive inspections by geographic area Fire inspections •Annual multifamily fire inspections •Common areas only •No single-unit inspections Police Department crime-free multi-housing program •Focus on education and communication Current challenges •Hodge-podge of tools •Coordination between programs and departments •No life-safety inspections of unit interiors •Few public safety tools for single-unit rentals •Few enforcement mechanisms •Costs not supported by user fees Communities Interviewed Golden Valley 2,600 units Brooklyn Center 3,600 units Maplewood 4,200 units Roseville 4,300 units –5+ buildings only Maple Grove 5,300 units Eden Prairie 7,000 units Edina 7,300 units Brooklyn Park 8,600 units Eagan 8,670 units St. Louis Park 10,800 units Bloomington 13,500 units Burnsville 15,000 units Common Exemptions •Snowbirds •Rental to qualifying family member •Contract for deed •State-licensed residential facilities Inspections Most cities have adopted International Property Maintenance Code (IPMC) •Additional standards for rodents, pests, etc. •Inspectors IPMC-certified Inspections •Every two to three years •Inspections upon complaints or change of ownership •Multifamily common areas annually Inspection checklist Revocations and Denials Revocations are very rare and only for extreme situations Delayed renewal is common •Administrative fees for reinspections and renting without license •Criminal penalties if violations not addressed License revocation for non-payment of taxes Costs and Fees Potential City costs •2 to 2 ½ FTE •Wages, benefits, training, vehicles, and equipment Costs covered by licensing fees •Fee structure similar to Burnsville and Edina •Fees nominal in comparison to market rents Community Engagement Engagement with rental owners/management •MN Multihousing Association •Homeline Complaints •Fees •Property rights Landlord support •“levels the playing field” Support for Rental Licensing Roseville –4,000 smoke detectors installed in 1st six months Burnsville –significant decrease in fires and fire injuries Cost of no licensing program •Deteriorated/unsafe housing •Calls for service Licensing gives tenants a voice •Tenants are tax-paying residents •Focus on safe housing •Market balance Benefits of Licensing Public safety •Interior inspections of life-safety systems Equity •Safe and secure housing for all tenants Maintenance of housing stock •Housing stock of age when major repairs are necessary •Prevention of property decline and blight Coordinated approach •Potential to reduce service calls Policy Questions 1.Should staff proceed with developing a rental licensing program? 2.Does the City Council have questions or concerns that should be addressed? 3.Does the City Council support outreach to landlords and rental property owners? Cliff Rd Diffley Rd Yankee Doodle RdPilot Knob RdLexington AveI-494 I-35E Registered Rental Locations Legend Registered Single Unit Rental Land Use Type selection Medium Density Res (commercial rental) High Density Res (commercial rental) 0 10.5 Miles ´ Cliff Rd Diffley Rd Yankee Doodle RdPilot Knob RdLexington AveI-494 I-35E Age of Single Unit Rental Housing Legend Registered Single Unit Rental Year Built ≤1990 >1990 0 10.5 Miles ´ Rental Inspection Checklist Single and Multi- Units | Interior Reviewing rental units for compliance with this list could save from costly re-inspections. Rental units include apartments, condos, manufactured home parks and single-family homes for rent. This list contains common violations. It is not intended to be a comprehensive list of all violations that could occur. Ceiling Free of water damage, cracks and peeling Electrical All outlets and switch plate covers present and secured Wiring is concealed Free of temporary wiring/extension cords Electrical panel and/or electrical room labeled and accessible? (three foot clearance to panel and inspection sticker) Floors Floors free of holes, cracks and tripping hazards Water-tight surfaces in bathrooms and kitchens Food Storage/Preparation Cabinet doors, drawers and hardware in good condition Kitchen is sanitary Furnace/Air Conditioner Heating appliances and air conditioners operable with secure gaskets and handles Controls/thermostats easily accessible Refrigerator Refrigerator operable with secure gaskets and handles Sink/Wash Basin Sinks and wash basins are cleanable; have water-tight surfaces that are free of chips, cracks and leaks No presence of flexible piping Smoke/Carbon Monoxide Detectors Working smoke detectors installed in each bedroom, adjacent hallways and on each level Working carbon monoxide (CO) detector are within 10 feet of bedrooms where required Stove/Range/Oven Burners and oven elements are operable Door gaskets are in good condition Adjacent countertops are below stovetop cooking surfaces Environment Free of signs of rodent or pest infestation Tubs/Showers/Toilets Surfaces around tub, shower, floor and toilet are washable and water-tight Plumbing fixtures are operating properly Ventilation Bathroom |Operable bath fans if there is no bathroom window Kitchen | Mechanical fans or windows open freely Dryer | Vented through rigid metal or other approved flexible materials, secured at joints with metal tape Dryer | Directly vented to the outside Walls Walls free of holes or water damage Windows/Patio Doors Windows open, close and latch freely Doors open, close and latch freely Windows and doors free from leaks, cracks and peeling paint Screens on all windows and doors Exits and Pathways Exits and pathways are clear, maintained and usable Stairs and Guardrails Carpeting on stairs is secure Handrails are present and secure Water Heater Water heater is free of leaks and rust A metal drip pipe is in place within 18 inches of the ground Vented properly Turn page over for: • Single and Multi- Units | Exterior • Multi-Family | Interior Common Areas • Multi-Family | Exterior Common Areas Combustible Storage Combustible materials (i.e. paint, gasoline, etc.) are stored properly Address Building address is visible from street Individual numbers in the address are at least four inches tall Building Exterior/Yard Maintenance Roof and siding in good condition Sidewalks and steps maintained Yard/landscaping maintained (mowed or plowed) and free of junk and debris Painted surfaces are free of chipping/peeling Decks Guardrails present on any decking over 30 inches from ground Decks free of grills, where applicable Decks structurally sound (no holes, no rotting) Vehicles/Outdoor Storage Yard and exterior free of prohibited items All vehicles parked on the property are operable, licensed and properly parked Emergency Contacts and Fire Department Key Box Up-to-date emergency contact numbers Fire Department box contains all necessary keys Fire Extinguisher Fire extinguishers are visible, accessible with valid inspection dates Extinguisher cases are free of broken or chipped glass Fire Safety Features Emergency lights, exit signs and fire doors are maintained and operable Stairs and Guardrails Carpeting on stairs is secure Handrails are present and secure Pool Chemicals Pool chemicals stored properly Dumpsters Dumpsters are located away from building and wall openings Fire Lanes Fire lanes are posted and well maintained Hydrants and Sprinklers Hydrants and sprinkler systems are well maintained Utility Meter Utility meters are protected from potential vehicle damage Garbage/Recycling A garbage and recycling service is in place Containers are stored in approved enclosures Laundry Rooms Laundry rooms maintained and properly ventilated All surfaces are water-tight Pool Chemicals Pool chemicals stored properly Single and Multi- Units | Exterior Multi-Family | Interior Common Areas Multi-Family | Exterior Common Areas Contact Information City of Burnsville 100 Civic Center Parkway Burnsville, MN 55337-3817 952-895-4400 Rental License & Code Enforcement 100 Civic Center Parkway Burnsville, MN 55337-3817 952-895-4440 Fire Department Administration 952-895-4570 Police Department Administration 952-895-4600 For more information visit www.burnsvillemn.gov/property Agenda Information Memo November 9, 2021 Special City Council Workshop V.Comprehensive Plan Concept Plan Review Direction for Consideration: Direct staff to schedule a public hearing on the proposed ordinance amendment before the Advisory Planning Commission and to place the ordinance amendment on a future City Council agenda for consideration. Facts: At the April 28, 2021, retreat the City Council discussed a potential concept plan review process for comprehensive plan amendments. City Council review of concept plans for comprehensive plan amendments would allow the applicant to hear Council concerns prior to incurring significant costs associated with a complete application. Councilmembers will have an opportunity to provide feedback and ask questions on proposals. On June 6, 2021, the City Council directed the preparation of an ordinance amendment to City Code Chapter 12 and an amendment to the fee schedule to authorize City Council review of concept plans for comprehensive plan amendments. If the City Council directs staff to proceed with a public hearing, fees and escrow for the concept plan review will be included on the 2022 Fee Schedule. Policy Questions for Consideration 1.Does the City Council have suggestions for the proposed amendment to the City Code? 2.Does the City Council have specific requests for information to be provided during comprehensive plan concept plan reviews? Attachments: V-1 Draft Ordinance Amendment ORDINANCE NO. ___ 2ND SERIES AN ORDINANCE OF THE CITY OF EAGAN, MINNESOTA, AMENDING EAGAN CITY CODE CHAPTER ELEVEN ENTITLED “LAND USE REGULATIONS (ZONING)” BY ADDING SECTION 11.50, Subd. 5(I), REGARDING REQUEST FOR REVIEW OF A CONCEPT PLAN OF A PROPOSED COMPREHENSIVE GUIDE PLAN AMENDMENT AND BY ADOPTING BY REFERENCE EAGAN CITY CODE CHAPTER 1 AND SECTION 11.99 The City Council of the City of Eagan does ordain: Section 1. Chapter 11 of the Eagan City Code is hereby amended by adding Section 11.50, Subd. 5(I), to read as follows: I. Comprehensive Guide Plan Amendment concept plan. Prior to filing a land use application that would require an amendment to the City’s Comprehensive Guide Plan, any person may submit to the City a concept plan for a proposed comprehensive guide plan amendment, along with a written request that the concept plan be presented to the City Council for informal presentation and discussion of the feasibility of the proposed comprehensive guide plan amendment. The request shall be made by addressing a letter to the City Council; the request and concept plan will be presented at a subsequent City Council meeting as agenda availability permits. Submission of the concept plan shall not constitute formal filing of a plan or application with the City. The City Council will not take formal action or provide an opinion as to its action upon a formal application for the amendment; the sole purpose of the City Council’s review of the submitted concept plan is review and obtain information of the potential/conceptual comprehensive guide plan amendment. Section 2. Eagan City Code Chapter 1 entitled "General Provisions and Definitions Applicable to the Entire City Code Including 'Penalty for Violation'" and Section 11.99, entitled "Violation a Misdemeanor" are hereby adopted in their entirety by reference as though repeated verbatim. Section 3. Effective Date. This ordinance shall take effect upon its adoption and publication according to law. ATTEST: CITY OF EAGAN City Council /s/ Elizabeth VanHoose /s/ Mike Maguire By: Elizabeth VanHoose By: Mike Maguire Its: City Clerk Its: Mayor Date Ordinance Adopted: Date Ordinance Published in the Legal Newspaper: ___________________ Date of Advisory Planning Commission Hearing: Agenda Information Memo  November 9, 2021 Eagan City Council Meeting  VI.2022 Eagan Convention and Visitors Bureau Budget Direction For Consideration:   To review and ratify the Board‐adopted 2022 ECVB budget and marketing priorities.   Facts:   The Eagan CVB’s 2022 budget process began early this past summer and has been reviewed by the ECVB Executive Committee.  The budget was also reviewed by City Liaison and Director of Community Development Jill Hutmacher by way of her position on the Executive Committee and ECVB Board. The mission of the Eagan Convention and Visitors Bureau is to promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts.  The organization also strives to generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. A modest budget increase was approved by the Eagan CVB’s Board of Directors during their September Board meeting. The slight increase results from the anticipated gradual pandemic recovery Eagan’s hospitality community will be experiencing in 2022.  City Liaison Jill Hutmacher and Mayor Mike Maguire were present for Board action. While the Eagan CVB Board operates independently from the City, Section 3.2 of the Operating Agreement with the City of Eagan requires the ECVB to submit its work plan and operating budget to the City Council for its “review and approval.” The ECVB will once again play an active role in spearheading promotional efforts for Eagan’s July 4th Funfest, Art Festival, Market Fest and Caponi Art Park while also working with officials from Cascade Bay Waterpark and the Eagan Civic Arena on joint marketing efforts for 2022. Attachments: (2)  VI‐1 ECVB 2022 Budget Summary and Highlights VI‐2 ECVB 2022 Budget   Eagan Convention and Visitors Bureau Proposed 2022 Budget Eagan Convention & Visitors Bureau Responsible Manager: Brent Cory, President & CEO City Liaison: Jill Hutmacher City Council ECVB Board Representation: Mayor Mike Maguire PURPOSE & DESCRIPTION The purpose of the Eagan Convention and Visitors Bureau is to:  Promote Eagan as a major conference, meeting and tourist destination through creative marketing and sales efforts.  Generate a greater economic impact for Eagan, thus enhancing the quality of life for all residents. The Eagan Convention and Visitors Bureau is responsible for the following functions:  Increasing travel to Eagan by individuals, tour groups and meeting attendees, as well as increasing guest visits to area hotels, attractions, restaurants, and retail outlets.  Promoting Eagan through advertising, public and media relations, creative promotions and collateral, website/Internet initiatives, and e-commerce/direct mail campaigns.  Participating in trade shows, women’s expos, sales missions, targeted sales calls and familiarization tours aimed at generating leads and business prospects for Eagan. PERFORMANCE INDICATORS 2020 2021 2022 Description Actual Projection Estimate Amount of lodging tax generated $534,411 $880,828 $975,000 Qualified leads generated through 62,489 89,500 95,500 advertising/promotional/sales efforts HIGHLIGHTS & CHANGES Overview: Tenacity is alive and well in Eagan, and as the COVID-19 pandemic sadly marches on, the commitment to survival displayed by hospitality professionals representing our Eagan hotels, restaurants, attractions, and retail outlets has been nothing short of amazing. In some cases, we’ve witnessed our stakeholders creating entirely new business models in an effort to serve their guests in a safe and effective manner while keeping their businesses afloat. Our organization is certainly no different as we’ve had to reimagine how we go about promoting Eagan on numerous fronts. Fortunately, we’ve managed our resources wisely and have been able to boldly promote Eagan both on the sales and marketing fronts during the pandemic recovery process as a safe destination to visit. We’ve also been highly engaged on the local level as we’ve worked to encourage even our local residents to support our hospitality partners through the purchase of hotel and restaurant gift cards, takeout meals and more. In addition to the pandemic, public safety concerns continue to impact tourism on a regional level throughout the Twin Cities as well. Numerous sporting events and group tour opportunities have passed on our region citing the 2020 civil unrest and rising crime rates. We’ve been engaged with our tourism colleagues on this issue and have also reached out to organizations within the business community who are closely monitoring how these issues are being addressed. Now that we have a better indication of the direction Minneapolis will be heading in relative to public safety, this should help us effectively address these issues with our various travel segments. Moving forward, the good news is that there is an unprecedented level of pent-up demand for travel, and as business travelers slowly begin to get back out on the road and into the air, 2022 looks to be a rather solid year for steady growth and recovery. The only wildcard we foresee centers around rising consumer costs, and in our case, we’re closely watching hotel rates along with food and gas prices. Fortunately, our unrivaled Pick Your Package promotion is the perfect answer for travelers seeking an affordable experience. We can also adapt in real-time and curtail our promotional packages to effectively address pain points if need be. We see lots of reasons for optimism in 2022, and here are just a few of the exciting initiatives we have in store for next year:  As travel dollars become even more precious, leisure travelers will inevitably be seeking out premium experiences at affordable rates. In addition to our previously mentioned Pick Your Package promotion, our steady stream of stay and save packages, contests and dining deals will all be aligned like never before to creatively position Eagan ahead of the competition.  The use of digital advertising, streaming video, social networking sites (Twitter, Facebook, Instagram, LinkedIn, etc.) along with other websites such as TripAdvisor and Expedia will be utilized to enhance our online presence resulting in an increased awareness of Eagan as a travel destination.  We’ll be working closely with the Viking Lakes team on attracting more large-scale events such as the Granite Games and Premier Lacrosse League tournaments aimed at benefitting our entire Eagan hospitality community.  We’ll be striving to leverage PR opportunities associated with our Vikings partnership and training camp in an effort to continue building awareness about Eagan and our arsenal of amenities while continuing to take strides in establishing Eagan as the place where fans can partake in the ultimate Vikings experience. POSITION INVENTORY Personnel 2019 2020 2021 2022 Hours President & CEO 1 1 1 1 2,080 Sales Director 1 1 1 1 2,080 Tourism Sales Director 1 1 0 0 0 Marketing Manager 1 1 1 1 2,080 Marketing Coordinator 1 1 1 1 2,080 Total 2022 WORK PLAN Activity Routine 1. Generate and fulfill inquiries from leisure, group tour, business, meeting travelers and Sports tournament directors. 2. Create/distribute collateral promoting Eagan’s hotels, restaurants, attractions and shopping destinations to target markets. 3. Conduct sales missions aimed at generating increased travel/economic impact for Eagan. 4. Work closely with hospitality partners to continually keep Eagan top of mind in identified market segments. 5. Provide superior customer service to guests interested in the many amenities Eagan has to offer. % Budget vs. Budget 2019 2020 2021 2022 Change Actuals Actuals Budget Budget 2021 to 2022 INCOME Tax Income 1,116,140 534,411 987,340$ 975,000$ -1.2% Interest Income 944 448 1,000 500 -50.0% Explore MN Tourism Coop 7,000 10,250 2,500 17,500 600.0% Misc. Income - 54,000 - - 0.0% Total Income 1,124,084 599,109 990,840 993,000 0.2% EXPENSES Personnel Expenses Salaries 293,013 274,248 272,000 280,000 2.9% Health Insurance 35,639 28,818 28,000 25,000 -10.7% Payroll Expenses (FICA, etc.) 23,425 20,481 23,000 23,000 0.0% SIMPLE Matching Funds 7,522 2,736 7,500 6,000 -20.0% Subtotal 359,599 326,283 330,500 334,000 1.1% Other Expenses Accounting 19,421 22,750 25,000 22,000 -12.0% Annual Meeting/Awards Program 3,944 4,167 - - 0.0% Auto Expenses 1,015 - 1,000 500 -50.0% Contract Labor 13,004 5,792 10,000 10,000 0.0% Depreciation 5,220 6,565 12,000 12,000 0.0% Donations 504 50 500 500 0.0% Dues/Subscriptions 7,167 4,349 5,000 4,500 -10.0% Education/Training 7,658 1,580 11,000 11,000 0.0% Equipment Lease 663 663 - 800 - Equipment Maintenance 4,188 3,193 5,000 5,000 0.0% Insurance 3,861 3,986 8,000 6,000 -25.0% Legal Fees - - - - 0.0% Meetings 2,906 1,104 1,000 1,000 0.0% Office Supplies/Equipment 6,152 3,697 4,340 4,500 3.7% Rent 34,791 35,041 36,000 36,500 1.4% Telephone 2,265 2,589 5,500 2,500 -54.5% Subtotal 112,759 95,526 124,340 116,800 -6.1% Marketing Expenses Advertising 427,217 178,207 380,000 380,000 0.0% FAM 5,693 704 3,500 5,000 42.9% Fulfillment House Services 4,851 2,270 5,000 6,000 20.0% Postage 7,612 1,782 8,000 10,000 25.0% Promotion 119,009 69,897 85,000 85,000 0.0% Research 5,788 3,900 3,000 3,700 23.3% Telecommunications Services 8,663 7,429 5,000 6,000 20.0% Trade Show 15,298 5,416 8,000 8,000 0.0% Website/Mobile Technology 11,585 22,401 18,000 18,000 0.0% Subtotal 605,716 292,006 515,500 521,700 1.2% Travel & Entertainment Transportation 8,665 804 7,000 7,000 0.0% Entertainment - - - - 0.0% Meals 1,987 319 3,500 3,500 0.0% Lodging 12,884 3,078 10,000 10,000 0.0% Subtotal 23,536 4,201 20,500 20,500 0.0% Total Expenses 1,101,610 718,016 990,840 993,000 0.2% Net Income 22,474$ (118,907)$ -$ -$ Proposed 2022 Budget Eagan Convention & Visitors Bureau Agenda Information Memo  November 9, 2021 Special City Council Workshop      VII.  2022‐2023 ENTERPRISE AND SPECIAL REVENUE OPERATING FUND BUDGETS    Direction For Consideration:      To provide direction to staff regarding the proposed 2022‐2023 fund budgets for:    ENTERPRISE FUNDS:  o Public Utilities (Water, Sanitary Sewer, Street Lighting, Storm Drainage and Water  Quality)  o Civic Arena  o Cascade Bay  o Community Center    SPECIAL REVENUE FUND  o ETV  o Tree Mitigation     To direct that the budgets be placed on a future City Council meeting Consent Agenda for formal  ratification, or studied further.    Facts:     GENERAL INFORMATION     By definition, enterprise funds are established to account for self‐supporting activities with  revenues primarily from user fees at rates set by the City Council.     ETV and Tree Mitigation are the only special revenue funds under consideration for this  workshop.  Other minor special revenue funds will be submitted for approval at a regular City  Council meeting in December.     The 2022 budget is the first year of the two‐year 2022‐2023 budget cycle.     The budget team has met on a regular basis during the last several months, including periodic  meetings with director and staff responsible for the enterprise and special revenue fund  budgets to discuss the impacts of COVID on the respective operations.     COVID has had significant impacts on the three recreation enterprise funds: Cascade Bay,  Community Center, and the Civic Arena in 2020 and 2021.  Resulting financial impacts are still  being felt in all facilities, however, the Arena and Cascade Bay are recovering at a faster pace  than the Community Center, and in most cases, are at pre‐pandemic levels.     Staff responsible for these budgets will be available at the meeting to expand on policy issues  and respond to questions.       Agenda Information Memo  November 9, 2021 Special City Council Workshop      PUBLIC UTILITIES (Water, Sanitary Sewer, Street Lighting, Storm Drainage and Water Quality)     The Public Utilities Fund budgets note a net cash outflow of $8.3 million in 2022 and $1.8 million  in 2023.  The higher than usual outflow amounts are from the increased capital improvement  costs in the Public Utilities budgets.  As outlined in the AE2S infrastructure study, the lifecycle of  the City’s infrastructure will begin to necessitate reinvestment and maintenance.  To pay for  these improvements, the City contracted with Northland Securities to prepare a utility rate  study that developed utility rates, utilizes existing resources, combined with the issuance of  bonds, to achieve revenue sufficiency for operating and capital needs over the next 20 years for  the Water, Sewer and Storm Water Utility Funds.  The cash outflows may decrease with the use  of other cash proceeds still yet to be determined.      The Public Utilities budgets includes an additional $150,000 for personnel in 2022 and an  additional $150,000 for 2023.  The nature of the job duties requires more attention currently  from staff and the final disposition of the staffing will be communicated to Council prior to the  recruitment of the positions.      The City participates in an annual utilities rate survey by AE2S, an engineering consulting firm.   In the 2021 survey, Eagan’s combined rates for water, wastewater and stormwater ranked 4th  lowest among the 27 Twin Cities metro communities responding to the survey.       User rates for the utilities are approved annually with the Fee Schedule adoption in December.   The Northland Securities rate study, as presented to the City Council on March 9, 2021, outlined  a new quarterly infrastructure fee of $7 to be charged to each utility customer beginning with  the usage period in January 2022.  The fee will be used to generate revenue to pay for the  reinvestment in the City’s utility infrastructure.  More information and the public hearing on  these and other rate adjustments are scheduled for December 7, 2021 City Council meeting.  In  addition, the following rate increases were proposed because of the study:  o Water:  10.00 %  o Sanitary sewer:  4.00 %   o Street lighting:  5.00 %  o Storm drainage/water quality:  10.00 %      CIVIC ARENA     Parks and Recreation is proposing a new pay plan for temporary/seasonal employees to help  attract and retain quality staff.  The new pay plan is estimated to cost an additional $38,000  over the previous pay plan for Civic Arena.  These figures are built into the proposed 2022 and  2023 Budgets.     The Council will be asked to adopt all rates when the City‐wide fee schedule is adopted in  December.  These rates include a $5 increase in the prime‐time and off‐peak hourly ice rates.   With rental of ice‐time expected to be consistent with past years, the rate increase will result in  additional rental revenue for the facility.     The proposed 2022 Civic Arena budget includes the use of $195,700 in ARPA funds.  Agenda Information Memo  November 9, 2021 Special City Council Workshop      CASCADE BAY     Parks and Recreation is proposing a new pay plan for temporary/seasonal employees to help  attract and retain quality staff.  The new pay plan is estimated to cost an additional $46,000  over the previous pay plan for Cascade Bay.  These figures are built into the proposed Budgets.     City staff will present new and existing rate changes in December that include increases of a $1  to daily admissions and $10 to season passes.  A new all‐day pass will also be proposed.     Total attendance for the facility amounts to just over 2.7 million patrons since its inception.  In  2019, attendance for the year totaled 119,712.  After the facility was closed in 2020 due to the  COVID‐19 pandemic, attendance totals rebounded to 84,820 in 2021 despite the facility  operating at a reduced capacity.  The facility’s average annual attendance from 2010‐2019 was  115,450.     Daily admission/Group Sales revenue totaled $694,856 for 2021, which was 17% lower than  2019 revenues of $841,654.  Daily admission rates were increased by $1 in 2020 and reflected in  the revenue totals for 2021. The facility operated at a modified capacity in 2021 due in part to  the shortage of lifeguard personnel experienced by the City.      The proposed 2022 Cascade Bay budget includes the use of $204,200 in ARPA funds.    COMMUNITY CENTER     Parks and Recreation is proposing a new pay plan for temporary/seasonal employees to help  attract and retain quality staff.  The new pay plan is estimated to cost an additional $39,000  over the previous pay plan for the Community Center.  These figures are built into the proposed  2022 and 2023 Budgets.     The Council will be asked to adopt all rates when the City‐wide fee schedule is presented in  December.  The 2022 Budget includes an increase in fees for gym rentals and Blast Birthday  Parties.  Other adjustments are minor in nature.  Daily admission and fitness membership fees  are currently programmed to stay the same for 2022.       The Community Center continues to serve Eagan’s residents and businesses as a fitness center,  and an event and meeting facility.       From the Community Center’s inception, it was recognized that fee revenues from operations  would be insufficient to cover operating expenses.  The budget has historically been balanced  using antenna lease revenues.  In response to the negative impact COVID‐19 has had on the  Community Center’s operations, a combination of antenna lease revenues ($363,200) and ARPA  funding ($999,000) are forecast to be used in 2021.      The budget in 2022 includes transferring $385,000 of antenna lease revenue and $745,700 in  ARPA funding.     Agenda Information Memo  November 9, 2021 Special City Council Workshop    ETV     ETV is funded by a combination of PEG fees and franchise fees.  By FCC rules, PEG fees can only  be used for programming costs, not staff costs, so franchise fees are transferred to the ETV Fund  to cover ETV staff costs and PEG fees fund the balance of the fund.      The proposed ETV operational budgets are mostly status quo.       Capital expenditures total $405,000 in 2022 with $300,000 of ARPA funds programmed to pay  for technology improvements in the City Council Chambers and the Eagan Room.     Franchise Fee revenue is an operational funding source for ETV and the Communications  Department.  As noted in previous budgets, the revenue is expected to continue to decline in  2022 and 2023, due to “cord cutting” competition and the FCC rule changes.  Estimates show  that Franchise Fee Fund cash will be negative in 2023.  At the April 20, 2021 Finance Committee  meeting, the committee recommended using CARES and ARPA funds to fill the gap until a more  sustainable funding source, such as a tax levy, could be used to fund ETV and Communications.     TREE MITIGATION     2022 is the third of year of the seven‐year plan to remove trees infected by the emerald ash  borer (EAB).     Tree mitigation fees are funding the program, which includes one staff person and contractual  services for treatment and/or tree removal.      PUBLIC POLICY QUESTIONS    1. Is the City Council supportive of the proposed 2022 Enterprise and Special Revenue Fund  Budgets?    2. Is the level of ARPA dollars budgeted considered acceptable?        Attachments: (3)    VII‐1 2021 Metro Utility Rate Survey Results  VII‐2 2022‐2023 Enterprise Fund and the E‐TV Special Revenue Fund Budgets   VII‐3 Slideshow presentation  2022 2023 Total Civic Arena 195,700       201,600       397,300        Cascade Bay 204,200       214,500       418,700        Community Center 745,700       643,100       1,388,800     ETV  ‐ Capital 300,000        ‐                300,000        1,445,600    1,059,200    2,504,800     Budgeted ARPA Funds MINNEAPOLIS/ST. PAUL METRO AREA Blaine, MN Maple Grove, MN Spring Lake Park, MN Eagan, MN Ramsey, MN Oakdale, MN Coon Rapids, MN Apple Valley, MN Eden Prairie, MN Anoka, MN Plymouth, MN Burnsville, MN Chaska, MN Inver Grove Heights, MN Fridley, MN Mounds View, MN Minnetonka, MN Columbia Heights, MN Richfield, MN Falcon Heights, MN Prior Lake, MN St. Paul, MN Waconia, MN Forest Lake, MN Minneapolis, MN Arden Hills, MN Robbinsdale, MN $0.00 $34.73 $34.84 $42.16 $45.62 $48.12 $49.66 $49.74 $52.89 $56.17 $56.42 $56.66 $60.00 $64.50 $64.61 $66.29 $68.26 $68.39 $71.47 $73.16 $74.12 $82.32 $83.48 $87.86 $93.10 $40.00 $80.00 $100.31 $700.93 $106.76 $120.00 $160.00 $200.00 2021 Annual Utility Rate Survey 60 Sanitary Street Storm Water Quality Revenues: Service charges 7,183,900$ 8,892,100$ 913,700$ 1,354,600$ 2,031,800$ 20,376,100$ Connection permits 10,000 5,000 - - - 15,000 Meter sales 50,000 - - - - 50,000 Other 14,000 12,000 3,500 - 35,000 64,500 Total revenues 7,257,900$ 8,909,100$ 917,200$ 1,354,600$ 2,066,800$ 20,505,600$ Operating Expenses: Personal services 2,707,400 1,183,200 13,900 300,200 631,500 4,836,200 Supplies, repairs, maint. 754,900 263,600 - 138,400 56,800 1,213,700 Other services & charges 2,181,400 456,700 587,000 443,000 275,700 3,943,800 Merchandise for resale 32,500 - - - - 32,500 Transfers Out 1,093,600 546,800 54,700 36,500 91,100 1,822,700 MCES disposal charges - 6,100,000 - - - 6,100,000 Total operating expenses*6,769,800$ 8,550,300$ 655,600$ 918,100$ 1,055,100$ 17,948,900$ Net operating cash inflow(outflow) 488,100 358,800 261,600 436,500 1,011,700 2,556,700 Capital 4,379,000 4,019,100 117,500 3,004,000 1,013,400 12,533,000 *Excluding depreciation expense Other non-departmental revenues: Interest income 410,000 Connection charges 282,300 Antenna lease revenue (excludes ECC allocation) 947,000 Other 35,100 Total - non-dept revenue 1,674,400 Net cash inflow (outflow)(8,301,900)$ Public Utilities Fund 2022 Budget Revenue and Expense Summary TOTALSWater Sewer Lighting Drainage Sanitary Street Storm Water Quality Revenues: Service charges 8,141,600$ 9,534,100$ 965,900$ 1,492,300$ 2,238,500$ 22,372,400$ Connection permits 10,000 5,000 - - - 15,000 Meter sales 50,000 - - - - 50,000 Other 16,000 12,000 3,500 - 35,000 66,500 Total revenues 8,217,600$ 9,551,100$ 969,400$ 1,492,300$ 2,273,500$ 22,503,900$ Operating Expenses: Personal services 2,926,900 1,284,300 14,400 316,700 661,300 5,203,600 Supplies, repairs, maint. 761,200 213,700 - 138,400 53,600 1,166,900 Other services & charges 2,187,400 457,700 623,700 444,000 264,900 3,977,700 Merchandise for resale 32,500 - - - - 32,500 Transfers Out 1,141,800 570,900 57,100 38,100 95,200 1,903,100 MCES disposal charges - 6,344,000 - - - 6,344,000 Total operating expenses*7,049,800$ 8,870,600$ 695,200$ 937,200$ 1,075,000$ 18,627,800$ Net operating cash inflow(outflow) 1,167,800 680,500 274,200 555,100 1,198,500 3,876,100 Capital 1,932,800 3,501,400 262,500 935,000 832,400 7,464,100 *Excluding depreciation expense Other non-departmental revenues: Interest income 460,000 Connection charges 293,500 Antenna lease revenue (excludes ECC allocation 1,003,800 Other 35,100 Total - non-dept revenue 1,792,400 Net cash inflow (outflow)(1,795,600)$ Public Utilities Fund 2023 Budget Revenue and Expense Summary Water Sewer Lighting Drainage TOTALS 2019 2020 2021 2022 2023 Actual Actual Budget Budget Budget Operating Revenues Group Sales 221,533$         106,700$         138,500$         219,700$         258,200$          Concessions 27,719              12,373              18,400              40,000              45,000               Merchandise Sales 6,876                487                    4,500                9,000                9,000                 Vending 12,843              4,391                8,800                10,000              10,000               Rental 719,845            540,644            602,600            829,100            853,100             Other 80,323              35,335              11,000              23,000              27,000                   Total Revenues 1,069,139        699,930            783,800            1,130,800        1,202,300         Operating Expenses Personal Services 614,442$         617,106$         461,200$         726,000$         758,000$          Parts & Supplies 55,327              51,939              54,000              72,800              76,900               Cost of Concession Sales 24,971              11,090              17,500              45,000              45,000               Services & Other Charges 263,290            225,732            277,200            304,600            314,300             Capital Outlay ‐ Operating 15,973              16,089              37,000              58,100              89,700                   Total Expenses 974,003            921,956            846,900            1,206,500        1,283,900            Operating Gain (Loss)95,136$            (222,026)$        (63,100)$          (75,700)$          (81,600)$           Other Financing Sources (Uses) CARES Transfer In (Restated)‐                     219,774             ‐                      ‐                      ‐                      ARPA Transfer In ‐                      ‐                     183,100            195,700            201,600             Renewal & Replacement Contribution (120,000)           ‐                     (120,000)          (120,000)          (120,000)              Total Other Financing Sources (Uses) (120,000)          219,774            63,100              75,700              81,600                  Total Gain (Loss)(24,864)$          (2,252)$              ‐$                   ‐$                   ‐$                   Ending Operating Cash Balance (271,096)$        (186,542)$        (186,542)$        (186,542)$        (186,542)$         Ending Capital Reserve Cash Balance 700,323            608,983            429,983            525,983            383,983             Civic Arena Fund 2022‐2023 Budget Revenues, Expenses and Other Disbursements 2019 2020 2021 2022 2023 Actual Actual Budget Budget Budget Operating Revenues Daily Admissions/Season Pass 826,901$         (102)$                403,800$         837,000$         873,000$           Group Sales 164,632            (225)                  70,000              165,000            170,000             Concessions 263,042             ‐                     122,500            245,000            245,000             Classes / Camps 18,890              (28)                     10,000              20,000              20,000                Merchandise Sales 18,330               ‐                     9,300                18,000              18,000                Rental 19,852               ‐                     6,800                15,000              15,000                Other 61,349              25,105               ‐                     1,000                1,000                      Total Revenues 1,372,996        24,750              622,400            1,301,000        1,342,000          Operating Expenses Personal Services 724,654$         194,119$         456,000$         941,200$         975,200$           Parts & Supplies 106,459            22,658              76,250              124,400            129,400             Cost of Concession Sales 134,493             ‐                     61,000              135,000            135,000             Services & Other Charges 162,275            66,170              186,700            210,400            225,400             Capital Outlay 23,476              51,345              1,000                4,200                1,500                      Total Expenses 1,151,357        334,292            780,950            1,415,200        1,466,500             Operating Gain (Loss) 221,639$         (309,542)$        (158,550)$        (114,200)$        (124,500)$          Other Financing Sources (Uses) CARES Transfer In (Restated)‐                     357,023             ‐                      ‐                      ‐                      ARPA Transfer In ‐                      ‐                     248,550            204,200            214,500             Renewal & Replacement Contribution (90,000)              ‐                     (90,000)             (90,000)             (90,000)                 Total Other Financing Sources (Uses) (90,000)             357,023            158,550            114,200            124,500                Total Gain (Loss) 131,639$         47,481$             ‐$                   ‐$                   ‐$                    Ending Operating Cash Balance 303,449            438,571            438,571            438,571            438,571             Ending Capital Reserve Cash Balance 1,669,175        1,069,638        958,138            993,938            1,077,138          Aquatic Facility (Cascade Bay) Fund 2022‐2023 Budget Revenues, Expenses and Other Disbursements 2019 2020 2021 2022 2023 Actual Actual Budget Budget Budget Operating Revenues Personal Trainers 79,577$            37,585$           35,000$            40,000$            50,000$            Equipment Rental 29,186              2,327               5,000                  ‐                      ‐                     Parks/Rec Programming 34,836              50,491             45,000               73,500               79,000              Concessions/Vending/Merchandise Sales 33,114              3,850                ‐                      ‐                      ‐                     Group Sales 46,529              9,060                ‐                     31,000               36,000              Daily Admissions 86,239              38,453             15,000               67,000               70,500              Memberships 768,136            376,369           400,000            425,000            500,000            Room & Facility Rentals 383,314            99,799             85,000               275,000            336,500            Contract Revenue 118,298            21,325             30,000               60,000               75,000              ECVB Rent 17,086              17,086             15,000               15,000               15,000                  Total Operating Revenues 1,596,315        656,345           630,000            986,500            1,162,000        Operating Expenses Personal Services 1,341,313$      1,195,110$     1,463,000$       1,494,500$       1,578,100$      Parts & Supplies 136,614            51,270             52,200               77,100               79,600              Services & Other Charges 386,700            333,447           352,000            404,400            416,200            Cost of Merchandise Sales 21,960              1,282                ‐                     7,300                 7,300                Capital Outlay ‐ Operating 18,649              17,934              ‐                     8,900                 6,900                    Total Operating Expenses 1,905,236        1,599,043       1,867,200         1,992,200         2,088,100           Operating Gain (Loss)(308,921)$        (942,698)$       (1,237,200)$     (1,005,700)$     (926,100)$        Other Financing Sources (Uses) Other Revenue 99,225              40,528             50,000               50,000               50,000              Antenna Lease Revenues Transfer In 344,099            342,600           363,200            385,000            408,000            CARES Transfer In (Restated)‐                     379,086            ‐                      ‐                      ‐                     ARPA Transfer In ‐                      ‐                    999,000            745,700            643,100            Renewal & Replacement Contribution (175,000)           ‐                    (175,000)           (175,000)           (175,000)             Total Other Financing Sources (Uses) 268,324            762,214           1,237,200         1,005,700         926,100               Total Gain (Loss)(40,597)$          (180,484)$        ‐$                    ‐$                    ‐$                   Ending Operating Cash Balance 2,425,615        2,199,702       2,199,702         2,199,702         2,199,702        Ending Capital Reserve Cash Balance 1,584,487        1,508,652       1,235,752         1,067,152         586,052            Eagan Community Center Fund 2022‐2023 Budget Revenues, Expenses and Other Disbursements 2019 2020 2021 2022 2023 Actual Actual Projection Budget Budget Revenues PEG fees 290,855$         278,768$         290,000$         281,300$         272,900$          City Contribution ‐ Cable Franchise Fees 459,381            467,143            526,100            533,700            554,700             CARES/ARPA Transfer ‐                     11,406               ‐                     300,000             ‐                      Other Charges 39,382              12,775              17,200              12,200              14,200                   Total Revenues 789,618            770,092            833,300            1,127,200        841,800             Expenditures Personal Services 466,482$         466,991$         513,600$         533,700$         554,700$          Parts & Supplies 12,696              4,346                35,700              35,700              35,700               Services & Other Charges 115,090            82,238              131,300            123,600            123,100             Capital 279,108            86,437              135,700            405,400            67,800                   Total Expenses 873,376            640,012            816,300            1,098,400        781,300             Total Gain (Loss) (83,758)            130,080            17,000              28,800              60,500               Ending Cash Balance (PEG) 1,149,496$      1,279,576$      1,296,576$      1,325,376$      1,385,876$       Expenditure ‐ type PEG 413,995            172,856            291,400            555,500            217,400             Non‐PEG 459,381            467,156            524,900            542,900            563,900                 Total 873,376            640,012            816,300            1,098,400        781,300             ETV 2022‐2023 Budget Revenues, Expenses and Other Disbursements 2019 2020 2021 2022 2023 Actual Actual Estimate Budget Budget Revenues Tree Mitigation 472,640$         245,870$         35,000$           25,000$           25,000$            Investment Income 16,215              10,605              4,000                4,000                4,000                 Transfers In ‐                    2,737                 ‐                     ‐                     ‐                         Total Revenues 488,855           259,212           39,000              29,000              29,000               Expenditures Personal Services ‐$                      12,491$           59,700$           94,000$           100,000$          Services & Other Charges 84,085              14,881              30,000              75,100              75,100               Capital ‐                     ‐                     ‐                     ‐                     ‐                         Total Expenses 84,085              27,372              89,700              169,100           175,100            Operating Gain (Loss) 404,770$         231,840$         (50,700)$          (140,100)$        (146,100)$         Ending Operating Cash Balance 475,210$         707,050$         656,350$         516,250$         370,150$          Tree Mitigation 2022‐2023 Budget Revenues, Expenses and Other Disbursements 2022 and 2023 Enterprise & Special Revenue Fund BudgetsNovember 9, 2021Special City Council Workshop1 Funds CoveredEnterprise FundsPublic UtilitiesWaterSewerStreet LightingStorm DrainageWater QualityCivic ArenaCascade BayCommunity CenterSpecial Revenue FundsETVTree Mitigation (EAB)2 General InformationEnterprise funds supported by user fees2 special revenue funds supported by PEG fees and tree mitigation feesThis is first year of two‐year budgetCOVID has had significant impact on recreation enterprise funds3 Public UtilitiesPersonnel to be added in 2022 and 2023Cash outflows of $8.3 million for 2022 and $1.8 million for 2023.4‐$3.07‐$4.35‐$6.36‐$4.68‐$8.30‐$1.80‐$10.0‐$8.0‐$6.0‐$4.0‐$2.0$0.02018 2019 2020 2021 2022 2023MillionsCash flow History Public UtilitiesNorthland rate study recommends:Combination of Bonding or other Cash proceeds for 2022 projectsRate adjustments, and infrastructure fee to pay for maintenance and improvements to aging infrastructure:Water 10% Sewer 4%Street Lighting 5% Storm Drainage/Water Quality 10%AE2S Survey –Eagan has the 4thlowest rates out of 27 metro communities5 Policy Questions ‐UtilitiesAre proposed rate increases acceptable?Is the City Council supportive of the proposed 2022 Public Utility Budgets?6 COVID has had a significant impact on the Recreation FacilitiesNew pay plan proposed to attract and retain quality staffEstimated  impactArena ‐$38,000Cascade Bay ‐$46,000Community Center ‐$39,000Fees and chargesArena ‐$5 increase to prime and off‐peak hoursCascade Bay ‐$1  increase to admissions and $10 to season passesECC –increases to gym rentals and Blast birthday partiesRecreation Facilities7 Recreation FacilitiesLong‐standing practice to set aside money each year to fund replacement of capital items at the recreation facilitiesRevenues in 2022 are not sufficient to fund R&R set‐asidesStaff recommends the 2022 R&R set‐aside be funded2022 capital R&R set‐aside needs:Civic Arena $      120,000Cascade Bay 90,000Community Center 175,000Total $       385,0008 Funding Solutions9 Policy Questions –Recreation FacilitiesIs the City Council supportive of the proposed 2022 Recreation Facilities Budgets?Is the level of ARPA dollars budgeted considered acceptable? 10 ETVFunded by combination of PEG and cable franchise feesBudget is mostly status quoFranchise Fee Funding is adequate in 2022.  2023 and ongoing years may require additional funding in order to maintain positive cash flow.  11 Tree Mitigation(EAB)2022 is third year of 7‐year program to mitigate EABExisting tree mitigation revenues appear sufficient to fund several years. Future revenues are sporadic and uncertain and will be monitored for appropriate level of fundingStaff will continue to monitor progress on EAB 12 Policy Questions –ETV, Tree MitigationDoes the Council have any concerns about 2022 budgets for either ETV or Tree Mitigation funds?Is the use of ARPA funds for technology improvements to Eagan Room and City Council Chambers acceptable?13