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10/14/2003 - City Council Special AGENDA SPECIAL CITY COUNCIL MEETING TUESDAY OCTOBER 14, 2003 4:30 P.M. OLD TOWN HALL & COMMUNITY ROOM EAGAN CITY HALL Old Town Hall 1. ROLL CALL AND AGENDA ADOPTION • ( II. REVIEW OLD TOWN HALL / EAGAN HISTORY COMMITTEE Community Room / Eatzan City Hall III. VISITORS TO BE HEARD PY t` IV. REVIEW BYLAWS OF SENIOR PROGRAM DEVELOPMENT COMMITTEE rq• ( V. REVIEW COMMISSION APPOINTMENT AND VACANCIES POLICY VI. CONSIDERATION OF TRAIL INSTALLATION AND MAINTENANCE • New Trail Installation on Federal Dr.Blackhawk Hills Rd. • Winter Trail Maintenance for Community Center and Central Park VII. REVIEW PROPOSED 2004 PUBLIC UTILITY ENTERPRISE FUND r BUDGETS • Water • Sanitary Sewer • Street Lighting • Storm Drainage • Water Quality ~q VIII. REVIEW 2004 CASCADE BAY BUDGET IX. REVIEW QUESTIONS TO 2004 GENERAL FUND OPERATING BUDGET X. OTHER BUSINESS XI. ADJOURNMENT t " MEMO city of eagan TO: HONORABLE MAYOR & CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: OCTOBER 10, 2003 SUBJECT: SPECIAL CITY COUNCIL MEETING / OCTOBER 14, 2003 As a reminder, we are meeting the Eagan History Committee at 4:30 p.m. at the Old Town Hall. For those that request a sandwich prior to the Special City Council meeting, your sandwich will be available in the lunchroom at approximately 5:15 p.m. unless you prefer a different arrangement. II. REVIEW OLD TOWN HALL / EAGAN HISTORY COMMITTEE The Eagan History Committee held an open house on Sunday, September 21, at the Old Town Hall for the general public. Members of the History Committee would like to share their work and what was presented to the community with the City Council. During June, 2003, the City Council requested information on moving the historic Albert Brown brick home that is located on the Copelands' property to Thresher Fields for historical and storage purposes. Mr. Copeland has spoken with the City Administrator and has offered the home to the City at no cost. For a copy of information prepared by Parks Superintendent Paul Olson and previously shared with the City Council refer to pagesQ~_ through S . The idea of pursuing historic homes and this property in particular has been shared with the History Committee at one of their recent meetings. At the October 7 City Council meeting, it was the desire of Council to discuss this matter with the History Committee for their input. Communications Coordinator Foote has alerted the History Committee the Council would like to discuss this matter at the joint meeting on Tuesday. ACTION FOR COUNCIL CONSIDERATION: Provide direction to the City Administrator after receiving input from the History Committee. That direction could range from deciding not to pursue the property, review other options to retain the home or confirm that the Albert Brown home will be moved to Thresher Fields. 1 MEMO city of eagan TO: Ken Vraa, Director of Parks and Recreation FROM: Paul Olson, Superintendent of Parks DATE: July 7, 2003 SUBJECT: Copeland House It was recently bought to the attention of staff that a turn of century brick house located at 3432 State Highway 55 in Eagan may be declared as surplus. The house and land are currently owned by the Copeland family, who have proposed to develop an orphanage on the site. The suggestion has been made that the City salvage the structure for possible use as a restroom/ shelter or for preservation purposes. On Thursday July 3~d, Research Specialist Beth Wedde and I visited the home site. The house is currently occupied by a tenant and thus we were unable to access the interior though we were able to ask the tenant several questions. A digital record of the exterior was made during the visit. House Summary; • The house was probably built sometime between 1910-1920 • The foot print of the house is approximately 40' x 24', not including a wooden, attached front porch, 8' x 20' in size. There is a detached double wide standard garage. • The house has previously been moved at least twice, once from the original location to the West Publishing site where it served as a guard house and the second time to its current location. • The primary construction is standard size red brick, the windows appear to be metal clad and are in good condition, the roof shingles are in fair condition. • The house foundation extends above the ground approximately three feet creating an elevated first floor, probably a result of being moved • The house contains 4 bedrooms and 2 bathrooms on two levels. There appeared to be a great deal of wood trim and finishing in the interior. • Oil heat, well water and in ground septic system. According to Semple Movers Inc., the approximate cost of moving the house a distance of two miles is $15,000 - $20,000. The approximate total cost of the move, excavation and construction of a new foundation, and the utility hook up is estimated to be $60,000 to $70,000. Based upon a discussion with City Chief Building Official, Dale Schoepner, the cost of converting a structure designed and constructed as a private residence to a publicly accessable/useable facility could be substantial. Most of the cost being associated with the structural and internal modifications required to meet the current building codes and ADA requirements of a public facility. Needed modifications could include ramping, the enlargement of doorways, rewiring, replumbing, improved ventilation and air handling, installation of washable surfaces, a sprinkler system, reconfiguration of walls and structural elements to allow for restrooms. Due to the nuances of the materials and age of the structure, the cost of maintenance and repair would also be considerably higher than that of a traditional "park style" building. Without a specific design the cost of any modifications can only be roughly estimated. The probable range being $80,000-$120,000. This cost in addition to the moving and setup charges of $60,000-$70,000. A new toilet building with a sun shelter area can generally be constructed for $80,000 - $100,000, depending upon the chosen design and features. 3 IV. REVIEW BYLAWS OF SENIOR PROGRAM DEVELOPMENT COMMITTEE At the August 19, 2003 City Council, the Council directed the review of the senior program development committee bylaws to an October workshop. As the Council may recall, the Operations Committee, in July of this year, recommended that a senior program committee be formed with the purpose of the committee being to provide program and communication assistance, as well as encourage recreational, social, and educational opportunities for interested participants. Over the past few months, staff has been working with the seniors to formulate the committee's bylaws for the Council's review. The Operations Committee reviewed the first draft of the bylaws at their August 4, 2003 meeting. Per the recommendations of the Operations Committee and the input of the seniors, enclosed on pages 5- through are the revised bylaws of the Senior Program Development Committee. Jeff Asfahl, Superintendent of Recreation, will be present at the October 14 workshop to answer any questions that the Council may have regarding the discussions the seniors have had thus far about the committee and/or the bylaws. ACTION FOR COUNCIL CONSIDERATION: To approve the bylaws of the Senior Program Development Committee. Constitution and By-Laws J)rdfl Eagan Senior Program Board Rough Draft The Eagan Senior Program Board (ESPB) having been established within the City of Eagan Parks and Recreation Department will operate under the following bylaws. Table of Contents: Article I- Purpose/Mission for the Eagan Senior Program Board Article II- Responsibilities of the Eagan Senior Program Board Article III - Eagan Senior Program Board Officers Article IV- Club and Committee Chairs Article V- Elections Article VI- Meetings and the Annual Membership Meeting Article VII - Amendments to the Constitution and By-Laws and Dissolution of the Eagan Senior Program Board Article VIII - Operational Procedures Attachment - Parliamentary Procedure LJ 1 Article I- Purpose/Mission of the Eagan Senior Program Board The Eagan Senior Program Board (ESPB) has been established to provide program and communication assistance as well as encourage recreational, social and educational opportunities for interested participants. Specific Objectives 1. Enhance the emotional, physical, psychological and social aspects of interested participants. 2. Promote individual growth and enhancement through educational, recreational, health and wellness, and community service programs. 3. Maintain fiduciary responsibility over the collection, maintenance, and allocation of funds used for the purpose of fostering ESPB activities. Article II- Responsibilities of the Eagan Senior Program Board 1. Develop and review goals, objectives, and budget for the ESPB on a regular and ongoing basis. 2. Represent the general population in the area and assist in the identification of opportunities to further enhance the Eagan program. 3. Provide a link of communication between the senior population and the City of Eagan and other related organizations within the area. 4. Assist in the coordination of activities within the Lone Oak Room. The ESPB will have responsibility for the following clubs/programs: a) Coffee Service within in the Lone Oak Room b) Craft Club c) Book Club d) Cards and Games Club e) History Club f) Lone Oak Room Volunteer Staff g) Celebration and Sympathy Group h) New clubs and groups identified and agreed upon with the general membership and the City of Eagan. 4. Supply Eagan Parks and Recreation staff with appropriate information for the News From the Front Porch. Article III- Eagan Senior Program Board Officers The Eagan Senior Program Board will consist of seven (7) officers from the membership. Elections will be held annually for the following positions: Chair, Chair-Elect, Secretary, Treasurer, Club Liaison, and Members at Large (2). To be eligible for an Officer position, the individual must be an Eagan resident and an active member in good standing. a. Chair (1) - sets agendas and presides over all meetings of the ESPB and the annual meeting. Two year term. b. Chair-Elect (1) - presides over meetings in the absence of the Chair and assists with agenda development. Two year term followed by two year term as Chair. 2 c. Treasurer (1) - handles all financial transactions including deposits and authorized bills as well as up-to-date documentation as needed for meetings or audit. One year term. I Secretary (1) - records all communication at ESPB and annual meetings and keeps a permanent record with copies to the Chair and ESPB file in addition to acknowledgements or special meetings as needed. One year term. e. Club Liaison (1) - Represents the six (6) clubs on the Board level. One year term. f. Member-at-Large (2) - Represents the members in general. One year term. g. On an annual basis two (2) members will be appointed to approve the Treasurer's bookkeeping. Article IV- Club and Group Chairs Senior Clubs and Groups currently include volunteer staff, crafts, book, cards and games, history, and celebration and sympathy. Chairs for each of these Clubs and Groups will be nominated and elected in the same manner as the ESPB Officers (see Article IV). To be eligible for a Club/Group Chair position, the individual must be an active member in good standing. Terms for all Club and Group Chairs will be one year and may be elected for multiple terms. All Club and Group Chairs will be responsible for acquiring committee members, establishing objectives, and holding meetings as needed. a. Volunteer Staff Chair (1) - Responsible for the coordination and supervision of the Lone Oak Room Volunteer Staff. Tasks include monthly schedule, Volunteer Staff manual, training, and coordination with other officers, club and group chairs and City of Eagan staff to ensure all programmed hours of the Lone Oak Room are staffed. b. Craft Club Chair (1) - Responsible for the coordination of craft opportunities including, but not limited to, classes, community service projects and coordinating the development of new craft groups. c. Book Club Chair (1) - Coordinates the lending library as well as all book discussion groups. Lending library responsibilities include sorting through books, videos, and magazines for the Lone Oak Room and helping to maintain a neat appearance in the lending library area. d. Cards and Games Club Chair (1) Coordinates and schedules all games and cards activities, including a variety of learning and tournament opportunities in addition to regularly scheduled cards and games, which may include 500, bingo, cross crib, cribbage, and many others. This position will also work with City of Eagan staff to ensure all gambling laws are being followed. e. History Group Chair (1) - Position includes coordinating the collection and preservation of the history of the Eagan seniors program as well as coordinating any historical discussion groups or activities. f. Celebration and Sympathy Chair (1) - Gathers and retains information relating to birthdays, celebrations and sympathy communications with 3 membership. Tasks may include sending cards and coordinating an annual/monthly birthday celebration or new member welcome. g. As new clubs and groups are developed, the ESPB will amend the Constitution and By-Laws to reflect the changing and growing opportunities. Article V- Elections I. Nominations for ESPB Officers and Club Chairs will be accepted at the general membership meetings during the months of July and August. 2. Following acceptance of nomination, nominees for all positions will be listed in the September/October News From the Front Porch. 3. Elections will be held the first Wednesday in November at the annual membership meeting. Majority vote of those present will decide the election. 4. Eligible voters will include active members in good standing. 5. Officers and Club Chairs will take position in January. 6. In the case of an officer or club chair vacancy the ESPB will appoint someone from the membership to fill the position until the next annual membership meeting and election. Article VI - Meetings and Annual Membership Meeting 1. Meetings of the ESPB will be held on a regular basis, monthly or bimonthly as needed and determined by the ESPB. 2. ESPB meetings will follow Parliamentary Procedure (see attachment). 3. General membership meetings will be held the first Wednesday of each month at 10:00 am. The annual membership meeting and election will be held on the first Wednesday of November beginning at 10:00 am. 4. A City of Eagan staff person will be in attendance at all ESPB, general membership meetings as well as the annual membership meeting. Article VII - Amendments to Constitution and By-laws and Dissolution of ESPB 1. The Eagan Senior Program Board Constitution and By-Laws may be amended,by a written proposal presented to the ESPB. After approval by the ESPB and the City of Eagan, the proposal will be made available in the September/October edition of the News From the Front Porch. During regular November elections, the general membership will vote on any amendments and approve or deny by a majority vote. 2. Upon the dissolution of the Eagan Senior Program Board, the ESPB shall, after paying or making provisions for the payment of all liabilities of the ESPB, dispose of all assets in an appropriate manner as determined by the ESPB and the City of Eagan. Article VIII- Operational Procedures 1. City of Eagan Statutory Policy Statements Q 4 a. The Eagan City Council is responsible for all policy and operational activities in the City and is the final authority on all programs and operations in place or contemplated. b. In all matters related to programming, utilization of facilities, and all other matters that relate to City of Eagan resources, the Eagan Senior Program Board shall work and plan in collaboration with the City of Eagan staff liaison. c. All communications must clearly indicate whether or not they represent the group through official representation and approval or are the opinions or position of an individual. In no event can an individual or the group speak on behalf of the City. -e.g. Any flyers, advertisements, etc. must meet City of Eagan approval. d. All activities are subject to Community Center operational policies, procedures, and requirement as approved by the City Council and implemented by City staff. e.g. hours of operation and activities involving food and/or alcohol. e. All expenditures of City funds must be made for a public purpose as defined in State Statutes and by the State Auditor. -e.g. City resources cannot be used to purchase food or beverages for the benefit of any employee, volunteer, etc. f. The City of Eagan and the ESPB are politically neutral organizations. Electioneering (speakers, forums, literature and solicitations) is discouraged at all activities. g. Gaming activities are permitted only with proper licensing/permitting per State Statute and City Code. h. Due to the wide variety of activities and interests, any contributions and or donations of resources that will not be consumed within 3 months and exceed an approximate value of $50 or more be reviewed by the ESPB prior to acceptance. 2. City of Eagan Parks and Recreation Program Responsibilities - The City of Eagan Parks and Recreation Department will retain the responsibility for the following programs a. Quarterly Dances b. Day Trips c. Extended Trips d. Special Events e. News From the Front Porch 3. Budget Process/Financial Guidelines - The ESPB should annually adopt a budget based on its projected revenue. Annual budget planning should be done in coordination with the City of Eagan budget timeline to maximize collaborative opportunities. 4. Membership - Membership will be open to all interested persons ages 55 and over. Membership fees and benefits are to be established by a collaborative effort of the ESPB and the City of Eagan Parks and Recreation staff and collected annually by the ESPB. It is understood that all active members in good standing participate and give of themselves to the membership as a whole however they are able. This may 9 5 include, but is not limited to, volunteering of time, information, useful items, and promoting the Eagan senior program in a positive light. 5. Non-Members - People not interested or eligible in becoming a member of the Eagan Senior Program may participate in all programs, unless otherwise designated for members only. Non-members will not, however, be eligible to vote in elections or hold an officer or chair position. 6. Meeting & Lone Oak Room Conduct a. Meeting Conduct - all ESPB and Club meetings shall follow the parliamentary procedure as established by the included attachment. b. Persons attending activities offered by the City of Eagan Parks and Recreation Department, ESPB or in the Lone Oak Room are asked to be polite, considerate, and conduct themselves in an appropriate manner, taking into account the wide variety of beliefs, morals and views that may be present. Attachment - Parliamentary Procedure lO 6 r cl cc( cc • ~-c,~ : o c '.c r- 3 = ctF~ c 16 gut 4GGtG{~{ O' o c r) to s c a ~ Cr•~-_J _ rte, r- ~ ~ ~ Q; CO t~ -"b ~3 c~^ U. Cl) °C E o Vl `11 l~~ Z E C, to Q d v cGC~ 4. 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"6 1. c CL c N F. .N ° N c N N M d .o N O Y 116 :9 3: c F- F- ~ Q v 0 O ~ Q i Z aC a 0 V. REVIEW COMMISSION APPOINTMENT AND VACANCIES POLICY Per the direction of the Council at the August 12 workshop, staff researched the City's current practices, as well as the practices of comparable municipalities regarding appointment and policies of advisory commissions. Enclosed on pages Lo3,_ through is the information that staff has obtained, as well as a cover memo which outlines the public policy questions for the Council's consideration. As the enclosed memo states, the information being provided is intended as a starting point to discuss the process for commission appointments. Depending on the outcome of the discussion, the Council may then wish to direct an ordinance amendment and/or formation of an official City policy regarding the appointments of Advisory Commissions. ACTION FOR COUNCIL CONSIDERATION: To provide direction to staff regarding the public policy questions outlined on page '01_ in response to the appointment process, policies, and guidelines of Advisory Commissions. tins;, MEMO City of Eagan TO: HONORABLE MAYOR AND COUNCIL FROM: CITY ADMINISTRATOR HEDGES DATE: OCTOBER 10, 2003 SUBJECT: REVIEW OF CITY COMMISSIONS At the August 12 City Council workshop, the Council directed staff to acquire information regarding the City's advisory commissions, to be brought to an October Council workshop. As the Council may recall, direction was provided to staff to acquire information from other municipalities regarding their appointment process, both initial appointments as well as appointments necessary due to vacancies. The enclosed information is intended as a starting point to discuss the process for commission appointments. Depending on the outcome of the discussion, the Council may then wish to direct an ordinance amendment and/or formation of an official City policy regarding the appointments of Advisory Commissions. There is a significant amount of data and research included in the enclosed binder. As a summary, it would be beneficial to staff for the Council to provide direction on the following public policy questions in regards to Advisory Commissions. Public Policy Questions 1. Appointment process o What time of year should the commission openings be advertised and appointed? o Should Commission applications be received year round or only during a set application period? o Should background or reference checks be conducted on applicants? o What format would the Council prefer when interviewing applicants? o Is the current system of voting for commissioners acceptable to the City Council? Is there a desire to formalize a policy in the event a stalemate is reached in the voting process? 2. Is it the Council's desire to enhance the orientation process? If so, in what way? 3. What is the process that the Council would like to use when filling a Commission vacancy? 4. Would the Council prefer to formalize rules of conduct for Commissioners? Is it the Council's desire for an ordinance amendment to address the Council's right to dismiss a commissioner? 5. Is it the Council's desire to have a formal attendance policy? 6. Is there a desire to change the current practice of commissions approaching the City Council with significant funding requests? The workshop will also provide a forum for the City Council to raise any additional questions or topics pertaining to advisory commissions. City A ministrator la w MEMO City of Eagan TO: HONORABLE MAYOR AND COUNCIL FROM: CITY ADMINISTRATOR HEDGES DATE: OCTOBER 10, 2003 SUBJECT: REVIEW OF CITY COMMISSIONS The information below is a compilation of the various components that make up the appointment process and guidelines for the City Advisory Commission. The background information being provided is intended as a tool to assist the City Council in providing responses to the public policy questions raised on the previous memo. As a reference, enclosed on pages L through is Section 2.50 of the City Code regarding the appointment process of Advisory Commissions. Also enclosed, on pages a~- throughc is the section of the League of Minnesota Cities Handbook pertaining to Advisory Commissions. APPOINTMENT PROCESS Advertisement of Commission Openings It is the City's current practice to advertise for commission openings in December of each year. Applications are accepted at any time of the year; however, consideration of the applicants by the City Council takes place in January. Enclosed on pages through is the application provided to residents that are interested in serving on an advisory commission. A concern has been voiced by members of the public that the commission application process takes place during the busy holiday season. As is demonstrated on the table enclosed on pagepo, the cities of Bloomington, Brooklyn Park, Coon Rapids, and Eden Prairie have elected to advertise for commission openings throughout the year rather than condensing the process in one month. Options for the Council's Consideration ■ Move the advertisement period to the fall (i.e. October 1St through November 15th); thereby finishing the interview process by the end of November and bypassing the holiday rush. ■ Run ads in the community paper throughout the entire year thereby increasing the visibility of the positions. ■ Establish an applicant bank that will contain all applicants, which can be referenced at any point, in the event of a vacancy or a removal. ■ Move the advertisement period to January I" through March Ist, and conduct the interviews in March. By moving the interviews to March, the holiday season is avoided, and newly elected Council members will have had a few months to learn about the roles of the Advisory Commissions. I~ Review of City Commissions October 10, 2003 Page 2 BackLyround and Reference Checks The City of Eagan does not currently conduct background or reference checks on applicants for City Commissions. The City does provide each applicant with a "Data Practices Advisory for Protected Information Form", which is enclosed on pages through S31-. By signing the form, the applicant agrees to release private data, which includes his/her criminal history. As the form states, applicants are not required to provide the requested information; however, if an applicant refuses to sign the form, he or she will not be considered for the position on the Advisory Commission. Of the comparable cities surveyed, there are no cities that currently conduct background or reference checks on applicants. The City of Eden Prairie does include a section on the commission application that asks applicants to reveal their criminal history. Options for the Council's Consideration ■ Continue to require applicants to submit a "Data Practices Advisory for Protected Information Form", but do not conduct background checks. ■ Continue to require applicants to submit a "Data Practices Advisory for Protected Information Form", and conduct background checks. ■ Ask commission applicants to submit references to be called upon by City staff. Interview Scheduline and Process Currently, the City interviews all applicants for the Advisory Commissions on one evening in January. Each applicant is interviewed for ten minutes, at which the City Council asks the same questions of all applicants. A concern has been voiced about the number of interviews held in one night. Furthermore, each year the Council learns of a few applicants that are unable to attend the interview on the scheduled evening, thus resulting in those applicants not receiving an interview. The issue of prepared questions has also led to some concern given the various interests of each applicant. Options for the Council's Consideration re: the Timing of Interviews ■ Continue conducting the interviews in one night as is currently the process ■ Continue conducting the interviews in one night, but allocate additional time to each interview (i.e. 15-20 minutes) ■ Conduct the interviews over two or three days, as opposed to the single night. Options for the Council's Consideration re: Interview Process ■ Inquire with each applicant at the onset of the interview if he or she would be willing to serve on a commission not indicated as a first or second choice on their application. ■ Rather than asking the same questions of each applicant, prepare questions specific to the commission in which the applicant is seeking appointment. In the case where an applicant may be willing to serve on any one of the five commissions, a compilation of questions could be asked. (Also include an ice breaker question that is uniform for all applicants). /4- Review of City Commissions October 10, 2003 Page 3 Advisory Commission Voting Timeline and Process In conjunction with the decision on when to advertise for commission openings, the Council may wish to consider when the appointment of advisory commissioners takes place. Currently, the City Council appoints their advisory commission members during the organizational business meeting, which takes place on the third Tuesday in January. Samples of the ballots that have been used during the past three years are enclosed on pages 3Q, through. The voting process includes the City Council voting to fill vacancies based on the term (i.e. the Council first votes on all 3-year terms, followed by 2-year terms, 1-year terms, and alternate terms. In the event of a tie vote or lack of a majority, the City Council receives a new ballot and the voting on the term in which there is a tie continues until a majority decision is reached. It has been suggested that in the case of a stalemate (numerous rounds of voting without a majority being reached), the Mayor be given the authority to make the appointment. According to the City Attorney, the Council is authorized to adopt a policy granting the Mayor this authority; however, like any policy, if the majority of the City Council votes to rescind the policy, the Council has that right. Options for the Council's Consideration re: the timeline for Voting ■ Continue with the current January appointment date. ■ Delay the appointment of advisory commissioners to the spring (i.e. March) of each year, thus allowing additional time for interviews and providing new Councilmembers increased familiarity with the role of advisory commissions. Options for the Council's Consideration re: the Process for Voting ■ Continue using the ballot and voting system currently in place. ■ Revise the ballot per the input of the City Council. ■ In the case of a stalemate (numerous rounds of voting without a majority being reached), the Mayor be given the authority to make the appointment. ORIENTATION PROCESS Upon appointment to a commission, Advisory Commission Orientation Binders are sent to each commissioner, along with a congratulatory letter from City Administrator Hedges. The orientation packet is a bound document, updated annually, which includes listings of all commissions and their members, cable television play back times, LMC Handbook sections pertaining to advisory commissioners, the City's vision and missio n, etc. If any member of the City Council would like to view am orientation binder, please contact Mira McGarvey. Once commissioners have had the opportunity to review the orientation packet, all new commissioners are invited to an orientation session, which is generally led by City Administrator Hedges. The City Administrator provides an overview of the roles and guidelines of the Advisory Commissions. Mr. Hedges also notes that the Advisory Commissioners serve as ambassadors for the community, and thanks them for their sprit of volunteerism. Following the overview, the /S Review of City Commissions October 10, 2003 Page 4 commissioners then have the opportunity to meet with their commission' s staff liaison, where the liaison can provide an overview of the issues the commission is or will be addressing. These small group meetings also provide a forum for new commissioners to get to know their staff liaison and to ask commission-specific questions prior to their first commission meeting. Ultimately, staff and Council coordination will be needed to find the right balance for the orientation process, so that new commissioners feel welcomed and prepared for the new task delegated to them. Options for the Council's Consideration ■ Continue with the City's current orientation practices. ■ Continue with the City's current orientation practices and have the City Attorney attend the meeting to provide an overview on Robert's Rules of Order and guidelines the City has been place regarding dismissal of commissioners. ■ Like the City of Brooklyn Park, create a video that overviews the duties of a commissioner and shows video clips of past commission meetings COMMISSION VACANCIES In the past, the Council has elected to replace vacancies in three different manners. 1.) The Council has named the commission's alternate member to the vacant position for the remainder of the year, to make an appointment to the newly vacated alternate position, and to consider appointments for both positions during organizational business of the following year. At that time, the person appointed through the organizational business process would serve the remainder of any unexpired term left open by the original vacancy. For example, if a commissioner had been appointed to serve a three-year term and resigned during his first year, the alternate would be appointed to fill out the remainder of year one, and then someone would be appointed to fill out years two and three at the time of organizational business at the beginning of year two. 2.) The Council has elected to wait until the following year's organizational business to reappoint a vacancy. 3.) In the event that there is no alternate, and there are no other applicants remaining in the applicant pool, the City has elected to advertise the vacancy, interview applicants, and appoint a person to the vacancy. In surveying other communities, the most common practice in regards to filling vacancies is to revert back to the applicant pool and vote on a replacement out of those applicants. Additionally, other cities advertise when a vacancy exists on a commission and accept new applications to fill the vacancy. Options for the Council's Consideration ■ Choose any one of the three aforementioned options that the City has used in the past. ■ Retain a bank of applicants that were not initially appointed to commissions, and vote on one of those applicants to fill the vacancy. I~ Review of City Commissions October 10, 2003 Page 5 ■ Set a date in the year that serves as an end date for filling commission vacancies (i.e. If a vacancy occurs after September 1, the position will remain vacant until it is reappointed in the following year's organizational business). ■ Reopen the application process to the public at the time of a vacancy, and notify all interested parties from the previous application process of the vacancy. The former applicants could then submit in writing to the city their interest in being considered for the vacated seat. COMMISSSION GUIDELINES As noted above, included as a reference is the City Code section and LMC Handbook section pertaining to advisory commissions. Both documents address the role of advisory commissions in cities. It is continually communicated in the orientation process that advisory commissioners are ambassadors of the community, and therefore need to conduct themselves accordingly. As the Council may recall, the City Attorney previously prepared two draft ordinance amendments pertaining to the grounds upon which the Council may choose to dismiss a commissioner. Enclosed on pages through:$ k are the two draft ordinance amendments for the Council's consideration. Options for the Council's Consideration ■ Direct staff to prepare formal guidelines/expectations for advisory commission members. ■ Adopt an ordinance amendment to address grounds for dismissal of advisory commission members. ATTENDANCE POLICY The City currently does not have a formal attendance policy. However, at the end of each year, attendance reports are provided to the Council so that the Council can determine whether to reappoint or remove a commissioner due to lack of attendance. Options for the Council's Consideration ■ Continue with the City's current practice of evaluating commissioners' attendance. ■ Implement a formal attendance policy (e.g. a commissioner may not miss more than three commission meetings in one year). COMMISSION FUNDING REQUESTS The advisory commissions are not currently granted the authority to expend funds, nor are there budgets dedicated to advisory commissions. In the event that a Commission is seeking funding, Council approval is required. Commission expenses are minimal and are budgeted through departmental budgets. If it is the desire of the Council, this topic can be further discussed at the workshop. 17 Review of City Commissions October 10, 2003 Page 6 OTHER ENCLOSEQD REFERENCES Enclosed on page U-7 is a listing of the Advisory Commissions and their staff liaison(s). Enclosed on pages 40 through are listings of the Advisory Commission members. Enclosed on pages through is an organizational chart demonstrating the relationships between Eagan's citizens, the City Council and staff. A second organizational chart demonstrates the relationship of the City Council to its advisory commissions. Enclosed on pages -q5 through -(La are policies pertaining advisory commissions that were provided by the cities of Burnsville, , Brooklyn Park, and Coon Rapids. Enclosed on pages &6 through 07 is the e mail correspondence received by City Administrator Hedges from Councilmember Carlson on August 21, 2003, which includes notes from Councilmember Fields, pertaining to the discussion about the role and appointment of advisory commissions. Enclosed on pages (D (Z~ through ~ Dis a document entitled„ "City of Eagan: Process for the Establishment of Task Forces", which was prepared by Councilmember Carlson and Eagan resident Dave Rugg. Enclosed on pages through ~ is an article provided by Eagan resident Dave Rugg, entitled "Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You". City Administrator Hedges Attachment A Sec. 2.50. Advisory commissions and committees generally. All advisory commission and committee appointments authorized by ordinance or resolution shall be made by the council at the second regular meeting in January of each year or at such other time as determined by the council and such appointments confirmed prior to the expiration of the existing terms. The term of each appointee shall be established and stated at the time of his appointment. Each commission or committee shall be composed of seven regular members who shall serve staggered (two or three members subject to appointment each year) three-year terms, unless otherwise required by statute, Code or resolution. However, no member may serve more than three consecutive three-year terms or more than nine consecutive years on any one commission or committee. An eighth member shall be appointed to each commission or committee as an alternate for a period of one year and shall have all of the powers and duties of a commission or committee member during the absence or disability of a regular member. Notwithstanding the provisions of this section, the council may by resolution establish special ad hoc committees or groups consisting of any number of members appointed for periods at the council's discretion. New appointees shall assume office at the first meeting of the commission or committee after appointment. However, all appointees to commissions and committees shall hold office until their successors are appointed and qualified. All vacancies shall be filled in the same manner as for an expired term, but the appointment shall be effective immediately when made and only for the unexpired term. No appointed commission or committee member shall be an employee of the city, but an ex officio member may be so employed. All appointed commission and committee members shall serve without remuneration, but may be reimbursed for out-of-pocket expenses incurred in the performance of their duties when such expenses have been authorized by the council before they were incurred. The chairman and secretary shall be chosen from and by the commission and committee membership to serve for the current year. Any commission or committee member may be removed by the council for misfeasance, malfeasance or nonfeasance in office and his position filled as any other vacancy. Each commission and committee shall hold its regular meetings at a time established and approved annually by the commission or committee. The city administrator shall be an ex officio member of all commissions and committees, provided that he may be represented by his assistant or some person duly authorized by him. All commissions and committees shall act as advisory to the council. Except as otherwise provided, this section shall apply to all commissions and committees. (Code 1983, § 2.50, eff. 1-1-83; Ord. No. 53, 2nd series, eff. 4-8-88; Ord. No. 329, 2nd series, § 1, eff. 2-4-02) Sec. 2.51. Advisory planning commission. Subd. 1. Establishment. An advisory planning commission is hereby established. Subd. 2. Powers and duties. The advisory planning commission shall have all the powers and duties defined or granted in the statutes and the City Code relating to planning, zoning and subdivision regulations and shall act in an advisory capacity to the council in all of such areas. (Code 1983, § 2.51, eff. 1-1-83; Ord. No. 53, 2nd series, eff.4-8-88) Sec. 2.52. Advisory parks commission. Subd. 1. Establishment. An advisory parks commission is hereby established. The director of parks and recreation, by reason of his position, shall be an ex-officio member. Subd. 2. Powers and duties. The advisory park commission shall make recommendations as to acquisition of park sites and facilities, park programs, operation of public parks, park budgets and general development of recreational facilities within land developments. (Code 1983, § 2.52, eff. 1-1-83; Ord. No. 113, 2nd series, eff. 4-12-91; Ord. No. 236, 2nd series, eff. 7-1-97) Sec. 2.53. Advisory board of adjustments and appeals. Codifier's note--The advisory board of adjustments and appeals (zoning) is provided for in chapter 11 of the City Code. (Code 1983, § 2.53, eff. 1-1-83) Secs. 2.54--2.69. Reserved. ao Attachment C 6-28 HANDBOOK FOR MINNESOTA QTIES V. Citizen boards and commissions One way to increase positive feelings about government is to promote citizen involvement. Citywide or neighborhood committees, special project review committees, and even block organizations are some of the committees cropping up in many cities. In many cases, the council has formed or encouraged these citizen committees. The committees have saved time and have made contributions that could only occur through citizen participation. Council members have found that ignoring citizen concerns can result in their removal from office at the next election, or in the defeat of a program or activity as a result of citizen opposition. Although city officials cannot, in most cases, delegate decision-making authority to citizen groups, they can use citizens in advisory roles. This technique only works, however, if the council listens to the advice. If the council does not follow the advice of the committee, it should give understandable reasons for taking other action. When a council forms a citizen advisory body, it should also establish the ground rules for its activities. The council should also stress that in the absence of clear statutory authority to delegate responsibility, the council must, bylaw, make the final decisions. State law allows, and in some cases requires, city councils to delegate decision-making power to certain independent boards and commissions. A. Independent citizen boards and commissions The amount of discretionary power the council can give to such bodies varies. In some instances, such as a utilities commission, the statutes give the commission all discretionary authority necessary to operate the utilities. In other instances, such as the airport board, the council may determine the boards discretionary authority in the enabling ordinance or resolution. A. G. Op. 624a.3 (Nov. 2,1998);.A. G. Op. 1007 Gul. 8,1997); A. G. Op. 1001-a (Sep. 13, 1950). See Muhring v. School District No. 31, 244 Minn. 432, 28 N. W. 2d 655 (1947); Minneapolis gas and Light Co. v. City of Minneapolis, 36 Minn. 159, 30 N. W. 450 (1886). Absent specific statutory or charter authority, local governing bodies may not delegate their powers and duties calling for the exercise of judgment and discretion to other persons or bodies, including independent citizen boards and commissions and advisory bodies. CHAPTER 6 HANDBOOK FOR MINNESOTA C RIES 6-29 A.G. Op. 1001-a, August 27, 1957 Administrative boards may not exercise any powers or duties the council could not give to an individual officer. All of these boards, however, can A) receive any or all ministerial powers necessary to execute their programs. Minn. Stat. § 412.621. In Plan B cities, with the exception of civil service boards, special boards of review, and possibly the housing and redevelopment authority, there shall be no administrative board or commission, except for the administration of a function jointly with another city or political subdivision. The council itself shall perform the duties and exercise the powers of the board of health, and shall govern and administer the library, parks, and utilities as fully as any other municipal function. The council may, however, create boards or commissions to advise the council with respect to any municipal function or activity, or to investigate any subject of interest to the city. The statutes specifically authorize various independent boards and commissions in other statutory cities. The following is a list of the most common boards and commissions: 1. Airport board Minn. Stat. § 360.038, subd. 2. The council mayestablish an airport board byordinance or resolution that prescribes the powers and duties of the board. The Board shall be vested with authority for construction, enlargement, improvement, maintenance, equipment, operation, and regulation of the airport. 2. Civil service board and commission Civil service commissions can take several different forms depending on the state statute under which the council establishes them (For more information on civil service commissions, see Chapter 9.) 3. Hospital board Minn. Stat. § 412.221, subd. 16. A.G. Op. 1001-H (Apr. 11, 1961). The council has the power to provide hospitals and, by ordinance, establish a hospital board. Hospital boards may exercise any hospital management powers conferred by the council. The council may abolish the board by a vote of all five members of the council. The board shall consist of five members appointed by the mayor with council approval for overlapping five-year terms. The council may remove members for cause. CHAPTER 6 6-30 HANDBOOK FOR MINNESOTA CITIES 4. Housing and redevelopment authority Minn. Stat. § 469.003, subds. 1, 2. A housing and redevelopment authority (HRA) has been created in each city by the Legislature. The HRA may not transact any business or exercise any powers until the city council, by resolution, finds the city. has substandard, slum, or blighted areas that cannot be redeveloped without government assistance; or, has a shortage of decent, safe, and sanitary low income dwellings. The council may consider such a resolution only after a public hearing is held and publication requirements are met. Minn. Stat. § 469.003, subds. 5, 6. An HRA consists of up to seven members who may be officers and employees of the city. The mayor appoints members with the approval of the council for overlapping five-year terms. In many cities, council members appoint themselves to serve on the HRA so the council becomes the HRA. 5. Intergovernmental boards and commissions Minn. Stat. § 471.59. The council may create intergovernmental boards and commissions. A mutual agreement of the cooperating governments will set up the organizational format, powers, and duties of such boards. (See Part IV.) 6. Library board Munn. Stat. § 134.09. When a public library is established, except in Fast Class cities operating under a home rule charter, the mayor of the city, with council approval, shall appoint a board of five, seven, or nine members from among the residents of the city. The number of members shall be determined bya resolution or an ordinance adopted by the council. The board members shall serve staggered, three-year terms and may be removed for misconduct or neglect. Minn. Stat. § 134.10. Library board members serve without pay but may be reimbursed for actual and necessary traveling expenses. Minn. Stat. § 134.11, subd. 2; Minn. Stat. § 134.13. Once established, the board prescribes its rules of procedure, selects its officers, and controls the library fund. Besides appointing new members to the board, the council has approval of all purchases of land and proposals for the erection of buildings. The board must file an annual report each year with the city council and the Dept. of Education. CHAPTER 6 HANDBOOK FOR MINNESOTA QTIES 6-31 7. Park board Minn. Stat. § 412.501. The council of any city of more than 1,000 population may, by ordinance, establish a park board. The board shall consist of three, five, seven, or nine members as determined by resolution or ordinance of the council. The board members are appointed by the mayor with council approval. Members serve three-year overlapping terms and may be removed by the mayor, with the council.s consent, for cause after a hearing. No compensation is received by board members unless the council authorizes compensation. The board maybe dissolved by a unanimous vote of the council. Min. Stat. § 412.501; inn. Stat. § 412.521. The park board shall maintain, beautify, and care for park property, and perform all other acts necessary to carry out its statutory powers. The board must make quarterly reports of its activities to the council, and file an annual statement of receipts and disbursements with the city clerk 8. Recreation board Minn. Stat. § 471.15. Recreation is usually a function that the city council, the park board, or the local school board administers. Any city may operate and expend funds for a public recreation program and playgrounds and acquire, equip, and maintain land, buildings or other recreational facilities, including swimming pools. Minn. Stat. § 471.16. Generally, a recreation board refers to an independent commission that the city council, school board, and park board establish cooperatively. The 93 statutes specifically authorize the formation of an intergovernmental commission with representatives from all three bodies. 9. Utilities commission Minn. Stat. § 412.321, subds. 1, 2. Any statutory city may own and operate facilities for supplying utility service. No gas, light, power, or heat utility may operate until approval by five-eighths of the voters voting on the proposition at a regular or special election. Minn. Stat. § 412.331; Minn. Stat. § 412.341, subd. 1. By ordinance, a city may establish a public utilities commission. Utility commissions must have three council-appointed members who serve overlapping three-year terms. The council may appoint no more than one of its own members to the commission. City residence is not a qualification for membership on the commission unless provided by the council. Minn. Stat. § 412.341, subd. 2; Minn. Stat. § 412.351. The commission shall adopt rules for its proceedings, but must hold at least one regular meeting each month. The council may prescribe a salary for the commissioners and decide, by ordinance, which of the following municipally owned public utilities shall be within the conunission.s jurisdiction: • Water. CHAPTER 6 6-32 HANDBOOK FORMINNESOTA CITIES • Light and power, including any system for the production and distribution of steam heat; • Gas; • Sanitary or storm sewer, or both; and, • Public buildings owned or leased by the city. • District heating systems. Minn. Stat. § 465.70; AG. Op. 624-A-3 (May 7, 1968). Additionally, some Third Class and Fourth Class cities may own and operate a television signal distribution system that shall be considered a public utility. Minn. Stat. § 412.361. The commission may exercise all of the discretionary administrative authority necessary for the management of the utilities. 10. Municipal power agencies Minn. Rat.% 453.51-.62 Any two or more cities may form a municipal power agency if each city passes a resolution authorizing an agreement. The purpose of the agency is to secure an adequate, economical and reliable supply of energy for cities that own and operate a utility for the distribution of electric energy. All agency powers he with its board of directors, and include constructing and acquiring generating and transmission facilities, the power of eminent domain, and the authority to issue bonds and notes. Any city council may, by resolution, exercise any of these powers as if it were a municipal power agency. 11. Municipal gas agencies a4 Nliinn. Stat. % 453A.01-.12 Any two or more cities owning or operating a utility for the local distribution of gas may form a municipal gas agency if each passes a resolution authorizing the agreement. The purpose is to secure an adequate, economical and reliable supply of gas for utility customers. The board of directors exercises all agency powers. Any city may, by resolution, exercise any of the powers of a municipal gas agency as if it were an agency. 12. Special board of review Minn. Stat. § 274.0 1, subd. 2. The governing body of any city may appoint a special board of review. This special board of review serves at the direction and discretion of the city council. The council determines the number of members, the compensation and expenses to be paid, and the term of office of each member. At least one member of the special board must be an appraiser, realtor, or familiar with property valuations in the assessment district. CHAPTER 6 HANDBOOK FOR MINNESOTA CITIES 6-33 B. Advisory citizen boards and commissions Minn. Stat. § 412.111. Minn. Stat. § 462.354, subd. 1. Another important link in city governing activities is the work of advisory boards and commissions. These entities are much like the independent or administrative boards and commissions. The city council may create and dissolve them by resolution, appoint people to serve on them, and exercise other powers of general supervision over them. The council must, however, pass an ordinance to create a planning commission. There are several differences between independent boards and advisory boards. State statutes establish most independent boards and commissions and give them some discretionary powers. Advisory boards conduct studies and investigations on behalf of the council, and submit reports and recommendations for council consideration. Advisory board decisions do not take effect until the council has accepted the decision by passing an ordinance or resolution. The council may organize advisory groups in any manner it deems appropriate. The council may find it wise to appoint people who represent various special interest groups in the city. An advisory commission may be an ad hoc body created by the council for a special purpose, such as for conducting an investigation, and which ceases to exist once the purpose of the commission has been achieved. Some mayors appoint these bodies informally to act as advisory groups without official powers. 1. Planning commissions O(S Minn. Stat. SS 462.351-.364 Cities can establish these bodies bypassing an ordinance describing their organization and powers. City officials, such as the mayor, attorney, and engineer, are frequently advisory members. 2. Other advisory boards and commissions Other advisory boards and commissions commonly established by city councils include: industrial commissions, which have power to study the ways and means of attracting more commercial and industrial development to the city, safety councils, which advise the council on safety programs; and intergovernmental agencies, such as a joint planning commission, which the city sponsors in cooperation with other units of government. CHAPTER 6 As government has become increasingly complex, cities have used fewer independent or administrative citizen boards and commissions. Instead of diffusing authority for government administration over a number of different agencies, many cities place all authority in the city council. This decision centralizes responsibility for the proper direction of local government affairs and increases voter understanding of government. Frequently, this trend leads to pressures for greater simplification and centralization in administration as well. The council-manager form of government (Plan B) is an answer to this pressure. Administrators, whose duties and functions he somewhere between those of a manager and those of a clerk, may also help to centralize government. a4 CITY OF EAGAN BACKGROUND INFORMATION FORM *Please type or print clearly in ink Name Date In order that the Mayor and Councilmembers have a better understanding of your background and interests, please provide the following information: (Attach extra sheets if necessary). Home Address Phone (H) Zip Code How long have you lived in Eagan? years Employer Occupation Phone (W) Please indicate which Committees/Commissions you are applying for. List only those you would be seriously interested in serving on. I" Choice 2nd Choice 3rd Choice 4'h Choice Prior experience on City Commissions, City Boards, etc. (Please complete both sides of application) a7 Provide a short paragraph summarizing why you are seeking an appointment to a Commission in the City of Eagan. Briefly describe your background, experience and any other information not previously given which you believe should be considered regarding the appointment you are seeking. Return to: City Administrator Date Received City of Eagan (For Office Use Only) 3830 Pilot Knob Road Eagan, MN 55122 Telephone: (651) 681-4613 Fax: (651) 681-4612 cc$ v ao~~ O CL 03 V rn v ° CIS h a~ ° ~ ° ° b d a i 0 ~ ~I ' in. 3 Ln 0 Lt w t3 cl a~ O O a> cn y i is > O. o o ~ ;In. c . 9 0 0 a o u" d CIS y d z > D O~~ O J; y o ~ v, V O y l ~ h O 0 by ~ cd O ~ .C: 04 m 04 0 Go, V4 z y Ux o 4 o U ° a > ~ x t:3 4 -S4 m o cd -0 3 z b~ %~Q o ~~z z Q 0 Co ° c cz 1104 P4 ° c p Z' a ° > ,b CC! P w' N A ai v b o o °3 rs z 'v a b a; ai a~ y~j •0~ 41 cn ° O (1 O - O 3 ybj Q! w En r4 > O ~i " O r-- A. C11 O 3 y o ' CL4 A z z N U 5 U > A U ti ~ P- P4 ts .Q C 't3 ~ O 'y it r. p! a, O O cn a~ Gol cql as co O V rO` W z d > ~y V V Q • V ~yyi ~ Ln In oyi f°z O 4) z J. cl ° Uy+z c c o d c* z '0C g d > Q• U a9 CITY OF EAGAN ADVISORY COMMISSION APPLICANTS DATA PRACTICES ADVISORY FOR PROTECTED INFORMATION FORM READ THIS ADVISORY BEFORE COMPLETING THIS FORM: The Minnesota Government Data Practices Act requires you to be informed that the following information which you have been asked to provide on the attached form is considered private data: 1. Your full name. 2. Any and all previous names by which you are known, regardless of whether or not they were your legal names. 3. Your date of birth. 4. Your sex. 5. Your criminal history data maintained by agencies, political subdivisions and state-wide systems. The purpose and intended use of this data is to conduct the background inquiries which this City uses to establish your eligibility to be appointed to an advisory commission position. The specific use for each category of data is described below: 1. To conduct a thorough and complete criminal history and felony background check, all names by which an applicant is or has been known must be listed. 2. In order to access driver's license data, date of birth must be supplied. 3. In order to access criminal history data, date of birth, and sex must be supplied. 4. A complete criminal history and driver's license check are conducted to determine whether there are any job-related factors which affect your suitability for service as an advisory commission member. Driver's license checks only affect those positions which require that the member drive during the performance of an appointment. This data will be used solely for the above mentioned purposes. This data will not be made available to the appropriate authority unless a criminal conviction record is discovered In that case, information gained by use of previous names, date of birth, or race, will be forwarded to the appropriate authority without reference to date of birth, age or race. The existence of a criminal conviction record will not automatically disqualify you from serving as an advisory commission member with the City, though certain types of criminal convictions may prohibit you from working on certain commissions. Before any applicant is rejected on the basis of a criminal conviction, he/she will be notified in writing and will be given any rights to processing of complaints or grievances afforded by Minnesota Statute Ch. 364. You are not legally required to provide the requested information. However, if you do not, the City will be unable to conduct the required background inquiries and will not be able to process your application and the City will not be able to consider you for a position. I have read and understand the information stated above. Signature Date ~oD PROTECTED INFORMATION FORM FULL NAME: Last First Full Middle Name DATE OF BIRTH: SEX: DRIVERS LICENSE STATE & NUMBER: POSITION APPLIED FOR: List any and all other names by which you are or have been known: Have you ever been convicted as an adult for a crime which has not been annulled, expunged, set aside, purged or sealed by a court? OYes O No If YES, give date and place, nature of offense and disposition: I certify that all statements by me, on this form, are true, complete and correct to the best of my knowledge and belief, and are made in good faith. I understand that any false information on this form may be cause for rejection, or dismissal if appointed. Signature of Applicant Date 31 BALLOT 3 YEAR TERMS APC APRC ARC BETC EDC Gun Club WMO Ron Miller Ted Gladhill Kenneth West Miguel Montesions Elaine Eyre Steven Grooms Clint Hoo aw Paul Leeder Carla He I Alice Kreitz Gary Hansen I I Nathan Krahn I Michael Dean Ter Davis Phil Belfiori Dorothy Peterson Kenneth Koch tit Raza Hasan Greg Wilken Patricia Todd Wayne Gilbert t Steven Chavez Ja antha Atukorala Maggie Jensen I 1 Bill Raker Joseph Conlon Jerry Walerak Wayne Sames Gerald Engelke R! oil Steve G'erde Stephen Nieren arten 3 year terms 3 3 3 2 4 3- 2 year terms 1 1 year terms 1 1 year alternate terms 1 1 1 1 1 3 year alternate term 1 Total Positions 5 4 4 3 6 4 BALLOT 2 YEAR TERMS APC APRC ARC BETC EDC Gun Club WMO Ron Miller Ted Gladhill Kenneth West Mi uei Montesions Elaine Eyre Steven Grooms Clint Hoo aw Paul Leeder Carla He I Alice Kreitz Gary Hansen Nathan Krahn Michael Dean Ter Davis Phil Belfiori Dorothy Peterson Kenneth Koch Raza Hasan Greg Wilk n Patricia Todd - ll Wayne Gilbert Steven Chavez Ja antha Atukorala Maggie Jensen Bill Raker Joseph Conlon Jerry Walerak Wayne Sames Gerald Engelke Steve G'erde Stephen Nieren arten 3 year terms 3 3 3 2 4 3 2 year terms 1 1 year terms 1 1 year alternate terms 1 1 1 1 1 3 year alternate term 1 Total Positions 5 4 4 3 6 4 33 BALLOT 1 YEAR TERMS APC APRC ARC BETC EDC Gun Club WMO Ron Miller Ted Gladhill Kenneth West Miguel Montesions Elaine Eyre Steven Grooms Clint Hoo aw Paul Leeder Carla He I Alice Kreitz Gary Hansen Nathan Krahn Michael Dean Ter Davis Phil Belfiori Dorothy Peterson Kenneth Koch Raza Hasah Greg Wilken Patricia Todd - Wayne Gilbert Steven Chavez Ja antha Atukorala Maggie Jensen Bill Raker Joseph Conlon Jerry Walerak Wayne Sames Gerald Engelke Steve G'erde - Stephen Nieren arten 3 year terms 3 3 3 2 4 3 2 year terms 1 1 year terms 1 1 -year altemate terms 1 1 1 1 1 3 year alternate term 1 Total Positions 5 4 4 3 6 4 3~- I' i) VERSION "A" ORDINANCE NO. 2ND SERIES AN ORDINANCE OF THE CITY OF EAGAN, MINNESOTA, AMENDING EAGAN CITY CODE CHAPTER TWO ENTITLED "ADMINISTRATION AND GENERAL GOVERNMENT" BY AMENDING SECTION 2.50 REGARDING ADVISORY COMMISSIONS AND COMMITTEES GENERALLY; AND BY ADOPTING BY REFERENCE EAGAN CITY CODE CHAPTER 1 AND SECTION.99. The City Council of the City of Eagan does ordain: Section 1. Eagan City Code Chapter 2.50 is hereby amended to read as follows: Sec. 2.50. Advisory commissions and committees generally. All advisory commission and committee appointments authorized by ordinance or resolution shall be made by the council at the second regular meeting in January of each year or at such other time as determined by the council and such appointments confirmed prior to the expiration of the existing terms. The term of each appointee shall be established and stated at the time of his appointment. Each commission or committee shall be composed of seven regular members who shall serve staggered (two or three members subject to appointment each year) three-year terms, unless otherwise required by statute, Code or resolution. However, no member may serve more than three consecutive three-year terms or more than nine consecutive years on any one commission or committee. An eighth member shall be appointed to each commission or committee as an alternate for a period of one year and shall have all of the powers and duties of a commission or committee member during the absence or disability of a regular member. Notwithstanding the provisions of this section, the council may by resolution establish special ad hoc c ommittees o r groups c onsisting o f any n umber o f m embers appointed for p eriods at the council's discretion. New appointees shall assume office at the first meeting of the commission or committee after appointment. However, all appointees to commissions and committees shall hold office until their successors are appointed and qualified. All vacancies shall be filled in the same manner as for an expired term, but the appointment shall be effective immediately when made and only for the unexpired term. No appointed commission or committee member shall be an employee of the city, but an ex officio member may be so employed. All appointed commission and c ommittee m embers s hall s erve w ithout remuneration, but may be reimbursed for out-of- pocket expenses incurred in the performance of their duties when such expenses have been authorized by the council before they were incurred. The chairman and secretary shall be chosen from and by the commission and committee membership to serve for the current year. Any commission or committee member serves at the pleasure of the council and may be removed by the council with or without cause and the his position filled as any other vacancy. Each commission and committee shall hold its regular meetings at a time established and approved annually by the commission or committee. All members shall be residents of the city. The city administrator shall be an ex officio member of all commissions and committees, provided that he may be represented by his assistant or some person duly authorized by him. All commissions and committees shall act as advisory to the council. Except as otherwise provided, this section shall apply to all commissions and committees. Section 2. Eagan City Code Chapter 1 entitled "General Provisions and Definitions Applicable to the Entire City Code Including Penalty for Violation"' and Section 2.99, 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 By: Maria Karels By: Pat Geagan Its: City Clerk Its: Mayor Date Ordinance Adopted: Date Ordinance Published in the Legal Newspaper: ?~I n VERSION "B" ORDINANCE NO. 2ND SERIES - AN ORDINANCE OF THE CITY OF EAGAN, MINNESOTA, AMENDING EAGAN CITY CODE CHAPTER TWO ENTITLED "ADMINISTRATION AND GENERAL GOVERNMENT" BY AMENDING SECTION 2.50 REGARDING ADVISORY COMMISSIONS AND COMMITTEES GENERALLY; AND BY ADOPTING BY REFERENCE EAGAN CITY CODE CHAPTER 1 AND SECTION.99. The City Council of the City of Eagan does ordain: Section 1. Eagan City Code Chapter 2.50 is hereby amended to read as follows: Sec. 2.50. Advisory commissions and committees generally. All advisory commission and committee appointments authorized by ordinance or resolution shall be made by the council at the second regular meeting in January of each year or at such o ef the existing tefms. ther time as determined by the council. The term of each appointee shall be established and stated at the time of his appointment. Each commission or committee shall be composed of up to nine seve$ regular members who shall serve staggered (two or three members subject to appointment each year) three-year terms, unless otherwise required by statute, Code e jib resolution. However-, tie No member may serve more than three consecutive three-year terms or more than nine consecutive years on any one commission or committee. An additional member shall be appointed to each commission or committee as an alternate for a period of one year and shall have all of the powers and duties of a commission or committee member during the absence of disability of a regular member. Notwithstanding the provisions of this section, the council may by resolution establish speeial ad hoc committees or groups consisting of any number of members appointed for periods at the council's discretion. New appointees shall assume office at the first meeting of the commission or committee after appointment. However, ^'-.tees-te . . s and eenunittees shall hold office until theii- suceesser-s are appointed and qualified. All vacancies shall be filled by the Council in accordance with procedures ado to ed by the Council for such purpose. in the same manner- as for- an exp4ed , but the appehitment shall. be eff-eetive immediately when made and E)FAy for- the unexpir-ed tefm. No appointed commission or c ommittee m ember s hall b e an employee of the city; but an ex °ffli° member- may be-se empleyed. All appointed commission and committee members shall serve without remuneration, but may be reimbursed for out-of-pocket expenses incurred in the performance of their duties when such expenses have been authorized by the council before they were incurred. The chairman, vice chairman and secretary shall be chosen from and by the commission and committee membership to serve for the current year. Any All commission er and committee members serve at the pleasure of the council and may be removed by the council with or without cause and the his position filled as any other vacancy. gh ee ~~e -and eeB-A-mitte shall held its r-egulaf meetings established and approved armually by the co eenunittee. AM members shall be residep s ^f the eit-f. The city administrator shall be an ex officio member of all commissions and committees, provided that he may be represented by his assistant or some person duly authorized by him. All commissions and committees shall act as advisory to the council. Except as otherwise provided, this section shall apply to all commissions and committees. Section 2. Eagan City Code Chapter 1 entitled "General Provisions and Definitions Applicable to the Entire City Code Including 'Penalty for Violation"' and Section 2.99, 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 By: Maria Karels By. Pat Geagan Its: City Clerk Its: Mayor Date Ordinance Adopted: Date Ordinance Published in the Legal Newspaper: Advisory Commissions and Staff Liaisons Commission Staff Contact Advisory Planning Commission Mike Ridley, Senior Planner Jon Hohenstein, Director of Community Development Advisory Parks and Recreation Commission Ken Vraa, Director of Parks and Recreation Airport Relations Commission Dianne Lord, Assistant to the City Administrator Economic Development Commission Jon Hohenstein, Director of Community Development Burnsville/Eagan Telecommunications Tom Garrison, Director of Commission Communications 31 ADVISORY PLANNING COMMISSION 3-Year Term (9 year term limit) Name Original A ointment Term Expires Ted Gladhill January 2002 January 2004 (Alternate, 2002-Jan 2003) Due Bendt January 2001 January 2004 Greg Steininger January 1998 January 2004 Paul Leeder (Alternate) January 2003 January 2004 Gafy Hutiske January 1999 January 2005 (A tema4e, 1998 ra 1999 Resigned 8/4/03) Ron Miller rResigned January 2003 January 2006 8/19/03) Carla Heyl-Chair January 2003 January 2006 Gary Hansen January 2003 January 2006 Meeting: Fourth Tuesday of the Month ADVISORY PARKS AND RECREATION COMMISSION 3-Year Term (9 year term limit) Name Original App ointment Term Expires Mark Fili i May 1997 January 2004 Margo Danner January 2001 January 2004 Melvin Williams January 2001 January 2004 Ken West (alternate) January 2003 January 2004 Joseph Bari January 1999 January 2005 Richard Pletcher January 2001 January 2005 (alternate 2001-2002) Elizabeth Perry January 2002 January 2005 Terry Davis January 1997 January 2006 Dorothy Peterson January 2000 January 2006 Phil Belfiori January 2002 January 2006 (alternate 2002 - 2003) Meeting: Typically, the third Monday of the Month (usually the Monday prior to the second Council meeting) Lin "T AIRPORT RELATIONS COMMISSION 3-Year Term (9 year term limit) 'Name Original Appointment Term Ex ires Jerry Thompson January 2002 January 2004 Lance Staricha-Chair January 1995 January 2004 Alternate 1994) Michael Cook January 2002 January 2004 Steven Grooms (alternate) January 2003 January 2004 Bruno DiNella January 2001 January 2005 (alternate 2001-2002) Charles Thorkildson January 1999 January 2005 Mike Schlax January 2001 January 2005 Clint Hoo aw January 2003 January 2006 Nathan Krahn January 2003 January 2006 Stephen Nierengarten January 2003 January 2006 Meeting: Second Tuesday of the Month ECONOMIC DEVELOPMENT COMMISSION 3-Year Term (9 year term limit) :'Name 0riogiiial'A > >oiri(ineuf Term Ex p ices Lee Ash.feld-Resigned January 1998 January 2004 8/19/03) Nadim Zoberi-Chair January 2001 January 2004 Miguel Montesions January 2003 January 2004 ( )-Filled Spears position in 6/30/03 Jean Cheskis January 2002 January 2005 Nathan SpeaH (resigned January 1999 January 2005 5/20/03)-filled by Alternate Montesions Wayne Gilbert January 2003 January 2005 Kenneth Koch January 2003 January 2006 Raza Hasan January 2003 January 2006 Patricia Todd January 2003 January 2006 Maggie Jensen January 2003 January 2006 Greg Wilken (Alternate) June 2003 (to fill January 2004 Montesions' Alternate term through January 04) Meeting: Fourth Monday of the Month 4) BURNSVILLEXAGAN TELECOMMUNICATIONS COMMISSION 3-Year Term (9 vear_term limit) Naive Original Appointment Term Expires Joseph Conlon January 2003 January 2006 Bill Raker January 2000 January 2006 Alan Miller July 2000 January 2005 Bob Cooper January 1996 January 2005 Steven Chavez (Alternate) January 2003 January 2004 Meeting: Fourth Wednesday of the Month N 0 o c c O M '5 CO L: g ! 11i o N N d ~0'' ~ !1Ii !!1i •C o U O fii! if` O W V N 7 ~ ~ O M II'li it O U a F- lll lf!I% Ili ll I ill Illl ii'! 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J.71 r. 1/4 POLICY DUMBER,_ 1.020 GUIDELINES FOR COMMISSION AND CO ITTEE APPOINTMENTS BY THE CITY COUNCIL PURPOSE AND NEED FOR POLICY .Assure equal and open access to the selection process for all City Council appointed Commissions and Committe e. 2.Set up a regular and formal recruitment and s lection process for eligible members to all city Council Commi sions and Committees. 3.Provide applicants for Citizens Advisory Commissions and Committees with basic information on the application rocedures and the appointmeAt process. II. POLICY T~ie City Council has adopted resolutions 2095 d 2187 as guidelines verni.ng the application procedure and the app intment process for .Citizens Advisory Commissions and Committees. T e Commissions and Committees shall be adviso bodies to the City C uncil.. charged with the responsibility of researching, reviewing, a d making recommendations on related issues. 1I I . PRocrsDURE 1. 'The following Commissions and Committees shall be appointed by the City Council and shall meet on the days designated below: Burnsville/Eagan Cable 7:00 p.m., 4s' Wed. Communications..Commisai,on every other month - Economic Growth Committee 7:30 a. 2nd Tues. of each mo th Parks & Natural Resources 7:30 p.m., -let Tues. each Advisory Commission month a 3rd Tues. if needed Planning Commission 7:00 p.m., 2nd & 4th Mon. each month - Board of Appeals As needed post-Ir Fax (Vote 7671 Dates ~ of TO pages From O0 /D6pt Co 1^ f'not19 # Phone v Fax 6 Fax w 3 415- 56U'. 1Y. e-00i • µrri i ire. DOI r. Cl4 BO ICY NUMSER 1.020 Page 2 2.All persons making application to the City Co ncil for a position on a Citizens Advisory Commission or Committee shall be residents of the City of Burnsville. This requirement may be waived by the Council in the case of the Economic Growth Committee, the Emergency Medical Service Committee and th Board of Appeals. if the applicant's place of business is in Bu nsville and their role on the Commission is based on a Commission related occupation, the requirement may be waived. 3.Persons interested in being considered for ap ointment or reappointment to a City Commission or Committee shall complete an "Application for Appointment to City Commi tee or Commission" form furnished by the City. _Appointtients to expired terms shall be made annually by the City Council at their first regular meeting in une. All members, regular and alternate, shall be appointed or a three (3) year term; however, the term may be terminated arly by the Council. Each member shall serve a maximum of three (3) three-year terms, effective 6/4/87. All members shall serve without compensation. .No.person shall serve as a regular or alterna a voting member on more than one Commission or Committee at the same time. .When an individual's regular employment may potentially cause a conflict of interest with the normal items of business of a City Camtctission or Committee, he or she shall divulge such possible conflict in writing prior to the consideration for appointment. Prior to making an appointment, the City Council shall determine whether or not such potential conflict of interest would preclude the appointment of the applicant. ssE Anyone already holding an elective county, at te, or federal office shall not be eligible to serve in a regula voting position on any of the City Commissions or Committees. No permanent full-time or part-time City of Burnsville staff employee shall hold a regular voting posit on on any Commission or Committee except that a staff member may serve as an ex- officio member. .An effort shall be made to have a diversity o professions and occupations represented on all Commissions and Committees and, as a general guideline, at no one time should one-third of any one Commission or Committee be comprised of individuals of like professions or occupations. An exception to this guideline would apply to the Emergency Medical Service Committee. 4 Y SEP . 17.2003 3 c 42PM NU. 5:51 r . 4 PO ICY NUMBER 1.020 Pa e 3 O.As a general guideline, the members of each Commission/Committee should be comprised of members representing a wide range of civic groups and interests. 1.Attendance at the meetings of these advisory bodies is critical to their effectiveness; therefore, missing thee consecutive meetings or attendance at less than 75t of the meetings in a six- month period will cause the Commission/Co ittee Chair to review the nature of the absences and, pending th outcome of that review, it may be necessary to forward a r commendation to the City Council that the member of that Commi Sion/Committee be removed for poor attendance. 2.Alternate members are considered members in raining and shall act as regular voting members in the absence o any regular member. Mid-term vacancies shall temporarily be filled by the alternate for the unexpired term. The alternate shall apply and be considered for regular membership on the C mmission/Committee along with any other applicants. RECRUXTIZNT AND SELECTION da ri.ox to the expiration of Commission terms each year, the uncil shall be advised of the pending vacancies and the attendance ecord of the individuals whose terms are expiring, should those individuals be eligible for reappointment. Sho Id the individuals Brit reappointment, those persons will be cont cted to determine if they wish to seek reappointment. New applicati ns should be completed by the incumbents. Council will also announ o the general public the vacancies on the City Commissions ixty a rior to the expiration of Commission terms each year an ap lications will be accepted from all interested residents. 'rt da prior to the expiration of Commission terms, the City ouneil will meet to review all applications an interview applicants, eluding incumbent members whose terms are expiring and who wish to eek reappointment. Commission/Committee membe s selected for pointment shall be those persons who in the j dgment of the City Council are representative of the community and are qualified by training, experience and interest useful for th fulfillment of the Commission's responsibility. Council may establish an eligibility last for a pointment to fill vacancies that occur during the year prior to a iration of terms. Any eligibility list shall sunset at the time o annual recruitment for Commissions and Committees. Eligible candi ates will be notified of openings so they may reapply for appointment. f ~7 SEP.17.20e3 3:42PM N0.531 P.4i4 PO ICY` NUMBER 3.. 0 2 0 Pa e 4 EXCEPTION: AD HOC TASK FORCE/COM E A.PPOINTIUNTS. he guidelines of this policy were developed fo standing Commissions and Committees which serve as advisory bodies t the city Council. ppointments to ad hoc task ;Forces and committe s may be made without ollowing the formal procedures outlined in thi policy. I, RESPONSIBILITY ,AND AUTEEORTTY. Administrative implementation of policy. ubmi.tted by - Date :~a Reviewed by Date: 4.9- os This Policy replaces Policy 1.020 dated Dec mbear 9, 1994. /'v SEP-24-2003 WED 04:09 PM CITY OF BROOKLYN PARK FAX NO. 3 P. 02 RESOLUTION #2003-76 RESOLUTION AMENDING RESOLUTION #1997-305A. RESOLUTION AMENDING STANDARDS FOR CITY BOARDS AND COMMISSIONS WHEREAS, the City Council believes that it is apprppriate to the extent possible to adopt a uniform set of guidelines under which City Boards and Commissions operate; and WHEREAS, the purpose of this Resolution is to address administrative matters relating to the functioning of City Boards and Commissions and not to interfere with legislative matters; and WHEREAS, a task force was created to make recommendations regarding the function and operation of City Boards and Commissioners; and WHEREAS, the City Council has received the recommendation from the task force and has considered input from various Boards and Commissions. NOW, THEREFORE, BE IT RESOLVED by the City Council, the City of Brooklyn Park as follows: 1. EjgRose. The purpose of this Resolution is to establish a uniform set of guidelines for City Boards and Commissions to follow so that the administrative work of the Boards and Commissions can be conducted in an efficient manner. Nothing in this Resolution is intended to supersede any provision in State Law, City Charter, or City Code. To the extent that there is any conflict between State Law, City Charter, or City Code with the provisions of this Resolution, State Law, City Charter, or City Code shall prevail. Nothing in this Resolution is intended to limit, expand, or otherwise modify the authority given to City Boards and Commissions by City Charter, State Law, or City Code. 2. Definitions. As used in this Resolution, the following words will mean: a. "Advisory" means to advise the Council with respect to municipal concerns. b. "Commission" means all Boards, Committees and Commissions of the City. C. "Council" means the Mayor and six elected City Council Members. d. "Staff` means the City Manager and designated full-time administrative employees who assist Commissions in the administration of-their duties, e. "Liaison" means non-voting member of a Commission who shall speak on behalf of the Council (or staff) as a whole, not as an individual, thus #2003.76 SEP-24-2003 WED 04:09 PM CITY OF BROOKLYN PARK FAX NO. 3 P. 03 providing a communication link between the commission and Council (or staff). 3. Authority. Section 2.02 of the City Charter authorizes the Council to create Commissions, as the Council deems necessary. The Commissions are created pursuant to that authority and pursuant to applicable state law. The Authority, which established each Commission, is as follows: a. Charter Commission, Charter Section 14.18 & State Statute 410.05 - 410.06 b. Citizens Long-Range Improvement Committee, Charter Section 9.04 C. Human Relations Commission, City Code Section 31.75 d. Parks and Recreation Advisory Commission, City Code Section 31.45 e. Planning Commission, City Code Section 31.60 and State Statutes "Municipal Planning: 462.351 through 462.365 f. The Budget Advisory Commission, City Code Section 31.90 4. Advisory Nature. Except as otherwise provided by law or City Charter, the Commissions created are advisory to the Council and to the City Manager in all matters pertinent to the duties of the Council and the City Manager, but the Commissions have no other official status or independent authority. 5. Compensation. Unless otherwise provided by law or City Charter, members of advisory Commissions serve without compensation but may be reimbursed for actual and necessary expenses if funds for that purpose are identified in the adopted city budget. 6. Membership and terms of office. a. Eligibility. Members of commissions must be residents of the City of Brooklyn Park and, if required, residents of the council district from which they are appointed, b. Terms. Members of commissions shall be appointed for a term of three (3) years. Terms commence on April 1 of the year in which they are appointed and continue until a successor is appointed for the Citizens Long-Range Improvement Committee, Human Relations Commission, Parks and Recreation Advisory Commission, and Planning Commission. The Budget Advisory Commission's term expires on June 1 of the last year of their appointed term or following the Commission's formal presentation to the Council. This section is not applicable to the Charter #f2003-76 SEP-24-2003 WED 04:09 PM CITY OF BROOKLYN PARK FAX NO. 3 P. 04 Commission or other non-city commissions to which Brooklyn Park has an appointed representative. C. Term Limits_ Appointments to a Commission shall be limited to two full consecutive terms on each Commission. 7. Notification, Application: Appointment/Reappointment. a. Notification. The City Manager must cause to be publicized in the official newspaper and by posting on the principal bulletin board in the entryway of City Hall a notification of vacancies and impending expiration of terms of members of various advisory commissions together with an invitation to interested citizens of Brooklyn Park to apply for appointment. b. Application. Applications for appointment or reappointment to a Commission must be submitted on an official "application for appointment to a city commission" form and forwarded to the City Manager, who notifies the City Council and schedules the applicants appearance before the City Council when a vacancy occurs where the applicant has expressed interest in being appointed. A separate application form is available for the Charter Commission, which is mailed directly to the Hennepin County Chief Judge by the applicant. C. Appointment/Reappointment. Members of Commissions are appointed by the Council (with the exception of the Charter Commission, who is appointed by the Hennepin County Chief Judge). When a vacancy currently exists appointments shall be effective immediately upon appointment; otherwise, appointments shall commence at the beginning of the term year. Commission appointments made by the Council shall be for three-year terms unless the appointment is to fill a vacancy for an unexpired term, in which case the appointment is for the balance of the term. Also, in the case of a new commission, appointments may be made for less than three (3) year terms in order to achieve a system of staggered expiration of terms. No person shall be appointed to serve on more than one commission at the same time with the exception of The Budget Advisory Commission. d. Orientation. Orientation of newly appointed commission members shall take place during the month of March or April_ 8. Meetings. a. Open Meeting. Meetings of Commissions arc subject to the Open Meeting Law. Dates, time and place of meetings shall be published in the City Newsletter and posted on the City's Principal Bulletin Board located in the entryway of City Hall. #2003-76 SEP-24-2003 WED 04:09 PM CITY OF BROOKLYN PARK FAX NO, 3 P. 05 b. Regular Meetings. Meetings of commissions are held at such date, time and place as are set forth in their respective By-laws, and they meet as necessary to fulfill the objectives of the commission. The procedure at meetings is governed by the By-laws of the Commission and Robert's Rules of Order, Revised. C. Special Meetings. Meetings of commissions held for a specific purpose outside of their regularly scheduled meetings must have a special meeting notice posted on the City's Principal Bulletin Board in the entryway of City Hall three days in advance of such special meeting, in accordance with state law. Special meetings may be called in accordance with the By- laws established by each Commission. d. Joint Meeting. Council and each commission will have at least one joint meeting annually to discuss goals, major items/issues, miscellaneous. 9. Attendance; Vacancies; Resignations, Removal from office: Recognition. a. Attendance. Members of the commissions are expected to faithfully participate in the meetings or other activities of the commission to which they have been appointed. A commission member shall notify their commission chair, or other designee in their By-laws, if they are unable to attend a commission meeting. A standard Commission Attendance Form shall be used by all commissions for the Commission Secretary to record attendance. The Chair shall forward the attendance record to the City Council each quarter ending March, June, September and December. The Council shall conduct a quarterly review of the attendance of members of city commissions. b. Vacancies. Vacancies in commissions are filled for the remainder of the unexpired term. C. Resignations. Resignation from any commission member who elects not to complete their appointed term shall be in writing to the City Manager 30 days in advance of the date the resignation shall take effect. The City Manager shall send a copy of the letter of resignation to the Chair of the Commission and to the Council. d. Removal from office. Commission members appointed by the Council may be removed from office by a majority vote of the Council. Cause for removal includes, but is not limited to, missing 30% or more meetings in a 12-month period. e. Recognition. Commissioners are recognized for their contributions to the City as outlined in a recognition policy adopted by the Council. 10. Organization: By-laws. #2003-76 SEP-24-2003 WED 04:10 PM CITY OF BROOKLYN PARK FAX NO, 3 P. 06 a. Organization. Within thirty (30) days after the first appointment of its members, each Commission shall meet to adopt By-laws for the conduct of its affairs. b. By-laws. Each Commission shall endeavor to adopt uniform By-laws by including all of the items listed below. The By-laws of each Commission shall be forwarded to the City Council immediately upon their adoption. Election of Officers- Officers elected from its membership shall include a Chair, Vice-Chair and such other officers as it deems necessary. By-laws must specify the month of the election, term of office, and duties of officcrs_ Composition of task forces and subcommittees Date and meeting times Number of members to constitute a quorum Order of business Attendance requirements Other matters necessary to define work rules and provide for the conduct of the business of the advisory commission- s. Chair. The Chair of each Commission shall conduct the meeting in such a manner that provides all members a fair and equal opportunity to express themselves. d, Secretary. The Commission Secretary is appointed by the Chair; provided, however, that the City Manager may assign members of the City Administrative staff to serve as secretary to a Commission as deemed necessary. The secretary performs the clerical duties of the commission. State Statutes authorizes the Charter Commission to budget for secretarial expenses; other Commissions may budget for secretarial expenses as appropriate. 11. Minutes% Rgports: Budget'. Liaison. a. Minutes. The proceedings of Commission meetings must be recorded in minute form and transmitted to the City Clerk, who must furnish copies to the City Manager and Council- A Commission shall make copies of its minutes available to other advisory commissions and individuals as requested. In addition to minutes, other commission-related information (written, audio and visual) is public records and city property, and are to #2003-76 ~3 SEP-24-2003 WED 04;10 PM CITY OF BROOKLYN PARK FAX NO. 3 P. 07 be transmitted to the City Clerk, who is charged with maintaining the City's official records, Minutes are permanent record; videos are retained for one year (state record retention requirements). b. Reports. Commissions shall make an annual verbal report to the Council containing a summary of the commission's activities, conclusions and recommendations. Other commission reports shall be made from time to time to the Council as may be requested by the Council or as the Commission deems appropriate. . C. Requests for Budget. Advisory commissions who have activities requiring the expenditures of funds trust submit an itemized budget request to the staff liaison by July 1st of each year to be included in the appropriate departmental budget. d. Liaison. The Mayor must annually appoint one Council Member as an ex-officio member without voting rights to each advisory eornmission who shall serve as liaison between the Council and the Commission. The City Manager shall appoint a staff liaison without voting rights from the department most closely associated with the activities of that particular commission who shall arrange for meeting space and provide technical and/or clerical assistance. The foregoing resolution was introduced by Council Member Meyer and duly seconded by Council Member Haglund. The following voted in favor of the resolution: Lampi, Haglund, Meyer, Pistilli, Schmitz, and Simmons. The following voted against: None. The following was absent: Draeger. Where upon the resolution was adopted. AD TED: March 3, 2003 STEVE LAMPI, MAYOR CERTIFICATE STATE OF MINNESOTA COUNTY OF HENNEPIN CITY OF BROOKLYN PARK I, the undersigned, being the duly qualified City Clerk of the City of Brooklyn Park, Minnesota, hereby certify that the above resolution is a true and correct copy of the resolution as adopted by the City Council of the City of Brooklyn Park on March 3, 2003. #2003-76 Sq SEP-24-2003 WED 04:10 PM CITY OF BROOKLYN PARK FAX NO. 3 P. 09 YaTNBSS my hand officially as such Clerk and the corporate seal of the City this 4`n day of March 2003. i (SEAL) 30 CHMIDT, CITY CLERK #200376 S7 Sep-24. 2003 11:02AM CITY OF COON RAPIDS No-5476 P. 2 CITY OF COON RAPIDS, MINNESOTA CHAPTER 3-100 CIVIL SERVICE COMMISSION 3-101 Minnesota Statutes Accepted and Adopted. Minnesota Statutes, Chapters 419 and 420, as amended, known as Police Civil Service Commission and Firefighter's Civil Service Commission are hereby expressly accepted and adopted., 3-102 Single Commission. A single commission shall serve as both Police and Firefighter's Civil Servicc Commission for the City of Coon Rapids, as provided by M.S.A. Section 419.02, Subdivision 2. 3-103 Members. This Commission shall consist of three (3) members who are citizens of the State and residents of the City, and shall be appointed by the City Council. The term of each commissioner shall be three (3) years, and all commissioners shall hold their office until their successors are appointed and qualified. No commissioner shall, at the time of his appointment or while serving, hold any elected office under the City, the United States, the State of Minnesota, or any public corporation or political division thereof, or employment under the City, or employment under a police department of any city other than as a member of a civil service c:onnmission for firefighters or other municipal personncl.[Revised 1/23/90, Ordinance 1324][Revised 7/18/95, Ordinance 1534] 3-104 Commission Powers. From and after the appointment of the Commission provided for in said laws, the Commission shall have control and supervision over the employment, promotion, discharge, and suspension of all officers and employees of the Police and Fire Departments, as provided by law. 3-100-1 5a Sep-24, 2003 11:02AM CITY OF COON RAPIDS No-5476 P. 3 CITY OF COON RAPIDS, MINNESOTA CHAPTER 3-200 ADVISORY COMMISSIONS AND BOARD OF ADJUSTMENT AND APPEALS 3-201 Appoiz tments. Vacancies and Continuation. All appointments to advisory commissions, committees, and the Board of Adjustment and Appeals shall be such as to maintain any required proportional representation and shall be approved by a majority vote of the City Council. The term of each member shall be for three (3) years and shall terminate on December 31 of the third year or until a successor has been appointed and qualified. When vacancies occur hi a position, an appointment shall be made in like manner for the remainder of the unexpired terra. Each of the members serving at the time of the adoption of this Code shall serve out his or her term. All commissions, committees, and the Board of Adjustment and Appeals, established by prior ordinances, are hereby continued. [Revised 10/17/00, Ordinance 1711] Employees of the City of Coon Rapids shall be entitled to serve on any commission, committee, or the Board of Adjustment and Appeals except, however, that the employee shall not serve on any committee for which his or her supervisor is the staff liaison. [Revised 10/17/00, Ordinance 1711] 3-202 Organizational Structure. The chair of each commission, committee, and the Board of Adjustment and Appeals shall be designated by the City Council from among the members of each such body. '!he chair shall be responsible for presiding at the meetings and shall be entitled to an equal vote with other members. Each such body shall elect such other officers as may be deemed necessary and adopt its own rules of procedure, which rules shall conform to the provisions of the City Code and resolutions adopted by the City Council_[Revised 10/17/00, Ordinance 17111 3203 Meetings. At its annual organizational meeting, the commission, board, or committee shall designate the time and place of its regular ium ings, which shall be not less than quarterly. Special meetings may be called by the chair or by any two (2) members of the commission, board, or committee by the giving of written notice to all members of the commission, board, or committee 48 hours prior to the time of the meeting;. All meetings shall be open to the public and shall be held at the City Hall or other public or semipublic facility. The City Council reserves the right to adopt, by resolution, additional rules for the operation of commissions, boards, and committees. 3-204 Annual Work Program. Each commission, board, or committee shall prepare an annual work program which shall be submitted to the City Council for approval on or before February 1 of each year. Any major deviation from the approved work program during the year shall be approved in advance by the Council. 3-205 Election Issues. No commission, board, or committee shall advocate any position on an issue in any election without prior approval of the City Council.. 3-200-1 97 Sep-24. 2003 11:03AM CITY OF COON RAPIDS No-5476 P. 4 3-206 Compensation. Members of commissions, boards, and committees shall not be entitled to compensation for serving in such capacity except as follows: (1) Members may be reimbursed for out of pocket expenses that directly relate to their position except for any expenses associated with members' attendance at regular or special meetings of the commission, boards or committees. (2) Notwithstanding paragraph (1), the City may provide meals for members who are required to meet over a normal meal time. (3) Not more frequently than once per calendar year the City may sponsor a recognition event that members and one gpest each may attend at City expense. [Revised 11/6/02, Ordinance 1788 3-207 StaffLiaison. The City Manager shall assign an employee to each commission or board to serve as liaison to the staff. 3-208 Board of Adjustment and Appeals. (1) Composition. The Board of Adjustment and Appeals shall be composed of five (5) members. [Revised 10117100, Ordinance 1711 ] (2) Functions. 'l'he fimctions of the Board shall be as follows: (a) To conduct hearings and deny or grant variances from the terns of the zoning and building codes and ordinances. (b) To consider and decide appeals :from decisions made by the Building Official. (c) To consider and decide appeals from decisions made by the Zoning Administrator. (d) For the purpose of such decision, to interpret, construe, and decide meanings of the zoning and building codes; but the Board shall not determine the validity of any such provision of the code. (e) To perform such other duties as may be prescribed in this code or by Minnesota Statutes. 3-209 Capital )improvement Committee. (I) Composition. The Capital improvement Committee shall be composed of one (1) member from the City Council, one (l) member from the City Planning Commission, one (1) member from the Parks and Recreation Commission, the City Manager, the Finance Director, the Director of Public Works, the Director of Planning and Development, and three (3) at-large appointees from the general community. (2) Functions. The functions of the Capital improvement Committee shall be as follows: (a) Develop and periodically review procedures for the handling of capital improvements, whether petitioned for or not. (b) Develop and maintain a five (5) year capital improvement program anticipating in broad scope the needs of the community, the priorities of improvements, and the ability of the community to bond for these improvements. In the preparation of the capital improvement program, the Committee will L Estimate the ability of the City to bond including annual debt reduction. ii. Take into consideration the bond rating. iii. Compute (with ratios) the immediate maintenance cost and the increasing maintenance cost for the period covered by the capital improvement program. 3-200-2 SO Sep-24, 2003 11:03AM CITY OF COON RAPIDS No-5476 P. 5 (c) Upon Council request, review within the allotted time, petitions for capital improvements and the relation of these petitioned improvements to the predetermined priority scheduling, and recommend a course of action to the City Council. 3-210 Economic Development Commission. (1) ComRosition. Tho Economic Dcvelopmcat Commission shall be composed of seven (7) members. (2) Functions. The functions ofthe Economic Development Commission shall be as follows: (a) Consistent with the mission defined by the Commission and approved by the City Council, provide advice and appropriate assistance to the City Council regarding objectives, policies w. d strategies for the economic development of the City including encouraging the retention and expansion of existing businesses and the attraction of desirable new businesses to the City. (b) As requested by the City Council, engage in, special activities regarding the economic development of the City.j'Repealed 2/25/92; Ordinance 1403)[Re-Established 9/28/93, Ordinance 1464] 3-211 Arts Commission. (1) Composition. The Arts Commission shall be composed of 15 members interested in the development of the arts. They need not be residents of Coon Rapids. (2) Purpose. The Arts Commission was created by the Coon Rapids City Council in 1974 to foster the development of the arts, to advise the City Council on arts related matters, and to stimulate participation in and appreciation of the arts by all area residents. (3) Functions. The functions of the Arts Commission shall be as follows: (a) Promote and support local artistic events and activities. (b) Identify cultural needs in the community. (c) Support new cultural organizations by co-sponsoring events.. Encourage them to continue their efforts independently. (d) Develop a plan and financial budget to carry out the goals. (e) Coordination of other programs as directed by the City Council.. (Revised 6/22/93; Ordinance 1453) 3-212 Historical Commission. (1) Composition. The Commission shall consist of nine (9) members of whom at least one (1) member of the Conunission shall be a menxber of the Anoka County Historical Society, if available.. (2) Functions. The !'unctions of the Commission shall be as follows: (a) To act as an advisory board to the City Council in matters relating to the preservation of buildings, lands, areas, or districts which possess historical or architectural significance and which will promote the educational, cultural, and general welfare of the City of Coon Rapids.. (h) To reeonunend to the City Council the acquisition and maintenance of buildings, lands, areas, or districts which the Commission has determined to be of historical or architectural value. (c) To recommend to the City Councilmembers, places, or events which are recognized as being of historical significance to the City. 3-200-3 Sep-24. 2003 11:03AM CITY OF COON RAPIDS No-60-6 P. 6 (d) To recommend to the Council means of recognizing and recording such persons, places, or events; to plan activities which shall from time to time recognize the history of the city.. (e) To plan and coordinate all City activities relating to the 1976 Bicentennial Celebration- (f) Such other programs and activities as the Council may refer to the Commission. 3-213 Human Rirhts Commission. (1) Composition. The Commission shall consist of nine (9) members, at least one (1) of whom shall be a high school student and at least one (1) of whom shall be 55 years of age or older. (2) Purpose. The purpose of the Commission is to secure for all citizens equal opportunity in employment, housing, public accommodations, public services and education, and full partic- ipation in the affairs of this community by assisting the State Department of Human Rights in implementing the Minnesota State Act against Discrimination and by advising the City Council on long-range programs to improve community relations in the City of Coon Rapids. (3) Functions. In l ul fill ment of i is purpose the Commission's duties and responsibilities shall be to: (a) Draft a memorandum of agreement with the State Department of Human /tights for the purpose of detennining regulatory and enforcement procedures. (b) Enlist the cooperation of agencies, organizations, and individuals in the community in an active proguam directed to create equal opportunity and eliminate discrimination and inequalities. (c) Formulate a hurnan relations program for the City of Coon Rapids, to give increased effectiveness and direction to the work of all individuals and agencies addressing themselves to planning, policy making and educational proberamming in the area of civil and human rights. (d) Advise the Mayor, the City Council, the City Manager, and other agencies of the government on human relations and civil rights problems. Act ur an advisory capacity to the City Manager with respect to planning and operation of any City department on issues of civil and human rights and recommend the adoption of such specific policies and actions as may be needed to provide for fiilly equal opportunity in the community. (e) Develop, in cooperation with the State Department of Human Rights, such programs of formal and informal education as will assist in the implementation of the Minnesota State Act Against Discrimination and provide for the commission's assumption of leadership in recognizing and resolving potential problem areas in the community. 3-214 Human Services Commission. - (Repealed 04/10/90; Ordinance 13301 3-215 Parks and Recreation Commission. (1) Composition. The Parks and Recreation Commission shall be composed of nine (9) members.[Revised 10/17195, Ordinance 1545] (2) Functions. The functions of the Parks and Recreation Commission shall be as follows: (a) To prepare and maintain a comprehensive plan for the development of parks and recreation within the City. (b) To conduct hearings and make recommendations to the City Council in regard to proposed changes of ordinances relating to parks and recreation in regard to means to carry out the Comprehensive Plug and regulations therefor. (c) To study and make rccommcndations to the City Council in regard to programs and practices ofthe Parks and Recreation Department concerning the utilization of facilities, and 3-200-4 LOD SeP.24. 2003 11:03AM CITY OF COON RAPIDS No-5476 P. 7 coordination of long-range park and recreation plans with the County, the Metropolitan Council, and the State of Minnesota, and in regard to licensing and concession operations. (d) To study and make recommendations to the City Council in regard to the development of guidelines to ensure proper coordination of public recreational programs and park use; community school programs, programs such as those offered by other public agencies such as the Anoka-Ramsey Conununity College and the Anoka-Hennepin Independent School District; and with all private organizations olTering park and recreational programs. 3-216 Planning Commission. (1) Composition. The Planning Commission shall be composed of seven (7) members. (2) Functions. The functions of the Planning Commission shall be as follows: (a) To prepare aii.d maintain a comprehensive plan for the development of the City. (b) To conduct hearings and make recommendations to the City Council in regard to proposed changes in zoning classifications and in regard to proposed special use pemiits. (c) To study and inake recommendations to the City Council in regard to amendments to the zoning code. (d) To study and nuke recommendations to the City Council in regard to means to carry out the Comprehensive Plan and regulations therefore. (e) To assuane such other and further duties as may from time to time be directed by the City Council. 3-217 Safety Conunission. (1) Composition. The Safety Commission shall be composed of 11 members. (2) Functions. The functions of the Safety Commission shall be as follows: (a) To develop a. comprehensive Community Safety Action Program and Guide which will become the official Safety Action Programer of the City once approved by the City Council. The Safety Action Program will be developed and maintained in coordination with the Twin Cities Metropolitan Safety Council, the Minnesota Safety Council, and the National Safety Council_ (b) To deal with safety in all phases of community life in an attempt to prevent accidents, including, but not limited to, the following- i. Industrial and Commercial ii. Construction and Utilities iii,. Home, School and Medicine iv. Recreational and Water v. Traffic 3-218 Cable Communications Commission. [Repealed 11/6/96, Ordinance 1579' 3-219 Housing and Community Development Citizens Advisory Commission. (1) Composition. The Commission shall consist of nine (9) members, five (5) of whom shall be appointed by the City Council from the conu:nunity at large- In addition, the Planning Commis- sion, Capital Improvement Committee, Economic Development Commission and the Human Rights Commission shall each appoint one of its members to the Commission„ [Revised 2/22/94, Ordinance 14821 (2) Function. The function of the Comnssion shall be as follows: (a) To assist the City Council in determining priorities for the Community Development Block Grant (C_D_R..G-) program- 3-200-5 141 Sep.24. 2003 11:04AM CITY OF COON RAPIDS No.5476 P. 8 (b) To provide a forum for the collection of public input on C.D.B.G. programs. (c) To make reconunendations to the City Council on the use of prograrn income for eligible projects. (d) To consider such other programs as the Council may refer to the Commission. [Revised 02/25/92, Ordinance 1403] 3-200-6 tv a co,f As you will see, my issues and concerns go way beyond just filling vacancies. I have been able to make small changes in the past 4 years, but my desire has been to re- evaluate the overall board-based scope of our commissions. This is not perfect- actually far from it. It's my conservational tone of writing and sorry I don't have the time to worry about grammar or sentence stricture. Yd1+0 fmt 41C►n17ltf M ORDIN CE - APPOINTMENTS - TIME OF YEAR FOR APPLICATIONS • TIME OF YEAR FOR VOTING ON APPPOINTMENTS -APPOINTMENT INTERVIEWS -INTERVIEW SCHEDULE: • BACKGROUND CHECKS VOTING PROCESS 'VACATEDSEATS ORDER OF TERMS FOR VACATED SEATS ORIENTATION *COMMISSIONER ROLE, CONDUCT AND GUIDELINES- working on Ordinance: I did start on this in July, I brought it to NOISE and made my changes. Many are now covered from what I saw in the workshop packet. Thank you. I would ask that the council keep picking away at that and make sure any additions or changes are included now that we are finally looking at it. The one big question is: Dismissal: At will.... ? I have concerns here. I believe the council should have good standing when removing a commissioner and the ordinance should be phrased as such. This is a question for council feedback. Please refer to the revised ordinance. Something like: Council shall document cause to remove a commissioner and vote upon the removal at an official regular council meeting. (Workshops are out for this action) APPOINTMENTS: Time of year for applications) 0 ct- Thanksgiving and Christmas rush! The most stressful and busy time of year for most families. This is when we advertise and take applications Past Feedback: "Too busy to apply" and/or" too busy and forgot to apply." My concern: Low number of applications- this may be caused by the time of year the applications are taken. Time of year for voting on appointments: Past feedback. NEW COUNCILMEMBERS: " I'm too new to know enough to feel comfortable of just what the commission's mission and obligations are, so appointing is a guess. " AND When a new council (every two years) comes on board, the council is swapped with tours, manuals, retreats, orientations, etc, etc. The amount of time taken out of their usual lifestyle is a real rude awaking and tough on families. This feedback and experience leads me to ask this council: would it be wiser to move the commission appointment to the fall. If moved to the fall, the new council members would have several months to meet with commissions, understand better just what the commissions do for council, etc. etc. Applications could be taken Oct I" to November. 15th. Right now, applications are taken smack dab in the holiday season. If agreeable to November 15th cut off, the interviews could be completed by the end of November and appointment voting could be completed iri December and new commissioners would take their position the Ist meeting in January. IMPORTANT NOTE: (THIS IS HUGE; PLEASE JUST ASK STAFF HOW RUSHED AND CRAZY THIS GETS) This would also eliminate-the 1-week notice of becoming a commissioner until their first meeting: New commissioners would have a full month to prepare, allow for a more detailed orientation (this is extremely rushed right now), and read and understand, sign off on guidelines. (Like ISD 196 more on this later) Maybe even attend a meeting or watch a meeting to see just what they are heading into. Yes, many haven't attended or viewed a full meeting! Also, commissioners could receive the J December packet, just like new council members due before they take office. r APPOINTMENT INTERVIEWS: OBSERVATION: 10 minutes, this seems rushed. 15 minutes allows for more questions and dialogue. 1,J } 2 ci-AN S w e w 0l t ! ~ u 1 't''~~. G ~Jd-~ -'t;,~`~,,,~.. ~ ~ ~ ~ tirr ~t 11'i r; ~•--c''r CANNED QUESTIONS: This needs to change. Commissions are very different from one other. Specific questions pertaining to the commission of the choice(s) should be offered. Three years ago, I started the" are their any questions you have of the council". L)Vt l C. Surprise, most did have a burning question. This was great to hear. This year, ItLc., requested that a specific question on TIF be asked of the EDC applicants. It was great! So skip the canned " what do you like about Eagan" bogus questions, we could ask one of . those to break the ice, but then let's get specific questions related to the subject matter that the commissioner will need to address on a commission. Cool huh? Hope so.ti; All questions must remain the same. So all applicants applying for the 1St choice should be asked the same questions. Allow for the 2" choice to have a specific question, but that question is ask to all who have the 1St and 2nd choice the same. This may seem 0 Ito { t LA aj 4.,.'L.l " confusing, but will work out if done in advance. There are patterns in applicant's choices. Work with me here... ASKING ONE COMMISSIONER - "IS THERE ANY COMMISSION YOU WOULD BE WILLING TO SIT ON THAT YOU HAVEN'T INDICATED"--- is fine. But if one is asked this, all applicants must be asked this question. So, offering this question must be determined before the first applicant interviews. (This happened last time and I threw a hissy fit. Remember?????) If you offer this opportunity to one, it must be offered to all. Enough said. INTERVIEW SCHEDULE: ' Wow we pack them all into one night! We are drained by the 30t' applicant, with 15 more to go! r ~1 `FEEDBACK: Too many in one night. Last applicants are dealing with a tired council - ever slaphappy councils. kv Another concern heard: "I can't make that night, can I interview another night?" This applicant was really upset that he was out of town and really wanted to be interviewed. He was not appointed... Why? No one knew or had met him. Plus, really how the heck could you appoint someone who you have never met or interviewed. I would like the council to consider splitting the interviewing process into two nights. (With a few days between the two) This would provide an option for those that can't make one of the dates. I believe this gives a fair opportunity to attend the interview and for the council to take the time and remain fresh for all applicants. BACKGROUND CHECKS: Yes, I suggested this 4 years ago. Refused by council. But every P-AA and EHA ddach agrees to a background check or they are not allowed to coach. A_) I believe that with commissioners being "public officials" we should be given the option , to run background checks. What an embarrassment if we put someone on a commission with long history of criminal behavior. Not that we couldn't, but I feel we should know if _ we are. Commissioners are involved with public events, some with children, and the APC members are requested to go to the site to view the proposed use and the parcel. We , L should have a background check to ensure the city has full knowledge of any past orJu I (A rP t pending criminal offenses or court judgments. The city attorney would need to check into this, but only if the council anted to explore this idea. Awn ~S VOTING PROCESS ICAVC [t -1AM ft t 5 The grid we use now really does work well. This was changed after I threw another hissing fit because it was unfair to vote on one commission before the others. Commissioners weren't able to get their 1St choice with the old system. So, the system used now allows all commissions and all applicants to be voted at the same time. If you would like me to explain why applicants weren't getting their 0 choice with the old system, I'd be happy to. It's just too much to write about. It's changed and it's extremely fair now. VACATED SEATS: -NLA Y>CJ Several ways to,offer: boll (2/ 1. Follow how the other cities resolve this. Petheremainin ool and vot on the g P from th^e_re airing pool. - Unless #3 (seems unnecessary if close to application tim 44 2. throe the interview process for each vacated seat. 3. Leav the seat vacated or leaves it vacant if the seat is vacate a Uilk ake the next person who received two votes at the time of official a emember, any member of the council can vote against the "next in line" at the ' of voting to fill the vacancy. Yes, you could have voted against Greg Wilken, that's why I U vo asked if anyone minded appointing him. No had a problem with Greg being on the commission. So, I proceed ahead with recommending him. If one or two had had a t' problem. We would have voted on the appointment and see if the motion prevails by the majority. The Mayor made a good point of only two votes, but remember- a member always has the right to vote against something at the time of the vote. Number 4 lends itself to become personal & political. If the next in line did not receive three votes to be appointed then what? Take the next one and line and see if there is a majority on that individual? This could go on and on down the line. of remaining applicants. Number 4 What if two people received two votes during the original voting process? I would suggest that both names are submitted and both are voted on to decide which person would fill the vacated seat by a majority vote. STALEMATE: 2-2-1 VOTES. No one is budging. I would suggest the Mayor makes the appointment. If after the third round of voting the council is still at a stalemate. ORDER OF TERMS FOR VACATED SEATS ~W To allow the council to vote on the term of each commissioner, I would recommend that the term, not the seat, being vacated remain open until the next application process. The newly appointed commissioner taking the position, to fill a vacated term, would be the alternate. The current alternate becomes a 1-year term (re-applies the next application process) So if a 3-year seat is vacated in the 1St year of the 3-year term, the 3-year term is filled temporarily by a 1-year term, until the full application process occurs. Then the 3"y"term would be filled when the full voting process takes place again. Now, if on that same commission, another 2 or 3-year term commissioner leaves, once again the current alternate becomes a 1-year term, and the new appointment is the alternate. Yes, we may have a few 1 year terms is this situation. But, this a temporary situation, and what it does 4, allow for is., everyone with one year terms-ean re-apply. Phe council decides at the time of the full voting process who fills the 3-year term(s). Note: under this system commissioners just don't move from a 1-year term to a 3-year term due to vacancies. Confused. Sorry. But there is a method to my madness. ORIENTATION: In the past it's been done as a mass. The rientation should include attendance policy; provide material on Robert rules, helpful hints on handling the public- from phone calls, emails - face to face. Many commissioners are not sure what is expected op them. Aoverview of the overall obligations, guidelines (yes, I'm getting to those) along with,packets - "tell your neighbors the police will be delivering them and yes, everything is fine at my house" (The police delivering these packets has been something we have laughed about with our new commissioners) I believe once the overview is complete, with all in attendance, then each staff member, in charge of a commission, should take their new commissioners and finish the orientation with specifics to their commission's mission, obligations and upcoming events and hot topics. This would be great for the commissioners. Plus, staff and commissioners would have a little face time before their 1St meeting. Break out with staff members could include going over a staff report etc. This would be awesome for new commissioners. So, many don't know or haven't seen a staff report or agenda, I believe the council and staff should really collaborate on this orientation. So, please - offer your list to what could be covered. This is the biggest complaint I have heard from new commissioners! Orientation should be a huge event to make sure we have done everything possible to offer our best to these new comers. ~7 City of Eagan Process for the Establishment of Task Forces r Table of Contents Table of Contents 2 Why do Strategic Planning for Task Force/Commission Establishment? 3 1. Standard City Council Process for Establishment of Task Forces/Commissions 4 H. Process Details 4 A. Determine the Need 4 B. Establish a Mission Statement 4 C. Develop Goals Based on the Mission Statement 5 D. Appoint the Task Force/Commission 6 E. Have the Task Force/Commission Establish Objectives to Meet the Goals 6 F. Monitor the Accomplishment of the Objectives 6 G. Review the Final Product 6 H. Take Council Action as Appropriate 6 Appendix A: Obligations of Commitment - Consent Required 8 Guidelines Pertaining to Task Forces/Commissions 8 General 8 Task Force/Commission Make-up 8 City Council Responsibilities That Support Task Forces/Commissions 10 City Staff Responsibilities That Support Task Forces/Commissions 10 Task Force/Commission Responsibilities 11 Individual Responsibilities 11 Process Responsibilities 12 2 Why do Strategic Planning for Task Force/Commission Establishment? Strategic planning is a management tool. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.' ' (Adapted from Bryson's Strategic Planning in Public and Nonprofit Organizations) 3 7D I. Standard City Council Process for Establishment of Task Forces/Commissions A. Determine the Need B. Establish a Mission Statement. C. Develop Goals Based on the Mission Statement. D. Establish the Task Force/Commission. E. Have the Task Force/Commission Establish Objectives to Meet the Goals. F. Monitor the accomplishment of Goals/Objectives. G. Review the Final Products (See Mission Statement). H. Take Council Action as Appropriate II. Process Details A. Determine the Need Recommendations requested from the City Council to create a task force/commission will be outlined in detail. The requests for recommendations will be made in writing for public view. The Council's and related advisory commissions role during the taskforce will be defined. The Council goals, scope of the project, recommendation requested and the details of the commitment will be provided to applicants upon applying to become a task force/commission member. B. Establish a Mission Statement The following template will be completed to document the Mission Statement: The purpose of the [Name of task force] is to provide a [Name of Product] to the Eagan City Council so that they can decide [Name the Desired Outcome]. The City Council needs the [Name of task force] because [Name their Unique Attributes]. 71 4 C. Develop Goals Based on the Mission Statement Brainstorm with the City Staff to complete the following three questions: (Is t1ie product the intera t ©ri ari )Ogst tl1e:,collv1 isslor ,or is it tine^brouIV S final fl~~fc rn~`[ g ~ uld the produc"i,4the, golf.course e,x loratory . product the future committee be loiv the group c°rie to a coiei~sus or is A gq coursef if It is built))? A "High Quality" [Name of Product] is ? A "High Quality" [Name of Product] has ? A "High Quality" [Name of Product] results in ? Utilizing the answers to the three questions, draft a set of goals to accompany the Mission Statement. Prepare a final Mission Statement/Goals document to be submitted to the task force at their first meeting. Include a suggested timeline for goal accomplishment. Determine.whieh_relatetl,coniniissions will eevim the task force's _ recoinr~ieric3at'ons:sThe` purpose of the.co i-imission's review is to providc feedback to tlic,Cit CoiinyLefarea th.e. finial decisions acre voted.,oc Known expenditure beyond staff time and study material required `must be recognized in writing prior to authorizing the task force. Exiienditurcfi Greater than S di~r ua the course of the-study- must,be appr-oved by,4tc City Ci~uneil ~a 5 D. Appoint the Task Force/Commission Provide the following to all applicants at the start of the appointment process: • Application Forms • Copy of the Task Force Establishment Process including a copy of Appendix A, Obligations of Commitment to be signed and returned with the application • Copy of the Mission Statement and associated goals Deleted budget this is impossible to define. So I put it up develop jzo&7?? Sure" a l~attl.rearis •opy_~at~crpateds~rojectEscope and respon~3billtes ofhe task ford (~~notes liat't}ns is, siibiect to ch,am e wlien the task force identifies its goats). E. Have the Task Force/Commission Establish Objectives to Meet the Goals. Have the task force prepare a set of objectives to be presented to the council. The objectives should detail how they intend to meet the goals identified by the Council. Some modification of the timeline and budget may be appropriate. F, Monitor the Accomplishment of the Objectives The City Council and related advisory commission(s) will be provided with copies of the minutes to regularly review the status based on the established objectives. G. Review the Final Product The City Council will formally receive and consider the task force's final product(s)/suggestions for: unpzndirig action. H. Take Council Action as Appropriate The City Council will act on the original issue taking into account the advisory task force/commission's information or recommendation(s). ~z 6 /V Appendix A: Obligations of Commitment - Consent Required In order to be considered for a position on a task force, applicants will sign a copy of Appendix A establishing their understanding of the duties and responsibilities of the City Council, City Staff and the task forces/commissions. Guidelines Pertaining to Task Forces/Commissions General Disclosures: • Task forces are advisory with no legal jurisdiction. They work at the will of the City Council. • All task force meetings will be public noticed and open to the public. • All financial and F son conflicts of interest will be identified during the application process. • All legal responsibilities will be documented and provided to the applicant before the applicant agrees to task force duties i e., open meeting law, meeting times and locations EN,5 eu eistaud ng ilEt, ot, al mz tin is may be ne"ces'saetc. • At the end of a project, a survey will be offered to all task force members. o This voluntary and anonymous survey will be used to improve future task forces' ability to reach their defined duties. o Used to update and measure the effectiveness of this stated policy. Task Force/Commission Make-up • Task forces members will consist of Eagan residential property owners and Eagan business owners/representatives. • Task Force/commission may be void of business owners/representatives if the Council determines that are not appropriate for the defined goal and scope of the project • No City Council or City Staff member will hold a task force position; rather Cite staf~ role is to serve as mediatorid support tc?wth_e task force, • To protect the integrity of new citizen input, advisory conirnissioners from other task forces/commissions will not hold chairperson eliminated "or executi~ e'°) positions ~In ~szri FciCiaif oU;Pf p ratoz 4om ii ee as a modem ' comn~issionaiierbers uxent1Y,ho1d positions on the ehecu ive conttce. Is it r ~ z -d Your'.3ntenti4~n that 3n the future co~missioi~ meri~bers should not bold a position on aii executive committee?) • Advisory commissioners will provide experienced knowledge, gain additional information, and _ the point of contact when a subsequent recommendation goes before a related task Force/commission 8 • Advisory commissioners may be assigned to a task force not to exceed 10% of citizens on the task force. If the number of related advisory commissions would cause more that 10% taskforce makeup, then one advisory commissioner represent each related commission. • (Their 65mnmissifln,iNill assn adv*rv conimn ssioners b) a ii1ajonty tote of the tuslrce~appoa3ent}-I m not sure what this means. 9 1 City Council Responsibilities That Support Task Forces The City Council must: • Determine how many members will make-up a task force prior to the 1ss ance o task foree app>scations h • Est~bhsh,u e e~iersfT"+~l " lit dology sqp fcj.tb ta,~k f+~rce to-" foRw end eAkWjsh gaff's role n tliMk,force • Determine expenditures likely to be made by the task force ~~ith the understanding that the t sk #or e caTi reques ac ona fin- Kco i the'CrEy Coup ciTfor Council c©nsiderat onf • Determine city staff assigned to the taskforce. • Act on requests made by the task force such as additional funding or request for changes to the scope/mission • Appoint members and advisory commissioners to the task force by majority vote. • Authorize the creation of task force subcommittees or subgroups • Redirect the task force as appropriate • Disestablish the task force if required • Discharge task force members due to circumstances such as personal threats, disorderly conduct or prolonged absenteeism. • Provide direction to the City Staff regarding extensive research requests made by task force members • Determine project status by requesting periodic meetings/updates with the task force • Upon completion of the task force duties, 4e City, CO-driell shah officially discharge the task force. City Staff Responsibilities That Support Task Forces/Commissions • City Staff members will assist the task force by providing information, clerical support, and research, within the scone of the project, as directed by the task force. • If warranted, obtain written confirmation of a stated position on the recommendation from outside organizations relative to the task force project. • If the press contacts the City, the City's Communication Director will be the point of contact and direct inquiries to the appropriate City staff or task force spokesperson or chairperson. • Notify the council of resignations, or actions of task force members that may affect the integrity of the task force's ability to efficiently work toward the requested recommendations. 10 K~ Task Force/Commission Responsibilities Individual Responsibilities • Read, understand and sign a copy of the Obligations of Commitment. • All task force/commission members have a right to speak to the press however, when speaking to the press members should state whether or not their comments are a personal opinion or a documented fact from the task force • No task force member will state a position on the project on the behalf of other community organizations, associations, or government agencies ut~I_ tl~~ition s vereci iii i tug by C~tsff (is this what you meant?) • Copies of any required information will be prepared and disseminated by city staff. Individual task force members will not pay the city for copying costs for public information that can be provided by city staff, once the request is a result of a majority vote or was reached by consensus at an official task force meeting ~ and .#1ei »cci ~s.deterffid by the°m.~' riT nf.the,;fask #'orce fo bevvithiu ihc,.sco -of the >Council's till. • Task force members will pay the city for all copying costs for public information that can be provide on hand by city staff, when the request is a not a result of a ma ority vote or was not reached by consensus at ark official task force meeting. e jncibcr or city stai~av reel#'.that#lie Councal.detertninc if the `in n r"egzies eci' , Mdthe; c jie'of*e Co iizww~'ioaH I1 77 1 Process Responsibilities • Elect a chairperson as soon as possible after appointment • Utilize a temporary convener until a chairperson is elected • Project recommendations made for Council consideration must be in writing, be concise and deal directly with the Goals and Mission Statement identified inn the beginning or as modified by Council direction (Do "Vu' Iva iltthes con ez ddt t~iis #o be itten y taslti force mem eIrs or City staff')` • Elect chairpersons for all subcommittees • Ensure meeting minutes are taken at all official meetings and copied to all task force members, City Council and related advisory commissions, and other task forces related to the project • Provide all requests outside the scope of the proiect to the City Council or City Staff in writing • Notify the City Council if subcommittees are going to be used and not previously identified by the Council • Utilize the spokesperson for the task force, typically the chairperson, as the point of contact for the press • Should an endorsement or comment by an outside organization be introduced, the opinions will be confirmed by obtaining written verification before using the organizations position. • The recommendation must include the results of any formal task force/commission vote or indicate if the recommendation was reached by consensus • The task force may use consensus or formal voting to reach conclusions or make decisions on issues within the scope of the project. If a formal vote is taken and there is a minority voice, the issues a_V771-77e , on both sides must be included as part of the final recommendation to the City Council Agarr~, using the golf course comnutte& "is a models tliere z i more than lil.eiy; be riumer6us rujhority Voices iii the f`itial rcconvl~eiidation`."' Is it your intention "to Have every dissenting opiiiio13 included nrthe recon,unendati6n?) _ • Notify the City slaff if resigning for the taskforce. Sfaff.~ill 11 ot1(;(~ the City; Coin)cil and ill task force n-e,` I's- i ~wTitmg regarduig the resignation. NAME SIGNATURE r 70 12 Council Directive List-August 2003 Y=completed Task Date Task Primary Contact Anticipated Completion Assigned Completion Date Date (steps taken) 1. 3-18-03 Prepare written P&R Fall 03 The APrC Council policy re: agreed to focus Mtg expectations when on the policy in groups sponsor or the Fall of 03 donate funds 2. 3-25-03 Prepare strategy P&R August 19 Senior Program Council for senior Dvlp Comm. Wksp programming in formation preparation for the scheduled for opening of the August 19 CC Community Center agenda 3. 05-13-03 Update City Admin. ongoing See Additional Council Council on vacant Info memos wksp staffing positions arising during the hiring freeze 4. 08-04-03 Separate historic Parks and Rec. August 12 The City Council farm and wksp Council mtg neighborhood park reviewed the items from Holz information at Farm Master Plan the 8/12 for CC workshop consideration 5. 08-04-03 Compile info re: Admin. August 12 Scheduled for 21 Council APC appointment wksp review at mtg and contact August 12 wksp neighboring cities for input on their processes 6. 08-04-03 Set mtg with Admin. August Letters to Council haulers re: bi- haulers sent. mtg weekly recycling Info mtg scheduled for September 10. 7. 08-12-03 Receive input from Parks and Fall 03 Council Friends of the Recreation (as part of wksp Fann re: priorities CIP within the Holz discussions) Farm Master Plan and work that could be completed by Friends and the Farm volunteers. Council Directives 8-15-03 Page 2 l Task Date Task Primary Contact Anticipated Completion Assigned Completion Date Date (steps taken 8. 08-12-03 Inquire w/LMC re: Admin. August Council Charter wks Commissions 9. 08-12-03 Inquire with Met Admin. August Council Council re: wksp Livable Community Program per CC's direction 2003-2004 COUNCIL GOALS Goal 04-22-03 Develop action Public Works #1 Council plan for ring road Retreat Goal 04-22-03 Organize a Admin. Mtg held with #1 Council meeting of Mayor, Coleman's Retreat City staff, USPS, staff. Follow up Councilmember, mtg to be and local Rep. to scheduled. discuss ring road Goal 04-22-03 Research road and Public Works Staff submitting #1 Council trail initiatives application Retreat between Yankee through the Doodle, Hwy 55, Met. Council and Hwy 149 for Federal funding. Letter sent to MnDOT requesting fin- ancial support Goal 04-22-03 Research and Admin./ Research now #2 Council compile data on Comm. Dvlp. being compiled Retreat Eagan's housing and prepared stock for the Council Goal 04-22-03 Prepare plan for Parks and Rec. #5 Council beautification of Retreat Public Places (i.e. art, signage, flowers, etc. Goal 04-22-03 Prepare historical Admin./ #9 Council background memo Comm. Dvlp Retreat on the Hwy 55/149 Redevelopment Area (similar to Cedar Grove history memo) Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 1 of 9 International Management Technologies, Inc. (800) 729-1468 imt@imtc3.com Print This Article I Back Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You By Robin Lawton A great deal of energy has been invested by US manufacturers to improve competitiveness since 1980. Armed with the rediscovered teachings of Deming, Juran, Crosby, Akao and others, significant strides have been made in improving manufacturing quality and operations; but many would say this isn't enough. The key, others say, is to launch similar efforts in administrative and non-manufacturing areas to complete the effort. But how big is the task and do we have the right tools and strategies? How large is our service sector? Over three quarters of the US workforce, by some reports, is paid for doing service work (administrative and non-manufacturing work). With this three quarters of the workforce number in mind, it's easy to see that it is essential that we develop at least the same level of skill and commitment in managing service quality as we have done in manufacturing. Do we have the right tools and strategies? I believe we can actually go beyond the traditional improvement initiatives being implemented by manufacturing organizations. The goal here is to outline the key issues and methods necessary to build a quality conscious culture responsive to the needs of both internal and external service customers. Reframing Our Concepts Of Service Work We need to demystify and reframe how we think about and manage service quality if we are to achieve significant change. New service assumptions--The assumptions used in this refraining may differ from conventional thinking in several ways, but consider the following as a start: . Service quality is not customer service (although customer service and customer relations are part of service quality). . Manufacturing-based models and techniques for managing quality may be more hindrance than help in beginning service quality management efforts unless jargon is removed and an appropriate sequence for change is used. . Appropriate language usage can speed the introduction of change. Technical jargon (i.e. SPC, QFD, DOE, JIT) is best avoided while words like service and customer require explicit definition. . The most advanced total quality management or service quality management methods and http://www.imtc3.com/servicequality2.html ~9 1 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 2 of 9 techniques will have only limited impact until the producer-centered cultures of our organizations are transformed into customer-centered cultures. . Significant change in customer satisfaction and cultural orientation can occur without initial massive training efforts. From a producer-centered to a customer-centered culture--Changing the culture of an organization is no small task. The proven process outlined here has been effectively used in government, transportation, electronics, banking, retailing, heavy manufacturing and communications industries. It addresses the initial changes in language, roles and measures which can help speed your effort. Creating Total Customer Satisfaction Even if service quality and customer service are not synonymous terms, the ultimate objective is the same: total customer satisfaction. Measuring complaints isn't enough--In the broadest sense, service quality exists to the degree our customers are satisfied with, or excited by, our services. However, since the typical organization won't hear from 96 percent of its unhappy customers, counting complaints can mislead you. (Research by TARP indicates that for every complaint, the average company has 26 customers with problems.) It is clear that we cannot rely on complaints as a measure of our performance. Designing quality into your services--The goal is/should be to design quality into our services. That can be accomplished by focusing on the three major factors which determine quality and customer satisfaction: 1. Objective performance of the service or manufactured product. 2. Perception of the product and related subjective experiences. 3. Outcome or desired results achieved by use of the product. We could focus on these three factors all day long and still not achieve better results. In fact, many have had that experience because they count or measure already existing data. We have found that using the following six-step process helps immeasurably in developing a new and systematic view of services in any organization. A walk through these steps should help you gain a new perspective on the service processes in your own organization. Step one: define services as tangible products-- We normally think of service as a continuous activity, an intangible something we can't measure. The word service has a very fuzzy meaning. Even though most of us would say we perform service work, it can be very difficult to define what that means. Think of the various ways we use the word. Given this partial list of how we use the word service, is there a one-word synonym for service? Most people have a hard time answering that question. Two of the most common definitions of service are help and assist. Both of these words imply reactive activity, not proactive behavior. In fact, even though service can be either a verb or noun, most are inclined to think of service as an activity; a verb. http://www.imtc3.com/servicequality2.html 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 3 of 9 Service defined as a verb and by producer-centered thinking. The labels we use for organizational functions reinforce our concept of service as activity. Engineering, purchasing, marketing, accounting, data processing and training are all verbs. When we embark on improving an activity, we look at changing how we do what we do (process). This is a great area of opportunity but the wrong place to start for service. We can achieve a wonderfully efficient, error-free process but produce something our customers don't want. It also misses the basic fact that customers generally don't care how we do our work. This focus on internal activity encourages producer-centered thinking. Service defined as a noun and by customer-centered thinking. I have found that customers do care about what we provide them--things which help them achieve some desired outcome. These things are products. Products are nouns, deliverables, objectively observable, countable and occur in discrete units. In service work, these products are usually some form of packaged information. Some general types of service products include: . a plan . a course . a design . a procedure . a policy a process . a speech . a system . a report . a recipe . a proposal . a greeting . a diagram . a design . a delivery . a meeting . an answer . a contract . a schedule . a manual . a diagnosis . a program . an invoice Products are concrete. Every product has a producer and at least one customer. The service product is the link between us and our customers, both internal and external customers. Its identification is essential for creating a customer-centered culture. Identifying service products sounds easy. Your first reality check is to identify your own http://www.imtc3.com/servicequality2.html V3 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 4 of 9 service products. Take a moment to write down three service products which represent the mission of your immediate work group. (If you can't make it plural, it isn't a product.) Understanding this concept--service as a product--is absolutely critical to everything else we will address here. The real beauty of identifying service products as tangible entities is that everyone has them. Their concreteness also makes them measurable. If there is any doubt in your mind about your own product, stop here and review what you've just done. Focus on the product you've identified as your own for the rest of this article. Step two: differentiate customers by role-- "Get close to your customers" is perhaps the admonition of the 90s. Unfortunately, all customers are not equal in priority, power, need, or role. We need a way to handle competing customer expectations for our and their optimum benefit. It is not enough to recognize that we have internal customers and external customers. The internal/external dichotomy oversimplifies. This view can also create confusion by classifying customers based on location or organizational affiliation. I often see internal organizations like marketing and engineering referring to each other as customers. That may feel good and represent an attitude promoting teamwork. But, the reality is that this view may have only marginal practical significance when confronted with the day-to-day details of running the business. Customers actually have three primary roles. These roles are always determined by the specific product in question, not necessarily by organizational membership. These customer roles are briefly described below: . End users are individuals or groups who use the product to achieve a desired outcome. They are the folks we ostensibly had in mind when we designed the product. There are usually more end users than any other kind of customer. . Brokers transfer the product to someone else who will use it. They may either act as an agent of the end user or as an agent of the producer. As an agent of the end user, the broker makes the product more accessible, easier to use or more appealing. As an agent of the producer, the broker "encourages" the end user to accept the product. . Fixers transform, repair or adjust the product at any point in its life cycle for the benefit of end users. Our goal should always be to satisfy the end user customers. Unfortunately, we may inadvertently focus on satisfying brokers' needs. This can easily happen by not differentiating customer roles. An example will illustrate this point. An insurance policy is a product. The consumer is the end user and the salesperson is the broker. The producer (insurance company) may ascribe more importance to broker/salesperson needs than to user needs. The fixers may be customer service personnel. Fixers generally have the least power over the design of a product. Brokers often have the most power. Part of the difficulty in dealing effectively with brokers is identifying which of the two major roles they happen to be playing: agent of the end user or agent of the producer. To further complicate things, we all know brokers sometimes represent their own interests. If we are to be effective in meeting our end users' needs, we must be able to distinguish them from other http://www.imtc3.com/servicequality2.html % 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 5 of 9 types of customers. This does not mean brokers are bad folks. They aren't. It's just that they and producers can get confused about who the most important customer is--the end user. There is a saying attributed to Ishikawa, "The next person in the process is your customer. " The problem is that it may be a broker who we inappropriately treat as an end user. Steps three and four: transform the voice of the customer into product design criteria, then measure it--Measurement is management's way of saying "we care." Producer-centered organizations heavily favor financial information. Their four commonly used measures--profitability, productivity, specification-based quality and schedule--illustrate their cultural priorities. There are several drawbacks to using these measures in the traditional manner: . Management activity is focused on improving measures which may have little relationship to customer interests. . They may not be integrated or organized by product. . It is difficult to determine how changes in one variable impacts others. Customer-centered organizations take pains to measure what customers care about. Our research indicates that customers consistently look for three specific types of attributes in virtually all service products: ease of use, timeliness, certainty (consistency, accuracy, reliability, etc.). Through working with thousands of managers in all industries, we have found producers very rarely measure these service products attributes. Lack of measures like these makes it virtually impossible to proactively address customer expectations. Comparing Performance Measures Your quality measures for each service product should be tailored to the specific product's most important attributes. Service quality measures should be at least conceptually related to the customer's desired outcomes from using the product. Our challenge is to specifically design products with the customer's expected outcomes in mind. Quality function deployment tools facilitate this design and evaluation process. Requirements have both performance and perceptual attributes. It is the (often neglected) perceptual attributes which relate to packaging or appeal. The use of graphics in displaying data, rather than number filled tables, is an example of how perceptual attributes can make a financial report satisfactory to an internal customer. When the central data processing departments couldn't or wouldn't provide internal users (customers) with easy to read graphs, many customers took matters into their own hands and turned to personal computers to produce their own graphs. Thus, the birth of the PC revolution. Step five: unleash outcome-based innovation--Improvements in the performance and perceptual attributes of a service product often use convergent thinking. That is, we make steady, incremental, measurable modifications of the same product. This is often referred to as continuous improvement. True leadership in satisfaction also requires divergent thinking (innovation) which is focused http://www.imtc3.com/servicequality2.html O~ 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 6 of 9 on the results desired by the customer when he/she uses the product. Normal, or producer-centered improvements naturally flow from convergent thinking. Divergent thinking is driven by customers' outcome expectations. Our watchwords should be: quality and innovation drive change. A better training manual or a different way to deliver training? The difference between convergent and divergent thinking may be illustrated by an experience of our firm with the training department of an already quality-conscious equipment manufacturer. Using convergent thinking, they had already identified one of their training manuals as a service product that needed improvement. They had determined that the end users of the manual couldn't read well enough to easily use and understand the manual. They had decided to rewrite the manual at a lower reading level and asked us for assistance. Using divergent thinking we asked them what outcomes they were trying to create. They said they wanted manual end users "to be able to successfully operate the equipment within X hours and cause no damage." We then asked if they had considered using audio tapes (we had observed that many of the equipment operators used Walkman-like radios) or interactive video plugged into the equipment. They hadn't. This dialogue opened up a whole new avenue for them to achieve innovative training materials and an excellent way to differentiate their equipment from that of their competition. Focus on outcomes! The key to moving from quality to innovation is to consider the outcomes or results desired by customers in their use of our service products. The steps of defining the service product, differentiating customers, defining expectations and measuring quality all deal with effectiveness. All the components on the right side of our C3 model address effectiveness. They answer the question, "Are we doing the right thing?" By addressing these issues first, we know which types of customers expect what from our products, why and how well we're doing to provide it. Then we can tackle the process. CUSTOMER-CENTERED CULTURE, MODEL 0 MAN" a f C3 Model Step six: redesign for zero time--The next step is to redesign the process which creates and delivers the service product. Traditional quality improvement methods would encourage us to reduce process variability. This is important to achieve certainty but represents producer priorities. http://www.imtc3.comJservicequality2.html % 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 7 of 9 Cutting process time by 80 percent--Ease of use and timeliness are the recommended starting points in service quality. Convergent thinking will typically cut 15-25 percent from process time. Our objective of 80 percent cycle time reduction can only be achieved on the first pass by divergent redesign. Flowchart the service process. Graphically describing the flow of service activity is an excellent way to see what is actually being done by whom; identify targets of opportunity; and reduce complexity, time and cost. Approval time as inspection time. One big contributor to complexity, cost and time in service processes is inspection. Every approval required in a process represents an inspection. It is not uncommon to have several signatures required for internal service products like personal computer purchase requisitions. Each signer is really an inspector. The question to ask is: Why is this approval necessary? The answer frequently is that written product requirements (the basis for approval) are either subjective, inconsistent, nonexistent or inadequate. As a result, subjective analysis is applied on a routine basis at high cost and extended time. Impact on teamwork--In addition, the inspection/approval points can easily convey two messages to those who worked on the product earlier in the process: 1. "We don't trust you," and/or 2. "You're not competent." Such inspections/approvals clearly do not contribute to a sense of teamwork. Many organizations are making efforts to address process issues. Unfortunately, the focus is usually on the producer's process instead of on the end user/customer. The customer-centered culture puts heavy emphasis on the end user's process with special attention to time. Once 80 percent of the customer-experienced time is redesigned out, then work to reduce variation. Organizing For The Six-Step Process If you are convinced that the six-step process described above has merit, how should you organize yourselves to put it to work? Typically, a cross-functional team is formed to translate customer needs into product and process redesign. The service product itself is the organizing criteria--The selection of the product determines which problems are addressed. In other words, problems are grouped by product. Just-in-time training--Training is provided to the team members on a just-in-time basis. Only the specific training needed by the team members is provided, at the time it's needed. Select high impact items--The customer-driven change strategy uses projects, focused on specific products, to achieve high impact at minimum time and cost. However, even this approach to change will have limited success unless the conditions are right. Are your organization's weather conditions right? The first condition for success is high readiness. This refers to the receptiveness of individuals or groups to change. We need to accept the fact that the people in any organization differ in their readiness to change. Use this knowledge to guide the selection of the projects, project sponsors and team members. People who have to be http://www.imtc3.com/servicequality2.html EN 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 8 of 9 dragged, kicking and screaming, are not ready. We're looking for a few good people. When starting the change process, we recommend restricting access to the program. Consider refraining the recruitment slogan of the Marines into: 'We're looking for a few good people.' Not only is it critical to have the right people involved during start up, by limiting access to the program, you will drive up demand for involvement. Consider both readiness and capability to contribute. And be sure to fully support the ready few who will lead the change. Is the project an obviously high impact one? The second condition for success is high potential. This refers to potential of the project to address a significant business issue. The intent is to address substantive issues of interest to internal or external customers. When you're done, will everyone notice? High visibility of results (not activity) is the third condition for success. That is, when the project is successfully completed, others will notice the impact. High visibility successes are very important to expanding organizational involvement, sustaining the change process and transforming the culture. As the success builds, it will become important to increasingly open up the change process to broader involvement, as fast as possible. Summing Up We have seen three major strategies for change in the United States: 1. Problem-driven change. Zero defects programs exemplify this change strategy. While these efforts can be both valuable and effective, they are not sufficient. They are often dependent on convergent thinking. Remember, we can have defect-free buggy whips but who will want them? 2. Training-driven change. When management identifies an issue like quality which has strategic importance, training is often used as the vehicle for initiating the change process. The up side to this strategy is that we may provide new skills to our people. The down side is that they won't use them because a context for application is missing. Experience strongly recommends global education, but just-in-time training. To understand the difference, consider your teenager enrolled in sex education, and how you'd feel if it were training. 3. Customer-driven change strategy. Here, we use the six-step process outlined earlier to identify a specific product for focus. The three types of customers for that product are identified and their prioritized needs are defined. Creating a customer-centered culture means thinking differently. It concerns what we create for whom and our governing values. Focus and experimentation on internal service products and processes creates a good foundation for applying the philosophy and methods externally. When we can win the home games, there is greater probability of winning the away games and achieving a competitive advantage. (Reprinted with permission from The Journal for Quality and Participation. Copyright The Association for Quality and Participation, Cincinnati, Ohio) <20 http://www.imtc3.com/servicequality2.html 0 ( 10/10/2003 Creating Total Customer Satisfaction: A Service Quality Strategy That Will Work For You Page 9 of 9 http://www.imtc3.com/servicequality2.html q9 10/10/2003 VI. CONSIDERATION OF TRAIL INSTALLATION AND MAINTENANCE New Trail Installation - Federal Drive & Blackhawk Hills Road - At the Sept. 16, Council meeting the Council directed staff to provide background information regarding the future trail along Federal Drive (Yankee Doodle Rd. to Blackhawk Lake, Dr.) and Blackhawk Hills Rd (Blackhawk Lake Dr. to 600 ft. west). Enclosed on pages ~ff- through is a memo from the Director of Public Works providing this information. ACTION FOR COUNCIL CONSIDERATION: Provide direction regarding the programming for the installation of the trail along Federal Dr. and Blackhawk Hills Rd. Winter Trail Maintenance for Community Center and Central Park - With the recent opening of the Community Center and the completion of the Central Park facilities, the issue of the winter maintenance of the related sidewalks and trails should be addressed. Enclosed on pages through V is a memo from the Director of Public Works with an attached memo from the Director of Parks and Recreation providing background information regarding the scope and cost associated with this issue. ACTION FOR COUNCIL CONSIDERATION: Authorize the winter trail maintenance for designated sidewalks and trails at the Community Center and designate the appropriate funding source. MEMO city of eagan TO: MAYOR AND CITY COUNCIL % THOMAS L. HEDGES, CITY ADMINISTRATOR FROM: THOMAS A. COLBERT, DIRECTOR OF PUBLIC WORKS DATE: OCTOBER 8, 2003 SUBJECT: TRAIL INSTALLATION - FEDERAL DR AND BLACKHAWK HILLS RD. BACKGROUND During its growth years, the City of Eagan has had a program of installing sidewalks and trails along one or both sides of all arterial and collector streets as part of its overall Transportation Systems Plan. These trailways are typically installed with the upgrade of the adjacent street or by a Council initiated public improvement and financed by the City's Major Street Fund. Internal sidewalks along local residential streets are installed only upon petition of local property owners and financed by special assessments to the benefited properties. HISTORY During the fall of 1999, the City received several petitions to have select segments of our major trail system installed along various collector and arterial routes. On Oct. 5, 1999, the Council authorized a feasibility report (Proj. 785 - Citywide Trail and Sidewalk Improvements) to do a city wide inventory and propose the installation of selected "missing links" to the Master Trail System. On July 5, 2000 a public hearing was held to consider the installation of several of these selected trail segments. One of the trailways was a segment proposed along the west side of Federal Dr. from Yankee Doodle Rd. to Blackhawk Lake Dr. and then continuing along Blackhawk Hills Rd. from Blackhawk Lake Dr. to 600 ft. west at an estimated cost of approx. $101,000. No easements would have been required as there was sufficient public right of way along these collector streets. Based on several objections received during the public hearing, the Council passed a motion "to delay the improvement on Federal Drive until a more comprehensive study and understanding of the overpass is completed as a future category of the CIP". The overpass referred to is the Duckwood Dr. extension from Crestridge Dr. to Federal Dr. as part of the City's overall Ring Road improvement. ISSUE: At the Sept. 16, 2003 Council meeting, Councilmember Carlson expressed concern that this trail segment was not available for transit users and wanted to schedule this issue on a Council workshop for further Council discussion. Attached is a map from the Feasibility Report showing the location of this trail segment. V. A enc: Fig. 1, Proj 785 ~I MENDOTA HEIGHTS Q 4 2 1 Q>- LONE ROAD 1 1 O 1 0 1 µARICE `~wAY J / YANKEE DOODLE ROAD_ j rro oooae m y U ASHBURY , y 3 a ~ C~ o Q ° 4 Q C CONSTRUCT BITUMINOUS TRAIL D LEGEND CONSTRUCT 8' OR 10' BITUMINOUS TRAIL ■ ■ BITUMINOUS TRAIL OVERLAY G,PROJDRAWINGS/785_SDWK_TRAILS/TRAILS_FIGI CITYWIDE SIDEWALK ! TRAIL IMPROVEMENTS Figure CITY PROJECT 785 CITY OF EAGAN ~p~ LOCATION MAP MEMO city of eagan TO: MAYOR AND CITY COUNCILMEMBERS % THOMAS L. HEDGES, CITY ADMINISTRATOR FROM: THOMAS A. COLBERT, DIRECTOR OF PUBLIC WORKS DATE: OCTOBER 8, 2003 SUBJECT: WINTER TRAIL MAINTENANCE PROGRAM -COMMUNITY CENTER & CENTRAL PARK BACKGROUND In October 1996, the City Council implemented an experimental trail program for maintaining sidewalks and trails during the winter season on a select segment primarily serving walkers to the elementary schools. They also adopted a policy and an ordinance requiring certain property owners to maintain the adjacent sidewalks. In the spring of 1998, the Council evaluated the program and considered expanding it to trail segments primarily located adjacent to major thoroughfares throughout the City. At that time, it did not include internal Parks or Recreational trail systems. Staff was directed to inventory the existing "transportation" trail system (105 miles), evaluate the priority uses of the sidewalks and trails, prepare a draft plan (46 miles) and present it to the community for comments and suggestions. At a special workshop session held on May 26, 1998, the Council reviewed and modified the draft plan to address the needs and desires of the community. This final draft plan (54 miles) and policy was then presented to the public for final review and comments and subsequent Council adoption on June 2, 1998. The current program consists of 60.6 miles of the total 110 mile system and includes the trail along Central Parkway. COSTS/BUDGETS • The original 1998 annual budget was estimated at: $180,000 (53 miles @ $3,400/mile). • The 2003 approved budget is: $159,500 (58 miles at $2,750/mile). • The preliminary 2004 budget is: $128,400 (60.6 miles @ $2,115/mile). • The last 4 year average annual cost has been: $ 85,000 ($1,511/mile). • The highest year - winter season of 2000/2001 at: $150,558 ($2,600/mile). • The previous low year was 2001/2002 at: $50,000 ($862/mile). • The current to-date for the 2002/2003 season is: $26,000 ($450/mile) q3 CURRENT CONSIDERATION: COMMUNITY CENTER & CENTRAL PARK On Sept. 27, the City celebrated the recent completion and dedication of its new Community Center and Central Park facilities. The Council has not previously discussed the issue of which sidewalks and/or trails associated with these facilities are expected to be kept clear of snow accumulations during the winter season. As the Public Works Dept. prepares its contract plowing program for 2003-2004, the question arose as to how these sidewalks and trails would be maintained during the winter. ISSUES: 1. Scope of Service Delivery Approx. 10,624 feet (2.01 miles) of sidewalks and trails were installed with the Community Center and Central Park development. Some of these trails/sidewalks provide direct access to the Community Center from Central Parkway and interconnection to Argosy University (cross parking agreement) while others are internal recreational trails and or connectors to adjacent businesses within Central Park. Criteria #5 of the current Winter Trail Maintenance Policy states that "The Council's discretion will be used to designate other segments as necessary to provide continuity, designated recreational loops, etc." Director of Parks and Recreation Vraa and Community Center Manager Breuer have reviewed the layout of the sidewalks and trails and have recommended a limited scope for winter maintenance (see attached memo and map). Based on this recommendation, there are 2,973 ft (0.56 miles) of sidewalks and trials that are deemed necessary and/or important to service the Community Center operations. 2. Cost and Financing Due to limited personnel resources available, it is recommended that the extent of any additional snow removal services be provided under the City's current Winter Trail Maintenance contract. At the estimated seasonal cost of $0.40/ft, it is projected to cost an average of an additional $1,200 per year. This has not been accounted for within any portion of the proposed 2004 budget. The current "transportation" winter trail maintenance program is financed under the General Fund's Street Department budget (#22, Object Code #6564). The Council should determine if this proposed expansion should be financed through an adjustment to this same budget or through some other Community Center or Parks maintenance program budget. I will be available to discuss these options with the Council at the Workshop meeting on Oct. 14. enc. Justification memo with map. Cc: Ken Vraa, Director of Parks and Recreation (w/enc) Gene VanOverbeke, Director of Administartive Services (w/enc) Sandy Breuer, Community Center Manager (w/enc) Tom Struve, Supt. of Streets and Eqpt. (w/enc) Paul Olson, Supt. of Parks (w/enc) q4 ok L ~ ti, rk3' T' City of eagan MEMO TO: Tom Colbert, Director of Public Works FROM: Ken Vraa, Director of Parks and Recreation DATE: October 8, 2003 SUBJECT: Community Center: Trail Plowing Attached and highlighted in yellow are the trails segments that Community Center Manager Breuer and I would like to recommend as a minimum for trail clearing this winter. The segment from Central Parkway to the Community Center provides pedestrian access to the building, while the segments on the buildings south side and around the pond would provide access for pedestrians and equipment to the skating pond. The trail around the pond would promote the ponds use and as an amenity to the site. The trails loop around the band shell provides connectivity to the parking lot and building as well as an amenity for trails walking during winter days that are warm and sunny. And finally, the tail segment that runs between the two entrances and along the roadway and parking lot, in part provides access for the Argosy students who can utilize this "over flow" parking as part of our parking lot use agreement. Thank you for your review and attention to this issue. Ken Vraa g Q N 1 OHHOW a •1 0 . 0 006 )0 o . ~ 4 p O o • a ~o ~d d O o oho O• 000 N 1~\1 _ 3 is L IM- 0 L 3 ~ O C J d W V m t o J 3 00 E v ~~P VII. REVIEW PROPOSED 2004 PUBLIC UTILITY ENTERPRISE FUND BUDGETS PUBLIC UTILITY ENTERPRISE FUND BUDGETS The 2004 Public Utility Enterprise Funds have been prepared in a manner consistent with previous years and have incorporated a review process similar to the General Fund with sensitivity shown to the financial constraints being imposed on the City. User rates will be reviewed in the usual process and incorporated into the City's annual fee schedule review and approval. No significant changes to rates are contemplated for any of these utility operations. Enterprise Funds are established to account for the financing of self-supporting activities of governmental units which render services to the general public on a user charge basis. Records are maintained on the accrual basis of accounting. The reports of the Enterprise Funds are similar to comparable private enterprise reports and are self-contained. Creditors, legislators, or the general public can evaluate the performance of the municipal enterprise on the same basis as they can the performance of investor-owned enterprises. Revenues Enclosed on page boa is a copy of the Comparative Summary of Revenues for all public utility enterprise funds. Enclosed on page 103_ is a copy of the Detail of Revenues for all of the utility enterprise funds. Finally enclosed on page O is a copy of the worksheet showing the cash balances of the Storm Drai ge and Water Quality utilities, also showing the breakdown of the available cash into three categories: Operations, Renewal & Replacement and Expansion & Modification. Expenditures Water Utility (61) The City's water utility provides for the production and distribution of safe and clean water through a series of 20 developed major wells, two treatment plants, and six reservoirs and towers. The water utility also maintains the water distribution system consisting of over 316 miles of mains and laterals. At year end 2002, the City had 19,323 connections to the water system. The 2004 Water Utility Budget is proposed at $4,409,100, an overall decrease of $18,700, or 0.4% from the 2003 budget of $4,427,800. Enclosed on pages JC~!5- through 1 D is a copy of the proposed line item 2004 budget. There are no changes proposed to the current compliment of personnel as demonstrated in the following table: f~ Proposed Personnel 2001 2002 2003 2004 Administrative Assistant (Systems Analyst) 2/3 2/3 2/3 2/3 Utilities Operations Supervisor 1/3 1/3 1/3 1/3 Engineering Technician 1 2 0 0 Senior GIS Technician 0 0 1 1 GIS Technician 0 0 1 1 Water Production Technician/Supervisor 1 1 1 1 Utilities Inspector (F) 0 0 1 1 System Maintenance Workers (F) 5 4 3 3 Water Treatment/Production Workers 3 3 3 3 11 11 11 11 (F) The utilities inspector position and one (1) maintenance worker position are vacant and included in the frozen 2003 positions. Also included in the proposed budget are a .75 FTE for seasonal maintenance assistance and a .75 FTE for seasonal technical assistance. Many of the expenditures proposed in the 2004 water utility budget are related to the volume of water produced, treated and distributed (i.e., electricity, chemicals, break repairs, etc.) which is often difficult to predict with any degree of accuracy. The sale of water is proportionate to summer weather conditions, while break repairs often are the result of winter weather conditions. Many of the savings and reductions forecasted in the proposed 2004 budget are reduction of contingencies for those "unknowns." Other areas of savings relate to reducing special engineering studies, reducing landscaping and restoration of system repair. For example, the renewal and replacement includes the inspection of two (2) wells, No. 7, and No. 16, while in 2003 there were repairs made to four (4) wells. There are no capital expenditures proposed within this budget. The public utility administration fee transfer was increased to reflect the amount the City Council determined for the administrative fee at the August 26 meeting, when this amount was chosen as a building block to balance the 2004 General Fund Budget. The bond payment of $894,200 including both principal and interest to retire the outstanding debt for the South Water Treatment Plant is included in the budget. Another significant cost is depreciation which is budgeted at $1,272,600 for 2004. Sanitary Sewer (62) The City's sanitary sewer utility provides for the transmission of sewage to the Seneca Waste Water Treatment Plant. All sewage treatment for the City is provided at that plant by the Metropolitan Council Environmental Services (MCES). The City's system consists of over 268 miles of mains and laterals and 12 sanitary lift stations. At year end 2002, the City had 18,124 sanitary sewer connections to the system. The City's budget provides for costs to maintain the 90 collection system (33%) and for the payments to MCES to provide for treatment (67%). The 2004 Sanitary Sewer Budget is proposed at $4,810,400, an overall decrease of $36,600, or 0.8% from the 2003 budget of $4,847,000. Enclosed on pages 111- through 114 is a copy of the proposed line item 2004 budget. There are no changes proposed to the current compliment of personnel as demonstrated in the following table: Proposed Personnel 2001 2002 2003 2004 Administrative Assistant (Systems Analyst) 1/3 1/3 1/3 1/3 Utilities Operations Supervisor 2/3 2/3 2/3 2/3 System Maintneance Workers 6 5 5 5 7 6 6 6 Also included in the proposed budget are a .25 FTE for seasonal maintenance assistance and a .25 FTE for seasonal technical assistance. Similar to the Water Utility Fund administrative transfer was increased as a revenue source of the 2004 General Fund Operating Fund Budget. Many of the expenditures proposed in the 2004 sanitary sewer utility budget are related to the volume of water purchased and discharged to the collection system as well as for unpredictable maintenance costs, i.e. breaks, blockages, etc. Many of the savings and reductions forecasted in the proposed 2004 budget are reduction of contingencies for those "unknowns." Other areas of savings relate to reducing special engineering studies, reducing landscaping and restoration of system repair. There are no capital expenditures proposed within this budget. The primary cost for the sanitary sewer utility is the MCES charge, which is estimated in 2004 at $3,209,700. There is also a depreciation expense in the amount of $570,600. Street Lighting (63) The City's street lighting utility provides for the operation of neighborhood street lighting, major intersection lighting, and signals. User fees are used primarily to pay energy costs to provide the lighting on a pass through basis. At year end 2002, 14,273 customers were being billed for 3,209 neighborhood lights provided by that system. In addition, 18,285 customers were being billed for community lights (major intersection lighting, and signals). Due to an increase in the number of lights and in energy costs, this budget is increasing by $59,100 or 16.9% from $350,000 in 2003 to $409,100 in 2004. Enclosed on page P IJT' is a copy of the proposed line item 2004 budget. Similar to the Water and Sanitary Sewer Utility Funds the administrative transfer was increased as a revenue source of the 2004 General Fund Operating Fund Budget. qq Storm Drainage (64) The City's storm sewer system consisting of over 198 miles of pipe, 400+ inter- connected ponds, and 20 lift stations is designed to collect and transmit run-off to the Minnesota River. At year end 2002, 18,296 customers were being billed for storm drainage/water quality. The 2004 proposed Storm Drainage Budget is $336,650 reflecting an increase of $11,500 or 3.5% over the 2003 budget of $325,150. Two (2) years ago, the storm drainage and water quality budgets were separated for budget and accounting purposes. The storm drainage reflects only those costs associated with the conveyance and maintenance of the storm drainage of the storm drainage system. Enclosed on pages I ) Le through III is a copy of the proposed line item 2004 budget. There are no changes proposed to the current compliment of personnel as demonstrated in the following table: Proposed Personnel 2001 2002 2003 2004 St Drain & Wat Qual Water Quality Coordinator 1 1 0 0 Water Resources Technician 1 1 0 0 System Maintenance Worker 0 1 0.5 0.5 Clerical Technician 0.5 0.5 0 0 2.5 3.5 0.5 0.5 The budget, as presented, has dropped the 2 three-month seasonal positions which equate to a 0.5 FTE position. One or both of those three-month positions could be reinstated as the budget receives further review this fall. The supplies, services and maintenance portion of the proposed budget reflects a decrease from the 2003 budget; however, the proposed capital expenditures increased $54,000 for connecting four (4) storm lift stations (Schwanz, Carlson, Hurley and Holland) to the City's radio control alarm system and improving the inlet to the Apollo lift station account for the net overall increase to the proposed budget. These improvements can provide maintenance staff with valuable advance warning of pending pump failure for quicker response as well as accurate tracking records for future storm modeling/design. There are no other Capital requests included in the proposed budget. Water Quality (65) The mission the Water Quality Department is to protect and improve the natural, esthetic, and recreational qualities of Eagan's lakes, ponds, and wetlands for the enjoyment and use by present and future residents of the City and region. /D~ Eagan has over 375 natural lakes, ponds, and wetlands larger than one acre, and over 80 percent of them are incorporated into the City's storm water system. The 2004 proposed Water Quality Budget is $630,400 reflecting a decrease of $124,400 or 16.5% less than the 2003 budget of $754,800. Enclosed on pages JgM through I a is a copy of the proposed line item 2004 budget. There are no changes proposed to the current complement of personnel as demonstrated in the following table: Proposed Personnel 2001 2002 2003 2004 St Drain & Wat Qual Water Quality Coordinator 1 1 1 1 Water Resources Technician 1 1 1 1 System Maintenance Worker 0 1 0.5 0.5 Clerical Technician 0.5 0.5 0.5 0.5 2.5 3.5 3 3 The proposed budget continues an emphasis on testing and chemical application to improve and maintain the highest level of water quality in various ponds and lakes. There is some budgeted for engineering design of capital improvement projects, an allocation for a watershed management assessment for both Gun Club Lake WMO and Black Dog WMC, and in keeping with the City Council's increase in the Public Utility Administration Fee, there is an adjustment for the transfer projected in the 2004 budget. The major capital projects include water quality improvements to LeMay Lake and what is categorized as general pond modifications. There are also three (3) aerators and a replacement vehicle proposed in the 2004 budget. to ~ 2004 Budget PUBLIC UTILITIES ENTERPRISE FUND Comparative Summary of Revenues Actual Actual Budget Budget 2001 2002 2003 2004 TOTAL REVENUE Service Fees: Water $3,766,537 $3,489,909 $3,759,800 $3,722,800 Sanitary Sewer 4,296,151 4,311,259 4,591,200 4,603,300 Street Lighting 367,397 378,755 372,700 424,100 Storm Drainage 838,091 894,670 882,700 949,200 Connection Permits 27,730 29,100 28,000 28,000 Service Penalties 32,351 31,944 31,900 31,700 Other Operating Revenue 596,161 326,821 18,800 18,800 Antenna Leases 286,338 294,491 327,300 337,000 Sale of Meters 63,157 55,938 65,000 60,000 State PERA Aid 5,855 5,855 5,000 5,800 Interest on Investments 2,021,315 1,724,660 1,526,500 1,267,300 Interest - Other 121,864 76,727 70,200 69,500 Connection Charges: Water Supply & Storage 274,794 294,320 300,000 300,000 Water Treatment Plant 332,935 337,972 350,000 330,000 Water Quality Dedication 37,655 136,041 35,000 35,000 Water Quality Federal/State Grant 0 0 0 0 Total Revenues 13,068,331 12,388,462 12,364,100 12,182,500 DEDICATED REVENUE Service Fees: 1121 Water Renewal & Repl. 302,098 289,619 320,000 310,000 1122 San Sewer Renewal & Repl. 178,033 180,706 211,000 215,000 1126 Storm Sewer Renewal & Repl. 88,898 88,421 102,000 95,000 1125 Storm Sewer Exp & Mod 166,044 176,841 195,400 190,000 1119/24 W.T.P. Debt Service 949,958 931,928 936,000 920,000 Connection Charges: 1123 Water Supply & Storage 274,794 294,320 300,000 300,000 1124 Water Treatment Plant 332,935 337,972 350,000 330,000 Antenna Leases 286,388 294,491 327,300 337,000 Interest Earnings: 1119/24 W.T.P. Debt Service 315,123 317,449 266,000 212,100 1121,22,26 Renewal & Replacement 514,273 461,570 396,700 331,800 1125 Water Quality Exp. & Mod 44,994 43,999 37,700 31,200 1123 Water Supply & Storage 314,777 270,669 233,500 194,900 Water Quality Dedication Fees: 1127 Water Quality 37,655 136,041 35,000 35,000 Total Dedicated Revenue 3,805,970 3,824,026 3,710,600 3,502,000 REVENUE AVAILABLE FOR OPERATIONS $9,262,361 $8,564,436 $8,653,500 $8,680,500 2004 Budget PUBLIC UTILITIES ENTERPRISE FUND Detail of Revenues Actual Actual Budget Budget Acct 2001 2002 2003 2004 DEPARTMENTAL: Water 4505 Water Service Fees $3,766,537 $3,489,909 $3,759,800 $3,722,800 4506 Water Service Penalties 12,120 11,204 12,500 12,500 4507 Water Connection Permits 13,880 15,050 14,000 14,000 4509 Sale of Meters 63,157 55,938 65,000 60,000 4512 Water Turn Off/On Fee 4,635 4,350 4,600 4,600 4521 Constr Meter Permits 1,120 1,500 1,200 1,200 4522 Acct Deposit Not Refunded 2 18 0 0 3,861,451 3,577,969 3,857,100 3,815,100 Sanitary Sewer 4530 Sanitary Sewer Service Fees 4,296,151 4,311,259 4,591,200 4,603,300 4531 Sanitary Sewer Penalties 14,633 13,528 14,000 14,000 4532 San Sewer Connection Permits 13,850 14,050 14,000 14,000 4,324,634 4,338,837 4,619,200 4,631,300 Street Liahts 4550 Neighborhood Light Svc Fees 203,741 212,606 207,300 236,500 4551 Neighbrhd/Comm Lt Penalties 591 547 600 600 4560 Community Light Service Fees 163,656 166,149 165,400 187,600 367,989 379,302 373,300 424,700 Storm Drainane/Water Quality 4540 Storm Drainage Service Fees 838,091 894,670 882,700 949,200 4541 Storm Drainage Penalties 2,217 2,050 2,300 2,100 840,309 896,720 885,000 951,300 NON-DEPARTMENTAL: 4031 Assmt Penalties and Interest 2,789 4,615 2,500 2,500 4135 Federal Grant--Water Qual 9,768 24,592 0 0 4140 State Grant-Water Quality 0 0 0 0 4160 State PERA Aid 5,855 5,855 5,000 5,800 4226 Developer Escrow Reimbursmt 7,340 8,720 8,000 8,000 4242 Maint Equipment and Personnel 3,941 9,254 3,000 3,000 4610 Interest on Investments 2,021,315 1,724,660 1,526,500 1,267,300 4612 Interest on Assessments 116,134 71,722 66,000 66,000 4614 Interest on MCES 5,730 5,005 4,200 3,500 4615 Change in Fair Value of Inv 564,334 265,747 0 0 4620 Antenna Site Rent 286,338 294,491 327,300 337,000 4657 Sale of City Property 925 0 0 0 4664 Cost Sharing Payment 4,000 0 0 0 4672 Water Quality Dedication Fees 37,655 136,041 35,000 35,000 4680 Connection Charge--Water 274,794 294,320 300,000 300,000 4685 Conn Chg--Water Treatmt Plant 332,935 337,972 350,000 330,000 4691 Other Revenue 38 4,852 0 0 4822 Other Reimbursements 58 7,788 2,000 2,000 4980 Transfers In 0 0 0 0 3,673,949 3,195,634 2,629,500 2,360,100 GRAND TOTAL $13.068.331 22.388.462 $12.364.100 $12.182.500 /02, 2003 storm water cash 10/7/2003 STORM DRAINAGE (Dept 64) / WATER QUALITY (Dept 65) CASH BALANCES Combined Combined 64/65 64/65 Actual Actual Actual Budget Budget 2000 2001 2002 2003 2004 Operations (1115 cash) Balance forward 299.638 389,239 525.253 522.356 535.206 Income * Escrow Reimbursement 9,968 7,340 8,720 10,000 8,000 70% Storm drain fees 562,303 588,216 627,704 619,500 665,000 Grants/Development Fees 0 9.768 24.592 0 0 572,271 605,324 661,016 629,500 673,000 Expenses Genl operations 451,298 410,495 626,095 550,650 556,450 Depreciation 31.372 58.815 37.818 66.000 64.000 Total exp 482.670 469.310 663.913 616.650 620.450 Net increase (decrease) 89.601 136.014 2( ,897) 12.850 52.550 Ending balance 389.239 UL.= 522.356 535.206 587.756 Renewal & Replacement (1126 cash) Balance forward 3.371 86.517 131.952 258.571 302.071 Income * 10% Storm drain fees 80,329 84,031 89,672 88,500 95,000 Interest 2.817 6.544 8.789 0 0 Total income 83.146 90.575 98.461 88,500 95.000 Expenses/other Renewal/replacement 0 45,140 3,612 45,000 20,000 Adjustment 0 0 31770 0 0 Total expenses/other 0 45.140 2( 8.158) 45.000 20.000 Net increase (decrease) 83.146 45.435 126.619 43.500 75.000 Ending balance 86"517 131.952 258.571 302.071 377.071 Expansion & Modification (1125/27 cash) Balance forward 1,099,659 1.219.978 1.473.850 1.715.429 1,619.429 Income * 20% Storm drain fees 160,658 168,062 179,344 177,000 190,000 Cash dedications (4672) 30,569 37,655 136,041 35,000 35,000 Interest 67.530 75.654 71.958 0 0 Total income 258.757 281.371 387.343 212.000 225.000 Expenses Expansion/modification 138,438 27,499 113,994 308,000 212,000 Adjustment 0 0 31.770 0 0 Total expenses/other 138.438 27.499 145.764 308.000 212.000 Net increase (decrease) 120.319 253.872 241.579 9( 6.000) 13.000 Ending balance 1.219.978 1.473.850 1.715.429 1.619"429 1.632.429 * Income figures for each year reflect retroactive adjustments made in 11/95 to reflect 70/20/10 allocation percentages for storm drain fee income. 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I- 0 J M C II Z Z 0 w W 0 0. II Z g r/i O U ii a d w L) to II > > > F-' 3 h 03 N O II Q W OJ y 0 0 II 11 Ill W J H Q 66 o ° U if C = m d H ° am In LO O u O 2 U IL O co ca 0 0 ii co CAD oo c co D 0 3 N (n VIII. REVIEW 2004 CASCADE BAY BUDGET 2004 CASCADE BAY BUDGET The staff budget team consisting of City Administrator Hedges, Chief Financial Officer Pepper, Assistant to the City Administrator Lord and Director of Administrative Services VanOverbeke has met with Director of Parks and Recreation Vraa and Cascade Bay Manager Hunter to review the preliminary 2004 Cascade Bay Budget. The preliminary 2004 budget is balanced at $1,142,600 a 1.1 % increase over the 2003 budget of $1,130,200. Attendance The proposed 2004 budget is based on an estimated attendance of 146,730. The 2003 budget was based on an estimated attendance of 145,000 while the actual was 148,520. Enclosed on page_ is a copy of a graph displaying attendance for the five years of operation of Cascade Bay. Enclosed on page lia .J is a copy of the attendance history for 1999 through projected 2004 in broad general categories. Enclosed on page I "~O is a copy of a breakdown of attendance by various types of admissions including percentage breakdowns for the years 2001 through 2003. This same information is shown graphically for 2003 on page 13) . This information demonstrates a continued trend away from the purchase of season passes and movement toward daily admissions. That movement has a tendency to make actual attendance and revenues more weather dependent and the financial base provided by season passes is obviously reduced. The information also continues to demonstrate the importance of group sales as an attendance/revenue source as the groups do not have as much opportunity to react to the weather at the last minute. Experience has increased staff's ability to more accurately budget the operations and to more efficiently run the business. However, in the short term weather and weather forecasts ultimately are the greatest single factors in determining the number of guests coming to Cascade Bay and are a very large determinant in the ultimate financial success of the facility. As a reminder, the facility was built based on estimated average attendance of 135,000. Revenues Enclosed on page is a copy of actual revenues for the years 2000 through 2002, a comparison of estimated to actual (projected) revenues for 2003 and the estimated 2004 revenues. Also included is a listing of the various admission rates by year for comparative purposes. The season pass rate is a calculated average resul#in from the pricing of season passes and the impact of family size. Enclosed on page is a copy of the detailed revenue projections for 2004. There are no admission rate changes contemplated in the 2004 revenue estimates. Enclosed on pages 13t4 and 1-~S5 are copies of graphical representations of 2002 and 2003 revenues broken down by the various classifications. Both admission and concession revenues showed significant increases from 2002 to 2003 while group sales declined. Enclosed on pages Jb-LO_ andis a copy of the deposits by day over the entire 80 day season. As a word of caution, daily deposits are a reasonable barometer of daily attendance, although there is not a perfect correlation, for example, group sale revenue would not necessarily be deposited on the day of attendance. Enclosed on page 13F is a copy of the top 10 deposit days for each of the 5 years of operations. This information again shows the influence of weather on the financial results of the 101-5-- operation. The overall financial success in 2003 results in large part from at least 10 very good days to offset a number of poor days over the 80 days of operation. Staff continues to seek ways to generate more revenue and has seen significant gains in revenues from classes and camps. This effort results in additional revenue from time periods where the facility would otherwise not be open. Enclosed on page_ is a copy of historical spending per guest over the five years of operation. This information reflects increased admission rates and more concession spending by those in attendance as well as the shift away from season passes to daily admittance. Expenditures Enclosed on pages 1140 through- is a copy of the proposed line item budget for 2004. There are some small adjustments to certain line items, however there are no significant changes from the approved 2003 Budget. The personnel complement, both regular and part-time remain at 2003 levels. The total regular personnel for Cascade Bay is as follows: Proposed Personnel 2001 2002 2003 2004 Aquatic Facility Manager 1 1 1 1 Facility Supervisor 1 1 0 0 Maintenance Worker (2 @ 0.5) 0 0 1 1 Clerical Technician 0.4 0.4 0.4 0.4 2.4 2.4 2.4 2.4 Consistent with previous years, this proposed budget provides for debt service payments totaling $159,000 on the $1,200,000 borrowed from the housing fund and the $800,000 loan from the Community Investment Fund. The budget does not allocate any funds toward eventual repayment of the $1,000,000 advanced from the Community Investment Fund. The repayment of that $1,000,000 was set up to be a balloon payment after 20 years, subject to the availability of cash reserves. Amortization of that advance would require approximately $85,000 per year over the 20 year period. To date no provision has been made to raise rates or dedicate retained earnings for this purpose. Staff is proposing the advance of $73,224 to finance Cascade Bay's share of the generator purchase be repaid in full from 2003 operations. The first installment due in 2003 totals $9,028 and the remaining balance is then $67,125 for a total 2003 payment of $76,153. The calculated renewal and replacement account is funded at $64,600 for 2004. Enclosed on pages ILA-7 through O5-b is a copy of the Cascade Bay Renewal and Replacement Schedule. Capital Outlay Included in the preliminary 2004 Budget is an allocation of $31,600 for capital outlay. That allocation includes $11,300 for improvements, including purchasing replacement tubes and additional lounge chairs, $3,800 for new equipment and $16,500 to purchase other equipment. The complete list is enclosed on page 1_. maw Revenue/Ex enditure Summa Enclosed on page So is a copy of a high level summary of revenues, expenditures, and other disbursements from 1999 through the estimated results from 2004. Other While there are no specific budget allocations to address the issue, staff is continuing to investigate enhancements to the facility in an effort to keep it fresh and exciting for the residents of Eagan. As an example, staff is exploring options to develop attractions for the teen demographic which currently is not a significant draw to Cascade Bay. Also, a high priority continues to be placed on marketing efforts to keep this recreational opportunity in front of potential users. DIRECTION TO BE CONSIDERED: To provide direction to the City Administrator and Director of Parks and Recreation regarding the proposed 2004 Cascade Budget. Pal i i CV) ~a 00 1 v - N i i i l N N f r O ,L 0 w.`~'!«^f Mme...' 4„3' R, .~v 4 ~i + r •r• 0 d E ~ 1 j I it ca , o o N Cl 1 r _ aX 1 N I I j I I i r ,.u rn .,l I . { I . 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N EA 0% 0% 64 69 EA 609, fA CO (O to N M h O) r M IT O d (O (O (O a M N 0 to T CO (O r 0 0 C) t` 00 O O co (O O (O O ti 0 I_ to to M ~ L6 Q(D tOO V N O N ~0 N p N (O N O N O T N EA 69 61% 69 69 6R 69 fA 69 6% 69 6o 60? 6R V 00 O to r- O Cl) N ti d O~ co (O co N O (O (D 0) co (O a O O O ti N 00 00 C4 1t O O N r ti O ti to LO Cl) U Q rn tr) tr') mItt M co O to (O N M O O r I- - N N N O T: N 6H 6% 69 6% 69 V), H3 69 69 69 69 613 69 69 l0 O M 00 O_ I-- I~ to 'IT O It (O co (O 7~ LO M d M M T 0 0 0 r- v O ti O ti to LO M Q r (O (O N 00 (O O M IT O r- O O O f- r' N r N O V-7 O N 6R [A 64 fA 69 69 69 0% 69 69 V), 69 64 C O N W N m 0) rn V 'Fa 15 c C: O 'D An co 'V rn Q aNi (n c U d vi N L 0 Q m C: E Hain yrn(n 3 -0cmavv LO c a = Q to U -v w 0 a) > 0 3 L m a) E (D O C C N > (0 0 0) "a 'a -0 = L a) O 0) m (D d m 0) ~ V C C QQ(D~U>Uow a O(nC7Q» ~3a O CD O C:) O CD O C) C) O O C) O 4-00000000000 ooC)ooooooooocc CO O co O f` N LO ~ 0 0 0 0 Cp N O- r N It 0 f,- It N O O Ili W) O N V) M ~ C6 ~ M i L6 17 ~ N N ~ N r 6F} 6F} 6F} 6F} 6F} 60). 6A 609, 69 6F (09,61 C OO O O r r O (fl co N C r- I 69 ~~6~464 L 69 o a 0 N d C) C) C) CD 0 0 'a c ti°00 ° O°°C) C) °o ° O O L ti O rN V CO r r d d L Q a CO) U') fl. = C: cn ca L- ca m U) -~C C 'co = CO N d CU) a oa Q (V cV 'co c ca tm w a) 06 Cl) CU CO d Q O QU") d 14t C N d L- L- CD :3 a) 0 O 0 -0 'a C L N Co O owoQ»omo>mom IM N N by ~i C .O h ._y Q 41 rY AY 1r 4J 1 /y~ xA ~yt w. Qom! o d h N co CO tp ~ N fp O ~ ~ o C >01 m Q o m m N h ~ U ~ am Q) afi y ¢m U to °i o Q rn v 61.1, y J O O 5g C .O h 41 U C O U l~~ 0 N LO M M LO N C O N N Q y yy N { 3 .N 3 h N i j p~ f z L 1 #?h is ` 3 O M o . r.s 't s r g~ ~ C ~ ~1 1 to ~ +.Y F xb iy. t 3;~''~. 3 K c h ~ n . $t it .L i \ F i ~ f 0 N V m O 14, d ~ c 661) co ~ C (6 ~ Ln E91 d N N ~ O. Lf ton M CD ai U ~ a 0 N a`) E C co v w cy Q oo co co U `L rn co O N ~ r Q O CL ti 7 N O M N ER vi C O N N N U C O U 2003 Deposits 1 5/31/03 1,192.50 2 6/1/03 2,253.00 3 6/7/03 1,251.66 4 6/9/03 3,991.85 5 6/10/03 2,960.50 6 6/11/03 1,838.95 7 6/12/03 2,841.60 8 6/13/03 13,394.19 9 6/14/03 14,664.88 10 6/15/03 13,711.72 11 6/16/03 15,045.70 12 6/17/03 6,083.15 13 6/18/03 14,929.70 14 6/19/03 14,293.50 15 6/20/03 19,933.05 16 6/21/03 16,852.28 17 6/22/03 1,889.75 18 6/23/03 2,887.90 19 6/24/03 2,387.70 20 6/25/03 1,611.75 21 6/26/03 2,026.80 22 6/27/03 4,495.90 23 6/28/03 3,497.10 24 6/29/03 13,255.18 25 6/30/03 15,384.27 192,674.58 26 7/1/03 21,681.54 27 7/2/03 24,663.06 28 7/3/03 16,182.25 29 7/4/03 11,256.75 30 7/5/03 27,011.05 31 7/6/03 9,480.50 32 7/7/03 6,052.29 33 7/8/03 5,322.80 34 7/9/03 2,064.50 35 7/10/03 2,274.75 36 7/11/03 6,465.70 37 7/12/03 18,694.45 38 7/13/03 19,461.25 39 7/14/03 667.60 40 7/15/03 11,707.55 ~3~ 41 7/16/03 13,522.85 42 7/17/03 14,091.60 43 7/18/03 20,405.02 44 7/19/03 18,352.00 45 7/20/03 4,646.50 46 7/21/03 6,855.98 47 7/22/03 7,323.20 48 7/23/03 14,041.40 49 7/24/03 14,090.65 50 7/25/03 20,584.50 51 7/26/03 13,651.15 52 7/27/03 15,944.04 53 7/28/03 12,236.98 54 7/29/03 16,362.90 55 7/30/03 15,593.99 56 7/31/03 7,616.79 398,305.59 590,980.17 57 8/1/03 15,598.95 58 8/2/03 10,331.75 59 8/3/03 7,728.40 60 8/4/03 5,782.25 61 8/5/03 3,151.50 62 8/6/03 10,307.30 63 8/7/03 25,629.30 64 8/8/03 17,815.30 65 8/9/03 18,546.38 66 8/10/03 9,685.37 67 8/11/03 11,003.57 68 8/12/03 15,253.89 69 8/13/03 19,555.45 70 8/14/03 17,488.55 71 8/15/03 26,672.90 72 8/16/03 23,510.87 73 8/17/03 18,757.29 74 8/18/03 20,183.05 75 8/19/03 12,297.45 76 8/20/03 9,910.00 77 8/21/03 11,064.83 78 8/22/03 17,378.75 79 8/23/03 12,323.75 80 8/24/03 16,134.30 356,111.15 947,091.32 947,091.32 f-57 r M O M r- N U') LO M. 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(fl fA (A :3 z W m m > C to 15 :3 (D aa) M m ° w (B m E m c E m m O W 1 m to (L U) a>i w m d R y ('g Q H C O CO 7 d m U) C rn W m a b > m 0 m car 3 c N O c o o aci o M fn N m a' O N C m w C m m C y E mV O O CL c6 N °1 C Z d m t O m C a. O w m C(D M d F2 J_ (Z`A c (EG (mi_) c~ m N cca m °_ED m ° Z c cd nm m w• c) O m m w 0) O °ts m mom . O E 12 FL ~ 'o a>i ~ a>ias ~ u 0 ~ mV c~ o m CL Cr m¢ aM - in °1O ccN8• 0 au) m > w c~ •c ° n w N o ° cog Q IA _ Oa c to E> (ci ° C m c m 102 C m Z C c m~ ( vv vim.. m w° o m O p O O X m m O m m O m p O m o O m 0 '>7 v i m ~a(D0o2CL z0 cF-F- waa00)UF- wF zF 00 F- 0.: F-¢¢(AZ 0 r- '1 IX. REVIEW QUESTIONS TO 2004 GENERAL FUND OPERATING BUDGET At the Special City Council Meeting held on August 26, 2003 the Draft 2004 General Fund Budget was given consideration. The preliminary budget and tax levy were approved at the regular City Council meeting held on September 2. The levy certification and truth in taxation information have been forwarded to Dakota County for their use. A number of issues were either raised at the special meeting or have arisen since that time. The information on each of those items is as follows: Reflect a property tax bill and explain the information. Enclosed on pages 15 through P9P is information provided by Director of Administrative Services VanOverbeke. The information includes a copy of an actual 2003 Property Tax Statement for an Eagan residential property. As previously noted, the State's stated objective of simplicity has not necessarily been achieved in these tax statements. Eliminate volunteer coordinator with the suggestion that each department would have a person desianated to help coordinate volunteers. The position was eliminated from the preliminary budget that was presented to the City Council at the September 2, 2003 meeting. Create a template for evaluation of all positions before filling positions. Work is continuing on the template and plans are to present it to the personnel committee in the near future. Describe the consequences for each of the buildina blocks that were listed on page 7 of the budget narrative. The continaency identified on page 14 is to be only used as a contingency for 2004, which should be very carefully noted in the budget document. Enclosed on pages I s through is a copy of information prepared by Director of Administrative Services VanOverbeke. Increase the budaet for Central Park to recognize and include outdoor skating. Use of the pond for skating in Central Paris is contemplated as a Class "C" site. Money is budgeted for the maintenance of a site of that nature. The site is not budgeted to be staffed independently from the Community Center nor will there be concessions available except those available in the Community Center. The Gazebo will provide shelter from the wind and minimal heating. Restate the rink attendants for Carnelian and other skatina rinks proposed for a reduction of warmina houses in the draft 2004 budget. The proposed budget incorporated a $10,000 savings by eliminating staffing at three Class "B" skating sites (Lexington, Ridgecliff, and Carnelian). Under that budget scenario, the rinks would continue to be flooded and the rink lights would be placed on timers. There would be no rink attendants at the sites and no warming houses would be provided. ~s3 The minutes of the meeting include a statement, "The Council voiced their agreement with the suggestion that staffing be reduced at the Lexington, Ridgecliff, and Camelian ice rinks." A subsequent question was asked about what it would cost to keep full service at the Class "B° skating rinks, consequently, City Council direction should be given for final budget preparation. The answer to the cost question is $10,000 to provide the staffing. Fourth of July Celebration At the Special meeting the City Council discussed the July 4"' celebration, and specifically the suggestion that funding be obtained via a community fundraiser, as suggested by members of the 4t" of July planning committee. The Council was in agreement that any funding received through the fundraiser would be much appreciated; however, funding should not be anticipated. The proposed budget includes an appropriation of $20,000 for the July a celebration while the 2003 celebration cost approximately $ 38,500 in out of pocket costs. Enclosed on page _16061 is a summary of those costs. Direction should be given regarding the desired dollar appropriation to be placed in the 2004 budget. The City's guaranteeing the entire cost would no doubt impact any efforts to generate contributions from the community, either through fundraising or through sponsorship. In the September 12, 2003 Additional Information Memo, the City Council was notified of a memo from Raleigh Seelig addressing certain capital needs at Central Park to improve electrical and water needs for future outdoor festivals at the park. Mr. Seelig was advised tgat the item would be addressed on this agenda. Enclosed on pages UAL through /10(o is copy of the memo provided by Mr. Seelig. The City Council is being asked to provide direction to staff regarding this request as to both process and funding if it is to go forward. User Fees Included as a building block in the proposed 2004 General Fund Budget revenue estimates was an option of increasing user fees to provide additional General Fund revenue and to more completely recover the City's costs. Enclosed on page IU3_ is a worksheet prepared by Chief Financial Officer Pepper that demonstrates the total revenue opportunities available through raising fees to the large-city median. Included in the proposed 2004 General Fund Budget is $150,000 of the estimated available amount of $229,165. The $150,000 was used as an estimate prior to the City Council's detailed review of the various fees under consideration to be increased. Staff was directed to bring background information on the various fees to the City Council at this meeting to receive specific direction on which fees should be adjusted and by how much. Liquor Licenses Due to the State law requirement that Liquor License Fees be approved by ordinance the process is more complicated and will necessitate a change to the schedule as originally contemplated. The revised schedule is included in the following information. • As background, Minnesota Statute 340A.408, subdivision 1 allows municipalities to set the license fees for on-sale and off-sale 3.2 percent malt liquor establishments. Per subdivision 2, cities are also allowed to set license fees for on-sale intoxicating liquor licenses, with the exception of fee limits for bona fide clubs. Additionally, the /5-5 A wine license fee may not exceed one-half of the license fee charged for an on-sale intoxicating liquor license, or $2,000, whichever is less. Subdivision 3, pertaining to off-sale intoxicating liquor licenses, states that the fee may not exceed $200 for cities over 10,000 in population, other than cities of the first class. • Historically, the City has not increased liquor license fees or application and investigation fees for on-sale intoxicating licenses, 3.2 on-sale and off-sale licenses or wine licenses since December 1990. Liquor license fees are intended to cover the costs of issuing, inspecting and other directly related costs of enforcement. • The Association of Metropolitan Municipalities conducted a survey of 2003 municipal license and permit fees. According to the survey results, Eagan ranks amongst the lowest of all metropolitan cities for the fees charged for on-sale intoxicating liquor licenses and application and investigation fees, on-sale wine licenses, and 3.2 percent malt liquor (both on and off sale) licenses. • The following table shows the average license fees charged in the metropolitan area, Eagan's current fees and the proposed City of Eagan fee increases in 2004. Based upon the survey information, and taking into account increases in personnel costs associated with processing applications, staying current with legislative changes to liquor laws, communicating with establishments plus enforcement activities, an increase to the average appears reasonable. Average Eagan's Fees Proposed Beer off-sale license $100 $75 $100 Beer on-sale license $400 $350 $400 Liquor application & investigation $650 $300 $650 Liquor on-sale license $6,500 $4,200 $6,500 Wine on-sale license $1,275 $500 $1,275 • A change in liquor license fees to the average would generate approximately $75,000 in additional revenue to cover City costs. • For a number of years, Eagan has charged well below what other municipalities have charged to administer liquor licensing and perform enforcement activities. By using the average of license fees charged in the metropolitan area, Eagan, in some cases, is still below what other cities of a similar size and proximity to Eagan are charging for annual license fees. • State Statute 340A.408 requires that notice of the proposed fee increase must be mailed to all affected licensees at least 30 days before the date set for the hearing. On October 1, the 2004 license renewal letter was sent to all licensees informing them of a proposed fee increase and consideration of such by the City Council at the October 21 Council meeting. Since the original notice did not provide the required 30-day notice, licensees will be informed via letter immediately following the October 14 Special City Council meeting that the Council will be considering an increase to the liquor license fees at the November 18, 2003 City Council meeting. Enclosed on pages through 12003 AMM Municipal License & Permit Fee Survey related to liquor sales. Staff is recommending that this item be placed on the regular City Council Agenda for October 21 to take action to direct the City Attorney's Office to prepare an ordinance is 4 amendment to Chapter 5, entitled wine, beer and liquor licensing and regulation regarding liquor license fees. Other Possible Fee Changes In addition to liquor license fees the following types of user fees are included on the summary referenced on page1 "j, . The referenced page number included with each fee type is the AMM survey information. Rather than discuss each fee individually it might be best for the City Council to determine an overall philosophy, e.g. price at the large city median of all of the cities listed over 20,00 in the AMM survey, price at the median of certain cities listed, or price exactly as a particular city, etc. User Fee AMM Survey Page Dog license l Garbage hauler (1St truck) I Garbage hauler (ea. addl. trk) 11 Solicitor's license 1-75-- (Not currently licensed in Eagan) Tobacco sales (gip False Alarms (first 3 free) 1-1-7 See also page There is no survey information in the AMM material concerning the following: • The current IRB & multi-family housing bond application fee is $500. Although very few of these are processed, a fee in the $5,000 range would not be unreasonable. • Men's softball league, women's softball league, and pre-school recreation programs could all be raised to the area averages per the revenue numbers included on summary page 11.0-7 . In lieu of that type of increase these fees could be increased by a flat percentage. • Each 5% administrative fee on police security services would generate an additional $15,000. Those charges are currently billed at actual City police cost and there is no revenue for administrative services. Again, per the summary page I_V? , City billings for staff services could be billed at a rate more consistent with the private sector to recover more costs. Enclosed on page 1:19 is a detailed calculation by position of the potential revenue impact. That change would equalize expenses for developers utilizing City staff rather than the private sector. The City Council is being asked to provide direction to staff either on individual fees or in a more comprehensive manner for preparation of the final 2004 General Fund Budget and 2004 Fee Schedule. X55 `O RESD HSTD RESD HSTD f all PROPERTY CLASS(ES) 1 ark I I \O NEW IMPROVEMENTS ri~6J~ R ESTIMATED MARKET VALUE 193,900 217,800 TAXABLE MARKET VALUE ! 186,200 204,800; ka USE THIS AMOUNT ON FORM M-1 PR TO SEE IF YOU'RE ELIGIBLE 1 CHECKED.FOR A YDU OWE DEUNOUENTTAXES ND ARE NOTI EUGIBLE I J 2,153.34 USE THIS AMOUNT FOR THE 2 SPECIAL PROPERTY TAX REFUND 2,022.16 I Apo- ON SCHEDULE 1 OF FORM M-1 PR YOUR TAX EDUCTION BY YS ATE-PAID AIDS 6 R AND CREDITS I 2,022.16 2,153.34; I ~.e S _ fz 5 a~ ri ~ ~ c 1 RESD HSTD I RESD HSTD PROPERTY G CLASS(ES) ( O i ' NEW IMPROVEMENTS ESTIMATED MARKET VALUE 193,900 217,800 TAXABLE MARKET VALUE 186,200 204,800 O USE THIS AMOUNT ON FORM M-1 PR TO SEE IF YOU'RE ELIGIBLE 1 FOR A PROPERTY TAX REFUND. FILE BY AUGUST ISTH. IF BOX IS CHECKED, YOU OWE DELIHOUENTTAXES AND ARE NOT ELIGIBLE I 2,153.34 USE THIS AMOUNT FOR THE i. - 2 OSPECIAL PROPERTY TAX REFUND N SCHEDULE 1 OF FORM M-1 PR ( 2,022.16i YOUR PROPERTY TAX BEFORE` $DDUCTIpDINS BY STATE PAID AIDS i 6,107.871 1 6,157.63 4 TO AID PAID BY TATE OF MINNESOTA REDUCE YOUR PROPERTY TAX I 5,881.791 3,817.19 O CREDITS PAID BY THE STATE OF MINNESOTA TO REDUCE YOUR PROPERTY TAX HOMES .r'1 A d AGRICULTURAL CREDITS 203.921 187.10 V B. OTHER CREDITS 00! .00 YOUR PROPERTY TAX AFTER _6 AND CREIDRSV STATE-PAID AIDS i 2,022.161 2,153.34 V ."~7.'ywI'gC.ir a ♦-1 '-fF r. - .e 7 COUNTY 547.941 601.06 8CITY ORTOWN 525.031 553.84 9 STATE GENERAL TAX .001 . OO 10 SCHOOL DISTRICT A. VOTER APPROVED LEVIES i 576.02 1 598.63 B. OTHER LOCAL LEVIES 234.66 243.24 SPECIAL TAXING DISTRICTS I 11 A. METROPOUTAN SPECIAL I 55.591 65.88 IS TAXING DISTRICTS B. OTHER SPECIAL TAXING 27 • 581 30.87 DISTRICTS .00 .00 s TAX SPARfITY .001 .00 D FISCAL r12 RNON-SCH EFERENDALEVIESRAPPRavED 55.3459.82 BTOTAL PROTY TAXES EFORE SSPECULL ASSESSMENTS 2,022.16 2,153.34 ~g 1q SPADED TO E ILASFIE$SMENTS' INTEREST 1 (TOTAL) 5.92 PROPERTY TAX BILL PRINCIPALi 102.86 91.04 1 i 15 SYOUR PROPERTY PECIAL TOTALASSESSMENTSTAX AND 2,125.021 2,250.30 I 1,125.15 I.e ESCROW AGENT OR YOU ARE ENROLLED IN THE DIRECT PAYMENT PLAN. Property Tax Statement Notes (Actual Eagan Homesteaded Property Located in ISD 196) 1. Estimated market value as determined by the Dakota County Assessor's Office. Estimate of what a willing buyer would pay a willing seller in an arm's length transaction. Subject to review and adjustment by the State Department of Revenue, if values do not remain within certain parameters compared to actual sales. 2. Taxable market value with year to year percentage increases controlled by the legislature phased in to get to the full estimated market value over time. Used as the basis to determine a property's tax capacity and referendum market value tax levy. 3. Total amount of property taxes to be collected. Does not include special assessments on the property. Same as number 7 and number 18 below. (Note the heading, "YOUR PROPERTY TAX AND HOW IT IS REDUCED BY THE STATE") 4. The sum of number 3 (actual taxes due), number 5 (State's credit calculation) and number 6 (HMVC). This is the State's effort to communicate what the property tax bill would be, if the State provided no aids or credits. 5. The State's calculation of all aids or credits paid for the benefit of the particular property. The sum of all the aids for the various jurisdictions e.g. school district, city, etc., is allocated on the basis of tax capacity first to the jurisdiction and then to the property. (Numbers 4 and 5 assume that the same property tax system would be in place without the aids and credits that are obviously a key component of the system. This methodology allows the State to impose the system on local units of government and then to take credit for the property tax relief that it requires for the system to be accepted.) 6. Amount of the Market Value Homestead Credit (MVHC) applied to this property. This is the dollar reduction in property tax that benefits the property owner. The State has agreed to make the payments to the various taxing jurisdictions based on their pro-rata share calculated from tax capacity levies. The total credit is .4% of taxable market value (number 2) to a maximum credit of $304 at $76,000 of market value. The credit is completely phased out at $413,777 of market value. For 2003 the taxpayer received the credit (did not have to pay that amount) and the State called their side of the deal off, so the taxing jurisdictions did not receive the money. That arrangement benefited Eagan taxpayers by $1,223,403 and is the amount the State did not forward to Eagan creating the revenue shortfall or State Aid reduction. The same scenario will be played out for taxes payable in 2004, except the various taxing jurisdictions know it is coming this time. The benefit (to taxpayers) and cost (to the City operations) is again $1,223,403. 7. Amount of total property taxes, same as number 3, and number 18. Is? (Note the heading, "WHERE YOUR PROPERTY TAX DOLLARS GO") 8. Dakota County share of the taxes based on tax capacity (County Tax Rate X Property Tax Capacity minus pro-rata share of MVHC. 9. Eagan share of the taxes based on tax capacity (Eagan Tax Rate X Property Tax Capacity minus pro-rata share of MVHC. 10. State property tax collected on commercial/industrial property. 11. ISD 196 voter approved levy for building debt service plus excess operating referendum market value levy minus pro-rata share of MVHC. 12. ISD 196 other local levies minus pro-rata share of MVHC. 13. Mosquito Control, Met Council and Met Council Transit share of taxes based on tax capacity (Various Tax Rates X Property Tax Capacity minus pro-rata share of MVHC. 14. Dakota County HRA and Light Rail share of the taxes based on tax capacity (Tax Rates X Property Tax Capacity minus pro-rata share of MVHC. 15. Taxes dedicated to Tax Increment, if the property is in a TIF district. 16. Taxes paid to the Fiscal Disparities pool for commercial/industrial property. 17. City and County market value referendum tax collections. (Payable 2003; $40.67 City and $19.15 County). 18. Total property taxes; the sum of 8 through 17, (same as number 3 and number 7). 19. Interest on special assessments on this property. 20. The annual special assessment principal on this property. 21. Total payment including taxes and special assessments. 22 and 23. Amount due each period; May 15 and October 15. I-G September 23, 2003 Consequences of Revenue Building Blocks (Page 7 Draft 2004 General Fund Budget) Reallocation of Tax Revenues Included in the Preliminary 2004 Budget is a reallocation of $107,791 of the payable 2004 tax levy from the General Facilities Renewal and Replacement Fund to general operations. This is currently viewed as a one-time change to assist with the reduction is State aids. The General Facilities Renewal and Replacement Fund was created to provide a funding source for major repairs to general City facilities such as City Hall, Police Station, Fire Administration and Fire Stations, etc. The reallocation of this tax levy means that in the short-term there is less money available to complete those types of projects. Unless the dedicated funding source can be restored long-term, the funding for that type of project will be required to compete year by year with the funding for operations. Given the typical size and the cyclical nature of the projects, the impact on operations will be difficult to manage. Sale of Equipment Certificates The City could reallocate some or all of the dedicated Equipment Revolving Fund tax levy ($782,154 for payable 2004) to operations and sell Equipment Certificates to fund most of the CIP Part It, Vehicles and Equipment (some items would not be eligible to be purchased in that manner). The debt service levy to repay the equipment certificates is outside the State imposed levy limit; consequently the total tax levy can be increased through the use of equipment certificates. This process would result in a higher tax bill for the property owners. From the City's overall financial standpoint it is a poor practice because of the stacking of interest costs year after year. After a few years of selling equipment certificates every year, the levy for debt service will be higher than the amount of equipment purchased in any particular year. Through a very arduous process, Eagan unwound this credit card approach once and has recently been on a successful pay as you go basis for financing Part 11 of the CIP covering Vehicles and Equipment. Some cities have balanced this credit card approach by selling one year equipment certificates and levying each year to repay the entire cost of the certificates. That process pushes the technical levy limit definition and does incur a small amount of interest each year. Antenna Leases Except for one antenna lease where the funds are dedicated to Holz Farm Park by City Council action, the antenna lease revenue is deposited into the water utility operations and dedicated to renewal and replacement. That use of the money is based on the theory that it is generated from water facilities (towers and reservoirs) and the water utility should therefore benefit from the revenues. The rates are therefore slightly less than they would be if this revenue source did not exist. Although, given the relative size of the lease revenues verses the revenues from the sale of water, there would be very little impact on rates, if the lease revenues were redirected elsewhere. The additional amount of money that would be available to be redirected in 2004 is estimated to be $337,000. However, by redirecting the revenues, there is the risk of public reaction to a moderate increase in fees, particularly when the user fees are not directly supporting an activity for which they have been purposed. IS Fee Increase to Median A preliminary review of Eagan fees compared to other similarly sized cities revealed that some of Eagan's fees are somewhat lower than they perhaps could be to remain in a competitive position with other cities. The overall objective in the collection of user fees is to recover the cost of specific services from users that request/require that service. Although clearly not always present in a regulatory environment, there should be an element of discretion on the consumers' part in purchasing or utilizing the service and in paying for that service. Services that are provided and used or potentially used by the entire community would typically be paid for through tax revenue, e.g. animal warden services. Additional services not used by or required by the general public would be paid for by user fees, e.g. animal impound fees. The City's public safety repeat call fee, while serving primarily as a deterrent, is an example of trying to balance a general verses a specific use of City services. In the preliminary review of fees a conclusion was reached that if Eagan's fees were raised to the median level of similarly sized cities, an additional $229,000 of user fee revenue would be available on a cost recovery basis for the 2004 budget. In the preliminary budget a conservative estimate of $150,000 of new user fee revenue was incorporated to allow more flexibility while actually incorporating fee adjustments. By definition, fee changes directly impact different special interest groups and therefore can be difficult to implement. Exact cost recovery, while theoretically an admirable goal, can be difficult to achieve as the determination of total costs depends on both direct and indirect costs and the allocation of overhead to specific programs. It is often difficult to achieve consensus on exactly what costs should be recovered and from whom. Utility Fund Administrative Transfer This concept is designed to allow the General Fund to recover operating costs from the Public Utilities Funds for services provided to those operations without spending a lot of resources on cost accounting. It does not involve taking any extra money that those operations may appear to have and appropriating it to the General Fund. For example, the General Fund pays for all accounting/billing services for the utility funds and is reimbursed as a part of this administrative transfer. The administrative transfer was originated to recover primarily direct operational costs. As part of the State's new cost of development reporting requirement, a greater effort was undertaken to determine an allocation method to distribute overhead costs, e.g. the cost of providing building space. Through this process of allocation of more indirect costs along with the known direct costs to public utilities it was determined that an additional $502,500 (2004 amount) could be charged annually to the utility funds. The preliminary 2004 budget incorporated $200,394 of these new administrative revenues. Again, although not a real large number compared to user fees collected in the public utility operations, the larger transfer will result in increased user fees for customers in the public utilities. That is not an issue as long as the assumptions used in the allocations are reasonable and the City Council is comfortable with the outcome. /(OD Civic Arena ($24,000) and Cascade Bay ($30,000) Administrative Transfer An imposition of administrative transfers on the Civic Arena and on Cascade Bay would result in $54,000 of additional revenue under the same theory as described with public utilities above. Due to the extreme rate sensitivity in these operations and because of the relationship of these facilities to other recreational programming provided through the General Fund and supported in part by the tax levy, no administrative transfers from the Civic Arena and Cascade Bay were proposed to be incorporated in the preliminary 2004 budget. Fund Balance Continaency The preliminary 2004 General Fund Budget included a 12-31-03 fund balance estimate of $8,228,000 which is $605,455 over the targeted amount of 35% of the 2004 expenditures. That $605,455 has not been considered for appropriation and is instead being informally designated as the first line contingency for unforeseen expenditures or unexpected revenue shortfalls resulting from 2004 operations. In combination with the determination to designate the $605,455 of fund balance in that manner, a very small contingency account has been included in the 2004 operating budget. That arrangement increases the likelihood that the fund balance will be called upon during 2004 to ensure a balanced outcome between revenues and transfers and expenditures. In addition, the preliminary budget does not specifically address the potential need to provide support for the Community Center operations in either 2003 or 2004 and the $605,455 is the logical first place to look for that support. The primary consequence of using the fund balance in this manner is that it might consume resources that have typically been saved and used for large one time capital expenditures of City wide significance, e.g. the recent acquisition of the new aerial ladder in the Fire Department. Ultimately, a balance between short-term operating needs and long-term capital needs is being achieved. That balance will probably continue to change as the budget situation stabilizes and as future City growth slows. 15-Sep-03 Summary of 4th of July Expenses 2003 Vendor Description Cost Lockheed Martin Security-Special Events Agreement $ 500.00 Lone Oak Companies Parade Letters 264.50 Melrose North Pyrotechnics Fireworks 30,000.00 Aggreko, Inc Generators 4,615.00 LMCIT Insurance- 2,069.00 Nature Calls Portable Toilets 1,092.35 Total $ 38,540.85 Does not include any cost for regular or overtime payments for staff time or City supplies or equipment. cc~a To the city of Eagan. Please send a copy to all city council members and to Tom Hedges and to Ken Vraa. Please see that this also gets on the agenda for the next council meeting. Thank You Raleigh Seelig lco3 September-10t' 2003 To: Eagan Cit Council From: July 4 Funfest Committee Re: Electrical Power for Festival Area (Central Park) It has come to our attention that electricity for the festival area, at central park, was not included in the final design plans. We where with the understanding, that the festival rounds, would have electricity permanently installed and available for the 4 of July festival, the Yankee Doodle Arts and craft show, and other events, that, may use this area in the future. With the many years that Eagan's July 4t' event has been in existence, it is apparent that electricity is vital. The Central Park taskforce clearly indicated the need for permanent power within the festival grounds. There were many memos and notes taken on this request, and it was our understanding this was part of the referendum passed by the people June of 2000. Justification for the permanent installation of electricity: 1. The cost for renting generators is expensive. a. Cost of electricity at Sky Hill $1,940 (July 1999) b. Cost of electricity at Central Park $ 3,918 (July 2000) 2. Amount of power each generator can provide. a. In July 2000, we used 3 generators for the event at the new park. b. One generator was needed for the band alone, not to cause interference with other festival users. 3. Dangers involved a. Cords will have to be put over the ground to supply vendors on the other side of the festival grounds. b. Having to dig trenches to hide the cords in the ground and hoping no one trips on them. c. If the power was located at the festival site, the extension lines would be behind the booths instead of in front. 4. Reliability of generators a. Making sure that the generators are filled with fuel at all times to keep them operating 24 hrs a day. b. Having someone on call if we have problems over the holiday. /4T It is our understanding; Excel Energy has a power line installed along the road of the community center, which also provides the power for the community center and well house/pavilion. We understand that a transformer from this power source can be installed close to the festival area with appropriate cables, etc, to provide the power needed for these special events. Now that the new park is the permanent location for the July 4 h festivities, we gathered reliable information from this year's fiuifest to address the specifics for permanent installation of electricity for 2004 events and future events. I have talked with Ken Vraa to look at the cost for a transformer and line set up. On April 3rd, 2003, I received an e-mail from Ken. He had just spoken to Xcel and although it's preliminary and limited information without the benefit of engineering system, he felt comfortable with the numbers supplied. At this time, cost figures are estimated between $5,200 to $6,700 for the transformer. Cabling would be at $7.00 a foot for connection. I am in hope that the city council will approve these costs so the electricity will be available for the e of July in the year 2004. This year I also talked to Wayne Schwanz about putting water out in the field so we would not have to use a hydrant. He thought that he could possibly connect to an existing water line underground and be able to attach to it during special events. Thank you for your time and cooperation, The 4d' of July Committee Raleigh Seelig, Chair /(Ps- L, rx~. << . ~~a - _ sF: i. ky .t ~ '"kr t.,,~ i f s^ , ..tic... r qa'y 4 ~,~e,Si . M - - r~r s 4'~ T M CD N V t 0 0 0 0 0 0 0 0 0 0 0 t 0 0 0 0 0 0 O N a1 0) R h00000t0OOOONOOOOO r 0 CL Nor- O O to E N O tO M M O M t0 0 0 O P.: OD 00 1- CM L6 N 4 O CO M r rn to rn 0 m OEM (tea- M(OIt N w O. U) 60 L 4z 'g >z 0 L C LL U)w00O~oCC00(OO D~toi) (00 O co N to E + + + r- L c > a) rn a dr., ~Q= 3 O~ > N 3 N E ED N m a w m c O - to d V tn0000C>00000 tn000CD 0 to 4) 0) m NLO 0000N MOt00wCD 0000 (O 'c Q. Rtw"0C)0r-0U-) *tor~C) 0000 ~ E m E CV x(00 ~NO~OeN-NN(00~ N ,,AA k C N wV/ 0 C W ~ 'd ~ d to 00000~r-(YLO C) )M1000 O >>»t0 d!Z d = V' s-l0 t000 NO (0 (a m N Y 0 r EN 0 > N Q L Q m U 3 CL m O O O -ace) 4) i~ d O y (00000fl-0 to 000 N 0 0 wO-:3 0 > ON. ~M(MOtO tnN ' LO 0 0 0 00 0 r-- 0 N 'C 'C 'C fl N m cu N CL > > > > ~ a CL 75 c O_ 0 p 1 (0 to N > U N E E rn 7 7 C N M- C!J CD > 0 7-0 O a) a> 7 Q N U C 4) w a) C a) w (0 N w a) m c O rn in y 06 C U (a m (6 Q M O O O S 0 C C C V y C CD L W N= 0 c •U U U U C (n E a-.8 U m a _ m N c w C a) N U N N 7 7 5- 'Ir 0) M 0 -2-D 0 cc = m E ma u) 75 S; ~r n C Ca O T L L to N 75 N (a O 0 N a. C O a) 0 t O N w .c O O - , O U C V S 0 m O O d U C C_ a) ' .0 U N °i3 a) E (A U) 0 0 C rn" _.0 m y C O rn E a) o mm JJ>O(70 U) LL CLLLIQ 7 M d d co 04 O O ` l~C M t t- O 1- t- CO - O C I-- C C C C r N Q N Q CL O a' C O =3 CU O M yam m4) W N W LL y to r- N CO CM C M o N C C C N C C~ N ~Y 3.2 BEER OFF-SALE Prior Lake 50 Ramsey 100 Robbinsdale 100 CITIES 0 - 2,500 Rosemount 5o Excelsior 60 Savage 75 Spring Park 80 Shakopee 100 Sunfish Lake na Stillwater 55 Woodland na West St. Paul 75 CITIES 10,000 CITIES OVER 20,000 Afton 20D Apple Valley 85 Arden Hills 120 Blaine 75 Centerville 100 Bloomington 72.50 Circle Pines 50 Brooklyn Center 100 Corcoran 15 Brooklyn Park 50 Dayton 15 Burnsville 100 Deephaven 30 Coon Rapids 115 Falcon Heights 150 Cottage Grove 100 Farmington 50 Crystal 42 Forest Lake 200/year Eagan 75 Ham Lake 5 Eden Prairie 100 Hugo 100 Edina 530 Independence 45 Fridley 60 Jordan 125 Golden Valley 100/yr Lake Elmo 200/yr Inver Grove Hgts. 50 Little Canada 150 Maple Grove 35 Mahtomedi 50 Maplewood 53 Mound 150/yr Minnetonka 100/yr New Prague 100 New Brighton 105 Newport 30 New Hope 100 Norwood Young A 15 Oakdale 100 Oak Grove 50 Plymouth 90 Oak Park Heights 50 Richfield 184 Orono 50 Roseville 30 Osseo 25 Shoreview 50 Shorewood 50 South St. Paul 50 St. Anthony 100 St. Louis Park 100 St. Francis 50 St. Paul 160 St. Michael 50 White Bear Lake 27.50 St. Paul Park 30 Victoria 50 Waconia 100 Wayzata 75 CITIES 10,000 - 20,000 Andover 75/year Anoka 50 Champlin 100 Chanhassen 58 Chaska 50 Columbia Heights 150 + 150 1st time investigation fee Hastings 75 Hopkins 55 Lino Lakes 100/yr Mendota Heights 50 Mounds View 100 North St. Paul 50 Northfield 15 3 /~O 3.2 BEER ON-SALE Prior Lake 200 Ramsey na Robbinsdale 550 CITIES 0 - 2,500 Rosemount 250 Excelsior 250 Savage 400 Spring Park 532 Shakopee 312 Sunfish Lake na Stillwater 140 Woodland na West St. Paul 295 CITIES 10,000 CITIES OVER 20,000 Afton na Apple Valley 440 Arden Hills 120 Blaine 300 Centerville 250 Bloomington 858 Circle Pines 200 Brooklyn Center 500 Corcoran 100 Brooklyn Park 300 Dayton 100 Burnsville 425 Deephaven 50 Coon Rapids 525 Falcon Heights 500 Cottage Grove 500 Farmington 175 Crystal 522.50 Forest Lake 200/year Eagan 350 Ham Lake 100 Eden Prairie 500 Hugo 150 Edina 530 Independence 145 Fridley 325 Jordan 225 Golden Valley 475/yr Lake Elmo 1001yr Inver Grove Hgts. 275 Little Canada 150 Maple Grove 300 Mahtomedi 65 Maplewood 204 Mound 500/yr Minnetonka 650/1st yr 500/thereafter New Prague 400 New Brighton 250 Newport 100 New Hope 500 Norwood Young A 150 Oakdale 350 Oak Grove 200 Plymouth 440 Oak Park Heights 150 Richfield 633 Orono 100 Roseville 100 Osseo 25 Shoreview 150 Shorewood 300 South St. Paul 150 St. Anthony 350 St. Louis Park 750 St. Francis 200 St. Paul 445 St. Michael 100 White Bear Lake 148.50 St. Paul Park 250 Victoria 50 Waconia 100 Wayzata 500 CITIES 10,000 - 20,000 Andover 200/year Anoka 250 Champlin na Chanhassen 410 Chaska 300 Columbia Heights 400 + 150 1st time investigation fee Hastings 25012003 300/2004 Hopkins 600 Lino Lakes 300/yr Mendota Heights 250 Mounds View 1,000 North St. Paul 100 Northfield 300 4 p( LIQUOR LICENSE 10,000 Mounds View 300 to 450 INVESTIGATION FEE North St. Paul 150 Northfield 100 CITIES 0 - 2,500 Prior Lake 500/10,000 max Excelsior 500 Ramsey 500 Spring Park 1,500 + 500/inv of person Robbinsdale 500/new 250/renewal Sunfish Lake na Rosemount 1,500/deposit 3501min Woodland na Savage 500 + cost for out of state Shakopee 330/in MN, 10,000 w/1,100 deposit CITIES 10,000 out state Afton na Stillwater 275 Arden Hills 150 West St. Paul 30/on sale beer 500/off sale 5851on Centerville included in fee sale wine Circle Pines 1,000 + add'[ if necessary CITIES OVER 20,000 Corcoran 300 Apple Valley 500 Dayton na Blaine 500 Deephaven na Bloomington 1,500 Falcon Heights included in license fee Brooklyn Center 1,500 Farmington not to exceed 200/admin costs Brooklyn Park 500 Forest Lake 5001yr Burnsville 1,500 + 250lndividual Ham Lake 100 Coon Rapids 365 Hugo 500 Cottage Grove 200/sgl app 500/prtner-corp Independence of 200/add'I investigtn Jordan 100 Crystal 500/in state last 10 yrs. 961 /out of Lake Elmo 350 state Little Canada na Eagan 300 Mahtomedi na Eden Prairie 500 Mound 500/each Edina 500/deposit If in state or 2,000/out of New Prague 100 state Newport not to exceed 500 10,000/out of state Fridley 200/ind 400/core partnership Norwood Young A 500 Golden Valley 3,000 on sale/off sale Sunday sale/wine out of state Grove applicatns actual costs for Inver Grove Hgts. 250/sgl 400/prtnshp 250/transfer out of state 500/core 325/club 500 Oak Park Heights Maple Grove 300/per individual investigated Orono 1 1,,0 000/license, Maplewood 500 Osseo 150 Minnetonka 500 if out of state can chrg actual to Shorewood of 10,000 St. Anthony 5001in state 10,000/out of state New Brighton 500 St. Francis 200/single 300/partnership New Hope 500 4001corporation Oakdale 350/single 500/partnrshp/core St. Michael of Plymouth 500 St. Paul Park na Richfield 575 Victoria of Roseville 300 Waconia 200/new applicants Shoreview 200 Wayzata 500 South St. Paul 100/sgl 200/prtnshp 3001CUP CITIES 10,000 - 20,000 St. Louis Park 1,000 Andover na St. Paul na Anoka 5501corp 325/prtnrshp 160/sgl White Bear Lake 500 Champlin 500/person Chanhassen 250 Chaska 2501intoxicating 100/other Columbia Heights 500-2,000 5001in state 2,000/out of state Hastings 1,000/initial 500/annual Hopkins 500 Lino Lakes 1501indiv 350/corp Mendota Heights 501instate, out of state/actual cost to 7 ~7b LIQUOR ON-SALE 350/club Mounds View .65 sf/bar.53 sf/dining 3,0001min 10,000/max CITIES 0 - 2,50D North St. Paul 200 Excelsior 10,000 Northfield 2,100 Spring Park 10.050 Prior Lake 5,300 Sunfish Lake na Ramsey 4,500 Woodland na Robbinsdale 5,500 CITIES 10,000 Rosemount 4,500/bar 3,000 51% restaurant Savage 5,000 Afton 1,000 sun. 2 certificate of liquor license Shakopee 3,705-10,570 based on customer special l sun. 2 speci used floor area Arden Hills 3,300-6,600/based on sq ft of facility Stillwater 2,650 Centerville .60sq ft interior .30 sq ft ext West St Paul 4,225 2,500/min 4k max Circle Pines 5,000 CITIES OVER 20,000 Corcoran 4,000 Apple Valley 4,400, 5,500 or 6,600 based on sales Dayton 3,000 Blaine 5,500 + 200/Sunday Deephaven na Bloomington 9,600 Falcon Heights 4,000 Brooklyn Center 8,000/class A 11 k/class B 14k/class Farmington 3,500 C etc. Forest Lake 3,0001intoxicating liquor/yr Brooklyn Park • 7,000 Ham Lake 4,500 Burnsville 7,000 Hugo 1,600 to be increased to 2,300 in Coon Rapids 9,350 2004 Cottage Grove 5,250 Independence 3,750 Crystal 6,000 Jordan 2,200 Eagan 4,000 Lake Elmo 1,500/yr Eden Prairie 7,500 Little Canada 3,250 Edina 8,490 Mahtomedi 2,100 Fridley 6k/0-3k sq, 7k/3001-6k sq, 8k/over Mound 5,000/yr 6k sq New Prague 2,700 Golden Valley 8,000/year Newport 2,500 Inver Grove Hgts. 3,200 Norwood Young A 1,200 Maple Grove 5,500 200/Sunday sale Oak Grove 3,500 Maplewood 6,670 Oak Paris Heights 2,500 200/Sunday Minnetonka 7,500/Mon-Sat 200/yr Sun Orono 5,000 New Brighton 5,200-9,000 depending on square Osseo 5,500 footage Shorewood 7,500 New Hope 6,000 St. Anthony 8,000 2001Sunday lic. Oakdale 4,500 St. Francis 4,000 Plymouth 8,000 St. Michael 2,400 Richfield 11,200 St. Paul Park 2,500 Roseville 7,000 w/200 for Sundays Victoria 3,300 Shoreview 4,500 3,500/w liquor awareness Waconia 2,000 training Wayzata 8,000 South St. Paul 2,200 200/Sunday St. Louis Park 7,500 CITIES 10,000 - 20,000 St Paul 4,200/<100 seats, 4,650/100-200, Andover 5,250/year 15.50/over 200 Anoka 5,000 White Bear Lake 2,200 Champlin 4,000 Chanhassen city has detail Chaska 4,450 Columbia Heights Class A/8,000 B/6,500 C16,500 D18k E/5,500 Sun/200 Hastings 3,400/2003 3,900/2004 4,000/yr 2005 Hopkins 7,500 Lino Lakes 4,500 Mendota Heights 10,000; 3,00011imited service hotel 8 171 WINE ON-SALE Northfield 500 Prior Lake 1,250 CITIES 0 -2,500 Ramsey 1,000 Robbinsdale 2,000 Excelsior 2,000 Rosemount 55D Spring Park 1,064 Savage B00 Sunfish Lake na Shakopee 2,OD0 or 1/2 of on sale whichever is Woodland na less Stillwater 275 CITIES 10,000 West St. Paul 1,110 Afton na Arden Hills 2,000 or half on-sale lic fee or CITIES OVER 20,000 whichever is less Apple Valley 1,100 Centerville 30D Blaine 1,000/seating 1-99 2,000/seating Circle Pines 300 100+ Corcoran 4,000 Bloomington 2,000 Dayton 200 Brooklyn Center 2,000 Deephaven na Brooklyn Park 800 Falcon Heights 2,000 Burnsville 1,250 Farmington 300 Coon Rapids 1,000/35-99 seating 2,00D/100+ Forest Lake 500/yr seating Ham Lake 700 Cottage Grove MN Statutes Hugo 200 Crystal 1,000/100+ seating 500125-99 Independence part of liquor on-sale seating Jordan 300 Eagan 400 Lake Elmo 300/yr Eden Prairie 2,000 Little Canada 400 Edina 2,000 Mahtomedi 150 Fridley 1,000 Mound 500/yr Golden Valley 2,000/yr New Prague 400 Inver Grove Hgts. 650 Newport 100 Maple Grove 2,000 Norwood Young A 100 Maplewood 1,050 seating <25 ea add'I 10 seats 135 max 2,760 Oak Grove 200 Minnetonka 2,000/yr Oak Park Heights 600 New Brighton 650/<25 persons seating capac; Orono 2,000 125/ea 10 + persons Osseo 150 New Hope 2,000 Shorewood 1,000 Oakdale 750 St. Anthony 400 Plymouth 2,000 St. Francis 200 Richfield 920 St. Michael 15D Roseville 750/75 seats or less 1,500/over 75 St. Paul Park 300 seats Victoria 500 Shoreview 1,000 Waconia 200 South St. Paul 500 Wayzata 1,000 St. Louis Park 2,000 St. Paul 1,385 CITIES 10,000 - 20,000 White Bear Lake 220 Andover 500/year Anoka 400 Champlin 300 Chanhassen 410 Chaska 750 Columbia Heights 2,000 + inv. Fee Hastings 275 Hopkins 800 Lino Lakes 500/yr Mendota Heights 2,000 Mounds View 800 North St. Paul 200 12 /7~ ANIMALS: DOG LICENSE MALE Prior Lake 20 Ramsey 20/2 years Robbinsdale 10 CITIES 0 - 2,500 Rosemount 20/2 yrs Excelsior 15/annually Savage 10 Spring Park 5/2 yr Shakopee 10 Sunfish Lake na Stillwater 10 Woodland na West St. Paul 10 CITIES 10,000 CITIES OVER 20,000 Afton 1012 yr lic Apple Valley 16/2 yrs Arden Hills 22/2yrs Blaine 10 2/yrs Centerville 17/2 yr Bloomington 16 Circle Pines 15/2 yr Brooklyn Center na Corcoran 10/yr Brooklyn Park 15/yr Dayton 10 Burnsville 30 Deephaven 20/bi annual Coon Rapids 10/2 yr Falcon Heights na Cottage Grove of Farmington 15 Crystal 25 Forest Lake 5/plus tax Eagan 14/2 yr Ham Lake 5 plus proof of rabies vacination Eden Prairie 201biennual Hugo 10 Edina 26/2 year 12/1 year Independence 10 Fridley 5 Jordan 7 Golden Valley 6/year Lake Elmo 10 1/duplicate license or tag Inver Grove Hgts. 10 Little Canada 20/2 yr license Maple Grove 2/1 yr Mahtomedi 7 Maplewood 18/2 yr 16/sr discount Mound 35/2 yrs Minnetonka na New Prague 5 New Brighton na Newport 101yr New Hope 10 Norwood Young A 5 Oakdale 20 Oak Grove of Plymouth 15 Oak Park Heights of Richfield 15/not neutered Orono 151biannual Roseville 5/2 yrs Osseo 5 Shoreview 10 Shorewood 10 5/late fee South St. Paul 10/2 yrs St. Anthony 15 St. Louis Park 15/1 yr 25/2 yr 35/3 yr 7/interim St. Francis 5 St. Paul 10, 5/sr owner age 62 or older St. Michael 15/2 yrs White Bear Lake 17 St. Paul Park 10 Victoria 10 Waconia 10 Wayzata 15 CITIES 10,000 - 20,000 Andover 3/yr Anoka 15 Champlin 15/1 yr 25/2 yr Chanhassen 10 Chaska 12/1 yr Columbia Heights 7 Hastings 8 Hopkins 20/yr Lino Lakes 10 Mendota Heights 6 Mounds View 13/2 yrs North St. Paul 8, 6/sr citizens Northfield na 70 1 13 GARBAGE HAULER LICENSE Prior Lake 125/1st truck 25/ea add'I truck Ramsey 200 Robbinsdale na CITIES 0 .2,500 Rosemount 50 Excelsior 150 + 10/vehicle sticker Savage 100 + 25 for ea truck after first truck Spring Park 2511st vehicle 10/ea after Shakopee 110 Sunfish Lake na Stillwater na Woodland na West St. Paul 75 CITIES 10,000 CITIES OVER 20,000 Afton 1 hauler/contracted Apple Valley 110/1 ;t truck 32/ea add'I Arden Hills 100/annually Blaine 75 Centerville 250 Bloomington 39/1 st truck + 17/ each add'1 Circle Pines 100 Brooklyn Center 85/company + 25/vehicle Corcoran na Brooklyn Park 90/1 st truck 45/ea add'I Dayton of Burnsville 139 Deephaven 50 Coon Rapids 25 + 15/truck Falcon Heights 70/yr Cottage Grove 125/res 125/commercial Farmington na Crystal 105/company 47/ea vehicle Forest Lake 50/yr plus license bond Eagan 5011st vehicle 25/other vehicles Hugo 155 Eden Prairie 50/1 st vehicle 25/ea add'I vehicle Independence na Edina 275/1st vehicle/yr 85/add'I vehicle/yr Jordan 1,000/yr res 1001year Comm Fridley 60/1st truck 15/ea add'I vehicle Lake Elmo na Golden Valley 40/vehicle Little Canada 150 Inver Grove Hgts. 100 + 3/per truck Mahtomedi na Maple Grove 50/1st vehicle 25/ea add'I Mound 300/yr Maplewood 112 New Prague 25 Minnetonka 105/1st 65/ea add'I veh 45/re Newport 200/annually inspection fee Norwood Young A 25 New Brighton 180. Oak Grove 501annual New Hope 75/1 st vehicle 35/ea add'I of Oak Park Heights 150 Oakdale combines w/recycling 500/res Orono 50/plus 15/truck 500/comm Osseo na Plymouth 70/1 st vehicle, 201ea add'I vehicle Shorewood 50 + 251truck Richfield 173/1st vehicle 37/ea add'I vehicle St. Anthony 150 Roseville 125 St. Francis 50/truck Shoreview 150 St. Michael of South St. Paul 200 residential commercial St. Paul Park 100 St. Louis Park 175 + 151vehicle decal Victoria 50/1 st truck 10/ea add'I truck St. Paul 317/one vehicle 66/ea add'I Waconia 100/25 per vehicle White Bear Lake 100 Wayzata na CITIES 10,000 - 20,000 Andover 75/yr + 25/truck inspection 251re- inspection Anoka 100/1st truck and 25/ea add'I truck Champlin na Chanhassen 3001yr Chaska 50/truck Columbia Heights na Hastings 250/2 yr lic/comrn 600/3 yr contract resid. Hopkins 75 + 251ea vehicle Lino Lakes 75/1st truck 45/ea add'I truck Mendota Heights 75/yr + 10/truck tag Mounds View 75/plus 20/vehicle North St. Paul 75 Northfield 50/1 st truck 10/ea add'I truck 97 PEDDLER/SOLICITOR North St. Paul 40/wo vehicle 501w vehicle Northfield 30/day/person7.50/ea add'I day 601yr/person 10/addl CITIES 0 - 2,500 Prior Lake 50 Excelsior 4016 months Ramsey 100 Spring Park 25 Robbinsdale 50 Sunfish Lake na Rosemount 50 Woodland 50 Savage 25 CITIES 10,000 Shakopee 401week 105/6 mo 1601year Stillwater na Afton na West St. Paul 75 Arden Hills 150 Centerville 51app fee 25/lic fee 10lday 30/wk CITIES OVER 20,000 601mo 150/yr Apple Valley 551person Circle Pines 250 Blaine 35/investigation 8/day 30/week Corcoran 25 65/mo 300/yr Dayton of Bloomington 23/peddler of/solicitor Deephaven 50 Brooklyn Center na Falcon Heights 35 if a "for profit" business Brooklyn Park 30/week 501year Farmington Pedd 25fissuance fee and 25/mo or Burnsville 38 2501yr Coon Rapids 101day 30/week 60/month 30016 Forest Lake 15/application fee 50/day or 200/mo months Ham Lake 25 Cottage Grove 75 Hugo na Crystal 15/day 243/mo, invest fee 62/1st Independence na applicant 25/add Jordan 501event Eagan of Lake Elmo na Eden Prairie 25 Little Canada 25 Edina na Mahtomedi 30 Fridley 60 Mound 3011 day 50/1 wk 7511 mo 200/yr Golden Valley 30/person + 5/ea add'I up to max of New Prague of 50 Newport 300/yr or 50/day 50/invest. Fee Inver Grove Hgts. na Norwood Young A 25 Maple Grove 15/bkgd inv 10/mo 35/cal yr 15/mo outstate Oak Grove na Maplewood 149/base charge 51/ea solicitor Oak Park Heights 25 Minnetonka 25/business charge + 25/person Orono 100 New Brighton 70/month Osseo na New Hope na Shorewood 50/applicant Oakdale 100/qtr St. Anthony 50 Plymouth 50 St. Francis na Richfield 4016 month/per person St. Michael of Roseville na St. Paul Park 151day Shoreview 50/30 days Victoria 25 South St. Paul 50 + 10finv fee Waconia 75 St. Louis Park 50/yr Wayzata 125 St. Paul 66 CITIES 10,000 - 20,000 White Bear Lake 201per 30 days Andover 50/30 day license Anoka 60/day 1001mo 500/yr Champlin 20/day 50/mo 150/yr Chanhassen 25/person Chaska 35 Columbia Heights 50/day 100/mo 500/yr Hastings same as transient merchant Hopkins 45 Lino Lakes 250/6 mo Mendota Heights 100/annual wagon vendor 5/day/personsolicitor Mounds View 501day 100/mo 5001yr 110 17F~- CIGARETTE/TOBACCO Mounds View 150/yr North St. Paul 110 PRODUCTS: OVER-THE- Northfield 75 COUNTER Prior Lake na Ramsey 250 CITIES 0 - 2,500 Robbinsdale 100 Rosemount na Excelsior 200 Savage 250 w/age verification machine Spring Park 25 500/wo Sunfish Lake na Shakopee 175 Woodland na Stillwater 250 CITIES 10,000 West St. Paul na Afton na CITIES OVER 20,000 Arden Hills 200 Apple Valley 240/2 yrs Centerville 80/permit tobacco Blaine 150 Circle Pines 50 Bloomington 98.75 Corcoran 150 Brooklyn Center 150 Dayton 200 Brooklyn Park 200 Deephaven 50 Burnsville 350/best practices participant Falcon Heights 250 700/others Farmington 100 Coon Rapids 135 Forest Lake 250/yr Cottage Grove 250 Ham Lake 75 Crystal 300 Hugo 100 Eagan 100 Independence 100 Eden Prairie 250 Jordan 150 Edina 310 Lake Elmo na Fridley 125 Little Canada 200 Golden Valley 200 Mahtomedi of Inver Grove Hgts. na Mound na Maple Grove 200 New Prague 2D0 Maplewood 85 Newport 100 Minnetonka 200 Norwood Young A na New Brighton 250 Oak Grove 75/annual New Hope 200 Oak Park Heights 75 Oakdale 250 Orono 100 Plymouth 200 Osseo 250 Richfield 288 Shorewood 250 tobacco retailer license Roseville 25 St. Anthony 300 Shoreview 250 St. Francis 125 South St. Paul 100 St. Michael Done by Wright County St. Louis Park 250 St. Paul Park 25 St. Paul 317 Victoria County issues White Bear Lake 65 Waconia 70 Wayzata 100 CITIES 10,000 - 20,000 Andover 200 Anoka 250 Champlin 2001yr Chanhassen na Chaska 200 Columbia Heights 200 Hastings 100 Hopkins 150 Lino Lakes 25 Mendota Heights 20012 yr license 84 L~ FALSE ALARMS 150/3rd+ea Mounds View 200/3rd 250/ea add'I/ year North St. Paul of CITIES 0 - 2,500 Northfield of 50/proposed fee by the end of Excelsior 200/fire 75/police 2003 Spring Park na Prior Lake 100/4th alarm Sunfish Lake 50 Ramsey 60/after 3rd police 300/after 2nd fire Woodland 150 Robbinsdale 50/4th 10015-10 150/15+ Rosemount CITIES 10,000 125 Savage police 50/after 3/yr, fire 400/after 2 in Afton na 12 mo Arden Hills 5011 st 15 150/over 15 Shakopee of/1-3 100/per alarm after 3rd Centerville Joint agreement w/3 cities Stillwater na Circle Pines 501>31yr 100/6+ 150/9+ West St. Paul of/1-3 100/4-9 150/10+ in one year Corcoran of/1-3 75ea/4-6 250/10+ Dayton of/103 75/4-6 150/7-9 250/over 10 CITIES OVER 20,000 Deephaven 50 Apple Valley 100/4th and successive alarms in Falcon Heights 0/1 st fee 35/2nd 60/3rd calendar year Farmington after 3 75/r 150/nr Blaine of/0-3 200/4th in calendar yr 50/ea successive Forest Lake na Bloomington 125/3rd false alarm 50/increments Ham Lake na Brooklyn Center fire=150/2nd 30013+; police Hugo na 5+50/and increases 25 Independence na Brooklyn Park of/0-3 50/4th 75/5th 100/6th +25/ea Jordan of add1 Lake Elmo of/1-3 3-6/300/comm 10D/res Burnsville 100/4th and successive alarms 6+/500 Comm 175/res Coon Rapids of/0-3 36/4-5 73/6-9 145/10+ Little Canada city has detail Cottage Grove nf/0-3 50/4-9 150110-14 200/15+ Mahtomedi na Crystal 75/3-10120111-15190116+ Mound of/1st, 2nd 50/3rd 15014th 25015th Eagan 75/after 3 New Prague na Eden Prairie 100/4th 200/5th 300/6th and up Newport city has detail 0-150 each Edina 300/res 500/comm Norwood Young A na Fridley of/1-5 50/6th 7517th 100/8th etc Oak Grove of Golden Valley of/1-3 50/4-10 ea 100/ea 11-15 Oak Park Heights of 150/16+ Orono of/1st 5012nd 100/3rd 150/4th 250/5th Inver Grove Hgts. of/2 100/3rd 20014th 300/5th Osseo 501police 200/fire Maple Grove of up to 3 Shorewood na Maplewood 25/after 3rd in 6 mo 4014th 50/5th St. Anthony 751ea after 2 in 12 month period 100/thereafter Minnetonka 50/3rd 10/year and ea succeeding St. Francis na St. Michael na New Brighton 180/after 2nd in calendar year St. Paul Park 501false alarm in excess of 3 in New Hope na calendar yr Oakdale res:nf/1-3 75/4-7 9018+, nrnf/1-3 Victoria na 115/4-7135/8+ Waconia contract with Carver County Plymouth city has detail varies 1 stlnf Wayzata 1 st 2/nf 3175 4/100 next 5-10/225 ea, Richfield 100/in excess of 2 year 200/in 10+/50 ea excess of 10/yr Roseville of/103 75/4 100/5 25/escalates each CITIES 10,000 - 20,000 false alarm Andover 751after 3 false alarm calls in a Shoreview of/1st & 2nd 50/3rd & 4th 150/5th + calendar yr South St. Paul 51card r nr Anoka 50/4th-9th 125/10th plus St. Louis Park na Champlin of/1-3 75/4-10 125/11-15 150/16+ St. Paul 6 Chanhassen Contract with Carver Cty White Bear Lake na Chaska 5013 free in 12 consecutive months Columbia Heights of Hastings of Hopkins 50 Lino Lakes of/0-3 50/4-10 100/11+ Mendota Heights Police 50/1-4 inc. 25/ea add1 Fire 174 1-77 M O O N O r 00 dO 0 CN 00000tH LnOLO00a0 O Or N O 1-- Lo CO ti 0 M C N y-D 00 N r 1- Lf) C (D r N r M (O (O N y II r r r r r 0 co y ~ 0 L U m 69 6s N (1) 000 000000000000 O N O O O O O O O O O O O O O O N ({f'~ M ' ~OIt M0000Ntw0 rtM M LM II II II L6 000 N (O M rC4Ii C L6 N L a N d' LO + r I~ r y Er- *k ~t cD W L bF} 69 r.r N 4) > 0) O 0a 0000000000 O N Q(D° 0 0 0 0 0 0 0 0 0 0 0 0 0 0 M3 Iq a N O 0 O h 0) It m O N E• II Ln(D~00iM Ili r r-M M > w t. ~ Q .a m 691 fia ~ c D LO 0 (D 0 0 C> U) LO 0 Lo 0C) Ln L I- LO O 0 O I- Lo N Il- O Il- N O N 6R ' O LO r O M N LO CO M 0) et d' (D W N + ttI~i M(OMN M rN (N ~ ~ Efl W N ai O 3 N j y r'KtCD vo U) .t 0 00 LO CO r N 0 U') r r r r r d ~ U. yC C co w w C) Cq I- co LO 't Lo (D I- 00 0) N M (0 O 0 (6 ~ W E D 0 CL a- 0 L c (D O y i-78 M O O N d O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O 0) r OOCD I`0OOOOOLO I-O01-OOCD ON0 aD O L. m OI~O MI~ O OOC Cti00Ot~M4cl 6666 O Or m ti N (O~) w (Of)_ N 0 _ O M ti 0 r-_ 0 0 0 I~ O~ CM LO N m E N r_N 0 r O N I C'7 ~ ~ r d C C IL 6r. 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N O` (Y) (D (D r N N N q 04 ~ M(D O O 0. r C O Y d 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 w C) O O O Lo O 0 O C) LO O O O Co (o to C) O O O O CA y` h M 1- I- I- M OD r Cl) tom- O t- 1` CA ti r M I- 0 1- M O O r r r r L 0- N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O O CC O O O O O O O O O O Co O O O O O O O O O O O V O R O N O O O O O I'- N O ti O O I'- O I-- N O CD O O C N r _ a) L N ~ y C0 N W C (D ` Ca Q co L L L fA L O L C L> ca d (1) 0 00 E N C (1) a) a) 0) U 3 0 a+ C O U U O C~ O OF C C CD C C O O E(D ~ C N C O Q C w C CC0 CO C Co C 7 U " o (D (D u a LQ-) rn E ~ (D a a) 0 a> 0 C m o »r c V E C C F- V E C U C C O(D W` a N .C U N- y N O CY) (0 co w a) 6) c N C: Co 'p p CO N C a) c -wCLw ' Q cWQWaCl)C ~CL0wO r ~ y ~ C O Q) N Q O a) O N Q N a) U O C E a 1