03/08/2005 - City Council Speciali~-
SPECIAL CITY COUNCIL MEETING
TUESDAY
MARCH 8, 2005
5:30 P.M.
EAGAN CITY HALL - EAGAN ROOM
I. ROLL CALL & AGENDA ADOPTION
II. VISITORS TO BE HEARD
~, a- III. CONSIDER MAINTENANCE AND OPERATING AGREEMENTS / CAPONI
PROPERTY
~, ~ IV. REVIEW SCOPE OF SERVICES FOR 20 YEAR TRANSPORTATION PLAN
1a.. V. REVIEW OFF-SALE LIQUOR LICENSE OPTIONS
~~1 VI. URBAN WILDLIFE ISSUES
VII. 800 MHz /JOINT DISPATCH DISCUSSION
`VIII.
`
~._ AGRICULTURAL ZONING DISCUSSION
(
~'G~ IX. ~ CEDAR GROVE REDEVELOPMENT UPDATE
X. REVIEW 2005-2006 CITY COUNCIL GOALS AND WORK PROGRAM
~~
XI. OTHER BUSINESS
XII. ADJOURNMENT
Agenda Information Memo
March 8, 2005 Eagan Special City Council Meeting
III. CONSIDER MAINTENANCE AND OPERATING AGREEMENTS /
CAPONI PROPERTY
ACTIONS TO BE CONSIDERED:
To approve the Maintenance and Operating Agreements providing for acquisition of the
Caponi property and creation/operation of the Caponi Art Park subject to City Attorney
and City Administrator satisfaction that all City Council conditions are satisfied. (One
motion is sufficient for both agreements.)
Agreement 7. Maintenance Agreement
• Condition of Memo of Understanding
• City/Caponi Art Park Board
• Includes Caponi Art Park Business Plan
Agreement 8. Operating Agreement
• Condition of Memo of Understanding
• City/Caponi Art Park Board
FACTS (Items in bold type are new facts and information):
• T1~e Memo of Understanding providing for the acquisition/operational framework
was approved by the City Council on December 13, 2004.
• A purchase agreement with the Trust For Public Land (TPL) was approved by the
City Council on January 4, 2005.
• Approval of the preliminary and final subdivision of the Caponi Art Park was
given by the City Council on February 15.
• The City approved six of the eight necessary agreements providing for
acquisition of the Caponi property and creation/operation of the Caponi Art
Park at the March 1, 2005 City Council meeting. Staff and the City Attorney
are continuing to work to get agreements in final legal form for signature.
• The Dakota County Board will consider their required agreements on the
morning of March 15, 2005. It is fully anticipated that the agreements will be
approved.
• Per the direction of the City Council at the March 1, 2005 Council meeting,
the City Attorney has been working with the attorneys for the Caponi Art
Park Board (CAP) and the Caponis to finalize the language in the
Maintenance and Operating Agreements in order that both agreements are
consistent with the requests of the Caponi subcommittee.
• The City Attorney has been working with the attorneys on the revised
language for the agreements; however, as of Friday, March 5, the Caponi's
attorney informed the City Attorney that he had some suggested revisions to
the agreements, which would be provided to the City Attorney as soon as
possible.
• For copies of the draft Maintenance and Operating Agreements, please refer
to the March 1, 2005 City Council Packet in which they were included. Due
to the size of the documents, they were not included again in the packet for
the March 8 workshop.
• At this time, the respective attorneys continue to negotiate the final language
for the agreements. The City Attorney will be present at the March 8
workshop to provide an update to the Council on the status of the two
agreements.
• In order to meet the March 15 closing date, the Council is asked to approve
both the Operating and Maintenance Agreements subject to approval of the
agreements by the CAP, and subject to City Attorney and City
Administrator satisfaction that all City Council conditions are satisfied.
• The scheduled closing date is March 15, 2005. The closing will involve a
simultaneous transfer of the property from the Caponis to TPL and to the City.
• The City Attorney's Office continues to work on all other required documents
such as Title Opinions required for closing.
• There are also numerous documents between the Caponis and the Caponi Art Park
Board in which the City is not officially a party. The City Attorney's Office is
reviewing those documents to ensure consistency with City expectations.
• Per City Council direction, staff is expecting that all City assessments and
connection charges will be paid at closing and unless otherwise directed by the
City Council, staff will not close the transaction without such payment.
3
A complete Sources and Uses of Cash/Value on this transaction is as follows:
Cash/Value:
Dakota County $ 850,000
City of Eagan 720,000
DNR Natural and Scenic Area Grant 200,000
DNR Remediation Grant 300,000
TPL (Metro Wildlife Corridors Program) 191,000
Subtotal $2,261,000
Caponi Art Park Board-Gross $3,158,000
Less:
Value of Life Estate (321,500)
Caponi Gift 956 500
Caponi Art Park Board-Net $1,880,000
• Total cash and mortgages is therefore $4,141,000 ($2,261,000 + $1,880,000).
Total value is $5,419,000 ($2,261,000 + $321,500 + $956,500 + $1,880,000).
ATTACHMENTS:
• In the event any City Councilmember would like a copy of the Memo of
Understanding, the Purchase Agreement, or any other documents or information,
please contact the Office of the City Administrator.
City Council Workshop
March 8, 2005
TRANSPORTATION INFRASTRUCTURE NEEDS ANALYSIS
ACTION TO BE CONSIDERED: Approve the Scope of Services (SOS) by SRF
Consulting Group, Inc., and authorize the preparation of a 20 Year Transportation
Infrastructure Needs Analysis.
FACTS:
• On February 1, 2005, the City Council ratified the 2005-2006 City Council Goals
based upon the results of the Council goal setting retreat held on January 21 and 22.
• Goal #1 is to secure funding sources to expand the City's transportation infrastructure
to meet the transportation needs of the community.
• In response to the City Council's goal, the Public Works Department has requested a
proposal from the SRF Consulting Group, Inc., for the preparation of a 20 year
transportation infrastructure needs analysis.
ATTACHMENTS: /_
• Memo from Director Colbert, page ~
• Scope of Services, pages ~ through ~_.
City of Eagan demo
To: MAYOR & CITY COUNCIL
THOMAS L. HEDGES, CITY ADMINISTRATOR
From: THOMAS A. COLBERT, DIRECTOR OF PUBLIC WORKS
Date: MARCH 3, 2005
Subject: 20 YR. TRANSP. INFRASTRUCTURE NEEDS ANALYSIS (TINA)
At the City Council Goal setting retreat held on Jan. 21 & 22, the City Council identified 7
goals for the City to focus on over the next 2 years. These 7 goals were ratified by Council
action on Feb. 1, 2005. Goal #1 is to secure funding sources to expand Eagan's transportation
infrastructure to meet the transportation needs of the community. The Council also wanted to
set aside a special workshop to discuss these issues in greater depth.
In pursuit of this Goal, staff is proposing to create a 20 year projection of what our
community's transportation infrastructure needs are along with a funding analysis to
determine the extent to which we can reasonably finance any improvements. This will then
help us prioritize the various needs and pursue or implement optional funding strategies to
accomplish our goals.
I have requested a proposal from the SRF Consulting Group Inc. in response to a scope of
services (SOS) to help the city prepare such a plan. We would like to review this SOS with
the Council and get authorization to begin this study in hopes of having the information
available for Council review at the May 10 Workshop dedicated to transportation issues. We
will also plan to present a draft of the next 5 year CIP (2006-2010) on May 10 for discussion
before scheduling it for formal Council approval in June.
Please let me know if you would like any additional information before the March 8
workshop and I'll be happy to promptly respond.
/L_w-- ~~~~-
CONSULTING GROUP, INC.
'transportation • Cit-il • Structural • En~rironmental ~ I']aiuting • Traffic • Landsca}~e Architech~re • Parking • Right of 14'ay
February 28, 2005 Proposal No. P05069
Mr. Tom Colbert, P.E.
Public Works Director
CITY OF EAGAN
3830 Pilot Knob Road
Eagan, MN 55122-1897
SUBJECT: CITY OF EAGAN
TRANSPORTATION INFRASTRUCTURE NEEDS ANALYSIS
Dear Mr. Colbert:
Based on our meeting last week, we understand that transportation is one of the top
three City Council priorities for the upcoming year. As such, you have requested
assistance to review, identify and prioritize transportation needs within the City of
Eagan. In addition, you have requested that we look at funding issues (i.e. available
funds, gaps and potential resources). The purpose of this effort would be to organize a
strategic approach that prioritizes, projects and maximizes potential resources that are
available from all public and private sources. The work plan is broken into seven tasks
as described below.
I. WORK PLAN
Task 1-Project Management and Coordination
a. Manage daily work activities, coordinate tasks and meetings, review budget
and billings and provide regular updates to the City Public Works Director
through meetings, voice/written and email correspondence.
Task 2 -Data Collection and Review
a. Review previous city, county, regional and state transportation plans, with a
special emphasis on forecast volumes, recommended highway cross section
and identified improvement needs.
b. Compile recommendations from recent planning studies (such as corridor
reports, AUARs, development/redevelopment proposals and public-private
projects) which are pertinent.
One Carlson Parkway North, Suite 150, Minneapolis, MN 55447-4443
Telephone (763) 475-0010 • Fax (763) 475-2429 • www.srfconsulting com
An Egual Opportunity Employer
7
Mr. Tom Colbert, P.E.
City of Eagan
February 28, 2005
Page 2
c. Assemble project descriptions of programmed projects noted in city/county
CIPs, and regional or state TIPS.
d. Gather relevant planning and project data from adjacent jurisdictions that
could have a bearing on Eagari s transportation needs or project programming
decisions.
Task 3 Needs Analysis
a: Evaluate information and consult with City staff; identify completed projects,
projects underway and those desired but not yet constructed.
b. Classify future state, county and city projects that are not yet constructed as
programmed and funded, or as unfunded. For programmed and funded
projects, document their cost, funding sources and year programmed, so that
these projects can be accounted for in the future revenue stream.
c. Assess, using the previously compiled data, the future impacts to Eagan of
proposed public and private development and redevelopment activities, infill
and full build-out plans. Evaluate this development activity's general effect on
the unfunded projects capacity and design.
d. Assess, based on the information that has been assembled, the impact to Eagan
from transportation facility development plans of adjacent communities.
Evaluate their effect on Eagari s future transportation system and project needs.
e. Meet with Mn/DOT and Dakota County to discuss future infrastructure needs
identified in 3b, 3c and 3d, resolve inconsistencies with previous plans, and
refine future transportation infrastructure system plan.
f. Develop planning-level cost estimates for the unfunded improvement projects
that have relevancy to the City's future transportation system (i.e., collector
and above).
g. Define the anticipated city financial responsibilities (cost share) for the projects
identified.
h. Consider the City's present financial situation regarding the current
transportation improvement obligations in order to identify any past project
cost shortfalls that could affect future project revenue and staging.
8
Mr. Tom Colbert, P.E.
City of Eagan
Task 4 Funding Strategy
February 28, 2005
Page 3
a. Describe potential strategies/actions that may be required to facilitate funding
opportunities or eligibility (i.e., functional classification changes, jurisdictional
transfers and MSA mileage trade offs.)
b. Work with the City to identify realistic potential funding sources for the
unfunded projects, which may include:
o Traditional State Aid (CSAH, MSAS)
o State Bonding Bill
o Met Council STP, CMAQ Funds
o Mn/DOT Program Funds (various)
o Bonding
o Congressional High Priority Projects (demos or demonstration projects?))
o Cooperative Agreements
o Developer Negotiated Contributions
o Assessments
o TIF
o Others
c. Evaluate the appropriateness/feasibility of these funding techniques and
assign a preferred funding method, if possible, to each of the critical, unfunded
improvements identified in Task 3.
Task 5 Project Prioritization
a. Work with City staff to establish project prioritization criteria, which may
include:
o Local and agency support
o Urgency of need
o Cost effectiveness
o Benefits (access/circulation, safety, congestion relief, quality of life)
o Project readiness
(level of completion of environmental and project documentation)
o Plan compliance
o Opportunities to leverage other funds
(partnering/cooperative agreements, private contributions, match. to other public funds)
9
Mr. Tom Colbert, P.E.
City of Eagan
February 28, 2005
Page 4
b. Rank key future unfunded transportation improvement projects, using the
established prioritization criteria
c. Prepare an evaluation matrix to document project rankings.
d. Establish a staging plan (short, median and long range) that presents projects
geographically on a map, and is coded to the improvement priority schedule.
Task 6 Report Preparation, Review and Publication
a. Prepare 20 copies of a Draft Eagan Transportation Infrastructure Needs
Assessment memorandum for review and comment by local officials, and
compile comments.
b. Refine draft based on comments and prepare 20 copies of the Final Eagan
Transportation Infrastructure Needs Assessment memorandum.
Task 7 Partnership Meetings
a. Convene four staff-level meetings to review information at critical study
milestones.
b. Attend up to two City Council work sessions to gain input and feedback on
important study policies, findings and preliminary recommendations.
c. Convene two coordination meetings with key agencies, such as Dakota County,
the Met Council and Mn/DOT.
II. PROJECT SCHEDULE
We understand the City's need to complete this study in a timely manner.
Therefore, we propose to complete the project by the end of May 2005, if the
Notice to Proceed is issued by late February. The attached schedule documents
our project timeline and key deadlines and partnership meetings.
III. BASIS OF PAYMENT/BUDGET
We propose to be reimbursed for our services on an hourly basis for the actual
time expended. Other direct project expenses, such as printing, supplies and
reproduction. would be reimbursed at cost, and mileage would be reimbursed at
the current allowable IRS rate for business miles. Based on our scope of services
and our understanding of the project, we estimate the cost of our services to be
$27,560, and we will not exceed this figure without your approval.
/D
Mr. Tom Colbert, P.E.
City of Eagan
February 28, 2005
Page 5
Invoices are submitted on a monthly basis for work performed during the
previous month. Payment is due within 30 days.
IV. CHANGES IN SCOPE OF SERVICES
It is understood that if the scope or extent of work changes, the cost will be
adjusted accordingly. Before any out-of-scope work is initiated, however, we will
submit a budget request for the new work and will not begin work until we
receive authorization from you.
NOTICE TO PROCEED
A signed copy of this proposal, either mailed or faxed to our office, will serve as our
notice to proceed. Our fax number is 763-475-2429. Work as described would be
completed by the end of May 2005).
We sincerely appreciate your consideration of this proposal and look forward to
working with you on this project. Please feel free to contact us if you have any
questions or need additional information.
Sincerely,
SRF CONSULTING GROUP, INC.
David. K. Montebello, P.E.
Principal
BDS/ dcw
Attachment: Proposed Schedule
APPROVED:
(signature)
Name
Title
Date
This cost proposal is vatid for a period of 90 days. SRF reserves the right to adjust its cost
estimate after 90 days from the date of this proposal.
Agenda Information Memo
March 8, 2005, Eagan City Council Workshop
V. REVIEW OFF-SALE LIQUOR LICENSE OPTIONS
ACTION TO BE CONSIDERED:
To provide direction to staff regarding the issuance of off-sale liquor licenses and any
changes to the Interim Use Ordinance (moratorium).
FACTS:
• Since October of 2004, staffhas been working to review the City's regulations with
respect to the issuance of off-sale liquor licenses. Information was prepared for
Council's consideration at the January 11, 2005 special City Council meeting. This
information contained background on Eagan's past practices pertaining to the
issuance of licenses, the Police Department's perspective on impacts of liquor
operations in the past, present and future and survey data from 13 metropolitan
municipalities and how they regulate the issuance of off-sale licenses.
• At the January 11 meeting, staff was further directed to develop a list of options for
restricting the issuance of licenses and to discuss these options with the 14 existing
license holders to obtain their feedback. A meeting with affected license holders
was held on March 2. Eight of the 14 establishments were represented. An
additional license holder contacted City Clerk/Administrative Services Coordinator
Petersen on March 3 to offer an opinion.
• At the March 3 meeting, initial feedback from the group indicated that the members
were in favor of some type of restriction on the issuance of licenses. Questions were
raised about the historical reasons for the population and geographic restrictions that
were once in place in the City and then later abolished by 1994 when a free market
approach was implemented. Given their particulaz interests, the group's discussion
centered primarily on what restrictions should be instituted. The following
comments/concems were expressed with respect to the need for adding some type of
restriction(s):
0 Survivability of small businesses due to increasing numbers of
establishments
o Liquor is a regulated industry with certain laws and ordinances that must be
abided by, unlike other retail businesses; and the City has the ability to
impose restrictions
o Large conglomerates, e.g., big box retailers with a liquor outlet, might erode
small businesses since these types of retailers are also allowed to sell
miscellaneous items and groceries whereas liquor stores are restricted in
what items they can sell
o Future legislation could allow liquor sales in big box retail locations without
requiring a sepazate location/entrance, which would further impact liquor
stores
~~
• Options for restrictions focused mainly on limiting licenses by population; however,
a couple of other suggestions were raised. One option was to limit one license per
retail center. Another suggestion was to designate which retail centers off-sale
liquor stores could be allowed in. Although these restrictions would prevent two
establishments from being in direct proximity, it would also potentially hinder
existing establishments from relocating in the future. Additionally, it was mentioned
that owners of retail centers may potentially inflate the price of lease space for liquor
operations. Another suggestion was to limit the number of licenses based on
population and also spacing. A map depicting where the current establishments aze
located shows that cone-mile buffer, as used in other cities, is not easy to implement
given the current license distribution. This map can be found on the last page of the
attached memo dated February 17, 2005 to City Administrator Hedges.
• All eight license holders in attendance, plus the ninth license holder who called on
Mazch 3, were in consensus with capping the number of liquor licenses at 14 (the
current number issued) with any future licenses issued being based on population.
Currently, the breakdown of issued licenses is as follows using the City's January 1,
2004 population estimate as presented to the license holders:
66,504/141icenses =1 license per 4,750 in population
Using a restriction of one license per 4,750 in population, it is likely that
Eagan's projected population increase will only allow room for one more license.
• Eagan's population of 66,504 is staff s estimate taking into account a number of
factors. The Metropolitan Council releases population estimates for cities each April
for the previous yeaz, e.g., the April 1, 2004 estimate will be released April, 2005.
The City of Blaine, which limits licenses based on population, uses the Met
Council's population estimate. Conversely, the City of Brooklyn Pazk uses the
population figure compiled by their Planning Department. The Met Council's
estimate for Eagan as of April 1, 2003 was 64,975. Staff is currently working to
develop a new population estimate as of January 1, 2005. This number will not be
determined until we receive more information from the Met Council regazding
persons per household. Regazdless of which population estimate is used, the range
differential will be negligible, e.g. 1 per 4,641 to 1 per 4,750+. If Council concurs
with the licensees' request, direction should be provided to staff as to the figure to be
used as the baseline in calculating the number of licenses by population.
• Licensees also expressed an interest in providing a clause that protects their ability to
sell should the population decline to a number less than 66,504. In essence, the
license holders were in favor of capping the number of available licenses at 14 and
only allowing additional licenses should the number rise above the population figure
determined by Council to be used as a baseline.
• It should also be noted that while the 14 existing license holders would retain the
right to sell their establishments, there is no provision that would prohibit a
redistribution of the available licenses to another location. Thus, the buyer of an
establishment in northeast Eagan may choose to open a store in the southwest part of
the City.
• No specific health, safety and welfare concerns for the community as a whole were
raised by the license holders as reasons for limiting the number of licenses.
2
• Another point of concern that has been raised by license holders is the effect of the
Interim Use Ordinance, approved on October 19, 2004, in limiting the ability of a
current off-sale license holder from selling their business since a potential buyer
would be unable to apply for a new license. It has come to staff s attention that at
least two license holders may be in a position to sell their establishment. The
Council may want to address this matter and provide staff with direction. The
moratorium is set to end on October 15, 2005, unless the Council decides to lift it
sooner.
• If the Council provides staff with direction to implement the license holders' request
to limit the number of licenses based on population, staff will need to develop a set
of criteria for use in determining how a future license gets issued, e.g. first-come,
first served, etc. This could be handled via language contained in an ordinance
amendment addressing any restriction(s) to be imposed or it could be handled
administratively and put into place well before the next license is set to be issued.
• Notification was sent to the 14 existing license holders, as well as others who have
expressed a recent interest in obtaining anoff--sale license, inviting them to attend
the March 8 special City Council meeting and/or to submit written comments for
Council's consideration.
ATTACHII~NTS:
• Enclosed on page ~ is a memo sent to all off-sale liquor license holders and
other interested applicants informing them of the March 8 special City Council
meeting. /I__
• Enclosed on page ~ W is a list of attendees and establishments represented at the
March 2 meeting with staff.
• Enclosed on pages ~ through ~ is a memo from Director of Administrative
Services VanOverbeke and City Clerk/Administrative Services Coordinator Petersen
identifying potential off-sale licensing options.
• Enclosed on pages~_ through ~ is a memo from Director of Administrative
Services VanOverbeke containing survey data, historical information on past Eagan
policies/ordinances/City Code changes, Police Department information, and a map
of current off-sale liquor license locations. This memo was distributed to Council
for the January 11 special City Council meeting.
City of Eagan Memo
To: Off-Sale Liquor License Holders
From: Maria Petersen, City Clerk/Administrative Services Coordinator
Date: March 3, 2005
Subject: Special City Council Meeting -March 8, 2005 at 5:30 p.m.
Per Council direction, a meeting was held on March 2 to obtain feedback from off-sale liquor
license holders with regard to the possible imposition of restrictions on the issuance of off-sale
licenses. Eight of the 14 existing license holders were in attendance at the meeting. The general
consensus of the group is that the number of liquor licenses should be capped at 14 (the current
number issued) and any future licenses should be based on an increase in population of 4,750.
Currently, the breakdown of licenses issued per population is as follows using the City's January
1, 2004 population estimate:
66,504/141icenses = 1 per 4,750 in population
The option preferred by the majority of the license holders will be shazed with the City Council
for their discussion and consideration on March 8 in the Eagan Room at the Eagan Municipal
Building. The meeting is scheduled to begin at 5:30 p.m.; however, there are two items to be
heard prior to the off-sale license discussion. If you are unable to attend, you may submit your
written comments to me prior to the meeting and they will be forwarded to the City Council.
Please have your comments to me no later than noon on Monday, Mazch 7. They can be faxed to
me at (651) 675-5012 or e-mailed to mpetersenCa~,ci ofeagan.com.
If you have any questions in advance of this meeting, please contact me at (651) 675-5034_
'~
~ ~~~ ~Y Off-Sale Liquor License Holders
\~~ti March 2, 2005
~N Sign In Sheet
Please print your name and establishment
Name Establishment
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City of Evan Memo
To: Tom Hedges, City Administrator
From: Gene VanOverbeke, Director of Administrative Services
Maria Petersen, City Clerk/Administrative Services Coordinator
Date: February 17, 2005
Subject: Off-Sale Liquor Licensing Options
At the City Council's direction, staff has spent a considerable amount of time researching
the history of off-sale liquor licensing in the City of Eagan as well as surveying other
community's policies for issuance of off-sale liquor licenses. At the January 11, 2005
special City Council meeting, the Council further directed staff to conduct a more
thorough analysis of the restrictions other cities use to regulate the number of off-sale
establishments. An eazlier study by Deputy Clerk McGarvey indicated that four of 13
metro cities, of similar size to Eagan, restrict the issuance of off-sale liquor licenses based
on certain criteria. Each of these cities was contacted and their restrictions aze
summarized in greater detail below.
Staff has also compiled a list of options, and related advantages and disadvantages of
each, for consideration by the off-sale liquor licensees and subsequently City Council.
Please review the information and provide any comments prior to the meeting with the
licensees. The meeting with off-sale license holders is tentatively scheduled for March 2
at 2:30 p.m.
City of Blaine: The population of the city is 49,962. Currently, the City has issued
seven off-sale liquor licenses. One off-sale license may be granted for every 7,000 in
population. In addition, off-sale licenses may only be issued to establishments that are
located one mile from another ofF sale establishment within city limits. The city does not
have a waiting list for those who aze interested in opening a new establishment. If an
existing business wants to sell their operation, the new buyer applies for the license and,
assuming successful completion of the background checks and application process, the
license would be granted to the new buyer.
Previously, only municipal liquor stores were allowed in the City of Blaine. Privatization
of liquor operations was allowed in the mid 1980s. Initially, the only restriction in place
for private establishments, not including zoning regulations, was that establishments must
be a minimum of one mile from another establishment. In 1999, the population
restriction was added. The city expects their population to ultimately reach about 85,000
residents. The city regularly receives inquiries for new off-sale liquor licenses. Just
recently, one additional license became available due to the population increase. In order
to address how to grant this license, a list of criteria was developed in order to fairly
~7
process requests for the available license. No changes aze anticipated to the existing
liquor regulations.
City of Brooklyn Park: The population of the city is 68,600. Currently, the city has
issued 12 off-sale liquor licenses. One off-sale license may be granted for every 4,000 in
population. With the current population at 68,600, the city still has five remaining
licenses for a total of 17. There is no geographical restriction such as a one mile radius.
However, zoning regulations state that the establishment must be 300 feet from a school
or church. Historical data about the implementation of the population restriction was not
available. The city has received a couple of recent inquiries for off-sale licenses but
generally there hasn't been a big demand for the remaining licenses. Only a slight
population increase is anticipated in the city and no changes to the liquor regulations are
expected.
City of Burnsville: The population of the city is 60,900. Currently, the city has issued
eight off-sale liquor licenses and does not foresee the issuance of any more since there
are very few viable locations left. The breakdown of licenses equates to approximately
one per 7,612 people. Off-sale licenses may only be issued to establishments that aze
located in a free standing building and they must be a minimum of one mile from another
off-sale establishment. Only one establishment in the city is located in an in-line
shopping center (strip mall) and was grandfathered in as part of a redevelopment project.
The city does not have a waiting list for those who aze interested in opening a new
establishment. If an existing business wants to sell their operation, the new buyer applies
for the license and, assuming successful completion of the background checks and
application process, the license would be granted to the new buyer. The restrictions have
been in place since the late 1970's. Approximately three years ago, the Burnsville City
Council conducted a review of the liquor license limits to determine if changes should be
made to the existing restrictions. Opposition to this change was expressed by existing
off-sale liquor license holders and no change was implemented.
City of Coon Rapids: The population of the city is 62,177. Currently, the city has
issued six off-sale liquor licenses. Off-sale licenses may only be issued to establishments
that are located one mile from another off-sale establishment within city limits. Also, the
establishment must have a minimum of 2,500 square feet. All six establishments aze in
compliance with the existing restrictions. The restrictions have been in place
approximately 12 years and date back to when the city sold their two off-sale municipal
liquor stores. The establishments were sold with the agreement that in time the city
would issue additional licenses. When that time came, it was decided to give the existing
establishments a spacing buffer, thus the one mile radius restriction was adopted. Except
for two small azeas on two corners of the city, the six licenses completely cover the city's
23 square miles. It is possible for two additional stores to locate on these remaining
parcels and meet the one mile radius requirement.
The city does not have a waiting list for those who aze interested in opening a new
establishment. If an existing business wants to sell their operation, the new buyer applies
for the license and, assuming successful completion of the background checks and
application process, the license would be granted to the new buyer. The city receives on
average six inquiries each yeaz for new off-sale liquor licenses. The City Council has had
the opportunity to expand the requirements but has chosen not to.
~~
The restrictions the four cities have in place appear to work well; however, they were
established well in advance so that the issuance of licenses could easily be controlled. It
is somewhat difficult to implement restrictions after a city has issued a significant amount
of licenses without regard to population, geography, etc. However, several suggestions
are presented below for discussion and consideration.
Option 1: Restrict locations based on spacing, e.g. one mile between establishments
within city limits. Three of four cities that impose restrictions have a one mile separation
between establishments. Given Eagan's current distribution of licenses, four of the 14
establishments meet the one mile radius between their location and another off-sale
establishment (see attached map). Existing establishments could be grandfathered in with
any new establishments having to meet the one mile restriction. If that were to be
implemented, it appears that only one parcel of land in Eagan, in the southeast part of the
City, could serve as a potential new site, assuming no change with the 14 establishments
already in operation.
Advantages:
Limits competition for licensees already doing business
Limits the number of liquor stores in the City (community image)
Current liquor stores retain their "value"
Disadvantages:
Limits free market activity
Unmet demands for new types of liquor businesses such as specialty wine stores
and stores combined with other services, e.g., Byerly's, Sam's Club .
Difficult to impose geographic limitation with 14 establishments randomly
located in the City; the majority of existing establishments would not be in
conformance; through liquidation of a business, the number of establishments
could be reduced if one mile buffer is not maintained
Option 2: Restrict locations based on population. Two of the four cities restrict licenses
in part based on population. The breakdown varies from one per 4,000 to one per 7,000
in population. Eagan, with 141icensees, is currently at one per 4,750 based on a
population of 66,504. The population restriction could be based on any number desired
by Council, i.e. one per 4,000 would leave two licenses available at the existing
population. Any number greater than 4,750 requires a reduction in the total number of
current licenses. This could be accomplished through attrition, i.e. liquidation of a
business. Per the Met Council, Eagan's projected population by the year 2030 is
expected to reach 72,000 to 75,000 residents.
Advantages:
• Limits competition for licensees already doing business
• Limits the number of liquor stores in the City (community image)
• Current liquor stores retain their "value"
• Easier to impose vs. geographic restriction
Disadvantages:
• Limits free market activity
• Unmet demands for new types of liquor businesses such as specialty wine stores
and stores combined with other services, e.g., Byerly's, Sam's Club
Option 3: Restrict locations to existing number (14). This number could be further
reduced through attrition.
Advantages:
• Limits competition for licensees akeady doing business
• Current liquor stores retain their "value"
• No geographic or population restrictions to impose
Disadvantages:
• Limits free market activity
• Unmet demands for new types of liquor businesses such as specialty wine stores
and stores combined with other services, e.g., Byerly's, Sam's Club
Option 4: Limit stores to one per shopping center/strip mall.
Advantages:
• Prevents another establishment from locating in close proximity to existing
establishments
• Opportunities for new establishments and specialty businesses
Disadvantages:
• Not a significant change from current system
• Increased competition could force smaller establishments to go out of business
• Too many stores (community image)
• Possible increase in police enforcement efforts
• General availability of alcohol is greater
• Maybe difficult to define in certain situations, e.g., free standing buildings vs.
shopping center/strip mall
Option 5: No restrictions
Advantages:
• Maximize competition between licensees
• Opportunities for specialty businesses
• Maintains free market activity
ao
Disadvantages:
• Possible increase in police enforcement efforts
• Increased competition could force smaller establishments to go out of business
• General availability of alcohol is greater
• Too many stores (community image)
Burnsville's restriction requiring establishments to be located in a free standing building
is not a viable option for Eagan considering that only one of the 14 establishments is
currently located in such a building. Coon Rapids also imposes a 2,500 square foot
minimum for an establishment. This would also be difficult to impose after the fact.
This is not to say that they do not exist, but in this research no clear purposes for either
numerical or geographical limitations as clearly articulated City goals or policies have
become obvious. In gathering information, one observes statements like: to prevent
proliferation of liquor stores, to reduce alcohol consumption and/or crime, to protect the
community image, to protect existing stores from competition. The State clearly gives
cities broad discretion in controlling off-sale liquor licensing which in general leads to
these wide discrepancies in what individual cities choose to do in implementing licensing
requirements.
In general, cities aze exercising their authority and responsibility to protect the health,
safety, and welfare of their communities in imposing the various restrictions. From our
research, it is difficult to ascertain any direct relationship between the number and/or
location of off=sale liquor establishments and any particular outcomes, positive or
negative.
For Eagan it appeazs that a reinstitution of any numerical and/or geographical limits will
create a new set of issues after years of using a flee market approach: First, is 141icenses
the correct number and secondly, are they in the correct locations? If the City Council
decides that 14 establishments are too many, then a plan is required to deal with reducing
the number through attrition or some other means. Natural attrition will likely not
address location requirements. If the Council designates the number of licenses as
something less than 14, e.g., 12, this could potentially result in current businesses losing
value as a going concern. Staying at 14 and basically grandfathering in locations
probably imputes an artificial value to existing licenses due to mazket forces.
In summary, the City has a number of choices available in terms of the number ofoff-
sale liquor licenses that may be issued as well as a number of ways to impose limitations.
It is cleazly a City Council public policy issue to determine what mechanisms most
clearly advance the health, safety, and welfaze of the community and whether or not any
changes should be made to the free mazket approach currently in place.
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MEMO
city of eagan
TO: City Administrator Hedges
FROM: Director of Administrative Services VanOverbeke
DATE: December 28, 2004
SUBJECT: Off-Sale Liquor License Study
At your direction and with the assistance of Deputy City Clerk McGarvey I have
completed the research and am submitting this report as contemplated in the City
Council's action to approve a moratorium on the issuance of off-sale liquor licenses. It
is my understanding that the City Council desired survey information from other
communities, historical information on Eagan's experience, and the location of current
license holders within Eagan. The research has been limited to only off-sale liquor
licenses and therefore does not include locations or history on non-intoxicating beer
licenses. Although not specifically requested by the City Council, I have included a
memo from Police Chief Therkelsen regarding liquor license enforcement issues from
the Police Department perspective. The memo is intended to provide additional
background information for the City Council deliberation.
Survey
Attached is a table of survey information as gathered by Mira. Staff requested
information from 13 metro cities that are of similar size as Eagan. They are the same
13 cities used previously in the review of liquor license rates to provide consistency in
providing background survey information. In general, four of the 13 cities have
municipal off-sale liquor stores so they are not germane to our survey and the sample
size is reduced to the nine remaining cities. Of those nine, four reported a limitation on
the number of off-sale licenses that may be issued. One (Brooklyn Park) reported a
hard limit but could not explain how or why it came about; one (Blaine) has a limit based
on population; and the other two reported limits that appear to be based only on
geography and spacing or separation. Various other city by city nuances can be
observed by a quick review of the table.
Eagan Exaerience
It is not possible to tell from the survey data whether or not other cities have followed the
same path to get to today's limits or elimination thereof. Eagan over the years has had
both numerical and geographical limits. In August of 1986 the geographical (other than
zoning) limit was removed with the remaining numerical limit based first on households
(August 1986 to June 1990) and subsequently on population (June 1990 to January
1994). All numerical limits were removed in December of 1993 (Ordinance published
and effective on January 13, 1994).
Assuming compliance with zoning and the minimal Code requirements, a basic free
market approach has been in place since the 1994 change.
a~
The following is a very brief chronology of activities in Eagan over the years. Most City
Council actions resulted from market forces colliding with the number limit and/or the
geographical limits. Those limits obviously resulted in off-sale liquor licenses in and of
themselves having an undefined economic value even though they technically could not
be directly sold or transferred. Consideration of code amendments to
change/remove/redefine the limits have generally been opposed by individuals holding
licenses, whether or not they have been in use, at any particular time and supported by
individuals desiring to enter the marketplace at that time.
Chronology: The following references in the Ordinance/Code language are all to off-
sale intoxicating liquor licenses and unless otherwise mentioned refer to the number of
licenses available by the Ordinance or Code, although not necessarily issued and in
use. The dated references are to Ordinance/Policy/City Code changes. Dates of
meetings and activities resulting from licenses being approved but not used and
requests for location changes are not included in this summary. The bold (#'s) at the
end of each section are the number of licenses with approval and the number that
appears to have been in use at the end of that particular time, respectively. The second
number is the limiting number that along with location typically generated the requests
from an applicant or applicants for change.
February 22, 1973: Two licenses, one in the general western area of the Village
(near Cedar Avenue and Highway 13) and one in the general north-eastern area of the
Village. Approved (2) In Use (2)
December 18, 1979: A third license was added in a central location. Approved
(3) In Use (2)
February 3, 1981: No more than four (4) off-sale licenses may be issued.
They must be geographically spaced so that two are in the general western area (near
Cedar Avenue and Highway 13), one in the general northeastern area, and one in the
general south-central area. The Council reserved the right to determine specific
compliance with this subdivision. Approved (4) In Use (3)
July 16, 1985 Approved /February 6, 1986 Published: The City Code was
amended to read: No more than four (4) off-sale licenses may be issued. They must be
geographically spaced so that one license shall be located in the north area (southerly
boundary shall be Silver Bell Road -Wescott Road excluding Silver Bell Shopping
Center); one in the southeast area; and two in the southwest area with the easterly
boundary located along Interstate I-35E right of way. The Silver Bell Shopping Center
shall be included in the southwest area. The Council reserves the right to determine
specific compliance with this subdivision. Approved (4) In Use (4)
May 5, 1986: The City Council authorized a fifth license in the northerly portion
of the city, generally in the Town Centre area. The City Council also directed that a
public hearing be held in June to consider removing the restrictions or revising the
number of licenses. Approved (5) In Use (4)
a~}
August 19,1986 Approved /September 4, 1986 Published: The City Code
was amended to read: No more that one (1) off-sale license may be issued for each
2,000 households in the City of Eagan as determined by the Metropolitan Council as of
April 1 of each year. The sixth off-sale license shall not be approved prior to July 1,
1987. One additional off-sale license may be approved each year thereafter. However,
no license shall be approved prior to the 1~ day of August of each year commencing in
1988. Applications will not be accepted unless a license is available as determined by
the household count. Each applicant shall display to the City's satisfaction that it has at
least an option on a specific site for the location of the off-sale store. The council
reserves the right to determine specific compliance with this subdivision. Available (8)
In Use (6)
April 26, 1990 Directed /June 5, 1990 Approved /Published July 26, 1990:
The City Code was amended to read: One (1) new off-sale license may be authorized
for each 5000 population increase in the city, over a base of 40,000, as determined by
the annual Metropolitan Council Population Estimates of April 1. Applications for new
licenses will be received through August 31. If there is insufficient population to support
another off-sale license, the applications will be returned.
New license applications will be reviewed by the Police Department through November
30 with Council consideration at the first meeting in December. New licenses will be
approved with an effective date of the following January 1. Any license not activated by
the following August 31 will be rescinded and the available license will be part of the
next application process. The new license application process provides for the issuance
of one (1) new license per calendar year.
An off-sale license which becomes available when an existing liquor store is sold will be
considered independent from the "new license° process outlined above. License
renewals, change in ownership and relocation are addressed elsewhere in Chapter 5.
A set of criteria will be included in the review process to aid in the selection of the best
qualified applicant. Such criteria may include residency, financial structure, overall
operation, proposed location, traffic implications, previous experience and ownership
restrictions. Each applicant shall display to the City's satisfaction that it has at least an
option on a specific site for the location of the off-sale store. The council reserves the
right to determine specific compliance with this subdivision. Available (10) In Use (6)
December 7, 1993 /January 13, 1994: The City Code was amended to read: Off-sale
license applications will be reviewed by the Police Department. If an off-sale license is
not issued within nine months after Council approval, the approval shall automatically
lapse.
Each applicant shall display to the City's satisfaction that it has at least an option on a
specific site for the location of an off-sale store and such other information as the City
may require. The council reserves the right to determine specific compliance with this
subdivision.
All off-sale licenses shall run from the date of issuance until December 31 of that year.
Fees shall be prorated if any off-sale license is issued for less than a full calendar year.
This is the Code that is currently in place. Available (No Limit) In Use (14)
Conclusion
State law provides that in cities other than cities of the first class the limit of off-sale
intoxication liquor licenses shall be determined by the governing body of the city. Cities
of the first class have a limit of not more than one off-sale license for each 5,000
population.
Over the years there have also been numerous discussions and City Code changes
regarding ownership issues which are not included in this information.
Attached without page number is a map showing the location of the 14 off-sale liquor
licenses that are currently authorized and in service.
Please advise, if you would like anything else or if you think this information could be
provided in some other fashion in response to the City Council direction.
Director of d inistrative Services VanOverbeke
cc: :City Clerk Petersen . ~.
Deputy City Clerk McGarvey
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MEMORANDUM
EAGAN POLICE DEPARTMENT
3830 Pilot Knob Road
Eagan, MN 55122
651-675-5700
651-675-5707 FAX
DATE: December 27, 2004
TO: Gene VanOverbeke, Director of Administrative Services
FROM: Kent Therkelsen, Chief of Police~~
SUBJECT: OFF-SALE LIQUOR QUESTIONS
As you requested, I am providing information on the impact of off-sale liquor licenses on public safety
in Eagan, specifically regarding the number of available licenses.
Crime and Safety Impacts
Generally speaking, the presence of off-sale liquor has limited impact on crime or safety issues in our
city. Off-sale liquor stores do generate police calls, but in the same sense as most retail establishments.
All retail businesses are susceptible to thefts, burglaries, bad-checks and customer disputes. Liquor
stores are considered more vulnerable to robberies and crimes related to their product, such as underage
or intoxicated persons attempting to purchase alcohol. Our history does not reflect undue police
responses to off-sale liquor establishments or their immediate proximity. I have attached a map showing
current off-sale liquor establishments in Eagan. The map does not include grocery store/gas-station 3.2
oil sale licenses.
Police Department Impacts
The police department is responsible for background investigations of applicants for liquor licensing and
periodic compliance checks to assure legal operation of the business.
Background Investigation
Lt. Jeff Johnson advises that background checks for off-sale liquor license applicants normally consume
2 to 4 hours of investigative time, and less than 15 minutes of dispatch time to query data bases. An out-
of-state applicant would require additional time and travel expense to properly investigate. Assuming an
in-state applicant, police costs are estimated at $200 per application.
Compliance Checks
The department strives to conduct at least three compliance checks at each on-sale, off-sale and beer &
wine establishment per yeaz. Staff time is affected by the performance of the establishment. We
estimate 20 minutes per establishment that passes and 40 minutes (not included subsequent court or
administrative hearing) for establishments that fail. For 2005, the average hourly rate (wages and
benefits) for the officers conducting these checks is $43.00.
as
Off-Sale Liquor
December 27, 2004
Page Two
I do not believe additional liquor licenses will have an adverse impact on public safety in Eagan.
Hopefully, additional expenses associated with background investigations and compliance checks can be
recouped from license fees.
Please let me know if you have any questions. Thank you.
C/ Deputy Chief McDonald
Lieutenants Johnson, Johnson and Pike
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Agenda Information Memo
March 8, 2005 Eagan Special City Council Meeting
VI. URBAN WILDLIFE ISSUES
ACTION TO BE CONSIDERED:
To discuss and provide direction to staffrelative to urban wildlife within the City
of Eagan.
FACTS:
• Urban coyote sightings have increased within the City of Eagan over the past two
years. A small number of attacks on domestic pets have been attributed to
coyotes. According to the Minnesota Department of Natural Resources, there has
never been a recorded instance of a human being attacked by a Coyote in
Minnesota.
• The Police Department has been researching this issue and would like to brief the
City Council on the history of the problem, efforts to reduce conflicts through
education and awareness, considerations for active control measures, control
alternatives and related legal issues.
ATTACIiMENTS:
• None
31
Agenda Information Memo
March 8, 2005
VII.800 MHz /JOINT DISPATCH DISCUSSION
ACTION TO BE CONSIDERED:
To discuss the Dakota County 800 MHz public safety radio project status,
including the issue of Dispatch Consolidation.
FACTS:
• The Metropolitan 800 MHz radio system is being expanded to accommodate
Dakota County public safety and public works agencies.
• Dakota County and Dakota County cities have been working on the technical
design of the system, which must be approved by the Metropolitan Radio Board
by June of 2005 to meet a grant expenditure deadline of November 2005.
• A key element of the plan is the number and location of dispatch centers (PSAPs).
• Through the design process and also the Dakota County High Performance
Partnership (HiPP) process, elected and appointed officials have begun
discussions focused on service levels, governance, cost sharing and fiscal matters.
• Eagan Police, Fire and Administration departments have participated in these
discussions and anticipate that a request for formal City Council Action will be
necessary between now and the middle of June, 2005.
• Police and Administration staff will brief City Council on the current status of the
800 MHz project and PSAP discussions at this meeting.
ATTACHMENTS:
Presentation slides are attache o pages ~ to ~_
Enclosed on pages and is an editorial that appeared in the February 7,
2005 Pioneer Press regarding point dispatch operations between the City of St.
Paul and Ramsey County.
Enclosed on pages through is a briefing paper prepared for the HiPP Joint
Dispatch Policy Committee regarding the governance for consolidated
dispatching services.
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FEB-24-2005 11 39
CITY OF LAKEVILLE
+6_g
6129854409 P.02/03
~~
EDITORIAL
SHERRI LAROSE. PIONEER PRESS FlLEj
Vanessa Morales assists bawn Spencer-IYlarl~s, left, with a call in ~
Paul's Emergenty Communications Center in this November 2oD4 fife',
photo. Spencer-Marks was in training. .,
WHO YOU GONNA rwALL1
City, county
should find wad
to join 911 center
s we've argued in past editorials, we think that St Pad
ey County should pool their resources to build a'
911 emergency dispatch Center. The arguments in favor of t
marry and financially sound In fact, we think this a prime.
of how municipalities should '~rork together and eonsolidat~'
ices to get the biggesir bang for the taxpayer buck in this era`~r;
ing costs ar_d scarce resources. .
,-
~-3
FEB-24-2005 11 39 CITY OF LAKEVILLE
w.. rnv ou~.+-!ug ~7Uli1L~i UI U1FS 6129854409 P.O3iO3
man ~sostron4 a fOrIDer Cop and 9t1~8r-
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• .: .~ ~lll~?ezaee.:tlienew dispeenter,;ta •,~~:~tlltli:~yeex; the city
's•,: ' `-
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• - _' hav~e•'i;tItima~e: ~iit~ng::aind'~$>i•Ing•`powei• ,
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:~t;otcritY tax{eS.~ :;may,.}:-
':throiigt•
V{t.HO~'3•~ (N•.,CHAiI~E•?`
• ~ •~: '~
-
.
'' .~plY:>,se, o~it,~~#he: c~ouble.
'taaati•` '
•
=
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. .. .. ..:.....•,•.,...:.: ..: ,.. . • :
: .
~ •
~even~ll~Donoug~fi.agrees:'wouId: -: '
' ''`,;~::'`Jlbour`75~'~erCenk.ofthe'~Jllcalls
re~ia`StA
Pa
l,"~MaY
aiid
ll
r
~
'K ;•:~Y.a~•ectaty•residents.~,;~•;.~~~V~~•~t~::;:, '~~c
: ••
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le
sazoe•d
l;
t
fi
.
• .' .to1d~•ns•:°We•siiouW.Iiave:'scitiie•;say in• that.Bostt'om praPoses foe. ~"
~hehi~gatict,~riiigoFa dirictgr.''~• •' ~ `. ,`arid White $eax Lake, •tlie;~' ..
"' ;1'Iie.mayor ofcourse,:lilce•.tiny goad:
• Rama!. Cwnty.: ~i~nmt~liitie~„~
~
ppl~tie~az'i;,:`.i8 ~algoi ccnicerned .with
- , ~~nde~endent: 911:t1ispatcH'•
,
••' 1t1t11re::politic~~1.lialu7ittea.'If'tlierE'S••s1n ':mnre~thanfairaadthosedttas,' ., ,:
• ' acadent•or'ata'unbu]ariae;is sentdo the . 'ha~'e'dug•t6eir heels fn and:retiised,`fp'v!,~:
~vrcng•address ~a,hd someone dies; "the join `to'e` city-county • dispatcl~~ • ceiiter'• •'.
;:~'
••
•
•people~sie'tio} gtiif~tafie'7oolcitig at ;.,~
••
;shouldagr'eeto'it•)::. ..: :••.,•
a
~
~
`
•
~
some
lio8i~•• that: was
'cieated:•or tb~ . Toe' county
..rivou[d
ltke
'•tJi
':
~
•
.
.
county manager," tbe'nnayor•said. "If .
,
'contribukion taremain at ~2'mill~gi'F~'
` ' :
:~ive're a to• be:
,g .ing ~ Meld ;acConiitat-le,:.
over the•ne>;t five•y~•s, wlf~t ~he'~iteA~~- '
the'tiwa}iave to'hat~2.sdme•G~ir•amouttt pt dlsronticitting.• it.+•aiter th~':llfel'~,~,''
. ol:sayonthehiFing•aad.~zangofwfio's •n4ugb ar~.t?t~tt they•can't~sai,;,=
rumiing; that operation."• ~ agreement, that ' would••. ~ ;tialZy:'°"`
.
•
• handcuff a futuie coar~ty boartl,•';;:~ :'~""Y ~.
• ~ -'The
: county, :• oi'.. C»urse, thinks it
•:stioulct have ultimate' contrul~ and thtlt "'Chere's' nothing yotr : ;,can ~'• d~ fto~•~
~tariuttee •wl~at the county baiaz'd~~'~1, r{'
• •.. ~. #lie•:-iievq'':dii~tor_; shuuld,'bci; •a County , dq in''rtye 'years." said••A?cDdriqugb.• ,.
empJoyee;;~-This riialces~ sense "to ns; •
~ "The.entire ho;iixl could be d1~P~it;'!;'• •"':.
'
gtoen t]tat"t>ie'eounty;µz'tl„ui,etl'eat, be • ' .:,Again; 'mucY~ doesn't s~para#e, t~::;. •
. turining the dispatch eerital:: • • • '
• ttvo sides. They should hamme'r' Dat`a' ' ~•
•.
'Co'riiinissioner • ' 3ifin :•` McDonough , cc,mpromise. an, this - recogai~iig' ;
Sesms;to•liave eorae;uli with a reason-• that it would Ue tundamentally•'tu~air-~:~:.
able rampromise:•Tlie' aclvisar•Y ba:u'd, to t~vc St P;tul residents twice foi. the' ~.
which w>71• consist •of' the rh.'t)'or;. (`lty same service ~ and wove o~_.`•:•:'.'.,`'':.:,,~ :,;;.
'Coiini:t~: atid:couety afII~cials; should do • •-
just that: sa3vise: •: . ~• ~ A p E A L NEAR: ~ ~ `' ~ ;`•
. "We did a# that:t'he po11Cy group • ' `- " •• • • ~ ~ ~~; ':
could, •itidieete strongly to the .county • The one consistent message. got','
manager that toe director needs to be ~ frnm both. Kelly. and 1VIa:DonQUgh yva8:;
fired "•• •McAonaugh told' us. • '`That that thcy're''rJose to a deal" .. ~ `~
wonld~give the City some proteetirnl" We hope they can resolve these ~
' We: agree. and'•thuik it's a reason- sticking poin>^~. After all; ; Ramsey ~"
able compromise County is the smallest in the state gem ., :'
. W,H.4 SHOULD PAY;
7'he.other sticking point is finances.
Under the current • propa9al, the ,city's
cantrlhution to .the -tew diapatc:h. cen-
ter` rvouli]'lie capped'at $5.2•.rnilticia, the
amouizf it's paying !n its 2005 budget to
ran its own dispatch•cetxter. What's at
fssue•is•what the city will 13dy gUing
eai:vvard. • •
-iJrider a gi'oposal ,being. pcit forth by.
the .;?na3'0~ ;anti' • City, ,Council 14iemher.
' s` •' ..
n~e'~itji tea~er~want~a s.
~: ,County. officials, say tfiey
wouldFiaVe Lhe•county t
tlons;director witir•the ad'
graphically aad down t need foci" Sri .•.•
clispateTy c~ontery. L'onsolidattpig 'these,,.
sertric~s !s the right thing to'do; ~ '
. "'his is not a dead deal;". sai~,: ~~.
A4clionougi~.'"I3ut tt's tfine-seusitirre;" :; • .
• Indeed, this di.~agieement gveir s5.~,;.
million is ,holding up a X90 million com+;:~` ~.
muriications upgrade project: It~•>t~e .~:
far Both sides to settle this,;'-- ••aAd;::.,r•
Maplewood dad White Bear Lake ~4 joi$;~•~~ ;
in = and..birilr]• a::dLspabch oentar::~iat:' ,
t~•iii n~tonlysat'e the c~wtty's•~;"':•
money, but also serve them ballet:. •:.~ ~ r:: ~` ::~
. _'-„•.
runafie~cvmbirted•operatioi>tA~~"~`•~ •'
<< ~•~
agar titre ,arid f re tiie ein4rgei~cy';;.; ~,
and'consent:of'a baard.torjiposed}~:~ .
-'otCity;,a~d toyntyreprr±seritativeS.• • • • ~ ,' .
•~.:Cos#:`sfiarittg:City~tea~ders maintain;.and couniy•o6Ficiais'acknpwle
'-~>:hat.ctty:residents wil{.p'ay twice for a-rnergeti 91 a' center's bperatigp
;'•?;thfougJsi;~biinty #axes ~nd.again ihrougti the,Gity"S:~cntribtiticri to tF;
`.,tnerglq:.facilitjc'S-bu~dg'et;:capped at•the i5;Z•,ritiMldn'•:annuai~y:that ~i
tii~>vtr};tiy;spends'o•!t its overt emergeticyi:cente~ • Cjty pf~icials .waijld,[ik
~~ ::separdtE;eiiy'sKare pFiased;oul over.. five jrears;:countylead'e;rs say'the
'.tie•ihe`~tiual ka~,k ,:s•f;~~.,w, ..,.._~. _..:.:. ~ .._ ._ . .
:A4
TOTAL P.63
Governance for Consolidated
Dispatching Services
A Briefing Paper For:
Dakota County HiPP
Joint Dispatch
Po/icy Committee
Prepared By:
PSC Alliance Inc.
February 14, 2005
4S
Governance: A Briefing Paper
Introduction
The purpose of this briefing paper is to provide background information and context for
review and discussion for those considering governance options for joint dispatching
activities. The recommendations and decisions for governance are not expected until the
process works through the details and the associated pros and cons of the various
options.
Our experience has shown that the subject of governance is a key critical success factor
when joint dispatch is considered by public safety agencies.
The Elements of Governance
As governance options are formulated, there are several elements that will be reviewed and
considered. These elements are:
Accountabi/ity and Responsibi/ity-There are different levels of accountability and
responsibility inherent in governance. There are three distinct governance functions that need to
be addressed. These are:
• Legal and fiduciary control
• Operational input, feedback, and policy leadership
• Day to day management of the dispatch entity
Cont~o/ - In any consolidation of service across jurisdictional boundaries, there are questions
raised concerning the elements of control and influence. The governance agreement will address
the levels and limits to control. The willingness to share control and decision-making among
participants and the need to have meaningful, timely influence on service delivery standards and
protocols will drive the most appropriate form of governance.
Finance- Costs and cost sharing are two key factors in consolidation study projects. Costs have
varied timeframes and will include:
• "Seed funding"
• Equity stakes
• Capital improvements
• Operating expenses.
In some cases, there are also credits or direct revenue attributed to a participant for services
rendered to the dispatch agency. Governance must address the forma/ae forcostsharing
that accounts for the varying types of costs and credits.
PSCAI/lance Inc., Copyright, 2005 ~2n 2/24/05
1~
Governance: A Briefing Paper
T/ming -Consolidation time frames vary for each participant. Several factors create a sense of
urgency within Dakota County:
• The need to know the PSAP location(s) for radio plan approval and engineering
• Availability of grant funds
Expandabi/ity-There may be a desire to accommodate expansion in the future. If so, the
governance agreement must provide for this.
Ease -The chosen governance model must be easy to use and minimize bureaucracy.
Prob/em Reso/ution and Commendation Procedures- A viable governance model must
provide a defined method of identifying, surfacing, discussing, and resolving problems between a
participant(s) and the operational dispatching entity, as well as between and/or among
participating jurisdictions. It also must provide for an agreed upon vehicle for processing
complaints and commendations from the public and field personnel, whether they be made to
public safety agencies, jurisdictional management, elected officials, or the dispatching entity.
Leve/s ofAuthority- To support the accountability of the operation, the governance model
must provide for clarity relative to the separation between policy and operating decisions and the
associated levels of authority, accountability, and responsibility.
Otherlssues and Areas oflnterest-The following items represent other issues and areas of
interest that need to be considered relative to governance:
• Modification and cancellation of the agreement
• Type, level and frequency of input/feedback relative to formal governance and operational
performance
• Level of participation, if any, in hiring, performance evaluation, and/or training services
• Level of cooperation between the agencies relative to field training for dispatch personnel
• Technology upgrade provisions and a forum relative to the design and modification of such
upgrades.
• Process for identification, communication, and management of complaints, compliments, and
commendations from field forces and/or the public
• Cost, budgeting, and payment methodology
• Expansion of the agreement to include other jurisdictions
• Modification to the agreement based on separation of a participant
• Procedures for dissolution or termination
• Performance management criteria and evaluation methodology
PSCA/liance Inc., Copyr/ght, 2005 3 2/24/05
~~
Governance: A Briefing Paper
Governance Options
There are several potential options for governing a prospective joint dispatching relationship.
Some of the more familiar models are noted below:
Oution 1-Status Quo
9-1-1/PSAP functions are being handled for all jurisdictions today. Remaining static is an option.
Going forward with six PSAPs into the 800 MHz radio environment, however, will be expensive
and does not leverage the various resources to the full advantage of the agencies. In addition,
this approach does not address cost containment, staying current with technology, or human
resource/staffing challenges that may occur. Remaining static does not align itself with current
public policy that is seeking greater savings, more effectiveness, and improved long-term
performance.
The current state of delivery of PSAP services within Dakota County is listed in Appendix A.
Oution 2 -Contract for Service
The second option, in limited use today, is that of a "contract for service" relationship between a
provider and a recipient community(s). In this model, one or more of the communities would
offer their 9-1-1/PSAP operations services to one or more recipient communities under a
contractual relationship that included clear terms and conditions. Such a contract should address
these issues and prospective challenges:
The elected officials of both jurisdictions would normally be required to approve the agreement.
Examples: Eagan & Rosemount, MN; Lakeville & Farmington, MN; and, Saint Louis Park & Golden
Valley, MN.
Dakota County currently relies on a variety of models across its six PSAPs and the agencies
served by the Sheriff's Department's PSAP are receiving their dispatch services under a model
that most closely resembles "Option 2".
Option 3 -Provided as a County Function
A third option is to operate the 9-1-1/PSAP function as a county function with varying levels of
input or governance. Within this option there are two basic scenarios. The two variations are:
Option 3a -Managed directly by the County's Sheriff's Department
In this model, the PSAP reports to and is managed by the County's law enforcement
agency under the sheriff. PSAPs managed in this manner can include both sworn and
civilian personnel, and can be managed by a sworn deputy or a civilian.
This model does not preclude some method of user input, but it generally is handled on
as as-needed basis and/or is advisory innature, with the client or user agencies adopting
the County Sheriff's procedures and protocols and seeking relief for their unique or
special needs by working with the agency's management.
Examples: Hennepin County, MN -and -Scott County, MN
PSCA//lance Inc., Copyright, 2005 4 2/24/05
Governance: A Briefing Paper
Option 3b -Managed directly by a separate County agency
In this model, the PSAP reports to and is managed by a County department outside of
the Sheriff's Department, usually astand-alone public safety dispatching function. In this
model, the communications agency reports either directly or indirectly to the County
Administrator, who in turn, is responsible to the elected County Board. This model is
generally managed by and populated with non-sworn civilian personnel.
This model often includes a more open, participatory process to provide and manage
user input, particularly because the County Sheriff, no longer responsible directly for the
function, is now a "client" with a vested interest in maintaining an acceptable mix of
procedures and policy. The user input may also be a function of a broadly reaching
advisory body that also deals with the provision of other services from the County or
from each other.
Example: Anoka County, MN
This model is also found in rural counties with a larger county seat, where the county
seat has sizable police and fire functions, but where the predominance of local fire
and/or police functions are small to medium in size and without individual resources
sufficient to cater to many special needs. In these environments, local field personnel
may also rely to a more limited degree on the presence of a ~~nearby sheriff s unit" to
help in an unusual situation.
Example: Saint Louis County -City of Duluth, MN
There are various options or permutations of these two models that have been tailored for the
unique needs of a given set of jurisdictions. The two options represent the general approaches in
a setting where the county provides the service.
Oution 4 -joint Powers Agreement (7PA
A fourth option for consideration is a joint powers agreement entered into by two or more
communities for the expressed purpose of providing 9-1-1/PSAP services as a new consolidated
joint powers entity. This option relies on applicable statutes and protocol for creating and
formally entering into such an agreement.
It includes a statement of purpose, as well as a description of legal authority and scope.
A joint powers agreement presumes the creation of a new service entity that is owned and
controlled by all jurisdictions subject to the terms and conditions of the agreement. It requires
the vesting of authority for the dispatch entity to hire, manage, train, develop, and terminate all
of its employees, but it does not require a separate personnel system. Successful ventures have
relied upon the personnel administration capabilities of a member jurisdiction for such services.
These agreements will often include language that provides for the joint powers entity to
exercise make-buy decisions for various support functions. Often the result is the assignment of
responsibility to one or more member entities for various operational support functions, such as
personnel services (as noted above), legal services, accounting, procurement, and payroll
administration.
PSCAIIiance Inc., Copyright, 2005 S 2/24/05
~~
Governance: A Briefing Paper
The agreement also requires a means for the entity to exercise ownership or lessee rights, to
PSAP equipment and radio system infrastructure. In addition, the agreement prescribes basic
guidelines for the transition of resources and equipment, if any, to the new entity.
Examples: Northwest Central Dispatch, Arlington Heights, IL (suburban Chicago)
Oution 5 - Emer4encv Communications Service District
A fifth option for consideration is to create a service district to provide regional emergency
communications services. Such a district is created with taxing authority and a governance and
management structure separate from day-to-day city or county management. Legislative action is
required to authorize the creation of a service district.
This approach typically transfers the tax levy for funding the service provided from the local tax
bill to that of the service district, because it is provided the authority to levy taxes to fund its
operation. In cases where such a district is created, there is still a requirement for participating
"client" public safety entities to be afforded some level of operational oversight.
Such a district could also be created in such a way that it allows the special district to handle a
variety of other public safety functions beyond emergency communications including:
• Regional EMS services
• Regional fire services
• Regional law enforcement services
• The bundling of technical public-safety services, like the processing of DUI arrests, booking
of arrestees, transportation of arrestees from police stations to the county jail facility(s)
• Central records management
• Aggregated fire inspection services
• Evidence technician functions
• Information technology support
• IT integration hub
• Homeland security functions
Such a district could utilize non-sworn, but specially trained persons to handle the technical or
support services functions.
In some ways, this option is a hybrid between the "contract for services" and "joint powers"
options noted above, but it has broader authority to operate as an independent authority.
Because it requires more preparation and development work, this approach would take longer to
complete than the other methods and it creates a variety of political challenges at the outset.
When there is interest in utilizing this approach, it is often helpful to begin with this solution in
mind, using another method of governance as a conscious interim governance strategy.
PSCAI/lance Inc., Copyright, 2005 6 2/Z4/OS
~~
Governance: A Briefing Paper
Governance: Concluding Remarks
Emergency communications can be effectively and reliably delivered by pursuing any one of the
governance options noted. Further, there are combinations among the options noted above that
could occur for different subsets of the participating study jurisdictions. Participants might also
consider the LOGIS model.
Our experience has shown that PSAP governance and funding are the two leading considerations
in discussions of joint dispatch/PSAP consolidation and, once resolved, the other elements and
issues can be addressed more directly.
Governance: Next Steps
The Policy Committee is being asked to consider the needs of the respective communities in the
delivery of 9-1-1 call receipt and public safety dispatching and recommend the type of
governance structure they believe is best suited for Dakota County's communities and agencies.
This recommendation will be key to resolving the joint dispatch/PSAP consolidation question.
The Policy Committee will meet to begin its discussion on governance on February 24th, 2005.
The committee will be addressing cost sharing, funding, and other elements for the various
methods of governance over the course of its work before making a recommendation.
Staff will guide the process and facilitate closure.
Prepared by: Russ Sinkler
PSC Alliance Inc.
Phone: 651-322-7711
Email: russ.sinkler@pscalliance.com
PSCA//lance Inc., Copyright, 2005 7 2/24/05
~~
Agenda Information Memo
Mazch 8, 2005 Eagan Special City Council Meeting
VIII. AGRICULTURAL ZONING DISCUSSION
ACTION TO BE CONSIDERED:
To discuss and provide direction to staff relative to agricultural preserves and green space
preservation.
FACTS:
- At a workshop late in 2004, the City Council directed staff to review options
associated with preserving agricultural zoned land. Staff understands there to be
interest in considering additional options as tools for preserving property
associated with the Eagan Core Greenway.
- At that meeting, a reference was made to an Ag Preserve zoning in the City of
Rosemount. Staff has reviewed and attached a copy of that portion of the
Rosemount Zoning Ordinance.
- Additionally, the City Attorney has provided a memo summarizing statutory
information in the same regard.
- Based upon the discussion at Tuesday's meeting and further clarification of the
Council's expectations, it may be appropriate to research or develop additional
information regarding other options for green space preservation, tax base impacts
of the-options or other factors that would clarify the best strategies to accomplish
the Council's purpose relative to green space preservation.
ATTACHMENTS:
City Attorney Memo, pages ~ through
Rosemount Zoning Code - Ag Preserve section, pages through ~_
SEVERSON, SHELDON,
DOUGHERTY & MOLENDA, P.A.
SUITE 600
7300 WEST 147"; STREET
APPLE VALLEY, MINNESOTA 55124-7580
(952)432-3136
TELEFAX NUMBER (952) 432-3780
E-MAIL schaapm@seversonsheldon.com
MEMORANDUM
TO: Mike Ridley, City Planner
FROM: Michael G. Dougherty, City Attorney
DATE: November 8, 2004
RE: Metropolitan Agricultural Preserves Program
Our File No.: 206-4768
In response to your inquiry, this memo addresses the State's Ag Preserve Program. The
Metropolitan Agricultural Preserves Act ("Act") addresses the Minnesota policy of
encouraging the use of certain lands for the production of food and other agricultural
products. Incident to these goals, the Act places limitations on agricultural land use in
exchange for certain benefits designed to encourage landowners to enroll eligible lands
enrolled in the program.
Consistent with its goal of promoting agricultural production, the Act limits activities that
may take place on agricultural land. In particular, the Act limits the use of agricultural
land as follows:
• -Only one residential structure permitted per each forty-acre parcel of agricultural
land;
• Commercial and industrial uses of agricultural land are not permitted, except as
follows:
o Small on-farm commercial or industrial operations normally associated
with and important to farming in the agricultural preserve area;
o Storage use of existing faun buildings that does not disrupt the integrity of
the agricultural preserve; and
o Small commercial use of existing farm buildings for trades not disruptive
to the integrity of the agricultural preserve such as a carpentry shop, small
scale mechanic shop, and similar activities that a farm operator might
conduct.
Under the Act, a landowner enrolling eligible lands as agricultural preserves also signs a
covenant in which he/she agrees to put the property to agricultural use. The City may
wish to incorporate the characteristics of this covenant. Generally, a landowner
covenants that land enrolled in the preserve program will be kept in "agricultural use."
The Act provides that "agricultural use" includes production for sale of livestock, dairy
animals, dairy products, poultry or poultry products, fur-bearing animals, horticulture or
nursery stock, fruit, vegetables, forage, grains, or bees and apiary products. Wetlands,
pasture and woodlands accompanying land in agricultural use under the Act are also
deemed to be in "agricultural use." By including similar language in the "A" zoning
designation, the City may adopt the spirit of the "agricultural use" restrictions.
The Ag Preserve Program is not a limit on the City's regulatory powers in the area of
zoning for preservation or open areas. The City may create a preservation district and
define its attributes and characteristics. Any property owner may then request the
rezoning of their property to such district. If deemed suitable, such district could serve as
an overlay district, in which the owner wishes to place the property for twenty, thirty or
other term of years. Any district created to preserve the natural environment should
conform to the Comp. Plan. As I have mentioned before, if the City is interested in
pursuing a greenway corridor, the Comp. Plan should be modified to layout the vision
and goals of the City.
MGD/MJS
b. Accessory Structure :........................................................ 75 feet
6.2: AGP AGRICULTURAL PRESERVE DISTRICT:
A. Purpose and Intent: This District is expressly.established to allow land owners to
comply with the requirements of the Metropolitan Area Agricultural Preserves Act,
Minnesota Statutes, chapter 473H.
B. Permitted Uses:
1. Agriculture, including accessory and related uses.
2. Commercial Livestock, Forbearing Animals, and Fowl; Dairy Farming; and
Commercial Horse Stables provided;
a. The site shall not be less than twenty (20) acres in size;
b. All structures shall be located a minimum of seventy-five (75) feet from all
residential property lines.
3. Essential Service Facilities.
4. Keeping of Horses, provided:
a. The site shall not be less than five (5) acres in size.
b. All structures shall be located a minimum of seventy-five (75) feet from all
residential property lines.
c. The maximum number of horses shall not exceed one per two (2) acres.
5. Single-Family Detached Dwellings, subject to Section 4.15 of this Ordinance.
C. Accessory Uses:
1. Agricultural Product Stands.
2. Gazebos and Screened Porches.
3. Home Occupations, subject to Section 4.16 of this Ordinance.
4. Private Detached Garages.
42
City of Rosemount
SS
5. Private Outdoor Recreation, customarily associated with a residence.
Swimming pools shall be subject to Section 5-3-1 of the Rosemount City Code.
6. Recreational Vehicle Storage, subject to Section 4.9 of this Ordinance.
7. Roomers, a maximum of two (2) per dwelling unit.
S. Satellite Dishes and Solar Collectors, subject to Section 4.12 of this Ordinance.
D. Conditional Uses:
1. Transmission Facilities greater than one-fourth (3) mile in length.
2. Public Parks, owned and operated by a governmental unit, including recreational
facilities and structures consistent with the public area.
E. Uses Permitted by PUD:
1. None.
F. Minimum Lot Requirements and Setbacks (see Supplemental Yard Regulations):
.........40 acres '
1. Minimum Lot Area:..... ................
2. Minimum Lot Width: ........................................................ 300 feet
3. Minimum Front Yard Setback:
a. Principal Structure :.......................................................... 50 feet
b. Accessory Structure :........................................................ 50 feet
c. Surface Parking, excluding driveways :........................... 50 feet
4. Minimum Side Yard Setback:
a. Principal Structure :.......................................................... 30 feet
b. Accessory Structure :........................................................ 30 feet
c. Surface Parking, excluding driveways :............................. 5 feet
43
City of Rosemount
J ~'
5. Minimum Rear Yard Setback:
a. Principal Structure :.......................................................... 30 feet
b. Accessory Structure :........................................................ 30 feet
c. Surface Parking, excluding driveways :............................. 5 feet
6. Maximum Gross Density:. .......................1 dwelling unit/40 acres
7. Maximum Building Height:
a. Principal Structure :.................................
b. Accessory Structure :...............................
6.3: RR RURAL RESIDENTIAL DISTRICT:
................. 50 feet
................ 75 feet
A. Purpose and Intent: It is the purpose of this District to provide for a large lot rural
residential lifestyle which is separate from and not in conflict with commercial
agricultural activities. Within these districts, public sewer and water systems are not
available and on-site systems shall meet the City=s minimum requirements.
B. Permitted Uses:
1. Commercial Horse Stables, provided:
a. Lot is not less than twenty (20) acres;
b. All structures shall be located a minimum of seventy-five (75) feet from all
residential property lines.
2. Essential Service Facilities except electrical substations and switching
substations.
3. Keeping of Horses, provided:
a. The site shall not be less than five (5) acres in size.
b. All structures shall be located a minimum of seventy-five (75) feet from all
residential property lines.
44
City of Rosemount
S'?
Agenda Information Memo
March 8, 2005 Eagan City Council Workshop
IX. CEDAR GROVE REDEVELOPMENT AREA DISCUSSION
DIRECTION TO BE CONSIDERED:
To receive an update regarding the Cedar Grove Redevelopment Project, including the
status of development plans for the Schafer Richardson-Ryland development group and
the updated communications activities.
FACTS:
• As part of the ongoing communication regarding the Cedar Grove Redevelopment
project, updates have been provided as part of the Administrative Agenda at each
Council meeting. Time is also being set aside on Workshop agendas for the same
purpose.
• Because of the length of this meeting agenda, staff is only providing an updated map
which overlays the concept plan on the current properties and an accomplishments
update.
• Staff and a representative of the development team will be available to respond to
questions at the meeting.
ATTACHMENTS:
• Refined conceptual redevelopment plan overlaid on the current properties
enclosed without page number.
• Project Accomplishments to Date and Timeline on page ~~
Cedar Grove Redevelopment Timeline
Based on 2004 RFP Schedule
Updated March 2005
1. Affirm development goals - Fa112003
2. Prepare/affirm development concept (design standards and uses) -Winter 2004
3. Pre-market development concept -Spring 2004
4. Re-affirm goals and development concept -Spring 2004
5. Develop phasing plan for redevelopment (with Master Developer) - TBD
6. Prepare RFP -Spring 2004
7. Identify target developers -Spring 2004
8. Review/analyze development proposals -Summer 2004
9. Prepare developer analysis -Summer 2004
10. City CounciUEDA review of developer analysis and selection for interviews -
Not applicable because only one proposal was received.
11. Interview and select developer -August 2004
12. Preliminary development phase -Beginning November 2004
1. Approve redevelopment concept plan -January 2005
• Reactivate Communications Plan including neighborhood/business
open houses -January/February 2005
2. Refine development and phasing program -January 2005
3. Define development agreement issues -January 2005
4. Refine financial feasibility - In Progress
5. Affirm marketability-Ongoing
13. Draft final agreement for City Council consideration - In Progress -Goal April
2005
14. Final development phases -Each development phase will require the same steps.
1. Secure financing
2. Secure land use/regulatory approvals
3. Secure land
15. Initiate Construction
Agenda Information Memo
March 8, 2005 Eagan Special City Council Meeting
X. REVIEW 2005-2006 CITY COUNCIL GOALS AND WORK
PROGRAM
ACTIONS TO BE CONSIDERED:
No formal action is required. The following update is provided for the Council's
information.
FACTS:
- Per the request of the Council at the January 20-21 Goals Retreat, an update on
the Council's goals and work directives will be provided at the first workshop of
each month.
- In addition to keeping the Council up to date on the progress being made on each
of the goals and directives, the purpose of the monthly Goals/Work Directives is
also to provide an opportunity for the Council to discuss or inquire about any of
the specific items.
- Also included with the Goals and Work Directive update is a memo from the City
Administrator that highlights that upcoming Council workshop items, most of
which require additional review by City staff and/or advisory commissions before
being brought back to the Council. The fixture workshop items are included for
informational purposes only.
ATTACHMENTS:
- Enclosed on pages ~ through is a status update on the 2005-2006
Council Goals and Work Directives.
- Enclosed on page is a memo from the City Administrator regarding upcoming
Council workshop items.
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City of Evan Memo
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: MARCH 1, 2005
SUBJECT: FUTURE WORK SESSIONS
In addition to the 2005-2006 City Goals and Work Program updates that will appear on Special City
Council workshop agendas in the future, there are items that are being worked on by City staff, per
direction of the City Council, and will be scheduled for work sessions during the next several
months. Those items are as follows, but not in any particular order:
• Wetland replacement plans /late April
• Funding Agreement -Lebanon Hills /April through June
• Update Community Center Policies to be scheduled after preparation by P&R and a review by
the subcommittee
• Presentation by Mark Ulfers, CDA role and housing opportunities /late April
• Tech Task Force realignment /not date specific
• Transportation and 5-year CIP scheduled for the May 10 work session
• Review installation of signs at temporary cul-de-sacs /not time sensitive
• Community-wide survey topics / to be scheduled following a Communications Committee
meeting
• Interview Advisory Commission candidates /April 12 & 14
• Include Advisory Commissions at work session beginning late spring after the appointment
process
• Joint meeting with Historical Society
• State of the County presentation
• Discuss Cascade Bay repayment options /late spring -early summer after pool repairs have
been made
• Park Director interviews /special meetings -late spring
• Temporary signs update
• Presentation by MAC staff regarding New Runway /early spring
Most of these items require additional staff and Advisory Commission work before they are ready
for public policy /direction by the City Council and will be scheduled at the appropriate time in the
near future. This list is no different than the list the City Administrator always maintains, and the
items are tentatively scheduled to fit within the Council's regularly scheduled workshops. The
future workshop items have been noted for informational purposes only.
/s/Thomas L. Hed es
City Administrator
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SPECIAL CITY COUNCIL MEETING
MONDAY
MARCH 14, 2005
5:30 P.M.
EAGAN CITY HALL - EAGAN ROOM
I. ROLL CALL & AGENDA ADOPTION
II. VISITORS TO BE HEARD
III. JOINT MEETING WITH THE APrC /UPDATE 2020 VISION
PLAN
IV. OTHER BUSINESS
V. ADJOURN
City of Ea~au Ncmo
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: CITY ADMII~TISTRATOR HEDGES
DATE: MARCH 11, 2005
SUBJECT: MARCH 14, 2005 SPECIAL COUNCIL MEETING WITH APRC
A Special City Council meeting is scheduled for Monday, March 14 at 5:30 p.m. in Eagan Room
of Eagan City Hall. Given the regularly scheduled APrC meeting that evening, the special
meeting of the City Council and the APrC will be completed by 6:30 p.m. A light dinner
(sandwiches) will be provided for both the Council and APrC members.
The purpose of the Special City Council meeting is to provide the Commission with the
opportunity to update the City Council on the work that has been completed thus far on the 2020
Vision Plan. In short, the meeting is to serve as a check point for the Commission and the City
Council. Additionally, the City's consultant on the Vision 2020 Plan plans to touch on some of
the open space issues that are raised in the Plan.
If time permits, the March 14 joint meeting of the Council and APrC may also be an opportunity
for the Council to mention the discussion that took place at the March 8 Council workshop with
regards to an agricultural preserve classification, given the connection that this issue has to the
2020 Vision Plan.
If you have any questions about the March 14, 2005 Special City Council meeting, please
contact the City Administrator.
/s/ Thomas L. Hed es
City Administrator