10/30/2007 - City Council SpecialSPECIAL CITY COUNCIL MEF,TING
TUESDAY
OCTOBER 30, 2007
5:30 P.M.
EAGAN ROOM-EAGAN MUNICIPAL CENTER
AGENDA
I. ROLL CALL AND ADOPTION OF THE AGENDA
P t II. REVIEW CEDAR GROVE MASTER PLAN PROPOSAL
P.I~ III. 2008 BUDGET CONSIDERATION:
• EAGAN CONVENTION AND VISITORS BUREAU BUDGET
P.I°~ IV. REVIEW CITY OF EAGAN PANDEMIC PLAN
G~V. FINANCE COMMITTEE RECOMMENDATION RE: FUNDING
FOR FIRE APPARATUS AND UPDATE ON FIRE STATION
STUDY
VI. OTHER BUSINESS
VII. VISITORS TO BE HEARD
VIII. ADJOURNMENT
Agenda Information Memo
Eagan City Council Workshop Meeting
October 30, 2007
II. CEDAR GROVE MASTERPLAN PROPOSAL
DIRECTION TO BE CONSIDERED:
To provide direction to the developer and staff regarding Doran Pratt's proposed Cedar Grove Masterplan
and next steps for the implementation of a Phase I of the Core Area Redevelopment.
FACTS:
- The Cedar Grove Redevelopment District has been among the City's priorities for a number of
years. The City has made substantial progress toward the redevelopment of the area through
property acquisitions, road and stormwater improvements, business relocations, environmental
reviews and development projects around the perimeter of the core area. In July, the City
selected Doran-Pratt as a new development partner and asked them to work with staff to prepare a
master plan for the redevelopment of the core area for consideration by the City Council.
- Doran-Pratt has submitted a preliminary concept master plan that addresses the City's goals and
priorities for the area in a way that they indicate will be market supportab]e and achievable in the
near and long term. They intend to make a fifteen minute presentation of their proposal (a copy
of the presentation outline is included in the attachments) and potential options to preserve
opportunities for additional density if the market supports it in the future. They will also be
overviewing a number of options related to park location and pedestrian spaces (two possible
park locations are illustrated in the attachments). As part of the presentation, Doran-Pratt will be
introducing representatives of Duke Development as their proposed partners for the office portion
of the development.
- In addition to the presentation at Tuesday's meeting, Dorarr-Pratt is inviting the Council to visit
their Silver Lake Village project for a guided tour of some of the housing products similar to
those they are proposing for Cedar Grave. If the Council would like to take this tour, it would be
appropriate to provide that direction at Tuesday's meeting as well and the City Administrator's
office can schedule a date and arrange for transportation to St. Anthony for that purpose.
- Following the presentation and the Council's discussion with the developer, staff would request
that the Council give the following direction:
o Is the proposed concept plan consistent with the City's expectations, goals and vision?
o What issues should be addressed and what options should be included as the developer
prepares the next level of detail in the master plan?
o Does the Council concur with developer's proposed preliminary site(s) for Phase I
development?
- Following the Council meeting on Tuesday, the next steps for the project are expected to be the
following. Some will occur in parallel, but general time frames are indicated for information
purposes.
o Preparation of an updated master plan incorporating direction from Council -November
Agenda Information Memo Continued
Eagan City Council Workshop Meeting
October 30, 2007
o Clarification of Phase I development plans -November
o Clarification of park and public open space plans with APrC -November and Ongoing
o Overview of master plan with APC -November
o Community information meeting/open house to receive additional input regarding plans -
TBD
o Negotiation of Master Developer Development Agreement -November-January
o Submittal of Phase I development applications -Winter of 2008
o APC, APrC and City Council consideration of applications -Winter of 2008
o Approval of development applications and development agreements -Spring of 2008
o Initiation of construction of Phase I -Middle of 2008
- Other simultaneous activities
o Acquisition of remaining development parcels -Winter of 2008
o Relocation of affected businesses -Timed as necessary for preparation of relocation
sites.
o Financial analysis of development pro formas -Current and Ongoing
o Negotiations regarding upgrades/expansion with Jensen's and Cedarvale Lanes -
November-January
o Negotiations regarding potential relocations with Mediterranean Cruise Cafe, Oak Trust
Credit Union and Sherwin Williams -November-January
o Phased demolition of buildings as they are vacated -Current and Ongoing
o Site preparation -Spring of 2008 and Ongoing
ATTACHMENTS:
- Preliminary presentation outline on page .~
- Color copies of proposed development plans enclosed without page number.
- Eagan staff memo on pages through ~~
- Duke background information enclosed without page number.
a
Cedar Grove Redevelopment Plan
Eagan City Council Workshop Presentation Outline
Doran-Pratt Development
October 30, 2007
I. Introductions
a. Re-introduce the Developer's Project Team
b. Introduce the Duke Realty Team
c. Introduce Duke Realty Office Development Capabilities and Experience
II. Concept Plan Review (Power Point)
a. RFP Land Ilse Plan
b. Current Concept-Level Site Plan
i. Review Plan Alignment with Redevelopment Goals and Objectives
1. Market Supportable Mixed Use
2. New Urbanist Design Expectations
~. Protect Existing Residential Areas and Businesses
` 4. Improve Traffic Access and G~irculation
5. Meet Affordable Housing Requirements
6. Provide Broadband Communications Technology
7. Incorporate Green Building Technology
8. Revitalize Gateway to the Community
ii. Commercial Area Overview
1. Existing Uses to Remain
2. Proposed Uses
3. Office and Hotel Opportunities
4. Future Opportunities for Additional Density
iii. Housing Components
1. Mid-Rise Attached Housing
2. Cottage Home Single-Family Housing
3. Attached Senior Housing
iv. Park and Public Realm
1. Park Options
2. Park Use and Character
3. Public Street Open Space Character
4. Pedestrian Connections and Amenities
v. Preliminary Development Costs
III. Question and Answer /Discussion
~~ City of Evan demo
TO: KELLY DORAN AND LEN PRATT
FROM: JON HOHENSTEIN, COMMUNITY DEVELOPMENT DIRECTOR
DATE: OCTOBER 21, 2007
SUBJECT: KEY POINTS FOR CITY COUNCIL PRESENTATION
As we have discussed over the past several weeks, one of the key parts of the
presentation of the preliminary Cedar Grove Masterplan to the City Council will be
to go through the specific points outlined in the City vision for the area and to have
the developers explain how the Plan addresses each point:
• How the development plan matches the goal,
How the development plan meets the goal in a better way than previous
plans or expectations, or
If the development plan doesn't match or meet the goal, why doesn't it?
The following is meant to be an outline that primes the pump for you to use as you
prepare that part of the presentation. It starts with the explicit goals in the RFP,
expanded to include the additional goals called out during the interview process.
RFP Goals:
Revitalize Cedar Grove Area as a Gateway/Landmark of the Community -
This is very subjective and your chance to lay out how it will be more than
just another commercial area with adjacent residential and how it will
catch the attention of people within the community and approaching the
community through the Cedar Avenue/Hwy 13 interchange area.
• Unique Architectural Approach -The City's Vision has been that the
architecture, finishes and layout will be timeless and not just the Eagan
iteration of other new urban developments -The developers propose to
use their experience in a variety of retail and residential development
projects and their exposure to new urban and juried design programs to
bring forward design elements and material combinations that meet this
goal.
• Visibility from Cedar Avenue - The City's Vision included the
development of a tall structure (85' of higher) at the west end of the
project to be visible from both the north and southbound approaches on
Cedar Avenue -The Plan proposes to use the Cedar Grove Transit
Station to create connection with Cedar Avenue and Hwy 13 traffic. The
Plan also recognizes the importance of creating a strong visual
connection between Hwy 13 and the development and stresses the
appearance of that approach to the project.
• Encourage a Mixture of Market-Supportable Land Uses Compatible with
One Another and with the Surrounding Area -This is still subjective, but
begins to get into the specifics of how existing businesses will be
integrated into the area, how the development will capitalize on other
existing businesses that remain or have already relocated in the area and
how the development will attract new businesses and bring about the
development of new uses that will effectively support the existing,
relocated and new development in the area.
• Incorporate New Urban Development Expectations by Incorporating a
Pedestrian Focus, Transit Opportunities, Mixed Residential and
Commercial Uses, Uniform and Cohesive Design Elements, Structured
Parking and Public Green/Open Space.
• Pedestrian Oriented Development -The City's Vision has been for a
higher density, mixed use neighborhood with sidewalks, streetscapes,
public gathering spaces, etc. that will be attractive for walking and scaled
to make walking a convenient alternative to driving for at least some trips
-The plan matches vision.
• Transit Oriented Development -The City's Vision has been for a mixture
and concentration of higher density residential uses in close proximity to
the transit station -The Plan matches the vision and adds a business
park/employment aspect to draw transit users to site.
• Mixed Use -The City's Vision has been for the development to include
elements of Vertical Mixed Use -The Plan has a number of vertical
elements, but relies on Horizontal Mixed Use with varying residential
densities to create the proximities and pedestrian vitality that mixed use
projects work to achieve. In this way, the middle portion of the
development is more similar to Grand Avenue with a mix of higher and
lower densities along the main pedestrian thoroughfare.
• Vertical Structures to Reinforce Streetscapes and Create Development
Density -The Plan incorporates vertical architecture throughout. The
developers recognize the zoning district's height minimum of 24' and,
while some buildings are being proposed to be one-story, vertical
elements will be incorporated in a variety of ways, as in Silver Lake
Village, Tamarack Village and their other projects -stress quality and mix
of finish materials, etc.
® Uniform and Cohesive Development -The City's Vision has been to rely
on its design guidelines and the experience and creativity of the
developer to create a design scheme that has complementary and
attractive elements of uniformly high qualify. The intention has been not
to create a development in which all buildings look the same, but to
encourage development in which buildings and streetscapes blend well
and present a strong visual attraction, executed with durable, high quality
materials. The developers propose to develop a design scheme for the
area that takes advantage of the best of prior developments and new
ideas to meet this expectation.
• Market Supportable Development -The City's Vision is for a mix of
market supportable, higher density uses in close proximity -The Plan
matches the vision and focuses on what is market supportable in the
near term, with ability to adapt to market as project phases from east to
west. -How to preserve opportunities for more intense development in
the future?
• Mixture of Higher Density Residential Components -The City's Vision
has been for a combination of medium and high-density residential
products to meet life cycle housing needs for current and new residents
of the City. Previous plans anticipated a substantial number of
condominiums in the housing mix -The Plan proposes a combination of
owner occupied and rental housing products for a range of residents, but
initially focuses in the areas of market rental, empty nester owner
occupied, work force housing (in cooperation with the Dakota County
CDA) and senior housing of several kinds. The developer will work with
the City to preserve the ability to incorporate a condominium element in
the future or to position some of the rental units for planned conversion to
owner occupancy when it becomes market supportable.
• Grocery Anchored Retail -The Gity's Vision has been for a mix of
destination, neighborhood and specialty retail, anchored by a small to
medium sized grocer (Vancouver model) -The Plan proposes to take
advantage of a decentralized mixture of new and existing nearby stores
that fill different grocery niches -Minsk Market and Asian Market, Drug
Store (dairy, dry goods and sundries), Convenience Store at Silver
Bell/Shoppes at Cedar Grove -and augment as possible -bakery, deli,
etc.
® Sustainability -The City's Vision is to develop a neighborhood that will
not age quickly through focus on market supportability, timeless
materials and quality design -The developers propose to work closely
with the City to define design elements that will achieve this goal.
• Structured Parking and Shared Parking -The City's Vision has been to
support higher densities of retail and commercial development in
walkable proximities through the use of structured and shared parking
that would reduce the number and size of surface parking areas and
make more uses walkable from parking areas -The Plan is designed
with predominantly independent use, surface parking fields. Some
shared parking is planned in the new retail development areas, near the
proposed drug store. The developer believes that the scale and the
nature of the proposed development do not create the need for
structured parking.
• Public Green Space -The City's Vision calls for a site layout and design
approach that Integrates public parks and open space with green
elements incorporated into streetscapes and shared spaces -The Plan
matches the vision.
Protect Long-Term Vitality of Residential Areas Adjacent to Commercial
Areas and Consider the Needs of Existing Businesses in Redevelopment
or Relocation Efforts -The development is laid out in a way that places
the most intense new activities in the core area itself and at the Hwy 13
side of the development. It also offers a mixture of residential uses that
will build on the combination of single family and multi-family, owner
occupied and rental housing already in the area. The development is also
being designed to work with and around Jensen's and Cedarvale Lanes
and to offer relocation opportunities to Mediterranean Cruise Cafe and,
possibly, Oak Trust Credit Union.
Improve Traffic Access and Circulation To and Through the Area -
Building on the Hwy 13/Silver Bell intersection improvements that have
already been done, the plan proposes to redesign and reconstruct Old
Sibley Memorial Hwy as Cedar Grove Boulevard and use it as the dividing
line between the residential and retail mixed use on the south side and the
office and hospitality uses on the north side. While Cedar Grove
Boulevard and Cedar Grove Parkway will have sidewalks, trails and other
pedestrian elements, the residential and retail portion will be served by a
new central street that will be more urban and pedestrian focused, as
discussed in the pedestrian orientation section above.
20% Affordable Housing Requirement -This element has not been fully
defined yet, but discussions are occurring between the developer, the City
and the CDA about how and where to incorporate the CDA's Workforce
Rental Townhomes, mixed income rental housing, owner occupied
affordable housing and the developer, CDA and City are exploring the
potential for a Regenerative Housing Program in which empty nesters or
seniors in the area, particularly in the surrounding Cedar Grove
neighborhood, would be able to link the sale of their existing home, which
would likely meet the needs of young families, to their purchase of one of
the shared maintenance housing options proposed for Cedar Grove, in a
way that would be affordable for both the seller of the existing home and
the new buyer.
True High-Speed Broadband Service throughout Redevelopment -This
goal has not been discussed at length to date but would be one of the
issues to be addressed in future detailed design and marketing plans,
once the masterplan is approved.
Green Building and Low Impact Development Designs within the
Development - As with Broadband, the need to address LID design
strategies and to incorporate green building techniques at various levels
will need to be addressed in more detailed designs as the project moves
forward.
Presentation Site Plans
In addition to the content of the oral presentation, we have discussed several points
about the site plan(s) to be presented to the Council.
• Because the Lennar/Nicols Ridge properly transfer has not been completed,
we should not include that area on the site plans that depict the proposed
development at this time. Even though that is a strong candidate site for the
workforce rental townhomes, we cannot offer that as an alternative until we
know that the property will revert to the City.
• Re-label the four story rental housing on the west end from "work force" to
some other term. While the development may still work to have that building
be among the mixed value/affordable housing opportunities in the new
neighborhood, the CDA uses the label to refer to a particular townhouse
rental product and a second use of the term confuses the discussions of
how the development will meet the overall affordability goals.
• We would propose to present plans with the two park locations that have
been presented so far. While the Parks staff has expressed a preference for
the more central location from a residential use perspective, we believe that
the Council should provide their input and direction on the potential locations
that have been considered, since past plans have shown a closer
relationship between the retail and the public open space components.
This memo may be revised and refined as we discuss the elements in it in
preparation for the October 30 presentation, but it had been promised in advance of
our meeting on the 23`d and is provided to guide our discussion at that time.
s
~--,
~ ' City of Evan memo
TO: I{ELLY DORAN AND LEN PRATT
FRONT: JON HOHENSTEIN, COMMUNITY DEVELOPMENT DIRECTOR
DATE: OCTOBER 21, 2007
SUBJECT: CITY COUNCIL PRELIMINARY COMMENTS ON CONCEPT PLAN
In preparation for the October 30 Council workshop meeting, I sent a copy of the
draft plan out to the Council as part of its weekly informative memo and asked that
they provide any initial comments that you should anticipate in preparing your
presentation. So far, the general comments have been supportive of the general
layout and scheme of uses. Individual Councilmembers offered the following
specific comments:
• What is the reason for someone outside the neighborhood to go down
there? What are the destination uses? The wow features? We want it to be
both a sustainable neighborhood and a destination for the city and the
broader area.
• The amount of retail shown is at the very low end of what the City would
expect for this type of a project. Since at least two and possibly four of the
existing established businesses are expected to stay in the core area, the
new retail development would be the drug store, two pad sites and a small
strip center. If Mediterranean Cruise and Oak Trust relocate, the plan only
shows 26,500 s.f. of new other than the drug store. It would appear that the
surrounding residential neighborhood and the new residential development
in the area would support more than that by itself and the existing and
planned employment in the area and larger community could support even
more.
• There is a strong expectation for at least some retail on west end, both to be
within closer walking distance of the housing in that location and to serve
transit users, both walkers and drivers. Councilmembers are familiar with
the Pilot Knob-Yankee Doodle Transit station with retail in central Eagan and
with the Southwest Station in Eden Prairie. They know that some park and
ride users will access the station from the south by Nicols Road and would
benefit by the convenience of some retail at that end of the site as well.
• The project needs to include or anticipate structured parking. How can the
area add more development density over time?
• The project needs to incorporate Low Impact Development (LID) generally
and LEED building standards where possible. Low impact should not mean
5
low intensity, because the neighborhood is expected to be more dense than
is typical in Eagan, but it should integrate pervious surfaces, rain gardens
and other strategies to be a model for how the City can still develop at
densities that fit redevelopment and in-fill situations. The area also offers
opportunities for green building elements at varying levels, even if not every
structure or product type can be fully LEED certified.
® Where is the visitor parking for cottage homes? Is there enough parking on
street and in the alley-driveway areas to serve residents and visitors?
Those are the comments received to date. I'll let you know if we get more leading
up to the 30th.
~~
EHLERS
& ASSOCIATES INC
® To: Cedar Grove Redevelopment Team
~q„ From: Rebecca Kurtz, Ehlers & Associates
W Date: September 17, 2007
Subject: Project Status iTpdate
The following is a summary of the comments and discussion regarding the Concept Plan for the Village at
Cedar Grove. As part of the discussion, Doran/Pratt expressed their hopes to start construction in 2008. The
hopes are that the first phase of construction would include the following components: retail; apartment;
infrastructure and parks; 20 townhomes; 100-200 units of senior housing; and the first phase of office
development on the west side (60,000 - 75,000 SF).
Mixed use
• The use of horizontal instead of vertical mixed use reduces the convenience of the retail to the
residential component of the development. The horizontal design results in less integration of uses.
This has some advantages as well as disadvantages. One of the disadvantages is that this type of
approach is less walkable because the uses are more segregated. The CDA is very familiar with
challenges of vertical mixed uses. CDA has developed two such projects. Vertical mixed use is more
expensive and there are many retailers who won't consider the concept. However it can create very
attractive commercial space and several of our tenants are quite happy with their environments.
Generally speaking vertical mixed use requires a public subsidy to become financially feasible.
• General responses were that there is a good feel with the layout and the mix of uses.
Retail and Commercial .
• Retail is less intense than the City's vision and generally single level, neighborhoad retail in nature.
• Doran/Pratt is still working out how they might he able to work with Cedarvale lanes to change the
seasonal volleyball into afour-season outdoor activity area and where that might be located.
• Doran/Pratt made a case for horizontal mixed use as more marketable, achievable and sustainable than
vertical; however, the City is wondering is there are some opportunities to implement some verticality
in the retail core?
• Doran/Pratt doesn't see the strong reason for some neighborhood retail on the west end by the transit
station, but the City does; it may be the kind of thing that we build a contingency into the masterplan to
consider that when we get to that phase.
Mainstreet ]Feature
• Strong connection from east side to focal point at middle of the site.
• Seems to reflect streetscape expectations, with a few exceptions where the buildings move away from
the central sidewalks.
• Appears walkable and diverse.
Rousing Mix
• We discussed achieving affordability by various mechanisms, including new construction and moving
empty-nesters from affordable homes into new townhomes, etc.; therefore making affordable homes
available in the community. In addition, there may be opportunities to market the existing affordable
housilig in the greater Cedar Grove area with assistance programs, such as first time buyers or
developing aloes- to no interest down payment program or by providing funds for improvements.
• Doran/Pratt said the market rate apartments would be designed for future conversion to owner-
occupied housing.
• Doran/Pratt has more specific ideas about what to do with the various multifamily uses than previous
options presented to the City, which is good. They have tentatively ID'd a site on the west end of the
property by the transit station for the CDA workforce rental property. It's a hike from the retail node,
but not an unattractive hike.
• The City is concerned whether the grouping of one and two story cottage homes gets the density that is
needed from a vision standpoint and financial one, but Doran/Pratt believes it to be market supportable,
and they do have 12 units/acre, so it may be more like a blend of Grand Avenue and arow-home
neighborhood.
• The CDA is recommending owner-occupied affordability as part of the mixture of ways to meet
affordable housing needs.
• The CDA felt very positively about the component of the agreement (with Schafer Richardson, Section
3.13) relating to affordable housing. From CDA's perspective it would be a very good starting and
possibly ending point in these new discussions. The agreement:
o Had the EDA sell land directly to the CDA to develop a workforce family townhome housing
development.
o established affordable housing benchmarks far other housing types in the mix
• Density. The CDA stated that the workforce housing density is far too high. CDA calculates a
proposed density of 108 units per acre for workforce/senior housing on the west end of the site. The
previous agreement called fora 30-40 unit town home development. These developments usually
consist of a mix of 2 and 3 bedroom units. Since this development would be primarily financed by the
9% Housing Tax Credit, a density of no more than 14 units is permitted. This is governed by a
document called the Qualified Allocation Plan or QAP. CDA has done two family workforce
developments that approach this level of density. One is located in Apple Valley (13 units an acre) and
is part of a TOD and the other is in Burnsville (11 units an acre) and is part of the HOC. Both projects
are working very well in terms of occupancy and livability.
• Regardless of tax credit requirements, CDA has concerns about this level of density, particularly in the
areas of parking and sufficient green space. From the standpoint of workforce housing for families, this
level of density would not be ideal for children. Typically CDA's workforce family developments meet
city standards for parking which are usually around 2.5 to 1.
• CDA has experience with the financing of apartments in new urbanism areas of Burnsville, Apple
Valley and Mendota Heights. The Grande Market Place apartments in the Burnsville HOC are at 29
units per acre: the Haralson (which is a four story building over underground parking) in the Legacy
area of Apple Valley is at 49 units per acre, but are all one bedroom units; the Village Commons in
Mendota Heights is 22 units per acre and is a mix of one and two bedroom senior units; and Main
Street Manor, a senior building in downtown Lakeville, was built by the CDA at 46 units an acre and
includes 8,000 square feet of commercial space. Based on their experience, 50 unit/acre density is a
mare realistic target for new urbanist, livable multifamily communities, which should consist of
predominately one and two bedroom units.
• General Occupancy Apartments. The two four story apartments located near the park appear to
provide an opportunity to finance the mixed income development contemplated in the past agreement.
The location near the park and retail is ideal.
• Not knowing how long it is anticipated that the development of the apartments will take, and given the
number of units proposed, CDA has some concern about the market absorption of this number of rental
units. The apartment market is still soft with vacancy rates at or near equilibrium (5%). Contacts with
area apartment developers indicate that rent increases have been slow to be accepted in the market. As
a result of these market dynamics, CDA has observed the construction of only one new general
occupancy apartment development in the county over the past year. CDA recommends that Maxfield
Research or a similar firm be employed to assess the capacity of the Eagan market to absorb this
number of additional units.
• Affordable, Owner Occupied Housing. It is unclear where the opportunity for affordable home
ownership would occur on the site. CDA sees there are 104 one and two story cottage homes
~~,
identified. I have seen cottage homes that are both rental and homeownership. Therefore, it is not clear
on the tenure type that is planned for this portion of the project. The prior agreement called for 97 flats
to be developed at a cost below the Met Council affordable homes definition of $193,700. It also
referenced 30 flats to be sold to folks below 80% of AMI. The proposed plan does not appear to
provide the same level of affordable homeownership opportunity as contemplated in the attached
previous agreement.
• Senior housing. The new plan has a couple of buildings that are designated for senior housing. It
would be desirable to work with the developers to assess the possibility of including an affordable
component within these projects. CDA has had success in several Dakota County cities (including
Commons on Marice in Eagan) with incorporating an affordable housing component within a market
rate senior housing development.
• We will need to work more with CDA and DP on the total affordable percentage in the area, but they
are familiar with the requirements for LIHTCs and they know other people who know even more.
• There is a potential concern if the "clustering" of low- to moderate income housing is too great. It will
be important to create a mixed value neighborhood throughout the area rather than a number of clusters
of higher and lower values.
• CDA likes the approach with having townhomes south of the main redevelopment (Lennaz property).
Doran/Pratt expressed potential concerns with tying into private streets.
Office Park
• Staff indicated that the proposed office park layout was pretty standard, suburban, with surface
parking; but, Doran/Pratt aze thinking of a focal green area and pedestrian connections in a walkable
proximity to the park feature.
Hotel
• Doran/Pratt thinks there may be some interest, but only for limited service and not the full service the
City hopes for. The timing for hotel development is unknown at this time.
Structured Parking
• To date, Doran/Pratt doesn't see a need for structured parking anywhere in the project because they
don't see the demand for that level of intensity of development. The City doesn't think that we should
foreclose the need for and opportunity to do it. While it may be development driven on the office
portion and the site could be revised over time to add structures, we may want to push the issue harder
elsewhere on the site as in the hotel area and the retail area. We may want to pursue a strategy in which
we say that one of the things the City expects to do with TIF is build a parking ramp; now, where does
it make the most sense to put it. nr we may want to suggest an amortizable use for excess ramp
capacity until other commercial demand requires additional parking. Maybe we could suggest that we
could offset the initial costs of a ramp by creating an interim use for an airport park and ride, with
flexible space for the hotel to do aggressive park and fly in the near term. Maybe we partially resolve
the bowling alley parking issue by allowing them to keep their lot where it is now and building the
public ramp above it for use by other businesses in the retail area.
• CDA was surprised that there was no apparent structured parking with the proposal. Clearly structured
parking is expensive to build and maintain. However, it usually needed to accommodate the higher
densities associated with new urbanism redevelopment. Of course it does not always have to mean a
stand alone parking ramp. In Mendota Heights they have placed public underground parking below a
commercial building. This option appears to be working reasonably well. Given that the amount of
commercial space is fairly modest, this option might be worth consideration.
Transit Station /Transit Orientated Development (TOD)
• The plan contemplates high density multifamily housing near the transit stop and this is a plus. It is
also an advantage to have affordable housing planned near the transit hub. This improves the odds that
families will be able to use transit to reduce their need for multiple vehicles. However, the plan could
13
go further by considering retail that is closer in proximity to the transit center. The current plan does
not appear to consider the full range of TOD development options.
• The potential for retail near the transit or vertical mixed use on the west end to serve transit riders was
discussed. Doran/Pratt said the site is remote from major access points, so it may not work for retailers.
However, there is the possibility that space could be created inside the transit facility for contracts that
would allow retail with minimal hours (i.e., coffee kiosk that is open only in morning, etc.)
• Federal funding affects the level of development. Currently the City is waiting for MnDOT to release
the property from ROW. If the property is all public use, the process of transferring the property from
MnDOT is simpler than if the use is for private activity.
Infrastructure
• The City has spent $1 million in streetscaping improvements in this area. The preliminary plan
appears to continue with such features, but the City is concerned about maintaining the existing
features, especially at the northeast corner of Nicols Road & Cedar Grove Parkway and the northwest
corner of Rahn Road & Cedar Grove Parkway.
• The only new water features shown at this point are a pond near the transit station and within the park.
I assume the park features would be potable and not storm water. This being the case, it appears that
we need to provide more ideas about drainage infiltration features. There does not appear to be much
room for any additional storm water or infiltration features outside of the park and around the hotel.
• Staff will double check water and sanitary sewer availability based upon proposed
residentiaUcommerciaUoffice use.
• The City said there may be a need to create additional detention and retention facilities and Low
Impact Design features. Pervious pavements were discussed, but it was agreed that they have issues
with Minnesota's freeze/thaw weather.
Circulation
• The current, basic layout of Cedar Grove Parkway and the renamed Cedar Grove Boulevard is
necessary for circulation through and around the area, which has been the general direction the City
has given in the past anyway.
• City likes the use of the existing main east-west street right-of--ways (Cedarvale/Cedar Grove (a good
suggestion) Boulevard and Cedar Grove Parkway). It is important for traffic flow and reduced utility
costs, especially not needing to relocate a 300 psi Xcel gas line.
• City likes the grid street network far spreading the traffic around and for pedestrian accessibility.
• City likes the roundabout idea, but need to address the grade/elevation difference between Cedar Grove
Boulevard and Cedar Grove Parkway at this location and the potential street grades coming into the
roundabout. Similar grade concerns exist for the cottage homes nearest Cedar Grove Parkway.
• Sight lines for turning movements and through traffic may be tough with restaurant location so close to
the Gold Trarl and Cedar Grove Parkway intersection.
• Walkable! Yeah!
• The possibility of downsizing the road and ROW for Cedar Grove Parkway was discussed.
• The potential for parking on Cedar Grove Blvd. was discussed, and the City said it is possibly with
parking bays, but it most likely would be limited. The City reminded us that Cedar Grove Blvd. has
been identified as a main connector from east to west.
• Doran/Pratt asked about the passibility for overnight, on-street parking (Eagan currently permits
overnight, on-street parking). A potential Street Maintenance Agreement was discussed where the City
may maintain the street and Doran/Pratt maintains the ROW, parking, etc.
Parks
• It was noted that the Park Commission will provide input at some fuhire date.
• The value of parks and open space in creating a focal activity space for the neighborhood is
understood, and the developer has located it in the middle, making it walkable from all directions.
ly-
• The City likes the amount of space allocated far parks.
• The possibility of moving the park closer to the senior housing was discussed and it is possible that it
can be relocated to the west of the central roundabout.
• The Parks Commission will have input on the amenities and the ability to have multi-use space in the
park(s).
• A tot lot(s) may need to be added to the redevelopment.
• The City has concerns with the performance space. Doran/Pratt summarized how this has been
successful in some of their other projects when private groups have taken the responsibility far
programs.
• City expressed an interest in having seniors involved in planning the activities. Doran/Pratt discussed
the potential for "social memberships" for non-residents that may want to participate in activities at the
senior complex, etc.
• The City stated that Woodhaven Park is also designated to serve the redevelopment area.
General Land Use
• The City likes the grid pattern and urban lay-out
• City believes we need to make sure the Plans balance the Gateway on the east end with the urban feel.
However, Doran/Pratt believes the focal point is Highway 13 -not the entrance.
• The redevelopment will create visual interest with possibly 1 '/Z to 2 story buildings. However, the City
thought about having higher elevations.
• City was expecting more density in the redevelopment; however at this time, the market may not be
there far higher density. It is recognized that we need to balance density with low impact development.
• The City expressed an interest in a future discussion about patential ways to preserve the ability to
create greater density at same point in the future, when the market would support it.
Miscellaneous Items
• The opportunities at Cedarvale Lanes were discussed, including having an activity area close to the
retail for summer volleyball and space for other seasonal activities. However, there are some concerns
that Cedarvale Bowl may not be financially able to enhance the building and site, and any
improvements would need a public subsidy. In addition, parking for the business continues to be a
concern.
• Staff stressed the importance of finding ways to create flexibility for changes in the market in the
future to support additional intensity and not foreclose the ability to do that. What are the bridging
strategies that could permit greater retail intensity, greater office intensity, structured parking, etc?
• Staff stressed the importance of the developer addressing the priorities and expectations the City has
had for the redevelopment in the past and how the development meets the expectations and, in the
cases in which certain expectations will not be met exactly as they had been envisioned in the past,
how will the development serve the same purposes differently or better than in previous visions.
IS'
Agenda Information Memo
October 30, 2007, Special Eagan City Council Meeting
I11. 2008 BUDGET CONSIDERATION
Eagan Convention and Visitors Bureau
ACTION TO BE CONSIDERED:
To provide direction, if any, to staff regarding the 2007 Eagan Convention
and Visitors Bureau budget and to direct that it be placed on a future
regular City Council meeting consent agenda for formal ratification.
FACTS:
• The ECVB's 2008 budget process began in June of 2007, and has been
reviewed by City Liaison Tom Garrison and spearheaded by the ECVB
Finance Committee including City of Eagan Chief Financial Officer, Tom
Pepper.
• The budget was reviewed and approved by the Bureau's Board of
Directors during their Sept. 27 Board meeting. City Councilmember Peggy
Carlson (a City-designated board member) was present for the board
approval.
• Section 3.2 of the Operating Agreement with the City of Eagan requires
the ECVB to submit its work plan and line operating budget to the City
Council for its "review and approval."
• The overall budget reflects approximately a 7% increase over 2007.
• A significant portion of the Bureau's 2008 marketing strategies and tactics
will be utilized to support and promote its new Web site designed to
promote Eagan and its amenities to the ever-increasing market of
travelers planning their meetings, special events and vacations online.
• A record number of dollars will be devoted to advertising and promotional
initiatives - a vacation guide(in both print and electronic version)
highlighting Eagan area hotels, restaurants and attractions is one of the
major initiatives the Bureau will be spearheading in 2008.
• The budget reflects a new marketing coordinator position responsible for
web development & updating, and marketing campaign management
duties including media buys, ad placement, etc.
• The Bureau will also promote Eagan to the many visitors and media
representatives travelling to the Twin Cities for the 2008 Republican
National Convention.
• The Bureau will once again assist the Civic Arena with its promotion of the
2008 Home & Leisure Show.
• Communications Director Garrison, ECVB Board Chair Anne Zwach and
ECVB Executive Director Brent Cory will make a very brief presentation
and be available to answer any questions.
ATTACHMENTS:
• Enclosed on pagesl~ are the summary and detail of the ECVB budget.
~P
Eagan Convention & Visitors Bureau
Proposed 2008 Budget
2005 2006 2007 2008
Actual Actual Budget Budget
INCOME
Lodging tax $ 728,848 $ 775,238 $ 745,000 $ 800,000
Other 29,671 24,802 23,500 23,500
Total Income
EXPENSES
Personnel
Other
Office
Marketing
Travel & Entertainment
Total Expenses
Net income
758,519 800,040 768,500 823,500
161,286 174,787 273,500 252,000
148, 814 147, 819 133, 750 135, 500
8, 571 10,388 13,000 16,000
336,841 389,199 325,750 394,000
- 8,563 22,500 26,000
655,512 730,756 768,500 823,500
$ 103,007 $ 69,284 $
- $ -
~~
Eagan Convention & Visitors Bureau
Proposed 2008 Budget
2005 2006 2007 2008
Actual Actual Budget Budget
INCOME
Tax Income $ 728,848 $ 775,238 $ 745,000 800,000
Interest Income 2,406 4,077 2,500 3,000
Events Income 1,798 0
Merch. Sales 274 0
Investment Income 3,512 16,853 10,500 12,500
Explore MN Tourism Coop 11,000 3,872 8,000 8,000
Other Income (Coupon Book/Web Site) 4,687 2,500 0
Unrealized Loss (Gain) 6,444
Membership Dues (450)
Totallncome 758,519 800,040 768,500 823,500
EXPENSES
Personnel Expenses
Salaries 142,496 155,916 223,000 180,000
Salary (Proposed Mktg, Position) 35,000
Health Insurance 2,267 4,303 14,000 15,000
Payroll Expenses 12,175 12,378 27,500 15,000
SIMPLE Matching Funds 4,348 2,190 9,000 7,000
Subtotal 161,286 174,787 273,500 252,000
Other Expenses
Accounting 12,026 13,208 11,500 10,000
Annual Meeting w/Annual Report 726 - 2,500 5,500
Auto Expenses 4,926 3,728 5,000 4,500
Consulting Fees 59,453 17,641 - 0
Contract Labor 23,105 40,000 33,000
Depreciation 10,279 9,260 5,500 8,000
Donations 750 4,568 2,000 2,000
Dues/Subscriptions 6,044 15,811 5,000 5,000
Education/Training 951 5,112 10,000 10,000
Equipment lease 3,592 3,266 1,750 2,500
Equipment Maintenance 3,491 8,142 7,500 7,500
Finance Charges 205 699 - 0
Insurance 4,493 4,071 6,500 5,000
Legal Fees 1,140 645 3,000 2,000
Meetings 3,821 4,047 1,500 2,500
Rent 26,266 26,840 27,000 30,000
Telephone 10,651 7,676 5,000 8,000
Subtotal 148,814 147,819 133,750 135,500
Office Expenses
Office Supplies 3,296 9,033 10,000 12,500
Small Office Equipment 5,275 1,355 3,000 3,500
Subtotal 8,571 10,388 13,000 16,000
Marketing Expenses
Advertising 131,408 150,000 160,000 190,000
Events 9,241 135,541 -
FAM 657 232 2,500 3,500
Fulfillment House Services 141 10,875 10,000 15,000
Newsletter/e-newsletter 6,316 - 15,000 5,000
Postage 16,313 15,051 25,000 28,500
Promotion 146,730 54,712 61,250 75,000
Republican National Convention 20,000
Research 50 1,959 5,000 5,000
Sales 1,805 80 - -
Telecommunications Services 240 1,331 2,000 2,000
Trade Show 22,942 13,714 15,000 20,000
Website 998 5,704 30,000 30,000
Subtotal 336,841 389,199 325,750 394,000
Travel 8 Entertainment
Transportation - 5,603 10,000 12,500
Entertainment - 1,012 5,000 5,000
Meals - 1,948 2,500 2,500
Lodging 5,000 6,000
Subtotal 8,563 22,500 26,000
Total Expenses 655,512 730,756 768,500 823,500
Net Income $ 103,007 $ 69,284 $ - $
Agenda Information Memo
October 30, 2007 Eagan City Council Meeting
IV. REVIEW CITY OF EAGAN PANDEMIC PLAN
ACTION TO BE CONSIDERED:
To review and approve the City of Eagan's Pandemic Policy that will be attached to the
City's emergency plan.
FACTS:
• For the past year, staff has been involved in the development of a pandemic plan.
• Representatives from all City departments have been involved in the planning
process.
• The plan was developed based upon assumptions conveyed by the Department of
Health.
• If approved, the plan would be inserted into the City of Eagan's emergency plan.
• Police Chief McDonald and Emergency Manager, Jeremy Klein, will be available
for a brief presentation.
ATTACHMENTS:
A copy of the proposed Pandemic Plan is attached on pagesC~~ through ~.
~9
City of Eagan
Emergency Preparedness
Plan.
Pandemic Influenza
(Annex P)
~~~.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07) Page I
~O
Table of Contents
I. Purpose ........................................................................................... 3
II. Scope ...............................................................................................3
III. Background ..................................................................................... 3
IV. Definitions ...................................................................................... 3
V. Influenza & Pandemic Information ................................................. 4
VI. Emergency Planning Assumptions ............................................... . 8
VII. Direction & Control ....................................................................... 9
VIII. Emergency Response Activation .................................................. 10
IX. Succession & Delegation of Authority ......................................... 10
X. Prioritization of Services .............................................................. 11
XI. Human Resource Considerations .................................................. 13
XII. Information Technology ............................................................... 15
XIII. Employee Safety /Prevention ....................................................... 1 S
XIV. Security ........................................................................................ 16
XV. Economic Impacts ........................................................................ 16
XVI. Employee Health & Safety .......................................................... 17
XVII. Management of Ill Employees in the Workplace .......................... 17
Attachment A ............................................................................................ 19
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/S/07) Page 2
I. PURPOSE
This document is to provide a coordinated response to an avian or influenza pandemic outbreak
and ensure the continuity of government operations. The existence of this amlex will support
community-wide measures by augmenting the existing Emergency Preparedness Plan in
coordination with the National Incident Management System.
II. SCOPE
This policy covers all employees and operations of the City of Eagan.
III. BACKGROUND
Pandemics have occurred repeatedly throughout history. Influenza pandemics occur when a
virus emerges that is so different from previous strains that few, if any, people have immunity to
the virus. This new strain of the virus will spread widely and rapidly, potentially affecting
millions of people worldwide. The uniqueness of the next pandemic is the changing global
environment. The world today has unprecedented human mobility, a global "just in time
economy", and 24 hour cable news network. Once the virus mutates such that it can pass from
human to human, it will spread worldwide with astounding speed.
This am~ex to the Eagan Emergency Preparedness Plan applies responsibilities assigned in the
City's ail-hazard plan to unique circumstances presented by a pandemic. Traditional plans for
continuity of operations focus on maintaining or resuming business after the loss of buildings,
technology, equipment acid /or utilities. Traditional plans assume a majority of staff will be
available during and/or after an incident. In a pandemic situation, 30 percent of the population
may be infected and there may be a 40 percent absentee rate during the pandemic. The City
must determine how to provide essential services with a potentia140 percent reduction of their
workforce for a period of 6 - 8 weeks, with the possibility of several waves of illness occurring
over the course of a year.
IV. DEFINITIONS
Pandemic: World-wide outbreak of influenza from a new virus for which humans may have no
immunity. The virus will spread easily from person-to-person and cause serious illness in all age
groups, because people will not have immunity to the new virus, and vaccines may not be
available. A pandemic can occur at any time of year and may come and go in waves. Each wave
may last for months at a time. Everyday life could be disrupted due to people in the same
community or of the same employer becoming ill at the same time. These disruptions could
interrupt or compromise the delivery of health care services, private business operations, and
essential government services, including public safety.
Social Distancing: Actions taken by authorities, authorized persons, or individuals to limit
person-to-person contact during the pandemic. These measures may include providing
alternative means of conducting business and closing schools or other public gathering places.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07) Page 3
a~
Essential City Public Services: Governance, law enforcement, fire and life safety, emergency
dispatch (911), potable water and sewer systems, and communicating essential information to the
public, as well as the work necessary to support the continuation of these services during the
pandemic emergency.
Telecommuting: Telecommuting is the practice of an employee working at an alternate work
site. Alternate work sites may include homes, mobile work sites, or other work sites across the
city. Telecommuters generally use information technologies at an alternate work site.
Telecommuting is not appropriate for all employees and no employee is entitled or guaranteed
the opportunity to telecommute.
First Responders: Employees who exercise civil authority and maintain the safety and well-
being of the citizens of the City of Eagan. (Police, Fire, 911 Dispatch Cerrter)
Essential Employees: First Responders, department management, other designated department
leaders who are directly involved in the emergency, and Public Works personnel. Examples
include: Directors, Superintendents, Managers, Supervisors, Coordinators, Public Works street
and utility employees, other key personnel and all others defined as critical to the emergency
effort.
Non-Essential Employees: All other employees not normally working in functions directly
related to the emergency. Employee status may change as dictated by the emergency.
Note: The City values all employees equally and the above classifications are merely to reflect
the temporary classification of positions as they directly relate to the emergency.
V. INFLUENZA & PANDEMIC INFORMATION
The World Health Organization (WHO), Department of Health and Hurnan Services (HHS), the
Centers for Disease Control and Prevention (CDC), and the Minnesota Department of Health
(MDH) are watching for the first signs of an emerging pandemic.
The Minnesota Response Phases are aligned on the World Health Organization (WHO)'s six
pandemic alert phases and with the I_Tnited States' stages of federal government response. The
I_T.S. stages characterize an outbreak in terms of the immediate and specific threat a pandemic
virus poses to the L1.S. population.
The Minnesota Response Phases provide a standard framework for the State of Minnesota's
response to HPAI and pandemic influenza. Additionally, the Minnesota response phases are
separated in terms of avian influenza (when the virus is in birds) and pandemic influenza (when
the virus is in people). The purpose of this separation is to ensure the smoothest response with
the least amount of confusion. These two events do not necessarily form a continuum arid,
depending on the circumstances, may be occurring simultaneously or separately from one
another.
Monitoring will occur in all phases, and will be heightened as the situation warrants.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/S/07) Page 4
~~
Table 1. Highly Pathogenic Avian Influenza (HPAI) Outbreak
WHO Phases U.S. Stages MN Response Phase
MN Response Phase AO
WHO Phase 1 HPAI Outbreak -Non-Existent or Overseas
Low Risk of Human Cases
MN Response Phase Al
HPAI Outbreak in Wild Animal in North America
MN Response Phase A2
U.S. Stage 0 HPAI Outbreak in Wild Animal in MN
WHO Phase 2
New Domestic Animal Outbreak in At-
Higher Risk of Human Cases
Risk Country MN Response Phase A3
HPAI Outbreak in Domestic Animal in North
America
MN Response Phase A4
WHO Phase 3 HPAI Outbreak in Domestic Animal in MN
No or Very Limited Human to
Human Transmission MN Response Phase AS
Recovery
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07) Page S
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CITY OF EAGAN ANNEX P
EMERGENCY PREPAREDNESS PLAN PANDEMIC INFLUENZA
VI. EMERGENCY PLANNING ASSUMPTIONS
Pandemic plarming presents unique differences from other Emergency Preparedness plans.
Instead of loss of physical structures, equipment and infrastructure, we are faced with reduction
of workforce and significant human health concerns in the workplace. Due to these particular
circumstances, the City of Eagan developed this unique plan annex to provide service
continuation during a pandemic.
Although some planning considerations are addressed in the City's Emergency Preparedness
Plan, they are included in this plan to highlight the importance of these duties, to identify
potential needs associated with this type of event, and to delineate the responsibilities in
responding to a public health challenge that may seriously impact the citizens and commerce in
Eagan.
The level of the City's response is based upon several factors, including the extent of the
outbreak, loss of employees, and the ability of businesses to meet priority requests. The creation
of this Pandemic Influenza Annex will provide operational concepts for an influenza pandemic
and assist in minimizing social disruption and economic loss within the City.
This manual does not limit department authority to make operational decisions as to essential or
needed functions. Essential functions will be staffed first and other functions will be staffed
secondarily.
This document provides staffing strategies, tools, advice and directives that departments should
follow in the event that a Pandemic Influenza emergency is declared by the city.
The effect of the provisions of this document confer no new privilege, right of appeal, right of
position, transfer, demotion, promotion nor reinstatement for an Eagan City employee, contract
worker or volunteer. This document does not constitute nor express an implied contract. It
provides general guidance that cannot form a basis for a private right of action.
In developing a comprehensive pandemic plan for the City of Eagan, staff obtained information
from many federal, state, and local sources to assist in the proper preparation for a pandemic.
Following are some of the planning considerations the City used while developing this plan:
^ Assistance from outside organizations will be limited if the outbreak is widespread.
^ IJp to 30 percent of the workforce may be too sick to come to work at some point
during the pandemic. Rates of absenteeism may be driven to 40 percent during the
peak weeks of a community outbreak. Higher rates of absenteeism may occur during
the weeks before and after a pandemic when employees stay Home to care for ill
family members or from fear of infection at work.
^ Ensure the plan is current and identifies which critical services will be provided with
a potential 30 - 50 percent reduction in the workforce.
^ Up to 2 percent of the :i0 percent who have fallen ill may die and will overwhelm
mortuary and burial services. Local planning for surge capacity may be needed.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
Page 8
~~
CITY OF F.AGAN
EMERGENCY PREPAREDNESS PLAN
ANNEX P
PANDEMIC INFLiJENZA
^ Critical functions have been identified and staff may need to be cross trained to
maintain critical functions, such as, law enforcement, fire, EMS, water acid sewer
systems, etc. If cross training isn't an option due to licensure, investigate the use of
"Mutual Aid" with other agencies. Bear in mind that other agencies may be in a
similar situation and not be able to assist.
^ School and daycare center closures in the area may have a significant impact on the
workforce availability. The City may consider a modified leave policy if appropriate.
^ Consider "working from home" options, moving to shifts for population density
reduction and what is needed for staff to access systems from offsite locations during
an outbreak.
^ Kealize that "just in time" manufacturing and transporting will limit the availability of
supplies.
^ The number of staff needed to maintain essential functions will vary by department
and should be periodically updated.
Eagan Pandemic Influenza Planning Assumptions
Eagan Characteristics Moderate (1958/68-like) Severe (1918-like)
Population 68,000 ~ 68,0
00
Illness
20,400 _
_
20,400_
Outpatient medical care 10,200 10,200
Hospitalization 197 ~ 2,2
72
ICIJ care
29 _
_
36S
~
Medical Ventilation 1 S __
170
~
Deaths 47 _
~ 408
VII. DIRECTION AND CONTROL
The direction and control of government operations from a central, protected facility with
adequate comnnznications and key personnel is essential to conduct emergency operations. In
the City of Eagan, the City Council is responsible for providing overall direction and control of
City government resources involved in the response to a disaster. The Council may choose to
delegate much of their authority to the City of Eagan Administrator, who oversees day-to-day
operations of the City. The Emergency Management Coordinator will serve in a staff capacity to
the City Administrator and the City Council, and will coordinate all aspects of this Pandemic
Influenza Annex, the Emergency Preparedness Plan and the continuity of government
operations.
Each department director shall be designated as its department emergency preparedness response
contact/coordinator. They shall serve as the point of contact to the Emergency Management
Coordinator with regard to emergency preparedness and response issues for their departments.
Each department or independent division within a department of the City of Eagan, hereinafter
referred to as "department," shall coordinate efforts with other departments and carry out the
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
Page 9
~~
CITY OF EAGAN ANNEX P
EMERGENCY PREPAREDNESS PLAN PANDEMIC INFLUENZA
general emergency preparedness, planning, response, recovery, hazard mitigation and
continuity of operations responsibilities described in this Pandemic Influenza Arulex and the
Emergency Preparedness Plan.
City departments will assign managers to coordinate employee resources necessary to maintain
Priority Service One and Two functions. Managers assigned to the Emergency Operations Center
(EOC) will serve as a point of contact and clearing house for daily assessment and assignment of
available personnel resources. During a pandemic, all departments who have questions or need
direction should contact the EOC. Department representatives in the EOC will use the
information on personnel resource availability to determine how to best meet the critical needs of
the city during the pandemic.
VIII. EMERGENCY RESPONSE ACTIVATION
State or county health officials may declare a pandemic emergency. Based on this declaration
and/or directive from federal, state or county authorities, the City Council, working with the City
Administrator, or designee, will generate an emergency declaration to activate the City's
response and authorize emergency powers under this policy and Minnesota State Statute 12.37,
Political Subdivision's Powers to Fast Provide Emergency Aid.
If a pandemic emergency is declared by the City Council, the Eagan Emergency Management
Coordinator will activate the Pandemic Influenza Annex. In the absence of the Emergency
Management Coordinator, the Police Chief will activate the plan. The Emergency Operations
Center (EOC) may he activated if conditions warrant.
IX. LINES OF SUCCESSION AND DELEGATION OF AUTHORITY
Pandemic Influenza could affect absentee rates of more city staff than in other emergencies.
This absenteeism rate means that the lines of succession will need to be enhanced. Multiple lines
of succession will be required. Where possible, lines of succession should be three deep for each
key firnction. Aline of succession should provide a list of predetermined alternates for
management and key leadership positions in each department and also for elected officials.
Departments should identify secondary personnel that have the skills and abilities to perform
other functions. These resources may come from other departments.
The succession plan should clearly identify the names of designated personnel and their regular
titles and how they can be contacted. The plan should clearly set forth the powers acid duties that
will be performed. The delegated authority to make decisions should be clearly defined and
communicated to those involved.
If all the personnel in the lure of succession are unavailable (possibly a very small department),
the department should have agreements with other departments to provide for alternate lines of
succession identifying other personnel outside the work unit that can assume the powers and
duties of the unit.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/S/07) Page 10
CITY OF EAGAN
EMERGENCY PREPAREDNESS PLAN
ANNEX P
PANDEMIC INFLUENZA
Those in the line of succession may need to be cross trained in advance to perform essential
functions.
Lines of succession shall be updated at least annually and whenever a pertinent staff change
OCCLITS.
See the Resource Manual, Departmental Succession Listing, Section 21, for each department's
succession list.
X. PRIORITIZATION OF SERVICES
The ability to provide city services will be impacted during a pandemic and demand for those
services will increase. It is necessary to clearly identify the level of service the city intends to
provide throughout the pandemic phases outlined below. Executive orders from State or Federal
government may impact the City's ability to provide critical services.
Periodically, each department should review its operations and determine if some of their
functions should be added or subtracted to/from the list of priority services outlined later in this
section. Evaluation should include the analysis of the minimum number of staff members needed
to accomplish the task. Staffing levels could be dependent upon the season or other unknown
factor. Recommendations on changing the priority level should be made to the Emergency
Management Coordinator.
The following factors are to be considered when determining priority service levels:
^ Health, welfare and safety of employees;
^ Health, welfare and safety of citizens;
^ Economic impact of not providing service;
^ Impact of performing (or not performing) services;
^ Ability to provide services during a pandemic; and
^ Availability of alternate methods for delivering services.
Note: During a pandemic, the entire workforce may be impaired and "extra help" will not
be readily available.
A. Priority Service One (Immediate threat to public health, safety or welfare)
Activities that cannot be interrupted. Generally, these would include departments and facilities
that operate 24 hours a day and/or 7 days a week. (If the service typically closes on a weekend or
holiday, it cannot be a Priority Service One function.)
Examples include, but are not limited to:
^ Fire suppression Emergency road repair
^ Law enforcement; patrol Maintaining building HVAC
Payroll Processing
Emergency medical
operations
Phone, e-mail, Internet,
network communication
service
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
systems
Emergency Operations Center
staffing
Snow removal from roadways
Communicating emergency
information
Page 11
~fl
CITY OF EAGAN
EMERGENCY PREPAREDNESS PLAN
^ Building Sanitation
^ Water treatrrrent operations
^ Emergency and disaster
response functions
^ Mandated Activity, unless
amended by the state
ANNEX P
PANDEMIC INFLUENZA
^ Security
^ All dispatch centers
^ L,ife Safety Inspections -Building,
Code & Rentals
B. Priority Service Two (Direct economic impact, constitutionally or statutorily
mandated time frames, or civil disorder may develop if not performed in a few days)
Activities that can be disrupted temporarily or might be peri odic in nature, but must be re-
established within a few days.
Examples include, but are not limited to:
^ Legal services Emergency procurements and
^ Manage Key Correspondence contracting
^ Payment to vendors Insurance payments
^ Benefit payment to individuals Disaster recovery assistance
^ Workers compensation Time sensitive or hazardous
^ Emergency equipment repair inspections
^ Water sampling and reporting 60/120 day plan applications &
^ Processing mail vital projects
^ City Council meetings Vehicle maintenance services
C. Priority Service Three (Regulatory services required by law, rule or order that can
be suspended or delayed by law or rule during an emergency)
Activities that can be disrupted temporarily (a few days or weeks) but must be re-established
sometime before the pandemic wave is over (<6 weeks).
Examples include, but are not limited to:
^ Collective bargaining with labor Issuing various city permits
unions Normal Correspondence
^ Animal Control Grant and contract management
^ Plan /application review Project management
^ General inspections services Investigation of complaints
(not time sensitive) Water meter readings
D. Priority Service Four (All other services that could be suspended during an
emergency and are not required by law or rule)
Activities that can be deferred for the duration of a pandemic influenza wave (6-8 weeks).
Examples include, but are not limited to:
^ Educational programs Crime and fire prevention
^ Records retention programs
^ General education and outreach Grounds maintenance (lawn
programs mowing)
^ Training Research
^ General and preventative Youth service programs
maintenance programs Winter trail maintenance
^ Reception desks Financial analysis
Emergency Preparedness Plan-Pandemic Influenza (past tabletop 7/S/07) Page 12
~~
CITY OF EAGAN
F,MERGENCY PREPAREDNESS PLAN
Cade Enforcement of non life
safety issues
Internal audit
Filling job vacancies
XI. HUMAN RESOURCE CONSIDERATIONS
ANNEX P
PANDEMIC INFLUENZA
^ Same Customer Services
^ Maintaining websites far
general information
In the event that the City Council declares a state of emergency, many human resources
processes may be simplified and the administration of collective bargaining agreements and
plans narrowed in order to meet urgent staffing needs.
The provisions of this annex confer no new privilege, right of appeal, right of position, transfer,
demotion, promotion nor reinstatement for an Eagan City employee, contract worker or
volunteer. This manual does not constitute or express an implied contract. It provides general
guidance that cannot form a basis for a private right of action.
General Expectations
The basic operating principle in an emergency will be to continue to provide priority services to
the citizens of Eagan to the extent possible. Employees will be expected to report to work as
assigned, if physically able to do so. Managers /supervisors are expected to take the necessary
steps to accomplish the city's priority services.
^ Management may assign employees to any type of work, at any hour in any location
as necessary to keep priority services /functions operational.
^ Managers are empowered to take the necessary steps to get the work done.
^ Managers may be directing employees from outside their department; employees are
expected to take direction from the person directing them.
^ Managers will use social distancing principles when making decisions about how and
where to accomplish the identified priority services.
^ Collective bargaining agreements will be honored to the extent possible, but not at the
risk of failing to provide priority services to the citizens of Eagan.
Leaves
Leaves may not be granted to employees who are assigned to priority services. Pre-
approved leaves may be canceled at any time with/without notice to ensure that
sufficient resources are available to carry out priority services.
^ Employees assigned to priority service functions will be required to report for work
as assigned, unless the employee is ili or qualifies for FMLA.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/S/07)
Page 13
~~
CITY OF EAGAN
EMERGENCY PREPAREDNESS PLAN
ANNEX P
PANDEMIC INFLUENZA
^ Previously approved vacation or compensatory time off may be rescinded to provide
staffing coverage for priority service fiulctions.
^ Rescission of an employee's leave which is already in progress will be based upon the
priority service needs and the employee's ability to report to work.
^ Vacation accrual maximums may be suspended for the duration of the emergency.
^ If an employee exhibits symptoms consistent with influenza iri the workplace,
supervisors have the authority to require the employee to leave the workplace. The
decision to remove the employee should be based on the safety and health of all
employees.
^ Employees who are sent home because they are believed to be ill may use
accumulated sick leave. Employees who have no sick leave available, or have
exhausted their sick leave, may elect to use vacation, comp time or leave without pay.
^ The City will determine the course of action for employees returning to work
following illness/family illness or any other reason for absence.
Staffing & Schedules
Management reserves the right to deploy/direct employees to alternative worksites in order to
carry out priority service functions. Employees deployed to perform priority service functions
are expected to come to work. If an employee refuses to come to work as assigned, the City may
deny the use of vacation, or comp time and the employee may be subject to discipline.
Out-of--Class
If the employee is assigned to a task out of their class/grade or shift differential, in which
additional pay is appropriate, payment may be delayed until the conclusion of the emergency
declaration.
XII. INFORMATION TECHNOLOGY
In certain. circumstances, certain employees. may be directed to work from remote locations.
Telecommuting may be used to reduce the need for employees to gather at a workplace (social
distancing). The City will evaluate the current technology capacity and make necessary
modifications to support the City's Pandemic Influenza Annex of the Emergency Preparedness
Plan.
^ Identify current "dial-in" capabilities.
^ Determine capacity required during a pandemic event.
^ Enhance resources to meet need.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
Page 14
33
CITY OF EAGAN
EMERGENCY PREPAREDNESS PLAN
ANNEX P
PANDEMIC INFLUENZA
^ Provide information to employees on how to access e-mail and city systems via
Internet.
XIII. EMPLOYEE SAFETY /PREVENTION
Influenza is a respiratory disease that spreads easily from person to person. Because of this,
respiratory etiquette, hand hygiene, and escalated cleaning techniques at the workplace will be
instituted to contribute to reducing the spread of a virus. The city encourages all employees to
receive the influenza vaccination.
The city will continue to ensure the facilities are cleaned and sanitized to the best of its ability.
Employees who are ill should avoid close contact with those who are ill and not come to work.
Those who are exposed to household contacts who are ill with flu like symptoms should not
report to work until they recover from the flu themselves.
Disease Containment Measures:
^ Isolation: Restriction of movement /separation of ill/infected persons with a contagious
disease.
^ Quarantine: Restriction of movement /separation of well persons who likely have been
exposed to a contagious disease.
^ Self Shielding: Self-imposed exclusion from infected persons or those who may be infected.
^ Social Distancing: Reducing interactions between people to reduce the risk of disease
transmission.
^ Closures: Days on which offices, schools, transportation systems are closed or cancelled.
^ Personal Protection Devices: Use of gloves, antiseptic washes/wipes, N-9S masks, gowns,
face shields, surgical masks.
^ Enable Employees to work from home whenever possible.
^ Influenza is spread by coughs and sneezes cover your nose and mouth with a tissue or your
upper sleeve when you cough, sneeze or blow your nose. Throw used tissues away and clean
your hands immediately.
^ Influenza is also spread by people touching their eyes, nose or mouth with hands
contaminated with discharges from infectious people.
^ Influenza virus is readily inactivated on hands by cleaning them with soap and water or an
alcohol based hand cleaner.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
Page 15
34
CITY OF EAGAN ANNEX P
EMERGENCY PREPAREDNESS PLAN PANDEMIC INFLUENZA
^ Avoid saliva of other people by not sharing glasses and eating utensils, etc.
^ Clean and disinfect work areas on a regular basis.
XIV. SECURITY
During a pandemic the possibility of civil unrest, serious violence, or property damage is
possible. Public access to some facilities may be restricted to ensure the safety of employees and
citizens.
XV. ECONOMIC IMPACTS
Essential Supplies
When indications of a pandemic occur, consider stockpiling essential supplies needed far
continued operations. An inventory for up to six weeks may be required. Contact key suppliers
to ensure regular shipments of essential supplies exist in the event of shortages or disruptions in
transportation systems.
The Emergency Management Coordinator will coordinate needed supplies unique to emergency
operations. These costs may not be reflected in normal Midgets.
Supply Chains
Shortages may occur because of disruptions in transportation systems or the inability of suppliers
to meet demands due to their own staff shortages. There may also be restrictions at ports,
airports and terminals where supplies are being shipped.
XVI. EMPLOYEE HEALTH AND SAFETY
Protecting the health of employees by reducing the possibility that they will be exposed to others
infected with avian or pandemic influenza should be paramount in planning activities and should
be prioritized over continuity operations unless those operations are essential to the health
welfare and safety of Eagan citizens.
When indications of a pandemic are evident, the City will conduct pandemic awareness and
prevention training for employees.
Employees will receive information about pandemic influenza, including information regarding
how to prevent the transmission of the virus with hand hygiene, enviromnental .cleaning and
social distancing. Information and training on the use of disinfectants, personal safety protection
equipment and apparel, if appropriate, will also be supplied.
XVII. MANAGEMENT OF ILL EMPLOYEES IN THE WORKPLACE
If an employee becomes ill or observes that another person is exhibiting influenza symptoms at
work, they should contact the identified supervisor as soon as possible.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07) Page 16
CITY OF EAGAN
EMERGENCY PREPAREDNESS PLAN
ANNEX P
PANDEMIC INFL,UEN7,A
In order to determine if an employee is ill and should be directed to go home, the supervisor will
evaluate the employee by phone, if possible, avoiding face to face contact. The screening criteria
below will be used to make this determination. If the erployee answers yes to experiencing any
of the following symptoms, they will be sent home until further notice.
Illness Screening Criteria
^ Fever (feels feverish and hot)
^ Headache
^ Fatigue or weakness
^ Sore throat, cough, or difficulty breathing
^ Muscle or joint aches or pains
Upon answering yes to any of the above, consider the employee to be ill and that they
may have influenza.
^ Direct the employee to a surgical mask and instruct them to wear it immediately.
(This will help to prevent other employees from exposure to respiratory secretions
from the ill employee.)
^ Advise the ill employee to leave the workplace immediately and to contact their
healthcare provider by telephone.
^ If the employee cannot leave the workplace immediately, because of
transportation or other issues, isolate them from others in a room with a door that
closes.
After the i11 employee has left the workplace, ensure that their work area and
any other known places they have been that day are thoroughly cleaned and
disinfected.
Direct the ill employee NOT to return to work until they are no longer infection,
and release to return to work by their physician.
Emergency Preparedness Plan-Pandemic Influenza (post tabletop 7/5/07)
Page 17
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Agenda Information Memo
October 30, 2007, Special Eagan City Council Meeting
V'. FINANCE COMMITTEE RECOMMENDATION RE: FUNDING FOR
FIRE APPARATUS AND UPDATE ON FIRE STATION STUDY
A. FIRE APPARATUS FUNDING
ACTION TO BE CONSIDERED:
To review the fire apparatus funding information provided per the direction of the
Finance Committee and to provide direction to staff for consideration at a regular
City Council meeting.
FACTS:
• Per the direction of the City Council, the Finance Committee at its October
16 meeting further reviewed fire apparatus needs and directed staff to
prepare funding alternatives and to prepare along-term plan for creating a
renewal and replacement fund for fire apparatus.
Staff has prepared this information within the following general
parameters:
o Ten-year equipment certificates are used to finance replacement
equipment until a full renewal and replacement fund can be
created.
o With a couple of exceptions, most fire apparatus is scheduled for
replacement at 22 years in the various scenarios and no other
factors regarding replacement such as safety or functionality are
incorporated into the various scenarios.
o All calculations are in 2007 dollars meaning there is no inflation
applied to the average market value house, the total tax base, or to
the cost of the equipment.
o Estimated debt service costs are based on today's rates and result
in an annual cost of $12,872 per each $100,000 of borrowed
principal. The term is ten years, which is the maximum allowable
for equipment certificates.
o A tax levy is proposed to provide for the debt service on the
equipment certificates as well as to provide additional cash toward
creating the renewal and replacement fund. Eventually, the full
levy would be directed to the renewal and replacement fund after
all equipment certificates were retired.
~a
o Although the dollars are not specifically included in the calculation,
it is proposed that all fire vehicles and equipment would be
removed from the Equipment Revolving Fund and financed through
this new renewal and replacement fund. Replacement and new
purchases would be subject to the same criteria, but would be
financed from this new funding source. Equipment certificates
would not be used to purchase vehicles and equipment costing
less than $100,000.
o The long-term plan should be subject to periodic review to revise
and adjust the assumptions as necessary.
o Replacement of all apparatus should be subject to some specific
criteria and replacements and upgrades should be justified before
any dollars are actually allocated for expenditure.
o The scenarios all run through 2039, as that is the pay off period for
equipment certificates to replace everything one time.
o It is not possible to accurately determine what the 2039 ending
balance should be; however, the goal is that no additional
equipment certificates or any other bonding would be required.
o The replacement scenarios all reflect operating a volunteer paid
on-call department with the same number of stations as exit today.
• Potential ramifications of selecting any particular option as presented or
as modified include the following:
o Impact on the Community Investment Fund balance.
o There is obviously a tax impact on property owners. The maximum
tax levy increase proposed in any of the scenarios adds $13.35 to
the tax bill on the average market value house using payable 2008
information. That amounts to an increase in the tax bill on that
property of 3.3% or slightly more than $1.00 per month.
o Based on past practice a debt service levy for equipment
certificates would not be subject to levy limits in the event they
were imposed again by the State. The levy for the renewal and
replacement account would more than likely be subject to levy
limits until the full amount was included in the base. Consequently,
there is a possibility that levy limits would prevent the full
implementation of the total levy, if it were to be phased in over a
period of years.
• Scenarios and all attachments are explained in chronological order in
the following section. Staff will be present to explain each scenario and
to answer any questions regarding assumptions or expected outcomes.
ATTACHMENTS:
Enclosed on page ~~~ is a copy of all existing fire apparatus costing
more than $100,000. 1-he table shows the description of the existing and
replacement equipment, the cost in 2007 dollars, and the year(s) of
replacement.
2. Enclosed on page ~_ is a copy of the annual cost impact on the 2008
payable average market value house of $281,208, the average annual
cost, and the total annual debt service resulting from the sale of
equipment certificates to fund all replacement equipment.
3. Enclosed on page ~ is a graphic copy of the summary information.
4. Enclosed on page is a graphic copy of the summary information
including the average annual cost impact on the 2008 payable average
market value house.
5. Enclosed on page ~~ is a copy of a cash flow scenario with bonding
for all equipment, implementing the full tax levy in the first year, and not
using any other funding sources
6. Enclosed on page ~p~_ is a copy of a cash flow scenario with bonding
for each piece of equipment one time, implementing the full tax levy in the
first year, and not using any other funding sources. The second time
replacements are paid for from the renewal and replacement cash
balance.
7. Enclosed on page ~~ is a copy of a cash flow scenario with bonding
for each piece of equipment one time except the 2008 purchases,
implementing the full tax levy in the first year, and using the Community
Investment Fund to make the first $675,000 in purchases in 2008. The
second time replacements are paid for from the renewal and replacement
cash balance.
8. Enclosed on page ~_ is a copy of a cash flow scenario with bonding
for each piece of equipment one time except the 2008 purchases, phasing
in the implementation of the full tax levy over a fouur-year period, and using
the Community Investment Fund to make the first $675,000 in purchases
in 2008. The second time replacements are paid for from the renewal and
replacement cash balance.
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Cost Average
2008
2009 2.94 13.35
2010 5.33 13,35
2011 7.95 13.35
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
202,3
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
10.34
10.34
13.39
13.39
15.02
15.02
17.42
14.48
12.08
9.47
7.08
7.08
4.03
7.95
6.31
6,31
9.15
11.54
14.59
17.53
19.92
22.54
24.93
21.01
24.06
24.06
20.47
18.07
13.35
13.35
13.35
13.35
13.35
13.35
13, 35
13.35
13.35
13.35
13.35
13.35
13.35
13,35
13.35
13, 35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
13.35
413.82
13.35
13.35
Total
Debt Service
86,887
157,884
234,917
305,714
305,714
395,819
395,819
444,090
444,090
514,887
428,000
357,203
279,970
209,173
209,173
119,088
234,918
186,647
186,647
270,316
341,113
431,218
518,105
588,902
666,135
736,932
621,082
711,187
711,187
604, 992
534,195
12,231,784
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Cash flow with bonding for everything
Full tax levy at average annual rate
Interest Rate:
Receipts Disbursements 4%
Year Tax Debt Year End
Bonding Levies Interest Equipment Service Balance
2008 675,000 (675,000) -
2009 550,000 394,603 - (550,000) (86,887) 307,716
2010 600,000 394,603 12,309 (600,000) (157,684) 556,943
2011 550,000 394,603 22,278 (550,000) (234,917) 738,906
2012 394,603 29,556 (305,714) 857,351
2013 700,000 394,603 34,294 (700,000) (305,714) 980,534
2014 394,003 39,221 (395,819) 1,018,539
2015 375,000 394,603 40,742 (375,000) (395,819) 1,058,064
2016 394,603 42,323 (444,090) 1,050,899
2017 550,000 394,603 42,036 (550,000) (444,090) 1,043,448
2018 394,603 41,738 (514,887) 964,901
2019 394,603 38,596 (42$,000) 970,100
2020 394,603 38,804 (357,203) 1,046,303
2021 394,603 41,852 (279,970) 1,202,788
2022 394,603 48,112 (209,173) 1,436,329
2023 394,603 57,453 (209,173) 1,679,212
2024 900,000 394,603 67,168 (900,000) (119,068) 2,021,915
2025 394,603 80,877 .(234,918) 2,262,476
2026 394,603 90,499 (186,647) 3,760,931
2027 1,200,000 394,603 150,437 (1,200,000) (186,647) 3,469,324
2028 550,000 394,603 138,773 (,550,000) (270,316) 3,882,384
2029 700,000 394,603 155,295 (700,000) (341,113) 4,066,169
2030 675,000 394,603 162,647 (675,000) (431,218) 4,067,200
2031 550,000 394,603 162,688 (550,000) (518,105) 4,156,386
2032 600,000 394,603 166,255 (600,000) (588,902) 4,078,342
2033 550,000 394,603 163,134 (550,000) (666,135) 3,419,943
2034 394,603 136,798 (736,932) 3,914,411
2035 700,000 394,603 156,576 (700,000) (621,082) 3,144,508
2036 394,603 125,780 (711,187) 3,328,704
2037 375,000 394,603 133,148 (375,000) (711,187) 2,770,268
2038 394,603 110,811 (604,992) 3,220,689
2039 550,000 394,603 128,828 (550,000) (534,195) 2,659,925
11,350,000 12,232,681 2,659,027 (11,350,000) (12,231,784)
2,659,925
281,208
13.35 2,812 0.004747376
_ 83,120,160
394,603
S~f
Cash flow with bonding once for each piece of apparatus
Second time replacements are paid from cash
Full annual tax levy at average annual rate
Interest Rate;
Receipts Disbursements 4%
Year Tax Debt Year End
Bonding Levies Interest Equipment Service Balance
2008 675,000 (675,000) -
2009 550,000 394,603 - (550,000) (86,887) 307,716
2010 600,000 394,603 12,309 (600,000) (157,684) 556,943
2011 .550,000 394,603 22,278 (550,000) (234,917) 738,906
2012 394,603 29,556 (305,714) 857,351
2013 700,000 394,603 34,294 (700,000) (305,714) 980,534
2014 394,603 39,221 (395,819) 1,018,539
2015 375,000 394,603 40,742 (375,000) (395,819) 1,058,064
2016 394,603 42,323 (444,090) 1,050,899
2017 550,000 394,603 42,036 (550,000) (444,090) 1,043,448
2018 394,603 41,738 (514,887) 964,901
2019 394,603 38,596 (428,000) 970,100
2020 394,603 38,804 (357,203) 1,046,303
2021 394,603 41,852 (279,970) 1,202,788
2022 394,603 48,112 (209,173) 1,436,329
2023 394,603 57,453 (209,173) 1,679,212
2024 900,000 394,603 67,168 (900,000) (119,068) 2,021,915
2025 394,603 80,877 (234,918) 2,262,476
2026 394,603 90,499 (186,647) 3,760,931
2027 1,200,000 394,603 150,437 (1,200,000) (186,647) 3,469,324
2028 550,000 394,603 138,773 (550,000) (270,316) 3,882,384
2029 700,000 394,603 155,295 (700,000) (341,113) 3,391,169
2030 394,603 135,647 (675,000) (431,218) 2,815,200
2031 394,603 112,608 (550,000) (431,218) 2,341,193
2032 394,603 93,648 (600,000) (431,218) 1,798,225
2033 394,603 71,929 (550,000) (431,218) 1,283,538
2034 394,603 51,342 (431,218) 1,298,265
2035 394,603 51,931 (700,000) (315,368) 729,430
2036 394,603 29,177 (315,368) 837,842
2037 394,603 33,514 (375,000) (315,368) 575,590
2038 394,603 23,024 (160,902) 832,314
2Q39 394,603 33,293 (550,000) (90,105) 620,104
7,350,000 12,232,681 1,848,473 (11,350,000) (9,461,050)
620,104
281,208
13.35 2,812 0.004747376
83,120,160
394,603
~~
Cash flow with bonding once for each piece of apparatus
Second time replacements are paid from cash
$675,000 upfront cash is provided
Full annual tax levy at average annual rate
Interest Rate:
Receipts Disbursements 4%
Year Tax Debt Year End
Bonding Levies Interest Equipment Service Balance
2007 675, 000
2008 27,000 (675,000) 27,000
2009 550,000 394,603 1,080 (550,000) - 422,683
2010 600,000 394,603 16,907 (600,000) (70,797) 763,396
2011 550,000 394,603 30,536 (550,000) (148,030) 1,040,504
2012 394,603 41,620 (218,827) 1,257,900
2013 700,000 394,603 50,316 (700,000) (218,827) 1,483,991
2014 394,603 59,360 (308,932) 1,629,022
2015 375,000 394,603 05,161 (37.5,000) (308,932) 1,779,853
2016 394,603 71,194 (357,203) 1,888,447
2017 550,000 394,603 75,538 (550,000) (357,203) 2,001,384
2018 394,603 80,055 (428,000) 2,048,042
2019 394,603 81,922 (428,000) 2,096,567
2020 394,603 83,863 (357,203) 2,217,829
2021 394,603 88,713 (279,970) 2,421,175
2022 394,603 96,847 (209,173) 2,703,451
2023 394,603 108,138 (209,173) 2,997,019
2024 900,000 394,603 119,881 (900,000) (119,068) 3,392,434
2025 394,603 135,697 (234,918) 3,687,816
2026 394,603 147,513 (186,647) 5,243,285
2027 200,000
1 394,603 209,731 (1,200,000) (186,647) 5,010,972
2028 ,
550,000 394,603 200,439 (550,000) (270,316) 5,485,697
2029 700,000 394,603 219,428 (700,000) (341,113) 5,058,615
2030 394,603 202,345 (675,000) (431,218) 4,549,344
2031 394,603 181,974 (550,000) (431,218) 4,144,702
2032 394,603 165,788 (600,000) (431,218) 3,673,875
2033 394,603 146,955 (550,000) (431,218) 3,234,215
2034 394,603 129,369 (431,218) 3,326,968
2035 394,603 133,079 (700,000) (315,368) 2,839,281
2036 394,603 113,571 (315,368) 3,032,087
2037 394,603 121,283 (375,000) (315,368) 2,857,605
2038 394,603 114,304 (160,902) 3,205,610
2039 394,603 128,224 (550,000) (90,105) 3,088,332
675,000
6 12,232,681 3,447,831 (11,350,000) (8,592,180)
, 3,088,332
281,208
13.35 2,812 0.004747376
83,120,160
394,603
~~
Cash flow with bonding once for each piece of apparatus
Second time replacements are paid from cash
$675,000 upfront cash is provided
Levy is phased in $100,000 per year for the first three years
Interest Rate:
Receipts Disbursements 4%
Year Tax Debt Year End
Bonding Levies Interest Equipment Service Balance
2007 075,000
2008 27,000 (675,000) 27,000
2009 550,000 100,000 1,080 (550,000) - 128,080
2010 600,000 200,000 5,123 (600,000) (70,797) 262,406
2011 550,000 300,000 10,496 (550,000) (148,030) 424,872
2012 394,603 16,995 (218,827) 617,643
2013 700,000 394,603 24,706 (700,000) (218,827) 818,124
2014 394,603 32,725 (308,932) 936,520
2015 375,000 394,603 37,461 (375,000) (308,932) 1,059,651
2016 394,603 42,386 (357,203) 1,139,437
2017 550,000 394,603 45,.577 (550,000) (357,203) 1,222,414
2018 394,603 48,897 (428,000) 1,237,913
2019 394,603 49,517 (428,000) 1,254,032
2020 394,603 50,161 (357,203) 1,341,593
2021 394,603 53,664 (279,970) 1,509,890
2022 394,603 60,396 (209,173) 1,755,715
2023 394,603 70,229 (209,173) 2,011,373
2024 900,000 394,603 80,455 (900,000) (119,068) 2,367,363
2025 394,603 94,695 (234,918) 2,621,742
2026 394,603 104,870 (186,647) 4,134,567
2027 1,200,000 394,603 165,383 (1,200,000) (186,647) 3,857,905
2028 550,000 394,603 154,316 (550,000) (270,316) 4,286,508
2029 700,000 394,603 171,460 (700,000) (341,113) 3,811,458
2030 394,603 152,458 (675,000) (431,218) 3,252,301
2031 394,603 130,092 (550,000) (431,218) 2,795,778
2032 394,603 111,831 (600,000) (431,218) 2,270,994
2033 394,603 90,840 (550,000) (431,218) 1,775,218
2034 394,603 71,009 (431,218) 1,809,611
2035 394,603 72,384 (700,000) (315,368) 1,261,230
2036 394,603 50,449 (315,368) 1,390,914
2037 394,603 55,637 (37.5,000) (315,368) 1,150,785
2038 394,603 46,031 (160,902) 1,430,517
2039 394,603 57,221 (550,000) (90,105) 1,242,236
6,675,000 11,648,873 2,185,542 (11,350,000) (8,592,180)
1,242,236
281,208
13.35 2,812 0,004747376
83,120,160
394,603
~~
Agenda Information Memo
October 30, 2007 Special Eagan City Council Meeting.
V. B. UPDATE ON FIRE STATION STUDY
ACTION TO BE CONSIDERED:
Provide direction on fire station study including possible direction for city attorney to
begin negotiations on land for a future fire building.
FACTS:
At the September 25 City council Retreat, direction was given to further
research the possible resale value of current fire station two and value of
the land located at Northwood Parkway and Lexington Avenue.
• The land owner was contacted and is asking $2,185,000 for the property.
• The property owner will consider dividing the property into two parcels.
• A formal appraisal was conducted of the property and fire station two. The
results will be available on Monday, October 29.
• A further public policy question for consideration is should we proceed
with a preliminary space needs assessment for fire station, public safety
training, fire administration and police needs.
• If a space needs assessment is desired, it could be completed
while land negotiations are taking place.
ATTACHMENTS:
• Enclosed on pages ~ and ~ are the following:
• Memo with additional details
• Aerial photo of site
• Parcel description
~3
DATE: October 25, 2007
T0: City Administrator Tom Hedges
FROM: Fire Chief Mike Scott
SUBJECT: Potential Fire Station Two Replacement Site
At the September 25t" City Council Retreat we discussed the possibility of relocating our current Fire
Station Two to a location that would better serve our community now and in the future. One potential
location that was discussed was a site that is currently for sale and is located near the intersection of
Northwood Parkway and Lexington Avenue.
Senior City Planner Mike Ridley and I met with the land owner, Jim Ostenson in early October for the
purpose of determining the exact amount that Mr. Ostenson was asking for his property. The site is
12.91 acres total, of that approximately 5.1 acres are buildable. The remainder of the property contains
some wetland areas.
Mr. Ostenson stated that he is asking $2,185,000 forthe entire site. He indicated that he would take 6%
off the asking price since he would not be using his real estate broker and that he would be willing to
negotiate on the sale price further if the City of Eagan would be willing to give him an offer indicating that
we are making an offer on his land in lieu of condemnation.
Mr. Ostenson also indicated that he would be willing to discuss selling only part of the land, although the
site has not been divided at this point. If he did divide the land, he would sell the north piece with 3.4
buildable acres for $1,350,000 and the southerly piece with 1.7 buildable acres for $835,000.
Although we have not completed any formal space needs assessment, very preliminary indications for a
headquarters fire station with resident dorms, would indicate that we would need approximately 2.2
acres for this size of building. That estimate does not take into account any Police Department needs,
such as asub-station office and equipment storage. The Police Department had proposed in their CIP
requests an off site evidence and vehicle storage facility.
I am currently waiting for the results of a formal appraisal on our fire station two, fire administration
building and Mr. Ostenson's land. I will have these results on Monday October 29tH
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