11-14-2023 EDC Agenda PacketA.5:30 P.M. - CALL TO ORDER
B.APPROVAL OF AGENDA
Commissioners may add or delete items at this time.
C.APPROVAL OF MINUTES
C.1 Approve Economic Development Commission Minutes of October 10, 2023.
D.VISITOR PRESENTATIONS
E.DISCUSSION / GENERAL BUSINESS ITEMS
E.1 Development of a Three-Year Economic Development Plan
F.DIRECTOR'S REPORT
G.ADJOURNMENT
AGENDA
CHANHASSEN ECONOMIC DEVELOPMENT COMMISSION
TUESDAY, NOVEMBER 14, 2023
CITY COUNCIL CHAMBERS, 7700 MARKET BOULEVARD
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Economic Development Commission Item
November 14, 2023
Subject Approve Economic Development Commission Minutes of October 10, 2023.
Section APPROVAL OF MINUTES Item No: C.1
Prepared By Amy Weidman, Admin Support Specialist File No:
SUMMARY
BACKGROUND
DISCUSSION
RECOMMENDATION
Staff recommends that the Economic Development Commission approve the October 10, 2023
Commission minutes.
ATTACHMENTS
Economic Development Commission minutes dated October 10, 2023
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CHANHASSEN ECONOMIC
DEVELOPMENT COMMISSION
REGULAR MEETING
OCTOBER 10, 2023
Chair Anderson called the meeting to order at 5:30 p.m.
MEMBERS PRESENT: Chair Eric Anderson, Vice Chair Duke Zurek, Chris Freeman, Stacy
Goff, Cohen Lee
MEMBERS ABSENT: Luke Bame
STAFF PRESENT: Samantha DiMaggio, Economic Development Manager; Kim Meuwissen,
City Clerk
PUBLIC PRESENT: None.
City Clerk Kim Meuwissen administered the oath of office to Youth Commissioner Cohen Lee.
Commissioner Goff moved, and Commissioner Freeman seconded to approve the agenda.
All voted in favor and the motion carried unanimously with a vote of 4 to 0.
APPROVAL OF MINUTES:
APPROVE ECONOMIC DEVELOPMENT COMMISSION MINUTES DATED
SEPTEMBER 12, 2023
Commissioner Freeman moved, and Commissioner Goff seconded to approve the Minutes
of the Economic Development Commission meeting dated September 12, 2023, as
presented. All voted in favor and the motion carried unanimously with a vote of 5 to 0.
DISCUSSION/GENERAL BUSINESS ITEMS:
1. SWOT Analysis
Economic Development Manager Samantha DiMaggio reviewed a partially completed SWOT
analysis (strengths, weaknesses, opportunities, and threats) with the EDC. The information
gathered from the EDC and the SWOT Analysis will be used to aid in the development of a
strategic three-year Economic Development Plan.
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Economic Development Commission – October 10, 2023
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ADJOURNMENT:
Commissioner Zurek moved, and Commissioner Freeman seconded to adjourn the
meeting. All voted in favor and the motion carried unanimously with a vote of 5 to 0. The
Economic Development Commission meeting was adjourned the meeting at 6:45 p.m.
Submitted by Samantha DiMaggio
Economic Development Manager
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Economic Development Commission Item
November 14, 2023
Subject Development of a Three-Year Economic Development Plan
Section DISCUSSION / GENERAL BUSINESS ITEMS Item No: E.1
Prepared By Sam DiMaggio, Economic Development Manager File No:
SUMMARY
The EDC is asked to review and make comments on the first draft of the Three-Year Economic
Development Plan.
BACKGROUND
In 2023, the city contracted with Raftelis, a consulting group that aids local governments in assessing
current conditions and planning for improvement for the future, to complete an operational study of all
departments across the organization. The goal of this assessment was to review the operations,
processes, procedures, and resource levels of the city’s departments, as well as identify what
opportunities exist to enhance the efficiency and effectiveness of service delivery and position the city
to meet anticipated growth.
Raftelis recommended that the city should develop a three-year Economic Development Plan to give
guidance to the Economic Development Manager, a new position created in 2022, and set a course for
success as this newly created role develops.
The recommendation stated the primary duties of the Economic Development Manager should include
the following.
Business Outreach - creating a rotation schedule for when the Manager will meet with businesses,
Developing a database of businesses and properties within Chanhassen (which has already
begun),
Local Networking - creating relationships with commercial real estate brokers,
Working with utility organizations and departments to understand what’s available as far as
locations, and
Raftelis also recommended that this plan be communicated to the community and city staff, and that it
should include the following sections.
A summary of current economic conditions in the city,
A regional Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis,
A strategic action and implementation plan, consistent with other city-wide plans,
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A performance evaluation framework, and
An Economic Resiliency Plan.
DISCUSSION
RECOMMENDATION
The EDC is asked to review and make comments on the first draft of the Three-Year Economic
Development Plan.
ATTACHMENTS
2023 Three Year Economic Development Plan
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Chanhassen Economic Development Strategic Plan
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Chanhassen Economic Development Strategic Plan
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Chanhassen Economic Development Strategic Plan
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TABLE OF CONTENTS
A. PURPOSE ......................................................................................................................................... 4
B. CURRENT ECONOMIC DEVELOPMENT CONDITIONS .................................................................. 5
1. Population Trends ...................................................................................................................... 5
2. Employment ............................................................................................................................... 6
3. Educational Attainment ............................................................................................................. 10
4. Housing…………………………………………………………………………………………………...11
C. STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS (SWOT) ANALYSIS ...................... 13
D. Strategic Action and Implementation Plan ....................................................................................... 14
Goal 1. Healthy Local Economy ....................................................................................................... 14
Goal 2. Equity and Inclusion ............................................................................................................. 15
Goal 3. Sustainable Infrastructure .................................................................................................... 15
Goal 4. Thoughtful Growth ............................................................................................................... 16
Goal 5. Community Development ..................................................................................................... 17
E. Performance Evaluation Framework ................................................................................................ 18
F. Economic Resilience Plan ............................................................................................................... 19
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A. PURPOSE
In 2023, the city contracted with Raftelis, a consulting group that aids local governments in
assessing current conditions and planning for improvement for the future, to complete an
operational study of all departments across the organization. The goal of this assessment was
to review the operations, processes, procedures, and resource levels of the City’s
Departments, as well as identify what opportunities exist to enhance the efficiency and
effectiveness of service delivery and position the city to meet anticipated growth.
Raftelis recommended that the city should develop a three-year Economic Development Plan
to give guidance to the Economic Development Manager, a new position created in 2022, and
set a course for success as this newly created role develops.
The recommendation stated the primary duties of the Economic Development Manager should
include the following.
• Business Outreach - creating a rotation schedule for when the Manager will meet with
businesses,
• Developing a database of businesses and properties within Chanhassen (which has
already begun),
• Local Networking - creating relationships with commercial real estate brokers,
• Working with utility organizations and departments to understand what’s available as
far as locations, and
Raftelis also recommended that this plan be communicated to the community and city staff,
and that it should include the following sections.
• A summary of current economic conditions in the city,
• A regional Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis,
• A strategic action and implementation plan, consistent with other city-wide plans,
• A performance evaluation framework, and
• An Economic Resiliency Plan.
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Chanhassen Economic Development Strategic Plan
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B. CURRENT ECONOMIC DEVELOPMENT CONDITIONS
1. POPULATION TRENDS
Carver County is the 11th largest of the 87 counties in the state. Its population increased over the
past decade, ranking as the 1st fastest growing in the state from 2010 to 2022. Carver Co unty's
population has an older median age than the state and a smaller percentage of people aged 65
years and older. The population is aging, especially as the Baby Boom generation moves through
the population (Figure 1).
Table 1. Population by Age Group, 2022. Figure 1. Population Pyramid, 2000-2022.
The 5-year estimates compiled by the U.S. Census Bureau’s American Community Survey (ACS),
detail Chanhassen’s total population increased by approximately 11.2% (+2,574 people) between
the 2011 and 2021. Comparatively, Minnesota’s total population increased by approximately 7.4%
during that period. Chanhassen’s older populations, especially those between the ages of 65 and
74 years, witnessed the fastest and most significant growth (Table 2).
Table 2. Chanhassen Population by Age, 2011-2021.
Age 2021 2011 Population Change, 2011 – 2021
Numeric Percent
0 to 14 5,541 5,957 -416 -7.0%
15 to 24 3,055 2,438 +617 +25.3%
25 to 34 2,566 2,047 +519 +25.4%
35 to 44 3,428 3,910 -482 -12.3%
45 to 54 3,522 4,370 -848 -19.4%
55 to 64 4,105 2,668 +1,437 +53.9%
65 to 74 2,108 828 +1,280 +154.6%
75 and over 1,249 782 +467 +59.7%
Total 25,574 23,000 +2,574 +11.2%
Source: U.S. Census Bureau, American Community Survey 5-Year Estimates
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2. Employment
According to the Department of Employment and Economic Development’s (DEED) Quarterly
Census of Employment and Wages (QCEW), the City of Chanhassen had 800 establishments
supplying 15,459 covered jobs in 2022. Total payroll for all jobs equaled $1.1 billion, with the
average annual wage equal to $72,592 (Table 3).
Table 3. Chanhassen Industry Statistics, Annual 2022.
Table 3. Chanhassen Industry Statistics, Annual 2022
Industry Number
of Jobs
Share of
Total
Jobs
Number of
Establishment
s
Total Payroll
($1,000s)
Avg.
Annual
Wage
Total, All Industries 15,459 100.0% 800 $1,123,302 $72,592
Manufacturing 4,563 29.5% 47 $378,021 $82,628
Trade, Transportation and Utilities 2,715 17.6% 149 $188,307 $69,368
Professional and Business Services 2,155 13.9% 165 $222,447 $103,272
Health Care and Social Assistance 1,158 7.5% 73 $73,490 $63,440
Accommodation and Food Services 1,068 6.9% 50 $24,471 $22,880
Educational Services 1,042 6.7% 21 $50,007 $47,892
Construction 842 5.4% 54 $74,170 $87,984
Arts, Entertainment, and Recreation 761 4.9% 22 $34,391 $45,240
Other Services 401 2.6% 100 $15,089 $37,648
Finance and Insurance 329 2.1% 55 $31,040 $94,744
Public Administration 212 1.4% 5 $14,522 $68,536
Information 108 0.7% 20 $8,787 $81,068
Real Estate and Rental and Leasing 94 0.6% 36 $8,184 $86,892
Natural Resources and Mining 11 0.1% 3 $376 $37,128
Source: DEED Quarterly Census of Employment and Wages
Table 4. Chanhassen Employment Trends, 2000-2022.
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At $25.67 in 2023, wages were higher in Region 11 than the state. Overall, Region 11 had the
highest median hourly wage level of the 13 economic development regions in the state. Wages
were highest for management occupations ($60.18) and lowest for food preparation and serving
related jobs ($15.29) (Table 5).
Table 5. Occupational Employment & Wage Statistics, 2023.
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Coming out of the pandemic recession, after gaining jobs over the past year, Carver Co. had the
11th largest economy of the 87 counties in the state. Carver Co. was the 5th fastest growing in the
past year and the 29th fastest growth since 2019. From 2019 to 2022, employment in
Carver Co. is still down from the pandemic recession.
Figure 2. Industry Employment Statistics, 2007-2022.
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In 2020, there were approximately 23,050 people who commuted into Chanhassen every day for
work. Approximately 1,560 Chanhassen residents worked in Chanhassen. And approximately
12,040 Chanhassen residents commuted out of the city every day for work:
Figure 3. Commuting Data, 2020.
https://onthemap.ces.census.gov/
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3. Educational Attainment
Chanhassen’s population is highly educated. According to ACS 5-year estimates, 98.5% of the
city’s population 25 years of age and older had a high school diploma or more in 2021. This is
compared to 93.9% for Hennepin County and 96.2% for Carver County. 63.9% of Chanhassen’s
population 25 years and over had a bachelor’s degree or more in 2021. This is compared to 51.8%
for Hennepin County and 49.7% for Carver County (Figure 2).
Figure 4. Chanhassen Education Attainment, Population 25 Years and Over, 2021.
Carver Co. has a higher percentage of adults (18 years & over) with at least a high school diploma
than the state (92.8%), and a higher percentage of people with at least some college experience.
Carver Co. also has a lower percentage of people with an associate degree and a higher
percentage of people with a bachelor’s degree or higher.
Figure 5. Educational Attainment, 2021.
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4. Housing
According to ACS 5-year estimates, Chanhassen had a median household income of $123,566 in
2021. The median household incomes for Hennepin County and Carver County were $85,438 and
$107,890, respectively.
For occupied housing units, median monthly housing costs were $1,882 in Chanhassen in 2021.
Broken down, owner-occupied housing costs were $2,006/month and renter-occupied housing
costs were $1,519.
• Hennepin County: median monthly housing costs at $1,429 ($1,600 owner-occupied and
$1,244 renter-occupied)
• Carver County: median monthly housing costs at $1,679 ($1,803 owner -occupied and
$1,242 renter-occupied)
Source: https://data.census.gov/table/ACSST5Y2021.S2503?t=Housing&g=050XX00US27019,27053_160XX00US2710918
Chanhassen had approximately 9,406 occupied housing units in 2021, with 8,262 (87.8%) being
owner-occupied and 1,144 (12.2%) being renter occupied. Chanhassen had approximately 488
vacant housing units in 2021 (4.9%).
• Hennepin County: 523,528 occupied housing units (63.1% owner-occupied and 36.9%
renter-occupied)
o Hennepin County had approximately 26,726 vacant housing units in 2021 (4.9%).
• Carver County: 38,213 occupied housing units (82.7% owner-occupied and 17.3% renter-
occupied)
o Carver County had approximately 1,602 vacant housing units in 2021 (4.0%).
Source: https://data.census.gov/table/ACSST5Y2021.S2501?t=Housing&g=050XX00US27019,27053_160XX00US2710918
Carver Co. had a higher median household income than the state, and a lower percentage of
households with incomes below $50,000. Overall, Carver Co. had the 2nd highest median
household income of the 87 counties in the state.
Figure 6. Household Incomes, 2021.
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The cost of living has increased over the past 2 years with costs up in many areas. Carver Co. had
a higher cost of living than the state, with a required hourly wage of $17.77 for a single person
living alone to meet a basic needs cost of living, and an hourly wage requirement of $20.94 for a
typical family with 2 adults and 1 child (see Table 6).
Table 6. Basic Needs Costs of Living Estimates, 2022.
Carver Co. had a higher median house value than the state, having the 1st highest value of the 87
counties in 2021.
Table 7. Estimated Value of Owner-occupied Housing Units, 2021. Figure 7. Housing Costs as a
Percentage of Income, 2021.
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C. STRENGTHS, WEAKNESSES, OPPORTUNITIES,
THREATS (SWOT) ANALYSIS
This SWOT Analysis was completed as a collaboration between the Community Development
Department and the Economic Development Commission (EDC).
CHARACTERISTICS WITHIN CHANHASSEN’S BORDERS:
Strengths: The strengths of a city are assessed by
looking at characteristics internal to a city, and that
impact how it might be viewed by potential businesses,
developers, or other economic agents.
Weakness: These are also focused on the internal
features of a city that have the potential to impact its
marketability to businesses, developers, or other
economic agents. Can be categorized as real,
perceived, or areas of uncertainty.
• Highly educated community with high-income
levels.
• Full-time Fire Department.
• Close proximately to the major highway system.
• Elevated quality of life with access to natural
amenities (parks, trails, lakes, etc.).
• A high number of major attractions (Paisley
Park, the Arboretum, and Chanhassen Dinner
Theatre) with approximately 350,000 annual
visitors.
• Strong support from the Chamber of Commerce,
Buy Chanhassen, Legion, and two Rotary
groups.
• Perceived as resistant to change and not
business-friendly (high city fees).
• Lack of affordable housing and rentals.
• No cohesive city center and lack of walkability,
bike-ability, and public transportation.
• High land and development costs.
• Lack of developable land and the remaining
parcels will be costly to develop/redevelop.
CAN COME FROM OUTSIDE OF CHANHASSEN:
Opportunities: A city's future opportunities are
approached broadly and strategically. Opportunities are
related to the physical elements of the city, market
conditions, and real or perceived advantages for the city.
Threats: These can be categorized as real, perceived,
or unknown. Understanding the underlying issues and
causes of a threat, as well as minimizing their impacts,
are methods by which their damage to a city can be
mitigated.
• Infill and underutilized properties could be
marketed to developers and other local investors
(i.e., Mixed-Use)
• Empty parking ramp downtown.
• Youth and adult education, and incumbent
worker training.
• Location and connectivity to MSP and the airport
• High cost of housing and limited workforce
housing.
• Development, land, and building costs are
high.
• Lack of available workforce, transportation,
and land
• Potential recession (high interest rates)
• Refinancing interest rates are high therefore
people own their homes longer.
• Neighboring cities have available land and
areas for densification.
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D. Strategic Action and Implementation Plan
The City of Chanhassen’s 2040 Comprehensive Plan identified the many reasons why people
choose to live and work in the city. These reasons included:
• A neighborly place with low crime rates,
• An attractive and walkable downtown,
• Many community amenities and special attractions,
• A wide housing stock to accommodate all budgets and stages of life, and
• A large commercial base so residents can live and work in the community.
As part of this three-year plan, staff wants to focus on the positives outlined in the 2040
Comprehensive plan, but also to identify areas where new economic development initiatives can
be implemented to grow and maintain these positive aspects now and into the future.
Goal 1. Healthy Local Economy
Every business, job, and institution within the City of Chanhassen relies on each other for success.
Workers and jobs create ripple effects as people spend money on local goods and services.
Businesses also spend money locally and can help to create spin-off businesses. The city will
continue to support businesses and business owners to increase their local economic success as
well as the overall health of the city.
STRATEGY:
1. Create a business-friendly environment where current and future businesses are aware of
staff, programs, and tools available to assist them through the various stages of business,
from entrepreneurship to succession planning.
2. Attract employers who require employees to have a bachelor’s degree or higher to utilize
the available highly educated local workforce (Figure 4).
OBJECTIVE:
1. Continue the Business Retention and Expansion (BR&E) Program and Survey.
2. Educate the business community on the resources available to them.
3. Market incentives to attract high-wage/front-of-the-house jobs requiring at least a bachelor’s
degree or higher.
TACTIC:
1. Schedule monthly one-on-one meetings with local business owners/operators. Summaries
of these business visits and any potential surveys will be compiled in SourceLink Pro.
2. The “Businesses” section on the website will be built out to include tools and resources for
local businesses.
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Goal 2. Equity and Inclusion
The motto for the City of Chanhassen is “A community for life”, therefore the city must work to
ensure the availability of a variety of housing opportunities for residents of all races/ethnicities,
income levels, and stages of life. By growing and maintaining a variety of housing types and styles,
more residents will be able to live and work in Chanhassen.
STRATEGY:
1. Retain naturally occurring affordable housing (NOAH) for homeowners and renters.
NOAH refers to residential rental properties that are affordable but are unsubsidized by any
federal program. Their rents are relatively low compared to the regional housing market.
2. Encourage zoning for a diversity of housing types and styles. Diverse housing types such as
apartments, townhouses, and twin homes require less energy to build, heat, and cool, have
a lower impact on the environment, and are generally more affordable.
OBJECTIVE:
1. Maintain the quality of existing naturally occurring affordable housing by providing funding to
property owners to complete updates to their property while keeping it affordable to the
community.
2. Promote density through planning initiatives such as mixed-use developments and/or
increased density for development projects that contain a certain level of affordable units.
TACTIC:
1. Utilize $300,000 in Metropolitan Council (METC) funds to create a program that will aid local
NOAH homeowners and rental property owners to utilize funds to complete updates to the
property.
2. Work with the EDC and Planning Commission to review the current density requirements
and the potential to modify them.
Goal 3. Sustainable Infrastructure
The purpose of sustainable infrastructure (roads, water, sewers, fiber, etc.) is to support the City’s
current residents, but it will also benefit future generations. The city must be mindful as we
maintain and develop infrastructure to ensure that the current and future needs of the community
are met. The high development cost on remaining parcels is, in part, due to the fees associated
with extending public sewer and water to places where it is currently unavailable. Sewer and water
access charges are significant development fees that account for a sizeable portion of city
revenue. By focusing on sustainable infrastructure, the city, developers, and business owners will
all benefit.
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STRATEGY:
1. Inform businesses and developers on the history of the city’s sewer and water infrastructure
as well as on the current Sewer Availability Charge (SAC) and the Water Availability Charge
(WAC) fee structure.
OBJECTIVE:
1. Educate property owners, developers, leasing agents, and business owners on the purpose
of the SAC/WAC fee and how this could affect them as their business grows or as their
property changes use in a way that creates more demand on the sewer and wastewater
systems.
TACTIC:
1. Create a website that provides information on the development fees for new and expanding
businesses in Chanhassen.
2. Advertise the various resources available to property owners that can help in mitigating the
burden of these fees.
Goal 4. Thoughtful Growth
By promoting thoughtful growth, the city can tailor new and infill projects to meet the long-term
goals of the community. Building for the future of Chanhassen will prevent costly redevelopments
in the future and lead to higher levels of resident satisfaction. Priorit y should be placed on
identifying ways to increase density and local connections without compromising quality. A
walkable city, with purposeful development choices, will accommodate the growing population and
attract a younger generation of residents.
STRATEGY:
1. Increase knowledge of available infill sites throughout the city.
2. Promote redevelopment of underutilized or under-performing parcels.
3. Convenience draws people to places, and having neighborhood businesses just a short
walk or a bike ride away is a draw for current and new residents.
OBJECTIVE:
1. Staff will identify and connect with owners of infill and redevelopment opportunities within
the city.
2. Increase pedestrian connections and focus on keeping amenities within a walkable
distance.
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TACTIC:
1. All infill lots will be identified, and staff will contact the current owners of these parcels to
discuss their plans for the site.
2. Sidewalks will be added or improved in tandem with the land use improvements.
Goal 5. Community Development
Community development is important because it provides the foundation a city builds off to
improve the lives of its citizens. It creates strong, diverse communities that can attract and keep
talent, start and grow businesses, and overcome issues that arise. Businesses will have a larger
base of customers who can purchase their products and services, and the city will earn tax income
to continue to support important programs, infrastructure, and reduce debt.
When community development is effective, there is less crime, less disparity between citizens,
better jobs available, a more talented workforce, and fewer overall issues that impact residents.
Community development doesn’t necessarily solve problems in a city; it reduces problems and
increases growth opportunities. Without community development, both economic and business
development suffer greatly.
STRATEGY:
1. Create a vibrant and welcoming Central Business District with pedestrian and bike-centric
infrastructure.
2. Increase the sense of community by celebrating local businesses.
OBJECTIVE:
1. Local businesses will work together to build an ecosystem where they feel supported by
each other and the community.
2. Collaborate with existing businesses, property owners, and developers in the Central
Business District to increase pedestrian and bike-centric infrastructure.
TACTIC:
1. The city will aid in the promotion of a yearly Small Business Saturday event through
business outreach and creating public-facing resources and branded materials.
2. All newly proposed developments will be required to install sidewalks if there are no existing
pedestrian connections.
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E. Performance Evaluation Framework
A. Healthy Local Economy Stake Holder Timeline Outcome
1. Schedule monthly one-on-one meetings
with local business owners/operators.
Summaries of these business visits and
any potential surveys will be compiled
in SourceLink Pro.
TBD TBD TBD
2. The “Businesses” section on the
website will be built out to include tools
and resources for local businesses.
TBD TBD TBD
B. Equity and Inclusion Stake Holder Timeline Outcome
1. Utilize $300,000 in Metropolitan Council
(METC) funds to create a program that
will aid local NOAH homeowners and
rental property owners to utilize funds to
complete updates to the property.
TBD TBD TBD
2. Work with the EDC and Planning
Commission to review the current
density requirements and the potential
to modify them
TBD TBD TBD
C. Sustainable Infrastructure Stake Holder Timeline Outcome
1. Create a website that provides
information on the development fees for
new and expanding businesses in
Chanhassen.
TBD TBD TBD
2. Advertise the various resources
available to property owners that can
help in mitigating the burden of these
fees.
TBD TBD TBD
D. Thoughtful Growth Stake Holder Timeline Outcome
1. All infill lots will be identified, and staff
will connect with the current owners of
these parcels to discuss their plans for
the site
TBD TBD TBD
2. Sidewalks will be added or improved in
tandem with the land use
improvements.
TBD TBD TBD
E. Community Development Stake Holder Timeline Outcome
1. The city will aid in the promotion of a
yearly Small Business Saturday event
through business outreach and creating
public-facing resources and branded
materials.
TBD TBD TBD
2. All newly proposed
developments/redevelopments will be
required to install sidewalks if there are
no existing pedestrian connections.
TBD TBD TBD
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F. Economic Resilience Plan
Resilience is an overarching theme that ties an economic development plan together. The
resilience of a community or an economy is defined as “the capability to anticipate risk, limit
impact, and bounce back rapidly through survival, adaptability, evolution, and growth in the face of
turbulent change.”
The economic strength of the City of Chanhassen is derived from its connections to regional,
national, and global economies. When conditions in these economies change, the city is affected.
To ensure the city can withstand future shocks to its economic base, Chanhassen will focus on
improving its economic resilience by diversifying its local industry to include the skillsets of its
existing labor force and residents.
Staff has identified the following strategies to aid the business community and residents with a
higher level of resiliency:
1. Promote public and private investments in the community to promote and sustain the
creation and retention of local businesses.
2. Create more opportunities for entrepreneurs to start new businesses.
3. Partner with the planning department to develop and implement areas within the 2050
Comprehensive Plan to promote balanced development including affordable housing and
ownership options for young families and seniors to create intergenerational housing
options.
4. Redevelop underutilized buildings, particularly targeting the Central Business District to
create a true downtown.
5. Increase and modernize parking spaces downtown and utilize the existing parking provided
by SW Transit.
6. Explore the potential relocation and repurpose of the historic train depot for use by
innovative entrepreneurs.
7. Partner with the planning department to resign and install wayfinding street signs that are
more visible for drivers and easy to read that will inform about local tourist attractions and
destinations.
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