2. 2011 Key Financial Strategies CITY OF MEMORANDUM
CHANHASSEN TO: Mayor & City Council
7700 Market Boulevard FROM: Todd Gerhardt, City Manager
PO Box 147
Chanhassen, MN 55317 0
DATE: January 8, 2011
Administration
Phone: 952.227.1100 SUBJ: 2011 Key Financial Strategies
Fax: 952.227.1110
Building Inspections
Phone: 952.227.1180 Happy New Year!! I am very appreciative of the opportunity to work with City
Fax: 952.227.1190 Council and Department Heads to establish our upcoming 2011 Key Financial
Engineering Strategies. Staff will be reviewing our 2010 strategies and request City Council
Phone: 952.227.1160 direction on whether the strategy has been completed, needs additional
Fax: 952.227.1170 information, or should be moved to the "ongoing" list. Following that
Finance discussion, staff will present the attached 2011 Draft Key Financial Strategies.
Phone: 952.227.1140 This is the City Council's opportunity to refine our strategies to meet your
Fax: 952.227.1110 expectations. Upon completion of staff's presentation, the City Council will be
Park & Recreation asked to provide additional strategies /goals for 2011 that will be added to the
Phone: 952.227.1120 master list for prioritizing.
Fax: 952.227.1110
Recreation Center Come prepared to share your ideas /goals for 2011!
2310 Coulter Boulevard
Phone: 952.227.1400 Please call me if you have questions regarding our session on Saturday,
Fax: 952.227.1404 January 8 at 8:30 a.m.
Planning &
Natural Resources ATTACHMENTS
Phone: 952.227.1130
Fax: 952.227.1110
1. 2010 Key Principle Strategies & Accomplishments
Public Works 2. 2011 Draft Key Financial Strategies /Strategic Plan.
1591 Park Road 3. Schedule for 2011 Key Financial Strategies.
Phone: 952.227.1300
Fax: 952.227.1310
Senior Center
Phone: 952:227.1125 g:\admin \tg\key financial strategies \2011 \cc memo 1- 8- 11.doc
Fax: 952.227.1110
Web Site
www.ci.chanhassen.mn,us
Chanhassen is a Community for Life - Providing for Today and Planning for Tomorrow
Review of the 2010 Key Financial Strategies & Accomplishments
ESTABLISH ANNUAL GOALS & KEY FINANCIAL STRATEGIES
Background: Staff met with Jim Prosser from Ehlers & Associates to begin development of the
city's key financial strategies in July 2002. At that time, we completed comparisons of similar
cities based on tax base mix, growth, allocation, population, five -year budget comparison, debt
ratios, tax capacity, and bond ratings. Council and staff identified Financial Foundation
Descriptions and prioritized capital improvements. The City Council adopted the Key Financial
Strategies on June 9, 2003. Implementation began with the 2004 budget process, i.e. pavement
management system including trails, roads, parking lots; debt service; fixed assets for
remodeling/replacement; water treatment and future infrastructure; etc. We also will use these
strategies as a part of our 2011 strategic planning process.
Update: The City Council and staff will be reviewing and modifing the 2010 Key Financial
Strategies on January 8, 2011, which included the following:
1. Review 2010 Key Financial Strategies.
2. Discussed strategies that were completed, needed more information, and those that are on- going.
3. Discussed the city council's and staff's proposed 2011 Strategies.
4. The city council will consider approval of the 2011 Strategies at their February 14, 2011 meeting.
The following identifies the 2010 Key Financial Strategies and Accomplishments
COMPETITIVENESS
Create an environment for innovation and change— building on our strengths, creativity,
and skills.
Review City Ordinances for Efficiency and Effectiveness
Update: Staff reviewed the city code to streamline processes, and eliminate duplication and
unnecessary requirements. Listed below are some of the items that were presented to the city
council:
1. Completed the planned unit development (PUD) rezoning to reference the city code if the
PUD was silent on specific requirements (parking, sign design, etc.). PUDs in the
downtown were amended to allow for more intensive uses, giving property owners more
flexibility in diversifying their tenant mix.
2. Expanded the definition of permitted land uses and created a list of broad uses as defined in
the standard industrial classification.
3. Worked with the Chamber's Downtown Business Council to provide an atmosphere that
encourages business growth and innovative concepts.
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Implement a Community Survey that will Determine the City's Strengths, Weaknesses, and
Community Needs
Update: The city worked with the National Citizen Survey, a partnership of the International City
Managers Association and the National Research Center, to conduct the 2010 citizen survey. This
firm conducted the city's surveys in 2005 and 2007. Using this firm allowed us to compare our
findings to previous years and to communities throughout the United States that have similar
demographics as Chanhassen. The survey found:
1. The overall quality of life in Chanhassen was rated as "good" or "excellent" by 97% of
respondents. Almost all plan to stay in Chanhassen for the next five years.
2. Some of the characteristics that stood out as favorable were:
- the overall image or reputation of Chanhassen
- the overall quality of the natural environment
- the overall appearance of Chanhassen
3. Three areas identified for improvement were:
- employment opportunities
- shopping opportunities
- opportunities to attend cultural events
4. 99% of residents feel safe in their neighborhoods or downtown Chanhassen during the day.
5. As compared to over 500 communities nationwide, Chanhassen residents are very happy
overall. We rated above the national benchmark in 24 of 27 indicators related to community
characteristics and above the benchmark in 34 of 35 indicators related to services.
6. The full results are available on the city's web site.
Work with Carver County to Expand Utilization of Carver County /Chanhassen Service Center
Update: In September, staff updated the council on the variety of communication tools used to
promote the Chanhassen Service Center since it opened in 2009. These include the "What's New"
section of the city's web site, the city's Facebook page, electronic message center, articles in the
Chanhassen Connection, and messages on utility bills regarding its opening and location.
Additionally, the service center is a designated absentee voting precinct, which increases awareness
of its location and services.
Update Police Work Plan for 2011
Update: The Sheriff's Office presented their 2011 work plan to the city council in August 2010.
The 2011 service plan recommended no staffing level changes. The Carver County Sheriff's Office
will continue to work with elected officials, city leaders, and citizens to build a policing plan that
enhances the safety and security of all Chanhassen residents and businesses. Attached are the
proposed police plan and crime statistics for Chanhassen (see Attachment #2).
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Review City's Technology Policy
Update: The MIS department is responsible for the day -to -day operations of the city's technology
network. This includes the computer /network equipment, telecommunications equipment, software
purchases, and data storage equipment.
Annual MIS Capital Equipment Needs
Computer /Network Equipment $100,000
Telecommunications Equipment $10,000
Software Purchases $75,000
Data Storage Equipment $30,000
Total $215,000
The city's technology replacement schedule was established in 1999. The schedule has been
modified over the years to accommodate other priorities within the city.
Current Technology Replacement Schedule
Desktop PC Workstations, Laptops 3 -6 years
Network Servers 3 -6 years
Network Switches 5 -7 years
Network Printers 5 -9 years
Firewall Devices 2 -4 years
Staff will continue to use this replacement schedule; however, will take advantage of new
technology that helps reduce or eliminate equipment needs into the future.
STRENGTHEN THE CITY'S FINANCIAL POSITION
Provide financial stability and resources necessary to achieve the city's vision by exercising
financial stewardship, implementing best practices, and utilizing long-term financial planning tools.
Select a few Unfunded /Unproductive Mandates for Legislative Review with Assistance of Metro
Cities and Other Partners
Update: Staff invited Patricia Nauman, Executive Director of Metro Cities Association to discuss
their role, responsibility and accomplishments in convincing legislators to eliminate unfunded
mandates that affect cities. The city will continue to support Metro Cities and take an active part in
the following issues:
1. Groundwater Usage Committee
2. Infiltration and Inflow Committee
3. TAB Representative
4. Review of New/Existing Building Codes
Monitor Revenue Performance in 2010; Take a Proactive Approach to Budget Challenges,
Keeping Council Informed about Revenue /Expenditure Relationships Throughout the Year
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Update: Staff presented three quarterly financial reviews in 2010. Through October of 2010, both
revenues and expenditures were in line with the exception of volunteer firefighter pension and
building permit revenues, which are anticipated to have a $30,000 surplus in 2010. This surplus
could be used to help offset the required contribution for the firefighters pension. Quarterly reports
have been a good exercise and I recommend that this continues into the future.
Being Proactive that all City Staff and Members of Boards, Committees and Commissions
Contribute to Economic Development
Update: Items that have been completed to contribute to economic development include:
1. The Planning Commission reviewed potential changes to city code that provide an
atmosphere that encourages business growth and innovation.
2. The Park & Recreation Commission is reviewing park and trail dedication fees to reflect the
true market value of land today.
3. Staff worked directly with the Department of Trade and Economic Development to assist
General Mills with the construction of an in -house production line versus out - sourcing to
another state. The equipment has been ordered and the line will be operational in spring.
4. Staff assisted with keeping Exlar in Chanhassen as they explored relocating to Chaska.
They purchased an existing building off Dell Road, which kept 100 jobs in Chanhassen with
the potential of adding another 50 new jobs over the next several years.
Review the City's Long -Range Financial Plan
Update: In July, the city council reviewed the city's Long -Term Financial Plan/Capital Projects
Plan. This process included reviewing the Street Pavement Management Program and projects for
the next 5 years, including:
Long -Term Financial Plan/Capital Project Plan For the Next Five Years
Local Street Projects $5,800,000
Major Street Repairs $40,600,000
Water Utility Projects $18,155,000
Sanitary Sewer Projects $2,335,000
Storm Water Projects $735,000
City Buildings (Fire Stations and Refurbish City Hall) $2,405,000
Trail Improvements $1,940,000
Park Improvements $1,475,000
MIS Capital Replacement, Software, and Data Storage $205,000
Capital Equipment for all Departments (per year)* $824,000
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The city annually levies $824,000 for capital equipment for our fire department, park maintenance
department, street maintenance department and city hall. Each year staff performs a detailed review
and prioritization of capital equipment needs. Staff presented the 2011 -2014 Capital Improvement
Plan to city council in October. The city council provided feedback on the timing of the future fire
station, parking improvements, and equipment replacement policy.
Planning for the City's Infrastructure
Create solutions for managing existing infrastructure and future growth in our community while
preserving a sustainable quality of life and protecting the environment.
Review Pavement Management Assessment Policy and the Effects of Deferring Road
Construction Projects
Update: The city's assessment practice has been to assess 40% of the street improvement costs to
benefitting property owners. Staff has reviewed our policy and completed a survey to compare our
practice to surrounding communities. The results varied greatly —from communities paying 100%
of the costs while others assessed 75% back to benefitting property owners for reconstruction
projects. The city council requested two changes to our assessment practice, including allowing for
flexibility in setting the percentage of the project costs for assessments and pegging the interest rate
for assessments to 2% over prime rate.
Review Effect of Delays on Pavement Management System
Update: Deferring street projects only delays the inevitable and creates a log jam of needed
projects. Additionally, deferring street projects results in higher costs (more patching and repairs)
and higher assessments to property owners.
Develop a Comprehensive Inter - Connecting Trail System with Surrounding Communities
Update: Staff presented a history of the city's trail system. This report provided details about
existing linking points with other communities and identified key inter - connecting points not yet
completed. The city council and staff discussed the opportunity to collaborate with surrounding
communities to take advantage of partnerships and grant opportunities.
Explore Opportunities for Further Partnerships
Update: Staff is always looking for shared support or partnerships with public and private entities.
Staff developed and distributed a list of partnerships already in place.
Develop Alternative Approaches to Reduce Impervious Areas
Update: Staff presented an issue paper in May outlining and reviewing 13 variance requests the city
has received since May of 2004. A majority of those requests have come from areas in the
community that were developed prior to water quality rules being enacted by the state and city. The
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use of pervious pavement systems could have been a condition of approval; however it would not
have negated the need for the variance in these 13 instances.
Review Future Well Needs Based on Water Usage and Availability (Develop Educational Work
Plan for Environmental Commission)
Update: In 2008 and 2009, the WaterWise Program focused solely on residential water use. This
year, staff worked with homeowners associations and explained the benefits of an irrigation audit.
Staff also presented trends of high summer water usage, an irrigation usage map, and a summary of
the WaterWise Program. In the last three years, three new wells were constructed to replace two
lost wells and one diminished well; Well #4 was connected to the water treatment plant (which is
near capacity); and well pumps were lowered as much as possible (the city is dependent on the
Jordan aquifer).
Staff recommended that we evaluate the water rates for 2011 and consider additional rate structures
for high irrigation users. These users drive the need for more infrastructure, production, and
maintenance costs. It was also recommended that we study the Franconia - Ironton - Galesville
aquifer as a viable water source in the future.
Enhance Local Tax Base
Evaluate the Comprehensive Plan with current goals and policies; assess the impact.
Take an Active Role in the Public /Private Redevelopment of the Chanhassen Dinner Theatre and
Chanhassen Transit Station Area
Update: Staff recommended that we create a public /private partnership with the four property
owners and develop a vision for the Dinner Theatre area. What development opportunities exist?
How should we go about marketing these opportunities? Staff is recommending that a SWOT
analysis (Strengths, Weaknesses, Opportunities and Trends) be completed for the entire area
surrounding the Chanhassen Dinner Theatre.
Capture Opportunities for Economic Development and Position the City to be Attractive for
Private Investment and Reinvestment in the Following Areas: Infrastructure (Transportation
Mobility /Utility Capacity), Reviewing City Policies and Processes to Reduce Costs and Processing
Time _for Business Development
Update: Staff presented a report that showed long -term development trends (building permit
revenue, housing permits, commercial development, and available land inventory). We are going to
end 2010 ahead of budgeted permit projections. Currently, there is sufficient residential land served
by city sewer and water. We have 207 single - family and 259 multi - family units available (this is a
4 -5 year inventory). In addition, the city council approved another 150 lots for single - family homes
in 2010.
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The city also has commercial and industrial land with sewer and water services available. The city
is well - positioned for the next five years to handle any residential /commercial developments.
Hold Forums to Identify Opportunities and Barriers to Attracting New Housing, Commercial/
Industrial, and Jobs to Chanhassen
Update: In an effort to increase the city's ability to assist developers, staff held two forums to
receive input regarding concerns or issues about processing/implementing developments in
Chanhassen. The summary of responses included a reduction in fees, timing and expenses in
receiving approval of projects, and development costs. Staff will continue to look for additional
ways to decrease fees and streamline the development review process. Developers commended the
city on its web site, which gives them access to city codes, applications, and the available land
inventory.
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SCHEDULE FOR 2011 KEY FINANCIAL STRATEGIES
Saturday, January 8, 2011 Staff presents suggested KFS to City Council.
City Council brainstorms additional KFS
suggestions.
Monday, January 24, 2011 City Council's Final Suggestions for KFS list.
Tuesday, January 25, 2011 Staff distributes electronic spreadsheet for City
Council rankings.
Monday, January 31, 2011 KFS ranking due to Assistant City Manager.
Monday, February 14, 2011 Staff presents compiled rankings. City Council
finalizes 2011 KFS.