2. Strategic Planning Process
CITY OF
CHANHASSEN
690 City Center Drive, PO Box 147
ChanhllJsen, Minnesota 553/7
Phone 612.937.1900
General Fax 612.937.5739
Engineering Fax 612.937.9152
Public Safety Fax 612.934.2524
W'eb www.ci.chanhassen.mn.lIs
1.
MEMORANDUM
TO:
Mayor and City Council
FROM:
Don Ashworth, City Manager
DATE:
March 11, 1998
SUBJ:
Strategic Plan, Jim Brimeyer
I have confirmed that Jim Brimeyer will be here at 5:45 p.m. on Monday evening.
It is imperative that he be able to leave by 6:30 p.m.
I have attached minutes, agendas, and other salient information regarding our
strategic planning process to date. As you will note, we have completed the
strategic issues for the priorities identified by the city council. For the most part,
we are done.
The issue "promote team work among the council/staff/commissions..." had been
rated high by staff/commissioners (No.2), but not by city council. One of the
questions Mr. Brimeyer will be asking is whether this issue should be analyzed
further. Jim will also be asking, "What outcomes do you expect as we move
towards completing the strategic plan?"
The City of Chanhassen. A growing community with clean lakes, quality schook. a charming downtown. thriving busmesses, and beautiful paries. A great place to lIVe. work, and play
A--I/O
CITY OF
CHANHASSEN
MEMORANDUM
TO: Mayor and City Council
690CÙyCenterÐrive,POBox147 FROM:
Chanhassen, Minnesotß 55317
Phone 612.937.1900 DATE:
Gentra/ Fax 612.937.5739
ElJgineeringFax612.937.9152 SUBJ:
Public Safety Fax 612.934.2524
1ffb www.ci.c¡.olllwsen.mn.us
Don Ashworth, City Manager
January 21,1998
Work Sessions and City Council Goals/Objectives
Attached please find a listing of potential work session items as well as a start on
assigning some of those items to specific dates. Since the February 2nd work
session is relatively large, it would be helpful if each council member reviewed
the topic list and prioritize the items in order of importance. I would like to
distribute'your priorities with next week's packet.
Another item on the agenda for February 2nd is council goals/objectives. If you
could similarly get me a copy of the goals that you think we should achieve, I
could similarly distribute those with next week's packet as well.
g:\mgr\goals.doc
"
The City ojChanhassen. A growing commnnity with clean lakes, qnality schook, a charming downtown, thriving businesses, and bealJtifÙ/ parks. A great plllce to lire, /l'ork, and p/¡¡,
1998 City Council Work Sessions
January 5,1998 · Wrase Property (Historical House)
5:30 p.m. · RFP for Financial Advisors
Courtvard Conference Room
February 2, 1998 · Highway 5 Update, Evan Green, MnDOT 5:30-6:15 p.m.
5:30 p.m. · 2.2 Acres, Villages on the Ponds, St. Hubert's 6:00-6:30 p.m.
Courtyard Conference Room (Dave Pokorney, Fr. Steve, Dave Bangasser)
· Park & Recreation Commission Interviews (3) 6:30-7:15 p.m.
· Position Classification and Pay Compensation 7:15-7:30 p.m.
Plan
Tuesday, February 17,1998 · Lakeview Hills Options, Frank Dunbar 5:30-6:15 p.m.
5:30 p.m. · Council Goals/Objectives
Courtyard Conference Room · Prioritize Work Sessions
· Review Strategic Planning Setup
March 2, 1998 · Public Safety Commission Interviews (6)
5:30 p.m.
Courtvard Conference Room
March 16, 1998 · Comprehensive Plan: CIP and Transportation
5:30 p.m.
Courtvard Conference Room
March 30, 1998 · Public Works Expansion
5:30 p.m.
Courtvard Conference Room
April 6, 1998
5:30 p.m.
Courtvard Conference Room
April 20, 1998
5:30 p.m.
COUrlvard Conference Room
May 4,1998
5:30 p.m.
Courtvard Conference Room
May 18; 1998
5:30 p.m.
Courtvard Conference Room
June 1,1998
5:30 p.m.
Courtvard Conference Room
June 15,1998
5:30 p.m.
Courtvard Conference Room
June 29,1998
5:30 D.m.
1998 W orksessions
Citv Council's Mission Statement:
To define and communicate a vision for the city.
Demonstrate and provide leadership by creating polic.ies, goals and
objectives that represent the interests of those we serve.
I. Team Building & Strategic Planning
· use of The Brimeyer Group Inc. - 945-0246
Who - City Council, City Manager, Ass. City Manager, Dept. Heads
When - Monday night worksessions, per calender
Where - A comfortable, informal room
Team Buildinv Session prior to Strate¡¡-ic Plannin¡:
Communcating openly & candidly
Mutual understanding
Respect
,"'\;¡. ..... _~ I. ':. I...;
Possible Stratee'ic Planninl! TODics
Creating an internal, external mission statement
Affordable Housing
Transportation
CIP
Future use of TIF
Structure of Commissions
Budget Process
Enforcement of Ordinances
Funding Mechanisms
Communications - internal & external
Highway 212 Corridor Plan - relook at Highway 5 Plan
Organizational Structure
II. Service Levels
· City Evaluation - resident & business survey
· Establish benchmarks, per department/activity
III. Community Leadership
-....
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Strategic Plan
July 29, 1996
Chanhassen Recreation Center
Balance between commercial and residential development:
· Develop a ratio to determine appropriate mix.
Issue: Develop a city with financial strength and stability:
· Preferable to live and work in the community (life cycle housing).
· What is the right balance and why (fiscal analysis as well as comparisons with other
communities)?
· Staff and city council need more communication between state legislators, county
commissioners, other communities.
Issue: High property taxes:
· Because we have good services.
· We have good schools.
· Taxpayers mood: reduce taxes/state aid.
Why can developer walk away from creating problems?
· Mood of taxpayer
· Why reduce state aid?
· Changing ratio of residential to commercial/industrial taxes.
· Tax exempt growth (schools/churches, etc.).
· Funding of school not working for operation or capital (new schools).
· State statutes.
· City drives school growth (increasing growth).
· Creation ofTIF districts.
Consequences of doing nothing:
· Quality oflife will decrease without proper balance.
· Values of property adversely affected.
· Quality of education declines because of poor tax base.
Do we have room to move the ratio of commercial/industrial to residential?
· Lack of community.
· Loss of community spirit.
· Loss of community investment in community.
· Insufficient race horses.
· Taxes up/quality down.
· Credit down + cost of debt up = property tax increase
"You get to move--
You get to move.
When the Lord gets ready-
You get to move."
--Mississippi Fred McDowall
Strategic Plan Meeting
July 29,1996
Page 2
"I would gladly pay you Tuesday for a hamburger today."
--Wimpy
"Nothing matters, and ifit does, so what?"
--T. Pierre Grothe
Value for Taxes
Strategy:
· Create happy taxpayers.
· Revamp for fair tax system.
· Set ratio of non-taxable vs. taxable.
· Achieve proper balance to assure quality of life (as we know it).
Barriers:
· Lack of vision.
· Lack of details.
· External factors beyond control of city government
- state
- Metro Council
- market force
- interest rates
- depression
- recessIOn
· Undefined dollars/resources
· Potential reduced services
Strategies
. Education
· Model (3-5)
- Property tax alternatives of different commercial/industrial and residential growth based
on residential growth.
· Interaction with state representatives, school district, county.
· Lobby state-wide issues.
· Complete Springsted study.
"It's hard to soar like an eagle when you work with turkeys!"
"Don't apologize for the group's adolescence."
g:lmgr\strategicp17-29.e
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(;it)' Council.Ooals/Mission Statement
. Tf:f;" ' '
April!
InterView Park &Recreation. Commission
Candidates and Environmental. Commission
CalzlJidateslLivable Communities Act
·,,·v;·
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December 16, i996
(Special Meeting)
g:\user\karen\96wkses
:
1. 5:30 p.m.
2. 6:00 p.m.
A"~
AGENDA
CITY COUNCIL WORK SESSION
MONDAY, JULY 29,1996,5:30 P.M.
CHANHASSEN RECREATION CENTER
COMMUNITY ROOM #2
Presentation of 1995 Audit Report, Deloitte &
Touche.
Continue Strategic Planning Process:
At our last meeting the group acted to establish Issue 8, "Develop a
balance between tax base and commercial/industrial vs. residential" as the
first item to be reviewed on July 29. The group acted to select Issue
No. 4-"Promote interaction between council and staff with other
governments and with adjacent communities" for that evening (see
attached). The minutes ITom our last meeting where we developed a
strategy for "Delineation of the MUSA line" (No.3) has also been
attached including the responses to the "Housing diversity/public
incentives" issue (No. I). As you start to review the responses that were
given to both the housing and MUSA issue, I would ask that you begin
thinking about the two issues which will be discussed Monday night. Our
sessions should go faster if we have asked ourselves:
. What is the issue?
. Why is this an issue?
· What are the consequences of not doing anything about this issue?
· Vision--What do we want this to look like?
· What are the barriers to achieving this issue?
· What strategies should be used to achieve this?
· What action should be taken in the next 4, 12, & 36 months to
accomplish it?
· Who is responsible and within what time frame?
See you on the 29th!
'i
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JUN-17-96 MON 15:21 27463937
945131132
CITY OF CHANHASSEN
ISSUES
(J)
Provide more housing diversity.
- price
- style/architecture
- density
- allowance for home occupations
- allowance for extended family flexibility
Use more Ta ( Increment Financing for affordable housing.
Council: 7-8-7-7
Others: 3-{j-8-8-3
Total 57
................................... t...················
2. Promote teamwork among the Council, the staff, and the appointed Boards.
Provide more authority for staff to make decisions within Council guidelines.
Council: 5-3
Others: 7-7-{j·8-4-8-4
· . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. Total 52
®
Develop a strategy for delineation of the MUSA line.
Council: 6-5-6
Others: 4-{j-{j-7-5-4
· . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ., Total 49
\:\' @
'11"'1 '
Promote interaclion between the Council and the staff with other goverruncnts and with
adj acent communities.
, .,
¡,'
,.
Work with the schools and the counties on funding options.
Council: 4-5-{j
Others: 7-7-7-2
· . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . _ . . . . . . . . " . . . . . . . . . . . .. Total 38
5. Put on the ballol and Insure passage of the new park referendum.
Council: 2
Others: 5-8-7-3-{j·5
· . . . . . . _ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ., Total 36
P.ø2
JUH-17-~6 MOH 15:21 -7463~37
9d ""=E.'t 102
p.e3
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G. Promote the City within Chanhassen through Council leadership.
Improve communications to encourage participation.
- combat citizen apathy
. promote City effectiveness
. explain the fiscal impact of spending to çjtizens
.
.. .. .. .. .. . .. .. . . . . . . .. . . . . . . . . . . . .. . .. 10 .. . .. .. .. .. .. . .. .. .. . . .. .. .. .. .. .. .. .. .. .. .... Total33
Council: 8-2
Others: 2-6-3-54-1-2
7. Develop a Capital Improvement Program for public facilities and infrastructure
including a financing plan.
Council: 6-3
Others: 2-8-3-1-6·3
. Total 32
................................................................................. ..........
I .fqr.,®
1/ ,-,
.Ji I
Develop a balance between tax base of commercial/industrial versus residential.
Council: 7-844
Others: 4-5
. .. .. .. .. .. .. . . .. .. . .. . .. .. . . .. . . . .. .. . . .. . . .. .. .. .. .. .. .. .. .. . . .. . .. .. . .. .. . .. .. .. .. . .. Total 32
9. Develop a community identity - primarily for existing residents but also for potential
residents .
Council: 2
Others: 1-8-2-7-5-5
.. .. .. .. .. .. .. .. .. .. .. .. . . .. .. . .. .. .. .. .. .. .. . .. .. . .. .. I .. I I .. . I .. . . .. . .. .. .. . .. . .. .. .. .. .. .... Total 30
. .
10. Create more opportunities for· existing commercial and for new commercial
development.
Promote the growth of the Central Business District. Create a regional center.
Determine the benefits to the community.
Council: 6-8
Others: 6-1-6
.. .. .. .. .. .. . .. .. .. .. .. . .. .. . .. .. .. . .. .. .. .. . .. . .. .. . .. . . .. I .. .. . . . .. .. . . .. .. .. .. . . .. . . .. Total 27
11. Continue the effective management of the City's environmental resources.
Council: 7
Others: 5-4-5-4
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. Total 25
JUN-17-96 MON 15:22 ?7463937
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12. Examine non-tax (property) revenue sources within the demands of the citizens.
'Work to locate non-profits on lesser value taX base property. Develop a Strategy for
taxable versus non-taXable.
Council: 3-5-2
Others: 4-4-5-3
. .. . A .. . . . . .. .. . .. .. . .. . . . . . . .. . .. . . . . .. .. . . I . . . .. .. .. .. .. . . .. .. .. .. .. .. .. . I .. Total22
13. Manage growth without discouraging developers.
Streamline the public approval process as it relates to development, participation,
financing, and decision making.
Council: 1-2-3
Others: 8·5
Total 19
................................................................................................ ..
14. Eliminate public dollars for commercial development.
Council: 8-5
Others: 0
.. .. .. .. .. .. .. .. .. .. . .. .. .. .. . .. .. . . . . .. .. .. . . .. .. .. .. .. .. . . . .. .. .. .. .. .. . .. .. . .. .. .. .. . .. .. .... Total!3
15. Develop Mission Statement.
Council: I
Others: 1-8
. .. .. .. .. . .. .. . .. .. . .. . .. . .. .. . .. .. .. . . .. .. . I . .. .. .. . . . .. .. .. . .. . .. .. .. .. .. .. . . .. .. .. .. .... Total 10
16. Explore privatization of municipal services.
Council: 1
Others: 1-2-3-2-1
.. .. .. .. .. .. .. .. .. .. . . .. .. .. . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . .. .. .. .. .. .. .. .. .. .. .. .. .. ... Total 10
17. Develop incentives within the organization for effecting cost savings.
Council: 0
Others: 2-6
Total 8
18. Exanline the utility of new and innovative crime prevention programs.
Council: 3-1
Others: 1-2
.. .. .. .. .. .. . .. .. . .. .. .. .. .. .. . .. I .. . .. . .. .. . . . .. .. I .. .. .. . .. .. .. . . . . . . . . . . . . . . . . . . Total 7.
JUN-17-96 MON 15:22 27463937
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19. Develop entertalrunent apportuniti~ and aptians for all age levels.
Cauncil: 1
Others: 3-3
- - , . . . . . . . . . . . - - - - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . _ '. Total7
20. Clasely examIne taJ( Impacts an r~¡dentia1 propertIes.
Council: 0
Others: 7
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. Total 7
21. Capitalize an the City's history and past in order to build towards the future.
CouncU: 0
Others: 5
. . . . . . . . .. . . . . . . . . . . . I . . . .. . . . . . . . I . . . . . . . . . . . . . . . . . . . . . . . Total. S
22. Develop a fund to seize development opportunities.
CouncU: 4
Others: 0
. .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total 4
The followinsz szot ..(). vote~:
Create and implement the Bluff Creek Watershed Plan.
Determine the direction for law ellforcement services.
Take advantage of opportunities for taJ( base enhancements.
Promote conununicatio.n .between special interest groups.
City of Chanhassen Issues
No.3
Develop Strategy for Delineation of MUSA Line
6-5-6-4-6-6-7-5-4 Total 49
What are the Issues?
· Rate of growth
· Cost of land
· Metropolitan Council
· Environmental
· Some want
· Some do not
· Open space
· 212 implications
· Feel ofChanhassen (rural to?)
· Where should it go?
· Timing
· Changing community
· Who controls issue
Why is Expansion of the MUSA an issue?
· Threatens dramatic change
· Need to be prepared
· City services
· Public systems
· Good planning
· Opportunity to make vision happen/Opposite is also true
· Hard to service large lot subdivisions
· School facilities
· Tax implications
· Council has a say
Kon C. Quentzs
· Reduces ability to plan
· Decisions made for us
· Lack of control
· Reacting vs. Planning ahead
· Environment
· Council issue
"This is our job"
Not doing job
· Financial impact
· Land prices go up as land gets used up in MUSA line
?/n /9(,
Vision
· Develop zoning strategy
· TH 41/5-Bring in next 5 years??
- East side ofTH 41?
- West side ofTH 41 north ofTH 5?
· Staged development
· Connected partials
· Maximize development within MUSA prior to expansion of MUS A line
· Preservation of natural amenities to extent possible and practical
Barriers
· Metropolitan Council
· Changing opinions/councils
· Rural estates
· Change
· lack of effort
· Bonding issues
· Mooo
· Ability to provide all/availability of all public services
· State statutes
Strategies
· Report from planning etal on MUSA issues
· "Logical" plan for staging
· Communication with property owners
- in MUS,A
- possible development
- out MUSA
- possible plans
· City attorney
- Report: Can/can't do with MUSA expansion
· Possible shared systems
· Identify parcels to preserve
· "Loose lips sink ships"
· Make land acquisitions prior to MUSA
· Share zoning strategy
JUN-17-96 MON 15:23 27463937
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WH~'J.:
City of Chanhassen
Issue: Housing Diversity/Public Incentives
'" Affordable
'" Suburbia-style (cookie cutter)
'" Range of product
'" RentaJ versus owned
'" Labor force availability
'" Density/Flexibility
WHY
'" Labor availability
'" State mandate
'" Perception
Internal
External
'" Ahead of other areas
'" Cradle·to·grave environment
'" Doing versus lip service
'" Timing
JUN-17-96 MON 15:~~ ~7463937
ÇPNSEO~NC~
* Legislative funding
* Difficulty of understanding/education
Compliance versus planned
* Protective
.. Potential loss of CIl development
.. Lack of civic responsibility
.. Stable communily
* Proactive city effort
Funding
Land use planning
.. Education of community
.. Multitude of housing types'
Affordable
.. Race diversity
.. Income diversity
* Age diversity
VISION
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JUN-17-96 MON 15:24 27463937
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* Lack of courage
* Residents
* Existing neighborhoods
* Use of government funds
* Educational understanding
* Land costs
* Development eosts
* Developers
* Education
- Developers
- Residents
- Public relations
* Comprehensive amendment
- Zoning
* Modify ordinances
* $ incentives
* Review process revised (staff)
* Creative funding mechanisms
JJARRIEJ!S
STRATEGIES
01450102
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AGENDA
WORK SESSION
MONDAY, MAY 13, 1996,4:00 P.M.
CHANHASSEN RECREATION CENTER
1. 4:00-6:30 p.m. - Finalize Strategic PlanlMission Statement,
Jim Brimeyer.
2. 6:30-7:00 p.m. - Gateway West Industrial Park
,
-1.
.
WHO ARE WE?
*
Schools (good quality)
- population density
- open spaces
- downtown
- recreational opportunities
- series of young neighborhoods
*
growing, viable, safe
*
emerging, changing (socioeconomic)
*
diverse (ages, business, economic changes)
*
above average median income
*
abundant natural amenities
- lakes, trees, wetlands, rolling terrain
*
self-reliant attitude
*
spiritual, religious
*
lack of community identification
*
Balderdash Historical
*
Youthful
*
Attractive in terms of industry and housing
*
An identifiable central business district.
*
Emerging and established neighborhoods coexisting with natural resources.
o
·
SOCIALIPOLmCAL NEEDS
*
Provide single family ownership in safe area with sinúlar socioeconomic
status
*
Health, safety, welfare
*
Best possible services in response to needs and affordability
*
Advocates of education
*
Strong leadership/vision from Council and staff
*
Develop community identity
*
Stable tax base, fiscal responsibility
*
Diverse recreational opportunities
*
Lack of job diversity coupled with housing opportunities
*
Defining diversity
- economic, jobs, housing, services
*
Responsibility to "plan"
RESPONSE
*
Plan for the future
*
Manage growth
*
Exploit opportunities - minimize threats
*
Foster cooperation, cohesiveness among Council, staff, and commissions
*
Get more public input on policy issues
*
Establish goals and implement
*
Flexibility - innovation without rules
*
Identify, then enhance community identity
*
Collaboration with government (local) units
*
Anticipate service needs
- get in front
*
Enhance customer communication
*
Higher paying jobs
*
Examine alternative revenue sources
*
Take more advantage of existing resources
*
Promote positive market
*
Fiscally responsible
*
Environmental sensitive
*
Visionary
*
Pragmatic
STAKEHOLDERS
* Citizens
* Developers
* Landowners
* Business
- retail
- industry
* Schools
* Consultants
* Seniors
* Churches
* Children
* Volunteers
* Employers
* Government employees
* Service organizaûons
* Outside users
* Utility customers
* Other governments
* Young parents
* Empty nesters
* Environmentalists
* Elected officials
* Park users
* Agricultural
* Sports people
- snowmobilers
* Railroads
* Land holding companies
* Financial insûtuûons
* Boards/Commissions
* Media
!
'.
RESPONSES TO KEY STAKEHOLDERS
*
Quality services
*
Fiscal responsibility
*
Equity
*
Share resources through cooperative agreements
*
Listen to stakeholders
*
Provide educational opportunities
*
Safe environment
*
Balancing stakeholders needs
*
Decisions based on rational, pragmatic approach
vs knee jerk to political pressure
*
Provide feedback
- the needs
- what is being done
*
Accountability, dependable, trustworthy
*
Know the stakeholders
*
Be aware of "changes"
*
Use community resources before going outside
PHILOSOPHY
*
Honesty/openness
Protect resources - human, physical, natural
Respect for others
Integrity
Spend wisely
Customer service
Ciûzenship
Service to family
Leadership
Public safety
Learning
Generosity
Quality/fairnesslbalance
Human worth and dignity
Economic viability
Value individuals and community
Visionary
Encourage opinions
Maintain a link to the past
Maintain the viability of the central district
Provide a good mix of public and semi-public uses
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
UNIOUE
* Prince - Paisley Park
* Rapid growth
* Dinner theater
* Creative use of TIF
* Stage of growth
* Opportunity to manage maturity
* Arboretum
* Young:
- businesses
- residents
- infrastructure
* Old land uses vs new land uses
* Eck An Kar headquarters
* No public art
* Geographic location
- recreational activities - lakes
- open space
* Downtown CBD
* Building business for future growth
------
* Church foundation - St. Huberts
* Public safety services
STRENGTHS
*
Financial stability
*
Dedicated employees
*
Do more with less
*
Young, professional Department HeMs
I
*
Growing tax base
*
Council as facilitator
*
Diversity of backgrounds of staff (synergy)
*
Innovative staff
*
Critical mass of organizational infrastructure
*
Orientation towards the future
*
Orientation towards good safety services
*
Well educated citizenry
*
Undeveloped land'
WEAKNESSES
*
Department coordination gaps
*
Appropriate staffing levels
*
Lack of experience
*
Overwhelmed organization
*
High taxes
*
Council is reactive vs proactive
*
Diversity conflict
*
Perception of arrogance
*
Conservative Council
*
Lack of internal communications among elected officials, staff, and
Boards
* Bureaucratic domination
* Risk taking is hazardous
* A high debt load
* Citizen apathy/anger
OPPOR~
* Development stage
* Young population
* Hwy 212
* MUSA
* Technology
* Insure quality services
* Solid job base
* Development of mass transit
* Development of the "villages· concept
I
I
,
* Geographic location I
,
* Highway 5
THREATS
* Competing uses for land
* Unfunded mandates
* No plan for MUSA
* Use of technology
* Privatization
* Funding shifts
* Taxes - no control
* Lack of affordable housing
* Acceptance of affordable housing
·
City of Chanhassen
Mission Statement
Chanhassen is a growing community with strong ties to a rich historical
tradition. The community has the unique characteristics of emerging and
established neighborhoods coexisting with natural resources and combined
with a viable central business district. The community prides itself on having
a stable tax base and takes a responsible. approach to the provision of
municipal services which has created an attractiveness in tenns of industry
and housing. The organiZØion plans for the future by maintaining a link to
the past.
Our objective is to maintain the flexibility to take advantage of opportunities
and to provide the appropriate incentives Jor development and growth. Our
response to our stakeholders is to provide quality service, maintain fiscal
responsibility, and ensure a decision-making process based on a visionary,
pragmatic approach. Through effective t;ommunity leadership we will
maintain the balance of established and emerging neighborhoods, a viable
central business district, sustained growth in our tax base, and a safe
environment for people of all ages.
.
.
,
CITY OF CHANHASSEN
STRATEGIC PLANNING SESSION
April ·2, 1996 .
EXPECT A TrONS
*
Mission Statement
*
Format for the future
- proactive vs reactive
*
Maintain community identity
*
Develop strategic plan
*
Vision - next decade
- specific, achievable
*
Framework for decision-making
*
Value Statement
*
Active Action Planning
*
Measure performance
*
Goals, objectives
- priorities
- strategies
*
Framework for doing things right
- Or doing the right thing
n Ashworth
.
Meetin Notice
Strategic Plan Work Session
Tuesday, April 1 , 1996, 5:30 p.m.
Chanhassen Recreation C nter, Community Room 3
2310 Coulter Boulevard
Supper will be provided.
5:30 p.m. - Continue ceve,opmentif a Strategic Plan. Attached
please find a summary om our April 2nd session as
prepared by Jim Brime er.
I
.
.
CITY OF CHANHASSEN
STRATEGIC PLANNING SESSION
April 2, 1996
EXPECT A nONS
*
Mission Statement
*
Format for the future
- proactive vs reactive
*
Maintain community identity
*
Develop strategic plan
*
Vision - next decade
- specific, achievable
*
Framework for decision-making
*
Value Statement
*
Active Action Planning
*
Measure performance
*
Goals, objectives
- priorities
- strategies
*
Framework for doing things right
- Or doing the right thing
':!>
MAV-13-96 MON 8S: 4' ~è!!!>3937
'58182
P.82 .
CITY OF CHANHASSEN
ISSUFS
1. ExamIne non-tax (property) revenue sources within the demands of the citizens.
2. Capitalize on the City's history and past in order to build towards the future.
3. Use more Tax Increment Financing for affordable housing.
4. Develop a balance between tax base of commercial/industrial versus residential.
5. Provide more housing diversity.
- price
- style/architecture
. density
- allowance for home occupations
- allowance for extended family flexibility
6. Examine the utility of new and innovative crime prevention programs.
7. Eliminate public dollars for commercial development.
8. Manage growth without discouraging developers.
9. Promote interaction between the Council and the staff with other governments and with
adjacent communities.
10. Create more opportunities for existing commercial and for new comroercial
development.
11. Put on the ballot and insuro passage of the new park referendum.
12. Develop a community identity - primarily for existing residents but also for potential
residents.
13. bevelop a Capital Improvement Program for public facilities and infrastructure
including a financing plan.
14. Develop entertainment opportunities and options for all age levels.
~AV-13-96 MON 08:41 ~7463937
c;- '''50102
P.03
15. Continue the effective management of the City's cnvironroental resources.
16. Create and implement the Bluff Creek Watcrshed Plan.
17. Determine the direction for taw enforcement services.
- contract versus ...
18. Develop a strategy for delineation of the MUSA line.
19. Promote communication between special interest groups.
20. Develop Incentives within the organ~ation for affecting cost savings.
21. Work with the schools and the counties on funding options.
22. Improve communications to encourage participation.
- combat citizen apathy
- promote City effectiveness
- explain the fiscal impact of spending to citizens
23. Promote the growth of the Central Business District. Create a regional center.
Determine the benefits to the community.
24. Promote teamwork among the Council, the staff, and the appointed Boards.
25. Closely examine tax impacts on residential properties.
26. Promote the City within Chanhassen through Council leadership.
27. Work to locate non-profits on lesser value tax base property. Develop a strategy for
taxable versus non-taxable.
28. Develop Mission Statement.
29. Take advantage of opportunities for tax base enhancements.
30. Provide more authority for staff to make decisions within Council guidelines.
31. Explore privatization of municipal services.
32. Develop a fund to seize development opportunities.
33. Streamline the public approval process as it relates to development, participation,
financing, and decision making.
·
AGENDA
WORK SESSION--STRATEGIC PLAN
TUESDAY, APRIL 2,1996,5:30 P.M.
CHANHASSEN RECREATION CENTER
2310 COUL TER BOULEVARD
Supper will be provided.
1. Development of a Strategic Plan; Jim Brimeyer, Brimeyer
& Associates.
· ,
PARTICIPANTS INVOLVED IN
STRATEGIC PLANNING PROCESS
APRIL 2 & 16, ¡996
City Council Members
Don Chmiel, Mayor
Colleen Dockendorf, Councilwoman
Mike Mason, Councilman
Steven Berquist, Councilman
Mark Senn, Councilman
Commission Members
Nancy Mancino, Planning Commission Chair
Brian Beniek, Public Safety Commissioner
Gary Boyle, Housing & Redevelopment Authority Chair
Ron Roeser, Park & Recreation Commissioner (attending April 2)
Frank Scott, Park & Recreation Commissioner (attending April 16)
Staff Members
Don Ashworth, City Manager
Todd Gerhardt, Assistant City Manager
Pam Snell, Finance Director
Todd Hoffman, Park & Recreation Director (attending April 2)
Jerry Ruegemer, Recreation Supervisor (attending April 16)
Scott Harr, Public Safety Director
Charles Folch, City Engineer
Kate Aanenson, Planning Director (attending April 2)
Bob Generous, Senior Planner (attending April 16)
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