5. City Goals & Objectives
,.
CITY OF
CHANHASSEN
690 City Center Drive, PO Box 147
Chanhassen, Minnesota 55317
Phone 612.937.1900
General Fax 612.937.5739
Engineering Fax 612.937.9152
Public Saftty Fax 612.934.2524
1Xleb www.ci.chanhassen.mn.us
5
MEMORANDUM
TO:
Mayor and City Council
FROM:
Don Ashworth, City Manager
DATE:
February 12, 1998
SUBJ:
Council Goals and Objectives
Attached please find a copy of departmental goals for 1998. I thought that council
members might find these helpful when establishing council goals. Department
heads are working on reformatting their goals, using the example of the
Community Development Department. Also attached is a copy of the Strategic
Plan just completed by the City ofChaska.
Update: This item was tabled at the last work session. I have no idea what the
city council wants me to do next.
DW A (2-25-98)
\\cfs 1 \voI2\mgr\councilgoals.doc
The City ofChanhassen. A growing community with clean lakes, qunlity schools, a charming downtown, thriving busin",es, and beautifùl parks. A great place to live, work, and play
.'
.
Community Development
Mission and Current Services
Community Development includes the activitics associated with Planning, Environmental
Services and Water Resources Management. These activities provide staffsupport to the
City Council, Planning Commission, Board of Adjustments and Appeals, Environmental
Commission, Senior Commission, and Southwest Metro Transit. Services include
administration of the Zoning and Subdivision Ordinance, Comprehensive Plan, forestry
services, lake management, Storm Water Management Plan, Community Development
Block Grant, and environmental services including composting, recycling, and hazardous
waste.
Bud!!et Hi!!hli!!hts
The proposed budget has no increase except for cost of living. Water Resources will
have an intern for the summer, but the Planning Department will not have one this year.
Vision/Achievements
Achievements for 1997 include:
. Bluff Creek Overlay District
· Start of the Comprehensive Plan Update
· Senior Dinning
· BWSR wetland banking project
· Comprehensive Wetland Management Plan (wetland management is not subject to
review by BWSR)
· RALF for Lakeview Hills
. Participation in the Chaska /Chanhassen Chamber Business and Retention Program
Proposed projects for 1998 include:
· Completion of Comprehensive Plan
· Update Zoning Ordinances to reflect changes in Comprehensive Plan
· Lake Ann Park Water quality improvement (parking lot improvements, ponds)
· Lake Susan Restoration (improve water quality for fishing, swimming)
· Green Star Award Program from the Environmental Commission given to programs
or individuals that have a positive impact on the environment
Future Trends
As the city continues to grow, complaints and code enforcement increases. Staff is
spending an increasing amount of time on this issue. The increase of enforcement and
the unwillingness to get compliance may increase the demand on legal services.
Building permit activity is slow for traditional single family lots in the $275,000 price
range. The city has approved projects that have non-traditional housing types and these
should keep building permit activity at around the 200 permits a year.
.
With the opening of the senior dining later this year, there may be a need for future senior
dining space. The current senior center has seating for 40 persons. Senior programming
has continued to grow as does the senior population. The Senior Commission will be
looking at ultimate needs as a part of the yearly goals.
Because Bandimere Park will be developed this year, the city has lost its compost site.
Recycling and composting is still available in Chaska, although staff is concerned that
illegal dumping will occur. Carver County Environmental Services will assist the city in
providing a match grant to create a recycling center. Staff would like to explore
partnering with the Park and Recreation Department or Public Works Department to find
a permanent location.
Services Level IssueslUnmet Needs
The work of the department involves a lot of public contact, especially when there is a
controversial planning item. With the ability to use interns, the department is able to
meet the greatest demand on our resources during the spring and summer months.
1998 PUBLIC WORKS OPERATIONS DEPARTMENT GOALS
Mission Statement: To provide quality and responsive public works services to the community using
the resources and technology available.
1. ADMINISTRATIVE PROGRAMS
A. Develop written short-term and long-term maintenance prO!!raffis.
B. Develop needed policies regarding maintenance practices to insure uniformity and
consistency.
C. Analvze primarY work tasks and develop methods and strategies to improve
efficiencies, customer service and save costs.
D. Work with MIS Coordinator to introduce computer automation into the management
of public works maintenance functions.
E. Develop cross-trainin!! Pro!!raffiS to insure that employees fully understand various
work tasks in their respective divisions and can job share when there are short-term
shortages in other areas.
F. Develop and implement regular safety training sessions as required by OSHA.
G. Develop programs to promote citizen awareness of public works maintenance
activities and services in the city.
II. RESOURCE MANAGEMENT
A. Team Building - Develop programs, activities, and policies to enhance team building
among employees by sharing in the successes and short comings of the department,
insuring that the employees understand their role and importance to the department,
and providing opportunities to recognize jobs well done.
B. Long-Term Facility Needs - The overall space needs of the Public Works
Maintenance Operations departments has been a problem for some time and worsens
each year that it is not addressed. Currently, a significant amount of the City's
maintenance fleet and equipment is stored outside every night due to lack of indoor
storage. In addition, the repair area of the shop with only two repair stalls is grossly
undersized for the City's current fleet and they are not even large enough to handle
some of the larger fire trucks and equipment. A study needs to be undertaken to
determine the long-term space needs for the operations division and then evaluate
whether or not the existing site can meet these long-term space needs or if a new
location is required.
,
C. Acquisition of 1998 Public Works Vehicles and EquÎPment - Conduct and complete
the successful acquisition of the programmed 1998 vehicles and equipment additions
to the public works operations department within the approved budgetary limitations.
ill. INFRASTRUCTURE IMPROVEMENTS
A. Well No.8 - Work cooperatively with the Engineering department to begin the design
and construction of water supply Well No.8 to be located in the Galpin wellfield area
north of Trunk Highway 5 and east of Trunk Highway 41. This capital improvement
is consistent with the 1993 Comprehensive Water Supply Plan. During 1997, the City
pumped more than 750 million gallons of water and added more than 180 connections
to the system. Continued residential and commercial growth in the City will require
that additional water supply wells be constructed every 3 to 5 years until full
development of the city is attained.
B. 2.0 MG Water Supplv Storage Tank - Work cooperatively with the Engineering
department to being the design for the 2.0 million gallon (MG) storage tank to be
located in the southeast quadrant of Trunk Highway 41 and Trunk Highway 5 in
conjunction with the Arboretum Business Park development. This is anticipated to be
a two-year project and is also consistent with the 1993 Comprehensive Water Supply
Plan.
C. Annual Street Repair Program - Work cooperative with the engineering department in
conducting the 1998 Street Repair and Sealcoat Program.
IV. PLANNING PROGRAMS
A. Water Supplv Plan - This plan was first developed in 1993. Since that time the City
has experienced significant growth. In addition, the City will be updating the
Comprehensive Land Use Plan in 1998. This is an opportune time to update the water
supply data and forecast for use in the Land Use Plan update and capital improvement
progranuning of the utility infrastructure. This will be a cooperative effort with the
Engineering department.
B. Wellhead Protection Plan - Federal and State mandates will require that each
municipality serving more than 1,000 customers with a public water supply system
have a wellhead protection plan in place before future wells and major system
improvements are approved. Since Water Supply Well No.8 is scheduled for 1998,
the City needs to begin work on this plan. This will be a cooperative effort with the
Engineering department.
C. City Water Qualitv - Continue to monitor and evaluate water quality (rusty and smelly
water complaints) in the City's water distribution system. Ifthe problem continues to
grow into the future and cannot be controlled with routine maintenance practices such
as main flushing, a study may be necessary to evaluate alternative options to curtail
the problem.
\\efsl \voI2\eng\charles\98 pw goals.doc
1998 ENGINEERING DEPARTMENT GOALS
I. ADMINISTRATIVE AND PLANNING PROGRAMS
A. Sump Pump Inspection Program
Complete the inspection phase of the program and institute maintenance program to
insure continued compliance with City code.
B. Update Pavement Management Studv
The original pavement management study was conducted in 1991. A 5-year CIP for
reconstruction projects was developed. This CIP has now been completed. This year is
the appropriate time to re-evaluate the condition of City streets and develop a new
reconstruction CIP.
C. Wellhead Protection Plan
Federal and State mandates will require that each municipality serving more than 1,000
customers with a public water supply system have a wellhead protection plan in place
before future wells or major system improvements are approved. Since water supply
Well No.8 is scheduled for 1998, the City must begin work now on this protection plan.
This will be a cooperative effort with the Utility Operations Department.
D. Update Comprehensive Water Supplv Plan
The City has experienced significant growth since this plan was first developed in 1993.
In addition, the City will be updating its Land Use Plan in 1998. This is an opportune
time to update water supply data and forecasts for use in the Land Use Plan.
E. Future Well Sites
Continue to identify and preserve candidate sites for future wells within the City
particularly in areas where development is occurring. Test boring operations may also be
necessary to confirm candidate sites as adequate or capable locations.
F. Surface Water Management Program
Continue to provide assistance in the implementation of the Surface Water Management
Program specifically as it relates to development growth of the city and specific water
quality projects are identified and prioritized in the Plan.
G. Standard Consultant Service Agreement
Prepare a standard consultant service agreement for general municipal projects in the city
in order to establish uniform services and fee schedules.
I
H. GIS
Continue to work cooperatively with the City's computer consultant to install and
develop a geographic information system (GIS), specifically as it relates to Public Works.
This is anticipated to be an ongoing process development and updating infrastructure
maps in layers and information data bases.
II. CAPITAL IMPROVEMENT PROJECTS
Continue to provide project management of all public and private development projects within
the city. Specific capital projects that are known at this time and scheduled for 1998
implementation are as follows:
A. Water Supplv Well No.8
Work cooperatively with the Utility Operations Department to begin the design and
construction of water supply well no. 8 to be located in the Galpin Boulevard well field
area north of Trunk Highway 5 and east of Trunk Highway 41. This capital improvement
is consistent with the 1993 Comprehensive Water Supply Plan. During 1997, the City
pumped more than 750 million gallons of water and added more than 180 connections to
the system. Continued residential and commercial growth in the City will require that
additional water supply wells be constructed every three to five years until full
development of the City is attained.
B. 2.0 MG Water Storage Tank
Work cooperatively with the Utility Operations Department to begin design for the 2.0
million gallon (MG) water storage tank to be located in the southeast quadrant of Trunk
Highway 41 and Trunk Highway 5 in cooperation with the Arboretum Business Park
development. This is anticipated to be a two-year project.
C. Coulter Boulevard. Phase III (Arboretum Business Park)
To construct this Municipal State-Aid road segment from its current terminus at the west
end of the Autumn Ridge development to the proposed Century Boulevard and ultimately
south to 82nd Street in the Arboretum Business Park and complete an east/west local
collector route south of Trunk Highway 5 between Trunk Highway 101 and Trunk
Highway 41.
D. LAKE LUCY ROAD (between the Brenden Pond development and the
Woodridge Heights development)
To complete the final segment of this overall Municipal State-Aid east/west collector
route in northern Chanhassen which extends from Trunk Highway 41 to Nez Perce Drive.
E. Pleasant View Road Bituminous Overlav
2
To complete a bituminous overlay on Pleasant View Road from TH 101 to Powers
Boulevard.
F. Sump Pump Proiects
To install drainage improvements which will address problems created by conformance
of properties with the City code as it relates to sump pump discharges.
G. Annual Street Repair and Sealcoating Program
To continue providing routine maintenance required to maximize the service life of City
streets. This is a cooperative effort with the Street Maintenance Department.
H. Proiect Assessments
Arrange for the adoption of the assessment roll for the following project in time for the
November 30, 1998 certification date:
I. Arboretum Business Park Phase I - Project No. 97-1
III. COOPERATIVE AGENCY EFFORTS
A. Trunk Highwav 5 Reconstruction from Powers Boulevard (CSAH 17) to Trunk
Highwav 41
Assist MnDOT with the project plan design and pre-project letting administration for this
improvement project in hopes of scheduling a late fall of 1998 contract letting and a
construction start in 1999.
B. Trunk Highwav 101 Tumback/Upgrade
Continue to participate as an active member in the multi-agency effort consisting of
MnDOT, Carver County, Hennepin County, Eden Prairie, and Chanhassen regarding the
tumback and upgrade of Trunk Highway 101.
C. Comprehensive Transportation Studv
Participate with the City of Chaska and Carver County in an update of the Eastern Carver
County Transportation Study of 1989. Recently updated Metropolitan Council data
related to population growth projections and highway system classification improvements
are now available. This combined with continued delays in the improvement schedule for
Trunk Highway 212, the revised schedule for the Trunk Highway 5 improvement project,
and improved traffic forecasting design techniques necessitate a revision to the previous
study from eight years ago.
g: \eng\anita \98goals.doc
3
MEMORANDUM
TO:
Don Ashworth, City Manager
FROM:
Scott Harr, Public Safety Director
DATE:
January 6, 1998
SUBJ:
1998 Public Safety Department Goals
Continuation of Existing Programs:
· Support Staff Customer Service
· Computerization of Department
· Development of position of Fire Inspector in 2nd year
· Provide updated Inspections Division reports
· Crime PreventionlPublic Safety Education program development
· 20d year ofChanhassen's Safety Camp
· Continued effort with child safety seat education program
· Cooperation with other law enforcement/public safety agencies with whom we work
Program Expansion:
· Monthly meetings to develop organization & communication of:
I. Emergency Management Board
2. Management Team
3. Inspectors' Meetings
4. Law Enforcement Team
5. Fire Chiefs
6. Support Staff
· Greater Involvement of divisional heads in budgeting process.
· Implement modified organizational plan incorporating departmental motto; inquiries; and,
mission statement.
· Implement "Clinton Cop" position with Kerri Nolden.
· Assist with transition of new fire chiefs.
SH:eb
g:\safey\sh\goalsmem.98
1998 EDA GOALS
I. West 79th Street
Continue to market the remaining two lots east of the Applebee's Restaurant and Tires
Plus site. (January - December)
2. Pedestrian Bridge Construction
Finalize all contracts with MnDOT on ISTEA application.
3. Continue to Review Alternative Sites for Affordable Cost Housing for Chanhassen
Such sites as przymus site and Jerry Schlenk's property (January - December)
4. Redevelopment of the Pony, Pauly's and Przymus Site (ParklTransit
Site/Commercial?)
5. Paisley Park Tax Petition
(January - December)
1998 ADMINISTRATION/CITY HALL GOALS
I. Remove old wood tongue and groove siding at city hall and replace with steel siding.
(June-July)
2. Evaluate the possibility of a fax broadcast newsletter.
(June - December 1997)
3. Consider establishing a Wellness Program
(January - December)
4. Repair old St. Hubert's windows.
(January - December)
5. Complete strategic planning between staff and council.
(January - December)
6. Establish a city purchasing policy
(January - December)
7. Complete a New Employee Hiring Manual
(January - December)
8. Improving service levels, develop a work plan for this year's general election.
(January-June)
g:\admin\tg\98admingoals.doc
PARK & RECREATION DIRECTOR
1998 GOALS
I. Administer all park open space and trail projects approved in the June 14, 1997 referendum
on behalf of the city council.
2. Complete Phase II development of Roundhouse Park.
3. Administer the formation of a neighborhood park planning committee for the five acre park
located at 7400 Galpin Boulevard.
4. Construct an "official" trail connection between Herman Field Park and Minnewashta
Regional Park.
5. Complete the trail underpass of the Twin Cities and Western Railroad at Creekside.
6. Promote public awareness of the Highway 5 pedestrian bridge overpass through directional
signage and the disbursement of an informational flyer.
7. Complete the annual park inventory in April of 1998.
8. Make application for all federal, state and local grants which would enhance the operation
and development of the Park & Recreation Department and systems.
9. Dedicate "Lions Playground" (adjacent to the Recreation Center) in June.
10. Administer the successful completion of the 1998 Park & Trail Acquisition and Development
Capital Improvement Program.
II. Increase public awareness of park, trail, and other recreation amenities and programs through
public speaking, the Internet, press releases, and the production and disbursement of high
quality brochures, flyers, and bulletins.
12. Listen before speaking.
G:\park\lh\98goals
1998 Goals
Recreation Supervisor
I. Increase Chanhassen's annual sponsorship contributions total to $25,000.00, including cash, gift
certificates, etc.
2. Final the 4th of July Celebration Schedule of Events by the end of April.
3. Process district facility request applications for the 1998/99 school year by July I.
4. Continue to work with Recreation Supervisor in providing new and interesting recreational
opportunities for the residents of Chanhassen. Work with Senior Coordinator to expand program
for participants of the senior center.
5. Work with seasonal staff to provide better job training and motivation.
6. Implement volunteers from local businesses for Chanhassen's Special Events through the
annual sponsorship program.
7. Look for new ways to increase our department's working relationship with School
District #276.
8. Continue to publish weekly adult athletic standings in the Chanhassen Villager.
9. Collect $7,500.00 in picnic revenues from reservations.
10. Continue to operate the Lake Ann Concession building and boat rental station in a fiscally
responsible manner.
12. Develop new ideas for increased concession and boat rental revenues and decreased expenditures.
13. Continue serving MRP A on the RSC as District 4 Representative.
14. Continue to assist the Chanhassen Athletic Association and other youth associations in a liaison
capacity.
15. Continue working with Recreation Supervisor in planning and coordinating new programs.
16. Continue serving on the Chanhassen Chamber Board and assisting with their other needs.
17. Develop new ideas to increase membership in the adult softball program by opening up the
eligibility requirements.
G:\park~erry\Goals98.doc
1998 Goals-Recreation Supervisor (Patty)
I. Increase patronage of the CRC to realize two goals:
a. to promote mental and physical health and wellness among our citizens, and,
b. to generate revenue of 65-75% of operating cost.
2. Provide the CRC gym schedule monthly and make it available to the customer by the 20th of
each month for the upcoming month.
3. Continue to coordinate gym schedule meeting with local athletic association representatives to
allocate gym time. Meetings to be held in August for the period of September - May and again
in April for the period of June - August.
4. Continue to work on promotional/marketing brochure for CRC meeting and conference rooms.
A special mailing to go to all local businesses in April.
5. Continue to develop a comprehensive facility supervisor manual.
6. Propose the continuation of summer tennis lessons to be offered by EIS Tennis.
7. Assume a leadership role in the MRPA Facility Section, playground workshop and other
committees as needed.
8. Provide in-depth seasonal staff orientation.
9. Publish weekly press releases in the Chanhassen Villager.
10. Co-sponsor a summer safety camp with the Public Safety Department.
II. Assist with the City's special events.
12. Discover new ways in which to apply RecWare to the daily operations at the CRC.
13. Establish operating budgets for dance, aerobics, and child care programs.
14. Complete a CRC year-end report.
15. Team up with Park Maintenance to dress up the CRC front entrance with flower pots.
16. If funding is available, research the purchase of a CRC monument sign and additional lighting
at the CRt entrance way.
g:\park\patty\1998GoalsTHMemo
Chaska
February 11, 1998
Don Ashworth
City Manager
City of Chanhassen
17610 Laredo Drive
P.O. Box 147
Chanhassen, MN 55317-0147
RECEIVED
FES 1 3 1998
CITY OF CHANH...:;;::;£I\
Dear Don:
Recently the Chaska City Council took action adopting a Strategic Plan update. In taking
this action. the Council asked that I make a copy of the plan available to key community
leaders so that they were aware of the City's future vision and priorities. Attached is a copy
of the updated plan for your review. Also, I have included a sheet detailing the City
Council's priority goals for the next five year period. As you will note, there are other five
year goals identified in the Strategic Plan, but the priority goals are those objectives which
the full City Council has identified as absolutely critical to the community's future and goals
which will be addressed in the five year period. Our hope is that you will share the plan
with other members of your organization who are involved within the Chaska community.
Thank you for your continued partnership and if you have any questions concerning the
Strategic Plan, please feel free to contact me at your convenience.
DP:jms
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City of Chaska . N
Strategic Plan
1998
,
:~~~~~~~~~~~:::~=-::;:::::~:::::;::::::::::::::::::::::~::;::::::::::::::~:::::::::::::::::::~::::::::::::::::;::::::::::::::::~::;~:::::~::::::::::::::::::::::::~~t~~t%:::::<:::l~j~~
CHASKA STRA TEGIC PLAN
~
"/fyou don't know where you are going any roadwi/l get you there." (allonymou~~
Chaska's Strategic Plan has been developed through a systematic process by
Chaska's elected and appointed officials to serve as a map for the community as it
proceeds along the road to being the best small town in Minnesota. Through a proactive
planning process the participants in the Chaska Strategic Plan have developed a
consensus on a group vision and a set of action oriented strategies for its achievement.
Our overridinf! ob;ective is to achieve the communitv's ultimate obiective of beinf! tile
best small town in Minnesota.
The commitment of the participants is to avoid the all to common local government
problems of reactive policy making; whereby policy is made incrementally in reaction to
specific, one time issues, rather than with specific long range goals in mind. The plan is
also a vehicle for the City Council to reach consensus on action items which fosters a
cooperative environment. Further, participants have attempted to recognize that the
primGlY role of elected officials is to establish policies that govern the operation and
direction of their local government. Appointed staflmembers are then responsible for
implementation of these policies.
Although it is appropriate that citizens and stake holders of the "public enterprise" are
involved in reviewing and commenting on the strategic planning process, the diversity and
variety of public stakeholders make it impractical to reach consensus on the initial strategic
vision with these groups taking a leadership role. In our representative government system
a basic responsibility of our elected representatives is to establish a mission consistent with
the community's values.
Consequently, the Chaska Strategic Plan realizes that although it is imperative that elected
officials solicit feedback and concurrence from citizens on the established values and
mission, development of these key guiding policies is the responsibility of the City Council
and cannot be delegated.
Our strategic planning process is intended to be a continuing process that results in a
working document considered as a guide to both elected and appointed officials. Although,
the plan may nòt fully address each of the key future issues and opportunities facing the
Chaska community, the participants in the process are fully committed to following the
strategies as set forth in the plan as a means to achieve Chaska's ultimate mission.
C011l11lunÎtv Values
Values are what people hold dear to them and guide their lives and choices in a general
way. At a community level, values determine the community's character and influence the
organization's mission. These value statements must be basic tenants upon which all
members can agree and to which the community can aspire.
In our strategic planning process we have adopted a set of community and organizational
values. As a guide for community values we have employed the community values adopted
by the Eastern Carver County communities which consist of the following:
Citizenship
Environmentalism
Generosity
Human Worth and Dignity
Integrity
Learning
Respect for Others
Responsibility
Adherence to these values as the
community develops is considered to be
essential and are basic tenants of the
Chaska community. At the
organizational level, values help the
organization define and shape its
mission. Chaska's organizational values
are intended to provide the frame work
within which our organization
accomplishes its mission. The Chaska
organizational values are:
To have values is not enough. Our
commitment is to communicate these
adopted values to the organization's
stakeholders and employees providing
the organization a clear direction and
serving as a foundation for decision
making.
Orl!anizational Valll~s
The City of Chub is a small-town. municipal organization responsible for
delivering essential public services to its citizens. The overall mission of the Chuka
City organiZAtion is to be the best. small town in the State of MinnesoLa. As
employees ofthe City, we are committed to a set of values which
enable: us to individually and collectively meet the public service ~
needs of our quality community. The quality of life in Chaska
depends upon a partnership among citizens, elected ofiicials aud
City employees. Each of us is striving for excellence. As such,
we have agreed upon the following as our organiz.ationaJ values.
A Conunitmcnt to Omskl: Choska;s on extraordinarily special community
which is unique because it ;s Q quality small town wilhin a larger
metropolitan/suburban area. Our commitment is fa collectively strive to make
Chaska the best smalllown in Minnesota.
A Commitment to Communlt" Values: As an organization, we are committed to
modeling and promoting the values of citizenship. environmentalism, generosity,
human worth and dignity, integrity, learning, respect for others, and
responsibility.
A Commitment to Excellence in Public Service: Individually and collectively
we are vested with the "publIc trust." We have chosen pl~blic service as our
responsibility and are proud of the excellent work performed by the City of
Chaska. Consistent with this vision Chasko's citi¡;e11S \1.;11 be treated as our
customers and their feedback will be essential,
A Commibnent to Fiscal Resnonsibillh': Careful management of our financial
resource:s demonstrates our respect for the citizens whose taxes support our
activities. To befiscally responsible is to recognize that most problems cannat be
solved with money alone: ,herefore, fresh approaches and crealivity in
addressing issues shall be adopled.
A Conmútment to Pro9r~sive Cham!'e: We are commined to progre.fSiVe
change. as necessary to accomplish our goals, while still advocating the
maintenance ofChaska's Imique historical perspective. We reject the notion that
"City Hall" should simply maintain the status quo. Furthermore, we arc
committed to being proactive rather than reactive.
A ComßÚtment to Oualih·: As the Chaska community continues to develop and
redevelop, we are committed to aggressively pursing qualIty in City faciJaies and
infrastructure, City services, recreational opportunities, and privale development
activities.
A Commitment to Our EmnJovees: Our employees must be able to enJoy on
exciting, challenging. and fulfilling work environment where they ore recognized
and rewarded for theIr commitment to excellence.
W, tin prOf,If/ of/h, CII)' ofChøskD,
Mission Statement
The Mission Statement should, in theory, be a concise statement or the organization's core
purpose for being. Such a statement must be based on values, community tradition and
legal mandates and should also present a glimpse of the organization's desired future.
Chaska's core mission is to be the best small town in Minnesota. As community leaders
we are dedicated to tills mission and are committed to communicating the mission to
members of the organization and the community. Recognizing, though, that local
governments are very diverse organizations responsible for a variety of tasks, a more
complete mission statement was developed and adopted. In preparing the full mission
statement we have attempted to address the following four questions:
In developing the mission we have
recognized that there is a
fundamental shift occurring in the
mission of municipal governments in
this country. Traditionally, local
governments have provided basic
public services such as police, fire,
street maintenance, land use planning
and utility services. In recent years,
though, municipal governments have
become more involved in defining
and guiding the forces that
established the economic vitality of
the community, preserve its land
values and ensure the opporturúty for
an increased standard of living for all
citizens. Local government officials
are now as concerned about their citizens overall quality of life as they are the quality of fire
protection. As these strategic trends emerge, the City of Chaska has recognized that a
successful local government will not oIÙY need to understand its mission, but will need to
continually review and re-evaluate its mission to remain in touch with its stakeholders
needs.
I. Who are our customers and
stakeholders?
2. What do they want or need from
our organization?
3. How do we best satisfy their
needs and wants?
4. What makes the organization
and/or community unique?
CityofChaska m
MISSION STATEMENT
"To De the Best Small Town in Minncso ..
For the meeeu of our organiZAtion it is critical that each of the emplorees understand the
purpose and mission of the City of Chadea. To clearly state our vision, the City
employees and elected officials have jointly developed I formal minion statement and set
of organi:utional values. As you review these statemenu keep in mind that our ultimate
objective is to be a quality sma]] town.
Tin pn"mflry misJ'Ùm of tht Ciry øJ ChøslaJ iJ /, mhanu /Inti mllinl4in tht hith f"(llifr øJ
lift of its "sbtm h,/tim," th, eititnu øf Chtn/a¡, .'hith ha.s bem JUirlJiro! in tht 18n",,,mity
sma its i_rpømtiøn in '952. CønsÙlmI.'¡th iû mission tht Ci{)' .,iO sJrivr ItI mlz;nmin
itJ ",upu, bi.t!onœl, small 10.." imalt aM smst of eo",n11m;!! .'hilt ÞlJportinl _iU
planntd, onhrtJ .!!Þ'th. Thf mtthanism for obminin.!, Ihm objtttivtS is thmll,gh Ihf IIU of
pmp" u",mll1lÎty plannin,!. "'10"""'"" oj loœl ordinanus Itnd S/4lt staf'litu, tuÞ1lomÙ
dMlopmml ¡mJ p",rision oj (p'ality mllnidJM! stntÎUJ.
Co",,,,mrity zrrn"lh is 10 bt t11Iphasi"ttl in Iht ana of (P'ahl)' indtilhio! IlMum",rrdal
tklltkpmml. Qllalz{y, ÞøltmuJ nsidm/ial kltlopmmt Ù Illso I'1IUlItTlltd œn.sisltnl wilb
kœltlmtondJ.
OnkrfJ ¡;rø~h JhOll1d pmmott txponrion of Iht Cib"l 1Il..... bøu, ntppfy t11Iplð.Jfllmt
opJ1ðrl1mib·f.I flnIi P",,,Ùlt jor ntJ.JONlblt Jivmf shopping oþporllmitits.
Tht City_'¡U shi", 10 provitit fliolit¡, Àuit mvnidpol mviuJ in /ht IlffllS of Politi. Fin,
PllhlÙ It',oork.r, UlililitJ ond Porks & &trtØJior. .,bilt mllinJoininllln Ill1t'rØlt " iNIOJI'
Ovtrrlgt P"'pnfy /Ilx /nJt1. Al/holl1h Iht City aiU lmtrrl/!J nol kok "pro"Ùlt "hoony
mll1lit:iµ1 ¡""ites" il ",j/l Jttle 10 pmlitit IlII SmfttJ in Iht most u.t! tJftdi~'r ",odt OM
odmi."Ùltr Ihtst SmfUS to tbt çilitms of CbosIe4 ftirfy IlM tqrlitahfy. Thf Cib· ",jU
ol/t11Ipt to slntetNrr Smftt tk/ivny in orrkr 10 aUo.' /bat IhoSt bmtfilinl jrPm vanOIlS
S""US olso 1l.ISN11It Iht .fiNlnt:ia! nsponsibility. IFhm f«mo11liœlfy fiasib!t lot City.~·1I
SJt}port innoJfZtivt OM mtltivt smiu œnupts.
In obtaini11 Ihm 1000ls /ht City COJnlål",j/l tlt!ttflP/ 10 hf pm-aaillf OM shi", //J initialt p/J/iff ÇlJMSttrJ
",jlh Ihm objtdiws. Cititt'U .'¡U iN Mn.,d IlS ØI.t!omm ofCi!J' s""us ¡mJ (J priority_iU ht tjJm 10
obtainin¡JudbtJtk 11M in /4mmJlnÙation .'¡Ih 01lr ØI.t!omm. Qllality projtJsioNlJ suff .-ill hf
mUJllro/,td I/J impltmml tJ7 tl doy I/J tiny INuÚ tht 0I>mI1I mi!SiOl1 aM,gOtlls tJtabJÙhtd ~. Iht City
Co"n,;l
Core Stratef!Íes
Chaska's Core Strategies are intended to be statements of on-going goals that when attained
will reflect the conununity's desired future. By their nature these strategies will never be
fully completed, but should serve as ongoing objectives of the organization. These ongoing
strategies are intended to guide all key decisions made by the City Council and are to be
incorporated in all city actions and projects. These core strategies are:
II
CORE STRATEGIES
II
Chaska's High Qualit)' of Life is Enhanced
);> Diverse Leisure Opportunities Are Available
Including Artistic, Cultural And Sporting Events.
);> A Variety OfHousing And Employment Opportunities
Are Provided Pennitting Residents To Live And Work
Within 111e Conununity.
);> A Quality Educational System Is Supported.
);> Natural Resources, Open Spaces And Parks Are
Improved And Protected And Environmental
Preservation Is A Commitment.
);> Residents Experience The Positive Aspects Of Both A
Small Town And The Readily Accessible
Cosmopolitan Olferings Of The Twin Cities.
);> Citizen Etforts To Maintain And Strengthen Their
Neighborhoods Are Encouraged.
);> Residents Have A Sense Of Security; Crime Is Not
Perceived To Be High.
Taxpayers Perceive They Are Getting Quality,
Cost-Effective Service
> Quality, Basic, Municipal Services Are Provided.
>- City Property Taxes Are In The Lower 2S% Of The Twin Citi.es
Communities.
þa-- Mwùcipa1 Services An Provided In An lnno\'alive Cost Effective Manner.
:¡;o... City Services Are Structured So That Those Benefiting From A Service
~mf:: Its Financial Responsibility.
» The City Recognized That Quality, Effective Services Are Provjde.cs By
Committed, Professional Employees Who Are Encouraged To ActIvely
Participate In Decision Making And Are Given Adequate Resources To
Complete Their Job. .
>- Chaska's Electric Utility Meets Its Mission Of Providing Reliable Electric
Service, With Competitive Rates And Contributes Proflt'ì To Reduce
Property Tax Levels.
> Customer Opinions And Ideas Are Surveyed Regularly And Are Valued.
Wen Planned and Orderly Community
Development is a Priority
);> New Residential And Industrial Development Is Planned So
That It Has A Positive Impact On The Conununit)"s Quality \(L
Life And Supports Chaska's Small Town Values.
);> Older Housing And Conunercial Uses Are Maintained,
Renewed Or Redeveloped.
);> A Quality, Corporate Conununity Is Aggressivel)' Promoted
Resulting In A Strong Employment And Tax Base.
);> New Development Is Consistent With Chaslea's 2000
Comprehensive Plan And Balanced With The Capacity Of The
Conununity's Inti-astructure.
);> A Priority Is Placed On Developments That E1Ùlance
Conununity Interaction.
);> Standards Are Enforced To Improve The Qualil)' And
Appearance Of Buildings And Open Spaces.
);> Public Infrastructure Is Well-Maintained And Future Capacity
Expansions AIe Anticipated.
A Sense of Community and Small Town
Values Are Maintained
);> Residents Have Reasons To Be Proud Of Chaska.
);> Chasks's Conununity Values Are Supported And
Practiced.
);> Citizens Are Provided Opportunities To Meet And
Interact With Each Other Through Both F onnal And
húonnal Activities.
);> Citizens And Busine..es Have Opportunities For
Involvement In The Conununity And In The Local
Decision Making Process.
);> Chaska's HistoI)' Is Preserved And Understood.
);> Citizens Actively Parucipate In Civic, Religious And
Other Volunteer Activities.
);> An Emphasis On Family, Neighborhood And
IntergenerationalInteraction Is Nurtured.
);> Meaningful Conununication With Municipal
Customers And Citizens Is A Priority.
Commitment to Excellence
þ;r Long Rang.e, Strategic Planning Is A Priority In All AIeas.
)i;o-- Decision Makers AIe Proactive, As Opposed To Reactive, With An Action Orientation.
þ.o- An Organizational Environment Which Encourages Entrepreneurship And Risk Taking Is Supported.
);> Continual Etlòrts Are Made To Cooperate And Coordinate Services And Planning With The Chaska School
District, Carver Count)' And Neighboring Conununities.
> Quality Customer Service Is A Key Priority.
);> Employees Are Empowered To Provide Quality Service.
);> Positive Relationships Among Elected Omcials Are Maintained Within And Outside The Community.
þ> Employees he Recognized As The Organization's Key Resource.
StrateI!ic Issues
Strategic issues are defined as "fundamental factors affecting the organizations, mandates,
missions, values, products, service levels or clients." One of the benefits of the on-going
strategic planning process has been that it has been a tool for identifying emerging trends or
issues that may face the community in the future. We have attempted to identify these
trends through two specific processes. First, the organization participated in a systematic
assessment of our strengths, weaknesses, opportunities and threats (SWOT analysis) which
resulted in staff and Council prioritizing the top seven items under each category. The full
list of items identified in this SWOT analysis are presented in Appendix A of the report.
Strengths are defined as "internal factors that are either actual or perceived that the
organization should be able to control and are having a positive influence on the mission."
The seven key community/organizational strengths identified by the staff and Council were:
I. Sense of community and small town image.
2. Strong Mayor and City Council (trust, vision, understanding of roles).
3. Well-developed strategic plan and clear mission.
4. Dedicated professional caring staff.
5. Low City property taxes.
6. Strong financial base (tax base reserves, tax increment, electric funds).
7. Quality municipal services.
The second category is weaknesses which are defined as, "internal factors that are either
actual or perceived that the organization or community should be able to control, but are
having a negative influence on the mission." The top seven weaknesses identified through
the process where:
I. Lean staff with high citizen service expectations.
2. Lack of adequate transportation and metro transit links.
3. Loss of "small town" atmosphere,
4. Deteriorating infrastructure in the old part of town.
5. Less than adequate organizational communication.
6. No use or capitalization on the river.
7. Inaccurate public perception of se/ï,ice norms. The City does not
understand real norms or benchmarks.
Threats and Opportunities
Threats and opportunities are defined as trends over which the organization has litt]e or no
control. Opportunities meet this definition and have a positive impact on the community
with tlu-eats having a potential negative impact. Key opportunities identified through the
process by the staff were:
i. Traffic congestion.
2. Loss of small town image due to growth.
3. North/south split of the City.
4. Potential actions by the State Legislature.
5. Increased crime threat.
6. Perception ofmistrust in govemment in general.
7. Too rapid of community growth.
i. Community growth and positive opportunities resulting from it.
2. Location within the metropolitan area.
3. The fact that 73% of the U.S. population prefer small town living.
4. Well-developed community job base.
5. Potential for capturing the benefits of being on the Minnesota River.
6. Expanding housing market resulting in the average priced home increasing in
value while at the same time providing more housing variety.
7. Potential for increased reliance on electricity in the future (electronic
cars, technology, etc.).
The key conununity threats identified were:
Based on the SWOT analysis the following eight key emerging issues were identified to
CounciVstaffbrainstonmng process and through meetings with various conununity groups
Position papers on each of the eight were prepared and are included in the Appendix and
are integral parts of the Chaska's Strategic Plan
In establishing these issues, we have attempted to identify factors that:
A. Have a potential significant positive or negative impact on the Chaska
community.
B. Are under the control or can be impacted by the City ofChaska.
C. Can reasonably be addressed within a five year period.
Our "priority issues" have been identified as:
ø Traffic congestion/safety aiong the T.H. 41 corridor
ø Rehab of street and utility system infrastructure
¡z¡ Maintaining competitive property tax levels
ø Lack of affordable housing as part of new housing stock
¡z¡ Annexation of western townships and planned MUS A expansions
¡z¡ Changes in electric industry stemming from retail wheeling
ø Maintain Chaska's sense of small town community
ø Assuring that both the Chaska Town Course and Chaska Community Center meet
their financial goals
ø Redevelopment/building upgrades in 'lower Chaska' area just removedfrom
floodplain
ø Demand for more and more convenient parking ill the downtown area
Goals
Development of potential goals begins by individual staff or elected officials submitting
suggestions to the group for consideration. After these initial suggestions are reviewed,
additional goals are developed by in group brainstonning sessions. To develop effective
goal statements the following five criteria were used in writing Chaska's strategic goals:
1. Each goal should address one or more of the strategic issues previously
identified.
2. Each goal should be achievable in a five year time frame.
3. Each goal should be measurable.
4. Each goal should be consistent with Chaska Mission Statement.
5. Each goal should have the majority support ofChaska City Council.
Included in the Appendix is a full listed of the 20 goals adopted by the City Council.
The second step in our goal setting process has been to have the Council identify 5-6
priority goals which have 100% support of each of the Councihnembers and are identified
to be absolutely completed in the five year period. The current five year priority goals are:
Five Year Prioritv Goals
Develop and implement a strategy for working with MnDOT to fund and construct
tile upgrading of Higllway 41nortll of 212 and take necessary steps to preserve
necessary future right-ol-way along the corridor.
» Develop An Effective System Of Compiling And Distribution Of Traffic And Accident Data Along
The Corridor
» Develop A Detailed Map Of Current And Needed Row Along The Corridor
» Actively Participate In The Eastern Carver County Traffic Study
» Upon Completion Of The Traffic Forecast Study Work With Mndot And The County On
Developing A Funding Strategy For Addressing Identified System Improvements
» Actively Pursue A Joint Project With Mndot For The Section From Hwy 212 To Engler
þ;o- Inconjuntion With Mndot And Chanhassen Construct Signals At The 82Nd Street Intersection
» lnconjuntion With Mndot Construct Signals At The Hazeltine Blvd Intersection
. ~ ~. ~, " ' ,.. . .. '. . ,
Complete afinancialfeasibility study and
land use planning analysis of the
annexation of Chaska Township and
Laketown Township consistent with the
objectives set forth in the Chaska
Comprehensive Plan. If determined
feasible, pursue an orderly annexation
agreement.
);> Complete The Feasibility And Land Use Study
And Review With The Townships
>- Update The Laketown Orderly Annexation
Agreement
>- Negotiate An Orderly Annexation Agreement
With Chaska Township
>- Complete And Infrastructure Needs Study And
Financing Plan For Chaska Township And
Incorporate The Necessary Trunk
Improvements Into Chaska's C I P Process
Develop and implement a plan assuring
that as Chaska's housing base continues
to develop that the community maintains
a balance of housing types and values
with a particular emphasis on live cycle
housing.
);> Prepare A Report Defining Life Cycle
Housing, Chaska's Past Housing And Income
Mix And Recommending A Strategy For
Maintaining An Appropriate Mix Of Housing
In The Future
);> Work Closely With The Carver County
Housing Redevelopment Authority In
Promoting New Housing Options And In
Rehab Existing Housing Stock
);> Support The Housing Element Of The
Brickyard Redevelopment
Pursue activities that will assist in
revitalization/expansion of the downtown
commercial district by making the area a
more desirable place to shop and do
business, improving downtown parking
facilities and complete development of
the downtown redevelopment plan.
);> Implement The Brickyard Redevelopment Plan
);> Continue To Aggressively Pursue Individual
Storefront Renovations
);> Implement The 4Th Street Institutional
Corridor Plan
);> Inconjuction With The Downtown Business
Owners Develop And Implement An Effective
Parking Management Plan And If Necessary
Construct New Parking Areas
);> Complete An Update Of The Downtown
.Redevelopment Plan
Assure that the Chaska Town Course,
Community Center and Electric Utility
met their five year financial projections
);> Develop Five Year Financial Forecasts For
Each Of The Funds
);> Develop And Implement Marketing Plans For
Each Of The Funds
);> Aggressively Pursue Co-Hosting The U.S.
Amateur With Hazeltine
);> Complete The Second Sheet OfIce
);> Develop Programs For Expanding Community
Center Memberships And Increasing The
Value Of These Memberships
);> Complete A Study Of The Potential Impacts
Of Retail Wheeling On The Chaska Electric
Utility
);> Actively Participate In The Mn Municipal
Power Agency
.
Annual Objectives
The next two steps of the Chaska strategic planning process are primarily the responsibility
of the staff. First, the staff is responsible for developing annual objectives that serve to
begin implementation of specific five year goals. For 1997 the specific departmental
objectives are included in Appendix C as are our specific action plans for the priority goals.
Our commitment is to review these annual objectives with the City Council periodically to
assure that staff efforts and resources are being positively employed to achieve both the
goals and the mission.
Measurement
The second goal of the staff is to develop measurement criteria for each of the goals and
annual objectives. Our process will be to submit annual reports to the Council on the
success in achieving each annual goal and how it has impacted the five year policy
statements. In addition, the organization has adopted a set ofperfonnance criteria with the
objective that these criteria relate directly to our core strategies and mission. Each
operating department of the City is measured based on the following categories:
ØCustomer Service Stalldards
ØCustomer Cost Stalldards
øOperatiollal Efficiellcy
ØFillallcial Performallce
The 1997 measurement criteria are included in Appendix D . We recognize that without
establishing measurable criteria it will be difficult to monitor results and detennine if the
activities being pursued are guiding the organization in the right direction.
Commullicatioll
The last, but very important step in the Chaska strategic leadership process, is to
aggressively share the elements of the plan with Chaska's stakeholders by distributing
infonnation through the community newsletter, meetings with employees, presentation to
civic organizations, preparation of a brochure and articles in the local newspaper.
The dissemination of the plan is important since it:
1. Provides a vehicle for stakeholders to understand the basis of community's
decisions.
2. Provides forfeedback debates and suggestions that can improve the plan.
3. Enhances the organization's commitment to the plan by publicly stating the
priorities.
Further, it is understood that disseminating the plan is the responsibility of each of the
participants, although the primary role in disseminating the infonnation to citizens is that of
the City Council.
APPENDIX
Five Year Goals
Community SWOT Analysis
Position Papers on Community Issues
Full List of Community Issues
Measurement Criteria
Communitv DeveloDment Goals
1. Strive through the legislative process to incorporate Hwy. 212 as a high priority
within the Department of Transportation Capital Improvements Program and
identify the future centerline of Hwy. 212 through Chaska in order that an official
thoroughfare plan can be adopted preserving the right-ol-way. Develop
alternative financing mechanisms jointly with the other affected governmental
agencies. Explore alternatives that would help alleviate traffic and increase
capacity on Hwy. 41, Hwy. 212 and Hwy. 5, such as better public transportation.
2. Work closely with the Minnesota Department of Transportation to obtain funding
for the upgrading of Highway 41 from Highway 212 northerly and taking the
necessary steps to preserve future right-ol-way along the corridor.
3. Work closely with the COJps of Engineers to complete the Chaska Flood Control
Project which would remove all areas within the community from the 100 year
floodplain based on a financing plan that does not drastically alter the City's
present property tax rate or severely impact existing residents.
4. Upon completion of the Chaska Flood Control Project have in place strategies
for supporting residential rehab activities.
5. Complete a feasibility study and preliminary planning analysis of the annexation
of Chaska Township consistent with the objectives set forth in the Chaska
Comprehensive Plan. If determined feasible, pursue an orderly annexation
agreement.
6. Pursue activities that will assist in revitalization/expansion of the downtown
commercial district by making the area a more desirable place to shop and do
business, improving downtown parking facilities and complete development of the
downtown redevelopment plan.
7. Working closely with the Metropolitan Council, assure that the Metropolitan
Urban Service Area is allowed to expand in a timely manner, assuring that the
land uses identified in the Comprehensive Land Use Plan are implemented.
8. Recognizing the increase community demandfor new and expanded commercial
opportunities develop and implement an action plan assuring that the development
is implemented consistent with both the overall City Comprehensive Plan and the
Downtown Redevelopment Plan.
9. Develop and implement a plan for the Fourth Street institutional corridor
supporting and allowing expansion of existing institutional uses.
10. Complete and implement a City wide water quality plan with the objective of
improving water quality in community wetlands and upgrading the quality of
stormwater entering the Minnesota River.
11. Identify, evaluate and prioritize dangerous traffic locations throughout the City
and implement projects to address these transportation issues in conjunction with
Carver County and MnDOT
12. Evaluate, determine and implement methods of upgrading the mobile home
parks within the community.
13. Work with representatives of the Post Office to assure that as they need to
expand, they relocate within the downtown area consistent with the overall
downtown redevelopment plan.
14. Upgrade/improve code enforcement, building and fire inspection activities to
meet increased development demands.
15. Develop and implement a five year "community development plan" which would
prioritize elements of the Comprehensive Plan with a particular emphasis on
downtown redevelopment, industrial development, promotion of an appropriate
community housing mix and implementing the green belt concept.
16. Through the creation of a Citizen's Task Force and active community
involvement, develop afive year action plan to continue Chaska's "Commitment
to Community" with particular emphasis on community identity, interaction and
involvement.
17. Promote more active involvement of the Chaska Historical Society through
potential increased membership programs and funding in order to increase
Chaska's sense of community.
18. Closely monitor the development and implementation of the Carver County Solid
Waste Management Plan to assure that the interests ofChaska's residents are
properly recognized. Develop and implement a local solid waste management
plan for Chaska.
19. Through proper fiscal management improve the City's bond rating to A-1.
20. Implement Phase 2 of the City'sfacility plan which would include construction of
a new fire station and performing arts addition to the Community Center.
21. Develop strategies to enhance the concept of participation as opposed
competition in youth recreation program and develop improved recreational
opportunities for I2 to 1S years old youth.
22. Implement a program 10 identify and eliminate areas of duplication of services
between the City ofChaska and the School District.
23. Promote opportunities that allow Chaska to ultimately become a college town
with particular emphasis on working with the College of St. Thomas.
24. Complete construction and financing ofChaska 1S-hole municipal golf course,
assuring that the facility is constructed consistent with the adopted mission
statement.
25. Develop strategies to assure maximum community use of School District
jàcilities and actively participate with School District 1 I2 in meeting its future
facility needs through construction of quality educational facilities.
26. Continue joint government planning and service evaluation with government
agencies in Eastern Carver County.
27. Assess the impact of the growing community ethnic diversity on City service.
Promote efforts which maximize inclusion of all new residents into the Chaska's
community network.
2S. Develop and implement a plan which facilitates the old Junior High renovation
assuring that it remains an activity center in the downtown area.
29. Develop strategies for promoting a sense of individual security and minimizing
the perception offear through proactive policing services.
30. Develop strategies for improving organizational communications with
employees, volunteers and other key community leaders.
31. Establish programs with the Chaska Chamber of Commerce which enhance the
community's business community with particular emphasis on creating a sense of
community among companies located within Chaska Industrial Park.
32. Develop a comprehensive legislative strategy for Chaska and actively lobby for
its implementation.
33. Complete a needs assessment of social services which are not adequately being
addressed by existing service providers.
34. Develop a quality customer service program based on measuring service levels,
training employees, and rewarding exemplary customer service.
35. In conjunction with the Southwest Transit Commission, work closely to integrate
transit planning with the City's overall comprehensive planning and public
improvement process.
36. Develop and implement a strategy ofpromoting community service and
additional public and private "gathering"facilities within the commwlity.
37. Develop a set of strategies for improving the community's medical care facilities
and upgrading our advance life support ambulance service.
U/ilin' 81's/em Goals
38. Take steps necessary to reduce the City's inflow/infiltration into its sanitGlY
sewer system by 10%.
39. Complete the five year program initiated in 1984 converting mercUlJi vapor
street lights to the more energy efficient sodium vapor street lights.
40. Monitor activities relative to the MWCC Chaska Interceptor Project to assure
that the improvement is completed prior to December of 1998, providing
adequate capacity for Chaska's ultimate sewerflaws.
41. Fully achieve the objectives of the Minnesota Municipal Power Agency assuring
lower than market retail rates while generating a profit of$500, 000 or more
annually.
42. Implemented the adopted Electric Marketing Plan achieving the objective oIkey
industrial customers better understanding the bene.fìts of public power and the fact
that Chaska's rates are lower than NSP's.
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Strenqths (!12!.in priority order)
I. Strong sense of community and small town Í1nage.
2. Well preserved natural envirorunent.
3. Progressive community leadership both public and private.
4. Has developed a reputation for quality.
5. Strong solid fmancial base.
6. Good school system.
7. Quality municipal recreational facilities.
8. Chaska electric utility.
9. Significant amount of community parkland.
10. Large tax increment district generates excess funds and will cancel in 2004.
II. Community decision makers are truly proactive.
12. New low cost electric supplier in 1995.
I3. Broad citizen participation.
14. Quality City facilities.
15. Good relationship with other governments.
16. Organization has developed a clear strategic plan and mission and has an emphasize on
long range plarming.
17. Fire Department part of the fonnal organization.
18. Dedicated, professional, caring staff.
19. Strong Mayor and City Council.
20. Has maintained a sense of community identity.
2 I. Low residential utility rates.
22. Low community property taxes, Particularly City taxes.
23. Strong sense of Council/staff trust.
24. Low crÍ1ne rate.
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Weaknesses (not in priori',· order)
1. Too lean of City staff - high expectations.
2. Lack oflocal retail.
3. Lack of metro transportation linkage
4. Presence of floodplain.
5. Lack of adequate transportation facilities.
6. Low employee salaries compared to the expected quality of services.
7. Need for improved youth opportunities and activities.
8. Risk oflosing personal services with rapid growth.
9. Losing "small town" atmosphere.
10. Deteriorating infra structure in old' parts of town.
II. Housing stock, commercial buildings in lower town need continued upgrading.
12. Perception of high utility/tax rates.
13. Perception of poor service quality in some areas.
14. Lack of public perceptions of the nonn - City does not understand the rea] nonn or
comparable bench marks,
15. Lack of educati on on where tax dollars go.
16. Lack of understanding how services are paid for - use of tax dollars.
17. Poor local newspaper.
18. School decisions are not necessarily made with 'sense of community" in mind.
19. Need more communication with citizens on activities and projects
20. No use or capitalization on the river.
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Opportunities (not in priority order)
I. Community growth and positive opportunities as a result (retail tax base etc.).
2. Access to metropolitan area.
3. Highway 212 delayed allowing additional planning time.
4. Growth of interest in the arts.
5. Community job base.
6. Council elections.
7. Fact that 73% of U.S. residents indicate a preference for "small town" living.
8. Completion of Flood Control Project.
9. Use of excess electric profits.
10. More reliance on electricity in the future (electric cars).
31. Mix of ethic diversity increasing.
12. Potential tourism development.
13. Increased cooperation with other governmental units.
14. Capitalization on the fact that Chaska is the County seat.
15. AIl schools are in Chaska.
16. Drivers Exam Station in downtown Chaska.
17. Development of movie theater.
18. Increased use of cable TV for education.
19. Expanding communication's technology. Giving people more flexibility in where they
live.
20. Expanding housing market with higher average price of homes and more variety.
21. Potential new community golf course.
22. Continued interest in Wellness.
23.2001 U.S. Open in Chaska.
24. Aging and maturing of population.
Th reats (not in priority order)
1. Community growth (retail, traffic. etc.).
2. Losing small town unage due to growth.
3. Highway 212 construction delayed resulting in increased congestion.
4. Council elections.
5. Too rapid of community growth.
6. North and south split as a result of Hwy. 212.
7. Increased community crime and fear of crime.
8. Increased population diversity.
9. Decrease in the trust of government in general.
10. Fiscal issues threatening level of services.
11. State Legislature.
] 2. Metropo]itan Council increased control.
13. Government over regulation.
]4. Potential decline in State economy and business climate.
] 5. Complacency within the Chaska organization,
]6. Loss of historic character.