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Review Strategic Plan of 1999 1999 Strategic Plan For The City Of Chanhassen A great place to live, work, and play. January 1, 1999 Chanhassen Vision Chanhassen is a peaceful, vibrant, and natural place. It is a great place to live, work, and play. The Importance Of A Strategic Plan The purpose of a strategic plan is to get everyone "on the same page" regarding the action steps required to realize our vision for Chanhassen. The process of creating a strategic plan encourages consensus and understanding among the Chanhassen City Council, city staff, and the community. A strategic plan helps us see the future. About The Strategic Plan The strategic plan focuses on the critical actions that will determine Charihassen's future. The plan is organized into six core strategies that support Charihassen's vision. These strategy statements are intended to be "litmus tests" for community decision-making. Below each strategy are specific action steps. This 5-year strategic plan was created by the 1998 Chanhassen City Council. However, it is a "living" document and will be reviewed annually by the City Council and staff. To get a complete picture of Chanhassen's future, this strategic plan should be reviewed in conjunction with the current comprehensive plan. We hope this strategic plan encourages community discussion about the future of Chanhassen. If you have ideas or comments about the strategic plan, or need more information, please contact a City Council member. 1999 City Council Mayor Nancy Mancino, Councilmembers Mark Engel, Linda Jansen, Steve Labatt, Mark Senn STRATEGY 1 Provide leadership to ensure a visionary approach to meet community expectations. Cost-Effective Quality Services Action Steps: o Review cost/benefits of each city service to ensure that taxpayers are getting the best value. o Structure city services so that those benefiting from a service assume its financial responsibility. o Continuously update our long-term capital improvements plan to ensure that municipal facilities are built in an innovative, cost-effective manner. o Promote regional financing of facilities that benefit Chanhassen as well as our neighboring communities and avoid duplication of services. o Encourage reciprocal facility-use agreements with neighboring communities when it benefits the City of Chanhassen. o Establish a "customer service" approach to serving Chanhassen residents and businesses. o Provide coaching and tools to em- power city employees to provide consistent "customer service." o Recognize the efforts of committed, professional employees that deliver quality, effective services. They are our key resource. o Institute a formal and regular process for evaluating staffing vs. contracting for city services. o Continue to work with School Districts 276 and 112 to coordinate services and plan for future needs. They are important and valued partners in our community. Quality Amenities Action Steps: o Institute a process for determining the need for future public facilities. o Develop implementation plans for public facilities when projections of utilization and funding indicate near-term viability. o Begin assessment for the following public facilities: Community/Regional Library Public Works Facility expansion Senior Center expansion o Conduct long-term needs-assessment for cultural/recreational facilities, such as: Arts Center Community Center Hockey Arena Amphitheater Community Involvement Action Steps: o Develop and implement an ongoing process to proactively poll a representative sample of our residents and businesses regarding key issues and initiatives. o Upgrade our delivery of public information, and make key information available in a variety of delivery mediums, including: Web site Quarterly newsletter Cable television o Encourage and recognize volunteers who selflessly devote time and energy to make our community better. Strong Business Climate Action Steps: o Aggressively promote the establishment and retention of quality businesses that contribute to a strong employment and tax base. o Promote a dynamic mix of essential business services consistent with preserving our small-town heritage. o Regularly present city updates to community business organizations. o Encourage the participation of all local businesses in community events. STRATEGY 2 Promote a broad range of housing options. Housing Diversity Action Steps: o Encourage a variety of quality housing types to meet the changing requirements our residents experience throughout the various stages of their life. o Promote a balanced housing supply to ensure housing availability for people with a wide variety of incomes. o Support a variety of owner-occupied and rental housing that allows residents to live and work within the community. o Assess the need for, and if appropriate, facilitate or develop implementation plans for: More senior housing Assisted living housing Long-term care nursing home o Creatively facilitate the preservation, maintenance, or remodeling of our affordable older homes. STRATEGY 3 Develop a central area for the community. City Center Identity Action Steps: o Reinforce the synergy of our city center by giving preference to downtown locations for new public facilities. o Encourage public and private events that utilize our city center as the primary gathering place. o Support intergenerational activities that encourage individuals, families, and neighborhoods to come together as a community. o Attract residents and visitors to our city center by balancing pedestrian friendliness and vehicle accessibility. o Create and implement a plan to develop the City Center Commons {the green space in front of City Hall} . o Create and implement a city center beautification plan. o Explore options to improve the integration of our city center with Village on the Ponds. History Preservation Action Steps: o Create preservation plans for our significant historic sites in the city center, including: Original St. Hubert's Church Original village Hall The Chanhassen Depot o Support city center activities that celebrate our history. STRATEGY 4 Preserve and maintain our natural areas. Natural Areas Action Steps: o Implement the final phase of the Parks, Trails, and Open Space Referendum. o Implement Bluff Creek Watershed Plan to protect and preserve this significant natural area in our community. o Continuously evaluate the impact of development on our natural resources. o Continuously improve our lake water quality. o Create a citywide boulevard tree planting program that enhances our community's character. STRATEGY 5 Encourage and promote community connections. Roads & Trails Action Steps: o Actively work with coalitions, other government agencies, and private entities to encourage transportation improvements in the southwest metro area. o Continue to work with Mn\DOT for the expansion of Hwy. 5 in the years 2000 and 2001. o Participate in Hwy. 212 planning to ensure that it meets our transportation needs and minimize it's negative impact to our community. o Work with Mn\DOT and Carver County to expedite improvements of Hwy. 101 and adjoining trail. o Continuously develop and maintain our citywide trail system. o Work with a variety of groups (commissions, other gove.u........t agencies, and private entities) to ensure that the public transportation needs of rh~nhassen residents and businesses are met. STRATEGY 6 Maintain and Lester a sense of safety and security. Safety & Security Action Steps: o Encourage citizen efforts to maintain and strengthen their neighborhoods. o Review and update community- oriented policing guidelines. o Create policies that enhance the community's sense of safety and security. Amended 6/99 A-11O CITY OF CHANHASSEN MEMORANDUM TO: Mayor and City Council Scott A. Botcher, City Manager ~ 690 City CenterÐrive, POBox 147 FROM: Chanhassen, Minnesota 55317 Phone 612.937.1900 DATE: General Fax 612.937.5739 Engineering Fax 612.937.9152 SUBJ: Public Safety Fax 612.934.2524 \.\7eb www.ci.chanhassen.mn.us June 2, 1999 Final Review of Strategic Plan/Staff Goals Enclosed in your packet this evening are revised copies of the memo provided by Mr. Eklund (who will be present this evening), as well as revised text of the Strategic Plan itself. My assumptions for this evening are that we will have one final pass through of the Strategic Plan, covering those items that we did not cover last time, making any textual changes agreeable to the group. At this point, the Strategic Plan itself should be considered complete, reviewed, and in final form. Additionally, council members have asked department heads to bring with them staff goals that were requested to be provided last year during the budget session. As I've indicated previously, I candidly do not understand what utility these goals offer at this point in time considering that we are half way through 1999. As I mentioned at our Tuesday work session, utilization of the Strategic Plan as a guiding document during budget deliberations is certainly one of its utmost strengths. As we prepare the Fiscal Year 2000 budget, we will be in a position to use this tool as a guide and incorporate financial commitments to the commitments made within the Strategic Plan. As always, please call with any questions you may have. Thank you. g:\user\scottb\strategic plan.doc The Citv o(Challhassen. A fTowillf commullitv with clealllakes, .ualitvschools. a charm ill, dOWlltOWIl, thrlviuv busillesses, alld beautiful Darks. A ,redt olace to live. work. alld ola. April 30, 1999 To: Chanhassen City Council From: Kent E. Eklund Subject: Progress report on Strategic Plan -- Work Plan Development UPDATED FOR JUNE 7, 1999 WORK SESSION STRATEGY ACTION STEP STATUS WHOM Strategy I -- Provide leadership to ensure a visionary approach to meet community expectations: A. Cost-Effective Services: Review cost/benefits of each city service to ensure that taxpayers are PRINCIPLE getting best value. Structure city services so that those benefitting from a service assume PRINCIPLE its financial responsibility Continuously update our long-term capital improvements plan to ensure PRINCIPLE that municipal facilities are built in a innovative, cost effective manor Promote regional financing of facilities that benefit Chanhassen as well as PRINCIPLE our neighboring communities and avoid duplication of services Encourage reciprocal facility-use agreements with neighboring communities when it benefits the City of Chanhassen. PRINCIPLE Establish a "customer service" approach to serving Chanhassen residents and services Provide coaching and tools for empower city employees to provide consistent "customer service. " Recognize the efforts of committed, Professional employees that Deliver quality, effective services. They are our key resource. Institute a formal and regular Process for evaluating staffing vs. Contracting for city services Continue to work with School Districts 276 and 112 to coordinate Services and plan for future needs. They are important and valued Partners in our community. In 1999, explore SAB purchasing a customer service sofh¥are/database 1999 Project TG New manager project SAB for 1999 New manager project SAB for 1999 PRINCIPLE B. Quality Amenities: All action steps included in the ongoing Comprehensive Improvements Needs review and Program and Plan update in 1999 Community Involvement: Develop and implement an ongoing process to proactively poll a representative sample of our 1999 study residents and businesses regarding key issues and initiatives C. Upgrade our delivery of public information, and make key information available in a variety of delivery mediums, including: -- Web site -- Quarterly newsletter -- Cable television Kate TG/SAB 1999 project Encourage and recognize volunteers who selflessly devote time and 1999 project TH energy to make our community better. D. Strong Business Climate: Action Steps need further city council discussion in 1999 to determine strategies. Strategy 2 -- Promote a broad range of housing optìons. A. Housing Diversity: Encourage a variety of quality housing types to meet the changing requirements our residents experience throughout the various stages oflife. Promote a balanced housing supply to ensure housing availability for people with a wide variety of incomes Support a variety of owner-occupied and rental housing that allows residents to live and work within the community. Assess the need for, and if appropriate, facilitate or develop implementation plans for -- More senior housing -- Assisted living housing -- Long-term care nursing home Creatively facilitate the preservation, maintenance, or remodeling of our affordable older homes Strategy #3 -- Develop a central area for the community A. Cìty Center Identity: Reinforce the synergy of our city center by giving preference to downtown locations for new public facilities. Encourage public and private events that utilize our city center as the PRINCIPLE Kate 1999 discussion PRINCIPLE Kate 1999 discussion PRINCIPLE Kate 1999 discussion 2000 project Kate 2000 project Kate PRINCIPLE PRINCIPLE '. primary gathering place. f I I Support intergenerational activities that encourage individuals, families, and neighborhoods to come together as a PRINCIPLE community Attract residents and visitors to our city center by balancing pedestrian friendliness and vehicle accessibility PRINCIPLE Create a plan to develop the City Center Commons (the green space 1999 project Kate in front of City Hall) Create a city center beautification plan 1999 project Kate Explore options to improve the integration of our city center with 2000 + Village on the Ponds B. History Preservation: Create preservation plans for our significant historic sites in the city center, including: -- Original St. Hubert's Church -- Original Village Hall -- The Chanhassen Depot Support city center activities that celebrate our history. PRINCIPLE 1999 TG 1999 Strategic Plan For The City Of Chanhassen A great place to live, work, and play. January 1, 1999 Chanhassen Vision Chanhassen is a peaceful, vibrant, and natural place. It is a great place to live, work, and play. The Importance Of A Strategic Plan The purpose of a strategic plan is to get everyone "on the same page" regarding the action steps required to realize our vision for Chanhassen. The process of creating a strategic plan encourages consensus and understanding among the Chanhassen City Council, city staff, and the community. A strategic plan helps us see the future. About The Strategic Plan The strategic plan focuses on the critical actions that will determine Chanhassen's future. The plan is organized into six core strategies that support Chanhassen's vision. These strategy statements are intended to be "litmus tests" for community decision-making. Below each strategy are specific action steps. This 5-year strategic plan was created by the 1998 Chanhassen City Council. However, it is a "living" document and will be reviewed annually by the City Council and staff. To get a complete picture of Chanhassen's future, this strategic plan should be reviewed in conjunction with the current comprehensive plan. We hope this strategic plan encourages community discussion about the future of Chanhassen. If you have ideas or comments about the strategic plan, or need more information, please contact a City Council member. " ~, [ I 1999 City Council Mayor Nancy Mancino, Councilmembers Mark Linda Jansen, Steve Labatt, Mark Senn Engel, STRATEGY 1 Provide leadership to ensure a v~s~onary approach to meet community expectations. Cost-Effective Quality Services Action Steps: o Review cost/benefits of each city service to ensure that taxpayers are getting the best value. o Structure city services so that those benefiting from a service assume its financial responsibility. o Continuously update our long-term capital improvements plan to ensure that municipal facilities are built in an innovative, cost-effective manner. o Promote regional financing of facilities that benefit Chanhassen as well as our neighboring communities and avoid duplication of services. o Encourage reciprocal facility-use agreements with neighboring communities when it benefits the City of Chanhassen. o Establish a "customer service" approach to serving Chanhassen residents and businesses. o Provide coaching and tools to em- power city employees to provide consistent "customer service." o Recognize the efforts of committed, professional employees that deliver quality, effective services. They are our key resource. o Institute a formal and regular process for evaluating staffing vs. contracting for city services. o Continue to work with School Districts 276 and 112 to coordinate services and plan for future needs. They are i.mportant and valued partners in our community. Quality Amenities Action Steps: o Institute a process for determining the need for future public facilities. o Develop implementation plans for public facilities when projections of utilization and funding indicate near-term viability. o Begin assessment for the following public facilities: Community/Regional Library Public Works Facility expansion Senior Center expansion o Conduct long-term needs-assessment for cUltural/recreational facilities, such as: Arts Center Community Center Hockey Arena Amphitheater Community Involvement Action Steps: o Develop and implement an ongoing process to proactively poll a representative sample of our residents and businesses regarding key issues and initiatives. o Upgrade our delivery of public information, and make key information available in a variety of delivery mediums, including: Web site Quarterly newsletter Cable television o Encourage and recognize volunteers who selflessly devote time and energy to make our community better. Strong Business Climate Action Steps: o Aggressively promote the establishment and retention of quality businesses that contribute to a strong employment and tax base. o Promote a dynamic mix of essential business services consistent with preserving our small-town heritage. o Regularly present city updates to community business organizations. o Encourage the participation of all local businesses in community events. STRATEGY 2 Promote a broad range of housing options. , Housing Diversity Action Steps: o Encourage a variety of quality housing types to meet the changing requirements our residents experience throughout the various stages of their life. o Promote a balanced housing supply to ensure housing availability for people with a wide variety of incomes. o Support a variety of owner-occupied and rental housing that allows residents to live and work within the community. o Assess the need for, and if appropriate, facilitate or develop implementation plans for: More senior housing Assisted living housing Long-term care nursing home o Creatively facilitate the preservation, maintenance, or remodeling of our affordable older homes. STRATEGY 3 Develop a central area for the community. City Center Identity Action Steps: o Reinforce the synergy of our city center by giving preference to downtown locations for new public facilities. o Encourage public and private events that utilize our city center as the primary gathering place. o Support intergenerational activities that encourage individuals, families, and neighborhoods to come together as a community. o Attract residents and visitors to our city center by balancing pedestrian friendliness and vehicle accessibility. o Create and implement a plan to develop the City Center Commons (the green space in front of City Hall) . o Create and implement a city center beautification plan. o Explore options to improve the integration of our city center with village on the Ponds. History Preservation Action Steps: o Create preservation plans for our significant historic sites in the city center, including: Original St. Hubert's Church Original Village Hall The Chanhassen Depot o Support city center activities that celebrate our history. STRATEGY 4 Preserve and maintain our natural areas. Natural Areas Action Steps: o Implement the final phase of the Parks, Trails, and Open Space Referendum. o Implement Bluff Creek Watershed Plan to protect and preserve this significant natural area in our community. o Continuously evaluate the impact of development on our natural resources. o Continuously improve our lake water quality. o Create a citywide boulevard tree planting program that enhances our community's character. STRATEGY 5 Encourage and promote community connections. Roads & Trails Action Steps: o Actively work with coalitions, other government agencies, and private entities to encourage transportation improvements in the southwest metro area. o Continue to work with Mn\DOT for the expansion of Hwy. 5 in the years 2000 and 2001. o Participate in Hwy. 212 planning to ensure that it meets our transportation needs and minimize it's negative impact to our community. o Work with Mn\DOT and Carver County to expedite improvements of Hwy. 101 and adjoining trail. o Continuously develop and maintain our .... .. citywide trail system. o Work with a variety of groups (commissions, other government agencies, and private entities) to ensure that the public transportation needs of Chanhassen residents and businesses are met. STRATEGY 6 Maintain and foster a sense of safety and security. Safety & Security Action Steps: o Encourage citizen efforts to maintain and strengthen their neighborhoods. o Review and update community- oriented policing guidelines. o Create pOlicies that enhance the community's sense of safety and security. Amended 6/99 1999 1 SIralegic P _an For The ' ,," ,City Of Chanhassen A great place to live, work, and play. January L 1999 Qj .D <.: l ~ ~ " o s; o ~ ,0 0' "" '-0 ~ ~ ~ ;:; OJ) .:; c 'ç;; ~ 8 ~ g. ~ ""B l~ " o -0 0..> .g' ¿:; N f'--- N N I.' G'\ '<j< G'\ · V> :' :j : d : 8 : d · Q) : V> · V> · ço;j ~...c:: <:':I c: ..§.E ..... u U . c: ..... ::I U o @! U c: c: ~ Q) c: .V> c: 0 ~ 8 ....::.::~ .., ço;j ço;j 8 ~µ.¡ o '<:I' '<:I' "f- a t'--- '<:I' : V> : :j : d : 8 : d '. Q) ~ V> (\i ~ Æ~ ..... ço;j U...c:: c: U ::I . o '0 U@! ~ +-> +-> +-> +-> ço;j <:':1.-0 .-0 ço;j <:':I", ,....:¡ .. <1):-;::: :> ço;j Q) 8 V5W-1 a· .'<:1' '-D N I '-D Û'\ '<:I' : V> : ::I : d : 8 c: d <:':I Q) S ~ ~.E ....... c: ..... ço;j U.....c: ~ U ::I. o '0 'U @! ~ c: ~ Q) Q) V> '" .C: c: ço;j o;j .~ ....--, ....... <:':I~ --0 ço;j ~ ¡::: ~r.îJ --- = c...> --= -- c;;..o: c...> ~ = c...> c;;..o: c;;..o: <'"0 ...c=: = <'"0 ...c=: ~ o E--- a ,....., 00 "f 00 '-D m : V> : :j : d : 8 : d : ~ c: ~ .o;j ...c:: S c: - ço;j .- .....c: U U ~ . . ::I '0 O@! U- Q) .....< b.O v c: onv ~ 8 W-1 ~~ .., ço;j <:':18 ~W-1 ,......, '-D 00 m I '<:I' . t'--- '<:I' : '" : :::! : d : 8 : d : Q) . '" . '" .., ~ ~.....c: o;j ~ ~-5 ô'O .S @! U '-< ~ 0 <I! >-. ~ 8 >. .. w:-:=:: ~c-<;j z~ \~,. ~ ~. t'--- ,......< m \f"\ \f"\ ço;j Q) +-> :> 0 0 .~ ~ 0 Q c: Û'\ c: ,......, 5J ~ ~ ~,.;::;«¡ Q) ~Û'\ U c: I Q) N :... '" ,......, ¡,.- ~ \.D ..... .....c: Ç.) c: g o c-<;j 0 Û'\.....c:.....c: \.0U~ Z'<t' v :2: ~ ~ ~ ,..: ò ""touvz ~ 0 "c;a ~ ~ == ~ ~ ~";::: d3:S ] ~ ...c ç,.... U. ~ ~ c;...o':2 c;...o':2 ...c::r:= ~ ~ -=c: ~ ~ ~ <::I ~ E--- - ~ , Chanhassen Vision Chanhassen is a peaceful, vibrant, and natural place. ., It is a great place to live, work, and pIal .The Importan.ce Of AStrategic Plan. The purpose of a strategic plan is toget everyone "on the same page" regarding the action steps requir~d 'to realize our vision for Chanhassen. The pr~)Cess of creating a strategic plan encouragesconsensüs and understandiùg among the Chanhassen , . CIty Council, city staff, and the community. A st:ategic plan helps. us see the future. . About TheStrategícPlan , The ~trategic p1a.n focuses on the critical actions that will dt::termine Chanhåssen's futurè, Iheplan is organized i~to six . - . . core strategies that supporr"Chanhàsse.n's vision. These strategy. statements in; i-n'rendedto ,be ·"litmus tests" for community decision-making. Below eachstr~~egy are specificaerion steps: This 5~year strategic plan wascrearedhythe 1998 , ChalihassenCity Council: However, it is a "living" docpmenr and will be reviewed annual)y by the Ci~y Council and staff. To g.er a çomplete pictlÚe of Chanh;1ssen's future, this strategic plan should be reviewed in conjunction with the curreìu ~ompre~ hensive plan. We hope this.strategicplíln ericöùrages communiry discussion about the future of Chanhassen; If you have ideas 01:, comment~ about the strategic plan, or need more information, please conraçt a City Council member . , . 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