A-4. Distribute Manager's Work Plan and DiscussFinance
A-4
Phone: 952.227.1140
MEMORANDUM
Fax: 952.227.1110
TO: Mayor & City Council
CITY OF
FROM: Todd Gerhardt, City Manager
CHANNSEN
DATE: November 9, 2015 g
7700 Market Boulevard
Sull Summary of 2015 City Manager's Work Plan
PO Box 147
access to financial information, awarded bids, agendas and minutes, etc. The site
Chanhassen, MN 55317
was evaluated by Ballotpedia/Sunshine Review and received an A+ rating.
Phone: 952.227.1400
2015 was another busy year for the City of Chanhassen. I am very proud of the efforts of
Administration
the City Council and staff in accomplishing our annual goals and key financial strategies.
Phone: 952.227.1100
Some of our accomplishments include:
Fax: 952.2271110
beneficial to construct one larger plant.
Phone: 952.227.1130
• Chanhassen has the lowest tax rate in Carver County based on the preliminary
Building Inspections
2016 levies.
Phone: 952.227.1180
year include: beginning work on the second water treatment plant, review concept
Fax: 952.227.1190
plans/vision for the lifestyle center, and preparing for the 2040 Comprehensive Plan
Phone: 952.227.1300
• The city ended 2014 with a $768,000 surplus and 2015 appears to be on pace with
Engineering
last year, assuming the sale of city property to Gateway Medical Center prior to
Phone: 952.227.1160
yearend.
Fax: 952.227.1170
goals for 2016. Please call me if you have questions in regards to the 2015 Work Plan.
Finance
• Expanded restaurant options in the downtown, including Noodles & Company,
Phone: 952.227.1140
Davanni's, Potbelly, and Smashburger. The 10,443 sq. ft. Dakota Retail building
Fax: 952.227.1110
is well underway with Starbucks already open for business and Piada Italian
Park & Recreation
Street Food and another retail store opening in December.
Phone: 952.227.1120
Fax: 952.227.1110
• A transparency p y page on our website was developed so that residents have easy
Recreation center
access to financial information, awarded bids, agendas and minutes, etc. The site
2310 Coulter Boulevard
was evaluated by Ballotpedia/Sunshine Review and received an A+ rating.
Phone: 952.227.1400
Fax: 952.227.1404
. The city studied the feasibility of constructing five smaller satellite water
Planning &
treatment plants vs. one larger plant. It was determined that it was more
Natural Resources
beneficial to construct one larger plant.
Phone: 952.227.1130
Fax: 952.227.1110
2016 is going to be another very busy year. Some of our proposed strategies for next
Public Works
year include: beginning work on the second water treatment plant, review concept
7901 Park Place
plans/vision for the lifestyle center, and preparing for the 2040 Comprehensive Plan
Phone: 952.227.1300
update.
Fax: 952.227.1310
Senior Center
Again, I am very proud of this year's accomplishments and look forward to establishing
Phone: 952.227.1125
goals for 2016. Please call me if you have questions in regards to the 2015 Work Plan.
Fax: 952.227.1110
ATTACHMENTS
website
www.b.chanhassennn.us
1. Performance Review Schedule
2. Job Description
3. Evaluation Form
4. 2015 Work Plan
Chanhassen is a Community for Life - Providing for Today and Planning for Tomorrow
SCHEDULE FOR 2015 CITY MANAGER'S PERFORMANCE REVIEW
November 9: City Manager distributes 2015 Work Plan along with performance
review sheets. The council selects one member to tabulate the
results.
November 16, 12 noon City Council submits their individual performance review sheets
for tabulation into one overall performance evaluation.
November 23: Executive Session of the City Council to discuss the City
Manager's overall performance and finalization of evaluation and
compensation document.
December 7: Executive Session of the City Council and City Manager to discuss
overall performance and finalization of the performance
evaluation/ compensation document (after the Truth -in -Taxation
hearing).
December 14: Potential Executive Session (if needed) at 4:30 PM with the
Mayor, City Council, and City Manager to discuss the 2015
performance and work plan. The Mayor announces the results of
the performance evaluation at the regular City Council meeting.
g:\adinin\tg\workplan\2015\schedule for 2015 city manager review.docx
JOB DESCRIPTION
CITY OF CHANHASSEN
POSITION: City Manager CLASSIFICATION: Exempt
DEPARTMENT: Administration DATE: January 2015
OBJECTIVE AND SCOPE
Plans and directs all City operations to ensure efficient municipal services and development are in
accordance with objectives and general guidelines established by the City Council.
To advise the Council regarding impact of policy decisions and to represent the interests of the City
of Chanhassen in metropolitan and state activities as delegated by the City Council.
RELATIONSHIPS
Reports to: City Council
Supervises: Department Heads and Support Staff
Has indirect supervision over all employees of City government through the supervisory
department heads identified above.
SPECIFIC RESPONSIBILITIES
Plans and directs the general administration of city services.
2. Involve the City Council in determining annual strategies/goals. Ensure that each
strategy/goal is presented to the City Council for review and direction.
Provides advice and/or recommendations, with supportive data, to the City Council as a
guide to its policy-making role.
4. Relieves the Council members of as much administrative detail, inquiry, etc. as possible
so they may devote more of their time to the policy-making responsibilities of their
position.
a. Prepares agendas for Council meetings and provides supporting data.
5. Keeps the City Council informed on all important developments which may affect the
administration of City government and which they will need to know to perform
effectively as Council persons.
6. Coordinates administration and services being rendered by the various departments of
City government to ensure that the best service level is being achieved; including:
a. Recommending staffing levels as well as other changes in administration as may
be justified to assure a high standard of performance is maintained.
b. Appoints, dismisses or otherwise disciplines city employees.
Involves department heads in the identification of achievement goals that will provide
standards against which to measure their performance.
a. Reviews periodically and confers with department managers to assure that
progress in each area is being achieved as planned.
b. Oversees implementation of financial and fiscal planning in the City.
8. Follows through to assure that all City Council ordinances and directives are correctly
interpreted and implementation as planned.
9. Keeps informed on all aspects of municipal government and researches improved
methods of administration for possible implementation in Chanhassen.
REQUIREMENTS
Education/Experience: Master's Degree in Public Administration, Urban Studies or related field
with a minimum of 10 years of city government administrative experience, including six years of
supervisory experience.
Todd Gerhardt
2015 Performance Evaluation
City of Chanhassen
Performance Appraisal Form
Ratings
Exceptional — This employee consistently achieves the highest level of performance in his/her duties, and
often goes above the call of duty. As such, consideration should be given to rewarding this employee
with a high salary increase.
Excellent — This employee is a high-quality asset to the organization and is more often than not
considered to be a high achiever. While not reaching the level of an exceptional employee, consideration
should be given to rewarding this employee with a moderate to high salary increase.
Satisfactory —This employee can be counted onto perform his or her duties in a reliable fashion.
Employees in this range generally accomplish tasks on time and in a satisfactory manner and are assets to
the organization. Efforts could be made to be considered a high achiever, but a moderate salary increase
could be considered.
Unsatisfactory —Employees in this range are not meeting the expectations of the job, and need
considerable improvement. They are often considered unreliable, and more often than not fail to
accomplish job duties in an acceptable manner. Steps should be discussed to improve his or her
performance, and salary increases should not be considered.
2013 Performance Evaluation - Todd Gerhardt
Category
Rating
Quality of Work (consider accuracy, completeness, and
thoroughness in completing job assignments and deadlines, also
0 Unsatisfactory
ensures that the work of others is of the same quality)
1 Satisfactory
Comments:
2 Excellent
3 Exceptional
Category Rating: _
Leadership (Inspires staff to high levels of performance and
teamwork, holds staff accountable for their duties)
0 Unsatisfactory
Comments:
1 Satisfactory
2 Excellent
3 Exceptional
Category Rating:
Job Knowledge (Knows the intricacies of the cities processes
and is current with trends and practices that may be evolving outside
0 Unsatisfactory
of the city)
1 Satisfactory
Comments:
2 Excellent
3 Exceptional
Category Rating: _
Strategic Initiative (possesses resourcefulness, self-starting
work habits, adaptability to change, ability to work outside the box,
0 Unsatisfactory
motivates staff to think long term)
1 Satisfactory
Comments:
2 Excellent
3 Exceptional
Category Rating:
2013 Performance Evaluation - Todd Gerhardt
Integrity and Trust ( can be widely trusted, is seen as a direct
and truthful staff member, keeps confidences, admits mistakes, and
0 Unsatisfactory
doesn't misrepresent himself for personal gain
1 Satisfactory
Comments:
2 Excellent
3 Exceptional
Category Rating:
Cooperation and Communication (has a positive attitude,
and exhibits cooperation, and effectiveness in working with others;
0 Unsatisfactory
has an strong ability to inform, staff, council, and the public with all
1 Satisfactory
information needed)
2 Excellent
Comments:
3 Exceptional
Category Rating:
Customer Service (exhibits courtesy, and professionalism in
dealing with all customers, including the public as well as council and
0 Unsatisfactory
any other outside agencies)
1 Satisfactory
Comments:
2 Excellent
3 Exceptional
Category Rating:
2013 Performance Evaluation - Todd Gerhardt
Overall Ranking
Exceptional (3)
Excellent (2)
Satisfactory (1)
Unsatisfactory (0)
Additional comments by person performing the evaluation:
Evaluator
0
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City Manager's Work Plan
Todd Gerhardt, City Manager
Chanhassen is a Community for Life,
Providing for Today and Planning for Tomorrow.
ESTABLISH ANNUAL GOALS & KEY
FINANCIAL STRATEGIES
Background. In July 2002, staff met with Jim Prosser from Ehlers & Associates to begin
development of the city's key financial strategies. At that time, comparisons were
completed of similar cities based on tax base mix, growth, allocation, population, five-year
budget comparison, debt ratios, tax capacity, and bond ratings. Council and staff identified
Financial Foundation Descriptions and prioritized capital improvements. City Council adopted
the Key Financial Strategies on June 9, 2003. Implementation began with the 2004 budget
process, i.e. pavement management system including trails, roads, parking lots; debt service;
fixed assets for remodeling/replacement; water treatment and future infrastructure; etc.
These strategies will also be used as a part of our 2016 strategic planning process.
Competitiveness
DEVELOP A TRANSPARENCY SECTION FOR THE CITY'S WEBSITE: ENHANCE
PUBLIC ACCESS TO CITY FINANCIAL RECORDS
The Chanhassen City Council is committed to expanding open, transparent government that is
truly accountable to the citizens of
Chanhassen. The City Council
requested staff to develop a one -stop -
shop -approach on the city's website,
providing information to the public
who are specifically seeking
information on items such as budgets,
agendas/ minutes, lobbying, financial
information, contacts, and election
information.
The City Council believed this was the
best way to inform the public of
actions taken by the city every day, but also allows the public to engage with data to help create
new ways to move our city forward.
Staff rolled out the new webpage in early September and had it evaluated by the Sunshine
Review/Ballotpedia, a national non-profit organization dedicated to government transparency.
The site received an A+ rating from this organization.
Staff will present the webpage to the council at the November 9 work session and will provide
annual updates on the number of hits the page receives.
IRRIGATION CENTRAL CONTROL SYSTEM COST BENEFIT: REVIEW BENEFITS OF
INSTALLING A CENTRAL CONTROL FOR THE CITY'S FOURTEEN IRRIGATION
SYSTEMS
On September 28, 2015, staff presented the cost benefits of a central control irrigation system.
Currently there is an individual controller at each of the
14 locations that requires individual programming that
must be adjusted daily based on weather conditions.
Staff proposed a Sentinel irrigation system which would
link the 14 individual sites to one central control system
at the Public Works building. Some of the benefits
include staff efficiency, labor savings, water conservation,
avoiding catastrophic events, and the ability to compare
and contrast water usage data. The total cost of the
central control system is $ 81,730. Based on staff's analysis, the cost benefit would be:
A savings of 3.4 million gallons of water per year = $13,000 in value per year
Labor savings of 240 hours per year = $16,000 per year
Annual savings = $13,000 + $16,000 = $29,000
Payback: $81,730 - $29,000 = 2.82 years
The council requested that staff double-check the gallons saved prior to moving ahead. After
further review, it was determined that the city would realize an approximate 20% to 30%
water savings using the Sentinel irrigation system. This additional information is included in
the correspondence section of the November 9, 2015 agenda packet.
STRENGTHEN THE CITY'S
FINANCIAL POSITION
ANALYZE STORMWATER CLASSIFICATION AND ACREAGE CHARGES: IDENTIFY
POTENTIAL PROPERTIES THAT QUALIFY FOR CREDITS
On September 14, 2015, the City Council reviewed the surface water management utility fees.
These fees are used to improve water quality and abate flooding. There are two ways in which
these fees are collected in Chanhassen. When a property subdivides, a fee is collected based
upon the land use and parcel area. The second is a quarterly stormwater fee assessed to each
property in the community, which is also based on land use and area.
In 2012, an audit of the city's surface water management enterprise fund was completed.
Some discrepancies were found in our fees, primarily that some properties were in the wrong
land use classification and therefore charged the wrong assessment fee. Once the issues were
known, staff created a new GIS database to identify the discrepancies and developed an
automated method allowing for easy updating as properties develop or redevelop. Staff also
suggested that the city change its current practice of providing credit for water quality only to
providing the credit for both water quantity and quality. The credit would be a sliding scale
established on the baseline credit of achieving one inch abstraction. This proposal will be
discussed along with our rate study in October.
FIRE DEPARTMENT RESPONSE TIMES: DUTYCREW UPDATE
On July 22, staff presented the calls for service data collected from August 1, 2014 through
June 30, 2015. The city is divided into three districts and the response times are as follows:
NFPA
Chanhassen
Chanhassen
NFPA
Service
Response
Response Time
Classification
District
Benchmark
90% of the Time
Average
Urban
North
9:0 (90%)
12:12
8:31
Suburban
West
10:0 (80%)
12:12
8:31
Rural
South
14:0 (80%)
10:30
14:26
C
The conclusion of this analysis is that the average travel time for the Chanhassen Fire
Department in 2014 was 4:43 from enroute to arrival. The average enroute time for a fire
engine during the same time period was approximately 5 minutes. Adding these together
shows that, on average, it takes just under 10 minutes to respond to emergency calls within
Chanhassen in a staffed fire engine. With a duty crew working, the average enroute time of
5 minutes is cut to 90 seconds, allowing actual response times closer to 6 minutes versus
10 minutes when no crews are scheduled.
Currently, Chanhassen's duty crew model is three firefighters working four-hour shifts three
nights per week at $12.32 per hour. Staff is not recommending any change to this model for
2016 and our response times are very adequte for a paid on-call volunteer department.
PLANNING FOR THE CITY'S
INFRASTRUCTURE
COMPREHENSIVE PLAN AMENDMENT COUNTY ROAD 61 CORRIDOR STUDY
On February 23, 2015, the Chanhassen City Council approved the land use map amendments
within the CSAH 61 corridor. The City Council reviewed alternative land uses based on a
parcel -by -parcel analysis prepared by SRF and Hoisington Koegler Group, Inc. The City
Council, along with the Planning Commission, held a public hearing on February 3, 2015 to
review the proposed land use recommendation for
the 200 acres along the corridor. The study was also
sent to adjacent communities and no objections or
negative comments were received.
The City Council approved the suggested land use
changes and requested staff seek a comprehensive
plan amendment from the Metropolitan Council. On
March 27, 2015, the Metropolitan Council found that
the proposed amendment conforms to the regional
system plans for transportation, wastewater, and parks, and is consistent with the
2030 Regional Development Framework and Council Policies. This amendment gave the city
authority to develop this corridor as outlined in the CSAH 61 Corridor Land Use and Utility
Study as prepared by SRF and Hoisington Koegler Group, Inc. No further action is required
on this item.
EXTENSION OF BLUFF CREEK BOULEVARD: DISCUSS OPTIONS TO COMPLETE THE
LAST SEGMENT OF BLUFF CREEK BOULEVARD FROM POWERS BOULEVARD TO
RIVER ROCK DRIVE
Staff is recommending that this item be tabled until such time that the new owners of the
lifestyle center site has time to evaluate their development options and vision for the site. It
would be premature to discuss a road extension that may not work with the developer's overall
vision. Staff believes this will be on hold for about one year.
RETAIL DEVELOPMENT: INVENTORY CURRENT RETAIL DEVELOPMENT
OPPORTUNITIES THATARE UNDER-UTILIZED
On October 22, 2015, staff reviewed the inventory of retail opportunities available in
Chanhassen. The presentation included a parcel -by -parcel analysis of zoning, current timeline
for development/redevelopment, and the size of the property. No future action was requested
on this item.
COMPLETION OF HOUSING ACTION PLAN: AS A PART OF THE LIVABLE
COMMUNITIES ACT, DEVELOP A HOUSING ACTION PLAN TO INVENTORY THE
CITY'S HOUSING MIX
On April 27, 2015, staff presented a Housing Action Plan as a part of the city's participation in
the Livable Communities Act with the Metropolitan Council. The following is included in the
Action Plan:
Housing goals from the 2030 Comprehensive Plan
Summary of demographic findings from Maxfield Research
dated 2014
List of partners and opportunities to provide affordable and
lifestyle housing
The city also has reviewed the standards for lot sizes, setbacks, and
private streets as a tool to assist affordability. Staff will also be
tracking development densities and other statistics each year.
CIT1OFCHANHASSEN
NOOSINGIMONPIAN
The City Council approved the Housing Action Plan at their meeting on May 26, 2015 and
directed staff to submit the plan to the Metropolitan Council. No further action is required on
this item.
ATHLETIC FIELD USE AND FACILITY EXPANSION STUDY: COMPLETE COST BENEFIT
AND NEEDS ANALYSIS ON ARTIFICIAL TURF, SEASONAL FIELD HOUSE DOME AND
EXPANSION OF BALL FIELDS
On August 24, 2015, the City Council reviewed the draft Athletic Field Use and Facility
Expansion Study, which included the following:
Facility Inventory
Needs Analysis/User Feedback
Cost Benefit Analysis
Recommendations
The study made the following recommendations:
* Maintain current management of fields as demand
continues to increase;
* Continue to support the stated goal of parks in Chanhassen to reasonably meet city
needs and promote a sense of community;
* Based on current trends combined with project demand, Chanhassen may need to plan
multi-purpose field construction of one to three fields over the next ten years (2025).
The next step is to complete a cost
benefit analysis of system
improvements /efficiency options,
including adding lights, adding or
converting fields to artificial turf,
and construction of a seasonal or
permanent dome. The analysis
will compare lifecycle costs
(capital/ operations/ maintenance)
with the related gain in facility
capacity and efficiency.
On November 9, 2015, the City
Council will review the final
report.
L
EXISTING FACILITIES
• 5Parks with facilitiesfor
competitive athletics
+ Lake Ann Park
n Chanhassen Recreation
Center
» City Center Park
• Lake Susan Park
n Bandimere Park
Total Fields
n 4 Full Size Soccer Fields
u 10 Youth Soccer Fields
A 3 Large Baseball Fields
a 17SoJtball/Youth
Baseball Fields
AQUATIC INVASIVESPECIES (AIS): DEVELOPA MEMORANDUM OF
UNDERSTANDING WITH CARVER COUNTY REGARDING THE ADMINISTRATION OF
THE CITY'S AIS INSPECTION/EDUCATION PROGRAM
On March 23, 2015, the City Council discussed
the 2015 AIS inspection program and the
possibility of entering into a services agreement
with Carver County for watercraft inspections.
At this meeting, it was determined that the city
should work with Carver County for watercraft
inspections instead of Volt Workforce Solutions,
as they are no longer providing this service.
The following is a summary of the 2015
program:
Total Inspection Hours
City Contracted Lotus Lake Conservation
Location Hours Alliance Contracted Hours Grand Total
Lake Ann 686 hours
Lake Susan 686 hours
Lotus Lake 1,567 hours 796 hours
Totals 2,939 hours 796 hours 3,735 hours
The city's program budget for this year is $44,143.78 (2,939 hours of inspection x
$15.02 /hour).
Funding Sources
Riley -Purgatory -Bluff Creek Watershed District $27,000
City of Chanhassen $14,500
Lotus Lake Conservation Alliance $11,956
Carver County $2,000
Total $55,456
The City Council approved the 2015 Special Services Agreement with Carver County on
April 13, 2015 in an amount not to exceed $56,099.70. No further action is required on this
item.
EMERGENCY PREPAREDNESS: TABLETOP DISCUSSION REGARDING THE ROLES
AND RESPONSIBILITIES OF THE CITY COUNCIL AND STAFF IN THE EVENT OF AN
EMERGENCY
On May 26, 2015, City Council and staff held a tabletop discussion regarding roles and
responsibilities during a community emergency situation. This exercise helped everyone
understand and become familiar with their general responsibilities during an emergency. No
further action is required on this item.
DEVELOPMENT ACTIVITY: REVEW AND INVENTORY LARGE DEVELOPABLE
PARCELS AND ESTABLISH ATIMELINE FOR POTENTIAL DEVELOPMENT
On September 28, 2015, the City Council reviewed all of the large developable parcels
available in Chanhassen. Thirteen (13) parcels were reviewed, including the current zoning,
municipal sewer and water availability, and if the owner is interested in developing at the
present time. No further action is needed on this item.
Enhance Local Tax Base
REGIONAL COMMERCIAL SHOPPING CENTER: REVIEW THE CONCEPT PROPOSAL
FOR A REGIONAL COMMERCIAL SHOPPING CENTER AND ITS CONSISTENCY WITH
THE COMPREHENSIVE PLAN
On March 9, 2015, the City Council reviewed the general concept plan for a PUD proposal
from Level 7 Development, LLC at the southwest corner of Powers Boulevard and Lyman
Boulevard. The 2030 Comprehensive Plan dual guided the property for either office or
commercial zoning. The dual guiding allows the City Council to review the application for
regional commercial to ensure it furthers the city's vision as stated in the Comprehensive Plan
and Zoning Ordinance.
Level 7 Development, LLC's initial development included the following land uses:
Level 7 Development, LLC, Southwest Corner of Powers & Lyman
Acres Use
39.2 acres
4.7 acres
5.6 acres
15.9 acres
Regional Commercial
Office
High Density Residential
Conservation
The City Council gave initial feedback and directed the developer to proceed to the PUD
development stage and with the ALTAR update. Staff was asked to work on developing a
visioning study for the lifestyle center. The focus of the study includes the following:
Composition of development uses
Circulation including pedestrians and bicycles
Edge treatment and landscaping
* Programmable area and amenities
Development character, scale, and aesthetics
Since our March meeting, Level 7 has sold their interest to a new investor. This investor is
interested in owning the entire 120 -acre site guided as regional lifestyle center. We are
encouraged by the possibility of this development moving forward and the preparation of the
visioning study. Future updates on this project will be given in early 2016.
OTHER PROJECTS AND GOALS
ACCOMPLISHED
SUCCESSFULLY COMPLETED THE EAW AND PRELIMINARY DESIGN FOR
HIGHWAY 101
The City of Chanhassen has prepared an EAW for the proposed TH 101 improvement project
from Pioneer Trail (CSAH 14) to Flying Cloud Drive (CSAH 61). This project involves
1.2 miles of safety and capacity improvements along TH 101 between Pioneer Trail and Flying
Cloud Drive. The project includes reconstruction and realignment of TH 101 from a two-lane
undivided roadway to a four -lane divided roadway with turn lanes at key intersections. A paved
multi -use trail is proposed along both sides of TH 101 from Pioneer Trail to Creekwood
Drive, and along the east side only from Creekwood Drive to CSAH 61. On the south end, the
roadway will connect to a new roundabout being constructed as part of the TH 101 Minnesota
River Crossing project. The purpose of the project is to improve traffic safety, capacity, and
connectivity issues on TH 101 between Pioneer Trail and Flying Cloud Drive.
COMPLETED 4.3 MILES OF STREET RECLAIM/RESURFACING IN THE CARVER
BEACH AREAAND OVERLAYING KERBER BOULEVARD (14 MILES)
Carver Beach: Work began in early June and the paving was completed in early
October. The final paving was delayed by approximately one month due to wet weather,
unanticipated utility conflicts, and unmapped utilities encountered within the project
�� I
area. The project has not been closed out as there is still some restoration work to be done. It
is anticipated that the project will be under budget.
Kerber Boulevard: The contractor started work after July 4`' and work was substantially
complete by the end of August. The project took longer than anticipated due to the
contractor's schedule; however the project was completed within the timeframe required per
the contract. Due to minor punch list items remaining in the project, the contract has not been
closed out. This project is expected to be under budget.
PARK & RECREATION DEPARTMENT MAJOR ACCOMPLISHMENTS INCLUDE:
Successful on -boarding of three new full-time employees;
* Expansion of the Lake Ann Park watercraft rental business;
Construction of three new picnic shelters at Pheasant Hill Park, Curry Farms Park, and
Chanhassen Hills Park;
Completion of the first year of a five-year facility revitalization project at the
Chanhassen Rec Center;
Generated $41,800 in contributions to the city's annual sponsorship program, which is
the highest in the city's history;
The Lake Ann Park ball fields were improved with new dugouts and backstops;
The Chanhassen Athletic Association donated $25,000 for ball field scoreboards;
New credit card program registration and payment systems were implemented;
Infields were expanded at Recreation Center/ Bluff Creek Elementary School baseball
fields;
Senior Center programs are experiencing maximum attendance; and
The Rec Center Sports program continues to gain popularity.
BANKING SERVICES, REQUEST FOR PROPOSALS (RFP)
Every three years the finance department follows GFOA recommended best practices
regarding bidding banking services. With technology and the needs of the city constantly
changing, this year's RFP needed to be more detailed and analyzed on many levels other than
just financial impact. Staff used eight criteria to evaluate the four proposals and recommended
that a change in banking services be made to allow for more efficiencies and security related to
the account. The City Council awarded a three-year contract to BMO Harris Bank.
REVIEW CRITICAL ACCOUNTING RECORD KEEPING SYSTEMS FOR ACCURACY
AND EFFICIENCY
In 2015, staff made improvements in the following three accounting areas:
SAC Credit Tracking: Staff implemented a process to permanently track changes in SAC
credits issued by the Metropolitan Council when changes occur in commercial and
industrial uses.
Audit of Utility Accounts: An intern was hired to review all utility bills for accuracy in
billing rates. While no significant billing concerns were identified, a few smaller errors
were found and corrected, which paid for the intern's wages for the summer.
Reduction in Erosion Control Escrows: Over the years the city accumulated erosion
control escrows for various parcels (mostly new construction single family homes).
While most of the erosion work had been reviewed, some properties needed a final
inspection for completion. Many others simply did not request a return of the escrow
deposit. The finance department has been working on finding the owners of the
deposits and returning them; however, some of the original depositors are either no
longer in business or cannot be found. In those instances, the city forfeits those escrows
to the State of Minnesota as required by state statute. This has resulted in a 72%
reduction in erosion escrows of last year's balance and a 21% reduction when 2016
escrows are added to the balance.
NO.7 ON MONEY MAGAZINE'S LIST OF 2015 BEST PLACES TO LIVE
We are honored and proud to be recognized again as one of the best places to live and raise a
family by Money magazine. Chanhassen is a very special place to call home because of our
welcoming neighborhoods, thriving downtown, successful business district, excellent schools,
low crime rate, extensive park and 106 -mile trail system, clean lakes, and natural resources.
We know this recognition is about our residents—their goodness and civic pride, willingness
to serve and respect others, appreciation of a good education, culture and nature, and priorities
for family, neighborhood, and community connection.
111
GATEWAY EAST 2ND ADDITION
Staff secured a purchase agreement ($500,000) for city property just east of the water
treatment plant. The closing date has been extended to December 18' due to soil
contamination issues. Staff has worked with the applicant and their consultants to mitigate the
contamination in order to get an attractive building on the site. The development is scheduled
to go to the Planning Commission on November 17 and the City Council on November 23.
HIGHWAY 101 BRIDGE RECONNECTION
The new Highway 101 river bridge crossing has been
under construction for the past year. The new structure
is a 4,100 -foot -long, four -lane bridge that is being built
above the 100 -year flood elevation. The bridge will
minimize transportation disruptions caused by seasonal
flooding. A grand opening celebration is scheduled for
Tuesday, November 24 at 10 am.
FIRE DEPARTMENT MEMORIAL
ONNECTED
November 2015
In 2016, the Fire Department will celebrate its 50`x' anniversary. In recognition of this
important milestone, a Memorial Committee was formed to establish a permanent and publicly
accessible memorial to recognize the service and sacrifice of its members. The memorial will
highlight line -of -duty deaths, retired chiefs and firefighters and their years of service, as well as
the 50 years of service to the Chanhassen community. The fire department has been raising
funds to build the memorial and groundbreaking will occur in the spring of 2016. Completion
is anticipated next fall.
TAX RATE COMPARISONS
The City Council and staff spend a great deal of time discussing the needs of our residents and
businesses; specifically, how to keep service costs/taxes affordable in Chanhassen. Based on
the preliminary 2016 tax levies, the City of Chanhassen has the lowest tax rate in Carver
County for the second year in a row.
Cities Preliminary Tax Rate for 2016
Chanhassen 24.371
Chaska
26.093
Victoria
31.523
Carver
48.963
Waconia
49.877
Mayer
63.814
Norwood/Young America
66.210
Cologne
75.369
New Germany
111.357
Hamburg
137.591
INNOVATIVE IDEAS
Chan -Happenings: Staff developed a weekly update on events happening in Chanhassen
over the next ten days—or Chan -Happenings as we like to call them. Residents can sign up to
receive the weekly email or text message using the Notify Me feature on our website.
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LaserFiche Workflow: Staff is utilizing new features in LaserFiche to securely manage
documents and automate processes. Work is underway to develop a workflow for managing
development applications. We are also working to integrate LaserFiche forms with our
website to create online permit applications, e.g. driveway permits, underground utility
permits, signs permits, etc. These forms will streamline application processes by incorporating
workflows and storing documents in our LaserFiche repository.
13l
Pioneer Trail/Bluff Creek Drive Intersection Improvements: ADA and pedestrian -
related improvements were made to several intersections along the Pioneer Trail corridor,
including the Bluff Creek Drive intersection in Chanhassen. Improvements included visual and
audible countdown timers and the installation of blue lights. Blue lights allow officers to more
safely enforce stoplight violations. The blue light, which can be seen from many more angles,
is wired directly into the semaphore to turn on just as the traffic lights turn red. When an
officer sees the blue light turn, they know that any vehicle that enters the intersection after that
point is in violation of a red light.
Toro Polar Trac Equipment: All snow removal at city hall, the library, old village hall,
main fire station, west fire station and water treatment plant was completed by hand or using
walk -behind snow blowers. The Council approved the purchase of a Toro Polar Trac at their
October 26" meeting, and this equipment will save approximately 200 work hours per year in
staff time. The equipment also doubles as a lawn mower. The cost benefit shows a 5.8 year
payback.
2014 GENERAL FUND SURPLUS
The 2014 Audit revealed the general fund ended the year with a $768,550 surplus. Staff
recommended and the City Council approved the use of $700,000 of the surplus for an inter -
fund loan to the water fund for a new well. The $700,000 will be repaid to the revolving
assessment construction fund over the next four years with interest. The inter -fund loan will
save the city over $100,000 in interest and bonding costs.
2014 2013 2012 2011 2010
+$768,550 +$418,000 +$617,919 +$421,539 +$395,759
PEDESTRIAN ENHANCEMENT IMPROVEMENTS, BLUFF CREEK DRIVE AND
MAYAPPLE PASS, PIONEER PASS PARK
City staff received feedback from the Pioneer Pass neighborhood (on the east side of Bluff
Creek Drive), that they felt discomfort crossing at this location due to traffic speeds and
volumes. As this area of the City develops, traffic is likely to increase on Bluff Creek
Drive. City staff completed a traffic/pedestrian study to evaluate if improvements are
needed. It was determined to construct a concrete median at the north leg of the Bluff Creek
Drive/Mayapple Pass intersection to improve pedestrian safety. This median provides a six-
foot wide refuge for pedestrians to wait while crossing. The refuge permits pedestrians to
cross one direction of traffic at a time, allowing them to focus on one lane rather than having to
anticipate traffic for the entire width of the road. Additional pedestrian crossing signs were
added to the area. An additional benefit to this improvement is the traffic is anticipated to be
calmed or drivers will drive slower with heightened awareness by the park.
GIS - CARVER COUNTY CONNECTION
We have completed a project allowing a secure connection between the City and Caver
County networks for the purpose of sharing and hosting City GIS data.
SECURITY - ACCESS CONTROL
An access control system was implemented to consolidate all the current card access controls
under one software platform. The system is hosted at City Hall and controls doors at that
location, Public Works, Water Treatment Plant, and Fire Station # 1. The security cameras at
Public Works and the Recreation Center were consolidated into one recording platform also
located at City Hall. Future plans include upgrades to recording equipment which will allow
an integration between the two systems.
SENIOR CENTER AV UPGRADE
The audio visual equipment used primarily for senior programming, but also for council
meeting overflow events was becoming unreliable. This system was upgraded to an all-digital
solution resolving the technical issues and simplifying its use.
METROPOLITAN AREA WATER SUPPLY ADVISORY COMMITTEE
In September, Governor Dayton appointed me to the Metropolitan Area Water Supply
Advisory Committee. This committee carries out planning activities that address the water
supply needs of the Twin Cities metropolitan area. To assist the Council in its planning
activities, the legislature established the Metropolitan Area Water Supply Advisory
Committee. The committee, which was instrumental in the development of the Metropolitan
Area Master Water Supply Plan, meets regularly to discuss plan implementation and other
relevant water supply topics.
ATTACHMENTS
1. 2015 Key Financial Strategies/ Strategic Plan
15
0 City of Chanhassen
2015 Annual Goals and Key Financial Strategies
Since 2003, the Chanhassen City Council has established annual goals and key financial strategies. The
goals/strategies cover a broad spectrum and are items the council feels need the most attention over the
coming year.
The City Council concentrates on four strategic areas and developed the 2015 goals through a series of
meetings with staff in January. The final results are:
COMPETITIVENESS
Create an environment for innovation and change, building on our strengths, creativity and skills:
• Develop a Transparency Section for the City's Website: Enhance public access to city financial
records in one convenient location on the website.
• Irrigation Central Control System Cost Benefit: Review benefits of installing of a central control
for the city's seven irrigation systems.
STRENGTHEN THE CITY'S FINANCIAL POSITION
Provide financial stability and resources necessary to achieve the city's vision by exercising financial
stewardship, implementing best practices, and utilizing long-term financial planning tools:
• Analyze Storm Water Classification and Acreage Charges: Identify potential properties that
qualify for credits.
• Review Fire Department Response Times and Determine Acceptable Fire Response to the
Community based on Current Duty Crew Program: Using ImageTrend software, determine if
expansion and reduction of the city's current duty crew model is warranted.
PLANNING FOR THE CITY'S INFRASTRUCTURE
Create solutions for managing existing infrastructure and future growth in our community while
preserving a sustainable quality -of -life and protecting the environment:
• Comprehensive Plan Amendment, County Road 61 Corridor Study: Implement land use
recommendations for the corridor study and submit to the Metropolitan Council for approval.
• Extension of Bluff Creek Boulevard: Discuss options to complete the last segment of Bluff
Creek Boulevard from Powers Boulevard to River Rock Drive.
• Retail Development: Inventory current retail development opportunities that are under-utilized.
• Completion of Housing Action Plan: As a part of the Livable Communities Act, develop a
housing action plan to inventory the city's housing mix.
• Athletic Field Use and Facility Expansion Study: Complete cost benefit and needs analysis on
artificial turf, seasonal field house dome, and expansion of ball fields.
• Aquatic Invasive Species (AIS): Develop a memorandum of understanding with Carver County
regarding the administration of the city's AIS inspection/education program.
• Emergency Preparedness: Tabletop discussion regarding the roles and responsibilities of the city
council and staff in the event of an emergency.
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ENHANCE LOCAL TAX BASE
Enhance the Comprehensive Plan with Current Goals and Policies, and Assess the Impact.-
Regional
mpact:
Regional Commercial Shopping Center: Review the concept proposal for a regional commercial
shopping center and its consistency with the Comprehensive Plan.
Development Activity: Review and inventory large developable parcels and establish a timeline
for potential development.
2016 Ryder Cup Planning Process: Discuss preparation for the upcoming Ryder Cup, e.g. hotels,
emergency planning, etc.
The Chanhassen City Council will address each of these goals throughout the year as part of the regular
work session schedule. The city is committed to providing public services in the most efficient manner
possible and maximizing the public's return on their investment.
Adopted at the City Council's regular meeting on February 9, 2015.
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