B. 2017 Work Plan2017City Manager’s Work Plan
TODD GERHARDT, CITY MANAGER
Providing Financial Stability & Resources
Enhancing Goals to Access the Impact
Environment for Innovation & Change
Creating Solutions for Infrastructure
ESTABLISH ANNUAL GOALS & KEY
FINANCIAL STRATEGIES
ackground: 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 (KFS) 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 2018 strategic planning
process.
Competitiveness
Create an environment for innovation and change —
building on our strengths, creativity, and skills.
MID-YEAR REVIEW OF KEY FINANCIAL STRATEGIES: PREPARE A MID-
YEAR REVIEW OF ALL KEY FINANCIAL STRATEGIES FOR PRESENTATION
AT THE FIRST MEETING IN JULY
On July 10, 2017, staff updated the City Council on each of the items in the city’s 2017
Annual Goals and Key Financial Strategies.
PERMEABLE PAVERS: RESEARCH POLICIES AND POTENTIAL
CONSEQUENCES FOR THE ALLOWANCE OF PERMEABLE PAVERS IN THE
EQUATION FOR HARD COVER ALLOWANCE
On June 26, 2017, staff updated the City Council on the option of using permeable pavers
in the equation for hard cover allowances. Currently the city allows the following:
B
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Maximum Lot Coverage by Land Use Classification
Land Use Classification by District Maximum Lot Coverage by
Percentage
“A-2” Agricultural Estate* 20
“RR” Rural Residential* 20
“RSF” Single-Family Residential* 25
“R-4” Mixed Low Density Residential* 30
“RLM” Residential Low and Medium
Density*
single-family dwelling, 35
two-family dwelling, 40
townhouse or multi-family dwelling 50
“R-8” Mixed Medium Density Residential* 35
“R-12” High Density Residential* 35
“R-16” High Density Residential* 50
“BN” Neighborhood Business 65
“BH” Highway and Business Services 65
“CBD” Central Business No maximum
“CC” Community Commercial 70
“BG” General Business 70
“BF” Fringe Business 40
“OI” Office and Institutional 65
“IOP” Industrial Office Park 70
day care facilities 65
Shoreland Management District
single-family residential 25
medium/high density residential 35
industrial zones within Lake Susan
Shoreland District 70
It was discussed that staff look at proposing an ordinance change to allow pervious pavers
and other similar systems that are proven technologies in the low-traffic areas based on the
following conditions:
1) Residential properties should be allowed a total lot coverage of X+5%* where X is the
currently established maximum impervious lot coverage, and the 5% is pervious lot
coverage. To qualify as pervious, the system must be designed in compliance with
standards established by the Interlocking Concrete Pavement Institute (ICPI) and
installed by an ICPI certified installer.**
a. Possible phrasing: “The maximum lot coverage for all structures and paved
surfaces is 30%, of which no more than 25% may be impervious surfaces.”
2) The use of permeable paver systems on industrial and commercial properties should
continue to be addressed through the site plan review process.
3) The term “pervious/permeable” be defined in the City Code.
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4) The usage of the terms “impervious” and “hardcover” should be standardized throughout
the Code.
*To provide context that would allow a 15,000 square-foot lot (minimum RSF lot size) to
construct a 750 square foot (25’ x 30’) pervious paver patio in addition to the currently
permitted 3,750 square feet (25%) of impervious lot coverage.
**For other types of pervious surface technologies, a similarly credible organization’s
guidelines and appropriately certified installer could be substituted.
Exceptions the City Council has to determine is if the ordinance change should be
incorporated in the shoreland overlay district, how much inspection time would be needed,
and who should do the inspections. This will be discussed as staff brings back a proposed
ordinance regarding the above changes.
The Planning Commission held a public hearing on the “Pervious Paver Policy” at their
October 17, 2017 meeting. The Planning Commission wanted to give careful consideration
before adopting a city-wide permeable paver ordinance to ensure the engineering and
maintenance standards are correct for the long term without becoming an administrative
burden on staff or property owners. The Planning Commission closed the public hearing and
voted to table action to allow for further study by staff. This item will be presented to the
city council for their consideration after a recommendation is received from the Planning
Commission. NOTE: An ordinance amending Chapter 1 Definitions pertaining to
hardcover and permeable pavers will be presented to the city council at the November 27th
meeting.
Comments from the Planning Commission: Stringent design, installation and maintenance
is imperative to ensure proper performance. In summary, the Planning Commission and
staff agree that pervious pavers and other similar systems are proven technologies that are
well suited for use in low traffic areas and would be acceptable as long as it does not over
intensify the development and/or land use by more than 5% of the total lot coverage.
CHANHASSEN’S 50-YEAR ANNIVERSARY
The City of Chanhassen was incorporated as a city on May 8, 1967, combining the
Chanhassen Township with the Village of Chanhassen. Anniversary events included a
community celebration on Monday, May 8, 2017, hanging banners downtown, and a bronze
plaque dedicating May 8, 2017 as the official 50th anniversary of the city. The plaque has
been placed in the foyer of city hall.
On Monday, May 8, 2017 the city held a 50th Anniversary Community Celebration where
about 350 residents participated and listened to the welcoming remarks of Councilwoman
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Elise Ryan, posting of the Colors by the Chanhassen American Legion Post 580 Honor
Guard/Color Guard, remarks by Jack Atkins of the Chanhassen Historical Society, and the
keynote address by Mayor Denny Laufenburger. The Mayor then unveiled and dedicated
the 50th Anniversary Flag and Plaque. Cake was served and everyone had a great time.
One of the events for Chanhassen’s 50th Anniversary Celebration was an essay contest for
Elementary School (grades 4 & 5) and Middle School (grades 6-8) students. The theme for
the essay was “Why I Love Chanhassen.” The contest winners were invited to read their
essays at the June 26, 2017 City Council meeting and their proud parents were in
attendance. The winners were:
Elementary School Students Middle School Students
Ava Joos – Winner
Danica Grafelman – Runner up
Luke Hilgendorf – Winner
Hanna Quiner – Runner up
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.
2018 BUDGET OUTLOOK: PRESENT A FUTURE-YEAR BUDGET OUTLOOK
EACH SPRING BEFORE FORMAL BUDGET SO THE COUNCIL CAN CONSIDER
MAJOR BUDGET CHANGES FOR THE FOLLOWING YEAR
As part of the KFS process, the city council identified the desire to have an early budget
meeting to discuss potential budget impacts for the upcoming year. This meeting was held
on February 13, 2017 during a work session.
Potential Revenue/Positive Changes in 2018 Budget
When setting the budget, one of the first things to consider is new growth (or new
homes/businesses constructed or improvements made). Based on the current new growth
trends and the previous year’s permits and construction, staff is estimating new growth to be
around 1.4% for taxes payable in 2018. This equates to roughly $150,000 in new tax
dollars available to offset any increased service costs.
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In addition, in 2018 the city’s debt levy is being reduced by roughly $117,000/year because
of the refunding of the Public Works Building bonds.
Lastly, based on discussions with city council in last year’s budget-setting process, staff
researched reallocating some costs from the General Fund to the Enterprise Fund. For the
preliminary levy, staff made allocations of $100,000 from the Enterprise Fund to the
General Fund.
New Position for MIS department
The new technical position would report to the MIS Coordinator who would continue to be
responsible for managing the department, providing support for major software, project
management, application integration, staff training and technology policies. The cost to add
this position would have roughly a $70,000 impact to the general fund and another $23,000
impact to the city’s Enterprise Funds. These amounts include wage, all insurances, taxes,
and retirement costs. This position has been pushed back until we have a larger percentage
of new growth within the community.
Park & Trail Maps
Every three or four years, the Park and Recreation Department updates the city’s Park and
Trail Map for distribution to citizens, visitors, businesses, and Chamber of Commerce
organizations (approximately 12,000 are made). We have maintained a long-term
private/public partnership with Bokoo Bikes to produce, pay for, and distribute these maps.
Bokoo Bikes has elected to contribute either $2,500 or $5,000 per edition dependent on the
level of their sponsorship budget that particular year. They have indicated interest in
participating again. The total cost to publish/print and mail these maps is approximately
$17,000. City council directed staff to discontinue printing and mailing out park and trail
maps and to make them available on the city’s website.
GIS Position now Budgeted at Full Time
During the 2017 budget process, staff discussed with council the need for the GIS position
to become a full-time position rather than the budgeted amount of 28/hours per week.
The position was not filled until the end of June, thus making it budget neutral for 2017;
however, the cost to fully fund the position will need to be included in the 2018 budget
(additional cost is approximately $23,000). As we proceed in the 2018 budget process and
review of those positions, staff is fairly certain that a majority of the GIS position will now
be accounted for within the city’s Enterprise Funds, thus not having an impact on the city’s
General Fund.
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Total Impact
On September 25th, the city council approved the preliminary levy of $10,913,868 for 2018
and established December 4, 2017 as the date for the Truth-in-Taxation Hearing. The final
preliminary levy tax rates for surrounding Carver County cities are as follows:
City 2018 Preliminary
Tax Rate
2017/2018
Percent Change
1. Chanhassen 22.6578 -5.41%
2. Chaska 27.1985 -1.33%
3. Victoria 31.4709 -1.81%
4. Carver 47.6262 -3.93%
5. Waconia 52.8830 -0.15%
Chanhassen’s Ranking with Hennepin County 2017 Tax Rates
City 2017 Tax
Rate City 2017 Tax
Rate
Medina 22.270 Mound 45.829
Wayzata 23.352 St. Louis Park 46.200
Chanhassen 23.855 Crystal 48.949
Plymouth 26.482 Robbinsdale 49.248
Minnetrista 26.590 Brooklyn Park 54.365
Edina 28.189 Rockford 55.170
Excelsior 28.802 Golden Valley 56.109
Shorewood 29.450 Richfield 56.850
Eden Prairie 32.480 New Hope 58.878
Minnetonka 36.378 Minneapolis 61.129
Maple Grove 38.245 Hopkins 62.985
Rogers 38.308 Osseo 69.097
Bloomington 40.926 Brooklyn Center 70.498
Champlin 41.469 AVERAGE 43.411
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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.
SOLICIT STATE FUNDING FOR TH 101 BETWEEN PIONEER TRAIL AND CR
61: WITH COMPLETION OF THE TH 101 RIVER CROSSING, THE NEED TO
FINISH AND UPGRADE TH 101 GOING UP THE BLUFF IS GREATER THAN
EVER
The City of Chanhassen entered into a contract for lobbying services with Messerli &
Kramer in 2016. With the help of their representatives of Thomas J. Paul and Katy Sen, we
communicated with several legislators and their staffers on the need to reconstruct State
Highway 101 south of Pioneer Trail to Flying Cloud Drive (CSAH 61). On March 29,
2017, Mayor Laufenburger and I testified in front of the House Transportation Committee
on the need for more funding from the turnback account.
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It was disappointing again that Chanhassen was not included in the final bonding bill.
However, the Transportation Bill was finished and the turnback account, which was in
doubt, was preserved. We saw an increase in funding to the turnback account of $4.633
million for year 2018-2019 and $11.092 million for year 2020-2021. Staff has once again
applied to be a part of the State’s Bonding Bill in 2018. On July 10, 2017, the City Council
approved Resolution 2017-44 supporting the state bonding request for reconstruction of
Trunk Highway 101.
On October 2, 2017, the Minnesota House and Senate cancelled all upcoming bonding tours
due to the legal battle over Governor Dayton’s budget vetoes, so it is unlikely that any
groups of legislators will come tour the 101 corridor for the foreseeable future. We are still
working with Messerli & Kramer and our local legislators to try to get our local
representatives and various committee chairs to tour the area so they can truly understand
the need for funding. Staff has renewed the contract with Messerli & Kramer for the 2018
legislative session.
PRELIMINARY DESIGN, LAYOUT, AND CONSTRUCTION OF A SECOND
WATER TREATMENT PLANT: EVALUATE THE BEST LAYOUT FOR THE
PLANT AND INCORPORATION OF A PARK WITH THE GOAL OF STARTING
CONSTRUCTION IN 2017
The City Council commissioned the construction of a West Water Treatment Plant in the
fall of 2015 as a part of the city’s annual utility rate study and Capital Improvement Plan
(CIP) review.
On February 22, 2016, City Council approved a consultant contract with WSB &
Associates, Inc. (WSB) for design and construction administration services for the West
Water Treatment Plant in the amount of $965,326.00. At a work session in May 2016,
WSB presented the City Council with the preliminary design for the plant. An open house
was held in June 2016 for the surrounding neighborhood where staff heard many concerns
regarding the size, location, and operating hours of the proposed building. All of this
information was communicated to Council and at their June 27, 2016 meeting, the City
Council directed staff to follow a dual process: one that included the aeration process and
one without (which would decrease the footprint of the building).
The City Council reviewed the 90% plan design for the West Water Treatment Plant at an
August 2016 work session and ultimately decided to move forward without the aeration
process. In addition to the smaller footprint, there were significant changes made to the
design so that the plant looks like a single-family home and would blend in with the existing
neighborhood. The latest design has incorporated a pitched roof and windows using a
Mission/Prairie home design.
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On September 26, 2016, City Council authorized staff to advertise for bids, as well as
analyze the cost differential on two alternative sites as opposed to the current location. No
detailed discussions were held regarding the proposed alternative sites, but staff did
determine that they were not economically practical. Full documentation of the alternative
sites was included in the correspondence packet of the City Council’s October 12, 2016
regular meeting.
The City Council ultimately awarded the bids as follows:
• Construction of the West Water Treatment Plant to Rice Lake Construction Group
in the amount of $13,880,600.
• Water main improvements to G.F. Jedlicki, Inc. in the amount of $1,164,539.
• Security system improvements to Pro-Tech Design in the amount of $31,493.77.
• Fiber optic installation to Carver Link in the amount of $45,100.
Construction of the West Water Treatment Plant project started in November of 2016 and
is on schedule to be completed by May 2018 and currently within budget. Manchester Park
will not start construction until the spring of 2018. The city council was given a
construction update at the October 23, 2017 regular meeting where the project was
announced to be 50% complete.
The most recent renderings are shown below.
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CARVER COUNTY WHEELAGE AND SALES TAX: REVIEW AND PROVIDE
FEEDBACK TO CARVER COUNTY COMMISSIONERS AND STAFF
REGARDING THE PROPOSED WHEELAGE AND SALES TAX INCREASE
The Carver County Board of Commissioners voted 3-2 on May 2, 2017 to increase taxes to
help fund transportation projects across the county. A one-half percent sales tax and 20
percent tax on vehicle purchases (exempt from the new sales tax) will generate about $3.5
million per year and was implemented on October 1, 2017.
The Wheelage tax will increase from $10 to $20 and will produce an additional $880,000
per year starting January 1, 2018. The only benefit to Chanhassen is a $900,000 mill and
overlay project on Galpin Boulevard north of Highway 5. Staff sent a letter requesting that
Galpin Boulevard north of Highway 5 be rebuilt to an urban standard, along with Powers
Boulevard north of Highway 5, and Pioneer Trail from Audubon Road east to the Eden
Prairie city boundary. All of these projects are currently under Future Projects labeled “No
Funding.” Staff will continue to advocate for these improvements in Carver County’s list of
upcoming projects.
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Carver County and the City of Chanhassen plan to enter into a Joint Powers Agreement for
Design Cost Estimates for the reconstruction of Galpin Boulevard between Highway 5 and
the northern border of Chanhassen. The scope of the service will include estimated costs
and design concepts for roadway and trails along this corridor. The study will also include
the following:
1. Identify Existing Conditions
2. Potential Redevelopment
3. Future Volume Forecast
4. Crash Data
5. Turn Lane Analysis
6. West 78th and Brinker Street Roundabout Analysis
7. Horizon Year Capacity Analysis
8. Traffic Report
The city council will consider approval of this Joint Powers Agreement at their November
13, 2017 meeting. Preliminary road concepts and estimated costs will be presented to the
city council in April, 2018.
REPLACE LADDER 11: INITIATE THE PROCESS OF REPLACING LADDER 11,
A 25 YEAR-OLD FIRST RESPONSE 100-FOOT LADDER TRUCK
The purchase of this vehicle (estimated at $1.1M) will be paid for from the proceeds of the
sale of the Old Public Works Building which closed in August.
On October 9, 2017 Chief Johnson presented background information on creating a major
apparatus replacement schedule which included the replacement of 30-year-old ladder truck
11. Staff was directed to use the proceeds from the sale of the Old Public Works Building
to purchase the new Ladder Truck 11. City Council reviewed the plans and specifications
and approved the purchase of the new truck at the November 27, 2017 City Council regular
meeting. It will take approximately 8-9 months to complete construction of the truck.
SIGNAL LIGHT TIMING: WORK WITH MNDOT ON A COMMPREHENSIVE
REVIEW OF THE SIGNAL LIGHT TIMING ALONG THE HIGHWAY 5 CORRIDOR
On May 22, 2017, Paul Oehme gave an overview on signal timing on Highway 5 before
introducing Diane Langenbach from MnDOT. She reviewed the signal coordination study
and how the system operates, along with how the timing can be changed, cycle length,
limited green time plan, sequencing of left turns and flashing yellow arrow operations. It
was determined the public needs additional time understanding the flashing yellow
sequencing. It was decided that the city would use MnDOT’s report as a baseline to
compare future data points. Staff is also working on “Program Delay in Green Light Time,”
giving pedestrians more time to cross before the light switches to green. We also installed
pedestrian awareness signs in certain locations.
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DEVELOP A COMPREHENSIVE PARK PLAN: ESTABLISH A VISION FOR THE
CITY’S OVERALL PARK AND TRAIL PROGRAMS, INCLUDING LONG-TERM
PARK NEEDS AS WELL AS REPLACEMENT PROGRAMS/POLICIES
Since June staff has been working with Hoisington Koegler Group, Inc. on a Parks and
Recreation System Plan. This is a comprehensive planning process that will provide a 20-
year vision and outline a Capital Improvement Plan for the city’s parks, trails, and open
space system. Included in the planning process will be highlighting recreational
opportunities, based on citizen input and priorities.
When completed, the overall plan will address parks, play structures, athletic facilities,
natural areas, recreation programming, the Chanhassen Recreation Center, trails, park
operations, and long-term maintenance procedures. The planning process for this guiding
document will serve as a comprehensive plan for city staff and the city council in developing
a long-term vision for the city’s parks and recreation programs. The planning process
included the following:
• Inclusive process that represents the diverse interests of the community.
• Comprehensive inventory and analysis of the existing system.
• System-wide vision for the future.
• Development of executable goals, principles, standards and actions.
• An overall blueprint for priority investments, asset management, maintenance, park
dedication, and funding.
Staff and consultants held their first advisory committee meeting on September 8, 2016,
created a project website, and opened three online surveys to the public. The surveys
covered topics including general information on the parks and recreation system, and
specific questions regarding both seniors in the community and use of the Rec Center. In
addition to the surveys, several pop-up meetings were held at events such as the farmer’s
market, softball leagues, and pickleball matches.
On February 13, 2017, the City Council was updated on the status of the Chanhassen Park
and Recreation System Plan by reviewing the results from tasks one, two, and three, which
includes the first phase of community engagement, the system evaluation and needs
assessment, and a draft of the system plan guiding principles. Staff explained how this study
will serve as a working document to help make future decisions on capital investments. For
example, lights at Lake Susan Park and/or Bandimere Park. The next step will be
development of goals, policies, and initiatives. City council reviewed a draft of the plan at
their September 11 and October 23, 2017 work sessions. Staff will address the language in
the plan to “consider” or “look into” future services, as opposed to “do” or “implement”
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future services. The plan was approved by the city council at their November 27, 2017
regular meeting.
PAVEMENT MANAGEMENT PROGRAM: UPDATE COUNCIL ON
CHANHASSEN’S CURRENT PAVEMENT MANAGEMENT PROGRAM
INCLUDING CURRENT POLICIES, PROCEDURES, AND UPCOMING
PROJECTS. IN ADDITION, STAFF WILL RESEARCH ALTERNATIVE FUNDING
SOURCES, INCLUDING THE IMPLEMENTATION OF A FRANCHISE FEE TO
FUND FUTURE PROJECTS
On June 12, 2017 staff presented to the city council a three-part discussion (see below) on
the conditions of the streets, existing trails, and parking lots in the city and the potential
funding level needed to maintain those infrastructure assets to a certain condition level.
1. The City Engineer walked city council through the current and projected Overall
Condition Index (OCI) of the city streets, existing trails and parking lots. During this
discussion it became apparent that funding at the current levels would not allow the city
to maintain the current OCI of each of these infrastructure needs. The discussion also
suggested what funding would be needed to maintain OCI levels at or near the current
levels.
2. The City Finance Director discussed, based on the information previously laid out by the
engineering department, a number of funding scenarios to achieve those various OCI
levels. This included an initial discussion of potentially implementing a Gas & Electric
Franchise Fee to fund a portion or all of the streets, existing trails, and parking lot
improvement needs. Staff also presented some scenarios with a combination of funding
sources to maintain the various OCI levels.
3. Nick Anhut from Ehlers & Associates presented information on what is involved in
implementing Gas & Electric Franchise fees and the pros and cons of each. This
discussion outlined reasons to establish a franchise fee, impacts on their customer bases,
and what other local governments have implemented gas and electric franchise fees and
at what levels.
Staff presented a report showing that the Overall Condition Index (OCI) of our roads, trails,
and parking lots are slowly declining from a peak of almost 80 in 2016, to be as low as 45 in
2036. To keep the OCI at or around the preferred standard of 70, the pavement
management fund is estimated to need $1,750,000 in new revenues to sustain our roads to
current conditions.
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The city council reviewed and discussed the pavement management program at their August
28, September 11 & 25, October 9, and November 27, 2017 work sessions. At the
December 11, 2017 work session, staff was directed to present the education process
associated with the implementation of franchise fees and to bring back feedback from the
community education sessions.
Enhance Local Tax Base
Evaluate the Comprehensive Plan
with current goals and policies; assess the impact.
DOWNTOWN FOCUS UPDATE: PROVIDE AN UPDATE ON THE CURRENT
MARKET CONDITIONS AND DOWNTOWN VISION
On May 22, 2017, staff presented background on the Chanhassen Vision 2002
process/plan that was completed for the downtown area. Bryan Harjes with Hoisington
Koegler Group, Inc. discussed how the vision plan worked in the past but that now
would be a good time to update the plan. He stated the city council needs to decide
how it wants to position the downtown to address market conditions and strategies for
moving forward. He also stated Chanhassen is being proactive in comparison to other
cities such as Excelsior where they are reacting to land use and market changes. Bryan
recommended a broader public view of the entire downtown area as opposed to a
parcel-by-parcel view. Their process includes a joint meeting with both the public and
private businesses for open discussion and brainstorming to develop a comprehensive
vision.
The contract with Hoisington Koegler Group, Inc. was approved on June 12, 2017.
Bryan Harjes with Hoisington Koegler Group, Inc. reviewed the comments that were
received from the property owners meeting that was held on October 10th. A review
on the future market potential was examined. Mr. Harjes then reviewed the existing
principles of the 2002 Vision Plan and asked the city council to consider if they were still
valid. A series of concept alternatives was presented. The Issues and Opportunities
discussion included transportation, bike and pedestrian network, and near and long-
term redevelopment sites. The potential for downtown districts were shown including
an illustrative site plan for potential redevelopment.
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City council directed staff and the consultant to consider what our Key Financial Cities
are doing in this area (downtown redevelopment) as well as consider illustrations for
projects that are in cold-weather climates.
Staff placed a notice in the Chanhassen Villager for the Open House to be held on
November 8th from 6-8 p.m. in the Chanhassen Senior Center, as well as mailed notices
to selected downtown property owners. A summary of this Open House was presented
to the city council at their November 27th work session. City council directed staff and
the consultant to consider what our Key Financial Cities are doing in this area
(downtown redevelopment) as well as consider illustrations for projects that are in cold-
weather climates. The city council also directed staff continue to solicit input over the
next three months from various community groups such as the Rotary, Lions, Buy
Chanhassen, etc.
Other Projects and Goals Accomplished
Department Accomplishments in 2017 That Were Not Included in the
Key Financial Strategies.
Park & Recreation Department
1. Senior Center – Offering 97 programs for seniors in 2017. This is the most programs
ever offered in a single year in the history of the center and most are filled to capacity.
2. Recreation Center – Increased Personal Training Session sales from 81 sessions in 2016
to 180 sessions in 2017. Personal Training revenues to date in 2017 total $7,083
compared to $2,645 at this time last year.
3. Recreation Programs – Managed the successful planning and implementation of the
city’s 2017 4th of July Celebration. This year’s celebration drew some of the largest
crowds in the 34-year history of the event, generated record revenues, and operated
over three days with no major issues or safety concerns.
4. Park Maintenance and Operations – Successfully completed the Roundhouse Park
Pickleball, Tennis, and Basketball Court Improvement project. This work represents
the first major investment in Roundhouse park in 20 years and was met with rave
reviews at a June 20th grand opening event.
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Law Enforcement
1. In 2017, Sheriff’s Office deputies assigned to Chanhassen attended 24 community
gatherings for National Night Out. Additionally, it was arranged for the Sheriff’s Office
Mounted Posse to attend approximately 6 more gatherings for a total of 30. The
Sheriff’s Office also created an online registration link to the city website to leverage
technology to increase staff efficiency, as well as making it a simpler process for the
registering neighborhoods. Previously, the registrations were handled manually,
through a paper process, phone-ins, as well as walk-ins at city hall.
2. The Sheriff’s Office has created a traffic safety education and enforcement program for
pedestrians and cyclists to ensure crosswalk safety throughout the city. The program has
involved increased training for the deputies through a qualified NHTSA (National
Highway Traffic Safety Administration) training program, as well as coordination and
collaboration with the city attorney’s office to ensure successful resolution in court for
offenders that are cited for violations. The program is in its second year where special
details are arranged by request from citizens and residents that find a particular need for
increased education and/or enforcement in their neighborhoods.
Finance
1. Started participation in credit card rebate program in fall of 2017. When fully
implemented, the rebate program will produce tens of thousands of dollars in rebates
that will be credited to the city’s General Fund.
2. In early 2017 the finance department began implementation/administration of
participating in the first ever Community Solar Garden (Blue Lake Community Solar
Garden). The process includes reconciliation of invoices and bill credits received from
Xcel energy. The participation in this contract will result in Net Present Value Savings
over 25 years of over $500,000.
Administration
1. Based on responses from the recent community7 survey, Chanhassen was awarded a
Voice of the People (VOTP) Award in Mobility, which highlights accessibility of a
community by motorized and non-motorized modes of transportation. Examples
include ease of travel, traffic flow, ease of walking, availability of paths and walking
trails.
2. Applied for and was awarded Minnesota Department of Employment and Economic
Development (DEED) funding for Emerson, which includes $850K from the Job
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Creation Fund and $450K from the Minnesota Investment Fund.
3. Successfully filled and overlapped for the retirements of long-term employees in the
Building Official and Fire Marshal positions to retain institutional knowledge.
4. Negotiated first union contract with Local 49 operators and Public Works employees.
5. Launched new mobile app and website which included a separate Parks & Recreation
“home” page; and incorporated the use of Google Analytics to accurately view website
interactions.
6. ACT on Alzheimer’s: Designed web page and social media graphics for marketing and
interacting with the Chanhassen community.
7. Closed on the sale of the Old Public Works Building in August in the amount of
$1.475M. Proceeds from the sale will be used to purchase a new Ladder Truck 11 for
the Fire Department.
MIS
1. Upgrades to replication storage:
a. Production storage array was replaced with new Dell / Compellent unit in
December 2016.
b. Repurposed the old production storage array to serve as the primary backup array.
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c. Removed the arrays that Dell dropped support for.
2. Upgrades to primary backup solution:
a. Replaced primary backup server with dedicated backup appliance.
b. Upgraded backup software – added auto hot spares capability.
c. Repurposed old primary backup server as the primary replication.
3. Cartegraph Navigator to OMS – Went live on October 13th:
a. Built three new virtual servers for the project.
b. Implemented new SQL server to host Cartegraph database.
c. Managed the software components of the project after loss of Joleen, Terry and
Allison.
d. Very grateful to have Nick Lott-Havey (GIS Specialist) on board.
Engineering
1. In 2017, Cartegraph software was scheduled for a major update. Cartegraph software is
a work order, assessment management, and operational management tool used by public
works. The old software version, Navigator, was not going to be supported by the
company in the future. Staff evaluated other software packages and concluded it was
more cost effective and efficient to stick with Cartegraph. The project was budgeted and
the conversion started in early 2017. The fleet manager software also required a major
upgrade. The existing software was evaluated and it was determined that the fleet
software should be brought into Cartegraph. The software update is nearly complete
and the last training sessions were held in October.
2. Staff completed the water supply plan and sanitary comprehensive plan in-house.
Fire Department
1. Succession planning for the retiring Fire Marshal.
Fire Marshal Mark Littfin, a 29-year city employee announced his intended retirement
for the third quarter of 2017. Mark was an iconic figure with an abundance of
knowledge about the city, businesses, and fire prevention. The Fire Chief, in concert
with the Assistant City Manager, researched several other municipality’s job descriptions
to craft a job posting specific to the needs of the Chanhassen position.
The posting went active in July of 2017 and received 24 applicants. The applicant pool
included internal and external candidates providing a rich experience base to choose
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from. Seven total candidates were interviewed with one candidate clearly standing
above the rest. Don Nutter was hired with a start date of September 11. Don and Mark
had some transition time as Mark’s final day was September 29. Don was a full-time
firefighter/fire inspector in the city of Golden Valley prior to starting with Chanhassen
and holds several state-level certifications required of his position.
2. Standardize our response to major events to improve consistency.
The fire department responds to standardized emergency situations within the
community and depends on a basic incident command system (ICS) to achieve major
incident priorities. These priorities are: Life Safety, Incident Stabilization, and Property
Conservation.
The operations division of the fire department was tasked in 2017 to develop a
standardized ICS system that could be applied to Incident Action Plans (IAP) for routine,
non-emergent requests of the fire department. These include not only fire department
events such as the Open House and Pancake Breakfast, but also city events such as 4th of
July activities, Memorial Day Service, Chanhassen Football Games and the Easter Egg
Hunt.
Regardless of request, the operations division reviews the request and determines
expectations, assignments, resource requirements, equipment needs and assignment
specific details. That information is used to create a standardized IAP that is published
for anyone involved in the event. This system is consistent and allows for a well-
organized event year after year. It also reduces the time necessary to plan for
reoccurring events as only minor modifications are needed to a pre-established set of
details. The IAP includes names and assignments, assigned vehicles and equipment,
times of details, uniform expectations, and radio communication assignments.
Community Development
1. Avienda
Avienda preliminary plat and PUD was one of the largest projects city staff has
processed. The 120-acre site included an update of the environmental study done in
2005. Additional market studies were provided as well as ongoing review by the MN
Army Corps of Engineers and well as the Riley-Purgatory-Bluff Creek Watershed
District.
• November 1, 2016 the Planning Commission recommended conceptual approval of
the PUD.
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• November 28, 2016 the City Council gave conceptual approval of the PUD.
• February 27, 2017 during its work session the City Council reviewed the significant
issues of the Alternative Urban Areawide Review (AUAR).
• Hoisington Koegler Group Inc. and Kimley-Horn was contracted to update the
AUAR.
• February 28, 2017 an Open House of the findings of the AUAR was held.
• March 7, 2017 the Planning Commission held a public meeting to review the
proposed update to the AUAR document. The Planning Commission forwarded
their comments to the City Council.
• March 13, 2017 the City Council authorized publication in the Environmental
Quality Board (EQB) Monitor for April 3 and closing the AUAR comment period on
April 17.
• May 8, 2017 the City Council adopted a final resolution for the updated AUAR and
Mitigation Plan.
• The Planning Commission held public hearings on June 6 and 20, 2017 for the
preliminary plat, PUD and Wetland Alteration Permit.
• The City Council recommended Preliminary Plat approval on July 10, 2017.
While the city has given preliminary approval, final approval cannot be received until the
Watershed District and the Army Corps of Engineers have recommended approval. It is
likely that the project will not start until the spring of 2018.
2. 2040 Comprehensive Plan
All cities, counties, and townships within the seven-county metropolitan region must
prepare a comprehensive plan and update that plan as needed every 10 years as required
by the Metropolitan Land Planning Act (§473). The Plan needs to be approved by the
year end of 2018.
The Planning Commission held discussions this year to review the draft 2040
Comprehensive Plan (Plan) including the following:
April 4, 2017 Overview of Comprehensive Plan
April 18, 2017 Sewer, Transportation, and Water
July18, 2017 Housing, Land Use, Sewer, Water, and Parks & Open Space
August 1, 2017 Natural Resources
August 15, 2017 Water Resources
Sept. 13 & 14, 2017 Open houses were held on the draft Plan
October 3, 2017 Surface Water, Goals & Policies, Implementation, and CIP
October 9, 2017 City Council reviewed the Plan and authorized for distribution
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October 17, 2017 Planning Commission held a Public Hearing
October 20, 2017 Draft Plan was sent to the Met Council and affected jurisdictions
for review
The review and comment period is open until April 20, 2018. Following that date, the
Planning Commission will review the Plan based on comments received during the
review period, jurisdiction comments, the city’s written responses to any comments and
make a recommendation to city council for adoption of the Plan. City council can then
approve the Plan contingent upon submittal to the Metropolitan Council for their review
and finding the plan consistent with the Metropolitan System Plans. Only after the
Metropolitan Council finds the plan consistent with the regional plan can the city’s 2040
Comprehensive Plan go into effect.
Natural Resources
1. Volunteers inventoried and updated 1,430 trees this summer.
2. Seventy-seven trees were planted on city streets replacing existing ash trees.
3. Thirty-one trees were planted in city parks for Arbor Day.
4. No confirmed finds of Emerald Ash Borer in the city.
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