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B Key Financial Strategies CITY OF CHANHASSEN 7700 Markel Boulevard PO Box 147 Chanhassen, MN 55317 Administration Phone: 952.227.1100 Fax: 952.227.1110 Building Inspections Phone: 952.227.1180 Fax: 952.227.1190 Engineering Phone: 952.227.1160 Fax: 952.227.1170 Finance Phone: 952.227.1140 Fax: 952.227.1110 Park & Recreation Phone: 952.227.1120 Fax: 952.227.1110 Recreation Center 2310 Coulter Boulevard Phone: 952.227.1400 Fax: 952.227.1404 Planning & Natural Resources Phone: 952.227.1130 Fax: 952.227.1110 Public Works 1591 Park Road Phone: 952.227.1300 Fax: 952.227.1310 Senior Center Phone: 952.227.1125 Fax: 952.227.1110 Web Site WIIW.ci. chanhassen. mn. us J3 ,"I.._'=- MEMORANDUM TO: Todd Gerhardt, City Manager FROM: Justin Miller, Assistant City Managek:' v.M. December 2, 2005 ~t('!.Y' DATE: RE: 2006 Key Financial Strategies - Kickoff BACKGROUND In 2002, the City initiated a Key Financial Strategies process which outlines key initiatives that the City Council wishes to address for the coming year. It also provides a schedule of tasks that need to be reviewed so that our financial health remains in the favorable condition that we currently enjoy. Each year, the City Council and staff come up with a list of projects/initiatives that we wish to work on in the coming year. Traditionally, this process begins in January, but with the availability of time at the December 1th council work session, staff believes that beginning this process before the end of the year will allow us to hit the ground running in 2006 and begin work immediately. Items that have been identified by staff as potential areas of focus in 2006 include: . Consider support for a high school referendum for School District #112 . Monitor Highway 41 River Crossing . Establish benchmarks for the police contract . Consider expansion options for the downtown park and ride facility . How can we educate the public on "new planned growth" . Consider expanding cultural activities . Highway 212/312 landscape plan . Trail improvements funding options for Highway 41 and underpass . Rice Marsh Lake trail loop . Improve monthly financial reports to council and staff . Implement ACH (automatic withdrawals) for utility customers . Adopt and implement SWMP plan . Complete McComb Retail Market Analysis . Begin 2008 Comprehensive Plan update RECOMMENDA TION Attached to this report is a copy of the 2005 Key Financial Strategies report and priorities as well as the progress that has been made on each item. The timelines have been modified to reflect current status of the projects. Also included is a summary of the 2005 citizen survey to assist council in thinking of issues that were raised by Chanhassen residents. Staff will be looking for ideas from the council on items they wish to address in 2006 as well as reaction to staff's proposed items. The City 01 Chanhassen . A growing community with clean lakes, Quality schools, a charming downtown, thriving businesses, winding trails, and beautiful parks. A great place to live, work, and play. 2005 Strategic Plan Priorities Shaded Topics Denote Areas of Focus for the City Council KFS Topic Furlong Laball Peterson Tjornhom Lundquist Average Public Safety Create plan to deal with public safety issues as growth continues -ongoing 1.6 2004 2 1 1 2 1 1.40 Evaluate new police contract 1.7 2005 2 2 1 3 1 1.80 Traffic Management (Pleasantview, Lake Lucy, Powers, 212/312) 2005 1 2 3 3 2 2.20 Public safety entity - establish and define 2003 4 3 0 2 4 2.60 More council interaction in crime prevention/neighborhood watch -ongoing 2003 2 2 4 2 3 2.60 Update Hunting Map I 2005 3 3 3 4 3 3.20 Economic Development Hwy 212 - update on design and land use, vision of corridor - ongoing 1.8 2003 1 1 1 1 1 1.00 Support the marketplace driven development of industrial land - ongoing 2003 3 3 1 2 1 2.00 Begin review of 2010/2015 MUSA and Comp Plan Updates 2005 2 3 2 1 3 2.20 Leverage City property as much as possible - Marketing of land - ongoing 2003 3 2 2 2 3 2.40 Develop town center into a more full-service/inviting central business district I 2003 3 2 3 3 2 2.60 Budgetffaxation Review decisions based on costs/benejas; validate existing contracts. ongoing 3.7 2003 1 2 2 1 1 1.40 Improve monthly financial reports 3.9 2005 I 1 I 2 2 1.40 Better council direction in budget process 3.6 2003 1 2 2 2 1 1.60 Evaluate KFS projections 5.4 2005 1 2 2 2 1 1.60 Incorporate strategic planning into budget process - ongoing 3.8 2003 2 2 2 2 1 1.80 Review enterprise funds 7.2 2005 1 2 2 3 2 2.00 Leverage current services - ongoing 2003 2 2 1 3 3 2.20 Monitor state and county financial situations - ongoing 2004 3 3 1 3 2 2.40 Evaluate outside consultant use/contract model for other services 2003 2 3 3 3 3 2.80 City Organization Develop relaJionships with outside agencies (state, county, etc.) - ongoing 1.97 2003 2 2 1 2 2 1.80 Public Works facility expansion (ClP 2007-08) 2004 2 2 3 3 2 2.40 Evaluate potential satellite fire station (ClP 2008) 2005 2 2 3 3 3 2.60 Evaluate park needs based on comp plan service areas 2005 2 3 3 4 3 3.00 Community.Wide Issues Coordination of zip codes city-wide/improved mail delivery 1.94 2005 1 2 3 3 4 2.60 Re-evaluate tree preservation ordinance 1.95 2005 1 1.00 Revise city code re wine in parks 1.96 2005 1 1.00 Water treatment discussion, implementation - ongoing 7.4 2003 1 1 1 2 1 1.20 Highway 101 gap project - ongoing 4.3 2004 2 2 1 1 1 1.40 Locating a license service center in the city 1.91 2005 1 2 2 1 1 1.40 Downtown Park and Ride expansion 1.92 2005 2 2 1 1 2 1.60 Utilization of city resources for community-wide events 1.93 2005 2 2 2 2 2 2.00 101 South Turnback (south of Lyman Blvd.) 4.4 2004 2 2 2 2 3 2.20 District 112 secondary school site partnership 2005 3 2 2 2 2 2.20 Monitor school district enrollment numbers 2004 3 2 3 2 2 2.40 Highway 5 upgrade (west of Highway 41) 2004 2 3 2 4 2 2.60 Marketing/collaboration with Lifetime Fitness 2005 2 3 4 1 3 2.60 Wireless Internet access 2005 2 3 3 1 4 2.60 Monitor Highway 41 river crossing study 2004 3 2 2 3 3 2.60 Seminary Fen 2004 3 2 3 3 3 2.80 Allocation of athletic field space 2004 4 3 3 3 4 3.40 Amphitheater/gathering place 2003 4 4 2 4 4 3.60 Housing Review of current housing trends 2.4 Explore creative multifamily housing projects in the downtown area 2005 2 2 1 3 2 2.00 Zoning issues related with higher densities 2003 3 3 2 2 2 2.40 Analyze costs imposed by City to developers 2004 2 3 2 3 2 2.40 Serve as convener of private and non-profit sectors to develop housing strategies 2003 3 3 2 4 3 3.00 Explore tax credits/other fmancial support programs that support this issue 2003 2 3 2 4 4 3.00 2005 KEY FINANCIAL STRATEGIES AND ACCOMPLISHMENTS PUBLIC SAFETY: The goal is to maintain or enhance the City's ability to provide for the safety of our citizens. . Police Contract: Determine public safety needs of the community by completing a study of the current law enforcement arrangement. In September 2004, the City Council authorized Ehlers & Associates, along with Dick Setter and Don Davis, to review the public safety needs of the city. The first step of this process was to review the proposed 2005 police contract. On October 25, 2004, Mr. Setter and Mr. Davis presented their findings on staffing levels and the merits of the contract system. In summary, it was their opinion that funding two patrol deputies in 2005 rather than four is reasonable and should provide an increase in traffic and general patrol. The study also called for the city to measure annual law enforcement statistics to assist in determining our law enforcement needs. Open houses were held in February 2005 to solicit input from residents and businesses. The Council considered approval of the 2005 Police Contract on December 13, 2004. Update: Ehlers & Associates completed their public safety review process and presented the results to the City Council in June 2005. The process included interviews of key city and county staff, civic leaders, and recent customers of the Sheriff's Office. Overall, the study found that Chanhassen residents and businesses feel safe and are safe. Recommendations included creating a focus citizens panel to address specific public safety issues, a coordinated public safety communications plan, and implementation of a customer feedback system. . Develop the Sheriff's Annual Work Plan: Sgt. Jim Olson submits an annual Work Plan for the City Council's review and discussion regarding law enforcement needs for the coming year. Update: A draft of the 2006 Work Plan was presented to the City Council on October 24,2005. ECONOMIC DEVELOPMENT: The goal is to maintain the quality and accelerate the speed with which our economic development occurs. . Highway 212/312 Update On Design and Land Use, Vision of the Corridor (ongoing): Since February of 2005, the City Engineer and Community Development Director have been working with the city's consultant for the 2005 MUSA Area, Kimley Horn, to design an acceptable collector road, developments, and assessment roll for all of the public improvements. There have been approximately 9 meetings with all of the property owners as well as numerous meetings with individual property owners to resolve their concerns. The outcome of this inclusive process was that issues were addressed and plans were modified. As the plans and assessments were drafted, there were a few meetings with the City Council at their work sessions to keep them informed. . Support the Marketplace Driven Development of Industrial Land: Continue to market available land to potential developers. Coordinate economic summit of major landowners/developers to determine strategies for timely development. Update: Staff continues to provide information to developers on available industrial sites. Additionally, staff has been working with the National Association of Industrial and Office Properties-Minnesota Chapter in reviewing the "cost of doing business" in Chanhassen. . Leverage City Property as much as Possible: Evaluate City-owned parcels and determine how to best develop them (ongoing). . Medical Arts Parking Lot: Staff will be researching the possibility of selling the parking lot back to benefiting property owners (ongoing). . Clock Tower Property: Staff is reviewing a proposal from Lotus Realty for the development of a restaurant and a free-standing Dunn Brothers Coffee Shop at this location. Update: The developer is looking to buy this property for below market value. Staff will continue to negotiate a market price purchase agreement. TAXA TION/FINANCE: The goal is to acquire the resources necessary to fund the services the citizens of Chanhassen want without increases in taxes: 1. Review decisions based on costs and benefits 2. Better council direction in the budget process . Receive feedback in relation to expectations of tax rate/services before City Manager begins budget preparation . Incorporate strategic planning into budget process 3. Develop a financial model for future scenarios/strategies . Finish Key Financial Strategies process and begin implementation with 2006 budget process 4. Explore contract model for other services . Evaluate successful aspects of current contract models and explore options for further use within the organization Update: See comments on Key Financial Strategies and the 2006 Budget/CIP process. . 2006 Budget Process/Debt Service Update/TIF Deficit Options The 2006 budget process began in July 2005, with City Council direction regarding expectations of tax rate and service levels. Staff incorporated the Key Financial Strategies into preliminary budgets in August. The City Council established the maximum levy in August. Department budget presentations were given in 2 OctoberlN ovember. Update: Staff completed a comprehensive financial budget/plan in anticipation of the Downtown TIF District returning to the tax rolls. The Truth-in-Taxation Hearing will be held on December 5, 2005. The Council will consider adoption of the 2006 budget on December 12, 2005. Staff is proposing a 0% tax increase for 2006. CITY ORGANIZATION: The goal is to develop relationships with outside agencies (state, county, etc.) - ongoing. . Communicate what the City Council Does: Improve communication of what the Council is doing and how they are addressing the needs of the community. Update: The Mayor gave the State of the City Address to the Chamber of Commerce in September 2005 regarding accomplishments in 2004/05. The Mayor and I continue to participate in School Districts 112 & 276 Leader meetings. Staff will continue to develop working relationships with outside agencies (state, county, etc.). COMMUNITY-WIDE ISSUES: The goal is to address major issues that are facing the community and to improve communication flow between the Council, staff, and residents. . Maple Leaf Publication: Staff published seven issues of a two-page tabloid (newsletter) to inform residents of upcoming issues that could be facing their neighborhoods or the community as a whole. The first issue was published in January 2005, with subsequent issues being published during the months that a Chanhassen Connection was not. . Cable TV Public Access Channel: Staff continues to expand programming and provide community issue updates on a regular basis (ongoing). . Finalize Community Center Discussion: Continue to receive feedback from the community and develop next steps. Update: Life Time Fitness received site plan approval in August 2004 and received a building permit in September. Life Time opened their facility in July 2005-three months earlier than anticipated. Staff will be monitoring future impacts on our Recreation Center and will look for opportunities with School District 112 as they plan for a future secondary school on the Mattson property. . Water Treatment Facility: In August, the City Council determined that the former Red-E-Mix site was an appropriate location for the water treatment plant. The City Council approved a contract for design and construction administration services with SEH on October 25, 2004. Preliminary designs were submitted to the council for consideration in January 2005. 3 . Update: Awarded the contract for the East Water Treatment Plant to Madsen-Johnson Corporation in the amount of $10,684,847 in August 2005. Construction began in September and will be completed in November 2006. . Highway 212/312: The City Council held a public hearing on January 26,2004. Staff provided feedback on the issues raised at the public hearing on February 23,2004. The City Council approved Municipal Consent on March 22, 2004. As a part of the 2005 budget, the Council discussed financing options for the portion of the project that has been allocated as the city's responsibility. Update: On January 10,2005, the City Council received an update on the TH 212 Project and discussed using State bonding to pay for city improvements. On February 28, 2005, the City Council approved the Cooperative Agreement with MnDOT for TH 212. In April of 2005, the City Council approved the Loan Agreement with MnDOT for TH 212/101 Gap Bonding. The total amount to be bonded for is $4,067,000. As this is a "pay-as-you-go" program, the city saved thousands of dollars in origination fees, interest costs, and there is a prepayment option. . Library Project: Staff and the architect finalized claims from Kraus Anderson for time delays and temporary enclosure costs. The city submitted its final position on these claims and awaited Kraus Anderson's response. Staff retained Marvin Fabyanske of Fabyanske, Westra & Hart, who specializes in construction disputes. Mr. Fabyanske's work to date includes review of the delay claim and completion of background work to assist us in responding to their claims. Staff and the City Attorney held a mediation session with Kraus Anderson regarding their delay claim in April 2004. This session resulted in an impasse. Kraus Anderson filed a complaint against the city for breach of contract and staff responded and filed a counter-claim against Kraus Anderson in October 2004. Staff met with the City Council in November 2004 to discuss next steps. Update: Staff and Attorney Marvin Fabyanske started trial proceedings on November 2, 2005. Staff believes we will prevail in our counter-claim against Kraus Anderson. . Pavement Management Plan: In September 2004, the Council approved the feasibility studies and authorized preparation of plans and specifications for the 2005 residential and MSA street projects. In November 2005, staff determined specific streets for upcoming projects and included these in the 2006-10 Capital Improvement Program. Update: 2005 Street Improvement Projects were presented to the Council in October 2004 and meetings were held with affected neighborhoods in November 2004. In May of 2005, the City Council held Assessment Hearings for the 2005 Street Improvement Projects. Over 40 residents and businesses were assessed and no appeals were presented. The projects were completed in November 2005. . TH 101 Corridor Study (Lyman Boulevard South to Scott County Line): The TH 101 corridor has several significant design concerns. Both MnDOT and Carver County have agreed to complete a joint study of the corridor to begin planning for future road improvements. This study is estimated to cost approximately $150,000, with each of the 4 government bodies being responsible for one-third of the study's costs. The study is anticipated to be completed by July 2006. . Highway 101 Gap Project: The Highway 101 Gap Project will widen Highway 101 to a four-lane divided roadway from Lake Drive to West 86th Street. Funding for this project is ajoint effort between MnDOT, Carver County, and the City. Update: Staff met with the affected neighborhoods in January 2005 and the Council gave Municipal Consent to the project in March 2005. Construction on the creek bed relocation started in September 2005, and road construction will begin in spring of 2006. . Re-Evaluate Tree Preservation Ordinance: At the April 11, 2005 City Council work session, the requirements for the revised tree preservation ordinance were discussed. Issues raised during the discussion included the following: 1. How to get the information the city needs without raising costs for developers. 2. What tree information is needed and when. 3. What impact does the current inventory requirements have on different wooded lots in town? 4. How does a tree survey affect tree preservation? 5. How can the city balance the need to know with being overly restrictive? In light of high definition aerial photos available to the city in the near future, the requirements for tree inventories may need to be assessed again. Digital information may be able to provide a greater amount of data on the size and composition of wooded areas and tree inventories may become less groundwork and more computer-based work. Staff's recommendation would be to revisit the issue after some experience with the new technology. . Coordination of Zip Codes City- WidelPostal Delivery Issues: City staff and the Chamber of Commerce had several meetings with postal service representatives throughout the year. While a city-wide zip code could not be established, the city's frustrations were heard and the post office agreed to help reduce the amount of undeliverable mail. Downtown mail delivery was also a topic discussed in length, with both the post office and the City Council. Staff and Chamber of Commerce representatives are currently working with the post office to locate cluster boxes so that local businesses do not have to go to the post office to pick up and drop off their mail. . Downtown Park & Ride Expansion: Staff has been in discussions with SouthWest Metro Transit and Bloomberg Companies to find a solution to expanding the downtown park and ride facility. SouthWest Metro has expressed interest in expediting construction of their proposed ramp, and has secured funding for a temporary ground-level expansion to meet their current demand. Staff will continue to work with both parties to find an expedient solution. 5 . Utilization of City Resources for Community-Wide Special Events: Special events and festivals are an integral part of creating a well-balanced community. However, with each passing year, more and more requests to permit or assist with special events are received, including races, parades and festivals. These events are initiated with the best interests of the community in mind, but often require substantial public safety and city resources. In an effort to treat each request equitably, staff has developed a special event permit and application policy. . Allowing Wine in City Parks: In February 2005, the Park & Recreation Commission studied this issue and made a recommendation to the City Council. On March 28, 2005, the City Council reviewed the Commission's recommendation and approved an ordinance amending Chapter 14 of the City Code permitting the consumption of wine in addition to malt beverages in city parks. The amendment also clarified that glass containers are permitted except at city-owned beaches and the skate park. . 2005 Citizen Survey: In June 2005, staff presented the results of the 2005 Citizen Survey. We had a 50% response rate (the average is 25-40%). The results show that 94% of residents rate the quality of life in Chanhassen as either excellent or good (see attached for detailed results). . West Water Treatment Plant: The 2005 Capital Improvement Plan called for the purchase of land for a second water treatment plant. Staff presented five sites (with cost benefits for each) in June 2005. In September 2005, the City Council entered into a purchase agreement with Jerome Carlson to buy land from the Lake Harrison development for a future water treatment plant and neighborhood park at a cost of $1,300,000. . Establish Arterial Collector Fee: The City Council approved an ordinance establishing an arterial collector fee in September 2005. This new fee will help to offset the costs of the reconstruction of Lyman Boulevard in the future. . Locating a License Service Center in the City of Chanhassen: Carver County has requested the State of Minnesota for special legislation to allow Carver County to install a license center within the City of Chanhassen. The county received approval from the State of Minnesota in June of 2005. Staff is working with Carver County to review potential sites for the license center location. . CNN Money Magazine Recognizes Chanhassen: In July 2005, Money Magazine recognized Chanhassen as the 16th Best Place to live in the nation. The survey indicated that our strengths include low crime, excellent schools, etc. HOUSING: The goal is to increase the supply of affordable housing . Review of Current Housing Trends Update: At the May 9,2005 City Council work session, a housing update was presented. The update included the city's housing tenure, historical trends for building permits, future housing developments, overview of the 6 Livable Communities Act, and finally, a comparison of land uses with other Key Financial Strategy cities. . Maintenance CodelRental Licensing Ordinance: The City Council approved the Rental Licensing and Maintenance Code ordinance in October 2002, after several meetings with the Housing Maintenance Advisory Committee and the Chamber of Commerce (May-September 2002). Although the Rental Housing Inspector position was approved as a part of the 2003 budget, staff proposed to perform these responsibilities in- house with existing staff. This program created a new revenue stream of $50,000 that assisted in balancing the 2003 budget. Letters of application were sent to affected property owners in March 2003. On March 24, 2003, the City Council modified the fees for the rental licensing program based on the direction received at the August 11, 2003 work session. All rental units were inspected by March of 2004. On February 23, 2004, staff provided the Council with an update on the analysis and benefits of the program. It was determined that the program has accomplished what it was designed to do-protect the health, safety and welfare of the citizens who reside in rental housing in Chanhassen. Update: Staff has issued rental licensing permits for 509 units. Inspections of rental properties are ongoing, with licenses pending on 194 units. Staff will continue to work on establishing procedures for license revocation if standards are not met. 7 e EHLERS & ASSOCIATES INC Ehlers & Associates KEY FINANCIAL STRATEGIES OVERVIEW Ehlers & Associates was engaged by the City of Chanhassen, Minnesota (the "City") to assist in the preparation of the City's Key Financial Strategies. The need to create a comprehensive financial management plan was identified by the City Mayor, Council, Manager and Staff due to growing demands for financial resources. This strategic financial plan is the result of four workshops with the Council and many hours of staff consultation. One of the workshops (November 7, 2002) focused on identifying potential financial needs of the City. The results from that session have been incorporated into this plan document. This plan was updated in JanuarylFebruary 2005 during a series of workshops with the City Council. OBJECTIVES FOR THE FINANCIAL PLANNING PROCESS A financial plan is a necessary element of a City strategy to remain competitive in today's demanding environment. Other objecti ves of the City's Key Financial Strategies are: . Establishing a common understanding among the elected officials and staff of the City's needs and financial capacity. . Developing a comprehensive view of financial resources and options. . Identifying City issues and opportunities. . Creating a framework in which elected officials and staff can make immediate and long-term investment decisions. . Developing a consensus among the elected officials and staff on key actions the City will take to remain competitive. . Meeting the new standard presented in the Governmental Accounting Standards Board Regulation 34 including its capital planning provisions. Through this workshop process we have examined the current and future ability to meet these objectives to answer the question "How do we get there?" The City's Key Financial Strategies will provide a road map into the future and a framework for future decision-making. City of Chanhassen - Key Financial Strategies Ehlers & Associates FINANCIAL ASSESSMENT - FINDINGS The financial assessment conducted of the City was divided into seven areas: 1. Community goals/initiatives 2. Local tax base considerations 3. Financial Position 4. City owned infrastructure 5. Competitiveness 6. Credit position 7. Enterprise funds As part of the financial assessment, a number of findings were presented within the workshops. These findings are outlined in more detail within this report. A summary of these findings is as follows: 1) COMMUNITY GOALS/INITIA TIVES - Establishing a strategic profile including community vision (purpose), goals (means to achieve the purpose), and strategies (directed at accomplishing goals), which are essential to the efficient and effective use of scarce City resources. A) Important Initiatives -- City Officials have identified several initiatives as part of this financial planning process. Key issues include: . Maintaining city infrastructure. This includes: o Pavement Management System o Sewer and Water Infrastructure o Park Pavement Maintenance o Vehicle and Major Equipment Replacement o Water System Improvements o Public Facility Maintenance . Enhance and protect city environment. This includes: o Update SWMP (Storm Water Management Plan) o Watershed Improvements o NPDES Phase II compliance o Lake Monitoring/Improvements o 2007 Environmental Fund Solvency Issues o Bluff Creek Improvements . Managing growth. This includes: o Future staffing issues o 2005 MUSA o City Trails o Comprehensive Plan Update o Coordinating the construction of Highway 212/312 o Expansion of Public Works Facility o Improving City Services City of Chanhassen - Key Financial Strategies Page 2 Ehlers & Associates o Quality Assurance for Law EnforcementJPublic Safety o City Archives and E-City Hall. . Explore support for new City facilities. This includes, without limitation: o Public Works expansion o Chanhassen School Campus (site selected - type of school to be determined) Implication: The City has identified a significant agenda for future needs. Developing a mechanism to regularly prioritize needs, develop implementation programs (including resource requirements) and evaluate the City's capacity to implement the programs should be a high priority. Financial strategies should also include direction regarding the nature of activities to be undertaken for each issue including: . Assessing need for service or facility. . Studying alternatives, methods and cost and funding sources for implementation. . Implementation. B) Facility Options -- City Officials are looking at options for public facilities including a water treatment system, Public Works facility expansion, and monitoring the decision making process for a new school at the comer of Lyman Blvd. and Audubon Road. Implication: Involving the public with this process will be key to progressing this issue to the implementation phase. Careful consideration should be given to the funding options and impacts (including operating costs). While there are some issues impacting the timing of these decisions, it is essential that public understanding and support be developed. C) Technology -- Ever growing demands for staff services and the need for City departments to work together require ongoing investments in computers and technology. Implication: Further enhancements to the City's information technology systems may require financial support from the City's General Fund. There will be more and better technology products available to cities. Residents, customers and employees will likely create pressure to invest in improved and new technology. This will require the City to develop a disciplined approach to reviewing the requests and needs for technology investments. That approach should address cost and benefits (not limited to financial), productivity, training, support and potential obsolescence. City of Chanhassen - Key Financial Strategies Page 3 Ehlers & Associates 2) LOCAL T AXBASE CONSIDERATIONS - Structure, quality and size of a community's tax base impact its ability to fund services and investments. A) Development -- City land area is approximately 60% developed and has reached 65% of projected population. How the community completes development will impact its future. Implication: The City will add additional residents and businesses to its population and, in addition, will face new and additional requests for future services as demographics and resident interests change as well as the need to address reinvestment in existing facilities. Understanding the dual impact of new service requests of existing residents and the impact of additional new residents will be a key to future planning. B) Market Value - City market value of $2.2 billion has been increasing an average 10% per year for the past 5 years. The City has a high per capita market value of $95,000. Implication: The high per capita market value and strong commercial base provides good opportunity for revenue diversification. The tax rate should be evaluated in terms of what rate creates the outcomes that the City seeks for itself. The tax rate should be set in conjunction with both the budget and the yearly costs identified in the capital plan. C) Tax Increment Districts - Changes in State property tax law adversely impacted the City's ability to cover debt service related to development. A plan was been prepared and implemented to cover potential shortfalls, and as of December 31, 2004 the Downtown and Eden Trace TIP districts were de-certified. Implication: The City should continue to monitor existing TIP districts to ensure their viability and to avoid any impacts to the City's general fund. D) Diverse tax base -- The City has a diverse tax base with 69% residential and 28% commercial/industrial. The balance includes a variety of open space and institutional uses. Implication: Tax base diversification is a positive trend for stability in City services requirements and property tax production. Continued effort should be made to maintain a ratio of residential to commercial/industrial base with a target range of 67% to 75% residential and 25% to 33% commercial/industrial. E) Economic Development Policy - The City has provided economic development incentives in the form of tax increment financing. Implication: Previously the City used economic development incentives to attract targeted development. This strategy is clearly responsible for the level of tax base diversification that exists today. To encourage continued balanced community growth the City will consider appropriate strategies. . City of Chanhassen - Key Financial Strategies Page 4 Ehlers & Associates 3) FINANCIAL POSITION - Availability of funds to meet current and future needs, adequate fund balances for cash flow purposes and to meet emergency needs requires planning and discipline. A) Effective past financial management practices has left the City with a moderate undesignated, unreserved fund balance within the General Fund, Water and Sewer Fund and Storm Sewer Fund. Implication: The City's General Fund Balance remains adequate. Changes in State tax structure and potential capital projects costs indicate the need to continue to carefully monitor the fund balance. B) The City faces growing demand and cost to provide services with limited ability to increase short-term tax base. Implication: While State levy limits were not in place for the 2005 budget, future State actions may impact the City's ability to increase operating expenses without an offsetting increase in non-property tax revenues. C) The City has developed effective loss reduction strategies (accident review, safety committee). Additional risk management efforts including review of risk retention levels, deductibles, funding of loss reserves may be warranted. Implication: Additional development of risk management policies will help reduce exposure to financial risks. 4.) CITY INFRASTRUCTURE - Communities need to regularly invest and reinvest in their infrastructure (roads, buildings, parks, etc.). Regular deferral of investment can lead to fiscal stress and community disinvestments. A) The City has maintained a street reconstruction program since 2002. Implication: Overall the streets are in acceptable condition, but continued annual investment will be needed. Progress on maintenance should be carefully monitored. B) The City is reviewing Public Works facility needs. It is intended that facility needs will be addressed with the adoption of the 2007-08 Capital Improvements Plan. Implication: The City has not initiated a plan to review the need for reinvestment in this facility. City ofChanhassen - Key Financial Strategies Page 5 Ehlers & Associates C) Potential needs for reinvestment in public facilities infrastructure continue to be seen. The City has major investments in buildings, utility systems, streets, trails, lighting systems and related improvements. Implication: Community involvement will be key to addressing need for major investments. The City should undertake a public participation process to involve the community in understanding and then selecting options. Preparing plans and schedules for anticipated required maintenance and replacement will provide information need for financial planning purposes. D) The City has extensive vehicle replacement requirements for Public Works and Fire equipment. The City has a schedule of equipment replacement that forecasts these needs for the expected life of the equipment. Implication: Equipment replacement is often deferred as part of budget balancing efforts. In the long term this may increase maintenance costs, increase downtime of equipment and staff and lead to a funding problem in future years. Maintaining an equipment replacement schedule and funding source will help remedy this problem and provide a more accurate measure of services. E) The City faces potential major expenditures in its Water Fund for infrastructure improvements in order to improve water quality standards and distribution system needs. Implication: Enterprise funds are generally expected to support system needs. The City should continue to identify future major enterprise expenditures within the next five to ten years. This will permit the development of a utility rate plan to facilitate the required improvements. A water and sewer rate study was implemented in 2004 and reinforced in 2005. The City should continue to monitor the balance in the enterprise funds and re- evaluate each year. 5) COMPETITIVENESS - Communities compete for people to live, work and do business. Understanding and responding to the elements of competition is an important role for the City. A) The City's overall City tax rate remains competitive with other comparable communities in the metro area. (42nd out of 108 metro communities in 2004) Implication: Given the competitive tax rate and the high level of services, the City would be in position to increase tax rates when conditions permit. However, this increase should come only upon completion of a comprehensive analysis of competing demands and priorities with community involvement in setting and funding these priorities. B) The City offers a full complement of services to residents and businesses. Implication: Services offered by the City appear to be consistent or superior to surrounding communities. City ofChanhassen - Key Financial Strategies Page 6 Ehlers & Associates C) Chanhassen appears to be well maintained with no typical signs of disinvestments or deterioration. Implication: Careful attention should be paid to monitoring the condition of public and private property. D) Chanhassen's open space and trail system appear to be equal or greater than many other communities in the metropolitan area. A new state of art library was opened in 2003. The City does not have some amenities typical for comparable communities including a community center but the construction of a new Lifetime Fitness facility may meet this need. Trail maintenance was included in the 2005 pavement management program. Implication: Planning and investments in these areas has provided a sound foundation for creating a community with amenities that will attract and retain residents, visitors and businesses. Careful attention should be paid to the operating costs of recreation and cultural amenities. Community involvement in discussions regarding the cost to build and maintain new facilities will be a key factor for future considerations. 6) CREDIT POSITION Maintaining a strong credit rating helps reduce the cost of borrowing required to develop and maintain the community. A) The City was upgraded to "AA-" by Standard & Poor's Investors Service in 2004. This is an above average rating reflecting the City's strong property value growth and maintenance of a strong financial position while making progress in mitigating the impact of a tax increment district negatively impacted by tax rate changes. Implication: This strong credit rating has helped the City successfully issue debt at very competitive interest rates in the commercial marketplace. B)The City's debt burden has been reduced to $1,200 per capita, due mainly to paying off tax increment debt. About 2/3 of this debt is supported by tax increment, assessment and enterprise revenues. Forty-four per cent (44%) of the City's debt will be paid off in ten years. Implication: The City has successfully implemented a plan to address tax increment debt issues. Careful attention should be paid to "mapping" out future debt issues for the next five to ten years. The aggressive debt repayment schedule will enable the City to continue to invest as needed. C) The City currently has a moderate undesignated fund balance. Implication: This strong fund reserve helps the City to maintain its current rating. The City should be careful to maintain this strong fund balance. City ofChanhassen - Key Financial Strategies Page 7 Ehlers & Associates 7) ENTERPRISE- Operating enterprise funds as businesses is key to avoiding transferring the burden of operations to general taxpayers. In addition some enterprise operations can help reduce the cost of general government. A) The City has improved cost recovery for water and sewer services over the past few years. A new rate study was conducted and increases for water and sewer rates have been implemented for both 2005 and 2005. Implication: Fluctuations in water demand due to weather has provided challenges in establishing water and sewer rates. However, rates should be established to assure recovery of operating costs and adjusted annually. City ofChanhassen - Key Financial Strategies Page 8 Ehlers & Associates RECOMlVIENDA TIONS Based on the findings and analysis conducted in the workshops, Ehlers developed a list of recommendations for the City -- their Key Financial Strategies --listed in the seven categories below. 1.0 COMMUNITY GOALSIINITIA TIVES 1.1 GOAL SETIING: The Mayor and City Council should continue annual goal setting sessions, prior to budget preparation. The goal setting session should prioritize needs. This information should be used by staff to develop programs, service options and resource requirements, for consideration within the budget process. The goals should specifically address the major issue categories. Financial strategies should be incorporated into the annual goal setting program. 1.2 FACILITY NEEDS: The City should continue the deliberate and careful approach to addressing facility needs for future growth, reinvestment and quality of life services and capital investments. The Mayor and City Council should consider authorizing a study to address future facility needs. 1.3 COMMUNICATION PLAN: A communications plan should be developed in order to inform and seek community feedback on important financial issues including future needs and financial constraints. The plan should also forecast the process that will be used to seek community participation for significant community investment decisions. A community survey scheduled for 2005 will help identify the types of services vital to attract and retain residents. Consideration should be given to expanding the survey to collect information regarding improving the City's competitive position, economic development, quality of life, school funding inequity and possible intergovernmental! tax sharing solutions. Consideration should be given to continuing the use of the "Funding Public Facilities Public Participation Process" model in City facilities planning. 1.4 TECHNOLOGY PLAN: A technology plan has been prepared with projected needs for the next five-year period. The plan should also include a basis for evaluating the requests for technology investments that address cost and benefits (not limited to financial), productivity, training, support and potential obsolescence and funding source. 1.5 IMPLEMENTATION PLAN: Annual budgets should be prepared with budget options of at least 10% of total budget expenditures. Budget presentations should be supported with a balance of input and resources and outcome materials. City of Chanhassen - Key Financial Strategies Page 9 Ehlers & Associates 2.0 LOCAL TAX BASE 2.1 Growth planning should address continued attention to balancing commercial and residential development. Special attention should be paid to assessing housing types to reflect life cycle, financial ranges and life style choices. 2.2 The use of city assistance to encourage the type of development needed to maintain community competitiveness and balanced tax base should be continued. The public assistance policy should be reviewed to assure flexibility to meet broad based community needs. 3.0 FINANCIAL POSITION 3.1 FINANCIAL POLICIES: The Mayor and City Council should consider a Fund Balance Policy for the Special Revenue Funds, Debt Service Funds, Capital Project Funds, Enterprise Funds, and Internal Service Funds. 3.2 City staff should prepare an alternative revenue source report for the City Council. These options should be reviewed annually as part of the Key Financial Strategies update. 3.3 The City should adjust all user fees and utility rates on an annual basis to reflect changes in the cost of services. 3.4 The City should review assessment practices to include pavement management cost recovery through special assessments to benefiting property owners (i.e. increasing assessments to property owners and including street maintenance such as crack sealing) and to address increased cost of pavement management projects. 3.5 The City should establish a schedule for increasing developer fees that is determined annually. The current method of tying fees to increases in construction cost index does not accurately reflect the City's cost of services. 3.6 The City should use this report as part of its annual goal-setting framework. 4.0 CITY OWNED INFRASTRUCTURE I CAPITAL EQUIPMENT 4.1 CAPITAL EQUIPMENT: The Manager and Finance Director should review the final list of items which were recommended as part of the vehicle/equipment replacement program and develop a funding program to provide a more level annual replacement contribution. The City could establish an internally funded equipment rental program to level out annual replacement costs. 4.2 INFRASTRUCTURE: The City staff should enact each annual capital improvement program based on review of the multi-year capital improvement needs. The City staff should coordinate development of the capital improvement budget with the City of Chanhassen - Key Financial Strategies Page 10 Ehlers & Associates development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. The City should prepare a non-annual recurring maintenance schedule for City facilities. 5.0 COMPETITIVENESS 5.1 PROPERTY TAXES: The City's tax rate is currently significantly below the state limit. In managing property taxes, the City will seek a balance between providing an appropriate level of service, maintaining infrastructure, and affordability for residents. Having the lowest property taxes is not always the final measure of this balance. Given these limits and demands on property taxes, the City should review and implement a revenue enhancement study for additional revenue options including utility franchise fees, utility bill preparation fees and similar alternatives. The information should be prepared to identify options prior to their need. Continued long range financial planning creates the opportunity for managing property taxes and providing the greatest stability in tax rates. Staff should annually prepare three-year projections of tax levies. Community involvement in the long range planning process will allow build support for the development of resources to achieve goals the public has supported. The City should continue to meet and confer with overlapping local government units (county, schools, etc.) to discuss operating and capital funding issues that will impact residents overall taxes. 5.2 BUDGET: The current five year projections show only an inflationary increase in the following year's operating budget. In order to provide direction to staff, the Mayor and City Council should review and select the appropriate items from the Budget Option Impact Worksheets that would be included in next year's budget. This budget should then be constructed by balancing resources with current and future needs. The Financial Strategies should be reviewed and updated annually as part of the City's budget process. Annual budgets should include budget option analysis for 5% to 10% of total projected expenditures. Budget presentations and discussions should be supported with a balance of input/resources and outcome options. 5.3 Risk Management The City has initiated development of a risk management program. Additional effort to reduce risk exposure including review of retentions levels, deductible levels, funding of reserves for retained risks should be undertaken. City of Chanhassen - Key Financial Strategies Page 11 Ehlers & Associates 6.0 CREDIT POSITION 6.1 The approval of Key Financial Strategies by the Mayor and City Council will help document the future City plan to bonding agencies. 6.2 The City should endeavor to keep the total maturity length of general obligation bonds below 20 years and at least 50% of the principal shall be retired within ten years. In all cases, the maturity shall be shorter than the life of the related assets. 6.3 The City should work to minimize the amount of debt supported by property taxes and will seek maximum use of special assessments, utility revenues and other non- tax sources to support debt. 6.4 City staff, working with the City's independent financial advisor, shall monitor outstanding debt and advise the City Council on ways to reduce the debt burden through refinancing at lower interest rates and the early retirement of bonds. 7.0 ENTERPRISE FUNDS 7.1 Annually, the Manager and Finance Director should review and recommend necessary adjustments to water and sewer rates sufficient to recover cost of operations and provide for capital needs for consideration by the Mayor and City Council. 7.2 City staff should annually review the cost of general fund services provided to enterprise activities including insurance, financial and accounting services, management, legal and related expenses. These costs should be evaluated by the City Council for inclusion in the rates for enterprise services. 7.3 City staff should prepare a utility rate policy that addresses the need for fees to recover operating costs and provide for operating cash, reserves, non-annual recurring maintenance, and debt service. - completed in 2004. 7.4 City staff should identify the costs to meet mandated water quality standards and the impact on water rates. 7.5 City staff should continue to monitor storm water management program (SWMP) to ensure compliance with state and federal regulations. City of Chanhassen - Key Financial Strategies Page 12 Ehlers & Associates ACTION PLAN This section describes the actions needed to implement the City's Key Financial Strategies. Actions fall into two categories: Tasks for immediate action, and tasks that reflect on-going financial management actions. The following is a recommendation on the tasks that require attention over the next five-year period. Implementation of these Key Financial Strategies requires annual review and updating the Plan and revision of the schedule prior to initiating the budget process. Careful attention should be paid to developing realistic time frames and work plans. . Projected Start Projected Activity Date Level/Status Completion Date 1.0 Community Goals/Initiatives 1.1 Goal setting Annual 1/1 N/A 1.2 Facility needs study 2006 2/S 2007 1.22 Monitor School District 112 new school 2003 3/A 2008 planning 1.23 Community Center / Ice Arena 2005 3/A Completed 1.32 Conduct community survey to assess 2005 1/1 ~ community knowledge of and support for Completed new initiatives, facilities services and fees. 1.4 Expand e-city hall services -phase 1 2004 1/1 ~ Ongoing 1.41 Develop digitized document archives 2003 3/1 Ongoing 1.5 Annual CIP Annual 1/1 Annual 1.51 Identify options for replacing 2007 2004 1/S ~ Environmental Fund Completed 1.6 Create plan to deal with public safety issues 2004 2/1 ~ as growth continues Completed 1.7 Monitor implementation of sheriff's 2004 1/1 ~ contract/Evaluate new police contract Ongoing 1.8 Hwy 212/312 - update on design, land use 2004 2/I ~ and vision of corridor/landscape plan Ongoing 1.9 Communicate what City Council does 2004 4/1 Ongoing 1.91 Locate a license center in City 2005 3/S 2006 1.92 Downtown Park and Ride expansion 2005 3/S 2007 1.93 Utilization of city resources for community- 2005 2/S ~ wide events Completed 1.94 Coordination of zip codes/mail delivery 2005 4/S ~ 2006 1.95 Re-evaluate tree preservation ordinance 2005 2/S ~ Completed 1.96 Evaluate policy regarding wine in parks 2005 4/S ~ Completed City ofChanhassen - Key Financial Strategies Page 13 Projected Start Projected Activitv Date LeveVStatus Completion Date 1.97 Develop relationships with other agencies Ongoing 4/1 Ongoing 2.0 Local Tax Base 2.1 Prepare plan for 2005 MUSA expansion 2003 liS ~ including capital and operating needs to Completed accommodate growth. 2.12 Review land uses in 2005, 2010 and 2015 2004 2/S ~ MUSA areas/Retail market study Ongoing 2.13 Update Comprehensive Plan 2008 2/S 2009 2.2 Update public subsidy policy 2003 4/A Completed 2.3 Analyze methods to leverage/market City 2004 4/S Ongoing owned land 2.4 Comparison of current housing trendsIRetail 2005 4/S ~ market study Completed 3.0 Financial Position 3.1 EstablishlUpdate Budget Control and 2004 2/S Completed Financial Control Policy 3.11 Update fund balance policies 2004 2/S ~ Completed 3.12 Update debt management plan 2005 l/S 2006 3.13 EstablishlUpdate Investment Policy ~ 2/S ~ 2006 2006 3.4 Review assessment practice to address Annual l/S Annual pavement management and consider increasing assessed portions and interest rate. 3.41 Identify funding sources for Park Pavement 2004 liS Completed Maintenance 3.5 Create plan for TIP districts returning to tax 2004 2/1 Completed rolls 3.6 Better council direction in the budget process Ongoing 2/1 Ongoing 3.7 Review decisions based on costs/benefits Ongoing 2/1 Ongoing 3.8 Incorporate strategic planning into budget Ongoing 2/1 Ongoing process 3.9 Improve monthly financial reports 2005 2/1 Ongoing 4.0 Infrastructure/Capital Equipment 4.2 Identify options for funding Pavement 2004 1/1 ~ Management System Completed 4.21 Develop estimates for public facilities 2006 2/S 2007 maintenance 4.22 Prepare non-annual recurring maintenance 2006 1/S 2006 schedule City of Chanhassen - Key Financial Strategies Page 14 Projected Start Projected Activity Date Level/Status Completion Date 4.23 Prepare funding options for major equipment 2004 liS Ongoing sources 4.24 Construct trail additions Ongoing 1/1 Ongoing 4.25 Expand Public Works Facility 2007 2/A 2008 4.3 Highway 101 gap project 2004 liS 2006 4.4 Highway 101 South Turnback (south of 2005 2/S 2006 Lyman) 5.0 Competitiveness 5.1 Property tax review Annual liS Annual 5.11 Prepare five year budget, CIP and debt Annual 2/S Annual forecasts including revenue forecasts 5.12 Prepare alternate revenue analysis 2004 liS Ongoing 5.13 Identify and fund future staffing requirement Annual l/S Annual to match growth 5.2 Identify a limited number (1-3) of selected Annual 2/S Annual services for potential competitive pricing on annual basis 5.21 Review budget option analysis as part of Annual 2/S Annual budget process 5.3 Establish/Update Risk Management Policy ~ 2/S ~ 2006 2006 5.4 Evaluate KFS Projections Annual 2/S Annual 6.0 Credit 6.1 Accept/Evaluate Key Financial Strategies Annual 2/1 Annual 6.2 Review professional services contracts As scheduled 2/1 As scheduled 7.0 Enterprise 7.1 Adjust user fees on annual basis to reflect Annual l/S Annual changes in cost of services. 7.2 Review enterprise funds for cost 2004 2/S Ongoing savings/efficiencies 7.3 Develop utility rate policy 2003 1/1 Completed 7.4 Evaluatelinitiate Water Treatment 2003 liS ~ Improvements Completed 7.41 Identify funding source for sewer and water 2003 1/1 ~ infrastructure replacement 2006 7.5 Update Storm Water Management Plan Underway 1/1 Ongoing 1. Watershed improvement impacts 2. Bluff Creek improvements 3. Lake Monitoring/Improvement City ofChanhassen - Key Financial Strategies Page 15 Projected Start Projected Activitv Date LeveUStatus Completion Date 7.51 NPDES Phase II Compliance Underway VA 2007 PRIORITY DEFINITIONS: LEVEL 1 Critical to continued operation of city baseline services at present levels. This includes restoration of services identified as baseline. LEVEL 2 Provides opportunity for increased efficiency in baseline level of services. This includes ability to continue to serve existing level of services without staff increases. LEVEL 3 Provides opportunity for expansion of services to meet existing demand as evidenced by Council direction or staff analysis. LEVEL 4 Provides opportunity to increase services that improve quality of life within City. I S A Implementation Study Need Assess Need City of Clzanhassen - Key Financial Strategies Page 16 CITY OF CHANHASSEN 7700 Market Boulevard PO Box 147 Chanhassen, MN 55317 Administration Phone: 952.227.1100 Fax: 952.227.1110 Building Inspections Phone: 952.227.1180 Fax: 952.227.1190 Engineering Phone: 952.227.1160 Fax: 952.227.1170 Finance Phone: 952.227.1140 Fax: 952.227.1110 Park & Recreation Phone: 952.227.1120 Fax: 952.227.1110 Recreation Center 2310 Coulter Boulevard Phone: 952.227.1400 Fax: 952.227.1404 Planning & Natural Resources Phone: 952.227.1130 Fax: 952.227.1110 Public Works 1591 Park Road Phone: 952.227.1300 Fax: 952.227.1310 Senior Center Phone: 952.227.1125 Fax: 952.227.1110 Web Site W'INI.ci. chanhassen. mn. us MEMORANDUM TO: Todd Gerhardt, City Manager FROM: Justin Miller, Assistant City Manager DATE: June 15, 2005 RE: 2005 Citizen Survey Results BACKGROUND Earlier this year the City Council selected the National Research Center to conduct the City of Chanhassen citizen survey. This method was different from past surveys, in that the survey was conducted through the mail instead of over the phone. Between April 18 and May 16, 1,200 households were randomly selected to participate in the survey. Of those 1,200,39 were returned as undeliverable. 583 surveys were returned, for a 50% response rate. The average response rate for these surveys is in the 25-40% range, which indicates that Chanhassen residents took this survey very seriously. The full results are attached, but a few highlights are: . 94% of residents rate the quality of life in Chanhassen as either "excellent" or "good" . 87% of residents feel "very" or "somewhat" safe from violent crimes. 96% feel "very" or "somewhat" safe in their neighborhood during the day. This number drops slightly to 89% after dark. 8% of residents responded that they were the victim of a crime in the past 12 months. 93% responded that they had visited a Chanhassen park in the past year. 82% read The Chanhassen Connection. 39% watched a public meeting, while 30% attended a meeting. 82% have used the Chanhassen library in the past year. 79% responded that the overall quality of services they receive from the City of Chanhassen is either "excellent" or "good". At 36%, location was the number one reason why residents enjoyed living in Chanhassen. 50% of residents prefer to receive information from the city by mail. 9% of residents responded that the City of Chanhassen was doing an "excellent" job in informing the public about issues, with 55% responding "good", 29% "fair", and 8% "poor". The open ended question that asked what was the biggest issue facing the city in the next 2-3 years had as the top answers "controlled growth" (35%), "traffic and road conditions" (22%), and "taxes" (15%). . . . . . . . . . . . . The City 01 Chanhassen . A growing community with clean lakes, quality schools, a charming downtown, thriving businesses, winding trails, and beautiful parks. A great place to live, work, and play. One feature of this survey was that it allows us to compare ourselves to over 400 jurisdictions across the United States. Answers to each question on the survey are put into a 100 point scale, (0 being worst, 100 being best), and then cities are rated as above the norm, similar to the norm, or below the norm. Below is a synopsis of where the city ranks in each category. The full listing is attached to this report. Above the Norm As a place to live Neighborhood as a place As a place to retire to live Overall quality of life Overall appearance Air quality Recreational opportunities Access to affordable Ease of car travel health care Ease of bicycle travel Ease of walking Safety from violent crime Safety from property Safety from fire Safe in neighborhood cnmes during the day Safe in neighborhood after Safe in downtown during Safe in downtown after dark the day dark Safe in parks during the Safe in parks after dark Crime prevention day Snow removal Sidewalk maintenance Amount of public parking City parks Range/variety of Accessibility of parks recreation programs Accessibility of recreation Appearance/maintenance Appearance/maintenance centers of parks of recreation centers Recycling services Storm drainage Code enforcement Economic development Health services Services to seniors Services to youth Public schools Responsiveness of city employees Courtesy of city Overall direction of city employees Similar to the Norm Sense of community Openness and acceptance Job opportunities Access to affordable Ease of bus travel Police services Quality child care Fire services AmbulancelEMS services Fire prevention/education Traffic enforcement Street repair Street cleaning Street lighting Traffic signal timing Bus/transit services Recreation Recreation Public library services programs/classes cen ters/f acili ti es Variety of library Garbage collection Yard waste pick-up materials Sewer services Land use/planning/zoning Animal control Services to low income Public information Municipal courts people serVIces Knowledge of city Overall impression of city Receive good value for employees employees taxes paid City government listens to City welcomes citizen citizens involvement A place to retire Below the Norm Opportunities to attend cultural activities Drinking water Shopping opportunities Access to affordable quality housing Cable television The full results, which are attached, come in four sections: . Summary report . Report of results . Report of open-ended question . Report of normative comparisons These survey results will be very helpful as the staff and council continue to prioritize issues in the coming years. Staff will be making a presentation to the council during Monday's work session to go over the results in more detail.