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Agenda and PacketAGENDA  CHANHASSEN ECONOMIC DEVELOPMENT COMMISSION TUESDAY, MAY 11, 2021, 7:00 PM CITY COUNCIL CHAMBERS, 7700 MARKET BOULEVARD ELECTRONIC MEETING Due to the COVID­19 pandemic, some or all members of the Economic Development Commission will participate in meetings by telephone and/or web conference pursuant to Minnesota Statutes, Section 13D.021,rather than in person at the Commission’s regular meeting place in the Council Chambers at Chanhassen City Hall, 7700 Market Boulevard, Chanhassen, Minnesota. Some portions of the Economic Development Commission agenda allow for the public to provide comments on those agenda items. To help ensure an open public process, we have made accommodations for the public to continue to view and participate in the meeting by selecting one of following options: Economic Development Commission Meetings WATCH the meeting live online at www.ci.chanhassen.mn.us/agendas or on Mediacom Cable Channel 107.2. The meeting begins at 7:00 pm. ZOOM Register to participate in the meeting via zoom. Further instructions for participation are included in the registration confirmation email. Please register by 5:00 p.m. if you wish to provide public comment on an agenda item. ATTEND the meeting in person and present your comments when called upon. Social distancing practices will be observed during the meeting. Seating will be limited for this option. A.CALL TO ORDER B.ORGANIZATIONAL ITEMS 1.Election of Chair and Vice­Chair C.APPROVAL OF MINUTES 1.Approve Economic Development Commission Minutes dated March 9, 2021 2.Approve Economic Development Commission Minutes dated April 13, 2021 D.OLD BUSINESS E.NEW BUSINESS 1.Presentation of City Council Strategic Plan (Verbal) 2.Review Food Truck Ordinance AGENDA CHANHASSEN ECONOMIC DEVELOPMENT COMMISSIONTUESDAY, MAY 11, 2021, 7:00 PMCITY COUNCIL CHAMBERS, 7700 MARKET BOULEVARDELECTRONIC MEETINGDue to the COVID­19 pandemic, some or all members of the Economic Development Commission willparticipate in meetings by telephone and/or web conference pursuant to Minnesota Statutes, Section13D.021,rather than in person at the Commission’s regular meeting place in the Council Chambers atChanhassen City Hall, 7700 Market Boulevard, Chanhassen, Minnesota.Some portions of the Economic Development Commission agenda allow for the public to providecomments on those agenda items. To help ensure an open public process, we have madeaccommodations for the public to continue to view and participate in the meeting by selecting one offollowing options:Economic Development Commission MeetingsWATCH the meeting live online at www.ci.chanhassen.mn.us/agendas or on Mediacom CableChannel 107.2. The meeting begins at 7:00 pm.ZOOM Register to participate in the meeting via zoom. Further instructions for participation areincluded in the registration confirmation email. Please register by 5:00 p.m. if you wish to providepublic comment on an agenda item.ATTEND the meeting in person and present your comments when called upon. Social distancingpractices will be observed during the meeting. Seating will be limited for this option.A.CALL TO ORDERB.ORGANIZATIONAL ITEMS1.Election of Chair and Vice­ChairC.APPROVAL OF MINUTES1.Approve Economic Development Commission Minutes dated March 9, 20212.Approve Economic Development Commission Minutes dated April 13, 2021D.OLD BUSINESSE.NEW BUSINESS1.Presentation of City Council Strategic Plan (Verbal) 2.Review Food Truck Ordinance F.CORRESPONDENCE DISCUSSION 1.Email from Elise Durbin dated 04­14­2021 G.ADMINISTRATIVE PRESENTATIONS H.ADJOURNMENT ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Election of Chair and Vice­Chair Section ORGANIZATIONAL ITEMS Item No: B.1. Prepared By Bob Generous, Senior Planner File No:  BACKGROUND According to the Economic Development Commission Bylaws, Section 4.1­Election of Officers, at the first meeting in April of each year, the Economic Development Commission shall hold an organizational meeting.  At this meeting the Commission shall elect from its membership, a Chairperson and Vice­Chairperson. Each member shall cast their vote for the member they wish to be chosen for Chairperson. If no one receives a majority vote, voting shall continue until one member receives the majority support. Vice­Chairperson shall be elected from the remaining members of the same proceeding. ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Approve Economic Development Commission Minutes dated March 9, 2021 Section APPROVAL OF MINUTES Item No: C.1. Prepared By Kim Meuwissen, Office Manager File No:  ATTACHMENTS: Summary Minutes CHANHASSEN ECONOMIC DEVELOPMENT COMMISSION REGULAR MEETING MARCH 9, 2021 Chairman Sanford called the meeting to order at 7:00 p.m. MEMBERS PRESENT: Jim Sanford, Kathleen Donovan, and James Ebeling, MEMBERS ABSENT: Steve Stamy and Adam Schaefer STAFF PRESENT: Bob Generous, Senior Planner PUBLIC PRESENT: None. APPROVAL OF MINUTES APPROVE ECONOMIC DEVELOPMENT COMMISSION MINUTES DATED FEBRUARY 9, 2021 Member Ebeling moved, Member Donovan seconded to approve the Minutes of the Economic Development Commission meeting dated February 9, 2021 as presented. All voted in favor and the motion carried unanimously with a vote of 3 to 0. OLD BUSINESS. None. Senior Planner Bob Generous stated at the April 2021 meeting the Economic Development Commission (EDC) would elect the Chair and Vice Chair and re-adopt the by-laws. NEW BUSINESS. STRATEGIC PLANNING PROCESS DISCUSSION: MISSION, VALUES AND STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS Mr. Generous reviewed that the EDC would consider their Mission and Visions, Values, and a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Mission and Vision Mr. Generous asked the Economic Development Commission members what they identified as the function of the Commission Chair Sanford stated that City Ordinance 643 defines the EDC purpose as “The Economic Development Commission (EDC) is an advisory body to the City Council and the Economic Development Authority charged with the responsibility of researching, reviewing, and making Economic Development Commission – March 9, 2021 2 recommendations on issues related to economic development. The EDC will review ways in which the city can expand existing businesses, attract desirable new business, and revitalize existing businesses and the community as a whole.” Chair Sanford asked Mr. Generous of the City Attorney could be consulted to see if the EDC is allowed to conduct meetings without making them public meetings. He felt it was hard to research, review, and make recommendations when the Commission meets for only one hour per month. Mr. Generous asked if there was a priority the EDC wanted to promote - such as retaining existing businesses, promoting new businesses, or assisting with expansion of existing businesses. Member Ebeling felt that the goals should encompass all three areas. Member Donovan felt it was important to focus more on retention of existing businesses, especially given the challenges they have faced over the past year due to COVID-19. Chair Sanford mentioned that he sits on a credit committee at a bank and the federal money has been an incredible tool in keeping businesses around. Businesses have been able to utilize Paycheck Protection Program (PPP) loans which are not taxable. Carver County has distributed federally allocated money to local businesses. The real question will come in a year or so when federal money is not around and loans will no longer be paid by the government. Member Ebeling stated that many PPP loans are forgivable. He is more concerned with inflation. Core Values Mr. Generous asked the EDC about their core values - the must and must nots - based on the idea of business retention, expansion, and promotion of new businesses. He has heard emphasis on a need to communicate. Chair Sanford asked if the City of Chanhassen had a vision statement. Member Ebeling stated the vision was “Community for Life - Providing for Today and Planning for Tomorrow”. Mr. Generous added that the City Council is currently working on a Strategic Plan that will include economic development. Chair Sanford agreed that communication was an important consideration. He also added integrity as a potential goal. The goal of the EDC is to expand and promote the city, encourage communication, and work with integrity. Economic Development Commission – March 9, 2021 3 Member Donovan agreed that integrity, honesty, and ethics were important while also engaging with current and prospective businesses that are interested in building in Chanhassen. She added transparency and open dialogue as important values. Mr. Generous stated that one concern with economic development is who gets to pick the winner? The City attempts to make things level by giving everyone the same rules to follow. Chair Sanford stated that some cities seem to encourage certain types of businesses and seek them out. Is Chanhassen a service center or a destination? If Chanhassen wants to be a destination, the plan would look different than if they wanted to maintain their reputation as a service center (or “trunk community”). Should Chanhassen focus on encouraging certain types of businesses? Member Ebeling felt that an entertainment center, such as Top Golf, would be well received. Chair Sanford agreed that a convention or banquet hall would be a good draw for people who may stay all weekend while frequenting local hotels and restaurants. He felt there could be entertainment options for all ages. Something like Top Golf could draw people from 20-30 minutes away in all directions. Perhaps there is space to build in southern Chanhassen. Mr. Generous commented that a driving range was opening on Flying Cloud Dr. (Golf Zone) Member Ebeling felt that a site which provided for events, work parties, games, food, and drinks in a heated year-round atmosphere would be a good fit. Member Donovan questioned the amount of real estate needed for a facility such as Top Golf. She agreed with the idea of making Chanhassen a destination with the addition of something like a banquet hall. Could something be built across from Paisley Park. She mentioned the Avienda retail site that has been proposed and suggested other businesses could connect to it as part of a bigger picture. Member Ebeling stated that Chanhassen’s downtown area is laid out differently. The City of Excelsior has space to park and walk but Chanhassen’s infrastructure would require hundreds of millions of dollars to reconfigure. Maybe the City could focus on one area of downtown and designate it for certain types of businesses, food trucks, or pop-ups to drive community events and traffic downtown. Member Ebeling felt the layout of downtown Chanhassen was one of its weaknesses. Navigating between destinations required driving rather than walking. An entertainment type business could help the City. Economic Development Commission – March 9, 2021 4 Chair Sanford asked Mr. Generous if the area across from Paisley Park was part of the farm or Lake Ann. Mr. Generous commented that Moments of Chanhassen, a Senior continuing care facility, would be built in this area. Mr. Generous reviewed that a Core Value was the desire for people to come to Chanhassen. Chair Sanford agreed that Chanhassen could emphasize being a destination. Mr. Generous stated that the Economic Development Commission was an advisory board to the City Council, whether or not the Council implemented suggestions. The EDC can provide the Council with suggestions and steps. Chair Sanford added discussions may also involve real estate development which would be under the Planning Commission. Chair Sanford asked Mr. Generous if the park north of City Hall was owned by the City. Mr. Generous responded that it was owned by the City. Chair Sanford asked if the City owned Lake Ann Park. Mr. Generous said the City owned much of the park except for the west side of the lake, which was under private ownership guided for high, medium, and low-density residential development. The current owners own about 200 acres and have no intention of developing at this time. The City’s vision is to have a parkway all around Lake Ann. Strengths Mr. Generous asked the Commission members what they considered the EDC strengths, weaknesses, opportunities, and threats which affect economic development. Member Ebeling noted the following strengths: ● Strong community feel and base ● People like Chanhassen ● People feel part of the community ● Small town feel but close to the Twin Cities ● Good employment base ● Good affluence ● Good population growth ● Amenities such as parks, lakes, and trails Economic Development Commission – March 9, 2021 5 ● Lots of young motivated families that want to be part of the community. This is a positive to help drive business growth. Member Donovan noted the following strengths: ● Main Street. She noted, however, that parking lots against the sidewalk instead of businesses next to sidewalks make it difficult to notice businesses from the road. ● Two large freeways coming through Chanhassen to feed into the city ● Strong schools ● Strong government ● Attracting families, in growth mode ● Outdoor paths and walkways ● Natural resources including the Arboretum and other places of natural interest ● Lots of churches and faith-based groups, private, and public schools provide a mixture of choices for people Chair Sanford noted the following strengths on behalf of Member Schaefer who submitted comments by email: ● One of the best locations for access to lakes ● Nice mixture of public and private schools including two high schools ● Infrastructure ● Balanced budget ● City government has robust planning and development relations ● Access to a thriving downtown Chair Sanford noted the following strengths: ● Attractions such as the Chanhassen Dinner Theatre, Paisley Park, and the Arboretum ● Good access via major roadways ● Housing development ● Increasing population projected at 10,000-12,000 more residents over the next 10 years which, if you’re a business owner, is a good thing Weaknesses Member Ebeling noted the following weaknesses: ● Lack of walkability ● Lack of entertainment ● Trunk community ● Higher fees compared to neighboring communities ● Collaboration, cohesion, and communication between businesses ● Lack of affordable housing. Current housing is expensive which inhibits the employment base for surrounding businesses. There is a need for housing for lower income earners. Member Donovan noted the following weaknesses: Economic Development Commission – March 9, 2021 6 ● Connecting downtown to businesses across Highway 5 ● Walkways ● Creating more moments of interest and gathering spaces ● Small businesses are situated 20-30 yards from the road and parking lots are what people experience first ● Family fun and entertainment including more kid friendly places Chair Sanford noted the following weaknesses on behalf of Member Schaefer who submitted comments by email: ● Trunk community ● Split downtown ● City staff resources Chair Sanford noted the following weaknesses: ● Split downtown ● Lack of a community center - a place to have events as well as places to stop and draw people’s attention ● Parking lot first development ● Southwest Chamber of Commerce and Buy Chanhassen. When looking at communities such as Wayzata and Excelsior, they have their own Chambers and do a lot of promotion of the business community. ● City’s hesitancy to use Tax Increment Financing (TIF) funding. Currently, the City has one TIF district while other cities have dozens. Chanhassen may have to look at radical fundraising to finance a cohesive community center. Opportunities Member Ebeling noted the following opportunities: ● Tax Increment Financing ● Business subsidy programs - such as microlending for new or existing businesses or lodging tax ● Undeveloped land Member Donovan noted the following opportunities: ● Attract family friendly businesses (such as Avienda) ● Capturing people’s interest as they’re driving through ● Keeping the community engaged in what is going on in Chanhassen, reaching current residents ● Providing small businesses an opportunity to be featured on the City website - such as private/public advertisements, points of interest, and highlighting businesses ● Utilizing the local paper to highlight local businesses Economic Development Commission – March 9, 2021 7 Chair Sanford noted the following opportunities on behalf of Member Schaefer who submitted comments by email: ● Ongoing land development ● Infrastructure ● Balanced budget ● Low unemployment ● High home values ● Expansion south and west Chair Sanford noted the following opportunities: ● Microlending ● Lodging tax ● Lake Ann is a way to draw people in ● Entertainment or gathering spot ● The park behind city hall to the north could be more of an attraction rather than a soccer field Threats Member Ebeling noted the following threats: ● More neighboring communities getting destination traffic Member Donovan noted the following threats: ● Chaska, Victoria, Carver, and Waconia are in a huge growth mode with tons of expensive housing ● Chaska has a Costco going in which will drive traffic to Highway 41 and make it a stopping point. Chanhassen should consider how to filter some of that traffic back to the City. ● Neighboring communities also do a good job of making people aware of what’s happening in their communities ● The cost of housing in Chanhassen is too high. The cost of land and the choices that are being made for type of builders cuts off a lot of the population - especially people who would hold blue collar jobs. Chair Sanford noted the following threats on behalf of Member Schaefer who submitted comments by email: ● Home values ● Sewer Access Charges (SAC) and Water Access Charges (WAC) fees Chair Sanford commented that neighboring cities are a threat but also an opportunity. How can the City get new residents of these surrounding cities to visit Chanhassen? The City should provide them with something they can’t find in their own city such as a service or entertainment. Economic Development Commission – March 9, 2021 8 Chair Sanford noted the following threats: ● Inertia. If the City doesn’t do something it will miss opportunity. The City needs to be prepared to take a bold step. ● COVID-19 ● Lack of funding Chair Sanford added that an opportunity could be the park near City Hall. Retail could be added on the bottom, affordable housing on the top, and the park preserved in the middle. Shopping could be brought closer to the street rather than parking lots and a city center could be created which would radically change the way that part of the City looks. Mr. Generous stated the City has a Downtown Vision Plan that looks at bringing shops closer to the street. ADMINISTRATIVE PRESENTATION. None. CORRESPONDENCE DISCUSSION. CARES FUNDING Mr. Generous stated that, in the April 2021 packet, he will include a list of the rest of the businesses who have received federal funding. CARES funding had been given to Carver County to administer and distribute to Chanhassen businesses who applied. He estimates there are 50-60 businesses on this list. ADJOURNMENT. Member Ebeling moved, Member Donovan seconded to adjourn the meeting. All voted in favor and the motion carried unanimously with a vote of 3 to 0. The Economic Development Commission meeting was adjourned at 8:00 p.m. Submitted by Bob Generous Senior Planner Prepared by Kim Meuwissen ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Approve Economic Development Commission Minutes dated April 13, 2021 Section APPROVAL OF MINUTES Item No: C.2. Prepared By Kim Meuwissen, Office Manager File No:  ATTACHMENTS: Summary Minutes CHANHASSEN ECONOMIC DEVELOPMENT COMMISSION REGULAR MEETING APRIL 13, 2021 Chairman Sanford called the meeting to order at 7:00 p.m. MEMBERS PRESENT: Jim Sanford, Kathleen Donovan, and James Ebeling MEMBERS ABSENT: None. STAFF PRESENT: Laurie Hokkanen, City Manager, Jake Foster, Assistant City Manager, and Bob Generous, Senior Planner PUBLIC PRESENT: None. Chairman Sanford requested that agenda items be adjusted to allow City Manager Laurie Hokkanen to present first. Member Ebeling moved, Member Sanford seconded to approve the agenda as amended. All voted in favor and the motion carried unanimously with a vote of 3-0. CITY MANAGER INTRODUCTION: Ms. Hokkanen introduced herself and provided background on her roles with the City of Chanhassen, the City of Victoria, and the City of Plymouth. Chairman Sanford asked if she could provide history on the SouthWest Metro Chamber of Commerce. Ms. Hokkanen stated the SouthWest Metro Chamber of Commerce was formed from another chamber that had dissolved. The Buy Chanhassen group was originally a business council which broke off from the SouthWest Metro Chamber of Commerce due to different outlooks on approvals and how to share revenue. Chairman Sanford stated that he is familiar with the Great Wayzata Area Chamber of Commerce and feels they are effective in bringing businesses together. He expressed desire that the Chambers in Chanhassen react similarly. Chairman Sanford asked if Ms. Hokkanen’s economic development experience in the City of Victoria involved private development parties. Did the city seek developers or did developers approach the city? Economic Development Commission – April 13, 2021 2 Ms. Hokkanen outlined the role of the City of Victoria in development. The City of Victoria was aware of opportunities and made sure business owners knew what those opportunities were and how the businesses could fit into the master plan. The City of Victoria also provided incentives such as grants to help some business owners with development plans. Chairman Sanford stated that the City of Plymouth has a downtown similar to Chanhassen with Highway 55 running through it. What ideas is the City of Plymouth pursuing in regards to their split downtown? Ms. Hokkanen stated that the City of Plymouth is currently working on a “City Center 2.0” plan by identifying parcels that they would like to see have more density, considering 24/7 housing to support restaurants, retail, and entertainment, and enhancing public spaces. She feels, within the next 10-20 years, there will be a change in retail environments and trends in restaurants whether pop ups that the city hosts or venues that attract people. Chairman Sanford asked how the City of Plymouth plans to pay for City Center 2.0. Ms. Hokkanen stated that financing is yet to be solved but would likely include a menu of public/private partnerships, grants, and TIF. The City of Plymouth has made it clear to developers what they would allow in certain areas so that developers are more likely to take a risk knowing what was allowed and how the community and city would respond. Ms. Hokkanen noted Economic Development Commissioners Stephen Stamy and Adam Schafer who have stepped down. The Council will post for these positions and she hopes the Economic Development Commission would give her insight on what type of person would make a good candidate. Member Donovan expressed frustration regarding a disconnect between the City Council and their engagement with the Economic Development Commission. She felt that the Council has not given clear direction on what they want from the Economic Development Commission. Although staff attends meetings, they have had to try and interpret what they think the Council wants. She would like to see the Mayor or Councilmembers attend meetings to offer input, set goals, check on progress, and answer questions to inform the Economic Development Commission's direction. Member Donovan further stated that the Economic Development Commission has been focused on goal setting for the past 18 months and it is frustrating to not move past this step. Member Ebeling agreed that there seemed to be too much time spent on goal setting. He had heard that the presentation Chairman Sanford had given to the Council was not well received. Member Donovan and Member Ebeling expressed concerns with remaining on the Economic Development Commission if no changes were made. Economic Development Commission – April 13, 2021 3 Chairman Sanford agreed that the Council seemed divided on whether there should even be an Economic Development Commission. He received a clear message that there were no available resources. He recently spoke with Mayor Ryan regarding the Strategic Plan which seems more focused on infrastructure. Perhaps Chanhassen is not ready to have an Economic Development Commission or focus economic resources toward this problem? Chairman Sanford asked Member Donovan what type of change she would like to see. Member Donovan stated that Councilmembers could attend meetings to check on what the Economic Development Commission is working on and direct what they would like the Commission to work on. She felt it should be a team effort and there should be goals set and input. She would like to see more engagement and communication from the Council, particularly the Mayor. Chairman Sanford asked Ms. Hokkanen to explain the newly developed liaison program as well as her level of involvement in the Economic Development Commission meetings. Ms. Hokkanen explained that a Councilmember has been appointed to each Commission to make recommendations to the Council, bring Council feedback back to the committee, and act as a point of contact. The expectation was not that the Councilmember would attend the meetings but that is something that could be considered. Ms. Hokkanen stated that Mayor Ryan was planning on attending the May 2021 meeting to discuss the Strategic Plan. Member Donovan stated she had read through the Strategic Plan but she would like more direction on what the Economic Development Commission should focus on - whether it was small businesses, retaining current businesses, attracting new people, as well as what the City has to offer businesses. Even if the Council attended meetings once a quarter for 15 minutes, it would be a chance to talk about progress and challenges and see if the Commission was on track. Ms. Hokkanen asked if the Economic Development Commission were able to accomplish the five items on their 2021 work plan would that be a success? Member Ebeling stated he would be thrilled to get five things accomplished since zero things have been accomplished in the first 18 months. He referenced the projects Ms. Hokkanen had accomplished in the City of Victoria and the City of Plymouth as the types of projects he hopes to see in the City of Chanhassen. He agreed that the City needs more entertainment. He mentioned that the Commission has brought up a business subsidy program but the Council was not amenable to the idea. Perhaps instead of forming more goals, the Commission could develop a business subsidy program by figuring out who would qualify, how the program could be Economic Development Commission – April 13, 2021 4 administered, or if there are grants or loans available. However, if the Council doesn’t want this program, he doesn’t want to spend time on it. Chairman Sanford agreed that there should be more direction on what the role of the Commission is versus staff. Ms. Hokkanen said that the Council was looking at a change to their food truck ordinance to allow more than 15-17 days for food trucks to visit a location. Would the Commission be interested in holding a listening session and public hearing with businesses to gauge their reaction to the proposed change? Member Ebeling liked the idea of hearing from businesses. He enjoys hearing updates from Community Development Director Kate Aanenson on what businesses are interested in Chanhassen. He would like to have more interplay with businesses looking to come into the City or expand in the City. Member Donovan agreed that it would be good to engage with business owners and filter the information they give the Commission for the Council. Ms. Hokkanen stated one of the Commission's five goals was to do a business survey to see where businesses are frustrated with the City. Chairman Sanford asked who would develop the survey, the Council or the Economic Development Commission? Is the role of the Commission only to make recommendations? If nothing happens from these recommendations it is a waste of time. Chairman Sanford spoke about lodging tax for Chanhassen residents who do temporary rentals, such as VRBO. Ms. Hokkanen confirmed that the Commission’s role is to give recommendations to the Council. The Commission can come up with a work plan and the Council agrees or disagrees with them. She stated there could be better communication so that the Commission understands why projects don’t seem to go anywhere as well as an improved timeline to move things forward. Member Donovan addressed Ms. Hokkanen’s question about qualifications for new Commission members. She felt that someone with a creative outlook who thought outside of the box and offered a diverse perspective would be an asset to the Economic Development Commission. Ms. Hokkanen addressed Member Ebeling’s desire to have Top Golf come to Chanhassen. She has spoken with the company and they require a large amount of people to live within 5 miles of their facilities. Currently they are planning to build a location in Bloomington. Economic Development Commission – April 13, 2021 5 Member Ebeling reiterated that Chanhassen could have more entertainment options. Perhaps another curling center would be in demand or a banquet hall. Chairman Sanford added that the Chaska Curling Center needed 400 memberships to break even but they have 1400 members. The Chaska Curling Center can also be used for banquets or weddings so it is a multipurpose facility. Ms. Hokkanen stated that some of the slowdown in processes have been related to COVID-19 and staff turnover. The Council is considering a park referendum, which they have not acted on yet, and they may look to the Economic Development Commission for input on that. Chairman Sanford felt that it would be helpful if a new Commission member was familiar with municipal finances. He would like to understand information on TIF and bonding and how developers finance projects. If the Council vision is focused on infrastructure, then they are not ready for economic development at this point. Chairman Sanford asked Ms. Hokkanen if she would be regularly attending Economic Development Commission meetings. Ms. Hokkanen stated she could attend more meetings and perhaps the new finance director, Kelly Strey, would be more involved as well. ORGANIZATIONAL ITEMS. ADOPTION OF BYLAWS Chairman Sanford reviewed the bylaws. Senior Planner Bob Generous pointed out that the bylaws could be amended to change the length of Commissioner terms to make them all three years. However, if incoming Commission members remained at two-year terms, they would fulfill the terms of the two Commission members who resigned. Member Donovan moved, Member Ebeling seconded to approve the bylaws. All voted in favor and the motion carried unanimously with a vote of 3-0. ELECTION OF CHAIR AND VICE-CHAIR Commission members discussed who should be the Chair and Vice-Chair and elected to wait for new Commission members to come on board. Chairman Sanford agreed to remain as Chairman until that time. Mr. Generous referenced section 6.2 of the bylaws which states: “The Economic Development Commission may suspend any of these rules by a unanimous vote of the members present.” Economic Development Commission – April 13, 2021 6 Member Donovan moved, Member Ebeling seconded to suspend the election of a Chair and Vice-Chair until new Economic Development Commission appointments are made. All voted in favor and the motion carried unanimously with a vote of 3-0. OLD BUSINESS. STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) SUMMARY Mr. Generous asked the Commission to review the materials and note if there was anything missing. NEW BUSINESS. STRATEGIC PLANNING PROCESS DISCUSSION: OBJECTIVES, STRATEGIES, TACTICS, MEASUREMENTS, AND FUNDING Commission members requested to suspend this conversation to a future meeting. Member Ebeling moved, Member Donovan seconded to suspend discussion of Strategic Planning Process Discussion: Objectives, Strategies, Tactics, Measurements, and Funding to a later date. All voted in favor and the motion carried unanimously with a vote of 3-0. ADMINISTRATIVE PRESENTATION. None. CORRESPONDENCE DISCUSSION. CARVER COUNTY SMALL BUSINESS EMERGENCY ASSISTANCE PROGRAM Mr. Generous stated that the list included Chanhassen businesses who were provided assistance. Assistant City Manager Jake Foster added that one of the goals of the Strategic Plan was to improve communication which would include communication with Chanhassen businesses. ADJOURNMENT. Member Donovan moved, Member Ebeling seconded to adjourn the meeting. All voted in favor and the motion carried unanimously with a vote of 3-0. The Economic Development Commission meeting was adjourned at 8:10 p.m. Submitted by Bob Generous Senior Planner Prepared by Kim Meuwissen ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Presentation of City Council Strategic Plan (Verbal) Section NEW BUSINESS Item No: E.1. Prepared By Laurie Hokkanen, City Manager File No:  ATTACHMENTS: 2021 Strategic Plan City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 1 STRATEGIC PLAN FY 2021 – 2024 MARCH 2021 City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 2 March 15, 2021 City of Chanhassen 7700 Market Boulevard P.O. Box 147 Chanhassen, MN 55317 RE: FY 2021-2024 Strategic Plan – City of Chanhassen Dear Mayor Ryan, I am pleased to present the 2021-2024 Strategic Plan and Summary Report to the City of Chanhassen. The plan reflects the organization’s priorities, commitment to measurable results and the delivery of quality services. It has been a pleasure assisting the City of Chanhassen with this important project. You, the City Council, and the senior management displayed clear thinking, dedication and focused effort. I particularly wish to thank Interim City Manager Heather Johnston and Assistant City Manager Jake Foster for their help and support during the process. Craig R. Rapp President 40 East Chicago Avenue #340, Chicago, IL 60611 800-550-0692 • www.craigrapp.com City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 3 TABLE OF CONTENTS Executive Summary 1 Strategic Plan Summary FY 2021-2024 2 Vision, Mission, Values 3 Strategic Planning Process 4 The Current Environment, SWOT 9 Strategic Issues and Challenges 11 Defining Priorities, Outcomes, Targets 12 Implementing the Vision: Strategic Initiatives 15 Strategic Planning Participants 16 City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 1 EXECUTIVE SUMMARY 1 FINANCIAL SUSTAINABILITY 2 ASSET MANAGEMENT 3 DEVELOPMENT & REDEVELOPMENT 4 OPERATIONAL EXCELLENCE 5 COMMUNICATIONS The Plan Five Strategic Priorities From January 2021 through March 2021, the City of Chanhassen engaged in a strategic planning process. The process resulted in a strategic plan covering FY 2021-2024. The plan consists of five strategic priorities — the issues of greatest importance to the City of Chanhassen over the next three years. Associated with each priority is a set of desired outcomes, key outcome indicators, and performance targets, describing expected results and how the results will be measured. The plan also includes strategic initiatives that will be undertaken to achieve the targeted outcomes. The planning effort began with an examination of the operating environment, followed by a SWOT analysis. On February 19-20, 2021, the City Council and senior management team held strategic planning sessions. They developed a set of priorities, key outcomes and performance targets, and outlined draft versions of the organization’s vision, mission and values. Based upon those priorities, the City’s senior management team met on March 9, 2021 to identify a set of strategic initiatives and develop detailed action plans. The strategic priorities, key outcome indicators, performance targets and strategic initiatives are summarized here and on the following page. City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 2 STRATEGIC PLAN SUMMARY 2021–2024City of Chanhassen Financial stability in all funds -Fund balances -Fund policies -Approved budget -Service levels -Fund balance targets, strategy in place 2022 -2024 Fund balance within policy -Core service levels defined by 6/2023 - long-term financial resources aligned with service level by 2024 a)Establish service levels in core operations b)Improve internal control structure c)Adopt financial policies d) Comprehensive 5-year financial plan e)Update financial system f) Departments trained to use financial system Financial policies guide decision making -Financial policies -Financial policies adopted and used to develop annual budget beginning 2022 Financial systems produce timely, accurate and meaningful financial information -Automated processes - Standards and ad-hoc reports -Update Springbrook software by July 2021 -Automate all workflows by 12/2023 -Implement on-line budget process by 12/2021 - Select and implement new financial system by 12/2023 Effective utilization and protection of assets -Industry standards -Approved policies -Meet 2022/2023/2024 targeted metrics a)Comprehensive inventory of assets b) Establish comprehensive capital and asset management and replacement system c) Create integrated maintenance program to support LOS d)Evaluate hiring asset manager Ability to pay for critical assets -Financial balances -Life-cycle costs -Fund sources & strategies in place for critical assets ($100k+) by 7/2023 Assets adequate to support adopted levels of service -Level of service standards - Level of service asset inventory -LOS standards for critical operations adopted by 6/2022 - Minimum asset allocation for critical operations by 6/2023 Diversity in new development -# of units -Sq. ft. -Jobs -Permits -Avienda development completed by 1/2027 -Lift station #32 completed by 2023 -See development activity of at least three types each year a)Reconcile ordinances with Comprehensive Plan Goals b) Review downtown vision plan and identify roadblocks c) Inventory vacant or underutilized buildings d) Review “business friendly” policies, approaches e) Evaluate plan for supportive infrastructure for future development Redevelopment consistent with our vision -# of public-private partnerships -Stakeholder feedback -One CDA project/year -75% decisions supported by key stakeholders New innovative places and spaces -# new ideas - # pilot projects -2 ideas become real projects by 2024 Satisfied workforce -Employee survey results - In 2021, 90% of employees participate in employee survey a)Establish employee engagement and development program b) Conduct a class and comp study, including implementing related supervisor training for employee evaluations c) Develop customer service standards and practices d)Develop complaint tracking system e) Evaluate and conduct efficiency improvement projects A competent workforce -Training standards -Licenses, certifications -12% turnover rate (nonretirement) 2021-2024 - Each employee participates in one job-specific training and one professional development training Improved operational effectiveness , including through the use of technology and innovation -Processing, response, cycle times -Service levels -Complaints -Survey results -Resident satisfaction with targeted services at/above 75% in 2022 community survey -Demonstrated efficiency improvements: 2 departments by 12/2024 Improved understanding of city operations -Survey results (community)- Annually, see increase in % of residents indicating knowledge of city operations a)Establish an external communication plan b) Establish an internal communication plan c)Complete website enhancements d) Develop/deploy community engagement strategy Improved internal communication -Intranet usage stats -Survey results (internal) -Increase satisfaction with internal communication by 25% between 2021-2024 Improved communication with outside organizations -Partner communication -Survey (partners) - 80% of survey respondents indicate good communication with City of Chanhassen by 2024 FinancialSustainability Asset Management Development & Redevelopment Operational Excellence Strategic Priority Desired Outcome Key OutcomeIndicator Target StrategicInitiatives Communications City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 3 OUR VALUES INNOVATION We seek to be innovative, collaborative problem solvers to provide responsive, quality services. RESPECT We believe in people and we strive to treat them with dignity in an equitable and inclusive manner. OUR VISION Chanhassen is a safe, welcoming community with engaged residents, abundant natural amenities and vibrant businesses, supported by valued services that make this a community for life. OUR MISSION Our mission is to serve the public. We do this through the delivery of reliable, cost-effective services designed to provide a safe, sustainable community. STEWARDSHIP We strive to manage transparently the City’s financial investments to provide essential services and protect its valuable assets and natural resources. ENGAGEMENT We seek to provide opportunities for residents to connect with the community, each other and the natural environment. City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 4 STRATEGIC PLANNING PROCESS Strategic planning is a process that helps leaders examine the current state of the organization, determine a desired future state, establish priorities, and define a set of actions to achieve specific outcomes. The process followed by the City of Chanhassen was designed to answer four key questions: (1) Where are we now? (2) Where are we going? (3) How will we get there? (4) What will we do? The process is divided into a development phase and an implementation phase. The full process is depicted below.? Process Initiation – Setting Expectations, Reviewing Current Situation The strategic planning process began with a meeting of the consultant and the City’s senior management team on January 26, 2021. The meeting included a review of strategic planning principles, a discussion of the upcoming planning retreat, an examination of vision, mission and value statements, past strategic planning efforts, and current challenges. The session concluded with a set of recommended principles for the vision, mission and value statements, and a process for conducting the planning retreat. DEVELOPMENT IMPLEMENTATION Where we are Where we’re going How we’ll get there What we’ll do Scan the environment – Conduct internal and external analysis (SWOT) – Develop Strategic Profile– Identify Strategic Challenges Define our Mission – Articulate Core Values– Set a Vision – Establish Goals– Identify Key Intended Outcomes Develop Initiatives – Define Performance Measures– Set Targets and Thresholds –Cascade throughout organization Create Detailed Action Plans –Establish Accountability: Who, What, When – Identify Success Indicators – Provide Resources 1.Where are we now? 2.Where are we going? 3.How will we get there? 4.What will we do? City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 5 Setting Direction: Vision, Value Proposition, Mission, and Values On February 19-20, 2021, the City held a retreat to develop the strategic plan. As they addressed the question of “Where are we now?” the group was challenged to define the current organizational culture and its value proposition—understanding that an organization’s culture, and the value proposition it puts forth provide the foundation for the way in which services are delivered and strategic direction is set. The three value propositions and core cultures are summarized as follows. THREE VALUEPROPOSITIONS Operational Excellence (ex: Wal-Mart, Southwest Airlines) •Deliver quality, price and ease of purchase that no one else can match! Product/Service Leadership (ex: Apple, Google) •The best product/service...period! Customer Intimacy (ex: Nordstrom, Ritz-Carlton) •The best total solution! (acts as a partner with you) FOUR CORE CULTURES Control Culture (example: Military - command and control) Strengths: Systematic, clear, conservative Weaknesses: Inflexible, compliance more important than innovation Competence Culture (ex: Research Lab – best and brightest) Strengths: Results oriented, efficient, systematic Weaknesses: Values can be ignored, human element missing, over planning Collaboration Culture (example: Family-teams) Strengths: Manages diversity well, versatile, talented Weaknesses: Decisions take longer, group think, short-term oriented Cultivation Culture (example: Non-profit/religious group- mission/values) Strengths: Creative, socially responsible, consensus oriented Weaknesses: Lacks focus, judgmental, lack of control City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 6 The group engaged in an extended discussion regarding value proposition, its relationship to organizational culture, and how the City actually operates. It was generally agreed that the City desires to have a customer intimate approach, but that operational excellence has been important and will continue to be important for financial stability. Based upon that understanding, operational excellence was determined to be the primary value proposition, with customer intimacy as a secondary focus. ASSESS CURRENT ENVIRONMENT • Senior Management Review • Previous Plan Status • Vision/Mission/Values • Environment Scan • Stakeholder Engagement IMPLEMENT THE PLAN • Implementation Session - Strategic Initiatives - Action Plans • Refine Details • Final Review, Approval SET PRIORITIES, TARGETS • Strategic Planning Retreat • Operating Environment - Culture, Value Proposition - Internal SWOT • Vision/Mission/Values • Challenges, Priorities • Outcomes, KOI’s, Targets STRATEGIC PLANNING PROCESS City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 7 The group then directed their attention to their mission, vision and values statements. They examined a range of concepts and statements from other cities, spent time reflecting and debating their purpose and their long-term aspirations for the community. A brainstorming process ensued, resulting in the identification of key concepts the group favored for each statement. These were then used by the consultant over the succeeding weeks to create draft statements. The proposed vision, mission and value statements are listed below. MISSION STATEMENT Our mission is to serve the public. We do this through the delivery of reliable, cost-effective services designed to provide a safe, sustainable community. VISION STATEMENT Chanhassen is a safe, welcoming community for all generations with engaged residents, abundant natural amenities and vibrant businesses, supported by valued services that make this a great place to call home. City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 8 VALUES INNOVATION We seek to be innovative, collaborative problem solvers to provide responsive, quality services. RESPECT We believe in people and we strive to treat them with dignity in an equitable and inclusive manner. STEWARDSHIP We strive to manage transparently the city’s financial investments to provide essential services and protect its valuable assets and natural resources. ENGAGEMENT We seek to provide opportunities for residents to connect with the community, each other and the natural environment. ASSESS CURRENT ENVIRONMENT • Senior Management Review • Previous Plan Status • Vision/Mission/Values • Environment Scan • Stakeholder Engagement IMPLEMENT THE PLAN • Implementation Session - Strategic Initiatives - Action Plans • Refine Details • Final Review, Approval SET PRIORITIES, TARGETS • Strategic Planning Retreat • Operating Environment - Culture, Value Proposition - Internal SWOT • Vision/Mission/Values • Challenges, Priorities • Outcomes, KOI’s, Targets STRATEGIC PLANNING PROCESS City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 9 Reviewing the Environment, Setting Strategic Priorities Following the value proposition, vision, mission and value statement discussion, the leadership team continued the process of assessing the operating environment. This was done via a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis--a process that examines the organization’s internal strengths and weaknesses, as well as the opportunities and threats in the external environment. To facilitate this, a SWOT questionnaire was distributed to the City Council and senior staff in advance of the planning session. Using the SWOT data, a small group review process revealed the most frequently mentioned characteristics in each area. STRENGTHS •Good financial stewards (AAA Bond Rating) •Competent and dedicated employees (motivated) •Flexible/adaptable/collaborative (open to change) WEAKNESSES •Lack of investment (On staff, facilities, infrastructure, technology and services) •Planning (Financial,strategic, policies) •Trust (Internal and external) •Develop/redevelopment focus •Staff utilization/leverage •Collaboration (Residents, Stakeholders, neighboring communities) •Long-term visioning/planning OPPORTUNITIES •Lack of trust •Long-term financial planning – infrastructure – budgets •COVID has amplified anxiety and awareness to existing issues •Security of assets THREATS SWOT Analysis City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 10 The group used this information to identify those opportunities that would be helped the most by the organization’s inherent strengths and which external threats were most likely to exacerbate their weaknesses. STRENGTHS LEVERAGING OPPORTUNITIES (Make good things happen) •Development/Redevelopment •Staff utilization •Collaboration •Long-Term planning/visioning WEAKNESSES EXACERBATED BY THREATS (Keep bad things from happening) •Lack of long-term, integrated financial planning and investment •Lack of trust (Council-staff, Community-city) •Poor communication (Silos, internal, to community) •Inadequate information (Poor processes) a community for life City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 11 Following this exercise, the group examined the results, and engaged in additional brainstorming to identify the strategic issues and challenges facing the organization. STRATEGIC ISSUES/CHALLENGES •Effective communication (external, two ways) •Staff utilization and communication •Building trust •Clear vision/visioning (big picture) •Unreasonable expectations – identifying/discussing reality •Long term consolidated planning •Defining levels of service (LOS) •Innovation •Technology (modernize, utilize – security, support) •Infrastructure •Buildings and facilities assets •Reliable internet •Economy •Population Growth •Climate impacts •Staffing/workforce •Development/Redevelopment •Pace of growth •Citizen engagement/education (two-way) •Aging population •Changing demographics •Performance reporting/metrics •Operations Based upon the challenges and issues identified, a facilitated discussion ensued to determine the highest priorities for the strategic planning period. The following priorities emerged as the most important over the next three years. FINANCIAL SUSTAINABILITY ASSET MANAGEMENT DEVELOPMENT & REDEVELOPMENT OPERATIONAL EXCELLENCE COMMUNICATIONS City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 12 Defining the Priorities To clarify the meaning of each priority, the group identified key concepts which were used at the retreat to create guidance, and ultimately will be used to create definitions. FINANCIAL SUSTAINABILITY •Long-term planning, good value, compensation, risk tolerance/ management, investing in current levels of service, revenue management ASSET MANAGEMENT •Traditional underground, buildings, equipment/fleet, technology, parks/land/trails, security, lakes/water DEVELOPMENT & REDEVELOPMENT •Aesthetically pleasing, balanced, planful/mindful, fiscally responsible, value-added, proactive, not reactive, planning, supportive infrastructure, innovation, maintain/support OPERATIONAL EXCELLENCE •Levels of service, work processes, responsiveness, efficiency, workforce: culture, staffing, training, technology support COMMUNICATIONS •Two-way, engagement, balance-don’t overwhelm, strategic, timely, accurate, open, internal, integrated-non-silo Key Outcomes, Indicators, and Targets by Priority Based upon the definitions, the group determined the most important outcomes to be achieved for each priority, defined Key Outcome Indicators (KOI’s), and developed Performance Targets. KOI’s define progress toward desired outcomes. Performance Targets define successful outcomes, expressed in measurable terms. The alignment created between priorities, outcomes and targets is important, not only for clarity, but also for maintaining a disciplined focus on the desired results. City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 13 FINANCIAL SUSTAINABILITY a. Outcome: Financial stability in all fundsKOI: Fund balances and fund policiesTarget: 2022 – Fund balance targets, strategy in place, 2024 – fund balance with policy b. Outcome: Financial policies guide decision makingKOI: Financial policiesTarget: Financial policies adopted and used to develop 2022+ budget c. Outcome: Resources adequate to meet service levels in core operationsKOI: Fund balances, approved budget, service levelsTarget: Core levels of service defined by 6/2023, Long term financial resources service levels alignment by 2024 ASSET MANAGEMENT a. Outcome: Effective utilization of assetsKOI: Industry standards, approved policiesTarget: Meet 2022/2023/2024 targeted metrics b. Outcome: Ability to pay for critical assetsKOI: Financial balances, lifestyle costsTarget: Fund sources & strategies in place for critical assets ($100K+) by 7/2023 c. Outcome: Assets adequate to support adopted levels of serviceKOI: Level of service standards, Level of service asset inventoryTarget: LOS standards for critical operations adopted by 6/2022, Minimum asset allocation for critical operations by 6/2023 DEVELOPMENT & REDEVELOPMENT a.Outcome: Diversity in new neighborhoodKOI: # of units, Sq. ft., Jobs, Permits Target: Avienda development completed by 1/2027, Lift station #32 completed by 2023 b.Outcome: Redevelopment consistent with our visionKOI: # of public-private partnerships, Stakeholder feedbackTarget: One CDA project/year, 75% decisions supported by key stakeholders c.Outcome: New innovative places and spacesKOI: # new ideas, # pilot projectsTarget: 2 ideas become real projects by 2024 City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 14 OPERATIONAL EXCELLENCE a. Outcome: Satisfied workforceKOI: Employee survey resultsTarget: By 2024, 70% employees report being satisfied b. Outcome: A competent workforceKOI: Training standards, licenses, certificationsTarget: 70% of workforce meets standards/certifications, 70% evaluated as exceeding requirements c. Outcome: Improved operational effectivenessKOI: Processing response, cycle times, Service levels, Complaints, Survey resultsTarget: Resident satisfaction with targeted services at/above 75% in 2022 community survey, Demonstrated efficiency improvements: 2 departments by 12/2024 COMMUNICATIONS a. Outcome: Improved understanding of city operationsKOI: Survey results (community)Target: 75% of survey respondents indicate good understanding of city operationsby 2024 b. Outcome: Improved internal communicationKOI: Intranet usage stats, Survey results (internal)Target: Increase satisfaction with internal communication by 25% between 2021-2024 c. Outcome: Improved communication with outside organizationsKOI: Partner communication, Survey (partners)Target: : 75% of survey respondents indicate good communication with City ofChanhassen by 2024 ASSESS CURRENT ENVIRONMENT • Senior Management Review • Previous Plan Status • Vision/Mission/Values • Environment Scan • Stakeholder Engagement IMPLEMENT THE PLAN • Implementation Session - Strategic Initiatives - Action Plans • Refine Details • Final Review, Approval SET PRIORITIES, TARGETS • Strategic Planning Retreat • Operating Environment - Culture, Value Proposition - Internal SWOT • Vision/Mission/Values • Challenges, Priorities • Outcomes, KOI’s, Targets STRATEGIC PLANNING PROCESS City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 15 Implementing the Vision – Developing Strategic Initiatives and Action Plans To successfully address the strategic priorities and achieve the intended outcomes expressed in the performance targets, it is necessary to have a focused set of actions, including detailed implementation steps to guide organizational effort. The City of Chanhassen will accomplish this through a set of strategic initiatives. Strategic initiatives are broadly described, but narrowly focused activities that are aligned with the priorities, and targeted to the achievement of outcomes expressed in the Targets. On March 9, 2021 senior staff met to identify strategic initiatives. Following this session, staff teams worked to develop detailed action plans for each initiative. Financial Sustainability •Establish service levels in core operations •Improve internal control structure •Adopt financial policies •Comprehensive 5-year financial plan •Update financial system •Departments trained to use financial system Asset Management •Comprehensive inventory of assets •Establish comprehensive capital and asset management and replacement system •Create integrated maintenance program to support LOS •Evaluate hiring asset manager Development & Redevelopment •Reconcile ordinances with 2040 Comprehensive Plan Goals •Review downtown vision plan and identify roadblocks •Inventory vacant or underutilized buildings •Review “business friendly” policies, approaches •Evaluate plan for supportive infrastructure for future development Operational Excellence •Establish employee engagement and development program •Conduct a class and comp study •Develop customer service standards and practices •Develop complaint tracking system •Evaluate and conduct efficiency improvement projects Communications •Establish an external communication plan •Establish an internal communication plan •Complete website enhancements •Develop/deploy community engagement strategy City of Chanhassen Strategic Plan FY 2021 – 2024 | March 2021 16 STRATEGIC PLANNING PARTICIPANTS The strategic plan was developed with the hard work and dedication of many individuals. The City Council led the way, taking time out their schedules to commit to long-term thinking. They defined a direction and a set of outcomes that are important to the citizens, businesses and stakeholders with whom they partner and serve. The City’s senior staff supported the City Council and offered challenges to conventional thinking. MAYOR AND CITY COUNCIL Elise Ryan, Mayor Dan Campion, Councilmember Jerry McDonald, Councilmember Lucy Rehm, Councilmember Haley Schubert, Councilmember SENIOR STAFF Laurie Hokkanen, City Manager Heather Johnston, Interim City Manager* Jake Foster, Assistant City Manager Kate Aanenson, Community Development Director Charlie Howley, Public Works Director/City Engineer Don Johnson, Fire Chief Lance Pearce, Lieutenant – Carver County Sheriff’s Office Rick Rice, IT Manager Jerry Ruegemer, Park and Recreation Director Kelly Strey, Finance Director *Preliminary and follow-up planning ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Review Food Truck Ordinance Section NEW BUSINESS Item No: E.2. Prepared By Bob Generous, Senior Planner File No:  SUMMARY The city is considering permitting food trucks in all zoning districts.  The EDC is being asked to review  comments from the business community.  A flyer was distributed to Chanhassen restaurants, the Buy Chanhassen group and the Southwest Chamber of Commerce. BACKGROUND With Chanhassen Brewery opening, they have requested that the City consider permitting food trucks.   Currently under a special event permit, food trucks are permitted for a limited number of days.  Food trucks would be permitted in all zoning districts with standards in the proposed draft  ordinance. The special event permits will remain the same, but the food truck ordinance will allow food trucks more opportunities to be in the city.  DISCUSSION City Code currently regulates mobile food vendors: Prohibits sales from public streets. Section 10­148 (e) Peddlers, such as ice cream sales, that sell from a motor vehicle where the customer comes to the motor vehicle to make a purchase may not solicit sales on public or private streets, roads or highways, or any other roadways. City Code allows food trucks in conjunction with a temporary, seasonal or special event: Section 20­964  Temporary outdoor events, sidewalk sales, seasonal sales and special events permits food trucks in conjunction with a Temporary Outdoor Event, which is limited to 15 days per year, a Seasonal Sales permit, limited to a specific season with a maximum duration of 120 days and three sales per year per site (such as pumpkin sales, farmers markets, garden centers), and Special Events, which have a seven­day limit. All other food truck activity is prohibited in the City. RECOMMENDATION Staff is requesting the the Economic Development Commission take input on the mobile vending performance standards and provide comments to forward to the Planning Commission and City Council. ECONOMIC DEVELOPMENTCOMMISSION STAFF REPORTTuesday, May 11, 2021SubjectReview Food Truck OrdinanceSectionNEW BUSINESS Item No: E.2.Prepared By Bob Generous, Senior Planner File No: SUMMARYThe city is considering permitting food trucks in all zoning districts.  The EDC is being asked to review  commentsfrom the business community.  A flyer was distributed to Chanhassen restaurants, the Buy Chanhassen group and theSouthwest Chamber of Commerce.BACKGROUNDWith Chanhassen Brewery opening, they have requested that the City consider permitting food trucks.   Currentlyunder a special event permit, food trucks are permitted for a limited number of days.  Food trucks would be permittedin all zoning districts with standards in the proposed draft  ordinance. The special event permits will remain the same,but the food truck ordinance will allow food trucks more opportunities to be in the city. DISCUSSIONCity Code currently regulates mobile food vendors:Prohibits sales from public streets.Section 10­148 (e)Peddlers, such as ice cream sales, that sell from a motor vehicle where the customer comes to the motor vehicle tomake a purchase may not solicit sales on public or private streets, roads or highways, or any other roadways.City Code allows food trucks in conjunction with a temporary, seasonal or special event:Section 20­964  Temporary outdoor events, sidewalk sales, seasonal sales and special events permits food trucks inconjunction with a Temporary Outdoor Event, which is limited to 15 days per year, a Seasonal Sales permit, limited toa specific season with a maximum duration of 120 days and three sales per year per site (such as pumpkin sales,farmers markets, garden centers), and Special Events, which have a seven­day limit.All other food truck activity is prohibited in the City.RECOMMENDATION Staff is requesting the the Economic Development Commission take input on the mobile vending performance standards and provide comments to forward to the Planning Commission and City Council. ATTACHMENTS: Food Truck Safety Flyer Draft Ordinance Philly Cheesesteaks Brick Oven Brick OvenBrick Oven 10 ft 10 ft 10 ft Building Fire Department Access Interior View Exterior View Propane ContainerPlan View Solid Fuel Use NOTE: Inspect all gas systems prior to each use. OD OA G7a G7b P2 F5 P1 F3/3a F1a/b OB G4 OC G5 G1 G8a-d F4a-d SA-SF P4-P8 G3 G3 G2 G8 F2 G6 OB OA P3 FACT SHEET FOOD TRUCK SAFETY © 2020 National Fire Protection Association NFPA code references are provided at the end of each item. The red keys correspond to the NFPA food truck safety diagram. For more detailed information, see NFPA 1 and Chapter 17 in NFPA 96. General Safety Checklist ❑ Obtain license or permits from the local authorities. [1:1.12.8(a)] G1 ❑ Ensure there is no public seating within the mobile food truck. [1:50.8.3.2] G2 ❑ Check that there is a clearance of at least 10 ft away from buildings, structures, vehicles, and any combustible materials. [96:17.2] G3 ❑ Verify fire department vehicular access is provided for fire lanes and access roads. [1:18.2.4] G4 ❑ Ensure clearance is provided for the fire department to access fire hydrants and access fire department connections. [1:13.1.4; 1:13.1.5] G5 ❑ Check that appliances using combustible media are protected by an approved fire extinguishing system. [96:10.1.2] G6 ❑ Verify portable fire extinguishers have been selected and installed in kitchen cooking areas in accordance with NFPA 10. [96:10.9] G7a ❑ Where cooking appliances that use solid fuel, such as charcoal or wood, produce grease-laden vapors, make sure the appliances are protected by listed fire-extinguishing equipment. [96:15.7.1] G7b ❑ Ensure that workers are trained in the following: [96:17.10]: G8 ❑ Proper use of portable fire extinguishers and extinguishing systems [96:17.10.1(1)] G8a ❑ Proper method of shutting off fuel sources [96:17.10.1(2)] G8b ❑ Proper procedure for notifying the local fire department [96:17.10.1(1)] G8c ❑ Proper procedure for how to perform simple leak test on gas connections [96:17.10.1(5)] G8d NOTE: This information is provided to help advance safety of mobile and temporary cooking operations. It is not intended to be a com- prehensive list of requirements for mobile and temporary cooking operations. Check with the local jurisdiction for specific requirements. This safety sheet does not represent the official position of the NFPA or its Technical Committees. The NFPA disclaims liability for any personal injury, property, or other damages of any nature whatsoever resulting from the use of this information. For more information, go to nfpa.org/foodtrucksafety. © 2020 National Fire Protection Association / November 2020 FACT SHEET Fuel & Power Sources Checklist ❑ Verify that fuel tanks are filled to the capacity needed for uninterrupted operation during normal operating hours. [1:10.14.11.1 for carnivals only] F1a ❑ Ensure that refueling is conducted only during non-operating hours. [96:17.8.3] F1b ❑ Check that any engine-driven source of power is separated from the public by barriers, such as physical guards, fencing, or enclosures. [96:17.5.2.2] F2 ❑ Ensure that any engine-driven source of power is shut down prior to refueling from a portable container. [1:10.15.4] F3 ❑ Check that surfaces of engine-driven source of power are cool to the touch prior to refueling from a portable container. F3a ❑ Make sure that exhaust from engine-driven source of power complies with the following: F4 ❑ At least 12 ft in all directions from openings and air intakes [96:17.5.2.3(1)] F4a ❑ At least 12 ft from every means of egress [96:B.13] F4b ❑ Directed away from all buildings [96:17.5.2.3(2)] F4c ❑ Directed away from all other cooking vehicles and operations [96:17.5.2.3(3)] F4d ❑ Ensure that all electrical appliances, fixtures, equipment, and wiring complies with the NFPA 70®.[96:17.8.1] F5 Propane System Integrity Checklist ❑ Check that the main shutoff valve on all gas containers is readily accessible. [58:6.26.4.1(3)] P1 ❑ Ensure that portable gas containers are in the upright position and secured to prevent tipping over. [58:6.26.3.4] P2 ❑ Inspect gas systems prior to each use. [96:17.7.2.3] P3 ❑ Perform leak testing on all new gas connections of the gas system. [58:6.16; 58:6.17] P4 ❑ Perform leak testing on all gas connections affected by replacement of an exchangeable container. [58:6.16; 58:6.17] P5 ❑ Document leak testing and make documentation available for review by the authorized official. [58:6.26.5.1(M)] P6 ❑ Ensure that on gas system piping, a flexible connector is installed between the regulator outlet and the fixed piping system. [58:6.26.5.1(B)] P7 ❑ Where a gas detection system is installed, ensure that it is tested monthly. [96:17.7.2.2] P8 Operational Safety Checklist ❑ Do not leave cooking equipment unattended while it is still hot. (This is the leading cause of home structure fires and home fire injuries.) OA ❑ Operate cooking equipment only when all windows, service hatches, and ventilation sources are fully opened. [96:12.1.1] OB ❑ Close gas supply piping valves and gas container valves when equipment is not in use. [58:6.26.8.3] OC ❑ Keep cooking equipment, including the cooking ventilation system, clean by regularly removing grease. [96:12.4] OD Solid Fuel Safety Checklist (Where Wood, Charcoal, Or Other Solid Fuel Is Used) ❑ Fuel is not stored above any heat-producing appliance or vent. [96:15.9.2.2] SA ❑ Fuel is not stored closer than 3 ft to any cooking appliance. [96:15.9.2.2] SB ❑ Fuel is not stored near any combustible flammable liquids, ignition sources, chemicals, and food supplies and packaged goods. [96:15.9.2.7] SC ❑ Fuel is not stored in the path of the ash removal or near removed ashes. [96:15.9.2.4] SD ❑ Ash, cinders, and other fire debris should be removed from the firebox at regular intervals and at least once a day. [96:15.9.3.6.1] SE ❑ Removed ashes, cinders, and other removed fire debris should be placed in a closed, metal container. [96:15.9.3.8.1] SF FOOD TRUCK SAFETY CONTINUED Learn More � Get free digital access to NFPA codes and standards at: nfpa.org/docinfo � Read the latest news and updates at: nfpa.org/foodtrucksafety � Review the following and other NFPA resources at: nfpa.org • NFPA 1, Fire Code, 2021 Edition • NFPA 1 Fire Code Handbook, 2021 Edition • NFPA 10, Standard for Portable Fire Extinguishers, 2018 Edition • NFPA 58, Liquefied Petroleum Gas Code, 2020 Edition • LP-Gas Code Handbook, 2020 Edition • NFPA 70®, National Electrical Code®, 2020 Edition • National Electrical Code® Handbook, 2020 Edition • NFPA 96, Standard for Ventilation Control and Fire Protection of Commercial Cooking Operations, 2021 Edition • NFPA 96: Standard for Ventilation Control and Fire Protection of Commercial Cooking Operations Handbook, 2017 Edition FOOD TRUCKS IN CHANHASSEN The Economic Development Commission will discuss potential changes to the City of Chanhassen’s food truck ordinances on Tuesday, May 11, 2021, 7pm IN THE COUNCIL CHAMBERS AT CHANHASSEN CITY HALL Zoom attendance optional. Registration required. Zoom link: https://tinyurl.com/32p3uduw Questions/Comments please contact Bob Generous at bgenerous@ci.chanhassen.mn.us Chapter 10 Article IV: Peddlers, solicitors, and transient merchants. Section 20 - 964: Temporary outdoor events, sidewalk sales, seasonal sales, and special events. WE WANTTO HEARFROM YOU Chanhassen, Minnesota - Code of Ordinances Chapter 20 - ZONING ARTICLE XXIII. - GENERAL SUPPLEMENTAL REGULATIONS DIVISION 2. - PERFORMANCE STANDARDS Secs. 20-972 (a) Purpose and Intent. Tis he purpose and intent of this section is to provide conditions under which certain Mobile food vending allowed while ensuring a minimum negative impact to neighboring land uses. (b) General Requirements. (1) Mobile Food Vending. A mobile food vending operation (food truck) is defined as a self- contained vehicle or trailer that is readily movable without disassembling, and is used to prepare and serve food. All mobile food venders shall be subject to the following conditions: a. At all locations, the vendor must have written permission from the property owner. b. The vendor shall comply with all other applicable provisions of the City Code, including, but not limited to, those regulations regarding parking, signage, lighting, and sound. c. The vending operation shall comply with the National Fire Protection Association Food Truck Safety Standards. d. Mobile Food Vendors shall be approved by the Minnesota Department of Health and/or the Minnesota Department of Agriculture. A certificate indicating approval shall be posted and current MNDOT # posted. e. All current business licenses, DOT number, and required state labor posters should be visible. f. Vendors must park in a designated parking lot and must not impede normal traffic flow. The vehicle must be located on paved surfaces, but not on parking stalls (unless it has been proven that the business does not need those spaces) and not on any street, alley, sidewalk, or boulevard. The vending operation may not block sidewalks or drive aisles, impede pedestrian or vehicular traffic, or interfere with public safety. g. Mobile food vendors must be located at least 10 feet from all principal and accessory structures as well as five feet from side and rear yard property lines. h. Overnight parking and storage by the vendor is prohibited. The vendor must vacate the location when not engaging in vending operations. Hours of vending operation are limited to 8:00 a.m. to 10:00 p.m. Vending operations on properties located in Residential Zoning Districts are limited to an eight-hour time period. i. The vending operation shall be located on an impervious surface unless unique circumstances cause the operation to be located on a pervious surface. j. The vendor must provide and remove trash and recycling receptacles for customer use and keep the site in a neat and orderly fashion. The vending location must be kept free from litter, refuse, debris, junk or other waste which results in offensive odors or unsightly conditions. The vendor shall be responsible for all litter and garbage left by customers. k. Vending operations on properties located in Residential Zoning Districts must limit sales to the property owner and other private parties associated with the private event. The vending operation shall not serve the general public unless a special event permit is approved by the City. l. The placement, duration, or any other applicable requirements for operation under this section may be superseded by the provisions of an approved special event permit. m. A vendor that violates any provision of this section, in addition to any other remedy provided under this Code, the City Manager or his/her designee may revoke prohibit such vendor from operation in the for a period not exceeding 13 months from the date of such violation for properties in Residential Zoning Districts and not exceeding 30 days from the date of such violation for properties in all other zoning districts ECONOMIC DEVELOPMENT COMMISSION STAFF REPORT Tuesday, May 11, 2021 Subject Email from Elise Durbin dated 04­14­2021 Section CORRESPONDENCE DISCUSSION Item No: F.1. Prepared By File No: