Agenda and PacketAGENDA
CHANHASSEN ECONOMIC DEVELOPMENT COMMISSION
TUESDAY, JUNE 8, 2021, 7:00 PM
CITY COUNCIL CHAMBERS, 7700 MARKET BOULEVARD
A.7:00 P.M. CALL TO ORDER
B.APPROVAL OF MINUTES
1.Approve Economic Development Commission Minutes dated May 11, 2021
C.OLD BUSINESS
1.Business Feedback Survey Discussion
D.NEW BUSINESS
1.Presentation of City Council Strategic Plan (Verbal)
E.ADMINISTRATIVE PRESENTATIONS
F.CORRESPONDENCE DISCUSSION
1.CDA Community and Economic Development Updates May 14, 2021
G.ADJOURNMENT
ECONOMIC DEVELOPMENT
COMMISSION STAFF REPORT
Tuesday, June 8, 2021
Subject Approve Economic Development Commission Minutes dated May 11, 2021
Section APPROVAL OF MINUTES Item No: B.1.
Prepared By Kim Meuwissen, Office Manager File No:
ATTACHMENTS:
Summary Minutes
CHANHASSEN ECONOMIC
DEVELOPMENT COMMISSION
REGULAR MEETING
MAY 11, 2021
Chairman Sanford called the meeting to order at 7:00 p.m.
MEMBERS PRESENT: Jim Sanford, Kathleen Donovan, James Ebeling, Eric Anderson, and
David Kressler
MEMBERS ABSENT: None.
STAFF PRESENT: Jake Foster, Assistant City Manager and Bob Generous, Senior Planner
PUBLIC PRESENT:
Jessica Pettingill Cafe Thyme
Matt Rosati Chanhassen Brewery
James Gordon Dog Park Gourmet Hot Dogs
Michele Harvet Resident
Steve Zumbusch The Garden By The Woods
Joor Schultz Soup du Joor
Senior Planner Generous stated the discussion on the Strategic Plan would be postponed to the
June meeting. A discussion on a feedback survey for businesses was added to the agenda.
Member Anderson moved, Member Donovan seconded to approve the agenda as amended.
All voted in favor and the motion carried unanimously with a vote of 5 to 0.
APPROVAL OF MINUTES
APPROVE ECONOMIC DEVELOPMENT COMMISSION MINUTES DATED MARCH
9, 2021 AND APRIL 13, 2021
Member Donovan moved, Member Kressler seconded to approve the Minutes of the
Economic Development Commission meetings dated March 9, 2021 and April 13, 2021 as
presented. All voted in favor and the motion carried unanimously with a vote of 5 to 0.
ORGANIZATIONAL ITEMS.
ELECTION OF CHAIR AND VICE-CHAIR
Chair Sanford explained to new Economic Development Commission members, Eric Anderson
and David Kressler, that their terms would be one year longer than the current Commission
Economic Development Commission – May 11 , 2021
2
Members. The Economic Development Commission bylaws must be approved each year and a
Chair and Vice-Chair elected.
Member Donovan moved, Chair Sanford seconded to appoint Eric Anderson as Chair of
the Economic Development Commission. All voted in favor and the motion carried
unanimously with a vote of 5 to 0.
Member Kressler moved, Member Donovan seconded to appoint James Ebeling as Vice-
Chair of the Economic Development Commission. All voted in favor and the motion
carried unanimously with a vote of 5 to 0.
OLD BUSINESS. None.
NEW BUSINESS.
REVIEW FOOD TRUCK ORDINANCE
Senior Planner Generous stated that the City had distributed flyers to local restaurants in
Chanhassen asking for input on a proposed food truck ordinance amendment but had not
received any response.
Currently, the food truck ordinance does not allow food trucks on any public streets and they are
only allowed as part of a temporary or special event. The proposed change would allow food
trucks on any property, provided the owner has given permission, and the truck must be parked
on an “improved surface”. The ordinance amendment was requested by Chanhassen Brewery.
The ordinance was assembled from various other city ordinances pertaining to food trucks.
Chair Anderson asked what the City is looking for from the Economic Development
Commission.
Mr. Generous asked the Commission to take a look at the ordinance and take comments from the
public. The ordinance will go to the Planning Commission as part of a Public Hearing process
where public comment will also be reviewed before it goes to the Council to approve or deny.
Assistant City Manager Foster directed those who wanted to speak via Zoom.
Jessica Pettingill, owner of Cafe Thyme, stated her business is two years old; however, they are
recovering from loss of business due to COVID-19. She would like the City to wait 1-2 years
before changing the food truck regulations until local Chanhassen businesses have been able to
recover.
Member Donovan asked Ms. Pettingill if the Chanhassen Brewery has discussed food sales with
Cafe Thyme.
Economic Development Commission – May 11 , 2021
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Ms. Pettingill explained that they do not have a contract but have been providing delivery service
to Chanhassen Brewery.
Member Donovan asked Mr. Generous if other businesses have expressed a desire to have fewer
regulations on food trucks.
Mr. Generous stated that there have been calls from food trucks asking for Chanhassen licensing
requirements but food trucks are currently only allowed as part of an event.
Member Kressler asked Ms. Pettingill if she was concerned that she would experience a loss in
business if food trucks were allowed more often.
Ms. Pettingill felt that people would come to Chanhassen only for a particular food truck but not
to eat at other local restaurants. She suggested that perhaps it should be limited to only
Chanhassen-based food trucks and not food trucks from outside the community.
Matt Rosati, owner of Chanhassen Brewery, stated that under the current ordinance, his business
can apply for 15 temporary event permits and 4 special events per year. He hopes to bring food
trucks and bands to the brewery which would quickly go through the allowed permits. He would
like to change the ordinance to allow food trucks outside of special events.
Under the current model, the brewery would have to pay for a permit and the food truck would
have to pay for a permit but whatever the food truck makes they keep. His goal is not to reduce
patronage to local restaurants but to get people to frequent his brewery by providing food and
bands.
Member Donovan asked if permits should be seasonal.
Chair Anderson asked if there were concerns about parking.
Mr. Rosati stated that he is currently working with the City on parking. He is looking to extend
his patio area which would allow for a spot to put a food truck or outdoor games.
Mr. Rosati would prefer if the ordinance no longer tied food trucks to special events. He felt that
food trucks should pay for a one-time or seasonal permit.
James Gordon, owner of Dog Park Gourmet Hot Dogs, stated that he has served food at
breweries and at events throughout Minnesota. He stated that food trucks from outside
Chanhassen are not paying rent but Chanhassen food trucks are paying rent. He operates a food
cart rather than a truck which has fewer regulations and comes to a location by invitation.
Michele Harvet, Chanhassen resident, supported allowing food trucks to operate outside of
special events.
Economic Development Commission – May 11 , 2021
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Mr. Generous stated that a survey on the City website regarding the Mobile Food Vending
ordinance received three comments in support of the ordinance allowing food trucks with a
common refrain of “let food trucks in.”
Steve Zumbusch, resident and representative of The Garden By The Woods, stated he was in
favor of bringing more food trucks in. The Garden By The Woods has tried to get food trucks in
but, due to parking limitations, has not had a good response. He would like to see adjustments in
parking regulations. He feels that more competition encourages existing businesses to do things
to a higher standard.
Mr. Generous stated he would look into past requests by The Garden By The Woods to see why
permits were denied.
Member Ebeling asked if The Garden By The Woods has looked into partnering with restaurants
to supply food for events.
Mr. Zumbusch explained that people come to events that The Garden By The Woods holds
looking to walk past and grab something to eat and move on. In a brewery, they might sit down
for 5-10 minutes to wait for food.
Joor Schultz, owner of Soup du Joor, has operated a food truck for three years. She spoke about
the history of the food truck ordinance in Chanhassen. She currently holds permits and licenses
within eight different cities and travels to breweries and wineries. Most breweries have food
trucks on Friday and Saturday evenings. She felt that the proposed ordinance should be passed
and food trucks shouldn’t be allowed to pull up at a park and start selling. If they receive
permission from a location, they should be able to sell at a specific date and time.
The cities she has worked with charge an annual permit fee between $0 and $150 per year. Her
food truck has high insurance coverage and is licensed by the Minneapolis Department of
Health. Within other cities, if the food truck goes to a private event there is no special permit
required since the event is not publicly posted and does not draw traffic. If an event is held at a
brewery, it would drive traffic so other cities require a permit.
Chair Anderson asked if there were issues with parking at locations where Ms. Schultz brings her
food truck.
Ms. Schultz stated she has never had a parking issue. She typically has a designated spot at the
breweries she works at. Her truck is 14 feet long but the average truck may be 20 feet long. She
uses an electrical outlet outside of the building but other food trucks may run on propane or a
generator.
Chair Anderson asked about parking at a private residence.
Economic Development Commission – May 11 , 2021
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Ms. Schultz stated that rules about private residences depend on the city. Sometimes she is
required to be within the driveway of the person who has hired her. She meets with them prior to
the event to review the site and discuss electricity. She would avoid soft or muddy surfaces, such
as a lawn, where the truck may sink in, but other types of hard surfaces would work and are not
regulated by the Minnesota Department of Health.
Member Donovan stated she has empathy for small businesses but believes in competition. She
feels that patrons of the Chanhassen Brewery would still have access to local restaurant menus to
choose from. She appreciates the suggestion of only allowing Chanhassen food trucks. Could
there be a different fee structure for local food trucks versus ones from outside Chanhassen?
Member Donovan felt that parking should be addressed on a case-by-case basis and the size of
the food truck may also need to be considered.
Member Ebeling was in favor of allowing more food trucks. Perhaps the number of days could
be restricted or local restaurants could provide food on weekdays and food trucks on weekends.
He also wondered if “special event” should be redefined or the number of allowed days changed.
Mr. Generous stated that the Economic Development Commission was the first to look at the
ordinance and it has not yet been reviewed by the City Attorney.
Member Sanford stated that the definition of mobile food vending does not match between the
proposed ordinance and Minnesota State Statute. He is concerned about parking issues and
questions the need for impervious surfaces. He feels that trucks should have a designated parking
area and food trucks should be allowed to service residential and commercial clients.
Chair Anderson asked Mr. Generous about food trucks for a residential client.
Mr. Generous stated that the food truck cannot be parked within the public right-of-way.
Member Sanford felt that section “f” of the General Requirements on the proposed ordinance
was awkward which states “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).” He asked what
the circumstances for proving that the business does not need those spaces would be. He would
like to see the ordinance less regulated.
Chair Anderson stated that most cities are getting away from heavy parking ratios. He asked if
there could be some sort of trigger in the event they take up parking and there are repeat
complaints from neighboring businesses.
Mr. Sanford stated that money from permits could be used to fund subsidies. He also questioned
if food trucks are allowed in public spaces, for example, at a softball game.
Economic Development Commission – May 11 , 2021
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Mr. Sanford added that a Restaurant Revitalization Fund has been established and is
administered through the U.S. Small Business Administration. Applications for grants opened
this week.
Member Donovan left the meeting at 8:16 p.m.
Member Kressler stated that Chanhassen needs this type of activity and he hopes there is a way
to allow more flexibility in the process to get food trucks into Chanhassen.
Mr. Gordon added a concern regarding peddlers who are not homeless or in need aggressively
approaching residents and businesses.
Member Kressler continued that food trucks should be allowed at private events.
Mr. Sanford read a portion of the proposed ordinance “Vending operations on properties located
in Residential Zoning Districts must limit sales to the property owner and other private parties”.
Chair Anderson recommended looking into ways to manage right-of-way parking permits to
allow food trucks to park on public streets.
The Economic Development Commission members discussed their recommendations.
Member Sanford recommended in the following paragraph “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).” striking “not on parking stalls (unless it has been proven that the business
does not need those spaces).
Chair Anderson asked staff to conduct a survey of other cities in the Twin Cities area to find out
their food truck fees and not put Chanhassen fees at the top end of the spectrum.
Member Sanford moved, Chair Anderson seconded to recommend the proposed ordinance
amendment to Chapter 20, Secs. 20-972 as written with the following suggested changes:
1. Food trucks allowed and not limited to individual Chanhassen residents or
businesses.
2. Relaxation of parking requirements including definition of impervious surfaces,
consideration for vehicle weight restrictions, and access of public safety vehicles.
3. Annual permits required for all food trucks and permit fees going back into
economic development.
4. Allowing food trucks to park on city streets on a case-by-case basis by permit.
5. Penalty and revocation of permit issuance for up to 13 months for violations.
6. Definitions should follow State Statutes.
Economic Development Commission – May 11 , 2021
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7. Removal of the statement in paragraph f: “not on parking stalls (unless it has been
proven that the business does not need those spaces).”
All voted in favor and the motion carried unanimously with a vote of 4 to 0.
BUSINESS SURVEY
Senior Planner Generous asked the Economic Development Commission about their goals for
conducting a business survey. Who do they want to ask the questions of?
Member Ebeling responded that the Commission hoped to hear from business owners as well as
potential developers.
Member Sanford added that he would like to determine how the City is perceived. Is the City
difficult to deal with or do they make the process of developing in Chanhassen easy? He would
like to see more small businesses and more variety in the types of businesses who come to the
City. He would like to see a plan on whom to bring to the City and how to incentivize them.
Chair Anderson stated that he has participated in discussions between developers and Planning
Commissions regarding what a developer wants to see but developers don’t want to share that
information with their competitors.
The City does not currently have an Economic Development Coordinator.
Member Sanford stated that it would be helpful to involve the City Manager and Mayor in this
discussion. Who is going to be designated to make these type of connections with businesses?
The City needs to be allies with businesses and developers and, if the City is perceived as a
problem, they need to change that perception.
Member Sanford added, what do businesses need from the City and Economic Development
Commission? There may need to be a different survey for restaurants.
Chair Anderson suggested the City reach out to some of the businesses in town to ask what the
best venue for collecting information would be.
Mr. Generous added that the City is in the process of hiring a Communications Manager.
Mr. Generous asked the Commission at what point of interaction the City should conduct this
survey. When they fill out a building permit?
Member Sanford stated there may be two types of survey. One could address “how did this
process go?” and the other would determine what businesses are looking for from the City.
Economic Development Commission – May 11 , 2021
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Chair Anderson suggested the Commission may need to consult experts for advice on the
development process in Chanhassen.
The Economic Development Commission decided to table the discussion until the City Manager
and Mayor could participate in discussions.
Assistant City Manager Foster added that the City recently signed onto a survey service called
FlashVote. Perhaps this tool could be used to conduct short, non-targeted surveys of residents.
CORRESPONDENCE DISCUSSION.
EMAIL FROM ELISE DURBIN DATED 04-14-2021
ADJOURNMENT.
Member Sanford moved, Member Ebeling seconded to adjourn the meeting. All voted in
favor and the motion carried unanimously with a vote of 4-0. The Economic Development
Commission meeting was adjourned at 8:45 p.m.
Submitted by Bob Generous
Senior Planner
Prepared by Kim Meuwissen
Office Manager
ECONOMIC DEVELOPMENT
COMMISSION STAFF REPORT
Tuesday, June 8, 2021
Subject Business Feedback Survey Discussion
Section OLD BUSINESS Item No: C.1.
Prepared By Bob Generous, Senior Planner File No:
SUMMARY
The Economic Development Commission will discuss the business feedback survey.
ECONOMIC DEVELOPMENT
COMMISSION STAFF REPORT
Tuesday, June 8, 2021
Subject Presentation of City Council Strategic Plan (Verbal)
Section NEW BUSINESS Item No: D.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, June 8, 2021
Subject CDA Community and Economic Development Updates May 14, 2021
Section CORRESPONDENCE DISCUSSION Item No: F.1.
Prepared By File No:
ATTACHMENTS:
CDA Community and Economic Development Updates