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Agenda and PacketAGENDA PARK AND RECREATION COMMISSION TUESDAY, MAY 25, 2021, 7:00 P.M. CHANHASSEN RECREATION CENTER, 2310 COULTER BOULEVARD A.7:00 P.M. ­ CALL TO ORDER B.ROLL CALL C.APPROVAL OF AGENDA Commissioners may add or delete items at this time. D.PUBLIC ANNOUNCEMENTS E.VISITOR PRESENTATIONS Commission Procedures allow for presentations from the audience at this time.  If a motion is required, the item will be forwarded to the next available agenda to allow for publication and review prior to consideration. F.APPROVAL OF MINUTES 1.Approve Park & Recreation Minutes dated April 27, 2020 G.NEW BUSINESS 1.2021­2024 Strategic Plan Update H.OLD BUSINESS I.REPORTS 1.Introduction of 2021 Old National Bank Summer Concert Series 2.2021 Summer Programs 3.2021 Lake Ann Park Summer Programs J.COMMISSION MEMBER COMMITTEE REPORTS K.COMMISSION MEMBER PRESENTATIONS L.ADMINISTRATIVE PACKET M.ADJOURNMENT PARK AND RECREATION COMMISSION STAFF REPORT Tuesday, May 25, 2021 Subject Approve Park & Recreation Minutes dated April 27, 2020 Section APPROVAL OF MINUTES Item No: F.1. Prepared By Name, Department/Position File No:  ATTACHMENTS: Summary Minutes CHANHASSEN PARK AND RECREATION COMMISSION REGULAR MEETING MINUTES April 27, 2021 Park and Recreation Director Jerry Ruegemer called the meeting to order at 7:02 p.m. via Zoom. MEMBERS PRESENT: Karl Tsuchiya, Sandy Sweetser, Matt Kutz, Jim Peck, Heather Markert, Don Vasatka, and Scott Fischer MEMBERS ABSENT: Youth Commissioner Chaehyun Lee STAFF PRESENT: Jerry Ruegemer, Park and Recreation Director, Priya Tandon, Recreation Supervisor, Mitchell Czech, Recreation Supervisor, and Adam Beers, Park Superintendent PUBLIC PRESENT: None. ROLL CALL NOMINATION AND APPOINTMENT OF 2021/22 CHAIR AND VICE-CHAIR Mr. Ruegemer asked for nominations for Chair and Vice-Chair. Commissioner Kutz moved, Commissioner Sweetser seconded to appoint Karl Tsuchiya as Chair of the Park and Recreation Committee. All voted in favor and the motion carried unanimously with a vote of 5 to 0. Commissioner Peck had technical difficulties. Commissioner Tsuchiya abstained. Chairman Tsuchiya moved, Commissioner Kutz seconded to appoint Sandy Sweetser as Vice-Chair of the Park and Recreation Committee. All voted in favor and the motion carried unanimously with a vote of 6 to 0. Commissioner Peck had technical difficulties. APPROVAL OF AGENDA. The agenda was approved by general consensus of the Commission. PUBLIC ANNOUNCEMENTS. Mr. Ruegemer introduced Recreation Supervisor Mitchell Czech who filled the position vacant since July 2020. Park and Recreation Commission Minutes – April 27, 2021 2 Mr. Czech gave a summary of his background. As a Recreation Supervisor, he will oversee scheduling, work with athletic associations, and assist with special events. VISITOR PRESENTATIONS. None. APPROVAL OF MINUTES. APPROVE PARK & RECREATION MINUTES DATED MARCH 23, 2021 Commissioner Kutz moved, Commissioner Vasatka seconded to approve the Minutes of the Park and Recreation Commission Meeting dated March 23, 2021 as presented. All voted in favor and the motion carried unanimously with a vote of 6 to 0. Commissioner Peck had technical difficulties. NEW BUSINESS. AWARD LOW QUOTE, PHEASANT HILLS PARK AND CARVER BEACH PARK CONCRETE BORDER AND LAKE SUSAN BASKETBALL COURT IMPROVEMENTS Park Superintendent Adam Beers gave an overview of the equipment replacement process. In 2018, the Park and Recreation Commission and Council worked on a Park Master Plan. Until that time, there was no funding allocated to replace park infrastructures. The Council approved $250,000 a year for replacing equipment. Three parks were replaced in 2019 and another three in 2020. Replacements could include playground equipment, basketball courts, or other types of infrastructure. The 2021 budget includes $245,000 for a variety of items including concrete, engineered wood fiber, base material, playground equipment for Pheasant Hills Park and Carver Beach Park, and reconstruction of the basketball court at Lake Susan. Mr. Beers added that the City has been providing funding from excess general fund revenue. As of 2022, there will no longer be a dedicated source of funding. Mr. Ruegemer is working with the finance department to find a source of revenue for future infrastructure improvements. Commissioner Vasatka asked about the discrepancy in pricing between the bids for concrete borders. Mr. Beers stated he was surprised by the amount as well; however, Curb Masters has done great work for the City in the past. Commissioner Vasatka asked if the City publishes the RFP or asks specific contractors. Mr. Beers stated that, since the project was under $100,000 it did not need to be published; therefore, he sent the RFP directly to 3-5 companies that have done work for the City in the past. Park and Recreation Commission Minutes – April 27, 2021 3 Commissioner Sweetser moved, Commissioner Markert seconded the Park and Recreation Commission recommendation that the City Council award low quotes to Bituminous Roadways for $32,509 for Lake Susan Park basketball court improvements, and Curb Master, Inc. for $15,804.15 for concrete playground border at Pheasant Hills Park and Carver Beach Park. All voted in favor and the motion carried unanimously with a vote of 6 to 0. Commissioner Peck had technical difficulties. APPROVE PURCHASE, PARK EQUIPMENT REPLACEMENT SCHEDULE FOR PHEASANT HILLS PARK AND CARVER BEACH PARK Mr. Beers gave information on the type of playground equipment scheduled for replacement at Pheasant Hills Park and Carver Beach Park. In the past, the City has set a dollar amount and sent out an RFP for park designs asking companies to be as creative as possible within the amount allocated. After submissions were received the City would hold an open house where residents could vote for their favorite design. Due to COVID-19, the City posted the design options online for residents to vote on. After RFPs were sent out, the cost of materials increased but staff recommends moving forward with the current prices since the amount was within the budget. Chairman Tsuchiya asked about the response to online voting. Mr. Beers stated there were more than 250 resident votes on the playground designs. Commissioner Vasatka asked how the response compared to in-person open house meetings. Mr. Beers stated that past open houses have drawn around 75 people. Mr. Vasatka asked if there could be a discount if the City went with the same vendor for both parks. Mr. Beers stated that was not in keeping with residents choosing their favorite design. The City has worked with both playground equipment companies in the past. Mr. Beers will send the selected parks to the Commissioners following the meeting. Commissioner Markert asked if the City may continue to use an online voting method since there was a higher response rate. Mr. Beers would like to see a combination of open house and online voting in the future depending on COVID-19 restrictions. He added that he sends two mailers within a radius of Park and Recreation Commission Minutes – April 27, 2021 4 homeowners near the park as well as posting information on social media to encourage as many people as possible to be involved in the process. Chairman Tsuchiya asked if there was any verification that online voters were Chanhassen residents. Mr. Beers added that voters were required to fill in a Chanhassen address to vote for their preferred playground design. Commissioner Markert asked about the timeline of installation. Mr. Beers stated the item would be put on the May 10, 2021 Council meeting agenda. If approved, it will take six weeks to order the equipment. Once the equipment is received, park maintenance staff will assemble the playground with supervision of the playground company. The installation would likely take a month with good weather including restoration and clean up. Commissioner Vasatka moved, Commissioner Sweetser seconded the Park and Recreation Commission recommendation that the City Council award quotes to Midwest Playscapes for $75,801 and Minnesota Wisconsin Playground for $21,232.71 for playground equipment at Pheasant Hills Park and Carver Beach Park. Funds for the project are included in the 2021 Capital Improvement Program. All voted in favor and the motion carried unanimously with a vote of 7 to 0. RECOGNIZE CITY COUNCIL APPOINTMENTS TO THE COMMISSION Mr. Ruegemer welcomed new Commissioners Heather Markert, Don Vasatka, and Scott Fischer and asked them to give a brief introduction. Park and Recreation Department staff members Recreation Supervisor Priya Tandon, Park Superintendent Adam Beers, and Park and Recreation Director Jerry Ruegemer introduced themselves. RECEIVE 2020 PARK AND RECREATION DEPARTMENT ANNUAL REPORT Ms. Tandon gave the 2020 Park and Recreation Department annual report. Revenue, expense, program offering, and participation is down, in part because the Senior Center and Rec Center were closed during parts of 2020 due to COVID-19. In 2020, the Senior Center served 2,000 residents who attended weekly clubs, field trips, and listened to virtual speakers. In addition, over 3,000 Meals on Wheels were delivered to Chanhassen residents. Park and Recreation Commission Minutes – April 27, 2021 5 The Rec Center facilitated over 250 sports participants and 300 Dance for Fun participants, which is lower attendance than in the past. The City contracts with Reach for Resources to provide adaptive recreation. They were able to serve 10 participants in 2020. Youth programming was down from 250 programs in a typical year to 140 programs in 2020. Adult athletics included eight softball teams with 130 individuals. In 2019 there were 20 teams. Typically, Chanhassen hosts over 16 community events but in 2020 they were able to host four modified events with over 6,000 participants. The Community Event sponsorship program includes donations from local businesses, organizations, and individuals. There were 52 donations amounting to more than $45,000 in cash and merchandise. Residents enjoyed the swimming beaches, skating rinks, skate park, picnic areas, over 66 miles of pedestrian trails and sidewalks, 28 parks, and 14 preserves. The playground at Lake Ann Park swimming beach and Power Hill Park were replaced. Mr. Ruegemer gave information about Park and Recreation staff members Senior Coordinator Mary Blazanin and Recreation Center Manager Jodi Sarles to the new Commissioners. Commissioner Markert moved, Commissioner Sweetser seconded to recommend that the 2020 Park and Recreation Department annual report is received and approved. All voted in favor and the motion carried unanimously with a vote of 6 to 0. Commissioner Peck had technical difficulties. OLD BUSINESS. None. REPORTS. 2021 EASTER EGG CANDY HUNT EVALUATION Ms. Tandon gave a review of the 2021 Easter Egg Candy Hunt event. Participants were required to pre-register for the event. The event was held in three waves with 1,000 people attending and 461 kids registered. 75% of attendees were pre-registered and walk- in participation was not permitted. The cost was increased by $1 per child to cover the software needed to register online. Kiddywampus in Chanhassen donated prizes and the Chanhassen Fire Department, Chanhassen, Chaska and Eden Prairie Key Clubs, and other volunteer organizations assisted in the event. Park and Recreation Commission Minutes – April 27, 2021 6 The coloring contest had 166 submissions and was judged in 10 age categories. Staff recommendations for future Easter Egg Hunt events include continuing a relationship with the Chanhassen Fire Department, continuing to offer the coloring contest online, hiding more golden eggs, continuing to off online pre-registration and consider continuing to hold the event in waves. Ms. Tandon also noted that all online postings for the event were changed to “event full” as soon as possible which helped reduce confusion. Commissioner Sweetser agreed that pre-registration was a good idea to help with preparation and planning. COMMISSION MEMBER COMMITTEE REPORTS. None. COMMISSION MEMBER PRESENTATIONS. Commissioner Vasatka asked if the next agenda could include introductions of current commissioners. ADMINISTRATIVE PACKET. None. ADJOURNMENT. Commissioner Kutz moved, Commissioner Sweetser seconded to adjourn the meeting. All voted in favor and the motion carried unanimously with a vote of 7 to 0. The Park and Recreation Commission meeting was adjourned at 8:04 p.m. Submitted by Jerry Ruegemer Park and Rec Director Prepared by Kim Meuwissen PARK AND RECREATION COMMISSION STAFF REPORT Tuesday, May 25, 2021 Subject 2021­2024 Strategic Plan Update Section NEW BUSINESS Item No: G.1. Prepared By Jerry Ruegemer, Park and Recreation Director File No:  BACKGROUND The City of Chanhassen is entering a very exciting time in our city's history having adopted our first ever Strategic Plan. The Council and senior staff members developed a set of priorities, key outcomes and performance targets and outlined draft versions of the organization's vision, mission and values. Based on these priorities, senior management met on March 9 and 16 to identify and refine a set of strategic initiatives, key outcome indicators, performance targets and strategic initiatives. The result is the attached Strategic Plan for 2021­2024. The plan was adopted at the April 26 City Council meeting and staff will work to complete specific action plans, setting up a timeline, sharing the Strategic Plan with city staff and the community, and integrating the plan into ongoing communication.  Laurie Hokkanen, City Manager will be present at our May 25 Park and Recreation Commission meeting to go through the Strategic Plan and answer any questions. ATTACHMENTS: Strategic Plan 2021­2024 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 PARK AND RECREATION COMMISSION STAFF REPORT Tuesday, May 25, 2021 Subject Introduction of 2021 Old National Bank Summer Concert Series Section REPORTS Item No: I.1. Prepared By Priya Tandon, Recreation Supervisor File No:  BACKGROUND With the release of Executive Order 21­21 on May 6 and Executive Order 21­23 on May 14, Governor Tim Walz announced the rollback of COVID­19 restrictions for various event venues.  May 7:capacity and distancing limitations were lifted on outdoor gatherings and events. Masks required for gatherings of >500 people.  May 14:masks are no longer required in indoor or outdoor spaces, though strongly encouraged for non­ vaccinated individuals. May 28:capacity and distancing limitations will be lifted on indoor gatherings and events.  Attendance at the weekly Old National Bank Summer Concert Series typically ranges from 150­450 people.  DISCUSSION The City of Chanhassen is proud to present the 2021 Old National Bank Summer Concert Series at City Center Park Plaza. The concert series is in its 16th year and will feature 9 performances throughout the summer. The first concert will be held Thursday, June 10 at 7pm and continues every Thursday until August 5th (except July 1). There is one daytime performance geared toward children and families that will begin at 11am on Thursday, July 29. For each of the performances, the city will be selling concessions including fresh popcorn, candy, and cold beverages. There is no charge to attend any of the concerts.  Old National Bank of Chanhassen has again agreed to be the title sponsor of the series. Their sponsorship of $3,000 is greatly appreciated and helps offset expenses for this program. Staff is pleased with our relationship with Old National Bank and appreciates all they have done for this program.  Staff continues to explore creative marketing strategies to promote each performance. Promotional magnets will be purchased and distributed to spectators at the first concerts of the season. Increased advertisement via social media and e­blasts will be prioritized during the 2021 series.  The Concert Series will remain compliant with the most current Executive Order and guidelines from the state throughout the summer. Current precautions include:  Hand hygiene encouraged (hand sanitizer will be available) PARK AND RECREATION COMMISSION STAFF REPORTTuesday, May 25, 2021SubjectIntroduction of 2021 Old National Bank Summer Concert SeriesSectionREPORTSItem No: I.1.Prepared By Priya Tandon, Recreation Supervisor File No: BACKGROUNDWith the release of Executive Order 21­21 on May 6 and Executive Order 21­23 on May 14, Governor Tim Walzannounced the rollback of COVID­19 restrictions for various event venues. May 7:capacity and distancing limitations were lifted on outdoor gatherings and events. Masks required forgatherings of >500 people. May 14:masks are no longer required in indoor or outdoor spaces, though strongly encouraged for non­vaccinated individuals.May 28:capacity and distancing limitations will be lifted on indoor gatherings and events. Attendance at the weekly Old National Bank Summer Concert Series typically ranges from 150­450 people. DISCUSSIONThe City of Chanhassen is proud to present the 2021 Old National Bank Summer Concert Series at City Center ParkPlaza. The concert series is in its 16th year and will feature 9 performances throughout the summer. The first concertwill be held Thursday, June 10 at 7pm and continues every Thursday until August 5th (except July 1). There is onedaytime performance geared toward children and families that will begin at 11am on Thursday, July 29. For each ofthe performances, the city will be selling concessions including fresh popcorn, candy, and cold beverages. There is nocharge to attend any of the concerts. Old National Bank of Chanhassen has again agreed to be the title sponsor of the series. Their sponsorship of $3,000is greatly appreciated and helps offset expenses for this program. Staff is pleased with our relationship with OldNational Bank and appreciates all they have done for this program. Staff continues to explore creative marketing strategies to promote each performance. Promotional magnets will bepurchased and distributed to spectators at the first concerts of the season. Increased advertisement via social mediaand e­blasts will be prioritized during the 2021 series. The Concert Series will remain compliant with the most current Executive Order and guidelines from the statethroughout the summer.Current precautions include:  Hand hygiene encouraged (hand sanitizer will be available) Gloves for volunteers handling food such as popcorn  Request visitors who are sick or symptomatic stay home  There will be no capacity limitation on attendance at the Concert Series, nor will masks be required, in compliance with Executive Order 21­23.  ATTACHMENTS: 2021 Concert Series Schedule CONCERTSERIES SUMMER 2021 THURSDAYS7 - 8PM CITY CENTER PARK DOWNTOWN CHANHASSEN Attendees are welcome to bring food & beverages to the series. Beer & wine is permitted. ARE MASKSREQUIRED? www.ci.chanhassen.mn.us/concerts for updated mask & COVID-19 guidelines www.ci.chanhassen.mn.us/concertsCALL 952.227.1100 FOR INFO. JUNE 10 | 70S & 80S ROCK The Hit List JUNE 17 | TRIBUTE TO WOMEN IN POP Starlette’s Web JUNE 24 | JAZZ - BLUES - DIXIE Dirty Shorts Brass Band JULY 8 | ROCK AND ROLL The Legendary Percolators JULY 15 | BLUEGRASS Blue Groove Bluegrass JULY 22 | POLKA Richie Yurkovich & Polkarioty JULY 29 | CHILDREN’S SHOW - 11AM - 12N The Teddy Bear Band JULY 29 | ACOUSTIC ROCK - 7PM SHOWWaiting for Jane AUGUST 5 | COUNTRY & VARIETY Vinnie Rose PRODUCED BY THE CITY OF CHANHASSEN PARK AND RECREATION COMMISSION STAFF REPORT Tuesday, May 25, 2021 Subject 2021 Summer Programs Section REPORTS Item No: I.2. Prepared By Priya Tandon, Recreation Supervisor File No:  SUBJECT 2021 Summer Programs SUMMARY The following is a list of upcoming preschool, youth, and family programs offered this summer by the Chanhassen Parks & Recreation Department. More information can be found on the City's website or in the 2021 Spring/Summer Chanhassen Connection.  Preschool Programs (ages 3­6) Go Gymnastics Tiny (2 sessions) Go Gymnastics Mini (2 sessions)  Lil' Star Sports Psychedelic Sport Camp (2 sessions) Lil' Star Sports Soccer (2 sessions) Lil' Star Sports T­Ball (2 sessions) Lil' Star Sports Track & Field and Flag Football (2 sessions) Princess & Prince Ballet Time (4 sessions) Small Fry Sports Soccer (2 sessions) Small Fry Sports Sampler Camp Small Fry Sports T­Ball (4 sessions) Small Fry Sports Track & Field and Flag Football (2 sessions)  Skyhawks Beginning Golf Camp (ages 5­8) Skyhawks Track & Field Camp (ages 6­12) Skyhawks Cheerleading Camp (ages 6­12) Skyhawks Flag Football Camp (ages 6­12) Summer Discovery Playground Program (14 sessions) Youth Programs (ages 7­16) Skyhawks Tennis Camp (ages 7­12) Go Gymnastics Littles (2 sessions)  Tae Kwon Do Junior Orientation 1 Tae Kwon Do Junior Beginner Tae Kwon Do Junior Intermediate/Advanced Tricks, Turns, and Flexibility for Dance (6 sessions)  Girls Archery Camp PARK AND RECREATION COMMISSION STAFF REPORTTuesday, May 25, 2021Subject2021 Summer ProgramsSectionREPORTS Item No: I.2.Prepared By Priya Tandon, Recreation Supervisor File No: SUBJECT2021 Summer ProgramsSUMMARYThe following is a list of upcoming preschool, youth, and family programs offered this summer by the ChanhassenParks & Recreation Department. More information can be found on the City's website or in the 2021 Spring/SummerChanhassen Connection. Preschool Programs (ages 3­6)Go Gymnastics Tiny (2 sessions)Go Gymnastics Mini (2 sessions) Lil' Star Sports Psychedelic Sport Camp (2 sessions)Lil' Star Sports Soccer (2 sessions)Lil' Star Sports T­Ball (2 sessions)Lil' Star Sports Track & Field and Flag Football (2 sessions)Princess & Prince Ballet Time (4 sessions)Small Fry Sports Soccer (2 sessions)Small Fry Sports Sampler CampSmall Fry Sports T­Ball (4 sessions)Small Fry Sports Track & Field and Flag Football (2 sessions) Skyhawks Beginning Golf Camp (ages 5­8)Skyhawks Track & Field Camp (ages 6­12)Skyhawks Cheerleading Camp (ages 6­12)Skyhawks Flag Football Camp (ages 6­12)Summer Discovery Playground Program (14 sessions)Youth Programs (ages 7­16)Skyhawks Tennis Camp (ages 7­12)Go Gymnastics Littles (2 sessions) Tae Kwon Do Junior Orientation 1Tae Kwon Do Junior BeginnerTae Kwon Do Junior Intermediate/Advanced Tricks, Turns, and Flexibility for Dance (6 sessions)  Girls Archery Camp Youth Stand­Up Paddleboard Lesson Youth Archery Camp Travelling Archery Camp Outdoor Extravaganza Summer Discovery Playground Program (14 sessions) Lake Ann Adventure Camp (2 sessions) eSports (4 sessions) Safe Kids (2 sessions) Babysitting 101 (2 sessions) Teen Volunteer Program Minnesota Twins Youth Baseball Clinic (2 sessions) Family Programs 38th Annual 4th of July Celebration Old National Bank Summer Concert Series DISCUSSION If commissioners have ideas for future programs, please identify them during our discussion.  PARK AND RECREATION COMMISSION STAFF REPORT Tuesday, May 25, 2021 Subject 2021 Lake Ann Park Summer Programs Section REPORTS Item No: I.3. Prepared By Mitchell Czech, Recreation Supervisor File No:  BACKGROUND The summer of 2021 is upon us, bringing with it a sense of excitement, and Lake Ann Park plays a vital role in that excitement. The concession/watercraft rental building will be open between the hours of 11:00 a.m. and 7:00 p.m seven days a week between Saturday, May 29 and Sunday, August 22.  The Recreation Supervisor (in conjunction with the intern) will coordinate work schedules, order supplies, and take care of the day­to­day operations. We do not have a concession manager in place for the 2021 season.  Staff is happy to announce that paddleboards will be available for rent again this summer. The City and Grey Duck Outdoors will partner to provide eight paddleboards. City staff will coordinate all rentals, and generated revenue will be shared. Staff has been busy processing picnic requests and many weekends are already booked; however, some openings still remain. It is projected that approximately 115+ picnics will be scheduled, which will generate over $15,000 in revenue. The covered shelters at Lake Ann and Lake Susan remain popular. The beach at Lake Ann is open to the public all summer long between 6:00 a.m. and 10:00 p.m. daily. Lifeguards are scheduled starting on Saturday, June 5. Lifeguards will be on duty between the hours of 11:00 am and 6:00 pm, weather permitting, until August 14. The City is contracting with Minnetonka Aquatics again this year for the lifeguard services. Lake Ann Park will be a busy place again this summer. Considering all of its amenities, staff is looking forward to providing a first­rate operation, but if there are any suggestions to improve how services are provided, please let me know.