CCC Master Plan

With a goal of being the best small town in Minnesota, Chaska is a community of unlimited possibility, bringing together a rich history and a vibrant energy of residents and visitors alike.  Public facilities contribute greatly to a sense of belonging, enhance community values and provide a destination where people come together, share experiences and lead healthier and more fulfilled lives. 

The Chaska Community Center opened 31 years ago, in 1991, and has become the “heart of the Chaska” providing recreational opportunities and a gathering space to build community.  City leadership has a desire to develop a master plan that will establish a future vision based on the community’s current and future needs which will guide reinvestment into the aging community center.  

The master planning process is a quest to find the best solutions to future aspirations - a journey of exploration.  Each person on this journey plays a role in navigating our team to a successful end, where we are all focused on a common destination, mapping out a clear course and fostering a culture of communication that is clear, honest and heartfelt.  This plan will serve as a usable roadmap to guide future growth and investment in the Chaska Community Center.

2024_CityCouncil_CCCMasterPlanFinalReport

Read the Full Final Report and Presentation

  1. 2024 CCC Master Plan Powerpoint Presentation for City Council
  2. Chaska Master Plan_FINAL Report-2024-05-28
  1. Condition Assessment

Process

OVERVIEW

  • The process will begin with a thorough conditional assessment to understand the physical condition of the building and systems, the current activities and programs, and the functional layout and operational issues.

  • The team will orchestrate a creative and participatory public outreach process that welcomes feedback, guides decisions, and keeps the community informed throughout the process.

  • Next we will collaborate in an interactive, creative design process, where together we develop a concept that is unique, functional, affordable and genuinely reflects the programs and activities envisioned by Chaska residents.

  • And ultimately develop a successful plan that demonstrates Chaska’s commitment to its citizens and their quality of life.

 

PUBLIC OUTREACH

The master plan must fit with the community’s vision and be responsive to the needs and desires of the community stakeholders, business community, and overall objectives of improved health and livability. Community engagement is a critical element of understanding existing needs crafting plans that will deliver these outcomes for the affected communities, neighborhoods, and businesses, and creating a highly implementable plan with actionable objectives that achieve community consensus.  The following activities have been identified for the project:

·         Manage and facilitate a Project Management Team (PMT) meetings and activities

·         Manage and facilitate a Citizen Task Force (CTF) meetings and activities

                 List of Citizen Task Force members and contact information

·         Develop and implement a community and stakeholder outreach strategy

·         Articulate project vision and goals

·         Prepare an Action Plan with implementation methods and strategies

·         Prepare Draft and Final Report

             

DESIGN PROCESS

The design team will work with Parks and Recreation staff and the Citizen’s Task Force to further evaluate the preliminary program and site opportunities. We will continue to explore aspects such as connectivity, flexibility, inclusiveness, operational ease, partnership opportunities, special event planning, economic impact, and cost effectiveness. The coordinated investigation of strategies for sustainability, resilience, service delivery, wellness, etc., in conjunction with deep-dive program analysis, adjacencies, reallocating space, capacity demand, and site opportunities, will reveal synergies and overlaps that can multiply benefits.  

In this phase, we will develop concept master plan options to reach consensus on a preferred approach.  During this phase, we will also initiate the operations and revenue discussion to ensure the programming decisions are informed by an operational cost perspective.

Finally, with additional input from the Citizen’s Task Force, the team will advance the preferred planning direction in terms of concept, program, and site.  In addition, the team will develop a complete operations and revenue analysis of the building program along with a cost analysis and project cost estimates.