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Historic Downtown Revitalization Goals
presented by the
Chaska Downtown Business Council
MISSION STATEMENT
The Chaska Downtown Business Council’s mission: “To assist in creating and promoting a downtown business district which refl ects and preserves our small town atmosphere, unique character and values.”
VISION
To create a Downtown Chaska that is a vital center of commerce with an eclectic mix of specialty retail and service businesses, offi ces, restaurants and entertainment options in an atmosphere that is friendly, aesthetically pleasing and has a character that is unique to Chaska.
Downtown Chaska should be friendly to pedestrians and encourage gathering by strategically locating benches and tables for impromptu conversations. The streetscape should capitalize on our rich history with cobblestone streets and plazas, benches, plantings, lighting and signage reminiscent of the past and compatible with our historic buildings. Monument signs should educate and share stories about Chaska’s history in a manner which allows visitors to envision downtown Chaska in days gone by. Well lit streets and walkways with bright fl owers and colorful banners should encourage a vibrant nightlife with gallery walks, art shows, parades, community celebrations, and a variety of dining and entertainment opportunities.
CITY OF CHASKA 5 YEAR STRATEGIC GOAL
Pursue activities that assist in revitalization and expansion of the downtown commercial district by making the area a more desirable place to shop and do business, improving downtown parking facilities and completing development of the downtown redevelopment plan.
We present our vision and the following 4 goals for the consideration of the City Council and to provide a platform for discussion.
I. Expand opportunities for both public and private parking.
II. Update downtown infrastructure (sidewalk, paving, lighting, trash receptacles, signage) to improve the image and functionality of the downtown, with particular emphasis on being pedestrian friendly and maintaining the historic character.
III. Support storefront rehabilitation and redevelopment projects based on a small town architectural theme.
IV. Establish a marketing program to promote historic downtown Chaska.
Forward
FORWARD
In small towns across America, downtown business districts are struggling to remain viable retail centers. As regional shopping malls, superstores and franchised businesses have become popular and more prolifi c, the smaller family-owned businesses in downtown areas have found it increasingly diffi cult to attract customers. As these businesses close or relocate, urban retail spaces are often replaced with offi ce space and service oriented businesses.
Minnesota communities such as Excelsior, Hopkins and Stillwater are examples of cities that have adapted and continue to thrive by embracing the notion that their downtown areas need to consist of an attractive mix of smaller service-oriented and specialty retail businesses. In general, these types of businesses are locally or regionally owned and require comparatively little square footage – between 800 and 2,000 square feet. Because of the relatively quick customer turnover and the nature of these services, these businesses do require convenient parking, adequate signage and good storefront exposure. In addition, due to the important role government services play in the health of the downtown, Chaska needs to take steps to insure that we retain the entities which exist there now including the courts, sheriff’s offi ce, social services, Carver-Scott co-op, and schools.
While the Chaska Downtown Business Council has devoted much thought, discussion, research and time toward developing a vision for downtown Chaska, we understand that our recommendations can only be realized through a collaborative process involving all the various stakeholders (including government agencies and civic and religious organizations). We look forward to participating in the downtown master planning process and to developing a strategic partnership with the City of Chaska and all the many other participants and contributors who will benefi t from adopting and executing a community supported, comprehensive revitalization program for historic downtown Chaska. We greatly appreciate the support, information and feedback we have received from City staff, the SouthWest Metro Chamber of Commerce and many other community members.
We also understand that implementing our recommendations will present many challenges, not the least of which will be fi nancing. However, we believe that a well-crafted and broadly supported plan will not only provide the basis for budgeting priorities but may also provide the impetus for creative fund-raising or grant opportunities.
Map of Downtown
Cropped page from the Preservation Design Manual, Chaska, MN Dated December 23, 2003
HISTORIC DOWNTOWN CHASKA
Goal I.
Expand opportunities for both public and private parking.
1. Identify places where additional parking is needed to support current and future
businesses, including adequate employee parking options and a municipal parking ramp, and take steps to secure property. To attract new businesses to the downtown area or for existing businesses to succeed, downtown Chaska will require additional parking. This includes both parking for employees and business owners as well as convenient parking for customers. To achieve this, it is critical for the City to provide a combination of additonal off-street and on-street parking (see attached Exhibit A on page 6).
Off-Street Parking. Off street parking should include municipal parking lots on both the east and the west sides of Chestnut Street to allow for expanded event parking and daily parking for apartment tenants, business owners, employers and employees. The City of Chaska already has a small parking lot north of Second Street between Chestnut and Pine Streets. This parking lot currently has approximately 85 parking spaces used largely by employees of Klein Bank, Casualty Assurance, Chaska Veterinary Clinic, ReMax Realty and the Chestnut Offi ce Building.
To meet the future demand for additional parking on the west side of Chestnut Street, the City should consider the possible expansion of this lot through the
acquisition of additional property on the parking lot’s west side.
In addition, the City has already taken the fi rst step towards meeting the need for additional parking on the east side of Chestnut Street by acquiring property north of Second Street between Chestnut and Walnut Streets. This property, combined with the acquisition of additional property behind Wally’s Sports and Davis Business Machines, would provide adequate parking for employees and customers on the east side of Chestnut Street. The City may also wish to consider the possibility of long-range plans for a multi-level parking ramp.
Parking lots should be well lighted for safety and visibility. Light posts should be consistent with a turn-of-the-century historical
character. Large, long-lived trees can be used to provide shade while colorful landscape plantings can be used to reduce the amount of hardcover and convey a sense of community pride and vitality. The addition of new parking areas or the expansion of existing parking areas can also provide an opportunity to manage stormwater runoff through the use of rain gardens,
infi ltration basins and porous paving.
Goal I. Expand opportunities for both public and private parking
Exhibit A: Downtown Parking
On-Street Parking. Providing safe and convenient on-street parking is critical to the success of downtown businesses. With the availability of adequate off-street parking for employees and business owners, on-street parking will be used primarily by clients and customers of the downtown businesses. The City may wish to restrict on-street parking and consider options for metered or permit parking.
Install effective directional signage to clearly identify off-street public parking. Because parking lots behind the buildings are not visible to passing motorists on Chestnut Street, the City of Chaska should install Public Parking signage to direct and alert visitors to downtown that Public Parking is available. Signage may include street signs as well as attractive signage mounted on buildings. Directional signs should be clearly visible during the day and lighted during evening hours.
In addition, the City should pursue opportunities to make any current or future off-street parking more visible to passing motorists. This may include the creation of “view corridors” or pedestrian plazas between buildings. Possible current opportunities include the vacant lot adjacent to Wagner Press and the corridor between Davis Business Machine and Brilliant Bouquet.
2. Explore options for preserving or replacing Hwy. 41 parking, working cooperatively with downtown businesses and MnDOT. The long range plan by MnDOT for Chestnut Street/Hwy.
41 proposes to narrow the driving lanes, install a center median and remove some of the curbside parking on Hwy 41. Without easily visible and convenient replacement parking this could have a devastating effect on downtown businesses. The City should consider working with downtown businesses to fi nd additional convenient and pedestrian friendly parking prior to the loss of any parking in downtown Chaska.
Goal I. Expand opportunities for both public and private parking, cont.
Goal II.
Update downtown infrastructure (sidewalk, paving, lighting, trash receptacles, signage) to improve the image and functionality of the downtown, with particular emphasis on being pedestrian friendly and maintaining the historic character.
1. Re-evaluate retail zoning to expand business opportunities in the downtown area (i.e.
Walnut and Pine Street). In order to promote pedestrian-friendly walking routes to businesses in downtown and to encourage new businesses, the City of Chaska should consider re-evaluating
and revising criteria used for zoning Walnut Street and Pine Street to allow for retail businesses on the main fl oor. Then those intentions and changes should be incorporated into the Downtown Master Plan and the 2030 Comprehensive Plan. This would essentially expand the downtown business district to the east and to the west and would allow visitors to complete a walking tour of commercial and retail businesses along Pine and Walnut Street (see Exhibit B on page 9). These changes, in addition to expanded parking in
downtown, will provide for increased development opportunities and allow the area now designated as the Walnut Street National Historic District to reach its full aesthetic and economic potential.
2. Create a safe, well marked route utilizing trails, crosswalks, sidewalks, and railroad corridor for pedestrians connecting all areas of downtown and eventually the river. The City should endeavor to create a pedestrian sidewalk system which would connect the regional trail system and downtown business area to the river (see Exhibit B on page 9). This could also connect to City Hall and the Carver County offi ces to encourage government
employees to patronize the downtown businesses during their work day breaks. The sidewalks should be constructed of relatively inexpensive and easy-to-maintain broom-fi nished concrete reminiscent of historic sidewalk materials. The use of brick or cobblestone pavers should be reserved for pedestrian plazas and streets.
Goal II. Update downtown infrastructure
Exhibit B: Walkable Historic Downtown
3. Develop design guidelines and adopt a plan for installation of streetscape amenities (i.e. lighting, benches, planters, cobblestone streets, landscaping, etc.) which enhance and convey the historic
character of downtown Chaska. The City of Chaska should emphasize the unique history and character of downtown Chaska and aid in establishing downtown Chaska as a destination by utilizing cobblestone paved streets, colorful landscaping and architectural elements reminiscent of the turn-of-the-century. Of particular importance might be the resurfacing of select streets or intersections within the National Historic District or more extensive cobblestone paving of all streets in the downtown area to aid in creating a unique business environment.
The inclusion of other architectural elements such as street signs, trash cans, fountains, historic banners,
light fi xtures and architecturally appropriate business signage can reinforce the message that the downtown district is healthy and thriving. Colorful and easy to maintain plantings and seasonal hanging baskets can help announce and identify the downtown district and provide areas for pedestrian gatherings.
4. Develop and install signage to educate and identify historic downtown Chaska. Attractively designed signage should be located at the north and south boundaries of Chaska on Chestnut Street to announce and identify “Historic Downtown Chaska.” In addition, a project jointly undertaken by the Historical Society, the Historic Preservation Commission and the City of Chaska
should be launched to assist property owners in obtaining and installing appropriate signage to identify those many buildings listed on the National Historic Register, as well as those that have been given local historic
designation.
Goal II. Update downtown infrastructure, cont.
5. Improve and increase small gathering areas for pedestrians. Opportunities should be created to provide attractive spaces that encourage casual dining and conversation.
Pedestrian plazas can be carved from currently unused areas between buildings, and by enlarging sidewalk spaces to accommodate outdoor seating. Finally, because the pattern of having spaces between and behind downtown buildings is a distinguishing Chaska feature, steps should be taken to preserve, enhance and showcase these distinct spaces.
6. Make all sidewalks handicap accessible. All sidewalks and crosswalks in the downtown business district should be improved to allow disabled residents and visitors to move freely throughout the downtown area. Intersections should have handicap ramps and well-marked crossings.
In addition to plowing and sanding the streets, the City may wish to assist business owners during the winter months by using sweepers to maintain and thoroughly clean downtown sidewalks.
A consistent and well-maintained walking area is safer and sends a message that promotes community pride.
7. Develop modes of intra-city transportation (i.e. week-ends, special events). Convenient access to downtown amenities during times of increased traffi c enhances the quality of the experience for residents and visitors. Providing alternative modes of transportation in entertaining ways can reinforce the unique character of downtown Chaska while serving as a creative marketing tool.
Goal II. Update downtown infrastructure, cont.
Pedicabs (bicycle driven pedestrian taxis) or horse-drawn carriages are other options. They would add street vitality and convenience, are environmentally friendly, provide entrepreneurial opportunities and would be entertaining options for visitors and residents alike. The City of Chaska should work with Southwest Metro Transit, the Historical Society or other community organizations to explore opportunities and determine the feasibility of providing alternative modes of transportation to downtown Chaska.
Photo from www.perfectlypearl.wordpress.com
8. Create ways to provide safe pedestrian movement across Highway 41. As a long term goal for downtown, the City of Chaska may contemplate a pedestrian bridge or skyway over Hwy. 41/
Chestnut Street. This would allow for safer, more comfortable pedestrian movement from the east side to the west side of Chestnut Street. As a skyway, this connection might provide for the development of two or more multi-story retail buildings on opposing sides of Chestnut Street (i.e. northwest and northeast corners of Second Street and Chestnut Street. This concept would potentially encourage economic redevelopment in downtown Chaska and would benefi t from the development of municipal parking lots or parking ramps on the east and west sides of Chestnut Street between Second and Third Streets.
Goal III.
Support storefront rehabilitation and redevelopment projects based on a small town architectural theme.
1. Develop and adopt design guidelines for all buildings (new and existing) in order to achieve a consistent
historical architectural theme that is uniquely Chaska. The Downtown Preservation Design Manual completed in December 2003 provides an
excellent overview of Chaska’s basic architectural characteristics within its business district, pointing out that it is
“unlike almost any other place” in Minnesota. It also states, “By
encouraging the kinds of renovation that help maintain the character that makes Chaska unique, economic
potential is enhanced...” The City of Chaska should apply this strategy to all new construction as well as existing buildings not currently governed by historic preservation standards.
Goal II. Update downtown infrastructure, cont. Goal III. Support storefront rehab
The City should develop architectural guidelines for all new and existing buildings to encourage or require that proposed architectural improvements within the downtown area are
compatible with the historic character of existing historic buildings.
Particular attention should be given to the use of architectural details such as arch-topped window openings, parapet walls, limestone lentils and divided window panes. Traditional building materials such as brick and limestone should be encouraged; however, new brick buildings need not necessarily utilize modern “copies” of Chaska brick as this can be overdone and be perceived as a poor attempt at copying existing turn-of-the-century buildings.
Many communities provide specifi c requirements and guidelines for all buildings in their
downtowns in order to assist the business owner or developer in understanding the community’s vision for preserving its small town character and history. A manual containing standards,
specifi cations, photographic examples and sample plans would provide inspiration, reference and guidance to existing and future property and business owners while promoting a collaborative relationship with city planners.
2. Expand historic rehabilitation program to include the exteriors of existing non-historic buildings. In order to capitalize on Chaska’s heritage and to encourage economic revitalization,
it is important to rehabilitate buildings other than just those with historic designation. However, according to the Downtown Preservation Design Manual, “For individual property owners struggling to keep a business property viable, this [rehabilitation effort] may not be the fi rst priority that comes to mind.” Therefore, the availability of funding resources is an essential component in promoting building improvements that enhance the physical appearance of downtown, thereby conveying a positive visual message about the community and what it has to offer. The City should develop an historic rehabilitation program which will provide guidance and funding to improve the exteriors of existing non-historic buildings in accordance with guidelines established as recommended in the preceding subsection.
Goal III. Support storefront rehabilitation and redevelopment, cont.
3. Develop guidelines, examples and a Sign Replacement Grant Program which would
encourage the replacement of existing signs with historically appropriate building signage in downtown Chaska. Frequent, visible changes are a reminder that the revitalization effort is succeeding and small projects at the beginning pave the way for larger efforts, according to the National Trust’s Main Street Center. Signs are described by the Preservation Design Manual as “an integral part of a storefront” that need to highlight a business at both the pedestrian and
vehicular level and encourages those that are appropriate to the historical period.
The City should develop guidelines for signage in downtown which would be consistent with the historic character of downtown Chaska. The guidelines would apply to new construction as well as replacement signage in historic downtown. Two-sided signs with elaborate metal bracketing should be encouraged to maximize visibility and exposure to passing vehicles. Signs should be lighted to be visible during day and evening hours.
A manual containing guidelines and examples intended to achieve a cohesive, architecturally compatible look should be available as a resource to provide guidance and clarity for developers and business owners. In addition, a formalized Sign Replacement Grant Program would be a valuable
resource to encourage the replacement of signs which are no longer compliant with current standards with signage that is more appropriate and consistent with desired elements.
Goal III. Support storefront rehabilitation and redevelopment, cont.
Goal IV.
Establish a marketing program to promote historic downtown Chaska.
1. Develop a comprehensive marketing plan for Chaska that is appropriately funded and directed. Long-term, the funding and establishment of a Visitor Center (possibly in a permanently anchored or land docked riverboat, or in space shared with the History Center located on East Fourth Street in downtown Chaska) is one way to initiate a professional marketing and advertising program to attract tourists to Chaska. This effort would not only promote the amenities which Chaska has to offer visitors to the region, but could also assist in their further development.
A campaign needs to be undertaken to inform and educate the residents of Chaska about the importance of having a healthy downtown and patronizing its retailers, restaurants and services.
In addition, downtown Chaska needs to attract visitors from our surrounding communities and the greater Twin Cities area. While grass-root efforts over the past few years by downtown merchants have produced some positive results, additional emphasis must be placed on
producing a sustainable, professionally directed and comprehensive marketing plan. This would include the development of a website, brochures, and a strategy for advertising the amenities and benefi ts of visiting downtown Chaska.
It should be noted that a comprehensive marketing plan includes not only identifying target markets, but also understanding what products and services should be offered and identifying what diverse activities will bring people to downtown Chaska. Just as important is articulating the right physical environment and image.
2. Develop program to offer fi nancial aid and other incentives to retain and attract new businesses to existing downtown facilities. Ways to encourage new businesses and retain current ones that cater both to residents of the community and growth in the destination market are needed. The mix of desired businesses in downtown Chaska should create street life,
pedestrian traffi c, and a sense of vitality that will attract people back to the heart of town. They would include, but are not limited to: businesses that are unique and add character, are anchors or traffi c generators, serve an ethnic or minority market or are long-standing within the community.
They could be grouped as: service (photography, nail and beauty salons, tailors, printers, health services providers); offi ce (accountants, architects, fi nancial planners, attorneys, banks, insurance, realtors); entertainment
(movie theater); and
specialty retail (wine shops, art studios, gallery space, restaurants, bakery, ice cream parlor, bars, coffee shops, book stores, video stores, boutiques, antique shops, fl orists).
Goal IV. Establish a marketing program
According to the Center for Community and Economic Development at the University of
Wisconsin, the success of existing businesses provides proof of the economic viability of a district.
Additionally, recruiting new complementary businesses will strengthen the business mix to enable the downtown district to compete successfully in the marketplace. A comprehensive twenty chapter guidebook of tools and techniques “to create economically vibrant commercial districts in small cities” is available on their website. The University of Minnesota-Extension has also developed a nationally recognized program to help communities explore options for strengthening local businesses, and more information is available on their website as well.
The City of Chaska should undertake a formal program to retain current and attract new businesses that will help fulfi ll the goal of achieving the desired mix of businesses that will be appealing and desirable to residents, surrounding communities and tourists alike.
3. Pursue installation of highway signs promoting historic downtown on Hwy. 212 and on Hwy. 169 near 41. Permanent signage directing motorists to historic downtown Chaska would provide great marketing assistance in attracting those who frequently travel the area but rarely consider visiting. The City of Chaska should initiate this undertaking with the appropriate authorities to have such signage installed.
4. Develop opportunities to encourage City staff, elected offi cials, Chamber members and business owners to patronize downtown restaurants, shops and services through offi cial publications, websites, public speaking and personal example. While it might be obvious to those who work for and in support of Chaska that a healthy downtown is both desirable and essential to our community, there exists a surprisingly modest awareness of downtown Chaska’s attributes outside of its confi nes. Over the past few years the Chaska Herald has featured
numerous articles, editorials, guest commentaries and Spotlight on Downtown dedicated advertising space, refl ecting a concerted effort to highlight and promote downtown. However, statistics from the Chaska Herald indicate that their weekly circulation of 4,400 reaches only approximately 35% of Chaska’s homes. Therefore, a focused effort to utilize other opportunities already available to promote downtown could have a signifi cant impact in bridging this
communication gap. Additionally, being active participants in the downtown marketplace provides further opportunities for visual monitoring, keeps communication channels open, and builds relationships that are an intangible but essential component in the revitalization process.
5. Promote art fairs, parades, car shows and other seasonal activities to draw attention to downtown. Use activities to attract people to downtown, making the heart of the community a special destination.
There is a need to market downtown’s assets to customers, visitors and investors through special events that improve the way downtown is perceived, encouraging people to visit downtown to shop, eat and attend cultural and special events.
Goal IV. Establish a marketing program, cont.
Marketing downtown Chaska’s unique heritage and architecture will assist in creating a more positive image of downtown as an exciting or enjoyable place and allow local merchants to benefi t from the increased traffi c and publicity.
River City Days is the single most important downtown activity, the main responsibility for which has been taken on almost single-handedly by one individual aided by fi nancial, promotional and logistical assistance from local sponsors, Chamber of Commerce and the City of Chaska. The downtown business community has also become a part of this event over the last several years by reinstating traditional sidewalk sales. The City of Chaska should facilitate the expansion of the River City Days parade along a more prominent route throughout downtown and actively encourage more businesses and additional entries to participate in celebrating our community and exposing more residents to the downtown area.
In addition, recent newspaper articles have reported that “shoppers fl ock by the hundreds” to buy fresh, local products at farmers markets and the trend is seen as “really strong” in Minnesota for various economic, health and environmental reasons. Other local communities host outdoor art fairs, car shows and a variety of what have become their traditional seasonal activities throughout the year. The City of Chaska needs to provide leadership, organizational assistance and fi nancial resources to establish additional community activities designed to boost community image and patronage of its unique businesses.
Photo from www.madisonfarmersmarket.com Photo from www.explorechicago.org
6. Develop and distribute (or permanently install) a locator map of downtown. To assist residents and visitors who are not familiar with downtown Chaska, an appropriately designed monument style locator map could be installed in City Square Park identifying major landmarks.
More detailed, printed maps could also be made available to the public at the library, hotels, restaurants and other commercial establishments.
Goal IV. Establish a marketing program, cont.
7. Consider developing riverfront access as an attraction. Many small Minnesota towns (such as Excelsior or Stillwater) appear to thrive because, among other reasons, they have embraced the notion of being a destination for specialty retail and service oriented businesses, capitalizing on their historic character. Another characteristic they share is their success in capitalizing on their proximity to a natural amenity such as a river or lake. The Minnesota River is the City of Chaska’s largest natural amenity and provides downtown with a
somewhat unique opportunity to celebrate our heritage and to serve as a regional destination.
As an historic riverfront town, the City of Chaska should explore capitalizing on its location on the Minnesota River as a potential economic asset. Through development of the riverfront, Chaska could create a regional entertainment destination in Minnesota – the River Walk of Chaska.
Hotels, restaurants, bars, property rentals, and party facilities would be available year round. The River Walk would be a city park and therefore, open and free to the public. Boat tours and river taxi rides could be purchased from approved private boat enterprises. A river boat could be permanently located on the shores of the Minnesota River and serve as a restaurant, a theatre, a museum, a visitor center or simply be the focal point of a riverfront park with trails, jugglers, face painting, fl ea market, musicians, etc.
Summary
The City of Chaska has a long and rich heritage. With its elaborately embellished buildings and its location on the banks of the Minnesota River, Chaska’s downtown area was once the heart of the City. However, with the growth of regional shopping malls and the addition of nearby
“big box” stores, Chaska’s downtown business district has struggled in recent years to remain a thriving commercial district. The purpose of this report is to provide a vision and to identify those specifi c goals and tasks which the Chaska Downtown Business Council believes will need to be met in order to provide for the revitalization of the downtown business district. In their efforts to prepare a downtown master plan, we would ask that the Chaska City Council and its consultants consider the recommendations detailed in this document.
It is our belief that two of Chaska’s most valuable assets are its proximity to the river and its diverse collection of 19th century buildings found throughout Chaska’s historic downtown. It is our hope that by capitalizing on those assets, downtown Chaska may realize its potential to become a regional destination for shopping, dining and recreation.
Goal IV. Establish a marketing program, cont. Summary
Resources
There are abundant sources of information available relative to historic downtown vitality and revitalization. Many of these were referenced in the preparation of this document and include:
Preservation Design Manual, Chaska, MN December 23, 2003
National Trust’s Main Street Center www.mainstreet.org
Preservation Alliance of Minnesota - Minnesota Main Street Program www.mnpreservation.org/programs/mainstreet
University of Minnesota-Extension Community Vitality Programs www.extension.umn.edu/Community/
University of Wisconsin-Extension Center for Community and Economic Development www.uwex.edu/CES/cced/downtowns/dma/index.cfm
Brainerd, MN Downtown Master Plan
www.ci.brainerd.mn.us/Department/Planning/Downtown The Brainerd Main Street Program
www.downtownbrainerd.com
City of Hopkins, MN Design Guidelines
www.hopkinsmn.com/development/downtown.php Main Street Pedicabs
www.pedicab.com/about-main-street-pedicabs
Acknowledgements
Contributing Members of the Chaska Downtown Business Council Les Dahlberg, Wally’s Sports & Clothing
Rick Ford, Community Insurance Advisors Dan Keyport, Dolce Vita Wine Shop Jim Lahl, Klein Bank
Donna Lund, Mixed Company
Kevin Norby, Norby & Associates Landscape Architects, Inc.
Marlene Van Hecke, Norsemen Travel
Deb McMillan, SouthWest Metro Chamber of Commerce
* The Chaska Downtown Business Council is a committee of the SouthWest Metro Chamber of Commerce.
Document preparation volunteered by Cindy Steinert of Brengman Printing
Resources and Acknowledgements
