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3. Vin. Once planners are clearly grounded in understanding <br />the past and present action and scope of services, a vision of the <br />future is created. This vision describes the future in a way that is <br />inspiring and grounded in the strengths and opportunities of the <br />service area/community, and yet still challenges those involved to <br />achieve an ideal future together - on behalf of all stakeholders. The <br />statements of vision developed by the planning committees will form <br />the recommendations for policy action for the Ramsey County Boazd <br />of Commissioners. The setting "forth the County board's policy <br />regarding the coordination of service delivery with other <br />units of government, including specific recommendations <br />regarding service and policy areas listed in Chapter 6 of the <br />Charter." to is the legal mandate the Ramsey County Boazd must <br />have completed by the end of 1994. <br />4. Critical Issuer. This step describes the critical points of <br />action and/or barriers that need to be addressed in order to move <br />from the present to the ideal future described in the vision. There <br />are generally no more than 5-6 critical issues, since they aze <br />intended to represent a prioritized list of items that, when addressed, <br />will make the most impact on the ability to achieve the vision. <br />Critical issues are often stated as questions and include the question <br />of financial resources/source. The planning committees will generate <br />the critical issues based on the visions they have agreed to as a <br />group representing the full range of County stakeholders. This step <br />will set the framework for both developing and selecting particular <br />approaches to a problem as well as for operational plans by those <br />responsible for delivering the services. This will be the final step in <br />Phase I of the Strategic Planning Process. <br />5. S rat gib. There are often many ways to address or resolve <br />any given critical issue. These alternative ways of approaching the <br />issues are called strategies. Most often the planning process will <br />identify both a preferred and a secondary strategy. In each case the <br />Planning Committees will explicitly state the assumptions that are <br />used in choosing one strategy over another. The secondary strategy <br />is identified as the alternate approach to be taken should some of the <br />assumptions supporting the first strategy either not materialize or <br />change substantially during the life of the planning document. It is <br />the strategies that guide administrators in the direction they must <br />take as managers of physical, human, and financial resources. It is <br />intended to use significant citizen participation in selection of the <br />9 <br />Page 26 <br />