06/05/2006 Council Packet - Laserfiche WebLink

Home Search

Approach 10 The City Council meets in a facilitated four hour session to refine the vision and give direction to Springsted and staff for presentation of the final vision. The City Council adopts the final vision. Landmarks Four landmarks in the Community -Based Model are: • Community kickoff • Identification of preliminary vision and outreach efforts • Presentation of recommended vision • Vision adopted by the City Council Staff Implications Level of senior staff support needed by the Strategic Planning Task Force will have to be determined. Other staff roles include: • Coordinating logistics for meetings and community outreach efforts • Communications • Management of web communications Comments Potential advantages of this model stem from the community's responsibility to develop and recommend a 2030 vision to the City Council and the increased stake that the community will have in supporting and achieving the 2030 vision. In addition, the increased level of community dialogue will incorporate the values and desired future of a wider cross - section of the community. Potential disadvantages of the model stem from limiting involvement of the City's elected and appointed leaders until after the initial development of the vision. The risk inherent in this model is that the City Council may not have sufficient involvement and ownership in the process to fully accept the community -based vision and values as the framework for developing the 2030 strategic plan. Consequently, some community members may feel disenfranchised if the City Council does not adopt the recommended vision, in part or in total. The cost and time associated with this model is also a potential disadvantage compared to the other two models because of the increased requirements to coordinate the Strategic Planning Task Force meetings and increased opportunities for community input. Lino Lakes, Minnesota. Proposal to Provide Visioning Services