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Home My WebLink About03-30-2010 packetCity of Lake Elmo City Council Workshop 3800 Laverne Avenue North Lake Elmo, MN 55042 March 30, 2010 6:30 p.m. - 8:30 p.rn. (?) Agenda 1. Sniart Home Construction — (energy efficiency, green design, ete) 2. Follow-up to Strategic Planning 3. Adjoum * *A sociai gathring rnay or inay not be held at the Lake Elmo Innfo/lowing the meeting. * * MAYQR & COLINCIL ORKSHOP DATE: WORKSHOP ITEM#: DISCUSSION AGENDA ITEM: Smart Home Construction — A Lake Elmo Example SUBMITTED BY: Council Member Ernmons THROUGH: Bruce A. Messelt, City Administrator43f \ REVIEWED BY: City Staff 3/30/2010 SIJMMARY AND ACTION REOUESTED: This Workshop Item has been scheduled at the request of Couneil Mernber Emmons, Mayor Johnston, and Mr. Kevin Tholen, a Lake Etmo resident. The City Council is recommended to receive and discuss a briefing on Srnart Horne [re- Construction ideas being ernployed or readily available in today's market. BACKGROTJND INFORMATION: Tonight's Workshop is iiitended to allow the Conncil to receive a presentation by Mr. Tholen on the reeonstruction efforts underway as his Lake Elmo home (4854 Linden Trail), following a devastating fire that destroyed the original structure. Mr. Tholen, along with others, are exploring and, in some cases, implementing srnart home construction techniques (e.g. energy efficiency, LEED or green design, residential sprinkler systems, etc.). These and ather topics will be diseussed at tonight's Workshop. STAFF REPORT: City staffwill be present at tonight's Workshop to assist the City Council in their review of this topic. In particular, Plarming, Building Code and Fire staff will be present to add their perspective on the topics diseussed. For Council information, attached is the U.S. Green Building Council's 2009-2013 Strategic Plan. RECOMMENDATION: It is recommended that the City Council hold the presentation at tonight's Workshop, as scheduled, and then undertake a discussion as to the potential for additional community -wide utilization (via promotion, incentives, other?) of srnart home design and [re-] construction techniques. Alternatively, the City Council may elect to forgo the scheduled presentation and direct action on current or future discussions on this topic, as appropriate. -- page 1 -- City Council Meeting Snrt 1-lorne Construction Maxch 30th, 2010 Workshop Agenda Item # 1 ATTACHMENTS: U.S. Green Building Council 2OO9-2O1 3 Strategic Plan SUGGESTED ORDER OI BUSINESS: Introduction of Item................................................ Report/Presentation ................................................ Questions from Council to Presenter/Staff Public Input, ifAppropriate.................................... Council Discussion................................................. City Administrator Mr. Kevin Tholen, Resident Mayor Facilitates Mayor Facilitates Mayor & City Council —page2- CONTENTS EXECUTIVE SUMMARY 1. LEADLNG TRANSFORMATLON IN A RAPIDLY CHANGJNG WORLD 11. GUJDING PRINCIPLES 111. AGENDA FOR TRANSFORMATION: Strategic Goals and Ohjectives IV. PROGRAM: F-iov tJSGRC Achieves Its Goals V. THE PATH FORWARD: !rnplementation VI, THE STRATEGIC PLANNING 1'ROCESS U.S. Green liuilding Council Strategic Plan Board of Directors (2007-2008) Rebecca L, Flora Chair Gail Vittori - Chair Etecl Sandy Wiggins - lmmediate Past Chair S. Richard Fedrizzi PresidentfCEO and Founding Chairman Tim Cole - Treasurer Frank Sherman - Secretary Mike Italiano Foiinder Charles Allen Anthony Bernheim Fric Clifton Mick Dalryrnple Michael Deane Tony Gale Richard Graves Bob Harris Elizabeth J. Heider Mike I -less Don Horn MicheUe Hucal Kevir, Hydes Punit Jam Vivian Loftness Mark MacCracken Dennis Maloskey Kim Shirin Lisa Shpritz Ted van der Lmden Paul von Paumgartten Rob Watson Elizabeth Whalen Lauien Yarmuth Founders 5. Richard Fedrizzi David A, cotLfried Mike ltaliano Executive Management Team (2007-2008) 5. Richard Fedrizzi - PresidentfCEO and Founding Chairman Chris Smith - Chief Operating Officer Joseph Diianni Doug Getlin Toni I -licks Beth I-jolst Nate Kreclich Kimberly Lewis Michelle Moore Marty Murray Brendan Owens Alice Soulek Peter Templeton Heather Tomlinson David Witek 2/20 VISION Buildings and communities will regenerate and sustain the health and vitczlity ofall life within a generation. MISSION To transform the way buildings and comniunities are designed, built and operated, enabling an environmentally and socially responsible, healthy, and prosperous environment that improves the quality oflife. Strategic Planning Committee (2007-2008) Rebecca L, Flora, Co-chair Chris Smith, Co-chair Dan E3urgoyne Tini Carey Eric aifton Jennifer Druliner Mike Hess Punit Jain Paul von Paumgartten Lauren Yarmuth 1J.S. Green Building Council 1800 Massachusetts Ave., Suite 300 Washington, D,C. 20036 US.Green BuildinCounciI Strategic Plan L LEADING TRANSFORMATION IN A RAPIDLY CHANGING WORLD The LJ.S. Green Buflding Council has deveioped ils strategic plan for 2009 - 2013 amidst rapidly changing conditions, "Green" is hoornng. Being greeii has hecorne mainstrearn, At thc same tirne, achievng sustainability on a Iarge scale is still very far off, Green buldings and other green products remain very small percentages of total market sha res, The pace of changc must increase to prevent significant deterioration of ecological conditions in many places around the world USGBC is keenly aware of the scope and scale of these cha]Ienges— and we are prepared to evolve as needed to rnohilize and Iead the huilding community's contribution to the transformation toward sustainahle comrnunities, As our understanding ot USGBC's rnission broadens, 50 rnust the scope of our strategies and prograiiis evove and expand. This plan sets torth our strategic vision for the next five years. Key Stroh'gic Issues Fncing the Green Building Conununity Kev strategic issues tacing the green huilding comrnunity in general, and USGBC in partictilar, indude: Shift in ernphasis (rom individual buildings toward the bulit environrnent and broader aspc'cts of sustainabilitv, including a more locused approach to socia equitv; Neod tor strategies to reducc contrihution of tho huilt en\'lronnlent tr) chnlate change; Rclpidh' incrtasing activitv of govcrnrrteut in green building arena; 3/20 Lack ot capacity in the building trados to meet the demand tor green huilding; Increasing need tor a ticus on the greening ol existing huildings; Lack of data 011 green huiiding pertormance; Lack of educition about how to Inanage, operate, and inhabit green huildings; and, lncreasing interest in and need for green hu ilding expertise internationally. 11 GUIDtNG PRINCIPLES Along with its Vfsiou and Aliss,on, USGBC's Go iding Principlcs provide the foun da tion U pon which the work of the organization stands and the reservoir of intent and imagination out of which its strategy grows. ftey also serve as touchstones by which USGBC evaluates the success and integrity of its work hoth inside and outside of the organization. 1 ,, 1 1JSEB(. seeks to elevate social equity as a value alld outcome integra! to sustainahle bu ilt environnien ts. llecause this dirnetision of sustainability and the triple bottorn line has received too little attention both hy USGBC and the green huilding cornniunity at large, we have added Fotcr Social Lquifij as a Guiding Principle. 111. AGENDA FOR TRANSFORMATION: STRATEGC GOALS AND OBJECTJVES lhe strategic goals presented here definie the priorities USGBC will pursue to further its niission over the next five to ten years: Sustainable Cities and Communities: Catalyze and !ead the huilding sector's active participation in the movernent to achie e sustainahle cities and cornmunitie Climate and Natural Resources: Lead tlie dramatiL reduction and eventual ciirnination of building construction and operations' contribution to climate change arid natural resource depletion. US. Green Building Council Strategic Plau 4/20 Green I3uiIding Marketplace: Accelerate green building dernand, delivery, and accessihility, Public Policy: Advocae tor effective and comprehensive green budding policv and codes at ail levels of governrnent. InternationaI: Advance green biiilding around the world bv developing certificaton capacity, sharing knowledge, and collaboratively advancing regional!v appropriate and effective green huilding practices and policies. OrganizationaL Excellence: Leverage USGBC's organizational structure and capacity to support and catalyze the rnarket transforniation required to achieve its rnission. IV. PROGRAM: How USGBC ACHIEVES ITS GOALS USGBC core programs and cornpetencies guide its choices about how best to pursue its rnission and goals. Ledership tnd Transjorination: USGBC provides leadership to the green bui]ding corumunity and society at large hy advancing cffective, cutting edge innovation in green huilding visiori, theory, practice, design, and constructiori. Ethcatiwi: USGBC will continue to raise awareness of critical issues and build capacity arnong a wide range ot sectors within the huilding cornmunity, as well as those who purchase, nlanage, operate, maintain, and regulate huildings. Rc'scarch and Developmen t: Resea rch and development play a vital ro]e in the achievernent of U5G13C's vision and rnission by accclerating the scope and scale of green building. USGBC seeks to drive research critical to the expansion of green hu i]d ing. Oulreach: A strong partnership and dose coordmation hetween USGI3C and its chapters and rnernhers is essential to fulfilling USGBC's nussion. USGBC will continua Ily refine the relationship hetveen the natiortal organization and chapters to enahle maxirnum effectiveness in achieving the goals of all, Advocacy: Societal transforrnatiori ef the scope and scale required to realize USGBC's vision requires changes in puhlic policv at all levels of governrnent. USGI3C will continue to expand the application of direct advocacy both for cornprehensive efforts to transforrn the huilt environrnent and for particular legislative or regulatory outcomes. Col!aborntion: Large-scale transformation requires creating partnerships, forging alliances, and huilding coalitions, a collaborative approach iutrinsic to USGBC's values. V. THE PATH FORWARD: IMPLEMENTATION The Executive Managernent Tearn (EMT) and Board will work together to establish metrics for evaluation of all ohjectives and to ideritify implementation and operational strategies. IJSGBC will rnohilize its many resources and diverse stakeholders to achieve the far-reaching goals set forth in this p1an. Specifically, chapters, in collaboration with regional councils, a nd progra rn steering comm i t tees wi 1 he responsible for developing annual work plans and focused strategies that align with national goals and ohjectives. VI. THE STRATEGIC PLANNJNG PROCESS The Strategic Planning Comrnittee, established hy the Board in July, 2007, identified key strategic issues facing the green huilding community and deve]oped strategic goals for the USGBC to address them. The Executive Management Team (EMT) was fullv involved frorn the outset. Meridian Institute facilitated the process, which extended through July, 2008. 1 lhis p)tm ons adopted bl( tJu' Boi-n4 mi /uhi 7, 2008.] US. Green Building Counj1 Strategic Plan 5/20 The IJ.S, Green Building Ceuncil has developed its strategic plan for 2009 - 2013 amidst rapidly .hanging conditions, Green" is boorning. Being green has hecomc mainstreani, Sales of green products, hyhrid vehicles, and organic foods, for e\arnple, are growing rapidly. Carbon regulation vilI drarnatically alter energy markets, driving innovation arid efficiencv across the ec000my, Legitirnate concerns about faddishness and "green - washing" aside, thcse trends reflect long-term shiOs in sodetal rnindset. At the same tirne, achieving sustainability on a large scale is still very far off. Green huildings and other green products reinain 'ery small percentages of total rnarket shares. USGBC has achieved trernendous success in recent years, with LEED playing a particularly strong role in driving green huilding. Yet, only 3% ot new commercial buildings in 2007 met at least a minimum green standard and onlv U.2% of new residenlia) construction is huilt green. 1'he pace of change must increase to prevent stgnificant deterioration of ecological conditions in many places around the world, lmpacts of climate change grow '.veekly, the loss of hiological diversit) accelerates, and the sope of ecosystem degradation and resource depletion continually expands. 'l'hough growth of the giobal ec000my, particular]y in de'eloping countries, continues to improve living conditions for rnanv, the gap between the rich and poor continues to grov at home and abroad, USGBC is keenly aware of the scope and scale ot these challenges. We will continue 10 evolve so that can effecti eJy mobiliLe and lead the huilding commuriity's contrihution to the tratistorrnatiofl toward su stai nable comrnu nities, As the world changes and the green huilding rnovernerit rnature', G n'e ,Io ildi i in ,N, Ili A !J:L'ricn, Coni n i ssi on t Eu'i roiirnental (.00peration, 2008. so too doos our under'tanding of the rnission betore us. The nleaning ol "green" is c'volving, (0 uore tully include hurnan and social relationships 10 the huilt environnient, USGBC is givirig increasing attention 10 the entire huilt environrnerit, rnoving bey'ond a focus on individual buildings. As our under',tanding of USGBC's 1TIiSSlOfl hroadens, so rnust the scope o our strategies and programs evolve. 'l'hs plan sets forth our strategic vision for the riext five years Our efforts (0 accelerale and expand the transformation of the huilt environment will continue to he guided by positive vision and praclical solutions that harness hurnan creativity toward a sustainahle future. Key Strategic Issues Facing the Green Buildin Coninunity The ke\' strategic issues facing the greeri huilding coinrnunity in general, and USGBC in particular, were identified at the beginning 01 the strategic planning process through an extensive "issues mapping" study conducted by INc Meridian lnslitute. More tban 100 iridividuals representing every sector of the green huilding .ornrnunity, including USGBC memhers, voluntecrs and staff, were interviewed 10 identify issues, challenges, and opportunities. The foliowing findings of this studv pro'ide the context for the development ot this plan: There is a growing awareness arnong green huilding leaders that huildings' relationships to each other, the hroader built and natural environment, and the people they ser e havc i profoiind impact 00 sustainabTIit, including socia 1 equ itv and human health. 1.JSGIi( rnust develop a cornprehensive organizational strategv to address clirnate change bv k'veraging (arbon controls to aggressively ad ance green huildtng U.S. Geen BuiIdin Cowicjl Strategk Plan The rapidly increasing activity of governments in green building presents both opportunilies and challenges to USGBC in its efforts to advance leading -edge green building practices, Lack of capacity m many sectors, particularly among the builcling trades, designers, developers, and code officials, impedes the ability of the market to meet the demaid for green building. The greening of existing buildings is an iricreasingly urgent need iri order to reduce hurnan irnpact on the environment. Lack of data on green buildhg performance makes it difficult to address perceptions that green building is not cost effective and to make an effective case for green buitding to the financial community. Building owners, operators, and occupants frequently lack education about how to manage, operate, and inhabit green buildings. lnterest m and need for green buildmg expertise is growirig iritemationaily. The conclusions collectively drawn by the Board, Executive Management Team, and Strategic Planning Committee from [he issue rnappmg form the basis of the strategic goals and objectives in this plan. The most important findings and conclusions of (he issue mapping study are presented alongside the goals and objectives developed to address them. For additional description of the strategic planning process, see page 19. Positioned to Lea4 USGBC has established itself as the flagsbip institution of the green -building community, with LEED as the world's leading framework for green building. Given the impact of buildings and the built environment more broadly on natural resource consumption, greenhouse gas emissions, and quality of life, USGBC is well positioned to play a critical role in addressing the environmental 6/20 challenges facrng the planet. We bring [he far- reaching imagination and robust capacity for innovation of a dedicated, diverse, and skilled community to some of the great tasks of our time, As we move forward, USGBC builds on a strong and rapidly expanding foundation. USGBC has established an impressive record of accomplishment and built a comprehensive network of relationships, spanning the building and green cornmunities. We have attracted visionary and vibrant leadership at the national and chapter levels. Our extraordinarily diverse membership continues to grow rapidly. And we have recruited a talented and focused staff of first-rate professionals. USGBC has the Jeadership and vision needed to meet (he challenges before us. Growing Comrnunities In addition to being a highly focused, mission - driven enterprise, USGBC is a community of people and organizations. Among us are architects and contractors, large corporatieris and small businesses, grassroots activists and government officials. What brings us together is a shared conirnitrnent to improve the health and well-being of humans and all life through creative engagement, with the built environment as a focal point. The next few years hold great promise for, and significant threats to, the human community. Guided by the strategic plan presented here, USGBC will dramatically expand and harness the energy of the green building community toward fulfillment of promise in the face of peril. US Gretn I3uildng Councit Strategic l'Ian 7/20 Along with USGBC's \iio,, and Miuw (see inside tront covei ), its Guidin Priucip1e5 pro\'ide the tondaton upon wliich the work of the organization stands and the reservoir of intent and iiigination out of which its strategv gro\'s. They also serve as touchstones bv which USGBC evaluates the success and integrity 01 its work both inside and outside of the organization. Promote the Tripk' Bottom Line USGBC will pursue robusL triple bottom line solutions that clarity and strengthen a healthy and dynarnic halance between environrnental, social, and economic prosperitv Establish Lcrdership IJSGBC wil] take responsibility for both revolu tiona ry and e'o1u tionary leadership hy charnpioning societal models that achieve a more robust triple bottorn line Rcconcile Hmanity Tvilh Na ture USGBC wil] endeavor 10 create and restore harmon'y between human activities and natural sv ste m s Foster Social Equity USGBC viH respect al] coniniunities and cultures and aspire to an equa opportunity for ati. Maintciu Integriti USGBC will be guided by the preauLionary rrirlciplc in utili2'ing technical and scientific data to protect, preserve and restore the health of the giobal environrnerit, ecosystenis and species, J.Jnsure inclusiveness USCI3C will ensure inc]usi e, interdicipIinar dernocra tic. decision-ina king w ith thc h]e ti ve of building understandirig and shared cnmitrnents toward a greater comrnon good. Exhibit Transpurcncy USGBC sha]1 strie for honestv, openness, and tra nspa rencv USGBC seeks to elevate social equity as a value and outcome integra] to sustainab]e huitt environments. Because this dimension of sustainability and the triple hottom line has to date received too tittle attention hoth hv USGBC and the greeii huilding coinmunity at large, we have added Foster Social Equilil a a Cuidfn Principh'. This statement aff-irms and elaborates USGI3C's comrnitrnent to social equitv. IJSGI3C intend for the human comrnunity -- in the broadest sense to hcnefit Irom green built envronnients, regardless ot incornc, race, or anv other social factor, and ve are corr,rnitted to more fuI1' integratirig social e(]uity into our work, Significant organiza tional tocus will be rcquired to more etfectively integrate social equity values into the programs of the LJSGBC. In 2007, USGBC estahlislied a Social Equity Task Force to e\plore opportunities related to this priority. We recognize the need to be consu]tative with diverse communities, induding underserved cornrnunitics and communities of color, and to he proactive in ad'ancing sociat ec]uity objecti es and dedicating organitational resources, We a!so recognizc that an eftort to seriousty engagc social epiity will require us 10 ncrea se the representation of underserved populalions in U5G13C's decision-rnaking structuies. US. Green Bui1din Cowwd Strateic E'lan 8/20 Integruing Social Equit)' tuto the Strategic Plan To asI iii o)L ltic)IJOIIZUIX t/it. cnmlfnlellt, f/ulC i 0 fO oac/i oal in t1 i piri n tli a 1 i in 1 t' ded l iiect1i1 atIvalce 500inl 'qu ih/. Collaborite with relevant Socidl justice and qualitv of life initiDtives and advoctes to integrate the theories and practices of social and economic justice \rith tliose of sustainable bu jidi ng. (Si i fn abh C' t it' ai ni Coni in u u Research and develop adaptation of the built environment to anticipated clirnate change effects, and provide proactive guidance and technical support concerning adaptation to vulnerahle cornrnunities in the U.S. and around the world, (Cliinale and Natural Reource) lncrease access of underserved populations to the benefits ot greeri building by educatirig huilding owners and occupants in underserved areas and rnobiliLing puhlic and private capital for green huilding projects that vill directiv henefit u nderser'ed populations. (Grecn Building A'lai'ketplace) Develop ancl advocate a puhlic policy agenda that ensure that the henehts of green huildings hecorne avai lable to cu rreutly underserved populations. (Ththlic Pa)ini) Develop a sharcd giobal vision tor huilt cnvironments that ernhraces the triple hottom liiie hv engaging green huilding practitioners and policymakers internationallv. (In (crnalional) Divcrsify the U5GFC board, staff, 'o!unteer leadership, and mernhership to provide hroader perspecti ve and engagement (Ora71iznhiwla1 1 ?1C&'lh'nce) The sti-citegic goals presented /iere define the priorities USGBC will pu rsiie to fu rther its ni ission ovei' tin' iiextfive to fen years. The objectives outline hOw LJSGBC tuill tvork towarci acliievemen t of these goals over t/w nextfwe years. Some ob/ect ives will bL' fu lfil lcd thro ugh existing programs, such as LEED and Greenbuild, u./iile ot/iers zvill requ irt' the developinent of new initiatives. The objcctives /iave been formi i In ted in a ;naniier conducive to tlw developrneii t af specific in dicators and n'ietrics to measii,'e progress. Specific progranls, tactics, and indicators will be identified by t/ie staff in afive i/ear operational plcin, as well as annun! u0rk plans, begiiining in 2009. U,s, reen Buij,g Coundl Sti ic [‚lan GOAL Catalyze and Iend the buildiug sector's active pnrticipation in thc inoveinent to aclucz)t' sustainablc cities and conununitics. Objectives L)evelop and prornote a vsion of how to achieve sustainable cities and cotnmunities and enlist the participation of relevant institutions and USGBC rnernbers in the pursuit of that vision. 2. Expand and promote the use of LEED programs, particularly Homes, Neighborhood Developrnent, and Existing l3uildings, as effective, regionally -appropriate tools to advance sustztinability and improve quality of Iife at the city and cornmunity eve1 3. F)eve!op a vision and pursue OppOrtUflitie5 to advance the restoration and regeneration of natural systems within and surrounding built environments --in collaboration with chapters, inembers, communitv-based organizations. and visionary thinkers. 4. Integrate theories and practices in the fields ot sustainahle planning, transportation, and other infrastructure with those of sustairiable building by vorking in partncrship with the huilding cornlnunity and relevant organizations. 5 Collaborate with reIe'ant social justice and quality ot life initiatives and advocates to lntegrate the theories and practices ot socia artd economic juslice with those ot sustainah!e hu ildi ng. 6. Educate relevant sectors of the buiiding comnLi nity to rou tincJy integrate nto their worh considerati on of built envi ronmen ts' direcl i npacts on 'urrounding ecosystems and comrnunities, well a' their indirect effects on climate, human heaJ th, and natura resou r'. es. 9/20 BACKGROUN 0 As recognition ot the need to create a more sustainahle societ grows, there is increasing attention given to the built envirorirnent as 0 whole, and to holistic approaches to sustainahle cities and comiriunities. Tliis hroader perspectl\'e goes wefl hcyond individual buildings to indude roads, fixtures, parks, transit, and land use planning, as well as ecoriornic developrnent and social equity issues such as access to etfident and hcalthy affordahle housing, the development of green industries and jobs, and tair wages for laborers. Dense "new urhan" (re)developirients and other community sustai nability and revitalization cfforts are growing rapidly. lnitiatives seeking to advance a "sustainahle lifestyle" hy influencing individual hehavior are also pro]iferating. Such mi tiatives presen t ahiindant opportunities to ad'ance green building, some of which are already being pursued through LEE[) programs tor Neighhorhood 0evdopment and Homes. fhe transtormation of existing buildings and built environ ments needed to support the evolution ot more sustainahe cities and communities requires mucli greater attention. At the city or coinrnunity leve!, social equity and green huild ing intersect th rough urban renewal, comrnunity revitalization, and disaster rehuilding initiatives. These are high]v localized and require an ori the ground presence to develop relationships and productivey engage circurnstances. Other drivers of an increasinglv IocaI and regional approach include variation in climate; municipal coittrol over huilding codes; and ernerging regional and local altematives to the energy grid. There is a need for Ieadership in the integration of green huilding with disaster planning, m000gernent, and recovery -- including research, education, ond pi]ot programs - at hoth the federal and 1oca levels. Expertise also is needed in trans!ating a '-vstcini approach to urban renewal into actionable plan',, U.S. Green Buildin Counj1 Strateic Plan 1O/2() GOAL LeLd thc dramatic reanetion and eveutual eiiniinttion of bni!ding construction and operations' contribntion to cliinatc chnnge and natural resource depiet ion. Objectives Drive down net building -related greenhouse gas (GHG) ernissions, including those related to transport, materials, water -use, and building systems, through LEED certification and complementary tools and programs. 2. Reduce natural resource depietion hy transforming buildirig and comrnunity design and construction paradigms through LEED certification arid the promotion of liolistic lite- cycle assessment and regenerative / restorative desigri iri the building cornmunity. Conduct and support research concerning huildingre!ated GIIO emissions and use of depleted and endangered resources, and regularlv monitor and publicize economy -wide progress iri rcducing building -related GIIG emissions and resouice use. 4. Support the clevelopment of rohust measurernent methoclologies and tools to assess Ihe carbon footpririt 01' hui]dings and prornote carbori emission reduction programs that ensure accurac\', accountability, transparencv, and integrity in reporting. Educate bui]ding owners and users about the role ot thc built environrnent in clirnate change and resource depietion and the tools a'ai]ahle to reduce carhon footprints and resource use associated witli the hui)t environment. De elop and advocate carhon policics and codes tha dri'e down GI IG ernission frorn the built environment and create incentives for the development of net iero nirbon eniissions buildings and bu 11 en'ironrnents. 7. Leverage carbon rnarkets and other forms of carhon policv to drive rapid increase in the quantitv and qualitv ot green huilding and the transition toward sustainable built en vironmen ts, 8. Research and develop adaptive responses of the buil t environrnent to anticipated clinate change effects, and provide proactive guidance and technical support concerning adaptation to vulnerahle cornrnunities in the U.S. and around the world. BACKGROUND Climate Change: Observed and predicted changes in climate around the world will almost certainly alter living coiiditions for most people in the coming fifty years. Climate change threatens the integrily of ecosystems and their capacity to provide food, clean water, and renewahle resources. Those alreadv li'ing in fragile environnients and those vith few resources to adapt to changing conditions will suffer rnost. Societies around the world rnust dramaticallv reduce ernission ot the gases that cause climate change, and the nuist dee!op strategies and technologies to adapt to a rapidly changLng world. Buildings and the energy they use contrihute greatly to climate change. The close and complex inter -relationship hetveen the built environment and hoth cliniate change and tigli tening fuel supplies presents opportunities for innovation in virtually every aspect of developing and rnaintaining the built environment. 1'he dri'e to derease GHG emissions and rising energv prtces are predictcd to radically change the landscape in which USGBC operates, rapidly a.celerating dernand 1 or energy efficient bu ildings, incorpol'ation ot renewable energy technologies mb the hu ilt environrnen 1, arid (ie)design ot corrununities around more etficient transit and sutainahle rcsourn. use, Climate L'S. Green Bui1diri Council StTategc Plau 11/20 change likelv will affect the cost, design, technologv, and Iocation of huildings and the huilt en v i ronme n t. USGBC'S inviilvernent in the afterrnath or Hurricane Katrina provides a foundation for the integration ot adaptation to climate change and preparation for natura disasters into the planning and design of the huilt environrnent, USGBC needs a comprehensive and distinctive strategy for contributing to the soution of climate cliange, leveragirig carhon concerns and rcquirements to advance its more comprehensive mission, arid supportirig ongoing adaptation to changing climates, Protection and Restoration of Natural Systems and Resources: Construction and huildirig operations are among the leading direct and indirect drivers of the degradation and dep]etion of natural systems and resources. Such destruction imperils whole ecosystems, specific species, and hurnan popula tions. In addition, conventional production nt many building materials causes poltution, cndangering pcoplc and natural systems Sourcirig ot sustainahle huilding materials natural, procesed, and manulactured - will continue to be a significant challenge In addition to the irnpact of construction and maintenance, the use of natural resources in huildings also has a maor irnpact. Among the most pressing issues are wziter quality and quantily. Efficient use (and reuse) of water within huildings is a growing need, and availahility of clean water will increasingly affect where and how hufldings and coinmuni ties a re bui!t LJSCBC aspires not only to reduce tlic negative impact of the huilt environment on natural systems, hut to advance huilt environments that acti ely contrhiite to thc plesc'rvation, restoration, and regeneration of natural systems. For example, buildings mav he ahle to serve a role in watei' fUtration and purification. GOAL Acccle,'a tL greeu bu i!ding dt'niand, de1iver, and cccssibi1ity. Objectives Expand the green building market hv analyzing, aggregating and disseminating information that demonstrates the environrnen(al, heahh, social, and economic henefits ot green huildings 2. ldentify gaps in the green huilding delivery chain and build capacitv to address them through innovative partnerships, targeted education prograins, and strengthen ed chapters 3. Incrcase the rigor of LEED credit reiluirernents, through ttie existing consensus process, as part of a systematic. continuous improvement cycle for LEED hased on advances in green building science and techno!ogv and an expanding hase of e\perience and evidence 4. Expand training opportunities tor protessionals working on LEED projects and reviewers to augment the LEED certification process, wliilc building strong, effective protessional credentialing and rev iewer qualitication programs that are giobal in reach Catalyze innovative irnprovements in green huilding performance, human health and occupant productivity by cond uctiiig, advancing, and puhlicizing relevant research. 6. lncrease acccss ol underser ed populations to the henefits of green huilding hy ed ucating hu id ing owners and occu pa nts in underscred a reas and mohiliii ng public and private apita1 for green huiJding projects that viI1 directly henetit underserved populahons. US. Green Buildini Council Strategjc 1'lan l2I2& 7. Sel aggre5sive aruival targets tor green huilding penetration iii all rnarket segrnents addressed by the LEE[) rating system. 8. Faciiitate lower implernentation costs for achiev ing LEED certii9ca tion, withou cornpromi sing effectiveness. 9. Encourage the integration 01 relevant aspects of green huilding into the curricula of secondary, undergraduate, and grad uate edu cation. BACKGROUND There are several clusters of issues that LJSGBC must now address in order to expand the greeii building narketp1ace: Perceptions, Performancc, & Costs: The green huilding niarket, like all others, needs accurate and easi!y availahle infoririation. Greeii hui]ding is thought b' many to he too expensive and difficult, and there is little hard data on performance. While emerging data show upfront costs are outweighed hy Iong-term henefits, data are still relalively sparse and not reaching or convincing critical stakeholders (e.g., huilding owners, hankers, insurers, arid appraisers). Other issues include consurners' lack of definitive information about the "greenness" of piod uct s, services, and companies; and, consu mers are being overwhelmed vith 100 inuch inforrnation about "green" products, services, and companies. Inadequa t.' Copaciti and lVea k Commuuication: There is a severe lack of capacity in the marketpiace 10 deliver green huildings. Critical stakeholders have varving degrees ofsophistication and knowledge about green huilcling and LEED. IJneven capacitv irnpedes the expansion of green huilding. Even when understanding is high, cornrnunication channels are often weak or broken, These circumstances are among the kev hottlenecks obstrlLctirg the deepening and expansion af green building practices. Needfor Education: There is a lack of green hu ilding and sustainahility currici.dum for schools and universities, and hoth facility plant nanagers and the huilding trades lack targeted and accessihle educationa] opportunities ahout green huilding. building owners, operators, and occupants frequentiv lack education about how to manage, operate, and inhahit green huildings in a manner that optirnizes environmental peror!nance. U.5. Green BuiIdin Couricjl 5tratejc I'lan 13/20 GOAL AdvocQtefor ef ective t:d compreJiensive greeu buildi;:g policy and codes at al! levcls af govcrrnnent. Objectives Serve as a national green building networking center and clearinghouse for policy makers and other advocates, 2, Catalyze, convene, arid rnobilize organizations and governrnents to develop and promote a vision of green building and to implernent the public policies needed to achieve it. 3. Enable chapters and rnembers to identify and effectively advocate for public policies that advance green 13ui1ding and the creation of sustainable cities and cornmunities h providing training, resources, and cornrnunications support. 4. I)evetop and ad'ocate a public policv agenda that eusures that the henefits of green huilding become avai lahle to cu rrt'ntly underscrved popu la tions. 5. Coordinate puhlic po!icy advocacy undertaken at national, state, and local levels in a manner that optirnizes effectiveness a t alt Ieve1s. BACKGROUND While USGBC lias encouraged incentives to dri'e tnarket traiisformation, use of regulatory and other approaches is growing. Public policv 15 a powerful vehicle for advancing green huilding, and governrnents are increasingly adopting green huilding recp.iirements for their ovn portfolios as well as Writing green provisions mto building codes. Puhlic policv is also a necessary strategv to address tnarket faitures, such as (he decoupting of design, construction, and operational hudgets, vbich frequentiy leads to short-sighted decision - making in hoth the puhlic and private sectot's. Government issued green huilding mandates have the poteutial to both strengthen USGBC'S position and to significantiv undermine it. In some instances, LEED has heeii adopted as the hasis of niandates, while in others, requirements are less rigorous. Sorne are concerned about a growing patchwork of approaches. However, less rigorous hut rnore videspread green building requirements might liave more nel environmental benefits, particula rly if they include provisiolls requ iring continuous improvernent. 'lhough USGBC rnight engage vith governrnent decision-inakers and standard setting hodies at all levels of governrnent, to date it has focused alrnost exclusively on engaging the marketp]ace rather than government. USGBC should position itself in relationship to green huilding puhlic policy in a rnanner that advances hotii leading -edge rnarket transforrnation and private sector Ieadership, as well as effective usc ofpublic policv. USGBC should promote provisions in green building policies for continuai improvement, removal of harriers, and incentives to meet performarice standards. In addition, leadership is needed to forge coalitions to advance green huilding policy at alt levels of government, and IJSGBC is well -positioned to do so. LIS. Cren Buildme Council Strateiic Plan 14120 GOAL Advance green 1niIding irouisd tlie ?'Orld by devL'lop:ng certificti t ion capacity, sharing knowledge, and cellaborative!y advancing regia,rn ily appropriate aiid effectivc green building practices and policies. Objectives Develop and implement a USGBC policy for international cooperation to guide engagement with the World Green Euilding Council (WGBC) and other national green buliding councils, govemrnents, multinational corporations, mul tilateral organizations. and non-governiriental orgaflizatiOns. 2. De'elop a shared giobal vision for huilt envirorirnents that emhraces the triple hottom line hv engclging green huilding practitioners and policyrnakers ititernationaily. 3. Frovi de organizational developrnent assistance to, and share organizational hest practices vith, other national green building councils and non- profit organizations consistent with USGBC policy for international cooperation. 4. Develop a giobal platform, certification process, and engagernent framework to make LEED and related LJSGBC prograrns availahle internationallv, and responsive to a wide range o social, cconomic, and ecological conditions. BACKGROUND USGE3C has increasing opportunities to collahorate with efforts in other couritries, especialh' regarding adopting and adapting LEED. The large, urgent, and growir'tg need for green huilding in ernerging economies presents man' opportunities and cha11enge5. Yet it is often difticult to find an appropriate local partner and acquire kno'.vledge about local conditions. Coordination with the \/Vorld Green Building Council (WGBC), other national green building cou ncils, goverrLrnents, multinational corpora tions, inu 1 tilateral organizations, and non-governiriental organizations is vital to achieving success. In the next few years, the evolution of the Green Building Certification lnstitute (GBCI) will influence the international context. USGBCs interna tional erigagements shou Id he truly collaborative, with all parties learning frorn one another. USGRC should uncover and prornote the hest solutions, wherever they may he found. LJSGBC should develop clear guidance on how to respond to requests for mforrriation, support, guidance, and partiiership from ahroad. US, Green Buildin2 Council Strategic Plan 15/20 GOAL Leverage USG BC's arganiza tional structure and capacity to support and catalyze tlw inarket transorination reqnired to achieve its mission. Objectives Evelve the hoard of directors' role, structure, and cornposition to provide the vision, high- level strategic guidance, organizational direction, finaricial resource developrnent, and diplornacv necessary to achieve USGBC's strategic priorities. 2. Adapt the cornposition and structure of alt committees, advisory groups, and task forces, as needed to enahle them to achieve USGBCs evolving strategic priorities, develop and refine programs, and serve effectively the growing scope and scale of USGBC operations. 3. Diversify the IJSGBC board, staff, volunteer leadership, and menihership to provide broader perspecti'e and engagement. 4. Provide ctear roles and responsihilities for alt volunteer and professiorial positions and hodies of the organization* and ensure effective coordination, cornmunications, and linkage among thern. JnL'!t1djn' uationnl, rt'gionnl, chapter, iid affiliafc 1'oa'ds; coniui!Ii'es: h'ch,iical dvisori groaps; and, I(lskfo)'CL's. 5. Align, harrnon'ize, and coordinate chapter, regional, and national le'ei goats, structure, functions and cotrirnunications, 6. Provide chapters and regions the organizationat assistance, toots, and training they need to effecti'eiy pursue their rnission and pursue shared goals. 7. Deterrnine and impiernent a unified, Iiarnion- ized and system -wide governance process. teverage USGBC's rneinhership base 10 provide hroader im pact and accountahili ty. BACKGROUND USGBC's capacity to provide the Ieadership necessary to execu e this plan is huiit on five piltars: the hoard, chapters, mernhers, votunteer coinrnittees and advisory groups, and staff. We address the first tour here; executive rnariagernent is charged with staff deveioprnent. • Born'd. As USGBC evolves, so rnust its !eadership. The growing scale, compiexity and sophisticalion of IJSGBC ha'e implications tor the Board, induding rotes and responsihilities, structure, decision-rnaking process, composi- tion, and size. in 2007, the Board seated a Board Leadership Task Force 10 consider these issues and make recornrnendations to address them. • Chapfcrs: The advancement of green building requires a localized and custoniized approach. Effective chapters are vital to achieving USGBC's mission. '['here is widespread need and desire to harmonize the retationship hetveen USGBC and chapters and achieve greater clarity about the distribution of responsihilities aniong the national, regionat, and chapter levels. Capaciiy huilding amorg chapters is required in order for USGBC to efficiently and effecti'ely deliver consistent products and serviccs, • Membe,-s: There is potentiat to mohi]ize the mernhership hase as change agents to advance USGBC's niission through education and advocacy. In addition, the many USGBC members who have not yet thoroughly greened their own built environrnent constitute a large "inlernal market." Additional]y, concern exists that some members may not have made a serious cornmitrncnt to the tripte bottom line, which could negativeiy impact USGBC's reputation and effectiveness. • t/olu teL'r Coiniu i!tecs aid TccIipjic/ Advisonj Grvups are essential to the developrnent, governance, and execution of USGBC's core programs. The 'olu nteer-driven natu re of USGBC continues to provide a highlv 'atued, vitat source of expertise arid credibility vithin the green bu itd ing comnitiiitv and rnarketplace. U.S. Green Bui1drn Coun'iI Strateic Ptan 16/20 us(;Bc core prograrns and cornpetencies guide its choices about how hcst to pursue its rnlsSiofl and goak Sorne of thesc are more fully devcioped than others, as reflected in USGBC's current program, described helow. The execution 01 this plan will strengthen USGBC'S ahiiitv 10 effect societal change tlirough each of these approaches USGBC provides leadership to the green building community and society at large by advancing effective, cutting edge innovation in green building vision, theory, practice, design, and construction. As it grows and matures, USGBC wifl strive to continually engage new challenges and expand the horizons of the green building community through its own efforts and by catalyzing innovation in the green building marketplace. VVe will seek to ]ead with humi1it', collahorating with ancl supporting our own chapters and rnemhers, as ve1l as nationa and intcniational par1ner5 with cornplernentary expertise. USGBC has heen fortunate to attract exceptiona] volunteers aid staft to ad'ance its mission Euso ring the ongoing engagenlent ot high - caliber stakeholders will continue to he at the core of EJSGBC's operating strategy LEEO -- Leadership in Energy and Environmental Design: The LEED Green Bui!ding Rating SystemTM is a vountary, consensus -based rating system for developing hgh-performance, sustainable buildings, LEED addresses afl building types as weH as neighborhoods. LEED emphasizes state ef the art strategies and promotes expertise in green buliding through project certification, professional accreditation, training and practical resources, USGBC will continue to raise awareness of critical issues and build capacity among a wide range of sectors within the building community, as wefl as those who purchase, Inanage, operate, maintain, and regulate buildings. Education of these sectors reniains a vital strategy to advance green building, along with efforts to support integration of green building into secondary and higher education. Education has becorne an increasingly irnportant strategy in advancing the green huilding agenda LJSGBC recognizes that advancing its strategic goals will require expanding the target audiences tor its educational prograrns and the deveiopment ol more targeted inaterials, USGBC Education Programs provide top quality courses on green design, construction, and operations for professionals from all sectors of the building industry. More than 75000 designers, builders, suppliers and managers have attended USGBC educational programs to gain practical knowledge, explore new business opportunities, and earn how to create healthier, more productive, and more efficient places to live and work, LEED Professional Accreditation is awarded 10 building industry practitioners who successfully demonstrate on a comprehensive exam their abUity to serve on a LEED project team and provkie detailed knowiedge of certification requirements. A LEED accredited professtonal (LEED AP) also has a cemmand of integrated design principles. Greenbuild: The USGBC's Greenbuild lntemational Conference & Expo is the nation's Iargest conference on high- performance building practices. Participants learn about new products, innovative projects, and the Iatest building research through educationai sessions, internationa master speakers, practical workshops and green building tours, and a green building trade show Research and development play a vital role in the achievement of USGBC'S vision and mission by accelerating the scope and scale of green building USGBC seeks to drive research critical to the expansion of green building as well as to compile and disserninate research and informational resources regarding greeri US, Green Buildine Crnuirjl Strtec Plan 18/20 V. THE PATH FORWARD: IMPLEMENTATION The strategic goals and objectives presented in this plan have been developed by weighing data gathered in the issue mapping process in the context of USGBC's vision, mission, guiding principles, existing operational and organizational strengths, and track record. The goals are not intended to be "operational" in nature, and may not necessarily be accomplished within the five year planning period. Objectives are intended to propose how USGBC will work toward achievement of those goals during the next five years, yet they avoid identifying specific tactics, which will be identified by staff in annual work plans. The Board and Executive Management Team (EMT) will initiate activities associated with implementation of the plan concurrent with the 2009 planning and budget cycle. Staff will establish metrics and criteria for Board review. These metrics and criteria will be used to evaluate progress on objectives over the next five years. While implementation of this plan is not anticipated to require large-scale changes in the structures and programs of USGBC, the Board and EMT will need to ensure that appropriate Board and organizational structures and communications channels are in place to support the execution of the plan. After reviewing existing structures and programs and considering how goals and objectives will be implemented, it may be determined that adjustments in organization and capacity are needed to develop and implement programs for new or significantly intensified areas of focus identified in the plan. These may include hiring additional staff, creating additional mechanisms for cross -departmental coordination and joint initiatives, seating new program/Board committees, and establishing new mechanisms for development and oversight of organizational strategy and direction. Staff, led by the EMT, will be responsible for developing the annual work plan and budget. The Board will be responsible for general oversight and ensuring that annual plans and budgets are aligned with strategic goals and objectives. Chapters, regional councils, and program steering committees will be responsible for developing focused strategies that align with and build upon the strategic goals and objectives in this plan. The Board and staff will provide direction, coordination, and support to ensure that planning and program development activities are conducted through a coordinated, inclusive process that aligns all of the various components of USGBC. Through a deliberative and harmonized planning process, USGBC will mobilize its many resources and diverse stakeholders to achieve the far-reaching goals set forth in this plan. U.S. Green Building Council Strategic Flan (BACK COVER1 20/20 Lake Elmo City Council Retreat — February 27, 2010 Lake ELrno Percention Smith Reputation obnoxious polities, anti -developers Park Open Space, not generic suburbs DeLapp Bedrock for holding firm on Comprehensive Plan. Residents in control, not developers Johnston Like Open Space feeling Emmons — Quality of town, has special feel If the City sets the table and sends out invites (for what), would people come without invites. Johnston If we want desirable business have to send out invitations, Perpetual Planning Prevents Progress, Emmons — Agreed Johnston - Recognize and implement MOU Park - Would not want to fight MOU DeLapp The City should not be inviting a few non-resident land speculators to tell our residents what they must accept PHOTO REVIEW Good - Bad - Wish We Had Brett Emmons GOOD Anchor downtown — historic architecture, small streets, parking and walkable downtown, landscaping along street. Blessed with natural resources (lakes), Plan green belt around development in Village BAD Randall Arndi's video is good at showing bad examples. Sprawling, no identified center, strip development on highway vs. walkable on new streets and turn lanes can be obstacles for waiking/biking. Strip for Old Village and 1-94 Corridor Signage — have restrictions and guidelines otherwise become unsightly. WISH WE HAD Landscaping -more inviting, patio seating, tasteful lighting, signage control, Brick street approach, concern with width of road to height of buildings, Too high or too narrow doesn't' work, Sculptures, public art make downtown area more inviting. Solar panels energy usage. One-half mile radius walkable town: Examples: Grand Avenue — 1-low do the beautiful houses in Old Village Fit; Eco-lndustrial Park — '/2 mile radius walkable town Examples: Antigua, Guatemala — signage control 011 buildings, cobblestone streets, downtown becomes huge destination, don't be afraid to be restrietive, have a clear vision, restrictions do not have to be anti -business, Lake Elmo City Council Retreat Saturday, February 26, 2010 Dean Johnston GOOD Neighborhoods Open Spaces Good Comprehensive Plan Rsidents pioud ofcommunity BAD lnsufflcient playfie!ds/trails No recreati on program/fac ilities Must commute to work very hostile environment Hostile political environment Not supportive of desirable business WISH WE HAD Value added creative jobs Senior housing Life cycle housing Viable downtown State of art library Nicole Park BAD Exarnple: Iritersection in Stiliwater by Perkins Restaurant and Washington Avenue. Develop good safe intersections on 1-94 000D and WISH WE HAD Examples shown: Office park and ice rink located ncxt to each other. KFC — old brick building renovated and had only a small sign Think ofanchors for building downtown Townhomes for 55+ seniors - a high quaiity bui!ding has to be eonnected and waik able. Example: Highland Theater is a destination, Maybe we wouId have a 3 picture theater Signs can have same look Senior development dowo along 1-94 corridor (transitional care) with court yard, bank, ete, One-levei homes - good architecture, gl'eerl buffer space around thern (detached iownhomes for seniors, sizeabie one level) Si'eve DLapp GOOD People showing personal, private initiatives, such as using our own backyards for skating rinks, piek-up bali and farnliy barbeques. Sunfish Park — Absolutely overwhelrning space for Eastern Minnesota Lake Elmo City Couiicil Retreat Saturday, February 26, 2010 2 DeLapp — Agree, the meeting was the most important in five years, decision making as a group, need to get to the core issues and need the facts to deal with issues Johnston — there are 4-5 major issues, significant issues, that's progress Emmons Learn new things, free flow of issues, same frietion in areas Smith — It's not All or None —find middle ground Lake Elmo City Council Retreat Saturday, February 26, 2010 4 STRENGTHS COMMUNITY: 1, Parks and parks system 2, I-Iappy residents that trust their Couricil/staff 3. Volunteer culture 4. Open Space — Leadership 5. Inte11igent residents 6. Residents putting City first and neighborhood second 7. Strong sense ofplace — residents love Lake E!mo for what it is. 8. Strong and close comrnunity spirit in village area CITY: 1, Public Works/Fire Dept. 2, Staff wants to rnove forward and work hard 3, One shared downtown 4. Al! undeveloped land with potential to irnprove existing quality oflife 5. Enough undeveloped land to allow improvement of environmental ethic and standards 6. Great park system 7. Smal! town approach to services/infrastructure (keeps $ & debt down) COUNCIL: 1. Approachable 2. Open to ideas, wants to focus on qua!ity future for Lake Elmo 3, Good Plans 4. Care about quality 5. Diverse backgrounds 6. Strongly like (love) and support City WEAKNESSES COMMUNITY: 1. Not involved enough in Fall Festival and other City stuff, 2. Lack oftransportation options 3. Weakness in attracting volunteerisrn 4. Not enough high paying jobs available for residents within the City 1 irnits 5. Split community a. School Districts and their cornrnunities b. Church cornrnunities c. Youth sports comrnunities tied to school districts CITY: 1. Follow thi'ough (No Action Item List) 2. Budgeting 3. Commission misunderstand roles 4. Different standards for different people and land 5. Poekets of isolated clusters ofresidents 6. Govemment service efficiency 7. Zoriing Enforcernent 8. Srnall staff staffmust be good at multi -tasking. 9. Institutiona1 memory is low 1O.Staffin n-iaintenance rnode versus visioning/innovation mode COUNCIL: 1. Plan Imp1ementation! 2. Politicizing 3. We are not sending out the invites and setting the table to attract and create the future we want, This takes time. 4. Knowledge on what works to attractjobs 5. Strong personalities creates eonflict 6. Agree on approx. 70-80%, but fight on the 20% OPPORTUNITIES COMMUNITY: 1. Seniorhousing 2. Life -cycle housing 3. Quality/innovative 4. Jobs 5. Lake Elmo has a reputation as A GREAT place to live and visit. CITY: 1. The City could be buying land in certain areas to have future opportunities. 2. Using web and quarterly to full potential (disbursement of iriformation) 3. We still have tirne to distiriguish our surrounding comrnunities in our own and unique irinovative way. 4. Green incentives and funding: external and internal COUNCIL: 1. We all care about the future quality of Lake Elmo 2. Diverse make-up ofgoverning body 3. This is our chanee to set Lake Elmo's seat at the table within our surrounding communities, THREATS — (External) COMMUNITY: 1. Vandalism 2. Ifpart ofthe community keeps fighting growth, the growth they'll/we'll end up with in the end will be 1eftovers. 3. City being split up by various conflicting institutions and outside factions (i.e. divide and conquer) 4. Met Council MOU — over developrnent 5. Development pressure CITY: 1. Sewer implementation (w/poor market WAC's) 2. Met Counci! 3. Lossoflibrary 4. Water 5. Lawsuits by landownei's ifwe don't move forward with MOU. 6. Thru-traffic 7. All undeveloped land 8. Billboardlsignage visibility of 1-94 9. Met Council MOU & WIF 1 O.Water system overextended 11 . Costs of infrastructure in uncertain tirnes COUNCIL: 1. Reputation of business climate 2. Lack ofunderstanding ofbusiness site setection process 3. Views ofvery few trying to represent rnasses 4. Not enough time and rnoney 5. Too much one-sided pressure from people who think they had money to make offCity residents and by stealing City's exceptional reputation