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HomeMy WebLinkAboutAgenda Packets - 1993/03/29 ::'rl:::::i.••':I0..':}j:111: :11::}:�}�`:'i?:i)iiiiiiY>i::3::••{::T:::;nJ>:?S? iggpeCOONMEWORIESEOSIONE EutoNowitiAtidNiiiiodituggpim 1 . Review of 1993 Department Goals (Bring your booklet from the Strategic Planning Session) 2. Discussion Regarding Departmental Goal Priorities 3. Review of Strategic Planning Session Goals 4. Discussion Regarding 1993/94 "Visioning Process" • Action Steps • Timeline Budget REMINDER....THIS MEETING IS AT 6:00 P.M.! BOX DINNERS WILL BE PROVIDED. ©OW OF • OVLIVJ�/ Phone: (612) 784-3055 Q[ � Fax: (612) 784-3462 "Quite Simply the Best" MEMORANDUM TO: MAYOR AND CITY COUNCIL FROM: SAMANTHA ORDUNO, CITY ADMINIST'PTOR DATE: MARCH 25, 1993 RE: MARCH 29, 1993 SPECIAL WORK SESSION • ***************************************************************** AGENDA ITEM NO. 1: REVIEW OF DEPARTMENTAL GOALS At the recent Strategic Planning Session, each department presented their individual department goals for 1993 . There was very little time at the Session for Council to react to the goals and discuss in greater detail the Council's individual goals as well as each member's response to the department goals. Staff is requesting that the Council consider the following questions and respond at Monday night's Work Session: No. 1. Does the Council have goals for a department that have not been listed? If so, please come to the meeting with a list of those goals which you wish to see accomplished in 1993 . Last week's "This Is It" asked that the Council members list their top 5-10 goals for 1993 . Please do this and rank ,them in order of priority. No. 2 . Do the goals listed by the departments include action steps the Council finds -meaningful? Have action steps been left out that you would add? If so, please let us know. No. 3 . Basically, the staff is asking for Council input as to the direction in which staff has planned their 1993 goals and work plans. Is the direction staff has indicated the right direction? What areas of our work programs are we doing well and what areas do you wish to see improvement or increased activity? And, by the same measure, are there areas where we should not be taking so active a role? PRINTED WITH T.(9 SOYINK, 2401 Highway 10 • Mounds View, MN 55112-1499 recycled paper March 29, 1993 Work Session March 25, 1993 Page 2 AGENDA ITEM NO. 2: DISCUSSION REGARDING DEPARTMENT GOAL PRIORITIES In consideration of the very involved action steps that will be involved in the "Visioning Process" , staff requests that the Council prioritize the department goals. This will indicate to staff the level of staff concentration that will be dedicated to each goal. The following definitions of priority ranking might be helpful to the Council in determining the goal priorities: Priority 1 goal = Top Council priority, to be accomplished in 1993 Priority 2 goal = High priority, measurable results to be attained by the end of the year, but not completed within 1993 - but action must be near completion. Priority 3 goal = To be completed only as time allows, expect some progress by end of year. Priority 4 goal = Not a priority for 1993 . Results or progress expected only if priorities 1-3 are accomplished ahead of schedule. When you review the department goals as well as the goals from the strategic planning session, please do so with intent on ranking them in terms of the priority ranking listed above or another that may best meet your needs. AGENDA ITEM NO. 3 : 1993\94 STRATEGIC PLANNING GOALS Diane Wuori, Mary Saarion, Tim Cruikshank and I met once to go over the changes to the Strategic Planning Goals that were discussed by the "other" group (as opposed to the group that was assigned to work on the visioning process) . A very preliminary draft is included herein for review. Please note that it is very preliminary and will be revised, but please make suggestions regarding additions, deletions and any other changes you deem important. The goal is to finalize the document with inclusion of 1992 accomplishments in each goal area and distribute to the public in the April/May City newsletter. The "revision" group (Diane, Mary, Tim and Samantha) will incorporate suggestions from Monday's meeting 'into the final product. . . . so, speak up now or forever hold your peace. Seriously, your input is needed before the committee meets again to conduct another revision session. Speical March 29, 1993 Work Session March 25, 1993 Page 3 AGENDA ITEM NO. 4: VISIONING PROCESS Included herein please find a "process" list of the action steps, timeline and budget considerations that need to be discussed in relation to the "visioning process" . There are some very important decisions that need to be made Monday night in regards to the steps to be taken in the process. Failure to make those decisions may delay the process and negatively impact the end result. This Monday, Tim Cruikshank and I met with Steve Sarkozy and Steve North from Roseville to discuss their visioning process. Roseville's process has been very successful and one that they would repeat without reservation. It has served to reunite a fragmented community and bring into the process new players. I will briefly outline some of the highlights: Steering Committee None, other than the City Manager and staff. The Council and staff determined action steps, timeline and budget. Once the forums were held and project teams created, the Council's role was limited - it was truly a community-driven process. Forums Held in the evening on back to back nights. They received no complaints about the July date meetings. Approximately 100 - 125 people attended each night. Held at Northwestern Bible College in a room with large round tables which accommodated 8-10 people with a staff member at each table to take notes. Keynote speakers: Latimer and Bill Morris Facilitator: Carl Neu Almost two hours dedicated to brainstorming at the tables regarding key issues and how the City should address these issues. One person at each table reported on the key issues at that table and the results were listed on newsprint under the appropriate heading. Participants were told at the meeting that within 60 days they would receive a summary of the Forum and included with the summary would be an application for participation on 1 of the 6 project teams organized to explore the "vision, goals and strategies" as it Special March 29, 1993 Work Session March 25, 1993 Page 4 related to the specific issue. Publicity_ Letters mailed to every identified "stakeholder", meetings with businesses, school representatives, real estate representatives and the media. Brochure mailed to each home, newsletter articles, newspaper ads and a phone hot line - people were asked in the brochure to RSVP if they were going to attend a forum. ' The brochure also included a section for people who could not attend the forums to comment regarding what they saw as the key issues/problems facing the City. Roseville received over 300 comment cards! Each of the people submitting comment cards also received a summary of the forum results and an invitation to participate on a project team. Project Teams Six teams of 8-10 people each. The chairs were selected by the Council and staff for the first meeting and elected by the teams at a later meeting. Four of the six chairs were new players in Roseville activities. Prior to the meeting of the teams, Carl Neu conducted a 4 hour training session for chairs and staff support members assigned to each team. Roseville stated the training was the key to the tremendous success of the teams because it set the tone and clearly identified the role of the teams and placed the success or failure of the process clearly on the participation and commitment of the members of the teams. The teams met every week for 3 months, called in experts, took testimony from many sources, collected data and researched their given subject. The teams presented their preliminary findings to the Council this month (March) . The teams determined the "vision" they had for their topic, the goals they wanted to see accomplished and their suggestions for strategies to be taken to realize the goals. The staff is currently processing the findings into a final report that will be presented to a third community-wide forum in April. Roseville stated the process was very worthwhile and one that had no pitfalls other than staff and participate burnout. The people Special March 29, 1993 Work Session March 25, 1993 Page 5 involved and the community has had very positive things to say about the process. It has succeeded in rebuilding the trust and sense of inclusion in the decision-making process that was lacking since the Audre scandal. Next step for Roseville after the final forum is that the Council will now be charged with prioritizing the strategies and provide a plan for implementation. The role of the Council as the body to set the priorities and implementation schedule was made clear and accepted by everyone before project teams began. AGENDA ITEM NO. 3 PRELIMINARY DRAFT OF 1993 STRATEGIC PLANNING SESSION GOALS MARCH 29, 1993 E3AL M.: il Develcp and" piement k H+ om unitprnren Visioning-. ::;:.::Process" to.: :>Act vely::::»> Involy .:::.>.:<.: :>:.:::ca unity takehcinIders the CityLls ong Range Rlannln RropO s ::::; The terms "vision", "mission statement", "strategic long range planning" and "stakeholders" are words which translate into an activity in which people are brought together to collectively share in something that is going to make a difference -an activity in which each person involved will contribute in some measure to the future. The City Council and City Staff are dedicated to developing and implementing a process by which all our stakeholders will have an opportunity to actively participate in creating the "Vision" of the future of the City of Mounds View. It will be a process by which every man, women and child who lives or works in this community will share in the process of identifying the current and future issues, concerns, problems and determining the best possible strategies to address them. It will be an Opportunity to help shape the future direction of the City through establishing a "Vision" of Mounds View in the future, its "Mission" - what is the City's purpose, its "Goals"-what are the important issues to be addressed and the "Strategies" - how best to accomplish the goals. This goal will be accomplished by the following action steps: * Community-wide Public Forums to be conducted in July, 1993 to seek out input and participation from the community's stakeholders in identifying the important current and future issues the City needs to address. * Provide funding for the implementation of a community-wide publicity campaign to inform stakeholders of and encourage participation in the "Visioning" process. * Identify and incorporate the changing perception and reality of our internal and external community stakeholders through surveys about the vision of the future of the City. * Establish new opportunities for future community leaders through Issue Project Teams comprised of the City's stakeholders and charged by the Council to address the issues identified at the Community Forums and determine solutions and proposed courses of action for the City. * Create an awareness among all stakeholders of potential costs and future financial obligations associated with identified issues. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 GOAL NO. 2: Pursue the Development and implementat on of • a Municipal Cott Course and Leisure Recreational Failte to . Provride Re, reational Opportunities Which Aaintain Financial: In 1992, the City Council appointed a Golf Course Task Force to explore the feasibility of constructing a municipal 9 hole golf course in the City of Mounds View. The Task Force was charged with the responsibility of examining the recreational opportunities, financial implications, environmental concerns and opportunities to enhance the City's image with the creation of such a popular recreational amenity. The City Council, Staff and the Golf Course Task Force will accomplish this goal through the following steps: • Conduct a thorough market analysis to determine market share, revenue and expenditure projections. • Hire golf course architect to begin final concept and preliminary plans. • Coordinate development plans with all required environmental agencies to ensure all necessary permits and regulations are in compliance. • Publicize each activity step to the Mounds View stakeholders through the City newsletter, Community Bulletin Board, Council reports, special' mailings and informational meetings in order to ensure community-wide attention and involvement. • Proceed with implementation plans only after it has been thoroughly determined that a municipal golf course will be a successful, financially self-supporting enterprise. PRELIMINARY DRAFT - DATED: MARCH 25, 1993- ::: OAL'°N!f#.:I.: iRehabillit,at+e i#. ::: aUawitE`Fundttnal"' ►ntactl: :.::::::::. Visual Focus for the Entire Co nun :'> ;:. » :. .......... The original City Hall building was built in 1962. In 1975, an addition was connected to the original building to provide a new Council Chambers, entrance lobby, and administrative offices on the ground floor. Since 1975, little has been done to enhance City Hall despite the increases both in general population and staff. City Hall, by today's standards, is energy inefficient, overcrowded, and not handicapped accessible in many areas. In a era of increased service and information demands, and State mandates to provide and store more data, City Hall is inadequate to service the needs of the community and provide a safe, healthy environment for staff and members of the community who use the facility. Plans to address this goal include: • Implement plan to fulfill ADA requirements. • Implement a program of attractive landscape exterior by designs. • Expansion/addition opportunities to ensure space and privacy needs of City Staff and public access needs. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 OAL 1O. 4.. :::Develop a.S stem::of O `erationa::#o Im roue <an ''' Modern society dictates certain service expectations for municipal operations; people expect that their roads will be paved and well-maintained water will be readily available and environmentally safe to drink; water run-off from storms will not collect in their homes or on their property and sanitary sewer systems will be installed and maintained to a level that is consistent with a safe and healthy lifestyle. Streets, water systems, storm and sanitary sewer systems constitute a City's infrastructure. The quality of these systems is directly related to the viability and positive image of a City. It is the goal of the City of Mounds View to provide for a quality system which will meet current and future needs of the residents of the community. This will be accomplished by: • Complete improvements funded by the 1991 Water Bond Program. • Active involvement by Council, Planning Commission and residents in the planning processes regarding the development of the Highway 10 corridor. • Finalization of the Comprehensive Plan which provides for continued movement towards a community-oriented environment. It is the goal of the City to provide for a community-wide multi-model transportation system which addresses the needs of residents who enjoy daily walks on a safe and community-connected pathway system, bicyclists who need their space separate from cars and the joggers, and the drivers of vehicles who need to get where they're going safely and quickly. • Assume an active role in the Metro area light rail transit plans. • Develop a strategic long-range plan to phase in proposed courses of action (as determined by Vision group). PRELIMINARY DRAFT - DATED: MARCH 25, 1993 :>� ': ; ! iii < i !2iiii iii<;i iii ? sivSii .. iis `>[is�iii `">ii>; iiii 'iii i : GOAL NCS 5 Explore Mechanisms to Provide for the Rehabilitation of oui� Ex ton Hou i ock People move into a community because the community offers the kind of lifestyle, residential and educational environment that is consistent with the individuals' values. A visually attractive and well-maintained housing stock is an important element in attracting new residents. The majority of the housing stock in Mounds View was built in the 1950's and 1960's. The single family homes, apartments and other multi-family housing units were built at a time when energy conservation did not have the importance that it does today. As most of the land in Mounds View is developed, it is unlikely that new housing development will be substantial in the coming years to meet the need of new residents for energy efficient homes. Each year, the majority of the housing stock will continue to age, thereby posing potential problems of housing decay and neighborhood blight. Developing mechanisms to provide funds for rehabilitation programs is essential to a healthy and prosperous community. The City of Mounds View is committed to the following action steps in the coming years which will address this growing concern. • Prepare comprehensive city-wide housing stock analysis for single and multi- family housing. • Pursue Ramsey County Community Development Block Grant (CDGB) programs for possible rehabilitation funding. • Implement a housing redevelopment/rehabilitation program and utilization of enterprise program. • Improve process by which to regulate manufactured home districts. • Explore the creation of an Economic Development Authority (EDA) to explore the economic development tools by which to take a proactive role in housing rehabilitation. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 gii.!iGOAL.mNastmitttitibilsIV;:ithdRtitaihtaltfiMarketinggiPtogramottw.::.: Cipiteatcandpititidteiiii.toirenhanced Image for Maunda Two decades ago, Mounds View was not considered a Metropolitan community -- it was what was then termed a "bedroom community" of St. Paul. It was a community with a strictly residential flair and a rather limited tax base. That was then, this is now...a first ring Metropolitan suburb characterized by a healthy housing mix, excellent access to major freeways, successful commercial and industrial economies, quality parks, and perhaps one of the finest school districts in the entire state. Then, what's the problem you ask? The problem is that the residents of Mounds • View are aware of their fine community, but the rest of the Metropolitan area is not aware that Mounds View has advanced well beyond its earlier image. The success of any business is its ability to portray a positive, attractive and successful environment. The same is true of a city. A quality visual and promoted image translates directly into people desiring to live and work in that community. Just as a business develops an identification and promotional campaign for a new product, a city must also define its image and market that image to the real estate, commercial and industrial markets. This can be addressed by the following actions: • Develop and implement a community-driven process to identify the City's social, cultural, environmental and other community components in conjunction with the City's marketing plan to define/refine the City's Mission and create a new image for the future. • Expand written communication activities to promote image. • Incorporate into the process the involvement of Council, City Staff, residents and members of the business community so that all stakeholders are represented. • PRELIMINARY DRAFT DATED: MARCH 25, 1993 GOAL tO 7R Pursue t ie Feasibility of Es ablishing Comrn�un < center Services Community Centers which serve the social, cultural and recreational needs of a community are being built in cities across the nation. A community center, be it a dedicated senior center, or a multi-use facility, provides a community with increased activity opportunities and enhanced community identity. The City of Mounds View is currently exploring the feasibility of a Regional Senior Citizen's Center with the cities of Spring Lake Park, New Brighton and Fridley. While this effort is directed to a specific population group, the process will directly compliment any action taken in the future to examine the feasibility of a multi-use community center in Mounds View. Action plans for this goal are: • Involve school district representatives, businesses, and other community stakeholders in private-public partnerships to assess and implement programs/services/activities for the youth of our community. • Continued involvement in the Regional Senior Center Task Force. • Develop a participatory mechanism by which to involve the citizens of all ages in the study process of determining the community's activity and social needs. • Examine transportation needs of residents of all ages as it relates to availability and participation in recreational, social and cultural activities. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 GQAL t1O. $ evOl0pment v# a : Rla t> 0r pi.nancial..: Sufficiency in the Developr ent and Maniagement of the City The last few years have been ones in which the City of Mounds View has seen drastic cuts to the funds it receives from the State of Minnesota in the form of Local Government Aids. The cuts have been made, not prior to the year in question, but during the year.-- after budgets were set and expenditures allocated. The effect of the cuts has had dramatic effects on the City's ability to effectively plan for the future. While the City has consistently been financially prudent and has been financially conservative in its budgeting, the actions taken by the State to offset its financial difficulties have made it increasingly difficult for the City to meet growing demands on services whey levy limits and decreases in aid continue. Consequently, the goal is to develop a plan of action which will provide for the financial self-sufficiency and stability of the City. This goal will be achieved by: • Continue to explore opportunities and implement policies/procedures which optimize the utilization of City revenues with a concentration on user fee based services and enterprise programs. • Pursue a revenue producing recreational facility utilizing the Parks and Recreation Commission. • Continue to explore cooperative efforts with other communities, other government entities and the private sector to provide efficient and cost-effective service delivery. • Actively pursue development and redevelopment opportunities which will enhance the City's tax base and positive growth image. • Assume a proactive leadership role in legislative activities which impact the City's financial environment. PRELIMINARY DRAFT - DATED: MARCH 251993 f A . NOm 9: i�auelop a Strategic PRlan to Create 'a : Total:`:: Community Multi-Model Transportation Network Inoarporat ng :: H9 hwa 13 into a "Community Oriented Boulevrr #" Anyone who has every traveled on Highway 10 has had the realization that the highway is not a community-oriented roadway, but rather a connecting thoroughfare for the northern suburban communities. Completion of the Highway 610 corridor will ultimately shift the majority of traffic moving both east and west away from Highway 10. The result of the decrease in traffic affords the City the opportunity to create a true community- oriented boulevard -- one that portrays the collective character of the image of the community, and one that addresses the needs of pedestrians, pathway users and a slower streetscape environment. It is the goal of the City to provide for a community-wide multi-model transportation system which addresses the needs of residents who enjoy daily walks on a safe and community-connected pathway system, bicyclists who need their space separate from the cars and the joggers, and the drivers of vehicles who need to get where they're going safely and quickly. Action plans for this goal include: • Active involvement by Council, Staff, Planning Commission and residents in the planning process regarding the development of the Highway 10 Corridor. • Incorporate the strategies determined by the residents through the "community visioning" process to develop a long range plan for standards and action plans which reflect the movement toward a "community oriented environment". • Assume an active role in the Metro area light rail transit plan. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 lililiOif)A14.1.NOotiotipastoototoitriV00000:01Vooperathwigffortsvittim Both Intragovernmentat and Intergovernmental Organizations,..:.. Whets Appropriate:, to Ensure ualrty and Eff tient Service'' As all cities try to meet increasing service demands and declining State aids and other revenues, they will turn to each other to share information, equipment, expertise and personnel. Cooperative effort is not an unknown phenomenon in Mounds View. The City is part of a tri-city fire department, it shares the services of a Forester with the City of New Brighton and is a member of the mutual aid program with other suburban communities. However, a City's success is not based on only its relationships with other governmental entities. The successes of any community is dependent on the involvement of its citizens. Without citizen involvement, input of ideas, suggestions and constructive criticism, a City would not grow and flourish. In order to ensure a successful community, the City will pursue the following actions to include all our stakeholders. All of the goals identified herein highlight the dedication of the Council and Staff to the involvement of citizens of all ages in the decision-making process. • Shared equipment, personnel, expertise and technical. • Continued cooperative efforts with other government entities for improved efficiency and potential efforts for viability and financial advantages. • Continued participation in the Western Ramsey County Cities Cooperative Coalition -- an informal organization of the Cities of Mounds View, New Brighton, North Oaks, Arden Hills, Shoreview, St. Anthony, and Lauderdale committed to identifying and implementing areas of joint community cooperative activities. • Enhance and expand opportunities for citizen participation wherever and whenever possible. PRELIMINARY DRAFT - DATED: MARCH 25, 1993 • AGENDA ITEM NO. 4 DRAFT SUMMARY OF STRATEGIC PLANNING SESSION DISCUSSIONS REGARDING VISIONING PROCESS Prepared By: Mary Saarion GOAL IN THE YEAR 1993 THE CITY OF MOUNDS VIEW WILL CREATE A COMMUNITY - DRIVEN PROCESS WHICH WILL IDENTIFY AND SEEK OUT INPUT AND PARTICIPATION OF OUR STAKEHOLKERS REGARDING COMMUNITY EXPECTATIONS, VALUEET, PHILOSOPHY, PROBLEMS AND "VISION OF THE FUTURE" . OBEJCTIVES 1 . Involve our stakeholders / customers . 2 . Build and sustain trust in the governance process . 3 . Identify long term planning and development needs of the City. 4 . Seek out input and participation from our stakeholders regarding expectations and visions of Mounds. View' s future, philosophy and values of the community. How do our stakeholders "see the issues"? 5 . Identify and incorporate the changing perception and reality of our internal and external community and stakeholders . 6 . Identify resources in the community such as people ' s talents and interests and expertises, funding opportunities such as scholarships and sponsorships and facilities available - seeking out innovative and creative opportunities for service coordination. 7 . Establish a training ground for future community leaders . . in an effort to "cultivate a garden" of community leaders . 8 . Identify financing methods and sources to ensure that the goals which are determined by the community-driven process have the opportuntiy to be completed successfully. 9 . Create awareness of potential costs and future financial obligation of each goal which is determined by this community- driven process . 10 . Create a vehicle for promotion and continued maintenance of the final product or vision, mission and goals determined by the community participants through this process . PROCESS COMMENCEMENT: - The City Council will appropriate required funds and publicly kick off the process . - A Steering Committee will be formed and the name of the process (theme) will be developed. - The Steering Committee will identify potential stakeholders and is responsible for coordinating and compiling the reports of the work committees for the completion of the draft and final project . PUBLICITY: - A special mailing will be distributed to Mounds View homes publicizing 2 community forums . Each will be the same meeting but held on different days and dates in an effort to accommodate everyone . - In addition, a survey would be distributed to everyone in the community. This survey would be used to identify issues of people who are unable to attend one of the two community forums . - Promotions of the process and invitation to attend one of the two forums will be varied and extensive including: flyer distribution, posters, cable TV, billboards, questionaires, newspaper articles, newsletter articles, city gatherings such as the Festival, written communications combined with visits and verbal invitations to groups and organizations such as schools, pta' s, Lion' s, Business Organization, etc . IDENTIFYING ISSUES : - Information and input from participants at the 2 community forums will indicate the a sense of vision perspective on issues which are prevalent in the community. These key issues will be identified through a participant process of prioritizing the issues . Participants will be requested to become a member of a work committee studying each issue . The mission and vision and goals proposed by these committee members will make up vision of the mission of Mounds View. WORK / STUDY GROUPS : - These study / work groups will be charged with the task of taking an issue and presenting a vision / mission for the future . Staff will be assigned to offer information and serve as a laiason to the group. Each group will have a Chair. The Chair will most likely become a part of the Steering Committee . - Each group is to complete their task and report to the Steering Committee . COMMUNITY REACTION: - A third community forum will be held to review the draft vision report . There is still time to go back to the work groups if additional community input indicates it . FINAL REPORT: - The final report will be compiled by the Steering Committee and presented to the City Council . TIMELINE Phase I - Steering Committee selection is made in March. (Coucnil / staff / community leaders) - Promotional Campaign begins as soon as possible . - Forums held in July. Phase II - Study Groups work from September to December. They analyze issues, establish priorities . Make recommendations to the Steering Committee . The Steering Committee drafts a preliminary report Phase III - In January a 3rd Community Forum is held to present the preliminary report . Revisions will be made if needed at the study group level . Phase IV - In February the Presentation of the final report - Vision / Mission communicated by a big bash at the Bel Rae (Appreciation Night type of event) , Special mailings, executive summary distributed in the community, newspaper articles, and other means indicated in the initial publicity. Phase V - On-going annual review by the Steering Committee and chairs of the study groups . AGENDA ITEM NO. 4 - MARCH 29, 1993 1993/94 CITY VISIONING PROCESS 1 . PROCESS ACTION STEPS TO INCLUDE: 1 .1 Determination as to purpose and composition of Steering Committee: Purpose: Composition: (There is no "magic" to the number of lines indicated.) _ 1 .2 Determination as to "Kick-Off" activities Decision: Essay Contest/Name the "Visioning Process" . Issue of Awards Council Meeting Announcement April/May Newsletter Annoucement 2. TIMELINE 2.1 Date of "Kick-Off" Activity: Week of April, 1993 2.2 Brochure mailed out week of: 2.3 Dates of Forums: July July 2.4 Project Team Training Dates 2.5 Date of Community Forum to Present Preliminary Results January , 1994 2.6 Date of Presentation of Final Report March , 1994 3. BUDGET ESTIMATES: Decisions to be made involve: 3.1 Role of Facilitator to Conduct forums and training sessions for project teams Carl Neu, used by Roseville, New Brighton and other communities: (Cost estimates to be provided Monday night.) Cost: Don Salverda Cost: Fred Housington: used by Ramsey County, Crystal Cost: 3.2 Speakers for Forums Lattimer - honorarium of $300 - $500 Chief Finney - NC Bill Morris - $300 Others:? 3.3 Publicity Costs: Brochure publication and mailing $5,000 Misc. Publicity Costs (lawn signs - Diane Wuori - Newspaper Ads) $1 ,000 Forum Report and Mailing $1 ,000 Misc. Expenses of Project Teams $ 500 3.4 Staffing Costs 6 month Intern $4,000 (20 hours per week at $7.50 per hour plus Workers Compensation and Unemployment Insurance)