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2003.1208.TCWSM.Packet
NOTICE OF THE WORK STUDY SESSION OF THE FOUNTAIN HILLS TOWN COUNCIL Mayor Wally Nichols Vice Mayor Rick Melendez Councilwoman Kathy Nicola Councilwoman Leesa Stevens Councilman John Kavanagh Councilman Mike Archambault Councilwoman Susan Ralphe WHEN: MONDAY, DECEMBER 8, 2003 TIME: 5:00 P.M. - 7:00 P.M. WHERE: COMMUNITY CENTER 13001 N. LA MONTANA DR. (BALLROOM #1) CALL TO ORDER AND ROLL CALL— Mayor Nichols ALL ITEMS LISTED ARE FOR DISCUSSION ONLY. NO ACTION CAN OR WILL BE TAKEN. The primary purpose of work session meetings is to provide the Town Council with the opportunity for in-depth discussion and study of specific subjects. Public comment is not provided for on the Agenda and may be made only as approved by consensus of the Council. In appropriate circumstances, a brief presentation may be permitted by a member of the public or another interested party on an Agenda item if invited by the Mayor or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations. 1.) DISCUSSION of methods for the 5-year Strategic Plan. 2.) ADJOURNMENT. i DATED this 5 day of December, 2003`-"- Bevelyn 1 Bender, Town Clerk The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-2003 (voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to attend this meeting or to obtain agenda information in large print format. �'tpporting documentation and staff reports furnished the council with this agenda are available for review in the Clerk's office. E:\Clerk\AGENDAS\WS\2003\Work Session 12-8-03.doc Page 1 of 1 Last printed 12/3/2003 11:28 AM Town of Fountain Hills Office of Town Manager Memorandum TO: The Honorable Mayor Nichols and DT: December 5, 2003 Town Council FR: Tim Pickering, Town Manager �� RE: Strategic Planning Workshop The staff is requesting your input as to how to begin working on a 5-year strategic plan for Fountain Hills. Enclosed is a copy of Strategic Planning for Local Government and a summary of the ICMA MIS report: Community Visioning: Citizen Participation in Strategic Planning, to assist the Council in deciding the Town's strategic plan objectives. Municipality Facilitators Who Participates Method Cost/ Timeframe Santa Clarita, Town Personal Two -Three months to plan Unsure of CA, Manager invitations to meeting date, send invitations cost, but (population and his community and hold training/orientation probably 147,000) assistants leaders; other session before workshop. low. 5 year plan gov. agencies; One day planning workshop. Approx. businesses, One month for staff to refine 4-6 months educators, the the ideas into an action plan. to plan development 2 weeks to place on Council adoption. community; agenda and adopt. and open invitation to public Winchester- Town 150 member Council appoints task force. $23,500 not Frederick Manager citizen task Introduction meeting then including County, and 12 force committee assignments. cost of staff. Virginia member assigned to Committees meet twice a January (population steering committees month for eight months 1989 to 67,600) committee studying issues and September 30 year plan demographics. Separate 1991. committee reports issued. Approx. Downside was conflicting 2 3/4 years. committee reports. M Municipality Facilitators Who Method Cost/ Participates Timeframe Sioux City, Consultant 60 member Work program outlined. Unsure of Iowa citizen task Task force familiarizes itself cost; (population force with all facets of city. October 79,000) appointed by Collect opinions through 4 1990 to 30 year plan Council methods: man -on -the -street August interviews; in-depth 1992 or interviews of community almost two leaders; task force years. participates in nominal group exercise; and public speak - outs. Plan developed with financial tools, monitoring system, and implementation process. Red Wing, 15 member 1000 people Advertised one day visioning Unsure of Minnesota, Executive including workshop inviting cost but (population Committee citizens, community leaders and 2,000 staff 15,000) 20 volunteers public. Large group broken and year plan and staff down into smaller groups. volunteer Then two night focus group hours. If meetings on specific topics hourly cost like transportation, parks, equaled downtown, etc. Report $50, total compiled and open house cost of held. Two public $100,000. presentations of plan with March 1993 public input. to Feb, 1994, approx. 1 year. Lexington- Consulting Community Two -person teams of Unsure of Fayette, firm groups of 15 moderator and reporter cost. 1992 Kentucky Roberts and to 20 persons facilitated 90 minute speak to 1993 or (population Kay, Inc. such as civic outs. Participants were asked about a 212,000) with 350 clubs, to complete surveys. Session year. Citizen input volunteer neighborhood notes, audiotapes, and project trainers associations, surveys formed the database students, of information. Findings churches. report issued. Not true Over 2,000 strategic planning, simply citizens in opinion gathering. 156 small groups During our work-study session, we would appreciate the Council providing their input on the following questions: • What is the period of study we want to address? We have tentatively discussed a strategic plan for a 5 year period, but does the Council desire a 10, 20, or 30 year study period? The longer the period, the greater the time to gather the information. • How much and what citizen participation techniques should be included: in-depth interviews; attitude surveys; town" hall meetings; focus groups; study committees? • What is the timeframe for completing the study? The case studies illustrate that visioning takes time. Maintaining the public's interest for longer than two years is extremely difficult. • How much money and staff time is the Council willing to commit to the project? We currently have no money budgeted for this endeavor. • Should we hire an outside consultant to facilitate the process? By addressing these questions and others, the staff will be able to design a program that will meet the Council's objectives. Recommendation Santa Clarita's method seemed to have the quickest results, studied a five-year period, most likely cost the least, and was do -able in-house. However, it also had the least citizen participation. If the Town of Fountain Hills' Council desires more public input, I would suggest selecting a task force, hiring a consultant, and determining a budget for the project. For your information, our Retreat Facilitator, Mr. Latshaw, has been invited to the workshop as he has extensive strategic planning experience. Also Councilmembers Nicola and Archambault are unable to attend Monday's work-study. See you there. C: Department Directors Town Attorney Tpickering;tgp;e:mydocuments: stategicplanning.doc:12.05.03 R PRACTICAL MANAGEMENT SERIES Strategic Planning for Local Government i' .z+" �..: -: .m. d m a) O > y cC a) �ma 43 u 0 by H •Q C. y a) 4) Uya Li a) cd p b0C^O it bo�N ^� 'O ^p Sy+3 Od bo m t+ V W of O 0 co "� CC 'o A .4; t. A o o o c� q. •.. Q M C p a) m a>i' a)cdoO �y 3+mai� m a� y�N-o �s G � °D� ai -o Ana'" m �>ax`" O cb m•.2� coi•d.m� o p m.= Cd cd 4) a) 754 �� m a•.. a)a+. o p+� p m 4—A C vi 'C x. a) p > A A cd p y m ^O p" t., api co� 3 cd m y ,., � >a 3 co 0 q> S. N m � 0 D � .a) c a0i p, d m ci � '� b ami +ma o a' >1 ad� a) � G � o o � � a� cd a�a cd 0M N cCZ p. o 4 a y E-+ bbo-0 o 4. 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C +�C,� Csa.� ca � •'C�m� +yy� cd �b- m O O c0 bo.j $- In. m "c.. wC- yCa> .wb�o ..w� %d 4 u u S s. `b a •.. +- +.2 Nm cC ° t o� � .o .- C E+ O E-W) �> � �t.9:1i cbi»►riw-!4 c�qr riSUo 3W a�P� bo C 9 9 ao COMMUNITY VISIONING: CITIZEN PARTICIPATION IN STRATEGIC PLANNING How to get a wide range of citizens involved in planning the future of their community is the subject of this report. The process of creating a vision for the community as a whole is described, and several techniques for involving citizens are explained. Case studies from six local governments demonstrate different approaches to community visioning. The case studies provide lessons on how to structure a planning process to achieve diversity among participants, how to help citizens develop informed recommendations for local government action, and how to test public opinion while stimulating interest in local government. The communities featured in the case studies are Santa Clarita, California; Winchester - Frederick County, Virginia; Eugene, Oregon; Sioux City, Iowa; Red Wing, Minnesota; and Lexington -Fayette, Kentucky. International City/County ICMA Management Association Management Information Service VOLUME 26 / NUMBER 3 MARCH 1994 MIS Reports are published monthly by the Management Information Service, ICMA, 777 N. Capitol St., NE, Suite 500, Washington, D.C. 20002-4201. ©1994 by the International City/County Management Association. No part of this report may be reproduced without permission of the copyright owner. These reports are intended primarily to provide timely information on subjects of practical interest to local government administrators, department heads, budget and research analysts, administrative assistants, and others responsible for and concerned with operational aspects of local government. MIS Reports are issued as part of a subscription service available to all local governments. A subscription to the Management Information Service includes unlimited access to the MIS Inquiry Service —backed up by the ICMA automated database, the MIS Update, Info Packets, and other publications. Management Information Service Rita Soler Ossolinski, Director Publications Barbara H. Moore, Director Christine Ulrich, Senior Editor Catherine Swift, Assistant Editor Tom Schneider, Copy Editor Dawn Leland, Production Director Brian Derr, Assistant Production Director Jane Pellicciotto, Senior Designer Lynne Hofman, Typography/Layout Recent MIS Reports 3/93 Evaluating Service Contracting 4/93 Neighborhood Services Delivery 5/93 Responsive Service Delivery: A Community Orientation for Problem Solving 6/93 Allocating Resources for Human Services 7/93 Planning for Disaster Recovery 8/93 Strategic Budgeting 9/93 Local Animal Control Management 10/93 Planning for Capital Improvements 11 /93 Bidding on Service Delivery: Public -Private Competition 12/93 Community Open Space: New Techniques for Aquisition and Financing 1 /94 Marketing Recyclables 2/94 Strategic Economic Development Community Visioning: Citizen Participation in Strategic Planning Most texts on strategic planning for local government recommend that all stakeholders —including the pub- lic, from neighborhood and business organizations to service users and recipients of public support —be in- volved in long-range planning. Broad -based partici- pation is critical for identifying and clarifying mission and values, for identifying external opportunities and threats, and for finding internal strengths and weak- nesses.' The question for local government staff is how to get the public involved in planning. More precisely, how does the local government attract into the pro- cess citizens representing all economic levels and eth- nic groups to help create a plan for action that has real community support? Broad -based participation is critical for identifying and clarifying mission and values. This report has been compiled to provide some an- swers to these questions. Visioning, a powerful vehicle for citizen participation, is described, and the practical problems involved in encouraging citizen participation in planning are discussed. How the local government can best promote public participation, who should lead the process, the role of elected officials, and ways of making community visioning a permanent part of planning are examined in six case studies. INTRODUCTION TO VISIONING Every individual has a personal vision that encom- passes financial, career, and family goals. These goals intertwine with the goals of many other people to form the fabric of our communities. For a thorough explanation of how to do strategic planning, see ICMA's Practical Management Series text, Strategic Planning for Local Government. Jason Woodmansee compiled this month's report. Mr. Woodmansee is a research associate with ICMA's Inquiry Service. Camiros, Ltd., a planning consulting firm based in Chicago, contributed the introduction to visioning. But there's more to a community than individual goals. Consciously or not, every community also has a vision of its common future. This community vi- sion may not be shared by all, and it may even be negative, but over time it will help determine the di- rection the community takes. Many communities are now articulating these visions, recognizing that setting goals and creating positive attitudes toward change create a climate for success. The purpose of visioning is threefold: to iden- tify challenges and issues, to isolate strategic oppor- tunities for positive change, and to generate a common basis for action. At a minimum, a good visioning process should accomplish these objectives: • Encourage broad participation to reflect inclu- sion, diversity, and community empowerment • Present an opportunity to solve existing and potential problems in an open atmosphere • Create a set of challenges which, if met, will enhance the future well-being of the community • Negotiate commitments to achieve the vision • Establish an ongoing process of community evaluation and self -directed change. The products of this process may include plans for economic development, land use and develop- ment, transportation systems, service delivery, or sub- area or neighborhood plans. Effective products will enable the community to achieve its vision in a con- sistent, unified way. PLANNING FOR CITIZEN PARTICIPATION Communities can choose among a variety of pro- cesses to develop a collective vision of what the local government should be working toward. In --depth interviews of key persons were used in Sioux City, Iowa, to isolate specific issues and build a foundation for later consensus. Winchester -Frederick U Cv 2 Management Information Service County, Virginia, formed a steering committee of community leaders to do the same thing in prepara- tion for a large-scale study and planning effort. Atti`tudevs can be used to clarify or sug- gest issues and solutions for later public discussion. Surveys can also be used to test the acceptability of ideas without generating too much controversy. For instance, Eugene, Oregon, used several random citi- zen surveys and one all -household survey to get citi- zens thinking about service cuts versus tax hikes or user fee charges. The town hall meeting concept is often used to generate citizen suggestions and encourage consen- sus. Examples included in this report come from Santa Clarita, California, and Red Wing, Minnesota. Focus rou s can clarify and amplify a compo- nent o the overall vision, as in Red Wing, Minnesota. They can also be used to increase opportunities for more general citizen participation and input, as was the case in Lexington -Fayette County, Kentucky. Finally, study committees can look at issues in depth over a—p—eri_oU_oT_s-FvZTaI months. Winchester - Frederick County provided continuing staff support and encouragement to 15 citizen committees that worked in two phases to make recommendations on a broad spectrum of community activities. In addition to considering the participation tech- niques most appropriate to its situation, each com- munity must consider the timing of the visioning process and the need for outside help. Timing Visioning takes time. Interest must be generated and citizens must be informed of the issues. Opportuni- ties for participation, reconsideration, and feedback must be provided. Community attitudes must be allowed and encourag6d to change. However, if the process drags on too long or the vision becomes too complicated, participants may lose interest and en- thusiasm. Different communities need different amounts of time to move through the process. As a general rule, at least one full year is needed from project initiation to plan adoption. Some communities may need up to two years. Maintaining interest for longer than two years is extremely difficult. The public needs to know that there will be an "end" to the process —even if it's only the first step in a process that never really ends. Consultants There are three roles consultants can play in assist- ing a community visioning process. The process man- ager organizes an environment within which effective participation and decision -making can occur; the fa- cilitator conducts the events that make up the vision- ing process; and the technical expert offers analysis, advice, and research or technical information. These roles are complementary, not mutually ex- clusive. Process managers, facilitators, and experts can be useful at different times and under different cir- cumstances. Elected Officials Citizen participation is extremely useful for giving the strategic planning process energy and direction. Broad -based citizen input also legitimizes the strate- gies that are developed. Nevertheless, the support and participation of elected leaders will determine the success or failure of the planning process. For this reason, it is important to structure carefully the role of elected officials: in some communities, the mayor and ccil act as the leaders of the process. At least one city manager warns agains aking the community visioning or citizen participation project the responsibility of one or two council - members. If some elected officials don't like the in- put they get from citizens, they can ignore it more easily if it is seen as politically motivated. Local gov- ernment staff should make sure that elected officials are committed as a body to the idea of listening to public input before embarking on a community vi- sionin ro'ect. fiTected an appointed officials may even have to -Fe willing to share power as citizen par- ticipants take a larger role in identifying problems, setting strategies, and articulating public demand. A FINAL NOTE As a guide to policy the information gathered on citi- zen concerns and preferences has two inherent limi- tations: First, the data describe only public o there are other important considerations upon which to base service and revenue policy choices, such as state mandates, existing contractual arrangements, and public health and safety concerns. The other limi- tation is that the data (especially data gathered through random surveys) offer only a "snapshot"; public opinion is not static —it changes as members of the community acq� uire more information and have the opportunity to hear opposing arguments.' For these reasons, citizen participation projects that bring many people together to learn and discuss as well as to give input are particularly useful in building a consensus that can serve as a true guide to government action. CASE STUDIES The following case studies present the techniques six communities have used to encourage citizen involve- ment in strategic planning. Each community took a slightly different approach, with different objectives, but all had the goal of increasing citizen participa- tion in guiding local government. This first case study describes Santa Clarita, California's "Share the Vision" planning process that brought together community leaders and citizens in J Meaningful chaos A report prepared by The Harwood Group for the Kettering Foundation suggests nine factors that are key to engaging citizens on public concerns. The report argues that mechanical approaches that treat citizens as passive consumers of information can push people away from public debate.. In sharp contrast, The Harwood Group's report, titled Meaningful Chaos, stresses a combination of steps that occur over time, at different times, and in ways that actively reinforce one another. The term "meaningful chaos" suggests the randomness that characterizes the process by which people connect to public concerns: at any time, one or another factor may appear dominant, but in fact, they are all in play throughout. Here are the report's recommendations on how to tap into this inherent energy: On connections: Listen for the words or phrases people use to describe their concerns. What connec- tions do people make between and among public con- cerns —and why? Capture the language people use to describe their concerns and use their terms and phrases in your discussion of the issues. On personal context: Understand the range of experi- ences people bring with them to their public lives and the common threads that run through these experiences. On coherence: Help people understand the "whole story" —how different pieces fit together. Explain why certain things exist or how and why things happened Community Visioning 3 the way they did. Help people see other peoples' points of view and the trade-offs involved in pursuing various courses of action. On room for ambivalence: Engage people actively in the process of working through their ambivalence — encouraging and helping them to ask questions, listen, test ideas, and learn. On emotion: Incorporate emotion in how we talk about and present public concerns —reflecting the range of emotions that people bring with them to public debate. On authenticity: Avoid offering people "false choices" in the public debate. Provide people with the "straight story." Recognize that people look for guid- ance from their family, someone down the block, neighborhood leaders, coworkers, and others close to them. On a sense of possibilities: Help people discover a role for themselves in bringing about change. Then keep people posted on progress in acting on a public concern. On catalysts: Remind people regularly that each indi- vidual is a potent catalyst,, people must gain a sense of validation that they have something to offer. On mediating institutions: Place greater emphasis on creating public places —that is, mediating institutions — in which people can come out from their homes and interact in public life. Encourage people to participate in such institutions on a long-range rather than a short- range or temporary basis. What citizens need to become involved in public concerns Practices that can Factors discourage involvement Connections Fragmented issues or concerns Personal Appeals made to people's self Context interest Coherence Concerns depicted through masses of fragmented facts Room for Polarization and partisanship Ambivalence dominate the debate Emotion "Rational" discourse, stripped of emotion Authenticity Expert -driven facts and figures used to establish authenticity Sense of Public concerns riddled with Possibility inaction, stagnation, lack of hope Catalysts Experts seen as the primary catalysts for engaging citizens Mediating Appeals that treat people as if Institutions they were passive consumers of information, isolated in their homes How citizens relate to public concerns Draw connections between concerns, rather than isolate one subject from another Draw on their life experiences and imagination to establish ties to public concerns Want to know the "whys" and "hows," the history, and all sides of a debate behind a public concern Need room for ambivalence —to ask questions, test ideas, and make connections Use emotion as a vital part of forming relationships with public concerns, and need emotion to be part of the public debate Look for people and issues to "ring true," to reflect a sense of reality Want a belief or feeling that progress is possible on a public concern and that they can play a meaningful role in bringing about such progress Are spurred to discuss and act on public concerns by their daily lives —neighbors, family members, friends Come together to discuss, learn about, and act on public concerns in a variety of places —schools, churches, neighbor- hood councils Source: Excerpted from Richard C. Harwood, "Engaging Citizens on Public Concerns in a Meaningful Way," Colorado Municipalities, January/February 1994, The chart was adapted from Meaningful Chaos: How People Form Relationships with Public Concerns, prepared by The Harwood Group (Bethesda, Maryland). Dayton, Ohio: Kettering Foundation, 1993. 4 Management Information Service one community -wide strategic planning session. The second community, Winchester -Frederick County, Vir- ginia, combined a 12-member steering committee with a 150-member citizen task force to identify trends in the community and recommend actions to improve the community's ability to manage change. Eugene, Oregon, found itself faced with a budget shortfall, and endeavored to get citizens involved in planning the financial future of the city. By using four different types of citizen surveys, city officials were able to determine what services were most important to the community, and which services should be fund- ed by other means or not at all. Sioux City, Iowa, used a citizen survey and a task force in their visioning project. Combining informa- tion gathered in the task force's group exercises, in a public forum, and in both on -the -street and in-depth citizen interviews, the local government arrived at an understanding of what needed to be improved in the city. Red Wing, Minnesota, employed a series of work- shops to enhance land use planning in the community. Finally, Lexington -Fayette, Kentucky, recruited volun- teers from the community to lead focus groups in their "Speak Out Lexington" strategic planning program, a self-styled "modern version of the town meeting." SANTA CLARITA, CALIFORNIA— SHARE THE VISION Santa Clarita, California, is a community of 147,000, located in Los Angeles County 35 miles north of the city of Los Angeles. In early 1991, the mayor and city council approved the city manager's request to con- duct a community -wide strategic planning process. The council agreed to act as hosts and participants in the process, and assumed responsibility for adopting an action plan to address the issues and trends iden- tified as the most important. The primary purpose of the process as approved by the council was to encourage the citizenry to iden- tify and address issues related to growth, environmen- tal concerns, and social ills, and collectively to create a vision of the ideal community towards which city po- licy makers and staff could direct their creative efforts. The orientation session concentrated on the purpose and meaning of strategic planning. City manager George Caravalho had used stra- tegic planning successfully in two other cities (San Clemente and Bakersfield, California) but without citizen participation. To adapt the strategic planning model to allow for community input, the city man- ager called upon Visalia deputy city manager Gary Brown and Santa Clarita assistant city manager Ken Pulskamp to assist him. Both men had been involved in the strategic planning process for several years. They had each conducted strategic plans for different organizations and trained local government person- nel in how to conduct strategic planning sessions in various jurisdictions throughout the state. To involve citizens in Santa Clarita's strategic plan- ning process, the manager and his assistants planned an all -day workshop. The facilitators also designed a training/orientation session or t e par icipants to e held before he orientation session con- centr ted on the purpose and meaning of strategic �lannin and what to expect room tI a process. t was feTf Za i t e par icipants had a better understanding of the objectives of strategic planning in advance of forming the plan, the result would be improved. The ersonal invitations to community, leaders, other governments agencies, usinesses, edu- c ors, an t e eve opmen community. In addition, a vertisements on oca ra . . ns extended an open _ n invitation to all residents of Santa Clarit— a— to ticipate in the planning process. Ina , 125 citizens_ took part in the community strategic plannip or en- tatio or s At the orientation session the facilitators empha- sized toning is an on oing process ana tnat s ra ping never ends. They explained that Me n NO s oin o e arture tor the city an r neral sense oT t e irection inw-T—ich o proceed The report, owever, woi ee n to be constant y reviewe to etermine wfieT-er ac- tion items have been accomp is a wi asona e tide frames, and to con in v re-examine and vali- date the community visi n t e ay of the planning worksh the ar- ticipantsfirst ou ine_ Trie important issues acin Santa Clarita an a ree on goa s or t e city, Once t ccomp is e t ey iscussed how to accom- n ,c ese goals with specific -actions. T rie_C!Ty`-sTa-ff ok the ideas co: them in o an act council in their: heard some addi ing and then a c nce e the next tas was for the to citizen t of each council, date with the city manna er to discuss progress. DrTR-e-tstrategic planning i e a came out of the 1991 community strategic planning workshop, 10 have been successfully completed and implemen- ted to date. The remaining items have target dates in 1994. WINCH ESTER- FREDERICK COUNTY, VIRGINIA- 2020 VISION The city of Winchester, Virginia, founded in 1752, is the oldest city in Virginia west of the Blue Ridge �7 CL Objectives for community participation in strategic planning Integrate the community into planning: Strategic plan- ning serves as a means to help verify whether existing points of view, policies, programs, and plans are still relevant and are meeting the needs of the commu- nity. The process will enable the community to fully participate in the development of the plan. Com- pared with the city's general plan, the strategic plan is much more dynamic and is less focused on data and structure. Also, since it is not mandated as are land use plans, it can be flexible enough to meet the changing needs and desires of the community. Create a shared vision: People see the world from different points of view based upon their experience. Each person's view may be partly correct but it can be made more whole by comparing other points of view to find or create a shared point of view. The same thought applies to creating a shared vision. The objective is to have people identify the characteristics of an ideal community and find areas in which there is agreement. The group should approach the creation of a community vision as If it were a blank canvas, not inhibited by previous brush strokes. Clarity purpose: Everyone belongs to some sort of organization, is part of a family group, a church or social club, or resides in a neighborhood. A member who really wants to contribute needs to understand the purpose of the organization or group. What does it stand for? Which direction is it going? The strategic planning process enables participants to identify and clarify the purpose or direction in which the organiza- tion wants to proceed. Mountains. Located 72 miles west of Washington, D.C., at the northern entrance to the Shenandoah Valley, the city is an industrial, commercial, and agricultural cen- ter and the county seat of Frederick County. The city and county have a combined population of approxi- mately 67,600. Northern Virginia communities have grown enor- mously over the last several years. In the late 1980s Win- chester citizens were concerned that their city would be swallowed up and lose its rich heritage and culture, becoming just another bedroom community. Pessi- mists envisioned endless urban congestion, rural stag- nation, inferior schools, and depletion of the historic heritage of the area. These prospects were real enough to justify immediate action. The city and county were certain that if they were aware of potential problems, they could minimize their impact with a coordinated effort, a central focus, and broad citizen input. The communities did not want to be the victims of change. They wanted to be in control of their destiny. Toward this end, the city of Winchester with Frederick County formulated the 2020 Vision project Community Visioning 5 Identify community resources: One of the objectives of the process is to identify what the resources are and what trends may affect them. An organization's re- sources are finite and once they are used, they may be gone forever. As a result, everyone associated with local government has a responsibility to be a wise steward of the limited resources, to conserve and share them based on need and priority. Improve community networking: Although many of the participants will not know one another, the dy- namics of group planning will enable them to get to know one another better and help the community function as a team. The personal interaction in discuss- ing community issues may be as important, if not more so, than the end -product, the strategic plan. Increase understanding of local government: Some- times local governments and officials will move for- ward, make decisions, and assume that the community is aware of what is being done and why. But this is not always true. Unless people are actively involved in the governmental process, contact with their local govern- ment will be limited and most of the government's inner workings will be unfamiliar. Having participated in stra- tegic planning, citizens will know that there are many complex issues facing their elected officials and local government staff. And they will come away under- . standing that the municipal organization can work on only a few major problems at a time, based upon its limited staff and financial resources. Source: Based on materials supplied by the city of Santa Clarita, California. in January 1989 A steering committee was appointed to lead the work of a large task force of citizens, whose mission was -to identify trenc s over the short term (5 years), medium term 10 rs and Ion term 0 ars ; an to recognize internal and externa emo- g—rapinc, economic, and social factors affecting the communities. The underlying goal was to maintain the quality of life and deal with growth pressures that could alter the future of the area. In preparation for his role as director of the pro- ject, Edwin C. Daley, the city manager of Winchester, participated in ICMKs FutureVision program. The mayor of Winchester and the chair of the county board served as co-chairs of the project and were its public spokesmen at press conferences. Recruiting and Supporting Volunteers Officials from both the city and county government appointed a 12-member steering committee to guide the project, develop major areas of study, and form study committees. The members of the steering committee 6 Management Information Service were chosen on the basis of their leadership ability and acknowledged position in the community. For the task force, the city council and the county board each drew up a list of people who were active in the community in various ways —as members of the chamber of commerce, on the school board, in civic groups, and so on. The project manager extended personal invitations to task force candidates. Public service announcements on the local media also drew some volunteers. The recruitment of volunteers was challenging, since asking more of citizens who are already very active in the community is difficult. However, many individuals greatly valued the oppor- tunity to become involved in a project that would impact their quality of life over the next several de- cades. Eventually 150 volunteers were chosen —an equal number from Winchester and Frederick County —to serve on a citizen task force. Members of the steering committee were chosen for their strong leadership skills. An introductory meeting was held for the 150 s of the task force. Participants were shown a film on strategic in ing featuring futurist Joel a er. e ar icipan s were e it com- mittee assign_ m_ emits, as determined by the steering committee. Task force memberQ were intentionally assi ned to committees outside their areas of exper- tise to -=sure t h ideas would be hear an that special interest Qroups would not use t eir com- mittee nt to showcase their own objectives. Each committee was trained in consensus uilding and group problem -solving techniques. Each commit- tee developed a mission statement, goals, and objec- tives for their area of study. Steering committee members and staff person- nel from both local governments were appointed as liaisons to each committee. The staff served on a vol- untary basis and in an advisory capacity providing technical support —coordinating meetings and iden- tifying and gathering resource materials. Each com- mittee met an average of twice a month for more than eight months. The Study In the first phase of the project, committees studied �emogr�nr;r� Prnnomic base, fire an emer services, health and human services, education, trans- portation, and quality of life. In December 1989, the final reports of the first phase were presented in an open forum that highlighted the committees' recom- mendations. In April 1990, the second phase of the project was under way. The same group of 150 citizens was regrouped into new committees, which studied hous- ing; economic development; agriculture; law enforce- ment; drugs and crime; utilities; recreation, leisure, and culture; and general government. These commit- tees presented their recommendation in anuar e s o 1 committees f both the prolec were resented to both the city c uncil e oar an pu icized on the local -access cable network and in local newspapers. This provided an opportunity for the wider community to consider and react to these new ideas. In January 1991, the steering committee began the final phase of the project, incorporating the 15 sepa- rate committee reports into one comprehensive docu- ment. The final report of the project was completed in September 1991 and published the following month. The expenses of the project were shared equally be- tween the city and county. The total project costs were 2�3,500.,Approximately . R 14 was spent over the two- year pp6riod on materials and supplies, posta ,__anq. n other miscellaneous items, and 15,100 was spent on printing the final report. 12o C, Results The primary goal of the 2020 Vision project was to get citizens involved in shaping the future of the com- munity. The number of volunteer hours spent on this project and the number of recommendations imple- mented are evidence of its success. More than 150 citizens who were already actively involved in the community donated over 960 hours to formulating workable solutions to the problems that future devel- opment and increasing population would bring to the area. The 2020 Vision final report now serves as a guide to problem resolution and future development for the city and county. For example, the economic develop- ment committee suggested that the two localities work together to enhance their commitment to economic development. As a result, the Winchester -Frederick County Economic Development Commission hired its first full-time economic development director. The area has recently attracted several new employers that to- gether employ over 250 full- and part-time workers. In another example, recommendations for in- creased career support of the volunteer fire and res- cue companies were implemented. The county hired its first paid emergency service personnel, and both localities added additional career personnel and en- hanced the 911 emergency communications network. In addition, the city combined its fire and rescue de- partments into one department as recommended by both the general government and fire and emergency services committees. As recommended by the utilities committee, the city passed an ordinance requiring all developers to place new utility lines underground. As recommend- ed by the housing committee, a housing trust was re- cently formed by several local banks to provide a revolving loan fund for low- and moderate -income residents. (Ivw Analysis A drawback of the structure used by Winchester and Frederick County is that the studv committees pre- pare reports independent y and in some cases came up wit cTi onfhcting recommen rations. For in- stance, t o economic evelopment g s an a goals for preserving the quality of life were never recon- ciled by the steering committee. Ed Daley suggests that to help resolve basic conflicts of purpose more effectively, a community might ask one group to study the whole spectrum of issues, instead of parceling is- sue areas out to several separate committees. The key to the success of the Winchester - Frederick County program was the commitment of the participants. Participants felt that they were tak- ing an active role in shaping the future of the area. None of the participants had any special training, and most had little if any expertise in the subject matter they were studying, but they did all have a desire to make their community the best it could be in the face of change. Moreover, because of the extent of citizen involvement in the project, the cost was relatively low. The importance of selecting a steering commit- tee for such a project should not be underestimated. Members of the steering committee were chosen for their strong leadership skills. The steering commit- tee laid the groundwork for the project by identify- ing specific areas that needed to be addressed. The role of the steering committee liaisons to the indi- vidual study committees was equally important, en- suring that the goals and objectives of the steering committee were being met. Likewise, it was crucial to select a chairperson for each committee who was capable of leading discussions, making sure that all members had a chance to be heard, and getting the committee's mission accomplished within the desired time frame. EUGENE, OREGON—EUGENE DECISIONS In 1991, the city of Eugene forecast an $8 million short- fall in revenues. It was clear that the city had to re- duce services, increase revenues, or find alternative ways of providing services at less cost. The Eugene city council decided to involve citizens in making decisions about what services should be offered and how they should be funded. This citizen involvement process has become known as "Eugene Decisions." Following a series of public activities in the sum- mer of 1991 to gather ideas about service and fund- ing alternatives, the city council enlisted the assistance of the department of planning, public policy, and management at the University of Oregon. The task was to test voter preferences regarding the following key questions: • Do citizens prefer to solve the budget deficit by reducing services, increasing revenues, or by using a combination of these approaches? Community Visioning 7 • What services do citizens want to maintain? What services are citizens willing to reduce? • Do citizens favor additional expenditures for affordable housing construction, community policing, improved fire department response time, a new library and/or enhanced tourism and arts programs? • Is there support for raising new revenues to balance the budget or pay for new services? What means of raising revenues are considered most desirable? Least desirable? Is there support for decreasing tax funding but increasing user fees for some services? University researchers developed three surveys designed to collect data statistically representative of Eugene voters. They created an additional question- naire in a tabloid brochure to be mailed to all Eugene households. They also planned public workshops. A description of each data -gathering approach is pro- vided below. Build -Your -Own -Budget Survey The build -your -own -budget representative sample survey provided an opportunity for the respondent to balance the budget according to his or her priori- ties. Respondents had the choice of adding service improvements, reducing services, increasing or estab- lishing combinations of general taxes, increasing or establishing user fees, or using property taxes to fund construction costs of certain service improvements. The budget -balancing exercise required the respon- dent to balance the budget within the context of the projected $8 million gap between current revenues and expenditures. Survey of Preferences (No Costs Attached) The second representative sample survey asked re- spondents about their preferences for services, user fees, and different tax sources. Cost information about services and potential user fees was not included in the questionnaire. Survey of Preferences (Costs Attached) The third representative sample survey was similar to the second except that it expanded on the simple query about support for a particular service by includ- ing information on service and enhancement costs. For services where user fees were feasible, respon- dents were asked to choose their preferred combina- tion of user fees and taxes to fund each service. Tabloid Questionnaire A "You Are The City" tabloid, containing the same set of questions in the same format as the represen- 8 Management Information Service Qative build -your -own -budget survey, was sent to all ouseholds in the city. The tabloid survey was not intended to yield data statistically representative of Eugene voters but did give all citizens the chance to be heard. Workshops The city conducted five public workshops in a vari- ety of locations throughout the city. Four of these were co -sponsored by neighborhood groups. Three addi- tional workshops, sponsored by interested commu- nity groups, were also held. All workshops took place in November and December 1991. At the workshops, participants were organized into groups; the groups addressed the budget -balancing problem presented in the build -your -own -budget survey, and the budget actions were decided by majority vote of the group members. Thus, the "respondent" for the workshop data was the group, not the individual participant. The Results Results from the data -gathering activities were quite consistent across the three representative surveys and the tabloid questionnaires returned. This consistency suggests that the results from these instruments rovided an accurate representation of Eugene voter references. The workshop results, however, vary sig- ificantly from the other instruments. In particular, they show much stronger support for new revenues. On average, workshop groups used increased rev- enues to make up 93 percent of the shortfall in the budget balancing exercise, while build -your -own -bud- get survey respondents relied upon new revenues to cover only about 60 percent of the budget gap. SIOUX CITY, IOWA—VISION 2020 In many ways, Sioux City, Iowa (population 79,000), is much like other places: turbulence and change have challenged the city's traditional view of itself. Uncer- tainty about the future has caused residents to think twice about the present. Old notions about regional markets and the national economy have been up- ended by high-speed communications and global interdependency. Ethnic and racial diversity are changing the ways people think about neighborhoods and citizenship. A vision was needed that could carry Sioux City into the future, no matter what that future might hold. The means for achieving that vision may change dras- tically in the next thirty years, but the vision will con- tinue to guide the direction the city will take. ?reparation Sioux City approached strategic planning in seven broad phases. First, a work program was tailored to the goals and needs of Sioux City, taking into account information available, anticipated public participation, and desired products. This work program showed all the points at which decisions had to be made. Second, a Sioux City Vision 2020 task force, com- prising about 60 citizens, was appointed by the city council. A consultant was hired to assist the task force. Members of the task force underwent a discovery pro- cess to familiarize themselves with all facets of the city, gather information not already available, and analyze existing issues and opportunities. Particular attention was paid to the community's economic and social needs, historical setting, and environmental attributes. Collecting Data Third, the task force focused on creating a vision for the community by listening to the aspirations of lo- cal decision -makers in the public and private sectors. Four principal discovery techniques were used: man - on -the -street interviews, in-depth interviews with knowledgeable community members, a nominal - group exercise with the Vision 2020 task force, and a community -wide speak -out. Man -on -the -street interviews. Individual contacts were made at six different locations around Sioux City, including malls, supermarkets, and libraries. Sites were selected based on pedestrian traffic and to rep- resent different areas of the city. A total of 52 individuals were approached for their opinions on two general questions: • What three things do you like best about Sioux City? • If you could change three things about Sioux City, what would they be? In-depth interviews. Twenty-eight in-depth inter- views were conducted by the city staff. The inter- viewees, who were selected by the staff, fell into one or more of the following groups: • Elected and appointed officials • "Power brokers" • Special -interest representatives • Community leaders with a wide perspective • "Critics." Interviewers used a consistent set of 18 questions. In addition to occupation, length of residency in Sioux City, and what brought the interviewees there, the questions addressed Sioux City's positive and nega- tive aspects in a number of different areas: housing and neighborhoods, shopping, business climate, education, recreation, social services, transportation, and physical environment. In addition, the indiv- iduals were asked what they liked best about the city, and what one thing they would tell a visitor or a newcomer. cvw F] Nominal -group exercise. The Vision 2020 task force participated in a nominal -group discussion that fo- cused on three general topics: The three best things about Sioux City (more specific than just "the quality of life") The three principal problems and opportunities affecting Sioux City over the next twenty years The three things that have changed, for better or worse, over the last three to five years. The task force was divided at random into four groups of about 15 each. Each individual recorded his or her answers to each question, then shared those answers with the group in a non -critical setting. All responses were recorded. At the end of the group process, 26 individuals answered the same questions again, based on their personal opinions and what had been said by the group. Public speak -out. The task force sponsored a public speak -out at a local college. Two local newscasters served as moderators. An estimated 160 persons at- tended the session. The speak -out was broadcast on cable television, and phoned -in comments were taken as well. All comments (live and phoned) were recorded. Making Plans In the fourth broad phase of the strategic planning process, the vision created was considered in the light of existing conditions to set the stage for specific plan recommendations. In the fifth phase, plan elements and the imple- mentation strategies to carry them out were developed in tandem. The plan was documented with written and vi- sual materials in the sixth phase. Easy to use maps and graphics were just as important as clearly writ- ten text. Finally, financial tools, a monitoring system, and ongoing implementation processes were adopted to enable the city to progress toward its goals. The plan- ning process that was begun in October 1990 was finished in August 1992. RED WING, MINNESOTA—RED WING 2000 Red Wing is a city of 15,000 located in central Minne- sota. To update its comprehensive plan and get the community involved in developing a land use plan for the future, the city used a visioning process. Red Wing's visioning project was designed by the Red Wing 2000 executive committee. The 15-member committee included the mayor, the council adminis- trator, and representatives from county government, the school district, local industry, the chamber of com- merce, the tourism industry, and the health industry. Community Visioning 9 The project began with an all -day meeting held in March 1993. Over 100 citizens attended a one -day visioning workshop. The city recruited the public by two methods: direct mailings to community leaders and groups and publicity in local newspapers, both advertisements and articles. The city council was involved at all steps. The large group was broken up into seven or eight smaller groups, with a facilitator in each. To get an idea of the community's vision for the future of Red Wing, the groups were asked a series of five questions: • What do you think Red Wing should look like in the year 2010? What characteristics would best describe and define it? Rank the characteristics in order of importance to you. • What goals or priorities would you set to achieve the various pieces of your vision? I • What �stacles may keep you from achieving your goa s an realizing your vision? What streng s can you raw on to ac ieve your goals? What opportunities may arise to help you? • What actions can Red Wing take yercome or avoid obstacles, orb its str op ortunities. ink in terms of new or en- hance po icies, programs, projects, buildings, regulations, etc. • FJQw does the vision relate to Red Wing's physi- cal environmen . in a out ways that the vi- sio ,goals, and ideas relate to such things as economic growth, housing development and programs, recreation, the arts, historic preserva- tion, tourism, social services, downtown, and transportation. The next step after this general visioning work- shop was to update the city's land use plan. To accom- plish this, the city used a focus group approach. The focus group meetings, called workshops, were advertised locally, and invitations were sent out to community leaders (see Appendix A for a sample in- vitation). Over two nights, participants came up with a preliminary land use plan. After the first session, the city staff and the consultant worked to summa- rize and give shape to the work completed. The next night, this material was presented back to the group and further refined. Throughout the next few months, several more workshops were held on different topics facing the city. Workshops were conducted on transportation, parks and recreation, the downtown area plan, and other area plans. In each case, the process of a two - night session was repeated. 10 Management Information Service After the first pair of land use sessions, the city distributed a newspaper insert reporting to the citizens what had been accomplished so far. A questionnaire was also included, not as a scientific survey but to get more public comment on the plan. The results were summarized for the planning commission and the workshop participants. Once the material from the workshops was com- piled, the preliminary report was put on display at open house sessions at the local library and other venues. Members of the city council were present to speak to citizens, and the comments of the public were recorded. After the citizen visioning process was completed, the planning commission held two public presenta- tions of the plan, which were attended by over 200 people. At both meetings, the public was, given an op- portunity to comment on the plan. The planning com- mission revised the plan based on the citizen input and presented it to the city council for adoption. On Feb- ruary 14,1994, the city council adopted the final ver- sion of Red Wing's Comprehensive Plan. All in all, the city of Red Wing involved more than 1,000 people in its strategic visioning process. Staff and volunteers put in over 2,000 hours to come up with the comprehensive plan. The city council was involved at all steps, participating in the workshops and attend- ing open houses where the plan was displayed. The GIan was adopted with financing information and an implementation schedule, and the planning commis- sion will track the progress of the plan and report back to the council. Already, items are being implemented that will improve the future of Red Wing. LEXINGTON-FAYETTE, KENTUCKY— SPEAK OUT LEXINGTON A program sponsored by the Lexington -Fayette urban county council (population for the urban county is 212,000) has been successful in reaching a wide range of citizens, representing the diversity of the commu- nity. In early January 1992, to counter a perception that local leaders were unresponsive and out of touch with community needs, the mayor and urban county coun- cil members organized a series of small group ses- sions throughout the community to get citizens' input on the many issues affecting their lives. The program was titled ",0qaeaLc Qu L xingtQD 1993o& What's Going On With Your Job and Your Family." The program was repeated in 1993 and 1994. The following case study describes the methodology developed over the course of the first two years. An independent consulting firm, Roberts & Kay, Inc., which specializes in renewing democratic prac- ti �ces in public life, helped the council design the pro - ram and define three related purposes: • o offer c' ' he opportunity t ith Jeac other overnment their tho on work, families, an omy • To gather information abouL—citiz eas and concerns t a couBe used by government the private sector to eve lop eva ua e ro- gr es community • To ease citizen's anxieties and inspire confi- dence in their own and their community's future by demonstrating that people need not face their problems alone, and that local government is concerned and interested in how citizens are faring. The themes of job and family were chosen as cen- tral topics in light of the downturn in the economy and its impact on the workplaces and households of Lexington. Once the themes were selected, the pro- gram was organized as a variation on the old "town meeting" concept, but was modernized by making use of a small group format in order to allow a more individualized level of feedback from citizens. The idea was that citizens would be given the opportu- nity in small group meetings to express their concerns and share their ideas. In turn, the government would Father and analyze this citizen feedback and use the information to help reassess budget, policy, and ser- vice priorities. Reaching the Public In 1992 a survey was conducted to identify all citizen and community groups that could promote gather- ings of 15 to 20 persons for Speak Out Lexington ses- sions and provide volunteers to act as group leaders during the sessions. The groups that were identified included, among many others, neighborhood associa- tions, civic clubs, students, businesses, volunteers, and churches. The mayor's office sent promotional materials to the groups asking for volunteers to serve as modera- tors and reporters for the sessions, and asking the groups to provide the locations for the sessions and invite participants. Personal invitations were sent to citizens likely to volunteer time to assist with the ef- fort, including individuals suggested by councilmem- bers and names on mailing lists of businesses, civic and neighborhood organizations, and social service agencies. The volunteers practiced their roles in a simulated Speak Out session. The program was announced to the media at a press conference held by the mayor. Additionally, pub- lic service announcements were videotaped and aired, and flyers describing the program were dis- tributed. News coverage publicizing the program was provided by local television stations and the local newspaper. As a result, 350 volunteers came forward in the first year to receive training and instructional mate- rials for holding group sessions. Volunteers were r. 7 paired in two -person teams of moderator and -rep r- -.All moderators and reporters attended a two-hour tr session e y e consultants. T e consult- ants explaine pose o e sessions, the most important aspects of moderating and reporting, and suggested ways to handle the problems most likely to arise during a session. The volunteers practiced their roles in a simulated Speak Out session. Once trained, the group leaders held 90-minute sessions over a one -month period. After all meeting reports were completed and returned by the group leaders, the consulting firm working for the Lexing- ton -Fayette urban county government analyzed the data and issued a final report detailing the overall community response. The report was published and made available to the public in the spring of 1992. Speak Out Lexington 1992 gathered the direct in- put of nearly 2,000 citizens in 156 small group ses- sions held in homes, churches, schools, businesses, and other sites throughout the city. Persons from all social, economic, and racial backgrounds participated and provided an excellent representative community cross-section of concerns, ideas, hopes, and dreams for Lexington's present and future. There was even one group formed from Lexington's homeless population. In 1993, to assure participation by groups from various neighborhoods and demographic segments of the community —races, ages, economic levels— urban county government staff members solicited the in- volvement of moderators and reporters from groups or parts of the community that might have been under- represented in 1992. In addition, staff members set up a number of groups at the government center and other downtown locations, and at least one group in each of the twelve council districts, to accommodate anyone who might not have been included in other groups. Moderators and reporters organized the rest of the Speak Out groups and recruited participants. Design of the Sessions Each session followed the same 90-minute Speak Out format. Five sets of questions moved participants through a sequence that began with family/house- hold concerns, expanded to include consideration of neighborhood issues, then expanded again to consid- eration of the larger community. In addition, the ques- tions asked participants to describe their reasons for being active or failing to be active in the community, and to share their thoughts about the community legacy they want to leave to those who will follow. These questions balanced two important and somewhat contradictory goals: (1) to invite ideas and suggestions on topics of deep interest to partici- pants, and (2) to provide enough structure so that the Speak Out results could be integrated, compared across groups, and analyzed effectively. (Appendix B includes the complete set of questions asked at all sessions.) Before settling on the final design for Speak Out Lexington 1993, the consultants ran two practice groups Community Visioning 11 to test the meeting format and questions. They made a number of modifications based on their observation of the practice sessions and on direct feedback from practice session participants. Before each session began, the moderators and reporters encouraged participants to complete indi- idual written sury—t- tenu ber o tici ants for the summar re ort. In leading t e sessions, each moderator relied on a guidebook provided at the training sessions. Fol- lowing the text in the guidebook verbatim or an out- line, the moderator explained the way the session would be conducted and then led the group through consideration of the five sets of questions. The reporter noted responses on a flipchart, recording the gist of each speaker's comments in a few of the speaker's own words. e ion leaders rovide or ' ' ns to fill out if they a s eci 'c items the wanted to brinZ to tea ion of the urban county gove ent, or if they had re uests fo sr peciI The Results Four sources of information formed the basis for analysis of Speak Out Lexington 1993: transcriptions of th chart notes taken at each sessi n ssio 2=gxt_sscompleted by t e moderator and reporter for each session, audiotapes of most sessions, ands r- vyey r L-sulfs. IThe session report form that repor ers completed ee is shown in Appendix C.) The participant survey results provided demographic information and supplementary information (see Appendix D). The consultants created a database for all infor- mation, inc u in major conc rns and su estion ey use is a a ase to analyze similarities and di$�'te ces across I Brent kin s o rou s. e n ings ot 5peak—CFu_tLex_i*ng_t_6n__Tiave be- come the basis for many budgetary, policy, and ser- vice program decisions made by Lexington's elected officials. For instance, concerns expressed in 1992 about the cost of health care resulted in increased funding for the local health department to meet the needs of citizens who are unable to afford private health care. Concerns about race relations guaranteed the maintenance of funding for the Cultural Diver- sity Program, the Heritage and Roots Festival, the Commission on Race Relations, and similar programs that might have been cut back because of budget con- straints. Comments from the focus groups on the sub- ject of how to improve the Speak Out process are included in the final report and incorporated in plan- ning for future years(see Appendix E). 1 Eric G. Van Otteren, Community Development Consultants of Ohio, unpublished report based on a recent survey done of local governments pursuing strategic planning. The report evaluates various components of the process. 2 This caution was adapted from Eugene, Oregon's report on its citizen input process. 12 Management Information Service APPENDIX A: INVITATION TO CITIZENS — RED WING, MINNESOTA May 18, 1993 Dear Red Wing Community Leader: You are cordially invited to attend a workshop to be held on Tuesday, June 1, 1993, from 5 to 8:30 p.m. to discuss an update of the City's Downtown Development Plan. The meeting will take place in the Foot Room of the Red Wing Public Library. Lunch will be provided. The Downtown Development Plan is a major element of the City's Comprehensive Guide Plan efforts. Much has been done recently to make downtown Red Wing viable. The workshop session scheduled for June 1st will be a major attempt to shape a new agenda for downtown development. We will be looking at transportation, parking, public amenities, pedestrian access, connections to the riverfront, zoning and land use, housing, and organizational issues. When you work is completed on Tuesday evening, the City's consultant (Camiros, Ltd.) and I will work the next day to refine the downtown plan concepts. We then would like to invite you back to the Foot Room to a brief follow-up meeting which is scheduled for 4 p.m. on Wednesday, June 2, 1993. Your involvement in this process is very important to the success of our planning efforts. Please call the Planning Department at 388-6734 by Friday, May 28, 1993, to confirm your attendance. Sincerely, Brian Peterson Planning Coordinator APPENDIX B: SPEAK OUT SESSION QUESTIONS— LEXINGTON-FAYETTE COUNTY, KENTUCKY Question Set 1 What can we as a community do to meet the needs of our families? Question Set 2 What are your neighborhood's strengths? What would make life in your neighborhood better? Question Set 3 What aspects of our larger community do you value most? What would make life better in Lexington -Fayette County? What should Urban County Government do to address these priority items? 0 Question Set 4 Consider the actions you already take for your neighbor- hood and your community? What motivates you to take those actions? All of us see things that need doing in our neighborhood and community, yet we don't always do them. What keeps you from doing things you see need doing? Question Set 5 Communities hand down both values and property as a legacy from one generation to the next. What would you like our generation's legacy to be to the future citizens of Lexington -Fayette County? Is there anything else you would like to add? APPENDIX C: SPEAK OUT SESSION REPORT FORM— LEXINGTON-FAYETTE COUNTY, KENTUCKY (To be filled out by Speak Out session reporter) 1. Reporter's name and daytime telephone number: 2. Moderator's name and daytime telephone number: 3. Date and time of your session: 4. Location: Community Visioning 13 5. Is there a common reason or interest that members of this group share? Yes No If so, please describe what the group members have in common: (For example, people are co-workers, or live in the same neighborhood, or are all interested in affordable housing) 6. Total number present: 7. What themes or topics seemed to be of most concern to the people in your session? 8. Your group set priorities on selected questions. Those priorities will make analysis easier. For other questions, where no priorities were set, we need your assistance. Please give us your sense of the most important themes that emerged in the discussion of these topics: Neighborhoods: Investing personal energies in neighborhood and community: Leaving a community legacy for future generations: Additional topics: 9. How would you rate the extent of people's participation during the session? Choose your response from the following choices. Most people expressed their opinions; the time was evenly divided among them. A few people had a lot to say; everyone else was mostly quiet. No one seemed interested in saying very much. One or two people with a special interest dominated the entire session. Other? Please explain. 10. What suggestions do you have for improving future Speak Out Lexington sessions? 11. Any other comments. 12. Please attach a handwritten or typed exact transcription of what you wrote on the flip charts during the session. Edit the contents only if you think some part of it is unclear or incomplete. Here are the reasons why this is necessary: While the sessions are going on, writing on the flip charts makes an invaluable statement to participants that they are being heard and valued. But when the analysis begins, the 200 (or more) sets of flip chart pages, each 10-20 pages long, present management problems. So, with your much appreciated assistance, we are aiming to meet both the need of the participants to feel heard and the need of the analysts to have easy access to your group's contributions. 13. We depend on reporters and moderators to identify group members' suggestions that need to be pointed out to the mayor, to councilmembers, or to others in the community. Please place a star N in your transcribed flip chart notes beside every suggestion. While you are doing this, you may remember other suggestions that came up and may not have been recorded. If so, list them here: Thank you for volunteering to be a part of Speak Out Lexington 1993 14 Management Information Service APPENDIX D: SPEAK OUT SURVEY— LEXINGTON-FAYETTE COUNTY, KENTUCKY (To be filled out by Speak Out session participants) What three things do you like most about your neighborhood? 1. 2 3 What three things do you like least about your neighborhood? 1. 2. 3 What three things do you like most about Lexington -Fayette County? 1. 2. 3. What three things do you like least about Lexington -Fayette County? 1. 2. 3 Please list up to three areas in which you would most like to see the Lexington -Fayette Urban County Government do a better job: 1. 2. 3. Below are some statements about economic development, race relations, and youth. For each statement, please circle one of the responses to indicate how strongly you agree or disagree Local government should actively work to create and preserve jobs in Lexington. LWe should do more to attract business from outside. We should do more to maintain existing businesses and help them grow. We should do more to create new local businesses. There are not enough wholesome activities for youth in Lexington. Local government should do more to provide wholesome activities for youth. Race relations are a significant problem in Lexington. Race relations in Lexington are Strongly Neither agree Strongly agree Agree nor disagree Disagree I disagree Strongly Neither agree Strongly agree Agree nor disagree Disagree disagree Strongly Neither agree Strongly agree Agree nor disagree Disagree disagree Strongly I Neither agree Strongly agree Agree nor disagree Disagree disagree Strongly Neither agree Strongly agree Agree nor disagree Disagree disagree Strongly Neither agree Strongly agree Agree nor disagree Disagree disagree Strongly Neither agree Strongly agree Agree nor disagree Disagree disagree Getting better About the same Getting worse [This form ended with questions about the age, sex, race, and geographic location of the participant.] I APPENDIX E: IMPROVING SPEAK OUT— LEXINGTON-FAYETTE COUNTY, KENTUCKY The greatest number of suggestions for improving Speak Out Lexington had to do with ensuring that more people participate. In this category, people suggested that there be either more or better of the following things: l• publicity, through flyers, mailings, and in the media, including televising a model Speak Out ,/• outreach to groups of people less likely to participate, and to groups that have been underrepresented so far • encouragement to civic groups to hold a Speak Out at a regular meeting J • information about what has been done in response to previous Speak Outs J• information in advance about the Speak Out agenda. Other suggestions had to do with the format and timing of the sessions. People suggested the following changes: Community Visioning 15 • hold the sessions in warmer weather have smaller groups and more in-depth discussion .�• extend the time of a session to two hours J• have a more topical focus One group of suggestions related to the need to build on Speak Out to generate more substantial citizen par- ticipation throughout the year. Here is what one group suggested: Encourage more opportunities for citizens to provide in- put into government. Promote this type of process throughout the year. Get more people involved in this process. Develop an "issue of the week," through local newspaper, with telephone number of mayor's mailbox for citizens to respond. Schedule regular Speak Outs first Monday of each month at a public location. Change hap- pens continuously, not in blocks. Input needed continu- ously. Apply methodology of this process to specific issues for public response.