HomeMy WebLinkAbout2004.1109.TCWSEM.Minutes TOWN OF FOUNTAIN HILLS
MINUTES OF THE EXECUTIVE AND WORK-STUDY SESSION
OF THE
FOUNTAIN HILLS TOWN COUNCIL
NOVEMBER 9, 2004
Mayor Nichols called the meeting to order at 4:30 p.m.
AGENDA ITEM#1
ROLL CALL — Present for the roll call were the following members of the Fountain Hills Town Council:
Vice Mayor Archambault, Mayor Nichols, Councilman Kehe, Councilman Kavanagh and Councilwoman
Nicola. Councilmembers Schlum and McMahan were absent from the meeting.
AGENDA ITEM #2— PURSUANT TO (i) A.R.S. §38-431-03-A.1, VOTE TO GO INTO EXECUTIVE
SESSION FOR DISCUSSION OR CONSIDERATION OF EMPLOYMENT, APPOINTMENT,
PROMOTION, DEMOTION, DISMISSAL, SALARIES, DISCIPLINING OR RESIGNATION OF A
PUBLIC OFFICER, APPOINTEE OR EMPLOYEE OF ANY PUBLIC BODY, EXCEPT THAT,
WITH THE EXCEPTION OF SALARY DISCUSSIONS, AN OFFICER, APPOINTEE OR
EMPLOYEE MAY DEMAND THAT THE DISCUSSION OR CONSIDERATION OCCUR AT A
PUBLIC MEETING. THE PUBLIC BODY SHALL PROVIDE THE OFFICER, APPOINTEE OR
EMPLOYEE WITH WRITTEN NOTICE OF THE EXECUTIVE SESSION AS IS APPROPRIATE
BUT NOT LESS THAN TWENTY-FOUR HOURS FOR THE OFFICER, APPOINTEE OR
EMPLOYEE TO DETERMINE WHETHER THE DISCUSSION OR CONSIDERATION SHOULD
OCCUR AT A PUBLIC MEETING, (SPECIFICALLY, INTERVIEW OF THE PARKS AND
RECREATION YOUTH COMMISSIONER APPLICANT.)
L�rr Councilwoman Nicola MOVED to convene the Executive Session and Vice Mayor Archambault
SECONDED the motion, which carried unanimously by those present (5 to 0). Councilman Kavanagh
MOVED to recess the Executive session at 4:50 p.m. and Vice Mayor Archambault SECONDED the
motion, which CARRIED unanimously.
AGENDA ITEM#3—RETURN TO WORK-STUDY SESSION
Mayor Nichols convened the Work-Study session at 5:00 p.m.
ROLL CALL — Present for the roll call were the following members of the Fountain Hills Town Council:
Vice Mayor Archambault, Mayor Nichols, Councilman Kehe, Councilman Kavanagh and Councilwoman
Nicola. Councilmembers Schlum and McMahan were absent from the meeting.
ALSO PRESENT: Town Attorney Andrew McGuire, Town Manager Tim Pickering, Town Clerk Bev
Bender,Mike Tyler,Janice Abramson, Henry Leger,and Bob Yordy were also present.
AGENDA ITEM#2—PRESENTATION OF THE STRATEGIC PLAN STATUS.
Town Manager Tim Pickering stated that staff had been working on the Strategic Plan for some time and
many members of the Council had participated in the process as well. He thanked them for their efforts and
said that there was a small group of individuals present who volunteered to help guide the program so far.
He noted that these individuals were all residents of Fountain Hills and possessed an extensive amount of
expertise in strategic planning. Mr. Pickering introduced Mike Tyler who said the group would like to spend
a few moments introducing themselves and providing some brief background information.
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Janice Abramson addressed the Council and said she had extensive planning experience with the Strategic
Planning Offices of Johnson & Johnson Companies for 12 years. In addition, she had performed extensive
market research for major corporations as well as her own consulting company over a 35-year period. She
added that over the last 15 years, her planning experience had been focused on delivering information to
clients that they needed in order to conduct their planning strategies.
Henry Leger, a 13-year resident of Fountain Hills, said that he was the father of two small children and had
an investment in the community in terms of today and its growth for tomorrow. He stated that he brought to
the table over 20 years of experience in educational government and corporate settings as a human resource
and organizational development professional with expertise in the areas of planning, strategic planning,
leadership, coaching, development, group facilitation and other areas related to the strategic planning
process. He added that as a member of the community who was interested in the process, he had come
forward to offer his assistance in this regard.
Mike Tyler informed the Council that he had spent most of his life wandering around the world and finally
wound up in beautiful Fountain Hills. He said that he had only been in the Town for about 12 months and
loved the community that already felt like home. He advised that he spent the last 30 years running small to
medium-sized businesses throughout North America and Europe and as part of that exercise he had
conducted the development and implementation of strategic plans. He added that he had also developed
strategic plans for Fortune 500 companies, such as Union Carbide, and noted that he was currently running a
small consulting business in Town focused on helping small, independent businesses grow and improve.
Bob Yordy, representing a Civic Association that in the past had conducted four Town Halls (before and
after incorporation) and stated that most of the amenities seen around Town were the direct result of citizen
input received at the Town Halls. He said that when he learned that one of the Council's goals was to
develop and implement a strategic plan, he offered the services of the Civic Association and its 250 members
to help in whatever way they could.
Mr. Tyler said that he would like to spend a few minutes reviewing the recent background information on
what had been accomplished to date. He stated that the Town was seeking to develop a plan that, broadly
speaking, would achieve three things: 1) identify community needs and desires; 2) determine the long-term
vision for the community and 3)develop an implementation plan for the established goals. He explained that
the three goals were taken from some prior work that was developed to determine the scope of the project.
He added that the scope of the plan would include internal and external research and would place a great
amount of emphasis on public involvement throughout the entire process. He said that to date, two public
hearings had been held, the first a general brainstorming meeting and the second a SWOT (strengths,
weaknesses, opportunities and threats) analysis. He stated that as they proceeded through the process, both
of those meetings would provide critical input for the whole process as they worked through it.
Mr. Tyler said he would highlight a brief power point presentation on the status of Strategic Plan and cover
the next steps to be taken to formulate a high-level work process and develop the plan. He said they would
also talk about key issues anticipated because of the plan, the next steps to be taken and then open the floor
up to questions and comments.
Mr. Tyler informed the Council that he looked up the word "strategy" in the dictionary and other locations
and said he did not believe that the actual meaning of the word was not much help "a device used to trick or
deceive enemies." He said he believed the point was that strategy meant different things to different people
and because of that it had the possibilities for confusion and miscommunication. He stressed the importance
of trying to describe it in the context of the task at hand. He stated that he was not going to use the word
"strategic" throughout the rest of the presentation. He commented on the importance of engaging the public
throughout the process and said as they performed research on this issue, they learned that enough emphasis
could not be placed on the need for extensive public engagement throughout the process. He added that they
needed to look beyond the Town's precincts in terms of what was out there both externally and socio- 4111)
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economic impacts that could affect the Town. He said that as a result of that, a number of key issues would
surface regarding impacts on the Town and stated that they would then generate a "road map" containing
recommendations on how to deal with those impacts. Mr. Tyler said that if you looked at this from the
standpoint of what it would do for the community, it would be a powerful tool to bring the Town together,
putting people on the same page and having them work towards the goals. He commented that this was not a
"one shot deal," it would remain in place for a long time and required a long-term commitment through a
community-driven process. He added that it was also not a "quick fix" for pressing problems for which the
current administration was responsible. He noted that they did not want to produce a thick report that no one
looked at; it just sat on the shelf. He stated that the report would need to be continuously revitalized through
review and update as needs and conditions changed.
Mr. Tyler referred to a chart depicting the Vision and Mission and emphasized that the entire process would
take place under the umbrella of the current Vision and Mission for the Town and under the umbrella of the
Town Council's guidance and input. He said they were not going to be suddenly starting something in
isolation, a lot of good work had already been done and they planned to take that and use the umbrella to
continue to work the process. He added that this would take place during a number of phases the first of
which would be data collection (research, looking at trends in other cities and towns that had gone through
this process and other external factors, the SWOT analysis, etc.) and finding trends that would impact the
Town. He said they wanted to find out what those municipalities did right and what they did wrong and
stated that Mesa was an example of a City that conducted a successful process. He reiterated the importance
of public input and involving all of the stakeholders (citizens, Town associations, staff, business owners and
people who did business in Town, etc.) and added that the public engagement process should begin with
focus groups, interviews, public meetings etc. He said that they also had to take into account existing
conditions and issues they were aware of such as issues associated with the General Plan, the changing
demographics in Town,the build-out issue, and so forth.
Mr. Tyler commented that as they proceeded with the above processes, the emerging key issues would
4111, surface and expressed the opinion that six or seven key issues might arise that they would have to make
recommendations on. He added that the next step was to validate the key issues and quantify them through
public surveys. He said that emerging key issues and public surveys were the second phase and the third
phase was the development of the plan itself. He stated that they would take the issues and begin to look at
possible solutions, putting in draft form the first options to deal with those key issues. He said they would
then come back before the Town Council for review and input and a final plan and recommendation would
be made to the Council as to the direction they should be heading. Mr. Tyler noted that the process was
"high level"and stated that they would have to develop a more detailed work plan, which was one of the next
steps.
Ms. Abramson said that they had a couple of formal places where the Town Council was right at the top and
then down where they talked about review and input. She emphasized that the Strategic Plan had to be
owned by the Town Council, there really had to be "buy in" in order to succeed. She expressed the opinion
that the group would meet periodically with the Town Council to provide updates and solicit input. Mr. Tyler
said that the group wanted to present what might be a key issue coming out of the emerging issues and
therefore developed a "straw man" example. He added that they hoped it would give the Council an idea of
how the issues might be coached and the sort of solutions they might be looking for to solve them. He also
discussed the next steps and said that in order to get to something that was actionable, they needed to step
down and develop the detailed work plans, which would identify resource requirements and action at each
point in the work process, together with overall timing. He added that they must conduct Town Council
review and receive input/approval to proceed and stated that they must implement work plans to produce the
final plan for recommendation to the Town Council. He said that their target was to have plans in place
before the end of the year so they could come into the new year ready to proceed with implementation. He
noted that after developing the detail work, they believed it significant enough to come back before the
Council again to ensure that they still had approval to move,forward. He added that implementation of the
Now. final plan would then proceed and invited questions and comments from the Council.
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Councilwoman Nicola asked whether the group had a timeline in place for the process and Mr. Tyler
responded that the group planned to have a detailed work plan and calendar before the end of the year. He
explained that it would outline the time frames for the rest of the process.
Councilwoman Nicola commented on the fact that there would not be an election next year and the existing
Council would be in place at budget time. She said perhaps they should put a process in place for an annual
review of the on-going plan in March or February so that the Town Council was already on board and aware
of what the next step would be in time for the town manager to implement the plans into the budget process.
Mr. Pickering said that they were at least a year away from having something and it could be longer than
that. He added that Councilwoman Nicola made a good point as far as follow up and stated that one of the
things they heard at the first meeting was that the Strategic Plan should be an on-going process that possibly
a commission was created to oversee the plan for a period of time beyond a one or two-year budget cycle.
He said that was not "set in stone"but as one of the ideas that started to emerge at the first session.
Ms. Abramson commented on the issue of timing and referring to flow chart #5 said in order to reach the
seasonal residents they were going to have to get through the public survey during the first quarter of the
calendar year. She added that they might have to flush out ideas on how to deal with them that might delay
the process; the"guts"of the plan should be done during the first half.
Councilman Kavanagh asked whether the public survey would be a scientific random one and Ms. Abramson
said that it would. She stated that during preliminary discussions they identified the importance of
qualitative information and added that they did not have a clue as to what the community at large thought.
She said the survey would give them a representative picture of what the community needed and desired. She
noted that the survey would definitely be contracted out. Councilman Kavanagh stated that the Town had
used two separate firms and those records should be made available to the group.
Mr. Pickering informed the Council that once the work process had been developed, they would have to
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move quickly to get the bulk of the input done during the upcoming quarter. He said they would have to
contract with a company to help them oversee the public input as well as eventually conduct the survey.
Mayor Nichols commented that he and Councilman Kehe recently attended the Mayor's Youth Summit with
the high school youths and they mentioned that they did not believe their voices were heard on any of the
issues facing the Town. They said they were never asked to participate and Mayor Nichols assured them that
he would recommend to the parties soliciting information that they obtain input from the youths and not just
the parents. He asked them to blend the youths into the process and identify them as a group.
Councilman Kavanagh asked whether they were contracting out just for the survey or for the public input as
well and Mr. Pickering responded that they were contracting out for both and would keep the cost under the
budgeted amount of$60,000.
Councilman Kavanagh said that the public input section would be basically scheduling, organizing and
running meetings for groups and recording their input. Mr. Tyler concurred and said they had not developed
the detailed work plan yet and did not know exactly what would be required in terms of contracting it out.
He said they could not describe yet exactly how that would work.
Mayor Nichols commented on the good relationship that the Town had with other cities and towns in
Maricopa County and said he would be happy to do whatever possible to open doors with the various mayors
if they so desired. He noted that each month the Mayors of the East Valley attended a luncheon and
encouraged them to let him know what he could do to assist them.
Vice Mayor Archambault asked at what point they would know that they had gotten enough input to begin
working on the key issues and Mr. Tyler responded that the plan would describe how they got the input and
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how they would know they have enough. He stated that he could not give him a straightforward answer at
this time but once the details had been worked out,this information would be available.
Mr. Leger noted that the work plan would include a methodology that would clearly define the different
constituency groups and how they go about accomplishing the gathering of input. He added that it would be
a cross section of the Town for example, in probably workshop settings that were consultant run or volunteer
facilitated, a mixture of people across different civic organizations. He said that once they put a design
together and a work plan, it would be important to come back to this group. He commented that in a
volunteer process such as this there was no guarantee as to who would show up, that would be an on-going
challenge. He stated that it was critical that this effort was championed by the Council and publicized by
them as well.
Vice Mayor Archambault said that in order to give the Council some type of a goal, what would they want to
accomplish before the next budget year. Mr. Tyler responded that because of time issues with some of the
part-time residents,they wanted to get at least through the public survey process.
The Vice Mayor stressed the importance of being diligent in conducting as many meetings as possible so
they could receive an extensive amount of input before citizens broke for the summer.
Mr. Leger concurred and said they would design on that timeline but noted that the reality was that the
process was huge and somewhat novel when you looked at the research. He added that engaging people
would be a constant challenge that would determine, to some degree, the timeline. He agreed that they
would want to have most of their data dumped into the survey process so that it was ready before people left.
He said that the success of that timeline would be determined by the success in the beginning of the process.
Ms. Abramson stated the opinion that they would have to screen people and have focus groups that
represented the different demographic groups in the Town. She said it was important to obtain input from
citizens who'did not necessarily show up for the Town meetings. She added that they should go out and
recruit people for some of the qualitative work and make sure that the public survey was in fact
representative.
Councilman Kavanagh asked whether he would be correct in stating that the issues were "what do we want?"
like an aquatic center or arts center, downtown development, etc. and not how they might do certain things
such as having their own police or fire departments versus contracting the services out. He said it was his
understanding that those types of issues were not going to be part of this process. Ms. Abramson stated that
eventually the"hows"became part of it.
Councilman Kavanagh commented that that was not his impression and asked what the issues were, what the
guidelines were.
Ms. Abramson said that if they said to the Council "what do you envision for Fountain Hills in five years,
what is your ideal Fountain Hills"and then they said "okay, where are we?" and there were issues that had to
be addressed in order to get from where they are to where they wanted to go, those might go beyond.
Councilman Kavanagh stated that the issues of"we want good fire service and good police protection" were
left up to the Council to decide how to provide those services. Ms. Abramson said it would go that way if
that was the Council's decision and Councilman Kavanagh stated that he just wanted to make sure they did
not go down any divisive roads and resurrect old problems. Ms. Abramson commented that if they were
conducting open Town meetings and qualitative work and the issue came up, then it came up. Councilman
Kavanagh asked whether they could tell the people who raise the issue that that was not the purpose of the
Town meetings.
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Mr. Tyler expressed the opinion that a myriad of issues would come up but very few would become key
issues. He added that as they condensed down, if there was a large public swell of public concern among
some factor it probably would emerge as a key issue, whatever it was. He clarified that this would occur if
meeting after meeting the same issue was brought up and concerns were extensive among the citizens, not
just one or two complaints.
Mr. Pickering said he believed what Councilman Kavanagh was saying was that this Strategic Planning
process could not become a platform for political agendas.
Councilwoman Nicola said that she agreed with that but if 75% of the public said "we incorporated because
we expected our own police department" she thought there had to be a better way of handling it than to say
"we've been there, we're not going there at this time." She stated that they would not be acknowledging they
might be forced to have a municipal fire and/or police department. She said they were already aware of the
fact that some citizens wanted this to happen and they did not need to be afraid of that, it was a long-term
Strategic Plan.
Vice Mayor Archambault concurred with Councilwoman Nicola's remarks and pointed out that the needs
were going to be quite apparent once enough information had been received. He emphasized the importance
of being diligent and obtaining unbiased input.
Mr. Tyler agreed that they had to "sift out" issues in order to come up with a prioritized list because
everything could not be done.
Mayor Nichols said that he wanted every resident to feel that they had an opportunity to provide input.
Councilman Kehe stated that they had to avoid saying that they would cover all the territory they were
interested in covering except A and B. He added the opinion that the process would be doomed if they
restricted the possible options the citizens envision for the future of the community.
Mr. Yordy commented that they planned to get as many people involved as possible because at the end of the
day they would have to come up with some process of paying for whatever it was people decided they
wanted. He added that the more people you had who said they wanted this and that, then the more people
you had that were going to buy into the process of"we're going to have to have some way to pay for this
because we don't now and we don't see it in the foreseeable budget future, so it will have to be a new source
of revenue." He said that at the end of the day if a whole bunch of people came forward and said they
wanted their own fire department and they were willing to pay for it, then there would be more people
willing to buy-in and do it.
Councilman Kavanagh clarified that there were some issues that just by their nature were extremely
complicated and an individual really could not make an educated learned decision based upon a one-line
survey question. He said this was something that this Council and multiple Councils had discussed for years;
there were so many facts involved. He stated that he was not sure that certain issues were amenable to a
simple survey question; especially as one that one had positive "spin words" like "your own." He said
everyone would like to have their own and questioned whether they could truly survey a person on that
complex an issue when the person had not sat down and read at least a 15 or 20-page position paper outlining
the pros and cons.
Mayor Nichols commented that throughout the process he had heard that the Council would be involved and
expressed the opinion that as they moved along they would have a chance to look at that and provide input.
He said they should take what Councilman Kavanagh had said very seriously because it was something that
the Council would be concerned about.
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Mr. Pickering stated that a with a facilitator you get someone from the public who might say "I want my own
police department" but the question of what was causing that would then be addressed to that person. He
said that if the real issue was high crime, then that should be what the issue is, not how you do something
because there were many ways to accomplish different goals. He added that a good facilitator would not let
it become that specific ("this was how we were going to do it")versus "this was really the issue."
Mr. Leger agreed that it was important that as they looked at the process flow, between public survey and
development of a Strategic Plan, information would be accumulated and at some point in time the Town's
staff and the appropriate people would take that data and put together the actionable items that in turn would
be presented to the Town Council for their approval. He added that the input process brought all of this
together and then decisions could be made. He cautioned the Town Council that they had to be willing to
take risks when engaging in a process such as this and said if they shot down the process it would lose
credibility. He emphasized that the Council will make the final decisions.
Mayor Nichols stated the opinion that there were ways to ask questions that were not directed in one way or
another so that they obtained the right input.
Me. Leger agreed and said as the Town Manager mentioned, a facilitator would ask about the vision, then
ask what could prevent them from achieving the vision and then ask what they could do to overcome
obstacles and obtain their vision.
Mayor Nichols thanked the speakers for their presentation this evening and for volunteering to provide the
Town expert advice and assistance on this very important matter. He said that the Town was very fortunate
to have citizens such as the ones that had spoken this evening. He commented that earlier in the day he was
at the Fountain View Village where 60 elderly people were busy boxing up packages to go to our service
men and women in Iraq for the holidays. He stated that the media was present and asked the Mayor what he
felt about that and he responded "We are a town built on volunteers and for him it is not surprising to see 60
people working on a project like this because any time there is an issue, the people in Fountain Hills rise to
the occasion and volunteer." He said it was wonderful to see it happen but it was not a surprise. He again
thanked the members of the group for assuming a leadership role in the process.
Mr. Pickering advised that staff would proceed as stated, get together, draw up a work plan and timeline and
the next time they would see the Council would be when they presented that as well as possibly hiring
someone (consultant) to begin the process due to the time constraints. He noted that they just had the spring
to get public input and staff would move quickly on this matter.
Vice Mayor Archambault asked whether Mr. Pickering planned to propose hiring someone the Town had
used in the past or proceed with an RFP process. Mr. Pickering responded that they would conduct an RFP
process to ensure that input was received and said they were not aware of anyone with this specific expertise.
He noted that Peggy had a lot of good contacts and would assist the Town in obtaining some local talent who
could begin to help.
AGENDA ITEM#5 -ADJOURNMENT
Vice Mayor Archambault MOVED and Councilwoman Nicola SECONDED a motion to adjourn the
meeting at 5:46 p.m.
•
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TOWN OFF A LS
By. / 1001)
W.J. Nichols, or
ATTEST AND
PREPARED BY: 'C. . C,
Bevelyn J. B de , own Clerk
CERTIFICATION:
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Executive
Session and Work-Study Session held by the Town Council of Fountain Hills on the 9th day of November
2004. I further certify that the meeting was duly called and that a quorum was present.
DATED this 2nd day of December 2004.
By: 16,( -- /la"t%t
Bevelyn J. BMder Town Clerk
j
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L
STRATEGIC PLAN STATUS UPDATE
AGENDA
■ What is strategic planning?
• High level work process to develop
the Plan
• An example of a key issue coming
out of the Plan
• Next steps
• Questions and comments
11/09/04
Slide 1
STRATEGIC PLAN STATUS UPDATE
WHAT IS STRATEGY?
• Word origin from the Greek
"Statagem, " meaning, "A device
used to trick or deceive enemies"
• Can mean different things to
different people
• Needs to be described in the
context of the task at hand
11/09/04 Slide 2
`11r' •
1
STRATEGIC PLAN STATUS UPDATE
STRATEGY AS IT RELATES
TO FH TOWN PLANNING
• Enlists broad-based input via public meetings,
focus groups, surveys and interviews
throughout the whole process
• Involves making decisions that consider
possible changes in the area's economic, social
and natural resource environment
• Generates key issues and develops a roadmap
for dealing with them
is Provides for community togetherness in
working towards a common set of aspirations
and goals
11/09/04 Slide 3
J
STRATEGIC PLAN STATUS UPDATE
STRATEGY IS NOT:
• A one shot deal — it requires a long-term
commitment through a community driven
process
• A quick fix for pressing problems, for
which the current administration is
responsible
• A report that sits on a shelf — needs to
be continuously revitalized through
review and update as needs and
conditions change
11/09/04 Slide 4
VIO
L
STRATEGIC PLAN STATUS UPDATE
High Level Work Process
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11/09/04 Slide 5
STRATEGIC PLAN STATUS UPDATE
Key Strategic Issue:
"Straw man"example: Town Revenue Stream
Background: Because FH presently lacks the population base and the destination pulling power,
there is an inadequate revenue stream to provide many of the amenities(such as aquatic
center,performing arts center,etc.)that would make FH a world class entity. In addition,as
build-out of existing land draws nearer,those revenues will diminish. Important annexing the
1280 acres in the State Land Trust could add up to 6,000 residents;however,the timing,
character and impact of this development remains unknown.
Action Oust a few of many possibilities):
1. Revisit the 5-year Financial Plan to take a 2nd look at revenue projections
a. Explain the implications to the citizenry
2. Implement process to balance citizen's desire for growth vs.preservation
a. Begin with both qualitative and quantitative input:focus groups,survey,etc.
b. Elicit citizen input and buy-in on prioritized list of amenities with cost estimates for each
c. Use the results as input for FH's budgeting process
3. Develop a year-round FH marketing plan
a. Study development of Fountain Park as major draw
b. Identify missing pieces,such as hotels,performing arts center and aquatic center
c. Stress the community's unique attributes
4. Create a task force or deputize one of the strategic planning subgroups to address annexation,
control and assimilation of State Trust Land
1. Build a Master Plan for this process as a subset of the Strategic Plan
2. Revisit impact on infrastructure,including potential need for better ingress/egress for the
area
11/09/04 Slide 6
1hr►'
3
STRATEGIC PLAN STATUS UPDATE
NEXT STEPS
■ Develop detailed work plans which will
identify resource requirements and
action at each point in the work
process, together with overall timing
■ Conduct Town Council review and
receive input/approval to proceed
■ Implement work plans to produce final
Strategic Plan for recommendation to
Town Council
11/09/04 Slide 7
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