2. Strategic Planning - 99 Budg
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Strategies
1. Provide leadership to assure a visionary approach to meet stakeholder expectations for
quaHty services and amenities.
.. Have a continuous dialogue between Council and stakeholders.
. Council and Manager serve as liaison to civic organizations. neighborhoods, etc.
_ Provide liaison to City Boards and Commissions
.. Continuous effort to inform, cOlDDlW1Ìcate, and educate stakeholders.
.. A process that involves citizens on a regular basis versuS single issue involvement,
.. Periodically conduct formal survey of stakeholders to solicit opinions and expectations
and create opportunities for informal, social communication.
.. Constant effort by Council and senior staff to explore opûons and opportunities. A
dialogue that encourages debate and decisions based on merit and priorities established
within available resources.
" Recognize effecûve service delivery utilizing a cost '" value concept.
.. Encourage, promote volunteerism and recognize volunteer efforts,
2. Promote broad raoge of housing options for current and future residents.
.. Developments will have a range of components available.
- designs
- prices
- sizes
_ flexibility/guidance for design of buildings, public facilities and amenities
.. Use public funding, where feasible, as incentive for affordable housing ($80-$120K)
.. Encourage higher density and broad range of housing types and sizes,
.. Seek a balance of citizen expectations versus economic viability,
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3. Develop a Central Area for the community.
.. Promote a broad and diverse mix of commercial and retail uses.
" Develop a "feeling" about the central area,
- entertainment
- dining
- shopping
- public/community events
- beautification
'" Provide public spaces (pool, Library, Community Center)
- formal
- informal
.. Careful attention to density and the boundaries of the Central Area,
" Develop plans for an area, or a block, that encompasses one building at a time.
4. Preserve, maintain natural areas, open space, amenities.
" Evaluate protection currently in place,
" Explore funding options to assist the City to achieve this objective.
'" Implement the Citywide trail system,
" Develop plan for the Bluff Creek Corridor.
" Negotiate, as part of development, more ·open space" provisions.
.. Evaluate continuously the impact of utility extensions,
" Encourage some "large lot" (10+ acres) development,
'" Evaluate needs for golf course, sports facilities,
5. Encourage, promote commuoity connections.
.. All modes to be considered
- walkers
- bikers
- drivers
" Install and provide for the installation of bike racks whenever pOssible,
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* Implement community trail system and within the regional system.
.. Establish a Commuter Rail Task Force and become participants in light rail along the
212 Corridor.
.. Provide multiple connections to the Central Area,
6. Maintain and foster a sense of safety and security for the community.
* Provide efficient. customer oriented police protection,
* Provide a high level of professional services to protect lives and property.
* Ensure the rimely and fair enforcement of property and building code regulations,
* Monitor and improve street safety including surface conditions, appropriate speed
regulaûons, lighting, signage, etc,
* Develop policies reflecting commmrity values related to liquor control and enforcement,
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City of Chanhassen
Planning Session
August 3, 1998
Review Strategies
Discussion of Carver Governance Model
. Basic Principles
_ Govecnance Model
. Policy as Leadership Tool
Budget Process
(paper Clips YS. Results)
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GOVERNANCE AS MANAGEMENT
VOLUNTEERS
TRUSTEES
SPECIAL MANAGERS
BASIC PRlNCIPLES
..*
.. .
. ACCOUNTABILITY
.....
*
MORAL AND LEGAL STATUS
*
, INDIVIDUALS AS A UNIT
*
DISCIPLINE
*
PHYSICAL PRESENCE
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NEW GOVERNANCE MODEL
CRADLE VISION
*
FUNDAMENTAL VALVES
*
EXTERNAL FOCUS
*
OUTCOME-DRIVEN SYSTEM
*
LARGE ISSUES VERSUS SMALL
*
FORWARD THINKING
*
PROACTNITY
*
DNERSITY AND UNITY
*
RELATIONSHIP TO CONSTITUENCIES
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NEW GOVERNANCE MODEL - CONTINUED
.. COMMON BASIS FOR DISCIPLINE
.. COMMON TOPICS
.. INFORMA TJON NEEDED
.. OVER CONTROL VERSUS UNDER CONTROL
.. TIME MANAGEMENT
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POLICY AS A LEADERSHIP TOOL
'" ENDS
'" EXECUTIVE LIMIT A TIONS
* BOARD-EXECUTIVE RELA TIONSHJP
'" BOARD PROCESS
MIXING BOWL
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