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Fo <br /> <br /> Increased quality of development <br /> DiversitY issues - working for positive responses <br />· Rise of the creative class <br /> Increasing property values <br />· Greater opportunity for services, employment, lifecycle <br /> housing, transit, recreational/cultural opportunities etc. <br />· ' Potential for fi'acturing or dividing the community. <br /> <br />Public Process: <br /> <br />· More frequent messages and information required <br />· Interactive information processes using all mediums <br /> will need to be established <br />· Gaining acceptance of the'amendment to the <br /> Comprehensive Plan as a "part of the process that has to <br /> be" <br />· Clearly defining what is our purpose: to be heard or to <br /> agree <br />· The need for a detailed plan on how and when do we <br /> inform people. <br /> <br />2. Managing public perceptions. <br /> <br />The following ideas were put forth relative to dealing With the <br />effective managing of public perceptions: <br /> <br />· Ensuring consistent messages <br />· Providing accurate information in a timely manner <br /> Ensuring consistent.processes for projects <br />· ' Needing to :build trust among and throughout the community, <br /> council, staff, and the council-staff relationship <br />· Being.forthright and honest in all communications and <br /> interactions ' <br /> Once a decision is made, moVe forward in implementing it as a <br /> "decision of the council" representing a consensus of the <br /> council which has chosen t° speak with the voice of the <br /> majority. <br /> <br />Council-Staff Partnership <br /> <br />The final item in the workshop was a review of the council-staff <br />partnership toward positioning the city for the future. The participants <br />affirmed the conclusions reached during the '2004 City Leadership <br />Workshop with regard 'to what the council wants and needs from city staff <br /> <br />P23 <br /> <br />17 <br /> <br /> <br />