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<br />forms a framework by which each individual element of this plan <br />long-range and intentionally idealistic as a means to stretch th <br />of what is possible. Casting a vision allows the community to co <br />to decide what it will be like in 20 years and to put a plan in <br />achieve it. <br /> <br />occurred during the development <br />What is a Vision? <br /> <br />and subsequently guided Council and staff policy and decision-ma <br />To have a vision means to look <br />for the past 10 years (see inset). Evident today, however, is th <br />ahead: to imagine or dream the <br />community is no longer in agreement as to the future directions. As <br />future to create in our minds <br />was conducted during this update resulting <br />something beyond our present <br />in a new consensus vision; one that will continue to be refined <br />reality is a distinctly human skill. <br />the course of the planning process. <br />History has shown that seeing <br /> <br />The first step in the visioning process is to assess where the community <br />often the first step to actually <br />had been in the past. This effort involved a review of the exist <br />achieving it. <br />comprehensive planning and other demographic and socio-economic <br /> <br />information (refer to the Demographic, Historical, and Economic <br />As used in planning visioning, <br />Snapshots). The profile offers a glimpse of where La Porte has been in <br />visioning is a process by which a <br />the past and where it is today. This analysis set the tone for c <br />community envisions its preferred <br />discussions and the overall visioning effort. <br />future. It chronicles the hopes, <br /> <br />dreams, and aspirations of a <br />community and helps citizens to <br />Stakeholder Interviews. The vision development process consisted of <br />agree on what they want their <br />several opportunities designed to generate conversation among ci <br />community to become. <br />regarding their current perceptions, but, more importantly, thei <br /> <br />6 <br />expectations for the future. The first opportunity was a series <br />Source: Michael Chandler <br />interviews with community stakeholders, which occurred over the <br />course of two days. In all, over 60 citizens participated in thi, <br />. <br />The purpose of these small group interviews was to solicit the i <br />residents concerning common perceptions, issues, problems, oppor <br />constraints, assets, and challenges of the City. This input was invaluable in <br />understanding the underlying issues and needs of the community a <br />specifically, the values and priorities of those who know best citizens, <br />Council/Planning and Zoning Commissioners, neighborhood and civi <br />organizations, community service organizations, business and ind <br />leaders, major landowners and developers, and other community le <br /> <br />The input received through the interview process was used to for <br />Vision Statement outlined in this chapter. In addition, all of t <br />1.7 <br /> <br />2. <br />z Adopted July 20, 2009 <br /> <br />