Brookfield is a major Calgary$-$based residential property developer, with North American holdings. In the summer of $2012,$ the firm was exploring the redevelopment of an established neighbourhood. There was ongoing general revitalization across the city. Brookfield was considering a unique inner$-$city opportunity. It had recently completed another successful inner$-$city residential development. The company was concerned about a lengthy approval process. Longer approvals translate to higher cost and lower profits, so the company wanted the project to start very soon to maximize shareholder return. However, the original development zoning carried very specific caveats about maintaining $1990$s principles of the $$Garden City movement.$$ That style emphasized wide, curving streets, deep front yards, green spaces, and nonuniform house design.

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Brookfield developed three plans A $($the best case$),$ B $($the least risky$),$ and C $$ the one the community would most likely prefer. These plans also represented varying levels of profitability for the company. By the time of this decision, the City of Calgary$$s land area had grown to about $477$ km$^2,$ more than a tenfold increase from its $40$ km$^2$ size in $1951.$ However, the year$-$to$-$year growth over $2011$ was only $8$ km$^2,$ less than $12\%$ of the $69$ km$^2$ growth in the preceding year. The city$$s population of $1\mathrm{.}1$ million in $2012$ was almost double the $600,000$ figure of $1981.$ There was an existing municipal plan crafted in $2009,$ to plan the city$$s growth for the next $60$ years. Key to that plan were the intensification and densification of the population.

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$1.$What was Brookfield$$s process of identifying stakeholders?

$2.$Who were the significant stakeholders that Brookfield needed to address?

$3.$ Which factors were of greatest importance $($salience$)$ as Brookfield pursued a development solution?