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Introduct'ion an�d Process I FEE a a', 2025 For Imagine Roseville 2025 to be successful, the commitment from everyone involved was that the process would be carefully and flexibly designed, inclusive, and authentic,, and that the results would be substantive,, meaningful, and useful in guiding future decisions for Roseville. Although only time will tell whether the impact is as powerful as we now all hope, we are confident that the process we followed met community and professional standards. Below is information about our general approach, followed by an overview of what we did. Information on content,, participants,, and results is presented in the relevant sections of this report. The initial thrust for Imagine Roseville 2025 came from the 2006 City Council, and the desire to take a thoughtful look at Roseville's future was driven by clarity on their parts that one of their key responsibilities was to place short-term demands within a longer-term context. Staff fully supported this effort, as did our key partners, the HRA and the Roseville Area School District, and influential community leaders. To launch the work, the Council outlined some key process expectations in an RFP for a visioning consultant, and solicited applications for and made appointments to a community- based Steering Committee to provide guidance. They then hired Anne Carroll of Carroll, Franck & Associates in St. Paul as the consultant,, linked her to the Steering Committee and lead staff, and kicked off the process in May 2006 with a December deadline. The process was deeply woven into the community, completely transparent and public, and based on a comprehensive public participation design that evolved over time under the guidance of the Steering Committee, staff, and Council to ensure broad and deep representation across the community. After their appointment, the Steering Committee in turn created a process to receive applications and select Subcommittee members for various topic areas. The Subcommittees received enormous amounts of public input as well as background information, from which they formulated draft recommendations. The Steering Committee remained actively involved in Subcommittee work, and then worked jointly with Subcommittee members and their recommendations to refine the goals and strategies, and finally to create a vision. The Council was updated regularly and directly engaged in the work as it progressed, and received the final recommendations in December. Below is the process outline; additional detail, content,, and results are included in the other sections of this report. Major public, group events: • Brainstorming Sessions.- We facilitated 10 major sessions engaging both the general public as well as underrepresented groups. Several hundred people participated. The purpose was to get a sense of topics and issues that Imagine Roseville 2025 had to consider, and to solicit Subcommittee applications. See Appendix.- Brainstorming. • Subcommittee Listening Sessions; Each of the six Subcommittees hosted at least two community Listening Sessions to gather more input on their specific topic area. See Appendix.- Subcommittees. Imagine Roseville 2025 Final Report, January 2007 Page 1