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Regular City Council Meeting Monday,February 25,2013 Page 20 valid for continued sustainability for the City. Mr. Miller reviewed some of the negatives of past decision-making over the last ten years on operating budgets and prior to budget priorities and rankings, with across-the-board cuts department- wide as the norm. While possibly easier than other approaches, Mr. Miller ques- tioned if that was what the City wanted to achieve rather than a more transparent process for the public to better understand. Mr. Miller noted that by integrating city initiatives it would ensure that each measure taken by the City complemented the next in a critical, sequential order. Mr. Miller reviewed ideas gleaned from leading industry organizations who un- derstood successful government, providing for a subset of typical behaviors and ideas that were developed into seven (7) principles of performance for the City of Roseville. While many of these things had been done for many years, Mr. Miller credited City Manager Malinen with getting the groundwork in place in 2006- 2007 and to develop the culture at a staff level and their commitment to demon- strate those attributes to the community. Mr. Miller reviewed the specifics of the Roseville Performance Measurement Program as follows: • Community Vision based on the Imagine Roseville 2025 community visioning process,periodically revisited; • Community and Park surveys, hopefully to be continued in the future as im- portant and effective tools along with other outreach methods and tools; • City Council Goal-setting annually or as indicated, and based on additional feedback to individual Councilmembers from citizens • Strategic Planning, most recently done in 2012, and producing action plans to achieve outlined initiatives • Financial Policies and Community/City Council commitment to those policies (e.g. balanced budgets; appropriate cash reserves for contingencies and asset replacement) and made part of budget calendar process • Capital Improvement Program • Budget and program priorities • Biennial budgeting process for more optimal decision-making • Performance Measurement—trending • Quarterly financial review by staff to City Council and an annual external au- ditor review Mr. Miller addressed how individual components related to each other on a broader sense and drove City Council goals through those biennial budget, strate- gic plan, and financial policy relationships. As an example, Mr. Miller noted how the strategic plan drove the CIP, developed budgets and program priorities, with an annual performance measurement and financial review to determine trends and revise the budget as indicated, and further refine the process.