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Attachment A
<br />Defining the Strategic Priorities
<br />In order to clarify the meaning of each priority in the context of Roseville, the group identified
<br />key concepts for each. The concepts are listed below, and will be used by the group to establish
<br />the final definitions.
<br />Connection, transparency, authenticity, communication, proactive, early/timely, process,
<br />broad/inclusive, valued
<br />Variety/diversity-housing, redevelopment, commercial; prepared for change,
<br />reinvestment, growth of tax base, proactive, job creation, living wage jobs, meets
<br />community needs, public safety considerations, cost/benefits
<br />Process-consistent, transparent, constructive, clear decision-making
<br />Timely decision making, decisive decision-making, respectful, forward-looking,
<br />thorough/informed analysis, acceptance of decisions
<br />Customer intimacy, interdepartmental cooperation, adapting to change, performance
<br />measurement, prioritizing resources, adequate funding, efficient and effective structures and
<br />resource use, leadership/workforce
<br />Funding, long-term planning, equipment, facilities, all in-ground, parks, trails,
<br />accommodates change without extreme fluctuations, innovation, reliable, long-life cycle,
<br />matching community needs and values, addresses current deficits
<br />Determining Success: Defining the Key Outcome Indicators
<br />After identifying strategic priorities, the group focused on developing a set of Key Outcome
<br />Indicators (KOI's). KOI's define what success looks like and includes a description of successful
<br />outcomes, expressed with measures and targets.
<br />The KOI's provide organizational focus by establishing a limited set of desired outcomes and
<br />performance targets for achievement for each strategic priority. The alignment created between
<br />KOI's and Strategic Priorities is important, not only for clarity, but for maintaining a disciplined
<br />focus on the desired results.
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