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The City should also continue to identify opportunities to leverage local monies with federal and state dollars. The City has been successful in the past in this area by capitalizing on available non-local monies for recreational facilities, police and fire, roadways, pathways and trails, and housing. The City should continue to stay abreast of available funding and maintain a presence in non-local government activities. Finally, the strong commerciaUretail presence in Roseville provides an excellent opportunity for publiclprivate partnerships. The City has been successful in this area with respect to Rosefest, the Nature Center, the Arboretum and other city-sponsored activities. However, the City is also well-positioned to explore partnerships for facilities, infrastructure, vehicles, and equipment. Threats Despite the City's strong financial position, the City is faced with some issues that threaten that position. As we've experienced, changes made at the federal or state level can have an immediate financial impact locally. This was demonstrated very clearly, when the State rescinded $700,000 of the City's general purpose state aid in 2003 and 2004. Other unfunded mandates have occurred and will continue to occur in the future. The City needs to be mindful of these occurrences and prepare accordingly, by defining acceptable service levels and by maintaining proper reserve levels. The City should also consider the sustainability of its programs and services. Whether creating a new service or increasing the level of service, the City should consider whether it can maintain the service for an e�ended number of years. Questions should be asked such as; `Is the funding source reliable?' or, `Will this be available for the ne� generation?' In some cases, the provision of a new service is for a finite period of time. But in others, the City should consider the long- term financial impacts. Final Comments From an overall financial perspective, the City should factor in all of the exercises noted above. But it should also be cognizant of the balance between citizen expectations and the ability to deliver services. Even a well-managed city can lose track of its citizens' needs and desires, or lose an understanding as to what level of service citizens expect and are willing to pay for. When an imbalance between expectations and ability occurs, a city can find itself spending resources in the wrong manner. By conducting certain exercises, a city can determine where it is under-performing and make the necessary adjustments. It can also determine where it is over- performing (exceeding expectations), and decide whether to continue as such or reallocate resourcesto other areas. A summary of the topics discussed above is shown in the attached chart. �