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goals and rudimentary growth objectives. The Technical Advisory Committee was beginning its review of growth objectives completed by the City Management Team. Many of the growth objectives did not include measurable benchmarks or targets, reliable data sources, and related information. • 1996 Budget-The 1996 City Budget was our first attempt at a program based, performance driven strategic budget document. Line item information was provided by the administration to the City Council and to the general public in separate back-up work books while the main budget effort went into crafting the City's f rst program budget. For the first tune, an overarching mission, broad goals and growth objectives were included. In addition to the citywide aspects, each department and division was asked to develop missions, goals, growth objectives and performance indicators. The Technical Advisory Committee continued to refine and define citywide growth objectives. A number of growth objectives were downgraded from citywide to department and division levels. Some citywide growth objectives were defined with measurable data. However, the growth objectives section was incomplete with a number of unclear and unassigned objectives. • 1997Budget--The 1997 City Budget was our second program based budget. Several improvements were made in both the format and information provided. A number of citywide training sessions were held for the City Management Team to highlight the connection between the strategic plan and the program budget. In addition, each department's management team made progress in completing individual department strategic plans and continued refinement of performance indicators. On a citywide basis the Technical Advisory Committee and the City Management Team further refined citywide growth objectives by identifying the following: - Scope of Responsibility-each growth objective was identifed as either a City government or community growth objective. - City's Role---each growth objective was defined in terms of a specific city role ranging from direct city service or product to a partnership role (with a community partner), to a community leadership, advocate or a monitor's role. Each role was defined in detail. > Lead City Agency--each growth objective was assigned an internal lead agency (or agencies} with responsibility to assume the City role as identified above. - Key Community Partners-each growth objective was assigned a series of key community partners (necessary for a strategic alliance) to achieve the growth objective. - Schedule-a timetable of specific action was developed and assigned to each growth objective. Actions that were included were ongoing performance, project or program corr~pletion, evaluation or monitor activities. A-7