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Attachment A <br />Continue to maintain our diversified tax base <br />Maintain programs and services that support our great quality of life <br />Stabilizing Southeast Roseville neighborhoods <br />Staff <br />Successfully complete and implement the Parks and Recreation Renewal Program <br />Identification of resources for current and future operations <br />Retaining and attracting residents in Roseville <br />Meeting citizen needs, interests and getting and keeping people involved <br />Being ready to adapt and change as needed <br />Achieve consensus between Council, property owners and the general community <br />around a market viable strategy in Twin Lakes <br />Match Council aspirations/priorities with resources to complete them <br />Build community understanding and trust in local government <br />Comprehensive assessment of citizen expectations <br />Establishing citywide priorities for programs and services <br />Discover and explore future trends of which aspects of suburban living are in demand, <br />and which are not <br />Understanding what Roseville is today. <br />o Looking back at the changes in the last ten years <br />Look long term/big picture <br />o It takes time to mold a new direction <br />Determine what the future Roseville will look like given the changing culture, <br />demographics, and generational changes, and strive to position the city to embrace <br />these changes, and not react to them as they come. <br />Decreased use of reserve funds to pay for daily activities- effective levy each year <br />Retention and Recruitment of quality employees in order to maintain high quality of <br />services <br />Careful consideration of how easily Roseville, because of its proximity to both inner <br />cities, aging infrastructure, housing, etc., could become another St. Paul or Minneapolis <br />Staff retention and development <br />Economic development <br />Investment in infrastructure <br />Targeted redevelopment led by city, not private market. <br />