HomeMy WebLinkAbout2006_0515_PacketCit}- of
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VIinnesota, USA
City Council Study Session
Monday, May 15, 2006, 6:00 p.m.
City Council Chambers
2660 Civic Center Drive
Contact Information: Councilmembers can be contacted in many ways. To
set up a personal meeting or to obtain their phone numbers, please contact
Margaret at 651-792-7023. E-mail addresses for Councilmembers are avail-
able on the city's website, www.citvofroseville.com
Purposes of this Meeting: Informally share information and discuss policy
issues of City concern. Transact City business as needed.
Desired Outcomes of this Meeting: Better informed Council, Community,
and staff. Councilmembers share their policy preferences about agenda items.
Create a foundation for good decisions about City business.
Meeting Guidelines: Please treat people the way you would like to be treated -
• Be Fair and Open-Minded about Other People's Views.
• Separate the People from the Problem.
• Be Respectful to Everyone, Especially if You Disagree with Them or
They Aren't Present at This Meeting to Listen and Respond.
Note: Timeframes for agenda items are estimates. Depending on the flow of
business, the Council may reach an agenda item sooner or later than esti-
mated.
STUDY SESSION AGENDA
Call Roll: (Voting and Seating Order for May: Pust; Maschka; Ih-
lan; Kough; Klausing)
Approve Agenda
1. Receive Public Comment about City Issues.
Approximate Timeframe: 10 minutes. 6:00-6:10 p.m.
Be a part of the picture...get involved with your City.... Volunteer! For more information, feel
free to stop by City Hall or call Carolyn at 651-792-7026. You can a/so check-out our website at
www.citvofroseville.com Volunteering, a Great way to Get Involved! � Over, please.]
2. Update about the North Suburban Communications
Commission, Community Television, and Legislation.
Presenter: Cor Wilson, Executive Director of the North Suburban
Communications Commission.
Approximate Timeframe: 30 minutes. 6:10-6:40 p.m.
3. Discuss City Council Goals for the Next 12 Months, as
Identified in the Special Council Meeting on April 22,
2006.
3.a Goal 4: Review and Exercise Emergency Contingency
Plans.
Presenter: Sergeant Randy Johnson. Assistant Fire Chief Tim
O'Neill.
Approximate Timeframe: 15 minutes. 6:40-6:55 p.m.
3.b Goal 1: Budget Control and Fiscal Strategic Planning,
Sustainability of Programs, Streamlining of Budget Process,
Policy on Reserves.
Presenters: Finance Director Chris Miller. Parks and Recreation Di-
rector Lonnie Brokke. Public Works Director Duane Schwartz.
Approximate Timeframe: 15 minutes. 6:55-7:10 p.m.
3.c Goal 2: Address and Maintain Determinants of Qual-
ity of Life, Systematically and Proactively rather than Piece-
meal and Reactively.
Presenter: Fire Chief Rich Gasaway.
Approximate Timeframe: 15 minutes. 7:10-7:25 p.m.
3.d Goal 3: Strengthen Council-Commission and Council-
Staff Roles and Relationships.
Presenter: City Manager Neal Beets.
Approximate Timeframe: 15 minutes. 7:25-7:40 p.m.
3.e Goal 5: Commit to and Plan for a Community Center.
Presenters: Finance Director Chris Miller. Parks and Recreation Di-
rector Lonnie Brokke.
Approximate Timeframe: 15 minutes. 7:40-7:55 p.m.
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3.f Goal 6: Add Leadership to State Discussions on Tran-
sit and Traffic Issues.
Presenters: Public Works Director Duane Schwartz. City Planner
Thomas Paschke. Chief Sletner.
Approximate Timeframe: 15 minutes. 7:55-8:10 p.m.
3.g Goal 7: Continue to Integrate Technology.
Presenters: Finance Director Chris Miller. Chief Sletner. Public
Works Director Duane Schwartz.
Approximate Timeframe: 15 minutes. 8:10-8:25 p.m.
3.h Goal 8: Partnerships with Surrounding Communities.
Presenters: Finance Director Chris Miller. Public Works Director
Duane Schwartz.
Approximate Timeframe: 15 minutes. 8:25-8:40 p.m.
3.i Goal 9: Preserve Parks and Open Space.
Presenters: Parks and Recreation Director Lonnie Brokke. City
Planner Thomas Paschke. Chief Sletner.
Approximate Timeframe: 15 minutes. 8:40-8:55 p.m.
4. Councilmember-Initiated Items for the Council Meeting
of 05/22/06.
5. Discuss an Ethics Ordinance.
Presenter: Mayor Craig Klausing.
Approximate Timeframe: 30 minutes. 8:55-9:25 p.m.
6. Adjourn.
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A Look Ahead:
Some Upcoming Public Meetings
Tuesday, May 16 7:00 p.m. Housing & Redevelopment Council Chambers
Authority
Wednesday, May 17 7:00 p.m. Charter Commission Council Chambers
Wednesday, May 17 7:00 p.m. Visioning Steering Commit- Wllow Room
tee
Monday, May 22 6:00 p.m. City Council Meeting Council Chambers
Tuesday, May 23 6:30 p.m. Public Works, Environment & Council Chambers
Transportation Commission
Tuesday, June 6 7:00 p.m. Parks and Recreation Com- Council Chambers
mission
Wednesday, June 7 6:30 p.m. Planning Commission Council Chambers
Monday, June 12 7:00 p.m. City Council Meeting Council Chambers
Tuesday, June 13 7:00 p.m. Human Rights Commission Council Chambers
Monday, June 19 6:00 p.m. City Council Meeting Council Chambers
Monday, June 26 6:30 p.m. Rosefest Parade High School to
City Hall
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Date: 05/15/06
Item: 2.
NSCC_ Co�nmunity ' f �� #�
NSCC/NSAC Primer
The North Suburban Cable Commission (NSCC) was established by the
14 member cities, with Roseville Mayor Tom Curley in the lead, in 1981 in order
to have more bargaining power with the cable companies that had descended
upon the Twin Cities suburban reas. The Commission's responsibility was to
develop a request for proposals for cable service, evaluate the proposals and
recommend a provider to the member cities. A 15-year franchise, i.e.,
permission for a cable company to use the public rights-of-way to string coaxial
cable for cable television services, was awarded in 1982 to Group W Cable. At
that point, the Commission's task became to oversee the cable agreement and to
make sure the company fulfilled its responsibilities.
In return for using the public rights-of-way, the cable company agreed to
pay a 5% fee to the member cities. Part of this fee funds the Commission. The
remainder, according to the member cities' Joint Powers Agreement which
created the Commission, is to be used by the cities for cable related activities,
primarily programming their government access channels,
For the franchise (which, by the way, is non-exclusive), the cable company
also agreed to set aside a number of community access channels on the system
and to provide facilities and equipment to produce television programs and
training on how to use the facilities and equipment. The Commission became
increasingly frustrated, however, with the company's efforts on behalf of
community television, and Gus Hauser, who bought the company from Group W,
wasn't interested in managing public access any longer. So, the two sides
agreed to change the franchise agreement and negotiate a transfer of public
access management to the Commission.
In anticipation of that transfer, which actually took place in April 1991, the
Commission established the North Surburban Access Corporation. NSAC is a
non-profit corporation charged with managing the community access channels,
equipment and facilities and with training people in the community in how to
produce programs for the channels. NSAC is funded by an annual grant from the
cable company. The grant represents the negotiated value of the company's
original public access commitments in the cable franchise.
The members of the Commission are appointed by the member cities.
Each city has one delegate to the Commission. Some of the cities appoint city
council members to serve, while others have chosen interested citizens. The
commissioners also serve as the Board of Directors for the Access Corporation.
Despite the fact that the governing bodies of both organizatons are composed of
the same individuals, the Commission and the Access Corporation are operated
as separate organizations, with separate meetings, budgets and financial
records.
In recent years, the duties of the Commission have included many
transfers of ownership and the renewal of the original franchise, as well as
customer service problems associated with the cable system upgrade in 1999.
The Commission is currently reviewing applications for franchises from two
companies who want to compete with the incumbent cable operator. The
Commission also manages the Institutional Network which serves the cities and
schools and other public organizations in the 10 cities.
Although the mission of the Access Corporation has not changed, the
tools used in the production of video programming have increasingly become
digital. In the 10 years that the Corporation has been operating public access,
community television has become a fixture in our cities.
Both the Commission and the Corporation's Board of Directors meet on
the first Thursday of the month, usually at the Roseville studio at 950 1NoodF�ill
Drive. The Commission meeting begins at 7:00 p.m., and the Corporation Board
meeting follows. Members of the community are welcome to attend the
meetings. In addition, they are cablecast live the night of the meeting and re-cast
every Wednesday at 3:00 p.m.
Institutional Network
Long before MediaQne conceived of
"broadband," the ability of coaxial cable to transmit a
wide variety of communicationtypes was well known to
local franchising authorities. As early as the franchises
ofthe 1970's, cable companieswere offeringthe
construction of two-way cable networks, separate from
the subscriber network, to serve the public institutions in
their communities. These Institutional Networks, or I-
Nets, were key components ofthe package of
community benefits that cable companies offered to
cities in return for using their public rights-of-wayto sell
cable television.
Among the services touted by cable companies
eager to be the winning bidder for the franchise was
security services, meter reading, and data
communications. The original cable company's proposal
forthe 10 cities ofthe North Suburban Communications
Commission (NSCC) devotes nine pages to a
description of what couldlwould be done over the
Institutional Network. Until the mid-'[ 99Q's, however,
most I-Nets were used primarilyto facilitatethe cable-
casting of live programming, such as parades, concerts
in the park, and high school sports, from a remote site.
There were two reasons for this underuse of a
very valuable resource. The first was the slow
development of the necessary electronic equipment for
data transmission. Although the coaxial cable was
ideally suited for transmitting all kinds of signals, there
were few options for modems, translators and routers
because there was very little demand for them. And,
�fhere was very little demand because cable companies.
t�y and large, saw their business as cable television and
entertainment, not communications. So, while I-Nets
were one of the hooks used to get a cable franchise, the
�ompar�ies had little interest in developingtheir
�ommunications capabilities beyond video, especially
�h�n the service was being provided for free.
Developing the connection
That began to change as the larger cable
�ompanies realized that they would have to sell more
Ihan television in order to compete in the
lelecommun€catiorts marketplace. In addition, more
instutions, especially schools, finally had enough
:omputers deployedthroughoutthe organizationthat
networking those computers became important. That
was why in 1994 stafffrom the RosevilleArea Schools
�pproached the North Suburban Communications
Be�ins to Fulfill Promise
Commission about using the I-Net as the backbone of a
wide area network (WAN) connecting all of their
facilities.
NSCC is a consortium of 10 cities in northern
Ramsey County establishedthrough a joint powers
agreement. The I-Net connects every city building, fire
station, library, and school (both public and private,
primary, secondary and post-secondary) in the ten cities,
for a total of almost 10� drops. The 400 Megahertz
(MHz) system has 38 channels down-stream and 16
channels upstream. The original network was primarily
coaxial cable with some fiber optics; the current network
is primarily fiber, with some coaxial connections.
To establish the data connections, the Roseville
Schools and NSCC (with its non-profitcommunity
programming affiliate, CN15} installed 4 Megabits per
second (Mbps) Zenith cable modems and Cisco routers
at each of their locations. The school district also
purchased a translatorthat is located in the cable
company's head end. The modems take the data off the
network, while the router sends it to each institution's
internal network. The translator routes the incoming and
outgoing signals to the appropriate frequencies on the I-
Net.
In addition,the CableCompanyinstalledfilters
throughoutthe network to keep signals from the various
frequencies from interferingwith one another. The
Roseville school district uses the WAN to transmit data
and internal e-mail between its facilities. The district
distributesthe Internetto its facilities over the I-Net, as
well.
Testing the technology
The first year was a tough one. Data is less
forgiving of infrastructureperformance deficienciesthan
video signals are, and the initial year with most of the
Roseville public schools connected was the winter of
1995196, when temperatures dropped 40 degrees below
zero on several occasions. The extreme cold resulted in
"suck outs," where the coaxial cable shrinks and literally
pulls out of its fittings. By the second year of the project,
the company's enhanced maintenance of the I-Net
began to pay offwith significantlyimproved
performance, and there were no significant outages
during winter of 1996197.
With the technology now proven and interest in
Internet access heating up among the NSCC member
cities, in 1997 the commission staff established a second
pair of 6 MHz frequenciesto distribute the Internet to the
city halls. The commission also purchased the 4Mbps
Zenith modems and Cisco routers for each city so that
none of its members would be left out of the project
because of cost.
At the beginning of 1998, about six months
ahead of schedule, a third pair of frequencies was
dedicated to the transmission of �"S (geographic
information systems) data between the members of the
Ramsey County �-� Users Group. The ��5 network
uses Lancity 10 Mbps modems to allow a faster
throughput of data because the �a� files are so large.
Refining the performance
Two final points need to be made. First is that
the success of this project is due to the partnership of
the School District, the cable commission and the cable
company. Staff from all three worked integrally together
to evaluate equipment and solve problems.
Second, the use of the I-Net continues to evolve.
The Roseville School District is now considering a switch
to the Lancity modems, while the Mounds View School
District is planning to begin the using the I-Net for
Internet access, also using the Lancity equipment. And,
the commission staff and the cable company are
experimenting with extending the �I � se�vice to cities in
other cable commission's I-Net Users Group is exploring
other uses for this infrastructure.
A new cable franchise for the NSCC cities will
also enhance the performance of the Institutional
Network. The Cable Company has agreed to very
strong performance standards, including both technical
performance as well as their response to problems and
outages. To meet those standards, the company will
upgrade the I-Net to a hybrid fiber coax design and
replace much of the older electronics. In addition, the
company will dedicate six fibers along the subscriber
network for institutional use.
ST. PAUL, NSCC AND COMCAST: CONNECTING RAMSEY COUNTY
By Mike Reardon, City of St. Paul, and
Coralie VUlson, Executive Director, North Suburban Communications Commission
On May 10, 2005, Ramsey County lit up its long-awaited fiber connection between its offices in
downtown St. Paul and its new Public Works maintenance facility in Arden Hills. That wasn't unusual. What
makes this connection special is that it involves the City of St. Paul and North Suburban Communications
Commission institutional networks that run over fiber provided by Comcast as a franchise requirement, as well
as a short (1,500 feet) amount of fiber running from the Arden Hills City Hall to the adjacent maintenance
facility.
County staff first began talking with NSCC staff about the possibility of using the NSCC I-Net in late
s�mmerlearly fall 2003. More formal correspondence and discussions began in May 2004 as the County
progressed on its plans to build a new Public Works maintenance facility north of Highway 96 next to the Arden
Hills City Hall. (The new building replaces the Public Works building in Shoreview.) One of the reasons that a
fiber connection was so important was that the staff assigned to the new building would need to access and
transfer �1� files, or maps converted to data files. These files are extremely large, and they need both
capacity and speed to ensure that they download in seconds rather than in hours.
Since neither the City of St. Paul nor NSCC had an abundance of fiber available, the County planned to
use a technology called "coarse wave division multiplexing." For those without a technical background, this
means that, instead of using the full light spectrum to transmit data, the laser breaks the spectrum into its
component colors, each of which can be used as a data stream. The result is the ability to send more data in
the same amount of fiber.
This was critical to the project because, on part ofthe St. Paul link, the city and the State of Minnesota
were already sharing two strands of fiber. Although NSCC had two strands of fiber available, the commission
was reluctant to give up all of that capacity to one user. Multiplexing is a cost-effect method of getting more
capacity out of the same amount of fiber.
The path for the connection travels on county fiber from the Ramsey County Government Center West
building on Kellogg Boulevard in St. Paul to the St. Paul City Hall, where it is patched onto the city's I-Net.
From there it goes to the state's Centennial Office Building and then on to the Comcast Sims location before
connecting to the Comcast headend on �airview Avenue in Roseville, where it is patched over to the NSCC I-
Net. Then it travels to the Comcast hub in Shoreview and on to the Arden Hills City Hall. At that point it hops
onto fiber owned by the City of Arden Hills for the balance of the trip to the Public Works building. In all, the
fiber path is over 38 miles long.
The project required Ramsey County officials to enter into agreements with the Cities of St. Paul and
Arden Hills, as well as with NSCC. To make the process easier for all involved, St. Paul's Office of Cable and
NSCC staff decided to work together on a contract document that was nearly identical for both. The
collaboration expedited the contracting process and will make contract administration easier for Ramsey
County.
The County's connection has been up and running now for nearly two months, and, so far, no one has
encountered any problems with the fiber, and the Public Works employees using the connection are thrilled
with the increased data capacity and speed.
REVENUES
City Contributions
Interest Income
Scholarship Grant
Reimbursements
IVlisc. Income
Transfer from NSCC R��Qf�+Q�
Total Revenues
EXPENSE SUMMARY
Personal Services
Operating Expenses
Contingency
Capital Expenses
Total Expenses
NET REVENUE (LESS EXPENSES)
Revenues
Cable Company Grants
Interest Income
Tuitianl7'raininglMisc.
Reimbursements
Rental Income
Gain on Sale of Equipment
Transfer from Reserves
Total Revenues
Expenses
Personal Services
Operating Expenses
Capital Expenses
Contingency
Total Expenses
Net Revenue (less Expenses)
NSCC 2006 Budget
2004 2005
ACTUAL Budget
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NSAC 2006 BUDGET
2004 2005
Actual Budget
935,057
18,581
9,208
12,113
5,075
5,069
665,094
1,650,� 97
643,930
249,393
662,398
0
1,555,721
94,476
951,629
36,000
7,000
15,700
5,000
0
188,805
1,204,134
671,670
345,450
156,500
30,514
1,204,134
0
2005 2005 2006
Jan-Sept Estimated BUDGET
Y-7-D Total
253,574 253,574 278,931
4,888 10,000 10,000
67,464 67,464 71,000
7,232 8,430 11,400
245 245 0
0 0 44,569
333,403 339,713 415,900
60,900 78,596 110,699
130,211 201,197 278.524
0 0 11,677
3,045 5,000 15.000
194,156 284,793 415,900
139.247 54.920 0
2005
Jan-Sept.
YTD
951,629
9,600
4,161
13,06�
5,583
0
0
984.042
523,854
254,748
64,765
0
843,367
140,675
2005
Esti mated
Total
951,629
22,000
5.548
7.850
6,000
0
136,086
1,129,113
666,483
345,130
117,500
0
1,'[ 29,113
0
2006
Budget
999,210
22,100
6.000
15,700
6,000
0
185,322
1,234,332
709,499
355,600
136,500
32,733
1,234,332
0
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Memo
To: Mayor and Council
Neal Beets, City Manager
From: ��. R�ndy Johnson
Date: 05115106
Item: 3.a
City Council Goal 4
Exercise Emergency Contingency
Plans
Date: May 1,2006
Re: DISCUSSION ON GOAL OF EMERGENCY MANAGEMENT EXERCISE
Introduction
The City Council and City staff identified a series of goals for the next year at the
April 22,2006, goal setting meeting. One of the priority goals was to develop an emergency
management exercise that will test the response capabilities of city emergency responders, city
staff, and the EOCI 800 MHz interoperable radio system.
Several steps are necessary to reach the obj ective of conducting this exercise.
Defining the Goal
Emergency management and response to natural and man-made disasters has forever changed in
our post 9111 world. The citizens of our community recognize the myriad of disasters that may
adversely impact them individually and at the city or regional level. The City of Roseville Public
Safety and Emergency Management staff have teamed with local, county, state and federal
partners, in an effort to keep pace with the rapidly evolving homeland security initiatives and
mandates.
The City of Roseville has made several changes over the past few years in the realm of
emergency management. We have entered into county-wide agreements over Emergency
Operations Plans (EOPs} and Mitigation Plans. Federal Homeland Security directives and
mandates are requiring additional training on National Incident Management System (NIMS) and
Weapons of Mass Destruction (WMD) for all governmental employees that will respond or act in
response to an emergency event.
Major technological changes have or will be made in the next year. The EOC has been relocated
in the lower level of City Hall following the remodeling of the building. New IT network and
telephone system upgrades are in place. The new Ramsey County-wide 800 MHz interoperable
public safety radio system is slated to go online late 2006.
Activating and testing the city Emergency Operations Center, new IT, 800 MHz radio systems,
and the Incident Command System (ICS), will prepare city emergency responders and staff on
how to respond to future disaster events.
DISCUSSION ON GOAL OF EMERGENCY MANAGk>ME�NT EXERCISE
page two
Ob.iectives/Action Steps
To achieve the goal of activating and operating the city EOC, we have identified several needed
action steps that include:
1) Pretest city IT and telephone system upgrades in the EOC room.
2) Implement federally mandated NIMS and WMD training to identify critical city
employees, according to their level of operational responsibility.
3) Design and plan the EOC activation exercise with city emergency management staff and
Ramsey County HSEM staff (exercise design and tabletop completed pre-activation).
4) Complete 800 MHz radio coverage testing and code plug design for selected
interoperable talk groups.
5) Complete just-in-time 800 MHz radio system operational training for city emergency
responders in July/Ae�gust 2006.
6) Installation of 800 MHz radio equipment in emergency response vehicles and EOC in
JulylAugust 2006.
7) Tabletop review of critical city staff inember responsibilities under the EOP prior to the
EOC activation exercise.
8) Full EOC activation exercise.
There are many action steps that must be completed prior to an activation of the city EOC for an
emergency management exercise. Each of these actions steps is critical to the successful EOC
activation.
Fi�la[ Comments
The activation of the city EOC, city EOF/ Incident Command Structure, and testing of our new IT
and 800 MHz radio systems, should be intended as a learning exercise for city staff members and
emergency responders. It is a very complex event that will require a strong commitment to pre-
event staff training and technological testing of new radio equipment.
Testing the response of city emergency responders and staff to a disaster event through an EOC
activation exercise, will prepare us to assist our citizens during an actual disaster.
Staff welcomes Council input and direction as we continue to define the goals and actions steps
�ti��� �
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1�'� err�c�
To: Mayor and Council
Neal Beets, City Manager
From: Chris Miller, Duane Schvvariz, a�ad Lonnie Brokke
Date: May 15,2006
Re: Discussion on Budget-RelatedCity Goals
Date: OS/15/06
Item: 3.b
City Council Goal 1
Budget-Related City Goals
Introduction
At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The top goal or priority as stated at the meeting was:
Budget control and strategic fiscal planning, sustainability of progranzs,
streamlining of budget process, policy on �eserves
In an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following information is submitted
De�ning the Goal
Each of the areas identified above are somewhat intertwined with the budget process, yet they do
have a distinct role separate from each other. The Council may want to consider a revised goal
statement(s) that identifies the important contribution that each component makes to ensure a
strong fmancial condition, and gives the Council the necessary policy review.
One suggested revision could read as:
Establish a long-term financial plan that provides for the sustainability of City
programs, services, and infrastructure while muintaining the City's strong
financial condition, and which provides for the necessary budgeting controls
under a streamlined budgeting process.
With this goal statement the following can occur:
1) Budget decisions will be made in consideration of the City's long-term interests
2) The City will avoid decisions that result in short-term gains at the expense of long-term
losses
3) The City will commit to the necessary funding mechanisms to replace City assets at the
end of their useful lives
4) The City will commit to a competitive compensation and benefit package to attract ai�d
retain quality employees
5) Cash reserve and other budget-related policies will be reviewed and adopted
6) The budgeting process and budget-related information needs will be identified prior to
formulating any budgets
In defining the goal, the Council is advised to consider whether the goal is a clear mandate or an
accepted best practice that ought to be strived for. As currently stated, this goal statement does
i7ot serve as a formula for financial success rather it serves as a budgeting blueprint.
Objectives or Action Steps
To achieve this goal (or some revised one), we have tentatively identified the following
objectives or action steps that might be needed. They include:
1) Identify the budget-related policies that ought to be considered for discussion
2) Identify the preferred budget review process and all budget-related information needs
3) Prepare a 10-year projection of all known or expected budgeting impacts
4) Align budget decisions with long-term goals
Policy examples in Step #i may include; cash reserves, asset replacement, debt issuance, or
others. The budget review process may include full departmental reports, an emphasis on only
the budgeted increases, or other. Budget information needs might include line-item or summary
program budgets, spending trends, comparative data, etc. The 10-year projected costs would
necessitate the use of assumptions but would identify all service inputs including personnel costs.
Certainly other action steps may need to be identified to give greater clarity to the goal.
With these action steps, we will be able to prepare a long-term financial plan that identifies the
necessary fundin� to preserve programs and services at their existing level. The Council can
then evaluate whether to keep these programs or make changes to existing service levels. Also,
these action steps should ensure that the Council gets the necessary information to approve an
appropriate and responsible budget.
Final Comments
Staff welcomes Council input and direction on defining the goal and actions steps above. Staff
will be available during the meeting to answer any questions.
�
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�� -
Memo
To: Mayor and Council
Neal Beets, City Manager
From: RichardB. Gasaway
Date: May 15,2006
Re: Discussion on Quality of Life Goals
Date: OS115/06
Item: 3.c
City Council Goal 2
Quality of Life Goals
I��trod�ct�o��
At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The #2 goal or priority as stated at the meeting was:
Address and maintain determinants of quality of life, systematically and
proactively rather than piecemeal and reactively.
In an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following information is submitted
Defining quality of life
The well-being or quality of life of the city is an important cancerr�. There are many components
to well-being. A large part is standard of living, the amount of money and access to goods and
services that a resident has; these numbers are fairly easily measured. Others like freedom,
happiness, art, environmental health, and innovation are far harder to measure. In cities
throughout the United States, the intangible aspects that define quality of life have proven to be
in conflict with the programs and policies created to fit quantifiable economic measures.
The components of good quality of life are individually defined and have been compared to
defining the word beauty as being in the eye of the beholder. Thus, it is recommended that the
council and residents be engaged in a process to define what quality of life should mean in
Roseville. Some of the dimensions that are commonly offered include: education, employment,
environmental, health & wellness, human rights, income, infrastructure, public safety and
recreation.
Notwithstanding the need for community involvement in defining this concept, staff has
discussed the components of quality of life in Roseville and offer the following as a framework
for future discussions. These items are listed randomly.
1) A well-maintained, easy to traverse transportation infrastructure.
2) Well-maintained public and private properties ensuring property values remain
competitive in the market place.
3) Ensure enforcement of codes and laws that contribute to the deterioration of
neighborhoods (i.e., speeding, noise ordinance, housing maintenance, etc.)
4) A well-maintained parks and recreation system that provides a wide variety of recreational
opportunities for all ages.
5) A highly rated public school system that is abie to attract students to the district based on
the quality of education.
6) Access to arts and cultural opportunities.
7) Promoting diversity.
8) Quality natural and open spaces supported by environmentally friendly water management
practices.
9) Employment opportunities that offer head-of-household wages.
10) Variety of retail shopping and restaurant choices.
11) Life-cycle housing options, providing a variety of housing options for all, including
housing options for growing families.
12) Quality health care options and proactive wellness programs.
13) Innovative services to meet the needs of Roseville's predominant geriatric population,
including, but not limited to, a Senior Community Center.
14) All-hazards approach to emergency management, ensuring the city and all its departments
are well-equipped and well-prepared for large-scale emergencies.
15) Quality public safety, ensuring residents peace of mind with regard to the response they
will receive in the event of a police, fire andlor medical emergency.
16) A strong focus on public education and prevention activities as it relates to crime, injuries,
accidents and fires.
As the council and citizen visioning groups consider the components of quality of life, it is
critical to ensure each quality of life component is accompanied by measurable goals that ensure
the objectives are being met. If a quality of life determinant does not include a means to measure
performance, it will be difficult to allocate budget dollars to the component and equally as
difficult to know if the programs that are funded are making a difference in the maintenance or
improvement of quality of life.
Finally, for the council to be committed to the goal of addressing quality of life issues
systematically and proactively (rather than piecemeal and reactively) will require a level
of self-discipline to remain committed to the goals and programs established while
avoiding the temptation to change directions based on the ideas or issues that are not
consistent with the established goals.
Objectives or Action Steps
To achieve this goal, a tentative list of objectives or action steps might include:
1) Define quality of life.
2) Develop policy statements that articulate overarching quality of life priorities.
3) Develop goals that address the priorities.
4) Make budget allocations that allow goal accomplishment.
5) Periodically review and revise goals as they are accomplished or priorities change.
Additional action steps may be needed to give greater clarity to this goal.
With these action steps, council would be able to identify quality of life priorities and the
funding to ensure the accomplishment of goals related to the priorities.
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Memo
To: Mayor and Council
From: N e d Beets, City Manager
Date: May 15,2006
Re: Discussion about City Goal of Improving Relationships
Date: OS/15/06
Item: 3.d
City Council Goa13
Council-Commission,
Council-Staff Roles/Relationships
Introduction
At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for ihe
next year (200612007). The third-ranked goal or priority as stated at the meeting was:
St�engthen Council-Commission and Council-Staff Roles and Relationships.
Objectives or Action Steps
This goal has two prongs that will be addressed separately.
A. Strengthening Council-Commission Relationships
Council wishes to meet with each of its citizen advisory commissions. I recommend the
following schedule:
1) Meet with the Planning Commission: June 12 regular Council meeting;
2) Meet with the Public Works, Environment, and Transportation Commission: June 19
regular Council meeting
3) Meet with the Parks and Recreation Commission: July 10 regular Council meeting.
4) Meet with the Human Rights Commission: July 17 Council study session.
5) Meet with the Civil Service Commission: July 24 regular Council meeting.
6) Meet with the Housing and Redevelopment Commission: August 14 regular Council
meeting.
I envision one-hour meetings at regularly scheduled City Council meetings. You could meet
around the large table within the Council Chambers. Of course, these meetings would be
cablecast and rebroadcast along with the rest of your regular meetings. An agenda would include
introductions, general comments, and specific policy issues of mutual interest. Of course, any
Councilmember or Commissioner could designate an item or items for these agendas.
Alternatives include meeting on the Commission's regular meeting dates and times as part of
their meeting rather than as part of your regular meetings on designated Mondays. The
Commissions meet on Tuesdays and Wednesdays, once a month. Other alternatives include
special meeting dates, such as a Saturday, or having the Council meet with more than one
Commission at a time.
�
B. Strengthening Council-Staff Relationships
Council meets with staff at every Council Meeting. In addition, we recently went through some
team-building.
We could, however, have the City Manager and Department Heads meet with individual
Councilinembers on a regular basis, if Councilmembers so desired. For example, one week each
quarter, we could schedule five separate meetings between each of the five individual
Councilmembers and a group consisting of the Department Heads and the City Manager. I
envision these meetings taking place at City Hall and each person having an opportunity to
discuss whatever he or she wants.
Alternatives include: meetings between individual Councilmembers and individual staff
members rather than with the City Manager and Department Heads as a group; meetings semi-
annually or annually instead of quarterly; or meetings on an as-requested basis rather than on a
regular schedule.
Final Comments
Staff welcomes Council input and direction about the goal and actions steps above. Staff will be
available during the meeting to answer any questions.
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Memo
To: Mayor and Council
Neal Beets, City Manager
From: Chris Miller, Lonnie Brokke
Date: May 15,2006
Re: Discussion on the Goal of Planning for a Community Center
Date: OS/15/06
Item: 3.e
City Council Goal 5
Planning for a Community Center
Introduction
At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The Sth-ranked goal or priority as stated at the meeting was:
Co�nmit to an�l plan for a Community Center
In an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following information is submitted
Defining the Goal
It is recognized that the actions 'commit' and 'plan' can mean different things to different
people. As such, we suggest that a brief definition be provided to clarify the goal. It is
suggested that:
The City commit to a cooperative planningprocess with the Roseville and Mounds View School
Districts tlzat will:
I) Gauge the level of interest and support for a comniunity center
2) Upon confirmation of substantial interest and support in the community, retain an
architectural firm to identify potential sites and prepare preliminaiy drawings
3) Schedule and conduct City Council, School Board, and neighborhood nzeetings for the
purposes ofpresenting all applicable inforn2ation� related to the potential construction of a
community center
4) Execute the necessary legal proceedings to allow for a citywide r�eferendunz seeking
approval to issue general obligation bonds to finance the construction of a comniunity
center
With this goal statement, the City will ensure that it properly gauges the level of support for
community center construction and operation, and commits City resources in a measured and
responsible manner.
Objectives or Action Steps
To achieve this goal (or some revised one), we have tentatively identified the following
objectives or action steps that might be needed. They include:
1) Establish a joint Working Group comprised of City and School District officials for the
purposes of identifying tentative sites, community center needs, and a general ti��eJ��e
2) Instruct the Roseville Community Visioning Steering Committee to identify a sub-
committee that would be suitable for gauging public interest and support for a community
center
3) Request the Steering Committee and Working Group to make a presentation before the
Council regarding the level of support for a community center
These actions steps focus solely on ascertaining the level of public support for a community
center. Absent this support, the remaining steps become largely irrelevant for the present time.
Certainly other action steps may need to be identified to give greater clarity to the goal.
With these action steps, the Council can then determine whether to move forward with retaining
architectural services to assist with site selection and to prepare preliminary drawings for the
purposes of bringing that information to the general public as a precursor to an eventual
referendum.
The Council will also at that time have to determine whether to explore publiclprivate
partnerships and whether to pursue alternative funding sources such as a local sales tax or other
regional contributions.
Final Comments
Staff welcomes Council input and direction on defining the goal and actions steps above. Staff
will be available during the meeting to answer any questions.
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Memo
To: Mayor and Council
Neal Beets, City Manager
From: Duane Schwartz, Chief Sletner, Captain Mathwig, and Thomas �aschke
Date: May 15,2006
Date: OS/15/06
Iten�: 3 . f
City Council Goal 6
Statewide Leadership of
Transit and Traffic Issues
Re: Discussion on the Goal of Adding Leadership to Statewide Discussion on Transit and Other
Traffic Issues
Introduction
At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The 6th-ranked goal or priority as stated at the meeting was:
�cicl leadership to state discussions on transit and other traffic issues
In an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following information is submitted
De�ning the Goal
As the Council is aware, there is increasing congestion on the entire transportation system. This
has an impact on the quality of life in the City of Roseville affecting neighborhoods and our
ability to move about. Mndot and Ramsey County have fallen severely behind in delivering
improvement projects. Both Highway 36 and Interstate 35W are in need of expansion. Metro
Transit has cut transit routes several times in the past ten years.
State aid in the fonn of gas tax dollars is being shared by an increasing number of cities as the
metro area continues to expand. This has a negative effect on the revenue of the City of
Roseville. A greater share of recent transportation projects and transit system expansion over the
past ten years has occurred in the west and south metro areas and the central cities.
Efficient transportation is vital to Roseville's continued success in attracting retail business and
customers and to continue to expand the business and commercial activity that provides j obs for
our residents. Yn order to heighten the awareness and action on this goal it is could be modified
as follows:
The City will engage in Local, Regional and Statewide discussions on transit and transportation
issues to improve funding resources and deliver effective multi-modal solutions to improve our
ability to ��xv� about.
With this goal statement, the City will commit to identifying common transportation goals shared
by other governmental entities and will actively pursue regional and statewide solutions.
Objectives or Action Steps
To achieve this goal (or some revised one), we have tentatively identified the following
objectives or action steps that might be needed. They include:
1) Become engaged in a dialogue between elected officials at all levels of government and
the League of Minnesota Cities regarding transportation issues.
2) Share the Council's goal with staff and authorize City's Management Team to assist in
moving this goal through peer organizations and interactions with staff of other
government entities.
3) Clarify transportation goals and action plans for the City of Roseville to align with the
Council's vision for the future of the community.
4) Work toward full funding of transportation plans through local support, seeking of grants,
and challenging elected officials at other levels of government to support transportation
through funding legislation.
Certainly other action steps may need to be identified to give greater clarity to the goal,
With these action steps, the City will demonstrate a commitment to improving the quality of life
for all its residents and visitors. These actions will support the overall vision for the community
and surrounding area.
Final Comments
Staff welcomes Council input and direction on defining the goal and actions steps above. Staff
will be available during the meeting to answer any questions.
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= Memo
To: Mayor and Council
Neal Beets, City Manager
From: Chris Miller, Duane Schwartz, and Rick Mathwig
Date: May 15,2006
Re: Discussion on the Goal of Integrating Technology
llate: U5/15/U6
Itena: 3.g
City Council Goal 7
Continue to
Integrate Technology
Introduction
At the Apri122, 2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The 7th-ranked goal or priority as stated at the meeting was:
Continue to Integrate Technology
1�� an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following info�ation is submitted
Defining the Goal
Over the last 10 years, the City has increasingly implemented new technological solutions as a
means of improving our service delivery process. It is recognized that technology in of itself
does not produce programs and services. Also, the value of technology is inherently dependent
on how it is used. As such, it is important to define this goal very clearly. As a suggestion, the
goal statement could be revised as:
Continue to research and develop new technologies that will enhance programs and ser-vices by
either reducing operating costs and/or irnproving the level of service currently being provided
With this goal statement, the City will commit to using new technologies responsibly and only if
it can be directly tied to improving programs and services.
Objectives or Action Steps
To achieve this goal (or some revised one), we have tentatively identified the following
objectives or action steps that might be needed. They include:
1) Identify the current reliance on technology and ensure that the City has the necessary
funding sources to sustain it
2) Identify potential new technological solutions that will either reduce operating costs,
and/or improve the level of service
3) Commit to a small budget allocation specifically designated for future technological
development
Certainly other action steps may need to be identified to give greater clarity to the goal.
An example of action step #3 would be the creation of a small testing area for the de�loyrnent of
radio read water meters or remote access to the City's information systems (i.e. 'Hotspots').
With these action steps, the Council can demonstrate a progressive attitude towards technology,
yet ensure that any investment is directly tied to the betterment ofprograms and services.
Final Comments
Staff welcomes Council input and direction on defining the goal and actions steps above. Staff
will be available during the meeting to answer any questions.
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Memo
To: Mayor and Council
Neal Beets, City Manager
From: Chris Miller, and Duane Schwartz
llate: OSll 5106
Item: 3.h
City Council Goal 8
Partnerships with Surrounding
Communities
Date: May 15,2006
Re: Discussion on the Goal of Pursuing Partnerships with Surrounding Communities
Introduction
— At the Apri122,2006 Goal-setting meeting, the Council and Staff identified nine (9) goals for the
next year (200612007). The 8th-ranked goal or priority as stated at the meeting was:
Partnerships with Surrounding Colnmunities
In an effort to further define this goal and to identify potential objectives or action steps that may
be needed to achieve it, the following information is submitted
De�ning the Goal
As the Council is aware, the City has actively sought collaborative partnerships with surrounding
communities. These partnerships currently include; mutual aid, IT support, Engineering
services, recycling maintenance materials, as well as many cooperative purchasing agreements.
In addition, the City has a long history of partnenng with the Roseville School District, Ramsey
County, and the State. Therefore, the goal statement is suggested to be clarified as:
The City will explore partnerships with surrounding communities and other governmental
entities to achieve common goals and in an effort to cost-share operations, facilities, and
programs.
With this goal statement, the City will commit to identifying common goals shared by other
governmental entities and will actively pursue cost-saving measures with those entities.
Objectives or Action Steps
To achieve this goal (or some revised one), we have tentatively identified the following
objectives or action steps that might be needed. They include:
1) Invite continued dialogue between elected officials at all levels of government
2) Openly encourage the City's Management Team to identify and explore partnership
opportunities
3) Agree to provide up-front investment of vehicles, equipment, technology, or staff for the
purposes of obtaining new cooperative agreements with the understanding that the
investment will be recouped in the near future.
Certainly other action steps may need to be identified to give greater clarity to the goal
With these action steps, the City will demonstrate a clear response to the public's expectation
that we "Do more with less"; and we will establish trust relationships with surrounding
communities and other governmental entities which should provide lasting benefits in many
diverse areas.
Final Comments
Staff welcomes Council input and direction on defining the goal and actions steps above. Staff
will he available during the meeting to answer any questions.
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Memo
To: Mayor and Council
Neal Beets, City Manager
From: Lonnie Brokke, Rick Mathwig and Thomas Pascl�.�e
Date: May 15,2006
Re: Discussion on the Goal to Preserve Parks and Open Space
Date: OS/15/06
Item: 3.i
City Council Goal 9
Preserve Parks & Open Space
Back rg ound
At the April 22, 2006 Goal-setting meeting, the Council and Staff identified nine (9)
goals for the next year (200612007). The 9th-ranked goal or priority as stated at the
meeti��g was to "Preserve Parks and Open Space"
In August of 2003 the City enacted a Parks and Open Space (POS) District within the
City Comprehensive Plan. The Park and Open Space designation does create a
preservation measure for public property'that may be owned by the City or County. All
improvements within these districts must be consistent with the approved park master
plan for the site and the City Comprehensive Plan.
A City Forestation Control Ordinance exists within the city code that describes our
existing Forestation efforts.
A Park Dedication Ordinance exists within the city code that allows for cash or land in
lieu of cash dedication.
There are also various zoning ordinances within the city code that may be applicable to
consider.
Possible A�roaches
Possible ideas andlor approaches to help accomplish this goal may include, but certainly
are not limited to the following:
1) Refer to appropriate commissionlcommissions for review, comment, hearings, etc.,
i.e. Parks and Recreation Commission (official tree board), Pub��c Works,
Environment and Transportation Commission and the Planning Commission.
2) Research other similar cities as to their preservation of Park and Open Space
policies, ordinances, etc.
3) Schedule and conduct public meetings for the purposes of presenting all applicable
information and any potential new polices/requirements/comznitments the City
Council may be interested in to gather further input
4) Revisit the current and future funding of the park improvement program (PIP)
5) Review and update related materials, i.e. parks and recreation systems plan, park
improvement plan (PIP), comprehensive plan, planning and zoning codes, park
dedication ordinance and fees, street tree master plan, etc.
6)
7)
8)
9)
10)
11)
12)
Implement a neigl�borhaod/coir�munity planning process to create/update
individual park master plans as well as overall system plan
Creation of an enhanced Horticuliu�e/Foresiry Division
Implement an invasive plant control measures and applicable funding, i.e. purple
loosestrife, buckthorn, etc.
Initiate tree preservation and replanting initiatives to protect and e��hancc Ros�viIi�
trees for future generations
Review and adopt development policies related to tree preservation and ope��
space requirements in the City.
Review and enact a"no i�et loss" policy for park land, similar to Ran�sey County
Incorporating security cameras anc�lor emergency call boxes (phones) in each new
parklopen space would assist in assisting personal security to park users.
Approaches to financing improvements and preservation of Parks and Open Space should
be a necessary part of Roseville's overall provision of service for existing and future
residents and generations.
Possible Action Steps
We have tentatively identified the following possible action steps for discussion
purposes. They include:
1) Refer to appropriate comnlission (s) for research, review and comment
2) Research like cities that have preservation of Park and Open Space
ardinances/policies/improvemeni programs
3) Identify the budget-related items that ought to be considered for discussion
Discussion
City Council input a��d direction on possible approaches and actions steps are welcome.
Staff will be available during the meeting to answer any questions.
Date: OS/15/06
Item: 5.
Ethics Ordinance
Thursday, May 11,2006
Council,
City Attorney Jay Squires will produce a draft
ordinance and distribute it to you as soon as possible.
It will deal with the matters you discussed at your last �
Council meeting.
Jay will be present at your Study Session to walk you
through the new ordinance and note your proposed
changes. He would then prepare a�nal version of the
ordinance for possible enactment at your Regular
Meeting on May 22.
Neal