2006_0828_Packet - Laserfiche WebLink

Home

positions and priorities are represented acc�xately and consistently, and maintain- ing a presence with the Minnesota League of Cities and other professional associa- tions or groups Fostering and building strong, positive, trusting relationships with respect to labor and employee relations whereby Rosevill.e's employees feel they are treated fairly and consistently at all levels of the workforce Ensuring the City of Roseville is operating in compliance with state and federal laws and appropriate rules, regulations and statutes. Providing accountability to the City Council on all aspects of the City's operations. CURRENT ISSUES The City Manager will assume a leadership role in shaping key policy issues and special projects. The �� following are representative of the types of issues that will require the attention of the new City Man- ager. This infor- mation is derived from a variety of sources including a cross-section of staff and City Council members as well as the Imagine Roseville 2025 process the City is currently undergo- ing. These issues do not represent a comprehensive list of matters facing Roseville, nor are they intended to establish £'�ed priorities, but rather reflect items that will likely confront the success£u�. candidate in his�her first twelve to twenty four months of employment. Strategic Planning The City Council is currently in the "visioni�z�g" process �ool�izag toward the year for 2025. City Council has selected a Steering Co�r,mittee to guide and oversee the process on their behalf. As part of the Imagine �oscvil3.e 2025 process, Roseville community members and other stakeholders will be invited to participate in brainstorming sessions early this fall. The new City Manager will be expected to work with stakeholders to create a strategic plan around the community visioning that is currently tal�ing place and assist the City Council in facilitating an inclusive community planning process to set priorities and the City's direction for the next 10 to 20 years. �e�s�e will also use this open process as an opportunity to enhance overall eos��nun.icatio�s and marketing efforts with the public and staff and to build relationships and credibility. The resultant Strate- gic Plan must clearly address such issues as the use of Tax Tnere�nental I-�`inancr�ag or alternatives to stimulate economic development and growth; ongoing Code Enforcement pxocesses�pxocec�ures to protect the quality of the community; City Services and citizen expectations; transportation plan; and Smart G�owth�Srria�� Housing Initia- tives, which are part of the regional comprehen- sive planning effort. Fire Department Staffing In 2006, the fire department obtained approval to hire their first full-time firefighers. The addition of three full-time firefighters tt�gge�s the department's transition from employing entirely paid-on-call firefighters to becoming a ca��bitaa- t�oz� fire department, employing both full-time and paid-on-call firefighters. Housing Much of the City of Roseville's housing stock is approaching the half century mark. It is also not