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uncommon for ori�a� owners to reside in their homes � the corn�nunity� has an extensive senior population. Many residents will be faced with rehabilitating their properties to acceptable current standards. The City and the Roseville Housing and Redevelopment Authority (HRA) will each play a role in ensuring that new housing meets current and future community needs, resources are available for the adaptive rehabilitation of existing housing, and that commercial districts in residen- tial areas serve as an enhancement to the housing. The City will also need to study ways to enhance the variety of available housing stacl�. Roseville is such a desirable community that many current residents are in search of local housing options where very few exist. In fact, the need for afford- able housing is considered to be approaching a critical level throughout the County. By address- ing the circumstances in a nontraditional fashion, Roseville has the opportunity to reinvent an ideal suburban mixed-use and housing model that addresses evolving demographic trends in the 21st century. Staff Succession and Retention Like many public sector agencies, Roseville is experiencing difficulties retaining and attracting qualified employees in view of the competitive marlsetplace conditions within Minnesota which has a per capita income in the nation's top 10, and a 3.6% unemployment rate in the region vs. the 4.8% US rate. The new City Manager must lead the design and implementation of proactive succession, retention and. recruitment plans in order to attract and keep the best-qualified profes- sionals and technical staff. The City Manager and Senior Management Team will be asked to ana- lyze, create options, and project costs that reflect the impacts of such efforts. Transportation As the first and second ring subur}as in the Twin Cities metropolitan area continue to gain in population, regional transportation issues will grow increasingly complex. The City's new Man- ager will be expected to play a critical role in Roseville's involvement with the Regional Trans- .. � �`� ��.' L.� l . . �� `�� L,� �'.�x: � r�� . k —.4_�.,.�;�}•• .+c�f � . . , �+z-,�•��u t�� k• ��. - �.,.., �,� � ::�.�. ..,� � .� �.��`+ . ... .J y �� • � • �'�, ' . �' 1 .M1 � �M1�� ; �. ..*� . . : : i r 'F . � �..•:. : -�:=..�.. � , � ,, �.; -.� ' • 5� � �; . . .;��: � ��..� , � };�.,��. �� � ti r... portation Authority and the Metropolitan Council both of which are engaged in problem solving activities surrounding transportation challenges and opportunities. The new City Manager will need to find creative solutions to mitigate the negative impacts of growth from environmental, congestion management, and infrastructure improvements. Technology The new City Manager will have opportunities to enhance Roseville's technology utilization. The City has strong Geographic Information Systems (GIS), project management and basic land use related programs. Roseville also provides informa- tion services through joint powers agreements with a numbe;r of surrounding cities. The City Manager must be an advocate for further examination of e-commerce and e-government concepts; narrowing the "digital divide" and ensuring citizen accessibility to technology; and developing a strategic �S��T Plan that will focus the City on appropriate technology application at the best possible eosts/most effective use of available funds. Promoting partnerships with the County, school dzst�i.cts and surrounding Govern- mental entities to ensure ca�7r�eetivity/cantinu'tty of efforts will be an important feature of any new technology approach. Capital Improvement Programs The City has adopted a philosophy of "pay-as-you build" from its reserves and a variety of other funding sources. The new City Manager will be expected to establish a highly visible and open process in helping the Council prioritize capital