Good evening. I hereby call to order the Roseville City Council meeting for excuse me, the Roseville Economic Development Authority meeting for Monday, April 14th, 2025. Mr. Executive Director, would you call the role, please? Member Scharter here, member Gra here, member Bower here, member Stron here, President Row here. Uh, and with us at the table, we have our city attorney, Rachel Tierney, who's back this week. uh as well as our city manager Pat Trean who's the executive director of the economic development authority. Uh and we'll have other uh staff and uh guests participate in the meeting as uh the agenda moves forward and we'll make those introductions at that time. Uh I would note for members of the public, we do have a complete copy of all the meeting materials in a binder on the back table right by the back door which is available for the public to share uh if you need to refer to any of the materials in the meeting this evening. We also do have extra copies of uh the both EDA and council agendas uh that you can have for your own uh if you need to follow along with the meetings this evening. Uh and those are also available on the back table. I would note for folks who have cell phones uh to make sure uh and silence those or otherwise assure that they don't disrupt our meeting. Uh and I believe with that I think those are all the housekeeping items to start the meeting here. We'll go ahead and ask folks to stand if you're able for the pledge of allegiance. I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, liberty and justice for all. Next agenda this evening uh for the econ excuse me the economic development authority is uh approval of tonight's agenda. Uh there is only one business item on tonight's agenda. So uh unless there's any objection, we'll consider the agenda approved. Hearing no objection. That is the plan. Um then next uh we will note that uh the public comment section uh of the meeting uh does not usually take place in the economic development authority portion of our evening. Uh we will certainly make sure we have that general public comment opportunity uh at the start of the council meeting uh when that begins immediately after the economic development authority meeting. Uh with that then uh that brings us to our business items for the economic development authority and we have the one item as I noted item 5A which is to receive our comprehensive housing needs assessment. We have Janice Gunllock uh from our community development department our community development director as well as uh uh Jean Kelce our housing and economic development program manager and Joel Kemp um who is our economic development coordinator. Thank you. Uh and uh with that, we'll turn it over to you folks to uh uh present the uh results of our uh housing needs assessment that we've been undergoing. Welcome to all of you. Thank you, President Ro, members of the board. Um this is sort of the last step of the housing needs assessment that we started uh towards the end of last year. Um as the mayor mentioned, this is a joint presentation this evening. So Jeie, Joel and I will share responsibility on the presentation slides here. Just to give you a little brief history, um we started doing market studies actually in 2009. The HA took those on and then they updated that one in 2013. Um based upon the EDA now being involved in that responsibility, they we did our last one through the EDA in 2018. And so that's one reason why we brought it forward to you for updating. In addition to we wanted to have an opportunity to maybe also take a little further extent of looking at what are some of our social welfare needs are in our community as it related to the homeless population as well. Um, so you did enter into a professional service agreement with Stantac and they did come back to the meeting on January 13th and February 24th of this year to present some of the outcomes and findings of that report. just to take a kind of a look back on the 2018 um uh study. As you can see, U Maxfield did do an update for us at that point and did show a significant need, but also did note that due to the limited land availability, not all of our demand may be able to be developed in Roseville. And so before I go to the next slide, I just want to call your attention to the bottom line numbers. You'll see this chart from 2018, the 2018 report, which was the 10-year forecast. Then there was the general occupancy on the one side of the slide and then the age restricted stuff on the other side of the slide and you'll see about 880 890 units each side of that table. So that was quite a significant housing unit need that was identified back at that old report in 2018. So, moving up to the updated 10-year forecast that Stantech proposed for us, you'll see the total unit count is significantly less. And this table includes both the general occupancy and the the senior uh product type. And I just wanted to remind the EDA of a couple of forecast drivers. Um, some assumptions need to be made in making these forecasts. um that includes the Metropolitan Council's 10-year household forecast that they do um on a regular basis. There are some assumptions that are being made about household income levels when determining housing unit type need. And then of course the actual last 5 years of housing production. And that's not really an assumption. That's evaluating what was actually built in the last five years because that um impacts what the market says might be possible for the upcoming 10 years. Some other factors that are important to note um when making a determination on housing need and as Jeannie mentioned from the 2018 study obviously land available land is a huge driving forecast and Roseville is a fully developed community so that has some implications on what we can do. Um also uh incoming households housing needs are not all fulfilled through the creation of a new housing unit. So, um, we refer to this as the life cycle continuum. A new household may come into the community and buy an existing household or housing unit and somebody within that unit might move up into a newer product. And then lastly, these assumptions about housing preferences are based on income levels. And that uh income assumption is that people are not paying more than 30% of their income on housing. And we already know there are a lot of people who do pay more than 30% of their income on housing. Those are referred to as costburdened households. But there are also a lot of people who choose to buy less than what they can afford based on spending 30% of their income on housing. I just have a question. Um, do you have any idea of how the AL and memory care numbers were? Is that just supposing that approximately a certain amount of people would be needing those? Um, again, it's in the forecast drivers bucket of just what's happening demographically within our community. Um, what they've seen happen with housing unit selection over the last 5 years and then of course income levels. Okay. I just working in the senior housing um sphere um the market I checked today and the average occupancy rate is about 75% right now to include those in Roseville. So, and there are actually two uh properties that I'm aware of in the Twin Cities that are closing for low occupancy. So, I think I can see that as like a general idea, but I also think it's important that we know actual things that are happening and that maybe there isn't such a great need. It's not because there aren't people older who need it, but that there are funding source issues and um uncertainties. So, um, but yeah, I, as I said, I do know of two facilities that are closing at the end of this month. So, it's coming up rather quickly and and that would be across the area. So, not two in not two in Rosville, but two even in the Twin Cities. I do believe in the actual study that Stantech prepared and the final report is in your packet and we're asking you to receive that. But there is one chart in there where he attempted to go out and get vacancy rates of various product types in the community and there was one that had a significant vacancy rate to your point. And then the other item I would just note is if you go back to this uh 10-year forecast from 2018, you can see the numbers on assisted living and memory care were quite large. And then when you compare that to the updated numbers, um I think maybe that also is reflective of some of the things that you're maybe mentioning in the market. So if I can just clarify too, these numbers um would that reflect um net additional units beyond what's currently in the marketplace. So it may be that that these numbers are fairly low reflecting that there's already a fair amount of capacity and the occupancy rate is is kind of low. Thank you. So, if we're done on this slide, um I'm going to go to this next one. And I wanted to be careful about how we presented this information because these forecasts are just glimpses in time. The um Stantech forecast is not necessarily a reflection of what the 2018 forecast said we needed and then what we built. So net net what we have left to build is what's in the stand study. That's not what this is intending to represent. But we did think it was important for you to understand the numbers from 2018 what we've actually developed and then coming up with a difference over that same period of time and then you can see what the new sort of glimpse is on the 10-year forecast. Um again these are just numbers a snapshot in time. The Maxfield study uh separated out um subsidized and age restricted product whereas the Stantech study has not done that on both the general occupancy and um active adults. So we have noted under Stantex study the numbers included in affordabil. So I just want to clarify that and a couple of key takeaways um from all of these numbers which says a lot. Um there is still a demand for 350 market rate rental housing units. That's a significant number. Um 250 of those are general occupancy and 100 units of those are senior. There is still um a need for 100 general occupancy affordable rental units. And you might say I can't even believe that because we overbuilt what the 2018 study said we needed. But this isn't surprising because in the region we are undeveloping housing. We're not building enough housing to keep pace with demand. And if you look at um the Met Council just released a study on housing production. If you look at communities similar to ours, you'll see something very very much the same happen in those communities that happened here in Roseville. So, it's not unusual for a community like Roseville to have built far more general occupancy affordable housing than maybe a a housing uh forecast suggested you need it at over a 10-year period. And again, that can be attributed to housing production in the region is not keeping pace with demand. But I will say the numbers have gone down quite significantly when you compare to the 2018 numbers. And then the last item I wanted to note, there is still a need for ownership units and there's an 80 number identified. It's split up into three different product types, which surprisingly the senior number is the biggest at 15 senior ownership units, likely a cooperative or a condominium, 10 single family, and 20 multi-family, which could be twin or town homes. So, understanding this, we wanted to sort of touch on real briefly some of our existing housing programs. So, I'll turn that over to Jeie. Yep. So, I wanted to give you a highlight of some of the programs that we have. And just so you know, um, and again, all of the loan programs that are existing for home ownership were all previously um, uh, through the HA levy. So those are existing fund balances and that they are a revolving loan most of them or it's a deferred until sale of the home. I think the one thing that I want to take your attention to is the community land trust. Um it's not an outstanding loan balance that is guaranteeing us the affordability of 99 years on the homes because they are in a land trust. Um, and ultimately that that the home will always then at that 99 years go to a firsttime home buyer meeting the income qualifications. Many of those funds, just so you know, again, were H either previous funds that they were put aside for um programs or we've applied for grants that we've gotten successfully through the Met Council or um also um Ramsey County. In addition to there are some outstanding CDBG loan balances out there that as the homes sell they have to pay us back or it we have to there's generally it has to maintain affordability and if they don't want to maintain the affordability then we're paid back and that's why we have that CDBG balance on our books. Community development pardon community development block grants. Correct. Correct. So I just wanted to draw that to your attention. So those will funds will never be paid back on that program. The rest will. And then in addition to um the the small program, I just wanted to make you aware that the small pro uh business loan program has successfully given out loaned out two loans so far and that is an EDA levy fund that was established when the EDA was established um for doing type business and that that does have a repayment on a regular basis. So, we wanted to provide you what we do have as resources coming in for some of these fund balances at this point. And you know, this slide will sort of um it's sort of foreshadowing some things we want to talk about when we get to the strategy section, but um we felt it was important for you to understand sort of the monetary impacts of these programs as it relates to the EDA levy and what's out there to be repaid, what's coming in monthly, what's probably not coming in until the home sells. And again, as Jeannie mentioned, we only have the small business loan program on this chart just because it does have a monthly payback. And then um also as we get further along in the presentation, I just want to also highlight the 212,000 balance on um that's our local affordable housing aid. That's the proceeds that we're receiving from the housing sales tax that the legislature enacted a session ago. We wanted to also give you the opportunity to see that not one neighborhood, it's all of Roseville is actually actively utilizing our loan programs for housing at this point. And again, it's almost 2.2 million that you have invested in outstanding loan balances at this point that will be repaid um underneath the repaid programs. Um, and this did not include uh, just for your information, did not include the community land trust programs um, homes at all that we've done so far. Okay. So, just really quickly, we wanted to get to the strategies part. So, there were kind of two components to this study. One was the actual market assessment, and that's what we've always done. Um, in the 2018 study, a secondary component to that study was sort of an opportunity site exercise, and we didn't really find much value in that. I mean, it was kind of interesting to see what was thought of as opportunity sites, but I think there was more value in that for the comprehensive plan update that was in process at that time. So, we didn't want to do that again, but we did want to see if we could learn more about the homeless population or the homeless needs in the community. So there are two components to the strategies conversation. One relates to housing and one relates to homelessness. So the first one on housing strategies, there are sort of three buckets. One relates to production, one relates to preservation and then the third is capacity building. And to reiterate from the presentation the consultant gave the last time, we are not saying that these are all appropriate for Roseville. we're just representing that these are ways that communities have um handled certain housing needs or issues within their community. And you'll note on the on on all three of these categories, Roseville is doing a lot of things already. And so, um if you look on the production side, we have built market rate apartments in the past five years, one of which received tax increment assistance. Um we have done rent restricted affordable housing. In fact, we've done quite a lot of it and that was reflected in the numbers. We have an ordinance that allows accessory dwelling units. We don't have a lot of them, but we do have a few in the community and they are permitted. Um during the last zoning code update, we did um enact revisions to our zoning code addressing housing unit types to try and achieve um greater ability for certain housing units to be established in the community. Um, under the preservation side, we have done some Noah preservation products. We obviously have a land trust program with Habitat. Um, we have rental licensing in our fire department. We have a tenant notification ordinance. And as the previous slide showed, we have quite a lot of home improvement loan programs where we are investing back into our housing stock. Um, the last one there is an HOA loan. We don't have any active, but the city has done one in the past, so we have even used that strategy. And then lastly, on the capacity building side, we did create an affordable housing trust fund last year, just sort of knowing the uh housing sales tax was coming and that was a way where we could sort of park that money if we didn't have a way to spend it within the four-year time frame. So, we are utilizing that capacity building strategy. the next slide on Oh, I'd like to comment that thank you for making all the C's and E's some weird other font because it really kept me on my toes. I don't I don't know how that happened. No, it was like you were using a typewriter and the C and E were on a different typewriter font. Yeah, it's kind of funny, isn't it? I apologize. Um and some of these images might be a little blurry because we had to cut and paste them out of the presentation from the consultant. So, I apologize for that. On the homelessness side, again, this was new to the study. We've never done that. So, we were sort of unsure with what we would be able to uncover or bring forward, but um there are sort of a couple of things that are impacting the homeless community within Roseville. Um one is obviously preventing people from being homeless and then those who are homeless. What could we do? And then after you look at those two items, there's physical development and programmatic strategies. Um, under the physical development, that green box is just referring to the fact that you want to do your best to provide all different types of housing units at all different income levels. And that's the life cycle continuum that we talked about. Um, and then on the homelessness side, obviously city-owned, partner managed housing. We don't have any of that. That's really at bigger communities. We do have a sacred settlement. the city wasn't actively involved in creating that sacred settlement, but we do have one in town. And then the programmatic strategies, uh, which we are utilizing and obviously or or I should note that our police department is very active with our homeless navigator on that. So, we had all of that strategy conversation at the last meeting and we sent you all away with a worksheet and we sort of asked you what are you interested in? what um do you think is uh could have a big impact on the community? Um and we sort of our consultant compiled all of the results from that exercise and we wanted to just sort of uh show you where there was consensus or alignment amongst members. So on the production strategies under the high impact we saw a lot of interest in market rate apartments. The lowhanging fruit was the rent restricted affordable. That's probably because we've already done a lot. Can you explain what you mean by lowhanging fruit? Stuff that's easy to accomplish. It's already there and available and that's why I mentioned the rent restricted affordable apartments. I think there was consensus around that because we've already done it. We've already utilized our tools. Easiest for to create more. Is that what that lowhanging fruit? I don't believe that necessarily means there's interest in creating more. It's just that it was a lowhanging strategy that we could utilize to address a housing need. Okay. I think even when doing it, I wasn't quite sure what the intention was cuz often that's seen as, oh, that's the to me that's the easy thing. So maybe a definition would have been easier would have been would have been made it more clear cuz I feel like that would have been the what's the easiest thing for us to do. That's the low lowhanging fruit, the easiest to obtain or get at. And so then in seeing this I'm like I'm not sure that was a shared um understanding. Well, I don't necessarily think the easiest automatically translated to let's do this. Okay. On the preservation side, um a lot of the high impact stuff is stuff we're already doing, which is naturally occurring affordable housing, land trust homes, tenant notifications, and housing rehab programs. The low hanging fruit was the rental house rental licensing. Again, we already have that in place. Under the capacity building was the housing trust fund, which we already have. And then on the homelessness strategies, um leverage partner partnership resources. I think that's some work that's already being done and will continue to be done. Um again, the lowhanging fruit was the sacred settlements. Again, we already have one. And then um discretionary resources. again, that's stuff that we're already doing. And so, I just want to reiterate again, this exercise was not about giving staff direction on what to do. It was recognizing there are lots of different ways to solve problems and where might there be alignment amongst members in terms of interest. It was not to program any resources. So, um, before I get to the recommendation, I wanted to share with you all the work that Joel's been doing. Um, the last time we did a housing needs assessment in 2018, we just put the PDF on the city's website and we refer people to that PDF all the time and they don't really know what they're looking at. And so, um, Joel had come across how we might be better able to share this information with the public. So, I'm going to turn it over to Joel. Sure. Well, I'll be I'll be quite brief, but um our plan for disseminating this information in addition to just the static report is to kind of leverage the approach we've used in the past with our zoning code update, the comprehensive plan update, which is these story maps, which are essentially a fusion of narrative and data and maps and interactive uh charts. And what we'll do is kind of summarize everything the city and the EDA are doing in the housing arena in kind of one dashboard that you can navigate between. Um, and we do want to recognize our friends at Minnetonka, which is where this approach came from. So if you want to see this real quick, this is how this is Minnotonka's version of their dashboard. So this is kind of how it works. kind of a a big waterfall page where the navigation sticks at the top here and you can jump from section to section to learn about policies and programs and unit production um demographics. There there's going to be a variety of links to off-site resources um links back to us so we can drive people to for example the home uh home improvement programs that we have. And this is a work in progress. So, um, we've got ours started, uh, preview. So, it'll largely, uh, mimic what Minotaon is doing, but have our own have our own spin on it. So, that's what we'll have. And we'll, uh, when this is ready for prime time, this will go prominently on our the housing section of the city website. Would it be also accessible from G Roseville as well? Yeah. Yep. Absolutely. And these work really well on on mobile as well. And we know uh kind of from our uh Grow Roseville consultant that about 40% of our traffic on Grow Roseville is people working on the uh using their mobile devices, not not just a computer. So these are quite um interactive is not the right word. Uh yeah, I forget the I forget the word, but they work equally well on desktop and mobile. So that's that's the that's our goal for another way of uh sharing this information going forward. And I'm glad you asked mayor if it was going to be available on Grow Roseville because I think housing really is a reflection of economic development and a lot of um businesses, companies in town, companies looking to come to town, they want to understand demographics and what's available for housing. And so housing really is a function of economic development. I think a lot of times we think of economic development as job creation, um, retail, commercial, but housing really is a component that impacts our ability to be economically successful. And so the last slide is just the staff recommendation, which is really just for you to receive and accept that final report. If you do that, we'll proceed with the web content that Joel just showed you, posting the report on our website. Again, at this time, it's information only. there are no policy or funding asks. Um, but that leads me to the second one, which um, and this showed up in the prioritization worksheet, but we really do need to have a conversation at some point very soon about how we want to spend our local affordable housing aid. Um, we're not quite ready to bring that forward. I think we want to understand more how Minnesota Housing, who is going to be responsible for keeping track of how communities are spending that money. We want to understand how they're going to make us report on that before we get into a really detailed conversation about how we might spend it. The law is very specific on how we can spend it, but how we have to report on it and how the law is interpreted will make a big difference on what kind of recommendations we bring forward. So, we're not ready to have that yet, but we will uh have it probably this year soon. Are there certain dates around that reporting that we should be aware of or when decisions have to be made? You may not know if off the top of your head. Well, I know we have to spend the money within year three or four of receiving it. And so, we got our first funding last the end of last year. So, that's sort of the rough time frame of when Minnesota Housing is going to ask us to report on how we're spending it. But do you know any more than that? I believe though that our first report for spending it is December of this year. So that's my understanding at this point. And so we're waiting for them to come out with that guidance and what that's supposed to look like. That should give us an adequate time. Well, and if we don't we don't have to spend it by December because we get that. Yep. But then we'll understand how they're going to ask us to report it and that will be helpful in the programming conversation. I do have to say uh what this whole report actually um what I came away with was Roseville's doing a lot of good work already. I think the programs we put in and and the development we've done to me in a way it just showed that we're really actually doing a good job. I mean obviously we can always do more things but it it was it reassured me that um I think we're actually ahead of the game a bit after looking at this. So, I think I think uh yeah, I we just in my opinion I think just keep doing more of what we're doing is going to get us even further. So, oh my Oh, I'm sorry. Go ahead. I was just going to say I was just going to quickly say my takeaway was that this was worked on a lot since the last meeting and it was really Thank you for doing that because it makes so much sense now. It was just your organization and all the different graphs and charts and information was excellent for me. It's really made it readable and understandable. Yeah, I would agree. And Joel's work looks great. Good job. Even though you stole from them, you know, we won't tell them. No, it's really time. We we took a good idea and we helped and made it our own and to put our own twist on it. One thing I noticed that I want to make sure if there's anything maybe there's nothing we can do, but as we look at that for sale multif family, um I know we've heard from various residents at McCarron's Pond and Rosewood Villa condos that they're experiencing so many rentals in these condos. And so here we have a built-in um location that is set up to be a multif familyowned property. And the person in the McCarron's pond even indicated when we did the search I think there was only like two actually owner occupied. So, I don't know if there's anything we can do and probably Wayne maybe knows better than I, but I mean I think this kind of extends to some of our single family homes too that you know there are neighborhoods where there are a lot of rentals of those and and and maybe the markets change will will impact that but I don't know if there's anything we can do to make sure that the quality of those places stays up but also that maybe you know if we're assuming that that is fulfilling a multif family ownership um piece that that we actually have people owning and not just renting um someone else's property. And I I do know someone who is at the Rosewood Villa condo who moved out um because of the amount of rentals in that in that facility. So I don't know if there's anything that we can do as a EDA to um to encourage or to um to legislate. it's not the right word, but to to kind of guide them to um do what the intended purpose was for that particular property. And one of the things that I think I had had in my own feedback on the priorities priority prioritization exercise isn't necessarily reflected by the sort of the consensus views. Um but one of the things I was wondering is since we have this new source of funding in the local uh uh the LAA the um you know is that something where we could use those resources towards some of the things we identified like the uh 30% area median income type housing where you know we've got you know we've we've sort of made that decision from a policy point of view that we have a significant amount maybe not enough but a significant amount that's recently been built in the sort of the 50 or 80% area median income Um, but you know, we're still trying to figure out how to get more in that 30 and it requires more resources and things like that, but then also potentially addressing some of the homelessness issues. Um, I don't know exactly what that means necessarily. Uh, I do know that one of the challenges that people experiencing homelessness do talk about is all of the shelter that is available is in St. Paul and people are they have jobs in suburban areas. they or they have opportunities for family in suburban areas or support networks. You know, the challenge is that it's not a very dense phenomenon in suburban areas. And so, you're trying to figure and I've mentioned this before, you're trying to figure out the balance between providing the shelter or the or the temporary housing and the demand that's out there versus, you know, the cost of doing it, all that sort of thing. But I just I just want to make sure that as part of our conversation, we think about ways that we can be uh perhaps, you know, creative or innovative uh or copy somebody else's creative and innovative ideas in that area. Um but not to but those seem to be those areas that we that we've we've sort of already talked about prioritizing resources for, especially the 30% AMI uh you know, type of affordable housing. Um, and so I just wanted to emphasize that again as part of this discussion without saying that's our that's our new policy going forward because we'll have the policy discussions as we uh bring this back. All right. Anything else on the I would like to piggyback on what you were saying about that. I I agree with you, but I would like to know whether or not we can use those LA funds for services that are very important with 30% AMI. And a lot of that is a lot of support. because I sure don't want to have us put something in that doesn't have the support that's there because that's a recipe for disaster. So, well, and certainly if we can't through those funds provide fund the support, maybe we can help with the other aspects of the project that then can provide the ability to fund the support in other ways too. Yeah. So, we'll have to figure that out though. Yeah. Well, we have a lot to learn on how we can spend the money related to homelessness and prevention efforts. And I know Jeanie's involved in a lot of groups who are paying very close attention to that. Um, we can spend the money on 30% AMI units and some of these homelessness prevention things you you're interested in. Um, how we're going to have to report on spending that, especially on the homelessness side, is going to be the thing I think we're trying to really figure out. the 30% AMI stuff, those units are very very expensive to create and the amount of la we're getting is not meaningful enough to really make an impact unless we can save it for a lot of years. So that's going to be a tough nut to crack too and that might not be the the pool from which to to do that. I don't know if that's where we we look at that existing multif family loan balance or something like that that's got a bunch of other stuff. Yep. Absolutely. Okay. Very good. Well, I think and I would just echo that I think the the the plan to put this out there and available to the public and make it interactive and all that makes a lot of sense, too. So, I'll endorse that as well. I don't know that we have any objection to that from the members of the board. I think that's a good idea. All right. Thanks uh again to the staff for all the work uh that you've been doing on this in partnerships certainly with Dante uh and especially bringing it forward and and you know, initiating the discussions with the board. We really do appreciate that and we look forward to the next level, next stage of discussion. Thanks again. Thank you. All right. There being no additional business before the economic development authority this evening, uh, is there a motion to adjurnn? Second. It's been moved by Gra, seconded by Bower. Uh, no discussion on a motion to adjurnn. Uh, all those in favor signify by saying I. I. Opposed. That passes unanimously and the economic development authority meeting is adjourned at 6:36 p.m. Uh we'll just take a few moments to transition the uh room for the uh council meeting and then we'll uh call that to order shortly here. staff perspective. Mr. Mayor, no changes to the agenda published today. All right. Uh we have two consent agenda items. Are there any consent items that members of the council would like removed for separate consideration? No. Doesn't appear to be the case. Uh we just have approval of payments and one temporary gambling permit. Um normally I would check with the public. But since we don't have too many items, I'm presuming that we may not have folks here for either of those, which are pretty routine. Uh, with that then our next item. Oh, we do have to I'm sorry. We do have to have a motion on approval of the agenda. We have the agenda as presented. Moved by council member Strong. Second. Second by council member Schroeder. Uh, any discussion on the motion to approve the agenda as presented. Uh, hearing none. All those in favor signify by saying I. Opposed. That passes unanimous. We have our agenda for this evening. Uh next on our agenda then is uh general public comment. Uh this is an opportunity for members of the public to speak on items that either are related to city business uh or are of interest to people in the community uh but are not on this evening's agenda. uh we will provide an opportunity uh we usually do provide an opportunity for public comment on agenda items as they're uh discussed or taken up by the council but we also do the start of each meeting uh provide an opportunity for general public comment on once again items that are not on that evening's agenda. Uh just a couple of quick um rules of the road with respect to uh general public comment or any public comment at the council meetings. Uh by council rule, we do have a three-minute time limit per speaker. Uh and one opportunity to speak per agenda item per speaker. Um and we would ask that if there are questions uh or um request that those are directed to the council as the body uh or to the city as an entity uh and not necessarily to individuals. Um and then also if there are questions uh that require follow-up, we may direct uh follow-up subsequent to the comment uh or comments. And if there are a number of commenters who have a number of questions, we'll sort of accumulate those and then uh attempt to answer those once all the comment is done on a particular agenda item or in this case general public comment. Uh uh the only thing we'd also ask is that you state your name uh for the record at the start of your comments um and indicate either your street or your address if you're comfortable for the uh official record of the meeting. Uh we do have the two seats here directly in front of me that are available. So if we have a number of people here to speak, uh it is not uh problematic to have the next person having a seat in the seat next to the person who is speaking so that we can switch back and forth fairly quickly between speakers. Uh and then finally, just from a housekeeping perspective, uh we do also ask that if you happen to have a name that that isn't uh completely obvious to the general public as to how to spell it, we do have the clipboard there between the seats. Uh and when you finish with your comments, you can just jot down your name uh to help us with the spelling once again for the official record. So with that, we'll open up for uh general public comment this evening and ask uh anyone who wishes to speak in that section of the tonight to come forward. Hello. Good evening, President Row and Council members. Um my name is Caitlyn Barstead. I'm a resident of 217 McCarron's Place West, William Bach and Camp uh yeah 27 McCarron's Place. Um we're also here with Dao Wong as well. Um, we're residents of the villas at McCarron's Lake who are coming before uh, President Row and the city council because we have several major concerns regarding the overall development and we'd like to bring it to the council's attention. Um, we started working with the city at multiple levels and initially brought these items to them starting last December of 2024. The first concern is regarding uh grading and drainage issues that have now evolved into water flowing towards some homes. My house in particular now has a patio slab that is cracked as well as we're experiencing water intrusion and in our lower level. Um we're working with a forensics building engineer um and are awaiting their findings but currently cannot rule out that these problems are connected. Um, while the city has been initially responsive and issued a corrective action letter to the builder and the developer with a March 17th deadline, they've recently shared that the builder has only um provided one of the three specific items that was requested with no current corrective plan to date. I also want to mention that this builder currently has two empty speck homes that remain unfinished and unsold and three empty lots which he filed for voluntary foreclosure against in February of 2025. We provided this information to the city and we've been continuing to email and ask for updates, but we do not feel an adequate resolution nor plan has yet been defined. And while this issue remains outstanding, our bigger concern is that the city went and issued a building permit for the builder to build on another lot, which is lot 7. The second concern we have is what we call a close proximity build between existing homes and foundations where there's a zero lot line on one side and less than six feet setbacks in some areas on the other side. um in conjunction with the grading and issue uh erosion, we've been discussing that second concern with the city and we met with them back on March 5th, providing them uh the various city representatives with the research that we did where we feel um per Minnesota State Building Code protecting a jooning property code would be critical. And we also shared that the city of Minneapolis adopted this code years ago for medium to high density builds. At that time we were told that the city would only recommend but was not willing to adopt this code. They claimed that they have medium density builds across Roseville but did not provide specific addresses nor was it um an applesto apples comparison to support that claim. Therefore, we do not feel that this is satisfactory. Additionally, upon speaking to our homeowner insurance agent, we've learned that there's no home pol homeowner policy that exists to date that protects against movement of earth. Unfortunately, due to the builder foreclosing, we feel this can't be delayed. The builder has not made any attempts to correct damages to our private road and curves. from the previous builds and nor has he acted on corrective action that is sufficient from what the city has issued. And most recently, I currently serve on our board HOA association board as the treasurer. We started obtaining quotes from pavement companies to determine appropriate costs to build up reserves for future maintenance. And at that time, we've recently discovered the plan specs that the developer submitted and that the city approved are specs that are designed for a walkway path. Per two paving companies that we've spoke to, those specs are not designed to withstand the weight of vehicles, including construction trucks and emergency vehicles like fire trucks or ambulances. We hoped we didn't have to come to the city before the city council, but now feel it's imminent and necessary and therefore we're requesting to be added to the agenda and would also like to ask that any construction activities be delayed until we can present our case with our supported documents and findings. Thank you for the opportunity. Right. Thank you for coming this evening uh to bring this to the council's attention. Um, I think it's probably appropriate uh before we uh put this on an agenda to understand what action the city council uh can take on on this these matters. I just don't know. Um, and so I think that would be a part of it. But I think it's appropriate that we ask for some follow-up from staff to the council uh as a as sort of the first step as a result of this comment. Uh and then uh we'll look at what are the appropriate next steps uh that uh are appropriate to take uh and make sure that we keep the uh residents and the HOA board members that are representing uh this evening uh uh aware of of that that process. Yes, I think that's appropriate action and we'll continue um um from this meeting here to be in contact with you and to try to answer some of those other questions that have come up and continue the dialogue between staff and the homeowners association. But certainly I think it's appropriate to understand kind of what the council's role in this and we'll look into that and work with Miss Tourney on that. And as far as what we have jurisdiction on and what we don't and communicate that to the residents as well just so everybody has the same understanding of what can be done and what's possible. We certainly want to do what we can to assist them but there might be limits and what we can do. We have the authority to do. So we'll look into that a little bit more but we'll continue our dialogue with them and try to resolve some of these outstanding issues as best we can. But we'll give the council and the residents a full update um once we know a little bit more. That would be appropriate. Certainly the sooner the better. Sooner the better. At least maybe a current status situation and then if there's more followup that needs to be done understandably that may take more time. And if there is action that the council can take, I don't think it's u you know fine if the uh staff were to put that on the agenda on a future agenda without having to come before Yes. us to do it. uh you know if you find out this week or something like that there is some action uh given the apparent urgency of this to put it on the agenda and also then I would request um given these concerns to follow up to staff to follow up with council to inform you know what the resolution of this is um with an update or status y somehow via some communication prior to the upcoming meeting. Yep. Yeah. We'll have a um a response to you by the end of the week for sure and to the residents as far as what our next steps potentially could be. And certainly if it's clear that there there needs to be some more council conversation on these things and there's some action you can take, we'll look to schedule that as soon as possible. Whether it's next Monday or first meeting in May, have to see. But that that makes sense. I I one of the reasons that I want to, you know, have that opportunity for that follow-up and and feedback to the council is and certainly to the residents is that I I don't want to create a situation where there's an expectation to come to the council with a case where we're not really in a position to make a decision about something because that's not in your best interest either. Uh and so I just want to make sure we understand that and that you understand that as as the resident representative so that we we do the right things and the right people are taking the actions they can take. Uh but we do want to make sure that we we we certainly at least the council gets the the update on current status of things. Uh that you're able to be kept in the loop on, you know, updates to what's going on uh or analysis of information presented this evening. And if there's more questions we have about what you've talked about, certainly the staff will follow up with you as well. So once again, we appreciate you being here this evening and taking the time out of your your lives to do that. and we're uh you know disappointed that you've got to be dealing with all this because uh you you would much rather be enjoying living in those those houses and uh and in your neighborhood and enjoying each other's company as neighbors. Yes. So once again, thank you. Appreciate you bringing that forward and uh we'll make sure and keep on top of the followup. Okay. Thank you. Appreciate you giving us the opportunity. All right. Is there any other public comment under general public comment this evening? Seeing none, then we'll proceed to our uh agenda this evening. Uh and this evening uh under our business items, we just have the the two items, one of which will probably be a little bit more significant than the other. Um and that is uh to uh receive an update and have some discussion related to the strategic planning process uh that we've been undergoing uh and especially the development of some goals and uh additional information. So, I'll turn it over to our assistant city manager, Rebecca Olsen, to initiate the conversation, and then I'm sure there'll be a cast of thousands coming up to add to the discussion. Thank you, Mayor. You are correct. Um, I am going to be, I guess, for lack of a better better word, I'm going to be your tour guide tonight. Um, so thank you. I do have the pleasure of kicking this off, bringing forward for consideration some of the work surrounding our strategic plan, but you are going to hear from all of our department heads this evening. Um, and we're hoping because we are presenting a lot of information, um, hoping that we can save the questions to the end just so we can get through everything, make sure we touch on all the points, and then we can obviously go back if you have questions on anything. So, with that, I wanted to um, just put this up here. As you may recall, the work um really started back in 2023 with our Envision Roseville community visioning initiative. And this really led to um updating our community aspirations. The aspirations were shaped by many months um and many conversations around public with our public engagement and input from our community and our community really shared what they were hoping for the future for our community. The community aspirations really set the foundation for the city to build on um with our strategic plan and council and staff use these aspirations to outline our vision to explain our mission and to create values that guide our decision-m and influence how we operate and interact. With the community aspirations in place, the vision, mission, and values in place, we then collectively and collaboratively put together what we call desired impacts. Um, and these are really what we thought was going to help move our community towards that vision of our of our big grand plan for the community. So, tonight here we are. We're talking about goals. And these goals are also kind of representing those big picture results that we want to achieve. They're broad. They're future focused and um, if successfully implemented, we'll see some of those terms in there. Um, really are designed to move us closer to those desired impacts. and the vision that we've set. As you see here, this is not the last step in the process. Uh once the goals are set, we are going to continue that work. We're going to um come up with objectives uh that will help us build work plans to guide the implementation and measure our progress. So, this this is kind of I wanted to set the stage a little bit because this is a metaphor that I'm sure you may have seen before, you may have heard before, but it's one that I routinely use when talking about strategic planning. And it really kind of helps me understand how all the pieces fit together. And so, the way I kind of explain it to to people is that think of our our organization as a rowing team. Um, you know, everybody has their own role. Each of us is really working towards the same goal. And that goal, that finish line, you as council are the ones that are kind of helping us figure out where that finish line is. These are the goals that we're talking about. Um, we have somebody I I'm going to get the term wrong, but I think they're called the coxing. Anyone know about rowing? Is that what they're called? All right, great. I got it right. Um, we're looking at our city manager as that person. He's the one that's making sure that we are staying on track, that we are adjusting as needed so that we can all work towards getting to that finish line. And then the rest of us, the staff, we're the rowers. We're the ones that are are really um you know, doing the work um powering us to move forward and then also making any adjustments based on what what our city manager has having us do. So, that's really just setting the stage. It helps me kind of picture it. Hopefully, it's a little bit helpful for anyone else. Um, so we want to make sure that we've got that finish line set and that's what we're working on tonight is those goals. This slide is really just a reminder of where we've been. Um, I'm not going to go into it in depth because we've all kind of seen it before, but it highlights our vision for that vibrant, safe, and inclusive community. It talks about what our mission is and um the strategic directions are the areas that we're going to use to help create the high quality of life. And then that foundation are our values. And then we also have community input. Um that is that soil that is helping grow everything. Um for this one I I just want to mention that what we have been doing over the last several months uh has not just been about drafting language, but we're actually having really in-depth conversations about our values as we define here. um community input, our available resources, and where we're headed as a city. And the goals that are that will be in front of you reflect um more than just words on a page. They have really come out of deep conversations among staff about how we prioritize thinking about how we budget and how we deliver services. And our values have been forefront in a lot of what we do. Um, and as you know, um, just to kind of like mention this, we do do have a strategic racial equity action plan. You're not going to see a separate plan on the strategic racial equity action plan because what we've done is we've embedded equity throughout this entire strategic plan, throughout our goals, throughout our uh, values. Our values are guiding us. We've got equity as one of our values. Um, and we're integrating it into those desired impacts. You'll see it at success indicator level. You'll also see it in the goals. Eventually, you'll see it in objectives and metrics. So, instead of having it be a separate standalone item, what we're really trying to do is make sure that it is embedded throughout everything that we do. Um, so tonight I'm I'm going to pass this on to to others, but I really want to recognize the work of all the department heads and our city manager. Um, because we have spent countless hours going back and forth on these. We put a lot of time, a lot of effort into it. I also want to raise up and call out um, Antonio Montes who has done a fantastic job of helping facilitate these conversations. It isn't always easy trying to herd cats as I feel that we might be sometimes. Um, but he's done a great job of doing that. And so tonight, each department head is going to present various goals. Um, they're going to provide a little bit of context and how they align with our community aspirations because those are really what we use to guide us and then what success looks like. You'll also see a sample objective, but it's just there to give you an understanding of um maybe what that next step comes as because as we learned, sometimes you have to go a little further, a little deeper in order to know where those goals have to be. So, I'm going to stop talking now and I'm going to turn it over, but like I said, I'll be I'm going to wrap this PowerPoint. I'm going to be that tour guide. So, um I believe Matt is up next. Yeah. Uh we've got kind of one more introductory slide and this is uh as we've been working through this process one thing that was pretty important to us was how do we make sure that I'm just going to stop you can you as you each yourself and your role with the community just for members of the public who may not believe it or not may not it's hard to believe but uh Matthew Johnson parks and recreation director thank you for the reminder Mr. mayor and thank you councel for the opportunity to speak to you tonight. Um, as part of this conversation, one thing that was very important initially to our whole group when we talked about this, but also as the department has talked was really making sure that the community could see that alignment between the soil you talked about, which is that community input and ultimately the desired impact, the goal and the success indicators. So with that, all of our goals are going to be framed using this template tonight. And so I just so we're speaking a common language. Just wanted to highlight kind of what we mean when we talk about these these various items and how we're going to go through it. So council you're all familiar with the desired impact. Those that are watching at home millions that I'm sure are watching at home right now um may not be and really that desired impact that's that highest level that's the state of being that is you know we're saying these are six uh strategic priorities and the highest level of what we're seeking. What we've done now is we're at that level where we're seeking goals. The goals are more action items. They're um steps this the city will take to attempt to achieve that desired impact. Um under each desired impact, we have two or three goals as I'm sure you saw in your packet. And then right underneath that, um we've included the community aspirations that directly align with both the goals and the success indicators. um the community aspirations that are shown on the slide, it'll encompass both the aspiration and then the what we heard section. They're all direct quotes from that Envision Roseville report in an effort to spare you time because it could get long. Um we are going to paraphrase those, but if there's any questions or follow-up, we can address that as well. The next column is the success indicators and this is really designed now to make sure that we're all 100% on the same page about what success looks like. So, it's one thing to have a goal, still pretty high level, went a bunch of objectives going to that, but we should all be pretty unified about what successful implementation of that goal looks like. And again, if we've done our jobs right, it should pretty closely align with those community aspirations. As well, as Rebecca mentioned, the sample objectives, I want to emphasize the word sample. Um, this was really designed to give that holistic idea. If I'm going to stretch the rowing metaphor of bridge too far, um the objectives may be the ores that are in the water, but there's going to be a lot of them. They really need to be vetted out more at the staff side. Um this was just to give an idea of kind of what the meat and potatoes are eventually going to look like. So with that, the first one goes to Janice to really lead us off. So I'm going to take the first one with And Janice, who are you? I apologize, mayor. Um Janice Gunlock. I'm the community development director. Um I'm going to lead it off with the first strategic direction tonight which is economic vitality. Um there are essentially three goals that we've identified under this strategic direction. Uh the first one is to create a climate that supports the retention expansion of Roseville businesses. The second goal is housing types and programs that are provided in a manner that contributes to the economic success for households at all income levels. And then the third goal is to develop and advocate for safe, intentional, multimodal transportation systems throughout Roseville. And when we refer to multimodal, we mean public transportation, bike, and pedestrian. So those three goals really come from the desired impact that the council has already approved, which is Roseville has a diverse and stable business community, offers a wide range of housing types for people at all income levels, and includes multimodal transportation options. So the first section of that desired impact encompasses our first goal, which is to create a climate that supports the retention and expansion of Roseville businesses. And again, in the interest of time, I won't read the specific community aspiration, but there is some language in there about um healthy and vibrant mixes of businesses throughout the community. And there's also reference to small and locallyowned businesses and their abilities to be successful in Roseville. So, if we are successful in achieving this goal, the success indicators will be that Roseville's overall commercial tax base experiences steady growth. programs and regulations evolve or adapt to meet the needs of the business community and small women, veteran, and bipok owned businesses have a recognizable presence in the city. Oh, I wasn't going to read the sample objective, but again, we do have one in there that relates to um the VRA component of this goal. And just to clarify, there could be multiple objectives under any given goal or just one. It just depends on what there likely would be, I think. Yeah. Y So that's goal number one under economic vitality. Goal number two under economic vitality relates to the second part of the desired impact, which is that housing types and programs are provided in a manner that contributes to the economic success for households at all income levels. Um there is quite a lot of language in the um Envision Roseville report that ties the community aspirations under housing and development to this goal, but it talks about um a balanced approach to housing development um and then that we are meeting the needs of our diverse communities as well as our aging population. So the success indicators under this goal um if we are successful in achieving this goal housing in Roseville is provided in a manner that meets the life cycle continuum. Roseville residents feel safe, secure and stable in their housing and Roseville residents are not costburdened by their housing. And one of the sample objectives here talks about an item we uh discussed during the EDA meeting. Uh so Jesse Farmer, public works director. I'll I'll be given the third goal for under economic vitality and this kind of speaks to the third part of the desired impact. So um that is develop and develop and advocate for safe intentional multimodal uh transportation systems throughout Roseville. U the community aspiration that that kind of ties to is transportation infrastructure. Uh providing a modern, safe and convenient way for people to to um conict for regardless of how they travel. And then there are safe and comfortable places for people to walk and bike to get basically where they want to go. Um the success indicators related around this um goal is Roseville residents, workers and visitors have multimmodal options to connect to places they want in need um which are amenities and employment. And then Roseville advocates and partners with other agencies towards advancement of multimodal options. And then there's a sample of an objective that could be implemented. Then transitioning um our the second strategic direction is a reliable and sustainable infrastructure. So we have three goals related to that. The first goal is develop and implement a strategic funding strategy that prioritizes key capital improvements that are planned, regularly assessed and evolved based on city values and changing community needs. Uh goal number two would be implement the civic campus master plan on time within budget and with community input. And the third goal goal being city infrastructure supports the sustainability goals of the city. And I'll take over now. So Pat Troen, city manager. So under the strategic direction under reliable and sustainable infrastructure, just a reminder that the desired impact is to have Roseville's assets and infrastructure that are effectively, efficiently, and sustainably planned, managed, and funded. As mentioned by Jesse, the first goal is to develop and implement a strategic funding strategy that prioritizes key capital improvements that are planned, regularly assessed, and evolved based on city values and changing community needs. As you know, we use the CIP uh as as kind of that guidance, but we really want to strengthen that and really be looking forward and be uh even more strategic about it. That really aligns with the community aspiration of transportation and infrastructure, specifically about the high quality infrastructure and and anticipation and adaption to new trends to help promote the health and well-being, the prosperity of the community. So, our success indicators uh are as follows. um that all capital assets are cataloged and regularly assessed for condition and expected lifespan. Infrastructure updates and replacement is strategically planned and includes the community's voice. Capital projects are evaluated and prioritized on values guiding the city of Roseville. And those are those five values that Rebecca mentioned before. And that the funding strategies are developed and implemented to ensure that Roseville's infrastructure is maintained and updated to a level of service that meets or exceeds expectations of the community. Then uh the last couple ones are the residents are satisfied with the quality of the infrastructure and that service interruptions are minimized. These are all things that we hope will show that we are successful in doing that and we had a sample objective that we would use as part of the 2027 uh budgeting process and really um show that connection between u this goal and uh our strategic priorities. So that is that one. Uh the next one uh goal number two once again the same desired impact uh would be to implement the civic uh master plan on time within budget and with community input that once again aligns with the transportation and infrastructure um aspiration about highquality infrastructure systems that help uh maintain the health, well-being and prosperity of the community. So our our success indicators are fairly straightforward here that uh one that the city's maintenance and operations space needs are met with within the approved budget. The city's license center and wellness and dance studio needs are met with within the approved budget and the final design was developed with community input and as you can see it's an objective that we have uh an implementation schedule and budget u by the end of a certain time period uh so we can go forward as you know we're actively working on that so uh that is already in motion I think now I'll turn it over to you Mr. Johnson. Yeah. So the third goal um under reliable and sustainable infrastructure is one again that we talked a fair amount about um and this is that sustainability piece that came in throughout Envision Roseville. Uh it's mentioned we we have I think one quote under the transportation and infrastructure community aspiration but really it's sprinkled throughout the entirety of that report and uh the goal that we thought best reflected that is city infrastructure supports the sustainability goals of the city. Um again there's mentions throughout but this specific community aspiration refers refers to the city proactively pursuing and implementing sustainability initiatives green infrastructure and policies and actions and incentives for creating uh more sustainable infrastructure. The success indicators on this one are pretty short and sweet which could be the development of a climate action plan completion and implementation and that green alternatives are actively considered in asset replacement. Um, again, a sample objective is listed, but hasn't been thoroughly vetted out at this point. Moving on, we're going to go to uh my favorite strategic priority, which is uh parks and natural environment. Um, we have a couple of goals that align pretty closely with that desired impact. The first half deals with Roseville's park system. Says Roseville's park systems and recreation programs are thoughtfully planned, sustainably funded, and well-maintained. And the second goal is Roseville's natural environment is actively protected and restored. Um, again, that first goal pretty closely aligns with the first half of our desired impact. Um, and really is based on again what we heard really throughout the uh, envisioned Roseville process. We certainly heard from many residents um, that the parks are an asset, but a desire to keep moving forward with them. Um, we heard that all residents, uh, the first aspiration bullet I'm going to briefly summarize talks about access, wanting to make sure that residents have access to programming and parks in their neighborhoods. The second deals with um, ensuring that underrepresented populations um, and all populations have access to our parks and programs. The third talks about taking care of our existing facilities. And the fourth talks about proactively anticipating and exploring and ultimately implementing um new parks and recreation amenities and opportunities. So if uh our success indicators should pretty closely align with what we heard in Envision Roseville. Um the first is that Roseville's parks and recreation system master plan evolves to align with the needs of the community. The second is that the parks and recreation system master plan continues to be implemented because what good's a plan if you don't do it? Um the third is residents and non-residents, meaning workers and visitors across all demographics utilize parks and participate in recreation opportunities. And the fourth is that Roseville's parks and programs positively contribute to residents quality of lives. Um again there is a sample objective listed but uh as with the others just a sample. The second component again this uh ties pretty obviously to that second desired impact and was uh spelled throughout Envision Roseville and that's uh this will go much beyond parks and recreation really talks about our city as as a whole. I'm just the voice in this one. Um and that's that Roseville's natural environment is actively protected and restored. Um specifically the aspiration related to green space and environmental conservation I believe was actually added this round. It didn't exist uh in the the previous iteration. Um and it speaks to uh residents of business having access to highquality parks and green space. So this goal and the previous goal both sort of align with that. Um that there are resources available to residents and businesses to reduce their environmental impact and that the city proactively pursues and implements sustainability initiatives. So, some success indicators, if we're working towards that goal, um could be that Roseville's natural spaces positively contribute to the residents quality of life. City programs and regulations support community members in their efforts to maintain, protect, and restore the environment. The parks and recreation natural resources master plan is implemented, and residents and stakeholders are empowered to preserve and restore Roseville's natural resources. With that, I think I turn this one over to Antonio. Hey, good evening. I'm Antonio Montes, the equity and inclusion manager here at the city of Roseville. Happy to be with you all this evening and talk a little about our strategic direction, the community and civic engagement one. So, uh, our goal is to create an environment for diverse stakeholder participation at all levels of city decision making. Uh, you'll see the desired impact here is highlighted in yellow. It's the only one. And uh we did that because we've made some changes since we last came in front of you to have the conversation about desired impact. So if you all remember, you all had lots of conversation about the word fund being included in our desired impact. And as we spent many of meetings and much time together working through what this meant for our organization, uh we had a lot of really good, insightful, deep, thoughtful conversations. And what we came back with was while we always strive to have fun every time we connect with community and want to be informed and in partnership with community, that doesn't always mean that it's going to feel fun for the community, right? If we have to have meetings that are informing folks of certain things that are happening in the community, they may not have a lot of fun, but we need to make sure they're informed, right? And they have an opportunity to give us feedback and input. So, as we have those conversations, what you'll see in front of you is a a new desired impact for consideration. Uh what we have here is that Roso's public across all demographics feels informed and valued for its feedback and input. Again, it's important for us that folks feel informed, that they feel connected, they know that they're valued, that they have a chance for feedback and input. Uh and while again, we're going to strive to have fun when we can, that may not be something that we can commit to every single time we have an engagement or a conversation with someone. So that's the desired impact that we are uh putting in front of you this evening. We had one goal for this which was again to create an environment for diverse stakeholder participation at all levels of city decision-m and as with others this ties back to our community aspirations the city services and civic engagement and welcoming and inclusive and what themes we have from this is really folks want access to information and they want to feel informed. Uh they want processes and practices that work for everyone and that people are treated equally. Those were the things that came out of the community aspirations that spoke to me and really I think informed our success indicators. What you can see here are Roseville stakeholders are informed about the city's mission, vision, values, and the strategic plan and how those things uh drive and/or influence our decisions. Residents understand how their input will be used in the level of impact it has on decision-m in advance of participating. engagements include an intentional plan for historically underrepresented populations to participate and that we create an environment that fosters a sense of civility and public engagement. And as with others, you'll see there's a sample objective there that we have for consideration. And I'm handing it over to the chiefs here to talk about their stuff. Good evening. Uh Erica Schneider, the uh chief of police here. And I'm going to start covering the first uh couple slides and then I'll turn it over to the fire chief Rosnahan to cover the second two goals. And I'll start off with this first slide reviewing the three goals under the strategic direction of responsive um services and safety. First goal is to take proactive steps to create a se safer community through prevention planning and early intervention. Second goal is developing and implementing a prioritized multi-year resource allocation strategy and structure to ensure people, resources, and technology are in place to respond to the needs of the community. And then the third goal is to strengthen trust through transparency, accessibility, and engagement. And on this next slide, I'll go just a little bit uh deeper into goal number um one. First goal is taking proactive steps to create a safer community through prevention, planning, and early intervention. And really, this goal ties back to the community aspiration of safety and security. And really gets into the um specifically that people of all ages and backgrounds feel safe and secure as well as well as trusting in um police, fire, and other emergency responders. And then another uh piece of this that ties back to the community aspiration is that Roseville is proactively addressing issues like poorly maintained neighborhoods, crime, housing instability, and other issues. And for this specific goal, the success indicators are real- time data and information are being utilized to improve operations response and customer service, increase public safety involvement in community activities and outreach efforts, and then policy and procedures ensure the protection of the community. And with that, I'll turn it over to the fire chief. Great. Thank you. Good evening, everyone. My name is David Brazahan. I'm your fire chief. Uh the second goal for responsive services and safety is to develop and implement a prioritized multi-year allocation strategy and structure to ensure people, resources, and technology are in place to respond to the needs of the community. So as we're going through this, uh the community aspiration really ties back to safety and security with the main aspiration to ensure trust of the responders and the overall safety of the community. Kind of like the chief said in the first one, but really for this one, it's you know, our community wants to not only feel safe, but but to be safe. Uh our success indicators for this second goal are grants, partnerships, and other funding resources contribute to improved resources and technology. Community members report feeling safe and secure and improved public safety response times. The third goal uh for responsive services and safety is uh strength strengthen trust through transparency, accessibility, and engagement. So again, this ties back to the aspiration of safety and security, but also continuing to build trust in our business community uh making sure we're serving them responsibly and professionally as well. Success indicators for this goal are increased involvement in city activities and outreach efforts. Trust is fostered through open discussion with city public safety city public safety officials and community and policies and procedures maximize transparency, accessibility, and engagement and increase calls for service from historically underrepresented communities. And then we have a sample uh objective there as [Music] well. Michelle Petri, finance director for the city. Our next strategic direction is city operations. We came up with three goals. Goal number one is technology resources and processes are used to improve operations. Goal number two, the city attracts and retains employees who align with the mission, vision, and values of the strategic plan. Goal number three is resource allocation meets operational needs while advancing strategic priorities. Um so the desired impact for this one really focuses on the city's workforce and public officials making sure that they're capable, nimble, and forward thinking in order to achieve our strategic priorities. So what you'll notice um the community aspiration listed here is actually the same for all three goals under this strategic direction and it's really intentional because achieving any of these goals not just under city operations but throughout the strategic plan really depends on having high performing and a responsive workforce and that's really at the heart of delivering those you know excellent city services and engaging meaningfully with our our community. So, what you'll you'll see in the success indicators here really relates to that overall theme. What we're looking at is how well our our internal operations, meaning like the tools and the systems and the support we provide um helping our staff be able to do their jobs effectively and respond to our community needs. So, our success indicators here um talk about city services demonstrating alignment with our strategic priorities, but also adapting as those priorities evolve. Um residents report satisfaction with the quality and responsiveness of city services and then our workforce and public officials report increased efficiency and capacity to deliver those highquality services. Uh goal number two really continues to build on that importance of a strong capable workforce and the goal is that the city attracts and retains employees who align with the mission vision and values of the strategic plan. So while that community aspiration remains the same, the focus here really shifts to the people who make that service possible. So delivering that highquality responsive services really depends on having the right people in the right roles and creating a work environment that helps them thrive. So you'll see that the success indicators highlight that connection between values-based leadership, uh a proactive workforce development and staff retention. So, in other words, we're not just looking to hire, we're looking to invest in and keep people who align with our our vision. Um, again, sample objectives here. Um, just to kind of give you an idea of what that could look like in the future. And then I'll take the last one here. And the goal number three is the resource allocations meet the operational needs while advancing strategic priorities. As you know, we do a lot of things on a regular basis that we're going to need to continue to do, but we want to balance that with these strategic priorities to the extent we would need to invest in um um additional resources. We may not always, but we may need to do that. So, we want to make sure there's a proper balance on that that we don't lose the operational um uh nimleness that we can continue to do because resources are allocated in one direction. At the same time, we don't want to not implement the strategic plan. So, this is something that we want to keep in the forefront for all of us to be thinking about as we look at budgets. And this ties to the aspiration about delivering our essential services. So our success indicators that you as decision makers um report having the right information that you can effectively allocate the resources to make sure that we're properly uh maintaining the balance between our regular operational needs and our strategic priorities and what the community has uh indicated. Also that residents feel the value of services that meet their needs. And then finally, the last success indicator is that budgeting includes prioritization of strategic goals while balancing the operational needs. Um, you will see in a lot of these that uh it's more of trying to get a feeling of how people are doing. We think we can really leverage our community survey to really ask some of these specific questions and how we're doing. That's just a general comment for for a lot of them. Lot more of them are more black and white. It's like did we do it or not? Um or do we know if we did that or not. So, uh, with that, um, we'll just pull up the slide here. This is all the goals here. That was a really quick overview, uh, of everything. We just wanted to get in front of you and the community just to to be aware. So, I think we can pause here. Uh, and we would love to, uh, answer any questions you have, get feedback. We should probably talk about the one um um the the one uh desired impact that we u suggested modification. Um, we can talk about u what's next in the end if it's appropriate. We would like for the council to uh adopt these goals and the uh success indicators and we can start uh talking about the sample the objectives that we'll come back in a future date. If you think you need more time that's fine. Uh we would want to come back pretty quickly just so we can keep the momentum going. We at have a really good pace and cadence going on right now to get to that next level. Um uh where we work more on the objectives is going to be much more expansive than just the department team. We're need to bring it into the departments a little bit more. So, we're going to need to set that up and have those conversations. So, I think we're anxious to get those going, but we want to make sure the goals that we have outlined here are in alignment with what the council wants to do. And once we kind of get that head nod and approval, then we can move forward to the next step. So, with that, I'll pause and uh any comments, questions, we'll be happy to answer. And I did just want to uh quickly touch on you talked about the community survey as a way to engage. I think another thing that we might want to investigate and think about and we may be already doing but maybe formalize more or expand is sort of that that user survey or participant feedback. You know, pretty instantly after a program. I'm sure for instance in parks of wreck, that's pretty common. I'm sure when you participate in a particular program, you get the postcard or whatever that says, you know, let us know how we did or whatever. those types of immediate feedback and very specific feedback is a great way to gauge how we're doing in some of these things too um besides sort of the just the general population and survey and sometimes you can be a lot more granular with that than you can. So I just wanted to to touch on that. Uh my only other initial comment is is I like the uh the sort of the table matrix. the one thing that that was missing for me under each of the community aspirations was the actual aspiration language to go with sort of the the where statements that were part of that u so just something to think about in terms of how we present that uh it helps with the context in in my opinion and then I've got some other feedback specific to goals but I wanted to let the rest of the council have have a chance to to speak to some of that their questions or thoughts too uh before I dive into that I wonder if it makes the most sense just to go through each section one by one like go economic compility and then yeah and see anyone on the council has comments and just as suggested not that there's no that's I was thinking about that we all go through our own yeah because I was going to say that that breaks it down a little easier it's easier to track and if we have particular staff feedback we can also get that too so the first one is the economic vitality area we've got three goals outlined there uh as well as success indicators uh feedback from or questions from the council on that just In general, I would like to say I really appreciate taking the community aspirations from the prior work and plugging it in. Um I I felt that when we got it originally, it it felt kind of stale. We weren't sure how it fit. And I feel like it really ties it all together. So, I thank you for having that wherewithal to like plug it in in a way that feels useful because it feels like it takes our planning sessions and your work and the work of the community and and it really integrates it together in a way that my mind just couldn't figure it out. So, I really appreciate you doing so. I'll echo that for sure. Other thoughts, questions, feedback. I have a question on goal three and maybe it's more of a clarification when we're talking about multimodal uh transportation. agree that fostering, you know, public transportation, bikes, pedestrians is important. Although a core part of, you know, Roseville and our businesses and the nature of the businesses we have is also making sure that our road infrastructure is there. I'm wondering if if there's anything that needs to be clarified on that goal to also note that we're not I not that we wouldn't prioritize roads but if it needs something to note that we also support you know the system that most residents of Roseville currently use in addition to this that it's a goal that you know Roseville maintains or you know advocates for you know safe roads intentional roads you know we do make improvements to our roads for the safety make improvements for their um to assist with you know making changes to them like you know four to 3es things like that as well changing speed limits I guess it's a question for the you know fellow council members if there's you know wording that we should change on there does it does it make sense maybe to make sure that when we define multimodal we include sort of traditional vehicles or something that's what I was thinking if others would agree with that I would be comfortable with that make sense to the council that makes sense because it is a big part of it. So, it's even we do want to include these other pieces, but that is an important part and I think and it's not just going away. It's not going away and that and that we are are going to support it, you know, and and you know, with our roads and things. So, I do appreciate that comment. Yeah. And I bring it up because later on in latter goals, um we know that we're going to be using the strategic ad to figure out like some of the stuff with the CIP and things like that. And you know, roads aren't listed here. I probably should still have them on the CIP. Absolutely. I I would just say uh that we had the same conversation and um and we decided to define multimodal with the other stuff just so it was clear. We weren't looking to exclude roads cuz we know that's just as important. But it just it was we had the same kind of conversation. spent a lot of time on what do we mean by multimodal is that really include roads or roads and multimodal is the other things or is that all inclusive um so I think the clearer we are the better I wonder if residents reading this and reviewing it would have the same questions I have I mean yes if you say that that but it's hard to have that conversation with over 30,000 residents and I think you want to be careful not to define something as only certain things if it's intended to include others you know or include the things in addition into the thing we all sort of assume is part of it without stating that the thing we all assume is part of it is part of it. So that's a buzz word. And I think that the challenge probably too is that we don't want to we may not be wanting to say that we're sort of encouraging the traditional transportation model over a newer better transportation model or more inclusive multimodal. But we can't at the same time not acknowledge that some of the traditional means of transportation continue to be one of the modes that is in multimodal. So yeah, it's a it's a challenge to figure it out. Would it be appropriate to just to remove the parenthetical words because really multi multimodal wouldn't that implicitly mention anyway? I mean we don't even know the hovercraft or whatever we could be all using as transport in a few years. So, I feel like if we don't define it so specifically, just multimodal transportation systems, um wouldn't that be more uh wide ranging? If you wanted to potentially leave it that broad, you could specifically because I was trying to think about how do you address sort