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Council Meeting MinutesMay 16, 2016
1. Roll Call
Mayor Roe called
the meeting to order at approximately 6:00 p.m. Voting and Seating Order: McGehee,
Willmus, Laliberte, Etten and Roe. City Manager Patrick Trudgeon and City
Attorney Mark Gaughan were also present.
2. Pledge of
3. Approve Agenda
McGehee moved, Etten
seconded, approval of the agenda as presented.
Willmus, Laliberte, Etten and Roe.
4. Public Comment
Mayor Roe called
for public comment by members of the audience on any non-agenda items. No one
appeared to speak.
and City Manager Communications, Reports, and AnnouncementsMayor Roe
announced the next scheduled "Coffee with a Cop" community outreach for residents
to hold casual conversations with Roseville Police Officers; filing dates and
process for Roseville residents for two City Council seats and contact
information at City Hall; and hiring by Ramsey County of election judges for this
fall's Primary and General Election and contact information at Ramsey County;
Mayor Roe also
announced the June 11, 2016 kick-off for Metro Transit's grand opening of the
Bus Rapid Transit (BRT) line along Snelling Avenue, times, locations and
At the request
of Councilmember McGehee, Councilmember Laliberte reported on amenities of the
newer BRT buses, including handicapped accessibility with lower entry doors at
curb level and stations built to facilitate those buses accordingly, as well as
bike racks for riders; and two doors for quicker loading and unloading, with
passes available for purchase and reloading at kiosks along the route.
Etten thanked the Roseville Police Department, its Chief, and Sworn and
Community Service Officers, for their participation over the last few weeks at
community conversations in neighborhood organizational meetings hosted by the
Lake McCarrons Neighborhood Association, The Advocates for Human Rights, and
the City of Roseville for the Karen Community and those residents of SE
Roseville and the broader community.
Laliberte provided an update from the Cedarholm Golf Course Clubhouse Task
Force and its most recent meeting with partners and users of the facility, and
upcoming discussions on uses. Councilmember Laliberte invited public comment,
including a discussion opportunity on Speak Up! Roseville regarding the
clubhouse, as well as links on the City's website for resident questions and
comments, all of which will be shared with the Task Force.
Laliberte also reported on the Roseville Community Health Awareness Team (CHAT)
and their recent meeting to review the upcoming seminar, with several
representatives attending from the City of Roseville, Ramsey County, and State
Department of Health to discuss additional opportunities going forward.
Councilmember Laliberte read her response to a recent Letter to the Editor in
the Roseville Review from Judy Berglund of the League of Women Voters questioning
her transparency in local government, specifically with the issue or organized
trash collection. Councilmember Laliberte provided her rationale throughout
that decision-making process, asking that all the facts be reviewed before questioning
suggested Councilmember Laliberte's rebuttal may be more appropriate in writing
rather than using this communications time during a City Council meeting.
Trudgeon reported on last weekend's orchard planting, with Mayor Roe and
Councilmember Etten also attending; and noted the importance of this linkage in
producing locally grown food to supply families and local food shelfs; thanking
the community for their support of this great event.
reported a meeting attended last week by he and City Manager Trudgeon with
representatives of the Cities of St. Paul and Maplewood specific to the Rice
Street/Larpenteur Avenue area. Mayor Roe reported that this first meeting
provided an opportunity to get a sense of where everyone was at, the
possibilities and issues; with the overall outcome being that everyone wanted
to pursue area-wide public listening session(s) with stakeholders this summer
to receive broader feedback. Mayor Roe advised that City Manager Trudgeon
would have more information about that public opportunity at the next Council meeting.
Mayor Roe clarified that this continued to be a very informal working group to
make sure everyone was on the same page and ensure no miscommunication; with no
public input at these meetings to-date. However, Mayor Roe suggested that
efforts be made going forward to make sure those meetings are noticed appropriately,
especially with elected officials in attendance.
reported that he and City Manager Trudgeon met with Independent School District
No. 623 Superintendent Dr. Aldo Sicoli and School Board President
Mark Traynor to preliminarily discuss the district's facility efforts scheduled
to begin in earnest this fall. Mayor Roe noted that part of the discussion
included the City's model for successful public engagement processes.
the request of Councilmember Laliberte, City Manager Trudgeon and Councilmember
Etten advised that they had applied to be involved on the district's committee
for community partnership and facilities to ensure the city had a presence in
Roe reported that both the district and city were trying to locate the formal or
written agreement outlining the partnership between the two entities for shared
one particular facility.
Donations and Communications
and corrections to draft minutes had been submitted by the City Council prior
to tonight's meeting and those revisions were incorporated into the draft presented
in the Council packet.
Approve May 9, 2016 City Council Meeting Minutes
McGehee moved, Etten
seconded, approval of the May 9, 2016 City Council Meeting Minutes as amended.
Page 9, Lines 18-19 (Roe)
read: "Councilmember Willmus asked if staff's research of other cities
indicated using background checks for ranges of people."
Page 9, Lines 41-41 (McGehee)
read: "Councilmember McGehee noted a further concern [for her is,]
[.] [If] a required background check is included in city code, there
[was] [maybe] an apparent expectation."
Page 10, Line 5 (McGehee)
read: "in a building that [has] a checklist [has
flagged as having] [noting] an owner, manager or
Page 11, Lines 6 - 7 (McGehee)
read: "and assurances [on] [for] tenants [and]
[,] maintenance [staff] and others"
McGehee, Willmus, Laliberte, Etten and Roe.
Approve Consent Agenda
9. Consider Items
Removed from Consent
General Ordinances for Adoption
2015 Audit Presentation
Finance Director Jason Schirmacher introduced Auditor Matt Mayer from the firm
of Bergan KDV, Ltd. for an overview of the 2015 annual audit report, the audit
process itself and any required disclosures or findings. Mr. Mayer
congratulated the City of Roseville on their "Certificate of Achievement for Excellence
in Financial Reporting" presented again this year for its comprehensive annual
financial reports award-winning report, and recognition by other jurisdictions
for that effort.
provided were entitled: "Comprehensive Annual Financial Report," "Communication
Letter," and "Reports on Internal Control and Compliance with Government
Auditing Standard and Legal Compliance" for fiscal year ended December 31,
presentation included a review of the General Fund budget to actual for 2015;
and a financial analysis by fund: the General Fund, Tax Capacity, Levy and
Rates; and the following Enterprise Funds: Water Fund; Sewer Fund; Golf Course;
Solid Waste Recycling; and Storm Drainage.
recognized improvements in the Golf Course Fund in 2015 due to an extended
season and favorable weather, but recommended ongoing diligence in monitoring
that Fund going forward. Mr. Mayer also recommended caution in monitoring the
Solid Waste Recycling that was significantly supported through grant funds form
Ramsey County. Mr. Mayer noted the Storm Drainage Fund's strong financial
condition even after transferring funds to the Water Fund.
Mr. Mayer referenced
their firm's minimal finding of material misstatements detected as a result of
audit procedures that had been corrected by management, specifically adjusting
amounts due other governments, and adjusting compensated absences.
At the request
of Councilmember Willmus specific to the approximate $468,000 pending in
property tax appeals with Ramsey County, Finance Director Chris Miller advised
that no broad update is available as to when outcomes may be resolved, with
only one settlement reported to date and resulting in $1,800 back to the City
of Roseville. Mr. Miller noted the more significant property appeals were
still pending (approximately 12), but he anticipated their resolution yet this
year, at which time the City Council would be advised accordingly.
Enterprise Fund graphs in the audit report, Mayor Roe sought clarification as
to whether capital funds entered into the figures represented as operating revenues
responded that capital didn't really enter in, as these addressed spendable
resources and provide a net position number. Mr. Mayer stated that the expenses
category for capital occurs through depreciation over the next twenty years, a
challenge in evaluating funds under that context, when the city actually used
funds to address capital needs.
On a related
note, Mayor Roe noted in the General Fund and other Funds, it addressed
operating revenues versus operating expenses, noting much funding comes from
non-operating revenue such as property taxes and other governmental sources.
Mr. Mayer used
the Solid Waste Recycling Enterprise Fund as the best example for operating
revenue, basically serving as an exchange transaction for taxpayers receiving a
good or service and the city receiving a revenue stream, in addition to a grant
from Ramsey County making up the bulk of the rest of the funding requirement.
Mr. Mayer noted the need was to evaluate the fund on whether or not the
revenues are sufficient without the grant to fall back on; such as the city currently
did with its Water Fund and Sewer Fund and their rate structures to keep them
tax-supported funds, Mayor Roe noted it was much more confusing to the reader
because operating revenue is actually only a portion of the revenue generated
through an activity, even though that activity may be mostly funded by other
Mr. Mayer noted
the city's operational goals to cover those needs; using municipal golf courses
as examples of challenges, causing some jurisdictions to move them to a more
governmental-type structure. However, Mr. Mayer again recognized the great
year the golf course had experienced in 2015, so therefore, he wasn't too
alarmed. Mr. Mayer suggested this may be a decision the city chooses to make
in the future, in moving the golf course into a government or recreational
Golf Course Fund, Councilmember Laliberte noted that the Clubhouse Task Force heard
from several other municipalities funding capital needs versus daily
operations. Councilmember Laliberte asked Mr. Mayer if he was aware of other
examples that may be helpful or ramifications in moving the golf course into a
government or recreational fund versus an enterprise fund.
responded that in an enterprise fund, user fees would fund both operational and
capital expenses, unless in order to provide this service or program, capital
needs will need other city resources as well. Mr. Mayer advised that this
became a policy decision, but created an indication to him of potential
benefits in moving toward a governmental or park and recreation type of fund.
McGehee asked if the City's Water Fund fully funded through generated user fees
was typical of what he found with other cities or if there was another way to
look at that fund similar to what he'd addressed for the Golf Course Fund.
stated that he found Water Funds to typically be funded by user fees in most
cities; but when capital needs arise, the question then became how best to
approach that. Typically, Mr. Mayer reported that Roseville was unique in covering
capital needs exclusively through user fees without incurring debt or using
special assessments. Mr. Mayer noted that this was determined by individual
city philosophies and the availability of other means to fund capital needs
(e.g. grants, debt financing, etc.). With Roseville's "pay-as-you-go" philosophy, which he found a good thing, Mr. Mayer noted it did result in
funding challenges, such as the city found in 2014 when it undertook a significant
project. At those times, Mr. Mayer noted that the city needed to look to other
funding resources (e.g. Storm Drainage Fund).
clarified that the City made a policy decision in 2014 to pay off the internal
loan between the Water Fund and another fund; and noted that all of those costs
had not been incurred in 2014, but had included paying off the internal loan
from previous years.
McGehee moved, Etten
seconded, acceptance of the 2015 Annual Financial Report as presented.
thanked city staff for their excellent work, expressing his personal
appreciation of another clean bill of health.
Ayes: McGehee, Willmus,
Laliberte, Etten and Roe.
Public Hearings and Action Consideration
Business Items (Action Items)
Organizational Budget Priorities
Trudgeon advised that, in an effort to have a more systematic approach for
services provided and budget requests, staff reviewed the City's mission
statement, community aspirations, the 2014 community survey, and 2016 City
Council priority planning document (PPP) as part of their 2017 internal budget
Trudgeon noted this resulted in each department head bringing forward five
organization-wide priorities based on those documents and what they perceived
to be the organization-wide needs. With this broader process, Mr. Trudgeon
reported that those submissions led to thirty-five different ideas on what
priorities should be included in the 2017 budget; with department heads subsequently
meeting to regroup those priorities into five larger categories as submitted.
Mr. Trudgeon advised that this exercise served to strengthen relationships
among departments for allocation of financial resources, and contrasted with past
independent departmental budget cycles rather than this citywide viewpoint.
Mr. Trudgeon noted this provided a sense of organizational priorities and
allowed management staff to evolve out of past department-centric formats to
move toward this new organization-wide priority-driven framework.
Trudgeon advised that this first look was not intended to define costs, but
allow a broader discussion of the merits of proposed initiatives; with costs
coming forward for those approved priorities as part of the subsequent process,
including other funding sources and new levy dollars. While there may be a
desire to talk specifics and better understand financial ramifications, Mr.
Trudgeon asked Councilmembers to recognize that this initial discussion is only
the start of the process.
Trudgeon advised that each department head was available tonight, and would
participate in and weigh in on organizational priorities, hopefully creating a
free-flowing discussion. As part of the process, Mr. Trudgeon advised that
other budget impact items and a proposed process calendar were included for
feedback from the City Council tonight as well.
Trudgeon introduced the presentation, showing the initial priorities and the
five areas subsequently identified by city staff, as detailed in the Request
for Council Action dated May 16, 2016, with specific items addressed under each
priority with an overview of each initiative by individual department heads, followed
by Councilmember and staff discussion.
Health Liaison Officer
Rick Mathwig reviewed the intent of this proposed new position and
rationale for department heads agreeing to and seeing it as a priority.
pointed out that, within the metropolitan area and extending as far as Rochester,
MN, there were no beds or psychiatric appointments available. While this
position may be a good thing, Councilmember McGehee opined we as a state had
failed, and since services aren't available for a significant number of people,
with an estimated 30% to 40% of those incarcerated in correctional institutions
having mental health issues, that needed to be kept in mind with this request.
McGehee asked how this linked into staff's training for mental health crises to
avoid a repeat of past episodes, which was important as well.
advised that the department always tried to avoid any deadly force
confrontations, and continued additional training as mandated for all new
police officers by the Minnesota Board of Peace Officer Standards and Training
(POST). Chief Mathwig noted that all stated are not doing so, but this was a
new mandate in Minnesota. Chief Mathwig advised that the University of
Northwestern offers a POST-certified education and training program. For
clarification, Chief Mathwig advised that to his knowledge, no police officer
had been hired in the last 28 years without going through POST training whether
or not they had military training beforehand, unless having previously served
as a police officer in another state where you could be initially excluded from
that immediate POST training.
Laliberte agreed that the mental health situation in Roseville and other
communities was serious and should be paid attention to by all local governments.
Councilmember Laliberte stated her hope was that legislation this session would
have addressed that, but apparently it had fallen aside. Therefore,
Councilmember Laliberte questioned if there were grant available for increased
mental health-related training or for the additional officer position, similar
to that offered in 2006.
advised that the city has routinely applied for grants, but ironically
Roseville's crime rate is not high enough to be in a position to receive a
grant; and he was not aware of any new grant legislation being proposed.
Etten noted that the Chief had read off a Madison, WI job description, and
asked if Chief Mathwig saw similarities for the proposed job description or job
performance for a Roseville mental health liaison officer.
McGehee opined that the entire policing philosophy and organization is
different in Madison, WI related to this aspect.
Transition to Full-Tim Firefighters AND Employee Safety & Los Control
employee safety and loss control efforts, Fire Chief Tim O'Neill noted
that this had primarily been handled through the City's Finance Department for
many decades, and only last year had been taken over by the City's Fire Department.
Chief O'Neill noted that the majority of Fire Department efforts were comprised
of Office of Safety and Health Administration (OSHA) education and training,
and it made sense for the Fire Department to coordinate those plans and
training organization-wide, as it did with emergency management training.
Chief O'Neill reported that biggest part of the budget for this initiative
involved the contract with the ILC Company for the educational component,
ongoing reporting requirements, as well as following through to assist the city
if or when it received an OSHA audit, and was ongoing. Chief O'Neill advised
that this had never been a line-item budget before, but now for the first time,
a preliminary budget of $12,000 as has been historically expended was now
specifically identified in the General Fund. Chief O'Neill noted this would
identify that actual expenditure, similar to the allotment of emergency
management, allowing staff to more clearly show actual expenditures each year.
Specific to the
ongoing transition to full-time firefighting and operating under the new pilot
program for multi-jurisdictional response of the "closest available unit," Councilmember Willmus asked if the city was seeing a shift in response times
under that new model and in operating with neighboring communities.
clarified that the pilot program had been authorized by the Roseville City
Council, but had yet to be started. Chief O'Neill advised that the hold-up was
on the dispatch side and coordinating all fire department and response
equipment locations through GPS, not available for all equipment, with Roseville's
units having that capability. With an anticipated launch in September or
October of 2016, Chief O'Neill advised that the response times would be carefully
monitored by each department and dispatch; with that data available next year.
At the request
of Councilmember Etten, Chief O'Neill advised that the Fire Department had no longer
been hiring or training part-time firefighters for about five years. As to
where and how those remaining part-time firefighters remain, Chief O'Neill
advised that some continued to serve because they loved their firefighter
positions and serving their communities; others liked the part-time income and
had become used to it supplementing their regular jobs; and others were nearing
the end of their careers and trying to achieve vesting for their retirement
goals. Chief O'Neill noted that, as anticipated, the attrition rate continued
to drop through retirements mostly.
If the City
continues to move to or moves faster than originally anticipated toward the
full-time firefighter model, Councilmember Etten questioned if some of those
remaining part-time firefighters would be cut off before they became fully
assured that would not be the case at all; with the concept and intent all
along being to have people leave through attrition; and offering that the city
would not end the program from their side unless the remaining part-time
firefighter positions continued to drag on a few decades from now.
At the request
of Councilmember McGehee, Chief O'Neill reviewed the vesting process and timing
with increased pension potential for every year of service, and age-related
McGehee opined that this should be a topic of discussion going forward, whether
or not part-time firefighters had grown accustomed to a second income, since
the city continued to expend considerable funds annually for turnout gear
whether for part- or full-time firefighters. Councilmember McGehee opined this
was an expense residents should be aware of and that as city government should
be looked at. Councilmember McGehee noted the concern was not to intentionally
cut someone off, but if at year 10 it was determined that there was no reason
in any longer delaying going to a full-time department, there should be no
reason for the city to continue carrying part-time firefighters.
Specific to measuring
response times once the pilot program for closest unit responding is started
this fall, Councilmember McGehee asked that the reports to the City Council be
of sufficient detail to show actual markers and times for when the calls
originally come in to dispatch, when the Roseville department received the
call, and when they arrived at the scene.
clarified that the information was already available today on every call: from
the time the 9-1-1 call was answered by dispatch, when received at the
Roseville queue, when the unit was out the door, and when they arrived on
scene; all data captured today.
McGehee asked how it was determined to move the employee safety and loss
control from the Finance Department to the Fire Department.
responded that the City's Assistant Finance Director had performed the duties
for a long time and had been good at it; but when she moved on about 1.5 years
ago, internally during a department head meeting, staff had evaluated whether or
not that was the right fit for the Finance Department, and determined that it
seemed to be a better fit for the Fire Department, given their coordination of
other employee training citywide. Chief O'Neill advised that his department
enjoyed training, and offered to give it a try, and now after eight months into
it, originally being an adventure in learning, a good foundation had been
established to move forward. Chief O'Neill noted that another component was
that the Fire Department's current Administrative Assistant had performed those
duties in another city they'd worked for, including maintaining OSHA logs and
compliance requirements, making the transition even better. Chief O'Neill
expressed his hope that the duty would improve annually and that training would
continue to be enhanced for employees versus being stale and boring, but more
exciting and enhancing overall safety aspects for city staff and Roseville
Trudgeon gave credit to Chief O'Neill and his Department for taking this on.
Mr. Trudgeon noted that staff continued, at their frequent department head
group meetings, to discuss how to better position the city and its staff and to
be better trained. Mr. Trudgeon noted the duty was not a perfect fit in the
Finance Department and opined that by shifting this duty, it freed up Finance
staff to allow them to focus on more important finance issues for the city and
Laliberte thanked Chief O'Neill and his staff for stepping up and taking that
on. Councilmember Laliberte sought clarification on whether this was a budget
item when part of the Finance Department, with this being the first time it was
Director Chris Miller clarified that it had always been contracted out, but
coordination was now just shifted from the Finance Department to the Fire Department
as noted by Chief O'Neill.
Investment - Pathways & Parking Lots
Trudgeon noted this initiative didn't include recent City Council discussions
for making connections with various segments throughout the community; but
would be incorporated into this effort. Mr. Trudgeon clarified that that
component would be new infrastructure, and not addressing maintenance of
existing pathways and parking lots as this was originally intended to do.
Mayor Roe asked
how sustainable the fund balance looked for annual pathway and parking lots.
Director Marc Culver responded that with some minor tweaks, the fund
fluctuated from year to year, and only a small fund balance at this time, but
not sufficient for a full budget year for any significant work.
equipment lifecycles for that increased investment in maintenance of pathways
and parking lots, Councilmember Etten asked at what level maintenance is being
done, given typical Minnesota winters and complaints about that current level.
Councilmember Etten asked if the city is able to respond at its best level,
good, or just making do.
Recreation Director Lonnie Brokke responded that this addressed ongoing
maintenance, not sweeping; and involved capital needs, not operational needs;
simply the rehabilitation, repaving, or replacement of segments.
At the request
of Councilmember McGehee, Mr. Culver clarified that this was maintenance at the
Plan Update (Comprehensive Plan)
briefly summarized this item, noting it would be incorporated in the
comprehensive plan update accordingly.
Volunteer Recognition Efforts AND Volunteer Management Software Support
Trudgeon reviewed volunteer management software, not included as a budget line
item at this time, but his intent to include it as such for better tracking.
Employee Tuition Reimbursement Program AND Enhanced Employee Training &
Trudgeon noted this involved only an estimated $5,000 in resources for employee
incentives for personal development beyond on-the-job training, and to enhance
hypothetical perspective, Councilmember Willmus asked what a typical scenario
was for employee training and development, as far as degrees.
Trudgeon noted that may involve an employee pursuing a Masters Degree within
their chosen field or to finish their Associates of Arts Degree; but noted with
a total reimbursement per employee limited to $1500 annually, it was intended
to encourage employees to improve themselves, in addition to other financial
resources that might be available to them. Obviously when investing in
employees, Mr. Trudgeon stated the desire was that they stay employed and use
those skills, but the reality may be that they don't remain employed for long
after advancing their education. Mr. Trudgeon stated that was one reason to
limit the amount of money available for that advanced education.
Willmus stated that he felt strongly that, if that incentive was offered, a
component of it be a commitment by the employee to a certain amount of time -
whether through loans or grants for education purposes as done by some federal
government programs. Councilmember Willmus opined he was not into having the
city become an educational stepping stone for future advantages elsewhere.
Trudgeon stated that typically, this had not been the city's experience, but
recognized it was a possibility, and offered to look into Councilmember
Office Assistant (part-time)
Trudgeon advised that this part-time position at 20 hours per week would be
intended to provide basic clerical support. With continued mandates for the
Human Resources Department to provide healthcare reporting, including overturn
of employees and individual employee benefits, Mr. Trudgeon advised that the intent
would be to put these resources in that direction to free up the Human
Resources Manager for larger items versus tasks, and ultimately benefit the
City Manager Position
Trudgeon noted past discussion about reinstating this former position or
creating a new position. Mr. Trudgeon noted this would allow having an
Assistant available in the Administrative Department to better manage administrative
department functions. Mr. Trudgeon noted that he currently oversaw all core
operations on a day-to-day basis as well as the overall management of the city
organization. Mr. Trudgeon opined that would allow the City Manager to provide
better oversight of all departments; carry out strategic initiatives for the
benefit of the community and the city organization; and be more proactive in problem-solving
for the organization. Mr. Trudgeon also noted this would allow the City
Manager to think "bigger picture" and be more involved in the community; and
ultimately would help the organization's overall health, allowing for better
internal services to staff and the City Council, including City Council packet
preparation and city clerk functions.
Councilmember Laliberte asked how and why this position had been eliminated in
the early 2000's.
City Manager Trudgeon
advised that his research indicated that the position had been eliminated in
the 2003 budget, but wasn't clear why that action had been taken, but he
suspected it was financially motivated.
McGehee stated it was a budget move during big efforts to hold the annual city
levy flat or negative. Councilmember McGehee opined that the position at that
time had proven extremely useful and provided an additional knowledge base at
City Hall for residents to contact. Councilmember McGehee further opined that
it was a nice position and made the city better. While staff needed to
identify all cost ramifications for reinstating the position, Councilmember
McGehee opined that it should be considered.
At the request
of Councilmember Laliberte, City Manager Trudgeon advised his recommendation
would be to transform the full-time Assistant to the City Manager position,
formerly held by Ms. Collins, to an Assistant City Manager position.
noted this position had been tossed around for years; and while he was
initially supportive it as a positive, he would want to see the net dollar
amount created through the various transitions in positions.
referenced people and resources shifted in the current 2016 budget cycle to
provide additional assistance to the Human Resources area, and asked for
clarification as to that situation.
Trudgeon advised that no actual persons to-date had been shifted to that area. However, with the significant experience of Human Resources personnel the city
was seeing more dedicated time in this one-person department. Mr. Trudgeon
noted that initial implementation of the HRIS system had problems, but was now
working as it should and making operations run smoother. However, Mr. Trudgeon
cautioned that an upgrade to the HRIS system was forthcoming, and when
upgrading to a new version, he couldn't guarantee there would be no
ramifications. But, Mr. Trudgeon noted it was now easier for employees to
access their benefits and self-enroll. To clarify, Mr. Trudgeon advised that
no additional staff resources had been added to the Human Resources function,
just efficiencies realized by the current work force.
Mayor Roe noted
than an intention of taking one position from part-time to full-time in the
previous Administration Department reorganization was to provide more support
for the human resources function, but that intention had not been realized by
that change, with other duties taking up the additional time instead.
Trudgeon agreed that was correct; advising that reporting requirements for the
Human Resources function continue to grow exponentially.
As noted by
Councilmember McGehee, City Manager Trudgeon stated that, with the improving
economy, the city was seeing more movement of employees to other opportunities,
as well as ongoing retirements.
McGehee opined that having someone knowledgeable about day-to-day issues and
operations of the city was key if and when the City Manager was out of the
office or otherwise unavailable.
Mayor Roe noted
that those retiring at the top of their skills and earning levels, and their
replacement by employees with less experience and time on the job may allow for
some net gain to the city in salary and benefit savings; or at least factor
into the net annual budget costs.
Mayor Roe noted
that to some extent in the private sector, employees are expected to stay with
the organization after receiving educational assistance from that employer.
Trudgeon agreed that providing those education opportunities could address
At the request
of Councilmember Laliberte, City Manager Trudgeon advised that more detailed
information would be provided to the City Council for their decision-making as
it related to the Assistant to the City Manager versus an Assistant City
Manager position, and how it was actually envisioned.
cautioned that one thing the City Council needed to be cognizant of was that
labor was the city's biggest cost. Therefore, Councilmember Willmus opined
that a balance was needed between retaining good employees while not crossing
over the threshold. Councilmember Willmus noted there would always be some
level of turnover, and while the city wanted to remain competitive and provide
value to Roseville taxpayers, some employees would still choose to move on.
Councilmember Willmus opined he didn't necessarily see that as a bad thing; and
the City needed to realize it may not be able to compete with cities such as
St. Louis Park or Edina.
Permitting and Licensing Software
conversation was needed, City Manager Trudgeon noted there was a definite need
to discuss how the city delivered services moving forward. With multiple and
diverse hardware and software currently being used, Mr. Trudgeon noted that
communication between those systems wasn't always easy or even possible, and
needed serious review. As far as the 2017 organizational priorities, Mr.
Trudgeon advised that staff didn't feel comfortable proposing to the City
Council a definite plan of action until they had done further due diligence.
However, Mr. Trudgeon alerted Councilmembers to watch for additional information
in the future, including an expansive Volgistics database program as one
Community Development Director Kari Collins advised that during her short
tenure in the department, she saw an obvious need to upgrade the current
Community Development Department permitting software to streamline processes
versus hiring additional staff to do so. Ms. Collins noted that the City's
financial software, Springbrook, had been purchased by EXCELLA and was now offering
packages that were fully engaged and ready to be merged. When reviewing these
Community Development Director Collins reported that city staff had been
collaborating more than ever between departments, but had not yet clearly
identified software packages that were inter-relational for all departments.
As to integration, as Springbrook does upgrades down the road, Ms. Collins
noted the city would see the effects; making permitting and transactions by
contractors and residents easier. Ms. Collins reported that her past
experience in another city setting had shown a 60% increase in electronic
permitting applications. As the various modules were coordinated and able to
talk among and between all departments, Ms. Collins noted it would finally
allow communication with each other form one platform with each application.
For example, Ms. Collins noted the verbal communication between staff in
various departments as they reviewed projects and applications as the
Development Review Committee (DRC) could be handled electronically under one
platform to see where an application or development was at in the process.
On the user side,
Interim Community Development Director Collins advised that a realtor or
developer could simply plug in an address to find what records the city had
involving a land use history and other information before proceeding further.
Ms. Collins admitted to being excited about the possibilities, and noted the
intent would be to utilize Community Development fee-supported funds to start
streamlining and collaborating as an organization.
Willmus asked if other municipalities in Minnesota were using this software.
Community Development Director Collins advised she wasn't aware of any in
Minnesota; but her predecessor Paul Bilotta had reported that the City of
Corvallis, OR was now using the EXCELLA software, and she understood the State
of Oregon had claimed it as their official software. While used in various
entities, Ms. Collins stated she was not aware of any other in Minnesota.
Community Development Department being fee-based, Councilmember Willmus
questioned how tracking time in other departments is done and how net costs for
the new program would be tracked (e.g. training, internal users, etc.).
Councilmember Willmus noted problems experienced with some of the past software
Community Development Director Collins advised that some training would be
included in the initial licensing fees that would depend on how that licensing
was handled, and whether a percentage was applied to future permit fees, such
as a 1% technology fee or whatever percentage was needed for the city to recoup
At the request
of Councilmember Willmus, Interim Community Development Director Collins
confirmed that each department would be required to purchase its own license.
Councilmember Willmus asking what other software programs are available or
familiar to staff, Interim Community Development Director Collins reviewed some
of those software programs, but opined they were more watered down systems,
often used by other municipalities, but not as attractive from a GIS standpoint
or in merging with the current Springbrook financial software program and
Outreach in SE Roseville
Recreation Director Brokke reviewed the intent to bring programming to the
Marion Street neighborhood versus them coming to the program, basically due to
a lack of transportation. Mr. Brokke noted this could serve as a pilot program
for areas of the community in the future; and was essentially targeted to
children when they were out of school and could be situated with group leaders
on site at various parks. Mr. Brokke reviewed the "Passport to Play" program
for ages 4 - 10; and the "Leaders in Training" program for ages 11 - 15; found
popular in other areas of the community and other communities, specifically
geared toward new Americans and acclimating that option with other programming
in the community.
Specific to the
1716 Marion Park property, Councilmember Willmus noted that with the playground
equipment grant not being received from U. S. Bank, would the park development
come to fruition or would it develop in some other direction. Councilmember
Willmus noted this proposed program was broader for other parks and was a
bigger project. However, Councilmember Willmus asked if there were other parks
in the SE Roseville area having a direct connection to Karen community housing
that could be used; or wasn't defined to this one parcel.
Recreation Director Brokke responded affirmatively that other connections were
available and the programs didn't hinge on that one park, but had stated
conversations about them.
From a policy
perspective, Councilmember McGehee opined that this proposal sounds more top
down from the city and Parks & Recreation Department rather than play space
acquisition and types of activities; with providing input from residents as to
what they actually wanted. Councilmember McGehee noted discussions had also
been held that involved having a place for the elderly and others in that
community to be involved; as well as bringing pieces to them such as through
the Police Department and/or Ramsey County Health Department and Library
system. Councilmember McGehee opined that she did feel it was important to integrate
this community in what the city already had to offer at other parks, but the
first place to start needed to be with them and their comfort level.
Recreation Director Brokke agreed with that point, opining that this was just a
small start to begin working with the Karen community and get their input,
building from there; with this intended as a program start to make those connections.
opined that from his perspective, most of the rest of the Roseville community
engages in recreation programming already based on their knowledge of those
programs and services; but this served as an effort to be proactive and bring
offerings to those in the community who may not know how to engage or have
transportation to engage. Mayor Roe opined that his takeaway is that the Parks
& Recreation department, whether through new parks or upgrades to existing
parks, is to engage people in the process versus imposing something they might
not find appealing.
Recreation Director Brokke Lonnie stated this outreach would be no different
than those previous processes.
Etten expressed his personal appreciation for the "Leaders in Training" program, citing a recent example and ideas shared with an area fourth grader.
Laliberte stated she understood this from a broader perspective and how people
normally engage to collect and disseminate ideas; but also incorporating
outreach into already existing programs.
At the request
of Councilmember Laliberte, Parks & Recreation Director Brokke confirmed
that this initiative would involve personnel and supplied.
Laliberte noted that in the "big list" of priorities before these five combined
categories, the elderly services under demographic changes seemed to have
Trudgeon advised that, as the bigger list was vetted, in this one social equity
and delivery of services were incorporated for areas not typical accessed.
Under a citywide idea, Mr. Trudgeon advised that as partnerships are built,
this would be a starting point, and those areas thought to be more immediately
feasible were included, with others still in the thought process for future reference.
In terms of
that specific elderly demographic change, Councilmember McGehee spoke in
support of getting it back as a significant part of current demographics,
opining there would be little dramatic change in the foreseeable future related
to a growing elderly population.
agreed and noted they were part of the demographics of program users already.
also agreed with his colleagues, and suggested when demographics change,
something should in turn be incorporated into the PPP initiatives as well, and
plugged into that document to look at changing demographics in overall
Transportation Plan (Comprehensive Plan)
noted, Public Works Director Culver advised that an update of the city's
transportation plan and various components would be part of the comprehensive
plan update itself. Mr. Culver noted his intent to make it a deliberate part
of the process to update the Pathway Master Plan through receipt of additional
public input on prioritizing future segments as well.
Community Development Director Collins spoke to the work she and Parks
& Recreation Director Brokke were doing to incorporate the Parks Master
Plan with the remainder of the comprehensive plan, including additional and ongoing
input being received by staff from the Metropolitan Council (e.g. climate
change, equity planning, health impacts and other periphery items). Ms.
Collins referenced the preliminary timeline put together by staff for
discussion at future City Council meetings, with the Planning Commission
scheduled for their first view of the proposed overall scope and initial drafts
of Requests for Qualifications (RFQ) and Requests for Proposals (RFP), and
impacts based on community engagement and corresponding costs. Ms. Collins
stated staff's intent to provide a sufficient range of review to perform the
update right every ten years.
ensued as to potential timing of the process and overall scope based on
engagement strategies; request that staff provide additional emails from the Metropolitan
Council and other staff notes to help inform the City Council as they start the
process and decision-making cycle; and links for the City of Roseville through
the Metropolitan Council's website.
forth by Councilmember Willmus, City Manager Trudgeon noted that part of the
discussion will involve how involved the city wants to get with the update,
given it's a fully-developed community.
Mayor Roe noted
the timing also needed for sufficient public review and comment.
McGehee opined that the last time breaking down into small subgroups within
neighborhoods and the community for that review was missed. Councilmember
McGehee spoke in support of concerted input from those areas with pieces to
allow residents to respond versus only having an upper level touch.
Willmus spoke in support of the Imagine Roseville 2025 community
visioning process and engagement models, suggesting they be incorporated in
this effort as well to ensure broader input.
suggested incorporating the Park Master Plan process as another successful
noted that past updates had never pushed back to the Metropolitan Council to
look at their transit services in this area; and cited several examples about
the lack of transportation or connections in various areas of the community
(e.g. SE Roseville). Councilmember Etten suggested it was hard to encourage
immigrants to use public transportation to get to work when there was limited
services and insufficient room on those buses. Councilmember Etten recognized
the significant population density at Rice Street and Larpenteur Avenue on all
sides of the intersection. Councilmember Etten suggested identifying those
areas of concern and identifying ways for the City of Roseville to push back
about unmet needs by the Metropolitan Council to at least get on their radar.
Director Culver noted that the Metropolitan Council would ultimately review
the city's comprehensive plan, allowing Roseville residents and the City
Council to make specific comments on current transit services and the desire
for improvements. However, Mr. Culver advised that he couldn't guarantee their
receptiveness with no available mechanism to force improvements; but opined
having that public voice and subsequent comment from the Metropolitan Council
on those public comments would at least get things out in front of them.
Mayor Roe noted
with the last update, the System Plan that came forward removed a transit
corridor through Roseville, and as specified by Roseville in their
comprehensive plan update, the corridor had been inserted again. Mayor Roe
suggested a broader voice from several jurisdictions may be an example of influencing
outcomes; noting that the Rice Street corridor had been identified in the not
too distant past as a main north/south corridor in the region.
McGehee noted the need for cross connections for residents as well as those
public transportation offerings on major roadways. As an example, Councilmember
McGehee advised that the School District had to provide transportation for
elderly residents and program participants to recreational and/or educational
facilities at the Fairview Community Center due to the lack of public
Mayor Roe, with
concurrence from Councilmember McGehee, also noted, from conversations at new
immigrant forums, opportunities to train people to use the public
transportation system were not feasible as that public transportation didn't
exist where they lived, therefore they couldn't get to the site and learn to
opportunities present themselves during the process to get areas of importance
for Roseville to the attention of the Metropolitan Council, Councilmember
Laliberte encouraged taking advantage of those opportunities. As an example,
Councilmember Laliberte referenced the new housing development on Dale Street
that was reliant on a bus stop being there, with there currently being no stop
nor one planned as an option for those residents.
spoke in support of strengthening collective efforts with the Cities of St.
Paul and Maplewood, and Ramsey County to approach transit needs and getting
that information back to the Metropolitan Council, since this impacts a broader
area than just the City of Roseville.
Mayor Roe noted
that the SE area under discussion and involving those various jurisdictions
involved three different Ramsey County Commissioner seats; and agreed with the
point of Councilmembers Etten and Laliberte that this created a great
opportunity to have a united voice on some of those issues that inform the
broader comprehensive plan process.
Priority Planning (PPP) Initiatives
Housing/Economic Development & Infrastructure Sustainability
Trudgeon briefly reviewed these initiatives as previously discussed as part of
the PPP document and process.
Willmus spoke in support of partnering with SE Roseville housing developers,
whether AEON or Common Bond or both, to proactively come up with solutions.
Councilmember Willmus admitted that may take dollars, a viable plan, or some
other type of participation by the City of Roseville.
Economic Development Staffing Programs
Trudgeon advised that staff was going through the process now, and would be
providing recommendations in the near future to continue moving forward;
whether that involved program or staffing changes, or hiring of outside
Trudgeon noted that investment in infrastructure was ongoing and important; and
ultimately embedded in all the other areas.
Council Input about Initiatives
Trudgeon sought input from the City Council in general about these proposed
organizational priorities and initiatives; or things that were not being
addressed that should be.
various and overall technologies, Councilmember Laliberte noted the need to pay
attention to that, since the city had invested in various software programs
to-date that didn't work across the organization and/or with other software
programs. Councilmember Laliberte stated that it would be helpful to her to
have a better understanding of the strengths and weaknesses of those existing
technologies and software systems; and what is needed to fix the gaps and make
them more consistent.
Trudgeon responded that this was certainly an important issue and needed
further discussion internally and at the city council level throughout the
remainder of the year. Mr. Trudgeon stated he anticipated that staff would be
prepared to discuss that in more detail, but advised that they had not felt
comfortable in doing so at this time without having additional answers
available. Mr. Trudgeon noted that all city departments struggled with this on
a day-to-day basis; including how to better allocate dollars to IT and
communicate better among those systems rather than having to resort to paper
As part of that
due diligence, Councilmember McGehee suggested looking into the LOGIS system as
a potential model, used in the SE metropolitan area with overarching groups of
municipalities belonging and a software group coordinating different packages including
state reporting requirements built into.
Mayor Roe noted
a pretty significant discussion in last year's budget discussion of the park
area and facility CIP needs; with staff tasked to bring a plan forward. Mayor
Roe reminded staff to make sure that was on the radar screen early on in the
process as directed by the City Council for a conjoined discussion versus a
disjointed one on timing for that issue. Mayor stated his interest in seeing
how that goes forward and tying it into the policy related to park dedication
fees and use of the remaining funds from the Park Renewal Program. Mayor Roe
noted the need to incorporate that with other areas in the CIP and identifying
other funding sources for those CIP needs as part of that broader discussion.
McGehee opined that the city had done a fairly good job looking at contract
services; but suggested continued diligence in more guidelines or ways to plug
in shared service opportunities.
Etten expressed his appreciation for this collaborative process. While he may
miss the detailed information provide from specific departments, Councilmember
Etten stated his preference for this unified staff approach evolving from past
territorial requests or "silo" thinking. Councilmember Etten opined this was a
great move for the city and thanked City Manager Trudgeon for implementing the
Councilmember McGehee also thanked City Manager Trudgeon for getting this
process on board and making it happen; noting elimination of the silos was a
top priority of the City Council.
consensus was to get the elderly demographic back in the process.
Trudgeon reviewed various budget impacts for 2017 as noted in the presentation;
2017 budget cost savings; potential 2017 levy cost savings and other components
of the budget process.
Trudgeon asked if there was anything missing before the July 18, 2016
presentation of the City Manager-recommended 2017 budget.
Mayor Roe noted
the missing details mentioned by Councilmember Etten, asking that staff
preliminarily plug those in between now and the next iteration, recognizing
they will not represent final numbers, but will serve to help inform the process.
supported by Councilmember Willmus, asked that staff provide another
opportunity for City Council feedback prior to the City Manager-recommended
budget presentation for staff to better determine how to allocate resources
based on that feedback, even if it meant a range of those costs.
Trudgeon agreed to provide hat look, suggesting June for that initial preliminary
look at numbers or a range.
At that time,
Mayor Roe also asked for another update on the status of tax appeals with
Ramsey County; any legislative impacts or updated legislation; single-family
and commercial market value calculations projected; and any other levy adjustments
or significant impacts to taxpayers for 2017.
Trudgeon sought feedback on the draft budget response card prepared by staff,
noting a decision was needed for the July/August newsletter deadline fast
Laliberte and McGehee stated they definitely wanted to use this method again.
McGehee provided several suggestions based on comments she'd taken from
residents last year: put "debt service" and "capital replacement" in separate
categories to enhance transparency issues; include the city's phone number on
the card; and emphasizing emailing more lengthy comments.
ensued regarding debt service and capital; with a lack of consensus on how much
information was too much or not enough.
Etten questioned how to effectively separate categories without making the
document too large; and suggested a footnote stating what each category
included; or a percentage of the total budget and reflection of taxes paid and
responses based on that; or some other method.
suggested simply separating each service into "operating" and "capital."
Laliberte stated she didn't want to take debt service and add it to Public
Works without knowing the value of the debt and operating for each category
without having a total column. Councilmember Laliberte questioned how to make
it clear what was part of the budget or levy, or what each referred to.
Willmus suggested the need to include the revenue side of the equation for each
category as well to fully understand, but didn't agree with breaking out debt
suggested keeping the post card simple provide an accompanying article provides
more detail. Mayor Roe provided a mock-up he'd created as a suggested part of
the detail for such an article.
McGehee opined the post card was straightforward and people understood it; with
Mayor Roe and Councilmember Willmus opining that the post card didn't show enough.
discussion ensued regarding debt service and an understanding by the public of
what that involved (e.g. no interest on borrowing for deficit spending) or how
to be more transparent and explain in more detail in an accompanying article.
spoke in support of Mayor Roe's suggestion for more detail in an article.
Councilmember Etten noted that the Finance Department had worked hard to create
something as clear as possible; but now everyone wanted different emphases; and
opined that a full-page article, with a simply post card as drafted by staff,
would address all concerns and allow sufficient pieces for the public to have
the full picture.
Mayor Roe noted
that the post card had served well in getting people talking and raising
Laliberte agreed with the simplicity of the post card and elaboration in the
article; noting the communications deadline for staff.
Trudgeon advised that the absolute drop-dead date for the printer for the newsletter
was June 1, 2016.
discussion ensued as to additional information or categories for the post card,
including debt service clarification versus operating costs with dissention on
how to split up some of those functions (e.g. City Hall); median value home
identification and share of city taxes for expenses/revenue each year; and the
goal of the post card to seek comment from the public on priority spending of
taxpayer monies or any areas suggesting a shift in focus.
Director Miller sought clarification of what the City Council was seeking for
feedback from residents: to drive what the City Council presented to them or to
evoke or solicit their comments. Mr. Miller clarified that the post card was
of the City Council's design, not his, and he wanted to make sure of their
intent, but at this point admitted he was struggling to find a consensus.
Willmus admitted that, when this post card was initially put together, he
questioned the simplicity of it and whether it provided useful information,
opining that he didn't find it useful at all. Councilmember Willmus noted that
a number of the comments received last year didn't even pertain to the budget,
even though he gleaned more useful information from those comments. Councilmember
Willmus opined that what he found missing was the context of each category and
how it impacted other areas of service or how each offset the other, which was
not spelled out. If the intent was to repeat this effort, Councilmember
Willmus asked that the expense and revenue sides both needed to be provided.
City Manager Trudgeon
sought more specifics for direction to staff, noting a lot of information and
context could be addressed in an article; with only a response card made
available without any categories or other versions as discussed. Mr. Trudgeon
noted that the article provided more freedom to explain, and suggested leaving
the post card without accompanying data.
Mayor Roe and
Councilmember Laliberte supported City Manager Trudgeon's recommendation.
Laliberte noted that, over the last 1.5 years, she continued to advocate for an
easy to understand way for the public to understand the budget, whether through
a pie chart or list; and at same time for last 1.5 years, saying give to people
in easy to understand way and she continued to advocate for that simple
snapshot. While it was difficult to provide everything, Councilmember
Laliberte spoke in support of a quick, easy visual for public information.
Councilmember McGehee concurred also; nothing that she found the cards useful
even if not addressing the budget specifically, but allowing for 250 residents
to provide additional input that were not usually heard from or attending the
annual public hearing on the budget.
agreed with the format and additional information provide in the article; and
expressed his appreciation as well for the additional feedback whether related
to the budget or not. Councilmember Etten agreed with Councilmember Willmus on
the simplicity of the post card that may have resulted in incorrect feedback
from the community due to its lack of detail that may serve to mislead some of
the City Council's decision-making.
Mayor Roe asked
if the framework being requested was to show budget expenditures by function
not just the impact to homeowners; with Councilmembers Etten and Willmus in
agreement and Councilmember McGehee disagreeing. As such, staff was so
fee-supported as well as tax-supported categories to be included in the article
information, Mayor Roe and Councilmembers were all supportive and staff was so
directed in visual format as well as in narrative format.
suggested City Manager Trudgeon and Communications Manager Bowman provide their
expertise in how best to present the information.
ensued on how to present the information graphically, whether or not to include
median home values and whether or not to include that in this new format; with
Finance Director Miller recognizing the intent.
Specific to the
simple graphics, Mayor Roe clarified for staff that the intent was not for the
postcard but in the article with detail, context and graphics included.
Mayor Roe recessed the meeting at
approximately 8:51 p.m., and reconvened at approximately 8:58 p.m.
Business Items - Presentations/Discussions
Zoning Notification Policy
Thomas Paschke briefly summarized staff's recommendations as detailed in the
Request for Council Action dated May 16, 2016. Mr. Paschke reviewed various
components as highlighted and staff's recommendations.
house notices (lines 22 - 39), Mr. Paschke advised that staff's recommendation
is to take that notice process under the Community Development Department realm
and control to provide better detail and more consistency versus the current
hit and miss process depending on developers and specific developments.
At the request
of Mayor Roe, Interim Community Development Director Kari Collins confirmed
that the costs will still be paid for by the developer as part of the
application process and remain entirely fee supported.
As noted, staff
recommended incorporating these recommendations as part of a pilot program for
future review prior to permanent implementation.
further reviewed renter notifications based on the in-house database now
available (lines 40-45).
At the request
of Councilmember Willmus, Mr. Paschke advised that for commercial buildings,
due to the frequency of turnover for office/warehouse uses, delivery would be
made to the generic suite or unit number versus a specific tenant of record.
development signs (lines 46 - 59), Mr. Paschke reviewed the generic sample
provided in the packet (Attachment B) with other information available online
or at city hall and provided staff's rationale in disseminating that information
via email from the city to those interested parties versus attempting to
provide specific project information on the city's website.
ensued regarding sign sizes; storage and installation; other examples and
generic information versus more specific supplemental information.
advised that staff could look into the cost of segregated, corrugated signage
of a smaller size in addition to more generic signage. Ms. Collins suggested,
if using the generic sign directing people to a number at city hall, it would
provide staff an opportunity to determine interest and in the context of that
information address potential notification areas.
suggested that most sites are proposed developments and land use changes; and
suggested keeping it simple.
suggested a QR code or scanned phone link for the generic sign for those
walking or biking to get additional information.
Ms. Collins reiterated
that a phone number is a great way for staff to track interest levels.
ensued related to other possibilities for greater notification (lines 61-68).
Willmus opined that he would not use NextDoor.com for this type of notice as
there was not consistent integration and it was used for less complex items and
differently by various users.
Mayor Roe noted
the availability of Speak Up! Roseville as well.
agreed that each NextDoor.com group managed their areas differently, and
questioned if the dynamics may change among those areas.
extraordinary notification (lines 69-88), staff reviewed their recommendations.
At the request
of Mayor Roe, Mr. Paschke clarified the intent for mandatory or city-required
Environmental Assessment Worksheets (EAW) of Environmental Impact Statements
(EIS) to address potential impact areas and notice distances with the goal to
reach as many people as are interested.
McGehee noted that all EAW's to-date in Roseville had been citizen-initiated
rather than city initiated (e.g. asphalt plant). Councilmember McGehee asked
that health, safety and welfare concerns be included as part of any EAW review
to address any other potential issues (e.g. Interim Use for concrete crushing
and greater impacts beyond 500').
noted that was the point staff was trying to make that whether tonight or for a
future topic of discussion, the City Council needed to select what uses in
these areas rose to that greater notification need. Mr. Paschke suggested that
needed to be a City Council discussion to direct staff and not a staff determination;
but needing City Council and/pr, Planning Commission discussion to establish
those parameters in code or via a policy for specific uses.
Mayor Roe noted
existing code language addressing those types of impacts; and suggested simply
referencing those having extraordinary impacts would suffice, while recognizing
there would still be subjective analyses for particular uses.
clarified that was addressed under performance standards. However, Mr. Paschke
also addressed when the clock started ticking for applications; and suggested
perhaps any Interim Use should be subjected to the extraordinary notification
suggested staff look at current performance standards and how language could be
inserted to address the extraordinary notice point.
McGehee suggested guideline stating until staff signs off on an application or
until they moved it to the City Council for a decision, the clock didn't start
questioned if that was even possible.
Mayor Roe suggested
language such as "If in the city's judgment, city code performance standards
may require an application would not be deemed complete until judgment was
made by the city that extraordinary notification was required."
Gaughan advised that, whatever requirements existed, the city would need to
clearly define them so the applicant knows before they submit anything whether
their application was complete or not. Mr. Gaughan advised that he wanted to
avoid any scenario where the applicant provided what they reasonably believed
to be a complete application, and the City Council or its staff used their discretion
to state they wanted more. Mr. Gaughan noted the city wanted its system to be
set up for clarity in determining what consisted of a complete application.
noted that was the rationale for the City Council to select uses, citing Twin
Lakes as an example and how that development was driven by the City Council
suggested a pilot program for the greater notification aspect of these
recommendations, allowing staff to flesh out some of the more detailed criteria
or extraordinary notification, using the remainder of 2016 to implement the
pilot program and then come back at year end to determine what is or is not
working (lines 92-95).
Councilmembers supported the pilot project concept.
Mayor Roe noted
the need to get the terminology right specific to extraordinary distance or
expanding notification areas.
Etten expressed appreciation for the greater types of notification.
Willmus spoke in support of the pilot project, but noted his long-term concerns
with use of NextDoor.com, sign size, and ads in the Roseville Review
given the lack of reliable delivery citywide.
McGehee spoke in support of the city taking back the open house process for
more consistency; and expressed her support for the pilot program for renters
as indicated and year-end report on their interest level and feedback on the
methods being used. Councilmember McGehee expressed her interest in having the
city newsletter issued more frequently to make it more up-to-date and timely
with current happenings, including this type of issue.
At the request
of Mayor Roe, Ms. Collins and Mr. Paschke reviewed lines 61-68 of the report
for more clarity, including increased radius of 1000'; staff's preparation and
distribution to attendees of a summary of discussion at the open house; cost of
additional staff services applied to applications; and publication in the Roseville
Review as noted.
advised that staff would begin modifying code as discussed; but would not bring
them forward for implementation prior to the end of the pilot program.
ensued specific to Conditional Uses (CU), and without objection, Mayor Roe
suggested that any CU and Comprehensive Plan and Zoning Code text amendments
tied to a particular development would be subject to the developer open house
requirement based on it running with the land, such as with zoning or map
changes, and to be considered as part of future code updates.
duly noted that directive.
City Manager Future Agenda Review
Trudgeon provided a preview of upcoming agenda items.
Noting that the
1716 Marion Street discussion was tied to SE Roseville visioning, Councilmember
Willmus asked that staff incorporate that into their report on May 23, 2016;
duly noted by City Manager Trudgeon.
As noted by
Councilmember Laliberte and the need to publically notice the discussion, City
Manager Trudgeon reported that he was anticipating scheduling the Neighborhood
Association Task Force report and recommendations for the June 20, 2016
Councilmember-Initiated Items for Future Meetings
McGehee asked that upcoming budget discussions include the cost for a more
frequent city newsletter, since it was clear it reached the largest number of
Noting that the
City had just recently awarded the newsletter printing contract to a new
company, Councilmember Laliberte suggested soliciting cost estimates from that
firm sooner rather than later based on their bid.
concurred it made sense to seek that information from that firm first.
Trudgeon duly noted the request; noting that there were other related costs as
well, including a tremendous amount of staff time if the newsletter went from
quarterly to monthly.
Mayor Roe announced that, in
accordance with Minnesota State Statutes Chapter 13.D and exceptions to Open
Meeting Laws, he would entertain a motion to move into Closed Executive Session
for the purpose of discussing development of a potential offer for acquisition
of 0 and 0 Cleveland Avenue (SE Corner of County Road B and Cleveland Avenue).
Etten moved, McGehee seconded,
recessing the City Council meeting at approximately 9:34 p.m. and convening in
Closed Executive Session, per State Statute.
Ayes: McGehee, Willmus, Laliberte, Etten and Roe.
Mayor Roe convened the City
Council in Closed Executive Session at approximately 9:37 p.m.
In addition to the
Councilmembers, City Manager Trudgeon, City Attorney Gaughan and Parks and
Recreation Director, Lonnie Brokke were also present.
At approximately 10:00 p.m.,
Laliberte moved, Etten seconded, extending the City Council meeting to the
conclusion of this item.
Ayes: Willmus, Laliberte, Etten and Roe.
RECONVENE OPEN SESSION At
approximately 10:05 p.m., McGehee moved, Willmus seconded, recessing the Closed
Executive Session and reconvening in Open Session.
Etten moved, Laliberte
seconded, adjournment of the meeting at approximately 10:05 p.m.