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Council Special Meeting Minutes
May 27, 2015
1. Roll Call
Mayor Roe called
the meeting to order at approximately 6:00 p.m. for the purpose of 2016
Department Budget presentations. Voting and Seating Order: McGehee, Willmus,
Laliberte, Etten and Roe. City Manager Patrick Trudgeon and was also present.
As noted by Mayor Roe, Councilmember Willmus had provided advance notice that
he would be unable to attend tonight.
2. Pledge of
3. Approve Agenda
Etten seconded approval of the agenda as presented.
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.
Communications, Reports, and Announcements
announced the opportunity for community feedback from residents and businesses
on the City Council's draft strategic priority planning exercise, available on
the City's website or by contacting City Hall. Mayor Roe noted the
identification of five key areas of focus by the City Council: Civic
Engagement, Housing and Redevelopment; Effective Governance; Organizational
Effectiveness; and Infrastructure Sustainability, with subarea targets
identified for each of those focus areas.
Trudgeon advised that the City website also had a link on the front page under
announced a vacancy on the Community Engagement Commission to fill a partial
term, with the application deadline on June 10, interviews scheduled for June
15, and subsequent appointment, with information also available on the City's
website or at City Hall.
Donations and Communications
7. Approve Minutes
8. Approve Consent Agenda
Consider Items Removed from Consent
General Ordinances for Adoption
Trudgeon briefly introduced the purpose of tonight's meeting as an initial step
in developing the 2016 budget, beginning with department presentations to
identify specific operational issues and priorities that will impact the 2016
budget. Mr. Trudgeon advised that staff was seeking to present a fiscally
responsible budget with limited impact to the taxpayer, as well as identifying
other opportunities to provide services and/or identify any available cost
savings. Mr. Trudgeon noted that management staff had been working with their
various staffs and were provided an opportunity to review programming and
rationale for continuing that programming or services, rather than just continuing
to do so because 'we've always done it that way.'
noted that the intent tonight was for each department to provide a general
discussion with trends, areas of focus, and specific City Council feedback
and/or requests for additional information from those departments. Mr.
Trudgeon advised that several departments would present tonight, and the
remainder present at the Special City Council meeting scheduled on June 1,
2015. Mr. Trudgeon advised that he would use this information and solicit any
additional feedback from the City Council, along with results of the priorities
and initiatives outlined in the strategic planning exercise to prepare his City
Manager-recommended budget intended for presentation in July of 2015 for
further discussion and refinement.
reviewed the budget process and next steps over the next few months, reaction
and other comments by the City Council at their June 15 workshop; opportunities
for public feedback throughout that process; and involvement of the Finance
Commission in the process before preliminary levy and budget adoption in
September and a Final Budget and Levy enacted by December 8, 2015.
Finance Department Budget Presentation
Director Chris Miller provided opening comments and then deferred to the
Finance Department's leadership team and various operating departments: Finance/Accounting,
License Center, and Information Technology Division.
Miller advised that the department had, over the last twelve months, performed
a SWOT (strengths, weaknesses, opportunities, threats) assessment as they
developed a five-year strategic plan, which they would present to the City
Council at a later date. Mr. Miller advised that tonight's intent was to
outline the Department's priorities and challenges, which were developed
consistent with the City Council's citywide strategic planning efforts and
based on City Council discussions held over a number of months. Mr. Miller
stated the department's intent was to be sure the City Council was comfortable
with the information and path of the department from an individual and
Finance Director Jason Schirmacher
Schirmacher noted the department's desire to be more proactive than reactive in
of those areas was to ensure the City maintained their Triple A bond rating
through a process to address continually evolving and changing criteria,
creating a challenge for the City to address that criteria. Mr. Schirmacher
stated that staff would be asking for assistance from a third party better
versed in bond rating maintenance to advise the City in how to maintain that
and Career Development / Employee Resource Sustainability
a result of staff discussions, Mr. Schirmacher advised that the conclusion was to
seek the addition of a .5 full-time employee (FTE) to perform basic duties or
core functions currently performed by more skilled, advanced level employees,
freeing them to concentrate on enhancing customer service levels. Mr. Schirmacher
suggested that by hiring younger, less experienced employees, while they would require
more training, it would provide an opportunity for them to be more productive
and grow with the organization. Mr. Schirmacher noted the technological
advances available to enhance customer service levels (e.g. radio read meters
and consumption data). Mr. Schirmacher noted some areas (e.g. business license
applications and renewals) were core services, while others indicated an increased
level of customer service assistance.
order to fund and fill this proposed .5 FTE, Mr. Schirmacher stated staff's proposal
to hire 2-3 part-time entry level people to cover the front counter, freeing up
the current, Receptionist for more advanced duties, based on the years of experience
with the City. Mr. Schirmacher noted the entry level staff could take on the
basic filing, scanning and other such duties as they staffed the front counter,
allowing a shift in duties.
Director Miller concurred that this was the department's attempt to fulfill
unmet needs while shoring up core functions; and while adding staffing, doing
so in the lowest cost way to accomplish the goals and still succeed. Mr.
Miller clarified that these positions could or would be considered through
internships or seasonal employment, and would be non-benefit employees. Mr.
Miller noted this would allow the City to get some new people engaged in local
government, and if or as they advanced within the organization as vacancies
occurred, it would allow them an opportunity to grow with the City, but also
would expose them to public accounting and financing operations. Mr. Miller
noted the need for this type of skill set in the employment marketplace.
McGehee questioned if the intent was to make openings available for younger
employees, or to fill open positions as they occur to make a concerted effort
to hire younger people to grow with the organization.
Schirmacher responded that as younger staff were brought on board and moved
through the process they could be promoted within the department if they chose
to remain versus moving on to pursue their career elsewhere. Mr. Schirmacher
advised that the intent was not to rotate staff but to provide succession
planning, encouraging younger employees to grow with you and stay for 5-6 years
and beyond, versus moving on after only 3-4 years.
Etten questioned if the intent in repurposing current staff to address customer
service enhancement, would the current Receptionist spend half time at the
front desk and then the two proposed new employees would fill in the remaining
Schirmacher responded affirmatively that the current Receptionist would be half
time at the front desk and then freed-up for the remainder of her time elsewhere.
the request of Councilmember Etten, Mr. Schirmacher provided a summary of some
of the duties performed by the current Receptionist, including receipting for
the Community Development Department and accepting Utility payments coming
across the front counter. Mr. Schirmacher advised that the intent was that
this person would continue doing that in the morning, and then move elsewhere
in the afternoon, providing more support for the City's Utility Billing
functions, alerting utility customers about any significant fluctuations in
their usage (e.g. leaks) available with the radio read technologies, in
addition to other data available for customers using available data.
the further request of Councilmember Etten, Mr. Schirmacher summarized some of
the additional duties of the new staffing during the afternoons at the Reception
desk beyond that already listed, and including serving as a hub to direct
traffic, Laserfische duties, filing, and sorting paperwork. Mr. Schirmacher
reiterated that the current staff is performing all of these duties now, but
the current pay and skill level of this employee was not matching this
entry-level work; and the preference was not to dedicate higher-level resources
to lower-level duties.
Etten questioned how staff retention and training efforts, and the gradients in
between may affect how the department operates or if there would be associated
costs not yet identified.
Director Miller responded that there were already a number of positions within
the Finance Department at different levels, but this was identified as the
missing fundamental. Mr. Miller opined that an employee paid at $20/hour was
not needed to perform basic duties and skills could be applied to perform more
advanced capabilities; while a $10/hour employee could provide low- or
mid-level skills to perform those basic duties.
to succession planning, Finance Director Miller advised that this provided an
opportunity for exposure of employees to the City of Roseville and public
government operations, something that they may have not yet been exposed to and
allowing the City to capture that audience and offer them an opportunity to
stay and grow with the City as they progress through their education. Mr.
Miller noted that other municipal departments have been able to capture
internships and interest that employee pool; however, the Finance Department
had been unable to fill that need or spark that interest level.
Laliberte noted that, during City Council discussions, and with hiring of the
Volunteer Coordinator, the hope was to expand volunteer engagement beyond
traditional uses; and questioned if a front desk spot couldn't be potentially
filled by a long-term and/or retired resident with needed skills.
Director Miller advised that staff had considered that and while it remained a
potential, one of the challenges facing the department based on their experience
over the last five years was to interest volunteers in consistently performing
that type of work. Mr. Miller noted volunteers were passionate about what they
wanted to do, and this entry level positions would be performing very repetitive
work with few challenges. However, Mr. Miller noted college interns were a
whole different story, as they were interested in moving and advancing toward
something; and expressed confidence that there would be interest on their part
in such a position. Mr. Miller advised that staff would continue to seek
volunteer assistance as often as possible and as interest levels are found from
that pool of opportunity; and continued to pursue avenues with Volunteer
Coordinator Kelly O'Brien.
McGehee advised that she had spoken to Ms. O'Brien about that, and she had
confirmed that there hadn't been a lot of inquiry along that line.
Councilmember McGehee suggested recruiting for those services; opining that
there were a number of opportunities and challenges for staff to work with residents
in providing data (e.g. water services) for comparisons to utilize that wonderful
software program while assisting residents in addressing their usage and
Roe asked Finance Director Miller and his staff to provide additional information
on other budget impacts for training and career development.
the request of Mayor Roe, Finance Director Miller estimated the cost for a Bond
Rating Consultant in the range of $10,000.
Center Supervisors Pam Ryan and Dorothy Wrzos
reviewing budget priorities for the License Center, Ms. Ryan noted four major
goals or priorities, three of which would affect the 2016 budget.
order to meet operational needs outlined in the Department's strategic plan, Ms.
Ryan advised the need for hiring three new FTE's. As part of last year's requirements
adopted by Homeland Security and the National Passport Agency, Ms. Ryan advised
that the first FTE would be for a lead or supervisory on the passport side, as
the passport and the driver's license functions were now mandated to be
completely separate operations with different entrances and employees to avoid
any potential conflicts of interest in handling documents. While the Center
has four part-time passport employees, Ms. Ryan advised that they had not yet
faced the challenge in providing separate supervision for that function. Ms.
Ryan noted that she and Ms. Wrzos could serve as Heads of Facilities, but could
not touch passport functions, or provide any back-up or supervision; and
someone needed to be in charge of passport staffing to pursue passport
acceptance through federal site visits, handling customer complaints, and allow
creation of additional revenue for the passport function, not currently
available. Ms. Ryan noted that other areas of involvement for this position
could be to become more involved with the naturalization services, reach out to
local colleges for study abroad programs, address travel needs of high school
students through exchange programs and other needs, as well as being involved
with the community to enhance revenue-generation for that function and the
Ryan deferred to Ms. Wrzos to address the two additional positions for License
Center operations to address current voids.
the last five years, Ms. Wrzos advised that License Center transactions had
increased by 11%, with no increase in FTE's since 2008, providing better
insight for the City Council as to why they were requesting two additional
FTE's in the 2016 budget.
Wrzos noted current title work and transactions for nine large automobile
dealerships, and pick-up/drop-off services provided by License Center staff on
several weekdays, while other companies dropped off their transactions on a
daily basis. Ms. Wrzos noted this unknown daily transition traffic continued
to be a challenge in providing good customer service/turnaround time for all
their customers. Ms. Wrzos opined it was important for the Roseville License
Center to concentrate on local businesses to protect it from another registrar
who could offer better and faster service who could take away businesses from
Wrzos further noted the need for an additional counter person, with wait times
and lines increasing due to difficulties in meeting customer service needs
based on the increased number of transactions. Ms. Wrzos advised that the Roseville
License Center had a great reputation with the state and its customers, with
frequent referrals, but in order to maintain that reputation and/or build the
customer base, the Center needed to better position itself in expanding that
customer base and protect the current client base.
the request of Mayor Roe, Ms. Ryan advised that she and Ms. Wrzos would work on
a more detailed projection of additional revenue available that would handle
the additional costs for 3 FTE's; with that information presented in the near
the request of Councilmember Etten, Ms. Ryan addressed current designation of
one person, typically one of the four leads, to work specifically with automobile
dealers as they brought in their transactions. However, Ms. Ryan noted this
meant pulling that person from the counter to complete those operations, with
someone else, usually her or Ms. Wrzos, filling in that void and taking them
away from their supervisory duties.
Wrzos concurred, noting that one of the License Center's largest clients was
Enterprise rentals, with daily and frequently out-of-state transactions, with
the Roseville License Center currently having secured all of their new vehicles
through this office, and typically requiring one of three available Deputy Registrars
to process those daily rentals.
Ryan noted the typical Enterprise registration changed every 3, 6 or 8 months
depending on the resale schedule, since they didn't keep the vehicles for an
entire year. However, Ms. Ryan noted, while being lucrative, it was also
time-consuming and often required several transactions for one vehicle
depending on whether or not the vehicle was sold. Ms. Ryan noted staff had
performed a cost analysis for daily rental transactions and the time and money
spent to perform that work; while noting this didn't take away from the
Center's revenue, since this represented a huge dealership for them, with the
potential of 250 ' 500 vehicles per week at $10/vehicle. However, if the
Center is unable to meet Enterprise's turnaround needs, Ms. Ryan noted this
threatened the Center's reputation as well as retaining this client.
the request of Mayor Roe, Ms. Ryan noted the Center can process more automobile
dealer applications than walk-ins from the street; but the goal was to retain
those dealerships through good customer service while also meeting the service
needs of walk-in traffic. Ms. Ryan noted another auto dealership in Maplewood
and yet another in Roseville that the Center would like to pursue as clients;
however, they were not currently in the position to do so with current staffing
without jeopardizing their current clientele.
the request of Councilmember McGehee, Ms. Ryan advised that while the need for
more physical space was an ongoing topic of conversation and evaluation, it was
still under consideration as to how best to accomplish it.
transactions have increased by 11% over the last five years, but the number of
employees have not increased since 2008, Councilmember Laliberte questioned if
total FTE's had changed during that time.
Ryan responded that they had not, other than an additional part-time person,
but not new FTE's, as positions have fluctuated among current staff versus any
increase in hours/week.
a dedicated employee was provided to work specifically with auto dealerships,
Councilmember Laliberte questioned if current staffing would be restructured.
Ryan responded that this is the Center's major priority going forward for succession
planning and day-to-day operations. If the 2016 budget provides those
requested budget priorities, Ms. Ryan advised that then once they were on
board, this would allow staff to look restructuring the operation.
additional FTE's were available, Councilmember Laliberte asked if there would
be an expansion in hours, including evenings.
Ryan and Ms. Wrzos responded that they would be open to either, whether for the
general public or auto dealerships. Ms. Ryan advised that currently, due to
staffing constraints and the need to serve the general public, they did not
allow auto dealerships to come in on Saturdays, but could do so if and when
additional staffing was available to offer that opportunity.
the request of Councilmember Laliberte, Ms. Ryan and Ms. Wrzos confirmed that,
if more marketing was done for the retail/consumer base for the License
Center, they could handle increased business under this proposed plan; with discussions
already held accordingly.
Technology (IT) Network Manager Terre Heiser and IT Support Supervisor Veronica
Heiser introduced Ms. Veronica Koes in her role as IT Support Supervisor, a
change approved by the City Council last year allowing the IT Department to define
service responsibilities for operations and services. Mr. Heiser briefly summarized
the Departments SWOT analysis and development of their strategic plan.
Heiser noted, under strengths, the greatest strength was identified as the partnership
and cooperation of the joint powers agreements (JPA's) within the IT Division
with 41 service agreements in place with other communities and agencies,
allowing the City of Roseville to maintain a more diverse and stronger staff
than could be afforded on its own. Mr. Heiser noted the value-added with the
ability to leverage savings found in those shared systems. As an example, Mr.
Heiser noted the hundreds of thousands of dollars saved in updating systems for
the group, and millions of dollars in savings during the seven year lifespan of
this business model for the entire group.
Mr. Heiser noted challenges were identified in not adjusting the necessary
staffing for the IT Departments internal customer base ' Roseville Departments
' with continuing increases in computers and/or users within a single year of
10%, and a significant number of additional users over the last eight years,
many represented by mobile units for staff and volunteers on the system, just in
Roseville alone. Mr. Heiser noted that currently the number of users on the network
for all JPA's and the City of Roseville indicated one IT staff person to 136
users; with a population base among all agencies supported at over 300,000 users;
with only fourteen IT staff to support that customer base.
the IT Department continues to find some efficiencies in day-to-day operations,
Mr. Heiser noted at the end of the day, the question remained as to whether
current staff levels were sufficient to guarantee data security and support
customers. Mr. Heiser noted some of the dramatic changes seen over the last
few months, including an increase of 100% in public safety needs based on FBI
mandates related to security policies, requiring unique and identified user passwords
to obtain data, with 150 secure mobile units and 300 authenticated users to
access just that one public safety aspect.
order to meet customer needs, Mr. Heiser advised that the Department's budget
priority specifically addressed the City's employees and departments, and
whether the department was structured appropriately to meet those needs. Mr.
Heiser noted, among those priorities, recommendations are to additionally
reorganize the department to segment operations with an Operations Supervisor/Manager
to serve as a counterpart to the role of Ms. Koes.
Heiser noted another objective will be to look at priority-based hiring. Since
the IT Department, and through its JPA's, the IT Department was not only faced
with meeting concerns of Roseville's five Councilmembers, but also the City
Council's or Authority Boards of another 24 cities and/or agencies, looking at
the same thing. While the IT function is one single network concern for all of
those bodies and every body needed to accept responsibility for what the
function had become, Mr. Heiser emphasized that each body also needed to accept
the same responsibility for the overall IT function, and the better position
each body was in collectively than they could be individually considering the
money already saved and to be realized in the future.
Mr. Heiser noted the need to get staffing levels up for the City of Roseville
specifically, with one step taken last year in approving a dedicated position
to address part of it; and making certain any agency partnering with Roseville
was aware of those needs as well.
the Department's restructuring and hiring revisions, Mr. Heiser advised that
they would be doing tiered hiring structures, since a number of IT tasks could
be met with lower-level skill sets paid at a lower rate and requiring technical
expertise or degrees providing they met aptitude tests. Mr. Heiser noted this
would allow the City to offer opportunities to disadvantaged people that were
qualified to perform that work. As part of this restructuring, Mr. Heiser
advised that consideration was being given to how to restructure the IT
Department, how to accommodate staffing, and how to build the structure for the
Heiser advised that he had and Finance Department staff had met with other JPA
cities last Friday, and the conclusion of that discussion was that in 2016, an
additional seven employees would be needed, first and immediately to address
public safety mobile units and access, with field laptops shoring up services
and data storage; and then in 2017, infilling front line or computer support
people. Mr. Heiser advised that other cities and agencies were presenting the
same request to their City Council's or Authorities as well as this presentation
McGehee, noting the additional person hired to meet Roseville's specific needs
and in reviewing the other 41 cities/agencies, not all having their own Police
Departments or other mobile needs, questioned how expenses would be divided for
these additional 7 employees; and if they were intended to be housed at
Roseville, was there a physical plant issue in doing so.
Heiser responded that the IT Department and its needs were divided into four major
categories: computer support, server support, network operations and the
management component, with every component weighed differently and depending on
the number of pc's with those other agencies, or other needs specific to them
and how to divide. Mr. Heiser advised that all IT positions are weighted according
to their role, and shares increased accordingly for the services required by an
agency and calculated for those JPA's.
to space requirements, Mr. Heiser advised that this was a strength for the IT
Department compared to other organizations, since they could work anywhere, or
could be sent to other locations. Mr. Heiser noted IT staff typically didn't
worry about their work location, noting that not all IT staff was at Roseville
City Hall on a daily basis at this time, and he saw no need to increase space
to house additional employees.
recognizing that tonight's discussion is very preliminary and general in nature,
Councilmember Laliberte asked Mr. Heiser to look at the proposed tiered
structure for reorganization and what it would look like.
Heiser clarified that this was included as part of the department's strategic
Roe sought clarification as to the revenue source for the new positions,
whether they would be addressed in all JPA's and not just Roseville.
Heiser clarified that the City of Roseville's outlay would be minimal to hire
the applicable expertise, while still having 24/7 access to that expertise.
Laliberte asked if other cities had a deadline for the proposed increases for
2016 and 2017 budgets.
Heiser confirmed that they did and he had promised each of them that information
' via a one-page summary ' by today; providing a cost estimate for services and
their share of hardware and capital. As indicated in each JPA, Mr. Heiser
advised that the IT Department attempted to provide this information to each
agency or city by May 15th annually for their budgets; and push them
to come back to the City of Roseville with their preliminary numbers by July,
and no later than September. However, Mr. Heiser noted that it was necessary
to wait until December of each year to confirm their participation and how to
hire accordingly at that point.
conclusion, Finance Director Miller noted the considerable amount of information
provided by the various Finance Department functions, but justified the need
for the City Council to be aware of these important changes felt to be needed
and the direction the Department was going over the next five years. Mr.
Miller expressed his hope that the City Council saw this as well; and advised
that after consultation with and approval by City Manager Trudgeon the Finance
Department would be submitting their strategic plan that should fill in some of
the blanks left, allowing a better comfort level for the City Council.
Director Miller encouraged the City Council to contact any of the leadership
staff for questions or additional information needs, and solicited their feedback
Roe noted the attendance tonight of some members of the Finance Commission, and
asked that staff take advantage of their expertise and seek their involvement
in proposed reorganization and division structure changes to serve as a
recognizing that the Finance Commission's plate is also full, Finance Director
Miller advised that they would be provided with a copy of the Strategic Plans
Fire Department Budget Presentation
Chief Tim O'Neill summarized Fire Department needs as it continued to
transition from a part- to full-time department or combination in the future,
and steps needed over a period of time to accomplish that goal.
the 2016 phase, Chief O'Neill noted the next step would be a supervisory step,
with the proposed re-establishment of the Assistant Chief position, the most
important step in the transition from his perspective. Chief O'Neill noted
that the Department had taken a step back to deal with union and healthcare
issues and stabilize the department.
his review of current supervision, Chief O'Neill noted supervision was done
during the day from Sunday through Friday with twelve-hour shifts of two battalion
chiefs, and otherwise done by part-time supervisors, which had been the make-up
of the department since its inception in the 1950's. Over the last decade, and
with significant technology and workload changes, and a change in the type of
calls, Chief O'Neill noted different levels of expertise were now needed.
Chief O'Neill stated that the need was now for 24/7, 365 day supervision, which
he wanted to concentrate on for the 2016 budget.
part of the plan discussed last year, Chief O'Neill noted the estimated cost
for that position was $150,000, but as he progressed through the 2015 budget,
it appeared that this number may not be achievable for new money in the 2016
budget, nor would it be supported by the City Council and community, causing
him to review again how to achieve it. In looking for a create solution and in
further reorganization of the Department, Chief O'Neill suggesting utilizing
what was available today, and get the budget numbers down as low as possible,
preferably budget neutral while still meeting the goal of 24-7 supervision.
O'Neill stated that they had been able to achieve that and proposed reinstating
the Assistant Fire Chief position, which while not a new position since it had
been part of the department in the past, would allow the battalion chiefs back
on the street while supervising, but restructuring for more operational
involvement and removing a majority of their administrative duties, which this
position would then assume. Chief O'Neill advised that the Assistant Chief
would work normal hours in administering the department, while the battalion
chiefs would continue to run shifts, providing 24/y community service.
O'Neill noted this would also address the needed succession plan, with the
Assistant Chief trained an positioned to take over the Fire Chief's position,
making the transition easier long-term. Chief O'Neill noted this would also have
battalion chiefs on the street with a level of experience far above that
currently being provided, and available to train firefighters, and have a
higher skill level staff interacting with the community on a full-time basis,
significantly increasing the service level to the community. By reinstating
the Assistant Chief position and having that available, Chief O'Neill opined it
would also provide internal and external customer service and stability for
Fire Department employees as well.
putting this together, Chief O'Neill advised that the reorganization would
result in three battalion chiefs with the addition of one new position for the
Assistant Chief, and remain budget neutral. Chief O'Neill noted this would be
accomplished by money saved on part-time supervisors and gets dollars down for
2016 and achieves Phase II of the Reorganizational Plan, as well as providing
better supervision and service.
O'Neill advised that, when approved by City Manager Trudgeon, a more detailed
follow-up document would follow for City Council review.
Roe asked for additional information from Chief O'Neill on the types of
administrative duties performed by battalion chiefs and which of those duties
would be transferring to the Assistant Chief; as well as additional information
about on the supervisory role on the street.
addressing the Assistant Chief versus current Battalion Chief duties, Chief
O'Neill clarified that the Assistant would be involved in budget
administration, coding invoices and the entire invoice process, personnel
and/or union matters involving the Fire Department, and learning the
information involved in the Chief's position. From an operational
perspective, Chief O'Neill advised that he envisioned the Assistant position
also scheduling personnel using the report scheduling system to address 50
part-time firefighters with varying schedules while making sure all shifts are
scheduled and meet the needs of the firefighters as well as the community; as
well as addressing uniform and equipment needs for that staff. Chief O'Neill
noted other duties involved ordering equipment, administering a fleet of
sixteen vehicles and their maintenance and NFPA monitoring and requirements,
ordering supplies, scheduling training, developing training and getting modules
ready to push out to on-duty battalion chiefs, and working with Medica on
training opportunities. On the fire prevention side, Chief O'Neill noted the
need to make sure when buildings are inspected, it be done routinely and
entered in the CAD system, and deal with any community relations issues, and
involvement with community events and public relations opportunities.
the request of Mayor Roe, Chief O'Neill confirmed that the Assistant Chief
position would also serve as the Emergency Operations Manager and city-wide
risk management with the Fire Department proposed to serve as the potential
McGehee questioned if Chief O'Neill saw battalion chiefs specialized in their
own training and moving forward from that to take that training to the street
level, while maintaining individual and different skill sets. Specific to
succession planning, Councilmember McGehee also questioned when Chief O'Neill
retires, if he saw someone from current staff replacing a battalion chief and
training that person into a higher level of specialized training while still supervising.
O'Neill clarified that the Battalion Chiefs would still be available to help
with their specialized skills and performing their duties. Chief O'Neill noted
it was his hope to promote from inside the organization if possible, since
skills had been developed over the years and time and money invested in that
training. Chief O'Neill advised that it was not the intent to lose the current
workload performed by battalion chiefs, but to simply move that expertise to
the streets and would be in addition to their normal work load; and also that
inspections would continue depending on and according to call volumes.
the request of Councilmember McGehee, Chief O'Neill confirmed that these three
positions would provide day and night shift coverage versus only having mostly
daytime coverage under the current structure.
this transition toward full-time has only been in force for 60-70 days so far,
Councilmember McGehee questioned if the next phase going into 2016 and reducing
the number of volunteers (part time) and increasing full-time staff would be
more cost effective.
O'Neill responded affirmatively, noting this was what made it a budget neutral
transition by reducing part-time firefighters, it offset the increase in
full-time firefighters. Chief O'Neill noted there had not been a lot of
turnover, typically 4-6 firefighters/year, but in the future, he anticipated a
larger loss of part-time firefighters since the department was older and would
experience a significant number of retirements over the next few years. Chief
O'Neill advised that there was no intent to fill any of those part-time
positions with those retirements.
Laliberte questioned if there were other retirements anticipated other than the
Chief position that needed succession planning as well.
O'Neill responded that the structure had been positioned to address supervisory
roles coming up in the future, with his anticipation that a battalion chief
could move into the Assistant Chief position, as that position moved into the
Chief's role, allowing for a much more stable department by increasing that
full-time base versus having a part-time base. Chief O'Neill noted that other
firefighters had other careers and were not interested in full-time positions
beyond this role.
the request of Councilmember Laliberte, Chief O'Neill noted that he anticipated
some additional costs in 2016 due to IFF union coming on board and related
contractual items, even though it had been built into the 2016 budget, and
depending on the final determination and recommendation of the City Manager.
Etten thanked Chief O'Neill for his thorough review and how he presented this proposal,
opining that this was a great read of what the City Council was looking for
from staff, not only for the annual budget, but also leadership growth.
Roe concurred, and asked if there was any personal feedback to-date from
firefighters as to whether or not this was a good approach to take.
O'Neill reported that part-time staff seemed happy, since this allowed more
flexibility with their schedules next year and they were not committed to as
many hours, allowing them more time for their main career and family. Chief
O'Neill noted the value of their commitment and the need to balance their
service to the community with the amount of time they provide and interest in
McGehee noted the addition of the building services contract by Chief O'Neill.
O'Neill opined that the regional opportunities for shared services and partnerships
with and among area fire departments were better than he'd ever experienced
during his 27 years with the Department. Chief O'Neill noted discussion were
ongoing in how to provide service at today's budget levels in every Ramsey
County municipality while still trying to improve service levels to communities
by working smarter rather than harder. Whether that is through continued auto
aid agreements, or by working toward dispatching the closest unit no matter its
jurisdiction, Chief O'Neill noted the discussions continue and he may have something
additional on that front to bring to the City Council later this year. Chief
O'Neill reiterated his appreciation for the climate of cooperation and
relationships on the county level not previously found.
community engagement, Chief O'Neill noted continuing efforts to find ways to
engage community through special events, working with other organizations, or
other methods that will become available with stabilization of the Roseville
staff, and able to be expanded further.
O'Neill noted there would be additional specialized hazard training with other
fire departments due to the increased oil shipments moving through, even though
Roseville was better prepared that others based on the tank facilities in the
community, but being new to other municipalities. Through a countywide training
grant from Texas A & M, Chief O'Neill noted this training would be broader
since any event would not be local and require a wider response for some
far as budget challenges, Chief O'Neill advised that the Department was seeking
additional monies in 2016 for EMS and building maintenance contracts. Chief
O'Neill advised that many of the disposables used by the EMS were provided
through an equipment exchange program with Allina, but current discussions
suggest they would prefer not to continue that arrangement, causing the City to
absorb that cost in the future. Chief O'Neil noted the need to continue to review
whether or not a change in the medical direction for the community is part of
the future as alternatives were continued to be reviewed, with those costs dropping
back to the Fire Department, and not currently covered.
with past action by the City Council, Chief O'Neill noted the Fire Department
would propose adding the new Fire Station to the McGough building maintenance
contract at $8,000. Chief O'Neill reported that it was not done this year, as
the current Fire Marshal served in that role performing most of their
maintenance and saving substantial money for the City. However, Chief O'Neill
noted the upcoming retirement of that position and need to provide some level
of expertise and a suitable and professional replacement schedule provided and
available from McGough.
McGehee asked the timeline for the Fire Department to complete the asset
O'Neill advised that he didn't see its completion this year, even though vehicle
maintenance schedules are included now. However, Chief O'Neill advised that he
anticipated several additional categories being added this year, but would
depend on the expertise provided by McGough and suggested it could be in place
by this time next year.
At the request of Councilmember Laliberte, Chief O'Neill advised that vehicles
were included in the asset management program, but equipment had yet to be
added, even though included on the CIP, with categories being buildings, equipment
the request of Councilmember Etten, Chief O'Neill confirmed that the intent for
the McGough maintenance contract would start with the staffing changeover,
estimated to be approximately this time next year for that pending Fire Marshal
(ISO) Ratings for the City were briefly addressed, with Mayor Roe and Chief
O'Neill noting the Roseville ISO rating was the highest rating (Level 3) for a
part-time department in the State of MN. Chief O'Neill advising that the only
way to get a better rating (Level 2) was to bring on more full-time
firefighters; with the next rating occurring in 2019/2020.
Parks & Recreation Department Budget Presentation
& Recreation Director Lonnie Brokke summarized budget priorities and
challenges as detailed in his written report.
budget priorities, Mr. Brokke reviewed staged approaches for increasing hourly
wages for part-time and seasonal employees scheduled to reach a cap in 2016 at
$9.50/hour as applicable. Mr. Brokke noted the ability to attract interns to
the department presented more of a challenge, as most cities were offering paid
internships now, while the City of Roseville had not been paying in the past.
Mr. Brokke noted he was currently investigating the possibility and resources
available to include a stipend in the budget to attract a pool of interns.
Brokke also addressed 2016 budget implications as facility operations, management
and coordination needs come forward in 2016 with all new and renovated park
buildings coming on line; with tweaking and analysis of those needs scheduled
during 2016 for refinement in the 2017 budget. Mr. Brokke noted that this
included professional facility coordination through McGough for park buildings
and the skating center. Mr. Brokke reported a high level of interest so far in
the new facilities, with Assistant Director Jill Anfang handling inquiring, showings,
and reservations, all of which took a considerable amount of her time.
Therefore, Mr. Brokke was seeking a half-time position to coordinate and promote
facility use in the 2016 budget.
projected Emerald Ash Borer (EAB) needs listed as a 2016 budget priority,
Councilmember Etten noted the funding set aside last year and asked if it had been
used or if it remained available.
Brokke responded that, since development of the EAB Management Plan in 2011,
$100,000 had been set aside, with only $25,000 used to-date due to the award of
grant monies, using those funds for matching funds. At the request of
Councilmember Etten, Mr. Brokke clarified that the intent was to continue building
that fund to address future anticipated EAB mitigation and tree replacements.
Etten noted that the Park Improvement Program (PIP) was currently well below
historic numbers at $40,000; and questioned whether or not mid-level or
mini-capital projects would continue to be funded from the PIP.
Brokke responded that he had included a $160,000 request as part of the original
City Council's Capital Improvement Program (CIP) Task Force recommendation,
even though the Parks Renewal Program had accomplished a significant amount of
work in addressing park system needs. However, Mr. Brokke noted there
continued to be ongoing needs, and this money would bring the PIP up to a much
higher level, and provide for things such as replacing playground mulch, safety
surfaces, mulching trees and other such needs that occurred on a continuing
the EAB infestation, Mayor Roe noted it had been progressing west, and since
eastern cities had more experience to-date, suggested that staff contact those
cities and/or their park and recreation departments for comparisons, such as a
range of expenditures and over what period of time, and comparables with other
communities experiencing faster or slower infestation and mitigation. Mayor
Roe opined his would provide a more accurate amount of money needing to be set
aside based on their experience.
Brokke advised that staff had done review, and had found those costs to vary
tremendously, but offered to provide that report containing helpful information
to the City Council as requested.
the CIP Task Force discussions and past recommendations, Mayor Roe suggested
there was a need to clearly identify those things that should be part of the
CIP and those that should be part of the PIP (e.g. tree mulching) and/or what
needed to be a consumable or maintenance item for the maintenance budget.
While recognizing that there would be grey areas, Mayor Roe opined that there
were some areas that needed further review and refinement (e.g. interior or
exterior painting). After those refinements are made, Mayor Roe noted the
intent was that the PIP would be eliminated and become part of either the CIP or
Park Maintenance Budget; and suggested moving toward that goal as quickly as
possible to provide uniformity across citywide budgeting processes.
McGehee concurred with both of Mayor Roe's points, seeking further
clarification from Mr. Brokke on the needs for the EAB program.
Mr. Brokke advised that he would like to see the EAB budget at $175,000 total
to address future needs. At the request of Councilmember McGehee, Mr. Brokke
clarified that, since 25% of the city's boulevard trees are Ash, or approximately
2,500 trees, he would suggest their replacement if and when they needed removal
due to EAB.
McGehee agreed that it would be nice to have the report from other cities and
whether or not this amount was realistic.
the request of Councilmember McGehee, Mr. Brokke advised that the Parks &
Recreation Department was responsible for plowing sidewalks and trails throughout
the City, with a total of 78 miles, with 38 miles of those sidewalks versus
pathways. Mr. Brokke noted that the pathways within the parks were accessible
by trucks and plows versus using other machines to accomplish that task.
Brokke publically thanked Parks & Recreation Department staff for their efforts
during the Park Master Plan process in covering for the lack of a separate
the request of Councilmember Etten, Mr. Brokke noted the shared position and
payment for the Golf Course Superintendent and Club House Manager, both paid
directly from the Golf Course, even though they work in and share efforts in
other areas. For instance, Mr. Brokke noted the ice person at the Skating
Center would go to the Golf Course during certain times of the year (e.g.
irrigation issues beyond the expertise of their personnel, or park maintenance
staff for specific needs).
Laliberte noted conversations held earlier in 2016 regarding elimination of the
City's Leaf Pick-up Program; and asked if Mr. Brokke had also reviewed park and
recreation programs that may no longer make sense. If not, Councilmember Laliberte
asked that Mr. Brokke analyze those potential things that could be swapped out
for new needs or initiatives.
Brokke responded that staff evaluated programs and services continually, and noted
that the department didn't provide for anything not requested by the community.
However, Mr. Brokke offered to look at them in more detail, while advising that
several special events had already been discontinued, modified or reduced to
bring them into line and more efficient with today's costs. As part of
building replacements, Mr. Brokke advised that he was currently looking into
modifying park keeper hours and shifting staffing for summer entertainment to
accommodate community needs and trends. Mr. Brokke advised that it is a continual
balancing and re-evaluation exercise based on available funding.
the request of Councilmember McGehee, Mr. Brokke advised that currently there
are no fees for open band shell. Councilmember McGehee noted that many of
these programs and activities served a much broader population than just that
Brokke responded that the department's primary focus is Roseville, and often
attendance trends for events and activities vary from year to year. However,
Mr. Brokke opined that a larger audience usually made it a better event for
Roseville residents as well.
continuing to offer some free programming, Councilmember Etten reported on
comments he'd heard from residents of group homes in the community thanking the
City for having free programs available since they had limited resources.
Councilmember Etten noted their request for more programs or events during the
winter, opining that having free or low cost events was a valuable piece of
making the programs and services accessible to everyone.
recognizing that value, Mayor Roe noted the need to consider volunteer
donations for those events or activities, such as through a contribution kiosk,
to be able to continue offering them at free or lower costs for those unable to
McGehee concurred with Mayor Roe, noting the need to make programs available to
everyone, but also for residents to be mindful of their costs.
Administration Department Budget Presentation
Manager Patrick Trudgeon reviewed the Administration Department's budget
priorities with continued focus on core services, and continued evolvement and
improvement of the communication functions. Mr. Trudgeon advised that the 2016
budget would be basically status quo from 2015, with only some minimal
Trudgeon noted one area that would require an additional or larger increase
would be for new election equipment purchased by Ramsey County and cost-shared
the importance of and increase in absentee balloting for Roseville residents,
Councilmember McGehee asked if it continued to be cost-effective to contract
our management of elections to Ramsey County, or if it was found to be
Trudgeon responded that, absentee balloting continued to increase, and he
advised that he anticipated a significant increase for the 2016 elections, and
at this point it would be difficult to determine those costs or budget impacts
either way. Either way, Mr. Trudgeon noted that Ms. Collins and Administration
staff would be extremely busy during that time, which would also impact other
areas of operation. Therefore, Mr. Trudgeon noted the need to look to
volunteers to assist in various areas, and he would continue to monitor it as
things evolved in 2016. Mr. Trudgeon opined the society as a whole seems to be
heading toward more absentee voting, but the 2016 election year would prove
very busy no matter what type of voting was chosen.
the request of Mayor Roe, Mr. Trudgeon confirmed that the existing CIP
set-aside for new election equipment should prove close to sufficient based on
his analysis at this time.
Trudgeon identified a potential intern position for the department in 2016 to
allow staff to be more proactive with researching and addressing special
projects, such as best management practices and policies, as well as in
enhancing community engagement efforts and offering more support to advisory
commissions. Mr. Trudgeon opined that there were a number of opportunities
depending on their skill set, and advised that he had set aside $5,000 for this
purpose in the 2016 budget, in an attempt to leverage people with fresh ideas
or for special projects beyond available staff time. Mr. Trudgeon noted that
he had no new positions proposed beyond that of the intern.
Trudgeon noted his projected set-aside in 2016 of $20,000 for the community
noted in his budget challenges, Mr. Trudgeon noted the ongoing challenges in
complying with rules of the Affordable Health Care Act, which may require seeking
assistance from a third party to remain compliant.
broader than just the Administration Department, Mr. Trudgeon advised that,
while the City had been fortunate over the last 4-5 years in health insurance
more costs were shifted to employees (e.g. higher deductibles, co-pays, and wellness
programs), he noted with an uptick in claims, he anticipated resulting increased
costs for 2016, perhaps as high as 10%. Mr. Trudgeon noted the success in past
years with Human Resources Manager Bacon's negotiating skills, it was a
Ms. O'Conner helps out in the Human Resources Department, Mr. Trudgeon advised
that at times during the year the day-to-day operations get fairly
overwhelming, with the need to hire seasonal help. However, Mr. Trudgeon
opined that he felt another option could be found to provide better internal service,
and while not proposing anything for the 2016 budget, suggested that the City
Council be aware of this for future reference.
McGehee personally recognized the additional duties of that department and
compliance with the Health Care Act, as well as the Fire Department union.
Manager Trudgeon noted that additional personnel for the Human Resources
function had been under discussion and consideration for some time, but would
need to be seriously considered in the not too distant future.
to management of volunteer support, Mr. Trudgeon noted that this still involved
each department and not just Volunteer Coordinator O'Brien, as previously
mentioned earlier tonight by IT Network Manager Heiser. As part of this, Mr.
Trudgeon noted those volunteer efforts may require additional hardware or
kiosks and additional pressures to quantify or find the most cost-effective way
to share resources, all of which were still under review and would be
challenges coming forward in 2016 and future years.
implementation of the HRIS authorized last year, Councilmember Laliberte asked
if it was now up and running and whether it had served to streamline Human
Trudgeon advised that it was now up and running, even though it had taken
significant time to get it there last year. However, Mr. Trudgeon noted the
real test of the system would come with this fall's benefit renewal for 2016.
Mr. Trudgeon advised that there had been a significant amount of software
challenges in importing data, but the system was in a much better place now,
and anticipated it would serve to free up much of the department's time in the
future. As noted by Councilmember Laliberte, Mr. Trudgeon confirmed that this
was why he was recommending the staffing hold steady for now until those
operational issues were put into play. However, Mr. Trudgeon also noted that,
with only a one-person department and if that person was sick or on vacation,
there were some Human Resources issues that could not wait, and while he and
Ms. O'Conner tried to assist, they were limited with their other duties and
often not able to provide timely responses or address critical incident
Laliberte noted that in last year's budget discussion, she had learned that
insurance premiums for single coverage was paid 100% by the City, and asked if
Mr. Trudgeon could provide at various scenarios for insurance sharing or
splitting that could address disparities across the board.
Manager Trudgeon duly noted this request.
McGehee noted the need for succession planning for both the Human Resources and
Volunteer Coordinator positions, and since both needed assistance, perhaps a
person could be trained in both those areas to accommodate that need and future
Manager also duly noted this request; advising that at a later date and after
the 2016 budget, it was his intent to again review how the Administration Department
was structured for effectiveness and the number of direct reports to him.
However, Mr. Trudgeon noted this would have an associated cost and sensitivity
would be needed as to the timing of any future restructuring as well.
though the Human Resources function was currently under the overall Accounting
Function of the City, as other department reorganizations were reviewed, Mayor
Roe suggested there may be overlaps that could be taken advantage as part of
future reorganization to determine if there were other areas indicating a mismatch
in duties and/or time, and to find possible synergies.
Manager Trudgeon assured that he would explore all possibilities.
Mayor Roe expressed appreciation for staff reports, and having this discussion
early in the budget process. Mayor Roe opined good information was provided by
management staff and good conversations had resulted.
Laliberte, with concurrence by Mayor Roe, thanked members of the Finance
Commission in attendance tonight.
McGehee thanked City Manager Trudgeon for his work with departments on their
budgets, and in resuscitating the strategic plan.
Business Items (Action Items)
Business Items - Presentations/Discussions
City Manager Future Agenda Review
Councilmember-Initiated Items for Future Meetings
Etten moved, Laliberte
seconded, adjournment of the meeting at approximately 8:17 p.m.