Addressing infrastructure needs is a priority added by the City Council in October 2013.  Well-maintained city streets, roads, parks, and recreation centers help protect property values and maintain Roseville’s quality of life. It is fiscally responsible to maintain our streets and roads and fix problems now, so they don’t deteriorate and become more costly to fix in the future. In addition to roads and facilities, the focus on infrastructure also includes utilities infrastructure, workforce infrastructure, and technology infrastructure. 

Buildings, facility, and utility infrastructure

In FY2015-16, the downtown stretch of Dry Creek will see the realignment of the Icehouse bridge and the start of construction of a new library bridge and a new, modern facility for Fire Station No. 1 a block away from its current location.

After several years of deferring maintenance on city-owned buildings and recreation facilities, the needs are becoming more critical and will be a priority when new expenses are considered.

Proactive maintenance of utility infrastructure is factored into the rate analyses that utilities are proposing. Costs for infrastructure to new development areas will be factored into development agreements, in accordance with the City Council’s philosophy that new development pays its own way.

Roadway infrastructure

Maintaining the integrity of the 456 centerline miles of roadway in the City has a significant effect on quality of life and ease of doing business. The City has a carefully planned strategy for maintaining its roadways, which helps significantly with controlling expenses since cost differences between maintaining roadways and rehabilitating deteriorated roadways are quite stark: While it costs the City 25 cents per square foot to maintain a roadway, the costs increases to $2 per square foot to repair a deteriorated road.  Public Works and Environmental Utilities take advantage of opportunities to minimize these costs when coordinating utilities infrastructure.

All public streets in the City are regularly monitored and measured for pavement distress and driving comfort.  This information is input into a pavement-management system, which tracks street conditions.  Staff uses this pavement-quality database, along with site visits, to match the coming season’s resurfacing projects to the available resources in an effort to keep as many streets as possible in good condition.  In addition, as mentioned earlier, the close coordination between Public Works and Environmental Utilities on replacement of utilities infrastructure helps minimize these costs.

The City has budgeted $15 million in FY2015-16 to its roadway-maintenance program, which will address 33.68 miles of roadway, including 9.6 additional miles that the city is able to address sooner than later due to provisions of the Transportation Development Act (TDA). Fortunately, because Roseville has met all of its transit needs that are reasonable to meet, the TDA law allows us to allocate remaining available TDA funds to our roadway-resurfacing program.  For FY2015-16, we are able to allocate $2 million in TDA funds to roadway resurfacing.  We anticipate this transfer will accelerate our resurfacing program by about a year. To offset some of those costs, the City receives revenue from a tax at the fuel pump, but with improved fuel efficiency in vehicles on the road, that funding has slowly decreased, which requires alternative sources of funding to bridge the gap.

Workforce infrastructure

  • Staff expansion—Growth in Roseville’s economy, development, and population means an expansion of services. Since the City can’t afford to provide all the services it would like to or at the levels desired, we must remain strategic on expansion of core services and add staff strategically.  To this end, in FY2015-16, nine positions are being added to the General Fund departments and 19 non-General Fund positions are being added. 
  • Recruiting and hiring process—The City is streamlining its recruiting and hiring process, with a focus on public safety positions, and continuing its internship program by funding it for a second year with $100,000 to help diversify, evaluate, and train our future workforce and strengthen partnerships with universities and the community.
  • Professional development—The City initiated a six-month, Business Analyst certificate program in FY2014-15, which had 25 employees participating in 14 days worth of training sessions over a six-month period.  Participants developed their communication skills while learning problem solving and implementation skills to translate business possibilities and parameters into solutions.

As our city grows, our organizational culture is also evolving. We must adapt and change to provide the services and meet the changing demands that this growth brings. In FY2014-15, the City created an Organizational Culture & Leadership (OC&L) committee with representatives from all departments to lead an assessment of the city’s organizational culture, identify what is working and what needs attention, and develop a strategy to ensure the City fosters a customer-service oriented culture. Both the OC&L research as well as the Public Affairs & Communications research identified internal communications as a top priority. With additional funding resources in FY2015-16, some of the strategies, including an internal website called “The Hub” and printed newsletter, will address this organizational priority.   

Technology infrastructure

Over the past several years, the City of Roseville has seen a dramatic increase in the use of innovative technology.  In the years ahead, we expect this trend to continue.  With many of our systems reaching end of life, continued upgrades to our infrastructure will be required to support the needs of the City and its customers. To modernize the City’s business functions, major technology projects totaling about $53 million will be an important infrastructure focus for departments citywide.
Citywide Business System Projects

  • Public Safety Dispatch & Record Management System: $2.3 million
  • Library RFID Information System & Mobile Vehicle: $800,000
  • Permitting System Automation: $1 million
  • Office 365 / Cloud Solution: $280,000
  • Network Infrastructure Improvements: $700,000 Network Infrastructure Improvements: $700,000
  • Network Infrastructure Improvements: $700,000 Network Infrastructure Improvements: $700,000
  • Enterprise Asset Management: $13.1 million
  • Utility Billing System Replacement: $11.6 million Utility Billing System Replacement: $11.6 million
  • Utility Billing System Replacement: $11.6 million Utility Billing System Replacement: $11.6 million
  • Phone System Upgrade: $400,000
  • 800-megahertz Radio System Replacement: $7 million – Funding not identified
  • Financial & Human Resources Information System: $10 million – Funding not identified
  • Agenda Management: $40,000
  • Performance Evaluation: $50,000
  • Form 700/eCampaign Reporting: $50,000
  • Content Management System: $75,000

 Departmental Business System Projects 

  • Environmental Utilities SCADA System Replacement: $6.1 million
  • Emergency Operations Center Audio/Video Upgrade
  • Child Care Program
  • Regional 911 System
  • Development Services Billing Recovery Reporting Development Services Billing Recovery Reporting
  • Development Services Billing Recovery Reporting
  • Portfolio Management Software Portfolio Management Software
  • Portfolio Management Software
    Development Services Billing Recovery Reporting Portfolio Management Software

In addition to the investment in our technology systems to improve the efficiency and effectiveness of our business process, the City must maintain a high degree of vigilance regarding cyber security. The increase in the sophistication and number of electronic attacks and along with expanding legislative compliance regulations are creating challenges to the City's cyber security program. The City will continue to focus on protecting its infrastructure and personal identification information to its fullest extent.