Cassie Iverson
Name: Cassie Iverson
Email: [email protected]
Campaign Phone: 612-552-1170
Campaign Website: www.cassie4roseville.com
Twitter handle: @cassie4roseville
Facebook Page: Cassie Iverson for Roseville City Council
Candidate Bio
I’m a Roseville resident, community advocate, and elder law paralegal with over eighteen years of experience fighting for Minnesota's aging and disabled population. I'm one of a small number of paralegals in Minnesota specializing in Medical Assistance benefits for aging and disabled individuals, and I've spent my career working in the gap between what systems promise and what families experience.
That work taught me how to show up for people who need someone in their corner - and it's exactly what I intend to do at City Hall.
In my community, I've served on church boards and councils, participated in neighborhood crime prevention, and built deep roots through organizations like Girls on the Run. I chose Roseville deliberately, and I'm running because the decisions being made right now about housing, development, transit, and neighborhood investment will shape this city for a generation.
I'm ready to bring that experience, accountability, and commitment to every resident of Roseville.
What style of leadership would you bring to this position?
My leadership style is built on showing up - consistently, in all conditions, for all people. I don't lead from a distance. I listen first, ask hard questions, and make sure the people most affected by a decision have a real voice before that decision is made.
I believe good leadership means being accessible - at the grocery store, at your front door, at a council meeting. It means being honest about what you don't know and willing to learn. And it means following through on what you said you'd do. Roseville deserves a council member who leads by example, not by title. That's the standard I hold myself to, and it's the standard I'll bring to City Hall.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
Housing attainability, smart community-centered development, and a connected and accessible Roseville. Each of these is directly shaped by the funding landscape we're navigating right now.
On housing, I'll support ADU and zoning reforms that don't rely heavily on outside funding - these are policy tools the city controls. But affordable housing programs often depend on state and federal dollars, and I'll work to protect those partnerships while pushing for local solutions that can stand on their own.
On development, the Rosedale corridor redevelopment is a generational decision. Uncertainty around state and federal infrastructure funding makes it even more critical that the city negotiates development agreements that hold builders accountable and don't leave taxpayers exposed if outside funding shifts.
On connectivity, Roseville has made real progress on trails, sidewalks, and transit - but much of that work has been grant-funded. The loss of federal infrastructure dollars would hit this priority hard. I'll advocate for prioritizing the most critical gaps in the city's own budget and actively pursue every available state and regional funding opportunity.
The through line is this: uncertainty is not an excuse for inaction. It's a reason to plan smarter, spend strategically, and make sure every dollar serves Roseville residents first.
What is the biggest challenge facing Roseville right now, and where do you see the greatest opportunity?
The biggest challenge facing Roseville right now is managing growth in a way that works for everyone. Housing costs are rising faster than many families can keep up with. The Rosedale corridor is at a turning point. Infrastructure decisions are being made that will shape this city for a generation. And all of that is happening against a backdrop of real uncertainty around state and federal funding. The pressure to grow and the pressure to stay affordable are pulling in opposite directions, and it's the council's job to hold both.
The greatest opportunity is the flip side of that same challenge. Roseville is a fully developed city, which means every redevelopment decision is a chance to get it right. We're not starting from scratch - we have a 2040 Comprehensive Plan that reflects what residents want, a Climate Equity Action Plan in progress, and a community that is engaged and paying attention. That's not something every city has.
The opportunity is to be intentional. To make sure the Rosedale corridor becomes something the whole community is proud of. Building housing that serves renters, seniors, and first-time buyers - not just the market. To invest in sidewalks, trails, and transit so Roseville works for people who don't own cars. Done right, this moment of growth becomes the foundation for a Roseville that's stronger, more connected, and more affordable for the next generation.
How would you characterize the business climate in Roseville, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Roseville has a strong foundation as a regional commercial hub, anchored by Rosedale Center and a diverse mix of businesses along major corridors. But a healthy business climate isn't just about what's already here - it's about whether new businesses, especially small and local ones, can get a foothold and grow.
Right now, that's harder than it should be. Rising development costs and competitive commercial rents can price out the small businesses and entrepreneurs that give a community its character before they've had a chance to prove themselves. That's a problem worth solving.
City government's role isn't to get out of the way - it's to be a genuine partner. Roseville already has tools that work: short-term specialty leases, microloan programs, and free business development resources through REDA. I want to build that foundation. That means advocating for shared and cooperative commercial spaces that lower barriers for small businesses, making sure the city's development decisions create room for local entrepreneurs, and ensuring the approval process is transparent and predictable.
On workforce, the city can play a connective role - linking employers with regional workforce development programs, supporting transit access so workers can get to jobs, and making sure Roseville is a place people can afford to live close to where they work.
The business community and the city succeed together or struggle together. I'll show up as a partner who takes that seriously.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Public safety in Roseville means making sure our infrastructure keeps pace with a growing community.
The most pressing challenge is fire and emergency services staffing. Roseville firefighters have seen a 50% increase in emergency calls since 2018. The FEMA grant that helped fund additional firefighters has ended, and while the 2026 budget added 15 new firefighters and 7 new officers, a significant portion of that is funded by federal grants that will expire. That's not a stable foundation. The next council will need to make a genuine commitment to sustaining that staffing level through the city's own budget. I don't view that as a budget line to cut, but a promise to keep.
Beyond staffing, public safety is also about prevention and connection. Safe neighborhoods are built by people who know each other. I've seen that firsthand through my involvement in neighborhood crime prevention work, and I believe the city has a role in supporting the community connections that make neighborhoods safer before incidents happen.
Finally, infrastructure is a public safety issue. Incomplete sidewalks, poor lighting, and gaps in pedestrian access create real risks - especially for seniors, children, and people with disabilities. Investing in connected, accessible infrastructure isn't just a quality-of-life issue. It's a safety issue.
I'll bring a broad and honest view of what public safety requires, and I won't shy away from the funding conversations that go with it.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Housing affordability is personal for me. I work with seniors on fixed incomes, renters, and working families every day who are feeling the pressure of rising costs. I understand what it means when housing stops working for the people who need it most.
Roseville is already moving in the right direction. The work being done to align zoning with the 2040 Comprehensive Plan - expanding options for ADUs, courtyard cottages, and other non-traditional housing types - is exactly the kind of creative, flexible approach we need more of. These reforms give homeowners more options, add housing supply without large-scale development, and create opportunities for multigenerational and affordable living. I'll be a strong advocate for continuing and expanding that work.
On the development side, every new proposal that comes before the council should answer a simple question: does this serve the full range of people who call Roseville home? That means pushing for housing that works for first-time buyers, seniors, renters, and working families - not just the top of the market.
On rent control specifically, I understand the appeal. When people are being priced out of the community, they've built their lives in, the instinct to draw a line is completely understandable. But the evidence suggests rent control can reduce housing supply over time by discouraging new development and maintenance investment - which ultimately makes affordability worse, not better. I believe the more effective path is increasing supply, strengthening tenant protections, and ensuring long-term residents aren't displaced by development that doesn't account for them.
The goal is a Roseville where people can afford to stay. I'll pursue every tool that actually gets us there.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Getting around Roseville shouldn't depend on whether you own a car. Right now, for too many residents, it does. That's something I'm committed to changing.
Roseville has already done significant work here. The city owns and maintains approximately 91 miles of pathways, trails, sidewalks, and off-road paths, and projects like the Twin Lakes Trail have been steadily extending that network. But the vision has always been bigger than individual segments — a fully connected system linking every neighborhood to parks, transit, schools, and one another. We're not there yet, and I'll push to keep moving toward that goal rather than stalling.
For pedestrians, the most immediate priority is filling the gaps. Sidewalk coverage is inconsistent across the city, and those gaps aren't evenly distributed – they disproportionately affect seniors, children, and people with disabilities. I’ll prioritize completing sidewalk connections in the neighborhoods with the most critical needs, and make sure new development adds to the network rather than creating new gaps.
For cyclists, I’ll advocate for more dedicated bike infrastructure that makes cycling a safe and viable option - not just for recreational riders, but for people using a bike to get to work, school, or the store.
For transit riders, I’ll push for better bus connections and pedestrian infrastructure around transit stops so that the first and last mile of every trip actually works.
For drivers, continued investment in road maintenance and thoughtful traffic management remains important – but I believe a city that works well for pedestrians, cyclists, and transit riders ultimately works better for drivers too. Fewer cars on the road means less congestion for everyone.
This is also a climate issue. Every trip that doesn’t require a car is a step toward Roseville’s sustainability goals. Transportation infrastructure and climate commitments aren’t separate conversations – they’re the same one.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
Property taxes are a real and growing strain for homeowners, especially seniors on fixed incomes and working families already stretched thin. I take that seriously, and I won't pretend there are easy answers.
Balancing fiscal responsibility with service demands starts with being honest about what things actually cost. Roseville residents expect well-maintained parks, reliable public safety, good roads, and quality services. Delivering on those expectations requires adequate funding. The answer isn't to promise cuts that ultimately mean degraded services - it's to make sure every dollar is being spent as effectively as possible and that the tax burden is being shared fairly across the community.
That means scrutinizing the budget with real rigor. Where are there efficiencies to find? Where are we investing in prevention that saves money downstream? Where are we deferring maintenance in ways that will cost us more later? Those are the questions I'll ask every budget cycle.
It also means growing the tax base strategically. Roseville is essentially fully developed, so meaningful tax base growth comes through redevelopment. Smart, community-centered development that increases property values and brings in new commercial activity is one of the most sustainable ways to relieve pressure on residential property owners over time.
Most importantly it means being straight with residents about tradeoffs. When the FEMA grants funding our fire department staffing expire, that cost doesn't disappear - it shifts to the levy, or we cut staffing. I'd rather have that honest conversation than make promises that cannot be kept.
Fiscal responsibility isn't about keeping the levy as low as possible at any cost. It's about spending wisely, planning ahead, and making sure Roseville remains a city people can afford to live in.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
City government is closest to the people it serves. That proximity is both a responsibility and an advantage - and there are a few areas where I believe Roseville is uniquely positioned to lead.
The first is land use and housing. Zoning, development approvals, and housing policy are fundamentally local decisions. The state can set a framework, but it's the city council that decides whether an ADU ordinance gets passed, whether a development proposal serves the full community, and whether the Rosedale corridor becomes something residents are proud of or something that happened to them. No one at the state or county level knows Roseville's neighborhoods, corridors, and community character the way we do. That knowledge belongs at the local level, and so does the decision-making.
The second is neighborhood connectivity and infrastructure. Sidewalks, trails, bike lanes, and local road maintenance are day-to-day quality of life issues that residents feel directly. Decisions about where the next sidewalk gets built, which trail gap gets closed, and how pedestrian infrastructure gets prioritized around schools and transit stops - those are inherently local calls. The city can move faster, respond to specific community needs, and hold contractors accountable in ways that a county or state agency simply can't.
The third is small business support and local economic development. State and county programs can provide resources, but the city is the one approving permits, setting lease terms on city-owned properties, and deciding what gets built in commercial corridors. Roseville already has effective tools through REDA - microloans, specialty leases, business development resources. Expanding and deploying those tools is a local leadership opportunity that doesn't require waiting on anyone else.
The thread connecting all three is accountability. When something isn't working at the city level, residents know where to show up. That's exactly how it should be.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Transparency is a practice. It means making sure residents can understand how their money is being spent - not just that the information exists somewhere, but that it's accessible, readable, and paired with real opportunities to weigh in before decisions are made.
On the financial side, I believe the city should present budget information in plain language that doesn't require a finance background to understand. That means clear breakdowns of where levy dollars go, honest accounting of what state and federal grants are funding and what happens when they expire, and proactive communication when financial assumptions change. Residents deserve to know not just what was spent, but why, and what tradeoffs were made to get there.
On public engagement, the most important word is "before." Community input must happen before major decisions are made, not after. That means budget town halls with real dialogue, not just presentations. It means making meetings accessible - in terms of timing, location, and format - so that working families, seniors, and renters have as much access as homeowners who can attend a Tuesday night meeting. And it means following up, so residents know whether their input shaped the outcome.
I've spent eighteen years helping families navigate systems that weren't designed to be understood. I know what it feels like to be on the outside of a process that affects your life. That experience shapes how I think about transparency - it's not about compliance, it's about respect. Roseville residents are not an audience for government decisions. They're the reason those decisions get made.
Email: [email protected]
Campaign Phone: 612-552-1170
Campaign Website: www.cassie4roseville.com
Twitter handle: @cassie4roseville
Facebook Page: Cassie Iverson for Roseville City Council
Candidate Bio
I’m a Roseville resident, community advocate, and elder law paralegal with over eighteen years of experience fighting for Minnesota's aging and disabled population. I'm one of a small number of paralegals in Minnesota specializing in Medical Assistance benefits for aging and disabled individuals, and I've spent my career working in the gap between what systems promise and what families experience.
That work taught me how to show up for people who need someone in their corner - and it's exactly what I intend to do at City Hall.
In my community, I've served on church boards and councils, participated in neighborhood crime prevention, and built deep roots through organizations like Girls on the Run. I chose Roseville deliberately, and I'm running because the decisions being made right now about housing, development, transit, and neighborhood investment will shape this city for a generation.
I'm ready to bring that experience, accountability, and commitment to every resident of Roseville.
What style of leadership would you bring to this position?
My leadership style is built on showing up - consistently, in all conditions, for all people. I don't lead from a distance. I listen first, ask hard questions, and make sure the people most affected by a decision have a real voice before that decision is made.
I believe good leadership means being accessible - at the grocery store, at your front door, at a council meeting. It means being honest about what you don't know and willing to learn. And it means following through on what you said you'd do. Roseville deserves a council member who leads by example, not by title. That's the standard I hold myself to, and it's the standard I'll bring to City Hall.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
Housing attainability, smart community-centered development, and a connected and accessible Roseville. Each of these is directly shaped by the funding landscape we're navigating right now.
On housing, I'll support ADU and zoning reforms that don't rely heavily on outside funding - these are policy tools the city controls. But affordable housing programs often depend on state and federal dollars, and I'll work to protect those partnerships while pushing for local solutions that can stand on their own.
On development, the Rosedale corridor redevelopment is a generational decision. Uncertainty around state and federal infrastructure funding makes it even more critical that the city negotiates development agreements that hold builders accountable and don't leave taxpayers exposed if outside funding shifts.
On connectivity, Roseville has made real progress on trails, sidewalks, and transit - but much of that work has been grant-funded. The loss of federal infrastructure dollars would hit this priority hard. I'll advocate for prioritizing the most critical gaps in the city's own budget and actively pursue every available state and regional funding opportunity.
The through line is this: uncertainty is not an excuse for inaction. It's a reason to plan smarter, spend strategically, and make sure every dollar serves Roseville residents first.
What is the biggest challenge facing Roseville right now, and where do you see the greatest opportunity?
The biggest challenge facing Roseville right now is managing growth in a way that works for everyone. Housing costs are rising faster than many families can keep up with. The Rosedale corridor is at a turning point. Infrastructure decisions are being made that will shape this city for a generation. And all of that is happening against a backdrop of real uncertainty around state and federal funding. The pressure to grow and the pressure to stay affordable are pulling in opposite directions, and it's the council's job to hold both.
The greatest opportunity is the flip side of that same challenge. Roseville is a fully developed city, which means every redevelopment decision is a chance to get it right. We're not starting from scratch - we have a 2040 Comprehensive Plan that reflects what residents want, a Climate Equity Action Plan in progress, and a community that is engaged and paying attention. That's not something every city has.
The opportunity is to be intentional. To make sure the Rosedale corridor becomes something the whole community is proud of. Building housing that serves renters, seniors, and first-time buyers - not just the market. To invest in sidewalks, trails, and transit so Roseville works for people who don't own cars. Done right, this moment of growth becomes the foundation for a Roseville that's stronger, more connected, and more affordable for the next generation.
How would you characterize the business climate in Roseville, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Roseville has a strong foundation as a regional commercial hub, anchored by Rosedale Center and a diverse mix of businesses along major corridors. But a healthy business climate isn't just about what's already here - it's about whether new businesses, especially small and local ones, can get a foothold and grow.
Right now, that's harder than it should be. Rising development costs and competitive commercial rents can price out the small businesses and entrepreneurs that give a community its character before they've had a chance to prove themselves. That's a problem worth solving.
City government's role isn't to get out of the way - it's to be a genuine partner. Roseville already has tools that work: short-term specialty leases, microloan programs, and free business development resources through REDA. I want to build that foundation. That means advocating for shared and cooperative commercial spaces that lower barriers for small businesses, making sure the city's development decisions create room for local entrepreneurs, and ensuring the approval process is transparent and predictable.
On workforce, the city can play a connective role - linking employers with regional workforce development programs, supporting transit access so workers can get to jobs, and making sure Roseville is a place people can afford to live close to where they work.
The business community and the city succeed together or struggle together. I'll show up as a partner who takes that seriously.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Public safety in Roseville means making sure our infrastructure keeps pace with a growing community.
The most pressing challenge is fire and emergency services staffing. Roseville firefighters have seen a 50% increase in emergency calls since 2018. The FEMA grant that helped fund additional firefighters has ended, and while the 2026 budget added 15 new firefighters and 7 new officers, a significant portion of that is funded by federal grants that will expire. That's not a stable foundation. The next council will need to make a genuine commitment to sustaining that staffing level through the city's own budget. I don't view that as a budget line to cut, but a promise to keep.
Beyond staffing, public safety is also about prevention and connection. Safe neighborhoods are built by people who know each other. I've seen that firsthand through my involvement in neighborhood crime prevention work, and I believe the city has a role in supporting the community connections that make neighborhoods safer before incidents happen.
Finally, infrastructure is a public safety issue. Incomplete sidewalks, poor lighting, and gaps in pedestrian access create real risks - especially for seniors, children, and people with disabilities. Investing in connected, accessible infrastructure isn't just a quality-of-life issue. It's a safety issue.
I'll bring a broad and honest view of what public safety requires, and I won't shy away from the funding conversations that go with it.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
Housing affordability is personal for me. I work with seniors on fixed incomes, renters, and working families every day who are feeling the pressure of rising costs. I understand what it means when housing stops working for the people who need it most.
Roseville is already moving in the right direction. The work being done to align zoning with the 2040 Comprehensive Plan - expanding options for ADUs, courtyard cottages, and other non-traditional housing types - is exactly the kind of creative, flexible approach we need more of. These reforms give homeowners more options, add housing supply without large-scale development, and create opportunities for multigenerational and affordable living. I'll be a strong advocate for continuing and expanding that work.
On the development side, every new proposal that comes before the council should answer a simple question: does this serve the full range of people who call Roseville home? That means pushing for housing that works for first-time buyers, seniors, renters, and working families - not just the top of the market.
On rent control specifically, I understand the appeal. When people are being priced out of the community, they've built their lives in, the instinct to draw a line is completely understandable. But the evidence suggests rent control can reduce housing supply over time by discouraging new development and maintenance investment - which ultimately makes affordability worse, not better. I believe the more effective path is increasing supply, strengthening tenant protections, and ensuring long-term residents aren't displaced by development that doesn't account for them.
The goal is a Roseville where people can afford to stay. I'll pursue every tool that actually gets us there.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Getting around Roseville shouldn't depend on whether you own a car. Right now, for too many residents, it does. That's something I'm committed to changing.
Roseville has already done significant work here. The city owns and maintains approximately 91 miles of pathways, trails, sidewalks, and off-road paths, and projects like the Twin Lakes Trail have been steadily extending that network. But the vision has always been bigger than individual segments — a fully connected system linking every neighborhood to parks, transit, schools, and one another. We're not there yet, and I'll push to keep moving toward that goal rather than stalling.
For pedestrians, the most immediate priority is filling the gaps. Sidewalk coverage is inconsistent across the city, and those gaps aren't evenly distributed – they disproportionately affect seniors, children, and people with disabilities. I’ll prioritize completing sidewalk connections in the neighborhoods with the most critical needs, and make sure new development adds to the network rather than creating new gaps.
For cyclists, I’ll advocate for more dedicated bike infrastructure that makes cycling a safe and viable option - not just for recreational riders, but for people using a bike to get to work, school, or the store.
For transit riders, I’ll push for better bus connections and pedestrian infrastructure around transit stops so that the first and last mile of every trip actually works.
For drivers, continued investment in road maintenance and thoughtful traffic management remains important – but I believe a city that works well for pedestrians, cyclists, and transit riders ultimately works better for drivers too. Fewer cars on the road means less congestion for everyone.
This is also a climate issue. Every trip that doesn’t require a car is a step toward Roseville’s sustainability goals. Transportation infrastructure and climate commitments aren’t separate conversations – they’re the same one.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
Property taxes are a real and growing strain for homeowners, especially seniors on fixed incomes and working families already stretched thin. I take that seriously, and I won't pretend there are easy answers.
Balancing fiscal responsibility with service demands starts with being honest about what things actually cost. Roseville residents expect well-maintained parks, reliable public safety, good roads, and quality services. Delivering on those expectations requires adequate funding. The answer isn't to promise cuts that ultimately mean degraded services - it's to make sure every dollar is being spent as effectively as possible and that the tax burden is being shared fairly across the community.
That means scrutinizing the budget with real rigor. Where are there efficiencies to find? Where are we investing in prevention that saves money downstream? Where are we deferring maintenance in ways that will cost us more later? Those are the questions I'll ask every budget cycle.
It also means growing the tax base strategically. Roseville is essentially fully developed, so meaningful tax base growth comes through redevelopment. Smart, community-centered development that increases property values and brings in new commercial activity is one of the most sustainable ways to relieve pressure on residential property owners over time.
Most importantly it means being straight with residents about tradeoffs. When the FEMA grants funding our fire department staffing expire, that cost doesn't disappear - it shifts to the levy, or we cut staffing. I'd rather have that honest conversation than make promises that cannot be kept.
Fiscal responsibility isn't about keeping the levy as low as possible at any cost. It's about spending wisely, planning ahead, and making sure Roseville remains a city people can afford to live in.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
City government is closest to the people it serves. That proximity is both a responsibility and an advantage - and there are a few areas where I believe Roseville is uniquely positioned to lead.
The first is land use and housing. Zoning, development approvals, and housing policy are fundamentally local decisions. The state can set a framework, but it's the city council that decides whether an ADU ordinance gets passed, whether a development proposal serves the full community, and whether the Rosedale corridor becomes something residents are proud of or something that happened to them. No one at the state or county level knows Roseville's neighborhoods, corridors, and community character the way we do. That knowledge belongs at the local level, and so does the decision-making.
The second is neighborhood connectivity and infrastructure. Sidewalks, trails, bike lanes, and local road maintenance are day-to-day quality of life issues that residents feel directly. Decisions about where the next sidewalk gets built, which trail gap gets closed, and how pedestrian infrastructure gets prioritized around schools and transit stops - those are inherently local calls. The city can move faster, respond to specific community needs, and hold contractors accountable in ways that a county or state agency simply can't.
The third is small business support and local economic development. State and county programs can provide resources, but the city is the one approving permits, setting lease terms on city-owned properties, and deciding what gets built in commercial corridors. Roseville already has effective tools through REDA - microloans, specialty leases, business development resources. Expanding and deploying those tools is a local leadership opportunity that doesn't require waiting on anyone else.
The thread connecting all three is accountability. When something isn't working at the city level, residents know where to show up. That's exactly how it should be.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Transparency is a practice. It means making sure residents can understand how their money is being spent - not just that the information exists somewhere, but that it's accessible, readable, and paired with real opportunities to weigh in before decisions are made.
On the financial side, I believe the city should present budget information in plain language that doesn't require a finance background to understand. That means clear breakdowns of where levy dollars go, honest accounting of what state and federal grants are funding and what happens when they expire, and proactive communication when financial assumptions change. Residents deserve to know not just what was spent, but why, and what tradeoffs were made to get there.
On public engagement, the most important word is "before." Community input must happen before major decisions are made, not after. That means budget town halls with real dialogue, not just presentations. It means making meetings accessible - in terms of timing, location, and format - so that working families, seniors, and renters have as much access as homeowners who can attend a Tuesday night meeting. And it means following up, so residents know whether their input shaped the outcome.
I've spent eighteen years helping families navigate systems that weren't designed to be understood. I know what it feels like to be on the outside of a process that affects your life. That experience shapes how I think about transparency - it's not about compliance, it's about respect. Roseville residents are not an audience for government decisions. They're the reason those decisions get made.