Roseville Police Department plans to increase staff & improve operations
The Roseville Police Department has developed a plan to implement resource and operational efficiency recommendations, based on a comprehensive evaluation by the Axtell Group. At the July 7 city council meeting, Roseville Police Chief Erika Scheider and deputy Police Chief Joe Adams, presented their plan.
In late 2024, the Roseville Police Department sought the city council’s approval to solicit proposals for a comprehensive evaluation of police resource allocation and operational efficiency. In light of the significant recruitment and retention challenges facing law enforcement departments nationwide, the goal of this study was to ensure that RPD is deploying its resources as effectively and efficiently as possible, while remaining aligned with community expectations. A critical part of the study included a review of current officer scheduling, with a focus on considering the impacts on officer wellness.
The Axtell Group began their evaluation of the RPD on January 16, 2025, which included personal interviews, a comprehensive data and workload review, a department-wide survey and community engagement.
The Axtell Group presented their findings and recommendations to the Roseville City Council at the June 16, 2025 meeting. Key takeaways from the report stressed the need to increase the department's capacity by adding additional officers and updating records management and IT support services. It also highlighted the need for a more robust strategic implementation plan and the creation of an internal communication plan. The full report was made available to the public.
Contributing Writer
In response, the RPD developed a plan to identify innovative approaches to optimize resource allocation and match staffing levels to service demands.
Overview of The Key Recommendations
Key recommendations include updating the patrol deployment model, enhancing supervisor coverage, investing in a full-time training coordinator and strengthening records and property operations.
Also, increasing technology support, building strategic staffing resiliency, augmenting internal communications and supporting employee wellness and morale initiatives.
Operational Improvements Already Underway
Operational improvements already begun include standardized roll call procedures, the launch of a mobile platform for intel sharing, increased in-person trainings, automating the import of case numbers into body-worn camera videos, working with the RMS vendor to more easily resolve online reporting issues, and the implementation of monthly goal setting meetings with sergeants.
Additionally, a support staff workgroup has been created to improve processes, department-wide meetings were held to review the Axtell report, began the cross-training of records staff, implemented cloud-based systems for employee background checks and training tracking and standards, as well as launching a public crime mapping system.
Phase One Priorities—2026
Mission Critical Staffing Needs
- Update Patrol Deployment Staffing: Add one patrol officer to each of the four patrol teams to ensure better alignment with current call volume, response times, and the growing complexity of service demands.
- Enhance Supervisory Coverage: Add two patrol sergeant positions to provide 24/7 supervisory coverage across all shifts and limit Officer in Charge (OIC) program to exceptional circumstances.
- Strengthen Records and Property Operations: Establish a dedicated Records Supervisor position to oversee both records and property room operations.
Operational Enhancement Goals
- Modernize Patrol Deployment Model: Refine schedules to align with peak call volumes
- Strengthen Internal Communication: Improve internal communication systems
- Establish Dedicated Training Liaison Officer: Designate a training liaison officer
- Advance Employee Wellness & Retention: Implement additional initiatives
- Engage Stakeholders: Increase communication with employees
- Improve Data and Reporting Systems: Identify and improve system inefficiencies
- Standardize Briefings and In-Service Training: Implement consistent roll call briefings
- Expand IT Support: Increase dedicated IT support and address technical needs
Phase Two Priorities—2027
Mission Critical Staffing Needs
- Enhance Investigative Capacity: Add one detective position to support the growing volume and complexity of criminal investigations.
- Expand Digital Evidence Management: Add an administrative aide position to oversee the management of digital media and video evidence, including squad and body-worn camera footage, surveillance video, and other electronic records.
Operational Enhancements
- Optimize Front Office Operations: Conduct a comprehensive review of front office staff responsibilities
- Redraw Patrol Districts: Evaluate and update patrol district boundaries using current call volume data
- Achieve Accreditation: Complete the Minnesota Law Enforcement Accreditation Program
- Expand Crime Prevention and Outreach Efforts: Develop and launch structured crime prevention programs tailored to both residents and the business community
- Improve Record Workspace: Reconfigure the front office workspace to minimize distractions
Phase Three Priorities - 2028
Staffing Priorities
- Improve Training Oversight: Add a dedicated training sergeant position to strengthen department-wide training coordination, ensure ongoing compliance, and implement long-term training strategies.
- Expand Investigative Support: Add a second civilian investigative analyst to assist detectives and command staff with crime trend analysis, intelligence gathering, and data-driven deployment strategies.
Operation Enhancements
- Reevaluate Minimum Staffing: Review and adjust minimum staffing standards
- Adjust Sergeant Staffing Role: Remove patrol sergeants from minimum staffing
- Develop Internal Leadership Program: Establish a leadership training plan
- Conduct Facility Needs Assessment: Evaluate the department’s current facilities
- Assess Expanded IT Support: Examine expanding dedicated IT support
Phase Four Priorities - 2030
Staffing Increases and Operational Enhancements
- Reevaluate Staffing Levels: Utilize updated call load, crime trends, and operational data to assess overall staffing needs
- Evaluate RMS Replacement: If performance issues persist with the current Records Management System (RMS), begin planning for a new solution.
- Reevaluate 12-hour shift model: Establish a committee to evaluate the12-hour patrol shift structure, considering wellness data, operational needs, and alternative schedules.
Budget Impacts
In 2026, the RPD hopes to add 4 patrol officers, 2 patrol sergeants, and one record supervisor. The increased staffing will help the department to improve response times and provide training and technical assistance to Roseville Community members. The total estimated cost for the 2026 budget for these new hires would be $906,637.53
RPD submitted an application to the U.S. Department of Justice for a Community Oriented Policing Services (COPS) grant to partially fund the four additional officers. They will hear whether or not their request was granted this fall.
Chief Scheider asked the city council to remember that these are people and not just data and patrol reports and it’s important to support the amazing individuals who make up the Roseville Police Department.
"We have some amazing, amazing men and women who continue to answer the call. Really what this is about is providing them the support and resources we believe they need based on the data we've analyzed," Scheider said to the council.
City Council Discussion
Councilmember Strahan expressed appreciation for the Axtell Group's for the thorough and comprehensive report they assembled. She also said that the training supervision position is important for mentoring and coaching the high potential officers which will lead to more robust employee retention. She also reminded everyone of how important it is to follow Minnesota Fair Labor laws in relation to the city’s employees.
Councilmember Groff also was appreciative of how comprehensive the Axtell report was.
"I never hear from residents that we want fewer Police in Roseville. Of course everyone wants us to pay attention to taxes, but they do want to be safe. That's number one what they want in the city," Groff said.
Councilmember Schroeder agreed with Groff that for people in Roseville, safety is their first priority and they really appreciate the work of the RPD.
"It's easy to support resources in this area," Schroeder said.
She went on to say that RPD needs additional resources to continue the great work that they are doing. She was surprised that software and IT related to records management and data security were "such a detriment" to accomplishing RPD’s work. Schroeder said it would be great to prioritize funding in this area. She also said the department's space needs are important, especially in the records area and locker room.
Schroeder also referenced new residential development in Roseville, speculating that an increase in residents could lead to more police calls and it's important to have the police resources to match the resident needs.
Councilmember Bauer was also surprised by the IT needs and is curious what the costs will be to create these efficiencies and agrees that this should not be something that prevents the RPD from doing their work more effectively. He also hoped that the funds outlined in this report will allow officers to take time off to spend with their families. He asked Chief Scheider with the assets listed in this report if she foresees any issues with filling these additional positions.
Chief Scheider responded that she does think that they will be able to fill these positions. And with the current staffing model, RPD should be fully staffed by the end of this summer. She also gave "kudos to the city manager" for recognizing the need for IT improvements. Some of those improvements are already underway. The workflow is already better and making a difference, she said.
Councilmember Bauer also hoped that the RPD will have the resources for better training facilities for staff.
Mayor Roe expressed his gratitude to the Axtell Group for putting together such a detailed report. He also thanked RPD for the work they have done on the follow-up recommendations. Roe said the phasing steps in the implementation plan are very important. He was hopeful that some of the high priority needs could be funded first.
He noted that an increase in police calls at Rosedale Mall aren't necessarily due to increases in crime, but due to retail businesses noticing the improvement in response times making them more likely to call RPD when there is an issue. Roe said that County connections are important in improving IT resources. Roe is looking forward to the discussion around the 2026-2027 budget related to the plan.
Councilmember Groff mentioned if officers don’t have as many IT problems to deal with, it will allow them more time to do their jobs even more effectively.
There was an opportunity for public comment, but no one came forward.
City Council Action
Staff recommended and the City Council formally received the Roseville Police Department’s Five-Year Implementation Plan, developed in response to The Axtell Group’s operational evaluation. No formal action was taken at this time except receipt of the report.
Greg Simbeck is a freelance writer who lives in Roseville, Minnesota. He has had 200 articles published on national sites including Yardbarker, WhoWhatWhy, and New Leaf News. He and his wife Mary Jo have lived in Roseville for over 17 years. He was previously a commissioner on the Roseville Parks and Recreation Commission and a board member of the Rice-Larpenteur Alliance.
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