HomeMy WebLinkAbout1997 08-07 CCP Work Session AGENDA
CITY COUNCIL WORK SESSION
AUGUST 7, 1997
7:00 P.M.
CONFERENCE ROOM B
I. CITY COUNCIL
1. Discussion of work session schedule for August and September
- Budget process:
- review of social service funding
- general discussion of dates and topics for work sessions
2. Discussion of 71 st & Newton open forum
3. Discussion of process /timing of city manager's evaluation
4. Random Acts of Kindess /Cities Week
5. Council Member Lasman: reponse to BCTA letter on bond referendum
• 6. Miscellaneous items
II. STAFF ITEMS
1. Presentation of concept for re- organization of recreation
2. Liquor market study concept
3. Miscellaneous Items
City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness and Council Members _Carmody, Hilstrom, Lasman and Peppe
From: Michael I McCauley
City Manager
r
Date: August 5, 1997
Re: Work Session Dates
I would request that the Council discuss the dates for social service request review, general work
sessions, and budget review at the August 7th meeting to develop a calendar for the next few
months.
•
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6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
3 City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness and Council Members Carmody, Hilstrom, Lasman and Peppe
From: Michael J. McCauley,
City Manager
j ri
Date: August 5 1
August 997
Re: 71 st & Newton
At the last Council meeting this matter was raised by the citizen under compliance orders. The
council mentioned discussing this at a work session. The item is to see if there is any further
information or action the Council wishes to discuss.
6301 Shingle Creek Pkwy, Brooklyn Center, YIN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness and Council Members Carmody, Hilstrom, Lasman and Peppe
From: Michael J. McCauley
City Manager
Date: August 5, 1997
Re: Evaluation
Attached please find a copy of the form that was used last year for my evaluation. Attached also
is a streamlined form covering the major performance areas. At the work session, a process and
format should be established, along with a time line for the evaluation process. I am also
attaching updated materials from last year on the employment contract and cities within 10,000
population.
6301 Shingle Creek Pkwy; Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
E City of Brooklyn Center
Evaluation of City Manager
Explanations and Directions
Evaluation as Team Building
If evaluation is to be, in the truest sense, a means of team building, certain conditions must
prevail. The two processes must be compatible and interrelated in the following, ways:
1. Evaluation is basically a means, not an end in itself.
2. The trust level between the evaluatee and evaluators must be high.
3. The roles each are to fulfill must be clearly indicated and accepted.
4. Responsibilities are matched with pre - determined standards of performance.
Definition of Roles
1. City Council
A. Conduct annual assessments of performance of the City Manager.
B. Respect the prerogatives of the City Manager insofar as operation management
function of the organization is concerned and the policy function of the Council.
C. Make assessments in general terms but also by using specific examples in instances
where specific improvements are needed or when explicit commendations are due.
City Manager
A. Accepts the prospects of annual evaluation.
B. Understands the scope and thrust of the evaluations.
C. Expects the evaluations to adhere to the established procedures for evaluating the
performance of the City Manager.
D. Agrees to make the effort to implement results of the evaluation.
Pre - determined Performance Standards
A performance standard is defined as a condition that will exist when a responsibility or function
is successfully performed. It is essential that a performance standard be established, at the outset,
for each of the twelve major areas of responsibility of the City Manager. This is necessary in
order to use the rating scale effectively.
Major Areas of Responsibility
It should be reiterated that in determining the appropriate level of expectations, actual
performance must be measured in relation to the indicated standard of performance. Four major
areas of responsibility serve as the basis upon which assessments are to be made. Descriptors are
provided under each to clarify the meaning and content of the area. However, the evaluation is
made of the major area.
1996 Goals for City Manager
I. Code Enforcement
II. Familiarize self with City and Staff
III. New Budget Format
IV. Building Needs: Develop a Plan
General Duties
I. Organizational Management
II. Fiscal/Business Management
III. Program Development and Follow- through
IV. Relationship with the Mayor /Council
V. Long Range Planning
VI. Relationship with Public/Public Relations
VII. Intergovernmental Relations
VIII. Professional/Personal Development
Evaluation of: Michael I McCaulev. Citv Manager
Evaluated by:
I. CODE ENFORCEMENT
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
I
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendation
s. Area of performance a
ormance callin for ( (s ) p b o prase/ commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
II. FAMILLARIZE SELF WITH CITY AND STAFF
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
a
Su aa s estions for Improvements: (Specific area(s) that need strengthening)
I
1
Commendations: (Area(s) of performance calling for praise/commendation)
I
I
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
III. NEW BUDGET FORMAT
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
IV. BUILDING NEEDS: DEVELOP A PLAN
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise /commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
I. ORGANIZATIONAL MANAGEMENT
Responsibility
0 Plans and organizes the work that goes into providing services established by past and current
decisions of the Council
0 Plans and organizes work that carries out policies adopted by the Council and developed by staff.
• Plans and organizes responses to public requests and complaints or areas of concern brought to
the attention of staffby Council and staff
• Evaluation and keeping up with current technology.
• Selecting, leading, directing, and developing staff members.
Performance Standard
Or Management will be considered effective when a majority of the conditions have been
successfully fulfilled.
• Well qualified, promising persons are recruited and employed.
• Employees are appropriately placed contributing to a high retention rate.
• Citizen complaints are effectively resolved.
• The organization is aware of new trends in technology.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise /commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
II. FISCALBUSINESS MANAGEMENT
Responsibility
• Plans and organizes the preparation of an annual budget with documentation, etc. that conforms
to guidelines adopted by the Council.
• Plans, organizes, and administers the adopted budget with approved revenues and expenditures.
• Plans, organizes and supervises the most economic utilization of manpower, materials, and
machinery.
• Plans and organizes a system of reports for Council that provide the most up -to -date available
concerning expenditures and revenue.
• Plans and organizes maintenance of City -owned facilities, buildings and equipment.
Performance Standard
Fiscal/Business Management will be considered effective when a majority of the conditions have been
successfully fulfilled.
• Budget preparation and management are thorough and effective.
• Cost- effective measures are persistently pursued.
• Financial reporting is timely and readily understandable.
• Physical facilities management is efficient.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
f III. PROGRAM DEVELOPMENT AND FOLLOW- THROUGH
Responsibility
• Plans and organizes on -going programs and services to City government.
• Plans and organizes work involved in researching program suggestions by Council and staff and
the reporting of the results of analysis.
• Maintains knowledge of current and innovative trends in the area of services being provided by
local governments, and incorporates that knowledge in program suggestions and research.
• Plans and organizes work assigned by the Council so that it is completed with dispatch and
efficiency.
• Plans, organizes and supervises implementation of program adopted or approved by the Council.
Performance Standard
Program planning techniques and procedures will be considered effective when a majority of the
conditions have been successfully fulfilled.
• Ongoing programs and services are fully responsive to the City's needs.
• Monitoring procedures are in place and functioning well.
• Measurable outcomes (to the extent possible) are used to determine success in program planning.
• The City Manager can be depended upon to follow through.
• Makes most effective use of available staff talent.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: Area of performance calling for raise/comm n
( (s ) P b p endatio )
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
IV, RELATIONSHIP WITH MAYOR AND CITY COUNCIL
Responsibility
• Maintains effective communication, both verbal and written, with Council.
• Maintains availability to Council, either personally or through designated subordinates.
• Established and maintains a system of reporting to Council current plans and activities of the staff.
• Plans and organizes materials for presentations to the Council, either verbally or written, in the
most concise, clear, and comprehensive manner possible.
Performance Standard
Relations with the Mayor and Council will be considered effective when a majority of the conditions have
been successfully fulfilled.
• Materials, reports, presentations and recommendations are clearly and convincingly made.
• Communications are made in a timely, forthright, and open manner.
• Responses to requests are made promptly and completely.
• Recommendations appear to be thoroughly researched.
• Adequate information is provided to Council to make decisions.
• A system is in place and utilized to report to Council current plans, activities, and events of the
City.
Rating p
Y - Write our Comments in the Space Provided Below:
Comments: (Observations of Evaluators
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise /commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
� V. LONG RANGE PLANNING
Responsibility
• Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services.
• Keeps Council advised of new and impending legislation and developments in the area of public
policy.
• Plans and organizes a process of program planning in anticipation of future needs and problems.
• Establishes and maintains an awareness of developments occurring within other cities or other
jurisdictions that may have an impact on City activities.
• Plans, organizes and maintains a process for assisting the Council in establishing community goals
including a process for monitoring and reporting on the City's progress toward achieving those
goals.
Performance Standard
Strategic planning will be considered effective when a majority of the conditions have been successfully
fulfilled.
• A well- constructed long-range (strategic) plan is currently in operation.
• Annual operational plans are carried out by staff members.
• An on -going monitoring process is in operation to attain quality assurance in program and project
implementation.
• Program evaluation and personnel evaluation are interrelated with the strategic planning process.
• Legislative knowledge is current and complete.
Rating - Write your Comments in the Space Provided Below:
Comments: Observations of Evaluators
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
VI. RELATIONSHIP WITH PUBLICIPUBLIC RELATIONS
Responsibility
• Plans, organizes, and maintains training of employees who have primary responsibility for contact
with the public, either by phone or in person.
• Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception
exists in employees coming in contact with the public.
• Establishes and maintains an image of the City to the community that represents service, vitality
and professionalism.
• Establishes and maintains a liaison with private non - governmental agencies, organizations and
groups involved in areas of concern that relate to services or activities of the City.
Performance Standard
Communication services will be considered effective when a majority of the conditions have been
successfully fulfilled
• Contacts with the media are timely and credible.
• Publications are varied and consistently well received by the citizens.
• Feedback from the public and the community leadership is positive.
• City has a good image with comparable organizations.
• Ability to solicit and use feedback from the public.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: ( Area(s) of performance calling for praise /commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
VII. INTERGOVERNMENTAL RELATIONS
1.
Responsibility
• Maintains an awareness of developments and plans in other jurisdictions that may relate to or
affect City governments.
• Establishes and maintains a liaison with other governmental jurisdictions in those areas of service
that improve or enhance the City's programs.
• Maintains communications with governmental jurisdictions with which the City is involved or has
interaction.
Performance Standard
Intergovernmental relations will be considered effective when a majority of the conditions have been
successfully fulfilled.
• Sufficient activity with municipal and professional organizations.
• Regarded as leader by municipal officials.
• Provides examples of good ideas from other jurisdictions.
• Positive relationship with surrounding cities.
• Good cooperation with County and State agencies.
• Improved mutual understanding and relationship with the State Legislature.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Manager: (Responses to any of the evaluations, comments, suggestions,
and /or commendations)
VIII. PROFESSIONAUPER NA
r:
SO L DEVELOPMENT
Responsibility
• Maintains awareness and value of broadening professional and personal development.
• Demonstrates imaginative leadership initiatives.
• Ability to build cohesiveness in staff.
• Decisiveness in leadership performance.
• Effectiveness in verbal communications.
Performance Standard
Professional and personal competencies will be considered effective when a majority of the conditions
have been successfully fulfilled.
• Management techniques show evidences of innovation, imagination and decisiveness.
• Synergetic techniques are fostered.
Continuous professional personal growth is demonstrated.
Rating - Write your Comments in the Space Provided Below:
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise /commendation)
Comments of the City Manager: iI
ana er. R
h' (Responses onses to 1n of the evaluations comments suaaesti
p y suggestions,
and /or commendations)
SHORT FORM EVALUATION
1. City Council goals:
- Has the City Manager worked to implement and facilitate adopted City Council goals?
Generally Yes Partially No
Comments:
2. Administrative Support for City Council:
- Has the City Manager provided the City Council with background and other information
to allow the Council to make informed decisions?
Generally Yes Partially No
Comments:
Has the City Manager assisted the City Council in clarifying complex issues and
understanding administrative, legal and procedural requirements?
Generally Yes Partially No
Comments:
I Chief Administrative Officer duties:
- Has the City Manager provided administrative oversight and direction in the following
areas:
- City Fiscal affairs (budget, expenditures)
- City operations
- City projects
- City Enterprise operations
Generally Yes Partially No
Comments:
4. Community Issues
- Has the City Manager worked effectively with other governmental bodies (legislature,
school districts, etc.) and responded to citizen service needs?
Generally Yes Partially No
Comments:
City Manager Employment A reement
Y g g
THIS EMPLOYMENT AGREEMENT (hereinafter referred to as the "Agreement is made and
entered into by and between the City of Brooklyn Center, a Minnesota municipal corporation (hereinafter
referred to as the "City ") and Michael J. McCauley (hereinafter referred to as the "Manager ") as of the
27th day of November, 1995.
WHEREAS, the City wishes to engage the services of the Manager as a professional employee; and
WHEREAS, the parties wish to set forth the terms and conditions of their relationship in this
contract in order to assure the requisite flexibility to enable the Manager to function as the City's chief
administrative official; and
WHEREAS, the nature of the Manager's position requires continued professional training and
attendance at meetings during evenings and other non - traditional work times.
NOW, THEREF in consideration of the mutual covenants set forth in this agreement `J City and
Manager agree as follows:
Manager shall be employed b the City as City M commencing
Em p lo yment, —- b Y ty ty b e •mm cung
on the 28th day of December, 1995
Section 2. Duties. The duties of the Manager's position shall be as set forth in the City's Charter
and ordinances and such other duties which are consistent therewith as may be assigned from time to time
by the City Council.
Section 3. Discharge of D i s Manager shall be paid a salary as a professional employee and
shall not be paid overtime for hours in excess of 40 hours per week and similarly shall be able to be
absent in consideration of extraordinary time expenditures. The"' discharge of Manager's duties requires
work outside the normal work day for meetings and projects. To that end, the Manager will work flexible
hours as is necessary to Manager to discharge the duties of his position.
Section 4. Evaluation. Manager shall be evaluated on the performance of his duties in July of
1996 and at least annually thereafter by the City Council as a whole. Such evaluation shall be based on
the written goals established by the City Council and the general duties set forth in Section 2 of this
Agreement.
Section 5. Participation in Emnloyee Benefits.
A) Health Insurance. The City shall provide health insurance coverage for the Manager in the
same fashion as it provides health insurance for non -union employees.
B) Life Insurance. The City shall provide life insurance coverage for the Manager in the same
fashion as it provides life insurance for non -union employees.
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C) Except as otherwise specified within this Agreement, Manager shall receive or be eligible to
participate in any other benefits provided for non -union employees generally.
Section 6. Vacation and Ho i a3 c Manager shall accrue days of vacation on the first day of each
month equal to an annual rate of 20 days per year. Manager may accrue vacation to a maximum
accumulation of 200 hours. Manager shall not be required to use vacation leave except for a whole day's
absence from performing Manager's duties. The Manager may, at Manager's discretion take 1 /z day
increments of vacation leave for an absence from the performance of Manager's duties.
Upon leaving the City's employ, for whatever reason, the Manager shall be entitled to payment for
all accrued and unused vacation leave at the Manager's then current rate of compensation.
Manager shall also have the same paid holidays off from work as the City's non -union employees.
Section 7. Sick Leave. Manager shall accrue days of sick leave at the same rate as other non -union
employees.
Upon leaving the City's employ, for whatever reason, the Manager shall be entitled to payment for
all unused sick leave in accordance with the provision of the City's personnel code applicable to non -
union employees.
Section 8. Compensation,
A) Initial Salary. The Manager's initial salary at the commencement of this contract shall be
$76,000 per year. Such salary shall be paid at the intervals customarily used for other city employees.
B) Evaluation and Salary Increases. The City Council shall evaluate the performance of the
Manager in July of 1996 and annually thereafter. The Manager's salary shall be reviewed in July of
1996. Thereafter, the Manager's salary shall. be reviewed and considered at the same time as
consideration of salary for other non -union employees of the City. Any changes in the Manager's salary
shall be pursuant to the written agreement of the Manager and the City.
C) Car Allowance. Manager shall receive $250.00 per. month payable on the lst of each month
as a car allowance for the use of Mana personal car in performing City duties.
D) Professional Membership Dues and Professional Subscriptions. The City will pay the cost
of membership in the International City/County Management Association, the Minnesota City/County
Management Association, and like organizations and subscriptions to professional journals and
publications.
E) Participation in Professional Training/Development. The City will pay the cost of the
Manager's participation and attendance at the ICMA Annual Conference or similar national training
opportunity, MCMA Annual conference, League of Minnesota Cities Annual Conference and.
miscellaneous professional training programs offered within the State of Minnesota:
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Section 10. Moving nct
- b ��,....,vs The City shall reimburse or directly pay for the manager's actual
moving costs, up to a maximum of $3,500. Such payment or reimbursement shall be for the cost of a
professional mover to move Manager's household possessions once to a location in the Metropolitan Twin
Cities area, provided such move occurs within one year of Manager's employment with the City.
Section 11 Expenses Incurred in Performing_ Dutie The City shall reimburse or directly pay
for actual expenses reasonably incurred by the Manager that are directly related to performing Manager's
duties. The parties contemplate that the Manager will incur expenses for travel (other than for use of the
Manager's personal car), attendance at meetings, etc.
Section 12, Retirement Benefits. The City shall pay the employer's portion of the Minnesota
Public Employment Retirement Association contribution on Manager's salary. The Manager shall, in
addition to the retirement benefits provided above, be allowed to participate, at Manager's own expense,
in IRS approved deferred compensation plans offered through the City.
Section 13. Discontinuance of Emp Relationship_ The Manager shall be removable by
the City Council at will subject only to the limitations imposed by the City Charter. Understanding that
the Manager serves as the chief administrative official for the City and Manager's employment status can
be affected by political influences that are independent of job performance, the parties wish to make
arrangements that reflect the realities of the marketplace and are necessary to recruit qualified persons.
The parties wish to assure flexibility for the council, while providing for the ability of the Manager to
perform Manager's duties without undue concern for Manager's financial security should the need arise
to seek new employment. Therefore, the parties have made concessions and the Manager, as part of
Manager's compensation agreement has made concessions in the amount of salary and other forms of
compensation in return for the covenants contained in this section 13 relating to the discontinuance of the
employment relationship.
A) Manager shall give the City 30 days notice prior to discontinuing Manager's employment, where
there has been no event constituting an involuntary separation as hereinafter set forth.
B) In the event an "involuntary separation" occurs, the Manager may chose to resign prior to the
effective date of any formal action by the City to terminate Manager's employment.
C Definitions. For o "' "
rurr�ses •f this Agreement the term "involuntary separation" shill mein a
formal request adopted at a public meeting by the City Council that the Manager resign or an action
adopted by the City Council terminating this Agreement. The term "involuntary separation" shall also
mean the resignation of the Manager within 30 days of the effective occurrence of any of the following:
i) A change in the form of government at the City due to the adoption, amendment or
repeal of a home rule charter, election to adopt or repeal a particular statutory form of
government (other than for a Plan B statutory form of government), or an ordinance/resolution
changing the City's organizational structure relating to the Manager's duties or authority.
ii) A fundamental change in the duties and authority of the Manager adopted by the City
Council, by special or general election, or by referendum or initiative such that the City of
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Brooklyn Center's status as a council- manager plan city is changed by ICMA to some status
other than a council - manager form of government.
D) Payment upon Involuntary Separation. In the event of an involuntary separation, whether
through a resignation or resolution/motion terminating the Agreement, the Manager shall be entitled to
the following:
a) Payment of all accrued vacation and sick leave at its full value at the Manager's
current rate of pay.
b) Payment by the City of the full cost of family 'health insurance, at level of coverage
in effect just prior to the involuntary separation for a period of 12 full months from the date
such involuntary separation becomes effective. In addition, the Manager shall be entitled, at
Manager's own cost to continue participation in the City's group insurance plans for at least
18 months after the City is no longer required to make full payment of premiums for Manager's
insurance coverage, provided the City's group insurance plan authorizes such continued
participation.
c) Severance Payment. The Manager shall receive the following severance benefits:
i) Sic (6) months salary computed at 1 /2. the Manager's gross annual wages.
u) Payment of six months car allowance.
d) Time of payment. All payments due under this section shall be paid by noon on
the day after the separation becomes effective.
F) Payment Upon Voluntary Termination. Upon the Manager's voluntary termination of
employment, he /she shall be entitled to full payment by the next following pay period of:
a) Payment of all accrued vacation and sick leave - at its full value at the Manager's
current rate of pay.
b) Payment of all wages for days worked since the last payroll period prior to
separation.
G) Nothing herein shall be deemed a waiver of any rights or claims that either party may have
beyond the compensation due in the normal course of the separation of the Manager from the City's
employ.
Section 14, Term. This Agreement ,shall be for an indefinite term until terminated by one or both
of the parties as set forth in this Agreement.
Section 15, Indemnification, The City shall defend and indemnify the Manager pursuant to
Minnesota Statutes 466.07 and 465.76. The City shall also defend and hold harmless and indemnify the
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Manager from all torts, civil damages, penalties, fines, provided the Manager was acting in the
performance of Manager's duties.
Section 16. Merger. This Agreement supersedes all prior oral or written communications between
the parties.
Section 17. Entire Agreement_ This Agreement constitutes the entire agreement between the
parties with respect to the employment relationship between the City and the Manager and the parties
agree that there were no inducements or representations leading to the execution of this Agreement except
as herein contained.
Section 18, Severahility. In case any one or more of the provision of this Agreement shall be
invalid, illegal, or unenforceable in any respect, the validity, legality and enforceability of the remaining
provisions contained in this Agreement will not in any way be affected or impaired thereby.
Section 19. Governing L aw . This Agreement will be construed and interpreted in accordance with
the laws of the State of Minnesota.
Section 20 Count marts This Agreement may be executed simultaneously in two or more
counterparts, each of .which will be deemed an original, but all of which together will be constitute one
and the same instrument.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the day and year first
written above.
THE CITY OF BROOKLYN CENTER, EMPLOYEE
MINNESOTA
By /
Myrffa Kragness 'chael 7. McCa e
Its Mayor
By C�
Camille D. Andre
Its Acting City Manager
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City Manager Employment Agreement
Addendum - 1
Sgction 8 Comp sn� ation. Effective January 1, 1997, the salary for the City Manager shall be
$81,000 per year.
IN WITNESS WHEREOF, the parties have executed this Agreement as written above.
THE CITY OF BROOKLYN CENTER, EMPLOYEE
MINNESOTA
By
yrna Kragn s Michael J. McCa y
Its Mayor
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WITHIN 10,000 POPULATION Manager /Admin Manager Onl Car Allowance
Apple Valley 39,188 $82,000 $365
"R chfield 35,261 $92,500 $92,500 $350
oseville 33,674 $79,500 $79,500 $275
Lakeville 32,978 $89,100
Maplewood 32,903 $93,900 $93,900 $450
Woodbury 28,627 $87,500 $300
Brooklyn Center 28,484 81,0001 81, 000 250
Fridley $275
Cottage Grove 26,675 $81,100 $300
Shoreview 25,957 $79,600 $79,600 $275
Crystal 23,703 $84,000 $84,000 $400
New Hope 21,651 $88,600 $88,600 $600
Golden Valley 20,947 $96,800 $96,800 $442
AVERAGE 29,089 $86,877 $87,744 $357
MEDIAN 28,484 $87,500 $88,600 $325
•
o3l City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness, Councilmembers C ody, Hilstrom, Lasman, and Peppe
From: Michael J. McCauley, City Manag
Date: August 5, 1997
Re: Random Acts of Kindness
Ms. Chambers has been following up on the Random Acts of Kindness week to coincide with
Cities Week (week of October 5th). We will have an oral update of the concept work since the
council last discussed this item for further council input and direction.
•
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6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
BROOKLYN CENTER TAXPAYERS ASSOCIATION (BCTA)
July 17, 1997
Councilmember Kay Lasman
City of Brooklyn Center
6301 Shingle Creek Parkway
Brooklyn Center, MN 55430
Councilmember Lasman:
This letter is in response to your recent inquiry regarding BCTA support of a City Bond
Referendum for Fire and Police department needs.
The BCTA Board recognizes the urgent need for an upgraded Fire Station, Police Dept
and Compliance with the Facility Disability Access codes. However, the BCTA Board is
concerned with the process leading up to a Bond Referendum vote. It is very important
that the process provide Brooklyn Center taxpayers with adequate information regarding
our cities bonding capacity, as well as, an assessment of our cities overall projected capital
improvement expenditure needs for a reasonable number of years. Items such as Sr.
• Citizen needs Park & Recreaton needs; Redevelopment of Brookdale and the Brooklyn
Blvd areas needs; etc; need to be included. Therefore, we recommend that a process
(similar to the one malined below), precede a Bond Referendum vote.
RECOMMENDED BOND REFERFNDIIM PROUSS
1. Develop a list of cities Capital Expenditure needs up thru year 2012.
2. Prioritize the needs list.
3. Develop a preliminary cost estimate for each need.
4. Document our cities total and unused bonding capacity.
5. Develop list of all capital expenditure needs thru Year 2012, in priority order with the
preliminary cost estimate for each, showing bonding limit cut -off.
6. Present this information to the public for input, questions and feedback via public
information meetings, etc;.
•
BOND.WPS,7 /17/97;tk
BROOKLYN CENTER TAXPAYERS ASSOCIATION (BCTA)
to 7. Review and revise the priority list, as applicable, and prepare a Bond Referendum
information packet.
8. Ask for local organization and citizen support.
9. Hold bond referendum election.
We thank you for giving us this opportunity to share our views on this most important
matter and stand ready to discuss them further with you, the City Council, and /or the City
Staff.
Sincerely,
gJerryy7edlar, President
cc Mayor Kragness
Councilmember Carmody
Councilmember Hilstrom
Councilmember Peppe
City Manager McCauley
Finance Director Hansen
Finance Commission Chair Escher
All BCTA Board Members
i
BOND WPS;7 /17/97;tk
• Mr. Jerry Pedalr
President
Brooklyn Center Taxpayers Association
Dear Mr. Pedlar:
In response to your letter of July 17th to Council Member Kay Lasman, I would submit the
following observations regarding several of the issues raised in your letter that I hope will address
many of those concerns. The City's capacity to issue general obligation debt is approximately $19.7
Million. At the present time, there is no debt that counts against the City's legal debt margin. Current
indebtedness is in the form of special assessment bonds, state aid street bonds, tax increment bonds,
and utility revenue bonds. That indebtedness is serviced from funds other than general taxes (except
in so far as taxes are collected in tax increment districts and the approximately $250,000 levied to
pay the City's portion of previously issued special assessment bonds {the City's portion of street
projects is being paid for out of current revenues and not bonds in 1997}). The amount of debt that
does not count against the City's debt limit is:
Special Assessment Bonds $3 Million
State Aid Street Bonds $2.3 Million
Tax Increment Bonds $13.2 Million
Utility Revenue Bonds $1.7 Million.
The levy payable for taxes a able in 1997 is $6,442,4 6. Debt ervice on $8 Million in bonds would
require an additional $827,000 in taxes, or an increase of 12.83 %. Based on the results of the 1995
survey, a bond issue at $8 Million or so, resulting in an increase of approximately $71.00 per year
for an $85,000 house, would be around the limit of increase that would have support. Looking out
beyond 10 years, the Civic Center and City Hall will be 36 years old. In the next 12 to 15 years, a
decision will have to be made to replace the civic center or to re- invest substantial sums into
renovating the pool etc. This would present the opportunity to begin a process of community input
on what the community would want in a community center and at what cost. The actual construction
of facilities reflecting the demographics and wants of the community in 10 to 15 years would
coincide with the retirement of a bond issued in 1997 for police and fire facilities, should that
referendum be successful.
The City Council has directed the development of 5 year financial plans and is working to
move, after the development of 5 year plans, to longer range identification of financial issues and
planning for those issues.
1. Capital Expenditure needs:
Brookdale Regional Pond Cost: $2.8 Million
Sources; $2 Million State Grant
$800,000 Existing TIF bonds
i (Less Mpls. Contribution)
Brooklyn Blvd. Cost: AROUND $9 Million
• Sources: ISTEA $2.1 Million; balance:
County, MnDOT, Local State
Aid, Municipal State Aid,
utility funds, Tax increment
Police & Fire Building Cost: 7.5 to 8.5 Million
Sources: General Obligation Bonds
Contingency: bonds /capital improvement
fund
City Hall /Community Center
- new roof City Hall, ADA compliance, new heating, ventilation etc., fuel tank
removal, council chambers update for broadcast etc., ADA & upgrade locker rooms,
wading pool?
Cost: Around $1.5 Million
Source: Capital Improvement Fund
Parks: general continuation of equipment replacement & shelters
Cost: Average of $200,000 per year
Source: general fund contribution to capital
• improvement
Senior Citizens No particular plans beyond perhaps creating
space that would be opened up with work on
existing civic center /city hall
Street Improvement p ent program (continuing process)
Cost: Around $4 Million per year
Sources: State Aid, utility funds, special
assessments and contribution from General
Fund (in the $500,000 range per year from
General Fund)
Current planning for the next 5 years cash flows improvements in utilities with fund balances
and rates. Utilities are in good shape and rates would be the source of improvement funding. If bonds
were issued for a major expenditure such as water treatment (if that were to be mandated in the
future), they would not be part of debt limitation on General Fund since they would not be supported
by taxes and would not require an election.
Other capital projects that need to be addressed include capital replacement at the Heritage
Center (including long -term issues such as parking) and redevelopment projects in areas such as 69th
& Brooklyn Boulevard and Highway 252 & 66th Avenue. Funding sources for the Heritage Center
• capital needs would potentially include the existing tax increment district, general obligation bonds,
or general capital improvement funds. If general obligation bonds were used, this would count
against the City's debt capacity and require an election. Projects on Brooklyn boulevard and 252
would use the existing tax increment districts as the primary source of funding along with the
potential to obtain small (as a per cent of total cost) grant funds. The current 53rd Avenue project
is relying on Community Development Block Grant monies and existing Economic Development
Authority trust funds.
Capital improvements in the Liquor fund would rely on cash flows from operations to service
any debt. This debt could take the form of bonds secured by the enterprise fund or interfund loans.
In either event, no general obligation debt would be involved.
Capital improvements in the Golf fund will require an assessment of the status of the current
debt to the combined investment pool of City funds for construction. Operations do not have the
capacity to repay the entire debt and service the cost of capital replacement. Options include
reducing the debt to build up cash reserves to pay for future capital replacement or reducing debt in
the future and using interfund loans that would be paid back from golf course operations for new
debt service. That is, the current debt could be restructured to reflect the real ability to repay an
amount for construction and to service /or fund the cost of future improvements.
The City Council has been very solicitous of public input in this process. The issues relating
to space needs have been the subject of several City newsletter articles. Four open houses were
conducted and a public town hall meeting was held to solicit input and provide information.
Individual organizations have had presentations made to them regarding the needs and concepts.
While this process has not necessarily generated as much public input and participation as we might
have anticipated, the need to go forward is pressing. These issues have been discussed for many
years. Plans have been developed in the past, but not presented to the voters. The current facilities
for the police and fire are not in compliance with codes and inadequate space is provided for police
operations. Whatever the future of police operations may be, their current space is totally inadequate.
I hope that your organization will be supportive of a referendum to seek authorization to finally
address these building needs. While there are many needs and issues that will remain after
addressing the fire and police needs, it is a start on a process of meeting those needs given the
resources, both in money and personnel to work on the list.
Sincerely,
City of Brooklyn Center
A great place to start. A great place to stay.
•
To: Mayor Kragness and Council Members Carmody, Hilstrom, Lasman and Peppe
From: Michael J. McCauley
City Manager
Date: August 5, 1997
Re: Recreation Re- Organization
This item will be presented orally to outline a concept that has been studied and is being refined
as a potential proposal to re- organize recreation and a few other divisions within Public Services
into a department of its own.
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number (612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer
3 City of Brooklyn Center
A great place to start. A great place to stay.
To: Mayor Kragness and Council Members Carmody, Hilstrom, Lasman and Peppe
From: Michael J. McCauley
City Manager
Date: August 5, 1997
Re: Liquor market Study
Staff has solicited proposals for a market study to assist in analyzing liquor store location and
sizing with the aid of market data and bench marking against other municipal liquor operations.
We will discuss the results of the proposals and potential recommendations regarding conducting
a study.
•
6301 Shingle Creek Pkwy, Brooklyn Center, MN 55430 -2199 • City Hall & TDD Number.(612) 569 -3300
Recreation and Community Center Phone & TDD Number (612) 569 -3400 • FAX (612) 569 -3494
An Affirmative Action /Equal Opportunities Employer