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HomeMy WebLinkAbout1996 08-08 CCM Specail Work Session MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL WORK SESSION AUGUST 8, 1996 CONFERENCE ROOM B CALL TO ORDER The Brooklyn Center City Council met in special work session and was called to order by Mayor Myrna Kragness at 7:02 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Kathleen Carmody, Debra Hilstrom, Kristen Mann, and Charles F. Nichols, Sr. Also present were City Manager Michael J. McCauley and Council Secretary Connie Beckman. DISCUSSION OF RESOLUTION BY HENNEPIN COUNTY COMMISSIONERS ON FISCAL DISPARITIES Councilmember Hilstrom discussed the recently passed resolution by the Hennepin County Board of Commissioners advocating the Metropolitan Council to place service needs on an equal footing with per capita tax base as a factor in the tax base redistribution formula of fiscal disparities. She inquired whether it was appropriate for City Council to draft a resolution of support to advocate legislative action. The City Manager stated the County resolution suggests that the Met Council established objectives for fiscal disparities and indicated this could revamp the way commercial tax monies are shared/distributed. Councilmember Nichols commented it might benefit the Council to have someone such as Mike Opat speak at a future work session to offer specific explanation about how fiscal disparities and their accompa calculations work. Councilmember Carmody agreed and encouraged Council Y �' members have someone present very basic information on property tax issues relating to fiscal disparities (i.e. Phil Cohen). The City Manager will contact someone to present information to Council at a work session prior to The Truth in Taxation meeting. He added it would be beneficial to request organization of a presentation by the North Metro Mayors Association providing information to other cities being affected about how everything works. 08/08/96 -1- DISCUSSION OF TOBACCO MATERIALS FROM HENNEPIN COUNTY COMMUNITY HEALTH DEPARTMENT Discussion ensued around what citywide ordinances /laws are already in place which apply to tobacco sales to minors. Councilmember Nichols will obtain information from Health Partners relating to this subject. The City Manager will obtain City statistics from the Police department regarding this topic. T.G.I. FRIDAY'S (CARLSON COMPANIES) PROPOSED DEVELOPMENT A Planning Commission item will be before the City Council for approval at its August 12, 1996, regular meeting. As well the EDA will be requested to g g q d approve a development agreement between PP P g the EDA and Friday's. Council members have received varied responses from residents regarding the proposed project. Further discussion centered on the pros of Brooklyn Center being a remote community location where meetings /conventions could be held. The City Manager cited increased property values resulting from new construction and talked about ideas on cost structures and associated logistics related to potential new businesses locating in the City. Sewer access charges and reimbursement of TIF revenues were also discussed. It was not clear whether there is a limit on the numbers of liquor licenses allowed in the City; the City Manager will obtain clarification. The City Manager will also obtain number statistics regarding average occupancy percentages for review by Council members. INVOCATION AT CITY COUNCIL MEETINGS Councilmember Nichols indicated he received many inquiries regarding temporary discontinuation of an invocation at regular Council meetings. LIQUOR LEASE PROPOSAL The City Manager provided financial specifics regarding a potential lease proposal for a liquor store site. After further discussion it was determined the City will not be able to cash flow the proposal. The City Manager will communicate this with respective parties facilitating an agreement on behalf of the Rainbow site. BLOCK PARTY ORDINANCE The City Manager presented Council with a second draft of a block party ordinance prepared by the City Attorney. Two additional language issues have been proposed by the City Manager and Police Chief which deal with the limit on the number of events per year; and address issue of commercial. The City Manager provided clarification in response to questions posed by Council members. Mayor Kragness added the ordinance should include a requirement that parties sponsoring a block party provide proper sanitation facilities and/or sanitation plan. 08/08/96 -2- BUDGET DISCUSSION Budget worksheets were distributed to Council members which included the General, H.R.A., E.D.A., and all debt service funds excluding tax increment bonds. The City Manager informed Council it must adopt a preliminary budget levy by the September meeting. There is no intent of going out for bonds in 1997 to cover already identified needs (i.e. street improvements) as State Aid for development, and/or use of principle or interest in the Capital Improvement Fund is targeted as well as increased user fees. There may be a bonding need of $34 million which would be used for construction of a new Fire Department facility and improvements of City Hall to address space issues for the Police Department, as well as a five to six percent increase in 1998. Concern was expressed about the twenty -year street improvement program and the fact it could not feasibly be met given current spending and associated budget measures. Cost effective planning measures (i.e. park & park `n ride; user fees; attrition; equipment replacement) were discussed. There is a goal of formulating a proposed basic structure for balancing budget associated costs as well as cutting more out of the General Fund budget versus from State Aid monies. Creating competition within the budget to help establish priorities is one way to assist this. The next budget work session will entail cuts with an allowance for a four percent increase to the levy. A motion to break at 10:05 p.m. passed unanimously. The meeting reconvened at 10:12 p.m. DISCUSSION OF ADOPT A STREET/PARK Councilmember Carmody indicated this item could be discussed at a future work session given the length of tonight's agenda. DISCUSSION OF BROOKLYN HISTORICAL SOCIETY - RESOLUTION OF SPACE NEEDS Councilmember Carmody indicated this item could be discussed at a future work session given the length of tonight's agenda. CITY MANAGER EVALUATION I. CODE ENFORCEMENT Comments: (Observations of Evaluators) The City Manager facilitated a thorough initial administration of the Code Enforcement program. Good use of administrative talent was applied which resulted in good reports. The City Manager followed direction set by Council, carried out the plan in a timely manner, and addressed issues as they arose. 08/08/96 -3_ I Suggestions for Improvements• (Specific area(s) that need strengthening) Future approaches relating to Code Enforcement could focus more on structural codes and be reviewed on a yearly basis. An assumption that Code Enforcement Officers are automatically promoted needs to be dispelled. Commendations: (Area,(s) of performance calling for praise /commendation) Overall results of the effort were successful. Councilmembers were pleased. Comments of the City Manager: (Responses to any of the evaluations comments suggestions, and/or commendations) The City Manager credited staff for success of the program. II. FAMILIARIZE SELF WITH CITY AND STAFF Comments: (Observations of Evaluators) Standards initially set for the position have been met. The City Manager has made efforts to become familiar with staff and aspects of City business. Suggestions for Improvements• (Specific area(s) that need strengthening) Training and inservice of staff should occur. Improved communication to City residents of how to contact Council members would be beneficial. Commendations: (Area (s) of performance calling for praise /commendation) Good feedback from respective individuals has indicated the City Manager has done an excellent job thus far. Comments of the City Manager: (Responses to any of the evaluations comments suggestions and/or commendations) None. III. NEW BUDGET FORMAT Comments: (Observations of Evaluators) Revision of the budget format is positive. It is more understandable and appears to have a puzzle approach in which the pieces fit together. Suggestions for Improvements• (Specific area(s) that need strengthening) Inclusion of projected outlooks for the next five years would be beneficial. Commendations: ( Area(s) of performance calling for praise /commendation, None. Comments of the City Manager: (Responses to any of the evaluations comments suggestions and/or commendations) 08/08/96 -4- None. IV BUILDING NEEDS: DEVELOP A PLAN Comments: (Observations of Evaluators) The City Manager has exhibited an ability to propose realistic, practical ideas based on various building/space concerns with an innovative ideas approach. Suggestions for Improvements Specific area(s) that need strengthening) Better handling and/or follow up on citizen complaints would be beneficial. Commendations: (Area(s) of performance calling for praise /commendation) The City Manager has shown the ability to present well thought out ideas based on Council direction. Comments of the Ci1y Manager: Responses to any of the evaluations comments suggestions and/or commendations) None. I. ORGANIZATIONAL MANAGEMENT Responsibility • Plans and organizes the work that goes into providing services established by past and current decisions of the Council. • 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 staff by Council and staff. • Evaluation and keeping up with current technology. • Selecting, leading, directing, and developing staff members. Performance Standard Organizational 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. Comments: (Observations of Evaluators) The City Manager has demonstrated overall good organizational management skills. He is able to motivate employees resulting in delegation of staff to obtain necessary information to conduct City business. Awareness of technology and related needs assessment has been a plus. Publications generated by the City Manager (i.e. Council packets, City newsletter) have been well received and are .easy to read. 08/08/96 -5- Suggestions for Improvements: (Specific areas that need tren henin A tickler file would benefit issues which require proper follow -up in a timely manner. Continued evaluation of all employees performance would be advantageous. Commendations (Area(4 of performance calling for 1raise /commendation) The City Manager has shown a great ability to work with all Council members. Comments of the City Manager: (Responses to any of the evaluations comments suggestions and/or commendations) None. 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. Comments: (Observations of Evaluators) The City Manager does a good job of communicating ideas/projections. He has presented a planned budget with an organized system according to Council guidelines. The City Manager is open to suggestions which has provided for a good grasp and accompanying vision. Suggestions for Improvements• (Specific area(s) that need strengthening) Long -term budget planning would benefit and contribute to effective budget planning decisions. Fiscal ideas could be presented in a manner more easily read. Commendations: (Area(s) of performance calling; for praise /commendation The City Manager has taken charge and posed projections which are fiscally conservative. 08/08/96 -6- Comments of the City Manager: (Responses to any of the evaluations comments suggestions and/or commendations) None. 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. Comments: (Observations of Evaluators) The City Manager has developed various programs which have contributed to follow through (i.e. agenda items, code enforcement). Bench marking has been good. Good communication is evident via small reports. Suggestions for Improvements• (Specific area(s) that need strengthening) Continue to maintain the current level of quality. Commendations: (Area (s) of performance calling for 1raise /commendation) Program development and accompanying follow - through is an area of strength as shown with the Code Enforcement program. Comments of the City Manager (Responses to any of the evaluations comments suggestions, and/or commendations) None. 08/08/96 -7- 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 • 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. Comments: (Observations of Evaluators) The City Manager possesses team building and strategy facilitation skills. He is attuned to the community's political pull and is quick to inform Council of anticipated/potential problems. Suggestions for Improvements• (Specific area(s) that need strengthening) Continued success of already present skills will improve with time. Commendations: (Area (s) of performance calling; for praise /commendation The City Manager has the ability to facilitate team building and accompanying strategy. Recommendations have been made for the good of relationships assisting to guard against division of staff contributing to Council unity. Comments of the City Manager: Responses to any of the evaluations, comments suggestions and/or commendations) None. A motion by Councilmember Nichols and seconded by Councilmember Mann to continue past 1 I p.m. passed unanimously. V. LONG RANGE PLANNING Responsibility • Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. 08/08/96 -8- • 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. Comments: (Observations of Evaluators The City Manager has a mind set of long -range planning for the future. He has exhibited a strong desire to develop a twenty -year comprehensive plan to provide a direction of where the City is headed. The City Manager has facilitated good goal setting sessions. Suggestions for Improvements• (Specific area(s) that need strengthening) To view the budget as a plan of action (blueprint). Commendations: (Area (s) of performance calling for praise /commendation) The City Manager has a good vision for long range planning. Comments of the City Manager: Responses to any of the evaluations comments suggestions, and/or commendations) None. VI. RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS Responsibility- • Plans, organizes, and maintains training of employees who have primary responsibility for contact with the public, either by phone or in person. 08/08/96 -9- • 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. Comments: (Observations of Evaluators) The City Manager has established a good rapport and is a good liaison with government and non - government people. He has shown ability to handle situations (i.e. Bob Cahlander Park) to facilitate good morale of citizens. The City Manager has made a point of visiting local groups and has projected himself as a member of the community. He has used good oral and written communication (i.e. newsletter) as shown in his contacts with the media. Suggestions for Improvements• (Specific area(s) that need stren hening) None. Commendations: (Area(s) of performance calling for praise /commendation) A more positive attitude has been created amongst City residents in the past six months. Comments of the Ci ty Manager: Responses to any of the evaluations, comments, suggestions and/or commendations) None. VII. INTERGOVERNMENTAL RELATIONS 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 08/08/96 -10- 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. Comments: (Observations of Evaluators) The City Manager has a good understanding of intergovernmental units. He looks forward to and shows interest in attending intergovernmental unit meetings /events. His attendance at outside organization events (i.e. Hwy. 100 Coalition, North Metro Mayors Assoc.) The City Manager has a positive relationship with surrounding communities. Suggestions for Improvements• (Specific area(s) that need strengthening) Future evaluations of the City Manager might be held in closed session. The City Manager sometimes exhibits certain biases for certain levels of government. Commendations: (Area(s) of performance calling for praise /commendation) The City Manager has a positive relationship with surrounding communities and is well respected. Comments of the City Manager (Responses to any of the evaluations comments suggestions and/or commendations) None. VIII. PROFESSIONAL/PERSONAL 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 innovations, imagination and decisiveness. • Synergetic techniques are fostered. • Continuous professional personal growth is demonstrated. Comments: (Observations of Evaluators) 08/08/96 -11- The City Manager uses good posture during meetings. He is quick to bring new ideas and attends respective meetings. Suimestions for Improvements• (Specific area(s) that need strengthening) Develop more staff creativity through reliance on staff via delegation. Commendations: (Area (s) of performance calling for praise /commendation) The City Manager exhibits initiative and creativity. As well, verbal skills are clear and concise. Comments of the City Manager: Responses to any of the evaluations comments sug eg stions, and/or commendations) Council members have been cooperative to put aside disagreements and move ahead for the sake of the City. FUTURE REVIEW It was determined a progress review will take place in January. An in -depth review will take place in July. COUNCIL MEMBER ORIENTATION There was discussion about conducting an orientation for newly elected Council member(s). FACILITATED WORKSHOP There was discussion about conducting a facilitated workshop for Council members the end of January 1997. ADJOURNMENT A motion by Councilmember Nichols and seconded by Councilmember Carmody to adjourn the meeting at 11:30 p.m. passed unanimously. City Clerk Mayor Recorded and transcribed by: Connie Beckman TimeSaver Off Site Secretarial 08/08/96 -12-