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Home My WebLink About1996 07-15 CCP Work Session AGENDA • CITY COUNCIL WORK SESSION JULY 15, 1996 7:00 P.M. CONFERENCE ROOM B 1) Inquiry from Logis regarding issuance of bonds by another municipality. 2) General discussion of Council meetings - rules of decorum - presentation by someone from another city in the future? - invocation 3) Meetings with commissions - develop schedule ® - annual meeting - change format? 4) Request from League of Minnesota Cities for contribution to right -of -way effort 5) Update on fire /police /city. hall building issues 6) Budget - review of policies on budget and dates - Council overview of their objectives /concerns for budget process - professional services - Council direction on solicitation of proposals /schedule - wading pool options to explore - Council view of options - Financial Commission involvement - recreation program subsidy targets - youth - senior - adult - general verses specialized (ie. Community Center v. pottery classes) - resident v. Non- resident subsidy? - Council Member Carmody - pay off of liquor store loan (approximate balance: $137,000) - landscaping target level 7) Future Work Sessions - Tax Increment Financing - Budget • 8) Speed limit on 69th - review survey, letter and council minutes 9) Discussion of materials from Carl Neu - Council direction on next steps 10) City Manager evaluation 11) Planning Commission vacancy City of Brooklyn Center A great place to start. A great place to stay. r MEMORANDUM TO: Mayor Myrna Kragness Councilmember Kathleen Carmody Councilmember Debra Hilstrom Councilmember Kristen Mann Councilmember Charles F. Nichols, Sr. FROM: Michael J. McCauley, City Manager DATE: July 11, 1996 SUBJECT: LOGIS Inquiry On July 10, I spoke with Mike Garris, Director of LOGIS. Mr. Garris inquired regarding the City's position on approving the issuance of bonds by another municipality if LOGIS were to build its M C kl B i facility n Brooklyn enter. r. Gams is concerned about going forward with the ex further • g, g expense of P design work on the Brooklyn Center site if there was a possibility that the Brooklyn Center City Council would not consent to the issuance of bonds by another city for a facility located in Brooklyn Center. I advised Mr. Garris that I would bring this up at the July 15 Council meeting to get a more formal sense from the City Council regarding this matter. • 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 "How to Run an Effective Council fleeting" Thursday, June 15 - -10:30 a.m. • French River Room (Joy Robb) Rules of Procedure and Decorum. For City Council - Meetin s g Robbinsdale, -M—in to peso • RL1 S OF PROC= .:E A\U DECORL"i CITY COUNCIL .SINGS ROBBINSDALE, MINNESOTA • Adopted January 2, 1980 SECTION I. PURPOSE Subd. 1. General It is recognized that in order to enhance the con- cept of effective and democratic government, it is essential that a legislative body establish formal rules of procedure and decorum so that a true deliberative process will be observed and not disturbed. SECTION 2. GZ\ER,_kL Subd. 1. Law. The City Charter, Ordinances and State Statutes governing the City Council shall be followed and supplemented by the Rules of Procedure and Decorum of the City Council. Subd. 2. General Rules In all maters of parliamentary procedures, the Council shall be governed by the latest printed edition of the ST(URGIS STANDARD CODE OF P.ARLI.k.MENTARY PROCEDURE as published from time to time except as modified by these rules. SECTION 3. PRESIDING OFFICER Subd. 1 Who Presides The Mayor shall preside at all meetings of the Council. In the absence of the Mayor, the Mayor Pro Tem shall preside. The presiding officer'shall have the power to preserve strict order and decorum at meetings, enforce the rules of pro - cedure, and determine without debate, subject to the final decision of the Council on appeal, all questions of procedure and order. Subd. 2. ADCeal of the Ruling of the Presiding Officer Any member of the Council may appeal from a ruling of the presiding officer. If the.appeal is seconded, the member may speak once solely on the question involved and the presiding officer may explain his rul- ing, but no other Council member shall participate in the discus - sion. The appeal shall be sustained if it is approved by a majority vote. Subd. 3. Rights of the Presiding Office-- The presiding officer may speak on any question, and make motions and second motions. i • SECTION 4. AGENDA • Subd. 1. Matters for Consideration Matters for Council action shall be submitted. by members of the Council and residents to the City Manager. Subd. 2. Preparation An agenda of business for each regular meeting shall be prepared in the Office of the City Manager and copies thereof delivered to each Council member as far in advance of the meeting as time for preparation t:i'_1 permit. Subd. 3. Order of Business at Regular Meetings At the hour appointed for the regular meeting of the City Council, the meeting shall be - called to order by the Mayor and in the Mayor's absence, by the `Mayor Pro Tem. If a quorum is present, the City Council shall then proceed with its business in the following order: 1) Call to Order 2) Roll Call 3) Opportunity for the Public to Address the City Council on "tatters Not on the Agenda. 4.) Televising of Meeting Commences. . 6) Approval of the Agenda for the Meeting 6) Consent Agenda: (a) approval of the minutes of the last City Council meeting; (b) other routine, non - controversial items needing little or no deliberation. 7). Recognitions, Proclamations 8) Informational Presentations /Guest Speakers °) Public Hea= ings 10) Old Business 11) New Business 12) Other Business 13) administrative Reports i -} Council General Communications Adjournment • �L:Jd. , ^arl -ing Cr of Eusiness 7he c:::e: of --.:s;. ^ess may be varied Subd. 5. Consent Agenda Matters for the Council of a routine or non - ` controversial nature which need minimal Council deliberation • shall be placed on the Consent Agenda. A motion to approve the Consent Agenda shall not be debated. At the request of any individual Council member, an item shall be removed from the Consent Agenda and placed upon the regular agenda for debate immediately following the Consent Agenda. The Consent Agenda shall only be adopted by a unanimous vote of those Council members present at the meeting. Subd. 6. Items Not on the Agenda The Council may consider items not appearing on the agenda as normal business if an objection is not raised by a Council member. If an objection is raised by a council member Ito considering an item not appearing on the agenda, a vote shall be taken by the Council to determine the appropriateness of further consideration of the matter at that time. Subd. 7. Public Participation Members of the public may address the City Council during: (a) Public hearings (b) "Opportunity for the Public to Address the City Council on Matters Not on the Agenda." This portion of the meeting shall be limited to fifteen minutes and individuals shall be requested to limit their comments to four minutes or less. • If the majority of the Council determines that additional time on a specific issue is warranted then discussion on that issue shall be continued under Other Business at the end of the agenda. (c) Specific issues scheduled on the agenda but in accordance with Section 6, Subdivision 6, of :these rules entitled, "Addressing the Council." Subd. 3. Written Communications on All Matters All interested parties or their authorized representatives may address the Council by writ- ten communication regarding all matters under the Council's con- sideration. The City Manager shall place these communications on the Council Agenda under "Acknowledgment of Communications to the Council." SECTION 5. VOTING Subd. 1. Procedure The votes of the members on any ordinance or resolu- tion pending before the Council shall be by roll call vote. The votes of the members on any motion shall be by voice vote, unless the Mayor or any member of the Council recuests that a roll call vote be taken. The Mayor shall call for a roll call vote whenever a voice vote of the council is not clear as to the dis- position of the action before the Council. 3 Subd. 2. Abstention If a Council member does not vote, the abstention • shall be recorded as "Abstain -- name." Subd. 3. Voting Order for Roll Call The Secretary to the Council shall call for the vote in consecutive order of wards with the ward voting first rotating one position at each regular meeting. The presiding officer shall always vote last. SECTION 6. RULES OF DECORUM. Subd. 1. Council wfiile the council is in session, the members must _preserve order and decorum, and a member shall neither, by conversation or otherwise, delay or interrupt the proceedings or the peace of the Council nor disturb any member while speaking or refuse to obey the orders of the presiding officer. Subd. 2. Recoznition No person or member of the council shall address the Council without being recognized by the presiding officer. Subd. 3. Discussion No member of the Council shall speak more than twice on any q uestion, more than five minutes each time without consent of the Council. Subd. 4. Staff . Members of the City staff shall observe the same rules of order and decorum as are applicable to the City Council. Subd. 5. Pertinent to Matter Under Debate Members of the Council, staff and public shall confine remarks to the matter under debate. Subd. 6. Addressing the Council Each member of the public addressing the Council shall step up to the microphone provided for the use of the public af ter) being recognized by the presiding officer and give his/her name and address in an audible tone of'voice for the records, state the subject to be discussed, and state who the speaker is representing if representing an organization or other persons. Unless.further time is granted by a majority vote of the Council, remarks from the public shall be limited to four (4) minutes. All remarks shall be addressed to the Council as a whole and not to any member thereof. No person other than members of the Council and the person having the floor shall be permitted to enter into any discussion, either directly or through a member of the Council, without permission of the presiding officer. No 7. question may be sked a Council member or a member of the staff without the permission of the presiding officer. Subd. 7. Spokesman for Group of Persons In order to expedite matters and to avoid repetitious presentations, whenever any group.of persons wishes to address the Council on the same . matter, it shall be proper for the presiding officer to request that a spokesman be chosen by the group to address the Council and, in • case additional matters are to be presented by any other member of said group, to limit the number of such persons addressing the Council. 1 Subd. 8. After Motion After a motion has been made or a public hearing ! has been closed, no member of the public shall address the • Council from the audience on the matter under consideration with- out first securing permission to do so by a majority vote of the City Council. Subd. 9. Conduct Any member of the Council, staff or person indulging in Personalities or makiry impertinent, slanderous, or profane remarks or who willfully utters loud, threatening or abusive language, or engages in any disorderly conduct which would impede, disrupt, or disturb the orderly conduct of any meeting, hearing or other proceeding, shall be called to order by the presiding officer and, if such conduct continues, may at the ' discretion of the presiding officer, be ordered barred from further audience before the Council during that meeting. Subd. 10. Members of the Audience No person in the audience shall engage in disorderly conduct such as hand clapping, stamping of feet, whistling, using profane language, yelling, and similar demon - strations, which conduct disturbs the peace and good order' of the meeting. SECTION 7. ENFORCL OF DECORUM. Subd. 1. Warning All persons shall, at the request of the presiding officer, be silent. If, after receiving a warning from the presiding officer, a person persists in disturbing the meeting, said officer may order him to. remove himself from the meeting. If he does not remove himself, the presiding officer may order that the person be removed by the Sergeant -at -Alms. Su'od. 2. Sergeant -at -Arms The Chief of Police, or such member or members of the police department, shall be Sergeant -at -Arms of the Council meetings. He, or they, shall carry out all orders and instructions given by the presiding officer for the purpose of maintaining order and decor-im at the Council meeting. Upon instruction of the presiding officer, it shall be the duty of the Sergeant -at -Arms to remove from the meeting any person who inten- tionally disturbs the proceedings of the Council. Subd. 3. Resisting Removal Any person who resists removal by the Sergeant -at -Arms may be charged with violating City Ordinance. Subd. 4. Motions to Enforce Any Council member may move to require the presiding officer to enforce these rules and the affirmative vote of a majority of the Council shall require him to do so. Subd 5 Ad.)ournment In the event that any meeting is willfully distLroed by a group or group of persons so as to render the orderly conduct of such meeting unfeasible and when order cannot be restored by the removal of individuals who are creating the disturbance, the meeting may be adjourned with the remaining business c6nsidered at the nett regular meeting. Subd. 6. Special Meetings If the matter being addressed prior to adjournment is of such a nature as to demand immediate attention, the presiding officer may call a special meeting. SECTION 8. WORKSHOP MEETINGS Subd. 1. General Workshop meetings of the City Council may be held at the call of the Mayor Pr Tem Y o , who shall serve as the presiding officer at workshop meetings. No official Council action will be taken at workshop meetings. Subd. 2. Rules of Procedure and Decorum The Rules of Procedure and ' of the City Council shall be observed in workshops so far as they are applicable. SECTION 9. CAMERAS AND RECORDING DEVICES Subd. 1. Use of Cameras and Recording Devices Limited Cameras, including television and motion picture cameras, electronic sound recording devices and any other mechanical, electrical or electronic recording devices may be used in the Council Chamber, but only in such a manner as will cause a minimum of interference with or disturbance of the proceedings of the Council. SECTION 10. SEPARABILITY Subd. 1. General If any section, subsection, sentence, clause, phrase or portion of these Rules of Procedure and Decorum is for any reason held invalid or unconstitutional by any court of competent juris- diction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portions thereof. ( Amended : June 19, 1984; March 19, 1986; February 7, 1989; September 5, 1989; February 5, 1991) 6 CITY COUNCIL MEETING April 13, 199 4221 Lake Road Robbinsdale, Minnesota 7:40 p.m. A G. Ey tiD-A C.ITIME LPART OPArTION The City Council is meeting as a legislative body to conduct the business of the City according to the RULES OF PROCEDURE AND DECORUM OF THE CITY COUNCIL. Unless so ordered by the Mayor, citizen participation is limited to the following times and always within the prescribed rules of conduct for public input at meetings. A) PTIRI IC HFaRINGS Public hearings are conducted so that the public affected by a proposal may have input into the decision. During hearings, all affected residents will be given an opportunity to speak pursuant to the RULES OF PROCEDURE AND DECORUM OF.THE CITY COUNCIL. B) ()PPORTIMY FOR THE PirRI T' TO A1IDR TI-IF CrIY C'niT'V iT ptir MATTERS hT()T ON THE Any member of the pubiic may speak at ibis time on any item i' QT on the agenda. In consideration for the public attending the meeting for specific items on the a enda, this portion of the meeting will be limited to fifteen (15) minutes. Individuals are requested to limit their comments to four (4) minutes or less. If the majority of the Council determines that additional time on a specific issue is warranted, then discussion on that issue shalt be continued under Other Business at the end of the agenda. Before addressing the City Council, members of P one the public are asked to step u to the microphone, t e their P -i r name, address and state the subject to be discussed. All remarks shall be addressed to the Council as a whole and not to an member thereof. members of the Council f. No person other than nctl and the person having the .floor shall be permitted to enter into any discussion without permission of the presiding officer. Your participation, as prescribed. by the Council's RULES, is welcomed and your cooperation is greatly appreciated. 1. CITY COUNCIL MEETING CALLED, ORDER 2. ROLL CALL: Johnson, Bioniaan, Zaaaros, Holtz, Mavor Robb 3• OPPORTUNITY FOR THE PliBLIC TO ADDRESS THE CITY COUNCIL ON MATTERS NOT'ON THE AGENDA 4. APPROVAL OF THE APRIL 18, 1995, MEETING AGENDA QUESTIONS THE CHAIR OR A MEMBER CAN ASK TO IMPROVE DISCUSSIONS To Open Discussion "Could we clarify the terms connected with this topic ?" "What do you think the general idea or problem is ?" "What are the elements essential to understanding the topic ?" "Would anyone care to offer suggestions on facts we need to better our understanding of the problem or topic ?" To Broaden Participation "Now that we have heard from a number of our members, would others who have not spoken like to add their ideas ?" "How do the ideas presented thus far sound to those of you who have been thinking about them ?" P To Limit Participation "We appreciate your contributions. However, it might be well to hear from some of the others. Would some of you who have not spoken care to add your ideas to those already expressed?" Y re P ssed. "You have made several good statements, and I am wondering if someone else might like to make some remarks." "Since all our group members have not yet had an opportunity to speak, I wonder if you could hold your comments until a little later ?" To Focus Discussion "Where are we now in relation to our goal for this discussion ?" ^'Would you like to have me review my understanding of the things we have said and the progress we have made in this discussion ?" "Your comment is interesting. However, I wonder if it is quite on target 'for the problem we're discussing." • To Help the Group Move Along "I wonder if we have spent enough time on this phase of the problem. Should we move to another aspect of it ?" NHave we gone into this part of the problem far enough so that we might now shift our attention and consider this additional area ?" "In view of the item we have set for ourselves, would it not be well to look at the next question before us ?" To Help the Group Evaluate Itself "I wonder if any of you have a feeling that we are blocked on the particular question; why are we tending to slow down ?" "Should we take a look at our original objective for this discussion ,and see where we are in : relation to it ?" "Now that we are nearing the conclusion of our meeting, would anyone like to offer suggestions on how we might improve our next meeting ?" To Help the Group Reach a Decision "Am I right in sensing agreement on these points ?" (Chair then gives • a brief summary.) "Since we tend to be moving in the direction of a decision, should we consider what it will mean for our group if we decide the matter in this way ?* 'What have we accomplished in our discussion up to this point ?" i To Lend Continuitv to the Discussion "Since we had time for a particular consideration of the problem at the last meeting, would someone care to review what we covered then ?" "Since we cannot reach a decision at this meeting, what are some of the points we should take up at the next one ?" " W ould someone ca to suggest points which need further stud before gg P Y we convene again ?" e ADMIIVIST ATION OF COUNCIL AFFAIRS • O Council Meetin City ouncils can exercise their powers, both governmental tY and proprietary, onl in mee ' P � g Y tangs that comply with the following requirements: Open Meeting Law The State's Open Meeting Law, with a few minor exceptions, specifies that all meetings must be open to the public and that all votes taken must be recorded in a journal which is available to the public. Quorum A quorum (or a certain minimum number of members) must be present. A Council quorum in Brooklyn Center is three members. Regular Meetings The City Council of the City of Brooklyn Center shall hold meetings in the Council , Chambers of the City Hall, 6301 Shingle Creek Parkway, Brooklyn Center, Minnesota, on the second and fourth Mondays of each month at 7:00 p.m. No meeting will be held on a legal holiday, but a regular meeting shall be held at the same hour on the next succeeding day that is not a holiday. Regular meetings will be cablecast and the videotapes will be retained for three months . after approval of the official minutes of the meeting. The written Council minutes are the permanent record for the City. Executive Sessions Executive Sessions are closed meetings (nou- public) called by the Council to discuss publicly- sensitive issues related to 1) City labor negotiations, 2) ongoing or immin litigation involving the City as a legal party, or 3) employee performance reviews on positions appointed directly by Council. State law requires that the media and other interested parties be notified of Executive Session dates and times, and that a brief synopsis be given concerning the issues discussed. Work Sessions Work Sessions may be called when deemed necessary. Notice shall be delivered in the prescribed manner. Notice of Meetings Notice of all regular meetings, work sessions, and special and emergency meetings shall be publicized and held at the regularly designated time or, in the case of special meetings, appropriately publicized, with notice given to the local media and pre - designated individuals. In addition, there is a provision for special or emergency meetings where the Council may • transact any form of City business. That provision sets specific procedures the Council must follow in calling the meeting. City of Brooklyn Center Page 4 City Council Handbook Parliamentary Procedure • The City Council has adopted Roberts Rules of Order Newly Revised for the conduct of meetings. Parliamentary procedure is usually viewed as complex, but it can simply be considered as a set of tools used to assure that a meeting''goes smoothly and fairly. It is used to facilitate a group coming to a majority decision when there are differing points of view. Order of Business The order of business of each meeting shall be as contained in the agenda prepared by the City Manager. The agenda shall be a listing of subjects which shall be taken up for consideration in the following order: 1. Call to Order 2. Roll Call 3. Opening Ceremonies 4. Council Report 5. Presentations 6. Approval of Agenda and Consent Agenda 7. Open Forum 8. Public Hearing 9. Planning Commission Items r 10. Council Consideration Items (includes ordinances, resolutions, discussion items) 11. Adjournment Varying Order The order of business may be varied by the Presiding Officer. All Public Hearings shall be held at the time specified in the notice of hearing nless several public hearings are scheduled a g p g tone time; in that event they shall be heard as soon thereafter as practicable. Agenda The agendas for regular Council meetings and Work Sessions are prepared in the City Manager's office. Typically, agenda items are submitted to the City Manager by the City departments by Monday preceding the Council meeting. On Monday preceding the Council meeting, a draft agenda is prepared and discussed by City Staff. The agenda will ordinarily be delivered to Council Members on Thursday preceding the Council meeting. The agenda and all supporting material not of a confidential nature shall also be available to the general public at the time it is delivered to the City Council. City of Brooklyn Center Page 5 City Council Handbook Call to Order • The Mayor, Mayor pro tem, or Acting Mayor pro tern shall call the Council meeting to order. Roll Call Before proceeding with the business of the Council, the City Clerk shall record attendance of the Council Members in the minutes. Approval of Agenda and Consent Agenda Routine and non - controversial items shall be placed on the Consent Agenda. These items may be approved by one blanket motion upon unanimous consent. Any Council Member may request that any item be withdrawn for separate consideration. The item(s) is then laced under p e Council. Consideration Items. Open Forum Any person may address the Council on any subject pertaining to City business not listed on the agenda during the time set aside for those comments. The Presiding Officer may limit the time available to each person addressing the Council. Rules governing appearances at Open Forum are provided at the site of Council meetings. Public Hearing In interest of establishing a non - threatening and positive environment, the following rules are established: 1. City Staff introduces item and gives staff report and recommendation 2. Questions of Staff by Council 3. Presiding Officer opens Public Hearing a. Comments by applicant (if applicable, i.e., Planning Commission applicant) b. Comments by concerned persons Presiding Officer will ask persons to identify themselves for the public record before speaking at the hearing. All persons will address questions to the Presiding Officer. The Presiding Officer will then determine who will answer them. No one will be given an opportunity to speak a second time until everyone has had an opportunity to speak initially. Those speaking for the second time are asked to not be repetitive in their presentation. 4. Close the Public Hearing 5. Questions by Council 6. Discussion by Council 7. Action by Council ' City of Brooklyn Center page 6 City Council Handbook Addressing the Council Any member of the public desiring to address the Council shall raise his /her hand, be recognized by the Presiding Officer, then proceed to the podium. He or she shall state his /her name and address for the record. All remarks and questions shall be addressed to the Presiding Officer and not to any.individual Council Member, staff member, or other person. During a public hearing all remarks shall be limited to the subject under consideration. No person shall enter into any discussion without being recognized by the Presiding Officer. Addressing the Council After Motion is Made After a motion has been made or after a public hearing has been closed, no person shall address the Council without first securing permission from the Presidin g Officer. Limitations Regarding Public Comments and Reports No speaker shall be permitted to address the Council on a topic which is currently before, or about to be submitted for consideration by a City commission, board, or other agency. If an appeal 40 procedure is or was available, the Presiding Officer shall not allow oral communication to the Council outside that procedure. Presiding Officer The Mayor shall be the Presiding Officer at all meetings of the Council. In the absence of the Mayor, the Mayor pro tem shall preside. In the absence of the Mayor and Mayor pro tem, the Acting Mayor pro tem shall preside. At its first regular meeting in January, the Council, by a majority vote, shall designate a Mayor pro tem. The most senior Council Member shall be designated as Acting Mayor pro tem, and in the event two or more members have equal seniority, then the member who received the most votes in their most recent election shall be designated as Acting Mayor pro tem. Questions to be Stated The Presiding Officer shall verbally restate each question immediately prior to calling for the vote, upon request from any Council Member. Following the vote, the Presiding Officer shall verbally announce whether the question carried or was defeated. The Presiding Officer shall also publicly state the effect of the vote for the benefit of the audience before proceeding to the next item of business. City of Brooklyn Center Page 7 City Council Handbook Maintenance of Order • The Presiding Officer is responsible for the maintenance of order and decorum at all times. No person is allowed to speak who has not first been recognized by the Presiding Officer. All questions and remarks shall be addressed to the Presiding Officer, or through the Presiding Officer to the appropriate Council Member, Staff member, citizen, or representative. Motions When a motion is made and seconded, it shall be stated by the Presiding Officer before debate. A motion shall not be withdrawn by the mover without the consent of the person seconding it. Motions Out of Order With majority consent of the Council, the Presiding Officer may at any time allow an item to be considered out of the regular agenda order. Division of Question If the question contains two or more propositions, the Presiding Officer may, and upon request of a member, shall divide the same. Precedence of Motions When a motion is before the Council, no other motion shall be entertained except the following which shall have precedence in the following order: Adjourn Fix Hour of Adjournment Table Limit or Terminate Discussion Amend Postpone Motion to Adjourn (Not Debatable) A motion to adjourn shall be in order at any time except: a. When made as an interruption of a member while speaking, b. When discussion has ended and vote on a motion is pending, and C. While a vote is being taken A motion to adjourn "to another time" shall be debatable only as to the time to which the • meeting is adjourned. City of Brooklyn Center Page 8 City Council Handbook Motion to Fix Hour of Adjournment • All meetings and Work Sessions of the Council shall be adjourned by 11:00 p.m. unless otherwise agreed to by at least a majority of the Council. A motion to set a different, specific time at which to adjourn shall be undebatable and shall be unamendable except by extraordinary vote (4 /5ths). Motion to Table A motion to table shall be undebatable and shall preclude all amendments or debate of the subject under consideration. If the motion prevails, the matter shall be "taken from the table" at any time prior to the end of the next regular meeting, unless the motion is to either table indefinitely or to a date certain. If the motion is to table indefinitely, the matter shall not be rescheduled without at least majority approval of the Council. Motion to Limit or Terminate Discussion A motion to limit or terminate discussion may be used to limit or close debate on, or prohibit further amendment to, the pending motion. It is undebatable. If the motion fails, debate shall be reopened; if the motion passes, a vote shall be taken on the pending motion. Motion to Amend A motion to amend shall be debatable only as to amendment. A motion to amend an amendment shall be in order, but a motion to amend an amendment to an amendment shall not be in order. An amendment modifying the intention of a motion shall be in order, but an amendment relating to a different matter shall not be in order. A substitute motion on the same subject shall be acceptable, and voted on before a vote on the amendment. Amendments shall be voted first, then the main motion as amended. Motion to Continue Motions to continue to a definite time shall be amendable and debatable as to propriety of postponement and time set. Delegation of Authority The Council may not delegate its administrative or legislative authority to others where exercise of - discretion is involved. This means that the Council cannot give committees and /or individuals power to make decisions on the Council's behalf. In Brooklyn Center, the Council has sole authority for setting policy and enacting legislation. Typically, policy matters are researched by City staff with formal, non - binding recommendations provided to Council. Under the City Charter, Section 2.09 establishes organizational limitations on the type and amount of participation the Council may have in the administrative affairs of the City. If Council Members City of Brooklyn Center Page 9 • March 27, 1996 Dear: On behalf of the Mayor and Council Members, I would like to convey their appreciation that you have volunteered to jive an invocation at the beginning of our City Council meetings. The many people who have volunteered to jive the invocation are sincerely appreciated. The City Council uses this as a time for a brief invocation to set the tone for our meetings. Your cooperation in using your time during the invocation exclusively for a brief prayer or meditation will help us accomplish that goal. We know that many of the persons jiving invocations are also involved with man worthwhile Y organizations within the community. The Council would invite you to use the open forum at each • Council meeting if you wish to bring some community activity to the attention of the Council and the members of the audience so that the invocation time will be strictly for prayer or meditation. Also, if you find it necessary to ask someone to substitute for your time period or if you would be unable to make your time with no substitute being available, I would appreciate your calling City Clerk Sharon Knutson at 569 - 3306 ,so that we will advised 1 be a ised of the u titu ' s bs tzon or your unavailability. This greatly assists us since occasionally a person will substitute for another and we would be assuming that there was no invocation if you were not able to make the meeting. Sincerely, Michael I McCauley City Manager cc: Mayor & Councilmembers Dwiaht Gunberg • 3407 62nd Ave N Brooklyn Center tiN 55429 Rev. Al Johnson 6625 Humboldt Ave N Brooklyn Center v1N 55430 Jim McCloskey 8534 Riverview Lane N Brooklyn Park MN 55444 Dennis Morrow 6500 Humboldt Ave N Brooklyn Center MN 55430 Dean Nyquist - 5637 Brooklyn Blvd Brooklyn Center MN 55429 Sharon VanDenbos 6500 Humboldt Ave N • Brooklyn Center MN 55430 Ulysses Boyd 4807 Azelia Ave N Brooklyn Center NN 55429 Rev. Steve Loopstra 5901 Colfax Ave Brooklyn Center NN 55430 Bob Weiss 4801 63rd Ave N Brooklyn Center vN 55429 Rev. William Jackson 8465 Kentucky Brooklyn Park MN 55445 Dave Peterson 6200 Shingle Creek Parkway • Brooklyn Center NN 55430 Sherry Maddox • 5711 Knox Ave N Brooklyn Center X1,1 55430 Ernee McArthur 2113 55th Ave N Brooklyn Center MN 55430 Doug Darnell 6825 Dupont Ave N Brooklyn Center VN 55430 Bob Spies 4715 Twin Lake Ave Brooklyn Center MN 55429 Rev. Mike Dyrdal 11636 Colorado Ave N Champlin NN 55316 Blaine Fluth 3901 63rd Ave N • Brooklyn Center NN 55429 • 145 University Avenue West, St. Paul, NIN 3:5103-2044 C ta Cities Phone: (612) 231 -1200 - (800) 923 -1122 xcenence Fax: (612) 231 -1299 - TDD (612) 231 -1290 July 2, 1996 Dear Mayor Kragness and Members of the Brooklyn Center City Council; By now, you are probably aware of the rights of way issue facing cities in Minnesota. US West's challenge to local management of the public rights of way is one of the most critical issues cities have faced in years. It was a topic of considerable discussion at the Annual Conference, where member cities supported the League Board of Directors decision to move forward with an aggressive work program and financing plan to counter this challenge. We need your city to make a special payment to this fund and help put the work plan into action. The work plan developed by the Rights of Way Task Force and approved by the Board could cost $325,000 or more. This assumes that a large portion of the work plan will be coordinated by and implemented through League staff. The Board has agreed to allocate $125,000 from the current League budget for the work plan and is asking member cities to voluntarily pay $200,000. Based on your city's 1995 -96 League dues, your suggested minimum payment is $1,576. Please consider this request in July and submit your payment by August 15, 1996 if at all possible. If each city meets their minimum payment, the $200,000 target is reachable. However, because it is unlikely that all cities will join this voluntary effort, we encourage members to allocate more if this initiative is of particular importance to them. Two important points should be made: First, this is a voluntary payment. As a member of the League of Minnesota Cities, you are not required to take part in this effort. However, if total city payments fall significantly short of the $200,000 goal, the League will not be able to fully undertake the work plan. Second, your voluntary payment s1hculd not be confused with your League membership dues which will be billed at the beginning of September. The Board of Directors and I understand that this issue must be weighed against the priorities in your city. However, we believe that the prospect of losing local control of public property warrants this extraordinary effort. This is a complicated issue, please consider it carefully. Enclosed is a brief information sheet to help you in your deliberations. If you have an PY Y Y questions, contact me at (218) 643 -1431, League Executive Director Jim Miller at (612) 280 - 1205 or (800) 925 -1122; or any member of the Board of Directors. Sincerely, • Blaine C. Hill President, League of Minnesota Cities cc: City Manager, Admi t or AN E�U_�I. W0 i ITY /AFFIR:NLITI 3CTION EMPLOYER • L C Common questions about L ubl ic ri hts of wa VAMCO p g y Why did local management of public Doesn't that settle things? rights of way become such an issue? A In February, US West challenged a Not necessarily. The District Court ruling I - I Redwood Falls ordinance that set standards Aprobably will have little bearing on the PUC for installing fiber optic cable in the public right ruling, which is expected later this summer. US of way. The ordinance charges a small per foot West may also appeal the District Court ruling. fee, requires the cable to be encased in concrete Regardless of what happens in these two arenas, conduit, or, if that isn't done, limits the city's the Legislature will be looking at this issue when liability in case the cable is damaged.: US West the 1997 session begins in January. asked the Minnesota Public Utilities Commission (PUC)'to take over jurisdiction of city rights of way, and set aside any local Why is this such an important issue? regulations. Then, US West sued the city of Redwood Falls in District Court. US West asked The implications of this case are enormous. • the court to prevent the city from enforcing the s deregulation and competition among ordinance, and allow them to la their fiber optic tel ecommunication Y p and utility providers cable pending resolution of the matter before the continues, there will be more and more demand PUC. for access to the ground under city streets. All kinds of businesses and utilities make use of that ' scarce space - telephone companies, cable Didn't the District Court rule in favor of television companies, gas companies, power Redwood Falls? companies - and so on. If cities are not allowed A Yes. The League intervened on behalf of to manage the use of the right of way, streets I Redwood Falls -early in the proceedings and could be torn up regularly and underground hired outside legal counsel with expertise in facilities could become a tangled maze. Imagine utility law. Those efforts paid wh en a Fifth your city completing a major repaving project, District Court Judge dismissed the Ltvsuit ovil• to l:a e A'. *`' °.* +,.., U •:1 +. ui�. Sup _ Waal i.iY V 11 )' U 1.1 ley brought by US West. In the order dismissing the looking to install lines. Imagine the phone calls suit, the °judge stated essentially that the state law to city hall from irate residents if streets are creating the PUC authorized it to regulate blocked off two or three times a year. Imagine telephone service providers but did not take your frustration when it becomes obvious that away cities' right to impose reasonable local taxpayers are being forced to subsidize regulations and to charge a reasonable'franchise private industry and pay higher taxes to build fee for the use of their streets and services. The and maintain city streets. judge wrote '`...The public utility commission regulates telephone companies, not cities." So, what is the League of Nfinnesota What if our city decides not to pay? Cities doing? A As the magnitude of this issue became A That's your choice. As a member of the clear, the League Board of Directors I ILea ue of Minnesota Cities, ,you are not appointed a Rights of Way Task Force to look at required to take part in this effort. However, if what should o Id be done. Through the course of total city payments fall significantly h tY P Y g y s o rt of the several meetings, the Task Force developed a $200,000 goal, the League will not be able to work program that involves legal, legislative, fully undertake the work plan. and public information strategies to protect cities' role in managing the public right of way. The Task Force estimates that full Can our city pay more? implementation of the work program could cost as much as $325,000. The Board has agreed to Certainl In fact we encourage Y , ur a members /� g finance this work program by allocating 1 allocate more to this fund if this initiative $125,000 from the current League budget and is of particular importance to them. If all asking member cities to voluntarily allocate member cities meet their minimum payment, the $200,000. $200,000 target is reachable - but it's unlikely that every city will join this voluntary effort. X200, 000 is a lot of money. What is the League going to do with all of that? nAfter we pay, how can we stay up to date The work plan :includes legal on the issue? : t representation, work with legislative AWe will keep you informed of any leaders, and an extensive statewide public developments through articles in Cities information campaign. While P b League staff will Bulletin direct mailings g b s and broadcast faxes. • take on the bulk of this work, it's likely that outside assistance will be needed. Clearly, our payment is only part of the solution. What else can we do? How did you decide how much you want J� The best thing city officials can do is stay our city to pay? 1 unformed, and pass that information along to Your suggested payment is based on a as many others as possible. Discuss rights of ercentage of your city's 1995 -96 League way with your local editors and reporters; make dues. local control a campaign issue for your House and Senate candidates; talk to your local Chamber of Commerce about the business Do we have to pay? How will the payment impact of torn-up streets; let taxpayers know affect our dues? you're working to protect their investment in No city if required to pay. This is strictly a streets. 1 7 - 1 voluntary payment. Also, it's entirely separate' from the League dues statement your I'm still confused. Who should I call? I cit ill receive ceive in September. _ p tuber. Alf you have more questions, please contact 1` Executive Director Jim Miller at (612) 280 -1205 or (800) 925 -1122, or any member of the Board of Directors. BUDGET WORK SHEET SCHEDULE • June 18 personnel requests due: any requests for additional, fewer, or change in status June 17 - budget worksheets to departments from Finance June 21 vehicle requests due Jul 1 u July b d a et worksheets due in Finance - preliminary narratives due July 1 Finance will finish revenue sheets ( Finance will coordinate with departments in developing initial projections) July 1 non - vehicle equipment requests July 8 -12 manager's review of budget sheets /requests July 15 -26 budget meetings with individual department heads /division heads and manager August 5 CIP due mid - August CIP meeting _s City of Brooklyn Center Joint Powers Agreements 296 agreement Date Withdrawal SS Anoka Hennepin EM 1/1/96- 12/31i96 Not specified S 5,500 Narcotics Violent Crime Task Force Fire Training Association 3/4/91 perpetual 60 days written None Five Cities Senior 4 /15i92. 4/30/96 Not specified 10,181 Transportation Project Hennepin Recycling Group 3/l/33 continual prior to August 30 209,000 LOGIS 5/31172 continual prior to June IS 258,253 MN Police Recruitment 2114133 continual 30 days written 5,000 System North :Metro Business 9/10/92 continual prior to August 30 25,000 Retention & Development Commission (RDC) North Nletro Development 6/26i38 continual prior to October 15 None Association North Metro Mayors 6/26i88 continual prior to October 15 20.718 .association North Suburban Regional 1j24183 continual 30 days written 250 Mutual Aid .association (Fire) Northwest Hennepin 8127/80 continual any time (July budget) 1 5.413 Human Services Council Northwest Suburbs Cable 9/24179 continual 30 days written None Communications Commission Pets Under Police Security 9/10/90 continual prior to July 30 1.1,500 (PUPS) Project PEACE 1/1/93 continual prior to .august 1 47,953 Twin Lakes 1/1 continual prior to October I 500 'North Hennepin 5,000 Mediation Project o � • 'not ajoint powers asreernent - non -profit organization MEMORANDUM TO: Michael J. McCauley, City Manager FROM: Charlie Hansen, Finance Director DATE: April 24, 1996 SUBJECT: Report on Budget Policies and Requirements o P g q In one of our earlier budget discussions, you asked me to prepare a summary of requirements for preparation of the city budget which exist in the City Charter or the Financial Management Policies. I have extracted the following budget related passages from those documents. CITY CHARTER OF BROOKLYN CENTER CHAPTER 6 ADMINISTRATION OF CITY AFFAIRS Section 6.02. POWERS AND DUTIES OF THE CITY `MANAGER Subdivision 7. The City Manager shall keep the Council fully advised as to the financial condition and needs of the City, and shall prepare and submit to the Council the annual budget. CHAPTER 7 TAXATION AND FINANCES Section 7.01. COUNCIL TO CONTROL FINANCES The Council shall have full authority over the financial affairs of the City, and shall provide for the collection of all • revenues and other assets, the auditing and settlement of accounts, and the safekeeping and disbursement of public monies, and in the exercise of sound discretion shall make appropriations for the payment of all liabilities and expenses. Section 7.02. FISCAL YEAR. The fiscal year of the City shall be the calendar year. • Section 7.05, PREPARATION •F THE ANNUAL BUDGET The City Manager shall prepare the estimates for the annual budget. The budget shall be by funds and shall include all the funds of the City except the funds made up of proceeds of bond issues, public service enterprise funds, and special assessments funds, and may include an P Y y of such funds at the discretion of the Council. The estimates of exp enditures for each fund budgeted shall be arranged for each department or division of the City. The budget shall show the income and expenditures classified in accordance with generally accepted accounting principles. The City Manager shall submit with the estimates such explanatory statements as the City Manager may deem necessary, and under this charter, the City Manager shall interpret this section as requiring comparisons of the City's finances with the two previous budgets of this municipality. Section 7.06. PASSAGE OF ANNUAL BUDGET At least thirty (30) days prior to the adoption of the proposed annual budget and /or property tax levy required by state law, the City Manager shall submit a preliminary proposed budget and /or property tax levy to the City Council. Public hearings, notices of public hearings, and other legal publication requirements shall be in accordance with state law. Complete copies of the City Manager's proposed budget shall be available for public view at all meetings at which the Council reviews the proposed budget. The annual budget finally agreed upon shall set forth in detail the complete financial p lan of the City for the ensuing fiscal year for the P tY g � Y funds budgeted. It shall indicate the sums to be raised and from what sources and the sums to be spent and for what purpose according to Section 7.05. The total sum appropriated shall be equal to the total estimated revenue and allocated surplus. The Council shall adopt the budget not later than three (3) calendar days prior to the statutory requirement for certification of the budget to the County Auditor by a resolution which shall set forth the total for each budgeted fund and each department with such segregation as to objects and purposes of expenditures as the Council deems necessary for purposes of budget control. The Council shall also adopt a resolution levying whatever taxes it considers necessary within statutory imits for the ensuing year e rY for each fund. The tax 1 resolut s hall g y levy on be certified to the County Auditor in accordance with law. At the beginning of the fiscal year, the sums fixed in the budget resolution shall be and become appropriated for the several purposes named in the budget resolution and no other. Section 7.07. ENFORCEMENT OF THE BUDGET . It shall be the duty of the City Manager to enforce the provisions of the budget as specified in the budget resolution. The City Manager shall not authorize or approve any expenditure unless an appropriation has been made in the budget resolution and there is an available unencumbered balance of the appropriation sufficient to pay the liability to be incurred. No officer or employee of the • City shall place any orders or make any purchases except for the purposes authorized in the budget. Any obligation incurred by any person in the employ of the ,City for any purpose not in the approved budget or for any amount in excess of the amount appropriated • in the budget resolution or in excess of the available monies in any fund of the City may be considered a personal obligation upon the person incurring the expenditure. Section 7.08. ALTERING OR ADJUSTING THE BUDGET After the budget shall have been duly adopted, the Council shall have no power to increase the amounts fixed in the budget resolution, by the insertion of new items or otherwise, beyond the estimated revenues, unless the actual receipts exceed the estimates and then not beyond the actual receipts. This provision shall in no way be construed as limiting the discretion of the Council to appropriate monies from accumulated surplus in an amount equal to a previous appropriation if not, in fact, expended or encumbered for that purpose in the previous fiscal year. The Council may at any time, by resolution approved by a four -fifths (4/5) majority of its members, reduce the sums appropriated for any purpose by the budget resolution. The Council may, by a majority vote of its members, transfer unencumbered appropriation balances from one office, department or agency to another within the same fund. All appropriations shall la se at the end of the budget year to p � y the extent that they shall not have been expended or lawfully encumbered. Section 7.09. O T V PR BUDGET. The Council ma C N INGEi CY AP OPRIATION IN UDGE y include a contingency appropriation as a part of the budget but not to exceed five per cent (5 %) of the total appropriation of the general fund made in the budget for that year. A • transfer from the contingency appropriation to any other appropriation shall be made only by a majority vote of the members of the Council. The funds thus appropriated shall be used only for the purposes designated by the Council. Section 7.11. FUNDS TO BE KEPT There shall be maintained in the City Trea ry a classification of funds which shall provide for a general fund for the payment of such expenses of the City as the Council may deem proper, and such other funds as may be required by statute, ordinance or resolution. The Council shall have full power by ordinance or resolution to make interfund loans, except from trust and agency funds, as may be deemed necessary and appropriate from time to time. The Council shall have full authority by ordinance or resolution to make permanent transfers between all funds which may be, created, provided that such transfers are not inconsistent with the provisions of relevant covenants; the provisions of this charter or State statute. • CHAPTER 8 PUBLIC IMPROVEMENTS AND SPECIAL ASSESSMENTS Section 8.01. POWER TO MAKE rINTPROVEMENTS AND LEVY ASSESSMENTC� The City shall have the power to'make any and every type of public improvement not forbidden by the laws of this State and to levy special assessments for all or any part to the cost of such improvements as are of a local character, pursuant to the laws of the State of Minnesota. Section 8.02. ASSESSMENTS FOR SERVICES The Council may provide b ordi yp y that the cost of snow, rubbish or weed removal, and sprinkling or any other service to streets, sidewalks, or other public property, or the cost of any service to other property, undertaken by the City may be assessed against the property benefited and collected in like manner as are special assessments. CHAPTER 11 PUBLIC OWNERSHIP AND OPERATIONS OF UTILITIES • Section 11.01. ACQUISITION AND OPERATION OF UTILITIES The City may own and operate any gas, water, heat, power, light, telephone or other public utility for supplying its own needs for utility service or for supplying utility service to private consumers or both. It may construct all facilities reasonably needed for that purpose and may acquire any existing utility properties so needed; but such acquisition action may only be taken by an ordinance, approved by a majority of the electors voting thereon, at a general or special election. The operation of all public utilities owned by the City shall be under the supervision of the City Manager. Section I 1 02 RATES AND FINAN CE Upon recommendation made by the City Manager or upon its own motion, the Council may fix rates, fares and prices for municipal utilities, but such rates, fares and prices shall be just and reasonable. The Council shall endeavor to make each municipal utility financially self - sustaining and shall not use any municipal utility operation directly or indirectly as a general revenue producing agency for the City. Before any rates, fares or prices for municipal utilities shall be fixed by the Council, the Council shall hold a public hearing on the matter in accordance with Section 11.06. The Council shall prescribe the time and the manner in which payments for all such utility services shall be made, and may make such other regulations as may be necessary, and prescribe penalties for violations of such regulations. • FINANCIAL MANAGEMENT POLICIES III. FINANCIAL MANAGEMENT POLICIES A. Capital Improvement Budget Policies 1. The City will make all capital improvements in accordance with an adopted Capital Improvements Budget. 2. The City will develop a multi -year plan for capital improvements and update it at least biennially. 3. The City will enact an annual Capital Budget based on the multi -year capital improvement plan. Future capital expenditures necessitated by changes in population, changes in real estate development, or changes in economic base will be calculated and included in Capital Budget projections. 4. The City will coordinate development of the Capital Improvement Budget with the development of the operating budget. Future operating costs with new capital improvements will be projected and included in operating et P eratm bud P P J P a g forecasts. ® 6. The City will project its e4uipment replacement and maintenance needs for the next several years and will update this projection each year. From this projection, a maintenance .and replacement schedule will be developed and followed. B. Revenue Policies 1. The City will attempt to maintain a diversified and stable revenue system to shelter it from short-run fluctuations in any revenue source and to minimize property taxes. 2. The City will estimate its annual revenue by an objective conservative analytical process. 3. The City will project revenues for the next three years and will update this projection annually. Each existing and potential revenue source will be reexamined annually. 6. Each year the City will recalculate the full costs of activities supported by user fees to identify the impact of inflation and other cost increases. • 7. The City staff will recommend revised user fees with review by the City Council on an annual basis, to adjust for the effects of inflation on the City's cost of providing services. 8. The City will set fees and user charges for each Enterprise Fund, such as • Water and Sewer, at a level which fully supports the total direct and indirect costs of the activity. Indirect costs include the cost of annual depreciation of capital assets. 9. Whenever user charges and fees are determined to appropriate for City services, those charges and fees will generally be established at a level which will recover the full cost of providing the service, including administration costs. C. Debt Policies 5. Total debt service for General Obligation debt will not exceed five percent of total general, special 1 annual locally generated operating revenue ul the g revenue, and proprietary funds. 8. The City will not incur debt to support current operations. D. Reserve Polices 1. The City will maintain an undesignated and unreserved General Fund balance in an amount determined by applying, the Adequate General Fund • Balance Policy Formula as established by the City Council. The formula shall be reviewed annually by -the City Council. The formula shall be designed to establish a fund balance at a level which is sufficient to avoid issuing debt to meet current operating needs. 2. If the City Council deems it appropriate to reduce fund balances for the portion above the formula amount, such reductions shall not exceed 50 % of the excess for one year. H. Operating Budget Policies 1. In accordance with Chapter 7, Section 7.06 of the City " Charter, the total sum appropriated in the General Fund annual budget shall be equal to the total estimated General Fund revenue and the allocated General Fund balance. 2. The City will pay for all current expenditures with current revenues. The City will avoid budgetary procedures that balance current expenditures at the expense of meeting future year's or rollipg over short-term debt, or that rely on accumulated fund balances to meet current obligations. 3. The h City will annually appropriate a contingency appropriation in the General Fund budget, not to exceed five percent of the total budget, to provide for unanticipated expenditures of a non - recurring nature. 4. The City Manager, when submitting the Proposed Budget to the City • Council, shall submit a balanced budget in which appropriations shall not exceed the total of the estimated General Fund revenue and the fund balance available after applying the Adequate Fund Balance Formula. 5. Prior to adopting the General Fund Annual Budget, the City Council shall review the Adequate General Fund Balance Policy Formula. 6. In the event that there is a shortfall of revenues in a current year budget, the City Manager may recommend the use of a portion of the General Fund balance not to exceed the amount available after deducting amounts reserved for items not readily convertible to cash or reserved for working capital or already appropriated to the General Fund current budget as shown on the most recent Adequate General Fund Balance Policy Formula as established by the City Council. 7. The budget will provide for adequate maintenance of the capital plant and equipment, and for their orderly replacement. 8. The budget will provide for adequate funding of all retirement systems. • 9. The City will maintain a budgetary control system to assist in adhering to the budget. 10. The City administration will prepare regular monthly reports comparing actual revenues and expenditures to the budgeted amount. 11. Each year the City will update expenditure projections for its Enterprise Funds for the next three years. Projections will include estimated operating costs of future capital improvements included in the Capital Budget. 12. The Operating Budget will describe the major goals to be achieved, and the services and programs to be delivered for the level of funding provided. 13. Where possible, the City will integrate performance measurement and productivity indicators with the budget. 14. Enterprise funds shall be budgeted to have positive net income plus a sufficient margin to provide for replacement cost of property, plant, and • equipment. Member Celia Scott introduced the following • resolution and moved its adoption: RESOLUTION NO. 91 -115 RESOLUTION ESTABLISHING A BROOKLYN CENTER AD HOC CITY FINANCIAL TASK FORCE AND DEFINING DUTIES AND RESPONSIBILITIES WHEREAS, the Brooklyn Center City Council has authorized the creation of an ad hoc task force for the express purpose of reviewing the fiscal impacts of State of Minnesota budgetary problems on Brooklyn Center and assisting the City Council in formulating priorities and responses to a limited fiscal resource situation. NOW, THEREFORE, BE IT RESOLVED by the Brooklyn Center City Council that there is hereby established within the City of Brooklyn Center an advisory ad hoc City Financial Task Force as follows: Subdivision 2. TITLE: This organization shall be known as the Brooklyn Center ad hoc City Financial Task Force. Subdivision 2. SCOPE: The scope of activity of this Task Force shall consist of advising the City Council regarding matters relevant to the City's financial • status. Subdivision 3. PURPOSE: The general purpose of this Task Force shall be to evaluate the cost effectiveness of City services, programs and functions in response to higher costs of service delivery, mandates, and a, trend of decreasing intergovernmental revenues to cities. Subdivision 4. DUTIES AND RESPONSIBILITIES: In fulfillment of its purpose, the duties and responsibilities of the Task Force shall be to: (1) Make recommendations to improve cost effectiveness Of City services, programs, and functions. (2) Make recommendations on priorities for reducing or eliminating services should it become necessary. (3) Make recommendations on modifications, additions, and /or deletions to short and long term City revenue sources. Subdivision S. COMPOSITION: The Task Force shall be composed of a chairperson and six (6) members, all of • whom shall be appointed and serve as set forth in Subdivision 6. RESOLUTION 1\10. 91 -115 • Subdivision 6. MEMBERS METHOD OF SELECTION - TERM OF OFFICE - REMOVAL: Chairperson: The Chairperson shall be appointed by the Mayor with majority consent of the City Council. The Chairperson may be removed by the Mayor with majority consent of the Council. The Chairperson shall assure fulfillment of the following responsibilities in addition to those otherwise described herein: 1. Preside over meetings of the Task Force; 2. Appear or appoint a representative to appear, as necessary, before the City Council to present the viewpoint of the Task Force in matters relevant' to the City's financial status as it relates to business under consideration by the City Council; 3. Review all official minutes of the City Council and other advisor commissions y for the • purpose of informing the City Financial Task Force of matters relevant to city finances. Vice Chairperson A Vice Chairperson shall be appointed by the Mayor with majority consent of the city Council from the members of the Task Force. The Vice Chairperson shall perform such duties as may be assigned by the Chairperson and shall assume the responsibilities of the chair in the absence of the Chairperson. Members' Term of Office Members of the Task Force shall be appointed by the Mayor with majority consent of the Council. The terms of office shall be for the life of the Task Force as set forth in Subdivision 11. In the event an appointed member suffers from m an extended illness, disability, or other activity preventing proper fulfillment of duties, responsibilities, rules and regulations of the Task Force,' the member may be temporarily replaced during the temporary leave by an interim member appointed by the Mayor with majority consent of the City Council. Qualification for Membership Members of the Task Force shall be residents of the City of Brooklyn Center while • serving on the Task Force, shall have been residents of said City for at least one year prior to their appointment, and shall represent an interest in the financial operations of the city. RESOLUTION N0. 91 -115 • Representation Requirements Due regard shall be given - g by the Mayor in appointing Task Force members with geographical distribution within the City, and the representative nature of the Task Force in terms of sex, religion, ethnic, racial, age, handicapped, employment and employer groups. Conflict of Interest: Members shall comply with provisions of the City of Brooklyn Center's business ethics policy. Resignations- Removal from Office - Vacancies Members may resign voluntarily or may be removed from office by the Mayor with consent by majority vote of the City Council. Three consecutive absences from duly called Task Force meetings absences from a majority of duly called Task Force meetings within one calendar year shall constitute automatic resignation from office. The City Manager shall inform the Mayor of such automatic resignations. Vacancies in the Task Force shall be 'filled by Mayoral appointment with majority consent of the City Council. Compensation Members shall serve without compensation. Subdivision 7. RULES AND PROCEDURES: The Task Force shall adopt such rules and procedures not inconsistent with these provisions as may be necessary for the proper execution and conduct of business. Subdivision 8: MEETINGS: The initial meeting of the Task Force shall be convened at the call of the Chairperson within thirty (30) days after appointment by the Council. Thereafter, regular meetings shall be held with date and time to be determined by the Task Force. Special meetings may be called by the chairperson. Subdivision 9. STAFF: The City Manager shall serve as staff to the Task Force. The City Manager, or his designee, shall perform such clerical and research duties on behalf of the Task Force as may be assigned by the chairperson. Subdivision 10. EX OFFICIO MEMBERS: Councilmember Pedlar,, or his City Council designee, shall serve as an ex officio member of the Task Force, privileged to speak on any matter but without a vote, and shall provide a liaison between the Task Force and the City Council. RESOLUTION NO. 91 -115 Subdivision 11. TASK FORCE TERM: The provisions of this resolution shall expire on April 8, 1992, unless specifically extended by the City Council on or before said date. April 8, 1991 Date Todd Paulson, Mayor ATTEST • /� , . Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene , and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, Celia Scott, Jerry Pedlar, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. -- Member Celia Scott introduced the following resolution and moved its adoption: • RESOLUTION NO. 92 -99 RESOLUTION AMENDING SUBDIVISION 11 OF RESOLUTION NO. 91- 115 REGARDING THE FINANCIAL TASK FORCE TERM WHEREAS, Resolution No. 91 -115 was approved on April 8, 1991; and WHEREAS, Resolution No. 91 -115 establishes the Financial Task Force and defines the duties and responsibilities of this task force; and WHEREAS, subdivision 11 of Resolution No. 91 -115 states "the provisions of this resolution shall expire on April 8, 1992, unless specifically extended by the City Council on or before said date "; and WHEREAS, it the wish of the City Council to extend the provisions of Resolution No. 91 -115 until the Financial Task Force has made its final presentation and recommendations to the City Council. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center that subdivision 11 of Resolution No. 91- 115 is hereby amended as follows: Subdivision 11. TASK FORCE TERM: The provision of this resolution shall expire after the final presentation and recommendations have been made to the Citv Council. April 27, 1992 / Date Todd Paulson, Mayor ATTEST: W Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Jerry Pedlar , and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, Celia Scott, Jerry Pedlar, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. • Member Celia Scott introduced the following • resolution and moved its adoption: RESOLUTION NO. 92 -168 RESOLUTION AMENDING RESOLUTION NOS. 91 -115 AND 92 -99 TRANSFORMING THE BROOKLYN CENTER AD HOC CITY FINANCIAL TASK FORCE INTO A CITY ADVISORY COMMISSION WHEREAS, Resolution Nos. 91 -115 and 92 -99 define the duties, responsibilities, and term of the Brooklyn Center ad hoc City Financial Task Force; and WHEREAS, due to the ongoing need to formulate priorities and responses to continuing limited fiscal resources, the City Council wishes to transform the Task Force to an advisory commission. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Resolution Nos. 91 -115 and 92 -99 are hereby amended as follows (underlined material to be added, bracketed material to be deleted): RESOLUTION ESTABLISHING A BROOKLYN CENTER [AD HOC CITY] FINANCIAL [TASK FORCE] COMMISSION AND DEFINING DUTIES AND RESPONSIBILITIES WHEREAS, the Brooklyn Center City Council [has authorized the creation] established by Resolution Nos.-91 -115 and 92 -99 of an ad hoc task force for the express purpose of reviewing the fiscal impacts of State of Minnesota budgetary problems on Brooklyn Center and assisting the City Council in formulating priorities and responses to a limited fiscal resource situation[. and WHEREAS, on June 22 1992 the ad hoc City Financial Task Force bresented to the City Council a report entitled "General Fund Budctet Prioritization Process" which was accented by the Citv Council: and WHEREAS there is an ongoing need to formulate priorities and responses to continuing limited fiscal resources NOW, THEREFORE, BE IT RESOLVED by the Brooklyn Center City Council that there is hereby established within the City of Brooklyn Center an advisory [ad hoc City] Financial [Task Force] Commission as follows: Subdivision 1. TITLE: This organization shall be known as the Brooklyn Center [ad hoc 'City] Financial: [Task Force] Commission • Subdivision 2. SCOPE: The scope of activity of this [Task Force] Commission shall consist of advising the City Council regarding matters relevant to the City's financial status. RESOLUTION NO. 92 -163 • Subdivision 3. PURPOSE: The general purpose of this [Task Force] Commission shall be to evaluate the cost effectiveness of City services, programs and functions in response to higher costs of service delivery, mandates, and a trend of decreasing intergovernmental revenues to cities. Subdivision 4. DUTIES AND RESPONSIBILITIES: In fulfillment of its purpose, the duties and responsibilities of the [Task Force] Commission shall be to: (1) Make recommendations to improve cost effectiveness of City services, programs, and functions. (2) Make recommendations on priorities for reducing or eliminating services should it become necessary. (3) Make recommendations on modifications, additions, and /or deletions to short and long term City revenue sources. Subdivision 5. COMPOSITION: The [Task Force] Commission shall be composed of a chairperson and six (6) members, all of whom shall be appointed and serve as set forth in Subdivision 6. Subdivision 6. MEMBERS METHOD OF SELECTION —TERM OF OFFICE - REMOVAL: Chairperson The Chairperson shall be [appointed by the Mayor with majority consent of the City Council.] elected by majority vote of the Financial Commission membership_ The election shall be conducted at the Financial Commission's first tina of the calendar vear, or in the case of a vacancy within two reaularly scheduled Financial Commission meetings from the time a vacancy of the chair occurs. The Chairperson may be removed by [the Mayor with] majority vote [consent] of the [Council] Financial Commission membershi p The Chairperson shall assure fulfillment of the following responsibilities in addition to those otherwise described herein: I. Preside over meetings of the [Task Force] Commission • 2. Appear or appoint a representative to appear, as necessary, before the City Council to present the viewpoint of the [Task Force] Commission in RESOLUTION NO. 92-168 • matters relevant to the City's financial status as it relates to business under consideration by the City Council; 3. Review 'all official minutes of the City Council and other advisory commissions for the purpose of informing the [City] Financial [Task Force] Commission of matters relevant to city finances. Vice Chairperson A Vice Chairperson shall be appointed P PP [by the Mayor with majority consent of the city Council from the members of the Task Force] annually by the Chairperson from the members of the Commission The Vice Chairperson shall perform such duties as may be assigned by the Chairperson and shall assume the responsibilities of the chair in the absence of the Chairperson. Members' Term of Office Members of the [Task Force] Commission shall be appointed by the Mayor with majority consent of the Council. The terms of office shall be [for the life : of the Task Force as set forth in Subdivision 11] staggered three -year terms, except that • any person appointed to fill a vacancv occurring prior to . the expiration of the term for which his or her Predecessor was appointed shall be appointed only�for the remainder of such term Upon expiration of his or her term of office, a member shall continue to serve until his or her successor is appointed and shall have qualified. Terms of office for members of 'the Com shall expire on December 31 of respective calendar years In the event an appointed [member] Commissioner suffers from an extended illness, disability, or other activity preventing proper fulfillment of duties, responsibilities, rules and regulations of the [Task Force] Commission the [member] Commissioner may be temporarily replaced during the temporary leave by an interim [member]' Commissioner appointed by the Mayor with majority consent of the City Council. ualifications for Membershim Members o the (Task Q f h x Force] Commission shall be residents of the City of Brooklyn Center while serving on the [Task Force] Commission shall have been residents of said City for at least one year prior to their appointment, and shall represent an interest in the financial operations of the city. • Representation Reauirements Due regard shall be given by the Mayor and City Council in appointing [Task Force] RESOLUTION NO. 92 -168 • Commission members [with] which will take into consideration geographical distribution within the City as described in Subdivision 11 and the representative nature of the [Task Force] Commission in terms of [sex] gender religion, ethnic, racial, age, handicapped, employment and employer groups. Conflict of Interest [Members] Commissioners shall comply with provisions of the City of Brooklyn Center's business ethics policy. Resignations— Removal from Office — Vacancies [Members] Commissioners may resign - voluntarily or may be removed from office by the Mayor with consent by majority vote of the City Council. Three consecutive absences from duly called [Task Force] Commission meetings or absences from a majority of duly called [Task Force] Commission meetings within one calendar year shall constitute automatic resignation from office. The City [Manager] staff liaison shall inform the Mayor and City Council of such automatic resignations: Vacancies :in the Task Force] Commission shall be filled by Mayoral appointment with majority consent of the City Council. • Notices of vacancies i s shall be posted for 30 days before any official City Council action is taken Vacancies shall be announced in the City's official newspaper and notices of vacancies shall be sent to all members of standing adv.isory commissions Applications for Financial Commission membership must be obtained in the City Clerk's office and must be submitted in writing to the City Clerk who shall forward copes 1 of the applications to the Mavor and City Council The Mavor shall present at a regular Citv Council meeting the nominee for Financial Commission appointment who has submitted the required application form. By unanimous vote. the City Council may approve an appointment at the City_ Council meeting at which the nominee was presented or, by majority vote the City Council may approve an appointment at a regular City Council meeting following the presentation of the nominee Compensation [Members] Commissioners shall serve without compensation. Subdivision 7. RULES AND PROCEDURES: The [ Task Force] Commission shall adopt such rules and procedures not inconsistent with these provisions as may be necessary for the proper execution and conduct of business. RESOLUTION NO. 92-168 • Subdivision 8. MEETINGS: The initial meeting of the [Task Force] Commission shall be convened at the call of the Chairperson within thirty (30) days after appointment by the Council. Thereafter, regular meetings shall be held with date and time to be determined by the [Task Force] Commission Special meetings may be called by the Chairperson. Subdivision 9. STAFF: The City Manager shall assign one member of the administrative staff to serve as staff to the [Task Force] Commission .[The City Manager, or his designee,] The staff member assigned shall perform such clerical and research duties on behalf of the [Task Force] Commission as may be assigned by the Chairperson or the City Manager Subdivision 10. EX OFFICIO MEMBERS: ' [Councilmember Pedlar]. Mayor or his or her City Council designee, shall serve as an ex officio member of the [Task Force] Commission privileged to speak on any matter but without a vote,: and shall provide a liaison between the [Task. Force] Commission and the City Council. Subdivision 11. [TASK FORCE TERM: The ov pr ision of this resolution shall expire after t presentation - p he final and recommendations have been made to the City Council.] NEIGHBORHOODS• Neighborhoods Described Southeast Neighborhood: The Southeast neighborhood shall be bordered on the south by the south city limits • on the east by the Mississippi River; on the north by FAI 94 and on the west by Shingle Creek. Northeast Neighborhood: The Northeast neighborhood shall be bordered on the south by FAI -94• on the east by the Miss_i §-InP i River; on the north by the north city limits, and on the west by Shingle Creek. Northwest Neighborhood: The Northwest neighborhood shall be bordered on the south by FAI -94• on the east b Shingle Creek • on the north by the north city limits; and on the west by the west city limits. West Central Neighborhood: The West Central neighborhood shall be bordered on the south by Countv-Road 10• on the • east by Brooklvn Boulevard• on the north by FAI 9Q and on the west by the west city limits. RESOLliTION NO. 92 -168 • Central Neighborhood: The Central neighborhood shall be bordered on the south by County Road 10• on the east by Shincrle Creek • on the north by FAI -94 • and on the west by Brooklyn Boulevard Southwest Neiahborhood• The Southwest neighborhood shall be bordered on the south by the south city limits • on the east by Shincile Creek; on the north by County Road 10 and on the west by the west city limits /, .. i July 13, 1992 ' Date Todd Paulson, Mayor • L ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, 'Celia Scott, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. i CITY of BROOKLYN CENTER, MINNESOTA FINANCIAL MANAGEMENT POLICIES Adopted June 8, 1992 s City of • BROOKLYN CENTER, NITi NESOTA F11NA CUL UkNAGEIN ENT POLICIES ADOPTED JUNE 8 , 1992 I. PURPOSE The City of Brooklyn Center has a responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan the adequate funding of services desired by the public, including the provision and maintenance of public facilities. The City also has the responsibility to its citizens to provide both short -term and Ion, -term future financial stability. The City must ensure that it is capable of adequately funding and providing local government services needed by the community. Further, the financial policies set forth herein, provide the basic framework for the overall fiscal management of the City. Operating independently of changing circumstances and conditions, these policies assist the decision making process of the City Council and Administration. Most of the policies represent Iona standing principles, traditions and practices which have guided the City in the past and have helped maintain financial stability over the past years. These financial policies will be reviewed periodically to ascertain if modifications are • necessary. II• QB.IECTIVES In order to achieve this purpose, this plan has the following objectives for the City's fiscal performance: y 1. To protect the City Council's policy - making ability by ensuring that important policy decisions are not controlled by financial problems or emergencies and to prevent financial difficulties. ?. To provide sound principles to guide the important decisions of the City Council and of management which have significant fiscal impact and to enhance the City Council's policy - making ability by providing accurate information on program. costs. 3. To set forth operational principles which minimize the cost of local government, to the extent consistent with services desired by the public and which minimize financial risk. �• To emplov revenue policies which prevent undue or unbalanced reliance on certain • revenues, especially property taxes, distribute the costs of municipal services fairly; and which provide adequate funds to operate desired program and assist Jun;: S. i99? -1- sound management of the city government by proviuing accurate and timely information on Financial conditions. • 5. To provide essential public facilities and revent deterioration ratzon of the City s public facilities and its capital plant. 6. To protect and enhance the City'scredit rating and prevent default on any municipal debts. 7. To ensure the legal use and protection of all City funds through a quality system of financial and internal controls. 8. The City Will maintain a Risk Mana Program that will minimize the impact of legal liabilities, natural disasters or other emergencies. III• FLVANCIAL MANAGEMENT POLICIES A. `- : CciatFaZ Improvemzru Budd >et Poi czes 1. The City will make all capital improvements in accordance with an adopted Capital Improvement Budget. 2. The City will develop a multi -year plan for capital improvements and update it at least biennially. 3. The City will enact an annual Capital Budget based on the multi -year capital improvement plan. Future capital expenditures necessitated by changes in Population, changes, in real estate development, or changes in economic base will be calculated and included in Capital Budget projections. 4. The City will coordinate development of the Capital Improvement Budget with the development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. 5. The City will use . intergovernmental assistance to finance only those capital improvements which are consistent with the adopted capital improvement plan and City priorities, and for which operating and maintenance costs have been included in operating. budget - forecasts. 6. The City will project its equipment replacement and maintenance -needs for the next several years and will update this projection each year. From this projection, a maintenance and replacement schedule will be developed and followed: 7. The City staff will identify the estimated costs and otential funding P sources for each capital project proposal before it is submitted to the City Council for approval. June S.1992 S. The City will determine the least costly financing method over the length of all new projects. • B. Revenue Policies 1. The City will attempt to maintain a diversified and stable revenue system to shelter it from short -run fluctuations in any one revenue source and to minimize property taxes. 2. The City will estimate its annual revenue by an objective conservative analytical process. 3. The City will project revenues for the next three years and will update this ro'e ' P ctl p on annually. ly. Each existing and potential revenue source will be reexamined annually. 4. The City will maintain sound appraisal procedures to keep property values correct. Pt•operty will be assessed at the legally mandated market value for each type of property. Reassessments will be made of all property at least every four years. 5. The City will follow an aggressive olicy of collecting ro P p perry tar revenues. The • annual level of uncollected property taxes should generally not exceed two percent. 6. Each year the City gill recalculate the full costs of activities supported by user fees to. identify the impact of inflation and other cost increases. 7. The City staff will recommend revised user fees with review by the City Council on an annual basis: to adjust for the effects of inflation 'on the Citv's cost of providing services. S. The City will set fees and user charges for each Enterprise Fund, such as Water and Sewer, at a level which fully supports the total direct P. and indirect costs of the activity. Indirect costs include the cost of annual depreciation of capital assets. 9. Whenever user charges and fees are determined to be appropriate for City services, those charges and fees will generally be established . at a level which will recover the full cost of providing the service, including administrative costs. C -Debt Policies I. The._:... - Cit ' V w i Il _r C long-term onr the lon .e. m borrowing to capital improvements projects is .. or ro ..mss w filch cannot P J nnot be tinanc,,o d fro current revenues. • ?. When the City finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the expected useful life of the project. June 8,1991- 3. On all projects, at least 50 of the principal shall be retired within ten y ears. 4. The City will attempt to keep the average maturity of General Obligation Bonds at • or below 20 years. 5. Total debt service for General Obligation debt will not exceed Five percent of total annual locally generated operating revenue in the general, special revenue, and proprietary funds. 6. Total General Obligation debt will not exceed two percent of the market valuation of taxable property. 7. Where possible, the City will use special assessment, revenue or other self - supporting bonds instead of General Obligation Bonds. 8. The City will not incur debt to support current operations. 9. The City will maintain good communications with bond rating agencies regardina its Financial condition. The City will follow a policy of ftill disclosure in every financial report and bond prospectus. 10. Direct net -debt (,gross debt less debt fully supported by revenues) per capita shall not exceed 5600 per capita. ' • 11. The City will require Nfinimum Assessment (Taxable Valuation) Agreements on all projects in which the City is providing development assistance through tax increment financing or committing its bonding authority. This will ensure minimal cash ' flow (increment) to repay obligations, provide another level of review before commitment (by the City Assessor), and to the. minimal value agreed upon, eliminate tar appeals during the agreement period. D_ '' Reserve Polceres I. The City will maintain an undesianated and unreserved General Fund balance in an amount determined by applying the Adequare General- Fund Balance Policy Formula as established by the City Council. The formula shall be reviewed annually by the City Council. The formula shall be desi to establish a fund balance at a level which- is sufficient to avoid issuing debt to meet current operating needs. 2. It the Citv Council deems it appropriate to reduce fund balances for the portion above: the formula amount, such reductions shall not exceed 50 or the excess for one year. ; • June S, 199? E. Intiesrnrenr Policies • 1. The City will make cash flow analysis of all funds on a regular basis. Disbursement, collection and deposit of all funds will be scheduled to ensure maximum cash availability. 2. When permitted by law, the City will pool cash from several different funds for investment purposes. I The Citv will invest at least 98 percent of its idle cash on a continuous basis. =l. The City will analyze market conditions and investment securities to determine what yield can be obtained, and attempt to secure the best p investments. ossiblz return on all cash 6. The City's accounting system will provide regular information concerning cash position and investment performance. 6. The Citv will maintain a formal written investment policy which will contain legal and administrative guidelines necessary to ensure that the City's available funds will be invested to the maximum extent possible, at the highest rates obtainable at the time of the investment. consistent with minimizing credit and market risk and which provides proper safeguards for the keeping or the City's investmen F dccaunMTZ, ttri ant :. FnanECal Reporriri a .Pofccres 1. The City will establish and maintain a high standard of accounting practices. 2. The accounting' system will maintain records on a basis consistent with acceoted standards for ocal government accounting using a modified accrual basis of accounting for all governmental funds and an accrual basis of accountina for Enterprise and Internal Service Funds. Accounting policies will reflect the principle of charging current taxpayers and /or users for the full cost of providing current services. s. Regular monthly and annual financial reports will present a summary of financial activity by major types . , � , pes of funds. - 4. Where possible, the reporting system will provide monthly information on the total cost of specified services by type of expenditure and. if necessarv, by tend. 5. An i- ndependent public accounting firm will perform an annual audit and will publicly issue an opinion concerning the City's finances. June S. 19921 G. Risk Nfanagenrent Policies • I. The City Will maintain a Risk Management Program that will minimize the impact of legal liabilities. natural disasters or other emergencies through the following activities: a. Loss Prevention. Prevent negative occurrences. b. Loss Control. Reduce or mitigate expenses of a negative occurrence. C. Loss Financing. Provide a means to finance losses. d• Loss Information Management. Collect and analyze relevant data to make prudent loss prevention, loss control and loss financing decisions. _'. The City's Risk Management Program will: a. Analyze all of the City's risks. b• Avoid risks whenever possible. C. Reduce risks whenever possible. d• Transfer risks to other entities when ossible. e• Of those risks that must be retained, t shall be the City's policy to fund risks which the City can afford and transfer all other risks to insurers. 3. The City will maintain an active Safety Committee tom o Y comprised dot City empIoves. 4. The City will periodically conduct educational safety and risk avoidance programs, through its Safety Committee and with the participation of its insurers, within its various departments. 5. The Safety Committee will report to the City Manager, at least annually, on the results and costs of the City's Risk Management Program for the preceding year. The City Manager shall report annually to the City Council. � : Qperarrn� BuriSet Policies . I. In accordance with Chapter 7, Section 7.06 of the City Charter, the total sum appropriated in the General Fund annual 'budget shall be equal to the total estimated General Fund revenue and the allot ated General Fund balance. '. The City will pay for all current expenditures with current revenues. The City will avoid budgetary procedures that .balance current expenditures at the expense of meeting future ear's revenues, T Y es, or rollinQ g ove, short -term debt accumulated fund balances to meet current obligations. or that rely on 3. The City will annually appropriate a contingency appropriation in the General Fund budget, not to exceed five percent of the total budget, to provide for unanticipated expenditure; of a non - recur, ma nature. • -�. The City Nfanager, when submitting the Proposed Budget to the City Council, shall submit a balanced budget in which appropriations shall not exceed the total of the 1un-� S. 190 -6- - estimated General Fund revenue and the fund balance available after applying the Adequate General Fund Balance Formula. • 6. Prior to adopting the General Fund Annual Budget, the City Council shall review the Adequate General Fund Balance Policy Formula. e 6. In the event that there is a shortfall of revenues in a current year budget, the City Nfanager may recommend the use se of a portion of the General Fund balance not to exceed the amount available after deducting amounts reserved for items not readil convertible e to cash or reserved for working capital or already appropriated to the Gen - eral Fund g d current bud as shown on the most recent Adequate General .Fund Balance Policy Formula as established by the City Council. 7. The budget will provide for adequate maintenance of the capital plant and equipment, and for their etr orderl Y replacement. S. The budget will provide for adequate funding or all retirement systems. 9. The City will maintain: a budgetary eontrol system to assist in adhering to the budget. 10. The City administration will prepare regular monthly reports comparing actual revenues and expenditures to the budgeted amount. 11. Each year the City will update expenditure projections for its Enterprise Funds for the next three years. , Projections will include estimated op erating P � costs s s of future i capital improvements included n the Capital Budget. 12. The Operating Budget will describe the major goals to be achieved, and the services and programs to be delivered for the level of funding provided. 13. Where possible, the City will integrate performance measurement and productivity indicators with the budget. 14. Enterprise funds shall be budgeted to have positive net income plus a sufficient margin to provide for replacement cost of property, plant, and equipment. L EEhics Putrcv The City will maintain, and periodically review, a formal written ethics policy for all Citv employees and elected officials. J. Role bf Iludi, • The C:itv's independent auditors shall be required. in the course of their audit, in the form of their management letter. to report anv conditions that appear to be violations or our financial management policy. June S. 1992 -7 • City of BROOKLYN CENTER, I IINNI ESOTA FUND BALANCE POLICY I. PURPOSE On December 22, 1930, the City Council adopted an "Adequate General Fund Balance Policy Formula" as set forth in M &C No. 30 -31. Since State Statutes, the City Charter, or City Ordinances do not regulate the size of a City's General Fund Balance, the purpose or the policy formula is to determine what a reasonable amount should be held by the City's General Fund in reserve and provide a way of measuring that amount on an annual basis. The fund balance is a product of one of two sources: (1) the excess of (or deficiencies ofd revenues over expenditures of the Fund, accumulated over the years since the inception of the fund: and (2) permanent transfer of monies from another Fund. Certain asset items contained within the fund balance are items which cannot be readily converted to cash and, therefore, must remain in the fund balance. Among these items are take s receivable, accounts receivable, and inventories supplies. In addition, monies within the fund ries of balance are needed for, and should be reserved for, other purposes. Amon; these. is a need for "working capital." Working capital. simply stated, is funds needed for expenditures which must • be made prior to receipt of revenues in fonccoming periods of time. The City has a fairly consistent level of expenditures, particularly payroll (which consists of about '60% of total expenditures), and a rather sporadic pattern of revenue receipts. This combination causes a cash flow problem. The working capital is the bridge over these gaps between expenditures and the receipt of revenue. The primary sources of revenue for the General Fund are local real estate tares and intergovernmental revenue. Revenue from these sources are usually received on a semi- annual basis. Major tax settlements are made in July and December, while major expenditures occur in the early par of the budget year. The City must wait approximately six months into the budget year for a large amount of its revenues' monies are not available during these periods, the City must resort to tax -antici pion borrowing borrowing is both costly and would be reflected in "the City's Tax- anticipation Y' s bond rating. The absence such borrowing is a positive factor in bond rating. Therefore, a sufficient amount of working capital is needed to carry the City through these periods. The current formula sets the work capital at a maximum of 25 % of the total General Fund Bridget. This provides funds for three months of expenditures. imonev should also be reserved to provide a "cushion" for the rep of possible revenue short fails in the budget. The cutback of local government aid due to a Projected state surplus deficit is a good example: of a need for some sort of cushion. An economic downturn can also.cause a reduction in building and other permit fees, recreation revenue, other intergovernmental revenue, char for services. and of course, cause property tax delinquencies. The formula currently reserves an amount `equai ro o of the taxes levied for General Fund purposes to hed against loss of revenue from tax delinquencies and an amount equal to 10`•'0 of all other estimated budget revenues to hedge against over - estimation and economic downturn. Funds should also be reserved. for unanticipated needs which may develop 1 — Jung S. 1992 during the budget year. However, the City Charter does provide for a contingency appropriation within the budget itself, and we do annually appropriate funds for that purpose. • Any amount in the General Fund Balance in excess of the amount determined to be adequate by the formula may be used to fund the next year's budget or be transferred to another fund, such as the Capital Project Fund. Funds transferred to the Capital Projects Fund can be used for major capital outlay, including construction or acquisition of major permanent facilities having a relatively long life or to reduce the debt incurred for capital outlays. Since the adoption of the formula in 1980, the collection of both property taxes and local government aid have been pushed back even further, and nothing is received from those sources until after July 1st of each year. We have done an analysis of when actual revenues were received and actual expenditures during budget years 1988 and 1989. Both years show an accumulated cash shortage of approximately 37% prior to July 1. Because revenue collections will be delayed even further in 1990 and future years, we recommend that the formula be changed to increase the amount to be reserved for working capital from 25 % of the total General Fund current year budget to 40%. II. POLICY The Policv is the "Adequate General Fund Balance Policy Formula" attached as Exhibit I. : 2 - June S. 1992 CITY OF BROOKLYN CENTER ADEQUATE GENERAL FUND BALANCE POLICY FORlM"UTA • AS ESTABLISHED BY THE CITY COUNCIL ON DECEMBER 22, 1980 (AS SET FORTH IN M &C NO. 80 -31) (ALIENDFD F RRTJARY 26 1 9 0 AND LMAY -) 19951 1. Latest Audited Total Fund Balance At December 31 19 2 95 $�,8�4,79_ 2. Less Items Not Readily Convertible to Cash: a. Accounts Receivable 41,955 b. Advances to Other Funds 105,074 $147 3. Fund Balance Convertible to Cash 55,687,763 4. Less Amount Appropriated to the Ge neral Fund Current Year Budget: 1996 $109,750 -------- - - - - -- 5. Amount Available Before Deduction for Working Capital 55 i 6. Less Amounts to be Reserved for Working Capital: (40% of Total General Fund Current Year Budget) 40% of $11,632,894 = $4,653,158 7. Amount Available After Deduction for Working Capital 5924,855 8. Less Amounts to.be Reserved for Other Purposes: a. Reserve for Overestimation of Revenues: (5% of General Fund: Revenues in Current Year Budget) 5% of: $11,6'1'2,894.-: = 581.645 9. Amount Available per Formula for Other Use $343,21`1 ADQFDBALA BLS 1995 7/11,196 fincomtnkappolcy City Council approved by • Motion on 1 -10.94 CITY OF BROOKLYN CENTER CAPITAL IMPROVEMENTS FUND EXPENDITURE POLICY POLICY OBJECTIVE The City of Brooklyn Center makes unrestricted capital expenditures through one of two funds. Generally, small capital expenditures are funded through the general fund and planned for as part of the annual budgeted process for the general fund. Large unrestricted capital expenditures are funded through the capital improvements fund based on resolution 68 -246, which was approved in 1968. Capital expenditures are also made through other funds such as the M.S.A. construction fund, the special assessment construction fund, the water fund, the sanitary sewer fund, and the storm drainage fund. These funds each have restrictions in place to wide their expenditures. The objective of this policy is to clarify funding for all unrestricted capital expenditures by specifically defining which capital expenditures are eligible for funding through the capital improvements fund. Unrestricted capital expenditures not meeting the criteria for the capital improvements fund must be made from the general fund operating budget. Specifically excluded from this policy are capital expenditures that are to be reimbursed by insurance proceeds. These may be accounted for through the capital- improvements fund at the discretion of the Director of Finance. SOURCE OF FUND ; The sources are ad- valorem taxes, issuance of bonds, state and federal grants, transfers of unrestricted balances from other funds and investment earnings. USE OF FUNDS The following defines general expenditure criteria for the utilization of the capital improvements fund balance. A.) Major: Any capital expenditure that exceeds $25,000. Capital expenditures of less than $25,000 are to ,- be made through the general fund operating budget. B.) Permanent: Any capital expenditure that has an estimated useful life of 10 years or longer. C.) Facility: Buildings, improvements to real estate, the acquisition of land for city purposes. This definition excludes the acquisition of land for development or resale and excludes vehicles. Additionally, the capital improvements fund may be used to provide loans to other funds • maintained by the City. However, loans from the capital improvement fund may only be made to proprietary funds which have the ability to generate revenue and repay the loan within 10 years at prevailing interest rates. AUTHORITY TO PEIND Expenditures meeting the above criteria may be funded through the capital improvements fund based on the following authority limits: A.) Expenditures from $0 to $25,000: Not eligible for funding from the capital improvements fund. Funding is required through the general fund operating budget. B.) Expenditures from $25,001 to $200,000: The City Council may, through simple majority, approve these expenditures. C.) Expenditures over $200,000: Following a public hearing, City Council may, through a 4 /5th's majority, b � ty, expenditures in this category. SPENDING L /FT rNM RAY ANCE REQLiTRFMENT • The objective as described above and previously defined in Resolution 68 -246 requires the capital. improvements fund to be a permanent source of funding for e canned major P p � expenditures. As such, the following criteria is established to comply with that intent: A.) Planned Expenditures: If the proposed capital expenditure is in excess of $200,000 it must have been included in the five ear capital improvements plan for Y P P F at least two years. Additionally, the five year capital improvements plan must be approved by the City Council at a P ublic hearing on an'annual basis. B.) Fund Balance Requirements: A minimum fund balance shall be maintained with a beginning balance of $3,000,000 as of January 1, 1993 and increased by the Consumer Price Index each year thereafter. POLICY AiIN MENT Amendments to this policy require a 4 /5th's majority by City Council vote. • ROLE OF-THE FIANCE COMMISSION • If a review of an expenditure is requested b the P q y City Council from the Finance Commission, the Finance Commission will respond on the basis of the following questions: A) Does the expenditure comply with the Capital Improvements Fund Expenditure Policy? B.) Is the expenditure appropriate considering the financial condition of the City? • City Council approved by • motion on 1 -10-94 POLICY AND PROCEDURE ON MAYOR AND COUNCIL MEMBER TOTAL COMPENSATION I. NEED FOR POLICY: The community is entitled to a clearly articulated, written description of the policy and procedure for establishing the total compensation of local elected officials. II. POLICY: 1. Service on the City Council is a civic obligation and an honor. The total compensation of the Mayor and Council Members should, therefore, not encourage candidacies based on monetary rather than public service objectives. However, the compensation of Brooklyn Center elected officials shall be fair and equitable in order to attract qualified candidates for local elective office. 2. The propriety of the compensation levels of the Mayor and Council Members shall be evaluated through comparisons with compensation paid to similar officials within the seven county metropolitan area. • 3. The compensation levels of elected officials should -be regularly reviewed and >� Y adjusted to ensure compliance with the objectives of this policy and to avoid the need for drastic or sudden compensation adjustments. 4. Compgnsation set pursuant to this policy and procedure shall be deemed to be the total compensation for elected officials of the city with the exception of expense reimbursement which shall be the same as provided all other city employees. III. PROCEDURE: 1: The City Manager shall biennially conduct a survey of compensation -paid to elected officials of comparably sized municipalities with similarly sized budgets and tax bases in the seven county metropolitan area. Surveys prepared by the Association of Metropolitan Municipalities or the League of Minnesota Cities may be utilized in lieu of the City Manager's survey. 2: The City Manager shall biennially prepare a compensation report that contains an analysis of the survey information. The report shall compute the average amounts paid to Mayors and Council Members and correlate survey results to theicurrent compensation of Brooklyn Center elected City officials. • 3. The City Manager shall submit the compensation report to the City Council and the Financial Commission prior to June 1, for information pertaining to the applicable calendar year. 4. The Financial Commission shall biennially review the City Manager's compensation report and discuss possible budgetary and public perception impacts of the indicated changes. Prior to July 1, of the same year, the Commission shall recommend to the City Council that the compensation of the Mayor and Council Members either remain the same or be changed to some specific amount in the manner prescribed by law. 5. Consistent with the City Charter, Section 2.07, the Mayor and Council Members may, after conducting public hearings, set their compensation by ordinance. No change in compensation shall be in effect until January 1, following the next succeeding general election. IV. AUTHORITY: The authority for establishing compensation for the Mayor and Council Members is found in Minnesota Statutes 415.11 and the City of Brooklyn Center Charter, Section 2.07. CITY OF BROOKLYN CENTER • Policy nd y Procedure Relating To City Contractual Services For Nonprofit Organizations General The City of Brooklyn Center is aware that there are many worthwhile nonprofit organizations serving Brooklyn Center residents, and that such organizations are supported primarily through public and private funding. Contractual services between such organizations and the City of Brooklyn Center, when made, will be distributed in accordance with this policy. Purpose ✓ To develop an effective method for receiving and considering requests made to the City of Brooklyn Center from nonprofit organizations. ✓ To maximize the benefits to the citizens of Brooklyn Center from the limited resources available. ✓ To maintain objectivity and equity in granting contractual service requests. ✓ : To provide a means of monitoring and responding to community needs and interests that may change from year to year. General Policy Guidelines The Brooklyn Center City Council is responsible for determining whether financial or in -kind contractual services will be made by the City to assist nonprofit organizations. The City Council will consider the following guidelines in determining which nonprofit organization(s), if any, receive contractual services from the City. This policy should not be construed to obligate the City Council to provide financial or in -kind contractual services. I. The City Council shall offer contractual services to nonprofit organizations for one year, with the option for contractual services after review and approval by the City Council on an annual basis. All requests for contractual services must be submitted to the City by June 1 for consideration for the following fiscal year (January 1 to December 31). 2. The City Council will give high priority to contractual services to organizations which can demonstrate that the contractual services are used to provide services to Brooklyn Center residents. 3. Contractual service requests will normally be considered in relation to existing City • commitments and the target populations served. Approved by Council 3/14/94. 4. The City Council may request proposals from a variety of alternative sources. • 5. Preference will be given to organizations which: a. Have taken affirmative efforts to raise funds to support their efforts. b. Demonstrate in their budgets that there is a continuing concentration on minimization of administrative and overhead costs. C. Cannot be effectively or fully funded through other sources. d. Sponsor programs which have verifiable benefits to the community at Iarge; for example, programs that enhance the effectiveness ti eness of City programs. g e. Make effective use of volunteer skills and in -kind contributions to reduce the cost of Program/service delivery. b. Final approval of requests are subject to the City's public hearing and budget approval process. Contractual Service Request Guidelines The completion of the following procedures is the responsibility of the City Council. 1. : A letter specifying the required information for consideration for contractual services and the deadline for application will be sent to the organizations which have previously provided contractual services to the City. This information will be available to other interested P arties upon request. 2. All written requests for contractual services must be submitted prior to June 1 for consideration for th e following fiscal year (January 1 to December 31). An application for ,contractual services form must be filled out completely and submitted as part of the written request. 3. The City Council may request an oral explanation of the written request from each applicant. 4. The City Council may designate an appropriate City advisory commission to research and monitor groups requesting and/or receiving City contractual services. At the request of the City Council, the designated commission shall monitor and /or evaluate the requesting organization b methods available Y a ailable at the time of assessment. 5. City staff may make contractual service recommendations .to the City Council based upon use of the evaluation form for requests. • Approved by Council 3114/94. _ 2 _ APPLICATION FOR CONTRACTUAL SERVICES CITY OF BROOKLYN CENTER • (FOR NONPROFIT ORGANIZATION /PROGRAiVI /AGENCY) Date Submitted: (Deadline is June 1 for consideration for the following fiscal year, January 1 to December 31.) Applicant Organization /Program /Agency Name: Address- City, State, Zip- Phone Number- Contact Person: PROGRAM OVERVIEW 1. Generally describe the organization, including its mission, date established, services, and goals. 2. Explain the areas of expertise of the' organization including ' a description of capability. P the range of staff ca p ty. 3. Describe the target group for services of the organization. -1- 4. Describe how the organization is marketed, and to what geographical and demographical areas. • 5. Discuss the methodology in measuring the effectiveness g Y o eness of the or BUDGET Current Budget Yr. Requested Year — Actual Budget Year DOLLAR AMOUNT REQUESTED FRONT CITY $ $ TOTAL ORGANIZATION BUDGET S S CITY AMOUNT AS % OF TOTAL BUDGET % % • % OF TOTAL BUDGET FOR OVERHEAD AND ADMINISTRATION COSTS. % % 6. List specific secured and anticipated sources of contributions available to the applicant. SECURED (S) OR SOURCE AMOUNT ANTICIPATED A 7. List all other funding organizations explored and the outcome. • 8. List in -kind items requested from the City. 9. Describe use of all in -kind contributions, and include estimated value of each in -kind contribution. 10. a. Describe use of volunteers. b. Describe how the use of volunteers affects or reduces your budget. COAL IUNTTY (NEED r 11. Explain the community need for the proposed service. 12. Explain the community benefits including what you do for groups with special needs in the proposed service (if applicable). • -3- 13. Describe how Brooklyn Center benefits from the services provided. • 14. a. Discuss possible alternative sources for those services available within the community. b. Describe why those alternative services are not fulfilling the current needs. 15. State the total numbers of people from all communities who participate or receive direct benefits and describe how 0 th ese num ber i sw were determined. PROJECTED TOTAL TOTAL SERVED TO BE SERVED LAST YEAR • NEXT YEAR 16. a. State the numbers of residents from Brooklyn Center only who are served, and describe how these numbers were determined. PROJECTED TOTAL TOTAL SERVED TO BE SERVED LAST YEAR NEXT YEAR b. What percent of the total residents served are from Brooklyn Center? • -4- ORG AMZATION NEED 17. What would be the consequences to your organization of not receiving the amount requested? The following supporting documentation must accompany this .application. If any item is not enclosed, please explain why not. 1. Financial statement for the preceding fiscal year. 2. Proposed budget for the upcoming fiscal year. 3. Data (backup documentation) substantiating the need for this service in Brooklyn Center. 4. Proof of nonprofit status. 5. List of current Board of Directors. • 6. Job descriptions and resumes of key personnel. 7. Statistical or other data measuring effectiveness of the organization. Sianature Date Title • -5- EVALUATION FORM FOR CONTRACTUAL SERVICES CITY OF BROOKLYN CENTER • City Commission Conducting Evaluation: Date of Evaluation: Applicant Organization /Program /Agency Name: Address* City, State, Zip- Contact Person: Phone Number- Date Application Submitted: Budget Year Requested- Score each statement based on the maximum points listed in parentheses next to each item. The higher the score, the more the actual request is equated to the statement. A total of 100 points is possible. For Y/N responses, select Y for yes or N for no. • A. PROG I 2 RAi I OVERVIEW (_0) . (Y /N) 1. The application and supporting documents were submitted in a timely fashion for inclusion in the annual budget. (5); 2. The applicant has a realistic view of its resources and the organization. is limited to its level of competence. The applicant indicates the availability of an effective staff, if applicable. (5) 3. The applicant has demonstrated the ability effectively to reach its target/demographical and geographical areas. (5) 4. The methodology employed to measure the organization's effectiveness is effective, clear, and concise. y B. BUDGET (30) (10) 1. The total amount requested from the City of Brooklyn Center is reasonable given the overall organization's budget. • (10) 2. The budget request is reasonable 'given the objectives of the proposal for the contractual services. (10) 3. The administrative and program service costs are in reasonable balance. (Y /N) 4. The use of volunteers is reasonable and cost effective. (Y /N) 5. Other funding sources have been explored. • C. C OIVivi TUNITY NEED (3 5) (10) 1. The applicant is meeting an important community need. (10) 2. The extent of this service does not overlap with services provided elsewhere in the community. (15) 3. The number of Brooklyn Center residents served is high in relation to the amount requested. D. ORGANIZATION NEED (20) (10) 1. The program is not viable without local government support. (5) 2. There are few, if any, alternate sources of funding available to the applicant. (5) 3. The organization's request does not create an ongoing demand for funding in future budgets. TOTAL SCORE { 3 City of Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Carmody, Hilstrom, Mann, and Nichols From: Michael J. McCauley yGi City Manager Date: July 11, 1996 Re: Work Session and Budget Dates Meetings scheduled for July: Mondays: July 1 st Work Session July 8th Regular Meeting July 15th Work Session July 22nd Regular Meeting July 29th Open (probably need to keep open) • Meetings scheduled for August: Mondays: August 5th Open August 12th Regular Meeting August 19th Open August 26th Regular Meeting Meetings scheduled for September: Mondays: September 2nd Labor Day September 9th Regular Meeting Need to adopt preliminary levy and budget September 16th Joint meeting with Brooklyn Park (tentative) September 23rd Regular Meeting September 30th Joint Meeting with Charter Commission NOTE: Primary election on September 10th Meetings scheduled for October: • Mondays: 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 • October 7th Open (possible seminar) October 14th Holiday October 15th Regular Meeting (TUESDAY) October 21 st Open October 28th Regular Meeting NOTE: General Election is on November 5th The preliminary levy adopted in September sets the cap for the final levy adopted in December. The budget adopted in September may be raised or lowered. A bond referendum levy that passes allows for a levy in excess of the preliminary levy. The Truth in Taxation hearing will be held at the end of November or the beginning of December. That hearing date will be established at the first meeting in September based on the available dates. I would propose that the General Fund and the Capital Projects be the focus of August work sessions and that the Enterprise funds be reviewed in detail in October. This will allow for a more detailed review by the Council of the General fund and will allow staff to proceed in a more orderly fashion by spreading out the budget development over funds. • Phil Carruthers Minnesota State Representative •District 476 - House of Brooklyn Center, Brooklyn Park Representatives MAJORITY LEADER Iry Anderson, Speaker CHAIR, RULES AND LEGISLATIVE ADMINISTRATION COMMITTEES: TAXES; WAYS AND MEANS; LEGISLATIVE AUDIT COMMISSION LEGISLATIVE COMMISSION ON PLANNING AND FISCAL POLICY; LEGISLATIVE COORDINATING COMMISSION February 16 , 1996 Mike McCully, City Manager City of Brooklyn Center 6301 Shingle Creek Pkwy Brooklyn Center, MN 55430 Dear Mike: I wanted to pass along to you a suggestion I received from a constituent of mine, Mr. James Lano of 6813 Abbott Ave N, Brooklyn Center, MN 55430, who lives by 69th Ave. He feel that given the fact that the road is a four lane road, the speed limit should be increased from 30 mph to 40 mph. I would appreciate it if the city would look into his suggestion. Thank you very much for your assistance. nEe - ly, Phil Carruthers State Representative, District 47B House Majority Leader cc: James Lano • 7109 Unity Avenue North Brooklyn Center Minnesota 55429 (612) 560-5515 State Office Building, 100 Constitution Ave., St. Paul, Minnesota 55155 -1298 (612) 296 -3709 Fax (612) 296 -2553 TDD (612) 296 -9896 20 5 CITY OF BROOKLYN CENTER June 21, 1996 69th Avenue Speed Limit Survey A resident has requested the city to consider raising the speed limit on 69th Avenue from Shingle Creek Parkway to Brooklyn Boulevard from 30 mph to 35 mph. We would appreciate your comments regarding this request. ` 1. Does your driveway enter /exit onto 69th Avenue? YES NO If so, do you ever have any problems getting into or out of your driveway? Is the speed of traffic a factor? 2. What is your opinion regarding raising the speed limit from 30 mph to 35 mph? IN FAVOR OPPOSED NEUTRAL NO OPINION Comments: Gt�ie_ ell 3. My address Please return this form by FRIDAY, JULY 5, 1996 to: Engineering Division Or call 569 -3340 City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 CITY OF BROOKLYN CENTER June 21, 1996 69th Avenue Speed Limit Survey A resident has requested the city to consider raising the speed limit on 69th Avenue from Shingle Creek Parkway to Brooklyn Boulevard from 30 mph to 35 mph. We would appreciate your comments regarding this request. 1. Does your driveway enter /exit onto 69th Avenue? YES 00 If so, do you ever have any problems getting into or out of your driveway? Is the speed of traffic a factor? 2. What is your opinion regarding raisin the speed limit from 30 mph to 35 mph? IN FAVOR OPPOSED NEUTRAL NO OPINION Comments: ' 3. My address is: Please return this form by FRIDAY, JULY 5, 1996 to: Engineering Division Or call 569 -3340 City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -0 ,"y �`�} CITY OF BROOKLYN CENTER June 21 1996 69th Avenue Speed Limit Survey V A resident has requested the city to consider raising the speed limit on 69th Avenue from Shingle Creek Parkway to Brooklyn Boulevard from 30 mph to 35 mph. We would appreciate your comments regarding this request. ; 1. Does your driveway enter /exit onto 69th Avenue? YES NO If so, do you ever have any problems getting into or out of your driveway? Is the speed of traffic a factor? 2. What is your opinion regarding raising the speed limit from 30 mph to 35 mph? IN FAVOR zim NE i RAL NO OPINION J � f Comments: ,5u U �l U5 l l VJ a l Wov� re OC (bv� Da�Sfk 3. My address is: S r Please return this form by FRIDAY, JULY 5, 1996 to: Engineering Division Or call 569 -3340 City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 CITY OF BROOKLYN CENTER June 21, 1996 69th Avenue Speed Limit Survey A resident has requested the city to consider raising the speed limit on 69th Avenue from Shingle Creek Parkway to Brooklyn Boulevard from 30 mph to 35 mph. We would appreciate your comments regarding this request. $ 1. Does your driveway enter /exit onto 69th Avenue? OE NO If so, do you ever have any problems getting into or out of your driveway? Is the speed of traffic a factor? 7 4 0 - tUYn lh 2. What is your opinion regarding ra s a speed limit from 30 mph to 35 mph? IN FAVOR OPPOSE NEUTRAL NO OPINION Comments: at-e r 3. My address is: d / IV Please return this form by FRIDAY, JULY 5, 1996 to: Engineering Division Or call 569 -.3340 City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 CITY OF BROOKLYN CENTER June 21, 1996 69th Avenue Speed Limit Survey A resident has requested the city to consider raising the speed limit on 69th Avenue from Shingle Creek Parkway to Brooklyn Boulevard from 39 mph to 35 mph. We would appreciate your comments regarding this request. 1. Does your driveway enter /exit onto 69th Avenue? OYES NO If so, do you ever have any problems getting into or out of your driveway? Is the speed of traffic a factor? 2. What is your opinion regarding raising the speed limit from 30 mph to 35 mph? I OPPOSED NEUTRAL NO OPINION Comments: 3. 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Z, ._ ^. .__ .._ •i..+ 1 - 1 Y C,• !'1 '4`• Ci X1:1 G G G G ._ C• , * TRAFFIC SUMMARY Pg 3 ** STAF,T :,mCN !}5/1./96 07:z END:MON 0-5/1-3/96 14:26 "" 1711 67 68 69 70 71 72 A 74 75 16 77 0 79 80 y 0 0 0 0 Ij it 0 0 0 0 0 0 0 0 f j 4 0 0 0 '+ 0 0 , 1 l 0 0 is 0 0 0 0 0 0 0 O t_) 0 l 14 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 a 17 0 0 0 0 0 0 0 0 0 0 0 0 0 t 0 0 4 0 0 0 0 0 0 0 } 0 0 0 19 0 0 ii 0 tj 0 0 0 0 0 0 0 0 0 0 ) 0 0 1) 0 0 0 0 0 0 0 0 1) 0 1) 0 t} 0 ;} 0 0 0 ,.1 ) 1) 4: ;j 0 1 f) !} f) 0 'i tj it !} r) ij Car, 0 ti ;} 0 !: 0 0 O 0 � t} �0 0 100 100 100 IN IN IN IN 1(a} lih% lt!) 1()t) lilt: jilt) 100 10) HR 81 82 33 84 85 86 87 88 89 90 91 12 93 94 g5 0 0 0 0 0 1} 0 1) ;) l} 0 0 i) ti 0 3 0 0 0 0 0 t ti ') J ti 0 0 t) f 4 0 0 U 1) 0 0 1) 0 0 0 0 Ij 8 00 0 0 0 0 0 0 1) 0 1 ) 0 0 0 0 0 1 l) It :f 0 v !) !) 0 I) (l fi Q h {j 1) H 1 11 f) t) {} jt 0 t: 11 ,;) ;) y :) tJ 0 {:) 1 0 0 0 0 1• 0 0 0 0 0 is 0 0 :i `5 IG 0 0 : 0 it 0 _ 0 ) 0 0 0 19 0 0 0 0 0 - ail 0 0 & 0 0 0 `! 0 a 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 -j 0 0 0 0 j1 Lice 100 ) too 1 `_ !^1` 1!. (1 ki 100 0 i. i6�_ {) ,tl i,) t oo il; l �. !i:' iii•: „il! TRAFFIC SUMMARY SThRt:.,%N 0,i1/96 7;:.�� END: w4V TG tai car-. i tf 47 J 0 5 0 a :,44 "r 25; 10 24 1 2 1 1 1; 274 14 1 15 0 i C �1 13 t) 19 ;, i ` ( 7 0 Total tar-.= 1y�9 "tin -.peep 14 IMPH .; llax 50 eed= 52Z MPH Avo speed= 318 I FH 50th Percentile= 32 NP ?;th Percentile= ;r 9E Ten file Pace= Lei to ?S 11N E10 Of RPIRT y RADAR SURVEYS 69TH AVENUE (SHINGLE CREEK PKWY TO BROOKLYN BLVD :::> #QF �a vFR,�GF ILIED/A/V 85THPEELt E?a TE ; TX1i?E ' _ VEH1 �LE� SPEED SPEED SPEED LlMlT 171REGTIQN 06/26/85 W 1634 -1800 966 32.8 32.6 36.9 30 07/08/85 M 1635 -1800 867 35.3 35.0 39.0 30 09/17/85 TU 0732 -0832 770 34.1 34.1 38.5 30 12/06/85 F 0905 -1005 373 33.8 33.9 37.5 30 12/09/85 M 1100 -1200 566 34.8 34.7 38.6 30 12/30/85 M 1300 -1400 636 34.3 34.2 37.8 30 01/08/86 W 1030 -1130 417 34.3 34.3 38.5 30 01/15186 W 1110 -1210 519 34.5 34.6 38.1 30 01/23/86 TH 0940 -1040 352 34.2 34.2 38.2 30 02/14/86 F 1120 -1220 670 32.4 32.6 36.1 30 02/24/86 M 0930 -1030 370 34.8 34.8 39.0 30 04/13/89 TH 1425 -1525 672 35.1 34.9 39.4 30 02/12/90 M 0615 -0930 1,679 34.8 35.2 39.2 30 EJW 02113/90 TU 0600- 0930 .1,795 34.7 35.3 39.1 30 E/W 02/14/90 W 0600 -0930 1,957 32.2 32.8 37.5 30 E/W 02/15/90 TH 0600 -0930 2,290 32.3 32.6 37.6 30 E/W 02/28/90 W 0600 -0630 2,124 34.1 34.4 38.5 30 E/W 03/01/90 TH 0600 -0930 2,081 34.0 34.0 38.3 30 E/W 03/02/90 F 0600 -0930 2,370 32.6 32.8 37.3 30 E/W 03/05/90 M 1515 -1845 3,862 35.1 35.3 38.8 30 E/W 03/06/90 TU 1515 -1845 3,477 34.9 35.2 38.5 30 E/W 03/07/90 W 1545 -1845 3,216 32.7 32.9 37.3 30 E/W 03/08/90 TH 1530 -1845 3,191 30.1 30.2 33.9 30 E/W 06/10/91 M 1045 -1145 386 35.6 35.5 39.2 30 E/W 1990. The motion passed unanimously. DISCUSSION ITEM VOLUNTEER RECOGNITION EVENT The City Manager noted a Volunteer Recognition Event is being planned for Thursday, April 26, 1990, at Constitution Hall. Councilmember Paulson inquired if there are any volunteers related with the Explorer Post.. The City Manager noted there are volunteers that participate with the Explorer Post. Councilmember Pedlar stated he believes it is great the City recognizes volunteers but added he feels the City misses a number of them. He noted he has been asked by many organizations, including the Fire Department, how they get invited to a Volunteer Recognition Event. He inquired if the City ad an idea o how Y f ow man other organizations y were being missed. The City Manager stated he is not sure it is ossib e 1 to reach h all volunteers. He noted staff will get information to the Council on all organizations which are on the staff's list. Councilmember Pedlar stated he believes if they cannot all be recognized, then it should not be done at all. Councilmember Cohen requested the City Manager to review this issue and see if there is someway of recognizing all volunteers. The City Manager stated he would review this issue but noted the City would always run the risk of missing someone. RECESS The Brooklyn Center City Council recessed at 7:22 p.m. and reconvened at 8 p.m. PUBLIC HEARING REGARDING PROPOSED IMPROVEMENTS TO 69TH AVENUE NORTH FROM WEST CITY LIMITS TO DUPONT AVENUE The City Manager noted this is a formal public hearing on the proposed improvements ments to 69th P Avenue North from the west city limits to Dupont Avenue Du Y p He noted notices of this hearing have been published in the City's official newspaper and individual notices have been sent to the owners of all properties within one block of 69th Avenue North. He noted in addition, three public informational meetings were conducted on February 28, March 1, and March 5, 1990, after mailed notices of these meetings were sent to all property owners within one block of 69th Avenue North. He stated approximately 250 persons attended these informational meetings. He noted it is recommended the public hearing his evening be g g conducted in seven parts. He then proceeded to review the format for this evening's meeting. The Director of Public Works proceeded to review the project noting for the Mayor and City Council and those present in the audience the different types of roadways located within Brooklyn Center. He then went on to note the general problems along the entire corridor of 69th Avenue North. Those being roadway deficiencies, inadequate pedestrian/bikeway facilities, inadequate setbacks, little opportunity for landscape, and overhead utility lines. He then proceeded to review the grading and drainage problems along the proposed improvement area. The Director of Public Works indicated the traffic problem areas and pointed out the average daily traffic volumes for the three segments of the improvement area. He noted the average daily traffic volumes are from 1987 and a projection has been made for the year 2007. He explained many reports and studies have been completed regarding this proposed improvement area noting copies of all reports are available for the public at City Hall. He then went on to review 3/26/90 -6- the cost estimates for the three alternates, noting these figures represent 1990 construction dollar amounts. He stated it is proposed the improvement would be S done in three segments, those being Noble Avenue to Shingle Creek Parkway, 1990 through 1992; west of Noble Avenue, after 1992; and east of Shingle Creek Parkway, after 1992. The Director of Public Works then introduced Glen Van Wormer of Short - Elliott- Hendrickson, the consultant on this project. Mr. Van Wormer reviewed the project area noting the problem areas of the many curves and bridge along the area. He noted the question this evening is not a matter of whether something will be done but when it will be done. Mr. Van Wormer stated several alternatives have been reviewed for this project. He stated for the segment between Zane Avenue and Noble Avenue, it is proposed a two -way left turn lane be installed with a through lane in each direction. He noted there are some drawbacks to this proposal, but overall, it is very workable. Mr. Van Wormer stated in the segment from Shingle Creek Parkway east to Dupont Avenue North, a single lane is proposed in each direction with a possible second lane near Humboldt Avenue Mr. Van Wormer stated in the section between Noble Avenue and Shingle Creek Parkway, many different plans were looked at for the intersection of 69th Avenue North and Shingle Creek Parkway. He noted the final plan would cut into the park but not a significant impact. He noted there is a need for extra lanes between Shingle Creek Parkway and Brooklyn Boulevard. He explained the need for additional lanes would mean a need for 100 feet of roadway but noted there is only 66 feet of right -of -way. He noted this issue brought forth many alternatives. He explained one alternative would be to take the north side of the cemetery and continue along the south side of 69th Avenue North past Brooklyn Boulevard. He noted another alternative would be to take the north side of 69th Avenue North to Brooklyn Boulevard or take part of the north and part of the south side or squeeze whatever is possible into the existing right- of -way. He then went on to review the three alternates. Mr. Van Wormer stated he would not expect any changes in the speed limit along this corridor. He noted currently the Brooklyn Center Police Department has been doing radar checks in the area and have noted there is not a significant amount of speed differential between Humboldt Avenue and Brooklyn Boulevard. He noted also the stop signs 0 n France e Avenue have not. appeared are to reduce the speeds in the area. g d PP The Director of Public Works noted in the segment between Noble Avenue and Shingle Creek Parkway, the issues which must be addressed based on Alternates A, B, or C are: property acquisition; drainage improvements; complete regrading; curb, gutter, and bituminous surfacing; sidewalks and trails; provisions for improved vehicular access and pedestrian crossing safety; landscaping; possible . removal of overhead wires; and possible street lighting improvement. He noted the estimated ro'ect costs P J based on 1992 construction figures would be $5,574,000 for Alternates A or B, or $3,759,000 for Alternate C. He then went on to review the assessment policy for this area. He noted the special assessments would not be levied until the project is complete. 3/26/90 -7- The Director of Public Works then reviewed the revenue summary, noting the City would expect to obtain funding from the municipal State aid street fund, the County State aid highway funds, and the Brooklyn Center public utility fund. He noted along with the notice of the meeting, a questionnaire was sent to all property owners between Brooklyn Boulevard and Shingle Creek Parkway along 69th Avenue North. He went on to review the questionnaire and the responses received from those residents. The Director of Public Works went on to review the impacts of the "no build" alternate. He noted among these impacts there would be the continuation of existing conditions, traffic volumes, congestion which would not decrease but could possibly increase, safety hazards to pedestrian and bicyclists, and no change in air or noise pollution. He continued by outlining the impacts of Alternates .A, B, and C. He noted in Alternate A, it would be necessary to acquire 22 homes, two complete commercial properties, and two partial commercial properties. He stated in Alternate B, it would be necessary to acquire 22 homes, and two complete commercial properties. He noted in Alternate C, it would be necessary to acquire 13 homes and two complete commercial properties. He noted by using Alternate C the new sidewalks and trails would be closer to the homes. Mayor Nyquist inquired if the traffic projections were based on the existence of the 610 cross -town. Mr. Van Wormer stated the 610 cross -town is far enough away to not impact this project. Councilmember Pedlar inquired if there were not any traffic volume increases, would it still be necessary to improve the roadway. Mr. Van Wormer stated there would still be problems in the area, such as the curves, bridge, and also the congestion at 69th Avenue North and Brooklyn Boulevard. Councilmember Paulson noted for the audience this is the third time the City Council has reviewed the project and noted most of its questions have already been answered. He stated the Council is interested in hearing the audience input this evening. RECESS The Brooklyn Center City Council recessed at 9:22 p.m. and reconvened at 9:36 p.m. Mayor Nyquist opened the meeting for the purpose of a public hearing on the first phase improvements from Noble Avenue North to Shingle Creek Parkway. He recognized Phil Wilson, 3706 69th Avenue North. Mr. Wilson stated the residents along 69th Avenue North between Brooklyn Boulevard and Shingle Creek Parkway held a meeting on Sunday evening, March 25, 1990, and elected a spokesperson to speak for the group. He then introduced Stanley Hahn, 4014 69th Avenue North. Mr. Hahn stated he owns the second oldest home in Brooklyn Center, and it dates back to 1880. He noted he is representing 24 residents who live along the north side of 69th Avenue North. He stated, basically, the group feels the Council is dealing with two issues this evening. First, should anything be done, and second, if it is to be done, what are the options. Mr. Hahn stated, as a group, the residents along the north side of 69th Avenue North support Alternate B. He noted each resident has a unique situation with his home, and it is a very emotional issue but one that must be dealt. He stated he and the residents along the north side of 69th Avenue North urge the City Council to accept Alternate B for the proposed redevelopment of 69th Avenue North. Mr. Wilson 3/26/90 -8- then presented a letter to the City Council which was signed by each of the residents along the north side of 69th Avenue North. The Director of Publi Works then presented infox-rnation on the acquisition process for the homes. He noted the acquisition process results in an equitable financial settlement for the residents. Mayor Nyquist recognized Bonnie Engler, representing Pilgrim Cleaners at 6850 Brooklyn Boulevard. She noted this business has been located on this site for 30 years. She noted Pilgrim Cleaners strongly opposes the closing of the driveway off of 69th Avenue North. She noted she feels this will cause a - loss of business because of the difficult access. She requested a median be installed on 69th Avenue North which would allow for an entrance into the business or the possibility of an entrance and service road along Brookdale Pontiac property be explored. She requested the access on 69th Avenue North be kept open during construction. The City Manager stated he has spoken with representatives of Pilgrim Cleaners and will investigate both solutions presented this evening. Mayor Nyquist recognizea'Arnold Land, 6845 York Place. Mr. Land asked when an accurate reflection of—the special assessments for the townhomes would be possible. The City Manager stated they would hope to have answers by the end of the year. He noted he would have staff contact Mr. Land. Mayor Nyquist recognized Randy Rowe, 6840 Brooklyn Boulevard, owner of Brooklyn Center Mobil. Mr. Rowe stated he has the same problem as Pilgrim Cleaners and would like a curb cut in the median on 69th Avenue North. The City Manager stated staff will be working with these property owners but noted • ki P P y there are not as many alternatives on the west side of Brooklyn Boulevard as on the east side. Mayor Nyquist recognized Ernie Erickson, 6800 Drew Avenue North. Mr. Erickson stated he has a number of safety concerns between Grimes and Drew Avenues on the south side of 69th Avenue North. He noted there -are many children in the neighborhoods which crossp 69th Avenue North to get to Palmer Lake Park. He stated he would urge the Council to accept either Alternate A or B and reject Alternate C. He noted however, he did have some concerns with the demolition of an historic site. Mayor Nyquist inquired if there was anyone present who wished to address the Council regarding the overall corridor improvement. He recognized Rich Hall, 2208 69th Avenue North. Mr. Hall inquired if the bridge over Shingle Creek would be rebuilt. The City Manager stated this bridge may be built before the rest of that segment of the project is completed. He noted the Park and Recreation Commission has indicated this area is the most difficult safety area for the trailway system. Mayor Nyquist recognized Mary Heitzig, 3618 69th Avenue North. Ms. Heitzig stated she would request a quick decision by the City Council this evening as this is a very emotional issue. She noted prolonging the issue only adds to the anxiety. Mayor Nyquist recognized Ron Nelson, 6925 France Avenue North. Mr. Nelson 3/26/90 -9 stated he sympathizes with the residents along both the north and south sides of 69th Avenue North. He inquired what type of rerouting would be done during construction. The Director of Public Works stated it is anticipated the traffic would be able to continue along 69th Avenue North during the entire project. He noted, however, there may be some people who choose to go a different route. Mayor Nyquist inquired if there was anyone else present who wished to address the Council. There being none, he entertained a motion to close the public hearing. There was a motion by Councilmember Cohen and seconded by Councilmember Scott to close the public hearing on proposed improvements to 69th Avenue North from west City limits to Dupont Avenue. The motion passed unanimously. Councilmember Cohen stated it appears it is the desire of the residents that a decision be made this evening. He stated he feels there has been enough information presented to be able to make that decision. He noted he does not believe the "no build" alternative is a solution. He added he would like to commend the residents on the north side for their actions this evening. He noted, however, he is concerned with the residents on the south side of 69th Avenue North. He noted no one appeared to speak this evening and inquired if it might be possible to take the homes along the south side and create a parkway through the entire area. Councilmember Scott noted a project of this type has been put off for many years, partially due to the fact Brooklyn Center did not have control of this roadway in the past. She noted she does not believe Alternate C to be a viable alternate and stated she feels Alternate B is the best solution. Councilmember Paulson stated he has had an opportunity to talk with many of the residents in this area, and he is impressed with the fact they do not think only of their benefit but also that of the City. He noted it is a difficult decision to take homes, and it is also difficult to lose residents. There was a motion by Councilmember Paulson and seconded by Councilmember Scott to approve the Resolution Ordering Improvement with Alternate B. Councilmember Cohen stated he would like to amend the resolution and ask the EDA to explore the possibility of additional redevelopment of the south side of 69th Avenue North. Councilmembers Paulson and Scott accepted Councilmember Cohen's amendment. Councilmember Pedlar stated he is concerned by the lack of discussion and input from the south side residents. He added he likes the parkway concept presented by Councilmember Cohen. He stated he would like to propose an Alternate D which would be the taking of all homes on the north and south sides of 69th Avenue North for a parkway. He noted he does not support Alternate B because it leaves the residents on the south side of 69th Avenue North without many benefits. RESOLUTION N0. 90 -66 Member Todd Paulson introduced the following resolution and moved its adoption: RESOLUTION ORDERING IMPROVEMENT AND PREPARATION OF PLANS AND SPECIFICATIONS FOR IMPROVEMENT PROJECT 1990 -10, RECONSTRUCTION OF 69TH AVENUE NORTH FROM NOBLE 3/26/90 -10- ,J • 4 Q: If the median is smaller, then the road would be farther away from houses? GVW: The small median wouldn't make a noticeable difference on the south %) side, because alignment constraints don't give us much leeway there. vA N�iG(z�u With small medians, people drive faster. We don't know why, but with larger medians people don't drive as "hard. It won't reduce the speed from 35 to 22, but it will have some impact. Q: Has the speed limit been established? GGS; Speed limit will be 30 mph. Q: (Ernie Erickson) Concerned about vehicle test driving south of 69th on Drew, Ewing, France. I've called dealerships, but nothing happens. Could you review what is involved in creating a cul -de -sac. GGS: I'll give you an example. There are two different types. South of the high school some streets are up against the freeway, and they end in a "hammerhead." These are tougher to plow, and to have emergency access. We like to avoid creating dead ends. A cul -de -sac would require additional right of way, we would have to take one or two additional houses. Q: (Dave Lindgren) I'm on Urban Avenue. Concerned about visual and sound pollution. A: The second part of this meeting will deal more with these items. Q: (Chris Carlson) (Halifax) I'm concerned with traffic on Halifax and 70th. You're numbers appear to be one car per minute. Any future plans to control 69th, 70th & Halifax? GVW: Any control would be at France. 1000 cars is the most you want on a residential street. But, we look for any new problems caused on other streets if the medians are closed. Q: (Halifax) I have to deal with Sunday traffic as well. Look into a stop at 70th? GVW: Would have to review 70th for any changes GGS: We haven't done a lot of work on that - we will look into it. Q: (Dave Grass) (Halifax) Request that as many medians as possible stay open, especially for St. Al's traffic - keep Indiana open. GGS Glen, take a good look at this. Q: (Jeff Paltch ?) Traffic on Halifax is definitely picking up. GVW: Problem is that 70th doesn't go through. Q: I see that the plan will have the road right up close to the businesses • at Brooklyn Boulevard. A: Yes, we will be taking some right of way, at Tires Plus, Saba Flowers and Orbit T.V. We will be adding a right turn lane there. Q: How will we get onto 69th from France? A: It could either remain a 4 -way Stop or we could look at a traffic signal, depending upon traffic conditions after the construction. Q: Did you say earlier that you would widen France? A: No, I was referring to the widening effect of having paved shoulders on 69th at France. People tend to use those as turning lanes, in effect widening the road. Q: Concerning property values, at a hearing earlier, when the car dealership was establishing a parking lot, it was noted that the intersection was the 2nd most polluted in the Metro area. Especially with added traffic, how will this affect our value? A: (GGS) After that hearing no one was able to document that this was indeed the 2nd most polluted - Q: I called the state to get the technical information. A: Well, by moving the traffic through more quickly, the idling time will be reduced, reducing the pollution. Also, landscaping will help. Q: What will the speed limit be? I urge you to -keep it as low as possible. A: Now it is 30 -35 mph, depending on where you are. We've checked with the Police Department; some people are now going 45 mph. Q: How will pedestrians get from the south side to the north side of 69th? A: We will have painted crosswalks, and sidewalks on both sides, with at least one side wider for bikes. Q: What happens to the existing 69th by the cemetery? A: [Showed overhead and explained proposal] Q: Will the road be widened in Segment 1, and what happens when the road gets to Brooklyn Park? ' A: The existing roadway is about 36'; new will be 40 -42'. It will be tapered to meet the existing roadway in Brooklyn Parka Q: Why did you choose the north side of 69th? • 4 A: [Reviewed again the 3 alternatives] • Q: If houses are taken, how are the payments figured? A: (GGS) There is a detailed set of procedures which will ensure fairness to the property owners. (SK) The first step is negotiation with the property owner; the City is required to pay up to $500 if the owner wants to hire his own appraiser. [Explains process] Q: Would you have any signals at Shingle Creek Parkway and 69th? A: We don't think so now. Should the traffic start building up we would look at it. Q: Would you have just crosswalks? A: Yes, painted, plus signs. Q: Why are you eliminating one of the ways out of our neighborhood? It is hard enough to get out now. Getting out on 69th from Beard is a problem. A: The design we're considering would flatten out the curve, and increase the sight distance making it less hazardous. Two entrance /exits are more than adequate. Q: Please work to keep the speed limit as slow as possible. Q: Why do we have to wait so long for improvements to Brooklyn Boulevard? I'_ve _lived on 69th.Avenue for 22 years. A: Brooklyn Boulevard is a County highway. We are working together with the County on this. We are also encouraging an interchange on 694 at Zane in Brooklyn Park. Q: Have you looked into Stop signs at 69th and Beard? It is the speed and amount of traffic which makes this hazardous, rather than curves. A: Stop signs and signals don't work very well at controlling the speed of the traffic. If anything, people speed up as they speed away from the Stop sign or signal. Improving sight distances will help. Q: Would you confirm that the properties that would have to be taken under the 3 lane alternative would be by the cemetery and at Brooklyn Boulevard? A: Yes, that's correct. The maps on the wall show the details. 5 BREAK. RESIDENTS WERE ABLE TO ASK INDIVIDUAL QUESTIONS OF SPLINTER, KNAPP, AND VAN WORMER. LaVon Regen, 6842 Scott, asked during this time that her concern be recorded in the meeting notes: She stated that she is concerned that this proposed reconstruction may reduce the value of her home by bringing the roadway closer to her house, that her property taxes would remain the same, that she would receive no compensation for this lost value, and that she would have to pay a special assessment for roadway and curb and gutter improvements. PUBLIC MEETING RECONVENED. Q: If the City has to get a variance for Alterative C, and couldn't get it, what would the dollar impact be? A: It's all or none. The chances are 50/50 we could get a variance. (SK) [Explained process] You can never be sure about the variance process. It's very difficult to predict. Q: I'm part of the cut - through traffic. You may be underestimating this. On Fridays at rush hour, when 694 begins to back up, you can see people begin to peel off and exit on Shingle Creek Parkway. A: Our traffic counts tried to factor this out. We've assumed that other improvements will be done to reduce this. We are expecting a third lane to be added to 694 in '94. I'd like to note that City Council member Todd Paulson is present and Representative Carruthers was here earlier in the meeting. Q: A few years ago we had a speed study done - it showed speeds averaging � more than five mph above the speed limit. A: People do drive above the speed limit, knowing that some leeway is given by the courts. The state will not allow us to post a speed limit less than 30 mph. Q: Can we have 30 mph all the way through? A: We don't know if we can on all parts, but we'll look into it. Q: If you are widening the roadway, getting the power lines underground would help., A: We do analyze this when we are designing a project. We are doing this on the West River Road project. It depends on a lot of things, but we will be working together with NSP to look into it. Cost is a factor. • 6 Au Q U_e_ G 4- uc� A: (GVW) A four lane road tends to "platoon" traffic, creating more gaps in traffic. You have a better opportunity to get on. If after improvement you are having trouble, then chances are everyone else is also having problems. Then we would consider a signal somewhere to meter the traffic. Q: Would you increase the speed limit? A: (GGS) Cities are limited in what we can do with speed limits. (SK) There is one person in the state which sets speed limits - the Commissioner of Transportation. MNDOT does speed surveys, accident surveys, etc., and from that information, state law says the Commissioner shall decide what is a safe speed for that road. The City Council can either go ahead with what the Commissioner says, or choose to set the limit at 30 mph. The options here realistically are 30 or 35 mph. On City streets the City Council does have the authority to drop a speed it doesn't agree with to 30 mph. BREAK FOR INDIVIDUAL QUESTIONS. Q: How wide is the proposed landscape area, and who would maintain it? A: (GGS) The City would maintain it if not a part of a front yard. (SK) (Showed cross-section] The current right of way is 66 Most houses have about a 25' setback, meaning most houses are about 60-75 from the road's centerline. If we bought a house, no matter which side of the street, we would add another 130' of right of way. We could then look at distributing some of that right of way on both sides. With the proper landscaping, we think this could look-more like St. Anthony Parkway than Shingle Creek Parkway. We can also provide plantings in the median, do things there. (GGS) We can do things like putting in small bends in the road, such as we're doing on West River Road, so people can't see a straight shot down the road. That may slow people down. Q: It appears that the only access to the cemetery will be from eastbound, and exiting will also only be eastbound. A: (GGS) It appears so. We really haven't planned this much. (GVW) This will be a tough problem to solve. The cemetery road might have to be moved - we can't do that, but they could. (SK) Such as at City Hall, we could think about a drive-over median for use by funeral procession only. There is now a sign at the cemetery which says Right Turn Only. This is because of the sight distance problem. [Members of the audience noted that that sign is no longer up.] 14 "Short of a toll charge, everybody should pay for this. You have not shown • why the so called benefitted properties should be assessed, only. (Support if B) „ "If fair value is not offered for property taken, counsel will be retained. i (Support if B)" "Concerned about the corner northeast of the cemetery. This is a dangerous corner. (Support if B)" "Preserve old farm house on north side of road by Halifax Ave. By using Plan A curves should keep traffic speed lower for safety. (Support if A)" "Some type of crossover walk from Elsen's City View to north side of 69th for safety of pedestrians and bicyclists, or an underpass of some type. Special consideration must be taken for safe exits out of neighborhood and having as low a speed limit as is lawful. It's a problem (major) now for the neighborhood, if there's 5 lanes, I can't imagine. Landscaping sounds quite costly. It would be the same to me if they attempted to leave the natural beauty of the park quite as it is. (Support if A)" Additional comments The US Post Office expressed its concern that its customers not be inconvenienced during construction, and that their delivery truck access to 69th not be inconvenienced during or after construction. • Additional comments received under separate cover are attached. • I COMPANY June 13, 1996 Mr. Michael J. McCauley City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 Dear Mike: Enclosed is a draft of the report covering the Key Activities and Conclusions of the May 30 City Council /City Manager Goal- Setting Workshop. Please review it and let me know of any changes you may desire before submission to the Council. Also, I am enclosing the following items for your consideration: • Material on the City Manager evaluation process • Material on possible visioning processes the Council may wish to pursue • Material on municipal operation assessment techniques P P you and the Council may wish to pursue. I hope that these enclosed materials will be useful to you. Additionally, you can obtain information on assessment techniques from ICMA and the National League of Cities. Since I do a great deal of work with a number of communities on visioning processes, I would'appreciate an opportunity to explore this option with you further. Cities with which 1 have worked in your area include: • Roseville + Burnsville • New Brighton • Mounds View Each city tends to establish its own "unique" approach to the community visioning process, reflecting bommunity desires, and needs. As always, it is a great pleasure to work with you and the Brooklyn Center City Council. kf you have questions as you review these items, please do not hesitate to contact me at (303) 986 -8487. Sincerely, • Carl H. Neu, Jr. Enclosures = Pro -Med He_ltr, Care Management Civis:cr, - Government Leadersric Division Phone: 303/986 -8487 = General Maragement Systems Civision Fax: 303/986 -0223 8169 West Baker Avenue Lakewooc. Colcrado 90227 Mailing Acoress: P.O. Box 36308 LaKewcod, Colorado 80236 COMPANY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL /CITY MANAGER TEAM- BUILDING AND LEADERSHIP WORKSHOP: VISIONING AND GOAL - SETTING WORKSHOP CONDUCTED ON MAY 30, 1996 i SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS PREPARED BY CARL H. NEU, JR. JUNE 12, 1996 C Prc -Mec Healtn Care .Management Division Government Leadersnio Division P "one: 303/986 -8487 C General .Management Systems Division Fax: 303/986 -0223 8169 West Baker Avenue Lakewood. Colorado 30227 Mailirg Address: P.O. Box 36308 La <ewccc. Colorado 9C236 CITY COUNCIL /CITY MANAGER TEAM- BUILDING • AND LEADERSHIP WORKSHOP: VISIONING AND GOAL - SETTING WORKSHOP CONDUCTED ON MAY 30, 1996 SUMMARY REPORT OF KEY CONCLUSIONS AND FINDINGS I. INTRODUCTION On April 30, 1996, the five member City Council and City Manager of the City of Brooklyn Center conducted a sequel one -day workshop following the Team- Building and Leadership Workshop conducted on April 27. The purpose of this latter workshop was to continue the process and establish a vision and goals for the City. II. KEY ACTIVITIES AND CONCLUSIONS A. The Visioning Process As presented in the opening remarks for the workshop, the strategic thinking and goal setting are rooted in a basic vision defining a desired future for the community at a specified date in the future. Once the visions • have been created, the participants share their respective visions and determine what are the elements that are common to a majority of the vision (consensus points) and where are there areas of significant disagreement (points of divergence). The next step then is to determine what are the critical strategic factors and issues that will have extraordinarily strong influence over the future of its community (destiny shapers). Finally, the participants then formulate long -term goals (3 -5 year horizon) and specific performance objectives for addressing these critical issues and achieving the community's desired future. A copy of a 12 -Step Municipal Leadership Process articulating these concepts is included as Appendix A to this report. B. Consensus Points The following items were determined to be themes or concepts included in a.majority of the visions presented by the Council Members and the City Manager: Neighborhood "unique features" such as trees, etc. 2. Retention and expansion of green space throughout the City. • 1 3. Housing diversity: • • Income • Ages • Ethnic mix 4. Commercial development: • Expanded • Focused in specific areas throughout the City 5. Urban village neighborhoods (moldable uses included in neighborhoods such as shopping, offices, etc., which allow the neighborhoods to have a degree of self - sufficiency and conveniences for the occupants) 6. Transportation and personal mobility features 7. Brooklyn Boulevard is a "focal point" for the City 8. Highway 694 is an asset for the City and there will be increased utilization of this asset 9. Population doesn't expand significantly over the next 10 -year horizon. In fact, it may decrease slightly because of "purposeful" policies adopted by the Council which will change demographic trends. (If we, the City, do nothing, population surely will increase) 10. Housing: ; • Promote construction of "selected" senior housing facilities in specific locations • Reduce number of apartments by redefining the City's standards and codes pertaining to apartments a 11. Improve aesthetics /look of Brooklyn Center through code enforcement 12. Better use of natural amenities such as lakes and rivers 13. Create an understanding of the "reality" of Brooklyn Center throughout the metropolitan area (this is seen as an image and reputation issue for the City) 14. Integration of recreational facilities that bring diverse se populations together plus meeting their recreational needs 2 15. Brookdale - what will it evolve into to meet the needs for the year 2000 to 2010? Brookdale is seen as an asset to the City, a "place marker" and as a center of the City. It is necessary to find uses that are acceptable to the community and to the market, while remaining sensitive to the fact that Brookdale is the center of the community. 16. Curbs and gutters C. Points of Divergence The following areas represent points where there were significant differences among the visions presented by the Council members and the City Manager: 1. Senior housing 2. Impact of technology on the community: • Transportation • Home work (increase in the number of people who work /tele- commute from home) • 3. Role of City in senior housing and economic issues (the extent to which the City should provide subsidies, concessions, etc.) D. Critical Strategic Issues and Performance Factors Critical strategic issues and performance factors are seen es those fundamental issues that will have extraordinary influence over the future of the community and its eventual destiny. The purpose for the identification of these issues is to ensure that the governing body of the City exercises, to the fullest extent possible, decisive leadership over these issues. and the direction they take in affecting the future of the City. The following critical strategic issues were identified: 1. Consistency and adequacy of funding sources to meet future community needs 2. Community support and buy -in for the Council's vision and required actions for the achievement of that vision 3. Intergovernmental cooperation /permission (the City needs to avoid being co -opted by other entities such as the State and the County) 4. Housing tax base; is it sufficient to fund City eeds or does the City ty need to diversify its tax base for future expanded revenues 3 5. Redevelopment direction of Brookdale 6. Dealing with and appreciating the impacts and consequences of changing technology, work styles, and life styles on the future of the community (staying in touch with the vision and changing realities that emerge) 7. Planning and codes to cause and control development as the City wishes it to occur in the future 8. Defining and remaking Brooklyn Center's image within the metropolitan area 9. Dealing with potential crime impacts that could affect the City's future and its desirability as a place to live and do business 10. Transportation E. Proposed Goals Goals are statements of leadership direction and priority that will guide decision making and resource allocation for the community toward the achievement of its desired future. The goals act as the basis for developing annualized specific performance objectives and budget allocations. Each member of the Council and the City Manager were asked to develop up to six proposed goals that would address the critical performance issues necessary for attainment of the City's desired future as presented in the vision presentations. After the proposed goals were formulated, each Council member and the City Manager was asked to identify his /her top priority goals. The number of individuals selecting each of the goal statements listed below as his /her top priority is included in parenthesis after the goal statement. The following goals were proposed: 1. Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. (Council members - 4; City Manager - 1) 2. Initiate community vision and actions to attain that vision. (Council Members - 4; City Manager - 1) 3. Make visible the positive aspects and accomplishments of Brooklyn Center as a community. (Council Members - 5; City Manager - 0) • 4. Establish community -based information service and invite participation and positive action by citizens that will generate citizen 4 support for Council and administration of the City. (Council • members - 3; City Manager - 0) 5. Remove infrastructure impediments to the redevelopment of Brookdale. (Council members - 4; City Manager - 0) 6. Develop a 5 -Year Financial Plan for the City of Brooklyn Center. (City Council - 5; City Manager - 1) 7. Adopt a comprehensive development plan for the City of Brooklyn Center which addresses at a minimum the following: • Housing • Riverwood • Redevelopment • 53rd • Transportation opportunities (Council members - 5; City Manager - 1) 8. Establish methods to, evaluate /assess municipal operations and the benefits derived from the City's interactions with other entities and associations. Each of the goals listed above was supported as high priority by a majority of the Council members. F. Specific Objectives for Selected Goals for the Remainder of 1996 and for 1997 The Council members were asked to identify an initial set of proposed annualized objectives for each goal. These objectives were to apply to the remainder of 1996 and 1997. 1. Goal 1: Complete comprehensive plan and associated zoning ordinances to support causing and controlling development. a. 1996: • Conduct public hearings • Define Council input and direction b. 1957: • Review draft plan incorporating Council development plan 5 2. Goal 2: Initiate community vision and actions to attain that vision. a. 1996: • Operate a sustainable code enforcement program throughout the City. b. 1997: • Review and revive code enforcement program as necessary • Meet with neighborhoods in "targeted" areas regarding development plans • Council work sessions to be initiated on establishing community -wide vision for the future of Brooklyn Center 3. Goal 3: Make visible'the positive aspects and accomplishments of Brooklyn Center as a community. a. 1996: • Keep momentum up on code enforcement and provide monthly reports to the residents b. 1997: • Continue outreach to community organizations 4. Goal 4: Establish community -based information service and invite participation and positive action by citizens that will generate citizen support for Council and administration of the City. a. 1996: • Identify options available to the City for achievement of this goal b. 1997: • Begin implementation of approved options 5. Goal: 5: Remove infrastructure impediments to the redevelopment of Brookdale. i 6 a. 1996: • • Research funding ources g and continue discussion with Minneapolis; have staff time available for allocation to project as required b. 1997: • Continue process in 1997 if necessary, and as required 6. Goal 6: Develop a 5 -Year Financial Plan for the City of Brooklyn Center. a. 1996: • Identify and inform Council and citizens on current financial status of City • Plan for 1997 b. 1997: • Complete evaluation of 1996 plan and improve and update planning process to continue as a 5 -year plan (the plan will be updated annually for the next 5 years) 7. Goal 7: Adopt a comprehensive development plan for the City of Brooklyn Center which addresses, at a minimum, the following: • Housing • Riverwood • Redevelopment • 53rd • Transportation opportunities a. 1996: • Identify status of the subcategories identified in the goal and identify other areas which need to be included in the comprehensive development plan • Identify funding sources from the 5 -year financial plan • • Submit proposed priorities • Complete analysis of the financial implications of each 7 proposed item contained in the comprehensive plan • • Submit proposed riorities to Council for approval pp al b. 1997: • Implementation and extension of the comprehensive plan and planning process 8. Goal 8: Establish methods to evaluate /assess municipal operations and the benefits derived from the City's interactions with other entities and associations. a. 1996: • Identify City involvement in various agencies and activities to determine cost - benefit derived for the City • Bring forth a municipal operations evaluation/ assessment r p ocedure and schedule various City operations for evaluation /assessment after the procedure has been approved by the City Council b. 1997: • Continue the process for the evaluation of municipal operations and establish a process for the evaluation of the performance of boards and commissions Ill. RECOMMENDATIONS The following recommendations are made for the Council's consideration: a. The goal statements should be refined and adopted by resolution as the official goals directing the leadership priorities of the City of Brooklyn Center and its Council b. The staff should present to the Council Management Action Plans (MAPs) for 1996 and 1997 for review and approval. These Management Action Plans (MAPs) should be updated annually with Council approval. C. Council should select a community visioning process it wishes to pursue that will bring extended citizen participation into the process. d. Council should revisit its goals and Management Action Plans (MAPs) on • at least an annual basis to insure their currency and to make necessary y 8 Future vision 9 eadership and strate is g thinkin fundamentals to secure your communit future COMMUNITY (insert the name of your community) FESTIVAL 2000 — What will ou celebrat e or lament on this occasion? The answer will be determined by you, the elected and appointed municipal officials in office during the '90s, and the visions, imagination, commitment, and boldness you demonstrate as leaders and thinkers. by Carl IL Neu Jr.' he challenges and oppor- national mood of disillusionment state governments and other juris- = tunitiesfacingall localgov- with government'which is seen as dictions such as counties and ernments, especially mu- ignoring the concerns of average schools over tax dollars, unfunded ties, are growing in number citizens. A majority of U.S. cities are mandates, legislation restructuring ! and complexity. Concurrently, experiencing chronic fiscal pro revenue generation, etc. Problems people (our citizens) are tuning out blems exacerbated by flat (or dedin- accelerate; popular support and o through actions such as ing) economic activity. Munid. = "resources decline. and term limitations. - a _ P_� coact wth4£ : ashy way out of this thicket of conflict and confusion is strong direction and decisive action based upon sound thinking, perspective, and a full appreciation of options and constraints which must ma be raged or overcome as we navi- gate our communities through the '90s into the > 21st Century. In a way, governance during the'90s is an 'ice- berg' phenomenon. What we see "above the water line" are all the challenges and prob- lems, but the real sub- stance of the matter is that which lies "below t the water line ": leader - t ship nd strategic-think- P gl 6 Colorado Municipalities /November- Decamber 1991 ing processes profound and effec- Reasons for strategic appreciable growth in service levels tive enough to shape the destiny of thinking/planning and capital expenditure demands. • our communities as if they were Communities are turning to Cities can no longer fund their legacies responsibly and lovingly strategic thinking and planning for futures relying on past and present crafted by public officials and com- one or more of the following revenue generation approaches. munity leaders. reasons: Strategic thinking and planning As Thomas A. Cronin, a profes- 1. To shape a better future enables communities to target selec- sor at Colorado College, states: through anticipatory management. lively revenue expansion opportu "We do know that leadership Communities buffeted by the forces nities achievable through economic • is all about making things happen of chang can see their energies and development /redevelopment, fee - that might not otherwise happen based income, joint venturing, and and preventing things from hap- In to �p � (�g pening that ordinarily might hap- day's rapidly and erving precisely defined pen It is the process of getting changing communities, market segments who desire or will people to work together to for tailored services). achieve common goals and problem solving is no Pay Cities aspirations. Lea ties can reorient their'thinkin Leader shi is a g P lo nger su 'dent. g toward being that hel consumer-oriented process ps people trans- problem antic service delivery form intentions into positive ac- � ry g j tion, visions into reality." anti prevention, capable of defining and meeting The only means by which leader- precise service demands which can ship as described by Cronin can be COrnbinell with assertive be fee based. Tax dollars then , be- 1 achieved is through commitment; to action for the come the funding mechanism for accept accountability for shaping attainment o f specific "base lines essential services. Too the future of a community, com g oals, ab is ablutel many communities can't expand bind with a process capable of ex- y their imaginations enough to break panding one's mental horizons and essential out of the tax - limited world that understanding to a level essential to demands they do "more with less." achieving effective leadership. The resources sapped b3' Ultimately, this mentality leads to • process is strategic thinking or pla P from the management of scarcity rather nfn g" I on crisis to another k . Strategic thin than focusing on what can be done Pik focus on strategic than seeks to replace crisis { thinking because it reflects a par- with forethought and a blueprint of to achievedance�- generating and titular way of seeing and interacting desired long-term outcomes that COQ all of a community's with provide the rationale for current po- information, issues, events, resources commensurate with and . . le while " lsrinin errands. to direr attention toward seems docu- lid' budgeting and service defies needs and d 3. Restore a sense of community. ments and c t projects- Two In the rapidlly y changing nginingg ex pe n dit ure s priorities conditions . American cities and towns have g workin terms that have caught on atomized into diverse players and are: (1)commni based sha c most communities are experien interests capable of nullifying each planning or u -}�� _ cing, problem solving is no longer other and any communitywide sufficient. Problem anticipation and munity problem solving. In either prevention, combined with asset- ag enda. This trend has been rem - case, the objective is to expand a forced by a growingsense of futility communi s —and its overnin five action for the attainment of spe- many Americans have but their g g cific goals, is absolutely essential. body's — ability to address its future abi to influence the direction of in the most effective and 2. To expand resource any "political institution" whether knowledgeable ways_possible. availability. Less than one of it be the nation, state, or their imme- all US. metropolitan areas are, ex diate local govenunents. So they eriencin a p p reciable growth drop ut and conce their ever Carl H. Neu P g P P r. is President o Neu and P J Pr f (more than two percent annually). gies to narrowly defined areas of Company, a consultation company for Over 71S percent of all cities are • interest — neighborhood, job, ethnic Professional development services. He now less capable of meeting their .group, or self. has been a consultant since 197I and financial needs than they were even Research data indicate low voter has served as a lecturer on policy forma- a few years ago, and citizens are turnout is not due to apathy; rather, • tion and strategic leadership for the unsympathetic to appreciable tax : citizens see little capacity to influence University of Colorado Graduate increases. The simple truth of the government. Yet, Americans seek in- School of Public Affairs. This article is '90s is that most cities can expect vovvement and empowerment, as copyrighted: Carl H. Neu, Jr, 1997. flat -line revenue performance with (continued on page S) Colorado Municipalities/November-December 1991 7 i evidenced in the work place and rich their economic development f e the hlaisbitt megatrend: parti- Citizen -based strategic programs and combat drug and ory democracy. In the extreme youth- related crime. Schools need a this trend can erup into a bat- planning is a deliberate P strong economic base capable of en- lot -box rebellion as it has in the Cali e ffort to reestabl a suring jobs for graduates and fund - fornia "mega- referenda" elections. sense (and practice) of ing for programs. Citizen -based strategic planning community that Also, institutional roles change. such as Canon City's Vision process Schools are becoming the focal point (see pages 11 -14) or Loveland's a ss ertive! encourages for delivery of coup and y city- g ry county ' Agenda for the 90s, is a deliberate all Citizens to become sponsored social, child -care, public effort to reestablish a sense (and involved in setting the health, counseling and nutrition practice) of community that asser- programs needed by the various tively encourages all citizens to be- directions their family unit structures in today's come involved in setting the direc. community is taking complex society. Schools no longer tions their community is taking. The serve to educate only; they are the twin mechanisms of collaborative location where service delivery for problem identification /solving and ly most effective use of public dol- many local - government programs consensus -based decision malting Lars. Citizens see - community" as occurs on a personal basis, irresgec- � are used to achieve strategic think- the space in which they carry out tive of which jurisdiction is account- i ing, a renewed sense of community their d existence, and they ex- able for the service. ` based upon direct citizen involve- pect all those jurisdictions of legal Public - private partnerships and ment, and the dispersing of power and political convenience - to get privatization are popular and high- back to the grass -roots individual their acts together" in a way that ly effective mechanisms for bring- citizen level and away from so- makes their community, and their ing a community's total resources to called interest groups and power daily lives, work in a user- friendly, bear in addressing community brokem hassle- free way. needs. Strategic thinking and plan- Gommancce is effective only when it To do this, a precise definition of ning provide the comprehension AJ PoPular Support underpinned mission, roles, and relationships is and perspective essential to produc- ,ertse of community. required to permit each entity to five intergovernmental and public- 4. Sorting out relationship is- function in a manner that contri- private relationships that yield sues with other governanental and butes to an array of essential gov- beneficial outcomes for a com- private- sector agencies. just as - no a rnmental services without duplica - munity and its citizens. man is an island," so is no local gov- lion or waste. just as the individual S. Teaxh- building for council emn -ent entity. Cities, towns, coun- players on a well - organized sports and staff. Some councils and staffs ties, school districts, special dis- team operate in perfect coordina- use s6ategicplanningasa means for tricts, and state government are in- lion and harmony, so too must local improving teamwork by clarifying tertwmed and interdependent in governmentpinsdictions. mission, roles, working relation- ways that now need to be sorbed out The era of jurisdictional ex- ships, and specific communications and reestablished to reflect ciusivi and red is over. the tY �cY and deasi0n -making roaches to realities of the'90s and the absolute- Cities g a PP depend upon schools to en- be followed in defining and' im- lementin commun P g gooks and service delivery levels /plans. Such efforts clarify purpose and focus the energies and priorities of council and staff toward specific outcomes to be achieved for the benefit of the MUNIS Software: community through coordinated • Bunt eicciusively to handle government accounting action, hard work, and responsible • Meets the needs of large and small organizations behavior rather than "touchy- feely" r 9MUNIS • Installations on micros, minis and mainframes exercises and exploring inner i motivations. Larry W Neu & Company, P.C., CAM p underst supand your management needs. We install and Approaches to strategic port the MUNIS' program. Call us at: thinking/planning 655 Broadway Suite 400 Denver, CO 303 .595.4899 There are three basic approaches to strategic thinking and planning, i Colorado , tifunicipalitieslNovember - December 1991 each of which can be effective if ap- community-based projects and un- • plied appropriately. dertakings. Usually, this process in A commitment to 1. Council- directed strategic volves strategic thinking/ planning. This approach is the most ` A high degree of community planning is an invitation frequently used because it is effi- education as to major issues facing the community and the p ossible o tO the community, dent and supports the concept of tY Po P representative government —i.e., tions open to it. council, and staff to council accurately eflects and is a Conducting numerous forums Y engage in an active knowledgeable about theviewsand Permitting the participation of opinions of the community. The city diverse groups and individuals so explorati and j council establishes its collective vi- that their views can be presented anticipation of the future sion for the future of the commu and appreciated• and the challenges to be nity, develops appropriate strategic a Careful staffing of options for addressed. plans and goals in support of that their presentation back to the com- vision, and provides staff with im- munity for evaluation and ndine- plementation guidelines and ment I bud liciestofulfiIIth e Lan. *Consultation services to a Establishing the means to Typicall this " of strategic facilitate communitywide com- maintain communitywide en thinldngand plannmgtakes place at munications and decisionnialcing th usiasm in support of the vision a "weekend retreat," usually, efforts• and implementation plans to = facilitated by a consultant a Facilitation to ensuhe that all achieve that vision. voices in the community have an a Establishing constructive 2. Conadl -staff directed opportunity present their liaison and collaboration with other strategic Pte' This process is views, to be respected and ap- governmental and private entities similar to the one outlined above predated, and to have a robe in whose participation in the Im- sta places a greater emphasis on defining he content of the final lementation of the strate p lan is g P � P staff participation and council.-staff interactionduringthevisioningand community vision and supporting essential • goal proms. It provides an strategic plans. Opportunity for council -staff a Extensive communications so Specific steps for strategic dialogues and sharing of opinions that all parties involved are thinidng/plaaning thoroughly knowledgeable as to . There are numerous ways to in- not readily available in regular what issues are being considered, itiate and conduct a strategic think council meetings or work sessions. � the options available for addressing ing /planning (visioning) process. A Frequetdly, councils using this ap- these issues, and all other factors checklist of common steps includes: p lan t take the proposed strategic plan t that must be taken into Considers- L Define the reasons for doing it o the community for public lion for develo a input and recommendations, Ping hi �YP� uc and the processes to be used. A five vision and plan that has a realis- commitment to strategic think- 3. Communig6wide Wormed- tic probability of achievement rinsed on page 10) consent strategic planning. This ap . proach brings together various leadership elements of the com munity to frame a common vision for the Community and a strategic plan that Will guide the efforts of the Engineering Consultants community toward the attainment of that vision.: Fort Collins Colorado spring Vail Longmont This process has been highly 1 (303) 226 - 4965 (719) 599 -4107 (303) 476.9476-6W (303) 678-9594 Popular in those instances where a concerted effort is made to involve all elements of the community, no • Water Resources /Augmentation Plans matter how divergent they may be. ; • Water Supply and Treatment The effort can.take as Iong as a year • Wastewater Collection and Treatment • or more to accomplish, but it does • Drainage and Flood Control offer citizens an opportunity to par- • Highways and Bridges ticipate directly in defining the • Utility Mapping community's future and goals for Colorado Municipali ties /November - December 1991 9 • ing /planning is an invitation to the low-up taff work to vision P prepare community, council, and staff to mission, and goal statements that Extensive publicity is ge in an active exploration and are communicated throughout the required to keep the com - icipation of the future and the community as the council's goals challenges to be addressed. It invol- and priorities. A communitywide munity fully informed ves developing consensus and the effort requires extensive publicity about the progress being discipline to implement that con- and on -going communications that made toward a sensus without falling to the keep the community fully informed temptations of short-term political about the P rocess and p rog r ess community vision and expediency and pressures from being made toward a community implementation plans _ specific groups or individuals with vision and implementation plans. agendas inconsistent with the com- S. Facilitate the process. Strategic to facilitate a communiqrwide effort munitywide consensus. thinking/planning an / act ivi t y and sharing g P g �' g of resources to achieve There needs to be a clear under- dissimilar from normal council- the vision? These two concepts are standing of why a strategic think- staff - community activities which distinctly different. ing /planning effort is being under- tend to focus on s a g en das, • S taken and the specific approaches to Pic a �' Specific goals and implemen- takenawed. problems, and other short -term tation strategies for achieving the routine matters. When a group is to vision. These goals and strategies Z Define products or benefits. engage in a strategic thinking /plan- provide leadership guidelines for There should be a clear tation nin effort it n expec g sects to reorient its develop o ves and conduct dialogues P g P g p lans , Pro' among all parties involved as to l��ti gu grams, budgets, etc., so that the what the strategic thinking /plan that yield enlightenment and in community's efforts and resources _ ning effort- should produce for the formed consensus rather than Iegis- are focused (rather than dispersed) - communi . Possble in- - - .... w _ tali tY - products veladaunrstrative wrn lose" on achieving the vision. dude a vision statement, a mission decisions. Afacilitatorcan guide the • Specific management action statement, specific goals, and the pine, enhance communications, plans (MAPS) that direct de- strategies and operational plans for defuse conflicts, and guide problem partmental activities and link them - N g those goals, solving and decision making. to other community and private sec - . Define who should be in- - 6.. Publicize the outcomes. An for Participants as appropriate for I vowed and who is responsible for strategic thinking /plasusing effort g the vision _ aGardinating the effort The three s shQuldyield, at a minimum: •Monitoring and evaluating ```strategic Elaiiiung apprr3acfies o f the process and outcomes. Tiaddng t , - -r '' �r presented earlier involve different forces affecting the soar resulb i9 essential t0 ensiu+e the ef- ° r r _ 1p ouPs of participantsg?nB munity "and its futiue— factors and fort isvoridng and course correc- councilmembers to the entfie win- bons are mad rasa' a when es to which the 'us and warranted or - - - muni -- .; genius 1 .. ty. Also, the specific roles to be : power of leadership must be ap- needed. given to participants should .be _i*ealestthecommunity'sfuturebe C,00d futures don't just happen. 'clarified so arguments don't anse: ` IeEt=.to re . happenstance. This activity They a the result of leaders who Pan may Some partici is have 6o be - frequently — is referred to as an en- define desired futures and invent - part of the consensus decisions; vironmental scan,^ but it is much the ways to make them become others may be in advisory or more. It permits identification of reality by involving people, setting fadlitator roles. = those "things that might not or definite goals and priorities, and Coordination is essential, espe- dinarfiy happen" and "those things creating the backbone to achieve i dally foi coin tywide efforts. In which mi gh t happen (but may not what the wishbone wants. When such cases, a muni steering committee to be desired outcomeW referenced in Celebration 2000 occurs, many com- oversee and orchestrate the process Cronin's definition of leadership. munities will celebrate tangible out- is recommended. • A vision of what the com- comes and achievements. But the 4. Publicize the effort as ap- munity wants to be through con real cause for celebration should be 'propriate. A communitywide sous decision making and dedi- the spirit, will, and foresight certain visioning process tisually needs a cated effort. people demonstrated when they theme such as 'Vision 2000 and • A mission statement par- stepped up to the P challenge of �• ticularl g o for th nd a d e municipal govern- definite schedule of Y p go ern leadership and made your Com- ts and meetings, a budget, etc. ment. What is the purpose of the munity 2000 happen through AmE buncil-directed process may in- municipal government --to provide strategic thinking, planning, and volve a weekend retreat with fol- services and enforce regulations or hard work. p i 10 Colorado hfunicipalities/November- December 1991 • PROPOSAL FOR A MANAGEMENT STUDY for the CITY OF WEST CHICAGO, ILLINOIS INTRODUCTION /UNDERSTANDING THE PROJECT The City Council of the City of West Chicago has requested that a management study of the total organization of the City be carried out; it is to include each department and program of the City, as well as related support functions and services. To be included is a clarification of the roles and relationships between the Mayor, City Council and its members, and the City Administrator and staff in developing and carrying out City policies and programs. The study is to determine the authority and line of responsibility between them, and to develop and present recommendations which will delineate their respective roles. Analyses will be made to identify workload, staffing requirements, means to improve efficiency and managerial and supervisory effectiveness, and the organizational structure • and supervisory arrangement to enhance the effectiveness of the organization in service delivery. In order to accomplish the tasks set out above and for use in the future, the study and report will set out workload measures, performance indicators, and the standards to utilize in determining staff and other resources necessary to produce the appropriate level of service with the greatest degree of efficiency and /or effectiveness. City officials also desire that alternative methods of delivery of services be identified for consideration. These might include, where appropriate, for joint or shared services, contract /privatization, and other available options. The departments of the City, all to be included in the study (and approximate number of employees) are: The A dministradon (4) Finance (includes Data Processing) (10) Economic Development ( Community Development ( Police (48) Museum ( +) Public Works (includes fleet maintenance, water, wastewater, street and engineering) (56) The proposal which follows and our firm's staff assignments are designed to reach sound conclusions and recommendations, and to develop a workable plan for implementation of • recommendations. 1 • DEVELOPMENT PROCESS /APPROACH TO THE WORK -HOW THE STUDY WILL BE CONDUCTED Our procedure for the organizational and management review of the departments, and operations within each, will be as follows. We will: Orient the consulting team b A g : Y 1. Holding a "kick -off' meeting prior to commencing other parts of the work We would anticipate that the meeting would include the Mayor, members of the City Council, City Administrator, the City Attorney, and the consulting team. The purpose of this meeting is to further identify and agree to the study goals and objectives, particularly as viewed by City officials. This input will be valuable during the course of the study. 2. Identifying and determining the mission of each department, division, or unit, prescribed by statutes, charter, ordinances, established policies, and current practices; also, identifying roles of officials as stated in charter, statute and City Code. 3. Interviewing persons who are involved in policy making, determining or carrying out functions and operations for the purpose of identifying perceived or real problems, and desired goals and objectives. The persons to be interviewed include the Mayor, members of the City Council, the City Administrator, the City Attorney, department heads and supervisors of the functions and operations. The findings will be summarized and synthesized, and will be useful to the consultants in carrying out the work and assuring that identified problems and goals, as well as clarification of roles, • are addressed. 4. Identifying and gathering available data on growth, population, demographics, and socioeconomic factors which will impact present and projected services. B. In light of the goals and missions identified above, gather and compile data and inventory work load and activities of each department and the units of each. This will include: 1. For all departments and units in the study: a. Programs of the departments, divisions, or units, as presently established; b. Number of staff, full-time and seasonal, normally assigned to each department, division, unit and program or function; c- Identifying specific assignments to and activities and functions of staff and units; d. Present organizational structure and supervisory levels; e. Work load and work load trends for guidance in determining present and future staff needs; f. Practices and policies utilized in carrying out functions and activities; b. Use of data processing and other means of automation and current nt technology, including in the office and field; h. Fleet, equipment, supplies, Parts, and materials inventory; i. Purchasing practices; j. Practices utilized in prioritization, planning, scheduling and assignment of personnel to tasks and activities; I- Practices in identifying n training needs and training programs which exist, including supervisory training; I- Procedures and policies manuals and /or directives in existence; • m. Practices regarding budget preparation and presentation; and monitoring after the budget is adopted; n. Long and short term capital planning and budgets for facilities and equipment; o. Reports reviewed and prepared; reports content and reporting practices; p. Inter - departmental communications and cooperation; work and/or equipment sharing. We will also perform an overview of space and facilities provided for carrying out City operations. 2. Examples of specific data and information to be gathered and compiled which are applicable to the individual departments and units are: a. Administrative Policies and Practices Present practices regarding budgeting and fiscal control Purchasing and stores practices and policies Operational records and files (and degree of automation of records), and cost allocation Risk management, safety, and related programs Property records and inventories Administrative direction and supervision Practices and means for responding to requests for service and complaints, and follow -up Personnel administration; policies and practices Training provided. • b. Finance: Budget preparation process Utility accounts - number of accounts, meter reading and billing, collection Accounts receivable (fees, permits, licenses, charges) practices Accounts payable process; taking advantage of early -pay discounts Cash flow monitoring -and management of cash flow to enhance investments Investment of funds on hand Debt management Recording and maintenance of official City records Records retention and disposal program Automation /computerization of official and financial records. c. Police: Incidence of crimes and incidents by type or class, time, and location; index crime rates (UCR's); crime ciearance rates Traffic accidents and citations Arrests Dispatch and response procedures (a jAint service) Assignment of functions and deployment of personnel to patrol, investigations, support services, records and dispatch Practices in patrol and investigations . Records system and processes; automation of records Joint and /or cooperative efforts with other agencies - mgnicipalities, County Sheriff, Federal and other agencies • Activities in metropolitan -wide crime prevention and control, if any Jail practices, standards, operations, and supervision /monitoring, if 3 appropriate Fleet and equipment inventory and condition; ownership and turnover policies and practices Fleet maintenance and repair policies and practices Relations with the fire service, including frequency and number of emergency responses - fire, rescue, emergency medical service, hazardous material spills (regarding dispatching and police assistance), and fire prevention, inspections, and education activities and relations with inspection services. d. Public Works: Inspection services and review practices for installation of public improvements, such as water mains and sewerage system Building, zoning, and other code enforcement Streets, expressed in lane miles (by type of surface), bridges, storm drainage and related structures Traffic installations, in terms of street lights, traffic signals, signs, and markings Buildings and mechanical equipment maintained g AIlocation of space (shops, offices, storage, stores, and related areas), and spatial arrangement Water production, wells, pumps, booster stations and facilities Water distribution, expressed in miles of mains, number of valves and hydrants, storage facilities and number of water meters Meter reading, repair, and customer services (in Finance) Wastewater collection, lift stations, installed facilities, and sewers in terms of miles of mains, numbers of manholes, and related facilities of the • sanitary sewer system Wastewater treatment; type of facility and anticipated operation and maintenance needs Fleet management and maintenance (shop), policies and practices in maintaining, servicing, and repairing the City's fleet This will include programs including management of the fleet, particularly ownership practices; replacement policies; preventive maintenance program; extent of repairs performed and contracted; inventory of fleet and equipment units, by type. e. Economic Development: Program and practices in economic development Other community resources and promotional groups, and related programs and functions Programs in progress. £ Community Development: Programs carried out and codes enforced Rate of development and permits issued Inspections made and practices in carrying out inspections. & ;Museum: Programs carried out, types and numbers of artifacts and items in inventory Community support groups • Outreach activities. 4 The orientation and inventory will be carried out by gathering and compiling • information available, viewing records, conferring with officials, supervisors and representative personnel, and by observation of work in progress. In the conferences, we will discuss the work, goals and objectives, the policies which guide that work, the systems used in completing that work, problems faced, and ideas for changing existing systems to make that work more effective and efficient. C. Pursuant to the orientation, data gathering, and inventory, as set out in A. and B., above, we will review and analyze each department, unit, or activity and develop appropriate recommendations as follows to: 1. Identify desired and necessary levels of service; interviews and other efforts, above, will assist in and guide development of desired levels of service. 2. Identify work measures, performance indicators and standards. 3. Determine practices, procedures and policies, new or revised, which will improve cost effectiveness. 4., Deploy resources and allocate manpower to enhance achievement of goals and objectives and effectively and efficiently carry out assigned missions, including work prioritization, scheduling, and assignments. 5. Increased use of automation and technology to increase productivity and improve. internal and inter - departmental communications, if applicable. • 6. Identify and establish the means for providing joint services and eliminate or minimize duplication of services (internal and external). 7. Determine minimum/ ade uate staffing levels and supervision, in order to provide q g P P prescribed services to citizens of the City; determine adequate, but not excess, supervisory positions. S. Establish an organization and structure which groups like functions, meets service needs, establishes lines of authority and responsibility, and enhances internal and external communications. 9. Assure that support functions are in place and working effectively (or identify further actions needed) as in: Personnel administration Operational and financial reporting for effective and responsive P F g � F ma :agesent Budgeting and budget monitoring Risk management and safety Fleet maintenance, repair, management, ownership.and turnover policies Land use planning and control Capital project planning, long and short term Records retention and disposal Purchasing practices. 10. Identify functions which may he targets for privatization, contract services, or similar • arrangements. D. - DeveIop language which will clarify rules of officials of the City's government This will 5 come from the interviews carried out in Section A. of this report, and will cite relative • statutory, charter and code provisions. It will clearly recite proper roles and, if necessary, revision to the City Code which will implement the recommended roles. It is to be noted that any re- organization, if recommended, will arrange the structure of the organization in order to fully utilize skills of the staff; and the options for acquiring additional skills include revised or new management positions, and /or training for existing staff. In addition to specific recommendations, we will provide a plan of action for implementation of them. DELIVERABLES - REPORT We will prepare a formal bound report which will include and incorporate methodologies used in the stud ro'ect data and information gathered and compiled, recommendations s o , YP J g P for change as found to be appropriate, and the plan for implementation. We will provide the report in approximately twenty (20) copies. We will also present it orally to the Mayor and City Council If you desire, we will provide a preliminary copy of the report (prior to preparation of the final, bound report) for the purpose.of assuring accuracy of technical data and information gathered and compiled. : INVOLVEMENT OF CITY OFFICIALS AND EMPLOYEES During the course of the work, we will need from the City, officials and staff: 1. Time of the Mayor and Members of the City Council for conferences and interviews regarding goals and roles at onset of the study; 2. Time of the City Administrator for conference and interviews at onset of the study; and for liaison as the work progresses; 3. Time of department heads and supervisors, and some employees, in conferring with us and providing operational, policy, work performed and similar information; 4. Budget and financial reports; general plan and /or plan documents; 5. Copies of applicable statutues, City charter and code; 6. Some minor duplication of existing documents and reports. (We will prepare and duplicate preliminary and final reports in our office.) 6 • WORK PLAN AND SCHEDULE The work will be carried out as indicated in "Development Process/ Approach to the Work ", above. We cnn commence the work within 1 -2 weeks of your authorization to proceed. The proposed schedule of major tasks is as follows: TASK TIME, DAYS* U 30 60 90 120 150 A. Orientation, confer, acquire and compile information and data ---- B. Gather and compile data C. Review and analyze functions and activities; prepare specific recommendations D. Clarify roles — E. Prepare and Present Report -=- * Time, starting with day of commencement of work- COST OF THE WORK We will carry out the work of the Request for Proposal and the proposal as described above for a fee of forty -five thousand six hundred dollars ($45,600.00),_ plus actual' expenses of food, travel, and lodging estimated to be $4200. 7 ADM=N Z STRAT XN7M; REV = EW of the • PUBLIC WORKS DEPARTMENT of the City of Commerce City, Colorado 1993 by the The Carl S. Becher Company, Inc. Management and Planning Consultants P.O. Box 12194 Denver, Colorado 80212 Telephone: 303/422 -9426 • TABU; OF CONTENTS Pace INTRODUCTION 1 GENERAL 1 MAINTENANCE DIVISION 12 BUILDINGS AND PLANT SECTION 13 STREETS AND TRAFFIC SECTION 31 CENTRAL SHOP /GARAGE SECTION 53 ENGINEERING DIVISION 64 r 9 GENERAL POLICIES 79 PUBLIC WORKS ADMINISTRATION AND ORGANIZATION 88 ACTIONS STEMMING FROM THE PARADIGM ORGANIZATIONAL ASSESSMENT 90 EXHIBIT I - Organizational Chart City of Commerce City - all Departments 2 EXHIBIT II - Organizational Chart - Public Works Department 5 EXHIBIT III - Commerce City Growth Map - Present Corporate Limits 10 EXHIBIT IV - Commerce City. Boundary Mao - Projected Corporate Limits 11 EXHIBIT V - Existing City Facility Proximity Map 15 EXHIBIT VI - Organizational Chart of Public Works Engineering Section 66 EXHIBIT VII - Quarterly Statistical Report - Engineering Division 67a -b i • = N ThO D UC T= O N The consultants have been retained by the Administration of the Public Works Department of the City of Commerce City for the pur- pose of carrying out an administrative review /management audit of the Department. The objective of the study " ..is to carry out a thorough and com- prehensive review and analysis and critique and present recommen- dations for desirable changes which will enhance the effectiveness of the operations in serving the needs of the citizens and other departments of the City. "More specifically, the study is to address levels and utilization of staffing and resources, structure of the organization, workload, supervision and span of control, relationships and communications with internal and external customers, and management and support policies and practices." The report which :follows is the result of the review of the struc- ture, practices, and policies of the Department. Those results come from input of a substantial number of interviews of staff • members, as well as observations, analyses, and findings by, the consultants. The staff members at all levels were cooperative, forth - right, and willing to provide requested information. The general findings are that major restructuring of the Department is not necessary; nor are there recommendations for major changes in numbers of staff - although some shifting of levels of skills of staff are recommended. The Department, with assistance from the Data Processing Unit of the City_, should concentrate on improving (in some instances - re- instituting) the records system. The basis for a much more sophis- ticated and effective records system is in place, and only needs an effort to achieve the desired effectiveness. City officials and staff can feel confident that the Department of Public Works is an effective organization and, with implementation . of the recommendations of this report, it can be still more effec- tive in serving the citizens of the City of Commerce City. • • i Scope of Services For a Fire Department Management Study I. Fire Department Goals and Mission A. Facilitate the development of Department Goals /Mission Statement in relation to relevant City Council overall short -range and long -range priorities. B. Parts II - VI to be completed following development of, and in relationship to, Part I. Obtain City Council feedback prior to proceeding to Part II. II. Organizational Structure and Communications A. Accountability & authority of positions B. Responsibilities - decision making at appropriate levels _ C. Cooperation I. Internal 2. Other City departments 3. Surrounding suburbs, local schools, Hennepin County, and State of Minnesota D. Lines of communication 1. Internal - lines, methods, and procedures 2. With other City departments and commissions .3. Surrounding suburbs, local schools, Hennepin County, and State of Minnesota • IIZ. Personnel /human resources management • A. Supervisory positions 1. Development and training 2. Evaluation processes B. Selection process 1. New employees - diversity 2. Promotional criteria C. Workload /resource distribution 1. Position addition /expansion 2. Position mergers • 3. Position elimination IV. Support issues A. Administrative impact of existing facilities B. Records management /information systems /% p si'' V. Organizational Alternatives /Resource Sharing A. Options B. Feasibility VI. Implementation Plan /Recommendations A. Near Term 0 - 2 years B. Long Tenn 2 - 5 years • Page 2. • The tentative schedule is to interview the finalists recommend to on April 12, have a con City Council award of a contract on April 19, and sultant begin the study on or before April 3o, 1993. The consultant selected to perform the study may be requested to meet with the City Council at the beginning of the study to discuss one or more of the items listed under the Scope of Services. i Should you have any questions, please contact me at 612/924 -2526. Sincerely, Clinton E. Pires, Interim City Manager Enc. e v • f Tlie preceding system had evolved from one developed in 1980 by Hay Associat�;s. The new system maintained some of the internal relationships of the previous version, • but is more market driven. There is some employee dissatisfaction with the results. SCOPE Or STUDY In reviewing the organizational structure of the City, the consultants were instructed to consider current as well as future needs and demands on City services. We have observed that the City of Richland is growing and that demands for services have increased, and will most likely continue to grow. The clean up of Hanford will continue to place strong demands on the City as well as foster continued growth. This new period of growth has followed a period of slow or no growth during the 1980's. The increased demand for services and increased development activity compounds the pressures on the City caused by an aging infrastructure and past lack of resources. ; Additionally, the community's unique history as part of a federal government project has created a need to address infrastructure needs on a grand scale, as everything is now 50 years old and in need of major repairs or replacement. So the consultants a is in effect deferred �'g > to consider needs caused h Y . maintenance, as well as immediate and future community needs. Looking at cities in California which aie currently experiencing serious financial difficulties, w Y ern g cral es a must urge the City of Richland to be pro-active and prepare for the next 20 years. We do • anticipate a long period of robust growth, and the City needs to be positioned to meet community demands and build a strong foundation to attract the community development desired by City Leaders. ; In carrying out our.charge, we have attempted to make recommendations to structure the City organization so as to make it as functional as possible. We recognize that the recommendations must be practical and must support the City's goals and philosophy. At the same time, we have not shied away from suggesting deep and radical changes which affect the entire organization. We have deliberately avoided an attempt to fit Pe our J the organization to pe rsonalities. Rather, objective has been to find the best organization structure to meet City needs and enhance efficiency and effectiveness of operations. This report presents findings related to these issues and attempts to answer questions raised by the City: ■ ShouId the City maintain its organization as is, combine departments or develop separate departments? Are the.organizational structure, lines of authority and reporting relationships effective and efficient? • City of Richland - Organizational Audit Personnel Resouru Consulting Page 6 • Are management and supervisory control mechanisms adequate? ■ Are management communication systems sufficient? • Are managerial and other employees empowered to make decisions? • Are levels of pay for the City Manager and Department Heads appropriate? METHODOLOGY Data Collectian To accomplish the goals of the study, the consultants spent several days on -site interviewing City Ieaders and managers, and collecting a variety of information and documentation. Prior to arriving, consultants requested the following information: ► List of major services and functions of each department ► Specific service objectives by department and division ► Service demand and workload data for each major service area ► Detailed organization charts for each department and division ► Department and division staffing history - 5 years ► City budgets - past 3 years ► Classification and compensation plan descriptions ► Class specifications on all management positions ► Salary schedules Roster of management employees and titles Aencht plan description for Department Heads, and related cost data ` ► = Applicable City policy and procedure documents t ► Automated system equipment and applications listing - ► All organizational, compensation and customer service studies _ completed in past 5 years Individual interviews' were conducted with the Mayor and each City Council Member, and the City Manager. A lengthy. structured interview questionnaire was developed for in -depth interviews with all Department Heads and other key City employees. Additionally, all division managers were interviewed. In addition to conducting interviews, the consultants were able to make direct observations during a half -day tour of City facilities. For the compensation component,. we met with the Human Resource Manager and Management Analyst to review the previous study, and compile an agreed uponlist of survey cities and agencies. Compensation data were gathered by comparing contents • of jobs as opposed to simply using job titles. City of Richland - Orgsnizational Audit Personnel Resource Consulting Page 7 A n_ nlysis • Our analysis of the data gathered included a reading/review of all the documents provided, review of all interview data, and conduct of an organizational and management analysis. Compensation data are compiled based on job comparability and are presented with summary statistics. This report presents findings and recommendations which address the overall organization of the City, facilities issues and problems, performance management, communications and automated systems. City of Richland - Organizational Audit Personnel Resourc: Consulting Page 3 SECTION 111- ORGANIZATIONAL FINDINGS A. OVERVIEW The study and evaluation of the City's current organizational structure posed the following questions: • Are there too many (or not enough) layers of management? • Are there too many (or not enough) first line supervisors? • Should the organizational structure be further flattened or more centralized? • Are reporting relationships and lines of authority well defined and clearly understood? • Are management spans -of- control and staffing Ievels appropriate for the level of service demand? • Does work flow logically among the organizational units? • Do opportunities exist to improve organizational effectiveness and efficiency? The consultants looked carefully at the management structure and found that there is clean not an excessive u y s number of managers or supervisors... To the contrary, e w have concluded that management is spread quite thin and there are areas in the organization which need additional supervisors. Moreover, layers of management are minimal for a "lean' organization of this size. There are basically three levels of management above the working leadperson level: Department Head, Division Head and first line Supervisor. To illustrate this point, we offer roc e. ^.t sta-tistics from: a r ?iforrua city which is at the other end of the spectrum in terms of numbers and layers of management. Beverly Hills has a population of about 31,000 and is a full service city, but provides no water, wastewater or electrical utility services. As of six months ago, Beverly Hills had close to 400 employees, including 58 managers, above the level of first line supervisor, in eleven departments. We are not suggesting that Beverly Hills and Richland share many similarities, but are only looking at employee and resident populations, and the services offered. We see • City of Richland - Organizatioaal Audit Personnel Resource Consulting Page 9 that Richland has similar numbers of employees and residents, offers utility services, operates a landfill, and provides more services with far fewer managers and management layers. In our examination of the particular constellations of organizational units (departments and divisions), we made the following observations: • The City Manager's span of control is too broad to effectively manage. • Some organizational anomalies exist in the combination of functions which are not related and simply are not logical. • Some service deficiencies can be attributed to the fragmentation of management responsibility across several departments, particularly in the area of plan review and inspections. • Opportunities exist to enhance efficiency by combining certain operations, now in separate departments. This section presents findings and recommendations to address these organizational issues. Some departments and/or divisions are not described in any detail in this report. They include those which are structured appropriately and for which no recommendations are offered. B. CITY MANAGER'S O M + CE Overview Over the past eight years, the number of direct reports to the City Manager (in addition to the Administrative Assistant) has grown from nine to fourteen. Previous reorganizations added a department (Water/Wastewater, 1991), and eliminated a department (Human Resources, 1992). Both actions resulted in adding more direct reports. Additionally, new functions have been created which also increased the number of direct reports. These include the Emergency Communications Center, the Public Information Officer and Research & DeveIopment. In addition to seven department heads, other positions reporting directly to the City ; Manager include: the Public Information Officer, Management Analyst, City Attorney, City Clerk, library Manager, Human Resources Manager, Emergency Communications Manager and Administrative Assistant. (Refer to Appendix A, Organization Charts.) In the absence of an Assistant or Deputy City Manager to manage a significant part of the City organization, the City Manager's span of control is too broad to allow him to effectively manage the City and supervise all subordinates at the same lime. City of Richland - Organizutioaal Audit Personnel Resource Consulting Page 10 • Best Practices Rp evi ews fo r Local, overnment Itat is tilt- rtu,st to rcpair :t I or to conduct a child protection jmc•s1jl;I11on% Ever, ill this air ill rein - trntjnt; got•crnntc•nt , wilt-11 nrut} in goccrnnu•nt arc np- ing Io lint) a hcncr tt:t1 to pro% jilt , scn•ict,s, it is not v:Isy to identil )• and sit :Ic hetirr ideas fol ltrovidiut; scrviccs to citiicns. Tltc httsiucss sector is making lu•t,•lvess tlu•ongh I Nit• llractico of ht•nclonarking pat tjculm Ilutctions— ttht,thcr nlatcri:Ils hanclljttti or dclit•cthig parkagcs. \Pith hcnclonat king.;, ilgcm ics :ul:,kn• iutl,orlant ILttclious and • conlllarc ;t t;itcn agcrtc}• with a "hest-in- class' l,t rli,ruu r for those liult•tions. According to ;I U.S. Dt•ltarttncm ol• Libor report (see rcl'Urence list at end of* a titac), com- lnut•rized dat:tlmses of iIIfornru ill I lilt• coil Iparir,g orp Ili- Id entifying zatic,lts' lu•rlorm.mcc in kc }• arcas ave hcc uutitt7 ataiLthle. ........... ....................... ............................... Tlu•re is a lot going on at national, statc, and local Icv- A nti Sharing (As Ill ilnitrrnc aecouutahilitr lin' pohlic ltrogrants. 'I'lhe National Verformanct• Revitsr, lilt- (m crnult•nt PCrlt,t•- ..................................... ............................... nt:otre and l:cstllts Act (GITA) ltasst•tl by file U.S. B etter Ideas (:tigress in I993, and the St,nicc Efforts anti Acc•oin .......... ....................... ............................... l,lishtltc•nIs (SFA) irlitiatitr of lilt- (;ot•c•rnnit•ntill Ac- couutio'. Standards Bo:urd arc• hot sortu• of the 11mional- On P ublic ..................................... ............................... It tel efforts goin'. on in tilt• livid of perforolaoce S ervices tut asurcnit nt.:111 are aricml,Is to measure the actual jilt- pacts (fl' puhlit• progratus. At the stru. It•Cel, a nnnthcr of st:ltcs, including Ow- Lyle D. Wray gon. Mioncsot:t, :old Hmid:c, hat•c ;uticiclatcd sl.cic-lctcl and tjsjous for their c•commlir mid social lulores and sit ol> Jody A. llauer s�stc•nts ,u marl, l x rli,rnt:uuc tcnt•:u'd their g(lals. At the • local Ictcl, tilt- Intern :uiotl :cl (:it }' /Cototiv NI:otagcntcttt Public Management 7 1( Y • lssocialion ;1rtf the Ut halt Institute. tiorts in or(Icr to itlentilN• I,racticrs cruntent pro);r1us ill b:util.11ul :ur(I I; I% l )Ill fishe(I a ul:unctl 111 tuc•a,tn'- lira arc cosl- cllic'livc an(I that u1i);hI lilies. ing ills• (•Ili•( liveness of local govc•r1- he usloplesl b ufu r u1t;:ntii. ;uious." Silwv then, "value -li,r nlrnrc'r au- ntc•nt colulunily services, coati : 1ntlaccorcliu }; slits,..:,, tits: Blitislt call their lust Ifu,trtl b l tarry I l:ury ;uul otlrcrs. ilig Office publication. such "I,rac practices revisals, b;nc been per. 1 The Ittu of this :truck: is to lit refer to the processes, practices, Nwille(I across a tvi(Ic val iet)• (it' loc ;il describe auothcr cilia gin It'cottnt anti s stc•nrs itlentificsl ill public :ut(I rovet'nntcnt:tl I'unctiotts, lir,tt tra,h abilit►' tooI for public x•rviCcs, tlte: private ory;:utiza(ious that perfi,rntecl collectitnt to School 1111ch progr:uns. t hest practices rt:vicav, all(I to miggest exceptionally well :11r(I are %%iticlq rcc- The ccinrntissi(in, through staf , or t' 1 suite hone-fits ol this apl,ruat h og'rtize(I as intprovilig .111 org:utiza- c()ritr:ccicsl auditors, con(lrtcts vallc- ;- lion's pee I',rnt:utce. an(I cflicicoc)• in fi,r- inure) studies of local go�cru- History and Background specific ;t'e ;ts." ntcol practices au(I shares its liucliot s At (itch. core, best practices I on good practices throlgh pliblic:t- Once wt. have e•nsu►'c•(1 Iha( public views invoh'c ex:1111iniutg the perfor- lions .111(l i11iu'nt ition c:urtpaigns. nit,ttc•y is bcilig silt:"( on the services iii ince of a progr:"rt or functiol in tl►at it was inte•ntleti to fun(I —a core all orlr:utization, i(lentik practices The Minnesota Experience. ]n • ,\fin - ptarpost• of u'adiliolal li ":uncial lilt- associaletl tt•ith higher IcveIs of* per- ncsola, visits by rcpt (d the d its —Ihe nest ;tccol "labilit). (Ittcstion li,rt"anee:, and sharing those Irrac- British Amlit Contltissiou, tugcthrr is fluty 111'14 iallic arc we rc•c'i•ivin� (ices with their potr"tiA asloptet:s. with it 1992 Citizens lxe iguc report ( for 111;11 rNuu(littur. Itest practices on local t;<,vct'runc•nt scrtict: siclivcrt'. �, I rrvicaas aic our way to arrstvcr this A British \(o(1el. it tilt- public sector, have sl,arkctl regional interest in tilt- E (Iursliun by lookiog at the ooiconics lint• ol' the latg-cst :111(1 lonl{rs(- s(:11icl 1lclit l:unuuissiuu's aaluc li,r uuntt-y u4. result, of public senis es. ing "hest pl rt•tiews" can he alclits. :lftrr studyin 11ic: British _f r WIl:u is a hest plat Iit c•s rc•t is wt – Ac- fi omf in tic hui l. ol' ihr Ati(lii Coln- nto(Icl 111( (:itizc u. curtliul; t1 a report Bout utc• Olficc Mission I' in' LocA :lutioritics :111(1 tfle profit, public all:lirs research ;11ul c(I of the I.ct;islalitc :\utlititr, Slate of r\atiuttal Ilcahli Svikirc in FngI;tIi(1 uc:lio) 1,4.- ;utiza(io,n in the Twill l Mituusula, it 'invokes it systcnr:uic' :1111 Whiles, its reported o1 in 1919. Cities, rrconuucnded 111:11 local tiov- stutly of v ;1li:11iols i1( service Ievcl The cununissi In was e•srlblislicd in e•rnr11cnts base Ihcir service- cicliver�• ;111(1 (Icsigil, work processes, ancf 1982 it) rcvicac• hush tic Einanrial aii(l systems oft perlin'urntt:c stalcktiAs pr'otfu4.ts ;unong sitirikil ury;aliza- 1)1'ol;r:u1 perfi,rnrance of local gov- anti rcstrlt.s. Kccogniziug the right of i c'itizeris ancf elected officials to know how public: dollars are spent, the 1 ICMA Resources on Performance Measurement leat;uc 4.c c onuucucicd changes that t I( NIA has pIIblishccl two new resutti on Itcrli,rntancc nleastu'crnent: wolticl provide inforIlulliun about j which sc•rvicc•s nre proviclrsl, ale costs of these services, an(1 ilrc c rtalit of . :11,1,1)i1r 1 ;•1�iu .1G•rnun•ntrvrL' :1 .11ttl1irnr•rlirr Irrrilring 1 ru[;rrrm, which is 1 )� in it CD -120 \1 li,rmat, uses graphic's an(t text to explain tite concept ol• the ootcolic:s. j perfi,rruance tticasurcutcnt. Alanagc•t:icall tlevclop a tailored plan tin' i"t- Following the Citizens I.citgue re- , t Metropolitan Council, f r port, M olitan Co the y plellicltiny, prrli,rutance nuasurctnent prod rains fin' their (It- p:"vhe"ts I I or projects, lorry;- r:ury;e pl:uuting a11s1 research t agyncy for (lie •livid Cities' seven- The tl(.ty l'rac•tical \f:11tagenicni Scrics hook, ;Irruru11r1Gilily fiirl'rrf,rlxartcr.; cotutt)' uaco'opolit:ut :11'ca, wu(ltictc(1 A It'll %arr Illod 1111(1 .11u,111urilig its 1.1lad ('overrtrrrr) tl, shows how to pro(1"c e a a Acntonstratiun prc,jcct to icicrttiij c•unlprrirt•r►sive pc IT 1 ilssc:ssntcnt sys(crrt h)' Creating tileasttres and best practices in street swct tat s trill,. 199 1, the �lt•It'u Council is- using cf:ua (11;11 already is c•ollcc'tc•cl. The hook also describtrs tva)•s u, in- 1 -, volvc• errlploycc•s in the process. surd a rrpurt listing liti practices 1sr•(1 b cities in the rc};ioll it) improve To or(IcY these rrsUllr4.rl, call ICA1:\'s Distribution (a•nivi at 1- 800/7.15- !heir sUrt l- stvccl,inti services. 'Dies"• 87mi); .1� / /tiir� A- 11 11IulcrN(e• ,lfcr Nit lrwrrxl: .1 r111r11i1nrrlia 7inilri)ler /'1i,gwllr1 "best pi a( 11;11) Elects 1 (i1en1 utunber •1'_01!1), $1 85.00 lot lural govrrnnu•n1s, atacicotics, a11(1 ol'surci stcecl>in};, ilchufin;; lur:,on- • nonprolits; j370.00 li,r priv ;rte sector firths; ,o(I :trruulrlrrLilil) �nr /'..)fin= ncl, c(lliptuc-Ill, nlaiutcnancc, an(1 1 urtorcr: ,llrrttior•rur•)t1 (11111 ,tlurrilrrring in Local Catvn)ttt•111 (itetlt rtctctiher operations. All were ntctbo(IS that f - 1201(i), $23.95. ta1 lion. sta"slarcl Inaclii(- au(I IV- sinter[ i1( improved service c11ality 1(I 8 Januapy 1996 • rcvltit vd calls. gmc•1r111tent ad%isan r(ivaril i, rc r - have t•tul,il Led 1,n illitialires that in- .\1 :1110111 Ilw s:nue tine• 111.,1 flit. un1111c•ndin,g 111.11 lilt- Ihird 14•%Ie•w %4)kc 1w."t anal, "'c•nlcnt Ili acticr,: \(4.1141 (:milli ii %%.1, hilishilig it-,.ut•c} la1,k m hm% 1114. Int,.rrulit,n 4,1 n1i,- ImIli(111aIh Ihww Icktit-d it, ant It 11.11- M%r4.1)iIIg siudc, the Miltuc•,t,ta Icgis- dt•nta•mim (iIli nu, is ar; :u)iit-d in 111 a1 resutuce n1:ulat;eulcut 1111,61, as 1:111114. 4.sfahli,h4.d a 11t-sl plat lit es rv- Minnesut.1 141un1it•s and cilies. ;;r(i11nd\aler 1n1,1ectiott. State ;i u- cie\s 1rr4 >t;r:III in I99 1. (:reateel to I.el;i,lativt auditt rslafl tr ail cd in tics cttrrcatl)• are asillg Iltesc• hcsl "idrnlilc I)raclices Io ,acr luoucy (ic 1n1111ic I)alic} au:111,i: c(indncl Ilur I 1)ractices as allcr11alices to gmerll - I)r'o%ide 1114Aty c•IIc1I ix service AItAiv- civws. The audilul relic, In•acily (ill litcut regillati(Ill ri}atc hllsine5ses. vvv" (4\liactesuta Suaatcs SS:1.971, athicc• and li•etll,:ick Ilont tethnical hw iust:uue, the Nlivacs(ita Ucparl Sandilisi(,n I.), 1114. 1)ruhralu li,ctt,e, I):uu Is r1,n11)(isc d 1,f I,ers4,us \6111 rx- 1111 nl of :1p;rirulnuc: 11as deNclul)ecl 1,a set %ice, pl, ided 11 (otnllies, I)c•rlise in rile 141pir al Maud. Fair in- :111d 1)rutn(iu•, hest I,raclices fur 111.111- 1 ilies, and Iuwn,ltill, in Ow slaw. Tile stallce, in the c11rrent the aging the list- i1l' mach pkint Iullric:nts It-gi,l:uarc lod "gc•d re,lx,nsihilit}' Nil Ic•clalical 1,:1114.1 consists 1,l' wool}• a, Itiuogclt, on cm1)1:u1<ls. 11rsl I)ractices rt•%iv%%, %%ith Ilse Ic;t;isLl- :111(1 local a,SCS4urs and all acmicilli- Silltiklrl1 , the Minnesota l)cpal Iicr andil(ir', ullice, a uunlrlrtis ii cian }vha works %%ith agrictiltaral land nlcnt of Nalar:d Resources (I)Nlt) ,late Id ice 111:11 until then had values. Tllv auditor also Itas developed I)csl naa(agentertt %%o1k4.d (in Iin:11ui.11 :utdil, and pro- e11t1)loys a consaltanl, in this rase a praclic•cs tin• logging sites. In this };r:au 4.�:du.ui1,us 4,1 ,lair ati4.nt i4.,. furnu•r cite a,zesor, wlm call I)rovide case•, Ilse i)NR visits and mallcues .\ local ga%(•rnnit•tII advi,(i1} coup- insit;lll i111a lilt- Sirviigifis aml weak- 14)q silos Io detc•rnlint• 11mv well ('il w'as v"I.1111ished ill tite ,fatale and licsses A& asx•,snu•rtl 1)1 vs alld the owllers havv applietl I)e,t I)rac lv is cllalged %%ill► identiltilig %%hick c:at allm%Vl Icchilical (laesfiolls. tiers and flow clFectivel}• the > rututd- lural services mi-lit to he nniewed. Tile le>;i,l:uive atatifnr p1mis to water is N.-ill" protected. GC11cl ( )a the recollllnendaliun 1,l this advi- evaluate the impact, (if dw revielcs. site owners comply 16111 tlic recoill- 'mily gi ), t11c 14.tiislolkv : ildilm I'lte (fiice Itas scl goals that it 11o1u•s tiu•11d4.d hest practices hcc.lti e tile) 111.1,,( Ii1s1 It re\ic\ , .null and ice illc revi4.elx will ar11iele in terms of rt-ali /c 111:11 1111: aherilalive Mean, 4i,nuol (in 14wal road,. 1Ills inili:11 caraarakin'. s11 :a 4.d A,1,n111111air :1- "last' r4. "nlatioaAdIlleirl)t,lsiuc•s4.s. I)e,f Drat lit t-, revir%% rr,rlt lade, 111.11 titans :luring 1or :11 , "gav4.rnnit•rlls, in1- eileclate winter nlaiult-nance .111111),. Ini,cirtl; kw;ll set ice,, anti iu(re:1sill9 Benefits of tite Review lyicall} elul,race 1'' acliu11s, ill( Illd- Ow ellicic•nl Ilse of lnll)lic resaarccs. Approach rota c err} Ilting It o111 adoplilig wrillvil IW sillw(witlt. 111trse agencies Ilia) have snow l)olicies 11, sl(wilw read ,and in rt'ceivcd :a1d ((insulted' flu• It-porls, Allholig c•XpCI with hest prat- appl iafr Iat ililie,. '111t. Ieviirw de the alldil1,r %%ill Ir\• to 111c•asare the (-I- tires revie%%s i,f local hover1111lt:nt ser- ,t t ihes nose ill :111 tit► e,antl)14., in li•c't of the rev icws. vic•cs is rcl:uiccl)• recent, it is lmhsihlc \Iittlte,411:1 local gmt-1 nnu•nl II1.11 il- ht addiliult 11, lhc• efforts de ,rrihed to I)uini ill st:veral poteulial 11 ilt-tits . Illnalt the \alne (if lilt- 12 recant a11mve, outer \Iinaesola agencies 111.11 should Drove illiportaul. 11rt•adt'd ,(hums. V111 e :u h e s.uu111e, the r4.tit w vXpI.lills what the pl.iclicv i,, dvs(ri11es the rir(1lluslan((, aa(It•,' 1CMA Workshop on Performance Measurement %% Ili( it \1111..., hest, and lists the When cifin:tis ask 1(ical gulernn►enI adnlinisu':uurs to deiuuusuatc: 1111 11.11nr,.11a1 I4.14-piI,mc uuu111e1,1,1 Iv- cflic'irnc•}• and t-li•4.ctili•n4.ss 1,l' serlires, (ln atintinisu•at(irs s3111 rc• 1,4.1,1,1(• \%111,111 1,l lu•r lu(al gr,v h:n•e the h:11d I:r(Is to ans%ver giw.%tii,ns% 1)o ill(-)- rc::tlly know how well 4.t 1x114.111, t .111 4 (i11Ltt 1 I1, leant Mare - c epal'U a lwills re I)erfarnlillg• 111.1111 1114. 4.114.1 It \c• 111.Irnt v. 1(;, \1A's work,h(ip "( wt-ii ntetll WM ks— Mc•asitring mid c\lunitat i ig 1 SCI (11111 14.161 \ 14.ru1111ai•rltled • 'Local Guwcrnnu•ul Services" can 1n•avitle practical :11)1)runchcs to uunli- 11� du roc al :all isur} torit►1; tit(: 1)< rti)rnt:u)cu of local >;avc rnlucnt scrxic es. T] trurkshop is roauc•il, Mlit It 414.,1, \6111 a„4.sin , scheduled Nw March 21, 199(6, .11 l ;illians, Moau11ta. It will he 1:111ght h)• , 1.11,1,4.11% %,11114.,. fur 1:1s:uiun I,ur- l � 1)avid A11111tans, luulisur at the: niver,ity 1,l (a1,rl;ia and altthur Ail* 1,1,11 s, nu%\ is undrl %%,n. 'I his slrld) i, .I(:,\IA's new Practical 1 \Lulatietuet)t series hook .Irrurrrrlrrbility /M 1'rYfiur i4.%% 111,11 i1„t-„11u•nt srt \irc•s rruntrr•: alrrrlrrrrutrwl arlrl ,1G,uilruru� ill /.urn% (;uta•rruurul. ; .11 4. All g:11t1 /4.4l 114,111 (1 11, 11,11111 }, F(w Mare illf1,rntaliun :1111,111 till: wolk"'Imp, colila11 Felicia I.ayall at • as %cell .1s lilt- Hick liten4.ss 1,l 111 a t- In• :I(: \I: \, iii North (:a1,in,l Slrc(•1, N.1•:., Sui1e :)1111, \1'as11intii1,u, 1).(:. 14..1,4.,. fur (1,n1e,1i11t; I,t1,1,t-r1% %:dux- 4 _'(11)t1'_'••1'_'I11, 202 / :;16216, 1:1x `_'U'_' %!Hi'_'- :t;)UI), Inferno 11,igaw,(?ic11)a -twgl 161111,., aad i, s4 114.du14.d fur i-mliple- liotl in 4.ark I! 9G. 'Il)e local Public Management 9 l , • S } -stematie Analysis of Service ncliv- siuul: r.'et ImAiduals %%fishing u, cry. Firm, hest practices rc%ivnN I"InfIc inlpro%e the pcI lorul:urcc of a I,ttl,lic a .'} :,Ivillalic waly of the design and progl:uu err hurctiou call Ic\ivw dc- nu:th6ds of,crvice dcliu•ry acrcx,s 111111- laiicd ,IIggv%IiO IIb on hc,w Io rcat 11 ! liplelurisdictions : \1 :111 :11fcuq,l6yed highcrl ewd% pet 161ul.utev till ough by local Wnrr11111cnts already have its- design, ul:etagelncnl, or t•cluipnl(:ut leractions %6111 their Counicrparts its slralt-gics. "I'Isis library of ideas Ina}• 1' Other localities Ill"High nwoinls am! I,rnsle Some good ••tirsl �.Isali�" li,r c'onlcrcnc•es. \1'hell they %%'ant to learn many innovative devuloputcnu., how odlers are (loing Ihiogs, ho %rev( 1, or what the late,( Wcluu,lof ical ad- Enhancing Conuuuuicatiort. ( ):c 61' a� * vances arc. they 6111 n lack the time u1- the clo%%nsidcs 1u Ilse l sited til:ues's rescxuecs u1 (i,llu%r up oil de tcs (Ines radically decent ,)st(-us of dc:- i lions on their u%%u.'1 hey t }pically tuns( livering public services is the signifi- ..•.`.__:.v liu•tts un the (lay - today mechanics of cant challenge:, posed by Ifle large gelling Ille job clone, al the v.\pcusc: of number of,ervive providers, u, c11cc- il gallicriug c(ntprche:sive iufi,rnruion. live communication about inuova- The. hest practices rcvic%%s progr:uu lions. Stall lateral rouuouuicatiou c•ollecls c•onlpreht•nsive d:ua 611 pai ic- olicu is hindered h }• it lat k of mail r11ar st•rvices and anal}/es Turn to du- able tiucc: or of appropri:uc loutults U__A_L I T Y Icrrtline %%-flat Ill( clli:c ti%t practices arc for discussing i:lli:clivc practices. Best 1 anew Ill(• circumstances under which practices rcvic%vs oller Ill(: oppollu- TIf R O U G H Iheyam flc•st insple11scnlecl. pity to improve ill lcrg6vc:rnutcntill SELECTION communication of clIeclivC manage- Improving the Understanding of ment practices and proflleilrsoking Or over I H years, Munorcl & Assn sdvs has hullx: I fir: Measuring Performance. Wrti sd, sualegics. sucli rcvic%rs put this iu- departuu:uts to select and pro_ hest practices reviews provide it forlualiott into a concise and usahlo mote only the most qualtfiud richer context within which to un- 1 that should ellco11ragc local individuals. O conf:nt valid, dersland Itcrli,rntance information, gc,vcrnulcnt interactions. job roiatod hosts allow you to that is, the outconscs, cflic•icnc•ies, identify caudidales with the basic and cost- 01i•etiveness of public se r Linking Up with Other Manage- a ; skills, kmswludge, and ability t6 nu:ut tilt- riguiuus de:asands o! tile, vices. Per ttus%surrutcnt went Tools. I�ipally, hest practices 1-c - fir:service industry. began will vlkwls to nµ:asure public 6c%%•s may complement other (o61s I.ot us Mall you identify progr:uns ill terms of (lit- st•rvirc•s de- to nu asuring pt rli,rutanrc and (-It '. quality candidat :s through Iho livervd, the costs ol the services, and hanc•iug accountability. Managers i s use of our: tire outconst•s m results actuallt• ob- can link such inivativcs as 6u Comes • National l 'tt'uCight:r Suluc:l ►ors lained. ltc•st practic•cs revic%% :, c'an iueasurcnu ut,;perfi,rusance buclgct- 'I':st (NFS'I') i provide s }stenlatic comparisons of a irsg, :uul heuChina king with first i • National Firufightor St :IuctioII iven n'i, gt al's >erforillanc•c with wactices reviews to provide detailed l'usl /I :nu :rg:nry ( lmliral g I I I 1 i Surviccs (NI'ti'1'•ER15) thou ol olhcr' 411g:uliiati611s that have iufol Ination ou public %(evict' pvI I'm- I • Physical Ability'1'usls clenu,nsualecl tht•ir c Ilectivencss. 11 is mane(• and iutprovcntt•11t. , • )6h Analysis uric thing t6 know ho%: much a :.Side front Iht•se hcnclils, there • Custoutizud l xamivatinns course ell alcohol or drug abuse :ire several other pi,tcutial applica- • Pursonality Evaluations u•calincnt c•6,Is, but if is quite :fill- tious of hest I ;racticcs rcvicws: their. Our Programs mein all Federal other to know tLtc cost ;lit([ otuc•ontcs Ilse its tools to invoke citizvIls further and A.U.A. Guicl: liri v s• of Ile• most vil't-c•live programs and ip the per furut:lice tucasure lilt' III HELPING You saixT T111: BEST hoar iker pn%"uu, act1-lally achieve process, ai& their I,! in rt•, ng4"g _� their result,. inlettiorernlnenca aid Ill ,laces an(( .�Ic�Tld li,c aitics. { & Associates h7c. Creating a Database of Effective Ser- • 309tt'Wo/11c,yl,,nSl' vices. Third, local go%rro11u•rtI olli- L•'rtgaging Citizens in Government t su,l! 10011 vials bc11clil frnnl accts, 11) an cv(a%- Performance. David Alluu6us, sc:uim: CMcjgo, It 60606 1�8ik)3(i7i,919 ing null grow cl:(tab,IU: of bt:,I asoci:uc of the (earl \'ins6u Institute prac(ices tlsetl by ulhi 1-s upc• rating (it' G- mcrunlent, University of Gcor- 10 January 1990 �1 j i•�.• • �� r ' � i ' r t i •,ter r+ I • gia, has suggeslecl that t;osCrntuenls References at ilw lo t :11 les•el should insohtr tili- ill Anlmtais, 1). N. 1995. Ocercon,iog the i, ns 14) rfitrntantc' nuasurcrnirtit luadc.(Illm - ies of 1 lwe )Measure attisilics l4) 1)r4)sidc lung- 1t•rnt 3111) tretu in Local Goveruntcnt: The (:atsc of � Dull fill the pt•11 III(V lut:,sln I.il,rar it's :tncl I.c•istite.Sert•i('t -s. Publirrld- Q�L. nu It1 !)rotes.". 011icials sllu o ttl(I ('rt- Will iAlUlli011 Rrvint sidrr 1)1.i11ging OW ciliic'n more The Aiidil (:onunission lilt Loral, \u - c"uulplult -it• "11114) file loop ()It perlilt'_ lhorities :uul file National ttcalllt Strsict C 11,:u►rc , neaslurntt•nl iofornlali(>11, in F*11glalld alld 11' :des. 1989. Manage- nunl l) a1) crs:. l/ rrtn�iur ;.Servi(rcl :� /ir'1irr11: Stile, ti11g l4)1)irs 1,t Iesanl Io 1n,1>li<� Per/in"u,rurn• Revirm. .\'1u,rhr) i. London• {#, l4) tcls .11141 using lust 111 :u'lites resit ss I Ict' dw �lajt•s1y's Scuionery 011ire. •t • � :•RJ•"t.i� -., . inli,rulatiolt in )uhlic had eel (Itc- O L I h Pio,itla (:ontntission 4)n Go ccrIt it ;_. :;. '��.�' t• lihtr :uiuns t':4)) 1n'uside tiIiiett� 33111- \('rnunClhilill' U, the I'cul,le. I!t!tt,. 7 %1,r :'`: + a film It cle:r,'er 1,itturc of the 14) -14),_ Florida Bellduturl, Rrl,4),l. 'Fallahassce, j utanctr 4)I• local 4)r stalt• agencit's. Flotilla: Ext•rutisve O(lice of slit' Gos'er111w. 1,t 111t (lt:dlt tlgt , In silo,'), I3 to ('ore, ; \11 )( - j 1. IJ.t L (:n•rdirrr; 1,r (:ot•rrt '` hr4);ld( - ll [lit dt 4)I 711 \'4)l \"t'lllelll )trill Thfa Il ir,l,•l lir!/rTUnrl (:4)+1.+ 1. -1.1: Mahn Ar/nill. I2t•1,ort (if* tilt- National 1'erli,r- anti rontern :)haul l4) rli,rinaucr nua" rn:uu't• R(Wit'st•. Washington, !1.(:.: U.S. siuruu n str that this sithi(•t-1 g4)es Gosrrnnu 4)t !'tinting Oflire. liont heiug :4)i insiders' g:une 1)layrd I l:ury, If. V. Pount:tin,.l. K., Sullivan, 4)4)11' It1' :whim- gowl ulllt'ials 1. 1 \L, autl het ntcr, I.., etls. 19911, lue+rr ll :71111 t'I('tl(•(I h'ah't - s, I4) ht•ing a cool Rr•i)o,l: Selvilr• it'r., «t(1 :I((trtpli,hrur)t1 ill( it) h shal tolwc-1 oftili., us. 11r1,a,litg: 111 77nir Has ( :ut1r. All os•ers'im. Norwalk, H QUALITY R O U G TI alk, (:oon.: Gos'crntuental :1c'(ount- • I - ransacti11g Intergm-el•lilnenull Fi- ing Stalldanls Board. S E L E C T I O N \linnt•sota Statutes SS3.971, Sllbdhi- Hance. lies) , I)ta'tire s rerit•ss's also ion -1. For over 18 years, Stanard & - l might Rase iurl)lita,ions fur iutergos'- The National A(:adenry of 1 : \(1- associates has helped large eruur e nt:d 1111:4) ' It I :d llallsli• ' ministration i4) Washington, D.G. 1'Irhlir• and small departments to ' :un1)Ie, :t ,'ase t oulcl he Iltatic Illat 11:1- lurlurukrr. Monthly newsletter. 1 120 G select and promote thousands ! lional (r slat,' gm should Street, NAV., Suite 2150, Washington, 4).C. of individuals with the basic 1)i'4)s'idt iulet;tius'er,tnurncll fin :uui;il = 0005 • skills and personality charac- , transfers to Ic,t;tl j111 i (Ilit'e o1•Ihe Legislaike Audho r, Sutc teristics necessary for a of Millnesoia. 1!)!)t). S'r14)w and 1-'r Cunhtl' successful career ill law atuotucts that )mold fund all (r parr i /ill/ Puldiers R l'irte. St. Paul, \linucsot enforcement 4)l' their o1x•r :itiuns al a "hest rra,•- I Unitc(1 Scues !k paruuent of I.ahor. Let us help you identify tit'(" It sel ral °her 111.111 :u a Iess c Ili- 1995. firs! 15trlirrl (art,it,lt,rnr. Otlicc 4)l' ti, 111 one. duality candidates through the' the Allieric \1'urkl,lat World 11'itic use of our: Slates also could ll-w iufinl)):Iliou WC-1) address: 14))15: / /ath(oa.ill.sair. ;Ihotll ht•sl plat lit vs 14) t Il :uult'1 aid ill ( /(i (I; usco]np.1I,ies,'Lthol / • National Police Officer nited Slates Gt•ut•ra :U 01- Selection Test (POST) a 33:11 HIM ressards lutal grn'(•runu•nts tl . V't • Cllslolllize . I. ,Ilturri;i7�� fur Rr•+n /! + :. \hrlr• / { 1, l F.X:)l11111iillnllS that t urhtate In.t tit es 33111- denuni• lire I ' lh•„Ir•1 A,wi,h- lu+i j4), I•ivhctrl.liutrrt;r•• • 1 ical ^1,i1 slraled t4)s1 till)') Il \ellt'S�. ll II�e(1 111 4) J ob A nalysis 4).111 Rrl4)ru,+. 1\'ashiugu,n, D.C. I)(: I(Cl,url tliriotlsh, this inrt•)Ilitt• (mild he it {;;\OXGi) -113 22. • Personality Evaluations 1)us�erlul inducenu' tit to t•nh :rr►c'c• Unitt•d States Gentral At( 01= Conducted By Licensed local t llic'ien('� anti CI Lt ttise'nt ss, lit 1195. 11e.sl / ')'err /ir'rs,l l411h0rh)/r {',T: A X"It' Police Psychologists B est plat'litt -s rmit lit,ld sill)- .plat 14)r lWltovin(,r Gin'r97U)It'Ill 0 Our Programs meet all Federal . sr.ultial ln(jorix• lit' 1n luort• liot.l. \1'ashingtou, D.C. Report and A.D.A. Cuidelines. conll,let( inli ssilh chic!! GAW NSIAD -95 -I :1,1. ) CI( ttetl 5555;, i ;,l's HELPING Y OU SELECT THE BEST nlanagtrs. anti tilt l.1•Ir !). ll i1t • srrrrl al 1 r. \'Pr'rrlr7'r rhrrrlul' ,ttl, it 1 tan ucl't• lilt- I � 1 ,y, a till:) liseuess of t '1 /t1,• ( :i /i :rus /.err •err• « )rut ,1,r, N rrlr- -- plihlit 1,rot;r :alts. Rtsiesss also stl { t ! — h :1,•u- hrtsrrl / /i1, Polity u•.Irvtrrlt nrtrrnti :a- • gt•sl Iestls 4)l I,er101 to :lllc( - to which lieu bast -rl ill ,ltin)rr•rrl,ulis, Ililt,tr.Inln. & Associates, Inc. hwal g4)s'etnnte'uts c:4)) :tsl)ire ;tu Washington S1. 309 fully A. Ilrrurr' ruurrliwrlrs file hrsl /rizu- W. 0 s(ratt•gies i1- ;u hkt c ly will pr(ldli t: fires n•niewv fin• Me e (iI ire• (f!hl ,Ili),- Chicago, 60606 dw.m. 1)ight•r 1)e1 fur n)allt t lccels. ® ursoln l.r,is/rrlirr :lrrrlilnr: 1 -800- 367 -6919 Pu6llc Management �� , Man n o i a , , r , otth/ (•rut lrll lire-, ,I wv whiih way / ottAl to trail: iota hrn•r" fillrrlAlice uj'(lrc (a•\ uItinr (:4)l. - Thu/ dr/n•url\ it good Aril/ on whirs you it•rcrtt to • tie•/ la, "still the Cot. "I roll l uturh retie it-here, "srtirl.11ir•r•. "Thew it rlae\a'l miller which 11 yutl left/h, "swirl the Cfil. — w lrol fn / tie t s4)nu:\\ I rc," : tlirr rrrlrlrrl rrs fill r.\�,kutrttrn,r. - 011, tvur'te.\tru• to do !hill, "swirl thr (:al, "i� potrorrh uertN, luuti ewntt,tilt r" It :Vick- \\as 11)s1 ill \ \'c,ncicrland, inlagiuc her cols /!."roll .................................... ............................... if* she li,un(1 Ilrlsc•II' in the ulana -cc''s chair at City hall. 01. Th e Path nnalil,� a ruunU 4)\c rnnu 4)t. liul:ly's Inthlic nr.ulatirrs 14)(11. 4)111 lllu,ll ;1 Luulscalic• lillc•cl c6111 hranlhl((I pallnv:l\s I T hat It mliltg s4)nu \\ht- rc , nu\vhrrr, anti c vclp\hvl i4) I,crt\cc•c•n. j Wilk 11 bath .II(,cllcl nl;a,a c rs scic rt% II the c SI:uul still, .................................... ............................... 1hc•\• Mll'c•I\' Will he guhhlc(I III) by the t:txlr,l�rrs (,r the Phoenix Has j nu•(lia. tin tchc•rc• :4)°c• (re tiuin}; 4)u this juurnc ?• 11u•4)ilgh tilt- tllickcts (,t' taag-Ic•tl custanit•r (1c•nl:auls and shrinking ; oi�owec� ,pliant icmnlr( ('l: And ll wl 11 t \ \c g(,lllh 14) g( tllc lvc I • I • ;lke c(inlftm 1 in knowinti llull it is (lit- • • (r luiialiml ...................................................... �+ I 111.11 nanl nlant -t1wr Illr(,ugh this \\iicicrurss, It()( Ihc• J Frank Fairbanks nl:ul :1�(r :114)uc..\ nl;ulae;c l issurruun(It•cl h% (l)icns, Iltul- thc(Is, 4)r (\(•n 1h(111.an(Is 4)1 iutc•IligvIll, ilium i\'c I,llhli( ( nll,lnvec .. I lulu r:ll,ahl\ :r city '4)r r4)llnt\ uu,\c`s lm w\ll tl (It- l4) tills 4)/,4)11 Ih( allitu(!t s ;uul \;sluts (i(•\c•I()lit-d in (llt- i \\4)1 kli,rc(• an(I ul,un the kin(ls 4)l rc•I .1timiship.s ;t mallati(•r • c.m c•slat,lkll ;(ulna;; ils au•nll,c•rs• 1 i I 12 January 1991 ••I.w.e �.• j� -- Where Are Local roan•, or li:\ycr, tax (lot lilt spent. Governments Going? - t' aE Pucus ••run )s tout u,xr(l o - r 1 j.'� , n 1 1 I \•each local govcl.onu•rtl nntst scicc' t t :-�.� .' Uaucrs arc oscct rootillch• it) (liscuas its own direction, I'hoe•rkix Itas in- :'•_ 'y t ') their per(.cptions of tike (Iuafit) of vohcd cntl,lu \cis lit selling its orga- 1 1 Service 111c)• arc: rct fruut city uiiational goals Iht•oogh a vision pro q rt (lcpartutents• Foots groups allot • ecss. \11(1 so, (:hcahirc (:al, the city .� '� � t t yet•yapccific, ill - depth lectlhack 11 wants togo down Iltc path on lylrich: t ctistontcrs with real experience with are specific goals of a uuutager's vi- our programs. Coiltiiltting programs Sion fo (:ustunkt t a (•t,uunnuit • hccansc: nu:a- are .. r n•1 \•'r • ink nov • I (. Is Inkprov(.d ) I o.ol Ihrout,h this Process, cuuNI;IIII surctnctkt is intport:urt in itself, allot it all(! lim ones are licl(l-tcstc(I lwforc • Cu\yorl(Is, cleutecl officials, allot is intport:uu to achieving several of implementation. the o onutuitlit}' work is :.1 wan). the odic►• goals. \Icasur ato For is crit- or cx:unple, 6clorc Luutch a ing • The sc:o'cl5 Cur cost cfliciett(ies cial in evaluating customer satislac curhsi(le recycling prograto it fety ncvcI slops• lion, cost elliciency, and cycle time. years ago, hottsellol(l srll s cliscot'- • Slut incastu•cntcul is fill. front situ )It'. cr •(! - , I )o c s nu :!Save ;uul care. ahottt I � that :S I percent (�I' soli(! \tasty rile results of the it wok k. •1 hcrc ;u•c it val iety ol' things t(, he custonkcrs haul little or no interest in • 1:nlplovccs do the right things- nttasorccl anol it tat icty of \y:t)•s to pill in Ilkc voluol:u•v clli,rl. • 1•:111pll,)4-c-s push fi,r likstcr action tncusilrc• Ih(•ui• \oleo };iti:tt p :uticip :u ion ►evil cuulcl uul t'ctlurcd eyrie lieu's tluuugh- The pert nu•asuccnu:nt have threatcnc(t iltc success ol tilt out govcrnnu•Itl, sysi(•n1 ill Phocoix is licit I,otlt to our emir: progr;utt. • Ovcision making is prlshcct IO the crutotrters :ua(I to our employees. So, through market research, tits: low(st possihlc levels. grunt -lice While Ioctising aitcntiou results, stafl to allot le:ll`rtttl Gout cit- c-ntplo\ccs LitO\% Iht p,h better Ih :ut wt': have heat carcfol to su-css That iz(:ns. a "g :uhologist" Croat rite llni nl:ukagcrs anti arc fill more likely to the 11wasorcntcnts arc not cn(Is ill vcrsity ol .\rizooa sifted through • kiimv of wok k : inkprovcnu Ills, thcntsclvcs. I'crli :kncc — ut,t coo- houschul(l soli(l wasic, pl a • htslrurtiuos alt. not issturd front ;t wok —is tike key. The iii)' atlenlpas to tuulcutaiu of itdorttt atiolI on [lie re- c•trtn al couou;rtt(1 host. sybicrns cre;uc alt cll\•irunou:nt OI *vxrcllcrtce, cycling progr:uu the city soon hope(\ ntttsl I)c (lectuualiic(I to lit (liv(•I-se rosler(l I)y an at•oitl :llice of nte(ilcss to market. Customer ft)cus groups operations. paper slittflling ;knot hureaticracy loict what woul(1 motivate people to • The skills uC all crttployCes ;ufe whenever possihtc. This isr ao iulpor- reryclr ( "Saying pl : \olerican tappet!. The person who cats Ihc! hut( point: ntcasul.ctnettt S)totll(i Sitp- resources," "crating . lobs I•or the grass in tilt- parks' tray have a port other utanagcuaent : goals allot pour," etc.). I'hocoix's costoiocrs uni(luc idea dial will improve Ill progr;utts, out ranilcrntine them. prescrihett tike size, shape, anlI color Safi ty (&swing sets. The s)•stcnt's three primary etc- of tike oast\ containers (lie) would ac- • Ever 'ot meats are ctistootel Inca- . u ah\:n's l.(•t ce )t in their kitchens. '!•ht' 1 u(nkht.rs that tilt I . ultiva ;rtc success drpt'nds up(5It the snrentcnts, contpctitioo /.conkpari- to proposc(f priutc(l materials, par - salislitetiott ufrttstonacts sun uac :asur( uacuts, and resells ticipatrd ill pilot prugrauas, asked ntcasurcntcl1 IS. (Iucstioos that ha(I [Iot hccrt contcnt- (>occ utanagcrs hear figured out, pl;uc(I. Rvcausc tilt cntirc• recycling their cicstiu ;tours, tlu•\ \till live(I to Customer- Focused initialivc was built alorrnd the prcli r- select a p ronsuuc► ant :utag( MeasurelljentS coccs of its clistonkcrs, t'ho(•t►ix's Incni arstcnl —that \till get thcitl clu hsidt program to(Illy reaches 1. ilte•r . Ih, nut he al'ti(I to cxpcl.i- • race 1985, ! hocnrx has cunductc(( it 1.1.5,000 hooschol(Is, with a 90 per- 111CI hi :uortl :d cotiuuonit auit c 11. ticstcuks and ) 1 uci spry(• •, rent );u'ti(•i ):uion r:u c. toccsu•:s tha } I 1 1 I pronkot(• a lo(alit)'s g( sho111(I he• which is adutinisttrtd by a probes- Whell citizens visit ally city office cnlhlacc(I; iho,c that Ito noI sholtltl signal opinion rescarclt lirnt. Oc- ur scr\'icc cotullcr in 1'luu•oix, Ihcy . 1w (Itoppccl. sign(-El to llit.psttic ill• plibli( s :u is lint) :1 I :ogee box lillcd with bloc iar(is litction with ('ach of'ihc cit\'s nl :ljor rca(iing: "fill : \rc ()or Cttsimilcr: (cticcs, Ihcsc ,c :uisliralh \ :Ili(!, ran- I lots Arc Wt. f)oing mw vs slip • Measuring Results Is a Hey clonrs :uoplc Icicphooc boll, ask (iii ihcir couuncnt C.Ilds ioto rile ht,x or Strategy and Process iota to talc service (unlit), It, r:ulk is- mail Ihcni later I (lit) st ;uop licccs Mv;lsurin•• an(1 r :uio„ about results Slit's in ituport:(n(c, au(t to tell the sar)'), gking valuable li:(.•(fl)ack ()it ;, } city st :tlfwltcri- Ihcv wotild like to see city oper :pions. Ofien, they cite tike Public Management 13 I • In„ilitc• assi -aam c tbcy have rccrit'cd cnil,luyccs Iltat tdhcn the I,rit'alc roil- c':ot result in pooccr , e:rliu'11tat; I It om inclit idttal cntl,luyccs, mill uac'ts came: 111, lot rctacttal, tl,c ol,cr- (:real (aic is takcta out to allutc Iht•,c kodu, arc slr.uctl (l11ickly with .ours rcdot-t•tl !heir share of Ihc rct- tocasutitig ,tit k to stta ottl inut tile,( cntl,lo�crs' cullc;1glics. cnncs, sat'illg t :axl>:aycrs -378,000. lice I,tactitcs :intuit,; cntl,loyt.t.s. bttc1 11 rus►uutc•r saIi.. iIcIiuu also Otiler (\mink!(-, hat'( include(!: Jince t!f!lU, results in( {icaturs 1,. is stildit-d 1111 a cityaidc basis. Are dc- been lusted in 21 of _5 (Icparunc, pal Itnc•uls g(.Itiltg their money's • ISM• I1to the sired lights Iridicatursli , rusu11c11stu11tcrsati s l I north liruni the otbc•r ticlr,trintcnls, Iron, a local utility, then runuat•1 lion, cost, c)cic tiuic, : ;tul uiissiun. �. ur cotdtl !,chile olx•r;ctors ullcr it ing ttitb the wool, :uiy for installa- nu• :isn't rc•stills, Ihc held. t a no,r+• clliticnl ol,cratiutt 111tc•rnal lion :11111 uiaintruauc c,f Ill(: sys- st-arch dcltar[ntc11► utouitors I ; settler (lualin• (lucstionnaires:uul ill- Icut, 1'hocnix Itas sat•ccl $7.8 bucl>;ctrcl scart•irc Ict•c•Is against act j, It - I I l faros gIIIIIl,s :ur crc Ii Iv( I ttitlt million ut a nirar -yell I writ d. Iwrfi,rut:urt'c.'1'bcn, rust IIIs I tcam rcd11cing rc•slu,nu: Bites and raising; Ctistuclial scrticrs h:iudlcd by out- nu•nts arc includt-d in tits moo cus[utucr sati'd'actiou Ict•cls iruide sick tcntlurs since 1979 bate saved budget docuticnt, \%Mich corailra iltc or}; :11iu :11ioil. another $12.2 million. bast, current, and fuicu'e Ictcls, a any sigilifir11lt deli :ciious' are t :1 Competition /COmparlsOn ('ontl,ctitiuu is Ili(: bust tt;t to cu(! ss- in iltc n :u portion of'. n Measures rc•;tsurc co11il,t•[ititr costs for icicnli- dcl,arinu nt :al tvriu• - 111,. ' ( sc•rticcsi All utltc•r cos[ contra• •I'lle trolk of all exc•cttitc•s :( 1'bornix was one of the first cities to isunsmrc 11l,l,roxiniatiulls.'1'hc lilt..-tu- middle ntallagers is 11aeasur a : cunal,ctc against lu hate c•omlt:utics, (late cost slayings / ac(iidalice Iron► through it f,ri fi,rnrrucrr• lit 11i - m-nit•14 1 tlarutlgll m st. ;dell bidding process, fin• these 1)1 has anauttttted to alp graut, a sy'slcut hascd on maim 'lit Ill of pt-rionning munici proximately $35.2 million. nicnt -by objectives that allows suill f pal scrticvs. Fre(lue•11tly, the: ( is Phoenix currently is invulvud ill define duality (d work and then credit(d tti[b being a piuncer in pri- all ICNIA sl>unu,red pilot ltrojcct li,r Irro(l11cc: it. TYinf;• conillcrisatic,ri ta(iiation, Ina Illm really is not the [bc 1't- rlin'ntaau'e Mc•asurenicnt (:()It- perli,rni:tu•e, the program is a 1,( • +; came. 1'rivatizatiutc occurs tche(, Into- surtiuna tthose t;oul is 14) shale infer- crl•ul tool fur inil,roviul; the m:uta i lit :tt;rncic•s simply 1111 govvi ma[ion :uul to idc•ntilj• "hest prac mcnt process and city lacrli,nnan ul (rations MTV tc, p ivme ronipa- ticcs" anuo g 37 I,m'ticipating cities. It also strengthens couununicatiu ?' nivs. That is not tt•ha Ihis city clots. It 1'Lc ate asnres will be i[sr(l to lin(f sit secures a better cicictimtioo of moth conilu•[es for routtacts and them perior sysictits that then call he alscd it) and improves the decclolnu( ('310tiliv monitors [lit- lu•rfin'ntau•c•, by otbe r loc:t) f;utrrniau•nts. Fur us- and ctaloaliun of mail:( tiers. .i ' I ttbe[hcr the stall' is I,crli,rnaing tilt- ing ()It police, lire, ncighborbood, Monthly costs and scrvicc: rear a : service ur suno•onc• else is. :11111 support secures, the prourau, (i,r ct•ery departutcnt are L,uhlis(, +' It is Ihc• c'ompt-thiura that kvvps will enable these local tiovcrunu:uts :uui disirihowd throughout the or a { staff no•nthci :s on (heir tuts avail 1116- to c'omlrur result; with other locali- nizatiun lot (racking mull cotiilaaris Inatelt bcucfits the tasl,avcrs. Since tics of dial, :uablc size.: ,Voss i1Idit-a- IMI hoses. 11' ni:uctt;e:rs :11 c 1111MV, I!17!I I'hornix has re :dizc cl nc ally tuts dcvc•lol,c d thrott-I'h the consor of their scrvic —up to the utim ( 30 million ill cost savings. /avoid- limit arc idt•ntiral or similar to those and down to [ht- dollar —[hey ( :uo'c thtoot h its rollipc1itive pro- drtelol,cd in I'hocltix tucasorv- possibly ioiln'ute ikon tht-11t. I,os :tl I,tor(•,s. 11 \could out ha c• \tent scsteni. 1'hucnix re�11l :illy compares its s :net! a dins( tcithunt the 1 pal [iri- stilts tcitla those of 10 standard stir pal ion of -Ill p1 tc•c•s, tclit detiscd the cities in tilt- wt-sicrit United Sul Results Measurement i su earatlitac-d ststt-nts that rut: c'osls that have like populations (ranl;i: F�/ amt ccle•b1 ticturics tthell the Nicasuriut; tilt- "bottom line" has From •100,000 to 1.1 million). All ri,nu: acts teen• lion. lunti been a Islamic•( of local l;ovcrn- these benchmark cities have Cntln( Ik•1,-.aruucuts. h:ne IMIlld tt'itys to nn:nt. Systcnaa[ic nu•astarenteots first manager forms of ;ot'ernntent a hill )1 sctticcs by ronil,aring ihrna- wery ttsc•d in I'huc•riix in a ttvrk Stan- f:(cc ('hallcny;cs sitiiil.11 to those tl +SS sch(s loth the pikate scour :uul lards pr(it;r:tnt that hc•".4;11i in [ht- 1a1c Phoenix confronts. 1. fiat king [ht- satinl;s. I or ex:aaul,le, 1!)litts. Result, nu;isurecuc nt st :utcd (:urrc illy, I'hucuix's !iii :uuial >. Ihc pi shot-, m [hrcc of I'lioenix's It(•re ill Ihc laic I!1?i[ts and has hccn a tetra is heing upil ucd to iicilnut'c It r n t(nioit ip;d golI' ro11rses :11 e• opvlr gi :u rhallcne;c to tilt. I.ity. 'I'hc ant- ability to track (alit costs. The i mild I,t Isaitatr collip ;uties. Bill tlae thor lirntly he•lictcs th:u sill care ssit'c bul,ia 111 he able to tack these: (w ; l• futntla teas so tt•(:II ot,11taut-(l by rite locus on actitity nac :norc•s :utualh plus pCif'orn,aocc and rostonu:r - t 14 January 1 • artitin, It} It- :uus ol'rrrtts :uul the a unions ht-gall l 1u Iislru it) c• ;trlr tither. Give sfalli:n Ills: auihoti(y, through Ir1 set tilt cunllu•fitioll anion!; tc:uus. 'lllcy unit( I to consider etctymic's dccenualiztition, to take a I:ogcr ideas for relimilig costs. Allollilf till spar! (11" ••ott•n(:rshil)" ill their ser•ir! Some Cautions irltt•mled conse(Iuenrr teas ilia( woi k- counters, tltcir tt'ol k crltts, or Ihcir !rs nut iuvoh"!d in a c•onuacfcd aura daily Itatculs. Offer tlicut it tisiurl ol" !till again, Iv[ its out altos! u1lasurc saw dial if' tlu•y did not cutiurtil costs, where [lie„rgallizalion is headed and ntt•nl. tilc• of Ille most fi llitf ll !1- o they to cou lint( ld ILu:nlschcs ill .1 (d tile roll: ill(:). will play ill making forts to I on mprot'! st•rvic es canuol be competitive -hid clivironnu:ilt. the city or couuly a bltct' !dace in tlttantilictl c:lsih. C.Ill tint• coli11l 111! INIallagcrs ran monitor alld sfinlu- %Vlliclt tit live. Illllllhel' ol" ti11les an etuptlolcc ((-tills laf! Ilic ( - ol - Iml- w colour to.tuuvc in Ket-l) in Mint! that 11rtasurinre•u( a s, 1111)a11 Ietic eau to :c (iIiwII alit( h ;is dtc direction ofrxrrllenrr. 10, I:unil syslenls ill) nol havc value in Ilic•n1- a MAVite colllpklinl% All (it' Ihese iariie rnip)luyees with flit- posit- cle- sclvc•s.'Illcir t>;ortll lies ill dIc illipact stn ;ill Itractires combine on .1 luulian nlcnls of high - tpu ;pity scrvice, then illcy have on ille ot,gailizatiun and in Icvel to I)rodtice hiy;lrtlualily results. slant) !tack and Ict milkers achieve their ability to crc :tc :t tvttrk envirou- Dc6ces or 111allag(.111enl tcrlt- then). Provide the tools alld u:chnol- aunt tlsrt reachcs tint to cttslotitcrs ttitllIcs Iltal art. 1)u1 into !dart• %Vill rip ogy Ih:t will lostcr conlul till ic:uloll and colleagues ill a positive way. I)le throutihout an oig.oliiation, IlInvard, (lotrntvard, and sidc•tvays Thlu, rest ;lssurcd Ihat wiper! Ills smilt•tilues I;t•nt•raling tulitltt•lldi-d duolighout flit- orl;;ulii ;(bull. As ills Alain I Luger alai flit- A1.11 - ch I [arc consr4lm net s. Kcvp an viv till 111t•st• ltrincilr,tl conuuuniraltir, a local gov court• arollml 10 mess tilt [lit• lea side lili cis hrc :ulst' Ihr, 111a, sp ilml !1 tit :Mauer ran see an !x.1111- Iml ', a (11iick-thinkiiig s(aIT tt•ill Ii :I�•c light r mitliliuual Iwilt•I"ifs or tin Ille by getting out of the office and everythiul; untilt c•tulu'ol. tV;IIII (I fill moil. liecotiling I:uniliir with staff ntcnl- For exarlll)1e, ((•hell I'hocnix Itcrs ant l I heir ( necds l•rulik !•itirhauks is city Hifill(Iff(T u/ sCUrtcd tt'oi k s midards in thc• I Wios, and ideas. l'luuwi.r, .l hmm. flit tvoi krrs saw 111! st:uttlill'tls as • I)Ililusop,hic ;llly oI)p)rrssiv! tpuulas inr [] =•= PTI PROGRAMS = � -- == 21 H I)osrd 1io111 above, ever! Illoligh they clearly 1t'ert allaii,ahl ilia -d e to Software You need... - t;t•lher ((1111 Ihc•ir uncoln'inred stn - ,)e1',isncs, (yeti! wor fit oral file At Prices You Con lWard ststenl. 'I ht t' used tltcir cl to :11, die 1111111 n ii. W tllttila,, alit( subterl Ihr`ststt•nI. 1\'o1k 4luality From Public Technology, Inc. (PTI) and di•clim d, ;111(1 flit'- t,mk iiniis roll Ili) Stream International Inc.... lesp olIsiltilill I4.1 cost rt•ducliorl or ttork iml,1-tit(-1m tit :5lamlaid" Ite1- PTI and Stream offer special pricing and excellent 1;11 III;III(t• %%.Is at 1lirvcd, 1)111 114, illl- technical support fog over 10,000 IBM- compatible Illm c•utt'rt1 t1 " :1s 'floor!. and Macintosh software titles and associated )tiler, Illoct' Itosilitr lnraslirt hardware. Agency employees can also purchase 111rlll htl,ltidm is t ai;1e 11 o fill- 1)id- products for personal use. dn1t, ul 4 mitt ;14 1;. !jt•!':III,I' Plliw!lix i, it lair k Itllit ;Il (4i /mit4n, 111;Ina Government customers seeking more information 11'` bl.mlyd Ilic li)lioil, alld t,olk- about the PTI /Stream agreement should call rl I4)1 high ct „1s mill Im; pt•l -for- 1- 800 -888 -4486. n)a %%Itill Ihr Ill tions ti an tturkt•rs Q == ABOUT PTI `= blame(► u1.u1,1r1uent. •I'ht• only Illinl; To place an Order, call lilt' m4l Ilallics .1glerd o11 %% ;Is that 1- 800 - 808 -1944 and ask du snlu I,is44t., lu It>rt'11 fhr111 (,ere for the PTI Master: �\ lit•11 Ihr lint lust' t onlr.tcls. htitt'_ Contract PUBLIC I TECHNOLOGY, INC. t'tt'r. rrrr)4urrlr.uurd Ilea there tt;1s Is the teclmol000rganization • uu "fhrnl .uul Its” ttidlin [lit- rii,•. t• :i of ICA1A, NLC, and NACo lhcr c•vrnunc• thus or cvcrvunc• lusts. \1a1,1al;ers, scipe Iiisors, wm.krrs, and _ .._... .... Public Management 15 3 City of Brooklyn Center A great place to start. A great place to stay. • To: Mayor Kragness and Council Members Carmody, Hilstrom, Mann, and Nichols From: Michael J. McCauley City Manager Date: July 11, 1996 Re: Manager Evaluation Materials Attached please find materials relating to formats used for manager evaluations. The Brooklyn Center form was developed by the council and Charter Commission. The other forms were obtained by Ms. Gohman from other jurisdictions. These forms and the materials from Carl Neu are standard formats and use a basic numerical rating system. In evaluating department heads, I have used a modified format that does not assign numerical (or letters equivalent to numbers) grading and uses a narrative review of specific goals and general job duties. The performance review is then based on articulated specific goals and whether they were achieved. Goals include specific projects, general duties ands ecific areas of job performance improvement that p � p p had been identified. This format may be too cumbersome with a number of persons involved in evaluation. • Attached a Q also is a copy of my employment a Section 4 of the agreement is the paragraph relating to an evaluation. That section contemplates an evaluation on the general duties of the position and written goals established by the City Council. Section 8 B) relates to the review of compensation. Enclosed also are materials on compensation surveys conducted in the Metropolitan area. While the salary for Brooklyn Center is well below the median, many of the higher paid managers have been in their respective p e communities for some time. For example, Brooklyn Park, which is larger than most cities and significantly larder than Brooklyn Center, is paying their manager a starting salary slightly below the median of cities smaller than Brooklyn Park. In compensation negotiations, the median may be a target over a period of time. For 1997, I would request an increase that would represent a percentage increase similar to what might be expected to occur generally and some increase that would reflect movement in the base salary itself while keeping the salary below the median. • 6301 Shingle Creek Pkwy, $rooklvn 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 City of Brooklyn Center City Manager Evaluation Year RELATIONS WITH COUNCIL (Circle One) 1. Written Communication Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 Effectiveness of letters, memoranda, and other forms of written communication to the Council. COMMENTS: (Circle One) 2. Media Relations Above Meets Below' S tandard S tandard S tandard • 9 8 7 6 5 4 '3 2 1 Presentation of thoughts in an orderly, understandable manner. Keeps appropriate people informed. Talks to people. COMMENTS: (Circle One) 3. Availability To Council Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 Is available and acts on Council concerns and suggestions. COMMENTS: City of Brooklyn Center City Manager Evaluation Year • .::RELATIONS WITH COUNCIL (Circle One) 4. Communication With Public Above Meets Below Standard S tandard Standard 9 8 7 6 5 4 3 2 1 Effectively presents the Council's position. COMMENTS: (Circle One) 5. Sensitive to Council's Needs Above Meets Below Standard S tandard Standard 9 8 7 6 5 4 3 2 1 • Ability to understand and meet the political needs of the Council. COMMENTS: City of Brooklyn Center City Manager Evaluation Year - ADNIINISTRATION (Circle One) 1. Employee Development Above Meets Below S tandard S tandard S tand' rd 9 8 7 6 5 4 3 2 1 Ability to develop subordinates talents to achieve high levels of productivity and foster rofessional p and ersonal growth p g of employees. COMMENTS: (Circle One) 2. Supervision Above Meets Below • S tandard S tandard Standard 9 8 7 6 5 4 3 2. 1 Ability to direct and control employees in an effective manner to reach desired goals. COMMENTS: (Circle One) 3. Execution Of Policy . Above Meets Below Standard S tandard Standard 9 8 7 6 5 4 3 2' 1 Ability to understand and carry out the overall policy, laws, and philosophy of the City. COMMENTS: 3 City of Brooklyn Center City Manager Evaluation Year Z DAl ISTRATION (Circle One) 4. Budgeting Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 Ability to supervise the development of a yearly budget. Effectively use the budget as a planning and control aid. COMMENTS: (Circle One) 5. Reporting Above Nieets Below • Standard Standard Standard 9 8 7 6 5 4 3 2 1. Ability to deliver assignments and carry out responsibilities on schedule. COMMENTS: (Circle One) 6. Manning Above Nieets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 Ability to plan, organize, and maintain a process of establishing goals. COMMENTS • City of Brooklyn Center City NIanage Evaluation Year ADNffiNB RATION (Circle One) 7. Leadership Above Meets Below S tandard S tandard Standard 9 8 7 6 5 4 3 2 1 Ability to motivate others and to obtain optimum results through others. COMMENTS: (Circle One) S. Follow Through Above Meets Below S tandard Standard Standard • 9 8 7 6 5 4 3 2 1 Demonstration of skills to accomplish work assigned by Council with timeliness and efficiency. COMMENTS: 31 City of Brooklyn Center City Manager Evaluation Year REL ATIONS, WT' 'H EXTERNAL ORGANIZATIONS (Circle One) 1. Community Relations Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 Ability to effectively interact with all segments of the community. COMMENTS: (Circle One) 2. Media Relations Above Meets Below S tandard Standard Standard 9 8 7 6 5 4 3 2 1 Ability to skillfully represent -the City to all media forms. COMMENTS: (Circle One) 3. Intergovernmental Relations Above Meets Below Standard S tandard Standard 9 8 7 6 5 4 3 2 1 Facility to maintain :a positive relationship with all governmental agencies. and surrounding municipalities that may enhance the City's plans and programs. COMMENTS: i • 3 City of Brooklyn Center City Manager Evaluation Year E: _7 RELATIONS: WYM EXTERNAL ORGANIZATIONS (Circle One) 4. Professional Reputation Above Meets Below S tandard S tandard Standard 9 8 7 6 5 4 3 2 1 Ability to function according to the high ideals and ethics of the profession. COMMENTS: City of Brooklyn Center City Manager Evaluation Year SPECIAL CONCERN AREAS' (Circle One) 1. Delegation Above Meets Below Standard S tandard Standard 9 8 7 6 5 4 3 2 1 There will be a continued need for strong delegation as employees need a clearcut definition of what is expected of them. Equally important ortant will be the responsibility for regular follow - through and accountability. COMMENTS: (Circle One) • 2. Hours Of Work Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 It is understood that the position of City Manager will require extra hours in the way f Council meetin 1 ' Y meetings, planning commission meetln s League meetings citizen group meetings, etc. It is agreed that you will put in the extra effort and time to get the job done". COMMENTS: (Circle One) 3. Participative Management Style Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 In addition to involving the other department heads in your decision making, there will be situations where executive action is needed and you will be required to make independent decisions -- right or wrong. COMMENTS: City of Brooklyn Center City Manager Evaluation Year SPECIAL CONCERN AREAS (Circle One) 4. Practicality Above Meets Below Standard Standard Standard 9 8 7 6 5 4 3 2 1 With the widening of the scope of your management responsibility, there will need to be expanded effort in communication to all employees, at every level. COMMENTS: (Circle One) 5. Organization Above Meets Below • S tandard Standard Standard 9 8 7 6 5 4 3 2 1 At your suggestion, there will need to be improvement of personal organization. Establishing and maintaining personal and City priorities will be one of your primary responsibilities. f COMMENTS: (Circle One) 6. Teamwork Above Meets Below Standard Standard Standard 9 8 7 6 5 4 '3 2 1 It will be necessary to establish a strong "team : oriented" management philosophy. Employees should be motivated through goal oriented leadership and coaching, not consensus or a totally directive approach. COMMENTS: i CITY OF MINNETONKA • 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 for implement results of the evaluation. t 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 eight 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. Eight 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. • 1 Explanations and Directions (Continued) �ating Symbols Rating symbols are used to make the assessments; and these symbols fall into three main categories: E = Exceeds Expectations (performance has been above reasonable expectations) M = Meets Expectations (performance has attained a level of reasonable expectations) B = Below Expectations (performance has been below reasonable expectations) To allow for further refinement of these assessments, each of the three categories can be indicated with a ( +) or ( -) symbol. This allows for a continuum of nine rating categories from B- which indicates the lowest rating to E + which indicates truly exemplary performance. As indicated earlier, without more precise definition of the term "expectations ", it is possible that ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of performance standards is used. It will be noted that in connection with each major area, a performance standard is stated, including the conditions that have to be met in order to decide the extent to which "expectations" have been met. • t 2 • EIGHT MAJOR AREAS OF RESPONSIBILITY I- Organizational Management II. Fiscal /Business Management I11. Program Development and Follow- through IV. Relationship with the Mayor /Council V. Long Range Planning V1. Relationship with Public /Public Relations Vll• Intergovernmental Relations Vlll• Professional /Personal Development 4 • 3 I. ORGANIZATIONAL MANAGEMENT Responsibility *Plans and organizes the work that goes into providing services established by past and current decisions of the ouncil. 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 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. *Supervisory techniques motivate high performance. *Citizen complaints are effectively resolved. *The organization is aware of new trends in technology. Rating (circle one) M+ 7 M M- B+ B B- 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) • 4 ll. FISCAL /BUSINESS MANAGEMENT Responsibility *Plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. O Plans, Plans, organizes, and administers the adopted budget with approved revenues and expenditures. 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 data 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 (circle one) E+ E E- M+ M M- B+ g g_ 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) 5 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 suits 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. e Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. *Plans, organizes and supervises implementation of programs 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 (circle one) IL E+ E E- M+ M M- B+ B El- Comments: (Observations of Evaluators) Suggestions for Improvements: (Specific area(s) that need strengthening) F 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) • 6 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. Establishes 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 Standards 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 (circle one) E+ E E- M+ M M- Comments: (Observations of Evaluators) • P 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. di 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 (circle one) IL E+ E E- M+ M M- B+ B B- 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) • 8 V1. 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. * Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. eEstablishes and maintains an image of the City to the community that represents service, vitality and professionalism. GEstablishes 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. eFeedback from the public and the community leadership is positive. •City has good image with comparable organizations. *Ability to solicit and use feedback from the public. Rating (circle one) E+ E E- M+ M M- B+ B g_ 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) 9 VII. INTERGOVERNMENTAL RELATIONS •Maintains 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 (circle one) E+ E E- M+ M M- B+ B B- Comments: (Observations of Evaluators) la u estions for Improvements: 99 p ovements: (Specific area(s) that need strengthening) i 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) • 10 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 innovation, imagination, and decisiveness. *Synergetic techniques are fostered. *Continuous professional personal growth is demonstrated. Rating (circle one) E+ E E- M+ M M- B+ B B- Comments: (Observations of Evaluators) lo uggestions for Improvements: p ts. (Specific area(s) that need strengthening) E 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 • CITY MANAGER PERFORMANCE EVALUATION 600, -n UQ l ley e of City Manager Date valuator (Circle One) Above M eets Belo RELATIONS WITH MAYOR AND COUNCIL: Standard Standards Standard 1. WRITTEN COMMUNICATIONS 9 8 7 6 5 4 3 2 1 Effectiveness of letters, memoranda and other forms of written communication to the Council. Questions for Thought: Is the Manager providing the Council with adequate information to make decisions? Does the Manager make recommendations on issues as often as you'd like and in the manner you'd like. Do the Manager /staff recommendations seem as thoroughly researched as they ought to be? Can you think of an issue where you were not comfortable with what you knew about the issues as opposed to not liking the recommendations /your choices? Does the Manager have and maintain a system, written and /or oral, of reporting to Council current plans, activities, events of the City? COMMENTS: 2. ORAL COMMUNICATIONS 9 8 7 6 5 4 3 2 1 Facility for presenting technical data and other information in a clear, concise and understandable manner. COMMENTS: • ► �j° FO81 -IY" brand fax transmittal memo 7671 d of Pages f' Co. Dept. Phone .1 FAX a Fax 0 -2- bove eets F Below • Standard Ctandard Standard 3. AVAILABILITY TO COUNCIL 9 8 7 5 4 3 2 1 1 Ability to maintain availability to the Council COMMENTS: 4. COMMUNICATION WITH PUBLIC L98 7 L.65 4 3 2 1 Ability to efferti.:vely communicate the Council's position to the public. COMMENTS: N 5. PUBLIG RELATIONS AQILITY T 78 7 6 5 4 3 2 1 Ability to present and handle oneself in a pro- fessional and courteous manner in dealings with the Council and the public. COMMENTS: 11iNISTR�IT ON 6. 'POLICY FORMULATION L8 7 • Ability to recognize problems, develop relevant facts and formulate alterntive solutions for Council action. (Continued on Next Page) -3- • (Policy Formulation, Con't.) Questions for Thought: Is the Manager only approaching the job from a day-to Council objectives? Can you thin k broad t effor Council objective directed toward broad which you feel is understood by the Council and Manager as such which he is /is not managing well? COMMENTS: bove eets Below Standard Standard Standard 6 5 4 3 2° 1 7. PLANNING 9 8 1 Ability to plan, organize and maintain a process of establishing goals and monitoring and status reporting. • Questinns for Thought: Does the Manager even do this and /or do it to your satisfa COMMENTS: 9 g 7 -6 5 4 3 Z 1 8, FOLLOW THROUGH Demonstration of planning and organization skills in accomplishing work assigned. by Council with dispatch and efficiency. Questions for Thought: ; Can the Manager be depended upon for su stained, nrtou follow �through o when easked1 ,.to dosum responsibility? Can the Manager be depended p o something? Can you give an example of when he didn t, • COMMENTS: -4- ove E 65 Below Standard Standara 0 9. LEADERSHIP 9 8 7 3 2 1 Ability to motivate others and to obtain optimum results through the efforts of others. Questions for Thought: Does the City manager make the most effective use of available atalent o get l the work done? Via your feedback from the organization, is he Y d as does he need to work on his intraorganizational image and relationships': COMMENTS: 10. PROBLEM SOLVING E98 7 6 5 4 3 2 1 Ability to resolve problems under strained or • unpleasant conditions. COMMENTS: , P 11. BUDGETING Lq9 8 Ability to present an annual budget with sufficient documentation in a comprehensive format; ability to administer the budget within approved limits. COMMENTS: • -5- ove eets e ow • Standard Standard Standard 9 8 7 6 5 4 3 2 1 12. STAFF RELATIONS Proficiency for appointing, training, leading and directing staff members. COMMENTS: 9 7 6 4 13. SUPERVISION 8 5 3 2 1 Facility for supervising programs and services adopted by the Council with efficiency. COMMENTS: g 8 T[6 5 4 3 2 1 c LAI NTS 14. CITIZEN INQ U IRI,.S A N4 CO MP Ability to plan and organize the work-that-goes into providing services in response to citizen inquiries and complaints. COMMENTS: E T�RNAL R L'T1ON N P — 79877 L — ! — 5 4 I 15. COMtJUNI' +Y REPUTATION Facility to establish and maintain a positive image of the City Manager positron to the community (Continued on Next Page) -6- (Community Reputation, Con't.) • Questions for Thought: What has been your feedback from the general public and community leadership? On what occasions and for what reasons have you gotten negative feedback and are there specific things the Manager can /should do differently in similar circumstances? COMMENTS: A bove Meets Below Standards Standards Standard 16. PRESS,RELATIONS 9 8 7 6 5 4 3' 2 1 Ability to skillfully represent the City of Golden Valley to the media. Qestions for Thought: The Manager is /has been quoted in newspaper articles. Would you like to suggest that he be more outspoken, more circumspect? Have you taken op to ask pp 'h � e press representatives how responsive, knowledgeable, fair, your Manager seems to them in relating Golden Valley to them? Does he use the press, press releases, etc., enough? COM14ENTS : j 17. INTERGOVERNMENTAL RELATIONS 9 8 7 6 5 4 3 2 1 Facility to maintain a positive relationship with all governmental agencies and surrounding municipalities that may enhance the City's plans and programs. COMMENTS: PERFORMANCE EVALUATION COUNTY ADMINISTRATOR • Please consider the following factors in evaluating the personal performance of the County Administrator. In order to evaluate the performance, please use the criteria below and circle the number which reflects your opinions. Exceeds Expectations means a performance that consistently surpasses the standard expectations of the County Board. To exceed in performance, the County Administrator has consistently exceeded the Board's expectations for that standard. Meets Expectations means that the County Administrator has consistently met the standards during the period of time. Below Expectations means that the County Administrator's performance has fallen below the expectations of the Board. It does not mean that every aspect of the employee's performance on this standard is inadequate. However, it does mean that at times minimum standards are not met. I. Management and Administrative Skills • [Ability to organize programs to increase efficiency and effectiveness, ability to interpret Board direction; delegates well to others; listens to subordinates; ability to solve problems with imagination; provides effective leadership to staff; coordinates activities well among subordinates, carries through on commitments and directions; able to make'sound, reliable decisions] Below Meets Exceeds Expectations Expectations Expectations 1 2 3 4 5 Comments: 2. Management of Financial Resources [Planning and preparation; fiscal imagination and creativity; provides for long range financial planning; provides financial contingencies for unforeseen events and problems; provides for • capital improvement planning; efficient budget execution and fiscal soundness] Below Meets Exceeds Expectations Expectations Expectations • _ 1 2 3 4 5 Comments: 3. Management of - Human Resources [Stimulates employees' interest and attitude in public service; properly hires, monitors and evaluates staff; trains employees to build capacity of staff as professionals; motivates and encourages staff • v' q provides opportunities for growth and development; closeness with all levels of county operations p ations and activities; develops a staff .team, esprit de corps, and pride in work] Below Meets Exceeds Expectations Expectations Expectations 1 2 3 4 5 Comments: r 4. Communications 1 [Makes appropriate recommendations to Board; makes sure Board understands implications of actions; sensitive - to time restraint Board-- ensures of Boa rd ensures ba lanced workload; supportive and responsive to individual Board members; provides timely, concise, and understandable written reports; makes sure of thorough preparation and analysis; does not politicize issues; maintains objectivity in handling issues] Below Meets Exceeds Expectations Expectations Expectations 1 2 3 4 5 Comments: i • 2 5. Personal Characteristics • _ [Patience; integrity; sense of humor; openness and forthrightness; fairness and impartiality; accepts responsibility for own mistakes; maintains flexibility; seeks Personal growth and professional development; ability to gain respect of others; personally organized; appropriate personal appearance; poise under pressure; willingness to take risks] Below Meets Exceeds Expectations Expectations Expectations 1 2 3 4 5 Comments: List the three to five items you feel are the best accomplishments of the County Administrator over the past year. 1 . • 2. 3. 4. 5. List the three to five areas that you feel have not been addressed or not adequately addressed by the County Administrator over the past year. 1. 2. 3. 4. 5 3 In order to help the County Administrator do a more effective job, please given thought to the following issues. BE SPECIFIC AND BE • CANDID. Karl, in order for you to be more effective I think you need to: Start Doing or Do More Of Stop Doing or or Keep Doing Do Better Do Less Of (I love it) F • 4 PERFORINIANCE GUIDELINES • INEFFECTIVE -- (100 - 149) Performance is poor, clearly below the level of acceptance. Improvement is mandatory. MARGINALLY EFFECTIVE -- (150 - 249) Performance is only marginally acceptable. Meets performance requirements only Periodically or only in certain areas. Future performance improvement in specific areas is required. EFFECTIVE -- (250 - 349) Performance is satisfactory and consistently at a level expected of Department Head. VERY EFFECTIVE -- (350 - 449) Performance is at a very high level. Demonstrates high degree of proficiency. Frequently exceeds standards of normally expected performance on more than one performance area. OUTSTANDING -- (450 - 500) Performance is clearly and consistently outstanding. Demonstrates a superior degree • of proficiency. Consistently xceeds stan rf Y lords of normally expected ed rformance i several performance areas, Y Pe Pe n • City of Brooklyn Center A great place to start. A great place to stay. r To: Mayor Kragness and Council Members - -Carmody, Hilstrom, Mann, and Nichols From: Michael J. McCauley City Manager Date: July 11, 1996 Re: Manager Evaluation Materials Attached please find materials forwarded by Carl Neu as examples. 6301 Shingle Creek Pkwy, Brooklyn Center, iWN 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 MANAGER EVALUATION PROCESS I. PURPOSE OF EVALUATION PROCESSES The purpose of the evaluation process is to achieve the following: A. Clarification of expectations and perspectives about: e The purpose of the City Manager's Office as a municipal function /department. e The specific goals that he City Manager is to fulfill as a professional and manager. e The specific manner in which the City Manager is to carry out his/her respective responsibilities. • The nature of the relationship and the type of interactions to exist between the City Manager and the City Council B. Establishment of a goal- oriented performance partnership that promotes a sense of teamwork, mutual learning, and harmonious relationships between the City Manager and City Council. P C. Definition of criteria for evaluating the performance of the City Manager by the City Council and establishment of the means of monitoring of that performance. II. IMPLEMENTING THE EVALUATION PROCESS Because. the relationship between the City Council and the City Man' anager is a critical one, it is important to establish the evaluation process to provide the basis" for a sound and highly productive relationship among the parties involved. Also, initial implementation efforts must seek to overcome and resolve current misunderstandings and frustrations while putting in place the elements of an effective evaluation process for future performance.. For these reasons, there are four implementation steps: Step 1: Evaluation planning session with City Council • This session will involve the consultant working with Council to establish a clear understanding of the evaluation process and the 40 objectives Council wants it to achieve in the City Council City Manager relationship. The primary focus of this session is to clarify Council's expectations and understanding of the process it wants to establish and follow. Step 2: Consultant - City Manager interview The purpose of this meeting between the consultant and the City Manager is similar to Step 1, but the focus now is on defining the City Manger's expectations and contribution to the evaluation process. This interview, which will take approximately two hours, can be scheduled at any time with the City Attorney. Step 3: City Council - City Manager evaluation meeting This meeting which will take approximately two to three hours will be facilitated by the consultant. Its emphasis is to achieve a mutual understanding about the evaluation process to be followed, the criteria for evaluation, and a clear definition of Council's expectations relative to the performance of the City Manager. The session will end with an achievement of the following: • • Establishment of an evaluation process. . P • Clarification of Council's expectations relative to the performance of the.City Manager. • Definition of criteria to be used for evaluating performance and the processes for monitoring that performance. • Establishment of a sense of performance partnerships and teamwork between the City Council and City Manager. • Outlining of a game plan or program of work to guide City Council - City Manager relationships for the next year. Step 4: Periodic. evaluation of the City Council - City Manager working . relationship This step which may consist of one or more meetings represents a series of planned "time- outs" to evaluate on an interim basis the quality of the City Council City Manager relationship that is • emerging as a result of the evaluation process established during 41 Steps 1 through 3. The intent of Step 4 is to make sure that the two • major parties are on course in the relationship and that corrective action is taken quickly, as may be appropriate. III. PERFORMANCE EVALUATION - THE INTEGRATION OF PERSPECTIVES AND PERCEPTIONS (A TEAM EFFORT INVOLVING THE MAYOR, COUNCILAND CITY MANAGER) A. Basic Elements: • Sense of team • Definition of roles • Defining performance • Interactions and relationships • Detecting /anticipating issues • Correction and problem resolution • Building performance capacity • Process for objective analysis and conclusions B. Performance Partnerships { 1. The primary performance partnerships The City Manager's Role The City Council Performance City Manager Partnership 42 • 2. Secondary performance partnerships The City Manager Position The Municipal Performance City Manager Departments Partnership - City Council • f C. Definition of Roles f 1. FunctioN of City Manager's Office 2. City Goals 3. Definition of Performance Objectives 4. Definition of Performance Processes Desired • 43 D. Goal Coordination Council Goals Personal Goals • Policy Issues • Professional Goals • City goals • Development Goals - • Specific Problems, _ -- _ - Projects, � ,Issues . - City Manager Performance Commitmentp • • Objectives to be accomplished • Task priorities and target dates _ Criteria/measurement me asurement i a/ ndicators for evaluation of performance Evaluation Process • Process: Form and Structure • Process: Frequency and Timing E. Clearing the Way: A Review of Past and Present Perceptions and Feelings • 44 • cc �} w'i 1 i i • , t „ I I r ; � y �'�s" 'k�r,{ t t µi '• t I{ : P,t}� �' Ifily ,.l i. • j �: � � •fin r., •s �r''J' F /• ii h' NK.- •t r Q,�.l , + "YP l r t l i ji i : . I „, ritl'1} � a10 �- 1 ,. i li Tsl 1 ,, rl$ / 4 ilt, '1Y l M• R; 1I r j i 1 j I i�JI r •,' 1 '�i�j tl l�� i''�. �`i�� Vf} � li � l` t . it r y�, + r'-1. i {tl .,, r lt t -• „ w i ti ` "d• { �{' t R .'�.r � ,;, �y =' u�1;i t'�1, nfi t t �.hc +) .y� Yi s ,:a il t �'�� I + t ! f ...1 c + c t� tt >r a• � Itr'� ''��t; :l; , , 0 I '' .+; - lF' Ii N{.. It ' .t +' ' ±,i�lt 7H�ti i t U r { s t `1 � r •. G c.�' �� 6 1. t r I JI rY y ,lr �^�'� " Of EL ' a ,f t '� : "'I • � u� s ;� " , 9,s�gl �t+f"'L I t t ` � �� ! + *�� A �'` f O I• i'lir � `'',' .. � �. 1 ;±; . �1'� ' !. 11 � I �1� r � `r �� N �, t{i�N�.! ,IL • 1 , E 4�t h jjjjjj S F �U p, Cl. �1 APPRAISAL OF PERFORMANCE City of: Position: Date: • • CITY OF Evaluation of Chief Executive Officer Explanations and Directions Performance Evaluation as Team Building • s�ts�st�y ,ts�sMrsi�sys•s +��t�• +•s +sissy *s *� *�sss *stss�• Evaluation as Team Buildine 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 • A. City Council 1. Conduct annual assessments of performance of the Chief Executive Officer (CEO). 2. Respect the prerogatives of the CEO insofar as operation management function of the organization is concerned and the policy function of the Council. 3. Make assessments in general terms except in.instances where specific improvements are needed or when explicit commendations are due. B. Chief Executive Officer 1. Accepts the prospects of annual evaluation. 2. Understands the scope and thrust of the evaluations. 3. Expects the evaluations to adhere to the established procedures for evaluating the performance of the CEO. 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 eight major areas of responsibility of the CEO. This is necessary in order to use the rating scale effectively. Maior Areas of Remonsibility 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. Maior Areas of Responsibility (continued) Eight major areas of responsibility as the basis upon which assessments are to be made. Descriptors as provided under each to clarify the meaning and content of the area. However, the evaluation is made of the major area. Rating Symbols Rating symbols are used to make the assessments; and these symbols fall into three main categories: E = Exceeds Expectations (performance has been above reasonable expectations) M = Meets Expectations (performance has attained a level of reasonable expectations) B = Below Expectations (performance has been below reasonable expectations) To allow for further refinement of these assessments, each of the three categories can be indicated with a ( +) or ( -) symbol. This allows for a continuum of nine rating categories from B- which indicates the lowest'rating to E+ whicli indicates truly exemplary performance. As indicated earlier, without more precise definition of the term "expectations ", it is possible that ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of performance standards is used. • It will be noted that in connection with each major area, a performance standard is stated, including the conditions that have to be met in order to decide the extent to which "expectations" have been met. • _3_ • EIGHT MAJOR AREAS OF RESPONSIBILITY 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 VII. Professional/Personal Development -4- RATING RESPONSIBILITY PERFORMANCE STANDARD • E+ I. Organizational Management Organizational Management will be considered effective when a E majority of the conditions have been successfully fulfilled. E- Plans and organizes the work that a. Well qualified, promising M+ goes into providing services persons are recruited and established by past and current employed M decisions of the Council. b. Employees are appropriately M_ Plans and organizes work that placed contributing to a high carries out policies adopted by the retention rate- B+ Council and developed by Staff. c. Supervisory techniques motivate B Plans and organizes responses to high performance. public requests equests and complaints or B _ areas of concern brought to the d Complaints to Council are not attention of Staff by Council and common. Staff. e. The organization is aware of Evaluation and keeping up with new trends in technology. current technology. Selecting, leading, directing, and . developing staff members. Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) P Suzeestions for Improvement: (Specific area(s) that need strengthening Commendations: ( Area(s) of performance calling for praise /commendation) Comments of the CEO: (Responses to any of the evaluations/ comments /suggestions/commendations.) .5_ RATING RESPONSIBILITY PERFORMANCE STANDARD E+ II. Fiscal/Business Management Fiscal/Business Management will be considered effective when a E majority of the conditions have been successfully fulfilled. E- " Plans and organizes the preparation a. Budget preparation and M+ of an annual budget with management are thorough and documentation, etc. that conforms to effective. M guidelines adopted by the Council b. Cost- effective measures on M- Plans, organizes, and administers persistently pursued the adopted budget with approved B revenues and expenditures. c Financial reporting is timely and readily understandable. B Plans, organizes and supervises most economic utilization of d Physical facilities management B- manpowerlmaterialslmachinery. is efficient. Plans and organizes a system of reports for Council that provide most up-to -date data available concerning expenditures and revenue. Plans and organizes maintenance of • City -owned facilities, buildings and/or equipment. Comments: Observations of Evaluators: (use this space also to indicate the impact upon the tea mwork factor) Suggestions for Improvement: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the CEO: (Responses to any of the evaluations/ comments /suggestionskommendations.) • _6 _ RATING RESPONSIBILITY PERFORMANCE STANDARD E+ III. Program Development and Follow Program planning techniques and Through. procedures will be considered E effective when a majority of the conditions have been successfully E- fulfilled. M+ Plans and organises on -going a. Ongoing programs and services programs and services to City are fully responsive to the City's M government: needs M_ Plans and organizes work involved b. Monitoring procedures are in in researching program suggestions place and functioning well B by Council and Staff and the reporting of the results of analysis. c. Measurable outcomes (to the B extent possibW are used to Maintains knowledge of current and determine success in program B- innovative trends in the area of planning services being provided by local governments, and incorporates that d. The CEO can be depended upon knowledge in program suggestions to follow through. and research. e. Makes most effective use of Plans and organizes work assigned : available Staff talent by the Council so that it is completed • with dispatch and efficiency. Plans, organizes and supervises implementation of programs adopted or approved by the Council. Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) ,Suggestions for Improvement: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the CEO: (Responses to any of the evaluations/ comments /suggestionslcommendations.) -7- • RATING RESPONSIBILITY PERFORM S TAND A R DS E+ IV. Relationship with Mayor and Relations with the Mayor /Council Council will be considered effective when a E majority of the conditions have been successfully fulfilled. F, Maintains effective communication, a. Materials, reports, presentations M+ both verbal and written, with and recommendations are Council clearly and convincingly made. M Maintains availability to Council, b. Communications are made in a M_ either personally or through timely, forthright, and open designated subordinates. manner. B+ Establishes and maintains a system c. Responses to requests are made B of reporting to Council current plans promptly and completely. and activities of the Staff. B_ d Recommendations appear to be Plans and organizes materials for thoroughly researched presentations to the Council, either verbally or written, in the most a Adequate information is concise, clear, and comprehensive provided to Council to make manner possible. decisions • f. A system is in place to report to Council current plans, activities, events of the City. Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) n r Imp ecifi area that need en str engthening) Su�eestzo s fo S (p _ c ( s ) sic gth g) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the CEO: (Responses to any of the evaluations/ comments /suggestion slcommendations.) • 0 RATING RESPONSIBILITY PERFORMANCE STANDARD • E+ V. Long Range Planning Strategic planning will be considered effective when a E majority of the conditions have been successfully fulfilled. E- Maintains a knowledge of new a. A well- constructed long -range M+ tecknologies, systems, methods, etc (strategic) plan is currently in In relation to City services. operation. M Keeps Council advised of new and b Annual operational plans are M- impending legislation and carried out by Staff members. developments in the area o f public B+ policy= c An on -going monitoring process . Is in operation to attain Quality B Plans and organizes a process of assurance in program and program planning in anticipation of project implementation. B- future needs and problems d Program evaluation and Establishes and maintains an personnel evaluation are Inter- awareness of developments related with the strategic occurring within other cities or other planning process. Jurisdictions that may have an impact on City activities. e. Legislative knowledge is current and complete. • _ Plans, organizes and maintains a process for establishing community goals to be approved or adopted by Council and monitoring and status -r eporting. Comments- Observations of Evaluators: (use this space also to indicate the impact upon the teamwor factor) Suggestions for Improvement: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) • Comments of the CEO: (Responses to any of the evaluations/ comments /suggestions/commendations.) -9- RATING RESPONSIBILITY PERFORMANCE STANDARD • E,+ VI. Relationship with PubliclPublic Communication services will be Relations. considered effective when a E majority of the conditions have been successfully fulfilled. E- Plans, organizes and maintains a. Contacts with the medics are M+ training of employees in contact with timely and credible. the P ubli G either by phone or in M person. b. Publications are varied and consistently welt- received by the M- Ensures that an attitude and feeling citizens. of helpfulness, courtesy, and B+ sensitivity to public perception exists c Feedback from the public and in employees coming in contact with the community leadership is B the public Posititw- B- Establishes and maintains an image d City has good image with of the City to the community that comparable organizations. represents service, vitality and professionalism Establishes and maintains a liaison with private non- goverfinumtal agencie4 organizations and groups involved in areas of concern that • relate to services or activities of the City. Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) Sueeestions for Improvement: (Specific area(s) that need strengthening) o • Commendations: ( Area(s) of performance calling for praiselcommendation) Comment of the CEO: (Responses to any of the evaluations/ comments /suggestions/commendations.) -IO- RATING RESPONSIBILITY PERFORMANCE STANDARD • E+ VII. Intergovernmental Relations Intergovernmental relations will be considered effective when a E majority of the conditions have been successfully fulfilled. E- Maintains awareness of a. Suffiden# activity with M+ developments and plans in other municipal and professional Jurisdictions that may relate to or organizations M affect City government. b. Regarded as leader by municipal M Establishes and maintains a liaison officials. with other governmental B+ jurisdictions in those areas of service c. Provides examples of good ideas that improve or enhance the City's from other jurisdictions B programs. d Positive relationship with B- Maintains communications with surrounding cities. governmental jurisdictions with which the C' is involved or e. Good cooperation with County unty interfaces. and State agencies • Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) Sug?estions - for Improvement: (Specific area(s) that need strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the CEO: ('Responses to any of the evaluations /comments/suggestions /commendations.) •11- RATING RESPONSIBILITY PERFORMANCE STANDARD • E+ VIII. Professional/Personal Professional and personal Development competencies will be considered E effective when a majority of the conditions have been successfully E- fulfilled. M+ Maintains awareness and value of a. Management techniques show broadening professional and evidences of innovation, M personal development. imagination, and decisiveness. M- Demonstrates imaginative b. Synergetic techniques are leadership initiatives. fostered B+ Ability to build cohesiveness in c Verbal communication is B staff, commendable. B- Decisiveness in leadership performance. Effectiveness in verbal communications. . . Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor) suggestions for Improvement: (Specific area(s) that nee strengthening) Commendations: (Area(s) of performance calling for praise/commendation) Comments of the CEO: (Responses to any of the evaluations/ comments /sug -12- City Manager Employment Agreement i 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 " uon e �� p rP (hereinafter ref erred to as the City) and Michael J. McCauley (hereinafter referred to as the "Man " a er as - of t 27th � ) he day of Nov y ember, 199. WHERE -4S,. 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 Nfanager's position requires continued professional training and attendance at meetings during evenings and other non - traditional work times. NOW, THEREFORE, in consideration of the mutual covenants set forth in this agreement, City and Manager agree as follows: Section 1 Fm k Manager shall be employed by the City:as City Manager commencing on the 28th day of December, 199 amt mi -INfim , The duties of the Managers 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 ti by the City Council. me Section �_ 'c harQe of T?»t;PC Nfanager ' sa shall not be paid overtime for hours in excess of 0 hours per week d similarly sl�h� employee and absent in consideration of extraordinary time expenditures. The discharge of Manager's uties es work outside the normal work day for meetings and projects. To that end, the Manager will work flexible as is necessary to Manager to discharge the duties of his position. Section 4 val „a + ;,,., l4anager 1996 and at I shall be evaluated on the performance of his duties h Iuly of cwt ann y y 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_ Part i ination in FmF�gye� B n fi s A) Health Insurance. The City shall provide health insurance coverage for the Nfanager in the same fashion as it provides health insurance for non -union employees. is B) Life Insurance. The City shall provide life insuranc - fashion as it provides life insurance for non-union employees covera for lfanager in the same -1- 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 Va ']t;nn �.,� Hoildays 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 /-- 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 T - e a v e , 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 S. o S^ *inn • A Initial Salary. The Mana 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 Ju1v 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 1st of each month as a car allowance for the use of Manger's 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. Manager's participation and atte ;dance at the ICMA Annual Conferenc City or similpar`nationals� i the training opo 7 Mty, MCI�LA Annual conference, League of Minnesota Cities Annual Conference and + 'scellaneous professional training programs offered within the State of Minnesota. -2- Section 1� �tovina F nca� movin The City shall reimburse or directly pay or the manager's actual • g costs, up to a maximum of 53,500. 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 F•rnancpc T - rmina Duties. The City shall reimburse or directly pa for actual expenses reasonably incurred by the Manager that are directly related to y duties. The parties contemplate that the Manager will incur expenses or travel (other than for o e of the Manager's personal car), attendance at meetings, etc. �n �tir�m�nt tuo„sa: +,. 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 Dic�ont'n i�nrp of �' h( litio shi The Manager shall be removable by the City Council at will su , b ect J 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 0 perform Manager's duties without undue concern for Manager's financial security should the need arise to seek new employment. Therefore, the arses have made de concession san Q �, Q .. d the Manager, part of 1 i ' as ana,e. 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) Nfanager shall give the City 30 days notice prior to discontinuing Manager's employment, where there has been 'no o ev ent constituting an involuntary separation tlon as h ereu �Y P iarter e. 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 purposes of this Agreement the term "involuntary separation" shall me— a for mal request adopted at a p adopted meeting by the City Council that th 'V rY e fanaQ r - t . e. lesion or � an arson ed b y the City Council terminating this Agreement. The term "involuntary separation" shall also mean the resignation of the Itifanager within 30 days of the effective. occurrence of any of the following: D 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 ordinanceltesolution changing the City's organizational s relating to the Nfanager's duties or authority. • ii) A fundamental change in the duties and au - thonty or the l�fanager adopted by the City Council, by special or gerie.• election, or by referendum or initiative such that the City of Brooklyn Center's status as a council- manager plan city is changed by ICbL�k to some status other than a council- manager form of government. • D) Payment upon Involuntary Separation. In the event of an separation, whethe through a resignation or resolution/motion terminating the Agreement, the Nfana er 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 is no loner �' Q a 18 months after the City insurance plans for at Least tY 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) Six (6) months salary computed at 1� the Nanager's gross annual wages. ii) Payment of six months car allowance. • d) Time of a e p ym nt. 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 waive: 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 Cit employ. ry Istion 14, Tern, This Agree ment be for an indefinite term until terminated by one or both . of the parties as set forth in this Agreement. M Secti 1 ^ Ind mnif � � The City shall defend and indemnify the Nfanager pursuant to innesota Statutes X66 07 and 465.70 o. The City shall also defend and hold 'armless and indemnify the -4- Manager from all torts, civil damages, penalties, fines, provided the Manager was actin; in the performance of Nfanager's duties. • Ss�tion 16 �i rQ r This Agreement supersed the parties. es all prior oral or written communications between Section t7 n+�rp A or flo...o.,� 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 exce t as herein contained. p Section 14 �,- -,t„z; v 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. S�tion 19 rov rein; T This Agreement will be construed and interpreted in accordance with the laws of the State o f ti liin nesota. Section �� ro aZ 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. y . TEE CITY OF BROOKLYN CENTER, EMPLOYEE NMNNI ES OT, By•?,�, Nlyr.va Kragness 1 fichael J. McCaule Its Niavor By Camille D. Andre Its Acting City Manager )MUEIN- 0-QO- ()-L'QP-ULAMMay-or Council ManagerlAdmin Manager -Only Apple Valley 39,188 $8,400 $6,000 $79 Richfield 35,261 $7,762 $6,025 $88,400 $88,400 • Roseville 33,674 $7,800 $6,000 $79,200 $79,200 Lakeville 32,978 $9,180 $7,956 $89,100 Maplewood 32,903 $9,153 $8,054 $91,200 $91,200 Woodbury 28,627 $5,600 $4,200 $81,000 Brooklyn Center 2 7, 5,7001 76,000 $ 76,000 1 P riciley Cottage Grove 26,675 $7,800 $6,000 $78,800 �� Shoreview 25,957 $7,740 $5,736 $77,300 $77,300 Crystal 23,703 $7,610 $5,813 $83,200 $83,200 New Hope 21,651 $8,960 $6,341 $84,400 $84,400 Golden Valley 20,947 $8,009 $6,815 $94,000 $94,000 AVERAGE 29,089 $8,009 $6,211 $84 $85,211 VIEDIAIN 28,484 $7,800 $6,000 $83,200 $84,400 Brooklyn Center as % of Average: Population Mayor Council M ana ge damn Manag Od 97.92% 96.14% 91.78% 90.20% 89.19% Brookyn Center as % of Median: Population Mayor Council M ana ge dmin Mianag�-L-Qn1y 100.0% 98.7% 95.0% 91.3% 90.0% SURVEY JOB TITLE: City Manager /Administrator /County Administrator JOB NO. 174 Skirl Level - Top administrator in municipality, county or related government unit. Example of Duties - Carries out the policies established by the Board, Council or Commission for the efficient administration of the county's or municipality's business. Duties include coordinating the administration of all county r municipaltdepartmen1 c concerning the annual budget, preparing for and attending board or council meetings, providing p g government business, supervising the maintenance of records and making recommendations for the improvement of efficient administration of the affairs of the governmental unit. Minimum oualifications - Requires managerial, administrative and educational experience necessary for the management of a governmental unit. All Rates ouoted Annually P After WTD MEAN RATES indicates pending rate * Multiple range ----- -- --- ----RANGE DATA -------------- WTD WAGE FREQUENCY DISTRIBUTION N OF EXCLUDING LONGE INCL. LONGEV N OF MEAN 0 YRS " - -- T YRS EMPI- TRANSPORT JURISDICTION EMPL RATES 27.2 52.1 69.9 87.0 +DEGREE SUPV ALLOWANCE T EXP TITLE if OF 10 N OF 10 14IN MAX STEPS MAX MAX SI(.PS MAX tdlET AIRPORTS COMM 1 99.2 1 M.A. 400 CAR PROV N &E1RorOLITAN COUNCI 1 103.6 1 3050 %300 /Mo N 11.0 EXEC UIR 1.0 REGIONAL ADMIN 8. 3 1 7 6.0 GROUP STATISTICS: 101.4 01: 99.2 02: 101.4 03: 103.6 _________________ _____ Average: 84.3 101.2 IIENNEPIN COUNTY 1 108.8 1 M.A. 10233 %140 N 3.0 CNTY ADMN RAMSEY COUNTY 1 105.4 1 B.A. 3000 %.31 /MILE N 10.0 COUNTY MANAGER 87.8 110.9 7 125.4 17 18 MINNEAPOLIS 1 102.0 1 H.A. 4000 %200 1MO N 2.0 CITY COORD 102.0 112.8 4 6.0 GROUP STATISTICS: 105.4 01: 102.0 02: 105.4 03: 108.8 -- ---- - - - -• -- Average: 9- - - --- -- 117.7 DAKOTA COUNTY 1 95.4 1 M.P.A. 1475 %.30 /MILE N 4.0 COUNTY ADMIN 60.1 100.1 ANOKA COUNTY 1 100.0 1 M.A. 1597 3 N 1.0 CTY ADMINISTR 67.9 101.8 104.2 15 ST LOUIS COUNTY 1 89.5 1 N.A. 2503 %.30 /MILE N 2.5 CNt ADM WASHINGTON COUNTY 1 90.2 75.1 84.9 4 3.0 1 B.S. 90 4 E.31 /MILE N 2.0 CO ADMNSTRTOR 69.8 OLMSTED COUNTY 1 91.0 103.3 1 M.A. 834 E.30 /MILE N 22.0 CNTY ADMIN 60.1 96.0 DULUTH 1 84.4 1 M.P.A. 931 0 N 4.0 ADMIN ASST SCOTT COUNTY 1 78.4 1 M.A. 482 %250 /MO N 1.0 COUNTY ADMIN 64.0 95.9 CARVER COUNTY 1 87.0 1 M.A. 503 CAR PROV N 9.0 COUNTY ADMIN 58.5 90.2 11 9.0 GROUP STATISTICS: 89.5 01• 85.7 02: 89.9 03: 93 - - -- .2 Avera - 65.1 -- -- 95.4 P 104.2 ------------------- --- -- -- --- --- --- -- --- ---- ---- -- --- -- BLOOMINGTON 1 - - --- ----------------------------- COON RAPIDS 1 91 7 M.P.A. 579 %350 /MO N 5.0 CITY MANAGER 95.4 1 M.P.A. 250 %250 /MO N 5.0 CITY MANAGER 91,7 I I M, • r SURVEY TITLE: City Manager /Achinistrator /County Administrator (Cont.) JOB NO. 174 --------- -----RANGE DATA- -- ----- - - -7 WTD WAGE FREQUENCY DISiRI8UTI0N # Of EXCLUDING LONGEVITY INCL. LONGEVI # OF MEAN 0 YRS YRS YRS JURISDICTION EMPL RATES 27,2 52.1 69.9 87.0 SUPV ALLOWANCE T EXP TITLE # OF TO # OF TO MIN MAX STEPS MAX MAX STEPS MAX BROOKLYN PARK 1 83.0 1 M.P.A. 299 MOM N 1.0 CITY MANAGER PLYMOUTH 1 91.7 83.0 1 N.P.A. 215 $350/MO N 3.0 CITY MANAGER 68.0 100.0 EAGAN 1 89.0 1 M.P.A. 200 %505.42/M N 20.0 CITY ADM 76.8 89.0 6 8.0 BURNSVILLE 1 90.4 1 M.A. 233 $350/MO N 5.0 CITY MANAGER 90.4 MINNETONKA 1 86.1 P 1 H.P.A. 205 $350 /M0 N 3.0 CITY MANAGER 86.1 EDINA 1 97.0 1 M.A. 259 CAR PROV N 18.0 CITY MGR 97.0 EDEN PRAIRIE 1 93.3 1 B.S. 233 $400 /MO N 14.0 CITY MANAGER 82.4 115,3 Si LOUIS PARK 1 86.4 1 M.P.A. 230 $750 /Mo N 3.0 CITY MANAGER 80.0 90.0 MAPLE GROVE 1 87.9 1 M.P.A. 163 %525/MO N 7.0 CITY ADMIN 87.9 BLAINE 1 87.0 1 M.P.A. 111 E325/MO N 0.3 CITY MANAGER 87,0 APPLE VALLEY 1 79,6 1 B.A. 149 %385/MO N 2.0 CITY ADMIN 72.0 79.6 RICHFIELD 1 88.4 1 M.P.A. 311 %35Q /MO N 9.0 CITY MANAGER 88 -.4 91.1 2 10 ROSEVILLE 1 79.2 P 1 M.P.A. 14 %275/MO N 7.0 CITY MANAGER 71.1 103.8 LAKEVILLE 1 89.1 1 NONE 148 N 7.0 CITY ADMINISTR 71.9 88.6 6 5.0 MAPLEWOOD 1 91.2 1 M.A. 167 $450 /Mo N 9.0 CITY MANAGER 72.1 97.1 "BROOKLYN CENTER 1 76.0 1 J.D. 159 $250 /MO N 0.5 CITY MANAGER 76,0 - M FRIOLEY 1 93.2 1 Ph.D. 180 %254/M0 N CITY MANAGER 83.1 103.9 7 10.0 COTTAGE GROVE 1 78.8 1 H.P.A. 115 $300 /MO N 7.0 CITY ADMIN 78,11 SHOREVIEW 1 77.3 1 M.P.A. 70 %275/MO N 3_0 CITY MANAGER 71.8 79.1 5 3.0 WHITE BEAR LAKE 1 77.7 P 1 H.P.A. 102 %295/MO N 12.0 CITY MANAGER 77,7 INVER GROVE HEIGIliS 1 74.2 P 1 M.A. 88 %317/MO N 4.0 CITY ADMIN 74,2 GROUP STATISTICS: 87.3 01• 83.0 02• 88.7 03• 91.7 Average: 75.3 90.2 91,1 ---------------------------------------------------------------- ----------------------------- YS AL 1 83.2 1 M.P.A. 93 $400 /MO N 8.5 CITY MANAGER 75.2 90.4 5 NEW BRIGHTON 1 70.7 1 M.P.A. 77 $300 /MO N 3.0 CITY MANAGER 70.7 NEW HOPE 1 84.4 P 1 M.P.A. 100 $500 /M0 N 14.0 CITY MANAGER 84,4 GOLDEN VALLEY 1 94.0 1 M.A. 114 $435/MO N 12.0 CITY MANAGER 94.0 ANDOVER 1 62.0 1 M.A. 37 $300 /MO N 2.0 CITY ADMIN 57.7 70.4 7 6.0 CHAMPLIN 1 75.7 1 M.A. 63 %100 /MO N 7.0 CITY ADMIN 75,7 ANOKA 1 66.6 1 M.P.A. 125 $325/MO N 9.0 CITY MANAGER 57.5 75.7 9 8.0 HOPKINS 1 78.3 1 B.S. 103 %300 /MO N 6.0 CITY MANAGER 63.0 85.1 STILLWATER 1 60.8 P 1 B.S. 62 $.30 /MILE N 18.0 CITY COORD 60.8 RAMSEY 1 58.0 P 1 M.P.A. 41 %2501MO N 5.0 CITY ADMIN 55.5 80.4 ROBBINSDALE 1 75.0 1 95 $300 1MO N 0.0 CITY MANAGER 73.6 83.9 CHASKA 1 71.9 P 1 M.A. 76 %275/Mo N 12.0 CITY ADMIN 60.6 78.8 SAVAGE 1 71.1 1 J.D. 78 $250/140 N 2.0 CTY ADMNISiRTOR 57.9 73.3 8 6.0 NORTH SAINT PAUL 1 71.5 1 M.A. 56 %300 1MO N 2.0 CITY MANAGER 71,5 PRIOR LAKE 1 69.7 1 M.A. 59 $350/MO N 3.0 CITY MANAGER 57.6 77.9 HOUNDS VIEW 1 65.0 1 B.A. 61 %200 /MO N 0.0 CITY ADMIN 58.4 T3.0 LINO LAKES 1 70.2 1 M.A. 47 $.31 /MILE N 15.0 CITY ADMIN 55.3 70.2 3 City of Brooklyn Center A great place to start. A great place to stay. • July 5, 1996 Ms. Kathryn Palm 5808 Pearson Drive Brooklyn Center, MN 55429 Dear Ms. Palm: I have received the attached information regarding Planning Commission attendance. As indicated in the attached materials, the chair of the Planning Commission has requested that the Mayor move to declare your position vacant and fill it. Before I would place this on an upcoming agenda, I would like to give you the opportunity to provide a response to Mr. Willson's letter or Mr. Warren's memo. Assuming there is no error in the materials, it would appear appropriate for the Mayor to consider proceeding as requested by Mr. Willson. Rather than remove a commissioner, I might suggest that if you have been unable to attend the Planning Commission that you may wish to consider resigning from the Planning Commission due to the conflicts in your schedule which have prevented you from participating in recent meetings. • ' incer Michael J. Mc Ca 1 j City Manager MJM:sk enc. cc: Mayor and Council °Members Tim Willson Ron Warren • 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 City of Brooklyn Center A great place to start. A great place to stay. • MEMORANDUM TO: Michael J. McCauley, City Manager FROM: . L Ronald A. Warren, Planning nd Zoning S e hs / t -G g ca � 9 P SUBJECT: Planning Commission Attendance DATE: July 3, 1996 Attached is a copy of a letter from Planning Commission Chair Tim Willson to Mayor Kra ness regarding egarding Planning Commission attendance at this year's meetings. As the Chair oints out the Commission omm• fission at its last meeting, June 27, 1996, discussed regular attendance at Planning Commission meetings. Commission member Kathryn Palm, who was reappointed to the Planning Commission in January, has attended only one • scheduled meeting his year that being of 9 Y g the January 10, 1996 mee Commissioner Palm has been absent from six of the seven meetings held by the Planning Commission to date. Of the six meetings missed, she had requested to be excused from one such meeting. I had a discussion with Commissioner Palm in 'May of this Y ear in which she indicated that there had been some conflicts in her work schedule which made it unable for her to attend some meetings. I was under the impression that she would be attending upcoming meetings or would contact either myself or the Chair requesting to be excused. The Planning Commission is concerned regarding regular attendance at meetings and believes it is necessary to have a foil compliment of commission members. Therefore, the commission directed the Chair to communicate this to the Mayor, request that a vacancy exist and that it be filled through the normal procedures. If you have any questions regarding the above, please contact me. RAW: rsc • Attachments 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 City of Brooklyn Center A great place to start. A great place to stay. • Ma Myrna Kragness June 23, 1996 City Hall Brooklyn Center Honorable Mavor Kragness: Planning Commission members, at a regular meeting on June 27, 1996, discussed an item of business relating to attendance by commissioners. The end result of this discussion was to direct the Chair of the Planning Commission to write this communication to you denoting the commission members wishes on this matter. Attendance with a couple of exceptions has been good and the commission has been able to conduct it 7 s business by having a quorum of members present at each meeting. Commissioners expressed there concerns regarding attendance by commissioners and that commissioners volunteer there time to serve on this commission, although given the normal work load of business and anticipating the full review and study of the comprehensive plan, commissioners feel that attendance is very important and that the following action must be taken. The commission would like to inform you of the constant absence of one of it's commissioners, Commissioner rKathryn Palm. Commissioner Palm has not attended more than one or two meetings during January and February. Commissioner Palm has had a conversation with the Planning and • Zoning Specialist Ron Warren some time ago ,and had cited work conflicts as an issue for not attending. The policy of missing three (3) meetings without calling in or un- excused is arbitrary at best given a voluntary commission position but the continued non - attendance and lack of notification to the Commission when not attending a given meeting, over a long extended period of time has been determined to no longer be acceptable by the Commission. Commission members have considered the attendance issue and in light of Commissioner Palms non- attendance, has not called when not attending and currently has not responded to phone messages by myself and Mr. Warren, have determined the commissioners seat as being vacant. The Planning Commission's then asking you to fill the position by the usual means of notification of a vacancy, request and/or review of existing applications and appointment of an individual to the commission. The Planning .Commission would greatly appreciate it if you would be so kind as to convey your actions to the Commission in regards to this matter. Thank You. Tim Willson, Chair Brooklyn Center Planning Commission cc: Brooklyn Center Planning Commissioners City- Manager Michael MCCaulev • Planning and Zoning Specialist Ron Warren File Copy 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