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HomeMy WebLinkAbout1995 06-12 CCP Regular Session CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER JUNE 12, 1995 7 p.m. 1. Call to Order ? : Q 0 t � Vc; 0 S P2 'R . 2. Roll Call (_� KC.) p-i K� 7 R; 3. Opening Ceremonies 51 4. Council Report a i Q/tvt S 5. Presentation - None 6. Approval of Agenda and Consent Agenda K C -The following items are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered at the end of Council Consideration Items. a. Approval of Minutes Councilmembers not present at meetings will be recorded as abstaining from the vote on the minutes. 1. M C lG� 1 c,,.� •� ay 2, 1995 - Special Session � 2. May 15, 1995 - Special Work Session -�,,-3. May 18, 1995 -Special Goal Setting Session May 22, 1995 - Regular Session - - �z- �,,,,,� -�-�5. May 24, 1995 - Special Joint Session with the Cities of Crystal and New Hope ;-C �(<A4 fb,ro Resolution Declaring Earle Brown Days as a Civic Event from June 14 through July 1, 1995 V C �g- J ij / c. Proclamation Declaring June 14, 1995, as "Pause for the Pledge of Allegiance" in Honor of Flag Day K, C Resolution Accepting a Gift from Project BC for Youth Scholarships �j',� /= C /u.• -t- %e. Resolution a uthorizing Advertisement for Bids, Improvement Project No. 1993 -18, Contract 1995 -G, Park and Ride, Pond, Park, and Realignment of 65th Avenue CITY COUNCIL AGENDA -2- June 12, 1995 f.' Resolution Approving Request For Proposal and Authorizing Solicitation of � Proposals for Professional Services for Improvement Project No. 1995 -04, /3 Replacement of Lift Station No. 1 and Associated Force Main ,C �� Resolution Declaring a . Public Nuisance and Ordering the Removal of Diseased Trees (Order No. DST 06/12/95) /C C — j Resolution Amending Special Assessment Levy Roll Nos. 13372 and 13373 to Provide for the Award of Assessment Stabilization Grants for the Woodbine Neighborhood Improvements 1 < C X r � t� L� �-,� q S — / 3 -� L Licenses ,CC 7. Open Forum It- �A-q_ 8. Council Consideration Items a. Planning Commission Application No. 95007 submitted by Cass Screw Machine Products, Co. Request for Preliminary Registered Land Survey approval to combine Tracts C and D, RLS 952, (3615 and 3607 48th Avenue North respectively) into one lot. The Planning Commission recommended approval of this application at its May 25, 1995, meeting. ® b. Planning Commission Application No. 95008 submitted by Cass Screw Machine Products, Co. Request for Site and Building Plan approval to combine the buildings addressed as 3615 and 3607 48th Avenue North into a single building and complete site improvements. The Planning Commission recommended approval of this application at its May 25, 1995, meeting. Resolution Declaring Thursday, June 22, 1995, as Les Thurs Day ' ,,rd ' Resolution Recognizing 40th Anniversary of the Brooklyn Center Lions C1 c x e., Resolution Appropriating $25,000 from the Capital Improvements Fund for the City of Brooklyn Center's Additional Share in Building the Fire Training Facility at 71st Avenue in Fridlev 6k111- 11C /L— � f.' Resolution Relating to Solid Waste Disposal Declaring an Intent to Study and Analyze Establishing a System of Organized Collection of Refuse, Recyclables, / Yard Waste, and Other Solid Waste Within the City of Brookyn Center p G / Resolution Amending the 1995 General Fund Budget to Provide Funding for Summer Youth Leaders i CITY COUNCIL AGENDA -3- June 12, 1995 h. Woodbine Nei Improv ment Project: Staff Report Re: Issues at 71st and Kyle Avenues i. Discussion of Recruitment Process for Selecting New City Manager j. Discussion of Selection of Representative for Labor Negotiati6n��;�'� - /'� - Council needs to select a representative for the City m bargai g with the - s confidential and supervisory bargaining unit) 1� s r�✓► r^�S k. Items Removed from the Consent Agenda -L---- 9 Adjournmen 71 � Cat; ✓L &"''� EDA AGENDA C L S. S CITY OF BROOKLYN CENTER JUNE 12, 1995 b v P ( owing adjournment of City Council meeting) /� 1 :Call to Order 61...-, JC�J �� Jt'j/�, ►g Q� / 0S �w 2. Roll Call C 1 C 3. Approval of Agenda and Consent A �� / u- � V, -The following items are considered to be routine by the Economic Development Authority and will be enacted by one motion. There will be no separate discussion of these items unless a Commissioner so requests, in which event the item will be removed from the consent agenda and considered at the end of Commission Consideration Items. C a. Approval of Minutes: May 22 Regular Session C� C c� pp s y , 1995 � , / - Commissioners not present at meetings will be recorded as abstaining from the vote on the minutes. 4. Commission Consideration Items a. Resolution Authorizing the Sale of Certain EDA -Owned Properties Located at 6601 Bryant Avenue North and 5900 Emerson Avenue North in Brooklyn Center, Minnesota, Pursuant to esota Statutes Section 46 .012, Subd. 7, and Section 469.029 1-i / ( < ci � tom- 7 � b. Resolution Approving One (1) Brooklyn Center Economic Dev opment Authority Deferred Loan (File No. H -132 [8058]) � )� l 0 /- w-1 a-✓`-' C. Draft Development Proposals for the 69th Avenue Redevelopment Area 5. Adjournment 1� � Council Meeting Dale June 12, 1995 City of Brooklyn Center Agenda Item Number Request For Council Consideration i Item Description: City Council Minutes May 2, 1995 - Special Session May 15, 1995 - Special Work Session May 18, 1995 - Special Goal Setting Session May 22, 1995 - Regular Session May 24, 1995 - Special Joint Session with the City of Crystal and the City of New Hope Department Approval: Sharon Knutson, Deputy City Clerk Manager's Review /Recommendation: No comments to supplement this report Comments below /attached • Recommended City Council Action: Summary Explanation: (supporting documentation attached Yes 1 May 2, 1995 - Special Session All Councilmembers were present. May 15, 1995 - Special Session All Councilmembers were present. May 18, 1995 - Special Goal Setting Session Barb Kalligher was excused from the meeting and the minutes will reflect her abstention from the vote on these minutes. May 22, 1995 - Regular Session All Councilmembers were present. May 24, 1995 - Special Joint Session with the City of Crystal and the City of New Hope Barb Kalligher and Kathleen Carmody were excused from the meeting and the minutes will reflect their abstention from the vote on these minutes. i MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL SESSION MAY 2, 1995 CITY HALL CALL TO ORDER The Brooklyn Center City Council met in special session and was called to order by Mayor Myrna Kragness at 6:30 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Kristen Mann, Debra Hilstrom, Barbara Kalligher and Kathleen Carmody. Also present was City Attorney John Dean. Attorney John Dean advised the council that the meeting had been called by Members Mann and Hilstrom; that the call was initiated by a written request dated April 25, 1995 which was delivered to Gerald G. Splinter, the city manager; that the purpose of the called meeting would be to discuss the city manager's "performance and past evaluations'; that in order to close the meeting for that purpose, the affirmative vote of a majority of those present would be required; that because of the nature of the meeting; and the description given in the posted notice of the meeting, if the meeting was not to be closed, it should not be held; and that any discussion of the merits of the matter prior to a vote to close the meeting would be inappropriate. Councilmember Hilstrom moved and Councilmember Mann seconded to close the meeting for the purposes stated in the written request to Mr: Splinter. After discussion relating to the timing and the opportunity to prepare, the motion was voted upon and failed, with Councilmembers Hilstrom and Mann voting in favor of the motion and Mayor Kragness and Councilmembers Carmody and Kalligher voting against. Attorney John Dean stated that he would speak with the city manager and the city attorney for the purpose of having this matter placed on the agenda for the next regular council meeting. The meeting was adjourned at 6:50 p.m. Deputy City Clerk Mayor 5/2/95 _1_ MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL WORK SESSION MAY 15, 1995 CITY HALL COUNCIL CHAMBERS CALL TO ORDER The Brooklyn Center City Council met in special work session and was called to order by Mayor Myrna Kragness at 7:35 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Barb Kalligher, Kristen Mann, Debra Hilstrom, and Kathleen Carmody. Also present were Director of Community Development Brad Hoffman, Finance Director Charlie Hansen, Director of Public Services Diane Spector, and Council Secretary Barbara Collman. MAYORAL COMMENT Mayor Kragness read the following statement: "As mayor of the City of Brooklyn Center and president of this Council, I am asking for a point of privilege. In a statement I made to Cable 12 regarding the meeting of May 8th, I may have overstepped my bounds. I have personal feelings regarding the situation which I should have kept to myself. My professional feeling is this Council must work together as a five- member team, not in twos or threes. I would like to see us go forward with this intention; we have work to do; let's do it. Our work session will follow the printed format. There will be no discussion regarding the City Manager. There is rumor that individual councilmembers may be putting themselves and the City at risk relating to violation of the open meeting law by independently discussing with the City Attorney regarding termination of the City Manager. Brad Hoffman will be facilitating our meeting this evening. Mr. Splinter has requested to be excused. " DISCUSSION OF 1995 CAPITAL IMPROVEMENT PROGRAM AND PRELIMINARY DISCUSSION OF 1996 CAPITAL IMPROVEMENT PROGRAM The Director of Community Development introduced the topic. The Director of Public Services stated she would be providing information on financing as it relates to capital improvements. She noted that when people think of "the budget" or of City spending, they are usually thinking of the general fund budget. There are other budgets in addition to the general fund budget. The Capital Improvement Program (CIP) is a type of budget, except that it does not include only 5/15/95 - 1 - approved projects, it includes all contemplated projects and functions as a planning tool. It lists potential projects for the purposes of identifying funding sources and ensuring the financial capability to perform a given project. The presence of a particular project on the program list does not necessarily mean there is a commitment to carry it out. Not all capital expenditures are included on the CIP. A project must only be listed if it requires a substantial amount of funding. Maintenance projects are funded through other budgets. Generally, a project listed on the CIP would be a new item, an improvement, or a major expenditure. There are different funding sources for the Capital Improvement Program. Each funding source has unique requirements and limitations. The City Council has little discretion to move funds between accounts; the requirements must be followed carefully. The Capital Improvement Program usually lists projects expected over a five -year period and summarizes projects anticipated the following five years. Ten -year projections are difficult in some areas but it is necessary to at least attempt to make the projections to ensure availability of funding. The CIP includes some projects in general and some in detailed form, depending on the level of knowledge of needs and financing. A capital expenditure is a one -time expense with a lasting value. In general, an expenditure in an amount above $500 would be considered a capital expense whereas a project under that amount would fall in the category of supply expenditure. In order for a project to be included in the CIP, it would require an amount of $10,000 or more. A project under $10,000 would be considered maintenance, while a project over $10,000 would be considered an improvement. There is a 1 rocedure in r P i i f Brooklyn n p pace for developing the CI At this point, the City o Broo y Center is at the point of collecting ideas for projects to be included. Later, the CIP document will be created, reviewed, and refined by the addition of projected amounts. The CIP becomes part of the general budget process and is adopted in December for the next year. The Director of Public Services next explained the funding sources for capital improvement projects. She identified the public utilities funds, the street improvements funds, and the Capital Improvement Fund. The three public utilities funds (water, sanitary sewer, storm drainage) are the most restrictive in terms of their use. Public utilities cannot, by law, be profitable but reserves can be kept for future projects. The street improvements funds are generally the State Aid accounts. Brooklyn Center has 21 miles of roadway designated as State Aid routes for purposes of funding from the accounts. State Aid funds are doled out for transportation uses such as maintenance, repair, and reconstruction. The regular State Aid account is credited with approximately $830,000 per year. The City must make application, by project, to use the money and must meet project requirements. There is a limit as to how much money may be reserved in the account. 5/15/95 -2- The City also maintains two local State Aid accounts. One account is restricted and one is unrestricted. The Director of Public Services explained the difference between the two accounts. Funds obtained through bonding are deposited in local State Aid accounts. The City of Brooklyn Center usually does one or two projects per year which involve State Aid funding. Councilmember Carmody asked whether the local State Aid accounts are listed in the general budget. The Director of Public Services indicated the accounts are listed in the CIP, but are not specifically a part of the general fund budget. Councilmember Carmody asked what fund would be used for a project if there was not adequate funding for it in the State Aid accounts. The Director of Public Services said a project would not be done if the State Aid accounts could not fund it. Mayor Kragness commented the use of the regular State Aid fund is a case of "use it or lose it." Councilmember Kalligher asked whether unspent monies can be held over without penalty. The Director of Public Services stated it can be held over without penalty unless the next year's allotment of $830,000 brings the account balance over the limit. There was a discussion regarding the balances on the bonds for the 69th Avenue project. There was also a discussion of "off- system" expenditures on county projects. Regarding the Brooklyn Boulevard project, the Director of Public Services identified the combination of funding sources involved, which includes a part of the $830,000. Construction of the road is expected to cost $400,000 to $500,000 and it may be necessary to commit $200,000 or $300,000 from State Aid. The figures will be more definite at the time the budget is completed. Councilmember Kalligher left at 8:10 p.m. The Director of Public Services noted the policy regarding special assessments was updated in December of 1994 and has remained fairly consistent for the past 30 years. The assessments for road improvements are currently charged at 35 percent for residential properties and at 70 percent for commercial properties. The Director of Public Services explained the Capital Improvement Fund. It is the primary source of funds for permanent facilities costing in excess of $25,000, for example park or government building improvements. The Capital Improvements Fund Expenditure Policy includes other stipulations such as the project must have been included in a CIP and for projects in excess of $200,000 there must be a public hearing before funding approval. The Finance Director indicated that City policy requires that a balance of $3,125,000 be maintained in this fund. Other funds, such as Heritage Center Fund, TIF, CDBG, etc., are available for specific uses. The Director of Public Services also noted an important point is that capital projects usually 5/15/95 - 3 - cross fiscal years, as opposed to projects which are funded through the operating budget which must be completed with a fiscal year. The Director of Public Services reviewed some of the projects listed on the current CIP. She indicated some of the projects have been approved in full and some have been approved for research. The CIP also includes general fund capital improvement projects such as replacement of computers and vehicles. The CIP crosses over the entire budget process. The CIP is used to try to summarize coming projects so all involved parties are aware of the project, planning is completed, and the projects are taken into consideration when other budgets are set. At the end of 1994, the Capital Improvement Fund balance was approximately $4.2 million. The Director of Public Services answered specific questions regarding the special assessment policy. REVIEW OF DRAFT QUESTIONS FOR COMMUNITY SURVEY The Director of Community Development introduced the topic. The Director of Public Services noted the general reaction from Councilmembers and Staff regarding the draft for questions for the opinion survey was that although some were good questions, others were very confusing. In particular, the question "How much would you be willing to pay for..." was challenged. She said she believed it was a large amount of questions but the staff of Decision Resources have assured her the public enjoys the opportunity to offer opinions. She asked the Council to give input on what questions should be included from the draft and any additional questions which should be added. Councilmember Mann suggested the question regarding a new ice arena include the names of the four school districts which will be involved in the effort. The Director of Public Services stated the school districts are hesitant to commit to the project at this point and it is safer to word the question in this way. Councilmember Hilstrom said she would like to see the question reflect more of a breakdown of issues so it is obvious which issues the residents strongly favor. For example, one question should not include multiple issues, such as one that mentions both the City Hall and the Police Department. Councilmember Mann agreed with the concern but noted the new Question No. 59 does clarify the issue better. The Director of Public Services commented the proposed improvements should be described more clearly in the questions. Mayor Kragness asked about the phone survey itself. She believes people should be told before beginning the survey that it would take some time. The Director of Public Services said there is a standard statement made before the questioning begins. 5/15/95 -4- 0 Mayor Kragness asked whether the surveyor will be knowledgeable enough to answer questions during the survey. The Director of Community Development said the callers for Decision Resources specifically attempt not to answer questions so that the survey is not skewed. Mayor Kragness said a person might not answer a survey question at all if he or she did not Y b P g Yq understand it and the caller didn't give further information. She asked whether the survey could be mailed out ahead of time so residents could be prepared to answer the questions. Councilmember Hilstrom suggested the City newsletter include a notice the survey will be underway and include some specific information on projects. The Director of Public Services said Decision Resources may believe those actions would change the conditions of the survey. The Director of Community Development agreed. Decision Resources has been hired by the City to use its expertise in these matters. Mayor Kragness expressed concern the phone surveyors might call residents who are not knowledgeable enough to answer the questions. Councilmember Carmody noted those same people will be the ones voting on the bond issue. The Director of Community Development stated there is a selection process for the survey. A cross - section of residents will be called, regardless of knowledge of City issues. Mayor Kragness said the survey is long and calls for important decisions and maybe residents should be prepared for it. The Director of Public Services noted those surveyed will only be giving their opinions; they will not be making final decisions. There was a discussion of certain specific questions on the draft survey. P q Y Councilmember Mann suggested Question No. 69 be rewritten on the order of the previous question, with residents being asked to put the issues in order. The Director of Public Services stated Staff is recommending the survey draft be changed in several places to read "Which issue has the highest priority to you" rather than "How much are you willing to pay.... " After discussing Questions No. 28 and 29, and agreed a question should be added asking respondents how well they thought the current mix of recreational programming met the needs of the community. The Director of Public Services pointed out some survey questions are included for the purpose of updating the community survey. She asked whether other areas should be included in this purpose. Mayor Kragness asked the date of the survey. The Director of Public Services stated the survey will need to be revised and approved by the Council in final form. There are slots available for the phone survey in June and in July. It is believed 400 to 500 residents will participate in the phone survey. 5/15/95 - 5 - Councilmember Mann suggested Question No. 2 be expanded to include a breakdown of single - family home, apartment residence, or commercial property. Councilmember Mann expressed concern the revised version of the questionnaire be available for the June 12 Council work session. A resident who was present spoke on the issue of the ice arena. He said he would like to see an arena be included in the survey and was told the issue is in the survey. Councilmember Hilstrom asked whether the City has considered building an ice arena in past years. The Director of Community Development stated he believed an ice arena was part of a park bond issue approximately 20 years ago. OTHER BUSINESS Councilmember Mann referred to two memos from Councilmember Carmody. The memos concerned ownership of apartment buildings and responses to citizens' calls to Councilmembers. She asked for the issues to be included on a Council agenda. Councilmember Carmody explained her concern that there be a system developed to ensure a citizen's call is addressed but that each Councilmember doesn't answer the call individually and that all Councilmembers are aware of the answer the citizen was given. There was some general discussion of the matter. The Director of Public Services noted there is a computer database available to track citizen complaints. The system has not been used but could be researched for usability. Mayor Kragness recommended a weekly or monthly report be issued on complaints received. All members of the Council need to be informed how the complaint was answered. The Director of Community Development suggested Staff could send copies of answers to Councilmembers. Councilmember Carmody asked the status of tenants in a particular building. The Director of Community Development said the building will be empty soon and there will be proposals for other uses of the building presented at a June Council meeting. In particular, there is a group which works with juveniles which would like to use the building as a headquarters and there is also a party interested in purchasing the building and others surrounding it for an office /warehouse. Councilmember Hilstrom asked whether the City has a policy regarding vacant, boarded buildings. She referred to a building which was boarded but vandals removed the boarding. The Director of Community Development said there is no official policy. The boarding of buildings is done due to seasonal needs and there is no alternative to replacing boarding again and again if it is removed. The buildings are checked several times each week when they are 5/15/95 -6- in that condition. Usually the boarding is only required on a short-term basis so it is not a continuing problem. Mayor Kragness expressed concern the City might be imposing constraints on itself in this regard. The Director of Community Development said there are some constraints. There was further discussion regarding adopting a policy for vacant, boarded buildings. However, it was noted a resolution would be needed so the issue needs to be placed on an agenda as a discussion item. ADJOURNMENT The Brooklyn Center City Council was adjourned by Mayor Kragness at 9:05 p.m. Deputy City Clerk Mayor Recorded and transcribed by: Barbara Collman TimeSaver Off Site Secretarial 5115195 -7- MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL GOAL SETTING SESSION MAY 18, 1995 EARLE BROWN HERITAGE CENTER CALL TO ORDER The Brooklyn Center City Council met in a special goal setting session and was called to order by Mayor Myrna Kragness at 5:35 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Kathleen Carmody, Debra Hilstrom, and Kristen Mann. Also present was Assistant City Manager Nancy Gohman. Councilmember Barb Kalligher was excused from this evening's meeting. Director of Community Development Brad Hoffman arrived at 6:45 p.m. GOAL SETTING SESSION Don Salverda, Salverda & Associates, Inc., was the facilitator for the City Council goal setting session. The Council developed a list of issues and opportunities, defining goals including the top 7 goals and short terms goals. The list is attached. ADJOURNMENT The Brooklyn Center City Council meeting adjourned at 9:30 p.m. Deputy City Clerk Mayor 5/18/95 -1- City of Brooklyn Center DRAFT City Council Goal Setting Session Issues and Opportunities May 18, 1995 Goals votes short Top 7 Teem Upgrade various City physical facilities by initiating a bond issue 1 X Recruit and hire a new city manager X Recognize staff as professional and empowering them with the resources X to do their jobs and fulfill the goals Have staff continue to provide adequate information to the Council to X make p rudent d ecisions Develop a five -year strategic plan and focus efforts on the plan [with 6 1 annual update retreats] Revitalize the City's housing stock 6 2 [overall economic development] Reexamine and define the "role" of the City [i.e. what services to 5 3 provide] Increase communication team spirit at the Council and top management 5 4 level Become more user friendly placing high emphasis on treating the citizen 5 5 as a customer [friendly and responsive City Hall] Enhance the City's public image 5 6 Develop or locate alternative funding for City services 5 7 Initiate a cost/benefit analysis of existing and potential City services 5 Address the changing demographics and diversity in the City 4 Replace the City's infrastructure 4 Increase le gislativ e clout 3 Address the City's crime & violence issues 2 [through expanded citizen involvement] Take on a more active role with the LMC and other regional public 1 organizations Become a key player in new technology (such as the Super Highway) as 1 pertains to City services Enhance communication and collaboration with other jurisdictions and the 1 general public Expand and remodel Brookdale City Council Goal Setting Session Page Z Issues and Opportunities DRAFT May 18 1995 Goals votes short Top 7 Term Improve communication with the City's citizens Revitalize Brooklyn Boulevard Determine the level of human services the City will provide [more clearly define the changing role of cities] The need to have a cooperative, smooth running City with the Council and City Manager communicating that fosters team spirit with a positive working environment I 3 City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Short Term May 18, 1995 1. To upgrade various City physical facilities b initiating a bond issue Y Y 2. To recruit and hire a new city manager 3. To recognize the staff as professional and empowering them with the resources to do their jobs and fulfill the goals 4. Staff to provide adequate information to the Council to make prudent decisions Ilk At*, 31 City of Brooklyn Center City Council Goal Setting Session Issues and Opportunities Highest Priority - Top 7 May 18, 1995 1. To develop a five -year strategic plan and focus efforts on the plan [with annual update retreats] 2. To revitalize the City's housing stock [overall economic development] 3. To reexamine and define the "role" of the City [i.e. what services to provide] 4. To increase communication team spirit at the Council and top management level 5. To be more user friendly placing high emphasis on treating the citizen as a customer [friendly and responsive City Hall] 6. To enhance the City's public image 7. To develop or locate alternative funding for City se %ices 0 DIX MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION MAY 22, 1995 CITY HALL CALL TO ORDER The Brooklyn Center City Council met in regular session and was called to order by Mayor Myrna Kragness at 7 p.m. ROLL CALL Mayor Myrna Kragness, Councilmembers Barb Kalligher, Kristen Mann, Debra Hilstrom, and Kathleen Carmody. Also present were City Manager Gerald Splinter, Assistant City Manager Nancy Gohman, Director of Public Services Diane Spector, Finance Director Charlie Hansen, Director of Community Development Brad Hoffman, Community Development Specialist Tom Bublitz, City Attorney Charlie LeFevere, and Council Secretary Barbara Collman. POINT OF PRIVILEGE Councilmember Mann asked for a personal privilege. She commented the members of the Council have taken oaths as elected representatives to follow laws and she did not want to violate due process. She asked who had submitted Item 8(p) as an agenda item. The City Attorney stated he had suggested the item be added because he had been told the resolution was ready for presentation at the meeting. Councilmember Mann asked whether the date "1992" in the resolution was a typographical error. The City Attorney said it was not an error. Councilmember Mann asked whether the City Manager has resigned and whether the City has received notification of the City Manager's resignation. The City Attorney said there has not been a resignation. The Council has been given a proposed agreement under which terms the City Manager would resign. Councilmember Mann asked whether Item 8(p) is a new contract. The City Attorney stated Item 8(p) is not an employment agreement but is, instead, a contract for involuntary resignation. There was a motion by Councilmember Mann and seconded by Councilmember Hilstrom (for discussion purposes) to terminate the City Manager under the at -will clause of his employment contract and with an effective date of July 1, 1995. 5/22/95 - 1 - Councilmember Mann stated she had made her thoughts clear earlier that it is time for a change. She stated Council should not consider a new contract but should move forward under the terms of the existing 1995 contract. 5 The City Attorney clarified Item 8(p). The agreement is not an employment contract but a proposed severance agreement. The City Manager's legal counsel and the City Attorney prepared the agreement. The agreement provides for benefits which are included in the existing employment contract. During preparation of the document, the City Attorney had no authority to negotiate the terms of the agreement, only to memorialize requested terms of settlement. The City Attorney explained the resolution's reference to 1992. The 1995 employment agreement calls for benefits in the case of involuntary resignation or termination by the Council. There are three factors affecting benefits: (1) Some benefits are automatic regardless of resignation or termination. (2) Some benefits are arguably up for discussion. There are four findings that can be made which affect benefits. The City Manager's ten -year period was from 1982 to 1992. The law was passed in 1992. There was a further explanation of legal issues, including the "highly compensated employee" law. (3) Some benefits are not clearly and not arguably required, such as attorney fees and out - placement funding. The City Attorney reiterated he did not negotiate the agreement. He only transferred the information into the format of a severance agreement. He is satisfied the Council could act on the document legally if it chooses. Councilmember Mann announced she would not look at a new package but would only use the existing contract. She called the question on the earlier motion. The City Attorney noted the presiding officer may or may not call the question when he or she is asked to call the question by a member. Councilmember Carmody noted she would prefer to have further discussion on the matter. Councilmember Kalligher commented she would like to request an Executive Session be scheduled. Councilmember Mann noted there was a motion on the floor. Councilmember Hilstrom asked Councilmember Mann to amend the motion to request the City Manager's resignation as opposed to the wording of "terminate." Councilmember Mann said she would need to see a written resignation. Councilmember Hilstrom asked Councilmember Mann whether the motion could be amended to say "request for resignation. " There was a motion by Councilmember Hilstrom to amend the earlier motion. Councilmember Mann noted the City Attorney had stated the City Manager has not resigned. She stated she would not amend the motion. 5/22/95 -2- Councilmember Carmody stated she was under the impression that two weeks ago Councilmember Mann, Councilmember Hilstrom, and Councilmember Kalligher called the City Attorney to request the termination of the City Manager. Councilmember Mann called a point of order. Councilmember Carmody stated Councilmember Mann had opened the issue. Councilmember Mann called the question. Councilmember Carmody asked that the question not be called and that the Council continue with the regular agenda items. Councilmember Hilstrom noted the meeting could not move forward with a motion on the floor. The City Attorney noted a re- ordering of the agenda is an option. He stated the presiding officer has authority to determine whether to act on a motion or await further consideration. It is the will of the body. Mayor a w' a consider. Kragness stated the motion could wait as the Council had other business to co s Y g Councilmember Mann stated she wished to go on record as stating she would not vote for the consent agenda. She said she would not look at two contracts. She would abstain from voting. Mayor Kragness ess noted Item S(p) was not a part of the consent aa g enda. OPENING CEREMONIES Helen Jacobson offered the invocation. COUNCIL REPORTS Councilmember Mann announced an open hearing of the Hennepin Recycling Group on May 24, 1995, at the Crystal Community Center at 7 p.m. Councilmember Hilstrom stated she had taken part in the Mayor's Bowl Across. The event was successful and the City had been thanked for its participation. Mayor Kragness stated she had attended the Governor's Day of Excellence event. Chrissy Wendell, a Brooklyn Center resident, was the youngest person honored at the event. Mayor Kragness also attended the American Heart Association North Hennepin Affiliate. She stated she serves on the Board of Directors and has been nominated as president of the group. A Brooklyn Center resident, Linda Kieffer, was honored by the association as "Rookie of the Year" for community programs for the year. Mayor Kragness stated she was proud of both residents and excited for their awards. 5I22I95 - 3 - a ltila yor Kragness noted the City Council held a go a l-setting aa session on Niay 18, 1995. She read the seven goals written by the Council, which were to develop a five -year strategic plan, to revitalize the City's housing stock and overall development, to re- examine and re- define the role of the City, to display team spirit, to encourage friendly treatment of residents as customers, to enhance the City's e , en Y s P blic ima and to enhance City services. a Mayor Kragness commented the past two weeks have been difficult for the City. She asked residents to bear with the Council as it attempts to do what is best for the City. She stated the City needs to work together and move forward. She also read a short poem. APPROVAL OF AGENDA AND CONSENT AGENDA Mayor Kragness inquired if any Councilmember requested any items be removed from the consent agenda. Councilmember Mann asked that Items 6(a)(3) and 6(b) be removed. Councilmember Carmody noted Staff had requested the removal of Item 6(d). The City Manager agreed Staff had requested it due to a change in the amount. The City Attorney noted the agenda could be re- ordered and the issue taken up separately. Councilmember Kalligher proposed Item 8(p) be removed from the agenda and an Executive ZV Session be held to discuss it. Councilmember Carmody stated she was against holding an Executive Session as the matter should be discussed openly. Councilmember Kalligher commented she thought it would be the Cit }�� Mana er s decision whether the meetin should be open or not. `J a a P The City Attorney stated an Executive Session could be held if the purpose were a performance review but the Council would not have authority to hold an Executive Session for the purpose of discussing a severance package. Mayor Kragness commented these steps are putting the "cart before the horse." There was a m a motion b Councilmember Kall1 her to hold an Executi Session y a e Sess o as soon as possible for the purpose of discussion of the City Manager's performance. The City Attorney noted if an Executive Session were to be scheduled during an open meeting, such as tonight's Council meeting, the three -day posting requirement would not be in effect. Councilmember Mann asked whether, in that case, Executive Session could be held following the meeting in progress. The City Attorney said it could. Councilmember Mann seconded the motion. 5/22/95 -4- i I Councilmember Carmody reiterated she was opposed to holding an Executive Session. She indicated she felt such an action would prove to residents of Brooklyn Center that the Council does not want to be honest with them. She stated she believed the relationship between the Council and the City Manager is not recoverable and discussion of the kind suggested would be moot. Mayor Kragness agreed and stated she would vote against holding an Executive Session. She mentioned such an action would have been appropriate two weeks ago. Councilmember Carmody agreed and noted that three people were not present for the meeting two weeks ago. She stated she does not agree with terminating the City Manager. She called the question of the motion regarding Executive Session. e motion for the purpose of discussion and Councilmember Mann n he had seconded th oted s p rp would support the motion if the Executive Session were held following the current meeting. Roll call vote on the removal of Item 8(p) from its place on the agenda: Councilmember Hilstrom, aye; Councilmember Mann, aye; Councilmember Kalligher, aye; Councilmember Carmody, nay; and Mayor Kragness, nay. The motion carried. Mayor Kragness called a vote regarding holding an Executive Session later this evening. Councilmember Mann stated she wanted to go into Executive Session immediately. Mayor Kragness noted it would not be fair to people in attendance regarding other matters. Councilmember Kalligher suggested Executive Session be called for Tuesday or Wednesday. Councilmember Carmody said she would not be available at those times. The City Attorney suggested the matter be broken down and a vote taken on whether or not to hold an Executive Session, without setting a date. There was a motion by Councilmember Kalligher to hold an Executive Session as soon as possible. Councilmember Mann objected to the motion as too open - ended. She stated she wanted the meeting to be held tonight following the regular Council meeting and asked for the motion to be amended as such. There was no second to the motion. Roll call vote on holding Executive Session as soon as possible: Councilmember Kalligher, aye; Councilmember Hilstrom, nay; Councilmember Mann, nay; Councilmember Carmody, nay; and Mayor Kragness, nay. The motion failed. 5/22/95 -5 - I There was a motion by Councilmember Hilstrom and seconded by CounciImember Mann to request the City Manager's resignation and add a discussion of the resignation to the agenda. Councilmember Carmody stated the relationship with the City Manager has been severed. The working relationship is not functioning. There has been publicity. It is impossible to recover the situation. She stated she is opposed to the request for resignation but will support it as there is no alternative. Mayor Kragness indicated agreement with Councilmember Carmody. She stated she is opposed to the action but would vote in favor with a heavy heart for the sake of expediency. The motion passed unanimously. Regarding the Consent Agenda, Councilmember Carmody mentioned the May 2, 1995, Special Work Session began at 6:30 p.m. but the minutes state it began at 7 p.m. There was a separate meeting from 6:30 p.m. to 7 p.m., but there should be a written record of the meeting. The City Attorney stated those minutes will be prepared by his office. Councilmember Mann asked whether they will be minutes of a separate Executive Session. The City Attorney stated they will be regular minutes of a special meeting. Councilmember Mann noted the minutes from the May 2, 1995, Special Work Session can then remain on the Consent Agenda. There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the May 22, 1995, agenda and consent agenda as printed. The motion passed unanimously. APPROVAL OF MINUTES APRIL 17. 1995 - BOARD OF EQUALIZATION There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the minutes of the April 17, 1995, Board of Equalization as printed. The motion passed unanimously. Councilmember Mann abstained. APRIL 24, 1995 - REGULAR SESSION There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the minutes of the April 24, 1995, regular session as printed. The motion passed unanimously. Councilmember Kalligher abstained. MAY 2. 1995 - SPECIAL WORK SESSION There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the minutes of the May 2, 1995, special work session as printed. The motion passed unanimously. Councilmember Kalligher abstained. 41 5/22/95 -6- MAY 8 1995 - REGULAR SESSION There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the minutes of the May 8, 1995, regular session as printed. The motion passed unanimously. Councilmembers Kalligher, Hilstrom, and Mann abstained. RESOLUTIONS RESOLUTION NO. 95 -118 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING QUOTE AND AUTHORIZING THE PURCHASE OF ONE (1) ZODIAC BOAT FOR THE FIRE DEPARTMENT The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. RESOLUTION NO. 95 -119 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION APPROVING PLANS AND SPECIFICATIONS AND AUTHORIZING ADVERTISEMENT FOR BIDS, IMPROVEMENT PROJECT NO. 1995 -11, CONTRACT 1995 -G, BROOKLYN DRIVE SANITARY SEWER MANHOLE REPAIR The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. RESOLUTION NO. 95 -120 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION AMENDING SPECIAL ASSESSMENT LEVY ROLL NOS. 13372 AND 13373 TO PROVIDE FOR THE AWARD OF ASSESSMENT STABILIZATION GRANTS FOR THE WOODBINE NEIGHBORHOOD IMPROVEMEN'T'S The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. RESOLUTION NO. 95 -121 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING BID AND AWARDING CONTRACT, IMPROVEMENT PROJECT NOS. 1994 -05 AND 06, CONTRACT 1995 -D, HUMBOLDT AVENUE STREET AND UTILITY IMPROVEMENTS, 69TH AVENUE TO 73RD AVENUE 5/22/95 -7- The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. RESOLUTION NO. 95 -122 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION AMENDING THE 1995 LIQUOR FUND BUDGET AND AWARDING THE BID FOR THREE SAFES FOR THE LIQUOR STORES The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. RECOMMENDATION OF THE FINANCIAL COMMISSION REGARDING AMENDMENT OF THE ADEQUATE GENERAL FUND BALANCE FORMULA CONTAINED IN THE FINANCIAL MANAGEMENT POLICIES There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the recommendation of the Financial Commission regarding amendment of the adequate general fund balance formula contained in the Financial Management Policies. The motion passed unanimously. RATIFICATION OF ADMINISTRATIVE APPROVAL OF LICENSES There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to ratify the following list of licenses which were administratively approved on May 10, 1995. MECHANICAL SYSTEMS Air and Furnace Care 8733 Humboldt Ave. N. All - American Heating & A /C, Inc. 1900 Glenwood Ave. Allied Fireside, DBA Fireplace Corner 2700 Fairview Ave. Aspen Heating 1871 E. Minnehaha Louis Degidio, Inc. 6501 Cedar Ave. S. Environmental Comfort Systems, Inc. 890 N. Mill St. Fore Mechanical, Inc. P.O. Box 130788 Gas Supply, Inc. 2238 Edgewood Ave. S. Minnesota Heating & A/C 10701 93rd Ave. N. NewMech Companies, Inc. 1633 Eustis St. NW Sheetmetal Co. of St. Paul 2136 Wabash Ave. P & D Mechanical Contracting Co. 4629 41st Ave. N. Pete 's Repair, Inc. 8835 Xylon Ave. N. Quality Air, Inc. 7907 5th St. N.E. Ron's Mechanical 1812 E. Shakopee Ave. Sheet Metal Services 30 N.W. Main, Bethel United Heating & A/C 2702 Idaho Ave. N. I 5/22/95 - 8 - RENTAL DWELLINGS Initial: Robert C. Witt 7100 Unity Ave. N. Renewal: Doug and Kathleen Williams 5107 Drew Ave. N. Jack and Nancy Wold 5907 -09 June Ave. N. Bobby and Sally Robson 1107 57th Ave. N. SIGN HANGER Electric Sign and Lighting 11328 Zane Ave. N. Nordquist Sign Co., Inc. 312 W. Lake St. Universal Signs, Inc. 1033 Thomas Ave. RESOLUTIONS CONTINUED RESOLUTION NO. 95 -123 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION APPROVING ISSUANCE OF A NON - INTOXICATING BEER AND A WINE LIQUOR LICENSE TO FUDDRUCKERS, INC., DBA FUDDRUCKERS The motion for the adoption of the foregoing resolution was duly seconded by member Barb Kalligher, and the motion passed unanimously. LICENSES There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to approve the following list of licenses: AMUSEMENT DEVICES - OPERATOR Brooklyn Center Community Center 6301 Shingle Ck. Pkwy. AMUSEMENT DEVICES - VENDOR B & K Music and Sales 133 Spring Valley Circle GARBAGE AND REFUSE COLLECTION VEHICLES Environmental Refuse 4123 Russell Ave. N. MECHANICAL SYSTEMS Blaine Heating, A/C and Electric, Inc. 13562 Central Ave. N.E. Brooklyn Air Heating and A/C 5801 Lyndale Ave. N. Royalton Heatina & Cooling Co. 4120 85th Ave. N. Thermex Corporation 4850 Park Glen Road 5/22/95 -9 - MOTOR VEHICLE DEALERSHIP CLASS A Brookdale Ford, Inc. 2500 County Road 10 RENTAL DWELLINGS Initial: Todd McDonald 7013 Girard Ave. N. Renewal: Marcus Corporation 6415 James Circle N. Leray /Keith Mortensen 4110 Lakebreeze Ave. N. Edward Doll 1201 57th Ave. N. Heidi Amundsen 2816 67th Lane N. Outreach Community Center 507 69th Ave. N. TAXICAB Town Taxi 2500 Washington Ave. #134 The motion passed unanimously. Councilmember Mann requested a re- ordering of the agenda items. Councilmember Hilstrom indicated agreement. The City Attorney noted there was a general agreement to do so. OPEN FORUM Mayor Kragness noted the Council had received three requests to use the open forum session this evening. She asked that public comments concerning the resignation of the City Manager be held until the Council's discussion of that item at the end of the agenda. Dan McFarren, 4413 71st Avenue North, spoke regarding the Woodbine Neighborhood improvements. He stated he has attempted to communicate with City Staff but has been unsuccessful. He distributed a map detailing the area concerned. He stated the City is going to install a circle at the dead end and a long driveway which he will need to maintain. He will need to shovel an extra 25 feet which does not belong to him and he will have to drive around the circle whenever he leaves his driveway. He added his neighbor at 4407 71st Avenue North will have difficulty getting up his driveway in the winter. He stated he would like to know the reasoning behind the changes because they do not make sense to him. Councilmember Hilstrom looked at the map and verified details Mr. McFarren had discussed. Mayor Kragness noted the Council had received a letter from Mr. McFarren and had forwarded it to Staff. Mayor Kragness noted she understood a City Staff member had visited the resident at the property. 5/22/95 - 10- Councilmember Carmody asked Mr. I'vIcFarren whether he had attended the public hearing held on the Woodbine improvements. Mr. McFarren said he had. The Director of Public Services explained Staff had determined the roadway would never be developed further to the south and connected to another roadway. Therefore, it was decided that rather than replacing the roadway, it would be replaced as a driveway to serve the property. The same type of change has been made six or seven times in other areas of the City. She noted once the land becomes a driveway the City will no longer plow it. It is in the best interest of the community to not replace a roadway that only serves a private garage. Regarding the traffic circle, neighbors in the area had specifically asked the City to address this corner of roadway. City Staff discussed the proposed changes with residents and received their approval. Mr. McFarren stated the change only affects three people. The Director of Public Services said there are five property owners affected. Mr. McFarren said the other two neighbors are only slightly affected. Of the three greatly affected, two said no to the change and one agreed because he would be getting a "free ride." The Director of Public Services said, of the five affected, two received the project enthusiastically and one understood and agreed. Mr. McFarren said the one neighbor had not expressed understanding to him, and he still believed the neighbor would not be able to drive up his driveway. The Director of Public Services noted they had obviously heard two different stories. She added the driveway difficulty is an existing condition. INIr. McFarren said the condition will not be the same because as it is now the resident can head into the driveway straight on. The Director of Public Services said the change will help the situation. The Director of Public Services noted the plan has been approved. An amendment of the plan would cost approximately $5,000. Mayor Kragness verified the property belongs to the City rather than to the resident, and that the City needs the property for utility easement. The Director of Public Services confirmed this. There was a discussion concerning access to a proposed pond. Mr. lfcFarren added he will have to haul his garbage down the long driveway to the road. Councilmember Hilstrom suggested Staff be requested to work out a solution with Mr. McFarren. The Director of Public Services stated Staff is willing to work with the resident. Councilmember Kalligher requested Staff to meet with Mr. McFarren and then write a memo to Council regarding the results. The Director of Public Services agreed. 5/22/95 Mr. McFarren asked whether he will have to drive around the circle every time he leaves the driveway and whether the City will plow the circle. The Director of Public Services said he will have to drive around the circle. The City will plow around the circle and up to the curb. Mr. McFarren expressed further disagreement. The Director of Public Services noted there is a similar situation on Halifax. Mr. McFarren said the Halifax situation does not affect residents. Councilmember Carmody noted that a driveway to St. Alphonsus is affected by the Halifax traffic circle. Mayor Kragness asked whether Staff will work with Mr. McFarren. Mr. McFarren said he will work with Staff but it may be futile. Councilmember Kalligher told Mr. McFarren if the efforts are futile he should call the Councilmembers. The Director of Public Services urged quick action so that construction can begin. Mr. McFarren verified the City will need to use the driveway for utility maintenance. The Director of Public Services confirmed this, but said it would be only occasionally, and that the primary access to the pond would be through the Edina Realty parking lot. Councilmember Hilstrom left the meeting. COUNCIL CONSIDERATION ITEMS PLANNING COMMISSION APPLICATION NO. 95005 In the absence of the Planning and Zoning Specialist, the Director of Public Services presented Planning Commission Application No. 95005, submitted by the City of Brooklyn Center, which is a request for a Preliminary Plat approval to combine into two lots the various properties acquired by the City for a pond area and Park and Ride facility located at the northwest quadrant of 65th Avenue North and Brooklyn Boulevard. She reviewed the plans in detail. She noted the two conditions placed on the application by the Planning Commission are standard conditions for similar situations. She noted the Planning Commission recommended approval of this application at its May 11, 1995, meeting. Councilmember Mann asked whether the application should be reviewed by the Shingle Creek Watershed Commission. The Director of Public Services stated the Watershed Commission reviewed the plans two years ago and approved them and they have not changed. Councilmember Hilstrom returned to the Council table. There was a motion by Councilmember Kalligher and seconded by Councilmember Carmody to approve Planning Commission Application No. 95005 subject to the following conditions: 1. The final plat is subject to review and approval by the City Engineer. 2. The final plat is subject to the provision of Chapter 15 of the City ordinance. is 5/22/95 - 12- The motion passed unanimously. Councilmember Kalligher left the meeting. PLANNING COMMISSION APPLICATION NO. 95006 In the absence of the Planning and Zoning Specialist, the Community Development Specialist presented Planning Commission Application No. 95006, submitted by VenStar Corporation, which is a request for a Special Use Permit for the placement of fill in the floodway and Site and Building Plan approval for a 20,000 square foot expansion to the General Litho Services, Inc. building previously approved by the City Council under Planning Commission Application No. 95004. The Community Development Specialist reviewed the applications. He noted the first condition placed on the approval by the Planning Commission is a reiteration of 16 original conditions. He stated representatives of VenStar Corporation were present to answer questions. He noted the Planning Commission recommended approval of this application at its May 11, 1995, meeting. There was a motion by Councilmember Carmody and seconded by Councilmember Mann to approve Planning Commission Application No. 95006 subject to the following conditions: 1. All conditions listed under Planning Commission Application No. 95004 shall be continued and complied with prior to issuance of building permits for this project, as per City Council conditions cited in their March 27, 1995, meeting minutes. 2. The applicant shall receive the appropriate approvals from the Shingle Creek Watershed Management Commission, the Army Corps of Engineers, and the Department of Natural Resources prior to the issuance of permits for this project. 3. An ordinance amendment vacating a portion of the drainage and utility easement on this property affected by the proposed building expansion shall be accomplished prior to the issuance of building permits for this project. The motion passed unanimously. JOINT MEETING WITH CHARTER COMMISSION AND FINANCIAL COMMISSION Mayor Kragness stated a decision has been made to postpone a meeting with the Charter Commission. Councilmember Carmody asked whether the June 19 work session could be dedicated to the meeting with the Financial Commission. The City Manager said it could be arranged that way. Councilmember Kalligher returned to the Council table. 5/22/95 - 13 - Councilmember Carmody asked whether, in that case, an additional work session would be needed to replace the June 19 work session. The City Manager said the Council could make that decision. There was a motion by Councilmember Carmody and seconded by Councilmember Kalligher to hold a joint meeting with the Financial Commission in place of the scheduled work session on June 19, 1995. The motion passed unanimously. Donn Escher, a member of the Financial Commission, addressed the Council. He expressed approval of the date of the joint meeting but cautioned Council should be aware the Financial Commission is at an early stage of budget preparation. He also asked the Council to bring goals and ideas to the session. DISCUSSION OF CITY'S OWNERSHIP OF APARTMENT BUILDINGS Councilmember Carmody noted she wished to discuss whether a policy would be in order regarding the City's ownership of apartment buildings. The City has owned a particular building for approximately two years. There is a conflicting interest in that the City also does the housing inspections. She stated although sometimes the situations are temporary, the City should not be in the rental business. She proposed a time limit be set for the ownership of any apartment building. Councilmember Hilstrom suggested a time limit be set but language be included stating Staff could bring certain situations for special consideration by the Council. Councilmember Mann said she would agree to a olic containing a time limit but including a P Y clause which would allow for review if more time were necessary. Councilmember Kalligher asked whether office buildings would be included in the policy. Mayor Kragness said office buildings would fall under special consideration. Councilmember Carmody asked whether the City owns any office buildings. Councilmember Hilstrom said it does. Mayor Kragness noted the current building owned should be taken care of soon. There was a motion by Councilmember Hilstrom and seconded by Councilmember Mann to request Staff to write a proposed policy regarding City ownership of apartment buildings. The motion passed unanimously. APPROVAL OF REVISED CONTRACT BETWEEN THE FIVE CITIES TRANSPORTATION PROJECT AND NATIONAL SCHOOL BUS SERVICE Councilmember Carmody explained the organization serves seniors aged sixty and over. The City Human Rights and Resources Commission has never believed the service it provided was worthwhile. The service only transports residents to North Memorial and is very costly. She suggested Council approve the contract but direct Staff to research the other two or three 5/22/9 - 14- companies which provide these services and report to the Human Rights and Resources Commission. Councilmember Kalligher left the meeting. The City Manager explained Councilmember Carmody is interested in considering a better way of providing services. Councilmember Mann said she would support the approval of the contract but it should be investigated whether transportation to medical services could be added. There was a motion by-Councilmember Carmody and seconded by Councilmember Hilstrom to approve the revised contract between the Five Cities Transportation Project and National School Bus Service to include the policy for National Drivers Assistance. The motion passed unanimously. There was a motion by Councilmember Carmody and seconded by Councilmember Hilstrom to direct the Human Rights and Resources Commission to study the transportation needs and consider the options available. The motion passed unanimously. Councilmember Carmody commented she had received a telephone call from a Mrs. Folsted. She expressed thanks to her for providing information and following up on the matter. PAY EQUITY COMPLIANCE REPORT The City Manager indicated the City is required by law to make an annual, report on the issue of pay equity. The Assistant City Manager discussed the contents of the report which will be submitted on behalf of the City. She noted this review is presented to the Council for information purposes only and no action is required. The report will be submitted to the state for certification. It appears the City will be in compliance with regard to pay equity. The State will issue a response but it has been known to be a year before it is received. Mayor Kragness asked about the guidelines for compliance. The Assistant City Manager explained the report must show equal pay for males and females and Brooklyn Center's report does show 101 percent equal pay. FAMILY SERVICES COLLABORATIVE The Assistant City Manager stated Northwest Hennepin Human Services Council wants to research setting up satellite sites. The issue of transportation will also be addressed. A Councilmember is needed to participate in the planning and serve as a voice for Brooklyn Center. 5/22/95 - 15- Councilmember Carmody recommended Councilmember Hilstrom for involvement on the committee. Councilmember Hilstrom accepted the appointment. There was a consensus of opinion by the Council. ACQUISITION OF SINGLE - FAMILY HOMES ALONG BROOKLYN BOULEVARD The City Manager indicated Staff would like policy direction on this issue as there have been communications from residents wishing to sell their properties. Councilmember Hilstrom left the meeting. Councilmember Carmody noted the Council had declined to purchase another property earlier for financial reasons and she wouldn't expect to be able to consider one at this time, either. The properties closer to 69th and Brooklyn Boulevard would be a higher priority and these would be a secondary priority. She asked whether the Council has scheduled which homes it would want to acquire if available. The Director of Community Development explained there has been no area set. Properties have been considered when they have been on the market for sale or the owners have approached the City regarding selling. In general, the policy has been to respond to owners who approached Staff and to sales listing if it was believed the timing was right. Councilmember Carmody asked whether it is best to buy as the financing is available. The Director of Community Development said acquiring homes in the specific area being discussed is low priority in general and the resources are not available. Councilmember Carmody indicated perhaps Council should set a range of houses and otherwise just automatically say the City is not interested. The Director of Community Development suggested the Council formalize a policy that it would want to see offers on properties for sale and then act on those. Mayor Kragness noted financing is uncertain due to proposed budget cuts. Funding would be on an as- needed basis for this. The Director of Community Development stated any acquisition would be done individually on the merits of the property. Councilmember Carmody asked whether Council is being asked to agree to purchase a home or to set a policy. The Director of Community Development stated Staff is asking Council to approve a policy for deciding on home purchases as they arise. Mayor Kragness said such a policy sounds feasible. Councilmember Mann stated that is the policy the City is currently working under. The Director of Community Development agreed but stated the policy has been informal and it needs to be formalized. There was a motion by Councilmember Carmody and seconded by Councilmember Mann to direct Staff to prepare a written policy concerning acquisition of single- family homes. The motion passed unanimously. 5/22/95 - 16- RESOLUTION NO. 95 -124 Member Kristen Mann introduced the following resolution and moved its adoption: RESOLUT ION EXPRESSING RECOGNITION AND APPRECIATION OF JOHN HENRY FOR HIS DEDICATED PUBLIC SERVICE ON THE HUMAN RIGHTS AND RESOURCES COMMISSION The motion for the adoption of the foregoing resolution was duly seconded by member Kathleen Carmody, and the motion passed unanimously. Councilmember Hilstrom returned to the Council table. SALE OF BONDS (FOUR COURTS APARTMENT'S PROJECT) The City Manager noted a resolution is the final action required in this matter. The Community Development Specialist noted this resolution is for the final issuance of housing revenue bonds. There is no financial commitment on the part of the City in this matter. Representatives of Dominium Company are present at this time. Councilmember Mann left the meeting. Councilmember Carmody noted Council has considered this item previously so it has no questions on the issue. RESOLUTION NO. 95 -125 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION AUTHORIZING THE ISSUANCE, SALE AND DELIVERY OF RENTAL HOUSING REVENUE REFUNDING BONDS (FOUR COURTS APARTMENTS PROJECT), SERIES 1995A AND TAX CREDIT INVESTOR REVENUE BONDS (FOUR COURTS APARTMENTS PROJECT), SERIES 1995E UNDER MINNESOTA STATUTES, CHAPTER 462C, AS AMENDED; APPROVING THE FORM OF AND AUTHORIZING THE EXECUTION AND DELIVERY OF INDENTURES OF TRUST AND LOAN AGREEMENTS AND OTHER DOCUMENTS; APPROVING THE FORM OF AND AUTHORIZING THE EXECUTION AND DELIVERY OF THE BONDS; PROVIDING FOR THE SECURITY, RIGHTS AND REMEDIES OF THE OWNERS OF SAID BONDS The motion for the adoption of the foregoing resolution was duly seconded by member Debra Hilstrom, and the motion passed unanimously. IMPROVEMENT PROJECT NOS. 1995 -07 AND 08 The Director of Public Services noted the resolution approves acquisition of easements. Three of the four easements relate to the traffic "kidney bean." The "V" at 71st Avenue and Kyle Avenue North will be straightened. Property owners on the north side of the road are affected 5/22/95 - 17 - and all are in favor of the project and agree with the valuations. An office /condominium complex is also in agreement. Regarding the planned meeting with Mr. McFarren, who spoke earlier in Open Forum, the Director of Public Services stated any action taken regarding Mr. McFarren's property would not be connected to these easements. Councilmember Mann returned to the Council table. The City Manager commented at the original hearing, residents requested action be taken to correct the odd shape, and the proposed plan is the best answer to the problem. Staff has met with residents. The situation is difficult but this plan meets the requirements effectively. A similar arrangement on Halifax Place is working well. Councilmember Hilstrom asked the City Manager whether this resolution could be affected by further discussions between the Director of Public Services and Mr. McFarren. The City Manager stated there could be an effect on- the shape of the island but he does not expect that to happen. The roadway needs to be straightened. Mr. McFarren's concern appears to be his added responsibility for plowing, etc. Councilmember Hilstrom commented if this resolution were passed but changes were made, the matter would come back to the Council. The City Manager verified this and stated Staff will make an effort to resolve the issue and proceed. RESOLUTION NO. 95 -126 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION APPROVING ACQUISITION OF EASEMENTS FOR ROADWAY AND UTILITY PURPOSES, IMPROVEMENT PROJECT NOS. 1995 -07 AND 08, WOODBINE NEIGHBORHOOD STREET AND STORM DRAINAGE IMPROVEMENTS The motion for the adoption of the foregoing resolution was duly seconded by member Debra Hilstrom, and the motion passed unanimously. RESOLUTION NO. 95 -127 Member Debra Hilstrom introduced the following resolution and moved its adoption: RESOLUTION EXPRESSING RECOGNITION AND APPRECIATION FOR THE PUBLIC SERVICE OF ORGANIZATIONS PARTICIPATING IN BROOKLYN CENTER'S ADOPT -A- PARK, ADOPT -A- TRAIL, AND ADOPT -A- STREET SPRING CLEAN -UP /EARTH DAY CELEBRATION The motion for the adoption of the foregoing resolution was duly seconded by member Kathleen Carmody, and the motion passed unanimously. Councilmember Kalligher returned to the Council table. 5/22/95 - � 18 - IMPRO 09 The City Manager noted a written report is included in Council materials. There is still the potential of a property tax freeze by the legislature which would limit the City's ability to pay the debt service paid for this project. There are options such as a contingency arrangement or delaying action. The Director of Public Services noted regarding Option No. 3 that the next meeting would be beyond the bid period and Staff did not obtain any air -tight assurance that bids would be held. The City Manager commented Option No. 3 is not as solid as Option No. 1 and Option No. 2 for that reason. Councilmember Mann stated she preferred Option No. 1. There was a consensus of opinion to follow the procedure outlined in Option No. 1. RESOLUTION NO. 95 -128 Member Kristen Mann introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING BID AND AWARDING CONTRACT, IMPROVEMENT PROJECT NOS. 1995-07,08, AND 09, CONTRACT 1995 -B, WOODBINE NEIGHBORHOOD STREET, STORM DRAINAGE, AND UTILITY IMPROVEMENTS The motion for the adoption of the foregoing resolution was duly seconded by member Debra Hilstrom, and the motion passed unanimously. 40 The City Manager explains this action delays the project pending outcome of legislation. If there is no tax freeze, the contract could be signed as early as tomorrow. However, if the governor is given an option, there would be a week waiting period. As far as timing is concerned, this is the fastest method and approach to take. IMPROVEMENT PROJECT NO. 1993 -18 The Director of Public Services explained she would be presenting a preliminary design of the proposed project for comment. She reviewed the design in detail. The Park and Ride contains 222 stalls with access off of 65th Avenue. The pond consists of two cells with the final design looking somewhat different from preliminary designs seen earler due to requirements of the Corps of Engineers relating to wildlife habitat. The trail is linked to the trail system at Brooklyn Boulevard. Residents have also asked that the trail be linked at 66th Avenue North. The trail will be used for recreational walking and will have extensive landscaping. The final plan for landscaping will be developed this fall with the property owners. She noted an attempt will be made to preserve the grove of oak trees at 65th Avenue North and Brooklyn Boulevard. The parking lot has been designed around it. There will be mature trees maintained within the parking lot for aesthetic purposes. Regarding the shelter and bike locker areas, the Director of Public Services said the shelters proposed will have an adaptation to the Metropolitan Council Transit Operations (MCTO) 5122/95 - 19 - generic shelter roof in order to preserve the farm theme. A bus windvane will be added as an extra touch. The two shelters will be a sufficient size for the 222 parking stalls as the MCTO has stated many people wait for the bus in cars rather than the shelter. The Director of Public Services also stated that the consultant who prepared the conceptual design had shown some park facilities, such as a playground and a basketball court. The residents to the south of the area adamantly opposed active recreation facilities and the Park and Recreation Department believes that the area is adequately served by other parks. Therefore, park facilities have been eliminated from the design but could be reconsidered if necessary. The Brooklyn Center City Council recessed at 8:54 p.m. The meeting of the Brooklyn Center City Council was reconvened by Mayor Kragness at 9:09 p. M. RESOLUTION NO. 95 -129 Member Kathleen Carmody introduced the following resolution and moved its adoption: RESOLUTION APPROVING PRELIMINARY DESIGN AND AUTHORIZING THE DEVELOPMENT OF FINAL PLANS AND SPECIFICATIONS, IMPROVEMENT PROJECT NO. 1993 -18, POND, PARK, MTC PARK AND RIDE, AND 65TH AVENUE REALIGNMENT The motion for the adoption of the foregoing resolution was duly seconded by member Debra Hilstrom, and the motion passed unanimously. RESOLUTION NO. 95 -130 Member Barb Kalligher introduced the following resolution and moved its adoption: RESOLUTION AMENDING SPECIAL ASSESSMENT LEVY ROLL NO. 13131 TO PROVIDE FOR THE AWARD OF AN ASSESSMENT STABILIZATION GRANT FOR THE JAMES /K1NOX STREET IMPROVEMENT The motion for the adoption of the foregoing resolution was duly seconded by member Kristen Mann, and the motion passed unanimously. PROCLAMATION Member Kathleen Carmody introduced the following proclamation and moved its adoption: PROCLAMATION DECLARING JUNE 16, 1995, AS THE DAY OF THE AFRICAN CHILD The motion for the adoption of the foregoing proclamation was duly seconded by member Kristen Mann, and the motion passed unanimously. 5/22/95 -20- PURCHASE OF PROPERTY FOR A STORM WATER POND The City Manager commented the final figures are available for this purchase. The Director ervices explained the purchase was previously a p p roved b the Cou of Public S p p p y pp y at $70,000. There was confusion by all parties on the purchase price, but there has now been an agreement on the price of $79,000. She recommended the negotiated price of $79,000 be approved. RESOLUTION NO. 95 -131 Member Barb Kalligher introduced the following resolution and moved its adoption: RESOLUTION AMENDING NEGOTIATED AGREEMENT AND AUTHORIZING THE PURCHASE OF PROPERTY FOR A STORM WATER POND The motion for the adoption of the foregoing resolution was duly seconded by member Kristen Mann, and the motion passed unanimously. DISCUSSION OF SEVERANCE AGREEMENT Councilmember Hilstrom asked the City Attorney to comment regarding the City Manager's 1995 employment contract as compared to the proposed settlement agreement. Mayor Kragness noted there are citizens present to address the issue. Councilmember Hilstrom questioned whether the Council should decide on the package first before taking public comment. The City Attorney stated it is up to the Council whether and when to take public comment. P Mayor Kragness indicated she referred to hear the citizens who have waited and called them Y � to speak. She noted there were two registrations for comment on this issue and opened the meeting to the public at approximately 9:17 p.m. Walter Bursch, 6028 Emerson Avenue North, stated he moved to Brooklyn Center over 35 years ago and has been proud of the City's leadership, good schools, and hard - working citizens. He expressed concern about recent events. Secretive actions do not "sit well" with him and he believes all units of City government should follow the open meeting laws. He asked the Council to please describe the deficiencies on which the termination of the City Manager is based. He indicated he would like to trust and support the Council but he will need its help in understanding the situation. Madeleine Roche, 816 69th Avenue North, noted she was speaking with regret and anger to reproach the City Council on its actions. The actions reminded her of teenagers on the telephone and such actions are not worthy of the City Council. Absenting themselves from a Council meeting is a cop out and doesn't sit well with citizens. She suggested if resignations are being considered, the Council might start with the resignations of Councilmembers Mann, Kalligher, and Hilstrom. The City of Brooklyn Center does not need this kind of leaders. 5/22/95 -21 - I Rather, it needs Councilmembers who have integrity, honesty, and are prepared. The Councilmembers need the City Manager to guide them through one or two years as they learn their jobs. Jerry Pedlar, 5330 62nd Avenue North, the president of the Brooklyn Center Taxpayers' Association, stated the activities of the City Council lack integrity and fairness, reek of cowardice, and are possibly illegal. He stated he was told three weeks ago that Councilmember Kalligher was the swing vote in a movement to remove the City Manager. At that time, he had asked Councilmember Kalligher what part of the City Manager's performance was wrong and what could go sour in the relationship in only four months and she had said the City Manager's 1994 performance was basically good as far as the two senior members of the Council were concerned. He asked how this action could have been taken without due process. He challenged the Council to make public a list of objections which Councilmember Hilstrom had written. He stated the City Manager deserves due process and was not given it. He also said the Councilmembers work for the citizens and decisions should be fair and in the best interest of the community. He reiterated he would like to see the list of concerns regarding the City Manager, noting he understood the contents are minor details. Councilmember Hilstrom stated she did prepare a list and does not object to its release. However, at this point the City Manager has the option of whether or not it is released to the public. She added she remains confident in her process. Mr. Pedlar commented from the standpoint of a business manager an employee is generally given more than 4 -1/2 months just as a manager would expect that much time. Councilmember Carmody stated, regarding the list of concerns, she has not as yet seen any evidence for the items detailed. She noted she still does not understand the listing. Don Poss, 3212 65th Avenue North, stated he is a long -time resident and former City Manager (for eleven years) of Brooklyn Center. He said he has known the City Manager for a long time and has known him to be competent, honorable, and loyal. He also stated the citizens are realists and are not present to question the Council's authority to terminate an employee at will for no reason. He expressed his opinion that the City Manager may be feeling freed at this point. He stated his concern is that three councilmembers are blackening the name of Brooklyn Center. He said even the Brooklyn Park charge was legal but many are of the opinion this was illegal. Mr. Poss also stated that no City Attorney would begin a process to terminate a City Manager without express instructions from a City Council but there was no formal instruction given in an open meeting. In addition, there has been publicity. He then asked whether it is true the City Attorney advised Councilmember Kalligher not to attend the May 8, 1995, Council meeting. Councilmember Kalligher answered it is true. Councilmember Mann called a point of order. She said there is not an interrogation in process. is 5/22/95 -22- Mr. Poss asked where the City Attorney got the authority to bring a resolution to this meeting. He said he believes there have been many secret meetings. A good illustration that there were secret meetings is the collusion of non - attendance at the May 8 meeting. He said the Council had a fresh start in January and he felt positive about the City government. However, the City Council has done much in the past three weeks to tear down the positive image. The public image cannot be rebuilt with money and it is in the toilet right now. The Councilmembers were elected to exhibit integrity and have done a poor job of it. Councilmember Kalligher called a point of order. She said there should be no clapping by the audience. Mayor Kragness asked the audience to restrain its response. John Barlow, a resident of Brooklyn Park but an employee of Brooklyn Center, commended the Council for its actions. He noted the Council is moving forward and there will always be resistance to change, as is being heard. He said he moved his business out of Brooklyn Center because of arguments and was unhappy with the city government and policies, including bully tactics. He asked where there is proof a secret meeting was held. Councilmember Carmody stated a trial is not in progress and evidence cannot be required. Mr. Barlow noted groundwork is being laid for a suit on the open meeting law. The issue is not whether the City Manager did good work. It is a matter of the City moving forward. Mayor Kragness stated there is a right way and a wrong way to go forward and the one used was wrong. Mr. Barlow answered that this is the opinion of a certain group of people. He added there was once a vendetta to get rid of Mr. Barlow also and he would still like to discuss it with the people involved. In the current case, the Council was taking some initiative and the community is resistant to change. Councilmember Carmody responded to Mr. Barlow by stating the action taken was not an action of the Council but of only three members of the Council. This action has far from improved the City's image and others have noticed. She said this Council is controversial and doesn't accomplish anything. The situation could have been handled in an upright manner. Mayor Kragness commented the image campaign came out of the Chamber of Commerce, not the City government. The image campaign should be kept separate from this issue. She stated the Council is sorry it has happened, but it has. Gene Lhotka, 6035 Lyndale Avenue North, stated he is concerned about the way in which the issue was brought out. It was not handled in a forthright manner. He commented he has worked with the City Manager and admires his work. He stated he has no hidden agendas and ho the Council doesn't either. He told the Councilmembers their constituents are asking for them to be forthright. 5/22/95 -23 - Ned Storla, 4207 Lakeside Avenue North, spoke as a member of the Financial Commission. He stated the City Manager attends meetings of the Financial Commission and is candid, knowledgeable, and articulate. He stated he respects the City Manager. He stated he also respects the City Council. The Council has indicated a desire to move on and dragging on the resolution to this matter for months or years will not be a constructive action. The severance benefit package is a financial cost but it is also an investment in the next city manager, as candidates will be watching how the Council treats the current City Manager at this time. He urged the Council to be careful about providing a secure environment for employees. The way this situation is handled will reflect upon the City of Brooklyn Center and everyone needs to do his or her own part to keep the reflection positive. There was a motion by Councilmember Carmody and seconded by Councilmember Hilstrom to close the public hearing at 9:41 p.m. The motion passed unanimously. Councilmember Mann stated there needs to be a clarification on whether the Council will terminate the City Manager. There was a motion by Councilmember Mann and seconded by Councilmember Kalligher to terminate the City Manager under the terms of the signed contract. Councilmember Hilstrom stated she had understood the Council had acted earlier to ask for the City Manager's resignation and the purpose of this discussion was to determine the settlement package. The City Attorney confirmed her statement. 0 Councilmember Mann stated settlement cannot be discussed until a resignation is received. The t � g City Attorney said that was correct. He stated his understandin was the document presented is a statement of terms under which the City Manager would submit a voluntary resignation. He stated he did not have the authority or direction to negotiate an agreement. This is only a statement of satisfactory terms. If Council agrees to the agreement, the resignation will be forthcoming. Councilmember Hilstrom asked the City Manager whether the City Attorney's statement was correct. The City Manager said his attorney had advised him not to comment on the action. He added he was contacted by the City Attorney, after which he approached his counsel and the two attorneys worked out the settlement. The City Attorney stated he had made attempts to keep the City Council informed. His effort was only to put the City Manager's requests into lawful written form so that it would be in an adoptable format. He stated the document is legal and is acceptable to the City Manager. He indicated he would be happy to explain the document in detail if the Council desires it. Councilmember Kalligher asked whether, if the proposed settlement package were accepted by the Council, the City Manager could come back at any time for further recourse. The City _ ! 55/22/95 _ 24 Attorney said the agreement contains a waiver of all claims prior to the date of execution. He referred to the last sentence of paragraph 7 on page 2 of the agreement. Councilmember Mann asked whether the terms in the sentence referenced legally mean the same as "hold harmless. " The City Attorney answered it is a different concept. The indemnification is for the City Manager's protection concerning actions taken during his tenure as City Manager. It would not be appropriate to ask the City Manager to indemnify the City against a third party. They are different legal concepts. Councilmember Hilstrom read Item No. 10. She asked whether that paragraph would deny her the right to make statements. The City Attorney stated it would depend on_ whether the statements made were acrimonious. Mayor Kragness asked for a definition of the word "acrimonious." The City Attorney stated acrimonious statements would be highly emotional or highly negative statements. He also noted this paragraph is identical to one used by the City of Brooklyn Park in an agreement. Councilmember Hilstrom asked how different the agreement is from the provisions of the employment contract. The City Attorney detailed the provisions. The amount of time for notice of termination is different. The salary is the same in both documents. The term "pay" needs to be defined in order to know whether the provisions referring to "pay" differ. "Pay" may include benefits such as car allowances, dues, and memberships. It is a question of interpretation of the term. The same concern comes out of the use of the term "deferred compensation." The City Attorney was unsure on the comparison in regard to the PERA contribution. Vacation and sick leave clauses are the same. The items requested in paragraph seven are not in the employment contract. The contract also does not require the waiving of all claims, so there is some compensation between the two. A reference letter is not a provision of the employment contract. Mayor Kragness noted a letter of reference is a common courtesy. The City Attorney also said the City would not dispute re- employment insurance. It is mutually respectful but is not in the contract. The 15 -day cooling off period is required by law. There was a motion by Councilmember Kalligher to accept the proposed settlement agreement between the City of Brooklyn Center and the City Manager. Councilmember Mann noted a motion was already on the floor. She stated the employment agreement with the City Manager was signed less than six months ago and is in effect. There was a motion by Councilmember Mann that the City Manager be terminated under the present terms of the employment contract. There was no second to the motion. 5/22/95 The City Attorney noted the proposed resolution requires findings before the agreement can be passed. He recommended the resolution be acted upon first. Councilmember Mann called the question. Mayor Kragness called for a vote on the motion to terminate the City Manager under the terms of the contract. Roll call vote: Councilmember Mann, aye; Councilmember Hilstrom, nay; Councilmember Kalligher, nay; Councilmember Carmody, nay; Mayor Kragness, nay. The motion died for lack of a second. There was a motion by Councilmember Kalligher and seconded by Councilmember Carmody to approve the resolution making findings. The City Attorney noted three changes to the drafted severance agreement. Signature lines need to be added; the names of signatories need to be added; and the word "voluntary" needs to be removed from Exhibit C. RESOLUTION NO. 95 -132 Member Barb Kalligher introduced the following resolution and moved its adoption: RESOLUTION MAKING FINDINGS PURSUANT TO MINNESOTA STATUTES. SECTION 465.722, SUBDIVISION 3(3) AND APPROVING EXECUTION OF SEVERANCE AGREEMENT BETWEEN CITY OF BROOKLYN CENTER AND GERALD SPLINTER The motion for the adoption of the foregoing resolution was duly seconded by member Kathleen Carmody and the resolution was amended to include three recommended changes to the severance agreement. Roll call vote: Councilmember Mann, nay; Councilmember Hilstrom, aye; Mayor Kragness, aye; Councilmember Kalligher, aye; Councilmember Carmody, aye. ADJOURNMENT There was a motion by Councilmember Kalligher and seconded by Councilmember Mann to adjourn the meeting. The motion passed unanimously. The Brooklyn Center City Council adjourned at 10:06 p.m. Deputy City Clerk Mayor Recorded and transcribed by: Barbara Collman 5/22/95 -26- MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL 0 OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL JOINT SESSION WITH THE CITY OF CRYSTAL AND THE CITY OF NEW HOPE MAY 24, 1995 CRYSTAL COMMUNITY CENTER CALL TO ORDER Pursuant to due call and notice given in the manner prescribed by State Law, the Special Joint Session of the Brooklyn Center City Council was called to order at 7 p.m. at 4800 Douglas Drive North, Crystal, Minnesota. This Special Joint Session was held to consider organized solid waste collection. ROLL CALL Mayor Myrna Kragness and Councilmembers Debra Hilstrom and Kristen Mann. Also present was City Manager Gerald Splinter. Councilmembers Kathleen Carmody and Barb Kalligher were excused from this evening's meeting. PUBLIC HEARING - ORGANIZED COLLECTION At 7 p.m. Crystal Mayor Meintsma declared this was the date and time as advertised for a public hearing at which time the City Councils of Brooklyn Center, Crystal, and New Hope will jointly consider organized solid waste collection. Crystal Mayor Meintsma presided over the public hearing and asked those present to voice their opinions or to ask questions concerning this matter. Brian Hinton, 4364 Douglas Drive North, Crystal resident, is satisfied with collection the way it is which allows a choice of haulers. Howard Olson, 3148 Utah Avenue North, Crystal resident, urged support of organized collection because multiple haulers damage streets. Dave Luebke, 3206 Florida Avenue North, Crystal resident, supports organized collection system because it could save money. Bill Leonard, 5926 Hampshire Avenue North, Crystal resident, supports organized collection because of less wear and tear on streets and lower fees. Michael P. Hall, hauler, favors organized collection. 5/24/95 -1- Tom Moline, representing Woodlake /BFI, favors open hauling. Costs would be higher without competition. Roy Haake, representing Waste Management- Blaine, explained Robbinsdale's system of organized collection, indicating it is a complicated system. He favors an open hauling system. It was noted a memo was received on May 24, 1995, from Janice R. Scofield, 3656 Colorado Avenue North, Crystal, in support of the present open - customized collection. Other issues raised by Crystal Mayor Meintsma were: • Safety of children • Number of trucks on the streets • Weight of vehicles (wear and tear on streets) • Costs of organized vs. open system Crystal Mayor Meintsma closed the public hearing. ADJOURNMENT There was a motion by Brooklyn Center Mayor Kragness and seconded by Crystal Councilmember Langsdorf to adjourn the meeting. The motion carried. The Brooklyn Center City Council meeting adjourned at 7:45 p.m. I Deputy City Clerk Mayor 5/24/95 -2- Council Meeting Date June 12, 1995 / 31 City of Brooklyn Center Agenda Item Number t0 L Request For Council Consideration • Item Description: Resolution Declaring Earle Brown Days as a Civic Event From June 14 Through July 1, 1995 Department Approval: art4�, Arnie Mavis, Director of Recreation Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Approval of Resolution Declaring Earle Brown Days as a Civic Event From June 14 Through July 1, 1995 • Summary Explanation: (supporting documentation attached Y P � PP g � • t0 Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION DECLARING EARLE BROWN DAYS AS A CIVIC EVENT FROM JUNE 14 THROUGH JULY 1, 1995 WHEREAS, the purpose of Earle Brown Days is to promote the City of Brooklyn Center, its people, and amenities; and WHEREAS, residents, the city community civic groups, and businesses participate in the annual civic celebration to demonstrate the vitality of the City of Brooklyn Center; and WHEREAS, in order for Earle Brown Days, Inc. to schedule certain events requiring City-issued administrative ty uu trative land use permits, it is necessary for Earle Brown Days to be declared a civic event. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Earle Brown Days are declared a civic event from June 14, 1995, through July 1, 1995. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 6/1 3 City of Brooklyn Center Agenda Item Number / Request For Council Consideration Item Description: Declaring June 14, 1995, as "Pause for the Pledge of Allegiance" in Honor of Flag Day Department Approval: Sharon Knutson, Deputy City Clerk - r Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Summary Explanation: (supporting documentation attached No ) • PROCLAMATION DECLARING JUNE 14, 1995, AS "PAUSE FOR THE PLEDGE OF ALLEGIANCE" IN HONOR OF FLAG DAY WHEREAS, Flag Day is June 14, 1995, which marks the 16th annual "Pause for the Pledge of Allegiance" in America; and WHEREAS, The "Pause for the Pledge of Allegiance" was made an official Flag Day ceremony by an Act of Congress in 1985; and WHEREAS, No symbol represents our ideals so immediately and universally as the American flag; and WHEREAS, the Pledge of Allegiance has become just as enduring a statement about our nation as the flag it honors; it is an affirmation of our shared beliefs and national spirit; and WHEREAS, The "Pause for the Pledge" is a call for Americans everywhere, regardless of age, race, religion, national origin, geographic, or political differences, to join in reciting the Pledge of Allegiance at 7 p.m. EDT on Flag Day. NOW, THEREFORE, I, AS MAYOR OF THE CITY OF BROOKLYN CENTER, State of Minnesota, do hereby proclaim June 14, 1995, as "Pause for the Pledge of Allegiance" in honor of Flag Day in the City of Brooklyn Center and encourage all citizens of Brooklyn Center to spread the word about Flag Day and to "Pause for the Pledge of Allegiance." Date Mayor Attest: Deputy Clerk Council Meeting Date 6/12/95 City of Brooklyn Center Agenda Item Number W / Request For Council Consideration • Item Description: Resolution Acknowledging a Gift from Project BC for Youth Recreation Scholarships Department Approval: n Charlie Hanse a Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Passage of the attached resolution. Summary Explanation: (supporting documentation attached ) • The City recently received a check from Project BC, an organization at the U.S. West Communications Residential Center in Brooklyn Center, totaling $250. Project BC requested that its gift be used towards youth scholarships for swim lessons, camp or any other children's activity. The attached resolution would acknowledge the gift with appreciation and designate its use for swim lessons. �G! Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ACKNOWLEDGING A GIFT FROM PROJECT BC FOR YOUTH RECREATION SCHOLARSHIPS WHEREAS, Project BC has presented the City a gift of two hundred fifty dollars ($250) and has designated that it be used for the youth recreation scholarships; and WHEREAS, the City Council is appreciative of the gift and commends the Project BC for its civic efforts. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, to acknowledge the gift with gratitude and appropriate the gift to the swim lessons recreation program in the amount of $250. Date Myrna Kragness, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 6 /12/95 City of f Brooklyn Center Agenda Item Numbe Request For Council Consideration ® Item Description: Resolution Approving Plans and Specifications and Authorizing Advertisement for Bids, Improvement Project No. 1993 -18, Contract No. 1995 -G, Park and Ride, Pond, Park, and Realignment of 65th Avenue Department Approval: � CULk lane Spector, Direct o Public S s -- Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Consider a resolution approving plans and specifications and authorizing ad for bids. . Summary Explanation: (supporting documentation attached Yes ) The consulting firm of Short Elliot Hendrickson is completing the final plans and specifications for Improvement Project No. 1993 -18, Contract No. 1995 -G, Park and Ride, Pond, Park, and Realignment of 65th Avenue. The final design is essentially that which was presented to the Council on May 22, 1995. The purpose of this item is to obtain Council approval of the final plans and specifications, and authorization to advertise for bids for construction of the improvement project. As discussed on May 22, it is expected that a contract could be awarded in late July, with construction beginning in early August. A sketch of the design is enclosed for Council reference. A set of final or near -final plans will be available at the Council meeting Monday evening. If the Council desires to inspect the plans prior to that time, we can obtain a set of drawings -in- progress from SEH with a few hours' notice. The plans are near to but not yet completely final, as a number of details are being finalized. Examples include the completion of contacts with property owners on the south side of 65th to design the driveway turnarounds they wish to be constructed, and the exact alignment of the sidewalk.on Brooklyn Boulevard. We are also working with the County to finalize the new right of way line on Brooklyn Boulevard, which may have an impact on the sidewalk's placement. If the plans are not • in their absolute final form by Monday night, we expect these final details to be resolved by the end of the week. Member introduced the following resolution and . moved its adoption: RESOLUTION NO. RESOLUTION APPROVING PLANS AND SPECIFICATIONS AND AUTHORIZING ADVERTISEMENT FOR BIDS, IMPROVEMENT PROJECT NO. 1993 -18, CONTRACT 1995 -G, PARK AND RIDE, POND, PARK, AND REALIGNMENT OF 65TH AVENUE WHEREAS, the City Council on April 10, 1995 per Resolution 95 -129, approved the preliminary design of Improvement Project No. 1993 -18, Park and Ride, Pond, Park, and Realignment of 65th Avenue, Contract 1995 -G, and authorized preparation of final plans and specifications; and WHEREAS, the City's consulting engineer has prepared the plans and specifications for Improvement Project No. 1993 -18. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of • Brooklyn Center, Minnesota that: 1. The plans and specifications for Contract 1995 -G for said improvement project prepared by the City's consulting engineer are hereby approved and ordered filed with the Deputy City Clerk. 2. The Deputy City Clerk shall prepare and cause to be inserted in the official newspaper and in the Construction Bulletin an advertisement for bids for the making of such improvement in accordance with the approved plans and specifications. The advertisement shall be published in accordance with Minnesota Statutes, shall specify the work to be done and shall state the time and location at which bids will be opened by the Deputy City Clerk and the City Manager or their designees. Any bidder whose responsibility is questioned during consideration of the bid will be given an opportunity to address the Council on the issue of responsibility. No bids will be considered unless sealed and filed with the Deputy City Clerk and accompanied by a cash deposit, cashier's check, bid bond, or certified check payable to the City Clerk for 5 percent of the amount of such bid. • RESOLUTION NO. 0 Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. FIGURE 1 POND, PARK, & PARK & RIDE . 0 w \ arpennr.e Ka 6k: V. �r . reea� t a i i ! i Lit ter Race T { yam \ r EXISTING STING T .., � REE TO REMAIN NEW SHADE TREE I� ORNAMENTAL TREE CONIFEROUS TREE ;X \ -� Bike Cockers FIGURE 2 + Bike rack \ }�, Trees, \� Telephone Yo Exposed.Aggr-eg9te Laying \\ ., Pedestrianli hts \ \`�` ' � -- -Pad<i Trees Bus Shelter - Arbor -with Bench ` �� Bollards. Newsboy Bus�eiter. Y -3us-Queing \ O _SHELTER PLAN N_I a Jam i Bus Shelter Arbor Bus Shelter WEST ELEVATION STEFA L4.2SOM AS=IATE 65TH AVENUE PARKAND.RIDEI POND. ARCHIE= LAND_CC.ApE ApCj BROOKLYN CENTER, MN 807 NORTH FOURTH 5' REEF STILLWATER. MN 55082 Council Meeting Date 6/12/95 =3[ City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: RESOLUTION APPROVING REQUEST FOR PROPOSAL AND AUTHORIZING SOLICITATION OF PROPOSALS FOR PROFESSIONAL SERVICES FOR IMPROVEMENT PROJECT NO. 1995 -04, REPLACEMENT OF LIFT STATION NO. 1 AND ASSOCIATED FORCE MAIN Department Approval: 7/ Sco A. Brink, City nginee Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Approve the resolution approving Request for Proposal and Authorizing Solicitation of Professional Services for Improvement Project No. 1995 -04, Replacement of Lift Station No. 1 and Associated Force Main Summary Explanation: (supporting documentation attached ) The Capital Improvement Program and the Sanitary Sewer Utility Fund Budget both comprehend the replacement of Lift Station No. 1 and associated force main, located in Garden City Park near Brooklyn Drive and 62nd Avenue (see map). This lift station was built in 1955 and pumps approximately 40% of the City's sanitary wastewater flow. The force main begins at the lift station and runs south about one -half mile through the ark under Vincent Avenue and through the Four Courts apartment complex g P� g P P parking lot to a manhole in the median of County Road 10. As noted, the lift station and its pumps date from 1955, are no longer replaceable, and are difficult to repair. Some breaks have occurred over the years in the force main, which is constructed through peat in the area just south of the station, and in the Four Courts area. The City Council previously approved a resolution authorizing the development of a Request for Proposals (RFP) for professional services for this project on November 14, 1994. An RFP has been completed, and shall be forwarded to the following professional consulting firms: 1. Toltz, King, Duvall, Anderson & Associates, Inc. (TKDA) • 2. Short, Elliott, Hendrickson, Inc. (SEH) 3. Orr Schelen Mayeron and Associates, Inc. (OSM) 4. Progressive Consulting Engineers, Inc. (PCE) 5. Rieke, Carroll, Muller Associates, Inc. (RCM) 6. Maier, Stewart & Associates, Inc. (MSA) Request For Council Consideration Page 2 After reviewing proposals, it is staff's intention to narrow this field of 6 to 2 -3 final candidates for subsequent interviews and a final selection. Council approval of the finalist shall then be requested. • The RFP requests proposals to include the f u e e ollowin three q P P g phases of work: P 1) Gather data and identify options for design 2) Design 3) Construction Management The preliminary estimated cost of this project is $1.2 million. We therefore expect professional service fees for the project to cost in the range of $100,000 or more. The cost of this project will be funded by the Sanitary Sewer Utility Fund. It is likely that the project would be phased so the design would take place in 1995 and most construction would occur in 1996. It is expected that the cost of this project would be financed by sanitary sewer fund backed revenue bonds. The sanitary sewer rate study has comprehended this financing technique. • • YJ Member introduced the following resolution and moved its 40 adoption: RESOLUTION NO. RESOLUTION APPROVING REQUEST FOR PROPOSAL AND AUTHORIZING SOLICITATION OF PROPOSALS FOR PROFESSIONAL SERVICES FOR IMPROVEMENT PROJECT NO. 1995 -04, REPLACEMENT OF LIFT STATION NO. 1 AND ASSOCIATED FORCE MATN WHEREAS, the Director of Public Services has informed the City Council that Lift Station No. 1 and the force main exiting the station and running south to County Road 10 has reached the end of its useful life and requires replacement; and WHEREAS, the City's Policy for the Procurement of Professional Services requires that no solicitation for professional services for contracts greater than $15,000 be commenced until the consent to do so has been obtained from the City Council; and WHEREAS, the City reasonably expects to expend monies from the Sanitary Sewer Utility Fund on a temporary basis to pay the expenditures described in this resolution; and WHEREAS, the City reasonably expects to reimburse itself for such expenditures from the proceeds of taxable or tax - exempt bonds, the debt service of which is expected to be paid from property taxes, special assessments, or utility fees. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that: 1. A Request for Proposal (RFP) for Professional Services for Improvement Project No. 1995 -04 is hereby approved. 2. Staff is hereby authorized and directed to solicit for professional services relating to this project, and to submit a recommendation to the Council for approval. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Y Y' 'X 1 X� Y' 'l k' ' Y ' Y' Y �' y' � cirr a mix rr It W111. ev cat �ca� 0Y rr»r0 Y r av rxlr . � st A rr = ---- -_ nr xl — we r M x. 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Nr LLIM gg _ IJI _-_�` CffT'�rt� BaOC>•t pY PAW REQUEST FOR PROPOSAL CITY OF BROOKLYN CENTER, MN LIFT STATION NO. 1 REHABILITATION PROJECT CONTACT Scott Brink, City Engineer City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 (612) 569 -3300 SUBMITTAL DATE Six (6) copies to the above address, by June 23, 1995, 4:00 p.m. CDT SELECTION DATE The proposals will be reviewed by the Director of Public Services, City Engineer, Superintendent of Public Works, Supervisor of Public Utilities, and other City staff. The intent of the selection process is to narrow the selection to three (3) qualified consultants for subsequent interviews. City staff will then make a recommendation to the City Council after conducting interviews and evaluations. INTRODUCTION The City of Brooklyn Center is interested in retaining an engineering consultant to assist the City in providing for the replacement of Lift Station No. 1, and the replacement of approximately 2,500 lineal feet of 16" cast iron force main pipe leading from the lift station. Complete services are desired for the preliminary and final engineering planning, analysis, and design work to complete plans, specifications, cost estimates, bid documents and construction management services for the entire replacement project. The City is committed to providing the following: • Previous reports and studies • All available existing data on Lift Station No. 1, and the Sanitary Force Main • Assistance in obtaining other related information in City files pertaining to the project PROJECT COMPLETION DATES The City's goal is to complete the replacement project completed during the 1996 construction season, therefore, time to complete the project design is of the essence. ■ July 12, 1995 Notice to Proceed ■ September 8, 1995 Preliminary Design Report Completed ■ November 1, 1995 Final Design Completed BACKGROUND AND GENERAL PROJECT SCOPE Lift Station No. 1 is located approximately 630 feet south of the intersection of 62nd Avenue North and Brooklyn Drive, in the southwest corner of Garden City Park in the City of Brooklyn Center. This lift station was constructed in 1955. Lift Station No. 1 consists of a wet well /dry well type station currently served by two vertical turbine centrifugal pumps. Each pump has a capacity of 3,700 gpm at a total dynamic head of 62 feet. Each pump is provided with a 75 hp motor. It is the City's intention to replace the lift station with a new wet or wet/dry well with an electronic controlled submersible tri -plex pump system. The desired system shall utilize Milltronics or approved equivalent controls, along with required emergency alarm back -up and bypass measures. It is intended that the new lift station and force main will be constructed adjacent and parallel to the existing facilities. The work will also include replacement of the station's existing alarm and emergency bypass systems. The force main to be replaced'is of cast iron construction and 16 inches in diameter. The main proceeds south from the lift station a distance of approximately 2,500 lineal feet to County Road 10 (Bass Lake Road). The existing pipe is of cast iron construction within soils that provide marginal support. Past repair work has suggested that the pipe is in' excessively deteriorated condition and in need of replacement. As art of the design process, the consultant shall address all construction related ' P a P � impacts to P all affected properties and property owners. This will also include any temporary service and traffic control measures, as well as complete restoration of all affected areas. In addition to its functional purpose, the lift station structure shall be designed and constructed in such a manner to provide an aesthetically pleasing conformance and appearance with the adjacent neighborhood and park. As part of the design, the consultant shall provide the appropriate architectural and /or planning services necessary to meet these requirements. DESIGN FAMILIARITY The consultant selected will be required to demonstrate competency in the following areas: 1. Wastewater lift station design 2. Sanitary sewer system design and analysis 3. Design of pumping station interconnected automatic controls 4. Cost estimating and cost control 5. Construction Management In addition, the consultant will be required to provide at least 3 references of similar lift station projects that have successfully been completed. SCOPE OF PROJECT 1. Initial Site Visit and Consultations a. The Consultant shall meet with the City of Brooklyn Center representatives at the project site to review project scope and complexity, design criteria, related requirements, view existing conditions, and gather data from the City engineering files. Additional consultations shall, where necessary, clarify the technical requirements and objectives of this contract and may be in the form of letters and /or telephone conversations. b. The Consultant shall provide documentation of meeting and data provided. C. The Consultant shall ascertain the applicability of information provided, review data for completeness, and notify the City of any additional data required. It shall be the responsibility of the Consultant to determine, by site inspection procedures, the reliability of all the drawings which they choose as reference. 2. Reconnaissance and Field Surveys a. The Consultant shall visit the site to gather general topographic, vegetation and land use data, and also to determine survey requirements. Existing soil conditions and structural support evaluations shall also be provided by the Consultant for both the lift station and force main replacements. The Consultant shall also address all impacts to any affected properties and public services and facilities during the lift station and force main construction. b. Consultation with State and local regulatory agencies to determine required information for permit applications as it relates to the design and construction of the entire project will be required. The City of Brooklyn Center shall be responsible for the actual permit applications(s). 3. Survev A site survey shall be performed at the existing pump station and force main location. The site survey shall include general topography mapping and locations of major features within 150 feet of the existing pump station site. One foot contour topography mapping for a distance of 150 feet around the pump station shall be provided. All structures, facilities and vegetation affected by the construction of the new force main shall also be identified in the survey. 4. Hvdraulics A determination of the size and capacity of the pumps required for the renovated pump station shall be performed. All process piping and valves for the renovated pump station shall be sized and located. 5. Preliminary Designs. Recommendations and Costs The Consultant shall analyze design criteria and provide conceptual plans with alternatives. The consultant shall work with City staff to provide design and cost alternatives to assist the City in meeting the City's desired objectives and budget constraints. Drawings, schematics, and other documents shall illustrate the scale and relationship of project components for approval of the City. This information shall be bound in a report for submittal to the City. The report shall also include surveys, site maps, construction impacts, and cost estimates based on current concepts of the project. 6. Preliminary Design Report a. A report shall be prepared for the renovated pump station which documents the results of Tasks 1 through 5. Five copies of the report shall be provided. The final report will contain the following items: 0 1. Summary of project objectives and requirements 2. Sources of data 3. Design calculations 4. Design alternatives 5. Site map drawn from the survey data 6. Cost estimates for the pump station and force main replacement, including estimates for all design alternatives 7. This report will be certified by a Registered Professional Engineer. 8. Final Design Upon review of the preliminary design report by the City, final design plans and specifications shall be prepared. The final design shall give full consideration where necessary to the requirements of applicable construction codes, special restrictions, and authorities which have jurisdiction. The final design shall also include the means of maintaining wastewater flow through the existing station and force main ( or bypassing) at all times during the project construction. 9. Plans and Specifications a. The consultant shall prepare construction drawings necessary to provide for the complete replacement of the lift station, force main, and appurtenant features. These drawings shall include all details and specifications necessary for construction of the proposed facilities to the satisfaction of the City, and all other appropriate approval agencies. b. The drawings shall include all necessary site maps, plans, elevations, sections, details, - and notes to adequately show, explain or describe all features of the project. The contract drawing sequence shall follow CSI format (i.e. site work followed by structural, mechanical, electrical, etc.). C. The drawings shall be prepared using Autocad Version 12 or later, or equivalent. Upon completion of the project, as -built records shall be provided to the City in both hard copies and a digitized format compatible with Autocad Version 12. The consultant shall prepare all technical specifications for the pump station and force main replacement along with related construction work. These specifications shall describe all materials, equipment and construction methods required for the above facility. The Technical Specifications shall conform to the Construction Specifications Institute (CSI) format unless otherwise directed by the Engineer. 10. Cost Estimate Following the completion of the plans and specifications a quantity takeoff and a detailed itemized construction cost estimate for the entire project shall be provided. 11. Construction (Project) Management Upon completion of plans and specifications, the consultant shall provide all documents and services to provide for bidding, award, construction and project management for final completion and acceptance of the lift station, force main, restoration, and all related work. Project Management Services provided by the Consultant shall include but not be limited to the following: contract management, staking, inspection and complete project coordination. PROPOSAL CONTENTS The following will be considered minimal contents of the proposal: 1. A restatement of the g oals and objectives and the project tasks to demonstrate the responder's view of the project. 2. An outline of the responder's background and experience with similar projects, with particular emphasis on state and local level of government work. Identify personnel to conduct the project and detail their training and work experience. No change in personnel assigned to the project will be permitted without approval of the City. I A detailed work plan identifying the work tasks to be accomplished and the budget hours to be expended on each task and subtask. The work plan shall also identify the deliverables at key milestones in the project as well as any other services to be provided by the City. The City staff intends to be actively involved with the project, and a minimum of three (3) status meetings are to be contained in the work plan in addition to any data collection or input/review meetings. 4. A listing of the names, addresses and telephone numbers of at least three (3) references for whom the respondent has performed list station improvements design services. FEES AND EXPENSES REIMBURSEMENT The proposal shall state the total lump sum fee and itemized breakdown of specific tasks for all preliminary and final design services proposed by the consultant in response to the City's Request for Proposal. - Design services shall be considered complete upon award of contract for the project. The proposal should also include a schedule of hourly billing rates for each category of professional, technical and clerical employees. Specifically, provide an hourly. rate for each employee who may be involved in design and construction engineering services (construction administration and construction observation). Also, include rates of miscellaneous charges, such as copies and mileage. LIMITATIONS This Request for Proposal does not commit the City of Brooklyn Center to award a contract and pay costs incurred in the preparation of the proposal of this request, or to procure a contract for services or supplies. The City of Brooklyn Center reserves the right to accept or reject any or all proposals received as a result of this request, to negotiate with any qualified source, or to cancel in part or its entirety this Request for Proposal if it is in the best interest of the City of Brooklyn Center to do so. Council Meeting Daze 06 /12/95 City of Brooklyn Center Agenda Item Number Request For Council Consideration • Item Description: RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES Department Approval: aAg Di ector, Directo of blic Services, Manager's Review /Recommendation:�d No comments to supplement this report Comments below /attached Recommended City Council Action: It is recommended the Council adopt the attached resolution. ® Summary Explanation: (supporting documentation attached ) The attached resolution represents p sents the official Council action required to expedite removal of the trees most recently marked by the City tree inspector, in accordance with approved procedures. It is anticipated that this resolution will be submitted for council consideration each meeting during the summer and fall as new trees are marked. • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES (ORDER NO. DST 06/12/95 ) WHEREAS, a Notice to Abate Nuisance and Diseased Tree Removal Agreement has been issued to the owners of certain properties in the City of Brooklyn Center giving the owners twenty (20) days to remove diseased trees on the `' owners' property; and WHEREAS, the City can expedite the removal of these diseased trees by declaring them a public nuisance: NOW, THEREFOR, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center, Minnesota that: 1. The diseased trees at the following addresses are hereby declared to be a public nuisance: TREE PROPERTY OWNER PROPERTY ADDRESS NUMBER ---------------------- - - - - -- ----------------------- - - - - -- -- - - - - -- CHARLES & RUBY PUNDY 6133 SCOTT AVE N 1 CHARLES & RUBY PUNDY 6133 SCOTT AVE N 2 CITY OF B.C. FIREHOUSE PARK 3 CITY OF B.C. 65TH AVE N PARK 4 CITY OF B.C. 65TH AVE & COLFAX 5 RALPH JOHNSON 5740 DUPONT AVE N 6 CITY OF B.C. 73RD & PENN 7 CITY OF B.C. 73RD & PENN 8 CITY OF B.C. 73RD & PENN 9 CITY OF B.C. 73RD & PENN 10 CITY OF B.C. FREEWAY PARK 11 CITY OF B.C. FREEWAY PARK 12 CITY OF B.C. FREEWAY PARK 13 CITY OF B.C. FREEWAY PARK 14 CITY OF B.C. FREEWAY PARK 15 CITY OF B.C. FREEWAY PARK 16 CITY OF B.C. FREEWAY PARK 17 CITY OF B.C. GARDEN CITY PARK 18 CITY OF B.C. GARDEN CITY PARK 19 CITY OF B.C. GARDEN CITY PARK 20 CITY OF B.C. GARDEN CITY PARK 21 CITY OF B.C. GARDEN CITY PARK 22 MN /DOT METRO DIVISION 6827 WEST RIVER RD 23 ORVILLE MICKELSON 2812 NASH RD 24 CITY OF B.C. ARBORETUM 25 CITY OF B.C. ARBORETUM 26 CITY OF B.C. KYLAWN PARK 27 CITY OF B.C. KYLAWN PARK 28 SCOTT HOISETH 7201 DALLAS RD 29 SCOTT HOISETH 7201 DALLAS RD 30 MARK & JEANNE JOHNSON 5912 JUNE AVE N 31 RESOLUTION NO. GERALD & THERESA DIBBLE 5612 IRVING AVE N 32 GEORGE HANSON 1510 69TH AVE N 33 SCHERER BROS LUMBER CO. 413 66TH AVE N 34 SCHERER BROS. LUMBER CO 413 66TH AVE N 35 ROBERT & JOANNE MC KAY 5125 WINCHESTER LN 36 WALTER & JOYCE KOWALCYZK 5112 66TH AVE N 37 LAWRENCE BECKMAN 7013 QUAIL AVE N 38 2. After twenty (20) days from the date of the notice, the property owner(s) will receive a second written notice providing five (5) business days in which to contest the determination of the City Council by requesting, in writing, a hearing. Said request shall be filed with the City Clerk. 3. After five (5) days, if the property owner fails to request a hearing, the tree(s) shall be removed by the City. All removal costs, including legal, financing, and administrative charges, shall be specially assessed against the property. Date Mayor ATTEST: Deputy City Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 06/12/95 City of Br oo klyn Center Agenda Item Number �6 Request For Council Consideration • Item Description: RESOLUTION AMENDING SPECIAL ASSESSMENT LEVY ROLL NOS. 13372 AND 13373 TO PROVIDE FOR THE AWARD OF ASSESSMENT STABILIZATION GRANTS FOR THE WOODBINE NEIGHBORHOOD IMPROVEMENTS Department Approval: Diane Spector, Director of Public Se Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Approve the resolution awarding assessment stabilization grants. • summary Explanation: (supporting documentation attached ) The attached resolution represents assessment stabilization grants for Levy Nos. 13372 and 13373. Additional grants are anticipated and will be forwarded for Council action. • . Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AMENDING SPECIAL ASSESSMENT LEVY ROLL NOS. 13372 AND 13373 TO PROVIDE FOR THE AWARD OF ASSESSMENT STABILIZATION GRANTS FOR THE WOODBINE NEIGHBORHOOD IMPROVEMENTS WHEREAS, pursuant to proper notice duly given as required by law, the City Council has met and heard and passed upon all objections to the proposed Special Assessment Levy Nos. 13372 and 13373 for the following improvements: WOODBINE NEIGHBORHOOD STREET IMPROVEMENT IMPROVEMENT PROJECT NO. 1995 -07 WOODBINE NEIGHBORHOOD STORM DRAINAGE IMPROVEMENT IMPROVEMENT PROJECT NO. 1995 -08 WHEREAS, Special Assessment Levy Nos. 13372 and 13373 were approved by the City Council on March 27, 1995; and • WHEREAS, the City Council has adopted an Assessment Stabilization Program to provide economic assistance to low income property owners in the form of grants to reduce or pay in full their special assessments for street improvement projects. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota that: 1. Certain property owners are eligible for a grant to pay some part of their special assessment. Special Assessment Levy No. 13372 is hereby amended to reduce the following assessments as noted: PREVIOUS PID # AMOUNT REDUCED TO 27- 119 -21 -31 -0116 $1,700 $256.00 27- 119 -21 -31 -0120 $1,700 $609.00 27- 119 -21 -32 -0115 $1,700 $1,334.00 27- 119 -21 -32 -0116 $1,700 $1,189.00 28- 119 -21 -41 -0147 $1,700 $365.00 Special Assessment Levy No. 13373 is hereby amended to reduce the following assessments as noted: PREVIOUS PID # AMOUNT REDUCED TO 27- 119 -21 -31 -0116 $725.00 $110.00 27- 119 -21 -31 -0120 $725.00 $261.00 27- 119 -21 -32 -0115 $725.00 $572.00 27- 119 -21 -32 -0116 $725.00 $510.00 • RESOLUTION NO. 2. All costs associated with these grants shall be funded from Local State Aid Account #2900. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: ® and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • Council Meeting Date 6/12/95 3 City of Brooklyn Center Agenda Item Number tion: Item Descri Request For Council Consideration P Licenses Department Approval: 3&W Sharon Knutson, Deputy City Cler VJI rl, 0 Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Approve licenses. • Summary Explanation: (supporting documentation attached Yes AMUSEMENT DEVICES - OPERATOR Earle Brown Bowl 6445 James Circle Lynbrook Bowl 6357 North Lilac Drive _ City Clerk ,dk AMUSEMENT DEVICES - VENDOR American Amusement Arcades 850 Decatur Avenue North D.V.M. Inc. DBA Dahlco 296 North Pascal City Clerk �-k- GARBAGE AND REFUSE COLLECTION VEHICLES The Mengelkoch Co. 119 NE 14th Street City Clerk a MECHANICAL SYSTEMS Crown Heating Indiana a Kraemer Heating 7441 Dallas Court &A4 Building Official MOTOR VEHICLE DEALERSHIP CLASS A Rb , Bob Ryan Oldsmobile 6700 Brooklyn Blvd. City Clerk Al, Request For Council Consideration Page 2 RENTAL DWELLINGS • Renewal: Irvin and Ruth Schloff 4819 Azelia Ave. N. Howard and Harriet Oien 5809 Brooklyn Blvd. Tom and Dorothy Storie 5607 Camden Ave. N. Amos Levang 4100 Lakebreeze Ave. N. Richard M. Schurman 4204 Lakebreeze Ave. N. James and Bobbie Simons 4210 Lakebreeze Ave. N. David Theisen 5601 Lyndale Ave. N. Tracy Rice 6907 Morgan Ave. N. Douglas Finch 6637 Xerxes Ave. N. Director of Ak Community Development SIGN HANGER n Crosstown Sign, Inc. 10166 Central Ave. NE (.- Q Aar Building Official qk • Council Mwting Date 6 -12 -95 p 3 City of Brooklyn Center Agenda Item Number Q Q� Request For Council Consideration 40 Item Description: Planning Commission Application No. 95007 submitted by Cass Screw Machine Products, Co. Department Approval: 00 �? Ronald A. Warren, Planning and S Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: This application was recommended for approval by the Planning Commission at its May 25, 1995 meeting subject to conditions of approval. Summary Explanation: (supporting documentation attached ) Planning Commission Application No. 95007 submitted by Cass Screw Machine Products, Co. is a request for Preliminary Registered Land Survey approval to combine Tracts C and D, RLS 952, (3615 and 3607 48th Avenue North respectively) into one lot. This application was considered by the Planning Commission at its May 25, 1995 meeting. Attached are minutes, information sheets and maps from that meeting. Planning Commission Information Sheet ® Application No. 95007 Applicant: Cass Screw Machine Products, Co. Location: 3615 and 3607 48th Avenue North Request: Preliminary Registered Land Survey The applicant is seeking approval of a Preliminary Registered Land Survey that will combine Tracts C and D of RLS 952 into one lot. The property in question is zone I -2 (General Industry) and is addressed as 3615 and 3607 48th Avenue North. It is bounded on the north by 48th Avenue; on the east by an industrial building addressed as 3601 48th Avenue North; on the south by 47th Avenue North and various outlots which prevent this site from gaining access to 47th Avenue; and on the west by the industrial building addressed as 3625 48th Avenue North. Currently Tract C of RLS 952 is a 90 ft. by 262.76 ft. (approximately 23,640 sq. ft.) parcel addressed as 3615 48th Avenue North, while Tract D is a 80 ft. by 262.76 ft. (approximately 23,021 sq. ft.) parcel addressed as 3607 48th Avenue North. The combination of the two parcels into a proposed Tract A of a yet unnumbered RLS would create a 170 ft. by 262.76 ft. parcel of approximately 44,669 sq. ft. or 1.025 acres allowing the two buildings on these sites to be combined into a single building. The minimum lot width requirement in the I -2 zoning district is 100 ft. Therefore, the • combination of the two lots will be an irrevocable combination in that the city will not allow a future subdivision of this property to recreate the existing lot widths once this combination has been accomplished. The applicant is aware that this combination is, for all practical purposes, irrevocable. The applicant has made a connection of the two buildings necessitating the need to combine these parcels into a single lot. Section 35 -540 of the Zoning Ordinance requires that multiple parcels under common ownership and serving a common use be combined into a single parcel through Platting or Registered Land Survey. The parcel to the west, Tract B, RLS 952, is owned by a separate entity and is not required to be included in this combination. That parcel is 100 ft. by 262.76 ft. and meets the minimum lot requirements for I -2 lot. A drive -way easement of 24 ft. in width is proposed along the westerly property line of the proposed Tract A (13 ft.) and along the easterly property line of the existing Tract B, RLS 952 (11 ft.) which will allow common access to the two properties. These easement documents will be required to be filed with the title to the two properties to memorialize this shared access and driveway arrangement. The survey of the properties indicated an existing minimum front yard setback of 23.41 ft. from the northeast corner of the building to the 48th Avenue right -of -way. A 10 ft. building setback is met along the existing east property line and the proposed east property line for • 5 -25 -95 Page 1 Tract A, while an approximate 15 ft. building setback will be provided from the proposed • west property line of Tract A. Building additions are allowed to be made to these properties provided they meet the existing minimum yard setback requirements. Because the proposed Registered Land Survey involves property of less than five acres, no Watershed Commission review is required. A public hearing has been scheduled for this Preliminary Registered Land Survey and a notice of the Planning Commission consideration has been published in the Brooklyn Center Sun /Post. RECOMMENDATION The proposed Preliminary Registered Land Survey appears to be in order and approval of the application is recommended subject to at least the following conditions: 1. The final plat is subject to review and approval by the City Engineer. 2. The final plat is subject to the provisions of Chapter 15 of the City Ordinances. 3. A driveway and access easement of 24 ft. in width shall be filed with the title to the properties in question. The easement width shall be 13 ft. for the proposed Tract A and shall be 11 ft. in width along the easterly property line of Tract B, RLS 952. 5 -25 -95 , Page 2 II lij H M� J - 3AY MUIR 7_ • � r • _•' � _ `� ;� r' Y � t LI Z X x ;X 3AV 11088 mac` FkD L M g YD U '.�.' 3 �_ P co — r - k o CD l �— f c �: } ' peg ,� O t i( 'N '3AV A13N0 CL LO AVE. N. Rl k C ,> � . ggG� . �. ;�� �;<, X, 0; t Gf RANCE ,A VE. N. R AVE. —r_I P aut Vt n Ave Lt J w cr wc Nt HALIFAX Av� -tom It AVE. _ r J , \ \,`.`�; ni ZN� . N O 1A IV L E W AVE. ;��:. \:```.� NNINZ x Tw ` e Lij _J Z W - _ - o�� } - ' . w,ex S . °, 1622 mz3z_ iv • -------------- a - 1 — _ I 1 AN -- -; L1?--- - -- - -- II »ze - ! — �-- a., S 8 7 ° 13 ` 5 7—_,� -- w, e, _ -- e•,,, _ — I g� T. _'-- ---- -� F G ~j -: -___� X7.7 CONC. 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O PA '"G AREA }, I I P LO (v 1 444 t 1 PARi< DOCK (\ r s PARKNG 1 Q J I Q `/ - r r' , r .I , .. Fl. - •°, » ^ E ,.,, I re< a A°} A �... _•_ < I I 2 l< i V) i I LFGAL-OLSCR e IPTION! 11,- C .ml D. Rf rnsrre RD ' ., ' •` 1 I d 1 11 ORE I .1.11 SIIkVRY Nt> 951, Nenn<Am Cmrn:y, Mmn<„n•. T Ar t "•' »tIx n ( , I - -__ or ; I e i. 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N. e,ru xy - -, . Ly C'<n,<r MN 53139 (� e.e _________ N 7 e,exr -r m " „•x NO. H4IFS ne-31]u]dl ¢ pc CODE O r - -._ WA _-- __._. - -_. ASeap- - - __ - _ _ _ ' V U / � _ I �J — 131 1 W e „e, w -_ -_ 6 CAR WATER MAW _axm 7 __ n Q. -�_ - _ - -_- a _ - - - -_• SewM Im<r, elentlom shown Me fmm City nl 2' GAS MAM-7 - - - - -- - - -- __ SAN k n 1 LOCf Dli 41nroklYn C<n rd 1•r nrh'ect _ / / - \� - T - 101 8'68 40 .m e.. more - - -- ”- - -- -- - - - - -- ]. ifiM pr'grr^ hu nn rlin, of •neu le 4Th _• - - R YAN - - -- -� _ AAA - - ------- R / 1/ \ I AMII ) i MINUTES OF THE PROCEEDINGS OF THE PLANNING COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA STUDY SESSION MAY 25, 1995 CALL TO ORDER The Planning Commission met in study session and was called to order by Chairperson Willson at 7:33 p.m. ROLL CALL Chairperson Tim Willson, Commissioners Donald Booth, Mark Holmes, Dianne Reem and Graydon Boeck. Also present were the Secretary to the Planning Commission Planning and Zoning Specialist Ronald Warren, and Planning Commission Recording Secretary Ruth McLaurin. Commissioners Robert Mickelson and Kathryn Palm were excused from the meeting. • APPROVAL OF MINUTES - MAY 11 1995 There was a motion by Commissioner Boeck and seconded by Commissioner Booth to approve the minutes of the May 11, 1995, Planning Commission meeting as submitted. The motion passed. Commissioner Reem abstained. CHAIRPERSON'S EXPLANATION Chairperson Willson explained the Planning Commission is an advisory body. One of the Commission's functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. Chairperson Willson excused himself at 7:36 p.m. and requested Commissioner Holmes proceed as Acting Chair Pro Tem. APPLICATION NO. 95007 Chair Pro Tem Holmes introduced the first item of business, a request from Cass Screw Machine Products, Co. for a Preliminary Registered Land Survey approval to combine Tracts C and D, RLS 952, (3615 and 3607 48th Avenue North respectively) into one lot. The Secretary presented the staff report, used overhead transparencies to show the location and detail (see Planning Commission Information Sheet for Application No. 95007, attached). 5 -25 -95 1 i Commissioner Boeck inquired if outlots had been created and if so when. The Secretary • noted through his research he believed the outlots were created to prevent access to the industrial lots from 47th Avenue which has residential property on its south side. This occurred in the late 1960's. APPLICATION NO. 95008 Chair Pro Tem Holmes explained the information for the next item will be presented by the Secretary since the applications are from the same applicant, the public hearing will proceed after the staff report. The Secretary presented the staff report, used overhead transparencies to show the location and detail (see Planning Commission Information Sheet for Application No. 95008, attached). The Secretary indicated proper notification of the public hearing for the preliminary registered land survey was published in the Sun Post Commissioner Boeck noticed there is rip rap on two of the three curb and gutter sections, he asked if there could be a condition to have it also on the third section. The Secretary indicated it would be appropriate to add this as a condition, he also indicated the City Engineer has not yet reviewed and commented on this application. Commissioner Boeck inquired as to condition number 13, is this a notification of a future assessment. The Secretary noted that would be essentially true, but it is mainly to put the applicant on notice that in the future when improvements are made the applicant will be required to connect to city water and sewer. Commissioner Boeck also asked regarding condition number 13, if the condition could state: "...connected to city storm sewer concurrently with city improvements... ". The Secretary explained the statement regarding one year, is based on a condition imposed on Omni Tool, which is located on the opposite side of 48th Avenue. The Secretary indicated this is a grace period given to the applicant, although it would be more appropriate to connect during the time of the improvements, this time frame gives the applicant an opportunity to prepare to connect. Commissioner Boeck felt giving the applicant one year might provide for addition requests for more time in the future. He indicated it should be done at the same time as the storm sewer improvements. Commissioner Booth inquired as to the City's jurisdiction regarding the property at 3625 and the requirement of B -612 curb and gutter. The Secretary explained the same party owns both locations, and the addition noted in the application was made without City approval and now this is an added condition by the City. He pointed out that some curb and gutter improvements have already been made to this property as well as to 3615 - 48th Avenue. 5 -25 -95 2 Commissioner Booth inquired if in condition number 13 the property 3625 could be added. • The Secretary believed there would be no concern with adding this to the condition, he noted the applicant has been very willing to work with the City and the drainage of this site and 3615 is combined. Commissioner Booth noted although it is very logical to connect to city storm sewer at the time of improvements, he did not believe the Planning Commission could impose this requirement, when Omni Tool has been given an additional year. He indicated there has been a precedent set with Omni Tool. Commissioner Boeck commented he felt Omni Tool was a separate application and should be treated as such. Commissioner Reem inquired as to the lighting. The Secretary indicated there is no additional lighting proposed at this time, but the applicant would be required to comply with ordinance requirements if lighting is installed. Chair Pro Tem Holmes inquired if there should be a condition regarding the lighting. The Secretary indicated a condition number 15 could be added to state all additional lighting must comply with site lighting provisions contained in Section 35 -712 of the City Ordinances. Commissioner Reem indicated she would like this added as condition number 15. . Commissioner Reem inquired as to a required sprinkler system. The Secretary explained any building over 2,000 square feet is required to have a sprinkler system throughout the building, if there is an addition made to an existing building bringing the building to over 2,000 square feet, the entire building must have a sprinkler system, not just the addition. Chair Pro Tem inquired as to when the addition was constructed. The Secretary noted the construction occurred in the Fall of 1994. The Secretary noted the Building Official has reviewed the building and has no immediate concerns, but permits are still required. Commissioner Boeck inquired if there are any energy dissipators required, he noted there is none proposed. The Secretary indicated the City Engineer can review the plans and comment as to his recommendations. Chair Pro Tem asked if the conditions should be reviewed before the public hearing. The Secretary indicated the Planning Commission may want to review the issues with the applicant and make comments during the public hearing as to the wording of any additional conditions. 5 -25 -95 3 i PUBLIC HEARING (APPLICATION NO. 95007 Chair Pro Tem Holmes asked for a motion to open the public hearing on the request for Preliminary Registered Land Survey at 8:30 p.m. There was a motion by Commissioner Booth and seconded by Commissioner Reem to open the public hearing. The motion passed unanimously. Chair Pro Tem Holmes asked if there was anyone present who wished to address the Commission. Mr. Walter Gregory, Merila & Associates, a land surveyor representing the applicant, expressed concern that connecting to city storm sewer would put a burden onto the applicant. The Secretary indicated there would be no more burden than that imposed on Omni Tool. Mr. Gregory questioned the type of connection required. The Secretary indicated that could be discussed with the City Engineer. Mr. Gregory expressed concern for adding a pipe from one end of the property to another, he indicated the applicant would agree to a catch basin. The Secretary indicated the City Engineer may agree to other solutions, he encouraged Mr. Gregory to discuss this with the City Engineer. Commissioner Boeck indicated that the condition notes only the requirement of connection, it does not state what kind. Chair Pro Tem Holmes indicated the kind of connection can be negotiated at the time of the improvements. Chair Pro Tem Holmes inquired if there would be a concern regarding including the property of 3625 48th Avenue. The Secretary indicated it is assumed that the application refers to both sites, not just the combined site. Mr. Gregory expressed concern for including the property of 3625 48th Avenue. Commissioner Boeck indicated the applicant has already included the property by noting a common drive way and common drainage. Chair Pro Tem Holmes asked if there are any concerns regarding connection concurrent with City improvements. Mr. Gregory felt there would be no concern, the applicant desires to comply with conditions set by the City. Commissioner Reem inquired as to the hours of operation. A representative of the applicant noted the hours would be from 6 a.m. to 4:30 a.m. Commissioner Reem inquired if there had been any concerns from the neighbors. The representative of the applicant indicated there had been no concerns or problems. 5 -25 -95 4 a Commissioner Boeck asked in regards to condition number one, are the building plans to be submitted regarding the building already constructed to review if it is adequate. The Secretary indicated this is correct, the Building Official has reviewed the building on site, and has seen no immediate concerns, but still needs to approve the plans prior to issuance of permits. Chair Pro Tem called for any more questions for the applicant or for anyone else to speak at the public hearing. CLOSE PUBLIC HEARING There was a motion by Commissioner Boeck and seconded by Commissioner Booth to close the public hearing at 8:43 p.m. The motion passed unanimously. Chair Pro Tem Holmes wished to clarify condition number 13, regarding including the property 3625 48th Avenue. Upon consensus the Planning Commission agreed to state condition 13 as: 13. The property owner shall enter into restrictive covenants to be filed with the title to the properties addressed as 3615 and 3625 - 48th Avenue North, requiring that on site storm sewer be installed and connected to city storm sewer in 48th Avenue North and 47th Avenue North within one year of when it becomes available. • Chair Pro Tem Holmes opened discussion regarding requiring the time frame for connect to be concurrent. Commissioner Reem felt the change could not be imposed on this applicant when Omni Tool has been given one year to comply. Commissioner Booth concurred with Commissioner Reem. Discussion was held regarding this issue and it was the consensus of the Planning Commission to leave condition 13 as stated. Chair Pro Tem Holmes proposed the addition of condition 15 stating: 15. Site lighting shall comply with the provisions of Section 35 -712 of the City Ordinance prohibiting glare onto neighboring properties. The Secretary noted the City Engineer will review the application and make comments regarding the rip rap and energy dissipators. ACTION RECOMMENDING APPROVAL OF APPLICATION NO. 95007 There was a motion by Commissioner Booth and seconded by Commissioner Boeck to recommend approval of Application No. 95007 submitted by Cass Screw Machine Products Co. subject to the following conditions: • 5 -25 -95 5 I 1. The final plat is subject to review and approval by the City Engineer. 2. The final lat is subject to the provisions of Chapter 15 of the City P J P P h' Ordinances. 3. A driveway and access easement of 24 foot in width shall be filed with the title to the properties in question. The easement width shall be 13 feet for the proposed Tract A and shall be 11 feet in width along the easterly property line of Tract B, RLS 952 Voting in favor: Chair Pro Tem Holmes, Commissioners Booth, Reem, and Boeck. The motion passed unanimously. The Secretary noted that the application will be referred to the City Council at the June 12, 1995 meeting. The applicant is required to be present at the City Council meeting. If any changes or modifications are made to the plans prior to City Council consideration, they must be brought back before the Planning Commission for review. ACTION RECOMMENDING APPROVAL OF APPLICATION NO. 95008 There was a motion by Commissioner Booth and seconded by Commissioner Reem to recommend approval of Application No. 95008 submitted by Cass Screw Machine Products Co. subject to the following conditions: 1. The final building plans are subject to review and approval by the Building . Official with respect to applicable codes prior to the issuance of permits. 2. Grading, drainage, and utility plans are subject to review and approval by the City Engineer prior to the issuance of permits. 3. A performance agreement and supporting financial guarantee shall be submitted to assure the completion of all site improvements. 4. Any outside trash disposal facilities and roof top mechanical equipment shall be appropriately screened from view. 5. The building is to be equipped with an automatic fire extinguishing system to meet NFPA standards and shall be connected to a central monitoring device in accordance with Chapter 5 of the City Ordinances. 6. An underground irrigation system shall be installed in all landscaped areas to facilitate site maintenance. 7. Plan approval is exclusive of all signery which is subject to Chapter 34 of the City Ordinances. 5 -25 -95 6 8. B -612 curb and gutter shall be provided around all parking and driving areas. The plans shall be modified to indicated B -612 curb and gutter around the entrance to this site and to the neighboring site which forms a shared or common access between the two properties. 9. The applicant shall submit an as -built survey of the property, improvements and utility service lines, prior to release of the performance guarantee. 10. The property owner shall enter into an easement and agreement for maintenance and inspection of utility and storm drainage systems, prior to the issuance of permits. 11. The applicant shall sign the truck access drive located off 48th Avenue North to prohibit parking of any vehicles in the driveway in front of the building. 12. The applicant shall provide appropriate erosion and sediment control devices on the site during construction as approved the Engineering department. 13. The property owner shall enter into restrictive covenants to be filed with the title to the properties addressed as 3615 and 3625 - 48th Avenue North, requiring that on site storm sewer be installed and connected to city storm sewer in 48th Avenue North and 47th Avenue North within one year of when it becomes available. 14. All work performed and materials used for construction of utilities shall conform to the City of Brooklyn Center's current standard specifications and details. 15. Site lighting shall comply with the provisions of Section 35 -712 of the City Ordinance prohibiting glare onto neighboring properties. The Secretary oted that ill b r f d h City Council at the June 12 ry at the w e e erne to ty , 1995 meeting. The applicant is required to be present at the City Council meeting. If any changes or modifications are made to the plans prior to City Council consideration, they must be brought back before the Planning Commission for review. OTHER BUSINESS The Secretary presented the Planning Commission with updated information regarding the Adult Uses Ordinance and the Minneapolis court case and their ordinance. 5 -25 -95 7 a ADJOURNMENT There was a motion by Commissioner Boeck and seconded by Commissioner Reem to adjourn the meeting of the Planning Commission. The motion passed unanimously. The Planning Commission adjourned at 9 p.m. Acting Chair Pro Tern Mark Holmes Recorded and transcribed by: Ruth McLaurin TimeSaver Off Site Secretarial 5 -25 -95 8 i Council Meeting Date 6 -12 -95 31 City of Brooklyn Center Agenda Item Number b R For Council Consideration • Item Description: Planning Commission Application No. 95008 submitted by Cass Screw Machine Products, Co. Department Approval: Ronald A. Warren, Planning and Zo ' Sp Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: This application was recommended for approval by the Planning Commission at its May 25, 1995 meeting subject conditions of approval. • Summary Explanation: (supporting documentation attached ) Planning Commission Application No. 95008 submitted by Cass Screw Machine Products, Co. is a request for Site and Building Plan approval to combine the buildings addressed as 3615 and 3607 48th Avenue North into a single building and complete site improvements. The Planning Commission recommended approval of this application at its May 25, 1995 meeting. Attached are minutes, information sheets and maps from that meeting. • Planning Commission Information Sheet • Application No. 95008 Applicant: Cass Screw Machine Products, Co. Location: 3615 & 3607 48th Avenue North Request: Site and Building Plan Approval The applicant is seeking Site and Building Plan Approval to combine the buildings addressed as 3615 and 3607 48th Avenue North into a single building on a single parcel of land and to provide and complete accompanying site improvements to the property. The property in question is zoned I -2 (general industry) and is the site of the proposed land combination comprehended under Planning Commission Application No. 95007. It is bounded on the north by 48th Avenue North; on the east by an industrial building addressed as 3601 48th Avenue North; on the south by 47th Avenue North and various outlots which prevent this site from gaining access to 47th Avenue North; and on the west by the industrial building addressed as 3625 48th Avenue North. ACCESS /PARKING Access to the property is to be gained via a shared access with the property to the west, which is addressed as 3625 48th Avenue North. A shared access and driveway easement are proposed all along the westerly side of the subject site to allow full access from 48th Avenue to both buildings. The building addition, which has already been made, combines the two . buildings previously addressed as 3615 and 3607 48th Avenue North with a connection at the approximate middle point of both buildings. This creates a total building area of 15,184 sq. ft. Parking for this site is based on a combined office and industrial parking formula. The applicant has indicated that no more than 10% of the total building area will be utilized for office purposes with the balance being utilized for production purposes. Based on an application of the parking formula for the building area, a total of 25 parking spaces are required for this 15,184 sq. ft. building (8 parking spaces for approximately 1,518 sq. ft. of office and 17 parking spaces for approximately 13,666 sq. ft. of industrial space). The applicant has provided 25 parking spaces at various locations on the site. Two parking spaces are located to the northwest of the building, three spaces to the rear of the westerly portion of the building and three parking spaces to the rear of the easterly portion of the building. Seventeen parking spaces are provided at the south end of the site. It should be noted that even a few more parking spaces could be provided in some of these areas. The drive lanes servicing the rear of the building to the parking lots and also to the two loading berths at the rear of the building are adequate to accommodate cars as well as trucks servicing the building. The zoning ordinance requires at least a minimum of one loading berth for this size building. The applicant proposes two loading berths at the rear of the site, one in the center backing up to where the buildings are attached and one to the southeast corner of the building. Both exceed the minimum requirements of 12 ft. by 50 ft. for these loading berths. In addition, there currently is a concrete driveway off 48th Avenue North that serves an inside loading 5 -25 -95 Page 1 berth, which is utilized for deliveries. The inside berth is 12 ft. by 26.5 ft. and should • accommodate smaller vehicles. No parking or storage of vehicles should be allowed in the truck access drive between the building and the street. GRADING /DRAINAGE /UTILITIES The applicant has provided a drainage plan that proposes to surface drain the parking lots and driveway areas onto the 48th and 47th Avenue right -of -ways. There is no storm sewer in either 48th Avenue North or 47th Avenue North. The site will, for the most part, drain to the south portion of the property where B -612 curb and gutter has already been installed, or will be installed. The drainage plan comprehends addressing this site and the neighboring site at 3625 48th Avenue North as this will be a continuous paved area through both properties. Three openings along the south curb line will allow water to drain off of this area and into a 25 ft. landscape area to the south of the curb. The parking lot elevations are approximately 5 to 7 ft. higher than the edge of the pavement along 47th Avenue. The zoning ordinance requires buffering and screening requirements where I -2 zoned property abuts with R -4, R -5, R -6 or R -7 zoned property at a street line. The property south of 47th Avenue is zoned R -5 and is made up of a number of apartment complexes. To meet the buffering, landscaping and screening requirements of the ordinance, the applicant is proposing to berm this area with a proposed berm that will be approximately 3 ft. higher than the parking lots and about 4 to 7 ft. higher than the center line of 47th Avenue North. As indicated previously, there is no storm sewer in 48th or 47th Avenue for the applicant to tie into. When Omni Tool, which is located on the north side of 48th Avenue North, expanded its operation a couple of years ago, the City required that applicant to enter into an agreement requiring the property owner to install and connect to city storm sewer at such time as it became available. There may, in the future, be a street improvement project including storm sewer along 48th Avenue North and, at that time, this applicant would be expected as well to undertake the necessary on -site storm sewer improvements as well as to connect to available storm sewer in the public right -of -way. The applicant's site plan shows the creation of a new driveway servicing the two properties from 48th Avenue North. They propose to delineate the driveway with painted islands indicating no parking. It is recommended that a new driveway with a width no greater than 24 ft. at the property line be established by installing B -612 curb and gutter to delineate the driveway area as well as to define the parking spaces proposed. This would be required on both properties and the plan should be amended to indicate this addition. As indicated previously, there is existing B -612 curb and gutter already installed around a portion of the perimeter of the property; particularly along the south side of the two properties. B -612 curb and gutter will need to be installed along the east end of the rear parking and loading area between the southeasterly corner of the property and the building creating a 5 ft. strip between the parking lot and the easterly property line. The plans call for this area to be sodded. 5 -25 -95 Page 2 LANDSCAPING • The applicant has submitted a landscape plan in response to the landscape point system used for evaluating such plans. The applicant is also proposing to provide landscaping to meet the screening required along the south side of the property. As previously mentioned, a 25 ft. buffer and landscape area is required in this area and they are proposing a berm projecting above the parking lot and sloping down to 47th Avenue North to provide necessary and required screening. There are various breaks in the berm to accommodate the drainage previously mentioned. The landscape point system would require 60 landscape points for this 1.025 acre site. Although the property to the west is technically not required to provide site and landscape improvements, the applicant is proposing to make improvements to the property, which have been previously outlined. It is also the applicant's intent to provide landscape screening along the rear of the property at 3625 48th Avenue as well. That property would also be required to provide 60 landscape points to be consistent with the City's landscape point system. The applicant's proposal for landscaping well exceeds the minimum of 60 landscape points. For the combined site, where the building addition is being made, a total of 186 landscape points are proposed. Two additional Green Ash trees are proposed in the grass area between the building and 48th Avenue right -of -way to go along with an existing Ash tree. An additional Green Ash tree is to be provided in the landscape area just in front of where the buildings are to be attached. The majority of landscaping takes place in the 25 ft. buffer area to the south of the site. Eight new 2 1/2" Maple trees are proposed in this area along with ten Spruce trees that are to be 5 ft. in height at planting and will be interspersed with twelve Red Twig Dogwoods. On the adjacent site, the applicant notes the existence of three Spruce trees to the north of that building and eight existing Maple trees to the south. The applicant is proposing to add seven, 5 ft. high Spruce trees interspersed with six Red Twig Dogwoods to provide continuous berming and landscape screening from the apartment complexes to the south. Again, the proposed landscape treatment well exceeds the landscape point requirements for an industrial use. BUILDING The building connection is made to the center of the two buildings creating the 15,000+ sq. ft. building. The Building Official has briefly reviewed this building with respect to building codes and has noted that the building size is acceptable under the building code, but that a fire sprinkler system will have to be provided throughout the entire building. LIGHTING /TRASH The applicant's plans to this point do not indicate the location on the site for a trash container nor do they indicate site lighting for the property. Any trash facilities will be • 5 -25 -95 Page 3 required to be appropriately screened from view and building or parking lot lighting will have to be consistent with the City Ordinances. • RECOMMENDATION The plans, with some minor modifications to reflect required alterations, appear to be in order. Approval is recommended subject to at least the following conditions: 1. The final building plans are subject to review and approval by the Building Official with respect to applicable codes prior to the issuance of permits. 2. Grading, drainage, and utility plans are subject to review and approval by the City Engineer prior to the issuance of permits. 3. A performance agreement and supporting financial guarantee shall be submitted to assure the completion of all site improvements. 4. Any outside trash disposal facilities and roof top mechanical equipment shall be appropriately screened from view. 5. The building is to be equipped with an automatic fire extinguishing system to meet NFPA standards and shall be connected to a central monitoring device in accordance with Chapter 5 of the City Ordinances. • 6. An underground irrigation system shall be installed in all landscaped areas to facilitate site maintenance. 7. Plan approval is exclusive of all signery which is subject to Chapter 34 of the City Ordinances. 8. B -612 curb and gutter shall be provided around all parking and driving areas. The plans shall be modified to indicate B -612 curb and gutter around the entrance to this site and to the neighboring site which forms a shared or common access between the two properties. 9. The applicant shall submit an as -built survey of the property, improvements and utility service lines, prior to release of the performance guarantee. 10. The property owner shall enter into an easement and agreement for maintenance and inspection of utility and storm drainage systems, prior to the issuance of permits. 11. The applicant shall sign the truck access drive located off 48th Avenue North to prohibit parking of any vehicles in the driveway in front of the building. 5 -25 -95 Page 4 12. The applicant shall provide appropriate erosion and sediment control devices • on the site during construction as approved by the Engineering Department. 13. The property owner shall enter into a restrictive covenant to be filed with a title to the property requiring that on site storm sewer be installed and connected to city storm sewer in 48th Avenue North and 47th Avenue North within one year of when it becomes available. 14. 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Also present were the Secretary to the Planning Commission Planning and Zoning Specialist Ronald Warren, and Planning Commission Recording Secretary Ruth McLaurin. Commissioners Robert Mickelson and Kathryn Palm were excused from the meeting. • APPROVAL OF MINUTES - MAY 11 1995 There was a motion by Commissioner Boeck and seconded by Commissioner Booth to approve the minutes of the May 11, 1995, Planning Commission meeting as submitted. The motion passed. Commissioner Reem abstained. CHAIRPERSON'S EXPLANATION Chairperson Willson explained the Planning Commission is an advisory body. One of the Commission's functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. Chairperson Willson excused himself at 7:36 p.m. and requested Commissioner Holmes proceed as Acting Chair Pro Tem. APPLICATION NO. 95007 Chair Pro Tem Holmes introduced the first item of business, a request from Cass Screw Machine Products, Co. for a Preliminary Registered Land Survey approval to combine Tracts C and D, RLS 952, (3615 and 3607 48th Avenue North respectively) into one lot. The Secretary presented the staff report, used overhead transparencies to show the location and detail (see Planning Commission Information Sheet for Application No. 95007, attached). 5 -25 -95 1 Commissioner Boeck inquired if outlots had been created and if so when. The Secretary . noted through his research he believed the outlots were created to prevent access to the industrial lots from 47th Avenue which has residential property on its south side. This occurred in the late 1960's. APPLICATION NO. 95008 Chair Pro Tem Holmes explained the information for the next item will be presented by the Secretary since the applications are from the same applicant, the public hearing will proceed after the staff report. The Secretary presented the staff report, used overhead transparencies to show the location and detail (see Planning Commission Information Sheet for Application No. 95008, attached). The Secretary indicated proper notification of the public hearing for the preliminary registered land survey was published in the Sun Post Commissioner Boeck noticed there is rip rap on two of the three curb and gutter sections, he asked if there could be a condition to have it also on the third section. The Secretary indicated it would be appropriate to add this as a condition, he also indicated the City Engineer has not yet reviewed and commented on this application. Commissioner Boeck inquired as to condition number 13, is this a notification of a future assessment. The Secretary noted that would be essentially true, but it is mainly to put the applicant on notice that in the future when improvements are made the applicant will be required to connect to city water and sewer. Commissioner Boeck also asked regarding condition number 13, if the condition could state: "...connected to city storm sewer concurrently with city improvements... ". The Secretary explained the statement regarding one year, is based on a condition imposed on Omni Tool, which is located on the opposite side of 48th Avenue. The Secretary indicated this is a grace period given to the applicant, although it would be more appropriate to connect during the time of the improvements, this time frame gives the applicant an opportunity to prepare to connect. Commissioner Boeck felt giving the applicant one year might provide for addition requests for more time in the future. He indicated it should be done at the same time as the storm sewer improvements. Commissioner Booth inquired as to the City's jurisdiction regarding the property at 3625 and the requirement of B -612 curb and gutter. The Secretary explained the same party owns both locations, and the addition noted in the application was made without City approval and now this is an added condition by the City. He pointed out that some curb and gutter improvements have already been made to this property as well as to 3615 - 48th Avenue. 5-25-95 2 r Commissioner Booth inquired if in condition number 13 the property 3625 could be added. • The Secretary believed there would be no concern with adding this to the condition, he noted the applicant has been very willing to work with the City and the drainage of this site and 3615 is combined. Commissioner Booth noted although it is very logical to connect to city storm sewer at the time of improvements, he did not believe the Planning Commission could impose this requirement, when Omni Tool has been given an additional year. He indicated there has been a precedent set with Omni Tool. Commissioner Boeck commented he felt Omni Tool was a separate application and should be treated as such. Commissioner Reem inquired as to the lighting. The Secretary indicated there is no additional lighting proposed at this time, but the applicant would be required to comply with ordinance requirements if lighting is installed. Chair Pro Tem Holmes inquired if there should be a condition regarding the lighting. The Secretary indicated a condition number 15 could be added to state all additional lighting must comply with site lighting provisions contained in Section 35 -712 of the City Ordinances. Commissioner Reem indicated she would like this added as condition number 15. • Commissioner Reem inquired as to a required sprinkler system. The Secretary explained any building over 2,000 square feet is required to have a sprinkler system throughout the building, if there is an addition made to an existing building bringing the building to over 2,000 square feet, the entire building ust have a sprinkler system, not just the addition. g P Y J Chair Pro Tem inquired as to when the addition was constructed. The Secretary noted the construction occurred in the Fall of 1994. The Secretary noted the Building Official has reviewed the building and has no immediate concerns, but permits are still required. Commissioner Boeck inquired if there are any energy dissipators required, he noted there is none proposed. The Secretary indicated the City Engineer can review the plans and comment as to his recommendations. Chair Pro Tem asked if the conditions should be reviewed before the public hearing. The Secretary indicated the Planning Commission may want to review the issues with the applicant and make comments during the public hearing as to the wording of any additional conditions. • 5 -25 -95 3 _PUBLIC HEARING (APPLICATION NO. 95007) Chair Pro Tem Holmes asked for a motion to open the public hearing on the request for • Preliminary Registered Land Survey at 8:30 p.m. There was a motion by Commissioner Booth and seconded by Commissioner Reem to open the public hearing. The motion passed unanimously. Chair Pro Tern Holmes asked if there was anyone present who wished to address the Commission. Mr. Walter Gregory, Merila & Associates, a land surveyor representing the applicant, expressed concern that connecting to city storm sewer would put a burden onto the applicant. The Secretary indicated there would be no more burden than that imposed on Omni Tool. Mr. Gregory questioned the type of connection required. The Secretary indicated that could be discussed with the City Engineer. Mr. Gregory expressed concern for adding a pipe from one end of the property to another, he indicated the applicant would agree to a catch basin. The Secretary indicated the City Engineer may agree to other solutions, he encouraged Mr. Gregory to discuss this with the City Engineer. Commissioner Boeck indicated that the condition notes only the requirement of connection, it does not state what kind. • Chair Pro Tern Holmes indicated the kind of connection can be negotiated at the time of the improvements. Chair Pro Tern Holmes inquired if there would be a concern regarding including the property of 3625 48th Avenue. The Secretary indicated it is assumed that the application refers to both sites, not just the combined site. Mr. Gregory expressed concern for including the property of 3625 48th Avenue. Commissioner Boeck indicated the applicant has already included the property by noting a common drive way and common drainage. Chair Pro Tern Holmes asked if there are any concerns regarding connection concurrent with City improvements. Mr. Gregory felt there would be no concern, the applicant desires to comply with conditions set by the City. Commissioner Reem inquired as to the hours of operation. A representative of the applicant noted the hours would be from 6 a.m. to 4:30 a.m. Commissioner Reem inquired if there had been any concerns from the neighbors. The representative of the applicant indicated there had been no concerns or problems. 5 -25 -95 4 f Commissioner Boeck asked in regards to condition number one, are the building plans to • be submitted regarding the building already constructed to review if it is adequate. The Secretary indicated this is correct, the Building Official has reviewed the building on site, and has seen no immediate concerns, but still needs to approve the plans prior to issuance of permits. Chair Pro Tem called for any more questions for the applicant or for anyone else to speak at the public hearing. CLOSE PUBLIC HEARING There was a motion by Commissioner Boeck and seconded by Commissioner Booth to close the public hearing at 8:43 p.m. The motion passed unanimously. Chair Pro Tern Holmes wished to clarify condition number 13, regarding including the property 3625 48th Avenue. Upon consensus the Planning Commission agreed to state condition 13 as: 13. The property owner shall enter into restrictive covenants to be filed with the title to the properties addressed as 3615 and 3625 - 48th Avenue North, requiring that on site storm sewer be installed and connected to city storm sewer in 48th Avenue North and 47th Avenue North within one year of when it becomes available. ® Chair Pro Tern Holmes opened discussion regarding requiring the time frame for connect to be concurrent. Commissioner Reem felt the change could not be imposed on this applicant when Omni Tool has been given one year to comply. Commissioner Booth concurred with Commissioner Reem. Discussion was held regarding this issue and it was the consensus of the Planning Commission to leave condition 13 as stated. Chair Pro Tern Holmes proposed the addition of condition 15 stating: 15. Site lighting shall comply with the provisions of Section 35 -712 of the City Ordinance prohibiting glare onto neighboring properties. The Secretary noted the City Engineer will review the application and make comments regarding the rip rap and energy dissipators. ACTION RECOMMENDING APPROVAL OF APPLICATION NO. 95007 There was a motion by Commissioner Booth and seconded by Commissioner Boeck to recommend approval of Application No. 95007 submitted by Cass Screw Machine Products Co. subject to the following conditions: • 5 -25 -95 5 1. The final plat is subject to review and approval by the City Engineer. 2. The final lat is subject to the provisions of Chapter 15 of the City • P J P P Ordinances. 3. A driveway and access easement of 24 foot in width shall be filed with the title to the properties in question. The easement width shall be 13 feet for the proposed Tract A and shall be 11 feet in width along the easterly property line of Tract B, RLS 952 Voting in favor: Chair Pro Tem Holmes, Commissioners Booth, Reem, and Boeck. The motion passed unanimously. The Secretary noted that the application will be referred to the City Council at the June 12, 1995 meeting. The applicant is required to be present at the City Council meeting. If any changes or modifications are made to the plans prior to City Council consideration, they must be brought back before the Planning Commission for review. ACTION RECOMMENDING APPROVAL OF APPLICATION NO. 95008 There was a motion by Commissioner Booth and seconded by Commissioner Reem to recommend approval of Application No. 95008 submitted by Cass Screw Machine Products Co. subject to the following conditions: 1. The final building plans are subject to review and approval by the Building • Official with respect to applicable codes prior to the issuance of permits. 2. Grading, drainage, and utility plans are subject to review and approval by the City Engineer prior to the issuance of permits. 3. A performance agreement and supporting financial guarantee shall be submitted to assure the completion of all site improvements. 4. Any outside trash disposal facilities and roof top mechanical equipment shall be appropriately screened from view. 5. The building is to be equipped with an automatic fire extinguishing system to meet NFPA standards and shall be connected to a central monitoring device in accordance with Chapter 5 of the City Ordinances. 6. An underground irrigation system shall be installed in all landscaped areas to facilitate site maintenance. 7. Plan approval is exclusive of all signery which is subject to Chapter 34 of the City Ordinances. 5 -25 -95 6 • 8. B -612 curb and gutter shall be provided around all parking and driving areas. The plans shall be modified to indicated B -612 curb and gutter around the entrance to this site and to the neighboring site which forms a shared or common access between the two properties. 9. The applicant shall submit an as -built survey of the property, improvements and utility service lines, prior to release of the performance guarantee. 10. The property owner shall enter into an easement and agreement for maintenance and inspection of utility and storm drainage systems, prior to the issuance of permits. 11. The applicant shall sign the truck access drive located off 48th Avenue North to prohibit parking of any vehicles in the driveway in front of the building. 12. The applicant shall provide appropriate erosion and sediment control devices on the site during construction as approved the Engineering department. 13. The property owner shall enter into restrictive covenants to be filed with the title to the properties addressed as 3615 and 3625 - 48th Avenue North, requiring that on site storm sewer be installed and connected to city storm sewer in 48th Avenue North and 47th Avenue North within one year of when it becomes available. 14. All work performed and materials used for construction of utilities shall conform to the City of Brooklyn Center's current standard specifications and details. 15. Site lighting shall comply with the provisions of Section 35 -712 of the City Ordinance prohibiting glare onto neighboring properties. The Secretary noted that the application will be referred to the City Council at the June 12, 1995 meeting. The applicant is required to be present at the City Council meeting. If any changes or modifications are made to the plans prior to City Council consideration, they must be brought back before the Planning Commission for review. OTHER BUSINESS The Secretary presented the Planning Commission with updated information regarding the Adult Uses Ordinance and the Minneapolis court case and their ordinance. 5 -25 -95 7 ADJOURNMENT There was a motion by Commissioner Boeck and seconded by Commissioner Reem to adjourn the meeting of the Planning Commission. The motion passed unanimously. The Planning Commission adjourned at 9 p.m. Acting Chair Pro Tem Mark Holmes Recorded and transcribed by: Ruth McLaurin TimeSaver Off Site Secretarial i 5 -25 -95 8 Council Meeting Date 6 //A / q 5- 3 City of Brooklyn Center Agenda Item Number v y Request For Council Consideration • Item Description: Resolution declaring Thursday, June 22, 1995 Les Thurs Day Department Approval: Arnie Mavis, Director of Recreation Manager's Review /Recommendation: ' No comments to supplement this report Comments below /attached Recommended City Council Action: Summary Explanation: (supporting documentation attached ) • • V Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION DECLARING THURSDAY JUNE 22 1995 AS LES THURS DAY WHEREAS, Les Thurs has been a resident of Brooklyn Center for 35 years; and WHEREAS, Les Thurs has been involved with the American Little League for 30 years; and WHEREAS, Les Thurs has been the president of the American Little League for 11 years and this past year a Brooklyn Center team went to the Little League World Series in Pennsylvania; and WHEREAS, going to the Little League World Series promoted a very positive image of Brooklyn Center; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that Thursday, June 22, 1995 be declared Les Thurs Day in Brooklyn Center. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 6/12/95 3 City of Brooklyn Center Agenda Itcm Number Request For Council Consideration • Item Description: Resolution Recognizing 40th Anniversary of the Brooklyn Center Lions Club Department Approval: Sharon Knutson, Deputy City Clerk Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: Pass a Resolution Recognizing 40th Anniversary of the Brooklyn Center Lions Club. Summary Explanation: (supporting documentation attached No ) • • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION RECOGNIZING 40TH ANNIVERSARY OF THE BROOKLYN CENTER LIONS CLUB WHEREAS, the Brooklyn Center Lions Club was chartered May 12, 1955; and WHEREAS, the Brooklyn Center Lions Club will celebrate its 40th anniversary on June 16, 1994; and WHEREAS, over the years the Brooklyn Center Lions Club has been involved in many civic betterment projects including building Lions Park which was dedicated in May of 1968; and WHEREAS, the Brooklyn Center Lions Club sponsors the Earle Brown Days Parade held annually in June; and WHEREAS, the Brooklyn Center Lions Club has presented the City with many gifts dedicated for crime prevention and drug awareness programs, youth programs, and park programs including a puppet wagon which travels to the various parks in Brooklyn Center throughout the summer entertaining both children and adults; and WHEREAS, the Brooklyn Center Lions Club sponsors Entertainment in the Park held every Tuesday evening throughout the summer. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the civic efforts of the Brooklyn Center Lions Club are commended and appreciated and the 40th anniversary of the Brooklyn Center Lions Club is hereby acknowledged and recognized. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date June 12, 1995 ,1 City of Brooklyn Center Agenda Item Number U r Request For Council Consideration • Item Description: RESOLUTION APPROPRIATING $25,000 FROM THE CAPITAL IMPROVEMENTS FUND FOR THE CITY OF BROOKLYN CENTER'S ADDITIONAL SHARE IN BUILDING THE FIRE TRAINING FACILITY AT 71ST AVENUE IN FRIDLEY Department Approval: Ron Boman, Fire Chief Manager's Review /Recommendation: No comments to supplement this report Comments below /attached Recommended City Council Action: I recommend the council by motion authorize the appropriation of $25,000 for Brooklyn Center's additional share in the fire training facility. • Summary Explanation: (supporting documentation attached ) HISTORY: In June of 1993, the three cities started implementation of the planning and building of the fire training site at 71st Avenue Northeast behind the Columbia Arena in Fridley. Bids were awarded for the asphalt and concrete work as well as the driving surfaces to be paved and the concrete training pads were installed; site drainage to handle the water was installed also. CP In July of 1993, a mobile home, 70' X 14' was delivered to the site at no charge to the cities involved. Since that time, members of the three fire departments have gutted and remodeled this 70' X 14' mobile home into a training office and classroom site for the facility, with the only cost being for the materials purchased to do the work. At approximately the same time we were able to acquire at no charge a three car garage for the training site which was delivered to the site and put on a concrete pad. We did some repair work to it and now have a storage facility for materials we will be using during training. We have also built a confined space entry complex using donated material and labor to complete this project at little cost to our member cities. Again, this was done with all volunteer labor by firefighters of the member departments. At this time we have completed grading of the site, minor landscaping and are ready to proceed with the construction of the four story training tower. We have received approximate costs for the construction of the training tower which is projected at $168,000- 178,000 based on preliminary contractor estimates, architectural fees, advertising and the structural engineer's design. The tower is a major expense and the cornerstone of the facility. This was included in the original concept of the Request For Council Consideration Page 2 development of the site. At this time we have a projected $75,000 shortfall for the center's completion • and is attributed to the training tower's increased costs since development of the site in 1990. It is now requested that each of the three partners in the development of this site make an additional $25,000 contribution to final development of the site. This will make the total financial commitment $95,000 for each partner for total development of the training site. We have carefully reviewed all plans and there will not be a request for additional funds. This additional $25,000 will allow us to complete this site. I would like to mention in closing once again that there will still be 100's of hours of additional donated time by member fire departments in developing gas props and a number of other items that we feel we can build to make this a very complete training site for firefighters. Since five years have past since we originally started development of this site, I am requesting that we appropriate an additional amount of $25,000 from the capital improvement fund for completion of this project. I am enclosing information from the original motions and copies of the June 1993 agreement. • • HISTORY: APPROPRIATION OF JUNE 28, 1993 On January 9, 1990 the council passed a motion expressing preliminary approval of joining together ry P P b P rY PP J g b with the cities of Fridley, Blaine -Spring Lake Park - Moundsview and Brooklyn center to build and maintain a fire training facility at 71st Avenue NE behind the Columbia Arena in Fridley. Columbia Heights was originally a member of the group but has dropped out of the Joint Powers Agreement. I would like to point out that this type of facility is a necessity if we are to keep our firefighters trained properly in entering hot and smokey buildings. This type of facility is necessary because of the lack of old homes and buildings to do training burns in. This facility will give our department personnel experience in very hot and smokey buildings so our personnel can keep up their effectiveness in handling these intense and dangerous situations. This facility will allow us to duplicate hot and smokey situations and give our veteran personnel needed retraining and our new personnel valuable experience in handling the hottest and smokiest of fires with our training personnel being able to maintain complete control of the fire. A Joint Powers Agreement was entered into by our respective cities and we were in the final stages of design and development of the project and were ready to request bids on the project on 71st Avenue NE when we were contacted by the City of Minneapolis who was considering the development of a similar facility down by the water works in Minneapolis. This took place in June of 1990 and the 71st Avenue NE location was put on hold. After many meetings with Minneapolis and the rest of the cities involved, we tried to come up with a facility that would accommodate and fill the needs of all the cities. Minneapolis indicated that a burn building would not be a number one priority on their site, but I feel this is a number one priority of the Fridley site. We also ran into other problems as the needs of Minneapolis Fire Department and the needs of the suburban fire departments varied in what was needed by each. In the fall of 1991, Minneapolis could not come up with any type of commitment as to when their project might be started or what was going to be proposed. Since the fall of 1991 the four cities: Brooklyn Center, Fridley, Columbia Heights and Blaine- Moundsview -Spring Lake Park went into a holding pattern to see what was going to happen. During this time, Columbia Heights dropped out of the Joint Powers Agreement leaving the three cities of Brooklyn Center, Fridley and Blaine - Moundsview -Spring Lake Park in the 71st Avenue NE project. The three cities started meeting again in May of 1993 to reinstate the 71st Avenue NE site and to have Fridley's Engineering Department finalize and design the site plan. This has been completed and will be put out for bids in July. Since two years have past since we originally were going to bid out the site project and Columbia Heights has dropped out of the project, I am requesting that we appropriate the amount of $70,000 from the capital improvement fund for this project. If the actual construction costs are less than the $70,000 per city, Brooklyn Center will receive a refund of any excess capital expenditure. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION APPROPRIATING $25,000 FROM THE CAPITAL IMPROVEMENTS FUND FOR THE CITY OF BROOKLYN CENTER'S ADDITIONAL SHARE IN BUILDING THE FIRE TRAINING FACILITY AT 71ST AVENUE IN FRIDLEY WHEREAS, the City of Brooklyn Center has entered into a joint powers agreement to build a fire training facility with the cities of Fridley, Brooklyn Center, Blaine - Moundsview- Spring Lake Park, funds are hereby appropriated to continue building the facility at 71st Avenue NE in the City of Fridley. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, that: 1. The plans and specifications as proposed by the Fire Chief s Training Officers and prepared by the City of Fridley's Engineering Department be approved. 2. That the City of Brooklyn Center's additional contribution is in an amount equal to that of the other participating cities, not to exceed $25,000. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council biccting Date Q 6 / 12/95 3 City of Brooklyn Center Agcnda Item Number u Request For Council Consideration • Item Description: Resolution Relating to Solid Waste Disposal Declaring an Intent to Study and Analyze Establishing a System of Organized 1 y g ed Co lection of Refuse, Recyclables, Yard Waste, and Other Solid Waste Within the City of Brooklyn Center Department Approval: Sharon Knutson, Deputy City C erk Manager's Review /Recommendation: No comments to supplement this report Comments ed 74-- Recommended City Council Action: Pass Resolution Relating to Solid Waste Disposal Declaring an Intent to Study and Analyze Establishing a System of Organized Collection of Refuse, Recyclables, Yard Waste, and Other Solid Waste Within • the City of Brooklyn Center Summary Explanation: (supporting documentation attached Yes 1 On May 24, 1995, a public hearing was held jointly with the cities of Crystal and New Hope at the Crystal Community Center on the subject of organized collection of refuse, recyclables, yard waste, and other solid waste within the City. Persons were given the opportunity to express their opinions to the City Councils regarding a study to establish organized collection within the City. The public hearing record remained open and written comments were accepted until 4 :30 p.m. on Friday, June 2. One letter was received from a Brooklyn Center resident and is attached. The attached resolution authorizes the City o conduct a stud and analyze establishing a system of Y Y Y g Y organized collection. Please note in Section 6 of the resolution that it does not obligate the City to establish an organized collection process for the City. Marilyn Corcoran, HRG Coordinator, will work in conjunction with the cities of Brooklyn Center, Crystal, and New Hope to establish a task force comprised of residents, garbage haulers, and City staff to conduct the study. She will keep Brooklyn Center informed as to the status of creating such a task force, including recruiting residents and interested parties. • RECEI VED J U N 2 1995 I 1 7� ct .� . I 1 _ 1 1 I 1 - d • \L -C r� Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION RELATING TO SOLID WASTE DISPOSAL DECLARING AN INTENT TO STUDY AND ANALYZE ESTABLISHING A SYSTEM OF ORGANIZED COLLECTION OF REFUSE, RECYCLABLES, YARD WASTE, AND OTHER SOLID WASTE WITHIN THE CITY OF BROOKLYN CENTER BE IT RESOLVED by the City Council of the City of Brooklyn Center as follows: Section 1. The City is authorized by Minnesota Statutes, Section 115A.94 (Act) to establish a system of organized collection of solid waste. "Organized collection" under the Act means a system for collecting solid waste in which a specified collector, or a member of an organization of collectors, is authorized to collect from a defined geographic service area or areas some or all of the solid waste that is released by generators of the waste for collection. Solid Waste under the Act includes mixed municipal solid waste which means garbage, refuse and other solid waste from residential, commercial, industrial, and community activities. Section 2. The City intends to conduct a study and analysis of undertaking a system of organized collection. A public hearing on the resolution was held on May 24, 1995, after publication and mailed notice as required by the Act. At the public hearing, all intended parties were given an opportunity to be heard. Section 3. The City staff is authorized and directed to develop alone or with other plans and proposals for organized collection in the City. Persons now licensed for solid waste collection in the City are invited to participate in this planning process. Section 4. Not later than 90 days from the date of this resolution, the City staff is to submit to this council a detailed plan and program for organized collection of solid waste. Section 5. Not later than 180 days after the date of this resolution, the City, in accordance with the Act, may (a) agree on an organized collection arrangement with a majority of the licensed collectors who have expressed an interest or (b) establish a system of organized collection as a municipal service by ordinance, franchise, or license, negotiated or biddable contracts, using one or more collectors or an organization of collectors after having made the specific findings required by the Act. Section 6. This resolution does not obligate the City to establish an organized collection process for the City. RESOLUTION NO. Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date June 12, 1995 3 City of Brooklyn Center Agenda Item Number U Request For Council Consideration • Item Description: Request for transfer of funds. Department Approval: OV�J42 L Gerald G. Splinter, City D&ager Manager's Review /Recommendation: No comments to supplement this report Comments below /attached x Recommended City Council Action: Approve transfer of funds from general funds to Park and Recreation. Summary Explanation: (supporting documentation attached ) • The Brooklyn Center Crime Prevention Fund in conjunction with the Park and Recreation Department Y � J P and area bowling establishments, is again sponsoring a summer youth program to give youth wholesome activities to take part in during the summer days. As a part of the program, they have chartered busses to transport the youth from around the city to the community center and the bowling establishments and then back to their neighborhoods. This money would pay for the cost of placing youth leaders from park and recreation on each bus on Monday and Wednesday as they make their rounds. The leaders would simply have hours added to their schedule during the bussing periods and would be regular summer employees. Two activity leaders @ $7.50 /hr X 4 hrs /day X 2 days /week X 10 weeks = $1,200 • F �l 0 Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AMENDING THE 1995 GENERAL FUND BUDGET TO PROVIDE FUNDING FOR SUMMER YOUTH LEADERS WHEREAS, Section 7.09 of the City Charter provides for a contingency appropriation as a part of the General Fund Budget and further provides the contingency appropriation may be transferred to any other appropriation by the City Council; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center Increase the appropriations in the Park & Recreation Budget for the following items: Personal Services $1,200 Decrease the appropriations for the following line item: Unallocated Department Contingency Account $1,200 June 12, 1995 Date Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Council Meeting Date 6/12/95 Q� 3 City of Brooklyn Center Agenda Item Number U� Request For Council Consideration • Item Description: Woodbine Neighborhood Improvement Project: Staff Report Re: Issues at 71st and Kyle Avenues Department Approval: dazE r._ Diane Spector Director - of Public Servi Manager's Review /Recommendation:, -- No comments to supplement this report Comments below /attached Recommended City Council Action: Discuss, and direct staff to prepare a letter of agreement with the property owner which details responsibilities of both parties regarding the replacement of the stub of Kyle Avenue at 71st Avenue with a driveway, including specifying any compensation. Summary Explanation: (supporting documentation attached Yes ) Mr. Dan McFarren, 4413 - 71st Avenue North, appeared at Open Forum at the May 22, 1995 Council meeting to express concern regarding the proposal to replace the "stub" of Kyle Avenue at 71st with a driveway instead of a full-width street. It is his house which is served by the roadway stub. The Council directed staff to work with the McFarrens to resolve their concerns, and to report back to the Council. Several staff and I met with Mr. and Mrs. McFarren at their home on June 1. We spent some time discussing the driveway, how it would be constructed, and how it would fit into the traffic "kidney bean." The McFarrens were satisfied with how the new arrangement would operate. However, they continued to be concerned about the replacement of a City- plowed street with a driveway from which they would have to remove snow. While the McFarren's preferred option would be for the city to plow the driveway, they indicated they would be satisfied with compensation sufficient to purchase a heavy -duty snowblower. We have found that 8 hp two -stage snowblowers run from $900 to $1,450. Staff recommends compensation in the amount of $900. If this is acceptable to the Council, we will prepare a letter of agreement to the McFarrens indicating the conditions of the reconstruction, that is, that the driveway would be reconstructed to the same standard as a street; that since the underlying public right of way would remain intact, the City would retain the right to occasionally use the driveway for access to the stormwater detention pond to the south, but that the primary access to the pond would be via other routes; that the City would repair any damage to the driveway that might occur as a result of its use as access to the pond; that snow removal would be the responsibility of the property owner; and that the property owner would be compensated in the amount of $900 for the increased maintenance responsibilities. • Additional Questions Some Council members have had questions about certain aspects of this issue; I've listed some of the questions below, along with a response. I hope that this clarifies the issue. Request For Council Consideration Page 2 What are the benefits to the neighborhood and to the City of replacing a street with a driveway rather than a new street? For the neighborhood, it virtually eliminates the possibility that Kyle Avenue would be extended to the south, or connected to an internal service drive associated with redevelopment to the south. This would protect the neighborhood from through traffic from housing or commercial development to the south. The City as a whole would benefit because it would cost less to replace the roadway with a driveway and additional sod than it would to replace the roadway as a full -width street. For the property owner, it virtually eliminates traffic which turns down the stub of the street not realizing it was a dead end and then using the driveway to turn around. Why shouldn't the City plow the new driveway? This type of situation exists in several other places in the City. Many of these were created when Mn/DOT acquired property for the freeway, and new dead end streets serving only a private driveway were left. These are no longer plowed. Maintaining the driveway for the McFarrens would reopen the issue of maintaining the others. More importantly, it would muddy the waters regarding all sorts of instances where existing conditions change. For example, it seems fairly clear that on 65th Avenue near the Park and Ride, where the realignment of the roadway will create new boulevard lawn area for some residents, that the residents simply would have more lawn to mow and otherwise take care of. There is a line, which is unique to each situation, where the extra burden on the property owner becomes so onerous that the public, the City, should step in and help. The difficult part is determining where that line is, and when it is appropriate that the taxpayers should step in and collectively provide a benefit to an individual property owner. • Does approving the traffic "kidney bean" mean approving the driveway? No. The kidney bean would function as intended whether the stub is replaced with a roadway or with a driveway. Regarding the traffic "kidney bean, " won't eliminating the corner turn increase speeding traffic? It's difficult to say. The complains we've gotten over the years relate to 1) traffic not necessarily exceeding the speed limit of 30 mph but taking the comer too fast for conditions, and 2) traffic "cutting" the corner, that is not staying in their own lane when going around the comer. The island will channelize traffic, that is, eliminate the ability to cut across lanes. There will still be a curve at this location, so it won't be like taking a turn or a sharp curve and making it a totally straight shot. There may be some traffic that will take this curve too fast, but I would suspect that it would be the same traffic that was cutting the comer and taking the corner too fast under the existing conditions. In every neighborhood there are some drivers who habitually speed or drive too fast for conditions. These are the same people who ignore the "Children at Play" signs, roll through Stop signs, and find other ways to circumvent efforts to get them to slow down. Are r e A e the o owners on the north side o the "kidney bean also being assessed. property ny .f g eY Yes, they have been assessed the same amount as every other owner of a single - family property. For the • residents from which the City purchased easements over a part of their property to straighten out the comer, it is their choice as to whether they pay some or all of the assessment with the compensation they received for the property taking, or if they choose to pay off the assessments with their taxes and use the compensation for something else. 'II _ 2 .74 KYLE AV&.No- it E q- o a 11' UIT O Y l I lIi ;r h I U 3 I'rt II 1 II'I 1� co v cn I'i t l�i t l Q I;t'i' r11�I l il�l'1 r ... 1I p 4Y Y CD ll irji t 1 'i lir � � II I tl I 1'f i 1, �fIf 133.21 !t 'l�/ � 1 1 1 1 ljl r It f 1 /�r l / 2\ Ilif 1 I I I It flr Iil 'q_ . III'I''I lr rl l IifItIII r 11 II '!i /i Y 1 ' 'f EC 'Oit t1 B /IIIIt t I • I/Ifl I /lilt! -•+ t . / 'l'I III I P 'III II I i t / �� r' l Ir 'It I r \QO 1'r f t' l l rllll�itrir! •' " \ n I' ll, 1III r • � 'I h� / II�� l I'1!I � • N r/it I i l i l t !lilt • ItIItI1 rI'i •• •L If I �. I�t�lrll�il I y • r I I I I t I (p i.r1111 / lilt �\ ,/�I IIIItI o � m h � I 1 . O N - • N y Q3 FF0h1 F'Hi 1!E HO Pei FAX TRANS�41TTAL Rand anit Otto Inc. 1 Box 169/4351 U.S. ll.vv 1_2 SE Delano, Minnesota 55328 FA #. X? /4- qUMBER OF PAGES TO FOLLOW: HE DCK,9TWNT (S) ACCOMPANYING TILIS FAX CONTAIN CONFII] rvrIAL INFORMATION 141ICH IS LEGALLY 'ttIVILM —r-b. IF YOU ARg NOT TIIE INTENDED Ra<x;,IFIENt' YOU ARE 1WREBY NOTIFIED I'IIAT ANY 180LOStIRE, COPYING OR DISTRIBUTION OF THE CON'TEN'ZS OF I` JIS TELECOPIED INFORMATION XCEPT ITS DIRECT DELIMY TO TIM INT11WED RZCIPIF qT NAMED ABOVE IS STRICTLY PROIiIBITED. F RO M '110NE: Metro 479 -3335, 'I'ull_Free 800 - 253 - 1530, Z`ax - t7Mi"VI.Li NTS: ' Idle (2d(� �Tv h &2 1 r f lease contact person listcd a vc. i Vocu A mclt(s) c incomplete rccCive� *err or: It's 1P ICUS11re doing business with E g y ou, y FF -M F'H II IE 11 3. F02 P.O. box 169 Randy & Sandy Roskowiak '351 U.S. Hwy 12, S.E. 479 -3335 fano, MN 55328 voicelfax 1- 972 -6042 INC To: Hennepin Recycling Group From: Randy's Sanitation, Inc_ Date: June 2, 1995 Subject: Organized Collection Public Bearing Randy's Sanitation, Inc_.: appreciates the opportunity to submit written comment on the organized collection discussion which took placo May, 24, 1995. We regret not being able to attend and take part in the public hearing, but could not find record of the first notice given and received the second notice in the mail the following day. Randy's Sanitation is a middle sized family owned business which has been licensed in the cities of Crystal and New Hope since 1979. Our company takes a great deal of pride in the service given to our customers and is very pro - active when change is necessary to accommodate our customers rapidly changing needs. In addition to our strong customer service, we are v+sry proud of the long term • relationships built with the cities we do business in. We believe that whenever necessary we can work hand in hand with the cities to solve concerns that can and will develop as the cities needs change over the course of time. Randy's Sanitation is vary sensitive to your concerns about safety, wear and tear, and traffic on city roadways. We have worked hard with many of the communities we service to address these concerns without resorting to organized collection. our company believes strongly in the free enterprise system and its ability to force competition to provide the best service per dollar spent by your citizens. We have received strong support from our customer base which appreciates the opportunity to choose one of the marry service levels we offer. This type of program is not easily attained in an organ3_zt:0 collection scenario. Randy's Sanitation and the other licensed haulers in your cities are regulated by the most stringent regulations the federal government has to offer as of August 1, 1994. All drivers holding a commercial drivers licQnsa must have been retested by an official of the company they work for, been given a new physical, drug test, be enrolled in a random testing program and have a record that is free from all major violations to be insurable under a company policy. We believe our drivers are extremely qualified and we demand only the highest standards from them. As a company which drives nearly two million miles per year, we have had only one • accident during that ontire time which resulted in an injury of any type to another person. This accident was not charged against us. We believe that you will find that the wa3te hauling industry has a good safety record in your c' 'es. p7 z t� FROM FHONE HO. FCC WP fePl that to effectively address y.::)ur concerns regarding the above issues, it would be necessary to regulate many other types of transportation services, not just the garbage industry. Wear and tear is a very important concern and can be handled easily by requiring special equipment or adjusting your axle weight restrictions. we can work with you in both areas. By organizing collection in the hauling industry, it is possible to reduce overall traffic but our belief, again, is that the free enterprise system should be allowed to function in all areas of private business. Should other private business such as construction contrar_tnrs be restricted to using one cement company or one lumber company to limit the truck traffic in new developments? Should the cities limit the amount of gas stations that may enter a city to reduce fuel tanker traffic? These type of examples can easily be made over and over again. In these areas, free enterprise is encouraged for the betterment of the cities and its citizens. Our business should also be considered in this fashion. Please allow us to work with you closely to handle your concerns before taking measures which may very well reduce your citizens} freedom of hauler choice, and service levels. In addition, organized collection eliminates the competition between haulers. This in turn reduces the need for haulers to constantly improve their service and price; which, after all is said and dono, is what your citizens require, demand and deserve. Please contact me if I may answer any questions Sincerely, 1 Mark Stoltman General Manager Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION CALLING FOR A PUBLIC HEARING WITH RESPECT TO THE PROPOSED FINANCING OF FACILITIES FOR GENERAL LITHO SERVICES INC WHEREAS, a proposal has been made to this Council that the City issue its revenue bonds (the 'Bonds ") in order to finance a project consisting generally of the acquisition, construction, and equipping of an approximately 60,000 square foot manufacturing facility located on Parkway Circle immediately north of the Holiday Inn in the City (the "Project "), to be owned by Gary L. Garner and leased to General Litho Services, Inc., a Minnesota corporation (the "Company "), pursuant to Minnesota Statutes, Sections 469.152 to 469.165, as amended (the "Act "); and WHEREAS, by resolution adopted in January 1995, this Council granted preliminary approval to the Project and the financing thereof pursuant to the Act; and WHEREAS, in order to comply with the requirements of the Act and Section 147(f) of the Internal Revenue Code of 1986, as amended, this Council must conduct a public hearing on the proposal and publish notice of the public hearing not less than 14 days • prior to the date fixed for the hearing. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, as follows: 1. A public hearing shall be conducted by this Council on the proposal to undertake the issuance of the Bonds on Monday, July 10, 1995, at 7 p.m. or as soon thereafter as the matter may be heard at the City Hall, at which hearing all parties who appear shall be given an opportunity to express their views with respect to said proposal. 2. Notice of the hearing, substantially in the form of Exhibit A attached hereto shall be published at least once not less than 14 days prior to the date fixed for the hearing in the official newspaper of the City. Date Mayor ATTEST: Deputy Clerk RESOLUTION NO. The motion for the adoption of the foregoing resolution was duly seconded by member and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. • • RESOLUTION NO. Exhibit A NOTICE OF PUBLIC HEARING ON FINANCING FACILITIES FOR GENERAL LITHO SERVICES, INC. NOTICE IS HEREBY GIVEN that a public hearing shall be conducted by the City Council of the City of Brooklyn Center, Minnesota, on a project proposed to be undertaken and financed pursuant to Minnesota Statutes, Sections 469.152 to 469.165, as amended, by the City and General Litho Services, Inc., a Minnesota corporation (the "Company "). The hearing will be held at the City Hall in the City of Brooklyn Center on Monday, July 10, 1995, at approximately 7 p.m. or as soon thereafter as the matter may be heard. The project, as proposed, consists generally of the acquisition, construction and equipping of an approximately 60,000 square foot manufacturing facility located on Parkway Circle immediately north of the Holiday Inn in the City, to be owned by Gary L. Garner and leased to the Company. Under the proposal, up to approximately $3,000,000 in principal amount of revenue bonds of the City will be issued to finance the project. At said time and place the City Council shall give all parties who appear or submit written comments an opportunity to • express their views with respect to the proposal to undertake and finance the project. A draft copy of the proposed application to the Minnesota Department of Trade and Economic Development for approval of the project, together with all exhibits thereto, is available for public inspection at the office of the City Director of Commercial Development, Monday through Friday from S a.m. to 4:30 p.m., to and including the date of hearing. Dated: June 21, 1995. Council Meeting Date 6/12/95 3 City of Brooklyn Center Agenda ltem Numbe Request For Council Consideration Item Description: Discussion of Recruitment Process for Selecting New City Manager Department Approval: N cy Gohman, ssistant City Manager Manager's Review/Recommendation: No comments to supplement this report omments below /attached Recommended City Council Action: Discuss recruitment process for selecting new city manager. Summary Explanation: (supporting documentation attached Yes • In order to assist the Mayor and Councilmembers in recruitment and selection of a City Manager, I have y tY g , sent a letter to nine consulting firms asking for preliminary cost estimates for such services. At the June 12, 1995, Council meeting I intend to provide you with a summary of the information I have received from the consultants. I could not attach the proposals at the time of Council packet distribution because proposals were due on Thursday, June 8, the date the agenda materials are distributed to you. Also attached is a copy of the City Manager's job description. I am assuming that once a consultant is selected you will be working directly with that firm to update the job description to ensure that it is up -to -date along with listing the important job qualifications, education, skills and abilities, and experience you are looking for in a City Manager. i POSITION DESCRIPTION CJ.TfY OF' BROOKLYN CENTER POSITION: City Manager OBJECTIVE AND SCOPE Plan and direct the administration of City functions as established by City charter, ordinance, and City Council to ensure efficient municipal services and development in line with Council objectives. Includes *overall responsibility for City treasurer functions, City Clerk, planning and inspection, public works operations, assessing, finance, police, parks and recreation, volunteer fire protection and liquor store operation for a City of about .35,000 population in the metropolitan area. Also responsible for advising the Council regarding the impact of policy decisions, and representing the interests of the City in metropolitan, state and national activities as delegated by the Council. RELATIONSHIPS �•... .i Jl J' •. • V ate, 4.•�� Supervises: Administrative Assistants City Clerk Director of Finance /City Treasurer City Assessor Director of Public Works Chief of Police Director of Planning and Inspection Director of Parks and Recreation Fire Chief liquor Store Manager Emergency Preparedness Coordinator /Deputy Chief of Police Administrative Secretary MAJOR DUTIES AND RESPONSIBILITIES 1. The City Manager shall be the chief administrative officer of the City government and shall be responsible to the Council for the proper administration of all affairs relating to the City. Subject to the provisions of the charter and any Council reg :- i lations consistent therewith, he or she shall control and direct the administration of the City's affairs. IIe o� she shall exercise control over all departments and divisions of the City administration created by the charter or by the Council. i. He or she shall see that the charter and the laws, ordinances and resolutions of the City are enforced. He or she shall appoint and remove, upon the basis of merit and fitness and may suspend or remove upon the basis of merit and fitness, and upon the provisions of all applicable ordinances, all officers and employees of the City, except the City Attorney whose appointment and removal shall be at the discretion of the Council. Appointment or removal of department heads shall be made final only upon a majority vote of the Council. Special pro - visions on the appointments and removal of fire department personnel are outlined in the Charter Section 6.02 , Subdivision 3. (b) and (c) . ' 4. He or she shall attend all meetings of the Council with the right to take part In the discussion, but not to vote; but the Council may in its discretion exclude him or her from any meeting at which his or her removal is considered. 5. He or she shall recommend to the Council for adoption such measures as he or she may deem necessary for the welfare of the people and the efficient admin- istration of the City's affairs. 6. He or she shall keep the Council fully advised-as to the financial condition and needs of the City, and he or she shall prepare and submit to the Council the annual budget. He or she shall prepare and submit to the Council for adoption an adminis- fie r tdvc mole !:- r..'.... 45..... s•L. .. ta�Fi♦ V In C. ♦�. 1Pv '_0 "C; Cllr. ♦A,.;L I J V1 ♦ ..1 cl l-�'u i'+'."1 ('+l i�If/'�. a)"Sf; •'I'Y+1 b„c 5i,d11 buyye5L dcuetiuMUMS w sucn code. 8. He or she shall-represent the City Council in all inter - governmental affairs unless specifically provided otherwise. The City Manager shall also represent the City at all official or semi - official functions as may be directed by the Council and not in conflict with the prerogatives of the Mayor. He or she shall coordinate meetings and represent the Council as directed with the State League of Cities, the Association of Metropolitan Municipalities and the National League of Cities. 9. He or she shall be responsible for the preparation of the City Council agenda and for effectively presenting all items which require Council action or approval. Works closely with and keeps the Council fully advised of all significant matters. 10. He or she may make or let contracts for the purchase of merchandise, materials or equivalent, or any kind of construction work when the amount of such con - tract does not exceed one thousand collars ($1, 000.00) . If such contract exceeds the last stated amount but is less than five thousand dollars ($5,000.00) same may be made or let by the City Manager after first obtaining the approval of the City Council. All other purchases shall be made and all other contracts let by the Council after the recommendation of the City Manager has first been obtained. All contracts, bonds, and instruments of any kind to which the City is a party shall be signed by the Mayor and the City Manager on behalf of the City and shall be executed in the name of the City. 1. He or she shall stay abreast of developments in the public administrative field and cooperate with other governmental units and municipalities on matters of mutual interest. He will keep current on any changes in funding of federal and state funds and will be responsible for researching all financial opportunities available to the City. 12. He or she shall keep'the Council advised as to the future needs of the City and make recommendations on long range programs and capitol improvements. 13. He or she shall perform such other duties as may be prescribed by the charter or by law or required of him or her by ordinances or resolutions adopted by the Council. SPECIFICATIONS i POSITION City Manager reporting to the City Council and will be responsible for the administration of municipal government as outlined in City Charter and delegated by the City Council. QUALIFICATIONS Education: A Bachelor Degree or equivalent experience. Master of Public Administration desirable but not essential. Personal: Required is an individual who is analytical, possesses mature judgment, good administrator, and socially adaptable and able to exercise initiative, oral and wr1EEe COmmU111UaLIVe S x 111S, d11 dlJilsLy w 11aLT�11 �1iu to communicate with the public, staff and Council. APPROPRIATE Prefer five years combined experience in City Adminis- PREVIOUS EXPERIEIvQE tration as an Administrator /Manager or as an Assistant Administrator /Manager of a larger community or equivalent administrative experience in the private sector. The Individual should have a favorable work record of sound management practices and supervisory experience. The individual should possess° comprehensive knowledge and understanding of all phases of city administration, finance, planning, and personnel as they relate to sound management and supervisory practices. COMPENSATION The salary for the position is open and commensurate with the candidate's qualifications and experience. As a direct financial supplement to base salary are excellent fringe benefit plans. ' I ITEMS FOR COUNCIL CONSIDERATION ON JULY 18, 1977 1. Hiring range -- up to $37,000 2. City car policy -- used only on City business 3. Moving of household goods and family transporation to Brooklyn Center -- $1,500 -$2,000. 4. Residency of City Manager -- within twelve months 56 Vacation policy for manager in 1978 -- ten days 6. City policy on ICMA dues -- yes 7. Policy on attending conferences -- budgeted and discretionary 8.• Policy on Life Insurance and other prerequisites -- policies available. 9. Discussion on other items: t,.1j \JV11 lLUCt ^ it 1J V1J ill 8j. Discussion of Selection of Representative for Labor Negotiations - Assistant City Manager Nancy Gohman, will discuss this you at Monday night's meeting. b �. n C� 0 6/12/95 N. Gohman Brief summary of selection consultants for City Manager in alphabetical order Ralph Anderson & Assoc. Full scope = $13,500 & $5,000 to $6,000 for expenses $ 19,500 comments: Firm located in Dallas Texas Provides full array of service and testing in recruitment program Fixed fee of $13,500 Out of pocket expenses estimated at $5 to 6,000 Can confirm finalists within 90 days Guarantees search services for 1 year The Brimeyer Group Full scope = $12,500 & misc expenses $1,500 - 2,500 $ 15,000 comments: Firm located in Minneapolis metro area Provides a full array of service and testing in recruitment program Also offers a scaled down program similar to the League of MN and will negotiate such service Provides timeline in proposal, typical time from is from 90 -120 days Offers 18 month guarantee David M Griffith & Assoc. Full scope = $11,500 & $5,500 out of pocket expenses $ 17,000 comments: Firm located in Carmichael California Provides a full array of service and testing in recruitment program Provides optional services Immediate availability, can confirm finalists within 60 to 90 days Offers 1 year guarantee, with direct expenses only Labor Relations & Assoc Provides basics in services for recruitment $ 7,230 comments: Firm located in Minneapolis metro area Provides the basics in services, on flexible basis Allows for option of scaling down services if council desires League of MN Cities Provides basics in services for recruitment $ 5,012 comments: Firm located in Minneapolis metro area League can not "solicit" candidates from other cities, will advertise only Personnel Decisions Inc. Full scope = $19,500 & $500 for ads & phone $ 20,200 comments: Firm located in Minneapolis metro area Provides a full array of service and testing in recruitment program allows for flexibility in pieces or types of services offered Will work closely with you to ensure your needs are met Subtract $1,000 for mo. review if activity 1 -5 are utilized Provides a 13 week timeline The PAR Group Full scope = $12,500 & $4,000 for travel, printing, other $ 16,500 comments: Firm is located in Lake Bluff, Illinois in Chicago area Provides a full array of service and testing in recruitment program Provides a time line of 90 days f i l � 1 c i s j I 1 1 i I I i I i PROPOSAL CITY MANAGER SEARCH SERVICES CITY OF BROOKLYN CENTER ra l r Ralph Andersen & Assoc 3860 W. Northwest Hwy, Suite 230 Dallas, Texas 75220 (214) 956 -7097 (214) 351 -4471 (fax) raa.onramp.net (e -mail) June 5, 1995 PROPOSAL CITY MANAGER SEARCH SERVICES CITY OF BROOKLYN CENTER Sacramento ■ Dallas Newport Beach June 5, 1995 Honorable Mayor & City Council: City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 Ralph Andersen & Associates is pleased to submit this proposal to assist the City of Brooklyn Center with its search for a new City Manager. We recognize the critical importance of this decision to the city and have prepared this proposal to provide a comprehensive review of our search services, our approach to the recruitment process and our detailed plan for the conduct of the assignment. The proposal fully describes the experience and qualifications of the firm and contains a proposed project schedule and budget. We have also included sample candidate invitation materials and a listing of past recruitment clients. Ralph Andersen & Associates has earned its position as the nation's acknowledged leader in the field of municipal executive search through careful attention to client needs and an unwavering commitment to customer service. With respect to the Brooklyn Center City Manager search, you should know that: • We have completed numerous Citv Manager recruitments and other high profile searches nation wide. These assignments include City Managers for Cincinnati, ati Ohio; Dodge City, Kansas; Longview, Bedford and San Antonio, Texas; Anaheim, Fremont and Newport Beach, California; and Boulder, Colorado, t name only fe o o ya e . • We are currently conducting searches for City Managers for the cities of Des Moines, Iowa and College Station, Texas; Personnel Director for the City of Fort Worth, Texas; Public Work Director and Development Services Director for the City of Bryan, Texas and were recently awarded the search for the Director of Finance and Administration for the Sarasota Manatee Airport, Florida. • Ralph Andersen & Associates authored the International City Management Association's guidebook on the recruitment and selection of City Managers and other top municipal management staff r _ .,A - ,'a. ':.U.:`i %.. __ +.....�:' •�....- .t.a.4u-- .—..�' ... ... c .. .. - ........_ .,, ,,> .,........ ...:.yY�c,ljs:,�:�'ttPrr� ✓r:! Kc. Mayor and City Council City of Brooklyn Center City Manager Search Proposal Page 2 ■ We at Ralph Andersen & Associates commit to each client that we serve to timely perform the work for which we are contracted. Of course, any search firm can assert leadership and superiority. At Ralph Andersen & Associates, we understand that the most powerful proof of our claims comes from satisfied clients. We strongly urge you to contact any of our past clients to verify the singular quality of our services and our staff. We are confident that a careful review of our proposal, coupled with a thorough evaluation of our executive search track record, will establish Ralph Andersen & Associates as the clear choice to assist you in your search for a new City Manager. We appreciate the opportunity to prepare this proposal and look forward to working with the City of Brooklyn Center. Should you have any questions or require additional information, please feel free to call David Eisenlohr in our Dallas office, 3860 W. Northwest Hwy., Suite 230, Dallas, TX 75220, (214) 956 -7097. Our new Internet home page can be found at http : / /rampages.onramp.net /- --raa. Our e -mail address is rra(2onramp.net. Respectfully submitted, Ralph Andersen & Associates EXECUTIVE SUMMARY Objectives • To identify, recruit and employ a proven municipa executive to lead the Brooklyn Center organization into the 21st Century. • To provide comprehensive support and advice to the City Council with respect to the City Manager search. • To conduct the City Manager search in a highly professional, open and responsive fashion. Approach A team of senior, highly competent executive recruiters, providing coast -to -coast coverage, using creative techniques and a compre- hensive search strategy, will assist the City Council in defining the position, identifying outstanding candidates, and evaluating their suitability for the position. The search process will be characterized by its thoroughness, the superior quality of its communication plan, and respect for the confidentiality of clients, candidates and sources. Recruitment Program • Define the position • Provide opportunity for public input • Plan and execute advertising campaign • Aggressively identify outstanding candidates • Market the Brooklyn Center city organization • Carefully screen all applicants • Personally interview likely finalists • Conduct rigorous background checks • Facilitate Council selection processes • Assist in final negotiations • Complete all correspondence • Maintain client and candidate communication. i TABLE OF CONTENTS EXECUTIVE SUMMARY i SECTION I —THE SEARCH Search Program I -1 Service Options I -7 Project Budget & Timing I -9 SECTION II —THE FIRM Ralph Andersen & Associates II -1 Executive Search Staff II -5 Experience & Client References II -13 APPENDICES Appendix A- Search Client List A -1 Appendix B- Sample Recruitment Profile B -1 Appendix C- Sample Recruitment Brochure C -1 SECTION I THE SEARCH SEARCH PRO GRAM B rooklyn Center deserves and expects a top-flight leader to assume the City Manager's post. Indeed, selection of the next City Manager is one of the most important responsibilities the elected officials of Brooklyn Center will face. To ensure that the best possible candi- dates are identified, attracted and evaluated by the City Council, Ralph Andersen & Associates will execute a structured, carefully conceived recruitment and marketing program. That program is graphically depicted below and is described in detail in this section of the proposal. THE RECRUITMENT PROCESS tlnderrtandLy Clinic heeds I Oereles w C,sauy, f—+ Target a Cdneaat ♦ Wtrsaen L Areahrs Personal Candidat Aeferenw Cheeks - Candidate �- -r 2ntsrviw Credential Checks Evalwtian I.✓�aadlM Candldals .I. t �ittrn Candieata Presort Profiles a r--►�� Evalwtim ludity Candidaise flnalirts I t final 2ntsrries� �--�' Intervis Cocrdiivtlan I Sol action «.—. Megotiatim aesistanes I I -1 The recruitment program combines careful definition of the position, aggressive recruitment, active marketing of the organiza- tion and community, and rigorous applicant evaluation to produce a premier candidate pool. The several steps involved in that effort are described below and on the following pages. Task 1— Conduct position analysis The search consultants will undertake a careful process to identify the particular credentials, background, experience and personal traits required for success as the Brooklyn Center City Manager. The several sub -tasks of this all- important first step include: Task 1.1 - Review Background Material - Immediately upon notification of our selection to conduct the City Manager search, we will request a variety of basic background documents and material. The requested material will include organization charts, budgets, city charter, financial reports, goals and objectives documentation, promotional literature, demographic and econom- ic data, and the like. This material will be reviewed in advance of the individual interviews with Council members described below. Task 1.2 - City Council Interviews - The search team will meet individually with each member of the City Council to identify specific issues, interests and concerns relative to the City Manager recruitment. Careful attention will be focused on identifying the particular strengths, abilities, and skills that will be required for success in the City Manager's position, as well as particular priorities and requirements of the governing body. A written agenda and summary of discussion topics will be prepared and provided to each Council member in advance. In these interviews, the recruitment team will also review sugges tions and provide leadership regarding: yy • Scope of recruitment (National, Regional, Statewide) • Project schedule • Advertising procedures and sources • Compensation. Task 1.3 - Prepare Recruitment Profile - From the process of interviewing, a set of recruitment criteria, serving as a profile of the "ideal" candidate, will be developed, documented in writing and presented to the Council for formal approval. This profile will guide all subsequent recruitment activities. A sample recruitment profile from a recent City Manager search is included in the appendices. I -2 I� Task 2 —Plan and execute advertising campaign Based on direction established in Task 1, an advertising campaign will be developed to reach the targeted audience. Announcements and display advertising will be placed in a variety of professional publications, newsletters and other appropriate print media. Effective advertising helps ensure an open and competitive process and obtains maximum exposure of the career opportunity for qualified candidates. As of June of this year, Ralph Andersen & Associates will also make recruitment notices available over the Internet through our World Wide Web page ( http : / /rampages.onramp.net /- -raa). Task 3— Undertake candidate sourcing and outreach This task is the primary focus of the recruitment effort. Ralph Andersen & Associates is recognized nationally for performing comprehensive candidate identification activities, including: • Developing a customized list of potential candidates through direct personal contact with recognized leaders in the city management profession • Aggressive marketing of the client organization to secure interest and applications for the position from outstanding candidates • Prompt and professional response to all inquiries regarding the job opportunity. The firm has received industry-wide recognition for its development of superior quality, personalized invitation materials for potential candidates. The professionally produced brochure and supporting correspondence provides detailed descriptions of the community, organization and position. The invitation packet is reinforced through personal contact with the potential candidates to fully review the position and sell them on the career opportunity. A sample invitation brochure can be found in the appendices. Task 4— Acknowledge and screen resumes I All resumes received will be promptly acknowledged in writing. After the deadline, we will review, analyze and compare each i resume to assess the background and experience of each applicant I -3 in light of the identified needs of the City of Brooklyn Center. Those candidates whose experience and qualifications most clearly meet the recruitment criteria will be subjected to preliminary reference checks. Task 5— Perform P reliminary reference checks Based upon the firm's knowledge of the industry and relying on our extensive network of personal and professional contacts, we will conduct preliminary reference checks on q ualified candidates to identify a limited group for screening interviews with the search team. Task 6— Conduct screening interviews with potential finalists Upon completion of reference checks, we will conduct face -to -face interviews with a select group of applicants most closely fitting the recruitment profile. At this point, we will determine whether or not the potential for a mutually productive "match" exists between the candidate and the City of Brooklvn Center. We will also assess the candidate's true degree of interest in the position. Task 7— Complete detailed professional background evaluations After the screening interviews are completed, a list of potential finalists is developed. Each candidate is subject to thorough profes- sional background checks. The search team will personally contact references provided by candidates, as well as others in a position to objectively evaluate the applicant in terms of Brooklyn Center's needs and priorities. We emphasize the confidentiality of these conversations to help ensure candid appraisals. In addition, the specific educational credentials, licenses, and professional experi- ence of each potential finalist will be verified. Task 8— Prepare and conduct recruitment briefing report Based upon the results of all preceding tasks, including resume reviews, background checks and preliminary interviews, a recom- mended list of finalists and alternates for the Brooklyn Center City Manager position will be compiled. We will deliver a briefing report to the full City Council on each of the recommended finalist candidates that will cover: ■ Present position (scope and size) 1 -4 • Total ,years related experience • Base salary and significant fringe benefits • Educational background • Previous positions held. This briefing will also include information on the candidates current organization /employer, notable projects and achievements, management style, personal characteristics and interests, and professional goals. The results of the background checks will also be summarized. A small group of finalists will be recommended for interview with the City Council. The Council will make the final decision on which and how many candidates will be interviewed. In addition to the names of the recommended finalists and alternates, a listing of all those who applied will also be provided. Task 9— Coordinate and confirm final interview arrangements Once the list of finalist candidates has been confirmed, the search team will contact each finalist to arrange and schedule personal interviews with the City Council. To assist in the interview process, we will prepare and submit an Interview Booklet for the City Manager recruitment, containing background and experience summaries, suggested interview questions and candidate rating forms. Task 10— Provide final interview assistance Ralph Andersen & Associates will be present for the final inter- views as a resource to the candidates and the Council. Our role in this process is to facilitate —not influence —the decision process. As necessary and appropriate, we will conduct post- interview reference checks on top candidates and will report those results to the Council. Upon request, we will assist in negotiating a complete compen- sation package with the successful candidate. 1 Task 11— Complete follow -up correspondence Upon the successful conclusion of the search, Ralph Andersen & Associates will notify all applicants of their status. We will prepare personalized letters for the finalists advising them of the selection decision and thanking them for their interest and participation. I Completion of the search program will result in the appointment of a highly qualified City Manager with the specific background, skills and abilities needed by the City of Brooklyn Center today. I i I -6 SERVICE OPTIONS D epending on the particular needs of our clients, Ralph Andersen & Associates can provide supplemental services beyond our usual recruitment program. As a multi - specialty local government management consulting firm, we have the depth of expe:lence and expertise to provide comprehensive organizational and operational support to our clients. A very wide range of optional services are available. Some of those services most often "bundled" with an executive search are the following: ■ Management transition planning • Succession planning • Council /Manager goal setting • Psychological screening • Salary surveys and job classification analysis. Management Transition Planning As a full service consulting organization, we are often able to help our clients with organization and management analysis as a part of a management transition. Transition studies are conducted concur- rently with the recruitment and focus on the identification of opportunities to improve organizational efficiency and effectiveness through clarification of structure, reporting relationships, internal communication systems, and general management processes, systems, and procedures. The conduct of a transition study results in the development of an organizational "blueprint" for the new City tiianager and Council to work from. Succession Planning Succession planning involves a careful assessment of the skills and abilities of managers within the organization and design of manage - j ment development programs to ensure the long term continuity of the organization's professional leadership. Succession planning can help assure that when future management transitions occur, there are identified individuals who are fully prepared to accept new and I -7 greater responsibilities within the organization. Succession planning need not only focus on the chief executive level of the organization, but may be applied with equally positive results in individual departments. Council /Manager Goal Setting Sessions Goal- setting sessions are an excellent method for those making the hiring decision to identify their expectations for the candidate selected for the position to accomplish at various benchmarks; e.0 ., 90 days, 6 months, 1 year. The sessions are typically half or full -day sessions (pre or post recruitment) conducted by our staff and result in a written report containing the goals and objectives set during the process. Psychological Screening Psychological evaluations of the top two to three finalists by a qualified clinical psychologist can be arranged. The evaluations are conducted individually with each candidate and the client is provided with an in -depth report as to the person's management style, value system, decision making process, and comparison of styles with the client. Salary Surveys and Job Classification Analysis Salary surveys and job classification analysis are important pre - recruitment considerations to assure the salary is competitive and that specific duties and responsibilities for the position are clearly defined. We can conduct salary surveys and revise or prepare job specifications. More detailed information regarding the optional services for executive recruitments provided by Ralph Andersen & Associates is available upon request. I -8 PROJECT BUDGET & TIMING C ost and schedule are two vital considerations in the decision to select a professional search organization. Even so, the important difference between price and value must be carefully weighed. Ralph Andersen & Associates' pledge to all of our clients is to deliver nothing short of the finest value available in municipal executive search. The specifics of our planned project schedule and budget are presented in this section of the proposal. Project Schedule Ralph Andersen & Associates recognizes the critical importance of this search to the City of Brooklyn Center and is prepared to pro - ceed immediately upon notification of our selection. We anticipate that finalists can be confirmed with 90 days of our initial meetings with the City Council. A typical recruitment timeline is displayed below. RECRUITMENT TIMELINE Week 1 2 3 4 5 8 7 8 9 10 11 12 Position analysis >• Advertising campaign ®� i Candidate outreach Resume review/ evaluation i Preliminary reference checks )♦ i Screening interviews i Detailed background investigation Recruitment report /briefing l0 i Client /finalist interviews I Final interview support 0 I Follow -up correspondence I -9 Assuming a mid June start, appointment of a new City Manager in September is reasonable. Fees & Expenses Professional fees for the Brooklyn Center City Manager search will total the fixed amount of $13,500. In addition to this fixed profes- sional service fee, the City of Brooklyn Center will be responsible for reimbursement of actual out -of- pocket expenses for items such as travel and per diem, printing, postage, clerical services, and long - distance telephone charges. Expenses are variable, based primarily on air fares and the amount of consultant travel necessary to conduct candidate evaluation interviews. Travel costs are directly related to the scope of the recruitment — statewide, regional, or national. For a recruitment of the size and scope necessary to effectively fill the City of Brooklyn Center City Manager position, expenses in the $5,000 - $6,000 should be anticipated. Candidate travel expenses for the final interview and selection process are not included in this estimate and would be directly reimbursed to the candidates by the City of Brooklyn Center. Guarantee Ralph Andersen & Associates offers the industry - standard guaran- tee on our search services. If, within a period of one year of the appointment, the new City Manager resigns or is dismissed for cause, we will complete another search for direct expenses only and without charge for professional services. I -10 SECTION II THE Fmm RALPH ANDERSEN & ASSOCIATES R alph Andersen & Associates has been providing practical, respon- sive executive search and management consulting services to the local public sector and related industries since 1972. With each new assignment, we earn our reputation as the nation's premier local government consulting organization. Overview of the Firm Ralph Andersen & Associates serves a nationwide clientele through offices in Dallas, Texas and Sacramento and Newport Beach, California. A multi - disciplined, full- service !_ local government consulting organization, Ralph Andersen & Associates is dedicated to helping our clients improve operating efficiency and organiza- tional effectiveness. Our national staff includes acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, our senior staff all have personal, hands -on executive experience in the operation of public agencies and private businesses. They have been assigned to conduct nation -wide searches for virtually every type of municipal government executive and have been called upon to examine many aspects of local government operations and municipal finance in orcanizations of all sizes. The Dallas office of Ralph Andersen & Associates is a full- service office of the firm, supporting local public agencies and associated industries throughout the southeastern and midwestern United States. The major services of the firm are briefly profiled on the following pages. II -1 Executive Search The quality of an organization's leadership is the single most important determinate of its success. Having been in the search business for more than two decades, Ralph Andersen & Associates' consultants are adept at helping clients identify and select the right person for the right job at the right time. Our thorough search process begins with a careful assessment of the client's needs, proceeds through an extensive recruitment program, and concludes with the referral of a top quality candidate field. Executive search assignments span the entire range of executive, managerial, professional and technical positions. The firm's search services are characterized by competence, creativity and compre- hensiveness and each assignment is treated with confidentiality and sensitivity. Every recruitment we undertake is supported by a thorough program of ongoing client and candidate communications. Our executive search staff are all full -time, senior level members of the firm, each with extensive management background as top level executives in public and private organizations. Recruitments are typically assigned to a team of professional staff, with one senior member serving as the ongoing liaison with the client. Additionally, each project team is supported by the firm's full resources. Resource Management Our clients use the results of resource management studies to make a multitude of day -to -day operating and financial decisions. They do so with the confidence that the analysis is thorough, the results are accurate and the recommendations are technically sound. Resource management assignments include a full range of organi- zation and management evaluations, productivity improvement studies, fiscal and economic impact assessments, revenue enhance- ment programs and systems and procedures reviews. Personnel Management Employees are any organization's most important asset. They are also one of your most significant cost items. Ralph Andersen & Associates offers comprehensive personnel management services including the design and installation of job evaluation systems and pay plans, development of management compensation programs, the analysis of benefit plans, preparation of policies and proce- dures, and the installation of employee performance appraisal I1 -2 systems. The firm also designs and administers assessment centers for both selection and management development. Our consulting process emphasizes meaningful employee involvement, consensus building, and thorough technical training of client staff. Training & Development Ralph Andersen & Associates offers focused, practical training and development programs designed to improve skills arrl enhance productivity. Seminars, which range from one to three days, cover the full spectrum of contemporary management topics. Classes are limited in size to permit close interaction between instructors and participants. All rely heavily on real -world case study techniques. Custom designed, on -site training is also available. II -3 EXECUTIVE SEARCH STAFF define Search consultants, not searc h firms, the difference between the success and failure of any given recruitment. Ralph Associates search acknowledged Andersen & professionals are P leaders in the field and possess a broad range of skills and experi- ence related to the disciplines of local government management and executive search. Onlv senior members of Ralph Andersen & Associates' staff are assigned to search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients' behalf. Because of the importance of this assignment to the City of Brooklyn Center ter and to Ralph Andersen & Associates, Mr. David W. Eisenlohr, Senior Vice President and manager of the firm's Dallas office, will be assigned to lead the City Manager search effort. Mr. Clayton Brown, President /CEO of Ralph Andersen & Associates will co- manage the search with Mr. Eisenlohr, with a particular focus on the recruitment of candidates from the western United States. This is the recruitment team that concluded the recent, highly successful search for the present City Manager in Cincinnati, Ohio. Mr. Eisenlohr and Mr. Brown will be supported by Mr. Joe Hins- berg, Vice President. The entire search team will be assisted by other members of the firm's executive search staff and by the 'cant resources of Ralph h Andersen & Associates. P Resume P rofiles of Mr. Eisenlohr and Mr. Brown, along with the other members of our executive search practice, can be found on the following pages. II -5 David W. Eisenlohr Senior Vice President M r. Eisenlohr is a Senior Vice President of Ralph Andersen & Associates, is a member of the firm's Board of Directors, and manages the firm's Dallas office. He has nine years of experience with the firm and is assigned project management anc consulting responsibilities for a broad range of executive search, organization analysis, public finance, and personnel management assignments. Mr. Eisenlohr's professional background encompasses sixteen years of consulting and management experience in both public and private organizations. Since joining Ralph Andersen & Associates, Mr. Eisenlohr has led and participated in numerous major executive search assignments. He is also responsible for the development of Ralph Andersen & Associates' approach to the performance of organization climate assessments and has conducted training seminars on a wide variety of public management topics. He is frequently called to address professional conferences and groups on the topic of public sector career development and executive search. Representative current and past search project experiences include: • Project management responsibility for recent City Manager search assignments for the cities of Cincinnati, Ohio; Clayton and Liberty, Missouri; and Lubbock, Coppell and Harlingen, Texas. • Current searches for City Managers in Des Moines, Iowa and College Station, Texas. • Lead recruiter in our six year relationship with Orange County, Florida, which involved over a dozen executive level searches. • Lead recruiter on searches for the City Manager of Dodge City, Kansas; the General Counsel for the Dallas Area Rapid Transit Aaency; and the Library Director of El Paso, Texas. • Recently completed the search for a Police Chief for the City of Evanston, Illinois. I II -7 i • Recently concluded City Manager searches for the cities of Bryan and Grand Prairie, Texas. • Recruited City Managers and top -level professionals for many local governments including San Antonio, Carrollton, Grand Prairie, Longview, West University Place, and Friendswood, Texas. • Recruitment of both a General Manager and General Counsel for the El Paso, Texas Water Utilities Public Service Board. In addition to his work as an executive recruiter, Mr. Eisenlohr has extensive management consulting background in local government. He has worked with local governments in Illinois, Oklahoma, South Dakota, North Carolina, California, Texas, Mississippi, Nebraska, Florida and Alabama on an array of organizational and operational issues. Prior to joining Ralph Andersen & Associates, Mr. Eisenlohr held several staff and senior level analytical positions with the City of San Antonio, Texas; served as Assistant City Manager in Grand Prairie, Texas; and managed local government affairs for a large land development company. He holds a Bachelor's degree in political science from Texas A &M University and a Master of Public Administration from the University of Kansas. 1 II -8 Clayton E. Brown President/CEO M r. Brown is President /CEO of Ralph Andersen & Associates. Since joining the firm in 1980, he has worked extensively with clients in both the public and private sectors in all of the firm's areas of service. In addition to directing the overall activities of the firm, Mr. Brown is involved in significant consulting assignments in the areas of executive recruitment, organization and management, and human resource management. Mr. Brown has a diversity of consulting and management experi- ence gained over more than twenty years working directly in local government and as a consultant. He has conducted executive search assignments for local agencies, examples of which are listed below: • Project Manager and lead recruiter for the recruitment of a and Pleasanton , Q h City Manager for e cities of Fremont a California. • Project Manager and lead recruiter for several executive level positions in the utilities Department of the City of Austin, Texas. • Project Manager and lead recruiter for the City of Phoenix, Arizona Planning Director search. • Project Manager and lead recruiter for the Public Works Director search for the City of Grand Prairie, Texas. • Project Manager and lead recruiter for Police Chief searches in the cities of Newport Beach, Pittsburg, Clovis, Oceanside, and Pleasanton, California. • Project Manager for the recent Police Chief recruitment for the City of Arvada, Colorado. • Project Manager for several recruitments for the Alameda - Contra Costa Transit District (Oakland, California). This experience as an executive recruiter for Ralph Andersen & Associates is supported by broad -based management consulting and administrative experience. lvIr. Brown has conducted organization II -9 and management studies in all areas of municipal government services. To illustrate, he has conducted management audits of public works field operations; water and waste water field services; parks, grounds and landscape maintenance; building maintenance; transportation maintenance; and engineering operations. As a loc l government manager and executive, Mr. Brown has had dire::t operational management experience for both field and administra- tive services. His experience in field services includes management of buildings, grounds, and fleet maintenance and his experience in administrative management includes finance, purchasing, personnel, property management, and budget. Mr. Brown worked directly in local government for more than ten years. He served in administrative, management, and executive positions for the cities of Austin, Texas; Phoenix, Arizona; and Palo Alto and Pleasanton, California. In Pleasanton he served as City Manager. Mr. Brown received his Bachelor's Degree from the University of North. Dakota and his Master's Degree from the University of Texas at Austin. II -10 Joseph P. Hinsberg Vice Presiden t M r. Hinsberg is a Vice President with Ralph Andersen & Associ- ates and has more than twelve years of experience in local govern- ment management and consulting. While he is experienced in all of the firm's areas of service, the focus of his work with the firm is primarily in the areas of executive recruitment and management and organization consulting projects. Mr. Hinsberg has participated in the recruitment of city managers, special district managers, finance personnel, public safety managers and public works employees. Prior to joining Ralph Andersen & Associates, Mr. Hinsberg worked directly in local government. He worked for the California Cities of Torrance, Simi Valley, Thousand Oaks, and for Lincoln where he served as city manager. In addition to being familiar with the full range of services provided by local government, he has directed a wide range of activities involving police services and public safety management. These include: • Assisted in recruitment of Police Chief positions for the Cities of Pittsbura and Newport Beach, California • Served as lead consultant in the performance of an organiza- tion and management audit of Modesto Police Department • Assisting in current Chief of Police search for the University of California, San Diego • Lead consultant for review of legal service delivery in the City of Manhattan Beach • Has directly managed police, fire and combined public safety functions. y Mr. Hinsberg earned his bachelor's and master's degrees in public administration from Loyola Marymount University, Los Angeles. II -11 EXPERIENCE & CLIENT REFERENCES We are roud o our record o success at Ra Andersen & P f f P Associates. As the leading local government search firm in the nation, we strongly encourage you to contact previous clients to verify the quality of our work, our staff and our results. Just a cursory review of the listing of our past search assignments in the appendix will reveal the extent of our background and experience. A comprehensive listing of the municipal executive search assign- ments completed by Ralph Andersen & Associates can be found in the appendix. Professional references for the proposed members of the Brooklyn Center City Manager search team include the following: References for Mr. David W. Eisenlohr Client: City of Cincinnati, OH Position: City Manager Contact: Mayor Roxanne Qualls or Ms. Carole Callahan, Personnel Supervisor (5 13) 352 -2428 Client: Dallas Area Rapid Transit, TX Position: Executive Director & General Counsel Contact: Chairman Ms. Kathv Ingle (214) 749 -3278 Client: City of Longview, TX Position: City Manager Contact: Ms. Kay Wilkenson, Personnel Manager (903) 237 -1206 Client: City of Lubbock, TX Position: Citv Manager Contact: Mavor David Langston (806) 767 -3002 i II -13 Client: City of Ciayton, MO n: City v Manager Contact: Alderman Dean Wolfe (314) 342 -6563 References for Mr. Clayton E. Brown Client: City of Fremont, CA Position: City Manager Contact: Mayor Gus Morrison (510) 494 -4811 Client: San Francisco Redevelopment Agency, CA Position: Executive Director Contact: Mr. Jim Nybakken, Administrative Services Officer (415) 749 -2401 Client: City of LaQuinta, CA Position: City Manager Contact: Mavor John Pena (619) 564 -2246 Client: City of Brentwood, CA Position: City Manager Contact: Mayor Art Gonzales (510) 634 -6900 Client: City of Anaheim, CA Position: City Manager Contact: Mayor Fred Hunter, Councilman, Mr. Jim Ruth, City Manager (714) 254 -5100 Client: City of Fresno, CA Position: City Manager, City Attorney and Police Chief Contact: Mayor Karen Humphrey (209) 498 -1563 II -14 APPENDICES LISTING OF PAST AND CURRENT EXECUTIVE RECRUITMENT CLIENTS CITY MANAGER/ Emeryville, CA ADMINISTRATOR Eugene, OR Fairfield CA Addison, TX Flower Mound TX Agoura Hills, C4 Fontana, CA Alvin, TX Folsom, CA Anaheim, CA Foster City, C4 Apache Junction, AZ Fountain Valley; CA Arcadia CA Fremont, C4 Atascadero, CA Fresno, CA Bedford TX Friendswood TX Bellaire, TX Fullerton, CA Belmont, CA Gainesville, TX Benicia CA Gilbert, AZ Blythe, C4 Grand Prairie, TX Boulder, CO Grants Pass, OR Campbell, CA Grover City, CA Carlsbad, C4 Hanford C4 Carmel -by- the -Sea, C4 Harlingen, TX Carrollton, TX Hayward CA Carson, CA Hemet, C4 Carson Ciry, tW Hollister, CA Casa Grande, AZ Indio, C4 Cathedral City, C4 Irwindale, CA Chandler, AZ Kerrville, TX Cincinnati, OH Kingsville, TX Claremont, C4 Lafayette, C4 Clayton, MO Lake Elsinore, C4 Clovis, C4 Lake Havasu City, AZ Coachella, C4 Laguna Hills, C4 College Station, TX La Palma CA Commerce, C4 La Porte, TX Commerce City, CO La Quinta C4 Concord C4 Lancaster, C4 Coos Bay, OR Laverne, C4 Coppell, TX Liberty, MO Costa Mesa, C4 Lincoln, C4 Covina C4 Los Alamitos, C4 Culver Citv, C4 Longview, TX Dana Point, C4 Lubbock, TX Deerfield Beach, FL Martine:, C4 Des Moines, L4 Milpitas, C4 Dodge Cin" KS Modesto, C4 A -3 Monrovia, C4 Y`entttra, C4 Morgan Hill, C-i Walla Walla, WA Mountain Vew, C4 Walnut Creek, C4 Munster, IN West University Place, TX Naples, FL Whittier, C4 Needles, C4 Wilsonville, OR Newport Beach, C4 Woodland, CA Norco, C4 Woodway, TX Odessa, TX Yuba City, CA Ontario, C4 Yucaipa, CA Oxnard, C4 Pacifica, C4 Palo Alto, CA ASSISTANT CITY MANAGER/ Pampa, TX ADMINISTRATOR Paradise Valley, AZ Park City, UT Austin, TX Paso Robles, C4 Bakersfield, CA Piedmont; C4 Bellevue, WA Placerville, CA Brea, C4 Pleasanton, C4 Carrollton, TX Redding CA College Station, TX Redlands, CA Concord, C4 Redondo Beach, C4 Encinitas, C4 Reedley, C4 Fairfield CA Rialto, C4 Fresno, C4 Richmond, C4 Grover City, C4 Roseburg OR Hemet, C4 Rosenburg TX Huntington Beach, C4 Roseville, C4 Indian Wells, C4 St. Joseph, MO La Quinta, C4 Salem, OR Lafayette, C4 Salinas, C4 Modesto, C4 San Angelo, TX Oakland, C4 San Antonio, TX Oxnard, CA San Clemente, C4 Tracy, CA Sanger, C4 Salinas, C4 San Gabriel, C4 West Hollvwood, C4 San Luis Obispo, C4 Yorba Linda, C4 San Rafael, CA Santa Cruz, CA Santa Paula, C4 COUNTY ADMINISTRATOR Saratoga, C4 Seguin, TX Contra Costa, CA Selma, C4 El Dorado, C4 Show Low, AZ Maricopa, AZ South Gate, CA Mono, C4 South Pasdena, C4 Pima, AZ Springfield OR San Luis Obispo, C4 Stanton, C4 Shasta, C4 Suisun City, CA Yolo, C4 Sunnyvale, CA Tustin, C4 Union City, C4 Vallejo, C4 A -=1T EXECUTIVE DIRECTOR Dallas, TX Downey, C4 Alameda- Contra Costa Health Svs- El Segundo, C4 terns Agency, C4 Evanston, IL Association of Califomia Water Fortuna, C4 Agencies, C4 Fresno, CA Association for Regional Center Glendora, C4 Agencies, C4 Highland Party TX Bodega Bay Harbour Homeowners Hillsboro, OR Association, C4 Inglewood C4 California Farm Equipment Show, Jackson, WY C4 Longview, WA California Farm Water Coalition, Los Altos, C4 Fresno, CA Los Gatos, C4 County Supervisors Association of Menlo Party C4 California, C4 Modesto, C4 Crown Development Corporation, Monrovia, CA Hayward, C4 Newport Beach, C4 Dallas Area Rapid Transit Norman, OK Authority, TX Oceanside, C4 Guadalupe Blanco River Odessa, TX Authority, TX Pasadena, C4 Kem County, C4 Piedmont, C4 Oregon State Bar, OR Pittsburg C4 Planned Parenthood of Pleasanton, C4 Sacramento, CA Poway, C4 Sacramento Regional Transit Redondo Beach, C4 Authority, C4 Rialto, C4 San Diego Housing Commission, Riverside, C4 C4 Sacramento, C4 San Diego Regional Employment Salinas, CA and Training Consortium, C4 San Marino, C4 Schools Insurance Authority, G4 Santa Barbara, C4 Tahoe Regional Planning Agency, SI Redding C4 C4 Stanton, C4 Yolo County Public Risk Manage- Sunnyvale, C,4 ment; C4 Tacoma, WA Torrance, C4 Union City, C4 POLICE CHIEF/ Vallejo, C4 PUBLIC SAFETY DIRECTOR Waxahachie, TX Ventura, C4 ArvadQ CO Yreka, C4 Banning C4 Belmont, CA Brisbane, C4 FIRE CHIEF Carlsbad C4 Carrollton, TX Aptos/La Selva Fire District, CA Casper, WY Benicia, C4 Chevy Hills Village, CO Dublin San Ramon Services Chino, CA District, G1 Clovis, C4 Eugene, OR Corcoran, C4 Fresno, CA Costa Mesa, C4 Garland TX A -J Indio, C4 Los Angeles County Transportation Irving TX Commission, C4 Los Alamos County, NM Los Angeles Community !Mammoth Lakes Fire Protection Development Commission, C4 District, CA Lynwood CA Menlo Park Fire District, CA Afarin Municipal Water District, Orange County, FL Corte Madera, CA Oxnard CA Martinez, C4 Palo Alto, C4 Orange County, FL Pleasanton, CA Oxnard, C4 Poway, C4 Palmdale, CA Redding CA Palo Alto, C.A. Redondo Beach, CA Plano, TX San Clemente, C4 Pleasanton, CA San Diego, C4 Point West Bank Sacramento, CA San Jose, CA San Bernardino, CA Santa Ana, CA San Diego County Water Suisun City, C4 Authority, C4 Thornton, CO San Jose, C4 Tracy, C4 San Luis Obispo, CA Ventura, C4 San Pablo, C4 Vista, CA Santa Clarita, CA Walla Walla, WA South San Francisco, CA West Covina, CA Sunnyvale, CA Texas Municipal Power Agency, TX Thornton, CO FINANCIAL Tracy, CA Transportation Corridor Agencies, Anaheim, CA CA Arlington, TX Union City, C4 Austin, TX Ventura, C4 Berkeley, CA Walnut Creek; C4 Brea, C4 Westminster, C4 Campbell, CA Carrollton, TX Chino, CA PERSONNEL/ Concord C4 LABOR RELATIONS Davis, C4 Dublin San Ramon Services Austin, TX District, CA Berkeley, CA East Bay Municipal Utility District, Brea, CA CA Chino, CA Eugene, OR County Supervisors Association, CA Fairfield C4 Concord CA Fontana, CA Davis, CA Foster City, CA East Bay Municipal Utility District, Glendale, AZ CA Grand Junction, CO El Centro, CA Grand Prairie, TX Fairfield, C4 Grass Valley, C4 Grand Prairie, TX Hayward CA Gresham, OR Indio, CA Los Alamos County, NW Long Beach, C4 Los Angeles Communit Redevelop - Los Alamos County, .NT N1 ment Agency, CA A -b Los Angeles Unified School Jones, Hall, Hill & White, C4 District, CA Los Alamos County, NM Lynwood C4 McDonough, Holland & Allen, C4 Monterey County, C4 Mountain Yew, C4 Monterey Paris, CA Orange County Water District, C4 Oro Loma Sanitary District, CA Otay Water District, C4 Otay Water District, C4 Oxnard, CA Palo Alto, CA Palo Alto, CA Poway, CA Pleasanton, CA Riverside County, C,4 Redding, CA Salinas, CA Riverside, CA San Juan Capistrano, CA Sacramento, CA San Jose, C4 Sacramento Regional Transit, CA Santee, CA San Diego County Water South Lake Tahoe, CA Authority, C4 Sunnyvale, CA San Jose, CA West Hollywood, CA San Luis Obispo, C4 San Mateo, CA Santa Barbara, CA PARtiS AND RECREATION Santa Clara, C4 Scottsdale, AZ Austin, TX Simi Valley, CA California Park and Recreation South San Francisco, C4 Society, C4 Sunnyvale, CA East Bay Regional Park District, CA Torrance, CA Encinitas, CA Tracy, CA La Puente, C4 Ventura, CA Long Beach, CA Walnut Creep CA Los Angeles County, C4 Lubbock TX National Recreation and Park CONIMUNITY DEVELOPMENTI Association, VA PLANNING Orange County, FL Pacifica, C4 Arlington, TX Riverside, C4 Austin, TX Santa Clarita, CA Barstow, C4 Silent Vallev Club, Inc., C4 Benicia, CA Sunnyvale, C4 Carrollton, TX Thornton, CO Chandler, AZ Ventura, CA Chino, C4 Chula Vista, C.A. Concord CA LEGAL COUNSEL Contra Costa County Housing Authority, CA AC Transit, CA Culver City, CA Chico, CA Davis, CA Concord, CA Encinitas, CA Culver City, C4 Escondido, C4 Dallas Area Rapid Transit, TX Eugene, OR Davis, C4 Fontana, C4 El Paso Water Utilities Public Fort Collins, CO Service Board, TX Fremont, C4 Fairfield, C4 Gilbert, AZ Fresno, CA Glendale, AZ A -7 Lake Elsinore, C4 GENERAL M.k AGER/ Lancaster, CA UTILITY DIRECTOR La Quinta, C4 Los Angeles Community Redevel- Alameda County Flood Control opment Agency, C4 and Water Conservation District, Menlo Parr C4 Zone 7, CA Montebello, C4 Alhambra, CI Otay Water District, C4 Austin, TY Oxnard C4 Belmont, C4 Palmdale, CA Cambria Community Services Pasadena, C4 District, C4 Phoenh4 AZ Carlsbad, C4 Pittsburg C4 Casitas Municipal Water District, Pleasanton, C4 C4 Poway, C4 Chino Basin Municipal Water Rancho Palos Verdes, C4 District, C4 San Bernardino, CA College Station, C4 San Diego, C4 Contra Costa Water District, CA San Rafael, CA Cucamonga County Water District, Santa Clarita, C4 CA Saratoga, C4 Delta Diablo Sanitary District, C4 Simi Valley, C4 Dublin San Ramon Services District, Tallaphassee /Leon County, FL C4 Tustin, C4 East Bay Dischargers Authority, Vallejo, C4 CA Ventura, C4 East Bay Municipal Utility District, Visalia, C4 CA Vista, C4 East Palo Alto Sanitary District, Walla Walla, WA C4 West Hollywood CA E1 Paso Water Utilities Public Yorba Linda, CA Service Board TX Fairfield- Suisun Sewer District, C4 Guadalupe Blanco River Authority, ECONOMIC DEVELOPNIENT/ TX REDEVELOPNIENT Incline Village General Improve ment District; NV Bakersfield, CA Lombard Wastewater Authority, IL Centre City Development Los Angeles (Hyperion Treatment Corporation, CA Plant), C4 Concord C4 Marin Municipal Water District, Crown Development Corporation of C4 Kings County, C4 Aferced Irrigation District, C4 Dallas, TX Monterey Regional Water Pollution Fresno County & City, CA Control Agency, C4 Fresno Economic Development Northern California Power Agency, Corporation, C4 C4 Glendale, AZ Olivenhain Municipal Water Huntington Beach, C,4 District, C4 Sacramento Housing & Redevelop- Orange County, FL ment Agency, C4 Orange County Water District, C4 South San Francisco, C4 Oro Loma Sanitary District, CA Southeast Economic Development Otay Water District, C4 Corporation, C4 Palo Alto, CA Suisun City, C4 Pasadena, C4 A -8 Ramona Municipal Water District. Palmdale, CA CA Palo Alto, CA Resource Management Int'l, Inc., Pasadena, C4 G4 Phoenix, AZ San Lorenzo Valley Water District, Piedmont, C4 G Pittsburg, CA San Luis Obispo, G4 Redding, C4 Santa Rosa, C4 Redondo Beach, C4 South San Joaquin Irrigation Salinas, C4 District, C4 San Clemente, C4 Southeast Regional Reclamation San Diego County Water Authority, C4 Authority, C4 Tucson, AZ San Jose, C4 United Water Conservation San Luis Obispo, C4 District; C4 Santa Clara, C4 Ventura, C4 Santa Clarita, CA Ventura Regional Sanitation Santa Rosa, CA District, C4 Santee, C4 Yorba Linda Water District, CA South San Francisco, C4 Spearman, TX Tracy, C4 PUBLIC WOR Tucson, AZ CIVIL ENGINEER Union City, C4 Ventura, C4 Alameda, C4 Yreka, CA Alameda County, G4 Austin, TX Berkeley, G4 TRANSPORTATION Burbank C4 Carrollton, TX Alameda County, C4 Carson, C4 Alameda County Public Works Chandler, AZ Agency, CA Chino Basin Municipal Water Austin, TX District, C4 Beverly Hills, G4 Chula Vista, C4 Boulder, CO Claremont, C4 Carrollton, TX Contra Costa Cowin Water, G4 Costa Mesa, C4 Costa Mesa, C4 Houston - Galveston Area Council, Decatur, IL TX Encinitas, G4 Huntington Beach, C4 Fairfield, C4 Ontario, C4 Foster City, CA Orange County, FL Galt, C4 Palmdale, C4 Glen Ellvn, IL Pasadena, CA Glendale, AZ Phoenix AZ Grand Prairie, TX Portland OR La Mesa, C4 Riverside County, C4 Lancaster, C4 Sacramento Regional Transit La Quinta, G4 District, CA Lincoln, C4 Santa Monica, C4 Lon g Beach, G4 Sarasota County, FL Los Alamos County. NM Ventura, CA Orange County. FL Oro Loma Sanitan District, C4 A -9 MEDICAL /HEALTH CARE PORT/ NIARITINIE Alameda- Contra Costa Health Sacramento, CA Systems, C4 Davis, CA Golden Empire Health Systems ARTS ADMINISTRATION Agency, CA Los Medanos Community Hospital, Irvine, C4 C4 Natividad Medical Center, CA Orange County, FL RISK MANAGEMENT Wyandotte County, KS Washoe County Health Department, California Municipal Insurance NV Authority, C4 Riverside County, C4 Shrevepon; LA DATA PROCESSING Southern California Joint Powers Insurance Authority, C4 Olympia, WA Orange County, FL Peralta Community College District, C4 Sacramento County, CA San Mateo County, C4 LIBRARY SERVICES Alameda County, C4 El Paso, 7X Newport Beach, C4 Oakland C4 Redondo Beach, CA San Marino, C4 BUILDING OFFICIALS Clearwater, FL Los Gatos, C4 Orange County, FL Palo Alto, C4 Pittsburg, C4 Santa Clarita, C4 AIRPORT /AVIATION Dayton, OH Metropolitan -Dade Counn', FL Sarasota /Bradenton Airport, FL Washoe Counn' Airport Authority, Reno, 'vl/' A -10 MISCELLANEOUS Client Position Alameda- Contra Costa Customer Information Supervisor Transit District; CA Alameda County Public Supervising Land Surveyor Works Agency, CA Austin, TX Deputy Director, Office of Land Development Services Assistant Director of Operations Vehicle & Equipment Services Assistant Director of Community Services Big Bear Lake, CA Strategic Planning Workshop California, State of Legislative Analyst Califomia Council of Civil Director of Services Engineers & Land Surveyors, CA Carrollton, TX Fleet Manager Customer Services Manager Club Tahoe Resort Owners General Manager Association, CR Del Mar Fair Grounds, CA General Manager East Yolo Community Services General Manager District, CA Eugene, OR Wastewater Plant Director Inglewood, CA Senior Management Analyst Irvine, CA Municipal Project Manager Junior Statesmen Foundation Program Director Director of Development and Fund Raising Director of Educational Programs Director of Summer Programs Kern County Director of Resource Management Agency Lake Wuldwood Homeowner's General Manager Association Los Angeles County Once of Assistant Director of Regionalized Education, C4 Business Services Marin Municipal Water Environmental Resources Division Manager District, CA Monrovia, C4 Director of Community Services Orange County, FL Animal Services Manager Assistant Civic Center Manager Assistant Data Systems Manager Assistant Fire Chief Associate Medical Examiner Building Official Data Systems Manager Deputy Fire Chief Fire Chief A -11 Nfanager of the Office of Management & Budget Parks Department Manager Purchasing Manager Radio Communications Coordinator Real Estate Manager Utilities Construction Manager Water Operations Manager Palo Alto, CA Real Property Administrator Pasadena, CA Field Operations Administrator Director of Communications Redondo Beach, CA Communications Manager Resource Management Intl, Inc. Project Manager Rates and Forecasting Manager San Luis Obispo, CA City Clerk State Board of Equalization, CA Executive Secretary Sunnyvale, CA Fleet Manager Tarrant Appraisal District, TX Chief Appraiser Three Valleys Municipal Administrative Services Officer Water District Tehama County, CA Administrative Assistant to the Board of Supervisors Vallejo, CA Maintenance Superintendent West Hollywood CA Director of Rent Control Western Municipal Water Deputy Manager of Administration District, CA and Public Affairs Yolo County, G1 Director of Communications ASSESSMENT CENTERS Client Position Aurora, CO Police Lieutenant Belmont, CA Police Chief Brea, C4 Assistant City ,Manager Capitola, CA Police Chief Chino, CA Assistant Public Works Director Concord, G4 Multiple Clovis, CA Police Chief Fairfield CA Accounting Supervisor Fillmore City Manager Fontana, Gi Multiple Hercules, CA Personnel Officer Indio, CA Fire Chief Menlo Park, CA Chief of Police Milpitas, C4 Police Chief Oro Loma Sanitary District, G1 Director of Operations & Maintenance Palmdale, CA Director of Public Works Pasadena, C4 ,Multiple Piedmont, G4 Police Chief Rancho Palos Verdes, G1 Assessment Director Redwood City, Gi Police Lieutenant & Sergeant A -12 Salinas, CA Police Chief Santa Paula, CA City Administrator Sausalito, CA Planning Director South County Fire Authority, CA Fire Chief South San Francisco, CA Director, Economic and Community Development Director of Public Works Union City, CA Multiple Waxahachie, 7X Police Chief A -13 Appendix B Sample Recruitment Profile B -1 CITY OF DES MOINES CITY MANAGER SEARCH Recruitment Profile Issues & Opportunities The following are the important issues and opportunities the next Des Moines City Manager will be required to address: • Improving the immediate and long term fiscal health of the municipal organization through cost containment, tax base development and revenue enhancement. • Upgrading the efficiency, effectiveness and responsiveness of city government through implementation of such concepts as Total Quality Management, business process re- engineering, outsourcing and rightsizing. • Balancing the interests and concerns of the central business district and neighborhood groups and arresting the flight of businesses and residents to the suburbs. • Providing confident, professional and energetic leadership to the City Council, city staff and the community at large. • Restoration of mutual respect and trust between elected officials and appointed staff. Education The successful candidate will have at least a Bachelors degree in Business Administration, Finance, Economics, Public Administration or other field closely related to city management. A Master's degree in Business or Public Administration is strongly preferred. Experience A minimum of seven years executive level experience in professional municipal management is required. The City Council will give strong, favorable consideration to those candidates possessing proven management experience in comparable or larger central city governments, at either the Assistant City Manager or City Manager level. Proven success as a manager with bottom -line accountability for results is west Northwest Highway. Suite 23O.'Aiallas, TX 75220, (214) 956-7W .' City of Des Moines City Manager Search Profile Page 2 important. A track record of modernizing or "transforming" organizations to more progressive models of governance and management will be highly valued by the City Council. In depth familiarity and experience with all aspects of full - service local government operations is important including public safety services, public works, planning and community development, code enforcement and leisure services. Further, the next City Manager will have broad exposure to the general administrative aspects of city management including finance, budget preparation and administration, capital improvement programming, human resources administration, labor/ management relations, and information systems. The City Council is committed to ensuring that city services are provided with the highest levels of responsiveness and cost effectiveness. As such, successful experience in intergovernmental cooperation and coordination is important, along with a records of creativity, innovation and aagressive application of modern management concepts and techniques to the delivery of public services. These concepts and techniques include, but are not limited to Total Quality Management, Business Process Re- Engineering, Re- Inventing Government, Privatization and Rightsizing. Personal Characteristics The next Des Moines City Manager must possess managerial skills and leadership qualities of the highest order. He /she must be willing to make strong, public, professionally defensible recommendations to the City Council and must expect the same from subordinate staff. He /she will be an effective dele;ator, will avoid "micro Management" and will, at the same time, hold the organization and its managers to a high degree of accountability. The next City Manager must have considerable personal leadership ability, strength of character and strong convictions. The successful candidate, while politically astute, will be unafraid to make difficult or unpopular recommendations when they are in the best interest of the community and the city organization. The Des Moines City Manager should be an open, approachable and accessible individual. He /she must bring to the city a cooperative, team- oriented approach to decision making and leadership. He /she should be comfortable with considerable interaction between elected officials and staff. The City Manager must be innovative and entrepreneurial in his /her approach to the job and should be willing to be "experimental" and /or "non traditional" in seeking new approaches to the delivery of responsive, effective and cost efficient city services. City of Des Moines City Manager Search Profile Page 3 Considerable energy, enthusiasm and personal commitment to the job and the Des Moines community will be required. The City Manager must be able and willing to set a strong, positive and personal example of work ethic and dedication for the city staff. Other required abilities and personal characteristics include: • Unquestioned personal and professional integrity • Outstanding oral and written communications skills • Multi - cultural sensitivity and awareness • Excellent media relations skills. Sc_ ope Applicants from all regions of the country will receive equal consideration. Compensation Salary is open and high competitive, depending on qualifications and experience. In addition to base salary, the City of Des Moines offers a comprehensive package of retirement, insurance, automobile, leave and other fringe benefits. The City Council will consider an employment agreement. Appendix C Sample Recruitment Brochure C -1 f. I i i I � The City of Des Moines, Iowa Invites Your Interest in the Position of CITY MANAGER rA i i 6,P CITY OF DO MOMES W AF _ S mall town f riendliness and charnt ... big cin. sophistication and amenities ... plentif d and inexpensive housin;...tltree tinte award winnin, "All America City ". Des ,Voines, Iowa. Located at the intersection of Interstate 80 the downtown area with more than three Residents and visitors alike marvel at (coast to coast) and 35 (border to border). miles of skywalks is an indoor paradise for the citv's outstanding public park system ` the Citv of Des Moines is truly in the visitors, shoppers and office workers. and excellent recreational facilities. middle of the heartland. with a population Spectacular seasonal displays of plants and of 200.000. the city serves as the political. Des Moines is the place to experience flowers can be found at the Des ;Moines economic and cultural capital of Iowa. Iowa's rich heritage. From the State Botanical Center. one of the largest Covering approximately 77 square miles. Capitol to the State Historical Building to geodesic domes in the nation. Blank Park Des Moines ranks in the bottom five urban Sherman Hill. one of the citv's oldest Zoo is a beautifuliv landscaped. 22 acre centers for housing costs. neighborhoods and listed as a historic zoological park. featuring naturalistic district in the National Register of Historic exhibits which allow visitors to track the Des Nfoines has a strong and diverse Places. Des Moines is truly a mecca for movement of over 800 animals from five economv. Ranked third after London and history buffs. continents. Hartford. Connecticut, metropolitan Des Moines is one of the largest insurance Cultural. sporting, educational and other Home to Drake University. Grand View centers in the world, second in the nation. leisure activities abound in Des Moines. College, the University of Osteopathic Other major business leaders in the area Broadway productions. the Des Moines An Medicine and Health Services. Des ;Moines include Meredith Corporation (publisher of Center titi•hich was designed by three Area Community College and numerous Better Homes and Gardens), John Deere, internationally acclaimed architects. Ballet other business and technical institutions. the Wall Street Journal. The Principal Iowa. the Symphony, the Metro Opera and Des Moines offers its citizens manv Financial Group and Pioneer Hi -Bred numerous theatrical groups bring the opportunities for higher learning. International. world's finest cultural opportunities to the city. From high school, to prep and college The Citv of Des Moines is truly a unique { As the largest urban center in the state. Des athletics. to professional teams. the City of opportunity for its next City Manager. Nloines encourages a fascinating variety of Des Moines is a superb sporting event host. retail shoos and malls. Its revitalization of ra The Organization workforce of just over _'.000 staff' with a criteria, which are described briefly below. total operating and capital budget of S 19 million. Education: The successful candidate will first incorporated as a city in 1Si7. hold at least a Bachelor's de�•rre in the City o f Des Moines operate, gmon the many important organizational Business Administration. Finance. = under the Home Rule Charter. chailen_es and opportunities facing the Economics. Public Administration or other which provides for a strong Council next Des Moines City Manager are field closely related to city manaement. A Manager form of government. Policy -set- improving both the immediate and Ion: Master's degree in Business or Public flog responsibility resides with an elected term fiscal health of the organization Administration is preferred. Mayor and six member City Council through cost containment, tax base elected from a combination of four wards development and revenue enhancement: Experience: A minimum of seven Years and two at -large positions. The City upgrading the efficiency, effectiveness and executive level experience in professional Manager serves at the will and pleasure of responsiveness of city government through municipal management is required. The the Mayor and Council. providing day -to- implementation of such concepts as TQM. City Council will give strong. favorable day executive leadership and administra- rid ;htsizing and Business Process consideration to those candidates possess- _ lion to the municipal organization. ReEngineering: balancing the interest and ing proven executive level experience in The City of Des Moines provides a full concerns of the central business district and metropolitan -sized municipal governments. neighborhood groups and arresting the at either the City Manager or Assistant City complement of traditional municipal services in the followin areas: police and flight of businesses and residents to the Manager level. suburbs: providing confident. professional. fire protection: sanitation services, energetic and principled leadership to the The Des Moines City Council is seeking a recreational programs. construction and City Council, city staff and the community City Manager with strong managerial maintenance of infrastructure including at large: and restoration of mutual respect competence and the ability to ensure that streets. roads and bridges: enforcement of and trust between elected officials and public services are delivered responsively building code regulations: traffic signaliza- tion. si_ appointed staff. and as cost efficient) as possible. The g na_e cha Y P _ nnelization and control; operation Council will also insist on proven success ' a p u cess and maintenance of an incerna- tional airport: operation of a convention as a manager with bottom -line accountabil- center: housing and other community The Position ity for results. A track record of moderniz- improvements and social services: ing or "transforming" organizations to economic development and libraries: and a n undertaking a professional search for more progressive models of governance full range of administrative support the next activities for an City Manager, the Citv and management will also be highly g valued. In -depth familiarity and ex erience or_antzation employing P _ m loving a � Council has establ� P _ fished specific search with all aspects of full - service local gov- ernment operations is important including public safety services, public works, planning and community development, code enforcement and leisure services. x N s ± ,, `* v �• x Further, the next City Manager will have s Ky�Y`T�r r _ u broad exposure to the general administra- "�' live aspects of city management including T '4•r' .t ., ti Y. v ,,, �, '"A a?,' ,.Y -z '? ;t.e.F .j; �: finance, budget preparation and administra- tion, capital improvement programming. t i human resources administration, labor/ management relations and information - Y systems. A The Citv Council is committed to ensuring that city services are provided with the highest levels of responsiveness and cost effectiveness. In that regard, the successful a candidate will have experience in intergovernmental cooperation and coordination. along with a record of creativity, innovation and aggressive application of modern management concepts and techniques to the delivery of 1 public services. Des .tloines Sljdine (Photo rourtes }' of Greater Des tfoines Convention S Yisirors Bureas i to The Compensation Base salary, allowances and fringe benefits are negotiable and highly competitive, k commensurate with qualifications and experience. The City of Des Moines also . offers a comprehensive package of retire- ment, insurance, automobile. leave and other Erin f_e benefits. • 1 1 City residency will be required. The City Council will consider an employment ag reement. To Be Considered N- ecause of the critical importance of this appointment to the community and the city organization. the Citv Des tfoines residential area Council has engaged a� professional search t firm to assist in the recruitment of a new Personal Characteristics: Des Moines's with considerable interaction between City Manager. next City Manager must possess manageri- elected officials and staff. The City al skills and leadership qualities of the Manager must be innovative and Individuals interested in pursing this highest order. He /she should be willing to entrepreneurial in his /her approach to the outstanding career opportunity should - make strong, public. professionally job and should be willing to be "experi_ immediately send an up -to -date resume, defensible recommendations to the City mental" and/or - non traditional" in seeking along with current salary information and Council and must expect the same from new approaches to the delivery of the names and telephone numbers of five subordinate staff. He /she will be an responsive, effective and cost efficient city professional references by May 30. 1995 t effective dele =or, will avoid "micro services. Considerable energy. enthusiasm, to: management" and will. at the same time, principled leadership, and personal hold the organization and its managers to a commitment to the job and the Des Moines David IV. Eisenlohr high degree of accountability. The next community will be required. The City Senior Vice President City Manager must have considerable Manager must be able and willing to set a Ralph Andersen & Associates personal leadership ability, strength of strong. positive and personal example of 3860 W. Northwest Hwy., Suite 230 i character and strong convictions. The work ethic and dedication for the city staff. Dallas, Te.ras 75230 successful candidate, while politically astute, will be unafraid to make difficult or Other required personal characteristics If you have questions or would like to unpopular recommendations when they are include: discuss the opportunity further, please call in the best interest of the community and Mr. Eisenlohr at (? 1 4) 956 -7097. f the ciry organization. He /she should be • unquestioned personal and professional open, approachable. and accessible in integrity his /her management style. He /she must • Outstanding oral and written communica- bring to the city a cooperative, team- Lions skills oriented approach to decision making and • Nfulti- cultural sensitivity and awareness leadership. He /she should be comfortable • Excellent media relations skills. rA i to s o c i a t e s �ac.2menro. Ca.. ^ia P582� is cGcS, exaS .._: gx_ , -_.- , . .x0 P.!ac. n Bcuievard t �Ure ?0 =` 0 -+3828 `ax 2jC ,5C2 II I MEMORANDUM To: Mayor and Councilmembers Y �A �,A From. Nan Gohman Assistant City Mana er Nancy tY g Date: June 23, 1995 Subject: Additional Materials Regarding Consultant for City Manager Search - The Brimeyer Group James Brimeyer, President of the Brimeyer group has submitted additional materials regarding his proposal for consulting in search of a City Manager. I'm forwarding this materials for your information and ask that you keep them with your other proposals regarding the consulting materials regarding City Manager. cc: file Cam Nancy The Brimeyer Group EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 June 21, 1995 Attn: Ms. Nancy Gohman Mayor Myrna Kragness Members of the City Council City of Brooklyn Center 6301 Shingle Creek Pkwy. Brooklyn Center, MN 55430 Dear Mayor and City Council: We appreciate the opportunity to present to the City of Brooklyn Center our credentials as a consultant to assist in your search for a new City Manager. Last week we presented the City Council our proposal for a full executive search. It is our understanding the City Council is considering other proposals that offer an ahbreviated search process. The Brimeyer Group is at liberty to offer you the same services at a competitive fee rate. The following proposal is designed to give the City Council an alternative approach to identifying and selecting a new City Manager. Responsibility for the search will be under the direction of James Brimeyer assisted by the staff at The Brimeyer Group. Jim has twenty years experience in public sector management and has been involved in executive search since July, 1988. Biographies have been provided as well as a list of references and a client list for The Brimever Group. We very much look forward to working with the City in what must be considered a most challenging and exciting effort. Very truly yours, G✓N.I.R� � /t,,tivut�� James Brimeyer President (612) 945 -0246 o fax (612) 945 -0102 City Manager of the City of Brooklyn Center, Minnesota A PROPOSAL SUBMITTED BY: I� THE BRIMEYER GROUP, INC. EXECUTIVE SEARCH CONSULTANTS 904 MAINSTREET, #205 HOPKINS, MN 55343 I June 21, 1995 i u City of Brooklyn Center Page One PHASE I - Position Profile A highly successful search begins with a thorough definition and agreement by the City on each aspect of the position to be filled. During this initial phase our consultants will meet with the City Council, Department Heads, and key staff to learn more about your goals and objectives. Critical factors to be determined include position responsibility and authority; reporting relationships; educational and experience requirements; personal and leadership qualities; management style, and organizational priorities. The listing of priorities serves a two -fold purpose: It assists the hiring authority in developing a consensus on what is important for the organization and it alerts potential candidates to the important issues of the organization. Of equal importance to the success of the search is identifying the community priorities and environment in which the City Manager must function. We would expect to meet with selected representatives from the community to further assess the climate within which the selected candidate will most effectively perform. This may he accomplished through individual interviews or through a public forum. Prior to our meetings we will supply an Ideal Candidate Profile Survey to assist the interviewees in assembling their ideas on what should be included in the Position Profile. This survey may be modified and approved prior to distribution to participating individuals. As a result of the meetings we will reach an understanding of the critical specifications of the position and we will draft a Position Profile. A great deal of emphasis is placed on the agreement of this analysis. Without this information, it is difficult to determine how potential candidates will affect the City's plans and organizational team. The final Position Profile becomes the document against which we evaluate prospective candidates. .............. ............................... Phase I Fee: $2,000.00 PHASE II - Place Announcements /Screen Candidates /Progress Report After the Profile is approved, we will announce the position in the appropriate professional and trade journals. Often we are able to identifN candidates from similar assignments who may be appropriate for the position. Using our existing candidate database, we will send out a general mailing to approximately 100 -150 candidates who we wish to apply and who can be sources for new candidates. Following the evaluation of written responses, we will prepare a Progress Report which will provide information on 10 -12 candidates who have been judged to meet or exceed the requirements of the position. The City Council will choose 3 -5 candidates for personal interviews. ............. ............................... Phase 11 Fee: $2,000.00 City of Brooklyn Center Page Two PHASE III Background Checks Prior to the interviews, we will investigate the backgrounds of the most promising candidates through discreet telephone and personal reference checks. We will talk with peers and former associates of these prime candidates. It is our practice to speak directly with individuals who are, or have been, in positions to evaluate the candidates' job performance. We will verify the finalist candidates' credentials through an educational, criminal, and credit check. Assessment (optional) The Brimeyer Group has the authorization and the ability to administer an assessment tool entitled "The DiSC Behavioral Management System" designed to assist individuals in understanding their style and to assess the environment in which they operate most effectively. The finalist candidates will be provided with a questionnaire from which an extensive computer report is generated. The report is very specific and covers the following areas: Internal motivation; self - management strategies; and identification and management of conflict. The City Council will learn how they could hest manage and work effectively with each finalist candidate. They will gain insights into the strengths and weaknesses of the candidates and the likelihood of success for each final candidate before hiring. Candidate assessment is available at the option of the City Council. Client Interview and Selection Process The interview schedule will allow the candidates to get acquainted with the community and community leaders and visit with the staff on an informal basis. We culminate the process with individual and group interviews. Prior to the interviews we will provide the City Council with some helpful material on interviewing techniques and will discuss the proposed procedures to be used in the selection process including an evaluation form and a list of questions for possible use by the interviewers. Extensive material including background and reference checks will be provided on each candidate prior to the interview. If possible, all interviews will be scheduled within a period of one to two days depending upon the desire of the City Council. A consultant will be present at each interview. After the interviews we will meet with the City Council to review the individual ratings and assist in determining the top candidate. The consultant will assist in this process to the extent requested by the City. We take responsibility for notifying all unsuccessful candidates at each stage of the process. Negotiating Compensation Package The Brimeyer Group, Inc. will take great care that the City of Brooklyn Center secures an acceptance from the most desired individual. We will recommend a compensation package calculated to attract the finalist and will participate in the final negotiations. If any concerns arise in the final hour, by working as a third -party intermediary we can resolve important details of the offer which may have significant hearing on its final acceptance or rejection. ............. ............................... Phase III Fee: $2,500.00 City of Brooklyn Center Page Three I FEE FOR SERVICE To complete all phases of the assignment, we propose a flat fee of $6,000. The fee includes the following services: Phase I Meet with City Council, Department Heads, and key staff Meet with selected representatives from the community Develop the Position Profile Draft Position Profile Present Profile for approval Phase II Place announcements Mailing to potential candidates Evaluate candidates' written material Prepare and present Progress Report Phase III Background /reference checks Administer assessment instrument (optional) Schedule and coordinate candidates' interviews with the City Participate in interviews Develop compensation package Participate in negotiations EXPENSES The Brimeyer Group, Inc. will bill expenses directly related to the assignment with the City Council's prior approval. Necessary expenses include travel, meals and lodging; Ion- distance telephone; printing; postage; credential verifications; courier service; administrative expenses; and the cost of placing announcements. Based on our experience, our expenses would range from $1,000 to $1,00. This estimate does not include any costs associated with candidates' expenses for the final interview. Our payment policy on searches is one -third of the fee due upon signing this agreement; one - third after presentation of the Progress Report. and the balance due 10 days after the search has p Y successfully been completed, whether the agreement is oral or written. In the event the City terminates this agreement during the search we will retain the progress payments to that point. e eyer Date The Brimeyer Group, Inc. Mayor Myrna Kragness Date City of Brooklyn Center I The Brlme er Gro Inc. Y EXECUTIVE SEARCH CONSULTANTS James L. Brimeyer 904 Mainstreet Suite 205 President Hopkins, MN 55343 After twenty years in public sector management, Jim Brimeyer began his career in Executive Search in July, 1988. He has conducted executive search assignments for City Managers, City Administrators, and senior level management positions, and has worked with non - profit organizations, semi - public agencies and private sector companies that have a relationship with municipalities, counties and other public sector agencies. Some representative examples of searches include: • City of Minneapolis, City Coordinator and Budget Director • North Suburban Cable Commission and Access Corporation, Executive Director • Becker County, County Coordinator • Cold Weather Resource Center, Executive Director • Centennial Fire District, Fire Chief • City of Hopkins, City Manager • Regional Transit Board - Twin Cities, Manager of Light Rail Transit Development • City of St. Louis Park, Community Development Director • City of Luverne, City Administrator • City of Minnetonka, City Engineer * Environmental Consulting Firm, Director of Engineering * Public Finance Leasing Firm, Senior Account Manager * Optical Lens Manufacturing Co., Production Manager and Director Sales /Marketing * Sign Manufacturing Co., Senior Design Engineer * City of Austin, Finance Director In addition to the executive search assignments, Jim is also available to serve as a facilitator for strategic planning, team building and goal setting activities at both a policy making and administrative staff level. He has acted in this capacity for both public and private sector organizations. Jim is an Adjunct Faculty Member at Hamline University Graduate School where he teaches a graduate level course entitled "Administering Local Government." Recently, he was invited by IC1�IA to write an article for PM Magazine on Council /Manager Relations. Previously, Jim served four cities: three as a City Manager including his last position as City Manager of St. Louis Park, Minnesota (population 45,000), with a budget of $28 million and 230 employees. He also served in Worthington, Ohio and Wooddale, Illinois. He began his career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's Degree in Public Administration from Northern Illinois University. He received a B.A. Degree from Loras College in Dubuque, Iowa. Jim is a member of the International City Management Association, the Minnesota City Management Association, the National Forum for Black Public Administrators, and the Minnesota Municipal Utilities Association. He is active in community activities including the TwinWest Chamber of Commerce and is Past - President of the St. Louis Park Rotary Club and the St. Louis Park Rotary Foundation. He serves on the Boards of two Twin Cities -based companies. (612) 945 -0246 fax (612) 945 -0102 The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Charles J. Swanson Associate Chuck Swanson joined The Brimeyer Group, Inc. in 1994 after serving Washington County, Minnesota as its Administrator for ten years. He joined the staff of Washington County thirty years ago as Assistant County Engineer; in 1971 he became the County Engineer /Director of Public works before being promoted to County Administrator in 1984. Chuck, a graduate of the Institute of Technology at the University of Minnesota, began his career as a Project Engineer for the Minnesota Department of Transportation. Chuck's professionalism and the high regard he enjoys are demonstrated by his recent service as President of the Minnesota Association of County Administrators. In the past he has served as President of the Minnesota Association of County Engineers, the National Association of County Engineers and the Minnesota Good Roads Association, part of the Minnesota Transportation Alliance. He recently served on the Board of the Minnesota City /County Management Association and the Advisory Commission for Employer Education Services, which is part of the Carlson School of Management. He was awarded the honor of "County Engineer of the Year" and "Boss of the Year" by the Stillwater Jaycees. He brings his particular and in -depth knowledge of county governments and their needs to The Brimeyer Group, Inc., allowing us to broaden our services into areas of county leadership and management. Because of the key role Chuck has played in administrative leadership, strategic planning, financial management and operations management in the county setting, he serves an invaluable function in client needs assessment and identification of individuals with the skills to meet those needs. (612) 945 -0246 fax (612) 945 -0102 } The Brimeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Robert W. Schaefer Associate Bob Schaefer joined The Brimeyer Group, Inc. in 1992 after serving as City Administrator of Inver Grove Heights, Minnesota for 20 years. His career in municipal government spans all areas of management responsibility making him uniquely suited to provide consulting services to our clientele. Bob received his undergraduate degree from the College of St. Thomas and his M.A. in Public Administration from the university of Minnesota. He began his career as an Administrative Intern in the City of Hopkins; served as Administrative Assistant in Bloomington and Richfield and became Village Manager for New Brighton in 1964, where he served until beginning his tenure in 1972 in Inver Grove Heights. Since joining The Brimeyer Group, Inc., Bob has assisted in numerous executive search assignments including: Carroll, Iowa - City N-lana<ger Minnetonka, MN - Operations and Maintenance Director and City Engineer Chisago County - Administrator * Becker County - Administrator Albert Lea, MN - Waste Water Treatment Plant Manager * Roseville, MN - Assistant Public Works Director * Senior Engineer - Twin Cities engineering consulting firm St. Louis Park - Director of Public Works /City Engineer and Community Development Director Throughout his career, Bob has been active in professional associations and served as President of the Metropolitan Area Managers Association, President of the Minnesota State Managers Association and as a member of the International City Managers Association Planning Committee. He is a frequent lecturer on issues of planning and zoning at Inver Hills Community College and gives presentations at continuing education seminars for members of law firms on variances and special use permits. Bob's breadth of experience as an educator, municipal manager and professional association leader proves valuable to The Brimeyer Group, Inc. (612) 945 -0246 fax (612) 945 -0102 The Brlmeyer GroUP, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Pamela A. Wunderlich Associate Ms. Wunderlich joined The Brimeyer Group, Inc. at the company founding in 1991 after serving for over fourteen years in an administrative capacity for a nationally - recognized, locally -based executive search firm. Since joining the group she has contributed to the success of executive search engagements through proposal and report preparation; Position Profile preparation; candidate screening and interviews; and background and reference checks. Particularly adept at the recruitment of candidates for small City Manager and Administrator positions, she has played an important role in the following recent assignments; Sandstone, Clerk /Administrator * Luverne, City Manager * Prior Lake, City Manager * Pipestone, City Manager * Webster City, Iowa, City Manager * Carroll, Iowa, City Manager * Marshall, City Administrator * Sheldon, Iowa, City Manager * St. Anthony, City Manager In addition to her extensive experience in each phase of the executive search process, Pamela holds full responsibility for seeing that all administrative support needs of the company are met. (612) 945 -0246 fax (612) 945 -0102 t • The Brlmeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Partial Listing of Assignments Hopkins, MN 55343 CITY AND COUNTY MANAGERS /ADMINISTRATORS City Manager - Roseville, MN (pop. 36,000) City Administrator - Lakeville, MN (pop. 23,000) Citv Manager - New Brighton, MN (pop. 24,000) City Administrator - Hastings, MN (pop. 15,000) City Administrator - Cottage Grove, MN (pop. 24,000) City Manager - St. James, MN (pop. 5,000) City Manager - Brooklyn Park, MN (pop. 60,000) City Administrator - Little Canada, MN (pop. 10,000) City Manager - Hopkins, MN (pop. 16,000) City Manager - Bemidji, MN (pop. 24,000) City Administrator - Hibbing, MN (pop. 20,000) City Administrator - Hermantown, MN (pop. 7,000) Clerk /Administrator - Mounds View, MN (pop. 12,000) City Administrator - Orono, MN (pop. 7,000) City Administrator - South St. Paul, MN (pop. 24,000) Village Manager - Village of Hazel Crest, Illinois (pop. 15,000) City Administrator - Austin, MN (pop. 22,000) City Administrator - Hugo, MN (pop. 5,000) City Manager - Robbinsdale, MN (pop. 15,000) City Manager - Benson, MN (pop. 3,500) City Administrator - Becker, MN (pop. 1,000) City Administrator - Arden Hills, MN (pop. 10,000) City Administrator - Sandstone, MN (pop. 2,000) County Administrator - Chisago County, MN City Manager - Prior Lake, MN (pop. 12,000) City Administrator - Luverne, MN (pop. 4,400) City Manager - Columbia Heights, MN (pop. 19,000) City Manager - Webster City, IA (pop. 8,600) City Coordinator - Minneapolis, MN (pop 370,000) County Coordinator - Becker County, MN (pop. 28,000) City Administrator - City of Pipestone, MN (4,500) City Administrator - City of Marshall, MN (pop. 12,000) City Administrator - City of Oak Park Heights (pop. 3,700) City Administrator - City of Rosemount, MN (pop. 10,000) City Manager - City of St Anthony, MN (pop. 8,000) City Manager - City of Carroll, IA (pop. 8,000) City Administrator - City of Savage, MN (pop. 12,000) City Manager - City of Sheldon, IA (pop. 5,000) City Administrator - City of Emmetsbura, IA (pop. 4,000) (612) 945 -0246 fax (612) 945 -0102 -2- DEPARTMENT HEADS Finance Director - Minneapolis (pop. 370,000) Director of Community Development - Cottage Grove (pop. 24,000) Coordinator of Utilities - Luverne (pop. 5,000) Finance Director - Cottage Grove (pop. 24,000) Fire Chief - Centennial Fire District Public Works /Utilities Supervisor - Proctor Police Chief - City of Orono (pop. 7,000) Finance Director - Crystal (pop. 23,000) City Assessor - Minnetonka (pop. 48,370) Quality Coordinator - Minneapolis (pop. 368,400) Assistant Director of Public Works - Roseville (pop. 33,400) Public Works Superintendent - New Hope (pop. 21,800) Community Development Director - Roseville (pop. 33 Budget Director - City of Minneapolis Community Development Director - Eagan (pop. 47,000) Superintendent Wastewater Treatment - Albert Lea (pop. 18,000) Public Works Operating and Maintenance Director - Minnetonka Public Works Director /City Engineer - Savage (pop. 12,000) Finance Director - Austin City Engineer - Minnetonka Community Development Director and Public Works Dir /Engineer - St. Louis Park, MN Public Works Director - City of Hopkins (pop. 16,000) Community Development Director - City of Fairmont (pop. 12,000) NON - PROFIT Executive Director - Urban Concerns Workshops Executive Director - Minnesota State Council on Disability Executive Director - Local Government Information Systems Manager, LRT Development - Regional Transit Board - Twin Cities Executive Director - Cold Weather Resource Center Executive Director - Minnesota Chiefs of Police Association Executive Director - North Suburban Cable Commission and Access Corp. Executive Director - League of Minnesota Cities Executive Director - Family Violence Network Executive Director - Southwest Minnesota Initiative Fund Executive Director - PossAbilities of Southern :Minnesota PRIVATE SECTOR COO - sporting goods manufacturer Senior Account Manager - government leasing corporation Director, Sales and Marketing and Production Manager - optical lens company Senior Design Engineer and Production lNlanager - sign manufacturing company Transportation Engineer - engineering consulting firm Urban Planner - engineering consulting firm Senior Engineer - engineering consulting firm Manager of Administrative Services - architectural firm Senior Associate - engineering consulting firm The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Comparison of Search Services Offered By: The Brimeyer Group Executive Search and The League of Minnesota Cities (612) 945 -0246 fax (612) 945 -0102 i The Brimeyer Group The League of Minnesota Cities Position Profile Meet individually with Councilmembers, Meet with Councilmembers to determine or Department Heads, and key staff to education, skills, abilities, and experience Job Description gather information for the Position of candidate for the position and to Profile. discuss important issues specific to the city. Meet with selected members of the community on an individual basis or A job description, job advertisement, and through a public forum. interview questions are derived from information discussed at first meeting. From these meetings, experience, reporting relationships, personal and Consultant meets with Council to review leadership qualities, management style, the above documents. and organizational priorities will be determined. A survey is provided to all Result: Training and Experience Rating interviewees prior to the meetings. Form to score application materials. Result: A Profile describing the community, the organization, and the position with specific reference to background and experience, management capability and the development of community priorities for the person to deal with the first six to 12 months in the position. This is used as a consensus builder among the hiring authority and as a recruiting toot for candidates. Advertising Council approves Profile which is then Advertisements are run in local and put into a recruiting format. newspaper, minority newspapers, Recruiting Announcements are run in professional metropolitan newspapers, and trade trade journals. Research of similar magazines and the ad is mailed to 57 organizations produces a list of potential metropolitan cities. Mailing of candidates and sources of candidates. application materials is sent to each Recruiting process involves personal respondent. All applications are scored telephone calls. Profiles are mailed as a and ranked according to the Rating recruiting and informational tool to Form. potential candidates. Additional recruiting calls are made to targeted candidates to answer questions and encourage their application. The Brimeyer Group The League of Minnesota Cities Screening Candidates are initially screened against Consultant chooses five candidates for and the Profile. A broad list of top interviews by two panels - one consisting Report candidates are thoroughly interviewed - of Council, an undetermined City either face -to -face or through extensive Manager from the metro area, and the telephone interviews. In -depth consultant. The other panel is comprised evaluation covers experience, education, of Department Heads and, possibly, professional achievement, career Advisory Commissions who will provide objectives, suitability and specific technical ranking but offer no interest in the position. recommendations. A Progress Report will provide information on approximately 8 -10 candidates and will contain specific information on educational and work history, accomplishments, strengths and possible limitations. Report includes interview schedule. Report is reviewed with Council and interview schedule and compensation issues are agreed upon. Five finalists are selected for interview purposes. Comment: Of the positions we have filled in the last seven years, approximately 60 -70% have been with recruited candidates. Reference We will investigate the backgrounds of References on the 2 -3 finalist candidates Checking the finalist candidates through discreet will be checked by a member of the City telephone reference checks. It is our Council or the League consultant. A practice to speak directly with individuals questionnaire will be supplied to the who are, or have been, in positions to reference checker to request work related evaluate the candidates' job performance. information. We will verify the finalist candidates' credentials through an educational, criminal, and credit check. We will present our findings in a written report prior to the interviews. t The Brimeyer Croup The League of Minnesota Cities Reference We will investigate the backgrounds of References on the 2 -3 finalist candidates Checking the finalist candidates through discreet will be checked by a member of the City telephone reference checks. It is our Council or the League consultant. A practice to speak directly with individuals questionnaire will be supplied to the who are, or have been, in positions to reference checker to request work related evaluate the candidates' job performance. information. We will verify the finalist candidates' credentials through an educational, criminal, and credit check. We will present our findings in a written report prior to the interviews. Assessment We will administer the DISC Behavioral Not included. Management System designed to assess the candidates' style and identify the environment in which they operate most effectively. The City Council will learn how they could best manage and work effectively with each finalist candidate. They will gain insights into the strengths and weaknesses of the candidates and the likelihood of success. Interview Prior to the interviews we will provide Based on scoring and ranking, and the City Council with questions and Councilmembers will choose three Selection evaluation forms to be used in the candidates for second interviews. selection process. The interview Interviews will last one hour and be schedule will allow the candidates to get attended by consultant who may actively acquainted with the community and participate during interviews. community leaders and visit with the staff on an informal basis. A consultant will be present at each interview. After the interviews we will meet with the City Council to assist in determining the top candidate to the extent requested by the City. Compensation We will secure an acceptance from the The City Council will make the most desired individual. We will compensation offer and negotiate the recommend a compensation package package. calculated to attract the finalist and will participate in the final negotiations. Comment: It is our experience that by working through a third party intermediary the tension of negotiations is reduced ensuring a good first day working relationship. The Brimeyer Group The League of Minnesota Cities Other Services If requested by the City, The Brimeyer Not included. Group can act as spokesperson with the media in order to maintain the integrity of the selection process and to protect the confidentiality and privacy of the candidates who are not hired. We pay careful attention to all circumstances arising from a job chance including adjustments in compensation and benefits, spouse careers, real estate issues, relocation details, and general concerns that face a family considering a move. Lifestyles, personal values, and dual career households are factors that may influence a candidate's decision to change jobs and need to be addressed. After the candidate is employed, we will follow up with both the City Council and the candidate to insure a smooth transition and satisfactory completion of the assignment. We will make contact to assess the fit from both the City's and candidates points of view. In the event concerns have developed, through this follow -up contact potential problem issues can by identified early so that adjustments can be made. Performance If requested by the City Council, we Not included. Evaluation agree to assist the City and City Manager in developing a Work Program after a six month period which outlines the expectations of the City Council and the City Manager. The only cost incurred for this service will he out-of-pocket expenses. The Work Program will contain objectives for the City Manager to accomplish in the ensuing 12 -18 months. i The Brimeyer Group The League or Minnesota Cities Guarantee If the City utilizes the entire process as Not included. described, we offer an I8 month guarantee. Should the City determine it necessary to terminate the City Manager due to failure to adequately perform the duties as specified in the Profile and as represented by the process, we will refill the position at no additional fee and charge expenses only. Should there be substantial changes in the political situation at the City of Brooklyn Center and a decision is made to terminate the City Manager for reasons other than failure to perform the administrative duties as specified in the Position Profile, this guarantee is subject to negotiations between the City Council and The Brimeyer Group. The Brimeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Comparison of Search Services Offered By: The Brimeyer Group Executive Search and The League of Minnesota Cities (612) 945 -0246 fax (612) 945 -0102 The Brimeyer Group The League of Minnesota Cities Position Profile Meet individually with Council members, Meet with Councilmembers to determine or Department Heads, and key staff to education, skills, abilities, and experience Job Description gather information for the Position of candidate for the position and to Profile. discuss important issues specific to the city. Meet with selected members of the community on an individual basis or A job description, job advertisement, and through a public forum. interview questions are derived from information discussed at first meeting. From these meetings, experience, reporting relationships, personal and Consultant meets with Council to review leadership qualities, management style, the above documents. and organizational priorities will be determined. A survey is provided to all Result: Training and Experience Rating interviewees prior to the meetings. Form to score application materials. Result: A Profile describing the community, the organization, and the position with specific reference to background and experience, management capability and the development of community priorities for the person to deal with the first six to 12 months in the position. This is used as a consensus builder among the hiring authority and as a recruiting tool for candidates. Advertising Council approves Profile which is then Advertisements are run in local and put into a recruiting format. newspaper, minority newspapers, Recruiting Announcements are run in professional metropolitan newspapers, and trade trade journals. Research of similar magazines and the ad is mailed to 57 organizations produces a list of potential metropolitan cities. Mailing of candidates and sources of candidates. application materials is sent to each Recruiting process involves personal respondent. All applications are scored telephone calls. Profiles are mailed as a and ranked according to the Rating recruiting and informational tool to Form. potential candidates. Additional recruiting calls are made to targeted candidates to answer questions and encourage their application. The Brimever Group The League of Nlinnesota Cities Screening Candidates are initially screened against Consultant chooses five candidates for and the Profile. A broad list of top interviews by two panels - one consisting Report candidates are thoroughly interviewed - of Council, an undetermined City either face -to -face or through extensive Manager from the metro area, and the telephone interviews. In -depth consultant. The other panel is comprised evaluation covers experience, education, of Department Heads and, possibly, professional achievement, career Advisory Commissions who will provide objectives, suitability and specific technical ranking but offer no interest in the position. recommendations. A Progress Report will provide information on approximately 8 -10 candidates and will contain specific information on educational and work history, accomplishments, strengths and possible limitations. Report includes interview schedule. Report is reviewed with Council and interview schedule and compensation issues are agreed upon. Five finalists are selected for interview purposes. Comment: Of the positions we have filled in the last seven years. approximately 60 -70 % have been with recruited candidates. Reference We will investigate the backgrounds of References on the 2-3 finalist candidates Checking the finalist candidates through discreet will be checked by a member of the City telephone reference checks. It is our Council or the League consultant. A practice to speak directly with individuals questionnaire will be supplied to the who are, or have been, in positions to reference checker to request work related evaluate the candidates' job performance. information. We will verify the finalist candidates' credentials through an educational, criminal, and credit check. We will present our findings in a written report prior to the interviews. The Brimeyer Group The League of Minnesota Cities Assessment We will administer the DiSC Behavioral Not included. Management System designed to assess the candidates' style and identify the environment in which they operate most effectively. The City Council will learn how they could best manage and work effectively with each finalist candidate. They will gain insights into the strengths and weaknesses of the candidates and the likelihood of success. Interview Prior to the interviews we will provide Based on scoring and ranking, and the City Council with questions and Councilmembers will choose three Selection evaluation forms to be used in the candidates for second interviews. selection process. The interview Interviews will last one hour and be schedule will allow the candidates to get attended by consultant who may actively acquainted with the community and participate during interviews. community leaders and visit with the staff on an informal basis. A consultant will be present at each interview. After the interviews we will meet with the City Council to assist in determining the top candidate to the extent requested by the City. Compensation We will secure an acceptance from the The City Council will make the most desired individual. We will compensation offer and negotiate the recommend a compensation package package. calculated to attract the finalist and will participate in the final negotiations. Comment: It is our experience that by working through a third party intermediary the tension of negotiations is reduced ensuring a good first day working relationship. The Brimeyer Group The League or Minnesota Cities Other Services If requested by the City, The Brimeyer Not included. Group can act as spokesperson with the media in order to maintain the integrity of the selection process and to protect the confidentiality and privacy of the candidates who are not hired. We pay careful attention to all circumstances arising from a job chance including adjustments in compensation and benefits, spouse careers, real estate issues, relocation details, and general concerns that face a family considering a move. Lifestyles, personal values, and dual career households are factors that may influence a candidate's decision to change jobs and need to he addressed. After the candidate is employed, we will follow up with both the City Council and the candidate to insure a smooth transition and satisfactory completion of the assignment. We will make contact to assess the tit from both the City's and candidates points of view. In the event concerns have developed, through this follow -up contact potential problem issues can by identified early so that adjustments can be made. Performance If requested by the City Council, we Not included. Evaluation agree to assist the City and City Manager in developing a Work Program after a six month period which outlines the expectations of the City Council and the City Manager. The only cost incurred for this service will be out -of- pocket expenses. The Work Program will contain objectives for the City Manager to accomplish in the ensuing 12 -18 months. The Brimever Group The League of Minnesota Cities Guarantee If the City utilizes the entire process as Not included. described, we offer an 18 month guarantee. Should the City determine it necessary to terminate the City Manager due to failure to adequately perform the duties as specified in the Profile and as represented by the process, we will refill the position at no additional fee and charge expenses only. Should there be substantial changes in the political situation at the City of Brooklyn Center and a decision is made to terminate the City Manager for reasons other than failure to perform the administrative duties as specified in the Position Profile, this guarantee is subject to negotiations between the City Council and The Brimeyer Group. c i t PROPOSAL City of Brooklyn Center City Manager The Brlmeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS PROPOSAL City of Brooklyn Center City Manager Tab I. Transmittal Letter Tab II. Proposal for City Manager Search Search Timetable Tab III. Biographies Tab IV. Client List Tab V. References The Brimeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 June 5, 1995 Attn: Ms. Nancy Gohman Mayor Myrna Kragness Members of the City Council City of Brooklyn Center 6301 Shingle Creek Pkwy. Brooklyn Center, MN 55430 Dear Mayor and City Council: Thank you for inviting The Brimever Group, Inc. to assist the City of Brooklyn Center as a consultant in the search for a City Manager. Our firm and the staff working on this project are well qualified to assist you in making this most important decision. Our success in executive search, particularly the public sector, will serve you well. Responsibility for the search will be under the direction of James Brimeyer assisted by the staff at The Brimeyer Group. Jim has twenty years experience in public sector management and has been involved in executive search since July, 1988. Biographies have been provided as well as a list of references and a client list for The Brimeyer Group. We very much look forward to working with the City in what must be considered a most challenging and exciting effort. Very truly yours, James Brimeyer President (612) 945 -0246 tax (612) 945 -0102 i I. City Manager of the City of Brooklyn Center, Minnesota A PROPOSAL SUBMITTED BY: THE BRIMEYER GROUP, INC. EXECUTIVE SEARCH CONSULTANTS 904 MAINSTREET, #205 HOPKINS, MN 55343 June 5, 199 n L� �i City of Brooklyn Center Page One Introduction The Brimeyer Group, Inc. assists clients in the search for and selection of professionals who exceed client expectations. Our work is primarily in the public sector assisting boards, councils, and commissions in hiring top management positions. We see our role as an extension of your human resource efforts. We're committed to working together with our clients to complete critical staffing assignments using a process which has proven to be thorough and successful. Through performance, we're striving to earn a reputation that places us at the top of our profession. ADVANTAGES OF SELECTING THE BRINIEYER GROUP A. The Brimeyer Group, Inc. has extensive experience in identifying and recruiting public officials for cities, counties, associations, and semi - public agencies. B. The Brimeyer Group, Inc. is committed to accurately portraying all candidates to the City so that the City's satisfaction may be assured. C. The Brimeyer Group, Inc. is likewise committed to accurately portraying the position to the candidates to prevent unrealistic expectations. D. The Brimeyer Group, Inc. will maintain continual contact with the client throughout the search. We will also keep the candidates informed as the search progresses. E. Our approach to executive search involves the client playing an active role in the process. The client is always the final authority in the evaluation and selection of candidates. We make every effort to promote maximum client input throughout the entire process and in addition to our milestone meetings with the client, we will provide periodic updates. F. Our experience in public sector management and executive search coupled with our knowledge of viable candidates ensure the best possible pool of candidates. G. The Brimeyer Group will develop, at no extra charge, a Work Program for the successful candidate which outlines the expectations of the City and the City Manager. H. Research Staff and support personnel are assigned to each engagement on an "as needed" basis making the search the most cost effective. City of Brooklyn Center Page Two Consultant James L. Brimeyer Jim has twenty years of experience in public sector management and has been involved in executive search since July, 1988. Mr. Brimeyer served in public administration in four cities, three as City Manager, including his last position in St. Louis Park, Minnesota (pop. 4,000), with a budget of $28 million and 230 employees. He also served in Worthington, Ohio, and Wood Dale, Illinois. He began his career as Assistant City Manager in Park Ridge, Illinois, after obtaining a master's degree in Public Administration from Northern Illinois University. His bachelor's degree is from Loras College in Dubuque, Iowa. Mr. Brimeyer has concentrated his efforts in public sector recruiting at the top management and mid - management levels. He also performs executive search for private sector organizations that have a relationship with municipalities, counties, and other public sector agencies. He has acted as a facilitator for strategic planning and goal setting activities for several organizations, at both policy- making and administrative staff levels. Mr. Brimeyer is past President of the Ohio City Management Association. He belongs to the International City Management Association, the Metropolitan Area Management Association, the Minnesota City Management Association, the National Forum for Black Public Administrators, and the Minnesota Municipal Utilities Association. He is active in the TwinWest Chamber of Commerce. He is Past President of the St. Louis Park Rotary and serves on the Rotary Foundation Board. Mr. Brimeyer is an adjunct faculty member in the Graduate School of Public Administration at Hamline University. The Search Process We anticipate the search for the City Manager for the City of Brooklyn Center will take from three to four months (90 to 120 days) from the time we are retained to the time the City Council makes an offer. This is somewhat dependent on the ability to place announcements in the appropriate professional and trade publications, the time required to screen candidates, and the availability of the City Council to review consultant reports and conduct final interviews. We have prepared a preliminary timetable which corresponds to the various steps in the process. After further discussions with the Citv Council we will refine the timetable and develop a target date for the reporting of the new Citv Manager. Conducting a search involves a process that can have far - reaching ramifications for the success or failure of an organization. To insure success, we will use the following process: City of Brooklyn Center Page Three PHASE I Position Profile A highly successful search begins with a thorough definition and agreement by the City on each aspect of the position to be filled. During this initial phase our consultants will meet with the City Council, Department Heads, and key staff to learn more about your goals and objectives. Critical factors to be determined include position responsibility and authority; reporting relationships, educational and experience requirements; personal and leadership qualities; management style, and organizational priorities. The listing of priorities serves a two -fold purpose: It assists the hiring authority in developing a consensus on what is important for the organization and it alerts potential candidates to the important issues of the organization. Of equal importance to the success of the search is identifying the community priorities and environment in which the City Manager must function. We would expect to meet with selected representatives from the community to further assess the climate within which the selected candidate will most effectively perform. This may be accomplished through individual interviews or through a public forum. Prior to our meetings we will supply an Ideal Candidate Profile Survev to assist the interviewees in assembling their ideas on what should be included in the Position Profile. This survey may be modified and approved prior to distribution to participating individuals. As a result of the meetings we will reach an understanding of the critical specifications of the position and we will draft a Position Profile. A great deal of emphasis is placed on the agreement of this analysis. Without this information, it is difficult to determine how potential candidates will affect the City's plans and organizational team. The final Position Profile becomes the document against which we evaluate prospective candidates. PHASE II Recruit Candidates and Place Announcements After the Profile is approved, we will conduct a comprehensive program to contact candidates and determine sources of candidates. In addition to announcing the position in the appropriate professional and trade journals, we will identify potential candidates through personal contacts with public sector professionals and other members of similar organizations. In addition, we will use our research staff to identify comparable organizations from which key individuals can be contacted. Often we are able to identify candidates from similar assignments who may be appropriate for the position. We will directly recruit specific individuals with established patterns of talent, stability, and success. City of Brooklyn Center Page Four Review Resumes and Screen Candidates Numerous prospects will be screened against the Position Profile. From these individuals we will compile a broad list of prospects for the job. An initial confidential telephone contact will be made to promising candidates to determine their suitability and interest. Progress Report After our research and sourcing is completed, several qualified candidates emerge for evaluation and comparison. Thorough, intensive, one -on -one interviews will be conducted with the leading candidates by our staff. Our in -depth evaluation and appraisal techniques will cover issues such as work experience, education, professional development and achievement, career objectives, accomplishments, suitability, and specific interest in the City of Brooklyn Center position. Following the screening and evaluation, we will prepare a Progress Report which will provide information on 10 -12 candidates who have been judged to meet or exceed the requirements of the position. This Progress Report will provide specific information on the individual's educational and work history; accomplishments and growth potential; strengths and possible limitations. We will personally deliver and review these reports with the City Council. On the basis of this review, 4 -6 candidates will be selected for further consideration. At this time we will propose a schedule for interviewing the candidates. PHASE III Background Checks Prior to the interviews, we will investigate the backgrounds of the most promising candidates through discreet telephone and personal reference checks. We will talk with peers and former associates of these prime candidates. It is our practice to speak directly with individuals who are, or have been, in positions to evaluate the candidates' job performance. We will verify the finalist candidates' credentials through an educational, criminal, and credit check. Assessment (optional) The Brimeyer Group has the authorization and the ability to administer an assessment tool entitled "The DISC Behavioral Management System" designed to assist individuals in understanding their style and to assess the environment in which they operate most effectively. The finalist candidates will be provided with a questionnaire from which an extensive computer report is generated. The report is very specific and covers the following areas: Internal motivation; self- management strategies; and identification and management of conflict. The City Council will learn how they could best manage and work effectively with each finalist candidate. Thev will gain insights into the strengths and weaknesses of the candidates and the likelihood of success for each final candidate before hiring. Candidate assessment is available at the option of the City Council. v City of Brooklyn Center Page Five Client Interview and Selection Process The interview schedule will allow the candidates to get acquainted with the community and community leaders and visit with the staff on an informal basis. We culminate the process with individual and group interviews. Prior to the interviews we will provide the City Council with some helpful material on interviewing techniques and will discuss the proposed procedures to be used in the selection process including an evaluation form and a list of questions for possible use by the interviewers. Extensive material including background and reference checks will be provided on each candidate prior to the interview. If possible, all interviews will be scheduled within a period of one to two days depending upon the desire of the City Council. A consultant will be present at each interview. Selection After the interviews we will meet with the City Council to review the individual ratings and assist in determining the top candidate. The consultant will assist in this process to the extent requested by the City. We take responsibility for notifying all unsuccessful candidates at each stage of the process. Negotiating Compensation Package The Brimeyer Group, Inc. will take great care that the City of Brooklyn Center secures an acceptance from the most desired individual. We will recommend a compensation package calculated to attract the finalist and will participate in the final negotiations. If any concerns arise in the final hour, by working as a third -party intermediary we can resolve important details of the offer which may have significant bearing on its final acceptance or rejection. Additional Services A. If requested by the City, The Brimeyer Group, Inc. can act as a spokesperson with the media, when appropriate, in order to maintain the integrity of the selection process as well as to protect the confidentiality and privacy of the candidates who are not hired. B. We pay careful attention to all circumstances arising from a job change including adjustments in compensation and benefits, spouse careers, real estate issues, relocation details, and general concerns that face a family considering a move. Lifestyles, personal values, and dual career households are factors that may influence an individual's decision to change jobs and need to be addressed. C. After the candidate is employed, we will follow up with both the City Council and the candidate to insure a smooth transition and satisfactory completion of the assignment. We will make contact to assess the fit from both the City s and the candidate's points of view. In the unlikely event that unexpected concerns have developed, this follow -up contact is intended to identify potential issues early so that adjustments can he made, if necessary. City of Brooklyn Center Page Six Work Program (Perfonnance Evaluation) If requested by the City Council, we agree to assist the City and the City Manager in developing a Work Program after a six -month period which outlines the expectations of the City Council and the City Manager. The only cost incurred for this service will be out -of- pocket expenses. The Work Program will contain objectives for the City Manager to accomplish in the ensuing 12 -18 months. Guarantee If the City utilizes the entire process, Phase I, Phase II, and Phase I11, as described, The Brimeyer Group offers an 18 -month guarantee on the effectiveness of the City Manager. Should the City determine it necessary to terminate the City Manager due to failure to adequately perform the duties as specified in the Profile and as represented by the process, we will refill the position at no additional fee and will charge expenses only. We offer this assurance because of our confidence in the thoroughness and accuracy of the process. Should there be substantial changes in the political situation at City of Brooklyn Center and a decision is made to terminate the City Manager for reasons other than failure to perform the administrative duties as specified in the Position Profile, this guarantee is subject to negotiations between the City Council and The Brimeyer Group. Costs FEE FOR SERVICE To complete the entire assignment, we propose a flat fee of $12,500. The fee includes the following services: Phase I Meet with City Council, Department Heads. and key staff Meet with selected representatives from the community Develop f h p the Position Profile Draft Position Profile Present Profile for approval City of Brooklyn Center Page Seven Phase II Direct Recruiting Contact Sources Place announcements Screen and evaluate candidates Prepare and present Progress Report Phase III Back - round /reference checks Administer assessment instrument Schedule and coordinate candidates' interviews with the City Participate in interviews Develop compensation package Participate in negotiations Counseling Develop Work Program (six months after employment) EXPENSES The Brimeyer Group, Inc. will bill expenses directly related to the assignment with the City Council's prior approval. Necessary expenses include travel, meals and lodging; long distance telephone; printing; credential verifications; Courier service; administrative expenses; and the cost of placing announcements. Based on our experience, our expenses would range from $1,500 to $2,500. This estimate does not include any costs associated with candidates' expenses for the final interview. PAYNIENT Our payment policy on searches is one -third of the fee due upon signing this agreement; one - third after presentation of the Progress Report; and the balance due 10 days after the search has successfully been completed, whether the agreement is oral or written. In the event the City terminates this agreement during the search we will retain the progress payments to that point. � es L. Brimeyer Date President The Brimeyer Group, Inc. Mayor Myrna Kragness Date City of Brooklyn Center City of Brooklyn Center City Manager Suggested Timetable 6/12/95 Authorize to Proceed 6/13 to 6/28/95 Gather Information for Profile Draft Profile 7/3/95 Place Announcements 7/10/95 Approve Profile 7/10 to 8/11/95 Recruit candidates 8/11/95 Deadline for Applications 8/1 to 8/25/95 Review, screen candidates 9/5/95 Progress Report Reduce number of candidates from 10 -12 to 4 -5 9/6 to 9/20/95 Check references, verify credentials 9/23 and 9/24/95 Interviews, Selection 10/30/95 Start Date The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet James L. Brimeyer Suite 205 President Hopkins, MN 55343 After twenty years in public sector management, Jim Brimeyer began his career in Executive Search in July, 1988. He has conducted executive search assignments for City Managers, City Administrators, and senior level management positions, and has worked with non - profit organizations, semi - public agencies and private sector companies that have a relationship with municipalities, counties and other public sector agencies. Some representative examples of searches include: • City of Minneapolis, City Coordinator and Budget Director • North Suburban Cable Commission and Access Corporation, Executive Director • Becker County, County Coordinator • Cold Weather Resource Center, Executive Director • Centennial Fire District, Fire Chief • City of Hopkins, City Manager • Regional Transit Board - Twin Cities, Manager of Light Rail Transit Development • City of St. Louis Park, Community Development Director • City of Luverne, City Administrator • City of Minnetonka, City Engineer • Environmental Consulting Firm, Director of Engineering • Public Finance Leasing Firm, Senior Account Manager • Optical Lens Manufacturing Co., Production Manager and Director Sales /Marketing • Sign Manufacturing Co., Senior Design Engineer • City of Austin, Finance Director In addition to the executive search assignments, Jim is also available to serve as a facilitator for strategic planning, team building and goal setting activities at both a policy making and administrative staff level. He has acted in this capacity for both public and private sector organizations. Jim is an Adjunct Faculty Member at Hamline University Graduate School where he teaches a graduate level course entitled "Administering Local Government." Recently, he was invited by ICMA to write an article for PM Magazine on Council /Manager Relations. Previously, Jim served four cities: three as a City Manager including his last position as City Manager of St. Louis Park, Minnesota (population 45,000), with a budget of $28 million and 230 employees. He also served in Worthington, Ohio and Wooddale, Illinois. He began his career as Assistant City Manager in Park Ridge, Illinois after obtaining a Master's Degree in Public Administration from Northern Illinois University. He received a B.A. Degree from Loras College in Dubuque, Iowa. Jim is a member of the International City Management Association, the Minnesota City Management Association, the National Forum for Black Public Administrators, and the Minnesota Municipal Utilities Association. He is active in community activities including the TwinWest Chamber of Commerce and is Past - President of the St. Louis Park Rotary Club and the St. Louis Park Rotary Foundation. He serves on the Boards of two Twin Cities -based companies. (612) 945 -0246 fax (612) 945 -0102 The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Robert W. Schaefer Associate Bob Schaefer joined The Brimever Group, Inc. in 1992 after serving as City Administrator of Inver Grove Heights, Minnesota for 20 years. His career in municipal government spans all areas of management responsibility making him uniquely suited to provide consulting services to our clientele. Bob received his undergraduate degree from the College of St. Thomas and his M.A. in Public Administration from the University of Minnesota. He began his career as an Administrative Intern in the City of Hopkins; served as Administrative Assistant in Bloomington and Richfield and became Village Manager for New Brighton in 1964, where he served until beginning his tenure in 1972 in Inver Grove Heights. Since joining The Brimeyer Group, Inc., Bob has assisted in numerous executive search assignments including: * Carroll, Iowa - City Manager * Minnetonka, MN - Operations and Maintenance Director and City Engineer * Chisago County - Administrator * Becker County - Administrator * Albert Lea, MN - Waste Water Treatment Plant Manager * Roseville, MN - Assistant Public Works Director * Senior Engineer - Twin Cities en,ineering consulting firm * St. Louis Park - Director of Public Works /City Engineer and Community Development Director Throughout his career. Bob has been active in professional associations and served as President of the Metropolitan Area Managers Association, President of the Minnesota State Managers Association and as a member of the International City Managers Association Planning Committee. He is a frequent lecturer on issues of planning and zoning at Inver Hills Community College and gives presentations at continuing education seminars for members of law firms on variances and special use permits. Bob's breadth of experience as an educator, municipal manager and professional association leader proves valuable to The Brimeyer Group, Inc. (612) 945 -0246 fax (612) 945 -0102 The BrlmeyTer Group, Inc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Hopkins, MN 55343 Pamela A. Wunderlich Associate Ms. Wunderlich joined The Brimeyer Group, Inc. at the company founding in 1991 after serving for over fourteen _years in an administrative capacity for a nationally - recognized, locally -based executive search firm. Since joining the group she has contributed to the success of executive search engagements through proposal and report preparation; Position Profile preparation; candidate screening and interviews; and background and reference checks. Particularly adept at the recruitment of candidates for small Cit_v Manager and Administrator positions, she has played an important role in the following recent assignments: * Sandstone, Clerk /Administrator * Luverne, City Manager * Prior Lake, City Manager * Pipestone, City Manager * Webster City, Iowa, City Manager * Carroll, Iowa, City Manager * Marshall, City Administrator * Sheldon, Iowa, City Manager * St. Anthony, City Manager In addition to her extensive experience in each phase of the executive search process, Pamela holds full responsibility for seeing that all administrative support needs of the company are met. (612) 945 -0246 fax (612) 945 -0102 The Brlmeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet Suite 205 Partial Listing of Assignments Hopkins, MN 55343 CITY AND COUNTY MANAGERS /ADMINISTRATORS City Manager - Roseville, MN (pop. 36,000) City Administrator - Lakeville, MN (pop. 23,000) City Manager - New Brighton, MN (pop. 24,000) City Administrator - Hastings, MN (pop. 1,000) City Administrator - Cottage Grove, MN (pop. 24,000) City Manager - St. James, MN (pop. 5,000) City Manager - Brooklyn Park, MN (pop. 60,000) City Administrator - Little Canada, MN (pop. 10,000) City Manager - Hopkins, MN (pop. 16,000) City Manager - Bemidji, MN (pop. 24,000) City Administrator - Hibbing, MN (pop. 20,000) City Administrator - Hermantown, MN (pop. 7.000) Clerk /Administrator - Mounds View, MN (pop. 12,000) City Administrator - Orono, MN (pop. 7,000) City Administrator - South St. Paul, MN (pop. 24,000) Village Manager - Village of Hazel Crest, Illinois (pop. 1,000) City Administrator - Austin, MN (pop. 22,000) City Administrator - Hugo, MN (pop. 5,000) City Manager - Robbinsdale, MN (pop. 1,000) City Manager - Benson, MN (pop. 3,00) City Administrator - Becker, MN (pop. 1,000) City Administrator - Arden Hills, MN (pop. 10,000) City Administrator - Sandstone, MN (pop. 2,000) County Administrator - Chisago County, MN City Manager - Prior Lake, MN (pop. 12,000) City Administrator - Luverne, MN (pop. 4,400) City Manager - Columbia Heights. MN (pop. 19,000) City Manager - Webster City, IA (pop. 8,600) City Coordinator - Minneapolis, MN (pop 370.000) County Coordinator - Becker County, MN (pop. 28,000) City Administrator - City of Pipestone, MN (4,500) City Administrator - City of Marshall, MN (pop. 12,000) City Administrator - City of Oak Park Heights (pop. 3,700) City Administrator - City of Rosemount, MN (pop. 10,000) City Manager - City of St Anthony, MN (pop. 8,000) City Manager - City of Carroll. IA (pop. 8,000) City Administrator - City of Savage, MN (pop. 12,000) City Manager - City of Sheldon, IA (pop. 5.000) City Administrator - City of Emmetsburg, IA (pop. 4,000) (612) 945 -0246 fax (612) 945 -0102 DEPARTMENT HEADS Finance Director - Minneapolis (pop. 370.000) Director of Community Development - Cottage Grove (pop. 24,000) Coordinator of Utilities - Luverne (pop. 5.000) Finance Director - Cottage Grove (pop. 24,000) Fire Chief - Centennial Fire District Public Works /Utilities Supervisor - Proctor Police Chief - City of Orono (pop. 7,000) Finance Director - Crystal (pop. 23,000) City Assessor - Minnetonka (pop. 48,370) Quality Coordinator - Minneapolis (pop. 368,400) Assistant Director of Public Works - Roseville (pop. 33,400) Public Works Superintendent - New Hope (pop. 21,800) Community Development Director - Roseville (pop. 33,400) Budget Director - City of Minneapolis Community Development Director - Eagan (pop. 47,000) Superintendent Wastewater Treatment - Albert Lea (pop. 18,000) Public Works Operating and Maintenance Director - Minnetonka Public Works Director /Gifu Engineer Savage o 1.000 .. (pop. ) Finance Director - Austin City Engineer - Minnetonka Community Development Director and Public Works Dir /Eng ineer - St. Louis Park, MN Public Works Director - City of Hopkins (pop. 16,000) Community Development Director - City of Fairmont (pop. 12,000) NON - PROFIT Executive Director - Urban Concerns Workshops Executive Director - Minnesota State Council on Disability Executive Director - Local Government Information Systems Manager, LRT Development - Regional Transit Board - Twin Cities Executive Director - Cold Weather Resource Center Executive Director - Minnesota Chiefs of Police Association Executive Director - North Suburban Cable Commission and Access Corp. Executive Director - League of Minnesota Cities Executive Director - Family Violence Network Executive Director - Southwest Minnesota Initiative Fund Executive Director - PossAbilities of Southern Minnesota PRIVATE SECTOR COO - s portin g g Dods manufacturer �In Senior Account Manager - government leasing corporation Director, Sales and Marketing and Production Manager - optical lens company Senior Design Engineer and Production Manager - sign manufacturing company Transportation Engineer - engineering consulting firm Urban Planner - engineering consulting firm Senior Engineer - engineering consulting firm Manager of Administrative Services - architectural firm Senior Associate - engineerina consultin, firm I The Brlmeyer Group,lnc. EXECUTIVE SEARCH CONSULTANTS 904 Mainstreet References suite 205 James L. Brimeyer Hopkins, MN 55343 DBL Labs, Inc. Southwest Minnesota P.O. Box 280 Initiative Fund St. Joseph, MN 56374 Berdette Schoep, Board Chairman Jerry Hirshfeld, President Clarkfield, MN (612) 363 -7211 (612) 669 -7544 City of Prior Lake City of Minneapolis 4629 Dakota St. SE 350 S. Fifth St. Prior Lake, MN 55372 Minneapolis, MN 55415 Lydia Andren, Mayor Sharon Sayler Belton, Mayor (612) 447 -4230 (612) 673 -2100 BWBR Architects Citv of Carroll 400 Sibley St., ;'#500 112 E. 5th St. St. Paul, MN 55101 Carroll, Iowa 51401 C. Jay Sleiter, President Tom Gronstal, Mayor (612) 222 -3701 (712) 792 -3567 City of Sheldon Mr. Dennis Cusick 416 Ninth St. President, Family Violence Network Sheldon, IA 51201 Chief of Police, City of Cottage Grove Marvin Uittenbogaard, Mayor (612) 458 -2800 (712) 324 -2033 League of Minnesota Cities City of New Brighton 3490 Lexington Ave. N. 803 5th Ave. NW St. Paul_, MN 55126 New Brighton, MN 55112 Charles Winkelman, President Bob Benke, Mayor (612) 490 -5600 (612) 296 -3469 RLK Associates, Ltd. City of Luverne Engineers, Landscape Architects, P.O. Box 348 and Planners Luverne, MN 56156 922 Mainstreet William Weber, Mayor Hopkins, MN 55416 (507) 283 -4859 Richard L. Koppy, President (612) 933 -0972 (612) 945 -0246 fax (612) 945 -0102 Lou Ann Huberty 501 Lawler Street Emmetsburg, Iowa 50536 May 5, 1995 The Brimeyer Group, Inc. Attn: Jim Brimeyer 904 Mainstreet, Suite 205 Hopkins, Mn. 55343 Dear Jim: On behalf of the City Council of Emmetsburg, I would like to thank you for a "grueling" weekend in the search for our new city administrator. The quality and quantity of choices you gave us were without a doubt far more superior than anyone we could have come up with thru advertising, etc. Your company made it possible for us to accomplish the task at hand with minimal amount of time and energy expended on our part; however, it quickly became apparent throughout the process how much time and energy your company put into our search. Thank you once again; and, we feel proud that we can recommend your firm to other boards or cities should the need arise. Sic ly, �u Ann Huberty Councilman at Large O� PRIOR NES February 9, 1993 Mr. Jim Brimeyer The Brimeyer Group, Inc. One Tenth v A enue South Hopkins, MN 55343 Dear Jim, I want to let you know how pleased I was with the service provided by the Brimeyer Group. Selecting a Manager is one of the more difficult and important decisions a City Council can make. Thanks to your professional service, this responsibility was easier and even enjoyable. The step by step process was thorough, efficient, and as you predicted, ultimately led the Council to unanimously select the individual most suited to serve Prior Lake. w T o elements of the selection process I found particularly helpful were: (1) identifying and fine tuning the professional characteristics the Council wanted a new Manager to have; and, (2) your expert assistance in negotiating a fair contract after the candidate had been chosen. What I personally find most satisfying is the confidence I have in the Council's decision. It has enabled the City Council and Manager to begin our professional relationship on a positive and upbeat note. I attribute this to the Brimeyer Group. Please feel free to use me as a reference for future jobs. Sincerely, Ly is Andren Mayor LA:db 4629 Dakota St. S.E., Prior Lake, Minnesota 5537 2 i Ph. (612) 447 -4230 ! Fax (612) 447 -4246 City of Austin A ZT T Im N Austin, Minnesota 55912 -3773 500 Fourth Avenue N.E. lim py W I I — DI M 507- 437 -7671 December 12, 1994 Mr. Jim Brimeyer, President The Brimeyer Group, Inc. 904 Main Street, Suite 205 Hopkins, Minnesota 55343 Re: Finance Director Search Dear Jim: The search for a Finance Director for the City of Austin has concluded with an offer to, and acceptance by, Daryl Sulander. We were very pleased with the candidates your search brought us. The three finalists were well qualified and presented themselves in a professional manner. On behalf of the Mayor, City Council and staff, I wish to extend our thanks to you and your staff for the prompt, quality service you provided us in spite of our tight recruitment schedule. Together we accomplished a professional recruitment process with excellent results. S erely, C Patrick E. McGarvey City Administrator PEM: cah cc: Mayor and Council Katie Losness - Larson AliSTIN 'Gf� �':, A MINNESOTA STAR CITY EXECUTIVE RECRUITMENT SERVICES CITY MANAGER CITY OF BROOKLYN .CENTER i� f 1 EXECUTE RECRUITMENT' IV SERVICES CITY MANAGER CITY OF BROOKLYN .CENTER California Office: 5715 Marconi Ave., Suite A / Carmichael, CA 95608 / (916) 485 -8102 I Y DAVID M. GRIFFITH & ASSOCIATES. LTD. Professional Services for the Public Sector 5715 Marconi Avenue, Suite A Carmichael, California 95608 DMG 916.485.8102 Fax:916.485.0111 June 6, 1995 Ms. Nancy Gohman Assistant City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 Dear Ms. Gohman: Thank you for inviting David M. Griffith & Associates, Ltd. (DMG) to submit a proposal to conduct the recruitment for the new City Manager. The enclosed proposal contains information about the search process, the project budget, and the qualifications of the firm and our executive recruitment staff. Also enclosed is a listing of past recruitment clients and a sample recruitment brochure. DMG, established in 1976, with offices in 30 cities across the country, is uniquely qualified to assist you on this assignment. Our recruiters are the recognized leaders in the field of executive search. Specializing in local government recruitment, we bring the experience gained from handling over 300 searches on behalf of cities, counties, and special districts. With respect to this important assignment you should know: • DMG has extensive experience in recruiting city managers throughout the nation, including recent searches for the Cities of Bay City and Essexville, Michigan; City of Portage, Wisconsin; City of Corvallis, Oregon; City of Longmont, Colorado; City of Selma, California and the City of Park City, Utah. Mike Casey would take the lead on the recruitment for City Manager. Mr. Casey has over 25 years' experience in local government management, consulting and executive search, a significant portion of it in the upper Midwest. • DMG is the leading consulting firm for public sector agencies. Our staff has extensive contact with local government professionals throughout the nation, which helps us identify outstanding candidates. Ms. Nancv Gohman Assistant City Manao er Ciry or Brooklyn Center Page 2 Many search firms will suggest that they are the leader in the field. At DMG, we believe the proof is our record of success with past clients. Over fifty percent of the search work completed by our staff is repeat business. Past clients tell our story best. We have included names and phone numbers of individuals who can verify the quality of our work. Again, thank you for inviting us to submit a proposal to assist in the recruitment of the Citv Manager. Should you have any questions or require additional information, please feel free to call me or Mike Casey in our Sacramento office at (916) 485 -8102. Sincerely, 6-� L'i Robert W. Murray Vice President Executive Recruitment Services EXECUTIVE SUMMARY APPROACH TO THE RECRUITMENT • Define the position and develop candidate profile • Design and execute advertising campaign • Conduct aggressive candidate outreach • Carefully screen all resumes • Interview most qualified candidates • Conduct thorough reference checks • Facilitate the selection process • Assist in employment negotiations • Handle all correspondence • Provide frequent status reports. RECRUITMENT STAFFLNNG • Mike Casev, Senior Manager, will take the lead responsibility for this important assignment. Mr. Casey has more than 25 years' experience in local government management, consulting and executive search. • He will be assisted on the project as needed by Felice Houston. Ms. Houston's areas of expertise include candidate sourcing and reference inquiries, among others. FEES ANNA EXPENSES • Fixed professional fee of 511,500. • Reimbursement of out -of- pocket expenses not to exceed 55,500. DAVID M. GRIFFITH & ASSOCIATES • Recruiters recognized as leaders in the field • Laraest local government consulting practice in the United States • Hundreds of related projects • Immediately available. TABLE OF CONTENTS Approach and Objectives 1 Approach to the Recruitment Objectives The Recruitment Process 2 Key Steps Optional Services 5 Assessment Centers Psychological Assessment Salary Surveys and Job Classification Spousal Placement Summary and Guarantee 6 Professional Fees, Expenses, and Timing 7 Executive Recruitment Staff S Client References 13 David '.M. Griffith & Associates, Ltd. 13 App endix - Past Clients APP.R OA CH AND OBJECTIVES APPROACH TO THE RECRUIT'NI ENT DMG recognizes that each of our clients is unique. We understand that the mission, culture, and values of each organization we serve is different. As a result, each recruitment we undertake is designed to identify the specific expectations you have regarding the background and experience of the ideal candidate. The selection of a new City Manager will have a long -term impact on the City of Brooklvn Center. Our goal is to ensure that the recruitment respects the distinctive character of your organization and the community it serves. To that end, we have established specific objectives for the recruitment process and have refined an approach to executive search that has proven effective for hundreds of clients. OBJECTIVES In order to ensure that the recruitment serves the needs of the Council, we have designed a recruitment process specifically tailored to your needs and designed to meet the following broad objectives: • Identify the critical personal and professional attributes you seek in the new City Manager • Recruit individuals who meet or exceed the qualifications that have been established for the position • Conduct reference checks to verify the professional qualifications and background of each of the recommended finalists • Assess the strengths and weaknesses of the top candidates, through personal interviews and other screening techniques to ensure that the individuals who best meet your needs are recommended as finalists. City of Brooklvn Center 1 ding THE RECRUITMENT PROCESS KEY STEPS The recruitment process outlined below has been designed to recruit the most Qualified candidates for consideration for appointment as the City of Brooklyn Center's new City Manager. Step 1-- Develop Candidate Profile In order to develop the profile of the ideal candidate for City Manager, we will meet with the Citv Council, individually and as a group, and others in the community (if desired) to develop information regarding specific issues and opportunities facing the the City. The desired education, experience, and background of the sought -after candidate will be determined. We will also work with you to identify the management skills and style that are appropriate for the new City Manager. The discussions will result in a consensus- driven profile of the ideal candidate. The profile will guide all subsequent recruitment efforts. Step 2 -- Develop Advertising Campaign Based on the above discussions, an advertising campaign will be developed. Emphasis will be placed on reaching the target market and controlling costs. Professional publications, journals, and other sources will be used. Step 3 -- Candidate Recruiting One of the most critical steps in any recruitment is the effort expended to identify and recruit outstanding candidates. The focus of Mr. Casey's efforts will be on: • Developing a list of outstanding potential candidates through his network developed over several years • Use of Mr. Casey's and Ms. Houston's knowledge of quality candidates from past recruitments • Effective marketing of the position and the community to ensure quality candidates are attracted to the position. City o ' Brooklyn Center . f _ 2 ding In addition, a recruitment brochure will be developed on behalf of the City. The brochure will discuss the recruitment process, the requirements of the position, the organization, the community and the timing of the recruitment. The brochure will serve as the primary marketing tool in the recruitment. Step 4 -- Screen Resumes Resumes received on your behalf will be promptly acknowledged. Once the closing date for the recruitment has passed, resumes will be screened against the criteria identified by the City Council in our initial meetings. Candidates whose qualifications most closely match or exceed those identified in the recruitment profile will be invited to personal interviews. Step ; -- Personal Interviews Mr. Casey will personally interview the top 10 -20 candidates. The interviews will focus on an assessment of the candidate's skills, background, and experience. An assessment of the candidate's strengths and weaknesses will be made. In addition, candidates will be questioned regarding their motivation in seeking the position and their level of interest in relocating to Brooklyn Center if they live outside the area. Step 6 -- Conduct Detailed Reference Checks Following interviews, reference checks will be conducted. Each candidate will be subject to detailed professional reference checks. Not only will references provided by the candidate be contacted, but others in a position to know about the candidate will be sought out. These checks will be conducted in the strictest of confidence to ensure the honesty of comments received. The objective evaluation of candidates' professional qualifications will be emphasized. Step 7-- Recruitment Report Based upon the results of the proceeding steps, a detailed recruitment report will be prepared. The report will contain information about each of the recommended finalists including: • Current responsibilities • Community characteristics • Notable achievements • Manaaement style City of Brooklyn Center 3 ding Reference comments. In addition, the resumes of the top candidates and alternates will be presented. Of importance, the names and positions of all candidates will e p p tes b included for your review. A comprehensive rehensive briefs n on candid w' v' the candidates ill be provided the City Council P � p ctl on delivery of the report. Mr. Casey will recommend a specific group of candidates for final consideration. The City Council will select finalists. Step 3 -- Finalist Interviews Once finalists have been selected, we will work with you to develop a selection process that will ensure the fairness of the recruitment. Mr. Casey will notify finalists of their selection and work with your staff to arrange and schedule the final selection process. Interview materials will be prepared for your use including suggested questions and rating forms. Detailed information on each candidate will also be provided. In addition, Mr. Casey will be present to facilitate the process. Step 9-- Negotiation Assistance One of the most critical steps in the recruitment and selection of the next City Manager is negotiating compensation. Mr. Casey will be available to assist the City Council and act as their representative. Successful negotiations will ensure that the relationship starts on a positive note. Step 10 -- Complete Administrative Assistance Throughout the recruitment, Mr. Casey will provide the City Council with regular written status reports. In addition, we will keep candidates advised of the status of the recruitment; resumes will be acknowledeed and candidates notified of their selection as finalists. Attention to keeping everyone informed of the progress of the recruitment will do much to ensure its success. Ciry of Brookl.n Center 4 dm; OPTIONAL SERVICES Depending on the needs of the City, DMG can provide a number of optional recruitment services in addition to those outlined above. Those services include: • Goal Setting • Assessment Centers • Psychological Assessment • Salary Surveys and Job CIassification Analysis • Spousal Placement. Goal Setting -- Conducted by our staff and lasting one -half to one day, these sessions are an excellent method for communicating the employer's performance expectations for a specific period of time. They are most effective when conducted following the recruitment with the successful candidate in attendance. This option would cost an additional $1,000 plus expenses. Assessment Centers -- Assessment centers are a process employing group exercises designed to identify hose individuals who possess lea g fy ss dershi qualities, , manaement g leadership and specific technical abilities. They are an excellent tool in determining the communication and listening skills of individuals. Exercises are designed to simulate actual situations found on the job. Psychological Assessment - -The svcholo_ical evaluation of the to P, .. p candidate (contingent upon the offer of employment) can be arranged. The evaluation is conducted in confidence. Detailed information about personality, management style, and behavior under stress is conveyed in a detailed written repc~t. Salary Surveys and Job Classification— Salary surveys and job classification analysis are often prerequisites to a successful recruitment. DMG's Archer System is a fully automated job classification and compensation system. The most advanced system of its type, the Archer System can be used to support decisions in advance of undertaking a recruitment. Spousal Placement - -This service recognizes that candidates today are often the partners of working spouses. The difficulty of relocating is often exacerbated by the need of the spouse to find new employment. DMG's placement assistance includes introductions, advice, counseling, resume preparation, and networking. City of Brooklyn Center 5 dmg SUMMARY AND GUARANTEE DMG is proud of the track record of success achieved by our recruitment staff. The comprehensive recruitment process outlined within this proposal will result in the selection of the best possible candidate for the position of City Manager. In the unlikely event that none of the finalist candidates are chosen, we will continue the search on your behalf at no added cost beyond direct expenses. In addition, if within the first year of employment the City Manager either resigns or is dismissed for cause, we will conduct another search for direct expense only. There will be no charge for professional services. City of Brooklyn Center 6 dm, PROFESSIONAL FEES, EXPENSES, AND TIMING The project costs for professional services will be $11,00, plus reimbursement of actual out of pocket expenses for items such as placement of advertisements, printing, postage, clerical services, long distance telephone charges, and consultant travel. For this recruitment we will cap expenses at $5,500. DMG is sensitive to the pressures faced by local governments to contain costs. As such, we will work with you to ensure that the recruitment is conducted in a cost effective manner. Mr. Casey is prepared to proceed on this search immediately and can be available to meet with you within one week of our selection to conduct the search. We anticipate that we can confirm finalists within 60 to 90 gs. days of our initial meetings. ., Cily of Brooklyn Center 7 ding EXECUTIVE RECR UITAIEIVT STAFF ROBERT W. HURRAY VICE PRESIDENT Mr. Murray is a Vice President and Officer of the firm. As the Director of Executive Recruitment Services for DMG and has responsibility for the executive search practice nationally. He has more than 20 years of experience in local government management, consulting, and executive search. As the f='s senior recruiter, Mr. Murray personally conducts the most complex search assignments and is the firm's leading specialist in the recruitment of public executives. y Mr. Murray is experienced in conducting recruitments for large and small public agencies throughout the United States. In all assignments, Mr. Murray has had either full responsibility for the success of the project or has played a major role as a member of the consultant team. He has had particular experience conducting recruitment assignments in rapidly growing cities and utility districts. Representative past and present search assignments successfully undertaken by Mr. Murray are the following: 0 City Managers and similar chief executive positions for Anaheim and Fresno, California; Naples, Florida; Maricopa and Pima Counties, Arizona; Salem, Oregon; and Los Alamos County, New Mexico • Police Chiefs for cities of Sacramento, Pasadena, Fresno, Modesto, Inglewood, Chino, Rialto, San Diego, and Salinas, California; and Longview, Washington Water and wastewater utility executives, managers and professionals for the City of Tucson, Arizona; the San Diego County Water Authority: the City of Los Angeles, California; the East Bay Municipal Utility District and the Orange County Water District In addition to his experience as an executive recruiter, Mr. Murray has also designed and administered assessment centers for both public safety and general management position, and has been a featured speaker and panelist at numerous professional conferences, conventions and seminars. Prior to joining DMG, Mr. Murray was responsible for the Executive Search practice at Ralph Andersen and Associates. Prior to this, he served directly in city government. He was City Manager in Olympia. Washington, the state's Capital. He City of Brooklyn Center 8 dmg has also served as an Assistant City Manager, Assistant to the City Manager, and various positions in law enforcement. Mr. Murrav is a Graduate of the Universit of California at Berkelev, with graduate studies in Public Administration at California State University at Hayward. N LIKE CASEY SENIOR MANAGER Mr. Casey has more than 25 years experience in local government management, consulting and executive search. He has served six communities in five states in key management positions, three of them as the city or county manager. During that period, he was also very active within the professional association of city and county managers, serving as an officer at the state level and a member of the Executive board of the International City/County Management Association. As a consultant for another firm with a national practice, Mr. Casey provided management advice to corporations in the private sector and to a broad range of cities and counties, including Boston New Orleans, Las Vegas and San Diego and Fresno County on matters of critical P importance to their o erations, including executive P search. Mr. Casey is a graduate of Coe College and holds a Masters Degree in Public Administration from Pennsylvania State University, where he was the recipient of the Cappazola Fellowship. He is also a graduate of Harvard University's Executive Program for Senior State and Local Government Officials. DAVID DONALDSON SENIOR MANAGER Mr. Donaldson is assigned to the firm's executive search practice and conducts recruitments for local government managers, professionals, and executives throughout the United States. He has over nine years of executive search experience for clients throughout the country. Mr. Donaldson has successfully completed over 160 executive recruitments for a wide range of local government positions, including 30 City Managers and Chief Executive Officers for special districts. He has developed the firm's specialty practice areas in the fields of resort community management, redevelopment managers and airport executives. Prior to joining the search practice of DINIG, Mr. Donaldson worked for Ralph Andersen and Associates for nearly four years as an executive recruiting consultant. He also has prior experience with Korn/Ferry International, one of the world's largest search organizations. Cttn of Brooklyn Cutter 9 dmg Representative of the breadth and depth of Mr. Donaldson's experience are the following searches: • The recruitment of City Managers for such cities as San Antonio, Texas; Boulder, Colorado; and Park City, Utah • Recruitment of the Executive Director of the Port of Sacramento, California • Searches for airport executives for Metro -Dade County, Florida; Dayton, Ohio; and Washoe County (Reno), Nevada, as well as the Dallas -Fort Worth International Airport (with Korn/Ferry) and Eugene, Oregon Before beginning his career as an executive search consultant, Mr. Donaldson worked as an Assistant to the City Manager of a small community in Oregon. He is a Graduate of Ohio University and the recipient of a graduate fellowship and master's degree in Public Administration from the University of Oregon. BOBBI C. PECKHAM MANAGER Ms. Peckham is a Senior Consultant in the Sacramento office of DMG. She has over twelve years of public and private sector human resources, training, and staff development experience. Ms. Peckham's areas of experience and expertise include the design and implementation of targeted recruitment advertising campaigns, customized candidate sourcing, interviews and reference inquiries skills include administrative research and analysis, coordination or multiple project assignments and development of recruitment brochures and information materials. Ms. Peckham has managed, or assisted on, over 300 searches and related assignments. Representative of her past assignments are the following: • Project manager and lead recruiter on the recruitment of the Communications Manager, City of Redondo Beach; Citv Clerk and Public Works Director, City of San Luis Obispo; Finance Director. City of Union City; and Assistant Public Works Director, City of Redding. Project manager providing reference checking assistance in the recruitment of the Executive Directors for the Association of California Water Agencies and California Farm Water Coalition. • Member on the search team for the recruitment of City Managers for the cities of Lincoln, Newport Beach, South San Francisco, Campbell, and La Quinta, California. City of Brooklyn Center 10 dmg • Team member in the development of a new classification plan for the City of Las Vegas, Nevada. Participated in the analysis of job duties and related knowledge, skills, and abilities for all current positions within the City. Prior to joining DMG, Ms. Peckham was a member of the Executive Recruitment practice at Ralph Andersen & Associates for over five years. She also provided administrative support to the City Manager of Naperville, Illinois, as well as serving in the City -owned electrical utility. Ms. Peckham received a bachelor's degree in Or Behavior from the University of San Francisco. FELICE M. HOUSTON CONSULTAINT Ms. Houston is a consultant in Executive Recruitment Services for DMG. She acquired executive search experience in the private sector while working for Carter Hawley Hale Stores, Inc. Ms. Houston's areas of experience and expertise include reference inquires and candidate sourcing. Before beginning her career as an executive search consultant, Ms. Houston, worked for social service agencies in the Greater Los Angeles area. She also conducted a major research study assessing the health resources available to uninsured individuals in Los Angeles County. Ms. Houston received her bachelor's of science decree in Health Administration from Lanaston University and a master's decree in Public Administration from the University of Southern California where she was the recipient of a Dean's Merit Scholarship. City of BrookiDn Center 11 dmg i CLIENT REFERENCES At David M. Griffith & Associates, our best recommendation is from those clients for whom our executive recruitment staff have worked in the past. We encourage you to contact the individuals listed below. Client: City of Bay City, Michigan Position: City Manager Contact. Councilman Tom Locke (517) 894 -8146 Client. City of Essexville, Michigan Position: City Administrator Contact: Mayor John Freel (517) 893 -7192 Client: City of Portage, Wisconsin Position: City Administrator Contact. Councilman Jeff Grothman (608) 742 -2228 Client: City of Corvallis, Oregon Position: City Manager Contact. Mayor Charles Vars (503) 757 -6901 Client: City of Longmont, Colorado Position: City Manager Contact: Councilman Eric Doering (303) 651 -8609 Client. City of Selma, California Position: City Administrator Contact. Mayor Bob Kenyon (209) 896 -1064 Client: City of Park City, Utah Position: City Manager Contact. Mayor Brad Olchs (801) 645 -5000 City of Brooklyn Center 12 dm; DAVID M. GRIFFITH & ASSOCIATES, LTD DMG, founded in 1976, is recognized as the leading firm providing a broad range of management, financial, operational, and human resource consulting services to local and state governments. Our clients include 2,000 governments, universities, and other public sector, and not - for - profit organizations. DMG provides services to clients throughout the United States from the firm's central office in Chicago and regional offices located in Sacramento, California; Columbus, Ohio; Raleigh, North Carolina; and Harrisburg, Pennsylvania. In addition, the firm has local offices in 18 other cities and in Puerto Rico. Our staff of over 250 experienced consulting professionals, many of whom have prior government experience, is uniquely qualified to understand and serve government officials and managers. Consultants of DMG have been called upon to examine virtually every facet of local government operations. Revenue enhancement studies conducted by our staff have proven time and again worthwhile investments for our clients; typically resulting in an increase in revenues equal to twenty to thirty times our professional fees. Major public sector services in addition to executive recruitment include: • Revenue enhancement (cost allocation, fee determination, impact fee analysis) • Operations improvement • Disaster grants management • Human resources and personnel management. DINIG's commitment to its clients is to provide the best services available and nothing less. The quality of our services is evidenced by the fact that 70% of our business is from repeat clients. City of Brooklyn Center 13 dmg APPENDIX - PAST CLIENT'S CITY 1IANAGER/ADNIL - ISTRkT0R Park Cirv, UT Paso Robles, CA Anaheim, CA Pendleton, OR Apache Junction, AZ Pleasanton, CA Arcadia, CA Pomona, CA Bay City, MI Prescott, AZ Bell, CA Redding, CA Big Bear Lake, CA Roseburg, OR Blythe, C4 Salem, OR Boulder, CO San Antonio, TX Campbell, CA San Clemente, CA Carmel, CA San Gabriel, CA Casa Grande, AZ San Jose, CA Cathedral City, CA Selma, CA Coachella, CA South Pasadena, CA Commerce City, CO South San Francisco, CA Concord, CA Tracy, CA Coos Bay, OR Truckee, CA Corvallis, OR Westminster, CA Culver City, CA Wilsonville, OR Dana Point, CA Yucaipa, CA Estes Park, CO Fontana, CA Fresno, CA ASSISTANT CITY MANAGER! Grants Pass, OR ADMINISTRATOR Greenwood Village, CO Grover City, CA Brea, CA Hanford, CA Concord, C.4 Hawthorne, CA Fresno, CA Hemet, CA Hartford, CT Hesperia, CA Hemet, CA Indio, CA Huntington Beach, CA Irwindale, CA Indian Wells, CA Jackson, WY La Quinta, CA Lake Havasu City, AZ Palo Alto, C4 Laguna Hills, CA Riverside, CA La Quinta, CA Tracy, CA Lincoln, CA Salinas, CA Longmont, CO Yorba Linda, CA Los Alamitos, CA Upper Arlington, OH Monrovia, CA Yreka, CA Monterey Park, CA Morgan Hill, C,4 Mountain View, CA COUNTY ADMINISTRATOR Naples, FL Needles, CA Lane Coun OR Normand,, Park, WA Los Alamos Counrv, N:1f Orange, C4 Maricopa, AZ Orinda, CA Pima, AZ Paradise Valley, AZ Appendix - Past Clients 1 dmg EXECUTIVE DIRECTOR Yreka, CA Association for Regional Center FIRE CHIEF Agencies, C4 Centre City Development Corp., CA Culver City, CA Crown Development Corporation, CA Eugene, OR Dallas Housing Authority, TX Garden Grove, CA Fire & Police Pension Fund, CO Hesperia, CA Michigan Municipal Risk ,Management Indio, CA Authority, MI Livermore, CA Portland Development Commission, OR Los Alamos, NM San Diego Housing Commission, CA Los Angeles County, CA School Insurance Authority, CA Mammoth Ickes Fire Protection District, CA Modesto, CA POLICE CHIEF/ Pleasanton, CA PUBLIC SAFETY DIRECTOR Redding, CA San Clemente, CA Alameda, CA Thornton, CO Apache Junction, AZ Tracy, CA Bell, CA Tualatin Valley Fire & Rescue, OR Belmont, CA Westminster, CA Casper, WY Chandler, AZ F Chino, CA INANCIAL Chula Vista, CA Dinuba, CA American Canyon, CA El Segundo, CA Berkelev, CA Fresno, CA Brea, CA Glendale, AZ Campbell, CA Glendora, CA Chino, CA Hillsboro, OR Chula Vista, CA Inglesvood, CA Concord, CA Jackson, WY Dallas, TX King City, CA East Bay Municipal Utility District, CA Longview, WA East Bay Regional Park District, CA Los Alamitos, CA Fontana, CA Los Altos, CA Glendale, AZ Menlo Park, CA (Commander) La Quinta, CA Mesa, AZ Los Alamos County, NAM Modesto, CA Marin Municipal Water District, CA Orange, CA Oro Loma Sanitary District, CA Pasadena, CA San Bernardino, CA Redwood City, CA San Diego County Water Authorirv, CA Riverside, CA San Juan Capistrano, CA Sacramento, CA Santa Clarita, CA Salinas, CA South San Francisco, CA San Diego, CA Washington County, OR San Marino, CA Westminster, CA Seattle, WA Yorba Linda, C.A SHASCOM, Redding, CA Tacoma. WA Torrance, CA Tracy, CA Appendix - Past Clients 2 ding PERSONNEL /LABOR RELATIONS Chino, C.4 Culver City, C4 Berkeley, CA Fontana, CA Chino, CA Fort Collins, CO Contra Costa Water District, C9 Gilbert, AZ Culver City, CA La Quinta, CA East Bay Municipal utility District, CA L.A. Communiry Redevelopment Agency, CA Gresham, OR !Mountain View, CA Monterey, CA Oakland, C4 Oro Loma Sanitary District, CA Oceanside, CA Otay Water District, CA Otay Water District, CA Riverside, CA Pasadena, CA Santee, CA San Bernardino, CA South Lake Tahoe, CA San Diego, CA San Mateo, CA Santa Clarita, CA Tallahassee/Leon County, FL Thornton, CO PARKS AND RECREATION Teton County, WY Yorba Linda, CA Thornton, CO LEGAL COUNSEL ECONOMIC DEVELOPMENT/ REDEVELOPMENT AC Transit, CA Bakersfield, CA Bakersfield, CA Concord, CA Centre City Development Corporation, CA Culver City, CA Concord, CA Fresno, CA Glendale, AZ Los Alamos, NM Hesperia, CA McDonough, Holland & Allen, CA Huntington Beach, CA Mountain View, CA Long Beach, CA Oran, e County Water District, CA Oxnard, CA Otay Water District, CA Riverside, CA Redding, CA San Pablo, CA Sacramento, C.4 Southeast Economic Development Corporation, CA Sacramento Regional Transit, CA Suisun City, C.4 San Diego County Water Authority, CA San Luis Obis CA Santa Clarita, CA GENERAL M41VAGER/ South San Francisco, C4 UTILITY DIRECTOR Torrance, CA Tracy, CA Alameda Counry Flood Control and Water Conservation District, CA Alhambra, CA COMMUNITY DEVELOPMENT/ Belmont Counry Water District, C.4 PLANNING California Water Pollution Control Association, C.4 Chino Basin Municipal Water District, CA Albany, CA Contra Costa Water Disrrict, C.4 Ashland, OR County Sanitation Districts, Orange County, C4 Boulder, CO Cucamonga County Water District, CA Casper, WY Dublin San Ramon Services District, CA Chandler, AZ East Bay Dischargers Authority, CA Appendix - Past Clients 3 dm; El Paso Water Utilities Public Service Board, n.' Orange Counrv, FL Los Angeles (HNperion Treatment Plant l, CA Sarasota Countv, FL Marin Municipal Water District, CA Merced Irrigation District, CA Monte Vista Water District, CA MEDICAL /HEALTH CARE Monterey Regional Water Pollution Control Agency, CA Eau Claire Cirv/Counry Health, W1 Olivenhain Water District, CA Washoe County Health Department, uW Orange County Water District, CA Oro Loma Sanitary District, CA Pasadena, CA DATA PROCESSING Platte River Power Authority, CO Ramona ,Municipal Water District, CA Roseville, CA Kenosha, WI San Lorenzo Valley Water District, CA Orange County, FL Santa Rosa, CA Peralta Community College, CA Tucson, AZ Yorba Linda Water District, CA BUILDING OFFICIALS PUBLIC WORKS /CIVIL ENGINEERING Clearwater, FL Alameda Counrv, CA Los Gatos, CA Boulder, CO Santa Clarita, CA Campbell, CA Carson, CA Chino Basin Water District, CA AIRPORT /AVIATION Costa Mesa, CA La Quinta, CA Dayton, OH Lincoln, CA Eugene, OR Long Beach, CA Metro poliran -Dade Counrv, FL Los Alamitos, CA Washoe County Airport Authorirv, NV Los Alamos County, NM Mountain View, CA North Miami Beach, FL PORTIMARINE Oceanside, CA Oro Loma Sanitary District, CA Sacramento, CA Pasadena, CA Phoenix, AZ Redding, CA. ARTS ADMINISTRATION Sacramento County, CA Salinas, CA Santa Rosa, CA Irvine, CA Selma, CA Scottsdale, AZ Tracy, CA Yreka, CA LIBRARY TRANSPORTATION North Miami Beach, FL Alameda County, C.4 Beverly Hills, CA RISK MANAGEMENT Costa ,Mesa, CA Mesa, AZ Livermore, CA Appendix - Past Clients ding w 4fi ll. City of Fond du Lac THE CITY OF FOND DU LAC, WISCONSIN INVITES YOUR INTEREST IN THE POSITION OF CITY MANAGER . . . . . . . . . . . . . . . . . . . f •SSOC//.TES. LTO. a ' . y s .... '� '� �' � ".?' e}c a �-• ran .� X �? ��x 3.` s 's' 5 ��.r �sr� �� , # �� T HE COMMUNI7 — The City of north and has over 10.000 students. Fond du Lac has a population of nearl% 39,000 residents and is the Fond du Lac is a homogenous community with small pockets of Hispanic and Hmong county seat of Fond du Lac County. Located residents. The City's population has grown on US Highway 41 just 60 miles northwest at a slow, steady pace increasing 5.3% from of Milwaukee, Fond du Lac is centrally situ- 1980 to 1990. The communittir has a blend ated at the southern end of the Fox Valley of young families (2 under 18), baby on the southern shore of Lake Winnebago. boomers, and senior citizens (14 0 0 over age Fond du Lac has a strong manufacturing- 6 5). Due largely to the outstanding quality based economy with a current unemploy of life, Fond du Lac continues to attract ment rate of 5.7 %. The community's two new residents and new housin g develop - largest employers are Mercury Marine ments. Fond du Lac has a bright future and (marine motors -2500 em lovees) and p has many positive attributes that make it a Giddings and Lewis (machine tools -1,3 7 3 great place to live and work. employees). Fond du Lac also has a signifi- Fond dig Lac has cant service -based economy with a major hospital (St. Agnes) and a branch office of HE ORGANIZkTION — The City of been ranked among Nielsen Marketing Research. Fond du Lac adopted the Council/ the best micropolitan Fond du Lac offers its residents an outstand- Manager form of government in ing quality of life that includes quality 1958 and is governed by a seven - member areas in the nation housing at affordable rates (median 1990 - City Council. The Council annually elects a according to the 1990 $67,500,1994 estimate 575- 80,000) along Council President and is elected at -large to with a low crime rate, quality schools, and t<vo -year, overlapping terms. Elections are Rating Guide to Life in • each April and all Council meetings close proximity to the arts and culture of held Americas Small Cities Milwaukee, Madison, and Chicago. Fond are televised live on cable. The Council ap- du Lac has been ranked among the best points a City Manager who appoints all City micropolitan areas in the nation according department heads with the exception of the to the 1990 Rating Guide to Life in Amer- Police and Fire Chiefs who are hired/fired lea's Small Cities and second in the state of by a separate Police/Fire Commission. Com- • Wisconsin. Fond du Lac schools produce mission members are nominated by the students with test scores above the national City Manager and approved by the Council. averages with over 70 1 0 of graduates pursu- Fond du Lac's department head team con- ing college educations. Fond du Lac is the sists of the Cite Attorney, Director of Human home of Marian College, afour- -tear Catho Resources, Community Development Direc tor, Public Works Director, Director of Ad lic, coeducational, liberal arts college with ministration, along with the Police and over 2,000 students. In addition, Fond du Lac is also home of Moraine Park Techni- Fire Chiefs. The City has a total of nearly cal College and the University of Wisconsin I Another opportunity Fond du Lac Center. The University of ��fis • presented exclusively by: consin - Oshkosh is located just 20 miles ? ;'•cam' Mfr:; c � ° t y, �"' � A.:', :,'°� `b '" �. 4,�� =� ,,w "" -"��-r fi- .� °, �,. - x .�^ v,::r , � y, :� �� `,�• � , s '�' ""° 3< <>3, rapes of signi icant senior level govern ni r mental management experience may also be considered. Candidates should have a stable employment history with a track record of upward mobility and success. The management style and personal traits of the ideal candidate are as follows: - People- oriented and willing to engage with the community and staff. Able to gauge the pulse of the community. • Must be decisive, clear and upfront on important issues. • Should be an outstanding listener who asks the right questions and has the }udgment and common sense to inter- pret and filter information. The Lighthouse at Lakeside Park Politically aware and sensitive, yet doesn't try to be political and establish 330 employees of which 250 are members Issues and challenges facing the new City his or her own political base. of bargaining units. The unions include: Manager include: Police, Fire, Police Supervison�, Fire Super- .;. visory, and ASFSME. All have three -year Growth contracts which expire this year. ( • Traffic and Transportation Candidates should have The City of Fond du Lac's General Fund • Downtown Redevelopment u stable employment • Infrastructure Financing budget totals in excess of $24 million with history with a track property taxes and state revenue sharing Council Continuity providing the two main revenue sources. record of upward The ideal candidate should have the follow - The City operates enterprise funds for water, ing credentials: mobility and success. wastewater, parking meters, and transit, totalling another $10 million. The City has Education — Candidates should have a current bond rating of Al. a BA/BS in Business/Public Administra- ton or a related field along with evidence of continuing education. An Must be a consensus builder who is will - MBA81PA is desirable although expert- ing to delegate to staff and focus on the HE POSITION —The City Man- ence and common sense are more big picture rather than micromanaging ager's position is vacant due to the important to the City Council. detail. T resignation of Jack Howley who had Willing to take the reins and provide served in the position since 1989. The City Experience —The Council would like b P to attract candidates with experience as leadership to the organization. Willing has had six City Managers over the past 36 to take on issues and address them. a City Manager of a similar size or years with an average tenure of about 4 -5 smaller community or as an Assistant Beeps Council informed and gives clear. years. City %Man age r. Candidates with other concise options that present all sides. a °3 :.t> '''�- .daR'.�j'�,�,��..s, `h �"� *i - , •ei " ��� ��" � ! , .a v ' � ' .E���a�"� `. � �� �+ _ `3 �� � � �� �� � a xr^ .a � a{ ' r CiOVCouno Government Center • Self - confident enough to not personal- that includes fully paid retirement and The filing deadline is November 23,1994. ize decisions the Council makes that are medical benefits. The City will screen the resumes and select contrary to his /her recommendations. finalists by mid December. Finalists will • Able to mend and build relationships likely be invited to Fond du Lac in early/ and trust through strong communica- HE PROCESS — The City of Fond mid January with an anticipated start date tion and interpersonal skills. du Lac has retained the firm of David of early /mid February • dust be flexible, adaptable, and willing 1I. Griffith & Associates to assist to try modem, innovative ideas. them with the recruitment of their new Ciry Manager. Applications are public informa- tion unless confidentiality - is requested in T HE COMPENSATION — The City your cover letter. To apply; send a resume would like to attract the best possi- along with current salary and five work - ble candidates and will pay a com- related references with phone numbers to: petitive salan7 and benefit package. The David K. Donaldson past City Manager was earning a salary of David .l. Griffith & Associates 374,000 and the Council would like to 1621 Metropolitan Blvd. Suite 201 remain in that general range. The City Tallahassee, FL 32308 W. t ASSOC IATES. Lro. offers an excellent fringe benefit package (904) 386 -1101 LABOR RELATIONS ASSOCIATES, INC. 7501 Golden Valley Road Golden Valley, Minnesota 55427 612, FAX: 612/546 -1552 June 8, 1995 Ms. Nancy Gohman Assistant City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Y Brooklyn Center, MN 55430 -2199 RE: PROPOSAL FOR RECRUITMENT AND SELECTION OF CITY MANAGER Dear Ms. Gohman: Attached is a proposal for recruitment and selection services to assist the City in hiring a City Manager. Estimated costs for the completed project have been included along with a list of client references. Sincerely, Karen Olsen Consultant KO /aa enclosures LABOR RELATIONS ASSOCIATES. INC. 7501 Golden Valley Road Golden Valley, Minnesota 55427 612/546.1470 FAX: 612/546.1552 DATE: June 8, 1995 TO: Members of the City Council City of Brooklyn Center FROM: Karen Olsen Labor Relations Associates, Inc. SUBJECT: Proposal for Recruitment and Selection Services: City Manager In our letter of May 26 0 y 1995 you requested a preliminary proposal conc Y Y q P rY P P 9 recruitment and selection of a City Manager for the City of Brooklyn Center. Because determining estimated costs requires a review of component parts of the recruitment and selection process, we are providing a complete proposal for recruitment and selections services with estimated costs for each component activity. It should be noted that our firm is available to provides such services on a flexible basis. We are available to provide either the complete services listed or, should the City Council wish to conduct some or all of these services internally, we can provide technical assistance or be responsible for certain components of the procedure. A consideration in the screening and testing of candidates is the number of qualified candidates who apply. We have sometimes used a questionnaire requiring candidates to respond in writing as one of the screening devices if there is a large number of candidates who appear to be well qualified. The final decision on screening procedures is, therefore, usually made following the close of application date and the determination of the number of qualified candidates. A PROPOSAL BY: LABOR RELATIONS ASSOCIATES, INC. TO: THE CITY OF BROOKLYN CENTER FOR: RECRUITMENT AND SELECTION SERVICES FOR THE POSITION OF CITY MANAGER JUNE 8, 1995 I. RECRUITMENT The consultant will meet with the City Council to assist in developing: Job- relevant qualifications (both minimal and desired); information needed for recruitment and selection, including organizational structure and essential job functions; perceived needs and preferred leadership characteristics. The consultant will prepare a job description for review by the City and will place advertisements, make telephone calls, and develop other communications to attract qualified candidates, using job - relevant qualifications as determined by the City and the consultant. Estimated hours = 15 hours @ $70.00 per hour .............. $1,050.00 II SCREENING OF CANDIDATES FOR FURTHER CONSIDERATION The consultant will screen the candidates to determine an appropriate candidate pool for testing. The consultant will notify all applicants of their status and set up the testing schedule for those who have been selected to participate in the testing. Estimated hours = 12 hours @ $70.00 per hour ............... $ 840.00 III JOB - RELEVANT SELECTION TESTS Development of the oral examination and written In- Basket examination by the consultant will be consistent with the Equal Employment Opportunity guidelines. The oral examination will be conducted by a panel to be selected by the consultant and the City. Estimated hours for Test Development = 40 hours @$70.00 per hour .............. $2,800.00 In- Basket Candidate Evaluation = Approximately $170.00 per candidate; estimate 10 candidates tested. IV SCREENING FINALISTS The consultant will assist the City in identifying three (3) finalists. Estimated hours = 4 hours @ $70.00 per hour ................ $ 280.00 V PREVIOUS EMPLOYER REFERENCE CHECKS The consultant will conduct previous employer telephone reference checks and other background checks as may be deemed appropriate. Written authorization from the top candidate or top three (3) candidates will be obtained prior to this process. (Personal interviews could also be utilized for previous employer and background reference checks, if the City wishes.) The estimated cost herein would include telephone reference checks and background checks for the top three (3) candidates. This estimate will be revised if the City requests the consultant to make personal visits in lieu of, or in addition to telephone communications. Estimated hours = 8 hours @ $70.00 per hour ................ $ 560.00 VI PSYCHOLOGICAL TESTING The consultant recommends a psychological test for the single top candidate only and can refer the candidate for testing to a licensed psychologist. VII TOTAL ESTIMATES A. Recruitment $1,050.00 B. Screening $ 840.00 C. Test Development $2,800.00 D. In- Basket Evaluation ($170.00 x 10 estimated candidates tested) $1,700.00 E. Screening Finalists $ 280.00 F. Previous Employer Reference and Background Checks $ 560.00 TOTAL ESTIMATE $7,230.00 Vlll RECRUITMENT AND SELECTION BY CONSULTANT Citv Administrator City of Shakopee City of Orono City of Brainerd City of Kasson Police Chief City of North St. Paul (2 x's) City of Hopkins City of Roseville (2 x's) City of South St. Paul City of Brainerd City of Crookston Fire Chief City of North St. Paul (2 x's) Metropolitan Airports Commission City of South St. Paul City of Brainerd (2 x's) City of Edina City of Fridley Other Deoartment Heads Park & Recreation Director for the City of Brainerd City Engineer for the City of Brainerd City Planner /Economic Development Director for the City of Brainerd VIII RECRUITMENT AND SELECTION BY CONSULTANT (Cont'd) Police Captain City of Brooklyn Center City of Golden Valley (2 x's) City of West St. Paul City of South St. Paul City of Roseville Fire Captain City of West St. Paul (2 x's) City of Edina City of South St. Paul Other Assistant Deoartment Heads Assistant Director of Finance for the City of Edina Deputy Police Chief for the City of Roseville Assistant Director of Finance f or the City of Brooklyn Center Suoervisory Police Sergeant for the City of Brooklyn Center (2 x's) Maintenance Supervisor for the City of Brooklyn Center Superintendent of Streets & Parks for the City of Brooklyn Center Engineering Technician IV for the City of Brooklyn Center Public Utilities Supervisor for the City of Brooklyn Center Park Maintenance Foreman for the City of Edina Police Sergeant for the City of North St. Paul Police Sergeant for the City of Hopkins Police Officer City of Kasson IX REFERENCES Daniel Vogt City Administrator City of Brainerd 501 Laurel Street Brainerd, MN 56401 -3595 (218) 828 -2307 Kenneth Rosland City Manager City of Edina 4801 West 50th Street Edina, MN 55424 -1394 (612) 927 -8861 Wiliam S. Joynes City Manager City of Golden Valley 7800 Golden Valley Road Golden Valley, MN 55427 -4588 (612) 593 -8000 Dan Scott City Manager City of North St. Paul 2526 East 7th Avenue North St. Paul, MN 55109 -3095 (612) 770 -4450 Dennis Kraft City Administrator City of Shakopee 129 Holmes Street South Shakopee, MN 55379 -1376 (612) 445 -3650 LRA CLIENTS Labor Relations Associates, Inc. currently represents and /or consults with the following public employers: 1. CITIES Albert Lea Farmington Plymouth Andover Fergus Falls Prior Lake Anoka Forest Lake Ramsey Arden Hills Fridlev Red Wing Arlington Golden Valley Redwood Falls Baxter Hastings River Falls, WI Bayport Hopkins Robbinsdale Belle Plaine Inver Grove Heights Rosemount Benson Jordan Roseville Biwabik Kasson St. Anthony Blaine La Crescent St. James Bloomington Lake Crystal St. Louis Park Brainerd Lakeville St. Paul Park Brooklyn Center Lino Lakes Shakopee Brooklyn Park Luverne Shelly Buffalo Madelia Shoreview Burnsville Mankato Shorewood Chanhassen Maplewood South St. Paul Chaska Marshall Spring Valley Circle Pines Mendota Heights Staples Cloquet Minnetonka Stillwater Columbia Heights Minnetrista Thief River Falls Cottage Grove Moorhead Tracy Crookston Morris Vadnais Heights Crystal Mounds View Victoria Deephaven New Brighton Virginia Detroit Lakes New Hope Waseca East Grand Forks New Ulm Wayzata Eden Prairie North St. Paul Westbrook Edina Northfield West St. Paul Elk River Orono Windom Ely Owatonna Winona Fairmont Pelican Rapids Woodbury Faribault 2. COUNTIES Blue Earth County Cottonwood- Jackson Community Health Services Douglas County Douglas County Hospital Goodhue County Hennepin County Lincoln, Lyon, Murray, & Pipestone Counties Rice Countv 3. METROPOLITAN AGENCIES Association of Metropolitan Municipalities Metropolitan Airports Commission Metropolitan Transit Commission Public Housing Agency of St. Paul 4. PUBLIC UTILITIES Brainerd Lakefield Moorhead Preston Spring Valley Virginia Westbrook 5. OTHERS League of Minnesota Cities State of Minnesota Department of Employee Relations Karen Olsen Karen Olsen earned a B.S. degree in psychology from the University of Wisconsin - Milwaukee and an M.A. degree in Industrial and Organizational Psychology from the University of Minnesota. She joined the consulting firm of Labor Relations Associates, Inc. in 1970, after seven years as a human resources officer with General Mills, Inc. Her consulting activities focus on compensation systems in both union and non -union settings, equal employment opportunity and affirmative action, selection of professional and management employees and performance evaluation systems. As an employer negotiator she represents employer organizations in negotiations, mediation and arbitration and assists with other labor relations and employment problems. In 1979, Ms. Olsen was appointed by the Governor of the State of Minnesota as an employer representative to the Public Employment Relations Board (PERB). She was elected Chairperson and served on the Board until 1983. Ms. Olsen has authored a guide on Equal Employment Opportunity and Affirmative Action for the U.S. Conference of Mayors' Labor - Management Relations Service. Ann Antonsen Ann Antonsen, Consultant, received a B.A. degree in Psychology from the University of Minnesota. Prior to joining Labor Relations Associates, Inc. she worked in management in the private sector, where she was responsible for staff supervision and overall management of several facilities. Her responsibilities at LRA include responsibility for contract negotiations, mediation and arbitration; grievance arbitration; selection and performance evaluation systems; design of compensation systems under the State pay equity legislation; and handling of complaints under equal employment and Americans with Disabilities legislation. June 2, 1995 Nancy Gohman Assistant City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 Dear Ms. Gohman: For your evaluation, please find the League of Minnesota Cities' proposal for personnel services. In the following pages, you will read about the League's capabilities and intentions regarding this project. As you undertake this executive search, we are confident that we can meet your needs. Thank you for the opportunity to submit this proposal. We look forward to working with you in this important endeavor. Sincerely, im Miller Kay E. McAloney Executive Director Personnel Advisor BROOKLYN CENTER PROPOSAL Submitted by Kay E. McAloney Personnel Advisor League of Minnesota Cities Personnel June 2, 1995 Services Department Phase 1• Phase 1 involves meeting with the Brooklyn Center City Council to determine the necessary qualifications for the position of City Manager, including education, skills, abilities and experience. A discussion of important issues specific to Brooklyn Center will allow us to structure a search that focuses on your unique needs. This meeting will last approximately three hours. Cost of Phase 1: Travel time - 1 hour total @ $30.00 /hour = $ 30.00 Meeting time - 3 hours total @$60.00 /hour = $180.00 Mileage - approximately 40 miles total @ $.30 /mile = $ 12.00 Total $222.00 Phase 2• During this phase, a job description, job advertisement, and interview questions are derived from information discussed during the first meeting. A training and experience rating form is also developed to score application materials. A second meeting will be scheduled for the Council to review the above documents. The meeting will last approximately two hours. Cost of Phase 2: Administrative time - 4 hours at $60.00 /hour = $240.00 Travel time - 1 hour total @ $30.00 /hour = $ 30.00 Meeting time - 2 hours total @$60.00 /hour = $120.00 Mileage - approximately 40 miles total @ $.30 /mile = $ 12.00 Total $402.00 Phase 3• Once job description, an advertisement, and rating form are developed, the advertisement is placed in the official Brooklyn Center newspaper, a Sunday issue of the Minneapolis Tribune Newspaper, a Sunday issue of the St. Paul Pioneer Press Newspaper, the League of Minnesota Cities Bulletin, a trade magazine for City Administrators and Managers, and a mailing to 57 metropolitan cities. An advertisement will be placed in the National League of Cities Bulletin if the Council desires a national search. The advertisement will also be placed in a minority newspaper and a woman's association trade journal to comply with your Affirmative Action Plan. There will be approximately three weeks from the time the advertisement is published to the application deadline. We will send application materials to each candidate applying for the position. Once the closing occurs, we score the applications based on the training and experience rating form. All applicants are ranked according to their score on the rating form. Because of our association's purpose, the League of Minnesota Cities cannot provide direct recruiting in the sense of "headhunting" or soliciting candidates from another city. However, we are confident a qualified and sufficiently -sized applicant pool will be attracted through targeted advertising. In fact, the use of appropriate advertising media that reaches potential candidates should result in an applicant pool that is substantially similar to one an executive firm would produce. This is largely due to the nature of this profession and the attractiveness of managing a large metropolitan city like Brooklyn Center. In other words, the typical city manager /administrator- -even one not actively searching for a job -- peruses the want ads simply to see what's out there. The League's Bulletin is an especially useful tool for reaching this group as a copy is mailed directly to each city's top appointed position. Additionally, the League cannot make a hiring recommendation to the City Council. Aside from these two minor constraints, the League will be an active member of the interviewing committee to facilitate the hiring process and final selection of Brooklyn Center's new City Manager. We propose two panels for the first interviews of approximately five qualified, top candidates. Both panels will interview each of the candidates for approximately one hour. One panel will consist of the entire City Council, a current City Manager from the metropolitan area (chosen by the City Council), and the League's Personnel Advisor. The other panel will consist of the department heads of Administration, Public Services, Fire Department, Police Department, Financial Services, and Community Development. Please note that Department Head personnel are not involved to provide Council with their recommendation on who should be offered the position, but to provide Council with knowledge and experience specific to their technical professions. Their rankings will be given to the Council individually, not in a consensus format. You may even want to have your Advisory Commissions be involved in the interview process, if community involvement is important to you in this process. Upon completion of the first interviews, the Department Head panel forwards their rankings to the City Council, based on their technical areas of expertise. The City Council then reviews their own rankings with those of the Department Head panel to determine which two or three candidates to bring back for second interviews. Second interviews will be held by City Council and the League's Personnel Advisor, and would last approximately one hour for each candidate. A Note from the League's Personnel Advisor: Although I will not score candidates during the interview process, we will actively participate during the interviews. Having been in municipal government for over six years and hiring many different positions, I have extensive knowledge of city government and can provide valuable advice and expertise during the hiring process. For example, I can provide follow -up questions when applicants appear to be "riding the fence" in order to not answer a difficult question. Cost of Phase 3: Administrative time - 15 hours at $60.00 /hour = $ 900.00 Telephone time - 2 hours at $60.00 /hour = $ 120.00 Advertisements - estimated at $2,000.00 Travel time - 3 hour total @ $30.00 /hour = $ 90.00 Meeting time -11 hours total @$60.00 /hour = $ 660.00 Mileage - approximately 120 miles total @ $.30 /mile = $ 36.00 Total $3,806.00 Phase 4• Once the candidates have been narrowed to two or three, reference checking will begin. Each candidate will have completed an authorization form. Reference checking of previous employers and personal references can be performed by a single member of City Council or by the League's Personnel Advisor. A standard questionnaire will be prepared to request work - related information about each of the finalists. If the Council chooses to have the League perform reference checking, an additional meeting lasting approximately two hours will be needed after reference checking is completed. Next, the Council extends an offer of employment to the finalist of their choice. Finally, rejection letters for eliminated applicants and the other finalists are prepared and sent out from the League office. Cost of Phase 4: Administrative time - 5 hours at $60.00 /hour = $ 300.00 Telephone time - 2 hours at $60.00 /hour = $ 120.00 Travel time - 1 hour total @ $30.00 /hour = $ 30.00 Meeting time - 2 hours total @$60.00 /hour = $ 120.00 Mileage - approximately 40 miles total @ $.30 /mile = $ 12.00 Total $ 582.00 Entire hiring process estimate, not -to- exceed $5,012 Time Frame: Phase 1 - one meeting Phase 2 - two meetings Phase 3 - approximately one month Phase 4 - one meeting If Phase 1 of the process were to begin the week of June 19, 1995, a new City Manager could be selected, with an offer made, as early as August 15, 1995. Rates for League Personnel Services are as follows: Mileage (actual) at $.30 /mile Posta for mailings - actual Advertisements - actual Travel time at $30 /hour Meeting time at $60 /hour Telephone time at $60 /hour Administrative time at $60 /hour References: Jeffrey Dains, Mayor - City of Lauderdale (612) 645 -7068 Ryan Schroeder, City Administrator - City of Ramsey (612) 427 -1410 Roger DeLap, City Administrator - City of Thief River Falls (218) 681 -2943 Jim Miller, Executive Director - League of Minnesota Cities (612) 490 -5600 Duke Addicks, Director of Member Services - League of Mn Cities (612) 490 -5600 If you have any questions, comments, or revisions to the above arrangements, please feel free to call me at 490 -5600. If you accept the proposal, please sign and return one of the enclosed copies of this letter along with the signature page. We are prepared to begin working on this project immediately upon acceptance of this proposal. Payment for the work will be as follows: 1/3 of the estimated total upon your acceptance of this proposal. Balance to be paid at the end of the project. We look forward to working with you on this project. Sincerely, Kay E. McAloney U Personnel Advisor The terms contained herein for services are accepted and the above constitutes a contract between the League of Minnesota Cities and the City of Brooklyn Center. League of Minnesota Cities City of Brooklyn Center By By 7a es Miller, Executive Director Nancy Gohman, Assistant City Manager By Myrna Kragness, Mayor THE PAR GROUP CHiCA�c Paul A. Reaume Ltd. Executive Office Centre / Public 100 North Waukegan Road Management Consultants Lake Slur. Illinois 600 -1600 TEL 708 %23» -0005 FAX 70& 234 -8309 June 6, 1995 VIA COURIER DELIVERY Ms. Nancy Gohman Assistant City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 -2199 Dear Ms. Gohman: We are pleased to respond to your request for our firm to propose how we can assist the City of Brooklyn Center in the successful recruitment, screening, interviewing and selection of Candidates from which the City Council may appoint a City Manager. The PAR Group - Paul A. Reaume, Ltd. is an Illinois corporation which consults exclusively in the public sector, serving the needs of local government nationwide with corporate offices located in suburban Chicago, and with Regional Managers in Hartford and Los Angeles. The PAR Group is headed by Paul A. Reaume, a former Citv Manager who has provided consulting search services to local governments nationwide continuously for twenty-three years —since 1972. Our Principals have over 150 years' cumulative operations and consulting experience in the field of local government, and have conducted a large number and variety of local government and not - for -profit recruitments for a national clientele. Clients have included local governments of under 5,000 to one million population, with budget responsibilities exceeding a billion dollars. The firm's quality of work and sensitivity to Clients' needs and concerns are recognized hallmarks —our firm was a pioneer in local government recruitment and is considered a leader in the public management consulting field. We have never failed to recommend a group of qualified Candidates for Client consideration. We have conducted executive recruitments throughout the United States and have successfully completed more local government recruitments in the Midwest than any other firm (please see enclosed Executive Search Client List). We have worked successfully with a wide variety of elected and appointed Officials in local government. For example, we have conducted recruitments for the Minnesota municipalities of Brooklyn Park, Burnsville, Coon Rapids, Fridley, Hibbing, Hopkins, Minnetonka, and Moorhead. In addition to our extensive experience in recruitment of public management professionals for local governments, we have also assisted related public interest associations in recruitment of top staff, including the Executive Directors for the National League of Cities (NLC), National Association of Counties (NACo), International Institute of Municipal Clerks (IIMC), International Association of Assisting in the Achievement of Excellence in the Public Service Since 1972 City of Brooklyn Center, Minnesota Page 2 Assessing Officers (IAAO), National Association of Housing and Redevelopment Officials (NAHRO), American Public Works Association (APWA) and the President of Public Technology, Inc. (PTI). Through these searches and many others we have performed, we have established credible and respected relationships among non - profit organizations throughout the country. Representatives of the following organizations can comment on the quality and professional level of services offered by Principals of our firm: Client: City of Coon Rapids, Minnesota Placements: City Manager (3) Fire Chief Client Contact: Carolyn Voss, former Council Member Telephone: 612/755 -2880 Client: City of Moorhead, Minnesota Placements: City Manager (2) Client Contact: Millie MacLeod, Council Member Telephone: 218/299 -5301 Client: City of Fridley, Minnesota Placements: City Manager Client Contact: William J. Nee, Mayor Telephone: 612/571 -3450 James F. Miller Executive Director, League of Minnesota Cities 612/490-5600 Our executive search process is highly professional and personalized. We will assist Brooklyn Center from commencement to conclusion of the assignment, until a completely acceptable Candidate is appointed to the position. We handle all of the administrative details of the entire recruitment process, so City Officials can limit their involvement to the significant, decision - making aspects of the selection process, thus minimizing interruption of attention to other on -going concerns and responsibilities. Our initial effort in assisting the City of Brooklyn Center would be to develop a Recruitment Profile that sets forth detailed qualifications for the City Manager position, reflecting both current and longer range organizational expectations relating to the position. The Profile serves as a key instrument for recruiting and screening Candidates in accordance with the unique needs identified as particularly desirable for Brooklyn Center's City Manager position. Our executive search process would be as follows, subject to mutually agreed upon modification: 1. Interview, individually, the Mayor and Members of the City Council, and interview key Staff and others, (e.g., community leaders, public /citizen groups, etc.) as desired, all toward achieving clarity and consensus concerning the specific nature of duties, responsibilities and expectations of the City Manager's position. Interview data will be used to prepare a Recruitment Profile for approval by the City Council (Sample Recruitment Profile enclosed). City of Brooklyn Center, Minnesota Page 3 2. Conduct an intensive independent professional search and recruitment effort, utilizing an extensive local, regional and national contact network, seeking out qualified Candidates who may not otherwise have an interest in your recruitment. 3. Place announcements in professional publications relating to the position under recruitment to provide maximum exposure of the position's career opportunity and to ensure an open recruitment process. 4. Process all applications received from recruitment and announcement efforts, including timely acknowledgments of receipt of application and status of recruitment information to all Applicants, on behalf of the City. 5. Screen all applications received, matching all Applicants' credentials with the specific criteria qualifications stated in the Recruitment Profile. 6. Interview prospective Final Candidates and make background inquiries and reference checks with current and past employers and verify claimed educational achievement. 7. Present a written report to the City Council on applications received for the position, including resumes and background information on those individuals considered to be most qualified and best suited for the position, recommending approximately 8 - 10 such persons for personal interview consideration. 8. Facilitate the City Council's selection of Candidates to be invited for personal interview and appointment consideration; we recommend you interview no fewer than five Candidates. 9. Prepare interview questions and procedures for use by the City Council, developing a process which will ensure that the same questions are asked each ch Candidate and that each interview is thoroughly and consistently evaluated. 10. Arrange for background investigations of Finalist Candidates, to include criminal court and credit records checks, as desired. 11. Coordinate arrangements for Candidates' travel to Brooklyn Center for interviews, be present during interview sessions to facilitate effective discussion and deliberation toward the City's selection of a Final Candidate, and also assist in employment negotiation between the Final Candidate and City Officials, as desired. 12. Provide no-fee telephone follow up and counsel to the City Council and management following conclusion of the recruitment. I We are re ar ed to undertake .• p ake our assignment promptly w' P y gnm p p y, zthul ten days or less following the City Council's approval of our proposal. The Recruitment Profile would be submitted for review and approval within ten days following our on -site interviews of Brooklyn Center Officials and Staff. We would be in a position to recommend Candidates to the City ouncil for personal y s nal P consideration within 45 - 60 days following approval of the Recruitment Profile. Personal interview of Candidates could be conducted approximately ten days following the City Council's selection of Candidates for interview. Overall, the recruitment process —from the beginning to the date of appointment of a Candidate — should take no more than 90 days. ®r City of Brooklyn Center, Minnesota Page 4 All services in connection with this assignment will be performed by individuals who possess recognized municipal experience and broad executive selection judgment. Paul Reaume, President of the firm, and Gerald Plock, Vice President and Managing Director/ Executive Recruitment Services, both of our Chicago office, will be responsible for and directly involved in your assignment. Biographies of these persons are enclosed. Our professional fee for the comprehensive services outlined above would be a fixed fee of $12,500 for professional services, plus reimbursement for expenses related directly to your recruitment process, such as for travel, communications and rnting � , a roximatin $4,000. The for o approximating g g a P reimbursement does not include the cost of Candidate travel and other expenses associated with interview of Candidates in Brooklyn Center or the cost of published professional announcements. The professional fee is payable in three equal pavments, billed during the course of the recruitment, with the first payment for professional services due upon acceptance of our proposal, the second statement billed following recommendation of Candidates, and the final one -third billing upon successful completion of the recruitment assignment. Reimbursable expenses will also be billed and indicated separately on our statements. This letter of proposal, when approved and signed, shall constitute an Agreement between us and it may not be modified except in writing by both parties. Our liability, if any, shall not be greater than the amount paid to us for professional services rendered. Brooklyn Center City Officials can be assured of responsive and personalized professional attention throughout the City Manager recruitment assignment. We enthusiastically look forward to having the opportunity to assist in this very important staffing responsibility. R ectfully submitt d, P ul A. Reaume, resident THE PAR GRO Paul A. Reaume, Ltd. ACCEPTED BY THE CITY OF BROOKLYN CENTER, MINNESOTA BY: TITLE: DATE: THE PAR GROUP Paul A. Reaume, Ltd. CONSULTANT BIOGRAPHICAL PROFILE PAUL A. REAUME Mr. Reaume is President of The PAR Group - Paul A. Reaume, Ltd., and has provided public management consulting services to local governments nationwide, continuously for over 20 years. Mr. Reaume, a former City Manager, was a pioneer in the development and provision of executive search services for local governments and is held in high regard by elected and appointed officials in local government across America. Mr. Reaume's career and professional background includes service as a City Manager, private sector Corporate Vice President, and entrepreneur. In addition to heading his own firm, Reaume has been a Vice President and Partner in a larae international executive search firm. He has also served as Editor of Current Municipal Problems, a national quarterly publication. Mr. Reaume has been active in numerous public interest organizations over the years. He has served on a number of committees and task forces addressing issues in public management; including solid waste disposal and urban transportation alternatives, preservation of open space, and municipal policy strategies. He currently serves on the Task Force on Professional Development of the International City /County Management Association. Mr. Reaume holds a Bachelor's Degree in business administration and a Master's of Public Administration degree. His formal education has been supplemented over the years by attendance and participation in a wide variety of training programs, seminars, and conferences. He has also conducted and directed professional training and organization renewal programs both as a public management practitioner and in consulting assignments. Reaume has been involved in all areas of The PAR Group's consulting areas, including executive search, organizational analysis, management training and development. Mr. Reaume's professional involvement in government, business and related fields spans over thirty years. He is currently an active corporate member of the International City/County Y Y A so i i s c at on ICMA and supporting ( ), member of National Association of County Administrators (NACA) and the American Society for Public Administrators (ASPA). He also serves on the Advisory Council for the Forum for Black Public Administrators (NFBPA) and is an active participant in the ICMA Hispanic Network. He has previously been an active member of the International Personnel Management Association, the Association of Training and Development Officials, Institute of Management Consultants, and Rotary International. In 1992 he was selected as an Honored Member of Who's Who in Leading American Executives. In addition to his professional activity, Reaume has been an active participant in community affairs, serving as an elected church leader, senior level volunteer with the Boy Scouts of America, Crusade of Mercy, and related organizations. Reaume is a frequent speaker and presenter before local, state, national, and international professional groups. THE PAR GROUP Paul A. Reaume, Ltd. I CONSULTANT BIOGRAPHICAL PROFILE GERALD R. PLOCK Mr. Plock is Vice President and Managing Director of Executive Recruitment Services with The PAR Group, a nationally recognized public management consulting firm. Mr. Plock has served with The PAR Group since 1987. In addition to supervising recruitment activities of the firm overall, Mr. Plock has personally conducted an extremely broad range of recruitments for municipalities, counties, special districts, professional associations, and a variety of not - for - profit institutions. His wide - ranging experience includes recruitments in all sizes of organizations and in communities of great diversity and complexity. His recruitment activity includes executive searches for the positions of City/Village Manager, Electric Utility Manager, Police Chief, Fire Chief, County Administrator, Finance Director, Public Works Director, Parks and Recreation Director, Comptroller, Data Systems Administrator, Downtown Development Director, Medical Director, Utility Director, Children's Home Administrator, Convention Center Director, and numerous Executive Directors of professional associations and special districts. Mr. Plock has also conducted recruitments in the Western Pacific for United States Trust Territories including Majuro Atoll Local Government in the Marshall Islands, State of Kosrae in the Caroline Islands and in Saipan for the Commonwealth of the Northern Marianas. He is listed in the Directory of Executive Recruiters, a comprehensive listing of search professionals in the United States. Prior to joining The PAR Group, Mr. Plock served on the city management team with the City of Phoenix, Arizona for six years. He holds a Masters Degree in Public Administration from the University of Kansas (1982) and a Bachelor of Science Degree with honors in Political Economy from the University of Wyoming (1980). Mr. Plock has been a speaker and presenter before local, state, national, and international professional groups on issues facing managers and administrators in the public sector today. He is a member of the International City /County Management Association and is a former Board Member of the Arizona Municipal Management Assistants' Association. Mr. Plock has also served as a public management adjunct professor at Arizona State University. THE PAR GROUP Paul A. Reaume, Ltd. oo IL C O , U RECRUITMENT PROFILE CITY MANAGER THE CITY OF COON RAPIDS MINNESOTA This Recruitment Profile outlines factors of qualification and experience identified as necessary and desirable for Candidates for the City Manager position to possess and provides background information on the Community and City of Coon Rapids. This Profile was prepared following interviews with the Mayor, City Council, and Coon Rapids Department Heads as well as a review of written material relevant to the City of Coon Rapids and the City Manager position. Importantly, this Profile will be used as a guide in the recruitment process, providing specific criteria by which applications will be screened and individuals selected for final interview and appointment consideration. All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the attention of the Consultant working with Coon Rapids City Officials: THE PAR GROUP Paul A. Reaume, Ltd. Executive Office Centre — Suite 200 100 Waukegan Road Lake Bluff, Illinois 60044 AC 708/234 -0005 FAX: 708/234 -8309 COMMUNITY BACKGROUND The City of Coon Rapids has development and a currently estimated population of 52,729, Coon historical roots dating back to 1887. Following an Rapids is one of the largest suburbs in the seven initial establishment as a Township and Village county metro area. While high growth develop - government, Coon Rapids was incorporated as a ment has subsided, Coon Rapids continues to City in 1959. Since then, Coon Rapids has evolved have a strong interest in final development activi- from a "bedroom" community of the Minneapolis ties consistent with current amenities of the com- - St. Paul "Twin Cities" metropolitan area, into a munit that make suburban living and family more independent community, with opportuni- quality of life in Coon Rapids highly desirable. ties characterized by growing population, thriv- The community enjoys a wide range of housing ing, commerce and industrial development. With options making Coon Rapids attractive to resi- dents regardless of income. The community offers Safety Commission, Cable Communications an interesting variety of restaurants, shops and Commission, Housing and Community Develop - considerable recreation activities plus a broad ment Commission, Human Rights Commission, range of churches and service clubs. Coon Rapids Housing and Community Development Commis - is a youthful, family- oriented community. The sion, Human Rights Commission, Historical community is a northern tier suburb in the metro- Commission, and Human Services Commission. politan area and is located immediately adjacent The City Manager, who is appointed by and serves to the Mississippi River and the attractive Coon at the pleasure of the City Council, serves as the Rapids Dam and Regional Park. The community chief administrative officer of all activities relating comprises approximately 23 square miles and to operations of the City with all functions of the abounds with recreational activity including 1,500 municipality reporting to the Manager's Office, acres of park land. The average family size is 3.25 including the offices and functions of Administra- with over 15,000 housing units averaging 571,300 tive /Human Services, City Clerk, Finance, Plan - in market value. Climate -wise, Coon Rapids has ning, City Attorney/ Code Enforcement, Economic an average summer temperature of 83.9 degrees Development, Engineering, Public Works, Police Fahrenheit, an average winter temperature of 22.4 and Fire. The City is considered a full- service degrees Fahrenheit, with an average annual snow municipality including property assessment, golf fall of 42.2 inches. Median family income in Coon course and restaurant facilities, ice arena, and Rapids is over $34,000 with the majority of its certain human /family services and senior citizens citizens involved inmanagerial, professional, tech- programs. The City employs nearly 200 employ - nical, sales and administrative support occupa- ees and has an annual operating budget of $13 tions. The percent of high school graduates among million. The Police, Fire and Public Works Depart - the populations is 82.6 percent with over 30 per- ments are unionized. cent of persons 25 years or older having attended college. Although considered a suburb, Coon CANDIDATE QUALIFICATION CRITERIA Rapids is a stand -alone community which enjoys excellent education, healthcare and municipal serv- The current and predictable issues, needs and ices. challenges confronting the City of Coon Rapids call for particular experience, skills, style, values COON RAPIDS GOVERNMENT and professional commitment on the part of Coon Rapids' next City Manager. Personal interviews The City of Coon Rapids operates under a Charter with elected officials and key City Staff suggested adopted by referendum in 1959 which established that Candidates, ideally, should possess achieve - CouncilManager government. The City Charter ment and abilities in the following areas. clearly delineates the responsibilities of the City Council, the legislative body of the City, and the Education and Experience duties of the City Manager and responsibilities of the various administrative departments within Achievement of a baccalaureate degree is required, the City organization under the Manager's ad- with attainment of a graduate degree in public ministrative direction. administration or related field highly desir- able. The City Council consists of a Mayor, Council Member At- Large, and a Council Member from Have proven generalist executive -level municipal each of three Wards; all on non - partisan basis for management background, preferably as a City overlapping terms. Council Members appoint a Manager, with technical orientation sufficient variety of advisory Boards and Commissions in to direct and successfully supervise all opera - the City promoting wide participation in govern- tions and responsibilities of a "full- service" mental affairs, including a Planning Commission, municipal government required as well as Board of Zoning Adjustment, Economic Develop- being comfortable in providing municipal ment Commission, Parks and Recreation Com- services in a responsive, non - bureaucratic mission, Fine Arts Commission, Civil Service manner. Commission, Capital Improvement Committee, Have experience and skill as a negotiator and fa- Have thorough knowledge of modern land use cilitator, encouraging discussion of viewpoints planning and zoning principles. and perspectives with the ability to balance competing interests, toward development of Provide leadership in intergovernmental relations ideas, alternative solutions, and ultimately, activities and have the ability to play a major consensus in dealing with municipal prob- role together with elected officials and staff in lems and opportunities. representing the City on a regional, state, and federal basis. Previous exposure to managing in a vigorous po- litical climate highly desirable. Have proven successful experience in managing the financial affairs of a municipality in a con - Have demonstrated superior oral and written com- servative and cut -back fiscal climate. munication skills and the ability and willing- ness to communicate openly and in a straight Management Style/Personal Traits forward manner with the City Council, Staff, and the community. Have the maturity, self- confidence and strength of professional convictions to be able to firmly Have interpersonal skills sufficient to develop a and diplomatically present staff recommenda- "climate of trust" and facilitate a Council- tions and professional views, as well as ex- Manager -Staff "team approach" toward mu- pressing concern regarding implications of nicipal problem solving and provision of re- proposed policy action which may be under sponsible municipal programs. consideration. Have knowledge of strategic planning principles Involve the City Council early in major opera - and successful experience working with City tional /organizational studies and planning, Council's in the development and achieve- and in policy development analysis, seeking ment of municipal goals and objectives. Councilmembers' input well prior to recom- mending important or critical policy decisions Be capable of attracting, developing and retaining by the Council. highly qualified professional staff and workforce, maintaining a strong team man- Be an open, personable "people person" who is agement approach in municipal services de- sincere and accessible, and one who can relate livery and administration of municipal pro- with persons and problems involving a wide grams and activities. variety of human and community needs and concerns. Have a background of successful economic and community development experience and a Provide the initiative, vision and leadership in as- record of positive personal interaction with sisting elected officials to identify, analyze, representatives of business, real estate, and and thoroughly deliberate and address public development interests. policy questions which are critical toward meeting both current and longer range needs Have sufficient senior management experience of the community. and judgment to assess the appropriateness of the municipal organizational structure toward Be self- confident, bold, proud, and willing to take meeting current and changing Council, Staff risks and assertively express professional con - and community needs and conditions. victions, while also accepting the views and comments of others in a non - defensive man - Be knowledgeable in labor /employee relations ner. and have a reputation as a firm and fair admin- istrator, one who provides supportive counsel Be accessible to municipal officials, staff, commu- to staff and employees as well as one who can nit leadership and citizenry, including initi- make tough personnel decisions when neces- ating appropriate "out of the office" contacts sary. throughout the community and "in the field" interaction with municipal personnel. Be active in community affairs — both officially and personally. Be comfortable managing in a highly visible envi- ronment where public scrutiny and public Possess complete integrity, and exemplify per - debate regarding municipal expenditures, sonal characteristics of behavior and leader - services and programs may be frequent and ship. vigorous. Have a sense of humor and not take oneself too se- Be "proactive" and be an anticipatory administra- riously. tor, with a vision for future needs and services. Be a strong leader with the self - confidence and professional ability not to be intimidated by PROFESSIONAL ANNOUNCEMENT vigorous examination of recommendations; be politically astute while remaining non -po- The following, or similar text, has been released litical. for insertion in professional and other appropriate publications. Provide prompt, thorough and fully responsive implementation and follow - through on City Council policy decisions, actions, and direc- tions. COON RAPIDS, MN Possess and practice a team oriented approach to government administration and problem -soly- (52,000 - Suburban Minneapolis) ing; be comfortable delegating considerable City Manager. Salary $65,000T/ - ne- authority and responsibility and involving gotiable, depending upon qualifications others in decision- making while recognizing and experience. Seven persons holding that the final authority and responsibility for position since ICMA recognition in 1958. administrative decisions lies with the Man- Appointed by five - member City Coun- ager. cil: Mayor and one member elected at- large; three from individual wards; all Share information with the Mayor and Council on non - partisan basis for overlapping Members on an equal basis, submitting reports terms. X13 million operating budget, and information in a timely manner, presented 197 employees. Degree with City in a concise format, including presentation of Manager experience in full- service city an array of alternatives a well as a specific rec- in urban/ metropolitan area high desir- ommended course of action when proposing matters for Council policy consideration and able. Strong leadership and interper- action. sonal skills important. Apply with complete resume to: The PAR Group - Promote a strong service - oriented, "customer re- Paul A. Reaume, Ltd., Executive Office lations" approach by municipal employees, Centre - Suite 200,100 Waukegan Road, ensuring that citizen inquiries and requests are Lake Bluff, Illinois 60044. dealt with expeditiously and in a friendly TEL: 708/234 -0005; FAX: 708/234 -8309. manner. Be a good listener, with a sincere empathy and a desire to understand others' points of view. Be "creative" financially, always exploring new methods and alternatives for making the best I THE PAR GROUP Paul A. Reaume, Ltd. of available resources. �� i Public Management Consultants THE PAR GROUP CH; Paul A. Reaume, Ltd. Executive Office Centre j Public 100 North Waukegan Roac Management Consultants Lake Bluff, Ill nos 6004» -1600 TEL 705.23 = -0005 FAX 705.23= -8309 REPRESENTATIVE CLIENT LIST THE PAR GROUP - PAUL A. REAUME, LTD. EXECUTIVE SEARCH ASSIGNMENTS Clients Personally Served by Principals of the Firm ARKANSAS Bent: Bella Vista Village Recruitment: Director of Public Works Property Owners' Association Bella Vista Client: City of Little Rock Recruitment: City Manager (Population: 170,000) CALIFORNIA Bent: City of San Jose Recruitment: City Manager (Population: 712,000) Citv Auditor Citv Attornev City Clerk Director of Policy Analysis Cl ient: City of Santa Ana Recruitment: City Manager (Population: 225,000) Assistant City Manager COLORADO Client: City of Arvada Recruitment: City Manager (Population: 89,000) Tent: City of Aurora Recruitment: City Manager (Population: 194,000) Client: City of Boulder Recruitment: City Manager (2) (Population: 7 77,000) C lient: City of Colorado Springs Recruitment: City Manager (Population: 272,000) Assisting in the Achievement of Excellence in the Public Service Since 1972 CLIENT LIST -THE PAR GROUP Page 2 Client: City of Englewood Recruitment: Downtown De% (Population: 30,000) Director Client: City of Fort Collins Recruitment: City Manager (Population: 88,000) C lient: City of Greenwood Village Recruitment: City Manager (Population: 8,500) Client: City of Lakewood Recruitment: City Administrator (3) (Population: 121,000) Director of Public Safety Director of Public Works C lient: Citv of Thornton Recruitment: Chief of Police (Population: 55,000) C lient: Town of Winter Park Recruitment: Town Administrator (Population: 650) CONNECTICUT Iient: Town of Bloomfield Recruitment: Town Manager (Population: 19,500) Client: Capitol Region Council of Recruitment: Executive Director Governments, Hartford C lient: City of Hartford Recruitment: City Manager (Population: 138,400) C lient: City of Meriden Recruitment: City Manager (Population: 57,000) Clie nt: City of New Haven Recruitment: Chief Administrative Officer (Population: 123,000) Client: Town of Newington Recruitment: Town Manager (Population: 29,420) C lient: Town of West Hartford Recruitment: City Manager (Population: 60,000) FLORIDA C lient: City of Gainesville Recruitment: Deputy City Manager - (Population: 83,000) Administration Deputy City Manager - Operations CLIENT LIST - THE PAR GROUP Page 3 Client: Hillsborough County Recruitment: County Administrator (Population: 534,000) Bent: Polk Countv Recruitment: Countv Administrator (Population: 430,000) C lient: City of St. Petersburg Recruitment: City Manager (Population: 241,000) Client: West Coast Regional Recruitment: General Manager Water Supply Authority, Clearwater ILLINOIS Iient: Village of Barrington Recruitment: Director of Public Safety (Population: 9,000) Chief of Police C lient: Village of Bensenville Recruitment: Chief of Police (Population: 17,700) C lient: City of Bloomington Recruitment: Chief of Police (Population: 52,000) Bent: City of Carbondale Recruitment: City Manager (Population: 25,000) Bent: Village of Carol Stream Recruitment: Chief of Police (Population: 33,500) Client: Central Lake County Joint Recruitment: Executive Director Action Water Agency Director of Operations Clie nt: Champaign County Recruitment: County Administrator I (Population: 168,392) Tent: City of Champaign Recruitment: City Manager (Population: 60,357) Assistant City Engineers (2) Fire Chief Chief of Police Director of Human Resources Director of Neighborhood Services Client: City of Country Club Hills Recruitment: City Manager (Population: 15,000) Director of Planning, Zoning, Development & Building Director of Finance & Administration CLIENT LIST -THE PAR GROUP Pale 4 Client: City of Countryside Recruitment: City Administrator (Population: 6,700) Client: Cunningham Children's Home Recruitment: Executive Director Client: Village of Downers Grove Recruitment: Fire Chief (Population: 42,000) Client: County f DuPa e Recruitment: D Executive Director tY g � �' , (Population: 727,000) Forest Preserve District of DuPage Countv Client: Village of East Hazel Crest Recruitment: Chief of Police (Population: 1,300) Client: City of Elgin Recruitment: City Manager (2) (Population: 85,000) Chief of Police Director of Codes Administration and Community Preservation Director of Public Works Director of Parks, Recreation, and Leisure Services Bent: City of Elmhurst Recruitment: Chief of Police (Population: 43,000) C lient: City of Evanston Recruitment: City Manager (Population: 72,000) Fire Chief C lient: Village of Flossmoor Recruitment: Village Manager (2) (Population: 5,000) Director of Public Works C lient: Foundation for Human Ecology, Recruitment: President /CEO Park Ridge Client: Village of Glencoe Recruitment: Village Manager (2) (Population: 9,000) Director of Public Safety Director of Public Works Client: Village of Glendale Heights Recruitment: Village Manager (Population: 26,000) Finance Director C lient: Village of Grayslake Recruitment: Chief of Police (Population: 7,300) C lient: Village of Gurnee Recruitment: Chief of Police (2) (Population: 7,000) Cl ient: Village of Hazel Crest Recruitment: Village Manager (Population: 14,000) CLIENT LIST -THE I'AIZ GROUP Page Client: Health Care Associates, Recruitment: Group Practice Manager Park Ridge Client: City of Highland Park Recruitment: City Manager (2) (Population: 31,000) Director of Community Development (2) Director of Public Works (2) Building Commissioner Client: Village of Hinsdale Recruitment: Director of Public Services (Population: 16,000) Bent: Village of Hoffman Estates Recruitment: Fire Chief (Population: 41,000) Director of Public Works C lient: Homewood- Flossmoor Recruitment: Executive Director Park District C lient: Village of Homewood Recruitment: Village Manager (Population: 19,000) Director of Public Works Client: City of Joliet Recruitment: Citv Manager (Population: 76,000) Fire Chief City Engineer/ Director of Public Works Bent: J.U.L.I.E. (Joint Utilities Recruitment: General Manager Locating Information for Excavators) Bent: Lake County (Waukegan) Recruitment: Director, Lake County (Population: 516,000) Stormwater Management Commission (SMC) Executive Director, Lake County Forest Preserve District Director of Finance and Administration, Lake County Forest Preserve District Executive Director, Solid Waste Agency of Lake County (2) Principal, Permit, and Watershed Engineers, Lake County Stormwater Management Commission Watershed Planner, Lake County Stormwater Management Commission C lient: Village of Lake Bluff Recruitment: Village Administrator (3) (Population: 4,000) Tent: City of Lake Forest Recruitment: City Manager (Population: 15,000) Superintendent of Public Works CLIENT LIST -THE PAR GI-'OUP Page 6 Client: Village of Lake Zurich Recruitment: Village Administrator (Population: 15,000) Client: Village of Libertyville Recruitment: Village Administrator (Population: 16,500) CIient: Village of Lincolnshire Recruitment: Village Manager (Population: 4,000) Village Engineer/ Director of Public Works Bent: Village of Lisle Recruitment: Chief of Police (Population: 19,529) Client: Lutheran General Health Recruitment: Corporate Attorney (2) Care System, Park Ridge Client: Village of Matteson Recruitment: Chief of Police (Population: 11,400) CIient: METCAD (Metropolitan Recruitment: Director Computer Aided Dispatch), Champaign - Urbana Bent: City of Moline Recruitment: City Administrator (2) (Population: 45,000) Chief of Police Bent: City of Naperville Recruitment: City Manager (2) (Population: 31,000) Director of Community Development C lient: Village of Northbrook Recruitment: Village Engineer (Population: 79,000) Assistant Village Manager Iient: Village of Northfield Recruitment: Village Manager (Population: 4,950) Cl ient: Northwest Municipal Recruitment: Executive Director Dispatch Center (911) Arlington Heights Cl ient: Village of Oak Lawn Recruitment: Fire Chief (Population 56,000) Bent: Village of Oak Park Recruitment: Village Manager (3) (Population: 55,000) Chief of Police Mall Administrator i nt: Village of Orland Park Recruitment: Chief of Police (Population: 26,000) Bent: Village of Palatine Recruitment: Village Manager (Population: 32,000) CLIENT LIST -THE PAR GROUP Page Client: Village of Park Forest Recruitment: Chief of Police (Population: 26,000) Bent: City of Park Ridge Recruitment: Citv Manager (Population: 37,000) Director of Public Safety (2) Director of Community Preservation (2) Client: Parkside Human Services Recruitment: President /CEO Corporation - Park Ridge Director of Older Adult Semites Group Practice Manager Client: City of Peoria Recruitment: City Manager (Population: 117,000) Fire Chief Client: City of Prospect Heights Recruitment: City Administrator (Population: 13,000) Chief of Police Client: City of Rock Island Recruitment: City Manager (Population 41,000) Client: City of Rolling Meadows Recruitment: City Manager (Population: 21,000) Chief of Police Finance Director Fire Chief Client: Village of Romeoville Recruitment: Director of Finance (Population: 14,000) Tent: Village of Schaumburg Recruitment: Village Manager (Population: 57,000) C lient: Village of Skokie Park District Recruitment: Executive Director (Population: 59,000) C lient: South Chicago Community Recruitment: Director of Marketing Hospital ien • Village of South Elgin Recruitment: Village Administrator (Population: 6,000) Bent: South Suburban Mavors' and Recruitment: Executive Director Managers' Conference C lient: City of Sterling Recruitment: City Manager (3) (Population: 15,000) Cl ient: Village of Streamwood Recruitment: Village Manager (2) (Population: 29,495) Fire Chief CLIE \T LIST -THE PAR GROUP I'a,e S Client: Uhlich Children's Home Recruitment: Executive Director Chicago Client: Union League Club Recruitment: Director of Membership of Chicago Services Client: Village of University Park Recruitment: Village Manager (2) (Population: 6,000) Client: Village of Vernon Hills Recruitment: Village Coordinator (Population: 11,000) Building Commissioner Client: City of Waukegan Recruitment: City Engineer (Population: 70,000) Assistant City Engineer Client: Village of West Dundee Recruitment: Director of Public Works (Population: 3,000) C lient: Village of Western Springs Recruitment: Village Manager (Population: 12,600) Client: Village of Westmont Recruitment: Public Works Superintendent (Population: 21,000) C lient: Village of Wheeling Recruitment: Village Manager (Population: 25,000) Bent: Village of Willowbrook Recruitment: Chief of Police (2) (Population: 6,000) Client: Village of Winfield Recruitment: Village Manager (Population: 7,000) C lient: Village of Winnetka Recruitment: Village Manager (Population: 12,000) Director of Electric Utilities (2) Fire Chief Cl ient: City of Wood Dale Recruitment: City Manager (2) (Population: 11,000) Assistant City Manager Cl ient: Village of Woodridge Recruitment: Village Manager (Population: 24,000) Bent: City of Woodstock Recruitment: City Manager (Population: 12,000) Director of Public Works IOWA C lient: City of Ames Recruitment: City Manager (Population: 45,000) CLIENT LIST -THE PAP. GROUP Page 9 Bent: City of Ankenv Recruitment: City Manager (Population: 16,000) Fire Administrator C lient: City of Council Bluffs Recruitment: City Manager (Population: 56,900) Director of Public Safetv Director of Parks and Recreation Coordinator, Community Development and Planning Bent: City of Iowa City Recruitment: City Manager (Population: 56,000) Director of Public Works City Engineer Director of Finance Code Enforcement Official Client: City of Muscatine Recruitment: City Engineer (Population: 24,000) Bent: City of Sioux City Recruitment: City Manager (Population: 81,000) Director of Convention and Visitors` Bureau Iient: Citv of Urbandale Recruitment: City Administrator (Population: 23,500) Director of Engineering /Public Works Bent: City of West Des Moines Recruitment: Director of Communitv (Population: 31,650) Development KANSAS Bent: City of Emporia Recruitment: City Manager (Population: 27,000) Cli ent: City of Olathe Recruitment: Director of Community (Population: 46,000) Development C lient: Sedgwick County Recruitment: Director of Mental Health (Population: 283,000) Fire Chief Bent: City of Winfield Recruitment: City Manager (Population: 12,000) li t: City of Wichita - Recruitment: Director of Planning Sedgwick County (Population: 283,000) Tent: City of Wichita Recruitment: City Manager (Population: 283,000) CLIENT LIST -THE PAR GROUP Page 10 Client: State of Kansas Recruitment: President, Kansa >, Inc, Topeka LOUISIANA Client: City of Shreveport Recruitment: Director of Airports (Population: 219,000) Chief of Police Director of Public Works Fire Chief MAINE Client: City of Bangor Recruitment: City Manager (Population: 32,000) Airport Manager C lient: Kennebec Water District Recruitment: Superintendent/ Water Treatment Client: City of Waterville Recruitment: City Administrator (Population: 16,000) MARYLAND Client: Prince George's County Recruitment: Chief Administrative (Population: 665,000) Officer C lient: City of Rockville Recruitment: City Manager (Population: 47,000) MASSACHUSETTS C lient Town of Ashburnham Recruitment: Town Administrator (CAO) (Population: 4,000) Cl ient: City of Chelsea Recruitment: City Manager (Population: 47,000) C lient: City of Worcester Recruitment: City Manager (Population: 159,000) MICHIGAN Client: City of Ann Arbor Recruitment: Chief of Police (Population: 107,000) Director of Human Resources CLIENT LIST -THE PAR, GROUP Page 11 CIient: City of Benton Harbor Recruitment: City .Manager ('_) (Population: 12,800) Client: City of Brighton Recruitment: Citv Manager (2) (Population: 4,000) Bent: Central Dispatch Authority Recruitment: Executive Director of Lower Michigan Client: Downtown Kalamazoo, Inc. Recruitment: Executive Director /CEO Client: City of East Lansing Recruitment: City Manager (2) (Population: 46,000) Director of Public Works Bent: Citv of Grand Haven Recruitment: City Manager (Population: 11,000) Deputy Chief of Police Bent: City of Grand Rapids Recruitment: Director of Personnel (Population: 183,000) Client: Meridian Charter Township Recruitment: Township Superintendent (Population: 30,160) CIient: City of Muskegon Recruitment: Citv Manager (Population: 39,000) Executive Director, 911 Communication Center C lient: Citv of Niles Recruitment: City Manager (Population: 12,000) C lient: County of Oakland Recruitment: Director of Solid Waste (Population: 1,000,000) Management Cl ient- , City of Owosso Recruitment: City Manager (Population: 15,000) Cli ent: City of Riverview Recruitment: Director of Solid Waste (Population: 14,000) C lient: City of Saginaw Recruitment City Manager (2) (Population: 78,000) Director of Economic Development i nt: City of Southfield Recruitment: Citv Administrator (Population: 75,000) Assistant City Administrator Li eii t: City of Sterling Heights Recruitment: City Manager (Population: 109,000) Cl ient: City of Sturgis Recruitment: Chief of Police (Population: 10,000) CLIENT LIST -THE PAR GROUP Page 12 Client: County of VVishtenaw Recruitment: County Administrator (Population: 280,000) Health Officer Client: City of Wyoming Recruitment: City Manager (Population: 68,300) MINNESOTA Client: City of Brooklyn Park Recruitment: City Manager (Population: 45,000) Client: City of Burnsville Recruitment: Citv Manager (Population: 36,000) Client: City of Coon Rapids Recruitment: City Manager (3) (Population: 40,910) Fire Chief Iient: City of Fridley Recruitment: City Manager (Population: 30,000) Client: City of Hibbing Recruitment: Citv Administrator (Population: 18,000) Client: City of Hopkins Recruitment: City Manager (Population: 14,000) Client: City of Minnetonka Recruitment: City Manager (Population: 39,000) Chief of Police C lient: City of Moorhead Recruitment: City Manager (2) (Population: 29,000) MISSISSIPPI Client: City of Jackson Recruitment: Chief of Police (Population: 208,810) MISSOURI C lient: City of Ferguson Recruitment: City Manager (3) (Population: 24,000) Client: City of Independence Recruitment: City Manager (Population: 112,000) CLIENT LIST -THE PAR GROUP Pat g e 13 Client: City of Kansas Citv Recruitment: Assistant City Manager (2) (Population: 435,000) Director of Personnel Environmental Services Manager Budget and Systems Officer Director of Codes Administration Citv Attornev Director of Convention and Entertainment Centers C lient: City of Lee's Summit Recruitment: City Administrator (Population: 46,400) Bent: State of Missouri Recruitment: Executive Director, MOSERS (Missouri State Employee Retirement System) MONTANA Bent: City of Billings Recruitment: Citv Manager (Population: 69,000) NEBRASKA Bent: City of Grand Island Recruitment: City Administrator (Population: 39,000) C lient: City of Hastings Recruitment: City Administrator (Population: 23,000) NEVADA Clie nt: City of Boulder City Recruitment: City Manager (2) (Population: 12,000) NEW JERSEY Client: Town of Plainsboro Recruitment: Town Administrator (Population: 11,000) NEW MEXICO C lient: City of Albuquerque Recruitment: Assistant City Engineer - Hydrologist (Population: 366,000) Design Engineer - Municipal Development Department (3) Design Engineer -Water Resources Department CLIEtiT LIST -THE PAR GROUP I'agc lY NEW YORK Bent: City of Auburn Recruitment: City Manager (Population: 32,000) C lient: City of New Rochelle Recruitment: City Manager (Population: 67,000) NORTH CAROLINA Client: Mecklenburg County Recruitment: County Manager (Population: 441,000) Deputv County Manager (2) Director of Social Services Client: Mecklenburg County- Recruitment: Executive Director City of Charlotte Planning Commission (Population: 441,000) OHIO Iient: Akron Regional Development Recruitment: President Board C lient: City of Cincinnati Recruitment: Citv Manager (Population: 385,000) Bent: Cleveland Society for the Blind Recruitment: Executive Director C lient: City of Dayton Recruitment: City Manager (Population: 194,000) Cl ient: City of Delaware Recruitment: City Manager (Population: 19,000) C lient: City of East Cleveland Recruitment: Director of Finance (Population: 36,000) C lient: City of Kent Recritment: Director of Finance (Population: 27,000) C lient- , City of Oberlin Recruitment: Electric Utility Director (Population: 8,000) Bent: City of Shaker Heights Recruitment: Recreation Director (Population: 31,000) Fire Chief , CLIENT LIST -THE PAR GROUP Page 15 Client: City of Vandalia Recruitment: Citv % (Population: 14,000) Bent: City of Worthington Recruitment: City Manager (Population: 18,000) OKLAHOMA C lient: City of Bartlesville Recruitment: City Manager (2) (Population: 35,000) Client: City of Enid Recruitment: City Manager (Population: 52,000) OREGON Iient: City of Beaverton Recruitment: City Manager (Population: 33,000) Bent: Columbia Regional Council Recruitment: Executive Director of Governments (now Metro- politan Service District, Portland) Cl ient: City of Eugene Recruitment: City Manager (Population: 101,000) Chief of Police PENNSYLVANIA Cli ent: Township of Derry Recruitment: Township Manager (Population: 18,400) RHODE ISLAND Client: Providence Convention Center Recruitment: Convention Center Executive Director /CEO SOUTH CAROLINA li nt: County of Charleston Recruitment: County Administrator (Population: 286,000) Pent: City of Columbia Recruitment: City Manager (Population: 93,000) CLIENT LIST -THE PAR GROUP Pa"c 16 Client: City of Myrtle Beach Recruitment: City Manager (Population: 27,000) SOUTH DAKOTA Client: City of Yankton Recruitment: City Manager (Population: 12,000) TENNESSEE Client: Metropolitan Development Recruitment: Deputy Executive Director and Housing Agency, Nashville TEXAS Iient: City of Abilene Recruitment: Director of Public Works (Population: 108,000) Fire Chief C lient: City of Arlington Recruitment: City Manager (Population: 213,000) Client: City of Austin Recruitment: City Manager (Population: 397,000) Client: City of Dallas Recruitment: City Manager (Population: 974,000) Assistant City Manager Director of Planning C lient- Dallas Area Rapid Transit Recruitment: Executive Director (DART) Director of Finance Cl ient: Dallas Housing Authority Recruitment: Executive Director (Population: 974,000) Client: City of Denton Recruitment: City Manager (Population: 48,000) C lient: City of Fort Worth Recruitment: City Manager (2) (Population: 414,000) Executive Director, Human Relations Commission C lient: City of Garland Recruitment. City Manager (Population: 160,000) C lient: City of Grapevine Recruitment: City Manager (Population: 28,000) CLIENT LIST -THE PAR GROUP Page l Bent: Citv of Hurst Recruitment: Chief of Police (Population: 34,000) C lient: Citv of Lubbock Recruitment: Assistant City Manager (Population: 178,000) Bent: City of Orange Recruitment: Citv Manager (Population: 24,000) Client: City of Wichita Falls Recruitment: City Manager (Population: 98,000) Director of Parks and Recreation Director of Public Works Fire Chief VIRGINIA Bent: City of Alexandria Recruitment: City Manager (Population: 107,000) Director of Personnel Bent: Arlington County Recruitment: Director of Public Works (Population: 168,000) Director of Environmental Services (3) Corrections Administrator Deputy Director of Public Works (2) Special Assistant to the County Manager for EEO and Human Rights Director of Parks, Recreation and Community Resources Director of Planning Director of Housing Programs Solid Waste Division Chief Director of Mental Health Traffic Engineering Division Chief Fire Chief Director, Community Planning, Housing, and Development Director of Libraries Clie nt: City of Charlottesville Recruitment•. Chief of Police (Population: 40,000) Assistant City Manager/ Director of Parks and Recreation Cl ient: City of Petersburg Recruitment: Chief of Police (Population: 38,000) City Manager C lient: City of Richmond Recruitment: City Manager (Population: 219,000) Director of Planning CLIENT LIST -THE PAP. GROUP Pa ,e 1S C lient: Metropolitan Richmond Recruitment: Executive Director /CEO Convention, Visitors' and Tourism Bureau, Richmond Client: Richmond Renaissance, Inc., Recruitment: Executive Director /CEO Richmond Client: Citv of Staunton Recruitment: City Manager (Population: 24,500) WASHINGTON Client: City of Vancouver Recruitment: City Manager (2) (Population: 44,000) WISCONSIN C lient: Village of Chenequa Recruitment: Chief of Police /Village Administrator (Population: 600) Client: City of Eau Claire Recruitment: City Manager (2) (Population: 53,000) C lient: City of Fond du Lac Recruitment: City Manager (Population: 35,000) C lient: Village of Greendale Recruitment: Village Manager (Population: 16,000) C lient: City of Janesville Recruitment: Director of Planning (Population: 51,000) Clie nt: City of Madison Recruitment: City Assessor (Population: 170,000) Director of Public Works Director of Data Processing lient: Town of Mt. Pleasant Recruitment. Town Administrator (Population: 20,000) i nt: North Shore Fire District Recruitment: Fire Chief i t: North Shore Water Recruitment: Manager Commission C lient: City of South Milwaukee Recruitment: City Manager (Population: 21,000) CLIENT LIST -THE PAP, GROUP Page 19 Client: Citv of Superior Recruitment: Chief of Police (Population: 29,300) Client: City of Wauwatosa Recruitment: City Administrator (Population: 51,000) Fire Chief Chief of Police Client: Village of Whitefish Bay Recruitment: Village Manager (Population 14,000) Village Engineer/ Director of Public Works WYOMING Bent: City of Green River Recruitment: City Administrator (Population: 13,000) CLIENT LIST -THE PAR GROUP Page 20 INTERNATIONALINATI OVAL C lient: American Public Works Recruitment: Executive Director Association (APWA) Kansas City, Missouri Client: The Appraisal Institute Recruitment: Executive Vice President Chicago, Illinois Client: Commonwealth Utilities Recruitment: Comptroller Corporation Data Systems Administrator Saipan, Marianas Islands C lient: Government Finance Officers Recruitment: Director of Research Association (GFOA) Chicago, Illinois C lient: International Association Recruitment: Executive Director of Assessing Officers (IAAO) Chicago, Illinois CIient: International Institute of Recruitment: Executive Director Municipal Clerks (IIMC) Pasadena, California CIient: Kosrae Utilities Authority Recruitment: General Manager Kosrae, Micronesia C lient: National Association of Recruitment: Executive Director Counties (NACo) Washington, D.C. C lient- National Association of Recruitment: Executive Director Housing and Redevelopment Officials, (NAHRO) Washington, D.C. Clie nt: National League of Cities Recruitment: Executive Director (NLC), Washington, D.C. C lient: Public Technology, Inc. Recruitment: President (PTI), Washington, D.C. Cl ient: Republic of the Marshall Recruitment: City Manager Islands, Majuro Atoll Local Government THE PAR GROUP CHICAGO Paul A. Reaume, Ltd. Executive Office Centre Public 100 North Waukegan Road Management Consultants Lake Bluff. Illinois 6004 -1600 TEL 708.234 -0005 FAX 708.'234 -8309 THE PAR GROUP SERVICES The PAR Group provides a range of consulting services to local government organizations designed to be particularly relevant and of assistance in addressing both internal and external concerns and challenges of public agencies. Each area of consulting assistance is customized to meet the unique and particular needs of each individual Client. Executive Search and Staff Recruitment Provision of comprehensive assistance in the recruitment of city and county managers, department heads and staff/ technical specialists. We offer . a reputation for superior performance and experience involving services to a wide variety of public agencies, serving'unsdictions ranging in population from 5,000 to over 1,000,000 with budget responsibilities amounting to over a billion dollars. We have never tailed to recommend a group of qualified Candidates on any assignment. Management Audits Analysis of existing organizational and /or departmental methods, practices and performance, as compared with current, innovative procedures and processes, presenting alternatives toward maintaining organizational effectiveness at desirable cost levels. Staff Rightsizing, and Outplacement Matching existing staff skills and talents against organizational goats, developing an appropriate, defensible plan for orderly workforce reduction. Financial cutbacks involving personnel l are met in a humane, compassionate manner, while maintaining an effective, fully- functioning organization. Organization and Operations Analysis Thorough inquiry into administrative and operations procedure and practices leading to recommendations for improving service delivery, cost -containment, or other actions appropriate to bring about a desired level of organizational services ana effectiveness. Police and Fire Studies Review of staffing, operational and administrative procedure in fire and police departments toward implementation of improvements to ensure readiness and ability of those departments to meet normal and emergency conditions in protecting life and property at acceptable cost levels. Total Oualitv Management and Motivational Training Presentation of programs which focus on the deeper causes of effectiveness, not the surface techniques that bring only temporary improvement. Princi le Centered Leadership is used as a foundational process in the development of staff mission statements which are correlated the organization s overall mission. Personnel Systems and Pav Plans Review of existing personnel ractices and systems toward development of up -to -date and effective methods relating to: position classification and salary administration; performance/ merit pay plans; standardization of personnel ppolicies/ personnel manuals; creation and monitoring of AA /EEO and ADA regulations and guidelines. Also, developmentofaccurate and relevant data to determine total cost compensation of employee salary and wages upon which to base budget and wage settlement decisions. Review of current insurance coverages, considering the feasibility of self - funding, and professional analysis and cost - management administration of health care claims. Leadership Development Training Presenting the internationally acclaimed program based on The Seven Habits of Highly Effective People, focusing on the single premise that: Effective Leadership Starts From the Inside Out. Training stresses the leadership part of management. Time management techniques for managers and staff is also thoroughly reviewed. Strategic Planning Establishment and prioritizing of desired governmental services, programs and capital needs projected for an extended period, arrived at through a facilitated meeting and interaction between elected officials and staff. Assisting in the Achievement of Excellence in the Public Service Since 1972 THE FAM GROUP .a Manag ement Cfi entde �Xect:.�Ye Search & Staff gecru*,7re - i i tilanagement Auci :s - Staff Aignis;z:ng & C- :placement Orcanizat;on & Operations Anaiysis • Police & Fire Studies • TOM & Motivational Training Personnel Systems and Pay Plans • Leadership Development Training • Strategic Planning CHICAGO TEL (708) 334-0003 100 N. W ;wke__an Road. Suite 200 FAX (708) 234 -8309 Lake Bluff. Illinois 6004 -4 A_%sistin- in the Achieventent of Excellence in the Public Service Since 19M WE'RE XNOWN BAY 7=7 CLIENT -3 W. SER7V Local government and related or- anizations our Consultants have assisted in both executive search and in management studies and related consulting services ; Abilene. Texas Central Lake County ioint Action East Lan in,, Michigan Highland Paris, Illinois Abingdon, Virginia \later Agency Eau Claire Count\', Wisconsin Hinsdale. Illinois Alabi ma Law Enforcement Chartpaicn Count\•. 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Ohio Farmington Hills, Michigan Independence, Missouri 'I Atlantic Cu\ , New iersev Clarke County, Georgia Fayette\•ille. Arkansas lndianapoiis International Auburn, Ne \v fork i Clayton. Nils >, t:ri Fercttsun. \ti„uu:: Airport, Indiana i Aurora, Colorado Colorado �^r.n,s. Coiorado Fiat Ruck. \lichi Inkster, \lichi -an m Aurora. Illinois Colubia Regionai Council of Flossmoor, Illinoi, Internativnai .Vs <uciation ,,r Austin, Te\a, Governments. Oregon Fond du Lac. Wisconsin assessing Officers t1a:V0 Bangor, Maine Columbia. \fissourl Forest Park. Illinois International Institute of Barrington. Illinois Columbus. Ne ^:a ska Fort Dodge, to\ca \turicipai Clerks (II \ICI Bartlesville, Oklahoma Cohtmcu, South Carolina Forth Worth. Texas Inver Grove Heights, Batavia, Illinois Commonwealth Utilities Foundation for Human Ecology, Minnesota Beaverton, Oregon Corporation. 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Te\, , , Florida Moiuro Atoll Local Olathe, Kansas Marshall Islands Orland Park, Illinois State of Delo �%are Manchester, Connecticut Orleans, Massachusetts State of I ndiana Manchester, Missouri Oskaloosa, Iowa S tate of lowil Mankato Regional Planning Owosso, Michigan State of Kansas If Commission, Minnesota Painesville, Ohio State of Pennsvlvania Maple Heights, Ohio Palatine, Illinois Staunton, Maplewood, Minnesota Paradise Valley, Arizona Sterling Heights, Michigan Marquette, Michigan Park Forest, Illinois Sterling, Illinois Martin Countv, Texas Park Ridge, Illinois Streamwood, Illinois Matteson, Illinois Parksicle Human Services Superior, Wisconsin Mecklenburg County, North Corporation, Park Ridge, The Appraisal Institute Carolina Illinois Tinlev Park, Illinois Menasha, Wisconsin Peoria, Illinois Town and Country, Missouri Menasha Utilities, Wisconsin Petersburg " Virginia Traverse Citv, Michigan Meriden, Connecticut Petoskev,%Iichigan Trotwood,bhio Meridian Charter Township, Piqua, Ohio Trov, New York Michigan Plainsboro, New Jersey Twin Cities Metro Council, Metropolitan Richmond Plano, Texas Minnesota Convention, Visitors' and Plattsburgh, New York Uhlich Children's Home, Illinois Tour Bureau, Virginia Powell, Ohio Union League Club, Chicago, Minnetonka, Minnesota President's Commission on Law Illinois Minot, North Dakota Enforcement and Universir• Citv, Missouri &1okena, 1111inois Administration of justice Universit• Park, Illinois Nfoline, Illinois Prince George's County, Urbandale, Iowa 'Niontgornery Countv, '.'vlarvlanci� V ancouver.' 1'ashington Maryland Prospect Heights, Illinois Vernon Hills, Illinois Moorhead, Minnesota Providence Convention Center, Villa Park. Illinois Mt. Prospect, Illinois Rhode Island Virginia, -Minnesota Muncie Public Librarv, Proviso Township, Illinois Wailed Lake, 'Michigan Indiana Public Technology, Inc. (PTI) Washington Counrv, Oregon Munster, Indiana Reading, Pennsvlvania Washtenaw Countv, Michi ,Muscatine, Iowa Region 11 Planning Commission, Waukegan, Illinois 'lluske 'Aichigan 0 Jackson, Michigan Wauwatosa, Wisconsin iMyrtle Beach, South Carolina Rhode Island Commission on West Allis, Wisconsin Naperville, Illinois Criminal justice West Bend, Wisconsin National Association of Richmond Renaissance, Inc., West Des Moines, Iowa Counties (NACO) Virginia West Dundee, Illinois National Association of Richmond, Virginia West Hartford, Connecticut Housing and Richton Park, Illinois West Haven, Connecticut Redevelopment Officials Ridgewood, New Jersey Western Springs, Illinois (NAHRO) River­% an Westminster. Colorado I 1' 11 National League of Cities Rockville,Marvand Westmont, Illinois (NLC) Rockv Hill, Connecticut Westport, Connecticut New England Municipal Rollii- Meadows, Illinois Wethersfield. Connecticut Center Roselle, 1111inois Wheaton. Illinois New Haven, Connecticut Rosemont, Illinois Wheeling, Illinois New Orleans, Louisiana Saginaw Housing Commission, Whitefish Ba•, Wisconsin New Town, Ohio Michigan Wichita Falls Texas New Trier High School, S a g inaw, �- Michi-an Wichita. Kansas Illinois San Jose, California Willowbrook, Illinois Newington, Connecticut Santa Ana, California Wilmette, Illinois Niagara Falls, New York Saukville, Wisconsin Winfield, Kansas Niles, Illinois Schaumburg, Illinois Winnetka. Illinois Niles, Michigan Seattle, Washington Winter Park, Colorado Norfolk, Nebraska Sed-Wick Countv, Kansas Wisconsin Council on Criminal North Adams, Massachusetts Shaker Heights, Ohio justice North Charleston, South Sheldon, Ion Wood Dale, Illinois Carolina Shorewood. Wisconsin Woodridge, Illinois North Haven, Connecticut Shreveport. Louisiana b%'oocistock Illinois North Kansas Citv, Missouri Sioux Citv, Iowa Worcester, Massachusetts North Shore Sanitary District, Skokie, Illinois Worthin Ohio Illinois South Chicago Community Wvoming, \ ,lichigan North York Regional Police, C, 0 Hospital, Illinois Yankton, South Dakota Pennsvlvania South Elgin, Illinois Y psilanti. Michigan Communit% Northbrook, Illinois -rity South Suburban Mayors' Utilities Au�t ho Northeastern Illinois Planning Managers' Conference. Illinois Commission Southfield. M ichi g an AM:F-RICAS MOST Z-XPE WhTCWD flyNAC-311-TENT CONS U 1, FAN 713 FOR G 0 7F2WA62:N7 THE PAR GROUP Paul A. Reaume. Ltd. Public Ilk n Manacement Consultants Proposal for i Search, Recruitment, and Selection of City Manager Submitted to Brooklyn Center, Minnesota © PERSONNEL DECISIONS, INC. 11 Building Successful Organizations n PERSONNEL DECISIONS, INC. Corporate Offices 2000 Plaza VII Tower 45 South Seventh Street Minneapolis, Minnesota 55402 -1608 612/339 -0927 Proposal for Search, Recruitment, and Selection of City Manager Submitted to Brooklyn Center, Minnesota Submitted by Personnel Decisions, Inc. 8 June 1995 Description, Background, and Qualifications of Personnel Decisions, Inc. Personnel Decisions, Inc. (PDI) is a full- service industrial/organizational psychology consulting firm headquartered in Minneapolis. Our general expertise lies in the area of assessment and development of both individuals and organizations. Since our founding in 1967 by Drs. Marvin Dunnette of the University of Minnesota and Wayne Kirchner of 3M, we have evaluated the competence of over 10,000 applicants for managerial and executive positions. Clients for these services include private industry, non - profit organizations, and agencies of local, state, and federal government. As leaders in the field of work - related assessment, we have developed a wide range of screening and assessment tools designed to provide decision makers with accurate and powerful information regarding the specific capabilities of each individual. In the public and non - profit arenas, we have extended our services to include the identification and notification of candidates who meet the necessary qualifications and may have interest in the position. These "up- front" services are designed to effectively notify the largest possible pool of qualified applicants, giving the hiring agency maximum choice in the subsequent selection process. PDI has conducted these procedures for a wide variety of positions including: • City Manager • City Administrator • County Administrator • School Superintendent • School Principal aI • Library of Congress Professional Positions • Federal Trade Commission Professional Positions • U. S. Postal Service Executive Positions • Police Chief • Fire Chief • Personnel Director • City Clerk • City Engineer • State Nursing Association Director • Youth Agency Executive Director For a list of clients for whom we have conducted such work, please see pages 7 and S. PDI is also a nationwide leader in the design and implementation of fair employment practices. We are frequently called upon to design selection procedures under federal consent decrees and U.S. Department of Justice auspices. We also have provided expert testimony in both state and federal courts regarding race and gender fairness of selection procedures. Our assessment procedures allow for the accurate comparison of both internal and external candidates. The key staff for this project will be drawn from PDI's Public Sector Division, which specializes in services to agencies of government. The following individuals will serve as key staff members; all have had extensive experience in recruitment and selection of top executive public sector positions. • Project Manager —Harry Brull • Project Principals- -Scott Gregory, Arvids Petersons Approach and Methodology Activity One —Job Analysis PDI would conduct interviews with the Mayor and Council and other key individuals to determine the mix of skills and abilities required in the position. Input would be gathered from staff through the use of a questionnaire. In addition, we would review relevant documentation such as position descriptions, organizational charts, etc. This information would be compiled into an updated position description, a position profile, and the basis for advertisements and other recruiting literature. These documents would also include details such as minimum qualifications, desired experience, and other factors relevant to recruitment and selection. As experts in the process of job analysis, PDI would ensure that the resulting necessary qualifications meet all legal guidelines and provide a blueprint against which to compare subsequent candidate qualifications. We estimate that this step could be completed within two weeks of advertising publication dates. Activity Two — Recruitment We would work with the City to determine the scope of the recruitment —state, regional, or national. During our conversations, PDI would determine the location and current job responsibilities of individuals most likely to meet the position requirements. We would then designate a recruiting strategy including relevant publications, broadcast letters, and a mechanism for nominations which would yield the largest number of most qualified applicants for the position. We would coordinate a survey effort to determine the competitiveness of the salary package. Based upon past experience, we would anticipate that the combination of advertisement and specific letter writing would yield, at a minimum, 50 qualified applicants for the position. Depending upon publication schedules of any designated periodicals, this step would begin the timeline. 2 Activity Three -- Screening Based upon the minimum qualifications and position profile, PDI would screen applications to determine which individuals have the highest likelihood of meeting the position requirements. Based upon the job requirements and position profile, PDI would design the following instruments and procedures to conduct a first screen of resumes: • Assessment of minimum qualifications— Resumes would be checked to ensure that all minimum qualifications are met. • Resume scoring form and decision rules —Based upon the position documentation, PDI would design a process whereby resumes may be quantitatively evaluated and scored to yield groupings of continuing candidates. We would ensure that all procedures meet requirements for affirmative action, EEOC, and federal and state law. As part of this step, we would ensure that all candidates receive information regarding the following: • Procedures to alert them of their continuing status in the process • Conditions regarding confidentiality • Selection process timetable Given the projected numbers of individuals who may apply, we would recommend a follow - up screening process which would involve mailing further requests for information to applicants. This will allow more valid decisions regarding which individuals should achieve semi- finalist status. Such requests for information may include: • "Targeted" resumes -- Response to specific questions regarding the scope and extent of their experiences • Responses to essay questions • Documentation of specific accomplishments Usina this two -tier screening process, we would expect that the screening effort would require approximately three to four weeks. Activity Four — Further Assessment Depending upon the qualifications of candidates, we would expect to present approximately 6 -10 candidates for further selection procedures. Depending upon the wishes of the Mayor and Council, we would designate a set of information- gathering procedures designed to produce more detailed information about this smaller group of applicants. This set of techniques could include, but would not be limited to the following: • Oral interview panels —One or more formal interview procedures conducted by designated individuals such as the Mayor, Council members, staff members, etc. PDI has had considerable success in staff interviews for selection of the chief executive. • Written testing---Based upon PDI's background in managerial assessment, instruments designed to yield information regarding problem solving ability; faculty with words, numbers, and concepts; leadership style; interpersonal style; etc. • Assessment center activities — simulations designed to assess the candidates' capabilities regarding specific tasks required of the position. These would include such experiences as In- basket Exercises, Press Conferences, Meetings with Subordinates, etc. The combination of approaches will yield the most accurate and stable assessment of the individual candidate's skills and abilities. PDI would compile information gathered in the form of confidential reports for each applicant and submit them to the Mayor and Council for discussion and decisions regardina finalist status. Depending upon the nature and extent of procedures used, this step would require approximately two weeks. Activity Five — Finalist Information Gathering PDI would coordinate extensive information gathering regardina the finalist candidates. These activities could include: • Reference checking • Contacts with local media (for out -of -town applicants) At this point, the Mayor and Council would conduct interviews with finalist applicants. PDI would be able to assist in final negotiations after the Mayor and Council have made a hiring decision. Based upon the procedures required, we estimate that this step could be accomplished in approximately two weeks. 4 Activity Six —Six Month Performance Review As part of PDI's responsibility, we would engineer a six -month performance review of the new City Manager which includes the following components: • Input from the Mayor and Council members • Input from key staff • Summary and collation of results • Presentation of results to the Mayor and Council • Face -to -face session with the new City Manager to discuss results This process allows for early "course corrections" if needed, helping to ensure success for the individual and the City. Division of Responsibility As consultant to the City on this project, PDI is prepared to assume the following responsibilities: • Design of all job analysis and candidate evaluation procedures • Provision to the Mayor and Council of valid information regarding the knowledge, skills, and abilities of each applicant • Assistance in response to interested parties such as staff, the media, etc. • Assistance in contract negotiations with chosen candidate We see the City's responsibility as follows: • Approval of all documents and procedures • Decision making or, at a minimum, approval of decisions regarding the status of any and all individual applicants • Securing of physical locations for job analysis sessions, interviews, etc. • Responsibility for all administrative details, also to include communication with candidates regarding timetable, status in the process, and other issues which arise • Covering expenses such as advertising, long distance telephone charges, and photocopying expenses, etc. 5 Time frames The following time frames can be used as estimates: Weeks from Activit Project Start Activities 1 -2: 2 -5 Job Analysis and Recruitment Activity 3: 6 -9 Screening Activity 4: 10 -11 Further Assessment Activity 5: 12 -13 Finalist Information Gathering Estimated Costs L abor Activity One —Job Analysis $ 3,500 Activity Two— Recruitment S 1,500 Activitv Three—Screening 3,500 Activity Four — Further Assessment 7,500 Activity Five — Finalist Information Gathering 3,500 Activity Six — Six -month Review 1.000 Labor Subtotal S 19,500 maximum *Charge is waived if first five activities are utilized. Ext)enses Out -of- pocket expenses such as advertising, telephone, etc. will be billed at cost; estimates are as follows: Advertising $300 Telephone 5200 Candidate travel costs will depend upon the number, location, etc. 6 References The following individuals can attest to the quality of PDI's services for executive selection: • Washington County, Minnesota Mary Hauser, Chair, Board of County Commissioners (612)430 -6000 • Scott County, Minnesota Tom Longmire, Personnel Director (612) 496 -8101 • Dakota County, Minnesota Will Volk, Personnel Director (612) 438 -4422 • Hennepin County, Minnesota Sherri McMurray, Director of Selection (612) 348 -8091 • City of Shoreview, Minnesota James Chalmers, Mayor (612) 789 -8984 • City of Plymouth, Minnesota Kim Bergman, Mayor (612) 557 -7030 • City of Bloomington, Minnesota Kent Michaelson, Personnel Director (612) 887 -9610 • Hopkins, Minnesota, Schools Dennis Dahlman, Personnel Director (612) 933 -9101 • City of White Bear Lake, Minnesota Mark Sayther, City Manager (612) 429 -8526 • City of Owatonna, Minnesota James Sheard, Civil Service Commission (507) 455 -5200 • City of St. Louis Park, Minnesota Wally Wysopal (612) 924 -2523 • City of St. Cloud, Minnesota Dede Balcom, Personnel Director (612) 255 -7217 • City of Des Moines, Iowa Reg Sipfle, Director of Civil Service Commission (515) 283 -4213 • City of Cincinnati, Ohio Betty Davis, Personnel Director (513) 352 -2444 • Edina, Minnesota, Public Schools Rod Kesti, Assistant Superintendent of Schools (612) 944 -3613 • Montgomery County, Ohio Penny Wolff, Commissioner Aide (513) 225 -4493 • City of Blaine, Minnesota Joyce Twistol, Personnel Director (612) 784 -6700 • Metropolitan Airports Commission Jeff Hamiel, Executive Director (612) 726 -1892 • Blandin Foundation Kathryn Jensen, President (218) 326 -0523 • U.S. Postal Service Ann Frankhauser (202) 268 -4260 • Library of Congress Tommy Shaw (202) 287 -7192 • Minnesota Nurses Association Sara McCumber, Chair, Search Committee (218) 729 -8673 Author. Hury Brut: wP: Randy J. W'ymorc. EdiwriProofer Holly Urbwlski K:1DamXPu hsec�Lu•SProp1BCC',1695.doc 8 j�0 PERSONNEL DECISIONS, INC. 11cc (( I1 Building Successful Organizations 2000 PLAZA VII TOWER • 45 SOUTH SEVENTH STREET • MINNEAPOLIS, M1455402-1608 • 6'2!379.0927 O in: Minneapoiis, Neu York, Dallas, Detroit, Houston J Washington, D.C.