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05-24-2004 CC MIN - SPECIAL SPECIAL MEETING OF THE ELK RIVER CITY COUNCIL HELD AT THE CITY OF ELK RIVER (UPPER TOWN CONFERENCE ROOM) PIONDAY, MAY 24, 2004 Members Present: Mayor K_linzing, Councilmembers Diem, Kuester, Motin, and Tveite (5:42 p.m.) Members Absent: None Staff Present: Also Present: City Administrator Pat K-laers, Finance Director Lori Johnson, Building and Environmental Administrator Steve Rohlf, Police Chief Jeff Beahen, Fire Chief Bruce West, Ice Arena Manager Rich Czech, Liquor Store Manager Dave Potvin, Street/Park Superintendent Phil Hals, Chief Waste~vater Operator Gary Leirmoe, City Engineer Terry Maurer, Director of Planning Michele McPherson, Director of Economic Development Catherine Mehelich, Utilities General Manager Bryan Adams, Recreation Manager Michele Bergh, and Recording Secretary Jessica Miller Facilitator Jim Brkneyer 1. .C. all Meeting To Order Pursuant to due call and notice thereof, the meeting of the Elk River City Council was called to order at 5:30 p.m. by Mayor F-flinzing. Consider 5/24/2004 Council Agenda MOVED BY COUNCILMEMBER DIETZ AND SECONDED BY COUNCILMEMBER KUESTER TO APPROVE THE AGENDA. MOTION CARRIED 4-0. 3. Consider Consent Agenda MOVED BY COUNCILMEMBER MOTIN AND SECONDED BY COUNCILEMBER DIETZ TO APPROVE THE FOLLOWING CONSENT AGENDA: 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 05/10/2004 Council Minutes Check Register Pay Estimates Resolution 04-41 Awarding the Sale of the City's $331,000 General Obligation Equipment Certificates of 2004; Fixing its Form and Specifications; Directing its Execution and Delivery; and Providing for its Payment Authorization to Hire Police Officer Authorization for a Transient Merchant License to Todd Strand and Justin Cerra - TruGreen Chemlawn Annual Renewal of Fireworks License to Elk River Target Consider Transient Merchant and Fireworks Sales Applications for Eric Robbins - TNT Fireworks MOTION CARRIED 4-0. City Council Minutes May 24, 2004 Page 2 4. Discussion on the Strategic Plan of the Ci.ty Administrator/Ciw of Elk River Work Program Facilitated by Jim Brirneyer Mr. Brirneyer began by asking the Council and staff to review the strategic issues and the strengths, weaknesses, opportunities, and threats that they listed at the last session. Mr. Brimeyer noted that the issues ranked most important by staff were not the same issues ranked most important by the Council. Councilmember Tveite arrived (5:42 p.m.) Mr. Brimeyer asked the Council and staff to address the following top three issues (by total points) by answering the following questions. An acuon plan for agreeing to implement the new/revised city organizational structure. What is the question that we should ask that will address the issue? · In the current organizational structure, who is responsible for what? Why is this an issue? · Employee complaints · Communication breakdown · Not effective organization - employees not utilizing talents City Council concerns Consequences of this issue: · Still have the "whys" and communication will get worse · Risk losing good staff · Public effected negatively (causing public confusion) · Efficiency - loss of resources · Lack of clear definition of responsibility (overlapping duties) · Lack of understanding for City Council Nix. Brimeyer divided the Council and staffinto the same small groups they worked in at the last session and asked them to answer the folloWing questions. Below are the results: What are the practical alternatives, dreams, or visions we might pursue to address this strategic issue? Vision Reduce the number of reports to the City Administrator substantially (by 5-7) o Public safety o Utilities o Recreation, Seniors, etc. o Community Development o Administration · Work from the top down (organizational chart) City Council Minutes May 24, 2004 o reduce reports to City Adrnmistrator by 50% (half to Assistant City Administrator and half to the City Administrator) o add additional divisions later O cost to the city is easy to swallow · Group like/complimentary functions under department heads · Code of conduct mechanisms for special attention (Council attention) with guidelines / conditions Barriers Direct reports o Park/Recreation o Community Development o Public Works o Police o Fire o Legal o Director of Operations (Admin/Finance) · Finding the fight person for the fight job · Change difficult - current department heads may be resistant to new boss · Transition phases · Council appointments o timing o process · Definition of"proper" levels · Public perception · Personalities · Money Strategies to pursue to overcome barriers · Write the "plan" and adopt it · Create job descriptions · Identify phase, timeframe, potential budget · Possibly hire consultant for expert help · Establish pfiofities for hiring (which positions) · Allow current department heads to apply for positions · Develop policies o reduction in force? o comp worth issues/pay plan o retirement (is this the time to reorganize?) What are the major action and action steps that must be taken in the next 6-12 months to implement the proposals? Who is responsible? · Discuss/adopt "the plan" · phases · To Council June 2004 for discussion Page 3 City Council Minutes May 24, 2004 Page 4 · Discuss reduction in force, pay impact with Council/City Administrator/Staff · Framework/guidelines for Council/Staff communication and interact/on Steady, consistent growth toward approved plans and Council direction shared with commissions and staff. (This is two issues combined.) What is the question that we should ask that will address the issue? · How do we develop plans for growth that are understood and can be implemented by the Boards/Commassions/Staff?. Why is this an issue? · Boards/Commissions/Staff sometimes advocate their own beliefs (differently than as directed) · Boards/Commissions/Staffneed clarity on the desired end "result" Consequences of this issue: · Boards/Commissions/Staff will "advance,, an agenda o sometimes lacking clear direction o in spite of direct/on · Cause confusion · Disputes - change in leaderskip · No action taken · "Hurt" feehngs · Less than preferred results · Council derisions are uncertain · Improper use of staff time · Public confusion/acceptance · Developers plan/control the agenda · Board/Commission confusion on direction What are the practical alternatives, dreams, or visions we might pursue to address this strategic issue? Vision · Improved staff communication on policy issues o impacts of choices o share info · Internal check and balance (Council/staff check in from Ume to time) · Training for boards/commissions (roles/responsibilities, expectations, legal issues · Have boards/commissions give options to Council rather than recommendation · Pass various "plans" · Pre-appointment (to boards/commissions) o outline expectations o roles · Set standard questions for board/commission interviews City Council ~Vfinutes May 24, 2004 Barriers · Turf (commission feels Council stepping on toes) · Current staff organizational structure · Staff discussion is incomplete Strategies to pursue to overcome barriers · Develop procedures o train new board/commission members o Council adopt expectations · Check/balance system o at staff level o between Council/staff · Phase out commission role in policy formation Mr. Brirneyer concluded the session by asking the Council and staff to process the information received in the three ~vorksessions for a couple months and see how different suggestions work for the city. Mr. Brimeyer stated that if needed, he would be willing to come back in the fall for a follow-up session. Page 5 Mayor Klinzing expressed her thanks to staff for participating in these worksession. Other Business Consider Koehler Proper .ty Proposal City Administrator Pat I~daers stated that a letter ~vas distributed to the Mayor and Council from Mr. and Mrs. Koehler requesting $185,000 for their home and property located at 1221 5th Street. Mr. I~daers stated that although he does not like having the city pay more than the appraisal value ($178,000), he believes in this case the city should accept the Koehler's offer. Mr. Klaers explained that if the city does not act quickly, the Koehlers may decide to stay in their home for a number of years and this would make acquisition in the future more expensive than the offer currently on the table and would make also future library expansion plans difficult. Discussion took place on whether or not it is in the city's best interest to purchase the property now and tie up $185,000 for several years before the library expansion actually takes place or if it would be better for the city to wait until the expansion is ready to take place and then either purchase it or exercise its eminent domain rights. Mr. I~aers stated that there is no long-term master plan for the library expansion but it is expected to expand in its current location. Mr. Fdaers stated that if neither the Koehler nor the Peterson property is purchased, the library would be "boxed in" and expansion would be difficult. It was noted that eminent domain could clearly be used to obtain the surrounding properties but using eminent domain for the expansion or construction of pubhc buildings isn't viewed favorably with the public. MOVED BY COUNCILMEMBER TVEITE AND SECONDED BY COUNCILMEMBER KUESTER TO ACCEPT THE OFFER FROM MR. AND MRS. KOEHLER TO PURCHASE THE PROPERTY AT 1221 5T~ STREET FOR $185,000. MOTION CARRIED 3-1. Councilmember Motin opposed. Councilmember Dietz abstained. City Council Minutes May 24, 2004 Page 6 Staff Updates There were no staff updates. Adjournment There being no further business, Mayor Ia-2inzing adjourned the meeting of the Elk River City Council at 9:09 p.m. Minutes prepared byJessica Miller. Joan Schmidt City Clerk City of Elk River Strategic Planning Session Results May, 2004 WHAT IS THE ISSUE? Who is responsible in the current organization for establishing appropriate reporting relationships? WHY IS THIS AN ISSUE? · Employee complaints continue · Communication breakdown is still a problem · Use of staff talents is lacking · Council is concerned (was part of the City Administrator performance evaluation) CONSEQUENCES OF NOT ADDRESSING THE ISSUE · Still have the "Why" issues and communications get worse · Potential loss of staff · Impact on service and the public - confusion · Lack of efficiency and use of resources · Lack of a clear de£mition of duties · Lack of understanding for d~e Council VISION Reduce number of reports to the City Administrator- from 14-15 to approximately 5-7 - Public Safety - Utilities - Recreation, etc. Community Development Administration Consider creating Assistant position to reduce reporting: Group "complementary" functions into areas/departments Devise mechanisms for special attention and for Council attention with guidelines and conditions Direct reports - (may end up with three reports) Park/Recreation Community Development Public Works Police - Fire - Legal - Director of Administration (Assistant) BARRIERS Getting the right person in the right seat on the right bus · Resistance from fl~e current staff · Lack of agreement on phasing in the changes · Council support for: - dining - process · Definition of "proper" number/levels within the organization · Public perception · Personalities · Money STRATEGIES · Write the organization "plan" - Adopt it · Create some job descriptions for any new or revised positions · Identify phases, Urneframe, potential budget impact · Hire consultant for expert help · Establish priorities for fzUing the positions · Allow current staff to apply · Develop policies: Potential or no reduction in staff pay plan/compliance worth issues resolved · Explanation/logic to new structure · Sell, Sell, Sell the concept ACTION WHO WHEN Discuss/adopt "the plan" - Preferred org structure - Timetable (2-3 years) CouI'lC~l CitT Admin. 6/04 Discuss RIF (reduction m force) and pay impact Council Staff Cit7 Administrator 7/04 Framework/guidelines for Council/s ta ff communications/interaction Council Ci~' Adrmn. Staff Consultants 9/04 WHAT IS THE ISSUE? Develop plans for growth that are understood, accepted, and implemented bv boards, commissions and staff ' WHY IS THIS AN ISSUE? · Boards, commissions and staff advocate for positions · No clarification on the preferred "results" of the City- Council CONSEQUENCES OF NOT ADDRESSING THE ISSUE: · Boards, commissions, and staff may "advance" an agenda That is lacking in clear direction - Not consistent with Council direction - In spite of clear direction · Causes confusion · Has an impact on possible changes in elected leadership · No action is taken · Less than preferred results · Council decisions are uncertain · Improper use of staff time · Public confusion/acceptance · Developers push/control the agenda · Boards and commissions confuse the direction VISION · Improved staff communications on policy issues - impact of choices - share information with staff · Internal checks and balances within staff discussion · Training for boards' and commissions' roles, responsibilities and explanations (legal) · Get options from boards, commissions and staff · Adopt the Plans (land use, transportation, design, etc) · Pre-appointment process - cable programs for publicit7 - expectations explained - roles and responsibilities defined Standard questions for interview process prior to appointment BARRIERS · Turf · Current organizational structure · Staff discussion is not broad or complete STRATEGIES Develop procedures - train new members of Boards and Commissions - expectations are adopted by Council, understood and supported Check and Balance System - staff level at development review process - Council/staff level at work sessions Phase out Commission role of advocating on a policy issue