08/02/1999 CONF MTG - 4657�
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CffY OF
FRIDLEY
CITY COUNCIL CONFERENCE MEETING
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August 2, 1999 — 7:00 p.m.
Fridley Municipal Center
Conference Roo�n A
1. Budget Wrap-Up.
2. Northstar Corridor Development
Authority Issues.
3. University Avenue Corridor Upgrade.
4. Standards of Conduct at Meetings.
5. Council Salaries.
6. Other Business.
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CffY OF
FRIDLEY
CITY COUNCIL CONFERENCE
MEETING OF AUGUST 2, 1999
TO: The Mayor and Council /�,/
FROM: William W. Burns, City Manager�,,�� �
DATE: July 30, 1999
SUBJECT: Budget Wrap-Up
In June, we reviewed the following budget issues in our budget review process:
• The new police officer.
• IS staffing.
• IS equipment and software.
• Police capital outlay.
• Public Works capital outlay (remember your video O).
• Employee health insurance.
• Comp plan expenditures.
• Budget for public access.
• Replacement of projectors in the council chambers.
• Use of $10,000 in CDBG funding for comprehensive code enforcement
(since rejected by Anoka County).
• Proposed Public Works/Fire training facility.
• Reconstruction of reception area in Municipal Center.
• Year 2000 street reconstruction program.
• Year 2000 parks equipment upgrades.
• Boardwalk replacement at the Sand Dunes.
• Water, sewer and storm water capital improvements.
• Sewer fund capital outlay (TV camera and new cab and chassis for
the sewer jet truck.
• Utility projections.
• The gap between General Fund revenues and expenditures.
Of all of these issues, it would appear that the only remaining issues are:
• The proposed Public Works/Fire training facility; and
• The gap between General Fund revenues and expenditures.
I believe that you asked us to come back with information on the cost of putting a
basement under the Public Works/Fire training facility. John Flora subsequently informed
you that the cost was $40,000. John and Chuck will be present on Monday evening to
answer any further questions on this project.
As for "the gap," we are recommending that we budget $650,000 in franchise fee
revenues for General Fund use. The remainder of the deficit would be drawn from the
General Fund balance. This leaves open the issue of whether or not we also raise the
property tax levy. We have not included this in our projections which will be available on
Monday evening.
If you need additional information on the issues, please give me a call or e-mail me and I
will be happy to assist. Alternatively, you may go back to the two preliminary budget
books that we provided for the budget review sessions. If, for example, you want to recall
what is included in IS capital outlay, go to the IS section of the General Fund book and
review the notes on Page 22.
We will need to bring closure to these issues on Monday. This will enable us to prepare
the resolution "certifying the proposed tax levy requirements" for our August 22nd
meeting.
City of Fridley
TO: William W. Burns, City Manager
FROM: John G. Flora; Public Works Director
Chuck McKusic�re Chief
DATE: July 29, 1999
SUBJECT: Public Works/Fire Training Facility
PW99-139
A number of years ago a proposal was submitted to upgrade the Public Works garage facility to satisfy code,
accessability, training, restroom, lunch room, and administrative requirements. Two years ago the decision was made
to allocate $80,500 in 1999 and 2000 to allow for the addition and conversion of our existing pole storage buildings
to heated vehicle storage space and reconfigure a number of the existing maintenance bays into an expanded
employee facility.
During this time the Fire Department indicated the need for expanded training facilities to supplement the fire
training site located adjacent to the Public Works yard.
During this period, a decision was made to close the Fridley recycling center, leaving only the compost site for public
use. In reviewing the stock piling of compost within the confines of the Public Works yard and fire training facility,
it was resolved that the odor and use could best be relocated to an area at the rear of the Springbrook Nature Center
off of Hickory Street, adjacent to a heavy industrial area which would have better site access for a compost transfer
site.
A preliminary design has been made which would allow office and administrative facilities for both the Fire and
Public Works Departments as well as j oint use training, lunch room and restroom facilities at a cost of approximately
$230,000.
At the presentation of this concept to the Council during the budget process, it was suggested that the building should
be looked at to provide a basement for additional storage space and public shelter use. The addition of a basement
to the structure has been estimated at $40,000 for a project cost of $270,000.
Both the Fire and Public Works Departments support the concept of a joint use facility which would not only benefit
the two departments, but would also allow for the extended use of the fire training facility and the Anoka Hennepin
Community College training programs as well as the joint power Fire Department activities.
Recommend the City Council approve the design and construction of a joint Public Works/Fire facility be
incorporated in the 2000 budget. �
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DATE: July 30, 1999
MEMORANDUM
DEVELOPMENT DIRECTOR
TO: William W. Burns, City Manager ��1�
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FROM: Barbara Dacy, Community Development Director
SUBJECT: Northstar Corridor Development Authority Issues
Purpose of Discussion
There are three issues the Council should discuss in relation to the current status of the
Northstar Commuter Rail project:
1. Should the City/HRA purchase the Nielsen Property?
2. Should the City enact in moratorium to adopt a transit overlay ordinance to promote
transit friendly development and to control park and ride station sites?
3. Should the City send a letter to the NCDA Board the week of August 2, 1999, to
comment on the current status of "the roadway alternatives" and station area planning?
1. Nielsen Property
The Northstar Corridor Development Authority is evaluating finro potential park and ride
facilities on the west side of the Burlington Northern Railroad tracks at 61St Avenue and
on the east side adjacent to Main Street. The property on the west side is owned by
Maynard Nielsen, and the property on the east is owned by Commercial Property
Investments.
There have been several developers interested in purchasing the Nielsen property for
either single family or multiple family development. The property on the east side was
recently rezoned to M-4, Manufacturing Only, and there does not appear to be significant
interest in this site as of yet.
Staff recommends that the City actively pursue creation of a transit site at these
locations in order to provide additional transit service to Fridley businesses and
residents. In addition, supporting the Commuter Rail project will in the long run help to
reduce the volume of through traffic on UniversityAvenue and TH 65. Staff is most
concerned about the Nielsen property because the existing platted lots in the area could
be combined into several single family lots and development could occur without Council
review or approval.
Northstar Corridor Development Authority Issues
Page 2
Julv 30. 1999
Staff recommends that the Housing and Redevelopment Authority purchase the Nielsen
property using the available Tax Increment from TIF #3, prior to the end of this year.
Originally, staff had intended to request the City Council to enter into a 12-month option
agreement while the environmental review process concludes. The Fridley HRA,
however, may be better suited to complete the acquisition. Northstar Commuter Project
staff has indicated that it is their "intent" to reimburse the Authority for the acquisition
expenses. In order to maintain the purity of the environmental review process, Federal
regulations prevent the Northstar Autho�ity from acquiring land during the environmental
review process. The funds from the NCDA would be "unrestricted funds" for the Fridley
HRA in the future and could be used for any of the Authority's programs. Further, the
HRA can purchase the property with the understanding that some of the land are may be
used for additional redevelopment consistent with the City's goals and objectives for
development around transit station. The site, however, must be placed into the City's
redevelopment project area, which requires a public hearing process. This could be
accomplished this fall.
The NCDA staff is working with the Metropolitan Transit staff to apply for Federal Funds
for the sites under the "Congestion Management and Air Quality" Funding program.
These funds may not be available for a year, and because it is a competitive application
process, the request may not be funded. These funds, however, could be another
potential source to reimburse the Fridley HRA faster other than the budget of the
Commuter Rail project.
A discussion Item has been placed on the August 5, 1999, HRA Agenda to discuss this
issue with the Authority.
Staff Recommendation
Staff recommends that the Fridley HRA proceed with entering an option agreement with
Maynard Nielsen to acquire the property in 60-90 days. The Authority will need to
complete an appraisal of the property and to complete a Phase I assessment of the
property as well.
2. Should the City enact a moratorium to adopt a transit overlay ordinance to provide
transit friendly development and to control park and ride station sites?
While there doesn't appear to be development interest in the 11-acre site on the east
side of the railroad tracks, it may be appropriate to adopt an overlay ordinance (similar to
the telecommunication overlay ordinance recently adopted) that would control
development on vacant land. Staff has consulted with the City Attorney and the City
Attorney suggested a 90-day timeframe to complete the overlay ordinance. Staff has
been researching potential ordinance requirements and the content of the ordinance;
however, we have not been able to develop a draft for review at this point and time.
Northstar Corridor Development Authority Issues
Page 3
July 30, 1999
Staff Recommendation
The first priority should be to gain property control of the Nielsen property. It is then
suggested that the City proceed with a moratorium and transit overlay ordinance
beginning sometime in September. Prior to putting the first reading of the ordinance to
declare a moratorium on the agenda, staff needs to complete more research and come
back to the City Council with a more definitive outline on the purpose and intent of the
ordinance.
3. Should the City send a letter to the NCDA board the week of August 2, 1999, to
comment on current status of "roadway alternative" and the stationary of
planning?
The NCDA Board will be meeting on August 5, 1999, to evaluate the current status of
the alternatives which are being evaluated for the environmental review. The purpose of
the alternative analysis is to determine what would have to happen to roadways in the
area of the Commuter Rail project if it is not completed. For example, TH 10 would have
to be changed from a four-lane freeway to a six-lane freeway befinreen Egret Boulevard
and Thursten Avenue. These types of roadway improvements are based on traffic
projections for the next 10-20 years.
One of the alternatives suggested that TH 47, University Avenue would be changed from
a four-lane expressway to a six-lane expressway befinreen 37th Avenue and TH 10/TH
610. Although there is adequate right-of-way available on University Avenue for this
type of improvement, it would completely change the nature and operation of this
roadway through the middle of Fridley. Please remember that the consultant has to
identify all alternatives, evaluate them, and then reject them in order to prove the viability
of the Commuter Rail project.
It is suggested that it would be prudent to state the City's opposition to this alternative in
a letter to the board to make it a part of the record.
The current maps for the station area planning at 61 St Avenue does not include the
portion of the block owned by Maynard Nielsen to the north of 61 %2 Way. It is
suggested that all of the Nielsen property be acquired, and that in the letter referenced
above, the City suggest that this property be included as part of their station area
planning. If it is determined that they do not need this additional area than the Fridley
HRA would have the ability to sell the land for another development purpose.
Staff Recommendation
Staff recommends that staff be authorized to write a letter to the NCDA board to indicate the
City's opposition to expanding TH 47 to a 6 lane expressway and to suggest that the NCDA
evaluate all of the Nielsen property for station area planning purposes.
Maps and aerials for the above will be presented to the Council on Monday night, and were
not presented because of the electronic agenda approach.
M-99-176
City of Fridley
TO: William W. Burns, City Manager ��
� �
FROM: John G. Flora; Public Works Director
DATE: July 26, 1999
SUBJECT: University Avenue Corridor Upgrade
PW99-136
With the assignment of Public Works to maintain the corridor of University Avenue, we purchased a special tractor
and mower to deal with the slopes along the University corridor.
In the area primarily from Rice Creek north along the west side of the corridor, t here are an exceptional amount of
deep ditches which even the special equipment cannot operate in and cut the vegetation. As a result of the continued
issue of appearance, I have initiated communication with MnDOT regarding the requirements for maintaining water
or flow in the ditch line of the University corridor. The major requirement from the MnDOT Hydrology Department
is that the water continue to flow in the same direction. They have no particular need for storage nor have a major
issue with the slope of the corridor ditch.
Accordingly, I have initiated a survey of the University ditch line in an attempt to identify where, if any, pipe could
be installed and drop manholes constructed so that fill could be placed within the ditch which would allow for safe
maintenance and mowing of the corridor. While the survey has been completed, we have not yet been able to analyze
the data as we are continuing a survey of the year 2000 street project.
Associated with the Riverview Terrace improvement project, there is excess material from the pond and excavation
of Broad Street that needs to be disposed of. I have looked at this source of fll as material which could be used in
the University Ave ditch upgrade. To stock pile the material in the City and eliminate additional hauling cost from
Park Construction for the excess material, I have contacted Karl Schurr regarding the use of his vacant lot along the
University West Service Drive just north of 73'� as a possible storage site for the fill material. Mr. Schurr is
agreeable to allow the City to place the material on the site with the understanding that we would have all the material
removed by the end of next year.
As a means of continuing the Riverview Heights project and reducing the cost associated with the project, we will
be hauling the excess dirt to the Karl Schurr lot, in anticipation of another project either late this year or early next
year to upgrade the University Avenue corridor.
Once all the survey data has been accumulated, we will be able to identify what, if any piping or manholes would
be required and the amount of fill along University Avenue to identify specific costs for an upgrade maintenance
project.
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CIIY OF
FRIDLEY
CITY COUNCIL CONFERENCE
MEETING OF AUGUST 2, 1999
TO: The Mayor and Council �
FROM: William W. Burns, City Manager ��'
DATE: July 30, 1999
SUBJECT: Council's Ground Rules
Recently, Council asked that we discuss meeting ground rules at our August 2°d conference
session. I have taken some time to express my own opinions on this topic, for whatever they
are worth. I have also circulated my comments among several of our department managers
who spend the most time at council meetings and have generally found that these people
share many of my feelings. So here they are.
Additionally I have had Bill Champa collecting information from the Internet and from the
League of Minnesota Cites regarding public meetings and decorum at meetings. I have asked
Bill to read these materials and to bring forward any gems that he has found. Thus far he has
found few gems. But I have attached a few of the documents that he has collected: 1) a
handout from LMC titled "Streamlining Governing Body Meetings," 2) a draft resolution
from the City of Brooklyn Center regarding conduct at public meetings, and, 3) a statement of
meeting conduct from the City of Lexington, Kentucky. I have also attached Scott Hickok's
responses to my memo. Finally, I have attached a draft of the brochure that we would make
available to the public at council meetings.
While many cities seem to have a lot of rules and regulations, my inclination is to keep our
rules short and simple. I think we can become too rule-oriented in a hurry. Some honest
communication that is expressed periodically along with a few rules will strengthen what is
already a very good process.
This is my attempt at honest communication. I will look forward to hearing yours on Monday
evening.
Thoughts About Council Ground Rules:
1. What is the objective of having ground �ules?
To provide for an orderly meeting that allows the business of the City to be accomplished
within a reasonable time (prior to 11:00 p.m.) while at the same time providing
opportunities for meaningful citizen input and a positive citizen perception of our local
legislative process.
2. To whom do the rules apply?
They apply to all who attend the meeting including Council members, staff and the general
public.
3. How will they be enforced?
They will be enforced by the Mayor as she presides or through point of order motions
of individual Council members. The Mayor and/or Council may direct staff to summon law
enforcement to preserve order where that may be necessary.
4. What subject areas should the ground rules cover?
The ground rules should apply to the following subject areas:
Decorum by Public Council and Staff. Council may, for example, establish that
personal attacks by any of the three groups who are present at the meetings are
not to be tolerated. Council may also want to address side conversations by
Council and staff that may occur while a speaker has the floor. Additionally,
Council may want to provide ground rules that apply to the use of their laptop
computers while others are speaking as well as to getting up and leaving while
others are speaking. We may also want to consider ditching the candy if we are
truly concerned about image.
• Rules of Debate. Council may want to address the opportunities for expression of
public opinion. Does this occur only during the citizen forum portion of the
meeting and at public hearings or do we want to allow public participation in all
phases of the legislative process? If we do allow participation in all phases of the
legislative process, do we want to have a card system whereby speakers indicate
ahead of time that they wish to speak on a particular topic? Do we simply allow
people to talk, but require that a person not be given a second opportunity until
everyone else in the gallery has had a chance to speak? Or do we let everyone talk
whenever and as often as they want to talk? Do we want to adopt a rule whereby
each Council member starting with the relevant ward Council member is given
the opportunity to speak before any one Council member is given a second
speaking opportunity? Do we want to set time limits, say five minutes, on any
presentation, including staff presentations, unless there is a motion to allow more
time?
Meeting Procedure. It may be very worthwhile to have a brief overview of
ground rules and the order of business at the beginning of the meeting ---prior to
the consent agenda. Where there are public hearings, it may be important to
explain, before we begin any business, that we do not usually vote on an issue at
the same meeting as a public hearing unless we are faced with 60-day constraints
on land use items or for some other emergency situation. It might also be useful
to explain the order in which different particigants address an issue--staff
presentations, comments from petitioners, comments from public and Council
questions and comments.
I also think that it may be worthwhile to summarize the agenda at the beginning
of the meeting. Too often, interested participants forget that there are other items
on the agenda. Doing all of these things up front will take time, but they will also
save time and help to promote understanding by those who choose to participate
in our meetings.
• Staff Presentations. Should be brief and at the same time offer enough
information to allow the gallery and the viewing public to easily understand the
issues. Council and the public should be asked to refrain from asking questions
while the presentation is being made. When questions are asked of staff, answers
should be brief and direct." I don't know" or "we will need to research" should
be considered legitimate answers. In some cases it may be better for the staff
member to simply admit that he or she did not have time to address something
than to try to defend what they did do. Staff presentations should be in brief
outline form with as little text as possible. Photos should be used whenever these
help to explain a given issue.
• Staff Presence at Meetings. While I personally believe that staff inembers need
not be present at Council meetings unless they have an agenda item, the Council
may want to address and clear the air on this issue. E-mail has made it very easy
for Council to communicate prior to meetings and to ask questions in
anticipation of agenda items. Where there are unexpected items that arise as a
result of citizen participation, the absence of staff provides a buffer that allows us
time to respond without forcing an immediate reaction to issues that are raised. It
also allows us to get on to items that were scheduled and to other people who are
waiting to discuss those items.
• The After Sessions. While the after sessions provide an opportunity for Council and
staff to let down their hair and to discuss things informally, I also think there is a lot
of digression and in some cases a lack of attention to priorities. We also go awfully
late. My suggestion is that we continue to be informal, but at the same time give
everyone present an opportunity to list their issues at the beginning of each "after
session" without discussion. In that way, I think we will be less likely to run out of
time before addressing the most pressing concerns. I also think that we need to
establish an 11:00 p.m. time limit for these meetings. If we need more time to discuss
an item, then we should schedule a second meeting for that/those purposes.
Alternatively, we may need to schedule more pur�ely social events where there is no
agenda and where conversation can be totally "free flowing."
-----Original Message-----
From: Hickok, Scott
Sent: Wednesday, July 21, 1999 3:42 PM
To: Burns, Bill
Cc: Dacy, Barb
Subject: RE: Thoughts About Council Ground Rules
Bill: Nice job of outlining the issues. I have made a few notes that I'll pass on regarding the
categories you've brainstormed.
Decorum By Council and Staff, Good. I especially like the comment on
side conversations and leaving while others are speaking. I think it sends a negative
message to the speaker.
Rules of Debate, I think the Council does alright here generally, however, I think the Mayor
needs to remind the audience that only new information will be considered. Too much
redundancy occurs otherwise and that redundancy directly relates to the late hour of some
meetings.
I'm ok with staff limits on reports. It's always a bit of a struggle to balance what you think the
viewing audience needs to hear to understand a topic and what you know the Council
doesn't need to hear because they have read their packet and watched the Commission
meetings.
I'm also ok with short answers including: "I don't know" and "we will research".
After meetings procedure, I like your idea about an 11:00 curFew for after sessions. It is
really difficult for staff (many of who work straight through from work to the meeting) to judge
when they are going to be on. Oftentimes, the item is not discussed due to lateness of hour
and meanwhile have prepared and sat through the regular agenda hoping to get to their
item discussed afterward.
Personally, the difficult thing for me not being able to follow an after meeting agenda. At
least in the regular meeting we can follow where we are in the agenda. In the after
sessions, we have no sense of how much longer we'll go and how much will they want to
talk, once we do get to our item.
On those 16 -17 hour days when we have worked straight through, I don't think we are able
to give them the sharp reliable answers and quick thinking that the discussion deserves.
Before Meeting Sessions, Do you think we should also set parameters about what should
and shouldn't be discussed for the pre-meeting session. My thought here is that though the
doors are open, I don't know that people know they are welcome to listen and it may appear
as though certain regular meeting agenda outcomes are pre-baked?
Those are my thoughts -
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This handbook was prepared by Christine Schwarz Becker, Project Director, International City Management
Association. The cartoons were created by Peter Clarey of Englewood, New Jersey. Special thanks go to
Robert J. Horgan, Associate Professor of Political Science, University of Richmond, Richmond, Virginia, who
assisted in the development of the entire handbook and Ms. Barbara Gage, Deputy Clerk, City of Lynchburg,
Lynchburg, Virginia, who helped prepare the case study of Lynchburg's streamlining program. Handbook de-
sign by Virginia Sheard, Washington, D.C.
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C�OW�CC����
I. Status Check .............................................. 1
I I. Where To Start . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
III. Tools ForChange ........................................... 3
IV. PowerTo The Public ........................................ 17
V. This Must Be The Place . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
VI. A Tale Of Two Cities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
VI I. Now You're Ready To Begin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Appendix................................................. 27
Resources ................................................. 30
�
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I ' • ' �
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Before you consider any tools and suggestions for improving your way of doing
business, you should take a temperature reading on your present status. You
may discover that you're doing pretty well already or, perhaps that you need
some help. The following questions should give you some idea of where you
stand. Please answer ALL questions.
YES NO
1. Do your meetings regularly run past midnight?
2. Do you "suspend the rules" more than you stick to them?
3. Does your agenda regularly contain items which you vote
to "receive and file"?
4. Do you regularly refer matters on the agenda to the
administration for "investigation and report"?
5. Do you have several emergency items at every meeting?
6. Does your agenda have an "old business" section which is
always getting older?
7. Do many of your decisions seem like "instant replays"
from the past five meetings?
8. Do you spend the first ten minutes or more every meeting
approving minutes from the past meeting?
9. Do you have trouble getting the floor at meetings?
10. Do you have to ask 10 clarifying questions for each
agenda item?
11. Do you get tired of your chair before the meeting ends?
12. Do you have second thoughts about decisions made at
most meetings?
Now count the number of yes's and no's.
Now compare your number of yes's with this table.
0
1-2
3-6
7-9
10-12
TOTAL
Come on, do you and your colleagues also walk on water?
You and your Council or Board should run for higher office—those guys
at Federal and State offices really need your help.
You and your Council or Board should run for re-election.
You and your Council or Board should run for the hills!
Are you sure ALL the ballots were counted in the last election?
1
�
��o W IJ IJQQQ LI� ���Q� o 0 0
Let's assume you agree your governing body needs to do something to improve the
way it gets things done. So, where do you start? Your meetings are probably a good starting
point since meetings are a MAJOR part of your job. Are your business procedures up to date?
Has your way of doing business changed to remain in step with changes in your role as a local
decision-maker? Are you still preparing agendas the same old way?
An effective agenda plan is essential not only to make better use of your meeting time,
but also to improve your image as a decision-making body. Remember meetings are where
the public gets a glimpse of the decision-making process. If you function well at the
meeting table, they'll feel sure you're doing equally as well in other areas of your work.
But, if your meetings are long and boring, you can't expect the public to see you as a compe-
tent, effective decision-making body. More importantly, a good agenda p�an and sound business
procedures will hetp you allocate more time to the important local policy issues. You simply
don't have enough time to squander on routine details which are better handled by appointed
adm i n i strators.
Designing and implementing changes in the way you do your business isn't any easy job.
This handbook is designed to help. It will offer some approaches which have worked in other
communities and might work for you—some food for thought and possible food for action.
It's important to realize from the start that there's no cure-all for what ails your meet-
ing process. The size of your city or county, your form of government, the size and make-
up of the governing body, individual personalitites and many other factors will influence the way
you do business. Techniques which work in one place might be useless in another. In pre-
paring this handbook, we have relied heavily on the ideas and experiences of people like you.
We have emphasized simple tools and procedures which almost any local government will find
easy to implement.
One final word of caution —don't confuse efficiency with effectiveness. This handbook
focuses on how to carry out EFFECTIVE meetings— meetings in which you accomplish what
you set out to do. Sometimes, the most effective procedures aren't the quickest ones.
Remember, your goal at all meetings should be to do what you were elected to do—to make
sound decisions which you won't regret later.
�
III. Tools For Change
Your agenda is more than just a list of things to do— it's, in a very REAL sense, a policy
statement. The planning (or lack of it) which goes into your agenda will have a significant im-
pact on what happens at your meetings. An important signal of your ability to function as an
effective decision-making body is the degree to which you have devised an agenda plan which
exerts a positive and constructive influence on your decision-making process.
Here are some "tools for change"—simple techniques which might help you rearrange,
redesign, or perk up your agenda.
• WELL BEGUN IS HALF DONE
Your present agenda probably gives a place of honor to busy work—approving
minutes, receiving and filing reports, setting hearing dates. The "important"
items are left to last when you're warmed up or more likely worn down.
By analyzing the importance of each item and then organizing the agenda ac-
cording to what deserves your attention first, you can make sure you're giving
adequate time to MAJOR issues. IYs important to think about both WHEN
an item should be taken up at the meeting and HOW MUCH TIME will be
needed for that issue.
There's no simple formula for arranging agenda items. Everyone might have a
different idea of what's an "important" issue. But here are some things to
consider:
1. POLICY IMPACT: Issues which carry significant policy
implications— long term impact on your community—
usually should take that "place of honor" on your agenda.
If you consider them early in the meeting, you'll have plenty
of TIME and ENERGY to give proper attention to policy
matters.
2. CITIZEN INTEREST: Sometimes citizen interest can lend
additional weight to what might have been a routine matter.
When your constituents are interested in or concerned about
a particular issue, your agenda should try to accomodate
that interest.
3. GROUPING: Items which are related to or contingent on
each other probably should be listed consecutively or under
one heading. This will avoid �ast minute rearranging or
rehashing of the same issues.
4. IMMEDIACY: A deadline or a crisis should be considered
when arranging agenda items— either before a meeting or at
the last minute at the meeting. Generally, your chief admini-
strator will let you know when items require immediate atten-
tion. A well-planned approach to business, in the long run,
will cut down on the frequency of crises— but emergencies
3
do crop up and you should have a system for dealing with
them. The most common approach to handling last minute
items is to require something more than a majority vote be-
fore the issue is considered —two-thirds, four-fifths, or five-
sevenths.
PALM SPRINGS, CALIFORNIA, (21,000), goes one step further when
dealing with emergencies. There, an URGENCY ORDINANCE (some-
thing submitted at the last minute) can only be approved by a four-fifths
vote of the Council. If the ordinance doesn't get the four-fifths vote when
it's "urgent", it can be reconsidered at a later meeting as a regular ordi-
nance, requiring a simple majority.
Because of the possible variations in deciding what items are IMPORTANT, URGENT,
or ROUTINE you need to decide who will play what role in organizing the agenda.
Someone,—the mayor and administrator; the mayor and the governing body; the
administrator alone—has to be responsible for making decisions about the agenda
order or about what's an emergency.
L!
• PUTTING TRIVIA IN ITS PLACE
Is your present agenda cluttered with routine and recurring items which are
mechanically taken up at every meeting? A CONSENT AGENDA is a useful
tool for quickly handling routine matters in a single "consent" vote. The ap-
proach eliminates unnecessary debate on issues which already have majority
support. It works generally like this:
• Before a regular meeting, a list of "consent" items
is prepared and grouped together under one heading
on the agenda. A"consent" item is usually some-
thing which already has majority support from the
governing body.
• At the meeting, the consent items are considered as ONE
item requiring one motion for approval and one vote.
• If anyone wants to discuss a consent item separately,
or vote on it as an individual action, that item can be
separated from the list and considered with the regu-
lar agenda. The rest of the consent agenda would
then be adopted with the ONE MOTION-ONE VOTE
process.
The most significant variation in consent agendas is who prepares the list.
For example:
In BLOOMINGTON, ILLINOIS, (40,000), and WICHITA, KANSAS,
(277,000), the City Clerk decides what items will appear on the con-
sent agenda. In COON RAPIDS, MINNESOTA, (31,0001, the City
Manager is in charge of the consent agenda as well as the rest of the
council agenda. In all three cities, an item can be taken off the con-
sent list for separate action at the request of a Councilmember.
In PHOENIX, ARIZONA, (582,000), the Mayor and Vice Mayor
decide what items will go on the consent agenda. Any Councilmem-
ber may request BEFORE the meeting that an item be removed for
discussion. If the consent agenda remains unchallenged, it's adopted
without discussion at the meeting.
Councilmembers in PALM SPRINGS, CALIFORNIA, (21,000), have
an added option in acting on their consent agenda. They may either
okay the full consent agenda, request removal of any item, OR ab-
stain from voting on some items while going along with the rest of
the consent agenda. Abstentions are cited in the minutes.
On the average, consent agendas have anywhere from 10-25 items
per meeting. The time savings have been significant in most cases.
For example, a councilman in SANTA MARIA, CALIFORNIA,
(33,000�, credits the consent agenda with slicing meeting time in
half, particularly when a large number of routine items are slated
for action.
�7
While the consent agenda is a popular streamlining tool— it might not be exactly
what you're looking for. Here are a few variations to think about:
• DIVIDE AND CONQUER: Dividing your agenda into
distinct sections based on the nature of each decision can
give you a clearer perspective on each issue. For example,
you can separate your agenda into two parts—one for
POLICY issues and the other tor ROUTINE items. If an
issue is listed on the POLICY AGENDA, you'll know it
has some kind of policy implication which you should con-
sider. Or, if it appears on the ROUTINE AGENDA, you'll
know it's something with less impact—a decision based on
existing policies or a non-controversial action. Of course,
this kind of dividing action requires judgement on some-
body's part when the agenda is being prepared. What's
"POLICY" and what's "ROUTINE?" Usually, responsi-
bility for making those kinds of judgements should be
vested in the mayor and the chief administrator.
In PHOENIX, ARIZONA, (582,000), a POLICY AGENDA is prepared
by the Mayor and Vice Mayor for the weekly "Policy Session." The
Mayor and Vice Mayor are in charge of bringing PO LICY issues to the
City Council, although items can be added to the policy agenda if three
councilmembers request it. All routine items are handled with a
CONSENT AGENDA in Phoenix.
• MINUTES INTO HOURS: Minutes approval should be a
quick and easy action ... not a major time consuming and
tedious task.
If approving minutes creates frequent snags, you probably
should look at both the way the minutes are prepared and
the system for review and approval.
Minutes approval is a perfect consent agenda item, if you use
one. Or, you can approve minutes for several meetings at
staggered intervals, provided this doesn't conflict with legal
requirements. Another option is to assign review of minutes
for several meetings to individual governing body members,
who check into any discrepancies and then recommend
action.
REMEMBER, minutes are an important "official" record of
what happens at your meetings, so you should make sure
the record reflects what you did.
To avoid recurring disagreements and problems in your min-
utes, it's helpful to use a standard format for all meeting
minutes and even record meetings to provide a fool-proof
source for preparing minutes.
�
• PAPER, PAPER, EVERYWHERE: Your agenda may have be-
come a catchall for papers, communications, and documents which
need routing slips. All government-related papers—reports from
state, county or regional agencies, requests for action or review,
citizen requests, comments, petitions—automatically go through
you to where they should have gone in the first place. Some
cities and counties have devised short cuts for communir�tions
to reduce the amount of paperwork at formal meetings.
For example:
In SOUTHGATE, MICHIGAN, (34,000), communications to the
Council are rated by the City Manager as either "A" of "B". Things
requiring specific action by the governing body are "A" communi-
cations and appear on the regular agenda for consideration. "B"
communications— materials which are largely for information
purposes—are grouped together on the agenda and "received
and filed" in a single vote.
FOND DU LAC, WISCONSIN, (36,000), has shifted the "receive
and file" job away from fhe City Council into the Clerk's office.
Although Councilmembers get copies of letters, reports, and petitions,
the clerk receives, files, and acknowledges them for the Council.
7
• INSTANT REPLAY
"Instant replay" items—old faithfuls like licenses and permits, fire lanes, which ap-
pear regularly and which you almost always take the same action on—take up a tot
of unnecessary time.
If you deliberately establish a POLICY POSITION on recurring items, the administra-
tion can handle similar requests without coming back to you. Given clear guidelines,
the staff will be able to implement your policy. You should probably include an
option for appealing administrative decisions back to you, just to be safe.
Other recurring items which might be handled this way include loading zones, taxi-
cab stands, landscaping on public streets, installations of stop signs, signal lights at
local intersections, condemnations, and proclamations.
• THE GRIPES OF WRATH
A citizen who can't get a problem solved at city or county hall orthrough a telephone
call is likely to show up at a formal meeting to demand action. Most citizen complaints
require administrative action anyway, and shouldn't be issues for debate at your
meetings.
What you need to get aggrieved citizens off your agenda and into the proper chan-
nels for action is a COMPLAINT SYSTEM—an organized process for receiving and
acting on complaints. It can be something simple—a staff person assigned to receive
complaints and get things rolling—or a more sophisticated complaint office with a
full time staff. In either case, you should try to have the staff person or a representative
of the complaint office at your business meetings to intercept problems which might
come up.
Since you're the one who will be held accountable to the citizens, FEEDBACK on all
complaints is essential. Shifting the responsibility for action to the administration
doesn't mean you shouldn't know who's complaining about what and how those
complaints are resolved.
��
WINDSOR, CONNECTICUT, (27,000), uses a written form for
processing all complaints, initiating action, and notifying the com-
plainant. The system is simple and inexpensive, but it helps town
officials keep tabs on all complaints and, more importantly, respon-
ses to those complaints. A triplicate copy form is used to coordinate
action and to maintain permanent files.
PLAINFIELD, NEW JERSEY, (47,000), has a citizen complaint
office which serves as both an ombudsman to receive complaints
� and a trouble shooter to seek out problems. The deputy city admini-
strator analyzes incoming complaints to identify recurring problems
which might require changes in city policy. The office has four full-
time employees.
KANSAS CITY, MISSOURI, (507,000), has an Action Center which
among other things, responds to citizen complaints. DALLAS, TEXAS,
(844,000), and ST. PETERSBURG, FLORIDA, (216,000 ), also have
fully staffed complaint or action centers to receive, resolve, and monitor
problems.
�]
• JUST THE FACTS
Key highlights and important recommendations can sometimes get lost in the de-
tails of a long report. A fact sheet which summarizes highlights and recommenda-
tions in a report provides a quick understanding of the important issues and a
handy source for recalling discussion points.
The fact sheet can be compiled as a list of major points following a standard for-
mat or it might be a covering memo in narrative form. In either case, the summary
should be short,—no more than a page—written in simple terms, and in a standar�l
format.
Some of the items which might be included are:
A background sentence, or a brief paragraph explaining
why the report was prepared—request from the governing
body; staff initiative.
2. A statement of the problem or issue.
3. A list or brief narrative of the major findings
and conclusions.
4. Recommendations for action and steps expected of the
governing body.
5. Policy implications of the findings or recommended action,
including both the short and long term financial impact of
the proposed action.
6. A checklist showing who has reviewed the report and its
recommendations, such as the chief administrator, advisory
groups, city or county attorney.
KANSAS CITY, MISSOURI, (507,000), uses a standard fact sheet for
all proposed ordinances. The forms vary according to the subject of the
ordinance, (community project or zoning request; a proposed budget ad-
justment; a contract.) Additional details about the Kansas City programs
are included in the case study beginning on page 21.
10
Checklists, either as part of a fact sheet or as a separate section, are useful on
some issues like zone changes to make sure all important areas have been covered.
If your checklist format is thorough and followed to the letter, you'll have the
necessary data on hand BEFORE you make your decision.
A useful zoning checklist might include the following:
• SCHOOL BOARD — Impact on appropriate school in area:
ZONING a. Kindergarten
CHECKLIST b. Primary School
c. Middle School
d. High School
• STREET DEPARTMENT — Impact on:
a. Street Capacity
b. Parking
• SANITATION DEPARTMENT — Impact on:
a. Sewer/Water Capacity
b. New Connections
• POLICE DEPARTMENT — Impact on:
a. Traffic Flow/Control
b. Accident Potential
• PLANNING DEPARTMENT — Compliance with:
a. Master Plan
b. Changing Land Use Patterns
• NEIGHBORHOOD CITIZEN GROUP — Impact on:
a. Property Values
b. Character of the Neighborhood
• A PICTURE IS WORTH A THOUSAND WORDS
The pen is mightier than the sword — but a camera can be even mightier than a
pen! In the past, "re�ort" always meant written words. Recently, however,
video tape, photography, and graphics have been used to supplement or even
replace written reports. Graphic and visual techniques don't have to be fancy or
expensive—a large map to help you get oriented, a flow chart to demonstrate a
process, or a photograph to emphasize physical characteristics — will give the
extra perspective sometimes needed.
VIDEO TAPING is a popular approach today and it isn't something only big cities
and counties can afford.
11
ST. GEORGE, UTAH, (7,000), purchased a black and white
video tape camera and a television monitor for use by city
departments, commissions, and the governing body. The
equipment cost about $2,500 and erasable black and white
tapes cost about $40 each. Video taping has been used
primarily for issues in which a picture will convey a problem
more precisely—to depict a traffic hazard caused by weeds
and debris along the highway and to show sites involved in
planning and zoning decisions. The equipment is simple to
use — you don't have to be a pro to take a good shot — and
quite versatile.
PHOTOGRAPHS and FILM STRIPS can be similarly beneficial in conveying
visual concepts at a minimal expense. PROFESSIONAL GRAPHICS, like color-
coded charts, maps, or design plans can also provide valuable visual perspective.
In LAKEWOOD, COLORADO, (93,000), a Management In-
formation Center using large display panels serves as a focal
point for council activities. The MIC is a"visual communica-
tions facility," where the council, staff, and citizen groups hold
most meetings. Information about city needs, existing condi-
tions, program and service levels, and economic and expenditure
indicators are summarized on the back lighted panels. A profes-
sional design consultant is used to update the display panels as
needed.
An even simpler way to supplement written reports is to use FLIP CHARTS and
BOLD MARKERS. Staff prepared charts can be used to guide a discussion, illu-
strate progress on major projects, or the status of referrals. Again, the expense is
minimaL
• MANY HANDS MAKE LIGHT WORK
There are many potentially helpful hands around your city or county offices, if
you know how to take advantage of them. In-house staff resources can provide
an army of assistants for you, provided the governing body and administration
reach an understanding about the availability of staff and advisability of cooper-
tion. Effective use of staff resources will depend on ATTITUDE, INTEREST,
and a CLEAR UNDERSTANDING OF RESPECTIVE ROLES. Although you
and the appointed staff, are part of the same organization —your responsibilities
within that organization are somewhat different.
Procedural guidelines will usually do the trick. The guidelines should spell out
how to make staff assignments (through the administrator or department head,
directly to staff, through a liaison), reporting procedures, and the role of the
administrator in governing body-staff relations.
12
In TOLEDO, OHIO, (384,000), the City Manager's Administrative
Assistant serves as liaison between the City Council and the City Hall
staff. The liaison receives all complaints, requests for information,
inquiries from Councilmembers, assigns any tasks to appropriate staff,
and reports back to the Councilmember.
DALLAS, TEXAS, (844,000), has a multi-level process for providing
staff support to the Council. ROUTINE requests for action are handled
by the Dallas Action Center, a complaint receiving office for both citi-
zens and Councilmembers. Any SPECIAL projects are handled by ad-
ministrative aides or interns in the city manager's office, who are assigned
as liaisons with individual Councilmembers. All COMPLEX problem solv-
ing issues or requests from Councilmembers which may carry policy impli-
cations are routed directly to the Manager's office for action. On each
level, guidelines have been established for receiving, processing, filing,
and responding to all requests and for routing requests to another level
if necessary. The process provides all Councilmembers with a recognized
and predictable avenue for action and a specific staff person to turn to
for help.
Other cities and counties hold periodic meetings for staff and the governing body to
cover issues, concerns, and assignments.
In COON RAPI DS, MINNESOTA, (31,000), a critique session is held
aftereach Council meeting to review the just completed meeting, ask
clarifying questions, and generally make sure everyone— Council and
staff — are on the same wave length.
There are also volunteer resources around to help you sometimes for special
assignments. High school or college students and special interest groups may be
available to take on research work, surveys, and other projects for you. Getting
the information needed to assist you in making decisions before a meeting will
streamline your actual meeting time.
• LET'S FORM A COMMITTEE
Some local governing bodies use committee s�,�stems, others don't. But, if you DO
use committees already, it's important to have a system for making the best use
of those committees. Important areas which can make or break a committee sys-
tem are: duties; deadlines and reporting requirements for assignments; a system
to monitor action; and staff involvement in committee work.
Committees are usually used as a way to do in-depth research or special work
which can't be handled by the entire governing body. For example:
13
OVERLAND PARK, KANSAS, (77,000), has a standing committee
system which is tied to the city's goal setting process. A council com-
mittee has been established for each goal area and is responsible for
developing annual objectives, analyzing progress on objectives, and
reviewing long range policy issues related to the specific goal areas.
The entire idea of standing subcommittees should be given some thought before
you dive into it. More and more cities and counties, particularly ones with fairly
large governing bodies, are opting for a committee structure to get more work done
more efficiently. Often a smaller group meeting to focus on very special issues can
get more work done than when a full body meets to look at numerous different is-
sues. But, be careful of committees—they can become an escape route when you
aren't sure what action you want to take and want to use some delaying tactics.
Committees aren't worth the time or effort if all they mean is that you meet more
often than usual to go over the same issues several times. If you use committees,
remember to pay attention to their advice and make note of the work they put
in. Don't redo subcommittee work everytime the full governing body meets. As
an alternative to a committee system, many smaller governing bodies simply
use work sessions to study issues in depth—sometimes the approach is called a
"committee of the whole." The idea is the same, however, because it provides an
opportunity for in depth analysis of special issues.
• LIVING WITHIN YOUR LIMITS
Many governing bodies have found that the time they spend at meetings is
growing as the amount of work they get done shrinks. When you give yourself
unlimited time to do something, you'll find yourself taking forever to do it.
Setting a REASONABLE LIMIT for getting your work done and closing up shop
at a sensible hour may help you eliminate marathon sessions. A time limit will
give you a framework for action — a beginning and an end to your work. Time
limits probably make you uncomfortable — it might "look" like you're cutting
your constituents off, are insensitive to their needs, or are shirking your duties.
It's more likely that the reverse is true. Setting reasonable limits will give you
more time for other things you may have had to ignore because you were busy at
meetings.
Time limits can be assigned to individual agenda items, debates, public testimony,
or the entire meeting. The limits can vary:
14
In TOLEDO, OHIO, (384,000), Councilmembers have ten minutes to
comment on an issue and can't get the floor again until all Council-
members who want to contribute have had their say.
In PHOENIX, ARIZONA, (582,000), and PALM SPRINGS, CALI-
FORNIA, (21,000), the limit for individual eomments is five minutes.
ARROYO GRANDE, CALIFORNIA, (7,000►, handlesthetiming
issue a little differently. Specific starting times for each item are
listed on the agenda based on estimates of the required time for dis-
cussion and action. The system not only gives Councilmembers a
schedule, but also lets citizens know when items of interest might come
up.
You should be cautious when thinking about time limits— but you should
also be open-minded. There are many occasions when a reasonably well-
enforced time limit will help you do your job better. Public hearings
which go on forever without any significant movement aren't beneficial
to anyone. But, there are also occasions when a strictly enforced limit
will do more harm than good — cutting off debate on a key issue because
time ran out is neither advisable nor appropriate. You should weigh the
pros and cons of a time limit very carefully and then try some options
when enforcing it. In most cases, you'll find there are occasions when a
time limit will help you get the job done better.
• SETTING THE RULES
Once you've made some der,isions about how to run your meetings, it's important
to spell out specific RULES OF PROCEDURE to guide future action. The idea
behind adopting rules of proceciure is to make sure all your meetings go smoothly
and follow a generally accepted format. That way when the governing body changes
hands, the newcomers will still have some basic guidelines for running effective meet-
ings. Any rules you adopt should be specific, clear, and complete, spelling out how
your agenda will be prepared, who'll be in charge of developing the agenda, how
meetings will be conducted, what time limits (if any) will be set, general reporting
procedures, AND exceptions to the rules. EXCEPTIONS are important — you have
to allow for sorne deviation.
General headings you might cover in your rules are:
MEETINGS: the usual date (e.g., first and third Mondays),
time, and place for regularly scheduled meetings, and pro-
visions for calling special meetings.
2. ORDER O�F BUSINESS: the usual format to be followed,
including who's responsible for preparing the agenda accord-
ing to that format, and special provisions for agenda items
such as developing a consent agenda.
15
3. GENERAL MEETING PROCEDURES: time limits for
debate, if any, and who may speak at what point (will the
public be allowed to speak on separate issues?).
4. NEW BUSINESS: a process for allowing new items to be
added to the agenda.
5. PUBLIC HEARINGS: general provisions for conducting
public hearings when required.
6. PARLIAMENTARY PROCESS: while it's not necessary to
rewrite Robert's Rules of Order in your own local rules, it's
helpful to highlight basic procedures on voting, making
motions, cutting off debate. Or, you might simply reference
the formal parliamentary procedures as part of your own rules.
7. EXCEPTIONS: specific provisions for when and how the
rules can be suspended.
Rules will vary from place to place depending on what procedures make your
meetings work best. The rules must be tailor-made to your own system if they're
going to help you. Once you do develop and adopt some rules, stick to them as
much as you can. And remember to review them occasionally and update them
when necessary. A set of sample rules of procedure are included in the appendix
on page 27.
�
CITY OF BROOKLYN CENTER DRAFT RESOLUTION NO.
RESOLUTION ESTABLISHING STANDARDS OF CONDUCT AT PUBLIC
MEETING
WHEREAS, the City Council of the City of Brooklyn Center desires to
establish standards of conduct at public meetings; and
WHEREAS, the City Council has established that business at public
meetings shall be conducted pursuant to the norms of acceptable and
courteous business behavior; and
WHEREAS, in certain cases,
Council have transgressed
courteous behavior; and
persons testifying before the City
the boundaries of acceptable and
WHEREAS, the public, City staff, and City Council would benefit
from having such norms clearly defined along with procedures for
dealing with such transgressions; and
WHEREAS, the City Council
regarding any matter of its
share such testimony; and
desires to hear good-faith testimony
business from any person who wishes to
WHEREAS, in certain cases members of the public have believed
themselves to be victims of retribution from City officials for
remarks made at meetings of the City Council; and
WHEREAS, all speakers have
addressing the City Council,
members of the audience; and
the privilege of appropriately
free from intimidation from other
WHEREAS, conduct which is deemed appropriate for meetings of the
City Council is also considered necessary for any public meeting of
an official city body.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Brooklyn Center that the following STANDARDS OF CONDUCT, along with
their accompanying procedures for enforcement, are hereby
established for public meetings of all City bodies:
1. Members of the audience will refrain from disruptive actions
such as hand clapping, stamping of feet, whistling, cheering,
yelling, or similar demonstrations, which conduct disturbs the
peace and good order of the meeting and which conduct might have
an intimidating effect upon members of opposing viewpoints
CITY OF BROOKLYN CENTER DRAFT RESOLUTION NO.
2. Persons addressing the City shall refrain from slurs against
race, creed, color, religion, national origin, gender, sexual or
affectional orientation, marital status -familial status, age,
disability, or status with regard to public assistance;
3. Profanity, slander, false statements, violence, or the threat of
violence in any form shall not be tolerated.
BE IT FURTHER RESOLVED that:
l. Violations of these STANDARDS shall be determined by the opinion
of the chair of the meeting or, absent such opinion, by the
opinion of the majority of the members of the deliberating body.
2. Any person violating these standards shall be called to order by
the chair of the meeting. If such conduct continues, said person
may, at the discretion of the chair, lose the floor. With the
exception of City Council members at City Council meetings, said
person may be denied further audience before the City for that
meeting.
3. If said person refuses to come to order and obey the directives
of the chair of the meeting, the chair may request that said
person by physically removed from the building, either by a
sergeant-at-arms or by a police officer. An exception to this is
made f or City Council members at City Council meetings.
BE IT FURTHER RESOLVED that:
1. No city official will act in such a way as to appear to be
retaliating against a speaker for testimony presented before the
City. Such prohibited actions include, but are not limited to;
contacting the place of employment, the family, or any other
person associated with said speaker to express concern, cast
doubt upon, or in any way cause difficulty for said speaker.
2. Some matters are exempt from the clause above. They include:
a) Responding to claims or charges by the speaker;
b) Matters in which a crime is implicated and in which the City
reserves its right to pursue its crime-fighting policies.
STATEMENT OFMEETING CONDUCT
FROM LEXINGTON, KENTUCKY
Please be reminded that those present at today's meeting may hold a variety of views and
opinions regarding the business to be conducted. The exercise of democracy through
representative local government requires that ALL points of view be accommodated at
these proceedings. It is further expected that a standard of mutual courtesy and
respectfulness be exercised by all in attendance, through our individual expression,
manner of speaking, and conduct. Therefore, please receive the views of others with the
same degree of courtesy and respect which you desire to be given your views and
opinions. Any departures from this standard will be addressed by the Presiding Officer
through whatever means are deemed appropriate. Thank you for your attendance at
today's meeting, and your agreement to abide by these standards of personal conduct.
(Adopted by Council 10/13/98)
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CffY OF
FRIDLEY
T�:
FROM:
CITY COUNCIL CONFERENCE
MEETING OF AUGUST 2, 1999
The Mayor and Council /,�J
William W. Burns, City Manager����
DATE: July 30, 1999
SUBJECT: Council Salaries
Steve Billings recently reminded me that we need to bring closure on the
Council salary issue. I was under the impression that we had closure at 5%. On
Monday, we should probably make sure there is closure. We may also want to
discuss when we bring the resolution forward.
em
0
To:
From:
Date:
Re:
The Honorable Mayor and Fridley City Council
Bob Barnette, Councilmember-at-Large
December 4, 1998
Comparative Salaries of Mayor and Council Members
1. In an attempt to help us make any decision on possible increases in City Council
members' salaries in the near future, I compiled the following figures using the
information provided to us by Sara Hill, Human Resources Manager.
2. I first used the 13 cities with a population between 20,000 and 29,999. Of those cities,
the following statistics were found true:
Mayor Mean Salary:
Mayor Median Salary:
Mayor Range:
Current Mayor's Salary:
Council Mean Salary:
Council Median Salary:
Council Range:
Current Council Salary:
$7,731
$7,800
$4,200 - $9,642
$8,400
$5,865
$6,000
$3,Fi00 - $7,217
$6,100 (Excluding At-Large)
3. Next, I used those 16 cities with a population befinreen 30,000 and 80,000 (Minneapolis,
St. Paul, and Bloomington were excluded from the study). Of these cities, the following
statistics were found true:
Mayor Mean Salary:
Mayor Median Salary:
Mayor Range:
Current Mayor's Salary:
Council Mean Salary:
Council Median Salary
Council Range:
$9,161
$9,290
$6, 500 - $14, 040
$8,400
$6,942
$6,660
$5,100 - $9,360
4. I next used all 29 cities with populations between 20,000 and 80,000. Of these, the
following statistics were found true:
Mayor Mean Salary:
Mayor Range:
Current Mayor's Salary:
Dollar Difference from the Mean:
Council Mean Salary:
Council Range:
Current Council Salary:
Dollar Difference from the Mean
$8,519
$4,200 - $14,040
$8,400
<$119
$6,459
$3,600 - $9,360
$6,100 (Excluding At-Large)
<$359
5. I next used the cities contiguous to Fridley which were Brooklyn Center, Spring Lake
Park, Coon Rapids, Blaine, Columbia Heights, Mounds View and New Brighton. Of
these, the following statistics were found true:
Mayor Mean Salary:
Mayor Range:
Current Mayor's Salary:
Dollar Difference from the Mean:
Council Mean Salary:
Council Range:
Current Council's Salary:
Dollar Difference from the Mean:
c: William W. Burns, City Manager
Sara Hill, Human Resources Manager
Richard D. Pribyl, Finance Director
$8,290
$5,100 - $12,000
$8,400
>$110
$6,534
$4,500 - $9,000
$6,100 (Excluding At-Large)
<$434
ORDINANCE NO.
AN ORDINANCE RECODIFYING THE FRIDLEY CITY CODE BY AMENDING
APPENDIX F TO PROVIDE FOR THE ADJUSTMENT OF SALARIES FOR THE
MAYOR AND COUNCILMEMBERS IN ACCORDANCE WITH SECTION 2.07
OF THE CHARTER OF THE CITY OF FRIDLEY
The City Council of the City of Fridley does hereby ordain as follows:
The annual salaries for the Mayor and Councilmembers during 2000 and subsequent years shall be as
follows:
Mayor $8,820.00
Councilmember-at-Large $7,245.00
Councilmember, Ward I $6,405.00
Councilmember, Ward II $6,405.00
Councilmember, Ward III $6,405.00
In addition, the Mayor and Councilmembers shall be entitled to the same benefits enjoyed by full-time
authorized employees of the City of Fridley.
PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF FRIDLEY THIS
DAY OF , 1999.
NANCY J. JORGENSON - MAYOR
ATTEST:
DEBRA A. SKOGEN - CITY CLERK
First Reading:
Second Reading:
Publication:
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