03-25-2024
Council Conference Meeting
March 25, 2024
5:30 PM
Fridley City Hall, 7071 University Avenue N.E.
Agenda
1.Proposed Councilmember Onboarding Manual
2.Park System Improvement Plan Budget and Commons Park Update
3.State Legislative Concerns
Upon request, accommodation will be provided to allow individuals with disabilities to participate in
any City of Fridley services, programs, or activities. Hearing impaired persons who need an interpreter
or other persons who require auxiliary aids should contact the City at (763) 572-3450.
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AGENDA REPORT
Meeting Date:March 25, 2024 Meeting Type:City CouncilConference Meeting
Submitted By:Danielle Herrick, City Manager Intern
Melissa Moore, City Clerk
Title
Proposed Councilmember Onboarding Manual
Background
Staff has developed a Councilmember Onboarding Manual to help newly elected officials understand
their duties and responsibilities. The manual will be presented to the Council for review and discussion.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods & PlacesCommunity Identity & Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
Councilmember OnboardingManual
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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Councilmember
Onboarding Manual
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Councilmember OnboardingManual
2024
Welcome,
On behalf of the City of Fridley, I would like to congratulate you on your election and welcome
you tothe Fridley City Council. We appreciate your hard work and commitment to serving the
Fridley community.
believe Fridley will be a safe, vibrant, friendly and stable home for
I am confident that with
your fresh perspective and passion, we will make great strides toward achieving that vision.
This handbook is designed to provide information regarding the onboarding process, the
operation of our local government, and the general operating policies for elected officials to aid
Again, thank you for dedicating your time and talents to serving our great City. I sincerely hope
you find your experience to be rewarding.
Scott J. Lund
Mayor, City of Fridley
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Councilmember OnboardingManual
2024
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Purpose...............................................................................................................................................................................4
Roles and Responsibilities...........................................................................................................................................4
City Council Overview....................................................................................................................................................9
Be an Effective Councilmember..............................................................................................................................11
Meetings and Meeting Procedure.........................................................................................................................14
Engaging with the Public..........................................................................................................................................18
City Council Appointments.......................................................................................................................................19
Appendix and Other Resources..............................................................................................................................20
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Councilmember OnboardingManual
2024
Purpose
This handbook is designed to serve as a guide to general policies and procedures that apply to
Councilmembers for the City of Fridley (City). As a new member, its recommended that you review
minutes from recent meetings,
to see what issues have been under consideration.
While attempting not to be overly restrictive, procedures are established so that expectations and
practices can be clearly articulated to guide members in their actions. This handbook provides a
summary of important aspects of activities and how they relate to the City as a whole. However,
it does not incorporate all material and information necessary for undertaking the business of the
Fridley City Council (the Council).
For the purpose of this manual, Councilmember and the Council mean the four individual
Councilmembers and the Mayor, unless specified otherwise.
Roles and Responsibilities
Form of Government
T. The Council acts asthe policy making and legislative
body; while the City Manager is responsible for the day-to-day administration of the City, known
as a council-manager form of government. Residents of Fridley are represented by the Mayor and
four Councilmembers.
Role of Mayor
The Mayor presides at all official meetings and generally ensures that the Council reviews and acts
upon the items on the agenda. The Mayor shouldensure that decisions are made in a timely
manner, yet be careful not to limit discussion--assuringthat both members of the public and
Councilmembers have an opportunity to be heard.
Responsibilities of the Mayor:
Chair all Council meetings.
Represent the City at ceremonial events.
Emergency leader under conditions of martial law.
Executes resolutions, ordinances, contracts, etc.,on behalf of City.
Acts as the focal point for many citizen inquiries and complaints.
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During a public meeting, the Mayor is also the person vested with authority to:
!Call a meeting to order and propose adjournment.
!Recognize and call upon speakers.
!Call for debate and vote on motions.
!Clarify or request clarifications of motions made by members.
!Rule motions out of order.
!Interpret and enforce any meeting management bylaws or rules of procedure.
!Call members to order if they disregard rules of procedure or decorum for the meeting.
An effective Mayor also:
!Solicits discussion and opinions from all members.
!Does not allow personal attacks.
!Keeps the discussion focused on the issue.
!Builds trust through fairness to all the participants.
Role of the Councilmember
Councilmembers play a crucial role in shaping the future of the City, making decisions that impact
residents, businesses, and the overall community. Each member contributes to the collective
decision-making process, ensuring that the City's best interests are always at the forefront.
Responsibilities of the Council:
!Participate actively in all Council meetings, ensuring a thorough review and discussion of
agenda items.
!Represent and advocate for the interests of their constituents on various boards and local
committees.
!Represent the City at ceremonial events.
!Collaborate with other governmental agencies and organizations on projects and
initiatives that benefit the City.
!Review, revise, and approve City ordinances, policies, and budgets.
!Engage with the community, listening to their concerns and feedback.
!Support and oversee the execution of City projects and initiatives.
During public meetings, Councilmembers are also expected to:
!Respectfully debate and discuss agenda items, ensuring a comprehensive understanding
of each issue.
!Propose, support, or oppose motions based on informed judgment and the best interests
of the City.
!Abide by the rules of procedure and meeting decorum.
!Engage constructively with the public, addressing their concerns and feedback.
!Collaborate with fellow Councilmembers, building a culture of mutual respect and
teamwork.
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An effective Councilmember also:
!Is well-prepared for meetings, having reviewed all relevant materials.
!Communicates clearly and listens actively.
!Avoids personal biases or conflicts of interest in decision-making.
!Builds trust within the Council and with the community through transparency and fairness.
Commissions
Commissions are standing bodies that can be established by Charter provision, the Code, and/or
Statute. Commissioners are appointed by the Council (except for the Charter Commission) to
provide ongoing input on major policy areas. Their responsibilities are advisory and include:
!Providing ongoing recommendations to the Council and staff regarding special program
areas.
!Identifying issues that the commission believes should be addressed by the Council or
staff.
!Providing education and awareness opportunities for residents on policy issues and
concerns.
The City has five total commissions consisting of both advisory commissions and governing
commissions. Advisory commissions make recommendations to the Council but do not have
independent decision-making authority, while authoritative commissions have some level of
autonomous authority granted by statute or ordinance. The commissions are separated below
based on whether they serve in an advisory or authoritative capacity.
Advisory Commissions:
!Environmental Quality and Energy Commission: Advisory commission established by
ordinance. The EQEC attempts to provide the Council with accurate information to assist
in making and implementing sound environmental policy in such areas as solid waste
abatement programming, environmental education, waste reduction and water resource
management. The chair and vice-chair are appointed by the commission. The chair and
vice-chair are appointed by the commission.
!Parks and Recreation Commission: Advisory commission established by ordinance. The
PRC was established to provide the comprehensive development of park facilities and a
recreational activities program for the well-being of the residents of the City.
!Planning Commission: Advisory commission recommended by Statute and established by
ordinance. The Planning Commission is responsible for continuous community planning
and development of comprehensive goals and policies, including but not limited to land
use, housing, environment, parks and recreation, and other related community activities.
The chair is appointed by the Council, and the vice-chair is appointed by the commission.
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Authoritative Commissions
!Charter Commission: Required by Statute as a Home Rule Charter City. Has the authority
to review the Charter and makes recommendations for amendments to the Council. Only
commission where members are appointed by a District Court Judge.
!Housing and Redevelopment Authority: Authorized by Statute and established by
ordinance, the HRA is a distinct governmental, body consisting of five residents, with its
own governing structure and budget, separate from the Council and the City's budget. It
has the unique ability to levy taxes. The Mayor appoints the members of the HRA for
staggered five-year terms, and the Council approves the appointments. Implements
housing rehabilitation programs and redevelopment projects that create new housing
opportunities to meet local housing needs. Administers programs that are designed to
enlarge the tax base, create jobs, and create vital, attractive businesses in blighted or
underdeveloped areas of the City. The City Manager is the Executive Director.
The Council may, by ordinance or resolution, establish and regulate any board or commission, to
advise the Council with respect to any City function or activity, to investigate any subject of interest
to the City, or to perform quasi-judicial functions. The Council relies on the work of City
commissions, and members serve an important role in extending the reach of the democratic
process into the community.
City Manager
The City Manager is responsible for the day-to-day management of the City such as, budgeting
and planning, personnel, legal issues, economic development and redevelopment, Council
meeting preparation and intergovernmental functions. They can be thought of as the chief
executive officer. The City Manager participates in the Council Meetings but does not vote.
Councilmembers and citizens rely on the City Manager to provide unbiased and objective
information while presenting both sides of an issue and information about long-term
consequences. The City Manager supervises the organization through Department Directors. The
Mayor and Council determine the employment of the City Manager. Other than the City Manager,
the Mayor and Council do not get involved in personnel matters. That is the sole responsibility of
the City Manager.
The City Manager acts as the first point of communication between the Council and staff, and as
such, should be copied on all communications between them.
Department Directors
City work is divided into six departments with department directors: Community Development,
Employee Resources, Finance, Parks and Recreation, Public Safety and Public Works. The
Department Directors play an integral role in ensuring the effective and efficient functioning of
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the City. They provide the specialized knowledge, leadership, and management to translate
Council initiatives and priorities into tangible projects and services that benefit the community.
Directors offer both big-picture perspective on their field and expertise in project implementation
to deliver results. They supervise and motivate sizable teams, coordinate cross-departmental
collaboration, provide technical guidance and oversight to complex initiatives, and optimize City
resources.
While staff generally do not take direction from the Council, Department Directors work closely
with the Council on City initiatives alongside the City Manager. The Department Directors report
directly to the City Manager.
City Attorney
The City contracts legal services to external firms:
!Kennedy & Graven (City Attorney - Civil)
!City of Coon Rapids (City Attorney - Criminal)
!Taft, Stettinius and Hollister, LLP (Bond Council)
!Monroe Moxness Berg (HRA)
!Gregerson, Roscow, Johnson & Nilan, Ltd. (Administrative Hearings).
The City attorney reviews City contracts, provides general legal advice, and attends Council
meetings. The City Attorney reports directly to the City Manager. All communication to the City
Attorney should be directed through the City Manager.
Staff
City staff, under the direction of the City Manager, are responsible for carrying out the policies
and actions of the Council and implementing the programs and services set out in the budget
and identified in the Council goals. The City Manager is appointed by the Council. Department
Directors and staff members report directly to the City Manager.
The Council works closely with the City Manager. The Council does not have the authority to
supervise or direct the work of staff, including the Public Safety Department. Special assignments
to staff are made by the City Manager.
Staff may keep the Council apprised of key initiatives through email, copying the City Manager
on all communications. Additionally, staff will make recommendations and present on projects
during Conference and Regular meetings to provide updates and discuss their work directly with
Council.
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City Council Overview
Legal Authority and Responsibility
The Minnesota Constitution and various statutes allow cities to create or determine their form of
government separate from the municipal governing plans in State law, known as Home Rule
Charter Cities. The City of Fridley is a Home Rule Charter City and the powers of the Council are
governed by the Charter.
Councilmembers derive their a
governing body. To ensure effective governance, each member should be well-informed about
the proposals presented, understanding their implications and potential consequences. The
Council
the City legally fulfills the conditions necessary for each action.
The Charter outlines various responsibilities for the Council, including (but not limited to):
!Adopting ordinances, resolutions, and regulations that align with the City's objectives and
the welfare of its residents.
!Approving the City's budget and overseeing financial matters.
!Ensuring the proper management and operation of public utilities and services.
!Overseeing land use and zoning within the City.
Councilmembers are nonpartisan and all actions taken should prioritize the public's welfare.
Councilmembers are generally not held personally liable for decisions made in good faith, even if
they result from an error in judgment. However, deliberate violations of clear legal prohibitions
can result in liability.
When considering actions, Councilmembers should familiarize themselves with their
responsibilities and powers as outlined in the Charter. It's essential to act transparently, honestly,
and in good faith, following all legal and Charter requirements. When uncertain about the legality
of an action or procedure, it's always prudent to consult with City staff.
The City Charter
This Charter Commission consists of fifteen members who are appointed by the District Court.
The purpose of the Charter Commission is to serve as custodians of the Charter in accordance
with State laws to ensure that the Charter is an effective and workable document that will benefit
residents in overseeing City operations and expenditures. The Charter Commission meets
approximately eight times per year to review the Charter and makes recommendations for
amendments.
The Charter is the cornerstone document that defines Fridley's governmental structure and
operational guidelines. Originally established 1957 the Charter lays out key elements such as the
composition of the Council, election procedures and the roles and responsibilities of the City
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Manager. It also addresses budgetary considerations, taxation issues and public utilities
management.
As a Councilmember, it's crucial to understand that Fridley has an active Charter Commission. This
Commission holds a unique and long-standing relationship with the Council, influencing a range
of matters from legislative actions to operational guidelines.
Duties of the Council
Per the Charter, the Council consists of the Mayor and four Councilmembers. They are responsible
for setting the policies for the operation of the City.
to:
!Acquisition of Property Has the power to acquire property for public purposes through
means like eminent domain.
!Advocacy - Advocate for the City at the county, state and federal levels.
!Appointments - Appoints personnel like the city manager, police and fire chiefs, city
attorney, and members of boards and commissions.
!Contracts - Approves bids and enters into contracts on behalf of the City for services and
purchases.
!Elections - Enables local candidate elections, usually through an elections office by
allocating budget authority for City staff to conduct elections, appointing Election Judges
and certifying election results.
!Land use Planning Approves or denies proposals for zoning changes, subdivisions,
conditional use permits, and other land use items.
!Levying Taxes Empowered to levy taxes as per the Charter and Minnesota state laws to
raise revenue for the City. An annual public Truth-in-Taxation meeting is held to discuss
City spending.
!Licensing - Grant various business, alcohol, taxi, and other licenses within the city limits.
!Pass ordinances, resolutions, and regulations Power to adopt local laws and policies to
govern the City, provided they do not conflict with state or federal laws.
!Liaison Role - Serve as the City's representative on various local boards, actively advocating
for and protecting This role entails the important responsibility of
communicating key board decisions to City staff during conference meetings, ensuring
that the City is informed of outside influences that could affect City goals and services.
!Preparing and Approving the Budget - Responsible for approving the City's annual budget,
including expenditures and revenue sources. They have taxation powers through
franchisees. A franchise in this context refers to a special privilege or right granted by the
city, often related to utility services, which may include taxation or fee collection.
!Public Improvements - Initiates and approves new public works projects like parks, streets,
utilities, public buildings and facilities.
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Be an Effective Councilmember
Stepping into your first Council meeting is often a blend of excitement and uncertainty. You might
find yourself pondering over the right protocols, what to say, and how best to contribute. This
section aims to alleviate those initial concerns while setting you on a path to excel in your role for
the betterment of the City. It lays out key practices and guidelines that serve dual purposes:
enabling you to make informed decisions and ensuring that both you and the City operate within
legal boundaries. The essence of being an effective Councilmember lies in being prepared,
listening actively and contributing thoughtfully to discussions.
Participation
Councilmembers benefit through participation and discussion of all members. A quorum (or
majority) of the body is necessary to conduct official business. Members are expected and
encouraged to attend all meetings as the regular attendance of Councilmembers is necessary for
the most effective performance of government. If a Councilmember must miss a meeting or
meetings because of an extended business trip, vacation, illness or long-term leave, the member
should advise the City Manager before the scheduled meeting(s).
Quorum
A quorum is the minimum number of Councilmembers required to conduct official business, as
stipulated in the City Charter and State law. It's crucial for decision-making and gives legal validity
to the Council's actions. Usually, a quorum is achieved when more than half (three or more) of the
Councilmembers are present. The City Clerk will post a notice whenever a quorum is expected,
even if official business isn't on the agenda, to maintain transparency and avoid potential
violations.
To avoid quorum violations, always be mindful of attendance numbers and consult with City staff
if you are unsure.
Examples when a quorum may be noticed even though no official business is being conducted:
!Three or more Councilmembers are attending the same wedding.
!Three or more Councilmembers are planning to have dinner together.
!Three or more Councilmembers are appearing at a community event like business opening
or award ceremony.
Conflict of Interest
State law, the Charter and Code prohibit public officials from having a personal financial interest
in a sale, lease or contract they are authorized to make in their official capacity. The Council must
avoid actions that might give the appearance of impropriety or a conflict of interest. They must
not use their position to gain privileges or special treatment.
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If there is a conflict of interest on an issue, that member must abstain from discussion or voting
on the issue.
If Councilmembers have any question about a possible conflict of interest, they should contact
the City Manager.
Standards of Appearance
All Council meetings are open public meetings where members of the public are welcome to
attend. They are also televised on Fridley City TV and recorded. Therefore, it is important that a
professional appearance be maintained.
Communication
As a Councilmember, while it may uncommon, there could be occasions where you are
approached by the media for an interview or a public comment. When communicating any
information, it is essential to ensure that it is accurate, timely, and professional to maintain the
City's credibility.
If you ever find yourself contacted for a media interview or statement, it is generally recommended
to consult with the City Manager for guidance
Communication and Engagement Division. You represent the City in every capacity, and your
words and actions reflect the City's interests and values.
Councilmembers can be called upon to communicate with the general public and stakeholders
via a wide variety of channels including social media. Many members use social media in various
ways. However, the 'personal' style of social media can make it difficult to draw the line between
public/professional and private use. As an ambassador of the City, it is important to remember
that your statements and opinions must remain personal and cannot be regarded as representing
the City's official position. Please consider this when posting on social media on topics that could
be related to your work with the City and do not give the impression that you are speaking on
behalf of the City, or board/ commission. Exercise good judgment and remember that even when
you write in your personal capacity, you are still a board/ commission member.
General tips for effective communication include:
!Keep your messages concise. Focus on a couple of main points and avoid rambling.
!Be mindful of your tone and voice. It can influence how your message is received.
!Use clear and straightforward language. Avoid jargon or overly technical terms.
!Always stay authentic and true to yourself. Positivity and optimism can go a long way.
Code of Conduct and Principles
Councilmembers should be held to a high standard of conduct and responsibility due to the
nature of their duties and responsibilities. The proper operation of democratic government
requires that Councilmembers be independent, impartial and responsible to the people that
government decisions and policy be made through the proper channels of the government
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structure; that public office not be used for personal financial gain; and that the public have
confidence in the integrity of its government.
In recognition of these goals and pursuant to Minnesota Statute § 471.895, the Ethics chapter of
the Code and the Charter, there is hereby established a Code of Conduct for public officials of the
City. The purpose of this Code of Conduct is to establish ethical standards of conduct for all
Councilmembers while acting in their official capacity representing the City by setting forth those
acts or actions that are incompatible with the best interests of the City.
The following principles help ensure that the Council operates with the maximum of efficiency
and effectiveness and meet the Code of Conduct:
!Members should attend meetings.
!Members are encouraged to respect the decision-making process and any decisions made
by the group. Each individual member should respect the official position or action of the
Council.
!If you are going to miss a meeting, contact the City Manager prior to the meeting. This
helps ensure that the Council will have a quorum at the meeting.
!Any written or e-mail communications to members must be sent to the City Manager for
distribution in accordance with the State law.
!Issues and decisions should be openly discussed at meetings.
!No member shall expect or seek special consideration or influence based upon their
position.
!It is prohibited for an elected official to receive a gift from an interested person pursuant
to Minn. Stat. § 471.895.
Data Practices
Minnesota Statutes, Chapter 13, known as Minnesota Government Data Practices Act (MGDPA),
and Chapter 12 of the Charter govern all data collected, created, received, maintained, or
disseminated by the City. Generally, the MGDPA presumes that all Government Data are public
Policy is available online.
Staff, commissioners, and the Council should presume all documents, notes, and messages
created or maintained in the course of their work, or stored on their devices, will be subject to
release if requested.
The City Manager has been designated as the and has designated
the City Clerk to be responsible for administering the MGDPA. No employee or elected official of
the City may release any private or confidential data to any person except for the City Clerk or a
designee. To error on the side of caution, all data practices requests should be forwarded to the
City Clerk for processing as the Data Practices Act requires understanding to successfully respond
to requests.
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Compensation and Reimbursement
Councilmembers' compensation is determined by the Charter, though adjustments can be made
according to the statutory procedure. For specific details on compensation, members should
consult with the Employee Resource Director. For detailed guidelines on allowable expenses,
reimbursement rates, and processes, refer to the City's official reimbursement policy.
Councilmembers may occasionally attend conferences, seminars, or other events that align with
their roles. Participation in conferences is encouraged to gain insights into local government
issues. Reimbursement is available for work-related travel, meals, lodging, and other necessary
expenses, consistent with budget authorization. If planning to attend an event, coordinate with
the City Manager to ensure budget availability.
For out-of-
Overnight or out-of-state work-related
travel requires prior approval. Reimbursement may cover travel, meals, lodging, and other
incidental expenses within set limitations.
Councilmembers are ambassadors of the City. Ensuring transparency and adherence to these
guidelines strengthens the trust between the Council and the community.
Meetings and Meeting Procedure
The Council typically meets on the second and fourth Monday of each month. The Council has a
Conference Meeting on meeting nights from 5:30-7:00 p.m. These meetings have an agenda and
are used to allow additional presentations, extensive review and in-depth discussion of an issue.
No formal action or vote is taken. If formal action is required, the issue will be added to the regular
Council meeting at a later date.
The Council meeting begins at 7:00 p.m. Meetings can be anywhere to 30 minutes to several
hours. These meetings have a separate agenda from the conference meetings. These meetings
are used to take formal action on agenda items and issues on behalf of the City.
Special Meetings may occasionally be called by the Council. If this occurs, the City will issue a
public notice and produce an agenda.
The City Manager is present at every meeting to help answer questions the Council has on any
agenda items. The City Attorney is present when required at the discretion of the City Manager.
Parliamentary Procedures
The Council follows Rosenbe Rules of Order at regular City Council Meetings. Parliamentary
procedure is simply considered as a set of guidelines used to assure that a meeting goes smoothly
and fairly. It is used to facilitate a group coming to a majority decision when there are differing
points of view. A detailed list of procedures can be found in Rosenbe Rules of Order.
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Agenda
The agendas for the conference and regular meetings of the Council are determined by the City
Manager and prepared by the City Clerk then provided to the Council no later than the Thursday
before the regular Council and Conference meetings. The Council agenda outlines the topics or
items of business that will be introduced, discussed and acted upon at each meeting. The
Conference meeting agenda outlines the topics or items that will be discussedno formal action
is taken at conference meetings.
Staff add items to the agenda that require approval. If Councilmembers want to add
an item to the agenda, they should advise the City Manager of items they wish to have added.
Once the agenda has been sent to the Council along with the accompanying packet material, no
item is added or deleted prior to the Council meeting. The agenda may be amended at the
beginning of the Council meeting to include any additional items or to delete any item from the
agenda.
The standard order of business on the City Council regular meeting agenda is as follows:
Proposed Consent Agenda: The Consent Agenda is a process used to make quick decisions on
routine and non-controversial issues. These items may be approved in one blanket motion upon
unanimous consent. Any Councilmember, staff member, or member of the public may request
that any item be withdrawn for separate consideration. The City Manager determines what goes
on the consent agenda using the Consent Agenda Rules found in Resolution 1995-01. Examples
of items on the consent agenda are:
!Approve meeting minutes of last Council meeting.
!Receive meeting minutes of City Council conference meeting and the commission
meetings (various).
!Resolutions to accept grant funding.
!Resolutions to approve issuance of special use and interim use permits.
!Resolution to schedule a public hearing.
Open Forum/Visitors: Open Forum allows the public to address the Council on subjects that are
not on the Regular Agenda. The Council may take action, reply or give direction to staff.
Proposed Regular Agenda: These items are
will have a presentation from City staff, and will be discussed and considered by the Council for
approval by vote through separate motions.
Public Hearing(s): Items under the public hearing section allow members of the public to address
the Council on items that are required to have a public hearing. Common public hearings are for
property assessments, the yearly levy, changes to ordinances, and major Public Works projects.
Council will call the public hearing, take public comment, then close the public hearing. Once the
public hearing is closed, the Council may vote on passing the proposed resolution.
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Informal Status Reports: An opportunity for staff to update the Council on upcoming events and
on staff activities as requested by the Council. Typically, these activities are in preliminary stages
and not ready for formal resolution or ordinance.
Open Meeting Law
All of the meetings of the Council are open to the public and subject to the Open Meeting Law
(Minnesota Statutes, Chapter 13D). A meeting is defined as the convening of members of a
governmental body for the purpose of exercising the responsibility, authority, power or duties
delegated to that body. A meeting is subject to the open meeting law whenever the governmental
body meets for official purposes. A meeting does not include social or chance gatherings not
intended to avoid the law. When three or more Councilmembers are present at a meeting, it is
considered a quorum and therefore a meeting for official purposes.
The purpose of the law is to:
!Prohibit action from being taken at a secret meeting where the interested public cannot
be fully informed of the decision of the public body;
!Ensures the public's right to be informed; and
!Gives the public an opportunity to present its views.
Any communication (including emails or other electronic communication) between some or all of
the Council could potentially be considered a public meeting.
If you have information or any type of communication that you would like to share with other
members, it is recommended that it be sent to the City Manager, who may then forward it for
review and discussion at a public meeting. The Open Meeting law does not preclude an individual
member from contacting the City Manager regarding questions or concerns, or seeking further
information on topics or agenda items.
In any meeting which must be open to the public, the City must make at least one copy of any
printed material available in the meeting room for public inspection. This applies to any printed
material prepared by the City and distributed or made available to all members of the Council.
This requirement does not apply to materials that are classified as other than public under the
Government Data Practices Act.
The exception to the Open Meeting Law is Closed Meetings. Closed Meetings are publicly
sensitive issues related to
!Employee labor negotiations.
!Ongoing or imminent litigation involving the City as a legal party.
!Employee performance reviews on positions appointed directly by the Council.
!To review confidential appraisal reports or to develop or consider offers for the acquisition
or sale of real property
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State law requires the media and other interested parties to be notified of Executive Session dates
and times, and a brief synopsis given concerning the issues discussed.
Public Notice
The Open Meeting Law (Minnesota Statutes, Chapter 13D) requires public bodies to establish a
schedule for regular meetings and keep that schedule on file at its primary offices (i.e., City Hall).
If the body changes the time or location from the regular meeting schedule, advance notice must
be provided.
Minutes and Records of City Council Meetings
Open Meeting Law (Section 13D.01, subdivision 4) requires public bodies to record and maintain
votes of its members. Minutes of each City Council meeting should comprise a summary of the
proceedings, including who makes and seconds the motions and the results thereof. The minutes
serve as a permanent record of the Council's actions, discussion, and opinions, and are forwarded
to the City Manager's office for public distribution and used as input and background for Council
decisions.
Minutes are taken by an off-site minute-taking service and are incorporated into the next Council
agenda packet for approval. It is important for Councilmembers to closely review minutes and
make corrections if needed so the approved minutes accurately reflect the work of the Council.
Corrections to minutes should be made at the meeting when the minutes are brought forward for
adoption. Corrections require a motion, a second, and a majority vote, and if approved, are noted
in the minutes of the current meeting. Any changes to the draft minutes approved by the Council
should be reflected in the minutes for the meeting at which the corrections are made.
In addition to the written minutes, all regular Council meetings are recorded, shown live, and
replayed on the City's cable station. While the recordings are not an official record of the Council
meeting, they are retained for 20 years, after which time they may be destroyed, pursuant to the
City's Public Meetings Minutes Policy. Copies of the recordings are available for Council, staff, and
public viewing upon request.
Duties at First Meeting of Council
The Council performs several specific duties at the first meeting of the new year:
!Any Councilmember elected to office in the preceding General Election is given the
Oath of Office by the City Clerk or a presiding judge of the District Court.
!The Council must designate an Official Publication where the City will publish required
public notices.
!The Council must designate an official depository for the cash funds of the City.
Ordinances, Resolutions, Motions and Public Hearings
Ordinances: These are local laws enacted by the Council. They typically regulate individuals or
property, set permanent rules for City procedures, or provide penalties for violations. For any
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action that has long-term implications or requires legal enforcement, an ordinance is generally
adopted. May require a public hearing.
Resolutions: These are actions of a temporary or administrative nature. They often address
routine actions in the conduct of the City's business, such as ordering assessments, letting of
contracts, and other similar actions. May require a public hearing.
Motions: Typically used for procedural matters within a Council meeting, motions bring specific
questions or topics before the Council for deliberation and typically require a simple majority vote
for approval.
Public Hearing: A meeting, or portion of a meeting, that enables the public to speak upon a
specific subject matter.
Relationship of Ordinances to State Law: Local ordinances must be consistent with state laws
covering the same subject. While a city can often establish stricter regulations, it cannot be more
lenient than the state statutes. Additionally, there are some areas where state law pre-empts local
legislation, meaning the City can't legislate on that specific subject. In instances where local
ordinances mirror state laws, it's usually for the sake of clarity and coherence in local governance.
Requirements for Adopting Ordinances: The Fridley City Charter outlines the specific
requirements for the passage of ordinances. This often includes certain timeframes between
introduction and adoption, a minimum number of Councilmembers needed for approval, and the
necessity for publication in the official newspaper before the ordinance takes effect.
Requirements for Adopting Resolutions: Unlike ordinances, resolutions generally have fewer
formal requirements for passage. They must, however, be documented in the official meeting
minutes. In Fridley, the simple majority vote of all Councilmembers present is typically required to
pass a resolution.
It is important to note that while terminology matters, the essence of the action dictates whether it
is an ordinance or resolution. The Council cannot simply rename an ordinance as a resolution to
bypass procedural requirements. Any uncertainties regarding the classification of legislative actions
should be clarified with the City Clerk.
Engaging with the Public
Councilmembers are the link between citizens and government. Whether by mail, telephone, face-
to-face, or by electronic means, they are the conduit in an important two-way exchange of
information. The first exchange is from the citizen to the government. In most cities, the
Councilmember is the first person the average citizen comes to with concerns, requests for
assistance, recommendations for policy, etc. Councilmembers should handle these contacts with
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extreme tact, not only to maintain good relations, but to maintain citizen support for the
government itself.
The second flow of information is just as vital, but not so frequent. Councilmembers should pass
on information about City programs and policies to the citizens and contact the City Manager
with questions that need to be addressed. It is our duty to educate citizens, to explain the local
governmental operation and the reasons for it, as well as the meaning of City policies. In this way,
Councilmembers can obtain and maintain citizen support and create a more harmonious and
cooperative atmosphere for the conduct of government business. Creating and maintaining good
relationships between government and citizens is a partnership which requires trust and honesty.
City Council Appointments
Councilmembers are appointed to represent the City on various local boards and committees to
act as liaisons for the City. The first resolution of every year appoints members to these
boards/committees.
Boards in City
Anoka County Fire Protection Council: The mission of the Governor's Council on Fire Prevention
and Control is to provide a focal point for the exchange of information, to develop the best
possible fire education, protection and prevention services for the people of Minnesota, and to
coordinate the delivery of this information.
Anoka County Joint Law Enforcement Council: The Joint Law Enforcement Council (JLEC) is a
joint powers entity established in 1970 to improve the efficiency and effectiveness of law
enforcement in Anoka County. The JLEC includes among its membership every municipal chief of
police in the county; one selectee representative for each municipality with a police department;
as well as (6) county representatives, including two county commissioners; the County Attorney;
the Sheriff; and two elected municipal representatives from the cities that contract with the Sheriff
for law enforcement services.
League of Minnesota Cities: The League of Minnesota Cities is a membership association
dedicated to promoting excellence in local government. The League, governed by a Board of
Directors consisting of locally elected and appointed city officials, serves its more than 800
member cities through advocacy, education and training, policy development, risk management,
and other services.
Metro Cities: The Association of Metropolitan Municipalities is a membership organization
representing cities in the seven-county metropolitan area at the Legislature, Executive Branch and
Metropolitan Council. It is the only metro-wide entity that monitors regional and advocates for
cities at the Metropolitan Council and that represents the interests of metro area cities at the state
levels of government.
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Mississippi Watershed Management Organization (MWMO): Works to protect and improve
water quality, habitat and natural resources in an urban watershed that drains directly into the
Mississippi River. We are a joint-powers local government unit and one of approximately three
dozen watershed organizations in the Twin Cities metropolitan area.
North Metro Mayors Association: The mission of North Metro Mayors Association (NMMA) is
to initiate actions, provide leadership, and commit the resources necessary to ensure the equitable
distribution of quality development and redevelopment, shared tax resources, and uniform
investment in both public and private facilities throughout the metropolitan area.
Northstar Corridor Development Authority: Created in 1997 to analyze the feasibility and
environmental impacts of integrated transportation improvements along the U.S. Highway 10
corridor and develop a commuter rail project in the Northstar Corridor.
School District No. 13 Columbia Heights: District 13 serves the communities of Columbia
Heights, South Fridley and Hilltop, Minnesota.
School District No. 14 Fridley: District 14 serves the central area of the City of Fridley with two
elementary schools, a middle school, and a high school.
School District No. 16 Spring Lake Park: District 16 serves about 6,200 students from the
suburbs of Blaine, North Fridley and Spring Lake Park.
Twin Cities Gateway: A destination management organization that promotes meetings and
conventions, sports, events, and travel in Fridley and surrounding cities.
Appendix and Other Resources
League of Minnesota Cities Resources for Newly Elected Officials
Minnesota Mayors Handbook
Data Practices
Open Meeting Law
City Code and Charter
Consent Agenda Rules
Committee Meeting Calendar
New Hire Welcome Packet
Financial Management Policy
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AGENDA REPORT
Meeting Date:March 25,2024 Meeting Type:City CouncilConference
Submitted By:Mike Maher
Title:Director, Parks and Recreation
Park System Improvement Plan Budget and Commons Park Update
Background
Jim Kosluchar, Public Works Director, and Mike Maher, Parks and Recreation Director will present an
update on the Park System Improvement Plan budget to date. This will include updates on grants,
completed and near-complete projects and a budget outlook for 2024 and 2025 projects.
Commons Park construction is planned to begin in 2025 with significant landscape and building design
to occur throughout 2024. Staff will provide an update on the planning process to date and vision for
the site and recreation building. Staff will receive feedback from the Council on the site concept plan,
recreation building and community engagement process. An update will be provided on the process to
engage Fridley Public Schools and the Fridley Youth Sports Association in thesite and athletic field
planning process.
Financial Impact
None. Staff plans to complete the Commons Park project within the budget amount authorized in the
approved Park System Improvement Plan.
Recommendation
None.
Focus on Fridley Strategic Alignment
X Vibrant Neighborhoods &Places X Community Identity &Relationship Building
Financial Stability & Commercial Prosperity X Public Safety & Environmental Stewardship
Organizational Excellence
Attachments and Other Resources
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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AGENDA REPORT
Meeting Date:March 25, 2024 Meeting Type:City CouncilConference Meeting
Submitted By:Walter T. Wysopal, City Manager
Title
State Legislative Concerns
Background
Staff will provide Council
Financial Impact
None.
Focus on Fridley Strategic Alignment
Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building
Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship
X Organizational Excellence
Attachments and Other Resources
None
Vision Statement
We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses.
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