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HomeMy WebLinkAboutWK August 14, 2001 Office of the Sheriff Inter-Office Memo DATE: August 14,2001 TO: Captain Larry Klink FROM: Lori Taylor SUBJECT: Burglaries and Theft from Vehicles, City of Andover BURGLARIES 2000 Aoril MID: June July 6 19 9 15 2001 April May June Julv 3 6 5 20 THEFTS FROM VEHICLES 2000 Aoril May June Julv 18 12 15 31 2001 April May June July 8 30 22 17 , CITY OF ANDOVER 1685 CROSSTOWN BOULEVARD N.W.. ANDOVER, MINNESOTA 55304. (763) 755-5100 FAX (763) 755-8923. WWW.CI.ANDOVER.MN.US Special City Council Workshop - Tuesday, August 14, 2001 Conference Room A Call to Order - 7:00 PM Discussion Items 1. Approve Amendment to Ordinance No. 216, Continued - Administration 2. Consider Approval of Council Policies - Various, Continued - Administration 3. Other Business Adjournment w ~ / CITY OF ANDOVER COUNTY OF ANOKA STATE OF MINNESOTA ORDINANCE NO. 216A AN ORDINANCE AMENDING ORDINANCE NO. 216 THE POSITION OF CITY ADMINISTRATOR AND DEFINING DUTIES AND RESPONSIBILITIES. The City Council ofthe City of Andover hereby ordains as follows: Ordinance No. 216 is amended as follows The position of City Administrator is hereby established providing for the Administrator to be the Chief Administrative Officer of the municipality. Section 1. Position Summary. Subd. 1, Directs and manages all City operations as delegated by the City Council within the parameters of state statute and City policy to ensure the effective and efficient "\ operation of all City departments through a subordinate department head structure. 1 Subd. 2. Serves as primary liaison with the City Council to inform them of relevant projects and issues. Subd. 3. Recommends policy changes and communicates Council decisions to appropriate City staff. Ensures that the Council's policies are implemented in a fair. responsive. consistent and objective manner. Subd, 4. Guides the development and implementation of departmental management, human resource and labor relations policies and practices. Subd. 5. Serves as the City's key representative in cooperative efforts with other governmental or private entities. Responds to citizen questions and complaints either directly or through appropriate personnel. Subd. 6. Reports to and serves at the discretion of the elected mayor and council. Subd. 7. Exercises supervisory authority over all City employees, through a department structure. Oversees all hiring, promotion, and termination recommendations as well as rewards, discipline, grievances, training, performance appraisal and other employment conditions. 1 " - , Subd. 8. Directs and oversees the development of annual City budget and periodically . \ monitors revenues and expenditures against approved budgets to ensure the soundness of City finances. Subd. 9. Oversees the delivery of all Citv services as approved by the City Council in an efficient. cost-effective and professional manner designed to provide high-qualitv. responsive. and customer-service oriented public services to all City customers. Section 2. Maior Areas of Accountability. Subd. 1. Supervise directly or indirectly all personnel of the City, making recommendations to the City Council regarding employment and dismissal. a) Budgeted temporary personnel may be hired and discharged by the City Administrator. b) Administer personnel matters for the City consistent with City personnel policy. c) The director of each department shall report to the City Administrator and shall be held accountable for his or her department's or division's perfonnance. Deficiencies in department perfonnance shall be addressed in an appropriate manner within the administrator's powers. without external interference. d) The City Administrator mav detennine solutions to conflicts or problems . -, based on the City's needs. indiyidual capabilities and available resources regarding internal administration of City affairs. This may include. but not limited to. staffing assignments. organizational realignments/restructuring. and iob responsibilities, e) Ensures that the organizational management and staffing of the City is in keeping with principles of efficiency. innovation. cost-effectiveness and competence. Subd. 2. Develop and issue administrative rules, policies and procedures necessary to ensure the proper functioning of all departments. Such rules. regulations and procedures shall be consistent with Federal and State laws. Minnesota Statutes. Citv ordinances. and City Council policy. Said rules. regulations and procedures shall be effective upon issuance and shall remain in effect until rescinded by the City Administrator. Subd, 3. Negotiate or delegate the negotiation of tenns and conditions of employee labor contracts for presentation to the City Council. Subd. 4. Inform the City Council on matters dealing with administration of the City. aHd prepare and submit to the City COUflcil fm adoption an administrative code encoffil3aGsing tho details of administrative prooedare (personnel poliey). Subd. 5 Attend and participate in all meetings of the City Council. . , I 2 . . I - a) Coordinate the preparation of the City Council, Planning and Zoning and Park Commission agendas. b) Recommend to the City Council such measures as deemed necessary for the welfare ofthe citizens and the efficient administration of the City. c) May attend at own discretion or at the direction of the Council, other committee and commission meetings. d) Represent the City at functions as directed by the Council. Maintain good public relations with the citizens of the community. e) Consult with officials of both public and private agencies as may be required, while maintaining knowledge of federal, state and county programs which affect the municipality. Subd. 6. Oversee the preparation of annual fiscal budget and capital improvement plan. Maintain financial guidelines for the City within the scope of the approved budget and capital program. Ensure reports are submitted to the Council on the financial condition of municipal accounts, and ensure the annual financial statement is prepared in accordance with Minnesota Statutes. Subd. 7. Supervise the purchasing function of the City, by ensuring all purchases are in accordance with approved municipal budgets. Has the authority to sign purchase orders for routine services, equipment and supplies for which the cost does not exceed one thousand dollars ($1,000). Present to the City Council all claims resulting from orders 1 placed by the City for Council audit. Subd. 8, Negotiate or delegate contract negotiation responsibilities for any kind of merchandise, materials, equipment or construction work for presentation to the City Council. Subd. 9. Coordinate municipal programs and activities as directed by Council. Monitor all consultant and contract work performed for the City. Coordinate the activities of the City attorney. Take an oath of office, be bonded at City expense with a position bond to indemnify the City. Perform such other duties as prescribed by law, required by ordinance, resolution adopted by the Council and as apparent or assigned. Section 3. Back!!round and Experience. Bachelor's degree (Master's degree preferred) in public or business administration, finance, economics or related field and ten years experience in municipal government administration with at least five years in a responsible management position. 3 . .... \. Considerable knowledge of municipal government operations, procedures, public , / relations, finances, purchasing and all administrative requirements for proper municipal operation. Have knowledge of or access to all laws affecting the municipality. Have the ability to provide harmonious relations with municipal employees and the general public. Have the ability to plan development, to collect material and analyze for reporting and to conduct and implement standards of procedure, operation and organization. Excellent oral and written communication skills. Bondable at City expense, through a position bond which will indemnify the City. Section 4. Term of Office. The administrator shall be chosen by the City Council solely on the basis of training, experience and administrative qualifications. The City Administrator shall be appointed for an indefinite period by a majority of the City Council and may be removed from office only by a majority of the City Council in accordance with the rules and procedures set forth in the City personnel policy. Adopted by the City Council of the City of Andover on this _ day of .2001 , / ATTEST: CITY OF ANDOVER Victoria Volk, City Clerk Mike Gamache, Mayor , " 1 4 A . r Cf!) CITY OF ANDOVER 1685 CROSSTOWN BOULEVARD N.W, . ANDOVER, MINNESOTA 55304. (763) 755.5100 FAX (763) 755-8923 .WWW,CI.ANDOVER.MN,US . TO: Mayor and Councilmembers FROM: John F. Erai:-, City Ad.r:D.inistrator SUBJECT: Organizational Management Expectations DATE: June 13,2001 , INTRODUCTION . A review of organizational management expectations and practices that I would like to discuss with Council are presented for your review and consideration. These suggested changes have been identified as a means of stimulating dialogue on issues where alternate approaches would suggest a more appropriate and efficient means of addressing organizational matters. DISCUSSION 1) Discuss whether there is a continued need for a City Personnel Committee. This particular standing committee reviews personnel activities that are essentially an administrative/organizational responsibility under the. City Code. When the need arises to inform Council on specific personnel matter, a meeting with the full Council is a more appropriate and desirable mechanism to communicate personnel issues. As indicated previously, Council involvement in personnel actions as prescribed by the City Code are limited to matters pertaining to ratifying administrative recommendations on full-time staff appointments and/or termination actions. These two actions are specifically identified and authorized in the City Code.! 2) Discussion on the appropriateness of having Council legislatively approve organizational policies, specifically personnel policies, as stipulated in the City Code.2 As personnel policies control organizational issues, Council should not have a formal need to adopt policies legislatively, but rather' should expect that appropriate policies be promulgated by the administrator as provided for in City personnel policy. 1 Ordinance No. 216, Section 2. Major.Areas of Accountability. 2 Ordinance No. 216, Section 2. Major Areas of Accountability. 3 Section 1. Purpose, subd. (c) The City Council hereby provides the City Administrator, or designee, with the responsibility and authority to interpret and administer the Personnel Policy, and promulgate appropriate rules, regulations and implement administrative policies and procedures, - . .. Mayor and Council / , Organizational Management Expectations June 13,2001 Page 2 of3 I have reviewed this aspect of the city code with the City Attorney, and he concurs with this position. In attending a recent labor/human resources seminar, cities are also being advised not to have personnel policies adopted through the governing body as legislative approval elevates policies to a more restrictive level of City law. In most cases, personnel policies fi)llow both federal and state employment laws eliminating the need for Council to adopt policies. With respect to policies that may have a budgetary implication, programs will generally be included in the annual budget process or be brought to. Council directly if they Dill outside of normal budgetary appropriations. The City Code authorizes the administrator to develop appropriate internal controls, procedures and policies as needed and/or necessary. If Council would like copies of new or modified personnel policies as they are implemented, I would be happy to include Council on the distribution list, and generally prefer to keep Council apprised of new or revised policies. Again, my rationale for including this item for discussion is related to organizational management issues associated with administrative responsibility and accountability for managing the organization and delivery of City services in the most efficient, cost-effective, . f '\ and professional manner possible. Should Council concur with this concept, an amendment I to City Ordinance No. 216 would be required that would eliminate the need to bring personnel policies to Council for formal adoption. 3) With respect to City Personnel Policy, Section 29. Employee Complaint Procedure Sub (f), bis provision appears to be in direct conflict with City ordinances relative to Council's i:''lVolvement in employee complaint resolution. As mentioned. previously, under the City Code, the Council's role is specifically limited to final ratification of appointment arid . tl~rmination recommendations, with organizational disciplinary matters addressed through administrative processes. However, .this policy section provides that Council sit as "court of last resort" contrary to the limitations expressed within City ordinance. The more desirable and appropriate procedure at this stage in the process is to refer complaints to an arbitrator or an administrative law judge to make a final determination based upon the facts of the situation. Very rarely, if at all, do governing bodies actually participate . in the grievance process in order to avoid the undesinlble politicalization of the situation arid minimize potential personal liability associated with Council participation. The City Attorney has indicated his concerns with respect to Council's involvement in the disciplinary process. 4) Discussion on how resident complaints, which are brought to a Council member's specific attention, should be handled. It is assumed that the citizen may want action taken immediately. Relative to communication protocol, I have attached a proposed policy for , '\ Council review and discussion. . I . Mayor and Council Organizational Management Expectations June 13,2001 , Page 3 of3 5) Discussion on establishing guidelines for the conduct of City Council meetings and the participation of citizens at Public Hearings. If Council wishes to review and discuss this item, I have attached a proposed policy for Council's consideration. 6) Proposed policies on Council-staff communication protocols; Council expectations of Staff Work Assignments; Council-Management Team Statement of Commitment to Productive Working Relationship are also included for Council review and consideration. It has been my observation that many of these concepts are, in effect, practiced on a daily basis. Committing these practices to written policies will .serve to reinforce and clarify these important mechanisms of Council-staff working relationships. ACTION REQUESTED Council review and discussion of the items as listed. These proposed Council policies have been discussed and reviewed by the City attorney and management team. Council action relative to policy adoption is respectfully requested. Respectfu~tted, ft- ) hn F. Erar City Administrator Attachments . - . " "\ COUNCIL POLICY - PROPOSED Council MeetinglPublic Hearing Citizen Participation Protocol . POLlCY PURPOSE The purpose of this policy is to establish guidelines for citizen participation at public meetings that will ensure that the following Council objectives are achieved. . Welcome and encourage citizen comments on matters of interest or concern . Preserve and promote the accurate exchange of information . Preserve the equal rights of citizens to communicate their views . Provide for an orderly, courteous and efficient meeting . Provide adequate time for Council to review and consider agenda items COUNCIL MEETING The :cllowing Council meeting guidelines are established and shall be enforceable by the Mayor or presiding Council member. The following guidelines may be amended by a majority vote of Council. L Questions are to be addressed to Council during the meeting; citizens are encouraged to contact City staff prior to or following the Council meeting for further information, Council is free to call upon or direct a question to staff as necessary or appropriate. 2. A citizen desiring to speak may do so only after being recognized by the Mayor. Upon recognition, the citizen should approach the podiwn and clearly state hislher name and address. '\ 3. To allow for equal time, citizens are limited to (5) five minutes to address Council. 4, Complaints or concerns expressed during 'Resident Forum', and not on the regular Council meeting agenda, will be responded to by the ne},.1 regularly scheduled CoUJicil meeting and placed on Council Agenda. Citizens will receive a copy of the City's response prior. to the next'meeting.. PUBLIC HEARING Citizen testimony, opinions or questions at a public hearing are encouraged, .and are considered by Council in their respective deliberations. The following guidelines are established by Council and are enforceable by the Mayor or the presiding Council member. L A member of the City staff will introduce and explain the agenda item, 2.. The Mayor will invite public comment and set a time limit for each speaker so that all citizens desiring to address the issue may have the opportunity to do so. A group of persons may select one spokesperson to speak for group; that person may be granted more time at the Mayor's discretion. 3. A citizen desiring to speak may do so upon recognition by the Mayor. He/she shall approach the podium .and state their name and address. Citizens not recognized by the Mayor should refrain from interrupting a speaker who has been recognized as a matter of genera] courtesy. 4. Questions should be addressed to the Mayor, Council and/or staff as appropriate. Council is free to call upon or redirect a question to a, staff member. Citizens are encouraged to contact staff members prior to or following the public hearing to obtain further information. 5. Each citizen will be permitted to address Council once during the meeting. At the Mayor's discretion, second comments may be heard if time exists or ifnew infomiation is to be presented, 6. After citizen comments have been heard, Council will close the public portion of the hearing and then hold its own discussion on the issue. A decision may be made at this time or postponed until a later meeting, No further public comment on the topic will be allowed unless specifically invited by the Mayor. \ Thes'~ guidelines may be amended upon a majority vote of Council. Draft Copy ]/20/98 ; , COUNCIL POLICY - PROPOSED Council-Resident Complaint Resolution Process The handling and resolution of resident complaints is a very high service priority for Council and staff. In order to effectively and efficiently address resident complaints brought directly to Council members, the following procedures and value statements are proposed: a) If a Council member is uncertain as to the proper referring department of a resident service complaint, she or he is encouraged t6 contact the City Administrator, or if the referring service department is known, the Council member is encouraged to contact the Department Director directly. Consequently, all resident service complaints or process questions should be taken either to the City. Administrator or to the affected Department Director to maintain consistency in service communications, accuracy, appropriate management accountability and general courtesy to the managing. director. . b) All resident service complaints or concerns are important, however, in order to effectively resolve the issue and maintain consistency in resolving existing service priorities, a reasonable amount of time may be required to address the issue in the order received. In complaint situations where the level of difficulty is high and/or some amount of time is needed to focus organizational resources on the issue, Council members and the respective resident will be updated on status. c) In situations, where either the City Administrator or Department Director is unavailable, leaving a detailed message on voice mail is encouraged. Staff will respond to these messages within a reasonable amount of time, usually within the day or next business day at the latest. d) The reporting Council member will receive service feedback on the complaint by the responding department director/designated staff person or the' City Administrator upon resolution or as may be requested by the Council member. e) Once a resident service complaint is brought to the attention of the City Administrator/Department Director, it is expected that staff will handle the issue exclusively to ensure direct communications with the resident, and will handle the issue in question according to the City Code, professional judgement and reasonable service.time frames, f) Council members are encouraged to refer the resident to the appropriate department director, or indicate that the administrator or department director will contact them on their respective concerns. 1(1:" (oj . , , \ COUNCIL POLICY - PROPOSED Council-Staff Communication Protocol In order to maintain a consistent, open and mutually productive relationship, it is encouraged that Council members conimunicate with the administrator or appropriate department director on all service related issues. It is important that when a service related issue affecting the organization is in question, that the administrator or affected department director is notified to provide Council with a senior level management response. COUNCIL POLICY - PROPOSED Council Expectations of Staff Work Assignments All City-related issues will be objectively and professionally reviewed by staff. Staff research and concluding opinions will be based upon all available relevant sources of-data; and based upon respective staff expertise. Staff is hired to provide Council with professional expertise on a variety of subjects and issues to be presented in an unbiased, objective manner. Council is free at all times to question staff rationale, process and procedures issues and associated background '\ information, but should allow staff to exercise their professional judgement with confidence. / In situations where Council disagrees with a particular staff recommendation(s)' or action requested items, Council is free at all times, and staff will respect Council's prerogative to take different courses of action based upon alternative legislative viewpoints, In such cases, however, staff is obligated to identify the implications or consequences of an alternative Council action with respect to administrative, operational and legal considerations. COUNCIL POLICY -101-04-1997 Council-Management Team Statement of Commitment to Productive Working Relationship Council and staff roles are mutUally supportive and respectful; committed to working together as a team. Keeping communication lines open, mutually respectful and honest are key to a productive, high-quality and mentally healthy work environment. Staff respects Council's role as that of preeminent policy maker on all issues affecting the community. Conversely, Council respects the management team's role as professional, competent managers committed to implementing Council policies in a credible, considered and objective manner. , - . , (a) Immediate Supervisor: The employee shall discuss the concern with their iinmediate . supervisor in an attempt to'resolve the concern. If the employee is not satisfied, the employee I \ may me a complaint with the Department Head, or designee. (b) Department Head: In filing a complaint with the Department Head, or designee, the employee shall forward a written complaint to the Department Head. Upon receipt of the t written complaint, the Department Head, or designee, shall meet with the employee in a timely manner to hear and consider the complaint. A written response will be given the employee in a timely manner. The Department Head, or designee, shall take steps to investigate the employee's complaint and take necessary actions, such as: (1) Take action appropriate to.the authority of the Department Head, or designee, to resolve the employee complaint, or; (2) Infonn the employee there is no basis for City action, (e) Administrative Level: If the employee is not satisfied, the.employee may submit the complaint to the City Administrator, or designee. The City Administrator, or designee, shall review as necessary and issue a written statement of disposition of the complaint in a timely manner. - @ City Council: If the employee is not satisfied with the disposition of the complaint by the ----7 City Administrator, or designee, the employee may request a hearing with the City Council, The City COWlcil shall hear the complaint, review as necessary, and issue a decision. The decision of the City Council shall be final. Sec. 30. Employee Conduct. (a) Employees are expected to use available working hours to the best advantage in carrying out work-related duties. (b) The conduct of an employee on the job shall not bring negative public opinion upon the City. (c) Employees are expected to treat each other in a professional, respectfill manner. Hurtful, disparaging, cutting remarks intended to defame, denwralize, disrespect or otherwise demean others will not be tolerated. Instructive conunents and suggestions for improvement are encouraged provided they are given in a positive, constructive way. (Revised 6/01/99) (d) Following are general rules of behavior relative to an employee's political activities, (1) An employee of the city may express personal opinions on political subjects and candidates and take an active part in political management and campaigns as long as it . does not interfere with job performance or duties and such activities occur outside of the workplace. (2) An employee of the City may not, directly or indirectly, during working hours or on City property, solicit or receive funds for political purposes. (3) An employee' of the City may not, at any time, use authority or official inflUence as a result of their employment to compel any person to do any of the following: apply for membership in any political organization; payor promise to pay any assessment (other than their own), subscription, or contribution for political purposes; or take part in any political activity. I I Sec. 31. Outside Employment. 1 The purpose of this section is to establish standards for the reporting of outside employment to protect both the City and employees from engaging in an activity which might be construed to be a conflict of interest between the employee's regular duties with the City and the outside employment. 17 H R UPDATE \ Evaluating Your City Administrator/Manager By Laura Kushner am always surprised when I hear Even with these more unusual aspects, Another basic characteristic of all about a long-tenured administrator/ the evaluation of a city administrator/ performance evaluations is that they manager and a City Council manager is essentially the same as any work best when the expectations of the abruptly "parting ways." There are employee. In all evaluation situations, reviewers are realistic, when the person obviously many factors that can trust is the bottom line, Effective evalua- being reviewed agrees they are realistic, influence such situations, However, tion requires good communication; and when they have been clearly com- I often wonder if performance good communication requires good municated from the outset of each evaluations were used as produc- relationships; and good relationships review period. tively as they could have been. require trust, Toward this end, Jim Brimeyer A breakdown in communications is Jim Brimeyer, a Twin Cities manage- believes in pre-determining performance often the villain in these circumstances. ment consultant who often works with standards. He defines performance stan- Did the Council communicate its City Councils to recruit and evaluate dards as "the condition that will exist expectations effecrively? Did the admin- city administrators and managers, sees when a responsibility or function is istrator/ manager openly and effectively performance evaluation as "a means of successfully performed." For example, share concerns and frustrations with the team-building" but not an end in most cities expect the administrator/ City Council? Could a performance itself. One of the keys to successful manager to maintain effective commu- evaluation system have stopped mole- evaluation, according to Brimeyer, is nication with the Council. The specific hills from becoming mountains? the clear definition and acceptance of performance standard, then, might be: Some aspects of the administrator/ roles and responsibilities by all parties. "Communications are made in a timely, manager performance evaluation make Brimeyer defines the role of the City forthright and open manner" and/or it more challenging than other types of Council as one of general assessment, "Responses to requests are made performance evaluation. From the "except where specific improvements promptly and completely." administrator/manager's viewpoint, it is are needed or when explicit commen- Once the performance standards are not always easy to be evaluated by five dations are due," He believes Councils set and agreed upon, the City Council or more individuals with diverse back- should respect the prerogatives of the must proactively reinforce those expec- grounds, opinions, and political views, administrator/manager when it comes tations all year long instead of waiting From the City Council's viewpoint, it to operational management. for the formal evaluation. For a good can be tricky to evaluate someone when Brimeyer advises his clients to focus performance evaluation, there should you don't work in the same office with on broad areas of responsibility when be no surprises and no "gotcha's." them day-to-day, have never performed evaluating administrators/managers, not Continuous feedback is especially their job duties, and may not have any on day-to-day tasks and duties. The important when more than one reviewer formal training in supervision or man- areas of responsibility that Brimeyer sees is involved. An administrator/manager agement, Finally, some aspects of the as most crucial to the job of a city who must figure out the needs and Minnesota open meeting law influence administrator/manager are: organizational expectations of five or more council- how the evaluation must be handled, management, fiscal/business manage- members without constructive feedback The open meeting law requires most mem, program development, relation- is probably not going to accomplish meetings of City Councils be open to the ship with the Council, long-range much else during the rating period, public. Performance evaluation sessions planning, relationship with public and City administrator/manager evalua- are one of the few exceptions, The private sector organizations, interagency tions offer unique challenges, but the City Council may close the meeting to relations, and professional/personal basic ideas of trust, open communica- conduct a performance evaluation, unless development. tion, predetermined performance the person being reviewed asks the Understanding the role of the City standards, and realistic expectations are meeting to be open. Then the City Council is only half the battle. It is the key ingredients to a successful Council must open the meeting. The equally important that the administra- evaluation and, ultimately, to a success- person being evaluated must be identified tor/manager understand his/her role. ful relationship. ... prior to closing the meeting, and the He or she must reach out to the Coun- City Council must summarize its cil to determine individual and group conclusions at the next open meeting. expectations, and to assure them of a Laura Kushner is human resources director sincere effort to meet those expectations. with the League of Minnesota Cities. MAY 2001 MINNESOTA C 1 TIE S 21 -