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HomeMy WebLinkAbout01/12/2011 Business Meeting/Adj to Executive Session 412 YAKIMA CITY COUNCIL BUSINESS MEETING JANUARY 12, 2011 COUNCIL CHAMBERS, YAKIMA CITY HALL 5:00 P.M. — EXECUTIVE SESSION • 1. Roll CaII Present: Council: Mayor Micah Cawley, presiding, Assistant Mayor Kathy Coffey, Council Members Maureen Adkison, Dave Edler, Rick Ensey, Dave Ettl and Bill Lover Staff: Acting City Manager Morales, Acting City Attorney Harvey and City Clerk Kloster 2. Executive Session • To evaluate the qualifications of an applicant for public employment Executive Session was held and adjourned at 5:47 p.m. 6:00 P.M. — BUSINESS MEETING 1. RoII CaII Present: Council: Mayor Micah Cawley, presiding, Assistant Mayor Kathy Coffey, Council Members Maureen Adkison, Dave Edler, Rick Ensey, Dave Ettl and Bill Lover Staff: Acting City Manager Michael Morales, Assistant City Attorney Harvey and City Clerk Kloster 2. Interim City Manager Interviews — 3 candidates Greg Prothman of The Prothman Company gave opening remarks about how the interviews would be conducted suggesting an interactive process. ROGER CRUM Experience: • City Manager for the City of Spokane, 1991 -1996 • City Manager for the City of Evanston, Illinois, 1996 -2004 • Teaches a class in City Government and Labor Relations at E. Washington University • Does mediation for the Fulcrum Institute (small claims or family law) • Interim City Manager for the City of Medina, 11/06 -3/07 • Interim Parks Director for the City of Spokane, 12/07 -5/09 Council Member Lover asked about his labor relations approach and experience with binding arbitration. He is not in favor of binding arbitration in its current state but has learned to live with it. His experience is highly involved in cities with full unionization. He has gone to binding arbitration a number of times. He generally has good relations with the unions as he believes in treating them with respect. 413 JANUARY 12, 2011 Council Member Edler asked him to describe his perception of the interim role and goals. An interim position can take two possible roles. One is a caretaker role, just making sure nothing critical happens and that the routine continues until the permanent person is in place. He adheres to the role that if you are the manager, you are there to manage. He sees the role here as helping prepare the system for the changeover and to carry out the will of the City Council. Mayor Cawley asked about his style of communicating with Council to get.information to them and how he would deal with situations where Council is split? The basic rule is every Council member gets the same information. He has learned not to take direction from one member or one faction, but to ask for clarification from the whole Council. His basic philosophy is to keep the Council members informed. Assistant Mayor Coffey asked about his budget experience. He feels the current economic situation is not temporary and the decisions being made in the budget, and on a daily basis, have to be thought of as five -year decisions. His philosophy is honesty, advanced warning of the financial situation, beginning the budget process early with a preliminary Council briefing in August. He would give instructions to department heads early and work with them. He would recommend a Council workshop in September or October. Council Member Ensey asked how he would keep Council focused on policy rather than involved in operational issues? He teaches his government classes that the "goal" is to keep Council focused on policy matters, but to realize that City Council members can't concentrate only on long range issues because they are out in the community dealing with people every day who want to know about specific issues. He feels the best way is to hold mini - retreats or workshops that focus on specific problems. Council Member Adkison asked what his experience is in helping a new City Manager or Mayor get up to speed. He said he has no experience with a change in government, but with new Mayors he creates an information packet of who they need to know, what are normal activities and upcoming issues. He doesn't believe he should tell a new manager how to manage. Council Member Ettl referred to the upcoming changeover from a 30+ year environment asking how he expects the City Council to engage with staff? Must all contact go through the City Manager or is there flexibility for Council to talk with Department heads? It depends on what has been the norm. His personal philosophy is for Council to go ahead and ask informal questions but they cannot give direction to a staff member. He noted that he would have staff report any conversation with Council to him. Mr. Crum was given the opportunity to ask questions of Council. He asked for their prediction on the outcome of the upcoming election on the change of government. Each Council member gave their opinion. He then asked about current economic development in Yakima and Michael Morales gave him•a historical and current overview. 2 414 JANUARY 12, 2011 Council Member Lover asked him what were his strong technical areas, and where would he need the most support? Strengths — Budget and working with staff to get things done. Weakness — not getting so involved in the day -to -day detail to allow him to spend more time individually with Council members. Mayor Cawley asked what was the largest challenge he faced as a manager? Giant budget problems, newly elected officials and major lawsuits have always been a challenge. Assistant Mayor Coffey asked about his experience with privatizing or contracting out city services. He is not typically in favor of it except in specific areas, such as refuse pick up or snow plowing. DAVE MERCIER Experience: • Because his dad was a councilman for ten years, he worked summers with the Public Works Department. • Went into public service after college at the age of 24. • Worked in city government in Maine, as well as for the State of Maine. • First City Manager in Battleground, Washington when they changed from a Mayor /Council to the Council /Manager form of government. • City Manager for the City of Spokane Valley for seven years after their incorporation in 2003. Mr. Mercier responded to the question about communications style by explaining that he encouraged the Council to talk freely with any department heads, but wanted to be kept in the loop. Staff will be expected to advise the City Manager of those conversations. Council Member Adkison referred to the present "perfect storm" and asked, since he'd be here for a short term in an awkward situation, how would he handle personnel problems? Would he have to pacify or would he be able to actually take action? Said he could give a specific response after having had a conversation with Council addressing the basic question of what they expect from an interim manager. He commented that it is not his innate style to ignore problems but would want to be consistent with the expectations of the Council. Council Member Ensey asked, what would be the first things he would do as interim City Manager? Sit down with the City Council and have a conversation as to what they expect to accomplish. What would be the short range, intermediate and long range goals? Assistant Mayor Coffey asked him to describe his approach to budget preparation. He said it is a year long enterprise that doesn't really stop. He runs a budget calendar that begins in February and anticipates adopting the budget in October. He prefers to hold a couple retreats each year to present the Council with the latest iteration of the six -year financial forecast. 3 415 JANUARY 12, 2011 Mayor Cawley asked what were his strengths and weakness as a manager? His long suit is financial planning. He takes pride in building stability in financial models. He also considers himself strong in Council relations, staff relations, and external relations filling the role of CEO, COO and CFO. Council Member Edler referred to Mr. Mercier's resume, noting he had recently left the City Manager position in Spokane Valley. During the summer of 2009, there was a third attempt to disincorporation. The attempt failed. He spoke of how the City Council was culminating two years of outreach to propose a significant revitalization project to be created on Sprague Avenue. The plan became highly controversial. Five people came into his office in January 2010 with a platform to reverse the significant actions of the previous Council. Since the City Manager serves at the pleasure of the elected group, they had a no -fault separation agreement and a graceful discontinuance of his employment. He elected to go back into the consulting business. An interim City Manager position satisfies his abiding interest in public administration and public service. Council Member Lover asked about his labor relations approach and experience with binding arbitration. Although binding arbitration is law in this state, it allows for no meeting of the minds of people who have similar interests of serving a community. He spoke about his experience in Battleground where he closed agreements that had been pending for more than a year. He felt he was a novice in binding arbitration. Mr. Mercier asked Council what they would like an Interim City Manager to accomplish? Council Member Ettl said they would like someone that will leave the City in as good condition as or better than they found it. He expects the hardest thing will be to help transition whoever is new. He would like to see an active, involved manager who was on top of the budget and other issues. Council Member Adkison said she would rather the interim, not just mark time, but help move things forward, get up to speed quickly and then, as the transition happens, become a conduit to help make it seamless. Council Member Ensey said, "Steer the ship." Assistant Mayor Coffey said she hoped the interim would continue our initiatives using their experience and give insight to Council; give new concepts to think about. But, for staff's sake, she said stability is needed; someone that has a calming effect. Mayor Cawley said he would like someone who can come in, adapt, and work with staff and Council to lead the City through the transition. He would also need to create a budget. Council Member Edler said we need a steady and experienced hand that can step in and give guidance and stability. Council Member Lover commented on the need for critical decisions with regard to the economy and budget. • 4 416 JANUARY 12, 2011 Mr. Mercier commented that he is an optimist by nature, but due to practicality, a worried optimist. He doesn't think the country is going to "rack and ruin," but what we are experiencing is not a temporary downturn, but a change. Adjustments that communities have to make in their financial life are going to be more permanent than transitory. It is important for City Councils to think about how to ensure they remain a sound and stable enterprise five years from now. He recommends a higher threshold of reserves than the 8.5% we have. There needs to be a strategic outlook for a community that is asking fundamental questions: Are we going to continue living above our means, live within our means, or adopt a policy of attempting to live below our means to ensure survivability? He spoke about setting targets that might be egregious to reach but will provide a level of stability. Council Member Ettl stated that our current City Manager previously suggested the possibility of a utility tax increase. What would Mr. Mercier's role be as far as suggestions and recommendations? How active is he with giving ideas? Mr. Mercier responded that a City Manager is not to perceive himself as an eighth City Counselor, but he would have the professional responsibility to describe the merits and demerits of any choice of the Council. He said he is not reserved about making recommendations to Council. JOHN DARRINGTON Experience: • Former City Manager of Richland • Raised on farm in South Idaho • Holds a masters degree in Public Administration • First City Manager in Rollins, Wyoming when it went from strong mayor to Council /Manager form (passed by 21 votes) • Served in Washington state for over 6 years when he received a call to serve as a mission president and supervise activity of 160 young single adults. Council Member Edler asked about his labor relations approach. He came from a Right -To -Work state and has only been involved with unions since 2001 he experienced a binding arbitration with the fire union. Working with union stewards to develop rapport can be successful. Council Member Lover asked his motivation for working as an interim. It's close to home, it fits his public service ethic, and he would enjoy trying to help City Councils move their organizations forward towards their vision and goals. Mayor Cawley asked about his strengths and weaknesses. His strength is working with people and relationships. He is an effective spokesperson and could supply stability during the transition. His weakness is that he has been out of government for about three years. Assistant Mayor Coffey asked if he had worked with the Priorities of Government form of budgeting? Richland's budget was based on strategic priorities. They started early in the year with a retreat to identify key strategic priorities. Council Member Ensey asked how he would handle the media, as he may be considered a celebrity for awhile? Will you be out in the community or within City Hall? There needs to be a balance. He will need to spend time with Council and staff, but to 5 41.7 JANUARY 12, 2011 get a feel of the community; he will need to talk with the Chamber and stakeholders. The media is familiar territory for city managers. Council Member Adkison asked if he had any experience with privatization of services? Only where various councils wanted to study it. The only thing he has seen privatized is custodial services in Richland where they share resources with the various cities in the Tri- Cities area. Council Member Ettl asked how he would keep Council focused on policy rather than operations? We're all on same team; we just have different roles. He described the roles of Council, the City Manager, and staff. He noted there needs to be flexibility and that he agrees with the last two candidates that the staff would need to let him know about conversations with Council. Mr. Darington asked Council what was their vision and goals; what do they want to achieve within the next year? Council responses: Lover: Fiscal stability Edler: Help with the transition through this changing time in the community. Cawley: Expects the interim to make decisions and give clarity on the mission, the role of the city manager. He would come in and deal with issues as they come forward and provide leadership. He would help get through the transition seamlessly so citizens don't see any change. Coffey: Manage the transition, whatever it turns out to be. She wants to see a sense of stability for the community, staff, and Council. She would expect the interim manager to set the stage for visioning and how we would proceed. Ensey: The community decision is a reflection of what is happening in our country; what role are we going to play in the lives of our citizens? Adkison: Hopes there will be no backsliding during the transition period. Ettl: There are some challenges in the transition, but there is concern about vision, leadership and direction. Have we relied too much on a city manager to do the work and lead the way? We need to really demonstrate the vision and leadership as to where we want this city to go. For example, what role does quality -of -life play when we have such limited resources? What is the new reality and how do we sell it to our citizens? Council Member Edler asked what would he begin to do the first day to put his unique stamp on this place? Spend a lot of time listening to Council and staff, more than just the top level, to understand the culture of the organization and then he would orchestrate how to bring them all together to advance the cause. 6 4t8 JANUARY 12, 2011 COFFEY MOVED AND LOVER SECONDED TO ADJOURN TO EXECUTIVE SESSION FOR 30 MINUTES. The motion carried by unanimous voice vote. The meeting moved into Executive Session at 8:23 p.m. The Executive Session adjourned at 8:36 p.m. Open session resumed at 8:38 p.m. EDLER MOVED AND ENSEY SECONDED TO DIRECT STAFF TO START PREPARING A DRAFT CONTRACT FOR THE NEXT TUESDAY EXECUTIVE SESSION TO FURTHER THE PROCESS OF HIRING AN INTERIM CITY MANAGER. The motion carried by unanimous roll call vote. Assistant City Attorney Harvey advised that the actual decision on an interim City Manager would need to be made in open session. 3. Other Business None 4. Adjournment EDLER MOVED AND COFFEY SECONDED TO ADJOURN. The motion carried by unanimous voice vote. The meeting adjourned at 8:39 p.m. - -t. READ AND CERTIFIED ACCURATE BY :� /(40- l L C ' -o6 Co CIL MEMBER DATE 7 //3 1 %/ COUNCIL MEMBER DATE ATTEST: I. -4 4fJ(0,5 CITY CLERK MICAH CAW-L -EY, MAYpR Minutes prepared by Linda Watkins. A CD and DVD of this meeting are available in the City Clerk's Office 7