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