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HomeMy WebLinkAbout12151995 City of Sebastian 1225 MAIN STREET [] SEBASTIAN, FLORIDA 32958 TELEPHONE (407) 589-5330 [] FAX (407) 589-5570 MINUTES SEBASTIAN CITY COUNCIL WORKSHOP FRIDAY, DECEMBER 15, 1995- 6:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA No public input is allowed at a workshop, unless provided in the meeting call (in accordance with R-95-33) 1. Mayor Firtion called the workshop to order at 6:05 p.m. 2. RO~CALL City Council Present; Mayor Arthur L. Firtion Vice Mayor Carolyn Corum Mrs. Louise Cartwright Mrs. Norma Damp Mr. Raymond Halloran Staff Present: City Manager, Joel Koford City Attorney, Tim Williams City Clerk, Kathryn O'Halloran Deputy City Clerk, Sally Maio Mayor Firtion announced that there will be no public input at tonight's workshop. He advised that any objections to any items be submitted to the City Clerk. City Council Workshop December 15, 1995 Page Two 3. WORKSHOP ITEMS 95.213 A. City Manager Selc~tiotl Procedure - iCMA R~ge Rider W,E, Pete Knowles ~a~kup Previously Distributed) Pete Knowles, ICMA Range Riders representative, went over backup he dislributed to City Council (see attached). He advised the City Council members to talk among themselves and determine what they want in a City Manager and reported that he had received a commitment from two other Range Riders to serve with him as a screening committee. He said he intends to have the applications to the other members by the end of next week and that it is normal procedure to screen down to a suggested list of ten or two groups of five for City Council consideration. Mr. Halloran said he was looking for a professional City Manager who functions through staff. Mrs. Cartwright said she was looking for someone action oriented, having knowledge of growth management, a team builder, having financial background and planning skills, and a person who has served as a senior department head for five years as well as City Manager or assistant City Manager. Vice Mayor Corum said she was looking for someone with the ability to evaluate department heads, a team builder, planning skills, a well seasoned manager, someone pro-active, with knowledge of state and federal agencies including FAA, and knowledge of regulations for a coastal community. Mayor Firtion said he was looking for someone who lives in the community, said he did not put too much weight in airport and block grant matters, a real manager who can step in and help department heads rather than cut heads, and someone pro-active. Mrs. Damp said she was looking for a professional with City Manager experience, kuowledgable in the finance field and knows the budget, someone who understands the need for industrial development, aggressive in meeting deadlines, a communicator with Council and public, responsive to the public and to political factions, strong on scheduling, and a motivator 2 City Council Workshop, December 15, 1995 Page Three and people person. Mr. Halloran went on to list courage of convictions and responsibility for decisions made. Mrs. Cartwright went on to list ability to communicate with Council and staff and someone who requires personal integrity and is strong in ethics. Vice Mayor Corem went on to list someone who meets deadlines, a good communicator and motivator, a facilitator type personality, someone who doesn't like to hear themselves talk, someone who is not afraid to discipline, someone who isn't afraid to make changes, someone who will hire the best person they can get and not be bullied. Mr. Halloran said it was unique that the City will be bringing new people on board simultaneously with the new manager. Mr. Knowles then went over his handout regarding goals and objectives. TAPE I - SIDE II (6:52 p.m.) In response to Mr. Halloran, Mr. Knowles defined "village", "town", "city" stating that each state defines them differently. Vice Mayor Corum also recommended someone with enterprise fund experience, waterfront experience and knowing where grants are to delegate to staff. Mr. Knowles said he had access to a list of all federal and state grants. Mr. Knowles said he should have a reply from the screening committee by the end of this coming week and have it to City Council by the beginning of the following week. He advised City Council to begin its review of applications now. He advised City Council to sit down with its new manager and review goals and objectives and advised City Council about performance evaluations. City Council Workshop December 15, 1995 Page Four 95.218 B. Recommended Changes to City Charter 0~roposed Changes) The City Manager presented suggested changes to the City Charter. The City Attorney advised that each question be kept separate. He said he would review each issue to determine whether it requires a ballot question. 1) 13xtend airport leaces to 50 years. Discussion took place on the appropriate number of years for leases. City Council concurred with 50 years. 2) Chatlgiltg Terms for Elected Officials. The City Attorney said the date of the election can be changed, however, changing terms for elected officials will require a referendum. The City Manager further explained his proposal for four year staggered terms for all but the Mayor who would serve two years and be elected by the voters. TAPE II - SIDE I (7:39 p.m.) Consensus Poll; Mrs. Cartwright - yes 4 years - no to election of Mayor by people Vice Mayor Corem - yes to 4 years - separate questions - yes to election of Mayor by people every 2 years Mayor Firtion - yes to 4 years - yes to election of Mayor by people every 2 years Mr. Halloran - yes to 4 years - no to election of Mayor by people Mrs. Damp - yes to 4 years - no yes to election of Mayor by people every 2 years Mayor Firtion recommended rotation of Vice Mayor. Discussion of salaries and reimbursement of expenses took place. The City Manager said salaries can be changed by ordinance. Discussion took place on changing the date of the election to November which the City Attorney said he believed could be done by ordinance. 4 City Council Workshop December 15, 1995 Page Five It was decided to wait until the new Supervisor of Elections is on board before any discussion of changing the date took place. 3) Delete Charter O~¢r Reference and Hace City Clerk as D_r, gal'tlnent Head un,let file City Mmagtr. The City Manager said he believed this required a charter change. Mrs. Cartwfight said FLC reports that it is a 50-50 between City Clerks as charter officers or appointed. Consensu~ Po. il: Option A - keep appointed by Council - Option B - delete Charter Officer reference Mrs. Cartwright - Option A Mr. Halloran - Option B Corem - Option B Damp - Option B Firtion - Option B The City Manager recommended that language be proposed that the removal of the City Clerk by the City Manager must be ratified by the City Council. Mayor Firtion recommended a contract for the City Clerk. TAPE II - SIDE II (8:35 p.m.) The City Attorney said he would review which items require referendum questions. It was decided to split the question on the four year terms/elections every two years and the election of the Mayor. Vice Mayor Corem inquired about the proposed 4.14 amendment relative to the emergency selection of the Council by the Mayor rather than the Clerk. Being no further business, Mayor Firtion adjourned the workshop at 8:37 p.m. City Council Workshop December 15, 1995 Page Six Approved at the ~ ? ~)) ,1996, Regular City Council Arthur L Firtion, Mayor 'Halloran, CMC/AAE City Clerk 6 ELEMENTS OF SUCCESSFUL COUNCIL-MANAGER GOVERNMENT 1. Local elected officials are committed to being proactive in meeting conmlunity needs and to the delivery of high quality service. 2. Local elected officials are committed to providing the best possible professional local government management to the community. 3. The locally elected governing body appoints the manager on the basis of education, training, experience and competence. The manager is both responsible to and accountable to that governing body. The manager is dedicated to representative democracy and to the highest ideals of honesty, inte§rity, and excellence in the management and delivery of public servcies. The governing body provides the manager with the discretion and authority required to effectively manage the government of the community. 4. The manager recognizes and accepts the obligation, to work fairly with all members of the §overning body. The manager disseminates information equally to all members of the governing body. 5. Ail members of the governing body and the manager are committed to promoting cohesion within the §overninU body, open communication between the governing body and the manager, and a delivery of services consistent with communities priorities. 6. The mayor or chairperson, as the chief elected official, is the leader of the governing body and the spokesperson for the government and must contribute to its effective functioning by promoting cohesion within the governing body, open communiction between the governing body and the manager, and effective goal setting and policy making. 7. Both the elected officials and the staff are committed to effective community involvment and to the empowerment of citizens and citizen groups. 8. The manager is responsible for understanding the governing body perspectives, both individually and collectively, and for communicating those to the staff. The mana§er is also responsible for communicating staff perspectivess to the governing body 9. The mana§er supports effective policymaking and oversight by the governing body by providing information, formulating policy proposals, advising and informing the §overnin§ body in policy matters, promoting team building within the.governing body and administrative organization, and assuring that the administrative organization's delivery of services is consistent with the policy direction of the governing body. 10. The manager faithfully implements policies adopted by the governing body and ensures continuity in the administration of policies and delivery of services. 11. The manager directs the administrative organization of the §overnment and is responsible for making si§nificant.assignments to staff. The manager exercises primary authority over the appointment supervision, and termination of staff. 12. The manager is primarily responsible for the preparation of the local government budget for consideration by the governing body. The manager is primarily responsible for the fiscal affairs of the government. 13. The governing body seeks to improve the manager's effectiveness through periodic appraisal of his or her performance based on mutually agreed upon goals and objectives. 10. COUNCILMEMBERS' RESPONSIBILITIES COUNCILMEMBERS IN A COUNCIL-MANAGER COMMUNITY SHOULD FIND IT HELPFUL TO FOLLOW SIX POINTS C~L.I.E.N.T. "C" IS FOR COOPERATION. NO MEMBER CAN WORK ALONE. HERMITS WORK ALONE; COUNCILMEMBERS CANNOT. REFUSAL TO COOPERATE IS THE DEATH KNELL TO DEMOCRATIC GOVERNMENT, CONSENSUS, AND COMMUNITY. "L" IS FOR LEADERSHIP. COUNCILMEMBERS INSPIRE THEIR COMMUNITY. THEY DO NOT MANAGER BECAUSE MANAGEMENT IS FOR THINGSAND LEADERSHIP IS FOR PEOPLE. LEADERSHIP MEANS VISION, GOALS, AND OBJECTIVES. LEADERSHIP MEANS THAT OTHERS ARE WILLING TO FOLLOW If THE LEADER KNOWS WHERE TO GO. IF COUNCILMEMBERS DO NOT LEAD, }IOW CAN YOU EXPECT THE COMMUNITY TO FOLLOW? 'q'° IS FOR INNOVATION. A COUNCIL MUST TRY NEW THINGS. IF A COUNCIL REFUSES TO CHANGE~ ~ CITY CAN DIE. A POWERFUL BOOK, TITLED "REINVENTING GOVERNMENT", MAKES THE POINT THAT GOVERNMENT CANNOT CONTINUE AS BEFORE. CITIZENS EXPECT MORE, GOVERNMENTAL MANDATES DEMAND MORE, AND SOCIETY AND TECHNOLOGY CAN DELIVER MORE, "E" iS FOR EXAMPLE. COUNCILMEMBERS HAVE A DUTY TO THEIR ~0NSTITIUENTS AND TO THEIR COMMUNITY. THEY KNOW MORE THAN OTHERS; THEY HAVE THE FACTS OTHERS DO NOT HAVE. THEY }lAVE THE DUTY TO TAKE RESPONSIBILTIY FOR THEIR ACTIONS THEY CANNOT EVER PASS ON THE OPPORTUNITY TO EXPLAIN WHAT THEY DO OR WHY THEYARE DOING IT. THEY SET AN EXAMPLE FOR THEIR CITY AND THEIR CITY IS JUDGED BY THAT EXAMPLE TIiEY SET. ~'Ni....IS FOR NURTURE. CITY EMPLOYEES, CITY MANAGERS, COMMUNITY BOARDS DEPENDS ON THE COUNCILMEMBERS. AS COUNCILMEMBERS, YOU MUST UNDERSTAND THEIR PROBLEMS; YOU NEED TO LISTEN; YOU NEED TO RESPECT PROCEDURES; AND THE CHAIN OF COMMAND. "T" IS FOR TRUSTi PROBABLY THE HARDEST PART OF THE PLAN. THE COUNCILMEMBERSMUST TRUST ONE ANOTHER; THEY MUST TRUST THE CITIZENS; AND THEY MUST TRUST THEIR COLLEAGUES CIVIC PRIDE BEGINS WITH THE COUNCILMEMBER AND WHAT T}~T MEMBER DOES. IT BEGINS WITtt C~L.I.E.N.T. Information from a presentation by Dr. Jim Seroka, director of the Center of Local Government, University of North Florida, March, 1993. SEBASTIAN City Manager Profile: From the ad already published, it can be gleaned that you are looking for an individual with a) A degree in public/business administration b) 10 years experience in municipal management -- this appears to include in any position - manager, assist manager , administrative aide, department head, foreman, any supervisor; including a chief clerk, accountant, etc. Is this what you mean? WITH 5 YEARS AS A MANAGER. The existing ad outlines - two unions; - so it appears that the Council may be seeking someone with labor negotiation and even labor law experience. Suggest it needs clarification. Suggest the City may be seeking someone skilled in labor negotiation and working conditions. The ad states that Sebastian is a rapid growth community -- this could indicate a need for capital improvement planning; land use planning; utility expansion, transportation needs, and a host of engineering needs. Is that the desired indication?? Any specifics?? The ad states that the city has a city owned golf course and airport. Are there special, needs in this that are not stated??? Are you seeking someone with golf course "operational" experience?? Or airport "management" experience??? The ad state that the community is primarily residential. Was this stated to indicate any need??? -- Do you wish to see economic developemnt; some commerical or industrial development?? Is there a need for waterfront development or marina development and are you seeking experience in these? The ad speaks to the individual needing to have skills that include: a) b) c) d) LEADERSHIP in the council-manager form of government Strong financial management skills Strong planning skills -- (this is general) "Airport Management and Community Development Block Grant experience a plus":. --- ????? Are you looking for someone skilled in grant writing??? These items are fine as long as there is common agreement amongest the elected officials; knowing what the terms mean to the Council, and exactly why the City Council is seeking these skills; such as what uses are the skills intended for. Is the City Council looking for an agressive individual or someone who keeps a low profile. A manager who gets out in front with ideas and actions --- or someone who guides ideas and projects into being --- someone who will build a team effort?? Will the City Council provide leadership or does the Council expect a manager to provide city leadership??? Leadership in public administration is taken to mean: 1. Ability to communicate --- with the Council, with the employees, with the public, with the media, and with other governments 2. Leadership also includes the ability to be INNOVATIVE. This requires a manager to be continuously in a learning process; an active individual. 3) TEAMWORK -- with the Council, the city or§anizatlon,and the employees: A take charge individual? Someone who is out in front? Energetic - a work-alcoholic? Someone seeking to build and stay with the communitiy? Someone who wants to be involved with the community? Will engineering experience help? 4) Budget preparation- who leads and who guides the department heads? Is the manager expected to develope the budget or will the departments Does the manager assemble the department budgets for the City Council? Who presents and explains the budget to the Council and to the public? Will the manager present periodic reviews of the budget to the departments and to the City Council? 5) Do you want a manager who DELEGATES work responsibilties and who gives authority to operational supervisors?? 6) Do you want someone who will motivate -- someone who seeks to have municipal employees improve; -- both themselves and their job performance. Educational opportunities for employees? 7) A manager who requires personal integrity in all operations. and is guided by ethics. s) Personnel Management - pay plan based on merit educational incentives longevity pay increment in pay plan - to hold experienced employees SEBASTIAN GOALS AND OBJECTIVES The City Council needs to start thinking now as to their "GOALS AND OBJECTIVES" for the City of Sebastian over the years ahead. This should include a one year time frame, a five year time frame, and a 20 year time frame -- plus thoughts for the end resuilts the Council is seeking. The Councils' goals and objective should be refined into a written documant to serve as a map or guide for planning, operations, and budget work. The Council can not evaluate it's manager, if the Council itself can not define clearly what they want and where they are heading. This means what is agreed upon by the ENTIRE Councill -- not individual thoughts, hopes, and ideas. CAPITAL IMPROVEMENT NEEDS - any of the below??? l) 2) 3) 4) Roads, sidewalks, street paving projects, etc.? DRAINAGE, DRAINAGE, AND MORE DRAINAGE!!!! Traffic Management Street lighting programs 5) Does the Council see the population staying the same or growing? Where will the growth take place? -- Is the community growth management plan complete and detailed?? 6) Utility improvements - expansion for water, sewer, and storm water -- including planning for the disposal process -- possibly an irrigation project?? 7) Parks and Recreation -- Is there a need for a community center organized programs for the youth " : " the retired adults swimming facilities -- availablity of coastal areas?? active play areas - ball fields, soccar fields, etc. 8) Is there a need for economic development efforts?? What are you looking for -- commerical or light industrial ?? 9) Is there a need for a Community Development Council??? 10) Fire Services -- are they presently satisfactory -- will they need to plan for expansion? Fire sub-stations? is the fire service currently a municiapl service? a county service? a combined service? Are they volunteer services? Will they need changes in the years ahead? Is there an EMS (emergency medical services) provided? Is there an ambulance service provided? Will there be a need in the future?? ALL OF THE ABOVE ARE MEANT TO CREATE DISCUSSION AND THOUGHT AS TO WHAT IS AHEAD FOR SEBASTIAN. Some may never come and others may be required, but were not listed. The City Council should have a goals and objectives discussion with their manager (and the staff) at least once each year to update their thoughts and their direction. It can be stimulating and it can help prepare the City for what is ahead. Local government does not stand still. W. E. Pete Knowles . 12/15/95 City of Sebastian 1225 MAIN STREET g SEBASTIAN, FLORIDA 32958 TELEPHONE (407) 589-5330 ~ FAX (407) 589-5570 AGENDA TRANSMITTAL SL[BJECT: City Charter Approval For Sub f~tal By: City Manager ~/~ ) ) ) ) ) ) ) ) ) ) ) ) AGENDA NO. Dept. Origin: City Manager Date Submitted: 11/28/95 For Agenda Of: 12/06/95 Exhibits: - Recommended Changes to City Charter EXPENDITURE REQUIRED: N/A AMOUNT BUDGETED: N/A APPROPRIATION REQUIRED: N/A SUMMARY The following recommended changes to the current City Charter are provided to you for your consideration. Because of changes in laws, economic condition, or interpretations by the Courts, a City Chatter should be revisited approximately every ten (10) years. The basic Charter was adopted by Ordinance 0~78-9 on October 9, 1978, and approved at referendum on December 11, 1978. The Charter became effective on January 1, 1979. The last Charter amendment was approved by referendum in March, 1994 and amended the airport provisions. The proposed changes to the City Charter are as follows: (1) Extends the lease period for airport property fi.om the current twenty (20) years to read fifty (50) years. We are not competitive with Vero Beach and Melbourne with a twenty (20) year lease limitation. ARTICLE I. CREATION AND POWERS Sec. 1.02. Extraterritorial powers. (7) Airports. To purchase, acquire, take hold, establish, construct,equip, maintain and operate municipal airports, landing fields, hangars, aviation terminals and administration buildings, runways, depots, warehouses, garages, repair shops, oil and fuel tanks or stations, or other necessary appurtenances for the use of airplanes and other aircraft, and to acquire or lease any and all real property within the corporate limits, or within ten (10) miles of the boundaries thereof, for such purpose; to set apart and use for such purpose any real property owned or leased by the city, whether or not originally acquired by condemnation, purchase or lease for another purpose; to adopt and enforce reasonable rules and regulations governing the use of such municipal airports; to employ airport directors, airport managers, employees or agents in connection with such operation; to impose fees or charges in connection with the use of such airport or airport facilities; to sell gasoline or other supplies necessary in connection with the operation of such airports; to provide lounges, eating places, refreshment parlors and other facilities in connection with such municipal airport; to let or lease to private persons or corporations portions of said airports for building sites, hangar space, concessions or other uses for a term not to exceed fifty (50) twenty (20) years; to prescribe and promulgate reasonable rules and regulations for the operation; to accept and receive grants from the state and federal governments and any body politic for the construction, maintenance, operation and management of such airport facilities. ARTICLE II. CITY COUNCIL Sec. 2.01. Composition. There shall be a mayor and a city council consisting of five (5) four (4) council members elected by the qualified voters of the city at large. The incumbent mayor or in his or her absence, the vice mayor or in4fis or her absence, the senior member of city councig, shall ask for nominations for mayor. After alt nominations have-been made, the nominations shall be closed. The city clerk shall then ealt-the roll of thecouncil members and each eouncil member shall cast an affirmative vote for the council member of their choice. The--eouRcil member that receives a majority vote-shall be elected mayor. In-the event no council members receives a majority-of the votes cast on the first b~lot,-balloting with sequential roll calls shall continue until a council member receives a majority vote. Council members shall net nominate themselves. Only elected council members shall be eligible for the office of mayor. (1) If there-is no mayor seated on the new or existing e/ty council, a temporary eity council per-son may be elected from the incumbent members of the city council for the purpose of electing a mayor as set forth above. (2) In the event there is only one nomination and second for Mayor, the nominee shall Joe seated as Mayer. (a) (-b) Mayor - Duties, general. The mayor shall preside at each meeting of the city council, shall have a vote upon matters before the city council, but shall not possess a veto power. The mayor shall have the power to preserve peace and order, be recognized as the head of the city government for all ceremonial purposes, and shall be recognized by the governor as the head of the city government for purposes of military law. The mayor shall sign all contracts, bonds, debentures, franchises and official documents on behalf of the city as directed and authorized by the city council, which shall also be attested by the city clerk. (b) (~ Vice-mayor - Selection and term. At the first regularly scheduled city council meeting subsequent to the second Tuesday in March, the city council shall elect a vice-mayor from among its members. The term of the vice-mayor shall be one year or until his or her successor is elected. The vice mayor shall-be elected using the same procedure as for the election of mayor. (O (-d-) Vice-mayor - Duties, general. In the absence or disability of the mayor, the vice-mayor shall serve as a mayor during such absence or disability. In the officers. The city manager, city clerk and city attorney are designated Cha~ter Sec. 3.02. Appointment of Charter appointed officers. The Charter-officers city attorney and city manager shall be appointed by the city council and serve at the pleasure of the city council subject to the provisions of section 3.03 of this article. Sec. 3.03. Removal of Gh-arter appointed officers. (a) Any Charter officer may be removed from office for cause by a majority vote-of the entire city council. a~ Any officer aooointed bv the City Council may be removed by a majority vote of the city council after a public hearing is called for the specific purpose of addressing the removal and in accordance with the orovisions of the employment contract. ~) In the event that one or more council members believes that cause exists fo~, the removal of a Charter officer, such council members shall present written charges to the entire city council-at a regularly scheduled meeting for discussion. The city counoit may, by a vote of at least three (3)-oouncfl members, charge the named Charter officer with misconduct-and mediately suspend such Charter officer from office. Notice ofth~suspension and the specific charges~ of misconduct shall be servc~t upon the affected Charter officer in person-or by certified or registered mail, return receipt requested, to the last known address of the-affected Charter officer. The suspended Charter officer sl~all have the right to a hearing befor,the City Council upon request. The suspended Charter officer shall be given a reasonable pehod of time in or-der to prepare for such hearing. At the conclusion of the hearing, the suspended Charte~ officer shall be removed from office if the City-Council finds, by a-vote of a least t~hree (3) council members do not find that cause exists to support such removal. In the event that a least three (3) council members do not find that cause exists for removal, the suspended Charter officeF shall be immediately reinstated to his or her Charter office. Sec. 3.04 City manager; powers and duties. (a) In all general or special elections, the candidates receiving the highest vote in each of the offices of council member to be filled, shall be elected for ~ year-- four (4) year terms, or the balance of the tenn. Sec. 4.14. Interim government. Should a condition arise where there should be no city council serving, either through death, resignation or otherwise in the interim until a special election can be called to fill such vacancies, the mayor oity clerk shall have the power to fill the vacancies until successors are elected and such city council so appointed shall call a slSecial election as provided by this Charter. In the event of the inability or refusal of the mayor city clerk to serve in such capacity or to fill such vacancies, within five (5) days after such condition ar/scs, the city manager mayor shall do so. In the event of the inability or refusal of the city manager may~ to act within twenty-four (24) hours, the city clerk chief of police shall do so.