HomeMy WebLinkAbout2016-09-28 Council Packet - Special MeetingAGENDA
KENAI CITY COUNCIL – SPECIAL MEETING
SEPTEMBER 28, 2016, 6:00 P.M.
***KENAI COMMUNITY LIBRARY***
163 MAIN STREET LOOP, KENAI, AK 99611
http://www.kenai.city
A. CALL TO ORDER
1. Pledge of Allegiance
2. Roll Call
3. Agenda Approval
4. Consent Agenda Approval
B. PUBLIC COMMENT (Public comment limited to three (3) minutes per speaker;
thirty (30) minutes aggregated)
C. NEW BUSINESS
1. Action/Approval – Review City Manager Candidate Questionnaire
Responses. [Council may enter into executive session on the
aforementioned agenda item pursuant to AS 44.62.310(C)(2) a subject that
tends to prejudice the reputation and character of an applicant]
2. *Action/Approval – Kenai Precinct Election Boards for the October 4,
2016 Election.
D. EXECUTIVE SESSION – Review Background Checks for City Manager
Candidates. [Pursuant to AS 44.62.310(C)(2) a subject that tends to prejudice the
reputation and character of an applicant]
E. ADJOURNMENT
__________________________________________
Sandra Modigh, CMC, City Clerk
Posted: September 23, 2016
The agenda and supporting documents are posted on the City’s website at
www.kenai.city. Copies of resolutions and ordinances are available at the City Clerk’s
Office or outside the Council Chamber prior to the meeting. For additional information,
please contact the City Clerk’s Office at 907-283-8231.
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Kenai City Manager Recruitment Questions
Jim Dinley
1. Discuss your experience in local and State Government. Do you have in-place relationships that
would be beneficial for the city of Kenai?
Served almost six years as the Sitka City and Borough Municipal Administrator. Three previous
Administrators each served less than three years. During my time as Administrator, I had an
excellent relationship with State Senator Bert Stedman. Very comfortable working with the
Governor and numerous state agencies. Secured the largest loan ever approved by the State
Bond Bank. Have maintained strong relationship with State Senator Stedman, US Senator
Murkowski and Representative Don Young.
2. Discuss a state of affairs where council needs to be apprised of a critical situation that will
require a difficult decision that could result in a 4 – 3 vote.
i. Describe how you prepare for the discussion.
Do not and will not withhold information that Council should be
apprised of. I will be prepared to discuss these situations and
will work with the department heads to hear their comments
and to listen to their input.
3. Assume the administration has a strong opinion. Knowing that the issue is very controversial, do
you think that the administration should make a recommendation?
Recognize that I work for the Council and that I do not vote.
Would request Council give me the opportunity to present my
recommendations. If Council accepts my recommendations or
desires a different approach, I will implement their decision.
ii. If no, why not?
It is my responsibility to present what I consider the best option.
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iv. If yes, who represents the Administration’s recommendation?
I would be prepared to represent the recommendations. In rare
instances I would ask the department head to prepare or give
the response.
v. How do you respond in situations where Council does not
follow your recommendation?
Once Council decides on the policy I would work to implement
their decision.
3. Discuss your philosophy of the roles of a City Manager and a Council in the Council-Manager form of
Government. Include a discussion of what you believe are the Manager’s responsibilities to Council, as
well as the Council’s responsibilities to the Manager.
My philosophy and goal is to work in partnership with Council. Respect is the goal to and from the
Council.
4. Discuss your areas of strengths and weaknesses as a manager. Copies of performance evaluations
may be submitted a part of this discussion.
Strengths:
• High ethical standards – value, honesty, and integrity.
• Excellent communication and interpersonal skills.
• Good motivator to create positive teamwork – ability to manage conflict.
• Ability to say “no” when appropriate.
• Excellent fiscal/budget management.
• Experience in setting priorities.
• Strong work ethic with tenacity in reaching goals.
• Good judge of people – comfortable to delegate yet holding accountability.
Weaknesses:
Should I be selected as the Kenai City Manager, I would meet with the department heads and discuss my
management points of emphasis. I have a low tolerance for office gossip; use of use drugs by a staff
member or when an employee lies, cheats or steals.
I can improve my ability to talk with the employee in a one- on-one interview. Should the employee
admit to these indiscretions, I would either terminate or suspend the employee.
As difficult as these counseling sessions are, I expect to improve me approach each time.
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5. How will you, as City Manager, relate to employees, department heads, advisory
committee/commission members, council and the general public?
Respectfully; being a good listener – seek their input and advice by being open to all sides. Be involved
in city operations and community activities – volunteer.
I am agreeable to reside within city.
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3713 E Laurel Ln
Phoenix, AZ 85028
480.843.1254
jason.m.hooley@gmail.com
September 23, 2016
Ms. Sandra Modigh
Clerk, City of Kenai
210 Fidalgo Avenue
Kenai, AK 99611
Dear Ms. Modigh:
Thank you for the opportunity to provide additional information concerning my interest
and qualifications regarding the City Manager position.
1. Discuss your experience in local and State Government. Do you have in-place
relationships that would be beneficial for the City of Kenai?
My experience in Alaska state government will greatly benefit the City of Ke-
nai. Between 2002 and 2015, I served as a legislative aide, as senior staff to the
Lieutenant Governor and Governor, and as an executive in the Department of
Health and Social Services (DHSS). I learned a great deal about public admin-
istration and also effectively collaborated with many decision-makers and their
staff.
I successfully managed multiple legislative projects in each of those years.
Some of those projects involved successful passage of legislation and capital
appropriations; other efforts involved working against legislation. I played a vari-
ety of roles – sometimes as the lead presenter, other times behind the scenes.
Serving primarily in health-related positions, some examples of successful legis-
lation include: temporary assistance reform, public assistance fraud prevention,
and expanded restraining order protection for sexual assault victims.
I am very comfortable navigating the state legislative and budget processes. I
have worked for years with each current member of the Alaska Senate and
three-quarters of the House members. In addition, I have deep relationships with
their staff, which facilitates an opportunity to be heard and provides additional in-
telligence regarding legislation action.
As the Director of Boards and Commissions, I interacted with the vast array of
programs in our state, developed collaborative relationships with agency staff,
and learned how citizens could truly participate in their governance. I regularly
followed or attended proceedings such as Board of Fisheries, AIDEA, Alaska Re-
tirement Management Board, Regulatory Commission of Alaska, Municipal Bond
JASON HOOLEY
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Ms. Sandra Modigh
September 23, 2016
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Bank Authority, and others. My familiarity with board process and staff will help in
seeking to leverage non-City resources – such as grants, legislative appropria-
tions, and other funding mechanisms – to the extent possible in today’s political
and budgetary landscape.
In addition to relationships within the state bureaucracy, it was also imperative
that I build effective networks with municipal officials, community leaders, and
business decision-makers. I regularly reached out to community leaders to recruit
and vet appointment candidates; these same relationships – and knowing how to
build these relationships in Alaska – will be an asset to the City when we need to
resolve conflicts with state programs, brainstorm issues in public administration,
and promote our community’s economic development opportunities.
2. Discuss a state of affairs where council needs to be apprised of a critical situ-
ation that will require a difficult decision that could result in a 4 – 3 vote.
i. Describe how you prepare for the discussion.
ii. Assume the administration has a strong opinion. Knowing that the
issue is very controversial, do you think that the administration
should make a recommendation?
iii. If no, why not?
iv. If yes, who presents the Administration’s recommendation?
v. How do you respond in situations where the Council does not follow
your recommendation?
I think the most important thing about a contentious 4-3 vote is not how it’s
handled at the meeting but rather what happens well before the meeting. I, and
my staff, will ensure that we are fully prepared so that we can fully prepare the
Council for their decision. I’m committed to building the rapport with the Council,
collectively and individually, that is necessary to frankly discuss issues and share
information prior to contentious meetings so that Council members, along with
the Administration, don’t feel ambushed on the record. It’s likely that the format
and time constraints of a Council meeting will not allow every data point to be es-
tablished on the record, so any information that can be pre-loaded into that pro-
cess, the better. That strategy is important in dealing with the volume of infor-
mation, and also the controversial quality of information – so that the Council can
have a productive and fair discussion on the record.
When the Administration has a strong opinion, I believe we owe it to the
Council to make that recommendation. Our baseline posture limits our recom-
mendations to administrative policy while supporting the Council’s prerogative for
legislative policy, but further, I don’t intend to make recommendations for the sa-
ke of doing so. In other words, when I make a recommendation, the Council can
have confidence that it is for a reason.
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Ms. Sandra Modigh
September 23, 2016
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I think it’s essential that the Administration present a unified position to the
Council. I won’t have one department – or part of one department – make a rec-
ommendation that is contradicted by another. That puts the City Manager as the
likely spokesperson for the Administration in order to collate the competing fac-
tors of our analysis. I am comfortable in that role, but it doesn’t have to be me –
particularly in areas of deep technicalities in which department staff may better
articulate the pros and cons. When I am presenting, however, I expect relevant
staff or department support to be available in case their expertise is needed. To
clarify, a unified position is not one-sided. We will make one recommendation,
but we won’t hide the weaknesses of that choice. As I will discuss later, the Ad-
ministration owes the Council objective, not leading, information.
I understand the possibility of the Council acting contrary to my recommen-
dation as City Manager. I recognize and respect that the City Manager reports to
the Mayor and Council, and the Council can expect me to faithfully administer its
decisions whether or not they are aligned with my recommendations. Working in
the Office of the Governor, I recall an appointment to the Board of Fisheries in
which the Governor did not agree with my recommendation. After discussion, it
was clear that he considered additional factors and advisors, which was reason-
able and healthy. Even if it wasn’t reasonable and healthy, it was still his preroga-
tive. After the decision, I worked for – and we achieved – legislative ratification of
the appointee, and he began his service. In the same way, I would not be sub-
versive to the Council’s decisions. Subversiveness and passive-aggressive or
hidden rebellion creates significant damage in an organization; I won’t tolerate it
within the Administration, and I expect the Council to not tolerate it from me.
3. Discuss your philosophy of the roles of a City Manager and a Council in the
Council-Manager form of Government. Include a discussion of what you be-
lieve are the Manager’s responsibilities to Council, as well as the Council’s re-
sponsibilities to the Manager.
I think the most effective arrangement is one that is both clear and simple: the
Council makes the policy and budget decisions and sets the direction, and the
Manager executes it. The Manager’s job is to lead the Administration in support-
ing the leadership of the Mayor and Council, and to effectively administer the
day-to-day operations.
Both sides need the other to be clear, honest, and effective communicators.
The Council can’t be effective if the Manager isn’t providing transparent and ob-
jective information, and so the Manager and staff need to take responsibility to
prepare the Council for its decisions. Budget and program data and projections
need to be consistently accurate and available to Council, and they must be un-
biased for its use.
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Ms. Sandra Modigh
September 23, 2016
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I recognize that Council members cannot possibly master each and every da-
ta point available, and so the Administration must condense our presentation.
You have my commitment, though, to be fair in that process. If necessary, the
Administration may not provide the entire volume of information, but it will be all
the information needed to grasp the issue.
The Manager needs the faith of the Council and needs to be empowered to
administer day-to-day operations. The Manager needs the Council to provide
clear instruction and feedback. The Council should provide consistent and rea-
sonable tasks, deadlines, and information requests.
I appreciate the Council-Manager form of government in that it allows policy
decisions to be made by individuals directly elected by the constituents. We are
aligned in that we all “work for” and focus on the constituents. We are all seeking
to improve the quality of life of our constituents and to create an environment for
their successful lives, careers, and recreation. I expect us to be able to work pro-
fessionally even after we disagree and for the conflict resolution process to play
out privately rather than in public or in the media and community. As leaders, I
expect us to handle ourselves in a manner worthy of the offices we hold.
4. Discuss your areas of strengths and weaknesses as a manager. Copies of per-
formance evaluations may be submitted as part of this discussion.
The first thing I would do as City Manager is: learn. I won’t come in there to
seize control or change things on day one. Part of the reason is because, from
what I know, the Municipal organization is running well; the other reason is be-
cause I believe good management and good decisions are built on good infor-
mation. It will take time to gain that information. Before the information comes,
though, I will invest in listening and building rapport with department staff and the
Council so that trust and communication can occur.
I have 13 years of extensive experience in public administration and man-
agement. At DHSS, I participated in difficult budget choices, responded to ag-
grieved constituents, managed projects and teams in a large public organization,
and executed the policy makers’ direction. In the Offices of the Lieutenant Gov-
ernor and Governor, I learned about leadership, accountability, and decisiveness.
Throughout my work in Alaska politics, I believe my reputation – among Republi-
cans, Democrats, and Independents – is one of fairness, reasonableness, and
respect. I can have a disagreement with someone and still be willing to work to-
gether. I won’t resort to personal attacks; rather, I try to lead my organization with
integrity.
My strengths are in building relationships and finding common ground. Partic-
ularly to brainstorm problems and to create momentum, I am very resourceful in
using the skills and experience of others to help when needed. I don’t have to be
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Ms. Sandra Modigh
September 23, 2016
Page 5 of 6
the expert; I can rely on the expertise of my colleagues and my contacts to lever-
age all available resources.
I am a quick learner, and enjoy connecting ideas and data points. My strate-
gic skills allow me to separate complex or large projects into understandable and
manageable pieces. Process-improvement comes naturally, and my current work
in Phoenix is involved in rebuilding our consulting firm’s research and reporting
workflow. That work has lead to reduced staffing needs, redeployed resources,
and improved product consistency and quality.
One weakness I have, never having lived on the peninsula, is my lack of mas-
tery of Kenai-specific issues. If appointed, my wife and I will fully embrace and
engage in the community. As it relates to the position in light of that unfamiliarity,
I intend to trust and empower my staff, to study what has been done in the past,
to understand the direction we’re heading, and be decisive in administrative deci-
sions.
Also, although I’ve worked in larger organizations, I have never supervised
125 employees. Working on the senior management team of the Department of
Health and Social Services (a 3,600 employee organization), I understand the
demands of public administration, and my current management priorities will
need to be applied on a larger scale. They are: (1) Stay organized; (2) Empower
talented staff; (3) Establish clear expectations and communication structures;
and (4) Accountability. Additional relevant experience that will assist that transi-
tion occurred during my tenure as Director of Boards and Commissions. That role
provided quasi-HR duties in the recruiting, vetting, and appointing of 1,200 board
members – in addition to the review of current members’ engagement and
productivity.
5. How will you, as City Manager, relate to employees, department heads, adviso-
ry committee/commission members, council and the general public?
I think our focus has to be on our community and its members. We all work
for the citizens of Kenai, and our focus should be oriented in that way. I believe in
government responsiveness and transparency. As an employee at DHSS, I
managed an organization-wide system for constituent response and casework,
and I developed a unified process for complying with public records requests.
I intend to empower the department heads to manage their divisions. I will
learn to trust their expertise because I am not the expert in Finance, Public
Works, etc. My pet peeve, developed as a community member and not as a poli-
cy maker or administrator, is government policies and personnel that mistakenly
believe they’re working to make their jobs easier rather than their constituent’s
lives better.
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Ms. Sandra Modigh
September 23, 2016
Page 6 of 6
I want our organization to be characterized by integrity. That shows up
through our relationships, in our program administration, and in the excellence
that should define our service to the community and citizens of Kenai.
Thank you, sincerely, for this additional opportunity to share my thoughts and back-
ground related to the City Manager position. I have attached additional references for
your use.
Best,
Jason M. Hooley
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3713 E Laurel Ln
Phoenix, AZ 85028
480.843.1254
jason.m.hooley@gmail.com
PROFESSIONAL REFERENCES
Mr. Chuck Kopp
Legislative Candidate; Chief of Staff; Office of Senator Peter Micciche
Mobile: 907-952-0189; Email: ckopp1@gmail.com
Relationship: colleague
Mr. Keith Hamilton
President, Alaska Christian College
Mobile: 907-394-1988; Email: khamilton@alaskacc.edu
Relationship: colleague
Mr. William Streur
Former Commissioner, Department of Health and Social Services
Mobile: 907-250-1102; Email: wstreur@aol.com
Relationship: former supervisor
Mr. John Moller
Entrepreneur/Commercial Fisherman; Former Rural Advisor, Office of the Governor
Mobile: 907-723-6805; Email: jmofish@yahoo.com
Relationship: colleague/personal reference
Mr. Steve Davis
Executive, K. Hovnanian Homes
Mobile: 480-515-8050; Email: sdavis207@icloud.com
Relationship: personal reference
JASON HOOLEY
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Dear Mr. Moore,
The purpose of this correspondence is to request written responses to the following
questions from the short-listed candidates for the position of Kenai City Manager. The
deadline for submission is 5:00 PM AST, September 23, 2016. Responses should be e-mailed
to Sandra Modigh, City Clerk, at smodigh@kenai.city.
1. Discuss your experience in local and State Government. Do you have in-place
relationships that would be beneficial for the City of Kenai?
I have worked for County and City Government since 1993. My experience includes
computer software specialist (1993); Community Development / Planning and Zoning /
Floodplain (1994-2000); Multi-County Organization Executive Director (1996-2005);
County Manager (2005-2007); Water and Sanitation (2008-2011); City Manager (2011-
Present).
I do not have any Alaska in-place relationships. I do, however, have past relationships
on the Federal level with Forest Service, BLM, Fish and Wildlife, and Department of
Agriculture officials which should be easy to re-connect with.
2. Discuss a state of affairs where council needs to be apprised of a critical situation that
will require a difficult decision that could result in a 4 – 3 vote.
I am currently involved in a critical situation in Eunice, NM where revenues have dropped
55% in the past three (3) months, available cash is low, and difficult decisions are required as
to when and how wages should be cut, and which employees have to be laid off. All of this
without harming basic fire, EMS, Police, and Public Works services.
i. Describe how you prepare for the discussion.
ALL OF THE FOLLOWING ARE ACCOMPLISHED IN THE TWO
WEEK PERIOD BETWEEN THE CITY COUNCIL MEETING WHEN
THE SHORTAGE IS REPORTED, AND THE NEXT COUNCIL
MEETING WHEN A DECISION ITEM IS SCHEDULED FOR THE
COUNCIL AGENDA.
1. I review any outstanding accounts receivables to ensure that
staff and I are following through on payments to the City. If
additional money is being withheld from the City, I compile that
information to share with the Council.
2. I immediately ask for a list of all employees and their start
dates. This list is reviewed and newest employees identified
from non-critical departments.
3. I set up a meeting with the State Taxation and Revenue
Department to discover why 102 Eunice businesses are not
showing on the state tax roles. After the meeting, I follow up
with Taxation and Revenue and compile all information received
into a report for the City Council
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4. I prepare a brief report with recommendations for the
percentage of salary cuts and layoffs. This report includes the
amount of total payroll cost savings to be achieved by the
recommendations.
5. I prepare a list of with names of employees to be laid off which
will be discussed in closed session.
ii. Assume the administration has a strong
opinion. Knowing that the issue is very controversial, do you think
that the administration should make a recommendation?
Yes, administration definitely makes a recommendation.
iii. If no, why not?
iv. If yes, who presents the Administration’s
recommendation?
In a matter this serious the recommendation should be presented
by the City Manager, with the Finance Director and Human
Resource Director available to answer questions.
v. How do you respond in situations where the
Council does not follow your recommendation?
A decision made on a legitimately posted agenda item that is
properly voted on by the City Council is binding and will be
implemented without question.
If new information comes to light after the Council’s decision is
made, and this information could reveal a major positive or negative
impact to the City, it is incumbent on me to bring that information to
the Council’s attention, and let them decide if it has any bearing on
their decision.
REGARDLESS, THE DECISION(S) OF THE CITY COUNCIL ARE TO
BE RESPECTED.
3. Discuss your philosophy of the roles of a City Manager and a Council in the Council-
Manager form of Government. Include a discussion of what you believe are the Manager’s
responsibilities to Council, as well as the Council’s responsibilities to the Manager.
In my view, the City Council’s role is to provide policy oversight and the City Manager’s role is to
provide administrative oversight.
I believe that the Manager’s responsibilities to the Council include, but are not limited to:
a. keep the Council informed on the status of directives it has given the City Manager
b. keep the Council informed on the operation of the City
c. keep the Council informed when emergency issues arise
d. keep the Council informed on the performance of employees
e. keep the Council informed on the state of the City’s finances and the budget
f. keep the Council informed on the progress of capital improvements
g. provide information and policy recommendations for the City Council’s use when it
weighs a decision.
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I believe that the City Council’s responsibilities to the Manager include, but are not limited to:
a. keep the Manager informed on issues brought to them by citizens that require staff’s
attention (e.g. there’s a pothole on 16th Street; there’s a water leak on 20th Street; City
employees are habitually sitting in their trucks, etc.)
b. unless the circumstance is serious enough that it warrants interference by the Council,
allow the Manager to conduct the day to day operations of the city without interference by
individual Council members.
c. respect the administrative chain of command. If an issue requires the City’s attention, go
through the Manager who will make sure the proper department or employee is notified
and the appropriate actions taken.
d. inform the Manager if improper behavior of any City employees is observed.
4. Discuss your areas of strengths and weaknesses as a manager. Copies of performance
evaluations may be submitted as part of this discussion.
I am strong in the areas of finance, budgeting, human resources, grants administration,
public relations, economic development, project oversight, lobbying, and state / federal
relations. I pay attention to detail, am a good listener, and like to make decisions based on
facts, not rumor. I am approachable, and maintain an open door for elected leaders, citizens,
and employees alike.
One potential weakness is that while I work hard, I am sometimes told that I work too hard.
5. How will you, as City Manager, relate to employees, department heads, advisory
committee/commission members, council and the general public?
In my view, the City Manager is a leader and a servant. I believe in leading by example, and
showing respect to those I interact with. I am proud to include among my list of friends
people from a diversity of cultures and backgrounds.
With employees, I believe in being firm but fair, when necessary. Personnel rules apply to all
employees equally. When workplace conflicts arise, I like to get both sides of the story
I have an open door policy and welcome the input of employees, department heads, advisory
committee / commission members, the City Council and the general public. Also, I am
typically available after hours, nights, weekends, etc. if an issue arises that requires
immediate attention.
If I make a promise to follow through on an issue, I make it a point to do so, and follow it up with a
call, email, text, etc. back to the person I made the promise to.
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As an informational item, the City Council requested that the following section of the City
Charter be included in this communication:
“At the time of the City Manager’s appointment, the City Manager need not be a resident of
the City or State; but, during the City Manager’s tenure of office, the City Manager shall
reside within the City.”
Thank you for your attention in this matter. If you have any questions, please contact me at
your convenience.
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