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HomeMy WebLinkAbout1992-12-14 Council Packet - Work Session, Manager Searc~ORK SESSION NOTICE The Kenai City Council will convene in a work session on Monday, December 14, 1992 at 7:00 p.m. in the Council Chambers. Topics to be discussed at that time are: City Administrator Search Rent Reduction/Airport Bar Rent Reduction/Airport Gift Shop The public is invited to attend and participate. Carol L. Freas City Clerk DATED: December 3, 1992 WORK SESSION NOTES DECEMBER 14, 1992 KENAI CITY COUNCIL CHAMBERS 7:00 P.M. Council Present: Williams, Monfor, McComsey, Bookey, Smalley, Swarner and Measles. A~ministration/Staff Present: DeForest, Kornelis, Ross. Freas, Howard, Brown, Graves, Others Present: Leo Oberts, Ethel Claussen, David Collins (Clarion), Louie Schilling, Dana Wackler, and an unidentified man. The Work Session began at 7:04 p.m. Upper Deck Rent Re4uction Request: Measles recapped what actions were taken regarding this request at the 12/2/92 council meeting. Measles stated that there were four members at the meeting and it was felt that the full council should make this decision. Also, it was learned that a similar request was received from Orca Gifts, but was not on the agenda as it was received too late to be added. Swarner asked for the sales figures from October to July as she had also requested at the 12/2/92 council meeting. Schilling stated he had them with him, but did not want to disclose them as he felt the would become public information. Williams confirmed that anything distributed to council becomes public information. Schilling added that he has never seen business this poor. However, July he did $16,000 gross sale. Schilling suggested paying a percent of the gross. Schilling added that his gross is public record. Monfor asked if he wanted the reduction retroactive from October. Schilling stated no, January to May. Monfor suggested that a yearly review could be made after the tourist season. Monfor added that she did not want to reduce the amount for the rest of the lease. Monfor stated she would support a reduction from January to May for 1993. Swarner asked up to $2,500? Monfor stated yes. Schilling stated that the sliding scale of the first phase of the lease worked well. Schilling' suggested that maybe parallels with other lessees in the airport should be made. Schilling added that he is in the third year of the lease. If business goes on like the first three years, he will not get his original investment from the business. CITY COUNCIL WORK SESSION DECEMBER 14, 1992 PAGE 2 Smalley stated he was inclined to agree with Monfor. Smalley added he would like some reduction, but likes Williams' suggestion to go back to a sliding scale. Williams stated he was going to suggest a twelve month lease deal on a permanent basis if they go to Plan B. Measles stated that about the same amount of money would be reduced in either scenario. Measles asked Schilling which reduction would be more beneficial to him. Schilling stated the reduction in the winter months would help him more. Williams suggested a rent price of $1,750 per month year around. Schilling stated that one amount year around would be simpler. Brown stated it would be easier to reduce it year round. The amount would be a $750 reductioln, or $.1,750 per month. Williams directed Administration to prepare the documents to start the rent reduction on January 1, 1993. Graves stated that they would have the documents ready for the 12/16/92 council meeting. Orca Gifts Rent Reduction Request: Williams referred to the letter of request from Dana Wackler, lessee. Wackler is requesting to close the shop from January through April and pay $50.00 per month while closed as she was allowed to do last year. Wackler is also requesting a rent reduction on an annual basis as well. Wackler suggested that with more local support from guides, businesses, etc., her business could be better. However, there are many who are not aware that there is a gift shop in the airport. Swarner stated she has ino problem with the $50.00 per month while closed. Williams stated that offering this type of business a reduction is different than a food/beverage service. The City should not be in competition with local businesses. Monfor stated she did not want to see the gift shop close permanently. Monfor added that she would be willing to reduce the rent to $300 and reassess the situation in a year. Monfor suggested to allow the $50.00/month rent during the closed months from January to April and then reduce the rent from May to December to $300 per month. CITY COUNCIL WORK SESSION DECEMBER 14, 1992 PAGE 3 Bookey stated that he had a recent conversation with Vic Tyler. Bookey added that Tyler will probably come to council with a similar request. Bookey asked if council was willing to give everything away. Unidentified man from audience asked if there is a conflict to sell fast foods from the gift shop. Williams stated there cannot be that competition. The man stated that he is aware of two people who would like to have the gift shop, but would want to sell fast foods there as well. Williams stated that the services cannot be mixed. The man asked why the vending machines can be there as they sell some of the same items as the restaurant. The man stated that he wants the city and airport to make money and would like to have the gift shop, but wants to be able to sell fast food as well. The man asked if fast food items that are not sold in the cafe could be sold from the gift shop. Williams stated that the discussion was not about that at this time. Monfor suggested doing an amendment from January to April 1 at $50.00 per month while the business is closed. Then reduce the rent from May to December. McComsey stated he would say no. Business is business. Smalley stated he would have no problem bringing this to council at Wednesday's meeting. Williams requested Administration bring two leases to the Wednesday meeting. One for $50.00 from January to April 1, $500 per month from May to December. The other $50.00 from January to April 1, and $300 per month from May to December. City Manager Search: Williams referred to his memorandum which was distributed to Council by mail. Williams stated he has spoken with Bob Rubadeau regarding a day-long seminar to set goals and objections and a job description. Williams stated that council could hire an outside source to search for a city manager. The source would visit the city to review the operations, etc. and then f~nd three to five qualified applicants. Anonymity is reserved for the applicants until the finalists are named. This way would be imore costly. CITY COUNCIL WORK SESSION DECEMBER 14, 1992 PAGE 4 Swarner stated that they should look for a middle-aged person with experience in small town politics. Not someone looking to retire in five years. Williams suggested that the cost could be between $20,000-$25,000 to use a search firm. Monfor showed the School District's pamphlet which they used. The School District used a search firm as well. The cost was $20,000. Monfor stated the school administration and School Board were never contacted. The firm brought 20 applicants to the School Board with his recommendations. Measles stated he would prefer the council do the search. If a mistake is made, it will be their mistake. Measles added that it will be more work, but that is what they are there for. Bookey agreed that it is their obligation and duty. McComsey stated that ihe wants the council to be involved in the search. Smalley stated that applicants' resumes being public information may limit interest. Discussion followed regarding when the applications become public information. Graves reviewed the law. Graves stated that at the time the applications are received by the City, they become public information. Williams stated that the consensus is for the Council to do the search. Local or nationwide search? Williams stated that there were inquiries at AML. Williams added that if the city hires from Alaska, we may get some other good or bad city manager. Williams added that there is also talent available that are not involved in public administration at this time. Everything is different than 13 years ago. Measles stated that because of information about Kenai being so stable, there will be many applications. Monfor and Measles agreed that the search should be nationwide. Brown stated publications that are common which already come to Kim. Measles suggested that the advertisement should state that applications will be public information upon receipt. Williams stated that Council can unofficially direct Administration to start the procedure tomorrow and make it official at the Wednesday meeting. CITY COUNCIL WORK SESSION DECEMBER 14, 1992 PAGE 5 Deadlines: Council agreed on the following deadlines: February 1, 1993 - Advertisements placed. February 28, 1993 - Advertisements cease. March 15, 1993 - Cut-off date for receiving applications. April 15, 11993 - Council completes review of applications. April 16-?, 1993 -Interviews June 1 or July 1, 1993 - New hire begins. Measles suggested that all the resumes be distributed to Council before sitting down as a body to review, so that they can take a closer look. Williams suggested taking one day to review, dividing the applications by seven and shift them around after reviewed. A check-off sheet can be used as to how Council perceives the criteria. Measles suggested the applications could also be graded. Smalley asked if AML could discuss the search and setting goals and objectives instead of Rubadeau. Williams did not think AML is set up for that. Job Description: Williams suggested writing a job description in February. Brown stated that applicants will want more information. Applicants will want to tailor their resumes to suit the job. Brown referred to a draft job description which was. distributed to Council. It was suggested that the population be stated as "approximately 7,000" and the salary range be "commensurate with experience." One of the Council asked if political affiliation could be requested. Graves stated it would not be appropriate. However, public work history would be on the resume. Williams suggested having an all day seminar/work session with Bob Rubadeau on February 20, 1993. Williams suggested using the Bicentennial building and ordering lunch be brought in. Williams stated he will check on the availability of the Center for its use. Williams directed Administration to prepare the calendar as discussed. Brown asked what ]papers the advertisement should be carried in. Council suggested: CITY COUNCIL WORK SESSION DECEMBER 14, 1992 PAGE 6 Seattle PI or Times a Los Angeles paper Wall Street Journal Alaska Journal of Commerce The work session adjourned at 8:30 p.m. Notes transcribed and submitted by: Carol L. Freas, City Clerk 12/15/92 1791-1991 CITY OF ENAI 210FIDALGO KENAI, ALASKA 99611 TELEPHONE 283 - 7535 FAX 907-283-3014 The City of Kenai, Alaska is searching for a city manager. The deadline for receipt of applications is , 1993. ApplLcation should be made by submi"cting a detailed resume and cover letter t:¢, Klm Howard, Administrative Assistant, at the above address. Faxed resumes will not be accepted. Ir:trcduction to the City of Kenai The City of Kenai, population 6,535, is the largest city in the Kenai Peninsula Borough, which lies southwest of Anchorage. The Kenai Peninsula Borough is considered a prime recreational area for Southcentral Alaska, providing fishing, hunting, and winter sports opportunities. The City ils approxJ.mately forty-five square miles in ~ize, and is situated at the mouth of the }[enai River on the east side ~f Coo.k Inlet. The City of iKenai is the primary commercia.~, and shopping center for the Kenai Peninsula. It is linked to Anchorage by road and by commercial air service. Kenai's economy is Dased primarily on fishing and fish processing, oil and gas, and, increasingly, tourism. The City adopted a home rule charter in 1963 and has operated under a city manager form of government since that date. Since 1980, the City ]'las had one city manager, appointed by a c~'ty council consisting of a mayor and six c~uncilme~ers. in t992 the City of Kenai was the recipient of the All-America City award. Management of the City The city manager is the chief administrati%e officer of the City and reports directly to the city council, as dc the other council appointed otficers, the city attorney and the city clerk. The city manager is responsible for directing the policy of counciL. The Cit:¥ empkoys approximately 120 employees~ including eight department heads that report to the city manager. The City provides a wide range c.f munictpa~ servi, ces, including police and fire, water and sewage treat:men':, stree~ :naintenance, municipal airport, senior c i~izen services, i,brary, and parks and recreation. The Kenai Peninsula Bo~ough p~'ov~des solid waste disposal, t~ collection, assessing, :~nd publ:.c ~d,:.:at~on. Finances of the C~t~ The City of Kenai enjoys a reputation of being a well-managed and well-financed city. The property tax base is assessed at approximately $282 million; the City's property tax rate is 3.5 mills, one of the lowest in the state of Alaska. The City levies a 3% general sales ~ax. The general fund budget of $7,000,000 is financed primarily by property taxes (14%), sales tax (40%), state revenue sharing (15%), and interest revenue (10%). All annual operating fund budgets total approximately $10.6 million. Capital project expenditures for the most recent year, ending June 30, 1992, totalled $8 million. The fund balance of the general fund is approximately $10 million, and the fund balances of all governmental fund types total approximately $18 million. ~ualifications of the City Manager The next c~ty manager should be experienced with the rewards and difficulties of managmng a full-service city. The ideal candidate will have at least seven years of responsiOle management experience in a small or medium sized community, with extensive personnel, budgetary, leadership, and communication s~ills. A minimum of a bachelor's degree in business, public administration, or a related field is required. The starting salary range is $ to $ ~mployment benefits include enrollment in the State of Alaska Public Employment Retirement System, pa~d health and life insurance, and optional employee-paid deferred compensation. The manage~ position is not eligible [or social security coverage. I. December 1, ]992 Outline for Worg Session of December 14, 1992 City Administrator Search Prepared by City Staff Job Description/Adw~rtisement a. Salary range b. Last date Eo apply Does Council want staff to develop a more detailed job description, including description of Kenai, history, makeup of Council, City Code and Charter requirements, relationship with ~ttorney and Clerk, etc.? Where to advert.i, se and how long ]~ Jcbs Available (Western Addit_~on) 2, Nation ' s Cities Weekly 3 :I 1~ C Y~ News ihetter 4 AMI, 5~ State and/o~? National Newspapers Review Applications a. Committee of Council (include any staff?), or full Council? b. Ret~erence checks, by whom? P~bLic information? 1, Resumes (Yes) 2, Results of reference checks (May have executive session to discuss; personal characteristics of applicants) :!II. Interv ~ews a. Number to interview b. Travel expenses c. Wk(~ will interview: Committee or Council d. Public for,nm ~or interviews IV. Job offer a. Salary (discuss ~ith finalists before job offer) b. Co~tract ov A~-Wil!? c. M~>v[ng expenses d. Automobile (Fl' '9'~-947) Future ~{va] uat ] on~ CITY OF KENAI, ALASKA Position Vacancy CITY MANAGER City Manager - City of Kenai, Alaska. The. City of Kenai, Alaska, a home rule city (population 6,535) is seeking a City Manager. The salary range is: - The City has approximately 120 employees, an operating budget of $10.6 million, and an extensive capital project program. The deadline for receipt of applications is Send a detailed resume and cover letter to Klm Howard, Administrative Assistant, City of Kenai, 210 Fidalgo, Kenai, Alaska 99611. For more information call (907) 283-7530. NOTE: FAXED APPLICATIONS/RESUMES WILL NOT BE ACCEPTED ..~.Q iO I o ICMA News .letter October 5, 1992 Vol. 73, No. 20 ICMA Developing Program to Assist Florida Public Employees ICMA, In conjunction with the Florida City and County Man- agers Association (FCCMA) anti the Florida League of Cities, is developing a program that will enable cities and counties across the country to help public employees in southern Florida whose lives have been affected, by Hurricane Andrew. Under the 'Adopt- a-Farnfly' program, ICMA will match the needs of public employees and their families (who have been referred by the Florida League and the FCCMA) with cities and counties that have expressed an interest in lending a hand. 'rhe people affected by this crisis are afraid that lhe public will forget about them om;e the media coverage subsides," said Mike Roberto, city manager of North Miami Beach. Fla., and current FCCMA president. 'The 'Adopt-a-Family' program offers an opportunity for local govermnents everywhere 'remember' public ser~,anl s in the southeast and to play an active role in their recovery.' (C~nliruwd on IC A From the Professional Association of Appointed Administrators Serving Cities, Counties, Regional Councils, and Other Local Governments Dear Members: In my last 'Dear Members' column, I urged each of you to remember, revere, and support the great heroes of our local government management profession. I also asked you to respond to the needs of many of our Florida heroes as they lead rebuilding efforts within their communities. This week I am pleased and proud to announce that once aga~ the ICMA membership has risen to support their colleagues in need of assistance. Those of you who attended the 78th ICMA Annual Conference in Reno are already aware of the contributions made by many members and their families to the 12-year-old son of Homestead City Manager Alex Muxo. Special thanks go to Abbl~: and Katie Lee, the twin daughters of Ronald and Kay Lee o£ Saginaw Township, Mich., who collected more than 410 baseball cards from their four~h-grade classmates. These cards will be sen~ with those gathered by other managers and their families to Alex's son to replace his destroyed collection and ease a bit of his loss. Members have identified other ways of reaching out. At the Reno conference, managers attending the Southeast regional meeting proposed that ICMA organic an 'Adopt-a-Family~ prog- r~un to support city and county employees who lost their homes tc Hurricane Andrew (see box on left). And. inspired by a generous contribution from the Mh~nesota City/County Management Association, ICMA members who attended the Annual Awards Luncheon and Program made a significant monetary contribution to Florida managers. The response was overwhelming; over $1,73) In donations was collected during the cmfference! Your generous and timely response to your colleagues will be remembered in the days, weeks, and years to come. I want to thank every one of you for making this such a caring and compassionate pro£ession in which to work. Bill Hansell Executive Director ICMA Executive Board Highlights The ICMA Executive Board met September 10-12 and September 17 In Reno. Nev., and took these actions: September 10-12: · Appointecl three Corporate members to the 1993 Nominating Committee: Mark ?.,then. city manager, Grand Junction. Colo.; Kristine Hint:cbs, village manager, ttales Comers, Wis.: and Israel Small. ct:icl admimstrative officer, Macon, Ga. 'rim [Contirmed on page CITY OF KENAI, ALASKA EVALUATION OF CITY MANAGER City Manager: Evaluator: City Council Please circle the word that most appropriately represents your evaluation of the CJ ~y Manager's performance. R~T~TIONSHIPS WI'I~q THE COUNCIL !. Demonstrates effective verbal and written communications skills. -Outst~]ding -Improvement Needed -Exceed:; Standards -Satisfactory -Unsatisfactory Comment_ s :: Provides Council. with ample information in a clear, organized, and concise manner to enable Council to make informed decisions. -Outstanding -Exceeds Standards -Satisfactory -Improvement Needed -Unsatisfactory Comments: Effectively helps guide the Council and staff with solutions and alternati, ves to prob}.ems and issues. -Out standing -Exceed,'; Standards -Satisfacto]~ -Improvement Needed -Unsatisfactory Manager Evaluation Page Two Provides adequate responses to Council questions at meetings. -Outstanding -Improvement Needed -Exceeds Standards -Satisfactory -Unsatisfactory Comment s: MANAGEMENT OFT HE OFFICE 5. Provides appropciate attention and necessary follow-up in carrying out directives of the Council. -Outstanding -Exceeds Standards -Satisfactory Comme~ ~ ~: -Improvement Needed -Unsatisfactory Present:~ annual budgets which meet the ne-eds of the organization and are sound financial plans. -Outst~]ding -Exceeds Standards -Satisfactory -Improvement Needed -Unsatisfactory Commen~: Provide~; appcop~ia~e ,and timely analyses of fiscal conditions to the Counci ~, -Outstandinq -Exceeds Standards -Satisfactory -improvement Needed -Unsatisfactory Co~7/~entl f:: Manager Evaluation Page Three Manages operational and capital budgets and fiscal affairs within adopted budget policies and expectations. -Outstanding -Exceeds Standards -Satisfactory -Ia~provement Needed -Unsatisfactory Comments: Reflects ability to recruit, retain and motivate competent staff. -Outstanding -Improvement Needed -Exceeds Standards -Satisfactory -Unsatisfactor~ Comment~: 10. Delegates responsibilities and authority to subordinates. -Outstanding -Improvement Needed -Exceeds Standards -Satisfactory -Unsatisfactor~ Comment ~ :: Reflects complete knowledge of organizational structure, including duties and powers ¢)f wirious co~nissions and cD~Jttees. -Outstanding -Exceeds Stzindards -Satisfactory -Improvement Needed -Unsatisfactory Comment-: :: Manager Evaluation Page Four ¸12. Demons%rates competence in recognizing priorities of the office of City Manager. ~ -Outstanding -Exceeds Standards -Satisfactory -Improvement ~eeded -Unsatisfactory Comment s: ] 13. Provides tlmely and accurate informatiDn to Council regarding status of City operations and need for new or revised policy and procedures. -Outstanding -Exceeds Standards --Satisfactory -Improvement Needed -Unsatisfactory Comment ~: 14. Tempers and balances decisions and recommendations with reality ant needs the Ci%¥'. -Outstanding -Exceeds Standards -Satisfactory -Improvement Needed -Unsatisfactory Comme n t s: Is proficient in p~rsonne] management and conducts employee relations skillfui ly. -Outstanding -Exceed:; Standards - Satis if ac tory -Improvement Needed -Unsatisfactory CoiTLwien [ ~: Manager Evaluasion Page Five 16. Performs other duties of City Manager ~s directed by the City Council. -Outstanding -Improvement Needed -Exceeds Standards -Satisfactory -Unsatisfactory Comments: EXTERNAL RELATIONS 17. Develops and maintains effective relationships with a) Council, b) co-workers, c) public, and d) peers. -Outstanding -Exceeds Standards -Satisfactory Comments: -Improvement Needed -Unsatisfactory 113. Develops and maintains effective communication with the news media. -Outstanding -Improvement Needed -Exceeds Standards -Satisfactory -Unsatisfactory CommeRt ~: ]9., Es effecti'-c in wor{~ng wizh i_oc:a!, sta:e, and federal legislators admi nistz~:aI:c rs. -Outstanding -SLxceeds Standards -SatisfacLory -Improvement Needed --Unsatisfactory Manager Evaluation Page Six Comme n t s: PERSONAL AND PROFESSIONAL CHARACTERISTICS OF CITY MANAGER 20. Accepts and responds well to criticism. -Outstanding -Exceeds Standards -Satisfactory Commen t~ s: -Improvement Needed -Unsatisfactory Demonstrates the ability to comprehend new assignments, grasps new ideas ~nd methods, and reacts competently in new situations. Performs well under pres su re. -Outstanding -Exceeds Standards -Satisfactory -Improvement Needed -Unsatisfactory Comme n t ~: 22. Is approachable and accessible to the Council, public and staff. -Outstanding -Improvement Needed -F~xceeds Standards -Satisfactory -Unsatisfactory CoIl'Lrfle ~ ~: ~: Manager Evaluation Page Seven 23. Refleots enthusiasm and expends personal energy in filling roles as City Manager. -Outstanding -Exceeds Standards -Satisfactory -Improvement Needed -Unsatisfactory Comme[lt s: ADDITIONAL CONSTRUCTIVE CO~MENTS: Mayor Councilmember Count ilmember Cou nc ilmember Count i lmemb e r Councilmember Counc ilmember Evaluation Approach 2. 3. 4. Committee aDproves evaluation forz~ Three employees comDlete one form as self-evaluation Each Council member preparers draft evaluation Executive Session - Full Council, without emDloyee, completes or, e evaluation form. Executive Session - Full CounTil with employee, r~view/discuss/interview Mayor signs evaluation on behalf of Council, Employee signs PERFORMANCE EVALUATION Name: Date: Directions: Circle the response that best reflects the consensus of the Council with regard to each of the following items. For any rating above the competent level make comments on page 3, and for any rating below the competent level make comments and suggestions on page 3. Prepares carefully for Council meetings ............ Outstanding Commendable Competent Needs Improvement Unsatisfactory 5 4 3 2 1 Provides ample information to enable Council members to make decisions ............ 5 4 3 2 1 Involves staff members in Council meetings ........ 5 4 3 2 Is responsive to concerns of Council members ........ 5 4 3 2 1 Answers questions of Council members promptly ......... 5 4 3 2 1 Handles media relations skillfully ............ 5 4 3 2 1 Follows up promptly on requests of Council ........... 5 4 3 2 1 Keeps Council fully informed about City operations ..... 5 4 3 2 1 Delegates respons]~bilities and authority to subordinates 5 4 3 2 1 I0~ Implements ~ully Council policies 5 4 3 2 1 Performance Evaluation Page 2 11. 12. 13. 14. 15. 16. 17. 18. 20. 21. 22. Interprets Council policies to staff ............. Is effective in management of business and fiscal affairs Advises the Council on need for new and/or revised policies and procedures ........... Is adept in personnel management Conducts employee relations skillfully ........... Is approachable and accessible Is effective in short and long range planning ......... Anticipates problems and is effective in preventive actions Maintains good relations with local governmental leaders Is effective in working with state legislative leaders Maintains effective working relationship with local governmental leaders ...... Engages in activities to promote own professional growth and development .......... Outstanding Commendable Competent Needs Improvement Unsatisfactory 5 4 3 2 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Performance Evaluation Page 3 COMMENTS: For any rating above the competent level make comments describing employee's strengths. COMMENTS: For any rating below the comDetent level make comments describing the employee's weaknesses and suggestions improvement. Performance Evaluation Page 4 EMPLOYEE COMMENTS: Mayor, on behalf of Kenai City Council Date This reDort has been discussed with me. Name and Title Date WPS0'~%FORMS\EVALUATION ORCA GIFTS 305 N. WILLOW ST. KENAI, AK 99611 (907)283-6009 PROFIT AND LOSS STATEMENT 1992 GROSS SALES 1/1/92 TO 12/11/92 EXPENSES: MONTHLY LEASE SALARIES INSURANCE TAXES(sales, payroll, & employment) INVENTORY MISC. EXPENSES(postage, supplies, & kank charges) TELEPHONE $43,283.00 4,410.00 9,712.29 855.00 5,380.51 24,191.90 467.65 991.96 TOTAL LOSS FOR THE YEAR 19921 (2,726.3],) ORCA GIFTS 305 NORTH WILLOW ST. KENAI, AK 99611 (907)283-6009 DECEMBER 2~ 1992 CITY OF KENAI CITY MANAGER 210 FIDALGO ST. KENAI, AK 99611 DEAR CITY ~fANAGER, I WOULD LIKE TO ,REQUEST THAT ORCA GIFTS BE ABLE TO CLOSE FOR THE MONTHS OF JANUARY THROUGH AP?{IL OF 1993. DUE TO THE LACK OF TOURIST AND GENERAL TRAFFIC THROUGH THE AIRPORT IT IS IMPOSSIBLE TO SUPPORT THE COST OF RENT AND SALARIES. I WOUhD ALSO LIKE TO REQUEST A {EDUCTION IN THE MONTHLY LEASE AMOU>JT. I FIAT[) IT TO BE OUT 0'~ LINE FOR MY SMALL GIFT SHOP TO PAY $'.525.00 PER MONTH. THE AMOUNT OF SALES THROUGH THE GIFT Si-fOP HAVE MADE IT ALMOST IM?OSSIBLE TO PAY FOR ALL THE EXPENS!!~S CREATED IN RUNNING THIS BUSINESS. I WOULD LIKE TO REQUEST THAT THE NORTHLY LEASE AMOUNT TO BE REDUCED TO THE AMOUNT OF $300.00 PE~ [MONTH. PL, EAS_~!] TAKE THESE REQUEST IN COUSIDERATION AND PLEASE ADVICE ME !%S '?0 YOU~ DECISIONS. THANK YOU, DANA WACK",-_:!~R, OWNER Craves CITY OF KENAI KENAI MUNICIPAL AIRPORT TERMINAL GIFT SHOP LEASE AMENDMENT That certain lease entered ~nto between the CITY OF KENAI, 210 Fidalgo Ave.~, Kenai, AK 99611 (Lessor) and ORCA GIFTS, 305 N. Willow St., Kenai, AK 99611 (Lessee), dated October 23, 1989, and recorded at Book 356, Page 171, encompassing the following property located in the Kenai Recording District, Third Judicial District, State of Alaska: The premises known as the gift shop area of the Kenai Municipal Airport Terminal within the Northwest Quarter (NW 1/4) of the Southeast Quarter (SE 1/4), Section 32, Township 6 North, Range 11 West, Seward Meridian. is hereb? amended as follows: 1. The Lessee may close the gift shop operation from January' 1 ~o~gh April 30, 1992. 2. During the period of January 1 through April 30, 1992 the monthly lease r.~te shall be $50.00 per month. However, should the Lessee open the gift shop for business during that period of time the lease rate shall revert to $500.00 per month. If t~e gift shop is opened for a portion of any month during the above referenced time A]-$END~ENT ?0 Li~ASE - t LESSEE ;T'f ()F Ki NAI period the $500.00 monthly rental shall be prorated for the period of 'time the gift shop is open. During the time period that the gift shop is closed for operation the Lessee shall keep the merchandise in the premises in a display condition as if the premises were open for business operation. DATED this ~ day of ~~~, 1991. i CITY OF KENAI wi]'liaA J. ~lghton City Manager STATE OF ALASKA ORCA GIFTS D~vJ. Wac~l%r Owner ) )ss THIRD JUDICIAL DISTRICT ) , THIS IS TO CERTIFY that on this ~day of ~£/~, i991,',WILLI~ J. BRIGHTON, City Manager of the City of ' ~ Kena~i, being personally known to me, acknowledged to me his volunta!'] and authorized execution of the foregoing instrumeDt on behalf of said city for the uses and purposes therein metioned. NOTARY PUBLIC in a~d for Alaska My commission expires: ~//~/~1_~, STATE OF ALASKA ) )ss THIRD JUDICIAL DISTRICT ) THIS IS TO CERTIFY that on thLs, ~->' day of I 1991, DAIWA J. WACKLER, being persona~y known to me, or having produced satisfactory evidence of identification, acknowledged to me her voluntary execution of the foregoing instrument for the uses and purposes therein mentioned. My commission expires: AMENDMENT 79 LEASE - 2 JAMES A. ARNESS CERTIFIED PUBLIC ACCOUF~TANT P. O. BOX 1061 KENAI. ALASKA 9961 I 907 283-4700 [_oJis Sch~ 1 [ [n~ I..o,~te's & ferr:',e',:., [r-,c. Ke)ai . Alaska M,)vembec ~30, 1993 Louis: At vD,Jr' }-equest ~ na,e comoiled ~see enclosed) ~11] re,oct for The UD~er ]}ecF loc the mop,th of October~ 19~2. ]his cenoct is for the U~}e~- Deck only/ and does not include ~esults c, Ce,-ations for the ,-,emai,,-,der of th~:, co,-pncatio,~'s activities ~Pich would inziude the Duck Inn. I~ >'ou l~ave questlo,~s please THE IJPPER DECK the month e~'dec October 31, 199R Sales COST OF SALES F: o o d GROSS PR!]FIT OPERAT iHG EXPENSES ease a n i t o t- ~dve~ rising 7,513 1,9~0 5,533 2,525 150 60© ?5 %,?'72 $ (239 100.00 ~q. ?0 I .65 ~5.35 73.65 33.6! ~_ .00 3.04 7.~9 .99 76 . 83 <3. ~ ~~ 1791 - 1991 CITY OF KENAI __~ 2 0 DALGO KENAI, ALASKA 99611 .........~~ .... TELEPHONE 283 - 7535 FAX g07-283-3014 MEMORANDUM TO: FROM: DATE: RE: Kenai City Council Kim Howard, Administrative Assistant November 24, 1992 Louies & Terries, Inc. - Airport Lounge Attached is a letter we have received from Louis Schilling regarding his lease for the Airport Lounge. Also attached, are the first two pages of the ].ease, which terminates on December 1, 1994. Page 2 of the lease indicates the rental amount. Effective July 1, 1992, the lessee began paying $2,500.00 per month as outlined in "C". This is the monthly rental amount for the remainder of the lease. A similar request for' rent reduction was received by Orca Gifts on November 6, 1991. The City Council approved a one time reduction of the monthly lease rate from $500.00 per month to $50.00, providing that the business be closed from January 1 through April 30, 1992. Does the City Council have a recommendation regarding this matter? /kh C:\WP51\LEASES\SCHILL, IN.MEM 47 S~3ur View Drive Alaska 996t 1 iOZ.'283-3660 November 17, 1992 Mr. Randy Ernst Airport Manager' City of Kenai 210 Fidslgo Kenai AK 996 ! ! Mr. Ernst: We fiord it ext: remely dif~ icult to mainta ~ a pos] rive cash flow at th~ Airport Lounge! ~ in fact, we are starting to loose money every month ar t s~e no change in ~;ight unt il this next t~,urist season. W~ will look a:: any opti¢:,it~; available to help this problem. a,e t::) stay i~'~ bu~;iness a~', long as possible. Our inte~ i(~:~:~ O~e thought that we have :i s maybe a fift~' percent reduction in rent tt~rough the long winter m(:,nths and back ~ o full lease payments for th( months of May ~;hru September. If actual sales figures will help your decision they are available to you. S:incere] y, Lou~s Schilling L ~i S / m.~ CITY OF KENAI KENAI MUNICIPAL AIRPORT TERMINAL BAR LEASE AGREEMENT THIS LEASE, made and entered into this /~ day of 19~/, by and between the City of Kenai, hereinafter referre.i as CITY, a body corporate under the laws of the State of Ala~ka. with offices at 210 Fidalgo Street, Kenai, Alaska, and LOUIS and THERESE SCHILLING, 47 Spur View Drive, Kenai, Alaska, 99611, hereinafter referred to as the LESSEE. WITNEo~ETH: That for and :in consideration of the rent to be paid by I,ESSEE for the operation of the facility and surrender of the same in condition to the CITY at the termination of this lease and o~heu consideration given by the LESSEE herein, the CITY hereby to the LESSEE, and LESSEE takes and leases in an "as is" condition from the CITY, premises described and shown on the attach~enl~ labeled Exhibit "A" and made a pair hereof, including all equip,~en~ and fixtures existing thereon, at the time of execution of lease, which equipment and fixtures are more fully shown on th attached Exhibit "B" and made a part hereof. Said leased Premises." area shall hereinafter be referred to as ~th~, TO HAVE AND TO HOLD the same Prenises unto LESSEE, subject to conditions and cow~nants herein contained, for the term hereinaii:te'l specified. .... The parties hereto further covenant and agree as follows,: ARTICLE I Term of Lease The term <Df th~s lease shall be. five (5) years, commencinc ~:~'~, December 1, 1989~ and terminating at midnight on December !, However, LESSEE shall :nave the option to terminate this Agreement upon giving the CITY thirty (30) days advance wri :te~' notice of LESSEE' s :intention to terminate the Lease Agreem,~nt,, Should t, ESSEE exercise the above-mentioned right to terminate ].ease upon thirty (30) days written notice, the LESSEE shal[ responsible for only the rental ~mount up to the new termina ic>~ date, pi. us any penalties and int,,rest accruLng thereto. Prio t ])ecembcr' ]., 1990, reasonable acc,.~,i;s to the premises may be LCA --- ] LESSEi:: ~L!''~ nolhy ,). ~o~er~ by the CITY to the LESSEE upon written application. Any s~ch access :!;hall be given at. the sole discretion of the CITY. termination of this Lease, improvements including, but not limJ ~ed to, those listed and described under the attached Exhibits A shall revert to the CITY and further upon the termination of Lease, all equipment and fixtures on the ]_eased premises provisions hereof and all fixtures appurtenant to such buildin::s, including but not limited to those constructed by LESSEE, shall b< and become the property of the CITY. Rental Amount LESSEE shall pay to the City as Ient for the use of the Premieres the fo]]ow~ng: The rent ~or the first eighteen (18) months of the lease shall be $1,250.00 per month. m o The rent; for the next twelve (12) months of the le~se shall be $1,750.00 per month. The rent: for the next zhirty (30) months of the le~s~ shall he $2,500.00 per month. In addition, LESSEE agrees to pay sales tax on the monthly rental as determined by Borough and City ordinances. Late payments sh ~1! be subject to pena].ty and interest~ as provided by City Code. The premises and trade fixtures and equipment under this ]Jease owned by the CITY. LESSEE shall be subject to taxation upon · ]] personal property owned by CITY az~d used on or in connection w th the leased Premises. LESSEE covez~ants to pay any taxes as may lawfully assessed against any real or personal property upon he premises , inclLud ~ ng, but not 1 ::.mi t ed to, taxes assessed fixtures and the leasehold interest. ARTICLE II Purpose and Improvements LESSEE shall provide for the op,~]:"ation and maintenance of leased premises as a bar'.. Public Use and Non-discrimination A. The LESSEE agrees that the facilities and the ot: :er improvements provided for' herein shall be equally available to ~1] members of the public wi. tho:II discrimination. Any discrim:inat on by tile LESSEE in the use of any facility hereinabove descrJ, bed on LCA LESSEE: _~ ._~_ TO: FROM: DATE: RE: 1791 - 1991 CITY OF KENAI ¥ MEMORANDUM 210 FIDALGO KENAI, ALASKA 99611 TELEPHONE 283 - 7535 FAX 907..283-3014 KENAI Counci lmembers City of Kenai City of Kenai J' December 7, 1992 C.rTYADMINISTRATOR SEARCH The question of hiring a new city administrator has been weighing heavily on my mind and I am :sure on yours as well. One reason I requested for a delay in discussions was so I might attend the National League of Cities and perhaps develop a keener understanding of our responsibility and our task. Perhaps I received more than I bargained for and then again, maybe not. One thing is certain, this will not be an easy task. I am hoping that as I present my ideas, Council understands that I am trying to broaden all of our perspectives on this matter. In doing so, some feelings may surface in some of you that may give way to both agreement and disagreement -- maybe even a little anger. Please, above all, remember our first duty is to the preservation of Kenai and the development of its future on a sound footing. Having said that, let me start by making some brief statements, each followed by some "hopefully" brief explanations. 1,. We are not ready to hire a city manager. a. We have no clear goals and objectives. We don't even have a real plan. We have been bouncing around, grabbing this and that as opportunity presents itself, and this has presented some problems. b. Without a clearer view, as a body, what do we tell a prospective candidate about how we want the City to proceed? -1- Remember, it is the Administration's responsibility to respond to Council and to carry out policy as developed by Council, not the other way around. c. suggestion: We have one or more work sessions and see what we come up with as far as goals are concerned. For our City, I suggest we articulate five or six specific goals. I suggest staff involvement, and I suggest we start with a review of the latest city survey staff has prepared. We may even want to involve Planning & Zoning, Harbor and Airport Commissions. We may even want to do a day-long retreat (public), using the new assembly room at the Cultural Center. There are only three major choices to make regarding our needs and wants from a new administrator· a. Reduce our services and government, which may tend to diminish the community. b. Keep things exactly the same-- "When you are green you are growing -- when you are ripe you are rotting." c. Improve our opportunities. A very broad statement. could mean, "keep us on the right track, smooth out some bumps, accept change as it comes and be as positive as possible." Or, it could mean taking a very positive, pro-development stance. It Consider change in government from Council-Manager to Council-Mayor. This is one that is sure to raise some feelings. Remember, keep it in perspective. Following are some advantages: a. Someone local who knows the state and local government. b. A new pool of people as older company managers begin to retire and look for new ground. c. Stability -- The term of mayor is three years and additional if he does a good job and the people re-elect him/her. Following are some disadvantages: days? It could turn into a political job - what isn't these b. It could elect too radical a person -- that is what democracy is about. It could elect too conservative a person as well. -2- c. Mayors tend to have only two views -- One that covers the next five minutes and the other covers beyond five years. Talent is needed to see in between. 4. How about sticking with a manager? Remember, in Item 3-C, we talked about stability, three to six years. Do you know that communities in our position, having just lost a manager after a long successful run, face odds of better than 50/50 that they will can the next guy in less than one year? Think about how this Council has operated for the last several years -- complete trust in the Administration, and justly so. But was Council really setting policy at all times, or was the Administration really doing all the thinking and Council was just following dutifully along, not wanting to make waves? Remember, the fire truck auction? Or, how about the sewer plant? (Word comes to me now that we in all probab~lity, built the wrong system, paid too much for it, and as usual, got stuck by the engineering firm. Their headquarters office is not recommending this design any more.) Anyway, let's stick to matters at hand. Advantages: ae Could get a real good one. Proper educational background. Good experience - good with personnel. Understands politics - state - federal. No election battles. Council can fire at thirty-day notice (may have to pay off an unexpired contract). Disadvantages: a. Could get a bad one. b. Forged resume "remember." c. May have to fire manager and have to start all over. Meanwhile, City wallows around with no captain at the wheel and may flounder on the reef of apathy. How do we choose??? 5. Choosing the right City Manager After having gone through all the previous, and if we have truly decided we are headed in the right direction, it is now time to design the job description and be ready to present a written direction to the manager-potent so he will understand his expected day-to-day duties. What, you say? The City Manager job is defined .in the ordinance. Is it? Not hardly. Remember we haven't done this in nearly 13 years. We haven't even evaluated properly our city manager position in seven years that I know of. Again, please take no personal -3- offense at these remarks. Remember, everything has been okay up until now. Or has it? What's changed? We have new commissions and task forces, the City has grown, both in facilities and population. We have greater responsibilities and we have a $130 million corporation to operate 365 days of the year. The ordinances do not address responsibilities of the Administration to the new Economic Development District (the city has a representative on the Board of Directors). Nor does it address properly how to handle the Chamber Board meetings, Resource Development Council, AML, lobbying efforts, etc. All responsibilities of the Administration, or at least they should be. So, I am sure you will agree, an updated job description would be helpful. Who should write it? The Council should. After all, the manager works, for the Council. Suggestion: Now would be the time to sit down with the Administration and talk about needs, vision, procedures, and concerns surrounding the hiring of the new manager. After all, the manager may work for the Council, but the rest of the Administration works for and with the manager every day of the week. Their ideas rightfully should be included in the job description. 6. Manager Search. Well, we should just about be ready to look for the new manager. How do we do it? Remember, 'we have a $130 million corporation, approximately 7,000 people, .and lots of political decision making to do. If we blow the deal, we may have to fire the guy before a year is out and we are right back to square one. Suggestions: a. We go it alone and start the search. ~.. We do a local in-state search first. 2~ We get 40-50 applicants and try to come up with the right one. 3. We may not be satisfied, so we start again. b. We go it alone again. 1. We do a national search. 2. We get 150 applicants (we may very well see it happen). 3. We luck out and choose the right one -- home free. 4. Six months later the new manager's spouse decides this is not too great a place and we are back to square one. c. We evaluate our options -- Hire a professional head- hunter who comes in and looks over our entire operation. Talks -4- to Council individually and listens to staff. Reviews his list of potential and delivers to us three to five top people, pre- screened and willing to jump in with both feet. Will this work? Maybe, maybe not. However, it does Change the odds somewhat that we won't be back here next year starting all over. CONCLUSION: Please forgive the length of this letter. I may have overstated some situations, but again, I may not have. Whatever we do, we want to do it right, and if possible, right the first time. I sincerely believe that this decision we are about to embark upon is the most important decision that most of us will have made on behalf of our City. Let's don't screw it up! One final thought -- When we have finally hired our new city manager, he will need to be introduced to the community. Remember, part of his success and ours, as well, will be his interaction with the community and their acceptance of him. Each of us has a responsibility to him to introduce him to our constituency. Remember, the people each of you are most familiar with are not the same people I deal with most consistently. Think about our A/l-America City Civic Index -- clubs, organizations, chambers, politicians, garden groups, professionals, employees, and seniors. We are a diverse community. We all have our own little niche to fill. Good luck to us in our quest. May it be a most successful one. -5- '"What Councils want from Managers....but don't tell them #1 Unspoken Assun~tion: City Managers Hide Money! Theme: City Council members generally believe City Managers stash money away for various reasons. Rationale and tolerance for this activity seems to oscillate with how important the money issue is to that Councilmember. Council wants to know what discretionary money is really available. #2 Unspoken Assumption: Most City Managers have their own agenda....which is often placed in first priority before the Council agenda .... partlc-l~_rly when the Council agenda is unclear or div/ded. Theme: Most City Council assume the City Manager has a personal agenda that gets played out over time. Where a Council is divided or highly political, the Council perceives the Managers putting forth his/her own agendas .... thereby taking unfair advantage of Councils dilemma. "Councils & Managers", Mathls & Associates, Napa, CA 707/252-2151 #3 Unspoken In serving the public .... City Co-nciis don't acknowledge personality conflicts u an issue that affects their work with the ~er .... conflicts are usually expressed in other subtle ways. Theme: Fact: Councils that don't generally acknowledge conflicts cmn lead to a dysfunctional relationship with the Ci.ty Manager. It's generally framed as issues or philosophy differences. A majority of City Manager firings may result from City Council - City Manager personal conflicts such as hurt feelings, grudges, misunderstanding or expression differences. #4 Unspoken Assumpt/on.' I really want to choose my own Theme: Trust will be more easily given if the Council as a whole selects their own Manager. Commitment of new members to a current Manager can't be expected to be solid. Unless some buy in is given by the whole Council. Many election platforms have "change the Manager" or "administration" as a focal issue. This unsettled attitude must be closely examined as our budgets shrink and administrators come under scrutiny. "Councils & Managers", Mathls & Associates, Napa, CA 707/252o2151 2 #3 Unspoken Assumption: In serving the pubUc .... City Councils don't acknowledge personality conflicts u an issue that affects their work with the Manager .... conflicts are us~!~lly expressed in other subtle ways. Theme: Fact: Councils that don't generally acknowledge conflicts can lead ti) a dysfunctional relationship with the City Manager. It's generally framed as issues or philosophy differences. A majority of City Manager firings may result from City Council - City Manager personal conflicts such as hurt feelings, grudges, misunderstanding or expression differences. #4 Unspoken Assumption: I really want to choose my own City Manager. Theme: Trust will be more easily given if thc Council as a whole selects their own Manager. Commitment of new members to a current Manager can't be expected to be solid. Unless some buy in is given by thc: whole Council. Many election platforms have "change the Manager" or "administration" as a focal issue. This unsettled attitude must be closely examined as our budgets shrink and administra[ors come under scrutiny. "Councils & Managers", Mathls & Associates, Napa, CA 707/252-2151 2 #5 Unspoken Assumption: "It's a real l~tn to evaluate the City Manager .... we often have to look at ourselves." Theme: City Councils do not enjoy nor often complete, thoughtful clear evaluations of their City Manager. Thc best City Managers require Council to conduct a professional and thorough evaluation. Councils need guidance and standards to take them through the evaluation process. #6 Unspoken Assumption: "It's the City Managers job to present some difficult issues so "I don't lose face." It should appear a "no-choice decision." Theme: Some dyntunic issues are seen as totally losing to Councilmembers, with no good options. (i.e. raise taxes or cut services) Councilmembers expect City Mrmagcr to position some of those items as "no choice decisions." The basis for this need is not to antagonize nor cause rejection of voter supporters and friends. Others say "no guts." Councilmembers losing face will never forgotten if it is seen as avoidable, "Councils & Managers", Mathls & Associates, Napa, CA 707/252-2151 3 #7 Unspoken Assumption If a maverick council person continues to disrupt the team it is not the elected official who needs to resolve problem. It's the mimag_ers _lob! That's why the City IV~Anager is paid top dollar! Theme: Often controversial or maverick thinkers lead Councils into discussions, confrontations, or conflicts that seem unproductive, alienating the team effort and cause the decision making to be dysfunctional. The wish by many Councils is that the City M;mager will take those folks out behind the woodshed for a talk.. "Councils & Managers", Mathis &Associates, Napa, CA 707/252-2151 4 #7 Unspoken Assumption If a maverick council person conth~ues to disrupt the te~m it is not the elected official who needs to resolve problem. It's the mana~_ers _lob! That's why the City Manager is paid top doll~r! Theme: Often controversial or maverick thinkers lead Councils into discussions, confrontations, or conflicts that seem unproductive, alienating the team effort and cause the decision making to be dysfunctional. The wish by many Councils is that the City Manager will take those folks out behind the woodshed for a talk. 'Councils & Managers", Mathls & Associates, Napa, CA 707/252-2151 4 CITY COUNCIL Retreat Facilitation ASSISTING ELECTED REPRESENTATIVES IN EFFECTIVE COM~IUNICATION, DECISION MAKING, AND TEAM WORK DOES YOUR COUNCIL NEED: · IMPROVED COMMUNICATION? · CONFLICT RESOLUTION STRATEGIES',.' · ASSISTANCE IN RIGHTSIZING PERSONNEL AND SERVICES? · DEVELOPMENT OF VISION OR VALUES? · CLARITY OF PURPOSE & ANNUAL GOALS FOR CITY MANAGER & STAFF? · DEVELOPMENT OF INTERNAL OPERATING RULES? I Jl I Mathis & Associates Organizahonal Consulting Services & Retreat Focilitation for the Public Sector Northern California (707) 25 2-2151 3435 Valle Verde Dr. Napa, C,4 94558 Southern California (310) 318-2971 Why do Council Retreats with Mathis & Associates ? in their roles. · Al[ows i~fayor · E~ perienced i vi~)Iatio a of 0 Maximizes time to concentrate on a topic. Improves interaction and working relationships among the Council. Provides a process for maximum effectiveness in deciding issues. Promotes objectivity and optimal learning for Council members' improvement Allows Mayor and City Manal~er to interact actively as participants. Experienced facilitators in public sector issues protect participants from any violation of the Brown Act. EffectiveIy introduces new Council members to the team. 0 0 ~Voter Issues New Challenges of Council The job of the City Council is becoming more complex and will require new strategies to face a myriad of new problems. Term Limitations. new leadership, and increased economic pressures demand new solutions and processes. One of the best strategies developed for meeting these challenges is regular and facilitated retreats or study sessions to develop a process for decision mal~ing, conflict resolution, and planning. We recommend facilitated sessions to actively and positively deal with all of the challenges of City policy development in a changing time. Mathis & Associates Council Retreat Facilitation Retreat Topic Examples Internal operating rules · Facilitated decision.making process · Conflict-resolution · Enhanced communication skills · Rightsizlng the organizatlo:n · Joint meetings of Council with: staff, school boards, community groups, or boards Mission and values development Strategic Planning City Manager, Clerk, or City Attorney Evaluation Annual goal setting Informal discussion of critical issues in study session atmosphere "THE BEST RETREAT IS WELL PLANNED" Retreat Preparation Checklist Facilitator or City Manager wiIl: Interview all Council members and/or City Manager for input and ideas for pinpointing issues/goals Collect and review all past material pertinent to the retreat issues for the Council Prepare the agenda Select the retreat site, atmosphere, and dates Prepare public notice of the meeting Make the decision on attendees with the Council; i.e., City Attorney, Clerk, Boards, or Department Heads Mathis & Associates Council Retreat Facililation /' .l~J~,,,..D for your facilitated retreat will be determined by the process selected and preparation necessary to provide a quality experience for each Council member and City Manager. As a proces ~ is defined, a cIear quote will be offered and a consultant/facilitator selected by the client. HOW TO SCHEDULE Designated Council member or City Manager may initially contact Mathis & Associates. A decision wiI~ be made on format, fees, and schedule dates. In some cases, the consultant may present ideas in person for discussion with the Council. Manager, or subcommittee. CONSHLTANTS Mathis & Associates provides an experienced group of public sector consultants from which to sele{ t. CounciIs may select from ia wide variety of bacl~rounds and expertise, depending on the requirements. We beIieve personal blend and style is an important ingredient to your successful retreat. Our personalized responses wiiI become our trademarl~ with each City Council client. We encourage Councils and City Managers to conumt our past references regarding the quaiity of our service and product. Partial Council Client List Palm Springs [Jnion City t:r es n o ttartford, CT Visalia Boards of Supervisors City of Napa Santa Clarita Ventura St. HeIena Airport Boards San Clemente Palos Verdes Estates Lll~iah Water District Boards Tr,msportation Commissions Mathis & Associates Northern California (707) 252..2151 Southern California (310) 318-2971 · Eclual Opportunity ContTactor TO: FROM: 1791 - 1991 CITY OF KENAI 210 FIDALGO KENAI, ALASKA 99611 TELEPHONE 283 - 7535 FAX 907-283-3014 MEMORANDUM Councilmembers City of Kenai John J. Williams, Mayor~~/ City of Kenai I ENA 411-America City DATE: December 7, ]_992 RE: NATIONAL LEAGUE 0t;' CITIES CONFERENCE Trip Report I am pleased to report to you on the results of at least a portion of the National League of Cities (NLC) Annual Meeting. The conference as a whole, was a good one and was well attended. There was a breakdown in decorum during the final general session as a result of resolutions on gay rights, gun bearers rights, states' rights, etc. ~he inability of the chair to get control lead to the longest final session I have attended in my seven years at NLC. Alaska was represented by six delegates, including Fairbanks, Anchorage, Kenai, and Juneau. Kent Swisher, AML Executive Director, was also in attendance. We were fortunate in that Mr. Swisher was elected to the NLC Board of Directors. During the conference, I attended meetings pertaining to the new federal ISTEA Program, cable TV regulations, community and economic development. Most importanti[y, I spent a great deal of time in two separate sessions dealing with city managers: hiring, keeping, loosing, and firing same. I also spoke with some very p~ofessional people in this field. I will present my thoughts on our hiring of a city manaqer under a separate report. Highlights ,of the conference included changes in the policy statement that encourages cities to develop individual parental/medical leave policies. The encouragement here is that government should "lead the way in this area." Parental/medical -1- leave policies should include provisions for spousal support during and after child delivery, children's support of elderly parents during critical periods of illness, and parental leave for support of children's educational activities. The latter must be carefully formulated so that it will not cause concerns to the employer while allowing parents to attend such things as parent-teachers conferences (report card and counseling periods). We will see more of this matter as President Clinton begins to implement his "family agenda for the 90's." At the next. council meeting, I will ask Council to direct the Administration to prepare a cost benefit analysis and to prepare a "draft" parental leave policy, both of which should be before Council by the second meeting in February. In other areas, NLC is urging faster implementation of alternative energy sources, especially in transportation and power generation. General Motors was showing off its new electric car, the "IMPACT," top speed 75 mph, 0 to 60 mph in eight seconds, and a practical range of 80 miles. Recharge time is three hours. Additionally, I involved myself in discussions regarding SDWA "drinking water." NLC Resolution No. 17, passed by the body, calls for waiving mandated requirements for cities with a history of good water and total repeal of legislation mandating regulation of 25 new contaminants every three years. As usual, I believe a great .deal of good comes from these conferences and I urge Council to continue to allow the City to participate~ I have left with the Clerk, two copies of our amended policy statement and passed resolutions. Please take a moment to stop by and review them. The results of this conference will be presented to Congress at the annual meeting in Washington, D.C. in March. Thank you for your time and patience. JW/clf -2-