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HomeMy WebLinkAboutStudy Session Agenda Packet 01-06-14STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO January 6, 2014 6:30p.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge . Call Heather Geyer, Administrative Services Director at 303-235-2826 at least one week in advance of a meeting if you are interested in participating and need inclusion assistance. PUBLIC COMMENT ON AGENDA ITEMS APPROVAL OF AGENDA 1. Governance & Leadership Excellence Seminar-Carl Neu 2. Review of Council Rules 3 . City Council Technology Upgrades-Tablets 4. Back-in Parking on 38th Ave . 5. Elected Officials' Report(s) ~ ~ ' .( ... # ., City of • ~Wheat&_dge ~OFFICE OF THE 01Y MANAGER TO: FROM: DATE: SUBJECT: Memorandum Mayor and City Council ()}. Patrick Goff, City Manager 1JIJ' December 30, 2013 Governance & Leadership Excellence Seminar ~+em I. Carl Neu ofNeu & Company has been hired by the City to conduct a City Council orientation seminar entitled "Governance & Leadership Excellence -Advancing to the Future." Mr. Neu, author and consultant, is recogni z ed nationally as an authority on, and an experienced practitioner of, the theory and application of governance and leadership to city councils and county boards, local government managers , and community leaders. Attachments 1. Appendix A-10 Habits ofHighly-Effective Councils, Carl H. Neu, Jr. 2. Appendix B -Neu & Company Business Summary 10 HABITS OF IDGHLY-EFFECTIVE COUNCILS Carl H. Neu, Jr. Lakewood, Colorado APPF.NOTX A Local government operations directly affect our daily existence and experiences and the quality of life we perceive we have within our communities. No local government deserves, nor should its citizens tolerate, councils and elected and appointed public officials who don't exhibit extraordinary effectiveness, integrity and competence in leading their community's public institutions. Thomas Cronin, a recognized authority on public policy, defines leadership as, "making things happen that might not otherwise happen, and preventing things from happening that ordinarily might happen. It is a process of getting people together to achieve common goals and aspirations. Leadership is a process that helps people transform intentions into positive action , visions into reality." The quality ofleadership effectiveness demonstrated by a governing body and its ability to be highly-effective are not attributes bestowed upon it by a swearing-in ceremony. They are the result of disciplined adherence to a set of fundamental principles and skills that characterize highly-effective councils. Listed below are 10 "habits" of highly effective councils based upon the author's observations of hundreds of city, county, special service district and school district councils over the last thirty years. 1. Think and Act Strategically A governing body's primary responsibility is not just to make policy or do its "Roman Emperor" routine (thumbs up or thumbs down) on agenda items at public meetings. It is to determine and achieve citizens' desires for the community's future. Councils and their administrative teams must accept responsibility for shaping the future of the community by expanding their mental horizons to identity and meet the challenges that must be addressed through decisive leadership and goals for the attainment of that future. A strategic leader always comes at you from the future and takes you "back to the future" from the present. This leadership adventure starts with vision, and evolves to defining the strategic issues that must be addressed and mastered to achieve the vision. The next step is the development of long-range goals that address these strategic issues and which provide decision- making and budgetary focus for the successful implementation of these goals. Living from one annual budget to another, and from one meeting to the next, condemns your community and its future to happenstance and reactionary decision making and policy creation. For this reason, polls show an overwhelming majority of citizens want important issues affecting their lives to be decided at the local, "home town" level. Here, they expect leadership, sound thinking, decisive action, and accountability for results. ©Neu and Company and the Center for the Future of Local Governance, 1997 ,2002 , 2012 . All rights reserved. 2. Respect "shared constituency": what do the people need? No city, town, county , local government jurisdiction or non-governmental community entity is an island. The actions and decisions of any one affects all others. But, there is an even more profound reality: most governmental jurisdictions and non-governmental entities overlap in representing and providing service to the same people, i.e., shared constituencies. For example, any given citizen is represented and served simultaneously by the federal , state, county, and city governments plus the school district , special purpose districts , neighborhood associations , chambers of commerce, newspaper publishers, non-profits , etc. These governments and community entities usually see themselves as separate institutions , often with conflicting and competing agendas rather than as components contributing in a coordinated and integrated manner to seamless service delivery meeting the citizens' needs. Frequently , local governments and community entities operate as special interests advocating their particular institutional needs and prerogatives They fail to define how a public service category meeting the needs of a community of shared constituents (public safety, land use planning and growth management, transportation , community development , human services, health care , education, etc .) is defined and functions in a seamless manner with each jurisdiction and entity ensuring its appropriate contribution to the effective and efficient performance of the whole service system. An example of a service category system is roads. A citizen expects to be able to get from point a to point b on good quality roads that make this possible. That citizen does not want to think, nor cares about, "whose road am I on now ; a federal , state, community or city road?" To that citizen "roads are roads" and it is up to all the government entities to make the system work! The same for public safety, and all services. When a sheriffs deputy can not communicate with a city police officer due to different radio systems and frequencies , it is a service system breakdown which doesn't meet the citizen's need for seamless effective service. Effective councils recognize they must horizontally (local government with local government with community entities) and vertically (local government to federal and state government) coordinate and integrate to ensure citizens' needs are met. They also recognize that collaboration and integration work best if it originates at the local government, city and county, level. It is at this level where needs are best defined and responded to by service providers. In reality , all government, as it touches peoples' daily lives and existence, is local. 3. Understand and Demonstrate the Elements of Teams and Teamwork Councils by law , exist and have authority only when their members convene as a "body" to do business . Each member is a component of a corporate being which must speak, act , and fulfill its commitments with one voice , in a mature , effective and reliable manner. Councils are collections of diverse individuals who come together to constitute and act as an entity, and only when operating as that entity do they exercise authority and perform in fulfillment of their purpose. This is a classic definition of team . Carl Larson and Frank LaFasto , two preeminent authorities on teams and teamwork, define team as an entity comprised of two or more people working together to accomplish a specific purpose that can be attained only through coordinated activity among the team members . In short, a team is an entity that exists to fulfill a specific function , or purpose, made up of disparate , interdependent parts (individuals) who collectively achieve a capacity that none of its members could demonstrate , or has the authority to fulfill individually. Teams always have two components that one might call their "S" components: systemicness and sy nergy. All teams are systemic, by definition, being made up of interdependent parts (people) who affect each other's performance and that of the team. Synergy is the ability to achieve an effect, when working together as a team , that is more than the sum of the team members ' individual efforts. While all teams are systemic, relatively few are synergistic unless their members understand , master and demonstrate the fundamentals of teamwork which are: • a clear sense of purpose and goals; • clearly define roles and relationships that unite individual talents and capacities into team performance ; • an integration of members who have basic technical , interpersonal, and rational decision making competence ; • a commitment to team success and quality performance ; • a climate of trust, openness , and mutual respect ; • clear standards of success and performance excellence; • the support, resources and recognition to achieve success; and • principled and disciplined leadership. Highly-effective councils spend time building their sense of being a team and their skills for productive teamwork. 4. Master Small Group Decision Making Most local government councils are classic small groups, with fewer than a dozen members. Small groups demonstrate certain skills and behaviors that "link" their members together. They also have clearly defined processes for making decisions in fulfillment of that group's purpose. Figure 1 summarizes the "skill sets" essential to small group effectiveness. EFFECTIVE Small Group Decision-Making I Interpersonal Skills Task Skills Rational Skills The ability to work and Knowledge to do a job Ability to deal with issues interact with others and problems rationally I I I •Listening to /understanding of • Knows form and role of • Selecting and prioritizing the views of others organization issues to be addressed •Constructively confronting • Knowledge of law, policies • Analysis of is s ues and related and resolving differences and procedures facts • Supporting others and • Civility and manners • IdentifYing objectives - showing respect for their ideas • Professional-technical outcomes • Participating actively in knowledge • Considering alternative discussions strategies/courses of action • Taking '"time outs" to discuss • Assessment of obstacles and how well group members consequences interact with each other • Consensus deci s ion making • Eva luation & follow-up Figure I: Effective Small Group Decision-Making 5. Have Clearly Defined Roles and Relationships Each team member's contribution to the team's efforts and success must be defined in terms of roles to be assumed (functions) and how that role is to be carried out through one's behavior (performance). Role has two elements: function, the specific responsibilities of that role, irrespective of incumbency; and performance, how one occupying the role is expected to behave and fulfill his/her responsibilities. Most councils, whether through charter, statute or ordinance, have clear definitions of their function. The performance component must be defined within the team through discussion and mutual definition of those behaviors and practices expected of the governing body's members in the conduct of their duties and interactions. Vince Lombardi when asked , what makes a winning team, replied, "start with the fundamentals. A player's got to know the basics of the game and how to play his (her) position. The players have to play as a team; not a bunch of individuals. The difference between mediocrity and greatness is the feeling the players have for each other," (relationships). Teams talk about and define expected roles and relationships and give constructive feedback to their members on the degree to which they are fulfilling these expectations . 6. Honor the Council-Staff Partnership We have all heard the popular phrase, "the governing body makes policy, staff implements policy". This is a total misconception of reality. Policy making and policy implementation are not distinct and separate functions. Policy making-implementation is a continuum of thought and relationships that transforms ideas and abstractions (visions, policies, goals , and plans) into defined, observable ends or outcomes (results , programs , projects, deliverable services). Council members and staff share this continuum as partners ensuring each other's success. Each person plays an important role in creating sound policies and ensuring their effective implementation through reliable administrative practices and performance. Figure 2 depicts this partnership and continuum. CO UNC IL 'S S PH ER E •Factors •Values •Gratification p 0 L I c y B 0 A R D GOVERNANCE-POLICY PROCESSES A continuum -int eraction G A 0 D A M M ;,, M L I A ··.l······ ·······s····· ... p N N s I ······O I A ...... s s R L ·. G \. T I E I ··.R .... E 0 s c A ... ····-.. ~ N u y T E··· .. ·· .. L r N T 0 T s N Figure 2: Council-Staff Partnership A D M IN A D M I N I s T R A T I 0 N A DMfN/MG R SPH ERE taff-lmplementor •Performance Issues •Values-Expertise •Gratification To what degree is this partnership understood , discussed , and respected by council members? John Carver, a widely acclaimed author who writes about councils that make a difference, describes this partnership as one in which councils define what needs are to be met and ends (outcomes) achieved. He believes that councils should allow staff, within council-established limits, to define the means for achieving these ends. He sees a council-staff linkage that empowers staff to do its tasks and be evaluated on the results produced. The council-staff partnership functions best when it is vision-driven and goals based. Councils that accept and abide by this partnership focus their energy on establishing vision and goals, good policy, and empowering effective staff performance. Those that do not do this, frequently fall prey to micromanaging; that is, they perceive a need to become involved in, or retain approval over, staff activity and plans. A critical element and important council task in this partnership is the evaluation of the manager or administrator, based upon clearly defined goals, policies, and established guidelines on executive performance. 7. Allocating Governing Body Time and Energy Appropriately Time, especially to elected officials, is a critically precious and limited, commodity. The typical council operates as a governing body, providing governance, for relatively few hours; usually less than 200 hours annually, as compared to the typical 2400+ hours per work year for senior administrators. How councils allocate and use their time is vital to their leadership effectiveness and performance. Councils, like teams, "play" in a number of settings or "arenas" to achieve overall, peak performance. There are four council-staff arenas, and each must be appreciated for its purpose and contribution to a council's effectiveness. • Goal-setting (retreats or "advances") • Exploration and analysis (study sessions) • Disposition/legislation (regular public meetings) • Community relations (interactions with constituencies and other agencies) Figure 3 identifies the purpose, typical setting, focus, and key characteristics of each arena. All four arenas are essential to highly-effective governing body's fulfillment of its leadership, policy making, goal setting, and empowering responsibilities. ARENA GOAL-SETTING EXPLORATION & DISPOSITION-COMMUNITY ANALYSIS LEGISLATION RELATIONS Purpose • Establish vision • Understanding • Official action • Interaction with • Explore potentials the issue(s) • Vote on items constituency- • Set goals • Problem -Resolutions citizens • Direction/Priorities identification -Ordinances • Building alliances -Community • Selecting "best • Public input • Outreach-! iaison -Services options" • Mobilization of • Coordination with -Staff action • Building support other entities -Budgets commitment Retreat/ Advance Study Session Public Numerous Typical Setting -informal off-site -conference room -formal council -diverse formats Workshop meeting in chambers • Future of county, • Developing • Agenda -formality • Communication Focus city/community knowledge for • "Show"' of • Problem solving • Evaluation of decision making authority • Collaboration - -Needs • Sorting of options • Ratification/ coordination -Trends • Examine Adoption • Partnership -Strategic issues consequences • Political pressures • Acting as a • Community desires • Set strategies • Psychological community & values • Ability to make needs • Leadership competent & informed decisions Key Characteristics • Informality • Council-staff' • Formal meetings • Being "outside" city • Sharing of options dialogue • Rules and hall • Open dialogue • Questioning -procedures • Responding to • Creative thinking testing of ideas • Public requests • Humor -adventure • Information input/involvement • Joint ventures • Face-to-face/Group exchange • High visibility • Interagency activity interaction • Negotiating -• Pressure/advocacy • Multiple interaction consensus building from groups modes and • No voting • Voting communication • Face-to-face/group • Group interaction techniques interaction Figure 3: Arenas for Council-Staff Performance Highly-effective councils will hold at least one goal-setting retreat or "advance" annually. They also will hold two study sessions monthly, usually between regularly scheduled public hearings. Here they confer with staff and other experts on significant items under consideration requiring eventual official actions. While these study sessions are open to the public, as observers, the public should not participate in the council-staff dia logue. Many counci ls short- change this arena, pushing the opportunity for learning into the formal public hearing, which is not designed to promote much in-depth analysis of complex issues. The arena of disposition/legislation is designed to get to a vote, not promote careful analysis of complex issues. The fourth arena, community relations , is becoming more important. It is rapidly transforming the role of council and how it spends its time. Communities today are more dependent upon sophisticated alliances and partnerships among groups , public and private entities. All jurisdictions are subject to multiple , profound changes in how public officials operate as they deal with complex multijurisdictional and regional issues and the growing popularity of citizen democracy and community renewal. Today, the community arena requires more time spent in interactions outside city hall and puts greater time pressure on mayors and council members. 8. Have Clear Rules and Procedures for Council Meetings Council meetings exist for the purpose of doing council 's business. Literature on how to conduct effective and productive meetings specifies the need for adherence to clearly defined rules and procedures. Many councils , however, drift from these rules and procedures in pursuit of informality, collegiality, and "just being nice." They let their meetings drone on with lack of focus , redundant comments and endless discussions. Rules and procedures do not preclude citizen input, courtesy or sensitivity to public concerns and viewpoints. They respect all these elements and the necessity to conduct business in an orderly, disciplined and productive manner. 9. Get a Valid Assessment of the Public's Concerns and Evaluation of the Council's Performance Elections are contests among individuals vying to become a member of the council. They are not valid , objective assessments of the public's feeling about the quality of council's performance as a governing body and about whether or not it is addressing issues effectively. Highly-effective councils seek feedback through a number of proven market research tools such as focus groups, surveys and questionnaires . Typically , the phone calls a councilmember receives , or the comments made in public hearings , are not valid or accurate reflections of the entire community 's sentiments about issues and council 's performance. "Market research feedback " should be ongoing and included in the annual goal setting retreat or advance. 10. Practice Continuous Personal Learning and Development as a Leader Leaders read , attend workshops , and constantly seek information, understanding and insight. Highly-effective councils are comprised of members who honestly know they don 't know it all. They take advantage of the myriad opportunities to learn and perfect their skills by reading , going to state and national municipal league workshops , and every forum that can expand their skills to lead and govern well. A highly-effective council also learns as a council. It works closely with the manager to improve its leadership skills and the council-manager relationship. Councils should assess objectively their performance relative to each of the 10 habits. This assessment should include the observations of council members, the manager, key department heads, and selected members of the community who have occasion to work and interact with council. Council should then decide where gains can be made and then set up the opportunity through council workshops and other forums to learn the skills to make these gains. A former Mayor, Margaret Carpenter, and the City Manager of Thornton, Colorado, started a process with the council incorporating these 10 habits as the means to increase council's leadership skills and effectiveness. The process started with council conducting a careful reexamination of the city's mission and the role council must assume to ensure fulfillment of that mission. Next, council, in discussions with the city manager, made a commitment to leadership innovation and excellence that focused on long-term and strategic issues vital to the community's future. The process involved advances, close attention to community feedback through focus groups and surveys, and frequent self-evaluation of council's and staff's performance and sense of partnership. Council now holds multiple advances each year to define and validate its strategic perspective and policy leadership. Council skill development workshops accompany these advances and focus on defined needs identified by council. Council takes specific "time-outs" to evaluate how it functions as a team within council, with staff, and with the community. The continuous quest for effectiveness always starts with the question "Is there more we should be doing" to improve our leadership performance and ensure a quality future for our community? "The entire process has helped council identify those issues essential to achieving our community's goals and building collaborative relationships with citizens and city staffto sustain agreement on the goals and the critical steps the entire community must take to attain these goals. The result is a community of partnerships all focusing on the city's vision and using its combined resources to become the city it wants to be in the future. There has been a real breakthrough achieved in the amount of creative energy that is moving the city forward." Numerous other councils engage in a similar process as they hone their abilities to deal with highly complex and rapidly changing community needs and challenges. The last, and probably most important, point: Keep your sense of humor. Governance is a serious business dealing with the vital issues affecting our communities and the quality of life we experience within them. Humor reduces friction and stress, lets others know that we and they are human, and brings a pause that refreshes our insight and commitment. It is essential to creating and maintaining good relationships. Every community deserves nothing less than a highly effective council that embraces accountability for the community's performance in creating its future and in effectively addressing, in the present, those challenges vital to attaining that future. That is what is at stake: our communities' future. With few exceptions, every council can be highly effective and can provide strong leadership, but to become effective will require a good governance model and disciplined adherence to the fundamental habits of effectiveness. PM Carl Neu, Jr., is executive vice president of Neu & Company, Lakewood, Colorado . All rights reserved to Neu & Company and th e Center for the Future of Local Governance, 2002, 2012. Revised 211 /2012 APPENDIXB CARLNEU Carl Neu Carl Neu , author and consultant, is recognized nationally as an authority on, and an experienced practitioner of, the theory and application of governance and leadership to city councils and county boards, local government managers, and community leaders . He also, since 1971 , has been a consultant to private, non-profit, and local-government organizations on strategic leadership planning and performance. In the public sector Carl has worked with over 600 local government entities, state and national municipal and county associations since 1976 . Additionally, he is an experienced government official having served on the Lakewood , Colorado, city council and as chair of the city 's charter commission. He also serves on the Lakewood Public Building Authority and served as President of the Authority from 1983 until 2009. Carl 's teaching affiliations include having been a lecturer at the University of Colorado 's Graduate School of Public Affairs, a faculty member at its Center for the Improvement of Public Management, and a faculty member for the Rocky Mountain Institute for Public Officials. He also served as a faculty member for the University of Arizona 's Local Government Leadership institute. Carl's professional expertise focuses on development of those strategic leadership, policy development, long-range planning and teamwork skills required of elected and appointed local government officials and community leaders. These skills are necessary for effective performance in dealing with the forces and popular trends that are redefining government and governance, especially at the local level. Carl also has concentrated his efforts on the future of local governments and preserving their authority within the local-state government relationship . During the last four years, he has presented keynote addresses and workshops on the future of county and municipal governments for the National Association of Counties (NACo), and city and county associations in the states of Colorado, Florida, Washington , Oregon , Montana, Texas, Minnesota, North Carolina, Wisconsin and Wyoming. He is a graduate of the Massachusetts Institute of Technology, and has an M.B.A. from Harvard University . Neu & Company Neu & Company provides consultation services, workshops and conferences, and professional programs to improve the service delivery performance of private sector entities, non-profit organizations and local governments, through the development of the professional leadership and strategic thinking and action skills of their policy-making boards, executives, and employees. The Center for the Future of Local Governance™ This division of Neu and Company focuses on the development and dissemination of those strategic leadership, policy development, long-range planning and teamwork concepts and application techniques that can "awaken the best" in elected and appointed local government officials and community leaders. These insights and skills are necessary for effective performance in dealing with the forces and popular trends that are redefining government and governance, especially at the local level , during the 21 st Century. R: 4 .12 .2012 I ... ~ ~ .. r City of .. ~Wheat&_dge ~OFFICE OF THE CllY MANAGER TO: FROM: DATE: SUBJECT: Memorandum Mayor and City Council ~ Patrick Goff, City Manager W December 30, 2013 Review of Council Rules 51em2 . City Council 's Rule s of Order and Procedure were last updated on April23 , 2012. The Rules require that "these Rules will be reviewed by Council within three months of an election ... " The la st City election was on November 5, 2013 ; therefore, the Rules must be re viewed by City Council before February 5, 2014. Attachment 1. Rules of Order and Procedure, updated April23 , 2012 TABLE OF CONTENTS AUTHORITY ............................................................................................................ 3 GENERAL RULES .................................................................................................. 3-4 ABSENCE FROM MEETINGS ............................................................................ 3 RIGHT OF FLOOR .......................................................................................... 3 ELECTED OFFICIALS' MATTERS ....................................................................... 4 CITY ATTORNEY ............................................................................................ 4 CITY CLERK .................................................................................................. 4 PARLIAMENTARIAN ........................................................................................ 4 TYPES OF MEETINGS ............................................................................................ 4-6 MEETINGS .................................................................................................... 4 ADJOURNED MEETINGS ................................................................................. 5 EXECUTIVE SESSIONS ................................................................................... 5 INFORMAL MEETINGS ................................................................................. 5-6 ATTENDANCE AT MEETINGS OF OTHER ORGANIZATIONS AND SOCIAL GATHERINGS ................................................................................................ 6 CHAIR, MAYOR PROTEM AND THEIR DUTIES .......................................................... 6-7 CHAIR ......................................................................................................... 6 MAYOR PROTEM ........................................................................................ 6-7 PRESERVATION OF ORDER ............................................................................. 7 POINT OF ORDER .......................................................................................... 7 ORDER OF BUSINESS AND THE AGENDA ............................................................... 8-11 ORDER OF BUSINESS .................................................................................... 8 AGENDA .................................................................................................... 8-9 AGENDA ITEMS ........................................................................................ 9-10 PUBLIC HEARINGS ...................................................................................... 10 ORDINANCES ON FIRST READING ................................................................. 10 TIME OF ADJOURNMENT .............................................................................. 10 ORDINANCES, RESOLUTIONS, AND MOTIONS ................................................ 11 RECONDIDERATION ................................................................................ 11 CITY ATTORNEY TO APPROVE .................................................................. 11 CITIZENS' RIGHTS ............................................................................................ 11-12 CITIZENS' RIGHT TO SPEAK ..................................................................... 11-12 CITIZENS' RIGHT TO SPEAK ON AGENDA ITEMS ............................................. 12 WRITTEN COMMUNICATIONS ....................................................................... 12 SUSPENSION AND AMENDMENT OF THESE RULES ..................................................... 12 SUSPENSION OF RULES ............................................................................... 12 AMENDMENT OF RULES ................................................................................ 12 REVIEW ..................................................................................................... 12 APPROPRIATIONS ................................................................................................. 13 2 RULES OF ORDER AND PROCEDURE FOR THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE COLORADO AUTHORITY: The Charter of the City of Wheat Ridge provides that the Council may determine its own rules of procedure for meetings. The following set of rules shall be in effect upon their adoption by the Council until such time as they are amended or new rules adopted in the manner provided by these rules. GENERAL RULES A. ABSENCE FROM MEETINGS: In the event that a Council Member is absent from a meeting, the member shall notify the City Clerk, and the City Clerk will duly notify the City Council at the beginning of the meeting why said Council Member is absent. B. RIGHT OF THE FLOOR: 1. The presiding officer must first recognize each Council Member requesting to speak on an agenda item unless limited by a motion to limit debate or for calling the question. 2. Speakers shall confine themselves to the question under discussion. All discussion must be germane to the agenda item. 3. Members of Council shall avoid personal attacks and refrain from impugning the motives of any member's argument or vote. 4. Each Council Member shall have the right to speak two (2) times for up to five (5) minutes each time to ask questions on each agenda item. Answers to questions will be included in the time and the time will not be cumulative. Before a vote, each Council Member shall have an additional three (3) minute period to make a summation. 5. No Council Member shall be allowed to speak more than once upon any one agenda item until every other member choosing to speak thereon shall have spoken. 6. Once a vote has been taken, there shall be no further discussion on that motion or Agenda Item unless a motion to reconsider is adopted. 7. In the event of an amendment, the maker of the amendment shall have one (1) three (3) minute period to make the amendment and speak to the amendment. All other members of Council shall have one (1) two (2) minute period to speak to the amendment. 3 C. ELECTED OFFICIALS' MATTERS: This is the time that elected officials and staff may make comments on any subject. Time limit per elected official and staff will be five (5) minutes. D. CITY ATTORNEY: The City Attorney, or acting City Attorney, shall attend all meetings of the Council unless excused by the City Council and shall, upon request, give an opinion, either written or oral, on the question of law. E. CITY CLERK: The City Clerk, or designated representative, shall attend all meetings of Council and shall keep the official minutes. F. PARLIAMENTARIAN: 1. The Mayor Pro Tern shall also function as the Council Parliamentarian. 2. The Parliamentarian shall advise the Chair and members of Council on parliamentary rules. TYPES OF MEETINGS A. MEETINGS: 1. The Council meets in the Municipal Building for Business, Study, Adjourned, and Special Meetings, unless otherwise specified. 2. Council Business Meetings are held the second (2 nd ) and fourth (4th ) Monday of each month at 7:00 PM unless otherwise specified. 3. Study Sessions are the first (1 st ) and third (3 rd ) Monday of each month at 6:30p.m., unless otherwise specified. 4. Study Sessions shall be for the purpose of discussion of concepts and ideas. No formal business shall be conducted. Consensus votes during all Study Sessions are non-binding, and unless the issue is disposed of at a Business, Adjourned, or Special Meeting, may be amended or reconsidered in that or any future Study Session. 4 a) Public comment will be allowed at the beginning of a Study Session for only those items on the agenda and each speaker is limited to a maximum of three (3) minutes. B. ADJOURNED MEETINGS: Any Meeting of the Council may be adjourned to a later date and time, provided that no adjournment shall be for a period longer than the next Council Business Meeting. C. EXECUTIVE SESSIONS: 1. The Council may meet in Executive Session on a vote of a majority of City Council in a regular business meeting (Charter-Sec 5. 7). 2. No notes may be taken during an Executive Session except by the City Clerk and/or City Attorney. 3. If at any time during the session, a Council Member feels that a matter is being discussed other than that stated, that member should so state and may request that the session be terminated. Upon consensus vote of Council Members present, the session shall be terminated. D. INFORMAL MEETINGS: 1. Five (5) or more members of Council may attend informal meetings held for the purpose of acquiring information and discussion topics provided that public notice of the meeting is posted in the location establishing for posting of all Wheat Ridge meetings at least 72 hours prior to the meeting, listing the topic of the meeting, its location, time, and date. The location of this posting shall be the bulletin board outside the City Court room in City Hall. a) Copies of the notice shall be given to all City Council Members, the City Clerk, at least 72 hours before the meeting. b) The City Clerk is responsible for the posting of the Meeting. 2. Any THREE or FOUR Council Members may attend informal meetings held for the purpose of acquiring information and discussing topics. SUCH MEETINGS MUST BE OPEN TO THE PUBLIC, BUT NO NOTICE IS REQUIRED UNLESS FORMAL ACTIONS WILL BE TAKEN. 3. Meetings involving no more than two Council Members, whether in person or by telephone, shall not be subject to any of the requirements in this Rule. 5 4. In no event, shall any vote or other action or decision be taken. This Rule (D) ( 4) shall not apply to standing Council Committees. 5. All Meetings shall be open to members of the public and the press. E. ATTENDANCE AT MEETINGS OF OTHER ORGANIZATIONS AND SOCIAL GATHERINGS: 1. The purpose for this rule is to permit the City to be represented by its elected officials at meetings of other groups or organizations, including, without limitations, intergovernmental organizations, neighborhood organizations, business and service organizations, and other organizations or groups with whom the City has a relationship. 2. Any member of Council and the Mayor may attend meetings of other groups without prior notice, provided however, that any such meeting, if attended by three or more members of the Council, is open to the public, pursuant to Section 24-6-401, et seq., C.R.S. 3. Social gatherings, at which the discussion of public business is not the central purpose, shall not be subject to any of the requirements of Rule E. CHAIR, MAYOR PROTEM AND THEIR DUTIES A. CHAIR: 1. The Mayor shall preside over the meetings of the Council. 2. In the absence of the Mayor, the Mayor Pro Tern shall preside. B. MAYOR PROTEM 1. At the first or second business meeting in November of each year, the Council shall nominate and elect by motion upon a majority vote, a Mayor Pro Tern who shall serve until their successor is elected. The procedure shall be as follows: • The presiding officer will announce that the floor is open for nominations for the position of Mayor Pro Tern. • Nominations will be taken from City Council Members by voice. No second is needed. 6 • Each nominee will have the opportunity to address the Council. The order of address and length of time may be determined in advance by the Council. • Each Council member will mark the paper ballot (provided by the City Clerk in their agenda packet) with the name of the nominee they wish to vote for and fold the paper in half to ensure secrecy. • The City Clerk will collect the ballots, tally the results, and return the written name of the majority vote receiver to the presiding officer, who will announce the highest vote getter. • In the event of a tie, the Mayor will cast a paper ballot, to be delivered to the City Clerk for inclusion into the election tally. • A Motion and second is then in order to elect, by acclamation, the highest vote getter to the position of Mayor Pro Tern. The Council is encouraged to confirm the nomination unanimously; however, Council Members are not required to vote for this person. If the motion is not carried, additional motions are in order until a Mayor Pro Tern is elected by a majority of Council. 2. If presiding, the Mayor Pro Tern shall have the voting privileges of a regular Council Member. 3. The Mayor Pro Tern's duties shall include reviewing and setting the Agenda on Wednesday prior to Council Meetings and determination of emergency items at Council Meetings. The Mayor Pro Tern shall have the authority to pull any item off the Agenda with the exception of an item placed on the Agenda by two (2) Council Members. 4. The Mayor Pro Tern shall arrange for, and coordinate the orientation of all newly elected officials within two months after the election. C. PRESERVATION OF ORDER: The Chair shall preserve order and decorum, prevent personal attacks or the impugning of members motives, confine members in debate to questions under discussion, be responsible for conducting meetings in an orderly manner, assure that the minority opinion may be expressed and that the majority be allowed to rule. D. POINT OF ORDER: The Chair shall determine all Points of Order, subject to the rights of any Council Member to appeal to the Council. 7 ORDER OF BUSINESS AND THE AGENDA A. ORDER OF BUSINESS The general rule as to the Order of Business in regular Council Business Meetings is stated thus: • CALL TO ORDER • PLEDGE OF ALLEGIANCE • ROLL CALL • APPROVAL OF MINUTES • PROCLAMATIONS AND CEREMONIES • CITIZENS RIGHT TO SPEAK • APPROVAL OF AGENDA • CONSENT AGENDA • PUBLIC HEARINGS, ORDINANCES ON SECOND READING, FINAL SITE PLANS • ORDINANCES ON FIRST READING • DECISIONS, RESOLUTIONS AND MOTIONS • COMMITTEE REPORTS • CITY MANAGER'S MATTERS • CITY ATTORNEY'S MATTERS • ELECTED OFFICIALS' MATTERS • EXECUTIVE SESSION (AS NEEDED) • ADJOURNMENT B. AGENDA 1. The order of business of each meeting shall be as contained in the Agenda prepared by the City Clerk. 2. For good cause shown, and by majority vote of the City Council during any City Council meeting, the order of business for that meeting may be changed. The City Manager and City Attorney may propose to add items to the Agenda under "Approval of Agenda". 3. Agenda shall be listed by topic of subjects to be considered by the Council and shall be distributed by 5:00p.m. on the THURSDAY prior to the Monday of Council Meetings. In the event of a holiday, the material shall be distributed not later than noon on the FRIDAY prior to the Monday meeting . 8 4. The City Clerk's Office shall be notified of the sequence of the Agenda Items by noon on the WEDNESDAY preceding the Monday on which Council meets. All backup material and documents shall be filed with the Clerk's office by 5:00p.m. on that day in order to be included in the Council packet. 5. A majority of Council Members present is required to direct the City Attorney or staff to draft an ordinance to be included on the agenda. 6. If a Council Member asks that an item be added to the Agenda, it is the responsibility of that Council Member to provide backup material for the Council packet as to the subject or arrange for that backup material to be prepared. No item may be included in the Agenda without proper backup. 7. A majority vote of City Council Members present may also add or delete an item from the agenda at the beginning of the Council Meeting. In Business Meetings, this must be done before Public Hearings and Second Readings. 8. The first option of introducing Agenda Items at a Council Meetings shall go to a representative of the Council District to which the Agenda Item pertains. Council Agenda items not specific to a Council District may be introduced by any member requesting such privilege from the Chair in advance of the meeting or requesting to introduce the item at the meeting. 9 . Fiscal Notes. Prior to any item being placed on the agenda, the City Manager shall prepare a brief explanatory note that shall include a reliable estimate of the anticipated change in the expenditures or revenues to the City and whether such expenditures or revenues shall be recurring in nature during future budgets years. This shall include any principal and interest payments required to finance expenditures . The note shall be known as a "fiscal note". C. AGENDAITEMS Council Members or the Mayor may originate an agenda item with the approval of one other Council Member. Each Council Member and the Mayor shall be allowed to originate only two {2) items per month to be added to the Agenda of regularly scheduled Council Business Meetings. 1. Standing Council committees may place items on Council Agendas for further action or discussion. 9 2. Motions made by Council Members, which are not in the Council packet, must be submitted to the City Clerk and Mayor in writing during the Council Meeting so it may be repeated, and included in the minutes. 3. During a City Council Business Meeting, under the Elected Officials, City Manager's or City Attorney's matters portion of the agenda, or at a Study Session a Council Member, the City Manager, or the City Attorney may request that an item be added to a future Agenda for consideration. 4. The City Manager may add administrative and operational items to the agenda prior to or at the beginning of any meeting. D. PUBLIC HEARINGS All speakers must sign up on the appropriate roster, indicating whether they intend to speak in favor of, or in opposition to, a particular Agenda Item. The Council shall not entertain a motion for the final disposition of the matter until the City staff and applicant have made their presentations, if any, and the public hearing has been closed, provided, however, that motions regarding the conduct, scheduling or continuation of the public hearing itself shall be proper at any time. E. ORDINANCES ON FIRST READING It is the goal and desire of City Council to allow all interested parties to provide input during the Public Hearing/Second Reading on all proposed ordinances. A full, complete, and open discussion of all proposed ordinances is encouraged during the Public Hearing. Therefore, public comment and staff presentations will occur only during the Public Hearing/Second Reading. First Reading will be for the purposes of setting proposed ordinances for publication, and establishing a date for the Public Hearing/Second Reading. Amendments to a proposed ordinance can be made during a First Reading, following the guidelines for offering amendments in the City Council Rules of Order and Procedure. F. TIME OF ADJOURNMENT At 11:00 P.M., the City Council shall complete action on the Agenda Item then under discussion and shall adjourn the meeting. Prior to such adjournment, the Council may take any or all of the following actions: 1. Acting by % majority vote, complete all or portions of the remaining Agenda. 2. Acting by a majority vote, schedule any unfinished items for future regular Council Business Meeting. 3. Acting by majority vote, continue the meeting to a later date and time certain. 10 ORDINANCES, RESOLUTIONS, AND MOTIONS A. RECONSIDERATION 1. A motion to reconsider can be made only by a Council Member originally voting with the prevailing side. 2. Such motions shall be made only at that or the next regularly scheduled Council Business Meeting. A continued or rescheduled meeting shall be considered at a next scheduled Council Business Meeting for the purpose of Reconsideration. If not reconsidered at that time, the issue cannot be placed on any agenda for six (6) months. 3. A motion to reconsider shall require an affirmative vote of a majority of the entire Council. 4. A COUNCIL MEMBER WHO HAS BEEN ABSENT FROM A PRIOR MEETING MAY VOTE ON A RECONSIDERATION PROVIDED SUCH COUNCIL MEMBER HAS LISTENED TO THE TAPE OF THAT AGENDA ITEM IN THE CITY CLERK'S OFFICE PRIOR TO THE MOTION FOR RECONSIDERATION. B. CITY ATTORNEY TO APPROVE: All Ordinances and Contracts shall be "Approved as to Form" by the City Attorney. CITIZENS' RIGHTS A. CITIZENS' RIGHT TO SPEAK: 1. Any person may speak for a maximum of three (3) minutes on any item other than Agenda items. 2. Speakers must sign the Public Comment Roster. 3. Citizens Right to Speak shall always precede all other official business except Call to Order, Pledge of Allegiance, Roll Call, Approval of Minutes and proclamations or Ceremonies. 4. There shall be no restriction on the number of citizens who wish to speak. 5. The content of any speaker's comments cannot be censored. 11 6. Persons in attendance shall be allowed to donate time to other speakers to a maximum of nine (9) minutes, including the three (3) minutes the original speaker has. 7. The Chair will entertain no written comments unless a member of the public is present to read them into the record. A Council Member may read written comments into the record with the approval of the majority of the Council present. 8. Council has the choice whether or not to respond to citizens after the closure of the Citizen Comment portion of the meeting. B. CITIZENS' RIGHT TO SPEAK ON AGENDA ITEMS: Any person desiring to speak on an agenda item must sign the appropriate roster in Council Chambers and confine their remarks to the relative item. There shall be no time limit applied unless deemed appropriate by the Chair. C. WRITTEN COMMUNICATIONS: All written communications to Council must be signed. If not signed, the written communications may not be accepted. SUSPENSION AND AMENDMENT OF THESE RULES A. SUSPENSION OF RULES: Any provision of these Rules not governed by City Charter or Code of Laws may be temporarily suspended by a three-quarters (3/4) majority vote of Council Members present. B. AMENDMENT OF RULES: These Rules may be amended, or new Rules adopted by a majority vote of Council Members, provided that the proposed amendments or new Rules shall have been submitted in writing to Council at a preceding meeting. C. REVIEW: These Rules will be reviewed by Council within three months of an election or filling of a vacancy of Member(s) of Council, Council may review these Rules at any time upon request of any member of Council. 12 APPROPRIATIONS Council cannot approve an appropriation under City Manager's Matters, City Attorney's Matters, or Elected Officials' Matters. Updated April 23, 2012 13 "'~ A~ .. -r City of • .. ~Wheat&.__dge ~OFACE OF THE CITY MANAGER Memorandum TO: Mayor and City Council FROM: Patrick Goff, City Manager ~ DATE: December 30, 2013 SUBJECT: City Council Technology Upgrades-Tablets There has been discussion over the last several years to provide the City Council with the appropriate technology to transition to a "paperless" Council packet. Technology and pricing have improved over the years and there are a number of options for the Council to consider today. A few examples are included below: Apple iPad Mini 16 Gb; Wi-Fi only $299 Apple iPad Air (full size) 16 Gb; Wi-Fi only $499 Microsoft Surface Pro 2 64Gb; Wi-Fi only $899 The Microsoft product doubles as a portable laptop running all software that a standard computer can run. The Apple products require the download of individual applications. After further discussion and direction from Council, staff can research and provide more detailed information and pricing based on Council's desired goals. .... ~·~ .. ~ .. City of • .. ~Wheat~dge ~OFFICE OF THE MAYOR AND CITY COUNCIL TO: FROM: DATE: SUBJECT: Memorandum City Council Patrick Goff, City Manager Scott Brink, Public Works Councilmember Pond Councilmember DiTullio December 22 , 2013 Back-in Parking on 38th Ave. Per City Council Rules , we would like to add an agenda item to the January 6th Study Session. The agenda item would be a discussion and ~ossible consensus to direct staff to research the options to replace the back-in parking on 38t Ave. to nose-in parking and/or parallel parking. If Council agreed on an option , the change would be in the interim as redevelopment plans for 38th Ave. are finalized. The back-in parking has received mixed reviews by the public and business owners on 38th Ave. and moving forward this parking strategy may continue to create an unnecessary diversion to the core design concepts of the redevelopment of381h Ave. Removal of the back-in signage would also eliminate some of the sign clutter on 38th Ave. We believe this change would be a positive compromise in the interim and would eliminate a distraction as Council works with the community and stakeholders to find the best design and the most prudent financial path forward. A suggested consensus would be "I REQUEST A CONSENSUS TO DIRECT STAFF TO RESEARCH THE OPTIONS FOR REMOVING THE BACK-IN PARKING ON 38TH AVE AND REPLACING IT WITH OTHER PARKING OPTIONS. THE OPTIONS SHOULD INCLUDE PRICING AND SCHEDULES, ALONG WITH ANY OTHER PERTINENT INFORMATION NECESSARY FOR COUNCIL TO DIRECT STAFF TO IMPLEMENT THE CHANGES . INFORMATION TO BE BROUGHT BACK TO A REGULAR BUSINESS MEETING IN JANUARY." Thank you for your consideration.