HomeMy WebLinkAbout01-06-2025 City Council Work Session Packet
CITY COUNCIL WORK SESSION
Mayor
Amáda Márquez Simula
Councilmembers
Connie Buesgens
Rachel James
Justice Spriggs
Laurel Deneen
City Manager
Aaron Chirpich
City Hall—Shared Vision Room, 3989 Central Ave NE
Monday, January 06, 2025
6:00 PM
AGENDA
ATTENDANCE INFORMATION FOR THE PUBLIC
Members of the public who wish to attend may do so in-person, or by using Microsoft Teams Meeting
at columbiaheightsmn.gov/joinameeting: ID 271 361 336 205, Passcode sd66JM7R. For questions,
please contact Administration at 763-706-3610.
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when
the request is made at least 72 hours in advance. Please contact Administration at 763 -706-3610 to
make arrangements.
CALL TO ORDER/ROLL CALL
WORK SESSION ITEMS
1. Fitness Court Public Art Update. (15 Minutes)
2. Gould Ave NE and Peters Pl Parking Update. (10 minutes)
3. Discuss Process for Addressing Citizen Complaints Against City Departments and City
Employees. (30 Minutes)
4. Designation of Legal Newspaper for 2025. (5 Minutes)
5. Council Liaison Board and Commission Appointments for 2025. (10 Minutes)
6. Select Date for 2025 Local Board of Appeal & Equalization Meeting. (5 Minutes)
7. Board and Commission Application Period and Interviews for 2025 Openings. (10
Minutes)
8. Review Updates to the Council Handbook for 2025. (5 Minutes)
9. Executive Session: City Manager Six Month Performance Evaluation. Closed per Minn.
Stat. 13D.05, Subdivision 3(a).
ATTENDANCE INFORMATION: Move to recess to Closed Session pursuant to Minnesota
Statutes Section 13D.05(a), members of the public will not be able to attend the executive
session portion of the meeting. For questions regarding this notice, please contact Ci ty
Administration at 763.706.3610
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City of Columbia Heights AGENDA January 06, 2025
City Council Work Session Page 2
10. Council Corner. (5 Minutes)
Updates from council regarding schedules, information sharing and priorities for continued
education.
ADJOURNMENT
Auxiliary aids or other accommodations for individuals with disabilities are available upon request when the request is
made at least 72 hours in advance. Please contact Administration at 763-706-3610 to make arrangements.
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ITEM: Fitness Court Public Art Update
DEPARTMENT: Administration BY/DATE: Will Rottler / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_ Healthy and Safe Community
X Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
X Thriving and Vibrant Destination Community
_ Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
As City Staff continues to work on the National Fitness Campaign (NFC) Fitness Court, one of the next
milestones is completion the public art component of the project.
When approached by the NFC regarding an artist for the fitness court, City Staff contacted Alicia De La Cruz,
who has already completed an art project for the City (a poster for the City Hall Central Place Room). De La
Cruz, is a two-spirit member of the Mille Lacs Band of Ojibwe and a descendant of the Leech Lake Band of
Ojibwe. De La Cruz also grew up in Columbia Heights and has spent time at Sullivan Lake Park, where the
fitness court will be installed.
SUMMARY OF CURRENT STATUS:
With the fitness court scheduled for construction in 2025, the art component needs to be completed ahead of
time to ensure the design is finalized for printing. The artist will be attendance at the meeting and has a design
they would like to present and receive feedback on from the City Council and City Staff at the meeting.
There is no cost to the City for the public art as the NFC will be covering the cost for a stipend for the artist.
Artwork must follow brand standards of the NFC. NFC reserves the right to approve or reject any artist/design
or make suggestions on final art. If applicable, NFC’s national/state-wide sponsors reserve the right to review
final artwork submissions.
STAFF RECOMMENDATION:
This conversation is the opportunity for the City Council and City Staff to provide feedback to the artist on the
design of the artwork before the final design is submitted to the NFC.
ATTACHMENT(S):
None
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE 01/06/2025
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Item 1.
ITEM: Gould Ave NE and Peters Pl Parking Update.
DEPARTMENT: Community Development BY/DATE: Community Development Coordinator /
January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
X Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
_Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
The City Council directed Staff to develop solutions to alleviate on-street parking congestion in the
neighborhood immediately south and east of City Hall. The principal objectives were:
to preserve driveway access to existing off-street parking; and
to ensure municipal service operators such as trash and recycling can provide services; and
to protect passage and access needs for emergency services vehicles and snowplows.
Staff outlined an initial proposal to the City Council during the December 2, 2024, work session, and received a
positive recommendation to proceed. During the December 9, 2024, City Council meeting, Staff presented a
three-step incremental plan to address the stated objectives. The City Council approved this plan, moving to
delegate to the City Manager the act of establishing certain parking regulations (Resolution 2024-93).
SUMMARY OF CURRENT STATUS:
Following the December 9th City Council meeting, Staff proceeded with implementation of Step 1, specifically:
designating a “No Parking (except for emergency services)” zone extending the entire north street
frontage of Gould Ave NE from Peters Pl to Reservoir Blvd; and
designating a “No Parking (except for emergency services)” zone on portions of the east and west
frontages of the north arm of Peters Pl between Gould Ave NE and the 90-degree turn to the east; and
designating a “Commercial Parking Only – 3-hour Limit” zone on both the north and south frontages of
Gould Ave NE between Central Ave NE and Peters Pl.
Community Development and Public Works staff worked to design and order signage and complete
installation as quickly as possible despite holiday delivery timelines and closures.
On Tuesday, December 31st, Public Works staff installed temporary “No Parking: Thursday, January 2nd”
placards on portions of the streets to remind the neighborhood of the upcoming sign installation.
On Thursday, January 2nd, Public Works staff began installing the permanent signage, starting at the
west end of Gould Ave NE and working eastward.
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE 01/06/2025
4
Item 2.
City of Columbia Heights - Council Letter Page 2
In order to ensure that residents were informed of and prepared for the new regulations ahead of time, Staff
utilized multiple methods of communication.
The weekend before installation, Community Development staff mailed flyers (see attachment) to each
property with a frontage on Peters Pl or Gould Ave NE, as well as the Reservoir Blvd NE properties that
share the alley between Gould and Peters.
On Friday, December 27th, Communications staff sent a CodeRED neighborhood alert about the
upcoming parking changes by phone, text, and email.
On Tuesday, December 31st, Communications staff sent a second CodeRED neighborhood alert by
phone, text, and email.
Communications and Community Development staff collaborated to create a website with citywide
parking information: https://www.columbiaheightsmn.gov/parking
Throughout the implementation process, Staff have ensured that the Police Department has been kept up to
date for enforcement purposes.
STAFF RECOMMENDATION:
As outlined in the original proposal, Staff will monitor the effects of Step 1 implementation and will regularly
provide updates to the City Council. To this end, Staff ask that members of the Council continue to bring
forward all comments they receive from neighborhood residents about this matter.
ATTACHMENT(S):
Neighborhood Parking Updates Flyer
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Item 2.
Neighborhood Parking Updates
On-street parking regulaƟons in your neighborhood are changing on January 2nd, 2025.
Stay informed to avoid geƫng Ɵcketed or towed!
In order to reduce congesƟon and improve safety for pedestrians, drivers, and emergency
services, two new parking zones are being created on Gould Ave NE and Peters Pl. These
zones are shown on the map below.
are No Parking (except for emergency vehicles).
are Three-hour Parking: Customer Parking Only.
Don’t forget: from November 15, 2024 to March 15, 2025, it is unlawful to park any vehicle
on any street within the City between the hours of 2:00 a.m. and 6:00 a.m. unless a permit
has been issued for that vehicle.
See the back of this page for a map of free public parking locaƟons.
New Parking Zones
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Item 2.
For more informaƟon, contact us:
We recommend that all residents subscribe to the City’s CodeRED text, email, and phone
alert system. Sign up online at: www.columbiaheightsmn.gov/alerts/
To apply for a winter parking permit: contact the Columbia Heights Police Department.
Online: www.columbiaheightsmn.gov/winterparking
Phone: (763) 706-8100
To ask a quesƟon or report a concern: contact the City of Columbia Heights.
Online: www.columbiaheightsmn.gov/reportaconcern
Phone: (763) 706-3600
If you believe that your vehicle has been towed: call (763) 706-8100.
For a fire or police emergency: dial 911.
Free Public Parking
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Item 2.
ITEM: Discuss Process for Addressing Citizen Complaints Against City Departments and City Employees
DEPARTMENT: Administration BY/DATE: City Manager / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_Strong Infrastructure and Public Services
_Sustainable
BACKGROUND:
During the open forum section of a recent Council meeting, a resident presented allegations of misconduct
against City departments and City staff. This interaction has prompted a broader conversation with staff and
the Council on how best to handle various types of complaints as a City Council member. To this end, the City
attorney has prepared the attached memo outlining the various issues to consider when responding to
allegations, whether received in the open forum setting or by other means.
Complaints are an inevitable part of public service. As indicated in the memo, depending on the nature of the
complaint, the response and the complexity of due process will vary. Staff would like to use the attached
memo as guidance for a general conversation around citizen complaints and answer any additional questions
the Council may have. The City attorney will be in attendance to help facilitate the conversation.
ATTACHMENT(S):
Memo from City Attorney
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION WORK SESSION ITEM
MEETING DATE JANUARY 6, 2025
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Item 3.
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MEMORANDUM
TO: Columbia Heights City Council
FROM: Scott Lepak, Interim City Attorney
RE: Response to Citizen Complaints regarding employees during the Community
Forum or Other Means
DATED: January 2, 2025
Introduction
One of the often-vexing topics for city councils occurs during the Community Forum portion of
city council meetings when there are complaints against City employees, representatives and/or
officials. One topic involves how to respond in the meeting. A second topic involves what are
the next steps, if any, for the council to take in response.
Because this forum is a public meeting that is recorded and broadcast, it provides a mechanism
that may result in significant damage being delivered without advance notice to the impacted
individual or individuals and often no opportunity to meaningfully respond. As a result, special
care must be taken when these complaints are raised.
How to Respond at the Meeting - General Rules regarding Community Forum
Recognizing the significant potential for a negative impact, the City has identified that
“[p]personal attacks, threats, the use of profanity, and other disrespectful comments are
prohibited.” The presiding official (most often the Mayor) is charged with running an orderly
meeting and enforcing this protocol. A typical response in such a situation is to remind the
speaker of the protocol and, if continued, indicate that their opportunity to present has expired
(regardless of how much time was used).
In addition, the League of MN Cities website provides guidance on how to deal with someone
who refuses to comply with directive from the individual presiding over the meeting:
While council meetings must be open to the public, no one who is noisy or unruly has a
right to remain in the council chambers. When the council decides that a disorderly
person should not remain in the meeting hall, the police may be called to execute the
orders of the presiding officer or the council. No matter how disorderly the meeting, it
will still be a legal meeting and any action taken at it in proper form will be valid.
If the audience becomes so disorderly that it is impossible to carry on a meeting, the
mayor has the right to declare the council meeting adjourned to some other time (and
place, if necessary). The members of the council can also move for adjournment.
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Item 3.
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Any City Council response at the meeting should be consistent with the general rules of the
Community Forum:
The City Council will listen to the public comments, ask clarifying questions, and if
needed, request staff to follow-up or direct the matter to be added to an upcoming
agenda. Generally the City Council will not take official action on items raised at the
Community Forum at the meeting on which they are raised.
In matters involving complaints against others, the Council should limit its clarifying questions
given the need for additional review using one or more process outlined below.
Process for Reviewing the Substance of the Complaint or Allegation
The type of complaint will dictate the Council’s next steps and involvement. In matters
involving employees other than the police department, the City’s use of the City Manager form
of government will largely control the issue. The City Charter provides, in relevant part, that:
Section 53. POWERS AND DUTIES OF THE CITY MANAGER. Subject to the
provisions of this charter and any regulations consistent therewith which may be adopted
by council, the city manager shall control and direct the administration of the city's
affairs, except that the police department and the enforcement of the laws pertaining to
said department shall be under the sole control of the mayor. The city manager's powers
and duties shall be:
(a) To see that this charter and the laws, ordinances and resolutions of the city are
enforced;
(b) To appoint and, except as herein provided, remove the city clerk, all heads of
departments, and all subordinate officers and employees in the departments, all
appointments to be upon merit and fitness alone;
(c) To exercise control over all departments and divisions of the city administration
created by this charter or which may be hereafter created by the council except as herein
provided;
(h) To perform such other duties as may be prescribed by this charter or required of the
city manager by ordinances or resolutions adopted by the council.
Based upon the City Manager’s authority, the Council response to complaints about employees
should be to refer the matter to the City Manager. There will be applicable statutory,
constitutional and collective bargaining procedures that will significantly impact the matter. Any
report from the City Manager to the Council on the matter will be public or private depending
upon the outcome of the review.
In matters involving the City Manager, the best practice is for the Mayor to utilize the City
Attorney to advise on the procedural matters and the Mayor should maintain supervision and
control over the matter.
In matters involving the police department, there will also be applicable statutory, constitutional
and collective bargaining procedures that will govern the matter. While the Mayor retains
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Item 3.
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control over the police department, the best practice is to refer that matter to the City Manager as
well to institute the formal processes required with the Mayor maintaining supervision and
control over the outcome.
In matters involving fellow elected officials or non-employee representatives under control of the
City Council, the Council maintains ultimate control. However in this instance, there is the
potential for procedural inequities and lack of due process if the council takes it upon itself to
perform any investigation and make the determination wholly on a record without predetermined
bias or prejudice. As a result, it is generally the best practice is to turn the matter over to the City
Manager for investigation and to report back to the Council for action as a deliberative body
based upon a record.
Data Practices Restrictions
When a complaint is made against an employee, volunteer or independent contractor, certain
data practices protections are immediately applied. The relevant portion of the law in this area is
at Minn. Stat. Sec. 13.43:
13.43 PERSONNEL DATA.
Subdivision 1.Definition.
As used in this section, "personnel data" means government data on individuals
maintained because the individual is or was an employee of or an applicant for
employment by, performs services on a voluntary basis for, or acts as an independent
contractor with a government entity.
Subd. 2.Public data.
(a) Except for employees described in subdivision 5 and subject to the limitations
described in subdivision 5a, the following personnel data on current and former
employees, volunteers, and independent contractors of a government entity is public:
…
(4) the existence and status of any complaints or charges against the employee, regardless
of whether the complaint or charge resulted in a disciplinary action;
(5) the final disposition of any disciplinary action together with the specific reasons for
the action and data documenting the basis of the action, excluding data that would
identify confidential sources who are employees of the public body;
Subd. 4.Other data.
All other personnel data is private data on individuals but may be released pursuant to a
court order. Data pertaining to an employee's dependents are private data on individuals.
As a result, when a complaint or charge is made, the existence and status (active or inactive) of
the complaint or charge is public but the balance of the detail is private data.
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Item 3.
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This becomes a particular issue in these situations because private data may only be disclosed to
individuals who have a work assignment requiring access to the data. Minn. Stat. Sec. 13.05,
Subd. 5 provides:
Subd. 5.Data protection.
(a) The responsible authority shall:
(1) establish procedures to assure that all data on individuals is accurate, complete, and
current for the purposes for which it was collected;
(2) establish appropriate security safeguards for all records containing data on
individuals, including procedures for ensuring that data that are not public are only
accessible to persons whose work assignment reasonably requires access to the data, and
is only being accessed by those persons for purposes described in the procedure; and
https://www.revisor.mn.gov/statutes/cite/13.05 Depending upon the complaint, council may be
limited in their subsequent access to any data that is developed.
Substantive Issues in Reviewing
the Substance of the Complaint or Allegation
The following areas identify the basis for requiring a fair and complete investigation into any
allegations prior to the City (City Manager, Mayor or Council depending upon the matter)
making a determination related to a complaint against an individual subject to council authority:
A. Collective Bargaining Agreement considerations.
In matters involving employees in a bargaining unit with an exclusive representative (commonly
referred to as a union), the City is statutorily required to follow certain procedures. Pursuant to
the Minnesota public sector labor law, the City is required to have a grievance procedure that
provides for binding arbitration of any disciplinary action against an employee (including
termination):
Subd. 4.Grievance procedure.
…
(b) Notwithstanding any home rule charter to the contrary, after the probationary period
of employment, any disciplinary action is subject to the grievance procedure and
compulsory binding arbitration.
https://www.revisor.mn.gov/statutes/cite/179A.20
As a result, disciplinary actions must be taken “for cause”. The Minnesota Supreme Court has
defined the meaning of “cause” in the context of a public employee's removal from office to
require some relation to the administration of the office and the performance of his duties:
“Cause,” or “sufficient cause,” means “legal cause,” and not any cause which the council
may think sufficient. The cause must be one which specifically relates to and affects the
administration of the office, and must be restricted to something of a substantial nature
directly affecting the rights and interests of the public. The cause must be one touching
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Item 3.
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the qualifications of the [public employee] or his performance of its duties, showing that
he is not a fit or proper person to hold the office. An attempt to remove an officer for any
cause not affecting his competency or fitness would be an excess of power, and
equivalent to an arbitrary removal. In the absence of any statutory specification the
sufficiency of the cause should be determined with reference to the character of the
office, and the qualifications necessary to fill it. Hagen v. State Civil Serv. Bd., 282
Minn. 296, 299, 164 N.W.2d 629, 631-32 (1969). The court explained further that this
definition appears to require "that the cause or reason for dismissal must relate to the
manner in which the employee performs his duties, and the evidence showing the
existence of reasons for dismissal must be substantial." Id. at 299, 164 N.W .2d at 632
Cause is generally established by reviewing the following factors:
1. Did the employer give the employee forewarning or foreknowledge of the possible or
probable disciplinary conduct? (In the alternative, is this a rule, regulation or standard
that any employee should know?)
2. Was the employer’s rule or managerial order reasonably related to: a) the orderly,
efficient, and safe operation of the employer’s business; and b) the performance that the
employer might properly expect of the employee?
3. Did the employer, before administering discipline to an employee, make an effort to
discover whether the employee did in fact violate or disobey a rule or order of
management?
4. Was the employer’s investigation conducted fairly and objectively?
5. At the investigation, did the final decision maker obtain substantial evidence or proof
that the employee was guilty as charged?
6. Has the employer applied its rules, orders, and penalties evenhandedly and without
discrimination to all employees?
7. Was the degree of discipline administered by the employer in a particular case
reasonably related to: a) the seriousness of the employee’s proven offense; and b) the
record of the employee in his service with the employer?
B. Due Process Considerations
The United States Constitution prohibits public employers from taking any action that deprives
an individual of a protected property interest without first providing due process of law. A public
employee with a property interest in employment is entitled to written notice of the charges
against him and an opportunity to present his/her side of the story before final action is taken
depriving that employee of that property interest. This is often referred to a Loudermill hearing
after a U.S. Supreme Court case recognizing the property interests some public employees have
in continued employment. This right to provide information before a final determination is made
is a key in meeting due process requirements.
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Item 3.
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In applying this rule, the following should be considered:
1. Investigatory interviews conducted to obtain the facts leading to a potential
disciplinary matter do not have Loudermill type due process issues associated with
them. These types are hearings are subject to a focus on whether there is a right to
union representation.
2. Once an investigation is completed, and the employer makes a preliminary
determination to take some action, a Loudermill hearing should occur if the action is
to discharge or demote. Lesser disciplines do not require such a hearing.
3. The significant post termination protections afforded through binding arbitration
make most Loudermill type disputes academic as the strength of the post termination
procedure makes up for lesser defects at the pre-termination stage.
4. In applying Loudermill hearing rights, best practice is to do the following:
1) a notice of the charges against the employee in sufficient detail to enable the
employee to respond;
2) an explanation of pre-termination and appeal procedures and time table;
3) an indication of the consequences at stake for the employee;
4) a reasonable time for the employee to prepare a response; and
5) a forum for the employee to present his or her response to the decision maker.
C. Special statutory considerations applicable to police officers
In addition to the procedures noted above, there are statutorily required processes applicable to
licensed peace officers. The statutory process is outlined in the Peace Officer Bill of Rights. It
provides that:
626.89 PEACE OFFICER DISCIPLINE PROCEDURES ACT.
Subdivision 1.Definitions.
For purposes of this section, the terms defined in this subdivision have the meanings
given them.
(a) "Administrative hearing" means a nonjudicial hearing or arbitration authorized to
recommend, approve, or order discipline.
(b) "Formal statement" means the questioning of an officer in the course of obtaining a
recorded, stenographic, or signed statement to be used as evidence in a disciplinary
proceeding against the officer.
(c) "Officer" means a licensed peace officer or part-time peace officer, as defined in
section 626.84, subdivision 1, paragraphs (c) and (d), who is employed by a unit of
government.
Subd. 2.Applicability.
The procedures and provisions of this section apply to law enforcement agencies and
government units. The procedures and provisions of this section do not apply to
investigations of criminal charges against an officer.
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Item 3.
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Subd. 3.Governing formal statement procedures.
The formal statement of an officer must be taken in accordance with subdivisions 4 to 10.
Subd. 4.Place of formal statement.
The formal statement must be taken at a facility of the employing or investigating agency
or at a place agreed to by the investigating individual and the investigated officer.
Subd. 5.Complaint.
An officer's formal statement may not be taken unless there is filed with the employing or
investigating agency a written complaint signed by the complainant stating the
complainant's knowledge, and the officer has been given a summary of the allegations.
Complaints stating the signer's knowledge also may be filed by members of the law
enforcement agency. Before an administrative hearing is begun, the officer must be given
a copy of the signed complaint.
Subd. 6.Witnesses; investigative reports.
Upon request, the investigating agency or the officer shall provide the other party with a
list of witnesses that the agency or officer expects to testify at the administrative hearing
and the substance of the testimony. A party is entitled to copies of any witness statements
in the possession of the other party and an officer is entitled to a copy of the investigating
agency's investigative report, provided that any references in a witness statement or
investigative report that would reveal the identity of confidential informants need not be
disclosed except upon order of the person presiding over the administrative hearing for
good cause shown.
Subd. 7.Sessions.
Sessions at which a formal statement is taken must be of reasonable duration and must
give the officer reasonable periods for rest and personal necessities. When practicable,
sessions must be held during the officer's regularly scheduled work shift. If the session is
not held during the officer's regularly scheduled work shift, the officer must be paid by
the employing agency at the officer's current compensation rate for time spent attending
the session.
Subd. 8.Record.
A complete record of sessions at which a formal statement is taken must be made by
electronic recording or otherwise. Upon written request of the officer whose statement is
taken, a complete copy or transcript must be made available to the officer without charge
or undue delay. The session may be tape recorded by the investigating officer and by the
officer under investigation.
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Item 3.
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Subd. 9.Presence of attorney and union representative.
The officer whose formal statement is taken has the right to have a union representative
or an attorney retained by the officer, or both, present during the session. The officer may
request the presence of the attorney or the union representative, or both, at any time
before or during the session. When a request under this subdivision is made, no formal
statement may be taken until a reasonable opportunity is provided for the officer to obtain
the presence of the attorney or the union representative.
Subd. 10.Admissions.
Before an officer's formal statement is taken, the officer shall be advised in writing or on the
record that admissions made in the course of the formal statement may be used as evidence of
misconduct or as a basis for discipline
https://www.revisor.mn.gov/statutes/cite/626.89
In reviewing the issues raised above, some FAQs may be of assistance:
Q: How should the council deal with a matter that is part of a pending criminal claim against
the City?
A. Council may wish to limit its response to any citizen who is making a statement about
a pending criminal matter that:
In any criminal matter, the City is in an adversarial relationship with the charged
individual at the criminal investigation and prosecuting authority and that any
statements made have the potential to be used against the individual.
In order to protect your rights, the City requests that you refrain from making a
statement related to the matter.
Under separation of powers, the council does not control or have input into any
criminal matter or provide direction over any criminal investigations, so this is not
an appropriate forum to address citizen concerns. Representatives from the police
department and the City Attorney’s Office are both present so any statements may
not be in your interests.
Q: How should the council deal with a matter that is a complaint against an employee or other
representative of the City?
A. Council may wish to provide the following limited responses:
Council is not the initial investigating entity at the City relating to citizen
complaints.
Complaints against employees or representatives should be submitted using the
City’s established complaint procedures.
o There is a “Report a Concern” link on the City’s web site for general issues.
o Because of the often difficult nature of their work, there is a special “Staff
Complaint” link in the police department (along with a “Staff Compliment”
link) for complaints in that area.
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That allows the City to utilize its process to perform any necessary investigation or
review, talk to witnesses as needed and present the matter to the City Manager as
the administrative head of the City.
The City Manager can assist with any other questions about employee complaints.
Q: How should the council deal with a matter that is part of a potential or pending civil claim
against the City?
A. Council may wish to provide the following limited responses:
As a reminder, the City council represents the City on any claim is against the City.
That means the City may be an adverse party to any claim.
As a result, the matter should be submitted through any claim process.
As an aside, but somewhat related, I periodically get inquiries as City Attorney from citizens
asking that I assist them on matters related to the City. The citizen’s premise is that the city is
comprised of its citizens and I serve the city so I also serve the citizens. That leads to the following
FAQ:
Q: Does the City Attorney represent individual citizens?
A: A city attorney acts as the legal advisor to the city council. A city attorney’s ethical
responsibility is to represent the city acting through its duly authorized council. See Rule
of Professional Conduct 1.13. A city attorney cannot provide representation to an
individual or group with adverse interests to the city acting through its city council. Note
that the city attorney represents the city acting through the city council as a body and does
not represent an individual mayor or council or a group less than the council as a body.
4495533.1
4533676.1
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Item 3.
ITEM: Designation of Legal Newspaper for 2025.
DEPARTMENT: Administration BY/DATE: Sara Ion / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_ Equitable, Diverse, Inclusive, and Friendly
_ Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_ Strong Infrastructure and Public Services
_ Sustainable
BACKGROUND:
Annually the City Council designates an official newspaper for publishing legal notices and other required
publications. The City Charter Chapter 12, Section 10 and State Statute 331A addresses the requirements of a
legal newspaper, some of the requirements include:
• Be published at least twice a month.
• Be registered with the Secretary of State’s office.
• Be circulated in the political subdivision which it purports to serve.
• Have its known office of issue established in either the county in which it lies, or the political
subdivision which the newspaper purports to serve.
• File a copy of each issue immediately with the State Historical So ciety.
• Submit to the secretary of state by December 31 a filing containing the newspaper’s name, address of
its known office of issue, telephone number, and a statement that it has complied with all of the
requirements of this section and paid the fee.
• It shall annually designate a newspaper of general circulation in the city as the official paper in which
shall be published such measures and matters as are by the constitution and laws of this state required
to be so published, and such other matters as the council may deem it wise to have published in this
matter, or in lieu thereof it may establish a municipal publication, which shall then be the official
newspaper.
STAFF RECOMMENDATION:
City staff recommend moving forward with designating Life as the official newspaper for 2025. The bid from
Life indicates that the prices for publication and service details have an increase of .55 cents per column inch
(for a total of $11.80 per column inch). The APG bid reflects the most effective and efficient manner of
publication for residents and business to easily access required information. Please note that even though
there is a small subscription fee for home delivery, there is also free access to Life at City Hall, the Columbia
Heights Library and all legal notices and publications are available without a paywall on the Life’s website:
https://www.hometownsource.com/classifieds/abc_newspapers/ and at https://www.mnpublicnotice.com/.
ATTACHMENT(S):
APG Publishing Bid
CITY COUNCIL WORK SESSION
AGENDA SECTION CONSENT AGENDA
MEETING DATE JANUARY 6, 2025
18
Item 4.
19
Item 4.
ITEM: Council Liaison Board and Commission Appointments for 2025.
DEPARTMENT: Administration BY/DATE: Sara Ion, January 6, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_ Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_ Strong Infrastructure and Public Services
_ Sustainable
BACKGROUND:
The City Council Board and Commission Liaison appointments are made annually at the first meeting in
January. The attached draft assignment form shows the 2024 assignments. Following discussion and direction,
staff will prepare the formal appointment resolution for action at the January 13th City Council Meeting.
ATTACHMENT(S):
Draft of Council Assignments
CITY COUNCIL WORK SESSION
AGENDA SECTION CONSENT AGENDA
MEETING DATE JANUARY 6, 2025
20
Item 5.
DRAFT
2025 Commission and Board Liaison Appointments
2024 Appointment 2025 Appointment
Library Board Spriggs
Park & Recreation Márquez Simula
Sustainability Buesgens
Planning Commission Buesgens
Charter Commission James
School Board Spriggs
James
League of MN Cities James
Buesgens
Metro Cities Spriggs
Buesgens
MWMO Buesgens
Hilltop Council Member
Rice Creek Watershed James
Hansen
JLEC Márquez Simula
Markham
Fire Protection Council Márquez Simula
City Manager
Council President Buesgens
21
Item 5.
ITEM: Select Date for 2025 Local Board of Appeal & Equalization Meeting.
DEPARTMENT: Administration BY/DATE: Sara Ion / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_ Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_ Sustainable
BACKGROUND:
Anoka County has requested that Columbia Heights select a first and second choice for dates for a Board of
Appeal and Equalization meeting to be held between April 14th and May 5th 2025. Traditionally the hearing is
held on a Monday evening prior to a City Council Meeting. At minimum one member of the Council who is
trained to complete these meetings will need to be available to attend. Currently there are no members that
are up to date in their training, training must be completed by February 1st of the year in which appeals will be
heard.
Staff recommends that all council members complete the training in preparation of the hearing. The training is
offered online through the Department of Revenue website: https://www.revenue.state.mn.us/board-appeal-
and-equalization-training.
STAFF RECOMMENDATION:
The following date is available according to the scheduled 2025 Council meetings: April 22, 2025. It would be
best to offer the preferred date of April 22, 2025, with an alternate of April 29, 2025 if needed.
ATTACHMENT:
Correspondence from Anoka County
LBAE Date Request Form
CITY COUNCIL WORK SESSION
AGENDA SECTION
MEETING DATE JANUARY 2, 2025
22
Item 6.
You don't often get email from sion@columbiaheightsmn.gov. Learn why this is important
From:Lisa Schultz
To:Sara Ion
Subject:**MS Office doc** RE: City of Columbia Heights: 2025 LBAE Dates
Date:Thursday, January 2, 2025 12:55:32 PM
Attachments:image001.png
LBAE Date request form 2025.docx
This email has MS Office attachment(s). If you trust the sender (Lisa Schultz ) and you expect it, then it's OK to open the
attachment, otherwise please delete the email.
Hey Sara
Attached you will find the 2025 Local Board of Appeal and Equalization Meeting Date Request
Form. Please enter your 1st and 2nd choices for the date of your opening meeting of your Board
of Appeal and Equalization. Both of your choices must fall between the dates of April 14, 2024
through May 5, 2024. Any week night within that date range is available except for April 16,
2024.
I also want to remind you that Minnesota law requires that at least one member of each board
must have completed training provided by the Department of Revenue within the last four
years. Though, the department recommends that all members of the board complete training.
A board member must complete the training by February 1 of the year in which appeals will be
heard.
• The training is offered online through the Department of Revenue website
https://www.revenue.state.mn.us/board-appeal-and-equalization-training.
Thank you
Lisa Schultz
763-324-1189
From: Sara Ion <SIon@columbiaheightsmn.gov>
Sent: Thursday, January 2, 2025 11:16 AM
To: Lisa Schultz <Lisa.Schultz@anokacountymn.gov>
Subject: City of Columbia Heights: 2025 LBAE Dates
EXTERNAL EMAIL ALERT: This message originated from outside the Anoka County email
system. Use Caution when clicking hyperlinks, downloading pictures or opening
attachments.
23
Item 6.
Lisa:
Good morning, I am planning 2025 meetings for the City of Columbia Heights and wanted to
reach out to see if there was a proposed date range for assessment hearings for 2025.
Thanks in advance,
Sara
Sara Ion | City Clerk
City of Columbia Heights | Administration Department
3989 Central Ave | Columbia Heights, MN 55421
sion@columbiaheightsmn.gov
Direct: 763-706-3611 | Main: 763-706-3600
Disclaimer: Information in this message or attachment may be government data and thereby subject to the
Minnesota Government Data Practices Act; may be subject to attorney-client or work product privilege; may be
confidential, privileged, proprietary, or otherwise protected. The unauthorized review, copying, retransmission, or
other use or disclosure of the information is strictly prohibited. If you are not the intended recipient of this message,
please immediately notify the sender of the transmission error and then promptly delete this message from your
computer system.
NOTICE: Unless restricted by law, email correspondence to and from Anoka County
government offices may be public data subject to the Minnesota Data Practices Act and/or
may be disclosed to third parties.
24
Item 6.
2025 Board of Appeal and Equalization Date Request Form
City or Town:
Proposed Date, Time, and Location of Local Board of Appeals and Equalization Meeting: Date: Time: Location: (Please provide name and address)
Proposed Date, Time, and Location of Local Board of Appeals and Equalization Meeting: Date: Time: Location: (Please provide name and address)
Name of person completing this form:
Title:
Phone Number:
Email:
PLEASE SEND COMPLETED FORMS BY EMAIL TO:
Lisa.Schultz@anokacountymn.gov
Return By Friday, JANUARY 24, 2025
25
Item 6.
ITEM: Board and Commission Application Period and Interviews for 2025 Openings.
DEPARTMENT: Administration BY/DATE: Sara Ion / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
X Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_ Strong Infrastructure and Public Services
_ Sustainable
BACKGROUND:
The period for submissions for applications for Boards and Commissions will run from February 1 to February
28, 2025. At the conclusion of the application period there will be interviews scheduled for the candidates
with the council.
SUMMARY OF CURRENT STATUS:
Staff would like feedback from council if there are any updates needed to the 2024 application / interview
questions prior to the application period.
STAFF RECOMMENDATION:
Staff recommend scheduling interviews for the evening of Thursday March 6th, the afternoon of March 7th,
and the afternoon/evening prior to the Council Meeting on March 10th (if needed, based on number of
applicants). Interviews will be set in 15-minute increments and will be completed with enough time to allow
for appointments starting on April 1, 2025, with appointment approval by resolution at the March 24, 2025
City Council Meeting.
Board and Commission Openings for 2025
Planning Commission: 3
Library Board: 2
Park & Recreation: 2
Sustainability Commission: 1 (appointment is to fill a one year vacancy).
ATTACHMENT(S):
Board and Commission Application
Board and Commission Interview Questions
CITY COUNCIL WORK SESSION
AGENDA SECTION
MEETING DATE JANUARY 6, 2025
26
Item 7.
City Board and Commission Application, 2024
Please number your choices according to preference:
(leave blank any one on which you do not wish to serve)
___ Economic Development Authority
___ Park & Recreation Commission
___ Library Board
____ Charter Commission*
*For the Charter Commission, please
indicate if you are a qualified voter:
____Yes ____No
Name Phone
Street Address City State Zip
Email Address Number of years/months resident of Columbia Heights
Property you own in Columbia Heights, if any (other than Residence)
If you are appointed to a City Board or Commission, your Employer and phone number for the purpose of this appointment
will be City Hall. If you have other work, please complete the following.
Employer
Work Phone Position Title/Occupation
Educational Background:
Volunteer, Civic, Professional and Community Activities:
Professional Designations/Awards/Honors/Previous Government Service:
____ Planning Commission
____Sustainability Commission
Note: Find Youth Commission applications at
www.columbiaheightsmn.gov/youth
27
Item 7.
Please describe why you are interested in serving on a board or commission and why you feel you are qualified:
What unique qualities, perspectives, and life experiences would you bring to this board/commission and the City?
Please indicate what (if any) evenings you are not
available for meetings
___ Mon ___Tue ____Wed ____Thurs ____Fri
Does the current meeting schedule of the commission(s) you are
interested work for you?
____Yes ____No
Please list three references (do not include the Mayor or Councilmembers)
Name Address Phone Email Address
How did you hear about the position? If someone recommended you to apply, may we contact them? If so, please provide
their contact information.
Important Information About Your Application- Data Privacy Notice
Minnesota law requires that you be informed of the purpose and intended use of the information you are providing on this application.
Per Minnesota Statute 13.601, subd. 3a, your name, address, occupation, education, training, civic affiliations, qualifications,
experience, and veteran status are available to anyone who requests the information.
This information will be used to identify you as an applicant, enable us to contact you when additional information is required, send you
notices, and assess your qualifications for appointment. This data is not legally required, but refusal to supply the information requested
may affect the City Council’s ability to accurately evaluate your application.
Should you be appointed to a City of Columbia Heights Board or Commission, your residential address and either a phone number or
email address where you can be reached will also become public information (per Minnesota Statute 13.601, subd. 3b). The purpose is
to list contact information for Board/Commission members on a public roster.
Please select which of the following you will allow listed on a public roster (you must select either email or phone number).
___ Email ___Phone Number ____Both
By typing my name or handwriting my signature, I certify that I have read and understand the Data Privacy Notice and certify
that the statements in this application are true and correct to the best of my knowledge:
Signature: Date:
OR Email completed application to sion@columbiaheightsmn.gov
Return completed application to:
City of Columbia Heights
Attn: City Clerk
3989 Central Ave NE
Columbia Heights, MN 55421 28
Item 7.
BOARD AND COMMISSION INTERVIEW
Name and Time Interviewed by _______________________
1. Briefly describe any training, education, or relevant experience that you have acquired that would
benefit the City of Columbia Heights including civic and community groups.
2. What motivated you to apply to serve on the XX Commission? If you are also interested in other
commissions, please address those as well.
3. Why do you feel that you would be a good person to represent the opinions and concerns of the City?
4. What are some of the most important concerns or issues that you think the City will face in the next 5
years?
5. We strive to have diverse Board and Commissions representative of our community. What unique
qualities, perspectives and life experiences would you bring to this position?
29
Item 7.
Interview Questions Specific to Board / Commission
Planning Commission Questions
1. Please describe your understanding of the role of the Planning Commission and the
responsibilities/duties of its members.
2. Have you read the City’s Comprehensive Plan and can you explain the role it plays in planning and
zoning?
Park & Recreation Commission Questions
1. Please describe your understanding of the role of the Park and Recreation Commission and the
responsibilities/duties of its members.
2. When considering potential parks projects or recreation programs, what do you think needs to be
considered?
Library Board Questions
1. Please describe your understanding of the role of the Library Board and the responsibilities/duties of
its members.
2. In your opinion what are the strengths and weaknesses of the library’s programs and services? What
are your experiences with them?
30
Item 7.
Sustainability Commission Questions
1. What is your understanding of the Sustainability Commission and the responsibilities/duties of its
members?
2. How will you involve the community in sustainability efforts? What are the best ways to raise
awareness about sustainability and encourage behavior change to promote sustainable practices?
3. How can sustainability initiatives be designed to benefit all community members, including those from
low-income households, underrepresented communities, and minority groups?
4. How will you encourage sustainable practices among local businesses?
5. Provide an example of your personal experiences with initiatives that promote sustainability.
RATING Least Most
Knowledge of community 1 2 3 4 5
Involvement with community 1 2 3 4 5
Ability to present information orally 1 2 3 4 5
Experience/training/interest beneficial to 1 2 3 4 5
this board or commission
Knowledge of assigned commission 1 2 3 4 5
Overall Impression 1 2 3 4 5 6 7 8 9 10
Overall Rating ____ Board or Commission recommended for: _____________________________________
31
Item 7.
ITEM: Review Updates to the Council Handbook for 2025.
DEPARTMENT: Administration BY/DATE: Sara Ion / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_Healthy and Safe Community
_ Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
X Strong Infrastructure and Public Services
_ Sustainable
BACKGROUND:
Attached is the draft City Council Handbook that has been reviewed and updated by staff to incorporate the
following:
City Manager and Leadership Team updates.
Removed outdated photos and language.
Updated formatting and grammatical errors.
Updated pronouns.
Updated hyperlinks.
STAFF RECOMMENDATION:
Staff requests that the handbook be reviewed, so that it may be formally approved by resolution at the
January 13, 2025 meeting. If approved, this handbook will serve as a resource to city officials to provide
information about the opportunities and topics related to their role as elected officials and to general local
government operations.
ATTACHMENT:
Draft 2025 City Council Handbook
CITY COUNCIL WORK SESSION
AGENDA SECTION
MEETING DATE JANUARY 2, 2025
32
Item 8.
1 CITY COUNCIL HANDBOOK
City Council Handbook
TABLE OF CONTENTS
CHAPTER 1: OVERVIEW AND RESOURCES ............................................................................................3
Introduction .............................................................................................................................................. 3
Resources .................................................................................................................................................. 3
CHAPTER 2: FORM OF GOVERNMENT .................................................................................................5
Council-Manager Plan ............................................................................................................................... 5
Mayor and City Council ............................................................................................................................. 6
Sources of City Authority .......................................................................................................................... 6
CHAPTER 3: CITY COUNCIL .................................................................................................................7
Council Roles ............................................................................................................................................. 7
CHAPTER 4: CITY MANAGER ...............................................................................................................8
City Manager’s Role .................................................................................................................................. 8
Communication ......................................................................................................................................... 9
Professional Associations .......................................................................................................................... 9
City Council Evaluation............................................................................................................................ 10
CHAPTER 5: CITY STRUCTURE ............................................................................................................ 10
Restrictions on Staff Political Involvement ............................................................................................. 10
City Departments .................................................................................................................................... 10
CHAPTER 6: SUPPORT, TECHNOLOGY, AND LEGAL COUNSEL .............................................................. 11
Support ................................................................................................................................................... 11
Technology .............................................................................................................................................. 12
Legal Counsel .......................................................................................................................................... 12
CHAPTER 7: COMPENSATION ............................................................................................................ 13
City Council Compensation ..................................................................................................................... 13
Payroll Information ................................................................................................................................. 14
CHAPTER 8: TRAINING AND TRAVEL POLICY FOR CITY COUNCIL, CITY BOARDS AND COMMISSIONS .... 15
Training Budget ....................................................................................................................................... 15
Travel Information/Policies ..................................................................................................................... 15
CHAPTER 9: COMMUNICATIONS AND MEDIA RELATIONS .................................................................. 16
Communications ..................................................................................................................................... 16
Communication Tips for E-Mail and Social Media .................................................................................. 18
Media Relations ...................................................................................................................................... 19
CHAPTER 10: CITY COUNCIL MEETINGS ............................................................................................. 20
General .................................................................................................................................................... 20
Types of Meetings ................................................................................................................................... 20
33
Item 8.
2 CITY COUNCIL HANDBOOK
CHAPTER 11: ADVISORY BOARDS, COMMISSIONS, COMMITTEES, AND TASK FORCES ......................... 23
Representation by City Council Members .............................................................................................. 23
Appointment to and Attendance at Boards, Commissions, Committees, and Task Forces ................... 24
Staff Relationship to Advisory Bodies ..................................................................................................... 24
Committees and Commissions by Ordinance ......................................................................................... 24
Commissions Created by Statute ............................................................................................................ 26
CHAPTER 12: OPEN MEETING LAW AND DATA PRACTICES ................................................................. 26
Open Meeting Law .................................................................................................................................. 26
Minnesota’s Data Practices Act .............................................................................................................. 27
CHAPTER 13: CODE OF CONDUCT ...................................................................................................... 29
Conflict of Interest .................................................................................................................................. 31
Incompatible Offices ............................................................................................................................... 31
Gifts ......................................................................................................................................................... 31
Liabilities ................................................................................................................................................. 32
Ethical Leadership ................................................................................................................................... 32
CHAPTER 14: RULES TO GOVERN BY .................................................................................................. 33
Land Use Laws ......................................................................................................................................... 33
Public Improvements .............................................................................................................................. 33
Licenses and Permits ............................................................................................................................... 34
CHAPTER 15: FINANCIAL ASPECTS ..................................................................................................... 34
Budget and Tax Levy ............................................................................................................................... 34
Financial Statement ................................................................................................................................ 35
CHAPTER 16: STANDARDS OF APPEARANCE ...................................................................................... 35
CHAPTER 17: LEAVING OFFICE AND VACANCIES ................................................................................ 36
Leaving Office .......................................................................................................................................... 36
Vacancies ................................................................................................................................................ 36
APPENDIX I ...................................................................................................................................... 36
Agenda and Meeting Procedures ........................................................................................................... 36
Voting ...................................................................................................................................................... 39
Protocol and Rules of Decorum .............................................................................................................. 39
APPENDIX II ..................................................................................................................................... 41
Index of Commonly Used Terms ............................................................................................................. 41
APPENDIX III .................................................................................................................................... 50
Tips for Successful Public Service ............................................................................................................ 50
34
Item 8.
3 CITY COUNCIL HANDBOOK
CHAPTER 1: OVERVIEW AND RESOURCES
INTRODUCTION
Welcome to the exciting position as an elected official of the Columbia Heights City Council. You will find
that a leadership position in municipal government can be both rewarding and challenging. This
handbook has been created to assist in your transition to this position. It will provide an overview of
Columbia Heights and its government, as well as your primary responsibilities, and how elected and
appointed officials, with the assistance of staff, can work together in the most efficient and effective
way to best serve the Columbia Heights community.
The City Council handbook is offered as a resource to City officials to provide information about the
opportunities and topics related to their role and to local government. In addition to information found
in this handbook, council members are encouraged to work with the city manager for additional
guidance and input. City Manager Aaron Chirpich can be reached at achirpich@columbiaheightsmn.gov
or 763-706-3609.
RESOURCES
The following publications are available online or in the Administration Department.
League of Minnesota Cities (LMC)
www.lmc.org
The League of Minnesota Cities provides information, education and training to elected officials and
staff. LMC has an annual conference that provides an opportunity to connect with other member cities
to learn how they have handled opportunities and issues. Throughout the year, the LMC provides
legislative updates on the upcoming session and the implications of any new legislation. They hold a risk
management seminar every year and other seminars and sessions as needed. If resources exist and
personal schedules allow, council members are encouraged to attend LMC’s local, state and national
conferences.
League of Minnesota Cities Handbook for Minnesota Cities
http://www.lmc.org/page/1/handbook-for-mn-cities.jsp
The League of Minnesota Cities (LMC) assists cities by lobbying, providing training and serving as a
resource for cities. The LMC handbook provides information about council member roles and
responsibilities, laws regulating council action and special council requirements.
35
Item 8.
4 CITY COUNCIL HANDBOOK
Columbia Heights City Charter
https://www.columbiaheightsmn.gov/government/city_charter.php
Columbia Heights is a charter city, as authorized by Minnesota Statutes Chapter 410 (available online at
https://www.revisor.mn.gov/statutes/?id=410). Columbia Heights’ City Charter is the City’s constitution
approved by citizens that establishes the City’s form of government. Columbia Heights is organized in
the council-manager form (see chapter 2 of this handbook). Through charters, citizens design their city’s
form of government. The Charter Commission is responsible for maintaining a responsive and efficient
charter. The Chief Judge of District Court appoints Charter Commission members, who meet periodically
to review the city charter, discuss issues affecting the charter and makes recommendations for changes
to the City Council and the public.
Columbia Heights City Code
http://www.columbiaheightsmn.gov/government/city_code.php
The city code is a collection of ordinances that establishes the City’s laws and regulations. Examples of
topics covered within the city code include, but are not limited to: administration, city organization, city
management, roles of officers and administrative departments, mayor and council member salaries,
council meeting procedures, roles and responsibilities of various committees within the city
organization, licensing requirements and regulations, public safety, planning and zoning, and city
financing.
City of Columbia Heights Personnel Policy
Personnel Policy
The personnel policy provides general city information and policies for employees.
Columbia Heights Intranet (HeightsNet)
https://colhgts.sharepoint.com/
Columbia Heights’ intranet provides a variety of helpful information, resources and forms (such as
reimbursement forms).
Minnesota State Law
https://www.revisor.mn.gov/
Minnesota state law establishes many rules and regulations for Minnesota cities.
36
Item 8.
5 CITY COUNCIL HANDBOOK
Metro Cities
http://www.metrocitiesmn.org/
Metro Cities serves as a voice for metropolitan cities at the Legislature and Metropolitan Council, to
influence state legislation affecting metro area cities, and regional policies that accommodate the needs
of metro area cities. Metro Cities lobbies and monitors the Metropolitan Council, and represents cities
before the Legislature and Executive Branch.
National League of Cities (NLC)
http://nlc.org/
The National League of Cities advocates and promotes cities and towns, provides programs and services,
keeps leaders informed of critical issues, strengthens leadership skills by offering numerous training and
education programs, recognizes municipal achievements, partners with state leagues and provides
opportunities for involvement and networking. This organization has an annual conference (in
Washington D.C. in the spring and a fall conference in various locations) that focuses on lobbying and
federal issues that impact cities and information about national policies.
Other
A number of professional associations and private firms provide training on a variety of City-related
topics. More information is available from the city manager who can be contacted at 763-706-3609 or
achirpich@columbiaheightsmn.gov.
CHAPTER 2: FORM OF GOVERNMENT
COUNCIL-MANAGER PLAN
Columbia Heights’ City Charter establishes the council-manager plan as the City’s form of government.
The form of city government became popular at the turn of the century as part of the movement to
reform and remove corruption from city organizations.
The council-manager plan combines the political leadership of elected officials with the managerial
experience of an appointed official. The council is the policy making and legislative body; and the city
manager is responsible for administration of the City.
Discretionary powers of the City are vested in and executed by the City Council and are subject to
initiatives, referendums and recall powers of the people. The City Council oversees City administration,
but exercises power through the city manager. The city manager is responsible for day-to-day city
operations and is directly responsible to the City Council.
Additional information about other forms of city structure can be found on the LMC website.
37
Item 8.
6 CITY COUNCIL HANDBOOK
MAYOR AND CITY COUNCIL
The City Council is composed of a mayor and four council members. All of the council seats are at-large
(citywide) seats. The mayor and all council members represent all members of the community equally,
not any specific ward or district.
Council Member Terms
All council member terms are four years. Terms are staggered so only two council members are on the
ballot at one time. The mayor term is two years. The mayor seat is on the ballot during each general
election. Terms expire on the first Monday in January after the November election. The number of terms
a council member may be elected to serve is unlimited.
Candidates may file for election or re-election in the even numbered years (i.e. 2026, 2028).
SOURCES OF CITY AUTHORITY
The U.S. Constitution does not mention cities. However, cities are influenced by the federal government
indirectly through state governments and directly through participation in federal funding programs.
The Minnesota State Constitution authorizes the Minnesota legislature to provide for the “creation,
organization, administration, consolidation, division and dissolution of local government units and their
functions, for the change of boundaries thereof” (Minnesota constitution article XII, section 3, available
online at https://www.revisor.leg.state.mn.us/constitution/). The legislature provides general formation
of cities; more specific details are included in the city charter and code. Additional City powers may be
broadened or restricted by state statute. The legislature does provide cities some discretion over policy
areas as long as they are consistent with state statutes.
38
Item 8.
7 CITY COUNCIL HANDBOOK
CHAPTER 3: CITY COUNCIL
The City Council includes the mayor and four council members. Each must be eligible to vote in
Minnesota, registered to vote in the City and a resident of the City. Council members must live within
the City limits when elected and continue to reside here during their full term. Each person on the
council, including the mayor, has one vote.
COUNCIL ROLES
Mayor
The mayor serves as the presiding officer of the council. The mayor is recognized as the head of City
government for ceremonial purposes (examples: open houses, ribbon cuttings, citizen certificate
presentations), by the courts for purposes of serving civil processes, and by the governor for purposes of
the military law. If the mayor cannot participate at a meeting, or is otherwise unavailable, the president
pro tempore assumes all the mayor’s duties. The mayor also directs the Police Department as
established by the City’s charter.
Council President
The council president is designated annually by a majority vote of the council. The council president acts
as the presiding officer over meetings in which the mayor is unable to participate and assumes all other
roles of the mayor in their absence.
City Council
All City powers are vested in the City Council, except as otherwise specified by law or the Columbia
Heights City Charter. The council ensures all obligations and duties imposed on the City by law are
implemented. Since the City Council exercises its authority or takes action as one body, individual
council members cannot act on behalf of the City.
The City Council is also the organization’s legislative body. Council members approve the tax rate, adopt
the budget, and set the City’s vision. The council provides leadership for the community by identifying
issues or opportunities and then implementing goals and strategies to solve issues. Council members
focus on City policies, the City vision, ordinances, and intergovernmental affairs. Some examples include
land use development, comprehensive planning, capital improvement projects, and strategic planning.
The City Council gives the city manager the authority to implement policy through direction of
operations and execution of strategic plans.
39
Item 8.
8 CITY COUNCIL HANDBOOK
The city manager is responsible for the City’s administrative duties. and Council members should
communicate directly with the city manager regarding items related to city employees, inquiries, or
other city topics. City staff execute council policies and directives given to them by the city manager and
provide information to keep the council informed. The city manager and department directors provide
staff direction and guidance through the chain of command.
Stay informed and involved
A key to success is to know the roles of the City Council and city staff. Council members receive a lot of
information from a variety of sources. To be better prepared, it is recommended that council members
learn about current issues, past issues, legislation and any other information which can be helpful to
them. Opportunities to learn about the council and City include, but are not limited to:
• Attending council meetings.
• Watching council meetings available via links on the City’s website.
• Participate in city functions and events outside of regular city council meetings and work
sessions.
• Talk with the city manager who can direct you to department heads as needed.
CHAPTER 4: CITY MANAGER
CITY MANAGER’S ROLE
The city manager serves the council and community as the chief administrative officer of the City and
brings local government projects and programs to citizens on the council’s behalf. The city manager
prepares the budget, recruits, hires, and supervises department directors, and is the council’s chief
advisor. Citizens and council members rely on the city manager to provide unbiased and objective
information while presenting both sides of an issue and information about long-term consequences.
The city manager is appointed by the City Council and directs all city staff. See Columbia Heights’ City
Charter chapter 6, section 53 for the powers and duties of the city manager.
Since the city manager is the staff member hired by the council, it is important that requests for
information or community issues be brought directly to the city manager. The city manager is in the best
position to provide a response because many issues involve multiple departments, or work may already
be in progress.
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If a council member wishes to influence actions, decisions, recommendations, workloads, work
schedules, or staff priorities, that member must work with other council members to do so as a matter
of council policy. The full city council retains the authority to accept, reject, or amend staff
recommendations on policy matters.
COMMUNICATION
The need for regular communication between the city manager and council is essential to maintain open
communication within the organization. The council establishes policy and programs, and the city
manager executes council actions. The city manager keeps the council informed and is sensitive to
council issues. Similarly, council members need to keep the city manager up to date on constituent
concerns and future issues.
The city manager provides information between council and city staff. The city manager is responsible
for communicating the city’s position about policy matters to outside agencies on the council’s behalf.
Sharing timely information with the council is one of the city manager’s highest priorities. The city
manager:
• Ensures council members receive copies of correspondence that will assist them in policy-
making.
• Provides other documents to the council on a regular basis, such as monthly or bi-monthly
status reports, executive summaries and other information vital to the council member’s
position.
• Holds work sessions and study sessions to provide detailed presentations about beneficial
information.
• Schedules council/staff meetings to focus on topics and enhance information exchange.
• Encourages presiding council member (either mayor or president pro tempore) to meet with the
city manager prior to the council meeting to review agenda items.
• Has an open-door policy so individual council members can meet with the city manager on an
impromptu and one-on-one basis.
PROFESSIONAL ASSOCIATIONS
Like many other city managers, Columbia Heights’ city manager belongs to the International City/County
Management Association (ICMA), a professional and educational association for city administrative
officers that was founded in 1914. ICMA’s mission: “to strengthen the quality of local government
through professional management.” The city manager is subject to ICMA’s professional code of ethics
and the 12 ethical principles of personal and professional conduct.
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CITY COUNCIL EVALUATION
The full city council conducts the city manager’s review annually during a closed city council meeting and
provides a summary report to the public during the next city council meeting. This evaluation helps
ensure city goals are achieved and provides direction and guidance to the city manager. The city
manager may be evaluated regarding city council relationships, public relations, effective leadership of
staff, fiscal management, communications, personal traits, and intergovernmental affairs.
All city council questions or comments should be directed to the city manager at 763-706-3609 or
achirpich@columbiaheightsmn.gov.
CHAPTER 5: CITY STRUCTURE
RESTRICTIONS ON STAFF POLITICAL INVOLVEMENT
The City of Columbia Heights is a nonpartisan local government. Professional staff formulates
recommendations in compliance with council policy and are not influenced by political factors for the
good of the organization and the community as a whole.
CITY DEPARTMENTS
The city manager is responsible for the day-to-day management of the City and supervises the
organization through division directors. There are eight city departments:
Administration
As city manager, Aaron Chirpich acts as the director of the administration department. This department
is responsible for providing citywide human resources and labor relations services as well as cable
television franchise administration, legal services oversight, elections administration, data practices
management, records retention oversight, City communications, and city council support services.
Community Development
Mitchell Forney is the community development director. This department consists of building
inspections, planning, zoning, economic development, and business licensing.
Finance
Joseph Kloiber is the finance director. This department is responsible for the City’s finances, accounting,
payroll, insurance, and liquor operations.
Information Technology
Jesse Hauf is the information technology director. This department is responsible for managing and
supporting the City’s technology infrastructure and data security.
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Fire
Dan O’Brien is the fire chief. This department is responsible for providing fire protection, emergency
medical assistance, fire safety, and education, as well as inspections and property maintenance
enforcement.
Library
Renee Dougherty is the library director. The library provides free access to informational and
recreational materials, technology resources, and educational programming.
Police
Matt Markham is the police chief. This department is responsible for public protection, programs to
prevent crimes, and community-oriented policing.
Public Works
Kevin Hansen is the public works director / city engineer. This department is comprised of Streets, Parks,
and Utilities. Public Works also oversees citywide refuse management and provides facility maintenance
for all city buildings and grounds.
Recreation
Keith Windschitl is the recreation director. The Recreation Department is responsible for providing
recreation and senior citizen programming in the city.
CHAPTER 6: SUPPORT, TECHNOLOGY, AND LEGAL COUNSEL
SUPPORT
Staff Support
Staff support is provided in response to requests from the City Council as a whole. Requests for
information, service-related needs, or policy positions should be considered as an item for the
City Council meeting agenda. Staff will complete work within an established timeline of the Council
when directed by Council action, supervised by the city manager. To request support, contact the city
manager at 763-706-3609 or achirpich@columbiaheightsmn.gov.
Mailboxes
Council members receive conference materials, mail other correspondence during meetings and in their
mailboxes at City Hall.
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Meeting Materials
The draft City Council meeting agenda is delivered via e-mail on the Wednesday prior to the meeting.
The final City Council meeting agenda and full packet is delivered to City Council members via e-mail on
the Friday prior to the meeting.
TECHNOLOGY
To enhance council members’ service to the community and their ability to communicate with staff and
the public, the City provides meeting facilities and office equipment for City business. The City provides
technological equipment with necessary software, internet, and e-mail capabilities. Use of personal
computer equipment may make its contents subject to public disclosure and review. Please contact the
City Manager if you have any questions or concerns relating to technology.
Use of technology such as computer, internet and e-mail, cell phones, desktop phones, iPads and digital
equipment must be done with integrity and be able to withstand public scrutiny. Refer to the
Information Security Policy on the intranet for details.
Public Record
City emails involving council members and members of advisory boards and commissions are public
records (with very few exceptions as stated by the Minnesota Data Practices Act. A helpful resource is
available through the League of Minnesota Cities:
http://www.lmc.org/media/document/1/datapractices.pdf.
Public Information
Email or text messages not considered public record may still be public information. Those interested in
copies of these items must file a public disclosure request. Requests for private data or information
outside of the scope of a council member’s role should be routed to the city manager.
LEGAL COUNSEL
Legal counsel for the City is through the city attorney. The city attorney is the legal advisor for the
council, its committees, commissions and boards, the city manager and all city officers and employees
with respect to any legal question involving an official duty or any legal matter pertaining to City affairs.
General city attorney legal responsibilities include:
• Provides civil and criminal prosecution services to the City.
• Provides legal assistance necessary for formulation and implementation of legislative policies
and projects.
• Represents the City’s interest, as determined by the City Council, in litigation, administrative
hearings, negotiations and similar proceedings.
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• Prepares or approves ordinances, resolutions, contracts and other legal documents to best
reflect and implement the purposes and intentions of the City Council; and
• Keeps City Council and staff apprised of court rulings and legislation affecting the legal interests
of the City. The city attorney represents the City Council as a whole and not individually.
CHAPTER 7: COMPENSATION
CITY COUNCIL COMPENSATION
Council salaries are set by ordinance (must be adopted at least six months before the election). Salary
increases are effective the first meeting in January after the November election.
Mayor: $1,250 per month $15,000 per year
Council Members: $ 900 per month $10,800 per year
City council members are eligible to participate in the City’s medical, dental, and life insurance
programs. The City contributes the same monthly amount towards council members’ insurance benefits
as it does to non-union employees. Please see the human resources director for the current
contribution schedule.
Reimbursement for Travel Costs
When traveling for official city business the mayor and council members are eligible for reimbursement
of actual lodging expenses and the following amounts for mileage and meals:
Mileage and meals (refer to HeightsNet for current rates).
Meals:
Travel expense vouchers are available on HeightsNet or from the city clerk. Receipts must be fully
itemized for purchases to be reimbursed. Please see Travel Policies for additional information.
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PAYROLL INFORMATION
City council members are paid on the same pay schedule as regular employees. Pay days are bi-weekly
on Fridays with the first payday in January. Payroll is automatic, there are no time sheets necessary.
Newly elected city council members must complete the following enrollment items before the year’s
first pay period:
• W-4
• I-9 document (additional documents need to accompany this, i.e. passport or drivers’ license
and social security card)
• Direct deposit form
• Public Employees Retirement Association (PERA) membership election form
• Online insurance and benefit enrollment
To complete the necessary paperwork, please contact the human resources director at 763-706-3608.
Public Employees Retirement Association Benefit
Elected officials have the opportunity to be a member of the Public Employees Retirement Association
(PERA). A membership election by public officials form must be completed even if one chooses not to
become a member. The City will pay the employer’s share and the council member or mayor so electing
membership will have the employee’s share deducted from their salary. Upon becoming eligible, council
members are able, but not required, to purchase prior service credit as is allowable by statute by paying
the employee’s share. Upon such payment to purchase prior service credit, the City will pay to the
Association a matching amount as provided by law.
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CHAPTER 8: TRAINING AND TRAVEL POLICY FOR CITY COUNCIL, CITY BOARDS AND COMMISSIONS
TRAINING BUDGET
The City Council has an annual training and education budget as well as an in-town and out-of-town
travel budget to be used for training opportunities from resource organizations listed on pages 1-3.
Lobbying efforts are not funded through this allocation.
TRAVEL INFORMATION/POLICIES
Travel involving an overnight stay
Give prior notice to city manager before traveling on overnight business explaining the trip’s purpose,
travel dates, and other details. Doing so creates open lines of communication between council members
and the city manager.
If you need assistance in making conference registration or travel plans, please contact the city clerk at
763-706-3611 or sion@columbiaheightsmn.gov. Registering and making travel plans through the city
clerk allows for direct payment of these costs by the city instead of council members making payment
and submitting for subsequent reimbursement.
Travel Expenses
Audit standards require a fully itemized claims form for expense reimbursement along with any
unexpected portion of the advance, to be submitted to the city manager’s office within 15 days of the
close of the authorized travel period for which the expenses have been advanced.
Transportation costs are reimbursed at the rate for the most reasonable means of transport. For
example, if an elected or appointed official chooses to fly first class, the city reimburses the coach rate
and the official pays the difference.
Hotel/motel accommodations are reimbursed at the single-room rate per person. Government or
discount rates should be used wherever possible.
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Policies
All requests for reimbursement must be made on the approved Travel Expense Voucher located on
HeightsNet. Itemized receipts must accompany all reimbursement claims.
• Meal costs for official functions (political or professional organizations) are paid at full actual
costs.
• There is no reimbursement for alcoholic beverages.
• Expenses are not reimbursed for spouses, guests, those not employed by the City, or other
persons not authorized to receive reimbursement under this policy or state regulations.
• Reimbursement may be claimed by one person for several employees or officials eating
together. Please list all names on the reimbursement claim form.
• Incidental expenses (i.e. telephone, parking, taxis, buses, rental cars) are reimbursed. Use the
travel expense voucher form and include any receipts. To request approval for rental cars,
submit the travel authorization form to the city manager’s office..
• Personal vehicles may be used for City business. As stated above, mileage for business use is
reimbursed at the Internal Revenue Service’s allowable mileage rate. This rate is shown on the
Travel Expense Voucher.
• Report eligible expenses on a travel expense voucher form within 15 days after the trip. Attach
receipts for expenses claimed and submit to the city manager’s office.
For assistance with the above contact the city clerk at 763-706-3611 or sion@columbiaheightsmn.gov.
CHAPTER 9: COMMUNICATIONS AND MEDIA RELATIONS
COMMUNICATIONS
As elected officials, council members have a responsibility to communicate information to the public.
Communicating accurate, timely and professional information is important to ensuring the quality and
credibility of information being provided to the public.
Public Record
Communications (electronic or written) involving city council members and members of advisory boards
and commissions are public records (with a few exceptions a stated by the Minnesota Data Practices Act
- https://mn.gov/admin/data-practices/). https://www.lmc.org/resources/data-practices-analyze-
classify-and-respond/
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Communications not considered public record may still be public information (i.e. e-mail, text
messages). Those interested in copies of these items must file a public disclosure request. Requests for
private data or information outside the scope of a council member’s role should be routed to the city
manager.
Align with Minnesota Open Meeting Law
Information posted or responded to should be done in alignment with the open meeting law. More
information about the open meeting law is available through the Minnesota Data Practices Office at
https://mn.gov/admin/data-practices/meetings/. Another resource is the League of Minnesota Cities
Informational Memo on Meetings of City Councils at https://www.lmc.org/resources/meetings-of-city-
councils/ .
Council members should generally act with caution when using electronic means to communicate with
one another. If a council member wishes to share information with other members, do so through the
city manager. Materials relating to agenda items for City business (including email) must be provided to
the public at the meeting.
Council members must be cautious about email or social media communications shared among three or
more council members:
• Example of an open meeting law violation: A council member posts a comment on a Facebook
page about a proposed ordinance. A second council member comments that they agree, and a
third council member clicks the “like” button.
Citizen questions, comments and concerns
It’s important that council members direct citizen questions, comments, and concerns to the
appropriate staff: info@columbiaheightsmn.gov email address, or to the Ask a Question/Report a
Concern form on the City’s website. Doing so ensures requests are routed to the appropriate
department or staff person and holds them accountable to ensure that proper follow-up is made and
the task is completed. In addition, since some requests cover multiple departments, there may be a
request history that will be useful as staff works to resolve the issue.
Written Correspondence
City council members often need to write letters to citizens, businesses, or other public agencies. City
letterhead, note cards, and envelopes are available for city business use. Contact staff in the
Administration Department for these items. Written letters and memoranda received by the City,
addressed to a council member or the council as a body, are forwarded via email if received in electronic
format, or photocopied and provided to all council members with a copy kept on file.
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Electronic Communications
Generally, the Columbia Heights City Council receives agenda materials, background information and
other meeting information via email. Contact the city manager if there are questions about these items.
Social Media
Since social media is an effective and frequently chosen communication tool among the public, the City
of Columbia Heights has official Facebook pages.
COMMUNICATION TIPS FOR E-MAIL AND SOCIAL MEDIA
Public Perception
City council members are public officials representing the City of Columbia Heights and its policies and
perspectives.
Official versus Individual Perspectives
Since the public connects city officials to the City of Columbia Heights, it’s important to clarify official
perspectives from individual perspectives.
It is advised for council members to separate official and private citizen roles. When presenting
information on behalf of the City of Columbia Heights, identify the role of being an elected official for
the City. When presenting individual perspectives, clarify that those viewpoints are not representative
of the City of Columbia Heights but are personal opinions. Personal social media account names should
not be tied to the City.
Public Information
Any published content, written or electronic (email, for example), may be considered public information
or covered under the Minnesota Data Practices Act. Informal messages not related to a public official’s
role, such as meeting reminders, telephone messages, and informal notes are not public record.
Large Outreach
Information posted on social media is public and will remain online for a long time. Since both email and
social media posts can be quickly shared with other audiences, it is important to post professional
messages and avoid political comments.
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Discoverability
Generally, email is not removed from the system even if deleted. Email is discoverable in litigation,
making it essential to use it cautiously. When seeking legal advice or to discuss matters of pending
litigation or other “confidential” City business, ensure e-mails are sent to only those intended because
the attorney-client privilege protecting the document from disclosure may be waived.
MEDIA RELATIONS
Media Inquiries
Council members are encouraged to refer all media inquiries to the city manager prior to discussing and
voting on an item. After a vote has been taken, individual council members may comment on their
decision. It is understood that individual council member decisions may not be reflective of the council’s
majority vote.
Following these guidelines is important to the democratic process because it helps avoid creating the
public perception that a vote or decision has been made on a topic before all the information has been
presented to the City Council. That perception could discourage the public from engaging in the
democratic process and could have negative legal implications for the City.
City Manager’s Role
The city manager communicates on the City’s behalf in interviews, publications, news releases, on social
media sites and related communications. The city manager is in the best position to provide a response
because many issues involve multiple departments, or work may already be in progress. Often, the
communications coordinator or the appropriate department director will handle interviews and
communications on behalf of the city manager.
Good to Know
When the media calls about:
• Upcoming agenda items, issues, or discussion topics: wait to provide information until the topic
is voted on. This communicates that a decision has not been made and allows the public process
to work by keeping the topic open for citizen input. If a council member discusses the issue with
media before a decision is made, there is a potential that the public may be confused about the
council’s direction. This may create a public perception that a vote or decision has been made
on a topic and discourage the public from engaging in the democratic process.
• Routine or public information: i.e. a meeting time or agenda. Provide media with the
information and notify the city manager of the request.
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• Other information: i.e. city personnel, potential litigation, controversial issues, an opinion about
a City matter, or if unsure of the type of question. It is recommended to work with the city
manager on these topics. The city manager typically works with staff on these issues and can
present the discussion scope or topic.
• Media response: If an answer isn’t readily available, a good response to media inquiries is “I
don’t have all the information about that. Let me find out and I’ll return the call.” Don’t forget to
get the respective media’s name, contact information, and deadline so a response can be
provided.
CHAPTER 10: CITY COUNCIL MEETINGS
GENERAL
The City Council decides public meeting times and places. Currently, the council meets the second and
fourth Monday of the month at 6 pm and holds a work session on the first Monday of the month at 6:00
pm. Regular meetings are held in the City Council Chambers, 3989 Central Ave NE. Work sessions are
held in the Shared Vision Room at City Hall. If a legal holiday occurs on one of these Mondays, the
council meeting will be held the next business day. All meetings are held in compliance with Minnesota’s
Open Meeting Law. All regular and special meeting dates and times are posted on the city website.
http://www.columbiaheightsmn.gov/calendar_app/index.html.
All regular City Council meetings are live broadcast, recorded, and re-broadcast on public access
television (Comcast channel 16 and CenturyLink channel 8052) and archived and available live streaming
on the City’s website.
Meeting agendas and minutes for all City Council meetings are available on the City’s website.
Quorum
To legally conduct business at meetings, the city council needs a quorum (majority) of members present.
At least three city council members constitute a quorum.
TYPES OF MEETINGS
Align with Minnesota Open Meeting Law
The City Council and any committee, subcommittee, board, or commission that makes or recommends
decisions to the City Council are subject to the Minnesota Open Meeting Law:
https://mn.gov/admin/data-practices/meetings/, https://www.lmc.org/resources/meetings-of-city-
councils/
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Communication regarding City business among three or more council members should only take place at
an open meeting or a meeting lawfully closed pursuant to Minnesota statute. Committee quorums
depend on the number of people on the committee.
Council and committee members should generally act with caution when communicating face-to-face or
through written or electronic correspondence. If a council member wishes to share information with
other members, this should be done through the city manager. Materials relating to agenda items for
city business (including e-mail) must be provided to the public at the meeting.
Regular Meetings
The Columbia Heights City Council convenes regular meetings twice each month. At the first meeting of
the year, the council:
• Designates an official newspaper.
• Assigns committee duties to members.
• Appoints a Council President.
• Reviews operational policies and guidelines if necessary and makes necessary changes.
• Works on other organizational business as deemed necessary.
Agenda
The council packet contains an agenda with information about each agenda item. Packets are available
online on the Friday before the meeting.
Council members wishing to discuss an item at a work session or request action on an item at a council
meeting should request the city manager place the item on the agenda. Council members can also make
a brief report about a meeting or event at a meeting without prior notice. This report should occur
during the Council and Administrative Reports portion of the meeting.
Special Meetings
Special meetings are any meeting other than a regular meeting and can be scheduled by the mayor, any
two council members, or the city manager with at least three days’ notice to the other members. These
meetings could be scheduled to address additional business, budgets, or other pending items the
council was unable to discuss at a regular meeting or need to address before the next regularly
scheduled meeting.
Any special meeting must comply with Minnesota’s open meeting law. Council members are notified of
special meetings at least three days before the meeting, and written notices are posted at least three
days before the meeting. Those who have filed a written request for notice for special meetings must
also be notified.
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Closed Meetings
The Columbia Heights City Council may meet in a closed meeting:
• To consider strategies for labor negotiations under the Public Employer Labor Relations Act;
• To evaluate the performance of an individual the council has authority over (i.e. the city
manager);
• To review information considered attorney-client privilege with the city attorney or city attorney
designee;
• To discuss the purchase or sale of property;
• For security briefings
Meetings must be closed for:
• Preliminary consideration of allegations or charges against an individual the council has
authority over (i.e. the city manager);
• Portions of meetings that include:
o Data that would identify alleged victims or reporters of criminal sexual conduct,
domestic abuse, or maltreatment of minors or vulnerable adults;
o Internal affairs data relating to allegations of law enforcement personnel misconduct or
active law enforcement investigative data;
o Educational data, health data, medical data, welfare data, or mental health data that are
not public;
o An individual’s medical records governed by certain sections of Minnesota law
To hold a closed meeting, the City Council must follow Minnesota’s open meeting law procedures. All
closed meetings (except those closed as permitted by the attorney-client privilege) must be
electronically recorded at the public body’s expense. Unless otherwise provided by law, recordings must
be preserved for at least three years after the meeting date.
If a closed meeting is to evaluate an individual’s performance, this individual’s name must be announced
before the closed meeting. If this individual requests an open meeting, advance notice must be provided
so he/she can make an informed decision about opening the meeting.
Work Sessions
Work sessions provide an opportunity for council members to discuss items that may be future agenda
items or for informational purposes. Several work sessions are held about the City’s budget before its
finalization and levy at the end of the year. Work sessions are typically held each month on the first
Monday at 6 pm. The agenda and related items are posted online in the same location as the regular city
council meetings the Friday before the work session.
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Work sessions are held in a less formal atmosphere, using a consensus-building approach. No formal
action is typically taken at the work sessions.
Emergency Meetings
The City Council has authority under the City Charter and Minnesota State Statute to call emergency
meetings for items that require immediate council consideration. For example, a meeting may be called
to declare a local emergency if there is a state of emergency, such as a natural disaster.
CHAPTER 11: ADVISORY BOARDS, COMMISSIONS, COMMITTEES, AND TASK FORCES
The City of Columbia Heights has advisory boards, commissions, committees, and task forces that the
public serve on. Every member of the City Council is appointed to serve in a liaison capacity on one or
more of these boards, commissions, committees, and task forces.
REPRESENTATION BY CITY COUNCIL MEMBERS
City council members act as liaisons to facilitate communication between the City Council and the
various citizen groups, government committees, and boards. City council members acting in a formal
liaison capacity with outside citizen groups and other elected bodies should represent themselves as a
member of the City Council body as a whole. If a personal belief is contrary to the City Council body’s
belief, the liaison should either withhold comment or participation or should make it known to the
outside group that they are speaking or acting as an individual and not as a representative of the City
Council.
City council members are also appointed as liaisons to city commissions and boards. The liaison helps to
increase the City Council’s familiarity with the membership, programs, and issues of the boards,
commissions, committees, and task forces. In fulfilling their liaison assignment, members may
communicate topics that the council would like discussed to the advisory body chair through the staff
liaison.
City council members are not voting members of the advisory bodies and are generally not actively
participating members of the advisory boards. Rather, they provide a link between the City Council and
the advisory boards to transfer and clarify information between the two entities. In interacting with the
boards, commissions, committees, and task forces, the council member should reflect the council's
views as a body. It is not the role of the liaison to attempt to direct or influence discussion by sharing
personal opinions rather than representing the City Council’s position. When asked for their opinion,
council members should share it with the advisory body, but council members should generally not be
part of the group discussion.
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APPOINTMENT TO AND ATTENDANCE AT BOARDS, COMMISSIONS,
COMMITTEES, AND TASK FORCES
Appointment to boards, commissions, committees, and task forces
Appointments to boards, commissions, committees, and task forces are typically made at the first
meeting in January. The mayor will inquire about what liaison appointments are desired by each
member and will submit recommendations to the full council to fill the various boards, commissions,
committees, and task forces. The full city council will vote to confirm the appointments.
Attendance at boards, commissions, committees, and task forces
If a council member cannot attend their assigned advisory body meeting, they should notify the city
manager to see if another council member is available to fill in. If a council member fails to attend four
meetings in a year and fails to notify the city manager that they will be absent, the city council may
consider assigning another member to that position for the remainder of the year.
All representative positions held by the mayor or a city council member on a board, commission,
committee, or task force, whether an appointment or liaison position, will terminate when the
member’s service in elected office terminates.
STAFF RELATIONSHIP TO ADVISORY BODIES
The city manager assigns and directs staff to advisory bodies. Staff support and assistance may be
provided to advisory boards, commissions, and task forces. While staff may work closely with advisory
bodies, staff members remain responsible to immediate supervisors and the city manager. Members of
commissions, boards, or committees are responsible for the advisory body. The chairperson is
responsible for committee compliance with city code and/or committee bylaws. Staff members assist
the advisory body chair to ensure appropriate compliance with state and local laws and regulations.
Advisory bodies make recommendations to the city council through adopted council agenda procedures.
When an advisory body wishes to correspond with an outside agency, the City Council must review and
approve the communication.
COMMITTEES AND COMMISSIONS BY ORDINANCE
Columbia Heights City Code includes committees and commissions established by ordinance (sections
3.301 through 3.314—
https://codelibrary.amlegal.com/codes/columbiahts/latest/columbiaheights_mn/0-0-0-
404#JD_Ch.3ArticleIII).
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Park and Recreation Commission
Consists of seven regular members who reside in the City, and meetings are held at 6 pm on the fourth
Wednesday of each month at Murzyn Hall. The Park and Recreation Commission supervises and controls
the use of public parks, recreation, and senior citizen programs in the City, including parks, parkways,
playgrounds, recreation fields and buildings, and all related public service facilities. The Commission also
recommends improvements for parks and has the authority to make reasonable administrative rules
and regulations, including setting fees and governing public use of parks and buildings.
Planning and Zoning Commission
Consists of five regular members and meetings are held in the city council chambers at 6 pm on the first
Tuesday of the month. The commission prepares and maintains a Comprehensive Plan for the physical
development of the City. The Commission also serves as the Board of Appeals and Adjustments of
Variance and Appeal Cases. Another commission function is as an advisory board to the City Council on
matters pertaining to Conditional Use Permit applications and zoning amendments.
Sustainability Commission
Consists of nine members and meetings are held on the second Tuesday of each month at city hall. The
commission was established in 2023 to raise awareness and promote sustainable practices within the
community. Implementing these sustainable practices will aid the City in reducing the environmental
impact of human activities. The Sustainability Commission will also bring together different perspectives
and expertise to ensure that sustainability initiatives are responsive to the community's needs and
concerns.
Library Board
Consists of five regular members who are residents of Columbia Heights. Meetings are held in the
history room of the library at 5:30 pm on the first Wednesday of the month. The Library Board
supervises and controls policies, programs, use and physical plant of the city library, including all lands
and equipment, and the setting of service levels and manpower. The board also recommends
improvements for the library and makes administrative rules and regulations, including the setting of
fees, governing public use of the library and its facilities, and is subject to the direction and authority of
the City Council.
Youth Commission
The purpose of the Columbia Heights Youth Commissioner program is for the youth of Columbia Heights
to serve as a non-voting member on select City Boards and Commissions. These positions aim to inspire
and bring new ideas from a youth perspective, create an educational environment for youth looking to
expand their knowledge of government and leadership functions, and provide experience-building
opportunities for area youth seeking increased community and government engagement.
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COMMISSIONS CREATED BY STATUTE
Charter Commission
The Charter Commission must have not more than fifteen and not less than seven members, who are
appointed by the Chief Judge of Anoka County District Court. They are appointed for four-year
terms. Charter Commission meetings are held quarterly on the third Thursday of the month at 7 pm at
City Hall. The city charter enables the City of Columbia Heights to be a self-governing city under the
municipal home rule provisions of the Constitution and Statutes of Minnesota. The Charter Commission
is charged with keeping the city charter current under procedures authorized by state statutes §410.05
(https://www.revisor.mn.gov/statutes/?id=410.05) and §410.12
(https://www.revisor.mn.gov/statutes/?id=410.12).
Economic Development Authority
The Economic Development Authority consists of the five city council members and two additional
appointed members. The EDA meets at 6 pm on the first Monday of every month at City Hall. The EDA
provides financial and technical assistance and resources to residential, commercial, and industrial
interests to promote health, safety, welfare, economic development, and redevelopment.
Housing and Redevelopment Authority
The Housing and Redevelopment Authority membership consists of the five city council members and
does not meet regularly.
CHAPTER 12: OPEN MEETING LAW AND DATA PRACTICES OPEN MEETING LAW
With only a few exceptions, city council meetings, including committees, subcommittees, board, and
commission meetings, are open to the public. The open meeting law ensures the public is fully informed
about decisions made by elected officials and also ensures the public’s right to participate in City Council
actions. More information about the open meeting law is available through the Minnesota Data
Practices Office at https://mn.gov/admin/data-practices/meetings/. Another resource is the League of
Minnesota Cities Informational Memo on Meetings of City Councils at
https://www.lmc.org/resources/meetings-of-city-councils/.
Whenever the council meets, the following information should be available to the public:
• Date.
• Time.
• Location.
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The public should be able to:
• Be present and watch the meeting.
• See how council members vote on issues.
• Receive printed information the council has at the meeting.
• Have a summary of council minutes.
Any scheduled gathering of the city council or committee must give proper notice and be open to the
public. Chance meetings and social gatherings are excluded; however, council members cannot discuss
or receive information on official business in private social gatherings.
There are few exceptions to the open meeting law and specific requirements regarding notice and
subject of closed meetings. Strict adherence to these requirements is necessary to avoid violating the
statute. The city attorney should be consulted when the council considers conducting a closed meeting.
Council members who intentionally violate the provisions of the open meeting law are subject to
personal liability up to $300 in civil penalties per single occurrence. Government entities are prohibited
from paying these penalties for council members. If a council member has three or more intentional
violations, the result is forfeiture of the right to serve on the city council. Examples of potential
violations are:
• Chamber of Commerce gatherings with council members;
• Planning sessions with staff.
• Neighborhood land use gatherings.
• Commenting or “liking” social media posts; and
• E-mail chain creating a serial meeting.
MINNESOTA’S DATA PRACTICES ACT
Minnesota’s Data Practices Act gives public access to city records and data to balance the public’s right
to know with respect for individual privacy. The act presumes that government data are public and
accessible for inspection and copying unless a federal law, state statute, or temporary classification of
data notes otherwise. Since there are significant penalties for willfully releasing private and confidential
data, council members should contact the city manager when there are questions about what
information is public and private.
In addition, a city that violates any provision of the Data Practices Act is liable for any damage caused by
the violation. The person damaged may bring action against the City to cover damages, plus costs and
reasonable attorney fees.
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• More information about the Minnesota Data Practices Act is available through the Minnesota
Data Practices Office at https://mn.gov/admin/data-practices/
• The League of Minnesota Cities provides helpful information about data practices online:
https://www.lmc.org/resources/data-practices-analyze-classify-and-respond/.
Public or Private
Data is classified into categories to define confidentiality. These categories assist the city in deciding
whether and to whom data can be released.
Public Record
Communications (electronic or written) involving city council members and members of advisory boards
and commissions are public record (with a few exceptions as stated by the Minnesota Data Practices
Act.
Communications not considered public record may still be public information (i.e. email, text messages).
Those interested in copies of these items must file a public disclosure request. Requests for private data
or information outside the scope of a council member’s role should be routed to the city manager for
assistance.
Elected Officials and Financial Disclosures Required by State Statute
The disclosure of financial information of elected or appointed officials required by state statute, which
are filed with the City, are classified as public data on individuals.
Personnel Data
Some personnel data of city employment applications, present and past employees, members of
advisory boards and commissions, volunteers, and independent contractors is public. Public personnel
data:
• Name
• Salary
• Contract fees
• Pension
• Fringe benefits
• Expense reimbursements
• Job title and job description
• Education, training and previous work experience
• Terms of any administrative or judicial agreement
• Work location and work telephone number
• Time records
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• Date of first and last employment
• Existence and status of any complaints or charges against an employee
o Note: actual complaint circumstances are not public, whether or not the charge or
complaint resulted in disciplinary action. The final disposition of any disciplinary action,
with the reasons the action was necessary and information documenting those reasons
are public when a final disposition is made. Final disposition also includes resignation
when the resignation occurs after the final decision of the city or arbitrator.
The following is public and refers to former or current applicants; either for employment or an
appointment to an advisory board.
• Veteran status
• Relevant test scores
• Rank on eligibility list
• Education, training, and work availability
Private Record
Some examples of private data include:
• Applicants for city positions. Names are private except when certified as eligible for
employment and considered a finalist by the city manager. A finalist is someone called in for
additional interviews but has not been chosen for the position.
• Appraisal data: confidential until released or until the property is sold.
• Arrest data, response data, and investigative data. Classified as public information once the
investigation is closed and charges are filed.
• Elected officials’ correspondence. The Data Practices Act states that correspondence between
individual community members and elected officials is private; however, it can be made public
by the sender or recipient.
• Property complaints. Complaints to the city of Columbia Heights that are ordinance violations
are confidential data. For example, if a neighbor reports another neighbor is in violation of an
ordinance, the name of the complainant cannot be disclosed.
CHAPTER 13: CODE OF CONDUCT
The mayor and council members are dedicated to promoting the values and integrity of local
government and democracy and are committed to governing efficiently and effectively. After taking the
oath of office as a city council member, they agree to conduct themselves in accordance with the
following code of conduct:
• The professional and personal conduct of council members must be above reproach and avoid
the appearance of impropriety. Members should refrain from abusive conduct, personal
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charges, or verbal attacks upon the character or motives of other council members, boards,
commissions, staff, or the public intended to disrupt and not further the City’s business.
• Council members must abide by applicable state laws, city ordinances, and other doctrines
relating to the conduct of a council member, including, but not limited to, conflict of interest,
data practices, and the open meeting law.
• Council members must maintain the confidentiality of information concerning property,
personnel, or legal affairs of the city. They shall neither disclose confidential information
without proper legal authorization nor use such information to advance their personal, financial,
or other private interests.
• A council member must not use the official position to secure special privileges or exemptions
for themselves or others.
• Each member must support maintaining a positive and constructive workplace environment for
City staff, private citizens, and businesses dealing with the City. Council members will recognize
their roles, as delineated in the city charter, city code, and state statutes, and in individual
dealings with city staff.
• No member shall, except as specifically permitted by Minnesota statutes, accept or receive any
gift of substance, whether in the form of money, services, loan, travel, entertainment,
hospitality, promise, or any other form under circumstances in which it could be reasonably
expected to influence the member in the performance of the member’s official duties or
intended as a reward for the member’s official actions.
• Members of the council will not testify in their capacity as a council member before any other
board, commission, administrative officer, or agent of the federal government, the state of
Minnesota, or any county or other municipal corporation, including cities, except as provided.
Exceptions to the policy:
o If the member is testifying in such capacity pursuant to a lawfully issued subpoena;
o In the event the council has designated the member or members to act as a
spokesperson for the council as a whole to explain the majority vote or council’s
position.
• Council members serve as a whole when representing the official policies and positions of the
City Council. If speaking as an individual citizen, it is important to share that it is the individual
person’s perspective being presented and not that of the City or the council. In addition, council
members must refrain from testifying orally or in writing as to any quasi-judicial matter being
heard, or having the possibility of being heard by the council.
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CONFLICT OF INTEREST
Generally, state law prohibits public officers from having a personal financial interest in a sale, lease, or
contract that they are authorized to make in their official capacity. A “public officer” would include a
mayor, council member, board member, etc.
An interested officer should disclose his or her interest at the earliest stage and abstain from voting or
deliberating on any contract in which he or she has an interest. There are some exceptions to the
general prohibition on contracting with city officials defined in state law. To help determine if a conflict
exists, consider the:
• Nature of the decision being made.
• Nature of financial interest.
• Effect of the individual interest on the outcome of the decision by the council.
Another conflict of interest situation may occur when the official’s personal interest is so distinct from
the public interest that the member cannot be expected to represent the public interest fairly in
deciding the matter. Some common areas are planning and zoning issues, public improvements, special
assessments, licenses, land purchases, and street vacations. Some other areas are church memberships,
family associations, and club memberships.
To use any exception to the conflict of interest law, detailed procedures must be followed. State
statutes and the city attorney should be consulted on these procedures.
INCOMPATIBLE OFFICES
Generally, individuals in elected office are prohibited from holding incompatible offices. The city
attorney should be consulted on concerns about elected officials holding two separate offices. Columbia
Heights city council members cannot hold any other city office or paid city employment during their
tenure as council members. A former member of the City Council cannot be employed by the City until
one year after the term they were elected for has expired.
GIFTS
Elected and appointed “local officials” may not receive a gift from any “interested person.” An
“interested person” is a person or representative of a person or an association who has a direct financial
interest in a decision that a local official is authorized to make. If a public official knowingly accepts a
gift, the official may be guilty of a gross misdemeanor.
Some commonly encountered exceptions to the gift law include lawful campaign contributions and food
or beverages given at a reception, meal, or meeting the official has been invited to attend. If there is
ever any question about accepting or declining a gift, the best option may be to decline.
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LIABILITIES
The City of Columbia Heights carries personal liability insurance policies on elected officials, appointed
officials, employees, and officers. The City defends a person who is performing job duties and is not
guilty of malfeasance in office, willful neglect of duties, or acting in bad faith.
ETHICAL LEADERSHIP
Ethical leadership is vital to the functioning of the City and to maintaining the public’s trust and
confidence in the City and the democratic process.
Key traits of ethical leaders
• Recognize that ethical questions may be complex. As a result, they are willing to seek and
accept the advice of knowledgeable officials such as the city manager, city attorney, or City
staff.
• Understand that ethical conflicts are inevitable and should be dealt with forthrightly. Elected
officials are human and citizens of their community. On occasion, it is expected that they will
have needs or roles in their private lives that conflict with public office obligations. Ethical
officials are open about potential conflicts of interest and follow applicable rules for disclosing
and dealing with the conflict (such as refraining from voting on a particular issue) to avoid even
the appearance of impropriety.
• Are driven by fairness. The most ethical council members recognize that many City decisions
will have adverse as well as positive outcomes, and they therefore strive to make the best
decision as defined by its ultimate fairness to all concerned. This often means making impartial
decisions on the merits of the issues alone while disregarding personal allegiances. It can also
mean taking into account the interests of citizens who are not present or who have not
otherwise commented, but who are nonetheless affected by a decision. Ethical officials try to
make decisions in the best interest of all in the community, not just those who show up at a
meeting or protest the loudest.
• Know the importance of conscientious and ethical government as a value. Ethical council
members do not use their office or authority for revenge, prestige, or personal gain. Ethical
council members recognize that government is a human institution. As a result, the human
motivations of those in government will determine whether the government is effective or
ineffective, good or bad, ethical or unethical. Ethical council members care enough to make a
positive difference and act accordingly.
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CHAPTER 14: RULES TO GOVERN BY
LAND USE LAWS
The Municipal Planning Act grants cities the authority to regulate land use and provides the framework
and road map all cities must follow. Cities regulate land use through three basic tools:
• Comprehensive plan;
• Zoning ordinance (including zoning map);
• Subdivision ordinance.
Although cities are not required to adopt all three tools in municipal planning, each tool serves a
separate and essential purpose. These tools harmonize and interact in important ways to protect and
promote sound City development.
First, the comprehensive plan helps the City look to the future and guides current development in
administering its zoning and subdivision ordinances. The subdivision ordinance regulates land division
into smaller lots and creates blocks and neighborhoods with safe streets, appropriate environmental
features, and character. Finally, the zoning ordinance regulates the use and density of city zones such as
commercial, residential, and industrial purposes, both segregating and combining uses where
appropriate to prevent congestion, environmental impacts, and other negative human health impacts.
A zoning map divides the community into different land uses to assist the City in planning and
permitting future growth and redevelopment. There are 13 different categories for zoning, each with
specific standards.
PUBLIC IMPROVEMENTS
There are two types of public improvements: petitioned and City-initiated. A petitioned project occurs
when a citizen or citizens who own 35 percent or more of the affected property sign a petition asking
the City to make the improvements. A City-initiated project is an improvement identified by the City. A
City-initiated project requires a 4/5 vote of the council, whereas a petitioned project only requires a
simple majority.
Process for improvements
• The City notifies all affected property owners.
• A meeting is held before the first formal council meeting to provide information to the property
owners.
• The first council meeting is the project feasibility hearing, where citizens present their opinions
about the project.
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• The second council hearing is the assessment hearing that establishes the property owners'
costs for the project.
• If the cost of the completed project is less than the assessment, property owners are notified,
and the correct amount is assessed. No property assessment is certified until the project is
completed. This is in accordance with Minnesota statutes, chapter 429
(https://www.revisor.mn.gov/statutes/?id=429), which explains the complete process in detail.
LICENSES AND PERMITS
The City has the authority to license and require permits for activities within its jurisdiction. Licensing
and permitting regulates activities and provides oversight for inspection to protect the public interest.
The City exercises its police power to protect and promote the public’s health, welfare, and safety
through the licensing process. More information about licenses and the licensing process can be found
in chapter 5 of the Columbia Heights City Code, available online at
https://codelibrary.amlegal.com/codes/columbiahts/latest/columbiaheights_mn/0-0-0-1183.
CHAPTER 15: FINANCIAL ASPECTS
The City of Columbia Heights charter specifies responsibilities and procedures for the City’s financial
administration. The charter establishes the calendar year as the fiscal year. The city manager strictly
enforces the budget provisions.
BUDGET AND TAX LEVY
In early June all division heads submit proposed operating budgets to the Finance Department for the
fiscal year commencing January 1. The operating budgets include proposed expenditures and the means
of financing them. The city manager and finance director then meet with all of the division heads to
review their budget proposals after which the city manager prepares the city manager’s budget. Council
members are encouraged to share budget ideas and requests with the city manager and affected division
heads by the spring of the prior budget year.
Before Sep 30, the City Council adopts the proposed budget either as proposed, or as adjusted by the
city council, and certifies the proposed general and EDA property tax levies to the county auditor in
accordance with Minnesota statutes.
In December, the City Council holds a public budget hearing to present the final budget and property tax
levies to citizens and property owners for comment. By Dec25 the final budget is legally adopted and
certified to the county.
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FINANCIAL STATEMENT
City finance staff prepare the Comprehensive Annual Financial Report (CAFR) which is a financial report
explaining the financial status of the city and the sources of revenues and expenditures. The CAFR is
audited annually through an audit by a certified accounting firm. The audit must be in compliance with
all state requirements.
The audit preparation process begins in January each year and runs through approximately June. The
auditors are usually on site examining financial materials, for about a week in February or March. The
CAFR is prepared following this examination. After the audit, the CAFR is presented to the City Council.
This usually occurs in June or July.
Bonds
One of the ways in which the city can finance large capital projects is by issuing bonds. In general, a city
can issue bonds for any authorized expense, which is not a current expense. The use of bonds for
acquisition, development, construction, or improvements of capital assets is allowable.
A city can issue bonds for public improvements in which they will gain revenue. They can purchase
police, fire, and street equipment. This type of bond must be short term.
A city can also issue conduit bonds for the benefit of private entities. In these scenarios, the City issues
the bonds and loans the proceeds to the private entity. The private entity is solely responsible for
repaying the loan and all associated debt service and costs related to the loan transaction. Because the
City is not responsible for any loan repayment, the bonds have no effect on the City’s credit rating, nor
do the bond amounts count against the City’s statutory borrowing limits.
CHAPTER 16: STANDARDS OF APPEARANCE
Business casual dress is encouraged when city council members conduct city business, and business
formal attire is recommended when representing the City at formal functions. City logo wear may be
appropriate at many functions and is a good way to promote and show pride in our community. For
more information about city logo wear please contact the community engagement specialist at 763-706-
3614.
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CHAPTER 17: LEAVING OFFICE AND VACANCIES
LEAVING OFFICE
Upon completion of service to the community, please return equipment acquired during the term.
Examples include computers, copies of the Columbia Heights City Code, key cards, etc.
VACANCIES
There are several reasons a vacancy may occur on the City Council. These include an election deemed to
be invalid, a death, resignation, removal from office, or a council member may move outside the city.
Medical reasons or illness could also prevent a council member from attending meetings. When the
absence extends beyond three months, the council has the authority to remove the current member
and appoint a new member. Another reason for removal would be any council member who does not
perform their duties and responsibilities in good faith.
The process for filling a vacant seat is established in the Columbia Heights City Charter, section 9,
available online at
http://www.columbiaheightsmn.gov/document_center/Government/Updated%20City%20Charter%20O
CT%202016.pdf.
APPENDIX I
AGENDA AND MEETING PROCEDURES
Agenda Preparation
The city manager is responsible for the format and preparation of the council agenda. This includes all
items for consideration, charter requirements, state law, and bylaws.
All items to be included on the agenda or the city manager’s report should be submitted to the city
manager by 4:30 pm on the Monday preceding the meeting date.
Order of business
The mayor presides over city council meetings. In the absence of the mayor, the council president shall
preside. Council meetings begin promptly and are held in the following order:
1. Mission Statement
2. Call to Order / Roll Call
3. Pledge of Allegiance
4. Approval of agenda
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5. Community Forum
6. Proclamations, Presentations, Recognition, Announcements, Guests
7. Consent Agenda
8. Public Hearings
9. Items for Consideration
10. City Council and Administrative Reports
11. Adjournment
Call to Order – Presiding Officer
The mayor (or council president) calls the meeting to order. If the mayor arrives after the meeting has
begun, the mayor resumes duties once business on a particular topic has been concluded. At any
meeting where the mayor and the council president are not present, the council appoints the most
senior council member to preside over the meeting.
Pledge of Allegiance
The City Council, staff, and audience stand and recite the pledge of allegiance.
Mission Statement
The mission statement is provided on the agenda for reference by city council members, staff, and the
public. The mayor may choose to read it at the meeting, but it is not required.
Approval of the Agenda
All official council meetings are open to the public and the media in accordance with Minnesota’s Open
Meeting Law. Approval of the agenda makes this official.
Community Forum
This is a time when members of the public may address the City Council about any topic that is not on
the regular agenda. Generally, individuals address the City Council, but the City Council does not take
formal action on items raised during the community forum. The City Council may direct staff to follow
up or add the item to an upcoming agenda.
Proclamations, Presentations, Recognition, Announcements, Guests
This is the opportunity for the mayor and city council to recognize special events, groups, awards, and
make announcements for upcoming activities to the audience present and those watching the meeting
via cable broadcast.
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Consent Agenda
The consent agenda includes routine or noncontroversial matters that need minimal deliberation. A
motion to approve the consent agenda cannot be debated, but a council member may remove a
consent agenda item and have it placed on the regular agenda for debate and action immediately
following its approval.
The consent agenda includes approval of the previous meeting’s minutes, which once approved become
the official meeting record.
Public Hearings
Public hearings ensure due process by protecting an individual’s right to be heard on a matter prior to
governmental action. Due process encourages objective decision-making by providing those interested
in the City’s decision with an opportunity to be heard.
Generally, there is no dialogue between council members, staff, or the public during the hearing. Council
members may ask questions of those addressing the council to clarify a fact, but any statement by a
council member for anything other than to pose a question on the matter being considered may be
ruled out of order by the mayor or presiding officer.
After new facts and information have been presented to the City Council, the hearing may be closed.
Once the public hearing is complete, council members make a motion and debate the matter under
consideration.
Items for Consideration
This is the part of the meeting where items that require action but not a formal public hearing are
presented to the city council. Generally, the appropriate staff person presents the item, city council
members ask questions of the staff person, discuss the topic amongst themselves, and when they have
all the information necessary, they take formal action on the item.
City Council and Administrative Reports
The city council members are given an opportunity to share with the other members information they
have received that would benefit the group, discuss meetings they have attended, and give updates on
other relevant topics. The city manager and city attorney are also provided an opportunity to make a
report immediately following the city council reports.
Adjournment
When there is no further business, adjournment formally concludes the meeting.
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VOTING
Generally, city council actions pass or fail by a majority vote of the council. A majority is determined by
the number of council members present at a meeting. Certain actions, such as an un-petitioned street
project, require an extraordinary majority or 4/5 vote of the whole council.
Procedure
The votes of council members on pending actions are conducted as voice votes unless any council
member requests a roll call vote be taken. The presiding officer shall also call for a roll call vote
whenever a voice vote is unclear regarding the disposition of the action before the council.
If a roll call vote is called, the council secretary will call for the vote in consecutive order, beginning with
the council member who is seated to the far right of the mayor. The presiding officer always votes last.
Abstention
Council members may abstain from voting on a particular agenda item. If a council member does not
vote, it is recorded as “Abstain: [name]”and is considered a no vote.
PROTOCOL AND RULES OF DECORUM
Protocol
The following information is from the League of Minnesota Cities and is available online at
https://www.lmc.org/resources/handbook-for-minnesota-cities-chapter-7-meetings-motions-
resolutions-and-ordinances/. The following list includes the more common motions.
Motions: formal method of bringing business before the city council and stating propositions on which
the council will have to make a decision. Motions can be made only by city council members or the
mayor.
Requires a second: motions that have a “yes” must be seconded by a council member before they can
be considered. The motion-maker may not second his/her own motion. By seconding a motion, a person
does not necessarily indicate favor of the motion.
Can interrupt a speaker: motions that have a “yes” can be made at any time during a council meeting.
They may be made even while another has the floor and is speaking.
Debatable: a “yes” means the council can discuss the motion’s merits. A “no” means no discussion is
allowed, and the motion must be voted on as soon as it is made and seconded.
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Amendable: motions can be changed by amendment. Motions with a “no” must be voted on in the
same form the motion was originally made.
Vote required to pass: tells whether the motion requires a simple two-thirds majority for passage.
Can be reconsidered: indicates whether or not a motion that was once passed or defeated by the
City Council can be considered again later in the meeting.
Rules of decorum
While the City Council is in session, the members must preserve order and decorum. A council member
must neither, by conversation or otherwise, delay or interrupt the peaceful proceedings of the council
nor disturb members while they are speaking. A member must never refuse to obey the orders of the
presiding officer.
No person or city council member should address the council without first being recognized by the
presiding officer. Council members should only speak twice regarding any matter for a maximum of five
minutes per time unless the entire city council consents to additional time. Council members should also
limit their remarks to the matter at hand.
City staff are expected to observe the same rules of order and decorum as the city council members.
Please see the document titled “City of Columbia Heights Bylaws of Procedures and Decorum” for
additional information and details regarding city council procedures, expectations, and decorum.
Other Rules of Decorum
Other guidelines ensure city council meetings emphasize the importance of business being conducted
professionally. Council members and staff:
• Work to preserve appropriate order and decorum during all meetings;
• Address council members as council member, followed by last name, such as “Council Member
Smith,” and staff by their title followed by last names, such as “City Manager Jones;”
• Discourage side conversations, disruptions, interruptions, or delaying efforts;
• Inform the presiding officer when leaving a meeting;
• Limit disruptive behavior;
• Recognize that those on the City Council, staff, advisory board chairs, or designated
representatives and those authorized by the presiding officer shall be permitted to sit at council
or staff stations.
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APPENDIX II
INDEX OF COMMONLY USED TERMS
Abatement: A complete or partial cancellation of a levy imposed by a government. Abatements usually
apply to tax levies, special assessments, and service charges.
Abatement of Nuisance: The elimination of a situation that endangers public health, safety, and
welfare.
Abstention: The decision of a member not to vote on an item. An abstention is counted as a no vote.
This is contrasted with the situation where a member is disqualified from voting, where such member is
not counted in determining the item’s passage.
Accounts payable: A liability account reflecting amounts on open accounts owing to private individuals
or organizations for goods and services received by a government (but not including amounts due to
other funds of the same government or to other governments).
Accounts receivable: An asset account reflecting amounts owing on open accounts from private
individuals or organizations for goods and services furnished by a government (but not including
amounts due from other funds of the same government).
Affirmative action plan: State and federally mandated plans to attract, recruit, hire, promote, retain,
transfer, and train women and minority employees involving the setting of goals and procedures in
written plans.
Amortization: Gradual reduction, redemption, or liquidation of the balance of an account according to a
specified schedule of times and amounts.
Annuity: A series of equal money payments made at equal intervals during a designated period of time.
Appeal: Private individuals, a group, or an agency may take the decision of a governing body to a higher
authority for review of that decision.
Appraise: An estimate of the value of property. If the property is valued for taxation purposes, the less-
inclusive term “assess” is substituted for this term.
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Appropriation: A legal authorization granted by a legislative body to make expenditures and incur
obligations for specific purposes.
Assessed valuation: A valuation set upon real estate or other property by a government as a basis for
levying taxes.
Assessment: The process of determining the worth or the market value of land and buildings for
taxation purposes.
Assets: Resources owned or held by a government that has monetary value.
Audit: A methodical examination of resource use that concludes in a written report of its findings. An
audit tests management's accounting system to determine the extent to which internal accounting
controls are both available and being used.
Audit report: The report prepared by an auditor covering the audit or investigation.
Bid: An offer to sell something or perform work pursuant to specifications.
Bill: A term used to denote a law or statute passed by certain legislative bodies.
Blight: Social and/or physical decay of the community.
Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a
specified date or dates in the future, called the maturity date(s), together with periodic interest at a
specified rate.
Budget message: Explanation of the budget in fiscal terms and in terms of work programs. It outlines
the proposed financial policies of the government entity for the ensuing fiscal year, describes any
important features of the new budget, and indicates any major changes for the current year in financial
policies, expenditures, and revenues, along with the reason for changes. Includes a summary of the
government entity’s debt position.
Building code: A set of regulations governing building construction.
Building permit: An official document issued by a city, township, or county that grants permission to a
contractor or private individual to erect a building or make an improvement to an existing structure.
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Bulk regulations: Zoning ordinance restrictions on the density, height, location, and lot coverage of
buildings.
Callable bond: A type of bond that allows the issuer to pay the obligation before the stated maturity
date by giving notice of redemption in a manner specified in the bond contract.
Capital budget: A plan of proposed capital outlays and the means of financing them.
Capital Improvement Program (CIP): A program of when, where, and how much a city plans to invest in
public services over the next five to ten years.
Cash: An asset account reflecting currency, coin, checks, postal and express money orders, and banker’s
drafts on hand or on deposit with an official or agent.
Certificate of occupancy: Official notice that a building is in accord with the building and housing codes
and may be used or occupied.
Charter: A document setting forth the principal functions and organization of a city or corporation.
Comprehensive plan: The plan depicting the proposed use of land in the city, guiding the adoption of
zoning regulations, etc.
Conditional use permit: A conditional use permit allows a development in a zoning district where the
specifics of the proposed development are subject to review to determine the suitability of the
development as proposed. A conditional use permit cannot be denied simply to prevent the use.
Consent agenda: Items on the City Council agenda requiring council action. These items are usually non-
controversial and are acted on together with one motion.
Contract: A contract, for purposes of bidding laws, is an agreement for the sale or purchase of supplies,
materials, equipment, or the rental thereof or the construction, alteration repair or maintenance of real
or personal property.
Debt: An obligation resulting from the borrowing of money or from the purchase of goods and services.
Debt limit: The maximum amount of gross or net debt that is legally permitted.
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Debt Service fund: A fund established to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest.
Deficit: (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over
revenues during an accounting period; or, in the case of proprietary funds, the excess expense over
income during an accounting period.
Delegation: The process of allowing someone to perform a task that the council is authorized to
perform, such as conducting a hearing. A proper delegation must be made under the terms that define
and instruct the person exercising the delegated power.
Density: The number of buildings, offices, or housing units on a particular area of land.
Depreciation: (1) Expiration in the service life of fixed assets, other than wasting assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. (2) The
portion of the cost of a fixed asset other than a wasting asset, which is charged as an expense during a
particular period.
Due process: Due process means that a person’s property interests cannot be affected without being
advised of the basis upon which the adverse action is taken and the opportunity to be heard regarding
the matter in a particular forum.
Easement: A right to use property owned by someone else, usually for a specific purpose.
Eminent Domain: The power of a government to acquire private property for public purpose.
Encumbrances: Commitments related to unperformed (executory) contracts for goods and services.
Enterprise fund: A fund established to account for operations (a) that are financed and operated in a
manner similar to private business enterprises – where the intent of the governing body is that the costs
(expenses, including depreciation) of providing goods or services to the general public on a continuing
basis be financed or recovered primarily through user charges; or (b) where the governing body has
decided that periodic determination of revenues earned, expenses incurred, and/net income is
appropriate for capital maintenance, public policy, management control, accountability, or other
purposes.
Entitlement: The amount of payment to which a state or local government is entitled as determined by
the federal government under an allocation formula contained in applicable statutes.
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Environmental Impact Statement: An impact study representing the combined efforts of many
professionals such as biologists, environmentalists, planners, engineers, etc., and concentrating on the
likely impact on the local environment that a certain project might be expected to have.
Equal protection: Equal protection is a constitutional law concept that all people receive the same
protection of the law. That is, similarly situated people are treated similarly without regard to their race,
creed, color, etc.
Fee: Recoupment of costs by the city as opposed to obtaining revenues in excess of costs of providing
the service or regulating the activity (i.e. liquor license). A fee in excess of the costs of regulating or
providing service is a tax.
Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which a
government determines its financial position and the results of its operations.
Franchise: A right or privilege officially granted to a person or group by a government.
Frontage: The part of a lot that touches a road, street, or watercourse; usually expressed as a specific
amount, such as 100 feet of road frontage.
Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other
financial resources, together with all related liabilities.
General fund: The fund used to account for all financial resources except those required to be
accounted for in another fund.
General obligation bond: A bond secured by the general revenues of the City such that the City may be
required to levy to make the payments required pursuant to the terms of the bond.
Gift (ethical purposes): Means money, real or personal property, a service, loan, a forbearance, or
forgiveness of indebtedness, or a promise of future employment that is given and received without the
giver receiving consideration of equal or greater value in return (Minnesota Statutes §10A.071 -
https://www.revisor.mn.gov/statutes/?id=10A.071).
Grants: Contributions of gifts of cash or other assets from another government or public entity to be
used or expended for a specified purpose, activity, or facility.
Harassment: The action of repeatedly annoying or tormenting another individual.
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Hearing: A hearing (in the context of a city council meeting) is the opportunity to voice one’s opinion to
those making a decision.
Home rule charter: A home rule charter city has its powers and structure determined by an election of
its citizens in adopting a charter, as opposed to a statutory city whose structure and powers are
prescribed by state statute.
Improvements: Facilities that aid in land development. Improvements include streets, sewer and water
lines, curbs, sidewalks, streetlights, fire hydrants and street signs.
Initiative: The process established by the charter whereby citizens place a proposed ordinance on the
ballot. Initiative and referendum only apply to certain ordinances regulating conduct or establishing a
procedure and may not be applied to administrative council actions.
Interested person: A person or representative of a person or association that has a direct financial
interest in a decision that a local official is authorized to make.
Investments: Securities and real estate held to produce revenues in the form of interest, dividends,
rentals, or lease payments. The term does not include fixed assets used in governmental operations.
Joint powers: Units of government may enter into joint powers agreements to do almost anything that
any one of the governmental bodies can do. Examples include joint police or other services among cities.
Judgment: An amount to be paid or collected by a government as the result of a court decision,
including a condemnation award in payment for private property taken for a public use.
Land use: A broad term used to classify land according to present use and suitability for future uses,
such as housing, open spaces and parks, commercial, industrial, etc.
Land use and development controls: Codes, resolutions, and ordinances enacted by local communities,
townships, and counties under the authority of state enabling legislation. Such controls are designed
and intended to be used for the protection of public health, safety, and welfare.
Lawful gambling: Lawful gambling refers to activities licensed by the state of Minnesota. Paddlewheels,
tip boards, pull tabs, bingo, and raffles are the only permitted activities. All other forms of gambling are
illegal.
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Levy: (verb) To impose taxes, special assessments, or service charges to support governmental activities.
(noun) The total amount of taxes, special assessments, or service charges imposed by a government.
Liabilities: Debt or other legal obligations arising out of transactions in the past, which must be
liquidated, renewed, or refunded at some future date. This term does not include encumbrances.
License: A permit to engage in an activity. Also may refer to real property whereby a person is permitted
to use or occupy real property.
Meeting: Where a quorum of a governing body is present, and information is received or discussed
relating to matters that will come before the governing body, or an action is taken with respect to
matters that might come before the governing body.
Motion: An oral action of the city council that is recorded in the minutes but is otherwise not formally
set forth in written form.
Municipal bond: A bond issued by a state or local government.
Non-conforming use: A land use that does not comply with the ordinance of a zone it is in or does not
comply with other land use regulations.
Nuisance: The use of land or behavior that brings harm or substantial annoyance to adjacent property
owners or the public in general.
Obligations: Amounts which a government may be legally required to meet out of its resources.
Ordinance: A formal legislative enactment by the governing board of a city. If it is not in conflict with any
higher form of law, such as a state statute or constitutional provision, it has the full force and effect of
law within the boundaries of the city to which it applies.
Parcel: A lot or group of lots under a single ownership.
Parliamentary procedure: Following the rules and customs of the council on how a meeting is
conducted. The official process to accomplish city business.
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Planning and zoning commission: An official body appointed by the governing body of a city, township,
or county responsible for making the comprehensive plan. In addition, the planning and zoning
commission makes recommendations to the governing body about the zoning ordinance and zoning
decisions, on subdivisions, and general planning matters.
Plat: The map of a subdivision, showing the number and dimensions of lots, public rights of way, and
easements.
Police power: The power of a city to establish penal ordinances that prohibit conduct, adopt zoning
regulations, remove nuisances, and otherwise provide for the health, safety, and welfare of the
community and its citizens.
Publish: Publishing a notice requires placing the item in the city’s official newspaper for the specified
period of time and in the specified form.
Quorum: The number of individuals necessary to transact business. A quorum is less than all of the
members and is generally the number required to adopt an item, usually a simple majority of the body’s
members.
Referendum: A referendum is accomplished by the petition of the electorate to have an ordinance
submitted to an election before it may become effective.
Resolution: A written action of the council adopted by voice vote of the council that records and sets
forth the action taken by the council.
Revenue bond: A bond that is secured by the stream of payments received from some particular project
or undertaking as opposed to the general revenues of the city.
Right of way: The right to cross over property. A right of way usually refers to public land on which a
street is built. The right of way includes not only the street but also the land between the street and the
sidewalk.
Right to know: Legislation requiring employers to advise employees regarding hazardous materials in
the workplace.
Setback: The distance required to locate a building from a road, property line, or other building.
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Special assessment: The levying of a charge against property that has received a benefit from a
particular project or activity undertaken by the city. The special assessment becomes part of the funding
mechanism to defray the project's cost.
Special district: A special unit of local government created to provide a specific service, such as water
and sewer and fire protection.
Special service district: A special service district is a district authorized by special legislation that allows
for the imposition of service fees for services rendered in the district. It is available for use in industrial,
commercial, or public utility applications.
Statute: A written law enacted by a duly organized and constituted legislative body.
Stormwater: Any flow occurring during or following any form of natural precipitation.
Subdivision: The legal separation of a parcel of land into lots for future sale and/or development.
Substandard housing: A broad classification for housing condition, rated in degrees of major and minor,
which indicates that a certain dwelling unit is deficient for general use.
Surety bond: A written promise to pay damages or to indemnify against losses caused by the party or
parties named in the document through nonperformance or defalcation.
Tax: A tax is a charge levied against property or an activity. Cities may only impose taxes pursuant to
specific statutory authorization.
Tax increment financing: A development tool whereby the taxes generated by a development or
redevelopment are used to pay the project costs incurred by the city. The additional taxes generated by
development are used to reimburse the city’s project costs.
Tax lien: Claims which governments have upon properties until taxes levied against them have been
paid.
Tax rate: The amount of tax stated in terms of a unit of tax base.
Taxes: Compulsory charges levied by a government for financing services performed for the common
benefit.
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Tract: Land under single ownership or control.
Variance: The decision to alter the provisions of a land use ordinance, usually on a single piece of land.
Vote: At a council meeting, the formal decision on an item. Votes may be taken by roll call or by voice,
but the minutes of the meeting must reflect how each member voted.
Zone: An area or areas of the town where certain land uses are permitted, and other uses are prohibited
by the zoning ordinance.
Zoning: A regulatory approach to land use that defines what types of buildings, activities and
construction may occur in a district. For example, single-family residential, commercial, light industrial,
etc.
APPENDIX III
TIPS FOR SUCCESSFUL PUBLIC SERVICE
• Speak the majority vote (rather than personal vote) of the City Council to avoid confusing the
public.
• Learn about the City, its history, operations, finances, City ordinances, charter, and policies.
• Devote sufficient time to the office and to studying the present and future problems of the
community.
• Save energy and time by setting priorities. Governing a city requires a team effort. Be a team
player.
• Use caution when making public decisions because they represent the community. Be careful
not to allow personal experience to influence decisions and focus on what the community needs
as a whole. Take budget preparation seriously because it influences the next year as well as the
future years.
• Make decisions based on public policy and be consistent. Treat similar situations similarly and
avoid favoritism.
• Be proactive. Focus on ways to prevent problems. Find the long-term public interest of the
community rather than focusing on the demands of special interest groups.
• Be thoughtful when making decisions and be careful not to rush to judgment.
• Embrace change. Look for ways to be responsible through new ideas from the community, staff,
the public, and other council members.
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• If not sure of an answer to a question, it’s okay to say “I don’t know the answer,” then find the
answer to that question within a reasonable time limit. Providing correct information is
important. The city manager can generally be very helpful.
• Remember that most decisions and actions require the approval of the governing body, and this
takes a majority vote.
• Keep in mind that council members have legal authority as a governing body member only when
the governing body is in legal session.
• Keep other council members and the city manager in the communication loop about topics
because this puts everyone on the same page.
• Participate in official meetings with the dignity and decorum fitting those who hold public trust.
• Personal dress and courteous behavior at meetings help create an environment for making
sound public decisions.
• Conduct official public meetings with some formality and follow rules of procedure. Formal
meetings expedite the process and tend to promote better decision-making.
• Ask questions.
• Be active. Vote yes or no on motions. Respect an official position and share it as the voice of one
City Council.
• Respect the letter and intent of the open meeting law. Be trusted by not repeating information
under any circumstances unless there is a professional reason to do so.
• Retain competent key employees, pay them well, trust their professional judgment, and
recognize their authority and responsibilities.
• Focus on policy-making and allow the city manager to work with the City’s day-to-day
operations. Work within the system by directing businesses and people to city staff as
appropriate (such as suppliers and vendors). Direct contact with governing body members
should be with the governing body as a whole.
• Be accountable for policies and decisions made.
• Be positive and ask the right questions. “How can we do this?”
• Learn to evaluate recommendations and alternative courses of action. Request options and
encourage imaginative solutions.
• Focus on the long-term future of the City to avoid taking short-term gains at the expense of
long-term losses.
• In determining the public interest, balance personal rights and property interests, recognize that
decisions must be made with the best interest of those involved in mind.
• Focus on the total development – physical, economic, and social – of the community.
• Keep in contact and cooperate with federal, state, county, and school officials. Cities must work
within the intergovernmental system to be effective.
• Get to know officials of neighboring and similar size cities. Visit other cities, particularly those
with a reputation for being well-run.
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• Listen to fellow council members and the public to better understand what they are trying to
say.
• Keep constituents informed and encourage citizen participation.
• Remember what’s said privately and publicly can often be seen as news. Be friendly and deal
effectively with the news media and represent the city council as one voice. Consult with the
city manager if you have any questions or need help. Be careful about rumors. Check them out
and help clarify any false information.
• Take care in those appointed to boards and commissions to ensure they are capable and
representative of the whole community.
• Use manuals, guides, and other technical assistance and information. Attend workshops and
conferences to grow.
• Time management can help balance City service with other priorities. Establish personal goals
and objectives.
• Focus on the future, and try to leave the City better than when first becoming a council
member.
• At least once a year, schedule a governing body discussion to review processes and procedures.
Ask “How are we doing? How can we do things better?”
• Be enthusiastic about public service and the privilege to serve and make it a fun and rewarding
experience.
• Be a leader, as well as part of the team of elected and appointed officials who were selected to
make the city an even better place to live.
• Celebrate! Good things do happen. Let the public share those successes.
Source: League of Kansas Municipalities, 1990
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Item 8.
ITEM: Executive Session: City Manager Six Month Performance Evaluation. Closed per Minn. Stat. 13D.05,
Subdivision 3(a).
DEPARTMENT: Administration BY/DATE: Sara Ion / January 2, 2025
CORE CITY STRATEGIES: (please indicate areas that apply by adding an “X” in front of the selected text below)
_ Healthy and Safe Community
_Equitable, Diverse, Inclusive, and Friendly
X Trusted and Engaged Leadership
_Thriving and Vibrant Destination Community
_ Strong Infrastructure and Public Services
_Sustainable
CLOSED EXECUTIVE SESSION SCRIPT:
May I hear a motion to close the executive session to discuss Agenda Item 9 pursuant to Minnesota Statue
13D.05 Subdivision 3(a)?
Is there a second?
I have a motion by Councilmember ___________________
And a second by Councilmember ____________________
All in favor? Any opposed? That motion carries.
At this time, I will close the meeting pursuant to Minnesota Statute 13D.05 Subdivision 3(a) so the Council may
evaluate the performance of the City Manager.
At this time, I will ask all attendees to leave the room. I will also note that at the conclusion of this closed
session we will resume the regular work session meeting.
Now that the discussion for Agenda Item 9 is completed, can I hear a motion to reconvene the open session?
Is there a second?
I have a motion by Councilmember ___________________
And a second by Councilmember ____________________
All in favor? Any opposed? That motion carries.
We will now re convene the open session.
CITY COUNCIL WORK SESSION MEETING
AGENDA SECTION EXECUTIVE SESSION
MEETING DATE JANUARY 6, 2024
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Item 9.