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06. Ordinance 1261 - Elected Officials Salaries - 1st ReadingAgenda -April 7, 1997 AGENDA ITEM 6 - ELECTED OFFICIALS SALARIES BACKGROUNDICONSIDERATION: To assist the process to formalize these salaries, I have enclosed a salary ordinance for the Mayor, Council, and Judge. The salaries that are in this ordinance are those currently in effect. RECOMMENDATION: Since these salaries are for elected officials, it is inappropriate for me to submit a recommendation. ACTION REQUIRED: Approval of the ORDINANCE as written or modified is required. ORDINANCE NO. 1261 AN ORDINANCE AMENDING ORDINANCE NO. 1228, FIXING THE LIMITS OF THE SALARY AND COMPENSATION OF THE CITY OFFICIALS, SUPERVISORS, AND EMPLOYEES PURSUANT TO TITLE 7, CHAPTER 4, PART 42, M.C.A., BEGINNING JULY 1, 1997; REPEALING ALL OTHER ORDINANCES IN CONFLICT THEREWITH. NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF KALISPELL, AS FOLLOWS: SECTION I. The salaries and compensation of City Officers, Supervisors, and Employees for the period beginning July 1, 1997., are hereby established as set out on Exhibit "A", attached hereto and which, by this reference, is made a part hereof. Appropriations shall be made to pay same when due. SECTION_11. Longevity increments and medical insurance premiums shall be paid as provided by law, contract or as directed by the City Council. The annual service anniversary date for all Employees is July 1st of each year; however, an Employee must have at least six months continuous employment by the City before being considered to have one year longevity. SECTION III. This Ordinance shall be in full force and effect as regularly provided by law; salaries and compensation provided for under Sections VI through IX shall be paid retroactive to July 1, 1997, except otherwise as noted herein. SECTION IV. All prior salary and compensation ordinances of the City and any ordinance or parts of ordinances in conflict herewith are hereby repealed. PASSED BY THE CITY COUNCIL OF KALISPELL AND APPROVED BY THE MAYOR THIS DAY OF ,1997. ATTEST: Amy H. Robertson Finance Director Douglas D. Rauthe, Mayor km II. IV. EXHIBIT "A° dal Schedule Elacted--O ty Off; r+-exff Mayor Councilperson Municipal Judge f: i tv__Ms.nager Department Heads Pay Grade 118 Reserved Pay Grade 117 City Attorney Pay Grade 116 Director of Public Works Pay Grade 115 Police Chief Fire Chief Finance Director $12,960 per annum 3,960 per annum 35,578 per annum $62,000 per annum 46,291-61,567 per annum 44,086-58,633 per annum 41,986-55,842 per annum 39,987-53,184 per annum Pay Grade 114 38,083-50,651 per annum Director of Planning, Economic & Community Development Pay Grade 113 36,270-48,239 per annum Director of Parks & Recreation S=ervisors Pay Grade 112 34,542-45,941 per annum Asst. Chief of Police Asst. Fire Chief 2 The following is a memorandum to the members of Kalispell's City Council from the current Mayor. This narrative is an attempt to explain the Mayor's role in our Council -Manager form of government. After holding this position for 61 years, it has become obvious that there are misconceptions and diverse opinions as to the necessary activities of this part-time Mayor position. The compensation for this responsibility must reflect the demands and burdens upon whomever may hold the office of Mayor of the City of Kalispell in the future. Please carefully consider the content and logic of this communication. Gary Nystul's own survey of Mayors conducted in late 1993 and reported to the City Council by memo on July 18, 1994 reported that the Mayors of Helena and Bozeman estimated they each put in more than 25 hours per week on City Business. Billings' Mayor estimated 30+ hours. I was misquoted by the Daily Inter Lake last week. The question was asked, "How much more time do you put in as Mayor than you would if you were just a Councilperson?" My answer was two hours per day more, seven days per week on the average, or approximately twenty hours total. I would expect that the average Council Person puts in five to ten hours total per week. Some who are still missing the old form of government are probably doing more. Following the lead of a couple of Councilperson's comments, the Daily Inter Lake recently suggested that the Mayor of Kalispell, one of Montana's two or three fastest growing cities, should put in less than ten hours per week. I would submit that the editorial writer did little pertinent research to draw that conclusion. He has never interviewed me. He has never tried to find out what the community's expectations are of the Mayor of Kalispell. He has never asked any of the three City Managers we've had. He has only been to two or three Council Meetings in the 61 years that I have been Mayor. The editorial suggested that I only work as Mayor 10 to 15 hours per week, and that that is probably too much. He didn't check Gary Nystul's survey to find out that the Mayor of Whitefish in 1994 was giving 10 to 15 hours per week to the Mayor's position. Neither the article nor the editorial ever mentioned the results of the 1997 survey of estimated salaries and benefits for Mayors and Councils in other Montana cities that have the City Manager form of government. There are numerous sources of informed writings on the roles of Councils, Mayors and Managers. I have read many of them. I have copied and shared many of them with the Council. I have attended training at the State and National levels to better understand. I have received benefit of the experience and advice of three City Managers. I am not doing anything more as Mayor than what this friendly, fast growing community expects and needs. I did put in 25 to 35 hours per week the first year or two of the transition into this form of government. I have necessarily and successfully reduced that effort down to the 15 to 25 hours per week range, probably averaging about 20 hours per week. Part of that reduction was due to my primary job, physical limitations and also in response to the Councils' suggestion that I "pull back" and do less. I would submit that everything is going well, that the "transition" is over and that the people of Kalispell are pleased with the City Manager form of government as confirmed by the overwhelming vote last November. Smaller transitions are -ongoing and will always be a challenge interim, City Manager, new City Manager, new Council Members, new faces in the media, new growth, new pressures on the tax dollar, new County Commissioners and each new legislature. It has been my pleasure to serve two terms as Kalispell's first Mayor under the Manager form of government. The 0 changes have been many, but the quality of life in Kalispell is something we should all be proud of. It may not be the "stuff" of headlines, it may not sell newspapers, but the day to day "stuff" we've done the past 61 years has made a positive difference. I'm proud of the successes. The office of Mayor in the Council -Manager form of government is probably the most misunderstood leadership position in government according to James H. Svara of the Political Science Department at the University of North Carolina. He goes on to say, "Some may dismiss the Mayor as a figurehead. Mayors in Council -Manager cities are not mere ribbon cutters and gavel pounders, nor are they the driving force in city government. Where they are - somewhere between the two stereotypes - is an important leader who can strongly influence how well city government performs. He lacks both the ability to initiate policies on his own and the legal authority to implement those policies. The council -manager -mayor is analogous to a . . . chairman of the board, important but not crucial to the organization's.operation. Still, the "chairman" mayor can have an impact on governmental performance through contributions to the governing process that, though different from those of the old fashioned executive mayor, are still important. The elements of leadership can be organized in two categories. One category is a coordinative function in which the mayor is more or less active at pulling together the parts of the system to improve their interaction. The parts are the council, manager/staff and public; the mayor has a special and close relationship with each." Professor Svara continues by pointing out that "by virtue of his favored position, the mayor can tap into various communication networks among elected officials, governmental staff, and community leaders . . . the mayor, if he has done his homework, can transmit messages better than anyone else in (that city's) government because of his broad knowledge. The second element (of leadership by the mayor) is guidance in the initiation of policy." After much research and tabulation of survey data, the professor observed, "It is a testament to the diffuseness of the mayor's job that there is such variation in how the job is perceived, once one goes beyond the formal responsibilities." These are summarized by him into four dimensions of leadership and ten roles. The first dimension is "Ceremony and Presiding: the typically perceived type of leadership" which has three roles - Ceremonial tasks, spokesman for the Council and presiding officer." (This seems to be where a -_few folks and the editor would like the Mayor's job to end. However, the community surveys cited by Popular Government Magazine had numerous other expectations of a mayor from the citizenry, which I have also heard here in Kalispell.) The second dimension is "Communication and Facilitation", including the roles of 3 educator; informational and educational tasks vis-a-vis the Council, Manager and/or public and the role of liaison with manager; promote informal exchange between the Council and the Manager and staff and also the (difficult role of) team leader, coalescing the council, building consensus, and enhancing group performance. This just takes us through the first two leadership dimensions and the first 6 of the 10 mentioned roles. The third leadership dimension is recognized by the surveys to be "Organization and Guidance". (The mayor must lead as a ) goal setter; setting goals and objectives for council and manager. (Obviously with the Council's ultimate consent) identifying problems; attempting to establish tone for the council. The next role is Organizer: stabilizing relationships; guiding the council to recognition of its roles and responsibilities; and defining and adjusting relationships with the manager. The mayor is expected to be the policy advocate; developing programs; lining up support for . . . proposals. (The final leadership dimensions is that of) Promotion. The mayor as chief elected official of the city Is the chief elected Promoter; promoting and defending the city; seeking investment in the community; handling external relationships; attempting to secure agreement among parties . . ." Obviously different mayors will perform these 9 dimensions of leadership and the 10 different roles at different levels of interest and intensity. James Bohmbach points out that, "The kind of mayoral leadership an incumbent provides depends on which roles he performs and how well. Mayors develop a leadership type for themselves . . . certain types are clear. The mayor could invest as little in the office and define its scope so narrowly that he is simply a caretaker - a uniformly underdeveloped type of leadership. For most mayors, the presiding and ceremonial tasks are inescapable because they are (the) legally required or inherent parts of the job. Mayors who perform no other roles may be called symbolic heads of their government. Such narrowly defined leadership will not meet the needs of the modern governmental system." In the article, "Understanding the Mayor's Office in Council -Manager cities", it is observed that the other end of the spectrum is a mayor who is effective in all areas of performance. They said, "This mayor does not usurp the manager's prerogatives or diminish his leadership. In fact, in the organizer role, the mayor seeks to enhance the manager's ability to act as the chief executive officer. In sum, although the (mayor in this council-manager form of government) does not become the driving force . . . he is the guiding force in city government." I agree with that, all that I've read encourages it, and I intend to continue to do the best I can for Kalispell. Kalispell deserves much more than a caretaker ..mayor. The author of this article went on to say emphatically, "The activities of a good mayor are not matters of choice. First, the increasing demands on city governments mean that these governments need strong leadership from the mayor. If the mayor 4 does not undertake these activities, a serious vacuum exists in council-manager government. Therefore, a good mayor must perform certain roles. Secondly, it is time to abandon the notion that the mayor's office is "what one chooses to make of it". That statement fosters the misconception that mayors who seek to define the responsibilities of their post . . . are on an ego trip. They could "choose" to (only) be the first among equals on the council rather than make a big deal of being the mayor. (However) that position is not consistent with this study's (previously described) analysis of LEADERSHIP. The nature of the office in council- manager government requires that the mayor be prepared to accept (the) responsibilities reflected in the 10 roles. He does so not because of inflated self-esteem but because the position (of mayor) calls for (the) assumption of responsibility. Indeed, the mayor who provides complete leadership has accepted restraints on his freedom. Whoever occupies such office should be expected (by the citizens) to assert leadership across a wide range of roles and should not be faulted for doing so. The council-manager mayor can contribute substantially to the performance of (the) government and the betterment of (the) community. The position is not a pale imitation of the (old) mayor's office in (the strong mayor form of government) but rather a unique leadership position that requires distinctive qualities." I would encourage the citizens of Kalispell and this City Council to demand leadership from this Mayor and all mayors of the future. Kalispell cannot afford a caretaker as their chief elected official. Thank you for listening. I leave you with a quote Rattley: "Anyone who thinks the mayor is merely a figure, has obviously never been a mayor." Just as I been a reporter nor an editor for a newspaper. 5 from Jessie ceremonial have never