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HRA Special Meeting <br />Minutes – Tuesday, June 30, 2015 <br />Page 7 <br />1 <br />specific information, whether it be related to deadlines or financial situations, but to have regular <br />2 <br />reminders of the HRA’s authority in advance of a specific project and receive legal counsel to allow the <br />3 <br />HRA to make informed choices on projects. <br />4 <br />5 <br />Member Etten noted that, in addition to such flags, it was evident that everyone wanted more <br />6 <br />information in a timely manner, but as staff brought things forward, it was also up to the HRA to ask <br />7 <br />questions at meetings and discuss issues fully at board meetings, or hold extra meetings as indicated in <br />8 <br />order to make those decisions in advance. <br />9 <br />10 <br />Ms. Raye questioned if the HRA needed more information, or needed a conversation about the <br />11 <br />HRA/City Council role; or if this discussion prompted sufficient background for lessons learned to <br />12 <br />avoid similar situations in the future. <br />13 <br />14 <br />Member Wall suggested the need to address what model was being worked with, and developing an <br />15 <br />organizational model that best served the HRA and City interests. Member Wall opined that the current <br />16 <br />model did not accomplish that, particularly with the Executive Director position as presently set up with <br />17 <br />that position not being an HRA employee, and having a foot in both the City and HRA as an employee <br />18 <br />of the City and the proposed contract clearly stating that they were accountable to the City Manager and <br />19 <br />the City Manager had sole authority to direct their activities. Member Wall questioned how that could <br />20 <br />possibly work for the HRA as it put that employee in an impossible situation. <br />21 <br />22 <br />Member Wall opined that discussion would be part of another category coming up, under SWOT <br />23 <br />opportunities. <br />24 <br />25 <br />Member Wall opined that the HRA’s organizational structure led in part to the Dale Street Project <br />26 <br />debacle. <br />27 <br />28 <br />Member Lee opined it was plausible there may have been conflicting issues as well. <br />29 <br />30 <br />Ms. Raye suggested further discussion in how to work better with the City Council in the future as part <br />31 <br />of discussions going forward. <br />32 <br />33 <br />Member Wall opined that bridge had already been crossed. <br />34 <br />35 <br />Chair Maschka and Member Elkins agreed that enough discussion had been held. <br />36 <br />37 <br />Ms. Raye suggested there may be a difference of opinion on the City Council as to how and why the <br />38 <br />situation happened; opining that she didn’t see very many people satisfied with the process itself. <br />39 <br />40 <br />Member Wall opined that he walked away from the joint meeting with the City Council with the <br />41 <br />impression everyone was basically in agreement. <br />42 <br />43 <br />In the last plan and defining what to carry forward and lean from such a big event, Ms. Raye noted this <br />44 <br />had been the HRA’s first major redevelopment initiative, and it should serve as an opportunity to learn <br />45 <br />and take risks, and think outside the box. Ms. Raye asked that the HRA reflect on that as it thought <br />46 <br />about the next four-year strategic plan. <br />47 <br />48 <br />4.SWOT (Strengths, Weaknesses, Opportunities and Threats) – What are our strengths and <br />49 <br />challenges as an HRA? <br />50 <br />Strengths <br />51 <br />From his personal perspective, Member Wall opined that the City had a really good staff, and a good <br />52 <br />City Council who worked hard and understood things needing done in this great community, with good <br />53 <br />companies making it even better. <br />54 <br /> <br />