League of Minnesota Cities leads Crookston workshop on council‑staff roles, agendas and bylaws

Amy Downer of the League of Minnesota Cities Insurance Trust and two League research attorneys led a workshop for the Crookston City Council on council‑staff roles, meeting procedures, and governance documents.

The session matters because clarifying roles, agenda rules and policies can reduce meeting conflict, ensure compliance with charter and state law, and improve the council’s ability to set policy while leaving daily implementation to administration.

Downer opened the workshop, which featured Lexi Wentworth and Josie Rosine of the League’s research department. Rosine and Wentworth explained the general difference between home‑rule charter cities and statutory cities under Minnesota law, noting that charter cities (formally “home rule charter cities”) operate under a locally adopted charter and are also subject to Minnesota Statutes chapter 410 and other applicable laws, whereas statutory cities operate under Chapter 412 and the statutory city code.

The presenters said Crookston is broadly classified in its charter as a weak‑mayor, strong‑council form of government in which administrative and legislative authority vests in the council as a group. City Attorney Tanner read and explained several charter sections relevant to local roles: section 2.06 on mayoral duties, section 2.08 on council investigatory and ordinance authority, section 2.09, which Tanner read aloud, and section 3.03 identifying the city clerk as secretary of the council.

Tanner read the charter text for section 2.09 and summarized its practical effect: “Except for the purpose of inquiry and investigation, the council, the mayor, and council members shall deal with and control city administrative officers and employees under the jurisdiction of the city administrator solely through the city administrator and they shall not give orders to any subordinate of the city administrator either publicly or privately.” He and others interpreted that to mean council members should not direct department staff individually and should communicate policy direction to staff through the city administrator.

Presenters recommended that the council adopt bylaws or rules of order to expand on charter provisions and create consistent meeting norms. Topics suggested for bylaws included presiding‑officer duties (typically the mayor), meeting decorum, open‑meeting law procedures, how to add items to agendas, timelines for agenda submission and distribution, procedures for motions and voting, and onboarding materials for newly elected council members. Rosine pointed to a League model council orientation packet and sample agenda request forms the League provides.

Council members and staff discussed practical calendar constraints and notice requirements. Tanner and others said the city charter contains a 12‑hour special meeting provision but must conform to state open‑meeting requirements; special‑meeting notice is generally three days under state law except in emergency circumstances. Staff described internal expectations for agenda preparation: a standard administrative cutoff (commonly Wednesday noon) to allow Ashley, the city clerk, time to compile materials and post the agenda (the city typically posts agendas on the Friday before a regular meeting).

Speakers also discussed the practical overlap when council members serve on other boards, such as the Economic Development Authority (EDA). Tanner explained that an EDA board can give direction within its own authority, but actions that affect city administration or require city approval should be routed through the city administrator and then to the full council.

Presenters and council members recommended clarifying policies on when items may be added to an agenda, specifying required supporting documents for agenda items, and running an onboarding process for new members that can include orientation packets, one‑on‑one meetings with staff and attendance at League training events. Downer and League staff offered to share sample bylaws, orientation materials and training resources and said they could return for follow‑up workshops.

The meeting closed with council members and staff agreeing that adopting clearer internal rules and an onboarding packet would help reduce conflict, improve efficiency and provide consistency in how the council and administration work together.