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HomeMy WebLinkAbout2010 02-22 City Council Manager Workshop PacketAGENDA MAPLEWOOD CITY COUNCIL MANAGER WORKSHOP 5:00 P.M. Monday, February 22, 2410 Council Chambers, City Hall A. CALL TO ORDER B. ROLL CALL C. APPROVAL OF AGENDA D. UNFINISHED BUSINESS E. NEW BUSINESS 1. City Manager Performance Review 2. Discussion on Relocation of Precinct 10 — Ramsey County Home 3. Reappointment to CDRB Interview For Matt Wise — 6:45 p.m. F. ADJOURNMENT THIS PAGE IS INTENTIONALLY LEFT BLAND Workshop Agenda Item E AGENDA REPORT TO: James W. Antonen FROM: Chuck Bethel, City Attorney for HR/Labor Relations SUBJECT: City Manager Performance Review: DATE: February 16, 2010 INTRODUCTION/SUMMARY As Jim Antonen, our City Manager, is now completing his first year of service (he started March 9, 2009) it is time to do an annual review of his performance. I have provided the Council with performance evaluation forms to use at this workshop as a tool to measure the performance of the City Manager for the past year. The forms provided are the same forms that were used at the mid -year review and have not been changed. At the workshop, I will be available to briefly summarize each subject to be reviewed if desired, and then the Council may proceed with its discussion and evaluation of that subject. RECOMMENDATION It is recommended that the City Council conduct the annual performance review of City Manager James Antonen. Attachment: 1. Performance Review Template Packet Page Number 3 of 16 Workshop Agenda Item E1 Attachment 1 MAPLEWOOD CITY MANAGER PERFORMANCE EVALUATION For the Period Evaluator: Date: The City Manager's Performance Evaluation is divided into three categories — Communications, Administration, and Personal Skills. Encompassed within those categories are various areas intended to specify critical elements of performance. Each area should be rated separately, being careful not to be influenced by your judgment in other areas. A performance standard is stated, in connection with each major area, including the conditions that have to be met in order to decide the extent to which the standard has been met. A performance standard is defined as the condition that will exist when a responsibility or function is successfully performed. It is essential that a performance standard be established at the outset, for each of the major areas of responsibility of the City Manager. This is necessary in order to use the rating scale effectively. 1-3" Below Standards. This rating indicates that the performance during this rating period is unacceptable, and if immediate action is not taken, could be grounds for dismissal. A rating Below Standards requires explanation or additional comment on behalf of the reviewer, including specific examples. "I " Performance is consistently and completely unacceptable, performance has never met expectations, there are no indications that performance can improve, probable basis for dismissal. '2° Performance is usually unacceptable, but occasionally meets expectations, some indications that performance can improve, but still likely basis for dismissal. "3 "Performance is still unacceptable overall, but sometimes meets expectations, stronger indications that performance can improve, more likely that coaching, training andlor further experience may result in meeting expectations consistently in the future. "4-6" Meets Standards. This rating indicates that performance meets the expectations and needs of the City. "4" Performance is acceptable overall but occasionally fails to meet expectations or often is doing the minimum to barely meet expectations, some coaching, training andlor further experience may be necessary to insure meeting expectations consistently in the future. "5" Performance is acceptable overall, rarely fails to meet expectations, is consistently meeting expectations and may occasionally exceed expectations in some manner. "6" Performance is acceptable overall, never fails to meet expectations and sometimes exceeds expectations in some manner. "7-9" Exceeds Standards. A rating of "Exceeds Standards" indicates that performance is well beyond expectations and that the City Manager clearly and consistently demonstrates excellence in this performance area. This rating requires explanation or additional comment on behalf of the reviewer, including specific examples. " 7"Performance exceed expectations overall, but sometimes only meets expectations in some manner, "8" Performance consistently exceeds expectations, but occasionally only meets expectations in some manner, "9" Performance has always exceeded expectations and consistently demonstrates complete professionalism and constant excellence in this performance area, Please circle the number that best indicates your rating of performance for the area indicated. Space is provided and additional comments are encouraged. Packet Page Number 4 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION PART CRITICAL SKILLS .. .. .. .. 1.1 COMMUNICATIONS Responsibilities: Maintains effective, courteous and consistent communications, both verbal and written, with Council, staff and public. Maintains availability to Council, staff and public. Takes a visible role in articulating approved City Council policy positions to the media and community groups and citizens. Encourages citizen input. Establishes and maintains a system of reporting items of interest, information relevant to the City and current plans and activates of Staff to Council. Plans and organizes materials for presentation to the Council, either verbally or in writing, in a concise, clear and comprehensive manner. Establishes and maintains a liaison with governmental and non - governmental agencies, organizations and businesses involved in areas of concern that relate to services or activities of Maplewood. Performance Standard: This standard will be considered to be met when a majority of the following conditions have been successfully fulfilled: a. Materials, reports, presentations and recommendations are clearly and convincingly made. b. Communications are made in a timely, forthright yet diplomatic and open manner. c. Responses to requests are made promptly, courteously and completely. d. A system is in place and is used effectively to report current events, activities and plans to the Council. e. Adequate information is provided to Council to make informed decisions. f. Contacts with the media are timely and credible. g. Publications are varied and generally well received by the citizens. h. Feedback from the public and community and business leadership is regularly elicited, received and reviewed. A. WRITTEN COMMUNICATIONS Measures: Effectiveness of letters, memoranda and other forms of written communication to the City Council, other governmental agencies, and the public. Considerations: Does the City Manager make written recommendations on issues as often as you'd like and in the manner you'd like? Is the City Manager providing the Council with adequate information so that they feel informed on critical issues? Are recommendations from the City Manager thoroughly researched and reliable? Are tools like the Weekly FYI and e -mail effective ways to communicate with Council members? Can you think of repeated instances where you were not comfortable with the written information of the City Manager or his staff? Is correspondence with the public and governmental agencies clear, concise and understandable? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: Packet Page Number 5 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION B. ORAL COMMUNICATIONS Measures: Facility for presenting technical data and other information in a clear, concise and understandable manner to the City Council and general public. Considerations: Is material presented in an understandable and concise manner? Does the City Manager communicate with the public tactfully and effectively, providing excellent customer service? Is the City Manager effective in conveying the City position in small work groups? in larger work groups? to the media? Does the City Manager verbally promote Maplewood to community organizations through public speaking and cable television? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: C. AVAILABILITY Measures: Maintains accessibility to the City Council, the City staff, and the general public. Considerations: Is the City Manager sufficiently available to Council members and staff in person or by phone on work days, evenings and weekends? Does the City Manager make an effort to be accessible to residents? Is the City Manager active in the community on a personal level? Has the City Manager established a positive relationship with the public and the media? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: Packet Page Number 6 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION ... .. .. .. .. .. .. .. 1.2 ADMINISTRATION Responsibilities: Effectively attract, select, lead, direct, develop and retain highly qualified professional staff and maintain a strong team management approach in municipal services delivery and administration of the workforce. Plan, organize and administer the adopted budget, within approved revenues and expenditure, with documentation that meets council expectations. Effectively plan, organize and supervise utilization of manpower, materials and machinery. Maintain knowledge of technologies, systems, methods, etc. required in relation to provision of City services and effectively evaluate current changesladvances in technology and implement new technology as necessary. Keep Council advised of new and pending legislation and developments in public policy relevant to the City. Plan, organize and implement a planning process in anticipation of future needs and problems for the City. Maintain awareness of developmentslactivities occurring within other cities that may have an impact on city planning. Plan, organize and maintain training of employees in contact with the public to ensure that an attitude of helpfulness, courtesy and sensitivity to public perception exists in employees coming in contact with the public. Actively encourage participation by staff and "employee empowerment" in the identification and resolution of operational needs and concerns. Effectively delegate to staff while remaining knowledgeable and accountable overall. Be sensitive to employee and union morale and demonstrate effective management and resolution of employee and union needs and concerns. Performance Standard. This standard will be considered to be met when a majority of the following conditions have been successfully fulfilled: a. Well-qualified, promising people are recruited and hired. b. Employees are appropriately utilized, contributing to a high retention rate. c. Complaints to council are not common. d. The City is aware and makes use of new trends in technology. e. Budget preparation and management is thorough and effective. f The City Manager can be depended upon to follow through. g. A well-constructed long-range (strategic) plan is currently in operation. h. Annual operational plans are currently carried out by Staff, i. Program evaluation and personnel evaluation are inter-related with the strategic planning process. j. Legislative knowledge is current and complete. k. Measurable outcomes (to the extent possible) are used to determine success in program planning. 1. Provides examples of good ideas from other jurisdictions. A. PROBLEM SOLVING & DECISION MAKING Measures: Ability to recognize problems, determine relevant facts, provide recommendations for City Council action, and formulate alternative solutions to issues. Considerations: Does the City Manager process information effectively to learn new material, identify and define problems and make a decision? Does he look for alternative solutions? Can he make timely, sound decisions even under conditions of risk and uncertainty? Is he informed about organizational policies and procedures? Above Standards Meets Standards Below Standards Unable to Observe . .......................................... .......................................... .......................................... Rating 9 8 7 . ...... ......................................................................................... ....................................... 6 5 4 ......................................... ........................................................................................................................ 3 2 1 X Comments and Suggestions for Improvement: Packet Page Number 7 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION Measures: Ability to plan, organize and maintain a process of establishing, monitoring and providing status updates on long -term goals as articulated in City planning documents. Considerations: Is the City Manager only approaching the job from a day -to -day standpoint or are his efforts directed toward broad City Council objectives? Can you think of City objectives which you feel are not managed well? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: C. PERSONNEL ADMINISTRATION, FOLLOW - THROUGH & SUPERVISION Measures: Recruits, retains and organizes effective staff to get the City's work complete. Demonstrates ability to implement direction provided by City Council and obtain long -term goals of the City on an appropriate timeline and with efficiency. Supervises personnel, programs and services effectively. Considerations: Can the City Manager be depended upon for sustained, productive work? Does he readily assume responsibility? Can he then be depended upon to follow through when asked to do something? Does he assign responsibilities, allocate resources and coordinate the activities of others to meet objectives? Does he make good use of available personnel and talent to get work done? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: Packet Page Number 8 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION D. BUDGETING Measures: Presents a comprehensive annual budget and capital improvement program consistent with the direction of the City Council. Administers the budget within the approved limits and recommends financial strategies and options to the Council. Considerations: Does the City Council understand the budget and support the overall financial direction the City Manager is providing? Is the City Manager effective in identifying funding sources and matching the needs of the service area to available resources? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: 1.3 PERSONAL SKILLS Responsibilities: Demonstrate imagination and decisiveness in leadership performance. Project a strong professional presence in appearance, actions, and personal demeanor in representing the City that can inspire confidence and credibility with regard to City affairs. Demonstrate a high degree of personal energy and enthusiasm to project and carry forward a "can do" attitude. Demonstrate a high level of 'people person" skills necessary to be approachable, patient and accessible to elected officials, employees and the public. Maintain awareness and value of broadening professional and personal development. Demonstrate ability to work under stressful conditions while still providing strong, supportive and effective leadership. Interact successfully and positively in a participatory climate, working openly and effectively with diverse interests and strongly held opinions represented by Staff, elected officials and varied citizen and community groups. Performance Standard: This standard will be considered to be met when a majority of the following conditions have been successfully fulfilled: a. Management techniques show innovation, imagination and decisiveness. b. Staff demonstrates support for the City Manager and a willingness to work together. c. Elected officials and citizens show support for the City Manager and a willingness to work together. d. Feedback from the public, community leadership and Staff is generally positive. e. City Manager is selected as a representative for advisory or other types of public boards or commissions or is otherwise recognized as an effective leader by other cities, county or state agencies. A. LEADERSHIP Packet Page Number 9 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION Measures: Represents the City by portraying a positive image with the public and other governmental entities. Provides a positive example in word and action for staff members. Directs work plans of managers effectively and obtains optimum effort from personnel. Considerations: Does the City Manager take charge and initiate actions, directing the activities of individuals and groups toward the accomplishment of future goals and objectives? Can he adapt his leadership strategy to different situations? Does he inspire and motivate others? Can he effectively initiate collaborative efforts with other agencies? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: B. ADAPTABILITY Measures: Ability to respond appropriately and confidently to the demands of work challenges when confronted with changes, ambiguity, adversity, or other pressures. Considerations: Does the City Manager act professionally, rationally and tactfully when confronted with adversity or frustration? Is he aware of his own strengths and weaknesses and can he accept negative feedback constructively? Can he be effective when demands are ambiguous or changing? Is he creative when confronted with obstacles? Does the City Manager effectively accept direction? Above Standards Meets Standards Below Standards Unable to Observe Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: [III•11:11 TJ0 �061•T:1414W. [�7►F.y Packet Page Number 10 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION Measures: Ability to interact with the staff, public, and other agencies in ways that enhance understanding and respect, perceiving the needs of others, developing collaborative working relationships, and dealing effectively with conflict. Considerations: Does the City Manager show awareness of and consideration for the opinions and feelings or others? Does he solicit feedback from the City Council, the public, and staff in his decision making process? Can he bring conflict or dissent into the open and use it productively to enhance the quality of decisions? Does he help arrive at constructive solutions while maintaining positive working relationships? Above Standards Meets Standards Below Standards Unable to Observe .. ............................... .............................. ... Rating 9 8 7 6 5 4 3 2 1 X Comments and Suggestions for Improvement: D. COMMITMENT Measures: Dedication to the community as a whole and the goals of the City. Considerations: Does the City Manager participate in community -wide events? Is the City Manager available to the public? Is the City Manager a promoter of Maplewood and its future? Does the City Manager make decisions and set priorities with the good of the whole community in mind? Above Standards Meets Standards Below Standards Unable to Observe ............ ............................... Rating 9 8 ............ 7 _ ...... .............................. ......... .................... .......................... 6 5 4 ............................. ................................................................................ 3 2 1 ............................... X Comments and Suggestions for Improvement: Packet Page Number 11 of 16 Workshop Agenda Item E1 Attachment 1 CITY MANAGER PERFORMANCE EVALUATION Considering the above observations, this is my composite evaluation of the City Manager for this review period: Above Standards Meets Standards Below Standards Unable to Observe ...................... .......................... .............. g ........... ...... ................... Ratin 9 8 7 6 5 4 3 2 ................. 1 ..... X The one thing I would like the City Manager to do better next year FINAL COMMENTS (if any) Packet Page Number 12 of 16 TO: James Antonen, City Manager FROM: Karen Guilfoile, Citizen Services Director DATE: February 17, 2010 Item E2 RE: Discussion on Relocation of Precinct 10 — Ramsey County Home (Ramsey County Care Center) 1:m, . � .I Precinct 10 is currently located at the Ramsey County Care Center (RCCC). In 2008, the RCCC underwent a significant remodeling and expansion project to include a Transitional Care Unit which caters to individuals that are transitioning from the hospital to home. It is expected that they will average 500 — 800 admissions per year. Understandably with the expansion there is much more traffic in and out of the facility which impacts parking availability on Election Day. Also, there are safety and security concerns with some of the patients that are considered vulnerable. During the last election there was a situation where the RCH doors were "locked down" and voters couldn't get in or out because the entrance doors automatically locked when a patient with a code alert bracelet got near the door. During the 2008 election when the RCH was undergoing remodeling the precinct was temporarily moved to the Ramsey County Extension building. While this space is adequate for a local election it would not be accommodating for a large State Election and certainly not for a Presidential Election. Prior to 2008, Precinct 9 was located in city hall. In May 2008, the city council approved numerous changes to precinct boundaries and locations. Included was moving Precinct 9 to the Maplewood Community Center since additional room and parking availability was needed to accommodate the approximately 1,400 registered voters in the Precinct. Precinct 10 currently has approximately 710 registered voters which is by far our smallest precinct and could easily be located in city hall. The other option could be to have both Precinct 9 and Precinct 10 located in the Community Center in different parts of the building. This item is placed on the Council Manager Workshop for discussion purposes. Packet Page Number 13 of 16 THIS PAGE IS INTENTIONALLY LEFT BLAND Packet Page Number 14 of 16 Work Session Agenda Item E3 Agenda Report TO: James W. Antonen, City Manager FROM: Chuck Ahl, Assistant City Manager DATE: February 16, 2010 RE: Reappointment to CDRB Interview for Matt Wise BACKGROUND/SUM MARY The City Council interviewed candidates for reappointment on January 11, 2010. Matt Wise was scheduled to be interviewed for reappointment to the Community Design Review Board, however, a last- minute schedule conflict made him unable to attend the interview. City Staff has rescheduled the interview to take place on February 22, 2010 during the Council- Manager Workshop. RECOMMENDATION Staff recommends that the City Council conduct the interview at the scheduled time, using the same questions asked of the other members seeking reappointment to the Community Design Review Board. The questions will be provided to the Council under separate cover. Once the interview is complete, staff recommends the Council to fill out voting ballots and submit the ballots to staff to tally the results. If the Council votes to reappoint Mr. Wise, staff would recommend that the Council formally appoint Mr. Wise to the Community Design Review Board during the regular council meeting following the workshop. Attachments: 1. Commissioner Application Packet Page Number 15 of 16 Workshop Agenda Item E3 / �,ttachment 1 CITY OF MAPLEWOOD BOARDS AND COMMISSIONS APPLICANT INFORMATION FORM NAME: Matt Wise Persona i nformation 3 20 Of M DATE: 11/30/2009 Mi State Statute §13.601 states that once an individual is appointed to a public body, the following additional items of data are public: (1) residential address; and (2) either a telephone number or electronic mail address where the appointee can be reached, or both at the request of the appointee. You may attach a resume or other summary of your background and experience for appointment to this Commission. 1. On which Board or Commission are interested in serving? (please check) , a Business and Economic Development Authority (please check) U Historic Preservation Commission a Small Business Owner a Resident 0 Housing & Redevelopment Authority 0 Parks and Recreation Commission % Community Design Review Board 0 Community Outreach Commission © Planning Commission Environmental & Natural Resources Commission a Police and Civil Services Commission 2. How long have you lived in the city of Maplewood? 6.5 years 3. Will other commitments make regular attendance at meetings difficult? Yes u No Ix 4. Please list specific reasons why you would like to serve on this Board or Commission? I have a passion for real estate development, in particular, I enjoy seeing how private development needs overlap and so metimes conflict with City planning, particularly with respect to site and architectural design. The CDRB offers me an opportunity to share expertise developed through my work in retail real estate (Target), along with a 'vestsd" interest in the City's development activities, 5. Do you have any specific areas of interest within the Board's or Commission's scope of responsibilities? Insuring that design synergies exist between buildings and developments within designated quadrants of the City (e.g. the retail corridor around and including Maplewood Mall) . 6. List any community organizations or activities in which you have recently or are now an active participant. I am the current vice-Chair of the CDRS. Please share any additional comments on why you should be selected by the City Council. I have invested a lot of time and energy over the past 3 years to learning more about the functions of, and history of projects handled by6 the CDRO. This has, in turn, allowed me to offer more effective and appropriate insights into site design and development requests. The history I now have with the CDRB will only help to provide more impactful and insightful review of future requests. I THE INFORMATION CONTAINED IN THIS APPLICATION SHALL BE CLASSIFIED AS PUBLIC EXCEPT FOR HOME AND WORK TELEPHONE NUMBERS, HOME ADDRESS AND E-MAIL ADDRESS, Refurn or mail this application to! City of Maplewood, 1020 County Road B EasG Maplewood, MN 55109 &Comissiam ApplitationA04 Packet Page Number 16 of 16