HomeMy WebLinkAbout02-24-2003 CMWMINUTES
CITY COUNCIL/MANAGER WORKSHOP
Monday, February 24, 2003
Council Chambers, City Hall
6:00 p.m.
A. CALL TO ORDER
B. ROLL CALL
C.
D.
Robert Cardinal, Mayor
Kenneth V. Collins, Councilmember
Kathleen Juenemann, Councilmember
Marvin C. Koppen, Councilmember
Julie A. Wasiluk, Councilmember
Others Present:
City Manager Fursman
Assistant City Manager Coleman
City Clerk Guilfoile
Public Works Director Ahl
APPROVAL OF AGENDA
Present
Present
Present
Absent
Present
Councilmember Juenemann moved to approve the agenda as amended.
Seconded by Councilmember Wasiluk Ayes-All
NEW BUSINESS
1. Representatives Nora Slawik and Scott Wasiluk, and Senator Chuck Weiger
Representative Slawik was present to discuss the Governor's proposed budget and the 4.5 billion
dollar deficit. Senator Chuck Weiger noted priority one is to have a balanced budget by the end of
the legislative session in May. The senator reviewed how the proposed budget would impact public
safety and other issues in the City of Maplewood. Representative Scott Wasiluk echoed his
colleague's remarks and shared feedback from citizens regarding public safety concerns.
All representatives responded to questions from the City Council.
2. Funding Street Construction and Maintenance in Minnesota's Cities
This item was moved to New Business at the City Council Meeting following adjournment of this
Manager/Council's Workshop.
3. City Manger's Performance Review
Councilmember Collins moved to table this item until the April 14th council meeting when
Councilmembers are able to be present.
Seconded by Councilmember Wasiluk Ayes-All
Mayor Cardinal distributed the following City Council and City Manager Evaluation:
Council/Manager's Workshop 02-24-03
City Council and City Manager Evaluation
1. To provide services to citizens in a tax efficient manner
2. Actively welcoming input from constituents
3. Working effectively as five council members and city manager
4. Providing visionary leadership while empowering staff
5. Bringing strong communication skills and integrity to the community
6. Promoting a positive image and presence for the City of Maplewood
7. Helping continue growth and successful development of Maplewood
8. Professional development
9. Handling counciUmanager political difficulties that city may face as elected officials
10. Providing community with politically stable environment
11. Personal commitments to the city we serve
12. Creating city management teams and shifting roles to facilitate change agent
13. Creating city management teams that lead to more support for manager and council
14. Perform "above and beyond" what is require to accomplish things that are often unrecognized and the
rewards for which "are highly uncertain at best"
15. Deep seated loyalty to the city and personally accepting and endorsing its mission
16. Communicated support to employees throughout the city organization
17. Handle conflict in minimal manner where the city manager has found strong support for his role as leader of
his staff
18. City manager asked to express opinions on the level of support he receives from the council
19. City manager expresses his level of job satisfaction and effectiveness with his elected officials
20. City manager rates political stability, family desires and needs, degree of management latitude, quality of
life in community, salary and benefits
21. City manager to express community characteristics, such as partisan election, racial diversity
22. City manager to express why he wants to continue
23. Is the right chemistry present between the city manager and the community
24. Does racial and ideological growth conflict with the community
25. Does the diversity in Maplewood create political conflict
26. Does the city appear in slow growth, moderate growth or rapid growth
27. Does the community growth in Maplewood provide continual challenges for the city manager and his staff
28. Do nonpartisan elections help make Maplewood's government less conflictual and produce a more stable
environment for the community
29. Does the mayor support the city manager in our council-manager form of government
30. Is the city manager one of three types -the careerist, the administrative specialist, and the local appointee?
Example -the careerist sees city management as alife-long occupation and is likely to move from city to
city in search of grater opportunities and advancement. Example -the administrative specialist is recruited
from another field, such as business management because of his or her expertise in a particular field.
Example -the local appointee is the hometown manager with deep roots who had the fewest professional
ties, was likely to have the lowest level of education and experience, and demonstrates the fewest signs of
either geographic or job mobility.
31. The city manager can rate his satisfaction in his work from not satisfied to highly satisfied
32. How does the city manager view his job satisfaction
33. Does the city manager receive support from the city council
34. How effective is the city council as a decision making body
35. Does the city council make decisions with speed and ease reaching consensus
36. How well does the city council work together
37. What degree of political and personality conflicts interfere in their work
38. What favorable community conditions and government stability have combined for the city manager to
work with
Council/Manager's Workshop 02-24-03
E. FUTURE TOPICS
1. Exploring the Possibilities of a Sister City
2. Sidewalk Study-Overall City Plan
3. Street Scape Plan
F. ADJOURNMENT
Councilmember Juenemann moved to adjourn the meeting at 6:55 p.m.
Seconded by Councilmember Wasiluk Ayes-All
Council/Manager's Workshop 02-24-03