HomeMy WebLinkAbout04-14-2003 CMWMINUTES
CITY COUNCIL/MANAGER WORKSHOP
Monday, April 14, 2003
Council Chambers, City Hall
6:00 p.m.
A. CALL TO ORDER
B. ROLL CALL
Robert Cardinal, Mayor Present
Kenneth V. Collins, Councilmember Present
Kathleen Juenemann, Councilmember Present
Marvin C. Koppen, Councilmember Present
Julie A. Wasiluk, Councilmember Present
Others Present:
C.
City Manager Fursman
Assistant City Manager Coleman
City Clerk Guilfoile
Parks and Recreation Director Anderson
APPROVAL OF AGENDA
Public Works Director Ahl
Human Resources Director Le
Fire Chief Lukin
Councilmember Juenemann moved to approve the agenda as presented.
Seconded by Councilmember Wasiluk Ayes-All
D. NEW BUSINESS
1. Parks and Recreations Director Anderson 2002 Budget Objectives
Parks and Recreation Director Anderson provided the council with highlights of his departments activities
and accomplishments for the year 2002.
2. City Manager Performance Review
City Manager Fursman provided the council with a summary of his day-to-day responsibilities and
leadership philosophy and practices as the City Manager for Maplewood.
Mayor Cardinal proposed the following thought provoking ideas:
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
City CounciUManager Workshop 04-14-03
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
Councilmember Juenemann complimented City Manager Fursman on his knowledge of the field, creation of
teamwork, motivation skills, creativity, communication skills, commitment to service and his honesty,
fairness and strong ethics.
Councilmember Wasiluk complimented City Manager Fursman on his ability to follow through on council
direction regardless of whether he agrees with their decision.
Councilmember Collins also feels the City Manager is doing an excellent job and has sound reasoning for
his decisions. Mr. Collins also relayed positive feedback he has received from the public.
City CounciUManager Workshop 04-14-03
E. FUTURE TOPICS
1. Exploring the Possibilities of a Sister City
2. Sidewalk Study-Overall City Plan
3. Street Scape Plan
F. ADJOURNMENT
With there being no further business, the meeting adjourned at 6:53 p.m.
City CounciUManager Workshop 04-14-03