Loading...
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