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11-10-14 Attachment to MinutesATTACHMENT B INSTRUCTIONS AGENDA ITEM 01A NOVEMBER 24, 2014 This evaluation form contains six categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the City Clerk's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page and return to the Human Resource Director by the requested date. On the date space of the cover page, enter the date the evaluation form was submitted to Human Resources. All evaluations presented prior to the deadline identified on the cover page will be summarized by the Human Resources Director into a performance evaluation to be presented by one or more Commissioners to the City Clerk. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Exhibits composure and attitude appropriate for the position Add the values from above and enter the subtotal Page 2 of 5 Initials 4 = score for this category ATTACHMENT B AGENDA ITEM # IA NOVEMBER 24, 2014 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of the Clerk's Office Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by Commission members and/or staff Sets a professional example by handling affairs of the Clerk's office in a fair and impartial manner Add the values from above and enter the subtotal + 5 = score for this category 3. CITY CLERK FUNCTIONS Oversees the appropriate maintenance of all records of the City and oversees the records retention and destruction process Provides accurate and timely agendas and successfully manages the agenda process for the Commissioners, City Manager and Department Heads Attends all regular and special meetings of the Commission and successfully provides accurate official 'minutes of the proceedings Manages all public records requests Manages municipal elections, and exhibits knowledge of principles and practices of municipal code and pertinent election law Ability to meet and serve the public with tact and creditability Add the values from above and enter the subtotal _ 6 = score for this category 4. REPORTING AND RECORDS Provides regular information and reports to the Commission concerning matters of Importance to the City, using the City Charter as a guide Responds in a timely manner to requests from the Commission for special reports Takes the initiative to provide information, advice and recommendations to the Commission on functions and issues involving the Clerk's Office Effectively manages records and indexing of records for public use Understands Florida Public Records and Government in the Sunshine Laws Add the values from above and enter the subtotal : 5 = score for this category Page 3 of 5 Initials ATTACHMENT $ AGENDA ITEM # lA NOVEMBER 24, 2014 5. FISCAL MANAGEMENT Makes the best possible use of available funds, conscious of the need to operate the the Clerk's Office efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the Clerk's Office Add the values from above and enter the subtotal 4 = score for this category 6. STAFFING AND SUPERVISION Manages staff effectively Encourages teamwork, innovation and effective problem -solving among staff members Instills confidence and promotes initiative in subordinates through supportive controls for their programs while still monitoring operations at the staff level Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress and providing appropriate feedback Promotes training and development opportunities for employees Add the values from above and enter the subtotal : 5 = score for this category NARRATIVE EVALUATION What would you identify as the City Clerk's strength(s), expressed in terms of the principle results achieved during the rating period? Page 4 of 5 Initials ATTACHMENT B AGENDA ITEM # 1A NOVEMBER 24, 2014 What performance area(s) would you identify as most critical for improvement? What constructive suggestions or assistance can you offer the City Clerk to enhance performance? What other comments do you have for the City Clerk; e.g., priorities, expectations, goals or objectives for the new rating period? Page 5 of 5 initials ATTACHMENT C AGENDA ITEM 0 IA NOVEMBER 24, 2014 City Manager Annual Performance Evaluation City of Atlantic Beach, Florida Evaluation period: October 1, to September 30, Commissioners Name Each member of the Commission should complete this evaluation form, sign It in the space below, date and return it to Human Resources. The deadline for submitting this performance evaluation is Evaluations will be summarized by the Director of Human Resources, included in the City Manager's permanent file and presented to the City Manager by each Commissioner. Those evaluations not received by Human Resources by the date listed above will not be considered. Director of Human Resources Date Notice of pending evaluations Included In this month's newsletter. C13 Page 1 of 7 Commissioners Signature Date Submitted ATTACHMENT C AGENDA ITEM # IA NOVEMBER 24, 2014 INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the City Manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page and return to the Human Resource Director by the requested date. On the date space of the cover page, enter the date the evaluation form was submitted to Human Resources. All evaluations presented prior to the deadline identified on the cover page will be summarized by the Human Resources Director into a performance evaluation to be included in the City Manager's permanent file and presented by each Commissioner to the city manager as part of their regularly scheduled one-on-one meetings. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Mental and physical stamina appropriate for the position Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal i 5 = score for this category Page 2 of 7 Initials ATTACHMENT C AGENDA ITEM N 1A NOVEMBER 24, 2014 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by Commission members and/or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal 5 = score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY Carries out directives of the Commission as a whole as opposed to those of any one member or minority group Sets meeting agendas that reflect the guidance of the Commission and avoids unnecessary involvement in administrative actions Disseminates complete and accurate information equally to all Commissioners in a timely manner Assists by facilitating decision making without usurping authority Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal 5 = score for this category 4. POLICY EXECUTION Implements Commission actions in accordance with the intent of Commission Supports the actions of the Commission after a decision has been reached, both inside and outside the City Understands, supports, and enforces local government's laws, policies, and ordinances Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness Offers workable alternatives to the Commission for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal = 5 = score for this category Page 3 of 7 Initials ATTACHMENT C AGENDA ITEM N 1A NOVEMBER 24, 2014 6. REPORTING Provides regular information and reports to the Commission concerning matters of importance to the City, using the City charter as guide Responds In a timely manner to requests from the Commission for special reports Takes the initiative to provide information, advice, and recommendations to the Commission on matters that are non -routine and not administrative in nature Reports produced by the City Manager are accurate, comprehensive and concise Produces and handles reports in a way to convey the message that affairs of the City are open to public scrutiny Add the values from above and enter the subtotal - + 6 = score for this category 6. CITIZEN RELATIONS Responsive to requests from citizens Demonstrates a dedication to service to the community and Its citizens Maintains a nonpartisan approach in dealing with the news media Meets with and listens to members of the community to discuss their concerns and strives to understand their Interests Gives an appropriate effort to maintain citizen satisfaction with City services Add the values from above and enter the subtotal + 5 = score for this category 7. STAFFING Recruits and retains competent personnel for staff positions Applies an appropriate level of supervision to improve any areas of substandard performance Stays accurately informed and appropriately concerned about employee relations Professionally manages the compensation and benefits plan Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal - + 6 = score for this category Page 4 of 7 Initials ATTACHMENT C AGENDA ITEM # lA NOVEMBER 24, 2014 8. SUPERVISION Encourages heads of departments to make decisions within their jurisdictions with minimal City Manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the City Manager's office Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, providing appropriate feedback and appropriate mentoring Encourages teamwork, innovation, and effective problem -solving among the staff members Add the values from above and enter the subtotal + 5 = score for this category 9. FISCAL MANAGEMENT Prepares a balanced budget to provide services at a level directed by the Commission Makes the best possible use of available funds, conscious of the need to operate the the City efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the City Add the values from above and enter the subtotal + 5 = Page 5 of 7 Initials score for this category ATTACHMENT C AGENDA ITEM 0 IA NOVEMBER 24, 2014 10. COMMUNITY Shares responsibility for addressing the difficult issues facing the City Avoids unnecessary controversy Cooperates with neighboring communities and the county Helps the council address future needs and develop adequate plans to address long term trends Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal + 6 = score for this category NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed In terms of the principle results achieved during the rating period? What performance area(s) would you identify as most critical for Improvement? Page 6 of 7 Initials ATTACHMENT C AGENDA ITEM # IA NOVEMBER 24, 2014 What constructive suggestions or assistance can you offer the City Manager to enhance performance? What other comments do you have for the City Manager; e.g., priorities, expectations, goals or objectives for the new rating period? Page 7 of 7 Initials