Agenda Item 10AAGENDA ITEM # 10A
SEPTEMBER 9, 2013
City Manager Performance Evaluation
City of
Evaluation period: to
Governing Body Member's Name
Each member of the governing body should complete this evaluation form, sign it in the
space below, and return it to . The
deadline for submitting this performance evaluation is
Evaluations will be summarized and included on the agenda for discussion at the work
session on
Mayor's Signature
Date
Governing Body Member's Signature
Date Submitted
Page 1 of 7
AGENDA ITEM # 10A
SEPTEMBER 9, 2013
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. On the date space of the cover page, enter the date the evaluation form
was submitted. All evaluations presented prior to the deadline identified on the cover
page will be summarized into a performance evaluation to be presented by the
governing body to the city manager as part of the agenda for the meeting indicated on
the cover page.
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
Page 2 of 7 Initials
5 = score for this category
AGENDA ITEM # I OA
SEPTEMBER 9, 2013
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 governing body 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 body as a whole as opposed to those of any one member or
minority group
Sets meeting agendas that reflect the guidance of the governing body and avoids
unnecessary involvement in administrative actions
Disseminates complete and accurate information equally to all members 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 governing body actions in accordance with the intent of council
Supports the actions of the governing body after a decision has been reached, both
inside and outside the organization
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 governing body 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
Page 3 of 7 Initials
5 = score for this category
AGENDA ITEM # 10A
SEPTEMBER 9, 2013
5. REPORTING
Provides regular information and reports to the governing body concerning matters of
importance to the local government, using the city charter as guide
Responds in a timely manner to requests from the governing body for special reports
Takes the initiative to provide information, advice, and recommendations to the
governing body on matters that are non - routine and not administrative in nature
Reports produced by the manager are accurate, comprehensive, concise and written to
their intended audience
Produces and handles reports in a way to convey the message that affairs of the
organization are open to public scrutiny
Add the values from above and enter the subtotal
T 5 = 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
4. 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
Page 4 of 7 Initials
= 5 = score for this category
AGENDA ITEM # 10A
SEPTEMBER 9, 2013
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, and providing appropriate feedback
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 council
Makes the best possible use of available funds, conscious of the need to operate the
local government 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 organization
Add the values from above and enter the subtotal
Page 5 of 7 Initials
5 = score for this category
AGENDA ITEM # 10A
SEPTEMBER 9, 2013
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
5 = 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
AGENDA ITEM # 10A
SEPTEMBER 9, 2013
What constructive suggestions or assistance can you offer the manager to enhance
performance?
What other comments do you have for the manager; e.g., priorities, expectations, goals or
objectives for the new rating period?
Page 7 of 7 Initials
LEADERSHIP
Rate the ability of the city manager to inspire, encourage and facilitate the activities of subordinates and peers to achieve City goals.
Consider the degree of ingenuity demonstrated in seeking proactive solutions and assuming responsibility for outcomes as well as
creativity, resourcefulness, and communicating in a manner that inspires confidence or builds support.
Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Takes a proactive approach to issues
Motivates and inspires council, staff,
and the public
Offers new ideas, processes and
procedures to council, staff and the
public
Provides mentoring and coaching to
key staff
Understands his staffs strengths and
shapes programs around those
List notes or comments that support the overall rating on leadership
NI = Needs Improvement, FME = Fully Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
FISCAL MANAGEMENT AND BUDGETING
Rate the city manager's ability to prepare an operating and a capital budget, be responsible for (or delegate) purchasing, ensure the
collection of revenues, administer the financial affairs of the city, and prepare reports to council to keep members abreast of the city's
financial condition, per the city's charter.
Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Ensures purchasing policies are
followed and informs council when
revisions are needed
Prepares realistic and understandable
budget documents
Operates the city's finances in
compliance with generally accepted
accounting principles
Maximizes all efforts to collect taxes
and other revenues and seeks new
revenue sources
Manages the budget within the
confines of what the council adopted
Makes the best use of available funds,
conscious of the need to operate the
city efficiently and effectively
List notes or comments that support the overall rating on fiscal management and budgeting
NI = Needs Improvement, FME = Fully Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
SERVICE DELIVERY AND ADMINISTRATION
Rate the ability of the city manager to supervise the administrative affairs of the city to include staffing, the management of the
departments, and the provision of city services. Basically, the ability to run the city.
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Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Ensures the public receives city
services efficiently and effectively
Enforces laws and policies adopted by
the council and the state
Makes sure staff has the resources it
needs to do its job
Responds appropriately to citizen and
employee complaints and /or concerns
Performs duties within given time
frames
List notes or comments that support the overall rating on service delivery and administration
NI = Needs Improvement, FME = Fully
Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
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CITIZEN AND COMMUNITY RELATIONS
Rate the effectiveness of the city manager in dealing with the citizens, the public, intergovernmental agencies, businesses and non-
profits. Is fair, responsive, professional, polite, open, skillful with the media, cooperative, and listens.
Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Asks for and gives attention to
concerns and opinions of all
community groups and individuals
Uses sensitivity, diplomacy, and
empathy when dealing with the public
Interacts effectively with federal, state
and other local government
representatives to achieve potential
benefit for the city
Demonstrates openness, receptiveness,
and approachability in both formal and
informal situations
Deals effectively with the media
List notes or comments that support the overall rating on citizen and community relations
NI = Needs Improvement, FME = Fully Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
PERSONAL AND PROFESSIONAL QUALITIES
Evaluate the character of the city manager, his integrity, his ethics, his fairness and equity in dealing with employees, the council and
the public, his dedication to professional development, time management, problem solving and decision making skills.
Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Projects a positive and professional
image
Has complete personal and
professional integrity
Demonstrates continuous professional
development
Adheres to the ICMA code of ethics
Works toward gaining and maintaining
the respect and support of staff
List notes or comments that support the overall rating on personal and professional qualities
NI = Needs Improvement, FME = Fully Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
CITY COUNCIL RELATIONS
Rate the effectiveness of the city manager in dealing with council members including prompt, thorough and complete information
provided equally to all council members; the lack of surprises on behalf of council members; availability; tact; responsiveness; and
how well he successfully interprets the direction and intent of council.
Rating
Descriptive Statements
NI
FME
EE
NA
General Comments
Assists by facilitating decision making
without usurping authority
Disseminates complete and accurate
information equally to all members in
a timely manner
Responds well to requests, advice, and
constructive criticism
Presents multiple options for council to
consider
Keeps the council informed of
administrative developments
List notes or comments that support the overall rating on city council relations
NI = Needs Improvement, FME = Fully Meets Expectations, EE = Exceeds Expectations,
NA = No observation or too early to tell
ADDITIONAL NARRATIVE — LOOKING AHEAD
What would you identify as the manager's strength(s), expressed in terms of the principal results achieved during the rating period?
What performance area(s) would you identify as most critical for improvement?
What constructive suggestions or assistance can you offer the city manager to enhance performance?
What other comments do you have for the manager, e.g. priorities, expectations, goals or objectives for the new rating period?
Please provide recommendations and comments on a possible change in compensation and a contract extension beyond the current
expiration date of August 8, 2013.