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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. tri m vol # IAI LI VQNflDV 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 tri m vol # IAI LI VQNflDV 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.