Item 8C- City Appointed Positions Evaluation ToolsCITY OF ATLANTIC BEACH
CITY COMMISSION MEETING
STAFF REPORT
AGENDA ITEIVII#SC
JULY 25,2016
AGENDA ITEM: City Appointed Positions Evaluation Tools
SUBMTTTBD BY : Catherine Berry, Esq., Human Resources DircctorC0
DATE: July8,20l6
BACKGROUND: The City of Atl antic Beach has tlu·ee appointed positions: City Manager, City Attorney
and City Clerk. While a performance evaluation is meant to analyze the performance
of the incumbents in these positions and what has been accomplished during a given
period of time, it is also a communications tool and a learning process whereby the
City Commission e1 nd the three appointed positions canlcurn more about cnch other's
expectations and where strengths and weaknesses ex ist in the relationshi p. Annual
evaluati ons should identi fy any major differences in di recti on mi scomm unieati on or
probl ems be fore they become critica l to the operations of the City of Allan tic Beach.
BUDG ET:
The attached, taken from the TCMA evaluation tool developed by the University or
Tennessee for City Managers and revised to refl ect the duti es and responsibilitie~ or
each of the three positions, has sevcrHI catego ri es within which to evaluate the
perfonnance of these positi ons. lt also gives the opportunity lor a narrative evaluation
by each Commissioner.
I will send each of these three out by e-mail to each of you, wi th your name printed Hl
th e bottom. Please compl ete the evaluation form, sign it in the space marked for your
signfl ture on the front page, date il and return it to me by 5:00p.m., Monday, August
29, 2H16. I will summarize all of the eva luations submilled by that date and present it
to you at the Commission Meeting or September 12, 20 16.
Last year was the first year that eva luati ons were completed on these three positions. I
have attached a summary of the evaluations for each of th e three.
No impact.
RECOMMENDATION: Each Commissioner should utilize these tools for an annual evaluation of the
three appointed positions, which process will be directed by the Mayor and coordinated
by the Director of Human Resources each year.
ATTACHMENTS: City Attomey, City Manager and City Clerk Evaluation Tools.
Summary of last year's evaluations of the three appointed positions
REVIEWED BY CITY MANAGER: -J1 ~ ;f'~
INSTRUCTIONS
AGENDA ITEM# 8C
JULY 25, 2016
This evaluation form contains seven 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 Attorney'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 Attorney.
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 __ + 4 = __ score for this category
2. LEGAL CONSULTATION
__ Provides the scope of legal expertise necessary to meet the City's needs on issues that
arise
__ Provides his best and honest recommendations given all existing legal issues and
ramifications
Commissioner Name Page 2 of 5 Initials
AGENDA ITEM# 8C
JULY 25, 2016
__ Possesses knowledge of and provides efficient and effective advice on the City's Charter
and Municipal Code
__ Advice provided regularly takes into account and balances the overall goals and
objectives of the City
__ Proactively identifies potential legal issues when he is aware of them to avoid problems from occurring
__ Accurately identifies and addresses all legal issues within documents and items that he
reviews
Add the values from above and enter the subtotal __ + 6 = __ score for this category
3. LEGAL REPRESENTATION
__ Aggressively represents the interests of the City as directed by the Commission
__ Approach to legal matters is effective in achieving the best possible legal outcomes for
the City's interests given the issues that arise
__ Represents the City in a professional and ethical manner
__ Is impartial and objective in his duties and responsibilities
__ Estimates of legal impacts are reasonably accurate on a regular basis
Add the values from above and enter the subtotal __ + 5 = __ score for this category
4. STAFF WORK
__ Prepares ordinances, resolutions, contracts and other legal work accurately and
consistent with the direction and objectives communicated by the Commission, City Manager and/or
Department Heads
__ Maintains a good working relationship with members of the City's management team
__ Able to maintain the Commission's and Staff's confidence while informing them of the
different legal risks that proposed actions might generate
__ Displays a positive attitude in carrying out his responsibilities and responding to requests
Add the values from above and enter the subtotal __ + 4 = __ score for this category
5. COST/FISCAL ACCOUNTABILITY AND CONTROL
__ Effectively manages and controls legal costs given the issues, assignments and requests
made to him
__ Legal tasks are performed with appropriate authorization according to established
procedures and contract requirements
Commissioner Name Page 3 of 5 Initials
__ Fiscally effective approach in achieving best possible legal outcomes for the City's
interests given the issues that arise
Add the values from above and enter the subtotal __ + 3 = __ score for this category
6. RESPONSIVENESS/TIMELINESS OF ACTIONS
__ Requested legal work and assignments are completed in a timely manner within
established time frames
__ Accessible when needed to respond to requests for legal information and assistance
__ Timely completion of legal reviews and requests for information
__ Effective follow-up to requests that are made to him
__ Accurately interprets and clarifies Commission and City Manager direction
AGENDA ITEM# 8C
JULY 25,2016
Add the values from above and enter the subtotal __ + 5 = __ score for this category
7. COMMUNICATIONS
___ Effectively communicates with Commissioners, City Manager and Department Heads
__ Answers are provided in a timely and understandable manner
__ Maintains confidentiality with regard to all legal matters, as appropriate
Add the values from above and enter the subtotal __ + 3 = __ score for this category
NARRATIVE EVALUATION
What would you identify as the City Attorney's strength(s), expressed in terms of the principle results achieved
during the rating period?--------------------------
Commissioner Name Page 4 of 5 Initials
AGENDA ITEM# 8C
JVL y 25, 2016
What performance area(s) would you identify as most critical for improvement? _____ _
What constructive suggestions or assistance can you offer the City Attorney to enhance performance?
What other comments do you have for the City Attorney e.g., priorities, expectations, goals or objectives for the
new rating period?----------------------
Commissioner Name Page 5 of 5 Initials
INSTRUCTIONS
AGENDA ITEM# 8C
JULy 25, 2016
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 __ + 5 = __ score for this category
2. PROFESSIONAL SKILLS AND STATUS
__ Maintains knowledge of current developments affecting the practice of local government
management
__ Demonstrates a capacity for innovation and creativity
Commissioner Name Page 2 of 7 Initials
__ Anticipates and analyzes problems to develop effective approaches for solving them
__ Willing to try new ideas proposed by Commission members and/or staff
AGENDA ITEM# 8C
JULY 25,2016
__ 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
5. 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
Commissioner Name Page 3 of7 Initials
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 + 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 __ + 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 + 5 = __ score for this category
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
AGENDA ITEM# SC
JULY 25, 2016
--Instills confidence and promotes initiative in subordinates through supportive rather than
restrictive controls for their programs while still monitoring operations at the department
Commissioner Name Page 4 of 7 Initials
level
AGENDA ITEM# SC
JULY 25, 2016
__ 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 = __ score for this category
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
Commissioner Name Page 5 of 7 Initials
NARRATIVE EVALUATION
AGENDA ITEM# 8C
JULY 25, 2016
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? _____ _
What constructive suggestions or assistance can you offer the City Manager to enhance performance?
Commissioner Name Page 6 of 7 Initials
AGENDA ITEM# 8C
JULY 25, 2016
What other comments do you have for the City Manager; e.g., priorities, expectations, goals or objectives for
the new rating period?----------------------
Commissioner Name Page 7 of 7 Initials
INSTRUCTIONS
AGENDA ITEM# 8C
JULY 25, 2016
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 __ + 4 = __ score for this category
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
Commissioner Name Page 2 of 5 Initials
__ Willing to try new ideas proposed by Commission members and/or staff
AGENDA ITEM# 8C
JULY 25,2016
__ 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
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
Commissioner Name Page 3 of 5 Initials
AGENDA ITEM# 8C
JULy 25, 2016
__ 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?--------------------
What performance area(s) would you identify as most critical for improvement? _____ _
Commissioner Name Page 4 of 5 Initials
AGENDA ITEM# 8C
JULY 25,2016
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?----------------------
Commissioner Name Page 5 of 5 Initials
City Attorney Performance Evaluation Summary
City of Atlantic Beach, Florida
Evaluation period: October 1, 2014 to September 30, 2015
OVERALL SCORE= 4.56
PERFORMANCE CATEGORY SCORING
1. INDIVIDUAL CHARACTERISTICS= 4.25
4.6 Diligent and thorough in the discharge of duties, "self-starter"
4 Exercises good judgment
4 Displays enthusiasm, cooperation, and will to adapt
4.4 Exhibits composure and attitude appropriate for the position
2. LEGAL CONSULTATION= 4.3
AGENDA ITEM# 8C
JULY 25,2016
4.4 Provides the scope of legal expertise necessary to meet the City's needs on issues that
arise
4.6 Provides his best and honest recommendations given all existing legal issues and
ramifications
4.2 Possesses knowledge of and provides efficient and effective advice on the City's Charter
and Municipal Code
4.4 Advice provided regularly takes into account and balances the overall goals and
objectives of the City
4 Proactively identifies potential legal issues when he is aware of them to avoid problems
from occurring
4.2 Accurately identifies and addresses all legal issues within documents and items that he
reviews
3. LEGAL REPRESENTATION= 4.36
4.4 Aggressively represents the interests of the City as directed by the Commission
4.2 Approach to legal matters is effective in achieving the best possible legal outcomes for
the City's interests given the issues that arise
4.6 Represents the City in a professional and ethical manner
4.4 Is impartial and objective in his duties and responsibilities
4.2 Estimates of legal impacts are reasonably accurate on a regular basis
4. STAFF WORK= 4.55
AGENDA ITEM# 8C
JULy 25, 2016
4.6 Prepares ordinances, resolutions, contracts and other legal work accurately and
consistent with the direction and objectives communicated by the Commission, City
Manager and/or Department Heads
4.6 Maintains a good working relationship with members of the City's management team
4.2 Able to maintain the Commission's and Staff's confidence while informing them of the
different legal risks that proposed actions might generate
4.8 Displays a positive attitude in carrying out his responsibilities and responding to requests
5. COST/FISCAL ACCOUNTABILITY AND CONTROL = 4.94
4.8 Effectively manages and controls legal costs given the issues, assignments and
requests made to him
5 Legal tasks are performed with appropriate authorization according to established
procedures and contract requirements
5 Fiscally effective approach in achieving best possible legal outcomes for the City's
interests given the issues that arise
Invoices accurately identify tasl<s and expenses in sufficient detail to provide
accountability and cost control
6. RESPONSIVENESS/TIMELINESS OF ACTIONS= 4.76
4.6 Requested legal work and assignments are completed in a timely manner within
established time frames
5 Accessible when needed to respond to requests for legal information and assistance
4.8 Timely completion of legal reviews and requests for information
5 Effective follow-up to requests that are made to him
4.4 Accurately interprets and clarifies Commission and City Manager direction
7. COMMUNICATIONS= 4.74
4.6 Effectively communicates with Commissioners, City Manager and Department Heads
4.8 Answers are provided in a timely and understandable manner
4.8 Maintains confidentiality with regard to all legal matters, as appropriate
2
NARRATIVE EVALUATION
AGENDA ITEM# SC
JULY 25, 2016
What would you identify as the City Attorney's strength(s), expressed in terms of the principle
results achieved during the rating period?
• Communicates well and understands the scope of his work.
• Depth of knowledge and his tenacity and willingness to serve the community.
• High moral character, sharp mind and quiet presence.
• Team approach used by his office gives the city the resources of a number of highly
qualified attorneys.
• Tipping fee resolution-showed him to be persistent, a good communicator, attentive
and excellent mediator.
• ABCC annexation -well informed, excellent attention to detail, excellent follow-through.
• Ordinances -available to discuss any proposed ordinance at any time.
• Charter-available to moderate the committee -excellent result.
• Getting more comfortable as a municipal attorney.
• Extremely responsive.
What performance area(s) would you identify as most critical for improvement?
• Identify risks more effectively in a public setting.
• Review parliamentary rules and if unsure at meeting state that fact.
• Be more assertive when asked for an opinion at the dais. Ok to say don't know the
answer. Seems a bit "timid" when responding to commissioner's questions.
What constructive suggestions or assistance can you offer the City Attorney to enhance
performance?
• Be more assertive when risk potential is identified in his opinion.
• Keep working for the benefit of the citizens and the city of AB.
• Exemplary professionalism.
• Level of engagement and accessibility to the commission and entire staff far exceeded
expectations.
• His confidence will grow as he gains more experience as a municipal attorney.
3
AGENDA ITEM# 8C
JULY 25, 2016
What other comments do you have for the City Attorney e.g., priorities, expectations, goals or
objectives for the new rating period?
• Should make every effort to engage each of the new commissioners and to
acquaint the commissioners with their entire team and assure them of their
loyalty, and that interests and efforts are with and for the city.
• Have no doubt will exceed expectations of incoming commission and reach all
goals that they set.
• Continue to learn and grow in the position.
4
City Clerk Performance Evaluation Summary
City of Atlantic Beach, Florida
Evaluation period: October 1, 2014 to September 30, 2015
OVERALL SCORE = 4.44
PERFORMANCE CATEGORY SCORING
1. INDIVIDUAL CHARACTERISTICS= 4.5
5 Diligent and thorough in the discharge of duties, "self-starter"
4.4 Exercises good judgment
4 Displays enthusiasm, cooperation, and will to adapt
4.6 Exhibits composure and attitude appropriate for the position
2. PROFESSIONAL SKILLS AND STATUS= 4.36
AGENDA ITEM# 8C
JULY 25, 2016
4.6 Maintains knowledge of current developments affecting the practice of the Clerk's Office
4.2 Demonstrates a capacity for innovation and creativity
4.4 Anticipates and analyzes problems to develop effective approaches for solving them
3.8 Willing to try new ideas proposed by Commission members and/or staff
4.8 Sets a professional example by handling affairs of the Clerk's office in a fair and
impartial manner
3. CITY CLERK FUNCTIONS= 4.77
4.8 Oversees the appropriate maintenance of all records of the City and oversees the
records retention and destruction process
4.6 Provides accurate and timely agendas and successfully manages the agenda process
for the Commissioners, City Manager and Department Heads
4.8 Attends all regular and special meetings of the Commission and successfully provides
accurate official minutes of the proceedings
4.8 Manages all public records requests
4.6 Manages municipal elections, and exhibits knowledge of principles and practices of
municipal code and pertinent election law
5 Ability to meet and serve the public with tact and creditability
4. REPORTING AND RECORDS = 4.4
AGENDA ITEM# SC
JULY 25, 2016
4.2 Provides regular information and reports to the Commission concerning matters of
importance to the City, using the City Charter as a guide
4.6 Responds in a timely manner to requests from the Commission for special reports
4 Takes the initiative to provide information, advice and recommendations to the
Commission on functions and issues involving the Clerk's Office
4.6 Effectively manages records and indexing of records for public use
4.6 Understands Florida Public Records and Government in the Sunshine Laws
5. FISCAL MANAGEMENT= 4.55
4.6 Makes the best possible use of available funds, conscious of the need to operate the
the Clerk's Office efficiently and effectively
4.6 Prepares a budget and budgetary recommendations in an intelligent and accessible
format
4.4 Ensures actions and decisions reflect an appropriate level of responsibility for financial
planning and accountability
4.6 Appropriately monitors and manages fiscal activities of the Clerk's Office
6. STAFFING AND SUPERVISION= 4.08
4 Manages staff effectively
4.2 Encourages teamwork, innovation and effective problem-solving among staff members
4 Instills confidence and promotes initiative in subordinates through supportive controls for
their programs while still monitoring operations at the staff level
4 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
4.2 Promotes training and development opportunities for employees
NARRATIVE EVALUATION
AGENDA ITEM# 8C
JULY 25,2016
What would you identify as the City Clerk's strength(s), expressed in terms of the principle
results achieved during the rating period?
• Very good at responding to needs of public and commission.
• Responsiveness, ability to take charge and willingness to take on more responsibility.
• Thorough, responsive, accessible, organized professional and competent.
• Very detailed and protective of the city's stature.
• Attention to detail and ability to remain apolitical.
What performance area(s) would you identify as most critical for improvement?
• Managing staff, specifically Nancy
• More assertive in her duties as clerk.
• Continue to identify the needs of the city clerk's office and realize that the clerk is not
subordinate to the CM or Attorney within the dictates of the clerk's responsibilities as
stated within the charter.
• Expand on the clerk's ability to disseminate information to the citizens via electronic
means.
• Could learn to be more flexible with procedures and change.
• At times it seems as if her political views can hamper her enthusiasm for the task at
hand.
• Remain neutral in all matters at all times.
What constructive suggestions or assistance can you offer the City Clerk to enhance
performance?
• Need to be stronger in management of Nancy.
• More assertive.
• Continue to attend workshops, etc. that will improve and enhance her duties as clerk.
• More assertive to move the needs of her office forward.
• Continue to become more vocal during commission meetings to make sure the clerk is
aware of the directives of the commission -must ask for clarification, as appropriate.
• Serves the city well. Work is thorough and her staff is always willing to help out.
• Be more assertive when necessary with all parties equally.
AGENDA ITEM# 8C
JULY 25, 2016
What other comments do you have for the City Clerk; e.g., priorities, expectations, goals or
objectives for the new rating period?
• Great job. With change in administration, must step up her performance and
assertiveness as clerk.
• Appreciates the work ethic and assistance of the clerk's office and thank them for their
efforts.
• Hope she will embrace more technological changes that can be an asset to both the city
and the clerk's office.·
• Take enhanced educational role for new commissioners.
4 Responds well to requests, advice, and constructive criticism
4. POLICY EXECUTION = 4.16
4.4 Implements Commission actions in accordance with the intent of Commission
AGENDA ITEM# 8C
JULY 25, 2016
4.4 Supports the actions of the Commission after a decision has been reached, both
inside and outside the City
4.2 Understands, supports, and enforces local government's laws, policies, and ordinances
3.8 Reviews ordinance and policy procedures periodically to suggest improvements to their
effectiveness
4 Offers workable alternatives to the Commission for changes in law or policy when an
existing policy or ordinance is no longer practical
5. REPORTING = 4.2
4 Provides regular information and reports to the Commission concerning matters of
importance to the City, using the City charter as guide
4.4 Responds in a timely manner to requests from the Commission for special reports
4 Takes the initiative to provide information, advice, and recommendations to the
Commission on matters that are non-routine and not administrative in nature
4.2 Reports produced by the City Manager are accurate, comprehensive and concise
4.4 Produces and handles reports in a way to convey the message that affairs of the
City are open to public scrutiny
6. CITIZEN RELATIONS= 4.36
4.4 Responsive to requests from citizens
4.4 Demonstrates a dedication to service to the community and its citizens
4 Maintains a nonpartisan approach in dealing with the news media
4.6 Meets with and listens to members of the community to discuss their concerns and
strives to understand their interests
4.4 Gives an appropriate effort to maintain citizen satisfaction with City services
7. STAFFING= 4
4.4 Recruits and retains competent personnel for staff positions
3.8 Applies an appropriate level of supervision to improve any areas of substandard
performance
2
AGENDA ITEM# 8C
JULY 25,2016
3.8 Stays accurately informed and appropriately concerned about employee relations
4.2 Professionally manages the compensation and benefits plan
3.8 Promotes training and development opportunities for employees at all levels of the
organization
8. SUPERVISION= 4
4 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
4.2 Instills confidence and promotes initiative in subordinates through supportive rather than
restrictive controls for their programs while still monitoring operations at the department
level
4 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
3.8 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
4 Encourages teamwork, innovation, and effective problem-solving among the staff
members
9. FISCAL MANAGEMENT= 4.76
4.8 Prepares a balanced budget to provide services at a level directed by the Commission
4.8 Makes the best possible use of available funds, conscious of the need to operate the
the City efficiently and effectively
4.6 Prepares a budget and budgetary recommendations in an intelligent and accessible
format
4.8 Ensures actions and decisions reflect an appropriate level of responsibility for financial
planning and accountability
4.8 Appropriately monitors and manages fiscal activities of the City
10. COMMUNITY= 4.28
4 Shares responsibility for addressing the difficult issues facing the City
4.2 Avoids unnecessary controversy
4.4 Cooperates with neighboring communities and the county
3
AGENDA ITEM# 8C
JULY 25, 2016
4.2 Helps the council address future needs and develop adequate plans to address long
term trends
4.6 Cooperates with other regional, state and federal government agencies
NARRATIVE EVALUATION
What would you identify as the manager's strength(s), expressed in terms of the principle
results achieved during the rating period?
• Background and expertise with regard to finances
• Great employee relations
• Deep understanding of the issues specific to Atlantic Beach
• Thorough and competent problem solver.
• Takes the time to look at each problem from all sides to reach a fair, cost effective and
responsible solution, which often leads to budget savings as well as savings of staff's
time and energies.
• Instrumental in concluding the tipping fee issue
• Open door policy for citizens, staff and elected officials
• Follow through is noted by the annexation of ABCC and the reorganization of the COAB
utilities and public works departments.
What performance area(s) would you identify as most critical for improvement?
• Time management is very important for the health and well-being of all employees. A
continuous schedule of late nights and weekends will ultimately affect one's health and
job performance. Keep an open door policy but limit the conversation.
• Growing in his position as CM and made great strides in his short tenure. Dedication to
the City and its fiscal strength is impressive. Utilize educational opportunities to further
understand the breadth and depth of role as CM.
• Establish borders for Management role vs. Commission role.
• Supervising and monitoring city personnel; implementing better discretion when it comes
to discussing issues (whether city staff, commission and citizens); becoming more
involved with professional associations that have the resources to learn about the
workings/managing of a city, its personnel and elected officials.
4
AGENDA ITEM# 8C
JULY 25, 2016
What constructive suggestions or assistance can you offer the City Manager to enhance
performance?
• Show more exterior confidence in his decisions.
• Take more time away from the office so he can come back refreshed with new eyes to
more clearly see the day to day operations.
• Continue the open door policy.
• Appreciates that CM gives citizens opportunity for input into the decision process for
projects. Would suggest that the citizens be involved and receive communications
during construction.
What other comments do you have for the City Manager; e.g., priorities, expectations, goals or
objectives for the new rating period?
• Listen to the Commission as a whole, and not one particular commissioner.
• Encourage him to maintain the long-term outlook and encourage the new
commission to follow through with the vision process that has been put in place.
• Will need to spend time mentoring and helping the new commissioners learn
about the practical workings of our government.
• Very pleased with the CM's performance in his role.
• Listen more and talk less-he tends to interrupt with his own viewpoints and
ideas before allowing the person to finish.
• Encourage him to attend course re: conflict resolution as he tends to want to
"avoid" the conflict rather than trying to resolve it in the early stages.
• Be decisive, yet respectful.
5