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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