Item 3B- City Appointed Positions Evaluation SummariesCITY OF ATLANTIC BEACH
CITY COMMISSION MEETING
STAFF REPORT
AGENDA ITEM 38
SEPTEMBER 12, 2016
AGENDA IT EM: City Appointed Po sitions Eval uat ion Summaries
SUBMITTED BY: Catherine Berry, Es q., Human Re source s Directo r C6
DATE: August 30, 20 16
BA CKGROUND: The City of Atlantic Beach has three ap pointed positions: City Man age r, City Attomey
and City Clerk. We started the evaluation process for these three po sitions in July.
Durin g th e course of di scu ssio ns , a self-evalu ation to ol was added so that each of the
three po sitions had the oppo1tunity to evaluate their performance . Unfortunately,
because this was added late in th e process, the va lu e to the Co mmission of having
the se self-eva lu ati ons in hand before the official eva lu ation was done was dimini shed .
In any case, the attached summary incl udes the numelical portion of the appointed
po sitions' self-evaluati ons.
BUDG ET:
As yo u can see in the attached summ ary, th e num er ica l va lu es fo r each s tanda rd is
re ported as an ave rage of the Com mi ss ion 's scoring on the lcfi, and the sc i f-cvalunlion
scori ng on th e right. I've a lso li sted all o f the narrat ive com men ts of the
Comm ission ers.
I wo uld like to as k th e Commiss ion to be thinking of how the process ca n be
improved, und either e-mail or call me wit h co mments and suggestions. I wi ll th e n
come back to th e Co mmi ss ion with a new and 1mprovcd ver s io n in October, and we
wil l begin the eva lu ation proce ss for th e next Ftsca l year.
No impact.
RECO MM ENDATION; For di scuss ion on ly.
ATTAC HMENTS: C ity Attorney, City Manag er and City Clerk Eva lu ation Summaries.
City Attorney Performance Evaluation Summary
City of Atlantic Beach, Florida
Evaluation period: October 1, 2015 to September 30, 2016
PERFORMANCE CATEGORY SCORING
4.5 OVERALL SCORE
Commission INDIVIDUAL CHARACTERISTICS
4.6 Diligent and thorough in the discharge of duties, "self-starter"
4.8 Exercises good judgment
4.6 Displays enthusiasm, cooperation, and willing to adapt
5 Exhibits composure and attitude appropriate for the position
4.75 Average
Commission LEGAL CONSULTATION
4.8 Provides the scope of legal expertise necessary to meet the
City's needs on issues that arise
4.6 Provides her best and honest recommendations given all
existing legal issues and ramifications
3.8 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
4.4 Proactively identifies potential legal issues when he is aware of
them to avoid problems from occurring
4.6 Accurately identifies and addresses all legal issues within
documents and items that she reviews
4.4 Average
AGENDA ITEM 38
SEPTEMBER 12, 2016
4.4
Self
5
4
5
4
4.5
Self
4
5
4
4
4
5
4.3
AGENDA ITEM 38
SEPTEMBER 12, 2016
Commission LEGAL REPRESENTATION Self
4.8 Aggressively represents the interests of the City as directed by 4
the Commission
4.6
4.6
4.8
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
Represents the City in a professional and ethical manner
Is impartial and objective in her duties and responsibilities
Estimates of legal impacts are reasonably accurate on a
regular basis
4
5
5
4
4.6 Average 4.4
Commission STAFF WORK Self
4.6 Prepares ordinances, resolutions, contracts and other legal 5
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 4
City's management team
4.6 Able to maintain the Commission's and Staff's confidence while 4
informing them of the different legal risks that proposed actions
might generate
4.6 Displays a positive attitude in carrying out her responsibilities 5
and responding to requests
4.6 Average 4.5
Commission COST/FISCAL ACCOUNTABILITY AND CONTROL Self
3.8 Effectively manages and controls legal costs given the issues, 4
assignments and requests made to her
4.4 Legal tasks are performed with appropriate authorization 5
according to established procedures and contract requirements
2
3.8 Fiscally effective approach in achieving best possible legal
outcomes for the City's interests given the issues that arise
AGENDA ITEM 3B
SEPTEMBER 12, 2016
4
4 Average 4.3
Commission RESPONSIVENESS/TIMELINESS OF ACTIONS Self
4.8 Requested legal work and assignments are completed in a 5
timely manner within established time frames
5 Accessible when needed to respond to requests for legal 5
information and assistance
4.6 Timely completion of legal reviews and requests for information 4
4.6 Effective follow-up to requests that are made to her 4
4.4 Accurately interprets and clarifies Commission and City 4
Manager direction
4.7 Average 4.4
Commission COMMUNICATIONS Self
4.6 Effectively communicates with Commissioners, City Manager 4
and Department Heads
4.4 Answers are provided in a timely and understandable manner 4
4.8 Maintains confidentiality with regard to all legal matters, as 5
appropriate
4.6 Average 4.3
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?
Harding: Although new to the position initial indications are that the advice given by the
Attorney is well researched and accurate. It is unknown at this time what the outcome of the
issues will be but it appears to be in line with the advice given to the Commission.
3
Hill: Fast to come up to speed.
AGENDA ITEMS 38
SEPTEMBER 12, 2016
Stinson: Understands her role very well; Uses discretion and maintains confidentiality/trust;
Has no hesitation relying on others more experienced; Exhibits grace and poise under pressure;
Has gained my confidence quickly.
Waters: Thoroughness and proactivenss. When she supplies us with an answer she does not
just provide an opinion but also the case law on which her opinion is based.
Reeves: Understands the commission/city needs legal opinion not what actions the
commission/city wants to take to defend the decision. Provides the pros and cons on actions
taken by the city. Willing to back up legal opinion in writing if requested. Proactive to protect
the commission/city.
What performance area(s) would you identify as most critical for improvement?
Harding: Additional research and proficiency interpreting the many governing documents for
our city to allow a more expedient interpretation and advice on issues that arise thus reducing
the financial costs to the city in legal fees.
Hill: Understand the long term goals of a community.
Stinson: Tends to over explain her reasoning sometimes; Should schedule one day per month
at city hall; Should provide monthly updates on legal expenses, separating ongoing routine &
customary fees from unusual & unexpected matters addressed by her office; Should feel
confident expressing her opinion during public meetings to the public and to the Commission.
Waters: The ability to be succinct. While being thorough is one of her strengths, knowing
when a brief answer will suffice is also necessary. The amount of time spent on creating the
schedule for the Gate hearing is an example-while building consensus and trying to appease
everyone are goals at some point it is imprudent to continue spending tax payer dollars to
create the schedule.
4
AGENDA ITEM 38
SEPTEMBER 12, 2016
Reeves: Maybe taking a small step back on day to day involvement on daily issues that may
not need legal opinion.
What constructive suggestions or assistance can you offer the City Attorney to enhance
performance?
Harding: Continue to become knowledgeable in our city's policies and procedures as well as
all governing documents which will result in a higher degree of proficiency and enhanced
performance.
Hill: Pay attention to and help us control legal costs.
Stinson: I have come to trust the City Attorney very quickly. I feel confident that her legal
opinions and positions on matters are offered with the best interest of the COAB as motivation.
Keeps matters of conversation strictly confidential. In an attempt to control costs, sometimes
provides answers or opinions but often is ready to end conversations without inquiring if there
may be other questions that have arisen or need answering. Admirable that she's focused on
cost control, however sometimes I would like more explanation or feedback. I believe she does
a really good job in providing representation to the City and I look forward to building a stronger
relationship on an existing solid foundation.
Waters: When possible keep it concise. Triage eminent issues facing the city and if the
likelihood of a problem is low then perhaps don't spend hours of research on that particular
topic.
Reeves: I'm looking for daylight at the end of the tunnel with the next 60 days. The City
Attorney and her staff should be up to date on all city issues, or pending cases.
What other comments do you have for the City Attorney e.g., priorities, expectations,
goals or objectives for the new rating period?
Harding: Provide a thorough level of competence and reduce legal fees to the city.
Hill: None.
5
AGENDA ITEM 38
SEPTEMBER 12, 2016
Stinson: (1) Crucial to completing a review of the Land Development regulations. A plan to
complete the review and present recommended amendments to the Commission during the
coming fiscal year should be developed and used as a metric of performance. (2) It this
Commissioner's desire to undertake a study of the consequences of the City moving to an
electing cycle matching that of surrounding Cities. Impediments & cost benefit analysis should
be included in the study. (3) City staff & officials need to be better versed in Sunshine law
expectations. Attorney should develop a plan to periodically update officials & to orient new
staff to requirements.
Waters: As a commissioner we are tasked with finding representation that both protects the
interests of our community and is cost effective. While we have several large cases that have
occupied the bulk of your current billing hours, when possible going forward I would ask that the
city attorney consider the benefit to citizens and let the size of the benefit dictate the number of
hours dedicated to a topic.
Reeves: ( 1) Provide at least two yearly training sessions on "Continuing education in Ethics"
and Sunshine Law for Commission, City Boards and City Staff. (2) Remain active with
Northeast Florida League of Cities, and Florida League of Cities (stay active on the Board with
Florida Municipal Attorneys Association) (3) To reach a port we must sail, sometimes with the
wind and sometimes against it, but we must not drift or lie at anchor" Oliver Wendell Holmes
Brenna -Keep us stay on course with providing the facts so we can make the best decisions for
the residents and COAB.
6
City Manager Annual Performance Evaluation Summary
City of Atlantic Beach, Florida
Evaluation period: October 1, 2015 to September 30, 2016
PERFORMANCE CATEGORY SCORING
3.6 OVERALL SCORE
Commission INDIVIDUAL CHARACTERISTICS
3.8 Diligent and thorough in the discharge of duties, "self-starter"
3.6 Exercises good judgment
3.4 Displays enthusiasm, cooperation, and will to adapt
3.8 Mental and physical stamina appropriate for the position
3.6 Exhibits composure, appearance and attitude appropriate for
executive position
3.6 Average
Commission PROFESSIONAL SKILLS AND STATUS
3.2 Maintains knowledge of current developments affecting the
practice of local government management
3.4 Demonstrates a capacity for innovation and creativity
3.8 Anticipates and analyzes problems to develop effective
approaches for solving them
3.6 Willing to try new ideas proposed by Commission members
and/or staff
3.8 Sets a professional example by handling affairs of the public
office in a fair and impartial manner
3.6 Average
AGENDA ITEM 38
SEPTEMBER 12, 2016
4.26
Self
4
4
4
5
5
4.4
Self
4
4
4
4
5
4.2
Commission
3.8
3.6
3.4
3.4
2.8
3.4
Commission
3.6
4
4
3.6
3.6
3.8
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
Average
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
Average
AGENDA ITEM 38
SEPTEMBER 12, 2016
Self
4
4
4
4
4
4
Self
4
4
4
4
4
4
Commission REPORTING Self
4 Provides regular information and reports to the Commission 5
concerning matters of importance to the City, using the City
2
2.8
3.6
4
charter as guide
Responds in a timely manner to requests from the Commission
for special reports
Takes the initiative to provide information, advice, and
recommendations to the Commission on matters that are non-
routine and not administrative in nature
Reports produced by the City Manager are accurate,
comprehensive and concise
AGENDA ITEM 38
SEPTEMBER 12, 2016
4
4
4
3.2 Produces and handles reports in a way to convey the message 4
that affairs of the City are open to public scrutiny
3.5 Average 4.2
Commission CITIZEN RELATIONS Self
3.2 Responsive to requests from citizens 5
3.4 Demonstrates a dedication to service to the community and its 5
citizens
3.4
3.6
3.4
3.4
Commission
3.6
3
3.4
3.8
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
Average
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
3
5
5
4
4.8
Self
3
4
4
4
3.6 Promotes training and development opportunities for
employees at all levels of the organization
AGENDA ITEM 38
SEPTEMBER 12, 2016
4
3.5 Average 3.8
Commission SUPERVISION Self
3.2 Encourages heads of departments to make decisions within 4
their jurisdictions with minimal City Manager involvement, yet
maintains general control of operations by providing the right
amount of communication to the staff
3.2 Instills confidence and promotes initiative in subordinates 4
through supportive rather than restrictive controls for their
programs while still monitoring operations at the department
level
3.2 Develops and maintains a friendly and informal relationship 4
with the staff and work force in general, yet maintains the
professional dignity of the City Manager's office
3.2 Sustains or improves staff performance by evaluating the 4
performance of staff members at least annually, setting goals
and objectives for them, periodically assessing their progress,
providing appropriate feedback and appropriate mentoring
3 Encourages teamwork, innovation, and effective problem-4
solving among the staff members
3.2 Average 4
Commission FISCAL MANAGEMENT Self
4.4 Prepares a balanced budget to provide services at a level 5
directed by the Commission
4
4.6
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
4
5
5
4.2
4.2
4.3
Commission
3.2
3.8
3.8
3.8
3.8
3.7
Ensures actions and decisions reflect an appropriate level of
responsibility for financial planning and accountability
Appropriately monitors and manages fiscal activities of the City
Average
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
Average
NARRATIVE EVALUATION
What would you identify as the manager's strength(s), expressed in terms of the
principle results achieved during the rating period?
AGENDA ITEM 38
SEPTEMBER 12, 2016
5
5
5
Self
4
4
5
4
4
4.2
Stinson: Prepares a concise and easily understood budget; Good understanding of the
implications of unplanned expenses on the budget.
Hill: He has done much to improve the culture of professionalism in the City.
Reeves: Maintained and managed the 2015-2016 City Budget to make sure Atlantic Beach
stayed financially healthy. Learned the importance of making the hard call to change staff and
reorganize. Improved in responding, communicating in a timely manner back to residents.
Consolidated departments and staff in streamlining government. Hiring of new public works
director.
Waters: Excels at understanding the fiscal underpinnings of the city. He also excels on long
range planning and maintenance for city infrastructure.
5
AGENDA ITEMS 38
SEPTEMBER 12, 2016
Harding: Outstanding budget and financial manager. The current financial status of the city
can be directly attributed to the CM's fiscal management expertise.
What performance area(s) would you identify as most critical for improvement?
Stinson: Should be supportive of Commissioner initiatives; Should be responsive to citizen
communications; Should improve communication with Commissioners; Should refrain from
criticizing his direct reports; Should refrain from criticizing his superiors to others.
Hill: Individual commissioner support.
Reeves: Leadership v. management. Management skills are a subset of leadership skills.
Nelson leans to be "a Visionary" type of manager. Visionary-noun. One whose ideas or
projects are impractical. Nelson wants to lead, not manage. When Nelson's ideas are
implemented, it's done by another leader who embraces the management function. "Effective
leadership is putting first things first. Effective management is discipline, carrying it out."
Stephen Covey
Waters: Community and employee communications.
Harding: Has on occasion shown a lack of communication and follow-up with citizens requests,
departmental projects oversight and answering requests of Commission members. As CM, the
ultimate responsibility of effectively communicating directives as well as following up on these
directives rests on the shoulders of the CM as the Highest position of Management in the City.
Sometimes a request is ignored because of a personal belief that it is insignificant or
unnecessary. If a request is made it should be researched and an unbiased report made back
to the requesting party.
What constructive suggestions or assistance can you offer the City Manager to enhance
performance?
Stinson: (1) I am willing to meeting quarterly with CM to discuss performance, goals and
accomplishments and unmet objectives to facilitate a continuous improvement process for this
6
AGENDA ITEM 38
SEPTEMBER 12, 2016
position. (2) I am willing to cohost a monthly "meet the people" meeting with the CM where
citizens and members of the press have an opportunity to present concerns, ask questions, be
made aware of pending City actions or projects and just be able to interact with City staff. (3)
The CM needs to promote a culture within City staff that is focused on excellent customer
service, unparalleled customer experience and value-added service at competitive prices. I can
help the CM develop and implement a plan to accomplish this goal.
Hill: Meet with commissioners before each meeting in person.
Reeves: Invest in reevaluating your relationship with people you lead and ALL commission
members. Take your strong trait of leadership and learn to manage. Become a skilled manager
so you can accomplish much more through others than they can through their own single
efforts. Improve your trust in department heads and rely on them more that their reports. If you
have lost the trust or ability of a department head, then make sure the department head
understands your frustration. Help the department heads improve. Don't rely on their
Assistance to answer your concerns.
Waters: (1) Start from the attitude that all employees want to do their jobs well. When
something is not satisfactory, don't reassign a duty to circumvent an employee issue-sit down
with employee and clearly outline job description & a plan to move forward. Treat all employees
uniformly-develop a process for handling issues. (2) Get ahead of citizen, employee and
commission communications. Make sure all interested parties are adequately noticed-go
above and beyond codes or regulations to ensure aggrieved parties don't appear down the line.
Harding: Improve communications with commission members and perform the office of City
Manager without regard to personal beliefs, biases and other outside influences which may
serve to diminish effective communications of all parties involved. Accept the ultimate
responsibility for all decisions, projects and activities for which you have control as the highest
level of Management in the COAB.
What other comments do you have for the City Manager; e.g., priorities, expectations,
goals or objectives for the new rating period?
7
AGENDA ITEM 38
SEPTEMBER 12, 2016
Stinson: City managers hold a unique position in that a CM has more than one direct
supervisor. CMs that are fortunate enough to retain their position for a time longer than is
customary for that career, exhibit two qualities. Those are: Manage the day-to-day business of
the city efficiently; and be responsive to the citizens and the Commissioners. My first
expectation is the CM would improve his responsiveness to the citizens and the
Commissioners. Second, I believe the CM should prioritize a monthly evaluation of the City's
Emergency Management Plan using tabletop exercises and involving citizens familiar with such
exercises. Third, I believe the CM should facilitate an evaluation of City pension plans by
having the actuaries run best and worst case scenarios to be presented to the Commission and
the public. Fourth, the CM and staff, working with the Commission, should complete a review of
the City's Land Development Regulations including recommendations for amendments to better
manage growth. Fifth, attend a management training seminar or workshop focused on
municipality leadership.
Hill: Keep up the good work!
Reeves: (1) Improve communications skills; (2) Attend a management seminar Uoin the
American Management Association); (3) Focus on City management training and networking-
join the ICMA and become more active in the Florida League of Cities. Get involved so they
know you. (4) Improve speaking skills, and becoming comfortable representing Atlantic Beach
to the media, Civic Clubs, Chamber of Commerce and Jacksonville City Hall; (5) Work on Time
Management. No weekends other than emergencies. Prevent burnout; (6) Take a deep
breath and smile ... Enjoy the opportunity.
Waters: Priorities-keep citizens and commission informed which information may be available
passively on the website. Commission should be getting regular updates on progress of public
works projects, etc. Communications should be proactive NOT reactive. Don't wait for
situations to arise but get out ahead of them. Believe that through your actions you can change
the opinion of citizens and commissioners.
Harding: Effectively management and communicate. Improve transparency within the city
government to further improve public perception and cooperation. This will go a long way
towards improving the confidence in our city government and customer service for our citizens.
8
City Clerk Performance Evaluation Summary
City of Atlantic Beach, Florida
Evaluation period: October 1, 2015 to September 30, 2016
PERFORMANCE CATEGORY SCORING
AGENDA ITEM 38
SEPTEMBER 12, 2016
4 OVERALL SCORE 4.05
Commission INDIVIDUAL CHARACTERISTICS Self
3.8 Diligent and thorough in the discharge of duties, "self-starter" 5
3.8 Exercises good judgment 4
4.4 Displays enthusiasm, cooperation, and willing to adapt 5
4.2 Exhibits composure and attitude appropriate for the position 4
4 Average 4.5
Commission PROFESSIONAL SKILLS AND STATUS Self
4 Maintains knowledge of current developments affecting the 4
practice of the Clerk's Office
3.6 Demonstrates a capacity for innovation and creativity 4
3.6 Anticipates and analyzes problems to develop effective 4
approaches for solving them
4.2 Willing to try new ideas proposed by Commission members 4
and/or staff
4.2 Sets a professional example by handling affairs of the Clerk's 5
office in a fair and impartial manner
3.9 Average 4.2
Commission CITY CLERK FUNCTIONS Self
3.6 Oversees the appropriate maintenance of all records of the 3
City and oversees the records retention and destruction
process
4.2 Provides accurate and timely agendas and successfully
manages the agenda process for the Commissioners, City
Manager and Department Heads
4.6 Attends all regular and special meetings of the Commission
and successfully provides accurate official minutes of the
proceedings
4 Manages all public records requests
4.2 Manages municipal elections, and exhibits knowledge of
principles and practices of municipal code and pertinent
election law
4.6 Ability to meet and serve the public with tact and creditability
4.2 Average
Commission REPORTING AND RECORDS
3.6 Provides regular information and reports to the Commission
concerning matters of importance to the City, using the City
Charter as a guide
4.2 Responds in a timely manner to requests from the Commission
for special reports
3.6 Takes the initiative to provide information, advice and
recommendations to the Commission on functions and issues
involving the Clerk's Office
4.2 Effectively manages records and indexing of records for public
use
4.8 Understands Florida Public Records and Government in the
Sunshine Laws
4 Average
AGENDA ITEM 38
SEPTEMBER 12, 2016
5
4
n/a
5
4.2
Self
?=3
4
3
4
4
3.6
AGENDA ITEM 38
SEPTEMBER 12, 2016
Commission FISCAL MANAGEMENT Self
4.4 Makes the best possible use of available funds, conscious of 4
the need to operate the Clerk's Office efficiently and effectively
4 Prepares a budget and budgetary recommendations in an 4
intelligent and accessible format
4.2
4.2
4.2
Commission
3.4
3.8
3.8
3.2
3.8
3.6
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
Average
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
Average
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?
Hill: Team player.
4
4
4
Self
4
4
4
3
4
3.8
AGENDA ITEM 38
SEPTEMBER 12, 2016
Harding: The Clerk through observation during the election process and during the past 9
months displays a high level of proficiency, professionalism and loyalty to the City. She is of
high moral character and an invaluable asset to the Commission.
Stinson: Clerk is very responsive to citizen requests for information; Clerk is very open to new
ideas, concepts and practices; Sincerely focused on the success of the City; Willing to hold
others accountable.
Waters: City Clerk was responsive to any request for information regarding elections and was
able to either provide or find an answer in a timely fashion. Agendas are provided in a timely
fashion.
Reeves: Strong passion to lead and serve the City. Always available to help. Key player in
the transition of the business license responsibilities being transferred from clerk's office to
Finance under CM's reorganization.
What performance area(s) would you identify as most critical for improvement?
Hill: Assertiveness.
Harding: On a couple of occasions a public notice has slipped by or a timely notification was
not made regarding an agenda or amendment. Continue to excel in the area of attention to
detail.
Stinson: Should adopt the use of agenda management software; Needs to delegate more
responsibility to direct reports; Needs to implement a plan to archive historical records.
Waters: Little to no progress has been made in archiving old minutes & documents for digital
availability. Utilization f the Microsoft outlook program to keep track of requests & make certain
public records requests are handled in a timely fashion. Implementation/purchase of agenda
software that has been in the city clerk's budget for the last 2-3 years. Bringing practical
solutions to the commission for problems the city clerk identifies.
AGENDA ITEM 38
SEPTEMBER 12, 2016
Reeves: Become more a department manager, than acting in the role of a department
employee. Learn to assign goals and projects to staff to perform, and help them to understand
their role within the clerk's office. Time management needs to improve to cut down on working
late and on weekends. It would be helpful to stay focused on only issues that concern the
clerk's office and not other departments. Don't get wrapped up on other staff members' issues.
What constructive suggestions or assistance can you offer the City Clerk to enhance
performance?
Hill: Own your role as clerk. Understand that a clerk has independent responsibility and power.
Harding: Simply attention to minor detail. The clerk functions with a high degree of efficiency
but could progress to a slightly higher level just by tweaking the attention to minor detail I bit.
Stinson: (1) I believe the Clerk's office should be separate and autonomous from the CM's
office. The Clerk should have her own staff, budget and accountability. (2) Delegate more of
the regular tasks to her staff and focus on higher priorities such as FOIA requests, committees
and boards and perhaps more regularly schedule meetings with individual Commissioners. (3)
I am concerned about the Clerk's work/life balance. Her commitment & dedication to her role
with the City is commendable and I feel by implementing some of these managerial changes,
her work/life balance will improve.
Waters: Utilize the city clerk's report to detail number of records requests received and
handled. Also detail ongoing research. Utilize the Clerk's report to detail any issues facing her
office and build support for constructive solutions to that issue. Update the commission at least
quarterly on progress with digitizing old archived documents.
Reeves: Take time to review what your responsibilities as the City clerk requires. Become a
stronger manager. Set goals from your staff to meet and help them to meet your plan. I would
like to see you improve your self-confidence as a leader and manager. Remember the five
leadership traits/leadership qualities are: Honest, forward-looking, competent, inspiring,
intelligent. Remember different leadership styles can produce different results. Reach out and
find what works better for the City Clerk's office.
AGENDA ITEM 38
SEPTEMBER 12, 2016
What other comments do you have for the City Clerk: e.g., priorities, expectations, goals
or objectives for the new rating period?
Hill: None.
Harding: Continue performing at the high level of competence and dedication you currently
display. You are vital to the success of the City Government and an invaluable asset to the
COAB.
Stinson: (1) Should develop a plan that addresses historical documents that have yet to be
archived and accessible electronically. This plan should have consideration for completion of
such a project within two years. (2) Should research, recommend and implement agenda
management software to improve efficiencies with this office by the end of the coming fiscal
year. (3) Should identify and attend an employee management seminar or workshop focused
on assignment of direct report responsibilities, accountability and time management. (4)
Should consider office workflow and layout that provides for better functionality of her team &
privacy for her.
Waters: Clearly identify issues & look for solutions or ask commission for solutions. Continue
training her new employee regarding standards of record production and archiving. Prioritize
citizen requests and develop or utilize outlook tracking options to keep track of requests and
answers provided.
Reeves: Perform a personal desk audit. Attend a time management training. Cut back on
overtime, late nights and weekends. Be active within the Florida League of Cities (Florida
Association of City Clerks). Take a deep breath and enjoy the opportunity you have today.
"Do not follow where the path may lead. Go instead where there is no path and leave a trail."
Ralph Waldo Emerson