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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