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Administrative Task Force Packet 2006 02-28-06 'r,-v c/ry United City of Yorkville 800 Game Farm Road EST. ''''1836 Yorkville, Illinois 60560 -� , Telephone: 630-553-4350 e ;;P, `° ` `, o Fax: 630-553-7575 AGENDA ADMINISTRATIVE TASK FORCE Tuesday, February 28, 2006 6:00 p.m. City Council Chambers Committee Members: Chairman: Mayor Prochaska, Vice Chairman: Alderman Spears, Alderman James, Alderman Wolfer, Alderman Munns 1. Minutes for Approval/Correction: February 14, 2006 2. City Administrator's Annual Performance Appraisal Process 3. Set Next Meeting Date and Agenda 4. Additional Business Page 1 of 2 UNITED CITY OF YORKVILLE ADMINISTRATIVE TASK FORCE MEETING DRAFT Tuesday,February 14, 2006—6:00 p.m. City Hall Conference Room MINUTES CITY OFFICIALS IN ATTENDANCE: Mayor Art Prochaska, Committee Chairman Alderwoman Rose Spears, Committee Vice Chairman Paul James, Alderman Bart Olson, Deputy City Clerk& City Intern John Crois, Interim City Administrator The meeting was called to order at 6:03 p.m.by Mayor Art Prochaska. Minutes for ApprovaUCorrection: January 24, 2006 The minutes were approved as read. Assistant City Administrator Job Description and Ordinance: The ordinance was not in the packet,but since the ordinance is basically saying that the position is being created then if the job description is passed it should be able to be moved to the Committee of a Whole. The job description is in the standard format as the last few. The only question was if the amount of experience needed was to be filled in. Mayor Art Prochaska indicated that it is difficult to put a timeline on the amount of experience needed since interns can be different lengths of time,but they would like to make sure that they do have experience. The salary range of fifty surveyed municipalities was between $65,000 and$85,000. The regional comparable range for a city administrator was $60,000 to $80,000. Bart Olson will get the exact figures for the Committee of a Whole meeting. The assistant city administrator will supervise the administration department and report to the city administrator. It was agreed that with the salary range and a draft of the ordinance they would bring this forward to the next Administrative Committee of a Whole. City Administrator's Annual Performance Appraisal Process: John Crois provided an article from Public Management for the committee to read which provided information on things to look for and think about in setting up an appraisal. What he liked about the article is that it emphasizes setting up your expectations of the administrator and the administrator's expectations of the Council so everyone knows what is expected of each other. John also provided some manager evaluation forms from different cities to look at. Alderwoman Rose Spears will also provide copies of information she received on this topic. 1 Page 2 of 2 Briefly, the Committee has said the following about the forms provided so far: • From the performance evaluation from the city of Redmond, Mayor Prochaska liked that it asked for concurrence from the Council and each alderman signs it. The questions on this one were good,but it does not give a place to comment for each question. • The Diamond Bar evaluation form allows you to make comments on each question. • The 360-Degree Feedback where the administrator is evaluated not only how he functions towards council but also towards department heads as well did not work well in Alderman Paul James' company. It may be because you get so much feedback from different perspectives,but really it should be only coming from one direction. Also, department heads may be apprehensive that there may be retribution for what they say. Everyone will review all of the evaluation forms and will pick out what they like/dislike about each evaluation for the next meeting. Set Next Meeting Date and Agenda The next meeting will be on Tuesday, February 28, 2006 at 6:00 p.m. Additional Business: (None) The meeting was adjourned at 6:20 p.m. Minute taker—Jeanne Arbet 2 1 TIEM - ,,��o United City of Yorkville County Seat of Kendall County x: 800 Game Farm Road Esr :; sae Yorkville, Illinois, 60560 Telephone: 630-553-4350 O f , Fax: 630-553-7575 � 0 o v�2 Website: www.yorkville.il.us SCE Date: February 10, 2006 To: Members of the Administrative Task Force From: John Crois, Interim City Administrator Subject: Administrator Evaluation Attached are an article and some examples of manager evaluation forms. I hope this is enough to begin our discussions on this subject. If you need additional information or have any questions, please contact me. C O V E R S T O R Y How Are We Doming 7. FF Evaluatin g the Performance of the Chief Administrator Margaret S . Carlson icture a governing board meeting at a hectic time of year. Perhaps it is budget season and difficult funding decisions loom. Or the mem- bers are still recovering from stinging criticism over a hot community issue. Suddenly, someone says, "Hey, didn't we say last year that we were going to evaluate the manager around this time?" Other members groan in- wardly as they envision yet another series of meetings and potential conflict with other board members. One member says,"Everything seems to be going OK.Let's just go ahead and decide on a salary increase _ now.Is an evaluation really that important?" Yes. I Pitfalls by Evaluating the performance of the chief Using a administrative officer—whether the title is local government manager or health director Systematic or school superintendent or social services director—is critically important. Evaluation In recent years, jurisdictions increasingly Process have recognized the importance of a useful performance evaluation system to the overall effectiveness of their organizations.They have taken steps to improve their methods of evaluating line workers, supervi- 6 MARCH 1997 sors, and department heads. But one lating specific performance expectations ■ The board evaluates only the man- important individual is frequently over- for the first time,or that the board is fo- ager's interactions with and behavior looked at performance evaluation time: cused on the manager's conduct in the toward the board,even though mem- the person who reports to the governing most recent crisis,rather than his or her bers recognize that this may represent board.Governing boards have a respon- overall performance. a relatively small portion of the man- sibility to get on with that job.This arti- Here are some common problems ager's responsibilities. cle is designed to show how to evaluate a that boards and managers encounter ■ The board borrows an evaluation chief administrative officer who reports when they plan for and conduct perfor- form from another jurisdiction or to a governing board, for simplicity mance evaluations: from a consultant without assuring called here the"manager." that the form matches the needs of its Ironically,the reasons that a manager ■ The board evaluates the manager own board and manager. may not receive a regular performance only when there are serious perfor- evaluation are the very reasons that an mane problems,or when all or some Most of these pitfalls can be avoided evaluation can be helpful of the board members already have by planning and conducting a system- decided that they want to fire the atic process for evaluating the manager's • This individual is in a unique posi- manager. performance. A thorough evaluation lion in the organization. ■ The board realizes it is time to deter- process, like the one suggested below, • He or she serves at the pleasure of the mine the manager's salary for the up- contains several essential components board. coming year, and it schedules a per- (see Figure 1). • He or she may frequently receive con- formance evaluation for the next flicting messages about priorities and meeting without discussing the for- A Suggested Evaluation direction from board members. mat or process of the evaluation. Process ■ The discussion during the evalua- It is vital for managers to get regular, lion is unfocused,with board mem- Planning the Evaluation. accurate feedback about whether they bers disagreeing about what the 1.Agree on the purpose(s)of the evalua- are meeting the expectations of the manager was expected to accom- tion. Typically, boards identify one or board,but it is unlikely that the organi- plish as well as whether the manager more of the following goals when de- zation will have a useful process in place met expectations. scribing the purpose of an evaluation: for administrators to get that informa- ■ The board excludes the manager tion in the absence of a well-conceived from the evaluation discussion. ■ To give the manager feedback on his performance evaluation system. Conducting an effective evaluation is hard work, but it doesn't have to be a Figure 1. Steps in Planning and Conducting an bad experience for the board or the Evaluation Process manager.With planning and a commit- ment to open lines of communication, Planning the Evaluntion. chances are good that the experience 1. Agree on the purpose(s)of the evaluation. will result in a new level of cooperation 2. Agree on what the board expects of the manager. and understanding between manager 3. Agree on the frequency and timing of the evaluation. and board and,ultimately,a more effec- 4. Agree on who will be involved. five working relationship. 5. Agree on an evaluation form to be used Common Pitfalls conducting the Evaluation. 1. Have individual board members complete the evaluation form before the Both the board and the manager may ap- evaluation session. proach an evaluation with reluctance. 2. Have the manager do a self-assessment. Board members will be required to talk 3. Agree on a setting for the evaluation discussion openly and honestly about the positive 4. Have the manager present during the evaluation. and negative aspects of a person's perfor- 5. Consider using a facilitator. mance--a difficult task for many people. 6. Allow sufficient time. The manager must be able to receive this 7. Include a portion during which the board evaluates its own performance. feedback in a nondefensive manner,even 8. Decide on the next steps,and critique the process. when it appears that the board is articu- PUBLIC MANAGEMENT 7 or her performance and to identify may design a process that"protects"the the manager achieves these objectives;it areas in which improvement may be manager from hearing any negative expects the manager to have certain needed. feedback Although the board's motives knowledge and to exhibit certain skills i To clarify and strengthen the rela- may be good, such a design may not while performing his or her duties. Ex- tionship between the manager and meet the manager's needs if the manager pectations about the manager's knowl- the board. actually wants to be part of the discus- edge and skills also should be articulated ■ To make a decision about the man- sion,negative comments and all.Spend- by the board.The board may expect the ager's salary for the upcoming year. ing some time talking about the purpose manager,for example,to have oral and of an evaluation at the beginning of the written presentation skills that enable These goals are not incompatible, process will reduce the possibility of him or her to present ideas dearly and and it is possible to accomplish all of misunderstandings and conflicting pri- concisely to diverse groups. It also may these tasks at once.However,it is essen- orities later on. expect the manager to be able to allocate tial that board members and the man- resources in a way that ensures equitable ager discuss and reach agreement on the Z Agree on what the board expects of the service delivery to citizens and to be able purpose of the evaluation before decid- manager.A job is essentially a set of ex- to delegate work effectively and evaluate ing what the rest of the process will be. pectations. It is possible to assess the performance of his or her staff For example, a board member who whether or not an individual holding A board's expectations for the man- thinks the main reason for doing an that job has met expectations. But an ager often represent a mix of general evaluation is to make a decision about evaluation can be useful only if an earlier areas of knowledge and skills every man- compensation may think that a brief discussion has taken place in which the ager should possess, as well as specific consultation among board members— board and manager have outlined expec- expectations based on the board's com- minus the manager—is sufficient to en- tations for the manager's performance.A position,.the organization's history, or sure that no members have any major board and manager may discuss expecta- special features of the city or region. concerns about the manager's perfor- tions in conjunction with setting organ- Therefore, it may be helpful for the mance. This member also may ask for zational goals for the upcoming year, board to use an existing list of manage- input from a personnel specialist who perhaps as part of an annual retreat. rial expectations as input for its discus- can provide information about man- After setting goals, the board may sion, then to customize these expecta- agers' salaries in comparable jurisdic- specify objectives for the manager that tions to fit the needs of the jurisdiction. lions. By contrast, a board member define his or her role in meeting these Many professional organizations—like whose main interest is improving com- goals. These objectives, then, are the ICMA–.can supply such a list; or the munication between the board and the board's expectations concerning the board and manager may contact other manager may suggest a process that in- manager. For example, a city council communities in their area. Remember cludes a conversation between the board may set a goal of working with agencies that a list of expectations for the man- and the manager, with the manager and community groups to reduce drug- ager that comes from a source outside present throughout the evaluation. related crimes in the city. The council the board is intended to begin a discus- ' A board might question whether the may list one or more objectives for the sion of the board's expectations for the manager should be involved in planning manager related to this goal•identifying manager,not to replace this discussion. the evaluation process,as the evaluation groups and agencies that already are may be seen as the board's responsibil- working to reduce drug-related crime, 3. Agree on the frequency and timing of ity,with the manager as the recipient of forming a partnership that includes the evaluation.The board and manager the evaluation.Yet most boards want to members of all relevant groups, or ex- should agree on how often evaluations conduct an evaluation that is helpful to plaining new programs to the local should be conducted (perhaps once a the manager and provides guidance for media. If the manager needs darifica- year) and adhere to that schedule. The his or her future actions.Because it can tion of the objectives or has some con- timing of the evaluation also should be be difficult for the board to anticipate terns about his or her ability to meet the considered.For instance,the board may fully what the manager would—or board's expectations, these issues are wish to have the evaluation cycle and would not—find useful in an evalua- best discussed at the time these objet- budget cycle coincide and to make deci- tion,it is wise to consult with the man- fives are set, rather than a year later, sions about the manager's compensation ager early in the planning process. when the board wants to know why its at such a time.Or,it may choose to con- For instance,the board may feel that expectations have not been met dud the evaluation before the budget the manager would be uncomfortable In addition to identifying what the process gets under way if it feels that it hearing board members talk about his board wants the manager to achieve, a would not be able to give its full atten- or her performance at first hand and so board typically has an interest in how tion to the evaluation during the 8 MA MM 1997 months leading up to the adoption of edge that many people may have relevant management"may look like Figure 2. the budget information about the manager's perfor- Following each criterion on the evalu- The board should avoid scheduling mance and that the board should not be ation form is a scale ranging from"does the evaluation just before or after an expected to know everything about the not meet expectations" to "exceeds ex- election. If the evaluation is held too manager's work If the board and man- pectations," with an option of marking soon after an election, new members ager choose not to incorporate other "unable to rate."A board may choose to may not have had the time they need to sources of information in the evaluation, assign numbers to this scale (say, 1 gather information about and form a the board may want to consider omitting through 5, with 1 corresponding to judgment of the manager's perfor- performance criteria that it feels unable "does not meet expectations"and 5 cor- mance.Likewise,it is not a good idea to to judge(such as the coaching and men- responding to "exceeds expectations"). schedule an evaluation just before an toring of subordinates). But a numerical rating system is less use- election if a change in the-composition ful in an evaluation of the manager than of the board is expected. 5.Agree on an evaluation form to be used it is in an organization-wide evaluation Frequently, this is the first step that of all employees, where standardized 4. Agree on who will be involved All boards consider when planning an eval- comparisons may have some value. In members of the board and the manager uation,and they find it to be a difficult fact, a potential.problem with using a should participate in the evaluation task. However, if the board already has numerical rating system is that it is easy (more about the manager's presence at discussed and agreed on what it expects to focus on the number as the end in it- the evaluation,below).The full board's of the manager(see Step 2),agreeing on sel&rather than simply a shorthand way participation is necessary because all an evaluation form becomes much eas- to express the evaluation.Thus,a board members have relevant information ier. It is simply a matter of translating may discuss at length whether a man- about the manager's performance. In expectations into performance criteria, ager's performance on a given dimension addition, during the planning process, making sure that the criteria are dear is a 3 or a 4,and perhaps conclude that it the board and manager should consider and measurable. For example,three ex- is a 3.5, without frilly exploring what whether there are other parties who pectations in the area of"knowledge and these numbers represent have an important perspective on the skills necessary for local government Samples of evaluation forms may be manager's performance. A common problem is for the board to focus en- tirely on the manager's interactions with Figure 2. Portion of Sample Evaluation Form the board, even though the manager Presn Skills.The ability to understand an audience and to present spends only a fraction of his or her time in direct contact with the board. an idea dearly and concisely,in an engaging way,to a group whose interests,ed- ucation,culture,ethnicity,age,etc.,represent a broad spectrum of community Although both the board and man- interests and needs. ager may feel that the perceptions of staff,citizens,and others are important, 1 2 3 4 5 I I they maybe concerned about how these I•••••••...............................I...................................... perceptions will be collected and shared. Does Not Meets Exceeds Unable It is not a good idea for board members Meet Expectations Expectations Expectations to Rate to go directly to staff and to poll em- Cs6zen Sewite.The ability to determine citizen needs,provide equitable ser- ployees on their views of the managers' strengths and weaknesses. Such actions vice,allocate resources,deliver services or products,and evaluate results. would put board members in an inap- 1 2 3 4 5 propriate administrative role and may I......................................f.........................----.........I m put staff members fnduding the man- Does Not Meets Exceeds Unable ager—in an uncomfortable position.In- Meet Expectations Expectations Expectations to Rate stead,the manager might hold"upward Delegating. The ability to assign work,clarify expectations, and define how review sessions"with his-or her staff in individual performance will be measured. order to receive feedback from subordi- 1 2 3 4 5 nates and to report general themes that came out of these sessions as part of his I......................................I......................................I i or her self-assessment Does Not Meets Exceeds Unable The goal is not to make the manager Meet Expectations Expectations Expectations to Rate feel under attada,rather,it is to acknowl- PUBUC MANAGEMENT 9 obtained from ICMA(contact Anthony rate the manager as not meeting expecta- to questions from the board, ask ques- Crowell by fax,202/962-3500)and other tions in a given area because a land use tions,and provide relevant information. professional organizations. Again, it is study has not been completed.Upon dis- Frequently,a board's first impulse is essential for boards and managers to tai- cussion with the manager,however,the to exclude the manager from the evalua- lor forms to meet their needs. board might learn that the study has tion session.Some members may be re- been completed but not yet been pre- luctant to share negative feedback in the Conducting the Evaluation. seated to the board. This distinction manager's presence. Other members 1. Have individual board members com- would be important because it would may fear that the evaluation will turn plete the evaluation form prior to the suggest different areas for improvement into an analysis of the manager's han- evaluation session. Setting aside some If the manager has not completed the dling of a single incident,with the man- time for individual reflection is impor- study,the discussion might have focused ager defending his or her actions. Still tant preparation for the evaluation ses- on the importance of meeting deadlines. others may want to shield the manager sion.It reinforces the message that this is Instead,the group could develop strate- from what they perceive to be unduly an important task,worthy of the board gies for improving communication so harsh criticism from a few board mem- members' attention. Making individual that board members will receive infor- hers.These are valid concerns. assessments before beginning a group mation in a timely manner. However,many of the problems an- discussion also increases the likelihood ticipated by the board stem from a lack that each member will form his or her 3. Agree on a setting for the evaluation of planning rather than from the man- own opinion without being influenced discussion. The evaluation should be ager's presence at the evaluation;conse- by the judgments or experiences of conducted in a setting that is private and quently,many of these issues can be ad other membem comfortable, free from interruptions, dressed in earlier phases of the planning This is not meant to imply that board and considered neutral by all parties. process.For example,a good evaluation members cannot change their minds as These are the same characteristics a form will help ensure that the discussion a result of group discussion;on the con- board may look for in a retreat setting focuses on job-related behaviors rather trary; members frequently change their when it meets to develop a long-range than personal traits and will look at the views of a manager's performance as plan,discuss roles and responsibilities of previous year's performance rather than they hear the perspectives of other new board members, and the like. The that of the previous week. members and learn information that idea is to set aside a time and place to Some boards choose to exclude the was not available to them when making address a single topic, away from the manager from the evaluation session their individual assessments. pressure of a loaded agenda and select one member to summarize Boards frequently ask whether the the board's discussion for the manager 2. Have the manager do a self-assess- manager's evaluation is defined as an after the evaluation has been completed. ment. Inviting the manager to assess open meeting.Because the board is con- Appointing a"designated spokesperson" his or her own performance can add a sidering the performance of the man- to communicate the board's evaluation helpful—and unique—perspective to ager—a public employee—during an to the manager is often frustrating for the evaluation process. In most cases, evaluation,such a meeting may be held both parties.It is difficult for one person the manager can simply complete the in executive session. According to the to summarize a complex discussion in same evaluation form being used by North Carolina open-meetings statute, an accurate and balanced way, and the the board. For the manager, the com- for instance,a public body may hold an spokesperson may end up overempha- parison of the self-assessment with the executive session to"consider the quali- sizing some points and undeaemphasiz- assessments of others provides an op- fications, competence, performance, ing or eliminating others.To a manager portunity for insight into his or her character,fitness,conditions of appoint- who is seeking feedback and guidance, own overestimation or underestima- ment, or conditions of initial employ- this one-way communication usually tion of performance level as compared ment of a public officer or employee.' does not give a full picture of the board's with the expectations of the board.For perceptions;consequently,the manager the board, hearing how the manager 4. Have the manager present during the may make future decisions that are not rates his or her own,performance evaluation.The above example,in which consistent with the board's expectations. (and, more important, how he or she the board learns important information Even with a careful planning process, arrived at that rating) can help mem- from the manager during the evalua- board members still may have concerns bers gain some insight into whether tion,illustrates the benefit of having the about sharing negative feedback with the board and manager are communi- manager in the room,playing an active the manager. As described in the next rating effectively. role in the evaluation. A manager pre- section, a skilled facilitator frequently As an example,board members might sent during the discussion can respond can diminish these concerns by helping 10 LUmm 1997 the group discuss these issues in a con- criterion,and the entire group then dis- may wish to set a date in the near future structive way. cusses any differences among individu- when it will set expectations and perfor- After the board has concluded its dis- als' ratings, with the goal of reaching mance measures in preparation for the cussion of the manager's performance,it group consensus on the manager's per- next evaluation. may wish to excuse the manager while it formance in this area before progressing An important final step: Before the makes a decision about the manager's to the next performance criterion.Even evaluation is concluded, all members compensation. The manager presum- with a small board that is in general should assess the evaluation process it- ably will receive any feedback and guid- agreement about the manager's perfor- self. This self-critique helps the group ance from the board before the salary mance, this is a time-consuming pro- look at its own process and learn from discussion,so his or her presence is not cess. Therefore, setting aside a full day its experiences in working together. By necessary at this point. However, the for the evaluation session is a good idea. reflecting on the task just completed,the board should keep in mind that the ac- Although this may seem like a lot of group frequently identifies components tual setting of the manager's salary may time to devote to one issue, the cone- of the process that worked well and as- not be covered under a personnel excep- quences of failing to reach agreement on pects that could have been more effec- tion to an open-meetings law, and for what the board expects of the manager tive. For example, it may decide that it this reason this determination should can ultimately require far more time and did not dearly define the manager's role take place in an open session. energy. The group may wish to divide in reaching board goals before the evalu- the evaluation session into two half- ation and resolve to address this lack by 5. Consider using a facilitator.A perfor- days,if that is more manageable(both in a specified date. mance evaluation is a complex task,par- terms of scheduling and energy levels). ticularly when an entire group is partici- A Process, Not an Ewent pating in the evaluation.Members may 7. Include a portion in which the board have different views of the manager's evaluates its own performance.In theory, As the steps described here illustrate, past performance or different expecta- it is possible for a board to specify ex- the evaluation of a chief administrative tions for the future.Board members also pectations for the manager and then to officer is a process,not an event.Careful may be reluctant to share negative feed- evaluate the degree to which a manager planning and a commitment to com- back, or they may be concerned that has met these expectation. In practice, munication between the board and the their feedback will be misinterpreted however,meeting expectations is usually manager throughout the year will For all of these reasons, it often is a two-way street,and it is helpful for a greatly facilitate the actual evaluation helpful to use a facilitator when conduct- board to examine its own functioning and increase the likelihood that it will ing the evaluation.A facilitator can help and how it contributes to--or hinders— be a valuable experience for all involved the group by monitoring the group's the manager's effectiveness.In one case, One last word:Don't let the fear that process,while leaving all members free a board set a number of high-priority your board has not laid the proper to focus on the task of the evaluation.Fa- objectives for the manager to meet,after groundwork prevent you from getting cilitators often suggest that groups use a which individual board members on with the job. You will probably see set of ground rules to help them accom- brought new"high-priority'projects to some things that you would like to plish their work more effectively. the manager throughout the year.In this change after the first evaluation (and The board might look to local busi- case, the board was partly responsible the second,and the third.. . ).That is ness,civic,and academic leaders for rec- for the manager's failure to meet the ex- what the self-critique is for.The impor- ommendations for qualified facilitators; pectations initially set by the board tant thing is to begin the process.Mak- or it might contact the Institute of Gov- ing the evaluation a regular part of the ernment at the University of North Car- a Decide on the next steps, and critique board's work is the best way to ensure olina at Chapel Hill,or the state's assod- the process.The actual evaluation of the its success.GM ation of county commissioners, league manager's (and the board's) perfor- of municipalities,school board associa- mance may seers like the last step in the Margaret S. Carlson is a faculty member tion,or similar organizations for help in evaluation process, but there still are a of the Institute of Government; The Uni- this area. number of decisions to be made before versity of North Carolina at Chapel Hill, the next evaluation cycle can begin.The Chapel HUL N.C. 6. Allow sufficient time. A useful tech- board may wish to have a separate ses- nique for the actual evaluation is a sion to make a decision about the man- Reprinted by permission from Popular Gov- "round robin'format Each member in ager's compensation.This is also a logi- ernment published by the Institute of Govern- turn expresses his or her judgment of cal time to talk about expectations and ment, The University of North Carolina at the manager's performance on a given goals for the coming year,and the board Chapel Hill. PUBM MANAGEMENT 77 City of Redmond Performance Evaluation City Manager PURPOSE The purpose of the employee performance evaluation and development report is to increase communication between the city council and the city manager concerning the performance of the city manager in the accomplishment of his/her assigned duties and responsibilities, and the establishment of specific work-related goals and objectives. PROCESS The city council shall conduct an annual review and evaluation of the city manager's work performance. The results of such evaluation shall commend areas of good performance and point out areas for improvement. It shall also be the basis for contract extension and compensation decisions. 1. If the criteria, standards and policy directives change, a public process is to be followed as outlined in ORS 192.660(1)(i). 2. Evaluation forms are distributed to all council members. 3. The city manager prepares a memorandum to the council including his/her self- evaluation in a narrative format. 4. Each council completes the form, signs, dates and returns to the mayor. 5. The mayor and council president tabulate the results of the evaluation forms. The mayor and the council president will summarize the results of the evaluation forms as submitted. 6. A composite evaluation form and the city manager's self-evaluation is distributed to the council prior to the executive session evaluation meeting. 7. The council meets with the city manager in executive session to review the evaluation, unless the city manager requests an open hearing. INSTRUCTIONS Review the city manager's work performance for the entire period; try to refrain from basing judgement on recent events or isolated incidents only. Disregard your general impression of the city manager and concentrate on one factor at a time. Evaluate the city manager on the basis of standards you expect to be met for the job to which assigned considering the length of time in the job. Check the number which most accurately reflects the level of performance for the factor appraised using the rating scale described below. If you did not have an opportunity to observe a factor during this evaluation period, please indicate so in the "N/O° column next to the factor. City Manager Performance Evaluation Date: Rating Scale Definitions (1-5) Unsatisfactory(1) The employee's work performance is inadequate and definitely inferior to the standards of performance required for the job. Performance at this level can not be allowed to continue. Improvement(2) The employee's work performance does not consistently meet the Needed standards of the position. Serious effort is needed to improve performance. Meets Job (3) The employee's work performance consistently meets the standards of the Standard position. Exceeds Job (4) The employee's work performance is frequently or consistently above the level of Standard a satisfactory employee, but has not achieved an overall level of outstanding performance. Outstanding (5) The employee's work performance is consistently excellent when compared to the standards of the job. I. PERFORMANCE EVALUATION AND ACHIEVEMENTS 1. City Council Relationships 1 2 3 4 5 N/O A. Effectively implements policies and programs approved by the city council. B. Reporting to the city council is timely, clear, concise and thorough. C. Accepts direction/instructions in a positive manner. D. Effectively aids the city council in establishing long range goals. E. Keeps the city council informed of current plans and activities of administration and new developments in technology, legislation, governmental practices and regulations, etc. F. Provide the city council with clear report of anticipated issues that could come before the city council. Comments: 2. Public Relations 1 2 3 4 5 N/O A. Projects a positive public image. B. Is courteous to the public at all times. C. Maintains effective relations with media representatives. Comments: 3. Effective Leadership of Staff 1 2 3 4 5 N/O A. Delegates appropriate responsibilities. Com ments: 4. Fiscal Management 1 2 3 4 5 N/O A. Prepares realistic annual budget. _ _ _ _ _ _ B. Controls expenditures in accordance with approved budget. C. Keeps city council informed about revenues and expenditures,actual and projected. D. Ensures that the budget addresses the city councirs goals and objectives, including read- ability. Comments: 5. Communication 1 2 3 4 5 N/O A. Oral communication is clear, concise and articulate. B. Written communications are clear, concise and accurate. Comments: 6. Personal Traits 1 2 3 4 5 N/O A. Initiative. — — — — — — B. Judgement. — — — — — — C. Fairness and Impartiality. — — — — — — D. Creativity. — — — — — — Com ments: 7. Intergovernmental Affairs 1 2 3 4 5 N/O A. Maintains effective communication with local, regional,state and federal government agencies. — — — — — — B. Financial resources (grants)from other agencies are pursued. — — — — — — C. Contributions to good government through regular participation in local, regional and state committees and organizations. — — — — — — D. Lobbies effectively with legislators and state agencies regarding City programs and projects. — — — — — — Comments: II. ACHIEVEMENTS RELATIVE TO OBJECTIVES FOR THIS EVALUATION PERIOD: III. SUMMARY RATING Overall Performance Rating- Considering the results obtained against established performance standards as well as overall job performance, the following rating is provided: Unsatisfactory_ Improvement_ Meets Job_ Exceeds Job_ Outstanding Needed Standards Standards Comments: IV. FUTURE GOALS AND OBJECTIVES Specific goals and objectives to be achieved in the next evaluation period: This evaluation has been reviewed and discussed between the city council and the city manager on City Council Concurrence YES/NO Ed Fitch, Mayor YES/NO Paul Hathaway YES/NO Gary Lynch YES/NO Joe Mansfield YES/NO Iry Nygren YES/NO Jay Patrick YES/NO Alan Unger City Manager Signature Next Evaluation Date Performance o0 City Manager Standards a° �y 4 � �`o Q�c, Evaluation Form 10�'�' �a 01 QV gp�\ ° 1410 RELATIONS • A. Does the City Manager maintain effective and open lines of communication with the Council as a body and with individual members? B. Is the Council kept apprised of all ongoing and current situations involving City business? C. Does the City Manager exercise sound judgement when advising Council? A. Does the City Manager anticipate needs and recognize potential problems? B. Does the City Manager propose effective solutions and provide alternatives to identified problems? C. In making decisions, does the City Manager obtain the facts and consider the long-term implications? D. Does the City Manager provide Council with all informa- tion necessary to make decisions? E. Are the goals of the Council incorporated into plans for implementation? ORGANIZATION A. Does the City Manager exhibit the ability to arrange work and efficiently apply resources? B. Does the City Manager make decisions when sufficient information is available, and implement action when conditions are ripe for success? C. Does the City Manager exhibit the ability to reach for effective and,when necessary,creative solutions? D. Does the City Manager obtain the best possible end result for the money spent? E. Do the departments run smoothly, and is there adequate internal communication among staff,and between staff and the City Manager? Page 1 of 4 Performance m o�� o°y City Manager Standards Ra Qi4 04 Evaluation Form OJ��}tee�`•�eb`��O°�� A. Does the City Manager adequately and accurately report and project the financial condition of the City in a timely manner? B. Are management practices and policies designed to maintain a sound long-range financial position? C. Are plans for the long-term replacement and mainte- nance of equipment updated regularly? D. Does the City Manager implement effective programs to limit liability and loss? E. Are there short-and long-term goals for asset manage- ment? F. Does the City Manager suggest and pursue creative solutions to financial issues? COMMUNITY V. • Comments A. Does the City Manager have a customer service orienta- tion;is she approachable,available and responsive to the public? B. Does the City Manager communicate openly,clearly and honestly with the public,recognizing their right and need to be well informed? C. Do each of the Departments reflect a"customer first" attitude? PERSONNEL • Comments A. Does the City Manager build and motivate a team? B. Does the City Manager earn the cooperation and respect of subordinates? C. Does the City Manager encourage employees to update their skills and training? D. Does the City Manager promote teamwork and coopera- tion among the Department Heads? Page 2 of 4 Performance City Manager Standards <�° <�° Evaluation Form PERSONNEL RELATIONS E. Does the City Manager recognize the value of excel- lence in employees, and use all reasonable efforts to ensure that the best available individuals are recruited, hired and continue to work for the City? F. Does the City Manager maintain adequate job descrip- tions for employees? G. Does the City Manager ensure annual evaluations for all employees? H. How do you rate the City Manager's overall manage- ment style in dealing with employees? '111. MANAGEMENT SKILLS 5 - 4 3 2 1 Comments A. Does the City Manager have the ability to resolve conflicts inherent in a public agency? B. Is the City Manager a good negotiator? C. Does the City Manager listen to and understand the positions and circumstances of others,and communi- cate that understanding? D. Does the City Manager handle stress well? E. Does the City Manager exhibit resilience; i.e., maintains motivation and energy in spite of constant demands? F. Does the City Manager follow through in a timely man- ner on commitments and requests? G. Is the City Manager proactive in recognizing issues and initiating action? H. Does the City Manager handle people well in difficult situations? I. Does the City Manager clearly communicate expecta- tions to contract organizations/personnel to implement City goals and policies? Page 3 of 4 Performance City Manager Standards ate` 0, 0, ItP Evaluation Form O��°�-�� °°�°`4V N. te a� LEADERSHIP A. Does the City Manager inspire a shared vision and enlist staff and Council support? B. Does the City Manager seek and pursue opportunities to improve the organization? C. Does the City Manager enable others to act by creating an atmosphere of trust and collaboration? D. Does the City Manager create standards of excellence and model behavior? E. Does the City Manager conform to the high ethical standards of the profession? F. Has the City Manager met the goals established by the City Council during this evaluation period? LAWENFORCEMENT 5 4 3 2 1 Comments A. Does the City Manager maintain regular communication with the contract enforcement agency? B. Does the City Manager enforce all laws and ordinances of the City? X. ADDITIONAL COMMENTS Evaluator: Date: Page 4 of 4 Rci /D3 f r�a October 1997 Number„ber City Manager Evaluation Process Jan Perkins, City Manager Fremont, California Summary: The City Manager's evaluation consists of annual evaluation by the City Council and evaluation by employees. The City Manager takes responsibility to ensure.that both phases are conducted. The City Manager's employment agreement calls for annual performance evaluation by the City Council. The purpose of the evaluation process by the City Council is to maintain a strong Couneil/Nianager team by ensuring open and productive communication on an annual basis in a formal way, and on an ongoing basis more informally. During the formal annual review process; there is an opportunity to identify areas of satisfaction and items needing change or improvement as identified by the Council. The purpose of obtaining feedback from employees is to continuously develop a strong City Manager/staff team. The City Manager can only be effective to the extent that her staff is productive in providing excellent service, has confidence in her leadership and believes that she creates an environment for their success. Feedback from staff about the City ,Manager's performance is an essential part of understanding the organization's needs and identifying ways in which the City Manager can continuously improve in her role. Council Evaluation Phase: • Each October, the City Manager prepares a written report on the status of a number of performance goals which were developed in the prior year by the City Manager(with input and assistance from the executive management team) and agreed to by the Council. • A professional facilitator is hired to conduct the performance evaluation in October. A form (attached) is given to each Councilmember to complete and return to the facilitator. The facilitator conducts a telephone interview with each Councilmember. He/she compiles the responses from the written evaluation form and from the interviews and prepares a report. • A closed session is held with the Council, City Manager and facilitator, during which the facilitator summarizes the Council's responses on the evaluation form and telephone interviews. There are discussions of any items of interest to the parties. During the closed session, the:goals for the following year are reviewed by the City Manager and modified and/or agreed to by the Council. • Six months into the year, the City Manager provides a written status report on the performance goals to the City Council (and executive management team). Employee Evaluation of City Manager: • Each year, the City Manager utilizes the services of an outside facilitator to conduct a"360 degree" review of the City Manager's performance_ A form (attached) is provided to department heads, some of the middle managers «•ho work most closely with the City N-lanager, the union presidents,and the clerical and professional staff in the City Manager's office. The completed forms are sent to the facilitator who compiles the responses,and then provides the summarized responses to the City Mana,er. The City Manager identifies areas for change and improvement from those responses. A copy of the summarized responses is sent to the executive management team as well as to the City Council. • Prior to the annual City Council review of the City Manager, the City Manager sends all members of the executive management team a copy of the performance goals and asks for their input into the progress that they believe has been made on each of the goals. Their input is incorporated into the City Manager's report on the status of the performance goals. Additionally, the City Manager asks the executive management team to meet to identify performance indicators that are successful,areas suggested for change and improvement,and possible performance goals for the following year. For More Information: Jan Perkins, City iWanager e-retail:jcutperkitts@aol.cont 5101494-4800 City of Fremont 39100 Liberty Street Fremont, CA 94338 HUfa— 1`jJb 1 1 FJJ SC_N 11 G1V I S Y 5 1 rfl5 !C*A. =.uo _9 CONFIDENTIAL FAX r CU TT OIF C31rT WARAGRIK 1>aERY(DIRMANCIrk REVIEW ak TIING SOMIIT Thialdng of...'s performance over the last twelve months,please fill out the form. Rate each item from 10 )to 5(high) based on your opinion of...'s performance. (mark N/A if you do not have enough information to rate). I, MUNICIPAL, STEWARDSFLIP A. Are basic city services being delivered as expected? B. Arr,on-going programs planned,organized and supervised? C. Are they at agreed upon levels? D. Are they efficient and effecdve? E. Does the City Manager have: I. An understanding of the delivery of basic services? 2. An understanding of how to improve departmental operation methods? 3. An tt.nderstandmg of how to measure productivity improvements in departmental operations? 4. An understanding of how to improve coordination between departments/ programs(identifying and analyzing duplicative efforts)? 5. An awareness of new trends in the provision of basic level government services? F. Are complaints(less any compliments or commendations for service) that come either to the Cauncilmembers or dirmdy into City Hall, regarding services, programs or city staff handled efficiently/effectively? G. Were crises or emergencies handled in an effective, efficient and professional manner? (When the "chips are down' - and publicity is up - how effective a trouble shooter is the City Manager and the whole organization?) 3 SENTIENT SYSTEMS, INC. 6940 sNuel 1h;ve,Su:te A • Alas U 95003 • +081688.1931 • Fi 685-0811 .rtw—GC"17'�'b L t•q-4 I!tN I 5 Z 5!tf95 1 Nt- -L)tS Ot o U011 Y.W r i It.) CONFIDENTIAL VAX II. COUNCIL FA CTLUA,TION A. Is the Council policy implemented consistently and effectively? B. Is Council policy sufficiently articulated to the staff,press and others? C. Are 85% of the servi cAnformation/maintenance requests or conipl.aints asked by Council and/or constituents completed or at least responded to and in process? D. Ate actions and activities carried out in accordance with Council direction in a timely fashion with a minimal amount of prompting from the Council? Is there adequate follow-up and follow-througb? E. Is the City Manager adequately supporting Council in its policy-making role? F. Are verbal, wrimn and visual communications clear, concise, understandable and effective? G. Are communications with Council of appropriate 5equency and depth? H. Do communications include sufficient information and alternatives and staff recommendations to make policy decisions? I. Are you kept adequately abreast of municipal affairs and external developments which impact the City? I. Does the City Manager let the Council know"bad news"adequately and timely? K. Does the Qty Manager anticipate the action/informadon needed to keep the Council/City Manager relationship strong? L. Am commuttiearions timely? M. Has the City Manager developed effective presentations? ®swrmiT sYmd&INC. 6990 Soquct Drive,Sure A AptQa.CA 95003 4 •HUI�-�l3-17yb 11;V4 CONFIDENTIAL FAX N_ Are the policy documents, such as the budget, presented in a useful, understandable format? O. Does the City Manager(and staff) present all sides of an issue or problem to Council to enhance the Council's decision-making process? P. Does the City Manager develop and maintain effective communications and worldng relationships with the Council as a whole and individual Couacilmambers? Q. Is the City Manager sensitive to individual Council needs and yet able to treat all Councilmembers fairly? R. Does the C'ity Eger anticipate the changing needs of the community and the organization,x�tify potential problems in the community before they occur, and bring solutions and alternatives to the Council on how to plan for the future and avoid problems? S. Does the.City Manager have an understanding of the various techniques used to assess community needs? T. Does the City Manager have an understanding of the political issues involved identifying and setting goals to solve City problems? U. Is the Ciry Manager skilled in defining goals and policies in a form in which they can be accomplished? V. Is the City Manager sldl.led in tying specific goals and policies to the budgeting process? III. ACCOMPLISHMENTS OF OB YECTIVES A. were the projects agreed upon in advance between the Council and City Manager completed within the given time flame with appropriate concern for costs? 0 SEMIWTSYSTEMS.INC. 6440 Soquel Lhive.Suits A Aptos.CA 950M S NUU-Ltt-1`�.+b 11=U4 `ah�4I i ttJ 1 b,Y,s I Lm!5 1 r+- -hits 0=0 Lid l r.Wi I CONFIDENTIAL PAX IV. MANAGEAS.NT RZONSIONS A. Iip 1. IS the Manager respect od as a leader: a. by the community? b. by Department Heads? C. by employees? d. by other govemment,jurisdictions? e. by community and professional organizations? 2. Does the Manager generate enthusiasm and confidence among those same groups? 3. Does the Manager motivate others to maximum performance? 4. Does the Manager actively take the lead on imp0r=projects and tasks? 5- Does the Manager take time to develop competent staff? B. Decision Mgi ft 1. Does the Manager exhibit skill in analyzing situations (Le. "sizing up" the political,organizational and staff elements needed to deal with a problem)? 2. Does tho Manages have the ability to make decisions when conflict exist and cope with the sttoss from resulting criticism? 3. Does the Manager the have the ability to identify infonuation from both sides of an issue that is needed to improve decision making? ©SENTIENT SYSTEMS.INC. 6990 SoVel Dri e.Suitt A Apron,CA 95003 6 nw-ea-1770 i i•U.-I -)CAN f 1 MN 1 57 b I tl'L5 LVf- -4U0 oo.p wi• r.U-4i 4 Ul CONFIDENTIAL FAX C. . J� ]etn Solving 1. Is the Manager a problem solver? 2. Does she/he anticipate problems and cake positive action to resolve them before they become critical? 3. Does she/he manage well in a crisis tender stress? D. MMjgen=t Stvlg&Work Habits 1. Does the Manager manage time well(planning&prioritizing)? 2. What is the effectiveness of work completed? 3. Is an appropriate example set for other employees? E. Man a==t Knowl Ability I. Is the Manager current on management practices and techniques? Planning?Finance? Labor Relations? 2. Does she/he demonstrate good basic management skills, such as delegation, planning, organizing, directing, coordinating, supervising, negotiating,lobbying? F. Pmfecsional Development I. Does the Manager actively pursue ways to increase his/her value to the City? Keep abreast of important professional trends? Borrow good ideas from other cities to use here? G. Staff Develo nt 1. Does the Manager develop the competency and capabilities of the city staff, ensure capable and competent people fill city positions, foster the personal and professional development of replacements for known staff vacancies? ®SENTIENT SYSTI MS.INC. 6440 Sovel Delve,Suix A Aptos,CA 45003 HIAa-::t3-177b 11•k7J 5tM I I tri 1 b Y 51 tM5 l r#- 4kya btf:) Vol l r.UJI 1 W CONFIDENTIAL FAX H. Eraoko labor R adons 1. Does the Manager possess an understanding of a. the process of recruitment, selection, promotion, and dismissal of personnel? b. wage,salary,and fringe benefit administration? C. the law and government policy in labor management relations? d. skill in handling negotiations and contract administration? e. skill in handling of grievances? f. skill in developing mechanisms to insure feedback from Department Heads/anployees? g. how to gain feedback from Deparvncnt Heads/employees? h. the impact of labor negotiations and state legislation on the budgetary and policy malting authority of the City? 2. Does the Manager possess skill in using employee performance evaluation methods? L Budget&Finance 1. Does the Manager prudently manage the finances of the City within Council policies, prepare realistic budget proposals. keep the Council informed of the City's present and anticipated financial status, and find innovative solutions to financing City services? 2. Does the Manager possess an understanding of financial management? 3. Does the Manager possess skill in identification and generation of revenues? 4. Does the Manager possess an understanding of the impact of stale and federal cuts,etc.on the City? ®SP11t7ENT 5YS1F�uiS.INC. 6990 Soquet Drive,Sunni A 8 CONFIDENTIAL FAX J. Program Control&Evaluation 1. Does the Manager possess skill in evaluating prior programs to aid in the development of new ones? 2. Does the Manager possess an understanding of the consequences of altcrnative methods of program itttpletnetttatton (e.g. direct delivery, contracting,tax incentives,etc.)? 3. Does the Manager possess stilt in anticipating the impact of a program on citizens before it is implemented? 4. Does the Manager possess skill in establishing controls in order to monitor programs once implemented? V. RUBLIC AND COMMUNITY RELATIONS A. Does the City Manager represent the City well to the public and to other organizations and agencies? 13. Is the City Manager able to gain the trust and confidence of the public, be sensitive to individual and community needs,and foster contact and cooperation among citizens and community organizations and other jurisdictions? C. Does the City Manager have an understanding of the types of Federal, State, and Metropolitan policies that might impact the City? D. Were all new laws or programs from other governments that could benefit the City or just affect the City taken advantage of or responded to? (Were aII opportunities from outside funding or services pursued?) E. Does the City Manager have an understanding of the responsibilities and consequences of participation in int local relations? F. Is the City Manager skilled in utilizing c techniques (cable TV, radio,newspaper,newsletter)to convey City issues to the public? G. ' Has the City Manager established meaningful two-way Communieadon with the public and civic groups to involve theta in the decision-making process? B sFNfumsySTEMS.nc. 6990 Soquel tariva Suite A Apron.CA 95003 9 HUH-dU-i'zN-b 11:U,) 54--M I 1 LN 1 bYS t Lft_i lrrl, 4uj ote� ubl t r.ut, W CONFIDENTIAL FAX VI. Cn jmt Trr ' pMLoPmENTIECONOMIC-DEVELOPME NT/ RD -v LOPMENT A. Does the City Manager exhibit an understanding of the issues involved in the management of growth? B. Does the city Manager have a knowledge of the programs available for economic development? C. Has the City Manager cooperated with the private sector to foster partnership for private ventmw? YIT. IN A BRIEF NARRATIVE PLEASE DF.SCRIB A. What you are most pleased with in...'s performance. B. Areas for improvement: personal goals for...for 1996-97 C_ Organization goals for_..for 1996-97 ©SE 01MTSYSTWS.INC. 10 City of Fremont 360-Degree Feedback INSTRUCTIONS: The purpose of this confidential questionnaire is to provide me with information about your satisfaction with my leadership an management behaviors. I will use this information to identify those practices or behaviors that need to be strengthened or modified to help me become even more effective. For the feedback to be truly useful,I need your frank and honest input. For each statement,check the rating you believe best describes my behavior from your personal experience.I also encourage you to share your suggestions with me at the end of this questionnaire. When you complete the questionnaire,seal it in the enclosed,stamped envelope and mail it directly to: Pat Ackley 18160 Cottonwood Road #219 Sunriver,OR 97707 Pat will compile the results and share them with me. It is my intent to share the composite responses and my action plans with all of you at a later date. If you have any questions or suggestions regarding this questionnaire,feel free to call Pat at 541-593-5580. You may also lea her a voice mail message on the City's system at 494-8415. Thank you for your assistance and support! /L Your Role: (check one) Rating Categories: _Executive Management Team Member E Exceeds your expectations _Union President ME Meets your expectations _Middle Manager NI Needs improvement or attention City Manager's Office Staff NA Not applicable or not observed In her roles as leader and manager,Jan: :.�..,:, w;,re. ......,,.,... .,u;x.�:..x£::a«,::axa;;2c::a::fca�w' awaoo::.aci.>:.., ...... :... .;:•:::....... ..., .,......»......::.:.,..:....,.,.,.,.>::.>,;,.: .. .. .,.: ,.n.,,cwR:•::s!,..;:::<.::::u•::,:.::;:-a::a:,.>��';.:<u.;;a:«:s::;a::;:.a�.:.:isa::a::x.::;u';:•:,.xry�.a.c:wcc.:E:...::iariv:w,f.3:L:;' I. Treats all customers-- both external and internal-- with respect E ME NI NA and places a high value on their needs. o•Y. :<•r..•xw.. .vf» •n:?:ca,! :•.a::: aikii�':i!::µn,::.:::s,..w:'a.'.'u''R.w"':'.'��`.$:.•'�`,r.;• >>k,.�'�:�:C3�ia:;`+s'.' '.mn+i.:e:hce�xr�i�a "sFva3a�ttr:��R.�'.�"rxaw2izc::M.`v"m•..`-Sx..n$��i+`u'`a+°r'.R::i<..wc::�r:....«.n.n:n:..:.,:.a�..a.R;::,.r�:t;::::.._i:�.,...,.,-.n,+nn 2. Continually focuses on customer satisfaction in managing E ME NI NA day-to-day operations. ';::-..w:-:a.,,,.wn,.,.::..w..-.:.:.�a.:.w.wsv:�:£s:•w:ur.:.s.,L:n2n.,,,'w.:a:.w.•�car.:,:::;axuw:cu:,J;..ie.:.w:,w,..:G•.x-w�.54:;:..:.�.,.' :::ia:s:�:.A�:cxi;;•::k•�Y:c.ca::aoa..a»x:.:o-itixa:,�.Yi?;=;.,- :')S?::H•'.r?.: 3. Regularly solicits customer feedback and takes action based upon E ME NI NA their input. 1;:�.:n.:.n...,s::...v..rw.;:.::+n..S.-:.rxxc:W?n6:.�.ar.:-..or.x,fnr`,.(,"'::r.Y.�+:o";�..,:•�f�"Y.i';;�:a:;'A?..Fn:at�?:£aTam�:x:U:.:..:xc:,:::,.:••wxii�:,!'`�'•. ....;:efuma':L"'�`.�.. 4. Creates a climate that encourages and recognizes creativity and E ME NI NA innovation. .....:.....:.:::::..n...,,..n.:..n.,..,..n.,w.:nr.:>y.:,,:::.....::,:.,:::.::::..:.,..,-.n>:r.:.r.�r;.i•;:::a::o:.:ar.::i!a::c:...;::a::•r^>:.,...: ..:.::..:y,->::YR:•v.,w:9,:'..y.:r$>i%•.•Y.n:::u..il,:v..niY.e:!..:•iv..i:r.u::..;.'nv.:�:pva::ii. tA... ...:.:,....�.:::.;r.<::::::': ...... ... ... . 5. Frequently questions current processes or procedures and E ME NI NA continually looks for improvement opportunities. v;.•a ..:.yy:. -:.r': :!W:; :.y.y ..r:.r:;. :.w.w�•Kfi••.:; a>•:y:r ..::::.:.:................::.:;:¢.r.:v:..:::�::..:... .....,.,.....na>....,....a;�:c:,...,,..�......:.,.:nar:.r..o::•,:>...:�....................::Y•i...... ,'yu^.L.:..:............. 9`;:•: 0 1996 Ackley Associates ,.r.:.,...........::.xa.,::.,..,. .... 6. Systematically applies analytical methods and tools to identify E ME N1 NA and solve problems. nt.... 4 - ....,'r:'::.: -n•n:)ii:i::.i:ii:.` s a:............r Y..;;c:;::;-r:$i;:i}.n.r.......................nn.,,.nv..nv.......nx.. .v..r.r..v..:n,....nn...vn..,,w...,v..n.,...:,n,.n,..:. 7. Takes risks, learns from experiences, and encourages others to do E ME NI NA the same. 0a ...............n+._..r....x......•:.•-:-.r.,F.+,v:::::v v::..;.;;n.......v..::Y_':i::r:4N}%X}.%;}':M.,..:.n..,,.i:ti.:.:^n�.t�.'-�A:::A:::+vii S`w•iiS:`w'�•,nw:4aviY VY-:Y4:4rLGWNG-.4iWi:".mv%n'�'�-h{:l�n ..n. vv,:�^il}L:Y.LYnV4 ...�:SY,:<�}$:C::?:�•..''w't'v.}:ti^....,w':F:x>�,.......i.,....:.:�-{:w.nv:.'A•.it.,vt4.,.i.,'m nn...:rvn mr.r.....w ' 8. Maintains accessibility and is perceived as open and approachable. E ME NI NA 9. Values teamwork and positively reinforces cooperation and E ME N1 NA collaboration. 10. Provides timely, personal appreciation for a job well done. E ME NI NA ................. ....... ..,. _ .,.,.:n.:.:,.,.,-•n-:n••:-::n••:. .•t.}:.r.:,:::^:y:v.»»xyf>:%:,•xr:: .,,.:ava:,.anv}afe_�r.: :'x::' ..E a':^�..,.. .... ?",Y''ra%:::r":�:1:-4^'^�.':n"n,... ....... -_.. .,,:..:::...:.:...,..�{::.:::....%r..,.w.... }. ,,..x.... :.....:.x�i'.%r"'�`�o;,w.y aw. .....aYw. ..:.. .>,.....K•.x.< ..............:vim::::<n. ...:�,�.. 'rc;w.• •✓.•L.0 43'ab'dbw�i-'�sw. vd✓.-. 11. Recognizes and rewards both team and individual performance. E ME NI NA _ .Y.Y ;.(.•... ::4r::y::::-- ..., •:t Cn 4Ci]..v.n ,......,.:...,:,.w.,....n,.w, wv... .,.. .. •S.:'.,,T ::.}^i= is\� ....v.v..�.vxx nvnv.v,.v'F'hr aY�k•,n y„r.....v r 4v.n::.ti,•or,,x n:.n.v.....,..{:.r x.:._ .................... 12. Solicits staff input and shows respect for their thoughts,ideas, and E ME NI NA opinions. .............,.......,...:..:..:..:...:....... ......:...:.,....•..,:....x,...,.i:Y..;}.� .�.�^:::'r:::>:..,....n. ..:•,:.:nt.,,.cxv.4X.a......,....,.v.,..4 13. Is fair and equitable when dealing with City staff. E ME NI NA :....... ...........................................::.:..............,....,,..,.n....;'::..... 4.,..,....:.�............ .�4 4 ..<. .L, A ....... 14. Communicates in a way that maintains the self-confidence and E ME NI NA self-esteem of others. 15. Is nonjudgmental and treats others as adults. E ME N1 NA .........................................x.................,:..:,...,....,...:-:.....-....n.....w. ..: ..,;,:,:”::.,::. r,. k..........vx•is:`: 16. Never assumes -- checks her understanding of others and their E ME NI NA understanding of her. 17. Accepts honest,constructive feedback without"shooting the E ME NI NA messenger." .................n.....,,.n.:,..,,...:..x:....:..:.,..:.::.,.:::,.n...,..n...:..x..,..,.,.:�,::m,.:n:;,.:,x,.x.,:.,:r n„._�.n;{.:r..��..%�-...>,:.�..nwr<^°�.........:............_........,.,....,.n:. > :. <..�... 18. When decisions are being made,asks the affected individuals E ME NI NA and/or work groups for their ideas. ..........._,..... :..:,::..;':::...:..,...:..: .. wkrn_.�_n_ �_...,,,.. .u....,....t.:... .. . 19. When making decisions, systematically evaluates alternatives in E ME NI NA terms of potential impacts or consequences. 20. Considers all sides of an issue or problem before making a decision. E ME NI NA ..:..........:....:::.:..::::::..::....: ::: r.. 21. When problems arise, looks for cause, rather than blame. E ME NI NA ...... ........... .............. ..:.:.............. .............. .................:.:.......... ��..r.,....,........ .:...:.::.:::::..::.. 22. Is able to work out"win-win"solutions when conflicts occur. E ME NI NA 0 1996 Ackley Associates 2 „xy,• ,:..v..:.:......:......NV;,v,{.:... ..n. ...v.v.:.an:::..{:::.::::..:.:.n..:•:,. 1:4: :n,t.� x_•,)vn:w. ,.nr,n,v, t.r•'i"�:S>.vY.`::T:2.>.t.S., ... ..f• - .r.v. a ,:•-v.n4.wer.:3:{-:as::nwT>4xrn:T>:w r.4:{:_:•;•._•4>:wr:{•r.>'ni.,n:T:,r»:v.xoer...:']:_::.Yr:£r.,.::%;t4a...}wee.n,:....'];.d::�3:.:;r`6_%:ii_a:�: cR=:}>:..n....u•{,,,n>.. 23. Is sensitive to the dynamics of organizational change and its E ME NI NA impact on employees and services. t�nY:*r.<: )i.a:::.taLx,`.:V:6:.:;{{.. yr>:X• ]]a:•.a:- �trnxx ::.a.-.`r_yw cY»: .:x ..t X•YC•s n M1•AV::X'::$:.....:T:..A............�..t.... ..}.t...:.�F:tiG.......:KA•t.:...::...,._. trp..."'.xe{.._t!4;.i..Y....................w::..:::�4i»:t{:i4.Sri{. 24. Is supportive of change and exhibits strong leadership in planning E ME NI NA and implementing change. ».•=: :..t.: ...r.w.4i.•4�„Jn�..,.,-rrx,4,n: &- .s �)i::x•]� ':i.U'z) .:G:�+ .'•i:'. .may.,. .., - ......, ;- c..,...n......>.:xa>]....t:•:4]::t:{x{{:.ec>4:txx{:;•yn:4}..t4iifi::... : ::•. Q:: .. .. ;.. .. 25. Has a clear vision of where our organization is heading and how E ME NI NA to get there. .i:{mY:i::•-::r C.:t{::::>+_. -v.*•t:{n:\::::.yv v:>'{ �.�.�...,...,...•..>t>TX.]•:f:4;.vwrd:♦'->,;. i.:R.J?N.!S{M:{: x::C:tN.J: y{tYiMT:y:r: vv.}':'{S:,t4}:., :i:,t:Ci4:•isF�4iLx4:4::::_�xx,�...":i{ +.:4%.::(G{.fY•:-:r.:::r...r:r...:...n....vtit4•]:x: .:{t'4.{4:£SNf.:iCi•:{CC:R2i944]:.%{:4t%$n2t .. _M.. -L" C }. . m4ot R"'�i:^::rr:.r ,.t-].a.r,✓.ixax::v<:�5:.{ttsrnw�:.......V:i"aiixat•:24w:4T:4n�}t�]w.F::.:;r.•:, 26. Has a thorough understanding of the resources (time,commitment, E ME NI NA money,information,etc.) needed for a successful organizational transformation. Oacc2it 4:tt at•:••• ;.;.x.,:•:4:4}xr.:k.°t aSi:-;::r'.:::i$o-:'>:i.,'.'i:'',:•'}?c m'4:Z"tx:;P�ii•>:4$#etc.'t'a'rSSfi:;=:;3;?,4^.":.f.,:r:d'F:4iY?3Sx4:i`='r'ie.�i>`i?t'i>±]...c{u,:•.................r•:sur.::2'•:^c:5w.:>}:4x�:'.aac21r °':;. 27. Demonstrates sustained support for the transformation process and E ME NI NA rejects short-terra activities if they are inconsistent with long-term strategies. X-101 .:.:,• ,M.^N :.X.m;.H>Y•:4<;<i:GU>r:.:::Srr:$::lilt.::'CY*N ryntyC:Jf>'yy2v2,x}1.2:i>n' �:n•;�uu ti}��`�;�:r,t-.>;,,.:{".-:-Y^ ,":•:.rr.•.:xn:er.• -r•`r•:roa.r.:.»»:•r.»:r. artier}:x•}:.ew.v4.s;o.;,�,...er+> .4..�6.Jr:�i-.'ti-:.::.akLmn:...F:.Lrn.:_...-.....,.^.'�a..fi,�.st:r:.:. .............:X,n ..n ,'tR s.,, ... ,.;ti,.,:.,..5'.:::;;:c::uaw.;:a,nxn.t•?�`?n.,-•;.].v:::{n;�>T;.f,{T..,..°?`.;'•.fo,.«]:,.,..x,:a:;o..4.: ...,`;�:x>,:�rr: 28. Ensures that City staff receive timely,relevant, and accurate E ME NI NA information. 4 :ytv..•.,.::, .:.v:y��. •. }:.. +,au .q•Fr•...,r:t4 x .x :, rF+ ..._..�.^^m�Y.{-�v�. • r.. ....Y.•�:».r... :.n::s' '� _..::.?^.,,L.:,.),'ftao�..., eiJUZi.::u:Ec'k•i ie,.LT. .,,. .: r ,:rrF{a..• mfi Y$x a::�:M:;,�..f'-.` 29. Ensures that staff is notified promptly when there is a change in E ME NI NA policy, direction, rules or practices that affects them or their work. . ....... .v:• ::Y4:. 4NN •:.:.it^:v:-. .':rri:•%•:..:..:n•:::v.v:::xt.....•:.r....:::..:.,:.ns.n�..�...... �..n .v.•..n„•»:::r:::::::r»rr::r.,..:t.,•.-.vn ...r.. n,r)r::{t xv.,nv..rn :,:Sa:tii'.3:v%Sr:n.\L,4n. Tf>i.::.>v.]x•_,>xn.n{s:.•:•••dYi):{•:o>::r>is:• �\:{.:..,:n.»:o:,`Y.:4v�.T:'; 30. Sets and models high standards of honesty,integrity, and ethical E ME NI NA behavior. '+,�x•i:;;/.':{.>F:vn..r:.-rn_.,vn......^::]::r:s:'.:v:c:4:4::is3.:v\'.:HV.n.t..Xaw.xaxtti{•x:V:J}:!L4i:v:K.:^::W,L.t;v.]:+..xJwi::I.•:-:I,..n,•iw`nwJ•1!:^}.+,:.v:..ow,:.n..;;.wnv„yY{.,r:,,-_:,_,:-..:.pV,y,+.�yS,x.r,.. .,t.,,• , ' ma.x.GGitvir%:{•..,n.J.,-n{•.J.,.::.�i,.vntitvnwUY.t r:.{•':.v:Y'"2.]n4i::6•:,Y��:''.r.,C:4 31. Is flexible and adapts to shifting priorities. E ME NI NA :•;{•x:nr.>:::'i::2"T..:}Y•...,. n:.rx:{.T:.i:o::::�:.: tr,ti a:a:.yv.::::::r.}Tx.iT,TT::rr.n::;:.�.,.-rn::nv.._::::::::::nv r.a ...........4:4-:r•:.. ..,.....:vG4 .. ..v... .... z_>:4:'?f:..>SV• v\.nt�:•.tG:i�: .•^j,!! •.:^: ...:.._:.._..�.:::.::.::n.::'t:ri}:e:o:>i:a:`.nrn:;..,.,.n,.tc:•]:tte,.... .. .. 32. Is able to adjust management behaviors when working with others E ME NI NA of different skills and abilities. .: <A La »• >: ::: n ? >�: i»a] >w. ;�.. x,:� cN44v.4�y� p� -> - : t. ......n r n,,r..:LC.:L}",n+}sA,tw•w: .{•v, ,..?t;\'A-.'v. u.<?itt)�tNi•XJ,rS::•.tt ^Ny.....,:::Y:?}'v1{{..,t::f:Tl'�::•.t.{.T\�:.4y:�}:a.tirtV�T:y.VL:S}Y:s...:.�n%$1•:r'x,1q�,f'<.:>••u: .»:r!:tv•:ry:��x,:.W:+X�•�i•.C$:%}•rtr`t.•5:� 33. Facilitates candid,effective, and productive meetings. E ME NI NA {•::Y},v..)u>'C.:44r3. ..{•'?:5:.::{qTY^{: ��2ftK»H}>.\+N}n,vj0.,:»i�:.rn:-i'•3.':' .wC<G G::.i:.Y::.:�::r.::»�.yv,. v::!vwr.Y..>T.Nvn}u}v:w.:tt:.#.:]Y vn.{-_i:::.v:r. -�•6-G•ZrXt<4xtGY y •�'4'av:•:try?{:,tiv:.. .v.,ny,. x n,. ._.. _{:a,ti.:-:,..,:G.,,:x4w.:++.. :.:,:�R,.:r,:..,=-,,..w.o:..::.nvvnwr:.-_v..-_=.w::.:c�'{:w:4JsY::aRCriitis{}iFi:>Y::x:56%`tJf:Jtih:+��:w:SS::S.•°£::''6.•A.>,,,�» 34. Is clear and direct about her performance expectations and checks E ME NI NA for understanding and commitment. f4x:xt::.w: ,:;n.:�•Y:....r,.t»t:...:xx,.r.:�:r..}T:.x•}:ar.:c::G-{:»:{T:rr:{.:4:nTe:a}s:::.T:r:,{n:::... ,n,:,.=•:.: ............... 3 r:•xe.�>::.4o- ..,..,,,...::�,..:'-::s;.,n,.n::"•r°•".. 3: :.,...:.:: ....... ,. ...,..r .h.::-,...,T v.r.x •:.!n'9.?Ya�. ::,mow.+,x; .a....41.:.nGn:i%i::G:4:..4:n i:;:{vn.4,}]x.}:::;:...nvw.•nn:•n•:..{.nvih4:.r._:.,....::.v..t.:4:::.:::.,vr<::C:F.4r.f}:.A..... 35. Delegates effectively and is able to"let go"and let others run E ME NI NA with it. 4:•:h:.t»..4.a+kc3.�rJlw�o:``.rty. „ti ••'Y:T2\, xtf; ..{;>:r r;e:•1:.. .:... .. ....... ..... 4a; .,.Y.:...'no{n.,..,...:.,'5.:...;.':•..a.at..'R:ays:::�•':}�.�']�;r:��:'::.:t..i,rt?'<y:•.:,.:,...a.,.., :3•w: '1?:,�h�t' r< .... 36. Gives others the authority needed to effectively carry out E ME NI NA delegated responsibilities. :.}+:::!:a;..,...........a.v.....,Y....,nv.::::::.v..........., :.'{4:J:::v.+W..v. :.:.r,.....,.nv.... v[> S .:.a,. J:WY`:' ;'•:Y ..i..... 37. Consults with others to create action plans that have realistic goals E ME NI NA and timelines. 0 1996 Ackley Associates 3 38. Establishes clearly defined goals and priorities,obtaining consensus E ME NI NA from key stakeholders. ............. ..................... .......... ..r.:....... .... ......-....:............:..,...:.....r..::v:•.v:::;.:.:.:..:v.•ir.xtr.v:4•[:!-1rS.:iS'i O.4`S'M:-.: O'Ti:f{:: v':S•'Y i!r�„`:W : :::v.,..v::n .Ra::v•.\^nv.,�v}:+4::nvn..e:.:.v:n:.: :L.::............:..:.,..,.:.. .v.:...n..:ni---<.ri.. ,:{..:.,.i,�.. .-.-........}^.-..v£<:ow::4xwivr:,"':.,.r:it;r X]h �.r{.:. .. ,r..,rv. r.•I,•:T.vF%4i:,w:i yr:ldv::+:Tii:}..Rw:v.+:UVVJ:�:i is\�:n�k:Li.l-...:,�., +:A:`J 39. Sets measurable goals and standards for activities and projects. E ME NI NA YA' x>::ikt:}tivl .!C'Y:�Y4}:'::Q:F::IX✓4UA:<tn ..-......... •uzx}:, ..}': :i:ic`: .N( .ypn».n rax�:4:4ti:dwox........ •:Y:h rcx N3:n%:Y::.h Y.2 i..5. ..�`:C L. n..-r.,..i:4LtrY:�n..,}::T•.4:+`L:3dO' .n-:a.r...>iEii m..rot.mH.ae':ae>w:tas'�.>.....,....,s.,--..4-n-ric';+.....-..-.-.ra:?::Y,`:f:`•::A?:Y:xZt�GT:Ys:ins.;t':::n... vki.n 40. Follows through on action items or plans to ensure successful E ME NI NA implementation. ............................................,.,:..:,.:.....:......... 41. Conducts periodic reviews to track progress towards goals. E ME NI NA <:4:,�4:oxc:x:ox-4::4:a•x: �,aa:v:i::: �;.<s,::2:+r.�•,::.:,5:'R':i:'t::;Ki ....,.n...,:.:..n::,:,..•::,.,,v:rn ....:.:.:...:.......:.:•::.:::..,. ...:,:,..::.,ry+xn;::.:,, •:,:••::..:.�:�:,•:::::;•+x,.:::;t4 nv:T::.w..d..£:.,.. . ...,:-.,...,,.,:r.:..,::.., >t,..,..,.:c ..:......,..,. .,::,_::-,.::-.:-. 3 d<.•. ....,,,..,�..,,:n:.,v.w:4.r:+...w,,,,,ts...+:,.:ts.rr{4;.r...........:..n,.::..v..::::vr`.'•>..... <.}._::-::.�._.�:•.vw.r::.yi�F:x:ri.is4,:::�:::;::::::::::r::•::::[t:::.n•-,.....,.,rr:..,:.,$.:..�n:r.. :.,. 42. Closely monitors the progress of activities,and intervenes quickly E ME NI NA when these are not proceeding according to schedule. �yw n•rv:: vSnGt<r-y:::4:mnyr p.+w.n•n.:.r.:':•..:.:;::a:s::w::•xw;wx:.:::;ima3C:a,!N..+%4}yy,TU:-. n .:,v.,:.m'nx.. ra.^ -._... .......... ......... +,., , ::r.-:,.:..,:.:. n.,..t:e.y:xcx}:.:..::.:.::::.::..o.....-.....:,;x;'. K ,tr`}1'.,?vr:x.• ar....x. 43. Holds staff accountable for meeting measurable short-and long- E ME NI NA term objectives. ....,..:>.,.O...Y4...:t....e...r......................................... ....:.... ..:.......,.......,......:.:..,..., .....-..--.-:....... ... ,.... ..+.....4.-..... ......xxO...at Y.O.,. 44. Makes sure that direct reports clearly understand how their E ME NI NA performance will be evaluated. .............................................. ......... v ---�.......::.... .....r.,..v::::..::.::..:........:.:.,..:..,.....:.,...:. ..... ::::::::::-�'• „ , v 0.i�.} ...-...............-.,......n...-..-. ....... :<:: 45. Provides both positive and constructive feedback on perfomiance E ME NI NA on a timely basis. ....:...:r.n.,...n.,.,...,..n.n.n.nv,.:r:, ......:.:...,..v.,�..n:...:.v.v.:-.n:..:v.�. :.::.�.::.�:::::............ ............---r . .<.:.v......:,.>.�..... . ........................r............::.:....r... ...... .. ....,.../G w,:..:A.v..v..4:.::.:t ..:: 3i: ..._..-........._...n....wn..rcw.na..3..,.-. ., r..v.i4� r 46. Takes prompt action to correct unproductive behavior by describing E ME NI NA the negative impact it is having on the person's work or on others. ..:....::.}'.::....v .:.............. ::..: .,.,xn,..-........n<:su::..:...._.r............ .............. ..,....... ........r:...n..,n_.... ....r....._.:.. 47. Is tolerant of mistakes and focuses on the situation, not the person. E ME NI NA ....:...,..:Nv.•4:,.•v.,•x.x.<.,.:J,::n,;..,:.n......:k................................ ....--n.•y:::.::..,: -.,............-�..:..v..v.:..:.:-...... v::::u.v.� -.v 48. Demonstrates a real interest in the welfare and overall satisfaction E ME NI NA of those who work here. G.M. Y .. ..}-. :.N. n.. .....:.. .:.: :........:I.•... ........\:Y.. .......M x` .xC>r.. .Yn 4.:,.\..:.....::................:..........i.. ...,- n.,-...w.,.t.....:3.,........--..-..-........-:.rrrv:Fi'Y.•1{OL'�n:C: Si;:r. -.vv�:v:nvnvr:>.•n-.v:rw:rr::.i..•}::vx.,.w.v.vn..:m4,.n'xvn��n:v:r.w,v.:�v.. "..•.•••-:•. ........v. :;:::•::.:.� Please use the following boxes to add any additional behaviors that you would like to bring to my attention. 49. E ME NI NA 50. E ME NI NA 51. E ME NI NA 52. E ME NI NA :::.. ......r.. ,,...................... 0 1996 Ackley Associates 4 t Please share specific suggestions on things I can do to be more effective in supporting you. All ideas are appreciated! Name (optional) 0 1996 Ackley Associates 5 REVISED PERFORMANCE EVALUATION CRITERIA POSITION: CITY MANAGER PLEASE BRING THIS FORM TO YOUR COUNCIL PERFORMANCE APPRAISAL MEETING AND BE PREPARED TO ADDRESS THE FOLLOWING PERFORMANCE OBJECTIVES • WRITTEN COMMUNICATIONS o Describe the history of the papacy from its origins to the present day, concentrating especially, but not exclusively, on its social, political, economic, religious and philosophical impact on Europe, Asia,Africa and America. Draw parallels to the history of professionalized local government administration and Weber's theory of bureaucracy. Be brief, concise and specific. • PLANNING, ORGANIZATION AND IMPLEMENTATION SKILLS o You've been provided with a razor blade, a piece of gauze and a bottle of Scotch. Remove your appendix. Do not suture until your work has been inspected by the Council. You have fifteen minutes. 4 • INNOVATION AND MANAGEMENT o Create fife with special emphasis on the species homo-sapiens. In the course of your work, estimate the differences in subsequent culture and models of governance if this form of life had developed 500 million years earlier with special attention on its probable effect on the Magna Carta and the Anglo-American parliamentary system. Prove your thesis. • FINANCIAL MANAGEMENT o Develop alternative utility rate budgets using contrasting theories of economics. Explain their impact on the provision of an essential governmental service. Include in your discussion the origins of capitalism, socialism and communism with special emphasis on the writings of Adam Smith and Karl Marx. Recommend and justify the most cost-effective and equitable approach. Include all hand calculations. • FLEXIBILITY AND ADAPTABILITY o Write a piano concerto in B-flat. Orchestrate and perform it with a reed flute and steel drum. You will find an accordion under your seat to assist in developing your composition. • LEADERSHIP QUALITIES o Based on your knowledge of their works, evaluate the effectiveness, emotional stability, degree of adjustment and repressed frustrations of each of the following leaders: Alexander of Aphrodisias, Ramses the II, Gregory of Nicea, Cesar Augustus, and Woodrow Wilson. Support your analysis with quotations from each man's work, making appropriate references. It is not necessary to translate. Extra credit will be provided for application of the Myers-Briggs' 16 personality types. • ADVANCED PROBLEM SOLVING o Estimate the sociological problems which might accompany the and of the world. Construct an experiment to test your theory. Report your findings and recommendations in summary memo form. • STRESS TOLERANCE o The disassembled parts of a high-powered rifle have been placed on your desk. You will also find an instructional manual printed in Latin. In 10 minutes a hungry Bengal Tiger will be admitted to the room.Take whatever action you feel appropriate. Be prepared to justify your decisions. "� PLEASE WAIT OUTSIDE FOR YOUR RESULTS ILLINOIS MUNICIPAL LEAGUE September 19, 2003 Evaluation of City Administrator Dr. Kuhn Good Morale Managing Budget Council: If City Administrator is not performing well ... Council is not doing their jobs If City Administrator is not communicating—remove City Administrator from position Survey Results: 84% agree City Council should evaluate City Administrator 84.3% agree Mayor initiates evaluation 80.2% agree the evaluation should be done by the Mayor and City Council 20% surveyed have only mayor perform evaluation note: Dr. Kuhn does not recommend only Mayor perform evaluation 33.3% Evaluation took approx. 1 to 2 hours 33.9% Evaluation took less than one hour 51.4% Evaluation is informal 45.7% Written evaluation to measure goals and performance City Council Ranked Important Skills for City Administrators: 1. Administration Leadership 88% 2. Management Skills 81.1% 3. Staff Development 75% 4. Policy Leadership 73% 5. Financial Management 69.8% 6. Manager to Satisfy Citizen 67.8% Complaints, Concerns — Improve Customer Service City Administrators want feedback UNITED CITY-OF YORKVILLE MERIT COMPENSATION AND PERFORMANCE SYSTEM 1. Employee's Name(Last/Frst/MI) 2. Department 3. Division or Institution 4. Employee's SSN 5. Employee's Payroll Title 6. Time In Current Title 7. Period of Report 8. Type of Report From: ❑ Annual ❑ First Probationary ❑ Salary Increase ❑ Discharge To: ❑ Layoff ❑ Final Probationary ❑ Interim ❑ Other(Specify) scan=tea a � �e•; Objective I: Results: Objective II: Results: Objective III: Results: Page 1 of 5 Objective IV: Results: Objective V: Results: Ila Ul Assess the ability to develop a plan to complete the work. ❑ Superior ❑ Needs Improvement ❑ Exceeds Expectations ❑ Unacceptable ❑ Meets Expectations Comments: a . Assess the ability to be enterprising and industrious enough ❑ Superior ❑ Needs Improvement to stay ahead of the job. ❑ Exceeds Expectations ❑ Unacceptable ❑ Meets Expectations Comments: a Assess the level of accuracy, content and thoroughness of ❑ Superior ❑ Needs Improvement work. ❑ Exceeds Expectations ❑ Unacceptable ❑ Meets Expectations Comments: Page 2 of 5 M. 113C1lC1r1t� ..ewe � � � Wn .< .. ? Assess the amount of work completed in relation to ❑ Superior ❑ Needs Improvement expectations. ❑ Exceeds Expectations ❑ Unacceptable ❑ Meets Expectations Comments: i Appraise familiarity with techniques and procedures needed ❑ Superior ❑ Needs Improvement to complete the work. ❑ Exceeds Expectations ❑ Unacceptable D Meets Expectations Comments: Appraise ability to weigh alternatives and arrive at ❑ Superior D Needs Improvement conclusions. ❑ Exceeds Expectations ❑ Unacceptable D Meets Expectations Comments: Assess the ability to guide subordinates or coworkers to D Superior ❑ Needs Improvement successful completion of objectives, if applicable. ❑ Exceeds Expectations D Unacceptable ❑ Meets Expectations Comments: 51111,11111 111121 111111 Assess the supervisory ability to further develop a MOMM7 r ❑ Needs Improvement subordinate's knowledge, skills and abilities, if applicable. Expectations ❑ Unacceptable xpectations Comments: Page 3 of 5 h V `Mw 'n " zPW 'L �!w,..,:n e�.»c,„�a�c- ��. ,. ...: < ..ffi F;�....M�' �,�..,��•��'�;'«w,#:�a..'�+.; .roj" ".,�r,..'�"-.x,.i`�"Jt �-n,a r..�i i.,Y��;` ��',"�; .�^ku.?a a .� ,'yak. "�,�':,fi,» Assess the ability to establish and maintain rapport with ❑ Superior ❑ Needs Improvement personal contacts. ❑ Exceeds Expectations ❑ Unacceptable ❑ Meets Expectations Comments: Significant changes: Indicate any significant changes in performance since the employee's last evaluation. Development and training: identify any developmental or training activities the employee has completed since his/her last performance evaluations. Such training was(check one)taken as a result of❑ supervisor=s recommendation or the ❑ employee=s initiative. Indicate recommendations for further development and training for purposes of preparing the employee for additional responsibilities or for the improvement of current job performance. as ❑ Superior Has significantly surpassed performance objectives. Highly skilled in relation to the technical and managerial requirements of the job. Has skill to be consistently successful in meeting difficult challenges. Made exceptional contributions (cost control, new procedures, improvement in services provided, etc.) • Exceeds Expectations Has exceeded overall performance objectives. Overall performance clearly better than most individuals at this level. Skilled in relation to the technical and managerial requirements of the job. Has skill to be consistently successful in meeting difficult challenges. • Meets Expectations Has successfully achieved performance objectives. In few instances, may have exceeded some objectives and missed some, but on the balance,the individual has competently performed the duties of the job. Demonstrates the motivation to improve performance. • Needs Improvement Has not completely or consistently met performance objectives. Met most objectives, but has not complete reached agreed upon standards of quantity and/or quality for performance objectives. • Unacceptable Has not successfully performed tasks of the job. On balance, has not achieved established performance objectives. Page 4 of 5 ati M a�yse s Cc►xnrnea �. W , _, � . .� u�nal; What are the outstanding strengths for this employee in regard to overall professional effectiveness? What are the areas for development needed to strengthen or improve this employee's overall professional effectiveness? Employee's Signature Payroll Title Date ❑ I have personally discussed the content of this document with the employee. Next Higher Level Supervisor Signature (Review) Payroll Title Date Mayor's Signature Payroll Title Date Page 5 of 5 State of Illinois DEPARTMENT OF CENTRAL MANAGEMENT SERVICES Springfield, Illinois INDIVIDUAL DEVELOPMENT AND PERFORMANCE SYSTEM 1. EMPLOYEE'S NAME-LAST,FIRST,MIDDLE 2. DEPARTMENT.BOARD OR COMMISSION 3, DIVISION OR INSTITUTION 4. EMPLOYEE'S SOCIAL SECURITY NUMBER 5. EMPLOYEE'S PAYROLL TITLE S. TIME IN CURRENT TITLE YEARS MONTHS 7. PERIOD OF REPORT S. TYPE OF REPORT O FIRST PROBATIONARY ❑FINAL PROBATIONARY •ANNUAL O SALARY INCREASE O INTERIM FROM TO I LAYOFF O DISCHARGE O OTHER(SPECIFY) GENERAL INFORMATION The basic purpose of the In Development and Performance system is to let employees know how they are doing, to motivate them, to improve their performance and to justify administrative personnel decisions. The system attempts to minimize subjective judgements by utilizing a work planning concept of objective setting and feedback. Thus, it helps employees control and evaluate their progress toward personal as well as organizational objectives. The establishment of employee objectives is a five-step process which is illustrated as follows: Evaluate performance SUPERVISOR'S Prepare a list of objec- Approve plans of action Review progress.Make and results for annual RESPONSIBILITY tives with employee. for achieving work objet >, adjustments as required appraisal.Prepare list of Set and communicate Discuss work objectives tives and review with Provide coaching and objectives for next appropriate objectives. for this period. higher management. assistance. period. INFORMATION TO EVALUATE BE SHARED PLANS OF ACTION QUARTERLY PERFORMANCE Organization objeo- OBJECTIVE FOR JOB TO BE >- PROGRESS ANNUALLY fives;major job SETTING DONE REVIEW RESET responsibilities;self- OBJECTIVES development needs. EMPLOYEE'S ROLE Prepare list of objectives Prepare plans of action Make self-evaluation Discuss areas of res- for discussion with to meet objectives for Review progress and and evaluate results for ponsibility relating to >, supervisor. Discuss >- approval of supervisor. >- discuss any problems >- annual appraisal. objectives and self- work objectives for this Perform the job to be with supervisor. Prepare ext periodobjectives development needs. period. done. Each employee will be counseled by his supervisor and a copy of this form filed in the individual's personnel folder not less than once every twelve(12)months. Results of quarterly progress review sessions need be recorded only on copies retained by the employee and the supervisor. A manual is available which may be obtained from the Department of Central Management Services, Bureau of Personnel. A minimum of three(3)copies of this form will be prepared-one for the supervisor,one for the employee, and one for the personnel files. Additional copies may be prepared if needed. If employee's position is at a level (unskilled, etc.)that does not lend itself to objective setting, indicate by inserting"N/A°(Not Applicable) wherever necessary. Page 1 of 4 CMS-201 (7/82)IL 401-0569 PART I. APPRAISAL OF OBJECTIVES Supervisor is to list and evaluate all objectives for which the employee was held accountable during the last reportin-g Period. Mark the a ro riate column for each obiective. JE TIV S EXCEEDED MET I NOT MET TO PART 11. GENERAL APPRAISAL OF EMPLOYEE PERFORMANCE TO BE COMPLETE M D BY SUPEROV SORTED 0 fA 1- F O O w O 0 W W Complete Items 1 through 8 for all employees and items 9 and 10 co Q a W y Q ¢ W W when applicable. Differences between ratings by employee and by W' y LU y o D o 0 Qa. W00. W a Ud WC Wa ya0 supervisor must be discussed. w W 2 W Z 2 W W z- Z-0 1. JOB KNOWLEDGE: Knowledge of duties and responsibilities as required for current job ❑ ❑ 13 El ❑ ❑ ❑ or position 2. PRODUCTIVITY: Amount of work generated and completed successfully as compared ❑ ❑ ❑ ❑ ❑ ❑ ❑ to amount of work expected for this job or position 3. QUALITY: Correctness,completeness,accuracy and economy of work-overall ❑ El ❑ ❑ El El ❑ quality 4. INITIATIVE: Self motivation-amount of direction required-seeks improved ❑ ❑ ❑ ❑ ❑ ❑ ❑ methods and techniques-consistence in trying to do better 5. USE OF TIME: Uses available time wisely-is punctual reporting to work-absenteeism- ❑ ❑ ❑ ❑ ❑ ❑ ❑ accomplishes required work on or ahead of schedule 6. PLANNING: Sets realistic objectives-anticipates and prepares for future require- ❑ ❑ ❑ ❑ ❑ ❑ 0 ments-establishes logical priorities 7. FOLLOW-UP: Maintains control of workloads-allocated resources economically- ❑ ❑ ❑ ❑ ❑ ❑ ❑ insures that assignments are completed accurately and timely B. HUMAN RELATIONS: Establishes and maintains cordial work climate-promotes harmony and ❑ ❑ ❑ ❑ ❑ ❑ ❑ enthusiasm-displays sincere interest in helping other employees 9. LEADERSHIP: Sets high standards-provides good managerial example-encourages El El [3 ❑ El ❑ ❑ subordinates to perform efficiently-communicates effectively NOTIAPPLIC ABLE NOT PPLIC BLE 10. SUBORDINATE Helps subordinates plan career development-trains potential ❑ ❑ ❑ ❑ ❑ ❑ ❑ DEVELOPMENT: replacements-gives guidance and counsel NOT APPLI ABLE NO APPLI BLE Page 2 of 4 EMPLOYEE'S NAME•LAST,FIRST,MIDDLE PART III. REMARKS BY SUPERVISOR Document the ratings checked in Part I and II. Comment on employee's outstanding achievements. When "not met" is checked in Part I or"needs Improve- ment" is checked in Part II, describe the reasons for this rating and what remedial steps were taken. PART IV. EMPLOYEE OBJECTIVES FOR NEXT REPORTING PERIOD. To be established by the supervisor with input from the employee. Objectives should be set for each major area of job responsibility, ranked in priority order, and be as measurable as possible. Personal development objectives may be included. Page 3 of 4 PART V. EMPLOYEE'S COMMENTS Employee may comment on all or any part of the information contained in this document, including the evaluation process. If the employee does not concur with the evaluation. check the appropriate box and explain the reasons for disagreement. PART VI. SIGNATURES pAYROLLTITLE DATE EMPLOYEE'S SIGNATURE ❑ I DO NOT CONCUR(USE PART V FOR COMMENTS) PAYROLL TITLE DATE SUPERVISOR'S SIGNATURE ❑ 1 HAVE PERSONALLY DISCUSSED THE CONTENTS OF THIS DOCUMENT WITH PAEMPLLOYEE DATE NEXT HIGHER LEVEL SUPERVISOR SIGNATURE(REVIEW) Senior Public Service Administrator DATE AGENCY HEAD SIGNATURE(REVIEW) PART Vtl. QUARTERLY PROGRESS REVIEW. (This can be initiated by either the employee or the supervisor.) The employee and supervisor may meet quarterly to review progress toward previously agreed upon objectives. If the original objectives need to be adjusted,use the space below to document the change. The employee and supervisor should date and initial the document at the time of each review. 1 st quarter Date Initials: Emp. Sup. _- 2nd quarter Date Initials: Emp. Sup. 3rd quarter Date Initials: Emp. Sup. Page 4 of 4 ❑❑°❑❑❑❑❑ ❑ ° Illinois Municipal League 901i Annual Conference-Chicago °O Doctoral Research Presentation ° by Gregory T.Kuhn,Ph.D. Friday,Sept 19,2DD3 ° Evaluating the City Manager. A Study of the Processes,Satisfaction o Levels and Organizational Contexts o Associated With Executive Appraisal in ° Local Government Management p t] t] OOO�ODOO ..s Shhhhl We're talking about CM Performance Appraisall ■ The Council-Manager governance model has been the topic of much study and commentary since ifs inception in the early 1 goo's ■ However, one topic has been given o insufficient attention in this commentary: o ■ An empirical analysis of the approaches and ° methods for evaluating the performance of city ° managers ° ❑ o❑❑❑❑❑❑o 4 What is Perf. Appraisal Anyway? • Performance appraisal is an assessment of employee performance and effectiveness against established goals,expectations and performance criteria. • The key phrase in the definition above is "established goals and expectations". ° Without goals and expectations,evaluating ❑ an employee's performance,whether a ° finance clerk or city manager,is plainly unfair v and largely ineffective. ° ° o❑000000 Greg-Kuhn;Ph.D.,The PAR-Group --- Chicago C�ll 3 1 l � Performance Appraisal in General ■ The p.a.literature that has emerged over the past 5o years indicates that performance appraisal is: . a widely dWsu 4 uncomfortable yet accepted and necessary practice in the modem management of human resaercas • However,while practitioners and theorist agree on the theoretkal vakte of employee feedback the process marry matt�whet p Manager or Supervisor balk at form It takes 0 • McGregor(1947»commented that p.a.is disdained at any 0 level because it asks supervisors to'play God and s8 in 0 Judgment of employees• a • Deming(1 986)caned U.S.p.a.systems"pracbeaNy satentd 0 O 000001]00 Perf. Appraisal in General ■The uncomfortable feeling of sitting in judgment is not reserved to rank and file supervisors ■Executives and corporate boards finding the practice uncomfortable and uninviting o too(Oriikoff, 1996) 0 0 0 0 0 00000000 6 What is Perf. Appraisal Anyway? ■ As Richard Grote says so succinctly in his work on Performance Appraisal, °Performance begins with goals....lf individuals are going to perform successfully, they must, know the answer to the fundamental questionv "What goals does the organization expect mev to accomplish?'0996,pp.22-23). 0 0 0 00000000 B Greg Kuhn, Ph.D.,Thy Group, Chicago 2 Why so little attention to Executive Performance Appraisal? s Strong mythology surrounding CEO appraisal in both the public and private sectors ■"We just don't talk about it Its like inviting the devil into the church"s.dy.. w ❑ ■Talking about it is basically"taboo"..."why goo looking for trouble"=wt dwmmaw ❑ ❑ ❑ ❑❑❑❑❑❑❑❑ Its Not Just City Hall-Little Attention Has Been Given to Executive Performance Appraisal in General-Why? ■ Observers define the myths and legends of CEO Appraisal • Executives naitilar need or want pa • A formal review is beneath the dignity of the executive • CEO's are too busy to participate in an appraisal • Results are the only orUeria needed for assessing CEO ❑ parfom anon ❑ • Comprehensive and fair appraisal of the CEO cannot be ❑ captured in a formal pa ❑ •A tack of feedback fosters autonomy and creativity In O executives ❑ e What about CEO Perf. Appraisal? ■ The literature on CEO or executive appraisal is growing,but also underdeveloped • Nd"n•�.ftmoch•: w i Gick 19M.Doww.FmPvK i L..1", 1Mt()lama,ta.t C.—.107;T•dft 1..Tk ka•y.r.11164k r ft.twt•.da,IBM ■ Why so difficult a topic? • The Issue of CEO appraisal Is replek with complexities,e.g.as not a one-darer slord or single-actor Issue. ❑ • The CEO is one person while the governing board is comprised of ❑ many persons, ❑ ■ Achieving a consensus pokd of view in order to formulate ❑ meanfnglul feedback Is fuel one example of the complerddes of this ❑ unque exercise. ❑ ❑ ❑❑❑❑❑❑❑❑ s Greg Kuhn, Ph.D., The PAR Group, Chicago 3 The topic of Executive Appraisal is infrequently examined, but fascinating. Why? . The topk B almost taboo at the p and board levat—Y posslbk.the ropie is shnply awitled vutuch acludes many'myllu and legends°(Longenedcar and Gida.199�Or91�1.t996 atc.> .Demeaning . 'k.consrrn,V s Lads of exec"modals .Orgardwoor el PoNaY ■PabW Mat execulMor raMherward or need appraisal O . c us"against b"W)Wgnreft and ON stgrdtsarm of on a ewrsequences O .ErecuWeP� •wgentzaawratperlm=we*hLh a reBadc on Me yovemNg hoard •Lack of leeabaok creates aulonw r AW creaS*In wramWea 0 O 01301313000 ro Myths or Truisms? Do CEO's need PA? Why should we care as public CEO's? . Longeneeker and t3loia awdy(1992)detn,�d 9resa myMe by 'acdderC Nr a study Ndanded to loam abwd mkk1vM manager apprafsals done b1'CEO's ■ CEO's wanted ro talk abed their own appraisals ■ L&G amended their research and toted sting levek d Itustredon and dissatisfaction by CEO's ■ Their trorcueiorc'E need(arM wsrtf!appraisal W. 13 ■ WHY SHOULD WE CARE? 0 ■ Sknpls CEO apprafsei k Ste esseNiei fnk Itelwean the govemhp 13 board and overa9 wgarrtratiortei accotat (Carver.199� D • Ytwr appraisal,formal a kdom W k Ilrticed ro yore pay and yore 13 00000/300 n Does this make good sense? ■LG study suggested that the higher an executive rises In an organization,the less likely they are to receive quality Performance feedback (Longenecker St Giola,1993). ■"Executives Ned Appraisd Too','...,the people doing the most ambiguous,uncertain,unstructured 13 and arguably most important work in the organization 13 are the ones u*o tend to receive the least formal 13 performance feedback about their work Does that make 13 good sense?" D D O 131313130013❑ 1P Greg Kuhn, Ph.D., The PAR Group, Chicago 4 CM Appraisal: Research History and Theory ■ The literature that does exist is for CM's is largely anecdotal with the exception of two studies done by Craig Wheeland and the Western Australia Dept.of Local Government ■Wheeland-1993 study that examined appraisal methods in 4 Pennsylvania communities,and D ■Wheeland-1995 study sponsored by ICMA that D examined appraisal methods in recognized D council-manager communities >20,000 in D population Imsm 0 D DODDDDDD v The question Is worth examining given continued growth of CM Plan as a form of local governance U.-M."T..&3"4-2000 2M 1100 VM I 1Mx INS 2M cwaM1 3,307 a= 2760 L"I 2.356 2.200 Mayor 2.003 2" a)IV 305 3636 3AM CM01CP 4L 16(LIN M6 IM IN 173 Mc.7Z D Ta w. 300�.9Z 333 I 363 369 370 R.�.Ta.. 65(1.OTJ 65 00 A 32 h(I.2Z) O him D Twl 6ea1 rlaox 6710 6663 Mi. M "M MW7:} D s.e,a Tk kbwk4id Y e.b HM-2M pblf w by The 4,6m Mkag D ary/Cmn"Mwpmael Awls VCMAL Wwldng„o,e e p O DDOOOODO 14 2000 CM PA Research Focus ■ The intent of my 2000-01 study was to ■identity and explore current practices in city manager/administrator performance appraisal and, ■examine the organizational contexts in which those practices exist D ■The study goes beyond Wheeland s studies by D soliciting the views of appraisal practices and D organizational conditions from not only city D managers,but elected officials and appointed D department heads as well D O ODDODDDD 16 Greg Kuhn, Ph.D., The PAR Group, Chicago 5 Research Questions ■The fundamental questions to be examined in the study are: •What are the frequency&methods of performance appraisal systems utilized by governing boards to assess city manager performance? •Which,q any,processes associate with perceived satisfaction or effectiveness of the methods employed? O • Do city managers,elected officials and department 0 heads view performance appraisal of the city manager 0 differently? 0 Do specific appraisal patterns associate with perceived 0 organizational success? 0 00000000 ,a Methodology ■ Study population was drawn from Illinois communities within Cook and the five metropolitan"collar counties"with •Full-time appointed city manager or administrator •Residential population of 4,501)or more •Surveyed positions included city managers, 0 elected officials and department heads p •Surveys were mailed in April and May of 2DDO 0 O O 00000000 +r Methodology • Multi-part questionnaire was the primary tool used for data collection • Data analysis included a variety of tools and methods • De_rowe statlstice • post tabs 0 ■ Cenbat tendency O ■ ANOVA 0 ■ Means Yells(Sdrefre s) 0 • Correlatbn am"(PearsonV 0 • Ind®r Variables(ClwonbacMs 84W 0 ■ Pomwsbn Modewv(Stepwise and Backward eaiNnation) t] 00000000 is Greg Kuhn, Ph.D., The PAR Group, Chicago 6 L � Response Rate ■ Response rate ■57 city managers(45.9%) ■38 mayors (30.64%) ■117 department heads(31.45%) ■Overall 34.19%of 620 surveyed in 124 0 communities o ■Data from city council members was excluded 1 from the analysis due to a response rate of only 13 7%(64 of 920) 0 0 00000000 Respondents looked like this: ■ Aggregate characteristics IrMY0M�,depr.hdsa ■82.4%male ■48.54 years-avg.age ■8.23 years-avg.service in current community ■11.68 years-avg.in present position/profession ■26.351 avg.population p ■169.39 avg.#employees 0 O ' O O O 00000000 M City Manager Respondent "Profile" ■ Responding City Manager Characteristics ■57.9%city manager title ■42.1%cdtty administrator title ■8.85 years of service in current community ■13.24 years of service as a city manager O ■87.7%male 0 ■ 12.3%female 0 ■47.69 years-avg.age 0 0 0 0 ❑0000000 e Greg Kuhn, Ph.D., The PAR Group, Chicago 7 Key Findings ■ Are GM's being ■ Most recent pa? evaluated? ■64.4%less than 6 ■85%indicated that months ago cm was evaluated in ■21.3%6-12 months past 12 months ■9.6%1-2 years ago ■3.7%of cm had ■1.1%3-4 years ago neverbeen 0 ■3.7%never p evaluated 0 ■(Wheeland 84.4%) O D a 0/30000/30 a Key Findings ■ CM PA required or ■ When is CM desired? evaluated? ■83.5%agree that an ■42%indicate em is annual pa is required evaluated annually by the cm's at budget time employment ■35.20%cm is pa is 13 agreement annual outside of the 0 ■ But.only 31.6%agree budget calendar 0 that a formal policy or ■7.1%indicate annual 0 process for cm pa cm pa with no set 0 exists In the organ schedule 0 13 000130004 m Key Findings ■ Formality of cm pa ■ Coordination of cm pa process process ■51.4%agreed that ■ mayor wa repasUe manner cm is oval.Is for coord.The cm pa more informal—no process dear guidelines ■ 802%agreed hat the pa ■45.7%indicated use tueM was done by the 0 of a written mayor and count as a 0 Pa unit 0 instrument with job a Only 6,6%indicated the 0 behaviors and goals use of a stboommittee to 13 (vvnsetand 602%) do the o m's pa(dews tm■ 13 Pdr. 0 001313 00013 s! Greg Kuhn, Ph.D., The PAR Group, Chicago Key Findings ■ Who develops the ■ How long did the cm's pa process? most recent pa m77.3%01 take? respondents indicate ■39.9%less than 1 that the cm played a hour notable role by either ■33.3%1.2 hours O developing,revising ■7.2%2.3 hours 13 or approving the pa ■16.3%multiple O process meetings over 1-2 D months ❑ ❑ ❑0❑00❑❑O . a 1: T ;, Key Findings ■CM Perf.Appraisal Content- Conventional Criteria-Top 5 ■Admin.leadership 88.7% ■Mgmt.Skills&Effectiveness 81.1% ■Staff development 75.5% o ■Policy leadership 72.9% o ■Budgeting and financial mgmt.69.8% o ❑ n Key Findings ■ CM Pert.Appraisal Content Less Conventional Criteria ■72%agreed that councirs use"hard to measure" characteristics tike communication effectiveness, elected official relations and"leadership qualities" ■67.8%agreed that the ability to satisfy citizen needs/complaints was a main criteria used in the ❑ cm's pa O ■Only 1/3(33%)agreed that the cm's ability to meet O short term political demands was a criteria used to O eval.the cm O ■Least used non-conventional criteria was use of O dept head opinions or 360 degree fea'13lb❑O O O Greg Kuhn, Pf D., The PAR Group, Chicago 9 Key Findings ■ CM Pail.Appraisal Content-Goals ■61.8%of respondents agreed that the om"knows the std s.or goals by which they are evaluated", but ■Only 44.6%agreed that the council developed and used specific goals for the cm 0 ■44.3%agreed that the council used advanced 0 strategic planning to generate important goals for 0 the cm to be used in the pa D O O 00000000 a Key Findings ■ What are the Impacts and Outcomes of CM PA •83.7%agreed that cm compensation and benefits were changed as an outcome of the pa process ■90.1%indicated the most recent pa resulted in a change In salary D ■33.7%indicated the most recent pa resulted in D consideration of bonus pay D ■Slightly less than 25%indicated that the most 0 recent pa resulted in a change in the cm's 0 relationship with the governing board 0 0 00000000 29 Key Findings Chapter 4 ■ Impact and Outcomes of CM PA ■63.7%agreed that the cm left the pa with a dear idea of criteria used to judge good performance ■42.6%felt the process was worthwhile D e But,40%indicated that there are several v ways in which they would like the pa 0 process to be different D D D 00000000 Greg Kuhn, Ph.D., The PAR Group, Chicago 10 F ings Satisfaction ean 3.56/5)agreed that the a process is effective in holding ccountable ean 3.54/5)agreed the process a tp eval.the cm is objective and fair v ■60%(mean 3.40/5)agreed that they were o satisfied with the process for the cm's pa v 0 0000000a r. r Key Findings Chapter Comparison of Means Notable Differences: Mayors and Managers views were statisficaly signii.on 2025 variables in the means analysis • Use of forms • Meeting political • Responsidll y for demands coordinating cm pa ■ Knowing the goals and • Providing formal oral stds.used In the om pa feedback on the p8 • Setting specific future • F)dent of cm's irnrolvement objectives in developing the pa process ■ Learning from the ■ Use of hard to measure appraisal o criteria ■ Gaining a dear idea of O ■ Meeting clt¢en needs coundl expectations a complaints ■ Preferring that the O use oi strategic planning appraisal process was o different o ■ Levels of satisfaction o 00000000 Key Findings Comparison of Means Notable Differences: Dept Heads,Mayors and Manager's views ■ Far fewer ■ Differed with Mayors statistically signif. on 12 of 25 differences in variables in the means for Dept means analysis Heads with Mayors ■ Differed with and Mgrs. Managers on 7 of 25 0 ■ DH and CM views variables in the o were more similar means analysis v 0 0 000a0000 n Greg Kuhn, Ph.D., The PAR Group, Chicago 11 Hypothesis Testing ■ Results ■1.City managers desire formalized pa's and the desire will be manifested in the terms of their employment agreements with council Accept based■required eon��q .596 indicate pa is *2.A clear majority of en's will not be provided 0 written feedback and will be toss than satisfied 0 ■Date is inconclusive on feedback(50%disagreed that O received timely written feedback and 35.7%indicated clear dissatisfaction with pa process) 0 O 000o0ooa 34 Hypothesis Testing ■ Results(cunt.) ■3.Majority of respondents will indicate that time devoted to the em's pa will be less than 1 hour .Reject the hypothesis;only 39.9%indicated that city manager evaluation took less than 1 hour ■4.Reported satisfaction levels will not correlate with age,gender,organize.size or length of 0 service 0 ■Accept the hypothesis;no statistically SIVA corcelaticne O could be found between satisfaction and the above 0 variables O O OOOd0000 ar Hypothesis Testing — Performance Appraisal Processes Relation to Organizational Processes and Behaviors ■ 5-a. Positive attitudes and satisfaction with cm pa process will associate with the use of specific goals and pelf.stds. ■Accept hypothesis ■P=.674'at the.D1 level using index variables O DGE(.6669 alpha)and SATISF(.9253 alpha) O O O O O O 00000000 >6 Greg Kuhn, Ph.D., The PAR Group, Chicago 12 ,m Hypothesis Testing Performance Appratoal Processes Relation to Organtxatbnal Processes c ■ 5-b. Positive attitudes and satisfaction with cm pa process will associate with the use of structured, formal and effective feedback methods ■Accept Hypothesis v ■P=315*at the.01 level using index variables O ESPAF(.8020 alpha)and SATISF(.9253 0 alpha) 0 • o O 00000000 Hypothesis Testing-Performance Appraisal Process ■5-c. Positive attitudes and satisfaction with cm pa process will associate with appraisal methods using elements of structure and formality ■Accept hypothesis o ■P=.673`at the.01 level using index variables O FPAP(.8417 alpha)and SATISF(.9253 alpha) 0 O O O 00000000 a Hypothesis Testing organizational Context&Satisfaction ■ Hypothesis 6-a. Positive attitudes and satisfaction with cm pa process will associate with the use of progressive management techniques ■Accept hypothesis o ■P=.508'at the.01 level using index variables 0 APMT(.8861 alpha)and SATISF(.9253 alpha) 0 O O ' O 00000000 Greg Kuhn, Ph.D., The PAR Group, Chicago 13 Hypothesis Testing organizational Context&Satisfaction ■ Hypothesis 6-b. Positive attitudes and satisfaction with cm pa process will associate with the use of open,effective and frequent manager and council communications D ■Accept hypothesis a ■P=.664'at the.01 level using index variables O FPAP(.8053 alpha)and SATISF(.9253 alpha) a D 0000000/3 ,o Hypothesis Testing organizational Context&Satisfaction ■ Hypothesis 6-c. Positive attitudes and satisfaction with cm pa process will associate with perceptions of leadership credibility of the cm ■Accept hypothesis D ■P=.424'at the.01 level using index variables 13 LC(.9278 alpha)and SATISF(.9253 alpha) o 0 D D ODOOOOO13 N Hypothesis Testing Organizational Context&Satisfaction ■Hypothesis 6-d. Positive attitudes and satisfaction with cm pa process will associate with perceptions of low conflict among elected officials ■Accept hypothesis D ■P-.-535*at the.01 level using index variabl O es OCPD(.9163 alpha)and SATISF(.9253 alpha) a O O D 00000000 a Greg Kuhn, Ph.D., The PAR Group, Chicago . 14 x s Hypothesis Testing Key r rganizational Context&Satisfaction Hypothesis 6-e. Positive attitudes and satisfaction with cm pa process will associate where stakeholders perceive high organizational effectiveness ■Accept hypothesis o ME P=.515'at the.01 level using the scale D variable overall Effectiveness(0 100)and the p index variable SATISF(.9253 alpha) D O O DDDOOODD 4 milli Building a Model Regression Modeling ■ Stepwise Regression of Eight Scale Variables and dependent Satisfaction Scale Variable ■Most parsimonious model-3 variables ■Effective&Structured Feedback t=5.417/Big..DDD ■Open and Effective Communications t=6.1411 eg..ODD ■Infomral Part.Appraisal Methods t=•2.642/Big.ADS D .R=.694AdiustedR square=.6591=■ vw%d D ■Backwards eGmin.Model added a 4"h variable D ■Use of Goals and Defined Expectafions D D D DODODODD - 4{ Blueprint for Effective City Manager Appraisal Processes �._..�.. ...�.. " o M•11. Mfd�! MM�IM Yin[ D .e.n ..u. D r...itkarrw..:os�r.rl..=Nr++r.0 D D DDDDDDDn Greg Kuhn, Ph.D., The PAR Grou Chicago 15 Implications and Conclusions ■ Managers are being ■ Not all participants, evaluated namely mayors and ■ Evaluations include managers view conventional and organizational characteristics and less conventional evaluation 0 criteria processes equally 0 ■ Evaluations are ■ Many processes are o clearly linked to viewed as being un- O compensation satisfactory oO O0000000 49 Implications and Conclusions ■ Effective views of ■ 4 Key attributes of OM PA Satisfaction an effective CM PA correlate with a process emerge number of from the data . Effecwe aM WucWred organizational and feedback pa process variables a o"oft qW WO 1° 0 ODMMM OM o ■ Avoidance of hiom W pa Ck MOON 0 Lin of&bad VDW end 0 OpecWWO O 00000000 n Implications and Conclusions ■ Taken together,the ■ This"extended 4 elements of conversation°is effective city necessary for manager pert.eval. effectiveness, work to form an adaptability and `extended achievement,and O organizational ' "...should dose the o conversation" communication loop O that takes place O throughout the year" O O 000/30000 Greg Kuhn, MD., The PAR Group, Chicago 16 What should I do first? ■ Establish annual goals and expectations with the Council ■ Goals are fundamental to performance and achievement for both individuals and organizations D ■ Without them, work and activity is 0 disconnected and confusing at best, ... a pointless and meaningless at worst. D D DDDDDDDD +' D Why goals first? ■ Without explicit guidance and regular performance feedback, municipal organizations cannot achieve what's desired nor can the city manager perform to levels expected for their position by mayors and councils. D ■ "Developing and communicating goals 0 are the backbone of high perforating D organizations"(Bryson, 1988). D D D UDDOOD00 60 What should I do second? ■ Keep the lines of communication open and flowing every day, week and month ■At all levels ■ Knowledge=4"Ps ■power,proactive,preparedness,and ° prevention ° D D D O D `-� DODDODDD 6/ Greg Kuhn, Ph.D., The PAR Group, Chicago 17 What should I do third? •Avoid the informal • Insist on some formalized/structured feedback Get it in writing with depth v •Glossing over is not an evaluation v •Use it as an opportunity for new goals,new v direction and checidng on expectations 0 0 a 00000000 NMI a Implications and Conclusions- Moving Forward As a profession we How can more cities be need b..... encouraged to evaluate ', increase Awareness their managers based on the effective model ■ Educate and Train o presented here? ■ Develop Model 0 Instruments and O Processes a 0 O 00000000 53 implications and Conclusions ■ Summary •the study has identified important factors for satisfactory city manager appraisals, ■a does not condude that there is"one best way •Instead,the findings should be O incorporated into an appraisal system v tailored to the manager and council that o will use it 0 0 O00000oo 64 Greg Kuhn, Ph.D., The PAR Group, 18 Chicago .. Implications and Conclusions ■ Summary ■ Viewing CM PA as taboo or annoyance is short sighted and can be detrimental to the overall effectiveness of the city manager and the organization ■Performance feedback is a vW link in the chain of 0 communication between governing board ceo and ❑ the organization as a whole ❑ ■ The benefits are worth the time and effort 0 necessary to do it effectively ❑ ❑0000000 as Implications and Conclusions ■ Summary ■If and when a governing board concludes that it must fire the city manager,the council must accept its share of the failure for It should never come as a surprise to the manager that the council is dissatisfied ❑ ■ The CM performance appraisal process in place ❑ should provide sufficient early warning for ❑ corrections or planned changes in leadership ❑ O O ❑ 00000000 TO EVALUATE OR NOT EVALUATE? THAT IS THE QUESTION ■ CEO PA closes the communication loop ■The city managers appraisal has the potential then,of serving as the punctuation marrof an ongoing"extended conversation"by. ■providing a planned time and setting when the organization's leadership(manager,mayor and council) can assess conditions, 0 ■review goal achievement, ❑ .examine disappointments and evaluate overall ❑ performance: ❑ IN aff with an eye toward adpisting the course and ram ❑ directing efforts or methods for a newly minted set of 0 defined or refined goals. ❑ O❑000000 w Greg Kuhn, Ph.D., The PAR Group, Chicago 19 implications and Conclusions ■ summary ■!t is hoped that the research will help ■shape future practices in councD-manager organizations ■Result in improved processes and instruments D D D D D D D DDDDDDDD _f vD ffl?anV you D D v from Greg Kuhn, Ph.D. v The PAR Group 0 D THE END v D a D Doov000D Al Y .. PARTMi Greg Kuhn, Ph.D., The PAR Group, 20 Chicago