Loading...
Administrative Task Force Packet 2006 02-14-06 United City of Yorkville 800 Game Farm Road ESE. Z �� ' ' Yorkville, Illinois 60560 Telephone: 630-553-4350 Fax: 630-553-7575 <<E w� AGENDA ADMINISTRATIVE TASK FORCE Tuesday, February 14, 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: January 24, 2006 2. Assistant City Administrator Job Description and Ordinance 3. City Administrator's Annual Performance Appraisal Process 4. Set Next Meeting Date and Agenda 5. Additional Business Page 1 of 2 UNITED CITY OF YORKVILLE ADMINISTRATIVE TASK FORCE MEETING DRAFT Tuesday,January 24,2006—6:00 p.m. City Council Chambers MINUTES CITY OFFICIALS IN ATTENDANCE: Rose Spears, Alderwoman Mayor Art Prochaska, Committee Chairman Alderwoman Rose Spears, Committee Vice Chairman Bart Olson, Deputy City Clerk& City Intern John Crois,Interim City Administrator Paul James,Alderman (Arrived at 6:20 p.m.) Dean Wolfer,Alderman (Arrived at 6:30 p.m.) CALL TO ORDER: The meeting was called to order at 6:15 p.m. by Mayor Art Prochaska. MINUTES FOR APPROVAL/CORRECTION—November 8 2005 The minutes were approved as read. COUNCIL NEWSLETTER: John Crois provided a sample format for the council newsletter for keeping the Mayor and City Council updated. If there is any confidential information, it will be a separate attachment in an envelope and stamped"confidential"from the attorney. There will be a department head meeting tomorrow that will discuss the format and the coordination of the newsletter. This newsletter will help keep everyone informed before news gets out on the street and for when reporters call. Although it may be on different letterhead,they will try to have everyone submit their information in the same format so that it does not have to be retyped. The intent is to keep them brief with an opportunity to ask questions. The newsletter will be received bimonthly, depending on the volume, and will be in with the agenda packets that are given prior to the meetings. Not all departments will have information every time, though. The departments only need to provide information on major issues, on items that need a decision or regarding a policy, or something that someone may call on. Mayor Prochaska also suggested incorporating in the format rumors being heard so that they can be corrected. DAY-TO-DAY ADMINISTRATIVE WORK Mayor Prochaska wanted to find out if there was a need for assistance in getting the basic day-to-day administrative work done. At this time Bart Olson is functioning like an assistant. Mr. Olson is very helpful in answering the routine questions, taking phone calls, and collecting/crunching numbers. Mr. Olson's internship will be over in May, 1 Page 2 of 2 however, and he will be graduating. There is a job description already prepared and was proposed to the Administration Committee in August, but they tabled it because they wanted to hire someone full time. There will be a large void when Mr. Olson leaves as he is acting in the roll of an assistant. They need to decide if they want to continue with the intern program or hire a permanent assistant. The only concern about getting another intern is the whole training period. In hiring for a position,they can require someone with certain knowledge. The original intent was to have the City Administrator hire the assistant. In order to have stability, Mayor Prochaska would like to see this as a permanent position and not wait. As of May, they need to assume that the position will be vacant. It was suggested that we create a position and Mr. Olson can apply, if he so wants. During the budget process, John Crois had the position of an assistant in mind and can provide a job description and the justification for the need for the position. The Committee decided to meet back in three weeks, and John Crois will provide a job description and an ordinance creating the position. Following their meeting they will propose it to the Committee of the Whole. CITY ADMINISTRATOR'S ANNUAL PERFORMANCE APPRAISAL PROCESS This will be brought back to the next meeting. John Crois will come back with sample manager appraisals in order to create our own format. SET NEXT MEETING.DATE AND AGENDA The next meeting will be on Tuesday, February 14, 2006 at 6:00 p.m. ADDITIONAL BUSINESS: (None) ADJOURNMENT: The meeting was adjourned at 6:41 p.m. Minute Taker—Jeanne Arbet 2 �- J� o� United City of Yorkville Memo 800 Game Farm Road EST 1836 Yorkville, Illinois 60560 I y Telephone: 630-553-4350 Fax: 630-553-7575 <LE Date: February 10, 2006 / To: John Crois—Interim City Administrator From: Traci Pleckham—Finance Director Subject: Administrative Intern Tasks Per your request, the following are just some functions (not all inclusive)that the current Administrative Intern handles, which assists me with various Finance & Human Resource issues: • Finance: • Compiles tax levy calculations • Impact fee review • Coordinated Special Census • New Development Tracking: ■ Reviews the City fees based on the approved annexation agreements, creating permit fee sheets as well as updating the City's accounting software with this information. Identifies any monies due to the City and at what time. Also identifies subdivisions which have locks on fees and tracks when the fees can be modified. ■ Created and maintains the Residential Development Key& Population Projection information. Estimates build-out per development per year(# of homes), and calculates the City's fee generation for budget purposes. ■ Reviews the City's recapture fees and updates as necessary(quarterly, annually). • Human Resources: • Drafts job descriptions • Completes salary surveys and compensation analyses • Compiles staffing needs projections and reports • Past projects: • Worked on grant/donation policy • Coordinated Provena DOT drug testing quotes • Drafted Sick Leave Policy • Drafted Tuition Reimbursement Policy • Drafted Wearing Apparel Policy • Coordinated RFP for City Hall build-out furniture Should you need any further information,please let me know. UNITED CITY OF YORKV U ASSISTANT CITY ADMINISTRATOR—JOB DESCRIPTION (Draft 2-10-2006) Department: Administration Reports to: City Administrator Status: Full-time; exempt Supervises: Administration Department Salary Classification: Assistant City Administrator Position Description Overview Highly responsible liaison and staff administrative position to support the City Administrator's Office. Work includes researching,planning,organizing, coordinating, and directing required action on policies and/or projects which have been defined by the City Administrator and/ or Mayor and City Council. Recommends changes and updates to administrative policies and directs organization, management, and budget studies involving coordination of staff in several departments. Responds to and interacts with residents, employees, and/or others within and outside the organization in a courteous,professional, and effective manner. Essential Job Functions 1. Provides high level staff support to the City Administrator; researches and prepares recommendations on public policy proposals as directed; coordinates department activities with other departments and agencies as needed. 2. Attends staff, committee and City Council meetings as required, and makes recommendations as assigned on subjects under discussion; staff liaison to various boards and commissions as assigned. 3. Assists in the development, planning, and implementation of goals and objectives related to the overall administrative activities and operations of the City. 4. Assists the City Administrator in the development of management improvements; analyzes operating problems and suggests policy or program adjustments as needed 5. Participates as a key member of the developmental coordination team to ensure development processes are operating at peak efficiency. 6. Performs management analyses, collects data, conducts surveys, and prepares research reports and other policy documents to serve as a basis for action by the City Administrator and the City Council. 7. Responds to complex and simple citizen inquiries and concerns as needed and coordinates department actions and responses; performs a variety of tasks including answering the telephone and greeting the public in person. 8. Oversees all functions within the Office of the City Clerk, including maintenance of official records and documents, custody of the City seal, licensing, attendance at and recording of council proceedings, administration of oaths, attestation and certification of documents, publication of ordinances, compliance with the Freedom of Information and Open Meetings Acts, voter registration, in-person absentee voting, and municipal election duties pertaining to nomination petitions,ballots and election results. 9. Prepares the Administration Department's personnel requirements forecast report annually for review by the City Administrator. 10. Represents the City Administrator at meetings he/she is unable to attend; represents the City or City Administrator in various situations involving community groups, intergovernmental bodies, and/or associations. 11. Researches and communicates legislative activity relative to the interests of the City. 12. Other duties as assigned by the City Administrator. Requirements - To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. 1. Considerable knowledge of public administration and its applications to local government laws,principles, and regulations. 2. Considerable knowledge of general management and organization principles and practices. 3. Ability to direct and supervise professional and office support personnel. 4. Ability to communicate effectively verbally and in writing. 5. Ability to establish and maintain satisfactory working relationships and tactfully and diplomatically handle controversial situations with City personnel, elected officials, professional groups and the general public. 6. Ability to present ideas effectively, orally and in writing, including preparing and presenting concise reports, sometimes on technical subjects in a clear manner. 7. Ability to analyze and interpret the impact of public policy issues, safety precautions, laws, ordinances, policies, procedures, and problems on City operations and ability to develop This function has been placed within the job description for discussion purposes related to the clerk/treasurer agenda item. Should the City Clerk become an appointed position,it may be desirable to realign its functions to be undemeath the administration department. comprehensive reports providing solutions and recommendations. 8. Computer literate with working knowledge of current software applications. Experience and Education 1. Graduation from a four-year college or university with major course work in public or business administration, political science, or a related field; attainment of a Master's degree in public or business administration or closely related field preferred; 2. Administrative or professional experience in local government as an intern or in a full-time position; 3. Any equivalent combination of experience and education that provides the required knowledge, skills, and abilities associated with this position and its essential job functions may be considered. The duties listed above are intended only as an illustration of the various types of tasks that may be required. The omission of specific statements of duties does not exclude them from the position if the work is similar, related, or a logical assignment to the position. This job description does not constitute an employment agreement between the employer and employee, and is subject to modification by the employer as the needs of the employer and/or agency change, or requirements of the position change. United City of Yorkville J -n County Seat of Kendall County 800 Game Farm Road E� 1 '16 Yorkville, Illinois, 60560 o ., � y Telephone: 630-553-4350 Fax: 630-553-7575 Website: www.yorkville.il.us 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 D 7. ,rr Evaluatin g Performance the 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?" Avoid the Yes. Pitfalls by Evaluating the performance of the chief administrative officer—whether the title is Using a local government manager or health director or school superintendent or social services Systematic director—is critically important. Evaluation • In recent years, jurisdictions increasingly have recognized the importance of a useful Process performance evaluation system to the overall effectiveness of their organizations.They have taken steps to improve their methods of evaluating line workers, supervi- 6 MAKH 1997 sons, 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 from a consultant without assuring to a governing board, for simplicity mance evaluations: that the form matches the needs of its called here the"manager." 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 mance problems,or when all or some Most of these and pitfalls a cdn be system- decided evaluation can be helpful: of the board members already have by planning g that they want to fire the a is for evaluating t evaluation ■ This individual is in a unique posi- manager. performance. 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, tion 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 organ- 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 lion 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 7. Steps in Planning and Conducting an bad experience for the board or the Eval■iation Process manager.With planning and a commit- went to open lines of communication, p:—ng the EvaluatJ 1. ee on the purposes)of the evaluation. chances are good that the experience � will result in a new level of cooperation 2. Agree on what the board expects of the manager. 3. Agree on the frequency and timing of the evaluation. and understanding between manager 4 on who will be involved. and board and,ultimately,a more effec- tive working relationship. 5. Agree on an evaluation form to be used. conducting the Evaluation. Common Pitfalls 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. a 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 persoes perfor- 5• Consider using a facilitator. mane–a difficult task for marry 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- 7 PUBLIC MANAGEMENT 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 • 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 clearly 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 2 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- lions in conjunction with setting organ- Therefore, it may be helpful for the mane. 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. tions. 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 begirt 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 evahiation.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 clarifica- 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- tives are set, rather than a year later, sions about the manager's com p ensation a g er 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. duct 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 folk atten- or her performance at first hand and so board typically has an interest in how tion to the evaluation during the 8 MARCH 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 gf the "does The board should avoid scheduling mance and that the board should not be ation form is a scale ran ging 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 marling 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 to gather information about and form a the board may want to consider omitting through 5, with 1 corresponding r- judgment of the manager's perfor- performance criteria that it feels unable "does not meet expectations"and 5 wr- mance.Likewise,it is not a good idea to to judge(such as the coaching and men- responding to "exceeds expectations"). But a numerical rating system is less use- schedule an evaluation just before an toring of subordinates). ful in an evaluation of the manager than election if a change in the composition lion-wide evaluation of the board is expected 5.Agree on an evaluation form to be used. it is in an organization-wide 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 oforather nth amply shorthand way the evaluation,below).The full board's of the manager(see Step 2),agreeing P is necessary because all an evaluation form becomes much eas- no exprescs ar °Whether abmarn members have relevant information ier. It is simply a matter of translating may performance on a given dimension about the manager's performance. In expectations into performance criteria, ag perf addition, during the planning Process, making sure that the criteria are clear 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 fully 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 Figpro 2. Portion of Sample Evaluation Form the board, even though the manager Presentan Skins,The ability to understand an audience and to present spends only a fraction of his or her time an idea clearly and concisely,in an engaging way,to a group whose interests,ed- in direct contact with the board. 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 1 2 3 4 5 staff,citizens,and others are important, Meets I I I.................................. ...................................... they may be concerned about how these Does Not Exceeds Unable perceptions will be collected and shared. Meet Expectations Expectations Expectations to Rate It is not a good idea for board members to go directly to staff and to poll em- Citizence.1-he ability to determine citizen needs,provide equitable ser- ployees on their views of the managers' vice,allocate resources,deliver services or products,and evaluate results. strengths and weaknesses. Such actions 1 2 3 4 5 would put board members in an inap- I......................................I......................................I I propriate administrative role and may Does Not Meets Exceeds Unable put staff members—including the man- Meet Expectations Expectations Expectations to Rate ager—in an uncomfortable position.In- stead,the manager might hold"upward Debagadug.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 l......................................I......................................I I Meets Exceeds Unable came out of these sessions as part of his Does Not or her self-assessment. Meet Expectations Expectations Expectations to Rate The goal is not to make the manager feel under attack,rather,it is to acknowl- 9 pusuC MANAGEMENT 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 Cemduetiug On Evaluatiaw. sented 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- bers.These are valid concerns. assessments before beginning a group mation in a timely manna 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 members. 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 hike. 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 underemphasiz- 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 ceting 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 Matai 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 clearly 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 Event 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 lion 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 corn- back, or they may be concerned that has met these expectations. 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 reason, 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- ommendation 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- 8. Decide on the next steps, and critique board's work is the best way to enure olina at Chapel Hill,or the state's associ- 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 seem like the last step in the Margaret S. Carlson is a faculty member lion,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 Hill,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. 11 PUBLIC MANAGEMENT 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 excellentwhen 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. Com ments: 3. Effective Leadership of Staff 1 2 3 4 5 N/O A. Delegates appropriate responsibilities. Comments: 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 council's goals and objectives, including read- ability. Com ments: S. Communication 1 2 3 4 5 N/O A. Oral communication is clear, concise and articulate. B. Written communications are clear, concise and accurate. Com ments: 6. Personal Traits 1 2 3 4 5 NIO A. Initiative. — — — — — B. Judgement. — - — — — C. Fairness and Impartiality. — — — — — — D. Creativity. — — — — — Comments: 7. Intergovernmental Affairs 1 2 3 4 5 Nl0 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: 11. 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 o� , RN Manager Standards zo Evaluation Form �'� °'���° 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? I. PLANNING 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? 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 City Manager Pefformanc a011b �0 Evaluation Form .c��e�}Q�`�a��°��°`e 0 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 • 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 . • 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 oSP City Manager Standards P �y 611� V,�, Evaluation Form 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? 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 ° � g °er City Manager Standards ��� o, Evaluation Form ��� 4�° ��� �0` 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 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 Umn InQjU Reference mber Number r/O 3 f�6 October 1997 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 CounciLINIanager team by ensuring open and productive communication on an annual basis in a formal way, and on an.on-oing 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 Nlanager'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 INIanager(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 vlanager 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 vlanager 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 de-ree" review of the City Manager's performance. A form (attached) is provided to department heads, some of the middle managers who work most closely with the City Tana-er, 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 Manager. The City Manager identifies areas for change and improvement from those responses. A copy of the summarized responses is scant 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 jVore Information: Jan Perkins, City iWanager e-mail:janperkins @aol.cont 5101494-4,300 Cite'of Fremont 39100 Libertn-Street Fremont, CA 94338 AUG-28-1996 11:05 SENI1tN1 SYSTEMS INC—�Ut3 t�i� X11 r.uti 1kJ CONFIDENTIAL FAX CUTT 01F Cj1rT MANAGER IPIEI Y(DIRMANCIPh RIEV13W RATING 50MIET Thiaking of...'s performance over the Iast twelve months,please fill out the form. Rate each item from 1 (Iow)w 5(hifh) based on your opinion of...'s performance. (mark N/A if you do not have enough information to rata). Y MUNICIP'AI, STEWARDSHIg A. Are basic city services being delivered as expected? B. Are on-going programs planned,organized and supervised? C. Are they at agreed upon levels? D. Are they efficient and effective? E. Does the City Manager have: 1. An understanding of the delivery of basic services? 2. An understanding of how to improve departmental operation methods? 3. An understanding of how to measure productivity improvctnents in departmental operations? 4. An understanding of how to improve coordination between departments/ pro-grams(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 commendadons for service) that come either to the Counciimembers or directly 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.6990 5nquel fh;ve,Suite A • Autos.6195003 • 408i688_3531 • Fa:/685-0811 .HW-G[f�177b 11•F�a StNTItrvf 5151 tP15 INN- -4LId bCZ� UCfil 1".kiri J.0 CONFIDENTIAL VAX II. COUNCIL FACILITAII-ON 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 servicernformation/maintenance requests or complaints asked by Council and/or constituents completed or at least responded to and in process? D. Are actions and activities eanied 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-rhrough? E. Is the City Manager adequately supporting Council in its policy-making role? F. Are verbal, written and visual communications clear, concise, understandable and effective? G. Are communications with Council of appropriate frequency 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 Qty? J. Does the City Manager let the Council know"bad news"adequately and timely? K. Does the Qty Manager anticipate the action/information needed to keep the Council/Qty Manager relationship strong? L. Are communications timely? M. Has the C]ry Manager developed effective presentations? ®sErngxr s YsrEms.nvc. 6990 ScpO Dave,suits A Aptw.CA 95003 4 •F-i(,Jl.i-�tl-1 J7b 11 t3� 5tN 11 tti 1 5 r 5 I t-1,15 1 tw. CONFIDENTIAL FAX _ N_ Are the policy documents, such as the budget, presented in a useful, understandable format? Q. Does the City Manager(and stall 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 commtanications and working relationships with the Council as a whole and individual Councilmembers? Q. Is the City Manager sensitive to individual Council needs and yet able to treat all CouncUroembers fairly? R. Does the City eranticipate the changing needs of the community and the organization,identify 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 City Manager skilled in defining goals and policies in a form in which they can be accomplished? V. Is the City Manager sidled in tying specific goals and policies to the budgeting process. III, ACCOMPLISHMENTS OF OB IECTIVES A. Were the projects agreed upon in advance between the Council and City Manager completed within the given tinne from with appropriate concern for costs? ®SEMIU r SYSTEMS,24C- 6990 Soquel Mve,Suits A Aptos.CA 95003 5 HLJU-dU-1`-4b 11:LP btfJ 1 1 ttJ 1 5'r 5 I Lkib 1 t+- Jut$ ot35 Lid 1 r,u,/161 CONFIDENTIAL FAX IV. MANACF.MRNT 12Il11ENSIONS A. Leadership 1. Is the Manager respected as a leader: a. by the community? b. by Department Heads? C. by employees? d. by other government 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 important projects and tasks? 5. Does the Manager take time to develop competent staff? B. Decision Makin, 1. Does the Manager exhibit skill in analyzing situations (i.e. "sizing up" the political,organizational and staff elements needed to deal with a problem)? 2. Does the Manages have ttla ability m make decisions When conflict exist and cope with the stress from resulting criticism? 3. Does the Manager the have the ability to identify information from both sides of an issue that is needed to improve decision making? ©SENr7INT SYSTEMS.INC. 6990 soVel Drive,Suitt A Apros.CA 95003 6 AUG-28-1996 11:03 SENTIENT SYSTEMS INC 408 685 0811 P.04/10 CONFIDENTIAL FAX C. . Problem Salving I. Is the Manager a problem solver? 2. Does she/he anticipate problems and take positive action w resolve them before they become critical? 3. Does she/he manage well in a crisis under stress? D. Marra&ement Stvin&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. Maaagmmt Knowl =&Ability 1. 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. Professional Develooment 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 Dcvclopment 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 SYSTD4S.INC. 6990 swuel Drive,SW:e A Aptos,CA 9SOM 7 HUIa-;ti-1`j7b 11•k7J btry I I try I 5 r 51 LPrQ lrtl,. Vk" bLi3 Clot a r-wl lu CONFIDENTIAL FAX H. Emnlovee&Labor Relations 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? c. skill in handling of grievances? f. skill in developing mechanisms to insure feedback fzom Deparm=t Heads/employees? g. how to gain feedback from Department Headskmployces? 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? 1. Budg to &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 state and federal cuts,etc.on the City? ©SPKI71T1T SYSIF1u1S.INC. 6990 Soqud Drive,Suit&A 8 CONFIDENTIAL FAX 1. Prop=Control&Evaluation I. 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 alternative methods of program impletnentaaan (e.g. direct delivery, oontracting,tax incentives,etc_)? 3. Does the Manager possess skill 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. PUBLIC AND COMMUNITY RELATIONS A. Does the City Manager represent the City well to the public and to other organizations and agencies? B. 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 all opportunities from outside funding or services pursued?) E. Does the City Manager have an understanding of the responsibilities and consequences of participation in intcrloeal relations? F. Is the City Manager skilled in utilizing communication techniques (cable TV, radio,newspaper,newsletter)to convey City issues to the public? G. Has the City Manager established meaningful two-way communication with the public and civic groups to involve them in the decision-making process? C sE n ENTsYsrEms.INc. 6990 Soquel Priva.Suite A Aptos,CA 95M 9 �-Gti-1'�'ab 11 FJJ StN 1 1 trt I �"i'S1 trl5 lr"n". �Uti OtiJ kJt+l i r.Ulu lU CONFIDENTIAL FAX VI. COMMUNITY DFVELOEMENTIECONOMW DEVELOPMENT/ RRDEYELQPMENT 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 ventures? VI1. IN A BRIEF NARRATIVE_ PLFASF DESCRIBE- A. What you are most pleased with in...'s performance. B. Areas for improvement: personal goals for...for 1996-97 C- Organization goads for_._for 1996-97 O sFN!'mwsymms.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 leaderslup 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! 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: .:..:..::..:.., H^1 t1JTreats all customers-- both external and internal-- with respect E ME NI NA and places a high value on their needs. w">'"'•i'-$:'•d' .n<Y:�;viv:4"sviic:r'a::lwR^.2ci;�:r:s:.s#icr':ii>::'t:R .fieti:�:45idrrir:sr::�>ia,{v:c:Z:rt,.>..xrx-::::x-• ^:::'c::...:�. 2. Continually focuses on customer satisfaction in managing E ME NI NA day-today operations. ...........................................v...;........ ..,..,::.n:,-:-::...:.-...::..v:.::..,..^..,..iv:s::. :J„C:.,..C.u.:.,v....:^..:..M..uYw.v.aGL..vu......fn....n... y.:...^:-._:: nv::,..:-:C...:^:Y.i�..s.v.•:;:..:w... .......... ....ZCJ:w,:.::.wR',w.:.:.:•+..r:...r::J>:avlv.. .q....iiii�v:....::......N. .. w:e1:..r•].J:::aY'w"i.{iw......,:w:.rivm. :.. 3.2 Regularly solicits customer feedback and takes action based upon E ME NI NA their input. ...........................:.::::::.::_ ..... ...._::::;::.::. •:.:.;<::::: ...........;,.:.:..:.rY.,v,.,.iii>:?::`F•Y,..>....1,.>.......... ...... ... ::=F:�:�:i'b'r:7Si:-:"i.•:^: i: :':%::6?i::?•'r:'C?.'•�tiFj::S>•':`:::t:::a•:S>..-.di:>5,.::u:::::•:.h•:�:�>:::T.,. 4. Creates a climate that encourages and recognizes creativity and E ME NI NA innovation. 5.....-Frequently`questions current processes or procedures and E ME NI NA continually looks for improvement opportunities. 0 1996 Ackley Associates .......,................ 6. Systematically applies analytical methods and tools to identify E ME NI NA and solve problems. :..,-.'..:.......:i:::...n:v...............::::. .....:::.:,.:s.:.,, r i.Liiy:i4l:.ii.,:yi:3:ii',v,4.{:;•:(::.:4::v ........:::::::}:.,-::;:_...�:.::::::. w.v..:::.vn.::.Y::.r:.v.:w:::m:.:a2J}.iu.:nvv:,...:..:..,v.:..:..::.:..:. .v. ..:. .. v:7i.':Y.v;::::::::}i}:Ey>•';., 7. Takes risks, learns from experiences, and encourages others to do E ME NI NA the same. �N x 8. Maintains accessibility and is perceived as open and approachable. E ME NI NA _.:....:::....:...._..::..:..... .....n..:::.......,, 9. Values teamwork and positively reinforces cooperation and E ME NI NA collaboration. ................ .... .... 10. Provides timely, personal appreciation for a job well done. E ME NI NA 11. Recognizes and rewards both team and individual performance. E ME NI NA .,:.,.......b,....:......}:}._.... ,....t.. tt;b'9�, :��..:.y..E:::}J::, .. ..,... ocy.•° �„'„i. . 12. Solicits staff input and shows respect for their thoughts,ideas, and E ME NI NA opinions. 13. Is fair and equitable when dealing with City staff. E ME NI NA 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 NI NA 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." 18. When decisions are being made,asks the affected individuals E ME NI NA and/or work groups for their ideas. 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 21. When problems arise, looks for cause,rather than blame. E ME NI NA .. ......... ....:...... ... ........... 22. Is able to work out"win-win"solutions when conflicts occur. E ME NI NA © 1996 Ackley Associates 2 :>uy:.. nv..v - w.vn:,• w:::,::vv.:.::�:.....�:r:v: v,-u..^C.-v,.:is .... ......,v.v:r,.-::..--....:.n;,.:.;:..•:.:..:.>.....................:.....::....:::.,::.r_':,_:. :::,:i::5,:;.5:'.�'.ti:•vr!.:_.:.:.::.-.�.�Sn:.iS:S:!R�i^::5:,}:O}: ....:::-v....-: :.,..•.,..wm,...n n..{...:.:• .n..,v:,.a..<::::..-. .. :nom....-n...n -..... +':.::.!...n,!.:-:r.i::.:.::w..::r::nu..,•n.:::::.::....]Ji::::r:y..vC.n::.5:a'.5:.i:•�:4�.S:Li.:::Y:-:-:5i�}..::0:i s:.. 23. Is sensitive to the dynamics of organizational change and its E ME NI NA impact on employees and services. 24. Is supportive of change and exhibits strong leadership in planning E ME NI NA and implementing change. 25. Has a clear vision of where our organization is heading and how E ME NI NA to get there. 26. Has a thorough understanding of the resources (time,commitment, E ME NI NA money,information,etc.) needed for a successful organizational transformation. .r..:.v....::.,:r..r..:._:<:::r:--------....,.:.:n..;�::..n»::.,,.-:r,,,.:r...,:.n:.w.>.:.,n-. . r--....-.-.t.--�--...---�•�.... ........:...�-...i..:5..�.w:n:..:..:. xG.aC,L::ns'wL"h..:w::<•T.,., ,•.,•.,v..,,W,+»•m�\»iJ:\-ii'.':ixr::rn+.r..v.:vnv9vay�^.•T}w;Yp}n,:4:CA:}Si.�:inYr?{'13::k'::i'n4.Y.+2.N:T.�;.•:.:Y;•'• ' 27. Demonstrates sustained support for the transformation process and E ME NI NA rejects short-term activities if they are inconsistent with long-term strategies. _ 52T:•T:nYi}Ynk-;Y7Y•:•if:..:.::P-.'!Y,•n} :•iY-.vY.+'fif��::...T:!, -. ......:1.......... ':Y..:L�;T .F.. :rtw.r.w•.::.�.,,::.:.:,..;. n...:L::.•.....:.;.,.n:;•: :><�:.�:::"':::::r::c<z:*.:tki::};;..::^c::: ....5.::::t::d_..!5.a:i:�r'c:itv:6•an.::J:.,.,....-:.. .r-.T.,:..-r........ 28. Ensures that City staff receive timely,relevant, and accurate E ME NI NA information. 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. .:w.::::.:.............,.., ..nJ.i-..T...v-.:,:..::::•.,.;.;:.: .:.,:......., :.:: :.:i.>.;:t.:,::n:.::.-:J.,:•::::,:•:::;•f.•.,•5:i; 30. `Sets`and rmodels high standards of honesty,integrity., and ethical E ME NI NA behavior. ......... ...........w,.. ,.nn•.,•.::v::':::::._.v::.:.v:::.:.:.:w•,:•.,v,v:vr.:.::::.:5:.vt:.»..:.;.:,,ti;. :t:!.�.>v„�,:n:..:.Y,�:::,:}v,;.i::i-::i:-. ...::.:...: xr.•,r...:r'':..:_..... ,..:.::.C.«-::<-`.::::.:.::..........,.::....: < n.../F-,.:t<.-v-.:Y.5;.5:tc:o5.1't^”^.,•. 5. 31. Is flexible and adapts to shifting priorities. E ME NI NA .:w,. wain..:v.,.:.:.v..»}y,:.yrr:Y:,..;;.:.. :..:T::..mr.......I........,.,:...:::.....:..::.......].: .... .. .. .. .............:.... }.. . 32. Is able to adjust management behaviors when working with others E ME NI NA of different skills and abilities. y n'J'.:.....: .-... :.u:awnww,u,w,w :w•w•wv.uw..;.w.,.:..a.,vw,..-,:,uw:r.»...»•.:M`i55:!�tnT,::Y?NSC::!ii�:R.:rij.q:'ti.C:��<P:S,v�},v Ct,••:'N.y:-LV;M:ti:S.,A'[:-E,S.•:X•.'Y:S -...•.............LV:.,.•-...•..'LT'.::.y!:.iJi:J::=?'•ii:':n•:::pYt:::;av:.:,.:.::.•..:. .�}.1........ .......--..-....._..... .n..i w.:,... ... .. vT...wt•,.w.:..n J� V.,S,R :.:::,v-•._n.:i:.nv..T.:.t i:W.wm...-i":�:!:,5::-:�:`:'::i iiY.::vu:-,:•:Jy:i?.Fi?L:n:::.i,:i:IX::...�,..n:,.l.J.�.,na....unY•::•::J.J'.. n 33. Facilitates candid,effective, and productive meetings. E ME NI NA .... vNn�,y:•\,nw}"t.+\v -::n:,:t.,v.5y.:.i-,t::.<.::..-i..::.:::n..: 34.1+ Is clear and direct about her performance expectations and checks E ME NI NA for understanding and commitment. ::-:.::.�:::::::......<•..::..�i:�:::::.:.............:Ott:::.-----.... 35. Delegates effectively and is able to"let go"and let others run E ME NI NA with it. . .. ...........::.....:n;•:::::v:::-.v.,:::<i4::::.rii!.i:i:r:w.5:.\•:iJpU:'S:�]}'3 n...:-..0.-..:.::,:i;:.::ry.:ii:i'n::r.1111{YV:L'v':>:r:�::::.:!��Nitii'}::ti�:5:v::.'.::.i'r.r.r?i:. \: 36. Gives others the authority needed to effectively carry out E ME NI NA delegated responsibilities. .s........ ....vw:. A:.,..�..:..: .:.:...,..;::n•.n.:.::ii:::y:.-:t.:-55: 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. ... .d':L.:is'.:.v::.}+::.:::.::::::.::;y:. :�r.'::d:L:::.L:.:i:e'.«:tti::::.::..,:.::::::::;'::r,.:;....:;:�: u i,,,,Yn•.,•w•...wN.Y.,<..,J S ..n.:,,:::. ,:J...::L.\ :......:. ......... 39. Sets measurable goals and standards for activities and projects. E ME NI NA n ,..v.p};..,;:,.:.,.::�:::.: «`:?'ry:<£.'.. :.0;.•::.:::: n r >. n ,.•Y<t�.- :.5::::,, :�>.�•::xi:}.i.. ..7..aaw. ;c............. 40. Follows through on action items or plans to ensure successful E ME NI NA implementation. .. ,: ..:.....:..v..,..,...»..1.J,:..}.::......:.:...........v.n..n::�:..:;.... .....v..;:..,•.Cn•:.u•:.�.va}h,:w+vwn-.::::. 41. Conducts periodic reviews to track progress towards goals. E ME NI NA ...:n..w.,:.::.nf:.u.nuvi:$:wvn::. .......:..,::.,...::.:::�'LLi ii'.:-:::.::-:::'.':..:':'•:..�:'...+' :........:l,,,L • .................... .w.vwc}x,::�:'."+...,.,:.,.,.h:.:v.:::$5::.`:.3i".$::v:!4i::ii.•:4..# ::':.: .......::. ......:..;;......n..,............... ..........n.,•._:;n,n-:::::.:::..:..n..n: ,..,..,:+...::.�:..,...:+,..::.:....n........::.u,-;xe:.<;a,<LO" ....r.::,..,. :: 42. Closely monitors the progress of activities,and intervenes quickly E ME NI NA when these are not proceeding according to schedule. ,.<.:.v:±.y....},.:.,�............:.......................:_::..>..::..::':::r:r::n...,:..1:5:}:+yn.::.:....... :<YacSi::i$:., ,•, : t::L:.., v <!hvr}0b2 .L f klT 43. Holds staff accountable for meeting measurable short-and long- E ME NI NA term objectives. 44. Makes sure that direct reports clearly understand how their E ME NI NA performance will be evaluated. 45. Provides both positive and constructive feedback on performance E ME NI NA on a timely basis. 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. 47. Is tolerant of mistakes and focuses on the situation, not the person. E ME NI NA 48. Demonstrates a real interest in the welfare and overall satisfaction E ME NI NA of those who work here. ...w:.v.....,,,vn,nr._..:.v.,,,.rr:,:.........::.:.....,.:....:.....,..:.:...........::......:..,.:..:;::;::<......v:.uv..�:::..:::>.::.:::..v............,..::.v.:}r4r.,,.:.,...\+..:.>:::-. 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 MY- 0 1996 Ackley Associates 4 i Please share SDE'C.�suggestions on things I can do to be more effective in supporting you. All ideas are appreciated! Name(optional) 5 0 1996 Ackley Associates