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Appendices Pyr
ICMA Recognized Practices for Effective Local Government Management
1. Staff Effectiveness: Promoting the development and performance of staff and employees
throughout the organization(requires knowledge of interpersonal relations; skill in motivation
techniques; ability to identify others' strengths and weaknesses). Practices that contribute to
this core content area are:
COACHING/MENTORING Providing direction, support, and feedback to enable others to
meet their full potential(requires knowledge of feedback techniques; ability to assess
performance and identify others' developmental needs)
TEAM LEADERSHIP Facilitating teamwork(requires knowledge of team relations; ability to
direct and coordinate group efforts; skill in leadership techniques)
EMPOWERMENT Creating a work environment that encourages responsibility and
decision making at all organizational levels(requires skill in sharing authority and removing
barriers to creativity)
DELEGATING Assigning responsibility to others(requires skill in defining expectations,
providing direction and support, and evaluating results)
2. Policy Facilitation: Helping elected officials and other community actors identify,work toward,
and achieve common goals and objectives(requires knowledge of group dynamics and political
behavior; skill in communication, facilitation, and consensus-building techniques; ability to
engage others in identifying issues and outcomes). Practices that contribute to this core
content area are:
FACILITATIVE LEADERSHIP Building cooperation and consensus among and within
diverse groups, helping them identify common goals and act effectively to achieve them;
recognizing interdependent relationships and multiple causes of community issues and
anticipating the consequences of policy decisions(requires knowledge of community actors
and their interrelationships)
FACILITATING COUNCIL EFFECTIVENESS Helping elected officials develop a policy
agenda that can be implemented effectively and that serves the best interests of the
community(requires knowledge of role/authority relationships between elected and
appointed officials; skill in responsibly following the lead of others when appropriate;ability
to communicate sound information and recommendations)
MEDIATION/NEGOTIATION Acting as a neutral party in the resolution of policy disputes
(requires knowledge of mediation/negotiation principles; skill in mediation/negotiation
techniques)
3. Functional and Operational Expertise and Planning (a component of Service Delivery
Management): Practices that contribute to this core content area are:
FUNCTIONAUOPERATIONAL EXPERTISE Understanding the basic principles of service
delivery in functional areas--e.g., public safety, community and economic development,
human and social services, administrative services, public works(requires knowledge of
service areas and delivery options)
12
OPERATIONAL PLANNING Anticipating future needs, organizing work operations, and
establishing timetables for work units or projects(requires knowledge of technological
advances and changing standards; skill in identifying and understanding trends; skill in
predicting the impact of service delivery decisions)
4. Citizen Service(a component of Service Delivery Management): Determining citizen needs
and providing responsive, equitable services to the community(requires skill in assessing
community needs and allocating resources; knowledge of information gathering techniques)
5. Quality Assurance(a component of Service Delivery Management): Maintaining a
consistently high level of quality in staff work, operational procedures, and service delivery
(requires knowledge of organizational processes; ability to facilitate organizational
improvements; ability to set performance/productivity standards and objectives and measure
results)
6. Initiative, Risk Taking,Vision, Creativity, and Innovation (a component of Strategic
Leadership): Setting an example that urges the organization and the community toward
experimentation, change, creative problem solving, and prompt action(requires knowledge of
personal leadership style; skill in visioning, shifting perspectives, and identifying options; ability
to create an environment that encourages initiative and innovation). Practices that contribute to
this core content area are:
INITIATIVE AND RISK TAKING Demonstrating a personal orientation toward action and
accepting responsibility for the results; resisting the status quo and removing stumbling
blocks that delay progress toward goals and objectives
VISION Conceptualizing an ideal future state and communicating it to the organization and
the community
CREATIVITY AND INNOVATION Developing new ideas or practices; applying existing
ideas and practices to new situations
7.Technological Literacy(a component of Strategic Leadership): Demonstrating an
understanding of information technology and ensuring that it is incorporated appropriately in
plans to improve service delivery, information sharing, organizational communication, and
citizen access(requires knowledge of technological options and their application)
8. Democratic Advocacy and Citizen Participation: Demonstrating a commitment to democratic
principles by respecting elected officials, community interest groups, and the decision making
process; educating citizens about local government; and acquiring knowledge of the social,
economic, and political history of the community(requires knowledge of democratic principles,
political processes, and local government law; skill in group dynamics, communication, and
facilitation; ability to appreciate and work with diverse individuals and groups and to follow the
community's lead in the democratic process). Practices that contribute to this core content area
are:
DEMOCRATIC ADVOCACY Fostering the values and integrity of representative
government and local democracy through action and example; ensuring the effective
participation of local government in the intergovernmental system (requires knowledge and
skill in intergovernmental relations)
13
CITIZEN PARTICIPATION Recognizing the right of citizens to influence local decisions and
promoting active citizen involvement in local governance
9. Diversity: Understanding and valuing the differences among individuals and fostering these
values throughout the organization and the community
10. Budgeting: Preparing and administering the budget(requires knowledge of budgeting
principles and practices, revenue sources, projection techniques, and financial control systems;
skill in communicating financial information)
11. Financial Analysis: Interpreting financial information to assess the short-term and long-term
fiscal condition of the community, determine the cost-effectiveness of programs, and compare
alternative strategies(requires knowledge of analytical techniques and skill in applying them)
12. Human Resources Management: Ensuring that the policies and procedures for employee
hiring, promotion, performance appraisal, and discipline are equitable, legal, and current;
ensuring that human resources are adequate to accomplish programmatic objectives(requires
knowledge of personnel practices and employee relations law; ability to project workforce
needs)
13. Strategic Planning: Positioning the organization and the community for events and
circumstances that are anticipated in the future(requires knowledge of long-range and
strategic planning techniques; skill in identifying trends that will affect the community; ability to
analyze and facilitate policy choices that will benefit the community in the long run)
14.Advocacy and Interpersonal Communication: Facilitating the flow of ideas, information, and
understanding between and among individuals; advocating effectively in the community interest
(requires knowledge of interpersonal and group communication principles; skill in listening,
speaking, and writing; ability to persuade without diminishing the views of others). Practices
that contribute to this core content area are:
ADVOCACY Communicating personal support for policies, programs, or ideals that serve
the best interests of the community
INTERPERSONAL COMMUNICATION Exchanging verbal and nonverbal messages with
others in a way that demonstrates respect for the individual and furthers organizational and
community objectives(requires ability to receive verbal and nonverbal cues; skill in
selecting the most effective communication method for each interchange)
15. Presentation Skills: Conveying ideas or information effectively to others(requires
knowledge of presentation techniques and options; ability to match presentation to audience)
16. Media Relations: Communicating information to the media in a way that increases public
understanding of local government issues and activities and builds a positive relationship with
the press(requires knowledge of media operations and objectives)
17. Integrity: Demonstrating fairness, honesty, and ethical and legal awareness in personal and
professional relationships and activities(requires knowledge of business and personal ethics;
14
ability to understand issues of ethics and integrity in specific situations). Practices that
contribute to this core content area are:
PERSONAL INTEGRITY Demonstrating accountability for personal actions; conducting
personal relationships and activities fairly and honestly
PROFESSIONAL INTEGRITY Conducting professional relationships and activities fairly,
honestly, legally,and in conformance with the ICMA Code of Ethics(requires knowledge of
administrative ethics and specifically the ICMA Code of Ethics)
ORGANIZATIONAL INTEGRITY Fostering ethical behavior throughout the organization
through personal example, management practices, and training (requires knowledge of
administrative ethics; ability to instill accountability into operations; and ability to
communicate ethical standards and guidelines to others)
18. Personal Development: Demonstrating a commitment to a balanced life through ongoing
self-renewal and development in order to increase personal capacity(includes maintaining
personal health, living by core values; continuous learning and improvement; and creating
interdependent relationships and respect for differences).
15
Personnel Officer Suggestions
New Evaluation Forms
Following are my suggested revisions/comments as requested by the City Council, in the 01/09/17
Meeting, in regards to the New Evaluation Forms and process.
PAGE 2:
2. PURPOSES OF EVALUATION
The purpose of providing periodical evaluations of the City Manager,the City Clerk, and the City
Attorney:
HR Recommendation:
• Reconsider using"annual" rather than "periodical"; "Periodical" is a publication and
"Periodically"can suggest a variety of different time frames from "often to sometimes".
"Annual" suggests this is to occur every year, once a year, as it is detailed in the Code
3.30.020.
3.30.020.-Periods of evaluation. % 6 ® is Each regular employee shall have his/her performance evaluated the following times:
(1) tnd of probationary period.Each employee shall be evaluated approximately ten days prior to the completion of his/her probationary period.The
employee must have an overall evaluation of at least"satisfactory"in order to become a regular employee
(21 Annual.Each employee shall receive an annual performance evaluation on or near his/her anniversary date except department heads and city manager
staff shall receive an annual performance evaluation in January of each year.The employee's performance must have been satisfactory for at least six
months immediately prior to his/her annual performance evaluation in order to receive a step increase.
(3) $oecial,A special performance evaluation may be completed when there is a significant change either upward or downward in the employee's
performance.A special performance evaluation shall be completed when a supervisor permanently leaves his/her position.The supervisor shall complete
a performance report on each employee under his/her supervision who has not been evaluated within six months prior to the date the supervisor is to
leave his/her position.
5. OVERVIEW OF STEPS INVOLVED IN EVALUATION PROCESS
c. Annual Evaluation Session.
1. Prior to annual evaluation session, the employee will be invited to complete a
self-evaluation using his/her respective Evaluation Form as a guide. He/she may
write comments rather than use the rating system if he/she so chooses. These
self-evaluation reports should be made available to council members prior to
the actual Annual Evaluation Session.
HR Recommendation:
• Consider the employee and council completing evaluation forms simultaneously; Council
should be making their own suggestions and should not be based on self-evaluation form by
Wage 01 / 10 / 17
1111/
Employee prior. This action has the potential to sway decisions; ask Employee their
preference.
PAGE 3:
5. OVERVIEW OF STEPS INVOLVED IN EVALUATION PROCESS
c. Annual Evaluation Session.
3. "Round Robin" comments by Council Members are permitted.
The tabulation of the council members scoring and comments will be assigned
to two appointed council members.
HR Recommendation:
• Suggest City Manager and Council eliminate members of council available for "appointment",
by a choice of vetoes, until only 2-remaining members are left for tabulation.
PAGE 3:
5. OVERVIEW OF STEPS INVOLVED IN EVALUATION PROCESS
c. Annual Evaluation Session.
6. Status of Evaluation Forms. Individual rating forms and self-evaluation forms
are to be destroyed after executive session. Tabulation forms and job
description/time requirements forms are public record.
HR Recommendation:
• City Manager should have the opportunity to review to all of these forms prior to destruction.
Wage 01 / 10 / 17
11111
GENERAL RECOMMENDATIONS
• Consider number based rating system, as letters cannot be averaged and calculated (i.e., 5-0).
Figure 2. Portion of Sample Evaluation Form
Presentation Skills. The ability to understand an audience and to present
an idea clearly and concisely, in an engaging way, to a group whose interests,ed-
ucation, culture, ethnicity, age, etc., represent a broad spectrum of community
interests and needs.
1 2 3 4 5
1 I I I
Does Not Meets Exceeds Unable
Meet Expectations Expectations Expectations to Rate
Citizen Service.The ability to determine citizen needs,provide equitable ser-
vice,allocate resources,deliver services or products, and evaluate results.
1 2 3 4 5
I I I
Does Not Meets Exceeds Unable
Meet Expectations Expectations Expectations to Rate
Delegating. The ability to assign work, clarify expectations, and define how
individual performance will be measured.
1 2 3 4 5
I I I I
Does Not Meets Exceeds Unable
Meet Expectations Expectations Expectations to Rate
• Reconsider length of Employee Evaluation? Seems to be line item breakdown of job
description? Evaluation could be condensed by category. Also, I would have taken the line
items out of job description verbatim,to dispel any confusion on the terminology.
• I only received this DRAFT today and had not seen a previous evaluation form for anyone, so it
is difficult for me to visualize what/how many changes have been made. If at all possible, I
would like a few days to review and comment.
• Is there an opportunity for the City Manager to evaluate the Council at any point during the
year? That might be helpful to see what his/her feedback is. Communication is only affective
as a 2-way street. Does this exist? I haven't seen a form for that either.
• I understand that the job descriptions vary; I would just recommend keeping all of the forms
as uniformed as possible.
31 01 / 10 / 17
Seward City Council
Work Session Packet
Discuss the evaluation forms, procedures and policies for the
City Attorney, City Manager and City Clerk
January 10, 2017
5:00 p.m.
City Council Chambers
Seward City Council
Work Session
Discuss the evaluation forms, procedures and policies for the
City Attorney, City Clerk and City Manager
January 10, 2017 5:00 p.m. City Council Chambers
lerk’s Note: these forms were created by Council Members Squires, Casagranda and
*C
McClure for consideration.
1.Proposed Evaluation Procedures for the City Attorney, City Clerk and City
Manager...……….………………………………………………………………….Pg.2
2.City Attorney
a.AppendixA-1:Job Description and Time Requirements(public)......................
b.
AppendixA-2: Self Evaluation (notpublic)…………
c.OverallTabulation (public)…………………….
3.City Clerk
a.
AppendixA-1:Job Description and Time Requirements(public).........
AppendixA-2:SelfEvaluation (notpublic)......
b.
c.AppendixB:Council Evaluation (notpublic).
OverallTabulation (public)............................................................
d.
City Manager
AppendixA-1:Job Description and Time Requirements(public)…
AppendixA-2:SelfEvaluation (notpublic)…
AppendixB:Council Evaluation (notpublic)
d.
OverallTabulation (public)……………………………………………
1
CITYOF
EVALUATION PROCEDURES
FOR CITY CITY
CLERK
STATEMENTOFCITYCOUNCIL'S RESPONSIBILITIES
Evaluating the performance of the City Managerthe City Clerkisasignificant
responsibility of theCityCouncil. Conducting aneffective evaluation ishardwork,butit does not have
tobeabadexperience. With a clear procedure and open lines of communications, chances are good that the
experience willresultina more productive working relationship.
PURPOSES OF EVALUATION
Thepurpose of providing periodical evaluations of the City Managerthe City Clerk are:
Togive the employee timely feedback on his/her performance and toidentify areas inwhich he/she are
doing well along withareasinwhich improvement may beneeded. Evaluation should lead topositive
action.
Toclarify and strengthen communication between theemployee and theCouncil as it relates totheir
respectiveexpectations for their positions.
Toserve as a method for gathering data relevant to subsequent personnel decisions.
ACCESSTO EVALUATION DOCUMENTS
Information concerning theperformance of anindividual being evaluated under these procedures isnot a
T
publicrecordandisnotsubjecttodisclosure under AS40.25. However, theindividualwhoisthe subject of
theevaluationisentitledtoacopyofthe information and may waivetheconfidentiality provisions of this
sectionconcerning the information.
F
FREQUENCY AND TIMING OF EVALUATIONS
Evaluationisanongoing process. To bemost beneficial itissuggestedthatevaluation sessions beheld
periodically.
A
.Initially this meeting to go over expectations and explain the process
should take place soon after the adoption of this evaluation procedure and thereafter within sixty days of the
date of new hire of any future city manager, city clerk or.
R
Special Performance Evaluation Session.Thismeeting may bescheduled at thewill of theCouncil
to provide feedback and address any areas needingimprovement.
FinalAnnual Evaluation Session. Thismeeting should bescheduled within approximately 30daysof
the employee's anniversary dateof hire. It alsomarks the beginning of the next evaluation cycle.
D
Nothing in these evaluation procedures precludes the Council from exercising its authority to appoint or
terminate the services of the City Manager or the City Clerk; or to exercise its authority as set forth in any
employment contract with said employees.
OVERVIEW OF STEPS INVOLVED IN EVALUATION PROCESS
.Initiallythismeetingtogoover expectations and explain the process
should takeplacesoon after theadoption of this evaluation procedure and thereafter withinsixtydaysof
thedateofnew hire of anyfuture city manager, city clerk or.
Special Performance Evaluation Session.This meeting may bescheduled at thewill of theCouncil to
providefeedback and address any areas needingimprovement.
Annual Evaluation Session.This meeting should be scheduled
. It alsomarks the beginning of the next evaluation cycle.
Priortotheannualevaluation session, theemployee will beinvited to complete aself-evaluation using
his/herrespective Evaluation Form asaguide.He/shemay write comments rather than use therating
1
2
CITYOF
EVALUATION PROCEDURES
FOR CITY CITY CLERK
systemifhe/shesochooses.Theseself-evaluationreportsshouldbemadeavailabletocouncil
members prior totheactual Annual Evaluation Session.
Individual council members should each go through and fill out the evaluation form forthe employee
priortomeeting for theAnnual Evaluation Session.
Thetime scheduled forthe Evaluation Session should besufficient to do thejob in a
professional manner. Theemployee meets with the Councilinanexecutive session. If he/sheis
excluded from the executive session oranyportionthereof,he/shemay exercise his/her right toask for
a public meeting, in accordance with appropriate statutes.
"Round Robin" comments by Council members arepermitted.
Thetabulationof the council members' scoring and comments willbeassigned to
council member.
AftercompletingtheEvaluationReportForms,copiesshouldbemadeavailablefor
Councilmembers.Ameetingshouldtakeplace with the employee. Thecouncilmember
whocompiledtheEvaluationReportwillrepresenttheCouncil.Atthismeetingtheywillgo
throughthe"signoff"procedure.
Thefinal step will bethepersonnel decisions, assessmentofevaluation process andthenext evaluation
cycle begins.
T
F
A
R
D
2
3
City of Seward
Appendix A-1
City Attorney Evaluation
Job Description and Time Requirements
There are many components to the City Attorneyjob. For the City of Seward, these primary
areas of responsibility include:
1.Acts as Chief legal consultant
a. Advises City Council, City Manager and City Clerk on all matters of law.
b.Drafts and assists in the drafting of ordinances, resolutions, contracts and agreements
to be made or entered into by the City.
c. Approves the form of ordinances, resolutions, contracts and agreements.
d. Prosecutes violation of City Codes.
e.Represents the City in all action of law, unless otherwise deemed necessary.
f.Attends meetings as required.
g.Keeps the City advised of developments in municipal law and actions in other
communities and jurisdictions that may have an impact on the City’s activities.
2.Maintains good relationship with City Council
a. Responsive to direct requests from Council in a timely manner.
b. Directly responds to individual requests of a Council member.
c.Well prepared and knowledgeable about Council agenda items for which an attorney
review was requested.
d. Ensures legal advice is properly understood.
3.Works well with Administration, staff and Council
a. Provides legal counsel for all levels of the City when approved.
b. Adept at cost control.
c.Acts as mediator when requested.
d. Provides solutions and/or alternatives to legal problems and issues.
e.Provides training on various matters, such as open meetings act, contracts, ordinance
and resolution forms, etc.
f.Consistent with maintaining the attorney-client priviledge.
*Public Record to be maintained with Overall Evaluation Worksheet
Last Revised:per Res/Ord/CCRoP/Code
4
City of Seward
Appendix A-2
City Attorney SELF Evaluation
Job Description and Time Requirements
here are many components to the city attorney job. For the City of Seward, these primary areas
T
of responsibility include:
1.Acts as Chief legal consultant
a.Advises City Council, City Manager and City Clerk on all matters of law.
…………………………………………………………………………A B C DF N/R
b.Drafts and assists in the drafting of ordinances, resolutions, contracts and agreements
to be made or entered into by the City. …………… ……………………..A B C DF N/R
pproves the form of ordinances, resolutions, contracts and agreements.
c.A
…………………………………………………………………………A B C DF N/R
d.Prosecutes violation of City Codes. ………………… …………………A B C DF N/R
e.Represents the City in all action of law, unless otherwise deemed necessary.
…… ………………………………………………………………………………....A B C DF N/R
f.Attends meetings as required. ……………………………………….A B C DF N/R
g.Keeps the City advised of developments in municipal law and actions in other
communities and jurisdictions that may have an impact on the City’s activities.
……………………………………… ……………………………………….A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
N/R = not rated
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
5
City of Seward
2.Maintains good relationship with City Council
a.Responsive to direct requests from Council in a timely manner. …...A B C DF N/R
b.Directly responds to individual requests of a Council member. ……..A B C DF N/R
c.Well prepared and knowledgeable about Council agenda items for which an attorney
review was requested. ………………………………………………..A B C DF N/R
nsures legal advice is properly understood. ………………………..
d.E A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.Wor
ks well with Administration, staff and Council
a.Provides legal counsel for all levels of the City when approved. ……A B C DF N/R
b.Adept at cost control. ………………………………………………..A B C DF N/R
c.Acts as mediator when requested. . ………………………………………….A B C DF N/R
d.Provides solutions and/or alternatives to legal problems and issues....A B C DF N/R
e.Provides training on various matters, such as open meetings act, contracts, ordinance
and resolution forms, etc. ……………………………………………..A B C DF N/R
f.Consistent with maintaining the attorney-client privilege. …………...A B C DF N/R
C
omments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
N/R = not rated
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
6
City of Seward
City AttorneyEvaluation Overall Tabulation
Qualities/Techniques/CharacterGrade:
AccomplishmentsGrade:
Overall Evaluation Grade (average of the scores above):
Comments:
Jean Bardarson, MayorWill Earnhart, City Attorney
DateDate
*Public Record to be maintained with Appendix A-1: Job Description and Time Requirements
7
City of Seward
Appendix A-1
City Clerk Evaluation
Job Description and Time Requirements
There are many components to the city clerk job. For the City of Seward, these primary areas of
responsibility include:
1.Oversee the day-to-day operationof the clerk’s office
a.Keep and maintain appropriate files and records of the City.
b.Keeps informed of matters which may require Council action.
c.Keep all ordinances, resolutions, agreements and contracts {whereappropriate} of
the City and authenticates such records as necessary.
d.Manages requests for public information and sets reply timelines for affected
departments.
e.Ensure staff members are properly trained in procedures of the office.
f.Shall attest the signature of the City Manager on all contracts, except as otherwise
provided by code, as approved by Council.
g.Prepares travel documents and arrangements for Council members traveling on City
business.
2.Maintains a good working relationship with the City Council
a.Shall be the clerk of the Council and shall attend all meetings of the Council and shall
keep a record of its proceedings.
b.Nurture a rapport that facilitates trust and coordination with Council.
c.Disseminates complete accurate information equally toall members in a timely
manner.
d.Coordinates information, concerns, complaints from the public to Council members.
e.Provides equipment and training, if necessary, to Council members.
f.Acts as the PIO during severe emergency operations and is the focal point for Council
during emergency events.
g.Acts as the parliamentary advisor to the Council during Council meetings.
h.Coordinates and administers city elections, absentee voting, worker training and
canvass boards effectively.
i.Administers all oaths of office and attests to the signature of the Mayor.
j.Ensures the public broadcast of Council meetings and maintains the audio record of
those meetings.
3.Oversees annual and special project budgets
a. Develops an annual budget for Council review that identifies operational needs.
b. Prepares a special project plan, implementation and budget for Council approval.
c. Maintains Council's annual budget.
d.Advises Council of needs for council chambers to provide adequate area for public
meetings.
4.Maintain a positive relationship with the public
a.Is the primary point of contact for public information requests and responsible for the
timely return of the requests.
*Public Record to be maintained with Overall Evaluation Worksheet
8
City of Seward
b.Provides information on public meetings and events.
c.Is courteous and receptive to public concerns, complaints and documents them for the
affected department and Council review.
*Public Record to be maintained with Overall Evaluation Worksheet
9
City of Seward
Appendix A-2
City Clerk SELF Evaluation
Job Description and Time Requirements
There are many components to the city clerk job. For the City of Seward, these primary areas of
responsibility include:
1.Oversee the day-to-day operationof the clerk’s office
a.Keep and maintain appropriate files and records of the City. ………...A B C D F N/R
b.Keeps informed of matters which may require Council action. ……..A B C D F N/R
c.Keep all ordinances, resolutions, agreements and contracts {where appropriate} of the
City and authenticate such records as necessary……. ……………A B C D F N/R
d.Manages requests for public information and sets reply timelines for affected
departments. … ………………………………………………………A B C D F N/R
e.Ensure staff members are properly trained in procedures of the office.
………………………………………………………………………...A B C D F N/R
f.Shall attest the signature of the City Manager on all contracts, except as otherwise
provided by code, as approved by Council. ………………………….A B C D F N/R
g.Prepares travel documents and arrangements for Council members traveling on City
business. ……………………………………………………………..A B C D F N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.Maintains a good working relationship with the City Council
a.Shall be the clerk of the Council and shall attend all meetings of the Council and shall
keep a record of its proceedings. …………… ……………………….A B C D F N/R
b.Nurture a rapport that facilitates trust and coordination with Council. A B C D F N/R
c.Disseminates complete accurate information equally to all members in a timely
manner. ……………………………………………………………….A B C D F N/R
d.Coordinates information, concerns, complaints from the public to Council members.
……………………………………… ………………………………..A B C D F N/R
e.Provides equipment and training, if necessary, to Council members. .A B C D F N/R
f.Acts as the PIO during severe emergency operations and is the focal point for Council
during emergency events. …………. ………………………………..A B C D F N/R
N/R = not rated
Last Revised:
10
To be destroyed after __________ per Res/Ord/CCRoP/Code
City of Seward
g.Acts as the parliamentary advisor to the Council during Council meetings.
. ……………………………………………………………………….A B C D F N/R
h.Coordinates and administers city elections, absentee voting, worker training and
canvass boards effectively. …….. …………………………………..A B C D F N/R
i.Administers all oaths of office and attests to the signature of the Mayor.
. ……………………………………………………………………….A B C D F N/R
j.Ensures the public broadcast of Council meetings and maintains the audio record of
those meetings. ……………………………………………………….A B C D F N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.Oversees annual and special project budgets
a.Develops an annual budget for Council review that identifies operational needs.
…… …………………………………………………………………..A B C D F N/R
b.Prepares a special project plan, implementation and budget for Council approval.
…. …………………………………………………………………….A B C D F N/R
c.Maintains Council's annual budget. …………………………………A B C D F N/R
d.Advises Council of needs for council chambers to provide adequate area for public
meetings. ……………………………………………………………..A B C D F N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4.Maintain a positive relationship with the public
a.Is the primary point of contact for public information requests and responsible for the
timely return of the requests. ………. ……………………………….A B C D F N/R
b.Provides information on public meetings and events. ……. ………...A B C D F N/R
c.Is courteous and receptive to public concerns, complaints and documents them for the
affected department and Council review. ……………………………A B C D F N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
N/R = not rated
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
11
City of Seward
Appendix B
City ClerkEvaluation
Qualities/Techniques/Character
I.COUNCIL LIAISON, AGENDA AND MINUTES
A.Liaison for Council:
1)Maintains consistent availabilityto Council……………………………………………A B C DF N/R
2)Works with Council Members tofacilitate their thoughts and ideas into
cohesivepolicy development…………………………………………………….............A B C DF N/R
3)Possesses the ability to recognize Council direction,and works to see this is achieved while adhering to
…………………………A B C DF N/R
statutes, codes, charter language, and past legal precedence
4)EnsuresCouncilMembersarethoroughlyinformedin a timelymanner regarding changes, needs, or other
developments within the Clerk’soffice……………………………………………………A B C DF N/R
5)Follows up promptly on Council requests for informationoractionwithout
having to be reminded…………………………………………………………………...A B C DFN/R
6)Ensures that all Council Members receive information on anequalbasis………………A B C DF N/R
7)Regularly attends meetings………………………………………………………...A B C DF N/R
8)Acts as parliamentary advisor to Council during meetings………….…………………..A B C DFN/R
Council Liaison Comments:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
B.Agenda/Minutes Development:
1)Effectivelyfacilitates development of the Council meeting agenda…………………………...A B C DF N/R
2)Agenda items and supporting documents are appropriate and brought to Council
in sufficient time for deliberations ……………………………………………….……...A B C DF N/R
3)Council agendas are relatively free of errors/omissions………………………………....A B C DF N/R
4)Minutes are transcribed accurately and relatively free of errors/omissions ………...…..A B C DF N/R
Agenda/Minutes Development Comments:
_____________________________________________________________________________________
_____________________________________________________________________________________
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
12 N/R = not rated
City of Seward
Appendix B
City ClerkEvaluation
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
*SECTION I AVERAGE:TOTAL SCORES DIVIDED BY 12 =
II.ORGANIZATIONALMANAGEMENTof CLERK’S OFFICE
A.Leadership with Employees:
1)Effectively motivates and gains employees’ confidence and respect through demonstrated performance and
decision making……………. …………………………………………………………...…...A B C DF N/R
2)Mentors employees to assist in further developing or maintaining their
performance standards ……………………………………………..………………….A B C DF N/R
3)Guides staff so they work together as a team toward common objectives…..………...…...A B C DF N/R
4)Delegates responsibilities and directs employees to effectively reach goals……………….A B C DF N/R
Leadership with EmployeesComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
B.Personnel:
1)Effectively selects and places personnel…….……………………………….........................A B C DF N/R
2)Assures that every employee receives a written annual performance review………………AB C DF N/R
3)Effectively manages personnel to maintain high staff morale……………………………….A B C DF N/R
4)Normally maintains appropriate work/life balance; encourages same from staff……………A B C DF N/R
Personnel Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
13 N/R = not rated
City of Seward
Appendix B
City ClerkEvaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
C.Duties (custodian of City records/legal documents, City Public Information
Officer, and supervisor of City elections):
1)Accurately maintains/publishes official City records, legaldocuments, and audio files……A B C DF N/R
2)Oversees on-going programs for continued effectiveness/legal compliance ……………......A B C DF N/R
3)Ensures implementation of new programs adopted by the City Council …………………....A B C DF N/R
4)Coordinates information, concerns, and complaints from the public to Council members…..A B C DF N/R
5)Ensures information is disseminated to the media and public as needed… …………………A B C DF N/R
6)Calls for and supervises City elections in an organized and timely manner………….. ……..A B C DF N/R
7)Strives to guarantee fair and impartial elections ……………………………………………..A B C DF N/R
8)Provides equipment and training, if necessary, to Council…………………………………...AB C DFN/R
9)Acts as the Public Information Officer during severe emergency operations for Council...…A B C DF N/R
DutiesComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
D.Annual/Special Contract Budgets:
1)Develops an annual budget for Council review that identifies operational needs……………A B C DF N/R
2)Prepares a special project plan, implementation and budget for Council approval...………..A B C DF N/R
3)Maintains Council’s annual budget..............................................................................A B C DF N/R
4)Advises Council of needs for council chambers to provide adequate area for public meetings
......................................................................................................................................A B C DF N/R
Annual/Special Contract Budget Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
14 N/R = not rated
City of Seward
Appendix B
City ClerkEvaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTIONIIAVERAGETOTAL SCORES DIVIDED BY 21 =
III.KNOWLEDGE AND ADVICE, COMMUNITY RELATIONS
1)Possesses adequate knowledge of municipal affairs…………………………...…………….A B C DF N/R
2)High quality analysis normally accompanies recommendations……………………………..A B C DF N/R
3)Plans ahead, anticipates needs, and recognizes potential problems…...……………………..A B C DF N/R
4)Is respected within the City and makes a positive overall impression by conveying professionalism through
courtesy and sensitivity to the public……………………………...…………………………A B C DF N/R
5)Thinks and behaves in a manner reflecting an attitude that client (Council or citizen) perceptions and
satisfactions are key ……………………………...…………………………………………..A B C DF N/R
6)Provides an effective level of responsiveness and customer service ………………………...A B C DF N/R
7)Skillfully and favorably represents the City to the media ……………...……………………A B C DF N/R
Knowledge and Advice, Community Relations Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTIONIIIAVERAGETOTAL SCORES DIVIDED BY 7 =
IV.COMMUNICATION
1)Skilled at verbal and written communications – they are thoughtful, clear, and to the point..A B C DF N/R
2)Skilled at listening and isolating key points or issues………………………………………..A B C DF N/R
3)Easy to talk to ………………………………………………………………………………..A B C DF N/R
4)Shows sensitivity to the concerns of others…………………………………………………..A B C DF N/R
Communication Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
15 N/R = not rated
City of Seward
Appendix B
City ClerkEvaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTIONIVAVERAGETOTAL SCORES DIVIDED BY 4 =
V.INDIVIDUAL QUALITIES
1)Personality is generally well-suited to effectively perform her duties ………………………A B C DF N/R
2)Anticipative and innovative when dealing with issues, problems and unusual situations …..A B C DF N/R
3)Remains flexible, objective and receptive to suggestions and new ideas or change; able to alter her approach to
fit new situations ……………………………………………………………………………..A B C DF N/R
4)Effectivelymediatesandresolvesproblems,evenunderstrainedand unpleasant
conditions……………………………………………………………………………………...A B C DF N/R
5)Universally applies common sense, tact and diplomacy
6)Self-confident,accepts criticism………………………………………………………...….. A B C DF N/R
7)Able to cope with stress; maintains self-controland composure, even under
pressure.…………………………………………………………………………………….. A B C DF N/R
8)Displays interest and enthusiasm inperforming duties………………………………… A B C DF N/R
9)Demonstrates integrity, loyalty and honesty……………...……………………………… AB C DF N/R
Individual Qualities Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTION V AVERAGETOTAL SCORES DIVIDED BY 9 =
SECTION VI. ACCOMPLISHMENTS
This section will be completed in advance via memorandum by the City Clerk listing several major accomplishments
achieved during this past evaluation period.
Accomplishments Comments:
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
16 N/R = not rated
City of Seward
Appendix B
City ClerkEvaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTION VI SCORE: …………………...……………………………………………………..A B C DF N/R
OVERALL GRADE
COMBINE ALL AVERAGED SCORES ABOVE AND DIVIDE BY 6 =
Overall Summary:
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
17 N/R = not rated
City of Seward
City ClerkEvaluation Overall Tabulation
Qualities/Techniques/CharacterGrade:
AccomplishmentsGrade:
Overall Evaluation Grade (average of the scores above):
Comments:
Jean Bardarson, MayorJohanna Kinney, City Clerk
DateDate
*Public Record to be maintained with Appendix A-1: Job Description and Time Requirements
18
City of Seward
Appendix A-1
City Manager Evaluation
Job Description and Time Requirements
There are many components to the city manager job. For the City of Seward, these primary
areas of responsibility include:
1.Oversee the day-to-day operations of all municipal services
a.Manage workforce, nurture employee relations and mediate personnel issues.
b.Responsible for the management of all finances, budgets and investments of the city.
c.Negotiate and/or review such contracts and leases as the Council may authorize.
d.Ensure daily operation of the city departments are within the goals set by the Council
and the community.
e.Ensures the enforcement of city codes and ordinances.
f.Functions as the Incident Commander for major emergencies as detailed in the City's
Emergency Operations Plan.
2.Oversee capital projects
a.Facilitate project development, coordination and prioritization.
b.Manage third party project managers for large city projects.
c.Oversee capital projects implementation plans/budgets.
d.Monitor project status and report progress of the project and budget levels to the
Council.
e.With the Finance Director facilitate issuance of municipal bonds as required.
f.Ensures contracts for capital projects are adhered to.
3.Oversee special projects
a.Coordinate work not within the traditional roles of existing departments.
b.Oversee long term project plans and budgets.
c.Monitor project status, report progress and budget status of the projectto the
Council.
d.Ensure contracts for special projects are adhered to.
4.Maintain a good working relationship with the City Council
a.Nurture rapport that facilitates trust and coordination.
b.Carries out directives of the body as a whole as opposed to those of any one member
or minority group.
c.Disseminates complete and accurate information equally to all members in a timely
manner.
d.Responds cooperatively to requests and advice.
e.Supports the actions of the elected body, both inside and outside of the organization,
after a decision has been reached.
5.Represent the city on all technical matters with external agencies
a.Actas lobbyist or coordinate with the City's lobbyist with state and federal
legislators.
b.Actas a point of contact with state and federal agencies.
*Public Record to be maintained with Overall Evaluation Worksheet
Last Revised:per Res/Ord/CCRoP/Code
19
City of Seward
c.Representthe city with other municipalities and municipal groups.
d.Whenrequested, coordinate public meetings with outside agencies or groups that
may have an impact on the community.
6.Maintain a positive relationship with the public
a.Be available for public comments, issues or complaints.
b.Coordinate resolution of public issues or concerns.
c.Makes an appropriate effort to maintain citizen satisfaction with services.
d. Is responsive to citizen requests for information in a timely manner.
*Public Record to be maintained with Overall Evaluation Worksheet
Last Revised:per Res/Ord/CCRoP/Code
20
City of Seward
Appendix A-2
City Manager SELF Evaluation
Job Description and Time Requirements
There are many components to the city manager job. For the City of Seward, these primary
areas of responsibility include:
1.Oversee the day-to-day operations of all municipal services
a.Manage workforce, nurture employee relations and mediate personnel issues.
………………… …………………………………………………………….A B C DF N/R
b.Responsible for the management of all finances, budgets and investments of the city.
…… ………………………………………………………………..A B C DF N/R
c.Negotiate and/or review such contracts and leases as the Council may authorize.
… …………………………………………………………………..A B C DF N/R
d.Ensure daily operation of the citydepartments are within the goals set by the Council
and the community. ……………………………………………….A B C DF N/R
e.Ensures the enforcement of city codes and ordinances. ………….A B C DF N/R
f.Functions as the Incident Commander for major emergencies as detailed in the City's
Emergency Operations Plan. ……………………………………...A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.Oversee capital projects
a.Facilitate project development, coordination and prioritization. ...A B C D F N/R
b.Manage third party project managers for large city projects. …….A B C DF N/R
c.Oversee capital projects implementation plans/budgets. ………...A B C DF N/R
d.Monitor project status and report progress of the project and budget levels to the
Council. …………………………………………………………...A B C DF N/R
e.With the Finance Director facilitate issuance of municipal bonds as required.
………… …………………………………………………………..A B C DF N/R
f.Ensures contracts for capital projects are adhered to. …………….A B C D F N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
N/R = not rated
21
Last Revised:
To be destroyed after per Res/Ord/CCRoP/Code
City of Seward
3.Oversee special projects
a.Coordinate work not within the traditional roles of existing departments.
……………………………………………………………………...A B C DF N/R
b.Oversee long term project plans and budgets. …………………...A B C DF N/R
c.Monitor project status, report progress and budget status of the projectto the Council.
…………………………………………………………...A B C DF N/R
d.Ensure contracts for special projects are adhered to. ……………A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4.Maintain a good working relationship with the City Council
a.Nurture rapport that facilitates trust and coordination. …………...A B C DF N/R
b.Carries out directives of the bodyas a whole as opposed to those of any one member
or minority group. ………………………………………………...A B C DF N/R
c.Disseminates complete and accurate information equally to all members in a timely
manner. ……………………………………………………………A B C DF N/R
d.Responds cooperatively to requests and advice. …………………A B C DF N/R
e.Supports the actions of the elected body, both inside and outside of the organization,
after a decision has been reached. ………………………………...A B C DF N/R
omments:
C
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
22 N/R = not rated
Last Revised:
To be destroyed after per Res/Ord/CCRoP/Code
City of Seward
5.Represent the city on all technical matters with external agencies
a.Actas lobbyist or coordinate with the City's lobbyist with state and federal
legislators. ………………………………………………………...A B C DF N/R
b.Act as a point of contact with state and federal agencies. ……….A B C DF N/R
c.Representthe city with other municipalities and municipal groups.
……………………………………………………………………...A B C DF N/R
d.Whenrequested, coordinate public meetings with outside agencies or groups that may
have an impact on the community. ………………………….A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
6.Maintain a positive relationship with the public
a.Be available for public comments, issues or complaints. ………..A B C DF N/R
b.Coordinate resolution of public issues or concerns. ……………..A B C DF N/R
c.Makes an appropriate effort to maintain citizen satisfaction with services.
…… ………………………………………………………………..A B C DF N/R
d.Is responsive to citizen requests for information in a timely manner.
……………………………………………………………………...A B C DF N/R
Comments:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
23
N/R = not rated
Last Revised:
To be destroyed after per Res/Ord/CCRoP/Code
City of Seward
Appendix B
City Manager Evaluation
Qualities/Techniques/Character
I.RELATIONS
A.CouncilRelations:
1)Maintains consistent availabilityto Council………………………………………………...A B C DF N/R
2)Works with Council Members tofacilitate their thoughts and ideas into
cohesivepolicy development……………………………………………………..................A B C DF N/R
3)Possesses the ability to recognize Council direction, despite possible difference
fromownhis/herownadviceorviews,andsuccessfullyhelps
develop and execute their policesor directives……………………………………………...A B C DF N/R
4)Effectively facilities key projects, such as the annual budget and goal-setting
processes……………………………………………………………………..……………….A B C DF N/R
5)EnsuresCouncilMembersarethoroughlyinformedin a timelymannerofkey plans
andactivitiesoftheCityandstaffthroughCityManagerreports,
memoranda, andpersonal briefings…………………………………………………………A B C DF N/R
6)Follows up promptly on Council Requests for informationandaction……………………..A B C DF N/R
7)Ensures that all Council Members received information on anequalbasis…………………A B C DF N/R
8)Agendaitemsandsupportingdocumentsareappropriateandbroughtto
Council in sufficient timefor deliberations…………………………………………………A B C DF N/R
9)Council meeting packets are relatively free of errorsandomissions……………………….A B C DF N/R
Council RelationsComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
B.EmployeeRelations:
1)Effectivelymotivatesandgainsemployees’confidenceandrespectthrough
demonstrated performance anddecision making……………………………………………A B C DF N/R
2)Effectivelymanagespersonneltomaintainhighstaffmoraleandtominimize
the risk of adverse personnel actionsor rulings……………………………………………..A B C DF N/R
3)Mentorsdepartmentheadstoassistinfurtherdevelopingormaintainingtheir
performance standards……………………………………………………………………..A B C DF N/R
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
24
N/R = not rated
City of Seward
Appendix B
City Manager Evaluation
4)Guides staff so they work together as a team towardcommonobjectives………………….A B C DF N/R
5)Delegates responsibilities, and directs work activities of staff sothey
effectively accomplishCity goals…………………………………………………………...AB C DF N/R
6)Effectively cross-communicates between the department headsandCouncil........................A B C DF N/R
7)Generally creates or encourages an atmosphere inwhich employees enjoy
working forthe City…………………………………………………………………………A B C DF N/R
Employee RelationsComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
C.CommunityRelations:
1)Is respected within the City and makes a positive overall impression by conveying
professionalism through respect, courtesy, and sensitivity to the public…………………...A B C DF N/R
2)Thinksandbehavesin a mannerthatreflectsanattitudethattheclient
(Council, Staff, or citizen) perceptions and satisfactionsare key…………………………...A B C DF N/R
3)Represents Council’s positions/policies accurately and effectively to the public…………..A B C DF N/R
4)Providesaneffectivelevelofresponsiveandvitalcustomerservice,including
timely follow through on citizen requests, disputesand complaints…………………...........A B C DF N/R
5)Generated citizen satisfaction with the City’s administrative/service obligations………….A B C DF N/R
CommunityComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
D.Other Governmental Entities and News MediaRelations:
1)Establishes and maintains a liaison with other governmental jurisdictions,
especiallywithregardtothoseareasofservicethatimproveorenhancethe
City’s programs……………………………………………………………………………..A B C DF N/R
2)Maintainseffectivecommunicationswithothergovernmentaljurisdictionswith
which the City is involvedor interfaces…………………………………………………….A B C DF N/R
3)SkillfullyandfavorablyrepresentstheCitytothepress,radioandtelevision.
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
25
N/R = not rated
City of Seward
Appendix B
City Manager Evaluation
Often anticipates sensitive topics that may eventually reach the media and
initiates communication minimize potential negative impact totheCity…………………..A B C DF N/R
Other Governmental Entities/News Media RelationsComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
E.Communication:
1)Skilledatverbalandwrittencommunications—theyarethoughtful,clearand
tothe point…………………………………………………………………………………..A B C DF N/R
2)Skilled at listening and isolating key pointor issues…………………………………………A B C D F N/R
3)Easy totalk to………………………………………………………………………………...A B C DF N/R
4)Shows sensitivity to the concernsof others………………………………………………….A B C DF N/R
CommunicationsComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTION I AVERAGE: TOTAL SCORES DIVIDED BY 28 =
II.ORGANIZATIONALMANAGEMENT
A.General:
1)EnsuresthatstaffprovidestimelyandobjectivepolicyinformationforCouncilto
consider, and manages the staff to implement Council policy decisions……………………......A B C DF N/R
2)Effectivelyplansandorganizesworkresultingeitherfrompoliciesadoptedor
Direction given by the City Council, and ensures it is carried out in a timely manner……...…..A B C DFN/R
3)Oversees on-going programs and services to the City to ensure continued effectiveness,
aswellasensuringimplementationofnewprogramsadoptedthe
City Council……………………………………………………………………………………A B C DF N/R
4)Ensuresorganizedresponsestopublicrequestsandcomplaints,aswellasto
concerns brought to the attention of staff by City Council……………………………………...A B C DF N/R
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
26
N/R = not rated
City of Seward
Appendix B
City Manager Evaluation
GeneralComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
B.Fiscal:
1)Possesses sufficient knowledge offinancial matters……………………………….....................A B C DF N/R
2)ManagesthefinancialresourcesoftheCitytoensuretheCitymaintains a sound
financial condition and receivesclean audits……………………………………………………A B C DF N/R
3)Has a good approach to the budget preparation andreviewprocesses…………………………..A B C DF N/R
4)Effectively aids Council in developing a realistic budget to meetCouncil’sgoals……………...A B C DF N/R
5)Ensures that the budget is submittedon time…………………………………………………….A B C DF N/R
6)Effectiveincontrollingcoststhroughtheeconomicutilizationofmanpower,
materials,and equipment………………………………………………………………………..A B C DF N/R
7)Provides sufficient information on the current financial status ofthe City……………………...A B C DF N/R
8)Communicatesconcernsin a timelymannertotheCouncilregardingissuesthat
may significantly affect the City fiscally in theforeseeable future……………………………..A B C DF N/R
FiscalComments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
C.Personnel
1)Effectively selects andplaces personnel…………………………………………………………A B CD F N/R
2)Assures that every City employee receives a writtenperformance review……………………...A B C DF N/R
3)Evaluates department heads in a consistent andrealistic manner………………………………..A B C DF N/R
4)Appropriately and promptly addresses disciplinary problems; takes action when
warranted……………………………………………………………………………....................A B C DF N/R
PersonnelComments:
_______________________________________________________________________________________
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
27
N/R = not rated
City of Seward
Appendix B
City Manager Evaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
D.Community and EconomicDevelopment:
1)Continuestoimplementimprovementstothedevelopmentprocesstoexpedite
new development………………………………………………………………………………...A B C DF N/R
2)Providesforanactiveliaisonwiththebusinesscommunitytoassistinmaintaining.
current businesses and attractive new, targeted businesses tothe City…………………………..A B C DF N/R
Community and EconomicDevelopment Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
*SECTIONIIAVERAGETOTAL SCORES DIVIDED BY 18 =
III.OVERSIGHT
A.CapitalProjects:
1)Oversees the various capital projects of the City to ensure that they are managed
effectively, accomplished on time and within budget…………………………………………..A B C DF N/R
2)Sets appropriate priorities of project development………………………………………………A B C DF N/R
3)Effectivelycoordinatesprojectdevelopmentandpayssufficientattentiontodetailto
avoiderrors, contract deficits, or cost overruns............................................................................A B C DF N/R
4)Monitors and reports projects’ status to Council in a timely manner…………………………...A B C DF N/R
Capital Projects Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
B.SpecialProjects
1)Appropriately represents the City on Task Forces and Special Committees……………………A B C DF N/R
2)Effectively coordinates work that does not fit into current department roles…………………...A B C DF N/R
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
28
N/R = not rated
City of Seward
Appendix B
City Manager Evaluation
3)Monitors and reports projects’ status to Council in a timely manner…………………………...A B C DF N/R
Special Projects Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
C.LegalMatters
1)Works in concert with the city attorney to efficiently resolve legal matters/litigation………….A B C DF N/R
2)Monitors all City legal matters and timely informs Council regarding said matters……………A B C DF N/R
3)Effectively mediates and resolves problems at the lowest level possible. ……………………..A B C D FN/R
Legal Matters Comments:
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
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D.IncidentCommand
1)Functions as an effective Incident Commander for all City emergencies.....................................A B C DF N/R
2)Communicates well with other agencies during emergencies.......................................................A B C DF N/R
Incident Command Comments:
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*SECTIONIIIAVERAGETOTAL SCORES DIVIDED BY 12 =
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
29
N/R = not rated
City of Seward
Appendix
B
City Manager Evaluation
IV.GENERALQUALITIES
A.MunicipalAffairs:
1)Possesses adequate knowledge of municipal affairs…………………………………………A B C DF N/R
2)High quality analysis normallyaccompaniesrecommendation………………………………A B C DF N/R
3)Carefully considers viable alternatives before making recommendations…………………...A B C DF N/R
4)Readily recognizes potential problems, anticipates needs and plans ahead………………….A B C DF N/R
5)Brings issues to the Council in an appropriate time frame for action………………………..A B C DF N/R
6)Effectively implements Council decisions and followsCouncildirection…………………...A B C DF N/R
Municipal Affairs Comments:
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B.IndividualQualities
1)Creative,anticipativeandinnovativewhendealingwithissues,problemsand
unusual situations while remaining objective, flexibleand receptive……………………….A B C DF N/R
2)Good logic/reason guides decision-making, basedonfairness/impartiality………………….A B C DF N/R
3)Effectivelymediatesandresolvesproblems,evenunderstrainedand
unpleasant conditions………………………………………………………………………..A B C DF N/R
4)Self-confident,accepts criticism……………………………………………………………..AB C DF N/R
5)Universally applies common sense, tact and diplomacy……………………………………..A B C DF N/R
6)Able to cope with stress; maintains self control and composure, even under
pressure.…………………………………………………………………………………….. .A B C DF N/R
7)Displays interest and enthusiasm inperforming duties………………………………………A B C DF N/R
8)Demonstrates integrity, loyalty and honesty……………...………………………………….A B C DF N/R
Individual Qualities Comments:
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Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
30
N/R = not rated
City of Seward
Appendix
B
City Manager Evaluation
_______________________________________________________________________________________
_______________________________________________________________________________________
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*SECTIONIVAVERAGETOTAL SCORES DIVIDED BY 14 =
OVERALL GRADE
COMBINE ALL AVERAGED SCORES ABOVE AND DIVIDE BY 4 =
GeneralComments:
Last Revised:
To be destroyed after __________ per Res/Ord/CCRoP/Code
31
N/R = not rated
City of Seward
City Manager Evaluation Overall Tabulation
Qualities/Techniques/CharacterGrade:
AccomplishmentsGrade:
Overall Evaluation Grade (average of the scores above):
Comments:
DRAFT
Jean Bardarson, MayorJim Hunt, City Manager
DateDate
*Public Record to be maintained with Appendix A-1: Job Description and Time Requirements
32