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HomeMy WebLinkAbout01252021 City Council Work Session - LAYDOWN - Sample of other EvalsLAYDOWN for Jan 25, 2021 WS - Evaluations CITY MANAGER /CVOA City Manager Perf mance Evaluation Ic— City of Evaluation period: Governing Body Member's Name to Each member of the governing body should complete this evaluation form, sign it in the space below, and return it to . The deadline for submitting this performance evaluation is Evaluations will be summarized and included on the agenda for discussion at the work session on Page 1 of 7 Mayor's Signature Date Governing Body Member's Signature Date Submitted INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the governing body to the city manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Mental and physical stamina appropriate for the position Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal 5 = score for this category Page 2 of 7 Initials 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by governing body members and/or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal _ 5 score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY Carries out directives of the body as a whole as opposed to those of any one member or minority group Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions Disseminates complete and accurate information equally to all members in a timely manner Assists by facilitating decision making without usurping authority Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal - 5 = score for this category 4. POLICY EXECUTION Implements governing body actions in accordance with the intent of council Supports the actions of the governing body after a decision has been reached, both inside and outside the organization Understands, supports, and enforces local government's laws, policies, and ordinances Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal Page 3 of 7 Initials 5 = score for this category 5. REPORTING Provides regular information and reports to the governing body concerning matters of importance to the local government, using the city charter as guide Responds in a timely manner to requests from the governing body for special reports Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non -routine and not administrative in nature Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal = 5 = score for this category 6. CITIZEN RELATIONS Responsive to requests from citizens Demonstrates a dedication to service to the community and its citizens Maintains a nonpartisan approach in dealing with the news media Meets with and listens to members of the community to discuss their concerns and strives to understand their interests Gives an appropriate effort to maintain citizen satisfaction with city services Add the values from above and enter the subtotal _ 5 = score for this category Recruits and retains competent personnel for staff positions Applies an appropriate level of supervision to improve any areas of substandard performance Stays accurately informed and appropriately concerned about employee relations Professionally manages the compensation and benefits plan Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal = 5 = score for this category Page 4 of 7 Initials 8. SUPERVISION Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager's office Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback Encourages teamwork, innovation, and effective problem -solving among the staff members Add the values from above and enter the subtotal _ 5 = score for this category 9. FISCAL MANAGEMENT Prepares a balanced budget to provide services at a level directed by council Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal 5 = score for this category Page 5 of 7 Initials 10. COMMUNITY Shares responsibility for addressing the difficult issues facing the city Avoids unnecessary controversy Cooperates with neighboring communities and the county Helps the council address future needs and develop adequate plans to address long term trends Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal 5 = score for this category NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed in terms of the principle results achieved during the rating period? What performance area(s) would you identify as most critical for improvement? Page 6 of 7 Initials What constructive suggestions or assistance can you offer the manager to enhance performance? What other comments do you have for the manager, e.g., priorities, expectations, goals or objectives for the new rating period? Page 7 of 7 Initials CITY ATTORNEY S"�&Vvf City of Chico #Y0fCHJC0 of _ Ci ty . _ Evaluation For each statement, please indicate a number from t - 5 rating your assessment of the level of effectiveness with which the City Attorney is presently carrying out that activity. Ratings are: 5 = Outstanding 4 = Above average in meeting expectations 3 = Meets expectations 2 = Improvement needed 1 = Unsatisfactory Please note: Raters are encouraged to write comments in order to clarify or enlarge upon their evaluation. COUNCILJCIT Y ATTORNEY RELATIONS Carries out directives of the Council as a whole rather than those of any one Council member Assists the Council in resolving problems at the administrative level to avoid unnecessary Council action. Keeps the Council appropriately informed of the City's legal affairs, including present and potential litigation. Provides the Council with practical legal advice, keeping in mind alternatives and options for implementing Council policy objectives, rather than focusing on legal impediments to any single Council suggestion for implementing policy, is flexible, creative, and open-minded. Recognizes and respects the Council's role in developing City policy; does not allow personal outlook or views concerning policy to interfere with or color Council policy. Is receptive to constructive criticism and advice COMMUNITY RELATIONS Accommodates complaintslrequests for information from citizens, while recognizing role as attorney for the City as an entity. Maintains a good working relationship with all news media. Willing to meet with members of the community on legal matters to discuss concerns. Cooperates and works effectively with neighboring communities and other governmental units. STAFFIPERSONNEL RELATIONS Is accessible to, and works effectively with department managers and staff in providing practical, timely legal advice. Is Flexible and open-minded in assisting staff to find solutions to staff problems rather than focusing on legal impediments to any single proposal. Provides legal advice in decisive, understandable written opinions, where possible. Provides legal advice to all departments equally; does not favor or provide undo attention to any single department. Attempts to work with departments with real or potential competing interests in order to assist in resolving conflicts and establishing a uniform City interest or position, PROFESSIONAL COMPETENCE AND CHARACTERISTICS Has sound understanding of substantive areas of law and legal procedures, especially in areas of municipal and governmental affairs. Keeps abreast of changes in law through continuing education programs and professional organizations, Uses the law creatively and effectively to advance Council -established policy and avoid liability to the City. Seeks to minimize and avoid legal costs and judgements through representation of the City. Effectively and actively supervises the Assistant City Attorneys, as well as retained outside counsel, to minimize City costs and exposure to liability. Provides frank, practical. timely, substantively correct advice to City Council and departments concerning City policies, programs, lawsuits, and liability. Provides prophylactic and strategic advice in advance to allow City to shape and plan conduct to comply with applicable laws and to avoid liability, When providing advice to the City Council and others in a public setting, does so in a manner which is sensitive to the competing needs of providing meaningful, useful advice without embarrassing the City or Council, or otherwise exposing them to liability. PERSONAL CHARACTERISTICS Accepts responsibility; admits and works to correct errors. Devotes time and energy effectively to do the job. Is creative, innovative, a "can -do" person. Works effectively with individuals and groups. Is humanistic and warm, yet decisive and professional. Has appropriate sense of humor. Functions effectively under pressure. Is honest, candid, and ethical. Appreciated aspects of the City Attorney: Aspects of the City Attorney's performance that could be improved: Other comments: CITY CLERK 7CitYCIerk-P-e)rfomance Evaluation City of Austin Evaluation period: to Council Member's Name Each Council Member should complete this evaluation form, sign it in the space below, and return it to the Director of the Human Resources Department. The deadline for submitting this performance evaluation is five business days prior to the City Clerk's posted evaluation. Evaluations will be summarized by Human Resources staff and provided to the Mayor and Council Members for discussion during Executive Session on Council Member's Signature Date Submitted Page 1 of 6 INSTRUCTIONS This evaluation form includes two parts: A quantitative score sheet, covering multiple categories of performance criteria; and a narrative comments section. A summary of the score sheet results and all narrative comments will be distributed to all Council Members in executive session, and will be used as a basis for Council discussion of the City Clerk's performance. Score sheet. Each of the categories contains multiple statements that describe a behavior standard in that category. For each statement, rate the City Clerk's performance along the following scale. 5 = excellent (almost always exceeds the performance standard) 4 = above average (generally exceeds the performance standard) 3 = average (generally meets the performance standard) 2 = below average (usually does not meet the performance standard) = poor (rarely meets the performance standard) If you do not have enough information to rate the City Clerk on a particular characteristic, leave it blank. Blanks will not be included in the numerical scoring, but the number of blanks for that characteristic will be recorded. Narrative comments. At the end of the form you will have an opportunity to respond to specific questions, and to provide any other comments you believe appropriate and pertinent to the City Clerk's evaluation. Please write legibly or attach a printed Word document. Please leave all pages of this evaluation form attached. Initial each page, including any printed sheets you attached. Sign and date the cover page. All evaluations submitted prior to the deadline will be included in the summary prepared for Council discussion. 1:9201.:11IVAi►-1 11,1414141_111:09]X&1401:0>Iki10 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Exhibits composure and attitude appropriate for the position Page 2 of 6 Initials 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by governing body members and/or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner 3. CITY CLERK FUNCTIONS Supports the actions of the governing body after a decision has been reached, both inside and outside the organization Helps the Council address future needs and develop adequate plans to address longterm trends Attends all regular and special meetings of City Council and successfully provides accurate official minutes of the proceedings. Manages municipal elections, and exhibits knowledge of principles and practices of municipal code and pertinent election law. Ability to meet and serve the public with tact and creditability. 4. REPORTING & RECORDS Provides regular information and reports to the governing body concerning matters of importance to the local government, using the City Charter as a guide Responds in a timely manner to requests from the governing body for special reports Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non -routine and not administrative in nature Effectively manages records and indexing of records for public use. Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Page 3 of 6 Initials 5. FISCAL MANAGEMENT Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the department 6. STAFFING & SUPERVISION Manages staff effectively Encourages teamwork, innovation, and effective problem -solving among staff members Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the staff level Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback Promotes training and development opportunities at all levels of the organization NARRATIVE EVALUATION What would you identify as the City Clerk's strengths, expressed in terms of the principal results achieved during the rating period? Page 4 of 6 Initials What performance areas would you identify as most critical for improvement? What suggestions or assistance can you offer the City Clerk to improve performance? Page 5 of 6 Initials What other comments do you have for the City Clerk (for example, about priorities, expectations, goals, or specific objectives for the next year)? Page 6 of 6 Initials KENAI, ALASKA U Performance Evaluation Employee Name: _Jamie Heinz Position: _City Clerk Review Period: January 1- December 31, 2019 1) Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and walks the walk. Sets goals for self and/or team and addresses obstacles to deliver results. Owns the outcome. Does Not Meet Expectations Meets Expectations Exceeds Expectations ❑1 ❑ ❑ 2) Builds Value: Understands and gives priority to satisfying the needs of internal and external customers of the City of Kenai and the City Council. Prioritizes work that delivers value. Manages costs and budget effectively. Does Not Meet xpectations Meets❑ Expectations Exceeds Expectations 3) Communicates Effectively: Demonstrates skill in communicating effectively and engages others in effective communication. Responds timely and with urgency to concerns. Solicits and accepts feedback at all levels. Speaks candidly and honestly. Listens to understand. Does Not Meet Expectations Meets Expectations Exceeds Expectations ❑ ❑ ❑ City of Kenai Evaluation Template 2019 4) Acts with Integrity: Leads by example. Follows the City Code. Sets expectations and holds self and others accountable. Does Not Meet❑ Expectations Meets Expectations Exceeds Expectations 5) Develops Team/Inspires Others: Actively participates in team and individual development. Supports the goals of the City of Kenai and the City Council through a collaborative approach. Addresses issues that arise promptly and thoughtfully. Does Not Meet Expectations ❑ Meets Expectations ElILJ Exceeds Expectations Overall 2019 Rating and Comments Does Not Meet Meets Some Meets Meets and Exceeds Exceeds Expectations Expectations Expectations Expectations Expectations ❑ ❑ ❑ ❑ ❑ Employee - Jamie Heinz (Signature) Date City Mayor, Brian Gabriel Date City Vice -Mayor, Bob Molloy Date City Council Member, Jim Glendening Date City Council Member, Henry Knackstedt Date City of Kenai Evaluation Template 2019 City Council Member, Tim Navarre Date City Council Member, Robert Peterkin Date City Council Member, Glenese Pettey Date tea. law aeasKu V CITY of KENAI EVALUATION QUESTIONNAIRE - Form 1 Council Member Feedback Name: _Jamie Heinz Position: __City Cl Period of Evaluation: Calendar year 2019 Date Completed: Council Member (Name): SECTION 1. Date of Office (began): Directions: Mark the response that best reflects your personal observation with regard to each of the following. Note: 1 = Does Not Meet Expectations, 2 = Meets Some Expectations, 3 = Meets Expectations, 4 = Meets and Exceeds Expectations, 5 = Exceeds Expectations, and N/A = No opinion/not observed. Room for additional comments is provided (optional). Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and "walks the walk" Sets goalsforself and team and addresses obstacles to deliver results. Owns the outcome. Prepares carefully for Council meetings 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Provides ample information to enable Council to make decisions 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Is responsive to concerns of Council Members 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Advises the Council on need for new and/or revised policies and procedures 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Anticipates problems and is effective in preventive actions 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Develops and implements plans to meet department objectives and organizes available resources to achieve those 1 ❑ 2 E❑ 3 ❑ 4 ❑ 5 I❑ NA❑ objectives Takes the initiative to establish new programs or procedures (improve processes) without prompting from this body 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Comments regarding Delivers Results (optional): Builds Value: Understands and gives priority to satisfying the needs of internal and external customers of the City of Kenai and Council. Prioritizes work that delivers value. Manages costs, schedules and budget effectively. Prepares departmental budgets for area of responsibility and effectively explains and defends budgets to Council 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Maintains good relations with peers and local government leaders 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Analyzes and prepares meaningful reports for Council review 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Comments regarding Builds Value (optional): Communicates Effectively: Demonstrates skill in communicating effectively and engages others in effective communication. Responds timely and with urgency to concerns. Solicits and accepts feedback at all levels. Speaks candidly and honestly. Listens to understand. Answers Council Members' questions promptly 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Handles media relations skillfully 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Follows up promptly on requests from Council 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Keeps Council fully informed about City of Kenai operations 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Deals tactfully, courteously and efficiently with the public 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Expresses ideas effectively, both orally and in writing 1 ❑ 2 ❑ 3 [71 4 ❑ 5 ❑ NA❑ Comments regarding Communicates Effectively (optional): Acts with Integrity: Leads by example. Follows the City Code. Sets expectations and holds self and others accountable. Implements and supports City of Kenai policies fully 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Is knowledgeable and up-to-date in legislative process and municipal law, trends and developments 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Is respected by colleagues 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Judgments, actions and decisions are sound and ethical 1 I❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Comments regardingActs With Integrity (optional): Develops Team/Inspires Others: Actively participates in team and individual development. Supports the goals of the City of Kenai and the Council through a collaborative approach. Addresses issues promptly and thoughtfully. Delegates responsibility and authority to staff 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Is adept in personnel management 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Conducts employee relations skillfully 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ Engages in activities to promote own professional growth and 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 ❑ NA❑ development Comments regarding Develops Team/Inspires Others (optional): SECTION 2. Additional comments regarding overall performance during 2019: Signature of Evaluator: Return or mail this form so that it is received by the Mayor on or before: KPB Performance Evaluation Employee Name: Johni Blankenship Position: Borough Clerk Review Period: January 1- December 31, 2020 1) Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and walks the walk. Sets goals for self and/or team and addresses obstacles to deliver results. Owns the outcome. Does Not Meet Expectations Meet Expectations Exceeds Expectations 2) Builds Value: Understands and gives priority to satisfying the needs of internal and external customers of the Borough and the Assembly. Prioritizes work that delivers value. Manages costs and budget effectively. Does Not Meet Expectations Meets Expectations -T Exceeds Expectations ❑ ❑ ❑ 3) Communicates Effectively: Demonstrates skill in communicating effectively and engages others in effective communication. Responds timely and with urgency to concerns. Solicits and accepts feedback at all levels. Speaks candidly and honestly. Listens to understand Does Not Meet Expectations Meets Expectations Exceeds Expectations KPB Evaluation Template 2016 4) Acts with Integrity: Leads by example. Follows the Borough Code. Sets expectations and holds self and others accountable. Does Not Meet Expectations Meets Expectations Exceeds Expectations ❑ ❑ ❑ 5) Develops Team/Inspires Others: Actively participates in team and individual development. Supports the goals of the Borough and the Assembly through a collaborative approach. Addresses issues that arise promptly and thoughtfully. Does Not Meet❑ Expectations Meets❑ Expectations Exceeds Expectations Overall 201.9Rating and Comments Does Not Meet Meets Some Meets Meets and Exceeds Exceeds Expectations Expectations Expectations Expectations Expectations ❑ ❑ ❑ ❑ ❑ Kelly Cooper, Assembly President (Signature) Date Johni Blankenship, Borough Clerk (Signature) Date KENAI PENINSULA BOROUGH, ALASKA BOROUGH CLERK EVALUATION QUESTIONNAIRE Assembly Member Feedback Name of Borough Clerk Johni Blankenshi Date February 2, 2021 Period of Evaluation 2020 Assembly Member Name Date of Office SECTION 1. Directions: Mark the response that best reflects your personal observation with regard to each of the following. Note: 5 = Exceeds Expectations, d = Meets and Exceeds Expectations, 3 = Meets Expectations, 2 = Meets Some Expectations, I = Does Not Meet Expectations, and N/A = No opinion/not observed. You will have an opportunity to make specific comments regarding performance in Section 2. Delivers Results: Demonstrates the drive to do things better. Shows strong initiative and "walks the walk". Sets goals for self and team and addresses obstacles to deliver results. Owns the outcome. Prepares carefully for Assembly meetings 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[-] Provides ample information to enable Assembly to make 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ decisions Is responsive to concerns of Assembly Members 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Advises the Assembly on need for new and/or revised policies 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ and procedures Anticipates problems and is effective in preventive actions 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Develops and implements plans to meet department objectives 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ and organizes available resources to achieve those objectives Takes the initiative to establish new programs or procedures 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ without prompting Builds Value: Understands and gives priority to satisfying the needs of internal and external customers of the Borough and Assembly. Prioritizes work that delivers value. Manages costs, schedules and budget effectively. Prepares departmental budgets (Assembly, Clerk's Office, Elections and Records) and effectively explains and defends 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[] budgets to Assembly Maintains good relations with local governmcnt leaders 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA Analyzes and prepares meaningful reports for Assembly review 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA❑ Communicates Effectively: Demonstrates skill in communicating effectively and engages others in effective communication. Responds timely and with urgency to concerns. Solicits and accepts feedback at all levels. Speaks candidly and honestly. Listens to understand. Answers Assembly Members' questions promptly 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA[:] Handles media relations skillfully 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA❑ Follows up promptly on requests from Assembly 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[:] Keeps Assembly fully informed about Borough operations 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[:] Deals tactfully, courteously and efficiently with the public 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[:] Expresses ideas effectively, both orally and in writing 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Acts with Integrity: Leads by example. Follows the Borough Code. Sets expectations and holds se f and others accountable. Implements and supports borough policies fully 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA[:] Is knowledgeable and up-to-date in legislative process municipal law, trends and developments and 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA❑ Is respected by colleagues 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Judgments, actions and decisions are sound and ethical 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA[:] Develops Team/Inspires Others: Actively participates in team and individual development. Supports the goals of the Borough and the Assembly through a collaborative approach. Addresses issues promptly and thoughtfully. Delegates responsibility and authority to staff 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Is adept in personnel management 5 ❑ 4 ❑ 3 ❑ 2 ❑ I ❑ NA❑ Conducts employee relations skillfully 5 ❑ 4 ❑ 3 ❑ 2 ❑ 1 ❑ NA❑ Engages in activities to promote own professional growth and 5 ❑ 4 [:13 ❑ 2 ❑ 1 El NA[:] SECTION 2. Additional comments regarding the Clerk's performance: Signature of Evaluator: Return or mail this form so that it is received by the Assembly President on or before: March 13, 2020. TO: Mayor Whitney and Members of Soldotna City Council FROM: Lisa Parker, Vice Mayor DATE: January 18, 2021 SUBJECT: City Manager and City Clerk Annual Evaluations Attached are the annual evaluation forms for both the City Manager and City Clerk. Please complete both forms and return to me no later than Friday. February 12, 2021. Use one of the options below to return both completed forms: • By Mail Return — Affix the enclosed postage label to the return envelope, place both completed forms in the envelope and send through the US Postal system. • Drop off at City Hall — Affix the enclosed confidential label to the return envelope, place both completed forms and the postage label inside of the return envelope and drop the sealed envelope off at the City Hall front desk. Note: The completed forms must be sealed in the return envelope and labeled confidential. • Scan and Email — You may scan both completed forms and email them directly to me at (parker@soldotna.org. Complete forms must be return by Friday, February 12, 2021. Should you have any questions please do not hesitate to contact me by email (Iparker@soldotna.org) or phone (907.398.1883). Thank you. Take care — stay healthy. CITY OF SOLDOTNA, ALASKA CITY CLERK EVALUATION QUESTIONNAIRE Name of City Clerk: Evaluation Period: Council Members Name: Date: 1 = Unsatisfactory Performance: Does not meet expectations 4 = Outstanding Performance: Meets & exceeds expectations 2 = Marginal Performance: Meets some expectations 3 = Expected Performance: Meets expectations 5 = Exceptional Performance: Exceeds expectations 0 = Unsure: If you have not observed and/or unable to answer Note: Comments are optional. Communication 1. Demonstrates competence in oral and written expression; expresses ideas clearly and concisely; actively listens and comprehends ideas expressed by others; and has the ability to understand and explain difficult complex subjects. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) 2. Demonstrates the ability to present effective, quality presentations in public settings appealing to a variety of audiences. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5)1 Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 3. Consistently evaluates and enhances methods to provide information to the widest audience possible through the efficient use of resources and technology. Exceptional I Outstanding Expected I Marginal Unsatisfactory INot observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) Performance (1) 1 unable to answer (0) City Clerk Evaluation Form Page 1 of 5 4. Presents a positive professional image to the public as an official of the City; demonstrates through citizen contact, politeness and service -oriented attitude. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) Elected Body Relations 5. Provides clear and concise explanations to the elected body during meetings of the elected body. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) 6. Is responsive to the elected body when needed. Keeps the body informed by providing adequate, factual and timely information concerning matters of importance; and responds well to requests and advice. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5)1 Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) Financial Management 7. Prepares and manages the budget for the Office of the City Clerk and the Mayor & Council; effectively explains the budget to the City Manager for presentation to the City Council. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) City Clerk Evaluation Form Page 2 of 5 8. Demonstrates fiscal responsibility and efficient utilization of resources by planning and controlling expenditures and materials. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) Leadership and Policy Execution 9. Uses sound judgment in decision making; seeks out all relevant and necessary data and makes decisions in a timely manner. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) 10. Supports and administers the actions and policies of the elected body in accordance with the intent of the elected body. Exceptional I Outstanding Expected I Marginal Unsatisfactory INot observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) Performance (1) 1 unable to answer (0) 11. Stays current, knowledgeable, effective and efficient with the use of the authority granted by Alaska Law, City Charter and Code. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) City Clerk Evaluation Form Page 3 of 5 12. Keeps a positive opinion toward the City, is a team player, and works well with co-workers. Demonstrates sensitivity and awareness in relating to staff, securing trust and respect; developing teamwork; and providing staff with specific feedback and coaching to improve performances. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) Management and Administration 13. Exhibits a short-term and long-term forward thinking approach to the directives of the Office of the City Clerk, is receptive to new ideas, suggestions and approaches to making the Office of the City Clerk a better place. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5)1 Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 14. Demonstrates knowledge within their field, carries out daily responsibilities and effectively adjusts to changed conditions, peak workloads or new procedures. Seeks ways to continue education and remain current and advanced in their field. Exceptional I Outstanding Expected I Marginal Unsatisfactory INot observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) Performance (1) 1 unable to answer (0) Professional Characteristics 15. Considers the following values important to the workplace: truthfulness, respect, civility for others, attendance, reliability, confidentially and accountability for own actions. Shows loyalty to the City. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) City Clerk Evaluation Form Page 4 of 5 16. Is effective at problem solving; able to visualize and articulate the implications of various alternatives; able to reach quality decisions in a timely fashion; exercises good judgment when making decisions in in their general conduct. Exceptional I Outstanding Expected I Marginal Unsatisfactory INot observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) Performance (1) 1 unable to answer (0) 17. Takes rational, impersonal and unbiased viewpoints based on facts and qualified opinion; able to put aside personal interests while considering the City's best interests. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) 18. Is energetic, willing to spend the time necessary to do a good job; maintains good initiative; is self -driven, is self- assured of their abilities; takes accountability for their own mistakes; and takes constructive criticism. Exceptional I Outstanding Expected I Marginal Unsatisfactory I Not observed, Performance (5)1 Performance (4) Performance (3) 1 Performance (2) Performance (1) 1 unable to answer (0) City Clerk Evaluation Form Page 5 of 5 CITY OF SOLDOTNA, ALASKA CITY MANAGER EVALUATION QUESTIONNAIRE Name of City Manager: Evaluation Period: Council Members Name: Date: 1 = Unsatisfactory Performance: Does not meet expectations 4 = Outstanding Performance: Meets & exceeds expectations 2 = Marginal Performance: Meets some expectations 3 = Expected Performance: Meets expectations 5 = Exceptional Performance: Exceeds expectations 0 = Unsure: If you have not observed and/or unable to answer Note: Comments are optional. Communication 1. Demonstrates competence in oral and written expression; expresses ideas clearly and concisely; actively listens and comprehends ideas expressed by others; and has the ability to understand and explain difficult complex subjects. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 2. Demonstrates the ability to present effective, quality presentations in public settings appealing to a variety of audiences. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) Community and Intergovernmental Relations 3. Cooperates and works well with neighboring communities, other government units and the media; including, however, not limited to: neighboring cities, borough, state and federal government; print and broadcast media representatives. Represents the City and community interest through regular participation in local, regional and state groups. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) City Manager Evaluation Form Page 1 of 6 4. Is approachable, accessible, available and responsive to the community and displays diplomacy and tact when responding to others. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 5. Presents a positive professional image to the public as an official of the City; demonstrates through citizen contact, politeness and service -oriented attitude. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) Elected Body Relations 6. Provides clear and concise explanations to the elected body during meetings of the elected body. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 7. Is responsive to the elected body when needed. Keeps the body informed by providing adequate, factual and timely information concerning matters of importance; and responds well to requests and advice. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) City Manager Evaluation Form Page 2 of 6 Financial Management 8. Directs and manages the preparation of the budget; ensures it is presented in a readable and easy to understand format; and effectively explains the budget to Council. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 77 optionalComments are 9. Demonstrates fiscal responsibility and efficient utilization of resources by planning and controlling expenditures and materials, emphasizing effective utilization and savings making the best possible use of available resources; manages and evaluates programs and services for cost reduction, revenue enhancement, incorporation of supplemental resources and makes adjustments as needed. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) Leadership and Policy Execution 10. Uses sound judgment in decision making; seeks out all relevant and necessary data and makes decisions in a timely manner. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 11. Delegates authority, granting proper authority at the proper times; exhibits sound judgment in evaluating when delegation is appropriate. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) City Manager Evaluation Form Page 3 of 6 12. Supports and administers the actions and policies of the elected body in accordance with the intent of the elected body. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 13. Stays current, knowledgeable, effective and efficient with the use of the authority granted by Alaska Law, City Charter and Code; and is respectful of the delegation of powers described to their position. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 14. Keeps a positive opinion toward the City, is a team player, and works well with co-workers. Demonstrates sensitivity and awareness in relating to staff, securing trust and respect; developing teamwork; and providing staff with specific feedback and coaching to improve performances. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) Management and Administration 15. Exhibits a short-term and long-term forward thinking approach to the State of the City; is receptive to new ideas, suggestions and approaches to make the City a better place. Exceptional Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) City Manager Evaluation Form Page 4 of 6 16. Successful at recruiting and retaining competent personnel for the city; ensures the fair and equitable treatment of all employees; motivates employees and effectively utilizes resources to fulfill the mission of the City. Exceptional I Outstanding Expected Marginal I Unsatisfactory I Not observed, Performance (5) 1 Performance (4) Performance (3) Performance (2) 1 Performance (1) 1 unable to answer (0) 17. Demonstrates knowledge and continued growth within their field, carries out daily responsibilities and effectively adjusts to changed conditions, peak workloads or new procedures. Consistently performs. Exceptional I Outstanding Expected Marginal I Unsatisfactory I Not observed, Performance (5) 1 Performance (4) Performance (3) Performance (2) 1 Performance (1) 1 unable to answer (0) Professional Characteristics 18. Is effective at problem solving; able to visualize and articulate the implications of various alternatives; able to reach quality decisions in a timely fashion; exercises good judgment when making decisions in in their general conduct. Exceptional I Outstanding Expected Marginal Unsatisfactory Not observed, Performance (5) 1 Performance (4) Performance (3) Performance (2) Performance (1) unable to answer (0) 19. Is honest and forthright in their professional capacity; takes rational, impersonal and unbiased viewpoints based on facts and qualified opinion; able to put aside personal interests while considering the City's best interests. Exceptional I Outstanding Expected Marginal I Unsatisfactory I Not observed, Performance (5) 1 Performance (4) Performance (3) Performance (2) 1 Performance (1) 1 unable to answer (0) City Manager Evaluation Form Page 5 of 6 20. Is energetic, willing to spend the time necessary to do a good job; maintains good initiative; is self -driven, is self- assured of their abilities; takes accountability for their own mistakes; and takes constructive criticism. Exceptional I Outstanding Expected I Marginal I Unsatisfactory I Not observed, Performance (5) 1 Performance (4) Performance (3) 1 Performance (2) 1 Performance (1) 1 unable to answer (0) City Manager Evaluation Form Page 6 of 6