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HomeMy WebLinkAbout12132021 City Council Laydown - Clerk 2i i2. 13 e.c be 400 ( iøa.$) EVALUATION PROCEDURES FOR • c.,f CITY ATTORNEY,CITY CLERK, AND CITY MANAGER PURPOSE OF EVALUATION The purpose of providing periodic evaluations of the City Attorney, City Clerk, and City Manager is: • To give the employee timely feedback on his/her performance and to identify areas in which he/she is doing well, along with areas in which improvement may be needed. Evaluation should lead to positive action. • To clarify and strengthen communication between the employee and the Council as it relates to their respective expectations for their position. • To serve as a method for gathering data relevant to subsequent personnel decisions. STATEMENT OF CITY COUNCIL'S RESPONSIBILITIES Evaluating the performance of the City Manager, the City Clerk, and the City Attorney is a significant responsibility of the City Council. Conducting an effective evaluation is hard work, but it does not have to be a bad experience. With a clear procedure and open lines of communication, chances are good that the experience will result in a more productive working relationship. FREQUENCY AND TIMING OF EVALUATIONS Evaluation is an ongoing process. To be most beneficial, it is suggested that evaluation sessions be held at least annually. Nothing in these evaluation procedures precludes the Council from exercising its authority to appoint or terminate the services of the City Manager, the City Attorney, 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 Special Performance Evaluation Session: This ad hoc meeting may be scheduled at the will of the Council to provide feedback and address any areas needing improvement. There are no evaluation forms or standard processes defined for this evaluation since it is ad hoc. Annual Evaluation Session: This annual meeting should be scheduled in January, February and March of each year, or as directed by Council. It also marks the beginning of the next evaluation cycle. This evaluation is regularly-scheduled and follows this process: 1. Self-Evaluation: The employee will be invited to complete a self-evaluation using his/her respective blank evaluation form as a guide. He/she may write comments rather than use the rating system if he/she so chooses. It is the responsibility of the employee to complete and distribute hard copies of these self-evaluation reports to the council members no less than two (2)weeks prior to the actual Annual Evaluation Session. 2. Council Evaluation: No less than two (2) weeks prior to the employee's evaluation date, This document is o Public Record. Last Revised July 10,2017 per Resolution 2017-038. • e • EVALUATION PROCEDURES FOR %^�! CITY ATTORNEY,CITY CLERK, r 'I AND CITY MANAGER the City Clerk will provide the necessary blank evaluation forms to the City Council. The tabulation of the council members' scoring and comments will be assigned to two appointed council members; these two people form the tabulation team. Completed evaluation forms should be turned in to the tabulation team no less than three (3) days prior to the Annual Evaluation Session. 3. Evaluation Tabulation: The tabulation team will tally and average the scores, and combine all comments anonymously onto one tabulated evaluation form. This tabulated form should be made available for Council members at the Annual Evaluation Session. 4. Evaluation & Goal Setting In Executive Session: The Annual Evaluation Session will be held in Executive Session and the time scheduled for the Evaluation Session should be sufficient to do the job in a professional manner. "Round Robin" comments by Council members are permitted. It is also during the Annual Evaluation Session that the employee's goals are discussed and agreed upon by all parties. 5. Finalizing Evaluation & Goals With Employee: Within one (1) week of the Annual Evaluation Session, the tabulation team should create a final draft of the employee's tabulated evaluation form that also includes the agreed-upon goals, tabulated score, and comments,and should meet with the employee to review. At this meeting, the tabulation team and the employee will sign the document as an acknowledgement of the understanding. The final step will be for Council to determine any personnel decisions as a result of the evaluation, to conduct an assessment of the evaluation process and suggest amendments to the procedures, if necessary. At the conclusion of the current evaluation, the next evaluation cycle automatically begins. DISPOSITION OF EVALUATION FORMS Certain information concerning the performance of an individual being evaluated under these procedures is not a public record, except as described in this section, and is not subject to disclosure under AS 40.25. Individual Council evaluation forms and the employee's self-evaluation forms are to be destroyed after executive session by the tabulation team. These forms are not considered a public record. Overall tabulation forms and criteria forms are considered a public record, as well as these procedures and shall be maintained in the employee's contract folder. This document is a Public Rterord Last Revised Juh le.:017 per ResolWiorr:n17-13x. CITY MANAGER EVALUATION CRITERIA Responsibilities& Goals Following are the primary responsibilities of the City Manager for the City of Seward: OVERSEES THE DAY-TO-DAY OPERATIONS OF ALL MUNICIPAL SERVICES • Manages workforce and mediates personnel issues. • Manages all finances,budgets and investments of the city. • Negotiates and/or reviews contracts and leases. • Ensures daily operations of city departments are within the goals set by the Council and the community. • Ensures the enforcement of city codes and ordinances. • Functions as the Incident Commander for major emergencies as detailed in the City's Emergency Operations Plan. • Verbal and written communications are thoughtful,clear and to the point. OVERSEES PROJECTS • Facilitates project development, coordination and prioritization. • Oversees all project implementation plans and budgets. • Monitors and reports projects status and budget to Council in a timely manner. • With the Finance Director, facilitates issuance of municipal bonds, as required. • Ensures contracts for projects are adhered to. MAINTAINS A GOOD WORKING RELATIONSHIP WITH CITY COUNCIL • Encourages rapport that facilitates trust and cooperation. • Carries out directives of the body. • Disseminates complete and accurate information equally to all members in a timely manner. • Responds cooperatively to requests and advice. • Supports the actions of the elected body, both inside and outside of the organization, after a decision has been reached. • Works with Council to facilitate and develop their thoughts and ideas into cohesive policy. REPRESENTS THE CITY ON ALL TECHNICAL MATTERS WITH EXTERNAL AGENCIES • Acts as lobbyist, or coordinates with the City's lobbyist, with state and federal legislators. • Acts as a point of contact for state and federal agencies. • Represents the city with other municipalities and municipal groups. • When requested, coordinates public meetings with outside agencies or groups that may have an impact on the community. • Skillfully and favorably represents the City to the press,radio and television. This document is a Public Record. CITY MANAGER EVALUATION CRITERIA 'I Responsibilities& Goals MAINTAINS A POSITIVE RELATIONSHIP WITH THE PUBLIC • Is available for public comments, issues or complaints. • Coordinates resolution of public issues or concerns. • Makes an appropriate effort to maintain citizen satisfaction with services. • Is responsive to citizen requests for information in a timely manner. • Represents Council's positions/policies accurately and effectively to the public. • Acts as an active liaison with the business community to assist in maintaining current businesses, and strives to attract new businesses to the City. FISCAL • Manages the financial resources of the City to ensure the City maintains a sound financial condition. • Has a sound approach to the budget preparation and review processes which aids Council in developing a realistic budget that is submitted on time. • Effective in controlling costs through the economic utilization of manpower, materials, and equipment. • Provides sufficient information on the current financial status ofthe City. • Communicates concerns in a timely manner to the Council regarding issues that may significantly affect the City fiscally in the foreseeable future. Mt document is a Public Record. CITY ATTORNEY EVALUATION CRITERIA Responsibilities& Goals Following are the primary responsibilities of the City Attorney for the City of Seward: ACTS AS CHIEF LEGAL CONSULTANT • Advises City Council, City Manager and City Clerk on all matters of law. • Drafts,or assists in the drafting of,ordinances,resolutions,contracts and agreements to be made or entered into by the City,as needed or required. Approves the form of ordinances. • Represents the City in all action of law,unless otherwise deemed necessary. • Attends meetings as required. • 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. MAINTAINS GOOD RELATIONSHIP WITH CITY COUNCIL • Responsive to direct requests from Council in a timely manner. • Well prepared and knowledgeable about Council agenda items for which an attorney review was requested. • Ensures legal advice is clearly understood. WORKS WELL WITH ADMINISTRATION,STAFF AND COUNCIL • Adept at cost control. • Provides solutions and/or alternatives to legal problems and issues. • Provides training on various matters, such as open meetings act, contracts, ordinance and resolution forms,etc. • Consistent with maintaining the attorney-client privilege. This document is a Public Record. CITY CLERK 9'^; EVALUATION CRITERIA Responsibilities & Goals Following are the primary responsibilities of the City Clerk for the City of Seward: OVERSEES THE DAY-TO-DAY OPERATIONS OF THE CLERK'S OFFICE • Keeps and maintains appropriate files and records of the City. • Keeps informed of matters which may require Council action. • Keep all ordinances,resolutions, agreements and contracts,when appropriate, of the City, and authenticates such records, as necessary. • Manages requests for public information. • Ensures staff members are properly trained in procedures of the office. • Shall attest the signature of the City Manager on all contracts,except as otherwise provided by code, as approved by Council. • Prepares travel documents and arrangements for Council members traveling on City business. MAINTAINS GOOD WORKING RELATIONSHIP WITH CITY COUNCIL • Shall be the clerk of the Council. Shall attend all meetings of the Council (or a representative) and shall keep a record of its proceedings. • Encourages a rapport that facilitates trust and coordination with Council. • Disseminates complete accurate information that involves council action equally to all members in a timely manner. • Coordinates information, concerns, complaints from the public to Council members. • Provides equipment and training, if necessary,to Council members. • Acts as the Public Information Officer during severe emergency operations and is the focal point for Council during emergency events. • Acts as the parliamentary advisor to the Council during Council meetings. • Coordinates and administers city elections, absentee voting, worker training and canvass boards effectively. • Administers all oaths of office and attests to the signature of the Mayor. • Coordinates the public broadcast of Council meetings and maintains the audio record of those meetings. OVERSEES ANNUAL AND SPECIAL PROJECTS BUDGETS • Develops an annual budget for Council review that identifies operational needs. • Prepares a special project plan, implementation and budget for Council approval. • Maintains Council's annual budget. • Advises Council of needs for council chambers to provide adequate area for public meetings. MAINTAINS POSITIVE RELATIONSHIP WITH THE PUBLIC • Is the primary point of contact for public information requests, and is responsible for the timely return of the requests. • Provides information on public meetings and events. • Is courteous and receptive to public concerns and complaints, and documents them for the affected department and Council review. This is a public record.