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HomeMy WebLinkAbout01252021 City Council Work Session Packet - EvaluationsSeward City Council Work Session Packet Topic: Review and Discuss the Evaluation Forms and Process for the City Manager, City Clerk, And City Attorney Virtual Meeting January 25, 2021 City Council Chambers Beginning at 5:30 p.m. Instructions For CITIZEN INVOLVEMENT DURING CITY COUNCIL Virtual WORK SESSIONS Due to COVID-19, alternate methods for citizen involvement during City Council work sessions have been created to allow public interaction while keeping everyone safe and healthy. Although there is no in person public attendance allowed, council wants to encourage citizen participation. If you wish to participate in a work session, please follow these simple steps: STEP 1: Sign up on the city clerk's contact list. Send an email to clerk2cityofseward.net and request to be included on the contact list AND provide your phone number. Sign up by 5:00 p.m. on the day of the work session. You'll receive a confirmation email from the city clerk that you're on the list; if you don't receive the confirmation, please call 224-4045 to confirm. STEP 2: Keep your phone handy throughout the work session. When answering your phone, please mute any background noise so you can be heard by council clearly. How it will work: During regular intervals throughout the work session, the proceedings will be halted and the city clerk will call citizens who have signed up. After all citizens have been contacted, council will continue the work session. Citizens sign up one time per work session, and will be contacted at every interval during the work session. Each time you are called, the city clerk will ask if you wish to be contacted at the next interval during that work session. How to watch or listen to a work session: 1. Watch Live Streaming on the city's YouTube page. Log onto YouTube and type "City of Seward Alaska" into the search bar or go to: 2. hltps://www.youtube.com/channel/UCWzsXcDwdyklHKGgvYS_UNQ 3. Listen on the radio. Tune to KIBH-FM 91.7 4. Watch on television. Tune into GCI Cable Channel 9. Note: GCI has recently been experiencing technical difficulties with the sound; they are working diligently to fix the problem. Attending via ZOOM Enter the following information in the Zoom app or on Zoom.com: Zoom App or www.zoom.us Webinar ID: 920 8763 1127 Passcode: 563065 or Telephone: US: +1 346 248 7799 or 833 548 0276 (Toll Free) CITY COUNCIL WORK SESSION Monday, January 25, 2021 at 5:30 p.m. TOPIC: Review and Discuss the Evaluation Forms and Process for the City Manager, City Clerk, And City Attorney Background & Overview — Clerk's Memo ......................................... Pg. 2 Evaluation Procedures................................................................. Pg. 4 City Manager CMCriteria...................................................................... Pg. 7 CM Self-Evaluation............................................................ Pg. 9 CM Council Evaluation...................................................... Pg. 15 CM Overall Tabulation....................................................... Pg. 21 City Clerk CCCriteria..................................................................... Pg. 24 CC Self-Evaluation............................................................ Pg. 26 CC Council Evaluation....................................................... Pg. 31 CC Overall Tabulation....................................................... Pg. 36 City Attorney CACriteria..................................................................... Pg. 39 CA Self-Evaluation.......................................................... Pg. 40 CA Council Evaluation...................................................... Pg. 44 CA Overall Tabulation...................................................... Pg. 48 Back Up - Resolution 2017-038.................................................... Pg. 50 1 Date: From: RE: HISTORY Memorandum January 25, 2021 Brenda Ballou, City Clerk Work Session: Review and Discuss the Evaluation Forms and Process for the City Manager, City Clerk, And City Attorney On January 10 & 31 and April 10, 2017, council conducted three work sessions to review and update the evaluation documents and procedures for the city manager, city clerk, and city attorney. Draft forms were compiled by Council Members Casagranda, Squires, and McClure; information was collected from several Alaskan communities, including Valdez and Cordova, among others. On July 10, 2017, council approved Resolution 2017-038 which included: • Purpose of evaluation • Statement of city council's responsibilities • Frequency and timing of evaluations • Overview of steps involved in evaluation process • Disposition of evaluation forms • Forms used for evaluations EVALUATION PROCESS The same four (4) forms are used for each evaluation; the difference between them is that each position has their own job responsibilities and goals, so the content within the forms changes from position to position. The four forms are (in order of use): 1. Criteria 2. Self -Evaluation 3. Council Evaluation 4. Overall Tabulations (includes new goals for coming year) The Criteria and Overall Tabulations are considered public information. The evaluation forms are not public and are destroyed immediately after the completion of the evaluation. The Criteria form is pre -loaded with the published job duties and responsibilities for each position. That same information is then carried forward into the evaluation forms so that each criterion receives its own score on a scale of 1 to 5, with 5 being the highest rating. There is a `a provision for N/R which means the item has not been rated and is not included in the scoring (the use of N/R is usually accompanied by an explanation for why the item was not rated). NEXT STEPS Council should review the forms and procedures and determine what changes they wish to make, and direct the city clerk to bring forward a resolution to update the City Council Rules of Procedures, Rule 16. 3 EVALUATION PROCEDURES FOR CITY ATTORNEY, CITY CLERK, 16 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. This document is a Public Record. Last Revised July 10, 2017 per Resolution 2017-038. 4 EVALUATION PROCEDURES FOR CITY ATTORNEY, CITY CLERK, 16 AND CITY MANAGER 2. Council Evaluation: No less than two (2) weeks prior to the employee's evaluation date, 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 Record. Last Revised July 10, 201 7per Resolution 2017-038. 5 CITY MANAGER CITY MANAGER EVALUATION CRITERIA 16 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. 7 CITY MANAGER EVALUATION CRITERIA 16 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 of the City. • Communicates concerns in a timely manner to the Council regarding issues that may significantly affect the City fiscally in the foreseeable future. Following are the goals of the City Manager as set by the City Council at the City Manager's previous evaluation: GOAL 1 GOAL 2 GOAL 3 {City Clerk will insert goals established from the previous evaluation here} This document is a Public Record. 8 CITY MANAGER SELF -EVALUATION FORM 16 Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) OVERSEES THE DAY-TO-DAY OPERATIONS OF ALL MUNICIPAL SERVICES Manages workforce and mediates personnel issues. 1 2 3 4 5 N/R Manages all finances, budgets and investments of the city. 1 2 3 4 5 N/R Negotiates and/or reviews contracts and leases. 1 2 3 4 5 N/R Ensures daily operations of city departments are within the goals set by the Council and 1 2 3 4 5 N/R the community. Ensures the enforcement of city codes and ordinances. 1 2 3 4 5 N/R Functions as the Incident Commander for major emergencies as detailed in the City's 1 2 3 4 5 N/R Emergency Operations Plan. Verbal and written communications are thoughtful, clear and to the point. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. 9 CITY MANAGER SELF -EVALUATION FORM 16 OVERSEES PROJECTS Facilitates project development, coordination and pnionitization. 1 2 3 4 5 N/R Oversees all project implementation plans and budgets. 1 2 3 4 5 N/R Monitors and reports projects status and budget to Council in a timely manner. 1 2 3 4 5 N/R With the Finance Director, facilitates issuance of municipal bonds, as required. 1 2 3 4 5 N/R Ensures contracts for projects are adhered to. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: MAINTAINS A GOOD WORKING RELATIONSHIP WITH CITY COUNCIL Encourages rapport that facilitates trust and cooperation. 1 2 3 4 5 N/R Carries out directives of the body. 1 2 3 4 5 N/R Disseminates complete and accurate information equally to all members in a timely 1 2 3 4 5 N/R manner. Responds cooperatively to requests and advice. 1 2 3 4 5 N/R Supports the actions of the elected body, both inside and outside of the organization, 1 2 3 4 5 N/R after a decision has been reached. Works with Council to facilitate and develop their thoughts and ideas into cohesive 1 2 3 4 5 N/R policy. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. 10 CITY MANAGER SELF -EVALUATION FORM 16 REPRESENTS THE CITY ON ALL TECHNICAL MATTERS WITH EXTERNAL AGENCIES Acts as lobbyist, or coordinates with the City's lobbyist, with state and federal 1 2 3 4 5 N/R legislators. Acts as a point of contact for state and federal agencies. 1 2 3 4 5 N/R Represents the city with other municipalities and municipal groups. 1 2 3 4 5 N/R When requested, coordinates public meetings with outside agencies or groups that may 1 2 3 4 5 N/R have an impact on the community. Average Score: Do not count N/R in the average score. Comments: MAINTAINS A POSITIVE RELATIONSHIP WITH THE PUBLIC Is available for public comments, issues or complaints. 1 2 3 4 5 N/R Coordinates resolution of public issues or concerns. 1 2 3 4 5 N/R Makes an appropriate effort to maintain citizen satisfaction with services. 1 2 3 4 5 N/R Is responsive to citizen requests for information in a timely manner. 1 2 3 4 5 N/R Represents Council's positions/policies accurately and effectively to the public. 1 2 3 4 5 N/R Acts as an active liaison with the business community to assist in maintaining 1 2 3 4 5 N/R current businesses, and strives to attract new businesses tothe City. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 11 CITY MANAGER SELF -EVALUATION FORM 16 FISCAL Manages the financial resources of the City to ensure the City maintains a sound 1 2 3 4 5 N/R financial condition. Has a sound approach to the budget preparation and review processes which aids 1 2 3 4 5 N/R Council in developing a realistic budget that is submitted on time. Effective in controlling costs through the economic utilization of manpower, 1 2 3 4 5 N/R materials, and equipment. Provides sufficient information on the current financial status ofthe City. 1 2 3 4 5 N/R Communicates concerns in a timely manner to the Council regarding issues that 1 2 3 4 5 N/R may significantly affect the City fiscally in the foreseeable future. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 12 CITY MANAGER SELF -EVALUATION FORM 16 Following are the goals of the City Manager as set by the City Council at the City Manager's previous evaluation: GOAL 1 (City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 4 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 13 CITY MANAGER SELF -EVALUATION FORM 16 OVERALL SCORE Carry over the average score from each section: Oversees The Day -To -Day Operations Of All Municipal Services Oversees Projects Maintains A Good Working Relationship With City Council Represents The City On All Technical Matters With External Agencies Maintains A Positive Relationship With The Public Fiscal Goals All Scores Added Together = Final Score = Comments: =7 This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 14 CITY COUNCIL EVALUATION FORM 16 For City Manager Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) OVERSEES THE DAY-TO-DAY OPERATIONS OF ALL MUNICIPAL SERVICES Manages workforce and mediates personnel issues. 1 2 3 4 5 N/R Manages all finances, budgets and investments of the city. 1 2 3 4 5 N/R Negotiates and/or reviews contracts and leases. 1 2 3 4 5 N/R Ensures daily operations of city departments are within the goals set by the Council and 1 2 3 4 5 N/R the community. Ensures the enforcement of city codes and ordinances. 1 2 3 4 5 N/R Functions as the Incident Commander for major emergencies as detailed in the City's 1 2 3 4 5 N/R Emergency Operations Plan. Verbal and written communications are thoughtful, clear and to the point. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. 15 CITY COUNCIL EVALUATION FORM 16 For City Manager OVERSEES PROJECTS Facilitates project development, coordination and pnionitization. 1 2 3 4 5 N/R Oversees all project implementation plans and budgets. 1 2 3 4 5 N/R Monitors and reports projects status and budget to Council in a timely manner. 1 2 3 4 5 N/R With the Finance Director, facilitates issuance of municipal bonds, as required. 1 2 3 4 5 N/R Ensures contracts for projects are adhered to. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: MAINTAINS A GOOD WORKING RELATIONSHIP WITH CITY COUNCIL Encourages rapport that facilitates trust and cooperation. 1 2 3 4 5 N/R Carries out directives of the body. 1 2 3 4 5 N/R Disseminates complete and accurate information equally to all members in a timely 1 2 3 4 5 N/R manner. Responds cooperatively to requests and advice. 1 2 3 4 5 N/R Supports the actions of the elected body, both inside and outside of the organization, 1 2 3 4 5 N/R after a decision has been reached. Works with Council to facilitate and develop their thoughts and ideas into cohesive 1 2 3 4 5 N/R policy. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. 16 CITY COUNCIL EVALUATION FORM 16 For City Manager REPRESENTS THE CITY ON ALL TECHNICAL MATTERS WITH EXTERNAL AGENCIES Acts as lobbyist, or coordinates with the City's lobbyist, with state and federal 1 2 3 4 5 N/R legislators. Acts as a point of contact for state and federal agencies. 1 2 3 4 5 N/R Represents the city with other municipalities and municipal groups. 1 2 3 4 5 N/R When requested, coordinates public meetings with outside agencies or groups that may 1 2 3 4 5 N/R have an impact on the community. 12345N/R Average Score: Do not count N/R in the average score. Comments: MAINTAINS A POSITIVE RELATIONSHIP WITH THE PUBLIC Is available for public comments, issues or complaints. 1 2 3 4 5 N/R Coordinates resolution of public issues or concerns. 1 2 3 4 5 N/R Makes an appropriate effort to maintain citizen satisfaction with services. 1 2 3 4 5 N/R Is responsive to citizen requests for information in a timely manner. 1 2 3 4 5 N/R Represents Council's positions/policies accurately and effectively to the public. 1 2 3 4 5 N/R Acts as an active liaison with the business community to assist in maintaining 1 2 3 4 5 N/R current businesses, and strives to attract new businesses tothe City. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 17 CITY COUNCIL EVALUATION FORM 16 For City Manager FISCAL Manages the financial resources of the City to ensure the City maintains a sound 1 2 3 4 5 N/R financial condition. Has a sound approach to the budget preparation and review processes which aids 1 2 3 4 5 N/R Council in developing a realistic budget that is submitted on time. Effective in controlling costs through the economic utilization of manpower, 1 2 3 4 5 N/R materials, and equipment. Provides sufficient information on the current financial status ofthe City. 1 2 3 4 5 N/R Communicates concerns in a timely manner to the Council regarding issues that 1 2 3 4 5 N/R may significantly affect the City fiscally in the foreseeable future. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 18 CITY COUNCIL EVALUATION FORM 16 For City Manager Following are the goals of the City Manager as set by the City Council at the City Manager's previous evaluation: GOAL 1 (City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 19 CITY COUNCIL EVALUATION FORM 16 For City Manager OVERALL SCORE Carry over the average score from each section: Oversees The Day -To -Day Operations Of All Municipal Services Oversees Projects Maintains A Good Working Relationship With City Council Represents The City On All Technical Matters With External Agencies Maintains A Positive Relationship With The Public Fiscal Goals All Scores Added Together = Final Score = Comments: =7 This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 20 Evaluation Period: City Manager Name: FINAL SCORE Final Score: COMMENTS This document is a Public Record. CITY COUNCIL EVALUATION SUMMARY 16 For City Manager Q CITY COUNCIL EVALUATION SUMMARY 16 For City Manager GOALS FOR COMING YEAR Following are the goals of the City Manager as set by the City Council at the City Manager's current evaluation for the coming year: GOAL 1 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 3 (City Clerk will insert goals established from the previous evaluation here) Identity a measurable component of the goal ACKNOWLEDGED City Manager Signature Date Mayor Signature Date Council Member Signature from Tabulation Team Date Council Member Signature from Tabulation Team Date This document is a Public Record. W CITY CLERK 23 CITY CLERK EVALUATION CRITERIA 16 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. 24 CITY CLERK EVALUATION CRITERIA 16 Responsibilities & Goals Following are the goals of the City Clerk as set by the City Council at the City Clerk's previous evaluation: GOAL 1 GOAL 2 GOAL 3 {City Clerk will insert goals established from the previous evaluation here} This is a public record. PIR CITY CLERK SELF -EVALUATION FORM 16 Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) OVERSEES THE DAY-TO-DAY OPERATIONS OF THE CLERK'S OFFICE Keeps and maintains appropriate files and records of the City. 1 2 3 4 5 N/R Keeps informed of matters which may require Council action. 1 2 3 4 5 N/R Keep all ordinances, resolutions, agreements and contracts, when appropriate, of the 1 2 3 4 5 N/R City, and authenticates such records, as necessary. Manages requests for public information. 1 2 3 4 5 N/R Ensures staff members are properly trained in procedures of the office. 1 2 3 4 5 N/R Shall attest the signature of the City Manager on all contracts, except as otherwise 1 2 3 4 5 N/R provided by code, as approved by Council. Prepares travel documents and arrangements for Council members traveling on City 1 2 3 4 5 N/R business. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 41- CITY CLERK SELF -EVALUATION FORM 16 MAINTAINS GOOD WORKING RELATIONSHIP WITH CITY COUNCIL Shall be the clerk of the Council. Shall attend all meetings of the Council (or a 1 2 3 4 5 N/R representative) and shall keep a record of its proceedings. Encourages a rapport that facilitates trust and coordination with Council. 1 2 3 4 5 N/R Disseminates complete accurate information that involves council action equally to all 1 2 3 4 5 N/R members in a timely manner. Coordinates information, concerns, complaints from the public to Council members. 1 2 3 4 5 N/R Provides equipment and training, if necessary, to Council members. 1 2 3 4 5 N/R Acts as the Public Information Officer during severe emergency operations and is the 1 2 3 4 5 N/R focal point for Council during emergency events. Acts as the parliamentary advisor to the Council during Council meetings. 1 2 3 4 5 N/R Coordinates and administers city elections, absentee voting, worker training and canvass 1 2 3 4 5 N/R boards effectively. Administers all oaths of office and attests to the signature of the Mayor. 1 2 3 4 5 N/R Coordinates the public broadcast of Council meetings and maintains the audio record of 1 2 3 4 5 N/R those meetings. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 27 CITY CLERK SELF -EVALUATION FORM 16 OVERSEES ANNUAL AND SPECIAL PROJECTS BUDGETS Develops an annual budget for Council review that identifies operational needs. 1 2 3 4 5 N/R Prepares a special project plan, implementation and budget for Council approval. 1 2 3 4 5 N/R Maintains Council's annual budget. 1 2 3 4 5 N/R Advises Council of needs for council chambers to provide adequate area for public 1 2 3 4 5 N/R meetings. Average Score: Do not count N/R in the average score. Comments: MAINTAINS POSITIVE RELATIONSHIP WITH THE PUBLIC Is the primary point of contact for public information requests, and is responsible for the 1 2 3 4 5 N/R timely return of the requests. Provides information on public meetings and events. 1 2 3 4 5 N/R Is courteous and receptive to public concerns and complaints, and documents them for 1 2 3 4 5 N/R the affected department and Council review. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 28 CITY CLERK SELF -EVALUATION FORM 16 Following are the goals of the City Clerk as set by the City Council at the City Clerk's previous evaluation: GOAL 1 (City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 29 CITY CLERK SELF -EVALUATION FORM 16 OVERALL SCORE Carry over the average score from each section: Oversees The Day -To -Day Operations Of The Clerk's Office Maintains Good Working Relationship With City Council Oversees Annual And Special Projects Budgets Maintains Positive Relationship With The Public Goals Comments: All Scores Added Together = Final Score = ELI This is NOT a public record. 30 CITY COUNCIL EVALUATION FORM 16 For City Clerk Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) OVERSEES THE DAY-TO-DAY OPERATIONS OF THE CLERK'S OFFICE Keeps and maintains appropriate files and records of the City. 1 2 3 4 5 N/R Keeps informed of matters which may require Council action. 1 2 3 4 5 N/R Keep all ordinances, resolutions, agreements and contracts, when appropriate, of the 1 2 3 4 5 N/R City, and authenticates such records, as necessary. Manages requests for public information. 1 2 3 4 5 N/R Ensures staff members are properly trained in procedures of the office. 1 2 3 4 5 N/R Shall attest the signature of the City Manager on all contracts, except as otherwise 1 2 3 4 5 N/R provided by code, as approved by Council. Prepares travel documents and arrangements for Council members traveling on City 1 2 3 4 5 N/R business. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 0 CITY COUNCIL EVALUATION FORM 16 For City Clerk MAINTAINS GOOD WORKING RELATIONSHIP WITH CITY COUNCIL Shall be the clerk of the Council. Shall attend all meetings of the Council (or a 1 2 3 4 5 N/R representative) and shall keep a record of its proceedings. Encourages a rapport that facilitates trust and coordination with Council. 1 2 3 4 5 N/R Disseminates complete accurate information that involves council action equally to all 1 2 3 4 5 N/R members in a timely manner. Coordinates information, concerns, complaints from the public to Council members. 1 2 3 4 5 N/R Provides equipment and training, if necessary, to Council members. 1 2 3 4 5 N/R Acts as the Public Information Officer during severe emergency operations and is the 1 2 3 4 5 N/R focal point for Council during emergency events. Acts as the parliamentary advisor to the Council during Council meetings. 1 2 3 4 5 N/R Coordinates and administers city elections, absentee voting, worker training and canvass 1 2 3 4 5 N/R boards effectively. Administers all oaths of office and attests to the signature of the Mayor. 1 2 3 4 5 N/R Coordinates the public broadcast of Council meetings and maintains the audio record of 1 2 3 4 5 N/R those meetings. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. [cYa CITY COUNCIL EVALUATION FORM 16 For City Clerk OVERSEES ANNUAL AND SPECIAL PROJECTS BUDGETS Develops an annual budget for Council review that identifies operational needs. 1 2 3 4 5 N/R Prepares a special project plan, implementation and budget for Council approval. 1 2 3 4 5 N/R Maintains Council's annual budget. 1 2 3 4 5 N/R Advises Council of needs for council chambers to provide adequate area for public 1 2 3 4 5 N/R meetings. Average Score: Do not count N/R in the average score. Comments: MAINTAINS POSITIVE RELATIONSHIP WITH THE PUBLIC Is the primary point of contact for public information requests, and is responsible for the 1 2 3 4 5 N/R timely return of the requests. Provides information on public meetings and events. 1 2 3 4 5 N/R Is courteous and receptive to public concerns and complaints ,and documents them for 1 2 3 4 5 N/R the affected department and Council review. Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 33 CITY COUNCIL EVALUATION FORM 16 For City Clerk Following are the goals of the City Clerk as set by the City Council at the City Clerk's previous evaluation: GOAL 1 (City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here) 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} 1 2 3 4 5 N/R Identity a measurable component of the goal Comments: Average Score: Do not count N/R in the average score. This is NOT a public record. 34 CITY COUNCIL EVALUATION FORM 16 For City Clerk OVERALL SCORE Carry over the average score from each section: Oversees The Day -To -Day Operations Of The Clerk's Office Maintains Good Working Relationship With City Council Oversees Annual And Special Projects Budgets Maintains Positive Relationship With The Public Goals All Scores Added Together = Final Score = Comments: ELI This is NOT a public record. Evaluation Period: City Clerk Name: FINAL SCORE Final Score: COMMENTS CITY COUNCIL EVALUATION SUMMARY 16 For City Clerk This is a public record. [c% CITY COUNCIL EVALUATION SUMMARY 16 For City Clerk GOALS FOR COMING YEAR Following are the goals of the City Clerk as set by the City Council at the City Clerk's current evaluation for the coming year: GOAL 1 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here) Identity a measurable component of the goal ACKNOWLEDGED City Clerk Signature Date Mayor Signature Date Council Member Signature from Tabulation Team Date Council Member Signaturefirom Tabulation Team Date This is a public record. 37 CITY ATTORNEY 38 CITY ATTORNEY EVALUATION CRITERIA 16 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. Following are the goals of the City Attorney as set by the City Council at the City Attorney's previous evaluation: GOAL 1 GOAL 2 GOAL 3 This document is a Public Record. 39 CITY ATTORNEY SELF -EVALUATION FORM 16 Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) ACTS AS CHIEF LEGAL CONSULTANT Advises City Council, City Manager and City Clerk on all matters of law. 1 2 3 4 5 N/R 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 1 2 3 4 5 N/R ordinances. Represents the City in all action of law, unless otherwise deemed necessary. 1 2 3 4 5 N/R Attends meetings as required. 1 2 3 4 5 N/R Keeps the City advised of developments in municipal law and actions in other 1 2 3 4 5 N/R communities and jurisdictions that may have an impact on the City's activities. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. 40 CITY ATTORNEY SELF -EVALUATION FORM 16 MAINTAINS GOOD RELATIONSHIP WITH CITY COUNCIL Responsive to direct requests from Council in a timely manner. 1 2 3 4 5 N/R Well prepared and knowledgeable about Council agenda items for which an attorney 1 2 3 4 5 N/R review was requested. Ensures legal advice is clearly understood. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: WORKS WELL WITH ADMINISTRATION, STAFF AND COUNCIL Adept at cost control. 1 2 3 4 5 N/R Provides solutions and/or alternatives to legal problems and issues. 1 2 3 4 5 N/R Provides training on various matters, such as open meetings act, contracts, ordinance and 1 2 3 4 5 N/R resolution forms, etc. Consistent with maintaining the attorney -client privilege. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. is CITY ATTORNEY SELF -EVALUATION FORM 16 Following are the goals of the City Attorney as set by the City Council at the City Attorney's previous evaluation: GOAL 1 GOAL 2 GOAL 3 Average Score: Do not count N/R in the average score. Comments: 12345N/R 12345N/R 12345N/R This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. M CITY ATTORNEY SELF -EVALUATION FORM 16 OVERALL SCORE Carry over the average score from each section: Acts As Chief Legal Consultant Maintains Good Relationship With City Council Works Well With Administration, Staff And Council Goals All scores added together = Final Score = Comments: w This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. 43 CITY COUNCIL EVALUATION FORM 16 For City Attorney Circle the response that best reflects your personal observation with regards to each of the following criteria: 5 Excellent 4 Above Average 3 Average 2 Below Average 1 Unacceptable N/R Not Rated (not included in tally) ACTS AS CHIEF LEGAL CONSULTANT Advises City Council, City Manager and City Clerk on all matters of law. 1 2 3 4 5 N/R 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 1 2 3 4 5 N/R ordinances. Represents the City in all action of law, unless otherwise deemed necessary. 1 2 3 4 5 N/R Attends meetings as required. 1 2 3 4 5 N/R Keeps the City advised of developments in municipal law and actions in other 1 2 3 4 5 N/R communities and jurisdictions that may have an impact on the City's activities. Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. Last Revised: per Res/Ord/CCROP/Code 44 CITY COUNCIL EVALUATION FORM 16 For City Attorney MAINTAINS GOOD RELATIONSHIP WITH CITY COUNCIL Responsive to direct requests from Council in a timely manner. 1 2 3 4 5 N/R Well prepared and knowledgeable about Council agenda items for which an attorney 1 2 3 4 5 N/R review was requested. Ensures legal advice is clearly understood. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: WORKS WELL WITH ADMINISTRATION, STAFF AND COUNCIL Adept at cost control. 1 2 3 4 5 N/R Provides solutions and/or alternatives to legal problems and issues. 1 2 3 4 5 N/R Provides training on various matters, such as open meetings act, contracts, ordinance and 1 2 3 4 5 N/R resolution forms, etc. Consistent with maintaining the attorney -client privilege. 1 2 3 4 5 N/R Average Score: Do not count N/R in the average score. Comments: This document is NOT a Public Record. This document should he destroyed by the tahulation team following conclusion of evaluation. Last Revised: per Res/Ord/CCROP/Code W CITY COUNCIL EVALUATION FORM 16 For City Attorney Following are the goals of the City Attorney as set by the City Council at the City Attorney's previous evaluation: GOAL 1 GOAL 2 GOAL 3 Average Score: Do not count N/R in the average score. Comments: 12345N/R 12345N/R 12345N/R This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. Last Revised: per Res/Ord/CCROP/Code t CITY COUNCIL EVALUATION FORM 16 For City Attorney OVERALL SCORE Carry over the average score from each section: Acts As Chief Legal Consultant Maintains Good Relationship With City Council Works Well With Administration, Staff And Council Goals All scores added together = Final Score = Comments: w This document is NOT a Public Record. This document should he destroyed by the tabulation team following conclusion of evaluation. Last Revised: per Res/Ord/CCROP/Code 47 Evaluation Period: City Attorney Firm: City Attorney Name: FINAL SCORE Final Score: COMMENTS This document is a Public Record. CITY COUNCIL EVALUATION SUMMARY 16 For City Attorney 48 CITY COUNCIL EVALUATION SUMMARY 16 For City Attorney GOALS FOR COMING YEAR Following are the goals of the City Attorney as set by the City Council at the City Attorney's current evaluation for the coming year: GOAL 1 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 2 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal GOAL 3 {City Clerk will insert goals established from the previous evaluation here} Identity a measurable component of the goal {City Clerk will insert goals established from the previous evaluation here) Identity a measurable component of the goal ACKNOWLEDGED City Attorney Signature Date Mayor Signature Date Council Member Signature from Tabulation Team Date Council Member Signaturefirom Tabulation Team Date This document is a Public Record. 49 Sponsored by: Clerk CITY OF SEWARD, ALASKA RESOLUTION 2017-038 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AMENDING RULE 16 OF THE CITY COUNCIL RULES OF PROCEDURE TO REFLECT CHANGES MADE TO THE EVALUATION PROCESS FOR THE CITY ATTORNEY, CITY CLERK, AND CITY MANAGER WHEREAS, after numerous discussions and work sessions, the City Council wishes to change the evaluation process and forms for the City Attorney, City Clerk and City Manager; and WHEREAS, those changes are reflected in the amendment to Rule 16 of the City Council Rules of Procedure, Evaluation of Appointed Officials; and WHEREAS, Rule 16 is deleted in its entirety and replaced with language as appears in Section 1 below. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, that: Section 1. The City Council amends Rule 16 of the City Council Rules of Procedure by deleting all of the existing language in its entirety and replacing with the following: RULE 16. EVALUATION OF APPOINTED OFFICIALS 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. 50 CITY OF SEWARD, ALASKA RESOLUTION 2017-038 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 shall 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, 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. 61 CITY OF SEWARD, ALASKA RESOLUTION 2017-038 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. [See Appendices for City Manager, City Attorney and City Clerk evaluation forms.] Section 2. The evaluation forms presented in substantial form at this meeting will be incorporated into the City Council Rules of Procedure Appendix as the official evaluation forms for the City Attorney, City Clerk, and City Manager. Section 3. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this I O'h day of July, 2017. THE CITY OF SEWARD, ALASKA c, Ma anna Keil, Vice Mayr AYES: Casagranda, Squires, McClure, Altermatt, Slater, Keil, NOES: None ABSENT: Bardarson ABSTAIN: None ATTEST: Joljanna Kinne j ,/MMC Ci Clerk ••.y O gEk•.•• •• �. ;• G��,.•oaPorty ••. � ': (City Seal) r�3 `°o• • SEAL g OF A�' 52 •�•......,..�.