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HomeMy WebLinkAbout11212016 City Council Work Session Notes - Evaluation Forms & Procedures WORK SESSION NOTES ON CO 4 -0+ m5 )fag/U rC 7 -) f0li ( a5 Purpose: DIV) y ) Ca1V CIVitt (1 A-8-1 Presenvt: itdie,€ yi h onnej , Council Members Present: ya►aom Je)j) �'zl �jG�� C1a y1''nCIa) II Cla t £ U 1YC 5) A1-h', th ) Called by: CO4 /�' Time: WA) p Vy Date: 11-2 1- 14, � wav\A abl i rq Das C (pin few, r1 pt bl'C) _ wok iu took, cil• chtii e 6-\‘ tirr'pilt 45 1644 briKt 61/ Os G maflisniuaua- ke 614— 1YY1 tvi tva pp I7 6ms � i5 n U{ tvca taints Stilet/{ CL YeMO) 41%1 mals what datti v1►evrls shadd l rade C Doty a i d ��(% CAVI vim) tvUC Sue. 0g)•,e �P -Rlym 5 . D-090ra V Cou 1 bt an Wevna U12-11,(J w5 ICMA Evaluation of the City Manager What is Executive Evaluation? What is the role of a Board in Executive Evaluation? Methods and Processes for Executive Evaluation Problems to Avoid Content Areas Generally Included Recommended Process Sample Evaluation Form Vision,Mission & Strategy: How satisfied are you that the City Manager has a a clear understanding of the mission and strategy of the City„ and plays a key role in translating that mission into realistic action? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: Achievements of Results How satisfied are you that the City Manager has accomplished the objectives and priorities set by Council for the performance period? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: People Management: How satisfied are you that the city manager has selected and developed quilified staff and bilt morale among staff? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: Program Management: How satisfied are you that the City Manager has appropriate knowledge of the organization program and services, and provided suitable oversight for the provision of high quality programs and services? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: Fiscal Management: How satisfied are you that the City Manager is knowledgeable regarding financial matters, and has established a system that allows for accurate accounting and informed financial decision making? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: Operation management How satisfied are you that the City Manager has assured that the organization has suitable systems, policies, and processes for : accounting fund management,personal management, office space, information technology and risk management? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: Council/Staff Relationship How satisfied are you that the City Manager works effectively with the Council Maintaining good communication and collegial, professional environment? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment: External Liaison and public Image How satisfied are you that the City Manager maintains a positive professional reputation in the local community and cultivates effective relationships with public official, constituents, and other relevant community organizations? Exceptionally Satisfied Satisfied Very Unsatisfied Cannot Assess Please comment 112 ' 0 t05 City Clerk Performance Evaluation City of Seward 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 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 and provided to the Mayor and Council Members for discussion during Executive Session on DATE. Council Member Signature Date Submitted Page 1 of 6 v 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) 1 =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. 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 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 oflocal 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 long term 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 r' 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 staffmembers 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 ofstaff 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 1q2. ) /kL0 1/0.5 have worked together for a year; however, short, Benefits of executive session/dosed meeting less formal evaluations are recommended on a quar- to evaluate manager's performance terly basis. After that, at least one formal evaluation • Provides a venue for handling issues that are (still with quarterly informal evaluations) should be best discussed in private,and ensures confi conducted per year, as longer intervals create a higher dentiality until a decision is made regarding likelihood of miscommunication and surprises. the manager's performance It is further recommended that the formal evalua- • Provides a forum that is not unduly influenced tion be scheduled during the least busy time of year by outside sources for both the manager and the elected officials, avoid- • Promotes a free-flowing discussion of corn- ing both the budget preparation season (particularly if ments by the elected body and manager the manager's compensation is tied to the evaluation) • Ensures the respect and privacy of person- and the election season (lest the manager's evalua- nel dealings between the elected body and tion become an election issue). The scheduling should manager also allow adequate time for newly elected members of the board to become familiar with the manager's • Improves communication between the elected body and the manager performance. • Reduces opportunity to politicize the perfor- Relationship of Evaluation to Compensation mance evaluation process The primary purposes of a manager's performance • Provides a forum for the elected body and evaluation are the manager to talk openly about topics that 1. To provide a tool for communication between the warrant special attention,such as succession elected body and the manager planning,senior staff performance,and execu- 2. To provide an opportunity for the elected body to tive compensation specifically indicate levels of satisfaction with the • Enables elected officials to challenge the man- manager on mutually identified and defined perfor- ager without fear of undermining his or her authority in the community mance priorities 3. To provide an opportunity for the manager to learn Benefits of an open session/meeting to and improve evaluate manager's performance 4. To allow for fair and equitable compensation • Can build transparency and trust by enabling adjustments based on a review of performance in members of the public to view the process achieving mutually identified priorities and on the • Can reduce claims of inappropriate agree- elected body's level of satisfaction with the man- ments and "secrets" ager's overall performance. • Can improve elected body, manager,and Performance evaluations that are tied directly to citizen relationships compensation decisions are often distorted by those Benefits of providing a public summary once decisions and therefore result in less-than-honest com the process is completed munication between the elected body and the man- ager. This happens primarily because • Lets the public know how the elected body 1. Elected officials wishing to offer upward compen- evaluates and views the manager sation adjustments may feel obliged to embellish • Ensures transparency and public accountability the evaluation in a positive manner to justify the • Promotes the embodiment of ICMA's commit- compensation decision to the public. ment to openness in government 2. Elected officials not wishing to adjust compensa- • Provides the organization with another oppor- tion may feel obligated to justify their decision tunity to earn the public's trust with negative comments about performance mat- ters that actually are not a major concern to them. 3. The manager may be reluctant to seek full clarifi- ment agreement at the time of the manager's hiring. It cation on issues raised in the evaluation for fear it is recommended that the initial formal evaluation not could result in a reconsideration of the compensa- take place until the elected officials and the manager tion decision. 8 ICMA MANAGER EVALUATIONS HANDBOOK