Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
SR 01-14-2020 8B
City Council Report City Council Meeting: January 14, 2020 Agenda Item: 8.B 1 of 4 To: Mayor and City Council From: Rick Cole, City Manager, City Manager's Office Lane Dilg, City Attorney, City Attorney's Office, Denise Anderson -Warren, City Clerk, Records & Elections Services Department Subject: Adopt an Updated Evaluation Process for Council-Appointed Staff Recommended Action Staff recommends that the City Council: 1. Adopt an updated and formalized process for conducting annual performance evaluations of the City Attorney, City Clerk, and City Manager as detailed in this report; 2. Authorize the City Manager to initiate an RFP process to engage a professional consulting firm to facilitate an updated and formalized performance evaluation process for the City Attorney, City Clerk, and City Manager; and 3. Consider forming a Council subcommittee and authorizing that subcommittee to oversee the RFP process, select the professional consulting firm, and direct the consulting firm’s work once retained. Executive Summary The City Council currently evaluates the performance of the City Attorney, City Clerk, and City Manager (collectively, the “Council appointees) through an oral discussion guided in part by a written self-assessment prepared by each appointee. Although this method has proven useful for assessing past performance and achievements, accountability could be better served by transitioning to an evaluation process led by an independent consultant that incorporates objective evaluation criteria. Several cities, including the City of Berkeley and the City of Hayward, have recently moved to such a process, which is considered best practice among cities with the Council/Manager form of government. The recommended new evaluation process would be coordinated by an outside consultant. As in past Charter officer recruitments, the consultant could be managed by a City Council subcommittee. The consultant would review model processes 2 of 4 recommended by the relevant professional organizations and used by other cities for City Managers, City Attorneys and City Clerks appropriate to the role of eac h appointee, along with a method of weighing those factors to reflect the appointees’ responsibilities as set forth in the City Charter, Council objectives and City values. The consultant would then facilitate an annual performance evaluation process for each Council appointee that would incorporate a written self-assessment prepared by the appointee, input gathered from all seven Councilmembers and these objective evaluation factors. This proposed update to the current evaluation process would increase c ommunication between the Council and its appointees regarding their performance and allow for the establishment of appointee specific goals and objectives for the coming year. Background At its regular meeting on February 13, 2011, the City Council adopted an annual evaluation process for the City Manager, City Attorney, and City Clerk. Pursuant to this process, each Council appointee creates a written self-assessment of their past year, including an update on their progress in achieving various City and department goals, a list of the appointees proposed goals for the next year, and a list of areas where the appointee may need to improve. The appointee sends this information to each Council member. A special meeting of the City Council is convened in which Council members discuss in closed session the performance of each appointed employee. The Council’s discussion in closed session is initially done without the appointees present. Eventually each appointee is invited into closed session to address the Council outside the presence of other staff members. At the conclusion of the discussion with each appointee the Council chooses to offer individual comments from Council members or to provide a collective assessment. Discussion Within the last few years the cities of Berkeley and Hayward—which had previously used evaluation processes for their appointed officers similar to the City’s current process—have transitioned to a consultant-driven process for evaluating the performance of their Council appointees. Those cities each retained an experienced consulting firm to serve as a subject matter expert to assist their respective councils 3 of 4 with improving the performance evaluation process. The underlying rationale cited by Berkeley and Hayward for taking this action was to conform their process to industry consensus best practices for municipal governments in evaluating executive officers. The International City/County Management Association (“ICMA”), whose membership includes over 9,000 city/county officials and organizations worldwide, publishes its handbook for executive officer evaluations as a resource for local governments. ICMA advises that the performance evaluation process for executive officers is the natural continuation of the hiring process, where the purpose of the evaluation process should be to increase communication between the elected body and its appointees regarding their performance of established goals and objectives. ICMA recommends the use of an independent consultant outside of the local government’s organization to best accomplish this purpose. An independent consultant would not have a regular working relationship with any of the City Council appointed employees being evaluated. As such potential problems with having another City employee conduct the evaluation process, such as damaged relationships or imprecise evaluations, can be avoided. ICMA recommends protecting to the extent possible the working relationships of a local government’s executive officers so as to not disturb the organization’s effective and efficient operation. Consistent with the above, the Council appointees collectively recommend that the Council appoint a subcommittee to oversee an RFP process to retain a professional consulting firm to facilitate annual performance reviews of each of the Council appointees to include: a written self-assessment to be submitted by the Council appointee prior to the annual evaluation; a written evaluation form to be completed by each Council member prior to the annual evaluati on and to be developed jointly in advance by the consulting firm, the Council subcommittee, and the Council appointee to evaluate each Council appointee based on objective standards appropriate to the role of the Council appointee; distillation of the completed materials by the consulting firm; and an annual evaluation meeting facilitated by the outside consultant in which the Council meets with each Council appointee in closed session to provide feedback to be incorporated by the consultant into a final evaluation report. Berkeley also includes a 4 of 4 “360 degree” evaluation that also solicits input from department heads in ways that can be useful to the Council in making a balanced judgment of appointee performance. This alternative, however, would be more costly in terms of consultant scope. In order to ensure independence of the process, the Council could follow the precedent used in recruiting efforts for Council appointees and form a subcommittee to oversee the RFP process and the selection of the consultant. The subcommittee would manage the consultant’s work and the consultant would report directly to subcommittee members and would be able to operate independently from the City Manager, City Attorney, and City Clerk. The proposed new process would ensure accountability by formalizing the manner by which the Council evaluates its appointed officials. Financial Impacts and Budget Actions Given an already adopted budget, one alternative would be to use Council contingency for the first year’s expenses and then build them into subsequent budgets as part of General Fund operations, potentially also drawing proportionately on the enterprise funds that the Council appointees also provide services to. Prepared By: Denise Anderson-Warren, City Clerk Approved Forwarded to Council Attachments: A. Example-1- City Attorney Evaluation B. Goal-Planning-Aug-2016 and Examples of City Manager Evaluation C. City Clerk Evaluation examples CITY ATTORNEY PERFORMANCE REVIEW RATING SHEET Rate each item from 1 (low) to 5 (high) based on your opinion of the City Attorney's performance. Mark N/ A if you do not have enough information to rate. I. LEGAL CONSULTATION A. Has legal advice provided by the City Attorney proven to be accurate and technically correct? B. Does the City Attorney provide his best and honest recommendations given all existing legal issues and ramifications? C. Does the City Attorney possess and provide an efficient and effective knowledge of the City's Municipal Code and regulations? D. Does the City Attorney possess and provide an efficient and effective knowledge of other government regulations and case law regarding municipal government and issues facing the City? E. Does advice provided by the City Attorney regularly take into account and balance the overall goals and objectives of the City? F. Docs the City Attorney regularly provide the scope of legal expertise necessary to meet the City's needs on issues that arise, either from himself, within his firm or other available resources? 0. Does the City Attorney proactively identify potential issues when he is aware of them to avoid problems from occurring? H. Are alternatives and innovative solutions provided rather than just ralSlng problems? l. Is the City Attorney able to maintain the City Council's and staffs confidence while informing them of the different legal risks that proposed actions might generate? II. LEGAL REPRESENTATION A Does the City Attorney aggressively represent the interests of the City as directed by the City Council? B. Is the City Attorney's approach effective in achieving the best possible legal outcomes for the City's interests given the issues that arise? C. Does the City Attorney represent the City in a professional and ethical manner? D. Is the City Attorney impartial and objective in his duties and responsibilities? E. Are the City Attorney's estimates of legal impacts reasonably accurate on a regular basis? III. STAFF WORK A. Does the City Attorney prepare ordinances, resolutions, contracts and other legal work accurately and consistent with the direction and objectives communicated by the City Council, City Manager and/or department directors? B. Does the City Attorney maintain good working relationships and serve as an effective member of the management team? C. Does the City Attorney accurately identify and address all legal issues within documents and items that he reviews? D. Are staff and the City Council advised of key changes in municipal law as it pertains to the City's activities? E. Does the City Attorney display a positive attitude m carrymg out his responsibilities and responding to requests? F. Has the City Attorney been successful in accomplishing objectives previously established? IV. COST/FISCAL ACCOUNTABILITY AND CONTROL A. Are regular legal activities achieved within budgetary goals and limits? B. Has the City Attorney been effective in minimizing legal costs by limiting tasks to those regarding legal issues and utilizing City in-house staff when possible to perform administrative and other functions? C. Are standard forms developed and used where possible to minimize preparation of legal documentation? D. Are legal tasks performed with appropriate authorization according to established procedures and contract requirements? 2 E. Do invoices accurately identify tasks and expenses in sufficient detail to provide accountability and cost control? F. Does the City Attorney display the ability and knowledge to research issues in a minimum amount of time? G. Have legal costs been effectively managed and controlled given the issues, assignments and requests made to the City Attorney? V. RESPONSIVENESS/TIMELINESS OF ACTIONS A. Are requested legal work and assignments completed in a timely manner within established time frames? B. Is the City Attorney accessible when needed to respond to requests for legal information and assistance? C. Are legal review and requests for information completed in time to avoid delays to City projects, programs and other tasks? D. Does the City Attorney follow-up effectively to requests that are made? E. Does the City Attorney accurately interpret and clarify City Council and City Manager direction? VI. COMMUNICATIONS A. Does the City Attorney communicate effectively with the City Council, staff and the community? B. Arc answers provided in a timely and in an understandable manner? C. Are timelines for follow-up to requests clearly communicated? D. Does the City Attorney maintain confidentiality with regard to all matters discussed with the Mayor, City Council Members and/or City Manager and staff? E. Does the City Attorney effectively report to the City Council and/or City Manager communications by project attorneys of a substantive nature regarding significant or sensitive matters? 3 General Comments and Rating Regarding City Attorney's Performance: Future Goals, Objectives and Areas for Improvement: 4 CITY OF SUNNYVALE City Attorney Performance Evaluation Questionnaire Instructions: The response to each question provides a linear scale ranging from 1 to 5 between two opposing responses. The lower the number, the closer the respondent agrees with the response on the left. The higher the number, the closer the respondent agrees with the response on the right. A response of "0" indicates that the respondent is declining to answer the question, for whatever reason. Each respondent should choose the number that most closely agrees with the respondent's own response. Council should add additional comments on a separate sheet. If you are making clarifying comments for the questions below, reference specific question numbers before the clarifying comments. Provision of Major Legal Services Attorney, advocate and litigation functions-litigation, special projects and specific major ongoing responsibilities relative to City Council 1. Is the legal advice provided by the City Attorney to Council objective/unbiased, professional, and adequate for your use in formulating legislative policies and projects? j Not objective or biased lo j1 j2 j3 j4 Is I Objective I unbiased 2. Does the City Attorney initiate legal actions, as appropriate, and provide legal defense, as needed? Does not initiate 0 1 2 3 4 s Does initiate appropriate appropriate actions actions 3. How effectively does the City Attorney represent the City's interests in litigation, administrative hearings, negotiations and similar proceedings, in accordance with Council direction, given the strengths and weaknesses of the City's position in each situation? 4. How effective is the City Attorney at implementing Council's decisions and enforcing City ordinances and codes in a cost-effective manner and in accordance with the City's stated objectives? I Not effective jo 11 lz 13 j4 Is Very effective 5. Are the City Attorney's legal services provided in a timely fashion to permit City Council and staff to meet established deadlines? Not timely lo j1 lz 13 14 Is Timely Comments: Provision of Legal Services -Routine Internal Activities (Lawyer, counselor, scrivener functions) 6. How effectively does the City Attorney provide legal analysis which facilitates legally sound policy/program implementation? I Not effective lo 11 lz j3 14 Is Very effective 7. Does the City Attorney effectively evaluate results of actions from a legal perspective? I Not effective lo 1 1 lz 13 14 Is I Very effective 8. Is the legal advice provided by the City Attorney competent and presented in a constructive, results-oriented and usable manner? Not effective Very effective 9. Do the legal documents prepared (ordinances, resolutions, contracts, etc.) clearly reflect and implement the purposes for which they are prepared? I Done poorly lo I I lz 13 14 Is Done well 10. How effective is the City Attorney at keeping City Council and staff apprised of court rulings and administrative decisions affecting the legal interests of the Cit ? 11. How effectively does the City Attorney coordinate work with staff from other departments in order to accomplish goals? Is interdepartmental work performed in a collaborative manner? Not effective jo 11 iz 13 14 Is Very effective Comments: Management Leadership: 12. How effective has the City Attorney been in communicating the organizational values, philosophy and vision so that employees throughout the department are energized and motivated and able to focus their efforts to maximize department-wise synergy? I Not effective Ia 11 lz 13 14 Is I Very effective Communication: 13. How effectively does the City Attorney communicate Council policy to various constituencies, i.e., the media, the public, City Council, the City Manager, employees and employee representatives? I Not effective lo 11 lz 13 14 Is Very effective 14. Are verbal communications open, responsive, courteous, yet protective of the City's legal position? J Poor lo 11 J2 J3 J4 Js Excellent 15. Are written communications understandable, succinct and appropriate for the audience and purpose intended? J Poor lo 11 lz 13 J4 Is Excellent 16. Does the City Attorney's communication effectively inform and educate citizens and constituencies affected by issues being addressed by the Council, consistent with the need to avoid jeopardizing the City's legal position? J Not effective Jo 11 J2 13 J4 Js Very effective Staff Development: 17. How effective is the City Attorney at selecting, leading, and developing the professional and support staff within the Office of the City Attorney? I Not effective Jo Jl lz 13 J4 Js Very effective 18. Is the City Attorney effective and appropriate in delegating authority and responsibility to subordinates? Not effective Ia lz Very effective 19. Has the City Attorney taken effective actions to assure a highly motivated, quality professional and support staff capable of providing excellent customer and client services? Consider those actions that have been effective in this regard. I Not effective lo Jl Jz J3 J4 Is J Very effective Organizational I Managerial Effec tiveness: 20. How effectively does the City Attorney foster cooperation and coordination within the Office of the City Attorney and between this department and other City departments? I Not effective lo 11 lz 13 14 Is I Very effective 21. Has the City Attorney created an effective organizational structure and environment that maximizes the effective provision of legal services? I Not effective lo 11 lz 13 14 Is Very effective 22. Does the City Attorney anticipate future departmental needs and Citywide legal needs and position the department so that it is ready to meet those needs? I Doesn't anticipate needs lo !1 lz 13 14 Is I Anticipates needs 23. How effectively does the City Attorney visualize implications of various approaches m solving problems and seeing opportunities? I Not effective lo 1 1 l z 13 14 Is Very effective 24. Is the City Attorney willing to take initiative and do what's necessary to get the job done? Not willing to take 0 1 2 3 4 s Very willing to take initiative initiative 25. Is the City Attorney decisive in reaching timely decisions and initiating action? j Not decisive lo 1 1 jz 13 14 Is I Very decisive 26. Is the City Attorney flexible, enthusiastic, and cooperative m approaching issues and individuals within and outside of the organization? I Not flexible, enthusiastic lo !1 12 13 j4 Is I Very flexible, enthusiastic I 27. Does the City Attorney demonstrate openness to alternative approaches and generate enthusiasm for attaining challenges/goals through cooperation? I Not effective lo 11 lz 13 14 Is I Very effective 28. Is the City Attorney able and willing to work cooperatively with Council, City Manager and staff to achieve results in the best interest of the City? I Not willing lo p lz 13 j4 Is Very willing 29. Is the City Attorney honest, sincere, and upright in his/her professional interactions with others? Not honest or sincere lo 1 1 lz 13 14 Is I Very honest and sincere 30. Does the City Attorney effectively display the courage of his/her convictions m a constructive manner? Not effective lo II lz 13 14 Is Very effective Budget: 31. Were services satisfactorily provided consistent with the outcomes specified in the budget? Not satisfactory 0 1 2 3 4 5 Very satisfactory 32. Were expenditures within budget constraints? Not within constraints 0 I 2 3 Well within constraints 33. Were savings effectively attempted without service reductions? I Not effective lo II lz 13 14 Is I Very effective 34. Was the budget performance monitored and was corrective action taken as necessary? J Not effective lo Ji l z 13 14 Is I Very effective 35. Were service delivery methods effectively evaluated and improved, as appropriate? I Not effective Jo II lz 13 J4 Is I Very effective 36. Did the City Attorney effectively alert Council to changes needed in the departmental budget due to unpredictable occurrences? I Not effective lo J l Jz 13 14 Js Very effective Comments: Professional and Career Development: 37. Has the City Attorney attained the personal targets and/or Council defined targets for professional and career development that link to areas for growth identified in the current performance plan? I Did not attain targets Jo II J z 13 J4 Js Exceeded targets 38. Have the training, accomplished? I Strongly disagree Comments: formal education and/or professional activities planned been Strongly agree CITYorCHJCO IN( 18/l Evaluation of the City Attorney City of Chico For each statement, please indicate a number from 1 • 5 rating your assessment of the level of effectiveness with which the City Attorney is presently carrying out that activity. Ratings are: Please note: 5 = Outstanding 4 =Above average in meeting expectations 3 = Meets expectations 2 = Improvement needed 1 = Unsatisfactory Raters are encouraged to write comments in order to clarify or enlarge upon their evaluation. COUNCIUCIT YATTORNEY 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 rote in developing City policy; does not allow personal outlook or views concerning policy to interiere with or color Council policy. Is receptive to constructive criticism and advice. COMMUNITY RELATIONS Accommodates complaints/requests 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. STAFF/PERSONNEL RELATIONS Js 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 periormance that could be improved: Other comments: City of Santa Clara City Attorney Evaluation APRIL2000 The following form is designed for each member of the City Council to 1) complete an evaluation of the City Attorney's performance for the past year in a number of categories and 2) develop goals and expectations for the coming year. The form has two sections. The first addresses performance in five categories over the past year. At the end of this section is an overall rating of performance and a space for comments relating to any of the five groups of performance. The second section contains space for development of the goals and objectives for the coming year. L Rating of Past Performance The performance of the City Attorney is to be rated by circling the appropriate number for each characteristic of performance indicated. Each characteristic has five (5) levels of evaluation available as follows: I= Unacceptable Performance in the specific category listed 2= Improvement Needed in the specific category listed 3= Acceptable Performance in the specific category listed 4= Generally Exceeds Expectations in the specific category listed 5= Exceptional Performance in the specific category listed The characteristics are grouped with an overall rating for the group using the same number system provided above. At the end of the section is an overall rating for the performance of the City Attorney which is to encompass all the characteristics and groupmgs. A. Working with the City Council I. Provides the Council with accurate and timely information; provides information aiding the decision- making process; alerts the City Council of legal develop- ments and potential legal problems 1 2 3 4 5 2. Provides information equally to all members 1 2 3 4 5 3. Engenders confidence of the Council for legal issues and working knowledge of the law as it applies to City issues and operations I 2 3 4 5 4. Shows loyalty and respect for Council and their opinions individually and as a group I 2 3 4 5 5. Demonstrates sound and mature judgement in recommendations and decisions I 2 3 4 5 6. Knows when to follow the lead of Council and be supportive and when to take the point on an issue I 2 3 4 5 Group A Rating I 2 3 4 5 B. Working with City Attorney staff I. Generates enthusiasm and confidence among the other attorneys and from support staff in a way which provides them with challenges I 2 3 4 5 2. Distributes the workload to ensure that work is completed in a timely and competent manner I 2 3 4 5 3. Provides opportunities for personal growth of staff members through special training and assignments I 2 3 4 5 4. Performs periodic individual evaluations of staff as part of professional development and an overall evaluation of work being completed I 2 3 4 5 Group B Rating I 2 3 4 5 c. Working with other City staff, commissions and public I. Provides accurate and timely information in response to requests for assistance I 2 3 4 5 2. Plans and organizes the work of the City Attorney's Office in an effective manner to accommodate the needs of the the City and its organization 2 3 4 5 3. Provides reasoned, sound direction for implementation of City policies and programs I 2 3 4 5 4. Acts as a member of the City team in the development of policy recommendations with an approach of meeting the City Council desires 2 3 4 5 5. Engenders a strong customer service ethic in the City Attorney's work with the City staff, commissions and public 2 3 4 5 Group C Rating I 2 3 4 5 D. Professional and Ethical Standards 1. Maintains highest standards of professional and ethical conduct and honesty throughout the organization 2 3 4 5 2. Deals with ethical problems in a forthright manner 1 2 3 4 5 3. Respects confidences 1 2 3 4 5 4. Assures the legal aspects of City Council policy are implemented and applied in a fair and even-handed manner 1 2 3 4 5 5. Strives to enhance legal knowledge and skills, keeping aware of current developments, writings and research in the legal field and related areas I 2 3 4 5 Group D Rating I 2 3 4 5 E. Quality of Work I. Provides professional staff recommendations with appropriate summaries of materials; provides well prepared, effective legal presentations 1 2 3 4 5 2. In presenting the City Council and City Manger with legal advice, identifies policy options and alternatives I 2 3 4 5 3. Achieves the goals and expectations of the Council I 2 3 4 5 4. Anticipates future legal needs of the City and develops plans to meet them 2 3 4 5 5. Makes good use of outside counsel in completing the City's business 2 3 4 5 Group E Rating 1 2 3 4 5 F. OVERALL RATING FOR ALL GROUPS 1 2 3 4 5 Comments (can relate to any of the groups or characteristics) II. Goals for the Coming Year List the goals you would like the City Attorney to achieve in the coming year (can include personal, professional, staff related, etc.) A Building Block to Better Performance: Using Council-Manager Goal-Setting to Support Performance Evaluation By former City Managers Rod Gould & Jan Perkins This resource is provided for the members of the California City Management Foundation (CCMF) whose mission is to promote and encourage excellence in city management. For more information and to access additional resources, visit www.cacitymanagers.org. This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 2 A Building Block to Better Performance: Using Council-Manager Goal-Setting to Support Performance Evaluation “If you don’t know where you’re going, you might wind up someplace else.” -- Yogi Berra August 2016 As managers, we’re used to setting goals. We help our city councils set annual and long-range goals. We ask our department managers to set goals for the budget. We measure the success of our local governments by whether we meet organization-wide goals. But like cobblers’ children who go shoeless, many of us do our jobs in the absence of specific goals for our own work. The lack of annual goals for the manager does a disservice to not only to the manager, but to the local government as a whole. Goal-setting at the manager’s level will reinforce organization -wide goals, while neglecting the exercise for an individual manager hinders the government’s ability to perform at maximum effectiveness. This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 3 Set Goals Early On, Working with the Council Ideally, a new city manager should establish a set of 12 -month goals for council approval within his or her first three or four months of service. For a city manager who’s been in the job a while but is operating without speci fic goals, plan to include goal-setting as part of your next performance evaluation. The manager can propose a list or solicit ideas for goals from council members to come up with an initial draft. It is important that council discuss the goals and, after an iteration or two, approve them so that there’s agreement on what success would look like for the first year. Keep Goals Attainable, Limited and Specific to the Job of Manager The manager’s goals will likely be somewhat different than the goals that appear in the budget, department work plans or various strategic /long-range plans. After all, there are many moving pieces in a city and having too many major goals or priorities generally means that few are truly accomplished well. We suggest the manager synthesize what he or she believes are the most salient city goals from the various policy documents and, based on an assessment of the council’s preferences, create 10-12 overarching goals to guide priorities for the coming year. The council should discuss and ultimately approve the list, and there may be some editing and horse-trading, which is healthy. But once agreed upon, these are the manager’s marching orders. These goals, once set, will be critical in the performance evaluation. When the evaluation occurs: High levels of goal attainment should be recognized by the council as resulting from the city manager successfully leading the staff, volunteers and community partners for civic improvement. Low levels of goal attainment may signal trouble with communication, overly ambitious goal setting or performance. Refer to the Goals Regularly Throughout the Year The goals approved by the council should serve as a roadmap for the city manager’s priorities throughout the year. This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 4 As the manager writes reports & updates for the council and meets with council members individually, he or she should provide information on progress or challenges in meeting the goals. Community addresses, public communications and staff presentations should reference the goals set by the council and information about their completion. At evaluation time, the council should be familiar with the status of council goal achievement due to this steady city manager-initiated communication throughout the year. Make Adjustments as Needed Without Simply Adding Goals In real life, things change (sometimes rapidly) throughout the 12-month evaluation cycle. The council may approve new efforts and initiatives as the year progresses. The city manager should add these to the current goals, but be confident enough to ask the council for guidance if new directives exceed staff or resource capacity. This may require a reordering or prioritizing of the original goals, which is fairly normal. The manager who simply agrees to add more goals throughout the year risks falling short of council expectations if there isn’t capacity to accomplish them all. Conversely, refusing new council goals during the year because they were not part of the original council goal listing is not recommended. As is so often the case in this profession, communication is key. Use the Goals as the Basis for Performance Review In preparation for the annual evaluation, the city manager should prepare a document that sets forth the agreed-upon goals and the progress made toward accomplishing them. The report should also include other priorities that popped up during the year and unexpected challenges along the way. If a council goal was stymied or dropped due to special circumstances, it should be noted as to why. Also, additional accomplishments that the city manager wants the council to note but were not necessarily tied to council goals should also be listed, but probably not in as much detail. This report and the managers’ reflections on the year, including candid assessment of his or her own performance and opportunities for improvement, are important documents for the performance evaluation and the council-manager This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 5 discussion that should occur. It provides the structure for a more complete and factual appraisal than simply asking the council members to fill out evaluation forms based on a number of desirable traits and performance categories. Some managers are uncomfortable in embracing organization -wide goals, as they don’t wish to be seen taking credit for the efforts of many others in goal attainment. But remember that the manager is held responsible fo r organizational performance. A good manager is liberal in giving praise and thanks to others for the many when things go well, and steps up and accepts responsibility when the city comes up short. Such is the stuff of leadership . Embrace Goal-Settings as a Means to Effective Engagement Goals will help make the manager’s performance evaluation a constructive and meaningful process. Elected officials sometimes avoid evaluations because they can lead to difficult conversations among themselves and with their city managers. Some city managers don’t want an annual evaluation, believing that they are essentially evaluated every day because the city council can fire them at any time for any reason. But if a manager’s primary goal is merely keeping his or her job, it is difficult–if not impossible–to actually accomplish the central purpose of city management. The council-manager form of government is not just about elected officials and their key appointees having warm and amicable relations (although it sure helps!). City management is about translating the collective will of the community as expressed by its representatives into effective, efficient and equitable programs, initiatives and projects. It’s about getting important things done, and doing them well. Managers can miss important things and be distracted by unimportant things if they don’t take the time to establish meaningful goals for themselves that the council has endorsed and helped create. Goal-Setting Exercise Is Worth the Effort City managers and their city councils need to get goal-setting right. Elected officials have a right and a duty to fairly and constructively evaluate the manager’s performance, and that evaluation ought to be as objective as possible. It is in the manager’s interest that the evaluation includes a review of demonstrated progress toward council-approved goals during the evaluation period. The alternative can be This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 6 a subjective and often arbitrary discussion that centers on how the manager did last week or last month, or based on recent emotions and political views. Clearly, a manager wants and deserves a better review than that. It is crucial for successfully steering the city and for a healthy and productive working relationship. Spend the time and improve each year. Examples of City Manager Performance Goals A manager’s goals should be verifiable, measureable, broad and challenging without being unattainable or too easily achievable, either. You don’t want to set the bar above the world record, nor place it so low the manager may trip going over it. City manager goals should be the top priorities for the council as relates to community priorities (e.g., completing a general plan update), critical internal organizational priorities (e.g., succession planning or labor negotiations), or relationship goals (e.g., with the community or council). Some examples of typical city manager goals are listed below. Most often, the city manager would not have all of these as goals, since the ones listed for the city manager’s attention should be the most critical ones that are meaningful to the council as well as to the city manager. Delivering and administering a balanced budget while improving reserves and maintaining a favorable bond rating. Completing, on time and on budget, major infrastructure capital projects. Negotiating new labor agreements and filling key positions with highly competent people. Meeting or exceeding certain approval levels for city services, if the city gathers data on resident attitudes. Implementing major new systems or employing new techniques for civic engagement and public involvement in government. Achieving public-safety milestones such as “reducing part-one crime by five percent” or “reducing response time for Advanced Life Support EMS calls to an average of six minutes.” Achieving major milestones in planning, such as adoption of key plans and updates, and in economic development would be fair game for council goals. This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 7 Hitting community-wide marks for such things as water conservation, alternative transportation mode use, waste diversion from the landfill or emissions reductions could figure in the council’s goals for a city manager. Achieving professional development milestones such as becoming an ICMA-certified city manager. Maintaining positive working relations with the neighborhood organizations, chamber of commerce or school district. Creating new forms of reporting on achievement of the annual city council priorities. Streamlining the development review process. Conclusion Establish a set of meaningful goals that are mutually agreed -upon by the manager and council is the best way of ensuring that everyone is on the same page with expectations. If the manager and council all have different expectations for what the manager will be doing and how he or she will be focusing their efforts, it can lead to frustration and dissatisfaction on everyone’s parts. Open, collaborative discussions about goals, followed by discussions about progress during the year, can foster an effective working relationship that is satisfying to everyone. This document is provided as a benefit for CCMF members. If you are not a member, we invite you to join. Membership information can be found at www.cacitymanagers.org. 8 About the Authors Rod Gould had a 35-year career in public management. He served as city manager of Santa Monica, Poway, San Rafael, and Monrovia as well as assistant city manager of Walnut Creek. Prior to city management, he served as senior management consultant for the firm of Deloitte, Haskins and Sells and assistant director of operations for the Boston Housing Authority. Rod has held leadership positions with CCMF, ICMA and the League of California Cities. Rod is currently a management consultant to local governments. Jan Perkins had a 30-year career in local government. She served as city manager of Fremont and Morgan Hill, and served the city of Santa Ana as deputy city manager; Grand Rapids, Michigan as deputy city manager; and Adrian, Michigan as community development director/assistant city administrator. She is a senior partner with Management Partners and provides assistance to government leaders in organizational analysis, strategic planning, teambuilding, executive performance evaluation, and council/staff effectiveness. Jan served on the board of CCMF, chaired a number of ICMA committees, is on the board of ICMA’s Women Leading Government, and serves as an ICMA Liaison. Copyright © 2016 All Rights Reserved. No part of this document may be reproduced without written permission. California City Management Foundation P.O. Box 221537 Newhall, CA 91322 www.cacitymanagers.org 1 City Manager Evaluation Please rate the City Manager using the following scale: Rating Description 5 Outstanding - Substantially exceeds Council’s expectations 4 Exceptional - Generally exceeds Council’s expectations 3 Satisfactory - Meets Council’s expectations 2 Conditional - Requires Improvement 1 Unacceptable - Unsatisfactory performance Please return your evaluation form to the Mayor as soon as possible. Supervision Does the City Manager maintain a standard of respect for department head’s ability and encourage their initiative? Does he challenge them to perform at their highest level? Rating Comments: Leadership Does the City Manager inspire others to succeed? Does he actively promote efficiency in operations? Does he demonstrate a high regard for personal ethics? Rating Comments: Execution of Policy Does he understand the laws and ordinances of the City and cause them to be fairly enforced? Rating Comments: Community Relations Does the City Manager work well with community groups, citizens, and businesses to properly handle their concerns and issues? Rating Comments: Administrative Duties Does the City Manager properly handle his administrative duties? Rating Comments: 2 Economic Development Does the City Manager work well with developers while protecting the City’s interest? Does he work to increase the City’s tax base through economic development? Rating Comments: Intergovernmental Relations Does the City Manager work cooperatively with federal, state, and local agencies, neighboring communities and citizens while looking foremost after the interests of Palmdale? Rating Comments: City Council Relations Does the City Manager work well with the City Council in making sure there is adequate information available prior to meetings? Is he willing to meet with council members to deal with individual problems and issues? Rating Comments: Planning Does the City Manager involve himself in the planning process to the correct degree? Does he review the process and look for better ways to handle development activities? Rating Comments: Financial Management / Budget Does the City Manager ensure the budget is prepared and executed in the manner approved by the City Council? Does he ensure the City’s monies are managed properly? Rating Comments: Additional Comments: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Name of Rater: ___________________________________ Date: _________________ CITY OF ROHNERT PARK PERFORMANCE EVALUATION CITY MANAGER September 1, 2015 to August 30, 2016 Please Check RATING FACTORS Outstanding Average Improvement Needed Management Skills 1. Organizational Management: Plans and organizes work consistent with Council policy and strategic plan to maximize staff and material resources; management philosophy maximizes use of available talent and resources. 2. Personnel Management: Recruits, selects and develops excellent staff; encourages initiative and motivates maximum performance; coordinates and delegates well; supports good personnel practices. 3. Management of Financial Resources: Prepares and administers the City’s various budgets and provides adequate controls on City use of financial resources. Develops and uses long-term projections to support decisions 4. Project Management: Understands and interprets situations and problems; makes effective judgments and maintains a good track record of accomplishments. Personal Skills 5. Relations with Public: Maintains a positive image and rapport with citizens, community groups, and the community at large. 6. Relations with Mayor and Council: Maintains effective communications and rapport with all members of the Council and has a good system of reporting staff activities and implementing Council policy. 7. Communications: Expresses ideas clearly and effectively orally and in writing, actively listens, and accepts and offers constructive criticism. Overall 8. Overall rating of city manager during rating period. GOALS FOR NEXT REPORTING SESSION: Please list things that the city manager does now that you appreciate and would like the manager to continue in the next reporting period (in approximate priority order): Please list things you would like the manager to do in a better or different way in the next reporting period: Page 1 of 7 City Manager Performance Evaluation City of ________________ Evaluation period: _______________ to _______________ ______________________________ Governing Body Member’s Name 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 ____________________________. ____________________________________ Mayor’s Signature ____________________________________ Date ____________________________________ Governing Body Member’s Signature ____________________________________ Date Submitted Page 2 of 7 Initials _____ 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 3 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 _____ ÷ 5 = _____ score for this category Page 4 of 7 Initials _____ 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 7. STAFFING _____ 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 5 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 6 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 7 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? _______________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ City Manager Evaluation [5] Outstanding Performance [4] Exceeded Expectations [3] Met Expectations [2] Marginally Met Expectations [1] Did Not Meet Expectations Council Policy & Implementation 2015 Rating 2016 Rating 1. Is there adequate follow-up and follow-through implementing Council direction that is needed to keep the Council/City Manager relationship strong? 2. Is the City Manager skilled in accomplishing the goals and policies of the Council? Council Communication & Facilitation 2015 Rating 2016 Rating 3. Does the City Manager develop and maintain effective communications and working relationships with: a) The Council as a whole; and b) Individual Councilmembers? 4. Does the City Manager have the ability to identify information from both sides of an issue to develop a balanced staff recommendation? 5. Does the City Manager anticipate the changing needs of the community and the organization in order to bring solutions and alternatives to the Council on how to plan for the future and avoid problems? Financial Management 2015 Rating 2016 Rating 6. Does the Manager prudently manage the finances of the City within Council policies? 7. Does the City Manager keep the Council informed of present and anticipated financial issues and prepare realistic budget proposals? Community Engagement 2015 Rating 2016 Rating 8. Has the City Manager gained the trust and confidence of the public and fostered contacts and cooperation among citizens, community organizations, and other jurisdictions? 9. Does the City Manager develop and nurture open, positive, and constructive relationships and communications with elected and appointed officials in other governmental entities, as well as with the business community and leaders? Leadership 2015 Rating 2016 Rating 10. Does the City Manager provide leadership to the City staff? 11. Does the City Manager effectively lead and manage the day-to- day operations of the City? AVERAGE OVERALL RATING 2015 AVERAGE OVERALL RATING 2016 Job Performance Evaluation Form Page 1 City clerk performance appraisal Job Performance Evaluation Form Page 3 I. City clerk performance form Name: Evaluation Period: Title: Date: PERFORMANCE PLANNING AND RESULTS Performance Review Use a current job description (job descriptions are available on the HR web page). Rate the person's level of performance, using the definitions below. Review with employee each performance factor used to evaluate his/her work performance. Give an overall rating in the space provided, using the definitions below as a guide. Performance Rating Definitions The following ratings must be used to ensure commonality of language and consistency on overall ratings: (There should be supporting comments to justify ratings of “Outstanding” “Below Expectations, and “Unsatisfactory”) Outstanding Performance is consistently superior Exceeds Expectations Performance is routinely above job requirements Meets Expectations Performance is regularly competent and dependable Below Expectations Performance fails to meet job requirements on a frequent basis Unsatisfactory Performance is consistently unacceptable A. PERFORMANCE FACTORS (use job description as basis of this evaluation). Administration - Measures effectiveness in planning, organizing and efficiently handling activities and eliminating unnecessary activities Outstanding Exceeds Expectations Meets Expectations Below Expectations Job Performance Evaluation Form Page 4 Unsatisfactory NA Knowledge of Work - Consider employee's skill level, knowledge and understanding of all phases of the job and those requiring improved skills and/or experience. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Communication - Measures effectiveness in listening to others, expressing ideas, both orally and in writing and providing relevant and timely information to management, co-workers, subordinates and customers. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Teamwork - Measures how well this individual gets along with fellow employees, respects the rights of other employees and shows a cooperative spirit. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Decision Making/Problem Solving - Measures effectiveness in understanding problems and making timely, practical decisions. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Expense Management - Measures effectiveness in establishing appropriate reporting and control procedures; operating efficiently at lowest cost; staying within established budgets. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Human Resource Management - Measures effectiveness in selecting qualified people; evaluating subordinates' performance; strengths and development needs; providing constructive feedback, and taking appropriate and timely action with marginal or unsatisfactory performers. Also considers efforts to further the university goal of equal employment opportunity. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Independent Action - Measures effectiveness in time management; initiative and independent action within prescribed limits. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Job Knowledge - Measures effectiveness in keeping knowledgeable of methods, techniques and skills required in own job and related functions; remaining current on new Outstanding Exceeds Expectations Meets Expectations Below Expectations Job Performance Evaluation Form Page 5 developments affecting SPSU and its work activities. Unsatisfactory NA Leadership - Measures effectiveness in accomplishing work assignments through subordinates; establishing challenging goals; delegating and coordinating effectively; promoting innovation and team effort. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Managing Change and Improvement - Measures effectiveness in initiating changes, adapting to necessary changes from old methods when they are no longer practical, identifying new methods and generating improvement in facility's performance. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Customer Responsiveness - Measures responsiveness and courtesy in dealing with internal staff, external customers and vendors; employee projects a courteous manner. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Personal Appearance - Measures neatness and personal hygiene appropriate to position. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Dependability - Measures how well employee complies with instructions and performs under unusual circumstances; consider record of attendance and punctuality. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Safety - Measures individual's work habits and attitudes as they apply to working safely. Consider their contribution to accident prevention, safety awareness, ability to care for SPSU property and keep workspace safe and tidy. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA Employee's Responsiveness - Measures responsiveness in completing job tasks in a timely manner. Outstanding Exceeds Expectations Meets Expectations Below Expectations Unsatisfactory NA B. EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS :Include those which are relevant during this evaluation period . This should be related to performance or behavioral aspects you appreciated in their performance. Job Performance Evaluation Form Page 6 C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT: D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE: Job Performance Evaluation Form Page 7 E. EMPLOYEE COMMENTS : F. JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.) Employee job description has been reviewed during this evaluation and no changes have been made to the job description at this time. Employee job description has been reviewed during this evaluation and modifications have been proposed to the job description. The modified job description is attached to this evaluation. G. SIGNATURES : Employee Date (Signature does not necessarily denote agreement with official review and means only that the employee was given the opportunity to discuss the official review with the supervisor.) Evaluated by Date Reviewed by Date City Clerk Performance 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 summa ry 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, in cluding 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 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 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 ____ 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 ____ Survey Monkey prior to meeting with the Clerk HR Director collects and distributes the memo from the Clerk, opens the Survey Monkey for two weeks, then schedules a meeting with the Clerk on the Agenda Rank 1 – 5, 1 = Need Improvement, 5 = Outstanding or Excellent CLERK TO THE COUNCIL - Attends all Council meetings o Prepares Agenda Packets o Records Minutes o Maintains Records - Process Boards and commissions - Well prepared for Council meetings MANAGEMENT AND LEADERSHIP - Effectively manages the Day to day operations - Leadership team member - Assures competent staff are hired and that regulations are followed - Develops City Clerk staff for succession planning, motivates, leads - Consistent and fair when dealing with others - Open to suggestions, provides feedback, good relationships with other staff and the community - Prepares City Clerks budget, develops and follows through on City initiatives ADMINISTRATION OF ELECTIONS/POLITICAL REFORM ACT - Plans organizes Municipal Elections, reform act - Access Political Reform acts, relates city buss - Plans develops citywide Records program consistent with state laws - Assist departments with questions about records retention (Records and Mail Services) GOALS FROM LAST YEAR GOALS FOR NEXT YEAR Page 1 of 3 City Clerk Annual Performance Evaluation Form Rating Criteria For each performance criteria, please use the following rating scale: E – Exceeds your expectations. M – Meets your expectations. AG – Areas for growth. Communication Skills: Communication Skills – Good command of oral and written expression; expresses ideas clearly and concisely; easily comprehends ideas expressed by others; ability to explain and understand difficult and complex subjects. Presentation Skills –Ability to present effective, quality presentations in public settings appealing to a variety of audiences. Comments for Communication Skills: Interpersonal Skills/Relationships: Ability to relate well to others and to make people feel at ease, even in difficult situations. _ Ability to gain the trust and confidence of the staff and public; fosters contact and cooperation among citizens, community organizations and other government agencies. Fosters cooperative communication and positive working relationships with the Council. Comments for Interpersonal Skills/Relationships: Page 2 of 3 Leadership: Uses sound judgment in decision making; seeks out all relevant and necessary data, makes decisions in a timely manner. Stays current on management practices and techniques and seeks to increase her value to the City. Comments for Leadership: Innovation: Receptive to new ideas, suggestions and approaches to make the Clerk’s Office a better place. Exhibits a short-term and long- term forward- thinking approach to the State of the City. Receptive to a changing environment. Comments for Innovation: Management: _____Roles of Charter: Knowledgeable, effective and efficient use of authority granted by the City Charter to the City Council, City Manager, City Clerk and other elected or appointed positions; respectful of the delegation of powers described in the Charter. Conduct of City Council Meetings: Initiates responses to issues and concerns that the Council and/or public poses. Ability to delegate authority, granting proper authority at the proper times; sound judgment in the evaluation of when delegation is appropriate. Comments for Management: Page 3 of 3 General Comments: In a brief narrative, please describe: What you are most pleased with in the City Clerk’s performance? What areas for growth would you like to see? Please provide specific suggestions on how the City Clerk may improve the areas for growth?