042301 CC Ws AgP
(
CITY OF
SHOREWOOD
5755 COUNTRY CLUB ROAD. SHOREWOOD, MINNESOTA 55331-8927. (952) 474-3236
FAX (952) 474-0128. www.cLshorewood.mn.us. cityhall@cLshorewood.mn.us
MEMORANDUM
TO:
FROM:
DATE:
SUBJECT:
City Council
Craig W. Dawson, City Administrator (\ ~
April 19, 2001 LV
City Administrator Evaluation Form
Councilmember Laura Turgeon has taken the lead in drafting an instrument for the City Council to
evaluate the performance of the city administrator. She and I have had a few discussions regarding
the attached draft; my comments are handwritten on the form.
We would like to gain comments from the Council as a whole in order to put the evaluation
instrument in final form. The Council may decide at the work session to approve it with the
suggested revisions as shown, approve with further revisions as it may direct, or continue discussion
on the instrwnent.
#.
t..1 PRINTED ON RECYCLED PAPER
City of Shorewood
City Administrator
Performance Evaluation
City of Shorewood
Evalu"ation of City Administrator
Explanations and Directions
..............................................................................~......
Evaluation as Team Buildina
If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail.
The two processes must be compatible and interrelated in the following ways:
1. Evaluation is basically a means, not an end in itself.
2. The trust level between the evaluatee and evaluators must be high.
3. The roles each are to fulfill must be clearly indicated and accepted.
4. Responsibilities are matched with pre-determined standards of performance.
Definition of Roles
1. City Council
A. Conduct annual assessments of performance of the City Administrator.
B. Respect the prerogatives of the City Administrator insofar as operation management
function of the organization is concerned and the policy function of the Council.
C. Make assessments in general terms but also by using specific examples in instances
where speCific improvements are needed or when explicit commendations are due.
2. City Administrator
A. Accepts the prospects of annual evaluation.
B. Understands the scope and thrust of the evaluations.
C. Expects the evaluations to adhere to the established procedures for evah,lating the
performance of the City Administrator.
D. Agrees to make the effort to implement results of the evaluation.
Pre-determined Performance Standards
A performance standard is defined as a condition that will exist when a responsibility or function is
successfully performed. It is essential that a performance standard be established, at the outset, for
each of the eight major areas of responsibility of the City Administrator. This is necessary in order to
use the rating scale effectively.
Maior Areas of Responsibility
It should be reiterated that in determining the appropriate level of expectations, actual performance
must be measured in relation to the indicated standard of performance. Eight major areas of
responsibility serve as the basis upon which assessments are to be made. Descriptors are provided
under each to clarify the meaning and content of the area. However, the evaluation is made of the
major area.
Explanation and Directions (continued)
Ratina Svmbols
Rating symbols are used to make the assessments; and these symbols fall into three main categories:
E = Exceeds Expectations (performance has been above reasonable expectations)
M = Meets Expectations (performance has attained a level of reasonable expectations)
B = Below Expectations (performance has been below reasonable expectations)
To allow for further refinement of these assessments, each of the three categories can be indicated
with a (+) or (-) symbol. This allows for a continuum of nine rating categories from B- which indicates
the lowest rating to E+ which indicates truly exemplary performance.
As indicated earlier, without more precise definition of the term "expectations", it is possible that
ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of
performance standards is used.
It will be noted that in connection with each major area,a performance standard is stated, including the
conditions that have to be met in order to decide the extent to which "expectations" have been met.
Eight Major Areas of Responsibility
I. Organizational Management
II. Fiscal/Business Management
III. Program Development and Follow-through
IV. Relationship with the Mayor/Council
V. Long Range Planning
VI. Relationship with Public/Public Relations
VII. Intergovernmental Relations
VIII. Professional/Personal Development
1: ORGANIZATIONAL MANAGEMENT
Responsibility
· Plans and organizes the work that goes into providing services established by past and current
decisions of the Council.
· Plans and organizes work that carries out policies adopted by the council and developed by
staff.
· Plans and organizes responses to public requests and complaints or areas of concern brought
to the attention of staff by Council and staff.
· Evaluation, recommendation and implementation of new technology.
· Selecting, leading, directing and developing staff members.
· Performance evaluations are developed and performed for staff on an annual basis.
Performance Standard
Organizational Management will be considered effective when a majority of the conditions have been
successfully fulfilled.
· Well qualified, promising persons are recruited and employed.
· Employees are appropriately placed contributing to a high retention rate.
· Supervisory techniques motivate high performance.
. Citizen complaints are effectively resolved.
· The organization is aware of new trends in technology. I." ~&"'" U t~t .~, U4({ec.t ~
. "'t.:=-"";' ~fO"c.ci,,1 l.ih'e' tJ't" r'
. Rating (circle one) '"'ffOV't )1~~~a..
E+
E
E-
M+
M
M-
B+ I. B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
!.b FISCAUBUSINESS MANAGEMENT
Responsibility
· Plans and organizes the preparation of an annual budget with documentation, etc. that conforms to
guidelines adopted by the Council.
· Plans, organizes and administers the adopted budget with approved revenues and expenditures.
· Plans, organizes and supervised the most economic utilization of ffi6RI'Ower, materia/~and
macRiR8r)l. e4t't\\'(M\M-!: ~
· Plans and organizes a system or reports for Council that provide the most up-to-date data available
concerning expenditures and revenue.
· Plans and organizes maintenance of city-owned facilities, building and equipment.
Performance Standard
Fiscal/business Management will be considered effective when a majority of the conditions have been
successfully fulfilled.
· Budget preparation and management are thorough and effective.
· Cost-effective measures are persistently pursued.
· Financial reporting is timely and readily understandable.
· Physical facilities management is efficient.
~
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
III. PROGRAM DEVELOPMENT AND FOLLOW-THROUGH
ResDonsibilitv
· Plans and organizes on-going programs and services to city government.
· Plans and organizes work involved in researching program suggestions by Council and staff and the
reporting of the results of analysis.
· Maintains knowledge of current and innovative trends in the' area of services being provided by local
governments, and incorporates that knowledge in program suggestions and research.
· Plans and organizes work assigned by the Council so that it is completed with dispatch and
efficiency.
· Plans, organizes and supervises implementation of programs adopted or approved by the Council.
Performance Standard
Program planning techniques and procedures will be considered effective when a majority of the
conditions have been successfully fulfilled.
· Ongoing programs and services are fully responsive to the City's needs.
· Monitoring procedures are in place and functioning well.
· Measurable outcomes (to the extent possible) are used to determine success in program planning.
· The City Administrator can be depended upon to follow through.
. Makes most effective use of available staff talent.
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
IV. RELATIONSIDP WITH MAYOR AND CITY COUNCIL
ResDonsibilitv
· Maintains effective communication, both verbal and written, with Council.
· Maintains availability to Council, either personally or through designated subordinates.
u-\' "P-Lf\JVi'S..:'. Establishes and maintains a system of reporting to Council current plans and activities of the staff.
'2 . Plans and organizes materials for presentations to the Council, either verbally or written, in the most
. concise, consistent, clear and comprehensive manner possible.
Performance Standard
Relations with the Mayor and Council will be considered effective when a majority of the conditions
have been successfully fulfilled.
· Materials, reports, presentations and recommendations are clearly and convincingly made.
· Communications are made ina timely, forthright, and open manner.
. Responses to requests are made promptly and completely.
· Recommendations appear to be thoroughly researched.
· Adequate information is provided to Council to make decisions.
· A system is in place and utilized to report to Council current plans, activities, and events of the City.
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of t:valuators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
v.. LONG RANGE PLANNING
Responsibilitv
. Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services.
. Keeps Council advised of new an~pending legislation and developments in the area of public
policy.
. Plans and or~anizes a process of program planning in anticipation of future needs and problems.
. Establishes and maintains an awareness of developments occurring within other cities or other
jurisdictions that may have an impact on City activities.
. Plans, organizes and maintains a process of assisting the Council in establishing community goals.
including a process for monitoring and reporting on the City's progress toward achieving those
goals.
~.~
Performance Standard
"1 StratelZic planning will be considered effective when a majority of the conditions have been successfully
fulfilled. . 'iJNJ,. ob) ,.
· A wel1-cons~ctedlong-range (s~ategic) plan is currently in operation. ~ d~~!/:~~v';~: it?
. Annual operational plans are carned out by staff members. f 6 'II 4S
. An on-going monitoring process is in operation to attain quality assurance in program and project
implementation.
. Program evaluation and personnel evaluation are interrelated with the ~trategic planning process.
· Legislative knowledge is current and complete. 'tID"'b-1~ 7
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific 8rea(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
VI. RELATIONSmp WITH PUBLICIPUBLIC RELATIONS
ResDonsibilitv
· Plans, organizes and maintains training of employees who have primary responsibility for contact
with the public, either by phone or in person.
· Ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception
exists in employees coming in contact with the public.
· Establishes and maintains an image of the City to the community that represents service, vitality and
pl,'ofessionalism.
· Establishes and maintains.a liaison with private non-governmental agencies, organizations and
groups involved in areas of concern that relate to services or activities of the City.
Performance Standard
Communication services will be considered effective when a majority ofthe conditions have been
successfully fulfilled.
· Contacts with the media are timely and credible.
· Publications are varied and consistently well received by the citizens.
· Feedback from the public and the community leadership is positive.
· City has good image with comparable organizations.
· Ability to solicit and use feedback from the public.
Rating (circle one)
E+ I I E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthenin.g)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
Y!L. INTERGOVERNMENTAL RELATIONS
Responsibilitv
· Maintains awareness of developments and plans in other jurisdictions that may relate to or affect
City governments.
. Establishes and maintains a liaison with other governmental jurisdictions in those areas of service
that improve or enhance the City's programs. ....-i M\J o.~'c.",,,til1'-\J'
· Maintains communications with governmental jurisdictionlVvith which the City is involved or has
interaction.
Performance Standard
Intergovernmental relations will be considered effective when a majority of the conditions have been
successfully fulfilled.
· Sufficient activity with municipal and professional organizations.
· Regarded as ~ by municipal officials. h,tl.b t:()""I'~t l'
· Provides examples of good ideas from other jurisdictions.
. Positive relationship with surrounding cities.
· Good cooperation with County and State agencies.
· Improved mutual understanding and relationship with the State Legislature.
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)
.-
.
VUI. PROFESSIONALIPERSONAL DEVELOPMENT
ResDonsibilitv
. Maintains awareness and value of broadening professional and personal development.
. Demonstrates imaginative leadership initiatives.
. Ability to build cohesiveness in staff.
. Decisiveness in leadership performance.
. Effectiveness in verbal communications.
Performance Standard
Professional and personal competencies will be considered effective when a majority of the conditions
have been successfully fulfilled.
. Management techniques show evidences of innovation, imagination, and decisiveness.
. Synergetic techniques are fostered.
. Continuous professional personal growth is demonstrated.
Rating (circle one)
E+
E
E-
M+
M
M-
B+
B
B-
Comments: (Observations of Evaluators)
Suggestions for Improvements: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments of the City Administrator: (Responses to any of the evaluations, comments,
suggestions, and/or commendations)