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060908 CC WS AgPCITY OF SHOREWOOD CITY COUNCIL WORK SESSION MONDAY, JUNE 9, 2008 AGENDA 1. CONVENE CITY COUNCIL WORK SESSION A. Roll Call 5755 COUNTRY CLUB ROAD COUNCIL CHAMBERS 6:00 P.M. Mayor Lizee Woodruff Turgeon Bailey Wellens B. Review Agenda 2. DISCUSSION WITH POLICE CHIEF LITSEY REGARDING SLMPD STRATEGIC OPERATIONS PLAN (Acting City Administrator's memorandum) CITY ADMINISTRATOR REVIEW FORM (Att. -Acting City Administrator's memorandum) 4. OTHER 5. ADJOURN SHOREWOOD 5755 COUNTRY CLUB ROAD •SHOREWOOD, MINNESOTA 55331-8927 • (952) 474-3236 FAX (952) 474-0128 • www.ci.shorewood.mn.us • cityhall@ci.shorewood.mn.us MEMORANDUM TO: City Council FROM: Larry Brown, Acting City Administrator & ' '~''`! Director of Public Works ~~, DATE: June 6, 2008 RE: Discussion Regarding the South Lake Minnetonka Police Department Strategic Operating Plan Councilmember Wellens has requested that Police Chief Bryan Litsey address the City Council regarding the proposed Strategic Operating Plan. Chief Litsey will be in attendance at the Monday night City Council Work Session, to address questions or concerns. Included in the packet is the summary documents published previously for the Strategic Operating Plan, for the City Council's convenience. ~4 d®r® PRINTED ON RECYCLED PAPER STRATEGIC ACTION PLAN y i i i Joint Meeting of City Councils Excel.~i renwaari, harao ?'a a ~. , STRATEGIC PLANNING INITIATIVE OVERVIEW Strategic planning has increasingly become part of the organizational fiber of the South Lake Minnetonka Police Department (SLMPD). Over the past ten years its significance as part of the annual budgetary process has expanded considerably. It was the impetus behind the vision of a new public safety facility becoming a reality toward the latter part of 2003. Because of this foresight, the long-term facility needs of the SLMPD have been met for decades to come. There was a pause in long-range planning while the SLMPD member cities came to terms over the formula used for funding annual operations. This point of contention persisted for several years and was ultimately settled through an arbitration process in 2006. This coincided with an amendment to the Joint Powers Agreement that bolstered the long-term stability of the SLMPD. This allowed the focus to shift back toward strategic planning. At its meeting on January 17, 2007, the Coordinating Committee "kicked off" what has become an ongoing strategic planning process committed to the future interests of the SLMPD. The initiative intensified this year through the formation of a Strategic Planning Group with broad-based representation from the member cities. Input from other sources has also been incorporated into the process to provide additional perspectives. STRATEGIC PLANNING GROUP The Strategic Planning Group is comprised of Coordinating Committee Members (mayor from each city), Coordinating Committee Alternates (designated council member from each city), Operating Committee Members (administrator/manager or staff designee from each city) and SLMPD Command Staff (police chief and deputy chief). A list of group participants is attached to this document. The Strategic Planning Group has met regularly since the beginning of 2008 and has adhered to the following sequential process: Phase 1 -January 2008 Phase 2 -February 2008 Phase 3 -March/Apri12008 Information Gathering Define Key Issues Develop Plan During each of these phases there have been corresponding PowerPoint presentations specific to the topics being discussed. These PowerPoint presentations, which contain a wealth of information, are available in either paper or CD formats. After each meeting, summary minutes were prepared and are available in either paper or CD formats. The PowerPoint presentations have laid the foundation for the Strategic Planning Group to identify and endorse several key strategic goals. The corresponding timetable has -1- served to move things along in a relatively short period of time so the findings may be incorporated into the budgetary process for 2009. ACTION PLAN The Strategic Planning Group favored four strategic goals after a considerable amount of discussion and review of the materials provided. Although not all-inclusive, these priorities for the organization have been identified as critically important to the future of the SLMPD. They have already gone through intense scrutiny, which reinforces even more the importance of achieving these goals. They are as follows: Establish a timetable for phasing in additional police officers earmarked for the patrol division. Increase the overtime budget so that manpower issues due to training, illness, injured on duty, time off requests, etc. can be more readily accommodated in the work schedule. Maintain pace with changing technology. Have a sufficient fund balance available to upgrade, replace and add new technologies. Establish a capital fund for the long-term care and maintenance of the public safety facility. STAFFING CONSIDERATIONS The Strategic Planning Group spent a considerable amount of time discussing staffing issues. It was recognized that the SLMPD continues to be significantly understaffed with its current complement of police officers. The patrol division was identified as having the most critical need for additional personnel and there was group support for hiring more police officers to address this deficiency. This occurred after substantiating that the redeployment of existing personnel was not a viable option; that there was clear and convincing data to support adding more police officers; and that officer safety was being compromised at present staffing levels. One member of the group summed it up best, "We need to protect those who protect us." Since there is no "one-size-fits-all" approach for determining staffing levels, a multitude of factors were taken into account by the Strategic Planning Group. These include: • Safety of police officers and the public • Population size and density • Policing philosophy and priorities • Demographics • Demand for service • Municipal resources The Strategic Planning Group was also provided with several benchmarks to make staffing comparisons. One was an "apples-to-apples" comparison to the Centennial Lakes Police Department, which is strikingly similar in makeup to the SLMPD. The -2- Centennial Lakes Police Department is a more costly operation primarily because it employs three more police officers. This allows the Centennial Lakes Police Department to have at least two patrol officers on-duty at all times, something the SLMPD is unable to achieve with current staffing levels. Other comparisons were based solely on per capita or demand data. The SLMPD is extremely lean when using a per capita ratio (number of officers per thousand residents) as the benchmark for comparing police officer staffing levels. The SLMPD would need to hire five (5) more police officers just to be in the average range among police departments in the Lake Minnetonka area. To meet the statewide average the SLMPD would need to hire six (6) more police officers. The results are similar when using the International Association of Chiefs of Police (IACP) demand formula for determining patrol division staffing. Working through this formula using conservative SLMPD data numbers reveals that a baseline of between twelve (12) and thirteen (13) police officers are needed to handle the workload in the patrol division. The SLMPD only has enough personnel to assign ten (10) police officers to handle the workload in the patrol division. One of the more eye opening presentations for the Strategic Planning Group was explaining just how difficult it can be to provide adequate patrol coverage with staffing being so lean. Even more problematic is trying to fill gaps in the schedule because of job vacancies, vacations, sick leave, work related injuries, training, special assignments, etc. To illustrate this point, samplings of several months in 2007 were featured. December was the most extreme case, with staffing shortfalls occurring 29 of the 31 days of the month. ' STAFFING GOALS A typical twenty-four hour period is presently divided into five patrol shifts with overlapping coverage during peak times. Deployment generally varies between one and three patrol officers at any given time. The Strategic Planning Group endorsed phasing in a sixth shift so that at least two patrol officers would normally be on-duty at any given time. It would also provide additional personnel resources to cover gaps in the patrol schedule. Fully staffing this sixth patrol shift would require hiring two additional police officers. The Strategic Planning Group respected the fact that hiring additional police officers is a significant financial investment for all the member cities, yet recognized it would be remiss not to start addressing what has been identified through this process as a critical staffing need. To this end, the group recommended hiring one additional police officer in 2009 to provide some more immediate relief. This hiring, however, would be delayed until June 1, 2009 to spread out the additional cost over atwo-year period. The group further recommended the hiring of a second police officer in 2011. Once again, this would be delayed until June 1, 2011 to spread out the additional cost over atwo- year period. This approach would complete the objective of phasing in two additional -3- police officers to enhance both coverage and officer safety. It also affords officers more opportunities to take time off, which is important in terms of employee retention and maintaining good mental health to balance what is otherwise a very demanding and stressful job. In conjunction with this staffing increase, there is a gradual increase in the amount budgeted for overtime in order to follow the more prudent practice of backfilling staffing shortfalls. The projected overall cost of implementing these staffing goals is itemized on the accompanying five-year operating budget forecast. Personnel costs are predicated on the new hires being entry level positions and using salary and benefit estimates that reflect what the increases will likely be in relation to the current labor agreement. The methodology applied to the budget forecast is consistent with how the SLMPD and cities in general present their annual operating budgets. This is a year-by-year comparison, which for purposes of this illustration, has been averaged over afive-year period. This method. of presentation was favored by the majority of the group. It should be noted that once payroll costs are finalized for each of the next five years, the financial implications to the member cities may fluctuate depending on future labor agreements and personnel changes. TECHNOLOGY CONSIDERATIONS The Strategic Planning Group supported the efforts of the SLMPD to maintain pace with changing technology and develop along-range capital plan for consideration as part of the 2009 budget process. This builds upon past efforts to absorb the capital costs associated with a number of technology upgrades, such as the conversion to an 800 MHz radio system and implementation of mobile data terminals in patrol vehicles. These were funded through the Designated Technology Fund, which traditionally has been supported by annual appropriations from the operating budget and transfers from surplus revenues. Additionally, the SLMPD has successfully secured a number of grants in the past to assist with technology upgrades. TECHNOLOGY GOALS The Strategic Planning Group encouraged further development of the long-range capital plan currently in the works that will need to support a number of required enhancements. This includes adopting and funding a replacement schedule for the current inventory of 800 MHz radios and mobile data computers in the patrol vehicles. Additionally, the in-house record management system is nearing the end of its useful lifespan and will need to be replaced. Although costly, it will provide significant advancements in technology with increased efficiencies, better data collection and reporting capabilities, enhanced interoperability with other systems and improved officer safety features in the field. The last significant piece of the technology pie is the ongoing upgrades to the internal network of voice/data systems and the related components. -4- A preliminary estimate of what additional capital will be needed to support these technology goals is reflected in the accompanying five-year operating budget forecast. These figures are predicated on several variables to help preserve capital in the Technology Fund. These include Hennepin County extending its lease program for 800 MHz radio equipment, continuing the internal practice of transferring favorable revenues into the Technology Fund and being able to tap into forfeiture proceeds when feasible. FACILITY CONSIDERATIONS The Strategic Planning Group acknowledged the need for a capital maintenance plan specific to the public safety facility. There is currently no arrangement in place to provide for the preservation of this vital community asset. Such a plan is not intended to provide for routine maintenance, ongoing operations or scheduled service of existing equipment. These expenses are funded each year through the operating budget. The capital maintenance plan would be earmarked for the long-term care and maintenance of the facility. Included under this would be: • Building Grounds • Building Exterior • Building Interior • Mechanical • Electrical This shared liability between the SLMPD and the Excelsior Fire District (EFD) is dependent on the financial backing of their respective member cities. This would be in addition to what is already being contributed to annual operations and other capital needs. FACILITY GOALS The Strategic Planning Group recognized the importance of establishing a capital maintenance fund in partnership with the EFD. Interest was expressed in using as a funding source the savings derived from refinancing of the original construction debt related to the public safety facility. These savings on the police side, which will first be realized starting in 2009, total an estimated $326,615 over the remaining life of the refinanced bonds. This amount, coupled with a matching share from the EFD, would accumulate a sizable balance over time. Presumably, the contributions to this fund from the member cities would be based on the same funding formula adopted for repayment of the original construction debt. The SLMPD would then hold these contributions in trust similar to the debt service payments on the facility. The Strategic Planning Group supported the work being done by the SLMPD and the EFD to identify what will need to be replaced, timing and related costs. This will then be incorporated into a replacement schedule that can serve as both a checklist and estimator of what needs to be collected to sustain the fund balance. Completing this task will require some technical expertise that will likely have to be outsourced. -5- Although recognizing the aforementioned process will take time, the Strategic Planning Group felt it was important to have a baseline figure in which to plan around as soon as possible. It was generally agreed this could be established by applying "rule of thumb" standards applicable to buildings with similar characteristics. As a starting point, it was recommended having the respective auditors for the SLMPD and the EFD meet collectively to come up with a baseline figure that would be further refined as the process progresses. Achieving this initial objective has been put on the "fast track" so that member cities can begin to plan for this eventuality. It would be premature at this time, however, to do a projection prior to this baseline figure being determined. It was also the sentiment of the Strategic Planning Group that gaining the support of all the member cities to create this capital fund should be the first priority. Secondary to this would be adopting a contribution schedule along with each member city identifying what funding source to use to support their share. The SLMPD member cities use a different method than the EFD for funding the debt service payments on the building. This same funding method would presumably be followed in establishing a capital maintenance fund for the building. This fund would be treated independent of the SLMPD operating budget with contributions being collected and held in trust by the SLMPD until payments are required. Any accumulated interest would stay with the trust and not comingled with the operating budget. CONCLUSION The Strategic Planning Group has not only devoted many hours to this process, but has adhered to an aggressive schedule in order to reach reasonable conclusions and suggested actions to incorporate in the 2009 budget process. The key strategies identified as part of this sequential process evolved from an extensive review of information and data coupled with group discussions focused on reaching a common vision for the future of the SLMPD. Throughout this process the group interaction has been probing, thoughtful, insightful and respectful. This is probably the most important reason why the group has been able to reach fundamental decisions and agree on some recommended actions to move the organization forward. These suggested actions are now in the hands of the Coordinating Committee and the SLMPD Command Staff to present to the member cities for consideration. Strategic planning is anever-ending process that learns from the past, evaluates the present and provides direction for the future. The Strategic Planning Group has laid the groundwork for what is a very exciting time for the SLMPD as efforts are made to better position the organization for present and future challenges. * See Next Page for Strategic Planning Group Representatives -6- STRATEGIC PLANNING GROUP REPRESENTATIVES City of Excelsior Mayor: Nick Ruehl Council Member: Greg Miller City Clerk: Cheri Johnson City of Greenwood Mayor: Bob Newman Council Member: Bob Quam City Administrator: Did not participate City of Shorewood Mayor: Chris Lizee Council Member: Laura Turgeon Acting City Administrator: Larry Brown City of Tonka Bay Mayor: Bill LaBelle Council Member: Ken Folley City Administrator: Jessica Loftus SLMPD Command Staff Chief of Police: Bryan Litsey Deputy Chief: John Nieling Group Support Staff Administrative Assistant: Nancy Swanson Official Recorder: Chris Freeman -7- Z CW F a /W _V J a i Z 0 Z Z. 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Q C~ ~ 0) Q O = • C ~ C N ~ U m o ~ r > o ~ ' ° v 'i ° ~ o v ' ! ~ ~ ~ ~ ~ ~ ti ti O o o O T t r N f . ~ M M M M 0 0 0 CN dam' ~ C~ ~ ~ ~ C0~) ~ ~ r I.!') r Lf') r Lf') ~ N ~ N ~ CV ~} FF} EF} N o r C'7 f~ a O C~ I~ o O Ch (~ o ~ C'7 I~ O C'7 f~ O (+') t~ r ~ ~ N r O ~ O r O ~ LC) CD d' ~ 0 r am N O ~ O C 0 ~ ~ ~ N ~ ~ r d ' ~ r (~ r r ~ r . 4 y r ~ N ~ ~ N ~ N ~ N ffi} ffl EF} ER ao ~ ~ o ao ~ ~ o m ~ ~ o eo ~ o ~ ° ~ ~ ~ ° o ~ ~ ° o ~ ~t ° 0 LC) ~ N r 00 ~ O r 00 ~ O r 00 ~ ~ ~ r 0 ~ T N 0 ~ 0 N 00 r ~ N r E{} ~ 64 ~ ER ~ E9 0 o a 0 0 0 ~ m C D ~ O ~ D C ~ O ~ C 0 N rn ~ ~ ~ ° ~ w o ~ ~ rn 00 6g r O Ffl r O r O H} ~ H} ~ ~} co co cD ~ o c~ cfl r r ° O r r ° O O !~ ~ O O ~ N r C•1 Ln O C7 I.f) ~ r CO m Cn H} r ~ H3 r 01 ~ r ~ r (~' c 0 y ~ rn ~ ~- rn C +- y p O _ O _ _ _ L _ ~ 0) ~ d N ~ ~ N ~ ~ U ~ ~ a~ .~ U ~ ~ ~ U a ~ ~ U ~ ~ ~ U ~ m ~ ~ ~ m ~ ~ ~ m ~ ° ~ m ~ i ~ ~ ~ ~ ~ ~ c~ % ~ ~ ~ ~ t ~ ~ ~ Z ~ = ~ d N ~ S2 (d ~ i (d 0 j i L Cd ' i L i i ~ RS ~ U Cd - U 03 U t0 ~ U V _ (1 Q ~ V _ ~ ~- ~ O _ ~ Q ~ U _ 0 Q ~ _ _ ~ ~ ~ ~ ~ O O ~ ~ ~ ~ ~ ~ ~ ~ Q~ ~ ~ 01 Q1 Q1 0 ~ ~ ~ Q ~ ~ ~ N ~ V y N N _ " N ~ f N V to ~ fA (A A ° ° a a ¢ ¢ a ¢ ¢ ¢ a ¢ a ¢ Q a ~' SHOREWOOD 5755 COUNTRY CLUB ROAD ®SHOREWOOD, MINNESOTA 55331-8927 ®(952) 474-3236 FAX (952) 474-0128 • www.ci.shorewood.mn.us • cityhall@ci.shorewood.mn.us MEMORANDUM TO: City Council FROM: Larry Brown, Acting City Administrator & Director of Public Works DATE: June 5, 2008 RE: City Administrator Review Forms On Monday, June 2°d, the City Council reviewed a draft of the evaluation form for the City Administrator and made recommendations as to revisions desired for the form. Attachment 1 is the excerpt of the draft minutes that document the changes to be made. Also attached, as Attachment 2, is the draft form used for that meeting conducted on June 2"d Attachment 3 is the revised evaluation form, per the direction provided. It should be noted that in the "Comments" .column on the right hand side of the form, the previous item number has been indicated for those who desire to track the changes. In addition, there are a few items that have asterisks indicated on the left hand side. In notes taken from staff from the work session, it was noted that there were suggestions that these items would be deleted. However, the minutes do not reflect this change. Thus, these remained in the form and are to be clarified at this work session on Monday evening. ~ _3 os s®a' PRINTED ON RECYCLED PAPER CITY OF SHOREWOOD CITY COUNCIL WORK SESSION MONDAY, JUNE 2, 2008 MINUTES 1. CONVENE CITY COUNCIL WORK SESSION 5755 COUNTRY CLUB ROAD COUNCIL CHAMBERS 6:00 P.M. Acting Mayor Turgeon called the meeting to order at 6:00 P.M. A. Roll Call Present. Acting Mayor Turgeon; Councilmembers Bailey, Wellens, and Woodruff; Acting Administrator/Director of Public Works Brown; Finance Director Burton; Planning Director Nielsen; and Engineer Landini Absent: Mayor Lizee B. Review Agenda Acting Mayor Turgeon requested Item 4, Arsenic in Private Well Water, be discussed before Item 2 on the agenda, and Item 2, City Administrator Performance Review Form, be discussed after Item 3 on the agenda. Bailey moved, Woodruff seconded, Approving the Agenda as Amended. Motion passed 4/0. 2. CITY ADMINISTRATOR PERFORMANCE REVIEW FORM This item was discussed after Item 4 on the agenda. Acting Administrator Brown stated per Council's direction Staff took existing points of review from the City's administrator performance review form and inserted them into the City of Diamond Bar, California, form. Councilmember Bailey thanked Acting Administrator Brown for his efforts in merging the documents. He cautioned Council not to make the form too lengthy. He recommended Council be parsimonious when considering which items to keep in the form. He suggested each category contain 5 items, 10 at the most. The items included in each category were there to provide Councilmembers with a way to be more specific about their evaluations. He stated the Budget and Finance category included items that were the Finance Director's responsibility; although the Administrator supervised that position those items should be deleted from this form. He recommended a summary item be added. to each category for an overall ranking of the category. After ensuing discussion, there following changes were agreed too. - Delete categories Law Enforcement and Additional Comments - Add a category called Intergovernmental Relations - The items will be changed to action statements - A overall rating item will be added for each category - Each item will be evaluated on a 5-level rating Attachment 1 CITY OF SHOREWOOD WORK SESSION MEETING MINUTES June 2, 2008 Page 2 of 9 - Relations with the City Council - Delete items A, C, 4, 6, 7, 9, and 10 - Add the word timely to item 1 - Planning - Delete items A, C, E, 3, 9, 10, 15, 16, and 18 - Combine items l and 2 - Delete "with the long range strategic planning process" from item 17 - Organizational Skills - Delete items B, 3, 5, and 8 - Merge item D with item 4 - Budget and Finance - Delete items A, D, 4, 5, 6, 7, and 9 - Add administers to line 1 of item 1 - Add facilities to item 3 - Community Relations - Delete items C, 2, 3, 4, 8, 9, and 10 - In item A change "City Administrator" to "City" and change "the Administrator' to "staff - Add accurate to item 6 - Change item 7 to reflect something about an effective communications program - Personnel Relations - Delete items B, F, G, 3, 4, and ~ - Management Skills - Delete items D, F, H, 1, ?;, and - Change item A to "Does the City Administrator effectively handle conflict resolution" - Move items A, I3; C, L,, G, and I to Leadership - Move items 4 and 5 to Intcrgo~~ernmental Relations - Delete this category - Leadership - Delete items 1~, (, 7, 9, 10, 11, and 12 - Move 2, 3, ~, 5, and 6 to Intergovernmental Relations - Change item 8 to "The Administrator demonstrates imagination and initiative" Acting Administrator Brown stated for the next discussion he will provide a copy of the original merged form and an updated form reflecting the changes agreed to. Discussion returned to Item 5 on the agenda. 3. FIBER OPTIC TO CITY HALL BUILDING This was discussed after Item 4 on the agenda. Councilmember Woodruff gave a brief presentation on fiber optics to the premise, as detailed in the copy of the presentation on file. He discussed what fiber optics was, how it differed from other communication infrastructures, and what the benefits were. Councilmember Wellens questioned what Councilmember Woodruff was proposing. Councilmember Woodruff stated the LMCC was chartered to deal with franchise for cable television. From his vantage point the LMCC was not sure of what else it should do; the LMCC could expand its V U a k CITY ADMINISTRATOR a a w W z w ti ~- '~ EVALUATION FORM ~ x ~ w D D iy ~ O~ 2 Z ti W k tq W W ~ ~ F- V F- !Y W O W ~ ~ ~ i. RELATIONS WITH THE CITY COUNCIL 5 4 .3 2 1 COMMENTS A. Does the City Administrator maintain effective and open Delete lines of communication with the Council as a body and with individual members? B. Is the Council kept apprised of all ongoing and current Keep situations involving City business? C. Does the City Administrator exercise sound judgment when Delete advising Council? 1 Does the City Administrator maintain effective Keep communication, both verbal and written, with the City Council? 2 Does the City Administrator maintain availability to the City Keep Council, either personally or through designated subordinates? 3 Does the City Administrator establish and maintain a Keep system of reports for Council on current plans and activities of the staff? 4 How effective is the Administrator with Planning and Delete organizing materials for presentations to the Council, either verbally or written, in the most concise, consistent, clear and comprehensive manner possible? 5 Materials, reports, presentations and recommendations are Keep clearly and convincingly made. 6 Communications are made in a timely, forthright, and open Delete manner. 7 How promptly and completely does the City Administrator Delete respond to requests? 8 Recommendations are thoroughly presented and Keep researched? 9 Adequate information is provided to Council to make Delete decisions. 10 The City Administrator puts in place and maintains Delete maintains a system to report to Council current plans, activities, and events of the City. Attaclunent #2 Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a W CITY ADMINISTRATOR ~ ~ a a w W EVALUATION FORM z W [] O W ..a ~ H W X Z Z ~ v W Q O O w ~ ~ D Ii. PLANNING 5 4 3 2 1 COMMENTS A. Does the City Administrator anticipate needs and recognize potential problems? Delete B. Does the City Administrator propose effective solutions and provide alternatives to identified problems? Keep C. In making decisions, does the City Administrator obtain the facts and consider the long-term implications? Delete D. Does the City Administrator provide the City Council with all the information necessary to make decisions? Keep E. Are the goals of the City Council incorporated into plans for implementation? Delete 1 How effective does the City Administrator Plan and organize work that goes into providing services established by past and current decisions of the City Council? Mere 1 and 2 2 The City Administrator plans and organizes work that carries out policies adopted by the City Council and developed by staff. Mere 1 and 2 3 Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff by Council and staff. Delete 4 The City Administrator maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. Keep 5 The City Administrator keeps Council advised of new and pending legislation and developments in the area of public policy. Keep 6 The City Administrator plans and organizes a process of program planning in anticipation of future needs and problems. Keep 7 The Administrator establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. Keep 8 The Administrator 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. Keep 9 Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. Deiete Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a CITY ADMINISTRATOR ~ ~ W W W EVALUATION FORM W o a z Z W C7 W ~ v W Q O W ' ~ O ~ O 10 Keeps Council advised of new and pending legislation and developments in the area of public policy. Delete 11 Plans and organizes a process of program planning in anticipation of future needs and problems. Keep 14 The Administrator maintains awell-constructed long-range (strategic) plan, adopted by the Council, and is currently in operation. Keep 15 Annual operational plans are carried out by staff members. Delete 16 An on-going monitoring process is in operation to attain quality assurance in program and project implementation. Delete 17 Program evaluation and personnel evaluation are interrelated with the long range strategic planning process. Keep 18 The City Administrator stays current on Legislative knowledge, and remains current and complete on issues. Delete III. ORGANIZATIONAL SKILLS 5 4 3 2 1 COMMENTS A. Does the City Administrator exhibit the ability to arrange work and efficiently apply resources? Keep B. Does the City Administrator make decisions when sufficient information is available, and implement actions when Delete conditions are ripe for success? C. Does the City Administrator exhibit the ability to reach for effective and, when necessary, creative solutions? Keep D. Does the City Administrator obtain the best possible end result for the money spent? Merge with 4 below E. Do the departments run smoothly, and there is adequate internal communication among staff, and between staff and Keep the Cit Administrator? 1 How effeective is the Administrator regarding plans and organization of on-going programs and services to city Keep government. 2 The City Administrator plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. Keep 3 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. Delete Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a W CITY ADMINISTRATOR ~ ~ a a w W EVALUATION FORM z W ~ ~ w -' O z Z w x U o ~ W a o w ~ ~ o 4 Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency. Merge with D above 5 The Administrator plans, organizes and supervises implementation of programs adopted or approved by the council. Delete 6 The City Administrator monitors procedures that are in place and functioning well. Keep 7 The City Administrator measures outcomes (to the extent possible) that are used to determine success in program planning. Keep 8 The City Administrator can be depended upon to follow through. Delete 9 The City Administrator makes most effective use of available staff talent. Keep IV. BUDGET AND FINANCE 5 4 3 2 1 COMMENTS A. Does the City Administrator adequately and accurately report and project the financial condition of the City in a timely manner? Delete B. Are the management practices and polices designed to maintain a sound long-range financial position? Keep C. Are plans for the long-term replacement and maintenance . of equipment updated regularly? Keep D. Does the City Administrator implement effective programs to limit liability and loss? Delete E. Are there short and long term goals for asset management? Keep F. Does the City Administrator suggest and pursue creative solutions to financial issues? Keep 1 The City Administrator plans and organizes the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council Keep 2 The Administrator plans, organizes and administers the adopted budget with approved revenues and expenditures. Keep 3 The Administrator plans, organizes and supervises the most economic utilization of staff, materials, and equipment. Keep Lettered =Diamond Bar Form. Numbered =Shorewood Form. ~ W a W CITY ADMINISTRATOR ~ ~ a a w w EVALUATION FORM z W Q W C Z O Z X v W ¢ O ~ O w ~ ~ p 4 The Administrator plans and organizes a system or reports for Council that provide the most up-to-date data available concerning expenditures and revenue. D@lete 5 The City Administrator plans and organizes maintenance of city-owned facilities, building and equipment. Delete 6 How effective and thorough is the City Administrator in the preparation and management of budgets? Delete 7 does the City Administrator persistantly pursues cost- effective measures? Delete 8 Financial reporting is timely and readily understandable. Keep 9 Physical assets management is efficient. Delete V. COMMUNITY RELATIONS 5 4 3 2 1 COMMENTS A. Does the City Administrator have a customer service orientation; is the Administrator approachable, available and responsive to the, public? Remove Does CA B. Does the City Administrator communicate openly, clearly and honestly with the public, recognizing their right and need to be well informed? Keep C. Do each of the Departments reflect a "customer first" attitude? Delete 1 Citizen complaints are effectively resolved. Keep 2 The City Administrator plans, organizes and maintains training of employees who have primary responsibility for contact with the public, either by phone or in person. Delete 3 The Administrator ensures that an attitude and feeling of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. Delete 4 The Administrator establishes and maintains an image of the City to the community that represents service, vitality and professionalism. Delete 5 The City Administrator 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. Keep Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W a CITY ADMINISTRATOR ~ ~ W W a w w W EVALUATION FORM z W z a o a z ~ _ ~ W W ~ W O W ~ ~ D 6 The Administrator makes contact with the media that are timely and credible. Keep 7 Publications are varied and consistently well received by the citizens. Keep 8 Feedback from the public and the community leadership is positive. Delete 9 City has good image with comparable organizations. Delete 10 The City Administrator has an ability to solicit and use feedback from the public. Delete VI. PERSONNEL RELATIONS 5 4 3 2 1 COMMENTS A. Does the City Administrator build and motivate a team? Keep B. Does the City Administrator earn the cooperation and respect of subordinates? Delete C. Does the City Administrator encourage employees to update their skills and training? Keep D. Does the City Administrator promote teamwork and cooperation among the Department Heads? Keep E. Does the City Administrator recognize the value of excellence in employees, and use all reasonable efforts to ensure that the best available individuals are recruited, Kee F. Does the City Administrator maintain accurate job descriptions for all employees? Delete G. Does the City Administrator ensure that all employees are evaluated annually? Delete H. How do you rate the City Administrators overall management style in dealing with employees? Keep 1 Do the departments run smoothly, and there is adequate internal communication among staff, and between staff and the City Administrator? Keep 2 Performance evaluations are developed and performed for staff on an annual basis. Keep Lettered =Diamond Bar Form. Numbered =Shorewood Form. W W 4 CITY ADMINISTRATOR ~ ~ W c a w W EVALUATION FORM W 0 Q W J O Z FQ !~ k Z v ~ W Q O O W ~ cS O 3 Well qualified, promising persons are recruited and employed. Delete 4 Employees are appropriately placed contributing to a high retention rate. Delete 5 The City Administrator has supervisory techniques to motivate high performance. Delete VII. MANAGEMENT SKILLS 5 4 3 2 1 A. Does the City Administrator have the ability to resolve conflicts inherent in a public agency? Merge A and H and Reword B. Is the City Administrator a good negotiator? Keep C. Does the City Administrator listen to and understand the positions and circumstances of others, and communicate that understanding? Keep D. Does the City Administrator handle stress well? Delete E. Does the City Administrator exhibit resilience i.e., maintains motivation and energy in spite of constant demands? Keep F. Does the City Administrator follow through in a timely manner on commitments and requests? Delete G. Is the City Administrator proactive in recognizing issues and initiating action? Keep H. Does the City Administrator handle people well in difficult situations? Delete I. Does the City Administrator clearly communicate expectations to contract organizations/personnel to implement City goals and polices? Merge 1 The organization is aware of new trends in tools and technology and they are implemented Delete 2 The City Administrator maintains awareness of developments and plans in other jurisdictions that may relate to or affect City governments. Delete Lettered =Diamond Bar Form. Numbered =Shorewood Form. U W w a CITY ADMINISTRATOR ~ ~ W W a a w w z w : ~- ~ EVALUATION FORM ~ x ~ w ~ 0 o W ~ o 2 2 W X ~ ~ ~ w O W ~ ~ ~ 3 Establishes and maintains a liaison with other governmenta l jurisdictions and associations in those areas of service that improve or enhance the City's programs. Delete 4 Maintains communications with governmental jurisdictions and associations with which the City is involved or has interaction.. MOVe Intergov 5 The Administrator has a mutual understanding and relationship with the State Legislature. Move Intergov III. LEADERSHIP 5 4 3 2 1 COMMENTS A. Does the City Administrator inspire a shared vision and enlist staff and City Council support? Keep B. Does the City Administrator seek and pursue opportunities to improve the organization? Kee C. Does the City Administrator enable others to act by creating an atmosphere of trust and collaboration? Keep D. Does the City Administrator create standards of excellence and model this behavior? Keep E. Does the City Administrator conform to the high ethical standards of the profession? Keep F. Has the City Administrator met the goals established by the City Council during this evaluation period? Delete 1 The City Adminstrator is effective at selecting, leading, directing and developing staff members. Delete 2 The Cty Administrator maintains sufficient activity with municipal and professional organizations. Move Intergov 3 The City Adminsitrator is regarded as highly competent by municipal officials. Move Intergov 4 The City Administrator provides examples of good ideas from other jurisdictions. Move Intergov 5 The Adminstrator maintains positive relationships with surrounding cities. Move Intergov 6 The Adminstrator maintains good cooperation with County and State agencies. Move Intergov Lettered =Diamond Bar Form. Numbered =Shorewood Form. U V CITY ADMINISTRATOR a ~ ~ ~ w w oW, w w W EVALUATION FORM z W ~ ~ W -' O Z Z W X y W W C7 ~ ~ v W Q O O W ~ ~ O 7 The City Administrator maintains an awareness and value of broadening professional and personal development. Delete 8 The Administrator demonstrates imaginative leadership initiatives. Reword 9 The City Administrator maintains an ability to build cohesiveness in staff. Delete 10 The City Administrator is effectiveness in verbal communications. Delete 11 Management techniques show evidences of innovation, imagination, and decisiveness. Delete 12 Techniques are incorporated that promote cooperation and information sharing between departments and staff as a whole. Delete IX. LAW ENFORCEMENT 5 4 3 2 1 A. Does the City Administrator maintain regular communication with the contract enforcement agency? Delete B. Does the City Administrator enforce all laws and ordinances of the City? Delete X. ADDITIONAL COMMENTS Evaluator: Date: Lettered =Diamond Bar Form. Numbered =Shorewood Form. ~: CITY ADMINISTRATOR W W a ~~ W~ a a w w EVALUATION FORM z W O p W ..r ~ IQ w x z 2 ~ v W Q O O W ~ ~ p I. RELATIONSHIP WITH THE CITY COUNCIL 5 4 3 2 1 COMMENTS A. Council is kept apprised of all ongoing and current situations Old 1 B involving City business. B. Maintains effective and timely communication, both verbal Old 1.1 and written, with the City Council. C. Maintains availability to the City Council, either personally or Old 1.2 through designated subordinates. D. Establishes and maintains a system of reports for Council Old 1.3 on current plans and activities of the staff. E. Materials, reports, presentations and recommendations are Old 1.5 clearly and convincingly made. F. Recommendations are thoroughly presented and Old 1.8 researched. COMM ENTS Attaclunent #3 W W CITY ADMINISTRATOR a a x ~ 1= W W EVALUATION FORM q W W W = ~- cS ~ X ~ `" 2 W F 0 o W ~ o Z N W k Z W Q O O k O W ~ ~' O II. PLANNING 5 4 3 2 1 COMMENTS A. Proposes effective solutions and provides alternatives to identified problems. Old 2. B B. Provides the City Council with all the information necessary to make decisions. Old 2. D C. The Administrator plans and organizes work that provides polices and services, carried out by staff, that are in accordance with the decisions of the City Council. COnlbined 2.1 and 2.2 D. Maintains a knowledge of new technologies, systems, methods, etc. in relation to City services. Old 2.4 E. The City Administrator plans and organizes a process of program planning in anticipation of future needs and problems. Old 2.6 F. The Administrator establishes and maintains an awareness of developments occurring within other cities or other jurisdictions that may have an impact on City activities. Old 2.7 G. The Administrator 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. Old 2.8 H. Plans and organizes a process of program planning in anticipation of future needs and problems. Old 2.11 I. The Administrator maintains awell-constructed long-range (strategic) plan, adopted by the Council, and is currently in operation. Old 2.14 J. The City Administrator performs program evaluations and personnel evaluations that are interrelated. Old 2.17 COMM ENTS ti U CITY ADMINISTRATOR a ~ W ~ EVALUATION FORM ~ a a w ~ ~ x ~ W Z w ~ ~ w '' O h W k _Z Z W O ~ ~ W ~ v W Q O W O ~ cS O III. ORGANIZATIONAL SKILLS 5 4 3 2 1 COMMENTS A. The City Administrator exhibits the ability to arrange work and efficiently apply resources. Old 3.A B. The City Administrator exhibits the ability to reach for effective and, when necessary, creative solutions. Old 3.C C. Plans and organizes work assigned by the Council so that it is completed timely and efficienciently and obtains the best possible end result for the money spent. COmbined 3.D and 3.4 D. Departments run smoothly, and there is adequate internal communication among staff, and between staff and the City Administrator. Old 3. E E. The City Administrator plans and organizes on-going programs and services to city government. Old 3.1 F. The City Administrator plans and organizes work involved in researching program suggestions by Council and staff and the reporting of the results of analysis. Old 3.2 G. The City Administrator monitors procedures that are in place and functioning well. Oid 3.6 H. The City Administrator measures outcomes (to the extent possible) that are used to determine success in program planning. Old 3.7 I. The City Administrator. makes most effective use of available staff talent. Old 3.9 COMMENTS --: CITY ADMINISTRATOR W W a ~ ~ W ~ EVALUATION FORM a a w W z W _ ~ ~ w "'~ O FQ W k Z Z ~ v W Q O o w ~ ~ o IV. BUDGET AND FINANCE 5 4 3 2 1 COMMENTS A. Management practices and polices are designed to maintain a sound long-range financial position. Old 4.8 B. Plans for the long-term replacement and maintenance of equipment are updated regularly. Old 4.C C. The City Administrator maintains short and long term goals for asset management. Old 4.E D. The City Administrator suggests and pursues creative solutions to financial issues. Old 4. F E. The City Administrator plans, organizes and administers the preparation of an annual budget with documentation, etc. that conforms to guidelines adopted by the Council. Old 4.1 F. The Administrator plans, organizes and administers the adopted budget with approved revenues and expenditures. Old 4.2 G. The Administrator plans, organizes and supervises the most economic utilization of staff, materials, facilites and equipment. Old 4.3 H. Financial reporting is timely and readily understandable. Old 4.8 COMM ENTS U a CITY ADMINISTRATOR LL ~ W w a a w w EVALUATION FORM ~ x ~ w z w ~ ~- '~ _ O D W .Ji ~ Z IQ !!~ k _Z tq W W O ~ F- U F- ~ w O W c ~ p V. COMMUNITY RELATIONS 5 4 3 2 1 COMMENTS A. The City has a customer service orientation and staff is approachable, available and responsive to the public. Remove Does CA, Old 5.A B. The City Administrator communicates openly, clearly and honestly with the public, recognizing their right and need to be well informed. Old 5. B C. Citizen complaints are effectively resolved. Old 5.1 D. The City Administrator 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. Old 5.5 E. The Administrator makes contact with the media that are timely, credible and accurate. Old 5.6 F. The Administrator consistently provides publications that are effective in communicating City vision, policies, or updates on current issues to the public. Reword ;Old 5.7 COMM ENT S CITY ADMINISTRATOR W W a ~ ~ W W EVALUATION FORM a w w w a z W 0 o w ~ o IQ LLOj k Z z W C7 ~ ~ W ~ v W Q' O W O ~ ~ O V1. PERSONNEL RELATIONS 5 4 3 2 1 COMMENTS A. The City Administrator builds and motivates a team. Old 6.A B. The City Administrator encourages employees to update their skills and training. Old 6.C C. Promotes teamwork and cooperation among the Department Heads. Old 6. D D. The City Administrator recognizes the value of excellence in employees, and use all reasonable efforts to ensure that the best available individuals are recruited, hired, and continue to work for the City. Old 6. E E. The City Administrators is effective in overall his/her management style in dealing with employees. Old 6.H F. Departments run smoothly, and there is adequate internal communication among staff, and between staff and the City Administrator. Old 6.1 G. Performance evaluations are developed and performed for staff on an annual basis. Old 6.2 COMMENT S C ITY ADMINISTRATOR W ~ a ~ ~ W ~ a a W w EVALUATION FORM ~ X ~ W D D W J ~ IQ LLOj X Z Z (q W W C'! ~ ~ v W Q O O W ~ cS D VII. LEADERSHIP 5 4 3 2 1 A. The City Administrator inspires a shared vision and enlists staff and City Council support. Old 8.A B. The Administrator seeks and pursues opportunities to improve the organization. Old 8.B C. The City Administrator enables others to act by creating an atmosphere of trust and collaboration. Old 8.C D. The City Administrator creates standards of excellence and models this behavior. Old 8.D E. The City Administrator conforms to the high ethical standards of the profession. Old 8.E F. The Administrator demonstrates imaginative leadership initiatives. Reword, Old 8.8 G. The City Administrator has the ability to resolve conflicts and Mer e A and H and Reword g handle people well and with respect in difficult situations. Old 7.A H. The City Administrator a good negotiator. Old 7.B I. Listens to and understands the positions and circumstances of others, and effectively communicates that understanding. Old 7.C J. The City Administrator exhibits resilience i.e., maintains motivation, energy and a positive attitude. Old 7.E K. Is proactive in recognizing issues and initiating action. Oid 7.G L. The City Administrator clearly communicates expectations to contract organizations/personnel to implement City goals and polices. Merge Old 7. COMM ENTS t= U CITY ADMINISTRATOR a X ~ ~ W W EVALUATION FORM a w w ~ ~ k ~ W ~~.~ ?W 0 o W ~ o W U ~ W Q O O W ~ ~ O III. INTERGOVENMENTAL RELATIONS 5 4 3 2 1 A. The City Administrator keeps Council advised of new and pending legislation and developments in the area of public policy. Old 2.5 B. Maintains communications with governmental jurisdictions and associations with which the City is involved or has interaction.. MOVe Intergov Old 7.4 C. The Administrator has a mutual understanding and relationship with the State Legislature. Move Intergov Old 7.5 D. The City Adminsitrator is regarded as highly competent by municipal officials. Move Intergov Old 8.3 E. The City Administrator provides examples of good ideas from other jurisdictions. Move Inter ov Old 8.4 F. The Adminstrator maintains positive relationships with surrounding cities. Move Inter ov, Old 8.5 G. The Cty Administrator maintains sufficient activity with municipal and professional organizations. Move Inter ov Old 8.2 H. The Adminstrator maintains good cooperation with County and State agencies. Move Intergov Old 8.6 COMM ENTS Evaluator: Date: