Item A: City Manager Evaluation Process

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ATTACHMENT C CITY MANAGER PERFORMANCE APPRAISAL FORM Employee Name Appraisal Date: May 31, 2006 Dennis Taylor Annual X Probationary Supplemental ?? Position Title Employment Date: April 14, 2003 City Manager Reviewer Name Review Period From: 7-11-05 To: 5-31-06 INSTRUCTIONS Using a five point scale, rate the City Manager’s performance for each of the indicators listed below each performance category on the following pages. Place an X below the number that best describes your assessment of performance on each indicator. A “1" indicates that you are very dissatisfied with the Manager’s performance. A “5" indicates that you are very satisfied with the Manager’s performance. Numbers 2, 3 and 4 should be used as a sliding scale to indicate your degree of satisfaction or dissatisfaction along the rating continuum if it doesn’t fall into either end of the scale. If you do not have enough information to evaluate one of the indicators, either don’t rate it or write NA to the left of the number. Next, give an overall rating for the performance category using the 5 point rating scale again, by placing the number that best describes your overall level of satisfaction for the rating category on the line at the top right hand corner of each page. Note that the overall rating for a category is subjective for each rater as one rater may decide that different indicators carry more or less weight toward the overall rating of a category than another rater. The context for each rater’s overall rating of a category will be discussed during the evaluation work session. Use the blank space on each page to give examples that support your ratings of the individual performance indicators and your rating of the overall category. 1 - Very Dissatisfied Work at this level suggests serious performance problems. The employee must make substantial improvement or be subject to appropriate disciplinary action, which may include termination. 5 - Very Satisfied Performance at this level is characterized by overall successful performance in the element with special contributions in a significant number of areas which add value beyond what would be considered satisfactory performance. Examples include: innovative approaches to work; efficiency gains, significant contributions to improvement of department practices, processes, work team or community relationships. 1