HomeMy WebLinkAboutItem C: City Manager EvaluationEUGENE CITY COUNCIL
AGENDA ITEM SUMMARY
Work Session: City Manager Performance Evaluation
Meeting Date: July 18, 2005 Agenda Item Number: C
Department: Human Resource and Risk Services Staff Contact: Lauren Chouinard
www. eugene-or, gov Contact Telephone Number: 682-5663
ISSUE STATEMENT
This is a work session for the purpose of reviewing the City Manager's performance over the past year.
BACKGROUND
The council evaluates the City Manager's performance annually. The process and criteria used were
reviewed by the Mayor, Council President, and Council Vice-President, and later approved by the full
City Council.
RELATED CITY POLICIES
None.
COUNCIL OPTIONS
None.
CITY MANAGER'S RECOMMENDATION
None.
SUGGESTED MOTION
None.
ATTACHMENTS
A. City Manager performance evaluation notebook containing the following (ztnder separate cover):
1. City Manager self-evaluation
2. Mayor and Councilors evaluation summary document
3. Executive Manager evaluation input
4. Division Manager evaluation input
5. Random sampling of employee evaluation input
6. Bargaining unit evaluation input
7. Individual Mayor and Councilor evaluations
8. Compensation data
L:\CMO\2005 Council Agendas\M050718\S050718C.doc
FOR MORE INFORMATION
Staff Contact: Lauren Chouinard
Telephone: 682-5663
Staff E-Mail: lauren, d. chouinard~ci, eugene, or. us
L:\CMO\2005 Council Agendas\M050718\S050718C.doc
CITY MANAGER
EVALUATION
JULY 2005
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Mayor and Council
Composite Evaluation From: 5/26/04 To: 7/11/05
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
comer 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.
Element A: Council Goals and Service Delivery Overall Rating
Satisfied
I 2 3 4 5 Indicators
_ _ _ 6 _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
1 1 1 4 2 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
_ 2 1 4 2 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
1 1 1 2 2 4. Does the Manager make toul~h decisions with
sensitivity to political realities?
2 5. Is the organization moving the community
toward the following goals?
_ 1 4 2 2 A. Safe Community
_ 1 2 4 2 B. Sustainable Community Growth and Change
_ 1 2 4 2 C. Healthy Natural and Built Environment
_ _ 3 5 1 D. Accessible and Thriving Culture and Recreation
1 _ 2 5 1 E. Effective, Accountable Municipal Government
_ _ 4 4 1 F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal:
1. The question is not applicable.
Re #2 and #3: Again this year, there have been too many cases in which Council intent and
direction has seemingly been ignored or at least half-forgotten in between the Council meeting
and the ultimate implementation or follow-up. As one small example (among many) that comes
to mind: After a work session regarding the emergency plan that had clear council direction, the
follow-on AIS came out with no implementation or even acknowledgement of most of the
previous direction. It took a follow-up email from me reiterating what had already been said at
Council to get the changes done. I shouldn't need to have to bird-dog so much.
2. I think Dennis walks a tightrope between Council direction and the knowledge of what he
thinks is best for the organization. This is sometimes the same goal. Executive Team has been
very responsive to Council priorities and Council direction. I personally appreciate the speed of
which the Council priorities are being addressed. Organizationally speaking: I am very pleased
to at the level of professionalism that is evident in all levels and departments. I think that as we
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address our organizational goals we have many things to be proud of. But, we need to be
vigilant about 2 of our goals. Safe Community and Fair, Accountable Municipal Government.
2. Generally Council decisions are implemented in a way that reflects their intent such as the
quick follow through on the Council decision regarding the Enterprise Zone.
2. Just a few recent examples of serious deficiencies in this area; Council' s motion to prioritize
street preservation for flexible funding through the MPC/MPO process, and Council's resolution
to make an application for the Enterprise Zone, and the administrative rules implementing the
Smoking Ordinance. Regarding street preservation; we had to direct the Manager 2 or 3 times to
implement and it still is not the policy. MPC/MPO follows the lead of the staff team acting as the
Transportation Planning Committee and if the Manager directed staff members to ensure
implementation, it would get done. It is the staff team that frames the decision packages for the
MPO and they have neglected to move on this direction, atypically leaving it to the MPO for
direction. TPC created the matrix, they can initiate the change. The magnitude of the
mismanagement of the Enterprise Zone application is stunning. Will there be any accountability
for it?
3. Council goals are a priority to staff as seen in the strategic plan presentations.
3. Most recently the Neighborhood Initiative response from staff is a long list of implementation
strategies with only slight resemblance the council discussion at the goal session, but similar to
previous staff recommendations. It was such an expansive and inclusive list it overwhelmed the
specific council language adopted with the Goal.
4. The Manager is particularly strong in representing Council and community in metro
discussion even when difficult. He conscientiously works to find effective ways to work
together.
4. It depends on what is meant by "political." This is one area where the manager seems so 'set'
on one course he may ignore political realities. The bond measure for the new Police Dept. is one
example where he moved forward with a recommendation to council and advocated strongly in
favor of putting it on the ballot, despite the "political reality" that it was likely to lose and only
enjoyed a slight majority of council support. I think his miscalculation will generate a deeper
future negative prejudice against any bond measure for a comprehensive City Hall replacement.
5. A. I think we have moved well this year, but the result and commitment are still ahead. I
have concerns about community trust in Police Department and City Manager in this area, but
reserve judgment.
5. A. Safe Community; one ex; the Manager's resistanCe had to be overcome in order to secure
funding for patrols in and around downtown and Urban Parks. It took years of discussion, and
finally direct action on the part of the Council and Budget Committee, to re-staff engine 9, in a
timely way.
B. I do not believe the Growth Management Polices is being employed to guide decision making
for initiatives by the Manager and PDD staff. Staff demonstrated blatant disregard for standing
policy by calling into the question the validity of the Eugene's Growth Management Policies in
the text of one grant application.
B. Very fine leadership here
C. Willingness to move forward is impressive
D. New commitment to culture is strong
D. South Eugene has almost no recreation programs - Amazon Pool is too often closed to the
public for special events. Fees are too high for people just above the poverty level.
Library fines and the current lack of any forgiveness prevent some taxpayers from using the
library they pay for.
E. We have done nothing about finding new sources of revenue.
The Manager is extremely resistant to the idea of a performance auditor.
E. This is a very significant issue. I see no evidence that there is accountability in the
organization, particularly for management employees and higher. Maybe there is discipline
within the organization that is not visible to "outsiders", but even in a high profile case like the
Magana/Lara crimes, no one besides the two convicted officers were held accountable for
upholding policies and procedures. The lack of enforcement and oversight by management and
executive staff, may have enabled criminal behavior for many years. The manager promised an
internal investigation when the criminal cases were resolved, and as far as I know, it has not
begun. Why is the City Manager silent about administrative execs who were in charge during
the illegal activity? Who knew about the allegations and when did they know, and why was
council not informed? The Council Majority at the time postponed recruitment for a new City
Manager based on ignorance of any emerging crisis. The postponement of the recruitment for a
new city manger also postponed the hiring of a new Police Chief. Where are the consequences?
Of course, as councilors, we are prohibited by Charter from any involvement in personal or
discipline matters, so accountability is entirely the purview of the Manager. But it appears to be
missing from his management model.
E. We can still work on transparency to public, but efforts are strong
F. We have stabilized, but still lack adequate reserves and have no plan to improve
F. Except for the manager's advocacy of the County's special district proposal, which would
have very negative effects on city finances, the manager seems generally fiscally prudent;
although I don't always agree with his priorities.
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Additional Comments:
River Avenue could have been handled much differently and saved Council and staff a lot of
time and resources. The Council current should always be tested so that no staff proposal is
turned down 8-0!
I am very disappointed that we are not further along on the only goal the Council had in 2004.
While many forces not in control of the City organization play on the goal, we could be closing
more especially in the area of P.R.
The ORI project has not met council directives, objectives and deadlines..
During this past year, especially following the Council's priority goal session and the Budget
Committee process, Dennis has applied his management skills and ability to follow the Council's
direction to implement aggressive action plans and budgetary changes to move the City in a
direction consistent with the Council Goals and Service Delivery.
Element B: Mayor and COuncil Support Overall Rating
'Satisfied
1 2 3 4 5 Indicators
_ _ 2 6 1 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
_ 1 3 4 1 2. . Does the Manager seek advice and direction on
key issues from Mayor and Council?
_ 1 2 2 4 3. Does the Manager build positive working
relationships with individual Councilors?
_ 1 1 3 3 4. Do Councilors have equal influence with the
Manager?
_ 3 2 4 5. Is Council kept informed of critical issues in a
timely manner?
_ _ 2 4 3 6. Does the Manager's staff provide timely and
effective support to Council?
_ _ 2 5 2 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
_ 1 4 4 8. Are the Manager's oral and written
communications comprehensive and
understandable?
2 _ _ 4 3 9. Is the Manager receptive to constructive
criticism?
2 _ 3 4 _ 10. Are Council information requests folloWed-up in
, a timely manner?
Comments including examples of past performance to support your appraisal:
This area has not improved and even gotten worse over the past year. All my comments from last
year still stand. A few additional specifics from this year:
(1) Routinely, I hear nothing about most of the items I raise in my 1-on-1 meetings unless I bring
them up again in a 2na and even 3ra monthly meeting.
1. We always have a range and recommendations
1. He provides a range, but only develops and supports the staff recommendation.
2. The Manager announced the ICMA/PERF review contract as a done deal and then went to
Council to ask for the $100K+ to do it. This was backward and marginalizing. Since the request
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involved substantial unbudgetedfunds, the Manager put Council in an almost impossible
situation by announcing the contract to the press before consulting with Council.
2. Dennis does look to Council for direction as a group. I appreciate knowing that
conversations are in public meetings.
2. My experience with asking advice has been very positive although I would like to see a strong
effort to get "out in front" of problems and challenges so as to avoid having to fix. I believe we
need a strong public relations staff.
2. I don't know the experience of other councilors, but this is not true for me. Unfortunately,
since it never happens, I don't even have an expectation that it should.
3. Good news: I'm not getting as many surprises when I open the newspaper as the previous
year. However, there have still been instances of this. For example, last fall when problems came
up with ORI building, the Mayor was informed but not the Councilors. I was disappointed when
I brought this to the Manager's attention and his response was to say "What could you have done
with the information if you received it?" Such a question is beside the point.
3. Dennis has worked at building relationships with Councilors.
3. The Manager is friendly and seems genuinely interested in familiarizing himself with my
personal life and family. But in terms of a working relationship and helping to achieve goals
important to constituents, there is no support from the Manager; and in some cases he can be a
formidable obstacle to finding realistic solutions for problems faced by city residents. Policing in
urban parks is one recent example.
4. After Council had a great strategic planning retreat in February, it took a lot of push-back
from Council to get draft action plans brought to us before the fall. I was surprised that it seemed
to be news to the Manager that we would like to get started with Council discussion of our
strategic issues sooner than six months after our retreat.
4. There is a continued perception of Council being blocked from conversation with staff.
4. The Manager is not receptive to my analysis, strategy or ideas unless it is already part of his
agenda. On a number of occasions, where he has strenuously disagreed with me, he has been
publicly disrespectful and unprofessional. One example was my initiation of a policy that
requires management to seek council approval for new transportation funding plans and
packages before seeking MPC/MPO apprOval; a process that the Springfield Council and the
County Commissioners already engage regularly. Dennis disagreed so vehemently that he lost
his temper and raised his voice in the presence of various members and citizens.
5. There's an understandably delicate line between the Manager providing Council with his
professional advice (which I very much want) and seeming to join the debate as if he were the
ninth councilor. On several occasions this past year, I was dismayed when I felt the Manager had
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dramatically crossed that line. One example that comes to mind was the Budget Committee
discussion of the central core police patrol motions.
5. This is the 3ra City Manager since I have served in office and I think access to accurate and
comprehensive information is, presently, at an all time low. Sometimes I wonder if Dennis is just
failing to inform me, or all of us, or if he is even in the loop. I recently asked him if the
Fairgrounds is being considered as a back-up site for the EWEB site and he reassured me that it
was most definitely not. It was only a matter of days before it was front page news.
6. What CMO staff does; providing packet material, office supplies, conference registration,
they do in a timely manner. I have repeatedly expressed to the manager the not-so-subtle
appearance of political and personal affiliations in the office. I have also asked on numerous
occasions,.both publicly and privately, for a description of the support any councilor can expect
from the CMO, the response has been to ignore the request. I have no idea what support other
councilor's are provided, or what I should expect.
7. Manager and Mayor collaborate on this, and generally work sessions can be scheduled within
reason.
8. The Manager's oral communication is at times tailored to persuade rather than inform. I
appreciate the Manager's expertise, but he and his staff frequently lobby the Council for their
preferred agenda. I frequently have to repeat and rephrase questions, using up my limit of 3
minutes, in order to get a definitive answer or relevant information.
9. Dennis seems more than willing to converse on any constructive criticism directed at him.
9. I do not think the manager is receptive to constructive criticism. I think Dennis perceives any
criticism, and even disagreement on issues, as a lapse in loyalty. His management philosophy of
"One city, one voice" is indicative of a management style which does not appreciate dissent.
10. Follow up is a defining weakness in this administration. We should not have to read over
previous, work or decisions, for accuracy and completeness; but we do. I so appreciate Councilor
Kelly's thoroughness and eye for detail because he frequently recognizes mistakes and omissions
that would otherwise be encoded. Often I ask a specific question and receive a general summary
in non-response, after waiting weeks. I then have to reinforce the original request and wait more
weeks for the information. Many questions just go unanswered. We end up having to track and
repeat requests which is additional, unnecessary, busy work. I have been told by three staff
members, on different occasions, that they are prohibited from talking to me. Dennis requires us
to make all requests for information through him; I cannot call up a staff person in PDD to ask a
question, even though community members and special interests have that ability.
10. I have been impressed with the follow up on all my requests.
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Additional Comments:
Dennis is aware of how disappointed I was on not being adequately accurately informed on the
Sears site sale and ORI project.
Dennis continues to present various options and recommendations for the Council to consider.
His one-on-one meetings with the individual Councilors are a benefit as he often shares similar
issues that are raised by other councilors. There have been times when follow-up requests are
still being delayed and could be brought back to Councilors in a more timely manner.
Occasionally, there has been important issues/items that have been announced in the media that
should have been run by the Council beforehand.
In general - I think we should have some secretarial help, when it is needed.
Element C: Leadership and General Management Overall Rating
Satisfied
1 2 3 4 5 Indicators
_ _ 4 2 2 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
_ _ 4 3 2 2. Does the Manager inform and consult Council
about anticipated changes?
1 _ 3 3 2 3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
_ 1 3 2 3 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
enhancing City effectiveness?
_ _ 2 3 4 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal:
1. Dennis not only encourages partnerships between elected officials and the
Executive Team, but encourages real and honest dialogue. He also encourages CC to spend time
with all city staff when possible.
1. I think this has done well during the meetings with new Councilors and Mayor, but has not
continued~
2. On the positive side, the Manager has actiVely solicited my feelings about major
issues/initiatives in our one-on-one meetings. On the negative side, See my comments (2) and (3)
in the previous section.
2. More consulting would be valuable before significant changes like Planning Director' are
made.
2. The Manager seems to make very few changes, especially substantial ones.
10
2. There was no consultation about any fee increases. No consultation about whether to extend
the legal contract - how long or with whom. No consultation about hiring Satre to facilitate a
meeting with Crest Neighbors. No consultation about returning a state grant for the purchase of
the Nectar/Dillard property.
3. I believe there has been a significant amount of change with an eye to making it better.
3. Dennis's vision or leadership direction is indistinguishable from previous administrations.
3. I will be very interested to watch what happens over the next year with long-term issues in
PDD (what will be the characteristics of the new PDD Director will be telling), and Cultural
Services Division (what will be the scope of the comp plan effort and what will its progress be).
4. I have often said at Council meetings that the organization insists on making new policy and
plans by studying what is in the rear view mirror. Organizational self-preservation seems to be
the prevailing approach to programs and plans, There is a distinct lack of interest, let alone
enthusiasm, for innovating successes enjoyed in other communities. I see no change with
Dennis's leadership.
5. The City Manager has promoted all efforts including joint CEO resolution, forums, etc. Still
much more is needed.
5. I have no doubt of the Manager's personal commitment to these issues from our discussions
during 1-on-l's. However, I have been very disappointed that the Manager has not used timely
opportunities in the public realm (e.g., at Council meetings) to comment on issues such as racial
profiling with a little emotion and outrage - public comments have sounded very guarded and
emotionless.
5. Dennis has shown to truly support efforts to have a Diverse Workforce. He encourages
a discrimination free work environment. I hope the Organization catches up soon.
5. Dennis has established good rapport with the management team and gets good results from
each department.
5. Since personnel issues are off-limits to Councilors it is not clear to me the role of the Manager
in addressing recent criticism by our departing Diversity Coordinator. Did he contribute to the
alleged problems; try to solve them; what is his approach? This was one of the reasons I
requested an additional Manager Evaluation session with Dennis, so that we could ask these
kinds of questions as a Council which is the only time we are permitted to discuss personnel
issues.
5. Dennis continues to keep a pretty tight reign on communications between the Council and the
executive management team that does not necessarily pertain to policy issues, but more along the
lines of clarifying questions/comments. Certain communications can be made without
interfering with a structured "chain of command".
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Element D: CommUnity and Citizen Relations Overall Rating
~ Satisfied
1 2 3 4 5 Indicators
' 2 6 1 1. Is the Manager a coalition builder, who works
- - with the community to develop partnerships?
1 3 5 2. Are the City and City Council represented by the
- - Manager in a professional manner?
1 1 2 4 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community, and public interest groups?
_ _ 2 2 4 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ 4 4 _ 5. Are there ongoing, informed dialogues with the
community on critical issues?
_ 1 2 5 _ 6. Are citizens listened to and helped to understand
City government and what is possible?
_ 1 1 5 2 7. Does the Manager's guidance and leadership
enhance the organization's openness and
availability to the public?
Comments including examples of past performance to support your appraisal:
1. There is only minor anecdotal evidence of this either way.
2. The Manager presents himself well and makes a credible impression.
3. Some yes, some no.
As to//3 & #4, I don't know his schedule so I can't really evaluate those questions, but given
what I know about Dennis, if he is out there in public, he's making a great impression on people!
4. I am sure there are some populations in the City that feel the Manager is someone they trust,
but there are others that feel opposite. All is anecdotal.
5. I believe the answer is yes, but to what extent the CM's role is in those, I don't know.
5. There could be more open dialogue with community on critical issues.
5. There are "dialogues." I would question how balanced or informed they are. More often it is
a format that minimizes interaction and frames feedback like "Informational Open Houses."
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6. These public involvement processes are very heavily weighted with staff and typically do not
clarify for the public how they can meaningfully influence the outcome or how the plan or
project will ultimately impact their lives.
7. I know of many instances, lately, where the public has been engaged on a specific plan or
project and felt that the outcome was predetermined and the whole process was a waste of their
time. The organization, under Dennis, lacks openness and transparency. One example: The Crest
Neighbors were promised a discussion with staff about a planned street project for which they
will ultimately bear a significant cost burden. Over two hundred residents attended. Dennis and
many city transportation engineers were in attendance. The staff, under Dennis's direction had
contracted with a consultant to facilitate, but they were instructed to only transcribe the questions
- no answers allowed! People were furious and insulted. It was a stilted and ridiculous one-way
conversation. I begged Dennis to let the knowledgeable staff present at least answer the simpler
queStions, but he refused. It took weeks (maybe more) before people had answers to the
.questions, but of course that made follow up questions and clarifications even more unwieldy.
7. Dennis appears to work at openness and availability to the public from my point of view.
Additional Comments:
It almost on occasion seems as if Dennis flips a switch from advocating effectively and
objectively for a position to personally attacking the person or organization when they don't
seem to agree with his or staffs' position. While this is rare, it needs to cease.
The Manager seems well liked and respected in the community and willing to work with
community on critical issues. He has recently met with some advocate groups that have until
recently, been left largely out of City Hall.
Dennis has dedicated an abundance of time developing different ways to build public confidence
in City government. A good example is his recent actions to improve the overall operations of
'the Eugene Police Department. I have been contacted by members of this community who have
indicated that sometimes Dennis' tendencies to "control" staff when they are dealing with the
public causes difficulties when working through issues.
Generally quite good in these areas. Again, I wish the Manager would be more expressive "from
the heart" in public settings on issues of human rights, race, and other diversity issues in the
community. His leadership could make a significant impact.
I don't know if this is the best section to note this, but I have been very impressed and pleased
with the Manager's (and presumably other staff) fireless efforts in working with McKenzie/Triad
and EWEB regarding the property.
Dennis has shown to be very responsive to community access to him. He is very visible and
professional.
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Element E: Department Operations Overall Rating
Satisfied
Indicators
1. Has theI Manager appropriately guided the
Central Services Department to be effective and
meet ~ommunity needs? (Facilities Division,
Info ation Services Division and City
Manam~ger's Office) .
Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
3. Has th~ Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
5. Has the Manager appropriately guided the
Plann!ng and Development Department to be
effective and meet community needs?
6. Has the Manager appropriately guided the Police
Department to be effective and meet community
needs.~
7. Has th,: Manager appropriately guided the Public
Work s Department to be effective and meet
comn tunity needs?
Comments including examples of past performance ~ support your appraisal:
1. For two years Council has endorsed locating a fu service hospital in the city center as a
Council Priority Goal. Because this is a unanimous a :tion by Council directing the Manager to
p~sue the goal, he has the authority to do whatever is in the City's power to achieve the goal.
There has been controversy and misinformation, or j~ ~st plain lack of information, circulating in
the community. The CMO has an Information Speci~Llist that has not engaged in any effort to talk
to the community or disseminate information regarding the matter. I see this as a failure to use
appropriate available services, or department resourc es to be effective and meet the community
need. This issue could go just as easily under the cal egory of Mayor and Council Support or
Council Goals and Service Delivery. The IGR staff f ailed to attend a priority one hearing in
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Salem as a result the City was unrepresented. Staff from PDD/PW submitted two grant
applications without first seeking IGR committee approval, which is counter to policy.
2. Communication/clarity regarding Fire/EMS vision and long-term plans is much better than
previous year.
2. Only with the direct intervention of Council and the Budget Committee.
3. I don't feel comfortable rating HR this year because of issues raised in ICMA/PERF, and
issues around the departed Diversity Manager.
5. I am looking forward to positive changes in PDD with the new acting director and ultimately
the new permanent director (whether that's the same person or a different one).
5, 6, 7. There has been one instance after another where departments have reached impasses with
community groups and the result is large groups of disgruntled people showing up at public
forums and hearings or e-mailing. While I welcome any participation and feedback from the
public, it seems that the Manager has room for improvement in this area. Some examples are
Monroe and Scobert Park, Save our Streets, Willamette Conversion, Faith Center Expansion,
River Avenue, McDougal Land swap and Urban Growth Boundary expansion, Nodal
Development, Nectar Dillard, etc.
6. The police do not seem to respond to citizen complaints - there is a perception that
information which would help to solve a crime is ignored. People tell me that they fear the
police. Is the fear justified? I don't know. A big problem is the non-emergency telephone line -
where numerous people have been met with rude responses.
7. I'm very impressed by the ongoing operations in Public Works. My reason for the lower
rating is an ongoing problem of positive community/neighborhood relations around proposed
projects, especially street projects.
Additional Comments:
I appreciate how well all the Departments work together. The Fiscal responsibility is very
evident. They all have goals and missions that aligned with the City overall goals.
I believe Dennis's success here is due to his commitment to team building & leadership.
We have some significant risk issues, re. public safety, and putting in place a program that really
reduces our risk and ensures community needs are really met. The department reorganization
and external Review Board and independent auditor are key.
Dennis has demonstrated the ability to guide each department effectively, making changes when
necessary to meet the needs of the community and address Council's directions, some of which
change dramatically with no to little notice.
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Most of department issues are not within our purview so it is hard to know how the Manager
influences Department functioning. I am only aware of specific issues if they crop up in
budgeting or otherwise. Therefore the rating is usually a 3 unless' there is a specific identifiable
problem significant enough to affect the overall rating.
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Element F: Financial Management Overall Rating
l=Vl '-Satisfied
1 2 3 4 5 Indicators
_ _ 1 4 3 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
_ _ 1 4 4 2. Do the budgets developed by the Manager reflect
Council priorities?
_ _ _ 5 4 3. Does the Manager ensure that the City bddget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
_ _ _ 4 5 4. Does the Manager control expenditures in
accordance with approved budgets?
_ _ 1 4 4 5. Does the Manager ensure that City financial
I matters are clear and available to the public?
Comments including examples of past performance to support your appraisal:
2. Good budget work this year. FY07 will be critical regarding Council's adopted strategic
issues.
5. This is an ongoing challenge. I suspect sometimes the info is clear internally, but isn't
disseminated to the media in a way that minimizes rumor and misconceptions.
Dennis is very clear on the issues regarding budget management. He is very clear on the way
Budget Committee and City Council decisions impact the bottom line.
Additional Comments:
This all seems to be handled really well.
By the time the Council and Budget Committee completed the Budget Process the Budget
reflected Council priorities for the Community which focuses primarily on Public Safety. I
appreciate that the Manager's proposed budget fully funded our contribution to the Human
Services Commission and some other baseline services that we have had to defend in past years.
So all things considered the process had its positives and negatives. We tend to budget
conservatively and I am supportive of that approach.
The one financial criticism I would levy is that the Manager has a tendency to claim there is no
money for a council action he does not support but when staff wants to pursue something they
17
tend to find the money. One example is the request for an appraisal of the property involved in
the McDougal deal. The manager was adamant that the cost was prohibitive. A credible outside
source differed with that opinion, and ultimately the cost was a not a significant factor. ·
Dennis has used his financial management skills to prepare and present, for consideration, a
"status quo" budget based on a precarious financial state of the city, but was able to respond and
address changes to that budget by the Budget Committee and produced a final document that
received overwhelming support from the Council.
I would hope that Councilors would be consulted about their priorities before the budget is
printed and notified of any/all proposed additions and deletions.
18
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating fOr the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Ver¢ Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and 1 1 2 3 = 4.0
Service Delivery 1 = 4.5
1 =4.7
B Mayor and Council 2 1 4 = 4.0
Support 1 = 4.2
1 =4.5
C Leadership and 1 2 = 3.0 2 = 4.0 2
General 1 = 3.5 1 = 4.4
Management
D Community and 2 4 = 4.0 1
Citizen Relations 2 = 4.5
E Department 1 7 1
Operations
F Financial 5 4
Management
Overall Rating: 3.61
19
Goals, Objectives and General Comments
What are the Manager's most important strengths in performing his job?
Strong leadership skills
Accepting responsibility for each department
Ability to respond and react to changes in Council direction
Dennis is clearly very committed to his work, to the organization, and presents
himself very well as a visible member of the community in a variety of venues.
Dennis is very straightforward in one-on-one communication.
He has continued very positive financial management policies in the organization.
He seems to be a very good negotiator, based on the tidbits I've heard regarding
various projects and intergovernmental issues.
Dennis has the ability to be objective. When decisions are made to change the
direction of the organization, he may take acceptation to it but, embraces the
direction of Council.
Organized
Energy
Vision
Leadership
Effective ~ getting clarity from Council
Outgoing, candid, generally interested in promoting the City - willing to work
with others to achieve common goals.
Dennis hires good, competent people and appears to delegate well. He
understands the different roles that Council has; his office has and the
organization has and works hard to have each part of city government perform its
role effectively while not intruding on another's role.
The City Manager brings a strong set of skills to his job and is noted by managers
and mayors across the country for his professional integrity. He works well with
the Mayor and Council to identify goals and to work with staff and community to
achieve those goals. The City Manager is willing to work to "yes". He is well
respected and liked in the community. He believes in this community and its
human and natural resources.
He is energetic and personable.
2O
Public relations
Patience
Resilience
· In what areas do you believe the Manager should improve his performance or
skills?
Allow increased two-way communication between staff and the Council.
Keep the Council informed about key issues before we learn/hear it from the
media.
I've stated plenty throughout the evaluation re. this question.
When decisions are made that change the directions to city staff and
organizational goals Dennis's reactions are very apparent. Especially if he is not
in support of the motion.
Circling back. I've sent a few requests that in turn get forwarded to the
appropriate department, but I never hear back about the resolution of or response
to the issue/constituent.
Don't know yet. My rankings reflect lack of my knowledge not a lack of
confidence in the Manager.
Dennis, at times, becomes too defensive or loyal' to staffs' recommendation or
Position on an issue when the Council, community or neighborhood wants to
move in a different sometimes opposite direction. Examples include the River
Avenue improvement project, trade of the ½ block south of City Hall to the Shed.
Strengthen his position by strengthening his Councils' leadership and advisory
capacity.
Get out in front of controversies
Manage public relations
I would like to see the City Manager establish his own authority over the
organization. Until his leadership it is obvious it will be difficult to assess any
progress. He appears to me to be more accountable to the Management Team
than to the Council or the public. It seems as though Dennis is captain of a ship
that is on auto pilot. The course was set long ago and he just follows the course
21
previously determined.
I think it would be positive if options that were presented to Council were
designed to enlist support from the broadest range of Councilors, and therefore
the community they represent. An attempt to incorporate a range of underlying
values and objectives instead catering to a slim majority of votes would unify the
Council and ultimately the community.
He should not be so quick to make excuses or justify his actions or his
subordinate's actions. He should use restraint in hiring consultants and
facilitators.
Are there any specific goals and objectives you would like to set for the Manager for
the coming year? ~-
Complete preparations of all action plans addressing the Council's 8 priority
goals and begin implementing as many of those as possible.
As I said last year, I wish the Manager could figure out a way that Councilors and
senior staff (not just the execs) can interact informally. This took place in earlier
administrations - the sky didn't fall, and it generally led to increased efficiency
and trust.
None, I am sure he has plenty for himself.
I'm excited about our new portal. I'd like Dennis to promote it to the .citizens
& put as much of City business on it as possible.
Keep transportation funding on our radar. Even thoUgh it didn't make the cut
for Council goals, it is so important to resolve!
Yes, the Council has been difficult and time consuming in setting goals and
objectives, when we do get on them and get an implementation plan proposed
ASAP.
While the cities public relations at the highest level are good, it could improve.
Continue to protect managerial role and staff while opening up opportunities for
staff and Council to work together effectively.
Continue to work effectively with metro partners while acknowledging
differences.
Form a stronger PR arm for City with uniform messaging.
22
Hold members of the organization accountable for job performance, outcomes,
and actions. Look for ways to increase the expertise, enthusiasm, and creativity of
departments.
Respect and assertively implement policy direction from Council.
Keep track, and follow through.
Be pro-active in leveraging the city's best interest for large re-development
opportunities, like Ems stadium, Willard School, and the Fairgrounds. We need
space in the urban core for more housing and those sites are prime neighborhood
potential..
More openness - more information. Example: the legal contract was recently
extended for five years. I learned this only after asking a question prompted by a
constituent's inquiry. We have been told nothing about recruitment for a new
Planning Director.
Policy - the Manager should refrain from trying to influence policy. Such
attempts have been obvious in budget committee and in council meetings when
the trend is contrary to the Manager's expectations. This was especially evident
in recent discussions of the enterprise zone.
I think that the Manager shoUld run the organization in accordance with Council
policy - not making policy. He should keep the Council informed about
department workings, about changes and proposed changes. It would be desirable
to ask for opinions before making final decisions. For example - "I am thinking
about raising the fees for neighborhood associations receiving copies of
documents. What do you think?" This would be a question to be discussed in
open council meeting.
· Do you have any additional comments about the Manager's performance over the
past year or expectations for the coming year?
I am continued to be pleased with Dennis's overall performance. I am
confident that he will take the information from this process and use it to
continue striving for excellence as our City Manager.
I think Dennis has done a remarkable job. As a newcomer to this community,
he has managed to get to know us and we him. The leadership he has shown is
commendable. In these next few years, I am looking forward to working with
him.
I think Dennis has been great about letting us know things in advance, particularly
regarding all the police issues this year!
23
Sorry I don't have more - I'm still pretty new to the Council.
On at least two occasions of which I am familiar, Dennis has impugned the
character of some well respected Eugene citizens in promoting or defending the
City (staffs') position. This manner of expression does not serve the City
Manager or the City well.
I have enjoyed working with the City Manager and appreciate the quality of his
work, his ethic, his respect for others, his care for Eugene and its assets.
There is an issue that I think deserves to be emphasized. Last year we had a brand
new Police Chief and his public statements, in conjunction with the City
Manager's, were very reassuring to a community still reeling from the revelations
of crimes committed from within the department. (At the time they were still
"alleged.") The City Manager has consistently stated that he, and Chief Lehner,
are awaiting the results of the Police commission's deliberations for
recommendations to improve the accountability and transparency of the
Department's complaint and investigation process.
The Commission has worked very hard, reaching out to the public, researching
other communities, collaborating with other interested organizations, deliberating
in open and participatory sub-committees, and attending multiple additional
meetings in order to have a recommendation to council by the end of July.
Just as a preliminary model for Police Oversight began to emerge the City
Manager sent the Police Commission a letter outlining his preferred model of
Oversight. This raises a number of troubling questions and issues.
Why did Dennis tell the community that he was vested in the process that he
initiated, and then pre-emptively describe strategies for oversight and
investigation that he has authority to implement any time he wants?
Dennis has the authority and power to implement any changes to the department
structure or hierarchy that he desires. That is why it seems, at least inappropriate,
and at worst, disingenuous to ask for an extensive and costly process with far
reaching public involvement and then trump the outcome. The Police
Commission received feedback on oversight mechanisms from other entities
including; the Police Union and Communities United for Better Policing, but
those entities were appropriately contributing to the discussion they don't have
the ultimate authority to implement their own preference.
It appeared the City Manager was delineating in his letter, implicitly but not
explicitly, that he will not support any Police Oversight mechanism that he does
not control. It sounded like he was warning the Commission that if they make a
24
recommendation that does not give him total control, he will not support it.
Politics aside, this seems an unprofessional way to manage an ongoing public
planning and advisory process.
25
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 1, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Self Evaluation
From: 5-26-04 To: 7-11-05
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.
Element A: Council Goals and Service Delivery Overall Rating
l=Ver~' Dissatisfied .......... 5=Ver Satisfied
1 2 3 4 5 Indicators
.... X 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
_ _ _ X _ 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
.... X 3. Do senior staff effectively respond to Council
_._. Goals, Action Priorities and Council directives?
X 4. Does the Manager make tough decisions with
~ sensitivity to political realities?
-----~- 5. Is the organization moving the community
~ .... ~ toward the following goals?
_ ; _ _ _ X A. SafeCommunity
_ _ _ X _ B. Sustainable Community Growth and Change
_ _ _ X _ C. Healthy Natural and Built Environment
.... X D. Accessible and Thriving Culture and Recreation
.... X E. Effective, Accountable Municipal Government
.... X F. Fair, Stable and Adequate Financial Resources
This last year has been one of transition. The former Mayor and two long-serving councilors
concluded their service to the city of Eugene in December and our new Mayor and two new
councilors joined incumbent and re-elected councilors in January. Despite the challenges and
opportunities presented by both continuity and change, this was a year of stability,
transformation and progress.
We focused our energies on ensuring a smooth and orderly transition for the council and the City
organization, honoring the service of those leaving the council and providing orientation and
support for new members on our governing body. We conducted a series of orientation sessions
for the Mayor and new councilors. We also held a facilitated retreat in February for the new
Mayor and 'City Council to update and clarify the council's Vision and Goal Statement and to
revise Council Goals.
The City Council also adopted the following eight priority issues for 2005-2006: launch
neighborhood initiative; conclude discussion on City Hall/Police building; facilitate the
development of a hospital in Eugene's central core; complete and consider Police Department
2
reviews and implement appropriate changes; push "Arts and Outdoors" as a theme for Eugene;
re-staff Fire Station #9; develop a City Council position on racial issues; and develop a strategy
to help the homeless in Eugene. We are making, great progress on these priorities on a very
ambitious timeline, with each department Executive Director taking the lead on one of the issues.
Cross-department teams are preparing draft action plans for City Council consideration and
action. This has been a very important and formative process for our City Council and their
professional staff because it established major common goals for both the council and the City
organization. The fact that the City Council reached unanimous agreement on a spectrum of
issues as priorities for the organization is powerful. Last year there was only one goal. This
effort provides an opportunity to focus and align our work around these City Council priorities
and provides us with a clear sense of direction and purpose for the next two years. When we set
priorities, we get things done. When we set priorities and keep them over time, the right things
get done.
For example, downtown development is moving forward in a very positive manner. The
redevelopment occurring and proposed for our city center is consistent with the Downtown
Vision and the adopted Downtown Plan. Proposed projects are consistent with City Council
actions and priorities for downtown, Actions taken by the City Council regarding the Downtown
Plan, the two (downtown and river front) urban renewal plans and the creation of tools such as
tax increment financing, multiple-unit property tax exemption (MUPTE), vertical housing
development zone, and revolving fund loans have all set a positive context for significant
downtown revitalization in the next several years. A recovering economy and rising interest
rates also provide a catalyst for action. We look back with pride on the Library, the new Federal
Courthouse construction, a restored Eugene Depot, the Aurora Building and the reopening of
Broadway. ! am excited about the prospects for downtown. The housing project approved on
8th Avenue, the Oregon Research Institute building planned for construction across the street
from the Library on the old Sears site, the Tate condominiums now under construction and the
new Fire Station # 1 on 13th and Willamette each reflect the policy direction of the City Council
coordinated by staff and our development partners.
While we remain committed to finding a sustainable, locally controlled source of new revenue to
help with pavement preservation to wipe out our growing backlog, we are grateful that we have
made substantial progress towards the City Council's goal in this area and the Budget
Committee's recommendations with the adoption of a five-cent gas tax over the last year. While
I remain disappointed that more did not come from our work to redistribute County road funds,
we acknowledge that we have made some significant progress on the pavement preservation
front during this last year. Actions such as passing a three-cent local motor vehicle fuel tax in
FY 04 and approving another two-cent increase in FY 05 will greatly contribute to the $4.5
million we have identified for pavement preservation projects in FY 06. I also acknowledge
Lane County for continuing to allocate a portion of the OTA III funds to assist us in preserving
our roads next year.
A variety of street projects are completed and many are underway that improve access and
preserve the community's investment in transportation infrastructure, such as repaving of Cal
Young Road, Gilham Road and portions of Bertelsen Road and Willamette Street. In September,
Willamette Street was converted to two-way traffic, from 13th and 18th avenues, to improve
access as recommended by the Central Area Transportation Study adopted last year. Garden
Way reopened as an improved major collector street with improvements that straightened out
several dangerous curves, added bike lanes, sidewalks, a traffic roundabout and landscaped
medians. Work continues on efforts to come up with a context-sensitive design for
improvements to Crest Drive, Story Boulevard and Friendly Street as a collaborative effort with
area residents.
I am also disappointed that we have not yet achieved City Council's goal of siting a full-service
hospital in central Eugene. We have continued to be a major factor in the emerging decision by
McKenzie-Willamette Medical Center to explore locating to the current EWEB site. Our City
team has worked steadily and diligently with both parties to mitigate concerns related to the
property and the proposed sale agreement that is still under protracted negotiation. With the City
Council's approval of an agreement to proceed with transportation planning for an underpass and
the adoption of a FY06 budget that anticipates purchase of the riparian edge, development of a
pedestrian-bicycle trail, and the underpass; we are poised to assist both McKenzie-Willamette
and EWEB to complete the land transaction, removing yet another barrier to locating a hospital
on the EWEB site. I remain confident that we will be successful in siting a top-notch hospital in
a location that is both desirable and logically feasible.
Construction is being completed ahead of schedule and within budget for Eugene's two new fire
stations - the Downtown Station #1 at 13th and Willamette and the Santa Clara Station #11. We
are looking forward to their grand openings this summer. Last July, we completed the new
Garfield Police Facility, which now houses the Forensics Evidence Unit, Property Control Unit,
and Quartermaster. In addition to providing improved functional and technical capabilities for
these units, the new facility (together with the new Downtown Fire Station) achieves the goal of
removing all full-time workers from unsafe and inadequate workspace conditions in the
basement of City Hall.
The new live fire training structure located at the City's Emergency Services Center at 2nd and
Chambers will allow our firefighters to have essential live fire training for the facility's life span
of approximately 50 years. Last fall, we celebrated the completion of the first phase of the
renovation of the historic Eugene Depot. The project grew out of a vision developed by a citizen
advisory group for the north end of downtown Eugene that saw the depot as an historic facility
that could serve future transportation needs and create a civic destination. The 1908 rail depot
and the 1955 mail shed addition is now a safe, beautiful, functional and convenient multi-modal
transportation facility, accommodating train passengers, motorists, bus users, bicyclists,
pedestrians and local Amtrak staff.
We are also proud of the work that has been done to complete and prepare the draft
Comprehensive Parks, Recreation, and Open Space Plan that the City Council will consider in
September. This draft plan outlines community needs and service gaps and is another significant
task that is nearing completion this year. Several park projects funded by the 1998 Parks and
Open Space bond measure have been completed in the last year and work is underway on the
landmark RiverPlay project in Skinner Butte and Alton Baker Park.
Last November, the City Council adopted new rental housing standards which establish
minimal habitability standards for structural integrity, plumbing, heating and weatherproofing for
rental housing in Eugene. The housing standard code is effective on July 1, 2005, and will
provide a local enforcement tool for some of the standards in the Oregon Residential Landlord
and Tennant Act.
Partnerships with the Bureau of Land Management helped us restored 70 acres of West Eugene
Wetlands, complete the Dragon Bend Stream Project, and begin the enhancement of 28 acres of
riparian improvements and the creation of new pedestrian trails around Delta Ponds.
For a year of transition, we have accomplished a lot of good work. Thanks to the council for
showing the way and getting us the resources to focus on these worthy community projects. I am
confident that the eight council-adopted strategic priority issues and related action plans, when
fully implemented, will lead to similar achievements in the coming years. I am excited about the
prospects.
5
Element B: Mayor and Council Support Overall Rating
'Satisfied
1 2 3 4 $ Indicators
_ ] _ _ X _ 1. Does the Manager develop an adequate range of
[ clear options and recommendations for Council
I consideration?
I X 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
- I _ _ X _ 3. Does the Manager build positive working
relationships with individual Councilors?
_ _ _ X 4. Do Councilors have equal influence with the
I Manager?
_ _ _ X _ 5. Is Council kept informed of critical issues in a
timely manner?
~ _ _ _ X _ 6. Does the Manager's staff provide timely and
___ effective support to Council?
_ ! _ _ X _ 7. Does the Manager choose appropriate and timely
I
_ items when setting Council agendas?
~ - I - _ X _ 8. Are the Manager's oral and written
~ communications comprehensive and
I ......... !'-' understandable?
i - I - _ X _ 9. Is the Manager receptive to constructive
i ..... i--- _ criticism?
_ _ _ X _ 10. Are Council information requests followed-up in
__ ] a timely manner?
We continue to focus on Mayor and City Council relationship-building. I was pleased that this
year's Mayor and City Council retreat included the Executive Managers. With the transitions,
we have been careful to listen to and learn from new voices on the governing body and in our
community. I appreciate the candor we have achieved in process sessions and at the retreat this
year.
We have tried to be responsive to feedback from the Mayor and City Council regarding the
timeliness and adequacy of the information we provide for policymaking. Based on City
Council suggestions at the process session last November, we changed the Agenda Item
Summary format. More emphasis is placed on options, alternatives and consequences of taking
various courses of action.
I value face-to-face, two-way communications. I continue to meet monthly with each City
Councilor. I think these meetings are critical to establishing and maintaining a positive working
relationship and to help clarify mutual expectations. I also meet at least twice a week with the
Mayor; more often if issues and needs dictate.
Improving City Council-staff relations remains a high priority for me. I have appreciated the
council's willingness to use process sessions over the last year for relationship-building,
developing some preliminary council norms and expectations, focusing on council effectiveness,
skills attainment, improving operating procedures, clarifying the boards and commission
appointment process, beginning some preliminary strategic planning activities, revising
recommended City Council vision and goals, and outlining the council's preferred process and
time lines for ongoing review and approval of City Council priority issue action plans.
We continue to strive for prompt and thorough responses to City Council inquiries whether they
are formal council assignments, questions generated during the budget review process or the day-
to-day answers to the council's questions in support of policy formation. We produce a lot of
information on very short time lines in the form of Agenda Item Summaries, memoranda, emails,
white papers, newsletter items and the like, in our attempt to ensure that our elected officials
have accurate, timely and sufficient information to inform the relentless policy process. I hope
we are making progress in meeting your expectations and needs with some of the reforms we
have adopted over the last year. We hope that our work assists with the identification of
important community values and the development of public policy that is informed by best
practices, sound analysis and credible professional recommendations each and every week.
7
Element C: Leadership and General Management Overall Rating
I =Ver~y_Dissatisfied .......... 5=_Very Satisfied
._ 1 ~ ~___ 1 3 4 5 Indicators
I I X 1. Does the Manager facilitate on-going leadership
i I partnership between elected officials and the
Executive Management Team?
_ _ _ X _ 2. Does the Manager inform and consult Council
about anticipated changes?
.... X 3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
..... ! .... the vision?
- I - _ X _ 4. Does the Manager evaluate City organization,
! operations and programs and explore new
i methods for conducting City business and
i enhancing City effectiveness?
- I - _ _ X 5. Does the Manager actively promote, support and
' i champion efforts to achieve a representative
i .workforce while maintaining a discrimination-
..... free environment?
I am determined to pursue a values-driven leadership style informed by our recently adopted City
values and operating principles. To that end, we have completed values and ethics training in
every department led by each department's management team members. We stress that in order
to fulfill our core municipal mission, we must maintain the highest integrity, courtesy, fairness,
honesty and common sense in all of our dealings.
I make it a priority to make the five values of good government--democracy, public service,
professionalism, public ethics and diversity-- the comerstone of our City operations. By word
and deed, I try to demonstrate my commitment to democratic principles by respecting elected
officials, community members, and the public decision-making process.
We continue to focus on improving communication inside and outside of the city organization. I
think by fostering better communication, understanding and mutual support among all of us
associated with crafting and supporting City Council goals and service delivery priorities, we
will achieve a better outcome. I continue to send regular and periodic emails on emerging and
important topics to all City employees.
Considerable time and effort was devoted to team building activities within our Executive
Management team and across the City organization this last year. In order to become a more
effective leadership team, we have focused on strategic issues identification, developing
executive values and norms and making our team leadership more visible throughout the City
organization. We used the action planning efforts in support of the council's eight strategic
priority issues as an opportunity for inter-department teams to work on important City Council
assignments to good results.
My charge to the City organization this last year was to focus on superior customer service,
increase productivity by working smarter, increase team work and team building throughout the
organization, improve our capacity to engage in strategic planning and improved work planning,
focus on employee development and to help make "One city. One team. One Voice." more than
just a slogan. We have made progress on all fronts.
I continue to meet with all of the Executive Directors monthly and hold citywide, all-staff
meetings three or four times a year. I give a presentation to new employees at each new
employee orientation session. I make it a point to talk about our shared values, City Council
priority issues, customer service and teamwork at every city employee meeting and in my
frequent presentations to neighborhood and civic organizations. We are committed to being a
high performance organization that values employees and measures our performance.
We have placed special emphasis on employee development and leadership training this last
year. Our newly adopted employee development philosophy seeks to gain a more optimistic,
highly satisfied and effective workforce through developing the talents and potentials of
employees. In an era of increased competition for talent, we believe that a City that encourages
employees to look for connections between their own career goals and the City's service delivery
needs and one that works toward developing required skills and experience will be most
successful recruiting and retaining the talent we need to provide the highest quality services in
the coming years. We seek to create a climate for learning throughout the City organization
through risk-taking and innovation. I am especially pleased with the Leadership Academy that
we successfully launched this last year to assist with the leadership development of our most
promising supervisors and managers so that we can better meet the leadership challenges of our
changing community and develop the potential of our most promising rising leaders within the
City organization.
As a function of my regular management style, I seek opportunities each month to get out of my
office and meet face-to-face with City employee work groups and individual employees
throughout the year and across the organization. In these interactions, I am able to learn first
hand about the important work we do, the conditions under which many of us work, and in the
voice of real people. These experiences not only inform me--they also energize and inspire me
to do the rest of the work of leadership. ! am also reminded that everyone in the City
organization at every level must do his or her part of the work of leadership. If our organization
is to be successful, it truly will take a citywide shared responsibility team to get the job done
right. Our work as a shared responsibility team must be larger than any single individual and
needs a network of talented individuals working together to accomplish it.
My personal vision for our City is that we are a model of honest, efficient and responsive
government that enables people to solve their problems and to achieve their hopes and dreams.
With that vision always in mind, I try to set the direction and systematically follow through to
achieve City Council and community goals. It is very difficult to establish a clear vision of what
we truly want and a clear vision of what we currently have. I do believe that our employees want
to be involved in important work, to make a difference, to feel useful, and to be part of a
successful and worthwhile enterprise.
It remains a distinct honor and a privilege to be your city manager.
10
Element D: Community and Citizen Relations Overall Rating
1 =Vt Dissatisfi, Satisfied
___1 2 3 4 _5 Indicators
X 1. Is the Manager a coalition builder, who works
- - - with the community to develop partnerships?
X 2. Are the City and City Council represented by the
- - I - Manager in a professional manner?
_ _ _ X 3. Does the Manager develop and maintain positive
~ ~ relationships with Eugene customers/citizens,
I community, and public interest groups?
.... X 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ X _ _ 5. Are there ongoing, informed dialogues with the
community on critical issues?
_ _ _ X _ 6. · Are citizens listened to and helped to understand
I City government and what is possible?
_ _ _ X _ 7. Does the Manager's guidance and leadership
i enhance the organization's openness and
i__ _ availability to the public?
I continue to devote considerable time and attention to community relations and outreach. I have
made it a personal priority to be present and visible throughout our community. I make a
concerted effort to reach out to neighborhood associations and neighborhood leaders on a regular
basis. Over the last two years, I have tried to attend every one of the 22 neighborhood
association meetings. I have nearly achieved my goal and plan to continue to attend
neighborhood meetings on a regular and periodic basis as a way for me to continue to learn about
our community and the hopes and dreams people have for our city and their neighborhoods.
I believe it is important to reach out to and learn from community stakeholders. In addition to
attending neighborhood association meetings, I frequently meet with the Neighborhood Leaders
Council and the individual members of the Budget Committee.
I work hard to foster the values and integrity of representative government and local democracy
when I meet with people inside and outside of our City organization. Because we are committed
to meaningful citizen participation and community involvement in the decisions that affect our
lives, we have been actively promoting greater use of neighborhood associations as venues for
important community conversations. I have encouraged each of our Executive Directors and all
of our program managers to make civic engagement an important part of service delivery and
service evaluation.
11
We applaud the work that City Council has done to support and encourage greater neighborhood
involvement in civic and community affairs. We are confident that much more will come from
the council's priority issue action plan in this regard in the coming year.
Over the years as a city manager, I have tried to allocate my time by giving approximately 1/3 to
community relations, 1/3 to City Council support and 1/3 to the City organization. Over the last
year, issues of transition necessitated that I spend more time on council support. Consequently, I
want not able to be as disciplined in my time management this last year. In the coming year, I
hope to restore the balance in my focus.
Establishing, maintaining and enhancing community trust is very important to me. In the
aftermath of the Magana/Lara convictions, allegations of racial profiling and the ongoing
management of the tort claims growing out of these and other situations, our efforts at
community building, community relations and civic engagement are all the more challenging and
should command even more of our personal time and resources.
12
Element E: Department Operations Overall Rating
1 =Very Dissatisfied .......... 5=Very Satisfied
i ! Indicators
- ' ........... ~ -'-~---C- 1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
5. Has the Manager appropriately guided the
Planning and Development Department to be
___ effective and meet community needs?
~_--' 6. Has the Manager appropriately guided the Police
Department to be effective and meet community
i needs?
t
-- 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
We are fortunate to have long tradition of excellence at the City of Eugene. We continue to be
recognized for our individual, program, department and City accomplishments. The list to too
long for me to reproduce here. It is that commitment to achieving excellence that we seek to
nurture and maintain as an important City expectation of each of us. Whether we call it
continuous improvement or just the inability to leave well enough alone, striving for high
performance and achieving verified outcomes is an important norm for your City organization.
This year our Public Works Department was accredited by the American Publics Works
Association becoming one of only about 20 organizations in North America to achieve this
prestigious status. Our Fire and Emergency Medical Services Department was recommended for
13
accreditation by a site inspection team this spring and will receive full accreditation this fall in
Denver. The Planning and Development Department is completing its first strategic planning
process in many years. Similar strategic planning processes are underway in the Police
Department and the Library, Recreation and Cultural Services Department. The Fire and
Emergency Medical Service Department completed a multi-year strategic plan this year as well.
In the wake of the conviction and imprisonment of two former Eugene police officers for illegal
and egregious on-duty conduct, the Eugene Police Department (EPD), under the leadership of
our new Police Chief, has been working on a variety of fronts to restore and build the
community's confidence. The International City-County Management Association (ICMA) and
the Police Executive Research Forum (PERF)jointly conducted a comprehensive audit of the
Eugene Police Department. The ICMA-PERF Management Review found the EPD to be
fundamentally sound. The report made 57 recommendations for improvement that we have
embraced and will be implementing over the next several years. The report and the department
performance audit provide a useful framework for action. In addition, our independent police
auditor reports that the EPD has made measurable progress in the timely handling of community
complaints and the professional conduct of internal affairs investigation since reforms were
initiated by our Police Chief last July.
Our Central Services Department has been the lead on many of the noted facilities improvements
over the last year. In addition, they have helped prepare our two-year Capital Improvement Plan,
the Multi-Year Financial Plan, the FY04 comprehensive financial audit report, and the FY06
budget. Central Services has also been engaged in the Area Information Records System (AIRS)
conversion, city hall master planning and the roll out of our public intemet web portal. Human
Resources and Risk Services (HRRS) staff is assisting me with our national search for a new
Planning and Development Executive Director. Despite the spate of recent retirements that
temporarily has depleted their ranks, HRRS has helped us negotiate new multi-year contracts
with AFSCME, IATSE and IAFF that maintain our market competitiveness and help us move
towards our goal of health care cost containment.
Our intergovernmental relations staff have labored mightily at the state legislature again this
session. While still engaged in the work that will continue to until the legislature adjourns, I can
say that we have not yet suffered as many setbacks as feared. I am sure this is due to our
coordinated IGR committee priorities and to the tireless work of our IGR staff in Salem.
In a year when collective bargaining relations were strained in our community, our City
collective bargaining teams worked through some difficult issues to reach agreement at the
bargaining table. For this, I am grateful to everyone on both sides of the various bargaining
tables for their demeanor and their focus on solving problems with mutual respect. I was proud
to shake hands with each of the bargaining teams, sign all three collective bargaining agreements
and thank everyone for their hard work during the last year. I was especially pleased by the
agreement with our firefighters. The two-year agreement was reached and ratified by June 30
this year without the need for mediation and/or arbitration for the first time in recent memory. I
conveyed my thanks and congratulations to everyone who helped make these labor agreements
possible.
14
This was an especially busy year for our Planning and Development Department with all the
work on downtown revitalization efforts noted earlier, support for the Mayor's economic
development committee and recommendations, the completion of the Goal 5 natural resources
inventories, and major projects for CDBG and affordable housing funding. We continue to see
high levels of commercial and residential activity as evidenced by the growing caseload at our
Permit and Information Center and the prospect of several large projects on the horizon. Work
on Measure 37, the Land Use Code Update (LUCU) minor amendments, the enterprise zone
application and mixed-use (nodal) development have also consumed PDD's limited resources
and been additional focus areas over the last year.
Our Library, Recreation and Cultural Services Department also has had a banner year with their
leadership work focused on the revitalization and renovation of our aging Hult Center for the
Performing Arts as it approaches its 25th anniversary, improving the Cuthbert Amphitheater as an
outdoor performance venue, continuing the record service levels at the Eugene Public Library
downtown facility and the two new branches, and overseeing improvements at Echo Hollow and
Sheldon Pool fitness facilities.
In addition to accreditation, the completion of the draft PROS comprehensive plan, the regional
wastewater facilities improvement planning, the development of new park facilities, expanding
the wetlands and implementing major transportation system improvements, our Public Works
Department has been engaged in expanding air service opportunities for Eugene area travelers at
the Eugene Airport. Delta Connections started new service with three daily flights between
Eugene and Salt Lake City. America West Express reinstated daily service between Eugene and
Las Vegas and United Express resumed a seasonal third flight between Eugene and Denver.
Currently, 65 flights a day arrive and depart from Eugene Airport, providing direct service to
nine western airports and meeting the travel needs of more than 700,000 passengers. In June,
construction began on the $16.5 million parallel runway project to build a new 6,000-foot-long
runway, which will enhance the airport's operational efficiency and act as a backup commercial
air carrier runway. Public Works was successful last November in securing $5 million in federal
transportation funding to undertake the road improvements required to complete the Wayne
Morris Federal Courthouse and Courthouse district.
15
Element F: Financial Management Overall Rating
Satisfied
1 ' 2 3 4 5 Indicators
_ ! _ _ _ X 1. Does the Manager develop financial plans that
I allow City Council to anticipate and respond to
I changes in the City's finances?
- I - _ _ X 2. Do the budgets developed by the Manager reflecl
I Council priorities?
_ I _~ X 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
___ by ongoing revenue?
I X 4. Does the Manager control expenditures in
accordance with approved budgets?
_ _ _ X 5. Does the Manager ensure that City financial
matters are clear and available to the public?
The City of Eugene is in sound fiscal health. Thanks to the hard work over many years by the
City Council, the Budget Committee and City staff, we are beginning to see the long- term
benefit of our strategic reductions during the worst of the recession, the benefits of maintaining
and using a our strategic reserves and the wisdom of the fiscal discipline of the last several years.
We have been able to maintain existing service levels for the last two fiscal years during an era
of rapidly rising costs. This was done as a team effort by focusing on the future, exploring new
ways to deliver services more efficiently, investing in technology, judiciously weighing
proposals to add or enhance programs and planning carefully.
The FY06 budget adopted by the City Council last month is a balanced and sustainable plan. It
maintains existing services and adds a few critical services or enhances service levels that
support the City Council's highest priorities. Rising personnel costs, particularly health
insurance and pension expenses, continue to put upside pressure on our multi-year financial
plans. Despite our work to reform our Public Employees Retirement System (PERS) and to
better manage escalating health care costs through cost sharing, cost containment, plan design
management and health promotion strategies, our personal services costs are increasing at twice
the rate as our existing revenues. Increased property tax collection, modest revenue growth for
new development, the PERS reforms upheld by the Oregon Supreme Court and the new revenue
stream from the City's telecommunications ordinance have proven to be timely and needed
revenues to help us achieve City Council goals, maintain our core municipal services and to
make some improvements in City services this year.
16
The FY05 budget was a modest, hold-the-line budget that held our maintenance and services
expenditure levels at FY04 levels despite rapidly increasing costs. I am pleased to report that the
strategy and the resulting budget the council adopted last year performed well. We successfully
reallocated some General Fund support from citywide administrative services to direct service
needs in Police and Fire by working smarter and leveraging emerging technology. Living within
our means has been difficult but helped to position us Well to deal responsibly with the structural
imbalances in the General, Stormwater, Transportation, and Parking funds.
The FY 05 budget provides modest changes to existing service levels and starts work toward
important City Council priorities. There are still fiscal challenges ahead for us. They include
ongoing funding for the Valley River Fire Station #9, response to the ICMA-PERF Management
Review recommendations, the Library Local Option Levy renewal, the Youth and School
Services Levy expiration, funding for City Council priority issue action plans, transportation
fund gaps and the implementation of the regional wastewater 20-year facilities and service plan.
17
CITY MANAGER EVALUATION
Employee Comments
Employee 1:
1. In what areas does the City Manager's performance meet your expectations?
His e-mail newsletters keep us up to date on current events. This morning's note is a
good example. It covered the council vote on the budget from two nights ago. I consider
that timely and he covered some of the additions to the budget. I don't have a chance to
follow the Council actions other than those that directly affect my department.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis has been to our PDD annual Workshop. It was good to see that he expressed an
interest in staff as well as the work we do. He was approachable and left me with a good
feeling about his concern for all City departments. I feel like I could talk to him if
needed.
3. What steps can be taken to improve the City Manager's performance?
I don't have any suggestions here.
Employee 2:
1. In what areas does the City Manager's performance meet your expectations?
Having worked in public sector for over 25 years, and in a City Managers Office for
seven, Dennis meets my employee expectations in areas of communications (e-mails to
employees), responsiveness to council concerns and directives, outreach to emplOyees
(quarterly meetings), information retention (great memory and/or pm-meeting
organization and briefing---both before the city council and on employee issues), and
attitude (warm and friendly; genuinely concerned about muni matters).
2. In what areas does the City Manager's performance exceed your expectations?
From my program perspective his understanding, preparation and advocacy for the city
council's intent as well as State and Federal political realities in my program area have
been consistent .... through litigation and continuing industry and state/federal legislative
pre-emptive attacks on municipal authority.
For either reasons of past experience in Billings, Montana or genuine interest and
comprehension of the significance' of. this multi-million dollar, revenue program, Dennis
has always been accessible and well prepared for questions and administrative decisions
that rose to the City Manager level. In addition, he prepares well for his annual
telecommunications project decisions, which are funded at significant levels. In the
process, he includes ISD Workplan coordination elements and the recommendations of
his Executive Managers.
City Manager Evaluation 1 July 2005
Employee Comments
3. What steps can be taken to improve the City Manager's performance?
There was an element of leadership that I found laudable in other public organizations
and Mike Gleason I think was the last one I noticed doing this, although I was not in a
position to know how consistent he was. It has to do with employee retirement
recognition (excuse me if Dennis is already doing something in this regard).
Employee retirements mark an important transitional period within an organization --- the
importance rises to a level where I have seen the impacts of even a short missive from the
City Manager on City letterhead and, if schedules permit, a drop-in to the workplace
either before the person retires or even at the retirement event (sometimes a small office
lunch or cake event). It would seem easy enough for HRRS to inform Dawna Miller of
an upcoming scheduled retirement (say within 6 months) so that she could call the staff's
supervisor and obtain enough information for a short letter of thanks or, if schedules
permit, a drop-in at a retirement event.
I think the City Manager's presence or letter of thanks reflects value within the retirement
process and communicates that message of value and appreciation to co-workers who
will likely ultimately learn of the City Managers letter or drop-in. Whether staff are in a
position like myself who sees Dennis often enough for him to easily recall my name and
projects, or are shift workers who might never or rarely actually meet him ..... recognition
from the City Manager can make a positive impact.
Thanks for the opportunity to comment.
Employee 3:
1. In what areas does the City Manager's performance meet your expectations?
From my "divisional" perspective, he seems to be well informed on the various issues
(i.e., service issues, financial issues) in the operating departments.
2. In what areas does the City Manager's performance exceed your expectations?
I have very much appreciated his frequent emails to all employees discussing current City
items; he has provided the best "direct" and timely communication to employees I have
seen from a City Manager in the 15+ years I've worked at the City of Eugene. It was
great to have him not only attend one of Cultural Services management team meetings,
but then also meeting with our managers one-on-one to hear more specifics of the job
they perform. He sent such a great "message" to all our employees when he actually
rolled up his sleeves and worked one of our event's load-ins -folks felt his genuine
interest in the work we do and felt supported by him.
3. What steps can be taken to improve the City Manager's performance?
Nothing I can think of at this time.
City Manager Evaluation 2 July 2005
Employee Comments
Employee 4:
1. In what areas does the City Manager's performance meet your expectations?
Attending meetings, dealing with budget, setting priorities for the organization.
2. In what areas does the City Manager's performance exceed your expectations?
Displaying enthusiasm in memos and e-mails, commitment to diversity.
3. What steps can be taken to improve the City Manager's performance?
Better communication with workers at various job sites. Take more time to interact with
workers and actually see in the field what city employees do. Most workers know almost
nothing about our City Manager, except for the occasional e-mail correspondence.
Most workers I talk with think the City Manager gives lip service to valuing city
employees, and that his praise for city workers runs shallow.
Where the "rubber meets the road" is in how the City Manager follows through with
action in regards to treatment of city employees, and he showed an extreme "hard-ball"
and callous approach to negotiating the AFSCME contract this year.
Being treated this way makes many people feel like they are NOT actually valued, except
in words, and this approach leans many people to no longer respect the City Manager as a
leader.
Employee 5:
1. In what areas does the City Manager's performance meet your expectations?
While I do not have enough visibility at this point to fully comment on Mr. Taylor's
performance in detail, I am very interested in his response to and approach to handling
the ICMA/Perf Management Review. Prior to coming to the City as an employee, I was
very impressed with the fact that the City of Eugene was willing to have a level of
transparency and publish the report and subsequent recommended action plan for its
citizens. I'm very proud to be a part of an organization that has a willingness to ask
tough questions and be evaluated on its performance in the public eye. I attribute this
willingness to Mr. Taylor's leadership and his leadership team. While no organization is
perfect, it is refreshing to see an organizations leadership work through tough issues
toward a better overall organization.
City Manager Evaluation 3 July 2005
Employee Comments
2. In what areas does the City Manager's performance exceed your expectations?
As a new employee, my interactiOn with the City Manager has been limited to New Hire
Orientation. However, in the limited time that I met the City Manager during our New
Hire Orientation, I was impressed with the following things:
- Approachability- While I know that the City Manager is an extremely busy
individUal, his interaction with each employee during our New Hire Orientation gave the
distinct impression that he was committed to providing and shaping an organization that
each individual felt welcome and could succeed in. I was glad that he took the time to
stop in and talk with each individual, and I believe that he made an overall positive,
approachable, impression on each new employee.
- Obvious Commitment to Values- In researching the City of Eugene as a
potential employer, and in reading my NeTM Employee Handbook, I was impressed by the
values that drive the City Manager and his office. He articulated them well during the
NHO and appeared to be very committed to those values.
- Commitment to Diversity- I appreciate the City Manager's true commitment to
diversity organization and city wide. He does not merely pay lip service to diversity as a
topic in order to be politically correct. He truly recognizes that a diverse organization
and community is a stronger organization and community.
3. What steps can be taken to improve the City Manager's performance?
I don't have enough information or visibility to this to comment on this point.
Employee 6:
1. In what areas does the City Manager's performance meet your expectations?
Don't know
2. In what areas does the City Manager's performance exceed'your expectations?
Not sure
3. What steps can be taken to improve the City Manager's performance?
I never see the City Manager. I am unaware of what he actually does.
I would hope he could be involved with the improvement of downtown Eugene. It is so
unfortunate to see shops closing and nothing new coming.
City Manager Evaluation 4 July 2005
Employee Comments
Employee 7:
1. In what areas does the City Manager's performance meet your expectations?
He's publicly gracious, usually well-spoken, and appears to be competent and having
integrity.
3. What steps can be taken to improve the City Manager's performance?
Police Department needs an outside investigation and on-going review committee.
Taylor's recommendation to bypass that process severely hurt the recovery of trust in this
community. We need a manager who recognizes the damage that these several instances
have done to the Police Department reputation and one who will recommend appropriate,
objective action to the council. I'm very disappointed and see this action as proof of the
City's commitment to racism and sexism, despite all pious claims to be strong in
diversity and tolerance.
Another valuable change would be more present at various work sites, and an attempt to
listen to and value opinions and feedback from all levels, not just management. This is
espoused, but I don't see evidence of it.
Employee 8:
I feel I do not have enough specific examples, or opinions to fit the three questions of the
evaluation. I was initially put off by the format of the evaluation, and was not planning
to send feedback at this time. After a second thought, I decided to go off format and send
general impressions. My hope is that by sending this, I will have taken advantage of
participation in a process that I believe strongly in. ! hope my comments prove useful.
I am a city employee. I am a regular full time staff member represented by AFCSME.
I have limited expectations of a City Manager's performance; this is based on my limited
knowledge of what a City Manager's responsibilities are and exactly how they fit into the
larger city government. As far as Dennis Taylor is specifically concerned, his
contribution to the city has not been, in my opinion, remarkable enough to spark my
curiosity or improve my level of knowledge of his position.
Unfortunately the two experiences that stand out in my awareness are one, the biased,
questionable, and completely nauseating citywide emails Mr. Taylor sends on a semi-
regular basis. And two, the divisive stance Mr. Taylor took during AFSCME's recent
contract negotiations.
Ultimately I know little of the City Manager. What I do know is of negative connotation.
Where does that fit into the three questions? I'm not sure. I do know it is an opinion
worth voicing, nonetheless.
City Manager Evaluation 5 July 2005
Employee Comments
Employee 9:
1. In what areas does the City Manager's performance meet your expectations?
The City Manager seems to support staff decisions and City programs. He is hard-
working and very knowledgeable about City functions, programs and policies.
2. In what areas does the City Manager's performance exceed your expectations?
The City Manager has brought the subjects of ethics and values to the attention of City
staff. For those of us who have felt these issues have been ignored, we are grateful. The
City Manager's support of the development of leadership training (specifically, the
LeadershiP Academy) is a giant step forward for the City organization. Lack of
leadership and poor supervision in our organization have contributed to the loss of many
good City employees and poor morale among many of those who remain.
3. What steps can be taken to improve the City Manager's performance?
The City Manager's performance during last year's union negotiations was disappointing
and his lack of support for union staff was puzzling. Although I am impressed with speed
at which he has become knowledgeable about City departments and functions, I feel he
needs to get to know people in the organization better and gain a more thorough
understanding of the work done by staff at all levels.
Employee 10:
My expectations of a City Manager would include responsiveness to all constituents, City
Council members and elected officials, leaders within the neighborhoods: the variety of
people that make up a community. I would also expect behavior that reflects honesty,
integrity, and fiscally sound decision making. In total, I would expect the City Manager
be held accountable to the same set of expectations that every city employee shares:
honesty, fairness, strong work ethic, ability to meet challenges head-on, willingness to
put positive effort into every facet of communication and work.
Initially I felt that Dennis Taylor would approach his responsibilities with the above
ideals in mind, but over the course of this past year, several actions he has taken has
made me question his ability to communicate across boundaries with integrity and
honesty. His approach to the union negotiations last summer was heavy-handed, anti-
labor, negative and, in light of the use of false costing figures by management team,
unethical. Many employees stood to lose benefits and wages pending the outcome of the
negotiations: he sent an e mail out during this time stating that "life is good" which I
found insensitive. Life was good for a management team who had voted a raise for
themselves in July; life may not have been so good for a union employee struggling to
make ends meet.
Dennis emphasized the "team" aspect of our work when he used the phrase "one city, one
team, one voice", but in today's political climate, that phrase impressed many as
City Manager Evaluation 6 July 2005
Employee Comments
totalitarian: one voice only and that is the official voice.~ In reality the city's workforce,
like the city itself, is made of many voices. Embracing healthy discourse, debate and
dissension is part of honoring diversity. I believe we are part of a vibrant workforce
deeply committed to providing outstanding service in whatever we do: rather than
receiving emails and trainings that make us feel as though we are doing something
wrong, let us know how well we are doing our jobs. When specific individuals within the
workforce fail to meet expectations, address those issues specifically. Beautiful new
buildings do not a "civic center" make: the heart and soul of these projects are the people
we trust to keep them running efficiently.
Dennis has impressed me as a City Manager who says he wants one thing from
employees, but who acts as though he is beholden to a different set of standards. I would
like meaningful efforts made to repair the rift between management and employees. I
would like to have the same ideals applied 'fairly to both groups.
Employee 11:
1. In what areas does the City Manager's performance meet your expectations?
I have limited knowledge of Mr. Taylor's performance, but he seems to be doing an
adequate job.
2. In what areas does the City Manager's performance exceed your expectations?
Although I don't have specific examples, Mr. Taylor appears to be an asset to the
organization and community.
3. What steps can be taken to improve the City Manager's performance?
I would like to see Mr. Taylor be more approachable from the viewpoint of the common
citizen and city employee. To be effective, a City Manager should make all citizens and
employees feel comfortable and on a par with himself or herself whenever discussing
issues or in casual conversation.
Employee 12:
1. In what areas does the City Manager's performance meet your expectations?
- Efforts to cOmmunicate are ongoing, using a variety of means.
2. In what areas does the City Manager's performance exceed your expectations?
Focus on values and ethics development, and expectations of trainings about values being
implemented by Departments.
City Manager Evaluation 7 July 2005
Employee Comments
3. What steps can be taken to improve the City Manager's performance?
Of course, many things about the Police abuse lawsuits must be confidential, but it would
be good to see/hear City Manager office actions to prevent future messes like this.
Thank you for asking.
Employee 13:
1. In what areas does the City Manager's performance meet your expectations?
Dennis Taylor meets my expectations for a City Manager. He appears to be an excellent
representative for the City and is an inspiring role model to employees. He is effective as
a manager, effective in his relationship with the Council, and builds positive rapport with
staff.
2. In what areas does the City ,,.Manager's performance exceed your expectations?
Dennis 'Taylor has exceeded my expectations in both his ability to move forward on
Council priorities, understand the issues, place appropriate information before the
Council, and convey his appreciation to staff for the behind-the-scenes effort it takes to
'accomplish the City's goals. His positive communications to staff and demonstration of
appreciation for the hard work provided by staff provides an excellent role model within
the organization. His approach inspires the best from the City's employees. This
characteristic can make a profound difference in a staff person's perspective. He works
hard, appears undaunted by setbacks and retains a positive outlook.
3. What steps can be taken to improve the City Manager's performance?
In recent City employee workshops, Dennis Taylor and Human Resource staff discussed
Council priorities as a reminder of all the success of the last year. The workshoPs also
focused on staff development and encouraged staff to look for growth opportunities in
their jobs or in other positions in the City. He emphasized the benefit to the organization
in retaining employees and allowing employees to develop new skills and continually
challenge themselves in their positions. This was a very encouraging gesture.
It is important to continue to convey the imPortance of this perspective to all levels of the
organization. It will also be important to provide assistance to staff by prioritizing
implementation of some of the intriguing mechanisms proposed to facilitate employee
growth and opportunity.
City Manager Evaluation 8 July 2005
Employee Comments
Employee 14:
1. In what areas does the City Manager's performance meet your expectations?
A City Manager needs to understand the city at two levels - the details of the organization
and the employees, and the larger issues facing the city as a.whole. Dennis easily meets
both of these expectations. He seems familiar with every department and knows many
staff on a first name basis. At the same time he is very knowledgeable about the big
picture items - the hospital, downtown development potential, even mixed use
development. He sat through 2 and 1/2 hours of a mixed use development discussion at
the Far West Neighborhood meeting, and stayed afterwards for questions!
2. In what areas does the City Manager's performance exceed your expectations?
Dennis exceeds my expectations in a number of areas. First, he is available,
approachable and an active listener. In meetings with him, such as at a recent downtown
projects coordination meeting, he listens to what is said, valuing each contribution.
Second, he seems genuinely concerned about staff development and collaboration
between departments, both for lower level staff, and upper level staff. He has proposed a
number of staff development initiatives, which we heard about at the all-staff meeting,
and he has worked closely with Susan Muir, something we in Planning are very pleased
about. Third, he is an advocate for the city. His knowledge of the issues, enthusiasm and
energy is very helpful and supportive. Because of my work with the Development
Division, I see how closely he works with Mike Sullivan, and I know Dennis is a big part
of the forward momentum that we are all experiencing for downtown. He seems to me to
be a solution seeker - I really appreciate that.
3. What steps can be taken to improve the City Manager's performance?
Because I have recently worked on a number of higher-profile projects such as the
Downtown Plan and the PDD SLAG team, I have had more contact with Dennis than
many people in the City's organization, as least in PDD. I hate to suggest more meetings
for his schedule, but it seems really valuable for others to have that chance, to get to talk
to the City Manager on a less formal basis. I appreciate the fact that he came to the PDD
breakfast recently. I also like the fact that Dennis has opinions on things - and the more
we as staff know them the better. I know that he has to balance issues, needs, concerns
etc. but I think it is helpful, at a staff level, to know what he thinks is important - so that
we focus our efforts more efficiently.
Thanks for this opportunity to comment.
City Manager Evaluation 9 July 2005
Employee Comments
Employee 15:
1. In what areas does the City Manager's performance meet your expectations?
Seems to oversee budget process effectively and communicates it with his staff. He
regularly demonstrates a commitment to the city organization and to the community in
his words and deeds.
2. In what areas does the City Manager's perfomaance exceed your expectations?
In one-on-one settings and with small group discussion, the City Manager can be
enthusiastic and supportive, showing capacity for inspirational leadership. He also has a
pretty calm approach to would-be crises,
3. What steps can be taken to improve the City Manager's performance? .
City Council/staff relations still need attention and improvement. The City Manager has
asked that communications generally go through him (both directions), and also appears
to favor memoranda in response to Councilor requests for information - even when a
verbal response at the time of the query might suffice. All of this seems to be motivated
by wanting to ensure that the Mayor and members of the Council receive complete,
accurate information at the same time. This process also serves to remind everyone that
it is the City Manager who works for elected officials. Makes sense. But, one of the
possibly unintended outcomes is that communication can seem bottlenecked. We (staff)
can seem slow, non-responsive, ill-informed, out of the loop.
Personnel issues are confidential and we don't always know what's going on. But, it has
seemed that the City Manager has taken a passive approach to managing the performance
of department heads. Would like to have confidence that the City Manager is providing
firm direction to department heads that they exhibit the highest ethical standards and, in
turn, that department heads are paying attention to the performance of individuals, teams
and programs within their departments.
Employee 16:
The following response is anonymous from a City employee of nearly 10 years.
1. In what areas does the City Manager's performance meet your expectations?
a. The. CM is in a very public position. I believe Dennis Taylor is very diplomatic in
dealing with issues regarding the City government.
b. In the times I have seen him at City Council meetings, he appears very competent,
prepared, informed and professional.
City Manager Evaluation 10 July 2005
Employee Comments
2. In what areas does the City Manager's performance exceed your expectations?
a. Does not exceed expectations.
3. What steps can be taken to improve the City Manager's performance?
a. I am an AFSCME member. I believe that while bargaining sessions were being
conducted last year and prior to voting on the contract, Dennis Taylor personally made
negotiations more difficult. He apPeared to be void of compassion for the plight of the
Union members and appeared to be trying to break the Union. ! believe he lost the
respect and support of a substantial number of dedicated, hardworking individuals. I
hope this experience was a learning experience for him and the process of future
negotiations will go more smoothly. I believe previous City Managers were more
concerned about the City and did a better job balancing the priorities of the Council, the
community and the staff.
Employee 17:
1. In what areas does the City Manager's performance meet your expectations?
Dennis exhibits all of the following characteristics, which I would expect in an effective
City Manager:
- Ethical
- Smart
- Considerate and deeply appreciative of staff
- Professional
- Informed and open-minded
- Energetic
- Motivational
- Responsive, both to internal and external issues
These traits are not merely postures he assumes in given situations, but characteristics he
possesses naturally, making him quite exceptional in toady's corporate and political
environment.
2. In what areas does the City Manager's performance exceed your expectations?
One of the best measures of a City Manager is the competence of his or her staff and their
accomplishments. To evaluate Dennis, one can point to the financial stability of the City,
accreditation of the Eugene Public Works Department by the American Public Works
Association, numerous awards and recognitions of City programs and projects,
comprehensive and innovative sustainability practices and policies, and a sincere
commitment to organizational and personal culture competence, just to name a few
examples. On a more intangible level, the continued interest people from all over the
country show in wanting to move to our city are testament to how well the City
City Manager Evaluation 11 July 2005
Employee Comments
organization is managed.
Dennis's conduct during his interactions with the City Council is also noteworthy. I
watch the meetings and am always impressed by his composure and professionalism.
Two examples:
Dennis was asked explicitly by the City Council to lend his expertise and
perspective to council discussions. He does this honestly and forthrightly, despite
knowing that it may elicit angry or indignant retorts from those whose positions
or actions he may be challenging. His willingness to fulfill the Council's stated
wishes and suffer the potential consequences is admirable.
Dennis has a remarkable ability to remain composed and professional while being
subjected to (often rudely delivered) criticism. Watch the tape of almost any City
Council meeting and witness the behavior he routinely and gracefully rises
above.
In addition to the executive-level work Dennis does, he also sets a great example as a
City employee who is not above it all. He is conscientious, punctual, respectful of others,
and hard working. He assumes full responsibility for his own actions and those of his
staff and frequently reiterates his five core values for good government, which he not
only promotes, but seems to live by.
Employee 18:
I'm pleased to have been selected to provide input about Dennis Taylor's performance
over the past year. As an employee that works closely with Dennis, I believe my
interaction with him is more of a personal nature and as such the answers to the questions
will reflect that.
In what areas does the CM's performance meet your expectations?
Dennis' responsibilities as City Manager are extremely broad-based: first and foremost,
he must work with the mayor and council implementing their policies, procedures and
goals; he serves as the leader of his executive team steering the city's work plans toward
successful achievement of the council policies; he's the main cheerleader for all city
employees motivating them to professionally devote their skills and dedication to the
citizens of Eugene; he attends and participates in community workshops, neighborhood
meetings, events, and celebrations; he meets, strategizes and negotiates with colleagues
and community partners constantly striving to i'mprove the area's issues and problems for
everyone; and, in his spare time, Dennis serves as an example to my immediate work
group showing us what it's like to be a consummate professional who, at all times,
demonstrates dedication, kindness, honesty, sincerity, humor and above all integrity.
City Manager Evaluation 12 July 2005
Employee Comments
Simply said, Dennis meets these expectations on a daily basis. As an employee who has
the privilege of working closely with Dennis, I see his commitment and allegiance to not
only the mayor and council, but all city employees, on a daily basis.
In what areas does the CM's performance exceed your expectations?
Dennis is exceptional with regard to the respect he continually shows to those who are
disrespectful to him, often in public. He remains courteous and calm in the face of
uncomfortable confrontations. I know there have been community meetings, public
forums, etc. where angry citizens have confronted him and he remains composed and
willing to listen to all problems and concerns expressed by Eugene's citizens.
Despite the highly charged and changing political climate, Dennis remains true to his
professionalism and integrity. He tackles problems head-on and answers questions
straightforward and honestly even when the answers may be unpopular.
I think a few examples of Dennis' clear leadership are the city's financial stability, a
strong executive manager team, and the new, steady stream of Eugene's positive media
exposure.
What steps can be taken to improve the CM's performance?
I don't think I have any comments on how to improve Dennis' performance.
In conclusion, I am blessed to work with someone as forthright and honest as Dennis (not
to mention his good sense of humor as well) and the citizens of Eugene should be pleased
to have such a wise and honest man at the helm of our city's leadership.
City Manager Evaluation 13 July 2005
Employee Comments
CITY MANAGER EVALUATION
Executive Manager Comments
Executive Manager 1:
1. In what areas does the City Manager's performance meet your expectations?
In order for department executive directors to do our work and effectively direct our staff,
we must have clear direction. Dennis makes his expectations for performance very clear
which allows us to perform our work in a coordinated way across the entire city
organization.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis is somehow able to meet almost impossible demands on his time. He very
effectively demonstrates the art of balancing many competing priorities. Despite his
hectic schedule, he is always available for matters truly requiring his attention.
3. What steps can be taken to improve the City Manager's performance?
Dennis is the right person for such a challenging position. What would be viewed as
positive by one person may well be viewed negatively by another. He has already
improved the overall strategic thinking of the organization and I am looking forward to
continuing progress in this area.
Executive Manager 2:
1. In what areas does the City Manager's performance meet your expectations?
· in his passion and breadth of knowledge
· in his expectation of excellence in himself and encouragement of excellence in others
· in his grasp of the key issues impacting the City of Eugene
· in his effective management of the political environment
· in his visibility in the work place and in the community
· in the periodic All-staff meetings to familiarize City personnel with all aspects of city
government
NOTE: Because Dennis is such a highly effective city manager, my expectations
increase the more I work with him and observe his leadership skills. He sets an excellent
example for others who aspire to be leaders.
2. In what areas does the City Manager's performance exceed your expectations?
· in his strong commitment to staff development. I especially appreciate his
recommendation for me to attend the SEI Leadership Program this summer.
· in his compassion and sensitivity to employee needs
City Manager Evaluation 1 July 2005
Executive Manager Comments
· in his honest interactions, humility, and earnest attempts to correct mistakes
· in his obvious pride in the City organization
· in his effectiveness in holding the Execs accountable to his "One City, One Voice"
concept
3. Give specific examples of best work such as accomplishments, successes, and positive
contributions to the organization and/or community.
· His fostering of more teamwork between Council, departments and divisions through
his "One Team" concept
· His dedication to presenting a sound budget, and to streamlining the Budget process.
· His continued emphasis on a respectful work environment and diversity
4. What steps can be taken to improve the City Manager's performance?
None noted.
Describe anything needing improvement/change/learning so that an even more
valuable contribution can be made to the organization and/or community.
I had to dig deep to think of an area where Dennis needs improvement. He could,
perhaps, exhibit continued relationship building with the Mayor/City Council and
Executive Team.
Executive Manager 3:
I believe Dennis is doing a great job as City Manager; it is a big job and requires a
talented individual who understands the city charter and how to mn a "strong city
manager" form of government.
He is one of the most dedicated and committed individuals I have worked with. He is
very knowledgeable and competent. I believe he always puts the best interests of the city,
as his highest priority.
The only feedback I would offer to him is to always keep room in his schedule, to take
care of himself and his family.
Executive Manager 4:
1. In what areas does the City Manager's performance meet your expectations?
Communications (protocol for managing and tracking internal and external
communications), problem solving (PERF/ICMA review), and comprehensive
knowledge of the organization (Dennis can converse spontaneously on a wide variety of
City issues such as his presentation at the City Club).
City Manager Evaluation 2 July 2005
Executive Manager Comments
2. In what areas does the City Manager's performance exceed your expectations?
Leadership (one City, one voice approach to City business), budget & finance (balanced
budget proposal in difficult financial environment), professional expertise (apparent
ability to interact productively with a diverse group of Councilors), strategic planning
(actually helped facilitate the development of more than one Council priority this year),
connection with workforce (regularly scheduled all-staff meetings), ethics (champion of
citywide values training), political astuteness (ability to fashion an agreement with
EWEB and Triad for downtown hospital siting).
3. What steps can be taken to improve the City Manager's performance?
There are many many competing priorities here that tend to stretch Dennis pretty thin at
times. Ultimately the Council can help in this area by focusing on the high level strategic
issues and not throwing unnecessary or untimely additional irons in the fire. The
Council's eight identified priority issues are a good step in this direction.
Executive Manager 5:
1. In what areas does the City Manager's performance meet your expectations?
The City Manager meets my expectations in all aspects.
2. In what areas does the City Manager's performance exceed your expectations?
This CM is the best at keeping his eyes on the goal of the project or task, and never being
deterred from doing the right thing. While that might sound trivial, in the context of a
jurisdiction where there is waning trust between:
Elected officials and staff
Elected body and elected body
Appointed body and elected body
The public and government;
And where resources continue to be stretched thin, this can be a very difficult place to
keep projects and ideas moving.
This CM has an ability to lift staffup and keep working towards this City's goals to make
it a better place. He truly believes in this City, likes the community, and is willing to do
whatever it takes to help the City.
3. What steps can be taken to improve the City Manager's performance?
I would encourage Dennis to continue to stay on track for developing a city wide
strategic plan, and to continue to teach the organization and elected officials the value of
that. Also, look for ways to continue to build trust between elected officials and staff.
City Manager Evaluation 3 July 2005
Executive Manager Comments
Executive Manager 6:
1. In what areas does the City Manager's performance meet your expectations?
Dennis is the consummate City Manager professional. He is experienced,
knowledgeable, steady, wise and almost always unflappable. He is down-to-earth and
very approachable. He is politically savvy, has excellent financial management skills and
an engaging personal style.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis excels in his leadership of the organization and in the community. He has been
tireless in his pursuit to understand the issues that affect the organization by meeting with
employee groups, going on Police and Fire ride-alongs, working with maintenance crews,
attending myriad community meetings, etc. He is also very engaged in community
events outside of work time. He is an avid urbanite, walking the bike paths, spending
time at the Saturday Market, attending concerts and attending community cultural events.
He truly believes in his community. Dennis always looks for the positive in issues,
decisions and debates. Many leaders know the right things to say but few really believe
them in their heart. Dennis leads with heart and passion. He has pulled the organization
together with his "one City, one voice" mantra.
3. What steps can be taken to improve the City Manager's performance?
Continue to work with Council to assist them in refining and improving their council
goal/council priority process. The better Council gets at identifying goals and priorities,
the more focused the staff of the organization will be in carrying out those goals and
priorities. He could also increase the organization's focus by leading us through an
organization-wide strategic planning effort.
Executive Manager 7:
1. In what areas does the City Manager's performance meet your expectations?
Dennis does a good job of communicating with the organization through regular all
employee meetings and e-mails.
Dennis maintains good working relationships with his peers at Lane County, Springfield,
Eugene and Bethel School Districts, the University of Oregon, LCC, LTD and LCOG
meeting with all of them on a regular basis.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis continues to impress me in his commitment to democracy and all that entails in
terms of listening to the community and acting in conformance with the direction of the
elected body. Eugene has diverse political interests both in the community at large and
as it is reflected on the council. I believe Dennis listens to and understands this diverse
City Manager Evaluation 4 July 2005
Executive Manager Comments
input and proceeds in the direction given to him by the council as a whole. As a specific
example, Dennis has worked tirelessly on the priority issues identified by the council. He
has taken the lead role for the City in the negotiations with EWEB and McKenzie-
Willamette Medical Center keeping a clear focus on the interests of the council. He has
also worked to help the council get better themselves in strategic planning and in the
identification of strategic issues.
He is an active listener and has an incredible knowledge of local governance issue and
strategies. Dennis has strong background in all of the administrative functions of
government, especially around budget/finance, human resources and the
Council/Manager form of governance. The last two budget cycles have gone very
smoothly in large part because Dennis has anticipated and communicated to the budget
committee and council the major financial issues facing the City.
Dennis is supportive of the City's continuing quest for excellence. This is reflected in his
support for the accreditation of the Public Works and Fire Departments, the ICMA
benchmarking performance effort, the Government Finance Officers recognitions for
budget and financial reporting, the wetlands partnership, sustainability efforts and many
other efforts throughout the organization.
Dennis spends a significant amount of time meeting with community members of all
persuasions as well as participating in community efforts such as downtown Rotary and
the United Way 100% Health Care Access initiative.
3. What steps can be taken to improve the City Manager's performance?
Dennis has to continue taking care of himself. Getting exercise, taking time off to
regenerate and spend time with his family and friends.
City Manager Evaluation 5 July 2005
Executive Manager Comments
CITY MANAGER EVALUATION
Division Manager Comments
Division Manager 1:
1. In what areas does the City Manager's performance meet your expectations?
Dennis Taylor leads by example, takes the time to really learn about each of the city
divisions, helps us understand that we are part of a bigger City process, and listens to our
ideas in a way that makes us feel he wants to know what our individual challenges are.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis Taylor inspires me to try harder. He puts in the time at meetings, public events,
and City procedures. In short, he does "walk the talk" and I see him doing this even
when folks are giving him a hard time. He always tries to reach for the high ground. He
is positive and a great cheerleader for the City. He sees its potential, not just its
problems. He makes me want to help him succeed. Overall, a terrific leader.
3. What steps can be taken to improve the City Manager's performance?
I guess part of being such a positive leader is that we don't always know what the things
are he doesn't like or maybe won't support ahead of time. My sense is that his specific
concerns, positive and negative, are supposed to be conveyed through his Department
heads to us. I would just.encourage that we receive as much information as early as
possible through that system so that we are always working on projects that he is ready to
support.
Division Manager 2:
1. In what areas does the City Manager's performance meet your expectations?
Dennis is extremely competent in city management. He is very cognizant and respectful
of the role of manager & the role of mayor/council. He always keeps in mind the best
interests of the City of Eugene.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis is a delight to watch in small group strategic discussions, such as at work during
an Exec's meeting as he's pulling in insights from his team over a tough issue. He's also
thoughtful, intelligent, hardworking, and brings a personal touch to many individual
interactions. He is particularly skilled at discussions of inspiration and vision. It would
be difficult for the mayor/council to find anyone who would outperform him.
City Manager Evaluation 1 July 2005
Division Manager Comments
3. What steps can be taken to improve the City Manager's performance?
I would like to see Dennis maintaining his own health and resilience; the only times I
have been disappointed or concerned about his performance appeared to be when he had
overextended & thus was unable to perform to his own expectations of excellence.
Division Manager 3:
1. In what areas does the City Manager's performance meet your expectations?
I think Dennis is doing a good job of working with the Council to focus Council on
policy-level concerns. He is clear on Council versus the Manager's roles, and
implements that distinction in a relatively low-key way that the Council usually accepts.
Dennis's values around "one-City, one voice" is refreshing, if a daunting goal. He also
"walks the talk" on his values around public service in general, and is a good model for
his expectations on how we approach the public and the Council.
2. In what areas does the City Manager's performance exceed your expectations?
I think Dennis's all-City meetings to talk about current issues, and the involvemem of
other staff- from the Exec's to specific program staff- is very effective. I think these
meetings support his "one voice" message - we get to know not only what is going on
around the organization, but also a chance to know other people through their actions.
Division Manager 4:
2. In what areas does the City Manager's performance exceed your expectations?
I think that Dennis does a great job communicating to employees both via his e-mails and
also via his all-city meetings. He's good in from of a crowd and good answering off-the-
cuff questions. Comes across as dynamic, knowledgeable, straightforward, sincere, &
has a good sense of humor.
I really applaud him for not only hOlding the all employee meetings but for getting the
Execs out in front of employees at the meetings and getting the Execs to work together on
the presentations.
I think that he does an excellent job of communicating his values and expectations.
City Manager Evaluation 2 July 2005
Division Manager Comments
Division Manager 5:
Our office has very little day to day contact with the City Manager, but frequent contact
with the Assistant City Manager. Nevertheless I have the following observations that are
relevant to the Manager's performance. I am impressed with the City Manager's energy
in his dealings with the Council, and City Departments. He seems genuinely interested in
the broad range of topics he must address to a very diverse group of interest groups.
I appreciate his periodic communications with all City employees on the "big picture"
status of the City. We all get caught up with our day to day tasks, so it is helpful to have
someone let us know how those small tasks fit into the bigger picture, and what the City
priorities are on a large scale.
I feel that the Manager's performance meets my expectations, and I don't have any
suggestions for improvements. Hope this helps.
Division Manager 6:
Performance that exceeds expectations - Dennis has maintained a consistent leadership
presence in the organization since he came to work in April 2003. His values around
public service, professionalism, ethical decision-making and democracy are evident in his
direct interactions with me and in the interactions that I observe when he works with the
City Council or other staff. At times, Council direction can be at odds with staff's view
of appropriate direction. Dennis acknowledges the difference of opinion, and reminds
staff that our job is to execute the Council direction. Dennis manages his relationships
with the Council, Mayor and City Staff with honestly and what appears to be a level of
comfort which I find admirable.
Over the past year, there have been changes in the executive management of the City
with the departure of both the PDD Executive Director and the Finance and Court
Services Executive Director. Performance or "appropriate fit" issues for high-level
managers were not always addressed at the City before Dennis came on board. It makes
my job managing employees easier when the standard of acceptable performance is
expected of all employees including the highest level of management.
Division Manager 7:
1. In what areas does the City Manager's performance meet your expectations?
The City Manager takes an active interest in the operations of the City, that is to say he
understands that while his role is in policy development and externally focused issues, he
fully understands that it is the people who come to work every day and do the routine
work, and work gets the policy, vision and goal work done. He has a real connection to
employees as individuals. As a Division Manager, this level of support is not only
appreciated, but needed. Further, he is knowledgeable on any number of topics and this is
important.
City Manager Evaluation 3 July 2005
Division Manager Comments
2. In what areas does the City Manager's performance exceed your expectations?
Dennis has continued to work on improving relationships and keeping open positive
communications with all members of the community in times when this is very difficult.
He with Chief Lehner have had a significant effect on the Police Department and its slow
turn around. There are a large number of big projects going on and he remains on top of
each of them.
3. What steps can be taken to improve the City Manager's performance
I realize that the Executive Management Team is new and also undergoing change, but I
think that for most employees what the group does and where they are headed is quite
unclear. Being close to Dennis I see the leadership of the organization. I think others
only see the Exec responding to issues; leading is not movement in response to stimulus.
I hope that the Exec Team will (sooner rather than later) be able to present a clear and
simple vision for the organization. I think the organization is finally feeling stable with a
great leader at the helm; lets take advantage of this and more the organization forward
too.
Division Manager 8:
1. In what areas does the City. Manager's performance meet your expectations?
Dennis is clearly an experienced, capable manager, who is able to use his extensive
background to evaluate and make decisions for our organization. He seems to be
knowledgeable and aware of what is happening locally and nationally. When he
discusses programs, policies, or issues, he displays a broad understanding and knowledge
of all aspects of City government and of administration.
He is clearly a dedicated, hard worker who gives more than a 100% to the community
and the organization. He understands the importance of being involved both internally
and externally. I see him often at both informal and formal community events. He also
is very visible in the organization due to his regular email communications, quarterly
employee meetings, and time in work places.
2. In what areas does the City Manager's performance exceed your expectations?
Dennis' values and ethics are his strongest attribute. It is very clear what is important to
him and what he expects from the organization. His communication with new employees
at new employee orientation is from the heart and sets a very positive tone. His
willingness to spend the time he does there really leaves a very positive impression on
employees. He communicates more with City employees on an ongoing basis than any
other Manager I've worked with at the City or the County.
City Manager Evaluation 4 July 2005
Division Manager Comments
Dennis is very clear on his direction when he makes a decision and is willing to stand by
it if he believes it is in the best interest of the organization. While he is open to input
from others, he does keep his eye on the long range goal. An example of this is his
resilience during the AFSCME bargaining, in spite of both internal and external pressure.
The City set a goal a decade ago to implement cost sharing for all employee groups.
Although it wasn't easy, he held the line with AFSCME and kept sending the bargaining
team back to the table to try to reach resolution. He was ultimately willing to
compromise a little but not to back away from the issue he felt was most critical for the
organization.
3. What steps can be taken to improve the City Manager's performance
When I gave feedback last year, the area I noted for improvement was his management of
the people that reported to him. I still feel this is the most critical area for him to focus
on to enhance his effectiveness in the organization. Although I recognize he has worked
to bring the Execs together as a team and to begin strategic planning for the organization,
I still do not see the Executive Team as a whole showing the leadership for the
organization I would hope for. One example of this is the way the organization works
together. Dennis has said he wants us to live by "one organization, one voice" but I don't
believe this is consistently followed in the organization and there seems to be little if any
accountability. There also does not seem to be accountability from the top down for
some of the key initiatives we have, such as diversity. If the managers that worked for
Dennis were held to the high standards Dennis holds for himself, this organization would
be vastly improved.
City Manager Evaluation 5 July 2005
Division Manager Comments
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Mayor Kitty Piercy
From: 5-26-04 To: 7-11-05
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
intd 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.
Element A: Council Goals and Service Delivery OverallRating 4
Satisfied
Indicators
1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
2. Are Council decisions implemented in a way that
reflects Council intent and direction?
3. Db senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
4. Does the Manager make tough decisions with
sensitivity to political realities?
5. Is the organization moving the community
toward the following goals?
A. Safe Community
t B. Sustainable Community Growth and Change
_-_-~-._._- ~ ~-__. ] X_ 4 _ / C. Healthy Natural and Built Environment 1
----=--..i-- [ __~__.X~--~-~ ID. Accessible andThrivingCultureandRecreation ',
_ [ __ X_ _ E. Effective, Accountable Municipal Government
___ ] _1_X_ - I - F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
2. Generally Council decisions are implemented in a way that reflects their intent such as the
quick follow through on the Council decision regarding the Enterprise Zone.
3. Council goals are a priority to staff as seen in the strategic plan presentations.
4. The Manager is particularly strong in representing Council and community in metro
discussion even when difficult. He conscientiously works to find effective ways to work
together.
5. A. I think we have moved well this year, but the result and commitment are still ahead. I
have concerns about community trust in Police Department and City Manager in this area, but
reserve judgment.
B. Very fine leadership here
2
C. Willingness to move forward is impressive
D. New commitment to culture is strong
E. We can still work on transparency to public, but efforts are strong
F. We have stabilized, but still lack adequate reserves and have no plan to improve
3
Element B: Mayor and Council Support Overall Rating 4
l=Very
1 ' 2 3 4 5 Indicators
_ _ _ X_ _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
_ consideration?
] X 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
_ ~ _ X_ _ _ 3. Does the Manager build positive working
i relationships with individual Councilors?
I X 4. Do Councilors have equal influence with the
- ! .... Manager?
X 5. Is Council kept informed of critical issues in a
----~ timely manner?
, I
.... X_ _ 6. Does the Manager's staff provide timely and
I effective support to Council?
_ i _ _ [ X_ 7. Does the Manager choose appropriate and timely i
I i - items when setting Council agendas?
- - - I X_ _ 8. Are the Manager's oral and written
, communications comprehensive and
understandable?
_ _ _ X_ _ 9. Is the Manager receptive to constructive
criticism?
[ X 10. Are Council information requests followed-up in
_ a timely manner?
Comments including examples of past performance to support your appraisal
1. We always have a range and recommendations
2. My experience with asking advice has been very positive although I would like to see a strong
effort to get "out in front" of problems and challenges so as to avoid having to fix. I believe we
need a strong public relations staff.
4. There is a continued perception of Council being blocked from conversation with staff.
4
Element C: Leadership and General Management Overall Rating 3
_l=~Ve~ry Dissatisfied .......... 5=Very Satisfied
1 ~ ~ -4 5_-~ Indicators
~ 1-"~_--' 4~ ~' 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
2. Does the Manager inform and consult Council
about anticipated changes?
3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
4. Does the Manager evaluate City organization,
[ operations and programs and explore new
methods for conducting City business and
enhancing City effectiveness?
5. Does the Manager actively promote, support and
~ champion efforts to achieve a representative
workforce while maintaining a discrimination-
............ ~___ J i free environment?
Comments including examples of past performance to support your appraisal
1. I think this has done well during the meetings with new Councilors and Mayor, but has
continued.
2. More consulting would be valuable before significant changes like Planning Director are
made.
3. I believe there has been a significant amount of change with an eye to making it better.
5. The City Manager has promoted all efforts including joint CEO resolution, forums, etc. Still
much more is needed.
Element D: Community and Citizen Relations Overall Rating 4
l=Ver Dissatisfied .......... 5=Ver~' Satisfied
1 2 3 4 5 Indicators
x 1. Is the Manager a coalition builder, who works
..... with the community to develop partnerships?
'--_ ~ 2. Are the City and City Council represented by the
X
! .... Manager in a professional manner?
_ i _ ._ _ x_ 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community, and public interest groups?
- i - _ _ x_ 4. Is the Manager a visible presence in the
[ community, developing personal credibility and
i ] I trust with citizens?
- I~ - x_ ~[ _[. _ 5. Are there ongoing, informed dialogues with the
~ community on critical issues?
_ [ _ _ i x_ _ 6. Are citizens listened to and helped to understand
[ City government and what is possible?
.... x_ 7. Does the Manager's guidance and leadership
enhance the organization's openness and
~_. availability to the public?
Comments including examples of past performance to support your appraisal
The Manager seems well liked and respected in the community and willing to work with
community on critical issues. He has recently met with some advocate groups that have until
recently, been left largely out of City Hall.
6
Element E: Department Operations Overall Rating,__4__
_1._--_ _V e~r~, D~is~s~tisfied ....... ~5~Ve~y__Satisfied
¥
1 2 3 4 5
~ I I I Indicators
_ [ _ _ x_ _ 1. Has the Manager appropriately guided the
~ Central Services Department to be effecti~ and
I
! meet community needs? (Finance, Munic pal
Court, Facilities, Information Services, an City
Manager's Office)
_ _ _ x_ 2. Has the Manager appropriately guided the Fire
Department to be effective and meet corm :y
--l- needs?
I x I 3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
I to be effective and meet community nee&
_ _ _ x_ _ 4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Service:
i ~ Department to be effective and meet com~ 'Iy
i~ needs?
.. ~ u.. ,~.~ ~"""ger appropriately g,';-~-~
Planning and Development Department to be
...... ~ ..........._ __ effective and meet community needs?
x -- 6. Has the Manager appropriately guided the Police
i i ~ Department to be effective and meet community
_ needs?
7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
__._ community needs?
Comments including examples of past performance to supPort your appraisal
We have some significant risk issues, re public safety, and putting in place a program that really
reduces our risk and ensures community needs are really met. The department reorganization
and external Review Board and independent auditor are key.
Element F: Financial Management Overall Rating 5
l=Ver Dissatisfied .......... 5=Ver' Satisfied
1 2 3 4 5 Indicators
- i - X _ _ 1. Does the Manager develop financial plans that
- allow City Council to anticipate and respond to
[ changes in the City's finances?
_ ] _ _ _ X_ 2. Do the budgets developed by the Manager reflect
Council
priorities?
~ -~'i - _ , _ ! X_ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
i X_ / 4. Does the Manager control expenditures in
- ] - - - accordance with approved budgets?
- I - - _ X_1 5. Does the Manager ensure that City financial
~ matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
This all seems to be handled really well.
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and x
Service Delivery
B Mayor and Council x
Support
C Leadership and x
General
Management
D Community and x
Citizen Relations
E Department x
Operations
F Financial x
Management
Overall Rating: 4
9
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
The City Manager brings a strong set of skills to his job and is noted by managers
and mayors across the country for his professional integrity. He works well with
the Mayor and Council to identify goals and to work with staff and community to
achieve those goals. The City Manager is willing to work to "yes". He is well
respected and liked in the community. He believes in this community and its
human and natural resources.
· In what areas do you believe the Manager shoUld improve his performance or skills?
Strengthen his position by strengthening his Councils' leadership and advisory
capacity.
Get out in front of controversies
Manage public relations
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
Continue .to protect managerial role and staff while opening up opportunities for
staff and Council to work together effectively.
Continue to work effectively with metro partners while acknowledging
differences.
Form a stronger PR arm for City with uniform messaging.
Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
I have enjoyed working with the City Manager and appreciate the quality of his
work, his ethic, his respect for others, his care for Eugene and its assets.
10
City Manager
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Bonny Bettman From: 5-26-04 To: 7-11-05
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
comer 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, and work team or community
relationships.
Element A: Council Goals and Service Delivery Overall Rating
Satisfied
1 2 3 4 5 Indicators
_ _ N/A _ _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
X ..... 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
_ X .... 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
X_ .... 4. Does the Manager make tough decisions with
sensitivity to political realities?
5. Is the organization moving the community
toward the following goals?
_ X_ _ _ _ A. Safe Community
_ X .... B. Sustainable Community Growth and Change
_ X .... C. Healthy Natural and Built Environment
_ _ X_ _ _ D. Accessible and Thriving Culture and Recreation
X ..... E. Effective, Accountable Municipal Government
_ _ X_ _ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
1. The question is not applicable.
2. Just a few recent examples of serious deficiencies in this area; Council's motion to
prioritize street preservation for flexible funding through the MPC/MPO process, and
Council's resolution to make an application for the Enterprise Zone, and the administrative
rules implementing the Smoking Ordinance.
Regarding street preservation; we had to direct the manager 2 or 3 times to implement and
it still is not the policy. MPC/MPO follows the lead of the staffteam acting as the
Transportation Planning Committee and if the manager directed staff members to ensure
implementation, it would get done. It is the staff team that frames the decision packages for
the MPO and they have neglected to move on this direction, atypically leaving it to the
MPO for direction. TPC created the matrix, they can initiate the change.
The magnitude of the mismanagement of the Enterprise Zone application is
stunning. Will there be any accountability for it?
3. Most recently the Neighborhood Initiative response from staff is a long list of implementation
strategies with only slight resemblance the council discussion at the goal session, but similar to
previous staff recommendations. It was such an expansive and inclusive list it overwhelmed the
specific council language adopted with the Goal.
4. It depends on what is meant by "political." This is one area where the manager seems so 'set'
on one course he may ignore political realities. The bond measure for the new Police Dept. is one
example where he moved forward with a recommendation to council and advocated strongly in
favor of putting it on the ballot, despite the "political reality" that it was likely to lose and only
enjoyed a slight majority of council support. I think his miscalculation will generate a deeper
future negative prejudice against any bond measure for a comprehensive City Hall replacement.
5. a) Safe Community; one ex; The manager's resistance had to be overcome in order to secure
funding for patrols in and around downtown and Urban Parks. It took years of discussion, and
finally direct action on the part of the Council and Budget Committee, to re-staff engine 9, in a
timely way.
b) I do not believe the Growth Management Polices are being employed to guide decision
making for initiatives by the manager and PDD staff. Staff demonstrated blatant disregard for
standing policy by calling into the question the validity of the Eugene's Growth Management
Policies in the text of one grant application.
e) This is a very significant issue. I see no evidence that there is accountability in the
organization, particularly for management employees and higher. Maybe there is discipline
within the organization that is not visible to "outsiders", but even in a high profile case like the
Magana/Lara crimes, no one besides the two conVicted officers were held accountable for
upholding policies and procedures. The lack of enforcement and oversight by management and
executive staff, may have enabled criminal behavior for many years. The manager promised an
internal investigation when the criminal cases were resolved, and as far as I know, it has not
begun. Why is the City Manager silent about administrative execs who were in charge during
the illegal activity? Who knew about the allegations and when did they know, and why was
council not informed? The Council Majority at the time postponed recruitment for a new City
Manager based on ignorance of any emerging crisis. The postponement of the recruitment for a
new city manger also postponed the hiring of a new Police Chief. Where are the consequences?
Of course, as councilors, we are prohibited by Charter from any involvement in personal or
discipline matters, so accountability is entirely the purview of the manager. But it appears to be
missing from his management model.
F. Except for the manager's advocacy of the County's special district proposal, which would
have very negative effects on city finances, the manager seems generally fiscally prudent;
although I don't always agree with his priorities.
Element B: Mayor and Council Support Overall Rating
1 2 3 4 5 Indicators
_ _ x_ _ _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
_ X _ _ _ 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
_ X .... 3. Does the Manager build positive working
relationships with individual Councilors?
_ X .... 4. Do Councilors have equal influence with the
Manager?
_ X .... 5. Is Council kept informed of critical issues in a
timely manner?
_ _ X_ _ _ 6. Does the Manager's staff provide timely and
effective support to Council?
_ _ _ X_ _ 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
_ X_ _ _ _ 8. Are the Manager's oral and written
communications comprehensive and
understandable?
X ..... 9. Is the Manager receptive to constructive
criticism?
X ..... 10. Are Council information-requests followed-up in
a timely manner?
Comments including examples of past performance to support your appraisal
1. He provides a range but only develops and supports the staff recommendation.
2. I don't know the experience of other councilors, but this is not true for me.
Unfortunately, since it never happens, I don't even have an expectation that it should.
3. The manager is friendly and seems genuinely interested in familiarizing himself with my
personal life and family. But in terms of a working relationship and helping to achieve
goals important to constituents, there is no support from the manager; and in some cases
he can be a formidable obstacle to finding realistic solutions for problems faced by city
residents. Policing in Urban parks is one recent example.
4. The manager is not receptive to my analysis, strategy or ideas unless it is already part of
his agenda. On a number of occasions, where he has strenuously disagreed with me, he
has been publicly disrespectful and unprofessional. One example was my initiation of a
4
policy that requires management to seek council approval for new transportation funding
plans and packages before seeking MPC/MPO approval; a process that the Springfield
Council and the Co. Commissioners already engage regularly. Dennis disagreed so
vehemently that he lost his temper and raised his voice, in the presence of various
members and citizens.
5. This is the 3rd City Manager since I have served in office and I think access to accurate
and comprehensive information is, presently, at an all time low. Sometimes I wonder if
Dennis is just failing to inform me, or all of us, or if he is even in the loop. I recently
asked him if the Fairgrounds is being considered as a back-up site for the EWEB site
and he reassured me that it was most definitely not. It was only a matter of days before it
was front page news.
6. What CMO staff does; providing Packet material, office supplies, conference
registration, they do in a timely manner. I have repeatedly expressed to the manager the
not-so-subtle appearance of political and personal affiliations in the office. I have also
asked on numerous occasions, both publicly and privately, for a description of the
support any councilor can expect from the CMO, the response has been to ignore the
request. I have no idea what support other councilor's are provided, or what I should
expect.
7. Manager and Mayor collaborate on this, and generally work sessions can be scheduled
within reason.
8. The manager's oral communication is at times tailored to persuade rather than inform. I
appreciate the manager's expertise but he and his staff frequently lobby the council for
their preferred agenda. I frequently have to repeat and rephrase questions, using up my
limit of 3 minutes, in order to get a definitive answer or relevant information.
9. I do not think the manager is receptive to constructive criticism. I think Dennis perceives
any criticism, and even disagreement on issues, as a lapse in loyalty. His management
philosophy of"One city, one voice" is indicative of a management style which does not
appreciate dissent.
10. Follow up is a defining weakness in this administration. We should not have to read over
previous, work or decisions, for accuracy and completeness; but we do. I so appreciate
Councilor Kelly's thoroughness and eye for detail because he frequently recognizes
mistakes and omissions that would otherwise be encoded. Often I ask a specific question
and receive a general summary in non-response, after waiting weeks. I then have to
reinforce the original request and wait more weeks for the information. Many questions
just go unanswered. We end up having to track and repeat requests which is additional,
unnecessary, busy work. I have been told by three staff members, on different occasions,
that they are prohibited from talking to me. Dennis requires us to make all requests for
information through him; I cannot call up a staff person in PDD to ask a question, even
though community members and special interests have that ability.
Element C: Leadership and General Management Overall Rating
l=VI ; Dissatisfied .......... 5=V, Satisfied
1 2 [ 3 4 5 Indicators
_ _ N/A _ _ 1. Does the Manager facilitate on-going leadership
_ partnership between elected officials and thc
Executive Management Team?
_ _ X_ _ _ 2. Does the Manager inform and consult Council
about anticipated changes?
X ..... 3. Does the Manager.take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
_ X .... 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
enhancing City effectiveness?
_ _ X_ _ _ 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal
2. The manager seems to make very few changes especially substantial ones.
3. Dennis's vision or leadership direction is indistinguishable from previous administrations.
4. I have often said at council meetings that the organization insists on making new policy and
plans by studying what is in the rear view mirror. Organizational self-preservation seems to be
the prevailing approach to programs and plans, There is a distinct lack of interest, let alone
enthusiasm, for innovating successes enjoyed in other communities. I see no change with
Dennis's leadership.
5 Since personnel issues are off-limits to councilors it is not clear to me the role of the manager
in addressing recent criticism by our departing Diversity Coordinator. Did he contribute to the
alleged problems; try to solve them; what is his approach? This was one of the reasons I
requested an additional Manager Evaluation session with Dennis, so that we could ask these
kinds of questions as a council which is the only time we are permitted to discuss personnel
issues.
Element D: Community and CitiZen Relations Overall Rating
Satisfied
~ 1 2 3 4 5 Indicators
X 1. Is the Manager a coalition builder, who works
..... with the community to develop partnerships?
X 2. Are the City and City Council represented by the
..... Manager in a professional manner?
X 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community and public interest groups?
_ _ X_ _ _ 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ X_ _ _ 5. Are there ongoing, informed dialogues with the
community on critical issues?
_ X_ _ _ _ 6. Are citizens listened to and helped to understand
City government and what is possible?
_ X .... 7. Does the Manager's guidance and leadership
enhance the organization's openness and
availability to the public?
Comments including examples of past performance to support your appraisal
1. There is only minor anecdotal evidence of this either way.
2. The manager presents himself well and makes a credible impression.
3. Some yes, some no.
4. I am sure there are some populations in the city that feel the manager is someone they trust,
but there are others that feel opposite. All is anecdotal.
5. There are "dialogues." I would question how balanced or informed they are. More often it is a
format that minimizes interaction and frames feedback like "Informational Open Houses."
6. These public involvement processes are very heavily weighted with staff and typically do not
clarify for the public how they can meaningfully influence the outcome or how the plan or
project will ultimately impact their lives.
7. I know of many instances, lately, where the public has been engaged on a specific plan or
project and felt that the outcome was predetermined and the whole process was a waste of their
time. The organization, under Dennis, lacks openness and transparency. One example: The Crest
Neighbors were promised a discussion with staff about a planned street project for which they
will ultimately bear a significant cost burden. Over two hundred residents attended. Dennis and
many city transportation engineers were in attendance. The staff, under Dennis's direction had
contracted with a consultant to facilitate, but they were instructed to only transcribe the questions
- no answers allowed! People were furious and insulted. It was a stilted and ridiculous one-way
7
conversation. I begged Dennis to let the knowledgeable staff present at least answer the simpler
questions, but he refused. It took weeks (maybe more) before people had answers to the
questions, but of course that made follow up questions and clarifications even more unwieldy.
Element E: Department Operations Overall Rating
Dissatisfied .......... 5=V Satisfied
1 2 3 4 5
Indicators
_ X .... 1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
_ _ X_ _ _ 2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
_ _ X_ _ _ 3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
_ _ X_ _ _ 4. Has the Manager appropriatelY guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
_ X .... 5. Has the Manager appropriately guided the
Planning and Development Department to be
effective and meet community needs?
_ X .... 6. Has the Manager appropriately guided the Police
Department to be effective and meet community
needs?
_ X .... 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
*. Most of department issues are not within our purview so it is hard to know how the Manager
influences Department functioning. I am only aware of specific issues if they crop up in
budgeting or otherwise. Therefore the rating is usually a 3 unless there is a specific identifiable
problem significant enough to affect the overall rating.
1. For two years Council has endorsed locating a full service hospital in the city center as a
Council Priority Goal. Because this is a unanimous action by council directing the manager to
pursue the goal, he has the authority to do whatever is in the city's power to achieve the goal.
There has been controversy and misinformation, or just plain lack of information, circulating in
9
the community. The CMO has an Information Specialist that has not engaged in any effort to talk
to the community or disseminate information regarding the matter. I see this as a failure to use
appropriate available services, or department resources to be effective and meet the community
need. This issue could go just as easily under the category of Mayor and Council Support or
Council Goals and Service Delivery. The IGR staff failed to attend a priority one hearing in
Salem as a result the city was unrepresented. Staff from PDD/PW submitted two grant
applications without first seeking IGR committee approval, which is counter to policy.
2. Only with the direct intervention of Council and the Budget Committee.
5, 6, 7. There has been one instance after another where departments have reached impasses with
community groups and the' result is large groups of disgruntled people showing up at public
forums and hearings or e-mailing. While I welcome any participation and feedback from the
public, it seems that the manager has room for improvement in this area. Some examples are
Monroe and Scobert Park, Save our Streets, Willamette Conversion, Faith Center Expansion,
River Avenue, McDougal Land swap and Urban Growth Boundary expansion, Nodal
Development, Nectar Dillard, etc.
10
Element F: Financial Management Overall Rating
Satisfied
1 2 3 4 5 Indicators
_ _ X_ _ 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
_ _ X_ _ _ 2. Do the budgets developed by the Manager reflect
Council priorities?
.... X _ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
_ _ _ X_ _ 4. Does the Manager control expenditures in
accordance with approved budgets?
_ _ _ X_ _ 5. Does the Manager ensure that City financial
] ] matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
By the time the Council and Budget Committee completed the Budget Process
the Budget reflected Council priorities for the Community which focuses primarily on Public
Safety. I appreciate that the Manager's proposed budget fully funded our contribution to the
Human Services Commission and some other baseline services that we have had to defend in
past years. So all things considered the process had its positives and negatives. We tend to
budget conservatively and I am supportive of that approach.
The one financial criticism I would levy is that the Manager has a tendency to claim there is no
money for a council action he does not support but when staff wants to pursue something they
tend to find the money. One example is the request for an appraisal of the property involved in
the McDougal deal. The manager was adamant that the cost was prohibitive. A credible outside
source differed with that opinion, and ultimately the cost was a not a significant factor.
11
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and x
Service Delivery
B Mayor and,Council x
Support
C Leadership and x
General
Management
D Community and X
Citizen Relations
E Department X
Operations
F Financial X
Management
Overall Rating: __2
12
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
He is energetic and personable.
· In what areas do you believe the Manager should improve his performance or skills?
I would like to see the City Manager establish his own authority over the organization. Until his
leadership is obvious it will be difficult to assess any progress. He appears to me to be more
accountable to the Management Team than to the council or the public. It seems as though
Dennis is captain of a ship that is on auto pilot. The course was set long ago and he just follows
the course previously determined.
I think it would be positive if options that were presented to council were designed to enlist
support from the broadest range of councilors, and therefore the community they represent. An
attempt to incorporate a range of underlying values and objectives instead catering to a slim
majority of votes would unify the council and ultimately the community.
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
Hold members of the organization accountable for job performance, outcomes, and actions. Look
for ways to increase the expertise, enthusiasm, and creativity of departments.
Respect and assertively implement policy direction from council.
Keep track, and follow through.
Be pro-active in leveraging the city's best interest for large re-development opportunities, like
Ems stadium, Willard School, and the Fairgrounds. We need space in the urban core for more
housing and those sites are prime neighborhood potential
· Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
There is an issue that I think deserves to be emphasized.
Last year we had a brand new Police Chief and his public statements, in conjunction with the
City Manager's, were very reassuring to a community still reeling from the revelations of
crimes committed from within the department. (At the time they were still "alleged.") The City
Manager has consistently stated that he, and Chief Lehner, are awaiting the results of the Police
Commission's deliberations for recommendations to improve the accountability and
transparency of the Department's complaint and investigation process.
The Commission has worked very hard, reaching out to the public, researching other
13
communities, collaborating with other interested organizations, deliberating in open and
participatory sub-committees, and attending multiple additional meetings in order to have a
recommendation to council by the end of July.
Just as a preliminary model for Police Oversight began to emerge the City Manager sent the
Police Commission a letter outlining his preferred model of Oversight. This raises a number of
troubling questions and issues.
Why did Dennis tell the community that he was vested in the process that he initiated, and then
pre-emptively describe strategies for oversight and investigation that he has authority to
implement any time he wants?
Dennis has the authority and power to implement any changes to the department structure or
hierarchy that he desires. That is why it seems, at least inappropriate, and at worst, disingenuous
to ask for an extensive and costly process with far reaching public involvement and then trump
the outcome. The Police Commission received feedback on oversight mechanisms from other
entities including; the Police Union and Communities United for Better Policing, but those
entities were appropriately contributing to the discussion they don't have the ultimate authority
to implement their own preference.
It appeared the City Manager was delineating in his letter, implicitly but not explicitly, that
he will not support any Police Oversight mechanism that he does not control. It sounded like he
was warning the Commission that if they make a recommendation that does not give him total
control, he will not support it. Politics aside, this seems an unprofessional way to manage an
ongoing public planning and advisory process.
14
CITY MANAGER
PERFORMANCE APPRAISAL FORM
i Emplo yee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
David Kelly
From: 5-26-04 To: 7-11-05
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
comer 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.
Element A: Council Goals and Service Delivery Overall Rating
l_--_~Ver~ ~)issatisfied .......... 5=Very Satisfied
-~ 2 3 4 5 Indicators
-- _ _ X _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
_ X I _ _ / _ 2. Are Council decisions implemented in a way that
.... reflects Council intent and direction?
ii__/X I _~---- --~ - l- ...X_~.~ i_-_l: 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
4. Does the Manager make tough decisions with
....... sensitivity to political realities?
5. Is the organization moving the community
toward
the
/
following
goals?
..... ~ ..... _-~ _-~ _ A. Safe Community
._ _ B. Sustainable Community Growth and Change
C. Healthy Natural and Built Environment
i D. Accessible and Thriving Culture and Recreation
E. Effective, Accountable Municipal Government
! _ _ _- X ~ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
Re #2 and #3: Again this year, there have be'eh too many cases in which Council intent and
direction has seemingly been ignored or at least half-forgotten in between the Council meeting
and the ultimate implementation or follow-up. As one small example (among many) that comes
to mind: After a work session regarding the emergency plan that had clear council direction, the
follow-on AIS came out with no implementation or even acknowledgement of most of the
previous direction. It took a follow-up email from me reiterating what had already been said at
Council to get the changes done. I shouldn't need to have to bird-dog so much.
Element B: Mayor and Council Support OverallRating 2
Satisfied
1 2 3 4 5 Indicators
! _ _ X _ 1. Does the Manager develop an adequate range of
ii ~1 clear options and recommendations for Council
,,[ consideration?
_ _ X _ _ 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
_ _ X _ _ 3. Does the Manager build positive working
relationships with individual Councilors?
..... 4. Do Councilors have equal influence with the
Manager?
_ X _ _ _ 5. Is Council kept informed of critical issues in a
timely manner?
_ _ _ X _ 6. Does the Manager's staff provide timely and
effective support to Council?
_ _ X I _ _ 7. Does the Manager choose appropriate and timely
~ items when setting Council agendas?
i i [ X ] 8. Are the Manager's oral and written
I communications comprehensive and
understandable?
X 9. Is the Manager receptive to constructive
- ~ ~ ~ criticism?
X - 10. Are Council information requests followed-up in
a timely manner?
Comments including examples of past performance to support your appraisal
This area has not improved and even gotten worse over the past year. All my comments from last
year still stand. A few additional specifics from this year:
(1)Routinely, I hear nothing about most of the items I raise in my 1-on-1 meetings unless I bring
them up again in a 2nd and even 3rd monthly meeting.
(2)The manager announced the ICMA/PERF review contract as a done deal and then went to
Council to ask for the $100K+ to do it. This was backward and marginalizing. Since the request
involved substantial unbudgetedfunds, the manager put Council in an almost impossible
situation by announcing the contract to the press before consulting with Council.
(3)Good news: I'm not getting as many surprises when I open the newspaper as the previous
year. However, there have still been instances of this. For example, last fall when problems came
3
up with ORI building, the mayor was informed but not the councilors. I was disappointed when I
brought this to the manager's attention and his response was to say "what could you have done
with the information if you received it?" Such a question is beside the point.
(4)After Council had a great strategic planning retreat in February, it took a lot of push-back
from Council to get draft action plans brought to us before the fall. I was surprised that it seemed
to be news to the manager that we would like to get started with Council discussion of our
strategic issues sooner than six months after our retreat.
(5)There's an understandably delicate line between the manager providing Council with his
professional advice (which I very much want) and seeming to join the debate as if he were the
ninth councilor. On several occasions this past year, I was dismayed when I felt the manager had
dramatically crossed that line. One example that comes to mind was the Budget Committee
discussion of the central core police patrol motions.
Element C: Leadership and General Management Overall Rating 3
=~V~ry t, Satisfied
2 Indicators
1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
2. Does the Manager inform and consult Council
about anticipated changes?
3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
..................., I X~[~[ ....... enhancing City effectiveness?
_ _ 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
__~_ free environment?
Comments including examples of past performance to support your appraisal
#2: On the positive side, the manager has actively solicited my feelings about major
issues/initiatives in our one-on-one meetings. On the negative side, see my comments (2) and (3)
in the previous section.
#3: I will be very interested to watch what happens over the next year with long-term issues in
PDD (what will be the characteristics of the new PDD director will be telling), and Cultural
Services Division (what will be the scope of the comp plan effort and what will its progress be).
#5: I have no doubt of the manager's personal commitment to these issues from our discussions
during 1-on-l's. However, I have been very disappointed that the manager has not used timely
opportunities in the public realm (e.g., at Council meetings) to comment on issues such as racial
profiling with a little emotion and outrage - public comments have sounded very guarded and
emotionless.
Element D: Community and Citizen Relations Overall Rating
l=Very Dissatisfied ......... ~5=Very Satisfied
1 2 3 4 5 Indicators
X 1. Is the Manager a coalition builder, who works
- _~- ____ - with the community to develop partnerships?
X 2. Are the City and City Council represented by the
___ - .... ~ ........... -~ ...... -___ Manager in a professional manner?
X 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
communit~ and 3ublic interest >s?
_ [ _ _ i X _ 4. Is the Manager a visible presence in the
community, developing personal credibilitF and
trust with citizens?
_ _ X _ _ 5. Are there ongoing, informed dialogues with
community on critical issues?
..... 6. Are citizens listened to and helped to understand
City govermnent and what is possible?
_ _ X _ _ 7. Does the Manager's guidance and leadership
enhance the organization's openness and
..... i ...... availability to the public?
Comments including examples of past performance to support your appraisal
Generally quite good in these areas. Again, I wish the manager would be more expressive "from
the heart" in public settings on issues of human rights, race, and other diversity issues in the
community. His leadership could make a significant impact.
I don't know if this is the best section to note this, but I have been very impressed and pleased
with the manager's (and presumably other staff) tireless efforts in working with McKenzie/Triad
and EWEB regarding the property.
6
Element E: Department Operations OverallRating 4~
l=Ve
Indicators
1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
~ to be effective and meet community needs?
4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
~ needs?
_ _ X _ _ 5. Has the Manager appropriately guided the
Planning and Development Department to be
_ _ effective and meet community needs?
i 6. Has the Manager appropriately guided the Police
i__ Department to be effective and meet community
needs?
_ 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
#2: Communication/clarity regarding Fire/EMS vision and long-term plans is much better than
previous year.
#3: I don't feel comfortable rating HR this year because of issues raised in ICMA/PERF, and
issues around the departed diversity manager.
#5: I am looking forward to positive changes in PDD with the new acting director and ultimately
the new permanent director (whether that's the same person or a different one).
#7: I'm very impressed by the ongoing operations in Public Works. My reason for the lower
rating is an ongoing problem of positive community/neighborhood relations around proposed
projects, especially street projects.
7
Element F: Financial Management OverallRating 4
l=Very Dissatisfied .......... 5=Very Satisfied
-1 ~ 2 ~31 4 5 Indicators
allow City Council to anticipate and respond to
~ ....... ' i ~ chan~ ..... the City's finances?
X 2. Do the budgets developed by the Manager reflect
__+_ Council priorities?
_ _ X _ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
_ _ X _ 4. Does the Manager control expenditures in
_ accordance with approved budgets?
~ X 5. Does the Manager ensure that City financial
__ matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
#2: Good budget work this year. FY07 will be critical regarding Council's adopted strategic
issues.
#5: This is an ongoing challenge. I suspect sometimes the info is clear internally, but isn't
disseminated to the media in a way that minimizes rumor and misconceptions.
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
__ l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and X
Service Delivery
B Mayor and Council X
Support
C Leadership and X
General
Management
D Community and X
Citizen Relations
E Department X
Operations
F Financial X
Management
Overall Rating: __2.5
Comment: I provide this low overall rating with a good deal of hesitation. However, the issues
in areas A and B are so critical to me that they dominate over the good ratings in areas D, E, and
F.
9
Goals, Objectives and General Comments
What are the Manager's most important strengths in performing his job?
Dennis is clearly very committed to his work, to the organization, and presents himself very well
as a visible member of the community in a variety of venues.
Dennis is very straightforward in one-on-one communication.
He has continued very positive financial management policies in the organization.
He seems to be a very good negotiator, based on the tidbits I've heard regarding various projects
and intergovernmental issues.
In what areas do you believe the Manager should improve his performance or skills?
I've stated plenty throughout the evaluation re this question.
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
As I said last year, I wish the manager could figure out a way that councilors and senior staff (not
just the execs) can interact informally. This took place in earlier administrations - the sky didn't
fall, and it generally led to increased efficiency and trust.
· Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
No.
10
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor Annual X Probationary [] Supplemental []
Position Title Employment Dfite: April 14, 2003
City Manager
Reviewer Name Review Period 01/01/05
ANDREA ORTIZ
From: 5-26-04 To: 7-11-05
, 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.
Element A: Council Goals and Service Delivery Overall Rating 4
l=Ver 'Dissatisfied .......... 5=Ver' Satisfied
1 2 3 4 5 Indicators
_ _ _ X _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
[ performance measures in the Service Profiles?
_ - _ _ _ X 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
~ ~] XI 3. Do senior staff effectively respond to Council
.............. Goals, Action Priorities and Council directives?
..... , 4.NA/ Does the Manager make tough decisions with
........ i ...........[X~------- ~ ..... i sensitivity to political realities?
~ ' 5. Isthe organization moving the community
toward the following goals?
X A. Safe Community
~ X B. Sustainable Community Growth and Change
I X C. Healthy Natural and Built Environment
X D. Accessible and Thriving Culture and Recreation
_ _ X _ E. Effective, Accountable Municipal Government
..... - I ~- - X _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
2. I think Dennis walks a tightrope between Council direction and the knowledge of what
He thinks is best for the organization. This is sometimes the same goal.
Executive Team has been very responsive to Council priorities and Council direction.
I personally appreciate the speed of which the Council priorities are being addressed.
Organizationally speaking: I am very please to at the level of professionalism that is evident
in all levels and departments. I think that as we address our organizational goals we have
many things to be proud of. But, we need to be vigilant about 2 of our goals. Safe
Community and Fair, Accountable Municipal Government.
2
Element B: Mayor and Council Support Overall Rating' 4
l=Ver~ Dissatisfied .......... 5=Ver Satisfied
1 2 3 4 5 Indicators
_ _ _ X _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
----- _ X _ _ 2. Does the Manager seek advice and direction on
, key issues from Mayor and Council?
_ _ _ ~ _ X 3. Does the Manager build positive working
~ ~ .... ~ ......... relationships with individual Councilors?
X 4. Do Councilors have equal influence with the
I Manager?
~ , X _ 5. Is Council kept informed of critical issues in a
I timely manner?
_ X 6. Does the Manager's staff provide timely and
effective support to Council?
.... X 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
X 8. Are the Manager's oral and written
- I - - - communications comprehensive and
......... j ..... understandable?
[ X 9. Is the Manager receptive to constructive
criticism?
I - i - - i X _ [ 10. Are,.Council. information~, requests followed-up in
a timely manner?
Comments including examples of past performance to support your appraisal
B2 Dennis does look to Council for direction as a group. I appreciate knowing that
conversations are in public meetings.
B3 Dennis has worked at building relationships with Councilors.
3
B9 Dennis seems more than willing to converse on any constructive criticism directed at him.
B 10 1 have been impressed with the follow up on all my requests.
4
Element C: Leadership and General Management OverallRating 5
Dissatisfied .......... Satisfied
Indicators
1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
2. Does the Manager inform and consult Council
about anticipated changes?
3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
I ~ enhancing City effectiveness?
_ _ _ X 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal
C 1 Dennis not only encourages partnerships between elected officials and the
Executive Team, but encourages real and honest dialogue. He also encourages CC to spend time
with all city staff when possible.
5. Dennis has shown to truly support efforts to have a Diverse Workforce. He encourages
a discrimination free work environment. I hope the Organization catches up soon.
Element D: Community and Citizen Relations Overall Rating
[--Ve~y Dissatisfied ..........5=Very Satisfied
i--~ 2 3 ~ 4 54 Indicators
1. Is the Manager a coalition builder, who works
...... L ...... - .... with the community to develop partnerships?
I X 2. Are the City and City Council represented by the
__-~_~-_ __-__ - Manager in a professional manner?
X 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community, and public interest groups?
~-- 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ X _ 5. Are there ongoing, informed dialogues with the
....... ~ ...... community on critical issues?
_ _ 6. Are citizens listened to and helped to understand
_____ City government and what is possible?
_ _ 7. Does the Manager's guidance and leadership
, enhance the organization's openness and
.......... j ..... availability to the public?
Comments including examples of past performance to support your appraisal
D. Dennis has shown to be very responsive to community access to him. He is very visible
and professional.
D5 There could be more open dialogue with community on critical issues.
D7 Dennis appears to work at openness and availability to the public from my point of
view.
Element E: Department Operations Overall Rating __4__
l=Very Dissatisfied .......... 5=Ver, Satisfied
1 2 3 4 5 I --
~ Indicators
_ _ _ X _ 1. Has the Manager appropriately guided t :
Central Services Department to be eff~ :five and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services and City
Manager's Office)
i ---- X 2. Has the Manager appropriately guided 1 Fire
i i ] Department to be effective and meet community
~ needs?
3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
l- needs?
5. Has the Manager appropriately guided the
Planning and Development Department to be
L .... effective and meet community needs?
I 6. Has the Manager appropriately guided the Police
Department to be effective and meet community
needs?
7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
~ community needs?
Comments including examples of past performance to support your appraisal
I appreciate how well all the Departments work together. The Fiscal responsibility is very
evident. They all have goals and missions that aligned with the City overall goals.
Element F: Financial Management OverallRating 4
Satisfied
1 _~2 _.. 3 4 5 Indicators
..... [ NA 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
.... X 2. Do the budgets developed by the Manager reflect
Council priorities?
_ _ _ X ' _ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
~ strategy so that ongoing expenses are supported
I by ongoing revenue?
_ , _ _ X _ 4. Does the Manager control expenditures in
....... accordance with approved budgets? __
I I
- i - _ X / - 5. Does the Manager ensure that City financial
...... j_ ....~ matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
Dennis is very clear on the issues regarding budget management. He is very clear on the way
Budget Committee and City Council decisions impact the bottom line.
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Very Satisfied
~-- Performance 1 2 3 4 5
Standard
A Council Goals and X
Service Delivery
B Mayor and Council X
Support
C Leadership and X
General
Management
D Community and X
Citizen Relations
E Department X
Operations
F Financial X
Management
Overall Rating: 4
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
Dennis has the ability to be objective. When decisions are made to change the direction
of the organization, he may take acceptation to it. But, embraces the direction of Council.
· In what areas do you believe the Manager should improve his performance or skills?
When decisions are made that change the directions to city staff and organizational
Goals. Dennis reactions are very apparent. Especially if he is not in support of the
motion.
Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
None, I am sure he has plenty for himself.
· Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
10
,. I think Dennis has done a remarkable job. As a newcomer to this community,
he has managed to get to know us and we him. The leadership he has shown is
commendable. In these next few years, I am looking forward to working with him.
11
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Gary Pape
From: 5-26-04 To: 7-11-05
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
comer 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.
Element A: Council Goals and Service Delivery Overall Rating 3
l=Very Dissatisfied .......... 5=Ver' Satisfied
1~_ 2 3 4 5 Indicators
_ _ _ X _ _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
~ performance measures in the Service Profiles?
X _ 2. Are Council decisions implemented in a way that
- i - - - reflects Council intent and direction?
- i - X_ _ ] _ 3. Do senior staff effectively respond to Council
---! ............ i Goals, Action Priorities and Council directives?
_ . X .... I 4. Does the Manager make tough decisions with
....... sensitivity to political realities?
5. Is the organization moving the community
toward the following goals?
_ X_ _ _ A. Safe Community
_ _ X_ _ B. Sustainable Community Growth and Change
_ _ _ X_ _ C. Healthy Natural and Built Environment
I X D. Accessible and Thriving Culture and Recreation
X E. Effective, Accountable Municipal Government
_.__~_=_ X_ _ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
River Avenue could have been handled much differently and saved Council and staff a lot of
time and resources. The Council current should always be tested so that no staff proposal is
turned down 8-0!
I am very disappointed that we are not further along on the only goal the Council had in 2004.
While many forces not in control of the City organization play on the goal, we could be closing
more especially in the area of P.R.
The ORI project has not met council directives, objectives and deadlines.
Element B: Mayor and Council Support Overall Rating 3
Dissatisfied .......... : 'Satisfied
1~ 2 3 4 ~ 5I Indicators
_ ~ _ X_ _ _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
_ _ X_ _ _ 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
' - X _ 3. Does the Manager build positive working
- relationships with individual Councilors?
_ _ X_ 4. Do Councilors have equal influence with the
_ _ Manager?
X _ 5. Is Council kept informed of critical issues in a
-- -- timely manner?
X _ 6. Does the Manager's staff provide timely and
[ -- -- ! -- effective support to Council?
I ! 7. Does the Manager choose appropriate and timely
- [ _ X_ I -- - items when setting Council agendas?
] X _ 8. Are the Manager's oral and written
, -- -- -- communications comprehensive and
understandable?
- X _ 9. Is the Manager receptive to constructive
-- -- -- criticism?
10. Are Council information requests followed-up in
-- X --
-- -- -- a timely manner?
Comments including examples of past performance to support your appraisal
Dennis is aware of how disappointed I was on not being adequately accUrately informed on the
Sears site sale and ORI project.
Element C: Leadership and General Management Overall Rating __4__
~1 =Ver~y_ iDiss a tis fied .......... 5=V, Satisfied
Indicators
_ _ x_ _ 1. Does the Manager facilitate on-going leadership
i partnership between elected officials and the
~ Executive Management Team?
_ _ _ 2. Does the Manager inform and consult Council
about anticipated changes?
_ _ 3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
_ _ 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
.... ~ ........ enhancing City effectiveness?
_ ~. _ _ x_ 5. Does the Manager actively promote, support and
~ champion efforts to achieve a representative
~ workforce while maintaining a discrimination-
~ free environment?
Comments including examples of past performance to support your appraisal
Dennis has established good rapport with the management team and gets good results from each
department.
4
Element D: Community and Citizen Relations Overall Rating 3
2 3 4 5 Indicators
1. Is the Manager a coalition builder, who works
x
.... with the community to develop partnerships?
x 2. Are the City and City Council represented by the
~- ........ -___ - - Manager in a professional manner?
_ ] x_ _ _ _ 3. Does the Manager develop and maintain positiv'~
[ relationships with Eugene customers/citizens,
i community, and public interest groups?
- i - x_ _ _ 4. Is the Manager a visible presence in the
I community, developing personal credibility an(
! trust with citizens?
! [ 5. Are there ongoing, informed dialogues with the
-:i - _ x_~_ I community on critical issues?
x [ 6. Are citizens listened to and helped to understand
'---i- - ---~----~ .... - - [ City government and what is possible?
_ _ _ x_ _ 7. Does the Manager's guidance and leadership
enhance the organization's openness and
I availability to the public?
Comments including examples of past performance to support your appraisal
It almost on occasions seems as if Dennis flips a switch from advocating effectively and
objectively for a position to personally attacking the person or organization when they don't
seem to agree with his or staffs' position. While this is rare, it needs to cease.
5
Element E: Department Operations Overall Rating __4__
l=Very Dissatisfied .......... 5=Very Satisfied
ifil! :___2 3 -4 _ __x5 Indicators
..... 1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
_ _ 2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
_ _ 4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
_ _ _ 5. Has the Manager appropriately guided the
Planning and Development Department to be
effective and meet community needs?
_ ~ _ x _ 6. Has the Manager appropriately guided the Police
] Department to be effective and meet community
~, needs?
...._ I - - _- ~-_ C 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
6
Element F: Financial Management OverallRating 4
l=Ver, Dissatisfied .......... 5=Ver~' Satisfied
1 2 3 4 5 Indicators
_ _ _ x_ _ 1. Does the Manager develop financial plans that
! allow City Council to anticipate and respond to
i changes in the City's finances?
_ _ _ x_ _ 2. Do the budgets developed by the Manager reflect
__~ Council priorities? __
- I - _ x_ _ 3. Does the Manager ensure that the City budget is
i ! t based on a sustainable service and funding
i strategy so that ongoing expenses are supported
............. by ongoing revenue?
- - - I - x_ i 4. Does the Manager control expenditures in
.................... [ ..... __~ accordance with approved budgets?
_ _ I x_2/ 5. Does the Manager ensure that City financial
j matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and x
Service Delivery
B Mayor and Council x
Support
C Leadership and x
General
Management
D Community and x
Citizen Relations
E Department x
Operations
F Financial x
Management
Overall Rating: 3+
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
Dennis hires good, competent people and appears to delegate well. He
understands the different roles that Council has; his office has and the
organization has and works hard to have each part of city government perform its
role effectively while not intruding on another's role.
· In what areas do you believe the Manager should improve his performance or skills?
Dennis, at times, becomes too defensive or loyal to staffs' recommendation or
position on an issue when the Council, community or neighborhood wants to
move in a different sometimes opposite direction. Examples include the River
Avenue improvement project, trade of the ½ block south of City Hall to the Shed.
Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
Yes, the Council has been difficult and time consuming in setting goals and
objectives, when we do get on them and get and implementation plan proposed
ASAP.
While the cities public relations at the highest level are good, it could improve.
Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
On at least two occasions of which I am familiar, Dennis has impugned the
character of some well respected Eugene citizens in promoting or defending the
City (staffs') position. This manner of expression does not serve the City
Manager or the City well.
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual. X. Probationary .o: Supplemental [] ,
Position Title Employmem Date: April 14, 2003
...City ,, ma er
Reviewer Name Review Period
George A. Poling
From: 5~26-04 To: 7-11-05
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 leg 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 e~h 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 pe~form~_nce indicators and your rating of
the overall category,
1 - Very Dissatisfied
Work at this level suggests serious performance problerns. The employee must make
substantial improvemem or be subject to appropriate disciplinary action, which may
include termination.
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.
Element A: Council Goals and Service Delivery Overall Rating ~, 4.7 . .
~ Satisfied
I 2 3 4 5 Indicators
_ _ _ X_ _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainmem of
performance mea~mres in the Service Profiles?
_ _ _ X_ _ 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
.... X_ 3. Do senior staffeffectively respond to Council
Goals, Action Priorities and Council directives?
.... X_ 4. Does the Manager make tough decisions with
sensitivity to political realities?
5. Is the organi~tion moving the COmmunity
toward the following goals?
X A. Safe Community
' X B. Sustainable Community Growth and Change
X C. Healthy Natural and Built Environment
_ . . -. _ X_ _ D. .. Accessible and Thriving Culture and Recreation
-.... -~ _ X E. Effective, AcCOuntable Municipal Government
X F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
During this past year, especially following the Council's priority goal setting session and the
Budset Committee process, Dennis has applied his management skills and ability to follow the
Council's direction to implemem aggressive action plans and budgetary changes to move the
City in a direction consistem with the Council Goals and Service Delivery.
2
Element B: Mayor and Council Support Overall Rating_4.2
Satisfied
! 2 3 4 5 Indicators
_ _ _ X_ _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
X 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
.... X_ 3. Does the Manager build positive working
relationships with individual Councilors?
.... X 4. Do Councilors have equal influence with the
Manager?
_ _ X_ _ _ 5. Is Council kept informed of critical issues in a
timely manner?
_ _ X_ _ _ 6. Does the Manager's staff provide timely and
effective support to Council?
.... X_ 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
.... X_ 8. Are the Manager's oral and written
communications comprehensive and
understandable?
.... X_ 9. Is the Manager receptive to constructive
criticism?
_ _ X_ _ _ 10. Are Council information requests followed-up in
..... a timely,manner,? ..................
Commems including examples of past performance to support your appraisal
Dennis continues to present various options and recommendations for the Council to consider.
His one-on-one meetings with the individual councilors are a benefit as he often shares similar
issues that are raised by other councilors. There have been times when foilow-up requests are
still being delayed and could be brought back to councilors in a more timely manner.
Occassionaly, there have been important issues/items that have been announced in the media that
should have been mn by the Council beforehand.
3
Element C: Leadership and General Management Overan Rnting .......4.4 .....
1 2 3 4 5 indicators
_ - X_ _ _ 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
_ _ _ X_ _ 2. Does the Mmnager inform and consult Council
about anticipated changes?
.... X_ 3. Does the Manager take a long-term view and
initiate and m~_nage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
.... X_ 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
c ty effective e, ?,,
_ _ _ X_ _ 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforc¢ while maintaining a discrirnination-
free environment?
Comments including examples of past performance to support your appraisal
Dennis continues to keep a pretty tight reign on the communications between the Council and
the executive managemem team that does not neee$~ily pertain to policy issues bm more along
the lines of clarifying questions/comments. Certain communications can be made without
interfering with a structured "chain of command".
Element D: Community and Citizen Relations Overall Rating , ,,4.5......
~ S~tlsfied
I 2 3 4 5 Indicators
x ~. I'S the Manager a coalition builder, who'works
~ - . 7. ~. - with the community to develop parmerships?
x 2. are the citY and city'Councn represented'by the'
..... Manager in a professional manner?
X 3. Does the Manager develop and maintain POsitive
relationships with Eugene customers/citizens,
community, and public interest groups?
.... X 4. Is the Manager a visible presence in the
community, developing personal cred~ility and
trust with citizens?
_ _ _ X_ _ 5. are there ongoing, informed dialogues with the
community on critical issues?
_ _ _ X_ _ 6. are citizens listened to and helped to understand
City government and what is possible?
.... X_ 7. Does the Manager's guidance and leadership
enhance the organi~.a, tion's openness and
availability to the public?
Comments including examples of past performance to supPOrt your appraisal
Dennis has dedicated an abundance of time developing different ways to build public confidence
in City govemmem. A good example is his recem actions to improve the overall operations of
the Eugene Police Departmem. I have been contacted by members of this community who have
indicated that sometimes Dennis' tendaneies to "control" staff when they are dealing with the
public causes difficulties when working through Issues.
6
Element E: Department Operations Overan Rating .... 4,0 .
1 2 3 4 5
Indicators
_ _ _ X_ _ 1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Marker's Office)
_ _ _ X_ _ 2. Has the Manager appropriately guided the Fire
Departmem to be effective and meet community
needs?
_ _ _ X_ _ 3. Has the Manager appropriately guided the
Hmnan Resource and Risk Services Departmem
to be effective and meet community needs?
_ _ _ X_ _ 4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Departmem to be effective and meet community
needs?
_ _ _ X_ _ 5. Has the Manager appropriately guided the
Planning and Developmem Departmem to be
effective and meet community needs?
_ _ _ X_ _ 6. Has the Manager appropriately guided the Police
Departmem to be effective and meet community
needs?
_ _ _ X_ _ 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
Dennis has demonstrated the ability to guide each department effectively, making changes when
necessary to meet the needs of the community and address Council's directions, some of which
changew dramactically with no to little notice.
7
Element F: Financial Management Overan Rating ,. 5.0 .......
I 2 3 4 $ lndicntors
.... X_ 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
.... X_ 2. Do the budgets developed by the Manager reflect
Council priorities?
.... X_ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
.... X_ 4. Does the Manager control expenditures in
accordance with approved budgets?
_ _ _ X_ 5. Does the Manager ensure that City financial
matters are clear and available to the public?
Comments including examples of past perfommnce to support your appraisal
Denn!s has used his f'mancial managemem skills to prepare and present, for consideration, a
"gtatus quo" budget based on a precarious financial state of the city, but was able to respond and
address changes to that budget by the Budget Committee and produced a final documem that
received overwhelming support from the Council
8
lnstraetions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The comext for each
mter's overall mtlng of the City Manager will be discussed during the evaluation work session.
Dissatisfied--~ .............. 5=V, Satisfied
Performnnce 1 2 3 4 $
Standnrd
A! Council Goals and 4.7
Service Delivery
B Mayor and Cotmcil 4.2
Support
C Leadership and 4.4
General
Management
D Community and 4.5
Citi~n Relations
E Departmem 4.0
Operations
F Financial 5.0
Managemem
Overall Rating: 4.46
9
Goals, Objectives and General Comments
What a~e the Manager's most important strengths in performing his job?
- Strong leadership skills
- Accepting responsibility for each departmem
- Ability to respond and react to changes in Council direction.
In what areas do you believe the Manager should improve his performance or skills?
Allow increased two-way communication between staff and the Council
Keep the Council informed about key issues before we learn/hear it from the media.
Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
- Complete preparations of all action plans addressing the Council's 8 priority goals
And begin implementing as many of those as possible.
Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
- I am continued to be pleased with Dennis' overall performance. I am confidem that he
wilt take the information from this process and use it to cominue striving for
excellence as our City Manager.
10
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary r~ Supplemental D
POsition Title ' Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
C~~ ~ ~'~[, O~ From: 5-26-04 To: 7-11-05
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 pe~ormance 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
comer 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.
Element A: Council Goals and Service Delivery Overall Rating
Satisfied
1 2 3 4 5 Indicators
_ _ _ _~ _ 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment'of
performance measures in the Service Profiles?
_ _ _ _,2/ _ 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
_ _ _ ~z/ _ 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
_ _ _ _~ _ 4. Does the Manager make tough decisions with
sensitivity to political realities?
~/ 5. Is the organization moving the community
toward the following goals?
_ ~_ _ ~/~ _ A. Safe Community
_ _ _ J _ B. Sustainable Community Growth and Change
_ _ _ ~ _ C. Healthy Natural and Built Environment
_ _ _ _,z'/ _ D. Accessible and Thriving Culture and Recreation
_ _ _ _v/ _ E. Effective, Accountable Municipal Government
_ ~ _ _~/ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
2
Element B: Mayor and Council Support Overall Rating
I=V, 'Satisfied
1 '2 3 4 5 Indicators
_ _ _ $// _ 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
_ _ _ ~/ _ 2. Does the Manager seek advice and direction on
key issues from Mayor and Council?
_ ~_ _ vz/I _ 3. Does the Manager build positive working
relationships with individual Councilors?
_ _ _ v// _ 4. Do Councilors have equal influence with the
Manager?
_ _ _ v// _ 5. Is Council kept informed of critical issues in a
timely manner?
_ :- _ V// _ 6. Does the Manager's staff provide timely and
effective support to Council?
_ _ _ ~/~ _ 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
~ _ 8. Are the Manager's oral and written
communications comprehensive and
understandable?
_ ~_ _ V/ _ 9. Is the Manager receptive to constructive
criticism?
_ _ _ L/ _ 10. Are Council information requests followed-up in
a timely manner?
Comments including examples of past performance to support your appraisal
Element C: Leadership and General Management~ Overall Rating
Satisfied
I 2 3 4 5 Indicators
_ '_ _ ~/ _ 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
- - - x/ _ 2. Does the Manager inform and consult Council
about anticipated changes?
_ _ _ x7// _ 3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
_ _ _ ~// _ 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
enhancing City effectiveness?
_ _ _ ~// _ 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal
Element D: Community and Citizen Relations Overall Rating t~
l=V~ Satisfied
1 2 3 4 5 Indicators
_ ~// 1. Is the Manager a coalition builder, who works
- - - with the community to develop parmerships?
- v~ 2. Are the City and City Council represented by the
- - - Manager in a professional manner?
_ _ _ V// _ 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community, and public interest groups?
_ _ _ ~// _ 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ _ XZ/ _ 5. Are there ongoing, informed dialogues with the
community on critical issues?
_ _ _ ~// _ 6. Are citizens listened to and helped to understand
City government and what is possible?
_ _ _ ~/~// _ 7. Does the Manager's guidance and leadership
enhance the organization's openness and
availability to the public?
Comments including examples of past performance to support your appraisal
5
Element E: Department Operations Overall Rating
~ Satisfied
1 2 3 4 5
Indicators
J _ 1. Has the Manager appropriately guided the
V
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
,_// _ 2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
.~// _ 3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
._// _ 4. Has the Manager appropriately guided the
.V Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
xd""' _ 5. Has the Manager appropriately guided the
Planning and Development Departmentto be
effective and meet community needs?'
~_// _ 6. Has the Manager appropriately guided the Police
V
Department to be effective and meet community
needs?
xJ _ 7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
6
Element F: Financial Management Overall Rating
Satisfied
1 2 3 4 5 Indicators
_ ~_ _ ~ _ 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
/
_ _ _ ¢/ _ 2. Do the budgets developed by the Manager reflect
Council priorities?
_ _ _ V// _ 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenUe?
_ _ _ ~z// _ 4. Does the Manager control expenditures in
accordance with approved budgets?
_ _ _ x,z// _ 5. Does the Manager ensure that City financial
matters are clear and available to the public?
Comments including examples of past performance to support your appraisal
Instructions: Use this grid to record your overall ratings frOm each of the performance
categories~on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and
Service Delivery
B Mayor and Council
Support
C Leadership and
General
Management
D Community and
Citizen Relations
E Department
Opera~ tions
F Financial
Management
Overall Rating:
8
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
· In what areas do you believe the Manager should improve his performance or skills?
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
¢ ¢
9
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
i From: 5-26-04 To: 7-11-05
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
comer 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.
Element A: Council Goals and Service Delivery Overall Rating L~. ~'
Satisfied
1 2 3 4 5 Indicators
1. Has the Manager achieved service delivery
objectives as evidenced by the attainment'of
performance measures in the Service Profiles?
2. Are Council decisions implemented in a way that
reflects Council intent and direction?
X 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
4. Does the Manager make tough decisions with
sensitivity to political realities?
, 5. Is the organization moving the community
toward the following goals?
_ ~_ _ _ ~ A. 8afc Community
.... ~ B. Sustainable Community Growth and Change
.... ~/ C. Healthy Natural and Built Environment
.... ~ D. Accessible and Thriving Culture and Recreation
_ _ _ ~( _ E. Effective, Accountable Municipal Government
~ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
Element B: Mayor and Council Support Overall Rating /'f' ~'
Satisfied
1 '2 3 4 5 Indicators
.... y 1. Does the Manager develop an adequate range of
clear options and recommendations for Council
consideration?
.... 2. Does the Manager seek advice and direction on
key issues t~om Mayor and Council?
_ :_ _ _ ~( 3. Does the Manager build positive working
/x
relationships with individual Councilors?
~_ 4. Do Councilors have equal inflUence with the
Manager?
h/' _ 5. Is Council kept informed of critical issues in a
timely manner?
~ ~r 6. Does the Manager's staff provide timely and
effective support to Council?
_ _ _ ~t _ 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
fi( 8. Are the Manager's oral and written
communications comprehensive and
understandable?
~_ _ _ he 9. Is the Manager receptive to constructive
criticism?
10. Are Council information requests followed-up in
a timely manner?
Comments including examples of past performance to support your appraisal
Element C: Leadership and General Management Overall Rating
Satisfied
1 2 3 4 5 Indicators
X 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
Executive Management Team?
.... ~( 2. Does the Manager inform and consult Council
about anticipated changes?
.... X 3. Does the Manager take a long-term view and
initiate and manage organizational change for
the future; build the vision with others; spot
opportunities to move the organization towards
the vision?
.... 4. Does the Manager evaluate City organization,
operations and programs and explore new
methods for conducting City business and
enhancing City effectiveness?
~(~ 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal
4
Element D: Community and Citizen Relations Overall Rating Z~.
Dissatisfied .......... 5=V, r Satisfied
1 2 3 4 5 Indicators
_ _ _ ~ 1. Is the Manager a coalition builder, who works
- with the community to develop partnerships?
.... )~ 2. Are the City and City Council represented by the
Manager in a professional manner?
3. Does the Manager develop and maintain positive
..... ,~ relationships with Eugene customers/citizens,
community, and public interest groups?
..... 4~) Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
..... 5. Are there ongoing, informed dialogues with the
community on critical issues?
_ _ _ ¥ _ 6. Are citizens listened to and helped to understand
City government and what is possible?
- - - X _ 7. Does the Manager's guidance and leadership
enhance the organization's openness and
availability to the public?
Comments including examples of past performance to support your appraisal
i~ 'tv -~ 3 ~. ~q~ I clo~ F-_~ow h~ ~~c
I clow'-I- V-_hovu.
Element E: Department Operations Overall Rating
1 ~2 3 4 5
Indicators
.... N 1. Has the Manager appropriately guided the
Central Services Department to be effective and
meet community needs? (Finance, Municipal
Court, Facilities, Information Services, and City
Manager's Office)
_ ~_ _ _ xj 2. Has the Manager appropriately guided the Fire
Department to be effective and meet community
needs?
.... 3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective and meet community needs?
.... 4. Has the Manager appropriately guided the
, Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
( 5. Has the Manager appropriately guided the
Planning and Development Department to be
effective and meet community needs?
.... 6. Has the Manager appropriately guided the Police
Department to be effective and meet community
needs?
7. Has the Manager appropriately guided the Public
Works Department to be effective and meet
community needs?
Comments including examples of past performance to support your appraisal
I bCti v -to
:, I cc te sk
Element F: Financial Management Overall Rating ~-~'
Satisfied
I 2 3 4 5 Indicators
_ ~_ _ _ ~/' 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
.... ~ 2. Do the budgets developed by the Manager reflect
Council priorities?
.... X 3. Does the Manager ensure that the City budget is
~ based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
.... X 4. Does the Manager control expenditures in
accordance with approved budgets?
.... ~( 5. Does the Manager ensure that City financial
matters are clear and available to the public?
Comment~ including examples of past performance to support your appraisal
Instructions: Use this grid to record your overall ratings frOm each of the performance
categories'on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
l=Very Dissatisfied ..................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and
Service Delivery L~. ~'
B Mayor and Council
Support
C Leadership and
General ~
Management
D Community and I~
Citizen Relations
E Department
Operations ~
F Financial
Management ~
Overall Rating: L~.~
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
V~ i or~
Icode~hip
~ff¢c~vc ® ~lefO~ cOar~-b,/ f-rom Council
· In what areas do you believe the Manager should improve his performance or skills?
Cir-cl;~ Ioc~.. ~'vc ~oq+ a (cur rcq~cs~
+Wa:l- J ~ ~-v r ~ (.Bt+ lr-v r w r.~r ct e ~t gv % e
d~4-mo-,4- ~ ~ nero~ h tc~ b ~z~._
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
tS) l'r,q ~'r--oikCc1 r, Oaou4 or;-new por4vo. /'cl'
Do you have ~y additional co~ents about the M~ager's perfo~ce over the past
ye~ or expectations for the coming ye~?
9
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: July 11, 2005
Dennis Taylor
Annual X Probationary [] Supplemental []
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
Betty L. Taylor
From: 5-26-04 To: 7-11-05
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.
Element A: Council Goals and Service Delivery Overall Rating 3
Satisfied
1 2 3 4 5 Indicators
..... 1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
_ _ _ X _ 2. Are Council decisions implemented in a way that
reflects Council intent and direction?
~ X 3. Do senior staff effectively respond to Council
Goals, Action Priorities and Council directives?
..... 4. Does the Manager make tough decisions with
~ sensitivity to political realities?
5. Is the organization moving the community
i ..... toward the following goals?
-_ _ X -. _ A. Safe Community
[ X B. Sustainable Community Growth and Change
_ _~_ _ X _ _ C. __ Healthy Natural and Built Environment
_ _ X _ _ D. Accessible and Thriving Culture and Recreation
_ _ _ X _ E. Effective, Accountable Municipal Government
_ _ X _ _ F. Fair, Stable and Adequate Financial Resources
Comments including examples of past performance to support your appraisal
D. South Eugene has almost no recreation programs - Amazon Pool is too often closed to the
public for special events.
Fees are too high for people just above the poverty level.
Library fines and the current lack of any forgiveness prevent more taxpayers from using the
library they pay for.
E. We have done nothing about finding new sources of revenue.
The Manager. is extremely resistant to the idea of a performance auditor.
2
Element B: Mayor and Council Support Overall Rating
~l=Very ~ Satisfied
2 3 4 5 Indicators
X 1. Does the Manager develop an adequate range of
'clear options and recommendations for Council
| ! consideration?
_ ~ _ _ X _ 2. Does the Manager seek advice and direction on
I key issues from Mayor and Council?
- I - _ _ X 3. Does the Manager build positive working
~ relationships with individual Councilors?
X 4. Do Councilors have equal influence with the
Manager?
X 5. Is Council kept informed of critical issues in a
timely manner?
.... X 6. Does the Manager's staff provide timely and
I effective support to Council?
X 7. Does the Manager choose appropriate and timely
items when setting Council agendas?
I _ i _ _ _ X 8. Are the Manager's oral and written
communications comprehensive and
understandable?
' ___ ~_ _ [ X ._-19. Is the Manager receptive to constructiVecriticism?
, X _ _ 10. Are Council information requests followed-up in
__ a timely manner?
Comments including examples of past performance to support your appraisal
In general - I think we should have some secretarial help, when it is needed.
Element C: Leadership and General Management Overall Rating 3+
I=V~ 'Satisfied
2 3 4 5 Indicators
X 1. Does the Manager facilitate on-going leadership
partnership between elected officials and the
i Executive Management Team?
_ _ X _ _ 2. Does the Manager inform and consult Council
about anticipated changes?
- I - X _ _ 3. Does the Manager take a long-term view and
[ initiate and manage organizational change for
I the future; build the vision with others; spot
opportunities to move the organization towards
~ I the vision?
I
I X 4. Does the Manager evaluate City organization,
: operations and programs and explore new
~ methods for conducting City business and
I enhancing City effectiveness?
.... X 5. Does the Manager actively promote, support and
champion efforts to achieve a representative
workforce while maintaining a discrimination-
free environment?
Comments including examples of past performance to support your appraisal
2. There was no consultation about any fee increases. No consultation about whether to extend
the legal contract - how long or with whom. No consultation about having Satre to facilitate a
meeting with Crest neighbors. No consultation about returning a state grant for the purchase of
the Nectar/Dillard property.
4
Element D: Community and Citizen Relations Overall Rating 4+
Satisfied
__~1 _1~_.__~__1~_.__~__1 3 4 t 5 Indicators
il X 1. Is the Manager a coalition builder, who works
- - with the community to develop partnerships?
_ _ X 2. Are the City and City Council represented by the
Manager in a professional manner?
X 3. Does the Manager develop and maintain positive
relationships with Eugene customers/citizens,
community, and public interest groups?
.... X 4. Is the Manager a visible presence in the
community, developing personal credibility and
trust with citizens?
_ _ _ X _ 5. Are there ongoing, informed dialogues with the
_~ community on critical issues?
! X 6. Are citizens listened to and helped to understand
_____~_ City government and what is possible?
[ X _ 7. Does the Manager's guidance and leadership
- I - - enhance the organization's openness and
.... ~ ........ ............ availability to the public?
Comments including examples of past performance to support your appraisal
5
Element E: Department Operations Overall Rating
l=Very Dissatisfied .......... 5=Ver, Satisfied
2 3 4
Indicators
[ X 1. Has the Manager appropriately guided the
I Central Services Department to be effective and
~ meet community needs? (Finance, Municipal
i Court, Facilities, Information Services, and City
Manager's Office)
- I - _ X 2. Has the Manager appropriately guided the Fire
- Department to be effective and meet community
I needs?
.... X 3. Has the Manager appropriately guided the
Human Resource and Risk Services Department
to be effective 'and meet community needs?
_ _ _ X _ 4. Has the Manager appropriately guided the
Library, Recreation, and Cultural Services
Department to be effective and meet community
needs?
- I - X _ _ 5. Has the Manager appropriately guided the
! Planning and Development Department to be
L._ effective and meet community needs?
_ _ X _ _ 6. Has the Manager appropriately guided the Police
I Department to be effective and meet community
_____[ .... needs?
~ X 7. Has the Manager appropriately guided the Public
- Il - - - Works Department to be effective and meet
____~_~ __ ~ community needs?
Comments including examples of past performance to support your appraisal
6. The police do not seem to respond to citizen complaints - there is a perception that
information which would help to solve a crime is ignored. People tell me that they fear the
police. Is the fear justified? I don't know. A big problem is the non-emergency telephone line
where numerous people have been met with rude responses.
6
Element F: Financial Management Overall Rating
Satisfied
1 ! 2 3 ~ 4 ! 5 I Indicators
_ [ _ _ _ X 1. Does the Manager develop financial plans that
allow City Council to anticipate and respond to
changes in the City's finances?
_ _ _ X _ 2. Do the budgets developed by the Manager reflect
Council priorities?
X 3. Does the Manager ensure that the City budget is
based on a sustainable service and funding
strategy so that ongoing expenses are supported
by ongoing revenue?
.... X 4. Does the Manager control expenditures in
accordance with approved budgets?
I _ X 5. Does the Manager ensure that City financial
i_-_ ........... ~ -~ __m_attersareclearan~availabletoth~p~u~b_l_ic_.9~___~
Comments including examples of past performance to support your appraisal
I would hope that councilors would be consulted about their priorities before the budget is
printed and notified of any/all proposed additions and deletions.
7
Instructions: Use this grid to record your overall ratings from each of the performance
categories on the previous pages by placing an X in the appropriate column. Summarize your
overall performance rating for the City Manager by placing a 1, 2, 3, 4 or 5 on the line provided
at the bottom of the grid. Once again, note that the overall rating for the entire evaluation is
subjective for each rater as one rater may decide that different performance categories carry more
or less weight toward the overall performance rating than another rater. The context for each
rater's overall rating of the City Manager will be discussed during the evaluation work session.
~--. l=Very Dissatisfied ...................................... 5=Very Satisfied
Performance 1 2 3 4 5
Standard
A Council Goals and 3
Service Delivery
B Mayor and Council 4
Support
C Leadership and 3.5
General
Management
D Community and 4.5
Citizen Relations
E Department 4
Operations
F Financial 5
Management
Overall Rating: 4
Goals, Objectives and General Comments
· What are the Manager's most important strengths in performing his job?
Public relations
Patience
Resilience
· In what areas do you believe the Manager should improve his performance or skills?
He should not be so quick to make excuses or justify his actions or his
subordinate's actions. He should use restraint in hiring consultants and
facilitators.
· Are there any specific goals and objectives you would like to set for the Manager for the
coming year?
More openness - more information. Example: The legal contract was recently
extended for five years. I learned this only after asking a question prompted by a
constituent's inquiry. We have been told nothing about recruitment for a new
Planning Director.
Policy - the Manager should refrain from trying to influence policy. Such
attempts have been obvious in budget committee and in council meetings when
the trend is contrary to the Manager's expectations. This was especially evident
in recent discussions of the enterprise zone.
I think that the Manager should run the organization in accordance with Council
policy - not making policy. He should keep the Council informed about
department workings, about changes and proposed changes. It would be desirable
to ask for opinions before making final decisions. For example - "I am thinking
about raising the fees for neighborhood associations receiving copies of
documents. What do you think?" This would be a question to be discussed in
open council meeting.
· Do you have any additional comments about the Manager's performance over the past
year or expectations for the coming year?
9
Date: June 17, 2005
To: Mayor Kitty Piercy and Eugene City Council
From: AFSCME Local 1 724 Executive Board
Dal Ollek, Roberta Pupilli, Steve DeMeritt, Don Lefkowith, Cindy Clarke,
Deanna Kreger, Raudel Perezchica, Janis McDonald.
Re: City Manager's Annual Evaluation
Thank you for the opportunity to comment on Dennis Taylor's performance over the
past year. These comments represent the collective feedback from the AFSCME Local
1 724 Executive Board, representing 670 City employees.
As the City Manager, we believe Taylor should contribute to strengthening the working
relationship between the City and it's largest employee union, AFSCME. From our
perspective, Dennis Taylor has met few of our expectations over the past year. Overall
we would give Taylor a ~D" grade in labor relations. In terms of trust and confidence in
his leadership and vision, we give Taylor 4 points out of a total score of 10 points.
Dennis has been willing to meet with us, the two times we have asked to meet with him.
He has listened and has been polite and respectful. In addition he has not easily rattled
and has shown some strength of character at times when our members have let their
emotions get away from them at various meetings.
It concerns us that Taylor chooses to focus the public on the cost of City employee PERS
and health care benefits as the problem in public funding. First, our members have
little control over these costs. Second, we are not responsible for the City choosing to
budget more than is required to offset potential, future PERS payments. Third, he has
simplified the PERS issue as an employee benefits issue while in fact PERS is a statutory
retirement system that includes union and non-union public employees throughout the
State. Our members are also frustrated by the high cost of quality health care, but,
again, our members have little control over these escalating costs. We would
recommend that, rather than publicly suggesting that City employees are responsible
for the escalating costs for health care benefits and retirement, that we work
collaboratively to effect positive change. These issues affect all communities across the
state and national. We have a shared interest in managing these costs. We welcome the
opportunity to work together to manage these costs.
1
The City's choice to delay and extend contract negotiations into October last year has
had a very negative impact on employee moral. Financial information requested by the
union was delayed and withheld for about 4 weeks. During mediation in October we
meet for several long (18 hour) sessions only to learn that Taylor was "unwilling to
move". The union team was 'spinning its wheels" trying to reach an agreement. In the
end we argued over a COLA increase of 1.95% versus 2.00%. We came to believe that it
wasn't about the money at that point. While we are unsure exactly what it was about,
we wonder if Taylor considered the full impact this style of bargaining has on employee
morale. Our contract symbolizes our relationship and value to the organization. The
entire membership read it loud and clear--AFSCME employees are not worth a measly
0.05%. Is this really the message to be sending his employees? Is this how he leads,
motivates, inspires and engages his work force? Do these tactics demonstrate that he
considers employees to be a highly valued resource? We think not. We believe this
approach undermines trust, confidence and morale. Taylor is fortunate to have a
talented Labor Relations manager who has been able to regain some level of confidence
and trust between us, but his message has come through loud and clear and continues
to have a negative impact.
Taylor chooses to be absent from discussions with the Union involving process change,
service delivery and efficiency. We would like to see him take a leadership a role in
these important discussions. His involvement would improve the understanding,
confidence and trust the union has in his vision for our organization. While we do not
expect him to participate at the committee level, we would like to see him demonstrate
his support for labor/management collaborative efforts because it improves mutual
trust, confidence in his leadership, and would likely foster creativity, enthusiasm for
change and efficiency in service delivery.
What concerns us is Taylor's approach to labor/management relations over the past
year. We would like to see him in the next year forge a stronger, more collaborative
relationship with city employees. The City Manager and all city employees share ~a
common interest in efficiently delivering high quality services to the citizens of Eugene.
The City Manager, by forging a strong working relationship with city employees can
realize this goal. We believe that the City is at its best when employees trust and
support the City's leadership and vision. We are optimistic that we will see significant
improvement in the future.