HomeMy WebLinkAboutItem A: City Manager Evaluation Process
ECC
UGENE ITY OUNCIL
AIS
GENDA TEM UMMARY
Work Session: City Manager Evaluation Process
Meeting Date: May 16, 2007 Agenda Item Number: A
Department: Human Resource and Risk Services Staff Contact: Lauren Chouinard
www.eugene-or.gov Contact Telephone Number: 682-5663
ISSUE STATEMENT
The purpose of this work session is to review recommendations made by Mayor Piercy and City
Council Officers Ortiz and Pryor regarding changes to the City Manager’s evaluation process.
BACKGROUND
Each year the Mayor and City Council evaluate the City Manager’s performance. The process
and criteria used were reviewed in April by Mayor Piercy and City Council Officers Ortiz and
Pryor. They forwarded a set of recommended changes to the council and those changes will be
discussed in this work session on May 16, 2007. The changes are outlined in a cover memo
(Attachment A) and the revised evaluation form (Attachment B). Attachment C is the
evaluation form used in the 2006 evaluation process.
RELATED CITY POLICIES
The City Manager’s performance evaluation relates to the “Effective, Accountable Municipal
Government” focus of the council’s vision.
COUNCIL OPTIONS
1.Approve the process as outlined in the attachments.
2.Approve a different process as amended.
CITY MANAGER’S RECOMMENDATION
None.
SUGGESTED MOTIONS
Move to approve the proposed City Manager evaluation process as recommended by the City
Council Officers.
ATTACHMENTS
A.Memo from Mayor Piercy and City Council Officers Ortiz and Pryor
B.Revised City Manager evaluation form
C.City Manager evaluation form used in 2006 evaluation
L:\CMO\2007 Council Agendas\M070516\S070516A.doc
FOR MORE INFORMATION
Staff Contact: Lauren Chouinard, Human Resource and Risk Services Director
Telephone: 682-5663
Staff E-Mail: lauren.d.chouinard@ci.eugene.or.us
L:\CMO\2007 Council Agendas\M070516\S070516A.doc
ATTACHMENT A
Central Services
Human Resource
And Risk Services
City of Eugene
777 Pearl Street, Room 101
M
Eugene, Oregon 97401
EMORANDUM
(541) 682-5061
(541) 682-6831 FAX
www.eugene-or.gov
Date:
May 7, 2007
To:
Mayor Piercy and City Council
From:
Council Officers Ortiz and Pryor
Subject:
City Manager Evaluation and Compensation Process
We recently met with Mayor Piercy to discuss both the City Manager’s evaluation process and also the
process for determining the City Manager’s compensation. We are making the following
th
recommendations for your deliberations at a worksession on Wednesday, May 16.
Evaluation Process
We believe that future evaluations should be an assessment of expectations and goals from the previous
year as articulated by the City Manager and agreed upon by the Mayor and Council. This current
evaluation will serve as a transition year in the evaluation process. For consistency sake this year we will
use a revised version of last year’s evaluation form. We recommend moving away from a five point
scale. The revision will include a scale that indicates the performance does not meet expectations, meets
expectations or exceeds expectations. The elements (broad areas of performance) will remain the same
but the behavioral indicators will be summarized and we will not be scoring each indicator, only the main
elements. The evaluator will simply decide which of the three ratings to give an element and then provide
some examples to support the rating. Each evaluator will also give an overall performance rating using
the same scale. The revised form is attached.
The City Manager will do a self-assessment as he has done in the past. The self-evaluation will provide a
summary of accomplishments over the past year including work on Council Goals. It will also provide a
report of progress on issues and concerns articulated by the Mayor and Councilors during the last
evaluation worksession in 2006.
As part of the evaluation worksession, the Mayor and Council will give the manager a date certain on
which to return to Council in a worksession with a set of expectations and goals for the coming year. At
that worksession, the Mayor and Council will work with the City Manager to revise and adopt the
expectations and goals as a body. This will set the stage for the next evaluation in 2008 when Council
will evaluate the manager on accomplishment and progress of the agreed upon goals from the previous
year. If a written form is used for next year’s evaluation it will focus on the previous year’s expectations
and goals.
The evaluation worksession this year will follow the format of last year’s evaluation. The session will be
90 minutes in length. The first 60 minutes will be in executive session and will be a dialogue between the
City Manager, the Mayor and Councilors on topics covering the City Manager’s performance over the
past year. The last 30 minutes will be in open session beginning with the City Manager’s summary of his
self-evaluation and concluding with the Mayor and each Councilor summarizing his/her feedback.
City Manager Compensation Process
In past years, decisions regarding compensation have been made a few days after the performance
evaluation process has concluded. We recommend that the two processes be separated this year and
begin with a discussion of the City Manager’s compensation prior to the evaluation process. Staff is
currently working on updating market data on City Manager compensation. We recommend scheduling a
th
worksession for this purpose on June 13 to review and discuss the market data and to make a decision on
the City Manager’s compensation package and process. The City Manager evaluation worksession will
be rescheduled for early July.
Summary of Recommendations
1. Use this year as a transition year to a more focused evaluation process in the future.
2. Use a revised version of last year’s form with the same elements but summarized behavioral
indicators.
3. Change from a 1 to 5 rating to: does not meet expectations, meets expectations, exceeds
expectations.
4. Rate only the broader elements, to include supporting documentation, and do an overall
performance rating.
5. The City Manager will provide a written self-evaluation.
6. Use the same evaluation worksession format as last year (described above).
7. Set a date certain worksession for the City Manager to return to Council with an articulated set of
expectations and goals for the coming year that would be agreed upon by all.
8. Conduct a market study and decide on compensation policy prior to the evaluation worksession.
2
ATTACHMENT B
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: Julyne 13, 2007
Dennis Taylor
Annual X Probationary Supplemental
??
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
From: 5-31-06 To: 7-11-07
INSTRUCTIONS
Using one of three descriptors, rate the City Manager’s performance for each of the performance
elements. Place an X next to the rating that best describes your assessment of his performance.
If you choose not to rate one of the elements please indicate your reasons in the comment area.
Use the blank space on each page to give examples that support your ratings of the element.
Does Not Meet Expectations
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.
Meets Expectations
Performance at this level is characterized by overall successful and satisfactory
performance of job duties.
Exceeds Expectations
Performance at this level is characterized by overall successful performance with special
contributions in a significant number of areas which add value beyond what would be
considered satisfactory performance. Examples include: innovative approaches to work;
efficiency gains, significant contributions to improvement of department practices,
processes, work team or community relationships.
1
Element A: Council Goals and Service Delivery
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Meeting service delivery objectives as evidenced by attainment of performance measures
in the Service Profiles*;
?
Implementation of Council decisions;
?
Responsiveness of senior staff to Council goals and directives;
?
Sensitivity to political realities in decision making;
?
Progress on Council goals.
*Information on service profile performance measures can be found in the FY08 Proposed
Budget: Section C – Service View
Comments including examples of past performance to support your rating:
2
Element B: Mayor and Council Support
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Development of a range of options and recommendations for Council consideration;
?
Seeking of advice and direction on key issues from Mayor and Council;
?
Building of positive working relationships with individual councilors;
?
Keeping the Mayor and Council informed in a timely manner;
?
Timely and effective support to the Mayor and Council by manager and staff;
?
Choosing appropriate and timely items for Council agendas;
?
Receptivity to constructive criticism.
Comments including examples of past performance to support your rating:
3
Element C: Leadership and General Management
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Facilitating an on-going leadership partnership between elected officials and the
Executive Management Team;
?
Informing and consulting Council about anticipated changes;
?
Taking a long term view and initiating and managing organizational change and building
the vision with others;
?
Evaluating the organization, operations and programs and exploring new methods for
conducting business to enhance organizational effectiveness;
?
Actively promoting, supporting and championing efforts to achieve a representative
workforce while maintaining a discrimination-free environment.
Comments including examples of past performance to support your rating:
4
Element D: Community and Citizen Relations
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Coalition building and working with the community to build partnerships;
?
Representing the City and City Council in a respectful manner;
?
Developing and maintaining positive working relationships with Eugene
customers/citizens, community, and public interest groups;
?
Being a visible presence in the community while developing personal credibility and trust
with citizens;
?
Having ongoing, informed dialogues with the community on critical issues;
?
Listening to and helping citizens to understand City government and what is possible;
?
Enhancing the organization’s openness and availability to the public through guidance
and leadership;
Comments including examples of past performance to support your rating:
5
Element E: Department Operations
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Appropriately guiding each of the departments to be effective and meet community
needs.
- Central Services
- Human Resource and Risk Services
- Fire and EMS
- Police
- Library, Recreation and Cultural Services
- Planning and Development
- Public Works
Comments including examples of past performance to support your rating:
6
Element F: Financial Management
Rating: Does Not Meet Expectations _______
Meets Expectations _______
Exceeds Expectations _______
This element includes:
?
Developing financial plans that allow City Council to anticipate and respond to changes
in the City’s finances;
?
Developing budgets that reflect Council priorities;
?
Ensuring that the budget is based on sustainable service and funding strategy so that
ongoing expenses are supported by ongoing revenue;
?
Controlling expenditures in accordance with approved budgets;
?
Ensuring that City financial matters are clear and available to the public.
Comments including examples of past performance to support your rating:
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 writing Does Not Meet Expectations, Meets
Expectations, or Exceeds Expectation 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.
Meets
Performance Does Not Meet Exceeds
Expectations
StandardExpectations Expectations
ACouncil Goals and
Service Delivery
Mayor and Council
B
Support
Leadership and
C
General
Management
Community and
D
Citizen Relations
Department
E
Operations
Financial
F
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
10
ATTACHMENT C
CITY MANAGER
PERFORMANCE APPRAISAL FORM
Employee Name Appraisal Date: May 31, 2006
Dennis Taylor
Annual X Probationary Supplemental
??
Position Title Employment Date: April 14, 2003
City Manager
Reviewer Name Review Period
From: 7-11-05 To: 5-31-06
INSTRUCTIONS
Using a five point scale, rate the City Manager’s performance for each of the indicators listed
below each performance category on the following pages. Place an X below the number that
best describes your assessment of performance on each indicator. A “1" indicates that you are
very dissatisfied with the Manager’s performance. A “5" indicates that you are very satisfied
with the Manager’s performance. Numbers 2, 3 and 4 should be used as a sliding scale to
indicate your degree of satisfaction or dissatisfaction along the rating continuum if it doesn’t fall
into either end of the scale. If you do not have enough information to evaluate one of the
indicators, either don’t rate it or write NA to the left of the number. Next, give an overall rating
for the performance category using the 5 point rating scale again, by placing the number that best
describes your overall level of satisfaction for the rating category on the line at the top right hand
corner of each page. Note that the overall rating for a category is subjective for each rater as one
rater may decide that different indicators carry more or less weight toward the overall rating of a
category than another rater. The context for each rater’s overall rating of a category will be
discussed during the evaluation work session. Use the blank space on each page to give
examples that support your ratings of the individual performance indicators and your rating of
the overall category.
1 - Very Dissatisfied
Work at this level suggests serious performance problems. The employee must make
substantial improvement or be subject to appropriate disciplinary action, which may
include termination.
5 - Very Satisfied
Performance at this level is characterized by overall successful performance in the
element with special contributions in a significant number of areas which add value
beyond what would be considered satisfactory performance. Examples include:
innovative approaches to work; efficiency gains, significant contributions to
improvement of department practices, processes, work team or community relationships.
1
______
Element A: Council Goals and Service Delivery
Overall Rating
1=Very Dissatisfied----------5=Very Satisfied
1234 5Indicators
_ _ _ _ _
1. Has the Manager achieved service delivery
objectives as evidenced by the attainment of
performance measures in the Service Profiles?
(*See note on source of information below)
_ _ _ _ _
2. Are Council decisions implemented in a way that
reflects Council intent and direction?
_ _ _ _ _
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
_ _ _ _ _ D. Accessible and Thriving Culture and Recreation
_ _ _ _ _ E. Effective, Accountable Municipal Government
_ _ _ _ _ F. Fair, Stable and Adequate Financial Resources
*Information on service profile performance measures can be found in the FY07 Proposed
Budget: Section C – Service View
Comments including examples of past performance to support your appraisal
2
______
Element B: Mayor and Council Support
Overall Rating
1=Very Dissatisfied----------5=Very Satisfied
12345Indicators
_ _ _ _ _
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?
_ _ _ _ _
3. Does the Manager build positive working
relationships with individual Councilors?
_ _ _ _ _
4. Do Councilors have equal influence with the
Manager?
_ _ _ _ _
5. Is Council kept informed of critical issues in a
timely manner?
_ _ _ _ _
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?
_ _ _ _ _
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
3
______
Element C: Leadership and General Management
Overall Rating
1=Very Dissatisfied----------5=Very Satisfied
12345Indicators
_ _ _ _ _
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-
free environment?
Comments including examples of past performance to support your appraisal
4
______
Element D: Community and Citizen Relations
Overall Rating
1=Very Dissatisfied----------5=Very Satisfied
12345Indicators
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?
_ _ _ _ _
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 ________
1=Very Dissatisfied----------5=Very Satisfied
12345
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?
_ _ _ _ _
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
6
______
Element F: Financial Management
Overall Rating
1=Very Dissatisfied----------5=Very Satisfied
12345Indicators
_ _ _ _ _
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?
_ _ _ _ _
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?
_ _ _ _ _
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?
Comments including examples of past performance to support your appraisal
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.
1=Very Dissatisfied--------------------------------------5=Very Satisfied
Performance 2
1345
Standard
ACouncil Goals and
Service Delivery
Mayor and Council
B
Support
Leadership and
C
General
Management
Community and
D
Citizen Relations
Department
E
Operations
Financial
F
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