Loading...
HomeMy WebLinkAbout2014-01-09 - Council Agenda Packet - Part 2r Z a - CITY OF CORCORAN 8200 County Road 116, Corcoran, MN 55340 763.420.2288 — Office 763.420.6056 — Fax E -mail - general aC)ci.corcoran.mn.us / Web Site - www.ci.corcoran.mmus MEMO Date: January 7, 2014 To: City Council From: Brad Martens, City Administrator Re: Additional items for January 9, 2014 City Council meeting This memo is in regards to the January 9, 2014 City Council meeting. The agenda and packet is being modified in the following ways: 1. Item l lc. was included in the packet without the Service Agreement. This item has been received and is attached to this memo. 2. Item l ld. has been added and is also attached to this memo. Attachments: 1. Price Quotation and Service Agreement for City of Corcoran 2. Item 11 d. I Rockford Testing Solutions 9000 Walnut Street • PO Box 250 Rockford, MN 55373 763 - 477 -5720 Phone 1- 866 -595 -5649 Fax Price Quotation and Service Agreement For City of Corcoran 1. Drug testing with Lab and MRO services per DOT standards $50.00. Testing is required for Pre- Employment, Random, and Post Accident. Breath Alcohol testing per DOT Standards $30.00. DOT Physicals are available for $75.00. Consortium services are $150.00 per year. 2. Rockford Testing Solutions will provide Certified Professional Collectors (CPC) and /Certified Screening Test Technicians (SCTT) to conduct all testing. 3. Rockford Testing Solutions will provide all equipment and paperwork to complete the testing process. All test results shall be retained and secured by Rockford Testing Solutions for 5 years. 4. A Designated Employee Representative (DER) will be provided by the City of Corcoran. 5. The City of Corcoran shall be responsible for a Drug Free Workplace Policy. 6. Consortium will be maintained and monitored by Rockford Testing Solutions. 7. City of Corcoran will be asked to supply any updates to their list of employees. 8. Rockford Testing Solutions is in partnership with Total Compliance Solutions a Third -Party Administrator. Additional services are available if needed with TCS. 9. Either party may cancel this agreement upon a thirty day (30) written notice to the other party. Accepted by: Please return completed agreement by fax or email to: Rockford Testing Solutions Email: rtsloiskggmail.com PH# 763 - 477 -5720 Fax# 1- 866 -595 -5649 Date: STAFF REPORT Document No. 11 d. Council Meeting: January 9, 2014 Prepared By: Brad Martens Topic: City Administrator Compensation Action Required: Approval Summary: On January 7, 2014 Mayor Guenthner reviewed the combined performance appraisal for City Administrator Brad Martens. As part of the performance appraisal process the City Council was asked to comment on how compensation for the City Administrator should take place in the future. The City Council should discuss this item and approve a plan to make compensation adjustments. The combined performance appraisal as well as comments regarding compensation is attached to this report. In addition to the compensation discussion, staff has prepared a new evaluation form which could be used in the future to evaluate the City Administrator. This form is attached and it is requested the City Council comment on the ease of use of this proposed evaluation form. Financial /Budget: Financial information regarding City Administrator Compensation is included in the attached documents. Options: 1. Approve a compensation plan for the City Administrator and comment on a new evaluation form to use in the future. Recommendation: N/A Council Action: Consider a motion to approve a compensation plan for the City Administrator and comment on a new evaluation form to use in the future. Attachments: 1. Combined City Administrator Performance Appraisal and compensation comments. 2. Proposed City Administrator Performance Evaluation form CORCORAN PERFORMANCE APPRAISAL Name: Brad Martens Reviewer: City Council Position: Administrator Review Period: July 10 —December 12, 2013 Department: Administration Date Due: December 19, 2013 Definitions: RATING: DESCRIPTION: Exceptional Performance and demonstrated behaviors consistently exceeds standard. Outcomes are clearly and consistently outstanding resulting in improvement or new methods, processes /systems or products. Above Standard Performance and demonstrated behaviors consistently meets and occasionally exceeds standard. Strong performance on critical objectives, outcomes are on high side of meeting expectations. Consistently Meets Standard Performance and demonstrated behaviors consistently meet standard. Performance is what is expected of a fully qualified individual. Outcomes meet expectations, Meets Minimum Standard Performance and demonstrated behaviors meet minimum standards. Guidance and sometimes instruction is needed to reach expected outcome. Individual may be in training phase or this rating indicates development may be needed to consistently meet standard. Below Standard Performance and demonstrated behaviors do not meet minimum standards. Excessive guidance and instruction is required to reach expected outcome. This standard needs immediate attention and improvement. OUR POLICY Our performance appraisal program is designed to provide a basis for better understanding between you and your manager, with respect to your job performance, potential and development within the organization. THIS DOCUMENT This document is intended to summarize discussions regarding job performance standards / objectives and personal goals that have been ongoing throughout the year. It is also to be used as a tool to help focus discussions and plan development for future objectives. Managers and employees are expected to review progress towards meeting planned goals and objectives throughout the year, as part of their normal and routine working relationship. Appraisal Administrator Name: Brad Martens I. SPECIFIC JOB RESPONSIBILITY PERFORMANCE FACTORS (These are the high level specific major activities of work, primary functions of the job) 1. Management and communication with all X X XX XX employees and consultants to facilitate a productive working relationship. Meets Consistently Above Exceptional Standard Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Above Exceptional Standard Standard Meets Standard Comments: Difficult to fairly assess; Brad knew coming in that there were some office interpersonal relationships that needed improvement. He has addressed those problems head on, apparently without alienating anyone. 2. Budget preparation & administration of X X XXX X financial records. Capital Improvements Planning, Investments and Purchasing. Meets Consistently Above Exceptional Standard Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Above Exceptional Standard Standard _L Meets Standard Comments: Brad came on board at the start of the budgeting cycle and was able to determine council direction quickly. 3. Funding Options — Manage idle monies, seep out X X XX X grants and alternative. Negotiate contracts with outside service agencies. Meets Consistently Above Exceptional Standard Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Above Exceptional Standard Standard Meets Standard Comments: Unable to say -have not experienced; Brad has kept the civic center project alive when it looked as if there was no way the City would be able to participate. He has also done an excellent job of riding herd on the public works project 4. Preparation and follow -up of City Council and X X XXX X Commissions agendas - Educate about City services and activities. Meets Consistently Above Exceptional Standard Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Above Exceptional Standard Standard Meets Standard Comments: Brad's weekly report is a nice touch S. Represent the City in front of the general X X X XX public, news media and government agencies as a positive image showing professionalism Meets Consistently Above Exceptional Standard providing well defined information. Meets Standard Standard Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Standard Standard Comments: Brad takes his job serious[) and always looks and acts like aprofessional. 6. 1Administer Personnel Policy— Insurance X XXX X Benefits, Leaves, Employment Issues & Staffing. Below Meets Consistently Above Exceptional Standard Minimum Meets Standard Standard Standard Appraisal Administrator Comments: Difficult to assess Name: Brad Martens 11. GENERAL PERFORMANCE FACTORS 13. C 5. i V. Er. C Knowledge: I I X X XX XX Degree of technical competence in field; ability Below Meets Consistently Above Exceptional to apply that knowledge and stay abreast of new Standard Minimum I Meets I Standard I developments, provides leadership and direction Standard Standard Comments: As a relative newby, Brad's past experience doesn't cover ail situations he has so far encountered, but he's sharp, picks up things fast, and most important is willing to dig in and figure it out. Problem Solving and Creativity X X X XX Ability to define problems and develop workable Below Meets Consistently Above Exceptional solutions and integrate into processes. Standard Minimum Meets Standard business needs Standard Standard Comments: See II, #1 above Planning & Organization: X XX X Ability to plan long and short -range objectives/ Below Meets Consistently Above Exceptional priorities and develop effective work schedules Standard Minimum Meets Standard business needs Standard Standard Comments: Brad's goal is to guide the council into doing this more and better Flexibility & Adaptability: X XX XX Ability to respond to changing project Below Meets Consistently Above Exceptional requirements and to meet changing technicall Standard Minimum Meets Standard business needs Standard Standard Comments: Brad takes it personally when things could be progressing more quickly or more efficiently and will try to find away to expedite the most favorable outcome. Ability to Work Independently: X X XX Makes positive contributions with minimal Below Meets Consistently Above Exceptional supervision Standard Minimum Meets Standard leadership and flexibility Standard Standard Comments: Brad has taken personal ownership of the City's vision and tries to find ways to support that v ision Ability to Work with Others: X X XXK Willingness to coordinate with others to meet Below Meets Consistently Abave Exceptional overall project objectives -- demonstrates Standard Minimum Meets Standard leadership and flexibility Standard Standard Comments: Brad always solicits input from all interested parties when defining project objectives Meets Schedules: X XXX X Ability to meet schedules Below Meets Consistently Above Exceptional organization, its vision and its people; supports Standard Minimum Meets Standard organization policies and procedures. Standard Standard Comments: Brad stepped into several large and important projects when he was hired. Even though not all task schedules have been met (probably overly optimistic), the priority tasks have been accomplished in a timely manner Supports Organization and Vision: X XX XX Ability to encourage others to take pride in the Below Meets Consistently Above Exceptional organization, its vision and its people; supports Standard Minimum Meets Standard organization policies and procedures. Standard I Standard Comments: Brad is doing well in his conscious efforts to raise office morale and comradery Appraisal Administrator C 10- 11_ 12. 13. 14. 15 Verbal & Written Communication: I X XX X XX Ability to effectively communicate through Below Meets Consistently Above Exceptional verbal interactions, reports, and memos, etc. Can Standard Minimum Meets Standard organize and run effective meetings. Standard Standard Comments: What an improvement Overall leadership skills: I X X XX XX Behaviors demonstrate ability to effectively plan, Below Meets Consistently Above Exceptional develop and implement overall organizational Standard Minimum Meets Standard ab'eetives Standard Standard Comments: See all of above Customer Focus I X X XX XX Dedication to exceeding expectations of customer's Below Meets Consistently Above Exceptional internal and external customers. Standard Minimum Meets Standard Standard Standard Comments: Brad has shown dedication in whatever he takes on Risk-Taking I X X X X Takes chances based on reasonable expectation of Below Meets Consistently Above Exceptional success. Standard Minimum Meets Standard Standard Standard Comments: Unknoi n Broad, Encompassing Perspective I X I XXX X Looks toward the broadest possible view and sees Below Meets Consistently Above Exceptional relationships and patterns. Standard Minimum Meets Standard Standard Standard Comments: Brad is looking for ways to encourage more business development within the city and ways to improve the city's relationship with the current businesses in the city. Learning Ability I X I I X XX Willing and able to learn from situations and Below Meets Consistently Above Exceptional people. Standard Minimum Meets Standard Standard Standard Comments: Develops People I I X X X Recognizes an individual's career goals and Below Meets Consistently Above Exceptional creates growth opportunities. Standard Minimum Meets Standard Standard Standard Comments: Difficult to assess; Brad is really trying to better integrate the duties and responsibilities of his office personnel Appraisal Administrator Name: Brad Martens III. TRAINING AND DEVELOPMENT 1. Please list courses, workshops, seminars and on -the -job training completed since the last review: 2. Please note classroom training or education needed to perform job duties, or that will enhance the employee's ability to perform his or her job. Indicate what will be done to make it happen during the next year: 3. Please note on -the -job experience(s) needed to perform job duties, or that will help the employee to improve job performance. Indicate what efforts will be made toward gaining those experiences during the next year: 4. Mutual goals that the employee and supervisor are interested in accomplishing and plan(s) for accomplishing them and measuring performance (refer to the attached goals sheet it you wish): S. Please comment on discussions about constraints or workplace limitations. Indicate any planned action: 6. Other developmental plans: Appraisal Administrator Name: Brad Martens OVERALL PERFORMANCE APPRAISAL This section is a summarization of the employee's overall performance since the last appraisal. Place an "X " on the performance continuum that reflects the level of overall performance based on the standards and the overall comments section. XXX Below Standards Meets Minimum Consistently Meets Above Standards Exceptional Standards Standards Comments: Very pleased with Brad's work and development in this ,position. He's handling the learning curve -,,cry well and shows impressive insight into issues and personalities. I am confident he will continue to develop into the best administrator the city has had. Clearly above standard to exceptional in all areas. Given the short time on thejob, I'm not able to evaluate Brad in all areas. I'm impressed by Brad's enthusiasm and energy for the job. There's no doubt in my mind that we made the best choice when hiring him as administrator. I'm really hesitant to judge someone "exceptional" on such short notice, but Brad's attitude and personal ownership of the job are what will make him an exceptional administrator. I think we (the City) are finally on the right track. Appraisal Administrator TO BE COMPLETED BY THE EMPLOYEE You may wish to comment on the performance appraisal you have received. You may wish to use the space below or submit your comments to your manager and your personnel file. Comments: Appraiser and emplo} cc both need to sign and date the performance appraisal. Employee's signature does not necessarily mean agreement with all items; however it is an indication that this form has been shared with the employee. Please return the signed form to the City Administrator. Signature of Appraiser Date rP Appraisal Administrator Signature of Employee Date r/�71 T City Administrator Salary Schedule Discussion The below discussion will reference the following table, 2013 Pay Scale for City Administrator Brad was appointed as City Administrator on July 10, 2013 with an annual salary of $90,000 which is $43,27/hour. This salary is somewhere between the 3 Years and 4 Years steps on the 2013 pay scale. There is no formal statement informing staff on how to allow for salary increases in the future (a 2% Cost of Living Adjustment is included in the 2014 budget which if approved would go in effect January 1, 2014). The City Council is asked to evaluate the following options for moving forward with future salary increases. 1. Brad's salary should be increased to the 4 Years step effective at the one year anniversary (July 10, 2014) and increased to the 5 Years step effective at the two year anniversary (July 10, 2015). 2. Brad's salary should be increased to the 4 years step effective at the six month anniversary (January 10, 2014) and increased to the 5 Years step a year later (January 10, 2015 ) 3. Other Please provide comments below on whether you prefer option 1 or 2 above or if you recommend a different option moving forward. I would favor something like option 1. However Brad started at a salary quite a bit ahead of the above schedule. He also received a dramatic increase over his previous salary (about 33 %). Raising his salary to the 4 year step in July 2014 would be a 1.29% increase. Considering the increase he got by coming here, I'm quite sure Brad would be well satisfied with that. Next year the Council could consider whether to give full step increases after that or to make the increases a little smaller in order to slide his payback a little closer to the above schedule. 1 do not mean this to imply Brad is not doing a good job. in my opinion he is doing an excellent job. But we do have a responsibility to be good stewards of the public money. Based on the above schedule, steps appear to be based on anniversary date however 1 think we always give raises in January to others. Should we not adjust Brad's increases to the first of the year also? If we were to do that, l would suggest giving him his first Increase in Jan 2015. Start 6 Months 1 Year 2 Years 3 Years 4 Years 5 Years Grade 19 $37.05 $39.7 $38.41 7 $41.12 $42.48 $43.83 $45.19 Brad was appointed as City Administrator on July 10, 2013 with an annual salary of $90,000 which is $43,27/hour. This salary is somewhere between the 3 Years and 4 Years steps on the 2013 pay scale. There is no formal statement informing staff on how to allow for salary increases in the future (a 2% Cost of Living Adjustment is included in the 2014 budget which if approved would go in effect January 1, 2014). The City Council is asked to evaluate the following options for moving forward with future salary increases. 1. Brad's salary should be increased to the 4 Years step effective at the one year anniversary (July 10, 2014) and increased to the 5 Years step effective at the two year anniversary (July 10, 2015). 2. Brad's salary should be increased to the 4 years step effective at the six month anniversary (January 10, 2014) and increased to the 5 Years step a year later (January 10, 2015 ) 3. Other Please provide comments below on whether you prefer option 1 or 2 above or if you recommend a different option moving forward. I would favor something like option 1. However Brad started at a salary quite a bit ahead of the above schedule. He also received a dramatic increase over his previous salary (about 33 %). Raising his salary to the 4 year step in July 2014 would be a 1.29% increase. Considering the increase he got by coming here, I'm quite sure Brad would be well satisfied with that. Next year the Council could consider whether to give full step increases after that or to make the increases a little smaller in order to slide his payback a little closer to the above schedule. 1 do not mean this to imply Brad is not doing a good job. in my opinion he is doing an excellent job. But we do have a responsibility to be good stewards of the public money. Based on the above schedule, steps appear to be based on anniversary date however 1 think we always give raises in January to others. Should we not adjust Brad's increases to the first of the year also? If we were to do that, l would suggest giving him his first Increase in Jan 2015. City Administrator Salary Schedule Discussion The below discussion will reference the following table; 2013 Pay Scale for City Administrator �19537.05 rt 6 Months 1 Year 2 Years 3 Years 4 Years . 5 Years Gr $38.41 $39.77 $41.12 $42.48 $43.83 $45.19 Brad was appointed as City Administrator on July 10, 2013 with an annual salary of $90,000 which is $43.27 /hour. This salary is somewhere between the 3 Years and 4 Years steps on the 2013 pay scale. There is no formal statement informing staff on how to allow for salary increases in the future (a 2% Cost of Living Adjustment is included in the 2014 budget which if approved would go in effect January 1, 2014), The City Council is asked to evaluate the following options for moving forward with future salary increases. 1. Brad's salary should be increased to the 4 Years step effective at the one year anniversary (July 10, 2014) and increased to the 5 Years step effective at the two year anniversary (July 10, 2015), 2. Brad's salary should be increased to the 4 years step effective at the six month anniversary (January 10, 2014) and increased to the 5 Years step a year later (January 10, 2015) 3. Other Please provide comments below on whether you prefer option 1 or 2 above or if you recommend a different option moving forward. I would support giving Brad a half stop raise on the six -month anniversary (to 43.83) and put hire on a January cycle thereafter, meaning he would receive his next adjustment (to 45.19) in January 2015, option #.2 above. City Administrator Salary schedule Discussion The below discussion wfll reference the following table: � § A �o, 2013 Pay Scale for City Administrator Start 1 6 Months Hear 2 Years 3 Years 4 Years 5 Years grade 19 1 $3]L 0S1—$-W41 $39.77 $41.12 1 $42.4$ $43.83 $45,19 Le 1, 3 a Brad was appointed as.City Administrator on July 10, 2013 with an annual salary of $90,i300 which is $43.27/hour. This salary 1s somewhere between the 3 Years and 4 Years steps on the 2018 pay scale. There is no formal statement informing .staff on how to allow for salary increases in the future (a 2% Cost of Living Adjustment is Included In the 20114 budget which if approved would go in effect January 1, 2014), The City Counclf is asked to evaluate the fallowing options for moving forward with future salary increases, 1. Brad's salary should be increased to the 4 Years step effective at the one year C' anniversary (July 10, 2014) and increased to the 5 Years step effective at the two year anniversary (July 10, :015). r 2. Brad's Salary should be increased to the 4 years step effective at the six month anniversary (January 10, 2014) and increased to the S Years step a year later (January 10, 2015) 3, Other Tease provide comments be:ldw on whether you prefer option 1 or 2 above or if you recommend a different option mooring forward. -1 1 ," 1iq -- I , (A t, 4�, .7,-5 .9 i.'� ,10.1 _. r c " L 1'�4' U j a sc-ei {_a,_ . tAi,\o- W� so- C-0-1 t-n� CL FF Vn V- � ot-A-f— il c1l," F City administrator Salary schedule Discussion The below discussion will reference the followingtable: 2013 Pay Scale for City Administrator start �$.38.41�39.77 2 Years 3 Years 4 Years 5 Years Grade 19 $37.05 $41.12 $42.48 $43.83 645.19 Brad was appointed as City Administrator on July 10, 2013 with an annual salary of $90,000 which is $43.27 /hour. This salary is somewhere between the 3 Years and 4 Years steps on the 2013 pay scale. Where is no formal statement informing staff on how to allow for ,salary increases in the future (a 2% Cost of Living Adjustment is included In the 2014 budget which if approved would go in effect January 1, 2014). The City Council is asked to evaluate the following options for moving forward with future salary Increases. 1. Brad's salary ,should be increased to the 4 Years step effective at the one year anniversary (July 10, 2414) and increased to the 5 Years step effective at the two year anniversary (July 10, 2015). 2. Brad's salary should be Increased to the 4 years step effective at the six month anniversary (January 10, 2414) and increased to the .5 Years step a year later (January 10, 2015) 3. Other Please provide comments below on whether you prefer option 1 or 2 above or if you recommend a different option moving forward. City Manager Performance Evaluation City of Evaluation period: Governing Body Member's Name to Each member of the governing body should complete this evaluation form, sign it in the space below, and return it to deadline for submitting this performance evaluation is The Evaluations will be summarized and included on the agenda for discussion at the work session on Page 1 of 7 Mayor's Signature Date Governing Body Member's Signature Date Submitted INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 = Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the governing body to the city manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self- starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Mental and physical stamina appropriate for the position Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal _ 5= score for this category Page 2 of 7 Initials 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by governing body members and /or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal = 5 = score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY Carries out directives of the body as a whole as opposed to those of any one member or minority group Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions Disseminates complete and accurate information equally to all members in a timely manner Assists by facilitating decision making without usurping authority Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal = 5= score for this category 4. POLICY EXECUTION Implements governing body actions in accordance with the intent of council Supports the actions of the governing body after a decision has been reached, both inside and outside the organization Understands, supports, and enforces local government's laws, policies, and ordinances Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal Page 3 of 7 Initials = 5= score for this category 5. REPORTING Provides regular information and reports to the governing body concerning matters of importance to the local government, using the city charter as guide Responds in a timely manner to requests from the governing body for special reports Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non - routine and not administrative in nature Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal = 5= score for this category 6. CITIZEN RELATIONS Responsive to requests from citizens Demonstrates a dedication to service to the community and its citizens Maintains a nonpartisan approach in dealing with the news media Meets with and listens to members of the community to discuss their concerns and strives to understand their interests Gives an appropriate effort to maintain citizen satisfaction with city services Add the values from above and enter the subtotal _ 5 = score for this category 7. STAFFING Recruits and retains competent personnel for staff positions Applies an appropriate level of supervision to improve any areas of substandard performance Stays accurately informed and appropriately concerned about employee relations Professionally manages the compensation and benefits plan Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal Page 4 of 7 Initials 5= score for this category 8. SUPERVISION Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager's office Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback Encourages teamwork, innovation, and effective problem - solving among the staff members Add the values from above and enter the subtotal _ 5= score for this category 9. FISCAL MANAGEMENT Prepares a balanced budget to provide services at a level directed by council Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal _ 5= score for this category Page 5 of 7 Initials 10. COMMUNITY Shares responsibility for addressing the difficult issues facing the city Avoids unnecessary controversy Cooperates with neighboring communities and the county Helps the council address future needs and develop adequate plans to address long term trends Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal = 5= score for this category NARRATIVE EVALUATION What would you identify as the manager's strength(s), expressed in terms of the principle results achieved during the rating period? What performance area(s) would you identify as most critical for improvement? Page 6 of 7 Initials What constructive suggestions or assistance can you offer the manager to enhance performance? What other comments do you have for the manager; e.g., priorities, expectations, goals or objectives for the new rating period? Page 7 of 7 Initials