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09/10/2013 - Personnel CommitteePERSONNEL COMMITTEE MEETING TUESDAY, SEPTEMBER 10, 2013 4:30 P.M. CITY ADMINISTRATOR'S OFFICE AGENDA I. AGENDA ADOPTION II. PERFORMANCE EVALUATION OF CITY ADMINISTRATOR III. OTHER BUSINESS IV. ADJOURNMENT Personnel Committee Meeting September 10, 2013 II. PERFORMANCE EVALUATION OF CITY ADMINISTRATOR ACTION TO BE CONSIDERED Provide direction to the Staff on the preferred process and format of conducting a performance evaluation of the City Administrator FACTS: ® The agreement between the City of Eagan and the City Administrator currently states as follows: "City shall review the performance of Mr. Osberg in September 2013 and April 2014 and then annually thereafter. The review shall be subject to an objective process based on goals and measurable criteria mutually agreed upon by the City and Mr.Osberg ® Past evaluation of the City Administrator was completed periodically throughout his tenure, with no established practice or protocol. ® Both Human Resources Manager Lori Peterson and City Administrator Dave Osberg will be in attendance at the meeting on September 10, 2013; yet, should the discussion warrant the City Administrator excusing himself from the meeting, he will do so. ® Staff has provided copies of performance evaluation forms for the Committee to review to determine if either document or a certain combination of the sections would suit the needs of the City Council to conduct the performance evaluation. ATTACHMENTS: ® Enclosed on pages ) through q is a copy of City of Eagan Performance Review form. ® Enclosed on pages l 0 through 11 is a copy of a the City of Mendota Heights City Administrator Performance Evaluation Form, which Staff identified from several other forms received as one that could best suit the needs of the City Council. CITY OF EAGAN EMPLOYEE PERFORMANCE REVIEW Naive: [Click and enter text] Position Title: [Click and enter text] Department: [Click and enter text] Evaluation Period From: [Click and enter text] To: [Click and enter text] Reviewed By: [Click and enter text] Date of Review: [Click and enter text] ❑ Probationary Review ❑ Annual Review PURPOSE The City of Eagan has a formal performance management system to promote continuous communication, improve productivity, foster employee development and enhance the overall quality of service to the community. The performance management system is designed to: ® Provide Managers an opportunity to relay the City's core values (see attached). • Highlight accomplishments. • Set goals and expectations. • Formulate a Professional Development Plan. 3 EAGAN'S CORE VALUES AND THE GREATER GOOD As an organization, we are committed to exhibiting the identified Core Values as listed in the attachment. Comment on 2 or 3 values in relation to how the employee may or may not be exhibiting them in their work life: [Click and enter text] 1. 12. 3. Describe with one specific example, how the employee is positively contributing to the department: [Click and enter text] What specifically has the employee done to make a recognizable impact on another department: [Click and enter text] HIGHLIGHTS AND ACCOMPLISHMENTS Reference the attached job description and provide a brief explanation of how the job itself, is being fulfilled by the skill sets of this employee: [Click and enter text] For whatever reason, perhaps there are functions not being completely fulfilled. (If applicable), describe the approach that will be implemented in the coming year to better accomplish those functions not fully met:* [Click and enter text] Describe any specific highlights and /or accomplishments worth noting from the previous year that relate to the overall success of this person: [Click and enter text] 6 GOALS AND EXPECTATIONS Reference the attached department goals, budget performance indicators and /or individual or department work plan and comment on the status. [Click and enter text] 1. 2. 3. I PROFESSIONAL DEVELOPMENT PLAN Identify an area, or areas, of professional development to address in the coming year and what you as their supervisor will specifically do to assist in them in reaching a higher level of competency. [Click and enter text] 11 SUMMARY EVALUATION OVERALL PERFORMANCE COMMENTS [Click and enter text] El Unsatisfactory Performance. A work plan for improvement has been developed and is attached. I+ SIGNATURES Employee: Division Supervisor. Date: Date: (Signature by employee indicates only that evaluation has been reviewed with the employee.) Employee Comments (optional — the employee may complete this review tool as a self evaluation prior to or after the review from the supervisor ): Supervisor: Division Supervisor: Date: Date: Department Head: Da Human Resources Manager: I Date: City of Mendota Heights City Administrator Performance Evaluation City Administrator: Justin Miller Evaluation period: December 28, 2011 to December 27, 2012 Each member of the City Council should complete this evaluation form and return it to Human Resources. The deadline for submitting this performance evaluation is Thursday, November 29, 2012. Evaluations will be summarized and presented to the City Council and City Administrator for a discussion at a closed session at a City Council meeting in December (date to be determined). This form is intended to provide a checklist of key criteria to be used by the City Council in assessing the performance of the City Administrator. Each criteria should be rated and any specific comments or observations should be noted in the spaces provided for comments. ::1n1 001 Needs Improvement Meets Expectations Exceeds Expectations The form is an interactive form. First save the document to your computer. Use your "Tab" key to scroll through the document. Use the mouse to place an "X" in the box selected for a rating. Use the text box to add your comments. 1Q SECTION I: ASSISTING COUNCIL WITH ITS POLICY - MAKING ROLE Needs Improvement Meets Expectations Exceeds Expectations A. Providing Information The City Administrator provides information which is: Detailed and reliable 11 El El Explained in a thorough manner and includes alternatives ❑ ❑ ❑ or recommendations Timely ❑ Helpful in preventing trivial administrative matters from ❑ ❑ ❑ being reviewed by the Council Helpful and adequate to assist Mayor and City Council in El El ❑ making sound decisions The City Administrator: Provides members of City Council with the opportunity to set long -term organizational goals and to establish the El 7 El future direction of City policy Keeps the Mayor and City Council informed, in a timely ❑ El ❑ manner, of the things Council wants to know Keeps the Mayor and City Council well informed with ❑ ❑ ❑ concise written and oral communications Provides the Mayor and City Council members with ❑ El ❑ information on an equal basis Informs the Mayor and City Council of administrative ❑ ❑ ❑ developments Follows up in a timely manner on Mayor and City Council ❑ ❑ ❑ requests for information or action S. Providing Advice The City Administrator: Has adequate knowledge of municipal affairs, including the ❑ ❑ ❑ City's laws and ordinances Considers alternatives before making recommendations El El Plans ahead, anticipates needs and recognizes potential ❑ ❑ ❑ problems Has a good sense of timing in bringing issues to the Council ❑ ❑ ❑ for action Comments: Add comments. SECTION II: INTERNAL ADMINISTRATION B. Financial Management Needs Improvement Meets Expectations Exceeds Expectations A. Implementation of Council Policies The City Administrator is effective in the following areas: Carrying out Council directives 11 11 ❑ Assigning work so that it is performed efficiently and ❑ ❑ ❑ effectively ❑ ❑ ❑ Paying sufficient attention to detail to avoid error or things "slipping 11 11 ❑ through the cracks" ❑ ❑ ❑ Analyzing problems or issues and identify causes, reasons, ❑ ❑ ❑ and implications 1:1 El 1-1 Accurately interpreting the direction given by the Mayor ❑ ❑ ❑ and City Council Carrying out the directives of Council as a whole rather than those of any one Council member, but recognizes the El F F concerns of the minority Supporting the actions of the City Council after a decision El El ❑ is made Assuming responsibility for staff performance El 11 El Providing members of City Council with periodic status reports on projects or tasks which may overlap months or years in implementation Insuring that the management staff maintains normal service delivery operations as well as the flexibility to El El manage emergency situations B. Financial Management Are you satisfied with the City Administrator's: Approach to budget preparation and review El 0 0 Use of standard financial management procedures to meet Council's policy guidelines 11 11 ❑ Implementation of Council's policy regarding the expenditure of budgeted funds ❑ ❑ ❑ Cost control through economical use of labor, materials and equipment ❑ ❑ ❑ Information on the financial status of City government El Use of available funds and his ability to operate the City efficiently and effectively ❑ ❑ ❑ Knowledge of financial matters F El Information pertaining to long or short-term financing for capital projects orequipment 1:1 El 1-1 Information on opportunities for federal and state grant funding El ❑ 1-1 J, �J Needs Improvement Meets Expectations Exceeds Expectations C. Personnel Management The City Administrator is: Successful in guiding people as a team toward common ❑ ❑ El Effective in selecting qualified and highly competent staff ❑ El El Effective in maintaining professional relationships with ❑ 1:1 El Directors Effective in assuring that staff members make a positive F-1 El ❑ impression on citizens The City Administrator: Insures that the City's personnel policies and practices are administered by City Department Directors and management staff in an equitable manner Develops and motivates employees so that they are 11 El F-1 increasingly effective Addresses disciplinary problems and takes action when ❑ ❑ ❑ warranted Monitors performance of employees and initiates corrective ❑ ❑ ❑ action as needed Comments: Add comments. �J SECTION III: EXTERNAL RELATIONS B. Intergovernmental Relations Needs Improvement Meets Expectations Exceeds Expectations A. Citizen Relations The City Administrator: Makes a positive impression on citizens and is he respected 11 11 ❑ in the City of E a ox,, El El Has appropriate visibility or identity in the community ❑ D Assists the Council in resolving problems at the ❑ ❑ ❑ administrative level to avoid unnecessary Council action Is willing to meet with members of the community and El issues of concern Is skillful with the news media, avoiding political positions 11 El ❑ and partisanship Provides information to the public in a timely fashion on F-1 ❑ El which will cause public reaction Represents Council positions and policies accurately and ❑ F-1 effectively Thinks and acts in a manner reflecting an attitude that client (Council, staff or citizens) perceptions and satisfactions are D important Responds completely and in a timely manner to citizen F-1 11 El complaints B. Intergovernmental Relations The City Administrator is: Effective representing the City's interests in dealing with other agencies ❑ ❑ ❑ Participative in enough intergovernmental activity to have an impact on behalf of the City F-1 ❑ ❑ Cooperative with the county, state and federal governments El El Comments: Add comments. SECTION IV: PERSONAL ACCOMPLISHMENTS B. Management Style Needs Improvement Meets Expectations Exceeds Expectations A. Communications With regard to communications, the City Administrator is: Easy to talk to and a good listener El El Shows initiative and creativity in dealing with issues, problems and unusual situations F El ❑ 0 Thoughtful, clear and to the point E El E Sensitive to the concerns of others El 0 ❑ Candid and forthright in discussing City business matters with members of City Council ❑ ❑ ❑ ❑ 1-1 Responds well to a changing world and local conditions; is B. Management Style The City Administrator: Demonstrates interest and enthusiasm in performing his duties ❑ ❑ ❑ Commands respect and good performance from staff El El Shows initiative and creativity in dealing with issues, problems and unusual situations ❑ El ❑ Is open to new ideas and suggestions for change E El Works well under pressure 0 El Consistently puts aside personal views and implements Council policy and direction ❑ El ❑ Displays the ability to resolve the numerous conflicts inherent municipal government ❑ ❑ El Responds well to a changing world and local conditions; is ❑ ❑ El Is accessible to City Council members El Conforms to the high standards of the profession; Fosters behaviors ❑ ❑ El Exhibits a commitment to continuing education in order to encourage his professional development El El El Is receptive to constructive criticism and advice E 1:1 El �5 `(-Q Needs Improvement Meets Expectations Exceeds Expectations C. Job Effectiveness The City Administrator: Demonstrates interest and enthusiasm about the Council's ❑ ❑ ❑ Vision for the City Gives his staff the tools necessary to provide efficient; ❑ ❑ responsive City services Coordinates the implementation of City goals and ❑ ❑ [I objectives Supports policies that will promote annexation and growth ❑ ❑ El the City of a` a� Creates a positive atmosphere for successful economic ❑ ❑ ❑ development in the City Supports responsible infrastructure expansion and ❑ ❑ ❑ maintenance Emphasizes the need for employee training and ❑ ❑ El improvements Comments: Add comments. `(-Q SECTION V: NARRATIVE RESPONSES ACHIEVEMENTS FROM THIS PAST YEAR: • What were the City Administrator's most notable accomplishments during the past year? Add text. • Which of the City Administrator's qualities were most instrumental in fulfilling the role of City Administrator this past year? Add text. PERFORMANCE OBJECTIVES FOR COMING YEAR: • What does the City Administrator do that you would like him to continue? Add text. • Is there anything that the City Administrator does that you would like him to do differently? Add text. • In what areas should the City Administrator focus his attention in this coming year? Add text. • Do you have any other general comments to share with the City Administrator? Add text. Rater's name `,I Date