09/14/1998 - City Council Special e
'i
AGENDA
SPECIAL CITY COUNCIL MEETING
Monday
September 14, 1998
5:00 p.m.
Municipal Center Lunch Room
I. ROLL CALL & ADOPTION OF AGENDA
II. VISITORS TO BE HEARD
III. CITY ADMINISTRATOR'S PERFORMANCE
EVALUATION
Iv. OTHER BUSINESS
V. ADJOURNMENT
IW— MEMO
city of eagan
TO: HONORABLE MAYOR& CITY COUNCILMEMBERS
FROM: ASSISTANT CITY ADMINISTRATOR DUFFY
DATE: SEPTEMBER 11, 1998
SUBJECT: SPECIAL CITY COUNCIL MEETING/SEPTEMBER 14, 1998
A Special City Council meeting is scheduled for Monday, September 14, 1998, at 5:00 p.m. in the
Municipal Center Lunch Room.
CITY ADMNISTRATOR'S PERFORMANCE REVIEW
The City Administrator last had a performance review in 1992. The City Council at that time
consisted of Mayor Egan and Councilmembers Awada, McCrea, Pawlenty and Wachter, with
Councilmembers Awada and McCrea serving on the Personnel Committee. After the performance
appraisals were completed and the results compiled, the Personnel Committee held a meeting to
review the results with City Administrator Hedges. A workshop session with the Council as a
whole was then scheduled to review the results and the recommendations of the Personnel
Committee.
As the Council is aware, the Council has again filled out performance appraisal forms for the City
Administrator. The results have been compiled. At the regular City Council meeting held on
Tuesday, August 18, 1998, the Council was asked if they preferred to follow the procedure used in
1992 as described above or to take the review directly to the Council as a whole. The Council
directed the City Administrator to schedule a Personnel Committee meeting to first review the
results. That meeting was held on August 25, 1998. At the August 25 Special City Council
meeting that evening, a Special City Council meeting was scheduled for Monday, September 14,
1998,in order that the performance evaluation could be shared with the entire Council.
Attached please find a summary of the ratings and comments for the City Administrator's recent
performance appraisal. Also attached is a copy of the original performance appraisal form so the
Council can review the individual responsibilities which were rated and also the performance
standards for each.
As you will see, the ratings given the City Administrator's performance are excellent fairly well
across the board. The members of the Personnel Committee of the City Council, Mayor Egan and
Councilmember Awada, noted three broad categories in which some improvement could be
suggested. These were more use of modern technology, prioritizing programs and projects; and
communications. It was also noted that the City may be understaffed in certain areas.
ACTION TO BE CONSIDERED: To review the City Administrator's performance appraisal.
OTHER BUSINESS
There is no other business planned for the Special City Council meeting at this time.
Assistant CityAdministrator
PERFORMANCE APPRAISAL
CITY ADMINISTRATOR
JULY 1998
I. ORGANIZATIONAL MANAGEMENT
Rating: E+: 2; E: 2
Comments:
• It is difficult to evaluate someone as this because Eagan does not have a history to anyone else
because Tom H. is the only Administrator we have had. But in observation to other men of
other cities in this position,I would say that our man glows as a Shining Star over others.
• Tom's efforts to promote teamwork, good service and achieve a high morale are constantly in
evidence.
• Delegates well, creating a fair, balanced and appropriate division of responsibility, giving each
department head an equal and/or appropriate sense of responsibility.
Suggestions for Improvement:
• There may be some minor complaints but I feel they are because of the huge responsibilities
carried by Tom. I feel that this should be corrected in the very near future by the council. I feel
additional assistance should be obtained to make his job easier and not so time consuming. He
needs help!!!
• Find ways to promote teamwork, good service and achieve a high morale to the Council's
operation.
• Sometimes he has so much work that things get pushed off. He may need more help.
• The city is not moving into new technology as quickly as it should.
• Occasionally should monitor assigned responsibilities more closely and personally;
occasionally should anticipate more clearly community sensitivity to public issues involved.
Commendations:
• Tom's ability to hire competent staff, have high performance expectations and also foster high
morale is outstanding. The solidarity of the City staff is a major asset to the City.
• Administrator does an excellent(E+)job in leading the City staff team.
• Motivational style is very applaudable;talks with rather than down to subordinates.
II. FISCALBUSINESS MANAGEMENT
Rating E+: 3; E: 1
Comments:
• Current process seems to include input from staff.
• Excellent skills have improved even further with experience; communicates to all
departments Council's fiscal conservative policy well; professionally implements Council
fiscal conservative philosophy with minimum Council involvement.
Suggestions for Improvement:
• Would appreciate ways of evaluating certain expenditures — Example: quality of roads, use
of trucks and other public facilities.
• Is somewhat behind the times in transition to technological replacement of manpower needs
in certain areas.
Commendations:
• This process does seem to be a team effort of all participants. There is a feeling of always
trying to do the best for the tax payers.
• Administrator does an excellent job of keeping expenditures down and being concerned abut i
conservative fiscal management policies.
• This is perhaps the City Administrator's strongest area of responsibility.
• III. PROGRAM DEVELOPMENT AND FOLLOW THROUGH
Rating: E+: 1; M+: 3
Comments:
• Tom's teamwork is evident. He also has a staff that can provide support for him and they do
a very good job.
• Generally coordinates and prioritizes Council programs well, but on occasion fails to pin
down Council consensus and priorities on programs; on occasion leaves the perception that
the Council is being allowed to proceed in an overwhelming number of directions.
Suggestions for Improvement:
• More evidence of monitoring or evaluating projects and programs. Ex: Evaluation of
consultants, road standards.
• Outcomes of monitoring procedures are not in place as they should be. May be understaffed
in certain areas.
• Establish a clear, consistent and decisive method for Council to prioritize program
development and implementation.
Commendations:
• City Administrator is usually very prompt in responding to questions and concerns. Also
willing to take over citizen complaints.
• Given the diverse views of the City Council,handles this area as well as could be expected.
IV. RELATIONSHIP WITH MAYOR AND COUNCIL •
Ratings: E+: 2; E: 2
Comments:
• Tom's efforts are to address items as a team.
• His ability to communicate is outstanding.
• Administrator does a superb job of communicating with Council members. Excellent
availability and effective follow-through on requests.
• Is perhaps the most accessible Administrator/Manager to all members of the Council that I
have ever experienced, appearing to exceed the "traditional" time devoted to Mayor and
Council; with rare exceptions, gives sound and concise direction for appropriate Council
action; always recognizes that he is accountable to the Council, but only when they act
collectively
Suggestions for Improvement:
• On rare occasions, allow himself and/or subordinate staff members to be somewhat vague or
unclear on Council action.
Commendations:
• Tom is always willing to discuss concerns and problems. When he is unavailable, I know
that there is always a way to still address questions and problems.
• Recognizes implicitly the fact that official City action is based upon the direction given by
the majority of the City Council with proper advice and recommendations by appropriate
staff and commissions.
• V. LONG RANGE PLANNING
RatinEs: E+: 2; E: 1; M+: 1
Comments:
• While the City Administrator and all the Department Heads seem to be very active in their
professional associations with their peers, and probably within the staff discussions, I'm not
sure the Council or the City are really part of long range planning.
• Administrator is very active in coordinating efforts of staff to provide effective long-range
planning.
• Responsible for incredibly successful and comprehensive system plans covering all aspects
of City government; to the extent there has been any failure in updating or implementing
those system plans,they are due to a lack of prioritization by the City Council.
Suggestions for Improvement:
• I'm not aware of a strategic plan for the City — unless the Comp Guide and 5-year CIP are
considered. Unaware of City having policy re: legislative activity.
• Although knowledge of new technologies, etc., is very good, implementation is slower than it
could be, perhaps due to insufficient budgeting.
• Regardless how busy City Council agendas are, annual goal setting and strategic planning
should be mandatory.
Commendations:
• Repeat above — City Administrator and staff seem to be well connected with peers and
professional organizations.
• The Annual Budget, Annual Financial Statement, Five Year Capital Improvement Program,
Comprehensive Utility System Plans, Master Park System Plan, Comprehensive Guide Plan,
Report of the Central Area Task Force and others are clear examples of visionary leadership.
VI. RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS
Ratings: E+: 2; E: 1; E-• 1 •
Comments:
• City has good image. Perception is staff has a high morale and high regard for administrator
• Administrator has done_ a very effective job of bolstering the City's image, communicating
with media, and acting as a credible source of information for the public.
• While on overwhelming basis, perception of public employees is incredibly good, there have
been exceptions to this rule where complaints have been registered; furthermore, on
occasions he has been too quick to defend his own staff without objectively analyzing entire
issue; on rare occasions, greater firmness with the public and/or media could have more
quickly and decisively deflected issues.
Suggestions for Improvement:
• Firmness on occasion with the public and/or media, while feeling unnatural, may lead to
more appropriate results; while for the most part, attitude towards staff is extremely
commendable, on rare occasions greater objectivity is warranted.
Commendations:
• Tom is constantly in community and constantly strives to have training for staff. The
involvement of our staff in the community is another major asset to the City.
• Administrator deserves commendation for his professionalism and high level of service to the
public.
• Has created an esprit de corps through team leadership, giving Eagan a highly desirable and
positive image among comparable municipalities.
VII. INTERGOVERNMENTAL RELATIONS
Rating E+: 1; E: 2; E-: 1
Comments:
• His involvement or networking is well documented. His recent commendation by the City
Managers is evidence to that.
• Administrator does an excellent job of collecting information from other jurisdictions that is
pertinent to City projects. Administrator also effectively advocates the City's positions at
intergovernmental meetings and maintains good relationships with other jurisdictions.
• Through personal involvement with other jurisdictions, has given Eagan an extremely
prestigious and enviable position among comparable municipalities; recognizes that he
cannot be every place at all times, and displays a mature willingness to allow other staff and
Council Members to interact with other governmental agencies.
Suggestions for Improvement:
• The only way I can see improvement is if the City Administrator is freed from some of his
current responsibilities. I feel he accomplishes more than most people already.
• Briefly, but more frequently, alert Council to his own personal intergovernmental relations
activities.
Commendations:
• Tom's ability to network and communicate is outstanding and does much to enhance the
perception of the City.
• Eagan's perception among the local government community is greatly enhanced as a result of
his intergovernmental relations activities.
•
VIII. PROFESSIONAL/PERSONAL DEVELOPMENT
Rating: ,E+: 2• E: 2 •
Comments:
• The morale of the staff is evidence of what he has accomplished, not to mention the awards
received.
• Administrator is involved in many professional and personal development activities, such as
teaching, civic groups, and Boy Scouts. Administrator has shown proper decisiveness and
effective communication.
• While being highly successful in motivating staff for greater professional development, has
not allowed himself enough time for that same degree of development; has recently been very
successful in developing greater cohesiveness with staff.
Suggestions for Improvement:
• Find ways to include Council in these activities so their performance can be raised
accordingly too.
• Sit down, take a break, and on more occasions look into personal development in those few
areas where improvement may be needed.
Commendations: •
• Tom is constantly trying to enhance professional and personal development—for him and the
staff.
• Administrator deserves commendation for involvement in the community beyond the scope
of his official duties with the City.
• The reputation of many former Eagan employees who have left to expand their professional
careers illustrates the success of the City Administrator's professional and personal
development philosophy.
�► CITY OF EAGAN
Evaluation of Chief Executive Officer
Explanations and Directions Performance Evaluation as Team Building
•sssisss�assssssssassssssssssssssssssssssssssasssssssss
Evaluation as Tarn Building
If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail.
The two processes must be compatible and interrelated in the following ways:
1. Evaluation is basically a means, not an end in itself.
2. The trust level between the evaluatee and evaluators must be high.
S. The roles each are to fulfill must be dearly indicated and accepted.
4. Responsibilities are matched with pre-determined standards of 1performan
Definition of Roles
A. City Council
1. Conduct annual assessments of performance of the Chief Executive Officer
(CEO).
2. Respect the prerogatives of the CEO insofar as operation management function
of the organization is concerned and the policy function of the Council.
S. Make assessments in general terms except in instances where specific
improvements are needed or when explicit commendations are due.
B. Chief Executive Officer
1. Accepts the prospects of annual evaluation.
2. Understands the scope and thrust of the evaluations.
S. Expects the evaluations to adhere to the established procedures for evaluating
the performance of the CEO.
Pm-d ternined Performance Standards
A performance standard is defined as a condition that will exist when a responsibility or function is
successfully performed. It is essential that a performance standard be established, at the outset, for
each of the eight major areas of responsibility of the CEO. This is necessary in order to use the
rating scale effectively.
Maior Areas of Ra nonsihiliw
It should be reiterated that in determining the appropriate level of expectations, actual perfor=ance
must be measured in relation to the indicated standard of performance.
Wor Areas of Rene bilit (� ..
Eight major areas of responsibility as the basis upon which assesameats are to be made. Descip
as provided under each to clarify the meaning and content of the area. However, the evaluation
made of the major area
Satin¢ Symbols '
Rating agmbols are used to make the aasessmenta; and these symboll fall into three main categories:
E = Exceeds Expectations txrfarmanee has been above reasonable.espectatioas)
M = Meets Expectations (Performa=* has attained a level of reasonable expectations)
B = Below Expectations (verformance has been below reasonable expectations) _
To allow for further refm meat of these asseasaeats, each of the three categories an be indicated
with a (+) or () symbol. This allows for a continuum of nine rating categuies from B.which
indicates the lowest rating to E+ which indicates truly exemplary perfo**Ze,
As indicated earlier, without mare precise definition of the term 'expectatio s', it is possible that
ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of
uerformance ata rIgr -4 is yam,
It will be noted that in connection with each major area, a performance standard is stated, including
the conditions that have to be met in order to decide the extent to which "expectations• have been
met.
•
EIGHT MAJOR AREAS OF RESPONSIBILITY
L Organizational Management
n. FiscaYBusiness Management
M. Program Development and Follow•Through
IV. Relationship with the Mayor/Council
V. Long Range Planning
VI. Relationship with PubliclPublic Relations
SVII. Intergovernmental Relations
VIII. Pro fessional/?ersonal Development
RAMG RESPONSIBn= PERFORMANCE STANDARD
—E+ L Organizational Management Organizational Management will
E considered effective wben a
majority of the conditions have been
successf ny fulfilled.
Plans and organizes the work that a Well
=+ goes into pro ���� ���
esteblished �and�earrmt t rcc�tted aced
M decisions of the Cound?
h Mnployees are appropriately
Plans and orgaaists work that plaesd eonsributing to a high
carries out poZides adopted by the retention rata
+ Council and dreaeloped by Staff.
Plans and organizes Supavtwry techniques motivate
g retpons�s to high perfomnanec
public requests and complaints or
E, areas of con.cem brought to the d ComplaintS to Council are not
attention of Staff by Council and corn=&
Staff.
a 7We organization is axvwv of
Evaluation and keeping up with mwtrails in technology. .
currant technology.
Selecting, kadireg, dirtcdn& and
dcL eloping =f manbera
Comments: Observations of Evaluators: (use this space also to indicate the impact Upon the
to na ork factor)
Surrestions for Tr^rrovement. (Spedfic area(s) that need strengthening
Commendations: (Area(s) of performance calling for praiu/commendation)
Cor=ents of the CEO: Mesponses to any of the svalnations�comments�suggestions/aommeadations.)
R4TINIG REMNS'anm PERFORMANCE STANDARD
____E+ n. F`iscalMusinecs Management FSiscallBusiness Management Will be
E considered effective when a
majority of the conditions have been
successfully fulfilled.
Plans and orgarutses the preparation a Budget preparation and
_M+ of an annual budget with snanagesrunt art thorough and
docusna�.tatio% etc that conforms to tffectiiac
VddCZLn" adopted by the Council
h Cost-effective measures on
_,M- Plan.% organises, and administers persistently pursued
the adopted budget with approved
_B+ revenues and erpendAurea t Flnandal nporting is timely and
undasta�dabic.
_B Plan; organises and supvydses most readily
economic *ration of d Physical faciyti,es n:anagvnent
_B. manpoumrhnct is cffk:knL
Plans and organizes a system of
reports for Council that provide
most up-to-date data available
conceMing espendiftow and
revenue.
Plans and organiz s maintenance of
City-oumed fay.; buildings
andlor equipmenL
Observations of Evaluators: (use this space also to indicate the impact upon the
teamwork factor)
Surge:[i ns for m=-nvement• (Specific area(s) that need strengthening)
Commen&tions• (Area(s) of performance calling for praiselcommendation)
Comments of the CEO. allspomms to any of the evaluationdcommentaisusgestiondcommeatill
tions.)
•
/7
RATING RESPONSiBU= PERFORMANCE STANDARD
—E+ III. program Development and Follow program plarming techniques
E ugprocedures will be considered
effective when a majority of the
Conditions have been saccessfuv
—� fued, 7
fumed.
_M+ Plans and organizes on-going a, Ongoing program and sc%jess
—M Proms � �� to �' are futry responsive to the CiV8
S Acedy .
—M- Plans and organizes work involved & Monitoring procedures are in
In researching program suggestions place and f mcdontng uwa
—B+ by Cow= l and Staff and the
"PortL+g of the Pewees of analysts t ifeaswab& outcomes (to the
—B Maintadns knara c of etrrrent and eztW PossM, are used to
desavnlne as-cow in program
_B- tnnovatir trends in the area of pZC1=
sardces being prod by local
goers, and ineorporates that . d The CEO can be dgM7&&d upon
knowledge in program suggestions to folloty through.
and restarciL
Plans and organict Makes most offeedw useof work assigned available Staff talent
by ahe Coundl so that it is completed
with dispatch and effidency.
Plan; organizes and supawLses
implanvdation of programs
adopted or approved by the Coundl.
CS2ti:rnents; Observations of Evaluators; (use this space also to indicate the impact upon the
tear.-work_ factor)
Sueeestions for m=,ovement• 4Spes38c area(s) that need strengthening)
Commendations- (Area(s) of performance calling for praiselaommendation)
Comments of the CEO* Mesponses to any of the evaluations/commentdsuggestiona/w+*+n+ n&tions�
RA7WG RESPONSIBnm PERFOIL)dANCE STANDARDS
E+ IV. Relationship with Mayor and Relations with the Mayor/Council
Council will be considered effective when a
—E majority of the conditions have been
successfully fulfilled.
Maintains effectim Communtcatio a.
+ both verbal and n' °S�°'is' T�'0�-♦►Pr"esoitations
b
both ve utrittrs; with and recommendations are
tieatjy and convitidngly mads
jvalntain•* to Coun4 COmm=cations are made in a
either personally or through Umdy, forthright, and open
dent rd
gnat aLbordinates. Planner.
Establishes and maintains a systan c Responses to requests are mads
_g Of reporting to Council arrant plass promptly and comply,
and yrs of the Staf.
B- d Recommendations appear to be
Pk= and organises materials for thoroughly researched
presentations to the Council, either
verbally or wtuen, in the most a Adequate infonnadon is
concise. Clear, and eompreha daw provided to Council to make
mantra possible. decisions
f. A system is in pZace to report to
Council current plan; acdzjde4
CZW.is of the City.
Comments: Observations of Evaluators: (use this space also to indicate the impact upon the
teamwork factor) '
Sue¢estions for Im=ovezn nt• (Specific area(s) that need strengthening)
Commendations- (Area(s) of performance calling for P%ise%ommeadation)
Comments of the CEO- (Responses to Any of the evaluations/commeati/suggecdon icommendations.)
RATIIJG RESPONSZBII,.TTY PERFORMANCE STANDARD
+ V. Long Range Planning Strategic plaaniay will be
considered effective when a
—E majority of the conditions have been
suacessray fulfilled.
kfaintains a knowledge of nac a. A well-con stru cd bag range
_M+ technologist, sysz=4 method; etc (ssrategic�plan is cio rcwyin
In rela'ti'on to City sanires operation.
M
Yerpa Coundl aduised of;uw and Annual opo•ational plans are
- ceding legislation and earritd out by Staff membc-s
dewdopmosts in the arta of puUk
_8+ politea An on god monitoring process
Plana and organises a p vicewof — - Is in Ope vaon to attain :
Pr"oVUM g� in a�pas3oa of d UM= in program and
& future P^o
d Program a�asion and -
Establ�s)ies and maintains an personal e�uaoion are intra
aucrenesa of developma:ta related with the strategic
occurring WWdn other CWW or other planning proce &
jurLuUctions that may have an
impact on City aclivdtics t Legislatim knowledge is currtnt
Plan; organises and nsaintains a and complete.
• process for tstoUishing comntunuy
goals to be approved or adopted by
Council and monitoring and status
reporting.
Comments. Observations of Evaluators: (use this space also to indicate the impact upon the
teamwork factor)
Suggestions for ImMvement- (Specific area(s) that need strengthening
Commendationr (Area(s) of performance calling for P%iselcommendation)
Comments of the CEO: (Responses to any of the evaluatioadeommenta/m=estiondcommendatiom.)
• RATDgG PXSPONSIBlIM PERFOLMANCE STANDARD
• —E+ VI. Relationship with Public/Public Communication services will be
Relations. considered effective when a
—E majority of the conditions have been
successfully fulfilled.
Plan.; organUas and maintains a. Contacts with the media are
—M+ training of anployeas in eonsactwith timely and credible.
—� epub1s4 either by phone or in
b. Publications are varied and
eonsistaisly UWZ-received by the
Ensures that an attitude and feeling dtisots
Of helPfulnea; courtesy, and
__B+ vLy to public perception exists a Fer.dbacA from the public and
in employees coming in contact wUh the compumtIty kadeership is
B the pmt posiam
-B, Establishes and maintains an image d City has good image with
of the City to the community that comparable organizations.
represcus scvkA vitality and
profesdonallsnL
Establishes and "wintaLw a liaison
U*h prUCIe non Zovrrnmaual
agendes, organizations and groups
iruwlved in areas of concern that
relate to sozdres or actiuisies of the
•
City.
Comments: Observations of Evaluators: (use this apace alio to indicate the impact upon the
to E= factor)
Sugrestiona for myrovement• (Specific area(s) that need strengthening
Commendations: (Area(s) of performance calling for praiselco==endation!
Comments of the O: (Responses to any of the evaluations/commentslsuuerdomdcommendations.)
RATING RE.S'ONSIBII= PERFORMANCE STANDARD
E+ VIL Intergovernmental Relations Intergovernmental relations will bl
considered effective when a
majority of the conditions have been
successfully fulfilled
Ma&aa&s mss of & Suffida:t activity With
M+ developments and plans in other Idocz and professtonal
jurLsdictions that may relate to or organisations
affect Ctty government .
�► Regarded as leodc by mrcnidpcl
Establishes and ma udns a liaison oficlals
wish other governmental
+ Jurisdictions in thou areas of se-ttee a Provides ecamples of good ideos
that improve or enhan4e the City's from other jwisdictions
progrnsns.
d Postfive relationship with
B- hfalntadns co ns with surmunding dries,
govowne tal jurisdictions with
which the Clay is invobaed or e. Good coopavtion with County
interfaces. and State agendes
[`1+mments: Ohsemlions of Evaluators: (use this space also to indicate the impact upon the
• Seek factor)
SliQeestions for Im;rovement: (Specific area(:) that need strengthening
Commendations: Urea(s) of perfwma= calling for praise/commendstion)
Comments of the CEO- allsponm to any of the evalustion t ommentalsuggestionaloommeadations.)
RATING ?X.SPONSIBzLxry PERFORMANCE STAlr'DARD
+ VIIL ProfessionaL?ersonal Professional and personal
Development competencies will be considered
._E effective when a majority of the
conditions have been successfully
fulfilled.
M+ �dai>ztairu aavarV&ess aria value of a. Arw%a,g=%ew techniques shoo
M brocdanin,g professional and esidencrs of b ovation,
parsonal developme" tmagtrw&on6 and dedstvcu,u
_M- Demonstrates Lmag&wjjw Synergetic techniques are
ka dership Laittattve , fosteT A
B+
Ability to build coheskwww in t Ver-bat communkcation is
__B Staff. conunendal l-
B- Dedshmness In Ieadership
performance
EffecdzwLess in verbal
communications.
•
Comments- Observations of Evaluators: (use this space also to indicate the impact upon the
teaffiwozk factor)
Sueees:ions for Improvement- (Specific area(s) that need strengthening)
Commendations- (Area(s) of performance calling for praiselcommendation)
Comments-of the •n- Oiesponses to any of the evaluations!comments/suggecdona/com,mendatione.)