10/21/2003 - City Council Human Resources CommitteeAGENDA
PERSONNEL COMMITTEE MEETING
TUESDAY
OCTOBER 21, 2003
5:00 P.M.
CITY ADMINISTRATOR'S OFFICE
I. ROLL CALL
II. CITY ADMINISTRATOR'S PERFORMANCE
APPRAISAL
III. POSITION REPLACEMENT TEMPLATE
IV. OTHER BUSINESS
V. ADJOURNMENT
MEMO
city of eagan
TO: PERSONNEL COMMITTEE MEMBERS MAYOR GEAGAN
AND CITY COUNCMMEMBER CARLSON
FROM: CITY ADMINISTRATOR HEDGES
DATE: OCTOBER 15, 2003
SUBJECT: PERSONNEL COMMITTEE MEETING
A Personnel Committee Meeting is scheduled for Tuesday, October 21, 2003 at 5:00 p.m.
in the City Administrator's office. Two items to be reviewed at the Committee meeting
include the City Administrator's performance appraisal and review of a position
replacement template.
CITY ADMINISTRATOR'S PERFORMANCE APPRAISAL
The City Council in 2001 agreed to a policy that would review the City Administrator's
performance every other year, on the odd year calendar. The format that was developed by
the Personnel Committee and used by the Council as a whole in 2001 is attached on pages
through _13 for your review.
Performance reviews have been conducted for the City Administrator using various
review methodologies over the last fifteen (15) years. The most recent and formal
performance appraisal reviews were conducted on August 25, 1998 and August 22, 2001.
For a copy of the performance review used by the City Administrator with Department
Directors, refer to a copy enclosed on pages /_y throud 7 .
If the City Council would like a summary of the various tasks and work program for the
City Administrator, that can be provided as well as future goals as it relates to his office.
POSITION REPLACEMENT TEMPLATE
During the General Fund Budget review, there was discussion that a position replacement
template should be developed and used by the City Administrator to evaluate all positions
that are currently subject to a job freeze during 2003 and any other vacancies that may
occur in the future. The enclosed template, pages & through /f--, was developed by
Director of Human Resources Duffy and presented for consideration at a recent Senior
Management meeting.
I
There has been a long practice by the City Administrator to review every position vacancy
and determine whether the position should remain the same in terms of job
responsibilities, title and compensation. A recent case -in -point for a Senior Management
position was the elimination of the Assistant City Administrator position and the
recreation of the Director of Community Development position.
The Senior Management Team is planning to review the template one last time and the
City Administrator will use the data requested on the template in the evaluation of all
positions in the future, including those identified by the 2003 position freeze.
Thomas L. Hedges
City Administrator
MS
Eagan
City Administrator
FERTOR TANCE EVALUATION
2
EVALUATION OF CITY ADMINISTRATOR
Explanations and Directions
Evaluation as Team 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.
3. The roles each are to fulfill must be clearly indicated and accepted.
4. Responsibilities are matched with pre -determined standards of performance.
Definition of Roles
1. City Council
A. Conduct annual assessments of performance of the City Administrator.
B. Respect the prerogatives of the City Administrator insofar as operation management function of the organization is concerned
and the policy function of the Council.
C. Make assessments in general terms but also by using specific examples in instances where specific improvements are needed
or when explicit commendations are due.
2. City Administrator
A. Accepts the prospects of annual evaluation.
B. Understands the scope and thrust of the evaluations.
C. Expects the evaluations to adhere to the established procedures for evaluating the performance of the City Administrator.
D. Agrees to make the effort to implement results of the evaluation.
Pre -determined 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 City
Administrator. This is necessary in order to use the rating scale effectively.
Major Areas of Responsibility
It should be reiterated that in determining the appropriate level of expectations, actual performance must be measured in relation to the
indicated standard of performance. Eight major areas of responsibility serve as the basis upon which assessments are to be made.
Descriptors are provided under each to clarify the meaning and content of the area. However, the evaluation is made of the major
area.
Y
EIGHT MAJOR AREAS OF RESPONSIBILITY
I. Organizational Management
II. Fiscal/Business Management
III. Program Development and Follow-through
IV. Relationship with the Mayor/Council
V. Long Range Planning
VI. Relationship with Public/Public Relations
VII. Intergovernmental Relations
VIII. Professional/Personal Development
so,
I. ORGANIZATIONAL MANAGEMENT
Responsibility
• Plans and organizes the work that goes into providing services established by past and current decisions of the Council.
• Plans and organizes work that carries out policies adopted by the Council and developed by staff.
• Plans and organizes responses to public requests and complaints or areas of concern brought to the attention of staff .
• Evaluation and keeping up with current technology.
• Selecting, leading, directing and developing staff members.
Performance Standard
Organizational Management will be considered effective when a majority of the conditions have been successfully fulfilled.
I(a) The City Administrator will ensure that well qualified. promising persons are recruited and employed and that employees are
appropriately placed contributing to, a high retention rate by:
• Developing and utilizing appropriate Position Descriptions in the hiring process
• Identifying and searching multiple sources for candidates
• Using a competitive hiring process
• Having boards conduct interviews where appropriate
• Enlisting City Council assistance to fill department head vacancies
• Providing opportunities for city employees to "fill in" or temporarily hold positions of higher grade
• Obtaining ingut from other cityemployees re ardor* the hiring process.
Non -Applicable I Occasionally Sometimes I j I Frequently Regularly
I(b) The City Administrator ensures that supervisory techniques motivate high performance by:
• Encouraging and promoting leadership training opportunities for supervisors
• Insisting that supervisors follow the Union Contract and City Personnel Policy
• Encoura m* su ervisors to "walk -the -talk" and examine their own ces before judging other employees
Non -Applicable Occasionally racti
Sometimes Frequently Regular
I(c ) The City Administrator ensures citizen complaints are effectively resolved by:
• Appropriately staffing the organization to respond to citizens
• Providing Customer Service training to all employees
•
Developing and utilizin a Customer Contact Trackin S stem
Non -Applicable Occasionally Sometimes Frequently Re ularl
I(d) The City Administrator ensures the omanization is aware of new trends in technology by:
• Having the city actively participating in the LOGIS Consortium
• Personally serving on the LOGIS Board of Directors
• Providing department Administrators time and resources to explore new technologies in their respective areas i.e.
conference, trade shows, ublications etc.
Non -Applicable Occasionally Sometimes Fre
quently—n Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
53
II. FISCALBUSINESS MANAGEMENT
Responsibility
• Plans and organizes the preparation of an annual budget with documentation conforming to guidelines adopted by the Council.
• Plans, organizes and a seers the adopted a get wit -_ approve revenues an expen itures.
• Plans, organizes and supervises the most economic utilization of manpower, materials and machinery.
• Plans and organizes a system of reports providing the most up-to-date data available concerning expenditures and revenue.
Performance Standard
Fiscal/Business Management will be considered effective when a majority of the conditions have been successfully fulfilled.
II(a) The City Administrator ensures budget preparation and management are thorough and effective by:
• Preparing and publishing (verbally and/or written) budget preparation guidelines prior to budget preparation
• Conducting management reviews (Department Head meetings) to monitor budget milestone completion
• Obta' i ut from the City Council on their budget preparation r uirements
Non -Applicable I I j Occasionally I I I Sometimes I Frequently Regularly
II(b) The City Administrator ensures cost-effective measures are persistently pursued by:
• Conducting "Peer reviews" for all major financial requests
• Working with the City Council to review major consulting services and promote the six-year rotation of these services
• Keeping the City Council informed of major budget issues and obtaining council approval where appropriate or required
•
Utilizing co etitive hiddhigro when a riate
Non -Applicable Occasionally Sometimes ] Frequently Regularly
II(c) The City Administrator ensures financial reporting is timely and readily understandable by:
• Publishing monthly budget reports
• Distributing to the City Council quarterly reports on the City's investment status
•
HjELng an inde endent audit firm to review financial documentation
Non -Applicable Occasionally Sometimes Frequently Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
III. PROGRAM DEVELOPMENT AND FOLLOW-THROUGH
Responsibility
• Plans and organizes on-going programs and services to City government.
• Plans and organizes -work in researching program suggestions by Council and staff and the reporting of the results of analysis.
• Maintains knowledge of current and innovative trends in the area of services being provided by local governments, and incorporates
that knowledge in program suggestions and research.
• Plans and organizes work assigned by the Council so that it is completed with dispatch and efficiency.
• Plans, organizes and supervises implementation of programs adopted or approved by the Council.
Performance Standard
Program planning techniques and procedures will be considered effective when a majority of the conditions have been successfully
fulfilled.
III(a) The City Administrator ensures programs and services are fully responsive to the cii, `s needs by:
• Overseeing the development and implementation of an Operating Budget and Capitol Improvement Plan
• Overseeing the development of policies for most of the City's services and conducting public hearings to gain input
• Attending the majority of informational meetings to gather citizen input as to their needs
• Overseeing the development of a master list for citizen notification of major projects
• Re uirin that staff de artments have trackin systems for complaint and input management
Non -Applicable Occasionally Sometimes Frequently
Regularly
IH(b) The City Administrator monitors procedures to ensure that they are in place and functioning well by:
• Conducting bi-monthly status meetings with the three major Directors and other Division and Department Heads
• Reviewing status reports onspecific department projects and ans ecial ro'ects
Non -Applicable Occasionally Sometimes Frequent]
Regularly
I11(c) The City Administrator monitors procedures to ensure measures are in place to determine success in
program planning
• Utilizikv milestone tracking, to ensurero ram plans are accomplished on time
Non -Applicable I I Occasionally I Sometimes Fre uentl
Regularly
I11(d) The City Administrator can be depended upon to follow through by:
• Utilizing a personnel "To -Do" list to track accomplishment of tasks
• Documenting meeting agendas to drive accomplishment of tasks
• Utilizing milestone planning as a technique for project planning
Non -Applicable Occasionally Sometimes Frequently
j Regularly
III(e) The City Administrator will make the most effective use of available staff talent by:
• Reassigning individuals based on talents discovered through discussion and interviews
• Utilizing management reassignments within and between departments
• Uti_ linin romotions within the City staff
_
Non -Applicable I I Occasionally Sometimes Fre uentl
Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
0
IV. RELATIONSHIP WITH MAYOR AND CITY COUNCIL
Responsibility
• Maintains effective communication, both verbal and written, with Council.
• Maintains availability to Council, -either personally or through designated subordinates.
• Establishes and maintains a system of reporting to Council current plans and activities of the staff.
• Plans and organizes materials for presentations to the Council, either verbally or written, in the most concise, clear and
comprehensive manner possible.
Performance Standard
Relations with the Mayor and Council will be considered effective when a majority of the conditions have been successfully fulfilled.
IV(a) The City Administrator ensures that materials, reports, presentations and recommendations are clearly and convincingly made
by:
• Conducting a City Council preparation review meeting
• Overseeing the development of the City Council Information packet and reviewing memos to the council
• Conductingg informational workshops/work sessions with the City Council
Non -Applicable Occasionally Sometimes Frequently Regularly
IV(b) The City Administrator ensures that communications are made in a timely, forthright and open manner b`°:
• Utilizing an "Informative Memo" that is sent to the Council and Mayor on a weekly basis
• Providikg an "Informational packet"prior to the council meetin s
Non -Applicable Occasionally I I Sometimes I Fr uently Regularly
IV(c) The City Administrator will ensure that responses are made promptly and completely by:
• Having the staff determine the criticality of the response time or content and respond the same'day if considered critical
• For non-critical items, res 3onding to the re nests within the same or next da orb the time re nested
Non -Applicable Occasionally _—__ ] [ Sometimes Frequently Regularly
IV(d) The City Administrator ensures that recommendations appear to be thoroughly researched by:
• Utilizing a memo process/emails and internal routing sheets to document the research done by staff
• Utiliz' * staff to conduct research and review staff work products and conclusions
Non -Applicable I I Occasionally Sometimes__ 1-1 1 Frequently Regulate
W(e) The City Administrator ensures that adefivate information is provided to the Council to make decision by:
• Overseeing the development of the Council's "Information Packet"
• Providing direct information (Email/Telephone/Memo) to council members on "Hot Topics"
•
Directing Deartment Heads to contact council members
Non -Applicable Occasionally Sometimes I Fre uentl Re ularly
IV(f) The City Administrator ensures that a system is in place and utilized to report to Council current plans, activities and events of
the City by:
• Sending a weekly "Informative Memo" to all council members
• Providing Department status reports
• Providinp, a "Three -Month" calendar to each council member _
Non -Applicable _ 1 } Occasionally I Sometimes Fre uend Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
V. LONG RANGE PLANNING
Responsibility
• Maintains knowledge of new technologies, systems, methods, etc. in relation to City services.
• Keeps Council advised of new and impending legislation and developments in the area of public policy.
• Plans and organizes a process of program planning in anticipation of future needs and problems.
• Establishes and maintains an awareness of developments occurring within other cities/jurisdictions that may have an impact on City.
• Plans, organizes and maintains a process for assisting the Council in establishing community goals, including a process for
monitoring and reporting on the City's progress toward achieving those goals.
Performance Standard
Strategic planning will be considered effective when a majority of the conditions have been successfully fulfilled.
V(a) The City Administrator will ensure that a well -constructed long-range strategic plan is currently in pperation by:
• Retaining the services of facilitators for Council and Council -staff retreats
• Providing monthly updates on advances toward strategic objectives/goals update
•
Reviewing the strategic Ian with senior ement team members month)
Non -Applicable Occasional) mana Sometimes Frequently Regularly
V(b) The City Administrator will ensure that an gn-&&ng on-&&nmonitoring process is in operation to attain quality assurance in program
and project implementation by:
• Preparing quarterly summaries of developer surveys collected via Community Development
• Reviewing annual and seasonal program surveys of the Parks and Recreation Department
• Receiving reports from Public Works/Engineering and Maintenance/Police regarding citizen responses to snow removal, trail
maintenance and other programs
Non -Applicable I Occasionally Sometimes Frequently Regularly
V(c ) The City Administrator will ensure that program evaluation and personnel evaluation are interrelated with the strategic planning
rp ocess by:
• Holding monthly Senior Management retreats to discuss program evaluation
• Holding ongoing meetings with all staff regarding goals, programs and the strategic plan
• Establishing a personnel evaluation that connects performance to work programs/goals initiatives
• Providing information so the Personnel committee can approve the process/City Council's performance review of City
Administrator
FRo—n-Applicable Occasional) Sometimes Fre uentl Regularly
V(d) The City Administrator will ensure that legislative knowledge is current and complete by:
• Retaining the professional services, for specific subjects, of consultants/lobbyists to represent the city's interests
• Serving as a member of the Association of Metropolitan Municipalities, League of Minnesota Cities and the Municipal
Legislative Commission
• Having re alarmonthl ) contact with the Ci 's le islative dele ation
Non -A licable Occasionally Sometimes I Fre uentl Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
/90
VI. RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS
Responsibility
• Plans, organizes and maintains training of employees who have primary responsibility for contact with the public.
• Ensures that an attitude and feeling of helpfulness, courtesy and sensitivity to public perception exists in employees coming in
contact with the public.
• Establishes and maintains an image of the City to the community that represents service, vitality and professionalism
• Establishes and maintains a liaison with private non-governmental agencies, organizations and groups involved in areas of concern
that relate to services or activities of the City.
Performance Standard
Communication services will be considered effective when a majority of the conditions have been successfully fulfilled.
VI(a) The City Administrator will ensure that contacts with the media are timely and, credible by:
• Providing same-day responses to inquiries from the media
• Working closely with the Communications Coordinator to develop a clear, consistent unified message on strategic objectives
•
Providing quotes to media sources that reflect facts and actions of the City that strictly adheres to the ICMA Code of Ethics
Non -Applicable I I Occasionally j I Sometimes I I I Fre uentl [Regularly
VI(b) The City Administrator will ensure that publications are varied and professionally presented and focused on the citizens by:
• Directing the creation and distribution of the Eagan Resident Newsletter, the Eagan Business News and other publications
• Preparing an annual Communications Plan that reflects the dynamic needs of the Eagan community
• Providing feedback from Council and members of the community regarding publications with the Communications
Coordinator
Non -Applicable Occasionally, j f Sometimes Frequently Regularly
VI(c ) The City Administrator will strive for a strong and positive relationship with surrounding cities, and facilitate good cooperation
with County and State agencies by:
• Serving as an active member in professional community -related organizations like the Rotary Club, the Eagan Foundation,
and the Chamber of Commerce.
• Maintaining healthy partnerships with city neighbors e.g. Rosemount (dispatch services), Inver Grove Heights (Joint Powers
Agreement — utilities), Burnsville (telecommunications, recycling and communications) and Dakota County
• Working with County, State and Federal agencies as partners e.g. highway and road improvements, transit options, parks
systems, lead a ency for ro'ects
Non -Applicable Occasionally- [ Sometimes Fre uentl Regularly
VI(d) The City Administrator will ensure that the City solicits and uses feedback from the public by:
+ Providing communication opportunities to contact the city e.g. website, email, phone, Open House.
• Holding public meetings or community meetings to solicit citizen input in major Council actions
+
Facilitating the development of task forces or committees for long-term projects
_ + Atten ' listenin sessions prior to Council meetings and rovidin necessar follow -upas directed by the Council
Non -Applicable Occasionally Sometimes Fre uentl Regularly77
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
VII. INTERGOVERNMENTAL RELATIONS
Responsibility
• Maintains awareness of developments and plans in other jurisdictions that may relate to or affect City governments.
• Establishes and maintains a liaison with other governmental jurisdictions in those areas of service that improve or enhance the City's
programs.
• Maintains communications with governmental jurisdictions with which the City is involved or has interaction.
Performance Standard
Intergovernmental relations will be considered effective when a majority of the conditions have been successfully fulfilled.
VII(a) The City Administrator will participate in sufficient activiry with municipal and _ Professional organizations by:
• Attending local and national conferences of major professional organizations
• Participating as a member of the following municipal and professional organizations e.g. International City/County Managers
Association, Minnesota City/County Managers Association, National League of Cities, League of Minnesota Cities,
Association for Metropolitan Municipalities, Municipal Legislative Commission, Dakota County Managers Association,
Dakota County Mayor -Manager Breakfast meetings
Non -Applicable I Occasionally Sometimes Frequently Regularly
VII(b) The City Administrator will strive to be regarded as a leader by municipal officials by:
• Serving in leadership positions as time permits in the aforementioned municipal and professional organizations
• Walkin the walk and bem' an example of that kind of leaders hi that the community would reco e
Nom -Applicable I IOccasionally I I I Sometimes I I Frequently Regularly
VII(c ) The City Administrator will ensure that current examples of best practices from other jurisdictions are made available by:
• Maintaining regular contact with other jurisdictions through the aforementioned municipal and professional organizations
• Iincludin this information in A enda Information Memos quarterly and other research re uested by the Council
Non -Applicable I I Occasionally Sometimes Fre uently Regularly
VII(d) The City Administrator will strengthen mutual understanding and relationships with the State Legislature by:
• Retaining the professional services of lobbyists as needed
• Providing information to the delegation of state elected officials regarding major community needs, events, developments,
etc.
Non -Applicable Occasionally Sometimes Frequently Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
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VIII. PROFESSIONAL/PERSONAL DEVELOPMENT
Responsibility
• Maintains awareness and value of broadening professional and personal development.
• Demonstrates imaginative leadership initiatives.
• Ability to build cohesiveness in staff.
• Decisiveness in leadership performance.
• Effectiveness in verbal communications.
Performance Standard
Professional and personal competencies will be considered effective when a majority of the conditions have been successfully
fulfilled.
VIII(a) The City Administrator will ensure that management techniques show evidence of innovation imagination and decisiveness
and continuous professional personal growth is demonstrated by:
• Participating in Executive Leadership Programs and providing similar opportunities to City Staff members
• Reading professional publications on a regular and sharing pertinent articles with Council or staff as needed
Non -A licable Occasionally Sometimes 1 j FFrequently = I Regularly
Comments: (Observations of Evaluators)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
1-3
CITY OF EAGAN
EMPLOYEE PERFORMANCE REVIEW
Name: [Click and enter text]
Position Title: [Click and enter text]
Department: [Click and enter text]
Evaluation Period From: [Click and enter text]
Reviewed By: [Click and enter text]
❑ Probationary Review
PURPOSE
To: [Click and enter text]
Date of Review: [Click and enter text]
❑ Annual Review
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:
• Facilitate continuous, two-way communication between employee and supervisor as a
shared responsibility.
• Review employee performance in relation to City and department goals and
expectations.
i Recognize achievements, accomplishments and contributions of employees.
0 Identify areas for employee training and development.
Provide a basis for planning future performance.
0 Identify and correct performance problems.
/V
REVIEWOF HIGHLIGHTS
ACCOMPLISHMENTS:
[Click and enter text]
S'T'RENGTHS:
[Click and enter text]
OPPORTUNITIES FOR IMPROVEMENT:
[Click and enter text]
EMPLOYEE PLANNING
-Planning Period-From- [Click and enter. text]--_ - _ . To:_[Click. and enter text]_
The employee and supervisor should work together to develop goals for the planning period
listed. Make the goals as specific and concrete as possible. The comment section should
state whether or not the goal was accomplished and how well. If a goal is not accomplished
the reason should also be noted.
GOAL:
Comments: [Click and enter text]
Completion Date: [Click and enter text]
GOAL:
Comments: [Click and enter text]
Completion Date: [Click and enter text]
GOAL:
Comments: [Click and enter text]
Completion Date: [Click and enter text]
GOAL:
Comments: [Click and enter text]
Completion Date: [Click and enter text]
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SUMMARY EVALUATION
OVERALL PERFORMANCE COMMENTS:
[Click and enter text]
❑Unsatisfactory Performance. A work plan for improvement has ❑Fully Qualified Performance
been developed and is attached.
SIGNATURES
Employee:—_ Date:
(Signature by employee indicates only that appraisal has been reviewed with the
employee.)
Employee Comments (optional):
Supervisor: Date:
Department Head: Date:
Director of Human Resources: Date:
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DRAFT 3
VACANCY EVALUATION FORM
Upon resignation/retirement of a regular employee:
a. The Department Head will meet with the employee's supervisors to
review the position;
b. The Department Head and City Administrator will meet to evaluate the
position and potential alternatives for replacement, if any; and
C. If appropriate, the position will be reviewed with the senior management
team.
Each vacant position will be reviewed to determine if the position should be:
a. Eliminated
b. Modified, separately from other positions in department
C. Made part of a department reorganization
d. Reallocated to another area of the City, separately or as part of a
multi -departmental reorganization
e. Replaced as is
f. Other
The following template shall be used as a tool for analyzing, evaluating, and
formulating recommendations for the future -of any vacant position.
POSITION TITLE:
DEPARTMENT:
1. Essential Position Functions:
2. Number of like positions in department:
3. Describe the service impacts of not replacing the position.
4. Identify the pros and cons of not replacing the position
PROS:
CONS:
5. What would the department do if the position was not replaced?
Describe the plan of action.
6. Identify the financial ramifications of not replacing the position. (Salary
savings, vehicle reductions, etc...)
7. Alternatives which could be considered and pros and cons of each
a.
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c.
�I
Final Recommendation:
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