Memo- City Manager Evaluation Process
. Administrative Services -
Office of the City Manager
Memorandum
To: Honorable Mayor and Members of the City Council
From: Steven C. Mielke, Hopkins City Manager ~
Date: August25,2000
Subject City Manager Evaluation Process
The council has asked that a discussion be held in August to start laying out a process
of evaluating my performance in preparation for next year's evaluation.
Time has been set-aside on the worksession for the discussion.
. Evaluations can be very formal or very informal, depending on the council's
preferences. But some items are essential to an effective evaluation.
At a minimum, there should be a review of past performance, a discussion of the
expectations for the coming year, and agreement on goals to strive for.
In addition, I would suggest that time be allocated for me to discuss my performance as
well as that of the council.
I have attached information from our Personnel policy manual to show how we
evaluate other personnel, as well as information from other sources on evaluating a
chief administrator.
I would expect that the discussion at the work session will include a timeline for the
coming year.
.
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
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ADMINISTRATIVE POLICY #8-B
PERFORMANCE APPRAISAL POLICY
TABLE OF CONTENTS
1. PURPOSE ..... ... ......... ...... ........ '" ..... .... .... ............. ........... .... ......... ............... ....... '" ... .............. ...... ..... ... ......... .... 1
2. PHll...OSOPHY ..................................................................,............................................................................... 1
3. PROCEDURES ..... ... ... ... .... .......... ............. ..... ......... ...... .... ...... '" .... ........ ... ................ ... ........... '" ........ ....... ... .....2
4. DEFINITIONS.. .... ............. ...... .....,................ .............. ........ ............. ........... ... .......... ._....... ..... ........... ......... '" ... 5
5. SUGGESTED EV ALUA TION TECHNIQUES. .......... ..................... .............. ................................. ..................9
6. SUGGESTED COUNSELING TECHNIQUES..... ............... ......... ......., .............. ........... ......... ...... ..... ..... ......... 10
.
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Administrative Policy Manual -- Chapter 8-B 1
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PERFORMANCE APPRAISAL POLICY - Revised. 6/15/98
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1. PURPOSE
1.01 It is the policy of the City of Hopkins to periodically evaluate or appraise the performance of
each employee. This policy is established to:
a. determine ways in which the employee's performance can be strengthened;
b. evaluate employee potential for future growth within the City, and to determine needed
training;
c. communicate expected performance for the next performance period; and
d. serve as a basis for salary action.
1.02 In addition to this set of regulations, employees may be subject to departmental regulations
and policies. The City Manager may also issue interim rules and guidelines.
1.03 The provisions of the City of Hopkins Performance Appraisal Policy are only general
guidelines, and nothing in these policies establishes a contract or promise of employment or
specific terms of employment between employees and the City.
1.04 Management reserves the right to make any changes at any time by adding to, deleting, or
changing any existing policy. Management may vary from these policies if, in its opinion,
. circumstances require.
2. PHILOSOPHY
2.01 The City of Hopkins is committed to the concept of supervisor and employee jointly
establishing performance goals at the beginning of each performance period. Scheduled
reviews during the performance period and a summary analysis at the end of the period
should provide:
a. direction toward the achievement of goals;
b. an indication of short-term and long-term development potential and requirements;
c. a basis for planning the following period's targets; and
d. a basis for appropriate salary adjustment.
2.02 The process also ensures that the supervisor and employee periodically communicate with
each other about:
a. the nature of the job;
b. positive as well as negative deviations from expectations, and appropriate actions that
might be taken;
c. relationships with citizens and other departments; and
. d. blockages and obstacles to satisfactory performance.
Administrative Policy Manual ~- Chapter 8-B 1
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PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. 2.03 The City of Hopkins' Performance Appraisal program is designed to focus on performance
in a fair and uniform fashion, unbiased as to race, age, sex, creed or national origin.
3. PROCEDURES
The following describes the procedure for conduct of the Performance Appraisal process:
3.01 Probationary Employees:
At the time of hire or shortly thereafter (maximum of 60 days for management and
professional employees) the supervisor and the new employee should jointly:
a. review the Job Description/Time Spent Profile for the employee's position;
b. identify the Critical Job Elements* in the job that defines the majority of job content;
c. establish the Standards of Performance* or Objectives. for each Critical Job Element
for the probationary period; and
d. agree to a periodic schedule for reviewing results achieved compared to Standards
and/or Objectives.
During the probationary period, the supervisor and employee should meet as scheduled, or
more often as necessary, to review results, agreeing to corrective actions which might be
needed. (Objectives might also be changed as a result of unforeseen occurrences, but such
changes should be limited.)
. Prior to the end of the probationary period, a formal review should take place, in which all
Objectives/Standards are evaluated. The purpose of this is to:
a. determine whether the employee has successfully completed the probationary period;
b. establish agreement as to the quality of performance;
c. determine knowledge and or skill areas that need refinement and agree on an action
plan; and
d. provide a basis for planning future performance.
e. provide a basis for salary adjustment, if appropriate.
A Performance Evaluation Form* is to be completed by the supervisor, signed by the
employee, and submitted to the City Manager, along with a Personnel Action Form, if
salary action is required.
* See Definitions following this section
3.02 Non-probationary Employees:
On an annual basis the supervisor and employee should go through a performance
planning session and formal review in which they:
a. review the Job Description/Time Spent Profile and Critical Job Elements, modifying
as necessary; and
b. establish Performance Standards/Objectives and appropriate review points for the
. following performance year.
Administrative Policy Manual -- Chapter 8-B 2
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. The formal review should:
a. establish agreement as to the quality of performance during the past year;
b. determine knowledge and or skill areas that need refinement and agree on an action
plan;
c. provide a basis for planning future performance; and
d. provide a basis for salary adjustment, if appropriate.
A Performance Evaluation Form will be completed by the supervisor, signed by the
employee, and submitted to the City Manager, along with a Personnel Action Form, if salary
action is required.
3.03 Transfers:
If an employee is transferred from one supervisor to another during the performance period,
the previous supervisor should complete a Performance Summary for the portion of the year
that the employee reported to them. The acquiring supervisor should take this data into
consideration when conducting the annual review. The employee's performance period and
anniversary date may be changed.
3.04 Promotion:
In the case of promotion, the employee's performance should be reviewed as of the date the
. promotion becomes effective. A salary action (prorated to the amount of the performance
year completed) may be taken, and combined with whatever promotional increase is
considered appropriate. The employee's performance period now is based on the date of the
promotion, and the planning/review process is carried out through this newly established
performance year.
3.05 New Supervisors
When a supervisor is promoted, or ceases to be employed by the City, there will be no
evaluations of that supervisor's employees until six months after a new supervisor has started.
The new supervisor shall make a reasonable effort to conduct evaluations of all employees
whose evaluations were due but not completed after the previous supervisor left the position.
Any step increases scheduled during the period when evaluations are not taking place, will be
made automatically without an evaluation. If an interim supervisor is appointed, this
supervisor may document performance but shall not conduct a performance evaluation.
Employees will be eligible for merit pay at the six month evaluation and at the next regularly
scheduled evaluation date.
.
Administrative Policy Manual u Chapter 8-B 3
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PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. 3.06 The Process
The performance appraisal process is the application of performance standards to past
performance. In appraising an employee, these are the basic levels of performance:
a) Unsatisfactory is that level of performance that consistently falls below the requirements
of the job. Most aspects of the employee's performance are below adequate standards.
Employee regularly violates work related behaviors.
b) Below Expectations is erratic performance that falls below the requirements of the job. It
does not mean that every aspect of the employee's performance is below adequate
standards but that, in general, the employee does not meet minimum expectations and
requirements.
c) Meets Expectations is that level of performance that is considered adequate to meet the
requirements of the job. Some day-to-day variation is to be expected and may range, on
occasion, from poor to very good. For the most part, however, meets expectations
represents satisfactory performance that would be neither consistently below nor superior
to what is necessary to do the job.
d) Exceeds Expectations is reserved for the employee who consistently surpasses standards
of adequate performance. Individuals who consistently do a good job should be rated
"meets expectations," not uexceeds expectations." An occasional instance of superior
performance is not sufficient justification for an "exceeds expectations" rating. 'tExceeds
expectationstl performance requires that the employee has consistently exceeded the
supervisor's expectations for adequate or "meets expectations" performance.
. 3.07 Review:
All performance appraisals should be reviewed by the supervisor of the employee who has
made the appraisal. Department Heads should review the appraisals made by the supervisors
in their department. The City Manager should review the appraisals made by the Department
Heads.
3.08 Appeal
If an employee disagrees with his/her rating and so indicates on the appraisal form, the
supervisor will inform the employee that he/she may appeal the appraisal to the Department
Head.
If an employee wishes to appeal, the appeal must be in writing and state the reasons for the
appeal and the points of disagreement. This appeal must be submitted within ten (10)
working days after the employee has signed the appraisal. The Department Head has ten (10)
working days to investigate the appeal and respond to the employee in writing of the findings.
.
Administrative Policy Manual -. Chapter 8-B 4
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. If the employee disagrees with the findings of the Department Head, or if the Department
Head was responsible for the original performance appraisal, the employee may appeal, in
writing within ten (l0) working days, to the City Manager, again stating the reasons for the
appeal. The City Manager will have ten (10) working days to respond in writing to the
employee. The City Manager's decision is final.
4. DEFINITIONS
4.01 Performance Evaluation Form
The Performance Evaluation Form consists of:
a. Personnel Data and Instructions
b. Identification of Critical Job Elements
c. Evaluation of Standards and Objectives
d. Work Related Behaviors worksheet
e. Overall Performance Rating
4.02 Critical Job Elements
Critical Job Elements describe the major elements of the position. (Typically three to five
areas, though more complex jobs may have more, and less complex jobs fewer.) For example,
the following might be Critical Job Elements for such jobs as:
. Secretary Police Officer
o typing o maintain/restore public order
o file maintenance o perform emergency service
o prepare for meetings o investigate crime
Park Supervisor Planner
o work planning/evaluation o review development plans
o supervise landscape maintenance o present reports to the Zoning and
o supervise parks, beach and Planning Commission & Council
grounds projects o provide information
.
Administrative Policy Manual -- Chapter 8-B 5
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. 4.03 Activities
Critical Job Elements are composed of Activities. Each Critical Job Element will group
major Activities into naturally related topics. For example, the following might be Activities
related to the CJEs specified:
Secretary
cm - Prepare for Meetings
Activities:
(1) Coordinate agenda items and information from department
(2) Draft tentative agenda
(3) Collect, assemble, and distribute information packets
Police Officer
cm - Investigate crime
Activities:
(1) Interview persons such as witnesses, victims, and specialists
(2) Interrogate suspects
. (3) Take sworn statements
(4) Conduct searches
(5) Photograph evidence
(6) Complete investigative reports
Park Supervisor
cm - Supervise parks, beach and grounds projects
Activities:
(1) Schedule personnel
(2) Schedule material
(3) Resolve problems
(4) Monitor progress
.
Administrative Policy Manual-- Chapter 8-B 6
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. Planner
CJE - Provide information
Activities:
(1) Provide general planning-related information to the public
(2) Respond to questions from citizens, developers, etc. on interpretation of the Zoning
ordinance.
(3) Provide information to other departments
4.04 Objectives
Objectives are specific, expected achievements whose accomplishment can be objectively
determined. Objectives typically relate to the completion of a project which has a finite time-
frame, and typically are related to changed methods of providing service, improvement in
operating procedures, innovations in service provision, problem resolution, or personal
growth and development.
The accomplishment of objectives may be measured in such terms as cost, quantity, quality,
and completion against deadlines. To be useful as a communications vehicle between
supervisor and employee, they must be:
a. relevant to the job at hand;
. b. realistic in terms of being able to be accomplished;
c. challenging; and
d. controllable by the employee.
Objectives are normally the chosen basis for performance appraisal for more varied and
complex positions, though occasionally objectives may be set to change the level of
performance in a critical job element typically measured by Performance Standards.
The following illustrate objectives for a variety of positions:
Secretary
CJE - Prepare for Meetings
Objectives:
(1) Utilize new computer system to produce agendas by March 1.
Police Officer
CJE - Investigate crime
Objectives:
(1) Reduce unsolved cases by 10% during the next year.
.
Administrative Policy Manual -- Chapter 8-B 7
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. Park Supervisor
CJE - Supervise parks, beach and grounds projects
Objectives:
(1) Train all employees on new automated trash collector by May 1
Planner
Activity - Provide general planning-related information to the public
Objectives:
(1) Prepare 3 newsletter articles concerning commonly asked questions during the next
year.
4.05 Performance Standards
Performance Standards are more appropriate for jobs characterized by routine and by limited
complexity. They tend to focus on the way the job is done, on a regular basis and over a long
period of time. Performance Standards change infrequently. They typically reflect the level
and nature of performance that is expected from a competent employee working at a normal
pace under usual daily circumstances.
Performance Standards should represent the important routine activities of the job. Like
Objectives, they may be measured by such factors as cost, quantity, quality, and the meeting
. of scheduled deadlines. Also, like Objectives, they must be job-relevant, specific, realistic,
challenging, and under the employee's control. Higher-level jobs may have certain routine
aspects, and if they are important, it is appropriate to set Performance Standards for them.
Illustrative Performance Standards follow:
SecretaI)'
CJE - Prepare for Meetings
Performance Standards:
(1) Distribute agendas two weeks prior to the meeting
Police Officer
CJE - Investigate crime
Performance Standards:
(1) Have initial report completed within 24 hours
.
Administrative Policy Manual -- Chapter 8-B 8
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PERFORMANCE APPRAISAL POLICY - Revised 6/15198
. Park Supervisor
CJE - Supervise parks, beach and grounds projects
Performance Standards:
(1) Have personnel schedule prepared by Monday morning
Planner
CJE - Provide information
Performance Standards:
(1) Make initial response to inquiries by end of working day
4.06 Work Related Behaviors
Work Related Behaviors consist of the basic behaviors that are expected of all employees.
The maximum rating in this section is Meets Expectation.
5. SUGGESTED EV ALUA nON TECHNIQUES
5.01 There are several guides that supervisors should following making their evaluation more
objective, accurate and subject to better reception by the employee:
. a. Communicate your expectations in advance.
b. Appraise performance for the entire period.
c. Keep the appraisal job related.
d. The employee must participate.
e. Avoid the "halo effect."
f. Use descriptive statements to support your evaluations.
1. Communicate your expectations in advance. Explain your expectations regarding the
employee's performance at the beginning of each review period. It would be highly
desirable to review the performance evaluation form with the employee and explain
how it will be used in evaluating performance in advance of the appraisal. No
employee can be expected to meet performance expectations or standards of which
he/she is not aware.
2. Appraise performance for the entire period. Since the appraisal period covers several
months, notations should be made by the supervisor routinely of significant incidents of
good and bad performance as they relate to each employee. These critical incidents can
highlight performance over the entire rating period and serve to support your
evaluations on the evaluation forms. You should be careful not to let the most recent
performance dominate your appraisal of an individual. It is the supervisor's
responsibility to make his/her employees aware that he/she has documented the
. incidents and inform them that such documentation is available for the employee to
review.
3. Keep the appraisal job related. Remember that you are evaluating the employee's
Administrative Policy Manual -- Chapter 8-B 9
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PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. performance of the job responsibilities. Don't let your attitude toward the individual or
hislher personal attitudes (that is e.g., personality, looks, age, seniority, etc.,) bias your
evaluation. Evaluate the individual's performance against the factors and standards on
the form in as objective a manner as possible.
4. The employee must participate. Having the employee participate in the appraisal
process provides the supervisor with an opportunity to learn and benefit, and improves
the resulting appraisal. Before the appraisal, have the employee fill out the Self-
Appraisal Form. Discuss this form with the employee. During the interview, the
supervisor may choose to alter his/her appraisal after the employee provides him/her
with additional information and insights regarding the employees performance.
5. Avoid the "halo effect". This is the tendency for a supervisor to allow the evaluation of
an employee's performance on one factor to unduly influence the rating on other
factors. No matter how important a particular factor may be, don't let it influence your
evaluation of the employee's performance on other factors. Ask yourself the question,
"Am I evaluating the employee's performance against each factor and standard, or am I
rating one factor nine times?"
6. Use descriptive statements to support your evaluations. Describe the performance on
which you base your evaluations rather than making judgmental comments about it,
especially if the performance is unsatisfactory. F or example, in evaluating an
employee's working relationship with others, rather than stating he/she is a tllousy
listener," describe the performance on which that judgment is based. Descriptive
. comments can communicate more useful information to the employee and are much
easier for him/her to accept than judgmental remarks.
6. SUGGESTED COUNSELING TECHNIQUES
6.01 The appraisal interview is the culmination of the evaluation process. The interchange
between supervisor and employee regarding the individual's performance and improvement
needs can be the most valuable aspect of the appraisal. The employee will certainly consider
the appraisal discussion to be of the highest importance since it concerns his/her performance
and progress with the City.
6.02 In preparing for this important interchange, a supervisor should benefit from the following
practices which both experience and research have proven useful:
a. Plan the appraisal interview in advance.
b. Set aside a time and place for the evaluation.
c. Listen to the employee during the interview.
d. Concentrate on using the evaluation to help the employee.
e. Don't surprise the employee.
f. Use the evaluation to plan for the future.
.
Administrative Policy Manual -- Chapter 8-B 10
"- -"
PERFORMANCE APPRAISAL POLICY - Revised 6/15/98
. L Plan the appraisal interview in advance. Define your objectives for the interview and
outline the key points you wish to cover. Allow the employee enough time to complete
and return the Self-Appraisal Form prior to the interview. Make sure that the
employee understands that the purpose of the appraisal is not to grant or withhold pay
raises, but to promote common understanding of the work objectives and to provide
the employee with feedback that the supervisor feels will be of benefit in his or her
personal growth and advancement with the City.
2. Set aside a time and place for the evaluation. Plan and schedule the interview for a
time and place which will give you and the employee privacy and allow your undivided
attention to be devoted to the subject.
3. Listen to the employee during the interview. Encourage the employee to speak his/her
mind concerning any portion of the appraisal which he/she feels is incorrect or unfair.
It is especially important to listen to the employee immediately after negative feedback
has been given. After receiving negative feedback, when it is judgmental rather than
descriptive, an employee will generally become defensive to some extent and need to
react and explain. Recognize this need and listen. The more the employee talks, the
more the defensiveness will diminish and he or she will be willing to look at the
situation more objectively and accept your evaluation.
4. Concentrate on using the evaluation to help the employee. Your attitude and interest
regarding the employee is more important than any counseling technique you might
use. If the employee sees that your prime objective is to help him or her to a better job,
. the appraisal is on its way to a successful result. If you put yourself in the role of a
judge and the employee is the defendant, the appraisal will, in all likelihood, be a waste
oftime.
5. Don't surprise the employee. The appraisal interview should not be the only time
during the period that you talk with the employee about his or her performance.
Appraisal, to be effective, must be continuous. The appraisal interview should be a re-
statement and summarizing of previous appraisals. Feedback, favorable or unfavorable,
about performance is more effective when it immediately follows the performance.
Don't wait until January to tell the employee he or she has been performing poorly on a
particular factor since July.
6. Use the evaluation to plan for the future. Together with the employee establish and
agree upon objectives for the next appraisal period.
6.03 The elements of a sound performance evaluation and counseling program have been provided
to the supervisors and employees. The prime factor in obtaining the best results of the
performance evaluation is the supervisor's fair, impartial and sincere desire to help the
employee grow and advance with the City. The performance evaluation process can either be
the key link: in the supervisor - employee relationship or it can be a periodic source of
irritation, depending on the way it is used. Periodic performance evaluation and counseling
is the very best method available in improving relationships with employees and helping them
to fulfill their needs for satisfactory recognition and growth.
. Established: 11/1189
Revised: 6/15/98
Administrative Policy Manual -- Chapter 8-B 11
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EVALUATING THE CITY MANAGER
Wednesday, June 16
3:30-4:45 p.m.
(Jim Brimeyer)
. The Brimeyer Group, Inc.
EXECUTIVE SEARCH CONSULTANTS
EV ALUATING THE CITY MANAGER 904 Mainstreel
Suite 205
Hopkins, MN 55343
I. Purpose of the Evaluation
II. Models for Evaluation
A. Traditional - Job Description
B. Traditional - Position
C. Governance Model
. D. Evaluation based on ExpectationsfResultslOutcomes
- With criteria and standards
ill, Who leads the discussion
IV. Process
A. Collecting the data
B. Summarizing the data
C. Presenting the data
D. Recording the results
V. Framework for next evaluation
.
(612) 945-0246 . fax (612) 945-0102
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..h,ch to a IU ri< . 0 d.gr.. el ther ~or de~l'"lC~ from ov.r~ll pe..form.nee.
C. Other fado"s to be considered ~hich a Hec t 1:0 ~ notic.able degr.e th. perfo..m.1nce , n this po sit ion.
O. S;Qn.f.cant chanQe~ in oe..fo..,..1nc. ~hich hue be.n not.d since hst ,..vi.....
-
~. Identify l(ey l"Us where pe rto r.DlnCe can be improHd.
n,. sa O1.rl:l~:S ...er.. di scussed during the re\li~.. confe...nce Yes No_
-
A plannod ~ pp"ol<:h to It l:I. i n improved performance ~~s 19..eed upon Y.s No
- -
Jj hol t edu<:olt ion, l:"lirling "r .x peri ence ~ould benefil: th IS e..ployu'
Ha ~ t his be. n discuss.d with the empLoy..7
G. Commen t o~ d i Herenc e" of api n ia~ <:ancernlng re.... i elM.
H. lOas tho Jab O.scr; pt ion ......... i .wed during the con1......nc:.?
Oesc.. i pt Ion , ~ cu....ent N.eds r"'.'Ji:sion Da t e to b. Revised
rh is i'V~t!:... co......rs p.rfo..mance for the pro.ious months. r-l...t sc h.du led i.'Yitw
5 UlIIl'" .. y E... ll"..t i on 0 t O....r.ll P...fo......ne.
I - V .. I - IV . I - ILl .. I - II .. I - I .. I
I I I I I I I [ I I
UNACCEi'rABlE r-lEEOS I MPROvE!il EN r 5;. r I 5FAC fORY EXCEEDS R'::~U I R E)I E.'1 rs oorSrANOlr-lG
Performance do.s nol: P.rform.nce n..d s im- P.rformane. meets ..e- Perfo..m.1lleo .xceeds p...for"anc. far ,,,coeds
m..t minimum iequire- proy.menl: to mul: r.- quir.m.nts for all ma- ,..qui"elftents fo" most, reou i ".iIIenh In aU
men t s for l:h. po, i- quir....nts for Inost lor lccountablliti.s. if no t all, mollor ilIaJar accountabilitl's
t ion. S i ~n ific&nt account.blli ti.". (!lay Rosu Lts are SoltlS~ ac<:ountab i lit i u. Re- and mosl:, if not aU.
improvemenl: is n.ed- be due to inexperi- hctory . suit", are more than r.lat.d p,rfOnlanc.
ed. Resuits lrll un- .nce.) R, ""I b ... ..e H. t i shcl:o..y. e..,taria. R.suLts ar,
. <:c ept.lb Le. l<:cephbLe bu t not durly and consist.ntly
,atisfactory. outstanding.
i S form W.1 s revi....d by and
( Emp Loyu ' s Initials)' (Appraiser's Slgnatu,.,) lOolte of Conferenco)
. I nit I & l, do no t necasu..i 11 indicolte employee's ag~ument or dis..gr.ement.
R....j.wed by and
(~PP"l'se") (Apprll '0'" s Sup.r...isor) (Date of R....i....)
nr.A St....n t~o_n Grou p .. -
Please place a check mark City Manager Please indicate if this form
for the rating you feel most Performance Evaluation is being completed by:
. appropriate in each category ~ Staff - Council
.. ..
C) III l:; s::
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A. POLICY
0 1. Understands the difference between policy
and administration
0 2. Assists in policy formulation without
exerting undue influence
0 3. Provides sound advice on policy matters
0 4. Carries out adopted policy effectively,
faithfully and in a timely manner
COMMENTS
B. PLANNING
. 0 1. Plans, organizes and supervises
implementation of on-going City programs
and services
0 2. Organizes program planning in a manner
that anticipates future needs and problems
and establishes common goals for adoption
by the City Council
0 3. Achieves goals set by or in conjunction with
the City Council
COMMENTS
C. AGENDAS
0 1. Prepares a sound agenda
0 2. Balances work flow from meeting to
meeting as much as possible
0 3. Prepares agendas that focus on policy-
making issues while keeping unnecessary
administrative matters off
0 4. Provides adequate back-up material
.
COMMENTS
-- -- - - --
Please place a check mark City Manager
for the rating you feel most Performance Evaluation
appropriate in each category .
+J +J
OJ ell s::: C
c E (1.1 'i; Cl)
0 ell o E :::: E c
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D. REPORTING
0 1. Provides reports in a comprehensive and
understandable manner
0 2. Provides appropriate information for
making sound policy decisions
COMMENTS
E. FISCAL MANAGEMENT
0 1. Presents realistic budget
0 2. Seeks efficiency and economy in all
programs
0 3. Presents budget in an understandable
fashion
0 4. Keeps City Council informed on fiscal .
matters
0 5. Administers the budget within adopted
limits
0 6. Instills in department heads and employees
a sense of efficiency and economy
COMMENTS
F. PERSONNEL
0 1. Demonstrates ability to recruit excellent
person nel
0 2. Demonstrates ability to retain excellent
personnel
0 3. Impartially administers the merit system
through evaluation
0 4. Maintains good relations with employee
organizations
0 5. Effectively represents city interests in
collective bargaining
0 6 Seeks to develop skills/abilities of
employees .
COMMENTS
Please place a check mark City Manager
for the rating you feel most Performance Evaluation
. appropriate in each category
.... ...
Cl CIl C C
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only ...
en q; z_ Zcn_ :::::I
D. REPORTING
,0 1. Provides reports in a comprehensive and
understandable manner
0 2. Provides appropriate information for
making sound policy decisions
COMMENTS
E. FISCAL MANAGEMENT
0 1. Presents realistic budget
0 2. Seeks efficiency and economy in all
programs
0 3. Presents budget in an understandable
I fashion
0 4. Keeps City Council informed on fiscal
matters
0 5. Administers the budget within adopted
limits
0 6. Instills in department heads and employees
a sense of efficiency and economy
COMMENTS
F. PERSONNEL
0 1. Demonstrates ability to recruit exceHent
personnel
0 2. Demonstrates ability to retain excellent
personnel
0 3. Impartially administers the merit system
through evaluation
0 4. Maintains good relations with employee
organizations
0 5. Effectively represents city interests in
collective bargaining
0 6. Seeks to develop skills/abilities of
employees
COMMENTS
Please place a check mark City Manager
for the rating you feel most Performance Evaluation
. appropriate in each category
(l)C -
C'I r:
r: E (I) ~ (I)
0 41 o E :;:; E r:
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G. SUPERVISION
0 1. Properly supervised Department Heads
0 2. Knows what is going on in various
departments
0 3. Encourages initiative in Department Heads
0 4. Conducts regular and meaningful
evaluations of Department Heads
0 5. Is available to all City employees
0 6. Keeps Department Heads informed of
Council policies
COMMENTS
. H. LEADERSHIP
0 1. Motivates others to accomplish goals
0 2. Delegates appropriate responsibilities to
other members of management team
0 3. Develops teamwork and cooperation
among staff
0 4. Has support of employees in decisions
0 5. Effectively evaluates performance of staff
COMMENTS
I. DEPARTMENT PERFORMANCE
0 1. Takes appropriate and timely steps to
improve departmental deficiencies
0 3. Obtains the greatest possible performance
from Department Heads and employees
0 4. Is aware of exceptional and/or unusually
productive administration personnel and
strives to have their accomplishments
recognized
0 5. Effectively represents city interests in
. collective bargaining
0 6. Seeks to develop skills/abilities of
employees
COMMENTS
Please place a check mark City Manager
for the rating you feel most Performance Evaluation
appropriate in each category .
..... .....
Cl l1I C t::
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J. COUNCIL RELATIONS
0 1. Assists Council members in resolving
problems administratively to avoid
unnecessary action at meetings
0 2. Deals with Council as a whole on policy
Issues
0 3. Demonstrates impartiality and maintains
appropriate relationships with individ ual
Council members
0 4. Is receptive to constructive criticism and
advice
0 5. Responds promptly to Council's inquiries
0 6. Maintains a balance between frankness
and diplomacy
COMMENTS
K. INTERGOVERNMENTAL RELATIONS .
0 1. Maintains good cooperative relations with:
0 a. Municipalities and School District
0 b. State and Federal agencies
0 c. State Legislators
0 d. Agencies contracting with or supported by
the City
COMMENTS
L. COMMUNITY RELATIONS
0 1. Viewed by the community as a person of
high integrity, ability and devotion to the city
0 2. Handles citizen's questions and/or
complaints promptly and effectively
0 3. Properly supports the city Council
0 4. Maintains good relations with the media;
provides accurate and timely information
0 5. Properly avoids politics and partnership
0 6. Creates a feeling of respect for City .
government within the community
COMMENTS
Please place a check mark City Manager
for the rating you feel most Performance Evaluation
appropriate in each category
. ... ...
en 111 c: c:
c E Q) iii Q)
0 Q) o E .. E c:
... ... UJ Q) C Q) 3:
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e Q) 111 C. Ql .a 0.. .:.:
only Q) ... "'C Q) E Ql :::::I E c
> (/) < z_ ZCI)_ ~
J. COUNCIL RELATIONS
'0 1. Assists Council members in resolving
problems administratively to avoid
. , unnecessary action at meetings
0 2. Deals with Council as a whole on policy
issues
0 3. Demonstrates impartiality and maintains
appropriate relationships with individual
Council members
0 4. Is receptive to constructive criticism and
advice
0 5. Responds promptly to Council's inquiries
0 6. Maintains a balance between frankness
and diplomacy
COMMENTS
. K. INTERGOVERNMENTAL RELATIONS
0 1. Maintains good cooperative relations with:
0 a. Municipalities and School District
0 b. State and Federal agencies
0 c. State Legislators
0 d. Agencies contracting with or supported by
the City
COMMENTS
L. COMMUNITY RELATIONS
0 1 . Viewed by the community as a person of
high integrity, ability and devotion to the city
0 2. Handles citizen's questions and/or
complaints promptly and effectively
0 3. Properfy supports the city Council
0 4. Maintains good relations with the media;
provides accurate and timely information
0 5. Properly avoids politics and partnership
0 6. Creates a feeling of respect for City
government within the community
COMMENTS
Please p[ace a check mark City Manager
for the rating you feel most Performance Evaluation
. appropriate in each category
.... ....
Ol Ql t: t:
t: E Ql (; ll./
0 Ql o E :;: E t:
... ... rn Ql c: C1I ~
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M. PROFESSIONAL REPUTATION
0 1. Well-respected by fellow managers
0 2. Represents City in professional
organizations
0 3. Seeks positive recognition for City by public
administration associations
0 4. Knowledgeable of current developments
affecting the management field
0 5. Strives to continue professional growth
COMMENTS
N. PERSONAL TRAITS
0 1. Controls emotions effectively in difficult
situations
0 2. Is creative in developing practical solutions
. to problems faced in the course of work
0 3. Is flexible in accepting and adjusting to
change
0 4. Has positive attitude
0 5. Demonstrates personal honesty and
frankness in day-to-day relationships
0 6. Seeks to improve own skills/knowledge
0 7. Completes work in an acceptable time
period
0 8. Performs work accurately
COMMENTS
During the coming year, what can the City Manager take the greatest pride in? What do you feel are his strongest
points and his finest accomplishments this year?
. What areas do you feel most need improvement? Why? Do you have any constructive, positive ideas how the
City Manager can improve these areas?
- -
City Manager
Performance Evaluation
Addendum .
Please feel free to make additional comments or identify concerns you may have
in areas not covered by this evaluation:
.
.
City Manager
Performance Evaluation
. Addendum
Please feel free to make additional comments or identify concerns you may have
in areas not covered by this evaluation:
.
.
.
-- .---- -----
'rhe Brin1eyer Group, Inc.
. EXECUTIVE SEARCH CONSULTANTS
904 Mainstreet
Suite 205
Hopkins, MN 55343
Evaluation of County Administrator
Explanations and Directions Perfonnance Evaluation as Team Building
..............................................................................................
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
A. Policy Board
. 1. Conduct annual assessments of performance of the County Administrator.
2. Respect the prerogatives of the County Administrator insofar as operational management function of
of the organization is concerned and the policy function of the Board.
3. Make assessments in general terms except in instances where specific
improvements are needed or when explicit commendations are due.
B. County Administrator
1. Accepts the prospects of annual evaluations.
2. Understands the scope and thrust of the evaluations.
3. Expects the evaluations to adhere to the established procedures for
evaluating the performance of the County Administrator.
Pre-Determined Perfonnance Standards
A performance standard is defIned as tbe condition that will exist when a responsibility or function is
successfully performed. It is essential that a performance standard be established for each of the eight major
areas of responsibility of the County Administrator. This is necessary in order to use the rating scale effectively.
Major Areas of Responsibility
Eight major areas of responsibility are identified as the basis upon which assessments are to be made.
Descriptions are provided under each to clarify the meaning and content of the area. However, the evaluation is
made of the major area.
.
(612) 945-0246 . fax 1612) 945-0102
- -- - --
~ -
.
APPRAISAL OF PERFORMANCE
Position:
.
Date:
.
Rating Symbols .
Three rating symbols are used to make the assessments as follows:
E = Exceeds Expectations (performance has been above reasonable expectations.)
M = Meets Expectations (Performance has attained a level of reasonable expectations.)
B = Below Expectations (performance has been below reasonable expectations.)
As indicated earlier, without more precise definition of the term "expectations" , it is possible that
ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of
performance standards is used.
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.
Major Areas of Responsibility
I. Organizational Management
II. Fiscal/Business Management .
III. Program Development and Follow-Through
IV. Relationship with the Board
V. Long-Range Planning
VI. Relationship with Public and Private Sector Organizations
VII. Interagency Relations
VIII. Professional/Personal Development
.
. Rating Symbols
Three rating symbols are used to make the assessments as follows:
E = Exceeds Expectations (performance has been above reasonable expectations.)
M = Meets Expectations (Performance has attained a level of reasonable expectations.)
B = Below Expectations (performance has been below reasonable expectations.)
As indicated earlier, without more precise definition of the term ~expectations". it is possible that
ambiguity will result in the use of the term. In order to help avoid this possibility, the concept of
performance standards is used.
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.
Major Areas of Responsibility
1. Organizational Management
. II. Fiscal/Business Management
III. Program Development and Follow-Through
IV. Relationship with the Board
V. Long-Range Planning
VI. Relationship with Public and Private Sector Organizations
VII. Interagency Relations
VIII. Professional/Personal Development
.
-- -- -- --
. Ratin~ Responsibility Performance Standard
--E L Organizational Management Organizational Management
will be considered effective when
----.M a majority of the conditions have
been successfully fulfilled:
---H
Plans and organizes the work a. Well qualified, promising persons
that goes into providing services are recruited and employed.
established by past and current b. Employees are appropriately
decisions of the Board. placed, contributing to a high
retention rate.
Plans and organizes work that c. Supervisory techniques
carries out policies adopted motivate high performance.
by the Board and developed d. Complaints to the Board are
by staff. not common.
e. The organization is aware
Evaluation and keeping up with of new trends in technology.
technology.
Selecting, leading, directing and
developing staff members.
Comments: Observations of Evaluators:
. (U se this space also to indicate the impact upon the teamwork factor)
Sug1!estions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
-- -- ----
Rating Responsibility Performance Standard .
E II. Fiscal/Business Management FiscallBusiness Management
will be considered effective
M when a majority of the
conditions have been success-
- B fully fulfil1ed:
Plans and organizes the prep- a. Budget preparation and
aration of an annual budget with management are thorough and
documentation, etc. that effective.
conforms to guidelines adopted b. Cost-effective measures are
by the Board. persistently pursued.
c. Financial reporting is timely
Plans, organizes and supervises and readily understandable.
most economic utilization of d. Physical facilities management
staff/materials/machinery . is efficient.
e. An adequate data base is established
Plans and organizes a system of and maintained.
reports for the Board that
provide most up-to-date data
available concerning expenditures
and revenue.
Plans and organizes maintenance of
facili ties /buildings! equipment.
Comments: Observations of Evaluators: .
(use this space also to indicate the impact upon the teamwork factor)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
. Ratinll Responsibility Performance Standard
E II. Fiscal/Business Management Piscal/Business Management
win be considered effective
M when a majority of the
conditions have been success-
B fully fulfilled:
Plans and organizes the prep- a. Budget preparation and
aration of an annual budget with management are thorough and
documentation, etc. that effective.
conforms to guidelines adopted b. Cost-effective measures are
by the Board. persistently pursued.
c. Financial reporting is timely
Plans, organizes and supervises and readily understandable.
most economic utilization of d. Physical facilities management
staff/materials/machinery . is efficient.
e. An adequate data base is established
Plans and organizes a system of and maintained.
reports for the Board that
provide most up-to-date data
available concerning expenditures
and revenue.
Plans and organizes maintenance of
. facilitieslbuildings/equipment.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SUlll:!'estions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
--
. Rating Responsibilitv Perfonnance Standard
E III. Program Development Program planning techniques
and procedures will be
M considered effective when a
majority of the conditions have
B been successfully fulfilled:
Plans and organizes on-going a. Ongoing programs and services
programs and services to the are fully responsive to the
organization. organization's needs.
b. Monitoring procedures are in
Plans and organizes work involved place and functioning well.
in researching program c. Measurable outcomes (to the
suggestions by Board and extent possible) are used to
staff and the reporting determine success in program
of the results of analysis. planning.
d. The County Administrator can be depended upon
Maintains knowledge of current to follow through.
and innovative trends in the e. Makes most effective use of available
area of services being provided Staff talent.
and incorporates that knowledge
in program suggestions and research.
Plans and organizes work assigned by
. the Board so that it is completed with
dispatch and efficiency.
Plans, organizes and supervises implementation
of programs adopted or approved by the Board.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
-- --- - -
Rating Responsibility Performance Standard .
E IV. Relationship with Board Relations with the Board will be
-
considered effective when a majority of the
conditions have been fulfilled
M
-
a. Materials, reports, presentations and
B recommendations are clearly and
-
convincingly made.
Maintains effective communi- b. Communications are made in a timely,
cations, both verbal and forthright, and open manner.
written, with the Board. c. Responses to requests are made promptly
and completely.
Maintains availability to the d. Recommendations appear to be thoroughly
Board either personally or researched.
through designated subordinates. e. Adequate information is provided to the
Board to make decisions.
Plans and organizes materials f. A system is in place to report to the
for presentations to the Board, Board current plans, activities, and events.
either verbally or written, in
the most concise. clear and
comprehensive manner possible.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
. Rating Responsibility Performance Standard
E IV. Relationship with Board Relations with the Board will be
considered effective when a majority of the
conditions have been fulfilled
M
a. Materials, reports, presentations and
B recommendations are clearly and
convincingly made.
Maintains effective communi ~ b. Communications are made in a timely,
cations, both verbal and forthright, and open manner.
written, with the Board. c. Responses to requests are made promptly
and completely,
Maintains availability to the d. Recommendations appear to be thoroughly
Board either personally or researched,
through designated subordinates. e. Adequate information is provided to the
Board to make decisions.
Plans and organizes materials f. A system is in place to report to the
for presentations to the Board, Board current plans, activities, and events.
either verbally or written, in
the most concise. clear and
comprehensive manner possible.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Suggestions for Improvement (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for pmise/commendation)
Comments from the County Administrator:
.
. Rating Responsibility Performance Standard
E V. Long Range Planning Strategic planning will be considered
effective when a majority of the conditions
- M have been successfully fulfilled:
B a. A wen constructed long-range (strategic)
plan is currently in operation.
b. Annual operational plans are carried out
Maintains a knowledge of new technologies c. An on-going monitoring process is in
systems, methods, etc. in relation to operation to attain quality assurance
services offered. in program and project implementation.
d. Program evaluation and personnel
Keeps the Board advised of new and evaluation are inter-related with the
impending legislation and developments strategic planning process.
in the area of public policy. e. A marketing strategy is developed and
monitored.
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 testing
centers or other jurisdictions that may
. have an impact on County activities.
Plans, organizes and maintains a process
for establishing goals to be approved
or adopted by the Board and monitoring
and status reporting.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SUl!gestions for Improvement: (Specific area(s) that need. strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
Rating Responsibilitv Performance Standard .
E VI. Relationship with Public/ Communication services will be considered
-
Public Relations effective when a majority of the conditions
M have been successfully fulfilled.
B a. Contacts with the media are timely and
-
credible.
b. Publications are varied and consistently
well-received by the citizens.
Plans, organizes and maintains training of
employees in contact with the public, either c. Feedback from the public and the
by phone or in person. community leadership is positive.
Establishes and maintains an image
to the community that represents
service, vitality and professionalism. d The County has a good image with comparable
organizations.
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 County.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork faclor)
.
SUi!['estions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
. Ratin~ Responsibilitv Performance Standard
E VI. Relationship with Public/ Communication services will be considered
Public Relations effective when a majority of the conditions
M have been successfully fulfilled.
B a. Contacts with the media are timely and
credible.
b. Publications are varied and consistently
well-received by the citizens.
Plans, organizes and maintains training of
employees in contact with the public, either c. Feedback from the public and the
by phone or in person. community leadership is positive.
Establishes and maintains an image
to the community that represents
service, vitality and professionalism. d The County has a good image with comparable
organizations.
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 County.
Comments; Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Sue:l!estions for ImpTOvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
-----
. Rating Responsibility Performance Standard
E VII. Interagency Relations Intergovernmental relations will be
M considered effective when a majority
of the conditions have been successfully
B fulfilled:
~
Maintains awareness of developments and a. Sufficient activity with professional
plans in other jurisdictions that may relate organizations.
to or affect the County. b. Regarded as leader by agency officials.
Establishes and maintains a liaison with c. Provides examples of good ideas from
other agencies in those areas of service other jurisdictions.
that improve or enhance the County's programs. d. Positive relationship with other
agencIes.
Maintains communications with govem- e. Good cooperation with cities,
mental jurisdictions with which the County counties, and state agencies.
is involved or interfaces. f. Good relationship with universities
and colleges.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Sug(!estions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of perfonnance calling for praise/commendation)
Comments from the County Administrator:
.
--
Rating Responsibility Performance Standard .
E VITI. Professional/Personal Professional and personal
Development competencies will be considered
M effective when a majority of the
conditions have been successfully
B ful filled.
Maintains awareness and value of a. Management techniques show evidences
broadening professional and personal of innovation, imagination and decisiveness.
development. b. Synergetic techniques are fostered.
c. Verbal communication is commendable.
Demonstrates imaginative leadership
initiatives.
Ability to build cohesiveness in Staff.
Decisiveness in leadership performance.
Effectiveness in verbal communications.
Comments; Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
. Rating Responsibilitv Performance Standard
E Vlll. Professional/Personal Professional and personal
Development competencies will be considered
M effective when a majority of the
conditions have been successfully
B ful filled.
Mainmins awareness and value of a. Management techniques sbow evidences
broadening professional and personal of innovation, imagination and decisiveness.
development. b. Synergetic techniques are fostered.
c. Verbal communication is commendable.
Demonstrates imaginative leadership
initiatives.
Ability to build cohesiveness in Staff.
Decisiveness in leadership performance.
Effectiveness in verbal communications.
Comments: Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
.
Suggestions for Improvement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the County Administrator:
.
- -- ---
THE POUCY iYL4KING ~~S11NG BOWL
. Based on John Carver) s i\-lodel of Governance
rrfEANS
he staff's domain.
. Concerned with what's
. Prudent
. Ethical
. Effective
COUNCIL PROCESS
. How the council connects with the
public and each other to determine
what's imporiant.
COUNCIL - STAFF RELATIONS
. Council established monitorinO'
b
systems to account for
. executive actions.
EXECUTIVE LIMIT A nONS
. Go 'til council says stop.
. Stated in the negative to limit
staff's practices, methods,
activities, circumstances.
ENDS
. \Vhat good?
. \Vhich people?
. What cost?
. DefInes the existence of
the oruanization
~
iYlISSION
. Briefest, broadest statement of
. what the city organization is
for, and how the world will be
different as a result.
.
TThe Brimeyer Group, Inc.
. EXECUTIVE SEARCH CONSULTANTS
904 Mainstreet
Suite 205
Hopkins, MN 55343
Country Administrator
Performance Evaluation
ORGANIZATIONAL MANAGEMENT
* Organizational concerns are at a minimum level.
FISCAL/BUSINESS MANAGEMENT
* Provide more information to the Board well in advance of discussions.
* Develop more options, alternatives for Board consideration.
PROGRAM DEVELOPMENT
. * Provide the history, conduct the research, develop the pertinent information and provide
options for the Board.
* Remain neutral on Board controversial issues, yet use necessary techniques to keep the
Board "out of trouble".
* Initiate a strategic planning process with Board and Department Heads. After issue
development, evaluate long range financial needs.
RELATIONSHIP WITH THE BOARD
* Make a county newsletter, issued on a regular basis, a high priority. Retain a consultant or
hire staff to assemble and publish.
* Provide the Board with a weekly update (not to exceed 1-2 pages); a summary of events
and activities.
* The Board would like options and the Administrator's preferred recommendations on
issues.
* Consult with Boardmembers, when appropriate, on issues that may be controversial without
being involved in the "political scene",
.
(612) 945-0246 . fax (612) 945-0102
--- -- --
.
-2- .
WNG RANGE PLANNING
* Assist the Board in developing a long term plan for personnel and equipment.
:+; Assist the Board in developing a policy for fund balances and a cash management plan.
RELATIONSHIP WITH PUBLIC/PUBLIC RELATIONS
* See note on Country Newsletter.
* Provide staff training on how to deal with the news media.
:+; Develop regular program for news releases.
INTERAGENCY RELATIONS
* Attempt to become more active with MICA organizations.
PERSONAL/PROFESSIONAL DEVELOPMENT .
:+; Be necessarily assertive on important issues and decisive in making presentations.
:+; Administrator's judgement is respected and valued by the Board.
.
. -2-
LONG RANGE PLANNING
* Assist the Board in developing a long term plan for personnel and equipment.
* Assist the Board in developing a policy for fund balances and a cash management plan.
RELATIONSHIP WITH PUBLICIPUBLIC RELATIONS
* See note on Country Newsletter.
* Provide staff training on how to deal with the news media.
* Develop regular program for news releases.
INTERAGENCY RELATIONS
* Attempt to become more active with MICA organizations.
. PERSONALIPROFESSIONAL DEVELOPMENT
* Be necessarily assertive on important issues and decisive in making presentations.
* Administrator's judgement is respected and valued by the Board.
.
- - -- - --
. Administrative Services -
Office of the City Manager
Memorandum
To: Honorable Mayor and Members of the City Council
From: Steven C. Mielke, Hopkins City Manager
Date: April 18, 2000
Subject: Response to April 11, 2000 Evaluation Summary
I want to thank the council for their time and effort to provide me with feedback on my
performance as Hopkins City Manager. The evaluation is an essential tool in assisting
both the Council and me to understand the perceptions and expectations of each other
as we go about the City's business.
.
As I reviewed the evaluation summary with Mayor Maxwell, he stressed the overall
feeling of satisfaction with my efforts and performance since the last evaluation in
April/May of last year. J appreciate that and want to express my appreciation for that
acknowledgement. The last 1 - 2 years has been stressful, filled with personal and
politicallandmines. I have strived to work through this period and avoid taking sides.
But the stress was there and we all were affected by it. My goal over the last six months
has been to keep my motivation up and to try to keep the organization from suffering
from the turmoil. I have also attempted to alter my style to match that of the "new"
council.
Let me respond to the points in the summary (attached);
1. Acknowledgement of accomplishments
. Development of action plan - mission, goals, priorities. This process is
one of the things I said I needed in order to be effective as a manager. I
have been pleased with the way the staff in the Managers office has
worked in order to keep this on task. It has been a lot of work and I have
expressed my appreciation to them for their efforts.
. Stalled discussion - communications. While this was in some ways a
. failure, it pointed out the need to change how we deal with each other and
highlighted the need for our current effort.
. . Resolution of Police Department issues. I couldn't be happier with the
way this has worked out. The change in leadership within the department
has caused a variety of good reactions. There were efforts and
discussions taking place prior to the change that helped to speed the
transition. The replacement process provided an opportunity for
significant involvement by many constituencies to help find the right type
of person for the job. And with the transition has come a more unified
department.
. Better agenda management. This continues to be a difficult issue, but
certainly I feel that a better job of juggling multiple priorities is being done.
. Staff delegation. 1 am perhaps too close to comment outside of a
generalization that I feel that staff is better following-up on delegated
tasks. The e-mail system has been helpful in my efforts to track progress
and coax me to follow-up. With the workload, I have been forced to do a
better jOb in this area.
. Transition to new council. I think the transition has gone well. I also
believe we have work to do. The expectations listed on the summary
indicate that we still have work to do in understanding expectations and
processes that will further help keep the transition smooth.
. 2. Clarity of my salary I bonus status
. The discussions of my salary and/or bonus were never committed to
paper. When Mayor Redepenning and I discussed this issue, I suggested
that the council consider awarding a bonus based upon a system similar
to a ten-point scale. In this system, the council would provide an incentive
to me that would be based upon a dollar amount both sides would be
comfortable with, coupled with stated goals and/or achievements. At the
l conclusion of the year, the council would determine what percentage of
the goals and/or expectations were met and then provide a bonus in
~( ;1/" proportion to the percentage of the goals met.
.' I
't'n. For example, if the bonus amount was set at $7,000 and 80 percent of the
n e,y.;, I
l'"' ) JlI,d~ goals were met, and then a bonus in the amount of $5,600 would be
u~ . . awarded (80% of $7000).
. I )
~ .....
Mayor Maxwell asked me to recall what the arrangement was; frankly I am
not sure if Mayor Redepenning and the council ever concluded the
discussion. Since there is nothing in writing to rely upon I would have to
leave this to the Council's discretion. I do believe that a bonus is
appropriate and I would consider it quite a compliment. I appreciate the
Councils consideration in this area.
. As to my salary, a more in depth discussion is necessary. For the past
few years, the only adjustment has been a cost of living adjustment.
. Unlike all the other employees of the City, I do not receive an automatic
step increase to recognize longevity and increased knowledge of the job.
All other city positions max out their salary range with in 8-10 years. I
currently am about two-thirds of the way through my range.
3. Full evaluation in August 2000. I would endorse this. My contract with the City
requires it and it is important. We should discuss this summer the manner in
which the council wishes to conduct the evaluation.
Expectations and/or discussion items prior to August:
1. Clarification of Council policy versus Administrative policy.
. Expectations of employees. If I understand this issue correctly, the
question is one of "how does the council handle perceived performance
issues by a department or an individual". I would enjoy a discussion
around this issue.
A major job of the council is to hear citizen/customer concerns and to
address them as necessary. But it is not the council's role to manage the
. staff by directing their efforts. I would ask that as the council sees or
hears of problems that they be directed to me. In aI/likelihood their will be
a second side to the story, either the customer is not being reasonable, or
there may be constraints on the staff to prevent the customer from getting
what they want, or, the complainant may not even be telling the truth.
After obtaining both sides I would be happy to report out the disposition of
the issue and then take appropriate action to correct the performance.
An equally important issue for me is the issue of disgruntled or
complaining employees. I need employees to know that internal issues
are to be resolved by the City Manager. If I do not respond or handle the
situation after they have talked with me, then fine a discussion with a
council member may be necessary. But it lessens my ability to do my job
when the employees perceive that they don't have to work through the
City Manager.
A final thought on this topic, the primary role of the council is to assure
customer service. A primary role for me is to assure that employees are
doing their job to provide that service. It is natural in a large organization
to have employees that feel they have been wronged in some way. They
need redress for their concerns. I ask that the council refer those
employees to me so that I can properly address them.
. It may be necessary for the council and I to talk about this at greater
length. If so, lets schedule time to discuss the council's perceptions as
well as mine. I will try not to get defensive (which is hard for me).
. . Employee and volunteer development, growth and retention. This issue
could go a long way in solving some of the longer standing frustrations
expressed by the council. The training of staff has not been as well
planned out, as I would like. A training program based upon perceived
needs from the council, department heads, and lCtopics of the day", may
result in increased satisfaction with the staff.
Similarly, the training and development of volunteers should be better
thought out. I would expect to work on this issue prior to August.
. Communications I Public Relations. The Council has expressed a desire
to have a discussion about this area of our services. I would expect a
discussion and action plan could be established before August as well.
.
.
. City of Hopkins
Performance Evaluation of City Manager by City Council
Results Summary
April 119 2000
Progress since last review~
I ) Acknowledgement of accomplishments, including:
a. Development of action plan regarding mission, goals and priorities, May 23, 1999
b. Stalled discussion resulted in some positive team-building and communication as well
as current focus groups/design team
c. Resolution of Police Department issues
d. Better agenda management
e. Sense that delegation of duties to staff has improved
f Excellent transition to new Council
2) Currently need clarity of Steve's salary / bonus status and status of previous review
3) Full evaluation in August, 2000
Expectations andlor discussion items prior to August~
. 1 ) Need clarification of Council Policy versus Administrative Policy
a. I low do our ex--pectations of Steve's employees differ from his expectations?
b. How do we know what they are?
c. How do we resolve differences?
2) Addressing employee and vohmteer development, growtb and retention
a. Assessing needs
b. Engaging hased on interest and potential
3) Communications / Public Relations
a. Expectations of Conncil-created position
b. ~I)arl~ ordinance and Public Relations
i!o~;""j
Activities to Prioritize:
inspections ~ED
Communications
Super Valu Expansion HOfk.l"t~ J!QIJJ'.t.
North Annex / AUiant Tech
Koss Paint Site
Citizens' Academy
. Application of Mission, Goals, etc.
Board & C01mnission Training