10-09-2012 Q 1:� ,
:.s •
. {t
City of
v1J GEWATER
October 5, 2012
-PUBLIC NOTICE
The Evaluation Committee will meet on Tuesday. October 9, 2012 at 1:00 p.m. in the
City Hall Conference Room.
1) Approval of Minutes—October 2,2012
2) Review evaluation forms for the same position.
3) Identify specific evaluation criteria
******Please bring the packet provided to you for the October 2, 2012 meeting*******
Pursuant to Chapter 286, FS., if an individual decides to appeal any decision made with respect to any matter
considered at a meeting or hearing, that individual will need a record of the proceedings and will need to ensure that a
verbatim record of the proceedings is made. The City does not prepare or provide such record.
In accordance with the Americans with Disabilities Act, persons needing assistance to participate in any of these
proceedings should contact City Clerk Bonnie Wenzel, 104 N. Riverside Drive, Edgewater, Florida, telephone number
386-424-2400 ext #1102, 5 days prior to the meeting date. If you are hearing or voice impaired, contact the relay
operator at 1-800-955-8771.
4
EVALUATION PROCESS COMMITTEE
REGULAR MEETING
OCTOBER 2 , 2012
1 : 00 P.M.
CITY HALL CONFERENCE ROOM
MINUTES
The meeting started at 1: 00 p.m.
Committee members present were: City Manager Tracey Barlow, City
Clerk Bonnie Wenzel, Personnel Director Donna Looney, Councilwoman
Gigi Bennington, and Councilman Gene Emter.
Councilman Emter provided an overall synopsis of where they might go
•
to the Committee. He spoke of identifying the purposes, major
areas, format and timeline at this meeting which could be collated and
prepared for the next meeting where they would establish the process
as well as look over specific evaluation sheets and identify specific
evaluation criteria. Once that is done it is a matter of reviewing
the whole thing, sending it to Council for ideas, thoughts and
suggestions and if there are any, review and incorporate and go for
the adoption.
City Manager Barlow informed the Committee he had a meeting in the
City Hall Conference Room at 2: 00 p.m. with the County on the
Southeast Service Area and suggested they schedule the Committee' s
next meeting at 1: 55 p.m.
Councilman Emter spoke of identifying a record keeper. City Clerk
Wenzel informed him it would be Deputy City Clerk Lisa Bloomer.
Councilman Emter suggested they identify the purpose of an evaluation.
City Manager Barlow spoke of since he has been here the sole purpose
has been to evaluate past performance of the Charter officers and
there hadn't been a great deal put into establishing future goals.
Councilwoman Bennington felt the goals provided by Council to the City
Manager and how he met them were an evaluation in effect. City
Manager Barlow pointed out there was nothing identified for an
individual person. Councilwoman Bennington felt the goals were
establishing what the Council expected him to accomplish.
Councilman Emter felt there were more elements than that particular
list that might come into play.
Personnel Director Looney referred to the document entitled "Purpose
of Evaluations", which she found on a website. She further identified
what else was included in the packet, which she compiled, based on the
list in Councilman Emter' s e-mail .
1
Evaluation Process Committee
October 2, 2012
9 �
City Manager Barlow commented on his present agreement with the City
by identifying his duties were defined in the City Charter.
Councilman Emter asked if there would be any items on the "Purpose of
Evaluations" that they would want to exclude. Ms. Looney asked if
they wanted to separate the City Manager' s and City Clerk' s format to
be handled differently. Councilman Emter felt they were different
positions that should be treated differently although there could be
some overlapping.
City Manager Barlow identified both of the evaluation forms as they
exist today are pretty global and if they get more defined as to the
roles and responsibilities of each one of the positions, they would
definitely have to have different evaluation forms. Neither City
Manager Barlow nor City Clerk Wenzel had a problem with anything
identified in the "Purpose of Evaluations".
Councilman Emter asked if they wanted to adopt the list as an
established purpose. City Clerk Wenzel informed him they couldn't
adopt anything and that Council had to. Councilman Emter stated he
was talking about within the Committee because everything goes to
Council. City Manager Barlow had no problem making this a
recommendation to Council.
Councilman Emter felt different evaluations have different formats,
different scales, and different concepts. He asked if they had any
thoughts on those.
City Manager Barlow has found working with previous Councils' if they
get too cumbersome or complex, he was concerned they wouldn't be
completed. They had to be purposeful to give good communication to
himself and City Clerk Wenzel of their past performance, some areas
looking for improvements and some personal or overall goals going
forward. There had to be a balance. He spoke of encouraging the
Council to include narratives as well as have an evaluation scale.
There was discussion regarding the performance review forms and
evaluation forms from Daytona Beach and Ormond Beach and ways they
could be changed to be specific to Edgewater.
Councilman Emter explained he had not planned to look at these at this
time and wanted to go through some of the other stuff and then come
back and plug in the specifics. He suggested they come back at the
next meeting with some notes as to preferences and avoidances .
Councilman Emter stated when he sent the agenda out, Deputy City Clerk
Bloomer sent him an e-mail informing him he could not send an e-mail
to the other Board members and could not communicate with the Board
members and he thought he was communicating properly through City e-
2
Evaluation Process Committee
October 2, 2012
4
mail, which was all public information. He asked why that couldn't
happen. City Clerk Wenzel informed him the Sunshine law prohibits any
correspondence, written or oral, between board members, Council
members and Committee members. City Manager Barlow stated it wasn' t
in a public noticed meeting. The meeting can occur but what he
communicated was outside a public noticed meeting. It insights an
opportunity for Councilwoman Bennington or one of the other Council
people to reply and communicate back their ideas, which is a violation
of the Sunshine Law. City Clerk Wenzel informed Councilman Emter the
Sunshine Law and public records law were two very separate things.
The e-mails are public record but have nothing to do with the Sunshine
Law.
Councilman Emter stated he did an agenda for the next three meetings.
City Clerk Wenzel informed him that needed to be done through Deputy
City Clerk Bloomer. A Committee member can' t do the agenda. City
Manager Barlow informed him any correspondence to be placed on the
next agenda should be sent to Deputy City Clerk Bloomer. Councilman
Emter felt if there was any communication that might be the way to
deal with it. City Clerk Wenzel informed him it would have to be that
way. Councilman Emter stated all he wanted to do was get some ground
rules. City Manager Barlow explained that the City staff that is on
the Committee could not communicate about anything that could
potentially be discussed at a meeting due to now falling under the
Sunshine Law. City Clerk Wenzel informed him because this is coming
back to Council, the Committee can' t discuss it with the Council until
it goes on their agenda unless they are at a public meeting.
Councilman Emter felt this was a total, ignorant waste of government.
He agreed to go through Deputy City Clerk Bloomer if he had any
communication.
The Committee decided to review the job descriptions for she City
Clerk and City Manager and identify the format at the next meeting.
Councilman Emter commented on having a three-part, four-part, and
five-part scale. He liked a five-part scale. Councilwoman Bennington
liked the five-part scale. City Manager Barlow identified Edgewater
currently had a four-part scale. He personally didn't like non
applicable or non observant. He spoke of in the future new
Councilmembers being provided with the performance evaluation.
Councilwoman Bennington felt because the two jobs were different that
they should have two separate forms, job specific. Councilman Emter
and Personnel Director Looney agreed.
There was a unanimous decision of the Committee to go with the five-
part scale.
Personnel Director Looney pointed out what time of year the City
Manager and City Clerk are evaluated was identified in their contracts
3
Evaluation Process Committee
October 2, 2012
as annually, at the end of each fiscal year. City Manager Barlow
identified traditionally they had been doing them in January but felt
that should be something they change by going back to the October
meeting when they are distributed. He also pointed out during an
Election year, they could potentially have three new Councilmembers.
Councilwoman Bennington suggested they be given out in September and
due by the end of October. Councilman Emter felt what was more
appropriate was to give them a week to be returned and if they aren' t
back. City Clerk Wenzel informed him there was nothing they could do.
Councilman Emter felt there should be. He further spoke of Council
adopting procedures .
Councilwoman Bennington suggested they be given out in September, due
back by the first meeting in October. Any that were not turned in
could be identified during the City Clerk' s report.
City Manager Barlow spoke of the Personnel Director distributing them
at the September meeting to be returned prior to the agenda closing
for October and then in October the Personnel Director would give a
report on the evaluations.
City Clerk Wenzel pointed out they were currently only having one
meeting a month and that they should specify the first or second
meeting should they go back to two meetings a month. City Manager
Barlow spoke of them being handed out at the first meeting in
September with a report at the first meeting in October. Councilwoman
Bennington felt it could be publicly stated who didn' t turn them in.
Personnel Director Looney asked if they would be reviewed at the
Council meeting. City Manager Barlow commented on where they were at
by describing that at the October meeting, Personnel Director Looney
would present on it and Council would have to reconcile the goals
established for the City Clerk and City Manager, because of having to
be done in a public forum, which would take them into their next
evaluation period.
Councilman Emter asked if there was such a thing as an executive
session to discuss personnel. Personnel Director Looney referred to
the City of Klamath Falls Performance Evaluation for the City Manager
with regard to the Mayor and Council meeting in an executive session
with the City Manager to discuss the evaluation. After being
dismissed, the Mayor and Council would discuss the performance of the
City Manager. City Clerk Wenzel didn't think they could do an
executive session for that and that it was strictly for litigation.
There was a discussion regarding each of the Councilmembers meeting
with the City Manager or City Clerk one on one to discuss their
evaluations. City Manager Barlow stated they could but there was no
way without being a conduit to have the collective goals but they
could go over the evaluation.
4
Evaluation Process Committee
October 2, 2012
Councilwoman Bennington commented on meeting with each one of them
before she gives it to them so they know what is going in there prior
to it. She felt that would be the easiest way. Personnel Director
Looney stated she would still do an agenda request with the tabulation
of all of them for the meeting.
Councilman Emter felt in terms of the process, recognizing that no one
has to or not have to meet with them individually. They turn them
into Personnel Director Looney and she compiles. He questioned how
she would compile. City Manager Barlow informed him average score.
Councilman Emter commented on some places using a compilation of
average scores and some places using identified scores.
City Manager Barlow pointed out Personnel Director Looney' s summary
would be an average but he and City Clerk Wenzel as well as the
Council would still receive the individual evaluations .
Councilman Emter questioned where all of the comments would get
compiled if at all. City Manager Barlow informed him they don' t
compile them. Councilwoman Bennington didn' t want her personal
comments going out at a public meeting. She didn't mind that they
were public record but she didn't want to put it out there. City
Manager Barlow informed her if that was the majority of the Council
they wouldn't have to.
Councilman Emter stated when the compilation comes out, the public
aspect to it will be only the scores and any identified goals that
were there he felt would be a different process.
There was further discussion regarding the goals of the City being
different from the performance goals.
Councilman Emter summarized the previous discussion with regard to the
evaluation process.
City Manager Barlow suggested if any Councilmember wanted to look
through all the evaluation comments, they could schedule a time with
the Personnel Director to review them.
Councilman Emter asked how much time they needed to establish before
the meeting, between the time the Personnel Director gets them and for
compilation and the meeting itself. City Manager Barlow informed him
a week and a half.
There was further discussion regarding the Personnel Director needing
time to do the compilation and tabulation before the agenda closes.
Councilman Emter suggested Personnel Director Looney and Deputy City
Clerk Bloomer work out a date schedule for the whole process. City
5
Evaluation Process Committee
October 2, 2012
Manager Barlow informed him Personnel Director Looney could do the
date schedule and provide it to Deputy City Clerk Bloomer for the next
meeting.
City Manager Barlow presented a summary by describing the evaluation
forms would be distributed at the first meeting in September to be
returned one day prior to agenda cutoff for the first meeting in
October, which would not be date specific. Then the Personnel
Director would present average scores and it would be put on the first
meeting in October that the Personnel would discuss average, aggregate
score for the evaluation of the City Manager and City Clerk and work
with the City Council to reconcile any performance goals of the City
Manager and City Clerk. The City Manager will reconcile City goals
with the City Council. It would have to be two separate agenda items,
City Manager' s evaluation and City Clerk' s evaluation.
Councilwoman Bennington didn' t think they would see very many
Councilmembers that would take the time to go check what the other
ones wrote. City Manager Barlow informed her it was nice to have that
opportunity if they want it.
City Clerk Wenzel spoke of Councilwoman Bennington being in a lot and
talking to her and City Manager Barlow.
Councilman Emter spoke of establishing a timeline and they would be
looking at the evaluations they have. He also wanted to include the
TPO. He then confirmed they would be reviewing existing evaluation
forms for the same positions but it would be two separate positions .
They are also talking about evaluations and goals.
Councilman Emter felt it would be good to go through the evaluation
forms they have and mark what they think would be appropriate for
inclusion from the different evaluation forms.
The next meeting was scheduled for Tuesday, October 9, 2012 at 1 : 00
p.m.
Councilman Emter questioned if they would have the minutes by the next
meeting and expressed he felt they would need them.
The meeting adjourned at 2:00 p.m.
Minutes submitted by:
Lisa Bloomer, CMC
Deputy City Clerk
6
Evaluation Process Committee
October 2, 2012
a
4
1 I ' L
w
2 2 E m 0 _ 0 E E on in -c cn w = m rn
(D (D cu X 0.
47 _ 000 Q '3•► H N O O Q a' fD
Vf °: N `< H � 0- N (0 11 N N < (�
fp = G -0 C H K 3 a► i a, (D (D .n.(. m 1
O/ 'G H = 0 Q 3
O N O pJ ° H < 0 fnD ° n' N' y CD O = n
R. .0 `G 5 '6. (D N .< O .° Q a. a (D 1
!• '1 (� fD f�D A ;2 D 1 Ts 0 H Q. Q H 3 3 n - (D
or N —. fl. N D -
(D moo► H ° 3 m o- ,°°► �' �* ° a , °' '
CT H (D cu (D ul CU 'r n (-D a, z• ffp -0 0 A N 1
s fmD n •O O R. S ' s s H H G. n v, rF C
fD .9 iti
!D O ° 3. (D 3 N EIIII1 [ I1 O
I9 ! -`G rii
n 3 N Ol
CL s
3 N co 00 III
r► °0 sit 0 47 tf,N
C cu i
O .<
N
I i ■
l
N
Co
I A
I I N
n
0
3
3
3
I
(D
0
a
n
x
I 3
(D
H
d
I
1
0
A
I
r
n 0 m Z D G1 O v' 5 m v .- p * ' -v p m
EL VI a
m v.
d o -4 - O O, M N IA (3D O 'N < !w S (D N 3 0)(D a y of O = c z. GO H 7 O s 7 S O CA vii
�.•C < '0 3 CD= o• ('• (C Oil
O- Q ° A u,
i y d 3 0 C C C c 7 Q 0 0
N cu (D 3 a .
a -0 3 =^ a m e-
.- _Ln
v• 0 M C. C' v+ -. S .r Q
1 al
70 c
3 A -
il) b 3 as 04 < Oi fD �^ A PC ciT
7
afDO 0 o ; -°c o 0 ° 3 3 0
i� c O_, 0
0 '� O
3 a n
tp
3 n rA., 3 7 N d - O O
p 0 — p Z 0 7 <
d '� v' 3 Q. .N•► vii C 0 C
0 H 0 3 0
C 0 '< - o ? S * i 3 A
d c s a' n 0 n r► M -h c v
0 * _ s
g. III1 O
K 3
rt
j I l
1
I
j ' !
1
1
I
I
•
•
*
N N F■A G N i"
Zr
v Zr I Zr
''* rr rh
NJ N N
5. 5
= T S
CM OD OD
N Vf VI
Zr S
,-' -4-h C
= S fl.
o o
— n C
n n iro
I GI
- i, � p
- -
n. Q .n of
o o Zr∎
ut � < fD
= ' z N
0 0 r+
a Z -Ii
aa) = of
o ,. r+;
* n 1:5 O
3: o o =
a, c r*.
..4. n o
n = z
o
z g °
S Zr
rD
K -' n
3 o :3
CT a
fp
-< o_ OD
c m
Q. o co
o o
T 3
3 fD
o
cco CD n 0
0. 3
0 .-*.
'v 3
C
fD
w
0 0 a o -I� � � x m
7 = rD fD ; -�, �+ fl.
a — Q- < : . an Q ' ef IC = = a'
m 7• 11---. 0 ° `"
al N CU -� to —• to r+ OJ C
t(lf 0- r:Q • H ' rt G_ al
Cr I to fD N v `� h < f�D
o N j in: - rD fD OP 5_ 0- n�' r�r can O ' er rrD 1C t ' M 0O ° pq Q. rr N .0 ,fir �• fl7 lD a) 7 a �,
3 TI E. fCD c(Dn FIT 3 c 1 - 7 —• m � 7•
CD n to F. i N 0- 7 fD N• z
a)
A 7r r+ CD fD — of al r+ LL ,7-r r•r 7
Q 0 -< O j fD 0 '< ! O O fD r�•r 0 V to Di CL
v to fD 7 7 fD N N rr r r
Ito Q O Q ; to �/1 a , to N N CDD CCD• -'s
01:1 I ° °' S r+ m
-+, fD fD �, fD r•r — fD I rD 0 Vs <
7 � ° fD �, N � ? ( j 0- fND CU C cp
f�D 3 ' < -4+ 7.,.:
32761
0 ai ° °' 0- a,
o
I MI �. O O 7 I c ii c7 7 7 7
Q 0 1 vii LA I N d fD --1
7 = a - 1
rr M = * aU 3
a n � 7 : 0 7 dq D � �N n NI e•+ Q 07
cn Q vim► Q.
Oq pp
7j w• –• 7
— I M r•r
d0
a (�D Q O
y In 7
9
N i C
rt
to
N
W
(!1
r
0
3
3
rD
3
•••
tro
CD
I
CU
el
7
fD
A
i fD
In
I
D]
i
I
I
r
< O - o r'D t• i o < 0 p- 1 = fn)
r>J 5 ; N et. et els C
O N N < ,apt I'i 7 H V• O 0 al
rD a, c+
N e�+ � 'n `< y v) -' N (D 0 O S dU � O cu to 1'C CD O fD ut e_n-h•
n 0 .Q O% j UU I ! _-s. Q rnr < tu 10
,-+ : O C 7r i CD CD -h O. fD C' N e O
_ n to
(D cp.) um 0.). 1 N 3 f-D O O 1,1,', rr �G , . = 0
v m-
4 1 r r 'y: ,•.< S �O„ 3_. to * 3 O O �, . • rt fp 0, a;
el O O v+ �* 3 73 0 3 _3 0 - S =-N 3°+ O.- vvl c(n -mss n 7 a n
0 o 7 Q
S rt lD 3 (D N z, = H 1 �' 0' S < o_ 'a
ci act _ el. 'I
oo 0 Cu
fD v+ p • O — •=r nr rr Z n ) (-D H Q � N O O a, 0 r-r < CD Di vl
•
S O i-, v
m (D• oia A: n 3 O °* `^ a —0.1 0 fD
o 0 o y N
3 0_ p m i = v+ cD z 3 �D 7_
i � _ "' '�*, 1fD °- 3 n III v
v.
f7 = •G of �, fD Cu
N• n = fD n
n O �.
co) N N
O Oq M 0) =
n, O = 3 Q
N N N a) rt.
,-r O
O z
3
1
1
1
1
II
N i-A * N I" G N I . E Q r n Z G) O v) j n T�
= 3 Iv < ' m O O -o 0 r, O rD
fD fD Z O CD 'a CD
r+ r,,, O CU ao Q- 0_ \� 1141 III
(D
3 . 3 3 n u H ° = cD -
�� �� �� O ,y v+ O = C N n
OQ IZ
N I cm 3 Q. n 011 O .
3 3 * Co 0 CCD C
M. rt 0 7" V et -<
3 fD
ro
n n O N °
C m ° O 2
— a cD rD ? =-. O
O � cu X" 7r i 'iZ ' C ?
Q O 3 n
O 4rP
e+ O O
0 rt ..< O 0-
= a) C -0 � ,-t fD
0 r-r C
* o o
7—.- 3
c 3 , s CU
,--r n O (D 7 fl-
n — u-*
O v, � � H
o K 1+ ' -. C
j = a- '' ? CD !
0..
-< CU
;— -CD ( —
1
CD 1 AO
cu rir
�- �_ j n
c
rp
Q- *-1. -% J Q
i
err
CD _
– 7
co
3 '
CD \ ,--r j
3 , m I I •
\ M. j ' -, '.,
co= 1 0
co A
0 _. .
!r
fD
•ti!
1
i
1
I
l 2012 EVALUATION OF CITY MANAGER
City Manager Name:
Identify performance score by placing the performance level score in the box associated with the evaluated
section.
1 = Unsatisfactory 2 = Improvement Needed 3 = Meets Expectations
4 = Exceeds Expectation 5 = Outstanding Score
Professional Skills
Leadership: Represents the City on a professional manner;demonstrates courtesy,tact and
skill in dealing with sensitive matters and in dealing with others;maintains an overall warm and
personable attitude.
Decision Making/Judgment:Makes Timely decisions that are well thought out and in the
best interest of the City;accepts responsibility for outcomes;handles difficult situations in a
professional and proactive manner.
Coordination:Ability to work with others as a team and express individual viewpoint while
coordinating and learning from input of others.
Planning and Organization:Works with City Council developing long and short term goals
and objectives;makes effort to carryout the goals and policies and programs of the City
Council;demonstrates ability to anticipate needs of the City and recommends options to
appropriately respond to the needs;and sets realistic objectives with appropriate time frames.
Legislative:Advise the City Council on relevant legislation and developments in the area of
public policy affecting the City of Edgewater.
Budgeting: Provides operating and capital improvement plans and provides for short and long
range plans that anticipate the needs of the community;presents a timely annual budget which
meets the requirement of the Charter and is well documented,organized and one which closely
represents the goals of the City Council.
Financial Management:Accurately and precisely reports and projects financial condition;
budgets realistically;implements management practices and policies to maintain or achieve a
sound long-term financial condition;and plans for long-term maintenance and replacement of
infrastructure.
Financial Reporting:Provide the City Council with timely and sufficient reports on the
financial status of the City government in accordance with the Charter and requirements of the
City Council.
Financial Control:Controls operational and capital costs through adequate system controls,
cost saving measures,reductions and the judicious and economical utilization of manpower,
material and equipment.
Interactive Skills
Interpersonal Relationships:Demonstrates ability to cooperate,work and communicate with
the City Council,City attorney,subordinates and outside contacts.
Community Relations:Maintains positive relations with community groups and organizations;
attends community functions;and effectively communicates the City Council's position to staff
and public.
Governmental Relations:Deals effectively with other governments and governmental
agencies in representing the City of Edgewater.
Responsiveness: Responds in a timely manner to the requests of the City Council and citizens.
Dispute Resolution:Handles disputes or complaints involving citizens in an effective,
equitable,and timely and professional manner.
Follows Direction:Understands and follows the City Council direction. Presents the City
Council policies and positions on issues to the citizens,staff and organizations accurately,
equitably,and effectively.
Communication Skills
City Council: Openly communicates with the City Council,promptly and properly responds to
requests,keeps the City Council informed of current issues about matters critical to the City
Council's goals and policy-making role.
Relationship with City Council: Develops and maintains an effective and professional
dialogue with City Council on a formal and informal basis.
Press:Maintains a constructive relationship with Press and communicates clearly and
demonstrates effective listening,oral and written skills.
Access:Available to the City Council on official business either personally or through
designated subordinates.
Activities: Reports departmental and staff activities to the City Council in an appropriate and
timely manner.
Staff:Develops and maintains positive relations with staff;communicates clearly and
demonstrates effective listening,oral and written skills.
Residents, Businesses and General Public: Maintains constructive relations with the public;
effectively utilizes tools such as newsletters,press releases,internet and public speaking
opportunities to inform community about City Council action and policies.
Administrative Skills and Traits
Job Knowledge:Demonstrates knowledge of all aspects of municipal government; and has
working knowledge of state and federal government.
Coordination:Ability to work with others as a team and express individual viewpoint while
coordinating and learning from the input of others.
Creativity: Identifies effective, efficient and innovative solutions to problems and considers all
available alternatives before making recommendations to the City Council.
Planning and Organization: Establishes appropriate course of action for self and
subordinates to accomplish goals;makes proper assignments of staff and appropriate use of
resources; sets realistic objectives with appropriate time frames.
Personnel Management:Effectuates sound personnel selection and placement policies.
Promotes and supports the "public service role" for City employees and emphasizes exemplary
performance.
Motivation and Leadership: Motivates personnel through leadership and training so that they
are increasingly effective in the performance of their duties,in achieving common goals and
objectives and in nurturing an attitude of courtesy,helpfulness and sensitivity to the public.
Operational Efficiency:Obtains the best possible result for the resources expended.
Honesty/Integrity: Is consistently open,honest, straightforward and impartial.
Adaptability: Responds positively and in a timely manner to a changing local government and a
changing world and community.
Initiative: Uses initiative to develop new programs to meet the needs of the City or resolve
identified problems;implements or modifies procedures and programs necessary to improve
organizational effectiveness and efficiency.
Resiliency: Maintains energy and motivation in spite of constant demands,handles stress well.
Ethical Standards: Conforms to high standards of profession.
Managerial and Administrative Performance
Accessible and maintains good rapport with elected officials, staff,and the public.
Makes tough decisions when necessary.
Ability to work with the press and media.
Implements City Council decisions loyally.
Accepts responsibility willingly.
Seeks out with candor regarding issues.
Personal Qualities
Mature professional and personable.
Sense of humor.
Open/forthright.
Can be tough when occasion demands- Makes tough decisions.
Sensitive and considerate. _
Self-confident.
Good personal appearance.
Enjoys people and is friendly.
Manages time well.
Accepts responsibility willingly.
Energetic.
Non-defensive.
Evaluation Completed By:
,
It
jEDGEWATER1 2012 EVALUATION OF CITY MANAGER
City Manager Name:
Identify performance score by placing the performance level score in the box associated with the evaluated
section.
1 = Unsatisfactory 2 = Improvement Needed 3 = Meets Expectations
4 = Exceeds Expectation 5 = Outstanding Score
Professional Skills
Leadership : Represents the City on a professional manner; demonstrates courtesy, tact and
skill in dealing with sensitive matters and in dealing with others;maintains an overall warm and
personable attitude.
Decision Making/Judgment: Makes Timely decisions that are well thought out and in the
best interest of the City; accepts responsibility for outcomes; handles difficult situations in a
professional and proactive manner.
Coordination:Ability to work with others as a team and express individual viewpoint while
coordinating and learning from input of others.
Planning and Organization:Works with City Council developing long and short term goals
and objectives;makes effort to carryout the goals and policies and programs of the City
Council; demonstrates ability to anticipate needs of the City and recommends options to
appropriately respond to the needs; and sets realistic objectives with appropriate time frames.
Legislative:Advise the City Council on relevant legislation and developments in the area of
public policy affecting the City of Edgewater.
Budgeting:Provides operating and capital improvement plans and provides for short and long
range plans that anticipate the needs of the community;presents a timely annual budget which
1 meets the requirement of the Charter and is well documented,organized and one which closely
represents the goals of the City Council.
Financial Management:Accurately and precisely reports and projects financial condition;
budgets realistically;implements management practices and policies to maintain or achieve a
sound long-term financial condition; and plans for long-term maintenance and replacement of
infrastructure.
Financial Reporting:Provide the City Council with timely and sufficient reports on the
financial status of the City government in accordance with the Charter and requirements of the
City Council.
9
Financial Control:Controls operational and capital costs through adequate system controls,
cost saving measures,reductions and the judicious and economical utilization of manpower,
material and equipment.
Interactive Skills
Interpersonal Relationships:Demonstrates ability to cooperate,work and communicate with
the City Council,City attorney,subordinates and outside contacts.
Community Relations:Maintains positive relations with community groups and organizations;
attends community functions;and effectively communicates the City Council's position to staff
and public.
Governmental Relations:Deals effectively with other governments and governmental
agencies in representing the City of Edgewater.
Responsiveness: Responds in a timely manner to the requests of the City Council and citizens.
Dispute Resolution:Handles disputes or complaints involving citizens in an effective,
equitable,and timely and professional manner.
Follows Direction: Understands and follows the City Council direction.Presents the City
Council policies and positions on issues to the citizens,staff and organizations accurately,
equitably,and effectively.
Communication Skills
City Council:Openly communicates with the City Council,promptly and properly responds to
requests, keeps the City Council informed of current issues about matters critical to the City
Council's goals and policy-making role.
Relationship with City Council: Develops and maintains an effective and professional
dialogue with City Council on a formal and informal basis.
Press:Maintains a constructive relationship with Press and communicates clearly and
demonstrates effective listening,oral and written skills.
•
Access:Available to the City Council on official business either personally or through
designated subordinates.
Activities: Reports departmental and staff activities to the City Council in an appropriate and
timely manner.
Staff:Develops and maintains positive relations with staff;communicates dearly and
demonstrates effective listening,oral and written skills.
Residents,Businesses and General Public: Maintains constructive relations with the public;
effectively utilizes tools such as newsletters,press releases,internet and public speaking
opportunities to inform community about City Council action and policies.
Administrative Skills and Traits
Job Knowledge:Demonstrates knowledge of all aspects of municipal government;and has
working knowledge of state and federal government.
Coordination:Ability to work with others as a team and express individual viewpoint while
coordinating and learning from the input of others.
Creativity: Identifies effective,efficient and innovative solutions to problems and considers all
;available alternatives before making recommendations to the City Council.
Planning and Organization:Establishes appropriate course of action for self and
subordinates to accomplish goals;makes proper assignments of staff and appropriate use of
resources;sets realistic objectives with appropriate time frames.
Personnel Management:Effectuates sound personnel selection and placement policies.
Promotes and supports the "public service role" for City employees and emphasizes exemplary
performance.
Motivation and Leadership: Motivates personnel through leadership and training so that they
are increasingly effective in the performance of their duties,in achieving common goals and
objectives and in nurturing an attitude of courtesy,helpfulness and sensitivity to the public.
Operational Efficiency:Obtains the best possible result for the resources expended.
Honesty/Integ-rity:Is consistently open.honest. straightforward and impartial.
Adaptability:Responds positively and in a timely manner to a changing local government and a
changing world and community.
Initiative: Uses initiative to develop new programs to meet the needs of the City or resolve
identified problems;implements or modifies procedures and programs necessary to improve
organizational effectiveness and efficiency.
Resiliency: Maintains energy and motivation in spite of constant demands,handles stress well.
Ethical Standards: Conforms to high standards of profession.
Managerial and Administrative Performance
Accessible and maintains good rapport with elected officials, staff,and the public.
Makes tough decisions when necessary.
Ability to work with the press and media.
Implements City Council decisions loyally.
Accepts responsibility willingly.
Seeks out with candor regarding issues.
Personal Qualities
Mature professional and personable.
Sense of humor.
Open/forthright.
Can be tough when occasion demands-Makes tough decisions.
Sensitive and considerate.
Self-confident.
Good personal appearance.
Enjoys people and is friendly.
Manages time well.
Accepts responsibility willingly.
Energetic.
Nnn-riefencive
Evaluation Completed By:
Date:
VTPO PERFORMANCE EVALUATION FORM
Date:
Name: PositionTitle:
Immediate Supervisor/Title:
Review Period: _Probationary _Annual
INSTRUCTIONS: This form will be completed at the end of an employee's probationary period and annually thereafter by
the employee's immediate supervisor. The supervisor may also ask the employee to complete a self-appraisal. Once the
review has been conducted, a copy is given to the employee, a copy retained by the supervisor, and the original sent to
Human Resources for inclusion in the employee's personnel file.
Rate the employee's performance relative to time in position by checking the most appropriate rating. Make an
explanatory comment to support your rating, and where possible cite specific examples of behavior that led to the rating.
When performance does not meet expectations, list specific goals for improvement and the date you expect them to be
achieved.
y N N I
c c c
0 O O CO O
a CC Z R d rt CD
Evaluation Area Z ° g a 2 a x .
a w w Ww
1
Staff Support: ❑ ❑ ❑ ❑
• Works cooperatively with staff members to accomplish tasks.
• Works cooperatively with committee members and other agency representatives to provide them with assistance as
requested.
• Shares knowledge and information.
• Consistently volunteers to assist with monthly meeting follow up and with preparation for upcoming meetings.
Comments on Staff Support:
Public Focus: ❑ ❑ ❑ ❑
• Understands organizational requirements and expectations.
• Establishes regular effective communications with the organization.
• Fulfills organizational job requirements.
Comments on Public Focus:
i
Behavioral Skills: j ❑ ❑ ❑ ❑
• Adheres to agency standards and code of ethics.
• Actions consistently match words.
• Builds trust.
• Treats people fairly, with dignity and respect.
• Follows through with commitments and is considered reliable by peers.
Comments on Behavioral Skills:
1
Ability to Work Under Pressure: ❑ ❑ ❑ I ❑
• Demonstrated ability to obtain desired results under stress conditions, short time cycles, last minute changes, etc.
• Ability to adjust to external factors impacting work activities.
Comments on Ability to Work Under Pressure:
Ability to Organize: ❑ ❑ ❑ ❑
• Demonstrated ability to set realistic, measurable goals and objectives to schedule work in an orderly, systematic
manner.
• Ability to accomplish individual tasks in a manner to achieve desired goals and objectives.
• Awareness of impact of individual contributions to accomplishment of overall goals and objectives of VTPO.
Comments on Ability to Organize:
Ability to Communicate - Orally ❑ ❑ ❑ ❑
'Needs, problems, and procedures are communicated, in an intelligible manner, to affected parties.
'Oral reports presented in a clear, well-organized manner.
'Agencies policies and project status reports are effectively and accurately communicated to the public.
'Demonstrated ability to transfer a thought, plan, idea, etc. through oral communications to others so that they fully
understand the subject.
Comments on Ability to Communicate -Orally:
Ability to Communicate—Written: ❑ ❑ ❑ ❑
•Demonstrated ability to transfer a thought, plan, idea, etc. through written communications to others so that they fully
understand the subject.
'Written reports are clear, concise, well-organized and rarely lacking critical information or returned for correction.
•Reports are submitted in a prescribed format and contain all specified information.
•Reports are furnished on schedule or at agreed upon time.
Comments on Ability to Communicate-Written
Drive and Initiative: ❑ ❑ ❑ ❑
•Demonstrated efforts as a self-starter, with self-motivation to achieve the established goals and objectives in reaching
the desired results.
'Does not wait for specific direction to perform duties.
•Understands and effectuates appropriate level of self-direction.
Comments on Drive and Initiative:
•
Flexibility: ❑ ❑ ❑ ❑
'Demonstrated ability to adjust to changing internal and external conditions.
'Able to change mid-course and effectively deal with changes in direction that impact work efforts.
Comments on Flexibility:
Creativity: ❑ ❑ ❑ ❑
•Demonstrated ability to develop alternative solutions, envision problems and future impacts, seek methods and
procedures for obtaining desired results.
'Ability to develop a project from a concept, idea, or general problem statement that has been presented to him/her.
Comments on Creativity:
Cooperation: ❑ ❑ ❑ ❑
•Demonstrated ability to work with others, to assist others, to be a team player, and to accept ideas and
recommendations from others.
'Conflicts or problems in working relationships are usually resolved without intercession of higher authority.
•Few and only minor problems occur because of inadequate communications and coordination of activities.
Comments on Cooperation:
Ability to Analyze: ❑ ❑ ❑ ❑
•Demonstrated ability to reason, evaluate facts and opinions, consider consequences, select sound alternatives, and
make decisions that produce desired results.
'Conclusions and recommendations are substantiated and documented by available information.
Comments on Ability to Analyze:
Ability to Plan: ❑ ❑ ❑ ❑
'Ability to meet all State and Federal deadlines for projects.
'Ability to disseminate information and agenda packets to committees on time.
'Ability to develop project schedules consistent with Agency's goals and deadlines.
'Ability to manage several projects simultaneously and maintain all project schedules.
•Performance of assigned projects is consistent with currently accepted techniques, standards and procedures.
Comments on Ability to Plan:
Willingness to Accept Greater Responsibility: ❑ ❑ ❑ ❑
•Demonstrated interest, willingness, and desire to seek out and/or accept work assignments that increase responsibility.
Comments on Willingness to Accept Greater Responsibility:
OVERALL EVALUATION:
Overall performance of employee based upon review and evaluation of ❑ ❑ ❑ ❑
all evaluation factors.
Comments by Immediate Supervisor.
Please include (a) rationale for your overall evaluation. (b) key strengths of the employee. (c) any ways in which the
employee needs to improve, and (d)what the employee has accomplished during this review period to prepare for
greater effectiveness in the present position and/or prepare for more responsibility. Add extra sheets if necessary.
Professional Development Plan for Coming Year
In the upcoming review period, what should this employee do to develop greater effectiveness in the current position
and/or prepare for greater responsibilities? (Consider items such as professional conferences, coursework, self study,
readin• materials, etc.).
Goals and Objectives for Coming Year
What are the key goals and objectives for this employee over the next twelve months. These should include individual
and team contributions to agency goals and objectives.
Employee Comments
Comments by Appraised Employee. My performance has been discussed with me as described in this appraisal.
(Please feel free to add any comments you have concerning your performance, your development, or your review. If you
wish, you may give these comments directly to your supervisor, in writing. within the next five (5) working days. Add
extra sheets as necessary.
Supervisor Signature: Date:
Employee Signature: Date:
vocus1AQ
EXECUTIVE DIRECTOR EVALUATION
INSTRUCTIONS: Members of the VTPO will each receive a copy of this evaluation form, along with a copy of the
adopted VTPO goals and objectives from the Executive Director no later than two weeks prior to the scheduled
evaluation. Each member should independently complete this evaluation form and then as a group develop a
consensus evaluation.
The evaluation form should be completed based upon the received materials and the personal knowledge of the
person completing the evaluation taking into consideration performance over the entire rating period. It is not
necessary to respond to all evaluation criteria and a choice is provided to indicate the election not to respond to
any particular evaluation criteria. The evaluation criteria are not ranked in any particular order of importance and are
not weighted. The evaluation instrument and all completed evaluations by VTPO members should be read and
considered as a whole, balancing all criteria collectively.
Choose the rating that best reflects your perception of the Executive Director's performance over the last year.
N j N N
G1 �, C C C
O O O N O
Evaluation Area Z' � aNi °' a, 0 U 0
a O Q. E Q x a)
w w Ww
Organization and Governance: ❑ ❑ ❑ ❑
• Has in place and implements a clear, written, mission statement, as well as long-range and strategic plans, and
effectively assists the VTPO members and staff in reviewing and updating the plans and mission
• Prepares and has adequate information for knowledgeable decision-making
• Makes well-considered recommendations to the VTPO members
• Effectively informs VTPO members of industry trends and recent developments in transportation planning and
pertinent legislative proposals and changes
• Keeps the VTPO members apprised of the status of programs and services
• Works effectively with outside professionals and participating local governments
Comments on Organization and Governance:
Communications: El ❑ ❑ ❑
• Demonstrates an understanding and appreciation for the provisions of Florida law regarding open meetings and
maintenance of public records
• Acts effectively in keeping the public informed of agency goals, objectives, and services and actively seeks public
input for decision-making
• Communicates clearly and persuasively in writing and verbally, both within and outside the agency
• Listens carefully, is respectful of others, welcomes new ideas and maintains a credible open door policy
• Promotes the interests and welfare of the agency within the community and industry
Comments on Communications:
Page 1 of 3
N N N
d w, C C C
• o O O N O
A Z d R r+ R
Evaluation Area Z Q ! 0 Q 2 Q x
0
Q w w Ww
Leadership: ❑ ❑ ❑ ❑
• Takes stands on complex and possibly controversial issues
• Acts in a manner that motivates others to high standards of fairness, enthusiasm, honesty, integrity, and
accomplishment
• Is visionary and communicates that effectively to staff and VTPO members
• Demonstrates effectiveness and diplomacy in working with others and maintains productive relationships
• Demonstrates the ability to make good judgments, rally support, and give clear direction when needed
• Well organized and motivates staff members to work as a team and produce quality work
• Is a leader in the industry, maintains a credible profile and a well-respected image for the agency
• Demonstrates familiarity with technological advances of importance to transportation planning activities
• Maintains technology and software necessary to meet the changing needs of and demands upon the VTPO
Comments on Leadership:
Human Resources: ❑ ❑ ❑ ❑
• Maintains or increases staff productivity
• Manages staff by appropriate supervision and delegation of responsibilities
• Makes provision for further staff training and professional development
• Establishes and follows effective personnel policies and procedures
Comments on Human Resources:
Finances: ❑ ❑ ❑ ❑ '
• Understands finances, institutes sound accounting procedures that ensures fiscal confidence, integrity and a
reasonable balance among the competing interests of compensation, capital expenditures, and reserves
• Develops realistic budgets
• Manages necessary cash flow and maintains needed reserves to accomplish program goals and objectives
• Demonstrates a thorough understanding of funding sources, and appreciates applicable regulatory constraints and
financial reporting requirements
• Achieves"clean"financial audit
• Adheres to appropriate procurement procedures
Comments on Finances:
OVERALL EVALUTION:
Overall performance of employee based upon review and evaluation of ❑ ❑ ❑ ❑
all evaluation factors.
Overall Comments:
Page 2 of 3
ORGANIZATIONAL, BEHAVIORAL AND PROFESSIONAL SKILLS: Rate performance by making a check for each
category.
•
Skill Area Unsatisfactory Fair Good Very Good Outstanding.
Knowledge of Issues
Intergovernmental Relations
Public Relations
Interpersonal Skills
Attitude
Dependability
Adaptability/ Flexibility
Written Communications
Verbal Communications
Initiative
Planning & Organizing
Problem Solving
Decision Making & Judgment
Creativity
OVERALL RATING j.
Comments by Rater
Please include (a) rationale for your overall evaluation, (b) key strengths of the employee (things the Executive
Director should keep doing), and (c) any ways in which the employee needs to improve (things the Executive Director
should change). Add extra sheets if necessary.
Employee Comments
Comments by Appraised Employee. My performance has been discussed with me as described in this appraisal.
(Please feel free to add any comments you have concerning your performance, your development or your review. If
you wish, you may give these comments directly to your supervisor. in writing, within the next five (5) working days.
Add extra sheets as necessary.)
Evaluation Completed By: Date:
Page 3 of 3