2020-05-05 Ex 07
M E M O R A N D U M
TO: Mayor Watford & Council Members DATE: April 22, 2020
FROM: City Clerk Gamiotea SUBJECT: Research Results-Performance
Evaluations for Administrator from
other municipalities
Last year a few Council Members asked for research on what other municipalities use
to complete an annual job performance evaluation on the Administrator position. We
reached out and found there are six that are most widely used. Council Member Keefe
recently reviewed the research and requested that the attached three samples be
provided to the Council for review and discussion to prepare a new evaluation form to
be implemented for the 2020 review. If anyone is interested in reviewing the others let
me know; two are like the ones attached with the main difference being the way the
rating is calculated.
I removed the organizations’ name from where these copies were obtained to allow the
focus to be on the format and content.
We can create a customized form based on what the Council wants to use. To do this,
be prepared to provide your recommendation on which format and rating layout
you prefer. Then decide which specific questions to keep, add, delete, or modify.
The research was also provided to Administrator Montes De Oca so that he is fully
aware of the changes occurring regarding his annual evaluation.
As always, contact me with any questions and/or comments.
Exempt Employee Evaluation Form
Employee Information
Name
Job Title
Review Period Date
Factors
1 = Poor 2 = Fair 3 = Satisfactory 4 = Good 5 = Excellent
Job Knowledge: Demonstrates knowledge within
field. Carries out daily responsibilities. Follows City
policies.
Comments
Personnel Management: Demonstrates sensitivity
and awareness in relating to staff; securing trust and
respect; developing teamwork; and providing staff
with specific feedback and coaching to improve
performance.
Comments
Communication Skills: Demonstrates competence
in expressing ideas verbally and in writing. Actively
listens to suggestions and feedback from others and
responds appropriately. Presents information clearly
and concisely and is able to communicate effectively
in all situations.
Comments
Presentation of City Image: Presents a positive
professional image to public as City Department
Head. Demonstrates through citizen contact,
politeness, and service-orientated attitude.
Comments
Problem-Solving Ability: Ability to
analyze/discuss/report problems and concerns and
recommend solutions.
Comments
Dependability & Integrity: Considers the following
values important to the workplace, truthfulness,
respect and civility for others, attendance and
reliability, confidentiality, and accountability for own
actions. Attentive to daily tasks and is responsive to
the needs of the department. Does job to maximum.
Shows loyalty to City.
Comments
Initiative: Willingness to seek responsibility,
contribute new ideas, anticipate problems, suggest
solutions and goes out of his/her way to get a job
done; requiring little direction.
Comments
Interpersonal Relationships: Develops and
maintains effective working relationships with
colleagues and employees. Demonstrates a
professional demeanor at all times. Supportive of
team members.
Comments
Productivity: Consistently produces. Project/job are
thorough, precise and on schedule. Attends to detail.
Comments
Quality of Work: Meets technical or professional
standards in an efficient manner. Work is
consistently accurate, complete, and neatly done.
Comments
Professional Development: Seeks ways to
continue education and remain current and advance
in his/her field.
Comments
Cooperation and Attitude: Keeps a positive opinion
toward the city, and is a team player. Works well with
co-workers and stays positive during job
assignments.
Comments
Overall Rating (average the rating numbers above)
Evaluation
ADDITIONAL COMMENTS
GOALS
(as agreed upon by employee
and Council)
Verification of Review
By signing this form, you confirm that you have discussed this review in detail with your supervisor. Signing this form does not necessarily indicate that
you agree with this evaluation.
Employee Signature Date
Elected Official Signature Date
Elected Official Signature Date
Elected Official Signature Date
Elected Official Signature Date
Elected Official Signature Date
1
Performance Evaluation Form
Officer:
Evaluation Period:
Place a mark in the box that applies.
Professional Skills - Unacceptable - Needs Improvement - Meets Expectations - Exceeds Expectations - Outstanding Leadership: Represents the City in a professional manner; demonstrates a high degree of
integrity; displays ability to handle crises; accepts constructive criticism; 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 the input of others.
Planning and Organization: Works with Council developing long- and short-term goals and
objectives; makes effort to carry out the goals, policies and programs of the Council; demonstrates
the ability to anticipate needs of the City and recommends options to appropriately respond to those
needs; sets realistic objectives with appropriate time frames.
Budgeting: Provides operating and capital improvement plans and other short- and long-range
plans that anticipate the needs of the community; presents a timely annual budget which is well
documented, organized and one which closely represents the goals of the 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; uses debt appropriately; plans for long -term maintenance and replacement
of infrastructure.
Asset Management: Oversees the appearance and condition of City-owned facilities, equipment,
vehicles; reviews equipment and property for the purpose of future development and/or
replacement.
Comments:
2
Place a mark in the box that applies.
Interactive Skills - Unacceptable - Needs Improvement - Meets Expectations - Exceeds Expectations - Outstanding Interpersonal Relationships: Demonstrates ability to cooperate, work and communicate with
Council, other Charter Officers, subordinates and outside contacts.
Community Relations: Maintains positive relations with community groups and organizations;
attends community functions; properly handles complaints from citizens.
Responsiveness: Responds in a timely manner to the requests of Council and residents.
Follows Direction: Understands and follows Council’s direction.
Comments:
Place a mark in the box that applies.
Communication Skills - Unacceptable - Needs Improvement - Meets Expectations - Exceeds Expectations - Outstanding Council: Openly communicates with Council, promptly and properly responds to requests, keeps
Council informed of current issues, remains accessible; provides support in carrying out Council
decisions.
Press: Maintains constructive relations with press and communicates clearly; demonstrates
effective listening, oral and written skills.
Staff: Develops and maintains positive relations with Staff; communicates clearly; demonstrates
effective listening, oral and written skills.
Residents/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 Council action and policies.
Relationship with Council: Develops and maintains an effective and professional dialogue with
City Council on a formal and informal basis.
Comments:
3
Place a mark in the box that applies.
Administrative Skills and Traits - Unacceptable - Needs Improvement - Meets Expectations - Exceeds Expectations - Outstanding Job Knowledge: Demonstrates knowledge of all aspects of municipal government; has working
knowledge of state and federal government.
Coordination: Ability to work with others as a team and express individual viewpoints while
coordinating and learning from the input of others.
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.
Creativity: Identifies effective, efficient, and innovative solutions to problems.
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, a
changing world, and a changing 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 the profession.
Comments:
4
Strengths, Weaknesses and Performance Objectives
Strengths: What do you feel are some of this person’s strongest attributes and finest accomplishments in the last
twelve (12) months?
Weaknesses: What areas of performance do you feel most need improvement? Do you have any suggestions
for improvements in these areas?
New Objectives: List new priorities you would like to see address ed in the next year.
Signature of Evaluator Date
___________________________________________________________ ____________________________________
Printed Name of Evaluator Date
ANNUAL PERFORMANCE EVALUATION
INTRODUCTION
The City Manager’s Annual Performance Evaluation consists of three sections:
SECTION I: PERFORMANCE EVALUATION
This section will address the City Manager’s ability to meet the objectives of the City Commission
and overall performance in leading the organization, as reflected by the factors defined at the
beginning of the section.
SECTION II: INDIVIDUAL RATING SHEET
The Rating Sheet will provide the total score of all the Commissioner’s individual Performance
Evaluation ratings. From the total score for each Performance Review Factor, an av erage score will
be calculated. Finally, the average scores for each Performance Review Factor will be added together
to produce the Total Evaluation Score.
SECTION III: PERFORMANCE AGREEMENT PLAN
The plan will provide direction for improvement, if any, in the upcoming year. This plan will be
mutually agreed upon between the Mayor, acting on behalf of the Commission, and the City Manager.
Annual Performance Evaluation Process:
The City Manager will complete Section I of the Performance Evaluation, detailing her perceptions of
how she has met the Commission’s expectations. A copy of this self-evaluation will be forwarded to
each Commissioner.
Using a copy of the City Manager’s self-evaluation, each Commissioner will complete Section I of the
Performance Evaluation and the associated Section II Individual Rating Sheet. Once all
Commissioners’ evaluations are completed, the item will be presented at a workshop and/or
Commission meeting, in which the Commissioners and the City Manager will discuss any difference
between perceptions of performance. The City Commissioners will agree on an overall evaluation
score and associated merit increase for the City Manager, if so directed.
If required, the Performance Agreement Plan will then be completed and signed by the Mayor and
City Manager.
SECTION I
PERFORMANCE EVALUATION
Following are the Performance Review Factors assigned the City Manager to review/rate organizational
management performance. The performance review rating will be based upon how well the expectations of the
individual Commissioners, for each factor, are viewed.
SCALE RATING
.00 - 5.99 Unacceptable
6.00 - 6.99 Below Expectations
7.00 - 7.99 Meets Expectations
8.00 - 8.99 Exceeds Expectations
9.00 - 10.00 Outstanding
1. Reflects City Values: The City Manager’s performance should reflect the values of integrity, honesty,
respect, diversity, innovation, accountability and communication.
2. Communication: The City Manager should make herself available to meet and discuss issues with
personnel and citizens and maintain open lines of communication.
3. Team Management: The Manager should provide sufficient authority, direction and support to
teams/departments to enable and encourage them to accomplish their goals.
4. Fiscal Management: The Manager will ensure the financial solvency of the City government, while
exploring and recommending alternate forms of revenue.
5. Professional Presentation: The Manager will present a professional image in dress and action at all times.
Any interaction with personnel, citizens, and peers will be conducted in a professional manner that will
reaffirm the professionalism of the City.
6. Organizational Leadership: The Manager will exhibit strong leadership skills in moving the City
operations in the direction that the Commission has chosen. The organization will be well run with high
levels of satisfaction among employees and is able to obtain desired results from employees.
7. Project Management: The Manager will steer and oversee projects in a manner that results in
achievement of goals within established timeframes and budget.
8. Community Involvement: The Manager will participate in community events and will foster effective
and cooperative working relationships with community leaders.
9. Goals: The Manager should meet the objectives associated with the goals and directives of the
Commission. It is important to consider external influences beyond the Manager’s control.
10. Commission/Manager Interaction: The Manager will work with the Commission to develop effective
communication practices with each member and in particular, the Mayor. The Manager will keep the
Commission informed of issues of concern.
1. Reflects City Values Rating
Comments/Explanation:
2. Communication Rating
Comments/Explanation:
3. Team Management Rating
Comments/Explanation:
4. Fiscal Management Rating
Comments/Explanation:
5. Professional Presentation Rating
Comments/Explanation:
6. Organizational Leadership Rating
Comments/Explanation:
7. Project Management Rating
Comments/Explanation:
8. Community Involvement Rating
Comments/Explanation:
9. Goals Rating
Comments/Explanation:
10. Commission/Manager Interaction Rating
Comments/Explanation:
SECTION II
INDIVIDUAL RATING SHEET
Scale Overall Rating
.00 - 5.99 Unacceptable
6.00 - 6.99 Below Expectations
7.00 - 7.99 Meets Expectations
8.00 - 8.99 Exceeds Expectations
9.00 - 10.00 Outstanding
PERFORMANCE REVIEW FACTOR RATING
1. Reflects City Values
2. Communication
3. Team Management
4. Fiscal Management
5. Professional Presentation
6. Organizational Leadership
7. Project Management
8. Community Involvement
9. Goals
10. Commission/Manager Interaction
Total
Completed by:
Signature: Date:
SECTION III
PERFORMANCE AGREEMENT PLAN
OVERALL RATING
In the event that any of the performance categories in the performance review fall below
expectations, the City Manager and the Commission will complete this Performance
Agreement Plan for the upcoming year.
Performance Factor Performance Plan Expectation
1.
2.
3.
4.
City Manager’s Signature _______________________________ Date _____________
Mayor’s Signature ________________________________ Date _____________