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HomeMy WebLinkAbout15-017 Council Rules City Manager Evaluation Process Resolution 15-017 Resolution No. 15-017 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PORT TOWNSEND, WASHINGTON AMENDING CITY COUNCIL RULES OF PROCEDURE TO ADD A PROCESS FOR EVALUATING THE CITY MANAGER'S PERFORMANCE RECITALS: WHEREAS, during its evaluation of the City Manager's performance in 2014, the City Council stated its intent to formalize its procedures for conducting the evaluation; and, WHEREAS, based on the language in the current City Manager employment agreement, the City Manager and Mayor drafted a proposed procedure to be included in the Council's Rules of Procedure; and, WHEREAS, the General Services and Special Projects Committee, at their March 17, 2015 meeting, reviewed and amended the proposed procedure, and voted to forward the amended process to the full Council with its recommendation to adopt. NOW,THEREFORE, BE IT RESOLVED by the City Council of the City of Port Townsend as follows: The City Council Rules of Procedures, are amended by adding a new section, 5.5 "City Manager Evaluation," as set forth in Attachment A. ADOPTED by the City Council of the City of Port Townsend at a regular meeting thereof, held this 6t" day of April, 2015. David King Mayor Attest: Approved as to form: Joanna Sanders, CMC Steven L. Gross City Clerk City Attorney Resolution 15-017 Exhibit A Page I of 8 Add to Council Rules a new section 5.5: 5.5. City Manager Evaluation. 1. The Council shall evaluate the Cites alter on an annual basis. The evaluation process shall be completed no later than November 30 of each year. 2. The Mayor, with assistance from HR shall distribute the evaluation form at Exhibit H to each Councilor no later than October 1 of each year. Each Councilor will, using the adopted performance goals and criteria, rate the City Manager's performance, returning her or his evaluation to HR within 14 days. The Mayor and HR shall consolidate all individual evaluations into one summary evaluation form. 3. Council shall schedule one executive session without the City Manager, and another executive session with the City Manager to meet and discuss the written evaluation of these performance goals and criteria. After this discussion if no changes are required, Council shall adopt the written summary of the evaluation results in open session and provide a copy to the City Manager within 5 days of adoption. 4. In order to provide for a"360 degree"evaluation, the City Manager shall initiate a review using the ICMA multi-rater evaluation tool or equivalent evaluation to be agreed upon by the Council and the City Manager, at a minimum of once every five years. 5. Council and the City Manager will meet in executive session no later than January 31 of each year to discuss performance goals criteria and any changes to the evaluation forms or processes for the upcoming twelve (12) month performance period and to prepare for the upcomin alt nnual evaluation. Following that formulary discussion the Mayor, with assistance from HR, shall prepare a written list of performance goals and criteria for the upcoming Year. Resolution 15-017 Exhibit A Page 2 of 8 EXHIBIT H City Manager Performance Evaluation City of Port Townsend Evaluation period: to Councilmember's Name Each member of the City Council should complete this evaluation form, sign it in the space below, and return it to the Human Resources Manager. The deadline for submitting this performance evaluation is . Evaluations will be summarized and included on the agenda for discussion in executive session on Mayor's Signature Date Councilmember's Signature Date Submitted Resolution 15-017 Exhibit A Page 3 of 8 INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the City Manager's performance: 5 = Excellent(almost always exceeds the performance standard) 4=Above average (generally exceeds the performance standard) 3 =Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1 =Poor(rarely meets the performance standard) Any item left blank will be interpreted as a score of"3 =Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation to be presented by the City Council to the City Manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING 1. INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Mental and physical stamina appropriate for the position Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal - 5 = score for this category. Resolution 15-017 Exhibit A Page 4 of 8 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by governing body members and/or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal _ 5 = score for this category. 3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY Carries out directives of the body as a whole as opposed to those of any one member or minority group Sets meeting agendas that reflect the guidance of the governing body and avoids unnecessary involvement in administrative actions Disseminates complete and accurate information equally to all members in a timely manner Assists by facilitating decision making without usurping authority Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal - 5 = score for this category. 4. POLICY EXECUTION Implements governing body actions in accordance with the intent of council Supports the actions of the governing body after a decision has been reached, both inside and outside the organization Understands, supports, and enforces local government's laws,policies, and ordinances Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal _ 5 = score for this category. Resolution 15-017 Exhibit A Page S of 8 5. REPORTING Provides regular information and reports to the governing body concerning matters of importance to the local government, using the city charter as guide Responds in a timely manner to requests from the governing body for special reports Takes the initiative to provide information, advice, and recommendations to the governing body on matters that are non-routine and not administrative in nature Reports produced by the manager are accurate, comprehensive, concise and written to their intended audience Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal _ 5 = score for this category. 6. CITIZEN RELATIONS Responsive to requests from citizens Demonstrates a dedication to service to the community and its citizens Maintains a nonpartisan approach in dealing with the news media Meets with and listens to members of the community to discuss their concerns and strives to understand their interests Gives an appropriate effort to maintain citizen satisfaction with city services Add the values from above and enter the subtotal - 5 = score for this category. 7. STAFFING Recruits and retains competent personnel for staff positions Applies an appropriate level of supervision to improve any areas of substandard performance Stays accurately informed and appropriately concerned about employee relations Professionally manages the compensation and benefits plan Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal - 5 = score for this category. Resolution 15-017 Exhibit A Page 6 of 8 8. SUPERVISION Encourages heads of departments to make decisions within their jurisdictions with minimal city manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the city manager's office Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them,periodically assessing their progress, and providing appropriate feedback Encourages teamwork, innovation, and effective problem-solving among the staff members Add the values from above and enter the subtotal - 5 = score for this category. 9. FISCAL MANAGEMENT Prepares a balanced budget to provide services at a level directed by council Makes the best possible use of available funds, conscious of the need to operate the local government efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal _ 5 = score for this category. 10. COMMUNITY Shares responsibility for addressing the difficult issues facing the city Avoids unnecessary controversy Cooperates with neighboring communities and the county Helps the council address future needs and develop adequate plans to address long term trends Cooperates with other regional, state and federal government agencies Add the values from above and enter the subtotal - 5 = score for this category. Resolution 15-017 Exhibit A Page 7 of 8 NARRATIVE EVALUATION What would you identify as the City Manager's strength(s), expressed in terms of the principle results achieved during the rating period? What performance area(s)would you identify as most critical for improvement? Resolution 15-017 Exhibit A Page 8 of 8 What constructive suggestions or assistance can you offer the City Manager to enhance performance? What other comments do you have for the City Manager; e.g.,priorities,expectations,goals or objectives for the new rating period?