HomeMy WebLinkAbout2F - City manager's Performance Evaluation
AGENDA ITEM:
TO:
PREPARED BY:
SUBJECT:
DATE:
INTRODUCTION:
DISCUSSION:
CENSUS '90
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3 (f)
COUNCILMEMBERS FITZGERALD, SCOTT AND WHITE
CITY MANAGER REVIEW COMMITTEE
PERFORMANCE EVALUATION OF CITY MANAGER
MARCH 19, 1990
On February 13, 1990, the Evaluation Committee
(Councilmember Larson and Mayor Andren) met to
consider the City Manager's performance record for
calendar year 1989. The evaluations submitted by
the Council have an average range of 3.8
(Commendable) to 5 (Distinguished). out of a
possible score of 80 points, Mr. Unmacht received a
score of 70.1. without exception, improvement was
made in all cate90ries of job skill and performance
level. The Comm~ttee also reviewed the 1989 goals
set by individual Councilmembers.
In our opinion, Mr. Unmacht has met, or is in the
progress of meeting, all achievable goals under his
direct control and authority. For your
information, a list of these goals is included.
The 1990 evaluation forms, along with the
individual Councilmember's 1990 performance goals
and comments, have been given to Mr. Unmacht for
his review. It is our opinion that Mr. Unmacht has
done an outstanding job as Manager during the past
year and is a valuable asset to the community,
based upon examination of the following
information:
Composite rankin9 of
performance evaluat~ons.
Achievement of previously
goals.
c. 1989 Twin cities Metro Area Salary
Survey. A comparison information on city
populations, mean salaries, number of
employees supervised, types of degrees
and years of service.
a.
individual
b.
established
4629 Dakota St. S.E., Prior Lake, Minnesota 55372 / Ph. (612) 447-4230 / Fax (612) 447-4245
d. The City of Prior Lake Comparable Worth
study - An analysis of salary structure
which shows salary ranges and zone levels
for the position of City Manager in Prior
Lake.
The Committee also reviewed the evaluation form
currently being used and found it to be deficient.
We have set a date during April to meet with the
Manager to discuss possible revisions to this form,
and ways in which the evaluation process itself
could be improved. Any revisions to the form and
the process will be submitted by the Committee to
the full Council for final approval.
During our meeting with Mr. Unmacht, we requested
that he identify for us any barriers or hindrances
to his job performance that Councilmembers may be
responsible for. As a result of this conversation,
the Committee recommends that time be blocked out
during the April 7 workshop to discuss this issue.
Mr. Unmacht was requested to prepare a list of his
1990 job goals. As of this writin~, these goals
are being completed and will be ava~lable prior to
April 7.
RECOMMENDATION:
The recommendation of the Review Committee is:
1. The city Manager receive an increase of
4% on the base salary.
2. Mr. Unmacht be encouraged to seek
additional education in the field of
Public Administration (expenses to be
paid by the City).
For his overall performance
satisfactory implementation
Council goals, Mr. Unmacht
Merit Award of $1500, less all
payroll deductions.
4. These recommendations, if approved, be
retroactive to January 1, 1990.
3.
and the
of 1989
receive a
applicable
ACTION REQUIRED:
Copies of the individual and composite ranking
will be on file in the City Manager's office
for anyone interested in reviewing them.
Approval of the four recommendations listed
above as part of the Consent Agenda would be
in order.
If an~one has any questions or
regard~ng the performance evaluation
Committee's recommendations, please
councilmember Larson or Mayor Andren.
concerns
or the
contact
I.
tJ,(, 1.
01( 4.
5.
1989 GOALS FOR CITY MANAGER
BUDGET/REVIEW
2.
Study the budget and expenses further and determine
if there is waste or inefficiency anywhere. If so,
cut. < on ? """?' /',.~ Ceo s s '/
Communicate with Scott County and express our
concern regarding their budget and high mill rate.
Encourage them to take cost cutting action or form
a citizen's group to put pressure on them .<,fcc.'" G...~~'-"'~'"
Start budget planning early to meet new deadlines
with program planning input before budget hearing.~
Bring accounting practices in line with M.S.S.
Staff brainstorming session and report on pros and
cons of charging development impact fees to provide
additional revenues for increased city services.
3.
II. COMMUNICATION
1. Establish quarterly meeting with school board.
2. Continue efforts to improve communication with
public, officials and staff.
3. Spend more time out in the community.
4. City Attorney monthly update.
5. Don't be afraid to speak your mind both publicly
and privately to Councilmembers.
6. Bring issues of importance to a head or state that
the issue is not important enough to be a
priority.
III.
DEVELOPMENT
3.
4.
Major effort to complete zoning review.
Complete star cities.
Complete RFP Process.
Participate in County Road 21 planning.
l.
2.
IV. PERSONNEL/STAFF RELATIONS
1. Delegate agenda preparation to staff and supervise.
2. Base salary increase on performance, not years of
service.
3. Delegate more meaningful tasks and responsibilities to
Staff who demonstrate ability.
4.
Closely monitor department heads performance
progress - reward.
5. Continue management training for Senior Staff.
monitor
6. Train second level department personnel to take more day
to day responsibility.
7. continue to improve response time to Council concerns
and directives.
8. Allow yourself time to think creatively. Block time for
creative thinking.