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HomeMy WebLinkAbout9C - 1998 City Manager Performance Evaluation & Salary Review MEETING DATE: AGENDA #: PREPARED BY: AGENDA ITEM: DISCUSSION: ALTERNATIVES: RECOMMENDED MOTION: CITY COUNCIL AGENDA REPORT January 4, 1999 9C Frank Boyles, City Manager CONSIDER APPROVAL OF 1998 CITY MANAGER PERFORMANCE EVALUATION AND SALARY REVIEW. The City Manager's Employment Agreement calls for an annual performance evaluation to be completed within 30 days of November 1 st. An Evaluation Committee of Councilmembers Schenck and Kedrowski has assumed the responsibility for completing this process as set forth in the agreement and followed in previous years. At the November 16, 1998 meeting Councilmember Schenck distributed the performance evaluation form to Council members requesting that each Councilmember complete the form and return it to Councilmember Kedrowski by December 7, 1998. Since December 7th, the Evaluation Committee has been consolidating the evaluations. Attached is a consolidated version of the performance evaluation results as prepared by Councilmembers Schenck and Kedrowski. The Council should determine its collective perspective regarding the City Manager's performance over the past year. A recommendation for salary increase, if any, should also be discussed by the Council. 1. Approve the report of the City Manager Performance Evaluation Subcommittee. 2. Approve the report of the subcommittee with amendments. 3. Reject or defer action on the subcommittee's report. As the Council deems appropriate. 162P'Q;eMk:fuQ\dNfullJ's{{;M~~ Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245 AN EQUAL OPPORTUNITY EMPLOYER City Manager Performance Evaluation The annual City Manager Performance Evaluation is conducted in December of each year with the results forming the foundation for review of the City Manager's Contract. The survey is conducted by a non-quorum Council Member Review Committee with each survey given equal weight. The true value of any survey is being able to ascertain the trends of the survey results by looking at common responses. This presents a difficult task with a small survey sampling (5) such as this. Still some common trends can be indicated. The City Manager Performance Evaluation is distributed to each Councilmember upon the conclusion of the last Council Meeting in November, received by the Review Committee upon the conclusion of the first meeting in December and the results provided during the last Council Meeting of the year. The recommendations of the Review Committee can then be discussed and voted upon. The survey used this year was first used four years ago and has been reviewed by the Evaluation Committee each time. So far, no changes have been made but suggestions for improvement are always encouraged and easy to accomplish for subsequent years. The Survey The evaluation categories are: . Organizational Manag~ment . Fiscal/Business Management . PrograDl Development . Relationship with City Council . Long Range Planning . Relationship with Public/Public Relations . Interagency Relations . Professional/Personal Development The Performance Levels were rated: 5 - Well Above Standard (with Council Comment) 4 - Above Standards 3 - Meets Standards 2 - Below Standards 1 - Well Below Standards (with Council Comments) The Evaluation Categories begin on the following page with the average score reported for each category. Council comments are italicized. One Council Evaluation form was late and lengthy so the ability to go into length on this evaluation was curtailed slightly. One Councilmember provided a high rating but no comments so that affected the overall Council comments. Two of the Council comments went into length on areas difficult to pin down and apply to appropriate categories. 1 City Manager Performance Evaluation I. Organizational Management A. Organizes the work that goes into providing services established by past and current decisions of the Council. (3.4) Many of the actions Frank is undertaking are decisions of past Councils which need to be acted upon in a timely manner. B. Plans and organizes work that carries out the policies adopted by the Council and developed by Staff. (3.2) C. Evaluated and keeps up with technology. (3.2) Would have like to have seen a more rapid response to the Web Site proposal. D. Selects, leads, directs and develops Staff Members. (3.2) Would like to see "Human Factors" training for Frank and Staff. (A 2nd comment) Bret has been a big success since moving to Asst. Manager. II. Fiscal/Business Management A. Prepares and organizes a budget that conforms to the guidelines adopted by the Council. (3.8) Worked hard with Staff to maintain Council directed 0% increase over past three years. (A 2nd comment) Budget within the target. B. Plans, organizes and supervises the most economic utilization of manpower, materials, and machinery. (3.2) C. Plans and organizes a system of reports for the Council that provides the most up-to-date data available concerning expenditures, revenues, and investments. (3.4) Liked the financial impact portion added to agenda items. D. Plans and identifies new and updated menus of financially managing our City's facilities, buildings, and equipment. (3.2) E. Recommends actions to strengthen the fiscal condition of the City. (3.4) I liked the budget cuts this year. (A 2nd comment) Would like to see other financial options explored more often such as "Icetea" and Grantfunding sources. III. Program Development A. Maintains ongoing programs and services which are responsive to the organization's needs. (3.6) B. Plans, organizes and monitors work involving research programs directed by the Council and reports results. (3.2) C. Follows through on plans and organizes work assigned by the Council for completion in a timely manner. (2.8) D. Makes effective use of available staff resources. (3.4) IV. Relationship with City Council A. Effectively and clearly communicates with Council by appropriately utilizing materials, reports, and presentations. (3.2) B. Communicates with Council in a timely and forthright, ongoing and open manner. (3.2) Seem to be getting morefrequentupdating phone calls. Very positive. C. Presents adequate and accurate information to the Council to enable an appropriate decision. (3.0) D. Responsive to the City Council's needs for current plans, activities and events. (3.4) 2 City Manager Performance Evaluation v. Long Range Planning A. Maintains a well-constructed long-range (strategic) plan that is currently in operation. (3.6) Frank has a difficult task working with an often-divided Council on many topics. Maintains an excellent project chart showing progress made on Council Goals and Directions. B. Maintains an on-going monitoring process that attains a quality assurance in program and project implementation. (2.8) Frank has been forced to play "Fire Fighter" due to some Staff errors and failures in addressing "humanfactors". C. Program evaluation and personnel evaluation are inter-related with the strategic plan. (2.8) D. Pursues the completion of goals adopted and approved by the Council. (3.4) E. Keeps Council advised of new and impending public policy legislation and development. (3.0) Would like to see morefeedbackfrom the State level, LMC and AMM and in Frank's words. . F. Assures maintenance of existing infrastructure and planning for new or replacement infrastructure. (3.4) VI. Relationship with Public/Public Relations A. Maintains an active role in timely communication with the media/public. (3.2) B. Maintains a liaison with non-governmental agencies, organizations, and groups involved in the community. (3.0) Would like to see Staff involved more with the community. (a 2nd comment) Relationship/communication with I.S.D. 719 should be a higher priority . c. Communicates with the public on a regular basis in an effort to achieve good feedback from the public. (3.2) VII. Interagency Relations A. Demonstrates a positive role in the cultivation of professional relations with other agencies. (3.8) Good work with the County and Dakota Community. (a 2nd comment) Has maintained a good relationship with the Dakota Community. Has an excellent reputation with the LMCandAMM. B. Provides the Council with necessary tools to promote and enhance good communications and program development with other agencies. (2.8) Council could do more. VIII. Professional/Personal Development A. Demonstrates management techniques that show innovation, imagination and decisiveness. (3.0) Would like to see Frank and Staff receive additional Human Factor training and communication skills. B. Demonstrates effective leadership performance. (3.2) C. Demonstrates effective verbal and written communication skills. (3.8) 3 City Manager Performance Evaluation Evaluator Notes: Three Councilmembers provided essays to be attached to the evaluation fonn. The length of one of tifem makes it prohibitive to place in this report except in a condensed version. All three did recommend some additional training which corresponds with the fourth Councilmember's comments and who did not comment in essayform. Two of the Councilmembersfelt that Frank gets too personally involved in issues, which tends to cloud the Agenda reports. Both would like to see more factual data versus the emotional perspective. Two Councilmembers would like to see Frank become more of the "Council Team". From this point on, the three evaluators differ in many aspects and offer some positive and not so positive comments. The Councilmembers will not be identified except by number and in no particular order. Councilmem.ber #1 - Suggested that Frankfind a way to not get personally involved in every detail coming before the Council. (Corresponds with another evaluator comments under item VI. B. This Councilmember was also concerned about how Frank gets caught in the middle when the Council disagrees and that maybe his judgment gets clouded by a split council. Also noted was the aggressiveness of pushing an item through that Frank is supportive of and a less aggressive approach to those he does not support. This Councilmember was also concerned that Frank has a tendency to provide "gushy introductions" of Councilmembers, which tends to appear insincere. In conclusion this Councilmember was very supportive of Frank's professional development and encouraged additional managerial training. Councilmem.ber #2 - Complimented Frank more than any other Councilmember yet scored the lowest and providing the most damaging comments. This Councilmember said that Frank was knowledgeable and experienced, very articulate, trying to be an effective City Manager but believes that he is falling short and will continue to fall short unless he makes some fundamental adjustments. I believe Frank subconsciouslyfocuses on what he should do to be verceived as a aood manaoer. rather than on what he should do to be a good manaoer. Ifhe would always take the high road, his integrity would remain intact even when the Council does not agree with his recommendation, and would certainly gain my general support even if I was not in agreement on the particular issue. Frank should demand quality and timely homework of himself and his staff in preparation for Council discussion and action. Erroneous, incomplete, or biased information leads tofaulty decisions and lost credibility. ifF ranks believes expenditure is justified and wants the Council to approve it, he ought to support his position with a couple of pages of clear crisp financial analysis rather than with pages of rhetoric. Frank should respect and manaae the relationship between Mayor, Council, Staff, Commissions, Authorities and Advisory Committees. The Staff and Committees should not posture their positions with the Public and the news media before the Council has had a chance legitimate opportunity to discuss and decide policy and direction. Frank should not allow Staff to make commitments to the Council and lead the Council to pass resolutions, if the Staffhas no intention of carrying them out. This Councilmember then offers five suggestions for improvements and concludes with: Frank has many good qualities, and I believe he is an individual of good character. The responsibilities of City management cover a broad spectrum, and Frank should be willing, and not embarrassed, to receive counsel and advice. Councilmem.ber #3 - As mentioned in the rating portion of the sUlvey, this Councilmember suggests that procedure be put in place to "build a Council Team" with Frank as a part of that Team. This Councilmember also suggests that the Council itself, "may be out of step with the Staff instead of the Staff being out of step with the Council. He also suggests that the Council role needs to be better defined and that the City Manager needs a clear set of expectations and goals for 1999. He goes on to suggest that the Council provide the City Manager "a clear set of priorities". 4 City Manager Performance Evaluation Summary Results I. 3.25 II. 3.40 III. 3.25 IV. 3.20 v. 3.16 VI. 3.13 VII. 3.30 VIII. 3.33 Average 3.25 Conclusions: (1) In the area of compensation, the Evaluation is recommending a 3% pay raise for the year beginning January 1, 1999. In looking at comparison City Manager salaries and compensation packages, the 3% adjustment is not out of line and actually falls less than the Survey Average listed above. (2) It is further recommended that the clause requiring full use of vacation time accrued over the year, be amended to allow a vacation accrual of up to six (6) months vacation time. This is fairly common in many City Manager contracts as wen as in the private sector. (3) The conclusion of four out of five Councilmembers was that a "Team Building" or Managerial Session" needs to be put in place for the benefit of the Council, City Manager and Staff. Action Required: After discussion, approve report as submitted or amended. Respectively submitted, Tom Kedrowski Pete Schenck 5