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HomeMy WebLinkAboutVII (D) Discussion re City Manager Contract Agendai� 12-19-2000 C'E.VTEROF GOOD L71'LVG-PRIDE OF{PEST OR4.M'GE" I1sTyl D NI:e Ocoee 5. S('OFI'VANDERGRIF• 'T OCOEE OF o CITY.. � Cnn,n,Istlonp¢s DANNY HOWELL 150 N. LAKESHORE DRIVE Ocolfe, Fl.ORIDA 3476I-2258 S('OFE nNnHRSON tr INIS FY RA INSON ir '" ,���' (407)9053100 NANCY J. PARKER Fy O/ GOOP (407)656-5725 FAX ( ITV MANVIER FROM THI!011 I('E OF JEAN GRAFTON, CITY CLERK ELLIS SHAPIRO MEMORANDUM To: The Honorable Mayor and Board of City Commissioners From: Jean Grafton, City Clerk Date: December 13, 2000 Re: Discussion re City Manager Contract By mutual agreement in the December 5, 2000, City Commission Regular Meeting the deadline for this item was extended to December 21, 2000, with the understanding it would be on the December 19 agenda. Mr. Shapiro had agreed to distribute the evaluations he had received to date, and you will find three evaluations attached POWTI CITY COMMISSION EVALUATION OF THE CITY MANAGER I. INTRODUCTION AND DEFINITIONS Listed below are ten broad areas of managerial responsibility and performance, along with a brief description of each: ADMINISTRATION AND ORGANIZATIONAL MANAGEMENT The ability to structure the organization, and plan and organize its work in such a way as to effectively and efficiently meet the municipal service needs of the citizens, and carry out the goals and policies adopted by the City Commission. EMPLOYEE RELATIONS AND STAFF DEVELOPMENT The ability to recruit and retain high quality personnel for City employment, to set a high standard of performance for City employees, and to foster a sense of commitment to providing a high level of public service to the citizens. BUDGETING AND FINANCIAL MANAGEMENT The ability to put together a financial plan (Le. the annual Operating Budget, the Capital Improvements Plan, and so forth) which realistically meets the City's needs within its ability to pay. Also, the ability to take a future oriented perspective of the city's financial ability, proposing policies and management procedures which will protect long term fiscal integrity. POLICY AND PROGRAM DEVELOPMENT The ability to assist the City Commission in developing specific policies and programs which will implement the broad goals and objectives that it sets for the city. POLICY IMPLEMENTATION The ability to take the policies and programs which have been initiated and/or approved by the City Commission, and effectively implement them so that desired outcomes are achieved. LONG RANGE PLANNING The ability to anticipate the future environment, needs and problems of the City, recommending policy options and adopting management procedures which will enable the City to respond appropriately to that future scenario. YJI��-yn/ �1(� �' 1 V PUBLIC COMMUNICATIONS The ability to effectively represent the City and its policies to citizens, both collectively, and individually, including the ability to maintain constructive relations with the press and media. RELATIONS WITH MAYOR AND COMMISSION The ability to maintain an open and honest relationship with Commissions, both collectively and individually, and to respond in an effective and timely manner to their concerns. Playing a supportive role to the Mayor and Commission in their responsibilities as elected officials, without getting involved in partisan politics. INTERGOVERNMENTAL, NEIGHBORING COMMUNITY, AND PROFESSIONAL RESPONSIBILITIES Working effectively with policy makers at the Federal, State, Metropolitan and County levels to amicably solve community problems, while forcefully representing the interests of Ocoee. Fostering a high level of respect for the City of Ocoee at these levels, as well as in municipal organizations such as the Florida League of Cities. Enjoying the high personal reputation among other municipal management professionals, and taking an active leadership role in professional organizations. PERSONAL CHARACTERISTICS The ability to maintain a high level of motivation for self, manage stress effectively, maintain a healthy tolerance for the uncertainties which are a part of municipal management, maintaining a personable and warm attitude toward others, which encourages them to seek guidance in resolving problems to the City organization. 2 �\ V Pc_J -Cv II. RANKING OF PRIORITY Each of the previously outlined areas of managerial responsibility is important. However, the city Manager frequently has to prioritize his time and effort in selected areas, at some expense to others. Please give your ranking of importance (we have excluded personal characteristics) as to where he should focus his time and effort. Number "1" should be the area of highest priority, with"9"the least important. Administration and Organizational Management Q Employee Relations and Staff Development Budgeting and Financial Management 3 Policy and Program Development `7 Policy Implementation 5 Long Range Planning - Public Communications / Relations with Mayor and Commissioners Intergovernmental,Neighboring Community, and Professional Responsibilities COMMENTS: Please provide any comments which would elaborate on the above prioritization, including being more specific about areas that are of special concern to you. Tp 3 M. EVALUATION OF THE CITY MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas, by placing an"X"next to the term which you feel best describes the Manager's performance in that area. 1. Administration and Organizational Management Does the Manager plan and organize the work of the City organization in an way that effectively and efficiently carries out the goals and policies adopted by the City Commission? I M/ ost Often Usually Sometimes Seldom 2. Employee Relations and Staff Development Does the Manager recruit and retain high quality employees, and motivate them to put forth their best efforts? Does the Manager create among the City employees an attitude of commitment to the organization and its purposes? Most Often v/ Usually Sometimes Seldom 3. Budgeting and Financial Management Does the Manager present a realistic budget that meets the city's needs within its ability to pay? Does he devote sufficient attention to maintaining the long-term fiscal health of the City? ✓ Most Often Usually Sometimes Seldom 4. Policy and Program Development Does the Manager effectively assist the Commission in formulating city policies and programs which will meet the broad goals and objectives the Commission has set for the City? / V/Most Often Usually Sometimes Seldom 4 • 5. Policy Implementation Once a policy or program has been developed and/or approved by the Commission, does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also, are programs organized and implemented efficiently? Most Often Usually Sometimes Seldom 6. Long Range Planning In carrying out in his responsibilities, does the Manager devote sufficient attention to taking a future oriented perspective, so that the policies and management procedures used enable the City to effectively respond to its future. Most Often Usually Sometimes Seldom 7. Public Communications Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the city government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? Does he maintain an open and positive relationship with the press? Most Often Usually Sometimes Seldom 8. Relations with Mayor and Commission Does the Manager maintain an open and honest channel or communication with Commission members, both collectively and individually? Is the Manager, in the way he carries out his duties and responsibilities, supportive of the Mayor and Commission in their efforts to carry out their responsibilities as elected officials? Most Often Usually Sometimes Seldom 1 5 9. Intergovernmental, Neighboring Community and Professional Responsibilities Is the Manager effective in dealing with other levels of government and neighboring communities, to achieve amicable solutions to mutual problems, while vigorously defending the interests of the City of Ocoee? Does the Manager actively participate in Metropolitan and State policy making groups, as well as professional organizations, and does he provide leadership to other Managers in the area? Most Often Usually Sometimes Seldom 10. Personal Characteristics Does the Manager display characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Ocoee? Most Often v Usually Sometimes Seldom { 'J 6 IV. Additional Written Comments What do you feel are some of the Manager's strongest points and finest accomplishments this year? /' j ✓vfo F/7 fail 0j) O -1 G� Q7, Pf eci budJ9e4 For co --oil parE, cu/Gv / 7 P19u ✓ , ✓ 5 co+ quails roaL-e_ c Lod-- cc) acftc , aIc cfoaI5 -Cur -1-10C buds_-( ri w/ /M if. z am pIPQso (Ai , fli his ci-ct_Cfs WO rlc On SO da ( Sifi0S v work Luaroi 1 � urchgSe 6 ; e o ke p roe Q {-1--V , What areas of the Manager's performance do you feel most need improvement? Why? Do you have suggestions as to how the Manager can improve in these areas? 1.--05-1 kQop 00alvYluYlicCt l09 a c b Q s -I- a s 9 o c._ Lah CO J h (I10.,y or a Coma/ ( Scion _er5 -(-Giou b Z vhcRw S 4-a `�-LQ O C Cot i 3101 ad d t -(' ( t c G ( ( c i All 1v-i a ( I 1 r am pl-CaQJ g b_Q_ It2ve h2 works wQll cu ,{h /ht ©o i scuts C -f L city or iffcc _ S' afore• _ El Date (( (( 7 CITY COMMISSION EVALUATION OF THE CITY MANAGER I. INTRODUCTION AND DEFINITIONS Listed below are ten broad areas of managerial responsibility and performance, along with a brief description of each: ADMINISTRATION AND ORGANIZATIONAL MANAGEMENT The ability to structure the organization, and plan and organize its work in such a way as to effectively and efficiently meet the municipal service needs of the citizens, and cany out the goals and policies adopted by the City Commission. EMPLOYEE RELATIONS AND STAFF DEVELOPMENT The ability to recruit and retain high quality personnel for City employment, to set a high standard of performance for City employees, and to foster a sense of commitment to providing a high level of public service to the citizens. BUDGETING AND FINANCIAL MANAGEMENT The ability to put together a financial plan (i.e. the annual Operating Budget, the Capital Improvements Plan, and so forth) which realistically meets the City's needs within its ability to pay. Also, the ability to take a future oriented perspective of the city's financial ability, proposing policies and management procedures which will protect long term fiscal integrity. POLICY AND PROGRAM DEVELOPMENT The ability to assist the City Commission in developing specific policies and programs which will implement the broad goals and objectives that it sets for the city. POLICY IMPLEMENTATION The ability to take the policies and programs which have been initiated and/or approved by the City Commission, and effectively implement them so that desired outcomes are achieved. LONG RANGE PLANNING The ability to anticipate the future environment, needs and problems of the City, recommending policy options and adopting management procedures which will enable the City to respond appropriately to that future scenario. 1 PUBLIC COMMUNICATIONS The ability to effectively represent the City and its policies to citizens, both collectively, and individually, including the ability to maintain constructive relations with the press and media. RELATIONS WITH MAYOR AND COMMISSION The ability to maintain an open and honest relationship with Commissions, both collectively and individually, and to respond in an effective and timely manner to their concerns. Playing a supportive role to the Mayor and Commission in their responsibilities as elected officials, without getting involved in partisan politics. INTERGOVERNMENTAL, NEIGHBORING COMMUNITY, AND PROFESSIONAL RESPONSIBILITIES Working effectively with policy makers at the Federal, State, Metropolitan and County levels to amicably solve community problems, while forcefully representing the interests of Ocoee. Fostering a high level of respect for the City of Ocoee at these levels, as well as in municipal organizations such as the Florida League of Cities. Enjoying the high personal reputation among other municipal management professionals, and taking an active leadership role in professional organizations. PERSONAL CHARACTERISTICS The ability to maintain a high level of motivation for self, manage stress effectively, maintain a healthy tolerance for the uncertainties which are a part of municipal management, maintaining a personable and warm attitude toward others, which encourages them to seek guidance in resolving problems to the City organization. 2 II. RANKING OF PRIORITY Each of the previously outlined areas of managerial responsibility is important. However, the city Manager frequently has to prioritize his time and effort in selected areas, at some expense to others. Please give your ranking of importance (we have excluded personal characteristics) as to where he should focus his time and effort. Number "I" should be the area of highest priority, with"9"the least important. Administration and Organizational Management Employee Relations and Staff Development t -- Budgeting and Financial Management 4- Policy and Program Development _3 Policy Implementation Long Range Planning Public Communications Relations with Mayor and Commissioners d Intergovernmental, Neighboring Community, and Professional Responsibilities COMMENTS: Please provide any comments which would elaborate on the above prioritization, including being more specific about areas that are of special concern to you. 3 III. EVALUATION OF THE CITY MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas, by placing an "X" next to the term which you feel best describes the Manager's performance in that area. 1. Administration and Organizational Management Does the Manager plan and organize the work of the City organization in an way that effectively and efficiently carries out the goals and policies adopted by the City Commission? 1/ Most Often Usually Sometimes Seldom 2. Employee Relations and Staff Development Does the Manager recruit and retain high quality employees, and motivate them to put forth their best efforts? Does the Manager create among the City employees an attitude of commitment to the organization and its purposes? Most Often t/at Usually Sometimes Seldom 3. Budgeting and Financial Management Does the Manager present a realistic budget that meets the city's needs within its ability to pay? Does he devote sufficient attention to maintaining the long-term fiscal health of the City? Most Often Usually Sometimes Seldom 4. Policy and Program Development Does the Manager effectively assist the Commission in formulating city policies and programs which will meet the broad goals and objectives the Commission has set for the City?/ V/ Most Often Usually Sometimes Seldom 4 • 5. Policy Implementation Once a policy or program has been developed and/or approved by the Commission, does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also, are programs organized and implemented efficiently? t Most Often Usually Sometimes Seldom 6. Long Range Planning In carrying out in his responsibilities, does the Manager devote sufficient attention to taking a future oriented perspective, so that the policies and management procedures used enable the City to effectively respond to its future.to Most Often V Usually Sometimes Seldom 7. Public Communications Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the city government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? Does he maintain an open and positive relationship with the press? 1. Most Often Usually Sometimes Seldom 8. Relations with Mayor and Commission Does the Manager maintain an open and honest channel or communication with Commission members, both collectively and individually? Is the Manager, in the way he carries out his duties and responsibilities, supportive of the Mayor and Commission in their efforts to carry out their responsibilities as el cted officials? Most OftenUsually Sometimes Seldom 5 • 9. Intergovernmental,Neighboring Community and Professional Responsibilities Is the Manager effective in dealing with other levels of government and neighboring communities, to achieve amicable solutions to mutual problems, while vigorously defending the interests of the City of Ocoee? Does the Manager actively participate in Metropolitan and State policy making groups, as well as professional organizations, and does he provide leaders ip to other Managers in the area? 'Most Often Usually Sometimes Seldom 10. Personal Characteristics Does the Manager display characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Ocoee? v/Most Often Usually Sometimes Seldom 6 IV. Additional Written Comments What do you feel arc some of the Manager's strongest points and finest accomplishments this year? gai L.4 autt_ ccliak p�tnr,....,, �u".aXn ^ (� Lav�t_Ais � - y^•-k- ��, U any Q g� t r`n akQ9-_ ±ft> 91 e� c� Q9 a ite4“.Q. e -- .N-�.C�— off- - - ..,k_ .1E. c0.5 — What areas of the Manager's performance do you feel most need improvement? Why? Do you have suggestions as to how the Manager can improve in these areas? We Signature Date 7 ,4UDfl Administration and Organizational Management Strung Defines and staffs changes in city needs Weak Uses too many hours of consultant and over staffs specific situations and does not address the ramifications. Employee Relations and Staff Development Strong Good in selecting high caliber talent Weak Does not seek personal growth in their jobs and does not"tap into"staff member level of abilities. Budgeting and Financial Management Strong Budgeting Skills are proven and realistic in nature Weak Does not work for maximum return on investment Policy and Program Development Stron° Understands and notifies Commission of policies to be addressed Weak Works effortless when Commission and CM decision are alike,but if decisions are not parallel adds stopping blocks to the decision making process Policy and Development Strong Thinks along constructive original policies Weak Has a problem with change, is slow at educating himself to proven alternatives. Long Range Planning Strong Has a natural gift of accessing needs for the future. Weak Is slow at responding to opportunities/problems Public Communication Strong Set up a whole department with its own line item address these issues Weak After identifying this weak area has done little to improve.This area as a CM needs improvement. Relations with Mayor Weaker than two years ago Relations with Commission Selective at best Intergovernmental,Neighboring Community,and Professional Responsibilities Strong Has staff work with other parties when necessary Weak Does not appear to take an active leadership role in this part of his job. Personal Characteristics Strong Maintains personality and warm attitude towards others Weak Motivation,Stress,Slow to move on issues 11/00 Scott Anderson II. RANKING OF PRIORITY Each of the previously outlined areas of managerial responsibility is important. However, the city Manager frequently has to prioritize his time and effort in selected areas, at some expense to others. Please give your ranking of importance (we have excluded personal characteristics) as to where he should focus his time and effort. Number "1" should be the area of highest priority, with"9"the least important. Administration and Organizational Management Employee Relations and Staff Development 3 Budgeting and Financial Management tS Policy and Program Development /I Policy Implementation tO _ Long Range Planning 7 Public Communications l^J/ Relations with Mayor and Commissioners _ I Intergovernmental,Neighboring Community, and Professional Responsibilities COMMENTS: Please provide any comments which would elaborate on the above prioritization, including being more specific about areas that are of special concern to you. 3 III. EVALUATION OF THE CITY MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas, by placing an "X" next to the term which you feel best describes the Manager's performance in that area. 1. Administration and Organizational Management Does the Manager plan and organize the work of the City organization in an way that effectively and efficiently carries out the goals and policies adopted by the City Commission? Most Often X Usually X Sometimes Seldom 2. Employee Relations and Staff Development Does the Manager recruit and retain high quality employees, and motivate them to put forth their best efforts? Does the Manager create among the City employees an attitude of commitment to the organization and its purposes? Most Often Usually K Sometimes Seldom 3. Budgeting and Financial Management Does the Manager present a realistic budget that meets the city's needs within its ability to pay? Does he devote sufficient attention to maintaining the long-term fiscal health of the City? Most Often X Usually Sometimes Seldom 4. Policy and Program Development Does the Manager effectively assist the Commission in formulating city policies and programs which will meet the broad goals and objectives the Commission has set for the City? Most Often Usually X Sometimes Seldom 4 5. Policy Implementation Once a policy or program has been developed and/or approved by the Commission, does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also, are programs organized and implemented efficiently? Most Often Usually X Sometimes Seldom 6. Long Range Planning In carrying out in his responsibilities, does the Manager devote sufficient attention to taking a future oriented perspective, so that the policies and management procedures used enable the City to effectively respond to its future. X Most Often Usually Sometimes Seldom 7. Public Communications Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the city government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? Does he maintain an open and positive relationship with the press?Most Often Usually V Sometimes Seldom 8. Relations with Mayor and Commission Does the Manager maintain an open and honest channel or communication with Commission members, both collectively and individually? Is the Manager, in the way he carries out his duties and responsibilities, supportive of the Mayor and Commission in their efforts to carry out their responsibilities as elected officials? Most Often Usually X Sometimes Seldom 5 9. Intergovernmental,Neighboring Community and Professional Responsibilities Is the Manager effective in dealing with other levels of government and neighboring communities, to achieve amicable solutions to mutual problems, while vigorously defending the interests of the City of Ocoee? Does the Manager actively participate in Metropolitan and State policy making groups, as well as professional organizations, and does he provide leadership to other Managers in the area? Most Often Usually Sometimes / ' Seldom 10. Personal Characteristics Does the Manager display characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Ocoee? v Most Often Usually Sometimes Seldom 6