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HomeMy WebLinkAboutItem VI (C) City Manager Evaluation AGENDA 7-19-94 Item VI C "CENTER OF GOOD LIVING-PRIDE OF WEST ORANGE" S.SCOTT VANDERGRIFT 61/4(0 � OCO@Q CITY OF O COEERUSTYJJo ON v Oa 150 N.LAKESHORE DRIVE PAUL W.FOSTER OCOEE FLORIDA 34761-2258 VERN COMBS eZ4. ?v (407)656-2322 JIM GLEASON N`� OF GOO QTY MANAGER ELLIS SHAPIRO MEMORANDUM TO: The Honorable Mayor and Board of City Commissioners FROM: Ellis Shapiro, City Manager DATE: July 15, 1994 RE: EVALUATION Pursuant to my memorandum to you dated July 11, 1994, this item has been placed on the July 19, 1994, City Commission Agenda. If completed evaluation forms are not available by July 15, 1994, please bring them to the meeting with at least 8 copies for distribution. Respectfully Submitted, I- ES1 :fdg:98 Attachment • •• _ _ • .. # c P. 0 a %•©`„4 JIM GLEASON OP 6000 COMMISSIONER 150 N.LAKESHORE DRIVE OCOEE,FLORIDA 34761 June 29, 1994 (407)656-2322 856 HAMMOCKS DRIVE OCOEE,FLORIDA 34761 (407)299-9130 Mr.Ellis Shapiro City Manager 150 N. Lakeshore Drive Ocoee, FL 34761 Dear Ellis, Attached is the City Manager review for the period of November 1993 through June 1994. I will be happy to meet with you at your convenience to discuss any questions or comments you may have regarding this review. This evaluation reflects my opinions and observations since my election to the Ocoee City Commission in November 1993. I want you to know that I have enjoyed the opportunity to work with you and your staff during the past eight months and I look forward to a long term cooperative relationship as we face the coming challenges in our city' s growth and development. I have the utmost confidence in you and your staff to meet these demands. Please continue your efforts in preserving Ocoee as "the center of good living. " Respectf ly yours, ` 1 Jim Gle; on Commissioner, District 4 Enclosure L_____ THE PRIDE OF WEST ORANGE 1994 COUNCIL 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 poli- cies adopted by the City Council . 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 committnent 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 abil- ity, proposing policies and management procedures which will pro- tect long term fiscal integrity. Policy. and Program Develoument--The ability to assist the City Council 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 Council , 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 . Public Communications- -The ability to effectively represent the City and its policies to citizens , both collectively, and indivi- dually, including the ability to maintain constructive relations with the press 'and media. Relations with Mayor and Council--The ability to maintain an open and honest relationship with Councilmembers , both collectively and individually, and to respond in an effective and timely manner to their concerns . Playing a supportive role to the Mayor and Council in their responsibilities as elected officials , without getting involved in partisan politics . 1994 Council Evaluation of the City Manager Page Z In overnmental , Neighboring Community, and Professional esponsi ilitics- -i orking effectively with policy makers at the federal , state , metropolitan, and county levels to amicably solve • community problems , while forcefully representing the interests of I Ocoee. . Fostering a high level of respect far 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 . feilow municipal management _ professionals , and taking an active leadership role in pro- fessional 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 muni - cipal management, maintaining a personable and warm attitude toward others , which encourages them to seek guidance in resolving problems related to the City organization. • • 1994-Council Evaluation • of the City Manager Page 3 • II . RANKING OF PRIORITY Each of the previously outlined areas of managerial respon- sibility is important . However, the City Manager frequently has to prioritize his time and effort in selected areas , at some expense to the 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 the highest priority, with "9" the least important . 2 Administration and Organizational Management 1 Employee Relations and Staff Development 6 Budgeting and Financial Management 7 Policy and Program Development 8 Policy Implementation g Long Range Planning 4 Public Communications 3 Relations with Mayor and Council 5 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. • 1994 Council Evaluation of the City Manager Page 4 III . EVALUATION OF THE 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 feels 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 a way that effectively and efficiently carries out the goals and policies adopted by the City Council? x Most Often Usually Sometimes -Seldom. 1 . 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 com- mittment to the organization and its purposes? Most Often x 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 suf- ficient 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 Council in for- mulating City policies and programs which will meet the broad goals and objectives the Council has set for the City? Most Often x Usually Sometimes Seldom S . Policy Implementation • Once a policy or program has been developed and/or approved by the Council , does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also , are programs organized and implemented efficiently? x Most Often Usually Sometimes Seldom 1994 Council Evaluation Of the City Manager Page S 6 . Long Range Planning In carrying out 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 Council Does the Manager maintain an open and honest channel of com- munication with Councilmembers , both collectively, and individually? Is the Manager , in the way he carries out his duties and responsibilities , supportive of the Mayor and Council in their efforts to carry out their responsibilities as elected officials? Most Often Usually x Sometimes Seldom 9 . Ingovernmental , 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 ac- tively participate in metropolitan and state policy making • groups , as well as professional organizations , and does he provide leadership to other managers in the area? x Most Often Usually SometimesSeldom 10 . Personal Characteristics Does the Manager display personal characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Ocoee ? Most Often x Usually Sometimes Seldom 1994 Council Evaluation of the City Manager Page 6 IV. ADDITIONAL WRITTEN COMMENTS--Attach additional page if needed . What do you feel are some of the Manager ' s strongest points and finest accomplishments this year? See Attached What areas of the Manager ' s performance do you feel most need improvement? Why? Do you have suggestions as to how theManager can improve in these areas? See Attached • ) n / i,,, -1,---,/ // S _nature Date 1994 Council Evaluation of the City Manager Page 7 IV. Ellis, I feel you have done an overall superior job for the City of Ocoee. Your ability to attract highly qualified department heads, i.e. Administrative Services, Planning, and Personnel, is a definite asset. You know what qualifications to look for and seek only the best for each position. Your communication with me has been candid, open and honest on all issues. I feel I always walk away knowing all aspects of each matter. You continue to improve the long range financial growth and stability of the city enhancing our ability to attract financing towards long range goals. Your ability to effectively communicate with our neighboring cities and the county is a great capability. I would like you to use this same effective communication skills and put them to use on a daily basis with staff and residents. The implementation and support of all the policy decisions of the commission is a further asset to your role as City Manager. I value your opinion and guidance on these issues. There is one area of your performance that I feel needs some attention. You need to continue to improve all aspects of communication. The morale of the entire City Staff needs work. Possibly a more democratic management style would enpower the employees and department heads to get their jobs done. You need to allow the department heads to give information when requested. Try not to cut them off or interrupt when they are speaking. You must also continue to improve your communication with the city residents and others who come before the City Manager and Commission. You need to allow others to speak their case. Try to minimize confrontation with residents, making their experience with local government as favorable as possible. Although this is a two way street, you must try to improve communications with the Mayor. I also call upon the Mayor to put politics aside and make an effort to work with you for the betterment of the City and the citizens of Ocoee. Goals 1. Continue to improve cash reserves and long term financial stability of the city. 2 . Continue to look for and plan long term economic viability and diversity. 3. Major emphasis on parks, recreation expansion, improvement, i .e. recreation complex, pool, gym, etc. . 4. Continue to improve road maintenance and expansion. 5 . Continue to enhance city status with other entities as a progressive, growing and viable city.