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Home My WebLink AboutDocumentation_Regular_Tab 9A_9/23/1997 -41 Village of Tequesta S E P 0 2 1997 VILLAGE OF TEQUESTA Village Manager's Office VILLAGE MANAGER PERFORMANCE EVALUATION FORM Councilmember Name: ..Z .,� L�l Date: " (- 7g/P7 E . . . . (+) 5 2 1 (-) I. OPERATIONS: Effectively manages day-to-day affairs of the Village. 5 4 3 2 1 COMMENTS: II. SPECIAL PROJECTS BASED UPON TOP FIVE VILLAGE COUNCIL PRIORITIES: 1) Implement facilities for the Village office staff, Police, Fire, and how we are going to pay for t'./. 5 4 3 2 1 2 ) Increase the cost of holding vacant land. 5 4 3 2 1 3) Build our R.O. facility and to provide future water needs for Village of Tequesta - Complete financing ajid also start construction ASAP. r/ 5 4 3 2 1 4) Jupiter Water Lawsuit. 5 4 3 2 1 5) Improve drainage via implementation of Stormwater Utility. 5 4 3 2 1 * .See attachment for further scale explanation 3 COMMENTS: III. PUBLIC RELATIONS: The business of inducing the public to have understanding for and goodwill toward the Village of Tequesta. A) Provides for proper representation of the ✓ Village. 5 4 3 2 1 B) Citizen availability ✓ 5 4 /3 2 1 C) Intergovernmental relations y/_ _ _ (Palm Beach County, Town of Jupiter, etc) 5 4 3 2 1 D) Media contact/relations �✓ 5 4 3 2 1 • COMMENTS: IV. INTER-PERSONAL. SKILLS: Communications and information dissemination skills . A) Councilmembers 5 4 //3 2 1 B) Staff _ k/� _ 5 4 3 2 1 C) Citizens 5 4 3 2 1 COMMENTS: 4 V. OVERALL PERFORMANCE: This summary of the Village Manager's value to the Village should reflect the actual accomplishments of the appraisal period, taking into consideration the four (4) major areas of the appraisal above. 5 4 3 2 1 COMMENTS: 5 r'y ' A VILLAGE MANAGER SALARY CONSIDERATION EVALUATION PERIOD: July 1996 to July 1997 10/01/96 SALARY RANGE: $49, 779 - $69, 647 MID-RANGE: $59,713 CURRENT SALARY: $69, 647 DATE OF EMPLOYMENT: 05/01/86 TIME OF SERVICE: 11 YEARS ± DATE OF LAST MERIT INCREASE 07/25/96 0 RECOMMENDED PAY INCREASE: $ OR T D % Dollar Amount % Increase COMMENTS: 4 ,--. ou 9ilmember ' gnature e 6 • VILLAGE OF TEQUESTA VILLAGE MANAGER PERFORMANCE EVALUATION FORM Councilmember Name: 1Z6in Nl\Y6t,4a,1 Date: g-25-c►1 * SCALE . . . . (+) 5 4 3 2 1 (-) I. OPERATIONS: Effectively manages day-to-day affairs of the Village. 5 CI3 2 1 COMMENTS : Torn - v4 VI Y4,45 a \1 c: cu,:1T g?6,12)a4&i- Arkwbns TOW1 a0et- 61-, u4CLa-5 1.1 A-s 4r.-.on51,L,4:1-4.,l sU.i.n,� V 2,AQM'r- Stwlav,n n/4✓1GhW Y151S‘unGN u,..51 ' L/t 110�� b>na� � V II. SPECIAL PROJECTS BASED UPON TOP FIVE VILLAGE COUNCIL PRIORITIES: 1) Implement facilities for the Village office staff, Police, Fire, and how we are going to pay for it. 5 4 3 2 1 2) Increase the cost of holding vacant land.- NfiX_. 7a c�Jc�k TEtw.,o410 h V 1lruac t d..�u.l 5 4 3 2 1 • 3) Build our R.O. facility andto provide future water needs for Village of Tequesta - Complete financing and also start construction ASAP.- it,,(41 1Y1z.s ✓ 5 4 3 2 1 ' -m4( tYatAsidol Y' w mapktt 4) Jupiter Water Lawsuit.- cc.t;%S;unT 1 z h� ✓ okzyc_ntc3 s1n 1nu-)?#16.\ 5 4 3 2 1 5) .Improve drainage via implementation of Stormwater Utility. 5 4 3 2 1 * - See attachment for further scale explanation 3 V • COMMENTS \1 .�� sl tgno �c�i 1r1AA.)t )-1Een )1\,c}rNcO-1ca k ottA+ c..\1 , TcSW a • III. PUBLIC RELATIONS: The .business of inducing the public to have understanding for and goodwill toward the Village of Tequesta. A) Provides for proper representation of the .' Village. 5 4 3 2 1 B) Citizen availability ✓ • 5 4 3 2 1 C) Intergovernmental relations _ _ _ • (Palm Beach County, Town of Jupiter, etc) 5 4 3 2 1 D) Media contact/relations 5 4 3 2 1 CONTENTS: cv gas rrvudan.- ‘4 u okAko n tiu: \ "rCZYL1 w a,5 • xnca" 0.°aA \ 1 Q- YY16- P5 S. k-'A-tAzY. C,aOvu IV. INTER-PERSONAL SKILLS: Communications and information dissemination skills . A) Councilmembers 5 4 3 2 1 B) Staff 5 4 3 2 1 C) Citizens 5 4 3 2 1 CONTENTS: lcaYY\ Goyvym k\Y r.w v-1 -1 l PL.1�0 l: 511.a_ uc uc- �11 \1u1 Ccpp,rtu. ) 4 V. OVERALL PERFORMANCE: This summary of the Village Manager's value to the Village should reflect the actual accomplishments of the appraisal period, taking into consideration the four (4) major areas of the appraisal above. 5 4 3 2 1 COMMENTS: • i 5 • VILLAGE MANAGER SALARY CONSIDERATION EVALUATION PERIOD: July 1996 to July 1997 10/01/96 SALARY RANGE: $49, 779 - $69, 647 MID-RANGE: $59, 713 CURRENT SALARY: $69, 647 DATE OF EMPLOYMENT: 05/01/86 TIME OF SERVICE: 11 YEARS ± DATE OF LAST MERIT INCREASE 07/25/96 RECOMMENDED PAY INCREASE: $ OR Dollar Amount % Increase COMMENTS: 9-9-97 Cou cilmember ignature Date 6 • Village of Tequesta AUG - 6 1997 VILLAGE OF TEQUESTA Village Mana er's Office VILLAGE MANAGER PERFORMANCE EVALUATION FORM Councilmember Name: ® ;'//"" / �'� "'' Date: 9 * S ,' E . . . . (+) 4 3 "2 1 (-) I. OPERATIONS: Effectively manages day-to-day affairs of the Village. 4 3 2 1 COMMENTS: II. SPECIAL PROJECTS BASED UPON TOP FIVE VILLAGE COUNCIL PRIORITIES: 1) Implement facilities for the Village office staff, Police, Fire, and how we are going to pay for it. 5� 3 2 1 2) Increase the cost of holding vacant land. 462 1 3) Build our R.O. facility and to provide future water needs for Village of Tequesta - Complete financing and also start construction ASAP. _ 563 2 1 4) Jupiter Water Lawsuit. _ 5 4 3 2 1 5) Improve drainage via implementation of Stormwater Utility. 5? 432l * See attachment for further scale explanation 3 COMMENTS: III. PUBLIC RELATIONS: The business of inducing the public to have understanding for and goodwill toward the Village of Tequesta. A) Provides for proper representation of the Village. 56) 3 2 1 B) Citizen availability _ _ 5 4 3 2 1 C) Intergovernmental relations _ _ _ _ (Palm Beach County, Town of Jupiter, etc) 5 4 3 2 1 D) Media contact/relations , 5 4 3 2 1 COMMENTS: IV. INTER-PERSONAL SKILLS: Communications and information dissemination skills . A) Councilmembers _ 5 4 3 2 1 B) Staff _5d 3 2 1 C) Citizens 59 3 2. 1 COMMENTS: 4 V. OVERALL PERFORMANCE: This summary of the Village Manager's value to the Village should reflect the actual accomplishments of the appraisal period, taking into consideration the four (4) major areas of the appraisal above. _ _ 5 4 3 2 1 COMMENTS: 5 s VILLAGE MANAGER SALARY CONSIDERATION EVALUATION PERIOD: July 1996 to July 1997 10/01/96 SALARY RANGE: . $49, 779 - $69,647 MID-RANGE: $59, 713 CURRENT SALARY: $69, 647 DATE OF EMPLOYMENT: 05/01/86 TIME OF SERVICE: 11 YEARS ± DATE OF LAST MERIT INCREASE 07/25/96 RECOMMENDED PAY INCREASE: $ ()49B0 OR Do lar Amount % Increase COMMENTS: / 1.(04;Wl. 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ZC) ZZZZZZZZZZZZZZzZZo(O ) > 0 >CD 0 > > > >> >in >> > > > > >> > > > E > g > >> >> >> >> > > > >€ C) O O V v 0o m m 46 /y VILLAGE OF TEQUESTA VILLAGE MANAGER • PERFORMANCE EVALUATION PROCESS PURPOSE: It is essential that the Village Council establish an on-going evaluation process for the Village Manager. The purpose of this evaluation is to establish and maintain effective Council/Manager relationships as well as offer an opportunity for each elected official to review the performance of the Village Manager for implementing and effectively accomplishing Village Council goals and objectives . Specifically, the evaluation shall serve the following needs: • Allow the Village Council and Village Manager to test, identify, and refine their respective roles, relationships, expectations, and responsibilities to each other. • Allow for a discussion of the Village Manager's skills and abilities, as demonstrated by past performance, and to also discuss the methods whereby performance may be improved and confrontations avoided. 1 } • Village of Tequesta • AUG 1 1 1997 •1 Village Mana er's Office 1 VILLAGE OF TEQUESTA VILLAGE MANAGER • PERFORMANCE EVALUATION PROCESS PURPOSE: It is essential that the Village Council establish an on-going evaluation process for the Village Manager. The purpose of this evaluation is to establish and maintain effective Council/Manager relationships as well as offer an opportunity for each elected official to review the performance of the Village Manager for implementing and effectively accomplishing Village Council goals and objectives . Specifically, the evaluation shall serve the following needs: • Allow the Village Council and Village Manager to test, identify, and refine their respective roles, relationships, expectations, and responsibilities to each other. . • Allow for a discussion of the Village Manager's skills and abilities, as demonstrated by past performance, and to also discuss the methods whereby performance may be improved and confrontations avoided. 1 KEY TO NUMERICAL EVALUATION SCALE #5. Accomplishments are truly outstanding and exceptional, and such performance is clearly obvious to others within and/or outside the organization. #4. Accomplishments are noticeably better than competent and of a superior and commendable nature. #3. Accomplishments meet expectations consistently and can be considered good or normal. #2 . Accomplishments are adequate but fall slightly below normal due to minor deficiencies or lack of experience on a new assignment. Competent performance is expected after further development and training. #1 . Accomplishments are marginal or below the acceptable level, despite sufficient experience and/or education. 2 • VILLAGE OF TEQUESTA VILLAGE MANAGER PERFORMANCE EVALUATION FORM Co lmember Name: UV a Y' t Date: g g/4` unci 4atE3r� * SCALE . . . . (+) 5 4 2 1 (-) I. OPERATIONS: Effectively manages day-to-day V affairs of the Village. 5 4 3 2 1 COMMENTS: II. SPECIAL PROJECTS BASED UPON TOP FIVE VILLAGE COUNCIL PRIORITIES: 1) Implement facilities for the Village office staff, Police, Fire, and how we are going to pay for L . 5 4 3 2 1 2) Increase the cost of holding vacant land. 5 4 3 2 1 3) Build our R.O. facility and to provide future water needs for Village of Tequesta - Complete financingd also start construction ASAP. 5 4 3 2 1 4) Jupiter Water Lawsuit. V 5 4 3 2 1 5) Improve drainage via implementation of Stormwater Utility. tiL 5 4 3 2 1 * See attachment for further scale explanation 3 1 COMMENTS: :vtor.- tf GF9 y 74 74! V..ezega=4C59- /a e 6 s 0,47 c v v--h- Ad--aa F 4-e 7ebta-) j Ariey,ktn '4. wage 7Gnief 4 III. PUBLIC RELATIONS: The business of inducing the public to have understanding for and goodwill toward the Village of Tequesta. A) Provides for proper representation of the (/ Village. 5 4 3 2 1 B) Citizen availability 5 4 3 2 1 C) Intergovernmental relations U (Palm Beach County, Town of Jupiter, etc) 5 4 3 2 1 D) Media contact/relations ✓ 5 4 3 2 1 COMMENTS: IV. INTER-PERSONAL SKILLS: Communications and information dissemination skills . A) Councilmembers 5 4 3 2 1 B) Staff 5 4 3 2 1 C) Citizens V 5 4 3 2 1 COMMENTS: 4 V. OVERALL PERFORMANCE: This summary of the Village Manager's value to the Village should reflect the actual accomplishments of the appraisal period, taking into consideration the four (4) major areas f the appraisal above. _ — _ 5 4 3 2 1 COMMENTS: tleeee l-- 5koeeaevo 4 141 v.e. pew- , �I/l/LLPG//pGPam/ fig- aWa✓K G(.11/1v( 5 • VILLAGE MANAGER SALARY CONSIDERATION EVALUATION PERIOD: July 1996 to July 1997 10/01/96 SALARY RANGE: $49, 779 - $69, 647 MID-RANGE: $59,713 CURRENT SALARY: $69, 647 DATE OF EMPLOYMENT: 05/01/86 TIME OF SERVICE: . 11 YEARS ± DATE OF LAST MERIT INCREASE 07/25/96 RECOMMENDED PAY INCREASE: $ OR 3 $ Dollar Amount % Increase COMMENTS: en!' /4 ”7-t; • 4' 670/1 C ncil ember S 'gnature Date 6 r 146 147 cumatance,other format may be used.They can tie . form of a detailed letter,from the mayor to the both you,the governing body,and your administrator begin • offering the position and setting forth the ooaditio of to accept and appreciate the value of the process. . er ant.The agreement takes effect upon •••'tance First, look think about tan what evaluation is.Of course,it by the r ient. established hen by his or her s' • • on the is a critical at what an employee(the chief admires. letter. tnu►r)has accomplished during a given time.But it's also • Severallu4adictlons use a simple"•, .morandum of a communications process—a method for permitting des- • understanding,'"�'{etter of orders cussion apart from the formal decision-making process , dumand of or 'memoran- And,despite the close working relationship between the ad- agreement.\Za format • is the basic terms of ministnwr and governingbody, employment,usually�►,p page • two.and becomes effec- sc Y.opportunitiesrevery rare.Evaluationr uat kind tive upon the signature o of frank and personal discussion are very t manager and the chief execu- is also a learning process.Through a regular evaluation,you tive officer.Also one can '• :. „.rate the terms of the can begin to learn more about what everyone agreement,including,, . o „ standards,theto into a"reso- everyone expects is doing,what !green of understand' "enacted ; the rY from each other,and where there are n sus to me governing�y strengths or weaknesses in the relationship.Evaluation P Y agreement is a • t help in clarifying provides an outlet—a prob- expectations of elected body and the administrator lems,needs,concerns,regular frustrations, If yo 're • it will also be great help when you evalua the dissatisfied with the way Y your administrator handled•car. But en if your administrator is not new or• our ju- fain issue,evaluation gives you a chance to air that dia • - risdicti doesn't use an employment agreement, .la- satisfaction and that determine bothered whether it was the issue or the lion up between the elected officials and theadministrator evaluator really you. mi trator needs to beappoin d- An probably has to be a little more being i • - actrator needs ds thisb is the regularlye olf kfedrant.One al w haa•. ., mous and a little less self-serving than the person being on Process, evaluated.A good evaluation pointing up some of the ad- ministrator's strengths can be beneficial on both sides.Ob- viously,it can strengthen your working relationship with the administrator because you'll know more about the per- ' A POSITIVE LOOK AT EVALUATION Evaluation can be®touch sub' son you're working with.But it can also help you in your ; Y ject—whether its oval- role as the administrator's employer—a role some elected uation of a product or of an individual.Traditionally,per- • officials forget about until they decide it's time to fire the • tonne!evaluation has meant a critical and often negative administrator.A good employer needs to know whether an employee is satisfied with the job,the working conditions, •• ee's every move under a microscope and determining what's and the challenges.A good employer also needs to be able look at an individual's performance—putting the employ- ee's • wrong. In the public sector,evaluation has gradually be- to pinpoint siren come a part of staff relations and dove strength and weaknesses,and,more impor- bpment.But when it tantly,let the employee know about those strengths and comes to the relationship of chief administrator to elected k, weaknesses.And,a good employer owes an employee regu- governing body,evaluation causes some particular uneasi- tar feedback—whether it's a nese. You evaluate an administrator because there are prob- back. reprimand or a pat on the lems and you want to take•closer look at what's wrong— �: In your policy-making role,an evaluation can put you or you avoid the process entirely. and the administrator on the same wavelength But wait—why does evaluation have to imply some- • comes to issues.ideas,concerns,and interets When when you're thing negative and unpleasant?Why not think of evalua- evaluating an administrator,you're bound to look at some tion as a process to find out what's right and what has been of the issues that concern both of you—the going well?A positive attitude toward evaluation will help the administrator are trying to acieve.And euacoo m lsand 1 i..n 149 awareness of goals and expectations will lead to a more sat- isfying and more administrator and governing body members;are you work- • Productive working environment for both i ing as a member of the team;are you and the administrator. you accomplishing some At the same time,evaluation is a difficult and some- of your own goals?It can be helpful to turn the process in- • times time consuming process.You have to think about ward—to make it introspective. what's happening in your community,what you want to happen,and why things are or aren't going se you hope. PRINCIPLES OF EVALUATION You have to do more than scratch the surface.And,evalua- A good way totion is threatening—a risky process for both the evaluator I eider so basic principles ncipstart talking about evaluation is to con- and the person being evaluated.Some willonPrinciples that should"correct"into any evalw- on the evaluator because the benefits are less clear-cut.it'sIf I out evaluation,n some common conceptss. While there isn't one way to carry an administrator is doing a bang-up job and knows it,eval- a satisfactory end. v help you reach uation will only reinforce the strengths of that admi t s- The most important uatio But only doss it do for the governing body—the mesprinciple is that there aren't any . ones who have to agonizeabsolutes when it comes to evaluation.There are many sys- it can helpthrough the process?For one I gems,formats,approaches,criteria,and designs.What you see yourself in a new light.It forces works is what's acceptable. you to spell out your expectations and needs in terms of Once you realize there isn't one right way,one reoom- administrator's performance.And,if it's done well,it can mended approach,you'll be well on help you determine how you're doing as an elected otE- ayour way to developing clef—what you're contributingto the organizationgood approach for your community. _ and how Here are some additional principles to help you think you might improve your performance, through the evaluation process: You can get a more direct benefit from evaluation if it's a two-way process—governing body evaluates the ad- • An evaluation mot have a ministrator and the administrator evaluates the governing defined on,k K.That's body.That way you can get the kind of feedback youe might obvious,you're probably thinking.Everyone knows the need to strengthen your end of the team.Are you rticu et- aboutpurpose r what the evaluation of an evaluation.But,purpose is l econoeptiomu ing your needs,concerns,and interests clearly and effec- . I un leaean negative evaluations lead to the Lively?Are you giving the administrator the kind of policy P t' you want to void.So leadership needed to carry out the.day-to-dey business of • running a city or county?Are you getting too involved in ' day-to-day administrative business? �'O MAINEadmitico roc ss be who have worn the hats of that It Your administrator is i store admit the process can difficult—but feel strongly it in a good position to evaluate how well you're doing as a an alto be most rewarding and beneficial.One says a planned policy-making body.Then,alter the total evaluation pro- annual evaluation establishes a sound working relationship be- cese,you and the administrator will be able to improve the tween the council and manager.It alto provides an uni way you carry out your respective jobs, to review the mantises job description,council expectations of the manager,and the manager's own satisfaction.Another sees Another beneficial element of the general evaluation process might be a chance to do some self-evaluating. evaluation as a way to achieve"a healthy two-way wmmunia- When you think about how well your administrator is do- lion."Both the manager and council must discuss When ing and how well the governing body as a whole is function• carefulcpe cons andeoneofc"The and manager rolese shouldinan icipal ing,you can also take a look at what you're doinggo government effectivelyf council and in municipal dividual.Are you communicating well with the as an in- government and how each has Amctionsd» ' . . . . .. . .. . p. r I fib) 151 start by thinking it through—why do you want to go • through a process that is time consuming,risky.and Evaluationgs, should litinto the ee an isolated,l stream oa threatening?'Try to define your reasons—spell them out.. thinterruption.ings.An evaluation shouldn'tp t o yhing hays go- Are you evaluating strictly to see.whether a raise is gon.When It's you'rean i developingve anf evaluationt ing recess, r propriate?Or does it go deeper than that?'Ib find o t i ewy udothi gs atyu'prooead what the administrator's strong and weak points are so think about the way you fit things,what you can work to improve them?To improvedoing,and how you can evaluation in.It m already . the workingmight�- relationship between administrator andcome part o j an annual it might where you hammer out To helpdefine governing body? goals and objectives.Or it fit best somewhere in goals and objectives for future perfor- mance?Don't assume everyone"understands"thepur- you budget cycle.But integrate it into what is already pose.Spell it out when happening. you're planning the evaluation • Evaluation should be based on oblective criteria process and make sure your process meets that puma*. Thecriteria will give evaluation the needed direction. And,if your criteria are well thought out and positive, LITTLETON.COLORADO(28,800)hes an informal semi-an- you'll end up with a positive and effective evaluation. nuai evaluation process for its city manager—largely just a here- The best criteria are comprehensive—identifying skills, oral discussion about whet's happened and how both the council achievements,and results.In other words,you try to look and manager are doing."The process is very informal and the at and evaluate every dimension of your chief adminis- success is largely dependent upon the personalities of the council trator.It's hard to come up with objective criteria when and manager involved.It could be more formalized if we chose to you think about the many hats a chief administrator make it so,but why argue with success?" wears.But you can begin by thinking about expecta- tions—and then expanding those expectations into • Evaluation should begin with mutual agreement criteria. and arse •ante I • An evaluation should be open and constructive.get . deafly,starting and developing the When you're evaluating you should be sharing—talking whole process should be a joint undertaking.That means openly,away from the decision-making table.Admit- both the administrator and governing body want to do it tedly.that's hard to do.But, try and have a hand in figuring out how.It won't work if the if you to think beneficial process is railroaded lively,you'll make the process infinitely more beneficial • through by an individual or by ei- for everyone.Look for the strong points without con- • ther the administrator or governing body.Work on it to- centrating on the weak ones.And when you do raise gether—come up with some mutual understandings about why you want to evaluate and how you're going to do it. - weaknesses,not to what can abe done theto ste • The evaluation process should be regular.Once them.n'tTry h n waste time on areas administrator person- start,stick with it.A one-shot deal is ineffective,threw can't do anything about—like the adminutratoe's ening,and suspicious.Regular doesn't necessarily mean ality.v At all costs.both youand the share,be open,and stiff and formuel.It meansyou evaluate avoid going on the defensive.Talk, and -• periodically,at an con- agreed-upon interval.When you jointly define the pur- positive.Aft a goodion can give the aadministrator or she will have a pose and process,also define the interval and make sure halaress idea of a evaluationu a in she will a you stick with the schedule.It also can help you avoid clearer twhat you,upt e problems or weaknesses, want.Even crisis confrontations with if the evaluation points wherea weaknesses,this your administrator.If there are lets the administrator know you stand and why. problems,you have a way to get them out.If there are se- • An evaluation should lend to positive action.Fol- rious conflicts.you'll know about them and together you low through is critical to the success of evaluation.Make can find a way to handle them.It helps avoid surprises! sure you plan on something happening after the evaha- WC 153 tion—action steps or a governing body-administrator im- provement plan.Then,whenand objectives or an employment motion.you'll be able to look ate come the next oval- guidelines a eement,develop some Pam,and ask"How'd guidelines before tackling the task. First,what are criteria?Most simply, we do?"An evaluation should lead to change.Even if they're specific there's nothing wrong,think about specific ways to make standards against which you can measure someone's perfor- mance.The most effective criteria are framed in terms of strong points even better or to develop new skills. results—what should have been achieved.It's difficult to • come up with measurable criteria or objectives for a public THE MECHANICS administrator.The job usually has such a wide range of du- ties that Talking about the concept of evaluation is one thing. community.Thenradically different from community to Actually doing it and doing it well is another!It is also par- really"criteria aren't any"recommended"would ticularly difficult to generalize about the mechanics of eval- be so broad they'dbecome meaningless.administratorsYeerewouln cation—the steps needed to complete the process.But, eral areas that own there are gen- with the basic principles firmly in mind and a clear under- criteria: you can use to build your specific standing of the roles you should play,you already have many of the tools you'll need to get the process started. • . Planning,anticipating needs,recognizing potential prole- e lems,looking ahead. Getting Sfartad • Organization skills,running the day-to-day business,hir- t• Getting started might mean talking and thinking • ing staff,"managing"the community. through the process.It's not something in which you can Budgeting,managing resources,preparing and carrying say this is the way to do it and then dive in.Some govern- • out thetbudget ing bodies have found that a retreat setting—away from Program development,tpgr to meet in policy designing,organizing fives and the day-to-day details of runningthe local carrying out Programs policy directives. a good way t ia rmof about the government—is • Relationships with the governing Process.The retreat the staff,meetingthe t the public and could be devuted entirely to the evaluation issue,or it couldrequirements of those relation- focus on other areas such u team building or goal setting. • ships. it's important to take it slew,at the start,to make sure Professional and personal development,expanding ca- you're both ready to do it. pabilities,developing and refining skills. The first specific ate in delie- • Personal qualities/style,working style,aggressiveness, velop an"evaluation instrument."It might bbe list of gen- flexibility,ability to handle crises. eral questions to guide the discuwbn.Or it could be a de- Usually it's best to develop the guidelines together— tailed list of criteria that defines management duties—or goUsng b best d d istra the trying op spell out whatha defines what the governing body and administrator believe theyv expectng body ndi i administrator in tra t j to mpll out are primary management duties. an individual in that job to accomplish.It might be valuable for you each to prepare separate criteria Developing criteria isn't easy.Ideally,criteria for the job should reflect the goals and objectives lisle beforeareasyou come together.adif sent you until look for corn- administrator's ch of the overni lectrves men m and discuss the different issues you reach governing body and staff.If you already have some an agreement. clearly defined goals and objectives,you also have what you need to evaluate your administrator and yourselves.How The best way to deal with the public is to bring them worked to achieve those into the evaluation at this stage—when you're deciding to effectively has the administrator goals?Which goals haven't been accomplished?Why not? do it and figuring out how.If doingand how they understand what you're If you don'.have in hand a list of governing body goals you're rather to do ,chances• o are they'llu support the procep than make it political• issue. ;r 7 154 155 willprobablyMost ofbe ur dealings��the public on evaluation Evaluating . through the press.They'll set the tone for Once you have the criteria.you're already well along how the evaluation will be viewed by the public.So it's im- the way to an effective evaluation process.Your criteria • 1 r best waytant to them informed as much as possible.Again, will help determine the process,There are three y is to let them in at thegeneral aP- them the criteria you'll be usingo stages.Give proaches to consider. use.And talk about it—tell tem what or the fonemat you plan to you'll be doing when 1. Use your criteria as a discussion tool.The criteria pro- you evaluate the administrator.You're taking a big risk if vide guidelines,but the evaluation isn't limited to those you keep the evaluation completely secret and the press areas. finds out.The more they know and understand about the 2. Develop a written rating system to use with concept of evaluation.the more likely they're toyour trite- ria.For each area, individual governing body members • the evaluation discussion is best conductedagree t in private. rate the administrator's performance either on a numeri- After the evaluation,the same thing goes—let the pub- cal scale or as satisfactory/unsatisfactory.A section for ling ic and press know what happened.That doesn't mean giv- additional written comments is useful with the rating • a play-by-play of everything that was discussed with all scale.Then.all the forms are compiled to develop an • the specifics.It means simply telling them what you de- overall picture of the administrator's performance. '! • cided to do—keep going in the same direction,make a few 3. Use a combination of both—a written evaluation form changes here and there.or whatever. followed by a general discussion. While all three approaches have been used with vary- • ing degrees of success.the combination written-discussion • • • In a westerncity,the governing body and city manager together is usually the most effective.It has the advantages of indi- ame up with a criteria list based on what they speed awn the victual,thoughtfirl,and written evaluation as well as of open came c r'e major eras of responsibility.Thess were: and frank discussion.With the written approach,you also . • have a written record to keep for comparison.Sometimes a • • Organizational management freewheeling,unrecorded discussion can become"you said," • Fiscal management „ • Physicalplant "but• I thought you meant"and"didn't we agree?"after the .• Ys management evaluation. • Program development and follow through. • When looking for the right approach,you need to start • Relations with mayor and council. simply.A long and detailed evaluation instrument and a • • Long-range planning. • • Relations with public. • Intergovernmental relations. • In a NEW ENGLAND town,the manager and governing • Within each major area,several general performance started the evaluation lino were to ge Pe Kids- process with six simple question.Dived- Within spelled l out �the rsaponubilitiee were. oped by the manager,they were used to lead the discussion.The on a eachcale of 1 nt lme 10—one,flat tot rate manager in that arena first evaluation wasn't very satisfactory,largely because the coun • - mranager doesn't meet the cis hadn't worked long enough with its new manager.But,the councilmembsr's expectation;five,that he maw the expects- group did agree to try again in another six months.By that time, tions to some degree;and ten,that he meets all expectation.For the six questions had been expanded somewhat,drawing on ex- penances in the private sector.and the council was more pre- each category,the councibasmber could elaborate on spicif c strengths and weaknesses, • pared to handle the task. . . .1 157 ' _ grueling follow-up discussion can turn everyone off to the cess and the people involved.At its best there will be a lot Process before anything positive happens.A simple start of discussion—a lot ofand in order to malt. • might mean talking through the process the first time—al- giveand take. most a dry run. it work,however,the mayor or governing body president Once r you'vegot • probably should serve as a discussion leader.That way Y your criteria,decided on a Process. you'll have some guidance or leadersship to make sure the and found the right setting,what actually happen at an discussion goes somewhere.The success of evaluation discussion?It will varyyour discussioneach depending on the pro- will depend a lot on how comfortable you are with each other and with your process.So it might take a little time before everyone opens up and talks freely. MOUNTAIN VIEW,CALIFORNIA(58,700)in its Manilla- meat Performance Program,offers moms tips on carrying out a Bringing In an oubldar successful"evaluation interview"no matter who is being evalu- Another variation on the evaluation process you might sued.Here are some ideas to make the discussion work: consider is using an outside facilitator—sort of an*value- . lion moderator.TM approach tries to minimize the threat 1. Preparation.Both sides should think about what's going to and make sure the important issues are covered. It's most be discussed beforehand and be ready to discues.That means . useful if there's a communication gap that is hampering really thinking about performance,including a self-assessment evaluation.The outsider can bridge that gap.The outsider before the discussion.If you use a written instrument,it de- is most useful when all else fails.If,after some effort,you serves time,attention,and thought to make sure you know can't get an evaluation process moving what you feel and why.It's helpful for the administrator to by yourself,the complete the same written form as a self valuation. third party approach might be your next option.Most will agree that something 2. Privacy.That means no interruptions from outside and a much simpler is best at the start. • clear understanding that what's said is confidential or,at least. will be handled with discretion.It's' Follow-up decide in advance what theore'to The real success of an evaluation comes in what hap- public will be told about the des- pens after it's done.You might come up with a work plan r cussan so everyone feels fire to talk openly. 3. Time.The feeling that you're being rushed through the oval- for the period before the next evaluation or a development ration discussion makes it more threatening.Make sure you program to strengthen the weak points and make the best • have enough time to talk things through and to finish whit of the strong ones.Or you might decide that a broad team you start.You should try to set aside a special time just for building program is really what's needed.Be sure your eval- the evaluation—not after the regular governing body meeting uation includes an element for action steps—changes to be 4. Proper physical setting.The interview should be held in a made,special tasks to be done,or decision to follow as a place that's physically comfortable—where the environment is result of what the evaluation showed. cordial,but businesslike.A noisy restaurant isn't private or comfortable.An office,conference room,or governing body - Timing chambers are usually fine. 5. Proper emotional setting.This is harder to define,but it's Another important element in a successful evalua- imp,rtant.The discussions should be open and honest—and tion—and one of the frequent questions that comes up—is allow for give and take between the manager and the supeuvi- how often to evaluate and when to fit it in. eon.It means talking and listening on both sides.Again,this is The frequency will vary.Annually is usually enough because it a matter or positive versus negative—open discussion versus agives you and the administrator a chance to do gripe session. something to evaluate.And it gives you a broader area of issues to cover so you won't concentrate on a particular cri- i 158 159 jI eis.Some communities feel semi-annually is better because it keeps the communication process going more regularly It evaluating with or around budget work.That's when you might be worthwhile to start on a semi-annual basis while andhav your istratt workingalso whenip you'reas governing ng body the process is evolving and then spread it out to annually administrator.That's also both carrying once you're comfortable with the concept and approach. out your most important job responsibilities.But salary It's important to try more often—perhaps even quarterly— adds another dimension to the evaluation process and can if you're having trouble with the process.Otherwise,you pose some extra problems.When you talk money and per- might find yourself letting it slide. formance,you also have to think about budget constraints, tax increases,other salary hikes,and the general pay scale. Even more criticsl than how often is when.The day You run the risk of making evaluation a negotiating pro- after a major crisis is definitely not the right time tovalu- a ete.You'll end up focusing entirely on that one eonfi cess—more than a communicating process.For that reason, ' rather than on overall performance.Ideally,you should de- it's more effective,particularly when starting out,to sepa- cide to evaluate six morello or•year after hiring s new ad- rate the actual evaluation process from salary You should also think about your election sches. ministrytor.That way you'll be starting with a clean slate lectioedule—and will be evaluating in your mind all along.But if you're try not to set your evaluation shortly after an election when starting mid•stream,then aro several iswes to consider some of the elected officials haven't had a chance to work when deciding rone when. with the administrator and form an opinion.Right before an election,when a change in the governing body make-up Your most important decision will be whether to tie the evaluation processto the budget cycle—and,at the is expected is also a bad time to evaluate, same time,to salary.There are some obvious advantages to Another issue you might consider is ongoing programs that could be tied to evaluation.Goal setting is•perfect • example.If you meet annually to set goals and look at ' accomplishments,you could evaluate at the same time. Once you find the right time and the best interval,re- member to make the process a regular part of your activi- • '' ties.Set the time and do it. - •-- DUO H ANDASO...��, r; You ready to evaluate?Probably not yet But you .L ; should feel a little more comfortable about the questions to • 4` iv r ,;.. ask yourselves and the issues to address before evaluating. Ta lt's too bad evaluation has had such a bad reputation. With only a little care and planning,the process can be re- 7 f .'� ., markably constructive.Even going through the exercise of 1 �� oil' /'� developing a system and defining some criteria can begin to • �trenp�l �it strengthen your working relationship. • A A regular evaluation process won't eliminate all con- •�' flicts—but it will help you keep those conflicts in perspec- ,� : - eV f tive.Most importantly,it will give you a regular outlet for ' ' - dealing with conflicts.Evaluation is a very personal and in- •::.*. �. terpereonal process.It can help you learn more about the • people you're workingtogether !; with and how you can work better. • I(;) On a more practical level,evaluation gives you a -4 , chance to talk about what's been done.what should have been done,and what you'd like to see done.Without it,you , don't have many chances to talk about�. Ethics: Right, Wrong you're always facingY major so man �in general—issues, decisions and specific There haven't been many poet evaluation casualties.In \ or Gray? fact.most administrator)and governing bodies who've gone through the process said they felt better when it was over. And their relationship worked better.The key is to think "ETHI noun,plural. 1.A system of moral princi- positively and design an evaluation system that will pro- plea.2.The b h of h' duce positive results. P philosophy dealirgt with right and wrong of certain actions and with g000l'or bad of such actions." ; • A physician this . of your as ky�f you would be inter- ested in investing • a doctors' riding that a group of physicians are plan to e in the city of which you 'are manager.No dee' 'ons i• 'lying your job are ex- pected as part of the i es. -.nt;the doctors are simply selling shares in their v t -.It will be next to a shop- ping center in a rapidly, wing part of town. You stand to more •• quadruple the$25,000 cost of a share in a short ', •, =ybe make even more than . that.You have the ney.Would you invest in the doc- tors'building? Three hu and forty-five unicipal officials at- tending worksh on ethical dilem said"yes"to the question above nd 370 said"no." For many rs,you and Frank Jo have been close friends.Y went to high school together and were col- lege c mates.You were best man at eath other's wed- dings, our wives are good friends.For the ' -t 10 years. Frank'and his wife have taken you and wife to din- ner n your birthday.It is just something he , 1sta upon do' g and it has become something of a traditr.n.He can w I afford it;Frank owns the largest plumbing.• . .ly Ines'in the state and does more than$500,0'' in usinesa each year with the city. , You have been an insurance agent all your prof-.. sional life.Last year,you ran fora seat on the city i i•- . ' - .� KEY TO NUMERICAL EVALUATION SCALE #5. Accomplishments are truly outstanding and exceptional, and such performance is clearly obvious to others within and/or outside the organization. #4. Accomplishments are noticeably better than competent and of a superior and commendable nature. #3. Accomplishments meet expectations consistently and can be considered good or normal. #2 . Accomplishments are adequate but fall slightly below normal due to minor deficiencies or lack of experience on a new assignment. Competent performance is expected after further development and training. #1. Accomplishments are marginal or below the acceptable level, despite sufficient experience and/or education. 2 a 146 147 cumatance,other formats may be used.They can take . both you,the governing body,and your administrator begin . • form of a detailed letter,from the mayor to the to accept and appreciate the value of the process. offering the position and setting forth the conditio• of First,let's think about what evaluation is.Of course,it employment.The agreement takes effect upon .:•tance is a critical look at what an employee(the chief adminis- by the r,established by his or her s'.... • on the trator)has acco letter. mplished during given time.But it's edit:.a communications process—a method for permitting die- Several jutjedictions use a simple"•• .morandum of Cushion apart from the formal decision-making process. understanding,°letter of under "or"memoran- And,despite the close working relationship between the ad- dum of agreement format ' is the basic terms of ministrator end governing body,opportunities for that kind • employment,usually a page • two,and becomes effec- of frank and personal discussion are very rare.Evaluation tive upon the signature o 4 manager and the chief execs- is also a learning process.Through a regular evaluation,you tive officer.Also one can •• ...rate the terms of the can begin to learn more about what ever yone is doing,what agreement,including ,- o .,, standards,into a"reso- everyone expects from each other,and where there are ' lotion of understand' "enacted r the governing body, strengths or weaknesses in the relationship.Evaluation • An employmept agreement is a ; t help in clarifying provides an outlet—a regular forum for airing issues,prob- expectations of 04 elected body and the • administrator. lems,needs,concerns,frustrations,or anxieties.If you're it will also be great help when you evalua the dissatisfied with the way your administrator handled a cer- administra . fain issue,evaluation gives you a chance to air that die- ' , But en if your administrator is not new or• our ju- satisfaction and determine whether it was the issue or the risdict• doesn't use an employment agreement, . la- administrator that really bothered you. do rp between the elected officials and the appoin .• •- An evaluator probably has to be a little more magnani • - m' trator needs to be regularly looked at.One mechan' „ mous and a little less self-serving than the person being accomplishing this is the use of a formal evaluation evaluated.A good evaluation pointing up some of the ad- • p ministrator's strengths can be beneficial on both sides.Ob- viously,it can strengthen your working relationship with A POSITIVE LOOK AT EVALUATION the administrator because you'll know more about the per- son you're working with.But it can also help you in your Evaluation can be a touchy subject—whether it's eval- role as the administrator's employer—a role some elected uation of a product or of an individual.Traditionally,per- officials forget about until they decide it's time to fire the sonnet evaluation has meant a critical and often negative administrator.A good employer needs to know whether an employee is satisfied with the job,the working conditions, • look at an individual's performance—putting the employ- ee's every move under a microscope and determining what's and the challenges.A good employer also needs to be able wrong. In the public sector,evaluation has gradually be- to pinpoint strengths and weaknesses,and,more impor- come a part of staff relations and development.But when it tantly,let the employee know about those strengths and comes to the relationship of chief administrator to elected k..; weaknesses.And,a good employer owes an employee regu- governing body,evaluation causes some particular uneasi- lar feedback—whether it's a reprimand or a pat on the nese.You evaluate an administrator because there are prob- back. hems and you want to take a closer look at what's wrong— c In your policy-making role,an evaluation can put you or you avoid the process entirely. c and the administrator on the same wavelength when it But wait—why does evaluation have to imply some- comes to issues,ideas,concerns,and interests.When you're thing negative and unpleasant?Why not think of evalua- evaluating an administrator,you're bound to look at some tion as a process to find out what's right and what has been of the issues that concern both of you—the goals you and going well?A positive attitude toward evaluation will help . the administrator are trying to achieve.And a common , 14$ • 149 awareness of goals and expectations will lead to a more sat- I administrator and governing body members;are you work- • • • • isfying and more productive working environment for both i ing as a member of the team;are you accomplishing some you and the administrator. of your own goals?It can be helpful to turn the process in- At the same time.evaluation is a difficult and some- ward—to make it introspective, times time consuming process.You have to think about • what's happening in your community,what you want to PRINCIPLES OF EVALUATION happen,and why things are or aren't going as you hope. You have to do more than scratch the surface.And,evalus- A good way to start talking about evaluation is to con • - tion is threatening—a risky process for both the evaluator I eider some basic principles that should go into any evalua- and the person being evaluated.Some will say it's harder Lion process. While then isn't one"correct"way to carry on the evaluator because the benefits are less clear-cut.If I out evaluation,some common concepts will help you reach • • • an administrator is doing a bang-up job and knows it,avail- a satisfactory end • uation will only reinforce the strengths of that adminia- The most important principle is that there aren't any • trator. But what does it do for the governing body—the absolutes when it comes to evaluation.Then are many sys- onee who have to agonize through the process?For one tams,format.approaches,criteria,and designs.What thing,it can help you see yourself in a new light.It forces works is what's acceptable. you to spell out your expectations and needs in terms of the Once you realize there isn't one right way.one noom- mended approach,you'll be well on your way to developing •administrator's performance.And,if it's done well,it can •' help you determine how you're doing as an elected offi- a good approach for your community. cial—what you're contributing to the organization and how • Here are some additions]principles to help you think you might improve your performance. through the evaluation process: • You can get a more direct benefit from evaluation if it's a two-way process—governing body evaluates the ad- • An evaluation must have a defined purpose.That's ministrator and the administrator evaluates the governing obvious,you're probably thinking.Everyone knows the body.That way you can get the kind of feedback you might purpose of an evaluation.But,sometimes misconceptions need to strengthen your end of the team.Are you articulat- about what the evaluation's purpose is can lead to the ing your needs,concerns,and interests clearly and eRec- unpleasant.negative evaluations want to avoid So tively?Are you giving the administrator the kind of policy I Y� leadership needed to carry out the day-to-day business of running a city or county?Are you getting too involved in 'Aro MAINE councilmsrnbers who haw worn the hats of admit the process can be difficult—but feel strongly evalu- ators administrative business?Your administrator a i awn► that it in a good position to evaluate how well you're doing as a can also be most rewarding and beneficial:One says a planned be- policy-making body.Then,after the total evaluation pro- annual evaluation establishes man es a sound working relationship cese,you and the administrator will be able to improve the twr,en the council and manager.Itrl also provides an opportunity . way you carry out your respective jobs. I to review the manager's job description,oourrcil ex pectations Another se of Another beneficial element of the the manager.and the manager's own healthyt satisfaction. sees general evaluation .evaluation as a way to achieve"a two-way eommunica- process might be a chance to do some self-evaluating. I lion."Both the manager and council must discuss problems, When you think about how well your administrator is do- expectations,and needs."The evaluation process should facilitate ing and how well the governing body as a whole is function- I careful consideration of council and manager roles in municipal ing,you can also take a look at what you're doing as an in- government and how effectively each has functioned" • dividual.Are you communicating well with the . 1 1 . , . • .y. I.N 161 start by thinking it through—why do you want to go • Evaluation Mould fit into the general stream o/ through a process that is time consuming,risky,and things.An evaluation shouldn't be an isolated,unrelated : threatening?Try to define your reasons—spell them out. Are you evaluating strictly to see whether a raise is ininterruption.or.When.It's you'rean i evelo partnf valueverationg proce s go- propriete?Or does it goo deepper than that?Zb find out thi k oty developing things,evaluation you're already what the administrator's strong and week points are so think about the way you do what tbe • you can work to improve them?lb improve the workingdoing,and how you canl fit evaluationatwh in.It might be- come part of an annual retreat where you hammer out '' relationship between administrator and governing body? goals and objectives.Or it might fit beet somewhere in 'lb help define goals and objectives for future perfor- you C man happening. Don't assume everyone"understands"the pur- budget cycle.But integrate it into what is already happening. pose.Spell it out when you're planning the evaluation • Evaluation should be based on objective criteria. process and make sure your process meets that purpose. The criteria will give evaluation the needed direction. And,if your criteria are well thought out and positive, LIITLETON,COLORADO(98.600)has an informal semi-an- you'll end up with a positive and effective evaluation. nual evaluation process for its city manager—largely just a gen- The best criteria are comprehensive—identifying skills, oral discussion about what's happened and how both tine council achievements,and results.In other word.,you try to look • he and manager are doing.'T process is very informal and the at and evaluate every dimension of your chief adminis- ' success is largely dependent upon the personalities of the council tutor.it's hard to come up with objective criteria when • and manager involved.it could be more formalised if we chose to you think about the many hats a chief administrator ' make it so,but why argue with success?" • wears.But you can begin by thinking about expecta- tions—and then expanding those expectations into • Evaluation Mould criteria. begin with mutual agreement • An evaluation Mould be open and constructive. and acceptance. Ideally,starting and developing the When you're evaluating you should be sharing—talking whole process should be a joint undertaking.That means openly,away from the decision-making table.Admit- both the administrator and governing body want to do it tedly,that's hard to do.But,if you try to think construe- and have a hand in figuring out how.It won't work if the tively,you'll make the process infinitely more beneficial process is railroaded through by an individual or by Si- for everyone.Look for the strong ther the administrator or governing body.Work on it to- �' porno withoutr con gether—come up with some mutual understandings about centrating .focuson the weak ones Ande when you mdo raise weaknesses. on what can be done to eliminate . why you want to evaluate and how you're going to do it. them.'fly not to waste time on areas the administrator • The evaluation process Mould be regular.Once you can't do anything about—like the administrator's person- ' start,stick with it.A one-shot deal is ineffective,threat- ality.At all costs,both you and the administrator should ening,and suspicious.Regular doesn't necessarily mean avoid going on the defensive.Talk,share,be open,and stiff and formal.It means you evaluate periodically,at an positive.Evaluation can give the administrator more con- agreed-upon intervval.When you jointly define the parr- fidence.After a good evaluation he or she will have a pose and process,also define the interval and make sure clearer idea of what you,the governing body,want.Even you stick with the schedule.It also can help you avoid if the evaluation points crisis confrontations with your administrator.If there are problems or weaknesses,this problems,you have a way to get them out.If there are se- administrator know where you standd and why. • An An evaluation Mould lead to positive action.Fol- non conflicts,you'll know about them and together you low through is critical to • can find a way to handle them.It helps avoid surprises! ppn g sure you plan on something happ ee ni evaluation.Make ng after the evelua- 153 . lion—action steps or a governing body-administrator im- and objectives or an employment1 `' provement plan.Then,when you come to the next evil- neetas agreement,develop some uation,you'll be able to look at progress,and ask"How'd guidelines before areeckiter the task. we do?"An evaluation should lead to change. First,what criteria?Most simply.they're specific there's nothing wrong, about tosp ccEven if standards against which you can'measure someone's perfor- strong points even better thinkor to developways to make mane.The most effective criteria are framed in terms of new skills. results—what should have been achieved.It's difficult to come up with measurable criteria or objectives for a public THE MECHANICS administrator.The job usually has such a wide range of du- ties that are often radically different from community to • Talking about the concept of evaluation is one thing. community.There really aren't any"recommended"crite- Actually doing it and doing it well is another!It is also par- ria."Recommended"criteria for all administrators would _ ticularly difficult to generalize about the mechanics of oval- be so broad they'd become meaningless.Yet there are gen- uation—the steps needed to complete the process.But, eral areas that you can use to build your own specific with the basic principles firmly in mind and a clear under- criteria: standing of the roles you should play,you already have many of the tools you'll need to get the process started. • Planning,anticipating needs,recognizing potential prob- `� lems,looking ahead. Getting Started • Organization skills,running the day-to-day business,hir- . ing staff,"managing"the community. Getting started might mean talking and thinking • Budgeting,managing resources,preparing and carrying through the process.It's not something in which you can out the budget. • • say this is the way to do it and then dive in.Some govern- • Program development.skill in designing,organizing and ing bodies have found that a retreat setting—away from carrying out programs to meet policy directives. , • the day-to-day details of running the local government—is • Relationships with the governing body.the public and a good way to brainstorm about the process.The retreat the staff,meeting the requirements of those relation- could be dev.,ted entirely to the evaluation issue,or it could ships. focus on other areas such as team building or goal setting. • Professional and personal development.expanding ea- It's important to take it slow.at the start,to make sure pabilities,developing and refining skills. you're both ready to do it. • Personal qualities/style.working style,aggressiveness. The first specific step in designing a process is to de- flexibility,ability to handle crises. velop an"evaluation instrument."It might be a list of gen- eral questions to guide the discussion.Or it could be a de- Usually it's best to develop the guidelines together— tailed list of criteria that defines management duties—or governing body and administrator trying to spell out what defines what the governing body and administrator believe they expect an individual in that job to accomplish.It are primary management duties. might be valuable for you each to prepare separate criteria Developing criteria isn't easy.Ideally,criteria for the lists before you come together.Then you can look for com- administrator's job should reflect the goals and objectives mon areas and discos the different issues until you reach of the governing body and staff.If you already have some an agreement cooed earlt deevfined e g�and objectives,you also have what you The best way to deal with the public is to bring them your administrator and yourselves.How into the evaluation at this stage—when you're deciding to effectively has the administrator worked to achieve those do it and figuring out how.If they understand what you're goals?Which goals haven't been accomplished?Why not? If you don' have in hand a list of doing and how you're going to do it,chances are they'll governing body support the process rather than make it a political issue. 154 I155 • Most of your dealings with the public on evaluation Evaluating • will probably be through the press.They'll set the tote for Once you have the criteria,you're already well along how the evaluation will be viewed by the public.So it's im- the way to an effective evaluation process.Your criteria portent to keep them informed as much as possible.Again, will help determine the process.There are three general ap- the best way is to let them in at the developing stages.Give preaches to consider them the criteria you'll be using or the format you plan to use.And talk about it—tell them what you'll be doing when 1. Use your criteria as a discussion tool.The criteria pro- you evaluate the administrator.You're taking a big risk if vide guidelines.but the evaluation isn't limited to those you keep the evaluation completely secret and the press areas. finds out.The more they know and understand about the 2. Develop a written rating system to use with your crite- concept of evaluation,the more likely they are to agree that rim.For each area.individual governing body members • the evaluation discussion is best conducted in private, rate the administrator's performance either on a numeri- After the evaluation,the same thing goes—let the pub- cal scale or as satisfactory/unsatisfactory.A section for • lic and press know whit happened.That doesn't mean giv- additional written comments is useful with the rating • ing a play-by-play of everything that was discusad with all scale.Then,all the forms are compiled to develop an the specifics.It means simply telling them what you de- overall picture of the administrator's performance. 1 cided to do—keep going in the same direction,make a few 3. Use a combination of both—a written evaluation form changes here and there,or whatever. followed by a general discussion. While all three approaches have been used with vary- ing degrees of surccross,the combination written-discussion In■western city,the governing body and city manager together is usually the most effective.It has the advantages of indi- came up with a criteria list bred on ghat they agreed wore the vndusl,thoughtfbrl,and written evaluation as well as of open and frank discussion.With the written manager's major areas of responsibility.These were: comp approach,you es have a written record to keep for comparison.Sometimes a • Organizational managarnant freewheeling,unrecorded discussion can become"you said," • • Fiscal management "but I thought you meant"and"didn't we ?" • • Physical plant management. evaluation. �� agar • Program development and follow through. When looking for the right approach,you need to start • Relations with mayor and council, simply.A long and detailed evaluation instrument and a • • Long-range planning. • Relations with public. .• • Intergovernmental relations. • In a NEW ENGLAND town,the manager and governing body Within each major area,several general performance gilds- started the evaluation process with six simple questions.Devel- lines were spelled out to speci1,what the naspomubilitiss were. oped by the manager,they were used to lead the discussion.The Then each eouncilmember had to rah the manager is that area first evaluation wasn't very satisfactory.largely because the coup • - on a scale of I to 10—one,that the cil hadn't worked manager.But,the matuysr doesn't mast the long enough with its new councilmembar's expectations;five.that he mash the expech- group did apse to try again in another six months.By that time, bons to some degree;and ten,that he meek all expectations.For the six questions had been expanded somewhat.drawing on ex- each category,the oouncilmembar could elaborate on specific perkiness in the private sector,and the council was more pre- strengths and weaknesses.each to handle the task. . • 15ti 157 grueling follow-up discussion can turn everyone off to the cess and the people involved.At its best there will be a lot process before anything positive happens.A simple start of discussion—a lot of might mean talkingprocessgive end take,and in order to make . RI through the the first time—al- it work,however,the mayor or governing body president most a dry run. probably should serve as a discussion leader.That way Once you've got your criteria,decided on a process, you'll have some guidance or leadership to make sure the and found the right setting,what actually happens at an discussion goes somewhere.The success of your discussion evaluation discussion?It will vary depending on the pro- will depend a lot on how comfortable you are with each other and with your process.So it might take a little time before everyone opens up and talks freely. MOUNTAIN VIEW.CALIFORNIA(58,700)in its Manage- stinging M an OutsWa' ment Performance Program,offers some tips on prying out a successful"evaluation interview"no matter who is being evalu- Another variation on the evaluation process you might aced.Hereare some ideas to make the discussion work: . consider is using an outside facilitator—sort of an evalua- tion moderator.The approach tries to minimize the threat I. Preparation.Both skies should think about what's going to and make sure the important issues are covered.It's most be discussed beforehand and be ready to discuss.That means useful if there's a communication gap that is hampering • really thinking about performance,including a self-aasessrrnnt evaluation.The outsider can bridge that gap.The outsider before the discussion.If you use a written instrument,it de- is most useful when all else fails.If,after some effort,you serves time,attention,and thought to mike sure you know can't get an evaluation process moving by yourself.the what you feel and why.it's helpful for the administrator to third party approach might be your next option.Most will '' complete the same written form se a self-evaluation. agree that something much simpler is best et the start. 2. Privacy.That means no interruptions from outside and• clear understanding that what's said is confidential or,at least. Follow-up • will be handled with discretion.It's important,therefore,to decide in advance what the public will be told about the die- The real success of an evaluation comes in what hap- '`cuwion so everyone feels free to talk openly, pens after it's done,You might come up with a work plan 3. Time.The feeling that you're being rushed through the evil, for the period before the next evaluation or a development cation discussion makes it more threatening.Make sure you program to strengthen the weak points and make the best have enough time to talk things through and to finish what of the strong ones.Or you might decide that a broad team you start.You should try to set aside a special time just for building program is really what's needed.Be sure your eve- ;, 4. the evaluation—not after the regular governing body meeting. uation includes an element for action steps—changes to be Proper physical setting.TM interview should be held in a made,special tasks to be done.or decisions to follow as a place that's physically comfortable—wore the environment is result of what the evaluation showed. cordial,but businesslike.A noisy restaurant isn't private or comfortable.An office,conference room,or governing body Timing • chambers are usually fine. Another important element in a successful evalua- 5. Proper eerotlonsl setting.This is harder to define,but it's lion—and one of thefrequent turns that comes up—is The discussion,Mould be open end honest—andquestions • allow for give and take between the manager and the stipend how often to evaluate and when to fit it in. sor.It means talking and listening on both sides.Again,this is The frequency will vary.Annually is usually enough • a matter or positive versus negative—open discussion versus a because it gives gripe session. something you and the administrator a chance to do , something'to evaluate.And it gives you a broader area of ! issues to cover so you won't concentrate on a particular cri- i 1 1 .. 158 159 . . • sis.Some communities feel semi-annually better because •• it keeps the communication process going more regularly.It have your with or around budget work.That's when you ,1 might be worthwhile to start on a semi-annual basis while have istratt working also whenip you'reas governing both body the process is evolving and then spread it out to annually and administrator.That's job both carrying , once you're comfortable with the concept and approach. out your most important responsibilities.But salary • It's important to try more often—perhaps even quarterly— adds another dimension to the evaluation process and can if you're having trouble with the process.Otherwise,you pose some extra problems.When you talk money and per- fornunce,you also have to think about budget constraints. might find yourself letting it slide. tax increases,other salary hikes,and the general pay scale. • . Even more critical than how often is when.The day after a major crisis is definitely not the right time to evalu- You run the risk of making evaluation a negotiating pro- • ate. You'll end up focusing entirely on that one conflict cess—mora than a communicating process.For that reason, rather than on overall performance.Ideally,you should de- it's more effective,particularly when starting out,to imps- ,• cide to evaluate six months or a year after hiring a new ad- rate the actual also evaluation process your salary issues.d , ministrator.That way you'll be starting with a clean slate You should rthink about election leh ion when • and will be evaluating in your mind alltry not the set your evaluation shortly after an election along. But if you're some of elected officials haven't had a chance to work starting mid-stream,there are several issues to consider • when deciding on when. with the administrator and form an opinion.Right before an election,when a change in the governing body make-up • Your moat important decision will be whether to tie the evaluation process to the budget cycle—and,at the is expected isalso a you mightt considero evaluate. same time,to salary.There are some obvious advantages to Anotherde issue o evaluation.Goal ist ing is a programs that could be tied to setting is a perfect • example.If you meet annually to set goals and look at • • accomplishments,you could evaluate-at the same time. Once you find the right time and the best interval,re- • member to make the process a regular part of your activi- :'! ties.Set the time and do it. :r '7 AND SO... • • sp, Are you ready to evaluate? • " ' \ . should feel a little more comfortable abo uwt yet.But you about the questions to t ..,.• ask yourselves and the issues to address before evaluating. • ri� It's too bad evaluation has had such a bad reputation. With only a little care and planning,the process can be re- 111 . .' ' markably constructive.Even going through the exercise of • . � • / developing a system and defining some criteria can begin to 6 li ` strengthen your working relationship. a A regular evaluation process won't eliminate all con- . ^` flirts—but it will help you keep those conflicts in perspec- ' 4� • ,. irginf+_ f five.Most importantly,it will give you a regular outlet for dealing with conflicts.Evaluation is a very personal and in • - •::.; ,:►' .. terpersonal process.It can help you learn more about the —. • people you're working with and how you can work together If better. i J » .. .. . • IGO • • .w On a more practical level,evaluation gives you a chance to talk about what's been done.what should have been done,and whet you'd like to see done.Without it.you don't have many chances to talk about things in general— Ethics: Right, Wrong . . you're always facing so many major decisions and specific issues. or Gray? There haven't been many post evaluation casualties.In fact.most administrators and governing bodies who've gone through the process said they felt better when it was over. And their relationship worked better.The key is to think "ETHI noun,plural. 1.A system of moral princi- positively and design an evaluation system that will pro- plea.2.The b h of philosophy dealirj with right and duce positive resells. wrong of certai actions and with goo9'or bad of such actions." j A physician tale ' of yours you would be inter- ested in investing i a doctors' ilding that a group of physicians are plan ' toe in the city of which you are manager.No dec' 'ons i• olving your job are ex- pected as part of the i es • .nt;the doctors are simply selling shares in their v.-i ..It will be next to a shop- ping center in a rapidly •. 'ng part of town. You stand to more .., quadruple the$25,000 cost of a share in a short ' ., be make even more than that.You have the ney.Witold you invest in the doc- tors'building? Three hu and forty-five unicipal officials at- tending works on ethical dilem said"yes"to the question above nd 370 said"no." For many you and Frank Jo have been close friends.Y went to high school togethez and were col- lege c mates.You were best man at eacb other's wed- dings. our wives are good friends.For the . t 10 years, Franli'and his wife have taken you and y. wife to din- ner n your birthday.It is just something he 1sts upon do' g and it has become something of a traditi,n.He can w 1 afford it;Frank owns the largest plumbing . .ly fines in the state and does more than$500,1 1 1 in eosins'each year with the city. You have been an insurance agent all your prof- sional life.Last year,you ran for a seat on the city • • - • VILLAGE OF TEQUESTA VILLAGE MANAGER PERFORMANCE EVALUATION FORM Councilmember Name: 0146 O` /4ti 57/2 Date: 5 - L `17 * SCALE . . . . (+) 5 4 3 2 1 (-) I. OPERATIONS: Effectively manages day-to-day affairs of the. Village. 5 (4 3 2 1 COMMENTS: 4a3«e A (I'cccda II. SPECIAL PROJECTS BASED UPON TOP FIVE VILLAGE COUNCIL PRIORITIES: 1) Implement facilities for the Village office staff, Police, Fire, and how we are going to pay for it. 5® 3 2 1 2 ) Increase the cost of holding vacant land. 5 40 2 T. 3) Build our R.O. facility and to provide future water needs for Village of Tequesta - Complete financing and also start construction ASAP. 2_ 1_ 5 4 � 4) Jupiter Water Lawsuit. 3_ 2_ _ 5) Improve drainage via implementation of Stormwater Utility. 56¢ 3 2 T * See attachment for further scale explanation 3 COMMENTS: 2 //l(7 ZtT y 1.4r1/y P2isfeb'cSsoc cr 74 56- on fs✓zf.4 s 1n 45 Obis .d�.€4 6 III. PUBLIC RELATIONS: The business of inducing the public to have understanding for and goodwill toward the Village of Tequesta. A) Provides for proper representation of the _ _ _ _ Village. 5 4rJ 2 1 B) Citizen availability _ 5 4 5 2 1 C) Intergovernmental relations (Palm Beach County, Town of Jupiter, etc) 50 3 2 1 D) Media contact/relations 5 ( 3 2 1 COMMENTS: 42 e /G e.., 7e c e 4 AdowAg IV. INTER-PERSONAL SKILLS: Communications and information dissemination skills . • A) Councilmembers _ -3- 2 1 B) Staff _ 5 4 2 1 C) Citizens _ 5 4 1 COMMENTS: /' /94' � XG'�G"J/9 di!C 4 V. OVERALL PERFORMANCE: This summary of the Village Manager's value to the Village should reflect the actual accomplishments of the appraisal period, taking into consideration the four (4) major areas of the appraisal above. _ _ _ 53 2 1 COMMENTS: dg./541/Zz 4/rv2.05 ,,e-1e/0,e,-- aG Act �.4/z� 5 An,- -it. C fZr 7A ' /-5 .d/i5VG/.peg �Lf 1" ,'/ a /,•0 e z —0 il�4, P "< 6 e iO ' l 6 ,d�5:0z/.rid ae, w 5 VILLAGE MANAGER SALARY CONSIDERATION EVALUATION PERIOD: July 1996 to , July 1997 10/01/96 SALARY RANGE: $49,779 $69, 647 MID-RANGE: $59,713 CURRENT SALARY: $69, 647 DATE OF EMPLOYMENT: 05/01/86 TIME OF SERVICE: 11 YEARS ± DATE OF LAST MERIT INCREASE 07/25/96 RECOMMENDED PAY INCREASE: $ OR T161 % ,09iv5 Go419. Dollar Amount % Increase COMMENTS: • S Councilmember Signature Date 6