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VILLAGE OF TEC�UESTA
STAFF PERFORMANCE APPRAISAL
RAichael R. Couzzo, Village Nlanager (Job Descrlption Attach�)
Review Period:
August 2013 - August 2014
Purpose of Appraisal: Annual
The VISION of the �qage of Tequesta is to preserve and enhance the unique character, communiiy
spirit, small town values and superior quality of I'rfe for all who reside, visit and work in the �Ilage of
T�uesta.
The MISSIOfd of the Vllage of T�uesta is to protect the health, safety and uvell-being of the c�mmunity,
provide exceptional, fiscally saund and efficient customer service, uphokl the pubAc interest and advance
the c�mmunity vision.
The VALUES of the Village of Tequesta inciude:
• Excellence in all things - Professionalism, courtesy, acxountability artd innovation drive aur
canmitrnent to tl�►e delivery of exceptional customer service.
• Ethics and Transpar�ncy - We set high standards and are responsible for our �rsonal,
professional and organizational conduct and act writh irrtegrity. We pravide open acc�ss,
encourags community involvement and promptly respond to r�uests for information.
� Ouelity of Life - We value maintaining a safe, family-friendly artd hea{thhy environment to build
our future and conduct business. We foster recreation, public safety, youth activities and events
that benefd the errtire community.
• Employ� - We reca,�nize that our diverse staff is invaluable and we provide a work
environment that emphasizes teamwork, res�ct, dignity and support. We attract the best
recruits, retain toFrlevel employees and invest in their professional grow.
PERFORMANCE APPRAISAL ASSESSMEPI�' KEY
5. E�ccc�ptional
Consistentiy exceeds all performance standards. Provides leadership, fasters teamwork, is highly
productive, customer focused and produces the highest quality work. Makes a notably significant
contributian to the Village of Tequesta.
4. Exaeeds Expectations
Consistently meets and often exceeds all performance standards. Demonstrated initiative, works well on
teams, is customer focused and demonstrates excellent work and interpersonal skilis.
3. Meets Exp�t�tiarts
Consistently meets all performance standards. Performs at a fully competent levef. Requires only general
supervision to accomplish tasks.
2. Ideeds Improvement
Generally fails to meet performance standards for the position. Frequently falls short of desired results.
1. Unsatisfactory
Consistently fails to meet performance standards
NS No Score
Too Soon To Rate
DR/4F°T-2
Leadershlp and Irrfluence:
Exerts positive leadership influence and impact. Articulates a vision of vuhat is possible and gains support
and commitment to that vision. Serves as a positive model of how to act when pursuing goals and
addressing citizen needs. Empowers and develops others, sharing credit and enhanang the
organization's ability to sustain accomplishments over time. Melps to develop bath today's and t�marrov�'s
leaders.
5_ 4_ 3_ 2_ �_
Notes:
Teamuvork and Collaboratian:
Takes a broad view of the team concept that goes beyond agency or departmental lines. Thinks in terms
of other groups that have a stake or interest in various initiatives or activitiss. Avoids the silo eifect where
carnmunications only flow up and douun a narrow part of the organization. Reaches out to build trust and
collabaration with neighbcxing jurisdictions.
5_ 4_ 3_ 2_ �_
Notes:
Strategic Thinking:
Can analyze organizational strengths and weaknesses and then combine these with know}edge of the
industry, market and organization to develop long-term strateg}r. Sees to it that the organizatian's vision
and strategic plan are both aligned and well understood by intemal and extemal stakehotders. �nsures
that business practices are consistent with the strategic plan and the vision.
5_ 4_ 3_ 2_ 1_
Nates:
D�14�"T-2
Budgeting and Fiscal Responsibility:
Demonstrates fiscal responsibifity arid understands the fiduciary aspecis of each employee's financial
decisions. Develops or contributes to the budgeting process by providing accurate and reliable estimates
of costs and expenditures. Negotiates favorable contract prices fior geods and services and fotlows
established bidding procedures. Tracks and monitors actual expenses, comparing these to projections,
keeping others infortned and taking appropriate action to keep expenses in (ine.
5_ 4_ 3_ 2_ 1_
Notes:
Customer Focus:
Personally demanstrates that both extemal (residents, business communiiy, general pubiic, etc.) and
intemal (caworkers, supenrisors, other departments, etc.) customers are a high priority. Identifies
customer needs and expectations and responds to them in a timely and effective manner. Anticipates and
preverrts delays or other issues that can adversely affect the customer. Keeps customers informed
regarding the status of pending actions and inquires about customer satisfaction wiih services. This is in
sharp contrast to behavior pattems that tend to disappoint customers, lea�e them feeling forgotten and
unimportant or that otherwise result in unmet needs or expectations.
5_ 4_ 3_ 2_ 1_
Notes:
Council Relations and Communications:
YES NO Understands and supports the MISSION and Council's VISION of the �Ilage of Tequesta
YES NO Adheres to and furthers the VALUES of the Village of Tequesta
YES NO Communicates information equally to all Council members
YES NO
YES NO
YES NO
YES �!O
Notes:
VtLLAGE OF TEQUESTA JOB DESCRIPT1pN
POSITION TITLE: lriliage Manager
DEPART�AENT: Admtn�tra� DATE LAST UPDATED: 2!1/2012
WC CODE: 8810 UNION STATUS: N/A
EII�PL�YI�IEMT STATUS: Futl-T�te F9.SA STATUS: F�tempt
POSITION �IMMARY
The lnitage Menage� �I�on is resp�sible m the Vfl�ge Council for executlr*g the Nillage'� pollcies and
laws, administertnng the gavemment � the Vill�qe and sup�rvising and mana�ng all publfc l�uslrress and
aftairs of the Viliage.
RE�RTING RELATIONSHIPS Poeitlon Reporl� �o: V�liege Councll
Poaitio� Su�rvi�: De�rhnerrt Heads. Executive Assistant
DUTIES AND RESPONStBtLITIES
• To s� that atl terms and condi�Ons �n� in favar of the Ytllage� � its �habitants in any public utilfty
franc�ise, are faitl�fully kept and p�rfarmed; end upon Imawl�ge o# any vlolatton the�f to c�all the same
to the attention of ti�e Vi9age CouncA.
• To su�rvis the managemerrt and cantrcl of all public utllid� own� by the vl�ge and be charged uvith
the managemerrt and operations of all publ� woNcs and departments tn aa:ordan� with the crdinanc:�
or r�u�ons of the Vtllage Cauncil.
• To � resperosiWe fw the supentislon of a�ll departmettts of the yllage 8nd to see that the taws and
ordinant� of the Village are ernorced.
• To attend ali meetlngs of the Yl�ge Councii �nd of its c�nmittees, � requested, with the right to take
�rt in the discu�lw� b� without having a vote. and to flb at the regu�r mee�ngs of the Village Co�cil
in each m�th, a report of tt�e Vil� Manager's acttons during �e pr�ir� mordh in a form as dir�
by vote af the Village Council.
• To recommend to the CfluncU for ado�ian sud� measur� as the Village Nlanager may deem ne�ary
or exper!lent In tt�e lrtterests of ttte Vfl�ge� to k�p the Vill�ge Council fully advisecl as to the flnan�ial
�ndi�on and needs a# the Villege� and to submit for its consid�r�iOn an �nnuel budget,
• To appoint, and when d�m� n�ry far tl�e g�d of the diAaage. s�nd or remrnre any 1lillage
�PbY� �� d�parimerrt head provided for. by, or under the Charter, or by �din�nce, �xc�pt as
oth�rw� provided by FEorida law� the Charter or pers�nel rules adOpted by ordlnan� w resolutlan. The
VtNage M�nager may authorize any departrnerrt head to exerctse these �wers �lth res� to
sWsordinates in that de�rbment
• To direct end manage the ac�ivittes of aif Village �taff in prot�ting the Iives and property of Village
residerrts during perlods of natural cr manmade di�ster or avll �trife, whenever suc� eme�gency might
occur.
• To act as purchasing agent for the Yl�ge; auti�rized to make all purch�se of supplies end to approve
ell pur�chase ord�rs far the Rayment a� �me. In the capa+city af purchasing agerrt, #te Village Manager
sF�ll oondud all sales of �rsonal pro�rty which the Counc�l may authcrize to � sold ss having �e
unnecessary or ur�fit for Village u�e. Ail purchas� and �ales �all confortn to such regulations as the
Vflk�e C�ncil may fr�n �me to tlme pr�lbe.
• To make c�rrdacts on beha� of the Village for tlie fumishing of mateNals and p�rformance � labor,
provided. however� that no such cmntract shall obl"�gffi� �tl�te Wlage f� a sum greater than allow� by
ord�anc�, and provided, further� that such contracts shall be presenterl to the Villa,qe Council �t �e next
reguler m�ng � the e�tt�u�on or awarding thereof for acdon thereon by the Vlltage Council.
• To prepare and subm� to the Village Coundt� within nittety (�) day� �ter the ci�e of each flsc�l y�eer,
a c.omplete r�port vf the opera�on and business af the Vlitage for the preceding flscsi year.
ADDITIONAL DtJTIES
� Perform other dutles and a��nes other responsibilitles as apparer�t ar as delegat�.
QUAL.IFICATI�+1 AWD EXPERIENCE Edw�tion end E�erience
• Bachel�'s d�ree In Business w Public Admintstr�tion or re�t�l fletd Master's degr� prefen�ed.
• Ten (10) years af progressively r�p�s�le e�Nenoe In City/Courty adminlstratlon.
Ne�ssary Knowiedge Stdlls end Abqflies
Th�Y, P�pP�, P���s and technfqt�s of organiz�tion d�igrt and development, long-range
planning, public administration, public flnancing, munidpal budge�ng, flnandal admin�ion� pr�am
and p�icy formulation.
• Applic,able state and federal laws and regulat(ons goveming ihe admin[stration and operatlons af a
mimic�pal a�.
• Princlples and prac� of pers�nel management and lebor menagemerrt rel�ons.
• Techniqu� of effec�ve publio rela�lons and prirn�ples and pra�ces � sound business communicc�on,s.
• Demm�str'ated �r�enw f� program �nd proj�t management.
• Capable of th�ldrig str�gic�lly and desigNng muttiiple ways to accompiish �als; a solutlons provid�r
with an�lytical tr�aubieshooting and dec�ion-m�king sk81s.
• WeU-h�ed oonflict re�lubion sla111s.
• Demon�trated strength in buflding relattonshi� built on Vt�t and iMegriiy.
• Exc�Uent oral end wriiten c�nmunicatfon skUls and lea�rship P�s
• Proven skil� In wor�ng su�sfully wfth a dlverse individuals and group.s: strong fadlitatlon and
co(�bara#ion oom�etence.
• Technic� �npeten� writh Micr�ft saftware suRe of producl°s
VILLAf3E OF TEQUESTA.�B DESCRIPTION
Li�ng am! C�ertlflca�on
• Dfirers t.icer�se
� Plationel IncPderrt Manag�nerrt System (NIMS) CerNflc��on fn accordance with Yilage poNcy
WORK ENI/IR�AENT
• Works in an of�oe; required to freque�r vlsit �f-site Iocatlons.
The�b d� dces not c+or�sl�tute en emp/oym�t egreemerrt beiwean the emp/oyerend empla}r�
and Ps subjed to drange by the emp/oyeres tite rteeds of tfre emp/oyer and the requirements ofi the jnb
change. R�c��nerrts ere represeni�tive of minhnum levels � lawlvledge, skills, ar abillties.
■
eview em a e
McWilliams, Lori
From: Couao, AAichael
Sent: Monday, Septem�r 22, 201411:00 AM
To: Mc�lliams, Lori
Sut�Jec� FW: ICMA EVALUATION HANDBOOK
Please provide to mayor and council for their review and use
Thanks
michael
From: Keith Davis fmailto:keithCa�cwd-legal.coml �
Sent: Monday, Septemlxr 22, 201410:58 AM
To: Couao, M(chael
Subj� RE: ICMA EVALUATlON HANDB�K
I think this material does a good job of putting the evaluation process into context. It explains why it can be a useful
process but also explains how to avoid abusing it and turning it into a counterproductive exercise. I agree that the
process and the evaluation tool should be provided and agreed upon at the front end of the evaluation period so that
expectations are understood from the start. I think that is fair.
Keith W. Davis, Esquire
Us2� �f'� ��//�rsr'a; ��
Tel: (561) 586-7116
Faz: (561) 586-9611
Email: keith(�a,cwd-le�al.com
From: Couzao, Michael (cnailto:mcouzzo@teauesta.ors]
Sent: Thursday, September 18, 2014 3:31 PM
To: Keith Davis
SubJect: FW: ICMA EVALUATIOW HANDBOOK
Please review attached and advise your thoughts
Thanks
mike
From: Telfrin, Debra
Sent: Thursday, �ptember 18, 2014 3:14 PM
To: Couao, Michael
Subj�.t: FW: ICMA EVALUATION HANDBOOK
Hi Mike,
1
Is this what you were looking for?
Also, the link below provides several examples of evaluation forms.
http://icma.or�/en/icma/knowledse network/documents/kn/Document/12997/Citv Manaser Evaluation Form
Thank you,
Debra A. Telfrin
Executive Assistant
561-768-0465
561-768-0697
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SECTION I: ASSISTING COUNCIL WITH ITS POLICY-MAKING ROLE
Needs Meets Exc�ds
vement 'ons 'ons
A. Providin Information
The Ci er rovides information which is:
Detailed and reliable
Explained in a thorou�h manner and includes
alternatives or recommendations
Timely
Helpful in preventing trivial administrative matters from
bein reviewed b the Council
Helpful and adequate to assist City Couacil in making
sound decisions
The C' er:
Provides members of City Council with the opportunity
to set long-term organizational goals and to establish the
future direction of Ci lic
Keeps City Councll informed, in a timely manner, of the
thin Council wants to know
Keeps City Council well informed with concise written
and oral communications
Ptovides City Council members with information on an
ua1 basis
Informs the City Council of administrative developments
Follows up in a timely manner on City Council requests
for information or action
B. Providin Advice
The Ci M er:
Has adequa.te knowledge of municipal affairs, including
the Ci 's laws and ordinances
Considers alternatives before ma.king recommendations
Plans ahead, a.nticipates needs and recognizes potential
oblems
Has a good sense of timing in bringing issues to the
Council for action
Comments:
1
SECTION II: INTERNAL ADMINISTRATIOIV
Needs Meets Exceeds
Im vemem 'ons 'ons
A. Im lementation of Council Policies
The Ci Man er is effective in the followin areas:
Carrying out Council directives
Assiguing work so thai it is gerformed efficiently and
effectivel
Paying sufficient attention to detail to avoid error or
thin s"sli in thro the cracks"
Analyzing problems or issues and identify causes,
reasons, and im lications
Accurately interpreting the direction given by Council
Carrying out the directives of Council as a whole rather
than those of any one Council member, but recognizes
the concerns of the minori
Supporting the actions of the City Council after a
decision is made
Assuming resgonsibility for staff performance
Ptoviding memt�rs of City Council with periodic status
reports on projects or tasks which may overlap months
or ears in im lementation
Insuring that the management sta� maintains normal
service delivery operations as well as the flexibility to
m e emer enc situ�ttions
B. Financial Man ement
Are ou sarisfied with the Ci er's:
Approach to budget preparation and review
Use of standard financial maaagement procedures to
meet Council's lic idelines
Implementaxion of Council's policy regazding the
ex nditure of bu eted funds
Cost control through economical use of labor, materiaLs
and e ui ment
Information on the fiina.ncial status of City govemment
Use of available funds and his ability to operate the City
efficientl and effectivel
Knowledge of financial matters
Information �rta.ining to long or short-term fina.ncing
for ca ital ro'ects or ui ent urchases
Informatian on opgortunities for federal and state grant
fundin
2
Needs M�s Exceeds
emem 'ons E 'ons
C. Personnel Man ement
The Ci Man er is:
Successful in guiding people as a team toward common
ob'ectives
Eff�tive in selecting qualified and highly competent
staff inembers
Effective in maintaining professional relationships with
De artment Dir��tors
Effe.ctive in assuring that sta�ff members make a positive
im ression on citizens
The Ci Man er.
Insures that the City's personnel policies and practices
are administered by City Department Directors and
ement staff in an uitable manner
Develops and motivates employees so that they are
increasin effective
Addresses disciplinary problems and takes action when
wazranted
Monitors performance of employees and initiates
corrective action as needed
Comments:
3
SECTION III: EXTERNAL RELATIONS
Needs Meets Exceeds
1m eme� 'ans 'ons
A. Citizen Relations
The C' Man
Makes a positive impression on citizens and is he
res ted in the Ci of Oviedo
Has appropriate visibility or identity in the community
Assists the Council in resolving problems at the
administrative level to �void unneces Council action
Is willing to meet with members of the community and
discuss issues of concern
Ls skillful with the news media, avoiding polirical
sitions and artisanshi
Provides information to the public in a timely fashion on
matters which will cause blic reaction
Represents Council gositions and policies accurately and
effectivel
Thinks and acts in a manner reflecting an attitude that
client (Council, staff or citizens) perceptions and
satisfactions are im rtant
Res�nds completely and in a timely manner to citizen
com laints
B. Inte overnmental Relations
The Ci M er is:
Eff�tive representing the City's interests in dealing with
other encies
Participative in enough intergovernmenta.l activity to
have an im act on behalf of the Ci
Cooperative with the county, state and federal
overnments
Comments:
4
SECTION IV: PERSONAL ACCOMPLISHMENTS
Needs Meetc Exc�ds
vement '�s 'ons
A. COmn1W11CdtlOriS
�Vith re d to communications, the C' M is:
F.asy to talk to and a go� listener
Thoughtful, clear and to the point
Sensitive to the concerns of others
Candid and forthri�ht in discussing City business matters
with members of Ci Council
B. Mana ement S le
The Ci Mana er
Demonstrates interest and enthusiasm in performing his
duties
Commands respect a.nd good performance from staff
Shows initiative and creativity in dealing with issues,
roblems and uausual situations
Is open to new ideas and suggestions for change
V1/orks well under pressure
Consistently puts aside personal views and implements
Council lic and direction
Displays the ability to resolve the nwnerous conflicts
inherent in munici overnment
Responds well to a cha.nging world and local conditions;
is ada tive
Is accessible to City Council members
Conforms to the lugh sta.ndards of the profession;
follows the "ICMA Code of Ethics
Exhibits a commitment to continuing educa.tion in order
to enco e his ofessional develo ment
Is receptive to constructive criticism and advice
5
Nads Mee� Exc�eeds
ement E 'ons
C. Job Effectiveness
The Ci Man ar.
Demonstrates interest and enthusiasm about the
Council's Vision for the Ci
Gives his staff the tools necessary to provide efficient,
res nsive Ci services
Coordinates the implementation of City goals and
ob'ectives
Supports policies that will promote annexation and
o�vth in tlie Ci of Oviedo
Creates a positive a�osphere for successful economic
develo ent in the Ci
Supports responsible infrastructure expansion and
ma.intenance
Emphasizes the need for employee training and
technol 'cal im rovements
Comments:
6
SECTION V: NARRATIVE RESPONSES
ACI�VEMENTS FROM THIS PAST YEAR:
• What were the Manager's most notable accomplishments during the past year?
• Which of the Manager's qualities were most instrumental in fulfilling the role of City Manager
this past year?
PERFORMANCE OBJECTIVES FOR COMING YEAR:
• What does the Manager do that you would like him to continue?
• Is there a.nything that the Manager does that you would like him to do differently?
• In what a.reas should the Manager focus his attention in this coming year?
• Do you ha.ve any other general comments to share with the City Manager?
R.axer's Signature Date
7