HomeMy WebLinkAboutHandouts_Workshop_Tab _09/29/2014 � �x� , _ i
, �` � i
�,
� � , _ �; � 1 � � � l
�'���'� '��,�'`� ' I
' ; ; � '� � _ �
_ i
' . _�,�' � _ � ;'� �il � J i '���
..
, �
, �
'_, ' � _ � , I I � '` _�
� I
�� - - .
�� i� i . � � �; ���� ��l `� � � �,1
�
, , , , � ,
�; . i � �
, __. �
i ; ;�, 1 �
I � i � I �
, __ �
, . .
, �
i ' ; ,�
; � � ___, i
_ ; ,
- -- - ; �
,
; . : ,
�-� � , �
- ' �� a I � �
}E . , ' 1
,
� ` � : i ' i `�
, ;i � � ,
�'�F• �... -. .
C�'�
� 4 ��� ' � , . I
w�4 .4T�_. � _ _ I
�
� . I
'�'t �.♦ .. -_. .. .. ,.. ....' - �... . __ ' ' .. _• - �
� .....,.. . ' . . . . a�` . .
. � ._ .. . . .I '
_ _ - _ . + t , � .
� � ��
,� � �''. � � � �� i
_ � �
.� � �
� l�.r°.r • ; ;
- �� �'
F� � i
� .�' '�..� �
�
; . - . ' . . . ' . � - . ..,_ .v.� ; "_ . � I
I
t
� .
! � � _ . . .i � � � __ .. _ I I
,�' ' . _ . . ' � q ���� a I
F si
� . J6� [B
� . . r . ... . ,..f� ��_" � �4 I
� ''•` I
� �� i `� s -`� t ; �: ' � � L tF .. . .
_ . . .. . . . . , . .. ,. . . i
� `,- -,
� ��
Leaders at the Core of Better Communities
?CMA ad��ances professionai local ;overnment worldwide. its rnission is to create excellence in lcca'
govemance by developin� and advancing professional managemeni oi iocal governm2nt. IC_vI_=1, ihz
inier�ational City/County Mana�ement _4ssociation provides member supgort; publicatio??s, da[a, and
ir.iormarion; pzer and results-oriented assistance; and training and proiessional dev2lopment to mor� than
9,000 ci±5�, rown, and county experts and other individuals and organizations throughout ±he � The
management decisions made by TCMAs members affect 185 million individuals living in thousands oi
commu�ities from small villages and to`�vns to lar;e metropolitan areas.
ICMA
777 North Capitol Street, NE
Suite 5G0
1 rlash,�n�ion, DC ZOOOZ-4201
ZG2-239-iC'_vIA (4262)
i,cp;_i_�hi �2013 by the Internationzl ��it�/Countv YSanaoerieni �;ssoci=t�o:_.:�11 rights res�r; in�'.udin�
:igh_s oi reproduction and use in an9 �o:m or oy any mzans, includin� ,ne �akinb oi copizs by a�;-
p_h,o�og_zphic process, or b� any ei_ectrical or mechanical device, print�d, ti�.riiien or oral or recordin, e.
sound or visnal reproduction, or �or use in any knowledge or retr:e��al sys�em or de>>ice, nnless permissicn
in u�riting is obtained from the cop�rr;ght proprietor.
�G���er���
Definition Terms ............................................................................... ....................iv
Members of the Task Force on Manager Evaluations ........................................................iv
Preface ............................................................................................................................... 1
_ .
wa:��ca��a�e 5aamre�a.,i,. „
e �, ..e ..............e............_...............: _.,. . ...,,..,.�,�._�_._._,_..,,...,.�....�.._..e,,, _
Successful Es,�aluat�n � ips ............................................... ...........3
.....................................
.�_-��:.yc.a���........,.�.o�.... �,.
. .................... ...n �
The F�urpose of Manager Evaluations ................................................................................ 4
j�s'� ?.rt3e�ss ...,.,.....,�.a ..............................................
...a..,.a.......,.e,,.<<<,.�.,,� ..,.,....,.a.<,�,..a,. �
Hou� to Initiate ................................................................................................................4
rio�v to Procee� ...............................................................................................................5
Frequenc,� and Timi�g of Manager Evaluations .................................................................7
'�`� =��� � � �:.c � � - ; ,
„ „ ..._.._ . .. ..,. .�.. ,,, ....,.a.,,.,e.,,..�. 7
Fa:lure io Unde_t�?ce Eva)uatior_s ............................................ .........................9
.................
Lack oi a Cred�b�e E Proce�s ............................................................................. 10
i,a�ic oi Kno�,vledge of ?he Councii-�tanager Form of Government ..................................... 10
� ack of Comrnun;.catic�� ................................................................................................. 10
`�����p������;-�e��s�.�� :Ur�� ���::.�_ . ��....
. ,.e... . ,.o. ... , .._._. a. .,e�.,... . ,, ...._ oo�,_.,,. '1�
Se; f-� val uations ...................................................................
.......................................... 1�
��-od?c Cneck-ins ......................................................................................................... � �
=�0-Degree rlsses���_er��s ................................................................... -1
_� ............................. �,
Converatior_ Eva'uatior Sysiem .............................................. �
....................................... � �
�a�ta-�a��e�ae��/�:�:1rv�r= �as��--_�s „�, . ,.,,� ............:..� . ,_ .. ,, ,,.��,_�.�,e,o.,....,,.,e.,. , _,.,, ' �
Conciusion .....................
.................................................................................................. 13
Sample Evaluation Forms for Loca� Government CAOs .................................................. 13
OtFaer Resources .............................................................................................................. 13
'�MA n�IANAGrr EVALUA-iOr�:� �a��;Dg,�,^K, - —
ii4
. "- r . v-,: —__�
��� � �'_ �� ?" � �. `'-,.�'(-•.� . . . �. r: _
�.
'- _ _
i
� . =: � . -_ 1 Y�0_ ��:�,1✓_'rr�l�;q', Id.'.�, : iJi�ewlJ` i C�'C.OB�� ''` , `:J �"I � i.. rr I�.,
- ' .. - _ .. _ " ' , ._� � _� .�.0_�
7s+11 �I�,_ �tll�Ic r( � i (�:lr. ..;� r l l ,�, (�0 l.��.i.� _ �� r� 't- � _' -�- -
_ - Y f . _
' ' � , �_ :: �T �J lC.'_ S�,_L-_ ..... __�� , . _:�� � � ��'�'��� : f l �� _. r. _ _ � �; � � � _.' ' _ _ ` ..._""I_„� f. i: �'' ( p I;j'i.� �tn�� .
'
J' ^, � �ri li� I�i`' c' 1 o�n�'� �,�nr � i� r-, �- i� ; � � � r` ^-.l ,
. ..- - r �,�t i� . .. _ L .. �2, ��_. ����a " u_._sa! � ' :C _ t_ ,���1 io,,, a � _ , �; ±`��_ o�:,�
� �-
iifr^�-('c C�;lo ii�i?i�;o`iic��
- � �` _ l E,,
r 1�: i'_��, r�'.�{ii(.� �J17,'C":.�"��' ��; ���.:._���� �a �, :_iii(i '�T��'� !�_: �', t�� _" ;7 ' _' c' � i ^ `?c_ ` cm����u� i�'tC �:o�in.,� ,r;;�r
'� �'::_ 1� ic,:d I,; �.��i���;ai l�i?�' � w�.iYC'm��7m',� r� iar, gil-� �� -v -ri� � � �-�', .�, i-, '� ,
- _ - __ �i . --� — �, ._. ,_.__ �l __ ✓�'--'_'� __ _. .._ _� �-, �gta Z��, �� °��'112c.uni_�� u _,
I���' �q'C, (o'�ii nip,r'�;;;�vjii;�ur"� I�r��Yi.7'�!� C�", c�� a�: ;t� ,�a
r I�i �2 ii���ci�i;i inn: dt���rL^� u�i!�7(o17"r�r,Y.2 i�2ii ���? l�Ca� l�L��(' � io;��^;iC�al'_! �? .''��';1:vj,�uiaui ,cic�ioi?Ij�l� i('�oi I�i% l�4•C'
i - t
�_ I'�``o'��+ QQii :Jn� i:ia�a,ta��!?�': ��;���,�nge i'Loi ,:i,rc_,',_ ut�,�FU .= ^o� �^l,l-��ui,o(� �I �?i 7"?�?1�I
� --_ �-- �J- _-
i:inni�u,l`tna.;�nii;iun�� o o �i�c f,
I,. �1__G
�%;
Members of the Task Force on IVlanager Evaluations
Peter 6. �ustin I�av James
�IcH�e�ry County, Tr Cana.ndaigua, NY
L%i�l�. �i iC°
John J. Caulfield :�Zark A. Kunkle Greg R. Sund
Lal:e�.�-oo�, `u��� !=ergu,on Towns��p, P_1 Ellis Counri,�, KS
Scott �11. Coren i�iichele E. Meade Kevin D. Trease
Da��e_�, IL L;t-;�osior Towrsl�ip, �v.; Devve;�, OK
Richard J. Doa=ne�• �'anc�� E. Novak �41cMaho�a Erian J. Valentino
ILrJ�? 7 l r;eTter, �-Z'I �i°nna, V� Hazlet, NJ
John J, Dufft• Richard J. Schuet#ler AJ Wilson
'�Iata,usl�.�-5usitna, _�K Harrisburg, P�; Fallbrook, C�1
James R_ Stahle
�lairiogordo, \�,i
:lmanda t�Qii-ea Jane C. Cotnoir
`olen� T�; P;,�tland, ME
;in�:.:c:scn Jdtior
�������
he evaluati_on of tne manager is a xe,r compo- Accordingly, it created a task force of managers fro -1
nent oi an�,% ��reil-nin local bo�%emment, yet the around the United States, representing over a dozer_
!.� value of a quaLt,� evaluation process and the communities, to develop a!VlanagerEvaluatiorzs Hand-
responsibilitt� ior ;hat activity is often overlooked. book that would assist mana;ers and their boards in
Even in comm��n��ies that �.rz considered to be profes- this critical task.
sioaally governed, �re performance evaluation of tLe Manaaers are encouraged te ret�iew this randbcok
iocal �ov2rnmeni �ranager can be an afte_r:houaht. with an eye toward working with their elected bodies
The 201Z-201; r.xec�tive Board oT the internaticnal to develop formal, mutually agreed-upon processes
Citv/Count�,- �Ianagemen? Association (ICivIA), ied by for the:r own evaluations. This handbook, ho�;ever,
President Bcnnie Sa,cek, acknowiedged the need for is also intended to highlight the value of a formal
1_ocal governrnent nanagers and their elected boaies manager e�raluation process and to assist local elected
to put nore �oc on tLe manager evaluat�on process. officials i� the design oi an effecti�Te ecaluation toel.
_ - --.. =`�i- - '��. �. - � � � ��C_ � �
�xecutive �umrnary
� h� periodic evaluation of The local aovernment of ;pecific , vo.k-r�:a_ed goals ��d object�ves for r_i
manager by the elected body is an important comin� year. Thns a11 members of the eiecteri b�dy
`.�- component of a high-perior_mance organization. should part?cipare _n tl process, both by individually
The evalua[ion should con[ain perforrnance goais, objec- completing the ra:in� instsument and by discussing
tives, and [ar;ets .hat are linked [o d1e elected body's their rarin;s �,vi,h the otLer board members in order to
established strate�ic plans, goais, and prioriries, and i[ arrive at a censensus about performanc� 2xpectat�o�s.
SIIOUId fOCllS Oil [Il� IIldildb?r'� de;re Of t)I'O�T�tiS LO��v"dIG� lhcie 15 P_0 OP_c CO?r�Ct Wdy i0 COIldliCC 3 1T1dP_d�2=
oraanizatioilli outcome5. To be fair, it must be based on evaluatior_. The ket, is ?o ensure that the evaluation
criteria that have been corunu, to the manager �akes piace in a re��:lar, mutually agreed-upon manne:
in advance. Sampie or generic evaluation fo:ms, if used, and is vie���ed by ali as an opportur_ity for communica-
should be custemized to reflect Lhese c�iie*ia. tion bet�.x;een the elAct°d otficials and the manager.
The purpose of the evaluation process is to it may be userul, particulariy if the members of
increase communication between the members of the the elected bod�,; �re inexperienced in the performa_�ce
elected body and the manager concerninb the man- evaluation process, to use a consultant to help the
ager's performance in the accomplishment of assigned elected body prepare for and conduct the manager's
duties and responsibilities and th� establishment evaluation.
� - � �' _- � _� � �- . � .� .r�
Successful Evaluation Tips'
�er°r�r�aeace e�.ra�uatso�rs 3ni91lal��tsiyae� fc Rer•,ird��=:
,�. P2�Oui1!Z� ?h° �CCOr"t,DI:Sh�i12f1�S O� Thc i"71�.fi�d2i and - Ke c., Th2 �ISCUSSIOp fCCUS°d Ofi iJ°!"tOi 1"f1�nC2.
S{1C`��l �D�I"°CicLi�i1 �O!'?�'12 Uri��;l:2 �.^�iltfi.�"iU�i�.^.!15 :O = �°SC":�J� �C':!Of1S wil� �°SUI�S �flc` G�O Il�.^.? r'f1c2T
:h= �� on �xp�~a. ons.
��
B. ..ariy �.denri�y areas ��Nhere :he mana��r :s � Descr;b� areas �vhere _he m=r�aa�; can m�ke �
doing ��vel� gr�a_2r contributicn.
�. ��:°�(��,,/ '��°(1?:''V �f2�S �f.�h°f° ?h2 f"fl�no��°( C?il - �°S�I'i�J° �I'ly S'tU�LlOf1 Of D°f"fOffTlafl�° Ob5°� V°�
�mprov� h�s or her pertormance tha� n=eds `o b� chang�u; b� specific.
D. 5o�c;=y de?init� actions *ha? will a!lo��i �he manager � Teil rh� manager �niha� needs `o be don� if = s�ecs�ic
*o ma�e addit;onai value-added o�ntribu:icns ?o �h� �h=ng� o{ b�havior n�eds To �_ak? �iace.
organiz�+_ion in th� +u�ur�. - Fccus on iearning from �he pas��_ �nd mak:n�� �;ans
-. O'o,��n ;he manager's own o�;n;ons on arogress and `cr �ne fu:ur�.
n`s or her individuai con�.ribu�_ on ,o �ollec�_ive actions � K=ep th�s �art of the discuss:cn as postiv� anc
and uchiev�men�s. �� �ccurag:ng as possible.
��5��.::5�� w ..�....._ ..":��.. `. .',i�.�J�.� J _ . �... � ._ ..� _ �_ I _r'l. '.�
�
� L::�/°5'_h2 i71�il�g°I" ill5:��'i; iC1:0 S°��-a��l8f2i �2ss in��r- DQ
�s`s, and moT`.va_:o;� _
'' St'�°i i� a?evv minut 4VdTiTlifi�� U� I(1 V/�'1!Ch t�'1°
-�;ves _h� mana��r r��ognition and ap�r�ca=:on �or .
�C°t'i�� 15 !31(� OUt SO °V°i�ptln jS �°Illlfl�2•.'". �bOUL
a�h ev�m2r�`s
��rha=?� �xp?ct. Give an o
� �r�a_as a posi±iv2 c!irr�a�� for :h� r�ma:naer o* the �,qi�niays s�a�? � th� posi:����s. Be speci=ic.
r�v i �v�,�.
� txplain the ratings in �li areas: T=_Ik abou� how� �h�
;:eT,i� cie��
�.�ns2nsus ��vas arr:��ed.
� B� hon�s�. Ieii ;T like i�_ :s.
� L:s_.. � n_�n: �� .
� '- � b� �oach, noc a judg�. i�il�r�ag�ng �mr, �� �:s -
- R� .=or�� ?he mana -r`s n�� ;ormance. � . v j
��•,, ,-.,• •�; •, ' 'n� iij�2 D21f1.�'1.. an a_hl °TIC CO?C�'1. F�°C'��i2 �.,.^.�Ci;."lu
� �fTl.'�.i 1351Z° `u� S' :�i ^vV���° COiICI'°:2 2XulilDi25 ufiC ii i�,'�.^.'V25 ?��Ot IT1C1': t han;us�. scor �C2=Ni(l�. �'f`
S .^'.�B�Cr!�'i0�`15 v' a��:1011S, ''.^.�Of�<, a"I.�.i i'25U'�5. �fOViCdillQ 7F1° SCOf° �: ��'i° °"lv O� i�"1° ac(Tl° ;Oc^-Si 1=
���� only posi'ive f�adbacl< during this pa� of �he ;mbrove perorm�nce.
:`i=,ll.�-_1=�0(1. -' '�iSCUS� `:^Ji_{l ��'1 mana�ar �"1.;5 ^v( �'lQi" i°��ip,*15 �=_ -�1�
� A:kn�.,iedg- r':oro;����an�_s ;ha� �_he manag�r has � ;
ra±�rgs, ma�ing ciear _ha_�o�.: �re :n_er�s-e� in his cr
'^""'. her?2e;ings and tho!�gh�s.
° r"3!5� 2?OI'?S �' ;h2 ?"l�l'i?^ h�S `�VOfk°� h�i 4�,^,!1 - I* aj�pr0�1":�i°, ��eV°i an im��ov�m�r` p���.ar� `ha�_
SGf"1cL�lif1 `JU: ia,.�ia b°��U's° O? ��ifCl:l'7'S�f�C�S �iIC.U�2S �1" �S O? Q2fl IIC�, . IciC(J171°'1�� d i i°p�..a.
� ^' I � - r» � ri�� �� -i�
^�,��nd h�s or her �onTroi.
� ��escri�e �erormanc� tha= you �n�o�,id lil<e �_o s�e �,� i
ipr,_ ���2�.
o R�:2 ��'i2 manager �:�,�;Thou= _h ? -..� 5. PH'iT1Q5 5�'r�l:�Q
�'75�1�5=i�'yi cr.:c =:�a"C �;,o��� ;�3 ��"C'-.i'"i _ �2 Oi 1 3�^1.1a� f°St.l�TS.
: _ `n��
,,, �° =..'�,C �: t'i22�.
= �= �;�es :ns;gh; n _c ho�:n, �I-�e m=na 2r =..., _ - _ _
^ y =�o�- 5:des�eN Pro�lems. �oa�m2n- ���ormar�- � ��-
ch�ng�, ;mprovem?n:=or gro��:=�h ems anc ci2arly :�+�n_`?;, r;hat n�e�s m�roti�men`.
� qilovvs you �o expr�ss any conc2rns ycu hav� a��u� . B� vague or g�n2r-lize _he r�ascns =cr �he pe�or-
�{l� f'!'12�i 12��f�S O�,'21"?il O°i �: TfTl�fi�� 3flQ J2`•.`Of�T1�11C2 il'1?� i��2 S�OT25. C�2�i �i1C ��°��'1C 2X�1'71�1")i25 �T �"2S1.,��'a
'.�,'1 S�D?C'T.iC �icaS Sr?O�!�i,7 �D2 ��I�l�d.h�2.
� I _ , -h�l, .�.�o^ _ hf.,�., in� � . .
- ��^` _ .'" -- ,." .. --� .� "° •,, - l��1"1L;USfI ��l° �f'ilw;t?.G��( +7� °nil C72�1C.2t1� c_ ,^.i
..�:`1�2\%: fll°(1�. pfOb!2fT15 :�'1�� hav� ne�,•er �o�=n ?.�d��55°� ;i'1 �f!'�(-
m�i �iscuss ons prior To _h� =�-m=l �va'.u�:`��.
� Min:mz2 �he manager's �on��r�s �, ��sc�un: �-rs �,
her fe�!ings.
" �!! .-. � 1 A � t " = v F. i . . �! � _°, i� �, '� �3 � , ;� �� �
, ', �,_ " ; 2Vd1 dt:OIl 3pPi0dC�E5 it?di 1_'_d"V2 p•_'OV°II t0 C° SL'�CESS-
t.�i, a�or.g with some aite_�native methods that may
�`1 here is some irony Ln the fact that managers' be good for your loc 1 go��e=r.� A�a�n, ti.e key ;�
' �VdllldilORS dI° often 1 ?SS fOr.Tidl dIl� �2SS Su.�C- tr� anc;yr� th3t tlle ?VdP�dL10_^. Ld1C°S 17�dC° iP_ 3 I2bii!d_r,
� tL:ed than those of the manager;' employee�. mut�ally agr�E�-;;pon manner �nd is v�ewe� by all as
-�tih.ile the manager may oversee �t:e evalua�oa of an opportunity ior cemmun:catior_ betwee� ?lZe e1_ecied
hundreds of employees within an or�anization, his er oificiais and The manage�.
her own performance evaluation becomes the task of
elected leaders who are often not formally tTained �n the '.�']� � � � � � � e � � Ju�� � � � � � �.
Avaluauon p:ccess or who have narro��,� or cor�ilic�n� _
definitions of good performance. The ?act that an eiec.ed =,"''� � P '� �� ����
body with numzrous members is char�ed witi� :he tas�c High-performance local governmen�s embrace an
of evaluating the manager makes the r.eed ior a ciear ethos of continual improvement. Conductii3g regular
and agreed-upon evaluation process even more impo:- appraisals ot the mana�er's work pe?�'ormance is part
tant. And a thoughtful and structured e��aluation process of tne continual imp_ov�ment process.
that is supported by all involved parties enhanc�s tre The purpose of the evaluation process :s to
ongoing communication that i; fundamental to e�iecti�-e increase communication bet��een the members of tne
board/manager relationships. elec�ed body and the manager co�cerning the manab
A mana�er's evaluation should contain perfon��nce er's performance in the accomplish �nent of his or her
�,oals, objectives, and tar�ets that are linked to the assigned duties and responsibilities and the establish-
elected Lody's esrablished strategic pla�ls, �oals, aild ment or specific ��vork-re'_ated goais objectives, and
priorities and should focus on t�hether the mana�e= has pericrmance meas�r�; tor rh� coming ;�ear. The evalu-
achieved the desired or;anizational ouicomes. ation process provides an opportunity fer the elected
Sometimes the tone of a perfornan�e review can i�oc�y to have an honest dialogue w�th the n
be unduly inflLenced by the manager's iasi su�ce�s o_� abo��it its expectations, to assess what is being accom-
failure. Judging performance on the ba�?s ot a s�:?��n plis?�ed, te recognize ih� mana�e_'s ach:e�.�emenis and
:ncident or ber idVlOI iS d COlIlIPOIl pi0�1_eRl irdI C3"i �p*1t:itijutlOIlS, i0 1C�?IliLV W�??I° T.'1Ei° S_3j� b= perf 0'-
ar�se in an;� or;ar�zation. Bur a sLn�?e Lncidenr �_ m�r�„� �aps, ?o develop standards t� meas-�re f�t�r�
ber3�rior should not be the S0�° tOC Of 3 pE?TOi�i!d^:�: ripr;-i3,CE and _o iCj°Ilt:f� ti�i° 'c30�.1=C
P° � es aZd actions
ev�luat�or.. That is not to discou�t the importan�e necess�y to acl.;eve the agreed--�pon ;tandards.
of how a r�ana�er handles nigh-sT.�ess, hi� er-profi�e ?�eQp��,� t�=e foc>>s on "bi� picture" srrate�:c goals and
?SSlleS, W111Cr11S dR lIT1P0IidI1[ dSpeCI Of 3:12IldC°I'S 1 �e�3�-10I5 rdthe: t1�a_n_ OIl iI11P_C= �SS_ES ^vI C^ e-t;me
_es�onsibilit�z Hotuever, day-ta-da 1 Ea(jErg}llF, s ^_ 1� ;ri�ra'K°Sj C omplaints �°3�S tC �2t?�' Qli�C0�2S.
also a ket: re;ponsibility of the manager, can �one-�r�-les �iven that good �eia�ionships promote candor
go unnotice� even though it provides t�e 2o��ndaTion iri an� constrscti��e planning, tne performance appraisal
whsch hig�h-st=ess, high-p=o�ile �ssues �.re l:ani+led. al;o prov_des a fon_m for ooth par�ies ±o discuss and
iCMA has de��eloped a list of 1 g?rac�i��s ror Ei�;ec- ;tren,tnen the elected body-manager relationship,
ili'° : U:.d'_ : OV2iiliT?2ili '�ildild�2I'i7t'Ilt Lt;3T 1S IeCOI?1- t�'I1�::I'IiQ �?tt?I 3��oi_Il1�P_L Ci gOd!S �iVr'll° I°:.'�,1C1R� I?715-
�r!ended to rr!embers who are their o��.�i� �
� uIl��'`SidP_� and Sli_pii52S. Wh2=! 21Ert� bodies
pro?essional �eve�opment needs and acti�zties. T'r:e co��uct reguia_r pe??o_rnance appra;sals of ti:e mar-
�ore areas :epresent much oi , :vha; lacal gos�err�ment 3cP1, they are more likely io aci.ieve their community's
:nanagers are _responsible for on an everyday ha;is, g�a1_s a_n_d object:ves.
and competen�:� by the r_•�an3ger in these pracrc�s is
central to an effective, higr-per�o_� m�n;, prefessionall,: _ - � y �
:nanaged 1_ocai government. It is thereiore the r�com- ��
mendation o_t IC?�i_�s Taslc Force on _vlana�er Ez�a';:a- !�°3�'y, tne perfo, appraisal pr��ess f�r a man-
tions tnat competency in the IC�_v__ ��;��cti�._e� �lso be ager is the natural con_innation of rhe �iring process.
considered in rh� manager's per?ormance evaluati�n.
There is ne one ��ay, let alone one single correc? ��-1 O'�/�! �_C i'�'1! Lic�
�NdJ, [0 COIl�L'Cr dn �ffect ?il3P_36e= °Vdill3IlCi_. T}'_i� '_�_'0: LO �ne re C£"�1LI`l2�? OI C3i?�dd't°S, Ihc eiected
�VlanagerEval���ior_s Handbook 4iill present iiadit�enai bouy t,,�picaiiy deve�op� t�e goais and ebjectives ior
4 , ��i�..�� __ .-_•, . - �.�� .
tre position of manager. Then, during the select�cn eiecied bori,,� mav request tha: ?r_ eva�uation p=o-
pro�ess, the cand;date and the hirina bocy mee: :e ces� '�� _n�_�tu��d and �he �pe�:fi IO_ COIl�L �cting
�'_SC these it°IPS d10Il� 4tilttl Cr!2 IOi:� dRt"� S�nrt- jr� ��;3 CdIl il1�P_ be agreed lij7��? OLCSl�? Of
Te:� needs and issu�s or the communit,;. � ��r��g? rh� pro-,-��io_n_; ot the enployment ag:�em�nt. if the
trese con��ersations, the basic tenets of tne rr.ar_ager'; iequest is made by d_e eiected body, it is important to
p2rIormance 2val�tation are identified. At L�_is point, emp�asize ?hat the purpose or ti e evaluation process
tne performance �ppraisal process just reetis to be is to serve as a tool for organizatienal improvement,
formalized. When the employment oifer has been not as a means of punishinb the manager or setting
accepted, the employment a�reement should incl�.�d� tre sta�e for te:minatio_n_. While e�ected officials, espe-
the requ?rement and schedu.e for the manager'� ciaii�� ihose newly elected, ray so�e?imes wish for a
evaluation. chanae in ??ianagement, the pe_ior�?ance evaluation
(Excellent toois Tor preparing the empioyne�t proce�s �honid not be used to effect such a change.
agreement are contained in the ICvI�_ �zcn,�i�_�,�__�
lslllut'-_-:�.. [�_' ����cCili'_� 3 T OC�i vUvc'�:1'7'°^� __ � t�� -� ��;. �,� r „
.. . . . ---� � U :� � '_`i ✓ ��.�� � �;
traii�r and the ?� `� � ?�,i � -_ EinUlc,v;l��i�i ` ;_-- �.j
The employment agreement should st;pulate t1�at ��Lmber of issues should be considered when pre-
paring for the eval;iation process, inclsdinQ how tc
t�he performance e��aluation will be a written aocnment b
and that all parties w meet io discuss �he cont2nts in ��tielop ihz rating inst�ument (and E��hether to use an
eutside consultant), no,v to use the rat�na instrument,
person. It si?euld also identify �he freque�cz� �.��th �.t�hich and whether the evalLation shouid be conducted in
evaluations will take place (e.g., annuaLy, �eni-anm:-
pn_�-ate or in public.
aliy, • SY including this i��rmation in the e?npio�; ment
a�reement, the hiring body ens��res that comm��ica- Developing the Rating Instrument
t;ons between the manager and the electe� bo�y �s. be Ur�like m�st emplo;�ee performance ecaluations, in
co� sistently scheduled, and tl:at initiatives an� oh�ec- whicn the employee is evai:�ated by a �ingle executiv�
tives can be reviewed and updated on a re��a� basis. or sLper-isor, the mana�er'; evaluation :s conducteci
?t is especial_ly critical for the elected bod.:� To ��ome b}� a g:eup oi indi�-iduals acting as a body. As eacn
t0 COIlSeIlSllS OIl Th2lillt131 EXPeCtdIlORS D? ir� i!�:Y��' `7,?�r�ti �IrCi3! i;kei ri3S d??I?_cIl? 2�P2';tdI1CIlS, Lr�
Pired manao r so that prio? can be as�i�-��d and
�Od=d I?'icii]bZ=� IT1ii5? f!ISt COP'_c IO 2 COR�EIl5�'S 0?1
pZOgieSS ?!easure�. Those issues ihdi w�iE iIi1U3ICdIli I�le3��_�� 3 d °f1P_lilOiiS LO b° uS2Q.
du:ing the hiring process w�ll logically factoi into t?�e
iaiTial 2valuation process. Then, in th� succeeding Using a consultant. �_i th� member; of t17� 2iected
�-ears, th� docuinent c3n be rz��?sed to retlec, ?l�e la?e.t body are ineYperienced in t�:e pe�fo�nance �vaiva-
accor and nez.��est chalier���s. tion p.ocess, i� mighT be heipful ai T?�is pcinT to use ar_
�f COUSSE, DilOii?i25 S"ild;� Sr1Tt dllI1Ilb L�!° �'?iI. .I lI1C���EP_�ciir rOnSli�IdRi t0 3S5?S? !Il D?'2pdSi for ana
that happens, make it clear �o tne man�Qer �naT �e�v con�u�:?�rg tne mana�er's eva:��at:on. � consul_tant
or ;.hanged pn_ori�es are be3ng adde� in?o the e-:�alua- could be used in a variery of , .�a;��.
t?o� process. �,�'r°n desibning the e��-aluation �nst� sment, a con-
?f, �vith tne passage of time, elections ha��e iake� ='�lt�nT ;_r,�.,�i�3 ;olicit each elected otfici�l's f��L1_1 paru�ipa-
place and the board �hat ;s conducting the e,�a+ua- �orl bv �;king for examples ?nd detaiis for each ratLng
tion is not t�!e sa�ne bo�d that tli� the �iri��, ?? �s c�te�ory. �,fiet�er this is accompi?shed b;-� interviewing
importar�t i1 th� ne�-1�r elected officials im� each_ otfi�ial indi�riduaLl�= or by iacilita���g a,;�oup ses-
�e �n�soduced to ihe established performance goal; sio�, i: �s imponant co ens�:r� L at all �oices �re hea:d.
Tneasures, an� 2valuation process. This can be �one as U=e oi �� indeaendent consultan� i� especi�ly he?p? �il �f
pa_ � of th o:�entation arocess f�r new bo�rd ��ern- u_e_e is a iack o2 cohesion �.Tnong ei_ec�ed officials.
bers, inclu�ed in Lhe discussi�n of ihe form ot o���ern- �nce t��e consultant has �o�lected the information,
me:�t and t�?e role of the manager. IT a ne��� member tne elacted bo�y and mana;er shoud meet in perso�
! S30 ?Xj�/2P_°Il�C° li? CDilI�llCt3I1� p?IfOS?I13Il�2 °Yd�'�- •'� �iSC'.'SS L}'i° r1Il�lIl�S. IL 1S =°COSIli??.�i`i�e(j illdt rh2
3ll�ii�, t1Q OI S�?E' W�11 ?1QeC� t0 I°C�i572 T�dlriiIl� b2T0i2 in-p �I5CS1 COR�ieI5dC1071 Wlth it12 P_:3Ild�°= i0 IE'V1QW t�?2
pol�iClPdhIl� 1P_ T1115 p=0CQ5�. t'Y`lld?t0Il � �:on3ucted b V i;�e °1°Cic� �OG�}� Wltll trc
!t p2It0?'?11�i1C° c;✓3ill3I1CIl5 u�ci2 PQT ��C'�S�c� d:�i�t3I?=C Oi TP° CORSll bur i10[ rJ?i t�1° COP_SllltdllI
�urin; the hsing process, eit�er the ?nar:ager e� �,e ���e�
��1��� �ii „:�� EvA�I�A��^N� i��-= " _ 5
if iunds are lim:ted, a consultant conld be useti in
3 IlIIllt°d °P��db°ff1�P_t t0 �7I° an °�Id�ll3t�0Il S;�Sie?Il � ° �y°"� " ' ..� `
h_ man � s su.�..�s, ;n h;av:nq -ne �oals sa.
3IlQ' il:eIl L'd?P_ i�l° 2l ected official_s OP_ 70�+:' i0 �On3l:Ct =� _h2 2i2c°C �OC;/ `5 �2.�_�.. _.. Y1!S o� �t2r �omDe-
3?1 �liZl�l3rl�T1� ���ihll,}i tr'_"c Cf11�1a15 I?ld`% t^�dR3�,a th�--�_ �=2p�.°S �!l�� ,.�2 hid'•l:�'S �i�;i�^. .°5.^,2C_+C :�'lQ Sp2C!".iC
JC'�VeJ a.I'LE': Ll1c f1ISL ���Hl. ' _ _' 7Ui1C_i0('?5 !Q°?l�u?I2Q 85'hc r25vvi'�.5:;�'. -� p?�?�^i@
If the elected body decides to use �� consultani, rhe ��nager. Derin;ng ih� s_r�ny`hs �r `he manager
Society for Human Resource �vlanagement (SHRV1) ar�d ;uenTifying ar�as ;or :morovem�r�; ar� par
may be a source of referrals, as may be state munici- ot :he evaluaton �rocess. ICi�1A has a!`st of 18
pal i�aaues or the local government's °egular employ ��ra �r��s �r�±icai �or en�c±ve icca! governmen_
managemenz. While this I�st, rhe �:. --
ment consuitin� firms. If a recruiter was used to assisi - _
�� i`J1a�a em�n' nias
tavith the h;rin; process, the recruiter's agreement �-` � � � � �`�'- � ` �=� `
t o � deveiopcd Tor The cu-pos= of':CtiIA's Volun=a,ry
:ouid be ex�ended te include the s,.tup .,i t'r_e inirial �, ^ ,� ..�,, , . � � � �
evaluarion process. ..r�a,.n�i. ng pro-ess:��r�a: d..v��opm,.nt program,
It is reccmmended that the evaluation �rocess NOT `h°'!�cTed body migh� �ir�d = ne!��ui 'ror �denT�fi�-
� !il'�" -�'1° Sp2CifIC OE"J52iVavl° vc."luV�.7:"5?'O �J° l,IScCy..,
be facilitated by the local government's corporation ;n the manager �va!uation. I� is su s?ed �ha� the
counsel, municipal clerk, or human resources director �
�;�c=ed body sel�c� , ;t �e!:ev�s _o b� th� ,mos�-
because these individuals are not independent parties. �mpertant =reas `or a�h e�.��n� =s uoais and evaiu-
In almost all cases, their positior.s have either a report- �-� �h� r �e ^ormance :n �h2s2 areas.
ing or a cooperat�ng relatior_ship wi_tl, the manager, so Tn2 ICiVIA Prac?ic�s �r= as =�:!�.�>.;s ` � _ -
involvin� them in the mana�er's evalLation may dam- ������ � v - v �
age reiationships that are necessary for the ei�ective 1. Stan ���c;v�ness
and efrcient ope:ation of the local got��ernment 2_ Pciicy Ta:iira=ion
Proceeding without a consultant. If a consnl�ant 3. Func+�iena' and opera_ionai ex��rtise anu
is not �.:sed to facilitate the development of the e�.�a�u- planning
4. C� z�n s�r,ii��
ation instrsment, the ei�cted body may wish ?o begin p
\% 1 l 6i}i � r'o P P o �. r
b, re�_e �:Z_I'i a _ 2 _ror.-?a�� and pro....ss �s_d t"o� :h.. oth.r Mu�i:y =ssar=n�-
locai_ gc��ern�ent �?-�ployee� and consiae_inn :he s�e �. �' y ..
OI' 3 i2`,�'S°L� I??P?hOC�. __ 15 lIRDOI'idIlt IO llil�t"�rSI3.T:d, �. Itli=!e_iv2, iiS�<`ek;r , �:gi^n, �.�?';y':_f, 8nC1
!, .
;nnOV�Ti�f1
'�o�ever, that a mana�er is evaluated in additional 7, T-�hno'og:ca! I=.��,�,r
ways. Beca��se of this Ke�i dif2erence, f1_ex?b�lity :s 8. �emocra-`c =dvo�a-y an� c.; �iz-n
�?eeded to add any necessary componer_ts intended t� pa, _i�;pati�r�
assess varied coals ana objecti`�es and to iacil_itate a 9. D:versi�v
d?alog,�e between 1�� _i 2rja � body and the mana;er. 1C. Budge-;ng
Tc be iair, the ecalLat,�on must be outcome hu;E�, 11. F�nancial =naiys s
u�inc criteria that ha��e been previonsiy comm��iiicated 12 H�uman rescurc�s man= ��me��,
�c The ma�ager ar_d Lha� incorporate the eiec?ed body's 13. StraTeg�c pi�nn�ng
pi'lOrl?1°5. 'I'h2 llse Oi d pI? fabricated CeIleilC �`�d�ll- ��. r�db'OCBCy u :n;�r��rs� =��;irrii�;�ij��_ Cr�
arion for� �e��en the sa��ple forms found at �he e:�d 15. Pres�ntation sk lis
�f this handbook) is not recommended i��ithaut some 10. �ii�aia rela_:ons
customizauon to reflzc� these prio:it�es. 1i. In-=gri�yz
1$. Personal ues
Measure observable behaviors and progress
toward goals
The manager ]Ot7 1S LO 3C hieve the organ�zation'; , � �_ P- �-� _� � �
m�inb.�s of tP_e � oa:� m•.:s� e in a.�reem�nt
ooals and implement the policies tnat have been dete,- .
abo�t i�?e�r expe�tatons ot t� e �rar_ager, rLrthertrore,
mined by rhe electe� boay. Ecaluating +.�?e m�*�ager's -
bot� t��e zn�nager ar�d the board mu;t understand
etiectiveness i�n achievin� the goals necessarilv rne��is ,�;�,at t�e ex�ectato�s are.
that che elec?ed body must have �etermired a�d -
T}�Q po�f�rrrlan�a �ritarZ ��?�71i�hQd h�� tiZo bn�`�?
COiTl??3LIl1C?[°� �? �0315 i0 ti!° i?7dIldaFl lIl 3�V3IlC°,
fOP °3C� Q? t:?2 ��0^tiZ2� IllIlCIl�� c� 31°d� Il°_2Q ?v^ Dc
id2a1_iy thro�gr a strategic planning proce�s.
spec?ric a:.d ob�z��rable b;: t?�e m�mbers oi The eiec?ed
b �iU� Iv1c,!`i _�B __- J��`� HAI�D��__�',<
bc�;a. if i�e c�:;e�a are quanuriable, tn;.�> >hou�d to be a surprise. Ongoinc �o: ,�e.satcns snoul� be held
t'i? cXpIFSS�d 1R Ob1ECt1V2, iP_2dSlildb�2 �2:IP.5. FO_ t11i0ll,�°r10�.it L�12 y2�T' �dSS11Ii71Ilb ti1dI tll° °VdIll2L1pR i5
exampl2, ti_ :Zana�e- sa�,��ci 10% cn the ne��� pro;ecT. done arnually) to hei_p the manager understar_d if'�_�
lf ChE �'lt°rd �I° �jLdllt3tl`:'° 3n� Su�J1eCtVe, Ll_1�;I C3P_ OI S�1 is on ceurse or .f 3^;T .T,i�Se3S0i1 COI'°C:iCIlS 3i2
be express�d ::: te_rm; oT the desired outcome. For _n_ecessary. Ideally, Lhe items L ±he eval_uation YviIl have
example, members oi the community and �rr��plo;ees aLeady been touched on in these conversatiors, so t'r�e
frequently c�mmented or the manaaer's Ta;rness dur- evaluation will ser��e as a written summa_�� of them.
irg this evalua:ion period.
Public versus private evaluations
Using the Rating Instrument When decidli�g whether to conduct the evalu�tion
The user"�;lness of any per2ormance ;vaivation process in a public or an executive/ciosed session, the
depends al?r.ost ennrely upon the understanding, elected officials, mana,ger and legal co�ms�l s�ould
impartiality, and ebiectivity with which the ratings review state law. When possible, ;t is recommended
are made. In order to obtain a clear, fair, and accurate that ihe performance evaluation process occu_- in execu-
rating, an e��aluator must clearly diiferentiate between tive/closed session between the elected bodv and man-
tne personaLty ar.d perTormance ot ±he nanager being a�er; however, many states have specific -egt.�at?ons
rated, making an obiective anti unbiased assessnent about wheth�r ar.d when the public may b? excl_uded
on the basis oi performance alone. Fairness requ�Tes from attending a meeting involving the elected body or
the ability to identify both the strengths and ��eak- from having access to certa;n records involving a public
nesses of the manager's perrormance and �o explain employee. Such "stmshine" 1aw; u�ere fi�st created to
these co��?ruc�iv�l,; to the mana;er. increase pubiic disclos>>re by governmenta? agencies.
When an e�: a�-�a�:or. is compie�ed b;% a�ro�p of The purpose is to promote accountability° and transpar-
pe�ple, it ?� irnp��rtant tha` it re:lect the conse:.� �; ency by �llowing the pubi_ic to see ho�� decisions are
opinion oi all member. �11 members of the eiected made and how meney is allocated.
be�v s'�ould participate in the rr�anaQe_ evai�at;on While all states have such laws, the ezact provi
pIOCL'3S lIl 0?'�°i t0 dII'1V2 3t d COIlS�IISLS. �'11i5 �OIl- S10P_S Of T�!OS? Idz7JS Vd',%. F0:' °Xd1Tlp�2, SjJEC1TIC le�1S-
Se�?S 1S CdIl bt dC �,�; h3V1Pb a3Ch P_:°Z?1 IdilOR Illdy ?'2Qll�IE LhdL 31! bOV2?11P_1?P,L iT12eC:Il�3 �3e
'n.ui"vZ�L'31!y' IdL2 �h : �oLlo tived �',� d bi0'ul7 0�2R i0 ��"1° pllDllC Or thdt Wrii record �J° i°1e33°d
il'_S�;.iSS1Cn ?p 3-__7° dt d I!Ildi COIlS°RStiS -di,Il6 I0: i1170Il I'2Qli2SL. 1Il _TT13Il� �?di2S, d1_1_ IOCd1_ bOt%�IP�'�eRL
each measure. _1?terratively, ii consensus cannot be records are ava�lable ior :e�n_ew by r}�e public, �nc1_ud-
reached, each �ember can ?�dividsaliy compleTe L�!e ing evalnation docu�ent; and notes, unle�s �hey are
IdiiIlb fDIIP, 3Il� ?�:�P_ OIl� ;_r_cI??�E: �DI ii�E CORSll1t2Ili, 51�2�ifiCd exerr�pted 0' prphi}Jlt2d f'OITl �15CIOSLIE' bV
1T OIl2 1S ;iSEt'�,! C3Il colle the t�rm� 3Il� COI17PLe t�'_? SLd?? SI3:�1LeS.
�esults and comin�nts into one document tollowed Regardless of whetl?e_ ti=e evaluation is conducted
by group disc�s�:en. It is impor,art triat each mem- in a pubiic e- an �xec�tivejclosed session, each state�s
�eI'S IdilIl°5, iV�'�?trEi DOS1IlV� Or ;?QQ3t1V'e, }�c' bdCK2� p a
� _ � statu?e w;tl dict?te ce?�tzin p_ocedu.es for m_e±in
up witn spec?iic comments and eYampl�s so that the notif�cation, reco=ding of mint:ies, and disclo;ure of
wrole group urders?ands tre r�a�onina berind �hein. decis;or_s made. These procedures should be reviewed
If ir.d?�: COlT1iP_?11tS—LOS2 ih3i �0 IlOt P_eCcS- �3y i112 2! ected ofnciais, manaaer, and 1e6a1_ counsel
sarly rep-e�er�t the ;entiments �i i.Y�e eiected bedj% as and foilo�red throughou� �:e evaluation proce�s.
a v�hoie—�=� to be included in tre nnal documen: tra� Howe`�er, all final dec�sions or actions _elated to
wi11 be discus�ed with the ?na�ager, t�e '�oard shouid the manag2r's perfermance (e.g., employmznt a�ree-
decide in aa`����ce whether those ccmments wiii be ment cl�anges, compensation) shauld be made in a
ar_on;�mous o- az� to tre in�i�;:d�a1_s maki�g pubiic settirg.
tr_��.
It is ��portan_� to �eep in ?�in� ti:at perfo_�ance I U 2 n�.y c� i' � d T i m i n g of
°v.�luauo: �s i�sT �ne p�� or Lhe comm;�nication
to�lboZ b2t;veen rne manage= an�� elec.tec. oifiici�!s. �t ;; 1 ��/ ! a �=' ;� °�. F r�_.! �lT ,�'�� �
1�tendea to �.-ir�-�ce that comr�_u�-ucation, no± to res:�li As previousl�� noted, The m�anag�r e��aluation process,
'_P_ d AeP_0�_C ':^Ir'�?cII �TCDOI'r C�Tt��� t11c? 1� dII 2P_"� L`? 11"iC�L�in� +r� frQGli?Il�;T 3Il� LLT?lil� of the e��aluat�ons,
itsel_f. In ad��_io��, nothsnb i,�? �he e�;ai��ation oubh: eve� will ideally have been discussed as gart or the emplo�j-
C'`dl � � P_._ � _� A� °�;� c� A n,i D � C:'_ '< 7
i:d;;`P �, i0�?t�:2: i0_" d"y'°3I; IlOW�V°I, S:`i�r,
���-�c-s''�« __ �,.�_�.:�v� s�ss�� ;i_.c=__� ...a�:. _ 1�;s io:mai e;�al�ations are recom�r?e�ded on a quar-
IO EVa:uc'�;= manaaer's 3�er�forma�ce [�;I,' r3�1�. �ttZr tttZ�� at lod5i ^vR2 TOr�d! 2VdIll3L1CIl
° Pt"OV!.r'.°S w V2tlU° TOf �Idr1C!:f1G �SSU2S =!l :L 'cf° ��=211' ,':li.. i .^.l:i� ;�fC-i^_l3i ?p3�lldC�^v. S� Si?011�`� �a
�•2S= �i5"u5S2.^,� '.^� "��N�T^- a`l^ °':SU'=� ��, '- COR�l=C?°Q pQi �'2dI, dS 10Il�2I iRI2IZ'd�� C:°3Le d �:ibr�i
der.=iaii?y un�il a decis'cn s mac� regard ng �ikeiinoed oT m:scommunication and surpr�ses.
±he marager's per*ormance it is furtheT recommended that the formal evalua-
= Provides a t`orum *ha? ;; not u�,cui; :;�=iue^,��u j��� be scheduled durinb tre least busy time of year
by ou:side sources ?�- ��?r �=e manage: and t1,2 elected officials, a��oid-
° � "A�-fl ��:: � u � � in� bo�h the budae? p_eparatien season (particularl�- if
Promc_..s a-r..,. o,l �a u:sc sson c- c�m-
� �. T � n� � tne manager's compensation is tied to the evaluation)
m,.n�s .,y �he �le��d :,od� anc manao_r
" and the election sea�on (lest the manager's evalua-
° �llSUi:.S =f1° f°5�2:.': dl"1C (Ji!V�C� .^.'. ',J°i��.^��1- .
nel deaiings beT�veen th� ?Ie��N bocy and t�on become an ele�tion issue). The scheduLng snould
manaa�r also allotiv adequate time ±or newly ei�cte�? members
o J ..^ � y oi th2 board io become iamil_:ar with tne ?-?ana�er's
Impre�,.... commun c�_.,,n ��`,v�,. � _he �.�__ed
per�ormance.
boCy an� th� manag�r
� R�duces op�or.unity _o ;�o� ±`ciz� :h� �eror_ Relationship of Evaluation to Compensation
man e��alua_ion pro�ess The primary purposes of a manager's periormance
� Provices a forum for =he eie�*e� �ody ard evai;�3tion are
the �r,anag�r _o Tail< oa�niy abou� To�i�s _ha: ,_ To pro=,-ide a tool ror comm��nica�on bet-,veen t: e
, a�arranT spec;al at��n_�cn, s�_�ch :s su��_=s �% e�ected body and the a r
mana
p!ann;nc, s�n or staff p�r�ormanc�, vn� exe��_:-
?. �o pro:�ide an opporrunity ?or tre elected body to
:iv� comp?nsa_ion
�pec?ricall�� ind�cate lez7eis ot satisiaction with d
� Enab;as �I���eci offic:�ls �o =h=i'ange �_he mman-
manage, on m�:t��a1�,- ideniined and defined pe-fa:-
ag�r �r�i�hou� *�ar of uncerm n`:ng his or h�; .
autho;ity in `he commun;ry '-==anc° pno�?ties
�. �.^� �I'C` 1G 3._ 0- _`� i=-^,3r coI :0 123SIl
�V,e@,7T5'J1 3iu G:i�y SE'SS:��^/:T��C�;�.�C .. . �•
� •� ` lr� 1;`?I�IG:'c
�orr�.�d�..lc1. iBS�i"Ia J�,r'c - � , ?r�.D.'::iui']CC- - . �
�. !0 d1iv�:i' ICi Idlr 3i1� �.��1t3�J!° ..�lll�°,i5=:il0Il
°��n �UiiC� �#1"8f1S�J21"2flCy �71C.�'�US? b� 2n�Di;^(7 2(�1L9t�i12Ilt5 �dS?� 011 d I2�i12W Oi j�2If0i?IidRC� lIl
Ill°f710; 'S OT TFl° OU'fJi C_O Vl°'i! ��1� �r.^,�^-�� 3:.P_lei'iIla II'il_C'_!d>>� lt`�.?Ilt'.tl°C1 Fi�`10:1_ii2� dIlCl OR L'P_E
_ r3f1 i�=Ql:C2 C:�aiR1S OT if1��Pf�.^.�'Jf'?�c „..._- �l°ri_�'�`� �OCl�''S l�i?: Or �3Ci=fdCi'0_ �:i;'1T^� L} 1?13 �-
m�n_s a�d "s�cre`s" a;�er'; n�erai� penor�ance.
° Car� �mpro�ie 2�°C_2�u DO��, I?l�i i=�°r. =, .., ??'TOLl?1dIlC° 2Vd�udL:GIl� t�dT di? ?led C�1=2C�_I}% t0
cit izen r eia_;onshi�s co�pen;ation decisions are often ciisterted b� rhese
�G7'i�;�'CS �" ,���C�`J7�17�L� a �v��'' �?::;:^:�..�"",, �^e° t'��C��i0Ii5 dild t�lcicTOic :eSll�t iS'i �2S5 CDiit-
�he -�r��es=_ as zo�aapre�e,� V ��nacari�_n_ bet�.��een the elFctvd bcd�, and tre man-
3.�°�. 1 i iS �'i3P�en5 D:=:S::d=il;,' p°;�d'_S°
o I .�:s -he p�.�bi c kno�,v ho;v _4- 2°��_2� DCC`%
� �ie��_ed oirici�� �;�-;,� ?ng Te offer ��_pz.�a-d conpe�-
��al�:ates and vievvs �he manag�r -'
�a?io�! a�;us+merts m�y teel_ obliged to embeliish
� Er�sur�s Tr�nsp=r�ncy �nd ou�l��c a�ccoun�a�i?�n,� .
the e�-al�aaiion;n a posit�ve manr�2_r to just:fy the
= Promo�es .ha �mbouim�n_ of I;.f��tA's comm _- ��- dec:sion to the pubiic.
m�n: _c op�nn�ss ;n g�verr�men_ � , ^ .
.�lected otricials ��o? �; to adi�st compensa-
� Pro�ides-h organizatior� •"ti:t ?flOih°' �D:�Of- Ti f�?�?� '"���a i t o- �
on mati° c� ��ated :o ,usti±y h,.i� d..ci�ion
�uniTy :c earn �he oubi�rs =r�.:s`
'�i`1111 P.?jdLl;'2 CO:IltT�?P_iS 3tJ011i 13crI0imdIlC° ?Ild?-
?FIS t�3i 3C?�ldl��% 3:° 'lOT d i??dJOI �OIlC°IP_ T.0 [�l°S1_7.
3. T�° i=13IldQ°= I17d�' �� ?'elLCtdllt IO S°2� flL�l Cl��'11�-
iT?c?3T ci�T��?T=°7i 3X I�2 I1IIl.2 Ot LP2 iT1dIl3�,?r'S '_",L!!��. :`L _ r 0.- i�5u2c =di��Q' i__ 1�. �%d!ll3ti0Il f0I f?d- --
�J '' a.i T ' 1 �:" 71 i o,� -
�� r�r���1;I;2r��°� i�dC iP? i_r:i?i�'; f0_T?' 2Y3;ii3i'•OIl _lvi COi�d I°�iili lIl d_-��Oi�S1�°_3iiDIl ��= i�?2 COIIlp
Id1_Z° p1_3C2 P=�IL tr� °�°CtQ� OI1?Cidl� 3P_C� t�2 ZZ'_,3Ild�°I i10?1 �2C1S10i!.
8 - '� i. ' . �'�✓I �=�. '�'� . - _ ". � ,� _ _ i ' `� . :; I `, � � - � '�,<
Te avoid thes° dis�oriicns in commtnicaton, a bal- ;oais to be accomplished during tne next appra�sal
3IlC evaluat:an 1� IlE'�25S�Sy'. ! 1 _1dt iS Il1Q °VdllidilCIl pEiiO� dS W211 dS dP_V" �pE�ifC pLit0II;13IlC2 dl�dS 1dEi7-
should pro��ide the oppor�lnit�.� for open communica- tified fo: improvement.
tion and at the sane tiTne be �sed `or compensation
deci��ons reiaied ?o �dentined p°:io_mar�ce ach�eve- , ,' �p, � ;i ,,a;) ; }� ^ � — , J � . e . =
! r: d ,� ,r �` .:. �� �' � �
ment and correcrve act�o�?s by the ma �a��r. To tl �.,;���� ���� '"
end, a balanced eva�uation would y
1. EStdbilSP d Cl ear �et c_r' pert"ormancp �xpectations In developing this handbook, the �ask iorce surveyed
prior to the evaluatior_ period. a sample of local governmeni managers within the
2. Inc1_ude a midterm evaivat?or_ Wit170ll any con- Unite S?3t25 t0 Obid1Il lilI0III13Il0Il OIl CllIi217C eVdl
sideration oi comper.satior. in order to focus on tion practices. The key findings of tt�e sur��ey sugges;
clariry of communication and performance te date. that the evaluation process is a problem tor a size-
This evaluation would allow the manager to take able number of managers. Fortunately, though, mosr
steps to address areas ef perfcrnance t�hat were of respondents did not repoit problems with their eva1�:=;-
concern to the elected bodv; it would also help to tions and took the time to comment on key aspects ci
e�iminate misunderstandinbs and miscommunica- successful appraisals. These comments provide clnes
tion between the elected body and manager. to the common pitfalls related to the evaluation pro-
3. Use a full-te_m evaluation to evaluate the level oi cess and, more importantly, suggestions for impro-✓ing
performanc� satisfaction for the entire performance the process. Tl sect�on of the handbook describes
period and t�us provide the basis foT a fair and these survey findin�s.
�quitable compe�sation d�cis�or. The most common challenges mana�er; and
eiected bodies face wi?h the e�aluation process revoi e
Onen, fac+.o_rs other than the performance evalua- around four general �reas: fai�ure to ::ndertake ev�lu-
tio?� torm the basis oi cor���eP;ation decisions. lhese ations, lack of a credible appraisal process, lack o�
nor�periormance con;iderations inclLde knowled;e of t?�e council-rnana�er form of gocern-
i. The econor_�ic cLmate of the com�?�nity and ment, and lack of coir�munication. Eac� o� �hese top-
reQ'-0rl ics is briefiy disci�sseC bel_o�h�.
?. �?'1_1° �?R?r-1 Sid?'u� Of COIl1�?RS3i10Il �2C1S10RS lIl
L'IleDP_�id�e��C?^vivtL�2CC:"11i]iiP_l`lj r G�jIIIJII ��I�i�,,1e'Y�C!��: r``„iC,�
�. T�e compensatien decisio��; for oiner en?plo�- Employee apprai;als are a �t��da_d fear,�re of i„ost
�es of the �ocai ;ov`rn�r��r.? workplaces. Ti�ey sers�e as a r�eans ot enhanci�g
�. � general :e ti °�d Ot L�!° COi!7172Tit1�1F F031t?OIl 1 �� �
emp_eyee perf��r_ance as uell a� �e o��erall efie�ti:�e-
OT Ltlt' IOCd'I_ �OV°iIlr?1�IlI n?rE IOC31 �0�72IIlIIleRt'S ness Ot tt12 O�b3il�ZdilOIl. �ild2e� emaloyee apprais-
r�'ai�C�r �23 als serve sirnil�r p�u as aerf�rmance mea;ure;
�. A comparati��e salary _e�-ie�N. of programs �d se�vices. In bofr. cases, we seek to
I� s��mr�ar�,�, th� p_r?o?'mance evalna�ion of a identify opportun�ties for continnal irr�provement.
pr�Tessional_ rlsna�er can pro�:r,�� input _nto compen- Yet peeple avoid completing pertor3nance appraisals,
��tio2 3ecisions by the locai eiected bod�. Ho�uever, most likely becaLSe properly completed apprai;ais
���e communicatio� ��alue oi ar� evaluation is bes+, require tim� and effort. Other reason� tor avoidance
Serjie� bV d par�p.�ir F IlOt �liECt.ty '�°� .0 ITldy lIlC1_ll�E' fedl Of CI1fiC15II1 OI t?3e L'I1�eIlJlIla StIe55
:�mo°nsatio�. assoc�ated with the appraisal process. Neglecting to
undertake regular performanc? appraisals, hewe�; er,
The Evaluation Results can lead to Lnde_ac�evement. ti�'or�e ye+, fail?ng ?o
�he evaluatior. szr��es as �.he writte� tormal record complete appraisals o� a regular basis can lead to
o? �re conver�auon berween tn� ;nanager and elected u�fouaded ass�urpt.�ons t�ai all is �hrell when it i� no�.
b0�"��° dIl� Cu_r_ciStS 02 tWD iII1D0?'idIl� S°C�OIlS. Th2 f1ISi It 7S tr�S°IDi2 ?Il1i;OZtzr1l t0 2STdb��SI1 3I2�llIdI PdIt2rR
s��rion ;s the e=ec.ed bod;�'s app�a:sal of tt!e rr.an- of appraisa��.
3'�°S'� Dt�IfCI?T?3I7C2 �;ilLr! i°�Dt�CL ID t�° PIEV10LSlj7 '1'hQ j7L�7°;? =°��0?��2� i�?P_tif12� T�x?0 IIle�Od� ?O
3oi2��-llpCIl j03�5 r0i Ttl� p°ii0� llR�?T I2Vi24�1 3S W°lj h2�D °i75ll_2 T_�?� 3PD�?1S3�S ?r° CO_1C�liCi on a i?�111?I'
as the ;e�era? perior_mance o? tr� or�anization. 1he basis. The most cor�7non method is to pla��e a-equire-
�°tiOIl� �ZC?IOIl CD_�[31r!5 dn 3�'"��i-�u�OIl I15i Of Che ment tor an annual eva1 ��3I?03 v�'i?Il?Tl i11E' emplo;�menT
�.ViA i��a�a:�GcB -� �.���� _�`�� ����;DB� ;'< q
contract. The requirem�nt sn�uld aiso speciiy a time othe= ke,� star� ;uch as attcrney are �leariy defined and
of �ear—oiten a tLme t�?a? i� less busy than ethers. doct•.mented. Rem���inb m:;��nCerstandin�� and filling
The other method is to establish an appra:sal time at a informationai void� about the icrm of governmert can
regularly scheduled annual meetinb, s��ch as a bo�rd g:ea�1�- ?mpro��e appraisals because such eftorts ciarfv
retreat. But whil_e this metnod achieves the goal oT a the duties and responsibili;ies cf bc:h +,he ?nanager
scheduled appraisal, i� is a iess satisiactcry app-oach and the board.
hecause it may easiiy d�'��te the focus necessarv for a
�oodappraisal. I aCK O� �OI"1'1!"YIUnICatIG'�
-��- ,� C , PerhaDS tt?e most imgortant ingredient f�r success-
LaCk Oi ,_., �.C�IrJIc' _�J� �UatiOl� � f_ ti�emeans o_ ��mmu.�_�atic___
iul appraisai� :� e fer � - f^ - , i� nc
Process bet�veen r:�ana�e: ��d elecied officials. As :n any
Another common challenge that surve,% respondents
human reiati�n�hip, efiective �ommunication is key
o , � to unde_rs?ar�d�ng and removing fauiiy assumptions.
noted is the lacic of a cr�cl:ble e�al p_ocess. i rob- .
�chiet-;ng ;upe: �or i�veis of communication requires
lems include lack ot strucnire, little to nc areparation,
actice iistenina and _eaula:i�y. �1nd tne benefits of
and limited understanding oi appraisals, both purpose .° .°
and process. Process issues may be addressed chrough such attennon are �:bh. For instance, survey respon-
formal training of both the manager and council. Train- �ents notin� ihe most satisf3ction with the apprai;al
ing can be 3ccomplished throu�:n work �essions 5��ith P�oce�s u�e a t�-id� variety of ineans to regularly com-
municate with their elected bodies. T�:ey meet with
human resource professionals. Another approach is
to team up with CEp; and board mem�ers of iocallv- eiected offic?a�� on an �ndiv;dual basis and talked wit?7
based institutions that have tl�e same ch�lenge and them� re�ula:ly via telephone. These same managers
provide reglilar wr:tten and ve_rbal reports, typically
jointly sponsor training pregra�-ns. �lthou�h not as - ,� a ot a o or
at eac._ board �. L,�n that di�cuss th.. ?ro ess on
effective as training, the use of s?ar�ard evaluaiion b' b'
council goai� ar_d objeciives, strategic plans, and
forms, customized to a communi?�,�'s goals, is anotner . .
pnor eva' ��at�on top:cs, as �veL as on operaTional_ and
way of ensurng a more strsct�red process. i,a�tly, mos? .
�pecial_ �opic �ss-.:e;. �,�iore de�aile� =eports are prcv�ded
manag:=s who are sat�srie �irit_h, 'th°': 3�uldi5dl_ p:0-
OP_ d qL�rT°I�i%'Dd�lS. !P_ 3`��tiOIl, TdP_� :I1dIld�2I5 I:'1O°L
C2SS25 P_OIeG� CrdL OIle ITl°II1bEL 'Jt t}'_� ?I?C?=`j b0 �;J, t;;131- n �: � nn-3' c ❑ ' h
�n'li_1 L!1�L Ci..� :,,,�;e� ?110i_ LdP_ CIlC2 3 y2di W:L__
Cally Lh2 m3;�or, prosridad acuv� overi�ht ot t��e proces� . _
and kept discussions on point a�� on ?rac±;.
a�°_ng�e-is���;e ioc io �sc�uss prog=ess, redefinit�or_,
a?�C resoarcin� o+ �stabiis�ed 6oa�s and ob�ectives,
strare�;c �ran� a�:� �tfon�, e:c. T:_ese additional :nee:-
Lacl< of Knowledge of t� �;
3I1�5 prev� tl�??O ?C IOC�S OP_ �IOhI°SS 3Il�? redLC2 tr°
Council-Manac,� -� �� �-= Yr�oaDljl ot ead-of-y�:r surpr;ses.
� C_eati;�b an effective organization :akes time and
GOV�i i'l l"'(12� � � er"fort. it also r�q��ires regular evaivation of services
Lack of knowledge about the cammnnit��'s form of a�d operatio�s. Evaiu3t�ng employee perf�rmance,
government and!or the da ;%-t0-d3}i W�i1_C Of t�!2 ?113Il- c��,'eCldj?V i_R° ??7dIld�eI'S 1S d�Ilidl ElEiT1QIli Of S]:CC°55-
a�er is another factor T1zat ��as cite� as �lIlL�el �R� TL'i OI�dIl1Z3tl0i1S. v�l?CT1`v' appraisais can be achieve
q_uality appraisal;. in t�.is case pTOV'dlil� 1P. formation Wlth dil dCC'ir�ta ��, Of L�;2 IIldIld�2i'S dRCl
as early as possib�e to nz�x;lv eiected oiiicia�s about °1°cted oriicia?s' d�:?ies and -e�ponsibil?ti2s. Commu-
?he form of government is recorimended. i his can n:cac:n� re���l�l,; �nd eT�ec�:veiy throubh a variety of
lIlCl meeiina with ihOS° Otf1C?3i� 3.�t� �1�CuS5iII� ?�2 iS12dP.S i� 2�'•.";?c� ° OI SllCCe55�.i� OI�dIl2ZdL10IlS
manager's duti dIld I25pOR51�7111t1°� dS t�%c1_1_ 3S Id?�lIl° dll� 2?^A!�`;?° u�✓r31S31S.�
them on iield visiTS. Anothe: app-oach i� io p�rner
�vith the statewide municipal leag�e a::d; or mu�??c�pal_ `��y9'� ��',� � �, y ., _ �, ,. , � ;
clerks association to provide se:�ir�-� on the Torm
� The basic process ior eva:ua�ions rnzv be supple-
of go ?vi�nagers c�n ais� �se opportur�ities
SllCr 3S community +� r_ c� me??ted cr eYpa�_d D;J liS1Ilb 0?C_?r LOOIS, SliCh 3S
TllI1CLiO318 t„ 11720":Il .r2 �� neral
public about ?ts form of gover�T?ent. S ���-isdic- '�lr"-eT:�al pe�odic checic-i�s, 360-d�gree assess-
tions use the �`poLcy governarce" �_:c��:, �vh2reby
ments, an� con�-er;?�;on z��aivatiors.
the explicit roles of the man��P,-, elec�_e�3 bodj% and
10 _ , �:��i,�� _-=R =vA�_. =;���5 �- ���;�C)K
J c i T- C',i G i U a� I"i ;� a�� oppo�tir�i�;� to self-retiAct or_ ni� o: he- ae=for: ,ance
as well as a+or,�� to explain dela� s. It can alsc �roa:de
Ii is _eco?rli that a seit-e��aluation companert be � -
the mana�e= �he oppom�ni?y :o re*rind tt!e bo�� o? the
i�ci_�'ed in ��-�:ate�✓er type of evaluation is used. 1he
_c7 COI'E dIEaS i�Ot°d lSl �r° IL �L� ?C3�ili " 'Or -'
.st
_" ,�vSE Ot d �21t 1S t0I tr1° P7dIlda2= �0 r° flect � i _� i �; `_ ��a T� � � i r �
� � �� � --- � - -L-� _3��tT�z � t1_ldt �2 C�.P�dl _Il� dI°
�a n his o: t!er ievel of perform�nce ir. aclie�, the part of operaiing efiecrvel�- on a da��-to-da�° basi�.
�rg��izaticnal objectives, including botY: internal and
A periedic checic-in on the mana��r's work �lan is
ext�r:�al accomplishments and challer.ges in handling also important ,�hen faces on th.. �:�ci�d bo�d change,
0 o�a a
specific tasks and taking organizational direcuon. In a
such as ane_ an el °Cil0i1, resignation, or reassibnment
pubiic settng, process and perception can be as impor- of committees. By apprising the new board me�nbers of
tan� a_ outcomes, and managers should include all the manager's work plan, tlze manager is mai:u�g cer-
tl�:�e �� a;elf-evaluation. Thus, a manager's self-evalu-
tain that the ne�,;� cilicia�s �,;nderstand «nd are s�_p�ort-
ation should make clear to elected official� �he process i��e of the projects or �oais that he or she is �,i�c=k�n� on.
by ��vr�icil the manager pursued individual �oals, and b
ti7e perceptions of both the manager and stakeholders � �� �;,
J O �.� - ( �J �� �.� r`� �., r-;. ` J C J J I �! G' I� T�
cf tne manager �uccess or Tailure in meeting those �
;oals. �_r?anager's self-eval_uation sho»ld be cu;tom_ �nother rorm of appra�;al process is the 360
ize�� to the needs of each governmental ent?ty. assessmert, , �hich is sometimes _eterred to as a";elf-
. �, .
development" teol. Gerierallj% speak:ng, �hc 360-4egre�
P�� ;!��� �,� �,� �^ �,�;�_ ��� S assessment consisrs of an employee obtainine teed-
v back irom supe�visor;, ;ubo:dinates, a?�d peeTs. in this
�'nere ?s a mana�ement philosophy that saps there
case, the manager complete� a self-evaluatio� as u�e?1,
s���u'd be no surprises during an evalnation. NSanagers
with a sample et the u pro�:�idin� the subor-
should be contimually evaluating, assessin�, measur-
dinate feedhack. In some instances, feedback :s also
in�, an� com_municating with emplovees. Providing , .
obtained from those outside ti�e oraaniza?!on, s�cr: as
this t'pe ot continuous evaluation is a�reater chal_- °
ciuzens whc have freq;�enzl,: �-,�orke� �vi�h t�e ?ran-
len�e, ho�=r�;�er, for elected beards because �i require� ,
a�er and use t�_e jurisdiction'� ser��.ces _re�::?a=:.-:.
t�e p�t�cipa,:on of all board members—since the . -
Sor_�e i:Lri;dictons i�-?ci���e t+�e 360-dearee �JJ°'J'J
-?ana6°_ r�po�ts to a group and not a single �ndit�id�.:a� �
, --!ent as part oT *he mar:a�°_'s appraisai proce;s, The
s��pe�-i�or. i± a process is in place for ro?-r_i� �:�al;�
ati�ns cf the ma�ager, sucn evaluations likely occur 1 �'�� �' �r��°�l�dll�?; rr°b��'--r� a�sc �s�s rhis
method as p� of main�as�i�� '��e �reder�t�ai; ho�,�-ever,
ius. c^c� per year. TI�e ailnual evaluation can be a IC�,-SA's as�essmenTs as�: onl}' beha� �o�a� q;�estior.s.
stress?�� r�rrie ior all involved, 3nd it can al�o be a
They do not cover progre�s �o�v�r� organi?atio�a' ;oal,.
challenge �o remer_iber ali ihat has oc �LSi'° d over the
I� �nosi cases a 36D-de�ree asses�ment i� �e .-
past y���r. Moreover, it is eas,� for �nnual assessments °
t� ske�N to�card iecent events, challenae�, an� suc- �ucted digiiall,� vi_a the Internet. Raters are pr�vided
evaluation farrZS ;hat a.-� returned to an i�depPndent
�e�ses �=1Piie deemphasizing activities t_h_az accurred
t�ird parr_;� via the ir�ternet in or�er to er�s:�re anon
nine or ten -nonths ago. In reality, an elected bod�:'s
iiy° and conT:dertiali?��.
�e-�eptcr1 c?� a manager's job perfor is ofien '
:-ae:n;ed �i�._ouah lenses crafted b}% rhe `: One or" th� ch;et benerit� of t�e 35��-de��ee a_��s;-
� crisi� ot the ment process ;s that ii pro�°;de� ieedback r� co�pe-
da�" or by how smoothly the 1_ast board =neeting �;ven�.
tencies tha*. �e not reQ�lurly ;ee;� ar�� t�ere?ore �e
� _�ore �.��or�cable alternative is penotlic creck-ins. °
noi �isc�ussed �n i?�e :i-pica� per2��rina�c� apr;-_:sals.
Per:odi C�?2Ck such as once �er qLarter, can ' .
For insta�?�e, li�e stai2 �;-a11 see behavior TPa� e�ected
help _euuce the srsess and r�nimize Ti�e s�.ror�se� �!at
- OffiCidi3 Cj0 IlOt �°? dIl+� `;`�CZ `i2_Sd. T'�!1:�, 3 II1dIl3ac:'S
c�� come , h�hen a rnanager's perforriance is e:�aluated
pe_rFor�r±a�ce rT?a� be impro�.�ed because it �s e�.-aluated
oniy ann�ally. !� periodic review of a m��a�er's werk trom se�;era�. �ife:e�nt perspecu� e;. Ho���P�.�er, i2 the
pl�n ca� �_elp remind the elected body of the mana�er'� �
360-de�r2e ?ssess�ent ig uSeu dS part of th dupr�i_Sdi
�o:^�� ?e_rn goals (as set by the organizarionj �o tnat both . ,
process, calt�o^� �'�ou1�3 be ;a?�er_� �o tPat il�� e:�a��a-
p��ies c�� evaluate the manager's progress io���ard
tio� do�sa'i beco?ne a rnea�ure of ?he rlanace_'s pop��-
:neetri� T.tios2 agreed-upon goais. � pro� ess on th� �� ork -
ian'_ty �x:it?� s?ai? or T�e ptbii�. Ti!e �ana�er ��; or�� ior
pi�n _�a� sio�,��ed de`�vn or other challenges na�;e ari;e� , .
�l� a T'r--. Li?� a i tIlC'_r.i� 3_:� �1:Gs11� r.'2 °_�'3��:3C�1�� =?'' t_"'cIS1_
n . C z�ay, a qua� check-i� offers t�n� manager . �
on the basis oT th�ir ;tat�� espectauon�.
.�.,���. � � = ��✓ , ���`��,�. NANDBCOK 11
Con�iers� EVa�U�t!On s`✓St2r?"1- expe�ta�or_�, ? ic belo�v eYpectations, and = is far
?'his version oi an evaluatior. �s a con�.�e� ' belo�v =xpectat�ons. For exa�pie, a 30-poin; tactor
�saronal
6�'Oiil� �:d's° t?1E i0� �Cd!2:
session be+ween the manager ard tr.� e1_ected �?ti-
cials. For siruations where there is tension amc�_b
the elected ofiicials or bet��een the mana�er and ire 30-23 rar exceeds expectations ;5)
elected body, a iacilitator can be uszd. ��-�� ��-2°ds �X�°ciat;ons ;4)
26 Achieves expectations ;3)
Step #1: Create Factors �e-« 3elc�,v exp���a�ions (2`�
1 he elected oircials divide themselves into sub- 22_2;; Far below expecta (1)
jroups—normally an equal number of o?ficia?s in
each. The number of �roups snould be small, so tor These points ar� totaled, and t_h_en added to the
a board with % members, there �vould be a group goin�s trom the section below.
of 3 people and a group of 4 peopie. With larger
boards—say a county board with 20 people—there Step #6: Select Goals
might be more groups. Where the situation involves a The boa:d—collectively and in consultatien �vith the
mayor and other elected oificials, the mayor can move manaQer—comes up with the iist of goals fer the man-
between the two groups or can be part of one �roup. a�er. To�e�her they then assi;n another 1G0 points to
The manager m�akes Lp his or her own group. the �oal� ror the year. So, _`or �xample, �0 points could
The ?iect°d offic�al_ groups are given a sin�l� ��:e;- be assiQned to Goa1 �:' , Goal �2 could �et 20 points,
tion that they can respond to with a number of iactors: and �oa1=3 co;�id �e� �0 po:nts, �eat��ng i0 points for
"What should members of the elected body expect Goa1_ =4.
of the manager?" The broups place tl�eir ans�.uer, o� i'he pcints from the above 5 ste�s would be added
a flipchart page. 1he mana�er also gets a question: to the l00 points possible from step number 6 and
"What do you ;hink the elected body �ug�t to expect would be ;otaled for an overall sce�e ��ir� t1�e chart
of the manager?," to �n�hich he o: she can also respond bele��-:
�ith a numbe: of fact�rs listnd on a flipera-t page.
40�.'', i=ar exceeds expectations
Step #2: Reach Consensus on the Factors
�J7—.i.Lv =XC22�5 2X^ �:15
The subgroups come back LOac'II12i dP.Cl �?SC'._�S ?dC?i ~c ` - ` - '
of the iaciors they listed. The;� work to co�nbi�e Tr�eir �z9-28� Meets expectations
'_ists to arn_ve at between i0 anci 1� factor. % ga!o�,^; expec�a�ions
�39-200 Far below expectations
Step #3: Assign Weight Values for the Factors ` -
1Y12 bP011p fi1V1�25 3b31Il, d17� I�'2 Sll��i011jJ5 d551CR � � t;'_1S 15 d COP�72I53ti0Pd1 �VdllidtlOIl.
points to each of rlie factors from Step �2. Trey are i�-„ ��;1iL3to-s re�-;esv the facto_s each year and
�iven a total of 300 points and may assign from 10 to cv°r;bcdy owns t'�em. Fr�r?? year io �ear Lhe factors
30 points to eac:� IdCtOI, bLI EdCP IdCiOI R7llSt �3Z b1VeP_ a�e rc`;�,er� dS Il°C°��3i�� t0 -°f12Ci ?!'2 12°IlRbS of tre
an even numbe: of �eints. 1�ore �0?11tS dIe 51vcI1 t� electe� bcd ;%, �IJI11C17 CdR �rdll�? °dC�? V2dT.
those items that 3I° a ni;her pr_o^ty.
_d� /���u°sG4��1�'.�°"-�.
Step #4: Reach Consensus on Weight Values for .,� �
the Factors U�
,�_,�'��..��,��'���
The subgroups come back toget�er agair� � the
point values they nave fro� their discussions. Du�- Per`°=-_�ar'ce e:-aluation soi�wa�e can be an effect:ve
:ng ±his con��ersat�on Lhe enur� group tries to comp i r�= T�'? �lected body to prepare �ana�er evalu-
i0 d COIl52IlSL5 OIl hOZh� L�12 j�011it Vd�llCS fIOITl Jt�p �� dC10'_l�. _� ii7C�e vdP°iy OI pIO�IdI?7S 3I° a�;ailable
should be al�ocated. er�abli�; 2lected bodies to have as �u_"r. or as littie
1P_pL'i iIliO i�?O IdLIlC C3Ie�DIi�S dS i�E?% wish. Some
Step #5: Assign Rating to Each Factor for the p-ograms co�e wiL�� rati�g c.ategones already prov�ded
Actual Performance of the Manage,r f�r a of pcs:tions, ��me a1_l�a� tLe cusiomer to
The eiectQd offi��als distribuie po�nts _o e�cr oi the oro-:ide +.�e categories, and some are a hvbrid. This
ractors on a 1-� SC3Ie OP. v��I'_1Ch � 1S f3I 2YC°°�5 fl °X_���'_t?:' 3 [�'2 elart?ri OfrC1d1S t0 Cl23t° d C1iS
2XP2CI3tl0S1S, ? iS exceed ??XD°Ct�?1DIl3, ��S dC!'�;a'v�S iOIiiZ2C1 S'3tli7F� T,00� L_h3i �;�'u=�S �?St I0= L}
12 � --� _ __ � - � __�.
.��.OiIl° t�Vdllldt'_OP_ �OTIR�dr° PIv^pI3IT1S d�lOL�" t�^.: iuiii- I`!°tFOt�� �i c'•:d;li3Il�II �^� t00!� e^C� iTi°�'?'JCS '.:j2C�
tiple raters 3I1C� SOII12 tOr 3 SIR Idtei. lf Lh ° pi0°'3;:: i0 2t:'��3i� C�° ?i7dIld�ei lIl OP_� C��!?=?li; :1?V `12V i10L
OI71�` dIlOWS 20_ 3 Sill"1�°.le =dtE'�, �1 elected eflici�s CO�i�'°Il2 b� 3p�7I0�:idIF :�JS dP_Ot�?: ?IldIld�2I _il 3 Il?1Qhllp?1llo
to discuss each �ate6o ��, d�i2° on the rating, 3.T1� OITEI COITl,il'uIl1i�'. 1C iPdX.l�T'_1Z° l��it?='ia�',1 3P.d °IfE^C,V°_r,osc
COIi7SIleIltS, 4�%h11° OIle 2�eCt�C� OtflCldl 2Ilt2i� Lh? �d�R� dI]i� i� °?1_�:3P_C2 C�iTl?11llS11Cdt10P_, d Ii1dP_d�°:'� °Vd!lld-
dRCl COIIlIT12Ili5 into the soft�;�are program. In t�ss case t10P_ il?E�5 [C b? ?3!�CIE'� i0 i`?2 1SSllE� dii� �03�5
rhere needs to be tt�st ariong tt?e elected o2ficials Lhat aL of �l�e elec�_ed bo��;.
opinions are bein; heard and recorded. It is then impa- !?�a� ;a:�, tne tasi: force aiso aQreed that there are
tant that all elected officials re�new the final �att and �ame s,an3a�d eiements—notably,�trz _:�_�-ia �-=a:._c�.
offer feedback bFfare it is a�ven to tne mana�er. - -- __ .,—:nat
o- o c� �r �.. = J _, , V __
If a mt:itiple-rate_ svstem is used, ele�te7 oi� ���oul� enran�e =r_:� e�. a?uation. Th�s�'_8 core �ompe-
will be comp?eting ±he away from the rest tencies �re t^.e irame`,t�ork ior wnai a manager does on
of the elected body�, so it is recom_nended that there a da��-te-day ba�is, and they war?ant ac'_cnowle�gment
be group discuss;on beforehand to ensure consis?encv in th� e;: ai.u�t;on process.
in the meaning ot the rating categories as in opinions Finally, s���.�le th?s handbook ofters a varietv of
about the mana�e�' p2?' formar.ce. The eiected oihcials ideas or the mana�er eval_uation pro;.e�s, the most
should also meet a2ter they have entered treir ratin�s ?mp��rtant ?a�ea,aa;- is that the evaivatior. mus_ take
because the e��aluation �s a�roup acti��i?�%, not a m�l- place �n� rh�; the prpcess must be rm�tuall� agreed
tiple individua! acti ;,pan_ - r}, 2 rQ �� ti: - ,
man, �zays to �e? this done, b��t ihe
c'� WOid Of W3'Rlil� I2bdiClli?� ih2 illll�?l�i°-_dl�r I113I133?_ d?l� tTi� 1 �OdId bOih deserve T :° SLP,iCI�I�C�
system: It ma�; be di?rcult to make su_e tra? ��-e-��o:�e _�mmun?cati-�n L1�at t�!e eval_uation provides.
fuii j pa�icipate; ;n �he process. Elected �iricials :�; �n'i
be informed by each other's comments, a�� con�e�sus ���pu� ���Yua�ao� �O�'61'�$ °��p'
can be hard to ac?�ieve. Thus, if some electe4 oiiiciai�
provide more commentar, than at�ers, ��, co11d ��ce�:�� �—' Govern,ment CAOs
the overaL� evaluauon.
• �am�e_ uf Pe_r.formance
Ecen with the use oi performance evaina�ion ;oit-
• • �am le Mana er Evaluation.Form
pr i�� a' rc -�---- �
ware, an in-perso� con�-�rsation betu�e_._ t.:� l�c._,.d ---- ---
- • �am le Manaaer Perfo__rmanc_e Evaluation
bod�� and ihe ma��±a;er is needed +_o r�vie�.�� trP �-;a1_ua- -�— — _
t;e� and discuss the resul?s. •�ample Countv Administrator_Performance Evaluation
_ _ _—
�s noted abo�: e, a t�lide :�arietti� �i soi:�i-�re �ro-
grams are available, i�ciuding '_%`� �E e r Reso u rces
• Online su rV�z� I30tS �llCr 33 �ilk'�I2:� �J?pi1:�°�% •';(;� PidCtiCeS IOC EffECilVe_],_OCdl GOVeI'IlIT1EIIT
- - - — --
_ ---
• Per_ormance e�.ralu�tion so2tuare (SHR�I can ��lanage_ment
re �omm?nd)
• Recruitment Gu for �electin� a Local
-- — _ — —
• �aDCO:% Or' :i ° �??'t�* 2VZi:.3t',0� Tpul_�c --
UOV2iRIIlE I1C_f�dIT11R1S[I diOl
_ ,. ^ _ • ',CMr�_�lodel_ Em�l�y_meril_ A�ree?nent
� <� . , � _� _
•:CMA Code of E[hics with Guidelines
___---__
Communication. That is the esseni?al �i`ire�i to mai_r-
ta:ning a�ocd re?aiion�h�ip bet��een an elected b�ard _`'i'�d
and the appoi�ted .nana;er. Con�municaiion co:nes in
�Gd�r.��l r'OS ���t�;� titdIld�el P2'ICiTld�r� �etii�up, �'.iCC?SSTti
1T?dI1V t0IIT1S, �lli t�1° �fl33''�'� 2`.%31+12�1D?1 Dt t�'_° i73P- I F•.:'zuz�0?1 1%p5, Cii;' OI _`�50117li3'C? i2-dC2, 'iV.'f1
3aZS 15 d fOIITld!'7ed IIl£'L'C?OC� Of C�3T1IIIlllP:SC3tlOL� ti 3I 7 i�TZ�,=_L'' �*_10� 5':_.�1p;)% CO�C�-ii�d �z-:L7 tv`izt_ZZr LR� :n�
Q _.
sI'iould not be overleoked. b�=�a i; :e;a'_; _t a':so add:esses ��ze .ssne ot pe:sonz z�a
The task torc� ti?at ��as farmed to �et ;p�t,�j� 1!�'1J �,J'D?255_0-1�' �2SLC�: `T�°�!0:1Slidi: i� Tc_=II255, 70:12Stti, aZC 2L1Cd:
t... r , 7 � p . -'-1 '.a�.:. d� �� ?c55 _' �B:SOIl3: alli� C�'JraSSiORd'_ I2.dL:�II52PS
handbook compi��d a�d _ons_3e_..d t_Re b.si P? ..
an z,_�ea. i��?:= nz�be_s a;=ee ;o �h by tne?��,? Code
Tc� mar.ager et:-a?-�ai_c��. "}�e g�o�sp s�are� nu_��e_���� o. �t�._,.
id�d5 dIld IeZrP_2d 3�SP3Y !�£?d� tID131 °3Lh 0?.h °I. T�'_� 3 Per�?;�75, Jan. ° �ase �?u�;.: ?i'S (Gtipl, Evz:uat?on T��1e." ?'!.', JU.Iy
r1Ilr71 j7?'�t�llC� dP3!7U�Sti3i°S i:Rd? Jll�t c7� °.dC_h I?l�n�a°� ?OC�. � �tL:_ _.,, _ _ . _..- _., :.!D��t��-: _.
3Il� �03i� ai� ll.ru�C�L'e, SO iD0 R311S[ 1�° L12� °�>,dl_lldt;�Il - i .�dapied and usecl �.n�`tn pPr*niss:on Lo� Lewis Bender, PnD,
PP�I2550r E�1Br(ll5, .'�.011T72I_'1 �'i'�IlO?3 v=tiV2L51CV, E(I�;93'nS�'i'_2,
process for �ac'r_ _nanager. �^.%hi?? there �se commo�
evi7ender�.�� <:;,� _ -
�C!UiA M�..NA. ,E� t'vAL�JA�IONS NANCB'�O'�< 13
i
i
i ;,.; �
� �.,x, � ����� ( ��) i
I �� � ����� � _ �
+ ;. „�� �
� � �� ( j !
�� ��� ���� ;>> ��� � � �
"Y)
7 1 �
� l�{ 1{e: ��� ` l �
. l � �� }-:' �) �
i l(_:h i'" ,
�' �! `�� ,�� , -
, ! �� / I
i .
� �
' � � � ��
� �
- �niq ,. , ��� . �
� �. , � �
�,ij
`�. .����. I
h �, i�
� i .
�
, �� �
i, ��-�.I ��
i��l ",.;� I
. li .il i,., ;
I i^C' I
; �,�'; l � �ii
i � .� ; I���iJ r_�oi
'� iiiql .,
,, �... W�, Ir- ' ,
�� i��t
�� 'r. , Iv .- . .. v,� �
�
" . . < .. _.. . .. - I
i
�
' � I
� � �. , I
� �
, , � _ ,
i � � _ .. e :, ��.+�•-�: �-�r . . . ., _ . _ .._ . . t �� _ _
: _ . . ..,.
; . . . . .. . Y "=�r!' r �
� - � . � � . . _ ± -�! i
, !,
' � I
�
__ �
�
�
� .
,
� .._ . ,,. _