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• <br />• <br />• <br />CITY COUNCIL WORK SESSION October 23, 2007 <br />APPROVED <br />91 <br />92 A council member commented that elected officials need to take ownership if there is a <br />93 problem. The council could have given more direction to the consultant for the <br />94 administrator's review. <br />95 <br />96 There was some disagreement about the level of the council's responsibility especially <br />97 considering that council members are elected and can come and go. The process in place <br />98 should be followed and not changed by staff. <br />99 <br />100 Another opinion expressed was that a CEO evaluation is normally far different than other <br />101 employees. Having different instruments for positions is a common practice. <br />102 <br />103 The consultant concurred that the performance review of the administrator or chief officer <br />104 would normally be more extensive than the standard employee review. <br />105 <br />106 One council member commented that there is value in understanding what other like <br />107 cities are doing. <br />108 <br />109 The council concurred that a review of the city's performance system is appropriate on an <br />110 occasional basis, including at all positions. <br />111 <br />112 A concern was expressed that employee satisfaction is lacking. There is information <br />113 indicating dissatisfaction that is spreading informally probably for fear of retaliation. <br />114 <br />115 It was noted that some problems could be inter -employee or not under the control of the <br />116 city. How does that concern fit into a performance review system? What would be a <br />117 system to get useful employee feedback? <br />118 <br />119 It was recognized that some employee dissatisfaction is normal in an organization the size <br />120 of the city. The question is whether or not the level is unusual. <br />121 <br />122 Clarity is necessary if an RFP will be sought. <br />123 <br />124 There was some concern that an RFP was requested eight weeks ago and the direction <br />125 was not followed. <br />126 <br />127 The percent of market could be used as a tool for performance pay. There could be <br />128 flexibility. <br />129 <br />130 Regarding experience with a performance based system, an opinion was expressed that it <br />131 hasn't worked well on a long or short term basis at one council member's work place. <br />132 <br />133 The recommendation included in the report does not include performance pay. <br />134 <br />135 The council asked, what is the corrective action when an employee is not performing? <br />