HomeMy WebLinkAbout#32 City_Administrator_Review_Process
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MAYOR AND COUNCIL COMMUNICATION
DATE: September 20, 2016
REGULAR
ITEM #: 32
MOTION
AGENDA ITEM: Process for City Administrator Review
SUBMITTED BY: Sarah Sonsalla, City Attorney
REVIEWED BY: Julie Johnson, City Clerk
BACKGROUND:
The City’s personnel policy and employee handbook sets forth a schedule for completing performance
evaluations that requires City employees to be evaluated during the six month orientation period twice;
once after three months and approximately one week prior to the end of the orientation period depending
on scheduling. It is unclear whether or not this policy is intended to apply to the City Administrator as it
calls for performance reviews to be conducted by the department head or the City Administrator and does
not speak to the process with respect to situations where the City Administrator is being reviewed.
It was mentioned in the minutes of the March 8, 2016 City Council meeting when the City approved the
City Administrator’s contract that a performance review after six months was suggested by one of the
council members. The City Administrator’s contract references that “[t]he Council will strive to review
and evaluate the performance of [the City Administrator] annually.” The contract language does not
otherwise prohibit the City Council from conducting performance reviews at other times. A copy of the
contract is included in the Council packet.
As of September 28, 2016, the City Administrator will have been with the City for six months.
ISSUE BEFORE COUNCIL:
Does the City Council wish to conduct a performance review of the City Administrator at this time? If
so, when would the City Council like to conduct the performance review?
PROPOSAL DETAILS/ANALYSIS:
The decision whether or not the Council would like to conduct a performance review of the City
Administrator is a decision that can be made by the Council in its sole discretion.
RECOMMENDATION:
If the Council would like to conduct a performance review, the date and time of the performance review
should be scheduled by the Council at the meeting. A copy of a form that can be used to facilitate the
review has been included in the Council packet.
If the Council does not wish to conduct the performance review at this time, it may want to discuss when
it thinks would be the appropriate time for it to conduct the performance review in the future.
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CITY OF LAKE ELMO
CITY ADMINISTRATOR
PERFORMANCE EVALUATION
This form should be completed by each member of the Council to evaluate the City
Administrator’s performance in each of the areas noted below. The City Administrator
should also complete a self-evaluation utilizing the same form. Performance levels can
be noted, based on the following scale:
1 = Poor (rarely meets expectations).
2 = Below Average (usually does not meet expectations).
3 = Satisfactory (meets performance expectations).
4 = Above Average (generally exceeds performance expectations).
5 = Excellent (almost always exceeds expectations and performs at very
high standard).
Each member of the Council should complete this document and forward it to the Cit y
Attorney, Sarah Sonsalla, by ________________. The City Attorney will prepare a
summary of the results that will be provided at the meeting that the Council can use to
conduct the performance evaluation.
Evaluation Period: March 28, 2016 TO: ______________________.
1. PERSONAL
___ Invests sufficient effort toward being diligent and thorough in the discharge
of the duties of the City Administrator.
___ Composure, appearance, and attitude fitting for an individual in this
executive position.
2. PROFESSIONAL SKILLS AND STATUS
___ Knowledgeable of current developments affecting the management field
and affecting city governments.
___ Has a capacity for and encourages innovation.
___ Anticipates problems and develops effective approaches for solving them.
3. RELATIONS WITH MAYOR AND CITY COUNCIL
___ Carries out directives of the Council as a whole rather than those of any
one Council member.
___ Assists the Council on resolving problems at the administrative level to
avoid unnecessary Council action.
___ Responds to requests for information or assistance by the Council.
___ Informs the Council of administrative developments.
___ There is a relationship of trust between member of the Council and the
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4. POLICY EXECUTION
___ Implements Council action in accordance with the intent of t he Council.
___ Supports the actions of the Council after a decision has been reached.
___ Enforces City policies.
___ Understands City’s laws and ordinances.
___ Reviews enforcement procedures periodically to improve effectiveness.
___ Offers workable alternatives to the Council for changes in the law when an
ordinance or policy proves impractical in actual administration.
5. REPORTING
___ Provides the Council with reports concerning matters of importance to the
City.
___ Reports are accurate and comprehensive.
___ Reports are generally produced through own initiative rather than when
requested by the Council.
___ Prepares a sound agenda which, prevents trivial administrative matters
from being reviewed by the Council.
6. CITIZEN RELATIONS
___ Responsive to complaints from citizens.
___ Dedicated to the community and its citizens.
___ Skillful with the news media, avoiding political positions and partisanship.
___ Has the capacity to listen to others and to recognize their interest s. Works
well with others.
___ Willing to meet with members of the community to discuss their concerns.
___ Cooperates with neighboring communities.
___ Cooperates with the County, State, and Federal governments.
___ Cooperates with other organizations within the City.
7. STAFFING
___ Recruits and retains competent personnel for City positions.
___ Aware of staff weaknesses and works to improve their performance.
___ Accurately informed and concerned about employee relations.
8. SUPERVISION
___ Encourages department heads to make decisions within their own
jurisdictions without City Administrator approval, yet maintains general
control of administrative operations.
___ Instills confidence and initiative in subordinates and emphasizes support
rather than restrictive controls for their programs.
___ Has developed a friendly and informal relationship with City staff as a
whole, yet maintains the prestige and dignity of the City Administrator’s
office.
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___ Evaluates personnel periodically, and points out management
weaknesses and strengths.
9. FISCAL MANAGEMENT
___ Makes the best possible use of available funds, conscious of the need to
operate the City efficiently and effectively.
___ Possesses awareness of the importance of financial planning and control.
10. What performance areas would you identify as areas where the City Administrator
excels? Are there certain things that have impressed you about the City Administrator’s
performance? What were they?
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11. What performance areas would you identify as needing improvement? Why?
What constructive, positive ideas can you offer the City Administrator to improve these
areas?
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12. (Administrator Only) What goals for the upcoming year are to be accomplished?
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13. Other Comments?
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