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2. What do you want the results of the eval- consistency between values and actions uation to be? • To anticipate issues • To resolve problems hampering manage- This section is aimed at helping the man- ment and service delivery ager focus his or her own perspective on the • To build the capacity of the organization evaluation process. In addition, the manager has the respon- sibility to interpret the directives of the policy Learning Points and Guidelines leaders and translate them into guidelines for employees. Learning Point #l: Local Government Manager Role Manager Role.A Common Frame of Ref- erence. An expanded sense of partnership ex- ists today among the mayor/council, man- Figure 1—Performance Evaluation Questionnaire ager/staff', and the community. Recognition Questions to Ask Oneself About is growing that this interdependence is impor- Council Yes Maybe No tant to effectively translate the intentions of the mayor and council into action by employ- 1. From perspective,does the council ees and volunteers. An effective community have thhee ability ful evaluation.nto provide a meaning- is one in which the governance, management, 2. Is the council committed to complet- and service delivery processes are linked, and ing the evaluation process? the mayor and council's goals as policy lead- 3. Does the council have the capacity to ers are translated into actions by employees. provide complete feedback to me? The governance process is aimed at provid- 4. Does the council have the ability to ing overall direction for locality. The key handle conflict in a positive, nonper- players are the policy leaders—primarily the sonal manner? mayor and the council. They share their 5. Does the council have a team relation- responsibilities with various boards, commis- ship rather than an adversarial rela- sions, and key managers. The primary func- tionship with me as their manager. tions of the governance process are: Questions to Ask Oneself as Local • Setting a tone that guides management and Government Manager Yes Maybe No � service delivery 1. Do I really want to be evaluated. Do I really want direct feedback from • Focusing the future vision of the commu- 2. the council? nity—long-term horizon 3. Am I going to be nondefensive in lis- • Translating this vision into specific target tening,and understanding council issues that need to be addressed during the comments? life cycle 4. Do the potential positive impacts out- • Determining policy direction and guidelines weigh the negatives for me, my family, for the community and the local government? S. Am I approaching the evaluation as a In addition, policy leaders have the respon- learning and planning process? sibility of sensing community values and ob- Questions About the Evaluation taining feedback on local government perfor- Process Yes Maybe No mance. A comparison is made between the desired outcomes and the actions of the local 1• Do I want performance evaluation government. linked to compensation? 2. Is there a good time to do the perfor- The management process focuses on design- mance evaluation and, if so,when? ing mechanisms for translating the vision and target issues into action. The key players are 3. Is council willing to spend the amount the local manager in conjunction with other of time necessary to complete the eval- managers and supervisors within the govern- uation? ment organization. The primary functions of 4. Has the council established organiza- the managers are: tional goals that can be linked to my performance evaluation? • To develop an organizational philosophy 5. Is there a good place to do the perfor- that reflects values and beliefs on how the mance evaluation outside of the formal local government should be managed and council meeting? (Setting: operated on a daily basis ) • To develop specific programs for achieving Copyright C 1987 Surneh Associates,Inc.All rights rescrved. PM February 1988 5