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mance requires that the employee compiles the results and focuses key issues has consistently exceeded the su- for discussion. The mayor should also contact pervisor's expectations for ade- individual councilmembers at this time to quate or"meets expectations" clarify the meaning of specific comments. performance. This is also the time to "test" the issues in a 1I. Definition of goals preliminary evaluation session. A. What goals do you want to see the Step Five:Evaluation Session manager accomplish for the local During this phase of the process, the community? mayor and council meet with the manager to B. What goals do you want to see the discuss: manager accomplish as an individ- . Performance appraisal ual? • Performance objectives III. Development of specific action plans— • Performance plans Commitment by the manager More than one session may be necessary to This process involves the identification of adequately address all the issues. specific steps to be taken that satisfy Both the mayor/council team and the local developmental needs and clarify roles, is- manager may enter the session with different sues, and concerns. Steps should be spe- perceptions of what took place during the cific to ensure that the manager and the evaluation period. Since that is the case, even council have the same understanding. though they have had similar experiences, each will put his or her interpretation into the The choice of a simple or a sophisticated events. form depends on the needs of the organiza- tion. Two variations have been presented— one that is almost totally narrative and one that allows only for numerical ratings. This author believes that a form with only numeri- cal ratings results in council's focusing on Mayor/council's Manager's numbers rather than on substantive com- image image ments. On the other hand, if the manager's compensation is linked to his or her perfor- mance evaluation, narrative statements are more subjective and are not easily quantified. Learning Point #4: Adjust the Process to the Step Six: Manager Response Council The local manager prepares "My Action The process needs to be adjusted to fit the Plan" (MAP) for the next year. This plan re- specific idiosyncrasies of the situation; how- sponds to the council's comments and sug- ever, some basic steps are recommended to gested goals for the next year. It also pro- ensure a comprehensive evaluation. vides a written document for future Step One: Review of Previous Year evaluation. • Establish goals and targets The performance evaluation is an opportu- • Define role boundaries and decision space nity for the mayor, council, and local man- • Outline the evaluation process ager to focus on and discuss various aspects Step Two. Record Observations of work performance. The evaluation process Encourage councilmembers to have a file helps to open the eyes of the manager and for comments and observations regarding the the council and lays a foundation for the fu- manager's performance, so that at the end of ture. It should be kept as simple as possible the year they have positive and negative feed- while still meeting the needs of the local gov- back for the entire year, instead of just for ernment organization. PM the past month. Step Three: Process Agreement The mayor and council (in conjunction with the manager) develop a process and agree.on the steps for the evaluation. Step Four: Homework The councilmembers complete their eval- uations and return them to the mayor, who PM February 1988 9