Ord. No. 17-09-2009ORDINANCE NO. 17 -09 -2009
AN ORDINANCE OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF SOUTH MIAMI, FLORIDA, RELATING TO THE POSITION OF THE
CITY MANAGER; AMENDING THE CODE OF ORDINANCES CHAPTER 2,
"ADMINISTRATION AND CITY GOVERNMENT," SECTION 2 -4.4,
ENTITLED "RESERVED," PROVIDING FOR AN ANNUAL
PERFORMANCE EVALUATION; PROVIDING FOR SEVERABILITY;
PROVIDING FOR ORDINANCES IN CONFLICT; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, the City Manager in a "city- manager" form of government serves as
the chief administrative and executive officer of the city; and,
WHEREAS, the City Manager is hired to serve the City Commission and the
Community while bring to the local government the benefits of training and experience
in administering local government projects and programs on behalf of the governing
body; and,
WHEREAS, the City Manager prepares a recommended budget for the City
Commission's consideration; recruits, hires, and supervises the government's staff;
serves as the commission's chief adviser; and carries out the commission's policies;
and,
WHEREAS, the City of South Miami recognizes the importance and
responsibility of this key position; and,
WHEREAS, the City Commission recognizes its duty to provide clear direction,
oversight and annual evaluations of the City Manager's performance for adoption of an
annual budget and of appointed staffs' administration of City operations; and;
WHEREAS, the City Commission recognizes such evaluations are a good
mechanism of ensuring strong working relationships and of communicating priorities.
NOW, THERFORE, BE
IT ORDAINED
BY THE
MAYOR AND THE CITY
COMMISSION
OF
THE
CITY
OF
SOUTH
MIAMI,
FLORIDA
THAT:
Section 1. The City of South Miami Code of Ordinances, Chapter 2,
"Administration and City Government," Section 2 -4.4, entitled "reserved" is hereby
amended to reads as follows:
2-4.4 Reserved. City Manager evaluation.
(a) In order to establish and maintain effective City Commission and City Manager
relations it is essential that the City Commission establish an ongoing evaluation
process that offers an opportunity for each party to review the performance of the City
Page 1 of 3
Ord, no. 17 -09 -2009
Manager. This evaluation should focus on how effectively the City Manager is
accomplishing the goals established by the City Commission and how s /he is carrying
out his /her responsibilities in key performance areas. Specifically, the evaluation should
sere the following needs:
1) Allow the City Manager and City Commission to test, identify, refine and tailor
their respective roles relationships and expectations of responsibilities to each
other.
2) Compare the progress of the City toward achieving the interim goals mutually
agreed to by the City Commission and the City Manager during the Budget
Process,
3) Allow discussion of the City Manager's strengths and weaknesses as
demonstrated by performance during the evaluation period with the objective of
increasing the City Manager's effectiveness.
4) Give the City Commission the opportunity to provide positive feedback in
areas that have been handled well and to clarify areas where the City Manager
could become more effective through improved performance
(b) The following process is established to conduct the performance evaluation of
the City Manager:
1) The evaluation process shall occur each year within sixtTJ601days of before
the City Manager's contract anniversary date. However, the Commission may
require an additional evaluation at any time during the year.
2) Approximately two (2) weeks before the evaluation is scheduled the City
Clerk shall provide each Commission member with a copy of the standard
evaluation form.
3) The Mayor and each Commission member shall complete an evaluation form
and then meet with the City Manager to review their respective evaluations.
i - the evaluation results.
4) The G*tv Clerk shall tabiliatp
(c) Any performance evaluation of the City Manager shall not be construed as a
contractual promise or guarantee of a Da v raise a contract or covenant of employment,
nor is it a guarantee of employment if certain performance standards are met.
Continued employment of the City Manager is solely a decision of the City Commission.
Section 2. If any section, clause, sentence, or phrase of this ordinance is for
any reason held invalid or unconstitutional by a court of competent jurisdiction, this
holding shall not affect the validity of the remaining portions of this ordinance.
Page 2 of 3
Ord. No, 17 -09 -2009
Section 3. This ordinance shall be effective immediately after enactment.
Section 4. All ordinances or parts of ordinances in conflict with the provisions
of this ordinance are repealed.
Section 5. This ordinance shall be codified and included in the Code of
Ordinances.
PASSED AND ADOPTED this 18th
ATTEST:
JYbC bE � RK -Y - -�
1St Reading - 8/4/09
2nd Reading--: 8/18/09
U
WAMy Documents \resolutions \Ordinance eval cm.doc
day of August 12009
Page 3 of 3
APPROVED:
COMMISSION
Mayor Feliu:
Vice Mayor Be
Commissioner
Commissioner
Commissioner
VOAE:,/ 5 -0
Yea
asley: Yea
Palmer: Yea
Newman: Yea
Sellars: Yea
CITY OF SOUTH MIAMI
Performance Evaluation Form
City Manager
Each member of the City Commission should complete this form, rating the City Manager's
performance in each of the areas noted below. The Manager's tasks are divided into (5)
categories and provides for the rating of each item in the category using the evaluation scale
shown. Spaces are also provided for additional comments.
CITY MANAGER
EVALUA
EVALUATION PERIOD June 2006 —June 2007
DATE
EVALUATION SCALE
5- Outstanding Consistently achieves and exceeds all standards /objectives of work
performance
4- Very Effective Regularly meets and frequently exceeds standards of work performance
3- Effective Regularly meets standards of work performance
2- Marginally Effective Often fails to meet standards of work performance
I- - Ineffective Clearly and consistently fails to meet standards of work performance
I. MANAGEMENT STYLE /PROFESSIONALSKILLS
Maintains open and informative communications with the City Commission
Knowledgeable of current developments affecting the local government management Feld
Effectively implements and enforces City policies and procedures
Demonstrates a capacity for innovation and creativity
Anticipates problems and develops effective approaches for solving them
Performance Evaluation Form / City Manager
Page Two
MANAGEMENT STYLE / PROFESSIONAL SKILLS (Continued)
Maintains a woik atmosphere. conducive to productivity and efficiency
Takes responsibility for staff actions
Encourages department heads to make decisions within their own areas without the City
Manager's approval, yeti maintains general control of operations
Motivates city staff to work as a team and seek ways to be innovative and oriented toward
effective problem solving
Properly controls the city's operational and functional activities and motivates others to maximum
performance
Effectively recruits qualified professional staff
COMMENTS:
2. FISCAL MANAGEMENT
Possess knowledge of governmental accounting / budget procedures
Prepares a balanced budget to provide services at a level directed by the City Commission
Strives to make the best possible use of available funds, conscious of the need to operate the local
government efficiently and effectively
Possess awareness of the importance of financial planning and accounting controls through long
range fiscal forecasting
Utilizes effective negotiation with labor unions to minimize costs to the City
Expenditures are made within budget limitations according to established policy
Strives to obtain grants and outside financial resources to promote City projects and concerns
COMMENTS:
Performance Evaluation Form / City Manager
Page Three
3. PERSONAL SKILLS,/ COMMUNICATIONS
Willing to commit time necessary to complete required tasks
Demonstrates high concern for ethical behavior and procedures
Skillful in verbal communication
Skillful in written communication
Informs the Commission of current issues and administrative developments
Encourages a positive altitude regarding the City and its employees
Receptive to constructive criticism and advice
Manages stress effectively
COMMENTS:
4. RELATIONS WITH THE CITY COMMISSION
Works with the Commission to establish annual goals and objectives and provides regular reports
Carries out the directives of the Commission
Assists the Board in establishing policy, while acknowledging the ultimate authority of the
Commission to set policy
Supports the action of the Board after a decision has been reached, both inside and outside City
Hall
Offers workable revisions to the Commission for changes in taw or policy when an existing policy
or ordinance is impractical
COMMENTS:
r;
Performance Evaluation Form / City Manager
Page Four
5. COMMUNITY RELATIONS
Effectively addresses and accommodates citizen complaints in a timely fashion
Shows sensitivity and respect to the diversity of the City's population
Responsive to issues of both commercial and residential populations
Takes a "hands -on" approach towards issues and concerns
Takes a diplomatic and positive approach to problem solving
Projects a positive image on behalf of the City of South Miami
COMMENTS:
ADDITIONAL SUMMARY COMMENTS:
OVERALL RATING:
5 - Outstanding 3 — Effective
4 — Very Effective 1 2 - Marginally Effective
I — Ineffective
EVALUATOR NAME
EMPLOYEE NAME
Y .
DATE
TE
South Miami
gouty
f
o'a
F � b&AlI1C163�r
CITY OF SOUTH MIAMI
PERFORMANCE EVALUATION 2001
Quick Reference Sheet
Summary:
A performance evaluation is an opportunity for a manager and an employee to meet and discuss
organizational priorities and to set performance goals for the employee. The evaluation should
focus on the key behaviors that management has assessed as important to the organization. All
performance evaluations should assist employees to meet their performance goals. Appraising
employees should be an ongoing process to ensure that employees are aware of their performance
throughout the year.
KEEPING LINES OF COMMUNICATION OPEN IS ESSENTIAL TO THE SUCCESS
OF THE PROCESS
Common obiectives of effective performance evaluations are to:
• Give and seek honest feedback - Employees perform better when they are allowed to
speak openly and clarify performance measures.
• Apply uniform performance standards that assure fairness and eliminate confusion.
• Encourage them to participate in the process of setting performance goals and assess their
progress in meeting these goals.
Key to a well prepared effective appraisal can be accomplished bv:
• Using specific examples to document both positive and negative accomplishments.
• List specific ways for the employee to improve on the negatives.
• Listing specific compliments for the positives.
THE APPRAISAL MEETING
Some ideas when meeting with the employee is to:
• Hold meeting in private and allow plenty of time.
• Conduct meeting within a week of the official review date.
• Discuss and cite specific examples of both positive and negative issues.
• Discuss the role of the employee and his or her performance as it relates to the
department and to the company as a whole.
• If employee receives unsatisfactory rating, no merit increase will be given. A follow up
three (3) or six (6) month review will be determined by Department Head to assess
progress and determine whether a merit increase will be given at that time.
• Establish goals for the next review period (It may be appropriate to provide an action
plan to meet the goals and set a time frame for goals to be met).
• Goals must be action oriented (ex: We will have weekly meetings and the
employee must come prepared to discuss quotas, error rates).
• Goals should be measurable (ex: We will increase output by 20 percent).
✓ The action plan should also cover the employee's plans for improving problem
areas (ex: additional training, monitoring).
✓ Goals must be recorded on the appraisal form. The employee must sign to
acknowledge receipt.
✓ The employee must be given a copy of the appraisal
Performance Evaluation -Quick Reference Sheet
Page 2
1/2006
Prepaying for the Evaluation:
The Human Resources Department is responsible for notifying department heads of employee
annual review dates.. An electronic email will be sent to each department head advising them of
upcoming annual reviews on a quarterly basis. Annual reviews will be prepared and sent to City
Manager's office for approval. Once approved, the department head must schedule appointment
with employee.
Instructions:
1. Prior to completing the evaluation, you must review the job description, employee's
personnel file, attendance and comments prepared throughout the year.
2. When employee falls short of expectations, explain and cite speck examples and
provide an action plan of the changes needed to be made. When above average PRAISE
performance and include plan for continuance.
3. Forward evaluation to City Manager prior to sitting with employee.
4. Once approved by the City Manager, schedule the review and notify employee at least a
week in advance.
5. Select a location free of distractions.
6. Discuss action plan for improving or maintaining performance.
7. Signing evaluation will not indicate an employee's agreement with its content; instead
the signature is acknowledgement that the evaluation has been reviewed with the
.employee.
8. Provide copy to employee. In some instances, the employee may wish to review in
which case a follow -up meeting should be scheduled within that week.
9. If you feel employee may be difficult a witness, from human resources or another
supervisor, may be present during the meeting.
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