08-17-04 Item 14CITY OF SOUTH MIAMI
OFFICE OF THE CITY MANAGER
INTER - OFFICE MEMORANDUM
To: Honorable Vice Mayor
and City Commission
From: Mary Scott Russell
Mayor
RESOLUTION
Date: August 17, 2004
South Miami
NI- America City
2001
Subject: Agenda Item #
Commission Meeting
08/17/04
Re: Format for City Manager
Evaluation Form
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
SOUTH MIAMI, FLORIDA, ACCEPTING THE FORMAT OF THE CITY
MANAGER'S ANNUAL EVALUATION FORM; PROVIDING FOR AN
EFFECTIVE DATE.
BACKGROUND AND ANALYSIS
The current City Manager's contract calls for an annual performance evaluation to be conducted
prior to her anniversary date as a precursor to setting the amount of her mandated merit increase.
Such performance reviews have not been conducted in the last several years and there has been
no set format or guidelines for performing such a review. The referenced resolution with its
attached City Manager Evaluation Form is intended to aid the Commission in meeting its
obligation to perform the annual reviews.
The Florida City and County Management Association, a certified and recognized professional
organization dedicated to achieving excellence in municipal and county management, was able to
supply us with a couple of sample evaluation forms designed specifically to rate the performance
of those tasked with the administration of local government. The content of those forms is
reflected in the recommended Performance Evaluation Form attached to and made a part of this
resolution.
RECOMMENDATION
Your approval is recommended.
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RESOLUTION NO.
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF SOUTH MIAMI, FLORIDA, ACCEPTING THE FORMAT OF THE CITY
MANAGER'S ANNUAL EVALUATION FORM; PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, the City Manager's contractual annual merit increase is based, in part, on an annual
performance review conducted by the Mayor and Commission; and
WHEREAS, it is the desire of the Mayor and Commission of the City of South Miami that there
be a standardized and relevant format with which to conduct annual performance reviews of the City
Manager; and
WHEREAS, evaluation forms obtained through the Florida City and County Management
Association have been used as a model to devise an in- depth standardized form for use by the Mayor and
Commission of the City of South Miami; and
NOW THEREFORE BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF
THE CITY OF SOUTH MIAMI, FLORIDA, THAT;
Section 1. The attached City Manager Performance Evaluation Form shall be considered a
part of this resolution and shall be the official instrument for use in conducting annual performance
reviews of the City Manager
Section 2. All evaluations of the City Manager for 2004 shall be completed by no later than
September 14, 2004, the date of the first scheduled public hearing for the 2004 -05 budget, thereafter, per
contract, they shall be completed no later than the Manager's anniversary date of July 10'.
Section 3. This resolution shall take effect immediately upon approval.
PASSED AND ADOPTED this day of , 2004.
ATTEST:
CITY CLERK
READ AND APPROVED AS TO FORM
CITY ATTORNEY
APPROVED:
MAYOR
COMMISSION VOTE:
Mayor Russell:
Vice Mayor Palmer:
Commissioner Wiscombe:
Commissioner Marie Birts- Cooper:
Commissioner Sherar:
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 five (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
EVALUATOR
EVALUATION PERIOD
5- Outstanding
4 Very Effective
3- Effective
2- Marginally
Effective
1 - Ineffective
DATE
EVALUATION SCALE
Consistently achieves and exceeds all standards /objectives
of work performance.
Regularly meets and frequently exceeds standards of
work performance.
Regularly meets standards of work performance.
Often fails to meet standards of work performance.
Clearly and consistently fails to meet standards of work
performance.
1. MANAGEMENT STYLE /PROFESSIONAL SKILLS
Maintains open and informative communications with the City Commission
Knowledgeable of current developments affecting the local government
management field
Effectively implements and enforces City policies and procedures
Demonstrates a capacity for innovation and creativity
Anticipates problems and develops effective approaches for solving them
MANAGEMENT STYLE /PROFESSIONAL SKILLS (continued)
Maintains a work 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, yet 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 professional staff
COMMENTS:
' 2. FISCAL MANAGEMENT
Possesses 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
Possesses awareness of the importance of financial planning and accounting
controls through long -range fiscal forecasting
Utilizes effective negotiation with labor unions and in legal actions to
minimize costs to the City
Expenditures are made within budget limitations according to established policy
COMMENTS:
3. PERSONAL SKILLS /COMMUNICATIONS
Willing to commit time necessary to complete required tasks
Demonstrates high concern for ethical behavior
Skillful in verbal communication
Skillful in written communication
Informs the Commission of current issues and administrative developments
Encourages a positive attitude regarding the City
Receptive to constructive criticism and advise
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 as a whole, rather than those of
any one member
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 law or policy
when an existing policy or ordinance is impractical
COMMENTS:
5. COMMUNITY RELATIONS
Effectively addresses and accommodates citizen complaints
Shows a sensitivity to and appreciation of diversity of the City's population
Responsive to issues of both commercial and residential populations
Takes a "hands -on" approach when necessary
Maintains an effective working relationship with other local governments
Takes a diplomatic approach to problem solving
Projects a positive image on behalf of the City of South Miami
COMMENTS:
ADDITIONAL SUMMARY COMMENTS:
OVERALL RATING:
5- Outstanding:
4- Very Effective:
EVALUATOR NAME
3- Effective
2- Marginally Effective
1 - Ineffective
DATE