09-21-04 Item 17sour,y South Miami
'7 MI�'Qhi�V'a Ina
A CITY OF SOUTH MIAMI p ■1!
"` R P0° 2 RATE OFFICE OF THE CITY MANAGER
.
o R'4 INTER- OFFICE MEMORANDUM
2001
To: Honorable Vice Mayor Date: September 21, 2004
and City Commission
From: Maria V. Davis ��°' Subject: Agenda Item #
City Manager Commission Meeting
09/21/04
Re: Format for City Manager
Evaluation Form
RESOLUTION
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
In order to facilitate the Commission's review of the City Manager's job performance, we
obtained a couple of sample evaluation forms designed specifically to rate the performance of
those tasked with the administration of local government, through the Florida City and County
Management Association - a certified and recognized professional organization dedicated to
achieving excellence in municipal and county management. The content of those forms is
reflected in the recommended Performance Evaluation Form attached to and made a part of this
resolution. In addition, the Human Resources Director reviewed the proposed forms and
suggested items to be amended and /or added in order to adhere more closely to the various
components of the City Manager's job description. Per the Commission's request, the two
evaluation forms received through the FCCMA, the City of South Miami Performance
Evaluation for Management Employees and the Manager's job description are also attached for
your review and edification.
RECOMMENDATION
Your approval is recommended.
1
2 RESOLUTION NO.
3
4 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
5 OF SOUTH MIAMI, FLORIDA, ACCEPTING THE FORMAT OF THE CITY
6 MANAGER'S ANNUAL EVALUATION FORM; PROVIDING FOR AN
7 EFFECTIVE DATE.
8
9 WHEREAS, the City Manager's contractual annual merit increase is based, in part, on an annual
10 performance review conducted by the Mayor and Commission; and
11
12 WHEREAS, it is the desire of the Mayor and Commission of the City of South Miami that there
13 be a standardized and relevant format with which to conduct annual performance reviews of the City
14 Manager; and
15
16 WHEREAS, evaluation forms obtained through the Florida City and County Management
17 Association have been used as a model to devise an in -depth standardized form for use by the Mayor and
and
18 Commission of the City of South Miami;
19
20 NOW THEREFORE BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF
'21 THE CITY OF SOUTH MIAMI, FLORIDA, THAT;
22
23 Section 1. The attached City Manager Performance Evaluation Form shall be considered a
24 part of this resolution and shall be the official instrument for use in conducting annual performance
25 reviews of the City Manager
26
27 Section 2. All evaluations of the City Manager for 2004 shall be completed by no later than
28 September 14, 2004, the date of the first scheduled public hearing for the 2004 -05 budget, thereafter, per
29 contract, they shall be completed no later than the Manager's anniversary date of July 141x'.
30
31 Section 3. This resolution shall take effect immediately upon approval.
32
33 PASSED AND ADOPTED this day of 2004.
34
35 ATTEST: APPROVED:
36
37
38
39
40 CITY CLERK MAYOR
41
42
43
44 COMMISSION VOTE:
45 READ AND APPROVED AS TO FORM: Mayor Russell:
46 Vice Mayor Palmer:
47 Commissioner Wiscombe:
48 Commissioner Marie Birts- Cooper:
49 Commissioner Sherar:
50 CITY ATTORNEY
3UL -30 -2004 11:10 SOARD OF CTY COMMISSIONER 850 784 4026 P.01i08
BAY COUNTY
BOARD OF COUNTY COMMISSIONERS
FACSIMILE TRANSMITTAL SHEET
TO: FROM.
Charles Blazek Pamela D. Brangaccio, County Mgr.
COMPANY: DATE:
Asst. City Manager, South Miami 7/30/2004
FAX NUMBER: TOTAL N0, OF PAGES INCLUDING COVER-
305-663-6345 S
PHONE NUMBER: TELEPHONE NUMBER:
850. 784 -4015
RE: FAX NUMBER:
850- 784 -4026
❑ URGENT ❑FOR REVIEW ❑ PLEASE COMMENT ❑ PLEASE REPLY ❑ PLEASE RECYCLE
NOTESICOMMENT
310 W. 6TH STREET
PANAMA CITY, FLORIDA 32401
(850) 784 -4013 PHONL
(850) 784.4026 FAX
JUL -30 -2004 11:10 BOARD OF CTY COMMISSIONER 850 784 4026
COUNTY MANAGER PERFORMANCE EVALUATION
P. 03/08
This form should be completed by each member of the Board of County Commissioners to
evaluate the County Manager's performance in each of the areas noted below.
Performance levels should be noted, based on the following scale:
5 - Outstanding (Consistently achieves and exceeds all
standards /objectives of work performance)
4 - Very (Regularly meets and frequently exceeds
Effective standards of work performance)
3 - Effective (Regularly meets standards of work
performance)
2 - Marginally (Often fails to meet standards of work
Effective performance)
1 - Ineffective (Clearly and. consistently fails to meet
standard of work performance)
Each member of the Board should sign the form and forward completed evaluations to:
Joy Bates, Deputy County Manager /Human Resources Director
Evaluation Period: 12/09/02
1. PROFESSIONAL SKILLS
to 12/09/03
Knowledgeable of current developments affecting the local government
management field
Demonstrates a capacity for innovation and creativity
Anticipates problems and develops effective approaches for solving them
JLIL -30 -2004 11:11 BOARD OF CTY COMMISSIONER 850 784 4026 P.04/08
2. RELATIONS WITH THE BOARD OF COUNTY COMMISSIONERS
Carries out the directive of the Board as a whole, rather than those of any one
member of the Commission
Assists in resolving problems at the administrative level in a manner that
avoids unnecessary Commission action
Assists the Board in establishing policy, while acknowledging the ultimate
authority of the Commission to set policy
Informs the Board of current issues and administrative developments
3. POLICY EXECUTION
Implements Board actions in accordance with the intent and /or approval of the
Commission
Supports the actions of the Board after a decision has been reached, both
inside and outside the organization
Offers workable revisions to the Board for changes in law or policy when an
existing policy or ordinance is impractical
4. REPORTING
Works with the Board to establish annual goals and objectives and provides
the Board with quarterly reports
Reports produced by the County Manager are accurate, comprehensive,
concise and written to their intended audience
Reports and memoranda on major issues are generally produced through the
County Manager's own initiative rather than when requested by the Board
Provides annual or monthly reports on County activities to the community
5. SUPERVISION
Encourages department directors to make decisions within their own areas
without the County Manager's approval, yet maintains general control of
operations
JUL -30 -2804 11:11 BOARD OF CTY COMMISSIONER
5. SUPERVISION - continued
850 784 4026 P.05i08
Has developed a friendly and informal relationship with the staff and work
force as a whole, yet maintains the prestige and dignity of the County
Manager's office
The organization's staff works as a team and seeks ways to be innovative and
oriented toward effective problem - solving
The County Manager properly controls the organization's operational and
functional activities and motivates others to maximum performance
6. FISCAL MANAGEMENT
Prepares a balanced budget to provide services at a level directed by the
Board of County Commissioners
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
Rated by: Commissioner
Date
JLJL -30 -2004 11:11 BORRD OF CTY COMMISSIONER
CITY OF LYNN HAVEN
PERFORMANCE EVALUATION FORM
CITY MANAGER
850 784 4026 P.06/08
This form divides the Manager's tasks in four (4) 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 DATE
EVALUATION SCALE
(0)
OUTSTANDING
Exemplary performance far exceeding performance criteria
(E)
EXCEEDS EXPECTATION
Performance which exceeds the level normally expected
(M)
MEETS EXPECTATION
Generally meets expectation on performance criteria
(B)
BELOW EXPECTATION
Falling short of that which is normally expected
(U)
UNSATISI''ACTORX
Unacceptable performance which must receive immediate attention
MANAGEMENT STYLE
Maintains open and informative communication with City Commission
Knowledgeable of State Statutes, Administrative Codes and Ordinances
Effectively implements and enforces City policies and procedures
Effectively coordinates City administrative functions
Maintains a work atmosphere conducive to productivity and efficiency
Takes responsibility for staff actions
Effectively manages the personnel system
Effectively recruits professional staff
Effective in resolving problems
COMMENTS:
JUL -30 -2004 11:11 BOARD OF CTY COMMISSIONER
850 784 4025 P.07i08
FISCAL MANAGEMENT
Knowledge of governmental accounting/budget procedures
Effectively manages budget
Expenditures are made within budget limitations according to established policy
Promotes long term financial planning
Effectively formulates budget process
COMMENTS:
PERSONAL SKILLS
Willing to commit time necessary to complete required tasks
Skillful in written communication
Skillful in verbal communication
Demonstrates high concern for ethical behavior
Manages stress effectively
Encourages a positive attitude regarding the City
Is knowledgeable of current developments in profession/management areas
--7Receptive
to constructive criticism and advise
COMMENTS:
JUL -30 -2004 11:11 BOARD OF CTY COMMISSYONER-
850 784 4025 P.08i08
COMMUNITY RELATIONS
Effectively addresses and accommodates citizen complaints
Takes a "hands -on" approach when necessary
Maintains an effective working relationship wit other local governments
Takes a diplomatic approach to problem solving
Projects a positive image on behalf of the City
CO1t1MENTS:
ADDITIONAL SUMMARY COMMENTS:
OVERALL RATING:
Outstanding: Exceeds Expectation:
Meets Expectation: Below Expectation:
Unsatisfactory:
EVALUATOR NAME DATE
TnTal P MQ
CITY OF SOUTH MIAMI
Performance Evaluation
Management Employees
Name:
Department:
Date of Evaluation:
Purpose of Report: Probationary
Position:
S.S. No:
Evaluation Period:
Annual Other (explain)
dace the number in the box that best describes the person being rated.:
Quality of Work:
1. Unacceptable: Work of poor quality; must be checked constantly and often redone
2. Marginal: Quality of work rarely meets acceptable standards with most work to be
redone.
3. Average: Quality of work is satisfactory, generally meets acceptable standards.
4. Exceeds Expectations: Work is consistently thorough. Produces work of high
quality and shows care in its preparation.
5. Achieves Excellence: Quality of work achieves excellence. Produces exceptional
and outstanding quality in all aspects of work.
Comments:
Quantity of Work:
Performance Evaluation Management Employees City of South Miami
lof11
1. Unacceptable: Unable to meet deadlines and complete tasks within a reasonable
length of time without detailed instruction.
2. Marginal: Seldom achieves satisfactory production or meets deadlines; frequently
does things the hard way with a waste of time and effort.
3. Average: Production is satisfactory; generally meets deadlines, plans and
organizes work effectively.
4. Exceeds Expectations: Rapid worker; work is consistently completed ahead of
schedule deadline.
5. Achieves Excellence: Exceptional producer. Quantity of work is outstanding and
distinctive. Does that "extra mile" to get normal and additional work completed,
even under adverse conditions.
Comments:
Communications: 1-1
1. Unsatisfactory: Inclined to make frequent spelling and grammar mistakes in
written reports; does not effectively communicate with co- workers and/or public.
2. Marginal: Written and oral skills need some improvement.
3. Average: Oral and written skills are satisfactory.
4. Exceeds Expectations: Skilled language usage and verbal skills. Clear, and logical
expression of thoughts and ideas. Correct use of language and grammar.
5. Achieves Excellence: Exceptional, creative and insightful communications skills.
Superb use of language and grammar.
Comments:
Attendance:
Performance Evaluation Management Employees City of South Miami 2
2 of 9
1. Unsatisfactory: Excessive absenteeism and/or frequently late.
2. Marginal: Often deficient in attendance and /or punctuality.
3. Average: Usually present and punctual/on time. Employee is faithful in coming to
work daily and conforms to established work hours.
4. Exceeds Expectations: Prompt, regular in attendance and always punctual/on time
and ready to begin duties at the assigned hour.
5. Achieves Excellence: Outstanding attendance record with exceptional preparation
for duty.
Comments:
Appearance:
1. Unsatisfactory: Untidy in dress, appearance, and personal hygiene.
2. Marginal: Sometimes untidy and careless in appearance and personal hygiene.
3. Average: Appearance and personal hygiene are good. Employee is clean, well
groomed, neat, and appropriately dressed for the job.
4. Exceeds Expectations: Well groomed; appearance and personal hygiene are
consistently commendable.
5. Achieves Excellence: Exceptional appearance setting a positive example for other
employees.
Comments:
Performance Evaluation Management Employees City of South Miami
3 of 9
3
Knowledge of job:
1. Unsatisfactory: Lacks overall understanding of the job and its importance; displays
no interest in the work.
2. Marginal: Has minimal knowledge and understanding of the job. Learns work
assignments slowly. Requires much instruction and guidance.
3. Average: Has adequate knowledge of all aspects of work assignments and
performs satisfactorily.
4. Exceeds Expectations: Very well informed. Knowledge and skills exceed
requirements. Requires limited to no supervision.
5. Achieves Excellence: Exceptionally well informed and prepared. Is able to
complete assignments in an excellent manner with only general oversight and
supervision.
Comments:-
Initiative:
1. Unsatisfactory: Lacks self - confidence; displays little drive; does not strive to
achieve.
2. Marginal: Occasionally comes up with a new idea; puts forth little effort; slow to
achieve.
3. Average: Has self - confidence; frequently suggests new ways to do things;
resourceful and uses time wisely.
4. Exceeds Expectations: Consistently uses own initiative; often suggests changes to
improve work, seeks new and better ways of doing things, is creative, and usually
finds own way to deal with emergencies.
5. Achieves Excellence: Outstanding and exceptional initiative. Develops original
and insightful solutions to complex problems and initiatives.
Performance Evaluation Management Employees City of South Miami 4
4 of 9
Comments:
Relationships With People:
1. Unsatisfactory: Is inclined to be undependable and troublesome; blunt,
uncooperative, discourteous, and often antagonizes those with whom the employee
has contact.
2. Marginal: Sometimes uncooperative, displays impoliteness.
3. Average: Works well with others; makes an honest effort to be cooperative,
follows instructions, exercises tact, and assists others as needed.
4. Exceeds Expectations: Works very well with others; very polite and very tactful in
dealing with the public and fellow colleagues; and receives constructive criticism
well. A commendable team worker who facilitates cooperation in others.
5. Achieves Excellence: Outstanding relationships with colleagues. Exceptional
techniques in dealing with the public in a positive and constructive manner.
Outstanding team leader.
Comments:
Supervisory Ability:
Performance Evaluation Management Employees City of South Miami 5
5 of 9
1. Unsatisfactory: cannot get others to accomplish assigned work.
2. Marginal: gets others to accomplish work if given detailed instructions and
constant supervision.
3. Satisfactory: gets others to accomplish assigned work within reasonable guidelines.
4. Skillful: gets others to accomplish work even under difficult conditions.
5. Exceptional: achieves outstanding work from employees under the most difficult
conditions. Inspires loyalty, teamwork and excellence in subordinates.
Comments:
Departmental/Unit Management Skills:
1. Unsatisfactory: Departmental/Unit personnel are not working as a team;
significant dissention exists.
2. Marginal: Department/Unit works as a team inconsistently; morale is low
3. Average: Department/Unit works as a team in most instances. Morale is good.
4. Exceeds Expectations: Department/Unit works very well as a team and achieves
very good results;
5. Achieves Excellence: Department/Unit works exceptionally well as a team and
achieves outstanding results. Morale is excellent
Comments:
Fiscal Management Shills:
Performance Evaluation Management Employees City of South Miami
6 of 9
L Unsatisfactory: Department/Unit does not have adequate controls and procedures,
overall expenditures are over budget.
2. Marginal: Department/Unit has marginal and has occasional unexpected budget
overruns.
3. Average: Controls are good. No unexpected variances or overruns.
4. Exceeds Expectations: Controls are very good. Variances are detected early
enough for corrective action to be developed.
5. Achieves Excellence: Controls are excellent. Variances are detected early and
incumbent develops solutions.
Comments:
Attitude:
1. Unsatisfactory: Extremely poor and negative attitude, not conducive to a good
working environment.
2. Marginal: Poor attitude, puts in little effort, resorts to complaining, rarely goes
out of way to help others.
3. Average: Generally good and positive attitude, occasionally helps others.
4. Exceeds Expectations: Very good attitude, goes out of way to be positive and
helpful, displays good team work philosophy and provides for a positive working
environment.
5. Achieves Excellence: An extremely positive attitude, sets an example to be
followed, the epitome of a team player, sets tone for an outstanding working
environment, compliments, acknowledges and motivates.
Comments:
Performance Evaluation Management Employees City of South Miami
7 of 9
7
Professional Improvement:
I MW
1. Unsatisfactory: Does not take advantage of opportunities.
2. Marginal: Sometimes shows interest in participating in training.
3. Average: Participates in training activities made available as they relate to job
responsibilities.
4. Exceeds Expectations: Always participates in available training opportunities;
seeks training to improve job knowledge and skills.
5. Achieves Excellence: Places training as a significant personal and professional
goal. Proactively seeks and helps develop meaningful training opportunities.
Comments:
Leadership Ability:
Performance Evaluation Management Employees City of South Miami 8
8Of9
1. Unsatisfactory: No attempt at providing leadership.
2. Marginal: Reactive focus on leadership needs.
3. Average: Consistent but uninspiring leadership.
4. Exceeds Expectations: Consistent and proactive leadership.
5. Achieves Excellence: Highly effective, inspiring, role model leadership.
Comments:
Inclusion & Diversity:
F-1
1. Unsatisfactory: No attempt to espouse or provide inclusion.
2. Marginal: Reluctantly participates.
3. Average: Consistent but uninspiring efforts.
4. Exceeds Expectations: Makes inclusion and diversity a priority focus.
5. Achieves Excellence: Highly effective and inspiring advocacy of inclusion and
diversity, providing leadership and setting an example by words and deeds.
Comments:
Integrity:
1. Unsatisfactory: Potential grounds for termination. O
2. Marginal: Potential grounds for disciplinary action.
3. Average: No ethical or integrity issues.
4. Exceeds Expectations: Unquestionable integrity, communicates and instills values,
ethics and integrity in employees.
5. Achieves Excellence: Unquestionable integrity, provides leadership and advocacy,
servers as a role model.
Comments:
Overall Evaluation e e or 'approiriate n m�er m t °e box Miami 1
10 of 9
Evaluator's Additional Comments (Continue on attachments as appropriate):
Employee Signature and Date
Evaluator Signature and Date
Does this report include attachments? Yes
Department Head Signature and Date
City Manager Signature and Date
Employee's signature of the Performance Evaluation does not constitute approval, but rather to
show that he /she has read, discussed and received a copy of this document and any attachments, and
shall file promptly with Human Resources Department such statements or explanations which he /she
may desire to add. Employee's refusal to sign document will in no way invalidate report.
Performance Evaluation Management Employees City of South Miami 11
11 of 9
.r•
CITY OF SOUTH MIAMI
30B DESCRIPTION (DRAFT) TE REVISED: 03.10.03
70B TITLE: City Manager FLSA STATUS: Exempt
REPORTS TO: City Commission
GENERAL SUMMARY
Performs high level professional and administrative duties serving in a critical decision making
role managing the operation and administration of the City government. Will make
recommendations to the City Commission in the development of overall administrative
policies and give policy guidance and interpretation to department heads. The City Manager
will keep the Commission fully informed as to current and projected financial conditions and
needs of the City.
SUPERVISION RECEIVED &EXERCISED
Directs and supervises, through the direction of the City Commission, the daily operations of
the City government. General and specific assignments are received and work is performed
with considerable latitude for the use of independent judgment, limited only by the City
Commission.
DUTIES AND RESPON5IE5ILI I Its
1. The City Manager shall be the Chief Executive Officer and head of the administrative
branch of the City government. City Manager shall be responsible to the Commission
for the proper administration of all affairs of the City.
2. Appoints, suspends, demotes and or /removes non - elected officers or employees, when
necessary for the good of the City, providing such removal does not conflict with Civil
Service provisions.
3. Responsible for the preparation of the budget annually and submit it to the Commission
and be responsible for its administration after adoption.
4. Submit to the Commission and make available to the public a report every month on
the finances and administrative activities of the City, together with his or her
recommendations.
5. Prepare and submit to the Commission at the end of the fiscal year, a complete report
on the finances and administrative activities of the City for the preceding year.
6. Direct and supervise the administration of all departments offices and agencies of the
City, except as otherwise provided by Charter or by law.
7. Advises and consults with department heads in making recommendations on their
behalf to the City Commission.
8. Attend all Commission meetings and all other meetings as directed with the right to
take part in discussion.
9. Responsible to contract for the purchase of any goods or services for any department
of the City in an amount up to and including ($5,000). All contracts for goods and
services in excess of ($5,000) must be approved by the City Commission.
10. The City Manager shall report all expenditures to the City Commission monthly.
11. Receives information requests and complaints regarding services and resolves problems
with the public.
12. Reviews correspondence addressed to the City Manager's office and drafts the
responses.
13. Ensures that the laws and ordinances of the City are enforced.
Page Two
City Manager Job Description
14. Will ensure that all terms and conditions on all contracts, are faithfully kept and
performed.
15. Performs all other tasks as required by the City Commission.
MINIMUM QUALIFICATIONS REQUIRED
Bachelor's Degree required in Public Administration /Accounting /Finance/ or Business
Administration. Masters Degree in Business Administration /Public Administration and /or
combination of experience and education as deemed appropriate preferred. Extensive
experience in local government required-and /or combination of experience and
education.
KNOWLEDGE, SIQLLS AND ABILITIES REQUIRED TO PERFORM JOB
• Knowledge of the principles, practices, procedures and functions of public administration and
local government.
• Knowledge of City rules, regulations and ordinances.
• Ability to make decisions, determine and initiate solutions to problems.
• Knowledge of policies and procedures of budget management.
• Considerable knowledge of community dynamics including intergovernmental relations.
• Ability to make decisions, determine and initiate solutions to problems.
• Ability to conduct, search, compile.and analyze data and write reports.
• Ability to maintain effective working relationships with the general public, co- workers and
appointed officials.
Knowledge of State, Local and Federal Grants and Grant writing.
Working knowledge of modern office practices and procedures.
Proficiency in computer software.
Ability to communicate clearly and concisely both orally and in writing.
SOUP
4- City of South Miami
PERFORMANCE EVALUATION FORM
• INCORPORATED •
1927 CITY MANAGER
C O Rx0
P
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
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 Often fails to meet standards of work performance.
Effective
1 - Ineffective 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:
3- Effective
2- Marginally Effective
1 - Ineffective
DATE