HomeMy WebLinkAbout04.06.04 Work Session Packet
City of Farmington
325 Oak Street, Farmington, MN 55024
(651) 463-7111 Fax (651) 463-2591
www.cLfarmington.mn.us
TO: Mayor and Councilmembers
FROM: David Urbia, City Administrator
SUBJECT: City Administrator Expectations Workshop
DATE: April 6, 2004
DISCUSSION
I thank you for taking the time to meet to go over your expectations that you have of me for the
upcoming year. I believe this will be extremely beneficial, so that I can focus my efforts on
meeting and exceeding those expectations.
I would like to suggest that we discuss where you would like to see the city in approximately one
years time (at my review) - what do you want accomplished to say it has been a good year. In
doing this, you will provide me a sense of your priorities, so that staff, you, and I can focus
energy on those priorities.
Some ideas for issues of discussion include how you wish for me to handle the following:
the issuance of MUS A;
equipment replacement;
strategic planning regarding staffing levels;
facilities, such as City Hall and a satellite fire station;
upcoming budget cycle including the capital improvement plan (and the Pavement
Management System);
community involvement;
relationship with ISD 192; and
council/staff - roles/relationships.
Respectfully submitted,
-.....-- ~
' 4-A{ .
avid M. Urbi
City Administrator
APPRAISAL OF PERFORMANCE
Position:
Date:
Evaluation of City Adminiqrator
Explanations and Directions
Perfonnance Evaluation as Team Building
..............................................................................................
Evaluation as Team Building
If evaluation is to be, in die truest sense. a means of team building. certain conditions must prevail. The two
processes must be compatible and interrelated in the following ways:
1. Evaluation is basically a means, not an end in itself. .
2. The trust level between the evaluatee and evaluators must be high.
3. The roles each are to tulfil1 must be clearly indicated and ~,
4. Responsibilities are matcbl'!d with pre-detenDined standards of nerformance.
Defmition of Roles
A. Policy Board
1. Conduct annual assessments of performance of the City Administrator.
2. Respect the prerogatives of the City Administrator insofar as operational management function of
of the organization is concerned and the policy function of the Council.
3. Make assesSlD/"'l'lts in general terms except in instances where specific
improvements are needed or when explicit com1N'.ndationS are due.
B. City Administrator
1. Accepts the prospects of annual evaluations.
2. Understands the scope and thrust of the evaluations.
3. Expects the evaluations to adhere to the eStablished procedures for
evaluating the performance of the City Administrator.
Pre-Detennined Perfonnance Standards
A performance standard is defined as the condition that will exist when a responsibility of function is successfully
performed. It is essential that a performance standard be established, at the outset. for each of the eight major
areas of responsibility of the City Administrator. This is necessary in order to use the rating scale effectively.
~or Areas of Responsibility
It should be reiterated that in determining the appropriate level of expectations. actual performance must be
measured in relation to the indicated standard of performance.
Eight major areas of responsibility are identified as the basis upon which assessments are to be made.
Descriptions are provided under each to clarify the meaning and content of the area. However. the evaluatio
made of the major area.
Rating Symbols
~. rating symbols arc ~ to make the ~t$ as follows:
. .E = Exceeds Expectations (performance bas been above. reasonable expectatiOns.)
M _ Meets Expectations (pe:tformancc bas attained a level of reasonable expectations.)
B _ Below Expectations (pe.tformance bas been below reasonable expectations.)
As indicated earlier, without more precise definition.of the term "expectations", it is possible that ambiguity will
result in the use of the term. In order to help avoid this possibility, the concept of performance standards is
used.
It will be noted that in connection with each major area. a performance standard is stated. including the
conditions that have to be met in order to decide the extent to which "expectations" have been met.
Eight Major Areas or ResPonsibility
L OrganizJltional Management
n. Fisca1JBusiness Management
m. Program. Development and Follow-Through
IV. Relationship with the Council
V. Long-Range PlanDing
VI. Relationship with Public and Private Sector Organizations
vn. Interagency Relations
vm. ProfessionalJPcrsonal Development
Ratin2
ResooosibiIity .
Performance Standard
~
M
L Organizational Management
Organizational Management
win be considered effective
a majority of the conditions have
been successfully 1UlfiIled:
---1i
Evaluation and keeping up with
technology.
a. Well qualiti~ promising persons
are recruited and employed.
b. Employees are appropriately
placed, contributing to a high
retention rate.
c. Supervisory tecbniques
motivate high performance.
d. Complaints to the Council are
not common.
e. The organization is aware
of new trends in teclmology.
Plans and organizes the work
that goes into providing services
established by past and current
decisions of the Council.
Plans and organizes wolk that
carries out policies adopted
by the Council and developed
by staff.
Selecting, leading, directing and
developing staff members.
Comments:
Observations of Evaluators:
(Use this space also to indicate the impact upon the teamwork factor)
SUI!2e5tions for Immovement: (Specific area(s) that needstrengtheDing)
Commendations: (Area(s) of petformance calling for praiselcomm~dation)
Comments from the City. Administrator:
Rlltin2
Resoonsibilitv
Perfonnance Standard
_E
_M
_B
IT. FJSCl1IIBusiness Management
Fisc:alJBusineSs Management
will be considered effective
when .. majority of the
conditions have been success-
fully 1i1lfilled:
Plans and organizes a system of
reports for the Council that
provide most ~ data
available conceming expenditures
and revenue.
a. Budget preparation and
management are thorough and
effective.
b. Cost-effective measures are
persistently pmsued.
c. FiftlmMal reporting is timely
and readily understandable.
d. Physical facilities management
is efficient.
e. An adequate data base is established
and maintained.
Plans and organizes the prep-
ation of an annual budget with
doclJQ'IM'tation, de. that
conforms to guidelines adopted
by the CounciL
Plans, organizes and supervises
most economic utilization of man
. power/materialslmachinery.
Plans and organizes maintenance of
facilitieslbuildings/equipment.
Comments:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SU2'2'estions for Imorovement: .(Specific area{s) that need strengthening)
Commendations: (Area(s) of performance calling for praiselcommendation)
Comments from the City Administrator:
RaMi!
Resoonsibilitv
Performance Standard
_E
_M
_B
.m. Program Development
Program planning techniques .
and procedures will be
considered effective wbe:Ila
majority of the conditiODS have
been successfully fulfilled:
M:ainhlinlll knowledge of current
and iDnovative trends in the
area of services being provided
and incorporates that knowledge
in program suggestioos and research.
a. Ongoing programs and services
are fully responsive to the
organizatiOn's needs.
b. Monitoring procedures are in
place and functioning well.
c. Measurable outcomes (to the
extent possible) are used to
determine success in prograni
planning.
d. The City Administrator can be depended upon
to fQllow through.
e. Makes most effective use of available
Staff talenL
Plans and organizes on-going
programs and services to the
orgmiDtion.
Plans and organizes work involved
in rcscuching program
suggestions by Council"and
Staff and the reporting
of the results of analysis.
Plans and organizes work assigned by
the CoUncil so that it is completed with
dispatch and efficiency.
Plans, organizes and supervises implementation
of programs adopted or approved by the Council.
Comments:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
Suuestions for ImDt'Ovement: (Specific area(s) that need strengthening}
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from theCitv Administrator:
Ratin2
Resoonsibilitv
Performance Standard
_E
IV. Relationship with. Council
. Relations with. the Council willbe
coDSidered effective when a majority of the
conditions have been fUlfilled .
_M
_B
PlaDs and organizes materials
for presentations to the Council.
either verbally or wri~ in
the most conc;isc. clear and
comprehCusive inanner possible.
L Materials. reports. presentations and.
recommendations are clearly and .
convincingly made.
b. Communications are made in a timely.
forthrigh~ and open. manner~
c. Responses to requests are made promptly
and completely.
d. Recommendations appear to be thoroughly
researched. -
Co Adequate information is proVided to the
Council to make decisions.
f. A system is in place to report to the
Council curreut plans. activities. and events.
Maintains effective communi-
cations, both verbal and
written, with the Council.
~ lIintllin!l availability to the
Council either personally or
through designated subordinates. .
Comments:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SU~2esti6ns for Immovement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praiselcoounenc:l;ltion)
Comments from the City Administrator:
Ratin2
Resoonsibilitv
Performance Standard
E
~
V. Long Range Planning
Strategic planning will be coosidered
effective when a.majority of the conditions
have been successfully fulfilled: .
_M
_B
Maintains a knowledge of new technologies
systems, methods, de. in relation to .
services offered.
a. A wen constrUCted.long-range (strategic)
plan is cum:ndy in opetation.
b. Annual operational plans uec:anied out
Co An on-going monitoring process is in
operation to attain aualitv assurance
in program and project implementation.
Keeps the Council advised of new and
impending legislation and developments
in the area of public policy.
d. Program evaluation and personnel
evaluation ue inter-related with the
strategic planning process.
e. A marketing strategy is developed and
monitored.
Plans and organizes a process of program
planning in anticipation of future needs
and problems.
Establishes and maintains an awareness of
developments occurring within other testing
centers or other jurisdictions that may
have an impact on City activities.
Plans, organizes and maintains a process
for establishing goals to be approved
or adopted by the Council and monitoring
and status reporting.
CoJDJDCDts:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamworlc: factor)
SU22eStions for Imnrovement: (Specific area(s) that need strengthening)
CotDJDCmdations: (Area(s) of performance calling for praise/commendation)
Comments from the Citv Ad~nistrator:
Rating
Resoonsibititv
Performance Standard
_E
_M
_B
VI. Relationship with Publici
Public Relations
Communication services will be consideied
effective when a majority of the conditions
have been successfully fulfilled.
L ContacU with the media ue timely and
~~e. .. .
b. Publications are varied and consistently
well-received by the citiz.en&
Plans, organizes and maintains training of
employees in coDlaCt with the public, either
by phone or in person-
Establishes aDd mllinhlin!l an image
to the conmmnity that represents
service, vitality and professiOD,Jimn-
Co Feedback from the public and the
colDDlUlJity leadership is positive.
d The City has a good image with comparable.
organizations. .
Establishes and maintains a 1iaisOD with private
non-gove:mlJ'l"!l'ltRJ agencies, organiz3tions and
groups involved in areas of concem that relate
to services or activities of the City.
Comments:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SU22estions for Imnrovement: (Specific area(s) that need strengthening)
Commendations: (Area(s) of performance calling for praise/commendation)
Comments from the City Administrator:
Rabn2
.E
M
.--,--B
Comments:
., ResoonsibiIitv
vn. Interagency Relations
Maintains awareness of developments and
plans in other jurisdictions that may relate
to or affect the City.
Establishes and ~ntllin!ll a liaison with
other' agencies in those areas of service
that improve or euftllnl'J!'!the City's programs.
MlImtllin!ll communications With govem-
mezita1 jurisdictions with which the City
is involved or interfaces.
Performance Standard.
Intergovernmental relations will be
considered effectivo when a majority
of the couditions have beea. successfully
fulfilled:
a. Sufficient activity with professional
organizations.
b. Regarded as leader by agency officials.
c. Provides examples of good ideas from
other jurisdictions.
d. positive re1ationsbipwith other
agencies.
e. Good cooperation with cities,
counties, and state agencies.
f. Good relationship with universities
and colleges.
observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SU22eStions for IIIlDfOvemeot: (Specific area{s) that need strengthening)
Conunendations: (Area(s) of performance calling for praise/commendation)
Cornmeuts from the City Administrator:
'.
- RatlD2
Resoonsibilitv
Perfonnance Standard
-1E
M
VIII. ProfessionallPersonal
Development
Professional and personal
competencies win be considered
effectivo when a majority of the
conditions havo been successiulIy
fulfilled.
B
MlIinhlin!l awarcDess and value of
broa~"",i"g professioul and personal
developmenL
a. Management teclmiques show evidences
of innovation, imagination and decisiveness.
b. Synergetic teclmiques are fostered.
c. Verbal communication is co~able.
Demonstrates imaginative leadership
initiatives.
Ability to build cohesiveness in Staff.
Decisiveness in leadership performance.
Effectiveness in verbal commuaications.
Comments:
Observations of Evaluators:
(use this space also to indicate the impact upon the teamwork factor)
SU~2estiODS for Imorovement: (Specific area(s) that need strengthening)
Conunendations: (Area(s) of performance calling for praiselcomrnP.n~on)
Comments from the City Administrator.
,