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HomeMy WebLinkAboutReso 73-15 Establishing an annual City Manager Evaluation PolicyRESOLUTION NO.73-15 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MORRO BAY, CALIFORNIA ESTABLISHING AN ANNUAL CITY MANAGER EVALUATION POLICY THE CITY COUNCIL City of Morro Bay, California WHEREAS, the Morro Bay City Council is responsible for hiring a City Manager and adopting goals and objectives to direct the affairs of City government; and WHEREAS, the City Manager is empowered to perform a number of broadly defined duties in order to implement City policies, goals and objectives established and adopted by the City Council; and WHEREAS, it is appropriate the City Manager's performance in accomplishing his/her assigned duties be evaluated by the City Council at minimum on an annual basis. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Morro Bay, California, as follows: Section 1. The attached City Manager Performance Evaluation form (Exhibit A hereinafter referred to as "form") shall be used for the annual evaluation of the City Manager. The form will be distributed to each Council Member and City Manager by the City Attorney or Council designee during the first week of December. The City Manager will complete a self -evaluation using the same form. Each Council Councilmember and the City Manager will individually complete the form and return it to the City Attorney or Council designee by January first. The City Attorney or Council designee will prepare a Summary of the City Manager Performance Evaluations (hereinafter referred to as "Evaluation Summary") submitted by the individual Council Members and provide the Evaluation Summary to the City Council for its review and approval. Section 2. After the City Council has approved the Evaluation Summary, the City Attorney 'or Council designee shall give a copy of the Evaluation Summary and the City Manager self -evaluation to each Council Member and the City Manager. As soon thereafter as possible, the Council shall meet with the City Manager in closed session and review in detail the Evaluation Summary, including stated goals, and the City Manager self -evaluation: Following the closed session meeting, the City Manager will prepare a written response, which shall be given to each Council Member. At its discretion, the City Council may meet in one or more closed sessions to consider the response and whether to modify any part of the Evaluation Summary and the nature and extent of any modifications. If amended, then the amended Evaluation Summary will be presented to the City Manager. A final copy of the Evaluation Summary, reflecting the vote and signed by each Council Member, and the City Manager's self -evaluation shall be given to the City Manager and a copy shall be placed in the City Manager's personnel file. Council Member's individual evaluation forms will be placed in a sealed envelope and retained by the Personnel Department accessible only to seated Council Members for the tenure of the City Manager's employment. Section 3. In February of each year, the City Manager shall submit a written report to the City Council outlining initiatives and priorities to be accomplished during the next fiscal year in accordance with the City's adopted Strategic Planning Framework Policy (current policy is attached as Exhibit B). He/she may include both long and short range goals. The City Manager, in preparing his/her recommendations, shall give consideration to goals outlined or directed by the City Council during the recent evaluation process. Section 4. The provisions of this resolution shall be incorporated into the City's Administrative Policy Manual. Section 5. The Mayor shall sign and the City Clerk shall attest to the passage and adoption of this resolution, and the same shall thereupon take effect PASSED AND ADOPTED by the City Council of the City of Morro Bay at a regular meeting thereof held on the Bch day of December, 2015 on the following vote: AYES: Irons, Headding, Johnson, Makowetski, Smukler NOES: None ABSENT: None o JA E L. I ONS, M or ATTEST: InAN�WANMON,City Clerk CITY OF MORRO BAY CITY MANAGER PERFORMANCE EVALUATION EVALUATION PERIOD: City Council Member's Name TO Each Member of the City Council should complete this evaluation form, sign it in the space below, and return it to performance evaluation is The deadline for submitting this Evaluations will be summarized and included on the agenda for discussion at the work session on City Council Member's Signature Date Submitted Exhibit A Resolution 73-15 Page 1 of 8 Initials CITY OF MORRO BAY CITY MANAGER PERFORMANCE EVALUATION SUMMARY EVALUATION PERIOD: Its] Based on the City Manager Performance Evaluations submitted by each City Council Member, this City Manager Performance Evaluation Summary ("Evaluation Summary") was prepared by: Name and Title Date The Morro Bay City Council approved the Summary Evaluation and presented it to the City Manager at a Closed Session Meeting held on the day of on the following vote: AYES: NOES: ABSENT: Mayor's signature Exhibit A Resolution 73-15 Page 2 of 8 Initials INSTRUCTIONS This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the City Manager's performance. 5 = Excellent (almost always exceeds the performance standard) 4 = Above average (generally exceeds the performance standard) 3 = Average (generally meets the performance standard) 2 = Below average (usually does not meet the performance standard) 1= Poor (rarely meets the performance standard) Any item left blank will be interpreted as a score of "3 = Average" This evaluation form also contains a provision for entering narrative comments, including an opportunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly. Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page, enter the date the evaluation form was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a summary report to be presented by the governing body to the City Manager as part of the agenda for the meeting indicated on the cover page. PERFORMANCE CATEGORY SCORING INDIVIDUAL CHARACTERISTICS Diligent and thorough in the discharge of duties, "self-starter" Exercises good judgment Displays enthusiasm, cooperation, and will to adapt Mental and physical stamina appropriate for the position Exhibits composure, appearance and attitude appropriate for executive position Add the values from above and enter the subtotal of -5 = score for this category Exhibit A Resolution 73-15 Page 3 of 8 Initials 2. PROFESSIONAL SKILLS AND STATUS Maintains knowledge of current developments affecting the practice of local government management Demonstrates a capacity for innovation and creativity Anticipates and analyzes problems to develop effective approaches for solving them Willing to try new ideas proposed by the Council and/or staff Sets a professional example by handling affairs of the public office in a fair and impartial manner Add the values from above and enter the subtotal of =5 = score for this category 3. RELATIONS WITH ELECTED MEMBERS OF THE CITY COUNCIL Carries out Council directives as a whole as opposed to those of any one Member or minority group Sets meeting agendas that reflect the guidance of the Council and avoids unnecessary involvement in administrative actions Disseminates complete and accurate information equally to all Members in a timely manner Assists by facilitating decision making without usurping authority Responds well to requests, advice, and constructive criticism Add the values from above and enter the subtotal of -5 = score for this category 4. POLICY EXECUTION Implements Council actions in accordance with the intent of Council Supports the actions of the Council after a decision has been reached, both inside and outside the organization Understands, supports, and enforces local government's laws, policies, and ordinances Exhibit A Resolution 73-15 Page 4 of 8 Initials. Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness Offers workable alternatives to the governing body for changes in law or policy when an existing policy or ordinance is no longer practical Add the values from above and enter the subtotal of =5 = score for this category 5. REPORTING Provides regular information and reports to the Council concerning matters of importance to the local government, using the Morro Bay Municipal Code and adopted policies as a guide Responds in a timely manner to requests from the Council for special reports Takes the initiative to provide information, advice, and recommendations to the Council on matters that are non -routine and not administrative in nature Reports produced by the City Manager are accurate, comprehensive, concise and written to their intended audience (W Produces and handles reports in a way to convey the message that affairs of the organization are open to public scrutiny Add the values from above and enter the subtotal of =5 = score for this category 6. CITIZEN RELATIONS Responsive to requests from residents Demonstrates a dedication to service to the community and its residents Maintains a nonpartisan approach in dealing with the news media Meets with and listens to members of the community to discuss their concerns and strives to understand their interests Gives an appropriate effort to maintain resident satisfaction with City services Add the values from above and enter the subtotal of -5 = score for this category Exhibit A Resolution 73-15 Page 5 of 8 Initials 7. STAFFING Recruits and retains competent personnel for staff positions Applies an appropriate level of supervision to improve any areas of substandard performance Stays accurately informed and appropriately concerned about employee relations Professionally manages the compensation and benefits Promotes training and development opportunities for employees at all levels of the organization Add the values from above and enter the subtotal of =5 = score for this category SUPERVISION Encourages head of departments to make decisions within their jurisdictions with minimal City Manager involvement, yet maintains general control of operations by providing the right amount of communication to the staff (W Instills confidence and promotes initiative in subordinates through supportive rather than restrictive controls for their programs while still monitoring operations at the department level Develops and maintains a friendly and informal relationship with the staff and work force in general, yet maintains the professional dignity of the City Manager's office. Sustains or improves staff performance by evaluating the performance of staff members at least annually, setting goals and objectives for them, periodically assessing their progress, and providing appropriate feedback Encourages teamwork, innovation, and effective problem -solving among the staff members Add the values from above and enter the subtotal of =5 = score for this category Exhibit A Resolution 73-15 Page 6 of 8 Initials 9. FISCAL MANAGEMENT Prepares a balanced budget to provide services at a level directed by Council Makes the best possible use of available funds, conscious of the need to operate the City efficiently and effectively Prepares a budget and budgetary recommendations in an intelligent and accessible format Ensures actions and decisions reflect an appropriate level of responsibility for financial planning and accountability Appropriately monitors and manages fiscal activities of the organization Add the values from above and enter the subtotal of -5 = score for this category 10. COMMUNITY Shares responsibility for addressing the difficult issues facing the City of Morro Bay Avoids unnecessary controversy Cooperates with neighboring communities and the County Helps the Council address future needs and develop adequate plans to address long term trends Cooperates with other regional, State and Federal government agencies Add the values from above and enter the subtotal of =5 = score for this category TOTAL PERFORMANCE CATEGORY SCORE: Add the score for categories 1-10 and enter the subtotal of -10 = Exhibit A Resolution 73-15 Page 7 of 8 Initials NARRATIVE EVALUATION 1. Strengths 2. Weaknesses 3. Opportunities 4. Threats PERFORMANCE OBJECTIVES FOR COMING YEAR What does the Manager do that you would like him/her to continue, or is there anything you would like him/her to do differently? In what areas should the Manager focus his/her attention in the coming year? Exhibit A Resolution 73-15 Page 8 of 8 Initials RESOLUTION NO.72-15 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MORRO BAY, CALIFORNIA, ESTABLISHING THE STRATEGIC PLANNING FRAMEWORK POLICY THE CITY COUNCIL City of Morro Bay, California WHEREAS, at the August 11, 2015, City of Morro Bay regular City Council meeting, the Council unanimously approved the Strategic Planning and Budgeting Framework concept presented and directed staff to develop a Strategic Planning Framework policy to be adopted at a future meeting; and WHEREAS, in accordance with City Council direction, staff has prepared a Strategic Planning Framework White Paper which is attached as Exhibit A. NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Morro Bay, the Strategic Planning Framework Policy is named and established as defined in the attached Exhibit A. PASSED AND ADOPTED by the City Council of the City of Morro Bay, at a regular meeting thereof held on the 8"' day of December, 2015, by the following vote: AYES: Irons, Headding, Johnson, Makowetski, Smukler NOES: None ABSENT: None JAMI . IRONS, Mayor IA" &SWCity Clerk Exhibit B Resolution 73-15 RESOLUTION NO. 72-15 EXHIBIT A WHITE PAPER Strategic Planning Framework November 5, 2015 I. PURPOSE The purpose of this paper is to describe the City of Morro Bay Strategic Planning framework. This framework, to be adopted by the City Council, provides direction on annual, biennial and quadrennial planning and budgeting tasks and processes the City will follow. II. OVERVIEW The City has many plans, including a General Plan (GP), Local Coastal Plan (LCP), Economic Development Strategic Plan (EDSP - under development in 2015/16), Parking Management Plan and other particular plans. Those plans are essential to provide long-term guidance for the City. And, in particular, the GP/LCP provides strategic direction not only in land -use but in many other areas. However, the City also needs a regular process to set more general goals, and to identify specific, measurable objectives to reach those goals. This process must also ensure those objectives are considered in the annual budgeting process. This Strategic Planning Framework does that. In general, the City Council will set / refine broad goals every four years. Every two years the Council will identify specific objectives associated with each goal for staff to complete. Every year during the budget process, those objectives will be budgeted against. In addition to this Strategic Planning Framework, the City is developing fresh Vision, Values and Mission statements that should inform all of our planning efforts, and goal / objective setting in particular. III. DEFINITIONS The following definitions are important to understand the City's Strategic Planning Process: City Mission Statement — The Mission Statement is a Council -approved statement that describes the basic / essential tasks the City must provide, and a statement toward the purpose of executing these tasks. The mission statement is focused on the purpose of the City Government, not the broader community. The City mission statement might begin something like: "The City of Morro Bay provides Public Safety, Recreation, and other key municipal services in order to ...." Community Vision and Values Statements. Community vision and values are also Council -approved, semi -permanent statements, developed with significant community Page 1 of 3 input, that describe what we want our community to be (Vision) and what ideals our community considers of essential importance (values). • City Core Tasks. Core tasks are functions that we should always be doing well and they should be addressed in our City mission statement. A core task might be: "Maintain City Infrastructure", or "Provide Public Safety". • City Goals. Goals are broad projects we want to accomplish over a long-term (4-6 year) period, usually because they are big enough and broad enough they can't be accomplished in a year or two. An example of a goal is: "Improve Streets". • City Objectives. Biennial objectives are specific, discreet, medium -term (1-2 year) projects that support a more general goal, are feasible and achievable if appropriately resourced, and can be directly budgeted against. An example of an Objective related to the Goal "Improve Streets" could be: "Repave 10% of streets in FY16/17 and FY 17/18". IV. PROCESS Following is a written description of the City's Strategic Planning Framework depicted below in figure 1. • The process begins in December of each election year with the seating of a new Council. • The new Council begins a planning process to set biennial budget objectives for the upcoming two budget years. • This objective -setting planning process normally occurs in January and February with two-year objectives set by the last Council meeting in February. • Council -approved objectives are then used by staff and Council to develop the annual budget in March — May of each year. • Every four years (Presidential election years) the new Council also reviews and updates the City's Goals. The City should work to ensure goals are items in which real improvement is needed and achievable. Generally, goals should not be "maintain", but should be "improve". Any new Council could, of course, resolve to deviate from this Strategic Planning Framework and modify City goals outside of the specified four-year window. However, for organizational efficiency and community stability, the City should strive to keep goals for at least four years, using biennial objective setting and annual budgeting to affect change and adjust priorities. • On a semi-annual basis, normally in the fall of each year, staff updates the Council on the status of the two-year budget objectives in an Annual Goals Update report and special Council Meeting. • In March — May each year, the staff and Council develop a 1-year budget for the upcoming fiscal year: July 1 to June 30 of the following year. The two 1-year budgets every 2-year goal/objective period provide the Council ample opportunity to reallocate resources to achieve, or "weight" specific City Goals and Objectives. • This entire process is underpinned and informed by a continuing 10-year budget forecast process that is updated annually in Jan — Feb. Every other year the 10-year forecast is Rev. 11/05/15 Strategic Planning White Paper Page 2 of 3 updated by an external professional consultant. In the off years it is updated internally by (W staff. Transition Plan for the Morro Bay Strategic Planning and Budgeting Framework Overview. Beginning in December 2016 the City of Morro Bay executes a 4-2- Elections— Nov even years, new Council seated in early 1 Strategic Planning and Budgeting process. January • Following each election, the new council meets in Jan / Feb to establish 2- year objectives supporting each existing City Goal. Biennial Planning — Every other year In Jan and Feb Council • Every four years this process begins in December and includes renewal of + updates 2-year objectives. every the City's goals. 01 year Council also updates 4- • The staff then uses the new objectives to inform creation of the City's year goals. annual budget. }- Annual Budgeting — Every year in May and Jun Council updates • The entire process is underpinned by a 10-year budget forecast that is approves a 1-year budget. professionally (externally) updated every other year and internally updated every year. Figure 1 — Strategic Planning and Budgeting Framework V. SUMMARY This Strategic Planning and Budgeting Framework is intended to complement the City's broader and more specific plans, including the General Plan, Local Coastal Plan, Economic Development Strategic Plan and other land -use and issue -specific plans. The above mentioned plans coupled with this Goals and Objectives process should serve, taken as a whole, as the City's strategic plan. Following full implementation of the ongoing GP/LCP rewrites in 2017, and 10-year Economic Development Strategic Plan in 2016, the City could consider if an additional, formal, 10-year strategic plan is required. David W. Buckingham City Manager November 5, 2015 Rev. 11/05/15 Strategic Planning White Paper Page 3 of 3