6.7. SR 04-08-2013 �i
ilk _ REQUEST FOR ACTION
River
TO ITEM NUMBER
Mayor and City Council 6.7
AGENDA SECTION MEETING DATE PREPARED BY
Work Session Aril 8, 2013 Cal Portner, City Administrator
ITEM DESCRIPTION REVIEWED By
City Administrator Performance Review Process
REVIEWED BY
ACTION REQUESTED
Review and discuss the city administrator performance review process.
BACKGROUND/DISCUSSION
At the March 18, 2013, Council Meeting Mayor Dietz,requested the Council discuss performance review
timing and processes.
Attached is an evaluation form utilized by the Mayor in the past that was sent to each Council Member as
well as an evaluation tool used by a number of other cities and a copy of a page from ICMA Knowledge
Network that includes different evaluation tools and other information on the evaluation you may find
useful.
The last item that is included is the city administrator position profile that outlines capabilities and
professional responsibilities
ATTACHMENTS
• Dietz Evaluation Tool
• MASTER—City Administrator Evaluation
• July 7, 2011,ICMA Knowledge Network article
• Elk River Position Profile
P011AEU a
N:APublic Bodies\City Council\Council RCA\Agenda Packet\04-08-2013\CA Evaluation Staff report.docx INATUREI
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Cal Portner
Performance Evaluation
Spring, 2013
Sebring
5 Far exceeds expectations: Proactive, Outstanding, Excellent
4 Exceeds expectations: Very Good, A Strength
3 Meets Expectations: Meets the position requirements
2 Improvement necessary: Does Not meet expectations
I Unacceptable
U/A Unable to evaluate
COMMITMENT TO CUSTOMER SERVICE
(Internal and external)
1. Shows diplomacy, respect and sensitivity in
dealing with citizens and customers.
2. Demonstrates care and concern about
the quality of service to citizens and customers
3. Responds to citizens and customers
in a timely and appropriate manner.
4. Maintains good working relationship with
citizens and customers.
S. 'V'iews complaints as an opportunity to
creatively solve issues and responds with
composure to criticism and/or complaints.
Comments:
COMMUNICATION
1, Communicates appropriately in spoken
and written word.
2. Demonstrates good listening skills
3. Shares information accurately and in a timely manner
4, Respects confidentially and privacy of others.
5, Is receptive to feedback and other opinions.
6. Communicates expectations to others effectively
Comments:
BEHAVIORAL EXPECTATIONS
i. Is flexible and exhibits a willingness
and ability to adjust to changing conditions
or priorities.
2. Takes initiative to identify and act on problems
3. Leads by example and is involved in
continuous learning.
4. Is responsive to others needs or requests
(i.e. citizens,developers, employees etc).
5. Is able to deal constructive with conflict.
focuses on the situation or issue not the person.
b. Is able to independently generate new
thoughts and ideas.
7. Demonstrates respect for employees,
citizens, developers, and others. Maintains
self, confidence and self-esteem of others.
8. Is able to solve problems and make decisions.
9. Works effectively with others, Maintains
constructive relationships with department
heads and employees
Comments:
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PERSONNEL ADMINIST.TIATION
1, Cooperates with and supports department
heads to accomplish team goals.
2. Performs the basics of supervision (i.e.,
completes reviews on time, conducts staff meetings,
provides regular feedback to employees, etc.)
3. Analyzes situations and considers alternatives
before making decisions.
4. Addresses employee issues in an appropriate
manner, place and time.
S, Takes timely and appropriate disciplinary action.
6. Recognizes and encourages positive
employee actions and behaviors.
Comments:
MANAGEMENT QUES'TYONS
I. Manages, monitors and makes
effective use of money, materials and
human resources.
2. Assesses, evaluates and effectively
delegates authorize and responsibility in accordance
with employees' capabilities to make the best use of their
talents, skills and knowledge,
3. Keeps others informed on issues that
affect the City.
4. Observes rules and regulations (i.e. Data Privacy
Act, Personnel Policies, OSHA, etc.)
5. Understands issues from a Citywide and
departmental point of view.
6. Complies with all statues, rules, policies,
procedures and reporting requirements in a
timely and accurate manner.
Comments:
LEADERSHIP
1. Provides leadership to organizational efforts
within the City and serves as a role model.,
2. 'Willingly helps others to reach their potential,
Identifies and crates opportunities to help others in
acquiring and developing their skills and abilities.
3. Promotes a positive, constructive and
supportive work environment.
4. Fosters good will and represents the
City in a professional manner,
5. Effectively plans for both long term
and short term needs of the City.
6. Utilizes employees in a manner which
recognizes and develops their skills and training.
7. Empowers others to explore creative ways to
complete job responsibilities.
8. Encourages the expression of differing points of view.
9. Aligns employee performance toward a shared
organizational and City vision.
Comments:
,
What should this employee START doing to be more effective?
What should this employee STOP doing to be more effective?
What should this employee CONTINUE doing to be more effective?
What do you see at this person's greatest strength?
f
What do you see as this person's greatest need for improvement?
Other comments:
Performance Evaluation
City Administrator
2013
Evaluation of
Major Areas of Responsibility
Seven major areas of responsibility are identified. Performance rating is based on the
standards outlined after each area is defined. The rating should be based on the overall
performance of that area. Specific comments can identify areas of concern or areas where
performance is outstanding.
Rating Levels
Please use one of the three levels to describe overall performance.
E =Exceed Expectations
Performance exceeds requirements for major accountabilities.
M=Meets Expectations
Performance meets requirements. Results are satisfactory.
B = Below Expectations
Performance needs improvement. Results are acceptable but not
satisfactory.
AREAS OF RESPONSIBILITY
L Organizational Management
II. Fiscal/Business Management
III. Relationship with Mayor/Council
IV. Long Range Planning
V. Relationship with Public/Public Relations
VI. Intergovernmental Relations
VII. Professional/Personal Development
L Organizational Management
Selects, leads, directs, and develops staff that evidence flexibility and adaptability.
Directs the organization so that services are provided as established by past and
current decisions of the Council. Directs and organizes the work that achieves the
goals and policies adopted by Council and developed by staff. Evaluates and
assigns appropriate staff to handle public requests, complaints or areas of concern
brought to the attention of staff by Council and staff. Evaluates best practices and
available technology for appropriate use by the organization.
Some examples of effective organizational management:
a. Employees at all levels are motivated, customer-service oriented and well
managed.
b. Supervisors and managers are well trained.
c. Complaints and requests referred from City Council are handled
expeditiously and with full communication to the customer and follow up
with Council members.
d. The organization is in tune with best practices and constantly evaluates
new methodology and technology for cost effectiveness and customer
satisfaction.
e. Makes most effective use of available staff talent.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
II. Fiscal/Business Management
The annual budget is prepared and presented with appropriate documentation in a
manner that conforms to guidelines adopted by the Council and this is readily
understandable for citizens. Administers the adopted budget within approved
revenues and expenditures. Develops reports for Council that provide the most
up-to-date data available concerning expenditures and revenue. Directs the
organization to encourage the most economic utilization of personnel/material/
equipment. Directs the maintenance of city-owned facilities and equipment.
Some examples of effective fiscal/business management:
a. Budget preparation and management are thorough and effective.
b. Cost-effective measures are persistently pursued.
c. Financial reporting is timely and readily understandable.
d. Physical facilities management maintains the longest life and highest
quality use of resources.
e. Needs are communicated to the Mayor/Council.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
III. Relationship with Mayor/Council
Maintains effective communications with the Mayor and Councilmembers. Is
available to Council, either personally or through designated subordinates.
Establishes and maintains an effective system of reporting to Council current
plans and activities of the staff and happenings in the city. Plans and organizes
materials for presentation to the Council in the most concise, clear and
comprehensive manner possible.
Some examples of effective City Council communication:
a. Materials, reports, presentations, and recommendations are clear and
convincing.
b. Communications are timely, forthright, and open.
c. Responses to requests are made promptly and are complete.
d. Recommendations are thoroughly researched.
e. Adequate information is provided to Council to make decisions.
f. A system is in place to report to Council current plans, activities, and
events of the city.
g. The City Manager can be depended upon to follow through.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
IV. Long-Range Planning
Maintains an awareness of new technologies, systems and methods related to the
provision of city services. Keeps Council advised of new and impending
legislation and developments in the area of public policy. Plans and organizes a
process of program planning in anticipation of future needs and problems.
Establishes and maintains an awareness of developments occurring in other
jurisdictions that may have an impact on the city. Plans, organizes, and maintains
a process for establishing goals to be approved or adopted by Council. Maintains
effective system of monitoring and status reporting.
Some examples of effective strategic planning:
a. A well-constructed long-range (strategic)plan is currently in operation.
b. Annual operational plans are carried out.
c. An on-going monitoring process is in operation to attain quality assurance
in program and project implementation.
d. Program evaluation and personnel evaluation are inter-related with the
strategic planning process.
e. Legislative knowledge is current and complete.
f. Measurable outcomes (to the extent possible) are used to determine
success in program planning.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
V. Relationship with Public/Public Relations
Plans, organizes, and maintains training of employees in contact with the public
either by phone or in person. Ensures that an attitude of helpfulness, courtesy, and
sensitivity to public perception exists in employees coming in contact with the
public. Establishes and maintains an image of the city to the community that
represents service, vitality, and professionalism. Establishes and maintains a
liaison with private non-governmental agencies, organizations and groups
involved in areas of concern that relate to services or activities of the city.
Some examples of effective public relations:
a. Contacts with the media are timely and credible.
b. Publications are varied and consistently well-received by the citizens.
c. Feedback from the public and the community leadership is positive.
d. City has good image with comparable organizations.
e. Feedback from customers indicates timely, courteous service.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
VI. Intergovernmental Relations
Maintains awareness of developments and plans in other jurisdictions that may be
related to or affect city government. Establishes and maintains a liaison with other
governmental jurisdictions in those areas of service that improve or enhance the
city's programs. Maintains communications with governmental jurisdictions with
which the city is involved or interfaces.
Some examples of effective organizational management:
a. Effective interactions and relationships with municipal and professional
organizations.
b. Regarded as a leader by municipal officials.
c. Initiates good programs from other jurisdictions.
d. Positive relationship with surrounding cities.
e. Good cooperation with county and state agencies.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
VII. Professional/Personal Development
Is aware of and values broadening professional and personal development.
Demonstrates imaginative leadership initiatives. Builds a cohesive staff.
Maintains a collaborative working relationship with staff but is decisive in
leadership.
Some examples of effective professional and personal development:
a. Management techniques show evidence of innovation, imagination, and
decisiveness.
b. Synergetic techniques are fostered.
c. Personal growth and development are a way of life and staff emulates
these practices.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
ICMA Knowledge Network
Performance Evaluation of Managers
July 7,2011 1 12:51 PM
How do you evaluate a City/County Manager?What criteria and methodology would you
typically use? In a recent Knowledge Network question, ICMA members and other KN users
shared their thoughts and recommendations of performance evaluations of mangers, based on
personal experiences.
Managers emphasize the inclusion of the council members and immediate subordinates within
the evaluation as a crucial step to receive comprehensive feedback. Wes Hare, city manager of
Albany, Ore. described his own feedback process that involved the council as well as the HR
director to discuss what each expected from the manager. This created open dialogue and
enhanced communication between the council and manager.
Another recurring issue is the instrument of performance evaluation. City manager of Maryland
Heights,Mo. Mark Levin, pointed out that that since manager evaluations can range greatly
from fulfilling a contractual obligation to providing a forum for an open and honest exchange, an
effective and relevant evaluation must be outcome specific. However,members have reported
dissatisfaction with standard evaluation forms, and have resorted to creating more fitting
evaluation criteria.
Curtis Davis, ex city manager of Johnstown,Pa. describes a performance measurement tool he
created by listing all his major job responsibilities and evaluating himself, noting his strengths
and weaknesses as well as the goals to be achieved in the coming year. The completed form was
provided to all council members, who also used it to evaluate him. Finally, a joint discussion
was held to discuss the points of agreements and disagreements, and benchmarks were set for the
performance appraisal of the upcoming year. The process also compelled the council to discuss
topic priorities for the city manger's agenda.
Eric Levitt, city manager of Janesville,Wis.recounts that when council members were not
satisfied with the evaluation criteria, they asked the staff to create one that reflected the priorities
and qualities under which they hired a City Manager.
Does your jurisdiction have an effective criterion for evaluating managers? Click here to
contribute your experiences to the discussion.
The Knowledge Network features many other discussions and articles on the topic as well as
several sample evaluations:
• City Manager Evaluation Form from Bonner Springs,Kans. that includes evaluation on
supervision, leadership, council relations, execution of policy, and planning.
• City Manager Performance Evaluation created by the University of Tennessee, Institute
for Public Service that can be customized to meet the requirements of specific local
governments.
• City Manager Performance Rating from Burleson,Tex. includes ICMA performance
evaluation practices while being neutral of local criteria.
• Ci . Manager Evaluation from Temple Terrace,Fla. assesses manager performance and
serves as a dialogue facilitator between the manager, council and mayor.
• City Manager Evaluation Form from City of Oviedo,Fla. provides a template for the
council to evaluate managers.
Other useful resources on the web include:
• Talking City Manager Performance Reviews, an article that stresses the importance of
communication between managers and council members.
• Montgomery County, Ga. —2010 Ordinance to Establish County Manager that informs
the manager evaluation criteria.
• Evaluation of Chief Executive created by Berkeley, Calif. Development Resources as a
briefing note for nonprofit Board members.
• Guidelines for Board of Directors Evaluation of Chief Executive list benefits of
evaluating the Chief Executive and provide a sample Executive Director Performance
Evaluation form.
• Management and Performance Review of County Government Operations in Jefferson
County,Tex.provides a comprehensive evaluation of the performance and management
of the entire County
• Nine Principles of Service & Organizational Excellence, an article from Alliance for
Innovation which discusses a systematic approach to achieve desired results.
�.r
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Elk
River
City Administrator
Open until filled
Review of resumes—August 3, 201 1
Community
A vibrant community and historic river town, the City of Elk River is home to nearly 23,000 people and the
county seat for Sherburne County. Located at the confluence of the Mississippi and Elk Rivers, it covers 44-
square miles making it one of Minnesota's largest land-based cities. The City of Elk River has grown rapidly
over the last decade, increasing its population by nearly 40 percent. Its population is projected to be 35,000 at
full build-out. Urban services are currently available to about one-third of the land in the city.
Elk River's convenient accessibility to the Minneapolis-Saint Paul and St. Cloud metropolitan areas is a
significant factor contributing to the city's dramatic growth. Major transportation routes serving Elk River
include Interstate 94, US Highways 10 and 169, and State Highway 101. In addition, the Elk River station on
the new Northstar Commuter Rail continues to have one of the largest ridership numbers along the rail line that
runs from Minneapolis to Big Lake.
Officially designated as Energy City by the Minnesota Environmental Initiative in 1997, Elk River is
recognized nationally and around the world for demonstration projects that advance renewable and energy-
efficient technologies.
History
Zebulon Pike passed through the area on his 1805 exploration of the upper Mississippi River and named the Elk
River after the herds of animals he saw. The area was not settled by Europeans until David Faribault built a
trading post near the confluence of the Elk and Mississippi Rivers in 1846. The site was a good location for
trading not just because of the rivers, but also because of the proximity of the Red River Trail.
In 1851, Ard Godfrey, a native of Orono, Maine, saw the potential of the Elk River's water power and built a
dam and a sawmill. The dam operated until 1912 when it was destroyed by an ice storm. A hydropower plant
electric plant was constructed in 1915, creating the present day configuration of Lake Orono.
The village of Elk River incorporated in 1880 and did not become a statutory city until 1974. Consolidation
with Elk River Township occurred four years later giving the city its current boundaries.
Local Economy
Elk River enjoys a diversified economic base; its largest employers report
.. stable or growing employment levels during the recent economic downturn.
Companies reporting the most employment growth are in the industrial
y - sector. Major employers include Independent School District 728,
Sherburne County, Great River Energy, and the Guardian Angels Care
- Center. The City of Elk River takes an active role in encouraging economic
development through business financing and incentive programs and
��- promoting available industrial and commercial sites.
The Elk River Senior Center is a part
of the Guardian Angels campus
Healthcare
Elk River is served by six health care clinics affiliated with major health care systems and a variety of
independent providers. Two hospitals, Mercy Hospital in Coon Rapids and the New River Medical Center in
Monticello, are located within 15 miles of the city.
Recreation
The City of Elk River has 44 parks totaling nearly 900 acres. There are
a variety of neighborhood and community parks including indoor
facilities and open shelters available for rent. Elk River offers a broad
array of activities available in the parks including open green space,
playground equipment, basketball and tennis courts, baseball, softball
and soccer fields, paved and unpaved walking trails, ice skating, '
sledding, skate park, disc golf, mountain bike and paved bike trails, dog '
park, cross-country skiing, fishing, swimming, volleyball, boat launch and a splash fountain. The Rivers Edge Commons park hosts weekly
outdoor concerts during the summer that are a favorite of young and old
alike. The city also operates a 9-hole golf course, ice arena, two senior Hillside City Park is home to six miles of
activity centers, and a library. challenging mountain bike trails through 80
acres of oak forest
Education
Elk River Area School District (ISD 728) serves nearly 62,000 diverse
learners, ranging from pre-kindergartners to senior citizens. 2010-2011
enrollment for kindergarten through grade 12 exceeded 12,400 students.
Public schools serving Elk River include two high schools, an alternative
secondary school, two middle schools, and four elementary schools. The
city is also served by several private and parochial schools.
Post-secondary classes are offered at the Elk River campus of the
Minnesota School of Business. Other area post-secondary education
Elk River High School institutions include Anoka-Hennepin Technical College, Anoka-Ramsey
Community College, the University of Minnesota, and St. Cloud State
University.
City of Elk River 2
Organization
The City of Elk River operates under a statutory form of government consisting of a four member City Council
and a Mayor who is also a voting member. Council members are elected by ward to a four-year term with two
Council seats up for election each even year. The Mayor is also elected to a four-year term. The City Council
is responsible for adopting the city's budget and tax levy, passing resolutions and ordinances, all hiring and
firing decisions,policy making, development and growth planning, and overall city direction.
In addition to general government services, the City of Elk River provides a full range of municipal services
including police and fire protection, building and other safety inspections, planning and zoning, economic
development, environmental services, parks and recreation, library, infrastructure maintenance and repair, and
snow removal. The City also operates two off-sale liquor stores. Water and electric services are provided by
Elk River Municipal Utilities.
Position
The City Administrator is appointed by, and serves at the pleasure of, the City Council. As the chief
administrative officer, the City Administrator is responsible for the daily administration and coordination of all
city affairs in accordance with city ordinances and directives from the City Council. The City Administrator
manages an adopted 2011 general fund budget of $12.5 million and a total budget of $23.1 million and
supervises an authorized complement of 137 full-time employees assigned to seven operating departments, as
shown below in the organizational chart. Other responsibilities include providing information and
recommendations that support the City Council policy-making, directing implementation of the city's strategic
goals, and maintaining cooperative relationships with government agencies, the business community, and the
general public.
City of Elk River,M inrw rota
Organizational Chart
CiUms of Elk
River
Maya&Oty
dons:
COUNW
Boards:
P4yrsr� HR5
'J° Adrn"stratnr
Parks& Gommursity F PaaL7tx wail €'xe Folios Firma +ludmin �ra'iati
Recre@ton Development
Position Requirements
Master's degree in public administration, business administration or a related field and seven (7) years of local
government management experience. Equivalent combination of education and experience will be considered.
Qualified candidates must have a broad working knowledge of municipal functions and demonstrate strong
leadership skills in setting an organization's direction and tone, developing a cohesive staff team, and building
consensus on organizational priorities. Proven record of increasing organizational efficiency and ensuring a
strong fiscal position are required. Must have exceptional communication and interpersonal skills and be adept
at engaging others to effect organizational change.
City of Elk River 3
Desired Capabilities
Experienced manager
Demonstrates initiative and establishes clear direction for managers to do their jobs; keeps the management
team apprised of council direction and manages staff and council expectations
Positive leader
Supports staff at all levels of the organization and takes an active
interest in their professional development; leads by example and -
demonstrates a work-life balance
Personable
Outgoing, approachable and visible in the community; relates easily to
others building effective internal and external working relationships
Outstanding communicator dIA
Promotes understanding by listening to others and communicating Elk River Night to Unite
openly and consistently to encourage an exchange of information and
ideas
Strategic thinker
Brings a future orientation to the organization and helps the city stay focused on strategies and actions to
achieve its long-range goals; sees the big picture
Skilled facilitator
Accepts and values the ideas of others; brings together people with
different points of view to find agreement and solve problems creatively
Fiscal sensibility
Ensures the financial sustainability of programs and services by
anticipating and planning for financial challenges; weighs the city's long-
A residential neighborhood in Elk River term financial health in all recommendations
Sound judgment
Confident in making decisions and presenting professional recommendations to the City Council; handles issues
in a timely manner and demonstrates an appropriate sense of urgency
Integrity
Earns the respect and trust of others through conduct that is honest,
ethical, and forthright; can be counted on to deliver information and
recommendations that are not popular
Organizational commitment
Demonstrates an appreciation of the organization's history, gives credit
to the accomplishments of others, and celebrates success
Rivers Edge Commons Park is a beautiful
three level park along the Mississippi River
City of Elk River 4
Professional Opportunities
Responsible financial management—the City of Elk River has a strong financial position as indicated by the
2010 Standard and Poor's AA+ credit rating, which reflects thoughtful budget decisions and attention to long-
term financial projections. The City Administrator will take an active leadership role in recommending
financial policies, strategies, and actions that support the city's financial health and continuously identify
options to increase the efficiency of municipal operations.
Strengthen the council-staff relationship—team-building has emerged as a priority for the next City
Administrator and an opportunity to clarify roles, responsibilities, and expectations. The City Administrator's
leadership approach will support the organizational structure and policy-making processes while ensuring an
open sharing and exchange of information that builds a deeper understanding of issues and promotes an
evaluation of possible courses of action.
Review the organizational structure—like many cities, Elk River has used attrition and lay-offs to hold down
the cost of city government. Over time, this strategy has increased workloads and altered some internal
reporting relationships. The City Administrator will review and assess the effectiveness of the existing
organizational structure and identify changes to increase organizational performance, considering among other
things appropriate reporting relationships and staffing levels needed to deliver the existing level of programs
and services.
Hire key department heads—department head positions in public works, community development, and parks
and recreation are currently vacant. The City Administrator will review and modify, as necessary, the
responsibilities assigned to each position, consistent with any changes recommended in the city's organizational
structure. The City Administrator will also be responsible for recruiting qualified candidates and
recommending their appointment to the City Council.
Implementation of strategic goals—the City Council has adopted 2011 goals with a focus on innovation,
community development, beautification, and business opportunities. The City Administrator will provide the
oversight needed to accomplish actions that contribute to these goals, such things as increasing volunteerism,
evaluating existing programs and services, and implementing a branding program.
Compensation
Salary to $125,000, commensurate with experience and qualifications. Competitive benefits. Relocation
assistance negotiable.
Application and Selection Process
Position is open until filled. Review of resumes starts on August 3, 2011. Candidate interviews are tentatively
planned for late August.
To apply, submit a resume, salary history, and four work-related references to elkrivergspringsted.com or to
Sharon Klumpp, Senior Vice President, Springsted Incorporated, 380 Jackson Street, Suite 300, Saint Paul, MN
55101. For more information, call (651) 223-3053.
The City of Elk River is an Equal Opportunity Employer
City of Elk River 5