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Home My WebLink AboutStaff Report 280-08City of Palo Alto City Manager’s Report TO:HONO1L~BLE CITY COUNCIL FROM:CITY MANAGER DEPARTMENT: CITY MANAGER’S OFFICE CMR: 280:08 DATE: JUNE 9, 2008 SUBJECT: APPROVAL OF COUNCIL APPOINTED OFFICER EVALUATION FORMS ~N’D REVIEW OF EVALUATION TIMELINE (CAO) RECOMMENDATION On behalf of the Council’s consultant, Sherry Lund, staff recommends that the Council review and approve the attached performance evaluation forms for the three current Council Appointed Officers (CAO) - the Ci~; Manager, City Attorney, mad City Clerk. The consultant would also like the Comacil to review and commem on the proposed timeline (Attachment C) for the evaluation process. RESOURCE IMPACT There is no resource impact associated with this reconmaendation. POLICY IMPLICATIONS This recommendation is consistent with current Council policies. Attachment A: Attachment B: Attachment C: Attachment D: Attachment E: Attachment F: CITY MANAGER: Letter from She~a’y Lund Instructions for Completing CAO Performance Evaluation Questionnaires CAO Performance Review Project Schedule Ci~; Clerk Performance Evaluation Form City Attorney Performance Evaluation Form City Manager Performance Evaluation Form.---, . _ KELLX~ MOR/KRIU/STFdVE ELMSLIE-~ Deputy City Managers CMR:280:08 Page 1 of 1 L Attachment A 247 La Cuesta Drive Portola Valley, CA 94028 (650) 854-0540 fax (650) 854-9702 sherrylund@aol.com TO:The Palo Alto City Council FROM: Sherry Lund, Consultant CAO Evaluation Questionnaires and Schedule DATE:For Council Meeting - June 9, 2008 Following are the proposed schedule, instructions and questionnaires for the 2007-2008 CAO evaluation process. At the June 9 Council meeting I will be asking your assistance in: Reviewing the schedule, noting any potential problems you see and con’ecting as needed. *Making sure the instructions for completing the questionnaires are clear. ~Adding an?~hing materially missing or making any significant changes you wish on the evaluation questionnaires. I would like to highlight a few changes in the questiolmaires: This year, I’m proposing a tailored evaluation questiomaaire for each CAO vs. a single generic evaluation for all of them. I see the CAOs as senior, highly leveraged positions that have unique requirements for success. More detail has been included in the performance criteria about the core requirements of each job. More detail has been included in the performance criteria on leadership, management and talent management. More emphasis has been placed on comments vs. rating categories as a means of increasing the evaluation process as a performance management tool. The previous evaluation asked for five numerical ratings plus a single overal! comments section. See more detail about comments and ratings below. This year, I have kept the 5-point rating scale this year for the sake of continui~7. Next year, two out of the four CAOs will be new. I would suggest moving to a 4- point rating scale: Exceeds Expectations, Meets Expectations, Needs Improvement, and Unsatisfactory. Thank you for your reviewing this information and for your feedback. I look forward to seeing you on June 9tt~. Attachment B Instructions for Completing Confidential CAO Performance Evaluation Questionnaires Return to Sherry Lurid by Friday, June 27 skerrviu~d~,¢oL co~ fax (650) 854-9 702 voice: (650) 854-0540 1.Please be sure to put your name on each questionnaire. 2.Please note that each CAO has his/her own tailored questionnaire. 3.Please note that the performance period reviewed is July 1, 2007 - June 30, 2008. Comments and Ratings Conaments are far more valuable than numerical ratings in a performance review. Your specific comments and examples guide employees to understand what is working and to make performance improvements. Rating categories provide basic directional feedback--e.g., am I getting better, worse or staying the same and am I exceeding, meeting or not performing against expectations - but they are not very helpful in stren~hening performance. The amount of space left for conmaents is somewhat random. Please use the space you need by continuing on the back or on a separate sheet. Please be sure to put your name and the employee’s name on any separate sheets that you use. 6. Rating Categories for 2007-2008 Feedback Assign only one of the followhtg rating options: 5 - Outstanding- far exceeds requirements and expectations of the job. 4 - Exceeds Expectations - exceeds requirements and expectations for the job. 3 - Meets Expectations - meets the requirements of the job. 2 - Needs Improvement - marginally meets the requirements and expectations of the job. 1 - Unsatisfacto~, - does not meet the requirements and expectations of the job. Attachment C CAO Performance Review Project Schedule June 3, 2008 NOTE:Major steps in bold face; meeting dates in blue bold ....ia,,e, vacation dates in italics. Timeframe May 15-21 May 19-31 May 22-27 By June 2 May 22-June 2 June 3 June 9 June 16-23 June 10 June 14 June 16 June !7 June 18 June 27 June 28- &¢O~ 6 July 8 July 9-11 IJuly 15 5:15- 7:00pm July 16 ~:00-8:~m [July 18 July 18-20 July 21 after mtg: 9-10pm July 28 By July 31 Task Collect and review background info ...... ~ ...... "Meet with CAO’s: .Review: previous reviews/format/questionnaires, collect info. on satisfactio~ dissatisfaction with fobs!process, anj~hing on which CAO’s would like to receive feedback; gather first pass compensation info. CAO Co,niece Chair - background questions as needed Cio,, Manager out Develop questionnaire .... Consultant reviews sal~y survey info~ation with Hum~ Resources Ci& Attorney out CAO’s review dra~ of hisNer ou~ form- Council approves review Nrm and process Cio~ Manager out Selgassessment inN. released to CAO’s [nte~wiew Ci~’ Manager CAO self-assessments due to Consultant (CM Due by June 14) [nte~qew Ci~, At~-orney and CiU.’ C~erk Review questionnaires + self-assessments sent to Council to complete. Council review questionnaires due to Consultant. Consultant out Counci~ individual interviews (approx.; 1 hr. each) Consolidate feedback fi’om Council and CAO input and develop a written evaluation report, Closed session Council evaluation with Intro (15 rain.) + Manager evaluation (1.5 hrs.) Consult~t facilitates discussion. Closed session Council evaluation with CiU, Attorney and CiU, Clerk (C~erk - 1 ~r. and CA - !.5 ~rs.) Consult~t facilitates discussion. Facilitator draws up specific action statements for upcoming year. Se~e as reso~ce for Co~cil discussio~Council CAO co~mai~ee negotiations. Council closed session discussion on compensation. Council meeting - adoption of compensation actions on consent Prepare final record of review and compensation CONFIDENTIAL CONFIDENTIAL Attachment D CONFIDENTIAL City Clerk Performance Evaluation Employee: Donna Grider July 1, 2007- June 30, 2008 Council Member’s Name: Note: Continue comments on back or attach pages, if needed. Specific Goals/ Performance Measures 1. 2007-2008 Development Goals (set with Council at last review) (See attached self-assessmenO Comments: Exceeds Meets Needs Out-Expecta- Expecta- Improve-Unsatis- standing tions tions ment factory Out- General Performance Measures standing 2. Technical Competence and ~ Professional Development The Cio; Clerk: ~Ensures fair and accurate elections. ¯Competently manages City records. Exceeds Meets Expecta- Expecta- tions tions ment Needs Improve- Unsatis- factory ¯Teaches other departments how to develop agendas, minutes, resolutions, and ordinances. ¯Effectively manages tile Boards and Commissions recruimlentprocess. ¯Adheres to tile Fa& Political Practice Commission requh’ements - e.g.,filings, campaign expenditure reports, economic interest reports. ¯Stays current on legalities and emerging legal issues. .Engages bt professional developmenbqearning activities to keep abreast of new developments hi his/her field and to continue to build skills. Comments: Page 1 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Exceeds Meets Expecta- Expecta- Needs Out-Improve- Unsatis- standing tions tions ment factory 3. Council Relationship [1 i ]t ] Tile City Clerk: i Responds to Council requests with accuracy and ht a timely manner. ¯Understands and acts on Council agreed-upon priorities. ¯Demonstrates tile appropriate level of leadership/participation during Council meethtg. Demonstrates the abiliO, to listen to petfot’mancefeedback and translate that feedback htto action. Actions encourage mutual hottest),, respect attd trust. Comments: 3A. Please list any specific improvement(s) that the CiU,~ Clerk can make to stren~hen his/her relationship with Council. Exceeds Meets Expecta- Expecta- Needs Out- Improve- Unsatis- standing tions tions ment factory 4. Public Relationship The Cit): Clerk is: ¯Appropriately visible and accessible to thepubHc. ¯Willing to listen openly to public requests and feedback. ¯Responsive to requests from the public, withbl the context of his/her charter and the law. Perceived as neutral by the public, staff, and the Council while still upholding the law. ~ Is a good representative of the Cit),. Comments: Page 2 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 5. Leadership The CiO, Clerk: "Generally exercises sound judgment. Exceeds Meets Needs Out- Expecta- Expecta- Improve- Unsatis- standing tions tions ment factory ¯Strikes the right balance ofdealhzg with day-to-day demands vs. attending to long-term strategic interests of the Cio~ and/or his/her scope of accountabiliO’. ¯Prevents crises when possible but responds to crises when necessao,. ¯Demonstrates good interpersonal skills. ¯Can build consensus and negotiate differences when the situation calls for dohtg so (e.g. ht agenda development and records managemenO Brhtgs the right balance ofcreativiO, and innovation to the job. " 3lodels good leadership with his/her staff members. Comments: Out- standing 6. Talent Management i [i ![ The CiO, Clerk: Attends to the creation and maintenance of a positive work enviromnent, e.g., through employee recognition, an enviromnent of openness, and regular communication. []Denwnstrates the abiliO’~ to recruit and manage high qualiO,, diverse applicants. ~Demonstrates the abiliO~ to retain high petformers withflz limits of control (e.g., within the confines of pay scales, job proximiO, and family./personal factors that can lead to employee turnovet9. ~ Engages in personnel issues appropriately, e.g. avoids micromanagement but intervenes when people need help. []Coaches staff members and assures that employees are engaging in professional development. Comments: Exceeds Meets Needs Expecta- Expecta- Improve-Unsatis- tions tions ment factory Page 3 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 7.Management Operations/ Organizational Effectiveness The City Clerk: Exceeds Meets Needs Out- Expecta- Expecta-Improve- Unsatis- standing tions tions ment factou’ Assures the development of clear staffgoalss and holds staff accountable to those goals. Effectively assures competent budget a’evelopment, execution, andfinancia! controls and monitorhtg. ¯Attends to the long-termfinancial health of the City. ~Encourages high performance and continuous improvement among staff and ht all City operations. Comments: 8. Overall Strengths (up to 3 top stren~hs): Comments: 9. Overall Areas for Development/Improvement: Comments: Page 4 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 10. Overall Rating (Circle one) Exceeds Outstanding Expectations Meets Needs Expectations Improvement Unsatisfactory 2 [ 11. Suggested CiD’ Clerk developmental goals for 2008-2009 - list these below 12. CITY CLERK COMMENTS (may continue on back or add pages as needed): Signed Mayor Date Signed Ch air, CA 0 Review Committee Date Signed City Clerk Date Signature does not indicate a~eement with review comments, but only ac ~knowledges that review discussion of comments and ratings took place on date above. Page 5 CONFIDENTIAL CONFIDENTIAL Attac~nent E CONFIDENTIAL City Attorney Performance Evaluation Employee: Gary Baum July 1, 2007 - June 30, 2008 Council Member’s Name: Note: Conthtue comments on back or attach pages, if needed. Goals/ Performance Measures 1. 2007-2008 Development Goals (set with Council at last review) (See attached self-assessmenO Comments: Exceeds Meets Needs Out- Expecta- Expecta- Improve-Unsatis- standing tions tions merit factory General Performance Measures 2. Technical Competence and Professional Development The CiO, Attorney: Exceeds Meets Out- Expecta- Expecta- standing tions tions Needs Improve- Unsatis- ment factory Does a good job h~ providing adv&e to the CiO, 3Ianaget; Assistant City Manager, Department Dh’ectors and staff on the CiO~’s legal issues. Does a good job in researching and analyzhtg City legal issues htdependently or with other attorneys in the CiO, Attorney’s office. ¯Reviews and manages City lawsuits and claims. ¯Analyzes potential City exposure to liability risk. "In conjunction with Council members, advises them of potential confiicts of interest. Collaborates effectively with CiO~ 31anager and department directors to resoh,e CiO, legal issues. " Engages in professional development/learnbtg activities to keep abreast of new developments in his/her field and to continue to build skills. ¯Maintains an active network of City Attorneys who act as a resource for the CiO, of Palo Alto. Comments (continue on back or on next page): Page 1 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 2. Technical Competence and Professional Development (continued) Comments: Exceeds Meets Needs Out- Expecta- Expecta- Improve-Unsatis- standing tions tions ment factory 3. Council Relationship i I [I The CiO, Attorney: Does a good job in researching and responding to Council calls, questions, and inquh’ies. ~Demonstrates the appropriate level of preparation for Council meetbtgs. ~Demonstrates the appropriate level of leadership/participation during Council meetings, e.g., expressbtg ophtion, offerhtg suggestions, listenbtg/talMng when appropriate to do so. ~Understands and acts on Council agreed-upon priorities. ~Demonstrates the ability to listen to performance feedback and translate that feedback into action. Demonstrates actions that encourage mutual honesty, respect, and trust. Comments: Please list any specific improvement(s) that the CiD, Attorney can make to strengthen his/her relationship with Council. Page 2 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Exceeds Meets Needs Out- Expecta- Expecta-Improve- Unsatis- standing tions tions ment factory 4. Public Relationship I [![I I The CiO~ Attorney: ~Listens openly~ to public requests and suggestions. ~Is responsive to requests~’om thepublic, within the context of his/her job responsibilities. Is a good representative of the City. Comments: 5. Leadership (as a Departmental Director) The City Attorney: "Generally exercises sound judgment. Exceeds Meets Needs Out- Expecta- Expecta- Improve- Unsatis- standing tions tions ment factorw I ¯Prevents crises when possible but responds to crises when necessao,. ¯Demonstrates good interpersonal skills. ¯Effectively manages outside Counsel to achieve positive results. ¯l¥orks effectively with Depatqments to collaborativel3; solve problems. ¯5lodels good leadership with his/qter staff and in his/her role as a department director: Comments: Page 3 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL OUt- standing 6. Talent Management The City Attorney: Attends to the creation and maintenance of a positive work envh’onment, e.g., through employee recognition, an enviromnent of openness, and regular communication. m Demonstrates the ability to recruit and manage high quality, diverse applicants. m Demonstrates the ability to retab~ high performers withb~ limits of control (e.g., within the confines of pay scales, job proximity and family/personal factors that can lead to employee turnover). " Engages h~ personnel issues appropriately. Coaches staff members and assures that employees are engagh~g professional development. Comments: Exceeds Meets Needs Expecta- Expecta-Improve- Unsatis- tions tions ment factory 7. Management Operations/ Organizational Effectiveness The City Attorney: Exceeds Meets Needs Out- Expecta- Expecta- Improve- Unsatis- standing tions tions ment facto~~ Competently manages the City’s full service law office. Assures the development of clear staff workplans and holds staff accountable to those workplans. Effectively assures competent budget development, execution, and financial controls and monitorh~g. Attends to the long-term financial health of the City through efficiency improvements, e.g., managing expenses of outside CounseL Encourages high performance and continuous bnprovement among staff and in aH City operations. Comments: Page 4 CONF~ENTIAL CONFIDENTIAL CONFIDENTIAL 8. Overall Strengths (up to 3 top strengths): Comments: 9. Overall Areas forDevelopment/Improvement Comments: 10. Overall Rating (Circle one) Exceeds Outstanding Expectations Meets Needs Expectations Improvement Unsatisfactorv 4 3 2 11. Suggested CiD’ Attorney developmental goals for 2008-2009 - list these below Comments: Page 5 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 14. CITY ATTO1LNEY COMMENTS Onay continue on back or add pages as needed): Signed 31ayor Date Signed Chair; CA O Review Committee Date Signed CiO, Attorney Date Signature does not indicate agreement with review comments. Signature ac ~knowledges that review discussion of conmaents and ratings took place on date above and that employee has received a copy of evaluation comments. Page 6 CONFIDENTIAL CONFIDENTIAL Attachnaent F CONFIDENTIAL City Manager Performance Evaluation - City of Palo Alto Time Period: July 1, 2007 - June 30, 2008 Note: Conthtue comments on back or attach pages, if needed. Goals Performance Measures Exceeds Meets Needs Out- Expecta- Expecta- Improve-Unsatis- standing tions tions ment factor)’ 1. 2007-2008 Goals (set with Cottncil at last review) (See attached self-assessmenO Comments: General Performance Measures 2. Technical Competence The CiO, 31anager: ~Demonstrates a command ofhisfield of expertise. "Engages in professional development/learning activities to keep abreast of new developments in his/Tter field and to continue to build skills. ls credentialed or otherwise has securedprofessional certificates demonstrating commitment to learnbtg. Comments: Page 1 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Exceeds Meets Needs Out- Expecta- Expecta-Improve- Unsatis- standing tions tions ment factory 3. Council Relationship I ]][t The Cio, 3Ianager: Keeps Council members appropriately and equally h~formed and does so h~ a timely manner. ¯Assures Council has access to b~formation when they need it. ¯Understands and acts on Council agreed-upon priorities. ,Demonstrates the appropriate level of leadership/participation during Council meetings, e.g., articulating and maMngformal presentations, expressh~g opbffon, offering suggestions, listening/talMng when appropriate. Assures that staff members’participation in Council meetings demonstrates adequate preparation, clear analysis and appropriate participation. . Demonstrates the ability to listen to performance feedback and translate that feedback h~to action. Is respectful yet forthright h~ interacth~g with Council. Comments: Please list any specific improvement(s) that the CiU~ Manager can make to strengthen his/her relationship with Council. 4. Public Relationship The CiO, 3Ianager is: ~Appropriately visible and accessible to thepublic. ¯Willing to listen openly to public requests and feedback. ~Responsive to requests from thepublic, withh~ the context of Council/Staffpolicy, priorities, and direction. Is respected bypublic andprivate sector organizations that interact with the CiO’. Comments: Page 2 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL 5. Leadership ] Tit e City Manager: ¯Generally exercises sound judgment. Exceeds Meets Needs Out- Expecta- Expecta-Improve- Unsatis- standing tions tions ment factory "Strikes the right balauce of dealing with day-to-day demands vs. attending to long-term strategic btterests of the Cio~ an~or his scope of accountabHiO,. ¯Prevents crises when possible but responds to crises when necessatT.¯Demonstrates good intetTersonal skills. do~z ~ so. ¯Brings the right balance ofcreativiO~ and innovation to the job. ¯Effective in bridging communication, e.g., representing the views of professional Stoff to Council as well as he poli~v direction of Council to Stof~ ~ Encourages the CiO, to address d~ficult issues and challenges. ~ 5Iodels good leadership. Comments: 6. Talent Management i [t i I The CiO, 31anager: Attends to the creation and maintenance of a positive work environment, e.g., through employee recognition, an environment of openness, and regular communication. ¯Demonstrates the abiliO~ to recruit and manage high qualiO., diverse applicants. ¯Demonstrates the abHiO, to retain high performers within limits of control (e.g., withb~ the cosines of pay scales, job proximiO, and family/pe~onal facW~ that can lead to employee turnoveO. Coaches staff members, assures that employees are engaging in professional development, ensures succession management p/ans, and promotes learning opportunities for all staffi ~ Comments: Talent Management ¯ Comments continued: Page 3 C ONFIDENTIAL C ONFIDENTIAL C ONFIDENTIAL Exceeds Meets Needs Out- Expecta- Expecta-Improve- Unsatis- standing tions tions merit facto~~ 7.Management Operations/ Organizational Effectiveness The City 31anager: Assures the development of clear staff goals and holds staff accountable to those goals. Effectively assures competent budget development, execution, andfinancial controls and monitoring. ~Attends to the long-termfinancial health of the City. ¯31aintahts positive labor relations with labor groups. ¯Encourages high performance and continuous bnprovement among staff and bt all City operations. Comments: 9. Relationships with Key Stakeholders The City Manager: Page 4 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Ensures that management staff is appropriately engaged with Commissions and Advisoo, Boards. Maintains the right level of engagement (balancing time and benefit) with other key stakeholders (e.g., government organizations at the local, regional state and federal leve# boards and agencies, school districts, Stanford University, the Chamber of Commerce, friends’ groups, and other ot~anizations). Does a good job ht representing the City of Palo Alto’s interests with key stakeholders (e.g., government oi~anizations at the local, regional state and federal level; boards and agencies, school districts, Stanford University, the Chamber of Commerce, friends’ groups, and other o~anizations). Is a good negotiator with key stakeholders. Comments: 10. Overall Stren~hs (up to 3 top stren~hs): Comments: 11.Overall Areas for Development/Improvement (listed in order of prioriD~ -no more than 3): Comments: 12. Overall Rating (Circle one) Exceeds Outstanding Expectations Meets Needs Expectations Improvement Unsatisfactory 4 3 13. CITY MANAGER COMMENTS (may continue on back or add pages as needed): Page 5 CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL Signed Mayor Date Signed Chair, CAO Review Committee Date Signed Cio’ l~lanager Date Signature does not indicate a~’eement with review comments, but only acknowledges that review discussion of comments and ratings took place on date above. Page 6