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HomeMy WebLinkAboutOther - Revised Document Referenced And Distributed During Regular Agenda Item 600 Date: August 16, 2010 The attached "Revised" document (replacing the previous version) was referenced and distributed by City Manager Kevin L. Smith during the discussion of Regular Agenda Item "600" at the August 16, 2010 City Commission Workshop. City Manager 360 Evaluation Survey F",Q VSN ' Ntr- '∎ ' l 'Q" • F. p�f� These are the results of an internal survey that was run from August 9, 2010 to August 11, 2010. There were a total of eighteen respondents including all department directors and (selected by department heads) supervisors from their departments. All respondents were only allowed to respond once to the survey and their responses were made anonymously. Responses were required for the scale based questions while the comments sections were optional. This internal survey was performed utilizing the City's Employee Network which is run on the Microsoft Office Sharepoint platform. A copy of the survey is provided below: Evaluation Scale 0 Unsatisfactory Unacceptable performance that must receive immediate attention. 1 Below Expectations Performance falling short of that normally expected. 2 Meets Expectations Generally meets expectations on performance criteria. 3 Exceeds Expectations Performance which exceeds the level normally expected. 4 Outstanding Exemplary performance far exceeding performance criteria. * indicates a required field Communication 1. Effectively communicates with department directors. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) E 4 (Outstanding) 2. Keeps staff informed of and involved in current issues affecting the City. * C 0 (Unsatisfactory) E 1 (Below Expectations) C 2 (Meets Expectations) E 3 (Exceeds Expectations) C 4 (Outstanding) Comments on Communication Decision Making 1. Demonstrates the ability to anticipate the needs of the City and recommends effective options to appropriately respond to those needs. * C 0 (Unsatisfactory) E 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 2. Makes decisions in a timely manner that are well thought out and in the best interest of the City. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 3. Demonstrates courtesy, tact and skill in dealing with sensitive matters and dealing with others. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) Comments on Decision Making Budgeting and Fiscal Management 1. Effectively manages the City's operations within budget and demonstrates fiscal responsibility. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 2. Demonstrates a willingness to work with department directors on individual budget requests. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) Comments on Budgeting and Fiscal Management Community Relations 1. Elicits an overall positive attitude and perception of his /her performance from the community. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 2. Fosters a commitment to provide a high level of service to our citizens. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) Comments on Community Relations Employee Management and Relations 1. Fosters teamwork in a positive work environment amongst department directors and employees. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 2. Extends praise and recognition to department directors and staff when warranted. * C 0 (Unsatisfactory) C I (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 3. Is accessible and responsive to department directors. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 4. Remains visible to employees. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 5. Accepts constructive criticism. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 6. Accepts responsibility for outcomes. * G 0 (Unsatisfactory) C 1 (Below Expectations) G 2 (Meets Expectations) C 3 (Exceeds Expectations) G 4 (Outstanding) 7. Sets an atmosphere of fairness and equal treatment to employees * C 0 (Unsatisfactory) C 1 (Below Expectations) G 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) Comments on Employee Management and Relations Professional and Leadership Skills 1. Emphasizes teamwork to effectively implement, monitor, and carry out the Commission's Strategic Plan. * G 0 (Unsatisfactory) C 1 (Below Expectations) G 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 2. Emphasizes teamwork to effectively implement, monitor, and carry out other policies and programs of the Commission. * C 0 (Unsatisfactory) G 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) 4 (Outstanding) 3. Handles difficult situations in a professional and proactive manner. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 4. Reviews procedures and programs from time to time to improve effectiveness and efficiency. * 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) 4 (Outstanding) 5. Demonstrates awareness of the operations within all departments. * C 0 (Unsatisfactory) C 1 (Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 6. Demonstrates a high degree of integrity. * C 0 (Unsatisfactory) C l ( Below Expectations) C 2 (Meets Expectations) C 3 (Exceeds Expectations) C 4 (Outstanding) 7. Takes a hands -on approach when warranted. * C 0 (Unsatisfactory) • 1 (Below Expectations) • 2 (Meets Expectations) • 3 (Exceeds Expectations) • 4 (Outstanding) 8. Represents the City in a professional manner and sets a positive example for department directors. * G 0 (Unsatisfactory) • 1 (Below Expectations) • 2 (Meets Expectations) • 3 (Exceeds Expectations) • 4 (Outstanding) Comments on Professional and Leadership Skills Other 1. What do you consider to be the City Manager's strengths and greatest accomplishments over the past year? 2. What areas would you like to see the City Manager improve upon? City Manager 360 Evaluation Survey Summary of Responses for Communication Overall Average Score for Communication 2.92 • Average Score for Communication 0.00 1.00 2.00 3.00 4.00 Averages for: 1 Keeps staff informed of and involved in current l issues affecting the City. 2'89 1 Effectively communicates with department directors. 2'94 0.00 1.00 2.00 3.00 4.00 Communication 5 1 Keeps staff informed of and 7 involved in current issues affecting 5 the City. 1 • 4 (Outstanding) 0 • 3 (Exceeds Expectations) ■ 2 (Meets Expectations) 4 9 • 1 (Below Expectations) Effectively communicates with department directors. 5 • 0 (Unsatisfactory) 0 0 0 2 4 6 8 10 Comments 1. Very open and candid 2. Has always displayed an open, free communication style even while serving as the GSD. The best thing about his communication style is that every employee knows he's the boss but his style is one that unless you knew that, you'd never know that! Very understated and willing to listen. 3. Decisions made concerning one department that may affect another is lacking, general emplyees are not made aware of current issues 4. Creates time to meet and recommend ideas and strategies with Staff no matter how busy his schedule is. 5. Kevin has always kept all department heads informed and is always updating staff on comming events. His ideas and reccomendations on how we can better communicate with the community have been outstanding. He is even willing to communicate with lower level staff to insure the mission of the city is properly outlined. 6. Informed yes, involved no. The decisions are already made at the City Manager /Commission level. It would be good if each department were informed by their Director then asked for ideas & comments to be shared back up the chain. 7. Kevin strives to keep staff informed on issues deemed appropriate for staff. 8. Courteous and tries to not offend Conveys a message to employees to set a good example to the community Does not dialog with employees and has very little contact with employees below the director's level. It is not evident that he understands their job responsibilities or their expertise. 9. Kevin is very good about sharing information and also asks for input, all of which is very appreciated by his staff. 10. Very accessible Open -door policy is appreciated Always pleasant and engaging with staff Welcomes input from others and asks good questions 11. Kevin is a straight shooter. He does what he says he is going to do. 12. Manager makes every effort to communicate in a timely manner and with a complete synopsis of the issue. City Manager 360 Evaluation Survey Summary of Responses for Decision Making Overall Average Score for Decision Making 3.00 • Average Score for Decision Making 0.00 1.00 2.00 3.00 4.00 Averages for: Demonstrates courtesy, tact and skill in dealing with sensitive matters and dealing with others. 3.44 Makes decisions in a timely manner that are well thought out and in the best interest of the City. 2 Demonstrates the ability to anticipate the needs of the City and recommends effective options to ;.83 appropriately respond to those needs. 0.00 1.00 2.00 3.00 4.00 Decision Making Demonstrates courtesy, tact and skill in 9 8 dealing with sensitive matters and 1 dealing with others. 0 0 • 4 (Outstanding) Makes decisions in a timely manner that • 3 (Exceeds Expectations) are well thought out and in the best 8 interest of the City. 0 2 (Meets Expectations) • 1 (Below Expectations) Demonstrates the ability to anticipate • 0 (Unsatisfactory) the needs of the City and recommends 6 effective options to appropriately 6 1 respond to those needs. 0 0 2 4 6 8 10 Comments 1. Regularly involves others in the process 2. Kevin solicits input from staff on a regular basis. Taking a firm stand in making decisions on some issues would be welcomed. 3. Has a good feel for local goverment and the operations of it. 4. Kevin always using tact and diplomacy when dealing with sensitive matters especially when it envolves employee issues. Kevin is well known for assembling all available facts before making decisions and he is willing to make difficult and unpopular decisions. 5. Very good decision maker! Good insight into City government and the options available for difficult decisions while still incorporating City Mission & Goals. 6. Makes every attempt to make decisions in a timely manner. On some items decisions are delayed because of other priorities. In these cases, consideration is given to the severity of consequences for any delay. 7. Appears to be trying to follow the Commission lead, rather than providing strong leadership and a vision to both the Commission and to staff. This is difficult because the Commission can act as five different bosses, rather than as a collective entity. By trying to carefully consider every issue in a diplomatic manner, issues that are not time sensitive tend to get sidelined, resulting in staff inefficiency. Passive, nonassertive behavior is promoted resulting in staff that are underutilized and who have lost their motivation. Considers and cares about the ramifications of policy on employees, as evident in the health care provider discussions. 8. Kevin seems to instantly know what needs to be done in so many areas and has a very keen sense of knowing how to best handle different situations, for the good of the City. In tough delicate situations, Kevin gets his point across, without being mean or degrading. He means business and that is clear, but he is decent about it. 9. Very fair and objective in making decisions 10. Relies on the attorney a lot. City Manager 360 Evaluation Survey Summary of Responses for Budgeting and Fiscal Management Overall Average Score for Budgeting and Fiscal Management 3.47 • Average Score for Budgeting and Fiscal Management 0.00 1.00 2.00 3.00 4.00 Averages for: Demonstrates a willingness to work with department directors on individual budget requests. 3.28 Effectively manages the City's operations within budget and demonstrates fiscal responsibility. 3.67 0.00 1.00 2.00 3.00 4.00 Budgeting and Fiscal Management 7 Demonstrates a willingness to work with 9 department directors on individual 2 budget requests. 0 • 4 (Outstanding) 0 • 3 (Exceeds Expectations) 13 •2 (Meets Expectations) Effectively manages the City's operations 4 • 1 (Below Expectations) within budget and demonstrates fiscal 1 responsibility. 0 • 0 (Unsatisfactory) 0 2 4 6 8 10 12 14 Comments 1. Obvious strength 2. Strong fiscal restraint. 3. Very knowledgeable of Budgeting and long term planning 4. On many occassions Kevin has taken the time to insure my full understanding to insure I am able to make the right decision especially when it deals with fiscal responsibility. Kevin excels in obtaining staff support for fiscal projects and he does this through empowerment and leading through example. 5. He has a great understanding of financial impact and strategy to minimize expenses and long -term liabilities. His experience in budgeting and making the necessary changes to consolidate resources is a great asset. His conservative leadership and vision complement our City and it's residents. 6. Has done an outstanding job in preparing and presenting budget and has gained the trust of both staff and Commission. Works with department directors on budget requests and works to find alternative options when necessary. 7. Appears to have constant finger on the financial pulse of the City, at least in the short-range or at the micro - level. His ability to visualize and maximize, consider, and care about the long -range opportunities is less clear /obvious. Operates the City's finances with more transparency than the previous manager. 8. In this area, Kevin's level of knowledge and skill is amazing and should be highly valued and appreciated by the Commission and citizens alike. 9. Excellent in all aspects 10. During these challenging times Kevin has excelled in this arena. 11. Kevin is outstanding reguarding his budget knowledge and strategies. 12. During the budget process, I am aware that Kevin meets with all of the directors. Kevin has done a great job managing the City's budget during these challenging times with little or no impact to services and staff. City Manager 360 Evaluation Survey Summary of Responses for Community Relations Overall Average Score for Community Relations 3.22 • Average Score for Community Relations 0.00 1.00 2.00 3.00 4.00 Averages for: Fosters a commitment to provide a high level of service to our citizens. 3.22 Elicits an overall positive attitude and perception of his /her performance from the community. 3.22 0.00 1.00 2.00 3.00 4.00 Community Relations 9 Fosters a commitment to provide a high 4 level of service to our citizens. 5 0 • 4 (Outstanding) 0 • 3 (Exceeds Expectations) 7 • 2 (Meets Expectations) Elicits an overall positive attitude and 8 perception of his /her performance from 3 • 1 (Below Expectations) the community. 0 • 0 (Unsatisfactory) 0 2 4 6 8 10 Comments 1. Approachable 2. Kevin expects the highest levels of service to our residents. 3. Above all, this is one area where he shines like no other. Whether it be community events or individual department events, his attendance makes the participants feel as though they matter and their work is important. 4. Understands through these difficult economic times that relationships throughout our community are key. 5. Kevin promotes quality values throughout the organization and he most definately recognizes the importance of quality in providing a competitive edge. He has since begginning his position as City Manager encouraged employee suggestions for quality improvements. 6. Kevin is very positive, personable and encouraging when dealing with staff. His Directors are also very positive and good source of valuable information, however, they don't communicate Kevin's excitement. Employees are not touched by this because it rarley gets to them. The high level of service Kevin shares in not shared by all because we have limited effort in training opportunities. The City is very supportive of taining funding, but everyone is too busy to take advantage of the budgeted monies. 7. Is accessible to the general public. Needs to maintain leadership role with the public and Commission, to ensure that individual rights are maintained and upheld, regardless of public opinion. 8. Kevin's ability to get along with others in all walks of life is incredible. He just seems to have a natural great ability to be able to speak AND relate so well with citizens and vendors alike. His skills in this area should be very valuable to the City in keeping the public happy while also getting the right price /product from vendors. 9. Effectively emphasizes communication and responsiveness to the community 10. Kevin does a good job of getting out in the community. He puts a high priority on how citizens are to be treated. 11. Kevin presents a positive, community minded image to the residents of the City. Working with the Commission and involving those interested in the community to participate in workshops to set goals for the City is one example. 12. Manager is very concerned about community relations and the involvement of the citizenry in the various aspects of City functions. Concentrates on transparentcy in dealing with the public. City Manager 360 Evaluation Survey Summary of Responses for Employee Management and Relations Overall Average Score for Employee Management and Relations 2.86 • Average Score for Employee Management and Relations 0.00 1.00 2.00 3.00 4.00 Averages for: Sets an atmosphere of fairness and equal treatment to employees. 3.11 Accepts responsibility for outcomes. 3.28 Accepts constructive criticism. 2.89 Remains visible to employees. 2.28 Is accessible and responsive to department directors. 2 78 Extends praise and recognition to department directors and staff when warranted. 2 Fosters teamwork in a positive work environment amongst department directors and employees. 2 78 0.00 1.00 2.00 3.00 4.00 Employee Management and Relations 7 Sets an atmosphere of fairness and 6 equal treatment to employees. 0 0 8 7 Accepts responsibility for outcomes. 3 0 0 5 6 Accepts constructive criticism. 7 0 0 • 4 (Outstanding) �- • 3 (Exceeds Expectations) Remains visible to employees. 7 2 (Meets Expectations) 1 • 1 (Below Expectations) • 0 (Unsatisfactory) Is accessible and responsive to department directors. 9 0 0 4 Extends praise and recognition to 8 department directors and staff when 6 warranted. 0 0 6 Fosters teamwork in a positive work 6 environment amongst department v. . %, 4 directors and employees. 2 0 2 4 6 8 10 Comments 1. Team decisions - recognizes value of all Depts. 2. Kevin could be more involved in affecting the culture amoungst the general employees. Visibilty to the general employees could be improved. 3. Departments are managed as directors deem and not so much by personnel policy. Inequality of employees leads to morale and teamwork ssues. 4. Regarding #3, Kevin has an open door policy but demands on his time and energy understandably constrain our access. 5. Very fair and consistent with his Management style. 6. Kevin keeps fully alert to the weaknesses, strengths, threats and opportunities facing the organization. He keeps alert to all measures to reduce the organization's liability and effectively oversees fiduciary responsibility. He has demonstrated productive management techniques. 7. He is very good at encouraging directors and giving credit and thanks where it is due. Employees are able to speak with him at any time. He is very visible in the community and often seen at the commuity events and willing to listen to all concerns. 8. Always encourages a positive, team - oriented work environment. Extends praise most of the time to staff when and where warranted but this doesn't always occur further down in the organization. He should carve out time to meet with each of his department directors on a regular basis and should consider having monthly or quarterly employee meetings where information can be disseminate and employees can talk candidly about issues or ask questions. 9. Staff meetings are continuously too long. An effort should be made to be more efficient. Staff time also has a monetary value to the City. If in fact, you believe that the dept. directors are qualified and competent- then empower them and require that they empower their staff. Do not allow staff to go under utilized. 10. Kevin is fair yet firm while also shows that he cares. Kevin is an excellent city manager /manager and is very knowledgeable. 11. Kevin is respected and well -liked by staff Effectively delegates to staff 12. Kevin needs to scheduel and meet line employees more or just stop by and communicate with them when they are on the job. 13. Visability and accessibility goes along way to fostering positive staff morale. Brief encounters /off the cuff conversations with staff might help keep Kevin informed on the pulse of the organization. City Manager 360 Evaluation Survey Summary of Responses for Professional and Leadership Skills Overall Average Score for Professional and Leadership Skills 3.06 • Average Score for Professional and Leadership Skills 0.00 1.00 2.00 3.00 4.00 Averages for: Represents the City in a professional manner and sets a positive example for department directors. 3.28 Takes a hands -on approach when warranted. 3.28 Demonstrates a high degree of integrity. 3.50 Demonstrates awareness of the operations within all departments. 2'50 Reviews procedures and programs from time to time to improve effectiveness and efficiency. 2.61 Handles difficult situations in a professional and proactive manner. 3.00 Emphasizes teamwork to effectively implement, monitor, and carry out other policies and programs... 3.11 Emphasizes teamwork to effectively implement, monitor, and carry out the Commission's Strategic... 3.17 0.00 1.00 2.00 3.00 4.00 Professional and Leadership Skills 9 Represents the City in a professional 5 manner and sets a positive example for 4 department directors. 0 0 9 Takes a hands -on approach when 5 warranted. 4 0 0 10 7 Demonstrates a high degree of integrity. 1 0 0 4 Demonstrates awareness of the 4 operations within all departments. 8 1 • 4 (Outstanding) 1 • 3 (Exceeds Expectations) 4 2 (Meets Expectations) Reviews procedures and programs from 5 • 1 (Below Expectations) time to time to improve effectiveness 7 and efficiency. 2 • 0 (Unsatisfactory) 0 4 Handles difficult situations in a 10 professional and proactive manner. 4 0 0 Emphasizes teamwork to effectively 8 implement, monitor, and carry out other 5 policies and programs of the 4 Commission. 1 0 9 Emphasizes teamwork to effectively 4 implement, monitor, and carry out the 4 Commission's Strategic Plan. 1 0 0 2 4 6 8 10 12 Comments 1. Leadership Seminole graduate? 2. Kevin could take more control of the 'reigns' as the CEO of this organization. Exhibiting stronger leadership at a staff level and with the commission would positively affect the city. At the same time, Kevin most always solicits input from department heads before making a decision. 3. Kevin is a highly professional and approachable manager. Kevin could be more proactive in his leadership of the general /field staff with hands on visits or maybe general staff meetings periodically. 4. very strong leadership with progress attitude 5. Kevin displays a high degree of recognition, acceptance and prestige in dealing with others and always recognizes the needs of others. Kevin is well accepted by others under difficult circumstances. His participation in the monthly CAC meetings has been extremely popular with the community. 6. Kevin is a good leader with the ability to tackle difficult issues to satisfy those involved. He is honest and fair and demonstates that in dealing with policies and procedures consistently. 7. The biggest challenge is maintaining political responsiveness while maintaining organizational effectiveness. Unfortunately, the current interplay of politics in the administration of the City is undermining the City's organizational efficiency and effectiveness. Staff is finding themselves more and more subject to a bureaucratic culture in which the politics of the day rule over fulfilling the demands of the position for which one was hired, leaving staff feeling vulnerable and ineffective. While political responsiveness is necessary, it should be based on a consensus of the commission and not on the directives of five independent commissioners. Consider increasing the percentage of time spent on proactively managing City affairs over reactionary efforts to appease citizens or Commissioners. 8. Kevin is very professional and sets the bar very high. Kevin is an incredible leader and projects a very personable while still business minded persona. Kevin sincerely shows that he wants to provide the best and through his words AND actions, does that. 9. Kevin sets an outstanding example of effective leadership 10. I believe Kevin's next challenge will be empowering his department heads and staff to make decisions in order to achieve greater efficiency here at the City. As was explained in the initial budget workshop, the City is doing more with less and employees are being challenged to meet these new demands. However, with empowerment also comes accountability and thus having the support of the City Manager will be crucial in making this transition happen. 11. Kevin is a very good leader. He should be recognized more for what he has done and is doing for the City. 12. Providing good tools to staff such as those offered in policy, and standard operating procedures in important. Prioritizing and evaluating these tools will help staff minimize the issues that escalate to senior management. What do you consider to be the City Manager's strengths and greatest accomplishments over the past year? 1. Handling of the Budget, Avoiding rash reaction to pension plan challenges. 2. Kevin has walked into an incredibly difficult position and I believe he has done a very good job as a new city manager. His greatest accomplishments have be navigating the budget crisis that our current economy has placed upon local goverments including winter springs. He has been able to tighten the finacial belt of the city and keep levels of service to the residents very high. I applaud him. 3. Strengths: willingness to know the employees and understanding that we are vitally important to the mission of city -wide customer service focus. Knows employees on a first -name basis. Previously, this was unheard of. Open to ideas and suggestions and is not afraid to defer to management when our expertise can help a situation. Balancing a budget with minimal impacts to the employees. Certainly, merits would be a welcome addition to the mix, however, the difference between Mr. Smith and his predecessor is that the employees know that Mr. Smith will implement them again as soon as possible and not just forget about them. Taking on the different desires of the commission and the community and taking proactive steps to implement them. Personal involvement with the department and our functions. The officers and the staff alike love seeing him at department functions because it makes them feel like they matter. This goes a long way for morale...and it has shown. 4. ability to work with commission in areas that he may disagree with 5. I believe Kevin's greatest strength is his ability to quickly get to the crux of an issue. This greatly assists in the City's ability to maximize resources (personnel and otherwise) by directing them to the heart of the matter. In other words, there is little to no 'wheel- spinning'. I believe Kevin's greatest accomplishment in this past year is that in a season of a 'changing of the gaurd', he not only maintained momentum but actually kicked it up a notch. All this while managing to preserve morale when many indicators would have predicted decline. 6. Continueing to monitor budget conservatively, build relationships within the community with a result of promoting the City in a positive light. 7. Kevin strengths are he identifies and understands personal values of superiors, subordinates, peers and others and is very tactful in his relationships with others and he works effectively with both new and experienced employees. His greatest accomplishment has been top create an atmosphere of transparency for every one to believe in, especially, given the past ten years. Yet his strongest accomplishment is he is very innovative under adverse conditions. 8. Creating a sense of teamwork and changing the environment to a positive and cooperative workplace. Keeping stability in our City during an economic crisis. Managing consequences of decisions that were made 3 -5 years ago and finding something positve to come out of it. 9. Budget, communications, ability to take complex topics and make them easy to understand. Has an inate ability to sell his ideas and make everyone comfortable with his recommendation(s). 10. Strength- He knows what he doesn't know and admits it. Accomplishment- Budget reduction without lay offs, and no increase in taxes. 11. Kevin has subtly and VERY skillfully taken the City light years ahead and like magic - we are all now sitting at a table of peers and share a genuine need to progress and get even better. What Kevin has done since January 2009 is nothing less than incredible as he has pushed us along, without really knowing that was the case. Kevin has just transformed the work setting into one where those that want to get ahead are aboard, improving their skills, while also helping to move the City forward. 12. Accomplishments: Developing a budget that requires no millage increase or staff layoffs, implementing new communication methods Strengths: Communication, leadership, professionalism, problem solving, staff relations, intellect 13. Budget,Budget,Budget! Strategic Plan. City Commission directives. Open and truthful!. Transparency. 14. Fiscal responsibility and accountability & managing the budget during the challenging economic times with little to no impact to services and staff. He has a good working raport with the Commission. 15. The manager is very effective at recognizing his own strengths as well as knowing which areas he needs to depend more on the directors for their expertise. This "co- dependancy" fosters a strong sense of team and creates a stronger working relationship. What areas would you like to see the City Manager improve upon? 1. Put the Blackberry down occasionally - very few emails require stopping in midsentence to check them. 2. The primary improvement that I would like to see Kevin implement is to formulate his own comprehensive vision for the operations of the city and to implement it by effective use of all staff members, utilizing each employee in their specific areas of expertise. 3. This is a tough one because from my perspective I love what he's been able to do in such a short time. I suppose the only suggestion I could impart would be to never forget that there are plenty of qualified people here willing and ready to help him when he needs it. To have that infrastructure is critical to long -term success. 4. Providing employees with information regarding commission directives and agendas (employee network not available to all); new personnel policy (not subject to individual interpretation); oversite of departmental spending and personnel; review of department function, costs, productivity; 5. Kevin has high standards and a desire to see Winter Springs take great strides. One of his greatest challenges will be making sure that the 'main thing' be the 'main thing'. Staff has been tasked to do more with less. That is not just a buzz phrase around here -- we are really being stretched. Consequently, in order for us to focus on the 'main thing(s)' sometimes the appropriate answer to a request, new initiative, etc. may be 'not at this juncture'. It is my belief that progressive improvements will most likely be realized if we are careful not to bite off more than we can chew. Bon appetit! 6. Taking credit for his accomplishments, while they are the process of team work he should realize, leadership by example is a trait not recognized by all persons in positions of leadership. 7. Training opportunites at the department level, helping employees to become the best they can at both their jobs and in life. Mission & Values awareness throughout the City. 8. Communicating down into lower levels of the organization. Need more delegation and less hands -on. Set some boundaries with regard to the Blackberry out of respect for staff time; be present. 9. Project more of a leadership position. Don't be timid. Say No when you mean No. Saying No is a risk that should be taken. It does not mean uncooperative or uncommitted... "If we feel that we cannot say No, then our Yes's don't mean anything... We give leadership when we create a vision. Creating a vision forces us to take a stand for a preferred future. It has been said that our reluctance to articulate our vision is a measure of our despair and a reluctance to take responsibility for our own lives, and our own organization." - Peter Block 10. This is tough as Kevin is pulled so many ways, but specifically, I would appreciate him spending more time with individual department heads (as desired) and helping them with what they may need more of. 11. Building relationships with other surrounding governments and agencies to help Winter Springs accomplish our goals 12. Visit line employees more. Focus more attention on policys and procedures. 13. More interaction with all levels of staff. 14. As we all need to - time management.