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HomeMy WebLinkAbout2013 08 26 Regular 602 City Manager's Annual Evaluation COMMISSION AGENDA Informational Consent ITEM 602 public Hearings g Regular X August 26, 2013 KS Regular Meeting City Manager Department REQUEST: City Manager requesting the Commission to review information regarding the City Manager's annual performance evaluation for the evaluation period ending May 25, 2013. SYNOPSIS: Consistent with terms of the City Manager's employment agreement and related best practices, his performance is to be evaluated annually, for the evaluation period ending May 25 of that year. Information relative to that evaluation is provided herein for the Commission's consideration. CONSIDERATIONS: It is my humble belief that we have continued to make positive strides as a City and a team over the past year. We have continued to ardently practice fiscal conservatism (again balancing an incredibly challenging budget in difficult economic times), maintained adherence to our Strategic Plan, practiced teamwork amongst our staff, improved operational efficiencies, enhanced customer service, improved transparency in the operations of City government, and implemented improvements in communication with our citizens. I remain proud to have been afforded and trusted with the opportunity to work with the Mayor & Commission and to lead our talented staff in facilitating these improvements and implementing the policy directives of the Commission. Below please find a summary of some of our activities and accomplishments over the past year for your consideration: Regular 602 PAGE 1 OF 4-August 26,2013 Summary of Accomplishments • Despite a reduction in the City's property tax base valuation (for the 5th year in a row, resulting in a cumulative 29% reduction) balanced a challenging Fiscal Year 2013 Budget with no increase in millage, reduction in services, or utilization of reserves for recurring operating purposes. Additionally, due to our overall approach and strategy relative to budgeting, the FY 2013 Budget actually resulted in a lower required property tax millage rate, than FY 2012, to fund the FY 2013 Budget. • Through fiscal conservatism and pro-active management efforts, FY 2012 General Fund operations (audited) ended with a "Net Income" of $1,155, which is noteworthy in that we budgeted a $607,373 "Net Loss" due to potential utilization of reserves for items such as capital projects and equipment. • Replaced (during this review period) an outstanding bond issue with commercial bank note, lowering interest rate and issuance costs, not extending terms, and saving taxpayers approx. $400K. • Facilitated a change in the investment management approach relative to equity investments for the City's Pension Fund, resulting in lower administrative costs and increased returns (to-date). • The City again received both the GFOA's Distinguished Budget Award and the GFOA's Certificate of Achievement for Excellence in Financial Reporting. • For the first time in the City's history of the event, presented the City's (2013) Celebration of Freedom / 4th of July Event at no cost to the taxpayers (other than public safety). Event actually resulted in an $11,900 profit, with those funds to be utilized to offset costs at other City events. • Realized lowest crime rate, per 100,000 residents (industry standard metric), in Seminole County for 2012. • City recognized as one of the "Top 100 Safest Cities in America" for 2013 by Location, Inc. • City received a 95.2% customer satisfaction rating, per annual survey, for delivery of solid waste collection services. • Facilitated approval (during this review period) of new Development Projects in City totaling approx. $77 million in new taxable value. • Facilitated $1M in road improvement/paving projects (during this review period) in the City, via non-General Fund funding sources. • City obtained $250,000 in grant funding (no costs to City) to construct sidewalks in the North Village Walk area. • Implemented a new fiscal analysis model for purposes of evaluating cost/benefits on potential Economic Development projects as well as proposed new commercial and residential developments in the City. Our model has received rave reviews from various Economic Development professionals in the area. • Facilitated creation of a new assessment program (aka, TLBD PH III) for purposes of capital improvements and maintenance for the wall surrounding the Tuscawilla Units 12/12A subdivision. This program was aimed at solving citizen concerns relative to a long standing problem with this wall. • City received the 2012 Florida Planning and Zoning Association Design Excellence Award and the American Planning Association, Florida Chapter's Award of Merit for our Town Center District Code re-write efforts. • Streamlined approval process for"Historic Tree" Designations. • Updated and streamlined Ch. 6 of City Code of Ordinances related to Building Construction in the City to make related processes easier for all users. Regular 602 PAGE 2 OF 4-August 26,2013 • Facilitated significant updates to the City's noise regulations aimed at addressing citizen concerns in this area. • Facilitated migration to new comprehensive ERP solution (New World) for delivery of internal/external City services. This change is aimed at significantly increasing efficiencies and customer service via modern automation. • Facilitated, at Commission direction, the incorporation of the phrase "In God We Trust" into City's official City seal. • Facilitated change in vendors (to Lynx) for provision of senior bus services for Winter Springs Senior Center, resulting in a 15% cost reduction. Strategic Plan Update In addition to the aforementioned accomplishments, I also believe we have been successful in adhering to a new paradigm in the operations of City government and the delivery of City services, as memorialized in our Strategic Plan FY 2010- 2012. As of this review date, all Strategic Plan tasks have been addressed/completed with the exception of: • Those dependent upon the implementation of the City's new software system. Implementation of the new system is currently underway and those related tasks will be completed within the software implementation. • Annexation of enclaves within the Town Center District. This process has been underway for some time and is dependent upon mutual (City & County) approval of the annexation interlocal agreement between the two parties. Staff and the City Attorney continue to work with the County on this issue. • Construct Magnolia Park Amphitheater Complex. This item is currently in the (approval) hands of the State. We are properly positioned and prepared to move forward expeditiously upon obtaining said approval. Performance Evaluation Form The Commission previously approved the utilization of the attached City Manager Evaluation and Scoring Form for evaluation of the annual performance of the City Manager. This form is again attached (Attachment A) for this review period for those Commissioners that desire to utilize this specific evaluation approach. FISCAL IMPACT: Due to budget constraints, City employees were not given merit increases and no funds were allocated for this purpose in FY 2013. COMMUNICATION EFFORTS: This Agenda Item has been electronically forwarded to the Mayor and City Commission, City Manager, City Attorney/Staff, and is available on the City's Website, LaserFiche, and the City's Server. Additionally, portions of this Agenda Item are typed verbatim on the respective Meeting Agenda which has also been electronically forwarded to the individuals noted above, and which is also available on the City's Website, LaserFiche, and the City's Server; has been sent to applicable City Staff, Media/Press Representatives who have requested Agendas/Agenda Item information, Homeowner's Associations/Representatives Regular 602 PAGE 3 OF 4-August 26,2013 on file with the City, and all individuals who have requested such information. This information has also been posted outside City Hall, posted inside City Hall with additional copies available for the General Public, and posted at five (5) different locations around the City. Furthermore, this information is also available to any individual requestors. City Staff is always willing to discuss this Agenda Item or any Agenda Item with any interested individuals. RECOMMENDATION: The City Manager recommends that the City Commission review and utilize the information provided in this agenda item (as well as any other data/information deemed appropriate) for purposes of evaluating and rating the City Manager's performance for the annual review period ended May 25, 2013, via the attached City Manager Evaluation Form or other method the individual Mayor/Commissioner deems appropriate. ATTACHMENTS: . A: City Manager Performance Evaluation Form -Evaluation Period Ending 5/25/13. Regular 602 PAGE 4 OF 4-August 26,2013 Attachment A: City Manager Performance Evaluation Form — Evaluation Period Ending 5/25/13 D4 so,A a - City of Winter Springs U U) City Manager Performance Evaluation Form [ncarpn1959 (Rev. 8/1/11) LORIOp' This evaluation form provides eight (I- VIII) rating categories for assessment of the Manager's performance for the applicable review period with an associated rating scale to be tabulated utilizing a straight-line weighting approach. Kevin L. Smith City Manager Mayor/Commissioner May 26, 2012 -May 25, 2013 Evaluation Period Date Evaluation Scale 4 Outstanding Exemplary erformance far exceeding performance criteria. 3 Exceeds Expectations Performance which exceeds the level nonnally expected. 2 Meets Expectations Generally meets expectations on performance criteria. 1 Below Expectations Performance falling short of that normally expected. ENOnsatisfacto o Unacce table erformance that must receive immediate attention. O inion Not enough personal/relative information toopine. Rating Categories I. Relationship with Mayor & City Commission Rating A. Effectively communicates with Mayor& Commissioners B. Promptly and effectively responds to Mayor/Commission requests C. Effectively carries out Commission decisions/directives Keeps Mayor/Commissioners informed of current issues and remains D. I accessible E. Provides timely agendas pursuant with Commission Policy F. Provides organized and clear agendas Overall Category Rating sum o A-F/Total Responses) Comments: City of Winter Springs • City Manager Performance Evaluation Form Page 1 II. Strategic Planning and Organizational Management Rating Works with the Commission in developing the City's long and short term A. goals and objectives (e.g., Strategic Plan Effectively implements, monitors, and carries out the Commission's B. Strategic Plan Effectively implements, monitors, and carries out other Policies and C. programs of the Commission Demonstrates the ability to anticipate the needs of the City and recommends D. effective options to appropriately respond to those needs Overall Category Rating (sum o A-D/Total Responses) Comments: III. Budgeting and Fiscal Management Rating Presents a well-documented, organized and timely annual Budget which A. represents/meets the goals of the Commission B. Effectively manages the City's operations within Budget C. Demonstrates fiscal responsibility D. I Maintains transparency in fiscal operations of the City E. Makes sound recommendations related to the fiscal needs of the City F. Provides timely and clear financial reporting G. Effectively utilizes Financial Consultants as/when warranted Overall Category Rating (sum o A-G/Total Responses) Comments: City of Winter Springs • City Manager Performance Evaluation Form Page 2 IV. Communication Rating A. Demonstrates effective oral and written communication skills B. Demonstrates effective listening skills C. Communicates clearly with other City Charter Officers D. I Communicates clearly with Department Heads E. Communicates clearly with Employees Overall Category Rating (sum o A-E/Total Re sonses) Comments: V. Community Relations Rating Elicits an overall positive attitude and perception of his/her performance A. from the community B. Maintains positive relations with community groups and organizations C. Attends community and other related functions Promotes City through attendance and speaking engagements at civic D. I meetings, etc. E. Pro e ly and effectively handles complaints from citizens F. Communicates clearly and cooperatively with the general public G. Provides open and effective opportunities for communications from citizens H. Maintains constructive relations with the Press Overall Category Rating (sum o A-H/Total Responses) Comments: City of Winter Springs • City Manager Performance Evaluation Form Page 3 VI. Decision Making and Program Development Rating Makes decisions in a timely manner that are well thought out and in the best A. interest of the City B. Handles difficult situations in a professional and proactive manner Understands City ordinances and state laws pertaining to municipal C. operations D. I Effectively implements and enforces City Policies and Procedures Takes initiative to develop new programs to meet the problems and E. challenges facing city government Reviews procedures and programs from time to time to improve F. effectiveness and efficiency Recommends/makes improvements/changes in procedures or programs when G. I changes would enhance City operations and/or public service H. Accepts responsibility for outcomes Overall Category Rating (sum o A-H/Total Responses) Comments: VII. Management of Employees Rating A. Fosters a commitment to provide a high level of service to our citizens B. Fosters a positive work environment amongst Dept. Heads and employees C. Effectively supervises subordinates D. I Demonstrates awareness of the operations within all Departments E. Recruits and retains quality personnel F. Sets an atmosphere of fairness and equal treatment to employees G. Is accessible and remains visible to employees H. Encoura es the development of employees Overall Category Rating (sum o A-H/Total Responses) Comments: City of Winter Springs • City Manager Performance Evaluation Form Page 4 VIII. Professional and Leadership Skills Rating Represents the City and its Elected Officials in a positive and professional A. manner Exhibits a management style that compliments the effective operations of the B. City C. Demonstrates a high degree of integrity Demonstrates courtesy, tact and skill in dealing with sensitive matters and D. dealing with others E. Takes a hands-on approach when warranted F. Communicates clearly with Intergovernmental Agencies G. Displays ability to effectively handle crises H. Accepts constructive criticism I. Maintains an overall personable and warm attitude Overall Category Rating sum o A-I/Total Res ones Comments: Other A. What do you consider to be the City Manager's strengths and greatest accomplishments over the past year? B. What areas would you like to see the City Manager improve upon? City of Winter Springs • City Manager Performance Evaluation Form Page 5 Evaluation Summary Rating I. Relationship with Mayor& City Commission II. Strategic Planning and Organizational Management III. Budgeting and Fiscal Management IV. Communication V. Community Relations E IDecision Makin and Program Development Management of Employees VIII. Professional and Leadership Skills Overall Rating sum o I-VIII/8 Signature of Mayor/Commissioner Date City of Winter Springs • City Manager Performance Evaluation Form Page 6