HomeMy WebLinkAbout10-12-2009 - Supplemental MaterialsCITY OF SHORELINE
CITY MANAGER PERFORMANCE EVALUATION CRITERIA
1. Accomplishment of City Council Goals and Work Plan:
a.
16M
2. Review of City Performance Measurement Data
3. City Council Relations:
a. Keeps Councilmembers informed equally and on a timely basis especially
on emerging issues.
b. Responds promptly to requests for information.
c. Listens effectively to Councilmember concerns and issues.
d. City Manager and or designated staff are available and accessible to
Councilmembers.
e. Follows up or provides a plan which responds to City Council direction.
f. Maintains effective and open lines of communication with the City
Council as a body and with individual members.
4. Policy Development:
a. Provides adequate, clear, objective and timely information and analysis
including alternatives and recommendations to assist the City Council in
making decisions.
b. Helps the City Council develop an effective goal setting process.
c. Anticipates and alerts the City Council to emerging issues and provides
suggested approaches to address them.
d. Develops creative solutions to address issues facing the community.
5. Policy Implementation:
a. Accurately and effectively interprets, implements and communicates City
Council policy and direction to city staff, the community and the media.
b. Supports City Council actions after a decision has been reached.
c. Holds staff accountable for follow-through on Council direction and
actions.
d. Develops a work plan to ensure that City Council policies and directives
are carried out consistent with their intent, timelines and budget.
e. Keeps Councilmembers informed on the status of Council goals, policy
initiatives and direction to staff.
6. Budget and Financial Management
a. Plans, organizes and administers the budget and Capital Facilities Plan
process in way which reflects the City Council's direction and is within
approved revenues and expenses.
b. Provides City Council with regular financial reports regarding the current
budget and trends or new information with implications for the future.
c. Provides and updates a long term financial plan for both operating and
capital which links to the City's Strategic Plan and reflects the financial
realities facing the City.
d. Provides recommendations which identify the financial implications and
serve to protect the City's short and long term financial integrity.
7. Community, Intergovernmental and Media Relations:
a. Effectively handles citizen complaints, inquiries, and contacts.
b. Is aware of and listens to citizen concerns and issues and responds in a
timely and appropriate manner consistent with City policy and direction.
c. Projects a positive professional image to the community that is reflective
of the City's values.
d. Builds and maintains positive working relationships with community
groups and organizations including business.
e. Ensures that employees who have public contact convey an attitude of
helpful, courteous and sensitive service.
f. Maintains positive relations and effectively advocates the city's interests
with other agencies and jurisdictions.
g. Maintains a professional open relationship with the media and provides
information that increases public understanding of local government issues
and activities.
8. Organizational Leadership:
a. Creates a positive, productive and supportive work environment that
encourages responsibility, creativity and decision making at all levels.
b. Effectively delegates responsibility and authority while defining
expectations, providing direction, giving support and evaluating results.
c. Understands and values differences among individuals and fosters these
values within the organization and in the community.
d. Creates and articulates a clear vision of organizational priorities and
direction.
e. Fosters a team oriented work environment that places a high value on
customer service.
f. Anticipates problems and opportunities and develops appropriate plans to
address or take advantage of them.
g. Recruits, selects and retains quality personnel.
h. Monitors and evaluates staff performance and takes appropriate action to
enhance employee growth and address any problems.
i. Provides for employee training, development and recognition.
9. Professional and Personal Qualities:
a. Demonstrates fairness, honesty and a strong sense of ethics and integrity
in professional and personal relationships and activities.
b. Is accessible, approachable and an effective listener.
c. Is open and willing to try new ideas and approaches.
d. Makes a positive impression on citizens and is respected in the
community.
e. Able to communicate effectively both verbally and in writing.
f. Keeps current regarding trends and issues in city management and pays
attention to his/her own professional development.
g. Is poised under pressure and willingly accepts responsibility.
h. Maintains a balanced perspective and has an appropriate sense of humor.
City of Medina
City Manager Evaluation
Poor Fair n .,.
Personal Traits 7
• Initiative, judgment, fairness,
creativity,integrity,etc.
Poor
Fair
Sati...
,,,
Excellent
Professional Skills
• Results oriented, analytical,
problem solving, innovative,
communications leadership, etc.
Poor Fair Satisfact" Go
Managerial Skills
• Sets appropriate standards and
manages staff to standards,
creates team spirit, successful staff
development, effective salary
administration, etc.
Poor Fair Satis actl Goo Excellent
Relations with City Council
• Individual members, full Council,
Council meetings, provide
meaningful reporting and
information etc.
Poor
Fair
Satl..
Policy Execution
Solution identification,
implementation, enforcement and
follow-up, etc
•„
4.
,..
Customer Service
• Responsiveness to citizens,
resolves complaints, creates
positive experiences, exhibits
empathy, timeliness etc.
8/15/2009 CM Evaluation 2007 Blank
City of Medina
City Manager Evaluation
• / /
4
Good 1
Staffing
• Selects and retains quality
personnel, manages non —
erformers effectively, etc.
Poor
Good 1
Fiscal Management
• Budget process and actual results,
vendor and labor contract
negotiations, resourceful in
identifying opportunities to
increase revenue and decrease
expenses, etc.
Comments:
8/15/2009 CM Evaluation 2007 Blank
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DRAFT - For Discussion Purposes Only
Table 1. Pavement Preservation Project Categories and PCI Ranges
g,
dd _1,00d
Routine maintenance activities are performed to maintain a safe traffic condition
Routine
and include pothole patching, patching around utility structures, and crack sealing.
71-100
Maintenance
Routine maintenance is often reactive to calls or reports by street maintenance
crews with the goal of keeping the roadway driving surface safe.
Repair activities are performed to preserve or extend the life of an existing
r
pavement structure that is deemed structurally sound. This work when done within
the initial 10 year life of a new pavement helps to prevent potholes from occurring.
Repair
These activities may mean placing a new surface (2 inches or less) on an existing
50-70
road way to provide a better all weather surfaces, a better riding surface, and to
extend or renew the pavement life. It can also be deep patching or spot repairs,
pre -leveling of ruts, crack sealing, and seal coatings.
Indicates that the road way segment maybe a candidate for rehabilitation work
generally consists of the preparatory work activities and either thin or thick
overlay. Rehab is appropriate when only a small percentage of the roadway
segment is damaged. Preparatory work is that work essential to assure the
25-49
Rehabilitation
integrity of the foundation of the roadbed to support a flexible pavement and to
assure a smooth riding surface once the overlay is done. Preparatory work may
involve digging out defective asphalt base and sub base. A rehab project typically
extends the roadway life between 10 - 15 years.
Indicates that the road way segment may be a candidate for reconstruction when
a majority of the pavement or underlying base course has failed and can no longer
Less
Reconstruction
serve as competent foundation for flexible pavements like asphalt. A rebuild
than 25
typically extends the life of a roadway between 20-25 years.
3. Pavement Preservation Project per Unit Cost Averages
The following table shows the per square yard unit costs for the four pavement
preservation project categories from responding jurisdictions. Using this information, an
average cost for each category was developed. It should be noted that these cost
represent only the pavement portion of the roadway and does not include costs associated
with sidewalks and intersection improvements.
Table 2. Project Categories, Per Square Yard Cost Estimates
j4l
J0 N5
m
�;Se
Routine
$1.84
$2.80
$1.18
$2.30
$1.75
$4.03
$0.46
$2.05
Maintenance
Repair
$15.00
$10.00
$83.00
$16.00
$12.50
$18.00
$11.00
$29.97
•
$20.69
Rehabilita-tion
$35.00
$35.00
$162.50
$23.00
$36.00
$56.00
$23.00
$26.30
$46.31
Reconstruc-
$115.00
$154.00
$205.00
•
$123.00
$133.00
146.00
tion
* Information not provided
4