1. EVALUATING THE CITY MANAGER

2. SOMETHING ALL MANAGERS SHOULD KNOW…
…BUT NOT ALL COUNCILS DO

3. WHY CONDUCT AN EVALUATION?

4. CITY MANAGER EVALUATION POLICY
“A formal in-person evaluation of the performance of the City Manager shall be conducted by the City Council annually… Standards for the evaluation, which will include general performance criteria and specific goals set for accomplishment, will be established and agreed upon prior to the beginning of each evaluation period…A written review prepared by the City Council will be given to the City Manager…and the City Manager will have the opportunity to comment.”

6. THE TEAM FEEDBACK LOOP COUNCIL & MANAGER COUNCIL COUNCIL & MANAGER

7. CITY COUNCIL RESPONSIBILITIES
Recognize Performance
Identify Improvements Needed
Set Goals for the Future
Be Constructive
Communicate Effectively
Be Specific
CITY COUNCIL RESPONSIBILITIES

8. I’ve never done this before. What a waste of time. I can’t decide.
This is hard.
What do you think?
I’ve never done this before.
I don’t know.
Why are we doing this?
?????
!#%&*?
What a waste of time.
I can’t decide.
HELP!

9. ANNUAL EVALUATION CALENDAR
May: Manager provides performance report to Council on current fiscal year goals and objectives.
June:
Each Council Member completes a Manager performance evaluation form for current fiscal year and suggests goals for upcoming fiscal year.
Mayor consolidates all performance evaluation forms and provides them to Manager for review, response and comment.
June-July: Manager proposes goals and objectives for upcoming fiscal year.
July:
Council and Manager meet to conduct annual performance evaluation for current fiscal year and agree upon goals for upcoming fiscal year.
August-September: Council undertakes Manager compensation review.
October/January/April:
Council and Manager meet quarterly to review progress toward meeting goals and objectives.

10. SAMPLE PERFORMANCE FACTORS
1. RELATIONSHIP WITH THE COUNCIL
2. COMMUNITY RELATIONS 
3. CITY ADMINISTRATION 
4. PERSONAL TRAITS 
5. GOALS AND ACCOMPLISHMENTS 
6. FUTURE GOALS

11. SAMPLE GOAL

12. Frank Zerunyan
Mayor
Doug Prichard
City Manager
Velveth Schmitz
Council Member

14. SUCCESSION PLANNING

15. WHAT IT IS…
Succession planning is a talent management process that builds a pool of trained workers who are ready to fill key roles when leaders and other key employees step down. Organizations with succession planning programs in place foster a talent-oriented culture by recruiting skilled workers and top talent. Once recruited, focus is placed on developing these workers’ skills, expertise and knowledge so they are prepared to take on leadership roles in the event of organizational growth, talent loss or management turnover.

16. WHAT IT IS NOT…
The goal of succession planning is not to prepare one person to take over a specific role. That is simply replacement planning.

17. WHY DO IT ?
YOU NEVER KNOW…

18. Keeping the bench warm…
Enhances ability to attract and retain top talent.
Improves morale.
Promotes risk taking and professional growth.
Encourages personal responsibility.
Meets both long-term and emergency leadership needs.
Is cost effective.

19. WHY YOU SHOULD CARE ABOUT IT…

20. Elected officials help attract and retain talent by establishing a cooperative organizational culture.

21. The baby-boomer retirement tidal wave is hitting the beach.

22. Employees who learn and grow are more likely to stay planted.

23. Cities can no longer rely on “stealing” talent from each other.

24. A CASE STUDY
THE WHAT IF SCENARIO…

25. City Staff Organization - CURRENT
City Manager*
Assistant City Manager*
Assistant to the City Manager
Administrative
Analyst*
Traffic Control/ Code
City Clerk
Record Clerk*
Planning Director*
Senior Planner
Associate Planner
Code Compliance Officer
Administrative Assistant
Administrative Services Director
Accountant
Account Clerk
Community Services Director
Maintenance Supervisor*
Maintenance Workers
Senior Recreation Leader*
Recreation Leaders (Tennis)
*Denotes position filled by internal promotion or reclassification.
Nineteen Full-Time Employees. Five Part-Time Employees.

26. City Staff Organization - PROPOSED
City Manager*
Assistant City Manager*
Assistant to the City Manager
Administrative Analyst
Administrative Aide* NEW
Maintenance Superintendent*
Maintenance Workers
Community Services Supervisor*
Community Services Coordinator*
Recreation Leaders
City Clerk
Office Assistant* (2 part-time) NEW
Community Development/Public Works Director*
Planning Manager*
Associate Planner
Code Compliance Officer
Traffic Control/ Code
Administrative Assistant
Administrative Services Director
Accountant
Account Clerk
Community Services Director
*Denotes internal promotion, new position, reclassification and/or new duties.
Twenty Full-Time Employees. Six Part-Time Employees.

27. TOTAL PROJECTED COST SAVINGS
TOTAL COMPENSATION
ESTIMATED ANNUAL NET SAVINGS
$130,000 - $145,000
- Replace two high cost positions with lower cost positions.
- Replace one Full-Time Position with two Part-Time positions.

28. THE ROLE OF THE CITY COUNCIL

29. THE ROLE OF THE CITY COUNCIL
-Adopt a policy statement making Succession Planning an organizational priority.
-Establish Succession Planning as a goal for the City Manager work program and regularly assess performance.
-Foster an atmosphere of cooperation among Council Members and between Council Members and staff.
-Budget for staff training.

30. THE ROLE OF THE CITY MANAGER

31. THE ROLE OF THE CITY MANAGER
-Embrace Succession Planning as an organization norm.
-Establish Succession Planning as a goal for Department Head work programs and regularly assess performance.
-Actively seek opportunities for staff training and continuing education.
-Seek out projects and responsibilities to assign to staff that are outside normal duties.
-Identify your stars early and mentor them continually.
-Continually assess organization needs and match them to staff strengths.

32. THE RESULT
ALL OF THE PIECES FIT TOGETHER