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HomeMy WebLinkAbout24. 12-60 FEBRUARY 14, 2012 12-60 RESOLUTION (CARRIED___7-0___LOST________LAID OVER________WITHDRAWN________) PURPOSE: APPROVE CITY MANAGER GOALS & COMPENSATION INITIATED BY: CITY COUNCIL WHEREAS, the Common Council previously approved an Employment Agreement for the City Manager which provided that the Council together with the City Manager would develop a Performance Evaluation Process for yearly evaluations of the City Manager; and WHEREAS, the Council approved a Handbook for Evaluating the City Manager; and WHEREAS, the Council has completed its evaluation of the City Manager in accordance with the Contract and Handbook and met with the City Manager to review goals for 2012. NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of Oshkosh the City Manager Council Feedback for the year 2011 as shown on attachment A to this Resolution is hereby adopted. BE IT FURTHER RESOLVED that the 2011 Performance Evaluation as shown on Attachment B to this Resolution is hereby adopted. BE IT FURTHER RESOLVED that the 2012 Goals for the City Manager as shown on Attachment C to this Resolution are hereby adopted and that the City Manager and appropriate staff are hereby authorized and directed to take those steps necessary to pursue those goals. Attachment A City Manager Council Feedback For the Year 2011 The City Manager, Mr. Mark Rohloff, continues to show high energy, to multi-task and to remain balanced with a focus on both details and the larger policy issues. Through these tough economic times, he has demonstrated the ability to continue to move forward with the strategic priorities and the vision of the City, while keeping services to the citizens intact. He is dealing head on with the difficult issue of leading the development of a new wage and classification system for city employees. The Council continues to encourage his visible and active involvement in a wide spectrum of community activities. Over the last year, the Council has seen Mr. Rohloff become much more visible in the community working with citizens groups and other organizations. He has attended many community events and is well respected in the community. The Council continues to want the City Manager to provide an easy understanding of the budget process and options that would encourage increased strategic planning. The Council should get involved with the budget sooner and should be made easy to understand. The Council understands 2011 saw significant changes to collective bargaining and significant funding cuts, yet with diligent work by Mr. Rohloff, Finance Director Steeno and others, the City was able to approve a balanced budget, continue street and storm sewer improvements and move the City of Oshkosh forward. The Council understands there will be difficult times ahead, but we are confident in the City Manager's ability to continue to deal with these issues in a professional manner for the betterment of the city and its citizens. Attachment B 2011 Performance Evaluation Oshkosh City Manager Evaluation Form This evaluation model takes into account the various job dimensions of the role of a City Manager. Please circle the level of importance of the question based on your opinion. Please circle the statement that best meets your opinion of the City Manager's performance in achieving the given job dimension. Comment space is provided for personal notations to prepare for the evaluation meeting.This document will not be collected, rather it is meant to focus Council discussion and consensus regarding the City Manager's performance evaluation and expectations. 1. Job Dimension: Staff Effectiveness: Staff is professional and high quality performers; providing reports and services that are timely and complete and contain sound recommendations in accordance with the City's guiding principles and strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 2. Job Dimension: Staff Effectiveness: Demonstrates a commitment to deal with non-performers and hold the organization accountable for results which do not conform to the City's strategic plan or guiding principles. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 3. Job Dimension: Service Delivery Management: Ensures prompt, courteous and accurate responses to requests from citizens either directly or through the Governing Body in accordance with the City's guiding principles and strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 1 of 6 Attachment B 2011 Performance Evaluation 4. Job Dimension: Strategic Leadership:Anticipates and positions the organization to address and respond to anticipated events and circumstances in accordance with the City's planning assumptions and strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 5. Job Dimension: Strategic Leadership: Accepts responsibility for undesirable results/delays in accomplishing City's priority goals as identified in the strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 6. Job Dimension: Policy Facilitation: Presents policy-related information completely and accurately and ensures that City's planning documents are considered for goal congruency in accordance with the strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 2 of 6 Attachment B 2011 Performance Evaluation 7. Job Dimension: Policy Facilitation: Respects the role of elected officials in making policy decisions. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 8. Job Dimension: Policy Facilitation: Ensures that policy decisions and initiatives are implemented in accordance to the strategic directions and priorities established in the City's strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 9. Job Dimension: Democratic Responsiveness: Demonstrates an appreciation for the unique culture of the community in accordance with the City's guiding principles and future goals as identified in the strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 3 of 6 Attachment B 2011 Performance Evaluation 10. Job Dimension: Democratic Responsiveness: Respects and promotes active citizen participation in local governance in accordance with the City's guiding principles and future goals as identified in the strategic plan. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 11. Job Dimension: Organizational Planning and Management: Prepares clear, effective and understandable budget mindful of planning documents and City goal congruency. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 12. Job Dimension: Organizational Planning and Management: Provides accurate assessment of the fiscal condition of the community. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 13. Job Dimension: Communication: Demonstrates a capacity for effective written and oral communication. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 4 of 6 Attachment B 2011 Performance Evaluation 14. Job Dimension: Communication: Conveys information effectively and matches presentation styles to different audiences. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 15. Job Dimension: Integrity: Fosters ethical behaviors in accordance with City guiding principles. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 16. Job Dimension: Integrity: Demonstrates accountability for personal actions. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 17. Job Dimension: Interpersonal Characteristics and Skills: Demonstrates the ability to work in harmony with others, minimizing conflict, fostering good will within the organization, in external relationships,with the public and other governmental representatives and interest groups in accordance with the City's guiding principles and strategic directions. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 5 of 6 Attachment B 2011 Performance Evaluation 18. Job Dimension: Organizational Values: Demonstrates and models the organization's mission, vision, and guiding principles, and goals identified in the strategic plan. S/he "walks the talk." Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations 19. Job Dimension: Professional Development: Demonstrates a commitment to ongoing personal professional development through continued education and training. Level of Importance: High Medium Low No Basis for Rating Comments: Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 6 of 6 Attachment C 2012 GOALS FOR THE CITY MANAGER As a result of the performance evaluation process, the Council established five goals for the City Manager for 2012. Each goal is worth a maximum of ten (10) points with a total maximum of fifty (50) points. Council will set aside up to $5000 for a non-base building pay adjustment in 2013 for the City Manager. At the end of 2012, the Council will assess the City Manager's relative performance in achieving each of the five goals. 1. Develop a tracking system for the Oshkosh Transit System. Plan the implementation of a system to track and provide data reporting and analysis of all bus users by location. Include the implementation plan and required resources for the tracking system in the 2013 budget. 2. Develop a plan that centralizes economic development for the City of Oshkosh. Research and recommend a plan that would allow for the City Manager and his staff to develop a plan for City economic development that incorporates best land use practices and works in conjunction with the City's Comprehensive Plan. Questions to be answered are: Are Chamco, OAEDC and the Chamber effective in the pursuit of economic development? Would creating a formal economic development structure within the City be more effective? If so, is it possible to fund or use existing resources for this purpose? What other municipalities are responsible for economic development and how has it worked for them? 3. Update and implement revised zoning regulations and codes. Review existing codes and zoning regulations and revise them where necessary to ensure they are compatible with the history of neighborhoods within the city and are sympathetic to the current needs and life styles of the citizens. 4. Develop and implement an updated strategic plan for the city. Work with the Council, staff and representative citizens in the development of an updated strategic plan for the City. The document should clearly identify the updated City's strategic directions,the strategic initiatives and action plans for the initiatives over the next 1—3 years. 5. For all non-represented employees, develop and put in place an implementation plan for a new wage and job classification system which includes a pay for performance component. The job classification system and wage structure should be ready for implementation by December 31, 2012. As part of the package, a new pay for performance system for all non- represented employees should be included and ready for at least partial implementation beginning in 2013.