Loading...
HomeMy WebLinkAbout43. 13-50 JANUARY 22, 2013 13-50 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 2013. NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of Oshkosh that the 2012 Oshkosh City Manager Performance Evaluation as shown on Attachment A to this Resolution is hereby adopted. BE IT FURTHER RESOLVED that the 2012 City Manager Goal Attainment / Status as shown on Attachment B to this Resolution is hereby adopted. BE IT FURTHER RESOLVED that based upon the Council’s review, the performance evaluation and the City Manager Goal Attainment/Status for 2012 that the City Manager shall be provided a lump sum payment in the amount of $3500, with such amount to be paid in the first pay period following approval of this Resolution. BE IT FURTHER RESOLVED that the 2013 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 2012 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: Staff is competent and professional. Reports are generally timely and complete with the detail needed to help Council make decisions. There are times that reports are late or incomplete causing last minute changes to agendas. We understand that information flow is dynamic from other governmental sources, which causes delays. 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: Page 1 of 8 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: Mr. Rohloff needs to be more proactive in providing financial information earlier in the budgeting process. Examples of this were the 2012 Police, Fire and Transit negotiations, and the subsequent budgetary impacts. 5. Job Dimension: Strategic leadership Accepts responsibility for undesirable results /delays in accomplishing City's priority goals as identified in the strategic plan. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. Page 2 of 8 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. 7. Job Dimension: Policy Facilitation Respects the role of elected officials in making policy decisions. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. Page 3 of 8 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: None. 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: Mr. Rohloff is very visible and respected in the Oshkosh Community. He encourages active participation of citizens on City boards, commissions, etc. Oshkosh, as with other communities, continues to have a more diverse population. The City of Oshkosh needs to recognize and encourage participation of these new citizens of the community. Page 4 of 8 11. Job Dimension: Organizational Planning and Management Prepares clear, effective and understandable budget mindful of planning documents and City goal congruency. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: As noted in section #4, Mr. Rohloff needs to provide Council with budgetary information as soon as possible. In 2012 the City reacted rather than being proactive in budgetary matters. Council was put in the position to make decisions without adequate time to review and ask questions. 12. Job Dimension: Organizational Planning and Management Provides accurate assessment of the fiscal condition of the community. No Basis for Rating Exceeds Expectations Meets_ Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: See section 11. 13. Job Dimension: Communication Demonstrates a capacity for effective written and oral communication. No Basis for Rating Exceeds Exl2ectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. Page 5 of 8 14. Job Dimension: Communication Conveys information effectively and matches presentation styles to different audiences. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. 15. Job Dimension: Integrity Fosters ethical behaviors in accordance with City guiding principles. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. 16. Job Dimension: Integrity Demonstrates accountability for personal actions. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. Page 6 of 8 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. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. 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." No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Comments: The comments related to this section are listed after section #19. 19. Job Dimension: Professional Development Demonstrates a commitment to ongoing personal professional development through continued education and training. No Basis for Rating Exceeds Expectations Meets Expectations Almost Always Meets Expectations Does Not Meet Expectations Page 7 of 8 Comments for #'s 13 -19: Mr. Rohloff has embraced the strategic plan adopted by Council. He has put in place a management team that understands and is effectively executing the plan for the City of Oshkosh. He is a "cheerleader" for the City of Oshkosh and believes in what the City is and can be. He has a vision for the future. Mr. Rohloff is respected by the City of Oshkosh and his professional peers. He represents the City of Oshkosh in a highly positive manner. Most of all, Mr. Rohloff is an asset to the City of Oshkosh and its success and every day focuses on the betterment of the community and all its citizens. In the past four years he has changed the perception of Oshkosh from one of a follower to a leader in the Fox River Valley, Wisconsin, and beyond. Page 8 of 8 Attachment B 2012 City Manager Goal Attainment / Status 1. Develop a tracking system for the Oshkosh Transit System. Mr. Rohloff has successfully completed this goal. 100% 2. Develop a plan that centralizes economic development of the City of Oshkosh. Mr. Rohloff has successfully completed this goal. 100% 3. Update & implement new zoning regulations & other codes. First phase complete. Implementation of recommendations and drafting of ordinances to be completed in 2013. Mr. Rohloff has completed 25% of this goal. 4. Develop & Implement an updated strategic plan for the City. Mr. Rohloff has satisfactorily completed this goal 100% 5, Develop & put an implementation plan in place for wage & salary job classifications & pay for performance. Mr. Rohloff has completed 25% of this goal. He must regard its implementation as an ongoing goal for 2013. Lump Sum Payment for the City Manager based on the goal attainment /status: $3,500 paid the first pay period after Council approval. Attachment C 2013 Goals for the City Manager 1. Work with identified stakeholders to establish public /private partnership to facilitate integrated economic development for the City of Oshkosh. Successful goal attainment $1,500 2. Develop and recommend plan to finance long -term healthy neighborhoods program. Successful goal attainment $1,000 3. Create a coordinated plan that facilitates traffic flow between the Highway 41 corridor and the central City. Successful goal attainment $1,000 4. Fully develop and present an implementation plan and budget for a pay for performance program for all City of Oshkosh employees. Successful goal attainment $750 S. Work with Council to develop anew budget process by April 30, 2013 for full implementation in preparing the 2014 budget. Successful goal attainment $750 2013 Goal Lump Sum Payment for the City Manager paid the first pay period after Council performance review and approval.