HomeMy WebLinkAboutItem 01 City Manager Goal Setting
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AGENDA ITEM SUMMARY Meeting Date: June 15, 2020
Meeting Type: Work Session
Department: Human Resources
Staff Contact: Chaim Hertz
S P R I N G F I E L D Staff Phone No: 541-726-3787
C I T Y C O U N C I L Estimated Time: 30 minutes
ITEM TITLE: CITY MANAGER GOAL SETTING
ACTION
REQUESTED:
Provide direction regarding performance goals for City Manager Nancy Newton.
ISSUE
STATEMENT:
Nancy Newton started as City Manager in April of 2020 and the terms of her
employment contract specify that the City Manager will receive a formal
performance review each year. Council is asked to review and provide direction
regarding the current evaluation tool and to establish specific Performance goals for
FY21.
ATTACHMENTS: 1. City Manager Performance Evaluation Template FY21
DISCUSSION/
FINANCIAL
IMPACT:
The attached City Manager performance evaluation was established and last used in
2018. The template has two core sections. The first section titled “Performance
Behaviors” is the core competency section. Core competencies are a set of
knowledge, skills and capabilities that an employee needs to be successful. The
second section titled “Council Goals” evaluates the City Manager’s performance as
related to specific Council objectives.
Results of the City Manager performance evaluation are presented to Council on or
near the end of each fiscal year by the Director of Human Resources.
The purpose of this work session item if for Council to provide guidance to Human
Resources related to the evaluation template, the evaluation timeline, and to
establish FY21 performance objectives for Ms. Newton.
CITY OF SPRINGFIELD
CITY MANAGER PERFORMANCE ASSESSMENT
NAME
Nancy Newton
EMPLOYEE ID#
2899
REVIEW PERIOD
July 1, 2020 through June 30, 2021
Instructions
Use the performance standard descriptions in the first section to rate each of the identified performance
behaviors and how well the City Manager’s performance supports and promotes City Values, Mission, and
Council Goals. Please review the City Manager’s performance for the entire period; try to refrain from basing
judgement on recent events or isolated incidents only.
When selecting a rating, click on the phrase “Choose an item” and then click the down arrow. This will display
the list of performance standards described below. Select the one that best describes the City Manager’s
performance over the past year for the identified dimension. A space is provided below each rating box to
include individual comments. You are encouraged to include an example or two of why, overall, a particular
rating was chosen.
In the final section, please provide feedback on achievements over the last year and recommend future goals.
This will help establish work-related goals and objectives for the next evaluation period. Survey results will be
reported anonymously as part of the overall assessment process.
If preferable, this document may be printed and completed by hand using the ratings described. Comments
may be provided on a separate page if needed.
When complete, please return this document to Chaim Hertz, Human Resources Director. This document may
be returned in hardcopy by printing, signing, and forwarding to HR through interoffice mail or emailed to
chertz@springfield-or.gov.
I. Performance Standard
Exceeds Expectation (EE): Employee work performance exceeds normal expectations of the position.
Fully Effective (FE): Employee has achieved full competence in all critical measures of work performance and overall
contribution is entirely satisfactory.
Meets Expectations (ME): Employee generally meets performance standards.
Developing (D): Employee has not yet achieved full effectiveness but is in a training or development mode AND the rate
of growth is proceeding at a satisfactory rate.
Needs Improvement (NI): Employee has had adequate time, training, and the opportunity to achieve the fully effective
level but work performance in one or more areas is below the level of full competence and effectiveness.
Attachment 1, Page 1 of 5
II. Performance Behaviors
Please indicate the rating that corresponds to the degree to which you observe the
City Manager demonstrating the listed leadership behavior, according to the
performance standard. Please provide comments and examples which support your
ratings.
Rating
1. City Council Relationships:
Does the City Manager provide City Council with reports of progress on
approved Council goals? Are agenda items and supporting documents
appropriate and brought to council in a sufficient time for deliberations. Is
there follow up on Council requests for information or actions without having to
be reminded. Is the advice provided objective, unbiased, professional and
adequate for use in formulating polices and making decisions. Does the City
Manager accept direction/instructions in a positive manner? Does the manager
plan ahead, anticipates needs and recognize potential problems and takes the
time to consider alternatives before making recommendations. Is the manager
effective with aiding the Council in establishing long range goals? Does the
manager respond well to Council suggestions on employee training, work
priorities and productivity.
Choose an item.
Council Comments (Optional):
2. Leadership Ability:
Effectively implements policies and programs approved by the Council
Demonstrates interest and enthusiasm in performing his duties. Directs
utilization of City resources effectively. Is effective in promoting positive
employer-employee relations. Show initiative and creativity in dealing with
issues, problems and unusual situations. Shows openness to new ideas and
suggestions for change. Effective on assuring that staff make a positive
impression on citizens. Handles crises and/or emergencies in an effective,
efficient, and professional manner.
Choose an item.
3. Organizational Management:
Effectively facilitates an on-going leadership partnership between elected
officials and Department Heads. Takes a long-term view and initiates and
manages organizational change for the future; build the vision with others;
spots opportunities to move the organization toward the vision. Effectively
evaluates City organization, operations and programs, and explore new
methods for conducting City business and enhancing City effectiveness.
Successfully promotes, supports, and champions efforts to involve mid-level
managers in City management issues. Fosters an environment that promotes an
expectation of high work performance standards throughout the organization. Is
able to put aside personal views and implement Councils policy and direction.
Choose an item.
4. Financial Management:
Develops financial plans that allow City Council to anticipate and respond to
changes in the City’s finances. The budgets developed by the Manager reflect
Council’s goals and objectives. Effectively ensures that the City budget is based
on a sustainable service and funding strategy so that ongoing expenses are
supported by ongoing revenue. Control expenditures in accordance with
approved budgets. Is effective in controlling costs through economical
utilization of manpower, materials and equipment. Ensures that City financial
matters are clear and available to the public.
Choose an item.
5. Interpersonal Communication: Choose an item.
Attachment 1, Page 2 of 5
Both oral and written communication is clear, concise, and articulate. Expresses
ideas clearly and concisely; easily comprehends ideas expressed by others; able
to explain and understand difficult and complex subjects. Proposes, when
appropriate, ideas that could represent new or different ways to advance
Council, department, staff, or management objectives. Exercises good judgment
in fiscal, personnel, and other matters of public concern. Deals with the Council,
Department Heads, and staff in a fair and impartial manner. Demonstrates a
willingness to explore new ways to leverage existing and potential assets.
Professional Development: Seeks and undertakes professional development
opportunities that could enhance efficiency, effectiveness, and creativity in
areas that would benefit the City. Seeks visible roles on behalf of the City
organization in local and regional organizations. Exhibits high standards of
personal moral and ethical behavior. Supports staff in their endeavors in
organizational/ leadership activities
6. External Stakeholder Relations:
Builds and maintains active partnerships with local, regional, state, and federal
government jurisdictions and agencies. Builds and maintains active partnerships
with non-profit and non-governmental organizations. Builds and maintains
active partnerships with private enterprise. Ensures strategic pursuit of financial
resources (grants) from other agencies, including proactive notice to Council of
opportunities that may require re-prioritization of goals. Contributes to good
government through regular participation in local, regional, and state
committees and organizations. Lobbies effectively with legislators and state
agencies regarding City programs and projects. Maintains the long-term view for
the City in national, state, county, and local affairs. Communicates and interacts
productively with governmental entities at local, state, and national levels.
Choose an item.
Attachment 1, Page 3 of 5
III. Council Goals
Consider how the City Manager’s performance supports and promotes City Values,
Mission, and Council Goals. Please provide comments and examples which support
your ratings.
Rating
1. Encourage Economic Development and Revitalization through
Community Partnerships
Choose an item.
City Manager Comments: Council Comments (Optional):
A. Initiative (1)
B. Initiative (2)
2. Promote and Enhance our Hometown Feel while Focusing on Livability
and Environmental Quality
Choose an item.
A. Initiative (1)
B. Initiative (2)
3. Foster an environment that values diversity and inclusion.
Choose an item.
A. Initiative (1)
B. Initiative (2)
4. Strengthen public safety by leveraging partnerships and resources.
Choose an item.
A. Initiative (1)
B. Initiative (2)
5. Maintain and Improve Infrastructure and Facilities Choose an item.
A. Initiative (1)
B. Initiative (2)
6. Provide financially responsible and innovative government services
Choose an item.
Attachment 1, Page 4 of 5
A. Initiative (1)
B. Initiative (2)
IV. Achievements and Goals
Please provide comments and recommendations concerning the performance of the City Manager in the accomplishment of
assigned duties and responsibilities and the establishment of specific work-related goals and objectives.
Please provide explanation of any Needs Improvement ratings.
List achievements and/or strong points of the City Manager for the past twelve (12) months.
Recommend major goals and objectives for next year.
Council Member Signature ___________________________ Date____________
When complete, please return this document to Chaim Hertz, Human Resources Director. This document may be returned
in hardcopy by printing, signing, and forwarding to HR through interoffice mail or emailed to chertz@springfield-or.gov.
Attachment 1, Page 5 of 5