TOWN OF SOUTHINGTON TOWN MANAGER PERFORMANCE

TOWN OF SOUTHINGTON

TOWN MANAGER PERFORMANCE EVALUATION

The following rating and evaluation form is divided into three parts, each representing a major aspect of the role of Southington's Town Manager: (1)

The role of chief executive, charged with serving and protecting the health, safety, welfare and comfort of Southington citizens.

(2)

The staff support to the Town Council, charged with providing the policy足 making body with technical information, policy recommendations, and legislative advice.

(3)

The operating representative of the town government, charged with representing the Town in its relations with the public, governmental agencies within the town not directly within the manager's jurisdiction, governmental units outside of the town, and professional societies devoted to supporting municipal government.

This evaluation form is to be used by the Town Council which evaluates the Town Manager on his performance in fulfilling each of the three roles which he plays in Southington's government. Under Heading I, "Chief Executive," the Council evaluates Budget, Supervision, Personnel, Leadership, Execution of Policy and Departmental Performance. Under Heading II, "Staff support," Reporting, Council Relation, Agenda, and Policy Administration are to be evaluated. Under Heading III, the Council will rate the aspects of Operating Representative," which are Community Reputation, Citizen Relations, Professional Reputation, and Intergovernmental Relations.

The Town Manager is graded 1-5 with the following scale: 1 is poor: 2 is fair: 3 is good: 4 is very good: 5 is excellent. Each Council member should provide comments supporting the rating in each section. The Chairman will then convene an executive session meeting of the Town Council to discuss the overall ratings. This meeting will be held without the Town Manager. From this meeting, a consensus of the evaluation will be prepared and discussed with the Town Manager by the Manager Evaluation Committee.

SECTION I

CHIEF EXECUTIVE

1.

BUDGET: Is the Manager's budget realistic? Is it prepared in an intelligible fashion? Is it balanced? Does he administer it so that he annually operates the town administration within its limits?

Rating:

_

Comments:

_

2.

SUPERVISION: Does the Manager properly supervise his department heads?

Does he maintain a standard of respect for their ability and encourage their initiative?

Does he know what is going on the departments? Does he evaluate his personnel from

time to time, pointing out how they can improve their performance? Is he reasonably available to town employees for guidance and counseling?

Rating:

_

Comments: .

_

3.

PERSONNEL: Has the Manager recruited good personnel for Southington considering salary and other inducements available? Has he been successful in the training and development of his staff? Has he been successful in collective bargaining with employee unions? Does he handle disputes and grievances fairly and firmly? Is he accurately informed and deeply concerned about employee salary administration, insurance, employee benefits, promotions and pensions: Rating:

Comments:

_

_

4.

LEADERSHIP: Is the Manager the type of man who inspires others? Does he bring out the best in his personnel? Is he able to get enthusiastic responses to new ideas and needed reorganizations?

Rating:

_

Comments:

_

5.

EXECUTION OF POLICY: Does the Manager understand the Town laws and ordinances? Does he cause them to be vigorously and uniformly enforced? Does he review enforcement from time to time to improve its effectiveness? Does he promptly make recommendations to the Council for changes in the law, when an ordinance or policy proves impractical in actual administration? Does his attitude reflect a devotion and respect to town and state laws?

Rating:

_

Comments:

_

6.

DEPARTMEI\lT PERFORMANCE: How well are the Manager's departments operating? Are some stronger than others? Has he taken positive action in dealing with weaker units? Do some units require his attention more so than others? Has he obtained the greatest possible effort from his department heads and employees?

Rating:

_

Comments:

Using the 1 to 5 scale, please indicate a rating for each of the following departments that reflect your perception of how well that department operates.

Town Manager's Office (including personnel administration) Finance Department

_

Building Department

Parks and Recreation Department

Engineering Department

Highway Department

Water Pollution Control

Assessor's Department

Planning Department

SECTION 2

TOWN COUNCil'S STAFF SUPPORT

1.

REPORTING: Are the Manager's reports readable? Are they comprehensive and understandable? Does he tell you on a timely and voluntary basis what you need to know to make sound policy? Does he ever ask the Council from time to time what they need to know? Does he ever withhold information?

Rating:

Comments:

_

_

2.

COUNCIL RELATIONS: Is the Manager helpful to Council members with their problems in such a way as to solve them at the administrative level thus avoiding unnecessary Council action? Does he try to deal with the Council as a whole? Is he receptive to constructive criticism and advice? Generally, does he appreciate the fact that the Council collectively is his employer?

Rating:

_

Comments:

_

3.

AGENDA: Does he prepare an appropriate and informative agenda? Does he bring trivial administration matters for the Council, or does he focus on policy-making?

Does he prepare proper back-up materials to help the Council and the public in understanding agenda items, allowing ample time for Councilor the public to give due consideration to the matters to be discussed?

Rating:

_

Comments:

_

4.

POLICY AND ADMINISTRATION. Does the Manager have a proper sense of understanding of the difference between policy and administration? Does he help make policy, without unduly forcing himself? Does he respond to suggestions to improve the administration? Does he offer sound advice to the Council on formulation of policy and law?

Rating:

_

Comments:

SECTION 3

OPERATING REPRESENTATIVE OF THE TOWN

1.

COMMUNITY REPUTATION: What is the general attitude of the community toward the Manager? Is he usually regarded as a man of high integrity, ability and dedication to the Town of Southington?

Rating:

_

Comments:

_

2.

CITIZEN RELATIONS: Does he properly handle complaints from citizens? Are you proud to have him speak for Southington before groups? Does he answer his mail and telephone calls properly and promptly? Does he seem to respect the individual citizen?

Does he defend his Council and its reputation? When complaints of citizens are not valid, does he explain to them why they are not valid? Does he get out of the office frequently enough to look at things personally and to communicate openly and freely with the citizens of the community? Does he properly avoid politics and partnership?

Rating:

_

Comments:

_

3.

PROFESSIONAL REPUTATION: How does he stand among fellow managers? Is he respected by his colleagues? Do other managers come to him for advice? Are you proud to have him represent you to municipal associations?

Rating:

_

Comments:

_

4.

INTERGOVERNMENTAL RELATIONS: Does he cooperate cordially with our neighboring communities and citizens? With the regional, state and federal governments, with governmental agencies within Southington, such as the Board of Education.

Rating:

TOTAL SCORE:

_

Comments:

_

What do you feel are his strongest points and his finest accomplishments this year?

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What areas do you feel most need improvement? Why? Do you have any constructive, positive ideas as how the Town Manager can improve these areas?

General Comments:

TOWN OF SOUTHINGTON EMPLOYEE PERFORMANCE EVALUATION REPORT FOR RESIDUAL/SUPERVISORY EMPLOYEES Employee Name: Hire Date:

_ Position Title:

Supervisor's Name:

_

_

Employees shall be assigned a rating for each performance category and an overall rating using the following descriptions.

Above Standard

Performance consistently above the standards for the position.

Meets Standard

Performance meets standards for the position.

Below Standard

Performance below acceptable standards for the position. Specific areas requiring improvement must be documented and an improvement plan developed.

PERFORMANCE RATING CATEGORIES A.

WORK QUALITY

Comments:

Accuracy. degree of compliance with established policies/procedures, quantity, completion within prescribed time.

Above

B,

Meets

Below

Meets

Below

WORK HABITS/PRODUCTIVITY Comments: Punctuality, attendance, Effective use of time and Resources.

Above

C.

WORK INITIATIVE Resourcefulness, ability To carry out new assignments, Adaptability

Above

D.

PERSONAL RELATIONS

Meets

Below

Comments:

Ability to work effectively With other employees, Acceptance of supervision, tact and courtesy in dealing with the public

Above

E.

JOB KNOWLEDGE

Meets_ _ Below_ _

Comments:

Breadth and depth of knowledge of field. ability to apply knowledge to particular problems and situations

Above

F.

Meets

Below

_

DEPARTMENTAL STANDARDS; PROCEDURES Comments: Adheres to departmental/town

policies/procedures

Above_ _Meets

G.

Below_ _

OVERALL PERFORMANCE Above

Meets

Below

JOB STRENGTHS:

AREAS NEEDING IMPROVEMENT:

_

RECOMMENDED STRATEGIES FOR IMPROVEMENT:

~

ACHIEVEMENT OF GOALS SINCE LAST EVALUATION:

_

STATEMENT OF FUTURE GOALS (to be developed in conjunction with employee):

EMPLOYEE COMMENTS:

_

I have discussed job performance with this Employee and he/she fully understands the basis for it.

I certify that this report has been discussed with me. I understand that My signature does not necessary indicate agreement.

Supervisor's Signature

Employee's Signature

Dote of Discussion

Date of Discussion