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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.A.
For Meeting of: May 19, 2020
ITEM TITLE: Discuss interim and permanent city manager review process and
template
SUBMITTED BY: Alex Meyerhoff, Interim City Manager
SUMMARY EXPLANATION:
At the May 5, 2020 City Council meeting, Council was to review the performance of a public
official during executive session. Since no process or form has been agreed on by Council, past
permanent city manager evaluations were sent to Council that same day. On May 13, 2020, staff
asked Council what items they wanted included in the May 19 packet and received no direction.
Attached for Council review are:
-past Yakima city manager evaluation forms that were sent electronically to Council on May 5
-I CMA city manager evaluation form
-Yakima city manager job description
-Yakima City Charter Article I I Section 9 - The powers and duties of the city manager
ITEM BUDGETED:
STRATEGIC PRIORITY:
APPROVED FOR SUBMITTAL BY THE CITY MANAGER
RECOMMENDATION:
ATTACHMENTS:
Description Upload Date Type
O Past CM evaluation 5/15/2020 Coker Memo
O Past CM evaluation 5/15/2020 Coker Memo
O Past CM evaluation 5/15/2020 Cover Memo
0 ICMA City Manager eval 5/15/2020 Cover Memo
O CM job description 5/15/2020 Cover Memo
d Yakima City Charter Article II Section 9 5/15/2020 Coker Memo
2
City Manager Evaluation
Rating period: July 2013 — July 2014
Job Dimension: Staff Effectiveness
Level of Importance
High:
Medium:
Low:
a. Staff is professional and high quality performers; providing reports and services
that are timely and complete and contain sound recommendations
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Demonstrates a commitment to deal with non-performers and hold the
organization accountable for results.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Policy Facilitation
Level of Importance
High:
Medium:
Low:
a. Presents policy-related information completely and accurately.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Respects the role of elected officials in making policy decisions.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
3
c. Ensures that policy decisions and initiatives are implemented.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Service Delivery Management
Level of Importance
High:
Medium:
Low:
a. Ensures prompt, courteous, and accurate responses to requests from citizens
either directly or through the governing body.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Strategic Leadership
Level of Importance
High:
Medium:
Low:
a. Anticipates and positions the organization to address and respond to anticipated
events and circumstances.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Accepts responsibility for undesirable results
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
4
Job Dimension: Democratic Responsiveness
Level of Importance
High:
Medium:
Low:
a. Demonstrates an appreciation for the unique culture of the community.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations
b. Respects and promotes active citizen participation in local governance.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Organizational Planning and Management
Level of Importance
High:
Medium:
Low:
a. Prepares clear, effective, understandable budget.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Manages the allocation of financial resources.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
c. Provides accurate assessment of the fiscal condition of the community.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5
5. Does not meet expectations:
Job Dimension: Communication
Level of Importance
High:
Medium:
Low:
a. Demonstrates a capacity for effective written and oral communication.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Conveys information effectively and matches presentation styles to difference
audiences.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Integrity
Level of Importance
High:
Medium:
Low:
a. Fosters ethical behaviors
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Demonstrates integrity in professional relationships.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
c. Demonstrates accountability for personal actions.
6
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Interpersonal Characteristics and Skills
Level of Importance
High:
Medium:
Low:
a. 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.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Organizational Values
Level of Importance
High:
Medium:
Low:
a. Demonstrates and models the organizations values, mission statement, goals,
and objectives.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. "Walks the Talk"
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
7
Job Dimension: Personal Development
Level of Importance
High:
Medium:
Low:
a. Demonstrates a commitment to ongoing personal professional development
through continued education and training
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
Job Dimension: Self-Mastery
Level of Importance
High:
Medium:
Low:
a. Demonstrates adaptability and a capability for coping with stress.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
b. Respects the views of others and accepts feedback.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
c. Is able to control and manage emotions in conflicts and interactions.
1 . No basis for rating:
2. Exceeds expectations:
3. Meets expectations:
4. Almost always meets expectations:
5. Does not meet expectations:
8
CITY MANAGER 1 YEAR EVALUATION
City Council ratings
1. INDIVIDUAL CHARACTERISTICS
Diligent and thorough in the discharge of duties, "self-starter"
Exercises good judgment
Displays enthusiasm, cooperation, and will to adapt
Mental and physical stamina appropriate for the position
Exhibits composure, appearance and attitude appropriate for executive
position
2. PROFESSIONAL SKILLS AND STATUS
Maintains knowledge of current developments affecting the practice of
local government management
Demonstrates a capacity for innovation and creativity
Anticipates and analyzes problems to develop effective approaches for
solving them
Wiling to try new ideas proposed by governing body members and/or
staff
Sets a professional example by handling affairs of the public office in a
fair and impartial manner
3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY
Carries out directives of the body as a whole as opposed to those of any
one member or minority group
Sets meeting agendas that reflect the guidance of the governing body
and avoids unnecessary involvement in administrative actions
Disseminates complete and accurate information equally to all members
Assists by facilitating decision making without usurping authority
Responds well to requests, advice, and constructive criticism
9
4. POLICY EXECUTION
Implements governing body actions in accordance with the intent of
Council
Supports the actions of the governing body after a decision has been
reached, both inside and outside the organization
Understands, supports, and enforces local government's laws, policies,
and ordinances
Reviews ordinance and policy procedures periodically to suggest
improvements to their effectiveness
Offers workable alternatives to the governing body for changes in law or
policy when an existing policy or ordinance is no longer practical
5. REPORTING
Provides regular information and reports to the governing body
concerning matters of importance to the local government, using the City
Charter as guide
Responds in a timely manner to requests from the governing body for
special reports
Takes the initiative to provide information, advice, and recommendations
to the governing body on matters that are non-routine and not
administrative in nature
Reports produced by the manager are accurate, comprehensive, concise
and written to their intended audience
Produces and handles reports in a way to convey the message that
affairs of the organization are open to public scrutiny
6. CITIZEN RELATIONS
Responsive to requests from citizens
Demonstrates a dedication to service to the community and its citizens
Maintains a nonpartisan approach in dealing with the news media
Meets with and listens to members of the community to discuss their
concerns and strives to understand their interests
Gives an appropriate effort to maintain citizen satisfaction with city
services
10
7. STAFFING
Recruits and retains competent personnel for staff positions
Applies an appropriate level of supervision to improve any areas of
substandard performance
Stays accurately informed and appropriately concerned about employee relations
Professionally manages the compensation and benefits plan
Promotes training and development opportunities for employees at all
levels of the organization
8. SUPERVISION
Encourages heads of departments to make decisions within their
jurisdictions with minimal city manager involvement, yet maintains general
control of operations by providing the right amount of communication to
the staff
Instills confidence and promotes initiative in subordinates through
supportive rather than restrictive controls for their programs while still
monitoring operations at the department level
Develops and maintains a friendly and informal relationship with the staff
and work force in general, yet maintains the professional dignity of the
city manager's office
Sustains or improves staff performance by evaluating the performance of
staff members at least annually, setting goals and objectives for them,
periodically assessing their progress, and providing appropriate feedback
Encourages teamwork, innovation, and effective problem-solving among
the staff members
9. FISCAL MANAGEMENT
Prepares a balanced budget to provide services at a level directed by
council
Makes the best possible use of available funds, conscious of the need to
operate the local government efficiently and effectively
Prepares a budget and budgetary recommendations in an intelligent and
accessible format
11
Ensures actions and decisions reflect an appropriate level of
responsibility for financial planning and accountability
Appropriately monitors and manages fiscal activities of the organization
10. COMMUNITY
Shares responsibility for addressing the difficult issues facing the city
Avoids unnecessary controversy
Cooperates with neighboring communities and the county
Helps the council address future needs and develop adequate plans to
address long term trends
Cooperates with other regional, state, and federal government agencies
1. What would you identify as the manager's strength(s), expressed in terms of the
principle results achieved during the rating period?
2. What performance area(s) would you identify as most critical for improvement?
3. What constructive suggestions or assistance can you offer the manager to enhance
performance?
4. What other comments do you have for the manager; e.g., priorities, expectations, goals
or objectives for the new rating period?
12
CITY OF YAKIMA
City Manager Performance Evaluation
City Manager's Name:
Council Member's Name:
Evaluation Period: to
Evaluation Date:
Evaluation Instructions:
This form shall be completed by each member of the Council to evaluate the City Manager's
performance in each of the areas noted below. Each member of the Council shall sign at the end of
the form and forward it to Cally Price, Assistant to the City Manager. Performance levels can be
noted based on the following scale:
5 — EXCELLENT: The incumbent consistently demonstrates performance at a very
high standard that significantly surpasses reasonable expectations.
4 —SUPERIOR: The incumbent consistently demonstrates performance that
generally exceeds reasonable expectations. The individual
demonstrates no appreciable performance deficiencies.
3 —SATISFACTORY: The incumbent consistently meets reasonable4 performance
expectations. The individual demonstrates an acceptable degree of
competence and performance.
2 — FAIR: The incumbent achieves the minimum of performance expectations.
The individual requires development in specific areas in order to
meet reasonable expectations of performance.
1 — UNSATISFACTORY: The incumbent frequently fails to meet minimum performance
expectations.
Evaluation Timeline:
• The Mayor, Assistant Mayor and one rotating Council member will conduct bi-monthly reviews
with the City Manager. Council members who have concerns regarding the City Manager's
performance should submit their concerns in writing to the Mayor, Assistant Mayor, and
Executive Assistant no later than one week prior to the scheduled meeting date. The full list of
concerns will be reviewed with the City Manager and thorough documentation of the
conversation will be kept by participating members. Upon conclusion of the bi-monthly review,
the Mayor, Assistant Mayor and participating Council member will provide a report to the full
Council. All documentation will become a permanent record of the City Manager's personnel
file.
1
13
• The full Council will complete an evaluation on an annual basis consistent with the City
Manager's contract.
• City staff will develop and maintain an annual schedule for all evaluation-related activities.
2
14
CITY OF YAKIMA
City Manager Performance Evaluation
1. Professional Skills and Expertise Overall Rating: of 5
a. Is knowledgeable of current developments affecting the management field and affecting local
governments.
b. Regularly provides accurate, comprehensive reports concerning matters of importance to the
City.
c. Anticipates problems and develops effective approaches for solving them.
d. Offers workable alternatives when changes in the law render the administration of an
ordinance or policy impractical._
e. Sets a professional example by handling the affairs of the City in a fair and impartial manner.
COMMENTS:
2. Council Relations Overall Rating: of 5
a. Carries out directives of the Council as a whole rather than those of any one Council member.
b. In responding to the requests for information, provides complete, accurate, and timely
information equally to all Council members.
c. Assists the Council by resolving problems at the administrative level to avoid unnecessary
Council action.
d. Assists the Council in establishing policy while acknowledging the ultimate authority of the
Council.
e. Is willing to try new ideas proposed by Council members.
COMMENTS:
3
15
CITY OF YAKIMA
City Manager Performance Evaluation
3. Citizen and Public Relations Overall Rating: of 5
a. Effectively conveys to the public that the City delivers services in a cost-effective manner
without sacrificing quality and customer focus._
b. Is willing to meet with members of the community and is responsive to their concerns.
c. Demonstrates a dedication to service to the community and its citizens.
d. Expresses information orally in a clear and concise manner when making public presentations.
e. Is skillful with the news media, proactively providing information that is important to the public.
COMMENTS:
4. Policy Execution Overall Rating: of 5
a. Understands, supports, and enforces the City's ordinances, policies and procedures.
b. Clearly identifies and communicates expectations to the organization regarding the
implementation of policies enacted by the Council.
c. Implements Council actions in accordance with the intent of the Council.
d. Supports the actions of the Council after a decision has been reached, both inside and outside
the organization._
e. Helps internal and external stakeholders to achieve common objectives within the parameters
of established Council policies.
COMMENTS:
4
16
CITY OF YAKIMA
City Manager Performance Evaluation
5. Intergovernmental Relations Overall Rating: of 5
a. Promotes a positive working relationship with other governmental entities.
b. Engages with other local, regional, state and federal agencies to accomplish local initiatives._
c. Positively and effectively represents the City and its interests when working with other
governmental agencies._
d. Maintains awareness of laws and other issues affective other governmental agencies which
may affect the City.
e. Is willing to share resources or information with other governmental agencies as appropriate.
COMMENTS:
6. Staffing and Management Overall Rating: of 5
a. Recruits and retains competent personnel for City positions.
b. Is aware of staff weaknesses and works to improve their performance.
c. Promotes training and development opportunities for employees at all levels of the City.
d. Stays accurately informed and concerned about employee relations.
e. Is able to discern when it is necessary to assume charge of situations that would normally be
handled by a subordinate and when it is necessary to only provide guidance and support._
COMMENTS:
5
17
CITY OF YAKIMA
City Manager Performance Evaluation
7. Fiscal Management Overall Rating: of 5
a. Prepares a balanced budget to provide services at a level directed by the Council.
b. Ensures that the budget meets the operational needs of the organization and makes the best
possible use of available funds._
c. Prepares the budget in an intelligent but readable format.
d. Submits the proposed budget in a timely manner that allows for an appropriate review period.
e. Appropriately monitors and manages the fiscal activities of the organization throughout the
fiscal year._
COMMENTS:
8. Planning and Organizational Development Overall Rating: of 5
a. Works with the Council, community leaders, and other stakeholders to develop a clear vision,
mission, values, and objectives for the City.
b. Effectively priorities goals and objectives in order to ensure that the organization is doing "first
things first" in support if its strategic plan._
c. Maintains a healthy and productive organizational culture focused on customer service and
responsible stewardship of the City's resources._
d. Has a capacity for and encourages innovation._
e. Reviews ordinances, policies, and procedures periodically to suggest improvements.
COMMENTS:
6
18
CITY OF YAKIMA
City Manager Performance Evaluation
9. Leadership and Decision-Making Overall Rating: of 5
a. Leads the organization by example in adhering to its established policies, rules and
procedures and ensures that subordinates do the same._
b. Acknowledges the efforts of others and gives appropriate credit for their accomplishments._
c. Is effective at building consensus among stakeholders on new or unpopular policies or
initiatives.
d. Makes logical decisions based on a thorough review of available information and soliciting
input from appropriate sources._
e. Is able to effectively make decisions rapidly in situations where information is limited and the
outcome might be uncertain.
COMMENTS:
10. Individual Characteristics Overall Rating: of 5
a. Consistently acts with professionalism and courtesy, including prompt attendance at meetings,
returning phone calls/messages, and adhering to scheduled appointments.
b. Ensures that all business conducted by the City is free of conflicts of interest or practices that
might be construed as illegal, unethical, or unprofessional._
c. Is energetic, cooperative, and willing to spend whatever time is necessary to do a good job._
d. Has the capacity to listen to others and to recognize their interests.
e. Avoids political positions, partisanship, and unnecessary controversy.
COMMENTS:
7
19
CITY OF YAKIMA
City Manager Performance Evaluation
SUMMARY:
Performance Dimension: Overall Rating:
1. Professional Skills and Expertise of 5
2. Council Relations of 5
3. Citizen and Public Relations of 5
4. Policy Execution of 5
5. Intergovernmental Relations of 5
6. Staffing and Management of 5
7. Fiscal Management of 5
8. Planning and Organizational Development of 5
9. Leadership and Decision-Making of 5
10. Individual Characteristics of 5
Total Score: of 50
Divide by 10 (total number of metrics)
TOTAL AVERAGE RATING: of 5
Evaluator's Signature: Date:
8
20
CITY OF YAKIMA
City Manager Performance Evaluation
Additional Narrative Evaluation:
1. In your opinion, what are the manager's top successes or achievements during the evaluation
period?
RESPONSE:
2. What strengths has the manager demonstrated that have been most helpful to you as a
Council member during the evaluation period? (Feel free to be general or include specific
issues or projects which benefitted from the manager's leadership.)
RESPONSE:
3. What performance areas would you identify as needing improvement? Why?
RESPONSE:
9
21
CITY OF YAKIMA
City Manager Performance Evaluation
4. What constructive, positive ideas can you offer the manager to enhance performance?
RESPONSE:
5. What other comments do you have for the manager; e.g., priorities, expectations, goals or
objectives for the new rating period?
RESPONSE:
10
22
City Manager Performance Evaluation
City of
Evaluation period: to
Governing Body Member's Name
Each member of the governing body should complete this evaluation form, sign it in the
space below, and return it to . The
deadline for submitting this performance evaluation is
Evaluations will be summarized and included on the agenda for discussion at the work
session on
Mayor's Signature
Date
Governing Body Member's Signature
Date Submitted
Page 1of7
23
INSTRUCTIONS
This evaluation form contains ten categories of evaluation criteria. Each category
contains a statement to describe a behavior standard in that category. For each
statement, use the following scale to indicate your rating of the city manager's
performance.
5 = Excellent (almost always exceeds the performance standard)
4 = Above average (generally exceeds the performance standard)
3 = Average (generally meets the performance standard)
2 = Below average (usually does not meet the performance standard)
1 = Poor (rarely meets the performance standard)
Any item left blank will be interpreted as a score of"3 = Average"
This evaluation form also contains a provision for entering narrative comments,
including an opportunity to enter responses to specific questions and an opportunity to
list any comments you believe appropriate and pertinent to the rating period. Please
write legibly.
Leave all pages of this evaluation form attached. Initial each page. Sign and date the
cover page. On the date space of the cover page, enter the date the evaluation form
was submitted. All evaluations presented prior to the deadline identified on the cover
page will be summarized into a performance evaluation to be presented by the
governing body to the city manager as part of the agenda for the meeting indicated on
the cover page.
PERFORMANCE CATEGORY SCORING
1. INDIVIDUAL CHARACTERISTICS
Diligent and thorough in the discharge of duties, "self-starter"
Exercises good judgment
Displays enthusiasm, cooperation, and will to adapt
Mental and physical stamina appropriate for the position
Exhibits composure, appearance and attitude appropriate for executive position
Add the values from above and enter the subtotal +5 = score for this category
Page 2 of 7 Initials
24
2. PROFESSIONAL SKILLS AND STATUS
Maintains knowledge of current developments affecting the practice of local government
management
Demonstrates a capacity for innovation and creativity
Anticipates and analyzes problems to develop effective approaches for solving them
Willing to try new ideas proposed by governing body members and/or staff
Sets a professional example by handling affairs of the public office in a fair and impartial
manner
Add the values from above and enter the subtotal +5 = score for this category
3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY
Carries out directives of the body as a whole as opposed to those of any one member or
minority group
Sets meeting agendas that reflect the guidance of the governing body and avoids
unnecessary involvement in administrative actions
Disseminates complete and accurate information equally to all members in a timely
manner
Assists by facilitating decision making without usurping authority
Responds well to requests, advice, and constructive criticism
Add the values from above and enter the subtotal + 5 = score for this category
4. POLICY EXECUTION
Implements governing body actions in accordance with the intent of council
Supports the actions of the governing body after a decision has been reached, both
inside and outside the organization
Understands, supports, and enforces local government's laws, policies, and ordinances
Reviews ordinance and policy procedures periodically to suggest improvements to their
effectiveness
Offers workable alternatives to the governing body for changes in law or policy when an
existing policy or ordinance is no longer practical
Add the values from above and enter the subtotal + 5 = score for this category
Page 3 of 7 Initials
25
5. REPORTING
Provides regular information and reports to the governing body concerning matters of
importance to the local government, using the city charter as guide
Responds in a timely manner to requests from the governing body for special reports
Takes the initiative to provide information, advice, and recommendations to the
governing body on matters that are non-routine and not administrative in nature
Reports produced by the manager are accurate, comprehensive, concise and written to
their intended audience
Produces and handles reports in a way to convey the message that affairs of the
organization are open to public scrutiny
Add the values from above and enter the subtotal +5 = score for this category
6. CITIZEN RELATIONS
Responsive to requests from citizens
Demonstrates a dedication to service to the community and its citizens
Maintains a nonpartisan approach in dealing with the news media
Meets with and listens to members of the community to discuss their concerns and
strives to understand their interests
Gives an appropriate effort to maintain citizen satisfaction with city services
Add the values from above and enter the subtotal + 5 = score for this category
7. STAFFING
Recruits and retains competent personnel for staff positions
Applies an appropriate level of supervision to improve any areas of substandard
performance
Stays accurately informed and appropriately concerned about employee relations
Professionally manages the compensation and benefits plan
Promotes training and development opportunities for employees at all levels of the
organization
Add the values from above and enter the subtotal + 5 = score for this category
Page 4 of 7 Initials
26
8. SUPERVISION
Encourages heads of departments to make decisions within their jurisdictions with
minimal city manager involvement, yet maintains general control of operations by
providing the right amount of communication to the staff
Instills confidence and promotes initiative in subordinates through supportive rather than
restrictive controls for their programs while still monitoring operations at the department
level
Develops and maintains a friendly and informal relationship with the staff and work force
in general, yet maintains the professional dignity of the city manager's office
Sustains or improves staff performance by evaluating the performance of staff members
at least annually, setting goals and objectives for them, periodically assessing their
progress, and providing appropriate feedback
Encourages teamwork, innovation, and effective problem-solving among the staff
members
Add the values from above and enter the subtotal + 5 = score for this category
9. FISCAL MANAGEMENT
Prepares a balanced budget to provide services at a level directed by council
Makes the best possible use of available funds, conscious of the need to operate the
local government efficiently and effectively
Prepares a budget and budgetary recommendations in an intelligent and accessible
format
Ensures actions and decisions reflect an appropriate level of responsibility for financial
planning and accountability
Appropriately monitors and manages fiscal activities of the organization
Add the values from above and enter the subtotal + 5 = score for this category
Page 5 of 7 Initials
27
10. COMMUNITY
Shares responsibility for addressing the difficult issues facing the city
Avoids unnecessary controversy
Cooperates with neighboring communities and the county
Helps the council address future needs and develop adequate plans to address long
term trends
Cooperates with other regional, state and federal government agencies
Add the values from above and enter the subtotal + 5 = score for this category
NARRATIVE EVALUATION
What would you identify as the manager's strength(s), expressed in terms of the principle
results achieved during the rating period?
What performance area(s) would you identify as most critical for improvement?
Page 6 of 7 Initials
28
What constructive suggestions or assistance can you offer the manager to enhance
performance?
What other comments do you have for the manager; e.g., priorities, expectations, goals or
objectives for the new rating period?
Page 7 of 7 Initials
on
CITY OF YAKIMA
invites applications for the position of:
City Manager
SALARY: $190,OUO.O0 - $ZZU,OOU.00Annually
OPENING DATE: 04/17/20
CLOSING DATE: 86/03/20 05:00 PM
OVERVIEW AND MINIMUM CLASS REQUIREMENTS:
All applications must be completed in fu,.IV AND have the folUowUncir attachments to be
considered. (Resume may not substitute for work history information required/n the application)
^ Letter of interest and resume
^ Name and morpp|eha contact information for 5 references including at least one current or
previous supervisor
Click here to vksyva Ci/vMonaoqr recruitment brochure.
QUALIFICATIONS:
Bachelor's Degree from a four-year college or university in business administration, business, law,
public administration, political science, or closely related field is required. Five (S) years of experience
as a City Manager, Assistant City Manager, exempt level department head or other senior administrative
officer. Master's Degree is strongly preferred.
Must pass a background investigation regarding applicant's aptitude, character, judgement, credit,
driving record and criminal history.
LICENSES, REGISTRATIONS AND/OR CERTIFICATES:
Must be able to obtain and maintain a valid Washington State Driver's License within 6 months of hire.
JOB SUMMARY:
The City Manager is responsible for directing the administration of City government in accordance with
the municipal management principles, City ordinances, Yakima City Charter, applicable local, state and
federal laws, and policies set forth by the Yakima City Council.
The City Manager appoints all Civil Service exempt employees including but not limited to Department
Heads as provided by City Ordinance; supervises activities of all City departments and divisions,
including public works, collection and disbursement of revenues, personnel management, public safety,
code enforcement, City legal services, and City communications; overseas annual budget preparation
and management; submits an annual budget to the City Council for approval; plans for future
development to provide for population growth and expansion of public services.
The City Manager provides guidance, support, and problem solving assistance to all Department Heads
in handling daily activities and responsibilities for the City of Yakima, making independent decisions on
operational issues, managing and evaluating the effectiveness of technical operations, monitoring
implementation of the City budget and ensuring that the City's programs are implemented in a manner
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consistent with City goals and policies. The City Manager reports to the City Council and is the
appointing authority for all other City uf Yakima employees.
ESSENTIAL FUNCTIONS:
Plans, directs and coordinates the City's administrative functions and administers and executes the
City's laws and ordinances. Provides City departments appropriate direction, encourages feedback and
communication, and provides problem solving guidance and assistance.
Appoints, manages and, when necessary for the good of the City, removes from employment personnel
of the City, all in compliance with Civil Service rules, regulations and laws; may authorize the heads of
departments or offices tu appoint and remove subordinates in such departments oroffices.
Prepares the budget annually, submits ittothe City Council and is responsible for budget administration
after adoption.
Prepares a complete report of the City's finances and administrative activities of the City for the
preceding year and submits it to the City Council at the end of the fiscal year,
Recommends measures considered necessary and expedient for adoption by the City Council.
Keeps the Council advised of the financial condition of future needs of the City and makes such
recommendations as may deem desirable.
Administers all finance and fiscal matters of the City, countersigns all warrants, approves all claim
vouchers and authorizes all travel for administrative personnel.
Oversees preparation of reports and recommendations for Council action, attends all City Council
meetings and assures follow-up on Council actions and completion of assignments to staff. Serves as a
resource to the City Council and staff through positive interactions and collaboration.
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Attends a variety of meetings as the City's official staff representative and is required to speak to a wide
variety of community groups, service clubs, professional organizations, etc.; yen/eo as local liaison with
State and County agencies. Work regularly requires attendance at meetings outside of normal working
, hours.
Supports the administration of Ci personnel policies in compliance with appropriate Collective
Bargaining Agreements, City Charter, and Civil Service Rules and Regulations. Ensures timely resolution
of operational issues, anticipates potential crisis and acts to prevent their occurrence or reduce
operational impact.
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Contributes to the effective administration of City government by fostering an attitude that encourages
cooperation and coordination of efforts and efficient use of reaoupces. Provides continuous effort to
improve operations, decrease turnaround'times, streamline work processes, and work cooperatively and
jointly to provide quality customer service.
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Performs such other duties as may be required by the City Council.
MAJOR WORKER CHARACTERISTICS:
Considerable knowledge of the principles, procedures and techniques of municipal organization and
administrative operations. Knowledge of federal, state and municipal |avve and ordinances, and City of
Yakima policies and procedures. Knowledge of best principles and techniques of management,
supervision, corrective action, progressive discipline and leadership practices; principles and practices of
work flow and systems analysis; record keeping systems, processes, and practices; best principles and
practices for project and financial management; municipal records retention procedures and techniques.
Demonstrates knowledge and sound judgement with regard to public disclosure and confidentiality
standards.
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Knowledge of principles and practices d[ a wide variety of departmental and staff municipal functions
including, but not limited to, public works, engineering and related services, community and economic
development, airport operations, land use and zoning, public safety services, budgeting, finance,
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procurement, legal and personnel administration, and labor relations.
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Strong working knowledge of: computer spreadsheets; databases; industry applications; Microsoft
Office Suite including Excel; report writing tools and office equipment; professional office procedures
and practices; and computerized municipal budgetary and fiscal management practices. Ability to
operate standard office equipment including but not limited to: computer, copy machine, telephone and
mobile devices.
Knowledge of techniques and strategies for dissemination of complex written and verbal information to
a wide range of individuals, including the City Council, staff and members of the public, through
effective written and oral reports, letters, and other formal communications such as public presentations
or news conferences.
Excellent ability to conduct or supervise management and administrative analytical studies and to
prepare policy recommendations for action. Ability to analyze and resolve problems; gather, analyze
and interpret data; advise and counsel employees and managers.
Outstanding ability to communicate ca|nn|i\ clearly, concisely, and tactfully in a wide variety of
situations, including under stress. Must possess well developed and effective communication skills, both
written and oral, with appropriate use of business English and plain English, including but not limited to
correct grammar, vocabulary, letter composition, editing, spelling, and punctuation. Must possess the
ability to make informative and persuasive presentations to individuals and groups, conduct public
meetings, and participate in public forums. Must routinely and regularly maintain confidentiality and
discretion through all forms of communication.
Ability to provide effective leadership
' and guidance to others with strong capacity to establish and
maintain cooperative, successful working relationships and public relations credibility with City's
management staff, City Council members, employees and employee associations, civic groups,
professional organizations, private residents, the news media, other local, state, and federal officials
and legislative representatives.
Ability to absorb and analyze information rapidly, draw sound conclusions, and make decisions and
recommendations quickly which address technical, legal, financial, personnel, and other administrative
issues. Must be able to work effectively on several projects concurrently; work independently with self-
direction and minimal direction or oversight; maintain sustained attention to detail; work under timeline
' pressures; adapt quickly to changing priorities and demands; prioritize and assign workloads; and make
sound decisions within broad guidelines. Ability to respond, implement, and manage an emergency
plan of action including but not limited to: technological or operating issues and/or emergency
situations. ,
Knowledge of collective bargaining laws, procedures, and arbitration decisions which impact municipal
operations. Must have ability to successfully assist with facilitation and negotiation of collective
bargaining agreements in accordance with goals and guidelines of the City Council.
Ability to coordinate the diverse activities of various City departments and City-wide programs and
capability to motivate and persuade key.staff in City departments to adhere toCouncil objectives and
policies at the City Manager's directions. Ability to work effectively with Yakima City Council and staff to
address strategic priorities.
Ability todevelop, present and gain acceptance for long-range programs and budgets. Must be able to
locate grant resources and prepare grant proposals for projects.
Ability to work extended hours as needed to carry out the executive management and supervisory
responsibilities and functions for the City~ of Yakima.
PHYSICAL DEMANDS:
Work is performed primarily in an office environment while sitting at desk or computer terminal for
extended periods of time or while standing for a period of time. Occasionally needs to move inside the
office to access file cabinets, office machinery, and department records. Constant use ofboth handy in
reaching/handling/grasping/keyboarding and other fine manipulation while operating computers and
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performing other duties. Occasional
heavy work includes lifting and carrying up to 25 pounds.
Occasionally ascends/descends stairs while maintaining balance. Constant use of all senses including
feeling/talking/hearing/seeing while ,performing duties and communicating with co-workers, general
public and completing all tasks as ass|gned. Must be able to distinguish color and maintain long-term
and short-term nncrnor^ May work in remote locations or in noisy work areas. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential functions.
UNUSUAL WORKING CONDITIONS: ~
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,May work with angry or upset individuals including those who may be unhappy with City policies and/or
U City decisions. May require extension of workday or work week with short notice including evening or
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weekend work to address workload and/or when meeting with the public. Required to oanY a cell phone
� and respond to technological or operating issues and/or emergency situations outside the normal work
� schedule, including weekends and holidays. May require occasional travel from site to site for
attendance atmeetings, including evening meetings.
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Yakima City Charter
ARTICLE II Officers -- Council-Manager Form of Government
SECTION 9. The powers and duties of the City Manager shall be:
(1) To have general supervision over the administrative affairs of the municipality;
(2) To appoint and remove at any time all department heads, officers and employees of the City,
except members of the Council, but the appointment and removal of those department heads,
officers and employees who are subject to Civil Service or merit systems of the City of Yakima
shall be pursuant to the Civil Service laws, rules and regulations of such City in existence at the
effective date hereof: provided, that the Council may cause an audit to be made of any
department or office of the City government and may select the persons to make it, without the
advice or consent of the City Manager;
(3) To attend all meetings of the Council at which his attendance may be required by that body;
(4) To see that all laws and ordinances are faithfully executed, subject to the authority which the
Council may grant the Mayor to maintain law and order in times of emergency;
(5) To recommend for adoption by the Council such measures as he may deem necessary or
expedient;
(6) To prepare and submit to the Council such reports as may be required by that body or as he
may deem it advisable to submit;
(7) To keep the Council fully advised of the financial condition of the City or town and its future
needs;
(8) To prepare and submit to the Council a tentative budget for the fiscal year;
(9) To perform such other duties as the Council may determine by ordinance or resolution.