HomeMy Public PortalAboutResolution No. 23-066 - Evaluation Tool for Chartered PositionsSponsored by: City Commission
RESOLUTION NO. 23-066
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
OPA-LOCKA, FLORIDA, APPROVING AND ADOPTING THE
EVALUATION TOOL FOR CHARTER POSITIONS OF THE CITY,
ATTACHED HERETO AS EXHIBIT "A"; PROVIDING FOR
INCORPORATION OF RECITALS; PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, the City Commission of the City of Opa-Locka desires to formulate
an evaluation process to identify key performance areas for the City Manager, City Clerk
and City Attorney; and
WHEREAS, the evaluation process shall take place from May 1 through June 1 of
each year; and
WHEREAS, pursuant to Resolution 23-002, the City Clerk engaged various
organizations for both City Manager and City Clerk evaluation tools; and
WHEREAS, no evaluation tool could be located for a contracted City Attorney,
however, an evaluation tool utilized for the salaried employee position of a City Attorney
in a nearby City is being presented for City Commission consideration; and
WHEREAS, the City Commission finds it in the best interest of the City and its
residents to approve and adopt certain evaluation tools, attached hereto as Exhibit "A".
NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF OPA LOCKA, FLORIDA:
SECTION 1. RECITALS ADOPTED.
The recitals to the preamble herein are incorporated by reference.
SECTION 2. AUTHORIZATION
The City Commission of the City of Opa-Locka hereby approves and adopts the
evaluation tool for City of Opa-Locka Charter Positions, attached hereto as Exhibit
"A"
SECTION 3. SCRIVENER'S ERRORS.
Sections of this Resolution may be renumbered or re -lettered and corrections of
typographical errors, which do not affect the intent of this Resolution may be
authorized by the Interim City Manager, following review and approval by the
City Attorney, without need of public hearing, by filing a corrected copy of same
with the City Clerk.
Resolution No. 23-066
SECTION 4. EFFECTIVE DATE
This Resolution shall take effect upon the adoption and is subject to the approval
of the Governor or Governor's Designee.
PASSED and ADOPTED this 17th day of May,
John H! aylor, i ., Mayor
TEST:
a Flores, City Clerk
APPROVED AS TO FORM AND
LEGAL SUFFICIENCY:
Bur ► adette Norri
Cit ttorney
eeks, P.A.
Moved by: Commissioner Williams_
Seconded by: Vice Mayor Ervin
VOTE: 5-0
Commissioner Bass YES
Commissioner Kelley YES
Commissioner Williams YES
Vice Mayor Ervin YES
Mayor Taylor YES
2
HUMAN RESOURCES DEPARTMENT
780 FISHERMAN STREET, 4TH FL • OPA-LOCKA, FLORIDA 33054
*PHONE: 305-953-2868 • WWW.OPA-LOCKAFL.GOV
CITY ADMINISTRATOR EVALUATION FORM
Use the following rating scale to evaluate overall performance on each individual item listed under each category:
1
2 3 4 5
Does Not Meet Meets Exceeds
Expectations Expectations Expectations
Category 1: RELATIONS WITH GOVERNING BODY/PROVIDING INFORMATION
This area includes provisions of full information on policy options to the Commission without bias; timely and accurate
reporting in response to requests; effective communication of technical and administrative analysis by staff; timely and
effective response to guidance from the Commission; responsiveness to Commission as a whole, rather than individual
members; acknowledgement of authority of Commission to make policy decisions while supporting the Commission in
establishing its decisions; open and direct channels of communication with Commission Members.
Item
No.
Item
Rating
Keeps the Commission informed in an appropriate and timely manner about matters critical
to the Commission's policy making role.
5
2.
Provides information on an equal basis to all Commission members.
5
11
3.
Anticipates and follows up promptly on Commission requests for information or action without
having to he reminded.
5
Iii
4.
Available to the Commission on official business either personally or through designated subordinates.
5
11
5.
Reports departmental and staff activities to the Commission in an appropriate and timely manner.
5
11
6.
Advises the Commission of relevant legislation and developments in the area of public policy
affecting the City of Opa-locka.
5
7.
Developed, or is in the process of developing, comprehensive understanding of the problems
and issues existing in the City of Opa-locka.
5
8.
Considers all available alternatives before making recommendations to the Commission.
5
11
9.
Anticipates, plans and prioritizes future needs and programs recognizing the potential
problems confronting the City.
5
10.
Carries out directives of the Commission as a whole rather than those of any
individual Commission member.
5
Category 1 Comments:
City of Opa-locka
Human Resources Department
City Administrator Evaluation
Category 2: ORGANIZATIONAL RELATIONS
A. FISCAL MANAGEMENT
This part includes assisting the Commission in establishing budget priorities; budget proposal and preparation, which is
clear and intelligible and responsive to Commission directives; efficient and effective use of funds; ability to provide the
Commission with creative and realistic solutions to financial needs and suggestions on how to reduce the budget.
Item
No.
Item
Rating
1.
Develops and administers a process of budget preparation and review which meets the
requirements of the City Charter, and expectations of the Commission in its decision making role.
5
li
2.
Controls operational and capital costs through adequate budgetary controls and the
judicious/economical utilization of manpower, material and equipment.
5
3.
Provides the Commission with timely and sufficient reports on the financial status of the
Town government in accordance with the Charter and requirements of the Commission.
5
d
Category 2 Section A. Comments:
B. PERSONNEL MANAGEMENT
This section includes assistance in formulating City policies and programs consistent with goals and objectives
established by the Commission; effective program development and implementation; attention to long-range planning
and infrastructure improvement; knowledge of current and innovative trends in local government management practices;
attention to development review, including transportation, engineeringand planning functions.
Item
No.
Item
1.
Effectuates sound personnel selection and placernent policies.
5
3
2.
Recruits and retains competent personnel for City positions.
5
3.
Communicates organizational values, directions, and expectations.
5
4.
Creates an environment for organizational and employee learning.
5
0
5.
Motivates personnel through leadership and training so that they are increasingly effective in the
performance of their duties, in achieving common goals and objectives, and in nurturing an
attitude of courtesy, helpfulness and sensitivity to the public.
5
6.
Promotes and supports the "public service role" for all City employees emphasizing exemplary
performance.
5
11
7.
Creates an environment that fosters and requires legal and ethical behavior.
5
3
8.
Assumes responsibility for staff performance.
5
El
9.
Treats all City personnel in a fair and equitable manner.
5 il
10.
Organizes and manages work and jobs to promote cooperation, initiative, empowerment,
innovation, and organizational culture.
5
11.
Motivates employees to develop and utilize their full potential.
5 Ej
Category 2 Section B. Comments:
Page 2 of 5
City of Opa-locka
Human Resources Department
City Administrator Evaluation
Category 2: ORGANIZATIONAL RELATIONS (continued)
C: MANAGING THE ORGANIZATION
This area includes recruitment of staff; effective management of staff; development of staff; organization and
management of staff departments; effective delegation; communication of Commission policies and directions to
department heads and other employees.
Item
No.
Item
Rating
1.
Executes the policies adopted by the Commission in a timely and appropriate fashion.
5
11
2.
Plans and executes organizational priorities in a manner reflective of the City's stated mission
and goals, and satisfactory to the Commission.
5
3.
Analyzes organizational problems or issues and identifies causes, reasons, implications, and
solutions employing all available technologies, systems and methods.
5
11
4.
Executes the short and long-term goals and objectives of the City in a timely and effective
manner.
5
li
5.
Communicates effectively, clearly, easily, and to the point.
5
11
6.
Demonstrates sensitivity to the opinions and concerns of others in and outside the organization.
5
111
7.
Emphasizes the importance of teamwork and leadership in his/her relationship with the
organization, and serves as a role model for personnel.
5
8.
Accepts new ideas and suggestions for change.
5
1
9.
Adapts to and deals effectively with unanticipated conditions and situations.
5
Q
10.
Presents and utilizes innovative solutions to conditions and situations affecting the City.
5
II
11.
Keeps informed on legislative issues that may affect the City.
5
,'
12.
Sets and deploys organizational values, short- and longer -term directions, and performance
expectations.
5
li
13.
Creates an environment for empowerment, innovation, and organizational agility.
5
g
14.
Implements organization -wide strategic planning process.
5
11
15.
Selects, collects, aligns, and integrates data and information for tracking daily operations and for
tracking overall organizational performance.
5
16.
Keeps data and information availability mechanisms, including software and hardware systems,
current with organizational needs and directions.
5
li
17.
Capitalizes on the diverse ideas, cultures, and thinking of employees and the community with
which the organization interacts.
5
18.
Addresses workplace health, safety, and security.
5
III
Category 2 Section C. Comments:
Page 3 of 5
City of Opa-locka
Human Resources Department
City Administrator Evaluation
Category 3: RELATIONS WITH THE PUBLIC
This section includes timely, sensitive, and effective communication with the public and business organizations
regarding questions, requests, and complaints, as well as effective communication of the Commission's positions.
Item
No.
Item
Rating
1.
Handles disputes or complaints involving citizens in an effective, equitable, and timely manner.
5
2.
Makes himself/herself available and visible to the citizens of Opa-locka in an appropriate manner.
5
3.
Presents Council policies and positions on issues to the citizens and City organization
accurately, equitable, and effectively.
5
4.
Directs sufficient public credit to the Commission in its role as the Governing Body.
5
5.
Anticipates public concerns with current and future services, programs, and operations and
prepare for these concerns in a proactive manner
5_
6.
Ensures workplace preparedness for emergencies or disasters and seek to ensure organizational
continuity for the benefit of citizens and employees.
5
Category 3 Comments:
Category 4: RELATIONS WITH OTHER GOVERNMENTS
This section includes timely, sensitive, and effective communication with other public agencies regarding questions,
requests, and complaints, as well as effective communication of the Commission's positions.
Item
No.
Item
Rating
1.
Deals effectively with other governmental agencies at all levels in representing the City of
Opa-locka.
5
2.
Develops and administers an effective program of grantsmanship.
5
1
3.
Cooperates with neighboring communities and maintains open communication with other
municipalities in areas that may affect or relate to the City.
5
,'
_._,,
Category 4 Comments:
Page 4 of 5
City of Opa-locka
Human Resources Department
City Administrator Evaluation
Current Performance Highlights:
Current Performance Concerns:
Performance Expectations for Next Year:
Additional information/comments may be attached at the option of the evaluator.
OVERALL RATING: 5.00
Commission Member (Please Print)
Signature
Date Evaluation Was Completed
Page 5 of 5
City of Opa-locka
City Clerk Performance Evaluation
INSTRUCTIONS
This evaluation form includes two parts: A quantitative score sheet, covering multiple
categories of performance criteria; and a narrative comments section.
Score sheet. Each of the categories contains multiple statements that describe a
behavior standard in that category. For each statement, rate the City Clerk's
performance along the following scale.
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)
If you do not have enough information to rate the City Clerk on a particular
characteristic, leave it blank. Blanks will not be included in the numerical scoring, but
the number of blanks for that characteristic will be recorded.
Narrative comments. At the end of the form, you will have an opportunity to respond to
specific questions, and to provide any other comments you believe appropriate and
pertinent to the City Clerk's evaluation. Please write legibly or attach a printed Word
document.
Please leave all pages of this evaluation form attached. Initial each page, including any
printed sheets you attached. Sign and date below. All evaluations submitted prior to
the deadline will be included in a summary prepared for future Commission discussion.
Commission Member's Name
Each Commission Member should complete this evaluation form, sign it in the space
below, and return it to the City Clerk. Evaluations will be summarized by the City
Clerk and provided to the Mayor and Commission Members as report for future
individual discussion and/or at a future City Commission Meeting as necessary.
Commission Member's Signature
Date Submitted
Page 1 of 5 Initials
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
Exhibits composure and attitude appropriate for the 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
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
3. CITY CLERK FUNCTIONS
Supports the actions of the governing body after a decision has been reached,
both inside and outside the organization
Helps the Commission address future needs and develop adequate plans to address
long term trends
Attends all regular and special meetings of City Commission and successfully
provides accurate official minutes of the proceedings.
Manages municipal elections, and exhibits knowledge of principles and practices
of municipal code and pertinent election law.
Ability to meet and serve the public with tact and creditability.
Page 2 of 5 Initials
4. REPORTING & RECORDS
Provides regular information and reports to the governing body concerning matters
of importance to the local government, using the City Charter as a 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
Effectively manages records and indexing of records for public use.
Produces and handles reports in a way to convey the message that affairs of
the organization are open to public scrutiny
5. FISCAL MANAGEMENT
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 department
6. STAFFING & SUPERVISION
Manages staff effectively
Encourages teamwork, innovation, and effective problem -solving among staff members
Instills confidence and promotes initiative in subordinates through supportive rather
than restrictive controls for their programs while still monitoring operations at the
staff level
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
Promotes training and development opportunities at all levels of the organization
Page 3 of 5 Initials
NARRATIVE EVALUATION
What would you identify as the City Clerk's strengths, expressed in terms of the principal
results achieved during the rating period?
What performance areas would you identify as most critical for improvement?
What suggestions or assistance can you offer the City Clerk to improve performance?
Page 4 of 5 Initials
What other comments do you have for the City Clerk (for example, about priorities,
expectations, goals, or specific objectives for the next year)?
Page 5 of 5 Initials
CITY ATTORNEY PERFORMANCE REVIEW RATING SHEET
Rate each item from 1 (low) to 5 (high) based on your opinion of the City
Attorney's performance. Mark N/A if you do not have enough information to
rate.
I. LEGAL CONSULTATION
A. Has legal advice provided by the City Attorney proven to be accurate
And technically correct?
B. Does the City Attorney provide her best and honest recommendations
given all existing legal issues and ramifications?
C. Does the City Attorney possess and provide an efficient and effective
Knowledge of the City's Municipal Code and regulations?
D. Does the City Attorney possess and provide an efficient and effective
knowledge of other government regulations and case law regarding
municipal government and issues facing the City?
E. Does advice provided by the City Attorney regularly consider and
balance the overall goals and objectives of the City?
F. Does the City Attorney regularly provide the scope of legal expertise
necessary to meet the City's needs on issues that arise?
G. Does the City Attorney proactively identify potential issues when he
is aware of them to avoid problems from occurring?
H. Are alternatives and innovative solutions provided rather than just
raising problems?
I. Is the City Attorney able to maintain the City Commission's
confidence while informing them of the different legal risks that
proposed actions might generate?
II. LEGAL REPRESENTATION
A. Does the City Attorney aggressively represent the interests of the City
as directed by the City Commission?
B. Is the City Attorney's approach effective in achievi ng the best possible
legal outcomes for the City's interests given the issues that arise?
C. Does the City Attorney represent the City in a professional and ethical manner?
D. Is the City Attorney impartial and objective in her duties and responsibilities?
E. Are the City Attorney's estimates of legal impacts reasonably accurate on
a regular basis?
III. STAFF WORK
A. Does the City Attorney prepare ordinances, resolutions, contracts and other
legal work accurately and consistent with the direction and objectives
communicated by the City Commission, or at the request of the City Manager?
B. Does the City Attorney maintain good working relationships and serve
as an effective member of the management team?
C. Does the City Attorney accurately identify and address all legal issues
within documents and items that she reviews?
D. Are staff and the City Commission advised of key changes in municipal
law as it pertains to the City's activities?
E. Does the City Attorney display a positive attitude in carrying out her
responsibilities and responding to requests?
F. Has the City Attorney been successful in accomplishing objectives
previously established?
IV. COST/FISCAL ACCOUNTABILITY AND CONTROL
A. Are regular legal activities achieved within budgetary goals and limits?
B. Has the City Attorney been effective in minimizing legal costs by limiting
tasks to those regarding legal issues and utilizing City in-house staff
when possible to perform administrative and other functions?
C. Are standard forms developed and used where possible to minimize
preparation of legal documentation?
D. Are legal tasks performed with appropriate authorization according to
established procedures and contract requirements?
2
E. Does the City Attorney display the ability and knowledge to research
issues in a reasonable amount of time?
G. Have legal costs been effectively managed and controlled
given the issues, assignments and requests made to the City
Attorney?
V. RESPONSIVE NESS/TIMELINESS OF ACTIONS
A. Are requested legal work and assignments completed in a timely
manner within established time frames?
B. Is the City Attorney accessible when needed to respond to requests
for legal information and assistance?
C. Are legal review and requests for information completed in time to
avoid delays to City projects, programs and other tasks?
D. Does the City Attorney follow-up effectively to requests that are made?
E. Does the City Attorney accurately interpret and clarify matters at the
City Commission's d irection?
VI. COMM UNICATIONS
A. Does the City Attorney communicate effectively with the City
Commission, staff and the community?
B. Are answers provided in a timely and in an understandable manner?
C. Are timelines for follow-up to requests clearly communicated?
D. Does the City Attorney effectively report to the City Commission
communications by project attorneys of a substantive nature regarding
significant or sensitive matters?
General Comments and Rating Regarding City Attorney's Performance:
Future Goals, Objectives and Areas for Improvement:
City Mayor/Commissioner signature
Print name:
Date:
Sponsored by: Mayor Taylor
RESOLUTION NO. 23-020
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
OPA-LOCKA, FLORIDA, AUTHORIZING THE CITY CLERK TO
ENGAGE WITH THE FLORIDA LEAGUE OF CITIES OR SIMILAR
GROUP TO OBTAIN A VIABLE EVALUATION TOOL FOR CITY
CHARTER POSITIONS AND SUBMIT SAID EVALUATION TOOL
TO THE CITY COMMISSION FOR CONSIDERATION AND
APPROVAL; PROVIDING FOR INCORPORATION OF RECITALS;
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, in order to establish and maintain effective review and oversight, the
City Commission desires to establish an evaluation process to review the performance of
the City Manager, City Clerk, and City Attorney; and
WHEREAS, specifically, the City Commission desires to formulate an evaluation
process to identify key performance areas for the City Manager, City Clerk and City
Attorney; and
WHEREAS, the City Commission of the City of Opa-Locka finds that it is in the
best interest of the City and its residents to authorize the City Clerk to engage with the
Florida League of Cities or similar groups to obtain a viable evaluation tool for City of
Opa-Locka Charter positions with a similar structure for the City Manager, City Clerk,
and City Attorney
WHEREAS, the evaluation tools shall be submitted to the City Commission for
consideration and approval.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF OPA LOCKA, FLORIDA:
Section 1. RECITALS ADOPTED.
The recitals to the preamble herein are incorporated by reference.
Section 2. AUTHORIZATION
The City Commission of the City of Opa-Locka hereby authorizes the City Clerk
to engage with the Florida League of Cities or similar groups to obtain a viable
evaluation tool for City of Opa-Locka Charter positions with a similar structure for
the City Manager, City Clerk, and City Attorney
SECTION 3. SCRIVENER'S ERRORS.
Sections of this Resolution may be renumbered or re -lettered and corrections of
Resolution No. 23-020
typographical errors, which do not affect the intent of this Resolution may be
authorized by the Interim City Manager, following review by the City Attorney,
without need of public hearing, by filing a corrected copy of same with the City
Clerk.
SECTION 4. EFFECTIVE DATE
This Resolution shall take effect upon the adoption and is subject to the approval
of the Governor or Governor's Designee.
PASSED and ADOPTED this 8th day of February, 2023.
ATTES
oanna Flores, City Clerk
4151 Lpu C'� � CfeCL
APPROVED AS TO FORM AND
LEGAL SUFFICIENCY:
Burnadette Norri
City Attorney
Moved by: Commissioner Bass
Seconded by: Vice Mayor Ervin
VOTE: 5-0
Commissioner Bass YES
Commissioner Kelley YES
Commissioner Williams YES
Vice Mayor Ervin YES
Mayor Taylor YES
John aylo r., Mayor
2
DocuSign Envelope ID: 5F51 DCB9-8912-4110-858F-58CED3EFAD12
City of Opa-locka
Agenda Cover Memo
City Manager:
Darvin Williams
CM Signature:
PA.VWIA.
X19444-0*'
//1'1111
WI A.tMS
Commission
Meeting Date:
02.08.2023
Item Type:
(EnterXin box)
Resolution +e8DE48z..
Other
X
Fiscal Impact:
(Enter X in box)
Yes
No
Ordinance Reading:
(Enter X in box)
1n Reading
2nd Reading
X
Public Hearing:
(EnterXin box)
Yes
No
Yes
No
X
X
Funding Source:
Account# :
(Enter Fund &
Dept)
Ex:
See Financial
Impact
Section
Advertising Requirement:
(Enter X in box)
Yes
No
X
Contract/P.O.
Required:
(EnterXin box)
Yes
No
RFP/RFQ/Bid#:
X
Strategic Plan
Related
(EnterXin box)
Yes
No
Strategic Plan Priority
Enhance Organizational
Bus. & Economic
Public Safety
Quality of Education
Qual. of Life & City
Communication
Area:
Strategic Plan Obj./Strategy:
(list the specific objective/strategy this
item will address)
X
Dev MI
=
III
Image
MI
Sponsor Name
Mayor Taylor
Department:
City Commission
Short Title:
A resolution authorizing the City Clerk to engage with the Florida League of Cities, the Florida City and County
Management Association or other similar groups to obtain a viable evaluation tool for Charter Positions (City
Manager, City Clerk, and City Attorney).
Staff Summary:
In order to establish and maintain effective relations, it is essential that the City Commission establish an
ongoing evaluation process that offers an opportunity for each party to review the performance of the City
Manager, City Clerk, and City Attorney. This evaluation focuses on how effectively the employee is
accomplishing the goals established by the City Commission and how the responsibilities in key performance
areas are being carried out.
DocuSign Envelope ID: 5F51DCB9-8912-4110-858F-58CED3EFAD12
)Financial Impact: This resolution will have no financial impact on the City of Opa-locka.
Proposed Action:
Prepare and submit an evaluation tool to the City Commission for approval.
Attachment: