HomeMy WebLinkAboutAgenda - 04-09-2013 - 7c 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 9, 2013
Action Agenda
Item No. 7-c
SUBJECT: Performance Evaluation Process for Three Staff Members Appointed by the
Board — County Attorney, Clerk, and Manager
DEPARTMENT: County Commissioners PUBLIC HEARING: (Y/N) No
ATTACHMENT (S): INFORMATION CONTACT:
Attachment 1 : Performance Evaluation Commissioner Renee Price
Process for Clerk and County Attorney Commissioner Penny Rich
Attachment 2: Examples of Evaluation Clerk to the Board Donna Baker, 245-
Forms for Clerk (2A) and County 2130
Attorney (2B)
Attachment 3: Proposed Scope of Work -
Facilitating the County Manager
Performance Evaluation Process
PURPOSE: To review and consider approval of the performance evaluation process for three
staff members appointed by the Board — County Attorney, Clerk to the Board and Manager,
including proposed scopes of work.
BACKGROUND: At the March 12, 2013 work session, the Board of Commissioners discussed
informally an evaluation process for the three staff members who are appointed by the Board.
The Board's direction from that work session was for the sub-committee (Commissioner Renee
Price, Commissioner Penny Rich and Clerk to the Board Donna Baker) to bring back a revised
Performance Evaluation Process for the Clerk to the Board and the County Attorney, along with
examples of evaluation forms for the Board to review; and to bring back a proposed scope of
work for facilitating the County Manager's performance evaluation process with the use of a
consultant with a funding option not to exceed $3,300.
The proposed project goals for the evaluation process are:
■ Provide County Attorney, Clerk, and Manager with feedback on her/his performance,
identifying strengths and areas for improvement
• Foster effective communication and strengthen working relationship between Board of
Commissioners and County Attorney, Clerk, and Manager
• Link performance evaluation to decision about compensation for coming year
FINANCIAL IMPACT: There is a financial impact of up to $3,300 associated with the County
Manager's performance evaluation process. Funding would come from the Clerk to the Board's
annual budget.
RECOMMENDATION (S): The Manager recommends the Board review and consider approval
of the performance evaluation process for three staff members based on the information above
and the attachments.
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DRAFT- ATTACHM ENT 1
Orange County Board of Commissioners
Employee Evaluation Process
For County Attorney, and Clerk to the Board
I. Process Prior to the Board of County Commissioners (BOCC) Meeting
A. Approximately three*weeks prior to each employee's evaluation due date, the Clerk to the
Board and the County Attorney will mail out their evaluation packets to the BOCC. This packet
will include the Board adopted evaluation form for the position, with instructions.
B. The following week, Board responses for-Clerk to the Board and County Attorney
evaluations are due to the BOCC Chair, so that the responses may be included in the BOCC
agenda packet.
C. The summary of Board member ratings and responses will be mailed in the BOCC closed
session agenda packet. In addition, the packet will include the summary of the process to be
followed, the action to be taken, information on the employee's current salary and status, and
the proposed work plan/goals for the next review period.
The rating categories for overall performance are listed below.
1 Unsatisfactory
2 Needs Improvement
3 Proficient
4 Proficient with Superior Meritorious Service Award
5 Exceptional with Exceptional Meritorious Service Award
II. BOCC Meeting (Closed Session)
A. The employee will be given an opportunity at the beginning of the BOCC closed
session to speak with the commissioners regarding his/her performance.
B. The BOCC will consider all performance-related information during the closed session and
determine the performance rating of the employee, using the scale in LC above, and based on
the average of all Board responses received and the Board discussion.
C. Once the Board has agreed upon the performance rating for the employee in closed
session, the Board will return to open session. The Board is encouraged not to make any
comments regarding the employee's evaluation or performance in open session. Any changes
in salary or the employee's contract will be handled as a budget amendment on the agenda of a
subsequent BOCC regular meeting.
D. As soon as possible after the Board meeting, the Board Chair will meet with the employee
to discuss the evaluation and work plan/goals for the next review period. At that time, the
employee will be given a copy of the summary of Board member ratings and responses.
III. Employee's Work Plan/Goals
A. The employee will prepare a proposed work plan/goals for the next review period and
submit it prior to the mailing of the BOCC closed session agenda packet for the meeting at
which his/her evaluation will be discussed.
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DRAFT ATTACHM ENT 1
B. The BOCC will adopt a work plan/goals by which the employee will be evaluated for the next
review period.
IV. Employee's Current Salary and Status
The information on the employee's current salary and status, as outlined in LC above, will include
the following:
Employee Name:
Employee Title:
Date Hired:
Current Salary:
Amount of vacation time
Other benefits
*Note: The period will be two weeks for 2013 only.
ATTACHMENT 2A 4
CLERK TO THE BOARD-ANNUAL EVALUATION
DRAFT
Please evaluate the performance of the Clerk to the Board in the sections below. You should
indicate your perceived level of performance for each statement based on the scale illustrated. In
addition, space is available to make comments for each evaluation question and for general
comments at the end. The period of evaluation approximately corresponds to the annual
anniversary of the Clerk's date of hire.
Each Commissioner should sign the form.
PLEASE CIRCLE YOUR RESPONSE.
Scale:
Poor Fair Good Excellent Unable to rate
This area encompasses responsibilities for compliance with all applicable state and local
laws.
1.
a) Regular and Emergency Meetings and Special Meetings/Work Sessions
• Ensures adherence with state laws and public notices
• Follows rules of procedure policy
• Prepares agendas, if needed
• Attends meetings
• Minutes
• Handles all follow-up items
Scale:
Poor Fair Good Excellent Unable to rate
Written Comments:
b) Records Management
• Oversees and manages the records management program including developing procedures
for records management, retrieval and disposal; maintain, dispose, and preserve official
county documents and records including resolutions, ordinances, deeds, Commissioner
minutes, agreements, and reports in accordance with legal requirements; supervises the
storage and protection of the county's permanent records.
• Maintains accurate files and record management systems which facilitate the efficient
storage and retrieval of information when it is requested
• Facilitating open government transparency while meeting the demands for government
information in multiple formats
• Establishes and maintains complex and confidential records, files and documents
ATTACHMENT 2A 5
• Centrally manages public requests for records, seeking innovative ways for providing
information to staff and the public through technology.
Scale:
Poor Fair Good Excellent Unable to rate
Written Comments:
c) Maintenance of County Code ( works in conjunction with the County Attorney's Office)
Scale:
Poor Fair Good Excellent Unable to rate
2. OPERATIONAL SUPPORT
This area encompasses the following responsibilities:
a) Acts as a liaison for Commissioners to the public and staff
b) Acts as a resource for Commissioner actions
c) Responds to public records requests in a timely manner
d) Participates in elected officials' orientation
e) Oversees contracts with the Municipal Code Corporation
Scale:
Poor Fair Good Excellent Unable to rate
Written Comments:
3. MANAGEMENT OF COUNTY CLERK'S OFFICE
This area encompasses the following responsibilities:
a) Serves as a member of the County's team of department directors
b) Provides for the smooth and efficient daily operation of the Clerk to the Board's office
c) Supervises the work of the Deputy Clerk/Information Specialist position, the Records
Management position and the part-time Boards and Commissions position
Scale:
Poor Fair Good Excellent Unable to rate
ATTACHMENT 2A 6
Written Comments:
4. Communication Skills
• Responds to inquiries (from BOCC, management staff, and public) in a timely and efficient
manner
• Keeps Commissioners informed of relevant information and issues
• Provides quality customer service to the county and community.
• Continues to expand the amount of public information routinely made available to public and
staff.
• Receptive to constructive criticism and advice.
Scale:
Poor Fair Good Excellent Unable to rate
Written
Comments
5. Professional
• Provides comprehensive and professional administrative support to the Board of
Commissioners
• Demonstrates commitment to the Board's stated mission and goals.
• Maintains familiarity with relevant State laws as they pertain to the clerk position
• Interprets and applies appropriate open meeting and public records laws as necessary
• Willingness to try new ideas proposed by Commissioners or staff.
• Performs Clerk responsibilities in a professional and ethical manner, in accordance with the
International Institute of Municipal Clerks Code of Ethics.
(http.11iime.eom/Member Services 1Code%20of'120Ethies.doe) and Orange County Ethics Policy
for Senior Management
Scale:
Poor Fair Good Excellent Unable to rate
ATTACHMENT 2A 7
Written
Comments
6. Technical Knowledge
• Illustrates command of personal computer and associated hardware knowledge to perform
job duties and responsibilities.
• Demonstrates proficiency with internet resources
• Incorporates new technology into daily operations and quickly gains proficiency
• Endeavors to expand technical knowledge
• Is open to learning new technology skill sets in order to enhance job performance
Scale:
Poor Fair Good Excellent Unable to rate
Written
Comments
7. Planning ,Organizing and Supervision
• Is prepared for Board meetings with all necessary information; if does not have the
information needed, will provide it in a timely manner
• Supervises staff; supervisory duties include instructing, assigning, planning and reviewing
work, evaluating work performance and completing performance evaluations, coordinating
activities, maintaining standards, allocating personnel, selecting new employees and
implementing employee discipline. Providing training, advice and assistance as needed.
• Directs, coordinates and reviews the work flow for the Clerk's Office; meets with staff to
identify and resolve problems; assigns work activities and projects; monitors work flow;
reviews and evaluates work products, methods and procedures.
• Ability to manage information flow (including internal, volunteer, and external
communication and filing/documentation).
• Oversees and participates in the development and administration of the Clerk/BOCC
Office's annual budget; participates in the forecast of funds needed for staffing, equipment,
materials, and supplies; monitors and approves expenditures; implements adjustments.
Scale:
Poor Fair Good Excellent Unable to rate
Written
Comments
ATTACHMENT 2A 8
8. Performance of Work Assignments
• Works independently, exercises good judgment and makes sound recommendations
• Completes assigned tasks in a timely manner and meets agenda distribution deadlines
• Displays drive, energy and a positive attitude in completing assigned tasks and eagerly
takes initiative.
• Manages complex work flow and multiple deadlines
• Able to perform multiple and concurrent detailed tasks in an environment of time constraints
and frequent interruptions
Scale:
Poor Fair Good Excellent Unable to rate
Written
Comments
6. Citizen Advisory Boards
• Maintains harmonious relationships with support staff and members, as needed
• Responds to requests for information from Board members about citizen
boards/commissions
• Contributes to BOCC discussions when appropriate
• Notifies BOCC members when information arises that is important to them as relates to
boards/commissions
• Implementation of BOCC approved changes in advisory board policies—such as quick
reports, annual summaries, extended usage of PSAs ( public service announcements for
vacancies) standardization of advisory board policies and revised volunteer application
(though much more could be accomplished with full time position reinstated)
• Maintenance of database
Scale:
Poor Fair Good Excellent Unable to rate
Written Comments
ATTACHMENT 2A 9
7. Training
• Pursues available training options throughout the year
• Shares knowledge gained at training sessions with co-workers
• Attends Clerk's conferences
• Represents the County in a professional manner
• Works toward acquiring MMC professional certification
Scale:
Poor Fair Good Excellent Unable to rate
Written
Comments
9. Judgment and Decision Making
• Displays command of pertinent information and acts accordingly
• Seeks additional information to make more informed decisions
• Handles change well.
• Demonstrates integrity and deals appropriately with ethical/confidential issues while
maintaining discretion
• Stays focused under pressure
Scale:
Poor Fair Good Excellent Unable to rate
Written Comments
10. Interpersonal Skills
• Assumes responsibilities of others when absent or when needed
• Encourages and enhances teamwork.
• Works effectively with other employees/departments to ensure that both routine and critical
tasks are completed
• Establishes and maintains effective working relationships with those contacted in the course
of work including Commissioners, Manager, County Attorney, county employees, other
government officials, and the general public
• Promotes ethical behavior
• Remains impartial and objective in duties and responsibilities.
Scale:
Poor Fair Good Excellent Unable to rate
ATTACHMENT 2A 10
Written Comments
Comments:
Name of Evaluator:
Date:
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DRAFT ATTACHMENT 213
ORANGE COUNTY ATTORNEY
EVALUATION
This form may be used by each Commissioner to evaluate the County Attorney's performance in
fulfilling each of the roles which he plays in the county's government. The period of evaluation
approximately corresponds to the annual anniversary of the County Attorney's date of hire.
Part 1 offers you the opportunity to rate how well the attorney performs his/her principal duties
using the following scale: poor; fair; good; excellent. If you feel you do not have the necessary
information to assign a rating, indicate same by choosing the "Unable to Rate" area.
Part 2 provides criteria to select areas that are strengths or areas of needed improvement of the
attorney.
Each Commissioner should sign the form and bring it to the County Attorney's review. The
County Attorney will be provided a copy of the reviews for his/her permanent file.
Part 1
1. Personal(Circle One)
a. Invests sufficient time and effort being diligent and thorough in the discharge of duties.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Composure,appearance,and attitude fitting for an individual in his executive position.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
2. Professional Skills and Status
a. Knowledgeable of current developments affecting the County.
POOR.................FAIR................... GOOD...............EXCELLENT.................UNABLE TO RATE
Comment?
b. Is interested in continuing education and stays abreast of changes in profession.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
d. Anticipates problems and develops effective approaches for solving them.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
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12
DRAFT ATTACHMENT 2B
e. Willing to try new ideas proposed by Commissioners or staff.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
3. Relations with Board
a. Carries out directives of the Commissioners as a whole rather than those of any one Board member.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Assists the Commissioners in determining the legality of policy while acknowledging their final authority.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
c. Promptly responds to requests for information or assistance by the Commissioners as a whole and individually
with complete information.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
d. Informs the Commissioners of legal developments and updates on existing litigation.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
e. Receptive to constructive criticism and advice.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
4. Policy Execution
a. Implements Commissioners' action in accordance with the intent of the Commissioners.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Supports the actions of the Commissioners after a decision has been reached.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
c. Follows up on Commissioners' matters.
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DRAFT ATTACHMENT 2B
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
d. Understands County's laws and ordinances and anticipates when changes may be needed.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
e. Offers workable alternatives to the Commissioners for changes in the law when an ordinance or policy proves
impractical in actual administration.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
5. Reporting
a. Provides the Commissioners with reports concerning matters of importance to the county.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Reports are accurate and comprehensive.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
c. Reports are produced promptly.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
6. Community Relations
a. Avoids taking political positions and showing partisanship with news media
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Has the capacity to listen to others and to recognize their interest--works well with others.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
c. Willing to meet with members of the community and discuss their concerns.
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DRAFT ATTACHMENT 2B
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
7. Supervision
a. Oversees development and execution of all contracts the county may enter into.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Has developed a friendly and informal relationship with the workforce as a whole,yet maintains the prestige and
dignity of the attorney office.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
8. Fiscal Management
a. Provides Commissioners sufficient information concerning settlements,property acquisitions and other related
matters.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
b. Minimizes the need to hire outside counsel.
POOR.................FAIR................... GOOD.............EXCELLENT.................UNABLE TO RATE
Comment?
c. Demonstrates working knowledge of budgets and budgetary constraints.
POOR................FAIR..................GOOD...............EXCELLENT................UNABLE TO RATE
Comment?
PART 2
Finally, read these points and be prepared to indicate which of the following are areas of strengths
(mark with an "S") or in need of improvement (mark with an "I") or leave blank for No Opinion.
1. Developed and implemented an annual work plan.
2. Effectively oversees staff's need for legal assistance.
3. Keeps Commissioners current on matters of litigation.
4. Understands the role and needs of the Commissioners.
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DRAFT ATTACHMENT 2B
5. Explicitly raises and helps to focus issues with the Commissioners in a timely fashion.
6. Provides completed and timely written reports to the Commissioners.
7. Provides clear direction for Commissioners to consider in resolving legal issues.
8. Effectively handles legal matters.
9. Articulate spokesperson for the Commissioners and organization.
10 Maintains positive relationships with the Commissioners, staff,residents and other
special interest groups.
11. Treats all Commissioners alike.
12. Maintains a balanced perspective and professional demeanor even under stress.
13. Keeps Commissioners informed of matters before they become public knowledge.
14. Is able to clarify and expand upon Commissioners' agenda items.
COMMENTS - Strengths: (What have been the most significant accomplishments of the attorney this past year?)
COMMENTS —Weaknesses: (What areas need the most improvement?Why?What constructive,positive ideas can you
offer the county attorney to improve these areas?)
Name of Evaluator:
Date:
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Attachment 3
Facilitating the County Manager
Performance Evaluation Process
Orange County, NC
Proposed Scope of Work from Peg Carlson, Ph.D.
March 2013
Project goals:
• Provide County Manager with feedback on his performance, identifying
strengths and areas for improvement
• Foster effective communication and strengthen working relationship
between Board of Commissioners and County Manager
• Link performance evaluation to decision about compensation for coming
year
Proposed project steps and dates for County Manager
evaluation:
Step is Initial planning for Manager evaluation (August)
Peg Carlson confers with subcommittee of Commissioners and
County Manager to agree on evaluation form, process and timeline
for Manager evaluation.
Step 2: Revise evaluation form and process as needed (late Aug.)
Peg Carlson incorporates any revisions suggested in Step 1 and
sends form and instructions to Commissioners. Manager prepares
self-assessment and distributes to Commissioners.
Step 3: Compile ratings and comments (September)
Prior to the evaluation discussion, Peg Carlson compiles ratings and
comments from Commissioners* and prepares summary for
Commissioners and Manager.
Step 4: County Manager performance evaluation (October)
Peg Carlson facilitates evaluation discussion with Board of
Commissioners and County Manager participating. In addition to
looking back at the past year, this session will include a portion
where the Board and Manager agree on performance objectives for
the coming year.
Step 5: Debrief and agree on next steps (November)
Peg Carlson meets with subcommittee to identify lessons learned
from evaluation process and propose any changes for future years.
*Options include having Commissioners fill out evaluation form on their own, or
arranging individual meetings with Peg Carlson to share their feedback.
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Attachment 3
Estimated project cost:
I expect that this project will take 12-18 hours of my time, depending on whether
individual Commissioner interviews will be part of the process. My government
rate is $185/hour. The total estimated cost for this project is $2220-$3330, plus
any mileage and materials expenses incurred.
Contact information:
Margaret S. (Peg) Carlson, Ph.D.
1024 Gloria Avenue
Durham, NC 27701
919.971.5233
pegppegcarlson.com