County Administrator Evaluation - Marion County, Florida

Transcription

1 County Administrator Evaluation - Marion County, Florida Exceeds Expections Meets Expectations Does Not Meet Expectations I. RELATIONS WITH GOVERNING BODY Providing Information 1. Keeps the Commission informed in an appropriate and timely manner about matters critical to the Commission s policy making role? n/a 2. Provides information on an equal basis to all Commission members? n/a Anticipates and follows-up promptly on Commission requests for information or action without having to be reminded? n/a 4. Reports departmental and staff activities to the Commission in an appropriate and timely manner? n/a 5. Advises the Commission of relevant legislation and developments in the area of public policy affecting Marion County? n/a 6. Considers all available alternatives before making recommendations to the Commission? n/a 7. Anticipates, plans, and prioritizes future needs and programs recognizing the potential issues possibly confronting the County? n/a Should host more one on one with commissioners While the county administrator is responsive, he does not appear to be pro-active There is room for a more proactive posture especially as it relates to time sensitive issues such as EMSA - opportunity to move away from reactive & crisis management posture especially in water resource mgt and infrastructure, including roads, solid waste and utilities. N/A due to employment opportunities CAEMC_FL.xls Page 1 of 7

2 II. ORGANIZATIONAL RELATIONS A. Fiscal Management 1. Develops and administers a process of budget preparation and review which meets the requirements of the County and expectations of the Commission in its decision making role? n/a 2. Controls operational and capital costs through adequate budgetary controls and the judicious/economical utilization of manpower, material, and equipment? n/a Provides the Commission with timely and sufficient reports on the financial status of Marion County government in accordance with the requirements of the Commission? n/a Works well with Budget and Finance Dept The most recent revelation, by the building department, of its fiscal crisis has been disappointing. Decision to re-classify deputy admin. Postion to one focused on budget mgt - excellent! B. Personnel Management 1. Effectuates sound personnel selection and placement policies? n/a Motivates personnel through leadership and training so that they are increasingly effective in the performance of their duties, in n/a achieving common goals and objectives, and in nurturing an attitude of courtesy, helpfulness, and sensitivity to the public? Takes disciplinary action when appropriate? n/a 4. Treats all County personnel in a fair and equitable manner? n/a Uses H.R. Dept wisely The realignment to the Bureau Chief concept maximizes ability to effectively manage "span of control" issues CAEMC_FL.xls Page 2 of 7

3 C. Managing Marion County 1. Executes the policies adopted by the Commission in a timely and appropriate fashion? n/a 2. Plans and executes County priorities in a manner reflective of the County s stated Mission Statement and goals, in a manner satisfactory to the Commission? n/a Encourages Administrators and Directors to make decisions within their own Jurisdictions without County Administrator daily oversight, yet maintains general control of administrative operations n/a 4. Communicates effectively, clearly, easily, and to the point? n/a 5. Demonstrates sensitivity to the opinions and concerns of others in and outside the County? n/a 6. Emphasizes the importance of teamwork and leadership in his/her relationship with the County, and provides a role model for personnel? n/a 7. Accepts new ideas and suggestions for change? n/a 8. Adapts to and deals effectively with unanticipated conditions and situations? n/a Uses the Dept heads effectively The county administrators policy of individual empowerment is good, however is lack of oversight is troubling With enhanced direction from the county commission re: a more global vision, it is expected that the administrator can embrace this concept & initiate practices that will enhance synergy with & between depts. CAEMC_FL.xls Page 3 of 7

4 III. RELATIONS WITH THE PUBLIC 1. Handle disputes or complaints involving citizens in an effective, equitable, and timely manner? n/a 2. Make himself/herself available and visible to the citizens of the County in an appropriate manner? n/a Presents Commission policies and positions on issues to the citizens and County departments accurately, equitably, and effectively? n/a 4. Directs sufficient public credit to the Commission in its role as the Governing Body? n/a Could be more visable in community The need to keep the public informed as to the work being done & policies that have been approved must become a priority Gen. Howard's presence at civic & community events is noticed & appreciated by the public & internally as well. IV. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in representing the County? n/a 2. Cooperates with neighboring communities and maintains open communications with other municipalities in areas that may affect or relate to the County? n/a The challenge as we move forward will be to enhance communication especially w/ocala City Council CAEMC_FL.xls Page 4 of 7

5 ADDENDUM List two things that the County Administrator does now that you would most like him/her to continue: Stone A: Host weekly meetings with chiefs Stone B: Helps control budget spending Payton A: He is a gentleman at all times and every occasion. Payton B: He promptly address concerns expressed by the public and members of the county commission. McClain A: Provides information to all commissioners on equal basis. McClain B: Continue to understand commissions postion in relation to budget matters. Fitos A: Bureau Chief concept of mgmt. Fitos B: Kesserling A: Kesserling B: 4. List two things that the County Administrator does now that you would like him/her to discontinue: Stone A: Allows county employees to talk to media Stone B: Takes consultant reports without enough questions Payton A: Payton B: McClain A: McClain B: Fitos A: Change policy re: media relations - "Who speaks for the county" guidelines Fitos B: Kesserling A: Kesserling B: CAEMC_FL.xls Page 5 of 7

6 5. List two things that the County Administrator does not do now that you would like him/her to do: Stone A: Visit all depts in the field more often Stone B: Internet Search for possible solutions to issues and refer to ways other counties handle them Payton A: I would like for him to communicate more clearly his strategy for assuring executive succession Payton B: In my opinion the administrative staff needs more depth. McClain A: McClain B: Fitos A: Adopt a perfomance mgmt system for bureau chiefs tied to accountability Fitos B: Develop a matrix mgmt for the PIO-"dotted line" relationsips to Bureau PIOs - purpose - united/coordinated "message" Kesserling A: Kesserling B: LIST ANY GOALS, ACHIEVEMENTS AND/OR OBJECTIVES Present live broadcast of BCC meetings. Trim down some top heavy depts I believe the county administrator is a very good caretaker of the peoples assests and while this is a valuable attribute, it does not serve the needs of a growing community. It seems to me that one should be more ambitious if one is to direct the increasingly complex issues of government. CAEMC_FL.xls Page 6 of 7

7 Gen. Howard has been instrumental to my orientation as a newly elected commissioner. As I came to understand the depth and intricate nature of country government, I appreciated even more the pivotal role of the County Administrator. My goal - to see enhanced synergy at all levels - especially as we manage through tighter budgets in our quest for economic sustainability. OVERALL RATING I. Relations with Governing Body / Providing Information IIA. Relations with Governing Body / Fiscal Management IIB. Relations with Governing Body / Personnel Management IIC. Relations with Governing Body / Managing Marion County III. Relations with the Public IV. Relations with Other Governments Signatures CAEMC_FL.xls Page 7 of 7