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Home My WebLink About04-14-2023 SPCC MinutesOn v SEBASTLA4N HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL SPECIAL MEETING MINUTES FRIDAY, APRIL 14, 2023 — 6:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA 1. Mayor Jones called the Special Meeting to order at 6:00 p.m. 2. A moment of silence was held. 3. The Pledge of Allegiance was recited. 4. ROLL CALL Mayor Fred Jones Vice Mayor Chris Nunn Council Member Kelly Dixon Council Member Ed Dodd Council Member Bob McPartlan Staff Present: City Manager Paul Carlisle Interim City Attorney Andrew Mai City Clerk Jeanette Williams Police Lt. Constantine Savvidis 5. CHARTER OFFICER EVALUATIONS AND CONTRACTS A. Discuss Evaluations Mayor Jones said this was the first time the officer evaluations have been done publicly. He suggested they start with the City Manager and have each Council Member rate him. He said his overall rating was a 3, he believed that the City Manager could and should do a better job communicating with staff and Council. Vice Mayor Nunn said most of his numbers were 4, 3, and 3'h. He read his notes for each section of the evaluation form. (See attached) Council Member Dixon said she gave the City Manager an overall rating of 2.5 and went over her comments on the evaluation form. (See attached) She said she would like to see a bimonthly status of projects and contracts. Special Meeting April 14, 2023 Page 2 6:32 pm Council Member McPartlan said he has been on Council for 12 years but has never worked so hard outside of the scope of Council Member as he has during the last year. People are saying that he doesn't like the City Manager but he made the motion to hive him five years ago. It has been said that he doesn't communicate with the manger but he provided a public records request for his personal phone records showing he called the manager more than he called him from October 29 until the end of March. He said he asked the City Manager if he thought he would use the City car as much as he did and he admitted that he didn't think he would use it as much as he did. The fleet superintendent assessed that a car for the City Attorney at 12,000 miles a year would have been about a $5,200- $5,400 a year benefit. The City Manager's vehicle went twice the miles of that estimate so he valued that benefit at over $10,000 a year. He noted that the new County Commissioner will be receiving a $350 a month car allowance and he will cover the entire County. He said he has a state vehicle that he covers four counties with and averages about 1,000-1,300 miles a month. He asked the City Manager if he went to more meetings than him and the answer was no. He displayed the Florida Dept. of Children and Families (DCF) Employee Handbook which includes evaluation procedures. He provided sections 9 covering evaluations. He said his evaluation of the manager works out to be a 1.5. He read this evaluation form. (See attached) Council Member McPartlan described how the manager's relation to the governing body isn't done in a timely manner and he holds items close to his vest until it is too late. He cited how the strategic plan that didn't materialize, the Stonecrop Drainage went over budget and the expiration of the Waste Management contract. He said communication with the manager is frustrating. He also described a recent request by Tim Glover to visit the new Public Works Compound where the City Manager didn't thoroughly read the email to properly address Mr. Glover's request indicating continuing communication problems. He also described how the stormwater master plan and employee union negotiations have yet to be completed. Council Member MCParthm said he viewed City Council as equivalent to the Joint Chiefs of Staff and if a body had a commander who was failing in fiscal management, morale, planning, and relationships with the public, they would not leave that person in command or in a leadership position. If they had a leader, who had one set of rules for the troops and another for himself, it would not be tolerated. Any one of the items he mentioned is a problem, but the totality of these actions, behavior and attitude is way too much for him to support Mr. Carlisle as the City Manager. He said everything that he wrote in the evaluation was unpopular but he was glad that some of the others shared concerns. Council Member Dodd said he had read all of the evaluations and noted all five of them have different relationships with the City Manager. He couldn't dispute anything that the others have said. He has had the same issues that Council Member MCPenlan had and had conversations with the manager. He said he has been in senior management for a long time and participated in interventions which are difficult and hard to (rear. There are issues that they need to focus on but they shouldn't give Special Meeting April 14, 2023 Page 3 up on a senior employee whose performance needs improvement in certain areas. There are steps that need to be taken. He said he finds the City Manager tries to do too much. The three reasons managers do too much are they want control, they don't trust the employees they have to delegate to, or they don't have anyone to delegate to. He said he was hoping the third item was the reason and he implored Council to hire additional staff. He said the City needs middle management people that am qualified project managers. Right now the City of Sebastian has 3.5 employees per 1,000 residents. The City of Vero Beach has 7 employees per 1,000 residents. The City of Sebastian had 8 before the 2008 drop so Council has created a situation that makes it difficult to say that it is just the City Manager's fault that some of the things have occurred. Council Member Dodd said he thought Council should establish a quarterly review process indicating a project schedule and timeline then talk about projects behind schedule or over budget. That would begin the process of oversight. He said Council is responsible to make sure that the most senior employee has the resources to do the things they would like to see him do and process. Once the strategic plan is developed the senior manager will monitor the plan as his staff executes the tasks and objectives. Council Member Dodd said the issues that have been discussed are not invalid; they should step forward to attack the issues and take some time to see what happens. He said mutual trust is needed to rebuild through positive management action. 7:07pm Citv Clerk Evaluations Mayor Jones gave the City Clerk and her staff an overall rating of 5. Vice Mayor Nunn read his evaluation form into the record. (See attached) Council Member Dixon said her evaluation was the same. (See attached) Council Member McPartlan said he appreciated all that the clerk and the records specialist have done for the body. Council Member Dodd said the clerk and the records specialist do a fantastic job for the City. It was the consensus of Council to provide the City Attorney's evaluations upon request Public Input Mayor Jones read a statement from Carolyn Sartain -Anderson into the record. (See attached) Sherrie Matthews said the original concept behind a council manager form of government is to separate the policy making function and the elected Council from the administrations functions to be directed by the City Manager. Without a clear understanding of function and role the performance evaluation has little value. The combination essay and scale grade evaluation is effective but this style becomes weak when there are no comments or the comments are vague or contradictory to the grade. The hardest part is to remain objective and not subjective or to make it appear as an award ceremony. It is important to stick to criteria in collecting accurate information and is difficult because Council is not there in the day to day operations. She said four evaluations were completed in Special Meeting April 14, 2023 Page 4 7.29 pm 7:58 pm March and one in April and one was amended in April, which provides for a few months instead of a whole performance cycle. She also said they should list examples on how the officers are serving them. She said it was odd to hear all five evaluations; she thought that one final document would have been composed to give an overall view that the officer meets the expectations. She said had these been complied, they would have seen a different outcome. She said she tries to lives by integrity which is doing the right thing even when no one is watching. Andrea Ring, Quarry Lane, said in her work experience, if they start making excuses for bad people, they are only encouraging bad behavior. Anne Stanley said she has been researching the use of the vehicle and is appalled at the misuse of the tax payer's money, Bill Flynn said he remembered that the City Manager asked for a trailer hitch for this last vehicle in case one was needed and recently heard the manager's boat was brought from east coast to the west coast with the City vehicle and he wasn't sure if that was intended. He asked if the City Manager would be willing to renegotiate his contract and reimburse the City for fuel. Zoom Participation Andrea Coy said she felt compelled to discuss the alcohol issue at Capt. Himun's and a recent Florida League of Cities conference and asked how much longer they will accept bad behavior. Terry McGinn, Miller Drive, said the Budget Advisory Review Committee probably needs to do a better job at looking into the projects. He also said there wasn't enough staff at the City to manage all of the projects. Penny Smith, Emerson Lane, asked what was Council Member Dodd's evaluation number. Nelson McCollum, said he didn't understand why the Waste Management issue wasn't discussed over the last year and why the option of providing the trash service ourselves wasn't investigated. He said through the whole process, it seemed the City Manager was working for Waste Management. In response to Ms. Smith, Council Member Dodd said his ratings of the City Manager went from 2.5 up to 4 and his overall statements were that the City Manager needs to do a better job with project management. Mayor Jones called for a recess at 8:08 p.m. and upon return at 8:22 p.m., all members were present B. Discuss Contracts It was discussed that the City Attorney could put together the three contracts to make a shell contract and then Mayor Jones and himself would be putting in the terms of the new contract. Council Member Dodd suggested that they go down the list of the proposed categories: SALARY - The starting salary should be the amount listed in the salary survey. Special Meeting April 14, 2023 Page 5 8:40 pm COLAISALARY INCREASES - This should be based on Council evaluations. HEALTII/DENTALNISION INSURANCE - Same as all employees. Council Member McPartlan would like the City to look into Surgery Plus. LIFE INSURANCE - The marketplace provides additional life insurance to officers. It was agreed the officers should receive additional life insurance. DISABILITY INSURANCE — Same as all employees. CITY'S 9% CONTRIBUTION TO 401a - Keep the officers the same across the board. Make sure the Clerk is in the same 401 a plan so she doesn't lose already accrued benefits. VACATION TIME - Use the language in the City Attorney's contract. SICK TIME - Same as all employees. DISCRETIONARY TIME - Same as all employees. PROFESSIONAL ASSOCIATION DUES/SUBSCRIPTIONS/SEMINARS - Keep the same. REIMBURSEMENT OF EXPENSES RELATED TO PERFORMANCE OF DUTIES - Keep the satire. MILITARY LEAVE- Must follow federal law. VEHICLE - Allowance of $500 for the City Manager and $350 for the City Attorney. When traveling outside of 75 miles, officers are reimbursed the federal mileage rate or take the City vehicle and log the mileage. Council Member McPartlan said he preferred to see a City vehicle with a log book with a 25 mile limit. If there was to be an allowance he would like it at $350 for both officers. It was the consensus of Council to have the City Manager fill out a log book for the vehicle he is driving now until his new contract is signed. BENEFITS AFFORDED TO OTHER FULL-TIME EMPLOYEES — Same as all employees. RESIDENCY — Keep the same. EXCLUSIVELY EMPLOYED — Keep the same. TERMINATION WITHOUT CAUSE — Make it the same for all three officers — 20 weeks. NOTICE OF SEPARATION — Require 60 days notice for all officers. INDEMNIFICATION — Keep the same. Council Member McPartlan requested a Standards of Conduct be included in the contract and have the officers follow an employee handbook. Special Meeting April 14, 2023 Page 6 Council Member Dodd suggested placing the discussion of an employee handbook on a future Council agenda. Council Member McPartlan also requested that when they are doing the performance evaluations, the officers list expectations (goals and objectives) for the upcoming year and the officer then signs for this. At the next evaluation the expectations we reviewed and the officers we rated. The Strategic Plan will help define the goals and objectives. This year Council will provide goals and objectives to Human Resources who will combine all of the goals. C. Set the Schedule for the New Contracts It was the consensus of Council to have the contracts finalized within the next thirty days 6. Being no further business, Mayor Jones adjourned the Special Meeting at 9:14 p.m. Approved at the May 24, 2023 meeting. Mayor Fred Jones - ATTEST: - anette Williams, City Clerk Good Evening Council, my name is Carolyn Sartain Anderson, Sebastian. I come before you this evening to discuss the Evaluation process, as well as where I feel we are in the process of evaluating the Charter Officers, especially the City Manager. In my profession of Special Education, like you, part of my job description was having to write many evaluations of colleagues who I worked closely with/share my evaluations 1:1. Those evaluations were stringent, mandated legally, such as yours. We were given training in the program; of course as part of my University of Virginia Administrative degree that was an essential component. When I moved here in 2004 1 perceived the evaluation of the Charter Officers as being very'lax', as it was 'a family' at City Hall. After serving on 2 Charter Review Committees I learned that the Evaluation process is as important as knowledge/compliance of the Sunshine Law, perhaps even more so, as it directly impacts the governing process of our City. I suggest that in the future the Council may want to consider a formalized training process for new Council members, who may not have experience in writing an evaluation. The key to writing an honest evaluation of a colleague, friend or in the case of the City Manager, who many of the City residents perceive several of you to be 'cozy' with, is TOTAL OBJECTIVITY. If you are not able to write a totally objective, totally honest, totally realistic, totally factual based, without any minimizing of concerns evaluation, then you need to consider recusing yourself from the process and resign. As the public will see through your veiled attempt to whitewash our current situation regarding valid issues/concerns surrounding Mr. Carlisle. Council member McPartlan, who has written many evaluations in his professional career, set the bar high at the last Council meeting March 22. He provided FULL TRANSPARENCY to the residents by reading his FACTUAL evaluation of the Charter Officers aloud. * I request that the Mayor/remaining 3 Council members also in the spirit of FULL TRANSPARENCY read their evaluations aloud. Once all evaluations have been read, discussion should ensue considering all issues. If you plan on a corrective action plan for the City Manager, who is going to be responsible for the daily management of the highest ranked Charter Officer? You really need to consider that if we have to manage the Manager, why do we need him at all? Past performance is indicative of future results. I believe that the City of Sebastian deserves better and the time is now. Council members, the City Council in 2018 hired Mr. Carlisle in good faith, entrusting him to not only highly perform his contractual duties, become a part of our community, carry himself in public to uphold the decorum of his Charter office and most importantly set an example for City employees and foster positivity and fairness. Mr. Carlisle, has not fulfilled any of these duties. A year after Mr. Carlisle was hired (2018) in late 2019/early 2020, prior to the pandemic I was made aware of the low morale/frustration of employees within City Hall; those employees have persevered, despite the City Manager's actions/behavior/attitudes, because of their love of Sebastian. They are to be commended. My recommendation is a NO VOTE OF CONFIDENCE for the Council on behalf of the residents of Sebastian. Carolyn Sartain Anderson Sebastian VICE MAYOR CM Of SEBAST!AN HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY MANAGER EVALUATION Sub ect: Explanation of City Manager Evaluation Form Name: Paul Carlisle, Jr. Date: February 24, 2023 The attached evaluation form has been prepared for the City Council. The forth includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section 11 Organizational Relations which include three (3) subsections: A. Fiscal Management B. Personnel Management C. Managing the Organization Section III Relations with the Public Section IV Relations with other Governments W-WIT11 it•I.I 73.1444111:1 9 At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the thirty-two (32) criteria which are included under the four major sections or areas. The scale ranges from 'Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", #5 corresponding to "Exceeds Expectations", #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Manager or areas that need improvement. In finalizing the evaluation it is recommended that you not add the thirty-two (32) numbers that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the forms provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral interview with each of the Charter Officers on an individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and impartial evaluation to take place. The last page of the evaluation forth provides for an 'overall' rating entry for City Council members to record their comprehensive view or impression of the Manager's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase if warranted. CITY OF SEBASTIAN CITY MANAGER EVALUATION 1 2 3 4 I I 5 I I I Does not Meals I Exceeds Meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Keeps the Council informed in an appropriate and timely manner about matters critical to the Council policy making role. 4 2. Provides information on an equal basis to all Council members. 3 3. Anticipates and follows up promptly on Council requests for information or action without having to be reminded. 4 4. Is available to the Council on official business either personally or through a designated subordinate. 5 5. Reports departmental and staff activities to the Council in an appropriate and timely manner. 4 6. Advises the Council of relevant legislation and developments in the area of public policy affecting the City of Sebastian. 5 7. Has developed, or is in the process of developing, a comprehensive understanding of the problems and issues existing in the City of Sebastian. 3 8. Considers all available alternatives before making recommendations to the City Council. 4 9. Anticipates, plans and sets priorities for future needs and programs recognizing the potential problems confronting the City. 3.5 Comments: See Additional comment section II. ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 1. Develops and administers a process of budget preparation and review which meets the requirements of the City Charter, and 5 expectations of the Council in its decision making role. 2. Controls operational and capital costs through adequate budgetary controls and the judiciousleconomical utilization of manpower, 4 material and equipment. 3. Provides the Council with timely and sufficient reports on the financial status of the City government in accordance with the 4 Charter and requirements of the City Council. Comments: See Addidonal comment section B. PERSONNEL MANAGEMENT 5 1. Effectuates sound personnel selection and placement policies. 2. 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, 4 helpfulness and sensitivity to the public. 3. Takes and enforces disciplinary action when necessary. 3 4. Promotes and supports the "public service role" for all city 4 employees and emphasizes exemplary performance. _ 3.5 5. Treats all city personnel in a fair and equitable manner. Comments: see Additional comment sedlon C. MANAGING THE ORGANIZATION 1. Executes the policies adopted by the Council in a timely and 5 appropriate fashion. 2. Plans and executes organizational priorities in a manner reflective of 3.5 the City's stated mission and goals, and satisfactory to the Council. 3. Analyzes organizational problems or issues and identifies causes, reasons, implications, and solutions employing all available 3 technologies, systems and methods. 4. Executes the short and long-term goals and objectives set forth in the 3.5 City's Mission Statement in a timely and effective manner. 5. Communicates effectively, clearly, and to the point. 4 6. Demonstrates sensitivity to the opinions and concerns of others in and 3 outside of the organization. 7. Emphasizes the importance of teamwork and leadership in his relationship with the organization, and provides him/herself as a role 3 model for personnel. 8. Accepts new ideas and suggestions for change. 3 9. Adapts to and deals effectively with unanticipated conditions and 3.5 situations. Comments: see Additional comment section III. RELATIONS WITH THE PUBLIC 1. Handles disputes or complaints involving citizens in an effective, 4 equitable and timely manner. 2. Makes him/herself available and visible to the citizens of 4 Sebastian in an appropriate manner. _ 3. Presents Council policies and positions on issues to the citizens 4 and city organization accurately, equitably, and effectively. 4. Directs sufficient public credit to the Council in its role as the 4 Governing Body. Comments: See Additional comment section IV. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in 4 representing the City of Sebastian. 2. Develops and administers an effective program of grantsmanship. 4 Comments: See AddNonal comment section GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Manager over the six (6) months. (If more room is needed to document continue on the back page). f. See Additional comment section 2. 3. 4. 5. 6. Overall Rating 3.5 (Considering all items above) Recommendation: A performance salary increase should be granted. Percentage S A salary increase should not be given at this time, employee should be re-evaluated in days. _A salary increase is not recommended at this time. Christopher Nunn Print Name (Evaluator) for 4/6/2023 Date Christopher Nunn Paul Carlisle City Manager Evaluation 4/6/2023 Section 1 Relations with the governing body. I speak to Mr. Carlisle multiple times daily, sometimes I oil him, sometimes he calls me I find working with him to be very easy, he gives me all the Information I need to do my Job, If there Is something that I don't know, he oils me to tell me. I spoke with Mr Carlisle about the strategic plan and why it went over budget, and he acknowledged that he is to blame for it going over budget We did, however, get a very comprehensive Citizen survey that gave us a great amount of information. I do understand that when this plan was Implemented it was before Covid, before the annexation case and before the issues with the 3 council members. Let us not forgetthat Covid while it didn'tshut us down hard, it shut most things around us in the world down. I do feel that the strategic plan vendor should have been better managed. The vendor obviously now was not capable of handling this plan. As fares the stonecrop project, the increased costswere directtycontributed by the massive Increase of all construction materials during this period. The delay mine from waking forthe FEMA grant As faros the Solid Waste contract is conmmed, I do feel now knowingwhat I know now about the delay of upto 18 monthsfor delivery of new trucks that, as a city we should of went out for Bid a year earlier, but who would have ever thought that would be the delay In getting trucks. Also, after talking to the othervendars, a couple of their Issues for not bidding was Information, In the existing contract there was no mention of the city getting subscriber information as that was deemed private data. Also, there were no penalties in the current contract, both items were addressed in the new contract, the City Managermade sure that both commercial and residential subscriberdata would be provided to the City on request, also he made sure there was 30 day for muse termination of contract and a 120 day no muse termination of contract without penalties. So for me, communication and relations with the City Manager are very good in both directions. I feel that the City Manager needs to do a betterjob communicating with any council member that feels it is lacking. Section 2 Organizational Relations. A. Fiscal Management I personally believe that as the City Manager, he does an amazing job making sure the budget is completed properly and on time, by working with staff and the Citizens Budget Review Advisory Board. The City manager and staff provides quarterly financial reports and brings any other changes to the council during the meetings. I will also talk to the City Manager about where projects are and whether on budget or not. B. Personnel Management. It was mentioned that the City Manager was at fault for the delay in the Union negotiations with both employee unions. The biggestdelay was because of a change in the Unions and what appeared to be no desire to negotiate until the new Union was in place. The City Manager has no power to push or coerce the employees orthe Unions to negotiate without representation. I personally spoke with all Directors and upper management about Mr. Carlisle, while there were a few Issues, almost every one of them said that they had a great working relationship with him, that he was always professional and very knowledgeable and one of the best City Managers they have worked for, they almost all said they respected him and his position. During the time pay was an Issue, It always brings out the negative, it's when employees feel strongest about their situation and their concems. Now due to the City Managers direction and leadership utilizing the pay study the pay Issues should be mostly resolved. C. Managing the Organization I once again spoke to all Directors and othersenlor management and they all felt that the City Manager allowed them the freedom and encouraged them to run their departments, none of them felt that he mivo-managed them and felt that he was available when needed either In person or by phone. Some fekthat sometimes, gettingan appointment tosit down with him was hard and took a week or so as he is very busy. As far as his vehicle Is concerned, when 1 first became a council member, I had deep concems at why this would be allowed and afterresearching it I found It was a benefitgIven to him In his contract byway of the contract addendum approved by a S-Ovote of the then existing City Council. I also found that in the City Manager and City Attorney contracts, that negotiation was only available by way of a request from the respective individuals, the only way it could be changed by the Council is If it was terminated for muse or no muse. I looked at the bigger picture, other agendes/citlesthat don't give a vehicle to a charter type officer give a car allowance, the standard seems to be about $SOD a month, so the total over a 3-year period would be $18,000, so the approximate $20,000 spent over the 3 years seems reasonable. Now that doesn't considerthe cost of the vehicle, which has value as well. The vehicle would still exist, we would still have Insurance on it, so the only other cost would be wear and tear on it. The original vehicle was 7 years old, it had 128,785 miles on it when itwas replaced and put Into the city cerpool. 3. Relations with the Public The City Manager did have a situation at Captain Himm's in 2018 where he was upsetwith the service as were some other people there at the time. He did get upset and felt he might have gotten to upset and apologized to the owners and Coundl Members. As fares the neighbor issue, we don't live in and HOA, I have driven by the City Managers house as well, quite frequently and his house is maintained, yard mowed, how he trims his bushes and trees are his business, not his neighbors. We all have a neighbor that we didn't get along with, imagine g your neighbor went to your employer to try and get you in trouble because the two of you didn't agree. I have seen Paul In action with the Public, he has a very good rapport with the business owners and residents of the city, he meets with them as they request and listens to their mnmms and Ideas. He responds to emails from them in a timely manner with facts and empathy. The City Manager and his wife have been In every parade since he has been here, they attend almost every larger City event on the weekends, he bought his house In December of 2018, yes it took longer to find a house than originally anticipated and the Council voted 5-0 to allow that extension, he was given an additional months, he closed on his house a month later. I believe that he is Invested In Sebastian, yes, he spends a lot of time on the west coast of Florida at his other home with his wife, Imagine you and your wife both having highly professional jobs and having to live on different masts of Florida for those jobs and doing your bestto see each other on wee kends. Once again, the vehicle was given by the Coundl for personal use anywhere in Florida, ills and was a benefit how do you look bad on someone for using their benefit. And if you have a problem with it and want to change it, talk to him about it and find a way to change it through the Council. What the City Manager does on his time, If it's not illegal and doesn't affect the City of Sebastian is none of our business. 4. Relations with Other Governments I know for sure that the relationship the City Manager had with the County Administrator was a good one, a mutually respected professional relationship, the issue with the County is both of their positions reported to and elected Board of Representatives and how they interacted with each other in their positions represented how they were directed to act. My hope Is that with a new County Administrator the relationship will Improve, but he will still report to the same board as the last County Administrator. General Comments Accomplishments: Under Mr. Carlisle's leadership, the city moved to MYGOV for permitting and Inspections, with the changes Implemented in the building department, the turnaround forpermits Is 10 days, the turnaround on inspections Is 1 day or same day. The City Compound project and the 2-million-dollar grant to bring sewer and water to the airport and get those airport mmmercial entities off septic. Finally demolished the hotel on the west side of Indian River drive and planning passive park on the east side. Completed the Fisherman's landing Commercial fisherman's loading zone area. Mr Carlisle has led many grant projects Including the nmway rehab project, taxiway alpha expansion, Stone Crop drainage ditch (L4 million dollars), used ARA funding to design the Blossom/Riviera ditch project, Schumann Drive/Conspan bridge and matching funds for the Concha dam replacement. HI leadership on the Stormwater Master Plan that the City Public Works director is managing very well, this project went from roughly 2.30 data points in the past, to currently over 2200 data points, which Include ditches, canals, and many other drainage components inside our City, this was required to have a true plan that will show where the real issues are and how to deal with them, also the vendor will help the City get grants to pay for a huge chunk of the work that will need to be done. The 6-year Road Improvement Plan Is being prepared for Council approval, the City had a few logistical Issues with the vendor and was able to resolve those Issues, so the worst roads are beIngdealt with first, but also dealing with roads that on be recoated to allow them to last another 5-10years. The City Manager has driven the annexation of almost 2300 acres of out parcels on the boundary of the city to provide mixed use development, commercial and residential development. Recovered from multiple hurricanes and is working on the funding payment from FEMA for debris removal, dock repairs, sidewalk repairs and range netting at the golf course. The last accompllshment I will mention is the city's staff is amazing, our directors are the best, the City Manager has an awesome team. Areas for Improvement: I believe that the City Manager is a good communicator, but his schedule and interactions with multiple Council members gets In the way of that with staff, I would like him to try and better manage that, I know I am part of that problem, as I communicate with him frequently. I think sometimesthe City Manageris not as hard on non-performingemployees as I think he should be. I suggest a bi-annual or quarterly all -hands meeting at the compound and the City Hall, so the employeescan hearwhat's going on in the city and ask questions, it would be good for them to see and hearfrom their leader. I would like to see a State of the City meeting, run like a workshop where the City Manager lets the citizens know what's going on in the city and be able to ask questions. I suggest making a bigger effort to have an all -directors meeting and not letting R get interrupted so that all directors hear what's going on in other departments to know how R may Impact them and have dBcussion, also to Involve the other directors on projects happening In other departments that may affect them. I know the City Manager is available at nights and weekends, he also works meetings after normal business hours, but perception Is a destructive element, the perception Is that he does no work on nights, Fridays or Friday afternoons, he is a contract employee and 1 know he works hard, but the comment that no other employee has some of the rights or benefits the City Manager has, well no other employee is responsible fora Sae million dollar budget, managing US directors and employees, Including 12,000 homes and a Pollm Department, no one else is the CEO of the organization and none of them have a contract with the City. So, comparing apples to oranges will never work or come out fair. Stormwater Master Plan synopsis & timeline received from Karen Miller Public Works Director Here is the summary to date forthe Stormwater Master Plan. I have tried to keep this update shorter than mypreviousemall. You will find referencesto myself (KM) and Paul Carlisle (PC). As I have said on the phone, I know this master plan has taken awhile, but I have also wanted to make sure it received the attention and most intensive review as this will be our last chance to reconcile any Issues with the plan and be able to make changes while they are still in contract. Reviewing previous master plans the City had conducted this is a much more intensive and inclusive plan as it not only goes through Capital Improvement projects but reviews all departmentactivities, budget, equipment, and record keeping. In order to verify accuracy I have also been comparing this Master plan to results from previous master plans. In reviews with Phillip, this is way beyond any previous stormwater master plan he has seen. Arcadis is even lookingto submit a presentation about their work with the City as it is much more comprehensive than typical stormwater master plans they have created in the past. Here are the most recent dates and deliverables we have received. These do not include all of the coordination meetings and calls that were completed in order for them to complete the draft. If you would like to see some of that information please let me know. SWMPTIMEUNE December 22n0 — Draft received -Totaling 726 pages of all textual comments January 9"—KM emailed Arcadis for follow-up maps and postponing monthly meeting until all comments were tabulated for their review January 20'h— Received updated watershed maps January 2e —Teams Meeting with Arcadts to discuss initial comments and review the CMMS between KM and Arcadis -KM asked when we would receive the CMMS system (or the new work order system to help log actions to actual assets) — that all acted as a work session to see how the City wanted the CMMS completed -KM brought up othergeneral comments In the master plan and noted she would be sending a complete markup of all comments so we could review all issues at one time after Arcadis had reviewed -KM mentioned we have a GIS technician and we wanted to look at all of the GIS model information during our review of the plan —she was aware it was a large file but questioned when we would receive that February 131h monthly meeting was cancelled as City was still formulating comments February 27'"— PC notified KM of upcoming Hazard Mitigation Gant Program opportunities -KM recommended the three upstream Stonecrop projects outlined by Arcadis -KM reviewed feasibility with SW and roads crew -Verified project importance order in SWMP with roads and sw crews March fly" — Internal City meeting regarding Master Plan -KM briefed PC regarding the projects, items Included and items missing -Discussed that the canal projects needed to be Included and notjust set aside as "future" projects— PC mentioned it is Arcadis' responsibility to advise about how to complete this process -KM mentioned she had not yet received the model —She also mentioned concern that the daft only mentions one model when the City had required both and Jul and 2d model -KM mentioned that the report does not detail the future Stonecrop Improvements and In previous conversations ArcadIs said they would provide those results for an additional fee -PC said that Aradls will have to provide those results with this study — KM said she would Include it In her final comments for them to reconcile March W —Check in meeting for CM MS system between KM and Aradis -KM brought up again that she had concems about the model and she had not received the GIS or hydraulic model and wanted that to complete the full review — we did not want to complete a partial review and find Issues later on an addendum, but Instead wanted to review the Item as a whole March 15" — received the hydraulic model of the City —At Initial review it again appears only to be a Sd model as KM presumed —The city will require the 2d model to be included as well Still waitine on from Arradis: -2d hydraulic model -GIS data collection from the study Future work: -Once Aradis has received our final review comments, perthelrcontract they have one month to make any corrections/updates fora FINAL SWMP -At that time they will come to City Council and provide a presentation review of their work -The city will then create a Notice to Proceed when they would like Arad Is to complete their one major grant application -The dry plans to have meetings with Aradls to discuss which project or group of projects would be most beneficial for the grant -The notice to proceed will follow according to which grant we want them to apply for -If we are looking for a Florida Resilient grant through FDEP we cannot apply for at least fourteen months as we have a consultant making changes to the coastal resiliency plan to bring us Into compliance and be eiligible for those type of award funds Road ImprovementIS year plan synopsis & tlmeline from Karen Miller Public Works Director ere is the summary of the road assessment work that has been going on. If you would like the shortened timeline please skip to the end of this email. I may have gone into more detail than you need. If you would also like to see the deliverables we have received to date and any comparisons please let me know and I can send those over to you. Pavement Management group was hired in March of 2022 to complete a re -assessment of the streets. They were to get us a report explaining the condition of the roads by the end of June 2022. They sent back the report in middle of July. In July and August Paul and l reviewed their report and found some discrepancies. Paul and I did a drive through of the cityto see Ifthe PCI number assigned matched the existing conditions. In that drive we took notes and following I created a comparison of the 2018 report and the 2022 report to show where some items did not match up with existing conditions. On August 8ih we had a meeting with PMG to show them the disceepandes. They agreed that the Al had mislabeled some of the streets and we wanted them to re -assess and have eyes on each segment. They sent us back an updated report revising the PCI in September. As it turns out our review meeting was scheduled during Hurricane Ian and we cancelled the meeting and rescheduled. Itwas then rescheduled for early Novemberand actually we held the meeting during the hurricane (both PCand KM) because PCbelieved it had been drawn out and needed to happen. Bothof us were in the office during the hurricane anyway so we thought it was best to move forward without causingdelay. At that time we were under the assumption that they had begun the 6 year pavement plan that would call out specific sections of roads to completed each year and the budget required. In January I received the invoice forthe 6 yearplan. I believed It was an accounting mistake as many times the amounting department billing is unaware of the process. I learned from the team that they had expected payment Infull of $5,400 forthe plan to be completed. I sent back our contract and explained per our contract and the piggyback contract we cannot pay for hems that have not yet been completed. Theysaid they would not begin the plan until paid. I discussed with finance and we agreed we could pay them 50% up front and pay the remainder when the final plan was received. With this they fait comfortable and began plan updates. We then received the six year plan on March 3. In between that time I have reviewed the results with the roads crews, stormwater crews, and Paul. We all agreed significant portions were missing. Especially Schumann Or and Barber Stjunctlons. I emalled PMG that we have additional funds forpaving than they have Included and we would like all of the poor or worse roads to be Included In the plan, as If they are not in the 6 year plan, after that time they will surely have failed. I had a meeting scheduled with PMG to review the status today. We discussed the specific roads, the revised budget, and they have a dearer understanding of what we want included. I was told we would have the 6 yearplan revision by the end of the week. In my mind that means we on review next week and have this plan finalized. I have also been in coordination with our existing pavement contractor and they have sent over revised pricing. With the revised price increases Paul believes we should go back out to bid inordertogetthe most cost effective price. I will be coordinating with procurement to get that bid process going and we could have a paving bid complete in two months as the bid preparation takes a few weeks and the bid must be advertised for at least 30 days. With all of this we are still working on the drainage repairs associated with the 2020 and 2021 road repaving. Although this pavement plan has been delayed, it has helped us continue to catch upon previous work so we are in a better position to move forward. As Paul has pointed out and reference many times, my predecessor did not schedule the road repaving properly and we have been trying to fix this ever since. Here is a shortened synopsis: PAVEMENT REVIEW TIMELINE June — Report due July— Received report July/August— internal city review KM and PC August— review meeting with PMG where city asked for revision September— Received revision September early— City review of revision internally September late— Review meeting with PMG once lied due to Ian November— Had review meeting and discussed creating the 6 year plan January — KM received and invoice for the 6year plan that had not yet been recelved February— revised timeline was determined for the 6 year plan and half -payment was submitted March — Received 6 year plan / City Internal review KM & PC / Coordination review meeting with PMG Revised 6year plan was promised by end of March COF MAYOR S HOME OF PELICAN ISLAND CITY OF SEBASTIAN Sub ect: Explanation of Evaluation Form O, 14.L1 111,E N p gOZ- Date: The attached evaluation form has been prepared for the City Council. The form Includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section 11 Organizational Relations which Include three (3) subsections: A. Fiscal Management B. Personnel Management C. Managing the Organization Section III Relations with the Public Section IV Relations with other Governments EVALUATION PROCEDURES: At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the thirty-two (32) criteria which are Included under the four major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", #5 corresponding to "Exceeds Expectations", #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored Independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Manager or areas that need Improvement. In flnaiWng the evaluation It Is recommended that you not add the thirty-two (32) numbers that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to reoelpt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fortes provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an Individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit Increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and Impartial evaluation to take place. The last page of the evaluation form provides for an "overall" rating entry for City Council members to record their comprehensive view or Impression of the Managers performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall Improvements, contentment of work performed and recommends a salary Increase If warranted. CITY OF SEBASTIAN 1 2 3 4 I 5 I I Does not Meeks Exceeds Meet Expectations Expectations Expectations 1. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Keeps the Council Informed In an appropriate and timely manner about matters critical to the Council policy making role. 2. Provides Information on an equal basis to all Council members. 3 3. Anticipates and follows up promptly on Council requests for 3 Information or action without having to be reminded. 4. Is available to the Council on official business either personally or 3 through a designated subordinate. 5. Reports departmental and staff activities to the Council in an appropriate and timely manner. 6. Advises the Council of relevant legislation and developments in City Sebastian. 3 the area of public policy affecting the of 7. Has developed, or is in the process of developing, a comprehensive understanding of the problems and Issues existing In the City of 3 Sebastian. 8. Considers all available alternatives before making recommendations to the City Council. 9. Anticipates, plans and sets priorities for future needs and programs recognizing the potential problems confronting the City. Comments: /6.f;.i II.ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 1. Develops and administers a process of budget preparation and review which meets the requirements of the City Charter, and the Council in its decision expectations of making role. 2. Controls operational and capital costs through adequate budgetary controls and the judicious/economical utilization of manpower, 3 material and equipment. 3. Provides the Council with timely and sufficient reports on the financial status of the City govemment In accordance with the Charter and requirements of the City Council. Comments: B. PERSONNEL MANAGEMENT 1. Effectuates sound personnel selection and placement policies. 2. 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. _3 3. Takes and enforces disciplinary action when necessary. 4. Promotes and supports the °public service role" for all city employees and emphasizes exemplary performance. 3 5. Treats all city personnel in a fair and equitable manner. 3 Comments: ,✓/. ./L lJ.G,/Y i✓/L' Crf M*-,{f�2IS�_�lGy.�'3et� N-�o ry I'/l.� w/C_ � = 9/Jnet... /.L/Vl_,a.T,r..ac . 1. 2. 3. 4. 5. 6. 7. 8. 9. C. MANAGING THE ORGANIZATION Executes the policies adopted by the Council in a timely and appropriate fashion. Plans and executes organizational priorities in a manner reflective of the Citys stated mission and goals, and satisfactory to the Council. Analyzes organizational problems or issues and identifies causes, reasons, Implications, and solutions employing all available 3 technologies, systems and methods. Executes the short and long -tens goals and objectives set forth in the City's Mission Statement In a timely and effective manner. Communicates effectively, clearly, and to the point. Demonstrates sensitivity to the opinions and concerns of others in and outside of the organization. 3 Emphasizes the importance of teamwork and leadership in his relationship with the organization, and provides him/herself as a role 3 model for personnel. Accepts new Ideas and suggestions for change. Adapts to and deals effectively with unanticipated conditions and situations. Comments: �iZ9/o Ys �m0 cT, ni+�mn✓l ; e�ro evs it 4Z t.:,. -r Rnr n�.sfi". Ill. RELATIONS WITH THE PUBLIC Handles disputes or complaints Involving citizens in an effective, equitable and timely manner. 3 2. Makes him/herself available and visible to the citizens of 3 Sebastian In an appropriate manner. 3. Presents Council policies and positions on Issues to the citizens and city organization accurately, equitably, and effectively. 3 4. Directs sufficient public credit to the Council In its role as the Governing Body. Comments: �,a.h�5 11,:.sSY/F A✓ci/aR�F T ?.[�1s'�'e IV. RELATIONS WITH OTHER GOVERNMENTS Deals effectively with other governmental agencies at all levels In representing the City of Sebastian. ? 2. Develops and administers an effective program of grantsmanship. Comments: GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Manager over the six (6) months. (If more room is needed to document continue on the back page). Y4)slflAz 2. r"" 2�✓mow/ ARki 4 glih✓ �.w rs 3. j�/n6r Ito .iPJa,0 ,.or aAAk ✓{ A,9A &4.w/fir 4. sa - �L4r✓ inn �f 5. r. Overall Rating 3 (Considering all Items above) Recommendation: A performance salary increase should be granted. Percentage/6 A salary increase should not be given at this time, employee should be re-evaluated in days. _A salary Increase is not recommended at this time. Print Name (Evaluator) Signature of Evaluator ;9 "Aa2'i Da e vyA�rf6D: Y/�o�zoz3 Off OF CM CIXON SEBASTLAN HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY MANAGER EVALUATION Sub ect: Explanation of City Manager Evaluation Form Name: Paul Carlisle, Jr. Date: February 24, 2023 The attached evaluation form has been prepared for the City Council. The form Includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Organizational Relations which include three (3) subsections: A. Fiscal Management B. Personnel Management C. Managing the Organization Section III Relations with the Public Section IV Relations with other Governments At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the thirty-two (32) criteria which are included under the four major sections or areas. The scale ranges from 'Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations', at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to 'Does Not Meet Expectations', #5 corresponding to "Exceeds Expectations", #3 corresponding to 'Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each Rem scored Independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Manager or areas that need Improvement. In finalizing the evaluation it is recommended that you not add the thirty-two (32) numbers that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation fors for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fors provided or by writing a narrative or In whatever for each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an individual basis. City Council shall at a meeting In June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and impartial evaluation to take place. The last page of the evaluation for provides for an 'overall' rating entry for City Council members to record their comprehensive view or Impression of the Manager's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall Improvements, contentment of work performed and recommends a salary increase if warranted. 2. 3. 4. 5. 6. 7. 8. 9. CITY OF SEBASTIAN CITY MANAGER EVALUATION 1 2 3 4 5 Does not Meets Exceeds Meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION Keeps the Council informed in an appropriate and timely manner about matters critical to the Council policy making role. Provides information on an equal basis to all Council members. 2 Anticipates and follows up promptly on Council requests for information or action without having to be reminded. 5 Is available to the Council on official business either personally or 5 through a designated subordinate. Reports departmental and staff activities to the Council in an 2 appropriate and timely manner. Advises the Council of relevant legislation and developments in 7- the area of public policy affecting the City of Sebastian. Has developed, or is in the process of developing, a comprehensive understanding of the problems and issues existing in the City of 2 Sebastian. Considers all available alternatives before making recommendations to the City Council. Anticipates, plans and sets priorities for future needs and programs 5 recognizing the potential problems confronting the City. Thr hn\1 WnS rlfoplucA ('ornr Jtc+_ n rl lAM co cuff c>vcF. 1 Pa.v� Mf. ('�tCle n ne¢rAS n�eNr.v -'V-ecvn ho +-rncV nvoifC*-C n rl i a-emC nF lay.hnrkclfiCC. \ rin ni-nreetel- - �-he phor�c eo11S i,�l�h U.VdateS, bLi�- Could USe mare. o\So oPgreclate htS W'w"Ciir,esS to 6u4 keel he Could be betel ea prep0.reol for -Flies,', II.ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 1. Develops and administers a process of budget preparation and review which meets the requirements of the City Charter, and 3 expectations of the Council in its decision making role. 2. Controls operational and capital costs through adequate budgetary controls and the judicious/economical utilization of manpower, material and equipment. 3. Provides the Council with timely and sufficient reports on the financial status of the City government in accordance with the Charter and requirements of the City Council. Z Comments: t.O'l +he n�ute n� 4 roiekeAA-e ,.,;a-6, ntev eik� I:rni}/l-Hnd1S /lril �(N�/�pY�j 1.4N W'tli[�Cj fl,C S (ni a ne, �) 1 r. I n n r9 I enr44rr d ntevnee-f rAVwxi3r h%� V,3ml rnonage min} o h i-4i��ttr �. B. PERSONNEL MANAGEMENT 1. Effectuates sound personnel selection and placement policies. 3 2. 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 3 and sensitivity to the public. 3. Takes and enforces disciplinary action when necessary. _5 4. Promotes and supports the "public service role" for all city employees and emphasizes exemplary performance. 5. Treats all city personnel in a fair and equitable manner._ Comments C. MANAGING THE ORGANIZATION 1. Executes the policies adopted by the Council in a timely and fashion. JA appropriate 2. Plans and executes organizational priorities in a manner reflective of Z the City's stated mission and goals, and satisfactory to the Council. 3. Analyzes organizational problems or issues and identifies causes, reasons, implications, and solutions employing all available technologies, systems and methods. 4. Executes the short and long-term goals and objectives set forth in the City's Mission Statement in a timely and effective manner. i 5. Communicates effectively, clearly, and to the point. 6. Demonstrates sensitivity to the opinions and concerns of others in and 3 outside of the organization. 7. Emphasizes the importance of teamwork and leadership in his relationship with the organization, and provides him/herself as a role 2 model for personnel. 8. Accepts new ideas and suggestions for change._ 9. Adapts to and deals effectively with unanticipated conditions and 3 situations. Comments: III. RELATIONS WITH THE PUBLIC 1. Handles disputes or complaints involving citizens in an effective, equitable and timely manner. 2. Makes him/herself available and visible to the citizens of Sebastian in an appropriate manner. 3. Presents Council policies and positions on issues to the citizens 3 and city organization accurately, equitably, and effectively. 4. Directs sufficient public credit to the Council in its role as the Governing Body. Comments I V1nvC -f'Peeiv Cd ntn1�n+72—rr) rn<nA7S n nhoui1hr cvtlC"(n'r An34nrmro.r�.l Innmtn�lMe ntl;-i?n �hrr. tiSYr� kn hP 1G2�' nn�.�rvtnLL nr nct i- Ilo�ln9 .Lio nn no�..�lnt nkc An ¢oP rL ;VztteC roe kven rrr-4; �:rrl. .)Gat[ (Hn vn .•in„ 9 �.12.rnmr n4a1 mE4�tr�C o13-:CCd\C C�e2N. 1�.n1n1V [>L ❑tiY C�CY�• IV. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in representing the City of Sebastian. 2. Develops and administers an effective program of grantsmanship. 3 Comments: GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Manager over the six (6) months. (If more room is needed to document continue on the back page). 1. 1 .wn«\6 UV_e *n S('e n Ins-r.o.e'V-k.( -,FCzkAk 2. updo+C on Projecis QV\d Con-Froets ie_tc. prcSerFccl {o Lounctl via r.mwi. 3. 4. ItVe -Fro see are nrV-t i�niior\ I 5 Char} o� Curren( Ond upCar�nln9 (?vo)2ckS Iconfrr�cts(c W,}h t-C1Gtr ClCaci�i��c} ana (�roc�reSS(neXF steps 6. n,-, +1�� iF�F,.k< bGQrG\ ;n In�G cif-P;cf _Icon-fe.rence Overall Rating 2.5 Y 00 CY) . (Considering all items above) Recommendation: A performance salary increase should be granted. Percentage _% / ✓ A salary increase should not be given at this time, employee should be re-evaluated In ( 8 O days. _A salary increase is not recommended at this time. I/P \ (. I )iX OCI Print Nam6 (Evaluator) Signature�f Evaluator 3-?�0 -2 Date CM o000 CDC* SET! HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY MANAGER EVALUATION Subject: Explanation of City Manager Evaluation Form Name: Paul Carlisle, Jr. Date: February 24, 2023 The attached evaluation form has been prepared for the City Council. The form includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Organizational Relations which include three (3) subsections: A. Fiscal Management B. Personnel Management C. Managing the Organization Section III Relations with the Public Section IV Relations with other Governments EVALUATION PROCEDURES At the lop of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the thirty-two (32) criteria which are included under the four major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", #5 corresponding to "Exceeds Expectations', #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Manager or areas that need improvement. In finalizing the evaluation it is recommended that you not add the thirty-two (32) numbers that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fors provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral interview with each of the Charter Officers on an individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and Impartial evaluation to take place. The last page of the evaluation for provides for an "overall" rating entry for City Council members to record their comprehensive view or Impression of the Manager's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase if warranted. CITY OF SEBASTIAN CITY MANAGER EVALUATION 1 2 3 4 5 1 1 1 I I I I Does not Meals Exceeds Meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Keeps the Council informed in an appropriate and timely manner about matters critical to the Council policy making role. �o 2. Provides information on an equal basis to all Council members. i 3. Anticipates and follows up promptly on Council requests for information or action without having to be reminded. 4. Is available to the Council on official business either personally or through a designated subordinate. `t ° 5. Reports departmental and staff activities to the Council in an appropriate and timely manner. 3 o 6. Advises the Council of relevant legislation and developments in the area of public policy affecting the City of Sebastian. '"i. D 7. Has developed, or is in the process of developing, a comprehensive understanding of the problems and issues existing in the City of Sebastian. `t o 6. Considers all available alternatives before making recommendations to the City Council. 2. > 9. Anticipates, plans and sets priorities for future needs and programs recognizing the potential problems confronting the City. Comments:-- 1- fA a 44e.D,. 6A, I�.t� Ill. ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 1. Develops and administers a process of budget preparation and review which meets the requirements of the City Charter, and expectations of the Council in its decision making role. 2. Controls operational and capital costs through adequate budgetary controls and the judicious/economical utilization of manpower, material and equipment. 3. Provides the Council with timely and sufficient reports on the financial status of the City government in accordance with the Charter and requirements of the City Council. Comments: B. PERSONNEL MANAGEMENT 1. Effectuates sound personnel selection and placement policies. 2. 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. 3. Takes and enforces disciplinary action when necessary. 4. Promotes and supports the "public service role" for all city employees and emphasizes exemplary performance. 5. Treats all city personnel in a fair and equitable manner. Comments: "t. o S.f 3S 4.0 y.0 C. MANAGING THE ORGANIZATION 1. Executes the policies adopted by the Council in a timely and appropriate fashion. SS 2. Plans and executes organizafional priorities in a manner reflective of the City's staled mission and goals, and satisfactory to the Council. 3. Analyzes organizational problems or issues and identifies causes, reasons, implications, and solutions employing all available technologies, systems and methods. "S.o 4. Executes the short and long-term goals and objectives set forth in the City's Mission Statement in a timely and effective manner. 7. e 5. Communicates effectively, Beady, and to the point. a2. 6. Demonstrates sensitivity to the opinions and concerns of others in and outside of the organization. 'S. o 7. Emphasizes the importance of teamwork and leadership in his relationship with the organization, and provides him/herself as a role model for personnel. 3. c 8. Accepts new ideas and suggestions for change. 9. Adapts to and deals effectively with unanticipated conditions and situations. '5. U Comments: III. RELATIONS WITH THE PUBLIC 1. Handles disputes or complaints involving citizens in an effective, equitable and timely manner. �. a 2. Makes him/herself available and visible to the citizens of Sebastian in an appropriate manner. "5 3. Presents Council policies and positions on issues to the citizens and city organization accurately, equitably, and effectively. 7. 4. Directs sufficient public credit to the Council in its role as the Governing Body. S. Comments IV. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in representing the City of Sebastian. 3 ' o 2. Develops and administers an effective program of grantsmanship. 3.6 Comments: GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Manager over the six (6) months. (If more room is needed to document continue on the back page). 1. G G" \ �. I�p• k ti '-?.vl..l... M..k-R;' o tn-t . v...zlyti., c•• > �r � 1 sc w. w1%.cr��hwt 2. 3. 6.�T n. -V3 LAI n�p�iw.re�� >nCo ink !Yo`-(4% 41_0 [ci. AO. 4. 5. 6. Overall Rating (Considering all items above) Recommendation: _A performance salary increase should be granted. Percentage _% A salary Increase should not be given at this time, employee should be re-evaluated in days. A salary increase is not recommended at this time. 2'�l, Print NNa e ova uator Signature of Evaluator Date 01YOF CM MCPARTLAN HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY MANAGER EVALUATION Sub ect: Explanation of City Manager Evaluation Form Name: Paul Carlisle, Jr. Date: February 24, 2023 The attached evaluation form has been prepared for the City Council. The form Includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Organizational Relations which Include three (3) subsections: A. Fiscal Management B. Personnel Management C. Managing the Organization Section III Relations with the Public Section IV Relations with other Governments EVALUATION PROCEDURES: At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the thirty-two (32) criteria which are Included under the four major sections or areas. The scale ranges from 'Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", 95 corresponding to "Exceeds Expectations", #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each Item scored independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Manager or areas that need improvement. In finalizing the evaluation it is recommended that you not add the thirty-two (32) numbers that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of Information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the forms provided or by writing a narrative or In whatever form each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an Individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and impardat evaluation to take place. The last page of the evaluation form provides for an "overall' rating entry for City Council members to record their comprehensive view or Impression of the Manager's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall Improvements, contentment of work performed and recommends a salary Increase If warranted. CITY OF SEBASTIAN CITY MANAGER EVALUATION 1 2 3 4 I 5 I I I I I I Does not Meets Exceeds Meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Keeps the Council informed in an appropriate and timely manner Council about matters critical to the policy making role. 2. Provides information on an equal basis to all Council members. _L 3. Anticipates and follows up promptly on Council requests for Information or action without having to be reminded. ' 4. Is available to the Council on official business either personally or through a designated subordinate. 5. Reports departmental and staff activities to the Council in an appropriate and timely manner. I 6. Advises the Council of relevant legislation and developments in the area of public policy affecting the City of Sebastian. , 7. Has developed, or is in the process of developing, a comprehensive understanding of the problems and Issues existing In the City of / Sebastian. 8. Considers all available alternatives before making recommendations to the City Council. 9. Anticipates, plans and sets priorities for future needs and programs confronting the City. recognizing the potential problems Comments: qo-Cl/ II. ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 1. Develops and administers a process of budget preparation and review which meets the requirements of the City Charter, and expectations of the Council in its decision making role. 2. Controls operational and capital costs through adequate budgetary controls and the judicious/economical utilization of manpower, material and equipment. 3. Provides the Council with timely and sufficient reports on the financial status of the City government in accordance with the Charter and requirements of the City Council. Comments: B. PERSONNEL MANAGEMENT 1. Effectuates sound personnel selection and placement policies. 2. 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. 3. Takes and enforces disciplinary action when necessary. 4. Promotes and supports the "public service role" for all city employees and emphasizes exemplary performance. 5. Treats all city personnel In a fair and equitable manner. Comments: 5 0f l ( C. MANAGING THE ORGANIZATION 1. Executes the policies adopted by the Council In a timely and appropriate fashion. ' 2. Plans and executes organizational priorities in a manner reflective of the City's slated mission and goals, and satisfactory to the Council. 3. Analyzes organizational problems or issues and identifies causes, reasons, implications, and solutions employing all available technologies, systems and methods. j 4. Executes the short and long-term goals and objectives set forth in the City's Mission Statement in a timely and effective manner. 5. Communicates effectively, clearly, and to the point. 6. Demonstrates sensitivity to the opinions and concerns of others in and / outside of the organization. 7. Emphasizes the importance of teamwork and leadership In his relationship with the organization, and provides him/herself as a role model for personnel. 8. Accepts new ideas and suggestions for change. 9. Adapts to and deals effectively with unanticipated conditions and / situations. Comments: III. RELATIONS WITH THE PUBLIC 1. Handles disputes or complaints involving citizens in an effective, equitable and timely manner. 2. Makes hin therself available and visible to the citizens of Sebastian in an appropriate manner. 3. Presents Council policies and positions on Issues to the citizens and city organization accurately, equitably, and effectively. 4. Directs sufficient public credit to the Council in Its role as the Governing Body. Comments: IV. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in ' representing the City of Sebastian. _ 2. Develops and administers an effective program of grantsmanship. Comments: GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Manager over the six (6) months. (if more room Is needed to document continue on the back Page). ��,W 2. 3. 4. 5. 6. Overall Rating (Considering all items above) Recommendation: _A performance salary increase should be granted. Percentage _% A salary increase should not be given at this time, employee should be /re-evaluated in days. v A salary increase is not recommended at this time. Print Name (Evaluator) Signature of Evaluator Date City Manager Evaluation comments areas follows The evaluation form consists of four sections with questions related to each topic area which are to be rated on a scale from 1 to S. For purposes of this rating a 3 means that you are doing your job and doing it well 4's and S's are exceeding expectations and should be followed with comments/examples of events that led to such a higher rating. On the Flip side a rating of 1 or 2 should detail comments/examples where performance did not meet expectations. Having been In management with the military and State government for 30 years I place an enormous value In rating performance. Section 1 of the evaluation pertains to Relations with the Governine Bodv. I cannot speak for the rest of the council only for myself. This has to do with Mr. Carlisle providing Information to the board. I do not believe that It is done in a timely manner and he is not very forthcoming with Information. I believe he holds items very close to the vest and does not let us know until it's too late and he is forced to reveal it, At the February 22nd council meeting It was not brought to our attention that the strategic plan that was in the making for four years was not actually a strategic plan and that we were way over budget. This city spent $73,000 for nothing. The city manager was aware of this and failed to advise the council of his failure to manage this project as he had outlined its' importance to a previous council in 2019 when the taxpayer money was authorized. At the March 8th council meeting the Stonecrop project was brought to our attention that It was well over $400,000 overbudget. The City's 10 year trash contract with Waste Management is expiring and my belief is that It was brought to the Council at the last possible minute. Had the city manager been more proactive, this item could've been brought before the council months ago, and at that time If we chose to go to a universal option, we could've opted to request a bid for universal city trash pickup and Sebastian would have received bids from other waste haulers; Sebastian is known as a subscription service city. Communication with the City Manager is frustrating to say the least. Every time I ask about any concerns for agenda Items or progress of projects it is all "sunshine and rainbows" or things are out of our control. Section 2 relates to Oreanizational Relations and is broken into 3 parts A.Fiscal Manaeement: I believe the budget is developed and prepared in a timely manner; however, I think this is more a result of the chief financial officer, Ken Kilgore, who runs the process like a well-oiled machine, and working in conjunction with the citizens budget review committee than the city manager. As far as controlling operational and capital costs, I believe the city manager is falling and previously referenced a strategic plan which was not a strategic plan, taking almost 4 years and having zero to show for$73,000. Providing the council with timely and sufficient reports as they relate to the City's financial status is another shortcoming. Next month will mark two years since the city agreed to spend over $700,000 for a stormwater master plan. To the bestof my knowledge the city has received a partial draft which is going hack -and -forth with our city engineer. Again, this is two years for a $700,000+ project which initially was thought to take no more than 17 months and this Council has still seen nothing. My concern is the city manager is not driving these projects. He is supposed to have his "eye on the ball" and keep us up to date on progress and concerns. B. Personnel Manaeement is another area where 1 believe the city manager is lacking. We recently finish the negotiations with the police union, and hopefully will be finalizing negotiations with the employee's union. I understand that each entity recently changed unions and leadership; however, these negotiations should have been started long ago and set as a priority by the city manager once they were Initiated, and continuous negotiations until finalization not for as many months as it has taken. I have l D 'AC .Il' been a Council member for almost 12 years and prior to Mr. Carlisle had never received any employee complaints about the city manager. I have received well over a dozen employee complaints and none of them are willing to put their name to a complaint fgrfear of retrlblitip11 from this city manager. C. Manaeine the oreanization: another area the city manager is failing. Every manager has their own management style and what works for one may not work for others. Having watched Paul over the years he tends to have an autocratic style with a tendency to "micromanage." This style can work, but one needs to be "present" and "fully engaged." I am surprised that any work In the city of Sebastian is accomplished on Fridays. I like to stop in to City Hall on Fridays and I believe I have caught the city manager there once. It's an open secret that the city manager heads down south or to the west coast no later than Friday afternoon and sometimes Thursday evening. There appear to be two sets of rules for Sebastian employees: there are rules and expectations for every employee In the city of Sebastian, but they do not pertain to him. He expects the employees to be at their jobs and conducting city business and yet he does not live by the same. The city manager has been allowed a city vehicle to drive anywhere in the state of Florida for business and personal use as an addendum to his original employee contract from 11/28/2018. There is no logbook associated with this vehicle. Through public records request I have attempted to develop a logbook for this vehicle. For the years, 2020, 20,21 and 2022 the city spent over $9400 in gas for this vehicle, almost $300 for Sunpass and the vehicle has traveled 78,000 miles. According to the re-created logbook, his vehicle Is outside the city of Sebastian on approximately, 75%of the weekends over the last three years. Sebastian pays for Mr. Carlisle to travel to his other homes and itemized gas receipts support this. Shortly after the city manager started it came to his attention that a long-time city employee filled up his personal vehicle at the city compound and he had to let him go. The city manager relayed the situation to me and 1100%supported these actions. I voted for the addendum to Mr. Carlisle's employee contract which changed vehicle personal use from 25 miles from Sebastian to anywhere within the State. I never could have Imagined it turned Into this. What has happened is not illegal justhiahW suscect. No other cny employee is afforded this benefit. 3. Relationships with the Public: I don't even know where to begin with this one. When the city manager' - first assumed the position, there was an incident down at Captain Hiram's. The city manager called me to apologize, stated that his actions were Inappropriate, and it would never happen again. Couple of years later, a neighbor of his appeared at a Council meeting and during Public Input he outlined his concerns about the city manager. After the meeting I went by the city manager's house and witnessed everything the gentleman had spoken about for myself. A couple of months ago that same neighbor sent an email to all the council members expressing much of the some thing and the problems that he was having with the city manager about the managers boat on the side of the house. The city manager purchased a sign that faced the neighbor's home and basically told him to have a nice day. The city manager displayed inappropriate behavior and zero professionalism at the 2022 Florida League of Cities conference which several other council members witnessed. I have had numerous complaints from well -respected members of this city and other citizens regarding the city managers behavior and actions. They requested their names not be made public for fear of retribution. And the belief that the City Council is part of the "good old boy network", and nothing will happen. 4. Relations with Other Governments: One would think that after five years on the job this city manager would have a much better relationship with the County. I know there are difficulties and differences of opinion between the city and county for many issues; however, feel that Paul should have placed more of a priority on this and more of a "presence" at County Commission and MPO meetings. The two annexation processes are an example of this. Paul was only at 1 or 2 of the commission meetings when It was discussed on their agenda and the County had multiple staff present whenever the annexation was discussed on our agenda. Anybody can show up on someone else's turf during pleasant times; it's when It is difficult or contentious times when a leader really makes their mark. Sebastian requires the city manager to reside in the city of Sebastian. Why Is that? I believe It's to make them be invested in our Sebastian, to drive around, like the rest of the citizens, see what's working, and what's not working. Mr. Carlisle owns a residence in the city of Sebastian yet he does not "truly' live here and that he is not vested in the city of Sebastian which I believe is indicative of his performance or lack thereof. I view this city Council as equivalent to the joint chiefs of staff. With Mayor Jones acting as the Marine Commandant. If that body had a commander who was failing in fiscal management, morale, planning, and relationships with the public, they would not leave that person in command or in a leadership position. If they had a leader, who had one set of rules for the troops and another for himself, it would not be tolerated. Any one of the Items mentioned is a problem, but the totality of these actions, behaviors and attitude is way too much for me to continue to support Mr. Carlisle as the city manager for Sebastian. MAYOR km Ix BAN HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY CLERK EVALUATION Subject: Explanation of City Clerk Evaluation Form Name: Jeanette Williams Date: February 24, 2023 The attached Evaluation Form has been prepared for the City Council. The form includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Office Management/Professionaljsm Section III Relations with the Public Section IV Legislative / Legal Relations EVALUATION PROCEDURES: At the top of the first page of the evaluation form there Is a rating scale that provides the basis for evaluating each of the twenty-eight (28) criteria, which are included under the five major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", and #5 corresponding to "Exceeds Expectations", and #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored independently. At the end of each area there Is a comment section where the evaluator can document achievements accomplished by the City Clerk or areas that need improvement. In this area you are looking for strengths and weaknesses. In finalizing the evaluation it Is recommended that you not add the twenty-eight (28) criteria that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of Information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fors provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an Individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit Increases for the City Attorney, City Clerk and City Manager under City Council matters. Note., It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and Impartial evaluation to take place. The last page of the evaluation for provides for an "overall" rating entry for City Council members to record their comprehensive view or Impression of the City Clerk's performance using the rating scale as justification. This Is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase if warranted. CITY OF SEBASTIAN CITY CLERK EVALUATION 1 2 3 4 5 I I I I I I Does not Meals Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Prepares carefully for Council Meetings. 2. Is responsive to concerns of the City Council. 3. Follows up promptly on requests from Council Members. 4. Anticipates problems affecting Council and takes or recommends S, appropriate action 5. Prepares agenda packages that are clear, neat and concise. 6. Agenda information is complete, accurate and within the prescribed guidelines. Comments: 3 II. OFFICE MANAGEMENT/PROFESSIONALISM 1. Delegates responsibility and authority to subordinates. 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. c� 7 4. Prepares departmental budget (Clerk and Council) and effectively explains defends budgets and to the Council. 5. Is adept in personnel management. 6. Conducts employee relations skillfully. 3J 7. Is effective in short and long range planning. .S' 8. Anticipates problems and Is effective In preventive actions. .S 9. Engages in activities to promote own professional growth and development through classes, training programs, workshops, etc. 10. Develops and Implements plans to meet departmental objectives and to achieve those organizes available resources objectives. 11. Judgments, actions and decisions are sound. 12. Takes the initiative to establish new programs or procedures without prompting. Comments: ,� {i6.e '$'%9.Ci� a,e�- br%�m',9 .,.i�/.✓C T�.d,<�i / 9 n III. RELATIONS WITH THE PUBLIC 1. Handles media relations tactfully and skillfully. Jr, 2. Maintains good relations with local government leaders. % 3. Deals tactfully, courteously and efficiently with the public. 4. Directs/monitors public relations, training and conduct of staff (-- members. 5. Provides general information to the public with regard to city events, S- meetings and vacancies on city boards. IV. LEGISLATIVE / LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, S, trends and developments. 2. Is effective in working with state and local legislative leaders. 3. Working closely with the City Attorney on matters relating to City Code Ordinances preparation, actions against the City, and other Legal legislative matters. 4. Arranges for city elections, legal advertisements and dates of advertising within established guidelines. 5. Retains city records as outlined by state retention laws. Comments 5 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Clerk over the past year. (If more room is needed to document continue on the back page). 1. I/� "t=D �{.n-z��w.dgYRY_(.�>.�11✓r�at� lE✓1m,mac ,.' V-"W'Y 2. 3. `- , &- i G r zd 6/.l rf . ✓_s,57i�% S��tir� p/I" D ,70-A$ ^6 L�r�IO 4. 5. s;" 6. Overall Rating (Considering all Items above) Rendatlon: 7 A performance salary Increase should be granted. Percentage '5- % A salary increase should not be given at this time, employee should be re-evaluated in days. A salary Increase is not recommended at this time. Pr�1lm e Evaluator) Signature of Evaluator 312n/1 tv :z 3 Date 6 VICE MAYOR an a SEBASTI HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY CLERK EVALUATION Subject: Explanation of City Clerk Evaluation Form Name: Jeanette Williams Date: February 24, 2023 The attached Evaluation Form has been prepared for the City Council. The form includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Office ManagememlProfessionalism Section III Relations with the Public Section IV Legislative I Legal Relations EVALUATION PROCEDURES: At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the twenty-eight (28) criteria, which are included under the five major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", and #5 corresponding to "Exceeds Expectations", and #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Clerk or areas that need improvement. In this area you are looking for strengths and weaknesses. In finalizing the evaluation it is recommended that you not add the twenty-eight (28) criteria that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation fortes for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the forms provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral interview with each of the Charter Officers on an individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and impartial evaluation to take place. The last page of the evaluation form provides for an "overall" rating entry for City Council members to record their comprehensive view or impression of the City Clerk's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase If warranted. CITY OF SEBASTIAN CITY CLERK EVALUATION 1 2 3 4 5 I I I I I fs I I Does not Mee Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Prepares carefully for Council Meetings. 5 5 2. Is responsive to concerns of the City Council. 5 3. Follows up promptly on requests from Council Members. 4. Anticipates problems affecting Council and takes or recommends 5 appropriate action 5. Prepares agenda packages that are clear, neat and concise. 5 6. Agenda information is complete, accurate and within the prescribed 5 guidelines. Comments: Jeanette is an amazing, thorough and alert clerk. I am completely pleased with the daily dealings I have with both Jeanette and Cathy, It is very obvious that Jeanette sets the tone for professionalism in the Clerks office. 3 II. OFFICE MANAGEMENT/PROFESSIONALISM 5 1. Delegates responsibility and authority to subordinates. 5 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. 5 4. Prepares departmental budget (Clerk and Council) and effectively explains 5 and defends budgets to the Council. 5 5. Is adept in personnel management. 5 6. Conducts employee relations skillfully. 7. Is effective in short and long range planning. s 8. Anticipates problems and is effective in preventive actions. s 9. Engages in activities to promote own professional growth and 4 development through Gasses, training programs, workshops, etc. 10. Develops and implements plans to meet departmental objectives and 5 organizes available resources to achieve those objectives. e 11. Judgments, actions and decisions are sound. 12. Takes the initiative to establish new programs or procedures without 5 prompting. Comments: The Clerks office is top notch, allays performing at the top. After talking with Jeanette and Cathy it is very apparent that the only thing that could be better is getting Jeanete to speak more, she doesn't like to speak publically very much. 4 III. RELATIONS WITH THE PUBLIC 5 1. Handles media relations tactfully and skillfully. 5 2. Maintains good relations with local government leaders. 5 3. Deals tactfully, courteously and efficiently with the public. 4. Directs/monitors public relations, training and conduct of staff 5 members. 5. Provides general information to the public with regard to city events, 5 meetings and vacancies on city boards. Comments: Jeanette and Cathy run a great Clerks office, I have been told many times how pleasant It is to go Into their office on business and with public records requests, they work on them as soon as possible to get the Information to the requester quickly. IV. LEGISLATIVE / LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, 5 trends and developments. 5 2. Is effective in working with state and local legislative leaders. 3. Working closely with the City Attorney on matters relating to City Code Ordinances preparation, actions against the City, and other 5 Legal legislative matters. 4. Arranges for city elections, legal advertisements and dates of advertising 5 within established guidelines. 5 5. Retains city records as outlined by state retention laws. Comments: There has never been an Instance of a needed document that wasnt available, usually Jeanntte knows exactly where to go find ft. Jeanette has a very good understanding of municipal law and how k applies to her position. 5 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Clerk over the past year. (If more room is needed to document continue on the back page). t Over the past few year:, she has had to plan a special election along with the regular ones flawlessly 2. She eE,rvrs . cNM, RwIsx eW ftfap M ae--x to 6edetleEqueYbe and s handl o for eery rekmm. 3 Updated the Board and Committee Handbook 4. Currently working on the Centennial Task Force and gathering all the information. 5. Very small weakness, she is working on getting shorter minutes. 6 The biggest weakness she has is she ant aware of how valuable to the City she really is. Overall Rating 5 (Considering all items above) Recommendation: XA performance salary increase should be granted. Percentage 5 % A salary increase should not be given at this time, employee should be re-evaluated in days. A salary increase is not recommended at this time. Christopher Nunn Print Name (Evaly r Signature of/Evaluator 4/6/2023 Date 6 CM F-)IXON imx HOME OF PELICAN ISIAND CITY OF SEBASTIAN CITY CLERK EVALUATION (Sub ect: Explanation of City Clerk Evaluation Form Verne: Jeanette Williams ate: February 24, 2023 The attached Evaluation Form has been prepared for the City Council. The form includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Office ManagemenUProfessionalism Section III Relations with the Public Section IV Legislative / Legal Relations EVALUATION PROCEDURES: At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the twenty-eight (28) criteria, which are included under the five major sections or areas. The scale ranges from 'Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", and #5 corresponding to "Exceeds Expectations", and #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored Independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Clerk or areas that need improvement. In this area you are looking for strengths and weaknesses. In finalizing the evaluation it is recommended that you not add the twenty-eight (28) criteria that have been recorded under the four (4) major sections or areas to arrive at a an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of Information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the forms provided or by writing a narrative or In whatever form each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an Individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attomey, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and Impartial evaluation to take place. The last page of the evaluation form provides for an 'overall" rating entry for City Council members to record their comprehensive view or Impression of the City Clerk's performance using the rating scale as justification. This Is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary Increase If warranted. CITY OF SEBASTIAN CITY CLERK EVALUATION 1 2 3 4 5 Does not Meets Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Prepares carefully for Council Meetings. 5 2. Is responsive to concerns of the City Council. 5 3. Follows up promptly on requests from Council Members. 5 4. Anticipates problems affecting Council and takes or recommends 5 appropriate action 5. Prepares agenda packages that are clear, neat and concise. 5 6. Agenda information is complete, accurate and within the prescribed guidelines. Comments: flttr C�ikt` C lerc alto"-, doe_¢ Inev p" i,v-' J— n tmilf. $he lllSn nlv.rnn.-+�i-rat-f_S _ �rp g',ot'10.1iSr"�l rsr� a Gtr�te.ve le�e1 c>jF 3 II. OFFICE MANAGEMENT/PROFESSIONALISM 1. Delegates responsibility and authority to subordinates. 1` 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. 4. Prepares departmental budget (Clerk and Council) and effectively explains and defends budgets to the Council. 5. Is adept in personnel management. rJ_ 6. Conducts employee relations skillfully. r 7. Is effective in short and long range planning. 6. Anticipates problems and is effective In preventive actions. r 9. Engages in activities to promote own professional growth and development through classes, training programs, workshops, etc.�J 10. Develops and implements plans to meet departmental objectives and 5 organizes available resources to achieve those objectives. 11. Judgments, actions and decisions are sound. 5 12. Takes the initiative to establish new programs or procedures without prompting. Comments: `l) 11l �ia-il �(\l(eC rC VPYJ 7Y nl: v�i7.e ri •tkP ntti(P S mri r(Y-r .?p 1[lM�� n iP lrr) Incj _, L.P _YP�yj[.IJJJ G1 2Yt� ,n�r..,,ln+;nr�ln.-,`J1 r. roc ir.etnL.} 4 e III. RELATIONS WITH THE PUBLIC 1. Handles media relations tactfully and skillfully. 2. Maintains good relations with local government leaders. 3. Deals tactfully, courteously and efficiently with the public. 4. Directs/monitors public relations, training and conduct of staff members. 5 5. Provides general information to the public with regard to city events, meetings and vacancies on city boards. 5 Comments: IV. LEGISLATIVE / LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, trends and developments. 5 2. Is effective in working with state and local legislative leaders.rJ- 3. Working closely with the City Attorney on matters relating to City Code Ordinances preparation, actions against the City, and other Legal legislative matters. 4. Arranges for city elections, legal advertisements and dates of advertising 5 within established guidelines. 5. Retains city records as outlined by state retention laws. r Comments 5 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Clerk over the past year. (If more room is needed to document continue on the back page). 1. S'I, P v.,nC vie nl in01Fuk : nv(Vtdin J no 2. upoci' s4cu{-inq my cost nrlar r ounct t. 3. 1 (k\e (]IrnriOLISW veer liS "Inknrr enl nr, 1—eLirie5 She haS receavtd go we ore- IGnow(ed9e-cJoce cibouk 4. nit nrenc r r- nnnre rn. 5. RIry e G* er kno'l. hh euerq %rI SY . 6. Overall Rating Jc (Considering all Items above) Recommendation: A performance salary increase should be granted. Percentage (D % A salary increase should not be given at this time, employee should be re-evaluated in days. A salary increase is not recommended at this time. Print Name (Evaluator) Signature Evtuator' ?�-fin-23 Date 6 cnn DCODD ma BAST HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY CLERK EVALUATION Sub ect: Explanation of City Clerk Evaluation Form Name: Jeanette Williams Date: February 24,2023 The attached Evaluation Form has been prepared for the City Council. The form includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Office Management/Professionalism Section III Relations with the Public Section IV Legislative / Legal Relations EVALUATION PROCEDURES: At the top of the first page of the evaluation form there is a rating scale that provides the basis for evaluating each of the twenty-eight (28) criteria, which are included under the five major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", and #5 corresponding to "Exceeds Expectations", and #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each item scored independently. At the end of each area there is a comment section where the evaluator can document achievements accomplished by the City Clerk or areas that need improvement. In this area you are looking for strengths and weaknesses. In finalizing the evaluation it is recommended that you not add the twenty-eight (28) criteria that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation forms for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fors provided or by writing a narrative or in whatever form each deems appropriate. Each City Council member shall also conduct an oral interview with each of the Charter Officers on an individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and impartial evaluation to take place. The last page of the evaluation for provides for an "overall" rating entry for City Council members to record their comprehensive view or Impression of the City Clerk's performance using the rating scale as justification. This is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase If warranted. CITY OF SEBASTIAN CITY CLERK EVALUATION 1 2 3 4 5 I I I I I f I I Does not Mee s Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Prepares carefully for Council Meetings. 5 5 2. Is responsive to concerns of the City Council. 5 3. Follows up promptly on requests from Council Members. 4. Anticipates problems affecting Council and takes or recommends 5 appropriate action 5 5. Prepares agenda packages that are clear, neat and concise. 6. Agenda information is complete, accurate and within the prescribed 5 guidelines. Comments: Jeanette is an amazing. thomugh and alert dark. I am mmpletely pleased with the dairy dealings I have with loth Jeanette and Cathy, ff is very obvious that Jeanette sets the tone for professionalism in the Clerks office. 5 II. OFFICE MANAGEMENT/PROFESSIONALISM s 1. Delegates responsibility and authority to subordinates. 5 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. 5 4. Prepares departmental budget (Clerk and Council) and effectively explains 5 and defends budgets to the Council. s 5. Is adept in personnel management. 5 6. Conducts employee relations skillfully. 7. Is effective in short and long range planning. 5 B. Anticipates problems and is effective in preventive actions. s 9. Engages in activities to promote own professional growth and 4 development through classes, training programs, workshops, etc. 10. Develops and implements plans to meet departmental objectives and 5 organizes available resources to achieve those objectives. 5 11. Judgments, actions and decisions are sound. 12. Takes the initiative to establish new programs or procedures without s prompting. Comments: The Clerks office is top notch, alwav`sPerfontil at the top. After talking with Jeanette and Calhy it is very apparent that the only thing that could be better is getting Jeanette to speak more, she doesn't like to speak publically very much. 4 III. RELATIONS WITH THE PUBLIC 5 1. Handles media relations tactfully and skillfully. 5 2. Maintains good relations with local government leaders. s 3. Deals tactfully, courteously and efficiently with the public. 4. Directs/monitors public relations, training and conduct of staff 5 members. 5. Provides general information to the public with regard to city events, 5 meetings and vacancies on city boards. Comments: Jeanette and Cathy run a great Clerks office, I have been told many fimes how pleasant it is to go Into their office on business and with public records requests, they work on them as soon as possible to get the information to the requester quickly. IV. LEGISLATIVE / LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, 5 trends and developments. e 2. Is effective in working with state and local legislative leaders. 3. Working closely with the City Attorney on matters relating to City Code Ordinances preparation, actions against the City, and other 5 Legal legislative matters. 4. Arranges for city elections, legal advertisements and dates of advertising s Within established guidelines. 5 5. Retains city records as outlined by state retention laws. Comments: There has never been an instance of a needed document that wasnt available, usually Jeanntte knows exactly where to go find it Jeanette has a very good understanding of municipal law and how it applies to her position. 5 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Clerk over the past year. (If more room is needed to document continue on the back page). t Over the past few years, she has had to plan a special election along vvb the regular ones fiamessly 2. s eaMAmMeCnearaevieweM mum,m w ema ace ewmem Wm rete,am. g Updated the Board and Committee Handbook 4. Currently working on the Centennial Task Force and gathering all the information. 5. Very small weakness, she is working on getting shorter minutes. 6 The biggest weakness she has Is she ism aware of how valuable to the City she really is. Overall Rating (Considering all items above) Recommendation: XA performance salary increase should be granted. Percentage 5 % A salary increase should not be given at this time, employee should be re-evaluated in days. A salary increase is not recommended at this time. Christopher Nunn Print Name (Evaly ter Signature of/Evaluator 4/6/2023 Date CM MCPARTLAN ^YrAim HOME OF PELICAN ISLAND CITY OF SEBASTIAN CITY CLERK EVALUATION Sub ect: Explanation of City Clerk Evaluation Form Name: Jeanette Williams Date: February 24, 2023 The attached Evaluation Form has been prepared for the City Council. The form Includes four (4) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section 11 Office Management/Professionalism Section III Relations with the Public Section IV Legislative / Legal Relations EVALUATION PROCEDURES: At the top of the first page of the evaluation form there Is a rating scale that provides the basis for evaluating each of the twenty-eight (28) criteria, which are included under the five major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expectations", at the top of the rating scale. Numerical values are assigned to the scale ranging from #1 through #5, with #1 corresponding to "Does Not Meet Expectations", and #5 corresponding to "Exceeds Expectations", and #3 corresponding to "Meets Expectations", and are the midpoint of the rating scale. Each section should be reviewed as to the area being evaluated and each Item scored independently. At the and of each area there Is a comment section where the evaluator can document achievements accomplished by the City Clerk or areas that need Improvement. In this area you are looking for strengths and weaknesses. In finalizing the evaluation it is recommended that you not add the twenty-eight (28) criteria that have been recorded under the four (4) major sections or areas to arrive at an average score. You are not looking for an averaged combined score. You are looking for strengths and weaknesses. Pursuant to Resolution Number R-10-05, City Council shall receive evaluation fors for the City Attorney, City Clerk and City Manager, as well as the current cost of living adjustment percentage being provided by the Coastal Florida Public Employees Association, formerly Communications Workers of America (CWA) from Administrative Services staff by May 1 of each year. Subsequent to receipt of Information provided as set out above, each City Council member shall prepare an evaluation for the City Attorney, City Clerk and City Manager by using the fors provided or by writing a narrative or in whatever for each deems appropriate. Each City Council member shall also conduct an oral Interview with each of the Charter Officers on an individual basis. City Council shall at a meeting in June of each year publicly evaluation and act upon any merit increases for the City Attorney, City Clerk and City Manager under City Council matters. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern that are observed over the rating period so as to have a ready reference of material to refer to when preparing the annual evaluation. This would allow for a fair and Impartial evaluation to take place. The last page of the evaluation for provides for an "overall" rating entry for City Council members to record their comprehensive view or Impression of the City Clerk's performance using the rating scale as justification. This Is the section where the evaluator can document their suggestions for overall improvements, contentment of work performed and recommends a salary increase K warranted. CITY OF SEBASTIAN CITY CLERK EVALUATION 1 2 3 4 5 Does not Meets Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 1. Prepares carefully for Council Meetings. 2. Is responsive to concerns of the City Council. 3. Follows up promptly on requests from Council Members. 4. Anticipates problems affecting Council and takes or recommends appropriate action _ 5. Prepares agenda packages that are clear, neat and concise. 6. Agenda Information is complete, accurate and within the prescribed T guidelines. J Comments: 2_onc/7t /S con Sc /ep /O`at lF :Q ro oe AvC- r 111 (/sar5 S � I m40in 2. Lv m„rC V 3 II. OFFICE MANAGEMENT/PROFESSIONALISM 1. Delegates responsibility and authority to subordinates. 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. <� C 4. Prepares departmental budget (Clerk and Council) and effectively explains C and defends budgets to the Council. 5. Is adept in personnel management. S 6. Conducts employee relations skillfully. S 7. Is effective in short and long range planning. 8. Anticipates problems and is effective in preventive actions. S 9. Engages in activities to promote own professional growth and development through classes, training programs, workshops, etc. 10. Develops and Implements plans to meet departmental objectives and organizes available resources to achieve those objectives. 11. Judgments, actions and decisions are sound. 12. Takes the initiative to establish new programs or procedures without prompting. Comments: /je.,�r e_ �_ ��Ly �u� 4n I�Je-s ne- 4 III. RELATIONS WITH THE PUBLIC 1. Handles media relations tactfully and skillfully. 2. Maintains good relations with local government leaders. 3. Deals tactfully, courteously and efficiently with the public. 4. Directs/monitors public relations, training and conduct of staff members. 5. Provides general information to the public with regard to city events, meetings and vacancies on city boards. Comme s'. �n yedr3 Aov-. ne-Vcv- Q_Qr a is Go m� .v�Pn �..y- IV. LEGISLATIVE / LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, trends and developments. _f 2. Is effective in working with state and local legislative leaders. J 3. Working closely with the City Attorney on matters relating to City Code Ordinances preparation, actions against the City, and other S Legal legislative matters. 4. Arranges for city elections, legal advertisements and dates of advertising within established guidelines. 5. Retains city records as outlined by state retention laws. S Comments 5 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Clerk over the past year. (If more room is needed to document continue on the back page). 1. 4-t7 / 3. P/on nT �u ct SSi �. J 4. 5. 6. Overall Rating (Considering all items above) endation: Re� A performance salary increase should be granted. Percentage 5 % A salary increase should not be given at this time, employee should be re-evaluated in days. A salary increase Is not recommended at this time. /oU //(""Latror)� Print Name vvaaa atf Signa u�valua Date C