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HomeMy WebLinkAbout06182008Special~~ ~`~~~ HOME OF PELICAN ISLAND SEBASTIAN CITY COUNCIL SPECIAL MEETING CHARTER OFFICER EVALUATIONS WEDNESDAY, JUNE 18, 2008 - 7:00 P.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA Mayor Coy called the Special Meeting to order at 7:00 p.m. 2. The Pledge of Allegiance was recited. 3. ROLL CALL City Council Present: Mayor Andrea Coy (excused at 9:10 pm) Vice-Mayor Sal Neglia Council Member AI Paternoster Council Member Dale Simchick City Council Absent: Council Member Eugene Wolff (excused) Staff Present: City Manager, AI Minner City Attorney, Rich Stringer City Clerk, Sally Maio Airport Director, Joe Griffin Growth Management Director, Rebecca Grohall Human Resources Director, Debra Krueger Police Lieutenant, Michelle Morris Police Lieutenant, Bob Lockhart 4. CHARTER OFFICER EVALUATIONS (R-07-31, Goals) A. City Attorney Mayor Coy asked the others how they wanted to proceed and Mr. Neglia recommended going according to the agenda and then motion was made on public input as follows: MOTION by Ms. Simchick and SECOND by Mr. Paternoster to add public input after each charter officer evaluation to the agenda passed on a voice vote of 3-1 (Coy -Nay) Special City Council Meeting June 18, 2008 Page Two Mayor Coy suggested that public input should come before Council input as in regular meetings. Public Input James Spinelli asked if he could read the same statement which applies to both for the City Attorney and City Manager at this time. Mayor Coy said it was his call and he had five minutes. Mr. Spinelli, Sebastian, read his statement, stating he was not satisfied with the performance of the City Attorney and City Manager, citing their inability to remain fair and neutral with Council. Mr. Neglia asked why he was addressing the City Manager at this time. Mr. Spinelli asked him not to interrupt him and Mayor Coy asked him to hold his question until Mr. Spinelli was done. Mr. Spinelli continued his statement and requested that Council reconsider the retaining of them. Mayor Coy informed Mr. Spinelli that it was appropriate for Council to ask questions. Mr. Spinelli continued speaking and noted he had tried to speak to Mr. Neglia outside and Mayor Coy gaveled him. Mayor Coy asked him to allow Mr. Neglia to ask his question and gaveled him when he continued to speak over her. Mr. Neglia said Mr. Spinelli got up to speak about the City Attorney but kept referencing the City Manager and now he need not come up again to speak about the City Manager later. Mayor Coy asked Mr. Spinelli if his a-mail was Vellowpeer(a~aol.com and Mr. Spinelli said not anymore, and the last part was incorrect. Mayor Coy said there have been blogs by him that are controversial and unflattering and wanted the public to know. Chuck Lever, Sebastian, thanked Ms. Simchick and Mr. Paternoster for moving to allow public input. He said the City Attorney should be reconsidered about his position due to various incidents and said he is sometimes dubbed "6th Councilman". Ms. Simchick advised that incidents cited should have occurred within this fiscal year. Cindy Falco, Sebastian, defined "integrity", said the City Attorney is a nice person but questioned his integrity. Damian Gilliams, 1623 US 1, said people have a right to speak without being interrupted and have a right not to be interrupted or to respond to Council. Mr. Neglia read from his prepared evaluation of the City Attorney (see attached -Exhibit 1). He said he would be recommending no merit increase not because of performance but because of hard times. 2 Special City Council Meeting June 18, 2008 Page Three Mr. Paternoster said this evaluation process should have been used long ago because in the past we were violating the Charter because we were not doing them in public. He read the salary of $114,179.4 plus cost of living, insurance, retirement, vacation, sick leave, disability, professional associations, business expenses, discretionary time, and other benefits for the City Attorney and noted he will not go hungry. He evaluated the City Attorney citing the following: that though he acts as the City's parliamentarian he did not speak up during a point of order that Mr. Paternoster felt was incorrect, that he has asked for a tutorial on procedure, that during the Clambake issue the City Attorney advised Council that he could not represent them because of his association with the Clambake twice, he doesn't always give sound legal advice, his answers are leading, he doesn't keep Council informed on all issues, he doesn't like to put things in writing, asked if the Chair of the Council can call recess or does she have to call for a vote, and then read from Parliamentary Procedures on recess. The City Attorney said typically the Chair calls recess and he is aware of how the Council has practiced for ten years. Mr. Paternoster continued: he doesn't like to hear that is the way we've always done it, felt Council was not properly represented, the City Attorney is a nice guy, again described how evaluations were not done properly in the past, evaluation procedures are hard to find on the City website, prepared evaluation questions are not appropriate for Council since Council does not witness day to day operations, noted charter officers get COLA no matter what Council does, charter officers are hired by Council and terminated by Council, Council works for the people, staff work for charter officers and we need to hear from the people, asked why the City Attorney is a charter Officer and then in its purest form maybe only the City Manager should be a charter Officer, that the City Attorney and City Clerk don't answer to the City Manager, cited the City Attorney's seat on the bidding and selection committee for Collier Creek and the need for advice on legal issues, noting Council should not have been exposed to those legal issues. Ms. Simchick noted she conducted private evaluations as required by Resolution R-07-31 which states: "Each member shall conduct oral interviews with each individual charter officer on an individual basis prior to the meeting" and then asked the City Attorney how many members showed him that respect and he responded three. Ms. Simchick said she chose the long form provided for the City Attorney and City Manager and for the City Clerk she did a summary. She said this process was good and it was good that the public has input. She then read her evaluation of the City Attorney (see attached - Exhibit 2). She recommended no raise at this time. Mayor Coy said she will read a statement that covers all charter officers at the end. She noted in meetings with the charter officers she had advised she will not recommend raises for any of them based on economic hard times. She said had no problems with the City Attorney, he has always been available to her, he is always responsive, disagreed that the prepared form is a good thing, that nowhere else do senior leaders put senior officers on the firing line publicly, noted evaluations are public record as soon as they are turned in and available to everyone, all the people who talked here tonight could have expressed their opinions before, two charter officers have been targets, that this is not a service to staff, and thanked the City Attorney for his best year yet and said he has done an excellent job of advising Council, said he shines in court citing him winning one Fellsmere case and noting Special City Council Meeting June 18, 2008 Page Four the Fellsmere issue is on-going. Mr. Paternoster cited FS 286.011 and read AGO 89-37 into the record regarding evaluations and said the City Attorney should have checked this out when the resolution was adopted. Mayor Coy noted Mr. Paternoster is now arguing her position and there shouldn't be an argument as to whether he agrees with her or not, and Mr. Paternoster said he has his opinion as well. B. City Clerk Damian Gilliams, 1623 US 1, commended the Clerk and staff for a great job. Cindy Falco, Sebastian, commended the Clerk for quick action. Todd Klitenic, said the Clerk and staff do an excellent job. Mayor Coy gave the City Clerk high marks, noted she tried to have her named FLC Clerk of the Year once, said she was a leader, does a great job with staff and the public, noted the Clerk's job is governed by law, she provides information as requested and has different dealings with the public than the other two charter officers. Ms. Simchick read her prepared evaluation for the City Clerk (see attached -Exhibit 3), and recommended a raise based on performance. Mr. Neglia read his prepared evaluation for the City Clerk (see attached -Exhibit 4) and was not recommending COLA or merit because of the times and not based on performance. Mr. Paternoster cited the Clerk's salary of $85,584.32 and said her benefits were the same as the City Attorney, said it is a well established fact that the City Clerk and her staff do an excellent job and said he would not be recommending any raises for anyone. Mayor Coy called recess at 8:00 pm and reconvened the meeting at 8:10 pm. All members present at roll call were present. C. City Manager Cindy Falco, read the City Mission Statement and said she was floored when she read it because businesses are gone and being harassed by Code Enforcement and the situation is not being managed, cited the dog park property a portion of which was found not to be City property. Mayor Coy noted the dog park is still in the works. Todd Klitenic, 1274 Barber Street, Sebastian, said he hoped Council would vote next year to get rid of him. Mayor Coy noted this is not a political forum. 4 Special City Council Meeting June 18, 2008 Page Five Chuck Lever, said the City Manager is a decent person, but his performance has cost the City, said businesses are being harassed, and recommended termination. Mr. Neglia said he did not fill out the regular form for the City Manager and then read his evaluation into the record (see attached -Exhibit 5). Ms. Simchick read her prepared evaluation for the City Manager (see attached -Exhibit 6). She said she would not support a raise at this time. Mayor Coy said she appreciated many of Mr. Neglia's and Ms. Simchick's remarks, and then evaluated the City Manager by citing: the measure of a leader are his staff and she has heard no complaints, no one was laid off due to the early buyout, for three years he has lowered the millage rate, he has successfully led his staff to do more with less and they are still performing very well. She said she chose not to use the Human Resources form, but rather to write one letter for all three based on an evaluation of Council's performance. She said she had brought it to them to let them read and offered to let them change it if they wanted to, and no changes were offered. Mayor Coy then read the letter into the record (see attached -Exhibit 7). As she read a portion relative to a member of Council listening to someone who is facing felony charges, Mr. Paternoster called a point of order and asked the City Attorney if this is appropriate. The City Attorney said he did not think the City Council will get in trouble from the statements, and it is a judgment call if he feels it is within the context of evaluation. Mayor Coy then continued reading her letter. Mr. Paternoster asked her how the Mayor dared to speak in reference to all of Council as individuals and give them a zero, that it is her opinion, that this is not a strong Mayor form of government and she had no authority to do so, and each member should be appalled. Mr. Paternoster began his evaluation of the City Manager, citing his salary of $115,348.25 and said his benefits were the same as he stated for the other officers, said he shows partiality, has shown partiality to three mayors, when one Council member asked to go to Tallahassee he should have asked the others if they wanted to go, after the Council shooting in Kirkwood Missouri, the Manager told him there would be panic buttons in Chambers as requested by the Mayor, in the litigation in the airport building matter the Manager interacted in the bidding process, there are always legal issues lurking in the background, Council always has to ask for more information, has repeatedly asked for a grants writer, Council got 146 pages on the airport building and said he would not vote on something for which he does not receive prior information, during CDBG people knocked on doors on Easy Street to have people sign petition that they lived in low income area, with the Clambake and Art Festival agreements he asked to include records certified by CPA and when he received them for review it was voluntary and finally when he called the groups they agreed to his request for a CPA, said the Riverfront and CRA district were in poor shape and instead of making money available to businesses we are making a turn in Indian Special City Council Meeting June 18, 2008 Page Six River Drive and moving a parking lot despite the petition objecting to it, said staff is making businesses move signs down rather than leaving them where people can see them, that Council relaxed business signs enforcement and the next day Code Enforcement was picking them up, that the 1999/2000 Charrette for the Riverfront and 512 has been shelved and there has been no try to promote it, he is still waiting for Code Enforcement standard operating procedures, Growth Management has no supervision and he did not know what they do except get complaints, the City Manager does a good job on the budget, we overpaid on the Boudrot property, were told the appraisals were too low, we are looking at Pelican Pub and Flagship Marina purchases and we should not take them off the taxrolls, the City Manager asked him didn't he do favors for him, but addressing citizen complaints is not a favor, staff forgot to call him three times on the fagade grants, people are not being treated properly by Growth Management, and they were consistently inconsistent with their procedures. Mayor Coy asked him if he was able to go to the City Manager and iron out the complaints and Mr. Paternoster answered he did but the same complaints come in from different people. Mr. Paternoster said he asked for sensitivity training, maybe the LDRs need to be looked at, it has been over two years for an Economic Development Plan to even get started, the Comprehensive Plan is two to three years behind, he suggested a concession at the Splash Pad, was embarrassed about the issue of the dog park because we did not own all the land, that the City Manager is a front runner for another job and he should pull his resume if he is not actively seeking a job, discussed loyalty issues, that the Ocala job pays $144,000, and if we were to wave that figure in front of him he may stay. At this time Mayor Coy turned the gavel over to Vice Mayor Neglia and left the meeting stating she was humiliated. Vice Mayor Neglia asked Council to continue the evaluation. Mr. Paternoster said this is his evaluation, saying it is the City Manager's decision to make, but if he takes the post where does that leave us. He said we should seriously look at keeping these two individuals any longer, and would not recommend any raises at all. The City Attorney, in response to Mr. Neglia said typically now you decide if there is a merit raise, that is what it states in the contract; and in response to Ms. Simchick, said Council has a quorum with three and it takes three affirmative votes for action. Mr. Neglia asked if anyone wanted to make a motion to terminate the City Manager and the City Attorney. Mr. Paternoster made a motion to postpone this until such time as we have a full Council. Ms. Simchick reminded Council we are on the City Manager and the ship has sailed on the two others. 6 Special City Council Meeting June 18, 2008 Page Seven Mr. Neglia asked if we have to re-evaluate the City Attorney if someone wants to terminate him and the City Attorney replied the resolution says you will evaluate and act upon any merit increases. Mr. Paternoster said the actions of the Mayor were disgraceful. Ms. Simchick said evaluation was supposed to be a tool and an opportunity to discuss specific work issues to improve performance, and instead some members have spoken out about other Council members and mention some by name. She cited the remarks about her going toTallahassee. She told members she was giving up two days pay to go but had asked all members of Council if they would like to go and no one said anything, that a lot of incidents cited were actions of Council and not that of charter officers. She said she heard a member say he would not sign anything he just seen but he would not give her courtesy on the LoPresti issue when Council didn't receive exhibits. She said we should give courtesy to the charter officers, we were to meet privately with charter officers but that was not done by full Council, we have passed the City Attorney and the City Clerk and should make a decision and adjourn. She said we have a resolution and if we don't live by our own rules what example are we showing. Mr. Paternoster withdrew his motion, and said maybe she should have made that statement to the Mayor when she went off on a tirade. He said Florida Statutes supercedes our resolution and the City Attorney advised when there is a conflict. The City Attorney said the procedure cited in the AGO was different than the process that was used here and then he cited the procedure referenced where the percentages were averaged without public view. In response to Mr. Paternoster, the City Attorney said and the procedure here was that Council voted at a Council meeting that if there were at least three satisfactory evaluations, the charter officer would get a 3% merit increase the same as in the union contract unless someone wanted to give something different in which case it would be brought to the table. He noted evaluations cannot be done out of the public as far as taking action. Mr. Neglia suggested putting this off until July 9th'and then come back with this and then discussion followed on what they were putting off. The City Clerk noted that the charter officers spoke to some members of Council during evaluations and said they did not expect raises because of what is going on in with the economy, but that charter officer contracts provide that all three shall receive cost of living increases and it is not in Council's purview to act on cost-of-living increases unless it wanted to bring back an item to address that contract provision. Mr. Neglia said he did speak with the three of them and they agreed and that is where it should have stayed. 7 Special City Council Meeting June 18, 2008 Page Eight Ms. Simchick reiterated that the cost-of-living is not on the table, that Council was to evaluate and decide on merit and we need to make a decision on the City Manager, that at any time any member can place an item on someone's contract on an agenda under their item, and she would not be in favor of moving this discussion to another meeting. Mr. Paternoster agreed Council has no jurisdiction on cost-of-living and would feel better if we had a full Council. Vice Mayor Neglia said we did the evaluation. The City Manager said there has been an indication tonight that there is no merit and perhaps someone needs to make a motion that there is no merit. MOTION by Mr. Paternoster and SECOND by Mr. Neglia to make that motion -that there would be no merit increases for all the three charter officers. Result of the Roll Call was as follows: Ayes: Paternoster, Simchick, Neglia Nays: None Absent: Coy and Wolff The City Manager stated for the record that he would not take acost-of-living increase for himself based on economic conditions at this time, would instruct Finance not to give him cost-of-living until he hears different from Council and he did not think this would need a contract modification. He said this was a gesture from him to the City based on his integrity and his dedication to the community. The City Clerk said she would give up her COLA for this year (fiscal 2009) but wanted it on the record that it is a contractual issue. Mr. Paternoster asked the City Attorney if he wanted to make it unanimous and he did not respond. Ms. Simchick tried to appeal to the City Clerk to take the COLA, and the Clerk said it is her contract and her choice and she appreciates with all her heart the gesture of Ms. Simchick, but it is something that had been discussed previously and thought it was a strong statement for what is going on out there. 5. Being no further business, Vice Mayor Neglia adjourned the Special Meeting at 9:24 p.m. Approved at the July 9, 2008 Regular City Council meeting. Andrea Coy, Mayor ATTES . ~ ~ ~' Sally .Maio, MM -City Clerk 8 ~~~'7U~ EXHIBIT 1 Cliff' Of ;;, ~ _ ~~ HOME OF PELICAN ISLAND CITY ATTORNEY EVALUATION Sub'tect: .Explanation of City Attorney Evaluation Form The enclosed evaluation form has been prepared for The City Council of the City of Sebastian, Florida. The form includes three (3) major sections or areas of evaluation with criteria under each section as follows: Section 1 Relations with the Governing Body. Section II Relations with the Public Section III Relations with other Governments 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 eighteen (18) criteria, which are included under the three 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", and #3 corresponding to "Meets Expectations", and is 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 Attorney or areas that need improvement. In finalizing the evaluation it is recommended that you not add the eighteen (18) numbers that have been recorded under the three (3) 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. NOTE: (It is recommended that each evaluator keep a record of accomplishments or areas of concern 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 Attorney'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 recommend a salary increase if warranted. The following suggestions for conducting the actual evaluation are offered for your consideration. The evaluation form will be distributed to the members of the City Council one (1) month prior to the anniversary date of the City Attorney. The City Council should be able to complete the evaluation in four (4) weeks. They should then return it to the Department of Human Resources. Each Charter Officer will receive a 3% increase on his/her anniversary, and if any Council member wants to give more or less they can place it on an agenda on a voice vote of 5-0. The Performance Evaluation should be returned to the Department of Human Resources in the allotted time frame. If a Council Member is unable to return the evaluation to Human Resources in the time allotted they should notify the Director of Human Resources at 388- 8202 to advise of the delay. 2 EVALUATION OF CITY ATTORNEY SEBASTIAN, FLORIDA 1 2 3 4 I I I I I I_ Does not Meets Meet Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION 5 I I Exceeds Expectations 1. Keeps the Council informed in an appropriate and timely manner about matters critical to the Council policy making role. 2. Prepares all resolutions, ordinances and legal contracts for Council in a timely and efficient manner. 3. Provides information on an equal basis to all Council members. 4. 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. ~~ 6. Reports departmental and staff activities that have legal significance regarding the City of Sebastian to the Council in an appropriate and ~' timely manner. 7. Advises the Council of relevant legislation and developments in the area of public policy affecting the City of Sebastian. 8. Developed, or is in the process of developing, comprehensive understanding of legal problems and issues existing in the City of ~~' Sebastian. 9. Considers all available alternatives before making recommendations to the City Council. 10. Anticipates, plans and sets priorities recognizing the potential legal problems confronting the City. 11. Communicates effectively, clearly, easily and to the point with the Council, other city employees and the public. 3 12. Demonstrates sensitivity to the opinions and concerns of others in and outside of the organization. 13. Emphasizes the importance of teamwork and leadership in his Relationship with the organization, and provides himself as a role model for personnel. Comments: v JAG v ,r/ !~ (~ ~ o v crL w t r r-t-Tor/ h'l ~ f !N ~ ~~ cv ~~~l~~ ~~se~ !~-t/F~rL~-~t3L~ c YhFi -~- /~'~ `T 4Z ycS~io.r/S' 4 II. RELATIONS WITH THE PUBLIC 2 3 4 Handles disputes or complaints involving citizens in an effective, ~.~ equitable, and timely manner. Makes him/herself available and visible to the Council and citizens ~.. at all Council and Committee meetings. Develops Council policies and positions on issues to the citizens ~' and city organization accurately, equitably, and effectively. 's Directs sufficient public credit to the Council in its role as the ~, Governing Body. ~. Comments: 7~~iEs do. v4.. o h, o /.~ /Lo v~rt ~m~ a v 6N ~ !7~/rt_-T/o~/S w6b <1~ i e~-Li,v ~,. w iTtt 7/~.~ -~ v~ Lr ~ ~- 7 i~`2 av e~{~S III. RELATIONS WITH OTHER GOVERNMENTS Deals effectively with other governmental agencies at all levels in representing the City of Sebastian. Comments: ~i~ ~ / 5 ~~ ~e~~~•~-~~y ~- ~A- ~ m ~ t~~ ~ mom/ rr-ty mr/ ~~xi ~ , ~ / S ©v/{ in Sass eie.. GENERAL COMMENTS: List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Attorney over the twelve (12) months. (If more room is needed to document continue on the back page). 1. h10~.. ~~~ t NIG~iC ~~ BAR --S 7i~0N/G-~s~-lnJ~. ~ 2. .~/I m v ~.. ~ 1 Zy r3 ~ s«~ss . 3. 4. 5. 6. ~~. Overall Rating (Considering alt 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 i days. _A salary increase is not recommended at this time. Print N valu r) ignature valuator ~~~ o~ Date ~ ~,c S'e~r~~ 1 /vo r /3 ~c R-v5 ~ ~€. ~me~~1T- 1 N ~~ ~3 v7 fie~~.~S~ s~ T~~vf l~n,~S /' f ~ r ~-f C (-fib-lam EXHIBIT 2 GIY ~F .~ ..../L.._... ~!. HOME OF PELICAN ISLAND CITY ATTORNEY EVALUATION Subject: Explanation of City Attorney. Evaluation Form The attached evaluation form has been prepared for The City Council. The form includes three (3) major sections or areas of evaluation with criteria under each section as follows: Section I Relations with the Governing Body. Section II Relations with the Public Section III 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 eighteen (18) criteria, which are included under the three major sections or areas. The scale ranges from "Does Not Meet Expectations", at the bottom of the rating scale, to "Exceeds Expecta#ions", 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", 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 Attorney or areas that need improvement. In finalizing the evaluation it is recommended that you not add the eighteen (18) numbers that have been recorded under the three (3) 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-07-31, City Council shall receive evaluation forms for the City Manager, City Attorney and City Clerk as well as the current cost of living adjustment percentage being provided to the Communications Workers of America (CWA) from Human Resources staff by May 1St of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Manager, City Attorney and City Clerk 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 prior to meeting in public for a final evaluation. City Council shall conduct a Special Meeting in June of each year to publicly evaluate and act upon any merit increases for the City Manager, City Attorney and City Clerk. Note: It is recommended that each evaluator keep a record of accomplishments or areas of concern 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 Attorney'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 EVALUATION OF CITY ATTORNEY SEBASTIAN, FLORIDA 1 2 3 4 5 I I 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 about matters critical to the Council policy making role. 2. Prepares all resolutions, ordinances and legal contracts for Council in a timely and efficient manner. 3. Provides information on an equal basis to all Council members. 4. 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. 6. Reports departmental and staff activities that have legal significance regarding the City of Sebastian to the Council in an appropriate and timely manner. 7. Advises the Council of relevant legislation and developments in the area of public policy affecting the City of Sebastian. 8. Developed, or is in the process of developing, comprehensive understanding of legal problems and issues existing in the City of Sebastian. 9. Considers all available alternatives before making recommendations ,[~ to the City Council. / 10. Anticipates, plans and sets priorities recognizing the potential legal problems confronting the City. 11. Communicates effectively, clearly, easily and to the point with the Council, other city employees and the public. 5 12. Demonstrates sensitivity to the opinions and concerns of others in and outside of the organization. 13. Emphasizes the importance of teamwork and leadership in his Relationship with the organization, and provides himself as a role 2 model for personnel. ~.J Comments: /; f~ ~~ c~t~l~~ ~- ~i~ II. 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 Council and citizens at all Council and Committee meetings. 3. Develops Council policies and positions on issues to the citizens and city organization accurately, equitably, and effectively.~,~,ac~ 4. Directs sufficient public credit to the Council in its role as the Governing Body. 3 Comments: ~e p ~~ Q c~ ~ / 6 III. RELATIONS WITH OTHER GOVERNMENTS 1. Deals effectively with other governmental agencies at all levels in representing the City of Sebastian. Comments: ~ e~ ~~C ~ ~ ~ e 7 GENERAL COMMENTS List any goals, achievements, or objectives (strengths and weaknesses) that you have observed by the City Attorney over the twelve (12) months. (If more room is needed to document continue on the back page). 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. ~~~ 61'I G.~ 1 ~C P ' t Name (Evaluator) Signature of Evaluator ~O Date 6 ~~ ~LfftUL C~xAttornev Evaluation Comments I. Relations with Governing Body-Providing Information Mr. Stringer himself has admitted that periodic updates in writing should occur. Although not his style he realized this is what Council wants, and has now addressed it. Many times during a meeting unless directly asked, Mr. Stringer was not vocal regarding Potential legal problems. When discussed it was determined that direction and comments during our retreat stated he had to much input at meetings. Mr. Stringer was advised of my expectations, future expectations and an understanding was reached. Mr. Stringer has not neglected-but has moved slowly on requests for our HCP, Lot Clearing ordinance and historical protection ordinances. He will also have to look at our Land Development codes shortly. This being said, in all remaining issues I have found Mr. Stringer providing all information I have needed to make a decision in policy. I have Requested Mr. Stringer to reseazch and input many issues concerning the City. Information has been thorough in that respect. He has even taken the time to initiate reseazch on certain projects. My relationship personally as a Council Member with Mr. Stringer is good and he is available day and night for my calls and issues for discussion. II. Relations with the Public Mr. Stringer has one two lawsuits and settled one with our Citizens. Being an Attorney and fending off lawsuits does not make him popular. Many complaints come in but they are from disgruntled citizens. On some occasions as mentions above he responds slower than I feel is required of him. I would like to see handle our issues and citizen correspondence in a more timely fashion. III. Relations with other Governments I feel legal presence by Mr. Stringer amongst other municipalities is above average. We are well represented at the Interlocal Service Boundary Negotiations. I also appeared in Court during our litigation with Fellsmere and this was Mr. Stringer's highlight of the year. His presentation was perfect and worked. In litigation Mr. Stringer shines. General Comments Mr. Stringer has had great ups and Downs this yeaz. In one's career not every year is outstanding. I can say for the most part his work was above average due to key issues he presented well and proving valuable in litigation. However, again, for issues mentioned above I see room for improvement and a need to get more focused on direction given by Council. I would recommend retention but would not recommend a raise at this time. ~~~~~=1~~1< EXHIBIT 3 City Clerk Annual Evaluation June 12, 2008 For: Sally Maio This annual evaluation is being done in summary form. This evaluation Will attempt to describe the ability and level of service Ms. Maio provides for ow community. All functions of record retention, retrieving and archiving are done with great accuracy. They are easily accessed by the Pubic and Council upon request. Good Public relations is her department's greatest accomplishment. Her employee's are happy to have her as a supervisor and enjoy working for her. She has trained her employee's well and encourages ongoing training within her department. Within her office and interdepartmentally she enhances the work place. Dealing with the public she is friendly and provides required paperwork per the Florida Statues. While being helpful she portrays the City in a most positive light. This is important for us as a City and asset to us. I have never heard a complaint from anyone regarding the Clerks office. She scores very high in Public relations and interactions. Calendars, committee's, meetings schedules, notifications and agenda's are also preformed by Ms. Maio. Many of us have often said "What would we do without Sally?" Her organizational skills are impeccable. Many times I have asked for chronological Meeting minutes to help in my research and they are done extensively and complete. City Clerk's duties include elections. Ms. Maio's work load is quite heavy in this area because of the large amount of candidates that apply for the office of City Council. Everyone is well informed of the journey they are about to embark on. All necessary requirements are presented and explained to the candidate. She is fair and kind to all, always complimentary. Her requirements with the board of elections are accurate and concise. This year has been a high volume year for intergovernmental relationships due to ow lawsuit with another municipality. We have also entered into an Inter Local Service Boundary agreement this year. More communications and paperwork have been exchanged this year with other governments. The City Clerks office has always provided assistance to other agencies professionally and courteously. In an evaluation it is important to show strong points as well as weak points. Unfortunely I cannot find any weak points for our City Clerk. I would definitely Like to recommend at this time a raise since Ms. Maio not only meets but consistently exceeds expectations. Respectfully submitted by: Rev' ed with: -- ., - ~~ Dale Simchick Sally Mai City Council Member City Clerk ,~'~~-~L/.~1 EXHIBIT 4 ~~ ~„) ~ i ~ '~ ~_~ ~ - --1 --~ - ~ !` ~ ---J- - ~, ~ ~""~ CITY OF SEBASTIAN CITY CLERK EVALUATION Subject: Explanation of City Clerk Evaluation Form The attached d 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-07-31, City Council shall receive evaluation forms for the City Manager, City Attorney and City Clerk as well as the current cost of living adjustment percentage being provided to the Communications Workers of America (CWA) from Human Resources staff by May 1St of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Manager, City Attorney and City Clerk 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 prior to meeting in public for a final evaluation. City Council shall conduct a Special Meeting in June of each year to publicly evaluate and act upon any merit increases for the City Manager, City Attorney and City Clerk. 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. 2 CITY OF SEBASTIAN CITY CLERK EVALUATION 1. 2. 3. 4. 5. 6. 1 2 3 4 5 I I I I I I I I Does not Meets Exceeds meet Expectations Expectations Expectations I. RELATIONS WITH THE GOVERNING BODY PROVIDING INFORMATION Prepares carefully for Council Meetings. Is responsive to concerns of the City Council. Follows up promptly on requests from Council Members. 5 Anticipates problems affecting Council and takes or recommends ~ appropriate action 5 Prepares agenda packages that are clear, neat and concise. S Agenda information is complete, accurate and within the prescribed /- guidelines. .S Comments: MS h1 at} /~ / S !g~-t/,4 yS /4-v,~ /L/413~ l~ 2 ,may Ti~i~.~ £ 2 /,S ~4-- v ,q. /,A- ~~A,6 L~ o mv/VG~L. ~'l ~4~j ~ticf II. OFFICE MANAGEMENT/PROFESSIONALISM 1. Delegates responsibility and authority to subordinates. 2. Implements and supports city policies fully. 3. Interprets Council policies to staff. 4. Prepares departmental budget (Clerk and Council) and effectively explains ~' a..d defends budgets to the Council. ~ 3 5. Is adept in personnel management. 6. Conducts employee relations skillfully. 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. ~j 11. Judgments, actions and decisions are sound. 12. Takes the initiative to establish new programs or procedures without prompting. Comments: ,~ tr ~( 17 P~l.S/o ~/S ~'! 5 m Ps-! ~ /j1 a~<< / S l,J~// r ~ vT . ~E ~ ~+-5 ~ ni m~ ~ ~to•/ ~-~ lea w~ 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. Comments: V ~ ~,t~7~1- ~- ~e v,~7~ ~vS c~ t T~ ~~F ~v~L 1 ~ ooh ~ -e S w~~~- m~.~1~E~ /n ~Nl~t~~ 6~ 4 IV. LEGISLATIVE /LEGAL RELATIONS 1. Is knowledgeable and up-to-date in legislative process and municipal law, ~~ 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. S 4. Arranges for city elections, legal advertisements and dates of advertising s/' within established guidelines. 5. Retains city records as outlined by state retention laws. Comments: C t ~' ~ g~L ~ ~~ __ gas ~-r ,~-~~-<<~~~- o ~€ ~Q1 i~ 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). 2. 3. ~1~~'l wB/liL ~ G(.S`Cin r1-rc~~y ~ ~ !~ i4- ,~m~ao r~ C ~~. 4. 5. /~~ ~- 11 ~~Nd ~ f~-~1`~m2T/~.~s ~ es 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. Print Name (Evaluator) ~~~ ~~~~ Sign of Ev~"ua~or Date ~ /A ~~eD NB 7' ~3 ~~rsF-v' S~ m -f - l~t`2 ~ek~/2~/4"~+''c ~~ ~ t~ ~~,~~~~ y s~~ ~S n~~~~ ~~ 6 ~~~c~~A ~' ~i"IY flI H~3tr~~ t3z p~Li~ ~;iL~t~?~ Memorandum EXHIBIT 5 To: Debra Krueger, Human Resources Director From: Sal Neglia, Vice Mayor Date: June 18, 2008 Re: -City Manager Evaluation Thee reason I chose this method for the annual evaluation of Mr. Al Minner, City Manager, because I feel I have more to say then on the usual form, and I want some issues to be clear. I have served as a city council member now for 3 years, and in that time I have watched Mr. Minner step right into the business of running a city. He removed unnecessary personnel, shifted personnel around, and saved us money. He is fiscally responsible. During the past 3 years (2005-2008) Mr. Minner has been personally attacked, as well as city employees, by a few disgruntled people. When Mr. Minner became our City Manager I gave him 2 years to prove his capability to perform his job at managing our city. I find him to be respectful and caring. He has now been her 3 years, and in my opinion he has proved himself to me. I feel that most city employees do their utmost in performing their duties and they respect Mr. Minner. I think Mr. Minner has handled himself well with contracts, grants, roads, stonnwater and the riverfront. There were times when Mr. Minner faulted on some issues, but we all do. I think one fault of Mr. Minner may have been trying to please too many people when there are times he should be sterner. I think for a person who has (5) bosses (council) he T handles it well. I think the City Manager and his staff have effectively withstood all the accusations of misconduct. He expects quality work from his staff. 1. Relations with Governing Body - 5 His relations with the council is appropriate and just, in spite of attacks he endures from the few disgruntled and disrespectful people. 2. Organization Relations - 5 A. Fiscal Management -For the 3 years Mr. Minner has been here, he has been cost effective and accountable for all of his decisions, and has saved the city many tax dollars. He always provides council with sufficient financial reports. B. Personnel Management - I think he treats all city personnel fair and enforces disciplinary action. C. Managing the Organization - I think he executes the City's mission and goals, satisfactory to council. 3. Relations with the Public - 5 4. Relations with other Governments - 5 Mr. Minner has worked well and effectively with the county and city governments and has earned their respect. He has effectively worked with federal, state and local governments. He works well and effectively with the people of Sebastian. My recommendations to Mr. Minner are as follows: 1. To direct his staff to have a good working relationship with the people and businesses of Sebastian. 2. To remain in Sebastian and continue to lead us into the future for at least 10 years. I am recommending that Mr. Minner does not receive any COLA or merit increases at this time. This is not due to the fact he is not performing his job duties, on the contrary he is doing a very good job. It is due to the fact we are in the process of cutting back expenses to try and balance the budget. -~' Sal Neg~i~', Vice Mayor ~~~~~l~C`.~ EXHIBIT 6 ~~ 4 ..~ ~~ rs ~ ~ l ~~~ ~ 4 i ~~'~ '--, _ ``4 .~ m _. .t_ -_ - ~,g g. ~ _ i"~ ~f ~~~r~~.~Y° dsi - ~I CITY OF SEBASTIAN CITY MANAGER EVALUATION Subject: Explanation of City Manager Evaluation Form 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", #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 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-07-31, City Council shall receive evaluation forms for the City Manager, City Attorney and City Clerk as well as the current cost of living adjustment percentage being provided to the Communications Workers of America (CWA) from Human Resources staff by May 1St of each year. Subsequent to receipt of information provided as set out above, each City Council member shall prepare an evaluation for the City Manager, City Attorney and City Clerk 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 prior to meeting in public for a final evaluation. City Council shall conduct a Special Meeting in June of each year to publicly evaluate and act upon any merit increases for the City Manager, City Attorney and City Clerk. 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 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 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 a about matters critical to the Council policy making role. 2. Provides information on an equal basis to all Council members. coZ- 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. J 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 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 recognizing the potential problems confronting the City. Comments: ~~~ ~ 11~ C~ ~ II. ORGANIZATIONAL RELATIONS A. FISCAL MANAGEMENT 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: S ~e ~ ~ ~G / e B. PERSONNEL MANAGEMENT Effectuates sound personnel selection and placement policies. °z" 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, 3 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: ~ G~ ~~ ~ C / ~ / 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 3 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. 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: ~J ~ie ~ ~ ~ ~ / e a 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 and city organization accurately, equitably, and effectively. 4. Directs sufficient public credit to the Council in its role as the Governing Body. Comments: ~ ~ ~ ~ / ,,,/ ~.(..- Gl.. G ~ C~ 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: (~~~ ~~ ~ C / ~ 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 bac/k~page). 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. A salary increase is not recommended at this time. > ' S~ ~y' U i iyi G~ ~ C.~ Print Name (Evaluator) , ~~ ~~ Signature of Evaluator ~ a~ Date City Manager Evaluation Comments I. Relationships with the Governing Body When Keeping Council informed about matters critical to Council policy or decision making, Mr. Minner has shorted my packet with important and vital information several times this year. This includes vital information regarding credit ratings when entering into a lease, Fair market value appraisals, and proper documentation from other agencies. Addressed with employee and requested improvement in the future. Proposals prepared for Council in an effort for lobbying for funds proved outstanding and allowed the City to present itself well. Funds were actually realized impart due to this presentation of information. In general- relationship with Council is good. I can only speak for myself however And Mr. Minner is available anytime forme regarding all matters. II. Organizational Relations Fiscal Management Fiscal Management is a stronger point for Mr. Minner. All major decisions on spending are Councils responsibility and judgment. I can say that Mr. Minner presents fiscally sound solutions and options for Council placing the ultimate decision in their lap. As a team we are fiscally secure, have keep taxes low, and placed us in a better position as a municipality. Personal Management Mr. Minner is weak in this area in my opinion. He was generous to government employees who stole while on the job. He has also been spoken to regarding An employee in my opinion with anger management problems, who has been disrespectful to the public and a Council member. In my opinion this employee is a liability to the City. In this respect, nothing was done so I can only address Mr. Mirmer in his evaluation saying he does not effectuate sound personal selection and placement policies at all times. Managing the Organization Mr. Minner had to be spoken to this year regarding his sensitivity to the opinions of others outside the organization. In the media he was outspoken criticizing an organization when he should have not commented and remained neutral. He was spoken to regarding remaining neutral in public comments against outside City organizations; For the most part he manages the organization fairly well. He is aware of all projects and is on top of things. III. Relationships with the Public I have to say you cannot be 100% to 100% of the people but for the most part when I have referred citizens to Mr. Minner were extremely happy with his investigation and follow-up on complaints. We are fair are grants and planning, but could use improvement in this area. IV. Relations with other Governments This year with the City of Fellsmere litigation and the negotiations for the ISBA I felt extremely confident with Mr. Minner. I also have received compliments from other Municipalities elected officials. General Comments: City Manager is a tight rope act. Pleasing several elected officials, providing good relations to the citizens, and managing an organization efficiently is being multi tasked to say the least. Fiscally sound is probably the most important number one concern a city should address and it is in this area I feel safe in Mr. Minners hands. Weak points and areas of improvement have been pointed out to Mr. Minner and I would expect he address's and improves these areas in the future. At this time I would retain Mr. Minner but would not support a raise. C'(~~ EXHIBIT 7 Charter Officer Evaluations - Al Minner, Rich Stringer, Sally Maio June 18, 2008 Another year has past and it is time to evaluate the Charter Officers. Once again I find myself in the position of having to describe the political climate and hostile environment that continues to raise its ugly head at public council meetings. First and foremost let me state that, under the circumstances, I found the performance of our Charter Officers and their staff to be commendable and above reproach. Frankly, with the barrage of disparaging remarks and ambushes that council has allowed and participated in, I am surprised that anyone is still working for us. Having been in the workforce for almost 40 years in a variety of jobs and positions, I have never seen a workforce treated so badly. To their credit, they continue to perform in an outstanding manner. Even the military doesn't batter and berate their supervisors in public and expect positive results. Good leaders support, trust, and nurture their subordinates. Good leaders develop and promote a vision and let staff execute the plan. Good leaders criticize others in private because public humiliation only leads to embarrassment and alienation. Good leaders follow the golden rule and treat others as they wish to be treated. Good leaders admit when they make mistakes, are accountable and responsible, and can change their mind when circumstances change. All three of our Charter Officers- AI Minner, Rich Stringer, and Sally Maio, can be considered good leaders and consistently demonstrate all of the above characteristics. As elected officials and the ultimate leaders of our community, I feel we have failed miserably to provide an environment for our Charter Officers and their Staff to be successful and productive. I give Council a big fat 0 for leadership. We continue to publicly belittle and bash our City Manager, City Attorney, and senior staff resulting in a demoralizing effect on the entire workforce. Morale has hit an all time low. As council we have failed to provide vision because we're too busy nitpicking the minutia, which some members feel more qualified to do than our highly paid staff. In looking at the current council from an organizational standpoint, as a group we have failed to evolve. Every new group goes through four phases - form, storm, norm, and perform. Some groups can race through the first three phases and become highly functional in a short period of time. Other groups, like ours, never get out of the storm phase and fail to ever perform. This is my third council group in my short, 3'/ryear political career. We have an extra eight months to work as a group, yet we have not been able to function as successful leaders. It is very disheartening for me to hear some of my colleagues spit out misinformation provided a local citizen who is currently facing felony grand theft charges and misdemeanor perjury. As the leaders of our community, we should recognize and accept responsibility for our failure to perform. We are a disappointment to our community and are wasting time, money, and resources. I used to get calls from community members with minor complaints about swales or speeding. Now the majority of my calls and emails are complaints about this council's behavior. As leaders, we have a choice in being part of the problem or part of the solution. I suggest we get on with the business of vision and let our staff execute the plan. To date, we have only been good at shredding plans and each other. It's time to move on. Congratulations to all members of the City of Sebastian workforce who have held their heads high and continued to march. Please know there are many folks in the community who appreciate what you do everyday to make Sebastian a wonderful place to live. Maybe someday council will be able to provide the vision and show you support, trust, and respect. When that day comes, the sky is the limit. Andrea B. Coy Mayor, City of Sebastian