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<br />City Administrator-City of Elk River Work Program <br />November 22,2004 <br /> <br />5 <br /> <br />. <br /> <br />Assist senior staff in developing individual goals and departmental goals to ensure <br />personal and professional growth and department effectiveness <br />With staff assistance and Council input, propose options for preferred organizational <br />structure, staffing levels, reporting relationships, and a timetable for ultimate <br />implementation over a 2-3 year period. <br /> <br />. <br /> <br />The fIrst two action steps are closely interrelated as feedback on performance is related to <br />departmental goals and effectiveness. These fIrst two action steps have not been discussed in <br />any detail by the City Council; however, I have been operating under the assumption that <br />these two points were directed to me and the department heads. <br /> <br />Develo/J a Man which /Jrovidesfor more feedback and evaluation ~f stqff performance <br />The plan I have implemented is to hold frequent meetings with all of the employees who <br />report directly to me. With some department heads these meetings are every other month or <br />so and with other department heads these meetings are every 4-5 months. In essence, the <br />plan that provides for more feedback and evaluation of staff performance is simply to meet <br />with department heads on a more frequent basis. These meetings average about 90 minutes <br />each. With some department heads they are briefer while with other department heads the <br />meetings are longer. Last winter when I started holding these meetings I had 14 people <br />reporting to me and this excluded Peter Beck and Terry Maurer. At this time I have 12 <br />people reporting to me, as the Parks and Recreation Director has been hired and I no longer <br />directly supervise Michele Bergh, Rich Czech, or Sue Kostanshek. <br /> <br />Assist senior staflin develo/Jing individual goals and departmental goals to ensure /Jersonal and /Jro/essional <br />growth and de./Jartment e(fectiveness <br />In terms of what we discuss at these meetings, it is generally the items outlined for this <br />action step. Most of the meetings with department heads have gone very well. It is easy to <br />discuss departmental goals and professional growth, but it is not as comfortable to be <br />discussing "personal growth" as some department heads would view this as an invasion of <br />their privacy. All in all, after over 30 meetings with the people I supervise, I would say that <br />the meetings have been well received and effective. By setting aside time to meet with <br />department heads, it requires both of us to stop and evaluate where we are and how we are <br />doing in accomplishing departmental and citywide goals. In many respects, these meetings <br />serve as mini performance reviews. It should be noted that these meetings are in addition to <br />the ongoing (almost daily) 15-20 minute "stop in" conversations I have with a lot of the <br />department heads. <br /> <br />-------------------------------- <br /> <br />Once again the fu:st two points under this organizational management section have not really <br />been discussed by the City Council but I have developed a plan and have been holding <br />meetings with department heads. If there is something additional that the Council had in <br />mind by incorporating these two action steps into the Work Program, then this should be <br />discussed with me. <br /> <br />s: \Council\Pat\2004 \ WorkProgram112204.doc <br />