HomeMy WebLinkAboutItem K-2: City Manager Anual Evaluation.
~ity of ~Vliami ~aY ens
1515-~00 NW 1G7°i Su~eet
Miami Gardens, Florida 33164
Mayor Shirley Gibson
Vice Mayor Oscar BTaynon II
Councilman Melvin L. Bratton
Council~nan Aaron Campbell 7r.
Councilman Andre L~. Williams
Councilwoman Sharon Pritchett
Councitwoman Barbara Watson
~~~M~R1~~~NI~1C:lM
To: Mayor and City Council '
rom: Ta.ten Kinglee, I~uman Resources/Ristc Direcfio~~
F
L~ate: .Tanuary 1 t?, 2~Q7 - .
Re: (:ity Manager Annual Evaluatioiz
Dr. Crew has conzpleted tl~ree years oF~svaluate us per onance o detenl i e an~ adjustmenein
agreemeiit, tlae City Council ag1 eed to
annual salary and/or benefits.
Attaclied is an evaluation form to assist Council in rating 11IaJ°rre ared b illL~r~. C ew, of m jlor
(~ity Manager's transilvtt a l a~emor a n d u m to the Council; a list, p p Y
accomplishnieizts during d~e yeaz~ and infoimation oi1 tl~e LZternational City/County Managemeilt
Association a.ud its code of ethics and guidelines for its members.
If each Council Member would please retum tlie completed evaluation to me by Friday, January
19, 2007, I will conduct a salazy survey for other ii~anagers, con p~e~a ~eCaunc'1 nz et g.l~~
and ratings and prepare a spreac3sheet for discussion at the Tanuary ... ,
Please let me know if you require additional information. Thanic you.
Attachrrients
Cc: Dr. Datu~y 4- Crew, City Manager
K_2) RESOLUTION
CITY MANAGER ANNUAL
EVALUATION
RESOLUTION No. 2007-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MIAMI GARDENS, FLORIDA, AUTHORIZING A %
INCREASE TO THE CURRENT SALARY OF DR. DANNY
CREW, THE CITY MANAGER; PROVIDING FOR THE
ADOPTION OF REPRESENTATIONS; PROVIDING AN
EFFECTIVE DATE.
1 WHEREAS, Dr. Danny Crew, the City Manager, has served in that capacity for
2 the last three (3) years, and
3 WHEREAS, during his tenure, Dr. Danny Crew has assisted the City with
4 accomplishing many of its goals and objectives, and
5 WHEREAS, under Dr. Danny Crew's tenure, the City has started its own Police
6 Department, initiated bond issues, received millions of dollars in grants and completed
7 the City's first Comprehensive Development Master Plan, among other things, and
8 WHEREAS, in addition, Dr. Danny Crew has received multiple accolades
9 individually and through his staff, including the Distinguished Budget Award, the Public
10 Administration Award and an award for the City's Comprehensive Development Master
11 Plan, and
12 WHEREAS, the City Council of the City of Miami Gardens would like to recognize
13 Dr. Danny Crew's commitment to the City and his accomplishments,
14 NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
15 OF MIAMI GARDENS, FLORIDA, AS FOLLOWS:
16 Section 1. ADOPTION OF REPRESENTATIONS: The foregoing Whereas
17
paragraphs are hereby ratified and confirmed as being true, and the same are hereby
18 made a specific part of this Resolution.
19 Section 2. INCREASE: The City Council of the City of Miami Gardens hereby
20 authorizes a_% increase to Dr. Danny Crew's current salary. This confirms that all
21 existing benefits shall remain the same. This increase shall be effective as of January
22 6, 2006.
23 Section 3. EFFECTIVE DATE: This Resolution shall take effect immediately
24 upon its final passage.
25 PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF MIAMI
26 GARDENS AT ITS REGULAR MEETING HELD ON JANUARY 24, 2007.
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ATTEST:
RONETTA TAYLOR, CMC, CITY CLERK
SHIRLEY GIBSON, MAYOR
Prepared by SONJA KNIGHTON DICKENS, ESQ.
City Attorney
SPONSORED BY: DANNY CREW, CITY MANAGER
MOVED BY:
VOTE:
Mayor Shirley Gibson
Vice Mayor Oscar Braynon, II
Councilman Melvin L. Bratton
Councilman Aaron Campbell
Councilman Andre Williams
Councilwoman Sharon Pritchett
Councilwoman Barbara Watson
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
City of Miami Ga~~dens
Annual Assessment of Its Managea•
By the Mayor and Cify Council Members
Direc,tions: Please evaluate the pecforniance of t11e City Ma~~ager ui the znajor az~eas shown below. You should
iuriicate the level of yot~r agreeinent with the statemeiiis in each section based on the following scale:
{4) = Strongly Agree; (3) =Agree; (Z) = Dr.sagree; (1) = Strongly Disagr°ee; (N/A) = No Basi.s For Conr~nenf.
In addition, space is available to n~alce conuiieiits for each area of evaluatioxl a~id t'or general comments at the
end of tlus document. After completing your assessment, please sign aiici retzu~n youi copy to Taren Kinglee,
Human Resources Director, who will be responsiUle for compiling the results.
Ti~anlc you very much for your time and effart in completing ttus instnunent,
~ Relafions with CounciI:
T'lus area u~aludes provision of full inforn.lati~il on policy options to the Council witliout bias; tinzely and accurate
ieporting in response to requests; ef-~ective conunui~ication of techiucal a.nci administrative analyses by staff;
tiinely and effective respoi~se to guidance from the Counail; responsiveness to Co~~.ncil as a whole, rather tlian
individaal members; acknowledgement of autflozi~y of Coui~cit to malce policy decisions wlule supparting ~lle
C~ouncil in establislung iYs deaisions; open and direct chaiuiels of comnaunication with Council Members.
Assessme~if.:
R_ atin.~
The Manager llas mainta~ned useful liiaes af comnzunication witl~ (~ouncil and has establisl~ed
successfi~l working relationships with its mernbers.
Comments:
II) Pro~rams and Procer~u__res:
Tlus section ineludes assistance in formulating City policies and pro~ra~ns consistent witl~ g~als and objectives
establisl~ed by tlie Council; effective progratn development and implen~entation; attei~tion to long-range planning
and infrastructure improvement; lrnowledge of current and innavative trends in locai goverumeiit management
practices; attention to developnient review, including transportation, engineering and pI~uuiing functions.
fLssessnzent:
Ratin~
Tlie Manager has provided insightful direction in fozmulating and implementing effective policies,
programs, and projects.
Conzrnerzfs:
IIT} Or~anization ~nd Le~edershin:
Tlus az-ea iiicludes recruitment and retention of staff; effective maa~agenlent of staff;
development of~staf.F; organization and ma~~agement of staff depart~nents; effective delegation;
coiiununication of Council policies and directions to deparlnzen# heads a~id other employees.
~ssessme~7t: Ra_ t • ~
Ti~e City Manager has been effective in his ma~iagement and leadership of Ciiy operations.
Cont~~~e~rts:
I~ Fiscat Mana~ement:
Tlus part includes assisting Cauncil in establisluiig budget priorities; bzidget proposal
and preparation, wluch is clear and infielligible and responsive to Cou.ucil ciirectives;
effiaient ai~ci effective use of funds; abilily to ~rovide flie Councii with creative
a.nd realistic solutions to financial needs and suggesiions on how to reduce the budget.
Assessme~zt:
Ra1111Q'
Tl~e City Manager has displayed effective skills a~~d abiiities in preparing and managuig a balanced
budget, wluch provided service at a ievel intended by the Cauncil,
Cortilize~zts.•
~ Relations ~~vitb the Cammunity:
Tlus section includes tul~ely, sensitive, and effective commwaicatian with the public, witli business organi~ations,
and with other public agencies regarding questions, requests, and complaints, as well as effective coznmunication
of tlie Council's positions.
Assessment: Rat. ,~
Tlie Manager llas been skillful in developing and enlzancing relationships witli the public,
the business comm~uuty, the County and state and federal agencies.
Co~nments:
2
Overall ~Level of Pei-foi-mance
Plense pravitle ait averall ~'R~[Tib of tlre pe~forntrrnce of tlie City Mrruager drtr•ing tlte previorrs yerer.
Outstandiizg Commendable Profiaient Needs Ini~rovement
Conunents:
Curt•ent Performance Hibhlights ar Concerns
Performance ExPectations for the Next Year
Signaiure af Cowicil Member
Date
~ity of .~i~liami C~'cxrdrens
1515 N~/ 1 G 7~~ Stseet, Suite 5-200
Miami Gardens, I~Iorid:~ 33169
(305) G22-8000
Mayor Shu~ley Gibson
Vice Mayor Oscar Braynon II
Councilman Melvin L~. Bratton
Councilman Aar~on Campbell Jr.
Councilman Andr~e L. Williams
Councilwoman Sharon Pritchett
Councilwoman Barbara Watson
~. V ~ I Jl V 1~~1~~1.1. V,LJ 1~,.~
To: Mayor and Cifiy Council
From: Dr. qann O. C~re°''/
City Mun - er~
Date: January 10, 2007
Re: Annuui Evaluation
As of January bth, ~ have complefied three years as City Manager. As you know,
my empfoyment agreement provides for an evaluation of my performance during at
this time.
In order to facilitate the review, I have attached a brief listing of whQt I believe
are some of the more important City accomplishments during this evaluation
period, As with all achievements, I alone canno~- take fuli credit: Much of what
has been attained is a result ofi the work of many people - s~fiaff, citizens, and City
Council - however, T do feel thut T have confributed to their successfiul
initiution/implementai-ion to one extent or nnother.
I believe that this pnst year has been very productive, and fihat T have
contributed to fihe continued forward movemenfi of the C,'ity by successfully
addressing a number of critical challenges. Much, however, remains to be done.
This includes a continuing to improve our financial picfiure; successfully
1
undertQking a massive parks improvement program; ensuring a successful ancJ
smooth iransition to our own police department; and continuing enhuncement of
the quality of (ife in Miami Gardens,
While many of the ultimate decisions are beyond our immediate control, prudenfi
management dictates that we stay involved and informed, and make decisions
based on our residents' besfi long term interest.
T sincerely thank you for the suppart which I have en joyed fihis past year and (ook
forward to working with the l;ity Counci( and our residents in fihe year ahead an
these and other chalienges.
Sincerely,
Danny O. Crew
City Mannger
2
MAJOR .ACCOMPLISHII~NTS OF DANNY O. CI~W
For tlie 3{~d Rating Period, .Tanuary 6, 2006-Jat~uaiy S, 2007
1. Budget: Prepared tlie City's 3rd aiuiual budget.
'l. City Audits: Recei~~ed a clean audit for tl~e i~esults of tlie Ciiy's tiurd year of
operations.
3. Police: Prepared reconuuendation, held public meetings, and secured City council
approval to start tile City's police department. Hired i~utial coinmand staff:
4. Tfvo Bond Issues: I~iitiated and help prepare a bond isstze to secure funrling for the
new police departnient's equipment needs, anci $14.4 million capitat faciliry
6ond issue for the future ~urcl~ase of a public works anci police facility.
5. Park Land Purchase: Successfi~lly negotiated with pro~erty owner to purchase a
mini pazk i~1 the Jordan's Landing area.
b. Grants: City received a number~ of grants during tlie year: 27`i' Ave Beautifcatioi~ -
$250,OQ0 {DOT) a~~d $100,OQ0 (Couniy); Federal CDBG - $I,400,OOQ; HiJD
CDBG -$230,Q00; State Stormwater Grants -$700,000; UASI -$G89,OOQ.
7. Distinguished Budget A~~vard: Received the national Goven~mental Finance
Off cer's Assaciation DistinAuished Budget Award for secoi~d shaight year.
8. Recreational Trail/Tec~nology P1ans: Wrote a recreational trails ~Iai1 for the Ciiy
as part of tlae City Compz~ehensive Master PIan and a~i Tiifoiniation
TecluloIagy Plan to l~elp set and guide the City's auton~ation program goals,
9. Potiee Incentives: P~epared a conzpreliensive recruiting incentive aiid pay program
for the ~ew pplice department.
10. Personnel: Re-Negotiafed health benefts participation with Miami-Dade County for
an aclditional yeaz.
11. Financial Software: I~npiemented a new integrated financial software system
enabling tl~e City to transition to an in-l~ouse finance departznent.
12. Pablie Administration Award: Received the American SoGiety for Public
Administration's Outstanding Public Achn.inistrator Award for South Florida.
13. Com~rehensive Plap: Campleted the City's Comprehensive Development Master
Plan which won the Anierican Planning Association's Awazd for South
Florida for the innovative app~•oach to plaunuig.
14. Emergency Ops Manaal: Coi~ipleted the City's 2-volunle ~mergency Operations
Manual for Natural anci maumade emergency sihiations.
1~. Water Protection: Prepared a local interuii well protection ordinance for the new
potable w~ater welis tl~at North Miami Beach will soon be using unznediately ~~orth of
NW 183 Street at the rloricia Turnpike.
16. Police Specialized Services: T-ielped convince the County Manager to begin
eiimiuation of the separate charge for specialized services resultii~.g in $1,'7 Inillioi~.
savings in the f~rst year.
17. Storm~vater Utility: Con~~leted negotiations with DLRM anci secured City Council
approve to talce over the Stoi-mwater Utility from Miami-Dade County.
18. DesigAS: Designed ihe new Police Patch, police car markings, police awa.rds anci the
new police badges,
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Advice to Officiais of Qtfter Local Governments. When
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tmpression of Influence. Members should conduct fheir
official and personal affairs in such a manner as to give the
clear impression t~at they cannot be improperly influenced
in the performance of tFreir official duties.
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position. This daes not preclude the possibility of a
member considering severa( ofFers or seeking severai
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positian has been accepted, that commitment should be
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considered binding unless the employer makes
fundamental changes in terrns of emplayment.
Credentials. An appiication for employment or for ICMA's
Voluntary Credentialing Program should be complete and
accurafe as to a11 pertinent defaiis of education,
experience, and personai history. Members should
recognize that both omissions and inaccuracies must be
avoided.
Professional Respect. Members seeking a management
position should show professional respect for persons
formerly hoiding the position or for others who might be
app(ying for the same position. Professional respect does
not preclude honest differences of opinian; it does
prec(ude atfacking a person's motives or integrity in arder
to be appointed to a position.
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a possibfe violation of the tCMA Code af Ethics,
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informed fhat his or her setvices are to be terminated.
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al! times is to serve the best interests of all of the
people.
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considered necessary in order to render a professional
service to the iocal government A short tenure should be
the exception rather than a recurring experience.
Hawever, under special circumstances, it may be in the
best interests af the local govemment and the member to
separate in a shorter time. Examples of such
circumstances would include refusal of the appoinfing
authority to honor commifinents concerning cflnditions of
employment, a vote of no confidence in the member, or
severe personal problems. it is the responsibility of an
applicant for a position to ascertain co~ditions of
employment, Inadequately determining terms of
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#ermination.
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them wi#h facts and advice an matters of poficy as a
basis for making decisions and sefting community
goals; and uphold and implement local government
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working as both city aitorney and city manager for the
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are entided to the credit for the establishment of Iaca{
government policies; responsibility for policy execution
rests wi#h the members.
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~rom participation in fhe electian of the members of the
~mploying legislative body.
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they serve, regardless of party. To thls end, they should
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and courteous service to the public; and seek ta
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responsibilities, befieving the member should be free to
carry out afficial policies without interference, and
handle each problem without discrimination on the
basis of principle and justice.
Guideline
Information Sharing. 7he member should openly share
information with the ggverning body while diligenfly
carrying out the member's responsibilities as set forth in
the cha~ter or enabling legisla6on.
'11. Nandle all rr~atters of personnel on the basis of ine~it
so that fairness and impartiality govem a member's
decisions pe~faining to appointrnents, pay
adjusiments, promotions, and discipline.
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Equal Opportunity. All decisions pertaining to
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should prohibit discriminatiott because of race, color,
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affiliation, disabi(ity, age, or marital status.
It should be the members' persona( and professional
responsibility to actively recruft and hire a diverse staff
throughout their organizations.
12. Seek nQ favor; believe that personal aggrandizement
ar prafit secured by confidentiat information o~ by
misuse of public time is dishonest,
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Giffs. Members should not directly or indirectly solicit any
gift or accept or receive any gift whether it be money,
sen+ices, loan, travel, entertainment, hospitality, promise,
or any other form-under the following circumstances: (1)
it could be reasonably inferred or expected that the gift
was intended to influence them in the petformance of fheir
official duties; or (2) the gift was intended to senre as a
reward for any o~icial action on their part.
It is imporFant that the prahibition of unsolicited gifts be
timifed ta circumstances retated to improper influence. !n
de minimus si#uations, such as mea! checks, some modest
maximum dollar value should be determined by the
member as a guideline. The guideline is not intended to
isoiate members from normal social practices where gifts
among friends, associates, and refatives are appropriate
for certain occasions.
Investments in Conflict with Official Duties Mernber
should not invest or hald any investment, directly or
indirectly, in any financial business, commercial, or other
private transaction that creates a conflict with their official
duties.
In the case of real esEafe, the potential use of confidential
information and knowledge to further a member's personal
interest requires special consideration. This guideline
recognizes that members' official actions and decisions
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investments. Purchases and sales which might be
interpreted as speculafion for quick proflt ought to be
avaided {see the guideEine on "Con~dential Information").
Because personal investments may prejudice or may
appear to influence o~cial ections and decisions,
members may, in concert with their governing body,
provide for disclosure of scach investments prior to
accepting their position as loca! governmenf administratar
or prior to any official action by the governing b~dy that
may affect such investmenfs.
Personal Refationships. Members should disclose any
personal relationship to the goveming body in any instance
where there couid be the appearance of a conflict of
interest For example, if #he manager's spouse works for a
develaper doing business with the local government, that
fact should be disclosed,
Confidential InformaEion. Members should not disclose
to others, or use to further their personal interest,
confidential information acquired by them in the course of
their official duties.
Private Emptoyment. Members should n~t engage in,
solicit, negotiate for, or promise to accept private
employment, nor shoufd they render servlces for private
interests or conduct a private business when such
emptoyment, service, or business creates a conflict with or
impairs the proper discharge of their o~cial duties.
Teaching, lecturing, writing, or consulting are typical
activities that may not involve conflict of inferest, or impair
the proper discharge of their o~cial dwties Prior
notification of the appoirtting authority is appropriate in all
cases of outside employment.
Representation. Membe~s shou[d not represent any
outside interest before any agency, whether public or
private, except with the authariza#ion of or at the direction
of the appointing authority they senre.
Endorsements. Members should not endarse
commercial products or services by agreeing to use their
photograph, endorsement, or quotation in paid or other
commerciaf advertisements, whether or not for
compensation. Members may, however, agree to endorse
fhe faElflwing, provided fhey do not receive any
compensation: (1 } books or other publications; (2)
professional development or educational services provided
by nonproft membership organizations or recognized
educational institutions; (3) products and/or services in
which the tocal government has a direct economic interest
Members' observations, opinions, and analyses of
commercial products used or tested by their local
governments are appropriate and useful to the profession
when includerJ as part of professiona! atticles and repo~ts.
~~ ~/;~ y~~ 7
~ ~
Cit o JVliami ~ard~ens
yf
1515-200 NW 167`h Street
Miami Gardens, Florida 33169
Mayor Shirley Gibson
Vice Mayor Oscar Braynon II
Councilman Melvin L. Bratton
Councilman Aaron Campbell Jr.
Councilman Andre L. Williams
Councilwoman Sharon Pritchett
Councilwoman Barbara Watson
1V~M0 L~
To: Mayor and City Council
From: Taren Kinglee, Human Resources/Risk Director 1'Z/
Date: January 24, 2007
Re: City Manager Annual Evaluation
Attached please find copies of the evaluations completed by the Mayor and Council Members for
Danny O. Crew, City Manager. Also attached is a spreadsheet compiling the results of the
evaluation ratings and a copy of the salary survey for City Managers conducted by Human
Resources.
Please let me know if you require additional information. Thank you.
Attachments
Cc: Dr. Danny O. Crew, City Manager
City of Miami Gardens
Annual Assessment of Its ~VIanager
By the Mayor and City Council Members
C,-bs~~ .~
Directions: Please evaluate the performance of the City Manager in the major areas shown below. You should
indicate the level of your agreement with the statements in each section based on the following scale:
(4) = Strongly Agree; (3) = Agree; (2) = Disagree; (1) = Strongly Disagree; (N/A) = No Basis For Commen~
In addition, space is available to make comments for each area of evaluation and for general comments at the
end of this document. After completing your assessment, please sign and return your copy to Taren Kinglee,
Human Resources Director, who will be responsible for compiling the results.
Thank you very much for your time and effort in completing this instrument.
n Relations with Council:
This area includes provision of full information on policy options to the Council without bias; timely and accurate
reporting in response to requests; effective communication of technical and administrative analyses by staff;
timely and effective response to guidance from the Council; responsiveness to Council as a whole, rather than
individual members; acknowledgement of authority of Council to make policy decisions while supporting the
Council in establishing its decisions; open and direct channels of communication with Council Members.
Assessment: RatinQ
The Manager has maintained useful lines of communication with Council and has established ~
successful working relationships with its members.
Corr~ments:
II) Programs and Procedures:
This section includes assistance in formulating City policies and programs consistent with goals and objectives
established by the Council; effective program development and implementation; attention to long-range platuung
and infrastructure improvement; knowledge of current and innovative trends in local government management
practices; attention to development review, including transportation, engineering and planning functions.
Assessment: RatinQ
The Manager has provided insightful direction in formulating and implementing effective policies, ~
programs, and pro~ects.
IIn Or~anization and Leadership:
This area includes recruitment and retention of staff; effective management of staff;
development of staff; organiza.tion and management of staff departments; effective delegation;
communication of Council policies and directions to department heads and other employees.
Assessment: RatinQ
The City Manager has been effective in his management and leadership of City operations. ~
Comments:
I~ Fiscal Management:
This part includes assisting Council in establishing budget priorities; budget proposal
and preparation, which is clear and intelligible and responsive to Council directives;
efficient and effective use of funds; ability to provide the Council with creative
and realistic solutions to financial needs and suggestions on how to reduce the budget.
Assessment: RatinQ
The City Manager has displayed effective skills and abilities in preparing and managing a balanced ~
budget, which provided service at a level intended by the Council.
Comments:
~ Relations with the Communitv:
This section includes timely, sensitive, and effective communication with the public, with business organizations,
and with other public agencies regarding questions, requests, and complaints, as well as effective communication
of the Council's positions.
Assessment: Rating
The Manager has been skillful in developing and enhancing relationships with the public, ~i
the business community, the County and state and federal agencies.
Comments:
2
Overall Level of Performance
Please provide an oveyall rating of the peYformance of the City Managey during the previous year
Outstanding ~ Commendable Proficient Needs Improvement
Comments.•
Current Performance Highlights or Concerns
~~~- ,~r ~
Performance Expectations for the Negt Year
~ P~ ~ / /~C'-~ ~
~~~ _~
3
~ ~ F~ ~ ~~
Date
CURRENT PERFORMANCE HIGHLIGHTS OR CONCERNS
Highlights:
Manger has worked diligently and successfully to implement the directive of Council in
establishing the City's first police department. A highly experienced and professional
Chief of Police and management staff has been hired. All facets necessary to have the
department functional in the timeline designated is on target. This was done with a great
deal of innovation and law enforcement research in hiring.
The City Department of Economic Development has been established with staff and
projects designated. Outreach to residents and business owners have been beneficial in a
positive collaborative to understand the community needs.
Manager senior staff and supervisors have worked cooperatively to garner several
awards, grants and revenue bond issues. This has been a positive for the City's image,
especially as a new City.
Fiscal responsibility for City departments is outstanding.
Concerns:
Manager has at times displayed a negative professional attitude when presented with
opinions, decisions and directives from the Mayor and Council. This behavior is
paramount when Manager has a different opinion or perspective.
The disseminating of written long term goals with fiscal documentation is not distributed
to Council for review and discussion.
There is a tendency to not implement necessary stafFing goals in some key departments
for better efficiency. This issue will become critical and has the potential to impede the
progress and ef~iciency of support departments. The City will be doubling its workforce
by the end of this fiscal year. There should always be concern of employee stress within
the work place.
Key job descriptions and department procedures with necessary in-service training is not
consistent.
When necessary some services/studies are not outsourced for greater utilization of the
limited depth of staff.
,
~"~~~
PERFORMANCE EXPECTATIONS FOR THE NEXT YEAR
A comprehensive report on the goals and objective for implementing greater efficiency in
the following departments: Planning, Permitting and Building. This plan should include
an emergency utilization plan for natural disasters, i.e. hurricane season.
In-service training for employees reference customer service and employee personal
rules.
Public safety plans with goals and objective dealing with property and violent crimes
after City's police department is fully operational.
Report on the integration of the new EDEN technology program reference departments
and utilization by the general public.
Mid-year budget synopsis and suggestion on how to better effectively prepare Council for
the yearly budget cycle.
Fill position of Finance Director
Comprehensive report on addressing concerns noted.
,
City of Miami Gardens
Annual Assessment of Its Manager
By the Mayor and City Council Members
,r
GJ/~ ~' Cf ;61 ~ ~` 5 t
J~
Directions: Please evaluate the performance of the City Manager in the major areas shown below. You should
indicate the level of your agreement with the statements in each section based on the following scale:
(4) = Stro~zgly Agree; (3) = Agree; (2) = Disagree; (1) = Sb~o~tgly Disagree; (N/A) = No Basis For Co~7znzent.
In addition, space is available to make comments for each area of evaluation and for general comments at the
end of this document. After completing your assessment, please sign and return your copy to Taren Kinglee,
Human Resources Director, who will be responsible for compiling the results.
Thank you very much for your time and effort in completing this insttument.
n Relations with Council:
This area includes provision of full information on policy options to the Council without bias; timely and accurate
reporting in response to requests; effective communication of technical and administrative analyses by staff;
timely and effective response to guidance from the Council; responsiveness to Council as a whole, rather than
individual members; acknowledgement of authority of Council to make policy decisions while supporting the
Council in esta.blishing its decisions; open and direct channels of communication with Council Members.
Assess»zent:
Ratin~
. 3
~ , . . ~ J - --
__ Ct:c n~~ f 1~~ r~ rx.,
II) Programs and Procedures:
This section includes assistance in formulating City policies and programs consistent with goals and objectives
established by the Council; effective program development and implementation; attention to long-range planning
and infrastructure improvement; knowledge of current and innovative trends in local government management
practices; attention to development review, including transportation, engineering and planning functions.
Assessnzent: Ratin~
The Manager has provided insightful direction in formulating and implementing effective policies, +,r
programs, and pro~ ects. _~
Comments:
The Manager has maintained useful lines of communication with Council and has established
successful working relationships with its members.
III) Or~anization and Leadership:
This area includes recruitment and retention of staff; effective management of staff;
development of staff; organization and manageinent of staff departments; effective delegation;
communication of Council policies and directions to department heads and other employees.
Assessrnent:
The City Manager has been effective in his management and leadership of City operations.
~ ~~'
I~ Fiscal Management:
This part includes assisting Council in establishing budget priorities; budget proposal
and preparation, which is clear and intelligible and responsive to Council directives;
efficient and effective use of funds; ability to provide the Council with creative
and realistic solutions to financial needs and suggestions on how to reduce the budget.
Assessment:
The City Manager has displayed effective skills and abilities in prepaxing and managing a balanced
budget, which provided service at a level intended by the Council.
~~
RatinQ
~
RatinQ
----1---
Conzments:
~ Relations with the Community:
This section includes timely, sensitive, and effective communication with the public, with business organizations,
and with other public agencies regarding questions, requests, and complaints, as well as effective communication
of the Council's positions.
Assessnzent: Ratin~
The Manager has been skillful in developing and enhancing relationships with the public,
the siness community, the County and state and federal agencies.
-~~~
nts:
Overall Level of Performance
Please provide a~i ove~~all rating of tlie peffornza~zce of tlie Ciry Manager during the previous year.
~
Outstanding Commendable ~~' Proficient Needs Improvement
~ ) J,,~, ~
~
Co~n~szents: ~ J t~ l - ~ ~ f'~/~~t./lf~{. ~"/~ ~' (1~ I '~
.~.-. ~- ~A 0 ro n~_: ..., a- ~/~ IL, ~ c.1.i1. [~ I~ I.: _
Current Performance Highlights or Concerns
Performance Expectations for the Next Year
- 'T _.. . _ . „ . ,y „~ ,~ _ ;~- ~ ~n ~, ~- ~ c~ ~ ~~.n ~R r rn , f' f~.~ rrr u. ~r~:~,~1- f' ~ "rvt ~' a
- ~ ~
~ 5 e~.~ ~~ t~ °~-ra n S~~~n ~%1 4f`f3u ~(~ c~ ~, C~j ~
~~-~
Signature of C uncil Member
i- ~~ _ ~~
Date
3
City of Miami Gardens ~ ,
Annual Assessment of Its Manager JC1~r~t(~t,), C~ d,~
B the Ma or and Ci Council Members J ~
Y Y ~' ~~~:~C~r~' ~^r~ ~~~~ L~, ~j ~'.
l U~.~r'~ c ~ mG,~,~
Directions: Please evaluate the performance of the City Manager in the major areas shown below. You should
indicate the level of your agreement with the statements in each section based on the following scale:
(4) = Strongly Agree; (3) = Agree; (2) = Disagree; (1) = Strongly Disagree; (N/A) = No Basis For Comment.
In addition, space is available to make comments for each area of evaluation and for general comments at the
end of this document. After completing your assessment, please sign and return your copy to Taren Kinglee,
Human Resources Director, who will be responsible for compiling the results.
Thank you very much for your time and effort in completing this instrument.
n Relations with Council:
This area includes provision of full information on policy options to the Council without bias; timely and accurate
reporting in response to requests; effective communication of technical and adnurustrative analyses by staff;
timely and effective response to guidance from the Council; responsiveness to Council as a whole, rather than
individual members; acknowledgement of authority of Council to make policy decisions while supporting the
Council in establishing its decisions; open and direct channels of communication with Council Members.
Assessment: Ratin~
The Manager has maintained useful lines of communication with Council and has established ~
successful working relationships with its members. ~ ~ ~.
, J
~j ~ i~ ~.~: ~ ~fiC ;' 1,~ C~/
Co~nments: ~~
II) Pro~rams and Procedures:
This section includes assistance in formulating City policies and programs consistent with goals and objectives
esta.blished by the Council; effective program development and implementation; attention to long-range planning
and infrastructure improvement; knowledge of current and innovative trends in local government management
practices; attention to development review, including transportation, engineering and plaruung functions.
Assessment: Ratin~
The Manager has provided insightful direction in formulating and implementing effective policies, ~
programs, and pro~ects. -
~
,~ , ~~ ,~
Comments: ~~~' `~v" ' (_.-~ 'L ~ (~ ~~ ~/
III) +Or~anization and Leadership:
This area includes recruitment and retention of staff; effective management of staff;
<<E velopment of staff; organization and management of staff departments; effective delegation;
_ __._
communication of Council policies and directions to department heads and other employees.
Assessnzent: Ratin
The City Manager has been ~ective in his m~agement and 1 a ers ,'p of~City operations. ~
Comment.s: ~,~.~/ L~, '~~ __ C~ ( L~. ~~~
I~ Fiscal Mana~ement:
This part includes assisting Council in establishing budget priorities; budget proposal
and preparation, which is clear and intelligible and responsive to Council directives;
efficient and effective use of funds; ability to provide the Council with creative
and realistic solutions to financial needs and suggestions on how to reduce the budget.
Assessment.• RatinQ
The City Manager has displayed effective skills and abilities in preparing and managing a balanced ~
budget, which provided service a~ level inte/nd~d~y the uncil ~
,
~ ,~
Comments: ~..~,~~ ~ ~ ~ ~ ' ~ ~~~~~~'~ xfi.~;
~ Relations with the Community:
This section includes timely, sensitive, and effective communication with the public, with business organizations,
and with other public agencies regarding questions, requests, and complaints, as well as effective communication
of the Council's positions.
Assessment: Ratin
The Manager has been skillful in developing and enhancing relationships with the public, .'~.` ~.
the business community, the County and state and federal agencies. __.~ :__ ___-
~ ,~
,~
Comments: C~ -- i ` ~~
__ ,
2
Overall Level of Performance
~Piease p~~ovide an overall rating of the performance of tlze City Manager during tJie previous year.
Outstanding ~ ommendabl j Proficient Needs Improvement
Performance Egpectations for the Negt Year
~~~~~ ~ ~~,~ ~ j ~~.~.~
Signature of Counci~ Membe~
____.
~~(.~L~ ~~ ~j r~ ~ ~ c~~. ~ ~
; '~`~ Date
v
3
Current Performance Highlights or Concerns
,q
January 17~', 2007 ' ~~ ~~ ,
(
FROM; Aaron Camp~ie , ~ ., Councilman
City of Miami G ns
Residential Area #1
SUBJECT: Dr. Danny Crew Annual Evaluation
Dr. Danny Crew still enjoys an exceptionally good relationship with most members of the
City Council. Whenever this Rater made inquiries or request for information, the
Manager was readily available and always provided responses in a very timely manner.
The City has further undertaken additional responsibilities and therefore, has increased in
staff and operational units. Dr. Crew has been effective in developing and implementing
these new units. However, his effectiveness in the development of the existing Code
Enforcement and Building departments are in need of improvement.
Dr. Crew's fiscal management skills are exceptional. He possesses a very keen and broad
knowledge base in fmancial management. He was able to demonstrate a highly effective
level of skills in the preparation and management of the city's budget.
There is a famous saying. "You can't please a11 of the people all of the time". Dr .Crew
has been skillful in developing and maintaining a very good relationship with the citizens,
the business community, and state and county agencies. He has particularly brought out
and expanded the potentialities and a good relationship with the Office of the Miami
Dade County Manager. This relationship has enhanced our ability to resolve special
intergovernmental problems.
CURRENT PERFORMANCE HIGHLIGHTS
After a decision by the Council, and under the leadership of Dr. Crew, staff inembers
took on the monumental task of starting a mid-size police department. From the initial
feasibility study to the hiring of the police department's command staff, the Manager was
directly involved. His accomplishments during this endeavor are commendable.
However, it should be mentioned that due to his enthusiasm, he performed many tasks
and made some minor decisions that should have been delegated to the police command
staf£ Dr. Crew is a very competent and professional manager. However, at times he is
obstinate or better yet, set in "his way". Overall, considering the multiplicity of critical
ta.sks and timetables, the Manager's performance in getting our police department started
has been commendable. This Rater has great confidence in his ability.
PERFORMANCE EXPECTATIONS FOR THE NEXT YEAR
The following must be accomplished.
The Manager must demonstrate the same level of enthusiasm he had for starting a new
police department towards improving the long existing problems with the code
enforcement and building departments. These departments are still in need of
improvement.
1. The manager must develop an action plan to recruit, select, hire, train and retain code
enforcement officer, and increase the number of inspections of residential rental
properties.
3. Develop an action plan to decrease the number of complaints and the level of
dissatisfaction by citizens and contractors regarding the permitting and inspection
process. This plan should include the identification of the problems, and
recommendations on how to best overcome them.
OVER THE PAST RATING PERIOD I STRONGLY RATE DR. CREW'S
PERFORMANCE AS COMMENDABLE.
City ~ i Mir_mi Gardens
Annual Assessment of Its Manager
By the Mayor and City Council Members
a~~ ~~
~
Directions: Please evaluate the performance of the City Manager in the major areas shown below. You should
indicate the level of your agreement with the statements in each section based on the following scale:
(4) = Strongly Agree; (3) = Agree; (2) = Disagree; (1) = Strongly Disagree; (N/A) = No Basis For eomment.
In addition, space is available to make comments for each area of evaluation and for general comments at the
end of this document. After completing your assessment, please sign and return your copy to Taren Kinglee,
Human Resources Director, who will be responsible for compiling the results.
Thank you very much for your time and effort in completing this instrument.
~ Relations with Council:
This area includes provision of full information on policy options to the Council without bias; timely and accurate
reporting in response to requests; effective communication of technical and administrative analyses by staff;
timely and effective response to guidance from the Council; responsiveness to Council as a whole, rather than
individual members; acknowledgement of authority of Council to make policy decisions while supporting the
Council in establishing its decisions; open and direct channels of communication with Council Members.
Assessment: RatinQ
The Manager has maintained useful lines of communication with Council and has established ~~
successful working relationships with its members.
Comments:
II) Pro~rams and Procedures:
This section includes assistance in formulating City policies and programs consistent with goals and objectives
established by the Council; effective program development and implementation; attention to long-range planning
and infrastructure improvement; knowledge of current and innovative trends in local government management
practices; attention to development review, including transportation, engineering and planning functions.
Assessment: RatinQ
The Manager has provided insightful direction in formulating and implementing effective policies, ~
programs, and pro~ects. ~
Comments:
III) Or~anization and Leadership:
This area includes recruitment and retention of staff; effective management of staff;
development of staff; organization and management of staff departments; effective delegation;
communication of Council policies and directions to department heads and other employees.
Assessment: RatinQ
The City Manager has been effective in his management and leadership of City operations. ~
Comments:
I~ Fiscal Mana~ement:
This part includes assisting Council in establishing budget priorities; budget proposal
and preparation, which is clear and intelligible and responsive to Council directives;
efficient and effective use of funds; ability to provide the Council with creative
and realistic solutions to financial needs and suggestions on how to reduce the budget.
Assessment: Rati
The City Manager has displayed effective skills and abilities in preparing and managing a balanced ~
budget, which provided service at a level intended by the Council. _
Comments:
~ Relations with the Community:
This section includes timely, sensitive, and effective communication with the public, with business organizations,
and with other public agencies regarding questions, requests, and complaints, as well as effective communication
of the Council's positions.
Assessment.• Ratin
The Manager has been skillful in developing and enhancing relationships with the public, ~~
the business community, the County and state and federal agencies. '~~
Comments:
2
-~ Overall Level of Perforraiance
Please provide an overall rating of the performance of the City Manager during the previous year.
/
Outstanding ~~ Commendable Proficient Needs Improvement
Comments:
Current Performance Highlights or Concerns
Dr. Danny Crew's dedication to this city's high ideals and his integrity in performance as
the City Manager is outstanding. He developed personal relationships with this city's
resident's, other elected officials and employees merits this council's respect and
confidence as he continue to move forward the business of this city.. As for 2007
highlights, Dr. Danny Crew's performance will be engraved in this city's history. The
establishment of the new Miami Gardens Police Department against all odds is
incredible. The challenge was great, to which he met and push beyond.
Performance Expectations for the Next Year
Bigger and better progress for this city.
' ~>
~~~ ~~~ ~ h ~-- `~'I (~`~'1'~._.~ _ _ .
Signature of Council Member
l ~ 1J
~ Date
3
~5~-~ ~-~I-a -~
City of Miami Gardens
Annual Assessment of Its Manager
By the Mayor and City Council Members
Directions: Please evaluate the performance of the City Manager in the major areas shown below. You should
indicate the level of your agreement with the statements in each section based on the following scale:
(4) = Strongly Agree; (3) =Agree; (2) = Disagree; (1) = Strongly Disagree; (N/A) = No Basis For Comment.
In addition, space is available to make comments for each area of evaluation and for general comments at the
end of this document. After completing your assessment, please sign and return your copy to Taren Kinglee,
Human Resources Director, who will be responsible for compiling the results.
Thank you very much for your time and effort in completing this instrument.
n Relations with Council:
This area includes provision of full information on policy options to the Council without bias; timely and accurate
reporting in response to requests; effective communication of technical and adrninistrative analyses by staff;
timely and effective response to guidance from the Council; responsiveness to Council as a whole, rather than
individual members; acknowledgement of authority of Council to make policy decisions while supporting the
Council in establishing its decisions; open and direct channels of communication with Council Members.
Assessment:
RatinQ
The Manager has maintained useful lines of communication with Council and has established
successful working relationships with its members. 3
, ~~- ~ ~ , ~ ,, ~
Comments' w 1 ~" I.~ r/1,c1'~ ~%' d ~_ ~~~ ~'~ ~- ~ ~v, f ~' - ~
II) Programs and Procedures:
This section includes assistance in formulating City policies and programs consistent with goals and objectives
established by the Council; effective program development and implementation; attention to long-range planning
and infrastructure improvement; knowledge of current and innovative trends in local government management
practices; attention to development review, including transportation, engineering and platuung functions.
Assessment.~
RatinQ
The Manager has provided insightful direction in formulating and implementing effective policies, ~
programs, and pro~ects.
Comments:
III) Or~anization and Leadership:
This area includes recruitment and retention of staff; effective management of staff;
development of staff; organization and management of staff departments; effective delegation;
communication of Council policies and directions to department heads and other employees.
Assessment: Ratin~
The Ciiy Manager has been effective in his management and leadership of City operations. ~
Comments:
I~ Fiscal Mana~ement:
This part includes assisting Council in establishing budget priorities; budget proposal
and preparation, which is clear and intelligible and responsive to Council directives;
efficient and effective use of funds; ability to provide the Council with creative
and realistic solutions to financial needs and suggestions on how to reduce the budget.
Assessment: RatinQ
The City Manager has displayed effective skills and abilities in preparing and managing a balanced ~
budget, which provided service at a level intended by the Council.
Comments:
~ Relations with the Community:
This section includes timely, sensitive, and effective communication with the public, with business organizations,
and with other public agencies regarding questions, requests, and complaints, as well as effective communication
of the Council's positions.
Assessment: Ratin
The Manager has been skillful in developing and enhancing relationships with the public,
the business community, the County and state and federal agencies.
~
Comments:
2
Overall Level of Performance
Please provide an overall rating of tlze performance of the City Manager during tlze previous year.
Outstanding Commendable ~" Proficient Needs Improvement
Current Performance Highlights or Concerns
~~ /?~~; ~J~ClI~L
~ .S%A~~~'~-r~,~,>r`; ~/.~/c~n.. ~~;-rt~D C~~ir~rnr:~ ~' ~~,~~ U, C~~~,v
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Performance Egpectations for the Next Year
`;~' / ~~'~
/~i 1 ` j % ~C"/~~
;1 ~ ~z~~~~ (_~
Signature of Council Member
_-~.m"~ ~-.~ . ~ ~ ~ ~
Date
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City of Miami Gardens
Human Resources Department
CITY MANAGER SALARY SURVEY
Salary Survey - January 2007
CM Salary Survey 01-06.doc
CM