Agenda - Council - 04/10/2001 - Laserfiche WebLink

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I I I I I I I I I !1 I ! I I !1 I I ! i PC CASE # q RECEIVE INFORMATION ON PERFORMANCE APPRAISALS FOR DEPARTMENT HEADS By: Rhonda Heryla, Human Resources Manager Background: On March 27, 2001, the City Council gave staff direction to draft a policy regarding performance appraisals for department heads. The policy was to outline the involvement of Councilmembers in writing performance appraisals for department heads ending a probationary period. Before writing such a policy, staff researched the topic and based on the following information, is requesting further Council direction on how to proceed. Observations: There are four main observations staff made in researching Council participation in performance appraisals for department heads ending probationary periods: #1) In a survey of other cities with a City Administrator form of government, the majority responded that their Council did not evaluate or contribute to the performance of department heads. The survey was conducted using cities listed in the Stanton Survey as having a City Administrator versus a City Manager form of government. Nineteen (19) surveys were sent out, and thirteen (13) responses were received. The results of the survey are attached. Although not a formal performance appraisal, a couple of cities brought their City Council and Department Heads together for an annual "update" meeting or Council/Department Head workshop and used it as a time to discuss the progress and current events of each department and to set goals. At the other end of the spectrum is one city that currently utihzes its personnel committee (consisting of two Councilmembers) to contribute 50% of the total rating given to a Department Head. #2) Performance appraisals are considered private personnel data and access to such data is limited. Although the City Council has the right to hire or remover an employee, Councilmembers do not have the right to peruse an employee's personnel file. The question is whether Councilmembers should therefore have access to performance appraisals which are considered private personnel data. In a memorandum from the League of Minnesota Cities, it is recommended that Cities consider adopting a resolution when members of the Council can have access to private personnel data. According to the League, such a resolution may specify that Council's access to private personnel data is limited to instances when an employee is facin~'-~ complaint or disciplinary action is being considered. #3) The key to a well-prepared.performance appraisal is obiective, job-related data that supports the ratings given and therefore an employee's performance is typically documented by the immediate supervisor. Writing an objective, job-related performance appraisal requires a -227-