SUPPLEMENTAL AG ENDA1. City Council review and approval of City Manager Danielle Judd's 2015 Performance Evaluation and setting forth Goals and Objectives for the April 1, 2015 through

SUPPLEMENTAL AG ENDA

GREEN COVE SPRINGS CITY COUNCIL 321 WALNUT STREET, GREEN COVE SPRINGS, FLORIDA

REGULAR SESSION TUESDAY, APRIL 21, 2015 - 7:00 P.M.

ITEM NO.

CONSENT AGENDA

1. City Council approval of the After Action Report for the 2015 Railroad and History Festival.

2. City Council approval of the renewal of the Vendor Payment Agreement between the City of Green Cove Springs and the Council on Aging of Clay County for the period retroactive to April 1, 2015 through March 31, 2016.

3. City Council approval of an additive Change Order No. 1 to JimCo Site Services, Inc. for $8,200 under Original Contract Value of $243,950 for De-construction of Old City Hall, adding eight (8) days to the construction schedule, and authorization for the Mayor to execute the Change Order on behalf of the City.

COUNCIL BUSINESS

1. City Council review and approval of City Manager Danielle Judd's 2015 Performance Evaluation and setting forth Goals and Objectives for the April 1, 2015 through March 31, 2016 Performance Evaluation Period. Hunter

·The City Council meets the first and third Tuesday of each month beginning at 7:00 p.m. Meetings are held in City Hall at 321 Walnut Street and audio recordings of the meetings are posted in the City's website at www.greencovesprings.com.

The City may take action on any matter during this meeting, including items that are not set forth within this agenda.

In accordance with Section 286.26, Florida Statutes, persons with disabilities needing special accommodations to participate in this meeting should contact the City Clerk's office no later than 5:00 p.m. on the day prior to the meeting.

Public Participation: Pursuant to Section 286.0114, Florida Statutes, effective October 1, 2013, the public is invited to speak on any "proposition" before a board, commission, council, or appointed committee takes official action regardless of whether the issue is on the Agenda. Certain exemptions for emergencies, ministerial acts, etc. apply. This public participation does not affect the right of a person to be heard as otherwise provided by law.

Exparte Communications: · Oral or written exchanges (sometimes referred to as lobbying or information gathering) between a Council Member and others, including staff, where there is a substantive discussion regarding a quasi-judicial decision by the City Council. The exchanges must be disclosed by the City Council so the public may respond to such comments before a vote is taken.

Minutes of the City Council meetings can be obtained from ·the City Clerk's office. The Minutes are recorded, but are not transcribed verbatim. Persons requiring a verbatim transcript may make arrangements with the City Clerk to duplicate the recordings, or arrange to have a court reporter present at the meeting. The cost of duplication and/or court reporter will be at the expense of the requesting party.

Persons who wish to appeal any decision made by the City Council with respect to any matter considered at this meeting will need a record of the proceedings, and for such purpose may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is based.

CITY OF GREEN COVE SPRINGS, FLORIDA STAFF REPORT

FOR MEETING OF APRIL 21, 2015

SUBJECT: 22nd Annual Railroad & History Day Festival After Action Report

BACKGROUND: On February 17, 2015, the Council approved co-sponsorship for the 22nd Annual Railroad & History Day Festival. The Clay County Historical Society requested $1,200.00 in direct costs for sponsoring the festival, along with various in-kind services. The City of Green Cove Springs paid for the City Police Dept. hours for the festival. A summary of the event may be found within this staff report, along with a recap of both direct costs and inkind services provided by the City in support of this community event.

EVENT TEAM: City of Green Cove Springs Staff, Clay County Historical Society

NARRATIVE: The 22nd Annual Railroad & History Day Festival was a success. There were food, craft and non-profit vendors, and attendance exceeded expectations. The primary focus of the event was to promote local history, and that mission was accomplished.

RECOMMENDATION: Approve the 22nd Annual Railroad & History Day Festival After Action Report

I MOTION: Approve the 22nd Annual Railroad & History Day Festival After Action Report.

SUBMITTED BY: APPROVED BY:

mas, Executive Assistant Danielle J. Judd, City Manager

Name of Event: 22nd Annual Railroad & History Day Festival

Date of Event: March 7, 2015

Name of Organization: Clay County Historical Society

Contact: Marilyn Haddock, Event Chair

Location: Clay County Historic Triangle

Hours of Operation: 10 am -4 pm

EVENT BUDGET

REVENUES: (Describe each source of funds for this event):

City of Green Cove Springs

Fees: Non-Profit

Donations:


Parties in Motion

Drink Booth

Museum Donations

Bar B Q Booth

Fuzzy's Lemonade

Marie's Ponies & Funnel Cakes

$1200.00

$ 704.00 (includes $164.00 profit)

$ 114.00 (includes $54.00 profit)

$ 60.00

$ 50.00

$ 50.00

$ 60.00

Total Donations $2238.00

Expenses: (Describe each use of the funds for this event)

Advertising (Clay Today & Banners)

Printing

Materials/Supplies

Insurance (CCSB)

Other (List below):

Marie's Tables & Tents

Parties in Motion

Jim Craft

Drink Booth

$ 301.36

$167.16

$ 25.69

$ 391.25

$1242.74

$ 342.50

$ 540.00

$ 300.00

$ 60.24

Total Expenses $2128.20

Net Income/Loss $ 109.80

EVENT PARTICIPATION

Hours Volunteered by Event Chair= 192 (prior to & day of event)

Hours Volunteered by CCHS Committee Member Volunteers= 206

(prior to & day of event)

Hours Volunteered by Committee & Support Staff= 11 (7 am - 6 pm

day of event)

Description of Participation:

Clay County Historical Society organized the event with committee

members Sharon Butler, Carolyn Clark, Jann Forbes, Richard Haddock,

Geri lsgan, Pam Johnson, and Marilyn Haddock as Event Chair.

The Committee organized and prepared the schedule, set-up, refuse

collection, and break down of the day's events. They assisted the

elderly and handicapped, worked the drink booth and the bounce

house(s). The following support staff volunteered throughout the day's

event Shane & Matthew Haddock, Scott & Jamie Bentley, Pam & Ashley

Johnson, John & Brittany Marshmen, Amanda & Jack Wood, and Victor

& Sandra Taylor.

The Museum staff volunteers included Gerard Casale, George & Jean

Myman, Pat Renau, Virginia Hash, Ted Lindland, Jerry Williams, Russell

Megonegal, Charlene bailey, Sharon Butler, Jann Forbes and Pam

Johnson. These volunteers cleaned and gave tours of the museum.

Vishi Garig and the Archives & Old Jail volunteers, and Debbie Mueller

and the Historic Courthouse volunteers gave tours as well.

CLJl_<Y COV!JfPYJ{[S<J'O<JUGl£ SOCFEqty 9151fj1_£5Vl}<J' S'f<J?<~/E/J'- P. 0. <BOX 1202

fllfj}E/N coiP. SPJUN(i.£ PL 32043

Felecia Hampshire, City Mayor 321 Walnut Street Green Cove Springs, Fl 32043

4/15/2015

Re: 22nd Annual Railroad & History Day - After Action Report.

Dear Mayor Hampshire,

Our 22nd annual Railroad & History Day was March 7, 2015 in downtown Green Cove Springs. This year we regretfully recognized and honored our recently deceased President, Lee Bentley; who in 1993 was instrumental bringing the Railroad Museum to his hometown of Green Cove Springs, of which the 1st Annual Railroad day began. We did enjoy a record attendance exceeding expectations and so many have commented how much they thoroughly enjoyed the community day.

We are providing our 'After Action Report' showing total direct costs and expense and very much appreciate the monetary contribution by the city council. We gratefully received in-kind services too, and have attached a narrative of the community event for reference and submittal.

Historical Society members and the Railroad Day committee donated their organizational time, while focusing on the promotion of our local history in an educational, entertaining and enjoyable venue. We know only, with the show of support from our community partners and friends were our mission and goal successful.

We are extremely grateful and appreciative of your support and partnership, and express our sincere gratitude to you, the city council, and the city manager; with special appreciation to the staff of the City Special Events, Public Work and Police Departments who graciously provided their thorough and friendly assistance.

Respectively,

Jolin <Bow[es

John Bowles, Interim President Clay County Historical Society

Encl - RR fest 2015 After Action Report

Cc: Danielle Judd, City Manager Kimberly Thomas, Special Events · Julie Clevinger, City Clerk Chief Robert Musco, Police Dept Director Mike Null, Public Works

web site: claycountyhistorymonth.com

:Mari{yn Jf addoc/(,

Marilyn Haddock, Event Chair Railroad fest & History day 2015

email: [email protected] facebook: claycounty historicalsociety

Public Works

Item Cost Comments

DIRECT COSTS

Port-a-lets $ 305.00 3 regular @ $70 and 1 handicap@ $95

Roll-Off dumpster $ 204.77

DIRECT COSTS SUBTOTAL $ 509.77

IN-KIND SERVICES

Bleachers $ 4 Bleachers, 48 Cones and 16 Barricades

Cardboard trash boxes $ 6.80 20@ $0.34

54.00 man hours $ 936.70 3/2/15 - 3/9/15 - regular work hours

equipment charge for man hours $ 1,360.50 based on FEMA billable hourly rates

IN-KIND SERVICES SUBTOTAL $ 2,304.00

ctw 3/31/2015

Railroad Festival - March 7, 2015

Police Department

Name Hours Times

Se_rgeant Buchanan 5 hours 8am-12pm $237.80

Officer Kimberly Robinson 5 hours lpm-6pm $145.56

:

Total Ex~ense $383.36



SUBJECT: Renewal of the Vendor Payment Agreement between the City of Green Cove Springs and the Council on Aging of Clay County

BACKGROUND: The City has historically executed a Vendor Payment Agreement with the Council on Aging of Clay County (CACC) for the Emergency Home Energy Assistance Program (EHEAP). This Agreement allows the City to receive vendor payments from the CACC on behalf of EHEAP for assistance with utility payments for citizens in Green Cove Springs. This renewal of the Vendor Payment Agreement is for the period retroactive to April 1, 2015 through March 31, 2016.

FISCAL IMPACT I FUNDING SOURCE: The Fiscal Impact will be the receipt of funds on behalf of EHEAP for assistance with utility payments for citizens in Green Cove Springs.

RECOMMENDATION: Staff recommends approval of the renewal of the EHEAP Vendor Payment Agreement between the City of Green Cove Springs and the Council . oh Aging of Clay County effective retroactive to April 1, 2015 through March 31, 2016.

MOTION: Approve the renewal of the EHEAP Vendor Payment Agreement between the City of Green Cove Springs and the Council on Aging of Clay County effective retroactive to April 1, 2015 through March 31, 2016.

SUBMITTED BY: APPROVED BY:

Juli~Clevinger, City Cle

COUNCIL ON AGING OF CLAY COUNTY EMERGENCY HOME ENERGY ASSISTANCE PROGRAM

VENDORPAYMENTAGREEMENT WITH

City of Green Cove Springs · 321 Walnut St.

Green Cove Springs, FL 32043 (904) 297-7500

Fax (904) 284-2718 •'

The undersigned home energy supplier hereby agrees to the following conditions in order to receive vendor payments from the Emergency Home Energy Assistance Program (EHEAP):

1. This Agreement will begin on April l, 2015 and will end on March 31, 2016. The Agreement will be reviewed/renewed no later than :March 31, 2016.

2. The Provider agrees to provide the Vendor with a list of names and contact information for all agency personnel authorized to commit EHEAP funds. The Vendor will only accept payment commitment from authorized Provider. Changes (additions/deletions) to the authorized personnel list must be approved in writing by an authorized Provider representative.

3 The Vendor agrees to provide the Provider with a list of names and contact information of all Vendor representatives authorized to resolve the energy crisis.

4 The Provider agrees to provide energy payments directly to the Vendor on behalf of the EHEAP eligible customer.

5. The Vendor assures that no household receiving EHEAP assistance wilJ be treated adversely because of such assistance under applicable provisions of state · law or public regulatory requirements.

6. The Vendor assures that eligible households on whose behalf an EHEAP vendor payment is received, either in the cost of goods supplied or the services provided, will not be discriminated against.

7. The Vendor understands that only energy related elements of a utility bill are to be paid with EHEAP funds. No water or sewage charges may be paid except if required by the Vendor to resolve the crisis and no other resources to pay that portion of the bill can be secured by the customer or Provider.

8. The Vendor understands that only direct costs of energy related elements of a utility bill are allowed. No changes that result from illegal activities such as bad checks or meter tampering will be paid with EHEAP funds. The Vendor is aware that such charges are the responsibility of the customer.

9. The Vendor understands that when the EHEAP benefit amount does not pay for the complete charges owed by the customer, that the customer is responsible for the remaining balance owed.

Emergency Home Energy Assistance Program Agreement Page 2 of2

10. The Vendor agrees to assist the Provider in verifying the EHEAP.customer's account information and to make timely commitments to resolve any crisis situation. Subject to the Vendor's privacy requirements, the Vendor agrees to provide the Provider with the following detailed customer account information: (1) current amount owed, (2) due date/disconnect dates and (3) amount necessary to resolve the crisis situation.

11. The Provider agrees to provide payment to the Vendor within 30 days from the date of the Provider's promise to pay.

12. This Vendor agreement will be signed by Provider and Vendor upper .level management with authority to enter into such commitm~nts.

13. If an EHEAP payment to the Vendor cannot be applied to a customer's account, the funds will be returned to the Provider or with the Provider's approval applied to another eligible customer's account.

14. The Vendor, with the exception of municipal providers, must be in "active" status with the State of Florida: http://sunbiz.org/search.html. The Vendor's name must also be verified against the Excluded Parties List System (EPLS) at https://www.epls.gov. The Provider agrees to maintain documentation of verification that the business name of the Vendor on this agreement is the same as the legal business name on the State of Florida EPLS website.

PROVIDER

Council on Aging of Clay County 604 Walnut Street Green Cove Springs, FL 32043

BY: ____________ _ (Signature)

(Name and Title)

(Date)

VENDOR ..

City of Green Cove Springs 3 21 Walnut Street .Green Cove Springs, FL 32043

(Signature) ·

(Name and Title)

(Date)



SUBJECT: Approval of Change Order # 1 to JimCo Site Services, Inc. for $8,200 under Original Contract Value of $243,950 for De-Construction of Old City Hall

BACKGROUND: This additive change order has been initiated by City Staff following a site visit on April 15, 2015 to review progress of the old City Hall excavation. Present were City Staff, our engineer and owner's rep, and the contractor. Due to the amount of organic debris (tree limbs, stumps, etc.) discovered in the original over-excavation outlined in the contract documents, there was concern as the suitability of the remaining soils under the old City Hall building for future construction. Two test holes were excavated and a significant amount of organic debris was again discovered. Based upon this information, the City requested the contractor to give a price to over-excavate an additional two feet in the remaining area under the old building slab. A sketch is attached to clarify these areas.

Upon approval of this change order, the final contract value will be $252, 150. Staff also recommends giving the contractor an additional eight (8) days to complete this additional work.

FISCAL IMP ACT: Funds are available in the FY 15 approved Capital Improvement Plan budget.

MOTION: (1) Approve Additive Change Order# 1 to Jim Co Site Services, Inc. in the amount of $8,200 for De-Construction of Old City Hall; (2) add eight (8) days to the construction schedule; and (3) Authorize the Mayor to execute Change Order# 1 to JimCo Site Services, Inc. on behalf of the City.

SUBMITTED BY:

Mike Null Assistant City Manager I Public Works Director

APPROVED BY:

Danielle J. Judd City Manager

Page 1of1

CHANGE ORDER

DATE: April 20. 2015

PROJECT NO. : 01-15-01 P.O. NO.: 2715558 --'----'------- CHANGE ORDER NO.: 1

TITLE: Old City Hall De-Construction

CHANGE ORDER ITEMS WITH BACK-UP ATIACHMENTS AS NOTED:

Remove from site and dispose of two (2) feet of additional soil and debris within the footprint of the Old City Hall building which is outside of the area shown in the bid plans. Replace with suitable soils and compact per original specifications. (See attached sketch)

NET ADD OR SUBTRACT:

-----

WORK REQUESTED BY: City

SUBTRACT ADD

$8,200

$8,200

SUBTRACT ADD

ORIGINAL CONTRACT SUM

PREVIOUS NET ADD/SUBTRACT:

PRESENT CONTRACT SUM:

THIS CHANGE ADD/SUBTRACT:

NEW CONTRACT SUM:

NOTICE TO PROCEED:

ORIGINAL CONTRACT TIME:

PRESENT CONTRACT TIME:

THIS CHANGE ADD/SUBTRACT:

NEW CONTRACT TIME:

APPROVAL

CONTRACTOR: Kristi Smith, President

JimCo Site Services, Inc.

OWNER'S REP: Kelly Hartwig, Vice-President

Cypress Management and Design L

OWNER: C. Felecia Hampshire, Mayor


I

I

$243,950.00

$0.00 $0.00

$243,950.00

$8,200.00

$252, 150.00

DAYS/DATE DATE OF COMPLETION

February 23, 2015

120 days June 26, 2015

120 days June 26, 2015

+/- 8 days

128 days July 5, 2015

AUTHORIZED SIGNATURES DATE

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MASONRY WALL

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April 21, 2015

SUBJECT: Council Review and Approval of City Manager Danielle Judd's 2015 Performance Evaluation, and Setting Forth Goals and Objectives for the April 1, 2015 Through March 31, 2016 Performance Evaluation Period.

BACKGROUND: Each Council Member has submitted a completed Performance Evaluation for City Manager Judd. A spreadsheet is attached which gives the individual average scores of each Council Member for each performance category. An overall average score is listed for each performance category. Also included are copies of the evaluations submitted by Council Members.

Council will also need to select goals and objectives for the City Manager for the new performance evaluation period, April 1, 2015 through March 31, 2016. A copy of the goals for the past year and the job description for City Manager are included to assist you in making your selections for the next evaluation period.

MOTION: Motion to accept the 2015 evaluation results for City Manager Danielle Judd.

Submitted:

JUDD PERF EVAL SR 2015.DOC

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

PERFORMANCE EVALUATION SCORES FOR CITY MANAGER DANIELLE JUDD DECEMBER 1, 2013 - MARCH 31, 2015

BY GREEN COVE SPRINGS CITY COUNCIL PERFORMANCE CATEGORY HAMPSHIRE ROYAL LEWIS

SCORE SCORE SCORE

INDIVIDUAL CHARACTERISTICS 5.0 4.7 5.0

PROFESSIONAL SKILLS AND STATUS 5.0 4.7 5.0

RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY 5.0 4.1 5.0

POLICY EXECUTION 5.0 5.0 5.0

REPORTING 5.0 4.6 5.0

CITIZEN RELATIONS 5.0 4.8 5.0

STAFFING 5.0 4.9 5.0

SUPERVISION 5.0 4.2 5.0

FISCAL MANAGEMENT 5.0 4.5 5.0

COMMUNITY 5.0 4.5 5.0

OVERALL AVERAGE SCORE

TIMBERLAKE

SCORE

5.0

5.0

5.0

5.0

5.0

5.0

5.0

5.0

5.0

5.0

BRALY AVERAGE SCORE SCORE

4.2 4.78

4.2 4.78

3.6 4.54

4.8 4.96

4.0 4.72

4.4 4.84

4.6 4.90

3.8 4.60

4.4 4.78

4.4 4.78

4.77

Compiled by: C. Hunter

Date: 4/16/2015

·~l. ·1C. IV

P\PR 1 4 2015 City Manager Performance Evaluation


Danielle J. Judd

Evaluation Period: 12/01/2013 to 3/31/2015

t.EeJeq~ ~h,~ Governing Body Member's Name

Each member of the governing body should complete this evaluation form, sign it in the

space below, and return it to Human Resources Director . The deadline for

submitting this performance evaluation is Tues., 4/15/2015, 12 pm . Evaluations will be

summarized and included on the agenda for discussion at the work session on

Tuesday, 4/21/2015

EL

INSTRUCTIONS

Thi$ evaluation :fonn contains.ten categories of evaluatton crrtetia. :Each ·category ·~6nfalh$ ~ ·~ta.t.erne~t k? d'escrib~ a behavior sta nd;:ird in that category~ for ~ach· .!Statement; frse the-foHoWJrig $Cale to indicate your rating of the city manager's performance; .

. . . . : . . .

· .. 6 -~ Excellent (aJrno$t f.\fw.:ay$ exceeds the:'})erforrnance ,$tandar(l) 4 = Above ,average (generally e)(ce~d~ tna ' perfonnarn;e staf1dard) 3 = Average (generally rrieeh:i the ·p~rforrpa,i9e ·$tandard) .

· 2 = Below average (usually does ho\ meet the p~rtorn~ance standa·rd) 1 = Poor (rarely meets the p~rformante standard)

: Any item left blank wm be interpreter:.f ~E(a score, of "3 ,;: Average~* ' . . . . . .

This evaluattort ;form ·a~so· : oontairifLa provis1onf6tenterlhg narrative commet1tsl h)Cl~tjing an .of_)portunily to enter re$p6nses to specific questiort~ - artd an oppo.rtLlnity to

· lisfan~ co,tr1rn~nts you believe approp,ri~te and pertinent to the rating ·peiiod. Please write l(?.gi.bly~

. . Leave, au page~: ofthis. evaluati~n form attached. triftial each page. ;SJgn -~nd date the . cover page~ bnme dqfi;f:space ohhe cover page, e'nter the date the evaluatibn form ·was submittecLAl(evq'l_uations presented prior to the. deadline identified on the cover page wLli b{? sumrna1~ized into a performance ev(lluatiorr to be prE,;sented by the .. governing' body to the City manager as part of the agenda for the meeting indicated on

• the cover pag(:).

. .. ··.. . .. :: . . .

PE.RFORMANCE cA'tEGQRY $CORIN:$ .. ·

1. · INDIVIDUAL CHARACTERISTICS·

. , 5 .. ofo1.~~t a~~q thorp~g·h : .in th~ :cJ,ischarge of ~Mies, ''self-starter1 .

£ex~rCis~sgoociJudgment' . · · · . · · , .·.

5 : Dis}ltaYs.'erd~Usia.sm. cooperati~n, and"WHI tb ?dapt

5 Mental· an(j:.phy~ica(stamfn~ apprqpriate for the positiort .

£ ~xhi~it;> n;tnpo$qre, appearnnce and attitude appropriaf~ lor ex~9utiv~ position

Add thevarues frQ,i~ abo.ve_:~fld.· ~ritef. U1e subtotal ~~ · .4..5·= S . sc6re for this category

Page z at 1 · Mitiats{~J1} ··

·. . . . · .

2~ PROPESSCONAL SKILLS AND STATUS . .. . . . :: .

. ~ Maihtain~ kn~wledge of c'ur~~nt developments affeeting f~e prac~ice of local governroerit · · tnanagement · ·. · · . ·

£ D~fl1Q~str~~es a c~pacity tor 'i~novation and creativity . 5. . AntJ,c1p$t~~- a11d analyze~ . prciblerns. to d$velop $.ff~GtiVe approaches· for $ohiin~t tn~m .l Willing .ttrtry 11ew ideas proposed by _ g~vernirig body m~rnpers a.nd/or st~ff ...

£ Set$-:a ~tofessiona.i example byhandHn~taff.airs oflhe p~~bliy : office in a fair: and 'ii'.hp~rUal. manner

. . . . (

Add the values frgm aboye add e,nter~he subtotaJ ;Ab 4 .5. ::: ,~scor~for this category

. . . . .. . - . . .. . . . . .

· i. · . RELATtoNs·W1iH.ELECtED MEMBERS oF·THE GOVERN.ING ~aooV" ·· 5 . G~rrles gutL"tirfJctive$: 6t the b~dy (l$. a whole ~s· opp<Jsed to those. of any one member or ··

- .

. · minority group . . .

~- ... S~t$ nieetihg agend~'s thafrefleot th? .tJHidance· of the governin~ body cilld qvoids . . · . . . .. . . . .

. . unnecessary lnvolvement in adminfstratwe :~ctions . . j . :Di$sernhiates complete· and accurate' lhfor~·ati6n .equalty to aihhen1o¢rs Hi· a timely

· manner · . ·

5 Assists by·faCfiitt;ltlng decision ma.King without IJ$µrplng -~uthorify ~ Re$ponds well lor~quest~~ advic~, ~nd constructiv~: oimJi$hl .

. . ~ .· .. ·d .. . ·. · . . _:: . . . . .· :. . .:: ... .. · .... · ... · .. • .. d.S' . . : .· . '; . . ·· .. .. . . '. · .. ..... . Ad . :th,e values· from above and enter the.subtotal __ -;- ~ ·= --. score, for U-us cate9ory

. . . . .

4~. ··· ·pot.ICY EXECUTION

. :-3 ... fo1pl~m~nts goven1ing body aciiOH$.' in accordance With theintent of council ~ Supports.the actions of the governing b"ody'aftBr a decision ha~ been reached 1 both .

. insk:le ahd butsi.de the O.tganization · · · · . · •.

5 . Understand~; swpports, andehfo.rces lcioal _governmenrs _laws, polides 1 andordiii~tncias .... ~ f(,evlews or~h1ance and pofiby p~oqe~u~es· periodfoally to scigijest in1provements tnlheir

. . : ·.·. ·.··. . . .. .

5. effectiveness · · ·

- · -·. -· om~rs wotk~ble alternatives to fhe governing body.for ~h,anm~s lh taw or policy_ when an . · . . . . .

. exfating rJ.citicy or ordiriahce is no fori,ger practical

. Add th~ values from above and entetfh~ ·~ubtot~L;2 ~ + .5 = L score fort.his category

Pages <if 7 lnltialsc.a#-

~ _. . .

.• 5. · ,R.EP()RTING

··s Pr9vl9e_s rag~larinforrriafi0tliUid :rep9fts to thegovemi~1g body concerning matters of .

. Jmportarice fo :th~ local governmeht usingtt1E? c1ty. pf1;9rter as guide . . '

.5_ Hesf;ionds in a Umely n1armer to requests from tf:l~: gp~eming body fo.r .special .reports

~Takes the·tnitiative to provide i11form~tion 1 adviC~, · ~nd reco~~mendations t('{the: · .

governing bbdy on matters that are non-routine and not admini$fratiVe. in. hatur~ . £ Re~offa produced by the rnan~ger are accura~ei comprehensive1 concise and written to

their intended audience

£ ~r~d~c~s-and handl~s reports in a "'way· tot~onvey ·them~sf>fige th~t :affairs o,f th~ : nrQahizaUon ate open t~ public scrutiny

. . . .

·a. ·ctTiZEN RELATIONS

2_ Responsive to requests frorl1 citiz~ns . J? · : b~moristrat~s a dedfoation to service· to the commuttilfa.nd it$ .citizens

-:~: Maintains a ·narpartisati a·pproa~h 1ndeallng with the news media· ··•· .. . . _£ N~~ts wifh and listens to m~J11bers.df the Mmmunlty to dl$cuss their concerns and ··

strives to understand their intet.~sf$ . . . .

. :5 . Gtv~s an approprii,;t(l e~orti~ ~a1.~la1n citi~en satisfaction Witli oilY serYices

1~ .~TAFFING · . .

.· _:j_ R,e¢ruits and retains {~ompete.nt personnel tor staff positions : .. 5"· .. Applies an -~PP·ropriate ievetofs(Jpe.rvisidn to iinpro~e · ~riy areas of ~ubstflnctard

5 : petf~rina'n(f~ : . : · . _ · . :. . . . . . . . . . . : : · . · .

.. __ . Stays 'aocurately informed and appropriately concerrn~d flPOL~templ{)y~e relations

•· _5_ Profe::>sionally manage~·the compensation and bem$fitS pl~n· ·. .. ·. . · .

. $ Promotes training and, de~elt:>pment oppprtunities forernploy~es- ~t ~n levels ~fthe· 9rg~bizaUon

Add the values from abov:e and.·enter the '.~tlbtotal .; d.. S"" +Ji= _:I_ score ; :~or this category

Pag~46f7 lrdtial~

8. s·uf>E'RVJSION . . . .. . . . __f2_ Encourages heads :oJ,~epf1rtm~nt~ fo make decisioi1s W!fhtn thelrJttri$~1totionswitD

. . . . : ..

·minimal city manager inVolvemeht1 yet maintain~ general control ofoper~tions by

. proyldibg th~ right amount of comrnun)cqtlorrtothe staff · · · · l 1il$tlJr$ corrfldence at~d l)tomotes rnmative in su.bardinates through supportive rath$r tl1filJ

. . . . . . . ·. . .· . . ..

fe$trictive contrpls fol~their prograrnswhlle still monitoring 9perations atthedepart!Yienf

... lever . _5_

1

. De~/elop~ ~nd main~ains a·Mendly and 1nfor£1lal relationship with the staff and work force

tn generall yet- mafrllafns the professional cUgnity of the city manager;1:s.offirni ·

5 SU stains OT. im prove$staff petfor~cmc~ by. eY~J uatlng the· perfo rn1ant~ Of staffJll~tnbers ,· . . 'aU~ast ~nnua lly, setting 'goaJS: a;n,d ~bjec~ives fOr them I periodically assessing. th~ir

C:- ptQg(eS:Si atJ{j PfOVldfng appropri~te ·f~edbq~k . . . _) __ ·_ En~9frrag~~: ieamwork1 . innovation, :an<feffecfive pfoblem"-solving among the sfpff

mernbe.rs

: . .

· f\actttie-valu~sJrom abo'Ve :antj ent~~ the s{Jbtotal ~ 5' + 5 =£:score for this ~ategory

· .. 9~- , FlflCAL MANAGEMENT

.·· ~Prepares. q bafanc~d l;Jwdget to provld~ $~rvfoe$ at a l~ve'fdfr{96'ted by coul1cU , · .

Z-,Makes t!ie best possible ·usia ~favailable funds, conscfous of the need to operate the

. .. local government effieiehtry and effectively . ·.

· .5' · · Pr¢p~re$: a budget and budgehlry recornmendatk>ns in :an intelligent and accessible . : . . .

. .: . . : .

- format .· . · ·· · ..

_:) . Ensures qclions anddeci$1qns reflecfilh approt>rf~te levefpfresponsibil(fy fer .financial

. e . p)~~~in~ :and ac6otuitabirity . . • ' ' . ·. ·. . .• .

· i_Appr9priq'te1,ymonttor~ and mantige$: fiscal ~ctlyities, _<lf the ·orgariizatioti

10. . COMMUN'ITY

. .·:?.· . Sha~~s ·restmnsibiii~y for addre:ssing the difficoft is~ues faci11g the.city

... 5 A\iofds unnecessary controversy . .

.5-- Coop~rates with neighboring, communities . ~nd the county . . . .

-2.._ Hefps the council addr~ss future needs and develop atieq uate pfa11s to address long .· ~~~· . . . ,.

: 5 · ~ooperates Witflothef regionai, state and federal QOVernmentflQ.enc.i~s

.·. . .· :

. - . ·.

· NARRATIVEEVALUATION .·

What would you id,enfify as the managerts.strength(s~, expressed in terms of the prin~i!W · . ()

results achieved ·during the rating period? ':I)Ct.¥L~ R ~ · Y.JC) D %4- 'f!Mt)(__ ~

ao ~ f: CL CtixU:t:tftf tl/J JCVW># ~UA-Ovi .o~ ~ fc; y(() cud - .

Pag~ ~ of1' 1l11tials _Cf1f--

. . . . .

What construqthie:~ug~estions orassistance ·can you offer the manager fo. enhance . .

perf9m1ance? ·_,.· -.-...+-t.~~.............-~-~--:--:-:----:-:"-.......___,,,..---,-..,..-----"---1--~\-'.--::::::;---" _.

What oth~t c·ofliments do you ·haveJor,the rnan$g_er; e.g., prio:rtt.ies; e~peictations, goals or . . . . .

objectlves"for the new 'rating period? ......... __ __.;.._ _________ - ___ _

•. C!dWu~J L wil1 Mb 'niil fj2a1Jii Cd: GLJ •. •.• .. · ..•. • .•

~~~b'. ~a_c;J- YnM"ijji> .. .. . tzt• .. . cKiA .

P~ge7of7 Initials~

City Manager Performance Evaluation ,E. D

APR 1 6 2015

City of Green Cove Springs ERSO -L ··

Danielle J. Judd

Evaluation Period: 1210112013 to 3/31 /2015

Van Royal Governing Body Member's Name



submitting this performance evaluation is Wed., 4/15/2015, 12 pm. Evaluations will be


Tuesday, 4/21/2015

Mayor's Signature

Date Date

INSTRUCTIONS

This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the following scale to indicate your rating of the city manager's pe1iormance.

5 =Excellent (almost always exceeds the pe1iorma.nce standard) 4::::: Above average (generally exceeds the performance standard) 3 =Average (generally meets the performance standard) 2 = Below average {usually does not meet the pertorrnance standard) 1 = Poor (rarely meets the pe1formance standard)

Any item left blank will be interpreted as a score of 113 = Average}'

This evaluation form also contains a provision for entering narrative comments] including an opportunity to ent~r responses to specific questions and an oppo.rtunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly.

Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page 1 enter the date the evaluation form was submitted. All evalu.ations presented prior to the deadline identified on the cover page will be summarized into a performance evaluation· to be presented by the governing body to the city manager as part of the agenda fo1" the meeting indicated on the cover page.

PERFORMANCE CATEGORY SCORING

1. INDIVIDUAL CHARACTERISTICS

J Diligent and thorough in the discharge of duties, "self-starter11

t£:r" Exercises good judgment

L/..s Displays enthusiasm. cooperation, and will to adapt

S- Mental and physical stamina appropriate for the position

'-/,S Exhibits composure, appearance and attitude appropriat~ for executive position

Page2 of 7

2. PROFESSIONAL SKILLS AND STATUS

~Maintains knowledge of current developments affecting the practice of local government.

, ma·nagement .

_!j__ Demonstrates a capacity for innovation and creativity ;/~

~Anticipates and analyzes problems to develop effective approaches for solving them

£Willing to try new ideas proposed by governing body members and/or staff

L Sets a professional example by handling affairs of the pu.blic office in a fair and impartial

manner

Add tile values from above and enter the subtota1;2 3.S..;. 5 =·fl score for this category

a. RELATIONS WITH ELECTED MEMBERS OP THE GOVERNING BODY

_::!_ Carries .out directives of the body as a whole as opposed to those of any one member or

minority group

_!j__ Sets meeting agendas that reflect the .guidance of the governing body and avoids

unnecessary 1nvolvement in adrninistrative·actions

__j__ Disseminates complete and accurate information equally to .all members in a timely

manner

_!l_ Assists by facilitating decision making without usurping authority

L/6esponds well to .requests, advice, and constructive criticism

Add the values from above and enter the subtotajlp,J~ 5 <.J L score. for this category

4. POLICY EXECUTION

S lrnplernents governing body actions In accordance with the intent of council

~ Supports the actions of the governing body after a decision has been reached, both

inside and outside the organization ---~ Understands, supports, and enforces local government's laws, poHcies, and ordi11ances

~Reviews ordinance c:md policy procedures periodically to suggest improvements to their

effectiveness .

'-5 Offers workable alternatives to the governing body for changes in law or policy when an

existing policy or ordinance is no longer practical

Page 3 of7

5. REPORTING

L.f'fProvides regular information and reports to the governing body concerning matters of

rmportance to the !oca·1 government, using the city charter as guide ~

~Responds in a timely manner to requests from the governing body for special reports

d_ Takes the initiative to provide information, advice, and recommendations to the

governing body on matters that are non-routine and not administrative in nature j/ ,.,..:;;---

~Reports produced by the manager are accurate, comprehensive, concise and written to

their intended audience .---~Produces and llandles reports in a way to convey the message that affairs of the ·

or!;lanization are open to public scrutiny

Add the values from above and enter the subtotal ;:i3 + 5 ~ ~ score for this category .,

6. CITIZEN RELATIONS

S-- Responsive to requests from citizens __.,. ~Demonstrates a dedication to service to the community and its citizens --- . ~Maintains a nonpartisan approach in dealing with the news n1edia

d.Jf~./reets with and listens to members of the community to discuss their concerns and

strives to understand their interests

~.S~ive.s an appropriate effort to maintain citizen satisfaction with city services

Add the values from abov~ and enter the subtotal 2-i._ + 5 == _.il score for this category

T. STAFFING

S--Recrliits and retains competent personnel for staff positions --- . ~Applies an appropriate level of supervision to improve any areas of substandard

performance

cfsStays accurately informed and appropriately concerned about employee relations

5,-- Professionally manages the compensation and benefits plan ?"

_S~- Promotes training and development opportunities for employees at all levels of the

organization 4iq dv

Add the values from above and enter the subtotal ;?.l/~ 5 = il score for this category

Page 4 of7

8. SUPERVISION

~ncourages heads of departments to make decisions Within their jurisdictions with

minimal city manag-er involvement1 yet maintains general control of operations by

_ . providing the right amount of communication to the staff

.±.____ lnstills confidence and promotes initiative in subordinates through supportive rather than

restrictive controls for their programs while still monitoring operations at the department

level

_±_Develops and maintains a friendly and Informal relqtionship with the staff and work force

in general 1 yet maintains the professional dignity of the city rnanager1s office

_j__ Sustains or improves staff peiiormance by evaluatihg the performance of staff members

at least annually. setting goals and objectives for theh\ periodically assessing their

progress) and providing appropriate feedback

_J___ Encourages teamwork, innovation, and effective problem-solvini;J among the staff

members

Add the values from above and enter the subtotal,.;:)/ + 5 = </ J_ score for this categorY

9. ____FISCAL MANAGEMENT .

~ Prepares a balanced budget to provide services at a level directed by council .

L/.~akes the best possible use of available funds, conscious of the need to operate the

, local government efficiently and effectively

_!:/____Prepares a budget and budgetary recommendations in an intelligent and accessible

format

_::/_ Ensures actions and decisions reflect an appropriate level of responsibility for financial

,--Planning and accountability ·

_L Appropriately monitors and manages fiscal activities of the organization

Add the values from above and enter the subtotaJ2/h ::: ¥£score for this category

Page 5of7

10. COMMUNITY

_!:}_ Sha~es responsibility for addressing the difficult issues facing the city .

~01ds unnecessary controversy ·

_J=._ Cooperates with neighboring communities and the county

~lps the council address future needs and develop adequate plans to address long.

term trends

S--Cooperates with other regional, state and federal government agencies

Add the values from above and enter the subtotal~ 5::::: .i/Cscore for this category

NARRATIVE EVALUATION

What would you identify as the manager's strength(s), expressed in terms of the principle

results achieved during the rating period? ~- ------------------

Wllat performance area(s) would you identify as most critical for improvement? _____ _

Page 6 of7 Initials()

What constructive suggestions or assistance can you offer the manager to enhance

performance?_....__ ___________________________ _

What other comments do you have for the manager; e.g., priorities, expectations, goals or

o~ectivesf~fuenewratingperiod?~~~~~~~--~~~~~~~~~~~~~

Page 7 of7 loiti~-

City Manager Performance Evaluation


Danielle J. Judd

Evaluation Period: 12/01/2013 to 3/31 /2015

Pam Lewis Governing Body Member's Name

C 41 E

APR 1 5. 2015

E·S



submitting this performance evaluation is Wed., 4/15/2015, 12 pm . Evaluations will be


Tuesday, 4/21/2015

~.~L,~. ciG,u_µ:xi Governing Body Member's Signature Mayor's Signature

Date Date

INSTRUCTIONS

This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard in that category. For each statement, use the folfowing scale to indicate your rating of the city manager1s pe1iormance.

5 = Excellent (almost always exceeds the pe1iormance standard) 4 = Above average (generally exceeds the performance standard) 3 =Average (generally meets the performance standard)

2 = Below average {usually does not meet the performance standard) 1 = Poor (rarely meets the pe1formance standard)

Any item left blank will be interpreted as a score of "3 = Average~'

This evaluation form also contains a provision for entering narrative comments, including an opportunity to enter responses to specific questions and an oppo.rtunity to list any comments you believe appropriate and pertinent to the rating period. Please write legibly.

Leave all pages of this evaluation form attached. Initial each page. Sign and date the cover page. On the date space of the cover page 1 enter the date the evaluation form was submitted. All evaluations presented prior to tile deadline identified on the cover page will be summarized into a performance evaluation· to be presented by the gove1~n_ing body to the city manager as part of the agenda for the meeting indicated on the cover page.


1. INDlVIDUAL CHARACTERISTICS

.. S Diligent and thorough in the discharge of duties, tlself-starter"

S Exercises good judgment

_5_ Displays enthusiasm, cooperation, and will to adapt

5 Mental and physical stamina appropriate for the position

--5___ Exhibits composure, appearance and attitude appropriat~ for executive position

Add the values from above and enter the subtotal -;).) -+ 5 = _!i__ score for this category

Page2of7 Initials~

2. PROFESSIONAL SKILLS ANO STATUS

5 Maihtains knowledge of current developments affecting the practice of local government.

ma·nagement

--2.._ Demonstrates a capacity for innovation and creativity

__5_ Anticipates and analyzes problems to develop effective approaches for solving them

_5_ Willing to try new ideas proposed by governing body members and/or staff

5 Sets a professional example by handling affairs of the pu.blic office in a fair and impa1iial

manner

Add the values from above and enter the subtotal J.S + 5 =· _f_ score for this category

a. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY

2 Carries out directives of the body as a whole as opposed to those of any one member or

minority 9roup

_2_ Sets meeting agendas that reflect the .guidance of the governing body and avoids

unnecessary involvement in adrninistrative·acUons

5 . Disseminates complete and accurate information equally to all members in a timely

manner

_2_ Assists by facilitating decision making without usurping authority

---2_ Responds well to requests1 advice, and constructive oriticisrn

Add the values from above and enter the subtotal JS- ~ 5 =___[__score. for this category

4. POLICY EXECUTION

_!i__ lrnplements governing body actions In accordance with the intent of council

-2_ Supports the actions of the governing body after a decision has been reached, botl1

inside and outside the organization

~ Understands, supports, and enforces local government's laws1 policies, and ordinances

--2_ Reviews ordinance qnd policy procedures periodically to suggest improvements to their

effectiveness

_22__ Offers workable alternatives to the governing body for changes in law or policy when an

existing policy or ordinance is no longer practical

Add the values from above and enter tile subtotal ).S' + 5 =~score for this category

Page 3 of7 Initials~

5. REPORTING

2-_ Provides regular information and reports to tl1e governing body concerning matters of

l"mportance to the !oca·I government, using the city charter as guide

5 Responds in a timely manner to requests from lhe governing body for special reports

.. 5 Takes the initiative to provide inforn1ation, advice, and recommendations to the

g'overning body on matters that are hon-routine and not administrative in nature

. S' Repo1is produced by the manager are accurate, comprehensive, concise and written to


_5__ Produces and handles reports in a way to convey the message that affairs of the

orf:jantzation are open to public scrutiny

Add the values from abo_ve and enter the subtotal ~5' + 5 =~score for this category

6. ClTIZEN RELATlONS

_5_ Responsive to requests from citizens

~ Dernonstrates a dedication to service to the community and its citizens

---5__ Maintains a nonpartisan approach fn dealing with the news 1Y1edia

__ I)' Meets with and listens to members of the community to dfscuss their concerns and


5 Gives an appropriate effort to maintain citizen satisfaction with city services

Add the values from above and enter the subtotal . ?r- + 5 = £ score for this category

7, STAFFJNG

~Recruits and retains competent personnel for staff positions

5 Applies an appropriate level of supervision to improve any areas of substandard

performance

___2 Stays accurately informed and appropriately concerned about employee relations

_5_ Professionally manages the compensation and benefits plan

5 Promotes training and development opportunities for employees at all levels of the

organization

Add the values from above and enter the subtotal ? r- + 5 =~score for this catego1y

Page4of7 Initials~

8. SUPERVISION

__5_, Encourages heads of departments to make decisions Within their jurisdictions with

minimal city manager involvement, yet maintains general control of operations by

provrding the right amount of communication to the staff t>

___;)__ 1 nstills confidence and promotes initiative in subordinates through supportive rather than

restrictive controls for their programs while still monitoring operations at the department

level

_S· Develops and maintains a friendly and informal relationship with the staff and work force

r:.: in genei·al 1 yet maintains the professional dignlty of the city manage1·1s office

2 Sustains or iniproves staff pe1iormance by evaluating the performance of staff members

at least annually. setting goals and objectives for thehl 1 periodically assessing their

progress, and providing appropriate feedback

_5 Encourages teamwork, innovation, and effective problem-solving among the staff

members

Add the value~ from above and enter the subtotal ~ S- + 5 = .5__ score for this category

9. F~CALMANAGEMENT

_5-. Prepares a balanced budget to provide services at a level drrected by counc'll ;

-5__ Makes the best possible use of available funds, conscious of the need to operate the

focal government efficiently and effectively

_.2_ Prepares a budget and budgetary recommendations in ~n intelligent and accessible

format

_5_ Ensures actions and decisions reflect an appropriate level of responsibility for financial

. planning and accountability ·

5 Appropriately monitors and mqnages fiscal activities of the organization

Add the values from above and enter the subtotal '?. S" + 5 = ___§____ score for this category

Page 5of7 Initial~

10. COMMUNITY

_ii_ Shares responsibility for addressing the difficult iss~es facing the city

_5_ Avoids unnecessary controversy

-2_ Cooperates with neighboring communities and the county

__2_ Helps the council address future needs and develop adequate plans to address long

term trends

_5_ Cooperates with other regional , state and federal government agencies

Add the values from above and enter the subtotal ~5 . + 5 =£score for this category


What would you identify as the manager's strength(s), expressed in terms of the principle

results 'achieved during the rating per'.od? Ji/\. s ' 0lL d d I s r ['? ·f e 5 s / 0 Vlt'.!. I J

d; I 13evi+J con s c_ien±1ous crnd. -foc..u.s ecl 1 () evertJ

di. ss Ee+ s ea~ h p r~Jc c+ . QY\ d cJvY • c~ p.._a_ .. i_e_s~-+h t'.- poss I b le -r-co 6 I e vv\ s a vt J op por+{,\_ n 1+1 G.S

'1 " '+-fur+ pr oJ ec..T . :5 b e h":s c0 Of' \<. e cl, YYl d-h od lcct I I '.j ·t-o wC<. V' d . Go m f2 \ e +-, n:) i-h e.,, \ 1st- lN e..

What performance area(s) would you identify as most critica l for improvement? ____ _

}'\J\ s I :r u_d d r fV'' fD r W\ 5 . tDel\ ., {) Cl. ll a V' ea. 5 o-f

her J ob.

Page6of7 In itial~


performance? VIA s . J ~l d d '1 s a \I) ext c e_wce l j ha. rd w Of' k : n5 l.AJtllfY\alCI. She. \ s ct_\ ~at\ S' ""~cu\ q~ I e.. to t?CLC•h D+ LLS o in 'i--\rt e ~ 1 +j t'.o u.vio l. .L ca vi' C -fti, n k o ·f-o 1n:J'\-h_ t A';'.) s he l o u_ l cl d o ±7) e Vl ha V\c e he r c Cl V' .v e VL ·f p e rf-or man c e j

What other comments do you have for the rnanager; e.g., priorities, expectations, goals or

o~ectivesforthenewrat~g period?~~~~~~~~~~~~~~~~~

Ii c 0 Vt+~{} u_e. m O\J Lif) ~ ·~o ('Wet V' d . t,u/ 'Q la Vl5 f-o bu_l l d a V\C?W L0a_s+t:t0~.+ec +·eeti.+~e11+-' p

1lt:(t.t_·+ -; ....

~, C ovi {£ v1 u e ·h c".JhC:t ·t-o u.p °Jf:?l.Je oit.-V' e lec+r,'c.. 1 o :S- r a st r u. c +-u v e ·

City Manager Performance Evaluation EC E

APR. 1 5 2015

.E 0 City of Green Cove Springs

Danielle J. Judd

Evaluation Period: 1210112013 to 3/31/2015

Mitch Timberlake · Governing Body Member's Name



submitting this performance evaluation is Wed., 4/15/2015, 12 pm . Evaluations will be


Tuesday, 4/21/2015

Governing Body Member's Signature Mayor's Signature

April 15, 2015

Date Date

INSTRUCTIONS

This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a behavior standard rn that category. For each statement, use the following scale to indicate your rating of the city manager's

performance.

5 = Ex ceUent (almost always exceeds the performance standard)

4 = Above average (generally exceeds the performance standard)

3 = Average (generally meets the performance standard)

2 = Below average (usually does not meet the performance standard)

1 = Poor (rarely meets the performance standard)

Any item left blank will be interpreted as a score of "3 == Average11

This evaluation form also contains a provision for entering narrative comments!

including an opportunity to ent~r responses to specific questions and an opportunity to

list any comments you believe appropriate and pertinent to the rating period. Please

write legibly

Leave all pages of this evaluation form attached. Initial each page. Sign and date the

cover page. On the date space of the cover page, enter the date the evaluation form

was submitted. All evaluations presented prior to the deadline identified on the cover page will be summarized into a pe1formance evaluation to be presented by the

governing body to the city manager as part of the agenda for tile meeting indicated on

the cover page.


1. INDIVIDUAL CHARACTERISTICS

_5_ Diligent and thorough in the discharge of duties, nself-starter11

_ 5_ Exercises good judgment

_5_ Displays enthusiasmj cooperation, and will to adapt

_ 5_ Mental and physical stamina appropriate for tile position

_ 5_ Exhibits composure, appearance and a.ttitude appropriate for executive position

Add the values from above and enter the subtotal~ + 5 = _ 5_ score for this category

Page 2 of 7 Initials~

2. PROFESSIONAL SKILLS AND STATUS

_ 5_. _ Maihtains knowledge of current developments affecting the practice of local government

management

_ 5_ Demonstrates a capacity for innovation and creativity

__ 5 _ Anticipates and analyzes problems to develop effective approaclles for solving them

_5_ Willing to try new ideas proposed by governing body members and/or staff

_5_ Sets a professional example by handling affairs of the pu.blic office in a fair and. impartial

manner

Add the values from above and enter the subtotal~ -:- 5 = _5~ score for this category

3. RELATIONS WITH ELECTED MEMBERS OF THE GOVERNING BODY

_ 5_. _Carries out directives of the body as a whole as opposed to those of any one member or

minority group

_5_ Sets meeting agendas that reflect the guidance of the governing body and avoids

unnecessary involvement in administrative actions

_ 5_ Disseminates complete and accurate information equally to all members in a timely

manner

_ 5_ Assists by facilitating decision making without usurping authority

_ 5_ Responds well to requests, advice, and constructive criticism

Add the values from above and enter the sL1btotal ~ + 5 = _ 5_ score for this category

4. POLICY EXECUTION

_ 5_ Implements governing body actions in accordance with the intent of council

_5_ Supports the actions of the governing body after a decision has been reached , bott1

inside and outside the organization

_5_. ~ Understands, supports, and enforces local government's laws, policies, and ordinances

_ 5_ Reviews ordinance qnd policy procedures periodically to suggest improvements to their

effectiveness

_ 5_ Offers workable alternatives to the governing body for changes in law or policy when an

· existing policy or ordinance is no longer practical

Add the values from above and enter the subtotal~+ 5 = _ 5_ score for this category

MT Page 3 of 7 Initials

5. REPORTING

_5

_ Provides regular information and reports to the governing body concerning matters of

importance to the rocal government, using the city charter as guide

__ Responds in a timely manner to requests from the governing body for special reports

_ 5_ Takes the initiative to provide information, advice, and recommendations to the

governing body on matters that are non-routine and not administrative in nature

~ Reports produced by the manager are accurate, comprehensive, concise and written to


_5_ Produces and handles reports in a way to convey the message that affairs of the

organization are open to public scrutiny

1f Add the values from above and enter the subtotal -2.!!___ + 5 = _i__ score for this category

6.. CITIZEN RELATIONS

_ 5_ Responsive to requests from citizens

_ 5_ _ Demonstrates a dedication to service to the. community and its citizens

~-~5 _ _ . Maintains a nonpartisan approach in dealing with the news media

~Meets with and listens to members of the community to discuss their concerns and


_5

_ _ Gives an appropriate effort to maintain citizen satisfaction with city services

Add the values from above and enter the subtotal ~ .:- 5 ·:::; _s~_ ........... score for this category

1. STAFFING

~Recruits and retains competent personnel for staff positions

_ 5_ Applies an appropriate level of supervision to improve any areas of substandard

performance

__ 5_ Stays accurately informed and appropriately concerned about employee relations

_s_ Professionally manages the compensation and benefits plan

_s_ Promotes training and development opportunities for employees at all levels of the

organization

Add the values from above and enter the. subtotal~ + 5 = _5_ score for this category

Page4of7 Initials~

8. SUPERVISION

_5_ Encourages heads of departments to make decisions within their jurisdictions with

minimal city manager involvement, yet maintains general control of operations by

providing the right amount of communication to the staff

___ 5~ lnstills confidence and promotes initiative in subordinates through supportive rather than

restrictive controls for their programs while still rnohitoring operations at the department

level

_5_ Develops and maintains a friendly and informal relationship with the staff and work force

in general. yet maintains the professional dignity of the city 111anager1s office

_5_ Sustaf ns or improves staff performance by evaluating the performance of staff members

at least annually, setting goals and objectives for them, periodically assessing their

progress, and providing appropriate feedback

_5_ Encourages teamwork, innovation. and effective problem-solving among the staff

members

Add tile values from above and enter the subtotal~ + 5 = _5_ score for this category

9. FISCAL MANAGEMENT

_5_ Prepares a balanced budget to provide services at a level directed by council

_ 5 _ _ Makes the best possible use of available funds, conscious of the need to operate the

local government efficiently and effectively

_5_ Prepares a budget and budgetary recommendations in an intelligent and accessible

format

_5~- Ensures actions and decisions reflect an appropriate level of responsibility for financial

planning and accountability

_ 5 _ _ Appropriately monitors and manages fiscal activities of the organizatio11

Add the values from above and enter the subtotal ~ + 5 = _5_ score for this category

Page 5 of 7 Initials~

10. COMMUNITY

_5_ Shares responsibility for addressing the difficult issues facing the city

_ 5_ Avoids unnecessary controversy

_ 5_ Cooperates with neighboring communities and the county

_ 5_ Helps the council address future needs and develop adequate plans to address long

term trends

_ 5_ Cooperates with other regional, state and federal government agencies

Add the values from above and enter the subtotal~ + 5 = _ 5 _ _ . score for this category


What would you identify as the manager's strength(s), expressed in terms of the principle .

results achieved during the rating period? ------------------The budget is the central guiding document in the execution of the City's priorities. The City Manager does an

excellent job preparing staff and Council for development of the budget, presenting balanced budget options that

reflect the various members preference, and responding to questions. Once confirmed, the City Manager provides

regular updates and alerts should revenues or expenses vary from plan. This was evidenced in handling the rapid

decline in Red Light revenue and making corresponding adjustments to assure we operated within budget.

City Manager did an excellent job with the Chief managing the new PD project to come in on time and under budget.

Wllat petionnance area(s) would you identify as most critical for improvement? _____ _



perrormance? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Remain focused on the goal of the City we want to become. Naysayers will always be there and may become

some of the best supporters.

What other comments do you have for the manager; e.g., priorities, expectations, goals or

o~ectivesforthenewrating period? ~~~~~~~~~~~~~~~~~~~~~

Remain focused on helping move GCS into the 21st Century. Our future success depends on moving to become

the City we want to become, leveraging, but not dwelling in the past.

Continue working with the County to mitigate their plans to allow the location of adult entertainment establishments

on our doorsteps.

Continue promoting annexation to expand our boundaries and tax base.

Continue promoting economic opportunities for and within the city.


City Manager Performance Evaluation


Danielle J. Judd

Evaluation Period: 12/01/2013 to 3/31/2015

Governing Body Member's Name

APR 1 5 2015 PE' Jso· ..rEL



submitting this performance evaluation is Tues., 4/15/2015, 12 pm . Evaluations will be ·


Tuesday, 4/21/2015

Go erning Body Me er's Signature Mayor's Signature

fP!t,6 f S P-iJ/5 Date

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FOR MEETING OF APRIL 1, 2-014

SUBJECT: City Manager Performance Goals

BACKGROUND: On January 28, 2014, the Mayor and Council completed its annual performance review of the City Manager that culminated with the negotiation of a two-yeal'_ contract that was approved by the Council on a 4-1 vote at the Mal'ch 4, 2014 Council meeting. On March 18, 2014, the Council discussed new goals fot the upcoming year. The meeting concluded~ with a direction to the Cily Manager, to l'eporl back to the Council at its next meeting with an organized listing of goals that she felt were 1'e{t//stlc and achievable for the next yea1· given the conm1ents presented this evening by various members of the Counoil.

The following listing represents that summation, along with suggestions from the City Managei'i This document sets a framewOl'k for five (5) key areas and is subject to change, should the Council desire to set other key areas of emphasis, in lieu of those outlined below. It should be noted that progress has begun on some of these tasks. As in pl'evious yeat•s, Goals were established in concel'l with Department Directors.

I.. QUALITY OF LIFE

GOAL l: SPRING PARK

lMPLBMENTATlON MBASURES TEAM LEADER: MIKE NULL, AsSIS'l'ANr CITY MANAOmVPUBLIC WORKS DIRBCTOR

~Master Plan -Organize all components located within ihe site to include additions such as canoe launch, it'ail c01mectivity ~ Old City H~ll - Demolish existing structure and constrqction of new structure ~ Swimming Pool~ Coordinate with Old City Hall ~Old Police Station-Adapt complementary use, revenue potential ~ Pier Improvements~ Expand docking capabilities

GOAL2: AUGUSTA SAVAGE ARTS & COMMUNITY CENTER, INC. (ASACC} IMPLEMENTATION MEASURES TEAM LEADER: DANIBLLB J, JUDD, CITY MANAGER

~ ASACC - Capital Improvements: Focus on completjng Classroom (int~rior and t'OOfs) and Cufeteria, aka T. R. Marie Auditorium (interior), Ball Field physical amenities ~Governance - Address ASACC, Inc. not .. fo1• .. profit role and expectations with the City~ along

with Agl'eement ~ Summer Camp Program - Collaborate wit11 Bdght Minds Youth Development, Inc. and Clay

County School Board ~Leases- Update Head Start and Food Pantry Agreements

Poge I of 3

I

GOAL3:CODEENFORCEMENT lMt>LEMENTATION MEASURES TEAM LEADER: PAUL FBLKBR, CODE ENFORCEMENTOPFlCP..R

~ CUl'b Appeal - Continue compliance effo11s along gateway conidors, substandal'd housing~ international prope1ty maintenance code, non .. conforming signs~ abandoned property

II. ECONOMIC DEVELOPMENT

GOAL 4: COMMUNITY REDEVELOPMENT AGENCY (CRA) IMPLEMENTATION MEASURES TEAM LBADER: JANIS FLEET~ AlCl\ DEVELOPMENT SBHVlCES DIRECTOR

..-CRA - Adopt Finding of Necessity (FON)~ Adopt Redevelopment Plan~ Establish Capital Improvement Schedule that includes downtown business distdct, gateway and MLK corridors ~Business Retetltion & Attraction ~ Continue with incentives, replace anchor tenant at

Magnolia Layne, .fostel' Bttsiness League activities~ develop southern industrial sites

GOAL 5: ANNEXATION IMPLEMENTATION MEASURES TEAM LEADER! .TANIS FLEET, AlCP, DEVELOPMENT SERVICES DIRECTOR

~ Annexation - Continue dialogue with willing businesses, pl'ovide fiscal and pl'Ogram analyses, highlight intergovemmenta1 cooperation on service delivery~ adopt 01·<linances based on policy direction

III .. HUMAN RESOURCES

GOAL 6: WAGE STUDY

IMPLEMENTATION MEASURES TBAM LEADER~ CYNTHIA HUNTER) HUMAN RESOURCES DIRECTOR

•Wage Study- Recommendation, implementation Schedule~ fiscal hnpacts

IV. FINANCE

GOAL 7: COST ALLOCATION STUDY IMPLEMENTAT\ON MEASURES

TBAM LEADER: MARLENA GUTHRlE~ FINANCE DIRECTOR

~ Cost Allocation Plan - Review funding splits, recommendation, fiscal impacts

Page 2 of3

GOAL 8: ELECTRIC CODE REVISION

IMPLEMENTATION MEASURBS TEAM LEADER: MARK SCHULTZ, ELECTRIC UTILITY DIRECTOR

~Code of Ordinances, Chapter 78~ Utilities-Art.icle lI Electric Utility, revise all Sections, adopt Ordinance

V. INFRASTRUCTURE!BELTWAYPREPARATIONS

GOAL 9: WASTEWATER TREATMENT PLANT (WWTP) lMPLEMENTAllON MBASURES TEAM LEADER: MTKB NULl-1, ASSISTANT CITY MANAGER/PUBLIC WORKS DIRECTOR

~ Mastel' PJan - Engage engineer, facility siting, rate review, adopt Orditrnnce

RECOMMENDATION: Consider suggested five (5) key areas and associated nine (9) goals prepared by the City Manager for completion during the period April 2014.,... March 2015.

MOTION: Adopt key areas and goals covering the period April 2014- Maxch 2015.

SUBMITTED BY:

Danielle f}uct~!_5Jty Manager

Page 3of3

CITY MANAGER

GENERAL DESCRIPTION

Highly responsible administrative, professional work involved in managing all functions of the City. The person in this position is appointed by the City Council as the chief administrative officer, who is responsible for directing and supervising the administration of all departments, offices and agencies of the City, except as otherwise provided by the City Charter or by state or federal law.

REPORTING RELATIONSIDPS

Reports to: City Council

Supervises: Department Heads

ESSENTIAL POSITION FUNCTIONS

1. Appoints, and when he/she deems it necessary for the good of the City, suspends or removes all City employees and appointed administrative officers. May authorize any administrative officer who is subject to his/her direction and supervision to exercise these powers with respect to subordinates in that officer's department, office or agency.

2. Directs and supervises the administration of all departments, offices and agencies of the City.

3. Attends all Council meetings and shall have the right to take part in discussion but may not vote.

4. Enforces all laws, provisions of the Charter and acts of the Council subject to enforcement by him/her or by officers subject to his/her direction and supervision.

5. Prepares and submits annual budget, budget message and budget ordinance. Prepares and submits a five-year capital program, which enumerates the projected improvements and projects in an order of priority, the proposed source of financial support in relationship to each enumeration. Projected costs shall be expressed in terms of dollar amounts, millage when ad valorem tax is proposed, or percentage of the revenue source proposed as supp01i.

6. Submits to the Council and makes available to the public a complete report on the :finances and administrative activities of the City at of the end of each quarter, as well as each fiscal year.

7. Supervises and is responsible for the disbursement of all monies and has control over all expenditures to insure that the budget appropriations ·are not exceeded. Expenditures of over fifteen thousand dollars ($15,000) shall be approved by the City Council. The City Manager may authorize expenditures of up to fifteen thousand dollars ($15,000) provided the same are budgeted expenditures, but the

CITY MANAGER Page2

City Council shall have the authority to set a lesser amount for the maximum authorized expendittire by the City Manager.

8. Makes such other reports as the Council may require concerning the operations of the City departments, offices and agencies subject to his/her direction and supervision.

9. Keeps the Council fully and continuously advised as to the financial condition and future needs of the City and makes recommendations to the Council concerning the affairs of the City as he/she deems desirable.

10. Signs contracts on behalf of the City pursuant to the provisions of appropriations ordinances with approval of the City Council.

11 . Performs such other duties as are specified in the Charter or may be required by the Council not inconsistent with the Charter.

12. Develops and keeps cunent an administrative code for· the purpose of implementing ordinances passed by the City Council.

13 . Sees that all terms and conditions of any public utility franchise are faithfully kept and performed and reports any violations of the te1ms and conditions of any utility franchise to the City Council and the City Attorney.

14. Supervises the issuance of City licenses and collects · all special assessments, license fees and other revenues of the City and receives all monies due the City from county, state and federal governments. Also, pursues and obtains these monies made available to the City from state and federal grants and similar sources.

15. Maintains a general accounting system for the City government and each of its offices, departments, and agencies and exercises financial budgetary control over same.

16. Obtains competitive bids as so prescribed in the Charter, City ordinance, or state law.

17. In the event of war, riot, civil commotions or natural disasters the City Manager may authorize reasonable and necessary emergency expenditures and during such emergency the City Manager shall be temporarily recognized as head of the City govemment.

MINIMUM QUALIFICATIONS

KNOWLEDGE, SKILLS AND ABILITIES

• Considerable knowledge of finance, administrative and management concepts and practices.

• Considerable knowledge of modem business methods and procedures as applied to City government.

• Ability to delegate authority and responsibility.

CITY MANAGER Page3

• Ability to create a positive image to the public relative to the City and its programs.

• Ability to establish and maintain effective working relationships with the City Council, department heads, employees, the general public, professionals and representatives from other governmental agencies.

• Ability to communicate effectively orally and in writing with the public and ·business and civic groups.

• Ability to present ideas and programs orally and in writing.

EDUCATION AND EXPERIENCE

Requires Bachelor's Degree in Public Administration, Management, Engineering or a related field from an accredited college or university. Must have at least three (3) years of demonstrated management experience as a city or county government chief executive officer, an assistant city manager or deputy city manager or in a senior management position with a like size organization and significant work in the public sector. A Master's Degree may be substituted for one (1) year of the required experience.

LICENSES, CERTIFICATIONS, OR REGISTRATIONS .

Must possess a valid Florida Drivers License.

ESSENTIAL PHYSICAL SKILLS

• Good vision (with or without correction) • Good hearing (with or without correction) • Ability to operate a motor vehicle

ENVIRONMENT CONDITIONS

• Works inside, some work out-of-doors visiting City staff on location.

SELECTION GUIDELINES

Formal application, rating of education and experience, and oral interview. A thorough background investigation shall be conducted by the City Council, including former employment, references, credit check and criminal identification check prior to offer of employment. A written report shall be prepared and shall be permanently filed in the City records.

CITY MANAGER Page4

The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them · from the position if the work is similar, related or a logical assignment to the position.

The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and

·requirements of the job change. Reasonable accommodations will be made for otherwise qualified individuals with a disability.

Approval:____.__.__..~~/1At!-ff-.:..----'---:;L_~_· -'--'--·,...<---~-----<.~ _t.1.-=--_Approval: (sJ 4VY"N-_tfl~,(,(.~ ~Hersom1e1 ' . Mayor r .

Effective Date: November 20, 2012

Documents

SUPPLEMENTAL AG ENDA1. City Council review and approval of City Manager Danielle Judd's 2015 Performance Evaluation and setting forth Goals and Objectives for the April 1, 2015 through