City Council Packet - 12/07/1981 TIGARD CITY COUNCIL - AGENDA PUBLIC NOTICE: Anyone wishing to speak on
SPECIAL & EXECUTIVE SESSION MEETING an agenda item needs to sign their name on
DECE'-BER 7, 1981. 7:30 P.M. the appropriate sign-up sheet(s) . If no
TIGARD CITY HALL sheet is provided, ask to be recognized by
12755 SW ASH AVENUE, TIGARD the Chair.
1. SPECIAL MEETI`:G:
1.1 Call To Order and Roll Call
1.2 Pledge of Allegiance
1.3 Call to Audience, Staff and Council For Non-Agenda Items Under Open Agenda
2. EXECUTIVE SESSION: Per ORS 192.660 (1) (i) to "Review and evaluate, pursuant to
standards, criteria and policy directives adopted" as to the "performance of the
Chief Executive Officer". (City Administrator)
2.1 Review of Goals, Criterion and Groundrules: Helen Terry
2.2 Administrator's Progress Report: Bob Jean
2.3 Coaching Review of City Administrator's Performance: Council
2.4 General Discussion With Council and Administrator: Helen Terry
3. OPEN AGENDA: Consideration of Non-Agenda Items identified to the Chair under item
1.3 will be discussed at this time. All persons are encouraged to contact the City
Administrator prior to the meeting.
4 . ADJOURNMENT
PLEASE. NOTE MEETING LOCATIOA; AT CITY HALL.
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TIGARD CITY COUNCIL
SPECIAL MEETING MINUTES
DECEMBER 7 , 1981, 7 :30 PM
CITY HALL
1 . ROLL CALL: Present: Mayor Wilbur Bishop; Concilman John Cook,
Councilwoman Nancie Stimler; Councilman Ken Schekla;
City Administrator Bob Jean; City Attorney Ed
Sullivan.
2. CALL FOR OPEN AGENDA:
(a) City Attorney requested Executive Session for items under
ORS 192.660 (1) (h) (i) regarding potential litigation on
matters regarding records exempt from disclosure.
(b) Bob Jean requested approval of a contract for architectural
services,made item 3 (a) .
(c) City Attorney Sullivan requested time to make a report on
metropolitan housing rule, made item 3 (b) .
(d) Mayor Bishop requested time to make a comment on Christmas
tree lights, made item 3 (c) .
3 . The Council then took up the open agenda items .
(a) Bob Jean advised the Council to adopt the American
Institute of Architects standard form contract with Brun,
Moreland & Christopher, Architects, as presented by him
to Council that day for a sum not to exceed $1,000 and
based upon an hourly rate set forth in the contract.
Motion by Councilwoman Stimler to approve the contract,
seconded by Councilman Cook. Passed unanimously .
(b) City Attorney Sullivan reported on the Goal 10 Rule under
consideration by LCDC implementing the metro housing
expectations from the metro UGB acknowledgment and other
proceedings regarding city and county plan reviews in
contested cases in the Portland metropolitan area
which were, pursuant to HB 2225, required to be codified
by LCDC. LCDC will be advised by DLCD to codify past
policy, rather than to break new ground, a position
previously taken by DLCD. The current direction is
for a more regional strategy, rather than a state-wide
planning direction. There also exists the possibility
of an exception in the process , which the city was not
likely to qualify for - neither was any other city or
county in the metropolitan region, in the estimation
of the City Attorney.
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Discussion f,-)llowed and the concern was expressed that
the city may be locked into 10 units per net residential
acre, as stated by Councilwoman Stimler, rather than as
the ci }y had Ai —4—A i n i i.Yc plan for a
6-10 unit per acre maximum density.
After further discussion, it was decided that the City
Attorney should either appear at the LCDC meeting or
prepare a letter to be included in the record indicating
the city' s concern over the housing density in which it
was placed and giving further praise and concerns where
warranted. Council passed on to the next agenda item.
(c) The mayor indicated that Tigard had some Christmas tree
lights on a tree in a state right-of-way median, across
from St. Anthony' s These lights were apparently
originally placed on the trees by the Fire District
some years ago and the question was whether the city
should get the old lights and move them to the City Hall
front. The mayor and council asked City Administrator
Jean to get the lights either for the City Council front
or for the median island, but not to get new lights .
The mayor also suggested that the bi-centennial plaque
be placed inside Liberty Park.
A gentleman from the audience asked about the ability
of the city to plan outside its boundaries . After some
discussion, City Administrator Jean told the gentleman
that the city plan seeks to be an active, rather than
a complementary plan, and therefore would seek to be
effective outside the city boundaries but within the
city' s planning area. The gentleman appeared to be
satisfied with that response.
The Council then moved into Executive Session at about
8 :30 p.m. and then considered item 2 on its agenda.
The Council left Executive Session at 11 :03 p.m.
Bob Jean said that the assessment center for the
Administrative ..Assistant positions had taken place that
past weekend, and ended with Linda Sargeant participating
and doing quite well . Helen Terry remarked that Ms . Sargeant
had done very well over the last six months .
Mayor Bishop then asked if the City Council should take
action on the items considered at the Executive Session
as it promised a 3-month review to the citizens . Council-
woman Stimler said that Administrator Jean had done well
in the last three months and, in her estimation, got an
"S" in each evaluation level.
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_ After some discussion as to what should be contained in a
city evaluation, the Council agreed to use only the first
nage of the evaluation report and to include�under hitem
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1 the memorandum of the expec:t-a`rc..
Administrator, dated October 21, 1981, from which a work
plan would be devised and, with regard to item 2 on that
same page, to note that Mr. Jean had received a satisfactory
rating in each and every category . The Council observed that
at a 6-month period after employment, Mr. Jean would be given
a 1 through 5 rating, rather than the "S"/"NI" rating used
in the Executive Session. Councilman Cook moved to so
utilize the first page of the City Administrator 's evalua-
tion, seconded by Councilwoman Stimler . Motion passed
unanimously. The Council then adjourned at 11 :23 p.m.
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TIGARD CITY COUNCIL SPECIAL MEETING
EXECUTIVE SESSION MINUTES
DECEMBER 7, 1981, 7 :30 PM
CITY HALL
2 . Upon moving into Executive Session at 8 :30 p.m. , under ORS
192 .660 (1) (h) , the Council considered the City Attorney 's
request for possible enforcement of the Tigard "Green River"
ordinance against WMI, Inc. , per the City Attorney 's memorandum
dated December 7, 1981. The City Attorney explained that
individual employees or agents of WMI had apparently been
violating the Green River ordinance but there is an apparent
enforcement problem due to the fact that only the agents or
employees are caught, rather than the executives who may well
be directing these employees or agents . Lt. Kelly Jennings ,
of the Tigard Police agreed that the process of citing the
individual violators may not be effective . The City Attorney
then presented the alternatives, which were (1) to file for an
injunction in Circuit Court; (2) devise procedures for business
license revocation, including hearings before hearings officers ,
with appeal to Council, all of which would require an amendment
to the business license ordinances of the city; or (3) continue
the present criminal penalties approach.
After discussion. the Council, by concensus , instructed staff
to prepare revocation procedures by ordinance and also to
write a letter to WMI insisting that they cease and desist
their activities immediately .
The meeting then recessed for a short time at 8 :53 PM.
The meeting reconvened at 9 :05 p.m. at the mayor 's call .
The mayor then turned the meeting over to Hel=n Terry for
item 2 of the Council 's agenda - the progress review of
the City Administrator.
Helen Terry asked if a performance evaluation form had been
adopted previously by City Col:ncil and was told that the
Council had so adopted the form and that it was in her
materials .
Ms. Terry then asked about the 6-month review and confirmed
that the 3-month review was a checkpoint for a "steering. "
Council then noted that it had adopted Council priorities
and suggested that Administrator Jean go over the numbers
4 and 5 priorities as a basis for his 6-month review.
Bob Jean noted that the mayor had asked for the former
City Administrator's evaluation criteria and said that
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_ he would be more comfortable with them being adopted at a
regular Council meeting or used as a part of his "coaching"
under this portion of the agenda. Helen Terry agreed.
The Council then went through the list of "management per-
formance evaluation" criteria.
--oral communications - Councilman Schekla said that the
Administrator had received an S+ rating and Councilwoman
Stimler agreed. Mayor Bishop said, jokingly, that if you
stop him from talking, the City Administrator was great and
Councilman Schekla said that the City Administrator tended
to oversell his points. Councilwoman Stimler said that she
would rather have more information than not enough informa-
tion and Mayor Bishop felt that the Administrator was always
ready with the facts .
Administrator Jean responded that he was not getting enough
signals on when to stop talking and that he will try to keep
giving the Council information until he gets "the look. "
--Written communications - The mayor said he had a concern
on the Tigard update but the City Administrator replied
that there has not been one since approximately November 1 ,
but that he would continue it as an internal communication
between Council and staff.
Administrator Jean asked for comments on his memos and
written communications . All appeared to agree that these
materials were good and complete and complimented him for
getting other staff to do written reports .
--Leadership - John Cook said that the Administrator was great
bringing staff and appointed boards and commissions along and
getting items "to a head. " All agreed that these matters
were coming along. " Councilwoman Stimler said that the
leadership work is not in getting Council to take a position,
but in getting staff and the community to take positions .
d that he tries to get policy items
Administrator Jean sal
to Council. Councilwoman Stimler said the the Council is
there to make policy decisions and that Jean should get
things done at a staff and board and commission level . John
Cook added that the community goal-fixing process finally
has meaning and he is pleased about it. Helen Terry then
asked Council whether the Administrator gave them sufficient
alternatives and was told that he did.
The next items concerned problem-solving/decision-making;
innovation/ingenuity/creativity; planning/organization; and
interpersonal sensitivity . By consensus , Council found all
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of these matters to be satisfactorily carried out by the
y Administrator. It was stressed that it might take more time
to deal with the community, which is less familiar with Mr.
Jecati. Counci.livan Scnekla also stressed that the staff was
more polite and dressed better since the City Administrator
came on the scene and Mr. Jean stated that he felt his dress
and wanner can be seen as an example.
--Management control - Administrator Jean said he felt he needs
improvement here because he put these matters off, feeling that
there are too many instances of crisis-management going on now.
There is no management system in place, despite his 200% effort.
But he is working on things - e .g. , he understands the budget.
--Adaptability and flexibility - Councilwoman Stimler said that
the recall effort really tested Bob Jean's mettle. Jean replied
that he appreciated that no person on Council told him how to
do his job and said that he values integrity above all other
qualities . Councilman Schekla said that he too was impressed
by Mr. Jean's honesty.
--Stress tolerance - Helen Terry said that Bob Jean held up
for eight hours of her testing and wanted to see if he did so
for three months before the City Council .
Councilwoman Stimler said that his stress tolerance was
remarkabiy good, especially in private . Mayor Bishop said
the same and that the recall was the best test of that stress
tolerance .
After the close of the formal evaluation process , Helen Terry
indicated that she was pleased with the process of identifica-
tion of problems and good points, as well as the results of
the testing. She added that Bob Jean had done hi.; own evalua-
tion and had his own comments . Councilwoman Stimier indicated
that she was pleased with the materials brought back from the
League of Oregon Cities and the ICMA conference, which was
rephrased by Helen Terry that Tigard wants to grow with new
ideas, rather than remain in a status quo position, and that
these materials were helpful in that regard.
Helen Terry suggested a chart of "four and five" priority goals
for the city as well as a progress report before the 6-month
review, along with any new criteria the Council may wish to
use. Councilman Cook suggested that the city keep the present
goals at least one time around. Helen Terry said that she
heard from the Co,ii,cil 's remarks that Bob Jean was on course .
Bob Jean wanted to review the retreat goals . He said review
of the staff level and positions was only 25% complete and he
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wanted to get more information to Council by budget time. As
for block grants, that work has been done. As for space needs,
it was resolved for the short-term, but in the long-term he is
having difficulty with the Civic Center Commission work in
resolving this matter, plus the renegotiation of the library
"case. Councilwoman S3.-.�i mle�- suggested ex-r _ng
the
library at the west end to the Western Oregon Marine area.
Bob Jean said that he wanted a solid base before moving on
that issue and would look to other options, such as a temporary
building. As to local improvement districts, he has done some
housekeeping items, but there were policy items for Council
to consider in the near future . As to NPO's, there were
inactive ones re-established and progress is being made. As
to boards and commissions , he feels he is about half-way there.
Bob Jean marked himself low on written communications , due to
the past lack of written materials to Council . As to inter-
personal sensitivity, he wants a better internal communications
system within City Hall and encouragement for more employees
to bring in complaints for clarification, rather than cir-
cumventing the chain of command. He suggested that the more
active people in the community whom he has not met should be
pointed out to him by Council members , so that he can be more
active in the community.
Bob Jean said his theme and goals were to : (1) pull Tigard
together as a city (e.g. , to get more consensus on annexation
policies) and would prefer further policy direction from
Council; (2) he would like to develop an economic strategy
for the community, especially in the light of the lack of
new I-5 and 217 corridors in the city . The good tax rate
the city has been experiencing may not last much longer-
(3) Bob would also like to follow-up on the Tracy report;
and (4) Bob would like a resolution of issues with the water
districts a subject for further direction in future Council
sessions . He also suggested publications of the scores
in his evaluation, without attribution.
The Executive Session adjourned at 11 :03 PM.
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Consultation with Counsel.—Executive sessions may
be held to consult with counsel regarding "legal
rights and duties of a public body with regard to
current litigation or litigation likely to be ifs
filed. " ORS 192.660( 1 ) (h) . It should be noted
that communications in written form from a deliber-
ative body' s attorney, giving advice in the course
of professional employment, would be covered under
the "exempt records" provision discussed above.
ORS 192.500(2) (h) ; ch. 892 , sec. 32, 1981 Oregon
Laws (new evidence code, rule 503) . f
- Employe Performance Evaluation.—Executive sessions
may be held to "review and evaluate, pursuant to
standards, criteria and policy directives adopted i.
by the deliberative body, the employment-related s
performance of the chief executive officer of any
public body, a public officer, employe or staff j
member. " ORS 192.660( 1) (i) . If the person being
reviewed requests , an open hearing must be held.
ORS 192.660( 1 ) (i) requires the standards criteria
and policy directives usel in hiring or evaluating
chief executive officers to be adopted in public +
meetings in which there has been opportunity for
public comment. No mention is made of how the
standards, criteria and policy directives for other
1employes are to be made. �m
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After a Meeting.—The open meeting law includes a
requirement that written minutes giving "a true
reflection of_ the matters discussed at the meeting
and the views of the participants be avail-
able to the public within a reasonable time after !
the meeting. " See pages 14_ nd__a15 for+further
discussion of minutes.
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December 3, 1981
MEMORANDUM
To: Mayor and Council Wd
From: Bob Jean, City Administrator
Subject: Three Month Performance Evaluation
Attached is the review model and explanatory information developed by Helen Terry
and adopted by the Council for my performance evaluation. You might make your notes
or gather your thoughts accordingly. Helen will actually walk us through the review
in the Executive Session.
Additional information for use during the review is the memo of 10/21 outlining
major goals from the Retreat, and the Draft Summary of Goals and Priorities
after the Town Hall discussion. I have taken this opportunity to prepare a self—
evaluation report which I would offer into the process.
The aganda is such as to allow for general discussion as to performance and the
review process as Council desires. I thank you in advance for setting aside the
time for a special meeting for this review. I do appreciate your committment to
make all this work.
BJ:lw
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PREPARING FOR THE EVALUATION
t.
I . List goals/timelines for completion. If long-term, break into
sub-goals and estimate percent to be completed this rating period.
2. Carefully review the definitions for performance dimensions.
Record specific, observed behaviors in each dimension. Record
both positive and negative behavioral examples as they occur for
later transfer to the rating form. Feel free to add to the
1ddefinition" language as appropriate.
3• Employee completes this portion in advance of the appraisal interview.
4. This topic to be "negotiated" at the appraisal interview, based on
performance deficiencies noted.
S. Employee completes this portion, based on (4) above.
6. Employee should take the initiative in "contracting" for whatever
assistance is needed to meet goals and objectives or improve job
performance traits.
7. New goals and projects (with timelines for completion) should 6e
negotiated at the time of the appraisal interview, or shortly
thereafter, as these form the basis for the next appraisal .
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MANAGEMENT PERFORMANCE EVALUATION
Name --
Date Rating Period to
----------------------------------------------------- -----------------------------
l . List major goals/projects to be undertaken this period: % Compl .
(Continue on supplemental page(s) as required.)- ------------------------------
2. Rate candidate in following performance dimensions. S NI
(See definitions)
Oral Communications
Written Communications
Leadership
Problem-Solving/Decision Making
Innovation/Ingenuity/Creativity —
Planning/Organization
Interpersonal Sensitivity
Interpersonal Sensitivity
Management Control
Adaptability/Flexibility
Stress Tolerance
Other:
Z. Performance Dimensions (continued. . .)
Record "well-dove's" and where improvement is needed in each of the
performance dimensions .
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3. Employee training/self-development programs undertaken and/or completed:
4. Areas still needing to be strengthened:
5• Employee plans for improvement (based on 4, above) :
6. Superior's help needed in these areas:
7. List goals/projects, and timelines, for next review period:
(Continue on supplemental page(s) as required.)
Comments:
Employee Rater
PERFORMANCE DIMENSIONS - DEFINITIONS
Oral Communications
Ability to speak in a clear, understandable manner so that the listener
grasps the message. Skill in developing and presenting material orally.
Presents self in a positive manner, is persuasive, and gives simple and
logical explanations of complicated problems when speaking before groups
of people.
Is able to summarize and justify effectively. Draws others into conver-
sations, elicits feedback, and really listens to what others have to
say. Has a good command of the English language, i.e. , grammar, word
fluency, sentence structure, phraseology. Effective in presenting ideas
or tasks to an individual or group (includes gestures and nonverbal
communications).
Written Communications
Ability to express one's ideas and reasoning clearly in writing and in
good grammatical form. Can effectively organize, prepare, and present
memoranda, letters, and reports suitable to the individual or group for
which it is intended. Ideas are expressed in a concise, factual, and
sequential manner with
Leadership
Effectiveness in getting ideas accepted and in guiding and motivating a
group or an individual toward the accomplishment of a task or goal.
Stimulates others to achieve successful patterns of independent func-
tioning. Ability to control and influence individuals so as to focus on
a particular issue or arrive at a solution to a problem. Has the self-
corifidence and assertiveness to encourage cooperative attitudes and
instill confidence in others, overcome negative factors, and deal with
conflict in an open and positive manner.
Problem-Solving/DecisiuzL-Making
Ability to identify a problem, secure the necessary relevant infor-
mation, interpret and analyze the situation, evaluate alternative solu-
tions, recognize the possible ramifications and impact of solutions, and
render an appropriate judgment or decision. Can perceive similarities
and differences and separate important from superfluous information.
Can identify the advantages and disadvantages of several different
avenues of action to achieve a desired objective. Has the ability to
research a problem and obtain the necessary information through a
variety of methods. Displays a willingness to make decisions, render
judgements, take action, and commit self.
Innovation/Ingenuity
Ability to aDDly creative_ abstract ideas in solutions to problems
accomplishment of assignments. Ideas and expressed thoughts show origi-
nality and perspicacity as opposed to only tried and proven methods.
Planning/Organization
Ability to establish an appropriate and efficient course of action for
self and/or others to accomplish a specific goal; make proper assign-
ments of personnel and appropriate use of resources. Sets priorities,
coordinates and schedules tasks and events in a logical manner so as to
increase efficiency and effectiveness. Anticipates problems and is
proactive rather than reactive. Has a sense of structure, process, and
continuity.
Ability to use forecasts, develop a hierarchy of effective objectives
and establish a procedure and process to accomplish these objectives.
Recognizes the impact economic and sociological factors have on the
organization and implementation of various plans and programs. Can
identify resources, initiate controls, and meet deadlines in imple-
menting objectives of plans and programs.
Interpersonal Sensitivity
Ability to deal with people in a tactfnl _ dinlomarir ;d
, .� Yvtia,C LLlallner.
Interacts with others in a way that demonstrates a sensitivity to their
needs and motives and does not arouse antagonism or negative feelings.
Has a genuine interest in and empathy for people. Is objective in
perceiving the impact of self on others and treats individuals in a
fair, consistent, and impartial manner. Is cooperative in dealing with
others, maintains a positive attitude, and functions as part of the
"team."
Management Control
Ability to establish procedures to monitor (or regulate) processes,
tasks, or the activities of subordinates. Delegates and coordinates
work appropriately and effectively. Evaluates and follows up on the
results of delegated assignments and projects, "follows through" on
decisions, and keeps staff members informed on new developments.
Ability to evaluate capabilities and skills of staff in order to
optimize utilization of personnel and to assess training and development
needs.
Adaptability/Flexibility
Ability to adapt to changing circumstances. Changes behavior or atti-
tudinal responses to fit the situation in order to obtain the desired
C goal. Able to be involved in a number of things at once. Is open-
minded and able to separate personal feelings from the issues at hand.
Exhibits willingness to see others points of view. Listens to sugges-
tions and is willing to admit making a mistake. Maintains an open
approachable manner.
Stress Tolerance
Ability to remain calm and to function in pressure or frustrating situa-
tions. Maintains control and self-composure when placed under conditions
of pressure or crises, when "under the gun." Retains effectiveness of
performance under adverse conditions.
HT:VKV(WP)G 1T
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POTENTIAL RATING PROBLEMS
When discussing and quantitatively evaluating the job-related strengths
and weaknesses of the employee, the basic task of rators is to interpret
the considerable amount of information available in light of the behaviors
exhibited on the job and the definitions of the relevant performance
dimensions . Below is a discussion of most of the problems and errors which
frequently plague this evaluation process .
The first of these common errors has been labeled the "halo effect."
This means that an overall impression, either favorable or unfavorable,
is obtained based on only a portion of the total information available
and that this impression is used as a guide for the ratings of all per-
formance dimensions. For example, some rators may make the mistake of
basing all of the separate scale ratings primarily upon an employee's
oral communication skills. The fact that the remaining factors are
thoroughly defined should lessen the likelihood that this will occur, but
it is --rill a problem to be anticipated. This error will usually result from
a rator being extremely favorably or unfavorably impressed with one or two
qualification areas and ignoring information pertinent to others . Lack of
training, personal bias, and carelessness are some of the causes of this
problem. The halo effect can be regarded as one form of differentially
weighting the performance dimensions, with that dimension which is the key
to the extremely positive or negative overall impression in effect carrying
undueoin4,t
Central tendency and leniency are two chief sources of restriction of the
range and variability of ratings of any performance dimension. Raters who
are inexperienced, or unmotivated to do an adequate job sometimes put their
rating in the center of the scale rather than varying them in accordance
with real differences among the factors evaluated. Leniency is a tendency
with comparable effects. In this instance, ratings tend to be restricted
toward the upper end of the scales with lessened variability again being
the result. The factors listed above as possible sources of central tendency
also apply to leniency. In addition, a naive interest in "being kind" or of
protecting oneself from criticism can be a source of "leniency." Opposite
to leniency is a problem labeled severity, the tendency to restrict ratings
at the lower end of the scales. Although severity is less common and the
reasons for it most likely different from those behind leniency, its effects
are essentially the same. Severity might result, for example, in the case
of a rator who believes that "too damned .few of these employees are the same
cut as we used to get in here.'
"Deficiency" is the error of ignoring or overlooking information which is
relevant to any performance dimension. Individual scale ratings which over-
emphasize only one item of relevant information may suffer from deficiency.
The performance dimensions are defined in such a way as to require con-
sideration of a variety of data. Thus, the ratings to be assigned are
vulnerable to this effort. The best s t:�gu:,rd is thorough familiarity with
the performance dimensions and peri^-' ic re-iew to assure that they are still
important.
-2- Potential Rating Problems
A rating is contaminated if it is based on information or factors which are
not relevant to the performance dimension in question.
Another common source of error is the projection effect, which means that the
rator is putting his/her own value system into the rating situation and
saying, in effect, that only a duplicate of him/herself can be successful .
In this case, the rator matches an employee's status with regard to a
variety of (possible non-job-related) factors such as appearance, voice,
and social life style with his/her own or with some idiosyncratic ideal .
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October 21, 1981
Mayor and City Council
City of Tigard, Oregon
SUBJECT: Performance Evaluation Criterion
Honorable Persons:
I understand the following to be our mutually agreed upon
evaluation criterion and process:
1. Major goals for period (Initial hire at 9/1/81, Coaching
Review about 12/1/81 and Performance Review around 3-1-81) :
• Tom Brian - Conduct an evaluation of staffing patterns
and organizational alignments . Present an assessment
of workload and performance levels.
• Nancy Stimler - Review the CDBG Block Grant process.
Present Council with application recommendations and
report on process.
• Wilbur Bishop - Evaluate physical space needs both
long-term and short-term: Administration, Police
and Library. Work with Civic Center Committee and
report to council
• John Cook - Review and evaluate the LID process
with council. Conduct workshop to develop overall
strategy and policy on uses.
• Ken Sheckla - Activate NPO's and increase involvement
of Boards and Commissions .
• Bob Jean - Monthly contact with each Councilor one on
one. . . Meet one new Community Group every two weeks. . .
Try for new Group each week. . . Begin development and
implementation of overall management and control system. . .
Review and recommend long-term strategic planning issues. . .
Performance Evaluation Criterion (continued)
2. As a part of the workshop/re treat follow-u
summarize the Council goals and developp' I to
ranking worksheet. The worksheet a priority
to Council for ratification on November 2e Presented
sooner, and after Council a distribute
toor
member of each Board or toeach
charted and presented for discussion at the November
26, 1981 Council meeting. All members of all Boards,
Commissions, Committees and NPO's are to be invited to
discuss final priority rankings with Council .
3. Helen Terry's performance evaluation model as attached
will be the basis of our .future progress report/coaching
review at the 3rd month and for our formal performance
evaluation at the 6th month. Helen 's memo is attached
to this letter. Helen Terry will be involved at the
3 month coaching review and at the 6 month performance
review. Involvement of the third party consultant beyond
this period can be discussed at the March review.
On a personal note, I do want to thank each of you for the
commitment of time and energy to make this work. Working
together is hard work. If we can learn to resolve tha
short-term conflicts whi'-
ia5ues, we cannot help but to better serveatheo community.
Yours truly,
Ro r t W. Jean
City Administrator
CC: Helen Terry
RWJ:dm7 �.
December 1, 1981
Mayor and City Council
Tigard, Oregon
Subject: City Administrator Progress Report
Honorable Persons:
In these first three months as your City Administrator, we have had more than our
share of important issues with which to contend. I said at the start that I would
put in the time necessary to get things moving and to get me oriented to the commu-
nity.
I set as my four priorities for the use of my time:
1. Time with Council;
2. Time with the community;
3. Time with staff and organizational control; and,
4. Time to reflect and address long-range community issues.
The attached time use report shows that in the first 10 weeks I averaged 12 working
hours per day. Times in each of the four priority areas spread about as I would have
liked: 147 with Council; 217 with community; 357 with staff and 19% on projects de-
manding my attention; and 117 at conferences or on long-range issues. About one-third
of my tiui2 was then externally with the Council and community, and two-thirds internally
with staff and project issues. Ideally, I still want to shoot for the 50/50 split we
discussed, but until some of the internal systems and new staff members are in place,
this one-third/two-thirds split seems reasonable. I would also hope to get the 12-hour
days down to around a 10-hour average. This too can occur after staff and systems are
in place.
I am very pleased with the open and frank conversations I have had with Council members,
collectively and individually. For this, I thank you. The Council Retreat and the
follow-up "Town Hall" meeting with the Boards and Committees was most valuable to me
in determining your goals and relative priorities. I hope we can do something similar
each year.
As to meetings with community groups and individuals, I have met with more than 25 groups
and hundreds of citizens. If you know of a group I have not yet addressed or visited,
and these are still many, please either let me know or let them know of my interest in
meeting with them. I would share with you the genuine interest and willingness ex-
pressed by all these groups to assist the City and the Council in developing solutions
to the many issues facing our community. There is a wealth of talent and concern out
there we have not begun to tap.
Internally, I have centered my efforts around establishing the basics of a management
System, or at least reviewing and updating existing systems. I have been particularly
concerned with six sub-systems:
1. Goals;
2. Organization;
3. Personnel;
4. Fiscal;
5. Procedures; and,
( 6. Reports.
-2-
The goals system starts with those particular items you identified for my six-month
performance review and the general listing of Council goals and priorities. Next in
this effort will be the developoment of written work program schedules for each Depart-
ment, Division and Section. Finally, and tied to a revitalized merit system, the work
programs need to be tied to particular tasks and workload functions for each employee
in each unit. This should be fairly well completed by this spring and, hopefully, a
part of our basic work habits by the start of fiscal year 1982-33.
The organizational structure was prematurely forced upon us by the resignation of. Plan-
ning Director Aldie Howard, the move to the Crow Offices, and my own evaluation of the
organization's strengths and weaknesses. It's still too soon to tell how the reorgani-
zation will work, but the strengthening of mid-level Division and Section management
is already starting to show positive results. I am particularly pleased in the Customer
Ser-Vices Desk with Pat Robertson and the combination of growth-related issues under Public
Works/Planning Director Frank Currie. It is still too soon to tell how the Support
Services/Word Processing and Records Management sections will work out, but so far,
so good. Likewise, we will have to wait and see as to the management designation of
Police Sergeants as section managers versus their prior role as union-member, non-
management supervisors.
The personnel system has mostly involved recruitment of new key personnel. We have
started a management training program particularly aimed at our new middle managers.
The basic salary and classification survey is the start of our labor relations bar-
gaining. I think that the Council workshop on Personnel and Labor Relations proved
general long-range program and negotiations strategy_ Tran-
.UJ. 111 "=V=LVY1.L&r, a b�""�•-- long-range
to a real merit system and revision or v e Personnel Policies and Practices
will be the major personnel system goals for the next six to twelve months.
The fiscal system has mostly focused on revising and reprogramming the Budget, with
a major readoption still a possibility. Hopefully, we can operate within our basic
appropriations framework for this year and discuss any format changes this spring as
a part of the Budget process. The internal accounting system is basically sound,
but purchasing control has required some renewed interest from the City Administra-
tor's office. Time for long-range financial forecasting has just not been available,
but we should be able to get started in this important area as a result of the re-
organization and the new Administrative Assistant position.
Procedures and reporting systems have been left pretty much as they were. These
important control issues will receive increased emphasis in fiscal year 1982-83.
All in all, I am pleased with what has been done in these last few months. Much had
simply been put off until the new Administrator was on staff, so much of these first
few months was just spent digging out from the backlog. I have attempted to prioritize
my time and make staff assignments as best as I could judge. I hope you have seen some
better organization and presentation of staff reports. I hope that you will continue
to see improved analysis and executive summaries with thorough supporting data. I know
that you have found me to be opinionated and questioning, but I hope you have also
found me to be a good listener and open to new perspectives. There is so much to be
done that can be done, even in times of Federal cutbacks, property tax revolt and
continued population growth.
I thank you for the trust and discretion you have given me so early in my tenure with
your City. I realize some items have required quick action on minimal data. I will
attempt to work at giving you better information and more time. As we resolve these
simpler issues, the more complex will necessitate a more thorough approach.
-----------
_3_
f
i
While I hope that you will always remain pleased with my performance as City Adminis-
trator, I truly welcome your concerns and objective criticisms. It is only with your j
assistance and coaching that I can use my education and experience along with your
instinct and wisdom to best serve Tigard.
ti fours truly
Robert Vistrator
City Ad
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4b• J Nab a---e.
MEMORANDUM
TO: File
FROM: Bob Jean, City Administrator
SUBJECT: Notes from Town Hall Meeting
nATE: December 3, 1981
• Next year reduce number of topics and be specific in questioning.. .
• City Council to ratify final draft in priority order and with worksheet. ..
••Need meeting of NPO Chairmen, Planning Commission Chairman and key staff. ..
s Civic Center----identify. ..
• Civic Center priority after Downtown Study further along. ..
• Intergovernmental coordination -- PC has seen mistakes.. .
• Community Relations needs to strengthen grass roots representatives. ..
s Comparison with other cities after setting Tigard-only issues first. . .
• Philosophy of government needs to be more clearly stated, especially re. planning,
budget, library and parks...need to set philosophy clearly for citizens...
• Taxes -- need policy statement on use and priority of tax dollars...compare with
other cities...
s Library space needs -- work on now to achieve within next year or so. . .coordinate
with Civic Center...
• Hours of operation -- Sunday openings desired, but concerned about double or over-
time issue.. .
• Police staffing needs to include growth impact. . .
e Municipal Court image needs professionalism...better physical setting and procedural
improvements...
e Tracy report needs to be concluded as a report to the community.. .Chief's activity
needs to be reported back to community.. .
• Union Contract -- avoid hassel over little items, yet negotiate in good faith on
big issues.. .Police salaries A concern due to budget impact. ..
• Feasibility study of Water Districts higher than Police/Fire.. .
• Code enforcement -- consistency and follow-up are essential. . .
• Planning function -- Team approach vs. Director needs time to tell.. .also to see how
planning administrative procedures come out...
• Recreation-- especially re. Tigard residents in Beaverton School Districts...Parks
have first priority before getting into recreation program...
• Street lighting -- try flat head lens on sodium...
s Recreation --- formal recreation via City may not be as high a priority, but adult
recreation programs are lacking...
• Coordinated City, Chamber and State EOA effort needed...after zoning and infrastructure
plans are done...
e Parking not now an overall problem—but ap2 development will expose real problem.. .
• Park development between Hall and Main Street high priority? Fanno Park. . .
B = Staff
C = Eudget/Library/park Board.;
COUNCIL AND ADMINISTR.XTOR D = Planning Co=;ssion/iiPO's
E = Districts (Water, Fire, School)
1 2 3 4 5 & Miscellaneous
D B CE F. L�/ CIVIC CENTER
DACBE 3,5�PACIFIC HIGHWAY
EBCA D. 3 INTERGOVERNMENTAL COORDINATION
EB ACD 3 COI3MMJITY RELATIONS
EB A C D :3-5-PHILOSOPHY OF GOVERNMENT
D A CE B ?,S CITY ATTORNEY
EDC B A 3..5 NEWSLETTER
B ED AC 51 INTRAGOVERNMENTAL (INTERNAL) COZ-21UNICATIONS
E A B CD q.5'COUNCIL AND ADVISORY BOARD RELATIONS
AEB DC 1.5' ANNUAL GOAL REVIEW WORKSHOP
E B DAC `/.5'PRODUCTIVITY
E CA D B y GOALS, WORK PROGRAMS AND MERIT SYSTEM
C A EBD POLICY OPTIONS AND ANALYSIS
E A DBC y.5'ACCOUNTABILITY
i
E BD AC I/. MANAGEMENT SYSTEM
DEB A C 11.5 BUDGET WORKSHOP I
AE BCD S/ SERVICE LEVELS
i
B CDA E 51.5 COST CONSCIOUSNESS
I
BDAC E 3 APPROPRIATE TECHNOLOGY
BED C A 3 COMPARISON WITH OTHER CITIES
B C EAD 3.S CHANGE
B CE A D '3-6"PRESS At,D MEDIA RELATIONS
CD B AE 3.5 FINANCIAL ANALYSIS
B AE C D y VOLUNTEERISM
B D C A E 35 CONTRACTING OUT
FIN_4NCE AND ADMINISTRATION
I 2 3 4 5
B C A D E 3,5 VACATION POLICY
C BAD E 3.5 TOTAL COMPENSATION POLICY
B CDA E OVERTIME
BA EDC 3.S FINANCES
DA. 0 BE ! FEES AND CHARGES
CA B ED 7 TAXES
BA C E D .3 DEBT MANAGEMENT
C B DA E 1/,.LABOR RELATIONS
B A CE D H PURCHASING
IgE4
FINANCE AND AD:IINISTFL%TLO2: (CC`T.)
1 2 3 4 5
B CE AD PERSONNEL SYSTEM
DA CB E Lt,s CLASS EFICATION AND COC!?ENSATION POLICY
w EAC BD u.s ORGANIZATION
E DC BA 6, LABOR NEGOTIATORS
CAD EB 3 COLTUTERS AND EDP TECHNOLOGY
E CB AD 3.5 CAPITAL. ICr ROVE!IENT PLAN
---
A EB CD 3 CODE
7
EB AC D .'J'.5 CONTINGENCY RESERVE
A DEBC 3 AUDIT
EBDAC 3 BANKING AND INVESTMENT POLICY
LIBRARY
1 2 3 4 5
DBAC E SPACE NEEDS
A C EB D I� COUNCIL AND BOARD RELATIONS
AE B CD 3.5 GROWTH I1-2ACT
C A B E D 3 PRIDE IN LIBRARY
A BD EC 3 LIBRARY SERVICES
DB CAE 3 CABLE TV
ABD EC /C 7 MUNICIPAL REFERENCE LIBRARY
C D B A E d SOCIAL/CULTURAL/ARTS
E ACD B E 2.5 VISIBILITY
B C A D E 3 HOURS OF OPERATION
B CD A E 3.S PURCHASING
PUBLIC SAFETY
1 2 3 4 5
AB C DE y COORDINATION WITH LAW ENFORCEMENT AGENCIES
BDAC E 3,S PUBLIC SAFETY RESOURCE
( AC B ED 3 FIRE DISTRICTS COORDINATION
CEABD 3,S SCHOOL DISTRICT COORDINATION
A B EC DaS TRI-LET COORDINATION-
E A CB D E 2 EVALUATE FEASIBILITY/DESIREABILITY-TIGARD FIRE DEPT.
B DA E C z2 EVALUATE FEASIBILITY/DESIREABILIT*f-CONTRACT POLICE
ACEBD N POLICE STAFFING & GROWTH IMPACT
B E ADC Ll DISPATCHING
D C AE B y ICAP
2 of 4
PUELCC. SAFETY (CONT.)
I 2 3 45
D E BAC 3.5-POLICE REPORTING
B D ACE 5/ TRACY REPORT VERSUS CHIEFS RESPONSE
CD A BE POLICE DEPARTMENT SPACE NEEDS
A C B DE 3,S EXPANDING ROLE OF POLICE DEPARTMENT
C D B EA q,457 POLICE DEPARTMENT TtL[AGE
A C BDE H CRIME PREVENTI0N AND COMMUNITY RELATIONS
AC BD E 3.5' ALARM RESPONSE
D C ABE y,S TARGETED POLICE SERVICES
C E A B D 3 LIGHT BARS
ACD E3 3.5' EQUIPMENT REPLACEMENT POLICY
C AD EB 3,S POLICY ALTERNATIVES
AC D EB y/ SAFETY VALVE
CDEAB UNION CONTRACT
A D C BE 3.5 COMPUTERS AND EDP TECHNOLOGY
A D B C E 3.S REPORT WRITING
A DB CE 3•S MUNICIPAL COURT
A B DC E 3•S MUNICIPAL COURT VERSUS DISTRICT COURT CITINGS
ECD AB y MUNICIPAL JUDGE
COMMUNITY DEVELOP14ENT
I 2 3 4 5
C A BE D 3.5 PLANNING DIRECTOR
C BED A y DOWNTOWN REVITALIZATION
BACED �J STREET/ARTERIAL SYSTEM
E B CD A 41 SEWER SYSTEM
E BDA C 7 PARK PLAN
E DABC Y PARKS
AEB D C 3 RECREATION
ADBE C T INDUSTRIAL DEVELOPMENT
CEB AD L1,S DENSITY
ABC ED 3.s STREET LIGHTING
A C D BE 3.5-TRAFFIC SIGNS AND SIGNALS
A E BDC 3.SPEDESTRIA2t WAYS/BIKEWAYS
A C BE D y CODE FNFORCE14ENT
DBAC E 3 PUBLIC SAFETY COORDINATION
A E CB D 'y GROWTH MANAGEMENT COORDINATION
EC A DB �S PUBLIC FACILITIES PL.�NNING WITHIN UF-3.',N CRO:M-I BOU-;C
i
• COIC-(UNITY DEVELOP,'-TENT (CONT_)
1 2 3 4 5
E A D B C 3 EVALUATE FEASIBILITY/DESIREABILITY OF THREE WATER
DISTRICTS IN TIGARD'S UGB BECOMING CITY DEPT.
CBE AD q COta?UNITY INVOLVEMENT
CD EBA 3,5 CABLE COP2MTICATIONS/CABLE TV
BC E A D3,5 LOCAL IMPKOVEMENT DISTRICTS (LID',)
D B A C E 3,5'SIGN CODE
A B E C D 3 BUILDING HEIGHT LIMITS
C E ADB 5.5 COl-TREHENSIVE PLAN VERSUS NPO PLANS
ACBD E 3 CHAMBER OF COMMERCE
A CDB E 3,5 ECONOMIC DEVELOPMENT
CB E A D 3 SENIOR CENTER
EADCB 3 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
DAEC B 3.S BUILDING DEPARTMENT
DEB A C 3 ENGINEERING
A E C BD 3.5 STREET LIGHT OUTAGES AND TRAFFIC LIGHT MALFUNCTIONS
DABE C 3 COOK PARK
E ABDC .3 PLANNING COMMISSION MINUTES
E D A BC E 14AIN STREET PARKING
h
EAC D B y FLEET MANAGEMENT
AD C B E ;?,$JANITORIAL SERVICES
EA CD B 3.S CAPITAL IMPROVEMENT PLAN AND PROGRAM
ADEB C 3.5 BEAUTIFICATION
Added by the Park Board only:
3GREENWAY DEVELOPMENT & ACQUISITION
` PARK DEVELOPMENT & ACQUISITION