HomeMy WebLinkAboutPacket 11-05-2009 Special (2)NOU-04-2009 10:03 From:SUPERUISOR ELECTIONS 3216332130 To:3218681248 P.2-2
** Unofficial
CERTIFICATE OF COUNTY CANVASSING BOARD
STATE OF FLORIDA
COUNTY OF BREVARD
We, the undersigned, Rhonda Babb, County Court Judge, Lori Scott, Supervisor of
Elections, and Trudie Infantini, Member of the Board of County Commissioners,
constituting the Board of County Canvassers in and for said County, do hereby certify that
we met on the 3rd day of November, A.D., 2009, and proceeded publicly to canvass the
votes given for the CITY OF CAPE CANAVERAL GENERAL ELECTION held on the 3rd
day of November, A.D., 2009 as shown by the returns on file in the office of the
Supervisor of Elections. We do hereby certify from said returns as follows:
For Economic Development Ad Valorem Tax Exemption the whole number of
votes cast was 687 of which number
YES For authority to grant exemptions) received 388 votes
NO A ainst authorily to grant exemptions) received 299 votes
(SEAL)
CO TY COURT JUDGE
SU RVISOR OF kECTIONS
MEMBER, BOARD OF COUNTY COMMISSIONERS
City Manager Evaluation tabulation 11/05/2009
Scale (1) poor, (2) fair, (3) good, (4) very good, (5) excellent
Council Council Council
Mayor Mayor Pro Member Member Member Average
Evaluation items Randels Tem Hoog Petsos Roberts Walsh score
Organizational Management
Plans and organizes work that
implements the policies of the City
Council 2 4 4 3 3 3.2
Initiates/maintains effective professional
relationships with Department Heads.
Demonstrates knowledge/understanding
of Departmental operations 2 4 4 3 3 3.2
3.2
Fiscal Management
Plans and organizes the preparation of
an annual budget with documentation,
etc. that conforms to guidelines adopted
by the Council 3 5 5 3 3 3.8
Administers the adopted budget within
approved revenues and expenditures 4 5 4 5 3 4.2
Plans, organizes and supervises the
most economic utilization of staff,
materials, and machinery/equipment 2 4 3 4 3 3.2
Prepares reports for Council that
comprise the most up-to-date data
available concerning expenditures and
revenue 4 4 3 3 2 3.2
3.6
Planning
Establishes a process of planning in
anticipation of future needs and
problems 3 4 4 3 3 3.4
Participates in the establishment of
reasonable goals/objectives for the City
and each of its Departments 2 4 4 3 3 3.2
Achieves goals/objectives, which are the
direct responsibility of the City Manager
in a timely and professional manner 2 4 3 3 2 2.8
Assists and coordinates with the City
Council and staff in the implementation
of all city goals/objectives 2 5 4 3 2 3.2
3.15
Page 1
Accepts and responds to constructive
criticism and advice 2 5 5 4 3
3.8
Carries out the directives of the Council
as a whole, rather than those of any
individual Council Member 3 4 4 3 3 3.4
Assumes responsibility for staff
performance 3 4 5 4 3 3.8
3.48
Page 2
Council
Council
Council
Mayor
Mayor Pro
Member
Member
Member
Average
Staffing
Randels
Tem Hoog
Petsos
Roberts
Walsh
score
Recruits and retains qualified personnel
for City positions
4
4
4
3
3
3.6
Initiates corrective action to improve job
performance, when needed
2
3
3
3
2
2.6
Effectively manages personnel issues
including employee insurance, fringe
benefits, promotions, pensions,
performance evaluations and union
negotiations
3
4
3
3
2
3
3.0667
Supervision
Encourages Department Heads to make
decisions within their own jurisdictions
without City Manager approval, yet
maintains appropriate control of
administrative operations
2
3
3
3
3
2.8
Instills confidence and initiative in
subordinates and emphasize support
rather than restrictive controls for their
programs
2
3
3
3
3
2.8
Has developed an open professional
relationship with all City employees
3
3
3
3
2
2.8
2.8000
Relations with Council
Responds to requests for information or
assistance by the Council and/or by
individual Council Members
3
4
3
3
2
3
Adequately informs the Council of
current issues
3
5
3
3
3
3.4
Accepts and responds to constructive
criticism and advice 2 5 5 4 3
3.8
Carries out the directives of the Council
as a whole, rather than those of any
individual Council Member 3 4 4 3 3 3.4
Assumes responsibility for staff
performance 3 4 5 4 3 3.8
3.48
Page 2
Reporting
Council Council Council
Mayor Mayor Pro Member Member Member Average
Randels Tem Hoog Petsos Roberts Walsh score
Provides the Council with reports
concerning matters of importance to the
City 4 4 4 3 3 3.6
Reports are accurate and
comprehensive 3 4 3 3 3 3.2
Reports are generally produced through
own initiative, as well as when requested
by Council. 2 4 4 3 2 3
3.2667
Citizen and Intergovernmental Relations
Handles citizens' complaints and
questions in a professional and prompt
manner 2 4 4 3 3 3.2
Willingness to meet with members of the
community and discuss issues of
concern; initiates follow-up as
appropriate 2 4 3 3 3 3
Cooperates with neighboring
communities and maintains open
communications with other municipalities
in areas that may affect or relate to the
City 3 4 4 4 3 3.6
3.2667
Professional/Personal Characteristics
Invests sufficient effort and time in being
diligent and thorough in the performance
of job responsibilities
2
4
4
4
3
3.4
Demonstrates willingness to attend
seminars/ conferences to be kept
informed of new legislation, methods and
techniques
3
4
3
5
4
3.8
Demonstrates professional personal
appearance
3
5
4
5
3
4
Professional presence - Adequately
represents the City with other units of
government, professional associations
and civic groups/organizations
4
5
4
4
3
4
3.8
Overall Councilmember score
2.7097
4.0968
3.6774
3.3879
2.7742
Overall
score
3.3290
Page 3
Council Observations:
9. During the coming year, in what can the City Manager take the greatest pride? What do you observe are
his strongest points and finest accomplishments this year?
Mayor Randels
Budget (Financial) is achieved as an accomplishment - past year goal. Next
year may be to finish unfinished projects lingering for completion.
Mayor Pro Tem Hoog
Getting the Planner on Board and getting the Visioning Committee up and
running. Getting the Ridgewood Avenue Project up and running.
Council Member Petsos
Strongest accomplishment will be holding the line on taxes while maintaining
services to our residents. Look forward to the Ridgewood Ave. project being
a success and a model for us to follow on additional beautification projects.
The City Manager's leadership and management of the:
-- City Visioning effort;
-- negotiation of a new City solid waste management contract,
-- successful completion of the North Atlantic/Central intersection;
-- introduction of a new "State of the City" report to the community each
year;
-- successful negotiation of the City's use of the Library community room;
-- Cocoa Beach/Cape Canaveral beach rake program;
-- passage of the sign code;
-- replacement of the shuttle replica;
Council Member Roberts
-- improved use of the City marquee for City messages, particularly those
related to the
space program;
-- corrective actions which have been taken after Tropical Storm Fay;
-- delegation of duties to those closest to the work;
-- successful human resource negotiation with the City's Building Official;
-- hiring of the City Planning and City Clerk;
-- provision of the Community and Council meeting rooms at City Hall;
-- acquisition of the Community Development Department land and
building; and,
-- Adoption of a "Corporate Culture Change" approach to the management
of the City and relations with City Council.
Bennett has in depth knowledge of the Fiscal Management and he takes
great pride in producing a balanced budget in these tough economic times
Council Member Walsh
and he takes much pride in that. This year the city will be undertaking the
Ridgewood project as well as developing short term and long term strategic
plans from the Visioning. The Waste Pro garbage collection contract was a
hu h accomplishment this year.
Page 4
2. What areas do you observe most need improvement? Why? Do you have any constructive, positive ideas
as to how the City Manager can improve these areas?
Mayor Randels
Council listens to residence about their concerns - we bring them to you,
obtain consensus of council - but no movement many times. Positive idea is
implement Council policy rather than City Mana ees policy desires
Mayor Pro Tem Hoog
Employee contact, Get out and interact with personnel. Assure the
employees you are there for their needs. Interface with them more often.
Council Member Petsos
Communication with Council, again the need for a daily report sent out to
all Council at the same time.
The following are areas in need of improvement:
-- 24 hour response to the Council and community;
-- Council Action Tracking;
-- City Master Planning;
-- Council policy, goals and objectives session in January/February of each
year;
-- City core process documentation, mapping and improvement;
-- City Documentation System (aligns ordinances, processes and forms and
enables the
the City and community to follow and track them, including updates);
-- Improved communications with the community, including an expanded
"Frequently
Asked Questions" section on the City Web site, an "upcoming Events"
section; and, the
creation of a City newsletter;
-- Improved services and capability in the areas of: human resources,
information
technology, economic development, public relations, and grants writing;
-- Improved acquisition of outside funding to leverage available City Funds
(e.g., grants,
stimulus funds, joint ventures);
-- Development of a City document management system, including
Council Member Roberts
ordinances, associated
processes, and a forms management system, which enables the City to
track and
improve forms associated with City ordinances and processes;
-- Improved customer service, so those doing business with the City know
who to go to for
their questions or issues, what processes and forms are associated with
what they may
be asking about, the individuals and groups/boards they may need to deal
with to
accomplish their goals, the timelines they need to meet as well as what
they should
expect from the City;
-- Improved City web site, so that residents, businesses, and visitors have a
place to go to
for "frequently asked questions and answers" and also know who is
responsible for what
in terms of who to contact;
-- Adoption of best practices goals in the areas of customer service and
response to the
community, budget and finance, and management reform;
-- Use of performance trends and metrics;
-- Adoption of a 360 degree feedback system.
Page 5
More usage of the accounting system. Internal controls for permit collection
Council Member Walsh integrated into Springbrook if possible, procurement integration into
Springbrook, action tracking system for outstanding items. Also through out
review there are ideas mentioned.
3. Two things that the Manager does now that I would like him to continue:
4. Two things that the Manager does now that I would most like him to discontinue:
Mayor Randels
a. Be Pro Active, not reactive to residents & Council concerns
Mayor Randels
b. Continue to support Vision Play & training of employees which has been
restricted past year
Mayor Pro Tem Hoog
a. Good close contact with Council. Have a more proactive attitude, move
Mayor Pro Tem Hoog
the City forward.
Council Member Petsos
b. Generate more community activity towards the visioning of the City. This
is very important.
Council Member Petsos
a. Strong fiscal management
b. Continue working to ensure the City maintains its residential character.
Council Member Roberts
a. Openness to change and pursuit of continual improvement for what is
Council Member Walsh
best for the City of Cape Canaveral;
b. Improved planning and responsiveness to the City Council
a. Bennett has recently begun providing updates to Council. This has been
extremely helpful and it is encouraged for him to continue to do so.
Council Member Walsh
b. Recently Bennett has put together information regarding Council's areas
of concern. (ex Legislative items, Management improvement items and the
Actions tracking items. Planning these action items out and moving them
through to implementation and finalization.
4. Two things that the Manager does now that I would most like him to discontinue:
Mayor Randels
a. Give accurate status of time frames rather than "l am working on it"
b. Less e-mail from public sources as a pass on to us - sure it is informative
- but not critical to our task at hand
Mayor Pro Tem Hoog
a. Let the Department Heads go forward with their projects and make
decisions on their own, without intervention
Council Member Petsos
no response
a. Not respond to individual Council member and community requests for
Council Member Roberts
information;
b. "Business as usual" City practices...
a. Possibly not delegating enough. One suggestion may be to empower
Council Member Walsh
and train administrative assistant staff with stronger excel/PC skills to help
Bennett in generating some reporting and handling other demands - like
updating the website.
Page 6
5. Two things that the Manager does not do now that I would most like him to do:
Mayor Randels
a. Maintain a goallobjective list of projects working on and report current
status on them monthly
b. Even out flow of items as to time needed to complete them on agenda
Mayor Pro Tem Hoog
Reference above for department heads
a. Provide daily report to Council
Council Member Petsos
b. Get out into the community, particularly the business community to
become more aware of issues/concerns and what we as a City can do to
helplassist them.
a. Action tracking per City Council meeting and results -driven planning for
Council
b. Master Planning for the City, which provides a perspective and
performance trends and metrics for the Council and the Community of
where the City is with respect to:
-- Sidewalks,
-- Bikeways;
-- Crosswalks;
-- Lighting;
Council Member Roberts
-- Streets;
-- Bus shelters;
-- Water and sewer;
-- Parks;
- Streetscapes;
-- Redevelopment
-- Green space;
-- Municipal signage;
-- Ordinance reviews and updates;
-- Short and long-term planning;
-- Document system and forms management development;
-- Etc.
a. Full year calendaring of dates and meetings for city business, budgeting,
etc. This should also be on the website. if this is available, 1 have not seen
it.
Council Member Walsh
b. Provide more consolidated reports for management purposes as well as
overall management reports. One example is a Summary of the 2010 City
Goals and Objectives and ongoing status of same. This should also be on
the website and updated regularly.
Page 7
Bennett Boucher Evaluation 111512009
Composite Listing of Council Member Comments
Organizational Management
Mayor Randels
None
Mayor Pro
Tem Hoog
Would like to see more personal contact on the job with the
employees. Be more available to the employees out of the
office and out on the street
Council
Well thought out and effective organizational skills, has a good
Member
understanding of the various departments and their individual
Petsos
functions.
The City Manager has planned and organized the City's work
as best he can that implements the policies of the City Council.
Understandably, he is challenged when the City Council has
not reached consensus on what the Council's policies are. He
initiates and maintains professional relationships with
Department Heads and has a knowledge and understanding of
Departmental operations. Most recently, he has commendably
delegated more responsibilities to Department Heads, which
has freed him to concentrate on broader, executive level
planning on behalf of the City. In addition, he is focusing on
changing the City's corporate culture, which will, in turn,
improve the City's abilities to anticipate and respond to
changing community expectations and modernization
requirements. Recommended is his pursuit of best
organization management practices for the City of Cape
Canaveral. The City Manager is also encouraged to
Council
recommend to Council the resources he needs to improve the
Member
City's human resources, information technology, economic
Roberts
development, grants writing, and public relations capabilities to
help the City achieve its goals in this ever-changing
environment.
Also recommended under the City Manager's leadership is an
inventory of the City's core business processes in each
Department, mapping of those core processes, and
improvements of those core processes. The increased use of
metrics is also encouraged, so Council is aware of
performance trends and quantitative results. The City Manager
is also encouraged to activate the City's business data base,
so that the Council, Staff, and Business and Cultural
Development Board awareness of the City's businesses and
economic development opportunities is enhanced.
In addition, it is recommended that the City Manager initiate a
comprehensive document management system, which aligns
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
City ordinances, inherent processes, and associated forms in a
City-wide system that enables Council, Staff, and the public to
better understand how the City works and track improvements
which are made through updated, traceable ordinances,
processes, and forms.
Finally, it is recommended the City Manager adopt customer
service standards which provide for: (1) a 24 hour minimal
response time to customer inquiries, even if it is just an
acknowledgement that the customer's inquiry has been
received, (2) clearly defined business processes and roles and
responsibilities in the City, (3) business simplification to the
greatest extent possible; and (4) "one-stop shopping" for the
City's customers.
Bennett generally works toward implementing the policies of
the City Council. To make the planning and organizing of this
effort much more manageable and efficient, a full year planning
calendar, project management tools and an Action Tracking
System are three plausible ideas that have been requested
from Council in the past and discussed at Council meetings.
Council As my memo dated May 2009 states (is attached for
Member Walsh reference), Bennett has vast knowledge of the City as a whole,
thorough understanding of Municipalities and how they
operate, and knowledge of the City's ordinances and codes.
Leveraging the functions and/or modules across departments
that are available in the Springbrook Fund Accounting software
suite would also be beneficial to the operational aspects of the
departments and the Citv overall.
Fiscal Management
Mayor Randels
None
Mayor Pro
Tem Hoog
None
Budget planning in light of the revenue base was well prepared
and it followed the desires of Council to hold down any impact
Council
to the residents. I would like to see the entire wants/desires of
Member
various department heads during or before a budget workshop
Petsos
session rather than just what gets viewed in the final draft that
the Council sees, and once a budget is established, if an item
isn't purchased, a valid reason why it didn't happen, rather than
it just being removed from the department budget.
2
Bennett Boucher Evaluation 111512009
Composite Listing of Council Member Comments
Council
Member
Roberts
The City Manager does an excellent job of preparing the
budget with the documentation, etc., that conforms to
guidelines adopted by the Council. 1 recommend the City
Manager/Staff prepare a more detailed program budget with
metrics, which provides community friendly, easy to understand
descriptions of what the City's resources are being expended
for and the City plans to accomplish by program, project and
service. In addition, the City Manager is encouraged to pursue
professional recognition of the City's budget and financial
practices according to performance excellence standards in
this field.
With respect to the City's budget formulation process, the City
Manager is asked to consider adding a step earlier in the City's
budget formulation process (January/February) that enables
the City Council to identify policies, goals and objectives for the
coming year, as well as multi -years, so that the City Staff can
formulate its plans accordingly later in the planning year
(April/May). Currently, the only budget goals and objectives
step is taken by the City Staff in April/May of each year, without
the guidance of the City Council beforehand.
In addition, I recommend the City Manager consider using
"scenario planning" with respect to the budget formulation
process ... providing Council with alternative levels of
resources to consider, depending on what the Council would
like for the City to accomplish, e.g., minimal level of services,
current services, and enhanced services.
With respect to administering the adopted budget within
approved revenues and expenditures, the City Manager does
an excellent job of leading and managing within approved
guidelines, which has enabled the City to avoid tax increases
this year, as well as enabled the City to pursue major projects,
e.g., the Ridgewood Streetscape, within available resources
and with sought after Federal stimulus funds. In addition, his
initiation and negotiation of the solid waste management
contract will result in savings to City residents and improve
services overall for years to come. He also negotiated the
cooperative purchase and maintenance of a beach rake with
the City of Cocoa Beach, which will serve both communities.
Recommended for the future is the more comprehensive and
aggressive pursuit of grants and stimulus monies on behalf of
the City to leverage more effectively the City's available funds
for large scale community desired projects.
3
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Quarterly reports are provided to Council in a timely and
accurate manner. Recommended are quarterly reports to the
Council by all of the Departments at the same time, using a
similar format, metrics, and performance trends, so that Council
can understand the City-wide implications of what is being
accomplished and planned for, especially in the context of City-
wide and Department -specific Master Planning and Council
agreed upon policies. aoals and objectives.
The financial and budget information is complex. The
preparation of the 2009/2010 budget was a challenge and the
effort of putting a balanced budget together during these
economic times is applauded. I would like to see more long
Council term expense reduction ideas and suggestions coming from
Member Walsh Bennett as well as providing Council with more analysis and
information regarding spending and approval forfunding. Also
development of a 5 year detailed plan is recommended and
has been discussed at many council meetings. Again utilizing
the Springbrook system across departments would facilitate
better reporting and procurement control and efficiencies.
Planning
Mayor
Randels
None
Mayor Pro
We have come forward a few steps. Visioning Committee is up
Tem Hoog
and running. Full-time Planner on Board. Let's move forward this
year, the opportunity is here.
Council
Efficiently sets goals for the departments to work towards by
Member
including the goals of Council. More open and timely
Petsos
communication between the City Manager and Council is
desirable, especially when issues arise.
Planning is a major opportunity for improvement between the City
Council and the City Manager. What the City does now is not
"planned for" in a systematic way ... we have to figure out what is
happening Council meeting to Council meeting, rather than having
Council
a comprehensive plan for change for the City that we develop and
Member
implement together and keep track of throughout the year or
Roberts
years, especially if it is multi-year in nature. Confusing to Council
and the community are where we are with respect to projects like
Ridgewood, North Atlantic, Master Sidewalk Planning, Master
Street Planning, Master Crosswalk Planning, Master Lighting
Planning, Master Bikeway Planning, Master Benches/Bus Stop
Planning, Web Site Improvements, Ordinance Update Planning,
El
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Process Improvement Planning, Budget Formulation Improvement
Planning, etc.
Recommended is a Master Planning System which enables the
Council and the community to understand easily which projects
are underway, their status with respect to the whole, and their
achievement each year. With respect to Master Plans for
sidewalks, streets, etc., we need to understand what percentage
of these have been accomplished to date, relative to what we plan
for to "complete the whole" for the future and the funding required
each year to keep proceeding.
As mentioned previously, it is highly recommended that the City
Manager enable Council to set its policies, goals and objectives
for the year earlier in the year (January/February), which will
provide City Staff the opportunity to plan for and propose a budget
accordingly in the April/May timeframe. The Council should be
steering the City's planning process earlier in the year, so the
Staff's implementation planning can be more effective.
The City plans on an annual rather than multi-year basis, which
makes it challenging for the Council to plan for long-range
projects. The City also manages on a month-to-month basis
during the calendar year, and does not have a results -driven
planning process and Council calendar that facilitates results -
driven work and accomplishments for the year. As a result, the
Council's work often seems unplanned, incomplete, fragmented,
and disjointed for the Council and the public. It is recommended
that the City Manager enable Council to plan for multi -years, as
well as annual accomplishments and help Council achieve its
goals with a results -driven annual calendar that is clear and
transparent to the Council and the community in achieving
Council goals and objectives for the year.
Also recommended is the City's adoption of project planning
software which will enable the City Staff to report back to Council
in a mature project management manner the steps associated
with each project, when they are planned for, and whether they
have been accomplished or milestones need to be adjusted.
No action tracking system exists for the Council, which enables us
to track our actions and the status of each at each Council
meeting. As a result, we are left to our own devices as individual
Council members to remember what actions were taken at each
Council meeting, when they are due, and who has the lead for
following -through on them. Recommended to the City Manager is
r
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
the development of a Council action tracking system that will
enable us to track more effectively our individual and collective
initiatives, know who has the lead, and assess our progress and
whether or not Council's goals and objectives are being
accomplished.
Recommended is an "Events Planning" or "Upcoming Events"
section on the City's web site, so that the community and visitors
are better informed about upcoming events in the City in which
they might want to participate.
With respect to new initiatives undertaken by the City Manager,
he is to be highly commended for the professional leadership he
exerted to arrange for and fund the City's Visioning effort with the
Central Florida Eastern Regional Planning Council. As a result of
his personal outreach, the City was able to plan and contract for
this major initiative, using minimal City resources relative to the
return on investment. The Visioning Initiative has significant
implications for the City's future and will be a great guide to the
Council and Staff with respect to planning and accomplishing
much on behalf of the community.
In addition, the City Manager undertook a major review of the
City's solid waste management requirements and initiated a
request for proposals that resulted in a new multi-year contract for
improved services at reduced rates.
The City Manager was also instrumental in planning the shared
beach rake program with the City of Cocoa Beach, which reduced
costs and improved beach cleanliness.
The City Manager, along with Public Works, led the major North
Atlantic/Central intersection improvement project and completed it
this year, paving the way for the City's assumption of
responsibility for this major commercial/residential artery in the
City. Additional work under the City Manager's leadership
included the North Atlantic Streetscape Design and associated
community workshops to obtain public input regarding the major
project.
The City Manager also led major progress with the Ridgewood
Streetscape project, enabling the City to receive significant
Federal stimulus funds to initiate the project in November 2009.
The City Manager enabled the City's initial "State of the City
Report' in January 2009, which is the first of its kind and enabled
FT
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
the Council, Staff, and community to better understand the
accomplishments of the previous year and plans for the upcoming
year.
The City Manager was also instrumental in the creation of a new
City web site, which has improved communications with the
public, and the production of a new City video which
communicates the benefits of living, working, and playing in the
City of Cape Canaveral.
The City Manager also steered the Council's new oral history
program, enabling the contract and completion of the first phase
of the City's new "history -capture" capability and the appointment
of the City's first "volunteer" historian.
Other accomplishments under his leadership and stewardship
included: managing resources within available limits; completion
of the new sign code; initiation with the Parks and Recreation
Department of numerous new community activities and services;
acquisition of the new Community Development Department land
and building; replacement of the shuttle replica; flags at the City
entrances; improved use of the City's marquee for information to
the public, particularly about the space program; successful
negotiations with Brevard County and the Cape Canaveral Library
Director for the use of the Library's community room for City
purposes; and, creation of the Community and Council Meeting
Rooms in City Hall.
This is an area of opportunity for Bennett. Again, here priorities
and resources may come into play. Bennett does conduct a two
day goal and objective session with staff having Council present
since this leads into the budget. Some ideas of planning
Council initiatives are generating a Summary of the City's Goals and
Member Objectives with regular updates. Although most deliverable are
Walsh met, one opportunity that seem to have been missed was the FPL
Energy Project. Also, the City Managers Self Appraisal was
discussed back in April 7th with a May 5th delivery date and the
document was not until Mid September. A full year planning
calendar with defined dates may help in this area.
Staffing
Mayor
Randels None
7
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Pleased to see the Blg Dep & City Managers cooperation. A
Mayor Pro different approach to the problem proved to be better. The City
Tem Hoog Planner is on Board, but is he is up to speed, and that he has not
been turned loose as vet. To make decisions on his own.
Council My comments from the last review stand -- staff is highly qualified
Member but many items are being missed or information not passed on to
Petsos Council. The oversiaht of the departments needs more attention.
During this review period, the City Manager has recruited a new
City Planner, successfully retained the City's Building Official, and
recruited a new City Clerk. With respect to the City Planner, it is
hopeful that the City Manager will encourage the Planner to
assume a proactive leadership role with respect to the City's
economic development and to develop time sensitive City
planning and economic development processes and customer
response systems. With respect to the Building Official, it is very
commendable that the City Manager retained a human resource
professional to help with improved understandings, the retention
of the Building Official and pave the way for improved staff
relations. The City Manager initiated the October 2009 Workforce
Effectiveness Training for the City Council and Staff Executive
Management Team to improve relations and understandings
between Council and Staff, which was very helpful.
Council Significant improvements are recommended to the City Manager
Member in the City's human resource area. Needed is the availability of a
Roberts full-time, part-time, or contractual human resource professional to
provide the City and its employees updated policies, programs,
processes, services and materials and to support regularized
performance reviews for all City employees.
The City Manager is to be commended for delegating the solid
waste management contract to the Public Works Department,
which should provide for effective management of that contract by
those closest to the work, and also free the City Manager to
pursue broader City-wide planning opportunities, particularly
related to the Community Visioning results implementation and
economic development in the City.
Employee insurance, benefits, promotions, pensions, and union
negotiations appear to be on track. However, much improvement
is needed with respect to updated human resource performance
systems, including updated documents and regular performance
reviews with meaningful feedback to the workforce, which enables
them to take corrective action and improve their performance
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
during the year in a timely manner.
Highly recommended is the development of a City recognition
program, which provides for individual and group recognition of
employees who are doing an extraordinary job or are coming up
with suggestions on how to improve City business and operations
which truly make a difference. Recognition incentives, particularly
in these challenging economic times, encourages the employees
to be part of the solution for better ways of doing City business.
Gaps continue in the City's ability to lead and manage effectively
in the following areas:
1. Human resources;
2. Information technology;
3. Economic development;
4. Public relations;
5. Process documentation and improvement;
6. Documentation systems and management;
7. Grants -writing.
The City Manager is encouraged to recommend to Council how
these needs can be met more effectively in the City.
In my joining the City Council in late November 2008, this area
seems to have been quite volatile. Citizens have been very vocal
regarding the City Manager's management skills in this area. It
Council has been suggested that policies may not have been followed.
Member Feedback from many residents/citizens is that staffing issues
Walsh could have been handled differently and managed more
professionally. Outsourcing HR has been discussed by council.
This is an item stip being discussed. Bennett does negotiate the
annual amendments with the Union's business aaent well.
Supervision
Mayor
Randels
None
Pro Mayor P
r ProHoog
Tem
As stated above, the department heads should make decisions
without intervention corrective action taken when needed
Council
Comments under the above staff section apply, oversight but
Member
without micromanagement, have seen more willingness lately to
Petsos
work with all departments.
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Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Council
Member
Roberts
The City Manager's recent delegation of contract management
responsibilities for the City's solid waste management contract
is reflective of his commendable new leadership approach to
delegate where possible and to those closest to the work being
done. This will free the City Manager to provide more executive
level leadership for the City and the Council, which is a very
positive development.
Improvement opportunities include the City Manager's
encouragement of more creative solutions coming from the
Departments that would generate new, improved ways of doing
City business.
Considered should be employee suggestion systems and
Council recognition of Department -level initiatives to improve
the City's business.
understand the City Manager has an open door policy with the
employees, holds regular meetings with them, and visits the
Departments frequently to help ensure City employees feel
comfortable bringing forth ideas, concerns, and updates to him
on a regular basis.
Recommended is the City's consideration of a 360 degree
feedback system with the employees and the community, so
that Council, the City Manager and other members of the Staff
Executive Management Team understand the perspectives of
the employees and community with respect to continual
improvement opportunities ... what is working well and what
needs to be improved.
Also recommended is a City-wide employee development
standard which provides a minimum of 40 hours of professional
development training for each employee each year, as well as a
City wide report of employee certifications and professional
enhancement goals and achievements.
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Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Although staff meetings are taking place, there appears to be
some lack of communication or maybe understanding within
departments. One role of the City Manager is to be aware of
significant issues and situations that are impacting the City.
Council Situations were brought to Council earlier this year that involved
Member life, safety and welfare issues and in meet! ngslconversations it
Walsh appeared that the City Manager was unaware of these rather
significant issues. Again, the City as a whole needs better
processes and procedures to improve information flow between
departments effectively and efficiently and the City Manager
should be on top of these issues as well as striving to implement
operational controls and checks and balances.
Relations with Council
Mayor
Randels
None
Mayor Pro
There have been request that are slow in coming back to
Tem Hoog
Council. I see some improvement at times Keep striving to
improve
As always Bennett does accept constructive criticism well and
Council
always assumes responsibility for staff, willing to stand up and
Member
protect them. I do find that unless I send a question in writing,
Petsos
often times there isn't a response. Follow thru is vital, although
many items might be taken care of, we're not advised of any
closure or status.
Council is unable to track its actions, both in terms of those
taken at Council meetings and receiving updates on where the
City is with those actions.
Council needs more detailed program -budget input with respect
to budget formulation, so that specific programs and projects
are better understood, scheduled, and budgeted for across and
within Departments.
Council
Member
The City Manager has improved with respect to providing
Roberts
periodic updates to Council on day-to-day developments and
accomplishments in the City. Recommended are weekly
updates from the City Manager and the Department heads, so
that Council receives a summary of major initiatives and
accomplishments during the week. Exceptions would be daily
updates, if the information is time sensitive and the Council
should be advised.
Sometimes the City Manager gets out in front of Council without
11
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
briefing Council on changes and developments which are
forthcoming or seeking Council input at the appropriate time.
We realize this is unintentional ...just an area for greater
sensitivity and improvement.
Recommended is a City standard that Council inquiries be
responded to within 24 hours, even if it is to let Council know
that the answer might not be readily available ...that it is being
worked on.
In addition, it would be helpful to Council if when the City
Manager brings to Council's attention current issues, new
legislation or County developments, he provides a one or two
line assessment of how he believes these matters will impact
the City, if at all.
The City Manager is most receptive to constructive criticism and
advice. The challenge to Council is to be specific with him, so
that he knows what corrective actions are needed or alternative
solutions are suggested.
The challenge in looking at #1 and #4 in this evaluation is that
they are somewhat contradictory ...on the one hand, we are
asking the City Manager to be responsive to individual Council
Members (#1), and on the other hand, we are asking him to be
responsive to the Council as a whole, rather than any individual
Council Member (#4). It is understandable that this puts the
City Manager in a quandary when he is trying to be responsive
to individual Council members and the whole of Council ... a
delicate balance and challenge for anyone to achieve.
The City Manager assumes responsibility for staff performance
and is very responsive to Council concerns and suggestions in
this regard. Major improvements suggested are: (1) the
development of professional City human resource services and
updated materials (2) regularized, timely performance reviews,
so that staff are aware of improvement opportunities suggested
by Council and the City Manager and can take corrective action
accordingly; and, (3) the development of a City-wide individual
and team recognition program so that outstanding performance
can be recognized through monetary and non -monetary means,
particularly as the performance relates to City improvements
and cost -savings initiatives.
The Council appreciates greatly the City Manager's provision of
new Community and Council meeting rooms at City Hall to
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Bennett Boucher Evaluation 111512009
Composite Listing of Council Member Comments
enhance our ability to meet with the public and plan and
manage more effectively as individual Council members in a
Citv settina.
Bennett forwards much external information to Council which is
pertinent to current issues. More consolidated management
reporting would be great (such as Summary Goals and
Council Objective with the document being regularly updated and a full
Member fiscal year calendar of scheduled workshops, meetings etc.
Walsh Priorities may be an issue here as Bennett handles multiple
demands from different directions and it comes across many
times that Council requests are not a priority. Boards have
reported that information gets to Bennett but not to Council and
it does not necessarilv qet disseminated.
Reporting
Mayor
Randels
None
Mayor Pro
Tem Hoog
None
Again as in past years, I'd like to see a daily report, not all of us
are able to visit City Hail daily, nor should we tie up the
Council
Manager daily, but we should all receive timely information
Member
pertinent to the City rather than items off the internet and all
Petsos
receive the same info at the same time. Too often items are
passed on during one on one discussions instead of a report to
all Council, as Steve Rosenthal stated, all Council needs to be
advised equally.
The City Manager provides timely reports to Council with
respect to matters of urgent importance to the City.
Recommended is an appreciation by the City Manager that in
cases like Tropical Storm Fay, Council members are held
accountable by the residents, as well, for being informed in a
time sensitive manner about specifically what the City is doing.
Rather than an "it's being taken care of response to Council
Council
members when we call, it is recommended that the City
Member
Manager consider Council members a vital part of the City's
Roberts
team in knowing the details of what is going on and being able
to communicate that to the concerned public. In the case of
Tropical Storm Fay, Council members were being asked
continually what is being done about the flooding, when the
Sheriff's Department would be there to help with traffic, etc.
Council members need to be involved and informed of the
specifics when instances of this nature take place. Council
members are held accountable by the electorate for knowing
13
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
what is going on, and it is difficult to relate that to the public
when we do not know ourselves.
In this regard, there needs to be an emergency contact on the
City web site, so that residents know who to contact 24 hours a
day when communications with the City are necessary. Right
now, residents do not know who to call when they need to
reach the City. They want a localized response system to
complement what the County provides.
In addition, the City needs an expanded "Frequently Asked
Questions and Answers" section on the City Web Site so that
residents, businesses, and visitors will know what to do and
where to go with respect to questions they may have. It is
recommended that the City benchmark other City web sites in
this regard or form a City focus group to identify frequently
asked questions the community may have.
City Manager reports are current; however, they could be more
comprehensive with respect to his assessment of how
legislation, County developments, etc. may impact the City, if at
all.
The City Manager forwards information he believes would be of
interest to the Council as well as has improved the frequency of
his updates and Departmental reports to Council, which is
appreciated. Personally, I believe weekly reports to Council are
sufficient unless the matters are time sensitive; however, I know
other Council members believe daily updates would be better.
Bennett has recently been providing weekly updates to Council.
This should be continued as it is very helpful. I was happy to
see the recent information and status on the Council Legislative
Items and the Management Improvement items as these were
discussed earlier this year at Council meetings. Next steps are
Council to scheduled closure or plan for these items. One suggestion
Member here is to have a Consolidated Staff/Update Report generated
Walsh on a certain day after Quarter end consolidated by the City
Manager rather than getting individual reports from the depts.
Again, a full year planning calendar would come into play here
for cross department planning of deliverables. If a consolidated
monthly staff report could be generated, that would even be
better.
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Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
Citizen and Intergovernmental Relations
Mayor Randels None
Mayor Pro Tem Would like to see better relations with Canaveral Port
Hoog Authority. The port has a big, bright future, that could be
good for the economics of the Citv.
Better Place tracking system seems to have helped with
complaints being addressed in a timely manner, but still hear
Council Member that the City Manager is hard to contact, being a small City,
Petsos our residents expect the one on one service, or at the
minimum, a call or e-mail advising that their concern will be/is
beina addressed.
Council Member
Roberts
am not aware of a City system for handling citizen
complaints, suggestions, and questions, so it is difficult to
assess this one way or the other, since Council does not see
any reports to this effect.
Recommended is a 24-hour response standard to citizen
inquiries, so citizens know their communications have been
received.
Recommended is a regular report by the City Manager of
complaints, suggestions, and questions received, the
responses given, and any trends which the City Manager and
Staff have identified with respect to concerns and
suggestions made by the community.
Also recommended has been the development of an
expanded, improved upon "Frequently Asked Questions and
Answers" section on the City web site, so residents,
businesses, and visitors would know what to do, where to go,
etc., as well as an "Upcoming Events' section on the web
site, so the community would be aware of events they might
like to attend.
Also to be considered is the development of a City newsletter
to inform the community more effectively about initiatives,
celebrations, upcoming events and meetings.
The City Manager is most willing to meet with members of
the community and discuss issues of concerns. I am not
sure about the follow-up portion of the criterion, since Council
does not receive a report from the City Manager about
15
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
community member meetings he may have.
The City Manager has excellent relationships with other City
Managers in the County and the State and has a "best of the
best" approach for the City of Cape Canaveral, which is much
appreciated by Council and the residents. He values
benchmarking "best practices" and brings to the City
Council's attention ways to improve the City's approach to
business and customer service. Recently, he and the City's
Chief Financial Officer took a State level course in
benchmarking, and he is scheduled to participate in the
EDC's business practices workshop in December 2009. His
willingness to look at new ways of doing business and ways
to improve processes, practices, systems, and customer
service as well as introduce efficiencies is much appreciated
and very commendable.
Bennett is available to citizens in the community and can be
Council Member reached by phone or email easily. At times, priorities may
Walsh play a role in handling residents/citizens complaints more
promptly. The "Better Place" tracking system seems to be a
good tool.
Professional/Personal Characteristics
Mayor Randels
None
Mayor Pro Tem
Bennett has always kept a good professional appearance
Hoog
and represents the City well at the various functions.
Other than the County City Managers meeting Bennett
Council Member
attends, and the recent benchmarking, I'm not aware of any
Petsos
conferences etc. He does work well with Cocoa Beach and
the County. Would like to see more cooperation with the
Port.
The City Manager is extremely conscientious and diligent
with respect to his job performance and tries to do the best
he can with available resources. He is to be commended for
conducting the first City Manager self appraisal this year.
Also of particular note is his recent attendance at the
Council Member
benchmarking class, his seeking out for himself and the
Roberts
Building Official performance counseling, his regular
attendance at the Space Coast League of Cities and City
Manager meetings, and his participation in the upcoming
business process improvement training for the County's City
Managers with the Space Coast EDC. I find the City
Manager most curious about best practices and his heartfelt
16
Bennett Boucher Evaluation 11/5/2009
Composite Listing of Council Member Comments
desire to do what is best for the City of Cape Canaveral and
our residents.
The City Manager always maintains a professional
appearance, whether it be formal, business, or business
casual at City meetings, on City property, and at City -related
and professional events.
The City Manager maintains highly professional relationships
with other City Managers, the County Commissioners .. .
particularly Commissioner Nelson, the EDC, the Space Coast
League of Cities, and the Cocoa Beach Chamber of
Commerce.
am hopeful the City Council will support the City Manager's
professional participation in national and state city manager
and league of cities forums that would be of benefit to him in
his professional development and awareness of "best
practices" that would be beneficial to the City of Cape
Canaveral.
Council Member
Walsh None
17