Fort Walton Beach Council agenda — 03-11-08 Special agenda ‎(finance director)‎ — reading text

Please distribute to council asap. Thankyou, 3/ 11/ 2008  Page 2 of 2 Dennis Reeves Never miss a thing. Make Yahoo your homepa e. 3/ 11/ 2008 0 DRAFT Alachua, Florida EMPLOYEE NAME: Lisa Absher ,_ EMPLOYEE #: 1241 HmE DATE: f 1/ 08/2002 PosrnoN Trri.E: Asst. City Manager DEPARTMENT: Executive PAY RANGE: $ 61K - $76K EVALUATION OF JOB PERFORMANCE FOR PMOD: 11/ 08/2002 to 04/0212003 Date of Appraisal: 04/02/2003. REASON FOR APPRAISAL: Annual Probationary . Special The Performance Appraisal should reflect a sound and impartial judgment of the employee' s performance on currently assigned responsibilities. The Performance Appraisal is to be completed by the employee' s immediate supervisor, the Rater, and reviewed by the Rater' s supervisor, the Reviewer. If a Reviewer disagrees with a Rater' s rating of any particular item, the Reviewer may so comment on the evaluation, but may not change the rating. The Rater shall discuss each performance appraisal with the employee being evaluated. The Department Head shall furnish the employee an official copy of the employee' s Performance Appraisal. The employee may record any comments he/she may have, including statements of disagreement with the appraisal. A permanent employee shall also be given the opportunity to appeal the rating in the manner set forth by the City Manager. The following factors should be marked with a check mark indicating the performance of the employee. Scale: 1 - 2 = Above Average 3 = Average 4 -5 = Below Average 1 2 3 4 5 KNOWLEDGE OF JOB - A clear understanding of the facts or factors pertinent to the job. SWLU - Technical proficiency required to perform job function, i.e.; typing, computer software, machine operation, analytical and managerial skills. DEPENDABILITY - Conscientious, thorough, accurate, reliable. V JUDGMENT - Ability to arrive at sound egnclusions and make intelligent decisions. Z" iNITIAUW - Earnestness in seeking increased responsibility. Self starting, - unafraid to proceed alone. d COOPERATION - Willingness subordinates toward common team goals. to work with associates, supervisors, and 2"' QUALM OF WORK - Thoroughness, neatness, and accuracy of work. F- 1 WPUNCTUALrrY - Reports to work on time. Performance Appraisal Last Updated 03/ 25/ 2003 D D [ j F] D ATTENDANCE - Faithful in coming to work daily. DRAFT D D E? 0 ATTITUDE - Positive approach towards co- workers, supervisors, and customers. Positive response to constructive comments, by supervisors. D D D D TELEPHONE COMMUNICATION - Listens well and responds professionally to customer complaints and inquiries; good telephone manners; takes and transmits accurate messages. D D D CUSTOMER SERVICE -- Taking responsibility for solving customer problems. 10 BE COMPLETED ON MANAGEMENT AND SUPERVISORY PERSONNEL ^- D D D LEADERSHIP -- Ability to direct the activities and guide the performance of employees. F- 1 [ Z( D EFFECTIVENESS - Ability to obtain desired results from employees. D F-1 IJ D COMMUNICATION SKILLS - Ability to give written or verbal messages that are understandable. OVERALL BATING— ABOVE AVERAGE D AVERAGE BELOW AVERAGE FOR ANY RATING OTHER THAN AVERAGE, PLEASE COMMENT BELOW: PLEASE SEE THE ATTACHED. EMPLO'YEE' S Commu s: Rater' s Signature Date Reviewer' s Signature Date THIS EVALUATION HAs BEEN DISCUSSED WITH ME; SIGNING BELOW micATEs THAT I HAVE Rwmm THIS APPRAISAL, NOT THAT I AGREE WITH ITS CONTENTS. Employee' s Signature Date City Manager's Signature Date DATA ENTRY BY: DATE ENTE m: % INCREASE: CURRENT RATE: $ NLw RATE: $ Performance Appraisal Last Updated 03125/2003  t jJ :. S Absher, Lisa #1241 Performance Appraisal DRAFT 04- 02- 2003 KNOWLEDGE OF JOB 1 SKILLS: Above Average As I have stated on numerous occasions, Ms. Absher is sharp and knowledgeable in municipal government, which was my primary reason for hiring her as Assistant City Manager -• I recognized her abilities and thought that she would be a valuable asset to the operations of our City. She is very computer literate and proficient in her skills to complete the duties required of her. DEPENDABILITY: Below Average On numerous occasions, issues have been brought to my attention by which I had no knowledge of — those that Ms. Absher had been tasked to complete. I constantly have to inquire as to the current status of projects Ms. Absher is working on, as she does not follow through on certain tasks, nor does she keep me informed as to what she is doing. Further, during her absence, I attempted to contact Ms. Absher on three separate occasions, and never received a can back. Ms. Absher was provided a cell phone by the city, but has chosen not to utilize it. INITIATIVE: Above Average Ms. Absher has no problem with proceeding on tasks independently. She has been tasked with a great deal of assignmerrts, a number of which are self initiated. - COOPERATION: Below Average Ms. Absher is extremely difficult to work with. Discussions with her are commonly one sided, and she is not receptive to the views of others. Members of staff have noticed this problem, as I have also been informed of like behavior with other department heads. Ms. Absher has a tendency to speak towards others in an extremely condescending tone, and is resistant to offer assistance to co- workers. PUNCTUALITY: Below Average Punctuality has always been a problem with Ms. Absher. . I have be= ext wvly. lenient in regards to this issue, as when she first began working for the city she was commuting from out of town. Ms. Absher assured me that once she moved locally this would no longer be a problem; however, this continues to persist. She and I have discussed this issue at length on several occasions, and I have advised her in writing of this problem on two separate occasions —both of which Ms. Absher assured me she would rectify this problem, and implored that I not proceed with the written notification. I tried to explain to her that I cannot hold other employees accountable for reporting to work on time, and allow a special exception for her, as this problem has not gone unnoticed by other members of staff. In an effort to give her the benefit of doubt, she was not issued the written correspondences; however, Ms. Absher has yet to report to work by 8: 00 a.m. since she has been employed with the City, which is why this is now included in her performance appraisal. More specifically, during a recent conversation she and I had regarding this issue, Ms. Absher said that she could not work for me if I expected her to come in at 8 :00  DRAF1 Absher, Lisa 01241 Performance Appraisal t' 04 -02 -2003 a.m. every day and work late. She closed the discussion by saying; " This is not going to work just fire me so I can get my severance." out... Annum Below Average Ms. Absher continuously displays a. great deal of resistance in response to any form of constructive criticism from others or myself. Her actions have alienated staff to the point that co- workers from other departments no longer feel comfortable coming to City Mall, solely because they do not want to be confronted by Ms. Absher. There have been numerous instances where Ms. Absher has been defiant to directives I have issued her, and displays blatant disrespect towards me in front of other stafE She has even gone so far as to use profanity towards me. In particular, Ms. Absher and I were recently discussing the ma= er in which grant activities would be handled. Ms. Absher and I discussed having a primary central contact for all city grants, with which I concurred; although, I also wanted for all correspondence to be copied to Laura Dedenbach and myself. As the Planning & Commu ty Development Director, Ms. Dedenbach' s department has direct involvement with all grants of the city, thus the need for her to receive such information -- while I, as City Manager, simply wanted to remain informed as to the status of all grants. Ms. Absher vehemently argued that it was not necessary to duplicate this information, and out -and -out said, " No, that is duplication that Laura does not need." I had to close the conversation by stating to Ms. Absher that this was the way I would like for it to be done, and for her to please proceed to notify Summit Professional Services, Inc. as I had advised. The following day I received the letter Ms. Absher prepared for Summit, and although she stated w the letter that I was to be copied on all correspondence, she still did not include Ms. Dedenbach as directed to do so. LEADERSHIP / EFFELTmwss: Below Average As mentioned above, Ms. Absher' s deficiency in cooperating with co-workers and subordinates directly affects her leadership abilities and effectiveness. Her demeanor is extremely abrupt when dealing with staff as well as myself, and her unwillingness to be receptive to the views of others leaves no room for discussion when she issues directives. I have also found that Ms. Absher has a tendency to take over when a task she has delegated to another employee