2013 City Manager Evaluation - Staff

1. Demonstrates the ability to develop and implement creative or innovative solutions to the critical issues facing the community.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.9% 41.2% 33.3% 17.6% 2.0% answered question skipped question Response Count 0 3 21 17 9 1 51 0

2. When making decisions, systematically evaluates alternatives in terms of potential impacts or consequences.
Response Percent (1) (2) (3) (4) (5) (N/A) 3.9% 3.9% 31.4% 41.2% 17.6% 2.0% answered question skipped question Response Count 2 2 16 21 9 1 51 0

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3. When decisions are being made, demonstrates the ability to collaborate and seek group solutions - to work out "win-win" solutions.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 7.8% 31.4% 33.3% 27.5% 0.0% answered question skipped question Response Count 0 4 16 17 14 0 51 0

4. Is insightful regarding the dynamics of organizational change and its impact on constituents, employees, and services.
Response Percent (1) (2) (3) (4) (5) (N/A) 3.9% 5.9% 29.4% 29.4% 31.4% 0.0% answered question skipped question Response Count 2 3 15 15 16 0 51 0

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5. Comments regarding questions 1 - 4. Please indicate the specific question to which the comment applies, if applicable:
Response Count 13 answered question skipped question 13 38

6. Maintains effective working relationships with local and regional governments.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.0% 18.0% 48.0% 28.0% 4.0% answered question skipped question Response Count 0 1 9 24 14 2 50 1

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7. Maintains effective working relationships with state governments.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 30.0% 34.0% 18.0% 18.0% answered question skipped question Response Count 0 0 15 17 9 9 50 1

8. Maintains effective working relationships with the federal government.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.0% 34.0% 24.0% 14.0% 26.0% answered question skipped question Response Count 0 1 17 12 7 13 50 1

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Page 2, Q5. Comments regarding questions 1 - 4. Please indicate the specific question to which the comment applies, if applicable:

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Organizational effectiveness requires good communication and the ability to get all levels of the organization involved. Although the city makes various changes it is done by only a select few and communicated after the fact. This method creates a poor morale and decreases ones ability to acquire a more diverse opinion from the excellent employees that work within the city. Q. 4 Completely disregards peoples feelings when making decisions Q. 3 Never seen him try for a win win solution Ken is very good on concern and input from Constituents and concern for services. Would like to see more time devoted to communicating with and receiving input where applicable from employees. Comment on question 3: I have witnessed the collaboration with groups to work out solutions. I observed the willingness to work together in groups to brainstorm and develop working solutions. 1,2,3 - Ken could be more than average but has become so concerned/distracted with second guessing what the political view of any decision will be that even small decisions take an extraordinary amount of time and often opportunity is decreased by doing so. 4 - Ken wants to be liked and over extends the staff by committing to partnering with other leaders that may not be all that beneficial to the city but is the addition of work that can impact our own service delivery to our constituents. We have to be careful that we take on partnerships for the sake of just partnering. It has to be benificial to the City and not us taking on to much expense for other agencies. The new crime software is heavily funded by the City for what benefit we get. This is an example of how it is not always in our best interest. #3) Ken has been the most collabroative City Manager I have ever been associated with in my 33 years working for municipalities. He is concerned about his employees and the citizens he works for and always seems to look for a cooperative solution to issues. Question 3 Does not consider employee needs, fails to do fact finding in regards to questionable department operations complaints, Question 4 fails to follow thru on promises to meet with staff. Question 1 To much reliance on Russ Claggett for answers. 2 & 3 demonstrates great insight, works to make sure that impact of the decisions affects as few as possible in a negative manner. All questions answered based on Organization Managers meetings. Regarding Question No. 3: I cannot express enough the importance of seeking out ideas from employees other than your upper and mid-level managers. We ARE a City Family and in any "family" setting, the input of all members is important and should at least be heard. In my interaction with Ken, he has taken appropriate time in his decision making.

Jul 2, 2013 6:09 AM

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Page 2, Q5. Comments regarding questions 1 - 4. Please indicate the specific question to which the comment applies, if applicable:

He seeks input and is respectful of those whose opinions may differ from his own. He tries to gain consensus in his teams and I appreciate his willingness to listen to others as well as make his case for his own opinion. 13 Ken seeks input when making decisions. Jun 25, 2013 10:24 AM

Page 3, Q9. Comments regarding questions 6 - 8. Please indicate the specific question to which the comment applies, if applicable:

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Comments for questions 7 and 8: I am unaware of relationship with state government and federal government. 6 - Ken wants to be highly regarded by his peers and spends a lot of time in this area 7, 8 - not observed #6) Ken is very community minded. He spends a considerable amount of time addressing local issues and attending local gatherings to represent our City to the public. I know that he has communicated to the Governer's Office on concerns and State participation in local problems, but I'm do not see what he does on the Federal level. I'm not sure many employees would really know whether Mr. Tsuchiyama maintains effective working relationships with state and federal governments, unless we are in a postion that would be more involved with those affairs. #6 answered based on observations during Organization Managers meetings. No first hand knowledge to answer number 7 and 8. I have no knowledge of Ken's interation with the state govenment. I have been present in a conference with a Department of Labor representative, and Ken was very effective in his position and asked appropriate questions. All local and regional government officials (I'm assuming this does not include Battle Creek) have positive things to say about Ken and respect him.

Jun 28, 2013 5:53 AM Jun 28, 2013 2:43 AM Jun 26, 2013 6:46 AM

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Jun 26, 2013 6:29 AM

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9. Comments regarding questions 6 - 8. Please indicate the specific question to which the comment applies, if applicable:
Response Count 6 answered question skipped question 6 45

10. Maintains an image of the City to the community that represents service, integrity, sensitivity to public needs, and professionalism through his own conduct.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 8.2% 28.6% 26.5% 36.7% 0.0% answered question skipped question Response Count 0 4 14 13 18 0 49 2

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11. Demonstrates the ability to work successfully in an ethnically, culturally, and racially diverse community in a way that demonstrates sensitivity.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 0.0% 26.5% 40.8% 30.6% 0.0% answered question skipped question Response Count 1 0 13 20 15 0 49 2

12. Enjoys the respect of members of the community, as well as other members of the Public Administration profession.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 6.1% 34.7% 30.6% 28.6% 0.0% answered question skipped question Response Count 0 3 17 15 14 0 49 2

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Page 4, Q13. Comments regarding questions 10 - 12. Please indicate the specific question to which the comment applies, if applicable:

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Ken is very professional and has a high level of integrity. Ken is well respected with the local community leaders. 10 - This is an area where the lack of ability to communicate and react to negative news like the Gensch incident really hurt the city and I think it was caused more by Ken not communicating what he knew when he knew it than the actual incident and then in dealing with it rather than hoping it wouldn't become a big news item. 11 - Ken is very aware of this and spends a lot of time in this area 12 - Ken wants to be respected and this is a very important measure to him of success 10. Ken demonstrates a professional image in the community at all times, even under pressure. #11, 12, 13) Ken is a community based manager, who is very sensitive to the needs of our community. He participates and communicates with local organizations that benefit this community in a positive way. He is very sensetive to cultural issues, in part because of his own minority status he empethizes with the plight of the racially diverse community. Ken portrays the image of so,eons who has great stewardship for this community and the position he holds. He believes in this city and the people who wrk for the City. I believe Ken has a good understanding that the City is a diverse workplace that encompasses many different types of professions, and he does his best to balance that situation for the best of the organization. Question 12 appears to belong to the good ole boy network. 10- 12. As a member of the community, I hear great things about Ken. How he will work with all cultures and races. He is never seen doing anything outside the professional or moral side of his position. The above questions answered based on observations at Organization Managers meetings. Ken's interaction with the Harwood Institute and his adoption and promotion of those values shows sensitivity to the community in my opinion. He seems to have a geniune concern for the public, and wants to do the right things. Re: Question No. 10: I have always held the highest level of respect for Ken Tsuychiyama. I've never quite understood, though, the lack of accountability he places on his supervisors. Ken is only as strong as his weakest link and if he cannot rely upon his supervisors to EACH perform to their fullest potential with the City's best interest at heart, Ken will always come out looking like the bad guy. He has taken his lumps recently over some things which could have prevented. I believe this will continue to happen within this organization unless the supervisors he counts on for support continue to feel there are no consequences to their lack of performance.

Jul 3, 2013 11:58 AM Jun 28, 2013 5:50 AM Jun 28, 2013 2:49 AM

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Jun 26, 2013 11:07 AM Jun 26, 2013 6:55 AM

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Jun 26, 2013 6:51 AM

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Jun 25, 2013 2:16 PM Jun 25, 2013 12:23 PM

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13. Comments regarding questions 10 - 12. Please indicate the specific question to which the comment applies, if applicable:
Response Count 12 answered question skipped question 12 39

14. Works cooperatively with all groups to find solutions to shared problems, issues, and/or opportunities.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 6.1% 38.8% 28.6% 22.4% 0.0% answered question skipped question Response Count 2 3 19 14 11 0 49 2

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15. Facilitates candid, effective, and productive meetings.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 8.2% 38.8% 40.8% 12.2% 0.0% answered question skipped question Response Count 0 4 19 20 6 0 49 2

16. Responds to internal and external requests in a timely manner.
Response Percent (1) (2) (3) (4) (5) (N/A) 6.1% 16.3% 44.9% 16.3% 12.2% 4.1% answered question skipped question Response Count 3 8 22 8 6 2 49 2

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Page 4, Q17. Comments regarding questions 14 - 16. Please indicate the specific question to which the comment applies, if applicable:

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14- Works cooperatively, the issue is actually "with all groups". More collaboration is needed for increased improvement. 16- Sometimes does not respond at all to request which sends a poor message to requestors. #16 - There have been several instances where a response was requested and after following up with the City Manager a 2nd time, uncovered the item had been "forgotten" on his agenda. Although sincerely apologetic about this and ready to rectify the situation immediately, initial response was lacking. Again based on observations at Org. Managers meetings. Do not have first hand knowledge to answer #16. *15 - In our Senior Staff meetings, Ken makes great efforts to facilitate candid, effective, and productive meetings. His reaction to push back is respectful yet firm. Again, I believe expanding out to the lower level employees for thoughts, ideas, and perspective would be a valuable tool. Upper level supervisors don't necessary hold all of the answers. 16. Sometimes there is not enough hours in the day to respond to requests as one would like to.

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17. Comments regarding questions 14 - 16. Please indicate the specific question to which the comment applies, if applicable:
Response Count 6 answered question skipped question 6 45

18. Suggests creative solutions to the City's financial needs.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 2.0% 38.8% 30.6% 22.4% 4.1% answered question skipped question Response Count 1 1 19 15 11 2 49 2

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19. Keeps expenditures within budgetary constraints.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 0.0% 28.6% 34.7% 26.5% 6.1% answered question skipped question Response Count 2 0 14 17 13 3 49 2

20. Monitors citywide financial performance regularly and takes corrective action as needed.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 6.1% 28.6% 26.5% 24.5% 10.2% answered question skipped question Response Count 2 3 14 13 12 5 49 2

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21. Alerts City Commission to changes or trends that may affect the City's future financial condition.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 4.1% 28.6% 30.6% 18.4% 16.3% answered question skipped question Response Count 1 2 14 15 9 8 49 2

22. Comments regarding questions 18 - 21. Please indicate the specific question to which the comment applies, if applicable:
Response Count 9 answered question skipped question 9 42

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Page 5, Q22. Comments regarding questions 18 - 21. Please indicate the specific question to which the comment applies, if applicable:

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19-20- Financially has done a great job at overseeing the financials for the city and should be commended for a job well done. Comments for questions 18 through 21: I have no knowledge to answer these questions effectivley. Under assumption and the current financial condition of the City of Battle Creek, I would say that there are things being done when it comes to finace. 20. I believe that Ken is always watching the bottom line and willing to make changes when necessary. #18 - 21) I have been very impressed with the fiscal responsibility of our City Leadership. They do not hide from or abdecate their responsibilities. They have tackled some very difficult financial issues and were successful in turning around our finacial difficulties. I am confident they will continue to make the tough decisions necessary to keep the City financially stable. I suppose the City Commission question would have to be answered by a City Commissioner. Question 19-20 has been approached about wasted money in serveral departments failed to respond. Police, Fire and IT department. 18-20 answered based on observations at Org. Managers meetings. No first hand knowledge to answer #21. Ken has a good understanding of the budget environment, and is fortunate to have the former Finance Director as Assistant City Manager. There seem to be good discussions between the two of them, as well as with all City Directors, about the direction of the budget throughout the entire process. The budget kickoff and budget workshop with the Commission were good opportunities for information sharing in both directions. I don't know the answers to these. There should be a Don't Know box.

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23. Fosters continued professional development, personal growth and learning among City government staff.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 12.2% 49.0% 26.5% 12.2% 0.0% answered question skipped question Response Count 1 6 24 13 6 0 49 2

24. Provides a participatory management environment for City employees
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 8.2% 32.7% 38.8% 14.3% 2.0% answered question skipped question Response Count 2 4 16 19 7 1 49 2

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25. Demonstrates the ability to collaborate and seek group solutions.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 6.1% 38.8% 36.7% 14.3% 0.0% answered question skipped question Response Count 2 3 19 18 7 0 49 2

26. The Manager's efforts lead to the successful and timely accomplishment of goals.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 8.2% 44.9% 26.5% 14.3% 4.1% answered question skipped question Response Count 1 4 22 13 7 2 49 2

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Page 6, Q27. Comments regarding questions 23 - 26. Please indicate the specific question to which the comment applies, if applicable:

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23- There are no consistent, fair processess in place to encourage professional development and growth so it becomes hard to position employees to continously grow within the city. The lack of intent here leaves employees stagnant. 24- Identifying ways to gather insight from people throughout the city would be beneficial so they feel "apart". Seeking a shared vision gets everyone on board! Would like to see some communication with all City employees. One meetng semi-annually with all employees would be nice, but even once a year would be good. Seek input where possible. I think it would be nice also to hear from the Commission once in a while; "what do the employees think?" Or have we received input from employees on this item. 23 - It is still difficult for leaders to attend any kind of "conference"; training seems to be the area Ken will allow but as leaders, sometimes the need is for a much broader diverse view to develop a specific idea that then needs training of a staff person. At the same time it is ok to triple up to attend MPELRA with the ACM and ERD 26 - Things get accomplished and done well because Ken has a very talented group of managers who excel and have lots of pride in the city. The City needs more thought into the succession of several key positions. We have managers doing several roles due to cuts and high exposure if folks leave or get sick. Unfortunately this likely due to frozen salaries and folks beginning to look elsewhere. Also, folks close to retirement are beginning to feel the same way with lack of pay increases. The City needs to be careful that this does not cripple large areas as this occurs. #23 - 24) I believe the culture of our organization is cut back on professional development during times of financial difficulties. I understand this tactic, but I think it is wrong to not continue to develp your employee base. Many Supervisors and Foremen feel isolated and unappreciated at times, and I believe this is because they are not always included in the managerial decision making process. #26) I have witnessed many goal accomplishments by the Manager's direction that have positively affected this communitiy as a whole. 23- 26. Ken works well with staff. I believe the staff respects him and looks forward to giving imput and receiving imput from him. #23 - I personally feel that the City Manager has gone above and beyond to promote professional development and is very supportive of the training and learning that is recommended and implemented at the City. There are emails that he sends often on different opportunities and meetings that he encourages attendance and participation at. The City Manager has also demonstrated an eagerness to ensure we have participation at collaborations for learning such as the Leadership Challenge through the Chamber. 23-25 answered based on observations at Org. Managers meetings. Do not have first hand knowledge to answer #26.

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27. Comments regarding questions 23 - 26. Please indicate the specific question to which the comment applies, if applicable:
Response Count 8 answered question skipped question 8 43

28. Ensures City staff also treats everyone with respect and dignity.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 8.2% 28.6% 34.7% 26.5% 0.0% answered question skipped question Response Count 1 4 14 17 13 0 49 2

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29. Values diversity of opinion, ideas, and views.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 10.2% 26.5% 38.8% 22.4% 0.0% answered question skipped question Response Count 1 5 13 19 11 0 49 2

30. Plans, organizes, and supervises implementation of ongoing City programs and services.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 4.1% 44.9% 30.6% 12.2% 6.1% answered question skipped question Response Count 1 2 22 15 6 3 49 2

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31. Comments regarding questions 28 - 30. Please indicate the specific question to which the comment applies, if applicable:
Response Count 8 answered question skipped question 8 43

32. Keeps the City Commission advised of new legislation and developments in public policy as well as actions in other jurisdictions that may have an impact on the City's activities
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 0.0% 40.8% 22.4% 14.3% 22.4% answered question skipped question Response Count 1 0 20 11 7 11 49 2

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33. Organizes program planning in anticipation of future needs and problems and establishes common goals to be adopted by the City Commission.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.0% 36.7% 28.6% 12.2% 22.4% answered question skipped question Response Count 0 1 18 14 6 11 49 2

34. Demonstrates the ability to define and communicate a vision for the future of our City that captures the support of the citizens and institutions of our community.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 6.1% 42.9% 24.5% 18.4% 4.1% answered question skipped question Response Count 2 3 21 12 9 2 49 2

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Page 6, Q31. Comments regarding questions 28 - 30. Please indicate the specific question to which the comment applies, if applicable:

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29- Including the opinions, ideas and views of everyone shows a true sense of "valuing diversity". Avoid relying on a core group to get the job done- there is strength in numbers! 29 - Ken says he values different opinion, ideas and views but actions and shutting out of staff with differing opinion causes concern in this area. We need to be careful not to include to many folks with decisions that require leadership for direction. That seems to be the case with fairly minor issues in many cases. #28) I think that we (as a group) do a wonderful job on external customer service, I am very proud of the way we interface with our community. I do not believe we do as well interally, there has been a long standing cronyism application in Battle Creek; this ongoing issue needs to be rooted out and I know that it takes time. #28 - The City Manager has made it an initiative to be at each New Employee Orientation at the City to welcome our newest employees and engage them in a discussion around respect, honesty and dignity. He spends an average of 15-20 minutes focused on these areas and expressing the importance of professionalism and respect at all levels of the organization. 28-29 answered based on observations from Org. Managers meetings. No first hand knowledge to answer #30. *29 - Ken encourages active participation and truly seems to value the diversity of opinion, ideas and views. *30 - In my eyes one of Ken's strengths is his ability to set a great example of treating everyone with respect and dignity, and remind others (out loud) to do the same. I've always believed that Ken values my opinion.

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Page 7, Q35. Comments regarding questions 32 - 34. Please indicate the specific question to which the comment applies, if applicable:

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One of Ken's strengths is community planning and vision. He is responsibly responsive to the community as well. Question 32 as reported the commissioners have stated more than a few times they were not informed of events taking place in the city. No first hand knowledge to answer #32. 33-34 answered based on observations during Org. Managers meetings. Don't know

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35. Comments regarding questions 32 - 34. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 47

36. Effectively implements policies and programs approved by the City Commission.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 2.0% 44.9% 28.6% 16.3% 6.1% answered question skipped question Response Count 1 1 22 14 8 3 49 2

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37. Keeps the City Commission informed of current plans and activities of administration and new developments in technology, legislation, governmental practices, and regulations.
Response Percent (1) (2) (3) (4) (5) (N/A) 4.1% 2.0% 40.8% 20.4% 10.2% 22.4% answered question skipped question Response Count 2 1 20 10 5 11 49 2

38. Communicates the City Commission's policies and positions effectively to staff and the public.
Response Percent (1) (2) (3) (4) (5) (N/A) 2.0% 12.2% 40.8% 24.5% 12.2% 8.2% answered question skipped question Response Count 1 6 20 12 6 4 49 2

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39. Maintains knowledge of current and innovative trends in the area of local government services and incorporates that knowledge in program suggestions and research.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.0% 42.9% 22.4% 18.4% 14.3% answered question skipped question Response Count 0 1 21 11 9 7 49 2

40. Comments regarding questions 36 - 39. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 47

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Page 8, Q40. Comments regarding questions 36 - 39. Please indicate the specific question to which the comment applies, if applicable:

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#38 - it is hard to communicate positions of such a fractured group. Staff is unclear on Commission direction, as opposed to individual Commissioner desires. 38- by increasing communication the staff and the public would be in a better position to understand the commissions policies and positions effectively. The n/a rating is given out of fairness to Ken; I have not seen this demonstrated but he may have those capabilities. General perception is that he could do these items better 36-38, no first hand information to be able to answer. #39 answered based on observations from Org. Managers meetings.

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41. Please rate the City Manager's performance overall.
Response Percent (1) Unacceptable (2) Needs Improvement (3) Meets Expectations (4) Exceeds Expectations (5) Outstanding 2.0% 8.2% 32.7% 44.9% 12.2% answered question skipped question Response Count 1 4 16 22 6 49 2

42. Identify any current actions by the City Manager that you would most like to see him continue.
Response Count 15 answered question skipped question 15 36

43. Identify any current actions by the City Manager that you would like him to discontinue.
Response Count 7 answered question skipped question 7 44

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Page 10, Q42. Identify any current actions by the City Manager that you would most like to see him continue.

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Downtown development Financial objectives: He has been able to create a savings in funds all while keeping the community SAFE! Although all positions are not filled, it shows that he is not trying to "fill posititions" for the sake of filling them. Instead, he is positioning employees to work to capacity and hiring where there is a true need. This is GOOD BUSINESS SENSE!!! His concern for a balanced budget. I believe the highlights Ken provided you are accurate and commendable. His support in remaining financially competitve with certain positions to maintain quality services. Open communication with staff members. Continue to provide the positive leadership he has in the past. Ken is a very thoughtful person and is concerned with the way he is perceived. He really wants to see Battle Creek thrive. Requiring code compliance to be more user freindly Continue to partner with private enterprises to better the community and encourage job growth. Ken has gone to great lengths to keep employees appraised of change and it has gone along way to foster collaborative solutions. He has been very supportive of city staff More interaction with individual departments, not in an overall group environment with all departments. Financial stability I would like to see Ken's commitment to the transformation of downtown continue, and I would also like to see his encouragement of staff continue with further exploration of non-traditional employee compensation. I think pursuing a partnership with the City of Springfield for police services (or other types of service with other governments) should continue. Management Staff meetings monthly - they allow us to all be on the same page and ask informed questions to have answers to share back at our departments. City overview at New Employee Orientations - this has carried a lot of weight with new employees that attend and shows from the very beginning that we care about their success as employees. Open door. Continue to seek citizen, staff other government agencies input on issues. Participatory management style that includes the opinions of a diverse staff. Seek meaningful ways to improve moral of all City employees. Represent the true character of the non-represented employees of the City as dedicated professionals.

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Jul 1, 2013 11:16 AM Jul 1, 2013 5:38 AM Jun 28, 2013 3:11 AM Jun 26, 2013 8:26 AM Jun 26, 2013 7:42 AM Jun 26, 2013 7:11 AM

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Jun 26, 2013 5:50 AM Jun 26, 2013 4:34 AM Jun 25, 2013 1:00 PM

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Jun 25, 2013 12:29 PM Jun 25, 2013 10:43 AM

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Page 10, Q43. Identify any current actions by the City Manager that you would like him to discontinue.

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Selectiveness: There are many within the city that barely ever see or get a hello from the City Manager. This disconnect only limits his ability because he is missing opportunities to use such individuals to push the cities mission. He has to take more intentional steps of reaching out to employees and that would mean going beyond his comfort level. Be more forceful in protecting his personal time from the intrusions created by unethical media. Challenge city commissioners who are leaking confidential information to the media and demand more ethical behavior from these commissioners. The City Manager needs to lead, set direction and feedback if goals are being met! Ken is so involved at granular level on the wrong things and on others wants to delegate decisions. Hiring a communications staffer is an example of this - not what you all wanted but..... Tolerating the unprofessional, embarassing behavior of certain city commissioners. N/A stop covering up problems and make the tough decision. None come to mind.

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44. Identify any actions not currently being undertaken by the City Manager that you would like to see him implement.
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45. Additional comments regarding the City Manager that have a bearing on this evaluation
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46. Name (optional):
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Page 10, Q44. Identify any actions not currently being undertaken by the City Manager that you would like to see him implement.

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Professional Development: There are no programs in place to prepare employees to grow and develop so they are in a position for professional growth. The lack of such programs leaves employees hopeless and forced to look outside the city if they want to grow. This concept reminds me of this quote: Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime. Many of the employees want to be fisherman, not just eat for a day - so although a raise is nice, many want to be positioned for life of growth. More employee communications and involvement. I believe the Commission has some responsiblity in this area as well. It would be good to see some portion of Commission meetings devoted to employee recognition or maybe devote one meeting a year to significant accomplishments by individuals or groups of employees. Also making an issue of allowing weapons in City buildings makes one wonder about the Commissions concern over the safety of employees vs someones rights. The safety and well being of employees should be a priority for the Commission and the City Manager. For the most part it is, this decision however left me with an unsettled feeling. To the best of my knowledge we were not breaking the law of allowing guns in buildings but trying to legally discourage it. The above comments. Ken has provided us outstanding leadership during a period where there seems to be a desire from some commissioners to attack staff credibility in the name of politics and personal vendettas. I would like to see Ken out of City Hall more often to see other departments and offices We do not see Ken very often unless we're in a meeting with him. NA Communicate with all of his employees periodically, at least occasionally face to face. Ken should continue to communicate frequently with city commissioners and help guide them as they attempt to understand their role in government. This will go a long way to make the most effective use of their time and assure that the city continues progressing rather then getting mired down with issues that are not productive and detract from the finite use of valuable time and resources the city has. I think he could be a little more 'in touch', so to speak, with the lower level employees and front line workers. He meets with managers fairly regularly, but I think he could do something to make himself a little more available to the rest of the organization, perhaps holding some sort of 'State of the City' meeting once a year that all City employees are invited to and allowed to ask questions & make suggestions. I think this would help make everybody feel a little more involved/on board with the direction of the City, as I think there is some disconnect between upper management and their employees. Video messaging. It fosters communication and a feeling of togetherness. N/A

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Page 10, Q44. Identify any actions not currently being undertaken by the City Manager that you would like to see him implement.

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A tougher approach to handling problems, currently he seems to ignore them. I would like to see Ken hold departments accountable for their budgets and for project timelines. I would also like to see some succession planning as our senior managers get closer to retirement. Accountability. Accountability. Accountability. Hold your supervisors accountable. Question their whereabouts. Question why deadlines are not met. Resolution of these issues will only better the City environment. Integrity of supervisors is routinely called into question and with good reason. communication with mid management has always been a weak area for him and for previous City Managers. I wouldn't expect Ken himself to communicate with us, but his Directors should have regular meetings with their managers and supervisors. But that doesn't happen. some do, but this should be organization wide. That means they need direction from Ken to do this.

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Page 10, Q45. Additional comments regarding the City Manager that have a bearing on this evaluation

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I am confident the City manager is a good person, who likes people and loves the City of Battle Creek and all of its employees, it is my hope that with this coming year he will be able to prove it through his actions. Responding to inquiries, communicating effectively, asking questions of employees, encouraging professional development, and being more visable can do that. I feel Ken has overall done a good job during one of the most difficult times in our City's and Nations history. Keeping the wheels on an organization during times where employees have not received an increase in 5 years along with many concessions as well and taking employees to pre-2008 earnings is an accomplishment no CIty Manager before may have ever had to deal with. The philosphy here has been to all share in the pain, and we have. Positively, no one in recent years has been layed off from employment. We are about 200 employees down from our peak days, primarily through attrition. The budget is virtually balanced and overall services continue as good or better than pre-2008. There are challenges and concerns which is why you need a good City Manager. For these reasons I give Ken an overall exceeds. He is in unchartered territory from the CIty's past, or at least the past any of us can remember. A few years ago the Commission did an employee survey that was supposed to be continued on a regular basis. If Commission wants a feel for how the organization feels about many dimensions bring that back. na Ken has a difficult role. He is managing an ever changing landscape of government and community. He has a diverse city commission. Some more fit for the challenge of public office then others. The community he serves is not accurately represented by the people who take the podium at commission meetings. Many times he has to strike the balance between the squeaky wheel and moving the city forward. Despite this and many other challenges Ken is successful. That comes from a combination of experience, intelligence, self awareness, communication, and a genuineness that is harder then you think to find. Ken is a great ombudsman for the City of Battle Creek, this city and its employees are fortunate to have him. Ken has a good understanding of the City as a whole and I believe truly has the City's best interests in mind. He doesn't always ask for input from everybody on substantial decisions that are made, but I believe that some decisions just need to be made by the head of the organization and don't require a 'committee' or 'evalutation team' to look into every little issue. I've heard complaints about his communication from City Commission members, but as far as employees go he does a fairly good job with communicating with managers. I think Ken is a solid leader for the City of Battle Creek moving forward into the future. The City Manager has trust in the managers to do their job without micromanaging their day to day activies, which is very important to an organization. However, there are a few members of senior staff whom by their inaction and complacency are a disservice to the staff and community and the perception is that this is allowed due to personal relationships. Additionally, as each manager has expertise in their field, their opinions and recommendations should be considered more fully before decisions are made.

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Page 10, Q45. Additional comments regarding the City Manager that have a bearing on this evaluation

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It would be a huge injustice to this City and organization if Ken T were no longer in his leadership role. Despite what alot of the uninformed citizens and one or two trigger-happy Commissioners might think, Ken gives 110% of himself in an attempt to do right by the City and the citizens who live here. Having all of his supervisors and Commissioners support him and go to bat for him is a luxury Ken does not have. Ken's biggest downfall is being a sensitive leader when at times, being the heavy hand is what he needs to be. It saddens me that he has to rely on some folks who just don't share the same passion as he does.

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Page 10, Q46. Name (optional):

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Todd Gerber Richard Beardslee Michael Nofs Linda A. Morrison

Jun 28, 2013 6:15 AM Jun 26, 2013 7:42 AM Jun 26, 2013 5:50 AM Jun 25, 2013 1:00 PM

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