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HomeMy WebLinkAboutCity Council Packet 07-12-1993 SpecialCITY COUNCIL STUDY SESSION MONDAY, JULY 129 1993 4:00 P.M. I. TAX INCREMENT FINANCING APPLICATIONS H. ASSESSMENT POLICY FOR NEW COUNTY ROAD 9 & DUNKIRK PROJECTS M. DISCUSSION ON PROPOSAL FOR RENOVATION OF CITY COUNCIL CHAMBERS/CONFERENCE ROOM IV. PROCEDURE FOR CITY MANAGER EVALUATION CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: July 6, 1993 TO: Mayor and City Council FROM: Dwight D. Johnson, City Manager SUBJECT: Tax Increment Applications -Criteria for Review Background. In April, the City Council approved a resolution inviting Tax Increment Assistance applications within existing tax increment districts which are due to expire over the next several years. About 200 letters went out to various businesses in these districts, and four applications for TIF assistance have been received. We have also received a TIF application for a location outside of an existing district. Staff seeks to develop some criteria for review of these applications based upon legal considerations, prevailing practices, and the City's objectives. The following may serve as a discussion outline. It is anticipated that following this discussion, staff will evaluate each application and submit recommendations for preliminary approval of some or all applications on either July 19 or August 2, 1993. Discussion. The discussion can be divided into the following topics. 1. What kinds of projects should be assisted? Many cities do not assist retail projects since they would likely compete directly with other area stores that were not assisted. Also, many cities do not assist speculative buildings because there is too much chance that the legal or public purpose for the TIF would not be met. If a spec building remained unleased or unsold, it would be hard to argue that TIF was needed to create new jobs, remove blight, etc. Also, values for existing commercial/industrial buildings continue to decrease, according to the City Assessor. Under what conditions should we risk further depressing the market? 2. What kind of TIF assistance would we be willing to provide? Several applicants have asked for city bonding to realize the present value of TIF proceeds immediately. Should the City go into debt to provide assistance? For what kinds of projects? For districts with only a few years left, bond issuance costs might be very high relative to the proceeds. 3. What should the TIF assistance be used for? Traditionally, we have not made TIF proceeds available to the individual project, but rather supported general infrastructure with the proceeds. Assuming we make some proportion available to individual projects, the items we could consider funding include: a. paying down any assessments due the City, which would benefit both the project and the City and would be in keeping with our tradition of paying for infrastructure. b. paying for costs of removing substandard structures, if any. c. paying for some site improvements, especially where the site has unusual environmental or topographical problems. In effect, we could literally "level the playing field. " d. buy down some of the land costs directly. This is the most direct way cities can and do subsidize development. 4. What standard should the City apply to the "but for" test? State law requires that the City find that the project would not occur "but for" the assistance provided by TIF. Is it enough that the existing TIF districts did not fill up in a timely manner? What about projects that have already received planning approvals and building permits? The Legislature takes a very dim view of cities using TIF to compete with other cities. If the "but for" test is not truly met, school districts and counties lose revenue. Even the City stands to lose state aid for any new districts created. Should we require evidence that the project would not occur within Plymouth but for TIF assistance? within the west suburban area? within the metro area? within the State of Minnesota? What level of proof do we require? Is it enough that the project probably would not occur within the several remaining years of the TIF district, which is how long the project would be assisted? 5. Other criteria which could be used to judge applications include: a. Project is consistent with the Comprehensive Plan b. Number and kinds of jobs created. c. Quality of design of proposed project. d. Amount of owner equity invested. e. Successful track record by developer. f. Location in an existing TIF district with at least 2 years of remaining life (it takes that long for any TIF to come in) . MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447 DATE: July 8, 1993 TO: Dwight Johnson, City Manager FROM: Fred G. Moore, Director of Public Works SUBJECT: ASSESSMENT POLICY FOR NEW COUNTY ROAD 9 IMPROVEMENTS AND DUNKIRK LANE IMPROVEMENT PROJECT After the public improvement hearing the City Council ordered construction of New County Road 9 and Dunkirk Lane Improvement Projects. At this same time the City Council set a study session for July 12 to discuss possible assessment methods. Previous to the hearing held by the City Council the Engineering staff had presented two methods of assessments. It was recognized that there are many alternates which could be used. The two major developers in the area, U.S. Homes and Forbragd-Harstad stated that they might suggest other methods of assessments. Attached to this memo are estimated assessments for the project based only on the existing adopted City Council Assessment Policy. The assessments are divided separately for Dunkirk Lane and New County Road 9. We also indicate the assessments for sanitary sewer and watermain improvements. After the City Council study meeting the Engineering staff will prepare a proposed method of final assessments in accordance with direction given by the City Council. FGM:kh attachment o, i i b-10-_wA-RWa Lal Street and Storm Sewer County Road 9 Dunkirk Lane Dunkirk Court Sanitary Sewer County Road 9 Dunkirk Lane Watermain County Road 9 Dunkirk Lane Trail Improvements County Road 9 Dunkirk Lane Street & Storm Sewer Sanitary Sewer Watermain Trail TOTAL CITY PROJECT NO'S 308 AND 310 PROJECT COSTS TOTAL 1,705,410 889,090 111,980 31,400 17,710 156,630 210,820 30,450 38.580 3,192,070 FUNDING - COMBINED PROJECT M.S.A. 1,628,670 0- 0- 54.537 1,683,207 Frontage Basis Assessments 1,077,810 49,110 37,418 0- 1,164,338 July 8, 1993 Utility or Park Dedication 0- 0- 330,032 14.493 344,525 CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447 DATE: June 15, 1993 TO: Dwight Johnson, City Manager FROM: Jack Tabery, Property Management Coordinator SUBJECT: REQUEST FOR PROPOSAL FOR RENOVATION OF CITY COUNCIL CHAMBERS/CONFERENCE ROOM With the adoption of the new charter which requires expansion of the Council from the present five members to seven beginning January 1, 1994, we have an opportunity to retrofit the Councilmember/staff seating configuration to accommodate the new members. I recommend we go beyond the seating arrangements and also evaluate the audience monitors, the sound/speaker systems, broadcast capabilities, seating, and projection capabilities as well. I am recommending we select a design firm with experience specifically in interior design, as well as governing body meeting area skills. The selected firm would then design, with input from appropriate staff, incorporating state of the art features in electrical, mechanical, and interior design to the Council chambers and the adjacent conference room. I have attached a copy of the R.F.P. for submission to the list of firms who have previous experience in designing governing body facilities and, in several instances, have had a relationship with the City of Plymouth. Attachments (2) CC: Dale E. Hahn, Finance Director REQUEST FOR PROPOSAL FOR THE CITY COUNCIL CHAMBERS/CONFERENCE AREA REDESIGN BY THE CITY OF PLYMOUTH The City of Plymouth Administration Department requests a proposal which will provide for the services outlined below in connection with the redesign and construction of the existing Council Chambers and Conference Area. It is the intent of this request to secure a proposal to design/develop a plan suitable for presentation to the City Council. Your response to this request for proposal should encompass the preparation of a concept and a plan followed by full architectural services, schematic design development, working drawings, specifications and bid documents. Guaranteed maximum, price -exclusive of reimbursable, including a minimum of weekly site visits during the construction period, structural, mechanical, electrical, architect and interior design services should be included in your response. Please incorporate into your response the following requirements: 1. Brief history of the firm and statement of qualifications. 2. Name, address and fax number. 3. Provide listing of all personnel who would be involved in this project, education, back ground and discipline. 4. Provide a listing of all in-house or outside service providers/consultants your firm would use on this project. 5. Please explain how your firm will handle design errors and/or omissions, including all architect controlled consultants. Three copies of the proposal must be submitted no later than August 1, 1993 and addressed to: Dwight Johnson, City Manager City of Plymouth 3400 Plymouth Boulevard Plymouth, MN 55447 612)550-5011 For further information about the project contact: Jack Tabery, Property Management Coord. City of Plymouth 3400 Plymouth Boulevard Plymouth, MN 55447 612)550-5112 PROPOSED LIST OF ARCHITECTS Trossen Wright Architects, P.A. 405 Sibley Street Suite 230 St. Paul, MN 55101 Mike Trossen 222-1244 The Alliance 400 Cliffton Avenue South Minneapolis, MN 55403 Peter Vesterholt 871-5703 Winsor Faricy Architects 421 Wabasha Street North Suite 200 St. Paul, MN 55102 Wayne Faricy 227-0655 B.R.W. Architects, Inc. Thresher Square 700 Third Street South Minneapolis, MN 55415 Jeff Ortel 370-0700 K.K.E. Architects 300 First Avenue North Minneapolis, MN 55401 Larry Koch 339-4200 CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: July 8, 1993 TO: Mayor and City Council FROM: Dwight D. 4ohnson, City Manager SUBJECT: City Manager Evaluation Enclosed is a copy of the evaluation form that Harry Brull sent for our use. He suggests that the attached questions be answered by all direct reports as well as each of you. We agree that there are no peers who could reasonably participate in my case. I would also fill out a form to evaluate myself. All of these forms would then be sent in to Personnel Decisions. They would compile a detailed report comparing all of the answers, listing high and low areas, etc. Neither Harry nor I are quite sure what to do at that point. Mr. Brull's proposed format is acceptable to me and I think it would be acceptable to my direct reports, although we should probably exempt Joe Ryan and Kathy Lueckert, who have been direct reports to me for only a matter of weeks. I am concerned for you folks, however. My first reaction in reading over the questions is that you would have a hard time answering a lot of them very well. The questions seem to often call for prolonged, detailed observation of a person, something which does not lend itself to a part-time council City Manager relationship. The whole questionnaire seems designed for a full-time boss -full time employee relationship. There is a column to answer "Does not Apply" which the instructions say should also be used for behavior not observed. If you feel that you can reasonably answer most of the questions, then let us proceed. If you would like an alternative, I am enclosing the form the Shoreview City Council used with me for most of my years there. It is borrowed from Control Data for top executive positions. I found this form quite useful and satisfactory. In Shoreview, each Council member filled out this form and returned it to the Mayor, who consolidated the results. One difference is that the Shoreview council members signed their forms and they were all eventually given to me to review. Harry Brull proposes anonymity for all respondents. Then, the Mayor and one other council member would present the results to me. I was offered the chance to bring up any issues to the whole council, but no significant issues ever arose that required this. I offer the "Shoreview" form as an alternative in case you are concerned about Mr. Brull's format. Another possibility is to mix and match the formats. The Council could complete the Shoreview" form, while the staff could fill out the more detailed format from Personnel Decisions. I am adding this item to our Monday study session for your comment and direction look forward to this process which should help both me and the City operate more effectively. PERSONNEL DECISIONS, INC. Corporate Offices 2000 Plaza VII Tower 45 South Seventh Street Minneapolis, Minnesota 55402-1608 612/339-0927 MEMORANDUM To: Dwight Johnson, Plymouth City Manager Plymouth Mayor and Council From: Harry Brull, PDI Date: 2 July 1993 Re: City Manager Six-month Review I am pleased that you are taking me up on my offer of a six-month review of City Manager performance. As a vehicle for this process, I am proposing The PROFILORTM, a PDI - developed managerial feedback instrument. The PROFILORTM defines a set of competencies and the behaviors which support them. A manager's performance is then assessed by comparison of self -perception with the perception of others. Given the organizational structure of the position in the City of Plymouth, the "others" would be the Mayor and Council as bosses and the City Manager's direct reports as a second group. In addition to the quantitative evaluation, I would recommend anonymous narrative comments. This would be accomplished by randomizing and typing the comments within the respondent groups. I am enclosing a set of materials which describes the PROFILORTM process. I would anticipate a one-on-one session sharing the feedback with the City Manager. I have some questions regarding how feedback to the Mayor and Council should be handled. This developmental information is obviously best handled in a confidential fashion; how can we accomplish this given legal mandates? As promised, I am prepared to administer the process and give feedback to the City Manager and to Council representatives at no charge. I look forward to continuing the City Manager selection project with an opportunity to aid in his development. Amhor: Harry Brill: WP: Holly Uibaoald: EditodProofer. Kara Schwictenberg K:%DATA%PUBSEC\TR&PROP\DJMY693.DOC espondent UESTIONNAIRE EPROFIIORM inctiviclual managers are rateca from the perspective of four different groups of people: self, peers, the person the manager works for, and people who work for the manager. Each respondent completes The PROFILQR- questionnaires ing t ty-f our key managerial skill areas, including: Foster Teamwork Lead Courageousl- Act with Integrit)- Champion Change Coach and Derelop r The questionnaire takes 'ust 30 to 40minutes to complete. Once returns the ques4ion,nair-e-M I manager in a evelopmental Feedback Report. Instructions Please be candid when you fill out this questionnaire. Evaluate the actual behavior of the individual as you have observed it. Then make your ratings carefully, one item at a time. Your open assessment will help the manager gain a clear understanding of his/her management strengths and development needs. Your feedback will serve as the basis for this person's focused professional development and career direction. To maintain confidentiality, all peer ratings will be combined and all direct report ratings will be combined in The PROFILOR Feedback Report. However, if only one boss is responding, that person's responses will be identifiable. Please: 0 Mark one response for each item. Mark "Does Not Apply" only if the activity is not relevant to the job and activities of the person being rated, or if you have not observed the individual in that activity. Take your time with each item and be certain you are rating the manager on what is specifically stated. Use a No. 2 pencil. Do not use ink. Thanks for your time and attention! Copyright 1991 Personnel Decisions, Inc. All Rights Reserved. NOTE: All PROFILOR materials are protected by national and international copyright and patent laws. Alt PROFILOR materials and ancillary products have been developed and copyrighted by Personnel Decisions, Inc. (PDI), and are marketed exclusively by PDI. Any violation of copyrights by any form of duplication or reproduction will bevigorouslyprosecutedthroughappropriateanddirectlegalaction. Please report any possible copyright violations to Personnel Decisions, Inc. The following responses are being collected by Personnel Decisions, Inc. for research purposes only and will be kept strictly confidential. Your help in collecting this data is greatly appreciated. 1. How long have you held your current position? Q Less than 1 year Q 6 to 10 years Q 1 to 2 years Q More than 10 years 0 3 to 5 years 2. What is your highest level of educational attainment? Q Some high school Q High school graduate,,G.E.D. D (D Q Some college or technical training QQ Q Bachelor's degree QQ Q Some graduate work QQ Q Master's degree Qi Qi Q Ph.D. QQQJ.D. Q Other - specify 3. What is your gender? 5. What is Q Male Q Female your age? M4. What is your ethnic status? Q African-American @@ Q American Indian or Alaskan Native Q Q Q Asian or Pacific Islander Q Q Q Hispanic Q Q Q Caucasian 00 Q Other - specify Q Q QQ QQ QQ QQ 6. How long have you worked with this manager? Number of years OR Number of months M M G) (a) D (D QQ QQ QQ QQ QQ QQ QQ QQ QQ 00 Qi Qi QQ QQ QQ QQ 2- 7. How would you rate this manager's competence in his/her current position? Q Outstanding; one of the best Q Clearly above average•, much more competent than most Q Somewhat above average; more competent than most Q Average; competent, doesn't stand out either way Q Somewhat below average; less competent than most Q Clearly below average; much weaker than most Q Very weak; one of the worst Q Don't know 8. What is this manager's long-range advancement potential? Q CEO or president Q Middle management Q Senior executive Q First-line management Q Executive Q Not suited for Q Upper middle management management PROFILOR' M Developmental Feedback for Managers QUESTIONNAIRE Section I: Behaviors r slet 8E 1 16 f +teff + dE 9j! ' % 41 This person: 1. Values the contributions of all team members ................................. @ D Q 2. Accurately identifies strengths and development needs in others ............. Q Q Q Q 0 3. Readily commands attention and respect in groups ........................... Q Q @ 0 0 4. Conveys clear expectations for assignments ................................... D Q Q Q 5. Coordinates work with other groups ........................................... D: 6. Translates business strategies into clear objectives and tactics ................ Q Q 0 Q 7. Fosters the development of a common vision .................................. Q 8. Takes a stand and resolves important issues .................................. D 0 Q 0 S) 9. Interacts with people openly and directly ..................................... D G) 0 0 MA 10. Speaks clearly and concisely ................................................... @ G) 0 @ 0 A 11. Knows whom to involve and when ............................................. 0s Q 12. Analyzes problems from different points of view ................;............... 0 A 13. Deals constructively with own failures and mistakes ........................ Q Q 14. Has the confidence and trust of others ........................................ D 0 15. Accepts responsibility for own mistakes ....................................... 0 0 16. Sets high personal standards of performance .................................. 17. Learns new information quickly ............................................... 0 0 0 0 A 18. Knows the job.................................................................. O 0" 0 0 0 A 19. Stays informed about industry practices and new developments .............. Q Q Q Q 0 Q 20. Gets the job done............................................................... 0 0 0 0 0 8 21. Champions new initiatives within and beyond the scope of own job ......... 04Q 0 0 0 Q 22. Shows consistency between words and actions .... . ........................... 0 0 Q Q 0 A 23. Projects an appropriate degree of self-confidence .............................. 0 0 0 @ 0 8 24. Seeks feedback to enhance performance ....................................... D G 0 D 0 25. Puts top priority on getting results ............................................ G) D 0 0 0 8 26. Establishes high standards of performance for employees ..................... Q Q Q 0 27. Treats people with respect ..................................................... D 0 0 0 28. Knows which battles are worth fighting ....................................... Q Q 0 Q 0 29. Expresses disagreement tactfully and sensitively .............................. Q Q 0 0 0 8 30. Identifies specific action steps and accountabilities ........................... Q Q 0 0 8 31. Delegates enough of own work to others......................................(D D 8 32. Treats people fairly............................................................ 0 G) 0 0 0 33. Addresses and works to resolve conflict ....................................... 0 0 34. Seeks appropriate input before making decisions .............................. QQ Qa QQ QQ QQ Q 35. Is regarded as an expert ...................................................... D 0 0 0 8 36. Knows the strengths and weaknesses of competitors .......................... Q Q Q Q 0 8 37. Speaks with enthusiasm and expressiveness .................................. Q 0 0 0 38. Encourages others to express their views, even contrary ones ................ Q Q Q QQ 0 39. Listens well in a group ........................................................ 40. Negotiates persuasively......................................................... 0 0 0 2) 0 8 M00000000000000000MMMMMM PLEASE DO NOT WRITE IN THIS AREA 182 PROHIOR `' Developmental Feedback for Managers QUESTIONNAIRE a s a T CrP et e, ttje 9t fl'°t d-tP t teOt Ot teOt ArJ, This person: 41. Provides clear direction and defines priorities for the team ................. Q 0 0 sQ 0 NA 42. Gives specific and constructive feedback ..................................... 0 0 0 0 NA 43. Conveys trust in people's competence to do their jobs ....................... 0 0 0 0 0 NA 44. Involves others in shaping plans and decisions that affect them ............. 0 0 0 D 0 NA 45. Confronts problems early, before they get out of hand ....................... 0 0 G) D 0 NA 46. Lives up to commitments...................................................... 0 0 0 NA 47. Is flexible...................................................................... Q 0 @ 0 8 48. Adapts behavior in response to feedback and experience .................... 0 0 Qs zQ 0 NA 49. Seeks out new work challenges ............................................... Q 0 Q 0 0 NA 50. Stimulates others to make changes and improvements ....................... 0 0 Q D 0 NA 51. Gets work done on time ....................................................... Q 0 D 0 NA 52. Knows when to supervise and coach people and when to leave them on theirown...................................................................... O O NA 53. Prepares realistic estimates of budget, staff, and other resources ............ Q 0 Q Q 0 NA 54. Delegates assignments to the lowest appropriate level ........................ 55. Can be approached easily ..................................................... Q 0 Q 0 NA 56. Anticipates the positions and reactions of others accurately................. Q 0 Q Q 0 NA 57. Works toward win/win solutions whenever possible .......................... 0 0 Q z 0 NA 58. Understands complex concepts and relationships ............................. 0 0 Q 0 NA 59. Keeps up-to-date on professional/technical developments ..................... 0 0 Q Q 0 NA 60. Understands the organization's mission, strategies, strengths, and weaknesses..................................................................... 0 0 0 O O NA 61. Gets point across when talking ............................................... 0 0 0 0 0 NA 62. Keeps people up-to-date with information .................................... Q 0 QQ Q 0 NA 63. Listens to people without interrupting ........................................ Q 0 QQ Q 0 NA 64. Gives compelling reasons for ideas ............................................ Q 0 QQ 0 0 NA 65. Clarifies roles and responsibilities with team members ....................... 0 0 QQ 0 0 NA 66. Lets people know when they are performing well ............................ 0 0 0 Q 0 NA 67. Inspires people to excel ........................................................ Q 0 0 0 NA 68. Uses a team approach to solve problems when appropriate .................. 0 0 QQ 0 0 NA 69. Challenges others to make tough choices ...................................... 0 0 0 NA 70. Encourages discussion of ethical considerations before decisions are made .. 0 0 QQ 0 0 NA 71. Works constructively under stress and pressure .............................. QQ 0 QQ 0 0 NA 72. Initiates activities without being asked to do so ............................. 0 0 0 0 0 NA 73. Pursues learning and self -development ........................................ 0 0 0 0 0 NA 74. Involves others in the change process ......................................... Q 0 0 0 0 NA 75. Accomplishes a great deal ...................................................... Q 0 QQ Q 0 NA 76. Anticipates problems and develops contingency plans ........................ 0 0 QQ 0 0 NA 77. Gives people the latitude to manage their own responsibilities ............... 0 0 QQ Q 0 NA 78. Develops effective working relationships with direct reports ................. 0 0 0 0 0 NA 79. Compromises to build give-and-take relationships with others ............... Q 0 Q 0 0 NA r 4- PROMIOR' N Developmental Feedback for Managers QUESTIONNAIRE k To$ G To To ro l+ rey free G,$ f S,o e e , Q , 1,0 9r mor ark+ r x° OC rE"' c 4A4j1 e This person: 80. Focuses on important information without getting bogged down in unnecessary detail...."......................................................... 0 0 0 D G) 8 81. Presents technical information in easily understood terms .................... 0 0 0 0 0 9) 82. Understands how the business is run ............... DG) S).......................... 83. Speaks effectively in front of a group ..:..................................... 0 D D 84. Creates an environment where people work their best ........................ 0 EX,:, 0 0 0 A 85. Clarifies what people say to ensure understanding ............................ 0 d _ 0 0 0 NA 86. Is assertive.................................................................... 0 0. 0 a 0 NA 87. Provides others with open access to information ............................... 0 0 0 D 0 8 88. Links the team's mission to that of the broader organization ............. > ... 0 0 0 D 0 Q 89. Lets people know when results are not up to expectations . ................... Q 0 0 0 NA 90. Creates an environment that makes work enjoyable .......................... D 0 0 NA 91. Fosters teamwork within the team ............................................ 0 0 NA 92. Drives hard on the right issues ................................................ 0 0 NA 93. Protects confidential information .............................................. 0 0 NA 94. Works effectively in ambiguous situations ..................................... 0 NA 95. Conveys a sense of urgency when appropriate ................................ Q 0 0 Oz NA 96. Prepares people to understand changes ........................................ Q 0 0 NA 97. Is an effective manager overall ................................................ 0 0 0 NA 98. Sets up needed systems and structures to support changes ................... Q 0 0 0 NA 99. Produces high quality work ................................................... 0 0 0 0 0 NA 100. Integrates planning efforts across work units ................................. 0 0 0 0 D NA 101. Empowers others with the authority necessary to accomplish their objectives 0 0 0 D NA 102. Is accessible to provide assistance/support as necessary ...................... Q 0 0 0 NA 103. Monitors progress of others and redirects efforts when goals are not beingmet...................................................................... O 0 O O O NA 104. Develops effective 'working relationships with peers ........................... Q 0 0 Q 0 NA 105. Listens carefully to input ..................................................... 0 0 NA 106. Brings cross -disciplinary knowledge to bear on issues and opportunities ...... 0 0 0 Qz 0 107. Applies accurate logic in solving problems .................................... 0 0 0 Q NA 108. Makes sure that people have no "surprises" ................ ............ .......Q 0 0 NA 109. Listens willingly to concerns expressed by others ............................. 0 0 D NA 110. Wins support from others ..................................................... G) 0 0 111. Gets others to take action ..................................................... 0 0 D NA 112. Makes the team mission and strategies clear to others ........................ 0 0 1) NA 113. Makes decisions in the face of uncertainty .................................... Q 0 0 D NA 114. Rewards people for good performance ......................................... Q 0 0 0 NA 115. Promotes teamwork among groups; discourages `wVe vs. they" thinking ........ 0 0 0 Q C NA 116. Acts decisively................................................................ 0 0 0 D NA 117. Coaches others in the development of their skills ............................. Q 0 0 NA 118. Adapts approach to motivate each individual ................................. 0 0 0 0 Q 0 5- c FPROFII(JR i `f:: , ',.i;':tw. t .:rA ..ui8,a:'1?u7a .3s• ..'-°.,"p . ' ',.•'`sx"',<:. .1.3*•- "e.s , Developmental Feedback for Managers QUESTIONNAIRE a a a T efy c 8r Somme t I lP If f This person: 119. Acknowledges and celebrates team accomplishments ........................ 0 0 0 0 NA 120. Demonstrates managerial courage ............................................ 0 0 0 0 0 MA 121. Provides challenging assignments to facilitate individual development ...... 0 0 0 122. Shows interest in employees' careers ......................................... 0 0 0 0 0 8 123. Demonstrates awareness of own strengths and weaknesses ................. 0 0 0 0 0 8 124. Persists in the face of obstacles .............................................. 0 0 0 0 0 125. Accepts criticism openly and nondefensively................................ 0 0 0 0 0 NA 126. Readily puts in extra time and effort ....................................... 0 0 0 0 0 8 127. Makes sound decisions based on adequate information ...................... 0 0 0 0 0 NA 128. Develops effective working relationships with higher management ......... 0 0 Q 0 129. Takes people's feelings and preferences into account when making decisions...................................................................... O O O O O NA 130. Demonstrates an appropriate level of patience .............................. 0 0 0 0 NA 131. Makes timely decisions....................................................... 0 0 0 Qz 0i NA 132. Considers alternative solutions before making decisions ..................... 0 0 D 0 A 133. Facilitates the discussion and resolution, of different views ................. 134. Influences and shapes the decisions of upper management ................. 135. Displays a high energy level .................................................. a a SAMPLE: Please write the name of the person you have just rated. a a Fill in the first 3 letters of the LAST name of the person a you have just rated on this questionnaire. a 0 AO OOBODEO©UOOOOOOOGOOOU00400C a A0600 00000000000000000000000®OOC a E)A• C A B C D OE OF G OH I OJ K OL M ON G P OQ RO OS OT U OV OX Y C a a Please make sure you have indicated your working relationship to this person on the cover of the questionnaire. a STOP HERE, UNLESS YOU ARE THIS PERSON'S BOSS. 00000000000000000MENNO PLEASE DO NOT WRITE IN THIS AREA PROM OR' F "K1 i •`L`i" r^..d. _.ww'{;.t,'jt'j.. s.:a}. f.:. Developmental Feedback for Managers Section 2: Importance Ratings -To be faU,ed out by boss only. DIRECTIONS: Read the following definitions. Rating how important each is to this person's job, fill in one rating bubble per definition. Make sure that you rate no more than 8 of the 24 as Critically Important and no more than 8 of the 24 as Very Important. Be sure to rate the importance to the , 2b and not the person's performance. Q orc ly % , 4 4 , e, N>e I 1. Analyze Issues: Gathers relevant information systematically; considers a broad range of issues or factors; grasps complexities and perceives relationships among problems or issues; seeks input from others; uses accurate logic in analyses ............................................. O C O O O O O 2. Use Sound Judgment: Makes timely and sound decisions; makes decisions under conditions of uncertainty ......................................... O O O O 3. Establish Plans: Develops short- and long-range plans that are appropriately comprehensive, realistic, and effective in meeting goals; integrates planning efforts across work units ...................................... O O ' U 0 0 0 0 4. Manage Execution: Assigns responsibilities; delegates to and empowers others; removes obstacles; allows for and contributes needed resources; coordinates work efforts when necessary; monitors progress ......................................... DO @00 O O 5. Provide Direction: Fosters the development of a common vision; provides clear direction and priorities; clarifies roles and responsibilities ........ QO 000 O0 1 6. Lead Courageously: Steps forward to address difficult issues; puts self on the line to deal with important problems; stands firm when necessary .. Q eQ OOO OQ 7. Influence Others: Asserts own ideas and persuades others; gains support and commitment from others; mobilizes people to take action .................... Q O O O O O 0 S. Foster Teamwork: Builds effective teams committed to organizational goals; fosters collaboration among team members and among teams; uses teams to address relevant issues .............................................. 0 0 0 0 0 0 9. Motivate Others: Encourages and empowers others to achieve; establishes challenging performance standards; creates enthusiasm, a feeling of investment, and a desire to excel ........................................ 2) O O O O O (D 10. Coach and Develop: Accurately assesses strengths and development needs of employees; gives timely, specific feedback, and helpful coaching; provides challenging assignments and opportunities for development ... Q O O O O O Q 11. Champion Change: Challenges the status quo and champions new initiatives; acts as a catalyst of change and stimulates others to change; paves the way for needed changes; manages implementation effectively .......... Q O O O O O O 12. Build Relationships: Relates to people in an open, friendly, accepting manner; shows sincere interest in others and their concerns; initiates and develops relationships with others as a key priority .......................... Q O O O O 00 13. Display Organizational Savvy: Develops effective give-and-take relationships with others; understands the agendas and perspectives of others; recognizes and effectively balances the interests and needs of one's own group with those of the broader organization ..................................... DO OOO 00 7- ROF11ORIm } ' 4P Developmental Feedback for Managers c°f y (4O jo+ qj O QUESTIONNAIRE 14. Manage Disagreements: Brings substantive conflicts and disagreements into the open and attempts to resolve them O O O O O collaboratively; builds consensus .................................................. 15. Speak Effectively: Speaks clearly and expresses self well in O OOO @0D@ groups and in one-to-one conversations ........................................... 16. Foster Open Communication: Creates an atmosphere in which timely and high quality information flows smoothly between self and others; 7 6 5 4 3 2 1OOOOOO0 encourages the open expression of ideas and opinions ........................... 17. Listen to Others: Demonstrates attention to and conveys understanding OO O O0@@00 M. of the comments and questions of others; listens well in a group .. M 18. Drive for Results: Drives for results and success; conveys a sense of issues to closure; persists despite obstacles and opposition., 01 urgency and drives M 19. Show Work Commitment: Sets high standards of performance; G)@ OOO @(D pursues aggressive goals and works hard to achieve them ....................... 20. Act with Integrity: Demonstrates principled leadership and sound M business ethics; shows consistency among principles, values, and behavior; builds trust with others through own authenticity and follow- O O O O O @0 through on commitments.......................................................... M 21. Demonstrate Adaptability: Handles day-to-day work challenges to to multiple demands, shifting M confidently; is willing and able adjust ambiguity, and rapid change; shows resilience in the face of O OOO (DOOD@priorities, constraints, frustrations, or adversity; demonstrates flexibility .................. . 22. Develop Oneself: Learns from experience; actively pursues learning feedback and welcomes unsolicited 2 1OOMandself -development; seeks feedback; modifies behavior in light of feedback ................................. 7 6 6 4 3OOOOO 23. Use Technical/Functional Expertise: Possesses up-to-date knowledge in the profession and industry; is regarded as an expert in the technical/functional area; accesses and uses other expert O © ®®O O O resources when appropriate....................................................... 24. Know the Business: Shows understanding of issues relevant to the broad organization and business; keeps that knowledge up-to-date; 0 © O O O O O has and uses cross -functional knowledge ....................................... 000000000000000000NOMME PLEASE DO NOT WRITE IN THIS AREA Printed in U.S.A. Mark Reflex® by NCS MP89896:321 @9) CONTROL DATA EXECUTIVE PERFORMANCE AND DEVELOPMENT APPRAISAL STATEMENT OF PURPOSE & PHILOSOPHY At Control Data, performance appraisal is a key element of the management process for effective utilization and development of human resources. When used effectively, performance appraisals can significantly enhance both employee productivity and satis- faction. Thus, it represents one of the major responsibilities Control Data expects from its managers. The performance appraisal system at Control Data has three primary objectives: The first objective is to provide accurate and timely feedback to employees concerning how well they have accomplished the major responsibilities or requirements of their jobs. This objective reflects a concern for open and ongoing performance - related communications between managers and employees. The second objective is to diagnose and help employees understand their relative strengths and development needs across the various performance factors characterizing their mayor fob responsibilities. This objective is based on a concern for em- ployee development and maximum utilization of employee skills and abilities. The third objective of the performance appraisal system is to serve as an input to individual compensation and staffing decisions (e.g., pay raises, promotions, transfers, downgrades, terminations). This objective reflects a concern for both fair treatment of employees and reward for performance. Control Data recognizes the need of employees to know how their performance is viewed by their manager. Performance feed- back to employees must not only be accurate and valid, but must also provide complete information covering both the positive as well as negative aspects of performance. Employees cannot be expected to improve their performance if deficiencies have not been clearly communicated. This is especially important for employees whose performance does not completely meet expectations. All employees need accurate and complete information if they are to better manage their careers and set realistic career goals. DIRECTIONS FOR COMPLETING FORM This form serves as the formal documentation of the performance appraisal discussion with an employee. The form consists of four major sections: Section I - Responsibilities and Accomplishments Section 11 - Overall Performance Rating Section III - Performance Factors Section IV - Summary of Major Strengths and Development Needs To complete the form, follow the specific instructions for each section. Be sure to have the employee sign the form following the discussion. AA6514 Rev. 9/83 CDC Printea in u.s.A. EXECUTIVE CONTIkOL DATAPERFORMANCEANDDEVELOPMENTAPPRAISAL XECUTIVE NAME I EMPLOYEE NO. PRESENT JOB TITLE AND GRADE APPRAISAL PERIOD EVIEWER NAME ND NUMBER FROM: / TO DEPARTMENT NAME AND NUMBER SECTION I • RESPONSIBILITIES AND ACCOMPLISHMENTS This section is intended to summarize the executive's major responsibilities/work assignments and to describe the executive's overall accomplishments. List under MAJOR RESPONSIBILITIES, the State under DESCRIPTION OF ACCOMPLISHMENTS, how well major work objectives/assignments of the position. the major responsibilities/assignments were actually accomplished. The GENERAL COMMENTS space can be used to make a summary statement of overall accomplishments, as well as to note any other accomplishments apart from planned or regular assignments. MAJOR RESPONSIBILITIES DESCRIPTION OF ACCOMPLISHMENTS otAcceptable: Partially Achieving Expectations: GENERAL COMMENTS: SECTION II • OVERALL PERFORMANCE RATING Based on the executive's overall accomplishment of major responsibilities (Section 1) as well as considering the process used by the ex- ecutive to complete these responsibilities (Section 111), check the appropriate box on the scale below that best reflects the executive's overall performance. This rating should also take into account the difficulty of the work assignments, the executive's experience level and the performance of present or past executives in similar positions. otAcceptable: Partially Achieving Expectations: Achieving Expectations: Exceeding Expectations: trformance consis ntly falls below Performance generally falls short of Performance consistently meets job Performance consistently exceeds b requirements job requirements. requirements. job requirements. Reference Document: Performance Appraisal at Control Data Corporation: A Manager's Guide (AA6530) 6514 Rev. 9/83 CDC SECTION 111 • PERFORMANCE FACTORS This section should be used to communicate the relative importance of various performance factors in accomplishing the major responsi- bilities of this position and to describe the executive's level of effectiveness across these performance factors. Whereas Section I focuses on actual outcomes, Section III focuses on the process used by the executive to achieve these outcomes. Review the listed performance factors and definitions and if • Using the EFFECTIVENESS scale below, indicate for each necessary, write in any additional factor(s). performance factor the typical level of effectiveness the ex- ecutive has shown over the entire appraisal period. Using the IMPORTANCE scale below, indicate the relative importance of each performance factor for this particular • Within the COMMENTS space next to each performance factor, position. Factors not relevant to the position should be rated as provide specific examples that will support or clarify the effec- 1" (Not Important) and need not be further considered. tiveness rating given. IMPORTANCE SCALE: EFFECTIVENESS SCALE: 1 2 3 4 5 1 2 3 4 5 Not Somewhat Important Very Extremely Not Somewhat Effective Very Extremely Important Important Important Important Effective Effective Effective Effective PERFORMANCE FACTORS AND DEFINITIONS COMMENTS 1. STRATEGIC PLANNING: Developing and formulating long range plans in response to anticipated economic, technological or marketing trends. Formulating corporate policies and operating decisions to achieve pro- gram/product objectives. Translating corporate goals and missions into operating objectives/ programs. Modifying strategic plans based on unforeseen situations such as changes in technology, policies, or resources. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 2. FINANCIAL MANAGEMENT: Allocating capital resources to achieve short term objectives and long range, strategic goals. Analyzing and evaluating financial plans for profitability, internal consistency, and risk. Adhering to budgeting guidelines in all projects, plans, and operations. Monitoring progress toward objectives and allocating financial resources based on product/program priorities. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 3. CRISIS ACTION: Recognizing and responding to unexpected situations. Formulating alternative courses of action when confronted by unfore- seen emergencies. Taking charge" in crisis situations and achieving a satisfactory solution. Recognizing when a problem is critical enough to require immediate attention. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 4. HUMAN RESOURCE MANAGEMENT: Accomplishing work through effective management of employees. Assigning responsibilities that effectively challenge and utilize employees' skills. Managing employees from diverse technical specialities and varied levels of expertise. Exercising tact and sensitivity when dealing with others; maintaining smooth working relationships. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 5. STAFFING/ORGANIZATION DEVELOPMENT: Building and maintaining a cohesive management team; identifying and devel- oping replacements for key positions. Selecting and placing employees consistent with corporate policies; avoiding the influence of personal biases; acting affirmatively. Structuring the organization to achieve program/product objectives. Encouraging a climate for employee growth through planned develop- ment activities such as direct performance feedback and coaching, job rotation, continuing education, task force assignments. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 PERFORMANCE FACTORS AND DEFINITIONS COMMENTS 6. LEADERSHIP: Gaining the understanding, support, and effective action of others to achieve objectives. Influencing the decisions of others and getting ideas accepted. Coordinating the efforts of several diverse units to achieve overall company objectives with maximum efficiency. Encouraging others to reach high standards of quality and quantity. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 7. COMMUNICATION: Communicating effectively, thoroughly, and accurately. Facilitating interactions with others through effective questioning and active listening. Volunteering experience and expertise to help other operations achieve their objectives. Articulating ideas or issues in an understandable way; making effective presentations and being sensitive to the situation. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 8. REPRESENTING: Representing the organization to customers and to the public. Taking special pains to assure that customers are satisfied with their transactions. Promoting a positive corporate image through active participation in conferences, community affairs or other public forums. Behaving professionally in transactions with others (e.g., customers, suppliers, citizen groups, and government agencies). IMPORTANCE EFFECTIVENESS 1 2 3 45 1 2 3 4 5 9. URGENCY/PERSISTENCE/EFFORT: Persisting with special effort to reach goals; overcoming difficult obstacles. Having a sense of urgency and acting promptly. Striving to achieve organizational objectives beyond what is expected or required. Increasing effort when necessary to complete an assignment; managing time effectively. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 10. ORGANIZATIONAL COMMITMENT: Acceptance and/or con- structive criticism of organizational goals, policies, and practices. Accepting the organization's overall goals and objectives. Offering constructive criticism about policies and decisions formulated by higher management. Maintaining high ethical standards in general business orientation. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 11. DECISION MAKING/BUSINESS JUDGEMENT: Making sound and timely decisions based on available information. Having "vision" or foresight; anticipating new business opportunities or program needs. Acting decisively without "having all the facts"; taking calculated risks. Critically evaluating the effectiveness of current or proposed plans, projects, or operations; and revising them as necessary. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 12. INNOVATION: Anticipating and responding to change by innovative problem solving. Developing new solutions to old problems. Using creative approaches in the formulation of alternative courses of action. Anticipating important changes which affect the job and capitalizing on them. IMPORTANCE EFFECTIVENESS 1 2 3 4 5 1 2 3 4 5 PERFORMANCE FACTORS AND DEFINITIONS COMMENTS 13. OTHER: DEVELOPMENT NEEDS IMPORTANCE 1 2 3 4 5 EFFECTIVENESS 1 2 3 4 5 14. OTHER: IMPORTANCE 1 2 3 4 5 EFFECTIVENESS 1 2 3 4 5 SECTION IV • SUMMARY OF MAJOR STRENGTHS AND DEVELOPMENT NEEDS Use this section to summarize the individual's major strengths as well as areas where the executive needs further development for the current (or future) position. This section will serve as the primary input for identifying objectives for the executive's development plan. MAJOR STRENGTHS DEVELOPMENT NEEDS EXECUTIVE COMMENTS AND SIGNATURES EXECUTIVE` DATE REVIEWER DATE NEXT LEVEL REVIEWER DATE This signature indicates that this appraisal has been reviewed and discussed with the employee. DATA PRIVACY STATEMENT: The information provided on this form will be used to support performance related decisions. It may also be used in indi- vidually identifiable form to evaluate the performance appraisal system and for related research purposes. All disclosures of this information will be protected in accordance with corporate data privacy policies. SALARY ACTION RECOMMENDATION EMPLOYEE NO. EMPLOYEE NAME DATE This form is included with the Performance and Development Appraisal so that the performance information will be readily available when you recommend a salary action. Please note, however, that this page should not be completed until after the Performance and Development Appraisal form has been completed and discussed! According to Policy 6:06:46 the performance and development appraisal discussion, because of its value and purpose, is to be conducted at a time which is distinctly separated from the salary discussion. The timing of the salary recommendation and discussion will be determined by compensation guidelines. In the case where the performance and development appraisal and salary discussion fall in the same time period, the two discussions should be scheduled far enough apart so that the salary discussion will not interfere with the objectives of the performance and development appraisal discussion. STEP 1 • CLASSIFICATION—Is this employee's present grade correct? Yes No. If it is incorrect for the job being performed, consult your personnel department before completing this form. STEP 2 • OVERALL PERFORMANCE Check ONE of the following and comment when necessary: For the past salary review period, this employee's overall performance should not affect the salary action recommendation because s/he is still learning the job. (Do not rate overall performance here, but comment on this employee's Learning Progress below.) The overali performance of this employee has remained relatively stable or changed only slightly since the most recent per- formance appraisal period. The change is not significant enough to have altered the overall performance rating for the current salary review period. Check (,/) the scale below at the point which indicates current, unchanged performance. The overall performance of this employee has changed measurably since the most recent performance appraisal period. The change is significant enough to have altered the overall performance rating for the current salary review period. Check (,/) the scale below at a point which best represents the employee's current overall level of performance effectiveness and provide examples of the changes in performance below or complete another Performance and Development Appraisal. COMMENTS: STEP 3 • RANGE STEP 4 • RECOMMENDATION FOR PERSONNEL STEP 5 • APPROVALS USE ONLY Check (V) the employee's DATE OF LAST INCREASE_J current and proposed TYPE OF LAST INCREASE RECOMMENDED BY DATE salary. AMOUNT OF LAST INCREASE $ PROPOSED SALARY $ APPROVED BY DATE CURRENT SALARY $ RECOMMENDED INCREASE $ APPROVED BY DATE PERCENTAGEINCREASE EFFECTIVE DATE / / APPROVED BY DATE MERIT $ PROMOTION ADJUSTMENT $ OTHER APPROVED BY DATE NEW GRADE/POSITION CODE POSITION TITLE PERSONNEL DATE NEW GRADE/ POSITION CODE Refer to Current Compensation Guidelines. NOT PARTIALLY ACHIEVING ACHIEVING EXCEEDING ACCEPT- EXPECTATIONS EXPECTATIONS EXPECTATIONS ABLE