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<br />Mr. Glickert spoke on the weighting of the sections, what if something would be more important <br />than another section? <br /> <br />Ms. Carr said weighting was inherently subjective, where each would think one issue was more <br />important than another issue. She also noted that of all the forms they looked at, she did not <br />see any weighting at all but she would not like to make that judgment for everyone. <br /> <br />Mr. Walker stated he had many comments on the City Manager draft evaluation performance <br />form. He noted that he has had the opportunities to provide performance evaluation for many, <br />many years for staff of all levels and felt this form was completely inadequate for assessing the <br />performance of the City Manager. He said it needed to have some specific objectives. He said <br />all of the subjectivity he saw throughout the entire document needed to be removed for him to <br />feel comfortable in participating in the performance review process. Mr. Walker noted he would <br />not be subjected to comments that are clearly subjective and are of no value to him <br />professionally. He said this form needed to be rewritten. <br /> <br />Mr. Glickert asked for Mr. Walker to give him an example. <br /> <br />Mr. Walker said they are throughout the form as “Do you feel you received information on an <br />equal basis with other Councilmembers”. He said some Councilmembers request a lot of <br />information and others request none. Mr. Walker said a comment like that is of virtually no <br />value. Other comments, “City Manager is effective in assuring that staff makes a positive <br />impression on citizens”. He said much of that would be dependent on with whom you speak. <br />“Do you have the feeling that things the Council decides or directs get done?” Once again Mr. <br />Walker said that calls for feeling. “Does the City Manager make a positive impression on <br />citizens and is he respected in University City” again depends on with whom you speak. “Does <br />the City Manager have appropriate visibility or identity in the community?” How would that be <br />accessed and measured? “Does the City Manager think and act in a manner reflecting an <br />attitude that client (Council, staff or citizens) perceptions and satisfactions are key?” Mr. Walker <br />stated he did not even know what that means. He said the entire form is less than adequate. <br /> <br />Mr. Sharpe asked if Council had set some goals for the City Manager and Mr. Glickert said the <br />Council had done so. Mr. Sharpe asked if those goals were incorporated in the form. Mr. <br />Glickert said they were not and took responsibility for that as he did not bring them to the <br />committee meetings. <br /> <br />Mr. Walker told Council the form he uses for evaluation of the department heads is very clear as <br />department performance objectives and under that there were some sub-objectives as budget <br />and resources, managing resources both financial and human resources, building high <br />performance staff members, customer service and how department heads are evaluated on that <br />basis and this eliminated the subjectivity in the form as this. Mr. Walker noted he saw Mr. Crow <br />looking at him and noted that last year Mr. Crow rated him substandard in every category and <br />for him to sit there and think that was a fair assessment was unconscionable. <br /> <br />Mayor Welsch asked if Council could get copies of the form Mr. Walker uses for department <br />heads. <br /> <br />3 <br /> <br /> <br />