Performance Review & Development Plan Department Head - Chief of Police EMPLOYEE INFORMATION (Name: Rich Sebens Review Date: September 6, 2018 Pasion: Police Chief ‘Manager: Keith Campbell Department: Police Department Review Period: July 2017-June 2018 POSITION DESCRIPTION This postion is responsible or planning, decing and overseeing the operations ofthe Police Department Meludng ‘management services eld operations and criminal investigations, with accountability for results in terms of cst, personnel, and methods. Supervises Police Department personnel, through subordinate supervisor, nthe performance of thelr duties. Ensures open communication with the publ, other Cty departments, and supports Law Enforcement Agencies in matters of publi safety and concern (COMPETENCY EVALUATION ‘Cornpetencyr Department Operations & Planning Evaluate, develop & estabsh departmental goals and objectives. Plon and develop polices, procedures, standards ond programs based on required needs. Develops ond makes recommendations regarding the delivery of services provided to the Cty. Decisions reflect company goals ond values ‘DOES NOT MEET EXPECTATIONS (1) | __ MEETS EXPECTATIONS 2) o a EXCEEDS EXPECTATIONS) o ‘OPPORTUNITIES Remaining iganton budgeting both inthe short term and long term. Operational planning nat designed for individuals but instead for the needs of the department, STRENGTHS: ooking back significant progress has been made in departmental planning and operations. Over the last few years significant work has been done and noticeable Improvements have occurred, Rs: Work to improve Data based Policing by setting up an Analysis postion within the Department and use that Information fr daly and long term planning and operations. “Competency: Directing Others Managing Work Establishes and communicates clear diections and expectations et stretch objectives; dstributes the workload ‘pproprately and delegates in a well planned and organized manner; maintalns open dialogue with others on work and results; ensures accountabity to agreements for desired results. ‘DOES NOT MEET EXPECTATIONS (i) | MEETS EXPECTATIONS (2) a a EXCEEDS EXPECTATIONS 3) o ‘OPPORTUNITIES: Inthe past deadlines could bea challenge and work could ‘STRENGTAS: have challenged you in the past on employee accountability, specifically your past handling of personnel issues. Stating that tis important that you proactively and aggressively manage volatile situations or be delayed, It should be noted that Rich has done a nice Job recenty in meeting deadlines ich should continue to be diigent nthe Future.Performance Review & Development Plan Department Head - Chief of Police “tuations that could be damaging to your career and your department. | think you are geting a stronger understanding of why this So Important. Your handing ofthe Atabef shows a growth and understanding ofthese ‘COMPETENCY EVALUATION. ‘Competency: Coaching & Development Guides others in goo! setting, identifying resources and meas {feedback and resources to help other strengthen specific kn solve problem. uring sucess; provides encouragement, ongoing owledge/skl areas needed to accomplish 2 90, tosk, ‘DOES NOT MEET EXPECTATIONS (3) o TMEETS EXPECTATIONS (2) a TEXCEEDS EXPECTATIONS a STRENGTAS: ‘The police department is one ofthe better organizations ‘on providing continuous opportunities for employee {evelopment and training. The Police Depart has done a much better ob at establishing expectations and following through to make sure that expectations and standards are met. This wor has had positive outcomes in terms of improvement of work product and output. ‘OPPORTUNITIES fan officer misses or falls to take advantage of trainings suldelines or documentation should be done to show that ita te fare of he officer, not ofthe command stat ‘Competency: Job Knowledge & Technical Ss Demonstrates a solid understanding ofthe sls, procedures ‘and equipment needed to accomplish jab duties and responsibilties;folows procedures to complete work: seeks out opportunities tofurther job knowledge and ski ‘DOES NOT MEET EXPECTATIONS (1) | MEETS EXPECTATIONS (2) EXCEEDS EXPECTATIONS (3) a a o ‘STRENGTHS: ‘OPPORTUNITES: ‘The Police Department isa dynamic and ever changing challenge. Rich does a nice job of keeping abreast of the changes and keeping officers up-to-date on best practices and proper protacal. ‘There are still some areas of learning in terms of HR practices and Rich should work on understanding ‘components that are important tothe succes of his job duties, bt not directly related to police workPerformance Review & Development Plan Department Head - Chief of Police ‘Competency: Community Relations Represents City with postive outlook. s courteous and open and honest with the pubic Keeps commitments to the ubiic. attends City meetings as appropriate. available and visible to citizens. Open to suggestions fram the public ‘concerning improvements in services. Resolves zen concerns Ina timely manner, Efectively oversee departmental board iFopplcable. ‘DOES NOT MEET EXPECTATIONS (1) | __ MEETS EXPECTATIONS (2) TEXCEEDS EXPECTATIONS (3) a a o STRENGTAS ‘OPPORTUNITES: Rich is conscious ofthe value of having postive ‘community relationship, ‘The -9 Run was probably more valuable in terms of community relations ast wasin actual dollars rased.f the 9 run is dead then we need to think of another public event to replace itt would bene for Coffee wth ‘Cop or other community relations activites to occur. ‘Competency: Budget Panning/ Management Develop ustcation ond present department budget. Manage and monitor approved department budget ond make necessary modifications as appropriate. Review and approve expenditures. Makes sound decisions that consider cost/benefit. ‘DOES NOT MEET EXPECTATIONS (3) |___ MEETS EXPECTATIONS (2) EXCEEDS EXPECTATIONS (3) o 5 o STRENGTHS: ‘OPPORTUNITIES: There have been alot of changes in budgeting duties and ich has done ance job adjusting and working to tembrace the changes. Rs: Put together PD budget with short and long-term planning, ‘The costs forthe arbitration were significant impacted because Rich overdid preparation and fed an attorney who was ort. hope, ithis happens agai nthe future the learning curve of this experience wil help with the learning curve. PERS and sustainability of budgets are going tobe critical ‘There ace some rel costs that could have substantial Impact on operations going forward Define meaningful performance objectives forthe budget and the Governing Body.Performance Review & Development Plan Department Head - Chief of Police ‘Competency: Relationship Management/Communication ‘Communicates with others ina helpful manner while simultoneously building credibly and ropport. Relates well tool! kinds of people, inside and outside the organization including other department heods City Counce) bilds ‘constructive and effective eltionships; uses diplomacy and tact; identifies best style and approach given the audlence ‘and circumstance. Can diffuse even high-tension stuations comfortably. ‘DOES NOT MEET EXPECTATIONS (3) | MEETS EXPECTATIONS (2) ‘EXCEEDS EXPECTATIONS (3) oO a a STRENGTHS ‘OPPORTUNITES ich has a nice working relationship with other Continue tobe dlgent in communication on issues that ‘departments and isan actve and engaged paricipantin_ | could have an impact on the department andthe City Staff and department meetings. Approachable and helpful RATING OF CORE COMPETENCIES ‘Add ol ratings and writ toto here: #7 ‘DOES NOT MEET EXPECTATIONS: MEETS EXPECTATIONS EXCEEDS EXPECTATIONS (200-156), (167-233) (236-300) a a a PERFORMANCE GOALS & ACTION PLAN The performance evaluation s based onthe principle that each Indvdual should have the opportunity to receive feedback about ther performance and guidance on how to improve and develop for their future. Prepare your development recommendations based on the employee's opportunites fr Improving or enhancing performance. 1 Indicate specie performance that requires Improvement. | want Rich to focus on some ofthe sis outside of his specif police sis and to work on having a greater understanding of Human Resources and HiringPerformance Review & Development Plan Department Head - Chief of Police 2: Include any specific job activites or taining that you believe would be relevant and helpful See Career Objectives 3 Together, et agreed upon goals with completion dates ‘Action Plan forulisng Data Driving Policing ‘Work Patrol atleast & hours per quarter Atleast once a quarter adjust schedule to make contact with all patrol shifts Enhance Emergency Management Health and Wellness Program PERSONAL DEVELOPMENT PLAN eo ‘Stated Key Actions Master's Program Date Set Talvidual Ravens ‘CAREER OBJECTIVES Th this section, you have an opportunity to discuss employee aspirations and how those it into the larger ‘organizations! plan. Based on their interests andthe organization's needs, make suggestion fr ways In which your employees may develop experience and new ski forthe future. Development Objective (sil, knowledge, competency) Target Completion Date Enhance skis elated to Local Government Human Resources. | June 30,2019 "| (oie tirne)Performance Review & Development Plan Department Head - Chief of Police Development Action (ice Rem in lst & expaln below) (targeted assignment, self-directed, reading, coaching/mentoring, workshop/seminar, other) Look at cS or related workshop to attend. Development Objective (al, Krowledge, competency) Target Completion Date 482 [Development Adton (cle tem in ist & explain below) (targeted assignment, self-directed, reading, coaching/mentoring, workshop/seminar, other) GENERAL COMMENTS Th looking back over past years and recommendations Rich has done a rice job of take feedback and trandating that feedback in to positive and meaningful actions VERIFICATION OF REVIEW ‘By signing this arm, you confirm that you have discussed this review In detall with your manager. Sing Ws Jorm doesnot necessarily indicate that you agre with tis evaluation but that you have reviewed it SIGNATURES PRINTED NAME DATE EMPLOYEE: wees ot dy (ITY MANAGER:CITY OF STAYTON - DEPARTMENT MANAGERS Name of Employee: Rich Sebens Job Title: Police Chief Appraisal period: July 1, 2015-June 30" 2016 (No. | Part! - Work Habits/Management Skills: Needs Ticoeds Improvement | _ YES _| Expectation 7] Does the Manager understand and comply with the rules x land procedures of the department? Is the Manager's attendance/punctualty record 2. | satisfactory? (Uses appropriate time for breaks and attends meetings as required.) 3 | Does the Manager have good hygiene and is the ‘employee's attire neat, clean and proper for the job? “| Does the Manager make sure the departments x ‘equipment is maintained and replaced as needed? | Does the Manager communicate effectively and x appropriately with staff and other Managers? ~ | Does the Manager comply with records procedures and x forms; ie. time cards, time off forms, otc? 7 | Does the Manager attempt to continuously improve job x knowledge and skills? @ | Does the Manager wilingly accept direction and x responsibilty? ‘| Does the Manager conduct himseifiherselfin a x professional manner? 0 | Does the Manger support the department, is x supervisors and policies? 71 [Does the Manager treat others with respect? x {12 | Does the Manager enjoy harmonious work relations with x {fellow employees and staff from other city departments? Does Manager present and maintain a friendly and x 18 | cooperative working relationship with representatives of ‘other City and County Peers? oes the Manager prepare complete and accurate x 44 | reports for Counei, other Managers and department supervisors? “7g | Dees the Manager practice good decision making skils x and seek advice when necessary? 76 | Does Manager complete reasonable amount of work par x 7 YEAR Performance Appraisal form vases 82008CITY OF STAYTON ~ DEPARTMENT MANAGERS. No. Part | - Work Habits/Management Skills: Needs Improvement yes Biceeds Expectation day and are assignments completed in a timely fashion? "7 ‘Does the Manager strive to produce quality work? Regardless of volume, is Manager's work accurate and of an acceptable quality” 18 Is the Manager self-motivated? 19 ‘Does the Manager follow established job safely standards? Part ll Work Habits/Job Skills Neode Improvement ves Trcseds Expectation ‘Does the Manager demonstrate the abiliy to organize activities/projects for others? a ‘Does the Manager ensure that qualiiy and quantily of work standards are maintained? 2 Does the Manager keep his/her supervisor informed of problems, delays or progress? 23 Does the Manager foliow through to assure that assignments are completed by the department? 24 Does the Manager employ a balance of praise and ciitcism? 28 oes the Manager treat all employees impartially and fairly? Part! 1 2. 3. 4, 5. 6. IIL Goals for Next Year Atleast once a month spend at least four hours on active patrol Atleast once a quarter work atleast avaliable for the each of the patrol shifts. . Complete updated MOUs for Emergency Management Mitigation Plan |. Create action plan for EOC . Detailed option plan/options for City buildings security plan . Create an action plan for accreditation of Police Department ‘YEAR Performance Appraisal: focr spite 12002CITY OF STAYTON - DEPARTMENT MANAGERS Current Grade: POC Current Stop 6 At Top Stop: No Step Increase Part IV- Comments: ‘Was the employee's over-all performance satisfactory during this rating period? Yes x No a Comments ~ (number same as Parts I Ill and IV questions) Commendations Counseling Discipline Part V - Summary/Recommendations: ‘Summarize performance appraisal and make recommendations (number each): Employee's Comments (optional): Employee Acknowledgement Wome ie fee ‘Supervisor Reviewing with Employee: Za 1% Nani Tile Date City Administrator Revo 3 YEAR Performance Appraisal form peso 0820084L._Asa Police Chief you ae well versed with ules, procedures, codes, laws, and case lav. trust ‘when | speak to you that you are able to give me accurate and knowledgeable information. tis ‘ot uncommon for you to give answer with 2 caveat af wanting to formally check, which think Isan effective and appropriate way to answer, Inthe past have cautioned you about letting ‘Your personal biases influence your actions, but I haven't noted or recognized that issue over the last year, in fat think you have done a realy nce job of not letting that influence your ‘actions. Your professionalism with the marjuanais the most prominent example. Although t know from our conversations that personally and professionally you were against marijuana legalization you dd a great job of loking atthe law and applying i fairy and equitably, even ‘working algenty with local operators and supporters. 2. have not had any concerns, or complaints, or inuendos that your attendance is unsatisfactory. Allof us need to make sure we seta good example and be on time, and tonot sneak out ear {Be minal ofthe example you et 3. You abvayslook clean, presentable, and professional, While this san expectation at someone of Your stature, think tis important to cecognize that you always dress ina manner thats Indicative of your postion withthe Cy. 4. Inthe police department this is more cic officer safety is top prisity. There seems to have been some issues and poor communication regarding budgeting and purchasing of equipment in ‘the past. | don't attribute this strictly to you, but see it as more of a failure to communicate budgeting concerns. think the previous Finance Director played games and your department, ‘was a key component in these games. We have made alot of changes and empowered you to have a more direct say in your needs and wants, and to have more authority to utlize your ‘budget. | apologize for alt and switch thatthe Finance Director pulled on your vehicle ane ticket. You and your department were trying tobe a team player, an admirable action and you were punished, hope we remedied ths station. 5. Your department needs to communicate with al factices ofthe City. You communicate effectively with all departments and your communication style seems to be wel received overall. 6. The Payroll clerk does not note any continuous issues with timecars from you or your department. My requirements ace pretty minimal, but you stil do a nice jobto keep me informed via email, phone or text 7. know you take an active role in attending pertinent conferences, meetings folow and read ‘materials discussing the atest trends, or insights into your fil. think overall you do a rice job ‘of staying abreast ofthe changing dynamics of your ofice. 8. | tink you have been wiling to take direction but at times it seems that Ifyou are uncomfortable with adecsion Ihave made we spend multiple ocurrences going over the decision and outcomes. While is fine to ask clarifying questions ican get frustrating. (Notes ont have specific examples. To be fl, this should not bea mark down because | failed to provide specific examples which prevent a honest dlscussion on the issue and to assure that! properly addressed it with you)9. Rich presents himself professionally na manner befitting his position. think you understand ‘that you ae always “on the clock” and ofall the City's employees think you are as cognitive of ‘thisfact as anyone, nd you accept it without complaint 10. believe you area strong advocate for your department and you employees. Your employees respect the chain of command and your authority. think you and your Lieutenant have created «strong working dynamic which has been aerial factor for the important and positive cult shift in your department and has allowed for fsue that were critical inthe past to be adressed and handled in an appropriate and professional manner. You are respectful overall and you Seem to forgive and forget short term challenges, preventing ‘them from becoming lng term issues. 12. Extending question 11 further, have never witnessed or been approached with an issue with ‘council members or with other managers and supervisors and outside contacts. With your position that you hod confct sto be expected, but you manage to diffuse and dissipate these challenges. (Tiss what | wrote last year and | have nothing toad this year.) 13, See #12 14. The reports that you complete are well dane and well thought out. nthe past there has been ‘some tendency for your personal biases to creep inte your reports or your writing, We have liscussed thi. think recenty you have dane a better ob of separating personal bias fom your reports and writing, Most notably was your help inthe marijuana rules and egulations 415, | challenged you on this issue last year, specifically your past handling ofa personnel issues. Stating, that it isimportant that you proactively and aggressively manage volatile situations or situations that could be damaging to your career and your department. Ihave noted the Improvement that has been made inthis area as you have activity worked to keep your officers on tsk and accountable. thnk its also worth noting tat these action have, at east for now, led to the two ofthe officers in question responding ina positive way to your call for accountability. 16. This was another area that challenged you in lst year, specifically you time management and ‘handing isuesin a timely manner, and not extending deadlines oF doing last mite cramming to get projects done. noted in your last review that had noticed an improvement inthe previous months (rir to July of 2015) and | think you continued to carry over throughout this last performance year. 17. find that the work you complete is well researched, thought out, and presente. | don't feel You rush your work ar your actions. 18. See is 419, Asa police officer think you are very cognitive of safety, safety procedures, and follow these ‘guidelines. dont think you are reckless or act in an overly bravado manner. 20. See #16 21 | addressed this in #16, Here Is what | wrote las year." think personaly you do, I would ke to see you take more oversight and management of your employees, Our new court allowed for _actuty reporting for alofficersin terms of activity. Bottom line, we had several officers who were not performing at an acceptable level One ineffective employee can have a huge impact ‘on moral internally and can have a negative impact on public perception.” You seem to take this 1‘tw eart and you have done exactly what | asked and expected. It wasabi change and you did it professionally. I believe strongly in your basic police philosophy, and Inever want our officers ‘to have “quotas’and | know that we can't compare officers directly because their duties, skills, and responsibilities ae different. But, every officer should have clear expectations and performance measures and we should be working to assure they meet these stenderds and expectations. challenged you las year to complete all reviews and todo so ina timely mane. ‘Allingications are that you have been successful in this task 22,1 think your communication with me is very good. You seek to have active communication with ‘me and | appreciate your efforts. nthe past we met on 2 regular bass, would like to Implement that practice again. 23, See #16 and #21 24. "see you asa very postive person, which means that your praise ls genuine and forthcoming. ‘think this positive view ean make it challenging tobe etal. do think you are critical, but | ‘think itis in your nature to expect people to change forthe better after they have receved critical feedback. Sometimesit takes more than just words, but wil require ation.” You have one this andas discussed before, you have met this objective. 25.1 think you ae fair person, not caught upin paying personal favorites and not letting past sue Impact future actions. Goals: Implement other programs to mimic our crosswalk enforcement... speeding in school zones, cell phone use while driving, et) My initial idea wos todo a quortely enforcement. know some of crosswall is thru @ grant. know you have completed these objectives and have met this. wonder ift shouldn't be more of a colendar diven program, but thats more of «philosophical question, not @ complaint, ‘reas that you excel: Community relations knowiedge ofthe profession and our codes, positive attitude, professionalism in dealing with the public ‘Areas for improvement: Time Management, follow thru on projects and tasks, setting expectations for ‘yur staff and fllowing upto make sure they meet your expectatlons, (Met ond done. Keep up the good work) General Comments: | challenged your department to re-evaluate your priorities and objectives. short, time you dd so, coming up with nt ony a thoughtful and meaningful it of what your priorities were With the department, but aso clear and precise mission statement to help provide clear direction “Ata time when many police departments are being scrutinized for being acash cow or being bas oF ‘overly authoritarian in the community! hink our police department has exhibited good judgment and Coverall faieness in dealing withthe community. want this to remain the focus. Police, by thelr nature, illalways receive criticism, the way we can defeat thats to be good servants to our community, Something | think overall we have dane a nice jo of doing,” Stated last year and re-emphasized. Ata time when many departmentin the country ae facing public perception challenges, and during one ofthe biggest political struggles for law enforcement recent memory oF department remains a respected and liked service ofthe communityCITY OF STAYTON - DEPARTMENT MANAGERS Name of Employee: Rich Sebens Job Title: Police Chief Appraisal period: July 1, 2014-June 30" 2015 No. Part! - Work Habite/Management Skill Noses improvement ves Exceeds Expectation ‘Doss the Manager understand and comply with the rules and procedures of the department? x Ts the Manager's attendance/punctuality record satisfactory? (Uses appropriate time for breaks and attends meetings as required.) ‘Does the Manager have good hygiene and is the employee's atire neat, clean and proper for the job? Does the Manager make sure the depariments’ equipment is maintained and replaced as needed? ‘Does the Manager communicate effectively and appropriately with staff and other Managers? ‘Does the Manager comply with records procedures and forms, ie. time carde, time off forme, otc? x Does the Manager attempt to continuously improve job knowledge and skills? x Does the Manager willingly accept direction and responsibilty? 9 ‘Does the Manager conduct himselfinerselfin @ professional manner? 10 Does the Manger suppor the department, ts" supervisors and policies? x] x| x 4 ‘Does the Manager treat others with respect? 2 ‘Does the Manager enjoy harmonious work relations with fellow employees and staff from other city departments? 43 ‘Does Manager present and maintain a friendly and ‘cooperative working relationship with representatives of ‘other City and County Peers? 4 Does the Manager prepare complete and accurate reports for Council, other Managers and department supervisors? 15 Does the Manager practice good decision making skils and seek advice when necessary? 76 ‘Does Manager complete reasonable amount of work per 7 ‘YEAR Performance Appraisal: {ocr pita 12008CITY OF STAYTON - DEPARTMENT MANAGERS No. Part! Work Habits/Managoment Skills: Newis. Improvement | __YES Deeees Expectation Gay and are assignments completed in a timely fashion? "7 Does the Manager strive to produce quality work? Regardless of volume, is Manager's work accurate and ofan acceptable quality? 8 Ts the Manager self motivated? 419 Does the Manager follow established job safety standards? Part l= Work Habits/Job Skills Teode Improvement | _YES Breees Expectation ‘Does the Manager demonstrate the ability to organize activities/projects for others? Fa Does the Manager ensure that quality and quantity of ‘work standards are maintained? Does the Manager keep his/her supervisor informed of problems, delays or progress? 23 ‘Does the Manager follow through to assure that assignments are completed by the department? 26 Does the Manager employ a balance of praise and ‘fiticiem? 25 ‘Does the Manager treat all employees impartially and fairly? Part Ill~ Goals for Next Year 2 ‘YEAR Performance Appralsa: {orm vases 2008CITY OF STAYTON - DEPARTMENT MANAGERS Current Grade: POC Current Step 6 Current Salary $6095.64 Change Grade to NIA Change Step to N/A New Salary N/A Part lV—Comments: Was the employee's over-all performance satisfactory during this rating period? Yes x No a ‘Comments ~ (number same as Parts I i and IV questions) Commendations Counseling Discipline Part V ~ Summary/Recommendations: ‘Summarize performance appraisal and make recommendations (number each): Employee's Comments (optional) Employee Acknowledgement: LED sheaf, Name/Title Date Vs) alls : x, Song fe Oe City Administrator Review: Pa ‘YEAR Performance Appraisal: form apne 4200810. un. 2. 2. us. Not surprisingly, 259 Police Chie you are well versed with rules, procedures, codes laws, and ‘case law. trust when | speak to you that you are able to give me accurate and knowledgeable information. At times have seen your personal biases come through think recently youhave done a nice job of se scknowiedging those blases, "have not had any concerns, or complaints, or innuendos that your attendance i unsatisfctory. All| askisto be notified when you willbe gone, willbe sick, or need to leave to handle family tesue have not had any issues with your communication on thls matter Yu always look clean, presentable, and professional. While this s an expectation at someone of your statue, | think it simportant to cecognae that you always dress in a manne that is Indiatve of your postion with the Cty. Inthe polce department this is moce ctl, ofcer safety sa top priority. There seems to have been some confusion about budgeting and purchasing of equipment inthe past. don't attribute this strictly on you, but see it as more ofa fallure to communicate from administrator/fnance/police department. | anticipate that al parties will work to make sure that needed items are priortized and purchased as need and asthe budget allows. Cra! needs should be addressed posthaste. ‘Your department needs to communicate with al facices ofthe ity. Wit the lone issue noted above you seem to work well wth all departments and your communication styles effective. Please note time off requests above. Asa police officer you don't wory or complain about the rote bureaucracy that we need to endure. | know you take an active role attending pertinent conferences, meetings, follow and read materials discussing the latest trends, or insights into your fel | think you have been wiling to take direction, and when you have made mistakes you have admitted to them and sought advice to correct. The sooner a mistake is caught, acknowledged, and fixed the better ofthe department willbe. We are human, mistakes will happen. dont believe any ofthe mistakes over the ast year were due to carelessness or incompetence, Bich presents himself professionally in a manner befiting his position. "lieve you area strong advocate for your department and you employees. While thinkit is ‘important forall department heads to be advocate for thei departments | want to provide a ‘reminder that all departments need to work together forthe greater good ofthe Cty. Rich s considerate to other employees ands not a person whois pugnacious, nor does he seem ‘to old grudges for past sues or transgressions. Extending question 1 futher, | have never witnessed or been approached with an issue with ‘council members or with other managers and supervisors and outside contact. With your position that you hold confi tobe expected, but you manage to difuse and dissipate these challenges. see iz “The reports that you complete are well done and well thought out. nthe pat there as been some tendency for your personal biases to creep nto your reports or your witng | think recent youheve done beter job in your writing, Please don't misunderstand, | want you to be fee to express your opinions or thoughts asa professional, just don’t want that to be part ‘of coun reports or social media posts15, Your last eview came before my time with the Cty. thinkitis clear that some poor decisions "were made in the management and handling ofthe Wetzel situation, tis important thet you proactively and aggressively manage volatile situations or situations that could be damaging to ‘your career and your department. You should never manage under the hope or expectation that an issue will never become public, Over the last year | think you have done a better job of managing your department. By nature, your department wil face the most day-to-day srutiny, ‘and will ave dally interactions that could have damaging consequences, itis critical that you stay on top ofthese issues and have the protocols and procedures in place to manage them. 16. | believe items 36, 8, 20 are allinterconnected and the areas that I think you need t focus on for improvement inthe next year and beyond. | think your time management sis are acing ‘This leads to several problems, delays In projects, duties, and council reports. (Municipal Cour, Performance Reviews, Emergency Plan LexiPool, 2" Hand Ordinance, | think tem 20 may have an impact on items 16 and 18. As we have talked | am not sure that you have received the ‘Support you need rom your command stain the past, which may be a contributing factorin ‘this ssue. With that sid tis on you as thelr supervisor and leader to set expectations and ‘assure that they follow through f you don’t have command staf that you can delegate tasks to do, then you need to work to addres that problem. The expectations fr allof your command, staff should be clear, consistent, and equitable. Your priorities shouldbe the day-to-day ‘operations and the tasks that need to be completed inthe short-term and long-term. Attending Rotary, Chamber Greeters, and other community athtes shouldbe a lower privity and should not be dane when other tazks need to be completed. Setting upa schedule, planning followups fd setting hard deadlines should be your focus. do thnk there has been sormehprovement Inthe as few months, but this improvement should be demonstrated over the entre yeu. 117. find that the work you complete i wel researched, thought out, and presented. 1B, See 16 419. As a police fier think you are very cognitive of safety, safety procedures, and follow these suldetines. 20, Seeai6, 21. | think personally you do, | woud like to see you take more oversight and menagement of our ‘employees. Our new court allowed fr activity reporting forall officers in terms of activity. Bottom ine, we had several officers who were not performing at an acceptable evel. One Ineffective employee can have a huge impact on moral internally and can have a negative impact on public perception. | believe strongly in your basle police philosophy, and I never want ‘our officers to have “quotas” and know that we cant compare officers aliectly because thelr ‘aties, sls and responsibilities are diferent. Sut, every officer should have clear expectations and performance measures and we should be working to assure they meet these standards and ‘expectations. the past there have been issues with performance reviews being completed | ‘know that your department is working tof this. The performance review process is critical to maintaining a highly functioning department. Reviews should be detailed fer, and not afraid to point out areas of improvement.22. | think your communication with me very good. You seek to have active communication with ‘me and appreciate your efforts. nthe past we met on a regular bass, | woud keto Implement that practice again. 23, See #16 and #21 24, | see you as avery positive person, which means that your praise is genuine and fortheoming. think this postive view can make it challenging tobe critcal. do think you are eral, but ‘think ts In your nature to expect people to change for the better after they have received critieal feedback, Sometimes it takes more than just words, but will require action. 25, | think you ace invested inal of your employees and see them allas your “children.” What! ‘mean by thisis that you will never outwardly pay favorites and you wll ry to treat them all {aity and equaly Goals: Implement other programs to mimicour crosswalk enforcement. (Le. speeding in choo! zones, cell phone use while driving, ete) [Areas that you excel: Community relations, knowledge ofthe profession and our codes, positive attitude, professionalism in dealing wit the public ‘Areas for improvement: Time Management, folow-thru on projects and tasks, setting expectations for ‘your staf and following upto make sure they meet your expectations, Generel Comments: | appreciate your policing philosophy and practices. ke that you think in terms of public safety over income. You take servant leader approach to management, which think isan ‘effective way t lead, but a servant leader approach wil Invite challenges to your authority; I want to see that you can be Machiavellian when needed, When started ith the City we were dealing withthe Wetzel investigation, The seriousness ofthis matter should not be ignored. The key moving forwards to |work to never have such an fsue again, and o understand you don’t ave to face these challenges alone. You shold come to me with problems and issues so they can be addressed. [Ava time when many police department ae being scrutinized fr being a cash cow or being bias or overly authortarian in the community I think ou police department has exhibited good judgment and ‘overalflessin dealing wth the community. I want this to remain the focus. Police, by thelr nature, will ways receive criticism, the way we can defeat that i to be good servants to our community, something think overall we have done 2 nice job of dong.