City Council’s Comments City Manager’s Performance Evaluation Results~ 2014 Decision Making * Capable of making tough decisions he construes to be in the best interest of the City as a whole. Recommend he trust his education and experience, listen to new information, but disregarding opinion that contrasts with what he knows to be right. Councils come and go, and politics often plays a big role in opinion. Do what you know is right. * Would like to see better clarification of boundaries and what should be happening with them. Example: More confident decisions made and communicated without having legal involved. © Political winds determine the City Manager’s decisions. Always puts someone between himself and decision or problem. Can’t make a decision without attomey’s advice or considering political pressure from special interest within the City. No leadership. Has changed City goals without Council approval. Created a lack of continuity within the City. Examples: Discipline, Labor Relations Board, Ethics Committee, Police position and Department Public Act 78, Public Safety Millage, handling of Kanitz. case. These examples give the City a reputation of lack of trust and transparency and being a joke. + For years I have emphasized that the decision making is clouded by not comprehending and following the charter of the city and our ordinances. There has ‘een a lack of understanding of who has the authority in different situations. This has resulted in a mix of some staff feeling like the council is over-stepping our authority in certain cases and other times where council feels that we have been eliminated in certain decisions. The simple decision making tool is to first find out who has the authority to make the decision and then proceed from there. Emotions need to be taken out of the equation and go right to the fact of who has authority. When you do have authority, a clear path needs to be determined first. The filling of the police position is an example where the direction changed multiple times in 5 years, No one knew who was the decision maker and the fingers started pointing. ‘We went from a public safety study, to a public safety committee, to you having the decision to make, to police grievance and vote of no confidence, to budgetary constraints, to civil service making the decision. Telieve that our legal fees are a lot higher because you will use them to make decisions so that you don’t have to make them. You tend to try and make a decision that makes everyone happy which tends to result in changing your mind a lot. We currently have multiple lawsuits and grievances that are active. There is no clear decision making taking place that follows the charter and the Uniform Budgeting Act. This has been noted multiple times and has been ignored Ihave begged you to get input from council members on decisions, especially policy decisions that are our responsibility, but you seem to not want our input. Personnel Management While adequately handling labor relations and contract negotiations, I think Marcus could improve his overall relationship with staff members of all ranks and positions. Page 1City Council’s Comments City Manager's Performance Evaluation Results 2014 This is an area that needs fast improvement. Currently the number of grievances and lawsuits by employees is unacceptable. Additionally there is a “no confidence” vote by both police unions. The reaction is usually pointing the finger of who is at fault instead of looking inward and finding a solution or areas to improve. With all of these employment lawsuits and grievances going on, you have had an ability to not publically show any issues with those employees which is a positive thing. Some of the issues with personnel having concerns with City Council are the result of you not giving clear direction of who has authority. I have heard it stated by staff on the budget that we are micro-managing when indeed this is one of our duties under the Charter. ‘You don’t want to deal with the uncomfortable situations involving staff. Appreciate commitment and work with Mary Wallace. Hearing for the first time the voice of staff through the employee satisfaction survey and acting on it has provided such a great focus for his work with staff. Action planning will be a key in ‘making a positive swing in the survey results for next year. Keep passion alive within the ranks, Consistently and clearly hold front line managers to task and accountable for the state of personnel within their departments. There is recovery at work that needs to be done with staff and I believe he is making good strides. Moving forward within changing circumstances, Marcus continues to build relationships with city staff. His efforts to create aligned policy will serve to decrease misinformation and complaints in the future. I suggest he continue to work on staff relationships to mend discord created by politics. Kanitz case, Golnick case, the hiring of Kyle, statements made at Labor Relations Board on police grievance, statement made at Civil Service Commission from closed session, dealing with townships water/sewage, Public Act 78 hiring Police Chief giving authority of hiring away to the Civil Service Committee. Removing Mr. Stevens from a committee without first getting Council’s approval. Not allowing closed session on police contract after prior closed sessions. Not dealing with issues of college credit payments on transcripts. Lack of trust of statements made by City Manager. No trust by myself, many county and township officials and Cadillac citizens. We have lost trust and all transparency with our community. 3. Flexibility/Adaptability His statements in private and public don’t deal with conflicts or problems. Certain Council members are blamed for his mistakes and lack of performance. Good at accommodating needs and schedules of others which is very much appreciated. No two days are the same in his world and he handles that well. His sense of humor takes him through some tough situations. More flexible than he is adaptable but he routinely demonstrates his ability to do both. In good times and more difficult times, he maintains highly professional behavior and standards. During the past year he has needed to respond/adapt to a different Council culture, and it took him a while to get there. It is difficult for you to handle conflict and uncertainty. Not an area that you want to deal with. You are willing to adapt when necessary. Ambiguous situations are difficult PagedCity Council’s Comments City Manager's Performance Evaluation Results~ 2014 * Continues to adapt and grow even within the onslaught of ill-informed criticism. He works through conflicts and adapts as necessary to changing circumstances. 4. Initiative/Leadership © Marcus is the Leader in our City! Needs to sustain “courageous will” in spite of circumstances. Stop doing what others want him to in spite of everything else. ‘Shouldn’t swallow his voice-stay his true Self. Be direct. Very smart man who has much to offer. Would like to see more of a “pioneer” approach. Make some of the community projects “OURS”. Research and initiate some new projects and seek collaboration from others. He is good in supporting and collaborating with others and his diligence and support do not go unnoticed. Needs to be viewed as a visionary by his staff and in the community. © Sending mix signals on Terri D project, Public Act 78 Civil Service and wasting City tax dollars because of reversing himself. Lack of leadership on ethics policy reversal, Not dismissing himself from the Ethics Committee. Calling the plaintive is a total conflict. Public still complaining about not being able to reach him on issues and lack of time in the office. Doesn’t report vacation time to the Council, as agreed upon. Has been discussed several years and is still happening. © Don’t be afraid to take the lead in both projects and issues, even when division in Council or on staff make it difficult. A leader who listens, but sets the tone that he can’t be swayed by changing winds will be the most successful. I am seeing that leader more and more. «This is a difficult area for you. As stated before, you tend to want staff happy as well as council. Instead of being firm on the decision or who has the decision making ability, you will sometimes pit the staff against the council as the uncertainty causes confusion. One major step to eliminate that issue is to make sure that we are following the charter and ordinances and use that as your clear position instead of having to get in a battle of emotions and personal thoughts by staff and council. One of your major jobs as the city manager is to make sure we are following the charter and ordinances (as stated in the charter). If that task was followed and you were firm on that area, it would save a lot of headaches. ‘An example of this is the new snow shoveling ordinance. Again your job is to make sure we follow the ordinances of the city. As we were implementing this ordinance, you also publically have stated that the intent is to not enforce it. This is a big mixed message to the public. ‘You have to spend more time understanding the charter and ordinances and making us follow them. There have been some loose interpretations of the charter after a concern has been brought up. You are very mindful of wanting staff and council to agree with your decisions which is a good thing. You would gain more respeet if you were firm on your decisions and had solid points to back up your decision. © Marcus allows his department heads to manage their departments; he delegates well 1 believe there is an opportunity for him to make them more accountable for timely project completion, along with directing them to continue to provide new and improved, creative solutions and projects. In other words, push the envelope a little Page3City Couneil’s Comments City Manager’s Performance Evaluation Results~2014 more: complete streets, community recreation plan, Rotary pavilion renovation, downtown traffic improvements, water and sewer services to townships, smoking policy for city parks, etc. Tam concemed with the (anonymous) feedback received from some employees about the perceived lack of leadership throughout the organization. The city ‘manager has the responsibility for leadership in the organization at all levels. 5. Community Relations ‘© Doesn't handle problems in the community. Always has someone between him and the problem. Avoids problems or talks around them. ‘* Liked in the community by his peers. I'm not sure he is considered a leader. He has the opportunity to emerge as one, since he knows municipal government well. He should embrace good government practices and new ideas in his discussions with other community leaders. I would also encourage him to try to get in front of groups to speak about the city more often, providing updates on projects we are working on or considering, This would help improve community relations. * Very polite to the public. You go out of your way in cases to say hello to people. While you do not like to deal with the negative complaints you are polite to them. Concerning other governmental units, county and townships, City of Manton, etc... the comments I hear from them are more concern of not knowing exactly what your position is or changing the position frequently. There is a feeling that your staff controls your decisions. Available to the community, answering questions and directing them to the best place to solve issues. Though his answers are not always what folks might want to hear, he is always respectful and professional. People in community like Marcus. He always tries to stay proactive in understanding needs and opportunities to educate the general public. He is committed and involved in many of the community stakeholder organizations. Relationship with City Council © When we do communicate you are very professional. It is clear that you do not like some of us which has resulted in your communication lacking. I hear a lot of things from the paper, other governmental leaders, and citizens before hearing them from you. I get the feeling that many of the department heads have an overall negative view of council because they feel and or hear that the city council oversteps our authority. This again is @ result of no clear understanding of who has authority. Every city has a city council, ours is not unique and every city council does have certain authority by their charter and ordinances. Remember that it is a majority of city council that dictates poliey not individual council members. ‘You will not proactively communicate but usually do respond back when left message Which is understandable as you are trying to weigh the political pressures of others. It is hard to know the truth. The trust has been lost. ‘Need to give both sides of an issue so that we have all the facts to make a decision, Page 4City Council’s Comments City Manager’s Performance Evaluation Results 2014 © Set aside differences. Focus dialogue on the results. Express your points of view clearly. Be concise. I do very much appreciate the respect he shows each council member unconditionally. Would ask him to better protect the boundaries for his employees and address appropriate interaction or activity by council members if he is aware of it. Our job is to set policy, make decisions on what he has brought to us. © Some Councils are easier than others to work with, and some council members are easier to work with than others, But Marcus has tried to treat each of them professionally and fairly. © Thave “NO” confidence in what I am being told. Previous goals by City are being changed without “total” Council approval. Certain council members are told about events, court hearings, and grievances. Legal fees for litigation suits and grievances aren’t being approved by Council. “Charter Violation”. Legal budget out of control because of lack of leadership, communications, etc. My statements for the last 3 years has been “two wives” (or husbands) sooner or later one will find out”. This applies to staff, public, business, Wexford County, townships, and of course the Council. ‘There’s a complete loss of trust in the community. «I see relationship with Council as divided. Those who are unhappy with the political climate blame him. They also express anger when their dictates are not followed. My experience is very different. I have an excellent relationship with Mr. Peccia. He is available whenever needed, and connects on both a personal and professional level. 1 ‘am not sure how to resolve the rift in Council. This is something I wish to address uring goal setting. Planning and Financial Management © Has done good job with the budget and understanding balancing of resources available and demands of the organization. There has been much discussion about legal expenses. Would like to see sub-committee implemented to address action plan to avoid some of this expense almost immediately. «Legal fees for litigation suits and grievances aren’t being approved by Council. Legal budget out of control because of lack of leadership, or reverse of position because of political pressure, Certain departments seems to dictate your planning and your lack of involvement in others, makes you appear to your staff as playing favorites. © Mr. Peccia and his financial team as well as department heads have a good handle on what we have to spend, and where it is most needed. An essential skill as a City Manager. ‘In regards to personnel issues, Marcus has planned well for a financially sustainable city. There has been some concern about his ability to stay within budget in regards to attomey fees, but the overall expenses have come in lower than expected. * You do have confidence in your staff and get their input very well. You try to bring the team of staff together. I feel the image to them is that you have this other group you have to deal with called, “City Council”. I don’t believe you care to get our input. The goal setting is more of you fulfilling a responsibility and not an activity that you want council input on. This was noted last year as we had to debate even having the goal setting session. ‘The budget you see as an entirely staff project PaesCity Council's Comments City Manager's Performance Evaluation Results~ 2014 which then is updated to council, instead of getting our perspective and input first. These steps would help out a lot. If there was more of an emphasis on goal setting and getting a clear direction, then it would help resolve a lot of problems. ‘Additionally again if there was a clear decision prior to planning, by reviewing the charter, who has the decision making power, it would be very helpful ‘Communications * Tenjoy the weekend updates as well as the newsletter that Mr. Peceia share with Council. He expresses himself well verbally and in writing ‘© Speaking directly to a point gets results. Be concise and direct. Take active role by taking responsibility to “hear” other person. Ask “you” questions. Ask “who do you envision achieving the task?” Keep passion alive. Focus on clarity and direction. ‘Make your choices strong and clear. Confront uncomfortable truths acting with conviction and resolve. I always find sitting down with Marcus and having a conversation to be warm, comfortable and honest. ‘© There has been some improvement in this area, but there is still opportunity to increase communications with stakeholders, including staff, council, and community members ‘© Has very good writing skills and public speaking skills. I feel that you are tricky on how you word things to give you an out. There are a lot of “misunderstandings” through your communication. You are an exceptional communicator when the topic is positive and good news but when there is a debate it is hard for you to communicate and you usually look to someone else to do the discussing. Future communications should be clear and concise so that everyone knows what the message is. «Same as last years. I find out about information after a call from citizens. Example: Richardson’s disposition, court cases, Baker College going with Haring Township's water and sewage committee, new committees, etc. Commitment to Personal and Professional Development «Over the years, [have given suggestions on this questions. My suggestions in writing and when I met with Marcus, have fallen on deaf ears. I have given suggestions and examples on every evaluation for 3 years (see my 3 years of evaluations and points). I have worked harder at helping Marcus succeed than he has himself. ‘* He does. I appreciate his willingness to serve for the resource organizations in various roles. I also appreciate his constant study of trends and laws that will/could affect the City. He has totally embraced the culture work with Mary Wallace. + Yes! Mr. Peccia has been selected to be on the board of the MML. He seeks both advice and professional development within the scope of financial availability. I suggest Mr. Peccia make it a priority to interact with his peers by attending ‘meetings and reaching out to his fellow City managers. Continue to build personal relationships with staff. Folks always do a better job when they think the boss likes them. © Yes, he has taken advantage of educational opportunities. PosesCity Council’s Comments City Manager's Performance Evaluation Results~ 2014 10. Suggestions for Enhanced Performance + [have “totally” different opinion of what is ethical and proper managerial policy than what's happening. ‘+ My expectation from a city manager is that he/she will provide information to the decision-makers so they can deliberate and make good decisions. Often this should ‘come with a recommendation I would like to see Marcus more comfortable in his role, more self-assured, more confident that he is going to have an employment contract so that he can take on more of a leadership role and provide his own opinions and research on initiatives. 1 ‘would like to see him stand up for what he believes in. 11. Other Comments © Thank you for your on-going commitment to growth. + Tam committed to provide any of my resources to Marcus and the City to ensure everyone’s success. * There are two ways to look at this evaluation. The one way is to ignore it and just feel that it is nonsense while the other way is to try and learn from it and get better. am attaching with my evaluation as part of the evaluation, the Cadillac Police Command Officers Association letter of no confidence vote as part of my evaluation. The thoughts in this are echoed by me. For four years I have wanted to be a part of the team working with you to get solutions for this community that I love. I have begged to have him use council and our community involvement and expertise to help formulate decisions. That does not happen. Ltruly believe that the biggest issue is that there is no regard to following the charter and ordinances. If this happened, there would be a lot of issues solved. For three years I have wanted more time spent training the council, city manager , staff and public of what are the roles of each. The real roles by the State and charter, not roles derived for just Cadillac. This would take care of a theme that I see in all the evaluations from staff and community holders and council that deal with this topic. Some staff and citizens see the council as micromanagers when indeed these tasks are our responsibility. ‘The change of direction with the leadership in the police department is unacceptable in the sense that the statement just made is that this was the planned course all along and that this was the course we have been taking the entire time. That is not true. This is unacceptable. I am concerned the same thing will happen in the fire department. If you have a personal opinion on the view of the roles of a council, that needs to be put aside as your job is to follow the charter and ordinances. If our charter gives authority to the council on a topic, you have a responsibility to have council make that decision. PageCity Council’s Comments City Manager's Performance Evaluation Results~ 2014 Things such as goal setting sessions, budget work sessions, etc... are good things. They should be used as a great tool of building the team instead of a requirement that you and staff have to go through with council. Anything he can do to make council members” job easier is appreciated: having someone add our mail to our packets, following up with us about conference registrations, etc, reminding us of important events (Chamber annual dinner, etc) or meetings. These don’t have to be done by him, but it’s nice if it comes from someone at the city. We are all busy and (most) work another full time job. In conclusion, I feel under Marcus leadership, our City has lost all transparency and trust of our other local government units and our local citizens. Several citizens describe us (city) as corrupted. I also believe our present City Manager is no more than a political pawn. As you read my evaluation, you “MUST” also read the last three years of evaluations I’ve done on our City Manager. Thave met Marcus and have tried coaching him, worked with him, encouraged him. Thave come to the conclusion that he isn’t coachable and believe he is a liability to our City. “No Confidence”. Page 82014 City Manager Performance Evaluation Results Page 1 | MANAGER'S } pert SCORE DECISION MAKING within scope of authority (willing, able, 1. | and effective in using authority to achieve results without 24 3 overstepping boundaries) PERSONNEL MANAGEMENT (Labor relations, working 2. | environment, personnel policy administration, use and 22 3 direction of human resources) "FLEXIBILITY/ADAPTABILITY (Ability to handle uncertainty, 3. ‘change and conflict in an effective, professional and graceful 28 4 - | manner; ability to manage ambiguous situations, or less than : well-defined policy directions) INITIATIVE/LEADERSHIP (Generating new projects, new 4. | methods, creative means to get the job done, providing “push” 2.0 3 to the organization and getting tasks accomplished) COMMUNITY RELATIONS (Handling dealings with the public 3, | asa whole or individually; relationship with the media; 28 4 handling problems and disagreements) | | RELATIONSHIP wirH Crry CoUNCIL (Dissemination of «, | information; timely and adequate response; uniformity in 23 3 | dealings with members of the council; adherence to policies, ° etc.) PLANNING AND FINANCIAL MANAGEMENT (Recognizing, 7. | addressing and providing for future needs and problems of the 3.0 3 City, in all areas, particularly financial planning) COMMUNICATIONS (oral and written — clear, concise, timely, 25 4 helpful, professional) = AVERAGE SCORE 2.50 3.38 TOTAL SCORE 20.0 27 Key Ouisianding 3 Exceeds Expectations | 4 Meets Expectations | 3 Needs Improvement | 2 Unacceptable 1 Total poins possible | 40: = oe ee CITY MANAGER PERFORMANCE EVALUATION 20 Eis suoneppodxay ae aiqusdesoeun cn] 3] ny DECISION MAKING within scope of authority (willing, able, and effective in using authority to achieve results without overstepping boundaries) | PERSONNEL MANAGEMENT (Labor relations, ‘working environment, personnel policy administration, use and direction of human resources) ‘FLEXIBILITY/ADAPTABILITY (Ability to handle uncertainty, change and conflict in an effective, professional and graceful manner; ability to manage ambiguous situations, or less than well-defined policy directions) INITIATIVE/LEADERSHIP (Generating new projects, new methods, creative means to get the job done, providing “push” to the organization and getting tasks accomplished) 5. COMMUNITY RELATIONS (Handling dealings with the public as a whole or individually; relationship with the media; handling problems and disagreements) RELATIONSHIP WITH Cry CoUNCIL, (Dissemination of information; timely and adequate response; uniformity in dealings with members of the council; adherence to policies, etc.) ‘PLANNING AND FINANCIAL MANAGEMENT (Recognizing, addressing and providing for future needs and problems of the City, in all areas, particularly financial planning) COMMUNICATIONS (oral and written ~ clear, concise, timely, helpful, professional) AVERAGE OF RATING 34 RATING TOTAL 21 SALARY RECOMMENDATION NIA COMPLETED BY Mareus Peccia age 1 ~ 2014 City Manager Performance Evaluation DIRECTIONS: Please carefully consider each of the PERFORMANCE CATEGORIES and provide ‘numerical rating in the appropriate boxes. Scoring is not limited to the use of whole numbers, For example, i given rating is between "meets expectations" and “exceeds expectations." the score could be 3.7 or 3.5. aComments on Appraisal Ratings DECISION MAKING strive to be consistent, involve others, and Iam willing to take risks, even when choices may not be the most popular. I act with confidence, and provide concise direction after carefully measuring and analyzing the issues, perspectives and alternatives/options. Recent examples include an issue with our rental inspection program (appeals process), PD positions (Chief/Captain), and the one time year-end payment. PERSONNEL MANAGEMENT Thave especially focused on this area over the last year, I personally completed a 6-month manager's personnel/supervisory training series. I have also have spent a lot of time working with our new HR Generalist and my core staff regarding their personnel related issues. As I’ve commented in the past, I may not necessarily tell staff what they always want to hear, but I try to communicate candidly and directly my thoughts on all issues when they arise. I do believe in an “open door” philosophy, but I also very much respect the “chain-of-command” structure, and require folks to go through the ranks accordingly, even after they may come and talk with me, regardless of the subject nature. ‘FLEXIBILITY/ADAPTABILITY The definition of this category is: Ability to handle uncertainty, change and conflict in an effective, professional and graceful manner; ability to manage ambiguous situations, or less than well-defined policy directions — I feel as though I truly excel here. Everyday on the job is different, and presents acchallenge (often fun) to try and solve or resolve! My philosophy is that my management style needs Page 2— 2014 City Manager Performance Evaluationto be flexible to adapt to the every changing needs and demands. From unexpected walk-ins regarding small issues to major community issues, I have the aptitude to adjust to the situation and people I’m communicating with. I am always willing to “hear people out”, explore options, and try to recommend solutions that can be mutually beneficial when possible to everyone involved; however I do understand that may not always be feasible. INITIATIVE/LEADERSHIP Perhaps to a greater extent than my staff likes, Iam always looking at opportunities. Through my leadership, we've embarked on several exciting paths that looks like there will now be greater public awareness of. One special, high profile project would be our place planning “Heritage Plaza” project. Another initiative that we actually received state-wide attention for was Bike Cadillac! Lesser | known projects such as the county broadband certification initiative, and even smaller operational adjustments such as special events management, and my mantra for always trying to obtain outside | funding through grant solicitation are just as important. Keeping everyone motivated is always a challenge; however I am fortunate to have experts that serve with me in key roles that are willing to continue to go above and beyond, 5. COMMUNITY RELATIONS I continue to attend and be a part of as many | opportunities as possible during the working day and outside of it. Regular meetings that I attend as | ‘one way to stay close to the public and community | stakeholders include: Rotary, Cadillac Area Industrial Group, Cadillac Area Manufacturers Association, Cadillac Downtown Fund, Cadillac Industrial Fund, Issues & Ideas Over Coffee, regional Michigan Economic Development Corporation/COG, and the Downtown Development Authority meetings. In handling the public, media, and issues, I treat | everyone fairly, with respect, and equally. I meet with and/or talk with anyone that desires to meet with me, and my responses are always truthful and | as concise. I try to appease, however overtime I have learned that some folks, regardless of what I try to do, will not be satisfied unless they get or | receive exactly what may be asked or demanded. _| Page 3 ~ 2014 City Manager Performance EvaluationI focus on/spend more time in communicating clearly with Council on issues that we're working on or may soon to be working on. [have implemented a new communications tool, “week- end bullets” as a way to more regularly keep people or bring people into the communications loop on 6, | Retationsiup wir Crry | specific items. [continue to try to do my best in Councn. expediting information requests and communications as soon as possible, and I am always willing to assist wherever necessary. Thave helped coordinate the council/staff retreat and participated in the development of core values and guiding behaviors that I try to reference as often as possible. I work with Finance in making sure that the City stays within a reasonable fund balance level as recommended by the Government Finance Officers Association. I continue to stay up-to-date with current financial trends and changes in law effecting our budgets and community, and try to be as proactive as possible in communicating issues. I have also been appointed as a President of Region 6, a member of the Municipal Services Committee, PLANNING AND FINANCIAL _| and elected (by the Board) as a trustee to the MANAGEMENT Michigan Municipal League Board for a 3-year term- all in an effort to stay as close as possible to opportunities and issues that may impact our community. As everyone knows, this year was certainly as challenging as prior years with continued tax reform out of Lansing that has impacted our bottom line (i.e. loss of smaller parcels via personal property tax reform), and next year also might be interesting too, hopefully for the best, with the addition of a 1% increase (reliant on the voters) that will aid in transportation and revenue sharing. _| ‘As mentioned in the past, communication is the integral key to success. This year Ihave tried new | things in our operations including a satisfaction survey and special meetings with our department 8. | Communtcarions heads to discuss management issues and opportunities for improvement. On a different level, Thaye also collaborated with Finance in the development of our quarterly reports and the continuation of the use of our “Fiscal Accountability” online archive where the latest Page 4— 2014 City Manager Performance Evaluationinformation is made available. Further use and placement of content on our Facebook site has also incurred. Inall of my communications (oral and/or written) I strive to be as concise, timely and professional as possible. DOES THE MANAGER DEMONSTRATE COMMITMENT TO PERSONAL AND PROFESSIONAL DEVELOPMENT? continue to hold active memberships in the Michigan Local Government Managers Association, International City-County Managers Association, Michigan Municipal League, and the Michigan Economic Developers Association. I do not have as much time/opportunities (resources) to regularly attend all of their events, however I pick and choose what to participate in and have gotten much more involved in our League. I also attend (when able to) a support group composed of Northern Michigan (Lower Peninsula) Managers, where we meet to discuss a variety of issues (personal/professional) that impact how we do our jobs. IF NOT, WHAT SUGGESTIONS DO YOU HAVE FOR HIM? NA 10. WHAT CONSTRUCTIVE ‘SUGGESTIONS OR ASSISTANCE CAN YOU OFFER THE MANAGER, ‘TO ENHANCE PERFORMANCE? NIA i. OTHER COMMENTS T'm very proud to be Cadillac’s City Manager, and to call Cadillac home. I am lucky that I have such an experienced and caring staff and Council that I serve with, and I am looking forward to an exciting new year! Appraisal Performed by Marcus Peccia Date December 22, 2014 Page 5 2014 City Manager Performance Evaluation2014 City Manager 360 Evaluation — Summary Report Stakeholder Review [120.0% + 1100.00% + 80.00% + Unacceptable | Needs improvement 1 Meets Expectations 1m Exceeds Expectations 1m Outstanding 60.00% 40.00% Stakeholder Comments at = Past Clty Council he seemed uncertain, with new City Council he seems more confident = Effective in getting decisions made in timely manner. + Great guy but | don't see him as an effective leader = Always been professional in my dealing and what | have seen of him. = Tough job, would like to see more facilitation at City Council and County level. = {don't think he has the social skills necessary to maneuver change necessary to take Cadillac to the next level, He needs to be able to negotiate, lead, and aggressively deal with the politics of the office. oa = Several projects that need a champion. He needs to lead or appoint and get these done. = Staff cuts have affected City’s ability to respond and react to opportunities. CM needs to identify this and come up with solutions. = {do not see him asa visionary leader who is willing to do what is needed to make Cadillac bigger and better. | think he can "manage" what is there but don't see him taking us to the next level ~ Fortunate to have talented staff member that handles vast majority of this section. ~ Needs more focus on grant and strategic plans. Also needs more resource in staffing to achieve results.a6 a os as | don't think Marcus has the requisite skils to lead Cadillac where it needs to be. Hits or exceeds all of these examples. Put in tough positon when he arrived (i.e, intimidation by Council). Needs to understand he runs day to day operations of City and Council sets direction and policy. Needs to be seen as leader of his Staff, and if con boards/commissions, would be nice to see him make a higher percentage of meetings outside of City of Cadillac only meetings. Volunteers to appropriate boards and does get out in front of folks. I'm not sure that all of those statements are true -I don't think I even see him as having @ passion for ‘making Cadillac a better place but to manage what is already here. None ‘Appears to be out and about and observant to needs and issues within the city Communication could always be better. Miscellaneous Stakeholder Comments 1. Stronger commitment of excellence by Marcus to public safety, economic development, budget/financial control. 2. Less dependency on legal counsel for day to day responsibilty. (Decision ‘making/communication/accountability) Thought....They couldn't run thelr businesses with that kind of a dependency/expense or they wouldn't have a business. 3. More confidence within clearly defined boundaries where he will take a stand, support his staff and own his role in leading the city. Not be controlled by certain council members. Be insistent on holding council ‘members to thelr roles/boundaries. 4, Tired of hearing that we are understaffed, can't afford, don't have the resources, etc. etc.-not just from Marcus but those who report to him. Staff hanging in" " to retirement and have lost interest in making an impact. Marcus needs to hold accountable and be aware. 5. Not ust be seen, but be seen as a doer. ‘Appreciate: 1. Marcus is very responsive to calls/emails. 2. Marcus loves living and working in Cadillac and appreciates calling it home. 3, Marcusis kind and a good person.20.00% Unacceptable Needs Improvement & Meets Expectations Exceeds Expectations = Outstanding Staff Comments a a2 Very conscientious of scope of authority; results have been difficult to achieve because of the political environment. ‘Somewhat reluctant/fearful of making decisions. Is afraid to make a stand and tries too often to appease both sides of an issue. Ultimately the correct decision is achieved. Some time is wasted trying to make sure that a majority of council is pleased delays the decision making process. | would put this low grade squarely on the City Councils shoulders and not the City Managers. Utilizes position and authority in appropriate fashion. Delegates authority properly. Could improve by exuding authority a bit more. Tends to rely too much on the City Attorney, Council and popular opinion when making decisions. As a result, his authority and ability are often questioned both inside and outside of the organization. ‘Smart and understands a variety of situations, but could provide some stronger leadership in managing through difficult, political issues. Never loses his professional composure, however he will waffle. Has shown the ability to do this countless times. Has adapted to difficult political and economic challenges. Would recommend being less concerned with potential issues and focusing on current conditions. Treats the public with professionalism, courtesy and respect. Is always trying to provide the community with information. Meets with any citizen that requests a meeting. Even those that are not our customers. Open to sharing with media and speaking to public. Places emphasis on resolving issues. Tends to be a "pleaser" to whoever is present at the moment. This tendency creates longer-term issues, within the organization.as as a7 os Good ideas, but the "push" towards implementation could be stronger. Seldom pushes. Takes a hands-off approach to most projects. Will not push underachlevers. Can sometimes be unrealistic with projects due to overtasked staff. Putting out fires has restricted the ability of this manager to have initiatives. | believe ifit was only external distractions he would do well but with the number of internal conflicts started by the political body of the City itis hard to show initiative when you are busy putting out fires. Effective leader; seeks alternative methads and delegates authority properiy. Would do better without Council intrusion. Tends to only initiate new projects or methods when being pushed from Council or community members. Also, he allows department heads and other employees to “slide” on items/issues if they claim they are too busy. ‘There are lots of fires to address, many of which have no bearing on the future of the City, making it Gifficut to look forward towards future needs. Unwilling to convince council to respect the city's resource limitations. ‘Seems he has net taken time to learn the budget and completely relies on Finance Director. Does good job and has a good support staff for Financial Management. Has been dealt a difficult budget to administer due to economic conditions. Has made the difficult, decisions to balance budget and looks for alternative ways to meet fiscal responsibilities. ‘Seems to understand the overall financial area but relies heavily on finance for the details and for future direction. ‘Timeliness isa strong point, but communications (oral and written) could use some improvement in the other areas mentioned in the question. Does have @ tendency to ramble on and on when making verbal presentations. Exceeds expectations almost to a fault in this category as communication is often excessive. ‘Sometimes @ more concise message; Yes or No would work as well asa long drawn out answer. “Tends to take over communications too often where listening would be more appropriate. Has a tendency ‘to be wordy and can come off as disingenuous. Because of some of the politics and people's strong feelings about certain politicians, there are ‘community perceptions that Marcus yields to the desires of one or two people. But somewhat too willing at times. Viewed as weak and indecisive by many community leaders. Definitely gives of himself and volunteers. | think the majority of the Citizens of Cadillac have a very good impression of the City Manager. The ‘community would be those inside and outside of Caulillac. Some of the outside people may think he is too protective of the welfare of the City. | think this is a good thing. Marcus exhibits desire to improve the City and is devoted to the citizenship. Seeks opportunities to be involved. ‘Some perceive him asa "yes man" rather than having real managerial/leadership ability. At times, a firm and early "No" is the best and most accurate answer. Has sometimes taken too long to get to the "No" and the issue gets bigger than it needs to. YES. He is open to talk to any citizen. They may not lke the answer they get but he always gives them his {ull attention and tries to remedy complaint to the Citizens satisfaction, Marcus is conscious of citizens concerns. Could improve at closing out complaints allowing them to linger. Face-to-face contact with the public appears to be effective, but he often relies on others (i. City [Attorney) for direction on how to handle any issues/complaints from citizens.