June 11, 2009
by Jason R. Raines
The local newspapers have reported on the generally low marks given to former Sunnyside City Manager Eric Swansen in his performance evaluation. BLOGSUNNYSIDE received a copy of the evaluation after submitting its own public records request. The ratings ranged from 1 being poor, to 5 being excellent. Mr. Swansen may still request a hearing after his termination. As of yet he has not done so, but he has a 30 day window from his firing date in which to make his request if he chooses to do so. There have been questions raised about the fairness of the ratings he received, as well as the decision to fire him.
Mr. Swansen is capable of speaking for himself, as the City Council can also defend their actions. Mr. Swansen was the hand picked City Manager, hired by the current Council, so it is a bit surprising that they did not give him a chance to improve after only his first evaluation. With elections coming up in a few short months, and potentially four of the seven Council Members being replaced as voters give their evaluation of the City Council at the ballot box, the Council may want to call a time-out on its search process for a new City Manager. Perhaps the City would be better served by having the Interim City Manager stay at the helm until the next City Council is sworn in. If nothing else, the public can catch its breath after the loss of so many key leaders in such a short period of time. (The City Attorney, Finance Director, and one Council Member resigned in protest over Mr. Swansen’s firing.)
The following information is taken from the summary of Mr. Swansen’s evaluation. It is provided for informational purposes only. I am not guaranteeing the accuracy of the information below, if you choose to use it, it is at your own risk. I am not taking a position stance on any of the ratings listed. A complete copy of the evaluation can be requested at City Hall by any citizen wishing to review it.
Period of Evaluation: June 30, 2008 through April 30, 2009
1. Personal
Invests sufficient effort toward being diligent and thorough in the discharge of duties.
Council 3.0/Staff 2.8
Composure, appearance, and attitude fitting for an individual in his executive position.
Council 3.0/Staff 2.7
2. Professional Skills and Status
Possesses knowledge of current developments affecting the management field and continues to learn new developments.
Council 3.3/Staff 3.1
Commands respect in management profession.
Council 2.7/Staff 2.5
Demonstrates a capacity for innovations.
Council 2.9/Staff 2.8
Anticipates problems and develops effective approaches for solving them.
Council 2.3/Staff 2.3
Demonstrates receptivity to new ideas proposed by others.
Council 2.6/Staff 2.4
3. Relations With City Council
Carries out directives of the Council as a whole rather than those of any one Council member.
Council 2.4/Staff 2.2
Assists the council on resolving problems at the administrative level to avoid Council involvement on administrative issues.
Council 2.4/Staff 2.0
Assists the Council in establishing policy, while acknowledging the ultimate authority of the Council.
Council 2.3/Staff 2.4
Responds with appropriate information to requests for information or assistance by the Council.
Council 2.1/Staff 1.9
Demonstrates receptivity to new ideas proposed by Council members.
Council 2.4/Staff 2.1
4. Policy Execution
Implements Council action in accordance with the intent of the Council.
Council 2.4/Staff 2.6
Supports the actions of the Council after a decision has been reached.
Council 2.6/Staff 2.6
Enforces City policies
Council 2.9/Staff 2.5
Understands City’s laws.
Council 3.3/Staff 2.8
Reviews enforcement procedures periodically to improve effectiveness.
Council 2.8/Staff 1.9
Offers workable alternatives to the council for changes in ordinances or policies when impractical in actual administration.
Council 2.4/Staff2.4
5. Reporting
Provides the Council with reports concerning matters of importance to the City.
Council 2.1/Staff 2.6
Prepares accurate and comprehensive reports.
Council 2.0/Staff 2.7
Produces reports generally through own initiative rather than when requested by the Council.
Council 2.0/Staff 2.1
Prepares a sound agenda, which deals with matters in an effective manner and focuses Council attention on policy issues.
Council 2.3/Staff 2.5
6. Citizen Relations
Responds to complaints from citizens.
Council 2.7/Staff 2.5
Demonstrates dedication to the community and its citizens.
Council 3.0/Staff 2.9
Displays skill with the news media, avoiding political positions and partisanship.
Council 2.9/Staff 3.0
Displays capacity to listen to others and to recognize their interests – works well with others.
Council 2.6/Staff 2.6
Demonstrates willingness to meet with members of the community to discuss their real concerns.
Council 3.3/Staff 3.0
Works effectively with other public officials.
Council 2.7/Staff 2.7
Works effectively with other entities within the City.
Council 2.6/Staff 2.5
7. Staffing
Recruits and retains competent personnel for City positions.
Council 2.5/Staff 2.2
Demonstrates awareness of weak or indifferent administrative personnel and works to improve their performance.
Council 2.2/Staff 1.9
Displays concern about employee relations and works to improve communication at all levels of the organization.
Council 2.0/Staff 2.1
8. Supervision
Encourages department managers to make decisions within their own jurisdictions without City Manager approval, yet maintains general control of administrative operations.
Council 2.5/Staff 2.3
Instills confidence and initiative in subordinates and emphasizes support rather than restrictive controls for their programs.
Council 2.2/Staff 2.3
Develops a friendly and informal relationship with the work force as a whole, yet maintains the prestige and dignity of the City Manager’s office.
Council 2.3/Staff 2.4
Evaluates personnel periodically, and points out management weaknesses and strengths.
Council 1.4/Staff 1.9
9. Fiscal Management
Prepares a balanced budget to provide services at a level directed by Council.
Council 2.7/Staff 2.8
Makes the best possible use of available funds, conscious of the need to operate the City efficiently and effectively.
Council 2.7/Staff 2.8
Prepares the budget in an intelligent format.
Council 2.7/Staff 3.1
Possess awareness of the importance of financial planning and control.
Council 3.1/Staff 2.8
10. Project Management
Develops procedures that assure systematic progress, timely closure, and effective tracking or projects.
Council 2.3/Staff 2.3