Staff survey results, 2013

7/27/2019 Staff survey results, 2013

1/361 of 42

2013 City Manager Evaluation - Staff

1. Demonstrates the ability to develop and implement creative or innovative solutions to the

critical issues facing the community.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 5.9% 3

(3) 41.2% 21

(4) 33.3% 17

(5) 17.6% 9

(N/A) 2.0% 1

answered question 51

skipped question 0

2. When making decisions, systematically evaluates alternatives in terms of potential

impacts or consequences.

Response

Percent

Response

Count

(1) 3.9% 2

(2) 3.9% 2

(3) 31.4% 16

(4) 41.2% 21

(5) 17.6% 9

(N/A) 2.0% 1


skipped question 0


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3. When decisions are being made, demonstrates the ability to collaborate and seek group

solutions - to work out "win-win" solutions.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 7.8% 4

(3) 31.4% 16

(4) 33.3% 17

(5) 27.5% 14

(N/A) 0.0% 0


skipped question 0

4. Is insightful regarding the dynamics of organizational change and its impact on

constituents, employees, and services.

Response

Percent

Response

Count

(1) 3.9% 2

(2) 5.9% 3

(3) 29.4% 15

(4) 29.4% 15

(5) 31.4% 16

(N/A) 0.0% 0


skipped question 0


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5. Comments regarding questions 1 - 4. Please indicate the specific question to which the

comment applies, if applicable:

Response

Count

13


skipped question 38

6. Maintains effective working relationships with local and regional governments.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 2.0% 1

(3) 18.0% 9

(4) 48.0% 24

(5) 28.0% 14

(N/A) 4.0% 2


skipped question 1


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7. Maintains effective working relationships with state governments.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 0.0% 0

(3) 30.0% 15

(4) 34.0% 17

(5) 18.0% 9

(N/A) 18.0% 9


skipped question 1

8. Maintains effective working relationships with the federal government.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 2.0% 1

(3) 34.0% 17

(4) 24.0% 12

(5) 14.0% 7

(N/A) 26.0% 13


skipped question 1


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Page 2, Q5. Comments regarding questions 1 - 4. Please indicate the specific question to which the commentapplies, if applicable:

1 Organizational effectiveness requires good communication and the ability to getall levels of the organization involved. Although the city makes various changes itis done by only a select few and communicated after the fact. This methodcreates a poor morale and decreases ones ability to acquire a more diverseopinion from the excellent employees that work within the city.

Jul 2, 2013 6:09 AM

2 Q. 4 Completely disregards peoples feelings when making decisions Q. 3 Neverseen him try for a win win solution

Jul 1, 2013 3:12 PM

3 Ken is very good on concern and input from Constituents and concern forservices. Would like to see more time devoted to communicating with andreceiving input where applicable from employees.

Jul 1, 2013 2:26 PM

4 Comment on question 3: I have witnessed the collaboration with groups to workout solutions. I observed the willingness to work together in groups tobrainstorm and develop working solutions.

Jun 28, 2013 5:51 AM

5 1,2,3 - Ken could be more than average but has become soconcerned/distracted with second guessing what the political view of any

decision will be that even small decisions take an extraordinary amount of timeand often opportunity is decreased by doing so. 4 - Ken wants to be liked andover extends the staff by committing to partnering with other leaders that maynot be all that beneficial to the city but is the addition of work that can impact ourown service delivery to our constituents.

Jun 28, 2013 2:42 AM

6 We have to be careful that we take on partnerships for the sake of justpartnering. It has to be benificial to the City and not us taking on to muchexpense for other agencies. The new crime software is heavily funded by theCity for what benefit we get. This is an example of how it is not always in ourbest interest.

Jun 27, 2013 5:54 AM

7 #3) Ken has been the most collabroative City Manager I have ever been

associated with in my 33 years working for municipalities. He is concernedabout his employees and the citizens he works for and always seems to look fora cooperative solution to issues.

Jun 26, 2013 6:40 AM

8 Question 3 Does not consider employee needs, fails to do fact finding in regardsto questionable department operations complaints, Question 4 fails to follow thruon promises to meet with staff. Question 1 To much reliance on Russ Claggettfor answers.

Jun 25, 2013 2:13 PM

9 2 & 3 demonstrates great insight, works to make sure that impact of thedecisions affects as few as possible in a negative manner.

Jun 25, 2013 12:17 PM

10 All questions answered based on Organization Managers meetings. Jun 25, 2013 11:58 AM

11 Regarding Question No. 3: I cannot express enough the importance of seekingout ideas from employees other than your upper and mid-level managers. WeARE a City Family and in any "family" setting, the input of all members isimportant and should at least be heard.

Jun 25, 2013 11:06 AM

12 In my interaction with Ken, he has taken appropriate time in his decision making. Jun 25, 2013 10:42 AM


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He seeks input and is respectful of those whose opinions may differ from hisown. He tries to gain consensus in his teams and I appreciate his willingness tolisten to others as well as make his case for his own opinion.

13 Ken seeks input when making decisions. Jun 25, 2013 10:24 AM


1 Comments for questions 7 and 8: I am unaware of relationship with stategovernment and federal government.

Jun 28, 2013 5:53 AM

2 6 - Ken wants to be highly regarded by his peers and spends a lot of time in thisarea 7, 8 - not observed

Jun 28, 2013 2:43 AM

3 #6) Ken is very community minded. He spends a considerable amount of timeaddressing local issues and attending local gatherings to represent our City tothe public. I know that he has communicated to the Governer's Office onconcerns and State participation in local problems, but I'm do not see what hedoes on the Federal level.

Jun 26, 2013 6:46 AM

4 I'm not sure many employees would really know whether Mr. Tsuchiyamamaintains effective working relationships with state and federal governments,unless we are in a postion that would be more involved with those affairs.

Jun 26, 2013 6:29 AM

5 #6 answered based on observations during Organization Managers meetings.No first hand knowledge to answer number 7 and 8.

Jun 25, 2013 12:01 PM

6 I have no knowledge of Ken's interation with the state govenment. I have beenpresent in a conference with a Department of Labor representative, and Ken wasvery effective in his position and asked appropriate questions. All local andregional government officials (I'm assuming this does not include Battle Creek)have positive things to say about Ken and respect him.

Jun 25, 2013 10:46 AM


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9. Comments regarding questions 6 - 8. Please indicate the specific question to which the

comment applies, if applicable:

Response

Count

6

answered question 6

skipped question 45

10. Maintains an image of the City to the community that represents service, integrity,

sensitivity to public needs, and professionalism through his own conduct.

ResponsePercent

ResponseCount

(1) 0.0% 0

(2) 8.2% 4

(3) 28.6% 14

(4) 26.5% 13

(5) 36.7% 18

(N/A) 0.0% 0


skipped question 2


8/36


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1 Ken is very professional and has a high level of integrity. Jul 3, 2013 11:58 AM

2 Ken is well respected with the local community leaders. Jun 28, 2013 5:50 AM

3 10 - This is an area where the lack of ability to communicate and react tonegative news like the Gensch incident really hurt the city and I think it wascaused more by Ken not communicating what he knew when he knew it than theactual incident and then in dealing with it rather than hoping it wouldn't become abig news item. 11 - Ken is very aware of this and spends a lot of time in this area12 - Ken wants to be respected and this is a very important measure to him ofsuccess

Jun 28, 2013 2:49 AM

4 10. Ken demonstrates a professional image in the community at all times, evenunder pressure.

Jun 26, 2013 11:07 AM

5 #11, 12, 13) Ken is a community based manager, who is very sensitive to theneeds of our community. He participates and communicates with localorganizations that benefit this community in a positive way. He is very sensetiveto cultural issues, in part because of his own minority status he empethizes with

the plight of the racially diverse community.

Jun 26, 2013 6:55 AM

6 Ken portrays the image of so,eons who has great stewardship for this communityand the position he holds. He believes in this city and the people who wrk forthe City.

Jun 26, 2013 6:51 AM

7 I believe Ken has a good understanding that the City is a diverse workplace thatencompasses many different types of professions, and he does his best tobalance that situation for the best of the organization.

Jun 26, 2013 6:32 AM

8 Question 12 appears to belong to the good ole boy network. Jun 25, 2013 2:16 PM

9 10- 12. As a member of the community, I hear great things about Ken. How he

will work with all cultures and races. He is never seen doing anything outside theprofessional or moral side of his position.

Jun 25, 2013 12:23 PM

10 The above questions answered based on observations at OrganizationManagers meetings.

Jun 25, 2013 12:04 PM

11 Ken's interaction with the Harwood Institute and his adoption and promotion ofthose values shows sensitivity to the community in my opinion. He seems tohave a geniune concern for the public, and wants to do the right things.

Jun 25, 2013 11:23 AM

12 Re: Question No. 10: I have always held the highest level of respect for KenTsuychiyama. I've never quite understood, though, the lack of accountability heplaces on his supervisors. Ken is only as strong as his weakest link and if hecannot rely upon his supervisors to EACH perform to their fullest potential with

the City's best interest at heart, Ken will always come out looking like the badguy. He has taken his lumps recently over some things which could haveprevented. I believe this will continue to happen within this organization unlessthe supervisors he counts on for support continue to feel there are noconsequences to their lack of performance.

Jun 25, 2013 11:16 AM


10/36


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15. Facilitates candid, effective, and productive meetings.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 8.2% 4

(3) 38.8% 19

(4) 40.8% 20

(5) 12.2% 6

(N/A) 0.0% 0


skipped question 2

16. Responds to internal and external requests in a timely manner.

Response

Percent

Response

Count

(1) 6.1% 3

(2) 16.3% 8

(3) 44.9% 22

(4) 16.3% 8

(5) 12.2% 6

(N/A) 4.1% 2


skipped question 2


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1 14- Works cooperatively, the issue is actually "with all groups". Morecollaboration is needed for increased improvement. 16- Sometimes does notrespond at all to request which sends a poor message to requestors.

Jul 2, 2013 6:10 AM

2 #16 - There have been several instances where a response was requested andafter following up with the City Manager a 2nd time, uncovered the item hadbeen "forgotten" on his agenda. Although sincerely apologetic about this andready to rectify the situation immediately, initial response was lacking.

Jun 25, 2013 12:17 PM

3 Again based on observations at Org. Managers meetings. Do not have first handknowledge to answer #16.

Jun 25, 2013 12:04 PM

4 *15 - In our Senior Staff meetings, Ken makes great efforts to facilitate candid,effective, and productive meetings. His reaction to push back is respectful yetfirm.

Jun 25, 2013 11:23 AM

5 Again, I believe expanding out to the lower level employees for thoughts, ideas,and perspective would be a valuable tool. Upper level supervisors don'tnecessary hold all of the answers.

Jun 25, 2013 11:16 AM

6 16. Sometimes there is not enough hours in the day to respond to requests asone would like to.

Jun 25, 2013 10:35 AM


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17. Comments regarding questions 14 - 16. Please indicate the specific question to which

the comment applies, if applicable:

Response

Count

6

answered question 6

skipped question 45

18. Suggests creative solutions to the City's financial needs.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 2.0% 1

(3) 38.8% 19

(4) 30.6% 15

(5) 22.4% 11

(N/A) 4.1% 2


skipped question 2


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19. Keeps expenditures within budgetary constraints.

Response

Percent

Response

Count

(1) 4.1% 2

(2) 0.0% 0

(3) 28.6% 14

(4) 34.7% 17

(5) 26.5% 13

(N/A) 6.1% 3


skipped question 2

20. Monitors citywide financial performance regularly and takes corrective action as

needed.

Response

Percent

Response

Count

(1) 4.1% 2

(2) 6.1% 3

(3) 28.6% 14

(4) 26.5% 13

(5) 24.5% 12

(N/A) 10.2% 5


skipped question 2


15/3611 of 42

21. Alerts City Commission to changes or trends that may affect the City's future financial

condition.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 4.1% 2

(3) 28.6% 14

(4) 30.6% 15

(5) 18.4% 9

(N/A) 16.3% 8


skipped question 2



Response

Count

9

answered question 9

skipped question 42


16/3629 of 42


1 19-20- Financially has done a great job at overseeing the financials for the cityand should be commended for a job well done.

Jul 2, 2013 6:10 AM

2 Comments for questions 18 through 21: I have no knowledge to answer thesequestions effectivley. Under assumption and the current financial condition ofthe City of Battle Creek, I would say that there are things being done when itcomes to finace.

Jun 28, 2013 5:57 AM

3 20. I believe that Ken is always watching the bottom line and willing to makechanges when necessary.

Jun 26, 2013 11:08 AM

4 #18 - 21) I have been very impressed with the fiscal responsibility of our CityLeadership. They do not hide from or abdecate their responsibilities. They havetackled some very difficult financial issues and were successful in turning aroundour finacial difficulties. I am confident they will continue to make the toughdecisions necessary to keep the City financially stable.

Jun 26, 2013 7:01 AM

5 I suppose the City Commission question would have to be answered by a CityCommissioner.

Jun 26, 2013 6:33 AM

6 Question 19-20 has been approached about wasted money in serveraldepartments failed to respond. Police, Fire and IT department.

Jun 25, 2013 2:18 PM

7 18-20 answered based on observations at Org. Managers meetings. No firsthand knowledge to answer #21.

Jun 25, 2013 12:05 PM

8 Ken has a good understanding of the budget environment, and is fortunate tohave the former Finance Director as Assistant City Manager. There seem to begood discussions between the two of them, as well as with all City Directors,about the direction of the budget throughout the entire process. The budgetkickoff and budget workshop with the Commission were good opportunities forinformation sharing in both directions.

Jun 25, 2013 11:42 AM

9 I don't know the answers to these. There should be a Don't Know box. Jun 25, 2013 10:25 AM


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23. Fosters continued professional development, personal growth and learning among City

government staff.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 12.2% 6

(3) 49.0% 24

(4) 26.5% 13

(5) 12.2% 6

(N/A) 0.0% 0


skipped question 2

24. Provides a participatory management environment for City employees

Response

Percent

Response

Count

(1) 4.1% 2

(2) 8.2% 4

(3) 32.7% 16

(4) 38.8% 19

(5) 14.3% 7

(N/A) 2.0% 1


skipped question 2


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25. Demonstrates the ability to collaborate and seek group solutions.

Response

Percent

Response

Count

(1) 4.1% 2

(2) 6.1% 3

(3) 38.8% 19

(4) 36.7% 18

(5) 14.3% 7

(N/A) 0.0% 0


skipped question 2

26. The Manager's efforts lead to the successful and timely accomplishment of goals.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 8.2% 4

(3) 44.9% 22

(4) 26.5% 13

(5) 14.3% 7

(N/A) 4.1% 2


skipped question 2


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1 23- There are no consistent, fair processess in place to encourage professionaldevelopment and growth so it becomes hard to position employees tocontinously grow within the city. The lack of intent here leaves employeesstagnant. 24- Identifying ways to gather insight from people throughout the citywould be beneficial so they feel "apart". Seeking a shared vision gets everyoneon board!

Jul 2, 2013 6:13 AM

2 Would like to see some communication with all City employees. One meetngsemi-annually with all employees would be nice, but even once a year would begood. Seek input where possible. I think it would be nice also to hear from theCommission once in a while; "what do the employees think?" Or have wereceived input from employees on this item.

Jul 1, 2013 2:28 PM

3 23 - It is still difficult for leaders to attend any kind of "conference"; trainingseems to be the area Ken will allow but as leaders, sometimes the need is for amuch broader diverse view to develop a specific idea that then needs training ofa staff person. At the same time it is ok to triple up to attend MPELRA with theACM and ERD 26 - Things get accomplished and done well because Ken has avery talented group of managers who excel and have lots of pride in the city.

Jun 28, 2013 2:57 AM

4 The City needs more thought into the succession of several key positions. Wehave managers doing several roles due to cuts and high exposure if folks leaveor get sick. Unfortunately this likely due to frozen salaries and folks beginningto look elsewhere. Also, folks close to retirement are beginning to feel thesame way with lack of pay increases. The City needs to be careful that thisdoes not cripple large areas as this occurs.

Jun 27, 2013 6:02 AM

5 #23 - 24) I believe the culture of our organization is cut back on professionaldevelopment during times of financial difficulties. I understand this tactic, but Ithink it is wrong to not continue to develp your employee base. ManySupervisors and Foremen feel isolated and unappreciated at times, and I believethis is because they are not always included in the managerial decision making

process. #26) I have witnessed many goal accomplishments by the Manager'sdirection that have positively affected this communitiy as a whole.

Jun 26, 2013 7:32 AM

6 23- 26. Ken works well with staff. I believe the staff respects him and looksforward to giving imput and receiving imput from him.

Jun 25, 2013 12:26 PM

7 #23 - I personally feel that the City Manager has gone above and beyond topromote professional development and is very supportive of the training andlearning that is recommended and implemented at the City. There are emailsthat he sends often on different opportunities and meetings that he encouragesattendance and participation at. The City Manager has also demonstrated aneagerness to ensure we have participation at collaborations for learning such asthe Leadership Challenge through the Chamber.

Jun 25, 2013 12:17 PM

8 23-25 answered based on observations at Org. Managers meetings. Do nothave first hand knowledge to answer #26.

Jun 25, 2013 12:09 PM


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Response

Count

8

answered question 8

skipped question 43

28. Ensures City staff also treats everyone with respect and dignity.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 8.2% 4

(3) 28.6% 14

(4) 34.7% 17

(5) 26.5% 13

(N/A) 0.0% 0


skipped question 2


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29. Values diversity of opinion, ideas, and views.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 10.2% 5

(3) 26.5% 13

(4) 38.8% 19

(5) 22.4% 11

(N/A) 0.0% 0


skipped question 2

30. Plans, organizes, and supervises implementation of ongoing City programs and

services.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 4.1% 2

(3) 44.9% 22

(4) 30.6% 15

(5) 12.2% 6

(N/A) 6.1% 3


skipped question 2


22/3616 of 42



Response

Count

8

answered question 8

skipped question 43

32. Keeps the City Commission advised of new legislation and developments in public

policy as well as actions in other jurisdictions that may have an impact on the City's

activities

Response

Percent

Response

Count

(1) 2.0% 1

(2) 0.0% 0

(3) 40.8% 20

(4) 22.4% 11

(5) 14.3% 7

(N/A) 22.4% 11


skipped question 2


23/3617 of 42

33. Organizes program planning in anticipation of future needs and problems and

establishes common goals to be adopted by the City Commission.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 2.0% 1

(3) 36.7% 18

(4) 28.6% 14

(5) 12.2% 6

(N/A) 22.4% 11


skipped question 2

34. Demonstrates the ability to define and communicate a vision for the future of our City

that captures the support of the citizens and institutions of our community.

Response

Percent

Response

Count

(1) 4.1% 2

(2) 6.1% 3

(3) 42.9% 21

(4) 24.5% 12

(5) 18.4% 9

(N/A) 4.1% 2


skipped question 2


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1 29- Including the opinions, ideas and views of everyone shows a true sense of"valuing diversity". Avoid relying on a core group to get the job done- there isstrength in numbers!

Jul 2, 2013 6:13 AM

2 29 - Ken says he values different opinion, ideas and views but actions andshutting out of staff with differing opinion causes concern in this area. -

Jun 28, 2013 2:57 AM

3 We need to be careful not to include to many folks with decisions that requireleadership for direction. That seems to be the case with fairly minor issues inmany cases.

Jun 27, 2013 6:02 AM

4 #28) I think that we (as a group) do a wonderful job on external customerservice, I am very proud of the way we interface with our community. I do notbelieve we do as well interally, there has been a long standing cronyismapplication in Battle Creek; this ongoing issue needs to be rooted out and I knowthat it takes time.

Jun 26, 2013 7:32 AM

5 #28 - The City Manager has made it an initiative to be at each New EmployeeOrientation at the City to welcome our newest employees and engage them in a

discussion around respect, honesty and dignity. He spends an average of 15-20minutes focused on these areas and expressing the importance ofprofessionalism and respect at all levels of the organization.

Jun 25, 2013 12:17 PM

6 28-29 answered based on observations from Org. Managers meetings. No firsthand knowledge to answer #30.

Jun 25, 2013 12:09 PM

7 *29 - Ken encourages active participation and truly seems to value the diversityof opinion, ideas and views. *30 - In my eyes one of Ken's strengths is hisability to set a great example of treating everyone with respect and dignity, andremind others (out loud) to do the same.

Jun 25, 2013 11:46 AM

8 I've always believed that Ken values my opinion. Jun 25, 2013 10:27 AM


1 One of Ken's strengths is community planning and vision. He is responsiblyresponsive to the community as well.

Jun 26, 2013 7:35 AM

2 Question 32 as reported the commissioners have stated more than a few timesthey were not informed of events taking place in the city.

Jun 25, 2013 2:22 PM

3 No first hand knowledge to answer #32. 33-34 answered based on observationsduring Org. Managers meetings.

Jun 25, 2013 12:11 PM

4 Don't know Jun 25, 2013 10:27 AM


25/3618 of 42



Response

Count

4

answered question 4

skipped question 47

36. Effectively implements policies and programs approved by the City Commission.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 2.0% 1

(3) 44.9% 22

(4) 28.6% 14

(5) 16.3% 8

(N/A) 6.1% 3


skipped question 2


26/3619 of 42

37. Keeps the City Commission informed of current plans and activities of administration

and new developments in technology, legislation, governmental practices, and regulations.

Response

Percent

Response

Count

(1) 4.1% 2

(2) 2.0% 1

(3) 40.8% 20

(4) 20.4% 10

(5) 10.2% 5

(N/A) 22.4% 11


skipped question 2

38. Communicates the City Commission's policies and positions effectively to staff and the

public.

Response

Percent

Response

Count

(1) 2.0% 1

(2) 12.2% 6

(3) 40.8% 20

(4) 24.5% 12

(5) 12.2% 6

(N/A) 8.2% 4


skipped question 2


27/3620 of 42

39. Maintains knowledge of current and innovative trends in the area of local government

services and incorporates that knowledge in program suggestions and research.

Response

Percent

Response

Count

(1) 0.0% 0

(2) 2.0% 1

(3) 42.9% 21

(4) 22.4% 11

(5) 18.4% 9

(N/A) 14.3% 7


skipped question 2



Response

Count

4

answered question 4

skipped question 47


28/3633 of 42


1 #38 - it is hard to communicate positions of such a fractured group. Staff isunclear on Commission direction, as opposed to individual Commissionerdesires.

Jul 3, 2013 12:01 PM

2 38- by increasing communication the staff and the public would be in a betterposition to understand the commissions policies and positions effectively.

Jul 2, 2013 6:13 AM

3 The n/a rating is given out of fairness to Ken; I have not seen this demonstratedbut he may have those capabilities. General perception is that he could do theseitems better

Jun 28, 2013 3:00 AM

4 36-38, no first hand information to be able to answer. #39 answered based onobservations from Org. Managers meetings.

Jun 25, 2013 12:13 PM


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41. Please rate the City Manager's performance overall.

Response

Percent

Response

Count

(1) Unacceptable 2.0% 1

(2) Needs Improvement 8.2% 4

(3) Meets Expectations 32.7% 16

(4) Exceeds Expectations 44.9% 22

(5) Outstanding 12.2% 6


skipped question 2

42. Identify any current actions by the City Manager that you would most like to see him

continue.

Response

Count

15


skipped question 36

43. Identify any current actions by the City Manager that you would like him to discontinue.

Response

Count

7

answered question 7

skipped question 44


30/3635 of 42

Page 10, Q42. Identify any current actions by the City Manager that you would most like to see him continue.

1 Downtown development Jul 3, 2013 12:02 PM

2 Financial objectives: He has been able to create a savings in funds all whilekeeping the community SAFE! Although all positions are not filled, it shows thathe is not trying to "fill posititions" for the sake of filling them. Instead, he ispositioning employees to work to capacity and hiring where there is a true need.This is GOOD BUSINESS SENSE!!!

Jul 2, 2013 6:26 AM

3 His concern for a balanced budget. I believe the highlights Ken provided you areaccurate and commendable. His support in remaining financially competitvewith certain positions to maintain quality services.

Jul 1, 2013 2:42 PM

4 Open communication with staff members. Jul 1, 2013 11:16 AM

5 Continue to provide the positive leadership he has in the past. Jul 1, 2013 5:38 AM

6 Ken is a very thoughtful person and is concerned with the way he is perceived.He really wants to see Battle Creek thrive.

Jun 28, 2013 3:11 AM

7 Requiring code compliance to be more user freindly Jun 26, 2013 8:26 AM

8 Continue to partner with private enterprises to better the community andencourage job growth.

Jun 26, 2013 7:42 AM

9 Ken has gone to great lengths to keep employees appraised of change and ithas gone along way to foster collaborative solutions. He has been verysupportive of city staff

Jun 26, 2013 7:11 AM

10 More interaction with individual departments, not in an overall group environmentwith all departments.

Jun 26, 2013 5:50 AM

11 Financial stability Jun 26, 2013 4:34 AM

12 I would like to see Ken's commitment to the transformation of downtowncontinue, and I would also like to see his encouragement of staff continue withfurther exploration of non-traditional employee compensation. I think pursuing apartnership with the City of Springfield for police services (or other types ofservice with other governments) should continue.

Jun 25, 2013 1:00 PM

13 Management Staff meetings monthly - they allow us to all be on the same pageand ask informed questions to have answers to share back at our departments.City overview at New Employee Orientations - this has carried a lot of weightwith new employees that attend and shows from the very beginning that we careabout their success as employees.

Jun 25, 2013 12:39 PM

14 Open door. Continue to seek citizen, staff other government agencies input onissues.

Jun 25, 2013 12:29 PM

15 Participatory management style that includes the opinions of a diverse staff.Seek meaningful ways to improve moral of all City employees. Represent thetrue character of the non-represented employees of the City as dedicatedprofessionals.

Jun 25, 2013 10:43 AM


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Page 10, Q43. Identify any current actions by the City Manager that you would like him to discontinue.

1 Selectiveness: There are many within the city that barely ever see or get a hellofrom the City Manager. This disconnect only limits his ability because he ismissing opportunities to use such individuals to push the cities mission. He hasto take more intentional steps of reaching out to employees and that would meangoing beyond his comfort level.

Jul 2, 2013 6:26 AM

2 Be more forceful in protecting his personal time from the intrusions created byunethical media. Challenge city commissioners who are leaking confidentialinformation to the media and demand more ethical behavior from thesecommissioners.

Jul 1, 2013 5:38 AM

3 The City Manager needs to lead, set direction and feedback if goals are beingmet! Ken is so involved at granular level on the wrong things and on otherswants to delegate decisions. Hiring a communications staffer is an example ofthis - not what you all wanted but.....

Jun 28, 2013 3:11 AM

4 Tolerating the unprofessional, embarassing behavior of certain citycommissioners.

Jun 26, 2013 8:26 AM

5 N/A Jun 26, 2013 4:34 AM

6 stop covering up problems and make the tough decision. Jun 25, 2013 2:27 PM

7 None come to mind. Jun 25, 2013 1:00 PM


32/3622 of 42

44. Identify any actions not currently being undertaken by the City Manager that you would

like to see him implement.

Response

Count

14


skipped question 37

45. Additional comments regarding the City Manager that have a bearing on this evaluation

Response

Count

8

answered question 8

skipped question 43

46. Name (optional):

Response

Count

4

answered question 4

skipped question 47


33/3638 of 42

Page 10, Q44. Identify any actions not currently being undertaken by the City Manager that you would like to seehim implement.

1 Professional Development: There are no programs in place to prepareemployees to grow and develop so they are in a position for professional growth.The lack of such programs leaves employees hopeless and forced to lookoutside the city if they want to grow. This concept reminds me of this quote: Givea man a fish and you feed him for a day. Teach a man to fish and you feed himfor a lifetime. Many of the employees want to be fisherman, not just eat for aday - so although a raise is nice, many want to be positioned for life of growth.

Jul 2, 2013 6:26 AM

2 More employee communications and involvement. I believe the Commissionhas some responsiblity in this area as well. It would be good to see someportion of Commission meetings devoted to employee recognition or maybedevote one meeting a year to significant accomplishments by individuals orgroups of employees. Also making an issue of allowing weapons in Citybuildings makes one wonder about the Commissions concern over the safety ofemployees vs someones rights. The safety and well being of employees shouldbe a priority for the Commission and the City Manager. For the most part it is,this decision however left me with an unsettled feeling. To the best of myknowledge we were not breaking the law of allowing guns in buildings but tryingto legally discourage it.

Jul 1, 2013 2:42 PM

3 The above comments. Ken has provided us outstanding leadership during aperiod where there seems to be a desire from some commissioners to attackstaff credibility in the name of politics and personal vendettas.

Jul 1, 2013 5:38 AM

4 I would like to see Ken out of City Hall more often to see other departments andoffices We do not see Ken very often unless we're in a meeting with him.

Jun 28, 2013 6:15 AM

5 NA Jun 26, 2013 8:26 AM

6 Communicate with all of his employees periodically, at least occasionally face toface.

Jun 26, 2013 7:42 AM

7 Ken should continue to communicate frequently with city commissioners andhelp guide them as they attempt to understand their role in government. Thiswill go a long way to make the most effective use of their time and assure thatthe city continues progressing rather then getting mired down with issues thatare not productive and detract from the finite use of valuable time and resourcesthe city has.

Jun 26, 2013 7:11 AM

8 I think he could be a little more 'in touch', so to speak, with the lower levelemployees and front line workers. He meets with managers fairly regularly, but Ithink he could do something to make himself a little more available to the rest ofthe organization, perhaps holding some sort of 'State of the City' meeting once ayear that all City employees are invited to and allowed to ask questions & makesuggestions. I think this would help make everybody feel a little moreinvolved/on board with the direction of the City, as I think there is some

disconnect between upper management and their employees.

Jun 26, 2013 7:06 AM

9 Video messaging. It fosters communication and a feeling of togetherness. Jun 26, 2013 5:50 AM

10 N/A Jun 26, 2013 4:34 AM


34/3639 of 42

Page 10, Q44. Identify any actions not currently being undertaken by the City Manager that you would like to seehim implement.

11 A tougher approach to handling problems, currently he seems to ignore them. Jun 25, 2013 2:27 PM

12 I would like to see Ken hold departments accountable for their budgets and forproject timelines. I would also like to see some succession planning as oursenior managers get closer to retirement.

Jun 25, 2013 1:00 PM

13 Accountability. Accountability. Accountability. Hold your supervisorsaccountable. Question their whereabouts. Question why deadlines are not met.Resolution of these issues will only better the City environment. Integrity ofsupervisors is routinely called into question and with good reason.

Jun 25, 2013 11:44 AM

14 communication with mid management has always been a weak area for him andfor previous City Managers. I wouldn't expect Ken himself to communicate withus, but his Directors should have regular meetings with their managers andsupervisors. But that doesn't happen. some do, but this should be organizationwide. That means they need direction from Ken to do this.

Jun 25, 2013 10:35 AM


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Page 10, Q45. Additional comments regarding the City Manager that have a bearing on this evaluation

1 I am confident the City manager is a good person, who likes people and lovesthe City of Battle Creek and all of its employees, it is my hope that with thiscoming year he will be able to prove it through his actions. Responding toinquiries, communicating effectively, asking questions of employees,encouraging professional development, and being more visable can do that.

Jul 2, 2013 6:26 AM

2 I feel Ken has overall done a good job during one of the most difficult times inour City's and Nations history. Keeping the wheels on an organization duringtimes where employees have not received an increase in 5 years along withmany concessions as well and taking employees to pre-2008 earnings is anaccomplishment no CIty Manager before may have ever had to deal with. Thephilosphy here has been to all share in the pain, and we have. Positively, noone in recent years has been layed off from employment. We are about 200employees down from our peak days, primarily through attrition. The budget isvirtually balanced and overall services continue as good or better than pre-2008.There are challenges and concerns which is why you need a good City Manager.For these reasons I give Ken an overall exceeds. He is in unchartered territoryfrom the CIty's past, or at least the past any of us can remember.

Jul 1, 2013 2:42 PM

3 A few years ago the Commission did an employee survey that was supposed to

be continued on a regular basis. If Commission wants a feel for how theorganization feels about many dimensions bring that back.

Jun 28, 2013 3:11 AM

4 na Jun 26, 2013 8:26 AM

5 Ken has a difficult role. He is managing an ever changing landscape ofgovernment and community. He has a diverse city commission. Some more fitfor the challenge of public office then others. The community he serves is notaccurately represented by the people who take the podium at commissionmeetings. Many times he has to strike the balance between the squeaky wheeland moving the city forward. Despite this and many other challenges Ken issuccessful. That comes from a combination of experience, intelligence, selfawareness, communication, and a genuineness that is harder then you think to

find. Ken is a great ombudsman for the City of Battle Creek, this city and itsemployees are fortunate to have him.

Jun 26, 2013 7:11 AM

6 Ken has a good understanding of the City as a whole and I believe truly has theCity's best interests in mind. He doesn't always ask for input from everybody onsubstantial decisions that are made, but I believe that some decisions just needto be made by the head of the organization and don't require a 'committee' or'evalutation team' to look into every little issue. I've heard complaints about hiscommunication from City Commission members, but as far as employees go hedoes a fairly good job with communicating with managers. I think Ken is a solidleader for the City of Battle Creek moving forward into the future.

Jun 26, 2013 7:06 AM

7 The City Manager has trust in the managers to do their job without micro-managing their day to day activies, which is very important to an organization.However, there are a few members of senior staff whom by their inaction andcomplacency are a disservice to the staff and community and the perception isthat this is allowed due to personal relationships. Additionally, as each managerhas expertise in their field, their opinions and recommendations should beconsidered more fully before decisions are made.

Jun 25, 2013 12:45 PM


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Page 10, Q45. Additional comments regarding the City Manager that have a bearing on this evaluation

8 It would be a huge injustice to this City and organization if Ken T were no longerin his leadership role. Despite what alot of the uninformed citizens and one ortwo trigger-happy Commissioners might think, Ken gives 110% of himself in anattempt to do right by the City and the citizens who live here. Having all of hissupervisors and Commissioners support him and go to bat for him is a luxuryKen does not have. Ken's biggest downfall is being a sensitive leader when attimes, being the heavy hand is what he needs to be. It saddens me that he hasto rely on some folks who just don't share the same passion as he does.

Jun 25, 2013 11:44 AM

Page 10, Q46. Name (optional):

1 Todd Gerber Jun 28, 2013 6:15 AM

2 Richard Beardslee Jun 26, 2013 7:42 AM

3 Michael Nofs Jun 26, 2013 5:50 AM

4 Linda A. Morrison Jun 25, 2013 1:00 PM

Staff survey results, 2013

Documents

Transcript of Staff survey results, 2013