2013 City Manager Evaluation - Community Partners

1. Demonstrates the ability to develop and implement creative or innovative solutions to the critical issues facing the community.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.6% 16.7% 36.1% 47.2% 0.0% answered question skipped question Response Count 0 2 6 13 17 0 36 0

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2. When making decisions, systematically evaluates alternatives in terms of potential impacts or consequences.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 16.7% 36.1% 41.7% 11.1% answered question skipped question Response Count 0 0 6 13 15 4 36 0

3. When decisions are being made, demonstrates the ability to collaborate and seek group solutions - to work out "win-win" solutions.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.6% 16.7% 22.2% 55.6% 0.0% answered question skipped question Response Count 0 2 6 8 20 0 36 0

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4. Is insightful regarding the dynamics of organizational change and its impact on constituents, employees, and services.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.6% 22.2% 19.4% 47.2% 5.6% answered question skipped question Response Count 0 2 8 7 17 2 36 0

5. Comments regarding questions 1 - 4. Please indicate the specific question to which the comment applies, if applicable:
Response Count 10 answered question skipped question 10 26

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

I am offering my best opinion, but have only limited experience working with the City Manager, so am not yet able to give many higher marks that meeting expectations. My impression so far, however, is that I expect he will exceed expectations on many of these points. I have no knowledge about Ken's performance compared to expectations, i.e. I am not aware of what his performance expectations are and limited knowledge of his performance. While I can guess, I'm really not in a position to evaluate. I have served on committees with Ken and, therefore, feel comfortable providing feedback that, in those instances, Ken has been creative, forward thinking, and collaborative. (as indicated in questions 1 and 3) Ken has a strong vision and works well with multiple partners. Ken has done an outstanding job with declining resources. He needs to stick to his guns and continue the capital expenditures needed, especially streets. My experience and perspective is primarily based on land acquisition by Borgess of property owned by the City, that has resulted in construction of Borgess Health Park and working with Ken and other city officials. It's important to say at the outset that an excellent employee, in my view, "meets expectations.' I believe that "needs improvement" or, as I say, "meets most expectations," is a good rating. City leadership relies heavily on existing systems and norms and seems turned inward - unable or unwilling to challenge adopted practices or rules. Standardization is over-valued. Given recent public controversies, it is incredibly important that our city effectively communicates with the public to build trust and prevent misperceptions. Our society is less engaged with local government and does not always understand processes or policies that may influence how a decision is made. Therefore, although internally these ratings might be higher if I were more directly informed, from a citizen's perspective there is much room to improve communication with the public. I would like to see more engagement in the community to have a better understanding of the impact of decisions and policies have on residents. Ken has a wonderful, affirming, creative 'style'. Very thoughtful and helps advance difficult conversations. Question #3. The City Manager came to our organization 3 different years and asked how we could work together to reduce the City's budget but at the same time not put our organization in a negative situation.

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

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 17.1% 25.7% 45.7% 8.6% answered question skipped question Response Count 0 1 6 9 16 3 35 1

7. Maintains effective working relationships with state governments.

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 17.1% 37.1% 14.3% 31.4% answered question skipped question Response Count 0 0 6 13 5 11 35 1

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8. Maintains effective working relationships with the federal government.

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 22.9% 25.7% 11.4% 37.1% answered question skipped question Response Count 0 1 8 9 4 13 35 1

9. Comments regarding questions 6 - 8. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 32

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Page 3, Q9. Comments regarding questions 6 - 8. Please indicate the specific question to which the comment applies, if applicable:

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Again, I have no knowledge of Ken's relationships with other governmental agencies. Needs to continue to work with state government closely. We are represented well at the state level. But, for the next few years, Congressional help will be hard to get, as our present Congressman inhabits another planet. Ken demonstrates a commitment to collaboration that isn't reciprocated as much as it should be. My interactions with the city manager are hyper local and I'm unaware of his interaction with other levels of government

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10. Maintains an image of the City to the community that represents service, integrity, sensitivity to public needs, and professionalism through his own conduct.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.7% 8.6% 20.0% 65.7% 0.0% answered question skipped question Response Count 0 2 3 7 23 0 35 1

11. Demonstrates the ability to work successfully in an ethnically, culturally, and racially diverse community in a way that demonstrates sensitivity.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 11.4% 20.0% 65.7% 0.0% answered question skipped question Response Count 0 1 4 7 23 0 35 1

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12. Enjoys the respect of members of the community, as well as other members of the Public Administration profession.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 8.6% 2.9% 20.0% 65.7% 5.7% answered question skipped question Response Count 0 3 1 7 23 2 35 1

13. Comments regarding questions 10 - 12. Please indicate the specific question to which the comment applies, if applicable:
Response Count 10 answered question skipped question 10 26

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Page 4, Q13. Comments regarding questions 10 - 12. Please indicate the specific question to which the comment applies, if applicable:

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This section is a strength of Ken's 12. I have total respect for the way Ken handles his responsibilities. Does an excellent job in the community relations field. Ken showed sensitivity and assistance related to homeless individuals using land we acquired for transient housing. A paradox of Ken's leadership is that while his personal conduct demonstrates service, integrity and sensitivity to public needs, the administration's performance reflects poorly on him and the city. Many constituents, including residents and business owners, find the city insensitive to their lives and unwelcoming of their input, hence my response on Question 10. That said, I believe Ken's commitment to diversity in all forms is beyond question, and Ken is highly regarded as a individual of character and integrity. Ken represents the city well. He is highly respected, fair and honest. Ken is always very approachable, professional and thoughtful about city concerns and issues. He is very well respected and alway operates with the utmost integrity. 10- Again, perceptions. There is room to improve communications about city issues by including educational pieces. The public could also benefit from opportunities to engage with city government, other than the 2 minutes of comments during meetings. My interactions with city staff have been mostly positive, but I am not sure the public feels that way due to the rigid structure of city commission meetings. Meeting structure is something I don't expect you to easily change, so I would look to providing other opportunities for the community to interact with the city manager and other staff as well. The city manager, like many other city officials have little real connection with community. Few take the time to engage residents unless something negative has happened. I have seen an improvement in city culture and resident access to city staff, but it is far from creating a welcoming culture that supports resident engagement Ken must take the lead in creating this culture. Ken is well respected by a large number of organizations and individuals in the community

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14. Works cooperatively with all groups to find solutions to shared problems, issues, and/or opportunities.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 17.1% 31.4% 48.6% 0.0% answered question skipped question Response Count 0 1 6 11 17 0 35 1

15. Facilitates candid, effective, and productive meetings.

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 17.1% 31.4% 37.1% 14.3% answered question skipped question Response Count 0 0 6 11 13 5 35 1

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

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 11.4% 11.4% 31.4% 37.1% 8.6% answered question skipped question Response Count 0 4 4 11 13 3 35 1

17. Comments regarding questions 14 - 16. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 32

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

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 11.4% 34.3% 37.1% 17.1% answered question skipped question Response Count 0 0 4 12 13 6 35 1

19. Keeps expenditures within budgetary constraints.

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 14.3% 28.6% 34.3% 22.9% answered question skipped question Response Count 0 0 5 10 12 8 35 1

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20. Monitors citywide financial performance regularly and takes corrective action as needed.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 11.4% 31.4% 31.4% 25.7% answered question skipped question Response Count 0 0 4 11 11 9 35 1

21. Alerts City Commission to changes or trends that may affect the City's future financial condition.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 8.6% 25.7% 20.0% 45.7% answered question skipped question Response Count 0 0 3 9 7 16 35 1

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22. Comments regarding questions 18 - 21. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 32

23. Fosters continued professional development, personal growth and learning among City government staff.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 14.3% 25.7% 22.9% 37.1% answered question skipped question Response Count 0 0 5 9 8 13 35 1

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24. Provides a participatory management environment for City employees

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 11.4% 25.7% 25.7% 34.3% answered question skipped question Response Count 0 1 4 9 9 12 35 1

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

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.7% 14.3% 22.9% 42.9% 14.3% answered question skipped question Response Count 0 2 5 8 15 5 35 1

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26. The Manager's efforts lead to the successful and timely accomplishment of goals.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 2.9% 14.3% 31.4% 28.6% 22.9% answered question skipped question Response Count 0 1 5 11 10 8 35 1

27. Comments regarding questions 23 - 26. Please indicate the specific question to which the comment applies, if applicable:
Response Count 2 answered question skipped question 2 34

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Page 4, Q17. Comments regarding questions 14 - 16. Please indicate the specific question to which the comment applies, if applicable:

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Ditto On question 15, I don't have much experience observing Ken managing meetings. On question 16, Ken is generally responsive to requests for information from myself and my staff, although more complex requests can languish. My sense is that administrative staff takes care of simple requests quickly to try to stay ahead (or not get buried) but can be overwhelmed. Ken is very thoughtful with his responses. You can tell that when he responds, he has put much thought into what he's saying. He weighs several options and comes up with the best solution considering what needs to get done. He looks for input and takes it into consideration when making decisions. He's very responsive in returning phone calls and emails. Ken has recently shown a willingness to connect with residents and listen and incorporate what he has here into his decisions and/or opinions

Jul 1, 2013 1:39 PM Jun 28, 2013 8:30 AM

Jun 26, 2013 2:15 PM

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Page 5, Q22. Comments regarding questions 18 - 21. Please indicate the specific question to which the comment applies, if applicable:

The City Commission is uniformly competant. Ken does good job of mollifying them. Of nine comissioners, only four or five are truly competant and get it. That is the fault of the electorate. We need better candidates!!!!!!!!!! An exceptional job on finances. Seems to be willing to share updates with organization and commission regardless if the news is positive or negative Again, my engagement with Ken does not provide an opportunity to adequately respond to these questions

Jul 1, 2013 1:42 PM

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Page 6, Q27. Comments regarding questions 23 - 26. Please indicate the specific question to which the comment applies, if applicable:

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Does well here. Seems to not engage staff in a way that creates open and welcoming discussion making processes

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28. Ensures City staff also treats everyone with respect and dignity.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 5.7% 25.7% 20.0% 28.6% 20.0% answered question skipped question Response Count 0 2 9 7 10 7 35 1

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

Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 20.0% 22.9% 45.7% 11.4% answered question skipped question Response Count 0 0 7 8 16 4 35 1

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30. Plans, organizes, and supervises implementation of ongoing City programs and services.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 17.1% 25.7% 31.4% 25.7% answered question skipped question Response Count 0 0 6 9 11 9 35 1

31. Comments regarding questions 28 - 30. Please indicate the specific question to which the comment applies, if applicable:
Response Count 3 answered question skipped question 3 33

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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 (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 8.6% 40.0% 8.6% 42.9% answered question skipped question Response Count 0 0 3 14 3 15 35 1

33. Organizes program planning in anticipation of future needs and problems and establishes common goals to be adopted by the City Commission.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 11.4% 40.0% 14.3% 34.3% answered question skipped question Response Count 0 0 4 14 5 12 35 1

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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 (1) (2) (3) (4) (5) (N/A) 0.0% 8.6% 14.3% 42.9% 14.3% 20.0% answered question skipped question Response Count 0 3 5 15 5 7 35 1

35. Comments regarding questions 32 - 34. Please indicate the specific question to which the comment applies, if applicable:
Response Count 4 answered question skipped question 4 32

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36. Effectively implements policies and programs approved by the City Commission.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 17.1% 34.3% 25.7% 25.7% answered question skipped question Response Count 0 0 6 12 9 9 35 1

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 (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 11.4% 31.4% 11.4% 45.7% answered question skipped question Response Count 0 0 4 11 4 16 35 1

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38. Communicates the City Commission's policies and positions effectively to staff and the public.
Response Percent (1) (2) (3) (4) (5) (N/A) 0.0% 8.6% 14.3% 37.1% 20.0% 20.0% answered question skipped question Response Count 0 3 5 13 7 7 35 1

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 (1) (2) (3) (4) (5) (N/A) 0.0% 0.0% 11.4% 37.1% 25.7% 25.7% answered question skipped question Response Count 0 0 4 13 9 9 35 1

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Page 6, Q31. Comments regarding questions 28 - 30. Please indicate the specific question to which the comment applies, if applicable:

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I have no knowledge of Ken's performance related to internal/City administration. Okay here. His actions shows improvement in valuing diversity of opinions and ideas. It has yet to translate into staff and responsibilities

Jul 2, 2013 5:07 AM Jul 1, 2013 1:42 PM Jun 26, 2013 6:19 AM

Page 7, Q35. Comments regarding questions 32 - 34. Please indicate the specific question to which the comment applies, if applicable:

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Only the commission (the competant minority) know the answer to this. Turning outward and engaging more closely with citizens should be a priority of the city administration. 34. I rated Ken at a 3 because communication could be improved about city issues (police, fire, etc). I think Ken realizes this and that's why the next fiscal year allows for the addition of a communication professional. It's important that the positive stories are told about what the city is doing. It's important to combat negative (perhaps untruthful) information with positives and facts. It's a daunting task but it is so important to communicate with the people and gain support through transparency and authenticity. 34* if this is happening the vision has not been communicated effectively to the greater community

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Page 8, Q40. Comments regarding questions 36 - 39. Please indicate the specific question to which the comment applies, if applicable:

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Does well here. *38 Does well at communicating to commission not necessarily to community

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40. Comments regarding questions 36 - 39. Please indicate the specific question to which the comment applies, if applicable:
Response Count 2 answered question skipped question 2 34

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

Response Percent (1) Unacceptable (2) Needs Improvement (3) Meets Expectations (4) Exceeds Expectations (5) Outstanding 0.0% 5.7% 20.0% 40.0% 40.0% answered question skipped question Response Count 0 2 7 14 14 35 1

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

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balancing the budget seeking creative solutions Great integrity and leadership from Ken. Ken is responsive when I contact him by email or by phone. I appreciate that. Continue to look to partner with multiple organizations and groups to enhance the community voice in decisions made by the City. Continue to stay engaged with tha community, particularly leaders in the community. Ken is a great collaborator and is very genuine in his interest to understand other individuals' and other organizations' needs in finding solutions for the community. Keep an aggressive road repair program going. Continue to work on downtown. Encourage owners McCamley Plaza to keep the place up. It's starting to get a bit beat up. Cooperate on "quiet" railroad crossings downtown. Spend whatever it takes to upgrade all phases of Bailey Park, including a millage, if necessary. One half mill for ten years should do it. Continue to insure adequate mannng of police and fire departments. It is critical that Heritage Tower be sold and renovated SOON!!!!! 1. Continue to address blighted properties through demolition and publicassisted renovation. 2. Fund/staff police and fire departments at adequate levels. 3. Maintain bicycle lanes and pedestrian paths on major roadways. Ken has been a great ambassador in working with the City of Battle Creek The city manager should continue involvement in the Beacon Community initiative and set high expectations that staff members adopt in principles and practices for turning outward and engaging with citizens collaboratively I would like him to continue thinking outside of the box, embracing new ideas, operating with authenticity and being approachable to people at all levels. Continue the support for police Chief and staff. Hold police more accountable for transparent communications to staff, commission, and community I very much appreciate Ken's active, visible, leadership in a range of community organizations and activities. It is very positive to see the executive leader of the city engaged! Working more intentional with Police Dept. on Safer Community. Good military relations contact with groups and organizations Ken works well with other organizations in Battle Creek and is a great collaborator.

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43. Identify any current actions by the City Manager that you would like him to discontinue.
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44. Identify any actions not currently being undertaken by the City Manager that you would like to see him implement.
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45. Additional comments regarding the City Manager that have a bearing on this evaluation
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46. Name (optional):

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

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allowing key staff to be unresponsive None Sometimes in the implementation of an initiative or a joint function requiring involvement of the city, follow up is not always timely. It appears it may be in city staff follow up where things may not occur as originally intended. Don't know of any. Discontinue the total reliance on Battle Creek Unlimited for City Economic Development. Fort Custer Industrial Park development is generally a success, but CBD (Central Business District) and Downtown Development strategy, approach and achievement is piss-poor. N/A Continue to move towards consolidation of police and fire administrative staff. Continue to pursue contract to provide policing services for the city of Springfield Can not think of any Seems defensive when any criticism is placed on the city.

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

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better follow up/follow through better collaboration with local governments Continue to look for and cut waste in government. Think "less government" at every opportunity. Be more proactive in the community with communication around issues that affect the City. See above 1. Widen Watkins Road and add a bicycle lane for 1.5 miles between Helmer and Minges. As a Watkins home owner, I would gladly pay more in property taxes for this amenity. Exploration of a reduced DDA subsidy to Battle Creek Unlimited in favor of the establishment of a City of Battle Creek economic development position that reports directly to the City Manager's office. As an outsider, I don't see much evidence that Ken is working to change the culture of city government in a way that challenges his key managers to rethink their interactions with the public. The drunken officer case remains unresolved, in my opinion, because the city has not held itself accountable to its citizens in a transparent, earnest fashion. I have seen no evidence of malfeasance in any city department, and it bothers me a lot to hear and read unfounded accusations. An open response - this was wrong, we know it, we're sorry, here's what we intend to do to ensure it doesn't happen again, what do you think? - would have gone so far. I would like to see more communication with the community about issues related to the community. We cannot keep quiet and let rumors/hear-say run rampant. We have to combat incorrect information with facts! "Get to know your Government" types of opportunities. We need to close the divide to alleviate public perception that the city government does not take the general public into consideration when making decisions. We need to approach every bad situation as a "teachable moment" and be very real with people. None a More focus on the details. Seems like some things are falling through the cracks

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

As an external reviewer, I have marked N/A because the lack of knowledge on the inner workings with the Commission and staff. Ken represents Battle Creek very positively to other County governmental officials. Great leadership team at the city right now. While I have very limited knowledgeo of Ken's performance compared to expectations, I have enjoyed working with Ken on community projects/committees. I have appreciated his input, his insight, and his commitment. Ken does a great job and is a true asset to the City and our community. He has strong vision, good people skills and thinks beyond the City to address challenges. He is very thoughtful and a great partner. Ken Tsuchiyama is a great leader, full of integrity and a positive influence on the city government and other organizations throughout our fine community. I hope he remains as city manager for many years to come. Ken is a tremendous asset to the city and the community. The areas in which he can improve involve his ability to challenge key leadership to think and act differently. The city is very efficient, in my assessment, and is highly professionalized. It's financial management should be the envy of any government agency. The staff seems to be well-trained and diligent. I have enjoyed working with Ken in my role as a community advocate. He is very valuable to the city. With enough Commissioner support and room for risktaking, Ken will make (and has made) great progress for Battle Creek. Personally I think Ken is a great guy who genuinely has the best interest of our city in mind. I do not doubt his ability to serve well as a city manager. However, what goes on in the city government and what the public thinks goes on in the city government are two entirely different things and we absolutely must do a better job of regaining trust and confidence to prevent further negative impact on the community. And this will take more than Ken's effort... this is the responsibility of the entire city government. Overall positive performance. The commission needs to define their role and how they are to engage with staff that does not circumvent the authority of the city manager. This relationship have led to a reduced confidence in city government's ability to focus on key issues that directly impact residents. There is little sense of a team approach to governance between the commissioners and city manager and staff. None a Outstanding management and integrity the city manager has a challenging job when there are commissioners that have a specific agenda that appears to not be in the best interests of the city. he is not able to address this with individual commissioners. the other commissioners need to address the apparent self interest of some commissioners. this would greatly improve the reputation and operation of the city

Jul 2, 2013 5:25 AM

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Page 10, Q46. Name (optional):

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Chris Sargent Dennis Bona, President Kellogg Community College Patrick Dyson, Borgess Health Michael McCullough Carlton Lartigue Rev william Wyne Col Ron Wilson

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