THE EVALUATION CONTINUES

There seems to be a change in the Board’s 90 day evaluation of our general manager. The mindset now is to also fill out a 2007 evaluation that could have some old board members participate in the answers, plus include the general manager’s old evaluations which have been found for 2004, 2005, and 2006.

I erred in the previous article by saying that the evaluation form was from Aramark. The form being used was made up by a previous board of directors. I was told its original purpose was to support the board decisions for managerial pay raises.


This evaluation form (displayed in “news bulletin updates” at http://longislandvillage.com/) has 21 general manager’s functions or responsibilities for the committee to appraise via multiple choice.


One is for outstanding. Two is for satisfactory. Three is for satisfactory, but needs some improvement and four is for not satisfactory and needs improvement.


I looked at a Aramark’s foods and resort management services contract. In it they express three operational areas: Business Services, Hospitality Services, and Facility Services. In short and as accurate as possible, the general manager is in charge of the business and financial functions of the association, plus supervises the managers assigned to Hospitality and Facilities.



These assigned managers are responsible to meet Aramark requirements. They report to and are the full responsibility of the on site general manager. The general manager reports directly to the board president or to board of directors collectively. The general manager is responsible to the district manager of Aramark for ensuring that the Aramark corporate requirements are fulfilled. (The job descriptions below might have altered slightly, but changes in the responsibilities for the general manager would not have diminished. In fact, they should have increase.)


Aramark’s general manager’s job description and responsibilities are as follows.
In charge of Business Services personnel functions:
1. Accounts receivable clerk with 24 responsibilities.
2. Accounts payable clerk / acct. supervisor with 30 responsibilities.
3. Payroll clerk / administrative asst. with 25 responsibilities.


Supervision of Hospitality Services Manager on areas with specific functions and responsibilities:
1. Kitchen workers with 15 responsibilities.
2. Servers with 16 responsibilities.
3. F & B director with 16 responsibilities.
4. Office Centers-Front desk clerk with 51 responsibilities.
5. Front gate-Gate attendant with 8 responsibilities.
6. Pro Shop-Pro shop clerk with 12 responsibilities.


Supervision of Facility Services Manager on areas with specific functions and responsibilities:
1. House keeping with 32 responsibilities
2. General maintenance with 8 responsibilities.
3. Pool & spa cleaning/maintenance with 15 responsibilities.
4. Miniature golf with 2 responsibilities.
5. Tennis courts with 5 responsibilities.
6. Shuffleboard court / basketball court with 4 responsibilities.
7. Repair and renovation of common areas with 6 responsibilities.
8. Heat, A/C, and minor electrical have 2 responsibilities.
9. Water and sewer systems with 2 responsibilities.
10. Common grounds and areas with 14 responsibilities.
11. Golf course with 23 responsibilities.
12. Private yards with 3 responsibilities.
13. Roads with 3 responsibilities.


Our current general manager is responsible for over 300 of these specific functions that are spelled out contractually in running our Village.

A previous board felt these were important enough to individually be on the contract so as to be enforceable.

Should not these same numerous responsibilities be little more relevant to his performance than evaluation form #14 ( issuing rental damage refunds and commission checks in a timely manner) . It's interesting that both would seem to hold equal weight in an evaluation.

Can one accurately evaluate our general manager's performance with this scant evaluation form. We find a few questions containing responsibility for hundreds of functions on a daily basis, while the rest have minimal responsibilities and most of those report on a weekly, monthly, annual, or when needed basis?

It even appears debatable on which multiple choice answer is a passing grade.

Should our board rethink this evaluation?

After looking at the boards evaluation form, please comment with evaluation questions you feel should be graded.