THE EVALUATION FLOP

Would you like to predict what our general manager’s evaluation score will be in August for a second time?

Don't bother, it should be AVERAGE.

Would you like to bet a few of the directors will loudly say the board cannot replace our general manager with an evaluation score that’s average? Go ahead and you’ll win big.

Why in the world are our directors and general manager putting on this extravaganza. It doesn’t take a psychic to see that this whole process has an apparent predetermined and predictable outcome.

One should ask why there is a need for this evaluation in the first place. Is it to create an accurate paper trail? If so, this fastidious trail is full of mud, cracks, and potholes.

This particular evaluation format poses 21 specific questions to a committee of four partisan board members. They will render one multiple choice verdict for each question.

It's my understanding that before a verdict is applicable, the subject of this query has been allowed to be in the presence of each individual committee member to review, argue, and influence their answer. Such things our general manager might or has argued is how can this director award an average grade when the evaluation question itself appears to require a yes or no answer? (E.G. possible evaluation questions # 2, #5 , #8, #10, #14, #16, and #18.) Our general manager might or by now declared that this evaluator has no way of knowing what he did so as to be able to give him an accurate grade. ( E.G. possible evaluation questions #11, #12, #17, #19, #20, and #21.) As a matter of record, our general manager has stated he will not give the maintenance records on Aramark equipment to any director, only to the president. How can these four committee evaluators grade #19? In my unassuming opinion his whole evaluation forum appears to be nothing but a charade.

It as plain as the nose on your face that this meaningless evaluation procedure was concocted to buy time. Time for certain people to do everything as humanly possible at making our current board appear dysfunctional, so as to cast doubt towards every board member’s action or decision. So far that has succeeded. Having a few people creating a petition to recall three board members for meaningless reasons was brilliant. It had every board member looking over their shoulder. As a follow up, a new trend was started to argue every board topic to the boiling point and then try to spin any decision off as being an attack on our general manager or Aramark. This is having a disheartening divisional effect on everyone here in the Park as well as on the board..

That being said, I would like for someone to show me where Aramark’s contract says a paper trail is necessary to replace any general manager they provide. it may say specific but not a trail. I would like to also read anywhere in that contract that our Village has to justify anything to them. We pay for them to provide a service. They are accountable to our Village. We by no means are accountable to them.

Concerned owners have asked if this is the best general manager Aramark can provide? Disquieted owners have also asked is this a manager whom you can trust? Some owners have questioned if this is the type of manager who can bring future harmony and prosperity to our Village? Many have asked these questions and received no answers. Some have witness our general manager being rude to both customers and owners. Even our own director Burke said he’s been rude because at times he was in a bad mood, after which she asked the audience if they ever have been in a bad mood. Director Burke should have asked the audience if at your work, would it be tolerated if you were rude to customers and those people who pay your wages?

WHAT DO YOU THINK?

Here is the committee’s evaluation form.

LONG ISLAND VILLAGE OWNERS' ASSOCIATION GENERAL MANAGER EVALUATION.
Reporting Structure
The General Manager is responsible to the Board of Directors of Long Island Village Owners’ Association. The General Manager is responsible for Implementing the policies and procedures passed by the Board in a prudent and expedient manner. The General Manager recommends to the Board all procedures and policy changes which will improve the operation of the Village.
PURPOSE AND SCOPE
The General Manager is responsible for the day to day operations of the Village and delegates authority to those individuals who have been assigned supervisory responsibility for performing dally activities,
FISCAL RESPONSIBILITY
The General Manager has the responsibility for the Implementation and monitoring of the budget as approved by the Board, The General Manager has the responsibility to report revenues and expenditures to the Board as required. This position makes recommendations to the Board as to the need for emergency expenditures and keeps the board informed about the future fiscal needs of the Village.
PERSONELL RESPONSIBILITY
The General Manager is responsible for all the personnel who perform functions for Long Island Village Owners' Association. The General Manager reports to the Board about dismissals, resignations, and hiring; follows policy In filling vacated and new positions; recommends to the Board and. receives approval for new positions to be added and recommends to the Board those individuals selected to fill managerial (salaried) positions.
EVAUATION
The Board of Directors is responsible for the quarterly and annual evaluation of the General Manager. The General Manager is responsible for implementing an evaluation process that assures that every employee's performance \s evaluated a minimum of once per year.
PERFORMANCE APPRAISAL OF THEGENERAL MANAGER; -
"Evaluate each function by marking (1) Outstanding (2) Satisfactory (3) Satisfactory but needs some improvement (4) Not satisfactory and needs improvement.
Administration

1. Supervises and provides direction to Office Staff, Hospitality Manager, Facility Manager and Security Service.

2. Conducts the operation of the Village within the context of Board adopted policies and bylaws.

3. Ensures that the Association's rules and regulations are enforced and assesses and collects penalties for violations.

4. Provides reports to the Board as required by the Association’s policies or as requested by the Board.

5. Prepares a realistic annual budget for the Village in conjunction with Board Treasurer.

6. Communicates with owners and guest and addresses their concerns.

7. Initiates recommendations to the Board for improvements to the Village.

8. Is accountable to the Board for managing within the approved budget.

9. Provides budget and financial reports to the Board on a regular basis.

10. Assures compliance with generally accepted accounting principles.

11. Reviews and approves journal entries, bank Account reconciliation, and payment of invoices and cash management transactions.

12. Regularly inspects the Village for violation of rules and regulations, landscaping improvement and visual attractiveness.

13. Develops and implements procedures for operating 1he Rental Office efficiently.

14. Issues damage refund checks and owners' commission checks in a timely manner.

15. Responds to requests and inquiries by members of the Board in a timely manner.

16. Complies with legal. Tax, licensing, permitting governmental and other regulatory requirements.

17. Tracks delinquent accounts receivable, approves payment plans for delinquent owners, submits accounts for foreclosure to attorney.

18. Supervises payment of appropriate State, Federal and hotel occupancy taxes in a timely manner.

19. Assures effectiveness of maintenance, repairs, lawns, recreational amenities mechanical equipment and common areas.

20. Assures effective functioning of Atrium Room, special events, catering service, golf course, Residence Center operations and events scheduling.

21. Creates and maintains necessary records relating to personnel, finance, maintenance, board activities and other services, activities and functions.