BY MARK J. CRAWFORD
Starke General Manager Drew Mullins received mixed reviews on his recent evaluation by city commissioners — including some comments that were quite critical of his performance — leading to talk of a new contract with benchmarks for improvement.
While some supported raising Mullins’ pay — with Mayor Andy Redding saying it should be equal to Chief Administrative Officer Jimmy Crosby’s salary — a raise was deferred until completion of a six-month performance improvement plan.
Most commissioners felt Mullins was meeting expectations, and in some cases exceeding them. Commissioner Janice Mortimer said he was not meeting expectations and recommended the performance improvement plan.
Commissioner Scott Roberts, who also raised several issues in his evaluation of the general manager, pointed out the need to develop a new contract that aligns with the duties of this position versus the former city manager position. Mullins’ focus is now utilities while other departments are now overseen by Crosby.
Commissioner Danny Nugent wasn’t in a rush to offer an additional raise as Mullins’ pay was increased 10% when he was assigned additional duties that have since been redistributed.
Mortimer said she had met with Mullins to go over her evaluation and expectations for improvement, and she believed he would make the necessary steps to turn her opinion around. Until she sees those changes, she said she would not support increasing his pay.
In her evaluation, Mortimer said that without improvement in six months’ time, she would recommend the commission take steps to terminate his contract.
Mortimer and others had higher expectations for communication from their manager, which makes it difficult for her to respond to citizens’ questions and concerns. Further, she felt he withholds information, “creating a sense of distrust,” and avoids addressing difficult issues or challenges. She also said he struggles to articulate his vision, goals and expectations, leading to confusion and misinterpretation.
According to Mortimer, Mullins’ leadership has fallen short of expectations. “Significant improvements are needed to effectively lead the city,” she wrote in her evaluation. While he has strong technical skills, she said he needed a mentor or leadership training program for guidance. She wrote that his overall effectiveness is satisfactory, noting he works well with Crosby to meet some expectations, but “his inability to consistently follow up on assigned tasks demonstrates a deficiency that must be corrected.”
As for his integrity, she wrote that on multiple occasions he provided inaccurate information, never offering an explanation or apology. “I have become extremely guarded when I ask him a simple question. I am concerned that he tells me what he thinks I want to hear, rather than the truth. After I have consistently advised him to tell me the truth. It remains a serious concern.”
Roberts agreed with Mortimer on leadership improvement, saying his explanations of situations lack detail. There needs to be more clarity, and he should justify reasons why certain decisions are made, according to Roberts. While agreeable and good-natured, he said Mullins needs to improve his self-management and his willingness to spend whatever time it takes to do a good job.
Others noted Mullins should work on communication in and outside of meetings. Commissioner Bob Milner did praise Mullins for his grasp of the budget and working within that framework, as well as his work with Crosby and their assembly of a highly qualified staff.
On that point, Redding noted that Mullins had to replace a large percentage of his workforce because they left or were let go. He called it a “daunting task” to replace, manage and develop a workforce at the same time and said Mullins’ efforts would pay off in the long run with consistent management in place.
Redding also noted the manger’s working knowledge of policies and directives, his responsive to media and the positive image he projects of the city. While he could respond to citizens in a timelier manner, Redding said Mullins was courteous and respectful to citizens, saying he’s heard no complaints from the community. He also said Mullins showed exceptional moral and ethical character by making tough budgetary decisions regarding the police and fire departments, enduring in the “face of great scrutiny.”
Mullins’ knowledge of state and local laws helps him find avenues to navigate the system on the city’s behalf, according to Redding. But he said the manager needs to delegate and make sure there is follow-through from subordinates. More effort is needed toward making and completing short- and long-term goals.
During post evaluation discussion, Redding said this was Mullins’ first evaluation since he came to Starke, and so it was the commission who had been negligent in communicating its expectations and helping the manager improve.
“You can’t live in the past, and I’m not asking anybody to do that, but it is upon us to develop him and give him the avenues for success, which we have not adequately defined those avenues for success. So, it becomes very subjective and opinionated when we do this evaluation process,” he said.
Four commissioners decided Mullins was meeting expectations, and based on that, Redding wanted to see Mullins’ salary raised to meet Crosby’s, with a reevaluation of his performance in six months after his responsibilities and performance expectations were better defined.
Commissioners, however, voted for development of a new contract with a better position description with a reevaluation and possible raise in six months.
Since that meeting, it was decided Mullins would continue to operate under his existing contract. The contract will be readdressed in October.
