HomeMy WebLinkAbout1995-09 FILED �' County Sanitation Districts
In the
l�Off ice of the Secretlar, of Orange County,California
iJGou /S�anitat�oDiob.2trm f�� P.O. Box 8127 • 10844 Ellis Avenue
Fountain Valley, CA 92728-8127
OCT 2 51995 Telephone: (714)962-2411
DRAFT
MINUTES OF THE STEERING COMMITTEE
September 27, 1995 -5:30 p.m.
A meeting of the Steering Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6,
7, 11, 13 and 14 of Orange County, California was held Wednesday, September 27,
1995, at 5:30 p.m., at the Districts' Administrative office.
(1) ROLL CALL
The roll was called and a quorum declared present, as follows:
STEERING COMMITTEE: OTHERS PRESENT:
Present: Terry Andrus, Counsel
John C. Cox, Jr., Joint Chair
Peer A. Swan, Vice Joint Chair STAFF PRESENT:
George Brown, Chair, FAHR
John J. Collins, Chair, PDC Donald F. McIntyre, General Manager
Pat McGuigan, Chair, OMTS Blake P. Anderson, Assistant General Manager
Judith A. Wilson, Assistant General Manager
Jean Tappan, Secretary
Absent:
Roger Stanton, Vice Chair, FAHR
(2) APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary.
(3) PUBLIC COMMENTS
There were no comments by any member of the public.
r
Minutes of the Steering Committee Meeting
Page 2
September 27, 1995
(4) APPROVAL OF MINUTES
The minutes of the August 23, 1995 Steering Committee meeting were approved
as drafted.
(6) REPORTS OF THE COMMITTEE CHAIR. GENERAL MANAGER AND
GENERAL COUNSEL
(a) There was no report by the Committee Chairman.
(b) The General Manager added two information items for discussion to the
agenda, the use of Merrill Lynch by PIMCO for investment and an update
on the consolidation effort.
PIMCO's Use of Multiple Brokerage Firms
Judy Wilson reported that the PIMCO monitoring reports indicate that
Merrill Lynch is one of the brokerage firms they are placing orders with; of
the 64 orders placed so far, 12 have been with Merrill Lynch. PIMCO was
contacted about the potential conflict and they indicated that they would
prefer to continue to use Merrill Lynch as they often are the best purveyor,
but would honor our directions. PIMCO indicated that not using Merrill
Lynch would affect the yield.
Blake Anderson raised the question at the OCIP meeting this morning. As
long as we maintain the customer status with PIMCO and we are in a
secondary position, no further action needs to be taken on this issue.
Update on Consolidation Effort
Staff and General Counsel met with LAFCO's new Executive Officer Dana
Smith, who has experience in special districts consolidations. IAFCO will
be giving us a punch list of what will be required, including detailed financial
analyses, budgets for the past three years, future estimated costs and
underlying debt, analysis on user fees, and impacts on the users. Full
disclosure will be required. If all nine districts support the consolidation,
they will have to go forward; if not, the Executive Officer asked that we
consider consolidating eight districts and contracting with IRWD for
District 14 as we do with SAWPA. One consideration of the consolidation
will be the redistribution of property taxes.
Minutes of the Steering Committee Meeting
Page 3
September 27, 1995
If possible, a general election is to be avoided. If all nine districts adopt
resolutions, there would be no problem and no election would be required.
With less than nine districts, LAFCO could order consolidation election, or
impose an all-or-nothing plan.
Counsel will check to see if there may be a conflict of interest by the
Districts' Board members who serve on LAFCO.
Ms. Smith suggested that as the process becomes more intense, we may
want to hire a consultant to assist us. She estimated that three to four
months will be required to put everything together to submit to LAFCO and
another four months after the application is received for review and action.
Director Swan asked about the impacts on District 14. They will be
addressed in the financial analyses.
The governing board of the resulting district will be made up of one
representative per city, district and county.
Judy discussed the next steps in the process and will continue to update
the Directors as events unfold. This item will be presented to the Executive
Committee in October. Staff was directed to review the Dana Point
Sanitary Districts consolidation report for information.
(c) There was no report by Counsel.
(6) REPORT ON EXECUTIVE MANAGEMENT RETREAT
The Executive Management Team retreat was held on August 24 and 25, with
David Jones facilitating. One of the major results was the need for serious
discussion with the Boards on moving ahead with the strategic planning effort.
The need for forming several volunteer employee committees was determined
and, as a result, a Training Advisory Group and a Care Values Committee have
been established. When the Communications Director is on board, a
Communications Committee will also be formed. The Training Advisory Group
will be assessing training needs throughout the plants and haw to implement the
needed training within the budget. The Core Values Committee will determine
"rules of the road", or how staff deals with one another.
Minutes of the Steering Committee Meeting
Page 4
September 27, 1995
The General Manager's role in the organization was also discussed, and he will
be the link between the Boards and the organization, help to change the culture of
the organization towards a more collegial atmosphere; and turn over the day-to-
day operations to the two Assistant General Managers.
Department priorities were determined, and goals are now being developed by
each department. The team also set criteria for measuring success. A complete
goals statement for all departments will be available next month, and there will be
work plans for each division within the department. These will be presented at the
October meeting of the Steering Committee.
(7) DISCUSSION OF STRATEGIC PLAN IMPLEMENTATION
After the retreat, the need to move more quickly on developing a new strategic
plan became apparent. A lot of decisions are being delayed as a result and we
may be spending money on things that are not necessary. Among those things
that need to be addressed are:
• Considering opening up the NPDES permit process.
• The impact on our operations as a result of EPA's decision on San Diego.
• Reduction in flow.
• Commitment to reclamation.
Blake Anderson indicated that there are a lot of external issues that are affecting
the Districts, including what can be done to manage our future flows to delay or
even eliminate the need for additional facilities. Additional staff time is being
assigned to three projects: Project 1 is the repair of the existing outfall; Project 2
is management of the peak hydraulic discharge; and Project 3 is review of the
annual and capital financial charges. Chair Cox asked that asset management be
added to consider how we use and new uses for our electricity, natural gas,
biosolids, and excess land. Other things being considered are updating the
master plan, staff and training support facilities, finance requirements, sewer
control and pollution prevention, operations and maintenance requirements, and
programmatic requirements. Staff was directed to consider conservation and flow
control .
Project X, the public participation effort, will be necessary when EPA considers
our permit application.
Staff was directed to make this same presentation at the next Executive
Committee meeting and to provide the flip chart strategic planning information in
handout form.
Minutes of the Steering Committee Meeting
Page 5
September 27, 1995
(8) DISCUSSION OF POLICY IMPLICATIONS OF PROPOSED COMPRESSED
NATURAL GAS FUELING STATION
After discussion, it was determined that this project is considered a part of asset
management and staff was directed to continue its efforts.
(9) REPORT ON PERFORMANCE EVALUATIONS OF EXECUTIVE
MANAGEMENTPERSONNEL
The General Manager reported on the results of the Department Heads
evaluations and resulting salary changes. The Steering Committee concurred
and indicated that it was within the General Manager's charge to review and
approve the evaluations of staff.
At this time, the General Manager is not authorized to make merit increases at the
end of probationary periods, only at the end of the fiscal year, and this change
was requested to bring Blake Anderson into line with Judy Wilson's salary. This
can be simplified by adoption of Res. 95-54 in October.
The Steering Committee members indicated that a benchmarking study of key
personnel positions be undertaken, comparing similar positions in both the public
and private sectors. Judy Wilson will direct Human Resources to track this.
(10) PERFORMANCE EVALUATION OF GENERAL MANAGER
After discussion, it was decided that the General Manager is to prepare more
specific goals addressing direct lines of responsibility and ensuring better reports
to Committees. The Steering Committee and the General Manager will determine
a set of measurable goals for the annual performance evaluation at the next
meeting.
(11) CLOSED SESSION
There was no closed session.
Minutes of the Steering Committee Meeting
Page 6
September 27, 1995
(12) OTHER BUSINESS
Director Swan asked about the status of the deferred compensation issue. This will be
presented to the FAHR and Executive Committees and the Joint Boards in October.
(13) MATTERS TO BE REPORTED AT A SUBSEQUENT MEETING
There were no matters to be reported.
(14) MATTERS ON A FUTURE AGENDA FOR ACTION AND A STAFF REPORT
There were no matters for a future agenda.
(15) CONSIDERATION OF UPCOMING MEETINGS
The next meeting will be at the call of the Joint Chair.
(16) ADJOURNMENT
The Steering Committee adjourned at approximately 7:25 p.m.
Submitted by:
Jean Tappan, Steering Committee Secretary
r,%W�.mmrom'ree.MIN
STATE OF CAUFORNIA )
SS.
COUNTY OF ORANGE )
Pursuant to California Government Code Section 54954.2, 1 hereby certify that the
Notice and the Agenda for the Steering Committee meeting held on Wednesday, September 27,
1995, was duly posted for public inspection in the main lobby of the Districts' offices on Friday
September 22, 1995.
IN WITNESS WHEREOF, I have hereunto set my hand this 27th day of September,
1995.
V/
Penny Kyle, Se to each of the Boards of
Directors of County itation Districts Nos. 1, 2, 3,
5, 6, 7, 11, 13& 14 of Orange County, California
Posted: Seotember22 , 1995, P.M.
By:
Signature
wD�`amV�Karvnpmfm¢M1n
h C( UNITY SA ITATION DISTRICTS OF ORAWE COUNTY, CALIFORNIA
i
BOARD SECRETARY(2)
September 21, 1995
Phone:
l714)9622411
meiling address:
P.O. Box B127
Fcantam vallaµ CA NOTICE OF MEETING
92728-9127
eroetedae:
t Ellis Avenue STEERING COMMITTEE
Fountain valley CA
s27osacls
COUNTY SANITATION DISTRICTS
NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14
Member OF ORANGE COUNTY, CALIFORNIA
Agencies
•
cities WEDNESDAY, SEPTEMBER 27, 1995 - 5:30 P.M.
Anaheim
Brae
Buena Park Cypress DISTRICTS' ADMINISTRATIVE OFFICES
FnnnreinVauey 10844 ELLIS AVENUE
Fullerton
Huntington Basch FOUNTAIN VALLEY, CALIFORNIA 92708
Irvine
La Habra
La Palma
Los Alamiros
Newport Beach
Orange A meeting of the Steering Committee of the Joint Boards of Directors of
Placentia Sanw Are County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange
saal Basch County, California, will be held at the above location, time and date.
stanton
math
Villa Park
Yorba Linde
County of Orange
Sanitary Districts
Cosa Mo.
Gorden Grove
Midway City
Water Districts
Irvine Ranch
A Public Wastewater and Environmental Management Agency Committed to Protecting the Environment Since 1954
STEERING COMMITTEE
Roll Call:
Meeting Date: September 27, 1995 Meeting Time: 5:30 p.m.
Meeting Adjourned:
Committee Members
John C. Cox, Jr., Joint Chair . . . . . . . . . . . . . . _
Peer A. Swan, Vice Joint Chair . . . . . . . . . . . _
George Brown, Chair, FAHR . . . . . . . . . . . . . _
John J. Collins, Chair, PDC . . . . . . . . . . . . _
Pat McGuigan, Chair, OMTS . . . . . . . . . . . . . _
Roger Stanton, Vice Chair, FAHR . . . . . . . . .
Others Present
Terry Andrus, General Counsel . . . . . . . . . . .
Staff Present
Donald F. McIntyre, General Manager . . . . . . _
Blake P. Anderson, Asst. General Manager . .
Judith A. Wilson, Asst. General Manager . . . .
Jean Tappan, Secretary . . . . . . . . . . . . . . . . . _
AGENDA
STEERING COMMITTEE
JOINT BOARDS OF DIRECTORS
COUNTY SANITATION DISTRICTS
NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14
OF ORANGE COUNTY, CALIFORNIA
DISTRICTS' ADMINISTRATIVE OFFICES
10844 ELLIS AVENUE
FOUNTAIN VALLEY, CALIFORNIA 92708
WEDNESDAY, SEPTEMBER 27, 1995 - 5:30 P.M.
In accordance with the requirements of California Government Code Section
i 54954.2, this agenda has been posted in the main lobby of the Districts' Administrative
Offices not less than 72 hours prior to the meeting dale and time above.
In the event any matter not listed on this agenda is proposed to be submitted to the
i Committee for discussion and/or action, it will be done in compliance with Section
54954.2(b) as an emergency item or that there is a need to take immediate action which
need came to the attention of the Committee subsequent to the posting of the agenda, or as
set forth on a supplemental agenda posted in the manner as above, not less than 72 hours
prior to the meeting date.
I..............................................................................................................................................................................i
(1) Roll Call
(2) Appointment of Chairman Pro tem, if necessary.
(3) Public Comments: All persons wishing to address the Committee on specific agenda
items or matters of general interest should do so at this time. As determined by the
Chairman, speakers may be deferred until the specific item is taken for discussion and
remarks may be limited to five minutes.
Matters of interest addressed by a member of the public and not listed on this agenda
cannot have action taken by the Committee except as authorized by Section
54954.2(b).
(4) Consideration of motion to approve draft Minutes of Steering Committee Meeting held
August 23, 1995.
-1-
September 27, 1995
(5) The Committee Chairman, General Manager and General Counsel may present verbal
reports on miscellaneous matters of general interest to the Committee Members.
These reports are for information only and require no action by the Committee
Members.
(a) Report of Committee Chairman
(b) Report of General Manager
(c) Report of General Counsel
(6) Report on the Executive Management Retreat held August 24-25, 1995.
(7) Strategic Plan Implementation
(8) Discussion of Policy Implications of the proposed Compressed Natural Gas Fueling
Station
(9) Report on Performance Evaluations of Executive Management Personnel:
a) Department Heads
b) Assistant General Manager
(10) Performance Evaluation of General Manager
(11) Closed Session.
.......................................................................................................................................................
Closed Session: During the course of conducting the business set
forth on this agenda as a regular meeting of the Committee, the Chairman
may convene the Committee in closed session to consider matters of pending
or potential litigation, or personnel matters, pursuant to Government Code
Sections 54956.9, 54957 or 54957.6.
Reports relating to (a) purchase and sale of real property; (b) matters
of pending or potential litigation; (c) employment actions or negotiations with
i employee representatives; or which are exempt from public disclosure under
the Califomia Public Records Act, may be reviewed by the Committee during a I
permitted closed session and are not available for public inspection. At such
time as final actions are taken by the Committee on any of these subjects, the
minutes will reflect all required disclosures of information.
.......................................................................................................................
-2-
September 27, 1995
(a) Convene in closed session, if necessary.
(b) Reconvene in regular session.
(c) Consideration of action, if any, on matters considered in closed session.
(d) Report on discussion taken in closed session, as required.
(11) Other business, if any.
(12) Matters which a Director would like staff to report on at a subsequent meeting.
(13) Matters which a Director may wish to place on a future agenda for action and a staff
report.
(14) Consideration of upcoming meeting dates.
(15) Adjourn.
Notice to Committee Members:
For any questions on the agenda or to place items on the agenda,Committee members should contact
the Committee Chair or the Secretary ten days in advance of the Committee meeting.
Committee Chair. John C.Cox,Jr. (714)721-8660
Secretary: Jean Tappan (714)962-2411,Fat.2001
(714)962-0356(FAX)
J IW PpJC1GM4mRfAMMUAl]Ya.RGD
-3-
STEERING COMMITTEE
AGENDA FOR
SEPTEMBER 27, 1995
(4) Consideration of motion approving Draft Minutes of August 23,
1995 Steering Committee Meeting.
Summary
Attached are the draft minutes of the August 23, 1995 Steering Committee Meeting.
Recommendation
Consideration of a motion approving the draft Minutes of the Steering Committee
meeting held August 23, 1995.
.i.wcoocicursmcavwonesa
County Sanitation Districts
of Orange County,California
P.O. Box 8127 a 10844 Ellis Avenue
Fountain Valley,CA 92728-8127
Telephone: (714)962-2411
DRAFT
MINUTES OF THE STEERING COMMITTEE
August 23, 1995 -5:30 p.m.
A meeting of the Steering Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6,
7, 11, 13 and 14 of Orange County, California was held Wednesday, August 23, 1995,
at 5:30 p.m., at the Districts' Administrative office.
(1) ROLL CALL
The roll was called and a quorum declared present, as follows:
STEERING COMMITTEE: OTHERS PRESENT:
Present: Thomas L. Woodruff, General Counsel
Terry Andrus, Counsel
John C. Cox, Jr., Joint Chair Ted A. Gaebler, Author/Speaker
Peer A. Swan, Vice Joint Chair David Jones, Sentient Systems
George Brown, Chair, FAHR Elisa Gottheil-Luciani
John J. Collins, Chair, PDC
Pat McGuigan, Chair, OMITS
Roger Stanton, Vice Chair, FAHR STAFF PRESENT:
Absent: Donald F. McIntyre, General Manager
Blake P. Anderson, Assistant General Manager
None Judith A. Wilson, Assistant General Manager
Nancy Wheatley, Director of Technical Services
Jean Tappan, Secretary
(2) APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary.
(3) PUBLIC COMMENTS
There were no comments by any member of the public.
Minutes of the Steering Committee Meeting
Page 2
August 23, 1995
(4) APPROVAL OF MINUTES
The minutes of the June 28, 1995 Steering Committee meeting were approved as
drafted.
(5) REPORTS OF THE COMMITTEE CHAIR. GENERAL MANAGER AND GENERAL
COUNSEL
The General Manager introduced Nancy Wheatley, the new Director of Technical
Services and Judith A. Wilson, the new Assistant General Manager—Administration.
David Jones, the facilitator for the Executive Management Team's Aug. 24-25 retreat,
was also introduced.
(6) PRESENTATION BY TED A. GAEBLER
Ted Gaebler, co-author of Reinventing Government, spent the day meeting with staff;
beginning with an 8 a.m. breakfast with the Executive Management Team, followed by
a meeting of supervisors, professionals and other interested employees at 10 a.m.;
lunch with Executive Management Team; toured the plant; another interested
employees meeting at 2 p.m.; now with the Steering Committee followed by a
presentation to the Joint Boards. He felt that staff was very responsive and
enthusiastic about the possibility of change. His message was to resurrect hope about
government by getting employees positive, hopeful and focused and then building on it.
His message to the Steering Committee was directed to the Board itself, and how it
can build on the existing fine base to help foster change-change in interim systems,
rules, decisions on spending, and faster use of technology and communications.
There are four categories to address in reinventing govemment: 1) reinventing politics;
2) structure of government; 3) changing systems; and 4) changing citizens (stressing
responsibility of being a citizen).
The private sector has learned how to make citizens do some of the work that
employees used to do, and government can too.
There was a discussion on displaced employees and training. It is the responsibility of
agencies to train employees while they are members of the agency. One of the
misperceptions is that government employees are unskilled and therefore there is a
lack of respect for them. The Board has to be aware of its responsibility to do what it
Minutes of the Steering Committee Meeting
Page 3
August 23, 1995
can to change the public employee's behavior. This is very difficult when there are no
incentives. An alternative to unions must be offered, as unions strive on bad
management.
David Jones mentioned that the key to change is training. Innovation doesn't happen
without training. Change happens when money and time is invested in the program.
Every job should be enriched, even if there are no additional jobs available. Stress
team building. Begin building a reputation as a agency that everyone can be proud of,
and as a result, better people will be attracted to the agency when the jobs do become
available.
(7) CLOSED SESSION
There was no closed session.
(8) OTHER BUSINESS
There was no other business to report.
(9) MATTERS TO BE REPORTED AT A SUBSEQUENT MEETING
There were no matters to be reported.
(10) MATTERS ON A FUTURE AGENDA FOR ACTION AND A STAFF REPORT
There were no matters for a future agenda.
(11) CONSIDERATION OF UPCOMING MEETINGS
The next meeting will be at the call of the Joint Chair.
(12) ADJOURNMENT
The Steering Committee adjourned at approximately 6:43 p.m.
Minutes of the Steering Committee Meeting
Page 4
August 23, 1995
Submitted by:
Jean Tappan, Steering Committee Secretary
MPWLlOM3RiLOM.M6929B5.MIN
1
STEERING COMMITTEE
AGENDA FOR
SEPTEMBER 27, 1995
(1 U) Performance Evaluation of General Manager
Summary
Attached is a memorandum dated September 22, 1995 for your review prior to
discussion at the meeting.
Recommendation
Information item only.
!.\W VA^L10Ml4fRLOMMNB3]p5.f 0
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Y fl
September22, 1995 - b�
MEMORANDUM
TO: Members of the Steering Committee
FROM: Donald F. McIntyre � �
General Manager
SUBJECT: General Manager Evaluation
Section 3 of my contract of employment reads: 'The Boards shall meet with the
General Manager approximately March 1, 1996 to review his performance over the prior
year, and may increase the compensation paid to General Manager, to be effective
March 1, 1996. The Boards may also meet with General Manager at any other time for
purposes of reviewing his performance." In order to make this contract provision
consistent with the Management Performance Review Program, the Steering
Committee needs to establish a work plan, or set of objectives, that we may agree upon
which spells out specific accomplishments to be identified as the basis for evaluating my
performance.
I am enclosing a copy of the Management Performance Review Program form currently
in use, and bring to your attention, specifically, Section III at the top of page 8 of the
form. Additionally, I am providing you with some ideas that may help you in making a
determination of what might be considered in establishing a work plan. In this
connection, I am referring to some information that was a part of the Executive Retreat,
which 1 believe may be helpful.
First, I am providing you with what I identified as my "personal agenda" for the agency
which each of us presented at the retreat.
1. Develop public policy process involving the Board in updating the 2020 Plan.
2. Plan for changing our culture into more collegial management style.
3. Training.
4. Benchmarking.
5. Revisiting the Mission Statement.
6. Need to leave retreat with some action planning as the basis for evaluation of
management at the end of the year.
CBDOC 0 P.O.Boa 8127 0 Fountain Valley.CA 92728-8127 0 (714)962-2411
Members of the Steering Committee
Page Two
September 22, 1995
In discussing my role with other members of the Executive Committee, I made the
following points:
1. My job is to link between the Board and the organization.
2. 1 intend to spend time with the Board and with the employees, leaving the day-
to-day management in the hands of the two Assistant General Managers.
3. We need to revisit the evaluation system to make it performance based and
target it to achieve the goals of the organization.
4. 1 will promote change to make the style of management more collegial.
5. We must control and reduce costs.
Finally, I made certain commitments to the group which are noted below:
1. Two strategic workshops a year with the Executive Committee to plan and
monitor achievements.
2. Complete the Consolidation Study.
3. Complete the Space Utilization Study.
4. Meet quarterly with all employees of each department in settings to be
determined by Department Heads.
5. Develop comprehensive external communication system.
6. Complete Landfill Study and possible negotiations.
Using the ideas expressed above, and any others that can be mutually agreed upon, I
would suggest that the Steering Committee commit the time to develop a specific work
plan for me so that at evaluation time in March my performance can be measured
against previously agreed upon criteria, just as we do for all management personnel.
I would like to discuss this briefly at the Steering Committee meeting on Wednesday,
September 27, and have place this matter on the agenda for that purpose.
DFM:jt
J;WPDOLIN6PMCOB 01
MANAdeMENT PERFORMANCtIREVIEW
4
The Districts' Management Performance Review Program focuses on an employee's development as well as past
performance, and emphasizes future achievement. It involves both the employee and supervisor in establishing
clear work goals and performance targets that support their department's and the Districts' overall mission. The
following comments are offered to clarify the process, and to encourage its application in a fair and consistent
manner. However, the real value of performance appraisal lies in the ongoing communication and understanding
of mutual needs and expectations that is developed in the course of working through the process. This form is
simply a means of formalizing and documenting the achievement of that goal.
Section I must be completed and agreed upon by the supervisor and the employee et the beginning of
the review period in order to provide performance and achievement targets. Targets may, however, be
revised during the review period to respond to changing priorities, goals or parameters of success. Section I
Ratings and all subsequent sections will be completed by the supervisor and reviewed at the conclusion of the
review period.
The rating in Section I is intended to evaluate how effectively the employee achieves objectives and carries out
responsibilities during the review period. Projects, responsibilities or objectives that represent major
commitments of the employee's time will be selected and briefly described. Performance factors that are major
considerations and define measurable characteristics within each of the selected areas are mutually determined,
and characterized in one or two words. Examples of frequently used performance factors are listed below.
Subjective factors, such as attitude, loyalty, and diplomacy should be avoided as they are difficult to quantify,
and may have very different meanings among different individuals.
❑ Timeliness ❑ Ouantity O Accuracy
❑ Decisiveness ❑ Productivity ❑ Persistence
O Communications ❑ Cost Effectiveness O Reliability
❑ Organization 0 Proactive ❑ Consistency
0 Goal Attainment ❑ Staff Development 0 Innovativeness
O Implementation ❑ Report Writing ❑ Initiative
❑ Resourcefulness 0 Objectivity ❑ Dependability
0 Supports Others ❑ Personal Development 0 Work Quality
At the conclusion of the review period, Performance Ratings and Supporting Comments will be added by the
supervisor. Supporting comments should be specific to results achieved and support the rating in an objective
and factual manner. Ratings of performance should conform to the following definitions:
Outstanding - Reserved for employees who consistently exceed expectations in all job aspects, perform
all duties in a superior manner and consistently seek out improved work methods.
Exceeds Expectations - Employee's performance exceeds expectations in most aspects of the job, and
consistently exceeds a majority of critical agreed upon objectives and anticipated results.
Meets Expectations - Employee has mastered all of the major or critical job aspects, and consistently
meets performance expectations of most objectives.
Improvement Needed - Employee's performance does not consistently meet expectations, and requires
intense supervision or assistance. Performance deficiencies must be addressed in Section II and an
Action Plan developed.
Unacceptable - Employee consistently fails to meet performance expectations and to achieve the results
required in Skills Development program within a reasonable period. Separation is indicated.
The Overall Performance Level is a summary of the employee's total performance over the review period.
Comments should support the Overall Rating in each Major Responsibility/Objective area, and reflect the relative
importance of each area.
1
MANAGEMENT PERFORMANCE REVIEW
Employee's Name Position
Department Evaluation Period: From To
Section I. MAJOR JOB RESPONSIBILITIES/OBJECTIVES
RATINGS
The first five items deal specifically with administrative and lu
supervisory issues, and items 6-10 with safety issues. For all PERFORMANCE < p K z
others, list the agreed upon responsibility/objective and select FACTORS: o X w S
appropriate Performance Factors. In the Ratings column, assess the UJ lu p a
employee's effectiveness in accomplishing target objectives or in Z r w
carrying out responsibilities during the rating period based upon j f 2 w o
Rating Definitions.
1. Administrative Skills
Supporting Comments: 1.Coe Eeeeeuemn
2.either"
3.Problem SoMng
4.Judgement
5.Creetiet,
0-11
2. Supervisory/Management Skills
Supporting Comments: 1.Training
2.Digestions
a.Empbpe Rebtbm
4.msectlwty
5.PmEu.pooty
Overall
3. Project Management Skills
Supporting Comments: I.Renting
2.Organting
3.Frinerinc.1.1rises
4.Goal Acbiewment
Overall
4. Communication Skills
Supporting Comments: I.non omel
2.wmcel
3.Eemnel
a wrmmn
v.m.a
5. Level of Contribution
supporting Comments: I.work unit
2.Other Employees
4.connote
5.otter Agencies
Ow ell
2
!Section /. continued/
RATINGS
PERFORMANCE < p gag z
FACTORS: p X w i
ly w w A Q
U Z FmF W N
2 LL W U J
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6. Safety Meetings
Supporting Comments. 1. Henning
2 Res
J. Goal Attainment
d.Fellow-up
5.Record Keeping
Overall
7. Safety Inspections
Supporting Comments: 1.Goal Anainment
2.Follow up
3. Intuitive
a. Timeline..
5 Record Keeping
Owrell
8. Injury Reduction
Supporting Comments: T Initietiva
2. oeleg•ling
g. Com cetwn
0.Goal Attainment
5. Perord Keeping
overall
9. Accident Investigation
Supporting Comments: I. Taussya 2. Analysis
J. Report timing
0. Co eetiw Action
5. Record Keeping
Overall
10. OSHA Compliance ,", ., ,F s �^ .;_z
Supporting Comments: 1. Go.)Amunment
2 Trmen e..
a Training
a. consinency
5 Record Keep,
Overall
11. Major Responsibility/Objective
Supporting Comments: I
2
a
5
o�e�en
4
(Section t. continued/ RATINGS
w
PERFORMANCE < o X z
FACTORS: p z w z
w w w to Q
U z to w on
z a W U H
f w O
12. Major Responsibility/Objective
Supporting Comments: 1.
3.
3.
4.
5.
Overall
13. Major Responsibility/Objective
Supporting Comments: 1.
2.
3.
4.
5.
Overall
14. Major Responsibility/Objective
Supporting Comments: t.
2.
3,
4,
5,
Overall
15. Major Responsibility/Objective "i , loll
Supporting Comments: I_
2.
3,
4.
5.
Uwrall `�'
OVERALL PERFORMANCE LEVEL
cerae,�m.:
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Section It. SKILLS:ASSESa NT AND DEVELOPMENT
A. Identify the employee's major strengths in terms of skills and abilities.
In this section, the employee's strengths are identified and reinforced. Emphases is placed on identifying
specific skills and abilities the employee has demonstrated in completing assignments and meeting objectives.
Examples, which may have also been used in Performance Factors in Section I are:
O Motivating 0thms O Time Management O Judgement 0 controlling ❑Delegating O Leadership
O Methodology D Technical Expertise O Innovativeness O Initiative ❑Job Knowledge O Aaeardveneee
O Cooperation O Skill Level ❑Problem Solving ❑Comprehension O Safety O Planning
B. Identify areas of performance that may present opportunities for improvement.
In this section, emphasis is placed on identifying specific areas in which further training or development would
improve performance. Comments should support and refer to the performance ratings given in Section I.
C. Considering strengths and improvement areas, identity an Action Plan For Development to be
followed during the next review period. Actions may include training and development, cross
training, new assignments or educational courses.
Develop an Action Plan and the steps indicated for improving skills and abilities, or directing strengths in a more
productive manner during the next review period. Commit time and resources to actions that will improve both
performance and individual career potential.
Action to be taken:
Responsibility of:
Beginning/Completion Date:
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1
Section III. COMMITMEN—011 THE FUTURE
In this section, develop a work plan or set of objectives that are agreed upon by the employee and are to be
accomplished during the next evaluation period. The objectives may offer a "challenge but also must be
realistic and achievable. Goals and objectives developed in this section become the basis for Section I in the
subsequent review period.
1.
2.
3.
4.
5.
Section IV. EMPLOYEE COMMENTS
Employee's Signature Date
Section V. SUPERVISOR'S ADDITIONAL COMMENTS
Immediate Supervisor's Signature Date
Second Level or Department Approval Date
OW96 FOHMMMMP
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