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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 • n 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 J w O 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.: 5 1 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: 7 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 8