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HomeMy WebLinkAboutReso 140-1984 RESOLUTION NO. 140-84 CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION APPROVING THE CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT COMPENSATION PROGRAM BE IT RESOLVED by the City Council of the City of South San Francisco that: WHEREAS, the City Council of the City of South San Francisco believes that the citizens of South San Francisco deserve high quality services; and WHEREAS, the City Council believes that it is important for key managers to perform in a highly competent manner in order to provide high quality services to the citizens; and WHEREAS, the City Council believes it is the Council's responsibility to' 1. Insure an environment conducive to high management performance, attainment of potential and employee retention; 2. Provide equitable, competitive salaries and fringe benefits to all managers who meet the requirements of their positions; 3. Provide additional inducements for high to extraordinary performance; 4. Monitor manager performance on a periodic basis and give feedback; and 5. Conduct timely, objective performance appraisals; and WHEREAS, it is the policy of the City Council of the City of South San Francisco to establish and maintain a personnel system to attract, motivate, reward and retain high performing management employees, NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of South San Francisco hereby approves the Executive Management Compensation Program which is attached hereto as Exhibit "1" and incorporated herein by this reference as if set forth verbatim which sets forth those salaries, benefits and terms and conditions of employment which shall be in effect during the priod September 22, 1984 through and including June 30, 1985 and thereafter, unless modified by the City Council for employees working in classifications included in the Executive Management of the City of South San Francisco. BE IT FURTHER RESOLVED that the City Clerk be and is hereby authorized to endorse on Page I of said Executive Management Compensation Program, the following: "Approved by City Council Resolution No.140-84 Adopted 9/12/84 . ,, I hereby certify that the foregoing resolution was regularly intro- duced and adopted by the City Council of the City of South San Francisco at a regular meeting held on the 12th day of september , 1984 by the following vote- AYES' Councilmembers Emanuele N. Damonte, Gus Nicolopulos; and Roberta Cerri Teglia NOES- None ABSENT:Councilmembers Mark N.~Addiego and Richard A. Haffey .... EXHIBIT "1" TO RESOLUTION NO. 140-84 CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT COMPENSATION PROGRAM THIS EXECUTIVE MANAGEMENT COMPENSATION PROGRAM sets forth those Salaries, benefits and terms and .conditions of employment which shall be in effect during~ theperiod SePtember 12, 1984 through and including June 30, 1985 and thereafter, unless modified by the City Council. I. EXECUTIVE MANAGEMENT DEFINED The Executive Management shall consist of all full-time employees employed-in the following positions which are included in the non-competitive service of the City of South San Francisco: Assistant.City Attorney Assistant to City Manager City Attorney City Manager City Librarian Fire Chief ~. Director of Community Development Director of Finance Director of Parks and Recreation Director of Public Services/City Engineer Personnel Director Police Chief II. SALARIES Salaries shall be set in accordance with the provisions of Appendix "A" and Appendix "B". III. RETIREMENT BENEFITS · A. Retirement Plans: Retirement benefits for employees shall be those established by: 1. Miscellaneous Employees: The Federal Social Security Act providing Old Age and Survivor's.insurance and the State Public Employees' Retirement System (PERS) Miscellaneous Employees' 2% at age 60 Plan. 2. ~afety Employees: The State Public Employees' Retirement'System (PERS) Local Safety Members 2% at age 50 Formula and PERS Optional Public Agency provision for 1959 Survivor Allowance as set forth in Article 6 of Chapter 9 of the Public Employees' Retirement Law (commencing with Section 21380 of the Government Code). Safety employees of the Fire Department shall be provided One-year Highest Compensation as authorized by Section 20024.2 of the Government Code. B. Employee's Contributions to Retirement Systems: The rate prescribed by the Social Security.Act for employee contributions shall be deducted from the pay of Miscellaneous Employees by the City and forwarded to the system in accordance with the rules and regulations governing such employee contributions. ExcePt as otherwise provided in Subsection C below, the City shall pay on behalf of Miscellaneous Employees the seven percent (7%) of base salary currently prescribed by PERS for Miscellaneous "APPROVED BY THE CITY COUNCIL RESOLUTION NO. 140-84 ADOPTED 9/12/84" -1- III. RETIREMENT BENEFITS (continued) B. Employee's Contributions to Retirement'Systems: (continued) Employees and shall pay on behalf of Safety Employees the nine percent (9%) of base salary currently prescribed by PERS for Safety employees in accordance with the rules and regulations governing such contributions. ~The remainder of any rate which may be subsequently prescribed by PERS for employee contributions shall be deducted from employee's pay by the City and forwarded to the System in accordance with the rules and regulations governinR such contributions. C. Conversion of City Payment of Employee PERS Contributions to Base Salary: Miscellaneous and Safety employees may elect to convert the City payment of the employee's PERS contribution to the employee's base salary rate. Upon so electing, the employee's base non-converted salary rate, as established pursuant to the provisions of Appendix A, shall be converted to the employee's base converted salary rate as follows: Miscellaneous Employees: Base Hourly Non-Converted Salary Rate X 1.07 = Base Hourly Converted Salary Rate Safety Employees: Base Hourly Non-Converted Salary Rate X 1.09 = Base Hourly Converted Salary Rate In establishing the actual base hourly converted salary rate, fractions of one cent with a Value of four (4) or less will be discarded and fractions of one cent with a value of five!(5) or more shall increase the base hourly converted wage rate by one cent. 1, New Employees: An employee newlY hired into a position in the Executive _- Management may elect to forego City payment of the employee's PERS contribution provided in Subsection B above and-may elect to have his or her salary rate established at the Base Hourly Converted Salary Rate defined above~ Such an employee will be allowed to elect for City payment of the employee's PERS contributions at any subsequent time and, should the employee so elect, the employee's salary rate shall be lowered to the Base Hourly Non-Converted Salary Rate upon the first day of the pay period immediately following the employee's official election. Subsequent to such election, the provisions of C.2 below shall apply'to the employee. 2. Effect of Conversion: Upon the effective date of an employee's conversion of the City payment of employee PERS contributions to base salary, the City will dis- continue payment of the seven percent (7%) Miscellaneous Employee PERS contribution or the nine (9%) Safety Employee PERS contribution~and the employee's full contribution rate shall be deducted from the employee's pay by the City and forwarded to PERS in accordance with the rule~ and regulations governing such contributions. Once an employee has elected to convert the City's payment of the employee contributions to PERS to the employee's base salary, the employee shall not be permitted to reverse the conversion at any time. 3. Effective Date of Conversion: The conversion of the CSty's payment of and employee's PERS contribution to base salary shall become effective upon the first day of the pay period immediately following the employee's official election to convert. IV. PAYMENT OF COMPENSATION Each employee shall be compensated on a bi-weekly basis. Payment will normally be made on the Thursday immediately folloWing the conclusion of a City payroll period. A City payroll period begins on Friday which is the first day of the City pay period and ends mn the Thursday which is the last day of the City pay period and consists of -2- IV. PAYMENT OF COMPENSATION (continued) ---fourteen (14) calendar days Employees who are on continuous paid regular service for a partial pay period shall receive pro-rated compensation for the pay period at the rate of 1/80th of the employee's bi-weekly salary rate for each hour of the pay period that the employee was on continuous paid regular service. V. INSIIRANCE BENEFITS Full-time regular employees shall be eligible to receive insurance benefits as follows: A. Health Insurance: 1. Available Plans: ~bject to the terms andconditions ofthe City's contracts with health insurance carriers, eligible employees shall be permitted to select health'insurance coverage for themselves and their eligible dependents from one of the following plans: KAISER FOUNDATION HEALTH PLAN - "$" COVERAGE BAY PACIFIC HEALTH CARE PLAN BLUE SHIELD OF CALIFORNIA HEALTH PLAN 2. Payment of Premium Costs: The City shall pay the premium costs for eligible employees and their dependents to the insurance carrier for the plan selected by each employee. 3o Effective Dates of Coverage: The effective date of coverage for health insurance'shall be the first of the month following the month of enrollment of the employee and the employee's dependent(s). Coverage shall terminate on the last day of the month in which the employee separates from employment with the City. 4. Health Insurance for Employees Who Retire: Subject to the terms and conditions of the City's contracts with health insurance carriers, an employee who retires on a service or an industrial disability or a non-industrial disability retire- ment from the City's service shall'be provided the opportunity to continue his or her health insurance coverage with one of the City's plans subsequent to the date of his or her retirement. The City shall continue to pay the premium costs for the employee only and the retiring employee shall bear the premium costs of his or her dependent(s)~ · B. Life and Accidental Death and'Dismemberment Insurances: Subject to the terms and conditions of the City's contract with Standard Insurance Company of Portland Oregon, eligible employees shall be provided the following life and accidental death and dismemberment insurances: Term Life Insurance with aface value equal to the employee's annual base salary rounded off to the nearest one thousand dollars ($1,000.00). Accidental Death and Dismemberment Insurance in an amount equal to the employee's annual base salary rounded off to the nearest one thousand dollars ($1,000.00). The City shall pay the premium costs for eligible employees to Standard Insurance ---- Company. Coverage shall become effective on the first day of the month following enrollment and shall terminate upon the day an employee separates from City employment. -3- V. INSURANCE BENEFITS (continued) C. Vision Insurance: Subject to the terms and conditions of the City's Vision Insurance Plan, eligible employees and their'dependents shall be provided the following vision insurance: Vision Insurance Plan - Plan "B" - $10.00 Deductible The viSion service Plan shall be provided to'employees with no premium'costs to the employees or theireligible dependents. Coverage shall become effective on the first of the month following enrollment and shall terminate on the last day of the month in which an employee separates from City employment. D. Dental Insurance: Subject to the terms and conditions of the City's Dental Insurance'Plan, eligible employees and their dependents shall be provided the following dental insurance: California Dental Service - Progressive Plan The Dental Insurance Plan shall be provided'to employees with no premium costs to the employees or their eligible dependents. Coverage shall become effective on the first day of the month following six (6) full months of employment with the City. Only employees hired on the first day of any month shall be eligible for coverage six months from the date of hire. Eligible employees must enroll in order to become eligible for dental insurance coverage. Coverage shall terminateon the last day of the month in which an employee separates from employment with the City. E. Long Term Disability Insurance: Subject to the terms and conditions of the City's contract with Standard Insurance Company of Portland Oregon, eligible employees --- shall be provided Long Term Disability Insurance coverage which provides for Payment ofup to two-thirds (2/3rds) of the base salary of an employee, to a maximum monthly base salary of five thousand two hundred and fifty dollars ($5,250.00), provided the employee qualifies for such payment or qualifies for some lesser payment under the provi~ons of the plan. The Long Term Disability Insurance shall be provided to employees with no premium costs to the employees. Coverage shall become effective on the first day of the month following enrollment and shall terminate on the day an employee separates from City employment. VI. DEFERRED COMPENSATION Full-time regular employees are eligible, subject.to the terms and conditions ~hereof, to participate in the Deferred Compensation Plan made available to City employees. VII. ADMINISTRATIVE LEAVE Each full-time regular employee shall be entitled to receive forty (40) hours per fiscal year of Administrative Leave in recognition of theCity's expectation that members of the Executive Management routinely and consistently perform the duties of their positions duringtimes which involve hours in excess of the normal five-day, forty-hour work week, Said forty (40) hours shall accrue on July 1st of each fiscal year. Administrative Leave may be taken in paid time off or may be directly compensa- ted in pay to the employee at the employee's base salary rate at the time an employee requests such compensation. Administrative leave may not be carried forward from one fiscal year to the next. Immediately upon hiring, a new employee shall be entitled to receive Administrative Leave at the rate of 1.538 hours for each pay period of employment remaining in the fiscal year during which the employee was hired. -4- VIII. HOLIDAYS Full-time regular employees who are on pai~ status the entire day before as well as the entire day after a holiday observed by the City shall be entitled to receive compensation for eight (8) hours of holiday time for each full day holiday and four (4) hours of holiday time for each one-half (~) day holiday,-which holiday. time shall be considered as hours worked~ A. Hoidays Observed: The City observes the following holidays: January 1 Third Monday in February Last Monday'in May July 4 First Monday in September Second Monday in Ocotober November 11 Fourth Thursday in November 'Fourth Friday in November December 25 New Year's Day Washington's Birthday Observed Memorial Day Observed Independence Day Labor Day Columbus Day Observed Veterans Day · Thanksgiving Day Day Following Thanksgiving. Christmas Day In addition, the City observes the following one-half (~) day holidays (1300 hours through 1700 hours per day): December 24~. Christmas Eve Day December 31 New Year's Eve Day In addition, the City may observe any other day'of national mourning or celebration provided'that it has been proclaimed by the City Council and provided that the Council directs the closure of the City offices for public service. Any such day shall be granted only to those employees who. are regularly scheduled to work on the day for which such day is proclaimed by the Council. B. Days of Holiday~Observation: 'Holidays which fall on Sunday shall be Observed on the following Monday. Holidays which fall on Saturday shall be observed on the'preceding Friday. One-half (½) day holidays shall be observed on the work day immediately preceding the day upon which Christmas Day and New Year!s Day are observed. C. Discretionary Holiday: Each full-time regular employee shall be eligible for one full day holiday in addition to the holidays observed by the City, An employee's discretionary holiday may be taken at the discretion of the employees An employee must take his or her discretionary holiday each calendar year on or before December 13 or shall forfeit the receipt of compensated time for such holiday for that calendar year. IX. VACATION LEAVE Full-time regular employees shall earn and be granted vacation time in accordance with the following accrual rate schedule: LENGTH OF SERVICE - First through fourth year, inclusive Fifth through fourteenth year, inclusive Fifteenth through twenty-fourth years, inclusive Twenty-fifth and succeeding years ACCRUAL RATE PER BI-WEEKLY PAY PERIOD 4.62 hours 6.16 hours 7.69 hours 9.23 hours -5- IX. VACATION LEAVE (continued) A. Vacation Accumulation: An employee may accumulate up to two times his or her annual accrual amount of vacation hours as unused vacation. An employee may not exceed the maximum accrual amount without the express permission of the City Manager. B. Vacation Time Compensation: An empioyee wh° retires or separates from City employment and who has accumulated unused vacation time on record shall be compensated in pay at'the base hourly salary rate for which the' employee 'otherwise · qualifies for all such unusedvacation hours.· X. INDUSTRIAL INJURY OR ILLNESS LEAVE An employee who is temporarily and/or partially disabled from performing work as the result of any injury or illness which has been determined robe industrially caused and which injury or illness necessitates his or her absence from work shall be entitled to receive paid Industrial Injury or Illness Leave without loss of salary or benefits'as follows: A. Miscellaneous Employees: Miscellaneous employees shall be eligible to receive paid Industrial Injury or Illness Leave for all time the employee is normally scheduled to ~ork but is unable to work during a period of ninety (90) calendar days following the date upon which the injury or illness caused his or her period of ~--- temporary and/or partial disability and necessitated his or her absence from work. A Miscellaneous employee who is receiving paid IndUstrial Injury or Illness Leave shall assign to the City all' Worker's Compensation Insurance proceeds received by. the employee for all of the time for which the employee also received paid leave from the City. B. Safety Employees: The requirements and the amount of Industrial Injury or Illness Leave to be granted to a Safety employee shall be as prescribed-in Section 4850'and related sections of the Labor Code,' as those sections are constitued at the time interpretations of said sections are necessary. XI. SICK LEAVE' An employee who is temporarily and/or Partially disabled from performing work as a result of a personal injury or illness which necessitates the employee's absence from work shall be entitled, to receive paid sick leave. An employee is eligible to receive paid sick leave for all time the employeeis normally scheduled to work and is unable to work during a period of ninety (90) calendar days following the date upon which the employee's injury or illness caused his or her temporary and/or partial disability and necessitated his or her absence from work. XII. MEDICAL APPOINTbfENTS LEAVE An employee may be granted leave without loss of salary or benefits for the purpose of going to appointments with medical doctors or dentists in instances where the employee is reasonably unable to arrange for such appointments to occur during non-work time. -6- ' *XIII. FAMILY CARE AND BEREAVEMENT LEAVE An employee may be granted up to a maximum of thirty-two (32) hours of paid leave during each calendar year for the purpose of obtaining medical consultation or treatment or for caring for an injured or ill spouse, child, mother, father or another family member residing in the employee's home. An employee may be granted up to.a maximum of twenty-four (24) hours of bereavement leave per occurrence for. the death or funeral of a family member within the State of California and up to a maximum of fortY ~ (40) hours per occurrence for the death or funeral of a family member outside the State of California. A family member shall include the employee's: spouse, child, mother, father, sister, brother, grandmother, grandfather, mother-in-law, father-in-law, sister-in-law, brother-in-law, daughter-in-law, and son-in-lawo In addition, the City Manager may grant leave to an employee for some other person if, in the opinion of the City Manager, there exists or existed an extraOrdinarilyclose familial relationship between the employee and such other person. XIV. MILITARY LEAVE Military leave shall be granted in accordance with the provisions of applicable state and federal laws. XV. MATERNITY LEAVE An employee shall be granted a period of up to three (3) calendar months of paid and/or unpaid maternity leave as follows: A. Period of Physical Disability: An employee who is temporarily and/or partially disabled from performing work and her absence from work is necessitated as the result of pregnancy, shall be eligible to receive sick leave amd/or long term disability benefits pursuant to the provisions of this Compensation Program for all time the employee is disabled from work. B. Non-Disability Maternity Leave: An employee who is not temporarily and/or partially disabled from performing work due to pregnancy or who.has recovered from such temporary and/or partial disability to the point.that her-absence fromWork is no longer necessitated, shall be allowed to use accumulated compensatory time, vacation 'and/or a leave of absence without pay upon the written request of the employee subject to the following limitations: 1. The employee's request for the leave of absence without pay shall not be granted unless and until, the employee first uses accumulated administrative and vacation time; and 2. No period of absence from work pursuant to this section shall exceed a sum total of three (3) calendar months, which shall include the period of disability immediately preceeding the termination of the pregnancy. Upon completion of a maximum of three (3) calendar months of paid and/or unpaid leave, the employee shall return to her position with the City. -7- XVI. LONG TERM DISABILITY LEAVE' 'Upon an employee qualifying for Long Term Disability Insurance benefits in accordance with the requirements of the City's policy, the City shall determine whether to separate the employee from his or her position or to grant the employee a leave of absence without payfor any period up to three hundred and sixty-five (365) calendar days, or a reasonable extension thereof. If.the City grants an employee a leave of absence without pay for any period and the emploYee is unable to resume work prior to or at the expiration of such leave, the City may subsequently separate the employee or grant additional leave. An employee who has been granted a leave of absence wihout pay may request and receive payment for any unused vacation time accumulated by the employee. The city'will continue to pay insurance premiums provided by this Compensation Program for a disabled employee until the date upon which the employee is separated from city' employment. · . XVII. PAYMENT OF UNUSED AccUMULATED SICK LEAVE FOR CERTAIN Eb~LOYEES An employee who had accumulated and unused sick leave hours on records as of June 27, 1975 .under the discontinued sick leave accumulation plan shall receive payment for fifty percent (50%) of the recorded hours upon the separation of.the employee from the City's employment at the salary rate in effect upon the date of separation. No employee shall, however, receive payment for any recorded hours in excess of one thousand two hundred (1,200) and the maximum payable hours shall' be six hundre~'' (600). Payment may be deferred from the time of separation to the first payroll period in the calendar year immediately following the date of separation, at the option of the.payee. XVIII. PHYSICAL FITNESS · A.' Recreation Facilities and Programs: Each employee shall be entitled to free admission to City recreation facilities. Each employee shall be entitled to free enrollment in up to five (5) recreation classes during a twelve (1.2) month period. Employees using City recreation facilities and enrolled in City recreation classes shall engage in such activities on the employee's non-work time. Employee admission to recreation facilities and recreation classes shall be accomplished in conformance with the-rules and regulations established by the Parks and Recreation Department. B. Physical Examination: Each employee may undergo an annual comprehensive multiphasic physical examination at City expense by a qualified medical facility. XIX. AUTOMOBILE ALLOWANCE Each employee in the Executive Management of the City shall receive a monthly automobile allowance as set forth in Appendix A. An employee may elect to have a City-owned vehicle assigned for use by the employee in lieu of a monthly automobile allowance provided that such assignment is approved by the City Manager and the employee agrees to such conditions as may be established by the City Manager regarding the assignment. " -8- XX. ADMINISTRATION OF COMPENSATION PROGRAM A. This EXecutive Management Compensation Program sets forth the full and en- · ~lrm ~compensation program for members of the Executive Management and any prior or existing understanding or agreements regarding these matters, whether formal or informal are hereby superceded or terminated in their entirety. In the event that the provisions of this Compensation Program are found to be in conflict with a City rule, regulation or resolution, the provisions of this Program shall prevail over such Conflicting rule, regulation or resolution. B. The City Manager shall administer the Executive Management Compensation Program and may establish such policies, rules and regulations as are deemed appropriate to the effective'administration of the Program. Members of the Executive Management shall comply with all such policies, rules and regulations as may be established by the City Manager. The'City Manager shall be empowered to grant or to impose administrative leave without loss of pay or'benefits for members of Executive Management for any purpose deemed by the City Manager to be appropriate to the circumstances. September 12, 1984 -9- CITY OF SOUTH SAN FRANCISCO ExEcuTIVE MANAGEMENT COMPENSATION PROGRAM SALARY RATES AND AUTOMOBILE ALLOWANCES EXECUTIVE MONTHLY GRADE AUTOMOBILE LEVEL ALLOWANCE A $ 250.00 SALARY RATE BASE HOURLY BI-WEEKLY APPROX. MO. SALARY RANGE FOR GRADE LEVEL CONTROL MINIMUM POINT MAXIMUM - . 25.48 31.85 36.63 2,038.40 2,548.00 2,930.40 4,417 5,521 6,349 EFFECTIVE: June 29, 1984 CLASSIFICATIONS IN GRADE LEVEL City Manager B $ 200.00 B-1 Vehicle B-2 Vehicle HOURLY 23.16 28.95 33.30 BI-WEEKLY 1,852.80 2,316.00 2,664.00 APPROX. MO. 4,014 5,018 5,772 HOURLY 21.36 26.70 30.70 BI-WEEKLY 1,708.80 2,136.00 2,456.00 APPROX. MO. 3,702 4,628 5,321 HOURLY 20.54 25.67 29.52 BI-WEEKLY 1,643.20 2,053.60 2,361.60 APPROX. MO. 3,560 4,449 5,117 City Attorney Director of Public Services/City Engineer Police Chief Fire Chief c $ lOO.OO HOURLY 19.60 24.51 28.18 BI-WEEKLY 1,568.00 1,960.80 2,254.40 APPROX. MO. 3,397 4,248 4,885 Assistant City Attorney Assistant to City Manager City Librarian Director of Community Development Director of Finance Director of Parks and Recreation Personnel Director 1. Ail salary rates include City payment of the employee's PERS contributions. See Page 2 III. C. Conversion of City Payment of Employee PERS Contributions to Base Salar~ for the formula to use in establishing an employee's Base Converted Salary Rate. 2. Actual salary rates for employees may be set at no less than the minimum and no more than the maximum salary rate for the salary range to which the employee's classification is assiRned. 3. Each employee employed in an Executive Management classification with the City as of September 12, 1984 shall have his or her salary rate increased by a minimum of six percent (6%) effective June 29, 1984 above the rate in effect for each such employee as of June 28, 1984, subject to the conditions set forth in #2 above. 4.~ An'emPl°yee's salary rate maY be 'adjusted under the proVisions of Appendix B~EXECUTfVE MANAGEMENT-~0MPENS~TioN SYSTEM in any amount effective upon any date. APPENDIX A APPENDIX "B" CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT COMPENSATION SYSTEM September 12, 1984 1. PURPOSE OF THE COMPENSATION SYSTEM The purpose of this system is to attract and retain the best available Executive Management employees and to provide a reward system that supports and encourages high performance. This requires a rational and equitable process of establishing pay ranges and providing for advancement within the structure. 2. EXECUTIVE MANAGEMENT COMPENSATION POLICY The principles upon which the City's compensation program are based are: External Marketplace. Pay scales should be similar to other cities with which South San Francisco competes for Executive Management employees. Cost of living increases are directly accounted for with this factor as is the City's ability to pay.. Time In Service. As employees become more familiar with the City and their job, they become more effective and more valuable to the City. For the first several years of an employee's tenure, salary increases should reward this development. Performance. Specific differences in performance should be recognized and the system should furnish an incentive for employees to improve performance. A three-part system has been established to determine each manager's performance level. 3. COMPENSATION PLAN STRUCTURE This structure has three basic elements: grades, ranges and control points. The Executive Management compensation plan consists of three (3) grades. Each grade has a control point which is used for budgetary and salary survey purposes. The difference between the total compensation of each control point in the grade structure is at least ten percent (10%). Each Executive Management position is assigned to a pay grade with a salary range of forty percent (40%) -- the minimum salary is twenty-five 25% below the control point and the maximum salary is fifteen percent (15%) above the control point. Executive Management positions are placed in grades based on two factors: (1) internal equity--the relationship of one class to another in terms of duties, responsibilities and overall importance to the organization; and (2) marketplace equity in which total compensation control points are compared to similar data from other cities and adjustments are made in salary ranges to reflect comparability. -1- ~ Marketplace surveys are conducted annually of comparable cities in terms .of geographic proximity, size and finacial resources. The following cities will be used: Daly City Redwood City San Bruno San Leandro San Mateo Market comparisons are based on job content and levels of responsibility rather than on job titles alone. Control points are compared where possible. When cities do not have control points, the salary that'a good employee might attain is utilized. The City's policy is to set control points for Executive Management classes at the average total compensation for other cities. Depending on the results of this study, the pay grade (and control point) may be adjusted or positions may be reassigned to different pay grades. Classes for which no valid comparisons can be made will have grades and control points set by internal equity~ Actual salaries within the'range are determined by two factors: (I) hire date and initial placement within the range and any special conditions established at the hire date (i.e., frequencY of performance reviews); and (2) completion of the performance appraisal process. 4. SALARY ADJUSTMENTS DETERMINATION AND FREQUENCY Salary adjustments are based on overall performance as judged by the City Council, and, where appropriate, the City Manager. The tools used in this process include the program management review, each manager's objectives plan and the ~ annual performance appraisal. Each is explained later. · Salary recommendations are prepared each year jointly by the City Council and the City Manager using the management performance data and guidelines developed by the City Manager. These guidelines may vary from year to year based on salary survey results, economic conditions, funds allocated '~'and salary settlements for represented employee groups. Decisions relating to salary adjustments will be made by the City Council for the City Manager, City Attorney and each Department Head. Decisions relating to salary adjustments for all other positions will be made by the employee's immediate superior with approval by the City Manager and the City Council. e SALARY ADJUSTMENTS FOR INDIVIDUALS IN THE EXECUTIVE MANAGEMENT Salaries for newly appointed managers normally will fall within the range of five percent (5%) to twenty-five percent (25%) below the grade control point based on the qualifications of the employee. The first salary increase review for new Executive Management appointees will occur six (6) months after appointment. After the initial increase, employees will receive performance and salary reviews in July. Under normal conditions, depending on performance, new Executive Management appointees should achieve the working salary range (+/- five percent (5%) of the grade control point) within three years. Specific compensation recommendations for each manager must take into consideration both positive and negative factors in each element of the performance compensation system and how significant those factors are in the overall rating of the man~ge[. The reasons underlying each manager's overall rating may differ from manager to manager, however, a manager who has been employed by the City for three years o.r more and whose performance has been rated as accept- -2- able (i.e. approximately 3 on the performance appraisal) can expect to receive compensation at or about the control point. Managers performing above or below acceptable levels can expect to have their compensation adjusted above or below the control point(respectively) at the sole discretion of the City Council. The following provides an indication of where a person can expect to have his/her salary placed in the salary range for each level of Overall performance rating. Perfor-i mance Character- istics 1 2 3 Person's performance is inade- quate. Does not meet department or individual dual goals goals Seldom Performs performs acceptably; acceptably; meets over meets few 50% of department department or indivi- and indivi- dual goals 4 5 Performs Performs at more than consistently acceptable above acceptable level; meets level; meets or most depart- exceeds depart- ment and ment and indivi- individual dual goals goals Placement Control in salary ~ Point range~ 6. EXECUTIVE MANAGEMENT PERFORMANCE PACKAGE The program has three interrelated components:' program management plan, personal achievement plan, and performance appraisal. Taken together, they form a program to improve management performance'~ through the identification, establish- ment and monitoring of departmental and personal objectives and by instituting a supportive motivational system to provide timely and constructive feedback on departmental and individual manager performance and corresponding rewards for performance. 1. Program Management Plan--The Program Management Plan looks~at the 'big picture" and consists of periodic review of the nature and quality of the services and operations of the program directed by each manager. The Program Management Plan is reviewed at least semiannually. Because of the City Manager's access to data on departmental performance, the City Manager should take the lead on this review.with input from the City Council. While monitoring departmental performance is good management practice in and of itself, it is also a key element in appraising department head performance. The two are inextricably interwoven and the inclusion of this element in the Executive Management performance package is intended to fix responsibility for departmental performance with the department head and acknowledge his/her major contributions to that performance. -3- 2. Personal Achievement Plan--Each manager is asked to make specific contri- butions to improvement of the department organization as a whole and/or him or herself. These written objectives (usually no more than five) are established at the beginning of the fiscal year after discussions among the City Council, City Manager and department managers. · 3. Performance Appraisal--The third element of the Executive Management Performance Package is the performance appraisal process. Each manager will be appraised formally on an annual basis. A behaviorally-anchored rating system is established. Council members and the City Manager, where appropriate, will complete the EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL form (see Attachment #2) on each manager in accordance with the provisions of the EXECUTIVE MANAGEb~NT PERFORMANCE APPRAISAL MANUAL (see Attachment #1). The City Manager will consoli- date and summarize results which will be communicated to each manager in a performance appraisal review session. Results from the Program Management Plan and the Personal Achievement Plan will be discussed during the session and the three elements will form the basis for each manager's annual compensation recommendations. In addition, a semi-annual progress review session with each manager will be held. The diagram below depicts the relationship among the three elements of the management performance package and compensation: CITY OF SOUTH SAN FRANCISCO Realtionship Among Key Performance Subsystems City Budget Program Management Plan Personal Achievement Plan Performance Appraisal Compensation Recommendations -4- APPENDIX "B" CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT COMPENSATION SYSTEM September 12, 1984 1. PURPOSE OF THE COMPENSATION SYSTEM The purpose of this system is to attract and retain the best available Executive Management employees and to provide a reward system that supports and encourages high performance. This requires a rational and equitable process of establishing pay ranges and providing for advancement within the structure. 2. EXECUTIVE MANAGEMENT COMPENSATION POLICY The principles upon which the City's compensation program are based are: ° External Marketplace. Pay scales should be similar to other cities with which South San Francisco competes for Executive Management employees. Cost of living increases are directly accounted for with this factor as is the City's ability to pay. ° Time In Service. As employees become more familiar with the City and their job, they become more effective and more valuable to the City. For the first several years of an employee's tenure, salary increases should reward this development. o Performance. Specific differences in performance should be recognized and the system should furnish an incentive for employees to improve performance. A three-part system has been established to determine each manager's performance level. 3. COMPENSATION PLAN STRUCTURE This structure has three basic elements: grades, ranges and control points. The Executive Management compensation plan consists of three (3) grades. Each grade has a control point which is used for budgetary and salary survey purposes. The difference between the total compensation of each control point in the grade structure is at least ten percent (10%). Each Executive Management position is assigned to a pay grade with a salary range of forty percent (40%) -- the minimum salary is twenty-five 25% below the control point and the maximum salary is fifteen percent (15%) above the control point. Executive Management positions are placed in grades based on two factors: (1) internal equity--the relationship of one class to another in terms of duties, responsibilities and overall importance to the organization; and (2) marketplace equity in which total compensation control points are compared to similar data from other cities and adjustments are made in salary ranges to reflect comparability. Marketplace surveys are conducted annually of comparable cities in terms of geographic proximity, size and finacial resources. The following cities will be used: Daly City Redwood City San Bruno San Leandro San Mateo Market comparisons are based on job content and levels of responsibility rather than on job titles alone. Control points are compared where possible. When cities do not have control points, the salary that a good employee might attain is utilized. The City's policy is to set control points for Executive Management classes at the average total compensation for other cities. Depending on the results of this study, the pay grade (and control point) may be adjusted or positions may be reassigned to different pay grades. Classes for which no valid comparisons can be made will have grades and control points set by internal equity. Actual salaries within the range are determined by two factors: (1) hire date and initial placement within the range and any special conditions established at the hire date (i.e., frequency of performance reviews); and (2) completion of the performance appraisal process. 4. SALARY ADJUSTMENTS DETERMINATION AND FREQUENCY Salary adjustments are based on overall performance as judged by the City Council, and, where appropriate, the City Manager. The tools used in this process include the program management review, each manager's objectives plan and the annual performance appraisal. Each is explained later. Salary recommendations are prepared each year jointly by the City Council and the City Manager using the management performance data and guidelines developed by the City Manager. These guidelines may vary from year to year based on salary survey results, economic conditions, funds allocated and salary settlements for represented employee groups. Decisions relating to salary adjustments will be made by the City Council for the City Manager, City Attorney and each Department Head. Decisions relating to salary adjustments for all other positions will be made by the employee's immediate superior with approval by the City Manager and the City Council. 5. SALARY ADJUSTMENTS FOR INDIVIDUALS IN THE EXECUTIVE MANAGEMENT Salaries for newly appointed managers normally will fall within the range of five percent (5%) to twenty-five percent (25%) below the grade control point based on the qualifications of the employee. The first salary increase review for new Executive Management appointees will occur six (6) months after appointment. After the initial increase, employees will receive performance and salary reviews in July. Under normal conditions, depending on performance, new Executive Management appointees should achieve the working salary range (+/- five percent (5%) of the grade control point) within three years. Specific compensation recommendations for each manager must take into consideration both positive and negative factors in each element of the performance compensation system and how significant those factors are in the overall rating of the manager. The reasons underlying each manager's overall rating may differ from manager to manager, however, a manager who has been employed by the City for three years or more and whose performance has been rated as accept- able (i.e. approximately 3 on the performance appraisal) can expect to receive compensation at or about the control point. Managers performing above or below acceptable levels can expect to have their compensation adjusted above or below the control point (respectively) at the sole discretion of the City Council. The following provides an indication of where a person can expect to have his/her salary placed in the salary range for each level of overall performance rating. Perfor- mance Character- istics 1 2 3 Person's performance is inade- quate. Does not meet department or individual dual goals goals Seldom Performs performs acceptably; acceptably; meets over meets few 50% of department department or indivi- and indivi- dual goals 4 5 Performs Performs at more than consistently acceptable above acceptable level; meets level; meets or most depart- exceeds depart- ment and ment and indivi- individual dual goals goals Placement in salary < Control Point range 6. EXECUTIVE MANAGEMENT PERFORMANCE PACKAGE The program has three interrelated components: program management plan, personal achievement plan, and performance appraisal. Taken together, they form a program to improve management performance through the identification, establish- ment and monitoring of departmental and personal objectives and by instituting a supportive motivational system to provide timely and constructive feedback on departmental and individual manager performance and corresponding rewards for performance. 1. Program Management Plan--The Program Management Plan looks at the 'big picture" and consists of periodic review of the nature and quality of the services and operations of the program directed by each manager. The Program Management Plan is reviewed at least semiannually. Because of the City Manager's access to data on departmental performance, the City Manager should take the lead on this review with input from the City Council. While monitoring departmental performance is good management practice in and of itself, it is also a key element in appraising department head performance. The two are inextricably interwoven and the inclusion of this element in the Executive Management performance package is intended to fix responsibility for departmental performance with the department head and acknowledge his/her major contributions to that performance. 2. Personal Achievement Plan--Each manager is asked to make specific contri- butions to improvement of the department organization as a whole and/or him or herself. These written objectives (usually no more than five) are established at the beginning of the fiscal year after discussions among the City Council, City Manager and department managers. 3. Performance Appraisal--The third element of the Executive Management Performance Package is the performance appraisal process. Each manager will be appraised formally on an annual basis. A behaviorally-anchored rating system is established. Council members and the City Manager, where appropriate, will complete the EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL form (see Attachment #2) on each manager in accordance with the provisions of the EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL MANUAL (see Attachment #1). The City Manager will consoli- date and summarize results which will be communicated to each manager in a performance appraisal review session. Results from the Program Management Plan and the Personal Achievement Plan will be discussed during the session and the three elements will form the basis for each manager's annual compensation recommendations. In addition, a semi-annual progress review session with each manager will be held. The diagram below depicts the relationship among the three elements of the management performance package and compensation: CITY OF SOUTH SAN FRANCISCO Realtionship Among Key Performance Subsystems City Budget -> Program Management Plan Personal Achievement Plan Performance Appraisal Compensation Recommendations -4- CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL MANUAL TABLE OF CONTENTS Introduction ..................................................... The Purpose of Performance Appraisal ............................. Goals of the City of South San Francisco Performance Appraisal System ..................................... Appraisal Schedule ............................................... Recordkeeping .................................................... Who Will Do the Appraising ....................................... Development of Performance Appraisal Criteria and Standards .................................................... Avoiding Rater Errors ............................................ Planning and Conducting the Performance Appraisal Review Session .......................................... Appraisal Review ................................................. Page 11 EXECUTIVE MANAGEMENT COMPENSATION SYSTEM September 12, 1984 APPENDIX "B" ATTACHMENT #1 CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL MANUAL INTRODUCTION This manual presents a practical approach to employee performance appraisal. Most managers readily agree that the regular and frequent appraisal of an employee's performance is one of the most effective ways to achieve and maintain high quality performance. %he problem is how to develop an appraisal system that is equitable and workable. This manual contains straight-forward steps for developing and utilizing such a system. The major issues surrounding the performance appraisal process are: ~ The purpose of performance appraisal ° The goals of the City of South San Francisco performance appraisal system o Appraisal schedule (frequency of evaluations) ° Recordkeeping ° Who will do the appraisal ° Development of the performance appraisal criteria and standards ° Avoiding rater errors o Planning and conducting the performance appraisal session ° Appraisal review The approach to performance evaluation described in this manual will assist raters in evaluating the performance of their employees by providing both raters and ratees with specific performance criteria and standards. These criteria and standards will ensure .that all employees are aware of the performance standards which apply to each of their jobs. Moreover, specific rating criteria make the performance evaluation process itself easier since raters and ratees know in advance what the rating criteria are and what differentiates between good and poor performance. THE PURPOSE OF PERFORMANCE EVALUATION Performance appraisal should be more than a paperwork exercise, it should: Improve performance in the job currently held. This suggests that the performance appraisal need not stop with an examination of performance during the past review period. It allows the super- visor and subordinate to prepare a plan for future action. -1- 2. Develop people in two ways: A.Provide the organization with people qualified to move into higher positions as they become vacant. B.Help the individual who wishes to acquire the knowledge and ability to become eligible for a higher position. 3.Answer two questions of concern to almost every employee: "How am I doing?" and "Where do I go from here?". A good form is not enough to accomplish the results listed above. Evaluation requires continuous observation by the rater plus an analysis of employee actions and firsthand knowledge of the employee and his/her work habits. Performance appraisal is not a once-a-year activity. It must be a continuous process with frequent feedback and observation, all culminating in the formal performance review. A good appraisal process assures that there are no surprises during the formal review session. There are significant advantages to the individual supervisor who perceives performance appraisal as a continuous process: 1.The employee knows in advance the basis on which he/she is going to be appraised. 2.The rater and employee both agree on what the employee's job really is. 3. Appraisal takes place within the supervisor-employee relationship. 4. Regular feedback has a self-correcting characteristic which helps people set realistic, yet challenging, goals. 5. Training needs can be clearly identified. 6. As a total process, the appraisal deals with the employee's ability to: A. See organizational problems; B. Devise ways of attacking them; C. Translate ideas into action; D. Incorporate new information; E. Carry plans through to completion. GOALS OF THE CITY OF SOUTH SAN FRANCISCO PERFORMANCE APPRAISAL SYSTEM There are several primary reasons for having any performance evaluation system: 1. To evaluate an individual's job performance. 2. To communicate to that individual information on how he/she is performing on the job. 3. To maximize that individual's performance. -2- In selecting this particular system of behaviorally-anchored performance appraisal, the City aims: 1. To evaluate individual job performance based upon performance standards agreed upon by the supervisor and the employee. 2. To improve communication and feedback between the supervisor and the employee with regard to job performance. 3. To identify what needs to be done to improve the employee's performance, and spell out the steps that can be taken to improve performance. 4. To improve the possibilities for effective recruitment, selection, placement, utilization and training of personnel. 5. To provide the individual employee with opportunities to attain personal career goals and to achieve personal satisfaction on the job. In addition, by changing to a behaviorally-anchored performance evaluation system, the City hopes: 1. To assure that formal, written evaluations will be made at least annually in a timely manner. 2. To even out the differences among raters (see section on Central Tendency and Leniency Errors). 3. To make appraisal easier for the rater. 4. To make appraisal more reliable and useful from the standpoint of the ratee, the rater, and the City in general. APPRAISAL SCHEDULE Informal performance appraisals occur on an almost daily basis for most employees. Every time a supervisor tells an employee that he/she did an out- standing, acceptable or unsatisfactory job, informal evaluation has occurred. Formal evaluations refer to those times when a written performance appraisal is produced and reviewed with the employee~ Most supervisors find that this process of writing the review, meeting with the employee to discuss the appraisal and setting some performance goals takes one to three hours per employee. For formal evaluations, the minimum requirements for employees covered by this appraisal system are as follows: 1. New Employees: Between the end of the third month and end of the fifth month following appointment. After the initial appraisal, employees are appraised annually. 2. Existing Employees: Each year prior to July 1st. ~ - RECORDKEEPING Raters who rely totally on their memories for the facts and figures that go into a performance evaluation for a particular employee may leave out important data. For this reason, some raters make notes during the appraisal period prior to the review session. If notes are used, they should be shared with the employee and destroyed or attached to the appraisal form at the time of the review session. Completed appraisals are filed in the employee's official personnel file for future reference by the employee or rater. WHO WILL DO THE APPRAISAL The City Council will rate the performance of each Department Head and the City Manager and the City Attorney. All other employees will be evaluated by the' employee's immediate superior with final approval by the City Manager. The City Manager will also assist the City Council to accumulate and summarize indi- vidual ratings for managers and will generally coordinate the appraisal process. Because the City Council does not observe managers on a full time basis, it is especially important that raters indicate a "Not applicable or no opportunity to observe" for those aspects or criteria which he/she cannot rate. DEVELOPMENT OF PERFORMANCE APPRAISAL CRITERIA AND STANDARDS In developing and establishing performance criteria and standards, the following questions were addressed: 1. On what specific things, areas of performance, products, or results should a particular person be evaluated? The answer to this question resulted in fifteen (15) specific rating criteria, which reflected the more important aspects of a job. For each of the criteria developed in response to question one, three additional questions were addressed: 1. What is satisfactory performance on this criterion? 2. What is outstanding performance on this criterion? 3. What is unsatisfactory performance on this criterion? The answers to these questions speak to specific behaviors and results rather than describing behavior as "Outstanding", "Exceeds Expectations", etc. (How can an employee "Exceed Expectations" if the expectations have not been defined?). In developing both the.criteria and the behavioral statements under the process outlined above, it was important to focus on actual job performance and avoid subjective areas such as personality, attitudes, loyalty and related traits that cannot be directly observed and, therefore, require interpretation by the rater. -4- AVOIDING RATER ERRORS Any attitude, tendency to respond in a certain way, or inconsistency within the rater will detract from accurate performance evaluation ratings. The rater (supervisor) may or may not be aware that he/she is making an error. Psychological research has determined and named the most common rater errors as: Halo effect, horns effect~ central tendency, positive leniency, negative leniency, similar to me, and contract effect. These errors can be committed by anyone. Listed below are descriptions of the errors and some ways to avoid them: 1. Halo Effect & Horns Effect: The halo effect is the tendency to generalize from one specific employee trait or behavior to other employee characteristics. For example, a person who is always willing to help other workers may receive a higher rating than he or she deserves in areas not related at all to willingness to help co-workers. Or, the person who has recently solved an important departmental problem receives high ratings on every criterion being rated because of the recent success in problem solving. The halo effect tends to blind the rater to shortcomings in the person being rated. The horns effect blinds the rater to strengths in the person being rated. For example, a person who consistently argues with his/her boss over job assignments may be rated down in all areas of job performance because of their argumentativeness. Or, a person with an unpleasant personality receives low ratings on every criterion because they are difficult to get along with. Some ways to reduce the halo/horns effect include: A. Ask yourself if the person being rated has done anything particularly good or bad in the last few months. B. Ask yourself if the person being rated has a very pleasant or unpleasant personality. C. Maintain accurate records of employee's performance. D. Be thoroughly familiar with all the rating criteria. Know how the criteria differ from each other and why they are important for the job. 2. Central Tendency and Leniency Errors: The central tendency error occurs when the rater does not use either end of the performance evaluation scale. This results in most, if not all, of the ratings falling into the middle of the scale. The central tendency error is most likely present when 90% or 100% of the ratings are in the middle category. Positive and negative leniency refer to the rater's frame of reference. Positive leniency is the tendency to be overly easy in rating by giving too many high ratings. Negative leniency refers to the tendency to be too severe, giving too many low ratings. If more than 25% of the ratings are in the top two -5- rating categories (Outstanding), the rater may be rating too easily. If more than 20% of the ratings are in the bottom two categories (Unsatisfactory), the rater may be rating too harshly. (It is not an error, however, to give either high or low ratings when those ratings are deserved.) Some ways to reduce central tendency and leniency errors include: A. When giving a rating of "Meets Job Standards", ask yourself if the rating is based on actual performance. B. Remember that most employees will fall into either the second or the fourth of the five rating categories for at least a few of the criteria. C. Remember that few employees are either Outstanding or Unsatis- factory at everything. D. Compare ratings with the ratings given by other raters in the work unit. If ratings are consistently higher or lower than those of others, a leniency error may have been committed. 3. Similar to Me and Contrast Errors: The "similar to me" error refers to the tendency to give slightly higher ratings to persons who are similar t.o the raters in attitudes, education, income, interests, etc., than to persons who are not similar. This error becomes more important as the differences between the rater and the ratee increase. If the rater rates in terms of a stereotype, a "similar to me" error is probably being made. The contrast error takes a number of different forms. It occurs when the employees are rated relative to each other rather than on the basis of the performance standards. For example, if both Mary and John are "outstanding" in their report writing skills, with Mary being better than John, a contrast error would be to give Mary the "outstand- ing rating and John the next lower rating even though he deserved the "outstanding" rating too. Another example would be rating employees lower than they should be rated because they are different from the rater in terms of attitude, sex, race, interests, etc. Some ways to reduce "similar to me" and contrast errors include: A. Avoid cataloguing peoPle. Ask yourself if the person is being rated as a particular employee or based upon a stereotype for a whole class of people. B. Resist the urge to return to employees who have already been rated and change their ratings because the standards have changed since the rating was given. Employees should be rated against fixed standards and not against each other. C. Study the ratings given to determine if higher ratings are being given to employees who are similar to the rater. Be particularly alert for this problem if the employee being rated is a good friend. D. Study the ratings to see if lower ratings are being given to employees who are very dissimilar to the rater or who are disliked by the rater. PLANNING AND CONDUCTING THE PERFORMANCE APPRAISAL REVIEW SESSION Even the best designed performance appraisal system cannot quiet the fear that most people have about being evaluated. Since the objective of the performance review session is communication, it is important for the appraiser to plan and conduct the session with great care. Planning for the performance review session involves six steps: Interview, preparation, interview initiation, interview structuring, interview communication, interview planning and interview closing. 1. Interview Preparation: This refers to the "homework" the rater must do before the review session. This homework includes reviewing the perfor- mance criteria and standards, studying any records on performance that have been kept, assessing performance on the Program Management Plan and the Personal Achievement Plan. 2. Interview Initiation: This deals with those verbal and non-verbal inter- actions which occur during the first few minutes (even the first few seconds) of an appraisal interview. Research has shown that the first five minutes of an interview often set the tone for the entire session - discomfort created early may be impossible to overcome during the session. The interview will get off to a good start if the rater: A. Shows concern for the physical setting. B. Expresses concern for the employee's comfort (for example, offer a cup of coffee). C. Conveys warmth and receptiveness. Some things the rater can do: A. Make sure the employee was told about the review session at least a day or two in advance. B. Make sure that the review session is conducted in private. C. Move from behind the desk. A small table, or a couple of chairs located away from the desk, is desirable. If such a setting is not possible, sit on the same side of the desk as the ratee. D. Strive for a level of informality (but not too informal) since this will facilitate communication. Of particular importance is putting the employee at ease. One of the most effective ways to do this is to tell the employee immediately the purpose of the review session, namely, the joint discussion of how things are going on the job. 3. Interview Structure: This refers to supervisor behaviors that let the employee know how the situation he/she is facing will be structured. Four specific concepts should be communicated: A. The goals and uses of performance appraisal in the City of South San Francisco's personnel system. B. The specific objectives of this review session. Usually the objec- tives include one or more of the following: 1. Specific feedback on performance. 2. Discussion of general issues or concerns about job performance. 3. Discussion of opportunities for growth or improvement. 4. Formulation of an employee development plan. C. The outline of the review session and the actual events that will occur during the review session. D. The role that the rater will take (that is, will the rater be doing most of the talking, or does the rater want the employee to do most of the talking, etc.). Some things the rater should and should not do: A. Don't assume the employee knows how performance appraisals are used in the personnel system. Explain/review the actual uses of performance appraisal with each and every performance review. B. Note the time periods under discussion. For example, the rater might be reviewing performance for the last six months. C. Specify the extent to which the session is to be a mutual planning session. Many raters have found it helpful to write an outline of the points they wish to cover during the review session. 4. Interview Communication: This occurs throughout the reveiw session, but it is important enough to consider separately. As much as 70% of the meaning of a communication is imparted by means other than words. Voice pitch, volume, stress on certain words, body posture, and facial expression supplement (or even change) the meaning of the words used. There are specific skills that must be practiced regularly to ensure quality communication. These skills are listed below: A. Attending: This skill refers to behaviors that show the employee that the rater is, in fact, listening to what he or she is saying. Some things the rater can do to show that he/she is attending are: 1.Maintain eye contact (not a stare). Look directly at the employee when speaking and listening. 2.Maintain a relaxed posture. This can convey to the employee that the rater is comfortable. 3. Make verbal statements that "follow" what the employee has said. In other words, the rater's statements should be consistent with the topic that he/she is discussing. 4. Try not to interrupt the employee. 5.Throw the ball to the employee and ask how he/she feels things are going on the job. Then listen. B. Facilitating: This skill includes behaviors designed to make commun- ication flow more smoothly. By facilitating the rater is helping the employee to say more about a particular topic, to give more specific examples, and so on. Some things the rater can do to facilitate are: 1. Make specific verbal invitations that encourage the employee to state a position or to explore further a stated position. Some facilitating statements or expressions might be: - "Can you say more?" - "Would you elaborate?" - "I'd like to hear more about that." 2. Make specific non-verbal invitations to encourage the employee to talk, such as head nods, eye contact, leaning forward, narrowing physical distance. It is inappropriate to argue or strongly state an opinion when trying to facilitate communication. Doing so will disrupt, if not cripple, the communication. If the employee does express some concerns or does discuss some areas with which the rater agrees or disagrees, the rater can take notes during the interview so that he/she will be sure to return to the points later in the interview. C. Paraphrasing: This skill involves brief restatement by the supervisor of some prior verbal communication made by the employee. The restatement communicates the same meaning in fewer words. By paraphrasing, a number of things are accomplished: 1. The employee is assured that the rater is following the conversation (attending) in terms of thoughts and feelings. 2. The employee's thoughts are condensed or presented in a more concise way. 3. The rater is providing feedback to confirm that he/she understands what is being said by the employee. The rater should attempt to paraphrase virtually every major point made by the employee. D. Clarifying: During the performance review session it is likely that the employee will express some incomplete thoughts, will have difficulty expressiDg some thoughts or will say things the rater doesn't understand. Clarifying statements are specific verbal invitations on the rater's part that admit a lack of understanding about the employee's communication. Some examples of clarifying statements and questions include: - "I'm confused." - "I'm not sure I understand." - "I need more information about that." - "Can you give me an example?" It is. important to note that the emphasis here is upon "I" statements as opposed to "YOU" statements. Saying "I'm confused" has a far more positive effect on the employee than "You're confusing me." The first statement is an invitation, whereas the last statement is more of an accusation. E. Feeding Back: To this point in the review session the communication focus has been on encouraging the employee to talk while the rater concentrated on attending to the employee's communication, facilitating, paraphrasing, and asking for clarification. In actual practice, feeding back occurs throughout the interview. It includes statements by the rater related to the employee's performance during the review period. As the rater gives feedback, he/she should be sure to: 1. Describe employee behaviors. Feedback should refer to specific behaviors. Good feedback does not make assumptions about the employee's attitudes. 2. Identify specific critical incidents. Indicate what happened, when it happened, where it happened,'and the outcome of the incident. Also the rater should provide the employee with infor- mation about how often the behavior has been observed. 3. Address previously agreed-upon goals. Focus feedback on those aspects of job performance where goals have been established. 4. Focus on important job dimensions. Don't deal with minor infrac- tions of little significance. The time to discuss those problems is when they occur and then forget them. 5. Give recognition for desirable performance which the rater would like to see continued. 6. Reiterate the previously established performance criteria and standards. 7. Check and clarify to insure clear communication. Good feedback calls for a mutual exchange to be sure the communication is understood. 5. Interview Planning: Once the employee's past performance has been dis- cussed, the focus should shift to the future. What will or can be done to maintain or to improve performance in the next review period? Perfor- mance improvements are likely to occur only if specific plans are developed and specific goals are set for achieving the desired performance. Research has shown that the planning process is more effective if the employee is involved in it. With this in mind, the rater might even ask the employee to develop a plan for achieving the desired performance objectives. 6. Interview Closing: The interview can be considered finished only when the employee has the following information: A. Concerning Past Performance: 1. What objectives (employee behaviors) were seen as important? 2. How well did the employee perform in meeting the objectives? 3. What criteria and standards were used to evaluate the employee's performance? 4. How well did the employee perform in meeting the standards? B. Concerning Future Performance: 1. What objectives (employee behaviors) will be seen as most important? 2. What criteria and standards will be used to evaluate the employee's performance? 3. What specific goals will the employee strive to aahieve? C. Areas of Agreement: 1. If performance has met standards, what will be done to maintain that level of performance? 2. If performance has not been acceptable, what will be done to improve performance? Who will do it? When? 3. If further employee development is an objective, what will be done to ensure this development? Who will do it? When? D. Areas of Disagreement: 1. How will these be resolved? Many supervisors have found it is best to have the employee summarize the points listed above since it is all too easy for the boss to do the summarizing with the employee nodding his/her head in agreement and then leaving the review session without a clear understanding of What was discussed or agreed upon. Summary: Performance Appraisal Checklist: A number of specific suggestions have been made for improving the overall quality and effectiveness of employee performance appraisals. In this summary, these suggestions have been arranged in order of their occurrence in the evaluating process. Four major time segments are used and raters can use the checklist below as a reminder during all phases of the performance appraisal process: 1. Events that occur prior to the performance evaluation review period: Assure that employee has a copy of the criteria, standards, objectives and goals. Insure that departmental program management plans are complete. Establish Personal Achievement Plan. 2. Events that occur during the performance evaluation review period: Observe employee performance. Maintain notes on performance. Provide feedback on a continuing basis through informal evaluation. Monitor progress for performance objectives and goals. 3. Events that occur immediately before the face-to-face review session: Advise employee that the session is pending. Review notes related to employee's performance. Rate employee on all applicable criteria. Plan for specific corrective and/or developmental actions. 4. Events that occur during the face-to-face employee feedback/review session: Select a private setting. Involve employee and solicit employee comments. Set performance goals for the next review period. APPRAISAL REVIEW If there are no unresolved differences in the appraisal content after the revi session has been completed, the appraisal form will be forwarded to the employee's personnel file. -END- -11- CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL NAME TITLE FROM (PERIOD COVERED) TO DATE OF HIRE NO OF YRS IN POSITION APPRAISER' S NAME DATE OF APPRAISAL: APPRAISER'S TITLE The purpose of this performance appraisal scale is to provide you with an objective way of evaluating the performance of managers. The rating scales which follow have been designed to help you rate performance in areas which have been consistently identified as important aspects of the manager's job. The rating process is simple. One criterion and its definition is listed on each page. Keep the definition of the criterion in mind when rating the person. For each criterion there is a list of behavioral statements, which have been numbered "0" through "5". Place a check mark beside each statement that applies. Then before going on to the next page, circle the number of the group of statements which most nearly describes the employee being rated. For some criteria, you will notice that there are no behavioral statements for "5" (outstanding) and "1" (unsatisfactory). When this occurs, read the statements for "4" or "2". If you find the person's performance exceeds behavior as described in "4", circle "5" for outstanding performance. If you find the person's performance is below behavior as defined in "2", circle "1" for unsatisfactory performance. Keep in mind that you are rating each person by describing how well the person typically performs each job aspect, and that the job performance examples are to give you an idea of the behavior represented. EXECUTIVE MANAGEMENT COMPENSATION SYSTEM September 12, 1984 APPENDIX "B" ATTACHMENT #2 CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 1 CRITERION ONE - ORAL COMMUNICATION DEFINITION: This element involves clear expression of thoughts and ideas; ability to listen and share information; understanding replies or directions from others. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN ORAL 4. COMMUNICATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN ORAL COMMUNICATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN ORAL COMMUNICATIONS. COMMENT S: Be e l, De Verbal presentations to Council receive frequent praise. Volunteers to give oral presentations. Facilitates at staff meetings to keep discussion on the subject. Poised and at ease when speaking to a group. Skilled in getting others to participate in meetings. Asks questions when unclear about assignments or projects. Listens before responding. Presentations contain major aspects of subject material. With advance notice and preparation time, can make a clear presentation. Does not interrupt when others are speaking. Reacts impatiently when communication is not understood by others. Contradicts him/herself when speaking. Mumbles when speaking and has to repeat him/herself. Gives lengthy involved answers to simple questions. Tends to avoid oral communications whenever possible. Talks "big" but rarely follows through; has no credibility. Confuses people and complicates projects with unclear directions or explanations. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 2 CRITERION TWO - WRITTEN COMMUNICATIONS DEFINITION: This element involves composition of reports, letters, memos, proposals and other documents; use of principles of writing such as clarity, brevity, accuracy and logic. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN WRITTEN 4. COMMUNICATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN WRITTEN COMMUNICATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN WRITTEN COM>fUNICATIONS , , · De Has received recognition for writing within his/her field. Assists others in'writing reports. Volunteers to take on special staff report assignments. Some of the best reports come from his/her staff members. Written material is neat in appearance. Written material contains reference to supporting documents and data. Reports are both factual and understandable. Gathers necessary information before writing reports. Central issues of reports get lost in the verbiage. Reports are too brief to understand the issue. Reports must be read several times for clear understanding. Written reports require additional oral comment for clarity. Tends to avoid written communication whenever possible. Information in reports is often not accurate. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE COMMENTS: CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 3 CRITERION THREE - DECISION MAKING DEFINITION: This element involves application of logic and decision-making principles; selection of a decision from among the options; effects of decisions; sharing the decision with others as appropriate; following through with decisions. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED OUTSTANDING IN DECISION-MAKING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN DECISION-MAKING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN DECISION- MAKING e . , , De Makes correct decisions under constant and intense pressure. Consistently makes decisions which are clear-cut and supported by facts. Takes responsibility for the outcome of all his/her decisions. Encourages participation by those who will be impacted by a decision. Decisions are logical and usually have everyone's support. Decisions are timely and he/she does not procrastinate. Decisions are usually workable. Acts on simple problems quickly and decisively. Follows through to be sure that his/her decisions are implemented. Makes decisions, but does not communicate them. Vacillates and has difficulty arriving at a decision. Won't make a decision without supervisor's assistance. His/her staff seek other sources when a decision needs to be made. Avoids decisions and waits for someone else to make them. Confuses people by consistently reversing decisions. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. COMMENT S: CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 4 CRITERION FOUR - LEADERSHIP DEFINITION: This element involves the amount and type of influence upon staff or supervisors; amount of influence upon work standards, styles and priorities; availability and accessibility to staff; setting and enforcing standards for quantity and quality of work. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED OUTSTANDING IN LEADERSHIP THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN LEADERSHIP THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN LEADERSHIP COMMENT S: . . . · . O· Is recognized as a leader throughout the organization. His/her staff are identified as among the top performers in the organization Communicates a clear set of values to employees. Sets and enforces high, yet attainable work standards. Employees under his/her leadership are frequently sought out for promotions. Generates enthusiasm in the work unit. Discusses objectives, programs and results with employees regularly. Is available and accessible to his/her staff. Is influential in getting a job done. Schedules regular staff meetings. Does not accept below standard work. Discourages independent judgment on the part of his/her staff. Leadership is challenged by his/her staff through increased grievances. Makes policy decisions and does not follow through on enforcement. Staff members question most of his/her decisions. Most of his/her efforts appear to be survival oriented. Allows gross exceptions to established principles, rules and regulations. His/her staff continually fail to meet work standards. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 5 CRITERION FIVE - ORGANIZING, COORDINATING, SUPERVISING DEFINITION: This element involves organization and coordination of people and resources to get a job done; scheduling and assigning tasks to and getting results from employees; coordination of own plans with those of others; development of systems to improve work methods. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN ORGANIZING, 4. COORDINATING, AND SUPERVISING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN ORGANIZING, COORDINATING AND SUPERVISING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN ORGANIZING, COORDINATING AND SUPERVISING Be 0 l, De Plays a leadership role in coordinating work across departmental lines. Can handle a variety of ongoing projects successfully. Is frequently asked to organize and coordinate special projects. Quickly organizes confused, difficult situations; gets things back to normal. Provides clear direction on key issues. Directs people and resources to meet deadlines. Develops plans and schedules for staff that are usually adhered to. Sets realistic deadlines for him/herself and others. Routine matters are efficiently handled by his/her staff. Action plans are clearly known by everyone involved. Asks too little or too much from his/her staff. Does not coordinate his/her own plans with those of others. People are unclear about their roles in his/her projects. Loses sight of objectives and gets wound up in the process. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. COMMENT S: CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 6 CRITERION SIX - CREATIVITY/INNOVATION DEFINITION: This element involves originality of ideas; being curious about and questioning even the "obvious"; inventiveness and imagination in solving problems or developing new procedures; generating new and unusual ideas; stimulating and encouraging others to develop new ideas; resourcefulness. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN CREATIVITY/ INNOVATION 4. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN CREATIVITY/INNOVATION THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN CREATIVITY/ INNOVATION COMMENT S: , · le De Provides resource support and encouragement for new ideas. Ideas frequently lead to breakthroughs. Frequently introduces new ideas which are successfully implemented. Uses unconventisnal, non-conforming means to solve problems. Skilled at identifying simple solutions to unique problems. Finds ways to make unpopular tasks more interesting. Supports good efforts on new ideas even if they sometimes fail. Usually listens to what initially sound like "crazy" ideas. Brings order and meaning out of chaos and confusion. Encourages staff to experiment and try new ideas. Tends to be conventional and conforming; doesn't like to "rock the boat". Displays a lack of confidence and low self-esteem. Continues to do things the way they were done "twenty years ago". Avoids any experimentation in projects or processes. Finds fault with techniques or procedures, but does nothing about them. Discourages diversity of opinion. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 7 CRITERION SEVEN - PUBLIC CONTACT AND SERVICE SKILLS DEFINITION: This element involves the image one projects of the department; the amount of assistance given to outside persons and groups; honesty, tact and courtesy extended to citizens; awareness of and sensitivity to community needs and attitudes. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED OUTSTANDING IN PUBLIC CONTACT AND SERVICE SKILLS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN PUBLIC CONTACT AND SERVICE SKILLS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN PUBLIC CONTACT AND SERVICE SKILLS · e , · le O· Receives unsolicited letters of thanks and commendation for the way he/she handled projects or problems. Places a high priority on providing consistent, quality services. Functions well within a diverse group of community organizations. Will postpone personal plans to attend community meetings. Treats all members of the public with respect. Meets the needs of the community as identified in departmental programs. Does not show favor to any one individual or group over another. Answers questions from the public to the best of his/her ability. Responds to requests from the public as quickly as possible. Insists that anyone wishing to see him/her make an appointment. Inconsistent in enforcing City policies when dealing with the public. Does not seek information about community needs. Makes derogatory comments about the public to other staff members. Frequently argues with members of the public. Uses foul, abrasive language when dealing with the public. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. COMMENTS: CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 8 CRITERION EIGHT - JOB KNOWLEDGE DEFINITION: This element involves knowledge of technical aspects of the job; knowledge of work area and responsibilities; knowledge of City policies and procedures and their application; keeping skills and knowledge current. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN JOB KNOWLEDGE 4. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN JOB KNOWLEDGE THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN JOB KNOWLEDGE COMMENTS: , e · De Recognized by peers as an expert in his/her field. Other people use him/her as a resource person. Meets or exeeds his/her job description responsibilities. Frequently sought out for advice. Has an ongoing program of self-improvement to expand job related knowledge. Can readily and easily answer questions relating to his/her specific job. Keeps current on technical information, Reads instructions/directions before proceeding with assignments. Attends organizational meetings at which new procedures/policies are presented. Asks questions when in doubt regarding application of policies. Attends all mandatory job-related training. Inappropriately applies City policies to specific circumstances. Has no program for keeping skills current. Cannot perform his/her job tasks satisfactorily without a lot of assistance. Lack of job knowledge results in costly mistakes. Guesses at answers when in doubt and does not admit to lack of information. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 9 CRITERION NINE - WORKING WITH OTHERS DEFINITION: This element involves amount and quality of cooperation offered to other workers; contribution toward a productive, friendly atmosphere in the work area; adherence to policies of the department; participation in teamwork situations. THESE STATEMENTS DESCRIBE .' 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN WORKING WITH 4. OTHERS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN WORKING WITH OTHERS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN WORKING WITH OTHERS COMMENTS: · · l· O· Volunteers to help others achieve objectives while maintaining his/her own objectives. Cooperates and participates in new projects, even if his/her workload increases. Carries more than ~his/her share of the collective workload. Participates and contributes to discussions at City Council and departmental meetings. Treats his/her staff members and coworkers with respect. Assists others when asked, but doesn't usually volunteer. Makes an effort to reconcile any disagreements with others to keep the work unit running smoothly. Contributes very little to meetings. Criticism of staff is personal and he/she often discourages staff participation in projects. Frequently responds to requests for help with "that's not my problem". Disregards departmental procedures and policies most of the time. Does not address him/herself to concerns outside area of responsibility. People avoid him/her when they need to get a job done. Cannot be counted upon to assist in emergencies. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 10 CRITERION TEN - INTERPERSONAL SKILLS DEFINITION: This element involves the quality of interactions including clarity and timeliness of communications, responsiveness and sensitivity to the needs of others, willingness and ability to confront conflict situations, effectiveness in giving and receiving feedback, open expression of feelings. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN INTERPERSONAL 4. SKILLS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN INTERPERSONAL SKILLS THESE STATEMENTS DESCIRBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN INTERPERSONAL SKILLS COMMENTS: , , le De Criticism of others is job-related, constructive, and nonpersonal. He/she is well-liked and respected by almost everyone. Has a sense of humor and maintains it under most trying circumstances. Does not interfere with staff's personal problems, nor give advice. Maintains an open-door relationship with staff members. Few problems result from his/her interaction with the public. Handles grievances effectively. Imposes his/her personal standards on others. Reacts defensively when given negative feedback. His/her work unit has a high employee turnover due to resignation. Brings his/her personal problems to the job and lets them get in the way of completing work. Allows conflicts to continue with no attempt to resolve them. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE AppRAIsAL SECTION I Page 11 CRITERION ELEVEN - CITY COUNCIL RELATIONS DEFINITION: This element has to do with all phases of the relationship between department managers and City Councilmembers including anticipation of community needs and problems, presentation of information and policy alternatives, implementation of Council policies and day-to-day informal relationships. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED OUTSTANDING IN CITY COUNCIL RELATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS FOR CITY COUNCIL RELATIONS THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN CITY COUNCIL RELATIONS COMMENT S: · · · · l· De Openly and enthusiastically engages Councilmembers in discussion of City business. Anticipates Council questions and concerns. Is responsive to Council requests for information. Provides complete, accurate and timely reports to City Council. Implements policy direction in a thorough manner. Provides alternatives and options for Council decision. Usually makes good oral presentations to Council. Keeps Council informed about current issues. Listens to Councilmembers. Follows up on items raised by Councilmembers. Promises action but often does not deliver. Becomes defensive and makes excuses about incomplete or overdue work. Tends to avoid Councilmembers. Misses most deadlines. Is publicly disrespectful of Councilmembers. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 12 CRITERION TWELVE - EMPLOYEE DEVELOPMENT DEFINITION: This element involves maintaining high performance by taking or initiating growth training; setting realistic objectives for employees; providing guidance and counseling; conducting effective performance evalua- tions; assisting employees with career planning. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN EMPLOYEE 4. DEVELOPMENT THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN EMPLOYEE DEVELOPMENT THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN EMPLOYEE DEVELOPMENT COMMENTS: , . · O. Advocates the allocation of resources for employee development. Encourages career advancement even if he/she loses a good employee to another department or organization. Spends extra time teaching and training new employees. Appraises employees on an ongoing basis, not just at specified times. Submits regular performance appraisals as required. Points out negative as well as positive performance in employee appraisal. Employee appraisals are a joint project with each employee. Provides employees with literature on current courses in job-related areas. Appraisals do not result in any improvement of employee's weak points. His/her staff seldom qualify for promotional vacancies. Gives employees feedback only through yearly performance appraisals. Complains openly about the incompetent people on his/her staff. Refuses to allow employees to participate in employee development unless required to do so. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 13 CRITERION THIRTEEN - INITIATIVE DEFINITION: This element involves willingness to attack problems, challenge the status quo; assertiveness and self-motivation; amount of personal responsibility taken for completion of work; commitment to goals when extra effort is required; quality of extra effort and results produced; work progress without complete supervisory direction. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE.USUALLY RATED OUTSTANDING 'IN INITIATIVE 4. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN INITIATIVE THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN INITIATIVE · · l, 0 Willing to tackle any job or problem that comes up. Takes on new projects outside his/her specialized area. Makes extra effort to meet goals despite barriers. A "self-starter" who carries thr6ugh jobs on own initiative. Seldom suggests new ideas, but tries them out when initiated by others. Needs only occasional pushing to take on new responsibilities. Does assignments to the best of his/her ability. Completes jobs even without specific guidelines and instructions. Does only what he/she is directed to do and nothing more. Usually leaves routine/unpopular tasks for others to do. Stops working on projects when frustrated and makes no effort to explore alternatives. Neglects work that he/she is not interested in. Requires almost total guidance to get anything done. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. COMMENT S: CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 14 CRITERION FOURTEEN - PROBLEM SOLVING DEFINITION: This element involves specific definition of the problem; assembly of available information, data or facts; review, analysis and evaluation of the information; formulation of alternatives. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED OUTSTANDING IN PROBLEM SOLVING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN PROBLEM SOLVING THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN PROBLEM SOLVING COMMENT S: 5, . · e l, De Grasps facts and situations quickly and completely and successfully acts on them. Anticipates problems and takes preventative measures. Shows creativity and imagination in solving problems. Clearly defines problems and the objectives. Breaks complex problems down into smaller, solvable problems. Solves problems as they arise. Uses a method of problem solving which produces effective results. Solutions are logical and based on facts or sound judgment. Remains objective when solving personnel problems. Acts on simple problems quickly and decisively. Has difficulty identifying problem areas. Avoids dealing with controversial problems within his/her authority. Usually can define the symptoms but not the problem. Is easily defeated when confronted with difficult problems. Ignores problems and waits for someone else to solve them. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. CITY OF SOUTH SAN FRANCISCO EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL SECTION I Page 15 CRITERION FIFTEEN - MANAGERIAL EXCELLENCE DEFINITION: This criterion involves behaviors which constitute managerial excellence. Inspired by the book "In Search of Excellence", behaviors include early identification of problems, quick action, risk taking, promo- ting innovation, utilizing employee resources, articulating and managing in accordance with a strong set of values and developing effective relationships with others. THESE STATEMENTS DESCRIBE 5. PERSONS WHO ARE USUALLY RATED OUTSTANDING IN MANAGERIAL EXCELLENCE 4. THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED AS MEETING JOB STANDARDS IN MANAGERIAL EXCELLENCE THESE STATEMENTS DESCRIBE PERSONS WHO ARE USUALLY RATED UNSATISFACTORY IN MANAGERIAL EXCELLENCE , 2, l, O. Personal accomplishments lead to overall department and organizational success. Provides firm direction to staff on key issues. Has an early warning system to detect problems before they become maj or. Acts quickly to solve problems. Takes the lead in improving relationships with others. Comes through in difficult situations. Listens to employees' ideas and concerns. Articulates a basic management philosophy or set of values. Encourages employees to try new things. Knows what is going on in the department. Emphasizes the need for quality service. Exhibits enthusiasm about the job. Works directly with citizens to determine service needs. Communicates objectives to others. Seldom listens to employees' ideas. Takes refuge behind bureaucratic rules. Does not practice what s/he preaches. Behaves for personal, rather than organizational, gain. Does not take opportunities to gain new knowledge or skills. NOT APPLICABLE OR NO OPPORTUNITY TO OBSERVE. COMMENTS: 0 H' ~ o ~ 0 Er' o {1) o 0 o > c~ [-~ © 0 0