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HomeMy WebLinkAbout88-028COUNTY OF BUTTE, STATE 0F.;CALIF0RN[A Resolufion No. sa-2a WHEREAS, by ordinance adopted June 15, 1976, the Board of Supervisors re-enacted Article VI of Chapter 2 (Section 2-27 to 2-37} of the Butte County Code to provide for the establishment of a Merit System and Personnel System; and WHEREAS, Section 2-28 of Article VI of Chapter 2 of the Butte County Code, as re-enacted, provides that the Board of Supervisors shall by resolution adopt rules providing for the administration of the Merit System and Personnel Program; and WHEREAS, it is the desire of the Board of Supervisors to adopt a formal evaluation program for appointed department heads; and WHEREAS, it is also the desire of the Board of Supervisors to provide compensation to appointed department heads based upon performance. NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors that the appointed department head evaluation and compensation program shall be as follows: APPOINTED DEPARTMENT HEAD EVALUATION AND COMPENSATION PROGRAM Background: The Board of Supervisors' intention in establishing this program is to accomplish the following: (a) Establish a system to assist the Board of Supervisors in more effectively managing county government operations by establishing and monitoring specific departmental goals and objectives; (b) To increase department head accountability for meeting agreed upon goals and objectives; (c) To tie appointed department head salary step adjustments to performance; (d) Establish a system of annually evaluating county appoint department heads%` who serve at the pleasure of the Board of Supervisors; and (e) To provide the Board of Supervisors with a process to insure that the citizens of Butte County are best served by the employment of qualified appointed department heads. ^The at-will status of Chief of Probation, Agricultural Commissioner and County Counsel are subject to various provisions of law. RESOLUTION ES.TABLZSHING THE EVALUATION AND COMPENSATION PROGRAM FOR APPOINTED DEPARTMENT HEADS -z- Application• Classifications covered by this policy include all new appointed department heads and all current appointed department heads. Polite: 1. Frequency of evaluation: (a) Newly appointed department heads. Those department heads newly appointed shall be evaluated at six months after their initial appointment. Thereafter they shall be evaluated as below. (b) Current appointed department heads. Each appointed department head shall be evaluated in not less than the sixty (60) days prior to the annual evaluation cycle as established by the Board of Supervisors. The evaluation shall also include a recommendation concerning approval of a step increase or decrease. (c) Appointed department heads receiving less than satisfactory evaluations shall be re-evaluated in four (4) months. (d) Additional evaluations of an appointed department head may be conducted at any time at the request of three members of the Board of Supervisors. This policy in its entirety shall apply to these additional or special evaluations. 2. Responsibility of conducting performance evaluations: The Board of Supervisors and the Chief Administrative Officer shall evaluate all appointed department heads. The Chief Administrative Officer shall be evaluated by the Board of Supervisors. 3. Administration of the Performance Evaluation Program: The Chief Administrative Officer shall administer the Performance Evaluation Program by directing the following functions: (a) Instructing new departments heads in the requirements of the performance evaluation system; (b) Between evaluations, monitoring how department heads progress in meeting goals and objectives, and respond to requests for modification to established goals and objectives, and make changes as justified; (c) Providing pre-evaluation meetings with department heads which would provide each with an opportunity to review their performance achievements for the evaluation period and set forth goals and objectives for the future year(s); (d) Preparing the initial recommended evaluation of appointed department heads for consideration by the Board of Supervisors; (e) Scheduling appointments for department heads with the Board of Supervisors and recording the results of evaluation meetings; (f) Ensuring the management performance evaluations are filed in department heads' personnel file; -3- (g) Establishing the agenda for meetings of the Board of Supervisors when discussing performance evaluations with participating department heads. 4. Performance evaluation form: Appointed department head shall be evaluated on the county department head performance appraisal form as attached. 5. Evaluation meeting: After development of a recommended evaluation, the Board of Supervisors shall meet with the department head to discuss the evaluation. This meeting shall be a closed session, unless requested to be open by the department head. Based on this meeting, a final evaluation will be prepared and provided to the department head, the Board of Supervisors and a copy shall be filed in the department head's personnel file. Additionally, the Board of Supervisors shall make the threshold decision on whether the department head shall receive a salary increase. 6. Salary setting: A committee of the Chairman and Vice Chairman of the Board of Supervisors, with staff support from the Chief Administrative Officer, shall meet for the purpose of developing a recommendation of the exact amount of any adjustment. This recommendation shall be submitted to the Board of Supervisors and acted upon in public session. The department head shall be advised of the recommendation. 7. Appeal procedure: If a department head is dissatisfied with the evaluation of performance or recommendation for salary adjustment, an appeal may be requested for a closed or open session with the Board of Supervisors to discuss the performance evaluation and/or specific proposed salary adjustment. The Board of Supervisors may, if they so desire, accept, reject or modify the evaluation and recommendation on the department head's salary adjustment. The decision of the Board of Supervisors on any changes to the performance evaluation report, and on the salary level placement of the department head is final. Any such appeal must be filed in writing to the Chairman of the Board of Supervisors within ten (10) working days of the department head receiving the performance evaluation and recommended salary adjustment. Appeals filed after ten (10) days will not be processed. The department head may also make whatever written response to their evaluation they feel appropriate and have it attached to their evaluation and filed with the Board of Supervisors and in their personnel file.* 8. Performance ratings: Each person evaluated on the performance form shall receive one of the following ratings based on their overall performance: (a) Unacceptable (b) Improvement needed (c) Meets performance standards (satisfactory) (d) Exceeds performance standards (e) Outstanding ~~Reductions in salary shall be administered on a case-by-case basis dependent upon the at-will status of specific department heads and other appeal rights which may be applicable. -4- 9. Salary range step advancement: Advancement in the salary range is based on performance. No employee shall be eligible or have any vested right to receive a step advancement unless the overall rating of their performance is "meets performance standards (satisfactory)" or higher. All appointed department heads shall have a five-step range. Incumbents may be advanced to any step in the salary range, irrespective of time served in their position. The Board of Supervisors m~ reduce in step an appointed department head who has received a rating lower than "meets performance standards (satisfactory)." 10. This policy and procedure shall supersede all other policies, procedures, practices and resolutions that it may be in conflict with. li. Nothing in this policy is intended to alter or modify the policy direction of the Board of Supervisors that appointed department heads serve at the pleasure of the Board of Supervisors, and that there is no implied promise of continued employment. PASSED AND ADOPTED by the Butte County Board of Supervisors this 23rd day of February, 1988, by the following vote: AYES: Supervisors Dolan, Fulton, McLaughlin, Vercruse and Chairman McInturf NOES: None ABSENT: None NOT VOTING: None ~ .~~~~ HA KEL McINTURF, Chairman of the Butte County Board of Supervisors ATTEST: MARTIN J. NICHOLS, Chief Administrative Offic r an Ierk of the Board By: Attachment %, ~, BUTTE COUIITY DEPARTMENT MEAD PERFORf1ANCE APPRAISAL t:MPLOYEE t10.~, EtlPLOYEE NAf•1E POSITION DEPARTttENT to Ratina Period From Check Appropriate Box: Annual Special Initial Read Instructions Before Completing Report PART I PERFORt+IANCI: RATING DECISION l1AKINS 1. Wflling to make decisions 2, flakes LimelY decisions 3. !takes informed decisions ~, flakes rational/effective decisions 5. flakes good decisions under stress G. Ahle to reconsider decisions 7. Accepts responsibility for decisions 8, Knows when to seek policy direction g, Follows County policy direction 10. Demonstraires initiative and innovation Points Achieved a ',~ Points Possible Comments: COft1UNICATI0115 11. Speaks clearly and concisely 12. l~rites clearly and concisel.v 13. Presents ideas persuasively and professionally 14. Makes rlear and organized presentations 15. Responds to written and oral communications to a timel.Y manner 16. Uses most, efficient method of communicattons Points Achieved Points Possihle ~~ Comments: 1 2 3 4 5 -~~ -2- , g~p~ A~IIIiSTRATI011 17, prepares budget within policy guidelines 18, Prepares realistic budget objectives 19. sets appropriate priorities for budget objectives (impact on priority services) 2p, Identifies all available sources of revenues 2l~ Follows appropriate spending plan 22, ionitors expenditures and revenues 23. Makes and recommends necessary budget adjustments 24. Completes fiscal year within authorized appropriations 25. Recognizes and impien~ents budget saving measures (maximizes available resources) Points Achieved 1 2 3 4 5 ~ M Points Possible Comments: 1 2 3 4 °. OR6AllIlATIQiWL C)IDITROL 26. Effectively. delegates tasks and responsibilities 27. Establishes work priorities 28. Fionitors work in progress 2g, Provides understandable work and policy direction 3Q, Sets and/or maintains office Dolicy and procedure 31. Monitors organizational effectiveness Points Achieved x Points Possible Comanents 1 2 3 4 STAFFING 32. Efficiently utilizes staff resources 33. Evaluates staffing requirements 34. ionitors staff performance for effectiveness 35. Assures adequate staff training 36. Effectively advocates departmental staffing needs 37• Provides adequate Support to subordinates Paints Achieved = x points Passible Comrne n t s ,` :. Pl,Allfi I N6 .3- ~ _. M intains a reasonable long range plan D elops workable short range plans De elope plans in accordance with needs of relevant constituencies 47. Establishes appropriate goals and objectives 38. a 34. ev 40. v Points Achieved . x Points Possible 1 2 3 4 5 Comments: PUBLIC REI,ATIOlrS 42. Maintains effective public relations programs 43. Maintains good inter-departmental relations 44. Maintains good inter-governmental relations 45, Maintains good relations with relevant constituencies 46. Maintains ggod relations with relevant boards and co~tnissions 47. Promotes public awareness and encourages utilization of facilities and programs 48. Demonstrates sensitivity to the impact of public relations on the County's ability to carry out its mission Points Achieved a p Points Possible 1 2 3 4 5 Comments• PER50MT1E1. RELATIONS 49. Effectively evaluates the performance of subordinates 50. Conducts personne] transactions in accordance with County rules 51. Settles grievances in a reasonable manner 52. Maintains effective disciplinary control 53, Keeps staff current with personnel rules and regulations 54. Promotes and maintains g:od departmental mora]e 55. Practices the principles of affirmative action 56. Su9ooatemployeeurelatiansowithtemployeeporganizations Points Achieved x Points Possible 1 2 3 4 5 Comments: J -4- .~ -.. 1 2 3 4 5 7ECNt1ICAL/PRaFE5SI0[lllL SKILLS 57. taintains knowledge of applicable County codes and ordinances 58. Correctly interprets and applies state and federal laws and guidelines 59. Maintains an understanding of and complies with industry standards 60. Keeps abreast of technical advances in field 61. ,Participates to statewide professional organizations 62. Communicates technical issues effectively to lay audiences ~~ b3. Performs technical tasks with skill Points Achieved _ ~ Paints Possible Conanen is ~J - 5- ,~ PARS II 60ALS 3 OB,)EG7IYES A. Board of Supervisor's review of previous year's goals and ob3ectives as achieved by the manager: B. Goals and objectives set for the following year: 1 2 3 4 5 C, Achievement of Evaluation Period Goals and Ob,~ectives: x 100 = y5U0 = x Points Achieved PART III AREAS OF IMPROVEHEIIT HEEDED (Include time limits in which improved work performance is to be required.) QYERALL RATING Overall Comments: Add the total number of points achieved _ X Add the total number of points possible 0 _ 39X Unacceptable 40 - 54X ~' Improvement Needed 55 - 75X Meets Performance Standards 76 - 89X Exceeds Performance Standards 90 -100X Outstanding NOTE: Items not rated do not aopiy to this position's duties or responsibilities. a~~~~~~;y~~~M~~,~~aa~r~raa~a~n~a~;~~~a~~r~~~~r~~~##~;~~r~#a~a;~~~~~~~naa~~a~a+r~~###~a~~~~~~~~ S I GTtATU RE5 Rater - Employee Chairman of Baard of Supervisors Date Date Date Employee Comments Attached Recommended Salary Adjustment Increase Decrease No Change Effective J Ii15TitUCTIOIIS The preparation of this Report fulfills a twofold purpose: It provides the Manager's superior with a means of evaluating job performance through established standards, and affords the manager an opportunity to learn the elements which constitute successful job performance. The purpose of this report is to identify what the Manager should do to increase effectiveness, thereby increasing personal value and value to the County. It is a means to an end. Its ralue will depend on the objectivity and constructive interest of both the appointing authority and manager who participate in its use. ' Rating Standards Outstanding _ Performance oa the job is consistently above average. Exceeds Performance Standard - Performance on the job is definitely above the required standards, but fall short of being "Outstanding." Meets Performance Standards - Performance an the job is thoroughly satisfactory. Improvement Heeded - Performance on the jab is somewhat inadequate. A plan of correction may be advisable. Rating should be reevaluated in 120 Says. Unacceptable - Performance on the job is very inadequate. A plan of correction is advisable. This rating also requires an explanation in the Comments section. Rating shall be reevaluated. in 90 days. ROTE: The average rating for each job dimension must be "fleets Performance Standards" or above for the overall rating to be "Meets Performance Standards.' gents Comments are required for ali individuals' ratings other than "meets standard." (Score of Reporting periods 1. After initial appointment the appointed department head shall be evaluated after six months and annual cycle thereafter. 2. Current appointed department heads shall be evaluated each annual evaluatinn cycle. ~, --~ GUIDELINES TO RAT€RS Rating any employee is a continuing process, which is of value to the employee and appointing authority. This form is a guide to be used in identifying performance. Rate the employee on those factors which apply to the position. Ratings should not be based upon a guess. The fairness of the rating applies to scale isel 5,p to being the lowest pond 5 being the ~highesthe rating ~ A pre-evaluation meeting should be offered to the employee where they may present their position on performance during the evaluation period and present recommendations for achievements, goals. and objectives to be accomplished for the fallowing evaluation period. A draft evaluation should be prepared prior to meeting with the employee to go over their evaluation. Rate each line and section as applicable to duties ,responsi- bilities, achievement of goals and objectives, and an "overall" rating that summarizes all of the individual ratings. Section and Qverall ratings are determined by taking the number of paints achieved (number of individual rating area points as marked by the appointing authority added together) divided by the number points possible (number of rating areas marked times 5 points) to get the percentage rating score. Example:. Section: Decision ~Na~cing 7 rating lines Points achieved 21 points (7x3) = 60% Points possible 3 points x.~ r 100X Draft reports are discussed with the employee, after which a final performance evaluation report shall be prepared. The employee, in signing the report is only certifying that the report was discussed. An employee may attach comments or respond to the ratings. Complete the form in triplicate. * Forward the original to the Personnel Department for the employees' personnel file. * Employee is to be given a copy of the report. * A third copy may be retained by the Appointing Authority. A performance Report is only as good as the rater. Report should be based upon objective observation. Comments, in the spate provided, for each performance dimension will substantiate the objectivity of specific ratings. Additional pages for comments may be attached to the evaluation.