Benefit Leave and the Employee Evaluation 1 Running head: BENEFIT LEAVE USE AND THE EMPLOYEE EVALUATION Benefit Leave Use and the Employee Evaluation Instrument: A Guide for Determining Benchmark Scoring Craig A. Leu Sedgwick County Fire District #1, Sedgwick County, Kansas September 2009
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Benefit Leave and the Employee Evaluation 1
Running head: BENEFIT LEAVE USE AND THE EMPLOYEE EVALUATION
Benefit Leave Use and the Employee Evaluation Instrument:
A Guide for Determining Benchmark Scoring
Craig A. Leu
Sedgwick County Fire District #1, Sedgwick County, Kansas
September 2009
Benefit Leave and the Employee Evaluation 2
CERTIFICATION STATEMENT
I hereby certify that this paper constitutes my own product, that where the language of others is
set forth, quotation marks so indicate, and that appropriate credit is given where I have used the
language, ideas, expressions, or writings of another.
The criterion used above can be applied to all of the choices SCFD administration will
have to choose from for establishing what method is used to set the average score. The method
will also work in all five of the different evaluation forms used, because all of them utilize a five
point grading scale. Chief G. E. Curmode stated that he believes that any sick leave usage criteria
SCFD adopted would need to be, “Dynamic and fluid” (G. E. Curmode, personal
communication, August 25, 2009). The criterion methods used to choose an average score and
the criterion listed in table 4 can be adjusted as SCFD administration sees fit.
Benefit Leave and the Employee Evaluation 37
Another recommendation would be for all supervisors to receive training on the new
criterion and what to look for in sick leave use. This could be accomplished in several of the
already familiar modes of training currently utilized by the District. Once supervisors have been
trained on the methods and criterion, all employees should then be “brought up to speed” on the
expectations and criterion that will be used by the District.
The last recommendation is that clerical staff within the District will need to be trained
on how to retrieve the information, and the information will need to be distributed with the
employee evaluation.
Benefit Leave and the Employee Evaluation 38
References
Department of Homeland Security. (2008). Executive fire officer operational policies and procedures. Retrieved April 3. 2009 from http://www.usfa.dhs.gov/downloads/pdf/efop_guidelines.pdf Gulisano, S. J. (2005, September). Sick leave usage in the Chesapeake fire department. Retrieved May 9, 2009, from http://www.usfa.dhs.gov/pdf/efop/efo38329.pdf Hagstrom, J. (2000, March). Strategies for sick leave reduction. Public Safety
Communications, 66, 52-58. Hayes, D. A. (2003, October). Identifying and addressing sick leave use trends for the Tulsa fire department. Retrieved May 12, 2009, from http://www.usfa.dhs.gov/pdf/efop/tr_03dh.pdf Holman, T. (2001, September). Conducting employee reviews. EMS Magazine, 30, 8.
Hosea, J. B. (2004, August). Employee evaluations: How does your organization
measure up? Fire Engineering, 157, 93-96.
Lee, S. H., & Olshfski, D. (2002, September). Employee commitment and firefighters:
It’s my job. Public Administration Review, 62, 108-113.
McGregor, R. (2005, August). Establishing an effective employee performance
evaluation procedure for the Bryan fire department. Retrieved May 13, 2009,
from http://www.usfa.dhs.gov/pdf/efop/efo38371.pdf Montana State Hospital. (2006). Policy and Procedure HR-16, Sick Leave Abuse. Helena, MT: Author. National Fire Academy. (2005). Executive Leadership (FEMA/USFA/NFA-EL Student manual). Emmitsburg, MD: Author
Patton, D. W., Witt, S. L., Lovrich, N. P., & Frederickson, P. J. (2002). Human resource
Benefit Leave and the Employee Evaluation 39
Management: The public service perspective. Boston: Houghton Mifflin.
Prendergast, S. L. (2000, September). Employee evaluation program development for
the Danvers Fire Department. Retrieved May 10, 2009, from
http://www.usfa.dhs.gov/pdf/efop/efo23393.pdf Sedgwick County Fire District #1. (2009). Memorandum of agreement between Sedgwick County Fire District #1 and IAFF local 2612 Sedgwick County firefighters. Sedgwick County, KS: Author Town of Derry. (2008). Agreement between Town of Derry and Derry fire officers unit of IAFF local 4392. Derry, NH: Author United States Fire Administration. (2009). United States Fire Administration strategic plan fiscal years 2009 – 2013. Retrieved April 13, 2009 from http://www.usfa.dhs.gov/downloads/pdf/strategic_plan.pdf
Benefit Leave and the Employee Evaluation 40
Appendix A
SCFD Firefighter Evaluation
Sedgwick County Fire Department Fire District #1
EMPLOYEE PERFORMANCE EVALUATION
FIREFIGHTER VERSION
Benefit Leave and the Employee Evaluation 41
EMPLOYEE EVALUATION
INSTRUCTIONS:
1. Record the number of points for the rating which you feel best describe the performance of the
firefighter. Supervisor comments must accompany every category. 2. Rate each factor separately and independently of all others.
3. Do not let your rating on one factor influence your ratings on the other factors. A
firefighter may be rated low on one factor and high on another.
4. Do not allow one recent atypical incident to unduly influence the complete picture.
5. Evaluate firefighter in relation to position classification or job description. DO NOT EVALUATE THE FIREFIGHTER IN COMPARISON TO OTHER FIREFIGHTERS.
6. The supervisor shall gain input from the firefighter’s Lieutenant and the firefighter’s
peers when completing the evaluation form and justify all scores in the comments section of each category.
7. Add up numerical ratings and place the total score in the OVERALL NUMERICAL
RATING blank.
If any single category is rated at 1 or the minimum point total is less than 27, merit raise is withheld for a minimum of 90 calendar days, and not to exceed 180 calendar days subject to re-evaluation every 90 days.
8. After the evaluation is completed, have the firefighter sign the evaluation form.
9. Send the signed evaluation to the head of department for review. If the head of department is evaluator, leave blank empty.
10. A copy of the evaluation will be provided to the firefighter.
11. Evaluations and distribution must be made within 30 days of receipt of the evaluation
by the department.
Benefit Leave and the Employee Evaluation 42
12. An Interim evaluation is given every 6 months. Additional Interim evaluation updates are available to a firefighter upon request. The Interim form is to be retained on file by the station Captain and in the event of a station transfer, the firefighter’s forms and a copy of his/her goals and objectives should be forwarded to the station Captain receiving the firefighter.
13. When evaluating a firefighter that has been supervised by other Captains, the
evaluator is responsible for gaining input from all previous supervisors since the last evaluation period.
Firefighter Name:
Period of Evaluation From: To:
PART I: (To be completed by firefighter) List achievements that have been attained during your last evaluation period: List of strengths: List of weaknesses: SUPERVISOR: Comment on statements of firefighter. Indicate any exceptions or additions.
Benefit Leave and the Employee Evaluation 43
EXAMPLES FOR FIREFIGHTER EVALUATION
(This list is meant to be examples only and not all inclusive of the firefighters duties) Quality of Work – Emergency Situations
♦ Is the employee dependable? ♦ Is the employee thorough? ♦ Does the employee exhibit self-control? ♦ Does the employee follow SOG/SOP (Safety and operating procedures)
Quality of Work – Station ♦ Is the employee thorough? ♦ Is the work done in an efficient and organized manner? ♦ Does the employee complete extra work? (exceeds requirements) ♦ Is the assigned work completed?
Meeting Requirements ♦ Is the employee performing daily requirements?
(equipment check, active participation in training, active participation in Physical fitness) ♦ Is the employee able to perform procedures expected of a firefighter at the appropriate step? ♦ Does the employee make effective decisions?
Follow Instructions ♦ Does the employee willingly follow direction? ♦ Is the employee a person that complains, or complains with alternative solutions? ♦ Are the instructions completed promptly?
Initiative ♦ Is the employee a self-starter? ♦ Is the employee ambitious? ♦ Does the employee display enthusiasm? ♦ Does the employee like to volunteer?
Self Improvement ♦ Does the employee use spare time for job related study? ♦ Does the employee demonstrate professional maturity? (Positive attitudes & behavior towards unfavorable
decisions) ♦ Is the employee eager to learn in training sessions?
Works Well With Others ♦ Is the employee effective when working with the public? ♦ Does the employee cooperate with others? ♦ Does the employee work to prevent conflict? ♦ Is teamwork atmosphere exhibited? ♦ Does the employee respect diversity?
Physical Fitness ♦ How participative is the employee in the fitness program? ♦ Does the employee go beyond requirements?
Punctuality/ Attendance ♦ Is the employee prepared and ready training sessions on time? ♦ Is the employee on time for work? ♦ Does the employee start and finish routine activities on time? ♦ Are absences reasonable and justified?
Benefit Leave and the Employee Evaluation 44
Appearance ♦ Does the employee comply to the hair code? ♦ Is the clothing/uniform worn neat and clean? ♦ Does the employee display personal hygiene?
PART II: Quality of Work – Emergency Situations
Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Quality of Work - Station Outstanding Exceeds
PART III: Goals and objectives are helpful for setting purposes, clear expectations, and gaining commitment. Objectives need to meet the following criteria:
1. Must be realistic – Can they be achieved within a reasonable length of time? What costs are involved? Will they bring about desired changes?
Benefit Leave and the Employee Evaluation 46
2. Must be specific – Do they specify when results can be expected? Do they say what benefits or improvements will be achieved? Do the state what results are sought?
3. Must ensure improvement – Do they offer sufficient challenge? Will they overcome problems, seize opportunities? Do they offer the chance to be of service to others?
A performance objective is:
1. Job related 2. Specific 3. Attainable but challenging 4. Measurable 5. Achievable within a time frame 6. Action oriented
An objective is reached face-to-face. It involves bargaining, resolving disagreements and reaching mutually agreed upon commitments. See appendix A for a list of examples (not limited to the attached list) A well-written objective communicates:
1. Who will achieve the objective? 2. What action(s) will be undertaken? 3. What will the measurable key result be? 4. When will the objective be accomplished?
Objectives represent specific outcomes or results that the firefighter will be accountable for during the year. These objectives can reflect one-time events, intermittent work or ongoing job responsibilities. These objectives should include any productivity or production standards established for the firefighter. One or more objectives are to be set by both the supervisor and the firefighter. The following objectives are to be a tool for professional development only and will not affect point totals or be rated in part II of this form. The firefighter and station captain should each retain a copy of these on file for future reference. Obtainable Performance Objectives to be accomplished during Evaluation Period: (must have a minimum of 3 to 5 with measurable objectives. Must support the departments goals) How can SCFD #1 help me in obtaining my goals and objectives:
Benefit Leave and the Employee Evaluation 47
PART IV: A. Supervisor Comments: Firefighter Comments:
B. POINT TOTALS: (Add Part II to get rating) OUTSTANDING 46 to 50 points EXCEEDS 40 to 45 points FULLY MEETS 30 to 39 points MEETS MOST 20 to 29 points SELDOM MEETS 10 to 19 points Overall Numerical Rating ______________ If any single category is rated at 1 or the minimum point total is less than 27, merit raise is withheld for a minimum of 90 calendar days, and not to exceed 180 calendar days subject to re-evaluation every 90 days. Probationary firefighters only: Recommended continued employment: ( ) YES ( ) NO All firefighters: Recommended Merit Raise (if eligible) ( ) YES ( ) NO
C. Evaluation Discussed with Firefighter on: __________________________ Date Evaluated By: _______________________________________Date:____________________ Firefighter’s Signature:________________________________Date:____________________ (Signature does not constitute agreement) Reviewed By: _______________________________________Date:____________________
Benefit Leave and the Employee Evaluation 48
Appendix B
SCFD Lieutenant Evaluation
Sedgwick County Fire Department Fire District #1
EMPLOYEE PERFORMANCE EVALUATION
LIEUTENANT VERSION
Benefit Leave and the Employee Evaluation 49
LIEUTENANT EVALUATION INSTRUCTIONS:
1. Record the number of points for the rating which you feel best describe the performance of the
lieutenant. Supervisor comments must accompany every category. 14. Rate each factor separately and independently of all others.
15. Do not let your rating on one factor influence your ratings on the other factors. A
lieutenant may be rated low on one factor and high on another.
16. Do not allow one recent atypical incident to unduly influence the complete picture.
17. Evaluate lieutenant in relation to position classification or job description. DO NOT EVALUATE LIEUTENANT IN COMPARISON TO OTHER LIEUTENANTS.
18. The supervisor shall gain input from the lieutenant’s subordinate firefighters when
completing the evaluation.
19. Add up numerical ratings and place the total score in the OVERALL NUMERICAL
RATING blank.
If any single category is rated at 1 or the minimum point total is less than 44, merit raise is withheld for a minimum of 90 calendar days, and not to exceed 180 calendar days subject to re-evaluation every 90 days.
20. After the evaluation is completed, have the lieutenant sign the evaluation form.
21. Send the signed evaluation to the head of department for review. If the head of department is evaluator, leave blank empty.
22. A copy of the evaluation will be provided to the lieutenant.
23. Evaluations and distribution must be made within 30 days of receipt of the evaluation
by the department.
24. An Interim evaluation is given every 6 months. Additional Interim evaluation updates are available to a lieutenant upon request. The Interim form is to be retained on file
Benefit Leave and the Employee Evaluation 50
by the station Captain and in the event of a station transfer, the lieutenant’s forms and a copy of his/her goals and objectives should be forwarded to the station Captain receiving the lieutenant.
25. When evaluating a lieutenant that has been supervised by other Captains, the
evaluator is responsible for gaining input from all previous supervisors since the last evaluation period.
Lieutenant Name:
Period of Evaluation From: To:
PART I: (To be completed by the lieutenant) List achievements that have been attained during your last evaluation period: List of strengths: List of weaknesses: SUPERVISOR: Comment on statements of lieutenant. Indicate any exceptions or additions
EXAMPLES FOR LIEUTENANT EVALUATION (This list is meant to be examples only and not all inclusive of the lieutenant’s duties)
Quality of Work – Emergency Situations
♦ Is the employee dependable? ♦ Is the employee thorough?
Benefit Leave and the Employee Evaluation 51
♦ Does the employee exhibit self-control? ♦ Does the employee follow SOG/SOP (Safety and operating procedures)
Quality of Work – Station ♦ Is the employee thorough? ♦ Is the work done in an efficient and organized manner? ♦ Does the employee complete extra work? (exceeds requirements) ♦ Is the assigned work completed?
Meeting Requirements ♦ Is the employee performing daily requirements?
(equipment check, active participation in training, active participation in Physical fitness) ♦ Is the employee able to perform procedures expected of a firefighter at the appropriate step? ♦ Does the employee make effective decisions?
Follow Instructions ♦ Does the employee willingly follow direction? ♦ Is the employee a person that complains, or complains with alternative solutions? ♦ Are the instructions completed promptly?
Initiative ♦ Is the employee a self-starter? ♦ Is the employee ambitious? ♦ Does the employee display enthusiasm? ♦ Does the employee like to volunteer?
Self Improvement ♦ Does the employee use spare time for job related study? ♦ Does the employee demonstrate professional maturity? (Positive attitudes & behavior towards unfavorable
decisions) ♦ Is the employee eager to learn in training sessions?
Works Well With Others ♦ Is the employee effective when working with the public? ♦ Does the employee cooperate with others? ♦ Does the employee work to prevent conflict? ♦ Is teamwork atmosphere exhibited? ♦ Does the employee respect diversity?
Physical Fitness ♦ How participative is the employee in the fitness program? ♦ Does the employee go beyond requirements?
Punctuality/ Attendance ♦ Is the employee prepared and ready training sessions on time? ♦ Is the employee on time for work? ♦ Does the employee start and finish routine activities on time? ♦ Are absences reasonable and justified?
Appearance ♦ Does the employee comply to the hair code? ♦ Is the clothing/uniform worn neat and clean? ♦ Does the employee display personal hygiene?
Benefit Leave and the Employee Evaluation 52
PART II: Quality of Work – Emergency Situations
Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Quality of Work - Station Outstanding Exceeds
5 4 3 2 1 Comments: Point Total Outstanding Exceeds
Fully Meets
Meets Most Seldom
Meets
EXAMPLES FOR PART III OF EVALUATION (Supervisory Section)
(This list is meant to be examples only and not all inclusive of the lieutenant’s duties) Planning
♦ Does the lieutenant effectively take time to plan? ♦ Is the planning in advance? ♦ Are decisions made as to what to be done, who will do it, and where it will be done?
Training
♦ Does the lieutenant display the ability to teach? ♦ Are the employee’s natural talents encouraged? ♦ Does the lieutenant guide the employee toward further development?
Leadership of Station Personnel
♦ Does the lieutenant set a good example? ♦ Has the lieutenant gained the respect of the employees? ♦ Is the lieutenant able to motivate and lead others?
Benefit Leave and the Employee Evaluation 54
♦ Are good decision-making skills present? Leadership in Emergency Situations
♦ Does the lieutenant display self-control? ♦ Does the lieutenant effectively size up the situation and act in a decisive manner? ♦ Are SOG/SOP procedures safely followed
Fairness and Impartiality
♦ Is an open-minded attitude display? ♦ Does the lieutenant exhibit a commitment to working with a diverse workforce and the public? ♦ Are actions implemented consistently and fair?
Working Relationship with Staff
♦ Does the lieutenant communicate effectively? ♦ Are people informed? ♦ Is the information presented clearly? ♦ Does the lieutenant encourage a team atmosphere
PART III: Planning Skills Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Training Skills Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Leadership/ Station Personnel Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Leadership/ Emergency Situations
Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Benefit Leave and the Employee Evaluation 55
Comments: Fairness and Impartiality Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Working Relationship with Staff
Outstanding Exceeds
Fully Meets
Meets Most
Seldom Meets
5 4 3 2 1
Comments: Point Total Outstanding Exceeds
Fully Meets
Meets Most Seldom
Meets
PART IV: Goals and objectives are helpful for setting purposes, clear expectations, and gaining commitment. Objectives need to meet the following criteria:
4. Must be realistic – Can they be achieved within a reasonable length of time? What costs are involved? Will they bring about desired changes?
5. Must be specific – Do they specify when results can be expected? Do they say what benefits or improvements will be achieved? Do the state what results are sought?
6. Must ensure improvement – Do they offer sufficient challenge? Will they overcome problems, seize opportunities? Do they offer the chance to be of service to others?
A performance objective is:
7. Job related 8. Specific 9. Attainable but challenging 10. Measurable 11. Achievable within a time frame 12. Action oriented
An objective is reached face-to-face. It involves bargaining, resolving disagreements and reaching mutually agreed upon commitments. See Appendix A for a list of examples (not limited to the attached list)
Benefit Leave and the Employee Evaluation 56
A well-written objective communicates:
5. Who will achieve the objective? 6. What action(s) will be undertaken? 7. What will the measurable key result be? 8. When will the objective be accomplished?
Objectives represent specific outcomes or results that the employee will be accountable for during the year. These objectives can reflect one-time events, intermittent work or ongoing job responsibilities. These objectives should include any productivity or production standards established for the lieutenant. One or more objectives are to be set by both the supervisor and the lieutenant. The following objectives are to be a tool for professional development only and will not affect point totals or be rated in part II or III of this form. The lieutenant and station captain should each retain a copy of these on file for future reference. Obtainable Performance Objectives to be accomplished during Evaluation Period: (must have a minimum of 3 to 5 with measurable objectives. Must support the departments goals) How can SCFD #1 help me in obtaining my goals and objectives: PART V:
A. Supervisor Comments:
Employee Comments:
B. POINT TOTALS: (Add Part II and III to get rating)
OUTSTANDING 73 to 80 points EXCEEDS 64 to 72 points FULLY MEETS 48 to 63 points MEETS MOST 32 to 47 points SELDOM MEETS 16 to 31 points Overall Numerical Rating ______________
Benefit Leave and the Employee Evaluation 57
If any single category is rated at 1 or the minimum point total is less than 44, merit raise is withheld for a minimum of 90 calendar days, and not to exceed 180 calendar days subject to re-evaluation every 90 days. Probationary Employees only: Recommended continued employment: ( ) YES ( ) NO All Employees: Recommended Merit Raise (if eligible) ( ) YES ( ) NO
Evaluation Discussed with Lieutenant on: ________________________________________ Date Evaluated By: _______________________________________ Date: ____________________ Lieutenant’s Signature:_________________________________Date: ___________________ (Signature does not constitute agreement) Reviewed By: _______________________________________ Date: ____________________
Benefit Leave and the Employee Evaluation 58
Appendix C
SCFD Captain Evaluation
SEDGWICK COUNTY, KANSAS
HUMAN RESOURCES
Our Mission Is ...
To assure quality public services that provide for the present and future well-being of the citizens of Sedgwick County.
“Sedgwick County…working for you”
EMPLOYEE PERFORMANCE EVALUATION EMPLOYEE NAME Captain DUE DATE EFFECTIVE DATE
Benefit Leave and the Employee Evaluation 59
SEDGWICK COUNTY VALUES As adopted through the strategic planning departmental implementation meetings and the values consolidation
meeting.
ACCOUNTABILITY Accepting responsibility for our job performances, actions, behavior, and the resources entrusted
to us.
COMMITMENT Individual and collective dedication of employees to their jobs and the organization in providing
quality services to meet client/customer needs.
EQUAL OPPORTUNITY Providing a work environment which is fair to all current and prospective employees through equal treatment in employee benefits, promotions, training, continuing education, and daily
responsibilities, as well as fair and equitable access for all citizens and consumers of Sedgwick County services.
HONESTY Truthful, forthright interaction among employees, management and the public--which fosters
trust, integrity and a lasting working relationship.
OPEN COMMUNICATION The honest exchange and processing of ideas and information with the public, coworkers, staff,
and other departments, and administration.
PROFESSIONALISM An individual promoting honesty, respect, pride, positive self-image and team effort; adhering to
a high standard of ethical conduct, competence, and innovation; and who acknowledges criticism, accepts responsibility, and strives for occupational growth.
RESPECT Consistently demonstrating a deep regard for the diversity, needs, feelings, and beliefs of all
people, and acknowledging ideas and opinions of every employee, citizen and consumer.
Received and adopted by the Board of Sedgwick County Commissioners, October 14, 1992.
Benefit Leave and the Employee Evaluation 60
Employee Performance Review (12 month annual)
Employee Name: Department: Fire District
Job Title: Fire Captain Supervisor’s Name: Division Chief Annual Review Period: to Beginning Ending
Quarterly Reviews
Quarter #1 Quarter #2 Quarter #3 Final
NON-SUPERVISORY POSITIONS: Complete Parts I; II; III; V; VI; and VII. SUPERVISORY POSITIONS: Complete Parts I; II; III; IV; V; VI; and VII.
PART I: Primary Job Responsibilities The supervisor should list the five primary job responsibilities of the employee’s position. Under each primary job responsibility, the supervisor lists performance goals/expectations. The supervisor and employee should discuss the performance measurements of each primary responsibility prior to the rating period. The supervisor and employee will meet at least quarterly to discuss the employee’s performance. The supervisor will document observations regarding the primary job responsibilities throughout the review period. At the end of the annual review period, in preparation of the final quarterly session, the supervisor will assess and rate the employee’s performance regarding each primary job responsibility. Justify ratings in writing (no matter what the number) by addressing areas of strengths as well as areas for improvement and/or growth in fulfilling the job responsibilities. Rating Definitions: Outstanding: Performance demonstrates an unusually high level of performance relative to all
performance on all major assignments and objectives. Satisfactory: Performance meets job requirements. Demonstrates successful on all or most
assignments and objectives. Partially Meets Expectations: Performance is inconsistent. Meets some job requirements, but is
not consistent and is below the acceptable level. Performance must improve to meet minimum job requirements.
Does Not Meet Expectations: Performance is consistently below job requirements. Fails to meet job requirements.
Benefit Leave and the Employee Evaluation 61
#1 Primary Job Responsibility: Normal “routine” Day at Station.
Goals/Expectations:
Maintains a sound, safe, and fiscal responsive station. Includes all aspects of supervision, discipline, management, and fire apparatus/fire station maintenance/reliability. Includes fire inspections/pre-plans, and familiarization of businesses, etc., and done in an accurate and concise fashion meeting all deadlines. Stays within cost centers. Maintains an active Public Education program in your first due area; this may be Adopt-a-School, or other Pub. Ed. approved programs.
Performance Measurements Maintains a well planned day, constructive/productive from 0700-1700 hours, and evening hours as needed to perform tasks, studying, etc.
Supervisor’s Observations:
Performance Assessment: Outstanding
Above Satisfactory
Satisfactory
Partially Meets
Expectations
Does Not Meet
Expectations
Rating (0-4): 4 3 2 1 0
#2 Primary Job Responsibility: Emergency and Non-Emergency Responses, Specialty areas readiness, Accreditation Awareness.
Goals/Expectations: Maintains crew readiness in emergency and non-emergency response, maintains his/her specialty area--
Performance Measurement: Maintains safe, efficient, productive, trains crews, proper record keeping, meets all deadlines. Maintains and stays abreast of all categories on ACCREDITATION. (Special attention to Category 5).
#3 Primary Job Responsibility: Training responsibilities with crew, shift, department, and EMSS training.
Goals/Expectations:
Conducts training throughout the year. Maintains a close watch on their crew to maintain good morale, physical fitness, and readiness for both emergency and non-emergency responses. Training evolutions are done in accordance with proper methodology. Physical fitness is mandatory and mandated each shift; any misses or non-participation may be subject to NOT meeting this goal. Must do a minimum of 1 Tender Shuttle in training during the year; this must be documented, sent to your division chief, then onto Division Chief of Trng/Medical/Safety and Deputy Fire Chief. All training must be recorded in database that department is using.
Performance Measurement: Either completed or incomplete. Supervisor’s Observations:
Training responsibilities with other mutual aid and automatic aid depts. Must maintain ISO required training with Mutual Aid companies. (This goal will be different for each captain, due to different fire depts. that each respond with in their first due district.) (Fire chief will discuss individually.)
Goals/Expectations: Quarterly training with each of the fire depts. in your immediate first due area, a MINIMUM of once a quarter per station among 3 shifts. Must be documented.
Performance Measurement: Minimum must be met; quality of training will be evaluated. Supervisor’s Observations:
Rating (0-4): 4 3 2 1 0 PART II: Additional Contributions The supervisor should list additional performance contributions such as special projects or other activities within this evaluation period. PART III: Performance Effectiveness For All Employees Rating Definitions: Outstanding: Performance demonstrates an unusually high level of performance relative to all
Expectations Interpersonal Skills - The effectiveness of the employee’s interactions with others and as a team participant.
4 3 2 1 0
Willingness and ability to form and maintain working relationships with co-workers, supervisors, customers, and team participants. The ability to convey information through written expressions, oral expression, sharing information willingly, utilizing tact and diplomacy.
Expectations Work Habits – The extent to which the employee may be relied upon to complete work assignments with a minimum of supervision.
4 3 2 1 0
Reports to work at assigned time; provides adequate notice of absence and uses leave time appropriately; safely operates assigned equipment and provides for proper use and maintenance; work area is kept clean and orderly; time is efficiently used for assigned tasks.
Expectations Approach To Work – The characteristics the employee demonstrates while performing job assignments.
4 3 2 1 0
Actively seeks ways to streamline processes; open to new ideas and approaches; initiative; planning and organization; flexible and adaptable; follows instructions; seeks additional training and development.
RATING
Supervisor Observations: PART IV: Performance Effectiveness For Supervisors (This section must be completed for Supervisors only.) Rate supervisors on additional performance effectiveness factors.
Expectations Leadership – Leads with integrity. 4 3 2 1 0 Demonstrates ethical behavior; adheres to the Sedgwick County Values; committed to providing quality service, creates a work environment of equal opportunity, truthful, forthright interaction among employees, peers, management and the public; demonstrates deep regard for the diversity, needs, feelings, and beliefs of others.; makes effective and timely decisions and takes accountability; considers impact of own behavior/decisions on other people; addresses conflict and works to resolve issues; applies solid problem-solving skills; prioritizes conflicting demands.
Expectations Resource Management – Allocation and effective use of resources which are responsive to the changing needs of our customers.
4 3 2 1 0
Fiscal responsibility; effective control and utilization of personnel and equipment within scope of assigned duties; responsive to service delivery issues in a manner that provides added value to the customer.
Expectations Employee Development – Trains, encourages and recognizes employees for hard work, creativity and innovation in the delivery of quality public services.
4 3 2 1 0
Benefit Leave and the Employee Evaluation 66
Empowers, trains, and motivates employees and fosters a participatory atmosphere; values diversity; ensures personal competence necessary to effectively perform job duties; facilitates appropriate recruitment and selection of employees according to County policies; fair employment practices and succession planning; exercises sound personnel practices in accordance with County personnel policies.
RATING
Supervisor Observations: PART V:
Performance Improvement Plan The Performance Improvement Plan is mandatory for any performance evaluation results which include a single rating of Partially Meets Expectations or any single rating of Does Not Meet Expectations. The Performance Improvement Plan should include improvement goals and completion timeline of any Primary Job Responsibility and or Effectiveness Factor(s) receiving a Partially Meets Expectations rating or a Does Not Meet Expectations rating. If a non-exempt employee receives a rating of Does Not Meet in any category, the employee will be placed on a probationary status up to six months. If an exempt employee receives a rating of Does Not Meet in any category, the employee must complete a Performance Improvement Plan within six months. During this six months, any employee receiving a rating of Does Not Meet in any category, serves at the pleasure of the appropriate hiring authority and may be terminated for any reason not prohibited by Federal or State Law. For new employees serving their initial probation, an extension of probation will be considered part of the initial probation, until the hiring authority recommends removal of the probationary status. The supervisor should summarize any specific improvement goals necessary for continued employment. 1. What/How: By When? Review Dates: 2. What/How: By When?
Benefit Leave and the Employee Evaluation 67
Review Dates: 3. What/How: By When? Review Dates:
Training and Development Plan The supervisor should summarize any specific projects, performance objectives, or training and development plans for the next review period. 1. What/How: By When? Review Dates: 2. What/How: By When? Review Dates: 3. What/How: By When? Review Dates:
Benefit Leave and the Employee Evaluation 68
PART VI: All Employees Supervisor Comments:
EMPLOYEE COMMENTS – Employees may use the attached form to provide written comments as part of the review process. The form is to be returned to the supervisor the next business day after the ratings are discussed. PART VII: OVERALL PERFORMANCE RATING
Add up numerical ratings of Part I, Part III and Part IV (as appropriate). The Performance Improvement Plan is mandatory for any performance evaluation results which include a single rating of Partially Meets Expectations or any single rating of Does Not Meet Expectations. The Performance Improvement Plan should include improvement goals and completion timeline of any Primary Job Responsibility and or Effectiveness Factor(s) receiving a Partially Meets Expectations rating or a Does Not Meet Expectations rating. If a non-exempt employee receives a rating of Does Not Meet in any category, the employee will be placed on a probationary status up to six months. If an exempt employee receives a rating of Does Not Meet in any category, the employee must complete a Performance Improvement Plan within six months. During this six months, any employee receiving a rating of Does Not Meet in any category, serves at the pleasure of the appropriate hiring authority and may be terminated for any reason not prohibited by Federal or State Law. For new employees serving their initial probation, an extension of probation will be considered part of the initial probation, until the hiring authority recommends removal of the probationary status. The supervisor should summarize any specific improvement goals necessary for continued employment. The supervisor and employee will review the evaluation. The employee may make any comments at that time or prior to the end of the next scheduled workday, or as agreed by the supervisor, in writing (which will be attached to and become part of the evaluation). A copy of the evaluation will be provided to the employee. Evaluations and distributions must be made prior to the due date noted on the front of the Employee Performance Evaluation. Employees who strongly disagree with the performance evaluation may appeal by submitting a written request to the evaluation reviewer (with a copy to the supervisor) within 14 days of the date the ratings were discussed (date on the last page). The written appeal must state in one typed page or less the perceived problem and desired remedy. The reviewer shall determine the merit of the appeal and render a written decision within 14 days to the employee and supervisor. The written appeal and decision will be attached to and become part of the final evaluation.
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NON-SUPERVISORY POSITION: SUPERVISORY POSITION: Total
Score Total
Score Merit Pay Adjustments will not be awarded for a total score of 15 or below for non-supervisory positions or 21 or below for supervisory positions or any employee with a single rating of Does Not Meet Expectations for any Primary Job Responsibility or Effectiveness Performance Factor which places them in a six month performance improvement plan status. Employee Signature:
Date:
I have read and discussed this evaluation with my supervisor and I understand its contents. My signature means that I have been advised of my performance status and does not necessarily imply that I agree with either the appraisal or the contents.
Supervisor Signature Date Reviewer Signature Date
EMPLOYEE COMMENTS FORM
EMPLOYEE
NAME:
EMPLOYEE SIGNATURE DATE
SUPERVISOR SIGNATURE DATE
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Appendix D
SCFD Division Chief Evaluation SEDGWICK COUNTY VALUES
As adopted through the strategic planning departmental implementation meetings and the values consolidation meeting.
ACCOUNTABILITY Accepting responsibility for our job performances, actions, behavior, and the resources entrusted
to us.
COMMITMENT Individual and collective dedication of employees to their jobs and the organization in providing
quality services to meet client/customer needs.
EQUAL OPPORTUNITY Providing a work environment which is fair to all current and prospective employees through equal treatment in employee benefits, promotions, training, continuing education, and daily
responsibilities, as well as fair and equitable access for all citizens and consumers of Sedgwick County services.
HONESTY Truthful, forthright interaction among employees, management and the public--which fosters
trust, integrity and a lasting working relationship.
OPEN COMMUNICATION The honest exchange and processing of ideas and information with the public, coworkers, staff,
and other departments, and administration.
PROFESSIONALISM An individual promoting honesty, respect, pride, positive self-image and team effort; adhering to
a high standard of ethical conduct, competence, and innovation; and who acknowledges criticism, accepts responsibility, and strives for occupational growth.
RESPECT
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Consistently demonstrating a deep regard for the diversity, needs, feelings, and beliefs of all people, and acknowledging ideas and opinions of every employee, citizen and consumer.
Received and adopted by the Board of Sedgwick County Commissioners, October 14, 1992.
Employee Performance Review (12 month annual)
Employee Name: Department: Fire District #1
Job Title: Division Chief Supervisor’s Name: Gary Curmode, Fire Chief Annual Review Period:
to
Beginning Ending
Quarterly Reviews
Quarter #1 Quarter #2 Quarter #3 Final
NON-SUPERVISORY POSITIONS: Complete Parts I; II; III; V; VI; and VII. SUPERVISORY POSITIONS: Complete Parts I; II; III; IV; V; VI; and VII.
PART I: Primary Job Responsibilities The supervisor should list the five primary job responsibilities of the employee’s position. Under each primary job responsibility, the supervisor lists performance goals/expectations. The supervisor and employee should discuss the performance measurements of each primary responsibility prior to the rating period. The supervisor and employee will meet at least quarterly to discuss the employee’s performance. The supervisor will document observations regarding the primary job responsibilities throughout the review period. At the end of the annual review period, in preparation of the final quarterly session, the supervisor will assess and rate the employee’s performance regarding each primary job responsibility. Justify ratings in writing (no matter what the number) by addressing areas of strengths as well as areas for improvement and/or growth in fulfilling the job responsibilities. Rating Definitions: Outstanding: Performance demonstrates a unusually high level of performance relative to all assignments and objectives. Distinguished overall performance. Above Satisfactory: Performance surpasses job requirements. Demonstrates successful performance on all major assignments and objectives.
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Satisfactory: Performance meets job requirements. Demonstrates successful on all or most assignments and objectives. Partially Meets Expectations: Performance is inconsistent. Meets some job requirements, but is not consistent and is below the acceptable level. Performance must improve to meet minimum job requirements. Does Not Meet Expectations: Performance is consistently below job requirements. Fails to meet job requirements.
#1 Primary Job Responsibility:
Normal, “routine day”; maintains a sound, safe, and fiscal responsive battalion. Includes all aspects of supervision, management, and fire apparatus/fire station maintenance/reliability, etc. Includes all fire inspections, pre-plans, and familiarization done in an accurate and concise fashion meeting all deadlines. Stays within cost center(s).
Goals/Expectations: To be done in its entirety. Performance Measurement: Meets all deadlines and requirements. Supervisor’s Observations:
Performance Assessment: Outstanding
Above Satisfactory
Satisfactory
Partially Meets
Expectations
Does Not Meet
Expectations
Rating (0-4): 4 3 2 1 0
#2 Primary Job Responsibility:
Maintains his/her specialty area—i.e., PPE, CIP, Hazmat, Technical Rescue, EMSS, Fire Prevention/Public Education/Code Enforcement, Safety, Medical, Fire Suppression, etc. This includes but not limited to: maintaining inventory, seeing that training is carried out, staying within budget.
Goals/Expectations: To be completed in its entirety. Performance Measurement: Meets all deadlines and requirements. Supervisor’s Observations:
Conducts some training throughout the year, maintains a close watch on the stations to make sure that the training evolutions are done in accordance with proper methodology. Makes a minimum of 2 stations per day (that way all stations should be visited at least every 2 shifts. Physical fitness is done daily on duty shift—Lead by example. Makes sure that all of their stations are meeting the training expectations for ISO.
Goals/Expectations: To be completed in its entirety. Performance Measurement: Meets all deadlines and requirements. Supervisor’s Observations:
Rating (0-4): 4 3 2 1 0 #4 Primary Job Responsibility: Maintains and stays abreast of all Categories on ACCREDITATION. Goals/Expectations: To be completed in its entirety. Performance Measurement: Meets all deadlines and requirements. Supervisor’s Observations:
Maintains yearly professional ongoing education. Discussion will occur with the Fire Chief, and the Fire Chief will make the final decision on these goals. Among these selections are: Accreditation 3 day workshop, NFA, WSU-CMD supervisory courses, College Courses, EFO at the NFA, CFO at the CPSE (Center for Professional Excellence), Completion of AA/BA/MA, and review of a professional text or book, and a written report and lecture will be done for all the shifts.
Goals/Expectations: To be completed in its entirety. Performance Measurement: Meets all deadlines and requirements. Supervisor’s Observations:
Rating (0-4): 4 3 2 1 0 PART II: Additional Contributions The supervisor should list additional performance contributions such as special projects or other activities within this evaluation period. PART III: Performance Effectiveness For All Employees Rating Definitions: Outstanding: Performance demonstrates a unusually high level of performance relative to all assignments and objectives. Distinguished overall performance. Above Satisfactory: Performance surpasses job requirements. Demonstrates successful performance on all major assignments and objectives. Satisfactory: Performance meets job requirements. Demonstrates successful on all or most assignments and objectives.
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Partially Meets Expectations: Performance is inconsistent. Meets some job requirements, but is not consistent and is below the acceptable level. Performance must improve to meet minimum job requirements. Does Not Meet Expectations: Performance is consistently below job requirements. Fails to meet job requirements.
Expectations Interpersonal Skills - The effectiveness of the employee’s interactions with others and as a team participant.
4 3 2 1 0
Willingness and ability to form and maintain working relationships with co-workers, supervisors, customers, and team participants. The ability to convey information through written expressions, oral expression, sharing information willingly, utilizing tact and diplomacy.
Expectations Work Habits – The extent to which the employee may be relied upon to complete work assignments with a minimum of supervision.
4 3 2 1 0
Reports to work at assigned time; provides adequate notice of absence and uses leave time appropriately; safely operates assigned equipment and provides for proper use and maintenance; work area is kept clean and orderly; time is efficiently used for assigned tasks.
Expectations Approach To Work – The characteristics the employee demonstrates while performing job assignments.
4 3 2 1 0
Actively seeks ways to streamline processes; open to new ideas and approaches; initiative; planning and organization; flexible and adaptable; follows instructions; seeks additional training and development.
RATING
Supervisor Observations:
PART IV: Performance Effectiveness For Supervisors (This section must be completed for Supervisors only.) Rate supervisors on additional performance effectiveness factors.
Expectations Leadership – Leads with integrity. 4 3 2 1 0 Demonstrates ethical behavior; adheres to the Sedgwick County Values; committed to providing quality service, creates a work environment of equal opportunity, truthful, forthright interaction among employees, peers, management and the public; demonstrates deep regard for the diversity, needs, feelings, and beliefs of others.; makes effective and timely decisions and takes accountability; considers impact of own behavior/decisions on other people; addresses conflict and works to resolve issues; applies solid problem-solving skills; prioritizes conflicting demands.
Expectations Resource Management – Allocation and effective use of resources which are responsive to the changing needs of our customers.
4 3 2 1 0
Fiscal responsibility; effective control and utilization of personnel and equipment within scope of assigned duties; responsive to service delivery issues in a manner that provides added value to the customer.
Expectations Employee Development – Trains, encourages and recognizes employees for hard work, creativity and innovation in the delivery of quality public services.
4 3 2 1 0
Empowers, trains, and motivates employees and fosters a participatory atmosphere; values diversity; ensures personal competence necessary to effectively perform job duties; facilitates appropriate recruitment and selection of employees according to County policies; fair employment practices and succession planning; exercises sound personnel practices in accordance with County personnel policies.
RATING
Supervisor Observations:
PART V:
Performance Improvement Plan The Performance Improvement Plan is mandatory for any performance evaluation results which include a single rating of Partially Meets Expectations or any single rating of Does Not Meet Expectations. The Performance Improvement Plan should include improvement goals and completion timeline of any Primary Job Responsibility and or Effectiveness Factor(s)
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receiving a Partially Meets Expectations rating or a Does Not Meet Expectations rating. If a non-exempt employee receives a rating of Does Not Meet in any category, the employee will be placed on a probationary status up to six months. If an exempt employee receives a rating of Does Not Meet in any category, the employee must complete a Performance Improvement Plan within six months. During this six months, any employee receiving a rating of Does Not Meet in any category, serves at the pleasure of the appropriate hiring authority and may be terminated for any reason not prohibited by Federal or State Law. For new employees serving their initial probation, an extension of probation will be considered part of the initial probation, until the hiring authority recommends removal of the probationary status. The supervisor should summarize any specific improvement goals necessary for continued employment. 1. What/How: By When? Review Dates: 2. What/How: By When? Review Dates: 3. What/How: By When? Review Dates:
Training and Development Plan The supervisor should summarize any specific projects, performance objectives, or training and development plans for the next review period. 1. What/How: By When?
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Review Dates: 2. What/How: By When? Review Dates: 3. What/How: By When? Review Dates: PART VI: All Employees Supervisor Comments: EMPLOYEE COMMENTS – Employees may use the attached form to provide written comments as part of the review process. The form is to be returned to the supervisor the next business day after the ratings are discussed. PART VII: OVERALL PERFORMANCE RATING
Add up numerical ratings of Part I, Part III and Part IV (as appropriate). The Performance Improvement Plan is mandatory for any performance evaluation results which include a single rating of Partially Meets Expectations or any single rating of Does Not Meet Expectations. The Performance Improvement Plan should include improvement goals and completion timeline of any Primary Job Responsibility and or Effectiveness Factor(s) receiving a Partially Meets Expectations rating or a Does Not Meet Expectations rating. If a non-exempt employee receives a rating of Does Not Meet in any category, the employee will be placed on a probationary status up to six months. If an exempt employee receives a rating of Does Not Meet in any category, the employee must complete a Performance Improvement Plan within six months. During this six months, any employee receiving a rating of Does Not Meet in any category, serves at the pleasure of the appropriate hiring authority and may be terminated for any reason not prohibited by Federal or State Law. For new employees serving their initial probation, an extension of probation will be considered part of the initial probation, until the
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hiring authority recommends removal of the probationary status. The supervisor should summarize any specific improvement goals necessary for continued employment. The supervisor and employee will review the evaluation. The employee may make any comments at that time or prior to the end of the next scheduled workday, or as agreed by the supervisor, in writing (which will be attached to and become part of the evaluation). A copy of the evaluation will be provided to the employee. Evaluations and distributions must be made prior to the due date noted on the front of the Employee Performance Evaluation. Employees who strongly disagree with the performance evaluation may appeal by submitting a written request to the evaluation reviewer (with a copy to the supervisor) within 14 days of the date the ratings were discussed (date on the last page). The written appeal must state in one typed page or less the perceived problem and desired remedy. The reviewer shall determine the merit of the appeal and render a written decision within 14 days to the employee and supervisor. The written appeal and decision will be attached to and become part of the final evaluation.
NON-SUPERVISORY POSITION: SUPERVISORY POSITION: Total
Score Total
Score Merit Pay Adjustments will not be awarded for a total score of 15 or below for non-supervisory positions or 21 or below for supervisory positions or any employee with a single rating of Does Not Meet Expectations for any Primary Job Responsibility or Effectiveness Performance Factor which places them in a six month performance improvement plan status. Employee Signature:
Date:
I have read and discussed this evaluation with my supervisor and I understand its contents. My signature means that I have been advised of my performance status and does not necessarily imply that I agree with either the appraisal or the contents.
Supervisor Signature Date Reviewer Signature Date
EMPLOYEE COMMENTS FORM
EMPLOYEE
NAME:
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(Print Name Clearly)
EMPLOYEE SIGNATURE DATE
SUPERVISOR SIGNATURE DATE
REVIEWER SIGNATURE DATE
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Appendix E
SCFD Senior Management Evaluation
SEDGWICK COUNTY
SENIOR MANAGEMENT APPRAISAL
Employee Name: Completed By:
Title: Title:
Division/Department: Type of Review:
Period Covered: From To
SECTION 1 – PERFORMANCE GOALS (Objectives, weights and key performance indicators must be developed with the employee prior to the beginning of the review period.) Rating Definitions: (4) Outstanding: Performance demonstrates a unusually high level of performance relative to all assignments and objectives. Distinguished overall performance. (3) Above Satisfactory: Performance surpasses job requirements. Demonstrates successful performance on all major assignments and objectives. (2) Satisfactory: Performance meets job requirements. Demonstrates successful on all or most assignments and objectives. (1) Partially Meets Expectations: Performance is inconsistent. Meets some job requirements, but is not consistent and is below the acceptable level. Performance must improve to meet minimum job requirements. (0) Does Not Meet Expectations: Performance is consistently below job requirements. Fails to meet job requirements. List objectives and key performance indicators below and enter the assigned weights (%) in Column 1. Ensure total weight adds to 100%.
Weight (w) Rating
(r) (0 – 4)
Weighted Rating (w * r)
GOAL #1
%
Objectives:
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GOAL #2
%
Objectives: GOAL #3
%
Objectives: GOAL #4
%
Objectives: GOAL #5
%
Objectives: GOAL #6
%
Objectives: GOAL #7
%
Objectives: GOAL #8
%
Objectives:
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TOTAL RATING 0.00% Sum of
weighted ratings
0.00
SECTION 2 – MANAGEMENT/EXECUTIVE PERFORMANCE DIMENSIONS Rating Definitions: (4) Outstanding: Performance demonstrates a unusually high level of performance relative to all assignments and objectives. Distinguished overall performance. (3) Above Satisfactory: Performance surpasses job requirements. Demonstrates successful performance on all major assignments and objectives. (2) Satisfactory: Performance meets job requirements. Demonstrates successful on all or most assignments and objectives. (1) Partially Meets Expectations: Performance is inconsistent. Meets some job requirements, but is not consistent and is below the acceptable level. Performance must improve to meet minimum job requirements. (0) Does Not Meet Expectations: Performance is consistently below job requirements. Fails to meet job requirements.
Interpersonal Skills – The effectiveness of the employee’s interactions with others and as a team participant. Willingness and ability to form and maintain working relationships with co-workers, supervisors, customers, and team participants. The ability to convey information through written expressions, oral expression, sharing information willingly, utilizing tact and diplomacy. Supervisor Comments:
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Work Habits – The extent to which the employee may be relied upon to complete work assignments with a minimum of supervision. Reports to work at assigned time; provides adequate notice of absence and uses leave time appropriately; safely operates assigned equipment and provides for proper use and maintenance; work area is kept clean and orderly; time is efficiently used for assigned tasks. Supervisor Comments:
Approach To Work – The characteristics the employee demonstrates while performing job assignments. Actively seeks ways to streamline processes; open to new ideas and approaches; initiative; planning and organization; flexible and adaptable; follows instructions; seeks additional training and development. Supervisor Comments:
Leadership – Leads with integrity. Demonstrates ethical behavior; adheres to the Sedgwick County Values; committed to providing quality service, creates a work environment of equal opportunity, truthful, forthright interaction among employees, peers, management and the public; demonstrates deep regard for the diversity, needs, feelings, and beliefs of others.; makes effective and timely decisions and takes accountability; considers impact of own behavior/decisions on other people; addresses conflict and works to resolve issues; applies solid problem-solving skills; prioritizes conflicting demands. Supervisor Comments:
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Resource Management – Allocation and effective use of resources which are responsive to the changing needs of our customers. Fiscal responsibility; effective control and utilization of personnel and equipment within scope of assigned duties; responsive to service delivery issues in a manner that provides added value to the customer. Supervisor Comments:
Employee Development – Trains, encourages and recognizes employees for hard work, creativity and innovation in the delivery of quality public services. Empowers, trains, and motivates employees and fosters a participatory atmosphere; values diversity; ensures personal competence necessary to effectively perform job duties; facilitates appropriate recruitment and selection of employees according to County policies; fair employment practices and succession planning; exercises sound personnel practices in accordance with County personnel policies. Supervisor Comments:
OVERALL RATING 100% SECTION 4 – COMMENTS STATEMENT OF COMMITMENT The objectives and performance standards have been discussed and agreed to for this rating period.
Employee’s Signature Date
Appraiser’s Signature Date
Reviewer’s Signature Date
MID-YEAR REVIEW ANNUAL REVIEW
Employee’s Signature Date Employee’s Signature Date
Appraiser’s Signature Date Appraiser’s Signature Date
Reviewer’s Signature Date Reviewer’s Signature Date
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Appendix F
SCFD Employee Performance Evaluation Instructions
Sedgwick County Fire Department Fire District #1
Employee Performance Evaluation Instructions
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Sedgwick County Fire Department Interim Review (6 months)
Evaluating employee performance on a regular basis allows supervisors to know where employees stand in terms of job satisfaction, career goals and training needs. Employees need to know what is expected of them and how well they are performing their work. The appraisal system also opens and improves communication between supervisors and subordinates. The evaluation process provides an avenue of counseling or coaching employees if there needs to be improvement in performance. Employers of all organizations have similar objectives:
1. To attract qualified employees. 2. To retain those employees. 3. To motivate employees to direct their efforts toward achieving the values of
the organization. The Interim Review is mandatory and will be completed for all employees at six month intervals. It is to give feedback to employees regarding performance of job responsibilities and review any problems there may be in meeting those responsibilities. The review will allow supervisors to discuss issues and problems before the employee is due a performance review. Supervisors must discuss the Interim review form with every new employee at the outset of their employment, explaining the job duties, expectations, and begin to establish objectives noted on the form. Personnel will provide each department a supply of Interim Review forms and will also send a report to department heads indicating when their employees are scheduled for an Interim Review. The Interim Review is to be reviewed by the department head and signed in the designated area on the form. It is the department’s responsibility to provide the opportunity for employees to be given a copy of their evaluation. Completed forms will be maintained at the department level until employees have their Performance Review, at which time a copy of each Interim Review will be attached to the Performance Review and returned to the Personnel Department. Performance Reviews will be returned to the department if a copy of each Interim Review is not attached. The Performance Review will not be processed and the employee will not receive a salary adjustment until Personnel has received the Performance Review with the Interim Review (s).
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Sedgwick County Fire Department Performance Review (12 or 18 months)
The performance review is used every twelve or eighteen months, depending on the employee’s placement in the pay matrix or at either the employee’s or supervisors request. A supply of these forms will be maintained in all departments. Personnel will send a report to department heads indicating employee Performance Review due dates. Part I: Employee Completes The employee should list his/her successes from their previous list of Performance Objectives as well as any additional successes or accomplishments using additional pages if necessary. Part II: Supervisor Completes The thirteen areas of the performance criteria to be reviewed and rated are the same as the Interim Review. The same guidelines noted are to be used to review and rate the employee. Criteria for reviewing and rating are as follows. Outstanding: The employee continuously exhibits superior performance and effort. Exceeds: The employee’s performance often exceeds expectations for experience and responsibility level. Results often contribute to improved or innovative work practices. Fully Meets: The employee’s performance meets all and exceeds some expectations for experience and responsibility level. This category applies to strong performance. Meets Most: The employee’s performance meets performance expectations for experience and responsibility level. The employee could demonstrate improvement in certain performance areas. Does Not Meet: The employee’s performance does not meet minimum performance expectations for experience and responsibility level. Improvement must be immediate and significant. The supervisor must complete the comments section under EACH performance criteria to provide the employee feedback on job performance. If the supervisor marks Outstanding, Exceeds, or Does Not Meet, it is mandatory that the supervisor complete the comments section of the evaluation explaining why the employee was rated in these performance areas and provide examples.
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Instructions: Job Knowledge • Technical competence/skills • Ability to apply knowledge to job • Knowledge of relevant policies and procedures • Understands job duties and standards
Instructions: Dependability • Punctuality • Attendance and appropriate use of leave benefits • Meets deadlines • Meets work schedules • Fulfills job responsibilities • Meets commitments in a conscientious, thorough and timely manner • Extent of supervision required
Instructions: Job Performance (Production):
• Accountability • Quality/quantity of work • Initiative • Follows instructions • Practices work place safety • Resources utilization • Schedules met over which the employee has control • Sees and acts on opportunities independently • Uses time efficiently
Instructions: Interpersonal Skills • Written/oral communication • Flexibility/adaptability • Honesty/fairness • Teamwork/peer relations • Practices equal opportunity • Customer/client skills • Listens attentively • Ability to adjust to work interruptions and work schedules • Exhibits self control • Exhibits a commitment to working with a diverse work force and the public • Establishes positive relationships with the public Instructions: Employee Characteristics
• Commitment to the organization and quality public services • Attitude • Loyalty • Self improvement
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• Demonstrates professional maturity (Positive attitudes & behavior towards unfavorable decisions)
• Judgment/decision making • Involvement in internal/external training and participation • Presents himself/herself in a professional appearance • Reports for work with proper clothing/uniform, clean and well groomed according to
department standards
Instructions: Physical Fitness • Completes daily • Maintains good health routine • Actively participates with crew • Leads by example • Exibits positive behavior and attitude in participation • Good health/weight management
Instructions: Planning and Organizing • Plans and coordinates projects • Organizes staff and schedules work • Develops priorities of projects • Sets realistic goals and establishes a reporting system to assure completion • Anticipates obstacles and responds to changes when required • Processes done in a thoughtful and articulate manner Instructions: Judgment and Decision Making • Makes timely decisions • Analyzes available information and identifies problems and conditions • Reaches logical and effective conclusions/solutions • Recognizes when potential benefit of making decisions with existing information outweighs
those of delaying decisions until more data can be gathered • Fosters two-way communication with citizens and employees to build trust, confidence
and team work to ensure informed decisions as the County mission indicates Instructions: Employee Development • Encourages employees toward further development • Encourages employees to enroll in service training and outside development programs • Recognizes and utilizes diversity of employee talents, skills and abilities
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Instructions: Coaching, Counseling and Evaluating • Recognizes employees for hard work, creativity and innovation in delivering quality
public services • Willing and able to use formal techniques to recognize good performance and correct
behavioral problems or to remove a problem employee from the department • Provides employees with constructive suggestions • Assesses employees with an unbiased, open-minded attitude • Sets professional and personal goals for their subordinates (goals should have completion
dates attached) Instructions: Leadership • Demonstrates a good example or role model • Influences the activity of others, establishes credibility • Effectively delegates responsibilities • Inspires confidence • Motivates employees to their maximum effectiveness • Enthusiastically communicates and supports visions, values and leadership principles • Encourages high level productivity • Actively supports the County’s effort in equal opportunity and diversity • Provides a work environment that encourages, rewards and recognizes employees for
hard work, creativity and innovation in their jobs of developing quality public services as the County mission indicates
• Promotes a safe and secure work environment Instructions: Control of Operation/Resource Management
• Fiscal responsibility and conservation of resources (as applicable) • Monitors projects to completion, on time, and within budget • Effectively introduces new methods and procedures while identifying new ideas and
generates a climate for implementation • Establish methods for effectively measuring and evaluating activities while making
improvements or necessary corrections • Gives thorough attention to the County mission to allocate and use resources for
basic and essential services that are responsive to the changing needs of our community
Instructions: Innovation
• Ability to get out of the box • Innovation / Creativity • Seeks new methods and procedures for quality/quantity improvement • Recognizes problems and suggests possible solutions to different situations • Encourages other employees to innovate, try pilot projects/programs to improve fire
service delivery
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Part III: Supervisor’s comments/Employee’s comments This section provides an opportunity for both the supervisor and the employee to make comments regarding the evaluation. The role of the supervisor as a performance coach is to monitor employee performance relative to goals, objectives and standards. The supervisor provides corrective feedback as necessary, and reviews expectations. Ongoing coaching is a vital part of the performance management process. It is the responsibility of the supervisor and the employee. The employee should feel comfortable in soliciting coaching, and the supervisor should seek and capitalize on coaching opportunities. Throughout the performance year, the employee and supervisor should:
• Meet frequently; • Offer feedback; and • Address all aspects of performance
Part IV: Performance Objectives for the Next Review Period Goals and objectives are helpful for setting purposes, clear expectations, and gaining commitment. Objectives need to meet the following criteria:
7. Must be realistic – Can they be achieved within a reasonable length of time? What costs are involved? Will they bring about desired changes?
8. Must be specific – Do they specify when results can be expected? Do they say what benefits or improvements will be achieved? Do the state what results are sought?
9. Must ensure improvement – Do they offer sufficient challenge? Will they overcome problems, seize opportunities? Do they offer the chance to be of service to others?
A performance objective is:
13. Job related 14. Specific 15. Attainable but challenging 16. Measurable 17. Achievable within a time frame 18. Action oriented
An objective is reached face-to-face. It involves bargaining, resolving disagreements and reaching mutually agreed upon commitments. See appendix A for a list of examples (not limited to the attached list) A well written objective communicates:
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9. Who will achieve the objective? 10. What action(s) will be undertaken? 11. What will the measurable key result be? 12. When will the objective be accomplished?
Objectives represent specific outcomes or results that the employee will be accountable for during the year. These objectives can reflect one-time events, intermittent work or ongoing job responsibilities. These objectives should include any productivity or production standards established for the employee. One or more objectives are to be set by both the supervisor and the employee. Part V: Signatures Notes “salary adjustment (if eligible) granted” or “salary adjustment (if eligible) extended six months”. Check the appropriate box. The supervisor, the employee and the reviewer should all sign and date the form. It is the department’s responsibility to provide the opportunity for employees to be given a copy of their evaluation. The evaluation is then submitted to Personnel for processing, along with a copy of each Interim Review form. The Performance Review form will be returned to the department if a copy of each Interim review form is not attached. The Performance Review will not be processed, and the employee will not receive a salary adjustment until all required forms have been received by personnel. The evaluation must be completed and returned to Personnel by the due date. Personnel will send out late notices to bureau directors/department heads for the Performance Reviews not received by their due date.
Appendix A The following are example categories of performance objectives that can be used in Part IV of the Supervisor Version of the Employee Performance Evaluation. This is a list of examples and not meant to be a complete list, nor is the evaluator and/or the employee limited to only the items listed. I. Emergency Response: a. Medical 1. medical-general 2. vehicle-accidents 3. farm/industrial 4. trauma
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b. Rescue 1. buildings-upright structures 2. extrication 3. water related incidents 4. trapped victims 5. below grade incidents and confined space c. Fire 1. structure 2. vehicle 3. groundcover 4. misc. d. Haz-Mat 1. chemical odor 2. fire of hazardous materials 3. haz-mat incidents involving transportation situations 4. leaks/spills e. Hazardous Situations 1. gas leak 2. powerline down 3. misc. f. Natural Disasters 1. tornado 2. flood 3. storms/wind g. Mutual Aid 1. automatic 2. mutual aid agreements II. Non-Emergency Responses: 1. washdowns 2. stand-bys 3. carbon monoxide monitoring 4. check smoke/detector 5. assist law enforcement 6. assist citizens 7. roadside assistance 8. lock outs
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9. assist other governmental agencies III. Fire Prevention/ Public Service: 1. building inspections 2. burn permits 3. pre-fire planning 4. building information forms 5. hydrant inspection 6. building familiarization 7. community events 8. road permits 9. map productions 10. station tours and demonstrations 11. adopt-a-school 12. reach program 13. fire patrol IV. Training: 1. medical related 2. fire related 3. rescue techniques 4. apparatus/equipment 5. physical 6. outside agencies/fire departments 7. safety V. Station/Vehicle Maintenance: 1. building 2. vehicle 3. grounds 4. equipment/tools 5. hose VI. Management Skills: 1. record keeping 2. reports/documentation 3. employee evaluations 4. computer/communications 5. people skills
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a. administrative b. employees c. public 6. SOG/Policy 7. radio/communications 8. incident command VII. Off Duty Activities: 1. public service events 2. committee involvement 3. educational advancement
Sick family 145 30.98% 3,120.00 Sick Self 323 69.02% 6,778.00 Grand Total 468 100.00% 9,898.00
Average Sick Leave Usage – Per Member/ Per Month = 6.44 Hours
Benefit Leave and the Employee Evaluation 101
Appendix H
Questionnaire
1. Does your organization use an employee evaluation instrument? Yes No
2. Does the instrument have a category for attendance and/or punctuality?
Yes
No
N/A 3. Is sick leave use a factor in the employee evaluation instrument?
Yes
No
N/A 4. Does the employee evaluation instrument you use have a grading scale of?
1-2 (Satisfactory or Not-Satisfactory)
1-3
1-4
1-5
Greater than a 5 point scale
N/A 5. Does your organization have a guideline or established benchmarks for evaluating and grading benefit leave use (sick leave)?
Yes
No
N/A 6. Does your organization provide any training to employees on what is considered proper use of benefit leave?
Yes
Benefit Leave and the Employee Evaluation 102
No
N/A 7. In your organization how is benefit leave use graded on the employee evaluation?
We have a guideline
Each supervisor grades independently
Guidance is given to supervisors from superiors
We do not grade benefit leave use
N/A 8. Could you please provide a brief summary of your organizations methods of grading employees on benefit leave use (specifically sick leave) on evaluations?
9. Could you please fill out the following information? Name Rank or Title Organization Email Address City State Country
I appreciate the time you have taken to answer my questionnaire. If you have any SOP's or SOG's on this subject you can send them to [email protected] Once again...Thanks. Captain Craig Leu Sedgwick County Fire District #1 Sedgwick County, Kansas