» pay for performance is a compensation or incentive program that links pay and performance....

» Pay for Performance is a compensation or incentive program that links pay and performance. Employee’s are rewarded for how well they perform their duties and improve.

» Reviewed other agency rating scales» Developed our own Behaviorally Anchored

Ratings Scale (BARS) Guidelines

˃ Guidelines+ Change & Adaptation+ Communication+ Customer Service & Composure+ Drive for Results+ Fiscal Accountability+ Role & Initiative+ Organizational Commitment & Planning

» Discussed changes to Job Descriptions» Reviewed and edited all Job Descriptions » Developed one format for all Job Descriptions» Added Key Performance Measures for each job.

˃ Examples of key performance measures: + Ensure compliance with all departmental policies and procedures.+ Ensure all reports are compiled and reported in a timely manner.+ Ensure proper deposit of money.+ Ensure planning, permitting and/or GIS questions are answered

accurately and in a timely manner. + Performs all duties and responsibilities in compliance with IDEM,

EPA, OSHA and IOSHA and MS-4 standards.

TOWN OF MCCORDSVILLE Job Description

Title: Billing/Utility Clerk Department: Utility Department Supervisor: Utility Supervisor Status: Full-time, non-exempt Effect. Date: 1/1/2007 Purpose of Position: Performs a variety of office duties to assist the Utility Billing Supervisor, Town Clerk-Treasurer and Town Manager. Duties and Responsibilities:

Greets all utility customers and answers incoming phone calls professionally Posts all customer utility payments through walk-ins, mail, telephone, internet,

credit cards and ACH payments daily Responsible for balancing daily. Maintain require receipts for every transaction reported on the daily deposits in a

fashion that is in agreement to policy and procedures of the Utility Department. Final billing and partial billing on final and new start of all accounts Correctly process starts and stops of accounts. Maintain accurate trash count and provide timely reporting Process all non-sufficient funds payments and sends timely correspondence to

customer. Processes all billing Accurately produces end of month receipt report Assists the Billing Supervisor as needed Performs other duties as given

Key Performance Measures:

Greet people in a professional manner and direct accordingly. Follow local ordinances and adhere to state and federal statutes. Ensures all correspondence follows Town guidelines, is accurate and free from

errors. Ensure accurate posting and balance of all daily receipts. Ensure proper deposit of money. Ensure homeowner and business accounts are set-up and finalized accurately and

timely. Ensure all reports are compiled accurately and timely. Prepares all billings in an accurate and timely manner. Ensure accurate filing of documents.

EMPLOYEE ANNUAL PERFORMANCE EVALUATION FORM

Rating Definition of Performance Ratings 5 Exceeded

Expectations Performance consistently exceeded the position’s requirements and goals. The employee could serve as a role model in this capacity for others to learn from; this level of performance is not generally equaled by others.

4 Exceeded Some Expectations

Performance consistently met expectations while exceeding some. In general, the employee is doing a very good job, exhibiting a sharp understanding of the skills necessary to fulfill his or her goals.

3 Met Expectations Performance was satisfactory and met all expected goals. Most employees will achieve this level of performance.

2 Met Some Expectations

Performance met some, but not all, expected goals. The employee needs to improve in quality/quantity of work. This performance level is to be expected of employees new to the role.

1 Did Not Meet Expectations

Performance was consistently unsatisfactory and did not meet the basic job requirements. The employee will require significant performance improvement efforts.

» The review process will offer Managers a way to

˃ Set employee expectations˃ Develop measurements for performance˃ Give feedback in key performance areas to improve employee

performance˃ Rating employee performance in a summary fashion˃ Reward employees for good performance

Competency Successful Behaviors Rating

Key

Performance Measures

Possesses a thorough knowledge of all job functions. Effectively, plans, organizes and prioritizes work in an

effective manner to meet critical deadlines. Takes a high degree of ownership in his or her work. Produces high quality output in all aspects of job. Ensures all work in completed within established legal

guidelines.

Manager Comments and Feedback

• Knowledgeable of all job functions and works to improve efficiency.

• 4


Key




guidelines.


• Knowledgeable of all job functions and works to improve efficiency.• Highly organized and meets or exceeds deadlines.

• 4• 5


Key




guidelines.


• Knowledgeable of all job functions and works to improve efficiency.• Highly organized and meets or exceeds deadlines. • Takes ownership of work.

• 4• 5

• 3


Key




guidelines.


• Knowledgeable of all job functions and works to improve efficiency.• Highly organized and meets or exceeds deadlines. • Takes ownership of work. • High quality production of reports.

• 4• 5

• 3• 4


Key




guidelines.


• Knowledgeable of all job functions and works to improve efficiency.• Highly organized and meets or exceeds deadlines. • Takes ownership of work. • High quality production of reports.• Knowledgeable of applicable ordinances.

• 4• 5

• 3• 4• 4


Key




guidelines.


• Knowledgeable of all job functions and works to improve efficiency.• Highly organized and meets or exceeds deadlines. • Takes ownership of work. • High quality production of reports.• Knowledgeable of applicable ordinances.

AVG SCORE

4

» Employees Will Exceed Expectations By

˃ Meets Set Goals ˃ Serving as a Role Model˃ Displays Successful Behaviors˃ Willingly Accepts Increasing Responsibility˃ Excels in Performance Competencies


Key




guidelines.


• Employee struggles to utilize software to assist customers.

• 2


Key




guidelines.


• Employee struggles to utilize software to assist customers.• Struggles to organize and prioritize work.

• 2• 2


Key




guidelines.


• Employee struggles to utilize software to assist customers.• Struggles to organize and prioritize work. • Takes ownership of work.

• 2• 2

• 3


Key




guidelines.


• Employee struggles to utilize software to assist customers.• Struggles to organize and prioritize work. • Takes ownership of work. • Output is high in quality.

• 2• 2

• 3• 4


Key




guidelines.


• Employee struggles to utilize software to assist customers.• Struggles to organize and prioritize work. • Takes ownership of work. • Output is high in quality. • Does not follow sewer ordinance.

• 2• 2

• 3• 4• 1


Key




guidelines.


• Employee struggles to utilize software to assist customers.• Struggles to organize and prioritize work. • Takes ownership of work. • Output is high in quality. • Does not follow sewer ordinance.

AVG SCORE

2

SECTION 2 – PERFORMANCE GOALS- 50% Weighting At the beginning of the performance period, work with the employee to select three to five goals that relate to the department’s and Town’s initiatives and list them below. During the annual performance evaluation, rate how well the employee fulfilled his or her goals. Round the section total score to two decimal places.

Goal Resources Needed

Due Date Status/Outcome Rating

SECTION 2 – Total Score (sum of all ratings divided by the number of goals listed)

Learn Software Online Training 07/2012 Certificate Obtained 4Invoice Billing Folder Stuffer 07/2012 Implemented 4

4Update Forms None 07/2012 Completed

4

SECTION 2 – PERFORMANCE GOALS- 50% Weighting At the beginning of the performance period, work with the employee to select three to five goals that relate to the department’s and Town’s initiatives and list them below. During the annual performance evaluation, rate how well the employee fulfilled his or her goals. Round the section total score to two decimal places.

Goal Resources Needed

Due Date Status/Outcome Rating

SECTION 2 – Total Score (sum of all ratings divided by the number of goals listed)

Learn Software Online Training 07/2012 Certificate Obtained 4Invoice Billing Folder Stuffer 07/2012 Implemented 4

4Update Forms None 07/2012 Completed

4

AVG SCORE

4

TOTAL PERFORMANCE APPRAISAL SCORE

Enter the total scores from sections 1 and 2 and multiply them together by the weighting for each section to produce the section final score. Then add the two section final scores together to produce the final appraisal score.

Summary of Overall Ratings Section Section Total Score x Section Weighting Section 1 - Performance Competencies ______ x 50% (.50) Section 2 - Performance Goals ______ x 50% (.50) FINAL APPRAISAL SCORE

3 42




3 42

Overall Rating

3




3 42

Met Expectations

Performance was satisfactory and met all expected goals. Most employees will achieve this level of performance.

» Agreed upon the Purpose of Performance Management

» Reviewed and Modified Job Descriptions» Developed and Defined BARS Guidelines» Reviewed and Developed Performance Ratings

Criteria

» Thank you

» pay for performance is a compensation or incentive program that links pay and performance....

Documents

timely manner

timely correspondence

utility billing supervisor

customer utility payments

utility supervisorstatus

utility departmentsupervisor

utility customers

final billing