performance appraisal process for the direct reports of ... · performance appraisal process for...

Performance Appraisal Process for the Direct Reports of the

North Broward Hospital District Board of Commissioners

The performance of each employee at Broward health is evaluated annually in order to provtde constructive feedback on his/her performance, and set clear and measureable goals and expectations for the upcoming fiscal year.

Direct reports of the Board of Commissioners are evaluated annually in accordance with performance review criteria established by the Board of Commissioners and their contractual stipulations and/or Broward Health policy.

Performance is evaluated based on ten dimensions of performance. These include the five star values (Exceptional service to all, collaborative team, accountability for positive outcomes, fostering innovation and valuing employee and community family) as well as 5 leadership dimensions specific their job responsibilities (strategy & planning, operations management, leadership, financial management, and human resources).

Enclosed are the following for the direct reports ofthe•Board:

1) Performance Appraisal process for Direct Reports (Exhibit A)

2) President CEO (Exhibit B)

• Job description • Performance appraisal template

3) General Counsel (Exhibit C)

• Job Description • Performance appraisal template

4) Chief Compliance Officer (Exhibit D)

• Job Description • Performance appraisal template

5) Performance Appraisal Toolkit (Exhibit E)

6) Sample Board of Commissioners Appraisal Summary Sheet (Exhibit F)

Exhibit A

Performance Appraisal Process For Direct Report

Date Action

A TBD Notification to board reports regarding the two week time frame for submission of self-evaluation to HR Administration

B TBD Deadline for submission of self-evaluation

C TBD Transmit direct report's self- appraisals and appraisal tool kit to Board members with a due date of _/_/_

D TBD Appraisal Due Date (Individual appraisals submitted to HR Administration by each board member)

E TBD HR Committee meeting to: conduct review of submitted appraisals, set performance expectations and goals for upcoming FY.

• The evaluations of certain board reports may require input from the applicable standing committee prior to review by the HR Committee.

F TBD Full Board meeting for approval of HR Committee recommendations.

@BROWARD HEALTH' POSITION DESCRIPTION

fitle: President/CEO, Broward Health Effective Date: 1/30/2016

Position Code: 00923

POSITION SUMMARY:

The President/CEO will: 1) Formulate, direct and effectuate the strategic plan for the organization to deliver high quality, . patient centered healthcare; 2) Align the Mission, Vision, business objectives, culture, strategies, operations, leadership and goals to effectuate optimal organizational performance; 3) Provide leadership in administration of business affairs and operations to support organizational stability, integrity and compliance; 4) Ensure effective implementation and execution of policies and plans to direct and achieve both long and short term system objectives to create and sustain a highly functional organization with a focus on patient safety/satisfaction, quality outcomes, employee engagement,

physician engagement, regulatory compliance, financial success and market success. Support adherence to BH's

compliance and ethics program, policies, procedures and Code of Conduct.

SUPERVISION: A. Reports to: The North Broward Hospital District Board of Commissioners B. Supervises: Broward Health

JOB QUALIFICATIONS:

A. Education Master's degree required.

8. Experience (or eauivalent educc1tionV 1 O years of t_elatea experience.

C. Licensure: N/A

D. Certification/Registration: N/A

E. Special Training: N/A

WORKING CONDITIONS:

A. Physical demands required on a regular basis to perform the essential functions of this job: 1. Level: Sedentary 2. Weight Lifted (Frequency of Lift): 10 lbs or less infrequently 3. Walking/Carrying: 1.5 mph 4. Typical Energy Required: 1.5 METS

8. Environmental demands under which this job is performed on a regular basis: 1. Level: Minimal 2. Environment: Typically good working conditions - may have random exposure to dirt,

noise, hot/cold and/or crowded conditions.

RESPONSIBILITIES:

~ VALUES:

1. EXCEPTIONAL SERVICE: Proactively_Q_u_!ld internal and external customer relationships and loyalty; meet or exceed customer needs and e,roviaesatisfaction . . available resources; consistently role model exemplary behavior.

/

COLLABORATIVE TEAM: articipate mtain an environment to support productive partnerships, relationships, team spirit,

pride and joint efforts within work groups and across departmental and organizational lines; facilitate others to achieve overall organizational high performance, quality outcomes, goals and objectives.

3. ACCOUNTABILITY FOR POSITIVE OUTCOMES: Assume personal responsibility and accountability for meeting and exceeding goals and standards; continuously improve and grow product lines and services that enhance operational bottom line performance; explore opportunities for continuous development; assume responsibilities for errors, learn from them and implement solid action plan.

4. FOSTERING INNOVATION: Anticipate need for organization and operational change; seek, recommend and implement creative improvements in products and services; apply and engage in out-of-the-box thinking; challenge current practices and status quo; focus on doing the right things as well as doing things right to accomplish strategic objectives.

5. VALUING EMPLOYEE AND COMMUNITY FAMILY: Create and maintain an atmosphere of accepting others; treat co-workers, customers and business partners with dignity and respect; continually strive to include others to produce higher quality products and services; build

.~. positive, productive work relationships.

II. COMPETENCIES

6. STRATEGY AND PLANNING: Develop a comprehensive metrics driven/evidence-based strategic plan and operational goals to support system integration to align with Broward Health's, Mission, Vision, objectives and values.

a. Oversee formulation, implementation and amendment of business strategies to provide high quality patient centered care and profitable operations to meet short term objectives and to ensure long term growth and success while maintaining an effective system of budgetary control.

b. Establish, articulate and reinforce a management philosophy to execute strategic and operational plans and maintain accountability and timeliness for performance goals.

c. Create an environment that provides for superior consistent patient experience in the key dimensions of . regulatory compliance, patient safety and satisfaction, workforce competence, clinical quality and financial performance.

d. Demonstrate an organized proactive approach to evaluate and respond timely to evolving market conditions, industry trends and regulatory environment.

7. OPERATIONS MANAGEMENT: Provide leadership and oversight for operational and business plans to support Broward Health's success.

a. Operational Efficiency ------- 1) Operationalize strategies through evidence based processes maintaining accountability and timeliness for

performance of goals. 2) Direct development and ongoing evaluation of business plans, strategic objectives, and related business

matters to bolster Broward Health's position and reputation both regionally and nationally. 3) Establish and maintain an effective and highly collaborative organizational structure that shares best

practices and generate opportunities for value added integration and efficiency.

~

4) Create processes to continuously forecast the progress and momentum in key operations and strategies against planned objectives.

b. Quality Management 1) Oversee development and implementation of quality bench mark measures and strategies for the

effective and safe delivery of quality patient centered healthcare.

c. Regulatory Compliance 1) Establish and direct quantifiable measures and strategies to ensure compliance with all applicable

regulatory and accrediting agencies, organizations and Broward Health policies. 2) Model and reinforce a culture that supports legal and ethical compliance.

8. LEADERSHIP: Establish and maintain an active role in positive, productive and collaborative relationships with internal and external partners to support Broward Health's value, business position and reputation.

a. Board of Commissioners: 1) Proactively communicate relevant healthcare trends, issues and strategies to facilitate policy making and

foster continuous education and development of the Board of Commissioners. 2) Direct preparation and submission of an annual operating budget, and periodic reports summarizing key

operating statistics and quality indicators.

b. Medical Staff Relations: 1) Encourage and strengthen relationships with medical staff to assist with improving the delivery of quality

patient care. 2) Formulate and oversee business model for medical staff to promote clinical excellence,

operational/business goals, and regulatory/accrediting compliance.

c. Community Relations: 1) Promote, bolster, and reinforce productive community relationships to support Broward Health's Mission,

Vision and business objectives. 2) Serve as key external representative and spokesperson for the organization. 3) Assume active leadership roles in key community organizations and oversee Broward Health's

participation in furthering community services and mission. 4) Provide support to community organizations and initiatives to improve the health and well-being of the

community.

d. Legislative Relations: 1) Actively develop and advocate for local, state, federal legislation and policies to support Broward Health's

Mission, business goals and objectives.

9. FINANCIAL MANAGEMENT: Establish accountability for the key financial indicators of Broward Health's financial stability and performance.

a.

b.

c.

d.

e.

Demonstrate strong financial acumen, stewardship, fiscal responsibility and exhibit accountability for efficient and effective operation of Broward Health's budget and financial performance. Provide timely and accurate business and financial analytics to ensure performance relative to strategic plan and objectives. Provide oversight for the financial integrity and viability of Broward Health to ensure the systems financials are aligned with the system strategic plan and operations. Ensures integrity of measurement and control processes and all financial and reporting statements to support compliance to generally accepted accounting practices, legal and regulatory requirements and fiduciary obligations. Evaluate and champion market opportunities that improve cost structure and competitiveness.

10. HUMAN RESOURCES:

Oversee the effective utilization of Broward Health's employee partners/workforce in the areas of responsibility and support system-wide employee workforce planning, strategies and initiatives. Assist the organization to manage change, and align people, processes and practices for success.

a. Promote and model an environment and culture of high performance and continuous improvement. b. Provide and foster an inclusive employee environment and culture through the consistent and uniform

application and interpretation of governing policies, practices and terms and conditions of employment. c. Reinforce open, direct and productive communication which allows for constructive debate and supports

employee engagement in support of Broward Health's mission, strategic objectives and business goals. d. Provide leadership with timely, constructive, communication and feedback consistent with Five Star Values,

policies, and culture of diversity and inclusion. e. Facilitate and communicate change throughout the organization to meet the challenges of the evolving

environment of healthcare delivery.

All job requirements listed indicate the minimum level of knowledge, skills and/or ability deemed necessary to perform the job proficiently. This job description is not to be construed as an exhaustive statement of duties, responsibilities or requirements.

·,,.----.___.

)

Employee Name: Beverly Capasso

Job Title/Code: President/CEO

Department/Region: Administration

BROWARD HEALTH PERFORMA1' l APPRAISAL - MANAGEMENT ) Appraisal Date: ______ Next Review: _____ _

Employee ID#: ___ _

Type of Review: _ X _ Annual __ 90Day __ Other

Everything that we do in our work should exemplify our mission and core values. As you complete this performance appraisal, please keep in mind that the mission and core values remain the foundation for our work.

Broward Health Mission The mission of Broward Health is to provide quality health care to the people we serve and support the needs of all physicians and employees

Broward Health Star Values Exceptional Service to our Community - Collaborative Organizational Team - Fostering an Innovative Environment

Accountability for Positive Outcomes - Valuing our Employee Family

Performance Expectation

1. Exceptional Service: Takes assertive action to build internal and external customer relationships and loyalty; meets or exceeds customer needs and provides satisfaction within available resources.

2. Collaborative Team: Initiates and participates in mutually beneficial alliances, partnerships and joint work efforts within work group and across department and organizational lines; helps other achieve overall organizational high perfonnance, quality outcomes and goals and objectives.

Performance Measurement

D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

D Meets expectation: Behaviors consistently support al culture of service excellence. (i.e., measured by PACES or other survey tools) Takes initiative/follow up to address customer concerns.

D Requires improvement: Does not meet performance exp_ectation in this area. D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

D Meets expectation: Behaviors consistently support an environment of teamwork. Continuously works toward improving performance in this area.

D Requires improvement: Does not meet performance exp_ectation in this area.

Comments Supporting comments MUST be supplied for all areas marked "Exceeds expectation" or "Requires imnrov:ement".

Goals related to Management Incentive or

Strategic Plan

) ---.. __ .,

Performance Ex~ectation

3. Accountability for Positive Outcomes: Takes personal responsibility for meeting and exceeding goals and standards; acts continuously to improve product lines and services; seeks opportunities for continuous development; assumes responsibility for errors and learns from them.

4. Fostering Innovation: Initiates and responds to change positively; seeks and recommends or implements creative improvements in products and services; encourages and applies out-of-the-box thinking; challenges current practices when they are counter to goal achievement; focuses on doing the right things as well as doing things right to accomplish strategic objectives. 5. Valuing Employee and Community Family: Creates an atmosphere of accepting all others; treats co-workers, customers and business partners with dignity and respect; continually strives to include all others to produce higher quality products and services; builds positive, productive work relationships.


0 Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area. Documented evidence of exceptional cost savings, revenue enhancements and/or clinical measurements.

0 Meets expectation: Carries out personal responsibilities and continuously works towards improving personal performance in this area. Budget for line accountability areas maintained within 2% annually of flexed budget.

D Requires improvement: Does not meet performance ex.2.ectation in this area. 0 Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area. Recognized by others as a leader in this area.

0 Meets expectation: Carries out personal responsibilities and continuously works towards improving personal performance in this area.

0 Requires improvement: Does not meet performance expectation in this area. 0 Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

0 Meets expectation: Behaviors consistently support a positive and diverse work environment monitored by turnover, fair treatment, (i.e., Employee Survey) staffing and performance evaluation.(i.e., Performance appraisals are completed timely.) Continuously works towards improving performance in this area.

D Requires improvement: Does not meet performance expectation in this area.

Comments. s~epor,ting comments.MUst . be supplied for all ,ai:;ea~

· lilat.kedi''E:i:ce.,ds . expectation" or "Requires · improvement".

. <Goalstela'reli Manageiieri:tlii'tientwe or

Stiategic/Pbht ·.

) .----

Performance Expectation (Job-related performance expectations from the Job Description.)

6. STRATEGY & PLANNING: Develop a comprehensive metrics


D Exceeds expectation:

D Meets expectation: driven/evidence-based strategic plan and

operational goals to support system I D integration to align with Broward Health's, Mission, Vision, objectives and

Requires improvement:

values.

7. OPERATIONS MANAGEMENT: IO Exceeds expectation:

Provide leadership and oversight for I D Meets expectation: operational and business plans to support

' D Requires improvement: Broward Health's success.

8. LEADERSHIP: I O Exceeds expectation:

Establish and maintain an active role in I D Meets expectation: positive, productive and collaborative relationships with internal and external I D Requires improvement: partners to support Broward Health's value, business position and reputation.

8. FINANCIAL MANAGEMENT: I O Exceeds expectation:

Establish accountability for the key I D Meets expectation: financial indicators of Broward Health's financial stability and performance. I D Requires improvement:

10. HUMAN RESOURCES: I O Exceeds expectation:

Oversee the effective utilization of I D Meets expectation: Broward Health's employee partners/ workforce in the areas ofresponsibility I D Requires improvement: and support system-wide employee workforce planning, strategies and initiatives. Assist the organization to manage change, and align people, processes and practices for success.

Supporting comments MUST 1· Goals related to - - } be supplied for all areas Management Incentive or marked "Exceeds Strategic Plan

~xpectations" or "Requires improvement".

) ) )

j Employee Name: ID#

Quantity x Points= Points

Performance Measurements rated "Exceeds Expectation" X 5 = -- --

Performance Measurements rated "Meets Expectation" X 3 = -- --

Performance Measurements rated "Requires Improvement" X 0 = __ o --

TOTALS: -- -- (27 is a Passing Score)

Employee's Comments:

Supervisor's Comments:

All job requirements in the job description provided indicate the minimum level of knowledge, skills and/or abilities deemed necessary to perform the job competently. The Job Description is an overview of the duties, responsibilities and requirements for this position. Employees will be required to perform other job-related assignments as requested. I have read and understand the functions and performance expectations of my job and I am able to perform the essential functions as outlined in the job description with or without reasonable accommodations. This appraisal is based on the functions and performance expectations included in my job description for this position. My signature does not necessarily represent agreement with the assessment ofmy performance. I may attach comments ifl so desire.

Employee Signature & Date Board Chair Signature & Date

Supervisor's Signature & Date Human Resources Processing & Date

Note: Please attach Age Specific Competency Checklist, Departmental Competency Checklist, Copy of License, if applicable

I

@e·RoWARD HEALTH' JOB DESCRIPTION ------.;,

Title: General Counsel Effective Date: 4/6/2016

Job Code: 01433

JOB SUMMARY: The General Counsel at Broward Health reports to the Board of Commissioners with oversight and management responsibility for all legal strategies, issues, matters, services and resources. The General Counsel services as a businessoriented, senior legal advisor to the Board, CEO and other members of the executive team, focusing on the most important legal strategies and issues facing the District, and providing effective leadership for the legal function, in addition to providing

legal advice and counsel. Support adherence to BH's compliance and ethics program, policies, procedures and Code of

Conduct.

SUPERVISION: A. Reports to: North Broward Hospital District Board of Commissioners B. Supervises: Legal Staff

JOB QUALIFICATIONS:

A. Education (or equivalent years of experience): Law degree and preferably business, healthcare or hospital administration degree or coursework.

B. Experience (or equivalent education): C. Minimum 10 years as a practicing lawyer, with significant experience in healthcare law, contracts and legal

agreements. GC office and healthcare experience preferred. Significant experience supporting public sector clients.

D. Licensure: Admission to the State of Florida Bar

E. Certification/Registration: N/A

F. Special Training: N/A

WORKING CONDITIONS:

A. Physical demands required on a regular basis to perform the essential functions of this job: 1. Level: Sedentary. 2. Weight Lifted (Frequency of Lift): 10 lbs Infrequently OR Frequently 10 lbs and less. 3. Walking/Carrying: 1.5 mph No Grade-OR- Slower speed with 10 lbs or less 4. Typical Energy Required: 1.5 METS.

B. Environmental demands under which this job is performed on a regular basis: 1. Level: Moderate. 2. Environment: Rarely exposed to patient care activities or some exposure to environmental hazards.

RESPONSIBILITIES:

1. EXCEPTIONAL SERVICE: Proactively build internal and external customer relationships and loyalty; meet or exceed customer needs and provide satisfaction within available resources; consistently role model exemplary behavior.

2. COLLABORATIVE TEAM: Initiate, participate and maintain an environment to support productive partnerships, relationships, team spirit, pride and joint efforts within work groups and across departmental and organizational lines; facilitate others to achieve overall organizational high performance, quality outcomes, goals and objectives.

3. ACCOUNTABILITY FOR POSITIVE OUTCOMES: Assume personal responsibility and accountability for meeting and exceeding goals and standards; continuously improve and grow product lines and services that enhance operational bottom line performance; explore opportunities for continuous development; assume responsibilities for errors, learn from them and implement solid action plan.


5. VALUING EMPLOYEE AND COMMUNITY FAMILY: Create and maintain an atmosphere of accepting all others; treat co-workers, customers and business partners with dignity and respect; continually strive to include all others to produce higher quality products and services; build positive, productive work relationships.

6. STRATEGY & PLANNING: Provides proactive leadership to assist the organization with legal adherence and compliance through the development of a comprehensive metrics driven plan to support Broward Health strategic objectives, initiatives, mission, vision, and goals.

A. Management of Legal Function: a. Develop a strategic business model for corporate legal practice & legal function with key performance

indicators, based on the Broward Health's vision, mission, strategic plans & organization-wide risk profile analysis.

b. Develop and manage effective strategies and programs to avoid & manage litigation, disputes and other adversarial matters; makes (or assists with) decisions to initiate, take, defend & or settle disputes.

c. Identify types of work to be outsourced or conducted in-house and manage the optimal delivery method and resources (internal/external) to ensure performance standards achieve the objectives of commercial transactions.

d. Develop clear criteria for using law firm and other outside services, and manages outside service providers and relationships through best practices approaches.

e. Employ management tools and techniques to identify, analyze and implement improvements in legal resource allocation and work processes.

f. Assess changes in volume of legal work, risk profile & changes to the BH Regions and services - e.g., acquisitions, divestments.

7. OPERATIONS/LEGAL SERVICES MANAGEMENT: Provide oversight to ensure effective and efficient execution of legal operations and services to support Broward Health. Ensure compliance with all applicable laws, regulations and governmental requirements.

A. Delivery of Legal Services: a. Assure the availability, continuity, consistency and quality of competent, timely, and cost efficient legal

services across the function to meet business needs b. Oversee the timely and responsive delivery of all legal services and the management of all legal resources,

both inside and outside the District. c. Conduct a periodic review and survey of client and legal function staff satisfaction levels.

B. Board Support: a. Promote good governance by providing appropriate fiduciary and governance advice on directorship duties. b. Support and assist the Board of Commissioners (and all designated Board committees) and the Corporate

~ Secretary through the planning and development of all Board related legal duties. C. Compliance and Risk Management:

a. Ensure timely and accurate guidance on prospective and pending legislative and regulatory developments and their impact on the District. ·

b. Provide legal guidance to ensure that Broward Health operates consistently with legal, regulatory and ethical obligations.

c. Meet regularly and in executive session with the Board to have the opportunity to communicate concerns or observations regarding legal and regulatory compliance matters.

d. Work with risk management and other departments throughout the organization to achieve legislative & regulatory compliance by identifying and quantifying legal/regulatory risk from business practices, commercial transactions & the industry regulatory framework.

e. Conduct strategic and operational legal risk assessments which identify high-risk areas, and facilitate responsive initiatives or action plans, sharing this information with compliance, audit, finance and other units, as appropriate.

f. Ensure that the legal function provides timely and accurate guidance on prospective and pending legislative and regulatory developments and their impact on Broward Health

8. LEADERSHIP: Establish and maintain positive, productive and collaborative relationships with internal and external partners to support an engaged and inclusive culture and advance the Broward Health mission, vision, strategic objectives and business goals. Serve as the Broward Health's chief legal counsel and establish the Broward Health's legal agenda in conjunction with the Board of Commissioners and executive team, to identify and address critical legal issues. a. Demonstrate understanding and exhibit system thinking and global perspective in achieving department goals. b. Achieve effective working relationships and the confidence of executives, managers and employees at all levels

- corporate, business unit and staff functions.

9. FINANCIAL MANAGEMENT: Accountable for the key financial indicators of department; plan, direct, and evaluate assigned areas' fiscal function and performance. a. Demonstrate financial acumen and fiscal responsibility and exhibit accountability for efficient and effective

operations. b. Responsible for the administration of financial outcomes for department. c. Plan, manage, control and report budget for inside and outside legal spending.

10. HUMAN RESOURCES: Oversee the effective utilization of Broward Health's employee partners/workforce in the areas of responsibility and support system-wide employee workforce planning, strategies and initiatives. a. Create and maintain an effective, collaborative, engaged, inclusive team with an emphasis on open, direct and

honest communication which supports employee engagement, retention, system thinking, regional performance and market success.

b. Promote and model an environment and culture of high performance and continuous improvement that values a commitment to quality through coaching and managerial oversight of staff performance and development.

c. Provide and foster a positive and engaged employee environment through consistency and uniformity in application and interpretation of governing policies, practices and all terms and conditions of employment.

d. Provide timely, constructive, communication and feedback consistent with Five Star Values, policies, and culture of diversity and inclusion.


) BROWARD HEALTH PERFORJ.\lm. ,,k APPRAISAL - MANAGEMENT )

Employee Name: Lynn Barrett Appraisal Date: ______ Next Review: _____ _

Job Title/Code: General Counsel


Employee ID#: ____ _

Type of Review: _X_ Annua1 __ 90Day __ Other

Everything that we do in our work should exemplify our mission and core values. As you complete this performance appraisal, please keep in mind that the mission and core values remain tile foundation for our work.

Broward Health Mission The mission Qf Broward .Health is to provide quality health care to the people we serv.e and support the needs of all physicians and employees

Broward Health Star Values E!lceptional Service to dur Com111unity - Collaborative Organiza~ionilTeam - Fostering aninnovative Environment

· ·, ___ Ac.co11nqibility for PositiveOutco~es- Valuing:our Emp~yee Family

Pertorinance l:xpectation Performance Measurement

1. Exceptional Service: Takes D Exceeds expectation: Meets expectation and assertive action to build internal and frequently initiates improvement or influences the team or external customer relationships and others to learn and improve in this area. loyalty; meets or exceeds customer needs and provides satisfaction within available resources.

2. Collaborative Team: Initiates and participates in mutually beneficial alliances, partnerships and joint work efforts within work group and across department and organizational lines; helps other achieve overall organizational high performance, quality outcomes and goals and objectives.

D Meets expectation: Behaviors consistently support a culture of service excellence. (i.e., measured by PACES or other survey tools) Takes initiative/follow up to address customer concerns.

D Requires improvement: Does not meet performance expectation in this area. 0 Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.



. Comments Supporting comments MUST buuppiied. for itllareas

.·marked"i:x:ceeds expectation" ot ~•'.Requires imnrovem_enJ" .

. Gos.ls related to Management Incentive or

Strategic Plan

.---, ~'- ---.

. : ~ ·.' , ,., ·... . . .. · .... , I·. " . , -,., . , Perfor~ante Eipe¢tati~u1 ·

3. Accountability for Positive Outcomes: Takes personal responsibility for

·meeting and exceeding goals and standards; acts continuously to improve product lines and services; seeks opportunities for continuous development; assumes responsibility for errors and learns from them.


. Petformance Measurement


D Meets expectation: Carries out personal responsibilities and continuously works towards improving personal performance in this area. Budget for line accountability areas maintained within 2% annually of flexed budget.

D Requires improvement: Does not meet performance expectation in this area. D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or . others to learn and improve in this area. Recognized by others as a leader in this area.

D Meets expectation: Carries out personal responsibilities and continuously works towards improving personal performance in this area.

D Requires improvement: Does not meet performance expectation in this area. LJ Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

D Meets expectation: Behaviors consistently support a positive and diverse work environment monitored by turnover, fair treatment, (i.e., Employee Survey) staffing and performance evaluation.(i.e., Performance appraisals are completed timely.) Continuously works towards improving performance in this area.

D Requires improvement: Does not meet performance e:,g,ectation in this area.

Ci)1111fients _ ... . Sun,mrting comme1ttsMUSt: .

.. be'·s'uppli~d for a:lhtreas · . · tiiark~d ".ExeeMs . expectation~ or ''Requires imnrcPY-...ement''·

... -Goals,,hdati~ Mariiigem~uttlncentive•or

· StrateglcP1a11 ·

.---I

Performance Expectation (Job-related peiformance expectations from the Job Description.)

6. STRATEGY & PLANNING: Develop a comprehensive metrics driven/evidence-based strategic plan and operational goals to support system integration to align with Broward Health's, Mission, Vision, objectives and values.

7. OPERATIONS/LEGAL SERVICES MANAGEMENT:


0 Exceeds expectation:

0 Meets expectation:

0 Requires improvement:


0 Meets expectation: Provide leadership and oversight for legal operational and services to support I D Requires improvement:

Broward Health's success.

8. LEADERSHIP: I O Exceeds expectation:

Establish and maintain an active role in I O Meets expectation: positive, productive and collaborative relationships with internal and external I O Requires improvement: partners to support Broward Health's value, business position and reputation.

8. FINANCIAL MANAGEMENT: I O Exceeds expectation:

Establish accountability for the key I D Meets expectation: financial indicators of Broward Health's financial stability and performance.


Oversee the effective utilization of Broward Health's employee partners/ workforce in the areas of responsibility and support system-wide employee workforce planning, strategies and initiatives. Assist the organization to manage change, and align people, pr~ce~s~s and practices for success.



D Meets expectation:


Comments Supporting comments MUST be supplied for all areas marked "Exceeds expectations" or "Requires improvement,,.

)-Goals related to Management Incentive or Strategic Plan

) ) )

f Employee Name: ID#




Performance Measurements rated "Requires Improvement" X 0 = __ o --




All job requirements in the job description provided indicate the minimum level of knowledge, skills and/or abilities deemed necessary to perform the job competently. The Job Description is an overview of the duties, responsibilities and requirements for this position. Employees will be required to perform other job-related assignments as requested. I have read and understand the functions and performance expectations of my job and I am able to perform the essential functions as outlined in the job description with or without reasonable accommodations. This appraisal is based on the functions and performance expectations included in my job description for this position. My signature does not necessarily represent agreement with the assessment of my performance. I may attach comments if I so desire.




I

@BROWARD HEALTH' JOB DESCRIPTION ~--------------------------------------------Title: VP, Compliance & Privacy Officer Effective Date: 11.15.2016

Job Code: 01887

JOB SUMMARY:

Provide strategic leadership and oversight of all compliance programs for Broward Health in accordance with laws, regulations and governmental obligations to ensure the ongoing effectiveness of all compliance, ethics and privacy programs and processes. Ensure compliance with Medicare and Medicaid billing regulations, fraud and abuse laws, policies and procedures for the protection of privacy and confidentiality of protected health information (HIPAA), and other regulatory requirements. Collaborate with system wide and regional leadership, management and medical staff to promote an awareness, understanding and culture of positive, ethical and moral principles, and detection and resolution of compliance, ethics, and privacy matters that does not conform to federal and state laws. Support adherence to BH's compliance and ethics program, policies, procedures and Code of Conduct.

SUPERVISION: A. Reports to: CEO and dotted line to Board of Commissioners. B. Supervises: System-wide compliance function(s).

JOB QUALIFICATIONS:

A. Education (or equivalent years of experience): Master Degree required.

B. Experience (or equivalent education): 10 years of related experience.

C. Licensure: N/A

D. Certification/Registration: Health Care Compliance, Certified Internal Auditor or Certified Fraud Examiner

E. Special Training: N/A

WORKING CONDITIONS:

A. Physical demands required on a regular basis to perform the essential functions of this job: 1. Level: Sedentary 2. Weight Lifted (Frequency of Lift): 10 lbs Infrequently OR Frequently 10 lbs and less 3. Walking/Carrying: 1.5 MPH No Grade OR Slower speed with 1 O lbs or less 4. Typical Energy Required: 1.5 METS

B. Environmental demands under which this job is performed on a regular basis: 1. Level: Minimal

~ 2. Environment: Typically good working conditions - may have random exposure to dirt, noise, hot/cold and/or crowded conditions.

RESPONSIBILITIES: ,........,___

1. EXCEPTIONAL SERVICE: Proactively build internal and external customer relationships and loyalty; meet or exceed customer needs and provide satisfaction within available resources; consistently role model exemplary behavior.

2. COLLABORATIVE TEAM: Initiate, participate and maintain an environment to support productive partnerships, relationships, team spirit, pride and joint efforts within work groups and across departmental and organizational lines; facilitate others to achieve overall organizational high performance, quality outcomes, goals and objectives.

3. ACCOUNT ABILITY FOR POSITIVE OUTCOMES: Assume personal responsibility and accountability for meeting and exceeding goals and standards; continuously improve and grow product lines and services that enhance operational bottom line performance; explore opportunities for continuous development; assume responsibilities for errors, learn from them and implement solid action plan.


5. VALUING EMPLOYEE AND COMMUNITY FAMILY: Create and maintain an atmosphere of accepting all others; treat co-workers, customers and business partners with dignity and respect; continually strive to include all others to produce higher quality products and services; build positive, productive work relationships.

6. STRATEGY & PLANNING: Provide proactive strategic leadership through the development of a comprehensive and integrated compliance and privacy strategic plan to support Broward Health strategic objectives, initiatives, mission, vision, and goals. Provide for on-going oversight to evaluate and strategically respond to developments/changes affecting compliance and privacy strategies and operations in order to sustain and/or adjust plans or initiatives. a. Develop, administer and implement an effective system wide compliance and privacy program including

promoting the use of the Compliance and Privacy hotline, heightened awareness of applicable policies and procedures, Code of Conduct and related policies, programs, systems and strategies.

b. Develop the strategy for and implement an effective Business Integrity program including evaluation of industry standards and the adoption and implementation of best practices in the area of health care compliance and privacy.

c. Promote integration with all compliance and privacy processes across the system to ensure system wide strategic direction and operational goals are met.

d. Lead in the research, development and system wide implementation of compliance and privacy "Best Practices."

7. OPERATIONS MANAGEMENT: Provide leadership and oversight to ensure effective and efficient execution of operational plans that are aligned with system-wide compliance and privacy goals, applicable laws, regulations, and governmental requirements. Improve the organization's capability through a planned process to align various aspects of the organization to meet its goals. a. Develop, implement, and ensure adequate execution of a robust integrated infrastructure to support the

achievement of system wide and regional compliance and privacy goals and objectives consistent-with Broward Health policies procedures, and objectives.

b. Responsible for the maintenance of the Broward Health Code of Conduct manual; development, implementation and maintenance of policies and procedures for the general operation of the compliance program; and health information privacy practices in order to maintain an effective compliance, privacy and business integrity program.

c. Assumes responsibility to establish compliance and privacy program work plans, values and performance expectations; conduct related risk assessment activities which include the analysis and interpretation of the Annual OIG Work plan, Office for Civil Rights guidance and rulings etc. and address remediation plans as necessary to further promote compliance and privacy improvement within the organization.

d. Develop, oversee and maintain compliance and privacy monitoring programs, policies and procedures for compliance occurrence detection and response of system wide high risk areas. Develop system wide benchmarks and assure the timely and effective communication of review findings to executive team.

e. Implement initiatives to foster an ethical culture throughout the hospital system. Ensure the compliance program effectively prevents and addresses violations of the law.

f. Develop, implement and oversee requirements of the Corporate Integrity Agreement.

8. LEADERSHIP: Establish and maintain positive, productive and collaborative relationships with internal and external partners to support an engaged and inclusive culture and system wide integration and advancement of the Broward Health mission, vision, strategic objectives and business goals. a. Demonstrate thorough understanding of compliance, privacy and ethical standards/regulatory requirements

and serve as the organizations' internal expert and communicator on regulations impacting the system. Exhibit system thinking and global perspective in the provision of proactive, sound guidance regarding compliance and privacy matters in order to achieve system wide and regional goals.

b. Work collaboratively with internal departments including but not limited to Legal, Risk Management, Finance, Human Resources, Quality, and Information Systems for system wide integration of compliance and privacy programs as well as remediation and enforcement of the program.

c. Provide leadership and oversight of compliance and privacy specific plans to ensure implementation of efficient operations and system wide compliance consistent with laws, regulations and government.

d. Work with corporate and regional leadership in setting organizational values to further promote compliance and privacy improvement within the organization.

e. Develop and implement an engaging and comprehensive training and education program that focuses on the elements of the compliance and privacy programs and seek to ensure that all employees, management and medical staff are knowledgeable of and comply with applicable federal and state standards.

f. Strengthen key community relationships in such areas as local community services, education, business and professional organizations.

9. FINANCIAL MANAGEMENT: Accountable for the key financial indicators of Broward Health; plan, develop, organize, implement, direct, and evaluate assigned areas' fiscal function and performance. a. Demonstrate financial acumen and fiscal responsibility and exhibit accountability for efficient and effective

compliance and privacy operations. b. Responsible for the administration, development and oversight of financial outcomes for compliance areas. c. Assist organization to proactively identify and address compliance matters that may have financial impact to

the organization.

10. HUMAN RESOURCES: Oversee the effective utilization of Broward Health's employee partners/workforce in the areas of responsibility and support system-wide employee workforce planning, strategies and initiatives. a. Create and maintain an effective, collaborative, engaged, inclusive team with an emphasis on open, direct and

honest communication which supports employee engagement, retention, system thinking, performance and market success.

b. Promote and model an environment and culture of high performance and continuous improvement that values a commitment to quality through coaching and managerial oversight of staff performance and development.

c. Provide and foster a positive and engaged employee environment through consistency and uniformity in application and interpretation of governing policies, practices and all terms and conditions of employment.

d. Provide timely, constructive, communication and feedback consistent with Five Star Values, policies, and culture of diversity and inclusion.


) BROWARD HEALTH PERFORlVJ:?\.. j: APPRAISAL - MANAGEMENT

Employee Name: Nicholas Hartfield

Job Title/Code: VP/ Compliance & Privacy Officer


Appraisal Date: ______ Next Review: _____ _

Employee ID#: ____ _

Type of Review: _ X _ Annual __ 90Day __ Other

)

Everything that we do in.our worksllould exemplify .our mission and core.values. As you complete this performance appraisal, please. keep in mind that the mission and ·corevalues-r.emain the foundation for. our work

Broward Health Mission The mission of Broward Health is to provide quality health care to the people we serve and support tile needs of all physicians and employees

Br.o-ward Health Star Values ExceptionalServi¢e to our Community- Collaborative Qrganizational Team - Fostering an Innovative Environment

~~C()Ull~~ility .for Positive OutcolJleS - Valuing our Employee Family

Performance Expectation

1. Exceptional Service: Takes assertive action to build internal and external customer relationships and loyalty; meets or exceeds customer needs and provides satisfaction within available resources.

2. Collaborative Team: Initiates and participates in mutually beneficial alliances, partnerships and joint work efforts within work group and across department and organizational lines; helps other achieve overall organizational high performance, quality outcomes and goals and objectives.


D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

D Meets expectation: Behaviors consistently support a culture of service excellence. (i.e., measured by PACES or other survey tools) Takes initiative/follow up to address customer concerns.

D Requires improvement: Does not meet performance expectation in this area. D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.



Comments Supporting comments.MUST be supplied•for.•all areas marked '~Exceeds expectation" or "Requires imoroveme».t,,.

Goals related to Managem:entlncentive or

Straitegic Plan

--- \ ··- r-----~-i-----,--- -· Perfonnance Exvectation

3. Accountability for Positive Outcomes: Takes personal responsibility for meeting and exceeding goals and standards; acts continuously to improve product lines and services; seeks opportunities for continuous development; assumes responsibility for errors and learns from them.


Performante Measurement


D Meets expectation: Carries out personal responsibilities and continuously works towards improving personal performance in this area. Budget for line accountability areas maintained within 2% annually of flexed budget.

D Requires improvement: Does not meet performance expectation in this area. D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area. Recognized by others as a leader in this area.

D Meets expectation: Carries out responsibilities and continuously works improving personal performance in this area.

personal towards

D Requires improvement: Does not meet performance expectation in this area. D Exceeds expectation: Meets expectation and frequently initiates improvement or influences the team or others to learn and improve in this area.

D Meets expectation: Behaviors consistently support a positive and diverse work environment monitored by turnover, fair treatment, (i.e., Employee Survey) staffing and performance evaluation.(i.e., Performance appraisals are completed timely.) Continuously works towards improving performance in this area.

D Requires improvement: Does not meet performance ·expectation in this area.

Comments Supportingcom'iil~ntsMUST ·.

·· be.siippliet:Uof.aH ateis 1 nt'arked ~'Exceeds •. ·. .. ·.

expectation"'.or "l.teguires imnr9Yemce_11t".

Goals reiind\ . .MaU:a1~m.~nt 1ncentive or

Stfategic.fian ·

r-· .,_

Performance Expectation I Performance Measurement (Job-related performance expectations from the Job Description.)

6. STRATEGY & PLANNING: Develop a comprehensive metrics driven/evidence-based strategic plan and operational goals to support system integration to align with Broward Health's, Mission, Vision, objectives and values.


D Meets expectation:

D Requires improvement:

7. OPERATIONS MANAGEMENT: I O Exceeds expectation:

Provide leadership and oversight for I O Meets expectation: operations to support Broward Health's

' 0 Requires improvement: success.

8. LEADERSHIP: D Exceeds expectation:

Establish and maintain an active role in / 0 Meets expectation: positive, productive and collaborative relationships with internal and external / 0 Requires improvement: partners to support Broward Health's value, business position and reputation.

8. FINANCIAL MANAGEMENT:

Establish accountability for the key financial indicators of Broward Health's financial stability and performance.


Oversee the effective utilization of Broward Health's employee partners/ workforce in the areas of responsibility and support system-wide employee

· workforce planning, strategies and initiatives. Assist the organization to manage change, and align people,

J)!"_ocess_es and practices for success.







Comments Supporting comments MUST be supplied for all areas marked "Exceeds expectations" or "Requires improy_emept".

)

Goals related to Management . Incentive or Strategic Plan

) ) )

! Employee Name: JD#




Performance Measurements rated "Requires Improvement" X 0 = __ O --




All job requirements in the job description provided indicate the minimum level of knowledge, skills and/or abilities deem~d necessary to perfof!Il the job competently. The Job Description is an overview of the duties, responsibilities and requirements for this position. Employees will be requ1red to perfonn other Job-related assignments as requested. I have read and understand the functions and performance expectations of my job and I am able to perfonn the essential functions as outlined in the job description with or without reasonable accommodations. This appraisal is based on the functions and performance expectations included in my job description for this position. My signature does not necessarily represent agreement with the assessment of my performance. I may attach comments if I so desire.




I

)

Commissioner Klein

Commissioner Ure

Commissioner Berry

Commissioner Gregoire Commissioner Wellins

\

PERFORMANCE APPRAISAL SUl\11~RY (Board of Commissioners) 2018

L\ceptio11al Coll,1boratiH' Accountability Fostering Service Tc,1m !'or l111w1,1tion

l'usiti1e Outcomes • Strategy &

l'lan11i11g C lpcrat ions

M,rnagement Leadership hnanical

M,111agcmc11t IIR

)

Total l'A

Score

1

-, -· 3 <

(D

~. OJ -, :::J - •

:::J 0 n 00 (D ,,-~

- ';fl" A -· t

Goal

,,tormance review is the~ · :'t~he past year's performa••

~ - ement as it contributes ta\.

e to align the energ,ii~;~t~.IQ tale.;~ h. h. h. . . ,/'\

:,'i}n:ac t~~~ .Jg er ;;p!' .. _ .. ,,~--;;; \':-:)\£) ·'., '' ,, . " .: ', •· '.:'•,"•~r"·'':•1 '"i,,\ ,·,;,,,, .-"\'1»·)~""F'(,; < .,,,\,;,•:;~·-;1;:;:;_:~-F~t?'~·V:~/...- ::,,:·,·~r.::.•:i:ft-:, :- . , :-y; , ,\~~f;

•~Fli)V'eS' ttf 1i:M~ti,9tfn1:eif11t~{6t~it:m.ite .. \·•· · · ... 1: : ·_ . " :,• .. .. · .. ··-. ··. __ .·/ }( :>,}~:~<::\.·,:.: -,··l g-

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Common Performance

,,,

.i1li%lhg your direct reports ,out previous discussion of ,f1rmance

,,J~;l'/:,\"

,.,;:~reparing to address all •mance criteria

:.'{1 >· ' ~Jm(

',ing performance goals that~Xff{~1v1ii ... ·.· · ·-hievable .for the individua•1 ·· ,'X:::;:J~I't1:r;;

,,,· .. ; ....... ,,n.;d. E!fxR~~!~:.f.:i;f ..•. i'..i::.-~.•.ti.;.,:.\.'h.::.:;,,.;:;:I\,,,/ ... g'per orman:c~ww1,1i{1·tt1 ,.·

. ~~rov-ement . : \:'.:}:\!it/{::':: ' ;!'> . .• · '."' • ic;;(i ·· ·

1t0t~r u~~;s~;~~~,j~~}! ., ,r, . ;i:D}t'.

e,.-,.ce\\e'C\\ '\Jef'J good 0

Good 0 r,.."et'o~e 0

~o0t 0

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~

•

Performance Review

:fon, preparation and preparaji ,,l~nting past and future perform, ,,hg objective examples for valid~~

\ 1\'.: \\,'.

".i,pg clear, concise, measurable'); · :ric for future review ·

')1~\· I[,:,,,

{:with the direct re portiEi,,~i;w,

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Preparing the Performance Appraisal

policy Performance Appra:f~ ees - HR-004-021Descripti:,

'W direct report self assessmJr a ::v. ,gar ·, '.i\,r.'"

re to metrics/dash board fq:t ~,ance 1 I;; ,,. ' ,;.(, ,· (Ip/ f,\

;; ·. ·,f,'t,. ,,'.:::s ~forrr,gnce baseq, LI port, r~.i(

,~\~;;',':,/''.<~~\'titi>J:.~:. · ; ' .'. / . ,:'•::•-.. :, :,:,,_'\.' :\ '·\/'.'\.,, ':''\: •.::,_ :,, •> • ,:"¥c' ' ; '. " ', ' :"•: ·: \.'.

ti~,I<, q u~a nti:x~;~d.f ,wi,J:;kr}\'YeJ1:diij;:i1~;t:tae;:;;,1 l

....... ·,.a.,··t·· ... :·.:,.·.··g· •.:c.,:."a:'·11-:~::·t:i .. :.:J::'>'' <, ..... ,, .... ·.· .. •,i,"tr<•".

-:• b"". 112 1ona o . '11/~k:>>:lt•· i .·

. :j} • • . •· ')).'.:i,'..;{':,:-)i() .·. • .. . . ···~.;J.:bJect1v~ sta. tern ...•. :.:~.'.·.··:·;··.·.· ... ::.m.,:.:.·.,1 ... ; ... i.t.': .. :.i .. ,.· ... s.;; •.... t ..... f.'.e .... v1 .. den·. c··• e .f~r Y:: Ot meeting or e~~.~~i,::;:I\:ng pert--~"·'-~~%~"

·· rformal'l'iijg~~J~ · ye p~Itformafr:r

Performance :;

Rating Rating Values at

finition

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Rating System

,,rmance Exceeds Ex

"fniance consistently and s1

11fded the goal/objective an~p, , 1,

~hout the entire appraisal pr.\\riodjtf, , di nary effort and uni~.t ,: ovlt:i:,

'".a,,t1e or no room for r~j~'\\'

" .:gc:u m~rlf ii:fi~~if ri~ffo't x4t?:;:' ':,·Jc,.'.}t,:>·

Rating System

ance Meets Expectation,•1·

"ifl'Tlance consistently met e~ ,f~ghout the appraisal period, ··· plishment of the establish.

, 1dard. '-t

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Rating System

rformance Re

'"~1~nce was inconsistent in mJ

.,,~;f!dard without increased sup~, '~

1ilm:ie and further development is i

· • ·~"· ·-:i •. :_, · -.··. t····· +· .. • ....... · .• •. ,,~z,i;J;/i&;::'i·:·ii•i/,; ~,e.ume.n, .a,~1on regu1re~~al~!.

n qu,cf J;; d e~'~lo p~:~\t~(f h1~f '!~::;~~· im :t~view should bef:~ifii~:ittucted with· ., ensure direct ri"jiifis iv, · ·· ··

1Jf:":.r·/i\/~·:: ::{\:};.·,:. . ,. ·: :.:.\}·::.\) • · ,_ -... · .:·'. ·· ·),.:•,, · · f'.~ ... i:.1·.:.P.,c'1'.1,l1~(t;';:;;r:'.\~'il;n rm an C~t.:m:.; . a· n ...... 'a .. a ao,.,lfl\Vt":e ,,,.u.iit11t'1~'-t. ~. ,.. . . :. ~"

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,::--.:;-

Performance Rating

~,Jing of 5 or Orating requires suppor~l ::~.

i:d ocu ffi0~iif

ore of 27 is the minimum passing sco &l:loyee ::

·t1•'

,;treport requires improvem~tfJ:~ffli~ ·· · • ~·e· ··· A to· r a "fa· ·,.l·e·d· eva I u at•,··o· . .,n··· .. ,:",~:::::?··• 'i'.\t;;;/,,,:(· · t/. ' ~ ·, '. '- ' ' ' ' i~~~tifo;~~-~:•\•\w,::'..:~:I';

1;\i~½i\i( ,' ,, '," , _,; .-,:, .'_-. "

•~it:ron is a score :below 27 . '' ·,, '· ,,. ·' ,, ':

)

'-

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Performance Evaluati: E~otional Service •

,,· ,.

L Takes assertive action to build intern~I 1ps and loyalty; meets ·or exceeds custdt

. :,h ·:within available resources. · i rr;s ;i,\ition of Customer Requirements:

~:~tions to identify customer needs and exp~ ,;,,~, .

d:E1i:jjfvice Measurement: > · . •··

L\cJ.systematically monit~fs:/~:~~r~ports~·c•, · .·.·· ···· ·vidual custom~rs to ·a$se

(

• tons -

Performance Evaluatf, ,n S1i: ,' ~

' '.~~1!t ;;

•

•

.laborative Team .. : Initiates and participates inn ;~partnerships, and jointwork eff1

i·os·s department and organizationa :~ overall organizational high-perfo:r bes and Broward Health's goals an'-

,,~ s iJit .ii ~,,. of others: .. ~ttl: 11

' .. ·.••. ' ; ,<e!l:~~] "'1ir

,J of work group members a!m,dii"~:~\·ur~l\i .. ·.·,__>•tn tb.e.discussion or process:.,.\r. :,, ::•:·.· .. · .. •.::

'•:i· . . ·••· . . . · . . • •.. .• . •.··. · ... · .· . . .·. . . .. , i•i,W;1:,:,,~:'.\i!'.'(f1,;Jtti~ :'

.··.•· ,_i:r'f'.ieople affectecf by plans or aGti'l:> ~r~~· I ic discussions ot: p;lja:r,s ,i)::,: .; ' '' ''

~fple informed and cur:ret1t on status of .. ,,:;-: ·., .

tes personatexpertis.~

)

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Performance Evaluati aborative Team ,.;1,e_mber processes

.. fes and advocates decision~ ifties benefit

h::'areas of agreement when wq lijals who have disparate ggaJ -pperatively toward idJI•· ,;;¥f/i);~~ce m erat·.•:• '· Jittitf'tli(i::i{1i•;?;,;;,;;;1? 'lidges others wij~,~te contributei. i~·d ivi du a I credit i, ::::,;;" .. · · .... ,.".("*',:;"'"'"···· :

•:(,{~ ,•,,•,'..'•• C••,•,•.i'

~ffls and perspec~ii!SC>f 9: . .. saeous .c:i'.\bJectJy6

' /·\ \:c:t, ' ::, .\ ;,::,j\,i"'.;

• Performance Evaluatiorn ~ectj''"1

' ,·:. ;';?$:f,.:: 'l•\'.«i '

AC£Cuntability for Posid , .n: Takes personal responsibj

x~::i;g goals an~ standards; _acts t .• ·e products lines and services; Jt ··tinuous development; assume$, and learns from them. '

,""'"•\'

a\Vem~~t .. . . .. . ...•. C '$':"~~]~ ,l.··1.::,,.c:~·cce•~· t·S· ·m. : .•.e .... ·.a.· ·.·s·•.·u· ,.r •. :a: ... ~.:l·e· .: .. •'-a . .,,,/;t, ·a·· 'C·· b'I:'

-,oh; tor. igh ~errt-btrria~c;·:nd res ively to maintain :res,1.Jlt-oriented,.f1

:1ward establish~c::l,:'g,e>:als ang",, .. ob· ·

-~tices, actJo~:s, d~cJsf .· ent >,

)

-

( (

Performance Evaluation e · · Acc..o~ntability for Positi

~or excellence Jto exceed quality standa~

i,~es and increase cycle time;·

'"':'~te against own standard ~.i~xc~ri i;\prganizational/regionah-,.sf ti da.lf!i {./ < . '. ··.•·• :;:;: ,{,f,;:,,: ~!~ ....... '

,; l,AC: \difficult customers :a:ie;a , c .... ·.· ·· · .•.··-· · > · , . _. . . . _ ... -.. .·. .• ~*i11&,,~_ .. 0 _ : , ,

~'tld e ':c,s e·es ·irkrt'.r:,r· :a:gh:~:M:a"lte M''g i.·.: ;·t· , : ~ l'l/ ··••·· . j ··.. _· . ·•_ ,:: ..•. ,'\}//;}\\ ~: ' . : ,. . . , :•. ,,:, 'i .. : .- •· __ ,_,. . .. .

ru 1es

~s self and othe1ii'%0 achie.\t"' ' ,,,_: .:, · · ./.\,i,\.", \t ':: .:_. <· , · ,, :.1~

:,u:alitv results · · · .• \ '

(

-

Performance EvaluatP~1n SQG · · . ,,r 1;:~r L • I • . trt1/~i -r~tering nnovat1on~·

\' ,,

;ion: Initiates and responkl, to I ,,ely; seeks and recomme~,

· ... ·1Ve improvements in produ1~

'sound risks in trying new ~l>roa~h d I f "'·•,~-" ··.· b t•·•,, -ges an app ies out-o, .. ,-;~•ir'.~".:r o~tlt,t!

,';I,·':·~'.·,.''-'.,::. :~· \/i;t~\v.~<:, /~\'-':'.·~ -::. ,,

'e.scurr~nt practices Wtl~tffif . '·" t~;e<··m·· e·1•n·· t. • ··f··· o· C1··1S·ac.:.··Q· \n· ::'.'~Zni,J·::ntO\C.

"'>. . ·•. I .. ·•,·.·· ...... •·•.• ,~ ':~•~' i,:•i;:'!~U•- "~.

,J,ell as doing tf1.J,rrgs right to ace~ ,~~r objectives. · · · .· ·· •.

)

( (

Performance Evaluati: E t . I t· \•

-,,c!~.ii~~iL. er1 ng n nova 1on1. •

/};\:/,>/' ,.'. ' '.\-'

cnd tries different approaches in accol11

fJ?s possible solutions as well as problJ ,/)i/'\, '.'· '

t:~$ own behavior to fit the situation, w~ 'Qity •.·,,

,,-·1,/ah a I a"n'c:Jr,r:eg.•i.-.-.;C,·····"i.~.·.·r .. :·'•S.: .. ·.·•.1J .... {tC.-.·.·.:Iffi.: :,a;rnige.··"~1\iii~t}le;a1·r c:1tt~s-'feasons for anditJ:~'Fl.e!ff:ts of change · .

""'•···· .. , .. .,,,.~iiggests ways to makij\:/J:~;~;t,:ge successful :, . .: :,t.}~1~tj]~·~)i~I(lit{~},1f\,:· ... -::}: :·:··.; :··::;_ .,_- ":::~·\/.'/,,,'.:.':_·. ',:

• .- .Ad arni1l:il'.l1ith an g e rapid I y and ass:iists<f>th e rs in th • ~ilfif tl¾!f oa~procedur~tt{!~tniiq · ,,

(

Performance Evaluatl1n Su:4

-E{~'",\.st.ering Innovation' \j, ,r\/'.i ~!:;,~:.>~~Jifr-..~lrfo-..,, i:

..

. . . ~i~stions and seeks others' im:· . t to/:M! _ ltlons and problems in· a new, f .. ~Jsh light ~!rches and recommends or ir:K"' ·

,i,-~ .nments or best practices of ,c, ·dre systems ,.

·~t;,c.urrgnt practices with::,~:~''il~;)l;~:.~:r'"' •);b,cs~··u c:,·n· ·•g· · ··t· · ··,•·m· ·e and. e· v r:t•~n:"'•1Ji:~\1ltti, •. <~AJ . ,, : .. · . . . .. •·• . . . ·. ···• :. > , ~tfi'l~ , :,c ~ ·

--",r .• ,_teasing qualit,1of products';'~'an~i 1,#es to and celebrateS thoughtful.cJs,:- . \lreneration of newJ:deas forJm ·_;"'"';.~j~~~u:'.s,.

2' :::; .es · .··· • .. ·· · · ·•"""':·· ··

)

( (

Performance Evaluatj -•

_!-Jing our Employ: .. Creates an atmosphere of appreciatin

J.1:orkers, customers, and business partrie ~!iv strives to include all others - particulair

::ures - to provide higher quality products cl . t{ve work relationships. ; ·.

,f,"*

nit •;'~. C "_,.,'

·:ff;\{•' rr;~ '% , I?

~.xamines own thoughts and beha\/:1:s\~si:f~~:YD,~

-i~a,'::::i:~:fflti?~:t<1~~···~1&c·,¥t;:1;~sJre I ,i-'.<{· ' .,.-,..i_::-i··:i··>(Y;;:,.::. ... :.:·<\.'.. : . . ·,-, ~.,~rstand and relate to t~l~:~;ai:q:ue individual rather t i~:e of a group i '.'.: \, . . ·· · ·

.;~'.~ inclusion of others wit;~ ~>>t.~nge of b: •.• • 1.~Q)ijroward Health • 7 · ··.·. · ... ··

······~.~ . '. . .

(

Performance Evaluati~ in S·· .. l ':.~i:t\

-·'1··,1

.. uing our employ lationships

. •tff>OsitiveJ productive work ra,llionstif:, {.,, .. ~ 1 ·e ::.· llrt~ · ''{J' ' )~\1&1t.1?.:i.~:.-

j) and gives feedback to foster,~ ·1!a .. nding of different value .. s· .. ' ... :.15.

rs and how they affect VVQfK ,, ,:\·. \1;, '

a,nce ···• ... · O:neself and otber:sl.lS:fflt

.?\,:; . . ·. .. . . '': . . . .. ,'. :-.: .. : .. ' .. ·: .. • . ·: ,:.· ,, .. ·' :' .'.••·· . . . ' .

13 •• :uvation, petfor-rjjajice, ahd cfual

1il.dates and enco:ura,ges different. -··1~t are effective in a::pc.ompl,i,,sb!-~· ······•·

\' . '\\

)

• ~.ans ';''' ,\·•

( (

Performance Evaluati fn Si,itJons ''.?'tt

- ·~. ·echnical Compet ···· (~,.technical competencies of l~e piltJ~

,~~al are tied directly to the JolllDescnili '""-,

e five technical competencies,". ~ttmance elements for the specil~!,c job , ~L:>" .. ~,ff\.'_ / . ;,< :>

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SMART GOALS

• Specific: State exactly what you want to accomplish (Who, What, Where, Why)

• Time-Bound: Set 1 or more target dates. The "by when" to guide your goal to successful and timely completion (include deadlines, dates and frequency

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Goal Setting

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Regional Organizational Mission

Department Goals

Individual Goals

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SMART GOAL EXAM p:\:

!teport (X) will increase H /a11th of following categories::

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~f;l, willingness to recommen.,· :;:bt satisfaction by 3/2019 ·i

. - HCAH PS - 3 categoniii~:~

·~,~1ii'f5% increase :--:.~~:;>:,'.\'', :. ,·"_\,

·,'ij'.i"e (3 categorie:s to improve ave.; ~ . ,,·•

l'- HCAHPS tied to Value 8;;· ' . ..:..,,'./""

3/2019

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Conducting the Perfo .. A . I CtQs:1ra 1s a

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'i'1the Job Description for the:. ,

.. , cilignment of the organizatll-ff nents align to evaluation. .i&. .. :,

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o con~ucting, review the ent1~t.>,, 10 i,f1~

,ppra1sal to ensure each s.~Ct:.,}n h;lt ·:~· '< d C h I f'~t®( U,;,': f i A-... 1~,; • om pare tot e se, ;1:a}Sl;,'..,,,:::,,,J,O:l¢'. ··

::,i.,·.. £ . . . ... , ·.1· . . . · t<).'\i:1-_\''\},.:-·t.:{-/f•~.·•.i:,:v> .. ,-. .. -- -- ,,,fDrman.c,e ,.,~:ieasure~ '1ks/d~:in~f(fl~f/f,~

time to reviewJti'iiPerfor be interrupt~'d. .

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Conducting the Perfa .. A . I tlj~~:r a Is a

!he direct report for their cq>: ·F;}v~ith the_ positive perfor~a.nt been achieved and your v1s10:r

ar as how they fit into the s~ each component, allowing,:~;

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1 to each element. Focus,(,Q·-n!, ~.nee :y··o,·

_,_ · . •• .. · . : ··• • , ·.- .... -.. , .. . ·. . . . -~- ·,~~~t;;i'.~i~i;'.;!::,,~:'?j _ ::1s fo.r 1.mprove,m,.~ni,:-~.•;"',s~~\,,

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Conducting the Perfo ar::i I _·\llh•·~ ~~.±;

t:;~r ,.

A . I o;Jt.)@ir a I s a .the goals for the next evalt:J

, 'l' method. (specific, measura_ .. ;~·~nt (to strategy and organizati

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,}tls:.1~1Ilf1 input that may be needed t: f,larifft•tf ·.·.• .· ::'.~r:·,rll~;i1:;;x;11tw11:;y: .

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· e,t1iS:,IJ,ffil!c~riE a r I t y · ·.::},, .. < ?. .,,;::;:ti , .. yJ;.:\.:-',_t .. : /:1..,-: :_t\,1.,'·:Jt:jf'.::h-s:: .. ,ftJ:t( ,,:;. . -, . · ·,{/.· ... '· <: :1'.it(,-· ·' . •·· f/,<'•'->

:,,,om dire ct Fe po rt forii:ji11rt.i L stlP p Ort w~1~, tf 1.::•t[?)TY;'1I;1:x:v '

,I direct report ff,r''..~beir contributio1, r;i

... ,,;,tion and their ro.l:~:~'.tid exp~~.ct~ .... ,.,;,,,,;., · lii}Fttigtional strategy· ln the - ,

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After the Performanc:': RI!

1the direct report has a co· \tlon for executing next ye}

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ule follow up meeting if n~ s that "require improven\l

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performance appraisal process for the direct reports of ... · performance appraisal process for...

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