2. 2 AgendaAgenda Why a New Performance Management System 5-Level Summary Rating Appraisal Process Pay-For-Performance What’s Key What Changed/What Stayed The Same? Linkage to Other Personnel Actions Awards Program Training in New Performance Management System Why a New Performance Management System 5-Level Summary Rating Appraisal Process Pay-For-Performance What’s Key What Changed/What Stayed The Same? Linkage to Other Personnel Actions Awards Program Training in New Performance Management System

3. 3 Why A New Performance Management System? Internal Driver Internal Driver New Performance Management System New Performance Management System Decision to look at Performance Mgmt System Decision to look at Performance Mgmt System External Driver External Driver President’s Mgmt Agenda: Results Focus

4. 4 5-Level Summary Rating Appraisal Process Old Tool/New Philosophy New System New System Align Performance Plans with Agency Goals Focus work on activities most important to mission accomplishment Enhance the achievement of mission results by holding employees more accountable for contributing to outcomes that support mission results and organizational goals Enhance the achievement of mission results by holding employees more accountable for contributing to outcomes that support mission results and organizational goals Differentiate between high and low performance Align Awards Program with Performance Mgmt System so that individuals and/or teams are rewarded for contributions to Agency Goals Align Awards Program with Performance Mgmt System so that individuals and/or teams are rewarded for contributions to Agency Goals           Current System Current System Philosophy    

5. 5 Pay-For-PerformancePay-For-Performance Trend in Federal government: movement to pay- for-performance –Strengthens accountability for results and recognition of top performance –Links appraisal processes to meaningful distinctions in performance –Aligns individual performance with organizational goals 5-level appraisal process lays the foundation for movement to a pay-for-performance system Trend in Federal government: movement to pay- for-performance –Strengthens accountability for results and recognition of top performance –Links appraisal processes to meaningful distinctions in performance –Aligns individual performance with organizational goals 5-level appraisal process lays the foundation for movement to a pay-for-performance system

6. 6 What’s Key? Your Strong Commitment and Contributions Performance-Based Results-Focused Performance-Based Results-Focused FSA Strategic Goals 1.Supporting productive farms and ranches – for American farmers and ranchers 2.Supporting secure, affordable food and fiber – for domestic consumers 3.Conserving natural resources and enhancing the environment – for all present and future generations FSA Strategic Goals 1.Supporting productive farms and ranches – for American farmers and ranchers 2.Supporting secure, affordable food and fiber – for domestic consumers 3.Conserving natural resources and enhancing the environment – for all present and future generations Equitably serving all farmers, Ranchers, and agricultural Partners by delivering Effective, efficient agricultural Programs for all Americans Equitably serving all farmers, Ranchers, and agricultural Partners by delivering Effective, efficient agricultural Programs for all Americans FSA Mission FSA Mission & Organizational Goals Work Unit Products & Services YOUR Individual Products and Contributions YOUR Performance Objectives

7. 7 What Changed/What Stayed the Same? Elements and Standards Element Rating Levels Summary Rating Levels Responsibilities Performance Appraisal Form Rating Cycle and Progress Reviews Elements and Standards Element Rating Levels Summary Rating Levels Responsibilities Performance Appraisal Form Rating Cycle and Progress Reviews

8. 8 Elements and Standards Same Minimum of 3 Job Elements/ Maximum of 5 Same Required Elements: EEO/Civil Rights Link to Mission Results Same as under Pass/Fail – and - “Supervision” for all supervisors All Elements CriticalAt least 1 Non-Critical Element Supplement Generic Standards as needed Supplement Generic Standards with Job Specific Performance Measures Two Level (Pass/Fail) Five-Level A Menu 12 Generic Elements & Standards w/option to add more elements

9. 9 Critical/Non-Critical Elements Critical Element: –A critical element is an assignment or responsibility of such importance that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable. Critical Element: –A critical element is an assignment or responsibility of such importance that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable. Non-Critical Element: –A non-critical element is a responsibility that is specific to the position, but not necessarily critical to the goals of the office. At least one element must be non-critical. Non-Critical Element: –A non-critical element is a responsibility that is specific to the position, but not necessarily critical to the goals of the office. At least one element must be non-critical.

10. 10 Element Rating Levels Five Level Summary Rating Two Level (Pass/Fail) Five Level Two Element Rating Levels: Results Achieved Results Not Achieved Three Element Rating Levels: Exceeds Fully Successful Does Not Meet Element Rating: Exceeds Fully Successful Does Not Meet Element: Execution of Duties Xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxx Results Achieved Results Not Achieved Example:

11. 11 Summary Rating Levels Five Level Summary Rating Two Level (Pass/Fail) Five Level Two-Level Summary Rating: Results Achieved Results Not Achieved Five-Level Summary Rating: Outstanding Superior Fully Successful Marginal Unacceptable Critical Elements Weighted 2:1 Summary Rating: Results Achieved All Elements Rating “Results Achieved” Summary Rating: Results Not Achieved One or More Elements Rated “Results Not Achieved”

12. 12 Summary Rating Examples – 5 Level Superior Summary Rating No element rated “Does Not Meet” (DNM) Fully Successful At least one element rated “Fully Successful” Total # of points under “Exceeds” greater than points under “FS” Total4 Element EFSDNM Element 1 (C) Element 2 (C) Element 3 (NC) Element 4 (NC) 1 1 2 2 2 Outstanding Summary Rating All elements rated “Exceeds” Element 3 (NC) 2 2 Total 6 1 1 ElementEFSDNM Element 1 (C) Element 2 (C) Element 4 (NC) E = Exceeds FS = Fully Successful DNM = Does Not Meet

13. 13 Summary Rating Examples – 5 Level Unacceptable Summary Rating If any critical element is rated “DNM” Element EFS DNM Element 1 (C) Element 2 (C) Element 3 (NC) 2 2 1 Marginal Summary Rating No critical element rating “Does Not Meet” (DNM) Fully Successful Total number of points for “DNM” greater than total number of points for “Exceeds” Element EFSDNM Element 1 (C) Element 2 (C) Element 3 (NC) Element 4 (NC) Element 5 (NC) 1 1 1 2 2 223Total

14. 14 Summary Rating Examples – 5 Level Fully Successful Summary Rating If none of the above apply As a minimum: No critical element rated “Does Not Meet” At least one element rated at “Fully Successful” (FS) Total # of points for “FS” greater than or equal to total points for “Exceeds” Element EFSMFSDNM Element 1 (C) Element 2 (C) Element 3 (NC) Element 4 (NC) 1 1 2 2 Total24

15. 15 ResponsibilitiesResponsibilities Explain the link between the work unit outputs, the employee’s duties, and the Agency goals Ask employee to provide input into development of his/her Performance plan Provide informal feedback throughout the rating yr Conduct/Document at least one formal progress review during rating year Complete year-end performance rating Employee (No Change) Employee (No Change) Rating Official (No change) Rating Official (No change) Reviewing Official (New) Reviewing Official (New) Provide input into the development of your Performance Plan Check your understanding of expectations Communicate with supervisor throughout the rating cycle Provide input on Accomplishments Assist in identifying Training needs to enhance performance Review employee’s performance standards as submitted by supervisors to ensure consistency across work unit Review and Approve end-of-year performance rating Note: Reviewing Official approves performance plan and year-end rating before supervisor (rating official) gives them to employee

16. 16 Performance Appraisal Form Five Level Summary Rating Two Level (Pass/Fail) Five Level * AD-2000 AD-435A - Signature Sheet - Elements/Standards/ Performance measures AD-435B - Elements/Standards/ Performance Measures AD-435 (Rating Sheet) *Note: Forms AD-435, 435A, 435B applies only to offices not using I*CAMS Offices using I*CAMS see screens, not forms

17. 17 Rating Cycle and Progress Reviews Five Level Summary Rating Two Level (Pass/Fail) Five Level Rating Period: October 1 – September 30 Progress Reviews: Mandatory – at least one during the 12-months period Periodic optional progress reviews throughout the year strongly encouraged Same as Current Process

18. 18 Rating Cycle Performance Plans Put In Place Conduct and Document Formal Progress Review Formal Perf Rating Typical Rating Cycle Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 10/1 to 10/31 4/1 to 6/30 10/1 – 10/31 Rating Cycle for 2006 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 10/1 through 12/31 10/1 – 10/31 4/1 to 6/30

19. 19 Linkage to Other Personnel Actions “Fully Successful” Summary Rating required for: –Within Grade Increase –Career Ladder Promotion “Fully Successful” Summary Rating required for: –Within Grade Increase –Career Ladder Promotion

20. 20 Awards Program FY06 –No Change to current program FY06 –No Change to current program FY07 –Implementation of new Awards Program –07 monies used to reward 06 performance 75% of awards budget to recognize ‘06 performance –25% of awards budget used to recognize performance throughout ‘07 FY07 –Implementation of new Awards Program –07 monies used to reward 06 performance 75% of awards budget to recognize ‘06 performance –25% of awards budget used to recognize performance throughout ‘07

21. 21 Training in New Performance Management System Briefings to workforce –Why a new performance management system –What changed –Link to agency mission and organizational goals Computer-Based Training (CBT) for supervisors –Overall performance management system –Developing performance measures –Evaluating employees against measures CBT available through AgLearn beginning 11/1/05 Briefings to workforce –Why a new performance management system –What changed –Link to agency mission and organizational goals Computer-Based Training (CBT) for supervisors –Overall performance management system –Developing performance measures –Evaluating employees against measures CBT available through AgLearn beginning 11/1/05