ORDER NO. 30980
EVALUATION FOR HEADS OF DEPARTMENTS REPORTING DIRECTLY TO
COMMISSIONERS' COURT
Came to be heard this the 8th day of September, 2008, with a motion made by
Commissioner Williams, seconded by Commissioner Letz. The Court unanimously
approved by a vote of 4-0-0 to:
Approve establishing an annual process for the evaluation of Heads of Departments that
report directly to Commissioners' Court, and use as our model for review the Career
Development Employee Appraisal Form as provided to the Court by Human Resources
Department, Ms. Hyde, and incorporate the backup as additional information, to be
submitted to the Court by each Department Head no later than May 30 of each year,
effective May, 2009.
r~~ 3v9~v
COMNIISSIONERS' COURT AGENDA REQUEST
PLEASE F`[T72NiSH ONE ORIGINAL AND NINE COPIES OF THIS
REQUEST AND DOCUMENTS TO BE REVIEWED BY THE COURT.
MADE BY: Commissioner Williams OFFICE: Precinct Two
MEETING DATE: September 8, 2008 TIME PREFERRED:
SUBJECT: Consider, discuss and take appropriate action to establish an annual process
of evaluation for heads of departments that report directly to Commissioners' Court.
EXECUTIVE SESSION REQUESTED: (PLEASE STATE REASON)
NAME OF PERSON(S) ADDRESSING COURT: Commissioner Williams.
ESTIMATED LENGTH OF PRESENTATION:
IE PERSONNEL MATTER -NAME OF EMPLOYEE:
Time for submitting this request for Court to assure that the matter is posted in accordance
with Title 5, Chapter 551 and 552, Govenunent Code, is as follows:
Meeting scheduled for Mondays:
THIS REQUEST RECEIVED BY:
THIS REQUEST RECEIVED ON:
5:00 P.M. previous Tuesday.

All Agenda Requests will be screened by the County Judge's Office to determine if adequate
information has been prepared for the Court's formal consideration and action at time of Court
M~tings. Your cooperation will be appreciated and contribute towards you request being
addressed at the earliest opportunity. See Agenda Request Rules Adopted by Commissioners'
Court.
Backup Statement for Agenda Item
Commissioners' Court has a responsibility to annually review the performance of
Department Heads that report directly to the Court. A good time to accomplish this task is
during development of the annual budget.
A thorough review of individual department heads could include a written report
to the Court as well as a personal appearance that focuses attention on the following:
1. Analyze the current status of your department, i.e., workload,
special projects, personnel and equipment/services needed.
2. Detail your personal and departmental accomplishments for the
current year.
3. What you would like to accomplish in the ensuing year with the
concurrence of Commissioners' Court.
4. Current salaries of your employees including step and grade
positions.
5. Recommendation for upgrades, if any.
6. Other pertinem information you believe important for Court
review.
Departments to be reviewed;
• Human Resources
• Information Technology
• Road and Bridge
• Maintenance/Custodial
• Environmental Health
• Animal Control
• Court Collections
• Juvenile Detention Facility
Career Development Employee Appraisal
~~

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CDEA
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Name: Emp ID #
Location: Job Title:
Evaluator: Emp ID #
Appraisal Period: From: To:
Revision Date: 4/24/2007
~~1
The employee performance appraisal enables you to identify, evaluate and develop
an individual's performance. The appraisal should be completed twice annually.
The evaluation should be a comprehensive and detailed account of the employee's performance.
Try to be specific. Use concrete examples whenever possible. Detail how the employee
met, surpassed or fell short of the previously established performance standards and goals.
Performance Tab
This tab is for three to six main quantifiable componants of an individual's job. In other words,
"what is the main objectives of the employee's work".
Examples:
Weighted
Statement of Job Responsibilit~~ and l~~Teasurement Plan Actual value
Direct re-evaluations completed. 10.0 B 0.075
Average 120 re-evaluations annually, avg 10% per month Unwt % ~ Wt Factor
Goal 10% per month Actual 9/120
1%I DI I .501 E1 I 0.35
Wt Factor is the weight or factor of the item being measured. In this example, direct re-evaluations are
considered .50 or 50% of the job responsibility.
Each of the three to six main componants of an individuals job should have a weight factor and these should add
up to 1.00 (100%).
PERFORMANCE APPRAISAL
Fi~N Civ Mnn4hc
Statement of Job Responsibility and Measurement	G	Plan	Actual	We1Valu
Direct Re-evaluations Completed		A 100.0	B 100.0	
Goal Actual
100%		Unwt %	Wt Factor	
		C 100 %	D 50	E 50.OD
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Valu
Tracking and Follow-upon Direct Cases	A 69.0	6 69.0	
	Unwt %	Wt Factor	
Goal: 100 kee directs direct for fundin	C 1 DO %	D 1 D	E ~ o.DO
Statement of Job Responsibility and Measurement	G	Plan	Actual	We1Vafue
Collection of Probation Fees	A o.6	B 0.5	
	Unwt %	Wt Factor	
Goal: $53000 or more Per Month Actual:	C 83 Io	D 10	E 8.33
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
VaI
Ensure and Follow-up Probationers paid monthly fees	A 8.9	B 7.8	
	Unwt %	Wt Factor	
Goal: 8.92 er 200,000 Man Hrs. Actual:	C 87 %	D 10	E 8.74
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Value
Meet and Mantain OPR Quality Elements	A 100.0	B 90.0	
Elements: On Time Service(95%), Invoice Accuracy(100%), Equip. Utilization(90%)	Unwt %	Wt Factor	
Goal: 100% Actual:	C 90 %	D 10	E 9.00
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Value
Labor as % of Revenue	A 1.0	B o.7	
	Unwt %	Wt Factor	
Goal: Actual:	C 66°,a	D 1 D	E 6.60
	Performance
Effectiveness 100%	Weighted
Sum 93
	Performance Rating 3.20
Raecnnd SfY Mnnfhs
Statement of Job Responsibility and Measurement	G	Plan	Actual	WE1Va1ue
Attain Profit Goals	A 100.0	B 100.0	
Budget Actual
Profit Goal	Unwt %	Wt Factor	
	C 100%	D 50	E SD.00
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighte
Value
Maintain a Professional Driver Force and ManagemenUClerical Team	A 69.0	B 69.0	
Elements: ERI	Unwt %	Wt Factor	
Goal: 69% Actual	C 100°/	D 10	E 10.00
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Value
Maintain Minimal Percentage of DOT Reportable Accidents Per Million Miles	A 0.6	B 0.5	
	Unwt %	Wt Factor	
Goal: 6% or less PMM Actual:	C 83°/	^ 10	E 8.33
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Valu
Maintain Minimal OSHA Reportable Injuries	A 8.9	B 7.8	
		Wt Factor	
Goal: 8.92 er 200,000 Man Hrs. Actual:	C 87 %	^ 1 D	E 6.74
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighte
Value
Meet and Mantaing OPR Quality Elements	A 1 oD.D	B 90.0	
Elements: On Time Service(95%), Invoice Accuracy(100%), Equip. Utilization(90%)	Unwt %	Wt Factor	
Goal: 100% Actual:	C 90 %	D 10	E 9.00
Statement of Job Responsibility and Measurement	G	Plan	Actual	Weighted
Valu
	A 39.7	B 0.9	
Labor as % of Revenue	Unwt %	Wt Factor	
Goal: Actual:	C 2°/	^ 10	E D.23
	Performance
Effectiveness... 100%	Weighted
Sum 86

Revision Date: 4/24/2007 Page 1	Performance Rating 2.60
Using the rating scale below, the evaluator and the individual independently rate all applicable skills. Their ratings are com-
pared and discussed at each meeting. After discussion, the evaluator enters the final rating for each item. For any skill(s) that
does not apply to the responsibilities of the person being evaluated, enter "NA" in the appropriate box(es). For any skill(s) that
the individual would normally be accountable, but which the evaluator did not observe during the appraisal period, indicate
"NO" in the appropriate box(es). Enter the total number of items rated in the "Divided By" column on page 5. This applies to
calculating both the Base Rating and the Six-Month Rating.
1 = Needs a lot of improvement 4 =Meets all expectations Base First ! Seconc
2 =Needs some improvement 5 =Meets all expectations, exceeds most Rating Six ~ Six
3 =Meets nearly all expectations 6 =Exceed all expectations Months ~i Months
o	Provides a steady flow of accurate information to the team in a timely manner		3.0	0.0
				
o	Listens to different ideas and viewpoints		4.0	0.0
				
o	Conducts effective and informative meetings		3.0	0.0
				
o	Has clear and concise speaking and writing skills		4.0	0.0
				
o	Follows u with others where a ro riate		3.0	0.0
	Peo le Relationshi s		
				
o	Treats all people with respect and dignity		3.0	0.0
				
o	Builds friendly business relationships		4.0	0.0
				
o	Makes effective use of Managing By Walking Around (MBWA)		3.0	0.0
				
o	Builds strategic cross-functional relationships		4.0	0.0
o	His/Her actions romote trust, o enness and teamwork		3.0	0.0
	Influencin Ckhers		
				
o	People do what he/she asks them to do		4.0	0.0
o	Collaborates rather than competes		3.0	0.0
				
o	Able to convince others to lend their support		4.0	0.0
				
o	Persuasive in getting others to see different perspectives		3.0	0.0
	Plannin /Or anization		
o
o	Sets realistic and challenging goals and objectives
Articulates plans so everyone knows what is expected of them	4.0
3.0	0.0
0.0	
o	Plans are designed so improvement can be measured	4.0	0.0	
o	Checks progress and adjusts goals periodically	3.0	0.0	
o	Makes effective use of time and available resources to achieve objectives	4.0	0.0	
	Accountabili		
o	Lives up to commitments	3.0	0.0
o
o	Conducts regular performance appraisals
Provides constructive feedback	4.0
3.0	0.0
0.0
o	Regularly inspects and evaluates work processes	4.0	0.0
o	Sets hi h customer satisfaction standards for self and others.	3.0	0.0
Revision Date: 4/24/2007 Page 2
o Examines career goals with team members 3.0 0.0
o Develops and implements a training schedule for all employees 4.0 0.0
o Coaches/mentors employees injob-specific skills 3.0 0.0
o Pushes responsibility downward, giving team members opportunity to take on new challenges 4.0 0.0
o Takes initiative in ursuin career oafs 4.0 0.0
Prnhlem Solving
o Accurately assesses problems and their impact	3.0 0.0	
o Involves people in solving work problems	4.0 0.0	
o Considers all pertinent information and data before finalizing decisions	3.0 0.0	
o Focuses on taking action, not just analysis	4.0 0.0	
	3.0	
o Is a positive role model - "Walks the Talk"	3.0 u.u	
o Sets goals that support the Mission Statement	3.0 b.0	
o Creates consensus and commitment around department values	3.0 0.0	
o Sets a positive example in adapting to change	3.0 0.0
3.0	
M otivati o n/Te a m b u i l d i n
o Encourages people to work together	4.0 0.0	
o Recognizes people for their efforts at improving their performance	3.0 0.0	
o Recognizeslrewards people for consistently exceeding customers' expectations	4.0 0.0	
o Encourages others to tum ideas into reality	3.0 0.0	
o Provides su ort in the form of uidance and resources	3.0 0.0	
Quali
o Actively seeks quality improvement ideas from both internal and external customers	3.0 0.0
o Responds to customers' quality and service needs
o Develops and follows a continuous improvement plan	4.0 0.0
4.0 0.0
o Empowers others to improve/stabilize work processes	4.0 0.0
o Stresses the need for attainin uali results, not'ust erformin activities	4.0 0.0

						•	169.0	~	
						~ •	49.0		
						•	3.4	0.00	0.00
	Percent Effective/Index Conversion 0-60=0					
61=0.1	71=1.1	81=2.1	91=3.1	101=4.1	111=5.1	4yt Factor 50°h Performance Rating			
62=0.2	72=1.2	82=2.2	92=3.2	102=4.2	112=5.2		!	1.60	1.30
63=0.3	73=1.3	83=2.3	93=3.3	103=4.3	113=5.3	Wt Factor 50 % Skill Rating			
64=0.4	74=1.4	84=2.4	94=3.4	104=4.4	114=5.4			0.00	0.00
65=0.5	75=1.5	85=2.5	95=3.5	105=4.5	115=5.5				
66=0.6	76=1.6	86=2.6	96=3.6	106=4.6	116=5.6				
67=0.7	77=1.7	87=2.7	97=3.7	107=4.7	117=5.7				
68=0.8	78=1.8	88=2.8	98=3.8	108=4.8	118=5.8				
69=0.9	79=1.9	89=2.9	99=3.9	109=4.9	119=5.9	Total Appraisal Rafing		~ 1.6	1.3
70=1.0	80=2.0	90=3.0	100=4.0	110=5.0	120=6.0			~	
* If conditions be and control affected erformance
First Six Months
Second Six Months
Revision Date: 4/24/2007 Page 3
DEVELOPMENT TOOLS
Several development tools are available that can be used to the benefit of the individual and the organization.
Indicate utilization of any tools(s) in the last 12 months by placing a check (x) in the space(s) provided.
Career Development Planning Guide Praxis (user with current Action Plan
Franklin Time Management system (or other) Job-Specific Skilis Training Books
Acumen (user with current Action Plan) Education
Other
COACHING AND SELF DEVELOPMENT SUMMARY
List personal coaching and other help that will List planned areas of improvement and self
be provided by the manager to further the ratee's development agreed to by the person being evaluated
development. Indicate any formal training
planned during the appraisal period.
.,.
FIRST SIX MONTHS
SECOND SIX MONTHS
Signatures
Person Evaluated -Initial Meeting First Six Months Second Six Months
Evaluator
Next Level
Revision Date: 4/24/2007 Page 4