CC PACKET 10231990 - Laserfiche WebLink

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Performance Objectives. Performance ob- Figure 2 jectives link the goals of council with the per- sonal goals of the manager. Prior to the time period for which the manager will be evalu- Council Goals Personal Goals ated, specific performance objectives should . Broad policy issues to be • Self-development goals be developed. Evaluating the performance ob • jectives involves determining what results addressed during the year Areas nProfessioneeding personal e di • Specific projects to be g p ersonal have been produced (figure 2). completed growth and development Performance Standards. Performance stan- • Problem and complaint dards make up the criteria for evaluating response daily activities and behavior. This assessment requires explicit definition of the manager's role, which in turn results in guidelines for appraising the behavioral element of perfor- Performance Objectives mance. Role Boundaries Mayor and council link the local government's goals,objectives, and work programs with the manager's personal development.The perfor- • Negotiated boundaries within which the mance objectives should include a list of specific work tasks (targets) manager can perform to be accomplished during the year, priorities on work tasks estab- • Definition of specific role expectations and lished, and common expectations about what completion or accom- plishment means.These objectives link organizational needs to profes- P sional goals. Performance Standards Basic question: What does the local manager need to accomplish The performance standards are the basic cri- during the next year? teria for appraising an individual's perfor- mance, and they will vary from community to community. Some sample performance stan- dards are: assessment needs of each local organization. 1. Organizes community programs'to make The simplest evaluation form provides the fol- most effective use of available resources; lowing information: develops appropriate linkages with citizen and advocacy groups; keeps council well I. Reviewing the past year informed of program progress; monitors A. What has the manager accomplished results and makes changes necessary to during the past year? ensure effective outcome. B. What are the manager's 2. Projects an active and positive image of nonaccomplishments or learning the community in all public presentations; opportunities? works well with representatives of the me- lI. Goals for the next year dia to provide factual and informative sto- A. What goals do you want to see the ries about community programs; develops manager accomplish for the local and maintains effective relationships with community community groups such as the JayCees, B. What goals do you want to see the the Rotary, the Chamber of Commerce, manager accomplish as an individual? the League of Women Voters, and the NAACP to promote community projects. This form allows for numerical rating, but it Basic question: How did the manager accom- also requires that individuals write down spe- plish the performance objectives (complete cific thoughts and observations in narrative work tasks)? format. On the other hand, a more sophisticated These become the major standards by performance evaluation form may include which the past year's evaluation can be three parts: judged. Many localities already have devel- oped a great deal of the process; however, it is important to capture key information in a I. Past year's performance formal manner and use it constructively in A. Performance objectives: Assessment the evaluation process. • What has the manager accom- plished during the past year? Learning Point #3: Adjust the Form to the • What are the manager's Individual Local Council nonaccomplishments or learning It is important to design the form to fit the opportunities? PM February 1988 7