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The ULP was filed with the Federal Labor Relations Authority s (FLRA) San Francisco office. DOE-ID management submitted our requests to participate in a timely fashion to HQ. Thus, only Mr. Fiore was named in the ULP. Beginning in March, Local 94 submitted three requests for a labor representative to participate on the Performance Work Statement (PWS) team and the Most Efficient Organization (MEO) team for the EES Study. This Study could negatively impact up to 51 employees at DOE-ID. Labor participation is allowed on both of these teams under the A-76 Circular and labor representatives has participated on past DOE A-76 teams. In March, we were denied to participate for two reasons: 1)  they do not intend on adding members as the team has been in place for some time , and, 2) no employee specifically representing the Union could participate on the PWS team due to associated procurement ethics issues . Local 94 challenged this decision and indicated that the A-76 Circular allows for participation by Labor representatives on these two teams. We asked to participate again and we were denied again. On May 11, we submitted another request, with resumes of potential candidates, to serve on the teams. We never received a response to our request. On May 25, Mr. Fiore announced that new members were being added to both the PWS and MEO teams, but a Local 94 representative was not added. After the ULP was filed, HQ issued a letter to Local 94 that our request was considered and denied as  It is the agency s view that participation by the Union on the PWS team would create, among other things, an  Organization Conflict of interest. On July 12, Local 94 sent a letter to Secretary Bodman requesting that DOE-ID be excluded from the EES A-76 Study because we were denied the right to adequately represent bargaining unit employees. Click here to read the letter to Secretary Bodman. Stacey Madson received a call from FLRA on the ULP. They will be proposing a settlement agreement in the near future. Local 94 believes that this agreement will place a Local 94 representative on both teams immediately. FLRA also indicated that they will only adhere to the 5 day response deadline by DOE management because of the timeliness of this A-76 Study. Local 94 is working for you! We will keep you posted on this important issue. Local 94 Files an Unfair Labor Practice Union Executive Board Members: Stacey Madson, President, 6-1532 Stephanie Woolf, Vice-President, 6-2187 Nancy Elizondo, Secretary, 6-4169 Randy Kay, Treasurer, 6-2966 Sue Holverson, Chief Steward, 6-2966 Union Office, 6-0973 ULP 1 FR Changes 2 Ask the President 2 Annual Performance Ratings 3 A-76 Update (IT, Training) 3 VP Notes 3 Buyout Update 4 Inside this issue: I.F.P.T.E. Local 94 Newsletter Summer Newsletter 2005 July 2005 Local 94 and DOE-ID management have a new agreement concerning Facility Representatives (FR). On May 9th, Local 94 was notified of a change in working conditions for the FRs. The management proposal would establish 7 GS-14 positions for lead FRs, eliminate the FR bonus for all FR s, and set up routine back-shift work. Local 94 issued a counterproposal that would bring our FRs in-line with the FRs at the other DOE national lab field offices. We proposed that ALL qualified FRs be GS-14 s and, rather than eliminating, the FR bonus, a yearly QSI or performance bonus be implemented. We had some minor comments on the routine backshift language. Our counterproposal is in the PDF files below: Management chose to invoke their reserved management rights under 5 USC 7106 and not discuss these two items any further: 1) Establishing all qualified FRs at the GS-14 level; 2) Establishing an annual retention or QSI bonus. They issued a counterproposal to Local 94 that would eliminate the FR bonus for any new FRs and for the GS-14 FR s and would phase it out for all other FRs at the following rate: 100% in FY-05, 50% in FY-06, and zero thereafter. They also had some revised language on the backshift work. Local 94 issued another counterproposal that reminded management that the reason the FR bonus was implemented was because of the difficulty in having employees fill those positions. Many employees moved into the FR because of the bonus and should be allowed the opportunity to move out, if the bonus is eliminated. After another round of negotiations, management proposed that the FR bonus be retained through FY-08, but still not apply to new FRs or the GS-14 s. This proposal is below: Local 94 put the revised management proposal out for a vote to the existing FRs. The FRs voted 12 to 5 to accept this proposal. Local 94 accepted the final management proposal on the FR program. This will be formalized in an MOU that both DOE-ID management and Local 94 will sign (Send questions to Stacey Madson.) Q: Why was a new Facility and Material Disposition Project Director appointed when it was a competitive job originally ? Local 94 received a notice that organization changes on the EM side of DOE-ID were being proposed. One of those changes involved the assignment of Scott Van Camp to the position of Project Director for the Facility and Material Disposition position. Joe Legare, who was previously assigned to that position, stepped down for personal reasons. Local 94 asked DOE-ID management about this issue and was told that Mr. Van Camp did apply for the original position when it was posted. His assignment to that Project Director position was at the request of DOE-HQ. Local 94 sent out a note to all affected Bargaining Unit employees on the proposed EM changes. We have received some concerns on position descriptions and ratings. In addition, several employees acknowledges that they are performing work for an organization that is different than the one they are assigned to. Stephanie Woolf is compiling all of the concerns and will present them to management, so they can be addressed in an MOU on this reorganization. Page # Facility Representatives Ask the President I.F.P.T.E. Local 94 Summer Newsletter 2005 Training A-76: The MEO (Most Efficient Organization, i.e. the government bid) was selected for this competition. but implementation has been slow. A  Letter of Obligation is expected by October 1st to move this action forward. A 120-day transition period will follow. Because the scope of work is now different that was originally proposed, there may be some organization changes coming to the people affected with this competition. Local 94 will keep you posted. Information Technology A-76: The MEO (Most Efficient Organization, i.e. the government bid) was selected for this competition. The following is the only information that we currently have. It is a 7-year contract worth about $1B. Even though the federal bid was accepted, there will still be a 39% reduction in federal FTE s. There is a phase in period of 22 months to fully implement the MEO with a 120-day initial transition period that starts when the contract is signed. There is an appeal period of 20 days, then DOE has a 30 day response period. It is unclear how this will affect DOE-ID. The MEO proposal is not available until the appeal period ends. Local 94 has submitted some questions on the IT study and are waiting for the answers. Local 94 will update you on this as information is available. What Does Local 94 Do for You? Your Local 94 Executive Board has had a flurry of activity the past few months. It is often difficult to keep the Bargaining Unit up to date on all of our efforts because of the amount of time we work on union activities. These are some of the actions we are working on: Unfair Labor Practice on EES A-76 Employee grievance EM reorganization negotiations Upcoming performance ratings changes & negotiations A-76 issues for IT, Training, and the upcoming environmental study As you can probably imagine, this is very time consuming for the 6 members of the Executive Board. Local 94 wants you to know that even if you are not an elected officer, you can get involved. There are many draft orders that you can review and comment on for the Bargaining Unit. There is the Newsletter to prepare and the web-page to update. If you are wanting to get involved, in any way, please give one of us a call. Are the Tides Turning on A-76? Although the Bush Administration has been pushing A-76 competitions more than any President in history, there may be a change coming via Congress. Rep. Bernard Sanders (I-Vt.) recently introduced legislation to stop the Federal Aviation Administration from going forward with a $1.9 billion contract that would allow Lockheed Martin Corp. to take over general aviation flight services performed by about 2,500 FAA employees. This passed the House on a vote of 238 to 177. The 2006 House and Senate spending bills restrict or eliminate private contractors for performing federal jobs at many different agencies. The link to this informative article is: Performance Awards are Approaching! Attached is the schedule that was given to supervisors in order to complete the performance appraisals. Be prepared! It is advisable to review your PA and address all work completed. You may still receive a  meets due to the current office environment on performance ratings, but it doesn t hurt to document your performance. Click above to see schedule. Do Unions make a difference? I receive this question quite often from various co-workers. Before I became VP of this Local, I had not been actively involved in the union other than paying my dues. After becoming involved, I do feel Local 94 has recently received the new proposed performance rating system in place for the FY-06 rating period. This new performance rating system is to be implemented DOE Complex-wide beginning with fiscal year 2006. This new system includes a new category called  Needs Improvement in addition to the  Does not Meet ,  Meets and  Exceeds . Also, performance ratings are tied more closely to end of year performance awards. Below is the attached proposal. Local 94 is in the process of impact and implementation (I & I) bargaining, so we are seeking YOUR input. DOE-ID management will be preparing a training module on the new system, after negotiations are complete. They have asked Local 94 to participate in the rollout of the training. Page # A-76 Update Vice-President s Corner New DOE Performance Management System for FY 06 Union Objective: . . .to unite, without discrimination, all eligible Idaho Operations Office employees to secure improved pay, work schedule, working conditions, and other economic advantage through collective bargaining. Organization History: IFPTE Local 94 was organized and subsequently certified on November 21, 1995. Our Agreement was effective on June 5, 1996. Currently, there are approximately 212 federal employees in the Bargaining Unit at NE-ID. Stacey Madson and Stephanie Woolf are the Local 94 representatives on this issue. Please provide any comments on the following to Stacey, Stephanie, or any member of the Executive Board by August 24th. DOE-ID SUMMER PICNIC When: August 18th Where: Freeman Park Shelter #2 Local 94 is providing ice cream treats & goodies for employees at the picnic. Local 94 worked hard on this difficult issue in an attempt for our facility representatives to be at a level that is consistent with the rest of the DOE complex. We understand that not all FRs will be pleased with the results and acknowledge their concerns. Local 94 would like to thank Bob Seal for researching and providing much of the information on FRs incentives and grades throughout the DOE complex. Did you hear the news? Bob Knighten was named DOE Facility Representative of the Year! This is the first time that a DOE-ID FR has received this prestigious award. Way to go, Bob! Buyout Update Now for the information that many of you really want to know about. . . EM Buyout Update 12 buyout slots will be available through first quarter of FY-08. These will be based on the grade & series of employees, and, apparently those positions have already been identified. Click on box for the EM Buyout Plan: NE Buyout Update DOE-ID is preparing a buyout package that includes early out authority and approximately 50 buyouts for FY-06 & FY-07. This package will cover all, or nearly all, of the people that could be affected by the EES A-76 Study. Although management has not put out a request to potential retirees, Local 94 encourages you to contact Maralee Cutler or David Desautel soon if you are considering retiring in the next 2-3 years. Local 94 believes that this information may assist them in formulating a buyout package that accurately reflects the upcoming employee actions. However, Management has informed Local 94 (which in turn, we are notifying you) that buyouts are a management tool, not an employee right. Some employees who possess skills that management considers  critical may not be allowed a buyout by management. Local 94 believes that if those employees are that valuable to DOE-ID, then a retention bonus would be appropriate to keep those skills around for longer. Local 94 will keep you posted on any buyout information as it becomes available. Local 94 does have an important role to play as your advocate. There has been good work done by Local 94 and great work by other Unions (e.g. NTEU Won the A-76 Logistics Appeal ). (Click on box to read the message.)  We must, indeed, all hang together or, most assuredly, we shall all hang separately. - Benjamin Franklin VP Corner, continued (Continued on page #) t61bBLContinued-From TextH2Continued-On Text61b DPzD "$h ,9"D "`0F "$h ,8 9"D "0@~ "|$h ,7 9"|D " "  0F "$h ,8 9"D " 0$ 71b 0@P`p|||||||| award. Way to go, Bob! Buyout Update Now for the information that many of you really want to know about. . . EM Buyout Update 12 buyout slots will be available through first quarter of FY-08. 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KqAvx)np𩝒n5(0?tTn?̍df륤at0b?h SX0 qUINЫuh@0 Tpv5(xd~`"Jv h,D.!{&vX* 96%`!EA$#UM6 ݢpU< B 2C8DΑ^[ڥIAcZ d`L`cY5 uGtF%^ ނ 61CLg8(!&d Τ]l_޺Od%l'waSPja  T2xFj"<+w鶟na #u:-pDދ"pB`a3hp!!tf?taܖ4~AKE&5Uvv&": ATbC@K >,*إc!ipVަtm/A+0]x}}WǶ=6a/KvVݿ=<__ޗ:5>+!Ko/_FM_l46 ZI7K/!h/0`0A`i. 4{ILwk5}{i`Ak]{q  JA NKN j GKmXa/aod~~""`h[bbU %Pmuav]}{n_qaO3LtaA QLB^v+m-mmW}oU_KIz_qDDDDC L"&&a ai4z %Ąiw{I:F"""$:#30h m4D1H6BovAi*%MǤtuDDDDCLMaaڄȰa0tƚõIc[ ^zki{ DDDCkLL$ 0 6Vm/ڦ&VK^b#0>A4":4p[Z % $zWiCxsD] 0A A*0 (a(a+VoM4[Pi  a6!E1t⡃DDq!eZ">k5L u ?hDDDDDDAX^GDDwֺPJ 60Al endstream endobj 4 0 obj<>stream q 612.00 0 0 792.00 0.00 0.00 cm 1 g /Obj3 Do Q endstream endobj 5 0 obj 54009 endobj 6 0 obj 48 endobj 7 0 obj<> endobj 8 0 obj<> endobj 9 0 obj null endobj xref 0 10 0000000000 65535 f 0000000016 00000 n 0000000198 00000 n 0000000248 00000 n 0000054479 00000 n 0000054578 00000 n 0000054599 00000 n 0000054617 00000 n 0000054661 00000 n 0000054815 00000 n trailer <<31e04308498b1440aee679e058953e63>]>> startxref 54835 %%EOF ;CFW EOY Staff Performance Reviews Schedule (non-supervisory employees).htmC:\WINDOWS\system32\SHELL32.dll"P:\OFFICE~1\IFPTEL~1\FWEOYS~1.HTMB From: McGowan, James P
Sent: Wednesday, July 20, 2005 3:42 PM
To: Madson, Stacey L; Woolf, Stephanie A
Subject: FW: EOY Staff Performance Reviews Schedule (non-supervisory employees)
Per your request from Tuesday's meeting.  jm
 

-----Original Message-----
From: Desautel, David W
Sent: Wednesday, July 20, 2005 11:50 AM
To: Hinschberger, Scott T
Subject: FW: EOY Staff Performance Reviews Schedule (non-supervisory employees)

 

 

-----Original Message-----
From: Desautel, David W
Sent: Wednesday, July 20, 2005 11:49 AM
To: Adams, Michael L; Beausoleil, Geoffrey L; Bohrer, Herbert A; Bowhan, Brett R; Carlson, Roy D; Desautel, David W; Furstenau, Raymond V; Green, Lisa A; Green, Robert L; Grose, Amy E; Hain, Kathleen E; Jensen, William D; Keele, Paul B; Kotek, John F; Leake, William H; Ott, M Christine; Perkins, Teresa L; Provencher, Richard B; Rasch, Donald N; Sellers, Elizabeth D; Stallman, Robert M; Taft, Roderick A; Vivian, Katherine A; Wilbur, Roger F; Ziemianski, Edward J
Subject: EOY Staff Performance Reviews Schedule (non-supervisory employees)

To all Division Directors and above:

 

Please read this entire document, paying special attention to the important dates. 

 

As the end of the performance year gets closer, this serves as a reminder that EOY Performance Reviews for Staff are to be completed similarly to the way we did them last year, with the exceptions noted below. 

 

Sequence of Events:

 

1.                  8-11-05:  Through your team leaders and subordinate managers, prepare and submit to your AM a listing of proposed ratings and awards for each staff-level employee. (Do not discuss proposed ratings and award amounts with staff prior to formal performance review meetings)

2.                  8-26-05:  The SLT will have reviewed the proposed ratings and awards for office-wide consistency and will forward the results back to you.  If any changes are recommended, your AM will discuss those with you. 

3.                  9-4-05:  The effective date of the awards.  All forms must be signed, dated, and received by HR prior to 9-4-05.

4.                  9-22-05:  Complete all performance review meetings with each individual, communicating rating and award information to them during the meetings. 

5.                  9-23-05:  We get email notices of our earnings statements for the September 30th paychecks, which will contain the awards.

6.                  10-28-05:  Signed and dated Performance Review Certification forms are provided to HR - Shalee Bergeson. 

 

Attached is a copy of the current awards form, and you can find it online as well.  When you fill it out for each individual, be sure to include: 1) the funding source for that individual's award; and 2) if the individual is not from DOE-ID, clearly indicate what DOE Office they are from on the form.  Also attached is a copy of the FY-05 Performance Review Certification Form. 

 

Thank you for your attention to this matter.

 

If you have any questions, please contact me on 6-8288.

 

Scott Hinschberger

 

 

 

 %,winspoolHP LaserJet IIILPT1:HP LaserJet III?? 4O od,,Letter DINU"4_"M1E [!  2MS Sans Serif؟ww w`f- A ( @    ?!A Ff (  UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU UUU UUU MMM UUU UUU UUÙ UUU UUU UUU UUU UUU UUU UUU UUU3̙ UUU3 ̙UUU ̙wwwUUU̙wwwwwwUUUMMMMMM333333333333UUUUUUUUUUUU癙UUU.+!JFW EOY Staff Performance Reviews Schedule (non-supervisory employees).htm!"System`f &-NANIp\FWNTEU~1.HTM!C:\MYSTUF~1\Desktop\FWNTEU~1.HTM FW: NTEU Wins Logistics Bid Protest! From: Harmel, Trudy A
Sent: Monday, July 25, 2005 1:47 PM
To: Thompson, Cheryl A; Adams, Michael L; Ott, M Christine
Cc: Desautel, David W; Elizondo, Nancy A
Subject: FW: NTEU Wins Logistics Bid Protest!

I have received the following E-mail which I am extremely happy to share with you.

July 22, 2005

M E M O R A N D U M


TO:     Chapter Presidents

RE:     Successful Bid Protest at Department of Energy

SUMMARY:  The Department of Energy has sustained a bid protest brought by NTEU on behalf of Headquarters Logistics Employees.


NTEU has won an important victory in the first "bid protest" it has ever pursued.  The right to file a bid protest to challenge the outcome of a public-private competition is a new one granted federal employees under the May 2003 revised version of OMB Circular A-76. 

In this case, NTEU filed a protest with the Department of Energy (DOE) to challenge the decision of a DOE manager to contract out work performed by Headquarters Logistics employees even though the employees' bid (the "most efficient organization") came in at a lower cost than the contractor's bid.  The DOE manager (known as the "source selection official") justified the contract award under the highly subjective "best value" criteria that agencies are permitted to apply in some competitions conducted under the revised Circular.  In a best value competition, the agency can select a higher cost bid if it concludes that the higher cost bid offers additional benefits resulting in a better overall value to the agency than the lower cost bid.  NTEU raised several arguments in its protest, including that the federal employees' bid was the one that actually represented the "best value" to DOE.

Due to federal procurement confidentiality rules, I am not yet aware of the specific grounds on which the protest was sustained or the remedy that will be put into place.  I will provide you this information when it is made available to me, which I expect to happen later next week.  NTEU, of course, will be aggressive in its pursuit of a remedy that will ensure that this work remains in the hands of federal employees.




                                                Colleen M. Kelley
                                                National President     

You have received this E-mail because you have been identified as part of the Germantown bargaining unit that NTEU represents.

Michael W. Boblitt
NTEU Chapter 228
President

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FINAL DRAFT

 

PERFORMANCE MANAGEMENT SYSTEM

FOR NON-SUPERVISORY EMPLOYEES

 

 

1. OBJECTIVE. To establish requirements and responsibilities for the administration and operation of a FFederalederal performance management system for non-supervisory employees including performance appraisals, performance-related recognition, and other actions related to performance management.

 

2. APPLICABILITY.

 

a. DOE Elements. This system applies to all Department of Energy (DOE) and National Nuclear Security Administration (NNSA) employees as indicated below:

 

(1)               General Schedule non-supervisory employees;

 

(2)               Excepted Service employees in non-supervisory positions under the following appointment authorities: EJ and EK;

 

(3)               Senior Level (SL);

 

(4)               Scientific and Professional (ST);

 

(5)               Administratively Determined (AD) employees; and

 

(6)               Wage grade employees.

 

b. Exclusions:

 

(1)               Members of the Senior Executive Service;

 

(2)               Managers and Supervisors, including those in the Excepted Service; and

 

(3)               Wage grade employees whose work is typically performed as a member of a workgroup or team and whose work assignments are such that individual performance is not clearly discernable or measurable (e.g., certain Power Administration employees).

3. GENERAL PROGRAM REQUIREMENTS.

 

a. Each DOE Element shall implement this Performance Management System for all non-supervisory employees compliant with the requirements of this document. The Performance Management System:

 

(1) Ensures personal accountability for the accomplishment of assigned organizational mission objectives/goals and strategic plans.

 

(2) Results in performance ratings that clearly identify individuals who significantly exceed performance expectations as well as those employees who need assistance and/or corrective action as a result of overall performance that fails to meet prescribed expectations.

 

(3) Rewards employees who significantly exceed performance expectations with monetary recognition commensurate with their performance ratings.

b. Departmental Elements that wish to be granted exceptions to specific requirements of the Departmental program must submit requests for such exceptions to the DOE Chief Human Capital Officer/Director, Office of Human Capital Management or the Associate Administrator, Management & Administration, NNSA or designee, for approval prior to the implementation of any deviations to the requirements of this Departmental performance management program. The request for exception must include documentation citing compelling reasons that prevent the organization from fully adopting the Departmental program and the alternative approach(es) that will be used to achieve the performance management objectives specified in 3a.(1) (3) above.

 

4. PERFORMANCE APPRAISAL PLAN REQUIREMENTS

 

a.                  Performance Appraisal Plans:

 

All non-supervisory performance plans will include between two and five elements, all of which are critical. A critical element is one that is so important that unacceptable performance in any one critical element would constitute an overall fails to meet summary performance rating. A performance plan is to be established by the Rating Official with the participation and input of the employee. The Rating Official has the final authority regarding the substance of the performance plan, subject only to the plans approval by the Reviewing Official. In establishing the performance plan, the Rating Official is responsible for ensuring that the employee understands both the substance of the performance expectations and how the employees performance results will be assessed. Performance Appraisal plans shall:

(1)               Contain between one to four criticaland four elements that address individual job performance on major functional activities/responsibilities, important mission objectives/goals or key programmatic accomplishments.

(2)               Contain one critical element that addresses a series of attributes that each employee should demonstrate, including: Responsibility and Accountability, Communications, Innovation/Quality Improvements, Customer Service, Teamwork, and Customer Service (see attachment for a description of these Attributes).work, and Innovation/ Quality Improvements (see attached for descriptions of these attributes);

 

(3)               Assign a weight to each critical element for use in deriving summary performance rating levels and for determining the amount of performance- based awards.

 

(4)               Utilize the following performance rating levels in assessing the level of performance on each critical element as well as determining the overall assigned summary rating level: Significantly Exceeds Expectations (SE), Meets Expectations (ME), Needs Improvement (NI), and Fails to Meet Expectations (FME). This rating pattern corresponds to pattern F of the requirements of Title 5, Code of Federal Regulations, section 430.208;

 

(5)               Define performance standards at the Meets Expectations level for all critical elements; and

 

(6)               Be established (signed and dated by the employee, Rating Official and Reviewing Official) within 30 days following the beginning of: (1) the annual appraisal period; (2) any work assignment expected to exceed 120 days (e.g., temporary promotion, detail, etc.); or (3) appointment or permanent assignment to a new position more than 90 days in advanced of the end of the appraisal period.

 

b.                  Performance Rating Level Definitions:

 

The following performance rating definitions are used both as summary performance ratings to convey overall performance as well as to convey a performance rating level on an individual critical element.

 

(1)               Significantly Exceeds Expectations (SE) the highest level of performance -- performance at this level is dramatically higher than that typically described at the Meets Expectations level in terms of work-products and/or results. This type of performance is characterized by such outcomes as extremely high cost-savings or cost avoidances and/or extremely high levels of efficiency, effectiveness, and timeliness.

(2)               Meets Expectations (ME) the prescribed level of expected overall performance -- performance standards for all critical elements are defined at this level.

 

(3)               Needs Improvement (NI) the level of overall performance that falls short of prescribed performance expectations. Performance at this level is clearly lower than that prescribed at the ME level in terms of work-products and/or results, but above unacceptable and requires supervisory intervention to assist the employee in meeting prescribed levels of performance. Although a formal Performance Improvement Plan (PIP) is not required, it is recommended that the supervisor prepare a Performance Counseling memorandum that focuses on: a) the critical elements upon which performance needs to improve and the corresponding performance standards, b) work expectations, and c) what the employee must do in order to meet performance expectations on such critical elements.

 

(4)               Fails to Meet Expectations (FME) the lowest level of overall performance. Performance at this level is clearly unacceptable and triggers formal corrective action. If, after being covered by a performance appraisal plan for at least 90 calendar days, the employee fails to meet performance in one or more critical elements, then he/she will be formally placed on a Performance Improvement Plan (PIP). The PIP focuses on each critical performance element upon which the employee fails to meet expectations; provides a reasonable amount of time for improvement, normally 90 days; specifies what must be done to bring performance up to the MEMeets Expectations level; and explains the consequences of continued failure. The PIP will explain what the employee must do to improve the unacceptable performance during the PIP period, and will indicate a meeting time and date to discuss the on-going performance. At the end of the PIP period, the supervisor will complete a rating of record addressing the employees performance during this period.

 

An employee who is afforded an opportunity to improve, but continues to perform at a Fails to Meet Expectations level at the end of that period, may be reduced in grade or removed from employment.

 

c. Assigning Weights to Critical Elements:

 

 

(1) The total weight assigned to all critical elements must equal 100 and only whole numbers may be used in assigning weights.

 

(2) Critical elements are assigned weights in order to convey distinctions in the importance of key job responsibilities. The collective weight assigned to these critical elements must total 90.

 

(3) The critical element for Employee Attributes is assigned a fixed weight of 10.

 

(4) A weight shallwill be assigned to each job performance critical element by the rating official with input from the employee. The total of the weights assigned to all critical elements must equal 100.The minimum weight for any critical element under (2) above must be at least 10 and expressed as a whole number. Note that it is not necessary to assign equal weights to all critical elements. Examples of factors to be considered in the assignment of weights for job performance critical elements include the:

 

                       relative importance of the job responsibility as related to mission objectivesand its relationship to mission objectives,

                       complexity of assignments,

                       costs, both in terms of resources and staff time,

                       risk factors, and

                       impact on the immediate organization and the Department as a whole.

 

 

(5) The process of assigning weights to critical elements shallould be completed during the performance plan development phase of the appraisal process. Adjustments in the assignment of weights for critical elements shallould be considered, along with other performance appraisal information, during the progress reviews. Rating officials must discuss the impact of assigned weights with the employee during all key milestones of the performance appraisal processthe initial development of the performance plan, progress review meeting(s), and the assignment of the summary rating after the completion of the performance period.

 

d. Changes in Performance Plans:

 

The p erformance plan is not an inflexible record of performance expectations that may not be changed. Instead, each performance plan should be reviewed during the appraisal period and be revised whenever meaningful changes are warranted (e.g., a change in the availability of resources, direction or strategy may trigger the need to amend, revise, or delete portions of an employees performance plan). At a minimum, the appropriateness of the performance plan shall be reviewed during the formal progress review. When a change is needed, the Rating Official shallould discuss the matter with the employee, both should initial changes that are annotated on the appraisal form, and the Reviewing Official shallould approve the changes.

 

e. (5) Formal Progress Review:

 

Supervisors shallould conduct an official progress review at least once during the appraisal cycle (usually at mid-year) and document the discussion on the appraisal form. In addition to the formal review, supervisors must facilitate open communications regarding performance with the employee throughout the performance period.

 

5. PERFORMANCE RATING REQUIREMENTS

 

a.                  The performance period will commence on the first day of each fiscal year and will end on the last day of each fiscal year.

 

b.                  Employees shall be rated as soon as practicable after the end of the appraisal period, but not later than 45 days from the end of the rating period.

 

c.                  The performance period may be extended up to 45 days from the end of the rating period for the purpose of allowing sufficient time to rate those individuals who otherwise would have not been covered by a performance plan for the required minimum 90 calendar days.

 

a..

 

Performance ratings shallwill be assigned by the rating official and concurred with by the reviewing official.

d.                  .

 

e.                  If any critical element is considered non-rateable (e.g., no opportunity for the employee to achieve the desired results), it should be noted as non-rateable on the appraisal form, with the initials of the Rating Official and the employee, and the date of such determination. Under this situation, it would also be necessary for the weight assigned to this non-rateable critical element to be redistributed to the remaining critical elements in collaboration between the rating official and the employee.

 

f.                    If assigned during the rating period, advisory ratings must be considered when assigning the critical element rating.

 

g.                  Computing the Summary Performance Rating

 

(1) Summary performance rating scores are computed by multiplying the weight assigned to each critical element by the point value assigned to each respective critical element. The exception would be the summary rating of an FME. If one critical element is rated FME then the overall summary rating would be FME.

 

(2)

Critical element rating levels and their assigned point values are listed in Table 1.

 

Table 1. Assigned Point Values for Critical Element Ratings

Critical Element Rating Levels

Assigned Point Values

Significantly Exceeds Expectations (SE)

1

Meets Expectations (ME)

.5

Needs Improvement (NI)

0

Fails to Meet Expectations (FME)

Summary Rating of FME

 

(3) A sample calculation of the approach for arriving at a summary performance rating score is illustrated in Table 2. Simply multiply the weight assigned to each critical element by the rating point value to compute each critical element score. The summary performance rating score is then computed by adding the individual critical element scores.


Table 2. Sample Calculation of a Summary Performance Rating Score

Sample Critical Elements

Assigned Weight

 

X

Rating Point Value (Rating)

= Critical Element Score

Project Management

35

X

1 (SE)

35

Customer Support

15

X

1 (SE)

15

Special Projects

25

X

.5 (ME)

12.5

Research

15

X

.5 (ME)

7.5

Employee Attributes

10

X

See Attachment

7

Totals

100

 

 

77

 

(4) The summary performance rating score is converted to the overall Summary Performance Rating as follows:

 

(a)             Total Score of 80-100 = Summary Rating of SE

(b)            Total Score of 50-79 (with no critical elements rated FME) = Summary Rating of ME

(c)             Total Score of 49 and below (with no critical elements rated FME) = Summary Rating of NI

(d)            One or More Critical Elements rated FME = Summary Rating of FME

 

Overall Summary Rating for this Sample: ME, 77 points falls within the range established for the Meets Expectations Summary Performance Rating Level (50 79 points).

 

6. PERFORMANCE AWARDS

 

a. Eligibility for Performance Awards:

 

 

(1) AAll employees earning a summary performance rating of Significantly Exceeds Expectations must be paid a performance award.

 

 

 

(2) Subject to funding availability, tThe granting of performance awards to employees earning a summary performance rating of Meets Expectations is at the discretion of the Head of the DOE Element or designated official. If the DOE Element, or designee, wishes to provide performance awards to employees with a summary rating of ME, the Element, or designee, shall compile a ranking using the summary performance rating score defined in Section 5g. and establish the threshold for monetary recognition for the ME level.

 

(3) a DOE Element wishes to provide performance awards to employees with summary ratings of Meets Expectations, the Element must establish a ranking of all such employees with Meets Expectations ratings based on their summary performance rating scores.

 

(3) Employees earning a summary performance rating of Needs Improvement or a critical element rating of Fails to Meet Expectations are not eligible for performance awards.

 

(4) Employees who have not been covered by a performance plan for the minimum appraisal period of 90 calendar days during the annual appraisal period are not eligible for performance awards.

 

(5) Employees who have been covered by a performance plan for a period of 90 to 180 days during the annual appraisal period will have any performance award prorated against the fractional part of the performance period.

 

(6) Employees who have been covered by a performance plan for a period of more than 180 days during the annual appraisal period will receive the full amount of any performance award.

 

 

b. Computing Summary Performance Rating Scores and Summary Ratings

 

(1)Summary performance rating scores are computed by multiplying the weight assigned to each critical element by the point values assigned to each respective critical element rating level.

 

(1)Critical element rating levels and their assigned point values are listed in Table 1. An example of the approach for arriving at a summary performance rating score is illustrated in Table 2.

Table 1.

Critical Element Rating Levels

Assigned Point Values

Significantly Exceeds Expectations

1

Consistently Exceeds Expectations

.5

Meets Expectations

0

Needs Improvement

-.5

Fails to Meet Expectations

-1

 

 

Table 2. Sample Calculation of a Summary Performance Rating Score

Critical Elements

Assigned Weight

X

Rating Point Value (Rating)

= Critical Element Score