Agenda

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

4. 5-Level Summary Rating Appraisal Process Old Tool/New Philosophy Current System New System Philosophy   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   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 

5. Pay-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

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

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

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

9. 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. Critical/Non-Critical Elements

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

11. Five Level Summary Rating Two Level (Pass/Fail) Five Level • Five-LevelSummary Rating: • Outstanding • Superior • Fully Successful • Marginal • Unacceptable • Critical Elements Weighted2:1 • Two-LevelSummary Rating: • Results Achieved • Results Not Achieved Summary Rating: Results Achieved All Elements Rating “Results Achieved” Summary Rating: Results Not Achieved One or More Elements Rated “Results Not Achieved” Summary Rating Levels

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

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

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

15. Responsibilities Employee (No Change) Rating Official (No change) Reviewing Official (New) 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 Provideinformal feedback throughout the rating year Conduct/Document at least one formal progress review during rating year Completeyear-end performance rating Review and Approve 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 plans and year-end ratings before supervisor (rating official) gives rating to employees 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

16. Performance Appraisal Form Five Level Summary Rating Two Level (Pass/Fail) Five Level • AD-435A • - Signature Sheet • - Elements/Standards/ • Performance measures • AD-435B • - Elements/Standards/ • Performance Measures • AD-435 • Rating Sheet AD-2000

17. 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 Rating Cycle and Progress Reviews

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

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

20. 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 Awards Program

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