Adminastration Support Sevices

EPPA INSTRUCTIONS

(see also Administrative Directives P-430 and P-431)

PERFORMANCE PLANS

An immediate supervisor must establish a performance appraisal document (plan) for each employee under his/her supervision. These plans are established either at the beginning of the annual rating period or when an employee enters on duty to a new position because of reassignment, promotion, demotion, or temporary assignment (promotion or detail expected to last at least 6 months). Please note that promotion to a higher grade level in the same job constitutes a position change. Using the employee's position description, the supervisor identifies the performance elements essential for accomplishing the duties of the position. Once the elements are identified, the supervisor designates each as either critical or non-critical. The supervisor must prepare the performance plan and discuss it with the employee no later than 30 calendar days after the beginning of the annual appraisal period or after the employee enters the position. Each rated employee must have a minimum of three critical elements. EPPAs for supervisory positions must contain the supervisory elements identified in Admin. Dir. P-430. The employee may make recommendations for adjustments to the plan, but the final decision rests with the supervisor. Following the discussion, the supervisor submits the plan to the reviewing official (the employee's second level supervisor) for approval. After the reviewing official has approved and signed the EPPA form, the employee also signs the form as proof that he/she was advised of the specific job requirements. The immediate supervisor then provides the employee with a copy of the plan and retains the original plan until: the end of the annual appraisal period; the employee vacates the position; or the supervisor leaves his or her position, whichever is earlier. These procedures also apply to revisions to a performance plan. GENERIC PERFORMANCE STANDARDS

The Endowment uses mandatory generic performance standards for each performance system. Supervisors may add quantitative standards for the "Exceeds," "Meets," and "Fails to Meet" levels for one or more elements. Any additional standards must be consistent with the level of performance described in the generic standards.

When evaluating a critical element, the rater should: 1. Read carefully each performance standard level beginning with the "Fully Successful level. (It is considered the base level standard.)

2. Determine which level best describes the employee's performance on the critical element. The employee need not meet each and every criterion in the standards on absolute terms for the rater to assign a particular rating level. The sum of the employee's performance of the critical element must, in the rater's judgment, meet the assigned level's criteria.) Occasionally, when rating some critical elements, a rating official may determine that an employee's performance was not consistent. For example, the employee may have performed at the "Exceeds" level on several activities within a critical element and at the "Minimally Meets" level on other activities within that critical element. In such a case, the rating official must consider the overall effect of the employee's work on the critical element and make a judgment as to the appropriate rating level he/she will assign. PROGRESS REVIEWS

A progress review must be held for each employee at least once during the annual appraisal period. Both the supervisor and employee review the employee's progress since the last appraisal and identify points for discussion. (Supervisors should note significantly favorable or unfavorable instances of an employee's performance throughout the rating cycle.) After the review, both the employee and the supervisor must initial the appropriate section of the EPPA form.

RATING REQUIREMENTS

The EPPA form is used for final ratings. A separate form is used for summary ratings. Summary ratings are issued: 1) for the position being vacated when an employee leaves the Endowment or is reassigned, promoted or demoted, if the employee served for a miniumum of 6 months in the former position; and 2) by departing supervisors for all employees supervised if the employees have served 6 months or more under elements and standards. Summary rating reports are either retained by/given to the supervisor who will be doing the final rating, or, if the employee is leaving the Endowment, sent to the Human Resources Office. If the summary rating form is used, the rating does not become final until all signatures are obtained. If a memorandum is used, the supervisor must assure that the reviewing official and the employee sign the memorandum. If e-mail is used, the message must be forwarded through the rating official and employee. The EPPA form reflects the employee's performance as rated by all immediate supervisors in all positions held during the entire evaluation period (assuming the employee was issued a performance plan and served under that plan for at least six months). If the employee has a summary rating to be included, the final rating is derived by averaging the ratings issued.

MISCELLANEOUS RATING PROVISIONS

1. In the absence of an employee's immediate supervisor, the second level supervisor is responsible for completing all required performance ratings.

2. Summary ratings issued for performance in one performance system (SES or PAS) may not be included in a rating of record issued for performance under the other performance system. 3. An employee may not be rated under the performance plan until he or she has performed under approved elements and standards for at least 90 consecutive calendar days. Issuance of a rating of record at the end of the annual appraisal period must be delayed for employees who have not completed the 90 consecutive calendar days under elements and standards for any position during the rating cycle. When delayed, the official rating of record must be issued upon completion of the minimum performance period.

4. A supervisor may not issue a rating for any employee until he/she has supervised the employee for at least 90 days. If a rating is required during this time, the second level supervisor is responsible for completing the rating.

5. A performance plan becomes final when it has been approved by an official who is at least one level above the level of the rating official and has been signed by the employee. The plan will remain in effect until it is superceded by an approved revised plan or the employee vacates the position. EMPLOYEE PERFORMANCE PLANNING AND APPRAISAL (EPPA) FORM Name: Position Title, Series, Grade:

Division/Office:

Position Review: Position No. . Is position description accurate? Yes No (attach suggested changes) Performance Plan

Employee and supervisor have 1) reviewed the goals for the year and 2) discussed (if applicable) how the employee can improve his/her performance. Supervisor’s Initials and Date:

Reviewing Official’s Initials and Date:

Employee’s Initials and Date:

I have received a copy of this performance plan.

Progress Employee’s Initials & Date: Supv. Initials & Date Review

Report Type (check one):

annual

summary rating which becomes rating of record

justification for within-grade increase determinations, when required Rating of Record:

Exceptional Excellent Fully Successful Minimally Satisfactory Unacceptable Supervisor’s Signature and Date:

Reviewing Official’s Signature and Date:

Approving Officials Signature and Date:

Required if rating is “Exceptional” or below “Fully Successful” Employee’s Signature and Date:

You may attach comments if you wish.

I was aware of my elements and standards for at least 90 days. Rev. 04/2020

Period Covered:

From: To:

08/16/2023

08/16/2023

08/17/2023

EVALUATION OF EMPLOYEE'S PERFORMANCE

critical noncritical

Employee Name: Period Covered: From: To:

Position, Title, Series, Grade:

Supervisors should request a list of accomplishments from employees before completing the final rating. Generic performance standards apply to all elements. Additional standards (if used) must be attached. Narrative is required for "Far Exceeds" or "Minimally Meets" or below. Element No. of

ELEMENT DESCRIPTION:

EVALUATION: Far Exceeds Exceeds Meets Minimally Meets Fails to Meet Element No. of critical noncritical

ELEMENT DESCRIPTION:

EVALUATION: Far Exceeds Exceeds Meets Minimally Meets Fails to Meet Element No. of critical noncritical

ELEMENT DESCRIPTION:

EVALUATION: Far Exceeds Exceeds Meets Minimally Meets Fails to Meet Element No. of critical noncritical

ELEMENT DESCRIPTION:

EVALUATION: Far Exceeds Exceeds Meets Minimally Meets Fails to Meet Element No. of critical noncritical

ELEMENT DESCRIPTION:

EVALUATION: Far Exceeds Exceeds Meets Minimally Meets Fails to Meet GENERIC PERFORMANCE STANDARDS APPLY TO ALL ELEMENTS. ADDITIONAL STANDARDS (if used) MUST BE ATTACHED.

Rev. 06/2004

GENERIC PERFORMANCE STANDARDS

(Non-supervisory)

FAR EXCEEDS

Rare, high-quality performance. Substantially exceeds expectations. Makes significant contributions to organizational objectives. Work products are normally accepted with very little modification.

Extremely accurate and thorough. Makes practical suggestions for improvement of existing systems and procedures, and assists in implementing them.

Strengths in work planning and adaptability result in early or timely completion of all work, except when delays are outside employee's control. Handles interpersonal relationships with exceptional skill. Actively promotes cooperation with clients, peers, and supervisor. Creates favorable impression of office by clients.

Oral and written expressions are exceptionally clear, logical, and persuasive. Complicated and sensitive subjects are presented effectively. Minimal supervision required beyond outline of expected results. Supervisor is confident of an exceptionally reliable, well executed, and timely work product. Consistently assumes projects on own initiative or actively seeks special tasks of higher level difficulty as workload permits. EXCEEDS

Unusually good performance. Exceeds expectations in major areas. Work products contribute to meeting organizational objectives. Work only rarely requires revisions or backtracking.

Work products are usually accurate, complete and adhere to guidelines. Makes suggestions for improvement.

Work is consistently completed by established deadlines, except when delays are outside employee's control.

Works effectively with clients, peers, and supervisor, creating a highly successful cooperative effort.

Oral and written expressions are clear, logical, and well-researched. Major substantive errors in written material are rare; minor revisions are occasionally required.

Infrequent direct supervision is required once outline of expected results has been presented. Supervisor is confident of a reliable and timely work product. Often seeks or accepts special assignments as workload permits. MEETS

Consistently good, sound performance. Shows comprehensive understanding of and support for organizational objectives. Normally, all major activities are completed as expected. Major revisions to work products are rarely required. Work products are completed with acceptable degree of accuracy, thoroughness, and adherence to guidelines.

Most work is completed by established deadlines; delays are usually outside employee's control.

Behavior towards clients, peers, and supervisor promotes attainment of work objectives and creates no significant problems.

Oral and written expressions are clear and concise. Major substantive errors in written material are infrequent; only minor revisions are necessary. MEETS (Continued)

Employee accomplishes work in a competent and timely manner with only a moderate amount of direct supervision. As workload permits, accepts special assignments and tasks.

MINIMALLY MEETS

Minimal level for retention on the job. Performance shows occasional deficiencies. Work sometimes requires major revisions and backtracking. Work products not always acceptably accurate or thorough. There are occasional variations from established procedures. Work is sometimes late due to inadequate work planning and poor quality, requiring revisions.

Behavior toward clients, peers, and supervisor occasionally poses problems that interfere with cooperation needed to achieve work objectives. Oral and written expressions sometimes fail to convey information required; revisions and corrections are sometimes necessary to bring work products to an acceptable level.

Sometimes direct supervision and counseling are required to produce viable work products and to handle routine problems. Shows marginal initiative in carrying out special assignments on time or with acceptable quality. FAILS TO MEET

Unsatisfactory performance. Inadequate for the position. Work products fall short of minimal requirements. Work often requires major revisions. Work is often inaccurate and/or incomplete or does not adhere to established procedures.

Lack of work planning and attention to priorities, and necessary major revisions lead to work that is often unacceptably late. Behavior towards clients, peers, and supervisor creates stressful situations or sometimes obstructs the successful completion of work projects. Oral and written expressions often lack necessary clarity for successful completion of work objectives. Communication failures interfere with completion of work.

Constant direct supervision and minute review of work products are required. Employee must be frequently reminded of overdue deadlines and incomplete work assignments. Rarely performs special tasks, even when workload permits.

April 1997

ADDITIONAL STANDARDS (if any) attached

GENERIC PERFORMANCE STANDARDS

(Supervisory)

(must be combined with non-supervisory standards)

FAR EXCEEDS

Successfully promotes strong staff motivation for achievement of organizational objectives. Invites new ideas from staff and implements where feasible. Supports and assumes responsibility for staff actions. Fosters cooperation among staff. Conducts regular staff briefings. Because of good working relationships maintained with staff, conflicts and personnel problems are rare. Immediately acknowledges excellence and achievements of staff with positive feedback and appropriate recognition.

Instructions are clear and logical. Explains objectives of assignments and results expected and encourages independent actions. Monitors work and provides constructive feedback when needed. Systematically delegates authority and responsibility.

Strongly supports NEH Performance Appraisal System and administers it fairly and conscientiously. Formal performance plans and appraisals are of high quality and are submitted by established deadlines. Conducts planning as collaborative effort with individual staff members. Provides regular feedback to employees. Systematically counsels staff on career goals. Suggests and provides special assignments and training opportunities. As appropriate, provides opportunities for higher level tasks.

Evidences strong personal commitment to EEO principles. Extremely sensitive to the needs of women, minority, and disabled employees in selection, promotion, and developmental opportunities.

EXCEEDS

Demonstrates success in motivating staff to achieve organization's objectives. Listens and gives serious consideration to ideas from staff and implements the most feasible. Promotes staff cooperation. Conducts regular staff briefings. Is able to resolve most conflicts and personnel problems before they become critical. Promptly acknowledges staff excellence and achievements and initiates appropriate recognition.

Instructions are concise and clearly indicate objectives and expected results. Frequently monitors work and provides feedback to staff on progress. Often delegates authority and responsibility to staff.

Understands and implements NEH Performance Appraisal System fairly. Formal performance plans and appraisals are submitted on time. Works with staff to establish mutually understood performance objectives and standards. Conducts regular progress reviews.

Counsels staff on career goals. Identifies special assignments and training opportunities.

Supports EEO principles. Is sensitive to the needs of women, minority, and disabled employees for fair treatment in selection, promotion, and training opportunities.

MEETS

Works well with staff and motivates them to achieve organizational objectives. Listens to staff suggestions and implements or passes on to next line supervisor the most promising/feasible. Encourages staff cooperation. Conducts staff briefings. Identifies and attempts to resolve personnel problems and conflicts. Usually acknowledges staff excellence and achievements and initiates appropriate recognition.

Instructions on assignments are usually clear with an indication of final objective and expected results. Monitors work progress and provides feedback. Delegates authority and responsibility as appropriate.

MEETS (Continued)

Implements NEH Performance Appraisal System in accordance with requirements. Formal performance plans and appraisals are usually submitted on time. Consults staff on development of performance plans. Usually conducts progress reviews. Supports appropriate training and developmental activities for staff. Adheres to EEO principles. Tries to be sensitive to the needs of women, minority, and disabled employees for fair treatment in selection, promotion, and developmental opportunities.

MINIMALLY MEETS

Not always able to effectively motivate staff to achieve organizational objectives or to inspire a team effort. Does not always conduct staff briefings as necessary. Sometimes slow to recognize staff conflicts and personnel problems. Occasionally acknowledges staff excellence and achievements but is slow to recommend appropriate recognition.

Instructions to staff are sometimes vague, with only some indication of ultimate objective and results expected. Does not easily delegate authority or responsibility to staff.

Demonstrates occasional problems in implementing NEH Performance Appraisal System. Formal performance plans and appraisals are sometimes late. Does not always consult with staff in developing their performance plans. Does not always provide feedback to staff on performance before formal appraisal. Not always sensitive to employee requirements for training and professional development.

Occasionally demonstrates lack of knowledge of EEO principles. Not always sensitive to needs of women, minorities, and disabled for equitable treatment in selection, promotion, and training opportunities.

FAILS TO MEET

Unable to work well with staff or motivate them to achieve organizational objectives. Does not encourage staff cooperation. Staff is not encouraged to make suggestions for improvements; useful suggestions are often ignored. Does not conduct effective staff briefings. Makes little or no effort to resolve conflicts and personnel problems. Seldom acknowledges achievements of staff. Rarely commends staff for excellence or initiates appropriate recognition. Instructions are inadequate. Staff are often confused about what is expected of them and unable to put forth their best efforts. Delegation of authority and responsibility is inappropriate.

Fails to understand NEH Performance Appraisal System. Formal performance plans and appraisals are often submitted well after deadlines. Does not consult with staff in developing their performance plans. Makes little attempt to give feedback on performance.

Seldom recognizes staff requirements for training and professional development. Evidences little knowledge of, or commitment to, EEO principles. Is insensitive to the needs of women, minority and disabled employees for equitable treatment in selection, promotion, and training opportunities.

April 1997

ADDITIONAL STANDARDS (if any) attached

Performance Evaluation for Henry Ward

Critical Element 1: Inventory/Supply Management: Exceeds Henry oversees the mailroom Supply Management Inventory. He completes a monthly report that shows how the mailroom is managing their supply. All supplies or items are used to support NEH business operations and assist employees virtually or within the office. This inventory provides us with the visibility of what supplies we currently have on hand and what is needed so we don't run out. If supplies are needed at any time, Henry will provide notice so a requisition can be submitted.

Critical Element 2: Duplicating/ Messenger Services/Mail Management: Exceeds

Provides dependable onsite duplicating services using the Kyocera and Xerox machine to meet operational needs. These services include, but not limited to photocopies, awards, agenda/committee books for National Council, handouts, flyers, brochures, and grant applications.

Assists with interagency mail distribution and disbursement for incoming and outgoing mail. Henry sorts, organize, and prepare packages for delivery using either UPS online shipping services or FedEx. When shipping Humanities Magazines, Henry will select the best cost-effective method either UPS or USPS. Quick Messenger Services is used when items are mailed within the DMV area. All services are used when shipping supplies, duplication request or picking up commissions from the U.S. State Department. Also, Henry uses the Pitney Bowes Postage meter to barcode and meter packages.

As we provide flexibility to our workplace in October due to the remote/telework policies, Henry will provide the same level of service regardless of the number of people in the building. He will continue to maintain good customer service when coordinating mail request such as deliveries, tracking packages, messenger service and other available mail services. Process all incoming and outcoming mail and packages using all major mail carriers. Make sure our postage machines have postage for all mail. Monitor administrative and office equipment for department/division availability. Work with Steve Moyer and other Publication staff with bulk request regarding Humanities Magazines. Also, mailout tax returns for accounting.

Critical Element 3: Customer Service and Organizational Support: Exceeds Henry provides reliable support and services to staff. When responding to building complaints he works hard to resolve issues. Also, he responds in a timely manner to all work order request. He shows his willingness to work and communicate effectively when completing new tasks for staff and divisions. For example, learning how to print tabs for various applications, Committee Books for departments, and other print request. He has also demonstrated that he is a self- starter when using mailroom equipment such as our xerox copying machines, Pitney Bowes postage meter, and other in-house equipment. Henry has built professional working relationships with other colleagues that has increased his communication, created stronger team relationships, and showed more appreciation for his coworkers.

He has supported OIRM with all tech orders and supplies including loading all loading dock pickups. Some tasks that he has completed for Human Resources that is still ongoing is print jobs, prepare/print employee awards, and assist with plaques.

Also, Henry works with the on-site conference center coordinator and NEH staff when coordinating room setup. He works with the customer to help meet there needs especially when not all rooms and setups are the same. Provide suggestions and make sure equipment and chairs are available.

In preparation for NEH 2023 hybrid Council, Henry and mailroom operations had to provide individual departments with support. All agenda book materials, committee books and final motions were printed out for individual departments and council members. Henry assisted with council setup by providing requested nameplates for Council members. Also, he worked with Seasons Catering to help set up food that was ordered by NEH for Council. Henry helped with setup/breakdown of tables and chairs in the conference rooms. Henry hard work and dedication never goes unnoticed. Critical Element 4: Occupational Health and Safety (Safety Official): Meets Henry demonstrates and understands the importance of safety within the workplace by staying up to date with new procedures and guidance. He completed Safety Training I and II, Corporate Safety Management and other Safety Training for NEH. He is knowledgeable of OSHA Standards and procedures. Most importantly, he can identify unsafe work conditions due to the lack of training, poor light conditions and inadequate equipment or maintenance etc. As a certified Safety Official, Henry knows OSHA workers’ rights and federal laws pertaining to having a safe workplace.

In preparation for an agency wide Fire Drill or if any other emergency occurs at NEH, Henry will be prepared and ready to assist his colleagues. He is aware of NEH Emergency Action Plan and Procedures. Henry has taken Evacuation and Emergency planning training.

If a medical emergency occurs Henry will be able to direct emergency officials to the Automated External defibrillators (AEDs). Our mailroom staff checks both devices on the 2nd and 4th floor often.

Henry will continue to sharpen his skills as a Safety Official. He will attend more conferences, get more training, and create a personal development plan to help him advance in certain areas.

Overall Rating: Excellent

Contact this candidate