Chicago Police DepartmentEmployee Resource E05-01
Performance Evaluations of All Sworn Department Members below the Rank of Superintendent
Issue Date:20 July 2018Effective Date:20 July 2018
Rescinds:11 September 2017 Version
Index Category:Career Development
I.Purpose
This directive:
  • A.continues annual performance evaluations for sworn members below the rank of sergeant using the electronic Performance Evaluation System (PES).
  • B.introduces Field Training Officer performance dimensions used in the PES evaluation of a member who is a Police Officer (Assigned as Field Training Officer) title code 9164.
  • C.continues the:
    • 1.annual performance evaluations for all sworn supervisors below the rank of Superintendent.
    • 2.Performance Evaluation—Sworn Supervisors form (CPD-62.357).
    • 3.Performance Improvement Plan (PIP) — Sworn Supervisors form (CPD-62.358).
  • D.satisfies CALEA Law Enforcement Standard for Chapter 35.
II.Policy
  • A.The Department is committed to ensuring that evaluations of all full-time employees are conducted and documented annually. The purposes of performance evaluations are to:
    • 1.standardize the nature of the personnel decision-making process;
    • 2.assure the public that Department personnel are qualified to carry out their assigned duties;
    • 3.provide members with the necessary information to assist them in maintaining appropriate behaviors;
    • 4.eliminate inappropriate behaviors; and
    • 5.comply with Municipal Code of Chicago MCC 2-84-400, which requires the Chicago Police Department to rate all sworn members.
  • B.The assessment of a member's job performance is an ongoing process and the annual performance evaluation is not the only time during the year that supervisors should discuss performance issues with Department members.
  • C.Ongoing coaching and feedback provides supervisors with opportunities throughout the year to:
    • 1.refocus members' efforts to enhance performance. Frequent feedback allows members to direct their attention to performance improvement needs and is intended to assist them in achieving higher levels of performance.
    • 2.communicate early to members any significant problems that exist and to provide advice and guidance to correct those problems.
  • D.Performance evaluations will be conducted annually and will be completed upon an Administrative Message Center (AMC) announcement by the Director, Human Resources Division, unless otherwise established by this directive.
  • E.The Director, Human Resources Division, will ensure that the performance evaluation dimensions are disseminated to all sworn Department members in the first quarter of the year.
  • F.Command personnel are responsible for the administration of performance evaluations for all sworn members under their supervision and will ensure that performance evaluations are administered fairly and that all members are evaluated impartially and under the same standards set by this directive.
  • G.Training will be provided to all supervisory members that will be responsible for evaluating Department members.
III.Sworn Supervisor Evaluations
  • A.Performance evaluations for all sworn supervisors will be documented on the Performance Evaluation—Sworn Supervisors form (CPD-62.357). Command staff/unit commanding officers will ensure that:
    • 1.the top section of the form is completed for each sworn supervisor assigned to the unit and the form is distributed to evaluating supervisors.
    • 2.all supervisors are evaluated by the next higher-ranking supervisor in their immediate chain of command.
    • 3.a performance evaluation form for each sworn supervisor the rank of sergeant or above will be completed and:
      • a.the original form will be sent to the Human Resources Division and retained for five years.
      • b. a copy will be placed in the rated supervisor's Unit Watch Personnel File.
      • c. a copy will be given to the rated supervisor.
      • d.the annual evaluation will be entered into the CLEAR Watch Application by the date indicated by the Director, Human Resources Division.
    • 4.only sworn supervisors who have been under a supervisor's command for at least thirty days prior to the announcement of the evaluation period are evaluated. Those who have worked for a commanding officer for less than thirty days will be evaluated by their previously assigned supervisor.
  • B.When applicable, the command staff/unit commanding officers will appoint teams of supervisors to evaluate their subordinates. Each team will operate under the direction of a higher-ranking supervisor.
  • C.When applicable, lieutenants will confer with other supervisory members within their unit when evaluating sergeants. The same principle applies to higher ranks.
  • D.A supervisor above the rank of the evaluated supervisor must sign the performance evaluation form. The command staff/unit commanding officers will ensure that the signatures of supervisory members are legible and in ink and that each supervisor has indicated his or her rank and star/employee number. Signature stamps will not be used.
  • E.Supervisors will be evaluated in their assigned or detailed units if they were assigned to that unit for at least thirty days or more prior to the announcement of the evaluation period. If not, they will be evaluated by supervisors in the last unit of assignment or detail.
  • F.A supervisor will not be evaluated if he or she has been:
    • 1.on the medical roll for an illness or injury, on or off duty, for six consecutive months or more immediately preceding the announcement of the evaluation period.
    • 2.on a leave of absence for six or more consecutive months immediately preceding the announcement of the evaluation period.
    NOTE:
    The top portion of Performance Evaluation—Sworn Supervisors will be completed, the appropriate box marked, and the form forwarded to the Human Resources Division along with the other evaluations.
IV.Responsibilities in evaluating supervisors
  • A.The evaluator will check the box indicating the evaluation category for each of the five performance dimensions on the evaluation form.
  • B.Each evaluator must make comments (in the comment section of the form) for each category. Remarks will be pertinent and as specific as possible.
  • C.The evaluator will sign his or her name and indicate rank, star/employee number, and the date in the space designated on the performance evaluation form.
  • D.The evaluations will be reviewed, approved, and signed by the supervisor/exempt member in the evaluating supervisor's immediate chain of command. The signature of all supervisors must be legible and include rank and star/employee number.
  • E.Each evaluator must evaluate his or her subordinates under the same set of fair and impartial standards as set by this directive.
  • F.In evaluating supervisory personnel, the evaluator must not only consider the supervisor’s performance, but also, when applicable, how well the supervisor motivates subordinates to perform. Willingness to take initiative, accept responsibility, and exercise discipline must all be considered when assessing performance.
  • G.A supervisor's evaluation should not fluctuate greatly from period to period without sufficient cause.
  • H.The evaluator must consider recognition received by the member such as Honorable Mentions, Department Commendations, or other awards. Likewise, a suspension or any type of disciplinary action or misconduct during the evaluation period must be addressed in the evaluation.
  • I.With reference to “Dependability, Attendance, and Promptness,” absences for medical reasons must be carefully evaluated before assigning an evaluation. The reasons, duration, and number of medical incidents are factors to be considered. A long-term absence due to injury or illness should not be viewed the same as multiple absences of short duration. Members absent because of injury on duty will not be penalized.
  • J.In units where several supervisors have supervised the same member, they may confer with each other in evaluating the member.
  • K.The evaluator will determine the overall performance evaluation category based on the evaluations received for each of the five performance dimensions and in accordance with the chart in Section VI-C of this directive.
V.Performance Dimensions for supervisors
  • A.In assigning ratings based upon the five performance dimensions, evaluators will consider various components under each dimension, depending upon the job description of the supervisor being evaluated.
    • 1.Enforcement of Work Standards and Staff Development: Holds members responsible for job performance, compliance with Department policy, and addressing problems appropriately.
      • a.Uses positive feedback and goal setting to improve member performance.
      • b.Regularly observes and reviews member performance.
      • c.Uses appropriate occurrences as training to improve the future behavior of subordinates.
      • d.Administers progressive discipline when necessary.
      • e.Rates supervisors on their ability to train, evaluate, and monitor their subordinates, if applicable.
      • f.Discusses new policies and procedures with members, both collectively and individually, to ensure that members understand when, how, and why a policy or procedure should be implemented.
      • g.Provides public feedback and public recognition; gives credit where credit is due.
      • h.Demonstrates sufficient knowledge of subordinates to be aware of their personal situations and potential problems that will affect work performance.
    • 2.Analysis and Problem Solving: Is able to gather and analyze information from various sources related to a specific problem and is able to develop a plan to solve that problem based upon an objective analysis.
      • a.Monitors conditions to identify and respond to emerging crime trends.
      • b.Allocates resources to an area before a problem escalates.
      • c.Develops contingency and fall-back plans.
      • d.Considers possible unintended consequences of a given course of action and thinks ahead to prevent long-term negative consequences.
      • e.Considers the impact of problems on other watches (when applicable) and provides support to those other watches in addressing those problems.
      • f.When applicable, creates formalized processes for members on different watches to share information about crime patterns, emerging problems, and any other issues related to the beat.
      • g.Recognizes when decisions will set precedent or cause liability and takes these factors into consideration.
      • h.Can justify decisions.
    • 3.Personal Leadership: Motivates members and acts as a role model in demonstrating a positive attitude in service to the public.
      • a.Creates a vision or goal for moving the Department forward and successfully communicates it to members.
      • b.Listens well and considers other viewpoints before making a decision.
      • c.Works well with supervisors, subordinates, and the public.
      • d.Negotiates conflicts fairly and effectively.
      • e.Leads by example and gets involved to help resolve problems and meet deadlines.
      • f.When applicable, reaches out and establishes relationships with community leaders to engage them in solving crime problems.
      • g.Adapts verbal and written language to the specific audience, whether Department members or the general public.
    • 4.Delegation of responsibilities: Prioritizes and assigns tasks according to member's strengths and abilities.
      • a.Identifies and builds on an individual member's strengths.
      • b.Delegates tasks to develop member strengths, when appropriate.
      • c.Explains the bigger picture when delegating work.
      • d.Structures teams and delegates work to ensure the best use of time and the most effective outcomes.
      • e.Keeps up-to-date on changing circumstances and prepares members for new demands.
    • 5.Dependability, Attendance, and Promptness
      • a.Demonstrates excellence in personal appearance, attendance, and promptness.
      • b.Works well with little or no supervision.
      • c.Can be relied on to complete assigned tasks; follows-up and finds solutions when tasks become complicated.
      • d.Completes work in a timely manner.
      • e.Responds promptly to requests for review of Department policy and procedures.
VI.Evaluation Categories for supervisors
  • A.The following four performance evaluation categories are used to evaluate a supervisor's job performance for each of the five performance dimensions:
    • 1.Exceeds Expectations: The member consistently displays performance of the duties and responsibilities of the job at a level that exceeds performance expectations for this dimension.
    • 2.Meets Expectations: The member meets job performance expectations for this dimension.
    • 3.Requires Improvement: The member must improve job performance to meet expectations for this dimension.
    • 4.Unacceptable: The member fails to meet job performance expectations for this dimension.
  • B.A member’s overall performance evaluation category will be derived from the evaluations received for each of the five performance dimensions.
  • C.Performance evaluations for supervisors will be determined as follows:
    CategoryPerformance Evaluation Categories
    Exceeds ExpectationsMajority of individual dimension evaluations are “Exceeds Expectations.”No individual dimension evaluations of “Requires Improvement.”No individual dimension evaluations of “Unacceptable.”- Eligible to be considered for specialized training.- Will have priority consideration for assessor assignments.
    Meets ExpectationsMajority of individual dimension evaluations are at least “Meets Expectations.”No more than two individual dimension evaluations at “Requires Improvement.” No individual dimension evaluations at “Unacceptable.”- Eligible to be considered for specialized training.- Will be considered for assessor assignments.
    Requires ImprovementMajority of individual dimension evaluations are “Requires Improvement.”No more than two individual dimension evaluations of “Unacceptable.”NOTE: For Captains
    A second period of Overall Evaluation in “Requires Improvement” will result in the initiation of the Captain SES removal process.- Not eligible for specialized training.- Not eligible for assessor assignments.- Not eligible for assignments outside district law enforcement.
    UnacceptableThree or more individual dimension evaluations of “Unacceptable.”NOTE: For Captains:
    An Overall Evaluation of “Unacceptable” in a rating period will result in the initiation of the Captain SES removal process.- Not eligible for specialized training.- Not eligible for assessor assignments.- Not eligible for assignments outside district law enforcement.
VII.REVIEW OF SUPERVISOR EVALUATIONS
  • A.The evaluator will provide job performance feedback to supervisors receiving a performance evaluation at the conclusion of the rating period and will cover the following areas:
    • 1.the result of the performance evaluation just completed;
    • 2.the level of performance expected;
    • 3.evaluation criteria or goals for the new reporting period; and
    • 4.career suggestions relative to such topics as advancement, specialization, or training appropriate for the member's position. The evaluating supervisor will facilitate a member's career choices, comprehension of career goals, and achievement of career goals through meaningful and well-informed choices.
  • B.The evaluator will prepare a To-From-Subject Report to his or her immediate supervisor requesting that a Performance Improvement Plan (PIP)—Sworn Supervisors (CPD-62.358) be prepared for any member who receives a rating for any performance dimensions in the "Requires Improvement" or "Unacceptable" category. If a Performance Improvement Plan (PIP)—Sworn Supervisor is approved, the evaluator will prepare the PIP and submit it to his or her immediate supervisor who will ensure that the PIP is reviewed during the next performance evaluation and that a copy is placed in the rated supervisor's Unit Watch Personnel File.
  • C.Command staff/unit commanding officers will ensure that after the evaluator and approving supervisor have signed the performance evaluation form, (and the PIP if applicable), the evaluator discusses the evaluation with the evaluated supervisor and informs him or her of the right to request a review of the evaluation.
    NOTE:
    Command staff/unit commanding officers will ensure that any completed Performance Improvement Plan (PIP) — Sworn Supervisor are reviewed quarterly and that the recommendations for improvements are implemented.
  • D.The evaluated supervisor will sign and date the performance evaluation form in the space provided to indicate that he or she has reviewed the evaluation. A comments space is provided on the evaluation form for any comments the evaluated supervisor elects to include.
  • E.If a supervisor refuses to sign and date the performance evaluation form, the evaluator will indicate this action in the comments section by printing the words “Refused to Sign,” followed by the evaluator's name and the date. All unsigned performance evaluation forms will be reviewed by the unit commanding officer, the district commander, or, when applicable, the next-level exempt member in a reviewed supervisor's chain of command, who will:
    • 1.interview the supervisor regarding the refusal and inform him or her of the appeal process, consistent with Item VIII of this directive.
    • 2.affix his or her signature and the date of the interview on the back of the performance evaluation form, should the supervisor continue to refuse to sign the performance evaluation form.
  • F.Once the evaluation has been approved and signed by the supervisor/exempt member in the evaluator's chain of command, the evaluator will sign and date the performance evaluation form acknowledging that he or she has reviewed the evaluation with the evaluated member.
VIII.APPEAL PROCESS FOR SUPERVISORS
  • A.A supervisor may request a review of the performance evaluation within seven calendar days of the date the supervisor signed, or refused to sign, the performance evaluation form by submitting a To-From-Subject report to the commanding officer of the unit assigned. If the commanding officer is the evaluator, the request will go to the next-level exempt member in the chain of command.
    • 1.The exempt member/unit commanding officer will review all unsigned performance evaluation forms to determine if there is a request for review (member’s report) on file.
    • 2.If a performance evaluation form is unsigned and the supervisor has failed to request a review of the performance evaluation, the exempt member/unit commanding officer will interview the member to ensure that the member has had every opportunity to avail him or herself of the appeal process.
  • B.In response to a request for a review of an evaluation, the Department member hearing the review may interview or require written reports from any individual deemed appropriate. The decision of the reviewing member will be final and will be documented in writing. A copy of the reviewing member's report will be given to the member and another will be placed in the Unit Watch Personnel File. The original will be sent to the Human Resources Division and retained for five years.
  • C.If a performance evaluation is changed for any reason, the member hearing the appeal will ensure that a new performance evaluation form is prepared, dated, and signed by all parties. The new form will be completed and numbered “2 of 2" in the upper right-hand corner. The original form will be numbered “1 of 2,” marked “VOID,” and attached by paper clip to the new form. Both forms will be sent to the Human Resources Division and will be retained for five years. One copy will be kept in the Unit Watch Personnel file and one given to the evaluated supervisor whose evaluation was changed. The evaluated supervisor has the right to request a review of his or her changed evaluation.
IX.Performance Evaluation System (PES) for members below the rank of sergeant
  • A.Members will be evaluated annually in the quarter prior to the quarter of the anniversary of their date of hire. The evaluations will be completed within thirty days of the conclusion of the evaluation period. The annual calendar quarters are as follows:
    1st QuarterJanuary, February, March
    2nd QuarterApril, May, June
    3rd QuarterJuly, August, September
    4th QuarterOctober, November, December
  • B.The following matrix clarifies when performance evaluations will be completed.
    QuarterAnniversary Date Month of the MemberThe Quarter the Member Will Be EvaluatedDue Date of the Evaluation
    1stJanuary, February, March4th30 January
    2ndApril, May, June1st30 April
    3rdJuly, August, September2nd30 July
    4thOctober, November, December3rd30 October
    If the member’s date of hire is:
    • 1.31 March, the member’s performance evaluation will be completed in the 4th Quarter. The due date for the performance evaluation will be 30 January.
    • 2.11 September, the member’s performance evaluation will be completed in the 2nd Quarter. The due date for the performance evaluation will be 30 July.
  • C.Supervisors will participate in training and receive a Performance Evaluation System Procedure Manual regarding the purpose, implementation, and use of the Performance Evaluation System.
  • D.To effectively evaluate and document job performance of members under their command, supervisors will use the Performance Recognition System to record Early Intervention Activity Events, as delineated in the Department directive "Performance Recognition System."
  • E.The Director, Human Resources Division, has overall authority over the PES and will coordinate the implementation, management, and monitoring of the evaluation process Department-wide.
X.Performance Evaluation Criteria for Members Below the Rank of Sergeant
  • A.Members below the rank of sergeant will:
    • 1.be evaluated by the supervisor(s) of the unit the member was assigned / detailed to for at least the thirty calendar days immediately preceding the announcement of the evaluation period.
    • 2.not be evaluated who have been:
      • a.on the medical roll for an illness or injury, on or off duty, for six consecutive months or more immediately preceding the announcement of the evaluation period.
      • b.on a leave of absence for six consecutive months or more immediately preceding the announcement of the evaluation period.
    • 3.be evaluated by supervisor(s) who may consult with other supervisors the member has worked with if the member has worked for more than one supervisor during the evaluation period.
  • B.Performance Dimensions
    There are five performance dimensions used in the evaluation of a member’s job performance:
    • 1.Accountability / Dependability:
      • a.Takes responsibility for job performance in the assignment area and for commitments, actions, and decisions.
      • b.Works effectively with minimal supervision and shows initiative by following through on assignments without prompting.
      • c.Adheres to work schedules and completes work activities in a timely manner.
      • d.If the PO is assigned as a Field Training Officer, he or she teaches by example and by:
        • (1)consistently adhering to expected standards and Department objectives for mentoring the PPOs delineated in the Field Training Officer training manual;
        • (2)consistently completing all required FTO reports;
        • (3)beginning the tour of duty in a timely manner;
        • (4)returning to service promptly after completing an assignment.
    • 2.Problem Solving / Decision Making:
      • a.Recognizes and diagnoses problems accurately, effectively, and in a timely manner.
      • b.Identifies the need for information and where to find it, using an open mind to evaluate the relevance and accuracy of the information.
      • c.Collects and organizes information and makes valid and timely decisions using sound judgment to provide alternative solutions to problems.
      • d.If the PO is assigned as Field Training Officer, he or she teaches by example and by:
        • (1)instructing the PPO in how to identify the resources needed to complete a given assignment;
        • (2)guiding the PPO in assessing a situation by organizing the necessary information and then making a sound decision based on an accurate assessment of that information;
        • (3)demonstrating good judgement in evaluating the progress of the PPO, competently evaluating his or her performance in the key performance
          characteristics as identified within the Daily Observation Report.
    • 3.Adaptability / Responsiveness:
      • a.Adapts rapidly and easily to changing demands and circumstances.
      • b.Maintains calm and displays restraint and perseverance when faced with unexpected obstacles, opposition, or hostility.
      • c.If the PO is assigned as Field Training Officer, he or she teaches by example and by:
        • (1)instructing the PPO in applying the concepts that he or she has learned in the Chicago Police Department Education and Training Division to various
          and changing real-world situations.
        • (2)adapting to find the most effective teaching method for the learning style of a particular PPO.
        • (3)demonstrating and reinforcing safe subject and vehicle stops;
        • (4)demonstrating how to gain control during a domestic disturbance;
        • (5)allowing the PPO to take control during stressful situations, providing guidance and feedback.
    • 4.Communication:
      • a.Presents information in a well-organized manner, speaks and writes clearly, and understands the meaning of spoken and written information.
      • b.Makes a conscious effort to listen, analyze, and effectively respond to what others say and relates to others by demonstrating diplomacy and tact.
      • c.If the PO is assigned as Field Training Officer, he or she teaches by example and by:
        • (1)communicating Department policy and procedures consistently and effectively;
        • (2)communicating with respect, patience, and persistence while mentoring the PPO;
        • (3)demonstrating professional communication when interacting with the public;
        • (4)demonstrating effective deescalation communication skills, when necessary;
        • (5)demonstrating effective and concise radio communication skills.
    • 5.Job Knowledge / Professional Development:
      • a.Has knowledge of relevant laws, Department policies and procedures, and techniques related to job assignment and applies this knowledge when performing job activities.
      • b.Seeks out learning opportunities and continually develops professional skills and knowledge.
      • c.Uses feedback from others to further develop knowledge and skills.
      • d.If the PO is assigned as Field Training Officer, he or she teaches by example and by:
        • (1)ensuring the PPO has knowledge of relevant laws, Department policies, and procedures;
        • (2)ensuring the PPO is proficient in using all Department electronic devices and computer applications;
        • (3)conducting a thorough preliminary investigation within an appropriate time frame;
        • (4)demonstrating proper crime-scene protection and evidence recovery.
        NOTE:
        The above performance dimensions for Field Training Officers (title code 9164) will apply if, for the majority of the evaluation period, the FTO has been assigned a PPO.
  • C.Evaluation Categories
    There are four categories used to evaluate a member’s job performance for each of the performance dimensions:
    • 1.Exceeds Expectations: The member consistently displays performance of the duties and responsibilities of the job at a level that exceeds performance expectations for this dimension.
    • 2.Meets Expectations: The member meets job performance expectations for this dimension.
    • 3.Requires Improvement: The member must improve job performance to meet expectations for this dimension.
    • 4.Unacceptable: The member fails to meet job performance expectations for this dimension.
  • D.Overall Performance Evaluation Category
    • 1.A member’s overall performance evaluation category will be based on the evaluations received for each of the five performance dimensions.
    • 2.Described below is a summary of criteria associated with a member’s overall performance evaluation category.
    CategoryPerformance Evaluation Categories for members below rank of sergeant
    Exceeds ExpectationsMajority of individual dimension evaluations are "Exceeds Expectations."
    No individual dimension evaluations of "Unacceptable" or “Requires Improvement.”- Eligible for merit consideration and special assignments.
    Meets ExpectationsMajority of individual dimension evaluations are at least "Meets Expectations."
    No more than one individual dimension evaluation of "Unacceptable” or “Requires Improvement.”
    A second year with an "Unacceptable" evaluation on the same dimension will place the member in the overall "Requires Improvement" evaluation category. - Eligible for merit consideration and special assignments.
    Requires ImprovementMajority of individual dimension evaluations are "Requires Improvement."
    No more than two individual dimension evaluations of "Unacceptable."- Three consecutive years of "Requires Improvement" Overall Performance Evaluations will place the member in the "Unacceptable" category and no salary step increase will be given.- Not eligible for merit consideration, special assignments, or voluntary special work opportunities.
    UnacceptableThree or more individual dimension evaluations of "Unacceptable." - No salary step increase.- Not eligible for merit consideration or special assignments, voluntary special work opportunities, or working secondary employment. - Two consecutive years of "Unacceptable" Overall Performance Evaluations will result in charges being filed to terminate employment based on incompetency or inefficiency in performance of duty.
XI.Responsibilities under the PES system
  • A.District/unit commanding officers will:
    • 1.monitor the PES process to ensure that it is administered fairly and is conducted equitably by supervisors under their command.
    • 2.review evaluations submitted by designated supervisors under their command and indicate concurrence or non-concurrence with the evaluation results. If the district / unit commanding officer:
      • a.concurs with a performance evaluation, the evaluation will be approved.
      • b.does not concur with a performance evaluation, the evaluation will be returned to the designated supervisor for comments supporting the evaluation and/or revisions if necessary.
    • 3.designate the appropriate unit supervisor to oversee the PES process for their watch.
  • B.Designated unit supervisors will:
    • 1.oversee the PES process for their watch.
    • 2.ensure that:
      • a.ratings are entered into the PES and are forwarded to the district / unit commanding officer for review.
      • b.any member transferred into the unit during the quarter of that member's performance evaluation period receives an evaluation that reflects the member's performance for the entire evaluation period and not only for the time spent in the new unit.
    • 3.identify which supervisors will provide each Department member’s performance evaluation and job performance feedback during any quarter.
    • 4.print the preliminary ratings to be reviewed and lead the performance evaluation review session.
  • C.Reviewing supervisors will:
    • 1.be notified of which members are to receive their yearly performance evaluation one month prior to the month the evaluations are due.
    • 2.independently consider the job performance of each identified sworn member under their command.
    • 3.review performance information contained in the member's portfolio within the Performance Recognition System and contact the member's supervisors in previous units of assignments / details, if the member was assigned / detailed to another unit for a period of twenty-eight days or more during the evaluation period, to provide an accurate assessment of job performance.
    • 4.independently provide preliminarily evaluations for members designated for their review and enter a preliminary rating for each dimension.
    • 5.participate in a performance evaluation review session, under the direction of the designated unit supervisor / unit commanding officer, to:
      • a.review and discuss the:
        • (1)the job performance of any member for whom there is a divergent rating on one or more dimensions.
        • (2)specific events that support the preliminary performance rating they gave for the dimension(s) in question.
      • b.support their ratings with specific examples as to why they gave a particular rating for any member under discussion.
      • c.evaluate each affected member with the objective of reaching a consensus on the appropriate rating for each divergent performance evaluation dimension.
  • D.Supervisors designated to provide members with their overall performance evaluation will:
    • 1.provide job performance feedback to members receiving a performance evaluation.
    • 2.prepare a Performance Improvement Plan (PIP) if any member receives a rating for any performance dimension in the "Requires Improvement" or "Unacceptable" category.
XII.Review of Evaluations for members Below the Rank of Sergeant
  • A.Sworn members:
    • 1.will have access to review their evaluations for each dimension and their overall performance evaluation.
    • 2.whose job performance has been evaluated will accept or reject their performance evaluation in the PES.
  • B.The evaluator will provide job performance feedback to members receiving a performance evaluation at the conclusion of the rating period and will cover the following areas:
    • 1.the result of the performance evaluation just completed;
    • 2.the level of performance expected;
    • 3.evaluation criteria or goals for the new reporting period; and
    • 4.career suggestions relative to such topics as advancement, specialization, or training appropriate for the employee's position. The evaluating supervisor will facilitate a member's career choices, comprehension of career goals, and achievement of career goals through meaningful and well-informed choices.
  • C.If a member does not accept a rating for an individual dimension or the overall performance evaluation, the supervisor will document that the member has rejected the evaluation in the PES.
  • D.The designated unit supervisor/unit commanding officer will:
    • 1.review all rejected performance evaluations;
    • 2.interview the member regarding his or her rejection of the evaluation and verbally inform the member of the appeal process that may be exercised within seven calendar days of the interview; and
    • 3.document the interview in the PES and indicate whether the member continued to reject the evaluation.
XIII.Appeal Process for members below the rank of sergeant
  • A.Primary Appeal
    • 1.Sworn Department members may:
      • a.appeal their overall performance evaluation and their performance dimension assessments.
      • b.request a review of their performance evaluation by the district / unit commanding officer. The member will document the reasons for rejection of the evaluation within the PES within seven calendar days of the date the member reviewed and refused to accept the overall performance evaluation rating.
    • 2.District/unit commanding officers will:
      • a.review rejected performance evaluations.
      • b.conduct an appeal meeting with the member to discuss the performance evaluation.
    • 3.In response to a request for a review of a performance evaluation, the district/unit commanding officer may require written reports from any individual deemed appropriate. The decision of the district/unit commanding officer as to the appropriate rating is final for any rating other than “Unacceptable” and will be documented in the automated system.
  • B.Final Level Review
    • 1.If a member's overall performance evaluation rating remains "Unacceptable" after the primary appeal with the district/unit commanding officer, the member may request a secondary review with the appropriate deputy chief, via the PES, within seven calendar days of the date the member reviewed and refused to accept the overall performance evaluation rating by the district/unit commanding officer.
    • 2.In response to a request for a review of a performance evaluation, the deputy chief may require written reports from any individual deemed appropriate. The decision of the deputy chief as to the appropriate rating is final and will be documented in the automated system.
New or revised items indicated by italics/double underline.
Eddie T. Johnson
Superintendent of Police
SB 17-141