Subject: Response to 2011/12 Civil Grand Jury Report No. 1214 Entitled "employee Evaluation and Recognition"*

policy that all employees should receive an annual performance evaluation. Response: Partially disagree. The majority of County departments are conducting annual employee performance evaluations for most employees. Regular and formal review of employee performance continues to be a goal but has been hindered by staff reductions, rotations, and reassignment through layoff and countywide reorganization. Evaluations that do not include feedback regarding the quality of performance are not useful

to employees. Response: Partially disagree. Evaluations are more effective when they include feedback regarding the quality of an employee's performance. However, an evaluation that simply verifies job expectations and associates those expectations with a department's mission can also be useful to employees. The performance evaluation process already in place in the Clerk-Recorder/Elections

Department could provide lessons and guidance as to what practices are effective. Response: Agree. Several County departments are operating effective performance evaluation programs that can serve as models to other County departments and local agencies. Contrary to the beliefs held by some County managers, numerous methods exist to recognize

and thereby motivate employees aside from monetary remuneration. Response: Agree. County departments currently utilize a variety of no or low cost methods to recognize excellence including letters of commendation, a congratulatory mention in a department newsletter or intranet site, public recognition at a staff meeting, certificates and small awards such as a gift card for a cup of gourmet coffee. Because there is no process for sharing performance management initiatives and experiences

between departments, the County may not be getting the benefits of lessons learned. Response: Partially disagree. While there is not an interdepartmental sharing process specific to employee performance management, there are existing forums for networking across departments on any topic of interest, e.g. monthly department head meetings, countywide employment practices training (through the Risk Management Division of the County Administrator). As the County provides the public a heterogeneous array of programs and services, management best practices do not always translate successfully across County departments. Consequently, department heads are delegated the responsibility to develop their own best management practices as influenced by professional organizations that are specific to the type of business operated by the department. All County department heads and many management employees are active members of professional organizations that network on a variety of management topics. 92017 2 The County can use the State's Employee Performance Management Cycle as a model for a

performance evaluation program. Response: Agree. It is possible for the County to use the State's Employee Performance Management Cycle as a model for a performance evaluation program.