1. Cover Page - Currently in Graphics Being Designed

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
KEY POINTS:
Say:
The focus of this briefing is to tell you about FSA’s new Performance Management System that will be implemented on October 1, 2005.
Even though this is the focus, at the end of the day, this is really about telling the FSA story and your role in it.
Before we get into why we have a new Performance Management System, I want to talk a few minutes about what I mean by “the FSA story.”
Turn to next slide

3. Why A New Performance Management System?
Internal
Driver
Decision to look
at Performance
Mgmt System
External
Driver
President’s Mgmt Agenda: Results Focus
New
Performance
Management
System
KEY POINTS: (Note – this slide has animation)
There were two key internal drivers and several external drivers that led to the implementation of a new Performance Management System.
Internal Drivers:
Strategic Planning: The decision to embark on a more comprehensive Strategic Planning Process ultimately meant that to accomplish the strategic goals set out in the plan meant that there had to be a link between the accomplishment of theses goals and your performance plans.
Evaluate Current System: At the same time that FSA began an inclusive process for developing a new Strategic Plan, senior leaders also chartered a Task Force to evaluate the current performance management system. The Task Force surveyed the workforce and, based on an evaluation of the results, made a series of recommendations including a recommendation to revise the existing Pass/Fail performance appraisal process.
External Drivers:
President’s Management Agenda:The President’s Management Agenda (PMA) laid out five Government-wide initiatives that have become the driving force behind the efforts for the Administration and federal managers to improve government performance.. Performance is the centerpiece of its policies regarding human resources issues.
OMB Scorecard: To "keep score," the Office of Management and Budget (OMB) created a "traffic light" scorecard to report on where departments and major agencies stand on each of the five initiatives. The Scorecard Standards of Success in the area of Strategic Human Capital Management include a strong focus on performance management, I.e., focus on results, align performance plans to strategic plan, differentiate between performance ,
Departmental Mandates: The Department, in response to the PMA required all USDA agencies to align performance plans to the agency’s strategic goals and move to performance management systems that include at least one level above fully successful
Internal and External drivers converged and led to decision by FSA Senior Leadership to move to a 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
KEY POINTS:
Say:
The new Performance Management System with a 5-Level Summary Rating Appraisal Process and old, familiar tool and much of it is.
What is different, however, is the underlying philosophy which will govern how individual performance in FSA is managed.
These five elements describe an underlying philosophy that emphasizes the importance of ensuring that everyone in the agency is working in a common direction and on those activities that are most important to the long-term success of FSA. It stresses that all employees are accountable for achieving their part of mission results, and that by differentiating between performance we’ll be able to reward those performers who make significant contributions to the agency mission and goals.
While the Pass/Fail system supports some elements of this philosophy, the new Performance Management System is in far better alignment. 
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. What’s Key? Your Strong Commitment and Contributions
FSA Mission &
Organizational
Goals
Work Unit
Products &
Services
YOUR Individual
Products and
Contributions
YOUR
Performance
Objectives
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
Equitably serving all farmers,
Ranchers, and agricultural
Partners by delivering
Effective, efficient agricultural
Programs for all Americans
FSA Mission
Performance-Based
Results-Focused
KEY POINTS (Note: re-writing some of the text for this slide based on a meeting with Karen Malkin and Connie Bieler. Also, this slide is animated, i.e., different parts of the text come in as they are being discussed. Click on slide show to see the animation. )
Key parts of the FSA Story
The Past. (Note: it’s important to acknowledge the contributions the FSA workforce has made to American agriculture. You will need to avoid giving any impression that you’re discounting the past and/or that FSA workforce did not work hard to support farmers. This is a highly dedicated workforce and their dedication and commitment is part of the FSA legacy. In fact, if you have stories about past successes, this is the place to mention a few.)
The Present. What brought us to where we are today may not carry us into the future. The 21st century provides a significant number of challenges, e.g., changing methods of production, demographic`shifts, increased globalization and export competition, that require us to change the we do business to become more performance-based and results-focused. To meet these challenges has launched the FSA Transformation effort of which you are all aware. (This may not be accurate – need input from Strategic Planning Office.)
The FSA Transformation. Need input from Strategic Planning Office
Every employee accountable for FSA fulfilling their part of the FSA mission

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
KEY POINTS:
Say:
We are now going to describe what changed and what stayed with same with implementation of the 5-Level Summary Rating Process and that these are the components you will be describing:
Elements and Standards
Element Rating Levels
Summary Rating Levels
Performance Appraisal Form
Responsibilities

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
KEY POINTS:
Note to Presenter:
Point out what changes under the Five-Level Summary Rating Appraisal Process, i.e.,
Must have at least 1 non-critical element
Generic standards must be supplemented with job specific performance measures
At least 1 Non-Critical Element
All Elements Critical
Supplement Generic Standards with
Job Specific Performance Measures
Supplement Generic Standards as needed

9. Critical/Non-Critical Elements
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.
Note to Presenter:
Given that there is now a requirement for a non-critical element be sure to review the definitions of both a critical and non-critical element. This will be especially important for people in the field offices because this system is very new to them.

10. Element Rating Levels Two Level (Pass/Fail) Five Level
Two Element Rating Levels:
Results Achieved
Results Not Achieved
Element: Execution
of Duties
Xxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxx
Results
Achieved
Not
Example:
Five Level Summary Rating
Five Level
Three Element Rating Levels:
Exceeds
Fully Successful
Does Not Meet
Element Rating:
Fully
Successful
Example:
KEY POINTS:
Point out the difference in the rating of elements between the two systems.
Say:
Under Pass/Fail each element was rated either “Results Achieved” or “Results Not Achieved”
Under the new system each element will be given one of three ratings: Exceeds, Fully Successful, or Does Not Meet
The illustrations at the bottom of each box simply show what this looks like on the appraisal forms for the two different systems.

11. Summary Rating Levels Two Level (Pass/Fail) Five Level
Two-Level Summary 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”
Five Level Summary Rating
Five Level
Five-Level Summary Rating:
Outstanding
Superior
Fully Successful
Marginal
Unacceptable
Critical Elements Weighted 2:1
KEY POINTS:
Tell participants that the summary rating is the overall rating given to an appraisal.
Under Pass/Fail your summary rating was either “Results Achieved” or “Results Not Achieved”
Under the new system the overall summary rating can be at one of 5 different levels
Outstanding
Superior
Fully Successful
Marginal
Unacceptable
Point out that under the new system Critical Elements are weighted 2:1
Tell participants that the next few slides will illustrate how to get to each of the 5 summary rating levels

12. Summary Rating Examples – 5 Level
Outstanding Summary Rating
All elements rated “Exceeds”
Element 3 (NC) 2
Total 6 1
Element E FS
DNM
Element 1 (C)
Element 2 (C)
Element 4 (NC)
E = Exceeds FS = Fully Successful DNM = Does Not
Meet
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”
Total 4
Element E FS
DNM
Element 1 (C)
Element 2 (C)
Element 3 (NC)
Element 4 (NC) 1 2
Text to be developed (Note: this slide has animation)
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”
Element E FS
DNM
Text to be developed
Element 1 (C) 2
Element 2 (C) 2
Element 3 (NC) 1
Element 4 (NC) 1
Total 2 4

14. Summary Rating Examples – 5 Level
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”
Element E FS
DNM
Element 1 (C)
Element 2 (C)
Element 3 (NC)
Element 4 (NC)
Element 5 (NC) 1 2 3
Total
Unacceptable Summary Rating
If any critical element is rated “DNM”
Element E FS
DNM
Element 1 (C)
Element 2 (C)
Element 3 (NC) 2 1
Text to be developed (Note: this slide has animation)

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
Provide informal feedback
throughout the rating year
Conduct/Document at
least one formal progress
review during rating year
Complete year-end
performance rating
Review and Approve
employee’s performance
standards as submitted by
supervisors to ensure
consistency across work unit
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
Text to be developed (Note: this slide has animation)

16. Performance Appraisal Form
Five Level Summary Rating
Two Level (Pass/Fail)
Five Level
AD-435A
- Signature Sheet
- Elements/Standards/
Performance measures
AD-435B
Performance Measures
AD-435
Rating Sheet
AD-2000
KEY POINT:
Tell participants that they will be using a different appraisal form under the new system and tell them what it is.

17. Rating Cycle and Progress Reviews
Two Level (Pass/Fail)
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
Five Level Summary Rating
Five Level
Same as
Current Process
KEY POINTS:
Note to Presenter:
Emphasize that there is no changed to either the rating cycle or the mandatory progress reviews.
Stress that while there is only one mandatory progress review during the rating cycle, managers are strongly encouraged to give performance feedback throughout the year.

18. Rating Cycle Typical Rating Cycle Rating Cycle for 2006
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
10/1 to
10/31
4/1 to 6/30
10/1 –
Conduct and
Document Formal Progress Review
Performance
Plans Put In
Place
Formal
Perf
Rating
Rating Cycle for 2006
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
10/1 through 12/31
10/1 –
10/31
4/1 to 6/30
KEY POINTS:
(Note to Presenter: this slide is animated such that the graphic under “Typical Rating Cycle” will be displayed first. Next the boxes outlined in red will come in one at a time. Finally, the grapich at the bottom of the page “Rating Cycle for 2006” will be displayed last.)
Say:
The “Typical Rating Cycle” displays the timeframes during which certain parts of the appraisal process must be completed. (Note: review each of those timeframes as you pull in the boxes outlined in red)
The Rating Cycle for 2006 merely illustrates that the period to get performance plans in place is extended for this fiscal year because FSA is implementing a new performance management system and supervisors will be getting training beginning November 1.
Tell participants that you will tell them more about the training in a later slide

19. Linkage to Other Personnel Actions
“Fully Successful” Summary Rating required for:
Within Grade Increase
Career Ladder Promotion
KEY POINTS:
Note to Presenter:
Briefly point out the link between the summary rating and eligibility for a within grade increase and a career ladder promotion.
Participants may ask questions about how this new performance management system will impact their retention standing in the event of a RIF. Lolla and Steve will be able to answer those questions.

20. Awards Program FY06 FY07 No Change to current program
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
Text to be developed (Note: this slide has animation)

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
Text to be developed