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R01-214RESOLUTION NO. R01-,~,l~ A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOYNTON BEACH. FLORIDA, CONFIRMING THE ,APPOINTMENT OF JOHN E. SMITH AS MAJOR IN THE CITY OF BOYNTON BEACH POLICE DEPARTMENT AND AUTHORIZING THE CITY MANAGER TO EXECUTE AN APPOINTMENT LETTER ON BEHALF OF THE CITY WITH JOHN E. SMITH; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, upon the recommendation of staff, the City desires to employ the services of John E. Smith as Major in the City of Boynton Beach Police Department; and WHEREAS, it is the desire of the City Commission to provide certain benefits and requirements regarding the employment of John E. Smith by the City; and NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF BOYNTON BEACH, FLORIDA, THAT: Section 1. The City Commission of the City of Boynton Beach, Florida does hereby confirm the appointment of John E. Smith as Major n the City of Boynton Beach Police Department and authorizes the City Manager to execute AN Appointment letter on behalf of the City of Boynton Beach with John E. Smith, said letter being attached hereto as composite Exhibit "A", and incorporated herein by reference. Section 2. passage. This Resolution shal become effective immediately upon PASSEDAND ADOPTED this ~ dayof July, 2001. CITY OE BOYN~O~ BE, ACH, FLORIDA M~yo / ~ VJce Mayor ~....__ Commissionor Col~ ATTEST: s:caVes\emp[oyment\SmithReso OFFICE OF T~ CI~ ~AGER ~ ~ E. Boynton Beach Boul~ard P.O. Box 310 Boston Be~h~ Flo~da 334~5-0~ ~ 0 Ci~ Ma~g~* ~: ~61) 7~-60~0 F~: (~6~) 7~-60~ e-~l: July 3, 2001 Sgt. John E. Smith Boynton Beach Police Department 100 East BoyntonBeach Boulevard Boynton Beach, FL 33435 Appointment Letter-Major/Police Department City of Boynton Beach Dear Sgt. Smith: I am pleased to off~ you an appointment of Major in the Boynton Beach Police Department under the following terms and conditions: By accepting this position you are representing to the City that you have the professional expertise and experience to perform the services to be provided by you pursuant to the terms of this Agreement. You have been advised and understand that the position you are accepting is not a civil service position and the City's Civil Service Rules and Regulations are not applicable to you. By entering into this agreement, you waive all rights under the City's Civil Service system. You will be an at will employee of the City and you acknowledge that there has been no representation or promise, expressed or implied fixing the term of your appointment, except as provided for herein. You shall report to and be supervised by the Chief of Pohce, shall be assigned to the police department headquarters, and shall perform those duties set forth in the job description as provided by the Chief of Police. hi this position, you shall be considered exempt from the provisions of the Federal Labor Standards Act (FLSA) except as provided for in this agreement. While the demands of your position require a flexible work schedule, your normal schedule shall be Monday through Friday between the hours of 8:00 A.M. and 5:00 P.M., or, as scheduled by the Chief of Po lice. The job description for Major/Police Department is attached as Exhibit "A. You have represented in the interview process that you are qualified to handle the job responsibilities and you now agree to provide the City with the services included in that job description. Except as otherwise expressly provided by this Appointment, as Major of the Police Department you shall at all times: Pa~e 1 of 6 a. devote all your time, attention, knowledge, and skill solely and exclusively to the business and interests of the City during normal working hours and at City related events after normal business hours. b. perform your duties and obligations faithfully, industriously, and to the best of your ability. c. not engage in conflicting outside employment except with prior written authorization of the Chief of Police or his designee. d. keep the Chief of Police or his designee fully informed in advance of ail travel and activities that take you out of the office for more than a day at a t/me. All travel must receive prior written approvai of the Chief of Police or his designee. The Administration will, review and evaiuate your performance at least bi-annually in advance of the adoption of the annual operating budget. The review and evaluation shall be in accordance with performance criteria developed by the Chief of Police or his designee, which criteria must be provided to you in advance of the commencement of the period of evaluation. The in/tial performance criteria is as set forth on Exhibit "B", attached hereto. The criteria may be added to or deleted from as the Chief of Police or his designee may from time to time determine. Periodically, you will meet with the Chief of Police or his designee and define such goais and performance objectives that are' determined necessary in attainment of the objectives and shail further establish a relative priority among those various goals and objectives, which shall be reduced to writing. Such goals and objectives shall be generally attainable within the time limitations as specified in the annual operating and capitai budgets and appropriations provided by the City. Compensation reviews are not subject to 'any specific formula applicable to other City personnel. Wage adjustments shall be at the sole discretion of the City Manager or his designee and are subject to the appropriation of funds by the City Commission. You shall receive an annual salary of EIGHTY THOUSAND TWO HUNDRED DOLLARS ($80,200.00), payable in equal installments paid at the same intervals as the City's management personnel are paid. The City shall pay or reimburse you consistent with reimbursement policies for the Police Chief and Assistant Police Chief. You shail receive the same heaith and dental benefits as those provided to the Sergeant's in the Boynton Beach Police Department, as set forth in the Sergeant collective bargain agreement. You shall receive the same disability insurance benefit provided to non-union City employees hired prior to 10/1/91. You shail be provided with a Fifty Thousand Dollar ($50,000) term life insurance policy, the cost to be borne by the City of Boymon Beach. This policy shall bear a double indemnity provision for death occurring in the line of duty. This shall be in addition to any other benefits required by State of Federal law. Page 2 of 6 America's Gat~ay to the Gulfstream You shall receive the same Retiremem System benefil provided to Sergeant's in the Boynton Beach Pohce Department hired prior to 10/1/91. You shall be entitled to observe the same paid legal holidays as non-umon employees hired prior to 10/1/91 You shall receive the following paid leave: A) Annual leave: B) Sick leave: C) Personal leave: D) Compassionate leave, as follows: 200 hours per year 96 hours per year 40 hours per year. This cannot be accrued year to year In the event of a parent, foster parent, sibling, spouse, child, grandparent, grandchild, mother or father-in-law, sister or brother-in-law, ~andparents of spouse and any permanent family member of the household you shall be entitled to paid compassionate leave not to exceed three (3) consecutive calendar days for any one death. However, if it is necessary for you to leave the State in connection with the internment of the deceased, leave shall not exceed five (5) consecutive calendar days for any one death. Additional leave may be authorized the Chief of Police or his designee on a case-by-case basis, except that such additional leave shall be debited against your accrued sick or annual leave. E) All other leave shall (leaves of absence, training, seminars, family sick) shall be in accordance with the City's Personnel Policies Manual (PPM). You shall receive a clothing allowance of one thousand four hundred hinety-six ($1,496) dollars per year, paid in three hundred seventy-four ($374) dollar installments at the end of each quarter. The City shall provide an ~ncentive in the form of paid tuition and books should you choose to attend an accredited college or university. You shall initially pay, and be reimbursed by the City upon presentation of documented completionofthe course. Provided, however, that the College and/or University program shall be initially approved by the City Manager. Reimbursement shall be as follows: A grade of "A" or "B" shall be reimbursed at 100% of the cost of the course. A grade of"C" shall be reimbursed at 50% of the cost of the course. In the event that a course is a mandatory pass/fail course, a grade of passing shall be treated as a satisfactory grade. Courses must lead to a degree in the fields of law enforcement, criminal justice, public admihistration, or any other similar pohce profession discipline that may, m the opinion and with the approval of the City Manager, enhance your performance as a law enforcement officer. The City shall provide you with an assigned take home vehicle and equipment (uniforms, weapons, bulletproof vest and other items) provided to the Sergeant's of the Boynton Beach Police Department. In the event you are demoted or the position afMajor is eliminated, or you voluntarily surrender your position as Major, you will revert back to a Sergeant position, with salary/benefits/seniority provisions as they would have existed had you not been promoted to Major. Pa~e 3 of 6 Ame~ca's Ga~e~a3~ ~o ~he Gulfstream The City shall: a. defend and indemnify you against all claims and actions, civil or criminal, provided the claims or actions arise out of and in the course of the performance of your duties and responsibilities pursuant to this Appointment; and b. pay any judgment that may be entered against you in a civil action arising out of and in the course of the performance of your duties and responsibilities pursuanl to this Appointment, except a judgment based on intentional wrongdoing by you. c. reserves the fights to select, appmnt, retain, or discharge legal counsel necessary m provide the foregoing defense. Your appointment and the term oft/tis Appointment shall commence on the 30th day of April, 2001. This Appointment shall terminate: a. at any time by mutual agreement of you and the City; b. upon your sustained inability for all or substantially all of 180 calendar days in a 190 day period to perform all or substantially all of your duties and obligations pursuant to this Appointment as a result of physical or mental illness or condition, which inability shall be verified at the City's expense (to the extent not covered by applicable medical insurance maintained by the City) by a licensed physician mutually agreed upon by you and the City, provided that state or federal law or regulation would not preclude or prohibit your separation under the condition. In the event the parties are unable to mutually agree on a physician with/n fifteen days of a request for selection, the examining physician will be selected solely by the City. c. at any time by the City Manager or his desiguee's and City Commissions' unilateral termination of your Appointment for the position. d. your death. e. your resignation. A resignation shall be submitted in writing and shall provide for an actual resignation date no later than forty-five (45) days following the date of notice of resignation. Unilateral termination shall be in writing, signed by the City Manager or his designee, and need not reflect performance-related reasons. If this Appointment is terminated by unilateral action by the City Manager or his designee, you shall be entitled only to: a. reimbursement for as-yet unreimbursed expenses pursuant to this Appointment; b. an amount for accrued and unused vacation leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees hired prior to 10/1/91; c. an amount for accrued and unused sick leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees Page 4 of 6 America's Ga~e~ay ~o the Gulfstream hired prior to 10/1/91. If tkis Appointment terminates upon mutual agreement of the parties, you shall be entitled to: a. reimbursement for as-yet unreimbursed expenses pursuant to this Appointment; b. an mount for accrued and unused vacation leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees hired prior to 10/1 '91; c. an amount for accrued and unused sick leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees hired prior roi0/1/91; If this appointmem terminates due to your physical disability or death, you or your guardian or personal representative shall be entitled only to the following compensation and benefits: a. base salary through the last day thal you performed services to or on behalf of the CITY; b. reimbursement for as-yet unreimbursed expenses pursuant to this Appointment; c. an amount for accrued and unused sick and vacation leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees hired prior to 10/1/91; and d. life and/or disability benefits if applicable. If this appointment terminates due to your resignation, you shall be entitled only to the following compensation and benefits: a. base salary through the date of resignation or such other date as mutually agreed to between you and the City Manager or his designee b. reimbursement for as-yet unreimbursed expenses pursuant to th/s Appointment; c. an amount for accrued and unused sick and vacation leave, not to exceed the maximum number of days permitted by law, according to the schedule/formula for non-union employees hired prior to 10/1/91; d. life and/or disability benefits if applicable. No modification of or amendment to this Appointment shall be valid unless reduced to writing and signed by both parties. No collective-bargaining agreement to which the CITY is a party shall in whole or in pan govern, apply to, or be deemed part of or incorporated into this appoinmaeut. Any civil action arising out of this Appointment or the nonperformance or breach of any covenant contained in it shall be brought only iff Palm Beach County, Florida. Pa~e 5 of 6 America's Gate, ray ~o ~he G.lfs~ream The CITY's wmver of any breach of any term, condition, or covenant of th/s Appointment shall not constitute the waiver of any other breach of the same or any other term, condition, or covenant of this appointment. This Agreement shall be binding on and inure to the benefit of: a. Your heirs and personal representatives; and b. the City regardless of changes in the persons holding office as members of the City. If any provision of this Appointment or the application of any provision to any party or circumstance shall be prohibited by or invalid under applicable law, the provision shall be ineffective to the extent of such prohibition or invalidity without invalidating the remaining provisions of this Appointment or their application to other parties or circumstances. This Appointment and the terms, conditions, and covenants contained in it shall be govemed by and construed in accordance with the laws of the State of Florida. This Appointment Letter contains the entire agreement between the City and you. All prior agreements and understandings, whether written or oral, pertaining to the City's appointment of you are fully abrogated and of no further force and effect from and after the date of this Appointment letter. Regardless of which party's counsel prepared the original draft and subsequent revisions of this Appointment, and the City and their respective counsel have had equal opportunity to contribute to and have contributed to its contents, and this Appointment shall not be deemed to be the product of and, therefore, construed against either of them. The omission from this letter of a term or prowsion contained in an earlier draft of the letter shall have no evidenfiary significance regarding the intent of the parties. If the foregoing terms and conditions are acceptable to you, please sign the original of this letter in the space provided below and remm it to me. Kurt Bressner/Q Dated: Pa~e 6 of 6 America's Gate,ray ~o the Gulfsg~ream CITY OF BOYNTON BEACH, FLORIDA CLASSIFICATION SPECIFICATION Class Code 11139 Grade: 37 ~3.224 / 63.869 / 79,836 FLSA: E CLASSIFICATION TITLE: POLICE MAJOR PURPOSE OF CLASSIFICATION Tbe purpaze of this classification is to provide ~dmlni.~a'ative a~d managerial ovel'sight for the operations of multiple d~vi~ions and to az,~t the Police Chief vAth the overall management of t~ Police D~wan~n~ in order ~o preserve peace; ~o proi~-t liveS, ~, and nghts of the public; and ~o e~fforce siaiutory hws and ordii~ances. ESSENTLAL FUNCTIONS The following duties are nornud for this position- The omission of speeifi¢ statements of the duties does not exclude them from the classffieation if the work is similar, related, or a logical assignment for this classification- Other duties may be required and assigned. ~ d irons, and evaluates assigned stai~ processing employee concerns and problems, directing wor~ dis i- ,s, aud co, ,,le ,/ vi wins mploy performance appraisal. ~I~..v~c, sg~S and dire~ ~ personally or through subordinate supervisors, potice operalions ~ ~,t.,i.i_~rativc oftbe Uniformed Services, .a,,~..;,~i~.ative Se~'ices, the Dot. tires' Bureau, Prof~sional Standards. ~ execrates action plan ~o corr~ defic~e~cxes; prowdes ~clmical and concxpmai ass~ance aha gumau~ ~y Perfoma various ,dr~istrative ~,i~ and t~cipates in cl~cisions relating to staffing, allocation of personnel~ and · . .... of new r~'uits and ~*,,tmlni~afive personnel; o~ber pe=o~, 1 r-~--_~mz'n~ roues, p~c~-s ,- sol.on process. . . ~'--u~vimes in almcult e~plo~ relations issu~ ensures ~oper scht~dmg and allocatioll of p6tsOlmcl and other · . - · and ll~i,nlni, plan; individual divisiom; develops and unplen~nts depa..-~-nml potic~es, standard open""g 1~ocedures, - formulates mission stat~nents based on goals; ensures Mission Statement is f~lfilled; prepares action plnrt~ for cr/m~ Meets wi~. the Poticg Chief ~,~4 other city officials re~u.~.-:"g major poticies affec'dng the ~,:,,,;,,:.~a~on of 'cbc Oversees and pardcipa~s in ~r~i-~-~ program to ensure that u~-i-_~ objec~ves and needs are met; insuucts and directs subo~a~*,~ on w,~t~er procedures and protocol of the clepz~mcnt; ensures that personnel con~ly,to g~idellnes, © l~vid bi. GriflRh & Assod~tss. Ltd. P~ 1 L~st Revise: Oetober, 1998 City of Bo~nton ~*~ Florida -Poliee Ma]or 11139 Responds tg question, complaints, and requests for/nfonmfion f~om citizens, cleaed officials, office, employe~s. and varlot~s other Conducts /niemal /nvesli~afiom as required or requested by the Police Cbie~ investigates complaints alak~ Assists with n.nqa, l'bmtg~ prepazation; admini,,~ alld IlloRitol~ expendilllres for fiscal compliant; r~vi~ws, siglls and/or ~l~ov~s payroll, equiimgng ma~rials, aad supply pughases, outside service expe~es, and invoice paym~ms. p~ ............ ova, .,~xt ~'"- to fund ~.1 plinths l~nn~OW~ alld oth~ Ser~es as depa~memal Fmison to outside o ~?-i~ions, agencies, and other City delmmmms regarding departme~al operations and programs; cooperat~ with federal, state, ami local law enforcement ag,~ncies a~d their officer~ or ~lr~sentaiives when activities axe related to investigations wi~/n city jurisdiction; works closely w/th other departments and co,~,~,~iiy o ~r~ir~lions to assist in kuplementalitm of community policing Reviews documents processed by subor,tlnstes lo ensm~ accuracy;, reviews ~¥ assigned cases with-offica's; Enforces all city and sta~ codes, ordinances, laws and regulations in °td~ t° pr°tect life and ~ ~ t° ~t crime and promote secu~ty; eu.su~s safer/of officers. l~ni~i-~ a co.~,.heusive, current knowledge and ~ of applicable laws~lations; reads pmfessio~l litel~Rl~; rrmlm'~ing prof~,sional a~al~tiong; att~ll~ ~ m~litlg~ $~llill~, woi~hops, ComplC,~s, Ir~ags, ~ ami/or a~o-~ a variety of forms, logs, r~quem, r~co~is, r~ns, con~pondeace, a~d WK/Ot~ oth~ ~ ik~o~i~d with daily l~pOllSl-Dillii~ of ~ po~itioll; ~ ~ lll~il~in~ ~ alld .rlmlnlg~ative l~ords. DDmONAL FUNCTIONS Conducis/~t~don~ of deparlm~al veb/cles, equ/pm~ a~i buildings; ove~es .~-~nce of hw enfo~cem~ vehicle; r~i,~in, weapons a~d equipment in functional and l~eSeniable comtition. Serves as acting Police Chief as ~migned; perfom~ &?~s of otlgr officers as necessary. MINIMUM QUALIFICATIONS Bachelor's ~ in ~ justice, public ~d~inistrafion, business ~ami~isU'aIion, or closely ~elated fielch supplemented by ten (10) yea~ previous experience and/or lr~ining thai include~ law enforcemem, ~amlnish'ation, © Dm4d M. Griffith & A.~od~t~, Lt~ Ps~ 2 Last Re,dsed: Octol~r, 1998 Ci? of Bo,~nton B~,~6. Florida · Pofice B~a,ior 11139 and investigative work4 or any equivalent combination of education- uam/ng, and experience which provides the reqll~site knowledge, alt/lin, and abilities for this job. Must possess and mainta/u cel*dfication as a Police Officer from the Flor/da Deparunent of Law Enforcement. Must possess and maflrla/n a valid Florida driver's license. © David IVL Grh'~& & Assodate~ Ltd. Pa~e 3 Last Revised: October, 1~98 City of Bulutuu Be_*eh- Fl, oi4da · PoHes Ma]or 11139 PERFORMANCE APTITUDES Data Utilization: Requires the ability to evaluate, audit, deduce, and/or assess data using established criteria. Includes exercising dizen in detel~nlng ~toal or probable consequences and in referencing such evaluation to identify ~nd select alternatives. Human Interaction: R~ires the ability tO function in a .n.n~. g?'al ,capacity for a division or orgsni~ational unit. Includes th/ability to make decisions on procedural and teclmical levels. Eouiument, M*ehtnerv~ Toois~ and Materials Utilization: R~_s the abi~.'.ty to operate and control the actions of equipment, machinerY, tools and/or materials requiring¢omplex and rapid adjusnnenta. ~: Requi~es the ability to mili~e a wide variety of reference, descriptive, and/or advisory data and information. Mathemsrical A titude: Requires the ability zo perform addition, subtraction, multiplication, and division; the ability to calculate decimals and percentages; the ability to niili~e principles of fractio~s; and the ability to interprez graphs. Functional Reasonin: Requires the ability to apply principles of rational systems; to interpret instructions furnished in written, oral, diagr, mm~ati~, or schedule form; and to exercise independent judgment to adopt or modify methods and sumda~dz to meet variations in assigned objectives. ~]~l~!:l~: Requires the ability to exere~se judgment, decisiveness and creativity in situations involving the evaluation of information against sensory, judgmeniaI, or subjective criteria, as opposed to that which is clearly measurable or verifiable. ADA COMPLIANCE ~: Tasks require the ability to exert moderate, though not constant physical effort, typically involving some combination of climbhi$ and bslzncing, stooping, kneeling, crouching, and crawling, and which may involve some liffing, carrying, tm'~hln$ and/or p,,llin~ of objec~ and ma~orials of moderate weight (12-20 pounds). ~_~~: Some tasks ~ ~ ability to perceive and dis(~Timlnste colors or slmdes of colors, SOunds, odor, depth, ~mre, ~d visual cues or signals. Some tasks require the ability to communicate orally. Environmental Fsctors: perrmmance of essential functiom may require exposm'e ~o advel'se cnvi~onmeutal conditions, such as m~?-raun'e and noise exlrcmes, explosives, violence, disease, or pathogenic substances. Thc City of Boymon Beach, Florida, is an Equal Oppommity ~rr?loysr. In compliancc with the Americans with Disabilities Act, the City will pmvida reasonable accouuu,xiations to qualified individ--ls with disabilities and encourages both prospective and current employees to discuss potential acco,,,,~odations with the employer. Dm, id M. Griffitb & Asso~mtes, Ltd. l~ge 4 ~ Revised: October, 1998 BOYNTON BEACH POLICE DEPARTMENT PERFORMANCE EVALUATION REPORT - COMMAND OFFICER INSTRUCTIONS: Evaluation SOP. Do not complete this report until you have read and understood the Performance SECTION A: PERSONNEL IIVFORMATION Employee Name: Division: Date of Hire: Period Covered: to: Job Classification: Report Due: SECTION B: TYPE OF RE:PORT () ANNUAL () INTERIM () PROBATIONARY (Status) () PROBATIONARY(Final) SECTION C: EVALUATION FACTORS INSTRUCTIONS: Circle the appropriate number on the right side for each of the categories. Explanation/comments are required for all categories. Additional pages may be attached if needed. CATEGORIES PERFORMANCE LEVEI.~ 1, PERSONAL APPEAR. & MAINTENANCE OF ASSIGNED EQUIP: 2 4 Explanation/Comments 6 8 10 2. DEVELOPMENT & USE OF PROB.SOLVING SIRATEGIES Explanation/Comments 3 6 9 12 15 3. UTILIZATION OF AVAILABLE ANALYTICAL DATA 2 4 6 8 10 Explanation/Commenm 4. MANAGEMEN'I;/~I"I~'ECT[~'ENESS $ 6 9 12 15 Explanation/Comments 5. UTILIZATION OF ASSIGNED RESOURCES 3 6 9 12 15 Explanation/Comments 6. FISCAL MANAGEMENT 2 4 6 8 10 Explanation/Comments 7. COMMAND PRESENCE 2 4 6 8 10 Explanation/Comments 8. AWARENESS OF COMMUNITY NEEDS & PROBLEMS Explanation/Commen~s 2 4 6 8 10 9. DEVELOPMENT/PRODUCTIV. OF SUBORDINATE PERSONNEL 3 6 9 12 I$ Explanation/Comments 10. WRI I'rEN & VERBAL COMMUNICATION SKILLS 3 6 9 t2 15 Explanation/Comments SECTION D: OVERALL PERFORMANCE INSTRUCTIONS: Add total number of points awarded in Section C above and divide by sixteen. Compare the results to the scale below to determine the overall performance rating. OUTSTANDING ....... 4,41 TO 5.00 EXCELS ..................... 3.71 TO 4.40 MEETS REQUIRE....2.91 TO 3,70 IMPROVEMENT NEEDED...., 1.91 TO 2.90 UNSATISFACTORY ................ 1.00 TO 1.90 NUMBER OF POINTS AWARDED: OVERALL EVALUATION: SECTION E: EMPLOYEE DEVELOPMENT Identify two (2) or more areas in which the employee can grow professionally. Note specifically how the employee can make progress toward goal attainment. (ATTACH OTHER SHEETS IF NECESSARY) Identify any areas in which training has been provided to the employee and progress (or lack thereof) noted as a result of said training, Also note any specific tra!~.ing that is recommended for the employee. SECTION F: SIGNATURES/COMMENTS NAME/RANK OF RATER: REVIEWING OFFICER: COMMENTS OF REVIEWING OFFICER: SIGNATURE: DATE: SIGNATURE: DATE: Upon signing this Report, I acknowledge having discussed it with the Rater and having received a copy. 1 do not necessarily agree with the conclusions. SIGNATURE OF EMPLOYEE: DATE: EMPLOYEE COMMENTS: SIGNATURE OF DIVISION HEAD: SIGNATURE OF CHIEF OF POLICE: DATE: DATE: BOYNTON BEACH~POLICE DEPARTMENT PERFORMANCE EVALUATION ANCHORS - COMMAND OFFICER 1. PERSONAL APPEARANCE AND MAINTENANCE OF ASSIGNED EQUIPMENT Above Standard (10): The Command Officer consistently presems a neat and clean personal appearance. The Officer is well groomed, hair neatly trimmed in accordance with departmental policy, the uniform is clean and pressed. All assigned equipment including shoes, leather, firearm, police, vehicle, andother persona[ equipment are maintained in excellent condition. The Command Officer is in peak physical condition and weight is commensurate with height. The Officar regularly engages in physical fitness conditioning. Standard (6): The Command Officer maintains all assigned equipment in satisfactory condition, has an acceptable appearance. Hair style is not excessive, the Command Officer is not more than five pounds overweight and maintains a reasonable level of physical fitness. The Officer periodically engages in physical fitness conditioning. The~Officar has had two or less incidents of deficiencies noted during inspections over the rating period. Below~ Standard (2): The Command Officer consistently fails to maintain his equipment in satisfactory condition, has had deficiencies pointed out in mo/e than two inspections over the rating period. Grooming is unkept and is negligent in personal hygiene. The Officer is more than thirty pounds overweight. DESIRABLE WEIGHT RANGES MALES FEMALES Height Small Medium Large Height Small Medium Large Frame Frame Frame Frame Frame Frame 5'7" 128'151 134-163 143-178 5'3" 105-124 110-135 118-149 5'8" 132-155 138-167 14%183 5'4" 108'128 113-139 121-152 5'11" 144-169 150=183 160-198 5'7" 118-140 124-153 133-165 6' 148-174 154-188 164-204 5'8" 122-144 128-157 137-169 6'1" 152-179 158-194 169-209 5'9" 126-149 132-162 141-174 6'2" 156-184 163-199 174-215 5'10" 130-154 136-166 145-179 6'3" 160-188 168-205 178-220 5'11" 134-158 140-171 149-185 6'4" 169-198 178-216 188-231 6' 138-163 144-'175 153-190 6'$" 174-204 182-222 192-238 DEVELOPMENT AND USEOF PROBLEM. SOLVING STRATEGIES Above Standard (15): The Command Officer consistently develops appropriate problem-solving strategies to combat periodic crime trends occurring in the city. Should the initial strategy be unsuccessful, the Officer implements a secondary strategy. Similarly, the Command Officer consistently develops appropriate problem solving strategies to resolve intradepartmental issues that are brought to their attention. The strategies developed for both areas are logical in nature and reflect a keen analysis of the respective problem resulting in resolution oftha problem. Solutions proffered are long term in nature rather than resolving a problem for the short term. Standard (9): The Command Officer normally develops appropriate problem-solving strategies to combat periodic crime trends occurring in the ciW. Should the initial strategy be unsuccessful, periodically a secondary strategy is implemented. The Command Officer normally develops appropriate problem solving strategies to resolve intradepartmental issues that are brought to their attention. The strategies developed are adequate for the problem at hand and reflect an adequate plan of action. Analysis of the data provided is satisfacte~. The recommended solution to the problem is usually long term in nature. Below Standard (3): The Command Officer consistently fails to provide appropriate problem-solving strategies to combat periodic crime trends. Any strategy that is proffered is poorly analyzed and ineffective. Similarly, the Command Officers 'fail to provide appropriate problem-solving strategies for intradepartmental issues brought to their attention. Should a solution to a problem be proffered it is usually short term in nature and fails to resolve the problem. UTILIZATION OF AVAILABLE ANALYTICAL DATA Above Standard (10): The Command Officer is completely f~niliar with the department's information management system (records management hndCAD system) and consistently utilizes it to derive analysis data to assist in the resolution of crime problems occurring within the city. The Command Officer consistently utilizes the information management system m attempt to predict crime trends or to reveal new crime problems. The information management system is consistently usedto research data for applicable reports and documents. Standard (6): The Command Officer has a good understanding of the department's information management system (records management and CAD system) and usually utilizes it to derive analysis data to assist in the resolution of crime problems occurrmg within the city. The Command Officer usually utilizes the information management sysmm in an effort to predict crime trends or to reveal new crime problems. Normally, the information management system is used to research data for applicable reports or documents. Below Standard (2): The Command Officer has a marginal understanding of the department's information management system (records management and CAD system) and occasionally utilizes it to derive analysis data to assist in the resolution of crime problems occurring within the city. The Command Officer rarely utilizes the information management system to attempt to predict crime trends or to reveal new crime problems. The information management system is rarely used to research data fOr applicable reports or documents. MANAGEMENT EFFECTIVENESS Above Standard (15): The Command Officer anticipates problem situations and consistently prevents same. Addresses incidents involving inappropriate action of subordinates always with perfect timing to obtain maximum learning impact and prevent further problems. Disciplinary actions of subordinates are handled effectively and on the respective Command Officer's level. Grievances are almost always resolved at the Command Officer's level. Actively solicits criticism/feedback in order to improve performance. Never argues or blames others for errors or mistakes. Command Officer encourages team work and participatory management when applicable. Uses supertor supervisory monitoring and application of CALEA standards. Standard (9): Addresses situations when appropriate, usually anticipates problem situations and usually prevents same. Handles incidents involving appropriate actions of subordinates in a timely fashion. Disciplinary actions of subordinates are usually handled effectively and usually on the respective Command Officer's level. Grievances are usually resolved at the Command Officer's level. The Command Officer is fair and objective when dealing with subordinates. Uses effective supervisory techniques. Is aware of CALEA standards and directs attention to achieving same. Below Standard 0): Fail/refuses to address a situation when appropriate. Uses inappropriate management techniques. Fails to address inappropriate actions of subordinate and/or addresses same at an appropriate time. Grievances are usually not resolved in the,Command Officers level. Denies errors were made. Rationalizes mistakes or blames others. Considers corrective cri~oism as a pers~ng,~l att3e~ DisplaYs prejudice t9 indMdual(s), is unfair regarding same. M~ikes ho effort to apply professional st3r~dards through CALEA guidelines, UTILIZATION OF ASSIGNED RESOURCES Above Standard The Command Officer adeptly utilizes all resources made available and under his/her command. The Command Officer works with the resources provided and does not complain of shortages of any type, Is imaginative and alters plans to cover shortages to continue to provide current level of service. Standard (9): The Command Officer satisfactorily utilizes all resources made available and under his/her command. The Officer works with the resources provided and generally accepts the shortages and usually does not complain of same. Normally alters plans to cover shortages in an effort to provide current level of service. Below Standard (3): The Command Officer ineffectively utilizes resources made available and under his/her command. The Officer does not work with the resources provided and blames that lack of resources for the inability to deliver appropriate service. Does not alter plans to cover shortages and fails to provide current level of service. FISCAL MANAGEMENT Above Standard (10): The Command Officer consistently works within the budget provided. Is ever vigilant concerning expenditures of funds and staying within the given budget. Scrutinizes overtime expenditures and develops plans to minimize such expenses. Reviews training requests while always concerned about maintaining proper unit staffing without creating manpower shortages. The Command Officer demonstrates excellent fiscal management by rarely exceeding budgetary limits. Standard (6): The Command Officer usually works within the budget provided. Demonstrates awareness of expenditures of funds and Stays within the given budget. Usually scrutinizes overtime expenditures and attempts to prevent such expenses. Generally, develops plans to reduce such. overtime expenditures f-c~r cotirt and training. Usually maintains proper manpower levels when approving training. Has a good grasp of fiscal matters and does not usually exceed budgetary limits. Below Standard (2): The Command Officer rarely stays within assigned budget. Demonstrates little budgetary frugality. Approves overtime expenditures with little 'concern for budgetary limits. Approves trainingwhich generates manpower shortages and related overtime. Has little concept bt"fis~il ~ianager~ent. COMMAND PRESENCE Above Standard (1). The Command Officer al~a~ays presents a positive image about his/her position and the police department as a whole. Consistently maintains a positive attitude towards work and the dapar~meh~~ The Command Officer is consistently timely for work and work related appointments, The Command Officer has had no incidents of sickness during the rating period. Consistently develops new concepts and programs for the good of the organization or the community, participates in community functions, generates ideas and suggestions on behalf of the community. Encourages subordinates participation in community events. functions, and 9rgnnizations. Promotes the police department via the media. Always recognizes subordinate contributions to the police department and the community. Standard (6): The Command Officer generally presents a positive image about his/her position and the police department as awhole. Normally maintains a positive manner towards work and the department. The Command Officer is timely for work and work appointments. The Command Officer has had not more than two incidents of sickness during the rating period. Usually develops new concepts and programs for the good of the organization or the community, generally participates in community functions, generates ideas and suggestions on behalf of the community. Usually solicits and encourages subordinate participation in community counts, functions, and organiZations. Generally promotes the police department via th~ media. Usually recognizes subordinate contributions to the police department and the community. Below Standard (2): The Command Officer rarely presents a positive image about his/her position and the police department as a whole.. Generally maintains a negative attitude. The Command Officer is not timely for work or work related appointments in excess of three incidents. Has had more than two incidents of sickness during the rating period. Concept and program development for the good of the organization and the community is rarely o~served, does not participate in community function~, does not generate ideas and suggestions on behalf .of the community. Rarely encourages or s0[iCits ~ubordinates to participate i~ community ebents, functions, and organi~ati0ns. Hardly uses the rnedia to promo~ the police department. Rarely recognizes subordinate contributions~to the police department and the community. 8. AWARENESS OF COMMUNITY NEEDS AND PROBLEMS Above Sfandard (10): The Command Officer is keenly aware of crime patterns occurring in the city. Able to discern periodic criminal activity that is unusual fro; particular areas of tt~e city. The Command Officer is consistently abreast of specific community problems. Areas of community concern or criminal patterns are no suypri~e io the command O~cer when brought tohis attention by a superio[ officer. Maintain~ ahigh level of knowle~tge of events within the community that impact on.crime, potential crime, or attitudes of the community. Is aware ,of. crime Fend~ or problems within the City Or in particular com: nunities and aCtive!y utilizes that informatiofi fo/' the r~s61ution 6£crimas and/or problerr s Identifies cfitue tre~d~ 0r s~ga. ificaat ev~n~ earfiy'on and directs 0It ~.e~lon toward t~mely resolutton of t~e pmbl©m~ The~Cg.nmmnd Officer is knowledgeable o{'persons who are m ~ted as bemg ~6~mmunity !~erslrasources. Standard, (6): Below e Command Officer maintain~ a :r.~.onahle aw~eness of crime patterns o¢ Omniunity. Can discern periodi~ criminal aCtivitylthat is ~nusual for particule community. Usually is aware of:specific community problems and is not usm to hear of criminal patterns brought to his attention by a ~uperior officer. Ma n¢ins a reasonab e level of knowledge ofevents within the community tt cr~me, potential crime or attifudes offiae community The Command Offi¢ k~owledgeable, . of persons wh0· aretnoted as~ being community, leaders/resour Sgndard(2): arring in the areas of the lly surprised at impact on er is usually .Th~ e Gommand Officer falls to make himself aware of ongoing events within ! ,'community rotating to crim;e or ~ommunity concerns. Rarely mcognizes crime patterns occurring in the c{ty, fails to a~dres~ those concerns brought to his attention. I$ not aware o 'community problems or tenstons, shows httle interest m smd problems, and fails to prov :lc soluttoas. The Command Officer does little beyond the specific duties assigned to him a d takes little interest in the community or trends within the community. DEVELOPMENT AND PRODUCTIX'I.'IY OF SUBORDINATE PERSONNEL Standard (6): The Command Officer usuallyworks withinthe budget provided. Demonsa'ates awareness of expeoditures of funds and Stays within the given budget. Usually scrutinizes overtime expenditures and attemptst6 preVent such expenses. Generaily~ develops plans to reduce such o~,erffme expenditures f0~ cOUrt and t~'aining- Usually maintains proper manpower levels When approving ~raining. Has a good grasp of flscal matters and does not u~uaily exceed budgetary limits. Below Standard (2): The Command Officer rarely stays within assigned budget. Demonstrates little budgetary frugality. Approves overtrme expenditures with little concern for budgetary limits. Approves txaiaing which generates manpower shortages and related overtime. Has little concept bf ftsealmanagement. CO~ PRESENCE Above Standard (10): The Command Officer always presents a positive image about his/her position and the pohce dep ~?nt as a whole. Consistently matntams a postttve attitude towards work and the departme~.' The Command Officer is consistently timely for work and work related appointments. The Command Officer has had no mctdents of stckness during the rating period. ConsiStently develops new concepts and programs for the good of the organization or thecommunity, participates in community functions, generates ideas and suggestions on behalf of the community. Encourages subordinates participation in community events, functions, an~ organizations. Promotes the police department via the media. Atways recognizes sUb0~dinate contributions tO the police department and the community. Standard (6): The Command Officer generally presents ~ pos?ire image about his/her position and the poliCe department as a who!e. Normally maintains a positive manner towards work and the aepartmant. The Command Officer ts timely for work and work appointments. The Command Officer has had not more than two incidents of sickness during the rating period. Usually develops new concepts and programs for the good of the organization or the community, generally participates in eom .munity functions, generates ideas and suggestions on behalf'olde ~ommunity. Usually solicits and encourages subordinate participation ia community e~;entsi functions, and organizations, Generally promotes the police department v~a the media.~ iJ~ually recognizes subordinate contributions to the police department and the community. Below Standard (2): The Command Officer rarely presents a positive image about his/her position and the police department as a whole.- Generally maintains a negative attitude. The Command Officer is 10. Above Standard (15): The Command Officer develops job-related criteria to accurately access the overall productivity of the unit/division and usually achieves the goals and objectives of the department. Criteria establishedis not based solely onthe aChievement of certain statistics, .rather these are determined based upon reducing Or eliminating particular crime trends, creating a better relationship based upon citizen contacts and comments, and the overall ability of subordinates to-generate solutions m community crime problems. Should subordinate productivity be substandard, he readily develops remedies to improve productivity by devising training applicable to improve performance and diminish the deficiency. The Command Officer consistently utilizes empow, ermen~ in order to improve the productivity of his personal as well as assist in the develOpment of subordinate personnel, Maximizes s~bordinate motivation via appropriate management-techniques. Standard (10): overall develops job-related criteria to accurately access the ~ the ectives of the the aChievement of certain , creating and comments, and the Should to improve , u )rder to improve the productivity o~his personnel as well as assist in the development of subordinate personnel. Promotes subordmato raot~vat~on w~ appropriate ._management teehmques. Below Standard (5): The Command Officer shows little initiative to create job-related criteria mechanism by which to assess tm, it productivity. The elimination~ Cfi crime patterns or trends are of no use to him when determining unit productivity, c~mnnity ~ontacts by subordinate persOnnel is not part of the criteria based asseSsmen~ ~f p~oductivity. Statistics are used i~olely to determine unit/division productivity~'SubOrdinate personnel are rarely empowered to find solutions to crnne an community problems. Should subordinate productivity be below standard the Command Officer shows little or not interest in remediation of deficiencies. Little subordinate motivation is evident due to inappropriate management techniques. WRITTEN AND VERBAL COM2MUNICATION SKILLS Above Standard (15): The Command Officer consistently communicates effectively in both verbal and written form to diverse groups, individuals or sitoa~ions. Has excellent interpersonal skills and uses them appropriately. The Command Officer's verbal communications skills do not offend or insult the receiver. The Command Officer is never condescending in speech and maintains poise both in manner and response towards hostile receivers. The Command Officer actively listens to verbal communication directed to him. Written documents are ,almost always error free. Correctgrammar, spelling, and,punctuation is the hallmark of ~th~se documents. Content ofdocumeuts are easily understood andwell organized. Written reports are neve~ remmed for sloppy appearance or corrections. Reports submitted are detailed in nature and are thoroughly researched if necessary. Reports are almost always submitted on a timely~basis. The Command Officer consistently adheres to the philosophy of Completed staffwork when written documents are prepared for superior's signature. Standard (10): 'The Command Officer normally communicates effectively in both verbal and written form to diverse,groups, individuals, situations, Has good inie~ersonal skills and uses them when appropriate. Verbal communications skills rarely ,offend or insult the receiver. Remarks manner and response active listening to ~ are usually error free. detailed in Below Standard The Command Officer fails to communicate or listen effectively. Has poor interpersonal skills. Fails to'establish a rapport with others, unable to relate to diverse segments of the community. R~marks are condescending and fraught with sarcasm. Receivers are usually insulted or off6nded by the delivery of communication The Command Officar responds in ,like, to hostile receivers and loses poise in manner, and response. Written repons are un0~gan~z ,ed and pertinent information is [et~ out. Written documents are fraught with errors in,punCtuati0~ SP°l!ing or grammar and are not. easily understood. Reports are rarely s~bmitted 9n~ ai~imely basis, written documents prepaid for superior's signature are rarely considered completed staff work.