R01-215RESOLUTION NO. R01-
A RESOLUTION OF THE CITY COMMISSION OF THE
CITY OF BOYNTON BEACH,. FLORIDA, CONFIRMING
THE APPOINTMENT OF STEPHEN T. GRAHAM AS
MAJOR 1N THE CITY OF BOYNTON BEACH POLICE
DEPARTMENT AND AUTHORIZING THE CITY
MANAGER TO EXECUTE AN APPOINTMENT LETTER
ON BEHALF OF THE CITY WITH STEPHEN T.
GRAHAM; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, u pon the recommendation of staff, the City desires to employ the
services of Stephen T. Graham 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 em ployment of Stephen T. Graham 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 Stephen T. Graham as Major in 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 Stephen T. Graham,
said letter being attached hereto as corn posite Exhibit "A", and incorporated herein
by reference.
Section2. This Resolution shall become effective immediately upon
passage.
ATTEST:
PASSED AND ADOPTED this ~ dayof July, 2001.
s:ca\res\em ployment\G rahamReso
OFFICE OE ~ CITY
~ E. B~n Beac~ Boul~ard
P.O. Box 310
Bo~n Beth. Flo~da 33425-0310
Ci~ ~s ~: (561) 74~6010
F~: (561) 7~-6011
July 3, 2001
Lt. Stephen T. Graham
Boynton Beach Police Department
100 East Boynton Beach Boulevard
Boynton Beach, FL 33435
Re:
Appointment Letter - Major/Police Department
City of Boynton Beach
Dear Lt. Graham:
I am pleased to offer you an appointment of Major in the Boynton Beach Police Depamnent
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 Police, 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. In this position, you shall be considered exempt
from the provismns 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 Police.
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 other~vise 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 dunng 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 ChiefofPohce or his designee.
d. keep the Chief of Police or his designee fully informed in advance of all travel
and activities that take you out of the office for more than a day at a time. All
travel must receive prior written approval of the Chief of Police or his designee.
The Administration will, review and evaluate 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 initial
pertbrmance 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 goals and
performance objectives that are determined necessary in attainment of the objectives and shali
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 capital 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-FOUR THOUSAND TWO HUNDRED
DOLLARS ($84.200.00), 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 shall receive the same health and dental benefits as those provided to the Lieutenant's in the
Boynton Beach Police Department, as set forth in the Lieutenant collective bargain agreement.
You shall receive the same disability insurance benefit provided to non-union City employees
hired prior to 10/1/91.
You shall be provided with a Fifty Thousand Dollar ($50,000) term life insurance policy, the cost
to be borne by the City of Boynton 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.
You shall receive the same Retirement System benefit provided to Lieutenants in the Boynton
Parle 2 of 6
America's Gate,raj, ~o the Gulfstream
Beach Pohce Department hired prior to 10/1/91.
You shall be entitled to observe the same paid legal holidays as non-union employees hired prior
to 10/1/91. '
You shall receive the followmgpaid 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, grandparents of spouse and any permanent family
member of the household you shall be entitled to paid compassionate leave not ~o 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~hy-case basis, except that such additional leave
shall be debited aghnst 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 ninety-six ($1;496) dollars
per year, paid in three hundred sevemy-four ($374) dollar installments at the end of each quarter.
The City shall provide an incentive 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 completion of the 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 th
event that a course ~s 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 administration, or any other similar police profession discipline that may, in 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 Lieutenant's of the Boynton Beach
Police Department.
In the event you are demoted or the position of Major is eliminated, or you voluntarily surrender
your position as Major, you will revert back To a Lieutenant position, with
salary/benefits/seniority Lt. provisions as they would have existed had you not been promoted to
Major.
The City shall:
Pa~e 3 of 6
Ame~ca's (~a~e~a3, ~o ~he Gulfstream
tc 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 pursuant to this
Appointment, except a judgment based on intentional wrongdoing by you.
c. reserves the rights to select, appoint, retain, or discharge legal counsel necessary
to provide the foregoing defense.
Your appointment and the term of this Appointment shall commence on the date of execution.
This Appointment shall terminate:
a. at anytime by mutual agreement of you and the City;,
b. upon your susta'med 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 within
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 designee'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 entified 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 max/mum
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 to 10/I/91.
Pac:je zi of 6
America's Ga~ewea3; to the Gulfstream
If this Appointment terminates upon mutual agreemem of the parties, you shall be entitled 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 maxunum
number of days permitted by law, according to the schedule/formula for non-un/on 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 to10/1/91;
If this appointment 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 that 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 appointmem 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 this Appointment;
c. an amount for accrued and unused sick and vacation leave, not to exceed the
maximmu 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 part govern,
apply to, or be deemed part of or incorporated into this appointment.
Any civil action aris, ng out of this Appointment or the nonperformance or breach of any
covenant contained in it shall be brought only in Palm Beach County, Florida.
The CITY% waiver of any breach of any term, condition, or covenant of this Appointment shall
Pa~e 5 of 6
America's Galena3; ~o ~he Gulfs~e~m
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 Appoinmaent or the application of any provision m 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
provmions of this Appointment or their application m other parties or circumstances.
This Appointment and the terms, conditions, and covenants contained in it shall be governed 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 draf~ and subsequent revisions of this
Appointment, and the City and their respective coUnsel have had equal oppommity 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 ofthem.
The omission from this letter of a term or provision 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 return it to me.
Very truly yours,
Kurt Bressner
.../~....~....t..~ [/..~~_-~-~ated:
s:ca~agrXemp\Graham Agr051901 - Clean
Page 6 of 6
America's Gate~ay to the Gulfsg-ream
Class Code 11139
Grade: 37
53,224 / 63,869 / 79,836
FLSA: E
CITY OF BOYNTON BEACH, FLORIDA
CLASSIFICATION SPECIFICATION
CLASSIFICATION TITLE:
POLICE MAJOR
PURPOSE OF CLASSIFICATION
The purpose of this classification is to provide adminislrative and managerial oversight for the operations of raultiple
divisions and. to assist the Police ~Chie£ with the Overall management of the Police Department in order to preserve
peace; to protect lives, prOpetty~ ~nd'i-ights of the publi~; and to enforce statutory laws and ordinances.
ESSENTIAL FUNCTIONS
The following d~!fies are normal for this position. The omission of specific statements of the duties does not
exclude them'from the Claasification if the work is similar, related, or a logical assignment for this classification.
Other duties may' be required and assigned.
Supervises, directs, and evaluates assigned sta~ processing employee concerns and problems, directing work.
counseling, dis¢iplihi.g, and cOmpleting/reviewing employee performance appraisals.
Manages and diseets, either personally or through subordinate superwsors, police operations and administrative
activities of the'Uniformed S~rviees, Adl3ninin~xatiYe Services, tho Detectives' Bureau, Professional Standards, Internal
Affairs, Vice,: a i ad ~g functions; ensures that staff understands the impact and effect of responsibilities; respects,
revie~ and:eValuates work Of gtaf~ measures unit progress towards meeting and attaining specific directives and/or
general object/yes of the unit; determines proficiency level and identifies areas requiring improvement;, formulates and
executes action plan to correct deficiencies; provides technical and conceptual assistance and guidance as necessary.
Performs vafiogs administrative tasks and participates in decisions rehfing to staffing, allocation of personnel, and
other personiie[ manage~ nt issues; participates in selection process of new recruits and administrative personnel;
intervenes i~ diffmalt employee, relations issues; ensures proper scheduling and allocation of personnel and other
resources; provides input into Iransfers, promotions, demotions, and salary changes.
Assists with prepmation of long range management plans; establishes goals and objectives for department and
individual divisions; dgv¢lOt~ and implements departmental policies, standard operating procedures, and Ixaining plan;
formutates rmssiun $~tementi~ b~sed on goals; ensures Mission Statement is fulffiled; prepares action plans for crime
reduction;
Plans, initiates, and implements special pror~,m~ and projects for the deparmaent; coordinates deparlment-wide
response and multi-zone a~istsnce to unusual or critical problems/situations; assists with special assignments and with
case management as neeessa~.
Meets with the Police Chief and other city officials regarding major policies affecting the administration of the
division/deparmaent; communicates progress/problems and critical re'Imm/complaints to the Police Chief.
Oversees and participates in ~'aining program to ensure that training objectives and needs are met; instructs and directs
subordinates on proper procedures and protocol of the cleparunent~ ensures that personnel comply to guidelines,
uniform requirements, and other departmental regnlations.
David M. Griffith & A~ociatea, Ltd.
La~ Revised: Oetober, 1998
Cit~ of Bo~nton Beach, Florida · Police Ma,ior
11139
Responds to questions, complaints, and requests for information from citizens, elected officials, officers, employees,
end various other individuals.
Conducts internal inve~igation~ as reqUired,or requested by, the police Chiefi investigates complaints aga~t
department personnel; makes disciplinary action decision~.
Assists with annual budget preparation; ~ter~ ~ monitors expenditures for fiscal compliance; reviews, signs
end/or approves payroll, equipment, rear. als, axed suppl~purchases, outside service expenses, end invoice payments.
res0u~ces;~ a~,n,~ers ~rant ~in~e~i pr0gran~; ~e~he~ giants ~md.,0~er-~so~.ce~ of~.fu~din~ j~o~.,new ~ Or'exis~ng
programs. ' ~ ..................
operations ena programs; cooperates with federal, s~; ~I~ iayq enfo~ifien,t ~g~ici~ ahd their officers or
repr sentat~ves, hen aenvmes are related to mvestigati0m' ~-~i~ city j~enon; worl~ el6sely with other
departments end commumty orgamzattous to ass~ m imptememanen of community polieing;progxam
Establishes
end
positive
org~-~anom, and churehes; assists vath communiVd, aetiyi~ti~s, ~, a~ ~: ~Ple. V~i.'~;'~ attends official
thnetiOusr council, end community meeti~gSl ~ ;~nla~us ,~d Vubne civic groups,
sehOOls, andc~urehes; serVeso~Specialpa~ls, board~;aixi/or.'~o~a~i~s~i~i/ '.' :"~.. :~::
Reviews documents processed by subordinate,s m eusure acc~uracy; reviews p~e~o~l~ ~signed cases with officers;
discuses errors end recommends method for corrective a~-~on; prov~ties techniC~'~ss~s~nc¢ as needed.
Enforces all city end state codes, ordinanCeS, laws end.regulatious in order to protect life and pr~operty end to prevent
crime end promote security; ensUres safety ofofllc~ts : ::'
Mainm~in~ a comprehensive, curren! knowledge end awareness of apPlicable laws/regulationsk '.reads professional
literat~, e; .maintains professional affiliations; ~ds supervisory meetingS, se~; workshOEs?.mid'treining sessions
as appropriate. ' -
Completes, prepares, reviews, and/or apProves a variety of forms, logs requests, r~ords reports, correspondence and
various other documents assocmted vath daily respons~ilities of this posmon; prepares end rnaintams files end
administrative records.
ADDITIONAL FUNCTIONS ~
Answers the telephone; provides information, advice and guidance; takes end reiays messages end/6r direct :ails to
approp~ate personnel; reton~ calls as necessary.
Conducts inspections of deparanental vehicles, equipment and buildings; oversees mamtananc~ of law gnforeement
vehicle; maiomin~ weapons and equipment in functional end presentable condition.
Serves as acting Police Chief as assigned; performs duties of other officers as nece~ary.
Performs other related duties as required.
MINIMUM QUALIFICATIONS
Bachelor's degree m criminal justice, public adrn~nistration, business admimstration, or closely related field;
supplemented by ten (1 O) years previous experience end/or (raining that includes law enforcement, administration,
~ David M. Grifflth &Associates, Ltd. Page2 Last Revised: October, 1998
Cit~ of Bo,vnton Beach. Florida · Police Ma~ior ~ r~r ~"
11139
and investigative work; or any equivalent combination of education, n'ainmg, and experience wh/ch provides the
requisite knowledge, skills, and abilities for this job. Must possess and maintain certification as a Police Officer
from the Florida Depar~ent o£Law Enforcement. Mus~ possess and maintain a valid Florida driver's license.
David M. Griffith & Associates, Ltd.
Page 3
Last Revised: October, 1998
City of Bo~nton Beach, Florida * Police Major 11139
PERFORMANCE APTITUDES
Data Utilization: Requires the ability to eyaluate, audit, deduce, and/or assess data using established criteria.
IndludeS exercising discretion in detetmi~ing actual or probable consequences and in referencing such evaluation to
identify and select alternatives.
Human Interaction: Requires the ability to function in a rrmmgerial capacity for a division or organizational uult.
includes thc ability to make decisions on procedural and technical levels.
the ability to operate and control the actions
t adjnstmen~
Verbal Aptitude: Requires the ability re utilize a wide variety of reference, descriptive, and/or advisory data end
informatio~
Mathematical Aptitude: Requires the ability to perform addition, subtraction, multiplication, and division; the
ability ro calculate decimals and percentages; the ability to vtili~e principles of fractions; and the ability to interpret
graphs,
Functional Reasoning: Requires the ability to apply principles of rational systems; to interpret instxuctions
furnished in written, oral, diagrs.,,.,~atic, or schedule form; and ~o exercise independent judgment to adopt or modify
methods and standards to meet variations in assigned objectives.
Situational Reasoning: Requires ths ability m exercise judgment, decisiveness and creativity in situations involving --
the evaluation of information against sensory, judgmental, or subjective criteria, as opposed to that which is clearly
meastcrable or verifiable.
ADA COMPLIANCE
Physical Ability: Tasks require the ability to exert moderate, though not constaur physical effort, typically
involving some combination of climbing and balancing, stooping, kneeling, crouching, and crawling, and which
may involve some liffing, carrying, pushing end/or pulling of objects and materials of moderate weight (12-20
pounds).
Sensory Requirements: Some tasks require the ability to perceive and discx~niuate colors or shades of colon,
sounds, odor, depth, texture, and visual cues or signals. Some tasks require the ability to communicate orally.
Environmental Factors: Performance of essential functions may require exposure to adverse environmental
conditions, such as temperatur~ and noise extremes, explosives, violence, disease, or pathogemc substancas.
The City of Boynwn Beach, Florida, is an Equal Opportmfity Employer. In compliance with the Americans with
Disabilities Act, the City will provide reaso~ble accommodations to qualified indivichml~ with disabilities and
encourages both prospective and current employees to discuss potential accommodations with the employer.
David M. Griffith & A~oda~, L~d.
Page4
Last 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 INFORMATION
Employee Name: Job Classification:
Division: Date of Hire: Report Due:
Period Covered: to:
SECTION B: TYPE OF RE_PORT
( ) ANNUAL ( ) INTERIM ( ) PROBATIONARY (Stares) ( ) 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.
CATEGORIE_~S
PERFORMANCE LEV~.I .,q
I. PERSONAL APPEAR. & MAINTENANCE OF ASSIGNED EQUIP. 2 4
Explanation/Commants
6 8 10
2. DEVELOPMENT & USE OF PROB.SOLVING STRATEGIES 3 6 9 12 15
Explanation/Comments
3. UTILIZATION OF AVAILABLE ANALYTICAL DATA 2 4 6 8 10
Explanation/Comments
4. MANAGEMEN'I; EI~'FECTIVENESS
Explanation/Comment~
$ 6 9 12 15
5. UTILIZATION OF ASSIGNED RESOURCES
Explanation/Commands
3 6 9 12 15
6. FISCAL MANAGEMENT 2 4 6 8 10
Explanation/Commenr~
7. COMMAND PRESENCE 2 4 6 8 10
Explanation/Comments
8. AWARENESS OF COMMUNITY NEEDS & PROBLEMS
Explanation/Comments
2 4 6 8 10
9. DEVELOPMENT/PRODUCTIV, OF SUBORDINATE PERSONNEL 3 6 9 12 15 ~
Explanation/Comment~
10. WRITTEN & VERBAL COMMUNICATION SKILLS
Explanation/Comments
3 6 9 12 15
SECTION D: OVERALL PERFORMANCE
ENSTRUCTIONS: Add total number of points awarded in Section C above and divide by sixteen
Compare the ~asults to the scale below to de~ermine the overall performance rating.
OUTSTANDING ....... 4.41 TO .5.00 hMPROVEMENT NEEDED...~ 1'.91 :TO 2.90
EXCELS ..................... 3.7'1 TO 4.40 UNSAT~SF~CTORY ................ L0ffTO 1.,90
MEETS REQUIRE....2 91 TO 3 70 ~ · '
NUMBER OF POINTS AWARDED:
OVERALLEVALUA~ON:
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 trai~njng that is recommended for the
employee;
SECTION F:
NAME/RANK OF PAYER:
REVIEWING OFFICER:
COMMENTS OF REVIEWING OFFICER:
SIGNATURES/COMMENTS
SIGNATURE:
SIGNATURE:
DATE:
DATE:
Upon signing this Report, I acknowledge having discussed it with the Rater and having received a copy. I
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 MAINTENA~NCE OF ASSIGNED EQUIPMENT
Above Standard (10):
The Command Officer consistently presents 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: Al! assigned equipment including shoes, leather, firearm,
police, vehicle, and other personal equipment are maintained in excellent condition. The
Command Officer is in Pe~ak Physical condition and weight is commensurate with height.
The OffiCer regUlarly engage~ in physical fitness conditioning.
Standard (6):
The Command Officer maintains all assigned equipmem 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 conditionmg. The Officer has had two or less
incidents of deficiencies noted during inspections over the rating period.
Below Standard (2):
The Command Officer consistently faiIs to maintain his equipment in satisfactory
condition, has had deficiencies pointed out in more 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
5'4" 117-138 123-149 131-163 5'0" 96-114 101=124 109-138
5'6" 124-146 130-.157 138-173 5'2" 102-121 10%131 115-144
5'7" 128-151 134-163 143-178
5'8" 132-155 138-167 147-183 $'4" 108-128 , 113-139 121-152
5'10" 140-165 146-177 155-193 5'6" 114-135 120-149 129-161 I
5'11" 144-169 150-183 160498 5'7" 118-140 124-153 133-165
6~ 148-174 154-188 164-204 5'8" 122-144 128-157 137-169
.... ;1;54 13~6.,166 [145
6'2" 156-184 !63-199 174-215 5'10" 130 -
6'3" 160-188 168-205 178-2~0 5'11" 13~158 140-1171 149-185
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
m nature and reflect a keen analysis of the respective problem resulting in resolution of the
problem. Solutions proffered are long term in nature rather than resolving a problem for the
short tenn.
Standard (9):
The Command Officer normally develops appropriate problem-solving strategies to combat
periodic crime trends occurring in the city. Should the initial strategy be unsuccessful,
periodically asecondary strategy is implemented. The Command Officer normally develops
appropriate problem sol~ing strategies to resolve intradepartmantal issues that are brought
to their attention. The strategies developed, are adequate for the problem at hand and reflect
~n adequate plan of action. Analys!s of the data provided is satisfa6tory. The recommended
01ution tO the problem is usually iong term in nature2
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
ineffectivo. Similarly, the Command Officers failto provide appropriate problem-solving
strategies for intradepsrtmental 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.
3. UTnLIZATION OF AVAILABLE ANALYTICAL DATA
Above Standard (10):
The Command Officer is completely familiar with the department's information
management system (records management and CAD 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 to attempt to predict crime
trends or to reveal new crime problems. The information management system is
consistently used t6 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) andusually utilizes it to derive
analysis data to assist in the resolution of crime problems occurring within the city. The
Command Officer usually utilizes the information management system 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 c~ime 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 ~mprove performance. Never argues or blames others
for errors or mistakes. Command Officer encourages ream work and participatory
management when applicable. Uses superior 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 deal lng with
subordinates. Uses effective supervisory techniques. Is aware of CALEA standards and
directs attention to achieving same.
Below Standard (3):
Fail/refuses to address a situation when appropriate. Uses inappropriate management
teeimiques:' Fails to addr6ss inaPp~:opriate a~tions of mb6rdinate and/or addresses same at
an appropriate time. Grievances are usually not resolved in the Command Officer's level.
Denies errors were made. Rationalizes mistakes or blames others. Considers corrective
critic[sm,asa pers0nal aFa~ c~ Di~la~$ ~-~judi~e~t~:indi~tdua[(s~ ~unfaii- regarding same.
Makes rio eff6r~o ~appl~!pkbf~ ss ~ffil? ~ frei d'~?d*~t hr ou ~ CALE~ ~detmes
The Command Officer adeptly utilizes all resources made available and under his/her
command. The Command Officer works with the resources provid~/t and does not complain
of shortages of any type, Is imaginative and alters~plans to cover shortages to continue to
provide current~l~et ,of service. -
Standard (9):
The Command Officer satisfactorily utilizes all msoumes made available and under higher
command. The Officer works With the resourcek 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 demon~ha~es excellent fiscal management by rarely
exceeding budgetary limits.
w
Standard (6):
The Command Officer usually works within the budget provided. Demonstrates awareness
of expendituros of funds and stays within the given budget. Usually scrutinizes overtime
~3pend!tures~and attempts to prevent such expenses. Generally, develops plans to reduce
Uch overtime expenditures for court and traihing Usually maintains proper manpower
leveis when approving training. Has a good grasp of fiscal matters and d~es not u~ually
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 training which generates manpower shortages and related overtime Has little
cc~ncept of fiscal management.
COMMAND PRESENCE
Above Standard (10):
The Command Officer always presents a positive image about his/her position and the
police departs, ent as a whole. Consistently maintains a positive attitude towards work and
the dePa~exlt. 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 organizations. 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 a whole. 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, g~enerally participates in community functions, generates ideas and suggestions
on behalf of the community. Usually solicits and encourages subordinate participation in
community events, functions, and organizations. Generally promotas the police department
via the media. Usually recognizes SUbordinate contributions to the police depamnent 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 observed, does
act participate in communi"ty tunctions;I d0~ es n0t genetate~i~e~s~ a~d suggestions on behalf
of the community~. Rarely;encourage~ 0r~soli~lt~ sUb~rdinate~ ~6:parliciPate in community
· event~, functl0nS, ~nd. organ~zati6~l~ ~dly U,s~s th~.'m~!~ ;to promote the pohce
department. Rarely ree0~}zes sub&,din~t~ c6~irib'ution~:to tl~e~:ip31ice department and the
community.
8. AWARENESS OF COMMUNITY NEEDS AND PROBLEMS
'Above Standard (I0):
The Command Officer is~ kee.nl~ aware of crime patterns occurring in the city. Able to
discern periodic criminal activity that i~ Unusff;q for particular re'cas of the city. The
Command Officer is consistemly abreast of sEecific commu~ity problems. Areas of
community concern or criminal patterns are no[~urP~ise to ~ Q~thn~and Officer when
brought to his attention by a superior officer. Maintains a high level of knowledge of events
within the community that impact on crime, potential crime, Or attitfldes of the community.
Is aware of crime trends or problems ~vithin ~e City or in, pa<rffcular communities and
actigetj utilizes thatdnformafio¢:for ~e ~esol~i{6n o~¢rimes 9nd?0r problems. Identifies
crime trends or significant e,~,ent~ eariy onand ~r~.. ~ at~ent~0:n t°XVard timely resolution of
the problem. :'Fhe Command Offic/er'ls I~lowle~[geable tof Per~ons. who are noted as being
community leaders/~esoumes; ~ - "' '
Standard ().
The Command Officer maintains a reasonable awareness of crime'patterns occurring in the
community. Can discern periodic criminal activity~hat is unusual for particular areas of the
community. Usually is aware of specific community problems and is not usually surprised
to hear of criminal patterns brought to his attention by a superiorofficer.
Maintains a reasonable level of knowledge of e, vents within the community that impact on
crime, I~0tenfial crime or attitudes 0fthe community. The Con'round Officer is usually
knowledgeable of persOns who are noted as being ¢0mmunity le~i'ders/resoumes.
Below Standard (2):
The Command Officer fails/o make himself aware of ongoing events within the community
relating tO crime or community Concerns. Rarely ~recognizes c~ri~e patterns occurring in the
city, fails tO ~dress tho~e concerns brought t6 his attention~ is~not aware of community
problems °r ~ensi0ns, shows little interest in shidlpi'oblems, and fails to provide solutions.
The Command Offiear d°es little beyond the specific duties assigned to him and takes little
interest in the community or trends within the community.
9. DEVELOPMENT AND PRODUCTIVITY OF SUBORDINATE PERSONNEL
10.
Above Standard (15):
The Command Officer develops job-related criteria to accurately access the overall
productivity o? the unit/division and usually achieves the goals and objectives of the
department. Criteria established is not based solely on the 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 to 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 empowermentin'ordertO improve
the productivity of his personal as well as assist in the development of subordinate
Per~s°nn~[ 'Maximizes ~ubo~dinate motivation~via approprihte management techniques.
Standard (10):
The (
o~¢erall
criteria to accurately access the
~evement of certain
subordinate
productivity
the d
productlvityof his per~, onnel as well as assist
and the
Should
remedies to improve
order to improve the
Promotes subord~inate motivation via appropriate management techniques.
Below Standard (5):
The Command Officer shows little initiative to create job-related criteria mechanism by
which'ko ~sess Unit pr0d~ctivi .ry.
The e[ifilination or'crime patterns or trends are of no use to him when determinin unit
p oauct~v~ty, eom ~mumty contacts by subordinate personnel ~s not part ofthe criteria based
assessmen( of pr~dh~tix;ity. Statistics are used ~olely to determine unit/division
Pf°duct[viiy. Subordinate personnelare rarely empoWered to find solutions to crime and
communiVj problems. ShOuld subordinate productivit~ be below standard the Command
Officer sh0ws~ littte or not interest in remediation of deficiencies. Little subordinate
motivation is evident due to inappropriate management techniques.
WRITTEN AND VERBAL COMMUNICATION SKILLS
Above Standard (15):
The Command Officer consistently communicates effectively in both verbal and written
form to diverse groups, individuals or situations. 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 tn 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 al,wa~serror free. Correct grammar, spellit/g~ and punctuation is the hallmark of
~hose d~cUments, cgntent~fdocum~n~ !ar~;~i~y~'underst, ood and Well organized. Written
:reportsare. never lrettlm~i, for slopP¥ ;fipg~aran~e,isr corre~oo~ Keportssubmitted are
· ~taiied: i.n natureand:-are ~thorgug~y ~se~ed(i£ n~essmsy' :. R~ports are 01most alWays
submitted o, a :t ',unelY~ baSi~, ~0~Comrnim4 Offi~V e~,stently a'dheres to :the philosophy
i;£comPleted Staff'work wh mw itteh d0e ent* repared fok. supedoe, s signature.
, Stand~rd,.~.(lO):
written form
when
Remarks
~ree.
Below
listen effectively. Has poor interpersonal
; of the
· Receivers are usually
responds
Written reports are
~re fraught with errors
Reports are rarely
signature are rarely