CITY OF MARYLAND HEIGHTS -...

GENERAL ORDER 204.00 July 10, 2013

CITY OF MARYLAND HEIGHTS OFFICE OF THE CHIEF OF POLICE Cancels: GO 204.00 Index as: March 7, 2008 Appeals, Performance Evaluations Civilian Employee Evaluation Form Evaluations Form 103, Police Supervisor and Command Evaluation Form 126, Police Officer Evaluation Form 137, Employee Counseling Report Form 140, Field Inspection, Assignment Audit Performance Evaluations

PERFORMANCE EVALUATION 204.00 PURPOSE The purpose of this general order is to establish an Employee Performance Evaluation system which will recognize, encourage, and develop in our members those attributes which promote the professional completion of our mission. 204.01 POLICY The employee evaluation system is designed to ensure the Maryland Heights Police Department provides the highest quality law enforcement services to the citizens we serve. This system was not designed simply to sanction poor performers, but to recognize and reward the many members of the Department who excel at the work they do. This evaluation system has been designed to provide a means by which the Department can document and gauge its performance while simultaneously providing employees with a means to develop themselves professionally. For the performance evaluation system to work its best, it needs to provide as accurate a gauge of the employee’s performance as possible. Supervisors should therefore strictly adhere to the following guidelines when evaluating their employees. The evaluation system is designed to be used Department wide, and the rating factors listed are believed to be important qualities of performance in all Department personnel regardless of assignment. Supervisors should recognize, however, that each assignment is different, carrying different responsibilities and tasks. Employees should be rated on each factor as it relates to their assignment during the rating period. Supervisors should try to avoid the several types of bias that can occur with rating systems. One type of bias occurs when an employee performs very poorly or very well on one particular factor and the supervisor rates them similarly on all other factors as well. This common error can be avoided by attempting to consider each individual factor independent

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of the others. It is quite possible for an employee to perform very well on one particular factor while only performing adequately on others. Another type of bias occurs when an employee is rated solely on performance during one particularly recent period of time on one recent incident. This can be avoided by being certain to consider the employee’s behavior over the entire rating period. Supervisors should also be certain not to allow personal likes or dislikes to affect their rating ability. Employees should be rated only on their performance and not on their personality.

204.02 PROCEDURE The Maryland Heights Police Department - Police Officer Evaluation Form (MHPD Form 126) will be used to evaluate all commissioned Patrol Officers and Detectives. When produced in electronic form it shall be printed on blue paper. The Maryland Heights Police Department-Supervisory and Command Evaluation Form (MHPD Form 103) will be used to evaluate all other commissioned members below the rank of Chief of Police. When produced in electronic form it shall be printed on white paper. The Maryland Heights (Civilian) Employee Evaluation Form will be used to evaluate civilian employees, as well as commissioned employees during the probationary period. When produced in electronic form it shall be printed on green paper. (35.1.2) Upon completion of the evaluation, the member's supervisor will conduct a private conference with the rated individual. During this conference the evaluation will be reviewed and discussed with the member and upon completion the rated individual will sign the evaluation acknowledging his review of it. The rater’s supervisor will then review and sign the performance evaluation. The completed original performance evaluation forms will be forwarded to the Administrative Office and filed in accordance with applicable procedure and law. 204.03 EVALUATORS Performance evaluation will be conducted by the employee’s immediate supervisor with additional relevant comments by commanders. The Chief of Police must sign off on all performance evaluations. All supervisors will receive training in performance evaluations as a component of basic supervision training provided through the Missouri State Highway Patrol Law Enforcement Academy, the St. Louis County And Municipal Police Academy, or other P.O.S.T. approved provider. (35.1.1.d) 204.04 EVALUATION TIME REQUIREMENTS An employee evaluation form will be completed as follows: A. After 30 days on the job.

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B. After 90 days on the job. C. After six months on the job and at the end of the probationary period. The normal

probationary period is six months for civilian employees and twelve months for commissioned employees.

D. After nine months on the job for those employees that are still on probation. E. Annually on the anniversary date of hire, except for those employee's that have been

promoted, their evaluation will be on the anniversary date of the employee's last promotion.

E. When requested by the Chief of Police. 204.05 DOCUMENTATION OF PERFORMANCE (35.1.1.b) The Field Inspection / Assignment Audit Form 140 is intended to assist supervisors in continually monitoring, evaluating, and apprizing employees of their performance. In addition, the record will provide the supervisor and employee with material upon which to reflect when preparing the Performance Evaluation Report. General Order 475.00 further describes procedures for the use of MHPD Form 140. The Field Inspection / Assignment Audit form is kept by supervisors until the end of the employees evaluation period. In cases where a supervisor desires a more permanent record of behavior, other methods should be used in addition to the Field Inspection / Assignment Audit form. At any time the supervisor feels that a particular aspect of an employee’s performance is unsatisfactory, the supervisor will document the incident on the Field Inspection / Assignment Audit form. This documentation will be made on the date of the occurrence or as soon after as possible. If the unsatisfactory performance is significant or reoccurring, the employee should be counseled with documentation using Form 137, Employee Counseling Report. The progressive discipline process will be accomplished in accordance with General Order 303.00 . In cases of unsatisfactory performance, the supervisor will counsel the employee in private about the incident, and should explore and indicate ways in which the employee may correct the behavior. After discussion, both the supervisor and the employee will sign the Field Inspection / Assignment Audit form acknowledging the conversation. Whenever possible, counseling for unsatisfactory performance will be made prior to ninety days before the next scheduled evaluation of the employee using MHPD Form 137. This will allow the employee the opportunity to correct the behavior. This provision does not preclude a supervisor from counseling an employee on unsatisfactory behavior when counseling becomes necessary during the ninety days prior to the evaluation. In cases of superior performance, the supervisor may choose to compliment the employee in private or in the presence of the work unit. After discussion of the incident, the supervisor

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should document the compliment and if applicable, submit a memo to the Chief of Police for commendation. The Field Inspection / Assignment Audit form and superior performance documentation will be maintained by the employee’s immediate supervisor. Prior to the employee’s scheduled evaluation the Field Inspection / Assignment Audit form, records of counseling and administrative discipline and superior performance documentation will be reviewed by the supervisor’s commander for clarity and correctness. The employee’s supervisor may then refer to the documents when completing the Performance Evaluation Report. After the employee’s scheduled evaluation, the field audit documents will be destroyed. 204.06 EVALUATOR RESPONSIBILITIES (35.1.1.c) Each rating area is arranged with numeric indicators of unsatisfactory performance to the right, and outstanding performance numeric indicators to the left. The descriptive anchors used to establish numeric values are published in section 204.10 – 204.12. The descriptions in each anchor used to describe levels of performance are not all-inclusive, but are intended to serve as characteristics and examples of the employee's performance. Most employees should generally be rated in the center column (3) in most rating areas. An area that is rated in other than the center column means that the employee is recognized as being better or worse than the average officer in that rating area, and requires explanatory comments in that rating area. The anchors in each specific rating area will be considered. 204.07 EVALUATION COUNSELING SESSION (35.1.7) A. After the supervisor completes the evaluation he should discuss the evaluation with

the employee. Without this exchange of information the evaluation cannot serve as the development tool it was meant to be. The evaluation counseling session should be structured freely and the employee should be urged to discuss anything they wish. At a minimum, however, the following three areas should be discussed.

1. The results of the evaluation should be discussed. The employee should

understand why they received each rating in each category. (35.1.7.a)

2. The level of performance expected from members of the work unit should be discussed. In addition, supervisors should discuss what level of performance will be expected during the next rating period. If any new criteria will be rated during the next period, the employee should be made aware of them at this time. (35.1.7.b)

3. Any training, specialization, and career development issues should be

discussed at this time. This may include such areas as firearms qualification, REJIS training, Continuing Education concerns, or computer specialization.

(35.1.7.c) B. The officer will be given the opportunity to make written comments to supplement

the completed performance evaluation.

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C. The employee should sign and date the evaluation form in the space provided. The supervisor should explain to the employee that their signature does not indicate agreement with the rating, only acknowledgment of the counseling session. Should the employee wish to discuss the review with the Commander, they should advise the supervisor immediately. The employee will be provided with a copy of the completed performance evaluation.

204.08 APPEALS OF PERFORMANCE EVALUATION REPORTS After discussing the evaluation with the rater, should the officer or employee not agree with the rater’s appraisal, the following procedures shall be used to appeal the evaluation. 1. The appropriate Bureau Commander should be notified in writing within twenty-four

(24) hours of the evaluation-counseling meeting. Should the rater be a Bureau Commander the appeal should be made directly to the Chief of Police.

2. The officer or employee, the rater and the Bureau Commander shall meet to discuss

the appraisal in question. 3. Within three (3) days subsequent to this meeting, the bureau commander (reviewer)

shall make his judgment in the matter and in writing notify the officer or employee of such judgment. This notification should include any adjustments made resulting from the appeal, and any comments, clarifications, etc., which may have resulted from the appeal.

4. The Chief of Police shall review all relative materials and make the final

determination within three (3) days of the bureau commander’s judgment. 204.09 RATER EVALUATIONS (35.1.1.a) Command and supervisory personnel should note that the evaluation of their subordinate’s performance is one of their key supervisory responsibilities. Supervisors will evaluate raters regarding their fairness and impartiality of ratings given, their participation in counseling rated employee’s, and their ability to carry out the rater’s role in the performance evaluation system. The supervisors will ensure that the raters apply ratings uniformly. 204.10 EVALUATION ANCHORS FOR SUPERVISORS AND COMMANDERS

MHPD Form 103 1. APPEARANCE AND FITNESS Excellent (5): Always shows concern for neat, clean appearance. Maintains exceptional physical fitness and health. Satisfactory (3): Consistently maintains neat personal appearance and good physical health. Unacceptable (1): Consistently disregards personal appearance and condition of health. Does not respond to corrective counseling.

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2. ABILITY TO PROVIDE AND FOLLOW DIRECTIONS Excellent (5): Receives and relays even the most complex instructions and communicates them clearly and understandably. Follows through properly and completely. Does not require detailed instructions for routine tasks. Consistently stays abreast of any changes which would affect instructions, and adjusts the instructions accordingly. Monitors progress, providing appropriate follow through as needed. Anticipates the need for providing direction and takes all appropriate action. Satisfactory (3): Receives and relays instructions and monitors implementation. Provides accurate answers to questions. Present information necessary to support plans and instructions. Provides appropriate direction to subordinates regarding job duties in such a way that encourages cooperation, understanding of, and the following of, general instruction. Asks pertinent questions when clarification is needed. Offers suggestions and alternatives when appropriate. Obeys lawful orders promptly. Unacceptable (1): Frequently does not follow instructions or needs unnecessary clarification or reiteration. Does not accept instructions in a positive manner, reluctantly complying or distorting the intent. Blindly follows orders. Instructions are incomplete or confusing. Does not clearly relay instructions from others. Consistently misinterprets information relayed from others. Fails to understand the impact that his/her directions may have on others. Fails to follow-up on directions given. Evades responsibility. Fails to constructively support directives.

3. EVALUATION/DOCUMENTATION OF EMPLOYEE PERFORMANCE Excellent (5): Completes all evaluations and field audits by due date. Maintains comprehensive working file in terms of quantity and quality. Notes both exemplary and substandard performance. Seeks performance related information from a variety of sources. Initiates commendations of officers for exemplary performance and recognizes those officers who consistently do a good job. Develops future oriented performance goals and objectives with the employee. Satisfactory (3): Evaluations are completed by due date. Documents performance in a working file. Uses documentation as basis for rating. Develops future oriented performance goals and objectives with the employee at the time of the evaluation. Feedback includes both positive and negative comments. Initiates commendations of officers for exemplary performance. Unacceptable (1): Two or more evaluations are turned in after the due date. Information in the working file does not support evaluation ratings. Behavioral anchors are not used or are used improperly. Insufficient production of field audits.

4. RELATIONSHIP WITH EMPLOYEES AND SUBORDINATES Excellent (5): Balances the needs of the employees with the needs of the organization. Takes appropriate action to commend, discipline, or counsel employees in a manner that gains voluntary compliance. Actively seeks information concerning the needs, interest and concerns of subordinates regarding their work and conditions which affect it and acts upon it. Follows through effectively. Promotes a positive and productive working atmosphere. Always disciplines appropriately. Encourages personal and career development in subordinates. Challenges subordinates to perform better; provides recognition for improved performance. Satisfactory (3): Uses the supervisory style appropriate for the task(s) to be accomplished and the employee(s) performing the task(s). Effectively counsels employees, supervises fairly and impartially. Generally disciplines appropriately. Provided adequate supervision. Is responsible to the needs, interests, and concerns of subordinates regarding their work and conditions which affect it. Unacceptable (1): Avoids supervisory responsibilities. Fails to counsel, discipline or commend when appropriate. Counsels, disciplines or commends inappropriately. Does not demonstrate a concern for the needs, or interest of subordinates. Over or under supervises employees. Fails to balance the needs of the employee with those of the organization.

5. IDENTIFICATION OF TRAINING NEEDS

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Excellent (5): Recommends or develops specific training programs to remediate complex employee performance problems related to a lack of or inadequate training. Informs supervisor of a perceived training deficiency which affects subordinate(s) and others. Recognizes difference between lack of knowledge and lack of motivation. Holds subordinates accountable for skills addressed by previous training. Develops or locates special training materials for subordinates. Satisfactory (3): Identifies when a subordinate’s inability to perform adequately is related to a lack of or inadequate training. Identifies training needs. Resolves training related problems of a routine nature by his/her self, or through others when appropriate. Informs a supervisor of a perceived training deficiency which affects a subordinate(s). Unacceptable (1): Does not recognize when training is a possible solution to poor performance. Fails to inform supervisors of training needs. Fails to take remedial steps. Little remedial effort is put forth and/or the quality of the remedial plan is poor.

6. ACCEPTANCE OF FEEDBACK AND CRITICISM Excellent (5): Actively solicits input from a variety of sources and listen to feedback available. Utilizes this input and feedback to improve operational and personal effectiveness. Objectively evaluates input and feedback. Listens to suggestions and criticism from citizens, supervisors, fellow sergeants and subordinates; includes this input in decision-making process. Satisfactory (3): Accepts criticism constructively. Does not rationalize, or avoid blame. Solicits input from subordinates for the purpose of personal improvement. Unacceptable (1): Resists criticism. Becomes defensive or angry. Demonstrates impatience by work or gesture, and/or abruptly cuts off input. Does not act on valid criticism. Blames others or the system for errors or oversights. Allows emotions to adversely affect performance.

7. COMMUNICATION SKILLS Excellent (5): An exceptional communicator. Always communicates clearly and concisely. Knows when to talk, when to listen. Always exhibits good listening skills; maintains eye contact, avoids interrupting unnecessarily, puts speaker at ease, displays empathy, considers setting and environment, human needs, etc. Skillfully uses voice and body language. Satisfactory (3): Generally communicates clearly. Communications are understood. Is able to elicit open communication from others, and exhibits an attitude of interest, patience and understanding. Generally exhibits good listening skills; maintains eye contact, avoids interrupting unnecessarily, puts speaker at ease, displays empathy, considers setting and environment, human needs, etc. Unacceptable (1): Is publicly critical, challenging and argumentative with others. Is uninterested, impatient, unpleasant, accusatory; not empathetic in interpersonal contact. Does not use listening skills. Interrupts others. Does not communicate when necessary to do so. Communicates inappropriately; a poor communicator. 8. WORK LOAD MANAGEMENT Excellent (5): Always manages time and workload effectively. Projects are always completed by due dates. Delegates appropriately. Has an exceptional understanding of job description and responsibilities and prioritizes work based on them. Satisfactory (3): Generally manages time and workload effectively. Schedules specific times for the accomplishment of administrative tasks. Manages duty time to allow for personal contact/interaction with subordinates. Does not delay projects in order to have them reassigned to others. Uses workload management tools, prioritizes and delegates. Bases priorities on job description and responsibilities. Performance is in accordance with priorities. Priorities reflect a balance of operational, personnel and administrative responsibilities.

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Unacceptable (1): Fails to prioritize or prioritizing is not consistent with job description or responsibilities. Fails to manage time or workload effectively. Projects/assignments are turned in late. Does not achieve balance between operational, personnel and administrative responsibilities. 9. MANAGEMENT OF RESOURCES Excellent (5): Manages personnel and equipment in a cost saving manner. Controls overtime using proper record keeping and management methods. Actively seeks out methods to decrease operational expenses. Anticipates future needs for personnel and equipment and forwards useful plans for it. As available, provides equipment and supplies necessary to the job. Anticipates need for equipment/supplies and initiates action to secure them. Satisfactory (3): Manages personnel and equipment in a manner consistent with budgetary requirements. Authorizes and schedules overtime within established guidelines. Prioritizes use of resources. Evaluates the use of personnel in both routine and unusual settings in order to ensure that needed police service is achieved or maintained, to include special crime and/or service problems. Coordinates personnel and resources with those of other divisions and agencies to ensure effective use. Secures equipment and supplies for subordinates to enable them to carry out their duties. Unacceptable (1): Does not manage resources properly. Places unreasonable demands on personnel. Does not prioritize use of equipment. Allows overtime usage with little or no controls. Use of personnel and equipment is not consistent with service needs. Does not plan for, or provide, equipment and supplies necessary to subordinates to carry out assigned duties. Is wasteful.

10. WRITING SKILLS Excellent (5): Communications are written in a structured and organized manner. Written communications are clear, concise and easily understood. Demonstrates excellent use of vocabulary. Adapts writing style to various requirements including technical, correspondence, strategic, etc. Spelling and grammar are always correct. Satisfactory (3): Written communications are clear, concise, legible, and contain the necessary information. Routinely spells correctly and uses proper grammar. Unacceptable (1): Written communications are frequently unacceptable in that they lack clarity, legibility and conciseness. Written communications do not contain enough information or information is inaccurate. Writing lacks organization or is poorly organized. Spelling and grammar skills are generally unacceptable.

11. PROBLEM SOLVING AND DECISION MAKING Excellent (5): Reasons through even the most complex situations and reaches appropriate conclusion. Makes complex decisions with little or no assistance. Perceptions are accurate. Anticipates problems and prepares solutions in advance. Relates past solutions to present situations. Satisfactory (3): Able to reason through a problem and come to an acceptable conclusion in routine situations. Makes reasonable decisions based on information available. Perceives situations accurately. Makes routine decisions without assistance. Unacceptable (1): Acts without thought or good reason. Is indecisive, naive. Is unable or unwilling to reason through a problem and come to a proper conclusion. Does not recall previous solutions and/or use them to resolve comparable problems.

12. PERFORMANCE UNDER PRESSURE Excellent (5): Gains and maintains control in all situations, under all conditions. Controls feelings and emotions in even the most trying situations. Always maintains composure and makes sound, logical and rational decisions. Contributes to subordinates’ ability to perform under pressure.

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Satisfactory (3): Gains and maintains control in most situations. Gives lawful orders in emergency situations. Acts within own limitations and those of other resources available. Controls feelings and emotions in most situations, including those when subjected to provocation. Ordinarily maintains composure in making sound, logical and rational decisions. Unacceptable (1): Fails to gain and maintain control in many situations. Often fails to control feelings and emotions. Does not maintain composure. Fails to make sound, logical and rational decisions. Adversely affects subordinates’ ability to perform under pressure.

13. PUBLIC RELATIONS Excellent (5): Always courteous and effective when dealing with the public. Goes far beyond the call of duty to serve the public. Enhances the City’s image. Satisfactory (3): Generally courteous and effective when dealing with the public. Unacceptable (1): Is discourteous when working with the public. Presents unfavorable image of City.

14. TEAMWORK Excellent (5): Is a leader in the development and maintenance of teamwork in and outside the platoon, division or work unit. Encourages the participation of others. Sets examples of team play for others. Clearly contributes to team effectiveness and achievements. Satisfactory (3): Normally cooperative and effective in team situations. Appropriately coordinates and integrates work effort or plans with others. Shares the workload. Adheres to chain of command as appropriate. Unacceptable (1): Does not participate in team when appropriate. Is resistant and reluctant to cooperate even when necessary and/or ordered. Disruptive to team effort. Violates chain of command. Withholds information inappropriately. Fails to contribute to, or inhibits, team effectiveness and achievement. Is not a team player; is disruptive and fails to follow chain of command when appropriate. Does not delegate when delegating is necessary/advisable. Withholds information. Fails to give credit from the work of others.

15. KNOWLEDGE AND APPLICATION OF DEPARTMENT’S POLICE MANUAL, MEMORANDA, AND OTHER DIRECTIVES

Excellent (5): Demonstrates a superior working knowledge and understanding of the General Orders Manual, memoranda and other directives through routine application. Stays abreast of pending developments and changes in policies, procedures, and directives relevant to responsibilities. Seeks and accepts opportunity to review those changes; consistently contributes meaningful input. Reviews changes or new issuances with employees, explaining and presenting these in a timely and positive manner. Satisfactory (3): Demonstrates a good working knowledge and understanding of the General Orders Manual, memoranda and other directives through routine application. Correctly explains them to others. Conveys differences between policy, procedure, rules and regulation. Provides input upon request. Unacceptable (1): Fails to demonstrate good working knowledge of the General Orders Manual, memoranda or other directives. Frequently fails to apply them or applies them incorrectly. Does not, or cannot, answer questions related to operations manual, memoranda or other directives. Does not inform subordinates of changes or developments.

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16. KNOWLEDGE OF DEPARTMENT/CITY/CRIMINAL JUSTICE SYSTEMS FUNCTIONS AND RESOURCES

Excellent (5): Is familiar with all of the available resources and functions and is very effective in their use. Quickly and accurately responds to system related requests from others. Is superior in the use of ITI, records and other available resources. Is current with changes in the system and with law updates. Conveys these to subordinates and applies them to supervisory role. Satisfactory (3): Is familiar with commonly used and available resources and functions and uses them effectively. Accurately responds to system related requests from subordinates, supervisors and the public. Demonstrated efficiency with ITI and records systems. Is current with most changes in the system and with law updates; applies it. Unacceptable (1): Does not utilize available Department/City/Justice System functions and resources. Does not or cannot respond to request from Department members or others. Responds inappropriately or inaccurately. Lacks proficiency in use of the ITI and records systems. Does not respond to changes in the system or law, or fails to use the information as a supervisor.

17. ATTITUDE TOWARD POLICE WORK/SUPERVISORY RESPONSIBILITIES Excellent (5): Consistently maintains a positive attitude about the job and those persons with whom they work. Fulfills obligations. Performance exceeds that which is expected. Improves personal and professional skills through a variety of avenues. Serves as a role model for others in terms of attitude, professional orientation, behavior and demeanor. Satisfactory (3): Maintains a positive attitude toward job in all but the most trying situations. Demonstrates interest in doing the job well. Is seldom impatient with others. Fulfills obligations. Acts in accordance with job description. Seeks to improve personal skills through training. Is professional in behavior and demeanor. Unacceptable (1): Frequently displays a negative attitude toward the job’s requirements, obligations and responsibilities. Demeans position; shirks work; displays little or no interest in self-improvement. Is disruptive organizationally or with various personnel. Does not display initiative or performs grudgingly. A poor role model.

18. COMPLIANCE WITH POLICE MANUAL Excellent (5): Has not been found to have violated any General Order, Special Order, or failed to follow any policy or procedure while on duty or while off duty if the violation affects subsequent on-duty performance. If there was a violation of policy or procedure, subsequent review found the violation to be necessary and proper. Satisfactory (3): No more than one violation of any General Order, Special Order, policy or procedure has been sustained and the sustained violation did not result in any action beyond counseling or oral reprimand. Unacceptable (1): Has received discipline for a violation of General Orders, Special Orders, policy or procedure. The violation has resulted in discipline greater than an oral reprimand.

19. ABILITY TO MAINTAIN COMMUNICATION BETWEEN LEVELS OF ORGANIZATION Excellent (5): Strives to keep appropriate information flowing through levels of organization that are within the chain of command. Keeps supervisor apprised of the impact that administrative decisions are having or might have on employees supervised. Communicates information about impact of decisions on organization and employees to supervisor. Summarizes information appropriately, not leaving out information. Keeps employees informed of the goals, and concerns, of administration. Represents the interests of employees to supervisor. Satisfactory (3): Communicates needed and necessary information to individuals supervised and to supervisor. Keeps individuals supervised and supervisors informed about information that they need

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for the efficient day-to-day and future operation of the Department. Does not withhold information from supervisor. Provided needed information to those supervised. Unacceptable (1): Withholds pertinent information from supervisor and individuals supervised. Fails to provide supervisor with information about the strength or level of concern those supervised hold about an issue. Fails to communicate negative or positive information to supervisor or those supervised. Fails to make comments about proposed changes in operational procedures or Department Policy until those supervised react to the change. 20. SUPERVISORY OFFICER SAFETY RESPONSIBILITIES Excellent (5): Consistently anticipates problematic situations and acts accordingly. Identifies officer safety hazards and makes appropriate recommendations for improvement. Evaluates officer safety techniques of subordinates and provides training and guidance before bad habits develop. Acts as superior role model in officer safety techniques. Has high awareness of, and visibility during, high-risk field situations. Satisfactory (3): Makes reasonable effort to ensure the health and safety of subordinates regarding their working conditions and performance. Makes field assignments consistent with officer safety needs. Monitors radio and on site communications in order to adjust assignments to meet officer safety requirements. Remains aware of field situations as they occur. Identities officer safety problems of others. Keeps subordinates informed and determines best positions/course of action to follow. Unacceptable (1): Fails to make reasonable effort to ensure the health and safety of subordinates regarding their working conditions and performance. Fails to identify problems and/or take appropriate action to correct problems relating to safety. Is not a proper role model. Makes assignments inconsistent with officer safety needs. Does not monitor field situations and avoids on-scene responsibilities.

21. REPORTS AND CASE REVIEW Excellent (5): Makes no errors in interpretation of City ordinances or case law when reviewing reports. Reports and case files which are approved, are always complete, thorough, contain all needed information and justify offense or charges. Enforces high standards and conveys those standards to subordinates. Satisfactory (3): Makes few errors in interpretation of City ordinances or case law when reviewing reports. Discusses alternative offenses with employees in complicated cases. Reports and case files which are approved, are generally complete, thorough, contain all needed reports and offenses(s) or charges are justified. Makes certain that all potential evidence has been searched for and gathered. Enforces high standards. Makes certain that reports are eligible, readable, and otherwise sufficient prior to approval. Unacceptable (1): Approves reports which are incomplete, illegible, unreadable and/or which do not justify or substantiate the charges. Lacks knowledge of report routing and how reports are used. Fails to review or fulfill obligation to review reports/cases. Fails to properly document or log their review. Approves reports that do not meet standards.

22. INSPECTION AND MAINTENANCE Excellent (5): Inspects subordinates to ensure compliance with appearance, uniform, vehicle, and equipment policies. Inspects various equipment items as appropriate. Always maintains vehicle, equipment and work area to meet acceptable standards. Promptly reports deficiencies and/or seeks replacement. Does more than own share in keeping work area and vehicle clean and orderly. Makes suggestions for organizational improvement regarding equipment and work area. Satisfactory (3): Generally maintains vehicle, equipment and work area to meet acceptable standards. Inspects personal equipment prior to use to ensure it is in working order. Inspects

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subordinates to ensure compliance with appearance, uniform, vehicle and equipment policies. Is accomplished in the use of available equipment. Exercises necessary care in handling equipment. Reports deficiencies and/or seeks replacement. Maintains records of supplies and equipment as required. Controls loss and abuses. Unacceptable (1): Fails to exercise care in the use of equipment. Does not do own share in personal, vehicle, equipment and/or work area maintenance. Makes no effort to remedy deficiencies in vehicles, equipment, and materials for work areas. Does not inspect equipment. Ignores abuses.

23. DRIVING SKILLS Excellent (5): Sets an example for lawful, courteous driving. Maintains complete control of the vehicle during emergency, pursuit and normal driving conditions. Is a superior defensive driver. Satisfactory (3): Maintains control of vehicle at acceptable level and evaluates driving situations properly. Performs well given road and weather conditions. Follows Department policies and procedures regarding emergency response. Unacceptable (1): Uses red lights and siren unnecessarily or improperly. Drives too fast or too slow for the situations. Loses control of the vehicle. Fails to drive defensively. Involved in a chargeable vehicular accident.

24. FOLLOWING INSTRUCTIONS Excellent (5): Receives instructions and follows thorough properly and completely with even the most complex instructions, and/or does not require detailed instructions. Asks pertinent questions; makes suggestions concerning options and presents logical, supporting information. Promptly obeys lawful orders. Can be relied upon to distinguish when an order may be questioned and when immediate compliance is required. Satisfactory (3): Is able to understand and follow general instructions and clearly relay to others, as needed. Asks pertinent questions when clarification is needed. Will offer suggestions and alternatives when requested to do so. Obeys lawful orders. Unacceptable (1): Does not follow instructions or needs frequent clarification or reiteration. Fails to support instructions being relayed with clear, logical information. Does not accept instructions in a positive manner, reluctantly complying or violating the intent.

204.11 EVALUATION ANCHORS FOR POLICE OFFICERS – MHPD Form 126 1. APPEARANCE AND FITNESS Excellent (5): Always shows concern for neat, clean appearance. Maintains exceptional physical fitness and health. Satisfactory (3): Consistently maintains neat personal appearance and good physical health. Unacceptable (1): Consistently disregards personal appearance and condition of health. Does not respond to corrective counseling.

2. KNOWLEDGE, USE AND CARE OF EQUIPMENT/WORK AREA Excellent (5): Always maintains equipment in proper working order or condition. Promptly reports deficiencies to supervisor and seeks replacement. Does more than own share in keeping work areas and vehicle clean and orderly. Makes suggestions for organizational improvement regarding equipment and work area. Satisfactory (3): Generally maintains vehicle equipment/work area. Inspects equipment prior to use to ensure it is in working order. Exercises necessary care in handling equipment. Reports deficiencies. Demonstrates knowledge of available equipment through use.

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Unacceptable (1): Fails to exercise care in the use of equipment. Does not clean vehicle or keep work area neat and orderly. Fails to report deficiencies and makes no effort to replace broken/missing equipment and materials. Fails inspections and does not remedy identified deficiencies. 3. FOLLOWING INSTRUCTIONS Excellent (5): Properly follows instructions, including complex, involved ones. Asks relevant questions and makes suggestions concerning alternatives/options which are supported by logical and useful information. Determines when a lawful order should not be questioned and obeys it promptly. Satisfactory (3): Properly follows instructions and asks pertinent questions when clarification is needed. Occasionally makes suggestions concerning options/alternative. Unacceptable (1): Fails to properly follow instructions, or is frequently resistant, argumentative and/or uncooperative. Even when asked, will not offer suggestions about options/alternatives. Takes instructions literally when inappropriate.

4. COMPLIANCE WITH POLICE MANUAL Excellent (5): Has not been found to have violated any General Order, Special Order, or failed to follow any policy or procedure while on duty or while off duty if the violation affects subsequent on-duty performance. If there was a violation of policy or procedure, subsequent review found the violation to be necessary and proper. Satisfactory (3): No more than one violation of any General Order, Special Order, policy or procedure has been sustained and the sustained violation did not result in any action beyond counseling or oral reprimand. Unacceptable (1): Has received discipline for a violation of General Orders, Special Orders, policy or procedure. The violation has resulted in discipline greater than an oral reprimand. 5. KNOWLEDGE OF DEPARTMENTAL POLICIES AND PROCEDURES Excellent (5): Demonstrates excellent working knowledge of the current General Order Manual. Is able to explain its contents and applies directives in the performance of duties. Understands and demonstrates ability to access and search the computer automated General Order system. Satisfactory (3): Demonstrates knowledge of the most often used aspects of the current General Order Manual. Can explain and does apply those sections. Understands difference between policy and procedures, rules and regulations. Understands and demonstrates ability to access and search the computer automated General Order system. Unacceptable (1): Frequently fails to demonstrate knowledge of the most often used elements of General Orders. Does not understands and cannot demonstrate ability to access and search the computer automated General Order system. Does not understand differences between policy and procedure, rules and regulations.

6. KNOWLEDGE OF CRIMINAL CODE, MUNICIPAL ORDINANCES, MOTOR VEHICLE CODE AND CIVIL LAW

Excellent (5): Demonstrates complete knowledge of the elements of statutes through application and by being able to correctly explain the elements of those laws. Act as a resource to others when called upon to do so. Keeps file of legal bulletins/updates. Satisfactory (3): Demonstrates knowledge of the most often used statutes through application and by being able to correctly explain the elements of those laws. Is familiar with the statutes and can quickly locate sections and understands them as necessary. Keeps abreast of current criminal and civil procedures and applies it properly.

13


Unacceptable (1): Fails to or cannot demonstrate knowledge of even the most often used statutes. Is unable to locate current criminal and civil procedures. Does not read legal bulletins/updates.

7. KNOWLEDGE OF COMMUNITY EVENTS AND CRIME PATTERNS Excellent (5): Displays a high degree of awareness concerning events occurring within the community and the potential effect they have on the Department. Is proactive by making contacts and developing information concerning community events and crime patterns; connects criminal activity with present or previous crime patterns, known criminals, and related information. Satisfactory (3): Is aware of many of the events occurring within the community and the potential effect they may have on the Department. Properly follows up on crime pattern information and is able to adjust patrol techniques accordingly. Unacceptable (1): Is unaware of events occurring in the community and the effect those events may have on the Department. Fails to recognize crime patterns. Fails to follow up on information.

8. KNOWLEDGE AND USE OF ALTERNATIVE RESOURCES Excellent (5): Demonstrates extensive knowledge and use of alternative resources within the Department, as well as other government and private organizations designed to provide services in lieu of law enforcement. Understands when it is appropriate to make referrals and the proper procedure. Satisfactory (3): Demonstrates knowledge and use of frequently used alternative resources. Is aware that other resources exist for a variety of needs, but may occasionally need consultation in order to reach an appropriate disposition. Unacceptable (1): Fails to demonstrate knowledge and use of frequently used alternative resources. Is unaware that other resources exist, or does not understand when it is appropriate to refer people to those organizations. Does not know the proper procedure to make referrals.

9. DRIVING SKILLS Excellent (5): Sets an example for lawful, courteous driving. Maintains complete control of the vehicle during emergency, pursuit and normal driving conditions. Is a superior defensive driver. Satisfactory (3): Maintains control of vehicle at acceptable level and evaluates driving situations properly. Performs well given road and weather conditions. Follows Department policies and procedures regarding emergency response. Unacceptable (1): Uses red lights and siren unnecessarily or improperly. Drives too fast or too slow for the situations. Loses control of the vehicle. Fails to drive defensively. Involved in a chargeable vehicular accident.

10. ORIENTATION SKILL AND RESONSE TO CALLS Excellent (5): High level of orientation to the beat and City. Remembers locations from previous visits and does not need the beat map to get there. Is aware of shortcuts and utilizes them to save time. Satisfactory (3): Is aware of location while on patrol. Properly uses the beat map. Can relate location to destination. Arrives within reasonable amount of time. Unacceptable (1): Unaware of location while on patrol. Does not properly or effectively use the beat map. Unable to relate location to destination. Gets lost. Spends too much time getting to destination. Frequently makes unnecessary request for directions or location.

14


11. COMMUNICATIONS Excellent (5): Writes well-organized, understandable and accurate reports. Oral or written presentations are excellent. Listens well. Satisfactory (3): Reports are accurate and well organized, seldom needing correction. Capably prepares and presents oral or written reports. Unacceptable (1): Written work usually contains errors. Thoughts are not presented in a logical order in conversation, often has trouble being understood, reluctant to listen to others.

12. REPORT WRITING: APPROPRIATE TIME USE, PUNCTUALITY OF ASSIGNMENT Excellent (5): Always complete reports on or before deadline. Makes extra effort to ensure that assignments are turned in at the end of scheduled shift. Writes efficiently, using minimal amount of time to properly and thoroughly complete reports. Satisfactory (3): Submits reports on time as required/requested. Assignments are generally turned in by the end of shift or as instructed. Completes reports within an acceptable amount of time. Unacceptable (1): Frequently fails to complete reports on time. Assignments are often late. Takes more time than average to complete reports.

13. CASE AND TIME MANAGEMENT Excellent (5): Always manages cases and caseload efficiently and effectively. Makes excellent use of available time resources. All reports and case files are complete and turned in on schedule or before. Satisfactory (3): Normally manages cases and caseload in an efficient and effective manner. Prioritizes cases with regard to nature and time constraints. Cases are complete when turned in and are on time. Keeps supervisors informed of progress; seeks additional assistance as necessary. Unacceptable (1): Fails to manage cases and caseload. Does not prioritize cases appropriately. Frequently cases are turned in late and/or incomplete. Does not use available time efficiently or effectively.

14. PROBLEM SOLVING AND DECISION MAKING Excellent (5): Is able to reason through even the most complex situations and to reach appropriate conclusions. Makes complex decisions with little or no assistance. Perceives situations accurately. Anticipates problems and prepares resolutions in advance. Relates past solutions to present situations. Satisfactory (3): Able to reason through a problem and come to an acceptable conclusion in routine situations. Makes reasonable decisions based on information available. Perceptions of situations are consistently accurate. Makes routine decisions without assistance. Unacceptable (1): Acts without thought or good reason. Is indecisive, naive or allows emotions to govern reason. Is unable or unwilling to reason through a problem and come to a workable solution. Fails to recall previous solutions and apply them in similar situations.

15. PERFORMANCE UNDER PRESSURE Excellent (5): Maintains calm and self-control in even the most extreme situations. Quickly restores control in the situation and takes command. Determines best course of action and takes it. Satisfactory (3): Maintains calm and self-controlled behavior in nearly all situations. Determines proper course of action and takes it. Does not allow the situation to further deteriorate. Ordinarily maintains composure sufficient to make sound, logical and rational decisions.

15


Unacceptable (1): Often fails or is unable to control his feelings and emotions. In many situations, is unable to maintain composure and to make sound, logical and rational decisions. 16. SELF-INITIATED FIELD ACTIVITY Excellent (5): Maintains job-related information and effectively uses the information on the job. Makes good quality arrests and/or proper dispositions from observed activity. Is inquisitive and investigates beyond the obvious. Seldom misses observable activity or fails to act appropriately. Satisfactory (3): Is alert to signs that police intervention may be necessary and takes appropriate action. Has a broad orientation to the job including low priority activity. Develops cases from observed activity. Can operate independently. Makes effective use of available time. Displays initiative. Unacceptable (1): Does not see or avoids police related activity. Does not properly follow-up on observations/situations. Rationalizes suspicious circumstances. Does not have a broad orientation to the job. Avoids work.

17. OFFICER SAFETY Excellent (5): Always follows accepted safety practices. Foresees potentially dangerous situations and prepares for them. Maintains position of advantage and is alert to changing conditions. Does not jeopardize the safety of others. Prevents the opportunity for danger from developing. Satisfactory (3): Follows accepted safety practices, seldom making a mistake or error. Deals effectively in dangerous situations as they develop. Attempts to maintain a position of advantage. Recognizes the potential for danger and exercises care in avoiding injury to self or others. Unacceptable (1): Fails to exercise the care necessary to avoid injury to self or to others. Often fails to follow accepted safety practices which include, but are not limited to, the following:

(a) Avoids exposing weapons to the suspect(s). (b) Keeps gun hand free during enforcement situations. (c) Does not stand in front of violator’s car door. (d) Controls suspect’s movements (e) Keeps violator/suspect in sight. (f) Uses illumination when appropriate and proper. (g) Advises Communications when leaving the vehicle. (h) Maintains good physical condition and alertness. (i) Is careful with guns and other weapons. (j) Stands well out of the way of vehicular traffic. (k) Covers other officer when appropriate. (l) Avoids standing between vehicles at car stops. (m) Searches patrol vehicle prior to duty and immediately after transporting prisoners. (n) Pat searches suspects when appropriate. (o) Makes proper choice of weapon to use and when to use it. (p) Keeps track of other officers in the field.

18. CONTROL OF CONFLICT Excellent (5): Restores order in the most demanding situations. Establishes control by tone of voice, work selection, inflection, bearing, physical force and restraint as required. Always correct in the type of force used and its degree.

16


Satisfactory (3): Restores order in all but the most demanding situations. Usually controls situations with voice, words, bearing, physical force and restraints. The degree of force used is appropriate in each situation. Unacceptable (1): Is ineffective in controlling conflict, uses either too much or too little force. Is physically unable to perform the task. Speaks too softly or timidly. Speaks too loudly. Confuses or anger listeners by what is said or how it is said. Does not use proper restraints.

19. USE OF RADIO Excellent (5): Constantly aware of radio transmissions and always uses proper procedure. Transmits in a clear, calm and concise manner, even during stressful situations. Keeps the dispatchers and other officers aware of necessary information while eliminating unnecessary information. Satisfactory (3): Listens to and comprehends radio traffic and retains the essential information. Reacts properly to radio transmissions. Generally follows procedures. Transmits in a clear, calm and concise manner in most situations. Unacceptable (1): Frequently misses radio transmissions, including own call sign. Frequently required Communications to repeat information. Fails to transmit in a clear, calm and concise manner. Broadcasts unintelligibly. Frequently fails to use proper procedure.

20. INTERVIEWING AND INTERROGATING Excellent (5): Always uses proper questioning techniques, and uses them appropriately, distinguishing between interviewing and interrogating. When possible, establishes rapport with victims/witnesses and suspects. Maintains control of the interrogation with even the most difficult suspects and obtains results/needed information. Keeps accurate and complete records of all interviews/interrogations. Satisfactory (3): Generally uses appropriate questioning techniques differentiating between interviewing and interrogating. Elicits most available information and keeps adequate records of it. Establishes proper rapport with most victims/witnesses and suspects. Maintains control of the interrogation with all but the most difficult suspects. Never fails to properly advise suspects of their rights. Unacceptable (1): Fails to use proper questioning techniques. Fails to differentiate between interviews and interrogations. Does not elicit and/or record available information. Does not adequately establish rapport with most suspects or victims/witnesses and/or does not control interview/interrogations. Does not follow proper advisement procedures.

21. PUBLIC RELATIONS Excellent (5): Always courteous and effective when dealing with the public. Goes far beyond the call of duty to serve the public. Enhances the City’s image. Satisfactory (3): Generally courteous and effective when dealing with the public. Unacceptable (1): Is discourteous when working with the public. Presents unfavorable image of City.

22. INVESTIGATIVE SKILL AND CRIME SCENE PROCESSING Excellent (5): Effectively analyzes complex crimes. Goes beyond the obvious. Makes in-depth inquiries. Seeks out information that leads to the solution of crimes. Anticipates and addresses prosecution needs. Satisfactory (3): Properly assesses the commission and nature of an incident. Plans and organizes the preliminary investigative phrase recognizing its effect on the eventual outcome of the investigation. Recognizes scope of own duties and responsibilities. Properly evaluates the importance

17


of all relevant factors and acts accordingly. Completes appropriate preliminary investigation. Connects evidence with suspect. Unacceptable (1): Fails to complete appropriate preliminary investigations. Unable to accurately diagnose offense committed. Fails to recognize the appropriate evidence to support the incident being investigated. Is often unsuccessful in obtaining available evidence to support investigation. Fails to perform duties expected, or meet responsibilities of position. Does not connect evidence with suspect, even when apparent.

23. COOPERATION Excellent (5): Exhibits positive attitude toward self and others. Helps fellow workers on the job. Offers suggestions for improved operations. Satisfactory (3): Gets along with other employees. Generally maintains emotional control when dealing with others. Unacceptable (1): Frequently does not work well with others. Sometimes loses emotional control in dealing with others. Often complains about work assignments.

204.11 EVALUATION OF CIVILIAN EMPLOYEES Civilians working for the Police Department will be evaluated by their supervisors on the City of Maryland Heights Employee Evaluation Form. Guidance for completion of this form will be provided by the City Human Resources Office.

By order of:

COLONEL WILLIAM CARSON

Chief of Police

CALEA Standard: 35.1.1, 35.1.2, 35.1.7, MPCCF Certification: 6.6, 12.1, 12.2, 12.3, 12.4 Distribution: All Department Personnel Attachments: Form 103, Police Supervisor and Command Evaluation

Form 126, Police Officer Evaluation Maryland Heights Civilian Employee Evaluation Form

18

MARYLAND HEIGHTS POLICE DEPARTMENT – SUPERVISOR AND COMMAND EVALUATION _______________________ ______ _________ FROM: __________ TO __________ ASSIGNMENT DURING EVAL. PERIOD: ____________________________________ SUPERVISOR/COMMANDER’S NAME DSN DATE EVALUATION PERIOD ADDITIONAL ASSIGNMENTS:________________________________________________

CATEGORIES

(5) EXCELLENT

(4)

(3) SATISFACTORY

(2)

(1) UNACCEPTABLE

NOT OBSERVED

1

APPEARANCE/FITNESS

2

ABILITY TO PROVIDE AND FOLLOW DIRECTION

3

EVALUATION/DOCUMENTION OF EMPLOYEE PERFORMANCE

4

RELATIONSHIP WITH EMPLOYEES/SUBORDINANTES

5

IDENTIFICATION OF TRAINING NEEDS

6

ACCEPTANCE OF FEEDBACK AND CRITICISM

7

INTERPERSONAL COMMUNICATION SKILLS

8

WORKLOAD MANAGEMENT

9

MANAGEMENT OF RESOURCES

10

WRITING SKILLS

11

PROBLEM SOLVING

12

PERFORMANCE UNDER PRESSURE

13

RELATIONSHIPS

14

TEAMWORK

15

KNOWLEDGE & APPLICATION OF DEPARTMENT’S POLICE MANUAL, MEMORANDA & OTHER DIRECTIVES

16

KNOWLEDGE OF DEPARTMENT’S/CITY’S/CRIMINAL JUSTICE SYSTEM FUNCTIONS & RESOURCES

17

ATTITUDE TOWARD POLICE WORK/SUPERVISORY RESPONSIBILITIES

18

COMPLIANCE WITH POLICE MANUAL

19

ABILITY TO MAINTAIN COMMUNICATIONS BETWEEN LEVELS OF ORGANIZATION

20

SUPERVISORY OFFICER SAFETY RESPONSIBILITIES

21

REPORTS/CASE REVIEW

22

INSPECTION AND MAINTENANCE

23

DRIVING SKILLS

24

FOLLOWING INSTRUCTIONS

*ALL “UNACCEPTABLE” RATINGS MUST BE IMPROVED WITHIN 90 DAYS TOTAL SCORE _________ / TOTAL FACTORS ____________ = _________ OVERALL RATING

MHPD Form 103a Page 1 of 3

MARYLAND HEIGHTS POLICE DEPARTMENT SUPERVISOR/COMMANDER EVALUATION

COMMENDATIONS, AWARDS AND DISCIPLINARY ACTIONS ____ COMMENDATIONS ____ AWARDS ____ WRITTEN REPRIMANDS ____ SUSPENSIONS ____ OTHER EXPLANATION: COMMENTS AND RECOMMENDATIONS (TO BE FILLED OUT BY SUPERVISOR) AREAS OF STRENGTH: (JUSTIFY ALL FACTORS RATED “OUTSTANDING”; RECORD AREAS WHERE OFFICER HAS DEMONSTRATED SUPERIOR JOB PERFORMANCE AND/OR SPECIAL INITIATIVE IN IMPROVING PERFORMANCE). AREAS FOR IMPROVEMENT: (JUSTIFY ALL FACTORS RATED “UNACCEPTABLE”, RECORD AREAS IN WHICH EMPLOYEE’S JOB PERFORMANCE NEEDS STRENGTHENING AND APPROPRIATE SCHEDULE FOR RE-EVALUATION). COMMENTS: THIS EVALUATION IS BASED UPON MY OBSERVATIONS AND KNOWLEDGE. IT REPRESENTS MY BEST JUDGEMENT OF THE OFFICER’S PERFORMANCE DURING THE EVALUATION PERIOD. ___________________________________ _____________ RATER’S SIGNATURE DATE

I CERTIFY THAT THIS EMPLOYEE EVALUATION REPORT HAS BEEN REVIEWED AND DISCUSSED WITH ME. I UNDERSTAND THAT MY SIGNATURE DOES NOT NECESSARILY INDICATED MY AGREEMENT WITH THE EVALUATION. I HAVE ACCESS TO GENERAL ORDERS, THE LASTEST COPY OF THE PERSONNEL MANUAL AND A JOB DESCRIPTION, AND I HAVE HAD THE OPPORTUNITY TO DISCUSS IT WITH MY SUPERVISOR. OFFICER’S SIGNATURE

DATE: YES

I WISH TO APPEAL THE OVERALL RATING.

NO I HAVE REVIEWED THIS REPORT. I CONCUR WITH IT AND AUTHORIZE THAT IT BE REVIEWED AND DISCUSSED WITH THE EMPLOYEE. DEPUTY CHIEF’S SIGNATURE:

DATE:

I HAVE REVIEWED THIS FORM AND AUTHORIZE THAT IT BE PLACED IN THE OFFICER’S PERMANENT PERSONNEL FILE. CHIEF’S SIGNATURE:

DATE:

MHPD Form 103b Page 2 of 3

MARYLAND HEIGHTS POLICE DEPARTMENT SUPERVISOR/COMMANDER EVALUATION – CONTINUATION

SUPERVISOR/COMMANDER’S NAME: DSN: DATE:

NARRATIVE COMMENTS

(DESCRIBE ADDITIONAL DUTIES IF APPLICABLE)

SIGNATURE OF SUPERVISOR: DATE:

SIGNATURE OF REVIEWER: DATE:

MHPD Form 103c Page 3 of 3

MARYLAND HEIGHTS POLICE DEPARTMENT – POLICE OFFICER EVALUATION

___________________ _______ _________ ________ FROM:_______________TO:__________________ ASSIGNMENT DURING EVAL. PERIOD:____________________________________________________ OFFICER'S NAME DSN DATE EVALUATION PERIOD ADDITIONAL ASSIGNMENTS:____________________________________________________________

CATEGORIES

EXCELLENT

SATISFACTORY

UNACCEPTABLE

NOT OBSERVED

1

APPEARANCE/FITNESS

5

4

3

2

1

2

KNOWLEDGE, USE & CARE OF EQUIPMENT/WORK AREA

5

4

3

2

1

3

FOLLOWING INSTRUCTIONS

5

4

3

2

1

4

COMPLIANCE WITH POLICE MANUAL

5

4

3

2

1

5

KNOWLEDGE OF DEPARTMENT POLICIES & PROCEDURES

5

4

3

2

1

6

KNOWLEDGE OF CRIMINAL CODE, MUNICIPAL ORDINANCES, MOTOR VEHICLE CODE & CIVIL LAW

5

4

3

2

1

7

KNOWLEDGE OF COMMUNITY EVENTS & CRIME PATTERNS

5

4

3

2

1

8

KNOWLEDGE & USE OF ALTERNATIVE RESOURCES

5

4

3

2

1

9

DRIVING SKILLS

5

4

3

2

1

10

ORIENTATION SKILLS/RESPONSE TO CALLS

5

4

3

2

1

11

COMMUNICATION

5

4

3

2

1

12

REPORT WRITING: APPROPRIATE TIME USE/PUNCTUALITY

5

4

3

2

1

13

CASE AND TIME MANAGEMENT

5

4

3

2

1

14

PROBLEM SOLVING/DECISION MAKING

5

4

3

2

1

15

PERFORMANCE UNDER PRESSURE

5

4

3

2

1

16

SELF-INITIATED FIELD ACTIVITY

5

4

3

2

1

17

OFFICER SAFETY

5

4

3

2

1

18

CONTROL OF CONFLICT

5

4

3

2

1

19

USE OF RADIO

5

4

3

2

1

20

INTERVIEWING/INTERROGATING

5

4

3

2

1

21

PUBLIC RELATIONS

5

4

3

2

1

22

INVESTIGATIVE SKILL/CRIME SCENE PROCESSING

5

4

3

2

1

23

COOPERATION

5

4

3

2

1

*ALL "UNACCEPTABLE" RATINGS MUST BE IMPROVED WITHIN 90 DAYS TOTAL SCORE _________ / TOTAL FACTORS _________ = OVERALL RATING ______________

MHPD Form 126a Page 1 of 4

MARYLAND HEIGHTS POLICE DEPARTMENT POLICE OFFICER EVALUATION

COMMENDATIONS, AWARDS AND DISCIPLINARY ACTIONS

____ COMMENDATIONS ____ AWARDS _____ WRITTEN REPRIMANDS _____ SUSPENSIONS _____ OTHER EXPLANATION: COMMENTS AND RECOMMENDATIONS (TO BE FILLED OUT BY SUPERVISOR) AREAS OF STRENGTH: (JUSTIFY ALL FACTORS RATED "OUTSTANDING"; RECORD AREAS WHERE OFFICER HAS DEMONSTRATED SUPERIOR JOB PERFORMANCE AND/OR SPECIAL INITIATIVE IN IMPROVING PERFORMANCE). AREAS FOR IMPROVEMENT: (JUSTIFY ALL FACTORS RATED "UNACCEPTABLE"; RECORD AREAS IN WHICH EMPLOYEE'S JOB PERFORMANCE NEEDS STRENGTHENING AND APPROPRIATE SCHEDULE FOR RE-EVALUATION). COMMENTS: THIS EVALUATION IS BASED UPON MY OBSERVATIONS AND KNOWLEDGE. IT REPRESENTS MY BEST JUDGEMENT OF THE OFFICER'S PERFORMANCE DURING THE EVALUATIONS PERIOD. SERGEANT'S SIGNATURE DATE SERGEANT'S SIGNATURE DATE I HAVE REVIEWED THIS REPORT. I CONCUR WITH IT AND AUTHORIZE THAT IT BE REVIEWED AND DISCUSSED WITH THE EMPLOYEE. CAPTAIN / LIEUTENANT SIGNATURE DATE I CERTIFY THAT THIS EMPLOYEE EVALUATION REPORT HAS BEEN REVIEWED AND DISCUSSED WITH ME. I UNDERSTAND THAT MY SIGNATURE DOES NOT NECESSARILY INDICATED MY AGREEMENT WITH THE EVALUATION. I HAVE RECEIVED THE LATEST COPY OF THE PERSONNEL MANUAL AND A JOB DESCRIPTION, AND I HAVE HAD THE OPPORTUNITY TO DISCUSS IT WITH MY SUPERVISOR.

OFFICER'S SIGNATURE:

DATE:

I WISH TO APPEAL THE OVERALL RATING.

I HAVE REVIEWED THIS REPORT. I CONCUR WITH IT AND AUTHORIZE THAT IT BE REVIEWED AND DISCUSSED WITH THE EMPLOYEE. DEPUTY CHIEF'S SIGNATURE:

DATE:

I HAVE REVIEWED THIS FORM AND AUTHORIZE THAT IT BE PLACED IN THE OFFICER'S PERMANENT PERSONNEL FILE. CHIEF'S SIGNATURE:

DATE:

DISTRIBUTION: Officer; Department File: Personnel File MHPD Form 126b Page 2 of 4

MARYLAND HEIGHTS POLICE DEPARTMENT

POLICE OFFICER EVALUATION

CONTINUATION

OFFICER'S NAME

DSN

DATE

OFFICER'S ACTIVITY REPORT During the period __________________________ to ________________________ the above officer's field activity was as follows: NO.

TOTAL

CATEGORIES

1.

Arrests

2.

Warrants

3.

Hazardous Tickets

4. DWI Arrests

5.

Non-Hazardous Tickets

6. FIR'S

7.

Courtesy Notices

8. Warnings

9.

Parking Tickets NARRATIVE COMMENTS Signature of Officer:

Date:

Signature of Rater:

Date:

MHPD Form 126c Page 3 of 4

POLICE OFFICER'S EVALUATION - CONTINUED

_________________________________ _______ ________ OFFICER'S NAME DSN # DATE

Narrative Comments

(Describe Additional Duties if Applicable)

COMMENDATIONS, AWARDS AND DISCIPLINARY ACTION

TRAINING

ADDITIONAL COMMENTS

___________________________________ ________ Signature of Officer Date

___________________________________ ________ Signature of Rater Date

MHPD Form 126d Page 4 of 4

CITY OF MARYLAND HEIGHTS

EMPLOYEE EVALUATION

EMPLOYEE NAME:

CLASSIFICATION:

RATING PERIOD:

DEPARTMENT/DIVISION: [ ] END OF PROBATION REVIEW

[ ] ANNUAL REVIEW

[ ] OTHER

[1] UNACCEPTABLE [2] SATISFACTORY [3] GOOD [4] EXCELLENT [4]

[3]

[2]

[1]

SECTION I - GENERAL FACTORS (Applicable to All Employees

1. Job Knowledge/Skill (Needed To Do Required Duties.)

2. Quality of Work (Accuracy, Completeness While Maintaining Quality)

3. Productivity (Quantity of Work Completed While Maintaining Quality)

4. Reliability (Absenteeism/Tardiness/Getting Job Done)

5. Cooperation (Effectiveness in Working With Others; Attitude)

6. Appearance (Grooming, Dress)

7. Public Relations (Courtesy/Effectiveness in Meeting the Public)

8. Safety (Compliance With Rules of Safety on the Job)

SECTION II - OPTIONAL FACTORS (Applicable to Specific Employees)

9. Use of Resources (Use/Maintenance of Materials/Equipment/Vehicles/Tools)

10. Communications (Presentation of Information in Written/Oral Form)

11. Decision Making (Coming to Conclusion Based on Information)

12. Planning & Organizing (Ability to Plan Ahead, Set Priorities)

13. Motivation (Ability to Get Subordinates To Do Their Job)

14. Counseling/Appraising (Evaluate/Discuss Subordinate's Performance)

* = TOTAL SCORE - TOTAL FACTORS = AVERAGE SCORE = OVERALL RATING

* ALL "UNACCEPTABLE" RATINGS MUST BE IMPROVED WITHIN 90 DAYS. ONE OR MORE RATINGS OF "UNACCEPTABLE" MAY BE CAUSE TO TERMINATE AN EMPLOYEE.

Page 1 of 2

SECTION III – COMMENDATIONS, AWARDS AND DISCIPLINARY ACTIONS During This Evaluation Period, the Employee Received the Following:

Commendations

Awards

Written Reprimands

Suspensions

Other

SECTION IV – COMMENTS AND RECOMMENDATIONS (To Be Filled Out By Supervisor) AREAS OF STRENGTH: {Justify all factors rated “Excellent”; record areas where employee has demonstrated superior job performance and/or special initiative in improving performance.}

AREAS FOR IMPROVEMENT: {Justify all factors rated “Unacceptable;” record areas in which employee’s job performance needs strengthening and appropriate schedule for re-evaluation.).

COMMENTS AND GOALS:

This evaluation is based upon my observations and knowledge. It represents my best judgement of the employee’s performance during the evaluation period.

Rating Supervisor’s Signature

Date

I have reviewed this report. I concur with it and authorize that it be reviewed and discussed with the employee.

Department Head’s Signature

Date

This evaluation report has been reviewed and discussed with me. I understand that my signature does not necessarily indicate my agreement with the evaluation.

I have received the latest copy of the Personnel Manual and my job description, and I have had the opportunity to discuss them with my supervisor.

I wish to appeal this evaluation to the City Administrator.

Employee’s Comments: EMPLOYEE’S SIGNATURE:

DATE:

As the City Administrator, I have reviewed this form and authorize that it be placed in the employee’s personnel file. ADMINISTRATOR’S SIGNATURE:

DATE:

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