PINCO PERFORMANCE EVALUATION FOR LEAD DISTRICT

Pursuant to J.P.A. Section Seven, Subsection D (6), the Executive Committee is responsible to “Periodically review the Lead District’s performance and recommend to the Advisory Committee appropriate changes.”

  1. QUALITY OF WORK

Definition: Produces results and/or provides services consistent with defined PINCOJPA standards for the position as Lead District.

Behavioral Indicators:

a. Demonstrates attention to detail and accuracy

b. Produces work that is accurate, complete and of high quality

c. Provides service that is responsive, courteous and respectful

d. Seeks opportunities and takes action to improve skills and quality of work product and/or services

e. Maintains a safe workplace for self and others

Comments:

Meets Expectations:

  • Lead District does an outstanding job in the day-to-day operation of ordering, receiving and delivering of food to the 40 member districts.
  • Lead District upholds excellent safety and sanitation conditions at the service center.
  • Lead District seeks solutions to minimize costs to member districts in repairs and equipment.
  • Lead District maximizes opportunities for additional discounts/savings.

Areas of Improvement:

  • Meeting agendas provided by the Lead District contain typo errors – need to be proofed before circulating.
  • Lead District needs to be aware of who hasvoting rights.
  • Lead District needs to provide backup materials for agenda.
  • Lead District did not demonstrate attention to detail when it assumed it was GreenfieldSchool District, Bakersfield, CA instead of Greenfield School District, Monterey, CA - causing a huge problem.

Goals:

  • Revise meeting sign-in sheet to include voting members’ names – update as needed.
  • Provide notification to member districts of agenda and backup documents being posted on website.
  1. PRODUCTIVITY

Definition: Takes initiative and produces work that is consistent with defined productivity standards for the position as Lead District.

Behavioral Indicators:

a. Completes assignments on or ahead of schedule; demonstrates project planning and time management capabilities

b. Prioritizes tasks and implements efficient work procedures, routines and/or systems to maximize productivity

c. Successfully overcomes obstacles and barriers to timely completion of tasks, projects and/or goals

d. Cooperates with and motivates others to achieve goals and meet deadlines.

Comments:

Meets Expectations:

  • According to a February 24, 2016 e-mail, Lead District will work with Executive and Advisory committees to establish a calendar reflecting these annual exercises (Commodity Pre-Planner, bids, etc,) to allow for more open member discussion on the topics.
  • New website vendor added versatility, cost and time savings to co-op.
  • Lead District was pro-active in dealing with freezer repair.
  • Lead District’s planning and execution of the annual PINCO Food Show reflects excellent project planning and management.
  • Lead District does an outstanding job internally of handling vendor shortages.

Areas of Improvement:

  • Member districts were concerned and frustrated regarding lack of time management to allow adequate discussion on opportunities to purchase items with remaining unused entitlement dollars and the 2016/17 Commodity Pre-Planner. Both issues ended in E-Votes without proper discussion.
  • Lead District not following procedure to add items to Buying Guide. Schwans’ 4 x 6 pizza added after Buying Guide was established and approved.
  • Lead District needs to be directly involved in all committees…keeping them on task to meet deadlines.

Goals:

  • Establish a business calendar to ensure member districts’ input – not excluding emergency committee meetings.
  1. RELIABILITY/ACCOUNTABILITY

Definition: Demonstrates reliability, dependability and accountability in all aspects of the defined role.

Behavioral Indicators:

a. Is reliable and trustworthy

b. Regularly completes all duties and goals with minimal supervision or assistance

c. Is punctual and meets work attendance and deadline requirements

d. Adapts well to changes in work assignments or goals

e. Accepts accountability for outcomes

Comments:

Meet Expectations:

  • Lead District meets Federal and State deadlines.
  • Lead District initiated walk-thru for potential bidders for Transportation Bid which resulted in a huge savings for co-op.
  • Lead District routinely analyzes and improves the bid process resulting in positive outcomes.
  • Lead District’s annual audit demonstrates accountability.
  • USDA commodity and entitlement dollars are accurately managed and monitored.

Areas of Improvement:

  • Lead District resisted recommendations from Executive and Advisory Committees in the following areas – bid and consulting services.

Goals:

  • Lead District is to follow recommendations and directives given by Executive and Advisory Committees.
  1. INTEGRITY/ETHICS

Definition: Operates in accordance with PINCO policies, JPA and applicable laws and exhibits conduct consistent with the Code of Ethics.

Behavioral Indicators:

a. Is fair, straightforward and honest

b. Cooperates and is responsive to requests and/or reviews conducted by USDA and is accountable for actions

c. Maintains confidentiality

d. Supports diversity and creates an inclusive environment of mutual respect and collegiality

e. Raises questions or concerns regarding ethical and/or policy violations to supervisor as appropriate

Comments:

Meets Expectations:

  • Lead District’s addition of introduction of district attendees at meeting helps foster an inclusive environment.
  • PINCO as a co-op is highly respected for their integrity and bid ethics due to the Lead District’s management of purchasing on bid.
  • The annual PINCO food show creates an inclusive environment for our vendors and members.

Areas of Improvement:

  • Lead District needs to have consulting agreement in place and approved yearly.

Goals:

  • Annually review all agreements needing to be approved by Executive, Advisory and Antelope Valley Board.

5. COMMUNICATION

Definition: Is effective in interpersonal interactions as well as communicating both verbally and in writing.

Behavioral Indicators:

a. Shares pertinent information and ideas with others as appropriate

b. Listens carefully, is open to other points of view and accepts constructive feedback

c. Uses appropriate language, tone, style and structure in all communications

d. Fosters and maintains effective work relationships

Comments:

Meets Expectations:

  • Lead District exhibits strong communication skills with vendors, CDE & USDA.

Areas of Improvement:

  • Lead District’s e-mail communications to member districts reflect unprofessional tone and style.
  • Lead District has demonstrated some inabilities to maintain effective work relationships.

Goals:

  • Notify Advisory about committee meeting dates.
  • Lead District should exhibit professionalism in all aspects of communication – (i.e. meetings, e-mails, etc.)

6. PROBLEM SOLVING/DECISION MAKING

Definition: Builds a logical approach to address problems and/or manage the situation at hand by drawing on one's knowledge and experience, calling on other references and resources as necessary

Behavioral Indicators:

a. Undertakes a complex task by breaking it down into manageable parts in a systematic and detailed manner utilizing critical thinking and analysis

b. Thinks of several possible explanations or alternatives for a situation, anticipates potential obstacles, and develops contingency plans to overcome them

c. Identifies the information needed to solve problems effectively and communicate outcomes

d. Presents problem analysis with recommended solutions, rather than simply describing the problem

Comments:

Meets Expectations:

  • Lead District establishes committees to encourage more member district involvement and expand opportunities for additional input.
  • Lead District’s change to not include Service Center employees in Advisory meeting allows member districts to discuss issues freely without service center taking it personally.

Areas of Improvement:

  • Lead District establishes committees, assigns tasks and needs to accept and share recommendations or planning (i.e. Facility/Transportation – Ins/Out Report not shared, Commodity – Option choices were not offered as recommended.)
  • Lead District needs to evaluate agenda items prior to being added to the agenda and remove agenda items when necessary.

Goals:

  • Evaluate all storage and labor needs and bring recommendations to Advisory meeting.

7. TEAMWORK/COLLABORATION

Definition: Interfaces and works with internal and external team members in ways that foster optimal team interaction and results

Behavioral Indicators:

a. Meets team deadlines and responsibilities; keeps stakeholders informed appropriately

b. Listens to and values others’ opinions, promoting a collegial team atmosphere

c. Supports, assists and empowers team leaders while also leveraging own expertise to accomplish group goals

d. Contributes to effective team processes and deliverables (e.g., team communication, team meetings, team exercises, etc.)

Comments:

Meets Expectations:

  • Lead District encourages member districts to get involved in committees.

Areas of Improvement:

  • Lead District’s negative communications prohibit team building.
  • Lead District needs to be directly involved in all committees…keeping them on task to meet deadlines.
  • Lead District’s miscommunication of meetings –

JPA/Policy Subcommittee meeting on December 17, 2015 – originally scheduled for JPA/Policy Subcommittee only – but then in Advisory meeting Lead District stated it was an open meeting, and no follow-up was provided to Executive Board of outcome.

The scheduled Advisory meeting on December 8, 2015 was tabled.

Goals:

  • Lead District to send out a calendar invite for all Executive and Advisory meetings to ensure a quorum.
  • Lead District should include committee reports as an agenda item for all meetings.
  • Lead District should be consistent with the JPA use of language (i.e. Advisory meeting

instead of General Session.)

8. MANAGEMENT

Definition: Manages projects, resources, individuals and teams to effectively accomplish defined goals and objective within all applicable ethics and compliance standards

Behavioral Indicators:

a. Establishes high standards of performance; provides coaching, feedback, and corrective action when necessary with fairness and consistency

b. Is approachable to subordinates and effectively manages the talent lifecycle (workforce planning, hiring, compensation, training, career development, rewards/recognition, and performance evaluation)

c. Manages staff in planning and organizing projects; develops goals, milestones and accountabilities; ensures effective execution and delivery of results

d. Effectively allocates resources, manages budgets and establishes metrics to minimize costs and maximize impact

e. Is alert to possible misconduct and accountable for taking action to resolve issues effectively and efficiently

Comments:

Meets Expectations:

  • Lead District effectively manages approved budget as exhibited.
  • Lead District analyzes and establishes metrics to minimize costs and maximize impact – lighting, PG & E, phone, flooring, vender early-pay discounts, etc.
  • Lead District does an exemplary job in managing all aspects of the warehouse.

Areas of Improvement:

  • Lead District allowing Sysco to change bid pricing resulted in a $10,000 cost to member districts as well as violating procurement procedures.
  • Lead District needs to follow Federal and State procurement guidelines when obtaining quotes for services or equipment purchases.
  • Lead District needs to follow co-op’s internal surplus commodity sweep regarding Schwan’s transfer to Sacramento USD.

Goals:

  • Ensure that all meeting minutes are approved in a timely manner.
  • Follow-up within a timely manner on all agendized items that have been tabled or need researching including all committee reports.
  • Provide notification of manufacturers’ shortagesto Executive Committee so that determination of future orders can be evaluated.
  • Report all procurement services and agreements to Executive Committee.
  • Lead District needs training in the areas of Robert’s Rules of Order, Brown Act and Procurement Procedures.
  • All PINCO policies and JPA should be posted on PINCO website.

9. LEADERSHIP

Definition:Establishes the vision, strategic directions and high performance culture within his/her area of responsibility and exhibits the ability to build trust, influence outcomes, and inspire others to effectively deliver results that positively impact the institution

Behavioral Indicators:

a. Facilitates the process of co-creating and communicating a vision and strategy that supports institutional goals and priorities with measurable results

b. Develops self and others; fosters a culture of mutual respect, continuous learning, innovation and focus on results

c. Continuously scans the environment and makes adjustments to strategy and organizational direction as appropriate; effectively navigates through change and transformation cycles

d. Supports, communicates and embodies institutional values, vision and strategic priorities

e. Leads by example

Comments:

Meets Expectations:

  • Lead District enhances knowledge in the area of commodities by becoming a member of ACDA (American Commodity Distribution Association) which benefits co-op.

Areas of Improvement:

  • Lead District needs to value member districts’ opinions.

Goals:

  • Lead District should assume full responsibility for overseeing the committees’ effectiveness to reach goals.
  • Lead District and Executive Committee need to provide a vision and strategy that supports institutional goals and priorities with measurable results.
  • Lead District needs to be consistent in leading and conducting meetings to ensure an efficient meeting, which should include deadlines for agenda items.

SUMMARY EVALUATION/RECOMMENDATIONS: The Executive Committee evaluated the Lead District over four meetings, in nine different areas (Quality of Work, Productivity, Reliability/Accountability, Integrity/Ethics, Communication, Problem Solving/Decision Making, Teamwork/Collaboration, Management and Leadership). In the evaluation the Lead District had the following: 25 items – Meets Expectations, 20 items – Areas of Improvement, and 20 items – Goals. The Executive Committee provided the Lead District and Advisory Committee with the “PINCO Performance Evaluation for Lead District.”

Evaluators’ Signatures – (PINCO Executive Committee)

Josh Rogers ______

Greenfield Union School District – Josh RogersDate

1st Vice-President

Carrie Bogdanovich ______

Barstow Unified School District – Carrie BogdanovichDate

2nd Vice-President

Gale Huffaker ______

Wasco Union High School District – Gale HuffakerDate

Wasco Union Elementary School District

Secretary

John Chavolla ______

Delano Joint Union High School District – John ChavollaDate

Roy Rico ______

Delano Union Elementary School District – Roy RicoDate

Marilou Onaindia______

Panama-Buena Vista Union School District – Marilou OnaindiaDate

Nancy Hemstreet______

Westside Union School District – Nancy HemstreetDate

The Lead District may respond to this evaluation within ten (10) day by attaching a separate document.

Lead District signature: ______I Agree I Disagree

Date: ______