PERFORMANCE MANAGEMENT PLAN

UNITED STATES JUDICIAL PANEL on

MULTIDISTRICT LITIGATION

PERFORMANCE MANAGEMENT PLAN

Effective: 1 September 2009 (Updated 16 February 2011)

Table of Contents

Chapter 1. Chapter 2.

Clerk's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Attorney Unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Appendix: Appendix A. Appraisal Forms

[Note: Updated 16 February 2011 to reflect title change from Executive Attorney to Panel Executive]

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Chapter 1

UNITED STATES JUDICIAL PANEL on

MULTIDISTRICT LITIGATION

PERFORMANCE MANAGEMENT PLAN - CLERK'S OFFICE

This Performance Management Plan describes the local policy and procedures for all CPS employees in the Clerk's Office of the United States Judicial Panel on Multidistrict Litigation, including employees in the developmental range. This performance plan covers planning, monitoring, developing, appraising and rewarding employee performance.

1. The Performance Appraisal

Supervisors will communicate performance standards to each employee reporting to them prior to the beginning of each employee's performance review period. Performance standards used in the performance appraisal should be achievable, measurable, job-specific, fair and reasonable.

The Clerk's Office utilizes a two?tier performance appraisal form. The tiers are:

SUCCESSFUL - This employee has successfully performed his/her assigned duties and responsibilities in furthering the Panel's mission and goals.

UNACCEPTABLE - This employee's performance of his/her assigned duties is unacceptable.

The Clerk's Office utilizes a core set of job elements for all its CPS jobs. The following are core job elements that need to be present in each employee's performance appraisal:

Competency Area #1 -- Work Products

Generates work product that is accurate, thorough, and neat; produces a significant volume of work efficiently and within specified time standards; performs effectively despite sudden deadlines or changes in priorities.

Competency Area #2 -- Job Knowledge

Properly interprets Panel Rules of Procedure, regulations, and Panel policy and directives in the performance of duties.

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Competency Area #3 -- Technical Skills

Proficient in the technical skills necessary to accomplish assigned work in an effective and efficient manner. Examples include use of job-specific equipment, automated systems/data bases, research materials, manuals, etc.

Competency Area #4 -- Professional Application

Effective application of job knowledge and technical skills. Examples include written and oral communications, leadership, planning and organization, analytical skills and problem solving.

Competency Area #5 -- Working with Others

Works constructively and in collaboration with co-workers and personnel from other organizations toward common goals. Shares information, knowledge, and experience with others to accomplish team goals. Assumes personal responsibility for assigned areas. In all work situations, maintains open, honest, and constructive interactions with co-workers and the public. Demonstrates professionalism in personal grooming standards and work area. If duties include supervisory responsibilities, completes those responsibilities effectively and demonstrates leadership in organizing, motivating, and developing others to accomplish goals.

Job/Functional Responsibilities (job specific)

Goals (Specific to individual)

2. Feedback and Communication

The Panel recognizes the value and importance of ongoing communication between supervisors and employees. Part of this continuous dialog throughout a performance period may include identifying growth and development opportunities for employees to build on, expand or enhance their knowledge, skills and abilities.

The Panel requires that supervisors provide employees with at least one informal review of their performance mid-way through the performance rating period. At a minimum, this review should be an oral discussion between the supervisor and the employee. Written feedback is strongly encouraged, however, for employees whose performance needs improvement.

To involve employees actively in the process, assure employee input and assist supervisors in providing accurate and complete performance reviews, employees will be required to submit a self appraisal to the supervisor prior to the scheduled performance appraisal and discussion.

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At the end of the performance period, supervisors will provide employees with written feedback, including an overall rating of "Successful" or "Unacceptable."

3. Performance Review Period and Compensation Strategy

For employees in the developmental range (steps 1-24), the review period and within grade increase (WGI) period is six months. For employees in the full performance range (steps 25-60), it is typically a year after they received their last promotion or step increase (referred to as the last equivalent increase.) For employees in the developmental range, discretionary steps will vary based on each employee's overall rating. For employees in the full performance range, discretionary steps will vary based on each employee's overall performance, as well as the step the employee currently occupies. Both the default step(s) and discretionary steps will be awarded on each employee's respective WGI due date.

Employees at step 61 are not eligible for a default step or any discretionary step(s).

The table below shows the compensation strategy:

Developmental Range (Steps 1-24)

Full Performance Range (Steps 25-60)

Review Frequency

Unacceptable

Biannual

0 steps

Annual

0 steps

Successful

2 Default Steps + up to 4 Discretionary Steps (6 total) 1 Default Step + up to 3 Discretionary Steps (4 total)

Important:

In the event of a budget shortfall, the number of discretionary steps will be reduced in a fair and consistent manner to a number that is within the available budget dollars. The compensation strategy will be re-evaluated each year upon receipt of full allotments.

Employees whose overall rating is unacceptable will not receive a step increase; rather, details of if/when the follow up performance review and possible step increase(s) is/are to be awarded depends on the details included in a Work Improvement Plan (see section 5). Any delay in awarding of the default step due to performance issues will impact the employee's WGI due date, pushing it forward to the date when the supervisor deems performance to be at an acceptable level, and requests that a default step be awarded.

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