Line Supervisor Competencies in Pretrial Services Agency
As a Line Supervisor in a Pretrial Services Agency, the competencies revolve around leveraging human capital resources, leading others, building relationships, demonstrating organizational savvy, effective communication, delivering quality results, taking initiative, problem-solving, decision-making, technical expertise, system and regulatory knowledge, and adaptability. Key aspects include providing input in hiring, empowering staff, setting clear performance objectives, delegating responsibilities, providing feedback, coaching, and development opportunities. Meeting expectations involves conducting effective job interviews, equitable workload distribution, seeking employee input in decisions, delegating challenging assignments, providing constructive feedback, and organizing team-building activities.
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PRETRIAL SERVICES AGENCY COMPETENCIES Line Supervisor
Line Supervisor 2 Leverages Human Capital Resources Leads Others Builds Relationships/Organizational Savvy Interpersonal Skills Provides Customer Service Communicates Effectively Delivers Quality Results Takes Initiative Plans and Organizes Solves Problems and Makes Decisions Technical Expertise System and Regulatory Knowledge Demonstrates Adaptability
Leverages Human Capital Resources Provides input into the hiring process to identify and retain talented staff. Provides opportunities for and encourages staff to work cooperatively to achieve overall business unit or team goals. Delegates meaningful responsibility to others based on their level of experience, expertise, capability, and workload. Empowers others to take responsibility and make decisions within specific parameters. Listens to and seeks input from others on important decisions or initiatives. Sets and/or communicates clear performance objectives, standards, and metrics to define success. Observes staff members work and provides timely, specific feedback, coaching, support, and guidance to encourage performance. Provides development opportunities and learning experiences to staff. Does Not Meet Expectations Does not participate in employment interviews and/or does so in a manner inconsistent with Agency policies or guidelines. Does not distribute work equitably across the workgroup; misses opportunities to delegate, or delegates tasks that do not match an employee s skills. Tends to make decisions on his/her own too often, without involving or seeking input from employees close to the situation who could help provide a better solution. Direction on tasks, projects, and assignments, may be unclear at times; annual performance goals are vague or not communicated clearly; does not hold employees accountable for important outcomes. Meets Expectations Exceeds Expectations Utilizes expert knowledge of interviewing techniques; is a resource for others on conducting effective job interviews. Participates in and follows Agency guidelines for conducting interviews and screening job applicants; identifies strong candidates. Delegates assignments to qualified individuals matched to their experience and ability; equitably distributes workload across the workgroup. Seeks employees input into key decisions and asks for their opinions, while retaining responsibility for making the final decision. Often delegates challenging assignments that stretch employees and give them the opportunity to learn and grow. Gives others autonomy to make decisions or gives others appropriate responsibility while outlining limits and boundaries to their authority. Proactively provides input into or builds upon existing workgroup and individual performance goals and progress measures; creates processes/systems to regularly track performance; consistently uses formal follow-up methods to ensure tasks are completed effectively. Provides both positive and constructive feedback regularly so that immediate improvements and adjustments can be made; provides specific development assignments and coaches others to build skills in those areas. Involves the employee in determining his/her development needs or learning opportunities; utilizes a wide range of formal training tools, developmental assignments, and one-on-one coaching to help employees develop. Proactively organizes team and morale building activities; creates team-based projects to build team morale. Utilizes existing critical elements or other performance measures to communicate performance goals; gives clear direction on how to accomplish tasks, assignments, and goals; holds employees accountable for meeting goals and objectives. Does not complete performance reviews in a timely manner, and/or does not follow the Agency s performance appraisal process; fails to deliver positive or constructive, specific performance feedback. Uses the Agency s performance appraisal process appropriately to review employee performance, provide feedback, and give coaching. Focuses training and education efforts for employees primarily on required training and certifications, but may do little to help expand their skills. Identifies development needs for employees and uses a moderate range of training and educational opportunities to help employees develop. Avoids addressing team conflict or addresses conflict using an unproductive approach. Directly and constructively addresses conflict and problems affecting team functioning and morale.
Leads Others Leads by example, consistently maintaining high ethical standards and strong work habits. Advocates for employees and defends well-thought out decisions and actions when appropriate. Accepts responsibility and is accountable for mistakes when appropriate. Communicates a compelling direction, vision and mission for a business unit or team. Establishes organizational goals and provides clear direction for employees. Communicates how employees work, responsibilities, and results contribute to and are aligned with the Agency s strategic objectives and mission and translates strategy into plans and action items. Displays optimism about the likelihood of success of a strategy, change, or initiative. Applies appropriate individualized approaches with each person and situation to encourage or motivate commitment, and addresses and overcomes concerns with persuasive rationale when appropriate. Does Not Meet Expectations Leadership behavior and decisions are inconsistent with his/her stated leadership philosophy, style or expectations, the Agency s direction or vision, or the Agency s values and principles. Meets Expectations Actions and behaviors are consistent with his/her stated expectations, the Agency s direction or vision, and the Agency s values and principles; sets a positive example for how others are to act. Exceeds Expectations Always does the right thing, even when it may be unpopular or difficult; models the Agency s principles and values, while supporting his/her stated expectations, leadership style and philosophy; role model of consistency between words and actions. Consistently shows fortitude to make difficult decisions, support direct reports and defend their actions, and appropriately challenges senior leadership even when it may be easier to go along. Readily accepts responsibility for mistakes and actively works to learn from them. Regularly communicates the Agency s mission, vision, and strategic objectives; consistently demonstrates the Agency s vision and values in actions and paints a picture of what success will look like once the mission is achieved. Advocates for direct reports and for what he/she believes is the right decision or action at the appropriate times. Does not challenge others requests, directives, or instructions; fails to advocate for direct reports when appropriate. Pushes blame for mistakes off on others. Takes responsibility for his/her mistakes and appropriate corrective action. Rarely emphasizes the Agency s mission or vision; does not communicate the organization s strategic objectives or long term goals and/or fails to hold employees accountable when they take actions that are not consistent with the Agency s mission. Communicates the Agency s mission or vision and strategic objectives to others as a way to build support for programs. Reinforces actions that are consistent with the Agency s mission. Discusses how employees work contributes to and is aligned with the Agency s mission and strategy
Leads Others (contd) Leads by example, consistently maintaining high ethical standards and strong work habits. Advocates for employees and defends well-thought out decisions and actions when appropriate. Accepts responsibility and is accountable for mistakes when appropriate. Communicates a compelling direction, vision and mission for a business unit or team. Establishes organizational goals and provides clear direction for employees. Communicates how employees work, responsibilities, and results contribute to and are aligned with the Agency s strategic objectives and mission and translates strategy into plans and action items. Displays optimism about the likelihood of success of a strategy, change, or initiative. Applies appropriate individualized approaches with each person and situation to encourage or motivate commitment, and addresses and overcomes concerns with persuasive rationale when appropriate. Does Not Meet Expectations Misses opportunities to provide direction for others; stated goals and direction are unclear or ambiguous. Meets Expectations Provides clear and basic direction and expectations for the unit or team; communicates management instructions to staff so they can properly execute new policies and procedures. Exceeds Expectations Stated direction for the work group is clear, specific, and aligned with the Agency s mission and vision; communicates about management instructions, changes, and initiatives in multiple settings, providing specific guidance as to how they should be followed. Is consistently proactive in building productive working relationships with staff; makes building staff relationships a priority. . Emphasizes the broader impact and bigger picture of actions, changes, and assignments in order to provide employees with rationale behind changes and greater understanding of the importance of their work. Shows enthusiasm and takes time to speak openly with staff about new policies, initiatives and procedures; seeks staff input and concerns, works with employees to identify how the initiative or change will affect the work group, works to overcome potential challenges, and gains buy in. Maximizes use of logic and data and tailors approaches to focus on different leverage points of specific audiences. Fails to consistently establish effective working relationships with staff. Consistently establishes productive working relationships with staff. Does not consistently communicate how employees work contributes to the unit s, or program s strategic objectives. Communicates how employees work contributes to the unit s or program s strategic objectives; outlines how employees and the work group fits into the bigger picture. Conveys positive tone, language, and demeanor when discussing a strategy, change, or initiative; encourages others to support changes (e.g., states that it is important they be followed); communicates to ensure others understand new policies and procedures. Uses a consistent, logical argument to support his/her position. Does not support, via his/her actions or statements, Agency initiatives, changes, programs or goals; takes a we have to do it because they say we have to do it stance with regard to new directives or instructions. Does not present logical data or arguments; information may be inconsistent with position taken.
Builds Relationships/Organizational Savvy Builds and maintains positive and professional working relationships with other agencies and internal colleagues and leverages these resources efficiently and effectively to achieve objectives. Shares information with other agencies or internal colleagues when appropriate and responds promptly, thoughtfully and thoroughly to their requests or needs. Collaborates, supports, and cooperates with others to accomplish team, unit, program, or Agency goals. Understands and effectively works within different organizational structures and dynamics. Considers how the work environment, relationships, political nuances, and/or the organizational structure and culture will influence the feasibility and viability of possible actions or decisions. Helps others build professional networks. Works within the culture to accomplish the goals outlined by the Agency. Does Not Meet Expectations Makes little effort to build relationships within or external to the organization; has difficulty locating needed resources via his/her network. Meets Expectations Works to build a strong internal Agency network covering all departments, units, and functions; knows who within the Agency to contact to get necessary help or resources; identifies key external contacts and works with them to overcome challenges or address questions/concerns. Communicates with internal and external stakeholders regarding Agency initiatives and programs and is responsive to their needs, complaints, and requests. Exceeds Expectations Shows exceptional ability to build a strong network internal and external to the Agency; consistently finds limited or obscure resources from internal or external resources to help the Agency or his/her unit/team achieve goals; creates system/process to proactively maintain regular contact. Proactively seeks out the needs, requirements, and expectations of internal and external stakeholders; gets and/or provides needed information to stakeholders before they ask; follows-up regularly to ensure their needs were met. Recognizes when others are struggling, or consistently takes the initiative to ask if others need help, support, or assistance; takes a lead role on intra-Agency work groups, teams, or projects. Proactively recognizes when there are working relationship problems with internal or external stakeholders and acts quickly to address and resolve or prevent potential problems before they occur; adapts his/her approach to the culture and structure of internal and external units. Introduces staff to internal and external stakeholders to help them build networks; provides specific coaching and help with getting others to understand and maneuver through particularly challenging political situations either internal or external to the Agency. Doesn t respond to requests from internal or external stakeholders in a timely manner (e.g., return phone calls or e-mails); does little follow- up, fails to provide important information, or does not keep others informed when decisions impact their work. Declines or continues with his/her own tasks when asked to help others on higher priority problems; fails to actively contribute to important intra-Agency work groups, teams or projects. Has difficulty adjusting his/her decisions, approach, or actions to other unit s culture and structure. Decisions, projects, and initiatives sometimes encounter setbacks because he/she did not consider how the Agency s culture, structure, and politics would be impacted. When asked, helps and provides assistance to others or participates actively on intra-Agency work groups, teams, or projects. Works effectively across Agency units and departments on shared projects and initiatives; compromises when necessary to achieve Agency objectives. Takes into account how the Agency s culture, structure, politics, and internal relationships will impact the successful implementation of projects. Provides general guidance to staff and colleagues on effective techniques for building relationships and on how to utilize internal networks or build support for a solution or course of action. Takes a hands off approach with regard to others networking; provides little guidance, help, or assistance in helping others to expand their networks or understand organizational politics.
Interpersonal Skills Fosters relationships; builds rapport with others from various demographic backgrounds (e.g., educational, socioeconomic, racial, etc.) and individuals who have varying personal histories and personalities. Shows sensitivity to others needs, opinions, background, circumstances, and concerns. Maintains appropriate objectivity in situations. Resolves conflicts or disagreements in a constructive way. Demonstrates an appreciation for differences in perspectives and opinions. Does Not Meet Expectations Shows difficulty building effective rapport with others. Meets Expectations Uses various approaches and strategies to build rapport with those of varying backgrounds, histories, and personalities. Is accepting of others differences or perspectives; maintains objectivity and a respectful approach regardless of someone s personal circumstances or demeanor. Uses an appropriate manner, style, or tone/language when disagreeing or enforcing policies; provides alternative solutions to resolve disagreements when possible. Exceeds Expectations Develops effective working rapport with the most challenging, resistant, or difficult individuals. Fails to demonstrate sensitivity to others personal challenges or perspectives; inappropriately criticizes others for their differences or fails to promote a respectful, professional environment for others. Uses an inappropriate manner, style, or tone/language when disagreeing or enforcing policies with others; may escalate situations unnecessarily. Takes steps to better understand the potential causes of difficult/challenging behavior and adjusts approach to promote positive outcomes when possible by utilizing additional alternatives. Makes repeated attempts to overcome resistance from others and obstacles to getting agreement; is often able to gain commitment from others in challenging or emotionally charged situations; serves as a resource to help others work through difficult interpersonal situations and utilizes conflict resolution to resolve issues. Is resourceful in using ideal approaches to overcome objections or promote accountability in the most difficult situations; provides guidance to others on how to effectively manage difficult interpersonal situations. Routinely gives specific guidance, coaching, and advice to others that develops their ability to show considerable professionalism in difficult situations. Fails to listen or acknowledge others points of view and fails to resolve disagreements/ conflicts effectively as a result. Acknowledges another person s perspective while working through challenges to gain commitment to a course of action for positive outcomes. Fails to demonstrate for staff how to build rapport and show professionalism effectively in challenging situations. Sets an example for staff on how to effectively show professionalism in difficult situations; holds others accountable for being respectful toward others.
Provides Customer Service Is helpful and responsive to relevant internal (e.g., individuals who call the office, other Agency staff) and/or external (e.g., outside agency personnel, defendants) customers or stakeholders. Solicits and/or incorporates internal and external customer feedback if appropriate. Applies judgment within established guidelines to resolve customer-related problems. Treats customers courteously and attempts to respond to their needs in a timely manner. Sets customer service standards for a unit or team and holds others accountable for providing effective customer service Does Not Meet Expectations At times, speaks to customers in a disrespectful, curt, or unprofessional tone or voice that may make the situation worse; allows others in the organization to be unprofessional with customers. Fails to take sufficient initiative to meet or follow up on customers requests or needs or goes outside of accepted PSA or unit standards and regulations when responding to customers. Meets Expectations Uses respectful and courteous tone and language when communicating with customers and holds staff accountable for doing the same; sets a standard for how to respond to customers in the organization. Researches problems and provides customers with the information, services, answers, or work that they request on time and within unit or PSA guidelines. Exceeds Expectations Regularly emphasizes customer service through actions and decisions; steps in to help solve difficult customer problems when appropriate. Goes beyond customers stated requests to independently identify what else they may need and could benefit from, and works to deliver those; regularly balances customer and Agency goals and provides service that exceeds customers expectations. Proactively seeks customer s feedback and uses suggestions and feedback, when appropriate, to suggest or implement improvements to services or products. Takes considerable initiative to understand customer complaints, explain reasons, decisions, and actions and explores or identifies possible alternative solutions to meet their needs. Proactively coaches others on customer service skills and establishes new processes or methods to improve customer service capabilities. Does not take notes of or respond to customer feedback or complaints; allows problems to be escalated when he/she could have managed them. Fails to provide information customers need, or denies their request abruptly, without further explanation or clarification. Listens openly to customers feedback and complaints, notes the feedback when appropriate, and takes initiative to resolve issues. Asks questions to understand customers complaints or requests; explains reasons for decisions, rules, and actions, Fails to set or enforce high standards for customer service in a workgroup. Communicates regularly with staff about the importance of outstanding customer service. Sets and enforces clear expectations for the level of customer service that should be provided in a branch/unit/program.
Communicates Effectively Speaks clearly and concisely conveying information effectively in both group and one-on-one situations. Adjusts communication style and approach as necessary based on the audience s non-verbal cues, level of expertise, understanding, or perspective. Simplifies complex information so that others clearly understand key messages. Writes clearly and concisely. Written communications utilize correct grammar and spelling, and are free of errors. Adjusts writing style based on the type of document being produced or the audience receiving information. Listens openly, attentively, and patiently. Creates an environment that encourages open communication and keeps staff informed of critical information. Does Not Meet Expectations Fails to effectively deliver a clear, understandable verbal explanation or message; may ramble, present incomplete, overly technical, or disorganized information, or lack relevant details important to the message. Verbal delivery of information lacks enthusiasm at times; may use minimal body language, or voice inflection, or fails to speak with appropriate volume/projection. Meets Expectations Exceeds Expectations Thinks quickly on his/her feet, adjusts delivery to the optimal level based on the audience, and generates persuasive, effective verbal responses to challenging questions; displays confidence presenting information to all audiences (e.g., senior leaders, judges, etc.). Takes proactive measures to engage others through a persuasive delivery style when communicating; speaks with passion and enthusiasm, strong voice projection, and very effective non-verbal behaviors. Produces error-free written work that is easy to follow, read, and comprehend; choses optimal writing style and approach for the type of document being produced; provides reviews or guidance of others written work when asked. Consistently provides thorough details or examples, analogies, graphs, or charts to clarify and illustrate key written messages or influence others. Delivers a clear, understandable verbal message in typical interactions and situations; offers succinct, yet informative information and generally stays on point; delivers information that is at the right level for a given audience. Generally uses effective volume, some voice inflection and appropriate non-verbal behaviors (e.g., facial expression, eye contact) when speaking. Tends to write in the same manner across different types of documents that call for different styles; writing is not organized well and is difficult to follow. Written reports are well organized and formatted correctly; varies level of detail and writing style depending on the type of document being produced. Written work contains several grammatical and/or spelling errors, awkward phrasing, and structure mistakes (e.g., run-on sentences). Interrupts others or fails to listen to, learn from or acknowledge others points at the appropriate times. Written reports contain consistently correct grammatical and spelling, clear phrasing, and correct sentence structure; reports are filled out accurately. Listens to others and acknowledges their point of view; modifies his/her thinking, position, or decision based on new information gathered from others when appropriate. Passes on appropriate information to the team as it is received via one-on-one conversations and email. Actively listens to others, asking clarifying questions, summarizing their perspectives, and ensuring mutual understanding or finding optimal solutions to disagreements when appropriate. Consistently establishes formal processes to facilitate regular team communication (e.g., team meetings); over communicates using different approaches to ensure others are informed and understand critical information. Fails to provide relevant information to team members, or does so only sporadically.
Delivers Quality Results Makes and honors commitments; ensures appropriate and timely follow through and attends to important details. Oversees reporting for a business unit (e.g., time and attendance, performance elements, court reports, monthly statistics, compliance statistics, or treatment placements). Maintains accurate budget documentation (if applicable) and controls expenses to ensure they are within budget parameters. Ensures work and staff resources are leveraged efficiently to maximize use of available budget. Enforces existing quality control standards or policies/procedures and/or establishes quality control standards to ensure work meets branch/unit/agency standards and/or customer expectations. Follows and enforces policies, procedures, guidelines, rules and regulations, including Management Instructions or directives and safety procedures and protocols. Does Not Meet Expectations Fails to follow through consistently with commitments; may not emphasize importance of follow through and attention to detail to staff. Meets Expectations Follows through with commitments; emphasizes the importance of follow through to staff and keeps others informed of progress or potential problems when appropriate. Exceeds Expectations Frequently exceeds others expectations for follow through and encourages staff to do the same; completes work ahead of deadlines and makes adjustments or shows extra initiative to ensure commitments are met when necessary. Establishes review processes or proactively addresses unit or team reporting inefficiencies to improve accuracy, timeliness, or quality of reports. Fails to ensure unit or team reporting is done accurately or by established deadlines; does not provide sufficient reviews of reports before submission. Assigns and reviews unit or team reports (e.g., time and attendance, performance elements, court reports, monthly statistics, compliance statistics, or treatment placements) to ensure they are completed on time and accurately. Documents applicable budget information (e.g., training) and reviews relevant expenditures regularly to ensure expenses are controlled (if applicable); ensures staff members have essential resources they need to get the job done. Regularly communicates and reinforces existing quality standards for staff work; ensures staff members are clear on quality expectations when written policies do not exist. Ensures own and others work in the unit or team follows standards, policies, procedures, guidelines, and rules and regulations; learns, applies, and communicates new directives effectively. Overruns applicable budgets (e.g., training) or fails maintain up-to-date or accurate records when asked; training resources are not distributed equitably. Frequently identifies efficiencies, leverages staff resources more effectively, or finds more cost effective methods to maximize the use of training or other relevant budgeted resources. Does not directly enforce or communicate quality standards or expectations at times; is reactive to quality problems and does not sufficiently address the causes of repeated deficiencies or errors. Produces work or makes decisions that are not consistent with relevant policies, procedures, guidelines, rules or regulations at times; fails to learn or implement new directives effectively. Takes initiative to develop new processes and expectations to enhance quality of products or services or to proactively evaluate the level of quality of a specific process, report, or method. Takes independent initiative to research and learn more about policies or regulations or seek other perspectives to ensure work, decisions, and recommendations are compliant even in unusual or complex situations. Details of work are consistently complete, accurate, and thorough; proactively reviews others work to ensure quality and recognizes others for high quality work. Acts quickly to remove or avoid conditions that cause potential for safety concerns; independently intervenes to diffuse unsafe situations and or deescalate interactions with belligerent, upset, or hostile individuals and coaches staff on safety protocols. Work contains critical or considerable errors or omissions of basic, key information; fails to audit work provided by others thoroughly. Completes detailed work in an accurate and timely manner and audits others work thoroughly. Does not consistently apply or enforce safety principles and practices to ensure the safety of his/her work environment; fails to ensure all staff members are appropriately trained on safety protocols. Takes and applies safety training to ensure he/she performs work in a safe manner; ensures staff members are appropriately trained on safety protocols.
Takes Initiative Demonstrates personal accountability for achieving results within established timelines. Takes appropriate levels of independent action to identify opportunities, solve problems, and/or complete work. Provides feedback on procedures and offers suggestions and change ideas. Seeks assistance when encountering difficult situations and asks for help at appropriate times. Shows tenacity and perseverance in achieving objectives; stays focused and persistent and remains committed to objectives despite obstacles. Stays professional and motivated when dealing with difficult individuals/situations or when things do not go as planned or recommended. Appropriately challenges the status quo, offers new ideas, or takes calculated risks to make improvements. Helps employees overcome challenges or obstacles to performing their work. Does Not Meet Expectations Waits for others to provide direction, give instructions, ask for help, or assign a task, before taking action on some day-to-day responsibilities; does not act independently at the appropriate times. Misses opportunities to suggest improvements to processes or procedures, provide feedback on operations and performance, or take on responsibility for helping to improve the team or unit s performance Does not seek assistance or involve others with unusual or difficult situations, when it would be appropriate to do so. Meets Expectations Does what is expected of him/her on the job without having to be asked. Exceeds Expectations Readily takes on both routine and challenging assignments without having to be asked; does more than is expected; identifies what needs to be done and does it. Provides ideas or suggestions of ways to change and streamline procedures and processes when asked. Identifies opportunities to improve, streamline, or change individual or unit-level procedures or systems, and proactively suggests specific ways to improve them; takes on extra responsibility to improve a work process. Proactively seeks input from others who may be able to provide an important perspective; takes advantage of opportunities to involve others in solving systemic problems or preventing problems from occurring when possible. Proactively identifies potential problems and offers multiple possible solutions to resolve or avoid them; researches to recommend an ideal best solution for the situation; sometimes creates plans for implementation. Consistently stays focused, motivated, and positive despite difficult obstacles and challenges; overcomes challenges or constraints for self and others with resourcefulness, perseverance, or considerable effort. Encourages others to take appropriate risks, look for new ideas, offer creative input, or challenge the status quo when there are opportunities to do so; models this behavior and creates processes/systems to allow employees to be creative and innovative. Remains alert to when employees may be struggling and proactively steps in to assist them without having to be asked; takes considerable initiative to overcome challenges for employees and proactively removes potential barriers at times. When appropriate, seeks assistance from others to address unusual or difficult challenges. Points out problems without offering solutions. Identifies viable alternatives or solutions to a problem. Shows frustration/pessimism, loses motivation, or tends to quickly give up on a task when encountering obstacles or setbacks; makes excuses or fails to take appropriate initiative to overcome challenges and ensure timeliness and quality of work. Tends to miss opportunities to challenge the status quo; is more conservative and less apt to take appropriate risks; solutions tend to be standard and traditional. Remains appropriately optimistic despite day- to-day challenges or changes; takes initiative to overcome a setback or challenge when possible to ensure timeliness and quality of work. Offers creative and/or resourceful ideas to improve service and operations without taking on or requiring more resources; takes some calculated risks. Misses opportunities to help employees overcome obstacles or challenges at critical times; gives employees little support or assistance. Provides assistance and guidance when employees encounter obstacles or challenges to completing their work; helps them to find needed resources or remove barriers when asked.
Plans and Organizes Considers long-term implications when planning, and directs efforts toward activities that address both short- and long-term goals. Effectively and efficiently utilizes the time available within the standard work day to schedule organize, prioritize and accomplish day-to-day job duties. Prioritizes work appropriately according to task urgency and importance and reprioritizes as necessary. Balances multiple priorities and assignments simultaneously. Ensures individual activities receive appropriate attention to quality/timeliness when completing multiple tasks at the same time. Does Not Meet Expectations Plans are often reactive to address immediate problems or crises; fails to proactively plan and/or take into account long-term strategies or impacts. Meets Expectations Establishes specific plans for a workgroup; considers both short and long-term strategies and impacts of plans. Exceeds Expectations Integrates strategic Agency plans into day to day planning; routinely takes proactive steps to plan which minimize crisis management activities and balances long and short-term impacts when determining the best course of action. Work is exceptionally well organized and frequently completed ahead of schedule as a result. Restructures work, proactively researches information, or suggests changes to work processes that maximize productivity and efficiency. Works ahead of schedule and efficiently and is often available to provide assistance with unexpected, urgent issues as a result. Proactively develops organizing processes that enable him/her to manage numerous priorities simultaneously; consistently manages a considerable workload while emphasizing the right priorities. Looks for opportunities to better leverage and schedule staff and work assignments to maximize efficiencies. Often seeks to improve staff skills in the area or organizing, planning, and managing priorities at work. Misses deadlines that are within his/her control. Generally meets deadlines that are within his/her control. Does not maintain a steady work pace, and work load becomes significant at times as a result. Works at a steady pace to complete daily priorities. Does not prioritize tasks effectively; may fail to handle the high priority items with appropriate sense of urgency. Generally makes the right decisions about work priorities to ensure the highest priority issues are handled first. Works on activities one at a time or as they arise, and fails to complete some items that should be addressed as a result. Balances multiple activities when necessary and tracks items to ensure completion of urgent items. Fails to appropriately schedule staff to ensure work can be accomplished efficiently and effectively. Allows inefficient processes or methods to impact employees ability to work effectively and efficiently. Completes duty staffing calendars and plans for specific work and leave requests to ensure workloads are manageable. Promotes efficient methods and encourages others to be productive during work time.
Solves Problems and Makes Decisions Exercises sound judgment across situations, synthesizing information and assessing relevant input and data to respond to questions, drive appropriate decisions/recommendations or create viable solutions even under pressure. Considers potential consequences of a course of action prior to making a decision. Seeks input or approval from others at appropriate times. Gathers relevant data, asks probing questions, and secures additional information in order to understand a problem or situation. Generates multiple logical and viable solutions to problems when appropriate. Assesses and understands the linkages between staff activities, processes, and unit outcomes, in order to assess the impact of changes on efficiency and workflow. Readily sees how changes and new programs and procedures will impact different units and functions. Incorporates the Agency s mission, objectives, and long-term plans into decisions and recommendations. Accurately interprets written information or helps employees interpret specific language, terminology or report content. Does Not Meet Expectations Asks the same question repeatedly at times; fails to learn from experiences and apply to new situations. Meets Expectations Effectively solves routine problems and learns from experiences to apply to future situations; helps others learn to better solve problems. Solves day to day problems effectively; asks for input or approval to solve problems at the appropriate times. Exceeds Expectations Synthesizes complex data and information, identifies viable solutions, and solves challenging or unusual problems effectively. Drives ideal solutions to challenging problems after seeking specific data, analyzing complex information and leveraging the right professional expertise, even under pressure. Takes initiative to thoroughly research a situation, asks probing questions to uncover less obvious issues or problems, and secures information to generate alternatives and effective solutions across a wide range of circumstances. Thinks through multiple alternatives and considers potential long or short term consequences of each course of action to make important decisions. Takes initiative to proactively align work to support objectives and mission of PSA and other units or Branches; emphasizes PSA s mission and background at appropriate times (e.g., in defending recommendations, explaining decisions, prioritizing work for employees). Over relies on others to solve problems that he/she should be able to solve. Fails to ask key questions or does not gather basic facts and information necessary to effectively solve a problem. Gathers the basic information needed to solve day to day problems effectively and completely; offers viable solutions to problems. Decisions are at times inconsistent with relevant policies and procedures, or not well-thought out with available information about a situation. Does not demonstrate an understanding of fundamental PSA history, vision, mission, strategy or objectives relevant to accomplishing his/her work; takes actions or makes decisions that are not consistent with PSA strategy and mission. Consistently makes decisions that are logical and consistent with relevant policies and procedures; seeks approval at the appropriate times. Understands the PSA vision, mission, strategy, or objectives relevant to accomplishing his/her work (e.g., basic purpose and background of PSA); understands how units within PSA contribute to the mission and objectives, and makes plans, decisions, and recommendations that are consistent with the Agency s mission. Understands how the work of individuals within a unit contributes to unit or Branch goals; readily sees how internal processes or procedures impact or hinder the success of a Branch. Pays attention to internal changes, obstacles, or challenges that could impact the unit or Branch s performance; and takes some initiative to make decisions based on these changes and act or create plans to address these changes. Knows and correctly interprets basic words, acronyms, and/or terminology typically found in information from internal and external Agencies with whom he/she interacts; can read and interpret basic reports and information he/she encounters frequently and assist employees when necessary. Scope and breadth of view is limited to within his/her unit; has trouble assessing or discussing the linkages between individuals work, the unit s processes and procedures, and overall results. Does not maintain awareness of important changes, issues, or obstacles that could impact unit or Branch performance; needs assistance in identifying changes that could impact his/her operation. Is not familiar with routine words, acronyms and/or terminology frequently seen in documents or on- line searches and cannot effectively respond to employee s questions regarding terminology or reports. Takes a broader view of PSA, seeing how processes, procedures, and operations within a Branch or unit impact and are impacted by external work groups, units, and departments. Takes additional strides to understand external stakeholder s organizational culture to help mitigate atypical or complex problems, which may impact the mission of unit or branch Knows at a detailed level some words, language, acronyms, or terminology associated with internal and external Agencies; helps build employees capabilities in reading and interpreting atypical or complex written documents.
Technical Expertise Provides subject matter expertise in the area he/she supervises. Demonstrates an understanding of the professional and technical components of the jobs under supervision as well as the policies and procedures governing a particular unit. Provides technical guidance and oversight to employees in a unit. Leverages technical understanding to provide input into policy decisions or procedural changes. Interprets technical standards and policies when necessary. Troubleshoots and helps resolve problems in a particular technical area. Uses or oversees use of the relevant computer software and systems needed to perform job duties within a team or unit (e.g., could include such systems as PRISM, Courtview, JACCS, SMART, PACER, e- Agent, WALES, outside agency websites, NCIC, RMS, JUSTIS, G4S, OMNIlink, Accucare). Does Not Meet Expectations Fails to demonstrate understanding of important aspects of the area he/she supervises or related areas outside of his/her team or unit; does not take appropriate initiative to research information or develop additional understanding. Fails to obtain or provide technical guidance or direct employees to the right resource to respond to technical questions or issues. Meets Expectations Demonstrates subject matter expertise in the area in which he/she supervises and has a basic understanding of how other functions outside of his/her team or unit operate. Exceeds Expectations Builds credibility as a subject matter expert in own functional area and has a strong knowledge of specific operations and functions in other areas of the Agency; reaches out to other functions to better understand operations and other technical areas. Has extensive expertise in all aspects of team or unit functioning, operations, and best practices; takes independent initiative to continually learn technical aspects of the job. Leads initiatives to make policy recommendations or procedural changes requiring extensive expertise in his/her technical area. Provides technical leadership to employees who have questions about team or unit functioning or operations. Does not provide accurate or in-depth technical expertise for policy decisions or procedural changes that impact his/her unit or team. Provides technical input into policy decisions or procedural changes; may seek input from employees who have specific types of technical expertise as well. Interprets routine technical standards/policies and solves problems in day-to-day operations effectively; may research more complex standards and gather information to solve atypical technical problems. Understands the core, most often used computer systems and software needed to perform his/her work; is efficient and effective and retrieving most basic information; understands the purpose and application of each of the different systems; ensures staff have specific expertise to utilize systems or software effectively. Misinterprets technical standards or policies or fails to effectively solve technical problems. Has extensive technical expertise that enables him/her to troubleshoot a broad range of atypical and complex problems with limited additional research at times. Does not effectively understand some basic internal or external computer systems or software needed to perform work; fails to ensure staff members have expertise to utilize computer resources effectively. Shows expertise in functionality of specific computer systems or software; coaches others on their capabilities or how to navigate or effectively utilize different computer systems to facilitate completing work more effectively; identifies the right staff resources to provide input about system design or functioning.
System and Regulatory Knowledge Exhibits an understanding of relevant aspects of DC Superior Court and/or US District Court system operations, structure, and/or processes. Understands the relevant operations of local surrounding law enforcement agencies and/or judicial systems (e.g., those relevant to a specific job such as Metropolitan Police Department, Virginia law enforcement, Probation and Parole, U.S. Capital Police, U.S. Park Police, U.S. Marshal Service, other pretrial agencies) in order to obtain and share information related to supervision, treatment, drug testing, and/or monitoring of defendants. Displays an understanding of federal, state, district, and agency policies, regulations, and laws regarding the safekeeping and release of the Agency s information (e.g., personally identifiable information (PII), FOIA, treatment information, mental health information, etc.). Understands and follows federal records management laws. Maintains appropriate confidentiality of personnel or other management decisions when necessary. Does Not Meet Expectations Fails to follow standard and expected protocols or demonstrate a basic understanding of Court functioning for routine situations. Meets Expectations Understands basic operations, structure and procedures of DC Superior Court and/or US District Court system relevant to his/her role and helps staff better navigate the system. Exceeds Expectations Takes the initiative to help others develop a detailed understanding of aspects of Court operations, structure and procedures to adjust strategies and approaches in different situations; helps staff overcome particularly challenging problems involving Court operations or procedures relevant to his/her role. Has a detailed level of understanding of relevant law enforcement agency operations or protocol and uses this knowledge to overcome challenges and facilitate outcomes for the team or unit. Does not understand basic information about operations, procedures, or protocol of surrounding law enforcement agencies relevant to his/her role. Demonstrates an understanding of basic operations of local surrounding law enforcement agencies relevant to his/her role in typical situations and answers questions or helps staff navigate agencies at times. Understands and applies a basic knowledge of relevant policies, regulations, and laws regarding confidentiality, safekeeping and releasing of the Agency s information and sets standards for employees to follow proper protocol. Ensures files are maintained according to federal records management laws specific to a particular unit. Fails to understand or apply a basic knowledge of relevant policies, regulations, and laws regarding confidentiality, safekeeping and releasing of the Agency s information. Has an advanced knowledge of the Agency s records and information policies, regulations and laws; actively manages records and information to identify possible areas for improvement or coaching of individual employees. Does not ensure files are maintained according to federal records management laws specific to a particular unit. Fails to maintain appropriate confidentiality of key personnel or management decisions. Proactively establishes processes or methods to help employees maintain more detailed, organized information. Maintains confidentiality of personnel and management decisions. Uses discretion in deciding what can be disclosed, but always maintains confidentiality while readily sharing available information.
Demonstrates Adaptability Continually develops relevant Agency and/or professional knowledge and skill. Listens to and learns from constructive feedback from others. Demonstrates openness and willingness to applying new ways of doing things to enhance productivity. Adapts approach and/or demeanor to varying work situations and individuals. Shows a calm and composed demeanor in stressful, challenging, threatening, or difficult situations. Keeps situations and relationships professional and objective. Deals constructively with demanding schedules, workloads, and pressures Does Not Meet Expectations Does not meet continuing education requirements; or fails to develop relevant Agency or professional knowledge and skill. Meets Expectations Meets continuing education requirements, takes required classes, and keeps required certifications current if applicable. Listens to and acknowledges constructive feedback and takes steps to make improvements. Exceeds Expectations Seeks out additional training or learning opportunities that may not be required but may improve their knowledge, skills, or abilities to enhance the effectiveness of PSA. Proactively asks for feedback, listens without becoming defensive, asks for clarification, and takes considerable initiative to respond to constructive feedback from others. Takes independent initiative to better understand a training concept, new initiative, or directive/procedure and serves as a resource to help others effectively implement changes or develop new skills. Readily embraces and expresses enthusiasm regarding change initiatives in the organization; adjusts approaches to work readily to maximize effectiveness in challenging or unique situations and helps others see opportunities in change. Takes steps to de-escalate tense situations by remaining patient and avoiding negative emotional responses; is proactive in managing situations and personal triggers to minimize stress or emotionality when possible. Consistently maintains an appropriate balance of concern for others and personal detachment in a wide range of very difficult and challenging circumstances; identifies staff who may need additional coaching on maintaining appropriate balance and provides guidance and feedback. Identifies opportunities to be efficient and productive when workloads are high; readily changes priorities and takes extra initiative to adjust successfully to changing priorities. Becomes overly defensive or fails to acknowledge/incorporate constructive performance feedback. Fails to incorporate training concepts or new technologies, tools, or directives/procedures effectively into day to day work. Incorporates what he or she learns from training into work; embraces new technologies, tools, or directives/procedures readily. Has difficulty understanding or adapting to certain types of individuals, situations, or changes in the organization. Is open to change initiated by the Agency and shows some flexibility in approaches to work at the appropriate times; helps others understand and adapt to change. Loses composure in or responds unpredictably to stressful, challenging, threatening, or difficult situations; fails to actively manage his/her stress or reactions to pressure. Generally stays calm, composed, constructive, and professional in stressful, challenging, threatening, or difficult situations. At times allows relationships to affect his/her objectivity and ability to provide quality service or make fair decisions. Keeps relationships with others objective and professional; maintains a healthy sense of personal detachment from the work and helps staff do the same. Reacts negatively to high workloads or changes in schedules, priorities, or assignments (e.g., complains; does not adjust schedule effectively; misses deadlines). Responds in a constructive manner when workloads are high or priorities, schedules, or assignments change (e.g., reprioritizes work; seeks additional resources).
