2004 Performance Management Report Table of Contents Introduction Performance Management System Natural Resource Protection Cultural Resource

Protection

Facilities Education & Interpretation Public Safety Recreation

Introduction & The Pathway to the Seventh Generation This report is the biennial status of performance outcomes and measures for the California Department of Parks and Recreation. This also contains a summary of the information contained in the Departments publication The Seventh Generation, the Strategic Vision of California State Parks.

Performance Management System The Performance Management System diagrams the departments core business activities that are derived from the mission and represent the unique functions the Department. Following each core program is a desired outcome. Each outcome is assessed by a set of measures that together indicate the degree of success accomplished during each measurement period. Natural Resource Protection California State Parks is the steward of some of the most diverse ecosystems in the world. With the role of stewardship comes the responsibility to preserve, and when necessary restore, these natural systems of state and national significance.

Cultural Resource Protection Cultural resources include buildings and structures, historic landscapes, archaeological sites, artifacts, and documents that collectively represent Californias rich and diverse cultural heritage.

Facilities California State Parks is responsible for the care and maintenance of the many facilities under its stewardship. The condition and upkeep of the infrastructure leave a lasting impression on visitors to parks and protect the States assets for future generations to enjoy.

Education and Interpretation Education and interpretation are essential to the achievement of the California State Parks mission. Interpretive and educational experiences add intrinsic value to the visitors experience in our parks. Simultaneously, the public gains knowledge, appreciation for and insight into Californias natural and cultural heritage, thereby leading to an understanding of the need to preserve the resources found both inside and outside of state parks.

Public Safety More than 85 million people visit California State Parks each year. The Department employs over 800 peace officers to safeguard both visitors and the resources themselves. Rangers and lifeguards provide not only law enforcement and aquatic rescue services, they also provide public education through interpretation.

Recreation The Departments mission and legislative charge state a mandate to provide high quality recreational opportunities and experiences for the public. Recreation surveys have consistently shown that Californians feel that outdoor recreation areas, services, and facilities are essential to their quality of life.

Employee Performance Management HR.com Who we are: Committed to making your life easier! Connecting you to information, resources, experts, research 135,000 HR and Training professionals What we provide: Articles, online learning seminars Interviews with Thought Leaders Industry research reports Conferences New for 2005 Executive Councils communities of peers networking and sharing best practices Join now at www.hr.com Employee Performance Management Overview A variety of performance management philosophies results in a variety of practices The role of technology Agenda Trends What do we want to achieve? Performance Management continuum Marketplace and vendor offerings Planning to avoid pitfalls Two case studies ROI The future? Current Trends One of the top five trends for senior HR professionals Significantly drive employee performance and corporate results Traditionally, still a very manual process Increasing interest in pay for performance processes and succession planning

Components Appraisal and assessment Support and coaching Alignment of goals Development planning Skill identification Identification of training needs including certification Succession planning Tracking and reporting Benefits Higher profits Better cash flow Stronger stock market performance Improved productivity Hewitt Associates, 1994 Organizations with culture aligned with business strategy outperform those that are not aligned The New Corporate Cultures (Deal and Kennedy) Higher returns on investment and stock price increase The most effective performance management systems are characterized by their consistent use throughout the organization, their integration with other systems, senior management involvement, employee involvement, and their links to organizational strategy DDI Managing Performance: Building Accountability for Organizational Success, Executive Summary Moving From Paper to Technology Increased effectiveness Ability to measure results Maintain and track accountability Ensure appraisals are related to day to day activities Link to organizational objectives Ensure consistency Identify training Accurately link performance ratings to compensation Overview of the EPM Marketplace Larger players, including ERP and HRIS vendors Niche or Best of Breed players Single solution Suite of integrated modules Build your own solutions Overview of the EPM Marketplace

Capabilities Cascading and linked goals Competencies Central dashboard Configurable workflow Appraisal preparation support Manager support/coaching tips Extensive reporting options 360 feedback or multi rater feedback Links to other modules or full integration What Do We Want to Achieve? Avoiding Pitfalls Ensure support from the top of the organization Develop a strategic plan Develop a forecasted budget Update job descriptions Transparency and trust Identify actionable items for each goal Link individual goals with organizational goals Build in accountability Provide appropriate training Determine if tied to compensation management Change Management Case Study City Public Service City Public Service (CPS), the nations largest municipally-owned energy company, located in San Antonio, TX Just over 4,000 employees Strong commitment to encouraging employee performance Purchase of an EPM software solution seen as a key initiative to support the performance management process Guiding Principles To move from a paper-based to a paperless system Decrease administrative time Allow tracking and alignment of goals Ensure quality evaluations Increase feedback related to competencies Provide effective performance management data

 To move from an anniversary date appraisal completion process to a common completion date Steps Taken Only 45 days from purchase to the go live date A variety of levels of computer literacy amongst employees Steps taken: Began with sound performance management processes in place Customization of solution to fit specifications Formation of an implementation team Development of a detailed implementation plan Utilization of train the trainer program Designation of software support representatives Clarification of roles and responsibilities Results Completion of 1,983 salaried employees annual appraisals in a period of 60 days Annual merit increases awarded approximately one month later Eliminated work load of approximately four different personnel allowing them to focus on other HR functions Improved on time completion rates Increased consistency of process Reduction in need for storage space Substantial reduction in future administrative time Case Study Sears, Roebuck and Co. Employs about 220,000 Associates, in over 3000 locations Performance Management is a daily process Formal reviews are conducted for all Associates once a year Performance review process is tied to the calculation of merit and incentive payments Review process tied to Talent Management Process Custom developed web tool Guiding Principles Fundamental belief rewards are tied to performance Streamlined way to manage process Consistent communication to Associates Reporting and management of performance initiatives Accurate calculation of pay Steps Taken Strong performance management process and communication system in place Identification of personal goals, performance goals and competencies System to identify accountabilities and responsibilities by process R = Responsible A = Accountable C = Consulted I = Informed Safeguards to ensure fairness and consistency of pay for performance Gradual implementation of change Results Identification and refinement of key performance measures Greater understanding of employee skill level Increased accountability and personal responsibility Increased clarity around performance scores Improved consistency amongst performance expectations Fairness of pay for performance Common Elements

Tips From Current Users Ensure sound performance management practices are in place, a software solution will not replace proper supervision Roll out the process step by step Thoroughly research before making a buying decision Go in with your eyes open have clear expectations and ask questions up front Consider your future needs Make sure your infrastructure will support the software Get to know your vendor Return on Investment Increased efficiency Ability to identify and keep top performers Significantly reduced grievances Increased clarity and accountability Consistency of process More formalized process Improved quality of reviews Increased alignment Employee satisfaction Future of EPM Software Trend towards consolidation EPM software market will demonstrate at least a 15% compound annual growth rate through 2008 Gartner, 2004 EPM MarketScope