Author： Thoesen Richard C. Arnsbarger Mary B.
Publisher： Water Environment Federation
ISSN： 1938-6478
Source： Proceedings of the Water Environment Federation, Vol.2006, Iss.10, 2006-01, pp. : 2404-2413
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Abstract
Managing change within today's public water and sewer utility requires clear objectives and alignment among departments and employees. In the Loudoun County Sanitation Authority (LCSA), a company-wide Strategic Plan, departmental Action Plans, and individual Performance Objectives combine to enhance ownership and maintain organizational alignment. Employees work towards advancing the organization through individual efforts that complement the Strategic Plan and improve organizational effectiveness.This paper presents the LCSA Performance Appraisal System and its relationship to the Strategic Plan. Developed to serve as a component of a new Pay-for-Value System, the Appraisal System represents the vision and values of the utility; supports the Strategic Plan; promotes employee versatility; and fosters skill development and career advancement. The paper discusses the consequences and overall value of Performance Objectives when compared to more traditional Performance Factors (such as dependability, initiative or work quality) that historically have embodied the knowledge, skills and abilities of employees. The energy and desire to achieve individual Performance Objectives is influenced by this Appraisal System.
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