Community Child Services Incorporated Compensation Plan

Student Name

Performance Management

Date

Professor Name

Performance Management

Keiser University

Dear Professor _________,

The attached document is the Final Report project for the Performance Evaluation class. The purpose of this report is to provide an analysis of the Community Child Services Incorporated compensation plan. In this report, I will discuss pay practices, greater opportunities for career growth, greater management flexibility, accountability and new ways to recognize and reward exceptional employee performance and acquired skills. My final objective is for this report to explain the Community Child Services Incorporated compensation plan:

They use a performance-based compensation plan is modeled after the most successful “best practices” now being used by major corporations and governmental entities on the national, state and local levels.

This report will completely examine and explain each component of the compensation plan and pay model. In addition, you will find a job description for a Case Administrator and a performance appraisal including the methods for appraisal and performance review.

I have worked very hard to present this document to you. I also look forward to you reviewing this report and providing any feedback you see necessary, because your feedback can increase my chances of being successful in this field.

Thank you.

Sincerely,

Lori Ahlstrom

BACKGROUND

Community Child Services Inc. (CCSI) is a private non-profit foster care and adoption organization contracted to the Department of Children and Families. They are funded buy the state and Federal Government based on many different documentations. Their focus is on protecting abused and neglected children. They attempt to provide families with counseling and programs needed to maintain and strengthen these children in the home with their parents. They provide counseling and programs on domestic violence, parenting, and dealing with teen, drug abuse, marriage counseling, and teen pregnancy, being domestic and positive communication to both parents and children. Whenever necessary we will remove the child if there is immanent danger to the child with the goal of reunification with the parents. They provide the children in the safety of a relative, non-relative, or foster home as they strive to keep siblings together. They provide food, clothing and shelter for these children in these homes. They are constantly tracking placement changes and making monthly home visits to ensure these providers are giving adequate care to the children.

STRATEGIC MAP

Objectives:

The Community Child Services compensation strategy supports the organization’s business strategy / mission statement of “We are committed to offering women and their infants with healthy alternatives by providing safe living environments, training and education to end poverty, neglect, abuse, addictions and hopelessness”. Community Child Services uses bonuses and pay raises tied to educational performance levels of staff. Cost of living adjustments are given when the budget allows. The Community Child Services strategy emphasizes professional development, internal advancement, and a generous package of work/life balance programs. Social service employees are a historically underpaid field and less likely to retain in employment. Employees are compensated as to better serve the families and enhance employee performance. This enables the employee to value their position and the opportunities afforded to him/her leading to positive employment results and internal alignment.

Alignment:

The Community Child Services compensation plan reflects the philosophy that an educated employee is a valuable one. Social workers are rewarded when they achieve Florida continuing education or credentials and/or when completing an additional college degree. All employees who seek higher education receive tuition reimbursement as well as a bonus after completing a college degree. Also, every staff member participates in the creation of a professional development plan where individual goals and objectives are determined.

Community Child Services recognizes the costs associated with employee turnover and implements a progressive retention policy. The internal hierarchy is individual although each center functions as its own team, receiving praise and/or recommendations from annual assessments and monitoring that are conducted by area, state and federal staff.

Competitiveness:

The Community Child Services compensation plan prides itself on being very competitive, while this organization’s focus is clearly on serving the needs of its customers. The company has an exceptionally low turnover rate, with the bulk of employees employed at least 9 years. The duration of employment, factoring in merit and cost-of-living adjustments pay increases directly contributes to the above average wage in this organization. Community Child Services also offers employee stability and security through many different government funding sources and high levels of public and legislative awareness. Pay increases include the cost-of-living adjustments, merit and promotion plans. Annually every employee is eligible for the cost-of-living adjustments increase when the budget allows. Merit increases are directly tied to performance evaluations and promotions within the organization which constitute a 4% increase in pay. Additional pay forms include up to a 6% match on up to 20% percent of employee contributions to the 401K Retirement Plan, 11 paid holidays per year, personal leave; 80 hours accrued for first year of service, and banked personal leave option.

Contributions:

Community Child Services employees are offered a generous benefit package. Employees are given two choices of health insurance coverage with an HMO or United Health Care; in addition a life insurance policy, vision and dental plans, short term disability and / or critical illness coverage. Additionally, Community Child Services pays 50% of an employee’s insurance premium every pay period. Community Child Services has an employee tuition assistance program with offers the employee a 100% reimbursement when achieving an “A” and 50% for “B or C” and will generally pay 20% on cost of books.

Management:

They provide a professional development plan designed to help employees become more efficient, professional workers, or to equip them with the knowledge and skills that improve career advancement opportunities. Managers are responsible for their direct report employees and perform observations, discussions and evaluations. The evaluations are completed between 90 and 120 days after regular employees are hired and after a six month probation period, a performance evaluation is completed. Permanent fulltime employees will receive annual evaluations as well. Community Child Services makes every effort to provide opportunities for promotion whenever possible. Evaluations can result in promotions, which are directly related to compensation, which is also a good time for employees to discuss any concerns they may have regarding schedules, trivial tasks, or other issues that might be present.

Community Child Services Incorporated

Job Description

Position Title: Case Administrator

Position Objective: Under direct supervision of the Federal Funding Supervisor, support will be provided to Case Managers and the Finance Department in the areas of Medicaid applications, eligibility determination, data input, and payment vouchering.

Essential Functions:

Obtains and maintains appropriate case documentation (court order and reports), field notes, correspondences, and CIC forms, and birth certificates, social security cards, for determining eligibility of clients for Federal Funding and for maintaining compliance.

Completes applications for Medicaid and Federal Funds and refers the application to Economic Self Sufficiency (ESS) for eligibility determination by the Child in Care (CIC) Specialist.

Tracks client eligibility determination by the CIC specialist on a. weekly basis.

Assists in the completion of SSI applications for children who are deemed potentially eligible and refer the application to the Social Security Office for eligibility determination.

Contacts the Social Security Office o redirect funds to the Department of Children and Families (DCF) for Children ho are already receiving SSI, SSD or SSA funds.

Enters data into the Integrated Child welfare Services Information System (ICWSIS) for the purpose of vouchering the State using expenditure codes.

Communicates with Child protective investigators and Case Managers to obtain income and household information for the purpose of determining IVE eligibility.

Tracking placements information received from the Placement Department into ICWSIS and HSN Systems to record placement and payment histories.

Audit files to ensure proper documentation for eligibility exists in the file.

After Iv-e determination has been completed by ESS the Eligibility Specialist will enter the eligibility into HSN & ICWSIS with the proper expenditure codes for payment purposes.

Job specifications:

High school diploma o GED equivalent

B.A. in Social work or Psychology

Minimum of two years of related experience

Must be able to work independently

Skills:

Strong computer skills, including the use of Microsoft excel

Strong interpersonal skill

Excellent verbal ad written skills

Ability to Multi-task

Ability to understand legal documents

Ability to maintain client confidentiality

Time management and organizational skills.

Physical Skills: Must be able to perform the following physical activities, walking, grasping both Physically and mentally, kneeling, reaching, carrying, stooping/crouching, standing, hearing/Listening, sitting for long periods of time, and be able to lift the maximum of 20 lbs.

COMMUNITY CHILD SERVICES reserves the rights to revise this job description to meet the needs of the Revenue Maximization Unit as they may arise.

Pay information:

This is a salaried position that requires Forty hours a week to be paid on a bi-weekly basis. Pay starts at $36,000 annually.

Employees should report to the Federal Funding supervisor

———————————————————————————————————————————

I have read and understand this job description and hereby physically and mentally capable of performing the job duties listed above.

__________________________ _______________________________

Date Signature of Applicant

__________________________ _______________________________

Date Signature of Witness

PERFORMANCE APPRAISAL

The performance appraisal for a Community Child Services Case Administrator has been attached to the end of this document. Community Child Service offers a review system that is streamlined and impacts the process very positively. It makes it much simpler for managers to agree upon goals and the skills necessary for the employee and then deliver constructive feedback on their progress. With clearly outlined goals, the process will benefit both the employee as well as the organization. This makes it possible for the employee’s performance to be rated overall, not just by each individual task they perform. The evaluation process starts with the employee filling out a questionnaire, and then the supervisor will review the findings and insert additional feedback, as to evaluate the employee more thoroughly. The supervisor then meets with the employee and reviews the comparisons between the self evaluation and supervisor’s findings. After the comparison has taken place the supervisor gives the employee the chance to agree or reach an understanding for the evaluation rating. The supervisor has the ultimate decision for the rating scale, but the employee does not have to agree and document this on their evaluation form as well as adding any additional positive feedback.

CONCLUSION

This class has given me so much information to absorb. Especially because it is condensed into four short weeks. Compensation is so important and employee’s main source of financial security. I believe the concept I was able to grasp the best was performance appraisal.

An effective negotiated performance appraisal helps the employee take additional ownership for both continuing effective performance and improving weak areas. Employee goals set through performance appraisals should be difficult but achievable, as goals that are overly ambitious are doomed for failure. Some employees tend to boycott their own progress by setting impossible goals to achieve. Finally, employees want to know what you think of their work. Letting workers know that you have noticed their efforts goes a long way towards having a more motivated workforce.

Performance appraisal form template

age:

name: Employee

org/division/dept : Community Child Services

position: Case Administrator

location/based at: Florida

appraiser:

appraisal venue:

appraisal date & time: 11/04/07

year or period covered: 06/07 – 11/07

time in present position: 2 yrs

length of service: 3 yrs

A1 State your understanding of your main duties and responsibilities. Obtains and maintains appropriate case documentation (court order and reports), field notes, correspondences, and CIC forms, and birth certificates, social security cards, for determining eligibility of clients for Federal Funding and for maintaining compliance.

Part A Appraise to complete before the interview and return to the appraiser by (date)

A2 Discussion points:

5. What elements of your job interest you the most, and least? This job has a lot of elements that are difficult to deal with due to children being abused. Helping the abused children when possible is a great element.

4. What elements of your job do you find most difficult? Not to be able to help people due to lack of funds or benefits.

3. What do you like and dislike about working for this organisation? I love to help people which will be a win-win situation working for this organization.

2. What do you consider to be your most important achievements of the past year? Receiving my A.A. Business Degree

1. Has the past year been good/bad/satisfactory or otherwise for you, and why? The past ten years have been wonderful due to my ability to gain effective on the job experience.

A3 List the objectives you set out to achieve in the past 12 months (or the period covered by this appraisal) with the measures or standards agreed – against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):

objective measure/standard score comment

Complete 2-3 more cases agreed 8

Excellent attendance agreed 10

Improve organizational skills agreed 8

9. What sort of training/experience would benefit you in the next year? Continuing my college education.

8. What kind of work or job would you like to be doing in one/two/five years time? I would hope to be supervising 2-3 employees.

7. What action could be taken to improve your performance in your current position by you, and your boss? Having supervisory training will enhance our performance company wide.

6. What do you consider to be your most important tasks in the next year? To develop my social skills to dealing with people and special problems.

others (for current or new role):

commercial judgement

product/technical knowledge

time management

planning, budgeting and forecasting

reporting and administration

communication skills

delegation skills

IT/equipment/machinery skills

meeting deadlines/commitments

creativity

problem-solving and decision-making

team-working and developing others

energy, determination and work-rate

steadiness under pressure

leadership and integrity

adaptability, flexibility, and mobility

personal appearance and image

A4 Score your own capability or knowledge in the following areas in terms of your current role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal to support your assessment. The second section can be used if working towards new role requirements.

A5 In light of your current capabilities, your performance against past objectives, and your future personal growth and/or job aspirations, what activities and tasks would you like to focus on during the next year. Under direct supervision of the Federal Funding Supervisor, support will be provided to Case Managers and the Finance Department in the areas of Medicaid applications, eligibility determination, data input, and payment vouchering.

Part B To be completed during the appraisal by the appraiser – where appropriate and safe to do so, certain items can completed by the appraiser before the appraisal, and then discussed and validated or amended in discussion with

B2 Review the completed discussion points in A2, and note the points of and action.

B1 Describe the purpose of the appraisee’s job. Discuss and compare with self-appraisal entry in A1. Clarify job purpose and priorities where necessary.

Will provide appropriate training within the next year to appraisee.the appraisee during the appraisal.

B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period covered by this appraisal – typically these objectives will have been carried forward from the previous appraisal record) with the measures or standards agreed – against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-appraisal in A3. Discuss and note points of significance, particularly training and development needs and wishes, which should be noted in B6.

objective measure/standard self-score/app’r score comment

Maintain performance standards agreed 8 7 needs improvement

Learn the Budget agreed 7 7

Professional development plan agreed 7 7

B4 Score the appraisee’s capability or knowledge in the following areas in terms of their current (and if applicable, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate provide evidence to support your assessment. The second section can be used for other criteria or if the appraisee is working towards new role requirements. Compare scores with the self-appraisal in B4. Discuss and note agreed points training/development needs and wishes (to B6).

others (for current or new role):

commercial judgement

product/technical knowledge

time management

planning, budgeting and forecasting

reporting and administration

communication skills

delegation skills

IT/equipment/machinery skills

meeting deadlines/commitments

creativity

problem-solving and decision-making

team-working and developing others

energy, determination and work-rate

steadiness under pressure

leadership and integrity

adaptability, flexibility, and mobility

personal appearance and image

B5 Discuss and agree the appraisee’s career direction options and wishes, and readiness for promotion, and compare with and discuss the self-appraisal entry in A5. (Some people do not wish for promotion, but everyone is capable of, and generally benefits from, personal development – development and growth should be available to all, not just people seeking promotion). Note the agreed development aim(s):

The appraisee will take on more responsibility and training to prepare for a promotion in the future.

B7 Discuss and agree the specific objectives that will enable the appraisee to reach competence and to meet required performance in current job, if appropriate taking account of the coming year’s plans, budgets, targets etc., and that will enable the appraisee to move towards, or achieve readiness for, the next job level/type, or if no particular next role is identified or sought, to achieve the desired personal growth or experience. These objectives must adhere to the SMARTER rules – specific, measurable, agreed, realistic, time-bound, enjoyable, recorded.

Appraisee will participate in several training seminars throughout the next year.

B6 Discuss and agree the skills, capabilities and experience required for competence in current role, and if appropriate, for readiness to progress to the next role or roles. Refer to actions arising from B3 and the skill-set in B4, in order to accurately identify all development areas, whether for competence at current level or readiness to progress to next job level/type.) Note the agreed development areas:

Appraisee is in an appropriate position at this time and will be reviewed again in six months for a possible promotion.

Grade/recommendation/summary as applicable:

Signed and dated by appraisee: Employee and by appraiser: Lori Ahlstrom

B9 Any other issues (to be covered separately outside of this appraisal):

Appraisers should note that personal development and support must be offered to all employees, not just those seeking promotion. Also, training isn’t restricted to sending someone on an external course – it includes internal courses, coaching, mentoring (mentoring someone else and well as being mentored), secondment to another role (eg deputising for someone while they are away on holiday), shadowing, distance-learning, reading books, watching videos, attending meetings and workshops, workbooks, manuals and guides, researching, giving presentations; anything relevant and helpful that will help the person develop towards the standard and agreed task. Avoid committing to training expenditure before suitable approval, permission or availability has been confirmed – if necessary discuss likely training requirements with the relevant authority before the appraisal.

B8 Discuss and agree (as far as is possible, given budgetary, availability and authorization considerations) the training and development support to be given to help the appraisee meet the agreed objectives above. Appraisee will be given the responsibility of the budget, monthly analysis reports, and management training.

Not to be sold or published. Sole risk with user. Author accepts no liability. Performance Appraisals process guide.

Distribution of copies/confidentiality/accessibility details:

WC (1945)

The post Community Child Services Incorporated Compensation Plan Student Name Performance Management Date Date appeared first on PapersSpot.