Personnel Development and Movement

Version 21, transcribed verbatim from the source document. Hover a paragraph for a permanent link to it.

I. Purpose of the Policy

The purpose of this order is to establish policy and procedures for the management of positions within the Jacksonville Sheriff's Office (JSO}, all elements of the Career Development Program, annual performance evaluations of members, division files, and probationary requirements for newly hired and newly promoted members. #

A. Personnel Development and Movement Definitions

1. Ancillary Assignment - A position to which a member is assigned that is in addition to his primary assignment (e.g., SWAT, Mobile Field Force, etc.). 2. Annual Performance Evaluation - A document primarily used to capture information regarding a member's performance during the previous fiscal year. 3. Classification - The category of a position (e.g., police, corrections, etc.), as determined by the City of Jacksonville (COJ) Human Resources Division based on that position's duties and responsibilities. 4. Human Resources Division - The division of JSO that oversees the human resources functions for the agency. 5. Lateral movement -A transfer from one assignment to another with no change in rank. 6. Performance Improvement Plan (PIP) - A SharePoint Form SP-1718 (Performance Improvement Plan) used to document unsatisfactory performance and establish actions required of the permanent member to improve his performance. PIPs will have a duration of either three months or six months, depending on the nature of the performance issues. 7. Primary Assignment - A member's normal daily assignment, as reflected in the Employee Information System (EIS). Each member of JSO can have only one primary assignment at a time. 8. Probationary Performance Evaluation - A document completed at specified points during a member's probationary period that rate his performance and assists in determining whether or not he should proceed to permanent status. 9. Probationary Period - A period of time during which a newly hired or newly promoted member is evaluated in order to determine if he should proceed to permanent status in that classification. 10. Promotion - A transfer from one primary assignment to one of a higher rank. For non-appointed supervisory positions, the process for promotion is governed by COJ Civil Service and Personnel Rules and Regulations. 11. Rater - A member's immediate supervisor responsible for completing the annual evaluation of that member. [CALEA 35.1.5] 12. Reviewer - A rater's immediate supervisor, who is responsible for reviewing and approving an annual evaluation completed by that rater. [CALEA 35.1.5] 13. Satisfactory - Employees who are consistent in their performance and meet expectations, and sometimes exceed expectation. On occasion, the employee may need direction and coaching to perform the functions of his job. [CALEA 35.1.1] 14. Unsatisfactory- Employees whose job performance fails to meet job requirements specified in the employee's job description, work plan, or as directed by the employee's supervisor. Performance deficiencies shall be discussed between the employee and the supervisor and documented on a SharePoint Form SP-1718 (Performance Improvement Plan). [CALEA 35.1.1] 15. Work-Along - A special duty assignment, usually lasting three days, that provides a member the opportunity to learn about and assist the operations of an area of the agency that is different than his primary assignment. #

B. Position Classification Plan [CALEA 21.2.1]

1. In accordance with COJ Civil Service and Personnel Rules and Regulations, the JSO Human Resources Division is responsible for establishing, coordinating, reviewing, and maintaining the COJ Position Classification Plan, which includes: a. The grouping of all positions into classifications, based on similarities in duties, responsibilities, and qualification requirements; b. The specifications for each classification; c. Compensation ranges for each classification; and d. Provisions for the reclassification of a position. 2. JSO is required to maintain the integrity of the Position Classification Plan by ensuring that its members are performing the duties in accordance with their respective classifications. 3. Any requested change to a position classification must be made on a Request for Change Form (RC) and must be ultimately approved by the COJ Budget and Management Division and COJ Employee Services. An RC is used to request additional positions, delete positions, request additional part-time hours, reallocate positions, and change pay grades for classifications. Changes to the number of total positions (also referred to as the "cap") and total part-time hours within JSO must also be approved by the COJ City Council #

C. JSO Position Management

1. Position Control a. Authorized positions shall be distributed among the agency's departments, divisions, sections, and units in a manner that achieves the most efficient use of personnel. b. The JSO Position Management System is a tool used by the agency to monitor the status of all authorized positions. The system specifically provides: [CALEA 21.2.3] (1) The number and type of each position authorized in the budget (also referred to as the "cap"); (2) The location of each authorized position within the organizational structure; and (3) Position status information, whether filled or vacant, for each authorized position. c. On at least a monthly basis, the Budget Division shall create and distribute a Position Control Reconciliation Report, which shall include the numbers of authorized positions and how many of those positions are filled and are vacant. 2. Workload Assessments [CALEA 21.2.4] a. Workload assessments shall be completed once every four years for each division or section in order to prevent overstaffing or understaffing by ensuring the personnel strength of an organizational component is consistent with the workload. b. Workload Assessments shall consist of the following components: (1) Designation of position responsible for assessment; (2) Assessment methodology to be used for each component; and (3) Conclusions and recommendations for allocation of personnel. c. The Industrial Organizational Psychologist is responsible for identifying the job tasks performed by each position, the number of times the task is performed, and the total time required to complete each job task. Unit workloads that are dependent on production will be calculated on production and other relevant items and recorded as a workload assessment report. d. A copy of each completed workload assessment shall be forwarded to the division chief and the Accreditation Unit. 3. Department of Corrections (DOC) Personnel Allocation and Analysis a. DOC staffing requirements are assessed on an ongoing basis and are determined by inmate population figures and a review of staffing needs for inmate health care, academic, vocational, library, recreational, and religious programs and services. Each DOC facility is assigned sufficient personnel authorized to provide complete coverage of designated security posts, surveillance of all inmates, and the ability to perform all ancillary responsibilities. b. The number of corrections officers needed to cover a position for one full shift for one year is determined using the following formulas: (1) Total hours required to fill a post equals 8 hours/day x 7 days/week x 52 weeks/year; (2) Net hours worked in a year equals 2,080 hours minus all of the following forms of leave: (a) DOC average days off per year (includes annual, sick and compensatory leave, family medical leave, suspension, leave without pay (LWOP), injury on duty (IOD), and any other leave or days off not specifically mentioned here); (b) Holidays (13 days x 8 hours/day); (c) Total training hours (8 hours/day x 5 days); and (d) Personal Leave day. (3) Relief factor equals total schedule hours divided by actual hours worked. c. Corrections officers shall be allocated in a such a way so that: (1) Certified male corrections officers are present to admit male inmates and certified female corrections officers are present to admit female inmates; [FCAC 14.08; FMJS 6.7] (2) Certified female corrections officers are on-duty at all times when female inmates are housed; [FCAC 15.11; FMJS 7.1] (3) Each inmate housing unit has at least one certified corrections officer present at all times; [FMJS 13.13] (4) Emergency assistance can be immediately provided to all corrections officers assigned to posts in direct housing areas; (5) All inmates can be seen and/or heard to ensure prompt response to calls for help or requests for assistance; and [FCAC 10.12; FMJS 13.15, 13.17] (6) Juvenile housing areas are monitored and supervised at all times. d. When a facility is insufficiently staffed due to catastrophic accidents, natural disasters, illnesses, or suspensions, officers from other shifts and/or other DOC facilities shall be mandated to work in their place. e. Recommendations for personnel changes needed to fulfill each facility's mission and provide all programs, services, and staffing support for the inmate population shall be forwarded to the facility commander for analysis. Annually, the Director of Corrections shall assemble a management staffing review team to study the entire DOC staffing plan and to review all recommendations. f. The contracted health services provider (CHSP) shall maintain a written staffing plan that ensures a sufficient number of health care personnel of varying types is available to provide adequate and timely evaluation and treatment consistent with contemporary standards of care. This plan shall be reviewed annually for adequacy by the CHSP Administrator and the Chief of Jails. [NCCHC J-C-07] #

D. Related Members and Nepotism

l. In order to avoid conflicts of interest, a member shall not be assigned to any position that would: a. Give direct authority to one member over a family member; b. Require a member to discipline a family member; c. Require a member to audit the work of a family member; d. Have a member report to the same immediate supervisor as another family member; or e. Lead to potential conflicts and possibly compromise the best interests of JSO. 2. The Undersheriff shall make the final determination regarding any potential conflicts of interest regarding the assignments of family members. 3. Members who become related after employment must immediately notify their supervisors so that any potential conflicts can be mitigated. #

E. Career Development Program [CALEA 33.8.3

1. The JSO Career Development Program is a structured process that assists members in planning their career paths and provides individual growth and development. 2. The Career Development Program, which is overseen by the Director of Personnel & Professional Standards, contains the following components: a. Career counseling; b. Training; c. Work-alongs; d. Education incentives; e. Lateral transfers and ancillary assignments; and f. Promotions. #

F. Career Counseling [CALEA 33.8.3]

1. All agency supervisors are trained to provide career counseling for their subordinates. This training is administered through the JSO Leadership Development Institute (LDI) and is designed to increase supervisors' knowledge and skills in the following areas, for use during career development activities: [CALEA 33.8.1] a. General counseling techniques; b. Techniques for assessing knowledge, skills, and abilities; c. Salary, benefits, and training opportunities offered by the agency; d. Educational opportunities and incentive programs; e. Awareness of the cultural background of ethnic groups; f. Record-keeping and organization techniques; g. Career development opportunities available in other jurisdictions; and h. Outside resources. 2. Supervisors shall formally discuss relevant career development topics during the annual evaluation meeting at the end of each fiscal year. The results of this meeting shall be recorded as part of the Annual Performance Evaluation in the JSO Employee Evaluation System. During this meeting, supervisors shall: [CALEA 35.1.7] a. Meet with members immediately prior to writing their annual performance evaluations to review in-service training received, discuss progress in achieving career goals, and determine any recent changes in the member's skills, knowledge, and abilities; b. Discuss with the member any special interests and any obvious weaknesses which may hinder career development; c. Discuss opportunities for career development and help select a career path; and d. Provide assistance, if needed, in setting realistic career goals. 3. Members are encouraged to meet with their supervisors during the year to discuss career goals and training opportunities. #

G. Training Offerings

1. All members are required to undergo initial training and orientation prior to, or shortly after, employment with JSO. 2. Proficiency In-Service Training {1ST) a. Proficiency 1ST, which is required for most members, is designed to assist members in maintaining proficiency in their required skills, abilities, and knowledge, as well as to enhance members' abilities beyond the minimum requirements. b. Proficiency 1ST is administered in the form of: (1) Annual 1ST courses at the Training Academy; (2) Monthly online training via PowerDMS; (3) Remedial training designed to address specific deficiencies; and (4) Periodic roll call training provided by supervisors and lieutenants. c. Members are required to successfully complete all proficiency 1ST established for their respective positions. Civilian members are required to complete a minimum of 16 hours of training each year. 3. Specialized Training [CALEA 33.6.1] a. Specialized training, which is any additional training required for any specific position within JSO, includes: (1) Supervised on-the-job training; (2) Training mandated by any governing authority; and (3) Training deemed necessary by JSO for the development and enhancement of the knowledge, skills, and abilities particular to the specialization. b. All required specialized training for every JSO position shall be identified in the appropriate unit procedure. c. Lieutenants shall ensure all members assigned to them have successfully completed all required training for their respective positions. 4. Advanced Training a. Advanced training is training designed to impart higher level management skills or advanced skills in a specific discipline. b. Members are selected for this type of training, which is often administered by outside organizations, when they have demonstrated above-average performance and/or leadership skills. c. A member interested in receiving advanced training shall: (1) Research program dates, costs, and eligibility requirements; and (2) Request the training through his chain of command. d. Selection for participation in advanced training shall be based upon agency needs, the career goals of the member, and budgetary constraints. e. Advanced training may take the place of certain proficiency 1ST. 5. The Training Academy serves as the repository for all training records, including proficiency 1ST, specialized training, and advanced training completed by JSO members. #

H. Work-alongs [CALEA 11.5.1, 33.8.3]

1. Work-alongs, which last three days unless otherwise specified, provide an opportunity for members to: a. Increase their skills, knowledge, and abilities; b. Learn about other areas of the agency; and c. Identify other positions for consideration during their careers. 2. Members interested in performing a work-along shall submit a request to his lieutenant via chain of command. The member should enter the request into the Assignment Application Portal to notify the unit they are interested in doing a work-along. While members are encouraged to request a work-along in any area of JSO in which they have interest, some units will not be able to host work-alongs due to the confidential and/or sensitive nature of their operations. 3. Lieutenants shall consider the following when determining whether or not to grant a request for a work-along: a. Staffing levels; b. The member's job performance history; c. The member's disciplinary history; and d. The benefit to the agency and the member. 4. Once a lieutenant has granted a request for a work-along, he shall: a. Contact the lieutenant of the affected unit to determine if the request can be accommodated and if so, establish the exact dates and times for the work-along; and b. Ensure the member's working hours and assignment location are accurately reflected in EIS. #

I. Education Incentives [CALEA 33.8.3, 33.8.4]

1. JSO is committed to higher education and encourages all members to seek post-secondary education attainments, including at a minimum, a bachelor's degree from an accredited college or university. University-level coursework provides opportunities for members to: a. Improve problem-solving and communication skills; b. Acquire skills related to emerging technologies; c. Study criminal law from social, historical, and political perspectives; d. Communicate more effectively with persons in their communities; e. Appreciate cultural differences; and f. Develop well-reasoned, data-driven solutions to crime. 2. The Educational Incentive Pay Program provides incentive pay for post-secondary education attainments. The program, which is based on collective bargaining agreements and Florida State Statute (F.S.S.) 943.22, is administered by the Human Resources Division. 3. COJ Tuition Reimbursement Program Criteria a. The COJ Tuition Reimbursement Program offers tuition reimbursement to police officers, corrections officers, and civilians. Through the program, which is administered by the Human Resources Division, eligible members are reimbursed for certain coursework when funding is available. b. To be eligible for reimbursement, a member must be employed full-time as a police officer, corrections officer, or civilian, and prior to the commencement of the course, must have: (1) Achieved permanent employment status, in accordance with Civil Service and Personnel Rules and Regulations; or (2) If initially hired as a police recruit or corrections recruit, completed one year of continuous service. c. All approved tuition shall be reimbursed through this program unless funding has been exhausted. The amount of tuition reimbursement monies available is limited by available funding and caps established by COJ's Department of Employee Services. d. Post-secondary schools, colleges, and universities must be accredited by the Department of Education or the Council for Higher Education Accreditation (CHEA). Specialized training organizations may be exempt from this requirement. e. Only actual tuition expenses incurred by the member, including for-credit laboratory fees, are eligible for reimbursement. Books, supplies, and additional fees are not reimbursed. No reimbursement is authorized when the member has not incurred a cost, such as when the course was paid for by a scholarship, grant, or other benefit. f. Only job-related courses shall be reimbursed. Job-related courses are courses that are: (1) Designed to improve the member's ability to perform the duties and responsibilities of the position he currently occupies; or (2) Required for the completion of a job-related program of study. g. Only courses with a grade of "C" or better are eligible for reimbursement. Grades below a "C," incomplete courses, or withdrawn courses are not eligible for reimbursement. h. Courses shall be reimbursed at the rate actually paid by the student or the Florida State College at Jacksonville (FSCJ) rate, whichever is less. i. Courses taken at private institutions that do not correspond with course levels in the community college or state university system shall default to the FSCJ rate. It shall be the responsibility of the student to demonstrate to the satisfaction of the COJ Chief of Compensation and Benefits that a course is comparable to a 3000 or higher level course and qualifies for reimbursement at the FSCJ rate. j. Online courses shall only be reimbursed if college credit is provided by an accredited college or university. k. Members are not permitted to attend courses or complete coursework during assigned work hours, unless such time is covered by approved leave. I. In order to receive tuition reimbursement, the eligible member must sign a promissory note agreeing to repay the amount of the reimbursement if he resigns or retires from COJ employment within one year of completing a reimbursed course. The terms of the COJ Tuition Reimbursement Program and COJ Municipal Ordinance 112.401 allow the COJ to offset employee debts against all monies due to the member. As such, the Human Resources Division shall effect reimbursement to the COJ by offsets against the member's regular wages and terminal leave. m. Reimbursement requests are not approved until authorized by the JSO Chief of Human Resources or designee, the COJ Chief of Training, and the COJ Organizational Development Office. 4. Applying for Tuition Reimbursement a. Any eligible member who desires to apply for a course and receive tuition reimbursement shall complete the COJ Application for Tuition Reimbursement (available in the JSO Human Resources Office and on the JSO Human Resources site on 94Net) and submit the completed form to the Human Resources Division prior to the start of the course. No incomplete or late applications shall be accepted. b. A separate application shall be submitted for each proposed course and no applications shall be submitted for courses more than 30 days prior to the start of the course. c. Members must pay all registration fees, tuition, and laboratory fees prior to start of the course. d. In order to establish the job-related nature of the coursework for which reimbursement is being sought, any member seeking a degree shall submit a copy of the curriculum or program of study for his instructional program to the JSO Human Resources Division. Reimbursement shall not be authorized until this curriculum has been submitted. e. No later than four weeks after the end of the course, the member must submit a Certificate of Completion with all required documentation to the JSO Human Resources Division. The required documentation includes: (1) The course grade issued by the institution; (2) Receipt for payment of tuition from the institution that identifies: (a) The course name and number; (b) The cost of the course; and (c) That the tuition for the course has been paid in full. (3) A completed and executed promissory note agreeing to repay all tuition reimbursement if the member voluntarily leaves COJ employment within one year of completing the course. f. If any of the required documentation is not submitted within four weeks of the end of the course, the request for reimbursement shall be denied. g. All approved reimbursement shall be dispersed via the member's payroll check. #

J. Lateral Transfers and Ancillary Assignments

1. Lateral movement provides members with opportunities for individual and professional growth and development that can lead to improved job performance, job satisfaction, and improve chances for upward mobility. 2. Lateral movement may occur at the initiative of the agency or at the request of a member, upon approval. The operational needs of JSO take priority in all lateral movement decisions. 3. As with all other selection decisions, lateral movement decisions shall be made without regard to race, color, gender, political affiliation, religion, national origin, age, marital status, or sexual orientation. 4. Supervisors who have personnel transfer into their unit shall immediately notify the Information Systems Management Section (ISM) in order to update their access and permissions according to their new assignment. 5. Requesting a Primary or Ancillary Assignment a. A member may request a different primary assignment or an ancillary assignment by using the Assignment Application Portal on 94Net. b. The lieutenant over the requested assignment shall: (1) Contact the member and notify him of the status of the request, including whether a formal selection process will be held for the requested assignment; and (2) Maintain all requests until a vacancy occurs, the request is subsequently denied, or the request is withdrawn by the member. 6. Formal Selection Process a. The formal selection process, which is overseen by the Human Resources Division, may be used to select members for primary and ancillary assignments. b. With approval from the division chief or higher authority, lieutenants may forego the formal selection process when selecting a member to fill a primary or ancillary assignment. c. When a lieutenant wants to hold a formal selection process for a primary or ancillary assignment vacancy, he shall enter the following information in the Assignment Application Portal, Post a Vacancy in 94Net: (1) Name of the unit representative available for questions regarding applications; (2) Final date to receive applications; (3) Dates of any upcoming training or orientations related to the assignment, if applicable; (4) Minimum eligibility criteria for any applicant, including: (a) Minimum amount of JSO experience; (b) Minimum term of commitment to the assignment, if any; (c) Amount of time, directly preceding the application due date, during which the member must not have received a specified minimum level of discipline; (d) Certifications and/or completed training courses, if any; and (e) Any other eligibility requirements based on assignment-specific tasks; (5) Selection criteria used in selecting the most qualified applicant(s), including any of the following that are applicable: [FCAC 4.04] (a) Formal interview; (b) Successful completion of practical exercises; (c) Review of the member's personnel file; (d) Review of the member's previous work performance; (e) Review of formal education and training certifications attained by the member; (f) Interpersonal, analytical, and/or other skills demonstrated by the member; and/or (g) Any other selection criteria based on assignment-specific tasks. d. The Human Resources Division shall prepare an information bulletin advertising the vacancy and shall coordinate with the Accreditation Unit for agency-wide distribution. The Human Resources Division is available to assist in the preparation of eligibility and selection criteria. e. Any member interested in applying for a vacancy advertised in an information bulletin must complete a transfer application using the Assignment Application Portal on 94Net. In addition to meeting the minimum eligibility criteria, an applicant must: (1) Obtain a copy of his Employee Administrative Investigation History (EAIH) from the Internal Affairs Unit and attach it to the application; (2) Have successfully completed the Physical Abilities Test (PAT) for the previous calendar year, if applicable; (3) Have successfully completed the firearms 1ST for the previous 12-month period, if applicable; and (4) Have a completed Annual Performance Evaluation reflecting satisfactory performance for the previous rating period. 7. Requests for Temporary Increases in Staffing a. When a unit needs a temporary increase in staffing (e.g., to complete a major project, for an upcoming operation, etc.), upon approval from all affected division chiefs, the lieutenant of that unit may: {1) Coordinate with another lieutenant to initiate the transfer of a specific member to his unit for a specified period; and (2) Request assistance from the Human Resources Division in identifying members who meet the minimum requirements, including the expected time frame for which they will need the assistance. b. The Human Resources Division can assist in identifying members who meet the minimum requirements, including members on temporary limited duty, if applicable. c. Members who transfer to another assignment for more than one work cycle must have their primary assignment changed in EIS to reflect the member's new chain of command. #

K. Promotions

1. Role of Human Resources Division in the Promotional Process [CALEA 34.1.1, 34.1.2] a. The Chief of Human Resources, or his designee, is responsible for administering JSO's promotional examination process, which includes: (1) Overseeing the development of the measurement instruments used to evaluate the knowledge, skills, and abilities of members for vacant positions; and (2) Ensuring all aspects of the promotional process are job-related and non-discriminatory. 2. JSO shall follow the guidelines and procedures of the COJ Civil Service and Personnel Rules and Regulations used for promotion, which establishes procedures for: [CALEA 34.1.1, 34.1.2] a. Determining promotional eligibility for vacancies; b. Administering written promotional examinations; and c. Establishing promotional eligibility lists. 3. Examination Administration and Scoring [CALEA 34.1.2] a. JSO Human Resources shall be responsible for administering and scoring promotional examinations, in accordance with the COJ Civil Service and Personnel Rules and Regulations. [CALEA 34.1.1] b. All promotional examination materials will be maintained by JSO Human Resources in a secured location. c. All selection procedures shall comply with the Federal Uniform Guidelines on Employee Selection Procedures. If used, assessment center exercises shall comply with the Standards and Ethical Considerations for Assessment Center Operations. d. JSO Human Resources shall provide proctors and subject matter experts to assist in the development, administration, and/or scoring of exams. e. Once a promotional examination has been scheduled, the JSO Human Resources Division shall notify all JSO members of the promotional examination. [FCAC 4.04] (1) The Human Resources Division shall distribute information regarding promotional examinations, including: (a) The name of the promotional class for which anticipated vacancies exist; (b) A description of the position, along with its corresponding salary, duties, and responsibilities; (c) A description of the eligibility requirements, including minimum required time-in-grade and/or time-in-rank; [CALEA 34.1.5] (d) Expected duration of the entire examination process; (e) Description of the knowledge, skills, and abilities to be evaluated, if applicable; (f) Description of the testing elements and the numerical weights; [CALEA 34.1.5] (g) Suggested study materials used as the source for examination questions; (h) A schedule of the dates, times, and locations of all elements of the process; and (i) The requirements for applying to participate in the examination process. (2) Once the deadline for application has passed, JSO Human Resources shall be responsible for verifying the eligibility of each applicant. (3) If an applicant is deemed ineligible to participate in a promotional examination, he may review the eligibility requirements and contact the Executive of Human Resources for further clarification. Members should refer to their respective collective bargaining agreements for procedures on appealing adverse decisions concerning eligibility for promotional vacancies. 4. Use of Promotional Eligibility Lists [CALEA 34.1.5] a. Eligible members shall be ranked by final score or rating, in accordance with COJ Civil Service and Personnel Rules and Regulations Rule 5.02(1)(a)(b). b. With regards to processing promotions, the Human Resources Division shall comply with the COJ Civil Service and Personnel Rules and Regulations. The Sheriff or his designee has the ability to invoke the "Rule ofThree" when promoting members from an eligibility list, as established in COJ Civil Service and Personnel Rules and Regulations 5.02(17). c. The life of an eligibility list is as follows, unless extended or declared depleted by the Executive of Human Resources: (1) External - One year; (2) Internal Priority 1- Two years; and (3) Internal Priority 2 - 90 days. d. Placement of members on eligibility lists is completed in accordance with COJ Civil Service and Personnel Rules and Regulations Section 4.02. 5. Examination Review and Appeal [CALEA 34.1.2] a. In accordance with COJ Civil Service and Personnel Rules and Regulations, promotional examinees shall be permitted to review examination items and responses during the following time periods: (1) For examinations with 50 or fewer examinees, the five workdays immediately following the administration of the examination; and (2) For examinations with more than 50 examinees, the 10 workdays immediately following the administration of the examination. b. Promotional examinees may review their completed, graded examination papers, along with the examination question-and-answer sheets, by appointment. The examinee must contact JSO Human Resources to schedule an appointment. c. Promotional examinees must file, in writing, any protests concerning examination items and responses, during the review periods listed above. Following the review period, the Examination Review Committee shall review all contested items. (1) The Examination Review Committee shall consist of the 1/0 personnel who administered the examination, two members of the Examination Development Committee, and two representatives selected by the examinees. For Corrections employees covered by the Fraternal Order of Police Lodge 5-30 only, the fifth member of a Protest Hearing Committee shall be any appointed JSO DOC personnel at or above the rank of commander chosen by the majority of the two members of the Examination Development Committee and the two committee representatives. (2) The 1/0 personnel shall not vote, except in the case of a tie. The decisions of the Examination Review Committee concerning contested questions are final. (3) Promotional examination papers may be graded following the decision by the Examination Review Committee. d. Once an examination has been held, no applicant shall be given a special examination, except when needed as a reasonable accommodation for an applicant with a disability or when a member's military leave has prevented participation in an examination, in accordance with COJ Civil Service and Personnel Rules and Regulations 4.03(2)(d). 6. Assessment Centers [CALEA 34.1.2] Assessment centers, if included in the examination process, may: (1) Measure dimensions, attributes, characteristics, qualities, skills, abilities, or knowledge specified in a job-task analysis; (2) Use multiple assessors who have been trained in the assessment center process; (3) Require examinees to provide information that is used in evaluating previously established dimensions, attributes, and/or qualities; (4) Involve multiple assessment techniques, one of which may be a simulation exercise; or (5) Use simulation techniques that are job-related and provide reliable, objective, and relevant information to the assessors regarding the examinee. 7. The Human Resources Division shall initiate all transfers in EIS related to promotions. 8. Requests to Assist Outside Agencies with Assessments a. JSO members may be requested to assist outside agencies with promotional and/or accreditation assessments. b. All requests must be approved by the Chief of Human Resources. This includes requests received directly by members from outside agencies or vendors. The Chief of Human Resources shall review the agency or vendor making the request to ensure they meet certain minimum standards. Upon approval of the agency or vendor, the JSO Chief of Human Resources shall distribute the request to the department directors for dissemination. c. A Form P-0036e {Travel Request) shall then be routed through the member's chain of command. Prior to approval by the member's lieutenant (or the member's direct supervisor, if the requesting member is above the rank of sergeant): (1) The Chief of Human Resources must be notified of any member selected to attend a Promotional Assessment; and (2) The Lieutenant of Compliance must be notified of any member selected to assist with an Accreditation Assessment. #

L. JSO Employee Evaluation System [CALEA 35.1.1; FCAC 6.02]

1. The JSO Employee Evaluation System is an electronic program used to generate an Annual Performance Evaluation, which is a document that captures the following annual requirements for every JSO member: [CALEA 35.1.2, 35.1.4, 35.1.7] a. Review of the member's duties and responsibilities; b. Discussions regarding a member's career goals; c. Evaluation of a member's job performance for the previous fiscal year; and d. Evaluation of raters regarding the quality of ratings given employees. [CALEA 35.1.8] 2. When used effectively, the JSO Employee Evaluation System: [CALEA 35.1.4, 35.1.7] a. Serves as a two-way communication mechanism between a member and his supervisor; b. Creates and reinforces a work environment that maximizes the potential for success for all members and the agency; c. Creates a connection between the agency's objectives and the member's duties and responsibilities; d. Establishes clear expectations for all members, including work requirements and expected outcomes; and e. Enables members to realize improved performance, effectiveness, and professional growth. 3. The Human Resources Division, in coordination with the Training Section, shall provide annual training for the JSO Employee Evaluation System to all supervisors. [CALEA 35.1.1] 4. All of a member's performance evaluations are maintained by the Human Resources Division for the duration of his career and are disposed of in accordance with all applicable public records laws. All members have access to their previous performance evaluations. [CALEA 35.1.5] 5. Timeline for Annual Evaluations [CALEA 35.1.5] a. The rating period for each Annual Performance Evaluation is the JSO fiscal year (October 1 through September 30 of the following year). b. October 1 - All supervisors shall create an Annual Performance Evaluation for each member assigned to them as of October 1. Once the document has been created, the supervisor shall meet with each member to discuss: (1) The duties and responsibilities for the member's position, which include expectations for all members, as well as the job-specific requirements established for that position in the appropriate unit procedure; [CALEA 35.1.1] (2) JSO's mission and vision; and (3) The member's specific career goals. c. November 30- JSO Human Resources shall determine which members have not had an Annual Performance Evaluation created and shall provide this list to the division chiefs. Each division chief shall be responsible for ensuring all members under his chain of command have an Annual Performance Evaluation created. d. October 1- During the month of October, each supervisor shall: [CALEA 35.1.1, 35.1.7] (1) Serve as the designated rater for each member assigned to him as of October 1; (2) Finalize the Annual Performance Evaluation, using input from the member's previous supervisor(s) if the member was not assigned to him for the entire rating period, by determining if the member's performance for the previous fiscal year was satisfactory or unsatisfactory based on the required duties and responsibilities for the position(s) held throughout the year; [CALEA 35.1.4, FCAC 6.02] (3) Submit the evaluation to the designated reviewer for approval; (4) After the reviewer has approved and electronically signed the evaluation, meet with the member for an evaluation discussion; (5) Have the member enter any desired comments on the evaluation, including any disagreement with any of the rater's assessments; (6) Have the member acknowledge the receipt of the evaluation by clicking the "Received" box on the document while logged onto the JSO intranet under the member's credentials (this is only an acknowledgement of receipt and does not indicate whether or not the member agrees with the evaluation); and (7) If the member disagrees with any portion of the evaluation, direct the member to the grievance procedures established in his respective collective bargaining agreement. e. October 31 - Each division chief shall ensure all members under his command have had an Annual Performance Evaluation completed for the previous rating period. [CALEA 35.1.1] 6. Throughout the rating period, supervisors should maintain performance information on all assigned members providing explanatory comments when performance ratings are unsatisfactory or outstanding. This information shall be used to complete the annual evaluation. Should a member transfer to another primary assignment, the information shall be sent to the member's new supervisor, who shall continue to maintain the performance information for use in the annual evaluation. The new supervisor shall meet with the member to review the duties and responsibilities of the member's new assignment. [CALEA 35.1.1, 35.1.5; FCAC 6.02] 7. An Annual Performance Evaluation is required for all members, including ones who are still on probation and are receiving separate probationary evaluations. For a newly hired member who is still on probation as of October 1, the supervisor shall: [CALEA 35.1.1, 35.1.2] a. Click the box "yes" for "Is this employee a new hire currently on probation?"; and b. Submit the evaluation without completing any other field. 8. Performance Improvement Plans (PIPs) [CALEA 35.1.1, 35.1.6; FCAC 6.04] a. A SharePoint Form SP-1718 (Performance Improvement Plan) is used to document unsatisfactory performance and establish actions required of the permanent member to improve his performance. b. When a permanent member is performing at an unsatisfactory level, as measured with respect to the duties and responsibilities established for his position, the supervisor shall: (1) As soon as the member's deficiencies are revealed, initiate a SharePoint Form SP-1718 (Performance Improvement Plan), identifying required improvements and realistic goals for the member to achieve those improveme [CALEA 35.1.5] (a) A SharePoint Form SP-1718 (Performance Improvement Plan) is recommended any time a formal counseling is issued. (b) A SharePoint Form SP-1718 (Performance Improvement Plan) is required any time disciplinary corrective action is taken against an employee for repeated infractions, including Formal Counselings or above. (2) Immediately provide a copy of the plan to the member; [CALEA 35.1.5] (3) Monitor and document the progress of the member, adjusting the plan if necessary; (4) Take appropriate disciplinary action, if applicable, in accordance with Order 501 (Code of Conduct); and (5) Supervisors must include the status of any SharePoint Form SP-1718 (Performance Improvement Plan) that was implemented, in progress, or satisfactorily completed during the year in the member's Annual Performance Evaluation. #

M. Division File

1. Supervisors shall maintain a file on each member that contains certain information related to the member and his performance. This file, which is stored in a location designated by the division chief, should serve as a tool to assist supervisors in completing the Annual Performance Evaluation. 2. Division files may contain the following information: a. Examples of a member's work product; b. Notes about specific tasks completed by the member; c. Notes about meetings with the member; d. Documentation of informal counseling sessions held with the member; e. Formal Counseling forms; and f. Copies of items contained in other files (e.g., letters of commendation, personnel records, training records, etc.). 3. Division files shall not contain any medical information of a member. 4. Supervisors are responsible for ensuring all items in a division file are kept and purged in accordance with the appropriate collective bargaining agreement and all applicable public records laws. #

N. Probationary Periods [CALEA 34.1.6]

1. Newly hired or newly promoted members in non-appointed positions shall be required to serve in a probationary status for at least six months. Appendix A lists the lengths of all probationary periods for JSO positions. 2. During a member's probationary period: a. He is provided with all required training needed to successfully perform his duties and responsibilities; and b. His performance is evaluated based on job-related and non-discriminatory criteria to determine if he should proceed to permanent status in that classification. 3. If a member's overall performance during his probationary period is below satisfactory, the probationary period may be extended by up to three months upon approval from the Sheriff or his designee. The probationary period may then be extended an additional three months upon approval from the COJ Human Resources Division. 4. A probationary period shall not exceed, or be extended to exceed, one year (365 observable days). A probation suspension is not an extension. A probation suspension stops the probation at the point the member cannot perform the essential functions of the probationary position and restarts once the member is able to perform the essential functions of the probationary position. 5. Leave Restrictions a. A probationary employee's commander must approve all leave requests that: (1) Exceed one work cycle; or (2) Take place during the final 30 days of the employee's probationary period. b. Employees who are on any type of military leave, IOD, light duty status, family medical leave, paid parental leave, leave of absence, absent without leave (AWOL), LWOP, or any other non-full-duty capacity while on probation must provide a signed copy of P-0904e (Notice of Suspension of Probationary Period) to the Human Resources Department which acknowledges their probationary period will be suspended until their return to full duty (with JSO). The suspension extends the duration of the probationary period but does not extend the amount of time the employee is on probation while capable of performing the essential functions of the probationary position. JSO is not required to provide a suspension of the probationary period. The suspension of the probationary period allows the probationary employee to remain employed in the current position with JSO while the probationary employee is temporarily not capable of performing the essential functions of the job. c. It shall be the responsibility of the employee's supervisor to notify HR in writing of any leave not related to FMLA. This written notification must be sent to personnel@jaxsheriff.org. If the supervisor fails to notify HR of any leave; the supervisor shall be subject to discipline. 6. Non-Promotional Probationary Period Discussion and Evaluations For newly hired members and current employees that are on probation, direct supervisors are required to complete probationary discussions and written probationary performance evaluations at the following intervals during the probationary period: (1) Civilian members - Quarterly; (2) Corrections officers -Monthly; and (3) Police officers - Monthly. 7. Probationary Police Officers a. The probationary period for a police officer upon promotion from police recruit is 365 calendar days. b. Upon completion of the Field Training Program, Human Resources probationary officer is set up in the probationary evaluation system. ensure the c. During this probationary period, the probationary officer's work product is documented monthly in the probationary evaluation by their supervisor. d. The probationary evaluation is to be completed by the probationary officer's chain of command within 30 days of the evaluation period ending. e. The responsibility of the probationary evaluation falls to the supervisor listed in the EIS. f. Leave usage during the employee's probationary period is restricted. g. There shall be 12 monthly probationary evaluations completed on all probationary police officers. h. If a probationary officer is deficient in any area, it is the responsibility of the probationary officer's chain of command to document the deficiency and provide remedial training to the probationary officer. This includes but is not limited to, a written plan to improve the employee's performance that is noted within the monthly probationary evaluation. i. At the conclusion of the ninth month of the probationary period, if there are concerns the probationary officer may not successfully complete the probationary period the probationary officer's supervisor shall complete Form P-0890 (Nine Month Probationary Progress Report) in addition to the monthly probationary evaluation for that month. The probationary officer's supervisor shall confirm the probation end date with Human Resources via email and retain it for records purposes. The Form P-0890 (Nine Month Probationary Progress Report) shall be fully signed and a copy uploaded to the probationary officer's tenth month evaluation. j. If it is determined the probationary officer should not continue in his position, the final decision to terminate a probationary officer rests with the Director of Patrol & Enforcement. 8. Probationary Corrections Officers a. The probationary period for a corrections officer begins on the day after the recruit completes the Field Training Program and is 365 calendar days. b. Upon completion of the Field Training Program, Human Resources probationary officer is set up in the probationary evaluation system. ensure the c. During this probationary period, the probationary officer's work product is documented monthly in the probationary evaluation by their supervisor. d. The probationary evaluation is to be completed by the probationary officer's chain of command within 30 days of the evaluation period ending. e. The responsibility of the probationary evaluation falls to the supervisor listed in the EIS. f. Leave usage during the employee's probationary period is restricted. g. There shall be 12 monthly probationary evaluations completed on all probationary corrections officers. h. If a probationary officer is deficient in any area, it is the responsibility of the probationary officer's chain of command to document the deficiency and provide remedial training to the probationary officer. This includes but is not limited to, a written plan to improve the employee's performance that is noted within the monthly probationary evaluation. i. At the conclusion of the ninth month of the probationary period, if there are concerns the probationary officer may not successfully complete the probationary period the probationary officer's supervisor shall complete Form P-0890 (Nine Month Probationary Progress Report) in addition to the monthly probationary evaluation for that month. The probationary officer's supervisor shall confirm the probation end date with Human Resources via email and retain it for records purposes. The Form P-0890 (Nine Month Probationary Progress Report) shall be fully signed and a copy uploaded to the probationary officer's tenth month evaluation. j. If it is determined the probationary officer should not continue in his position, the final decision to terminate a probationary officer rests with the Director of Corrections. 9. Promotional Probationary Period Discussions and Evaluations a. On a quarterly basis, direct supervisors are required to conduct probationary discussions with newly promoted members during the promotional probationary period. b. For newly promoted members with a six-month promotional probationary period, direct supervisors are required to complete a written probationary performance evaluation at the three-month period and at the end of the six-month period. c. For newly promoted members with a 12-month promotional probationary period, direct supervisors are required to complete a written: {1) Quarterly discussion at the three-month period; (2) Mid-year probationary performance evaluation after the first six months; (3) Quarterly discussion at the ninth month period; and (4) End-of-year probationary performance evaluation at the end of the 12-month period. #