Meets Expectations:
Positions in active recruitment remain vacant less than an average of 50 days after being posted. Agency regularly monitors, analyzes and reports turnover, conducts exit interviews or utilizes recruiting and retention tools.

Progress Toward Expectations:
Positions in active recruitment remain vacant an average of from 50 to 65 days after being posted. Agency occasionally monitors, analyzes and reports turnover, conducts exit interviews or utilizes recruiting and retention tools.

Below Expectations:
Positions in active recruitment remain vacant an average of more than 65 days after being posted. Agency does not monitor, analyze and report turnover, conduct exit interviews or utilize recruiting and retention tools.

Meets Expectations:
Workforce is diverse. Policies are consistently applied and there are rarely EEO issues. 90% or more grievances upheld for management. Monitors and utilizes HuRMan and related software tools to assist with decision-making and is fully compliant with state and federal laws.

Progress Toward Expectations:
Actions are being implemented to address inconsistent application of policy and EEO issues. Between 79% and 89% of grievances upheld for management. Monitors and utilizes HuRMan and related software tools.

Below Expectations:
Actions are not taken to address inconsistent application of policy or EEO issues. 78% or fewer grievances upheld for management. Does not monitor and utilize HuRMan and related software tools.

Meets Expectations:
100% of employees receive performance evaluations on time. Extraordinary Contributors are recognized.

Progress Toward Expectations:
Between 75% and 99% of employees receive performance evaluations on time.

Below Expectations:
Less than 75% of employees receive performance evaluations on time.

Meets Expectations:
All employees have received appropriate training and have the necessary skills to do the job. Has in place a succession plan and an established process for monitoring its status and providing updates.

Progress Toward Expectations:
Some employees have received appropriate training and have the necessary skills to do the job. Succession plan being formulated.

Below Expectations:
Employees have generally not been trained and generally do not have the necessary skills to do the job. No succession plan.

Meets Expectations:
Potential hazards have been identified and corrected. Loss data is analyzed. Safety training is provided. Safety programs are up-to-date. 75% or more participation rate in Healthy Virginians.

Progress Toward Expectations:
Addresses workplace hazards as they occur. Workforce receives minimal safety training. Safety programs are out-of-date. Between 50% and 74% participation rate in Healthy Virginians.

Below Expectations:
Workplace hazards are not addressed. Workforce receives no safety training. Safety programs are not in place. Less than 50% participation rate in Healthy Virginians.

Meets Expectations:
1)At least 95% of agency procurements are made through eVA.2) At least 95% of agency purchases are made with registered vendors and suppliers.

Progress Toward Expectations:
1) At least 75%, but less than 95% of agency procurements are processed through eVA. 2) At least 75%, but less than 95% of agency purchases are made with registered vendors and suppliers.

Below Expectations:
1) Less than 75% of agency procurements are processed through eVA. 2) Less than 75% of agency purchases are with registered eVA vendors and suppliers.

Meets Expectations:
At least 75% of eligible VaPP purchase dollars are from VaPP contracts.

Progress Toward Expectations:
At least 50%, but less than 75% of eligible VaPP purchase dollars are from VaPP contracts.

Below Expectations:
Less than 50% of eligible VaPP purchases are made from VaPP contracts.

Meets Expectations:
Significant progress and/or efforts made to enhance SWaM business participation in agency procurement and increasing contracts awarded to SWaM suppliers. Within 5% or less of meeting SWaM goals.

Progress Toward Expectations:
Acceptable progress and/or effort made towards enhancing SWaM business participation in agency procurement and increasing contracts awarded to SWaM suppliers. Within 6% to 9% of meeting SWaM goals.

Below Expectations:
No actions to increase SWAM contracts; no outreach to SWAM vendors or potential SWAM vendors. SWaM goals missed by more than 10%.

Meets Expectations:
Agency establishes a financial plan for the fiscal year, institutes a formal mechanism to monitor expenditures versus budget on a monthly or quarterly basis, fully meets other requirements established by the Appropriation Act and Governor.

Progress Toward Expectations:
Agency establishes a financial plan for the fiscal year, institutes a formal mechanism to monitor expenditures versus budget on a monthly or quarterly basis.

Below Expectations:
Agency fails to establish a financial plan for the fiscal year or institute a formal mechanism to monitor expenditures versus budget on a monthly or quarterly basis. Expenditures exceed appropriations and agency does not meet requirements established by the Governor.

Meets Expectations:
No control deficiencies, significant deficiencies or material internal control weaknesses reported in the most recent APA audit report.

Progress Toward Expectations:
One to three control deficiencies or significant deficiencies, and no material internal control weaknesses reported in the most recent APA audit report.

Below Expectations:
More than three control deficiencies or significant deficiencies, or one or more material internal control weaknesses reported in the most recent APA audit report.

Meets Expectations:
No recurring findings, timely corrective action plans. Recurring findings that are addressed in the agency corrective action plan but require more than one year to correct are acceptable.

Progress Toward Expectations:
Untimely corrective action plan or one recurring finding. Recurring findings that are addressed in the agency corrective action plan but require more than one year to correct are acceptable.

Below Expectations:
Two or more recurring findings or one material weakness. Exclude recurring findings that are addressed in the agency corrective action plan but require more than one year to correct.

Meets Expectations:
95% or higher compliance during the quarter.

Progress Toward Expectations:
Below 95% compliance during the most recent quarter.

Below Expectations:
Below 95% compliance in last two quarters.

Meets Expectations:
No APA management letter comments regarding compliance with state funds disbursement policies and "good" or "exceptional" rating in Comptroller's disbursements review.

Progress Toward Expectations:
"Satisfactory" rating in Comptroller's disbursements review.

Below Expectations:
APA management letter comment regarding compliance with state funds disbursement policies and/or "minimal" or "unacceptable" rating in Comptroller's disbursements review.

Meets Expectations:
The Agency Information Technology Strategic Plan is in place. It is continually being updated to reflect planned business and IT investment changes. The plan also fully addresses compliance with state laws, policies and standards for data security, Web development and IT accessibility issues for the disabled.

Progress Toward Expectations:
The Agency Information Technology Strategic Plan is substantially complete, or is in place and addresses primary business issues but does not fully address compliance with state laws, policies and standards for data security, Web development and IT accessibility issues for the disabled.

Below Expectations:
No Agency Information Technology Strategic Plan is in place to support business functions. Agency cannot demonstrate compliance with state laws, policies and standards for data security, Web development and IT accessibility issues for the disabled.

Meets Expectations:
Volunteers to lead and develop intra- and inter-agency collaboration, routinely invests agency resources in enterprise activities, incorporates new learning into agency planning cycle, adopts all relevant enterprise solutions and tracks ongoing impact to agency operations.

Progress Toward Expectations:
Routinely encourages greater collaboration, occasionally invests agency resources in enterprise activities and sporadically adopts relevant solutions.

Below Expectations:
Pursues agency-only agenda for performance and improvement. Does not openly encourage greater collaboration or clearly support relevant enterprise solutions.

Meets Expectations:
Plan reflects priorities of administration. Strategic plan with quantifiable objectives documented and posted on website and communicated in at least two ways within thirty days of development to all managers and staff. Performance measures are accurate, appropriate, and understandable.

Progress Toward Expectations:
Plan reflects priorities of administration. Strategic plan with quantifiable objectives documented and posted on website, but not communicated to all managers and staff in at least two ways within thirty days of development. Some performance measures are worded more as objectives or goals than measures.

Below Expectations:
No strategic plan or service area plans prepared. If prepared lacks quantifiable objectives. Performance measures are not accurate, appropriate, or understandable. Plan not communicated on website or to agency managers and staff. Plan fails to reflect priorities of administration.

Meets Expectations:
Public communication of agency management performance is complete and timely. Communication of agency management performance covers all management categories and meets due dates established for reports to DPB, state oversight entities, the Secretary and the Governor. Management reports are consistently accurate and submitted to appropriate officials in a timely manner.

Progress Toward Expectations:
Minimal public communication of agency management performance. Communication of agency management performance does not routinely cover all management categories and only occasionally meets due dates established for reports to DPB, state oversight entities, the Secretary and the Governor. Management reports are not consistently accurate or submitted to appropriate officials in a timely manner.

Below Expectations:
No public communication of agency management performance. Management reports are consistently not prepared, often inaccurate or incomplete, are not timely or are not submitted to appropriate officials.

Meets Expectations:
Agency routinely considers its planning objectives and performance measures and reports accurately and timely. Routinely creates the necessary dialog, analysis and action to investigate and correct substandard performance. Results of actions taken are routinely and thoroughly documented and shared with management and staff to create a holistic view of performance and a consistently collaborative approach to solving performance problems.

Progress Toward Expectations:
Agency routinely considers its planning objectives and performance measures and reports accurately and timely, but does not routinely create the necessary dialog, analysis and action to investigate and correct substandard performance. Does not routinely document or track specific performance results for actions that are taken.

Below Expectations:
Agency does not routinely consider its objectives and performance measures as part of its ongoing management process, and does not create the necessary dialog, analysis and action to investigate and correct substandard performance.

Meets Expectations:
An identified COOP planning process, a written COOP plan, a documented annual update cycle with an annual COOP training and exercise effort.

Progress Toward Expectations:
An identified & instituted COOP planning process within the agency but no written plan.

Below Expectations:
Lack of an identifiable agency-wide COOP planning process and written COOP plan.

Meets Expectations:
The agency successfully practices waste reduction and recycling, energy conservation, water conservation, and the use of green building concepts, and fully supports the use of mass transit, carpooling and telecommuting to the extent possible. Meets or exceeds environmental compliance on a consistent basis where applicable. Natural and historic resource issues are fully integrated into agency operations where applicable. The Environmental Impact Review process and other similar processes are followed. Actions to protect resources in agency operations and capital outlay projects are well documented where applicable.

Progress Toward Expectations:
Has begun waste reduction and recycling, energy conservation, water conservation, and the use of green building concepts, and has begun supporting the use of mass transit, car pooling and telecommuting to the extent possible. Environmental compliance is not achieved consistently but progress is being readily demonstrated where applicable. The Environmental Impact Review process and other similar processes are followed where applicable. Responds to inspection reports, complaints and issues of non-compliance within the prescribed timetable but the agency's compliance record remains inconsistent where applicable.

Below Expectations:
Does not practice waste reduction and recycling, energy conservation, water conservation, and the use of green building concepts, and does not support the use of mass transit, car-pooling and telecommuting to the extent possible. Environmental compliance problems appear frequently. The Environmental Impact Review process and other similar processes are not routinely followed or are initiated too late for meaningful consideration and resolution where applicable. Self-inspections and reporting do not occur in accordance with state and federal provisions where applicable.