Airport Master Plan 2012 - City of Waterville

Circulars, maintaining financial records, budgets, accounting, etc.), which tend to take a backseat to ever
increasing, time-sensitive FBO duties. Anecdotal evidence from previous interviews suggests the Airport
is achieving higher marks for its FBO services, but it may be at the cost of running an efficient Airport.
A copy of the annual performance evaluation form was obtained for the Assistant Airport Manager. This
form, titled Supervisory Employee Evaluation Form 2, appeared to be a generic form used for all city
positions. Variations of this standard-issue template are commonly adopted at all levels of public-sector
government service. If implemented properly, it can be an effective means of measuring an employee’s
job performance. However the form provided did not appear to include specific performance criteria, but
only generic expectations that could reasonably apply to any position within city government. Therein
lays the possibility that such an important evaluation tool might fail to meet expectations for both the
reviewing manager and the employee. Particular emphasis should be given to identifying and detailing
job duties that are specific to the actual position being evaluated. Consider Factor #1, Job Knowledge:
FACTORS AND RATING
1. Job Knowledge: Demonstrates knowledge within field. Carries out daily responsibilities. Follows City policies.
Exceptional
Performance
Outstanding
Performance
Expected
Performance
Acceptable
Performance
Unsatisfactory
Performance
Comments:
The text highlighted in yellow was included on the form provided to the consultant. It is unclear whether
or not this language is a generic city standard or the actual evaluation criteria for the Assistant Airport
Manager. Either way, the criteria is so general that it is nearly impossible to properly evaluate and rate
the employee’s performance. The phrase “Demonstrates knowledge within field” is vague and should be
expanded to more accurately identify the Supervisor’s expectations. Success indicators should be clearly
included for the benefit of both parties. For instance, this particular performance objective could be
expanded as follows (refer to the text highlighted in green):
FACTORS AND RATING
1. Job Knowledge: Demonstrates knowledge within field. Carries out daily responsibilities. Follows City policies.
Success Indicators: The Assistant Airport Manager shall complete one aviation training course during this evaluation
period. Acceptable course work includes the Basic Airport Safety and Operations Specialist training
offered by the American Association of Airport Executives / Northeast Chapter (AAAE/NEC), the
Winter Deicing Training Course offered by the National Air Transport Association (NATA), or other preapproved
aviation management training courses.
The employee shall demonstrate such knowledge and ability by applying industry standard practices
endorsed by the training sponsors listed above while carrying out his/her daily operations duties.
Exceptional
Performance
Outstanding
Performance
Expected
Performance
Acceptable
Performance
Unsatisfactory
Performance
Comments:
Performance ratings could also be expanded by clearly identifying success benchmarks. For instance, a
rating of “Expected Performance” might involve simply attending and participating in the recommended
The City of Waterville Maine
Airport Management Structure Assessment – Page 7-5
Airport Solutions Group, LLC & The Louis Berger Group, Inc. December 2011