RD Instruction 2060-A

Table of Contents

Page 1

PART 2060 -- PERFORMANCE RATINGS

Subpart A -- Rural Development Performance Appraisal

[Table of Contents]{.underline}

[Sec.]{.underline} [Page]{.underline}

2060.1 Overview. 1

2060.2 Purpose. 1

2060.3 Legal Authorities. 1

2060.4 Responsibilities. 2

> \(a\) Under Secretary, Agency Administrators, and
>
> Deputy Administrator for Operations and Management. 2

\(b\) State Directors. 2

\(c\) Servicing Human Resources Office (SHRO). 3

2060.5 Communicating Expectations. 3

2060.6 Organizational Goals. 4

\(a\) Alignment. 4

\(b\) Supervisors/Managers. 4

\(c\) Non-supervisory. 4

2060.7 Performance Plans. 4

> \(a\) Mandatory Elements and Standards for Supervisors. 5

\(b\) Mandatory Elements and Standards for

Non-supervisory Employees. 7

\(c\) Safety and Health and Personally Identifiable

Information. 7

\(d\) Performance Measures. 7

\(e\) Documentation of Performance Plans. 8

2060.8 Non-Regulatory Generic Elements for Similar Occupations. 8

\(a\) Standardized generic performance elements. 8

\(b\) Similar occupations. 8

2060.9 Recognizing and Rewarding Performance. 9

(11-07-08) SPECIAL PN

RD Instruction 2060-A

Table of Contents

Page 2

[Sec.]{.underline} [Page]{.underline}

2060.10 Address Unacceptable Performance. 9

\(a\) Critical element. 9

\(b\) Performance Improvement Plan (PIP). 10

\(c\) Marginal Performance. 11

2060.11 Program Evaluation. 12

\(a\) Instruction. 12

\(b\) Periodic Evaluation. 12

2060.12 -- 2060.50 \[Reserved\]

> EXHIBIT A - Quick Reference for Developing Employee
>
> Performance Plans That Link to
>
> Organizational Goals.

oOo

RD Instruction 2060-A

PART 2060 -- PERFORMANCE RATINGS

Subpart A -- Rural Development Performance Appraisal

§ 2060.1 [Overview]{.underline}.

During FY 2006, Rural Development implemented a new 5-tiered performance
appraisal system for all of its employees. The Department of Agriculture
(USDA) subsequently issued Departmental Regulation (DR) 4040-430 on
October 1, 2007. This directive sets forth USDA policy that focuses on
developing and maintaining a results-oriented performance culture as
reflected in Government Performance and Results Act (GPRA) of 1993, the
Chief Human Capital Officers Act (CHCO) of 2002, Office of Personnel
Management's Human Capital Accountability and Assessment Framework
(HCAAF), and the USDA Strategic and Human Capital Management Plans.

It is Rural Development's policy to: communicate organizational goals to
employees, identify individual responsibility for accomplishing team and
organizational goals, provide feedback regarding employee performance,
evaluate and improve performance, and use performance results as a basis
for appropriate personnel actions. All employees will be accountable for
accomplishment of their performance management responsibilities as
identified in DR 4040-430 and Section 2060.4 of this Instruction.

§ 2060.2 [Purpose]{.underline}.

Effective October 1, 2008, the Department's policy on Performance (DR
4040-430) serves as the official Rural Development policy. This
Instruction provides supplemental guidance specific to Rural Development
for implementing USDA's performance management system in the areas of:
organizational alignment, mandatory critical elements and standards,
generic performance elements and standards, and addressing unacceptable
performance.

§ 2060.3 [Legal Authority]{.underline}.

USDA Departmental Regulation Number 4040-430.
http://www.ocio.usda.gov/directives/doc/DR4040-430.htm

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

DISTRIBUTION: W,S,A,L Personnel

Performance Ratings

1

(11-07-08) SPECIAL PN

RD Instruction 2060-A

§ 2060.4 [Responsibilities]{.underline}.

Responsibilities assigned to rating and reviewing officials and
employees are in DR 4040-430 Section 7 (d through f). The following are
applicable to the Under Secretary, Agency Administrators, Deputy
Administrator for Operations and Management, State Directors, and
Servicing Human Resources Office:

> \(a\) [Under Secretary, Agency Administrators, and Deputy
> Administrator for Operations and Management]{.underline}. The Under
> Secretary, Agency Administrators, and Deputy Administrator for
> Operations and Management are responsible for:
>
> \(1\) Monitoring program compliance to ensure consistency with
> applicable laws and regulations, Departmental policies, and collective
> bargaining agreements.
>
> \(2\) Ensuring program compliance with policy and program direction
> and administration, including performance management training for
> supervisors, managers, and employees.
>
> \(3\) Communicating to all levels within their operating
> administration the Agency mission, strategic goals and objectives that
> will be used in developing individual performance plans and for
> assessing organizational performance, communicating results to
> employees, and providing formal guidance to rating officials on how
> organizational performance is considered when deciding ratings and
> awards.
>
> \(b\) [State Directors]{.underline}. The State Directors are
> responsible for:
>
> \(1\) Providing performance management oversight for their respective
> States.
>
> \(2\) Serving as the rating and reviewing official for any field
> position reporting directly to the State Director.
>
> \(3\) Establishing a performance culture that supports a
> high-performing organization through management of individual and
> organizational performance.
>
> \(4\) Ensuring that performance standards and elements adequately
> reflect appropriate levels of quality and difficulty of performance.

2

RD Instruction 2060-A

§ 2060.4(b) (Con.)

> \(5\) Communicating to all levels within their jurisdiction the Agency
> mission, strategic goals and objectives that will be used in
> developing individual performance plans and for assessing
> organizational performance.

\(c\) [Servicing Human Resources Office (SHRO)]{.underline}. The
Servicing Human Resources Office is responsible for:

> \(1\) Providing technical and operational support and advice to the
> rating and reviewing officials to help them administer the performance
> management program and ensuring that performance ratings are linked to
> personnel actions (i.e., train, recognize, reassign, promote, reduce
> in grade, retain, and remove employees) are used appropriately.
>
> \(2\) Ensuring that performance plans and ratings of record are
> maintained in the SHRO in accordance with 5 CFR parts 293 and 297.
>
> \(3\) Providing training and information on the performance management
> program to managers, supervisors, and employees.
>
> \(4\) Providing instruction and guidance for linking performance and
> organizational goals and establishing performance plans with
> results-focused performance elements and balanced and credible
> performance measures and standards.

(5) Assisting in resolving concerns at the lowest level possible.

    § 2060.5 [Communicating Expectations]{.underline}.

Communicating expectations to employees are covered in DR 4040-430,
Section 9 (a) (5 and 6). In addition to DR 4040-430, Rural Development
requires:

\(a\) Communication between the rating official and the employee so each
understands their performance management responsibilities during the
performance planning process.

\(b\) Clarification between the rating official and employee about how
performance plans apply within the work environment so there is a common
understanding about the expectations for performance.

3

(11-07-08) SPECIAL PN

RD Instruction 2060-A

§ 2060.5 (Con.)

\(c\) Discussion between the rating official and employee regarding the
goals of the individual work unit and the employee's
involvement/contribution to unit goals for the upcoming year.

\(d\) The rating official is ultimately responsible for establishing
performance elements and standards.

§ 2060.6 [Organizational Goals]{.underline}.

To develop and maintain a results-oriented performance culture,
communication of organizational goals and priorities between the
supervisor and employee is necessary. In addition to DR 4040-430, Rural
Development requires:

\(a\) [Alignment]{.underline}. Rural Development's goal is to align
mission goals with organizational objectives, which are integral to the
strategic plan, performance plan, and budget plan. The accomplishment of
organizational and individual goals is the responsibility of all
employees. To develop performance plans that align individual
performance with organizational goals, focus must be placed on
accomplishments (i.e., end results) rather than on activities. The first
step in developing an employee's performance plan is to determine which
organizational goal(s) his or her work unit supports or affects. The
next step is to determine the work unit's products or services that
support organizational goal achievement. The employee can be held
responsible for those products or services. Exhibit A is an eight-step
method which was designed to assist organizations in developing
performance plans with this emphasis.

\(b\) [Supervisors/Managers]{.underline}. Performance plans for
supervisors/managers must include the performance elements and standards
cascaded from the Senior Executive Service performance evaluation
factors.

\(c\) [Non-supervisory employees]{.underline}. Performance plans for
non-supervisory employees must include the performance elements and
standards cascaded from the supervisors/manager's performance elements
and standards.

§ 2060.7 [Performance Plans]{.underline}.

Performance plan requirements for supervisors and non-supervisors are in
DR 4040-430, Section 9 (a) (2) (a through g). In addition to DR
4040-430, Rural Development requires the following elements. These
elements are designated as "critical."

4

RD Instruction 2060-A

§ 2060.7 (Con.)

\(a\) [Mandatory elements and standards for supervisors]{.underline}.

\(1\) [Supervision]{.underline}. Performs supervisory/managerial duties
in accordance with regulatory requirements and Rural Development
guidance governing the following areas (supervisor is defined in DR
4040-430, Section 6):

\(i\) Management control activities;

\(ii\) Merit system principles;

\(iii\) Effective performance management;

\(iv\) Effective management of conduct and discipline issues; and

\(v\) Training and Individual Development Plans (IDPs).

\(2\) [Fully Successful Standard]{.underline}. The following are
examples of a fully successful standard for the supervisory element that
includes the mandatory performance accountability standard for
performance management duties, and an appropriate measure/indicator of
employee feedback, see DR-4040-430, Section 9 (a) (2) (b).

\(i\) Management control systems meet program accountability
requirements to reduce or eliminate deficiencies.

\(ii\) Merit systems principles are present in management decisions.

\(iii\) Performance management responsibilities are implemented:
employee performance plans are issued no later than 30 days of the
performance appraisal period, at least one (1) formal performance
discussion with each employee is conducted by March 30, clear and
measurable performance elements and standards are used to appraise each
employee's performance, annual performance ratings are complete by the
end of the performance appraisal period, and mandatory training for
employees is complete for the performance year.

\(iv\) Issues relating to misconduct or unacceptable performance are
appropriately addressed for resolution.

5

(11-07-08) SPECIAL PN

RD Instruction 2060-A

§ 2060.7(a)(2) (Con.)

\(v\) During the performance appraisal period, IDPs for employees
provide short- and long-term training and developmental needs and assess
formal and informal training and development opportunities to meet
mission-related priorities.

\(vi\) Communication with employees is open to listen and consider their
ideas, concerns, and/or issues that affect organizational achievement.

\(2\) [Resource Management]{.underline}. Performs supervisory/managerial
duties in accordance with Rural Development regulatory requirements to
monitor allocated funds and maintain complete and accurate records of
expenditures; utilizes resources in an efficient and effective manner;
and ensures funds, property, and other resources are guarded against
waste, loss, unauthorized use, and misappropriation.

\(3\) [Equal Opportunity and Civil Rights]{.underline}. Performs
supervisory/managerial duties in accordance with USDA requirements and
Rural Development guidance to ensure fairness, cooperation, and respect
toward internal/external customers, employees, and co-workers in the
performance of official business. Promotes awareness of EO/CR policies
and responsibilities of Agency and Departmental goals to value a
diverse, yet unified workforce. See Rural Development's Performance
Appraisal Handbook for examples of civil rights performance standards.

\(4\) [Mission-related]{.underline}. \[This critical element should be
linked to the organization's Strategic Plan, holding the employee
accountable for achieving measurable results.\] Implements business
goals and objectives within own organization to support the achievement
of Rural Development's strategic goals/initiatives/mission. (See Rural
Development's Performance Appraisal Handbook for a list of current
mandatory mission-related elements.)

\(i\) [Employee and Customer Perspective]{.underline}. DR 4040-430,
Section 9 (a) (2) (b) requires that supervisors' performance plans take
into consideration employee and/or customer perspective. See Rural
Development's Performance Appraisal Handbook for examples of the
employee and customer perspective measures.

6

RD Instruction 2060-A

§ 2060.7(a) (Con.)

\(5\) [Performance Measures]{.underline}. The performance elements and
standards must include credible measures of performance that are
observable, measurable, and/or demonstrable. To ensure results, specific
performance measures pertaining to quantity, quality, timeliness, cost
effectiveness, or manner of performance should be incorporated into the
performance standard(s), DR 4040-430, Section 9 (a) (4). See Rural
Development's Performance Appraisal Handbook for examples of standards
that include performance measures.

\(b\) [Mandatory elements and standards for non-supervisory
employees]{.underline}.

\(1\) [Mission-related]{.underline}. \[This critical element should be
linked to the organization's Strategic Plan, holding the employee
accountable for achieving measurable results.\] Contributes to the
business goals and initiatives within own organization to support the
achievement of Rural Development's strategic goals/initiatives/mission.
(See Rural Development's Performance Appraisal Handbook for a list of
current mandatory mission-related elements.)

\(2\) [Civil Rights (CR)]{.underline}. *Address civil rights awareness
and interpersonal* skills *as a performance standard in an existing or
newly established performance element*, DR 4040-430, Section 9(a) (2)
(c). The incorporation of a CR standard designates the performance
element as "critical." See Rural Development's Performance Appraisal
Handbook for examples of civil rights performance standards.

\(c\) [Safety and Health or Protection of Personally Identifiable
Information]{.underline}. If warranted by the employee's position,
performance elements and/or standards must be established, DR 4040-430,\
Section 9 (d).

\(d\) [Performance measures]{.underline}. The performance elements and
standards must include credible measures of performance that are
observable, measurable, and/or demonstrable. To ensure results, specific
performance measures pertaining to quantity, quality, timeliness, cost
effectiveness, or manner of performance should be incorporated into the
performance standard(s), DR 4040-430, Section 9 (a) (4). See Rural
Development's Performance Appraisal Handbook for examples of standards
that include performance measures.

7

RD Instruction 2060-A

§ 2060.7 (Con.)

\(e\) [Documentation of Performance Plans]{.underline}.

\(1\) Performance plans are documented:

\(i\) On Form AD-435A, "Performance Plan, Progress Review and Appraisal
Worksheet" and Form AD-435B, "Performance Plan, Progress Review and
Appraisal Worksheet (Continuation Sheet)." The forms can be found on the
USDA, NFC website: https://www.nfc.usda.gov.

\(ii\) All performance plans and changes must be submitted to the
reviewing official for approval prior to signing by the employee. The
reviews of the performance plans are to ensure appropriate levels of
quality and difficulty of performance standards are addressed. In most
cases the reviewing official is the second-level supervisor.

§ 2060.8 [Non-Mandatory Generic Elements for Similar
Occupations]{.underline}.

\(a\) [Standardized generic performance elements]{.underline}.
Standardized generic performance elements have been established and are
available for use in developing performance plans. All generic elements
should be tailored to the position being evaluated. See Rural
Development's Performance Handbook for a list of generic elements.

\(1\) Timeframes and appropriate procedures, when referenced in
elements, are derived directly from applicable regulatory guidelines,
procedural guides, and/or agency program and supervisory instructions,
etc.

\(2\) Timeframes, quantity, quality, cost-effectiveness, or manner of
performance, must be included with applicable elements when not
sufficiently specific in agency regulations and guidelines.

\(b\) [Similar occupations]{.underline}. Performance plans may contain
generic elements and accompanying standards for similar occupations.

\(1\) Examples of similar occupations:

\(i\) Loan Specialist;

8

(11-07-08) SPECIAL PN

RD Instruction 2060-A

§ 2060.8(b)(1) (Con.)

\(ii\) Area Specialist;

\(iii\) Loan Technician;

\(iv\) Area Technician;

\(v\) Program Director;

\(vi\) Area Director;

\(vii\) Administrative Officer; and

\(viii\) Human Resource Specialist.

§ 2060.9 [Recognizing and Rewarding Performance]{.underline}.

Performance bonuses and Quality Step Increases may be granted to an
employee based on his/her rating of record. See RD Instruction 2063-B to
obtain guidance on performance awards.

§ 2060.10 [Addressing Unacceptable Performance]{.underline}.

Actions based on performance for unacceptable and marginal performance
are in DR 4040-430, Section 9 (a) and (f). It is important to contact
your servicing human resources office regarding any actions based on
performance. In addition to DR 4040-430, Rural Development requires the
following:

\(a\) [Critical element]{.underline}. When the supervisor observes that
an employee's work is at the "Does Not Meet Fully Successful" level in
one or more critical elements, the supervisor shall assist the employee
by taking the following steps:

\(1\) Inform the employee.

> 9

(11-07-08) SPECIAL PN

RD Instruction 2060-A

§ 2060.10(a) (Con.)

\(2\) Review the employee's work more closely.

\(3\) Correct and discuss with the employee his/her work products.

\(4\) Place the employee on a Performance Improvement Plan (PIP).

\(5\) Advise the employee when the "Fully Successful" performance is
met.

\(b\) [Performance Improvement Plan (PIP)]{.underline}. A PIP provides
formal notice to the employee that performance is unacceptable in one or
more critical elements and provides the employee a reasonable
opportunity to demonstrate acceptable performance. The PIP should
include such activities as developmental assignments, structured
employee assistance or counseling, formal training, on-the-job training
and mentoring. All commitments by supervisory personnel must be honored
during the PIP period. For example, if a supervisor agrees to meet with
the employee every Thursday at 9:00 a.m., he/she must meet with the
employee or assign a designee, and notify the employee in advance,
whenever possible. During the PIP, detailed records must be maintained
of assistance offered and achieved results. The supervisor should
include the following information in the PIP:

\(1\) Notice to the employee of the critical element(s) he/she is
performing at an unacceptable level.

\(2\) Notice to the employee of specific examples of the unacceptable
performance.

\(3\) Notice to the employee of the performance requirements or
standards which must be attained in order to demonstrate acceptable
performance.

\(4\) The PIP duration, a reasonable opportunity period to demonstrate
acceptable performance on the elements at issue. This opportunity period
will be at least 60 days following the issuance of the notice. If
management determines that additional time is required, the initial
opportunity may be extended. The duration will be determined as
appropriate (circumstances of the particular case, labor-management
agreement, absences, etc.). If it is extended, the employee must be
notified in writing of the extension.

10

RD Instruction 2060-A

§ 2060.10(b) (Con.)

\(5\) Notice to the employee that he/she must improve to the "fully
successful" level by the conclusion of the opportunity period. Fully
successful performance must be sustained for at least one year from the
start of the opportunity period.

\(6\) If the employee does not demonstrate an acceptable level of
performance during or following the opportunity period, a
performance-based action (e.g., reduction in grade or reassignment) may
be proposed without an additional opportunity to improve. Supervisors
must contact their servicing human resources office or employee
relations office for guidance.

\(7\) If the employee has performed acceptably for one (1) year from the
beginning of the opportunity period and the employee's performance once
again becomes unacceptable, the rating official must provide the
employee an additional opportunity period to demonstrate acceptable
performance before determining whether to propose a reassignment,
reduction in grade, or removal action.

\(8\) A proposed action may also be based on instances of unacceptable
performance which occur within a one (1) year period ending on the
anniversary date of the notice of proposed action.

\(9\) Administrative actions initiated against an employee whose
performance is "Unacceptable" prior to the effective date of this
Instruction shall continue to be processed consistent with 5 U.S.C.
4303, 5 CFR 430, and the performance plan or guidance in existence prior
to the effective date of this Instruction.

\(c\) [Marginal Performance]{.underline}. Supervisors shall assist
employees in improving their performance when it is less than "Fully
Successful." When the supervisor observes that an employee's work is at
the "Does Not Meet Fully Successful" level, the supervisor shall assist
the employee in taking the following steps in:

\(1\) Inform the employee.

\(2\) Review the employee's work more closely.

\(3\) Correct and discuss with the employee his/her work products.

\(4\) Advise the employee when the "Fully Successful" performance is
met.

11

RD Instruction 2060-A

§ 2060.11 [Program Evaluation]{.underline}.

Evaluation of overall organizational results, employee satisfaction, and
consistency with mission objectives will promote the continued
enhancement of a performance management program supportive of critical
organizational results. Conducting ongoing evaluations of the
performance management program will identify opportunities for
improvement, and adjustments to the overall policy will be made as
necessary.

\(a\) [Instruction]{.underline}. All employees will receive a copy of
this Instruction. Managers and employees will receive training in order
to successfully carry out the responsibilities explained in this
Instruction.

\(b\) [Periodic Evaluation]{.underline}. Periodic evaluations of the
performance appraisal process will be made by the Human Resources
Programs Branch to determine if improvements of the organizational
performance management evaluation system are necessary. Key indicators
of an effective performance management system include the following:

## 

\(1\) Individual performance expectations are aligned with
organizational goals;

\(2\) Crosscutting organizational goals and objectives are achieved
through collaboration, interaction and teamwork;

\(3\) Employees routinely use performance information to track
achievement of goals and objectives;

\(4\) Employees are held accountable for making progress in bridging
performance gaps; and

\(5\) Meaningful distinctions are made regarding employee performance.

§§ 2060.12 -- 2060.50 \[Reserved\]

oOo

12

(11-07-08) SPECIAL PN

RD Instruction 2060-A

Exhibit A

Page 1

**QUICK REFERENCE**

**FOR DEVELOPING EMPLOYEE PERFORMANCE PLANS**

**THAT LINK TO ORGANIZATIONAL GOALS**

**Step 1 Look at the overall picture.**

> Review organizational goals, objectives and performance measures
> already available. Determine which goals and measures the employee's
> work unit can affect.

**Step 2 Determine what is going to be measured at the work unit**

**level using any or all of the following methods:**

**Method A** ***(Results-Oriented)*** Cascade the organization's mission
or goals to the work unit level. Determine the work unit's
accomplishment(s) that directly affect the organization's mission or
goals.

**Method B *(Results-Oriented) ***Determine the product(s) or service(s)
(i.e., the accomplishments) that the work unit supplies or provides to
its customers.

**Method C *(Process-Oriented) ***Develop a process flow chart for the
work unit. Establish key steps in the work process(es). These are the
steps that should be measured.

**Step 3** **Develop performance elements that support work unit goals
and mission or work processes.**

> Elements that address individual performance can be critical or
> non-critical. Any element addressing group performance must be
> non-critical. However, one way to ensure that those assignments and
> responsibilities are linked to the organization's mission and goals
> would be to derive elements from work unit results. The most important
> aspects of unit performance (results and/or processes) are identified
> in Step 2.

**Step 4 Determine which performance elements should be critical
elements and mark these on the performance plan.**

> There is a good possibility that the element should be critical if the
> element is a major component of the work, if serious consequences
> would result if the employee performed it unacceptably, if the element
> requires a significant amount of the employee's time, or if there is a
> statutory or regulatory requirement related to its performance.

(11-07-08) SPECIAL PN

RD Instruction 2060-A

Exhibit A

Page 2

**Step 5 Develop work unit and individual measures.**

> For each element or work accomplishment, determine which general
> measure(s) (i.e., quantity, quality, timeliness, manner of
> performance, or cost-effectiveness) are important. If an
> accomplishment can be measured with numbers, determine the unit of
> measurement to be used. If performance can only be described
>
> (i.e., observed and verified), clarify who will appraise the work and
> what factors will be appraised.

**Step 6 Develop work unit and individual standards.**

> A "Meets Fully Successful" standard must be established for each
> element. It should outline the performance requirement(s) or
> expectation(s) that must be met to be fully successful.
>
> If the measure for the element is numeric, determine minimum number(s)
> that would represent successful performance. If the measure for the
> element is descriptive, determine what the rater would see or report
> that would verify that performance expectations for that element had
> been met or exceeds and below which a performance problem would exist.
>
> If other work accomplishments or achievements are to be tracked and
> measured, it is recommended that employees be given a clear idea of
> the performance expectations to help them and their work units focus
> on what they are to do. Avoid absolute and backwards performance
> standards.

**Step 7 Determine how performance will be monitored.**

> Determine what data to collect for each performance element, the
> source of the data, and whether all the data or just a sample should
> be collected. Determine when the data should be collected, who should
> collect it, and who should receive it. Review existing reports for
> possible use as feedback reports. Create feedback tables or graphs
> where appropriate, necessary, or desired. Try to design feedback
> processes that give employee's feedback automatically.

RD Instruction 2060-A

Exhibit A

Page 3

> **Step 8 Check the performance plan to ensure that elements and
> standards are effective and meet regulatory requirements.**
>
> Are the performance expectations quantifiable, observable, and/or
> verifiable? Does failure on the element mean that the employee's
> overall performance is unacceptable? Are the standards attainable and
> challenging and are expectations reasonable? Do they allow for some
> margin of error? Can the rater manage the data collected through the
> measurement process?

oOo

(11-07-08) SPECIAL PN