1. DOCDM-249620 – PPR 07/08 Grace Baker
Personal Performance in Role (PPR)
Name: Grace Baker
Manager: Richard McNamara
Purpose of PPR: Ensure the employee performs the work in their role to the required standard and the behaviour expected
Objectives:
 Build a shared understanding of the level of performance expected in the role
 Build a shared understanding of the level of performance achieved in role
 Identify development opportunities
 Build a constructive relationship between the employee and their manager
The most important parts of the PPR process are the conversations that are held between the manager and their employee. This
form is for documenting the main points from these discussions. The manager is accountable for completing this form and placing
the original on the employee’s personal file. Any amendments throughout the year should also be placed on the file.
Information on having PPR discussions and agreeing on development areas and actions can be viewed on the Intranet under P in
the A-Z Index.

2. DOCDM-249620 - PPR 0708 Grace Baker 2
PERFORMANCE EXPECTATIONS AND DEVELOPMENT (AUGUST)
Purpose: To develop a shared understanding of the level of expectations of the employee’s performance in role and the areas
of capability to focus on developing.
I agree to:
(1) Fulfil the requirements of my role as described in my role description; and
(2) Deliver the work programme as described in Business plan and/or the Appendix to this PPR; and
(3) Achieve the development areas for the role identified below.
Development area
within role
What is being measured How will it be
measured/standard
Timeframe Ways it will be achieved
The general area within
role description
Specific issues within that area What will indicate the
development has been
made? What behaviours
will be seen?
Actions can be for as
long as is needed to
demonstrate required
improvement
Development activities,
strategies and
interventions
Problem Solving Ability Ability to recognise and solve
problems in a timely and
managed way.
Observations by Manager By end of June 08 Training in planning,
problem solving and
decision making NZIM /
Southern
Emotional intelligence
(interpersonal skills and
awareness)
Ability to handle situations in an
appropriate manner when
dealing with staff and to ensure
an excessive number of tasks
are not accepted
Assessment and
feedback:
Observations from manger
and feedback from peers.
By end of June Assertiveness training
through NZIM – Southern
Skilled use of knowledge Ability to maintain area service
systems
Assessment and
feedback:
Observations from manger
and feedback from peers.
Ongoing for rest of
year
Mentoring and training by
manager and
conservancy business
services unit.
Relevant training in –
business administration
and computers.
Applying out come of
audit.

3. DOCDM-249620 - PPR 0708 Grace Baker 3
Acting Manager Signature: Date: 30th January 2008
Manager Signature: Date: 30/1/08

4. DOCDM-249620 - PPR 0708 Grace Baker 4
ANNUAL REVIEW OF PAST YEAR’S PERFORMANCE (JULY 2008)
Purpose: To review and develop a shared understanding of the employee’s performance in role and progress with
development
Performance in role
Manager and employee consider performance in relation to the role description and work programme (described in business plan
and/or Appendix), where performance has exceeded, met, or not met performance expectations, learnings and successes over
the past year and areas for development for the following year.
Expectations of performance in role
against the role description
(Accountabilities and Capability) and
work programme
Self assessment Manager’s assessment
TEAM PARTICPATION
 Contribute to the work of peers to enable
their success
During Business Planning period I demonstrated
team participation by providing support, advice
and guidance to all PM’s to ensure they were
able to make effective decisions in their own
work areas in their own Business Plans. E.g. PM
Visitor Assets was absent when the business
plans were required to be completed. I entered
the data based upon notes he had left behind.
Grace is now providing good support for other
staff through the Business Management
portfolio. Her work on the current BP’s was of
major assistance to new staff in this difficult
time.
Supervise staff and contractors
(if applicable)
Ensure staff and contractors meet expectations
Contractors: Wormald, Laser Electrical, Ike’s
Communication)
I have best demonstrated this by; providing
support, training and guidance to 14 new staff
settling into their new positions in the area
office, for the past 12 months.
Grace has worked on a training schedule for
staff on all office systems. This has been a very
good initiative as Aoraki has had a large staff
change-over with many staff unfamiliar with
DOC systems and processes.
Plan, manage and deliver support and
service
 Assess how effective the Area’s work is in
achieving the work plans, identify critical
issues and develop solutions to improve
effectiveness
I have best demonstrated this by continuing to
ensure that the A/O ran effectively and
efficiently. While juggling to provide cover for
the PM Service & BS Ranger roles during an
Area Office review, HSE Audit, OBU, Supps,
Business Planning and recruitment of 10
Temp/s, 3 staff leave, 6 new & 5 permanent
Grace has had a heavy workload in the past
with the first 5 months of year particularly
onerous as a result of working both BS
positions. She has coped well to changing staff
and roles. She has also assisted me in bringing
on-line our reporting systems (MOR, PPR, etc)

5. DOCDM-249620 - PPR 0708 Grace Baker 5
staff changes.
Identify risks and opportunities
Share information, better practice and learning’s
with others
With significant staff changes over the past 6
months, I have best demonstrated this by
adapting with those changes and sharing my
knowledge and skills with a lot of new staff. To
enable them to be successful in their own work
areas. An example: I’ve best demonstrated this
by; encouraging staff to book time with me for:
Training, Ask questions or to learn new things
that will make them more effective at their own
jobs.
Grace has now got a training schedule for staff
in BS systems up and running. She has also
provided good advice and feedback on “new”
DOC systems for the office.
She has also made herself available to travel to
other offices and Consy to upskill on systems
new to her.
Contribute to emergency work and fire
control activities
Undertake fire control or other conservation
related emergency responses to meet the
department’s obligations if required
Have attended two courses; MLSO course and
Track and Clue Awareness. I have not been
contributed or been involved recently in any
emergency incidents.
This year I became revalidated for my Primary
Care level 1 for St John which included being
authorised to give to patients methoxyflurane
and pandol
Grace has always been available for this work
in rural and industrial fire. She is now a
member of the regions Victim Support group –
an essential role in our Alpine SAR response
and she is a practicing member of the region’s
St John’s response.
Build and develop relationships with
tangata whenua and stakeholders
Identify and build key internal and external
effective relationships within the programme.
(Aoraki A/O Staff) 60% of my time
(Canterbury Conservancy Business Services Team) 30%
of my time.
(Other Doc Staff) 10% of my time
(External) 10% of my time.
My main focus for the past 6 months has been
to work closely alongside the Canterbury
Business Services staff. I’ve achieved this
making sure when I am in Christchurch for
meetings, training etc I allocate sufficient time
to spend with BSM, BSS, BSO/HR and
BSO/Finance. This provides everyone an
opportunity to talk, discuss issues / problems or
simply to ask help from one another.
She has worked hard at developing good
working relationships within the Area, Consy,
and with stakeholders.
Valuing the Work (Development area within
role)
Development area:
 Values getting work done (through
others).
I believe I have demonstrated this by providing
cover for the vacant PM Service position during
the A/O review while continuing my role as the
BS Ranger. It would be fair to say that I did
not fulfil my duties 100% in both roles. But I
did give 100% commitment to the very best of
my ability.
Grace has shown a commitment to her role at a
time when the Area has gone through some
traumatic changes and the advent of a new
management team. She has kept her
perspective and allowed me to get on with
reforming the Area.
Leadership Ability (Development area
within role)
Development area:
 Is able to identify and focus on priorities
(requires this of others).
I have best demonstrated this by providing as
much support to the A/O staff while trying to
juggle the PM Service and BS Service roles
during the A/O review. I strive to the best of
my ability to listen to staff and provide
assistance so they are empowered to make
As above. Her assistance to me has been
invaluable in this time of change.

6. DOCDM-249620 - PPR 0708 Grace Baker 6
their own decisions.
Problem Solving Ability (Development area
within role)
Ability to recognise and solve problems in a
timely and managed way.
Development area:
 Is able to consider the implications of their
actions on the work of others.
I strive to resolving problems with the help of
other staff. I’ve best demonstrated this by;
Listening tentatively to staffs problems / issues
and work out the best way collectively to arrive
at a positive solution. A good example of this
is: When area office staff first seek advice from
me on how to deal with issues or problems they
are facing.
I try to retain a neutral position but give staff
options on how to best approach what they are
facing. In this way they can decide what works
for them best. E.g. A/O Staff member
experiencing issues with own Programme
Manager and getting no where with talking
about it. I suggested they have a meeting or
write in their MOR. etc
The BS positions are key to the Area’s smooth
running. It is the hub for the Area and its staff.
Grace has shown an increasing ability to work
with staff on Area issues. Continued
development in this role is key to the Area’s
success and Grace’s team is moving well in that
direction.
Interpersonal Skills and Ability
(Development area within role)
*Attending next week NZIM – Assertive Behaviour
Strategies.
Development area:
 Works well with others.
I’ve best demonstrated this by working well
with my work peers. A good example of this is
recently a Conservancy staff member asked me
if a specific work task had been completed. The
answer was No, but I was more than happy to
work alongside the staff member/s involved
and get the task completed to meet the existing
deadline.
As above. Grace has also committed to
ongoing Mngt training and other development
opportunities. She also identifies these
opportunities to other staff who would benefit
from this type of training.
Skilled use of Knowledge Development area
within role)
Ability to maintain area service systems
Development area:
 Is competent at prioritising, financial
planning, budget management and
finding improved ways to use resources.
For the past year for me, it’s been quite a steep
learning curve. I worked both BS positions for a
total period of 5 months. Thrown into this
equation I’ve met head on quite a number of
new work tasks: A/O review, H&S audit,
October Business upload, Supps, business
planning from an AO perceptive, ACC audit and
recruitment: 10 Temp/s, 3 staff leave, 6 new
and 5 permanent staff changes. This has
broadened my business services knowledge and
skill base.
*I am still eager to learn new skills and develop
my existing business services knowledge by
seeking training in: Electronic Document
Management. This is an area that interests me
because technology is changing all the time and
Grace has been on a very steep learning curve
these past 12 months. This upskilling has not
been helped by the fact that she undertook both
BS roles in the Area for the 1st
5 months of the
year and that the Area has undergone a review
process with a lot of staff change. The Area is
now in a better position to for fill its work
commitments as a result of Grace’s up-skilling
in the BS area. She shows a willingness to
accept change and a desire to learn. This will
stand the Area in good stead into the future.

7. DOCDM-249620 - PPR 0708 Grace Baker 7
is often overlooked or not taken seriously.
Additional Work (Delivery Output)  PM/BS Dual Roles July 07 – Nov 07
 Recruitment 10 Temp (07/08)
 Recruitment 6 Permanent positions
filled (07/08)
 Recruitment 5 Permanent positions
affected (07/08)
 Recruitment 3 Permanent positions –
vacant (07/08)
 Recruitment 3 Temp positions – fill
permanent positions (07/08)
 Area Office Review
 PM VA / SAR – entering of data for
08/09 BP (07/08)
 PM LB – entering of data for 08/09 BP.
(08)
 P-Card Updating of staff changes (08)
 Training – Travel Forms (over and over)
(07/08)
 Docdm – Sorting out SAR documents
(2007)
 File boxes – Mezzanine floor (Re-
organising). (08)
 Approving PM’s staff timesheets
(07/08)
 Organised additional wall / door
installation in my office.(08)
 Organised a desk to be made to my
work space. (08)
This list highlights my comments in this report.
Grace has undertaken a heavy workload in a
time of change in the Area office. Her
continued development is crucial to the Area’s
overall success.

8. DOCDM-249620 - PPR 0708 Grace Baker 8
Development for the role
Manager and employee consider progress with development. Consider what worked well and why, and what could have been
done better? Were there any obstacles faced in developing this area? Has developed capability been applied?
Development for the Role Self assessment Manager’s assessment
Time in Canterbury Conservancy with Business
Services Staff.
Time to be scheduled: With PM Service – Twizel.
Time to be scheduled: With Service – Geraldine.
In the past 6 months my business services skills
& knowledge has grown significantly since I
started to work closely alongside the Canterbury
Conservancy Business Services staff. Who have
all been so open in sharing their time, their
knowledge and skills; this has increased my
knowledge & skill base. I am very grateful for
them taking the time to being patient and gifting
their knowledge to me.
Prior to the 6 months my main focus was to keep
the Area Office running efficiently and effectively
to the best of my ability. I found this quite
difficult at times because there was only one of
me and double the workload for a period of 5
months. On top of this I faced significant
changes in the Area Office. Could things have
been done better? I believe there is always room
for improvements. However at the time I did the
very best I could to fill both BS roles. Once the
50% BS ranger position was filled, I changed my
focus to my own position.
As above – see comments. Grace always gives
her work her best shot and that is all that can be
asked.
*I am still eager to learn new skills and develop
my existing business services knowledge by
seeking training in: Electronic Document
Management. This is an area that interests me
and because technology is changing all the time
it is often overlooked or not taken very seriously.
There are still a number of challenges ahead in
regards to implementing office best practice and
DOC systems. However Grace has made a very
good start at getting this job done.
Her continued development as a Victim
Support Officer will also benefit the Area’s SAR
operations

9. DOCDM-249620 - PPR 0708 Grace Baker 9
Assessment Criteria
A six point rating scale is used to assist employees and their managers in summarising performance for the year:
Unsatisfactory1
Developing
Bottom of Competent range
(basic competence)
Middle of Competent range
(performing and competent)
Top of Competent range
(high performing and fully competent)
Advanced
Does not meet the requirements of the role description and does not demonstrate
developing capability
Growing in capability and demonstrating improving performance.
Has the qualifications and/or skills to undertake the requirements of the role and is
performing at a basic competence level.
Consistently meets the core requirements (accountabilities) of their role description and
adequately demonstrates the full range of capability needed to ensure success.
High performing and fully competent and demonstrating the full range of requirements of
the role consistently well over time.
An employee is consistently able to demonstrate a level of competency above that
required for the role. The employee must add extensive value, have a significant impact and
use their initiative to meet other organisational goals outside of their key result areas but
within the scope of the position. Able to undertake work expected at the next or a higher
band. Will usually be required to undertake leadership roles in the functional area.
1 If performance is unsatisfactory, there need to be additional meetings where the manager discusses and documents performance and expectations and places this on the personal
file. For more information refer to the Misconduct and Managing Poor Performance procedures under M on the A-Z index of the P&OD Intranet Site.

10. DOCDM-249620 - PPR 0708 Grace Baker 10
Overall Performance - Self Assessment
Unsatisfactory
Developing
Bottom of
Competent
range
Middle of
Competent
range
Top of
Competent
range
Advanced
Given the discussions
and comments
recorded on this form, I
assess overall
performance as:
I assess myself to
be 50% in this
range.
Overall Performance - Manager’s Assessment
Unsatisfactory Developing
Bottom of
Competent
range
Middle of
Competent
range
Top of
Competent
range
Advanced
Given the discussions
and comments
recorded on this form, I
assess overall
performance as:
x

11. DOCDM-249620 - PPR 0708 Grace Baker 11
Annual review summary
Manager’s comments (Richard McNamara)
Grace has managed a heavy workload in a time of review and change. This has brought a number of new staff and Programme
Managers to the Area with little experience of DOC processes and systems. She has made a very good effort to undertake and
complete her work loads (she was undertaking both BS roles for the 1st 5 months of the year) whilst at the same time lending
support to the Area’s relatively inexperienced team.
Her willingness to accept this workload and commit to adapting to change and to a steep learning curve has not only served the
Area well, it has been of much valued assistance to a new Area Manger. Thank you Grace for your continued advice and
support. The business Services hub continues to develop and support the Area’s outputs and I look forward to the improvement
already in train for the coming year.
Mac
Signature Richard McNamara – Aoraki AO Area Manager
Date 31st July 2008
Employee’s comments (Grace Baker)
My workload has been quite heavy for the past twelve months and especially for the first five months when I was filling both
Business Services positions. This provided me with an opportunity to teach me some very valuable lessons. One of these lessons was
when a situation arises out of the left field with very little warning. I soon learnt how important it was to take it in my own stride and
to make the best of the situation (s) and be open into adapting to the change that took place.
This allowed me to grow and be further developed in the Business Services role/s.
Signature
Date 2nd August 2008

12. DOCDM-249620 - PPR 0708 Grace Baker 12
Annual review summary
Business Services Manager (Russell George)
Grace has come to the role of Programme Manager Service at a crucial time in the re-establishment of the Area. The relative
inexperience of some other Programme Managers’ and, in some cases, their lack of `attitude’ towards maintaining standards in
financial processing has placed pressure on her ability to undertake her role. Grace has been placed under considerable time
pressure at various stages of the financial year. She has had a very steep learning curve and has had the additional problem of
being distant from help and advice on business planning and financial matters. Despite this, Grace has made every attempt to
learn new skills and apply these to her work and has delivered work of a good standard. Grace has a very well developed sense of
responsibility and a desire to adhere to and follow Departmental processes. She places importance on the preparation and
accuracy of information. There is no doubting her strong desire to become a top flight and effective Programme Manager Service
and, with more time in the role, she will increase her skill base and really grow in confidence to `own’ the position.
Signature
Russell George
BSM – Canterbury Conservancy
Date
31st July 2008

13. DOCDM-249620 - PPR 0708 Grace Baker 13
APPENDIX
Deliver the work programme for the PPR year
Key Deliverables Performance Indicators
(what is the standard/how will it be measured)
Timeframe
Office Management
 Visitors / Phones
 Staff Tracking
 Evacuation procedures
 Admin resources and support
Staff and HR
 Staff Management
 Employee setup and exit
 Changes
 Timesheets and pay roll
payments
 Records and personal files
 Audit
Admin support to AM
 Organising and recording of
meetings
 Logistic & Admin support
 Advice
Support to Finance
 Management of indirects
 Variance reporting
 Business Planning
 Performance reporting
 Petty Cash / SAP
 Business Intelligence
 Thirdly reporting
 Financial advice and support
HSE – Employer Rep
 Impac System
 Accident and Incident
Register
 Systems and process

14. DOCDM-249620 - PPR 0708 Grace Baker 14
 Advice and support
Mail – dispatch, collection and
distribution
Information Technology
 Site Champion
Records management
 Files – hard and electronic
Uniforms – provisional changes and
return
Residential property
 Rental and liaison
 MOP guardian