Hi everybody,
I am working on a project of 360 Degree Feedback. However, I am unable to get proper guidance on this topic. If anyone has experience with this topic or has worked on it before, kindly reply to me about the whole process, how it works, and if there are any presentations available. I will be very thankful to all.
Regards,
Kalyani
From United States, Marina Del Rey
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1I am working on a project of 360 Degree Feedback. However, I am unable to get proper guidance on this topic. If anyone has experience with this topic or has worked on it before, kindly reply to me about the whole process, how it works, and if there are any presentations available. I will be very thankful to all.
Regards,
Kalyani
From United States, Marina Del Rey
Acknowledge(0)Amend(0)
Dear CiteHRite,
Please go thro' and u will get an overall idea.
Rgds - Jothi
Guidelines for using 360-degree feedback in the appraisal process
Please note these guidelines are not intended to act as a substitute for proper training in the use of 360-degree feedback in appraisal. The Organsiational andStaff Development Unit strongly recommends that you do not use this tool unless you have been properly trained.
What is 360-degree feedback?
It is a process whereby an individual is rated on their performance by people who know something about their work. This can include direct reports, peers, managers, customers or clients, in fact anybody who is credible to the individual and is familiar with their work can be included in the feedback process. The individual usually completes a self-assessment exercise on their performance, which is also used in the process.
Why use 360-degree feedback?
Using 360-degree feedback can bring the following individual and organisational benefits.
It provides the individual with an opportunity to learn how different colleagues perceive them, leading to increased self-awareness.
It encourages self-development.
It increases understanding of the behaviours required to improve personal and organisational effectiveness.
It promotes a more open culture where giving and receiving feedback is an accepted norm.
It increases communication within the organisation.
It can be a powerful trigger for change.
However, how you do it is more important than doing it. Implementing this tool without following clear guidelines can have a negative impact on those involved and the organisation as a whole. Feedback can be enormously powerful and therefore the process needs to be properly supported, with consideration of how it will be introduced, administered and followed up.
The Organisational and Staff Development Unit has produced the following guidelines to help you conduct 360 degree feedback in a way that is beneficial not detrimental to staff. However, it is imperative that you have proper training before you start using this tool.
1. Considerations before you start 360 degree feedback
Organisational readiness/context:
1.1. Purpose
It is important that people are clear about why this process is being used and what it is being used for. The purpose needs to be clearly and consistently communicated to all those involved.
1.2 Culture
You need to consider whether the organisational culture supports this process and allows open feedback. The 360-degree feedback process relies heavily on the inputs of others so participants and raters need to feel comfortable and supported when taking part in this process.
1.3 Timing
Identifying when to introduce 360 degree feedback is an important consideration. It is not appropriate to introduce it during periods of downturn or when redundancies or re-organisations have been announced. During these periods, staff are more likely to be feeling threatened and concerned about the organisation's intentions and therefore resistant to new feedback processes.
1.4 Roll out
Consider having a senior manager acting as a sponsor or champion of 360-degree feedback. This can greatly enhance its success and generate buy-in in to the process. It is also important to involve staff as early as possible in the implementation of 360-degree feedback as it prevents secrecy and the feeling that this has been imposed on them.
1.5 Confidentiality
It is important to guarantee confidentiality for participants – both subjects and raters. Make sure the model you are using ensures this happens so that the feedback is not attributable to individual raters.
2. The 360 degree process
2.1 Self-assessment
Self-assessment encourages the individual to take responsibility for his or her own development and is a useful starting point in the 360-degree feedback process. Consideration needs to be given to the purpose of this information and how it is used as well as who has access to this data and how long is it held for.
2.2 The raters
Identifying the most appropriate people to rate the performance of the individual is a key part of the process. Ideally the recipient will have full involvement in identifying who they think is in the best position to comment on their performance. The raters must be credible to the recipient for them to act on the resulting feedback.
2.2.1 Number of raters
The assessment has to be based on a large enough sample to ensure that it is valid. If too small, there is a danger that one rater's view will have a major impact on the overall results. 7 to 12 respondents are usually sufficient in terms of reliability.
2.3 The questionnaire
The design of the assessment, reporting and feedback process should suit the purpose of the exercise. It needs to describe the behaviours, which relate to actual job performance. It should relate to existing measurement systems within your area, such as competencies. It also needs to be in line with City's culture and values.
The questionnaire needs to be relevant to the raters and their day-to-day involvement with the individual.
A well-designed questionnaire should offer respondents the opportunity to indicate where they have not had the opportunity to observe a behaviour, or where the behaviour is not relevant to the job, so as not to force them to guess.
Ideally the questionnaire should take between 15 and 30 minutes to complete.
2.3.1 Qualitative and quantitative data
The most effective questionnaire design is one that encompasses both quantitative as well as qualitative elements. The quantitative elements provide the structure and the qualitative questions provide the context.
2.4 Feedback strategy
It is important to consider what feedback is communicated and how and when this takes place.
2.4.1 Feedback report
Feedback usually consists of a report. The design of the report should be kept simple and ideally designed to help the individual prioritise their relative strengths and development areas.
Given that an individual is receiving sensitive information about how their colleagues, direct reports and manager view their performance, sensitivity is essential. Someone must be available to help interpret the results with that person.
2.4.2 Trained facilitators
As 360-degree feedback is being used as part of the appraisal process, feedback is communicated face to face. The people giving the feedback (appraisers) must have had the relevant training to give them the skills to support this process.
2.4.3 When feedback is communicated
Ideally the individual receives feedback as soon as possible after that feedback has been collated. It is important to ensure that people receive it when there is support available to interpret the results e.g. as part of a supportive appraisal process.
3. Evaluation
3.1 Purpose
Evaluating the impact of 360-degree feedback is an important part of determining its success. This is especially important if you have piloted this process and are considering rolling it out to other areas and/or are repeating the process.
3.2 Measures
Impact can be measured at both the organisational and individual level. This can include following up with participants about their views on the process as well as measuring the impact it had on their development plans. On an organisational level, monitoring key performance indicators will determine whether targets have been met more closely following the introduction of 360-degree feedback.
The Organisatitional and Staff Development Unit recommends that you use these guidelines if you are thinking about implementing 360-degree feedback in your area. If you need any further help information and support please contact Organisational and Staff Development
From India, Coimbatore
Acknowledge(0)Amend(0)
Please go thro' and u will get an overall idea.
Rgds - Jothi
Guidelines for using 360-degree feedback in the appraisal process
Please note these guidelines are not intended to act as a substitute for proper training in the use of 360-degree feedback in appraisal. The Organsiational andStaff Development Unit strongly recommends that you do not use this tool unless you have been properly trained.
What is 360-degree feedback?
It is a process whereby an individual is rated on their performance by people who know something about their work. This can include direct reports, peers, managers, customers or clients, in fact anybody who is credible to the individual and is familiar with their work can be included in the feedback process. The individual usually completes a self-assessment exercise on their performance, which is also used in the process.
Why use 360-degree feedback?
Using 360-degree feedback can bring the following individual and organisational benefits.
It provides the individual with an opportunity to learn how different colleagues perceive them, leading to increased self-awareness.
It encourages self-development.
It increases understanding of the behaviours required to improve personal and organisational effectiveness.
It promotes a more open culture where giving and receiving feedback is an accepted norm.
It increases communication within the organisation.
It can be a powerful trigger for change.
However, how you do it is more important than doing it. Implementing this tool without following clear guidelines can have a negative impact on those involved and the organisation as a whole. Feedback can be enormously powerful and therefore the process needs to be properly supported, with consideration of how it will be introduced, administered and followed up.
The Organisational and Staff Development Unit has produced the following guidelines to help you conduct 360 degree feedback in a way that is beneficial not detrimental to staff. However, it is imperative that you have proper training before you start using this tool.
1. Considerations before you start 360 degree feedback
Organisational readiness/context:
1.1. Purpose
It is important that people are clear about why this process is being used and what it is being used for. The purpose needs to be clearly and consistently communicated to all those involved.
1.2 Culture
You need to consider whether the organisational culture supports this process and allows open feedback. The 360-degree feedback process relies heavily on the inputs of others so participants and raters need to feel comfortable and supported when taking part in this process.
1.3 Timing
Identifying when to introduce 360 degree feedback is an important consideration. It is not appropriate to introduce it during periods of downturn or when redundancies or re-organisations have been announced. During these periods, staff are more likely to be feeling threatened and concerned about the organisation's intentions and therefore resistant to new feedback processes.
1.4 Roll out
Consider having a senior manager acting as a sponsor or champion of 360-degree feedback. This can greatly enhance its success and generate buy-in in to the process. It is also important to involve staff as early as possible in the implementation of 360-degree feedback as it prevents secrecy and the feeling that this has been imposed on them.
1.5 Confidentiality
It is important to guarantee confidentiality for participants – both subjects and raters. Make sure the model you are using ensures this happens so that the feedback is not attributable to individual raters.
2. The 360 degree process
2.1 Self-assessment
Self-assessment encourages the individual to take responsibility for his or her own development and is a useful starting point in the 360-degree feedback process. Consideration needs to be given to the purpose of this information and how it is used as well as who has access to this data and how long is it held for.
2.2 The raters
Identifying the most appropriate people to rate the performance of the individual is a key part of the process. Ideally the recipient will have full involvement in identifying who they think is in the best position to comment on their performance. The raters must be credible to the recipient for them to act on the resulting feedback.
2.2.1 Number of raters
The assessment has to be based on a large enough sample to ensure that it is valid. If too small, there is a danger that one rater's view will have a major impact on the overall results. 7 to 12 respondents are usually sufficient in terms of reliability.
2.3 The questionnaire
The design of the assessment, reporting and feedback process should suit the purpose of the exercise. It needs to describe the behaviours, which relate to actual job performance. It should relate to existing measurement systems within your area, such as competencies. It also needs to be in line with City's culture and values.
The questionnaire needs to be relevant to the raters and their day-to-day involvement with the individual.
A well-designed questionnaire should offer respondents the opportunity to indicate where they have not had the opportunity to observe a behaviour, or where the behaviour is not relevant to the job, so as not to force them to guess.
Ideally the questionnaire should take between 15 and 30 minutes to complete.
2.3.1 Qualitative and quantitative data
The most effective questionnaire design is one that encompasses both quantitative as well as qualitative elements. The quantitative elements provide the structure and the qualitative questions provide the context.
2.4 Feedback strategy
It is important to consider what feedback is communicated and how and when this takes place.
2.4.1 Feedback report
Feedback usually consists of a report. The design of the report should be kept simple and ideally designed to help the individual prioritise their relative strengths and development areas.
Given that an individual is receiving sensitive information about how their colleagues, direct reports and manager view their performance, sensitivity is essential. Someone must be available to help interpret the results with that person.
2.4.2 Trained facilitators
As 360-degree feedback is being used as part of the appraisal process, feedback is communicated face to face. The people giving the feedback (appraisers) must have had the relevant training to give them the skills to support this process.
2.4.3 When feedback is communicated
Ideally the individual receives feedback as soon as possible after that feedback has been collated. It is important to ensure that people receive it when there is support available to interpret the results e.g. as part of a supportive appraisal process.
3. Evaluation
3.1 Purpose
Evaluating the impact of 360-degree feedback is an important part of determining its success. This is especially important if you have piloted this process and are considering rolling it out to other areas and/or are repeating the process.
3.2 Measures
Impact can be measured at both the organisational and individual level. This can include following up with participants about their views on the process as well as measuring the impact it had on their development plans. On an organisational level, monitoring key performance indicators will determine whether targets have been met more closely following the introduction of 360-degree feedback.
The Organisatitional and Staff Development Unit recommends that you use these guidelines if you are thinking about implementing 360-degree feedback in your area. If you need any further help information and support please contact Organisational and Staff Development
From India, Coimbatore
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Thanks to all who ever replied to me. And special thanks to Karthekeyan for providing me with a brief description of 360-Degree feedback. This information will be useful not only for me but also for everyone. Always cheers! :D
Regards, Kalyani.
From United States, Marina Del Rey
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Regards, Kalyani.
From United States, Marina Del Rey
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Hi Kalyanji,
You may get some relevant details from the link below:
https://www.citehr.com/download-list.php?query=360
From India, Coimbatore
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You may get some relevant details from the link below:
https://www.citehr.com/download-list.php?query=360
From India, Coimbatore
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I know some of the consultant in the india who are doing 360degree appraisal. one of them is Learning for Exelence Aurangabad, for more details contact.
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Hi Kalyanji, Im uploading a presentation that I took a month back....let me know how u found it. Regards Navinder
From India, Delhi
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From India, Delhi
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Dear Karthikeyan, Very informative. Pl give some more information about the other appraisals besides 360 degree. Keep posting Deep
From China, Qinhuangdao
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From China, Qinhuangdao
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hi kalyanij,
i think this will be useful
360 Performance Appraisal
Unlike, the traditional top-down appraisal where a supervisor appraises the performance of their subordinate, 360 Performance Appraisal incorporates multiple perspectives by using feedback from a variety of sources. These sources include peers, subordinates, customers, self, and supervisor.
May be called multi-source feedback, mult-rater feedback, multi-level feedback, upward appraisal, peer review.
The results of this type of feedback process provide an understanding how how the employee is perceived from different perspectives. This process helps an individual understand how others perceive them.
Feedback is essential to facilitating performance improvements. Feedback allows people to utilize their strengths to their advantage. Feedback informs employees which actions create problems for others and to know what changes may be needed.
360 Performance Appraisal: Uses
Uses for 360 Performance Appraisal include:
• Employee Development
• Performance Appraisal
• Performance Management
• Training Needs Assessment
• Evaluation of Training
• Attitude Survey
• Organizational Climate Survey
• Customer Satisfaction Survey
This process can also be a motivator of performance since it shows the employee that their opinions and views are considered important.
Benefits
May improve service to customers if they are able to offer feedback to the employee. 360 Performance Appraisal offers a more complete picture of the employee's performance. This feedback can provide guidance on skills that an employee may need to develop.
How it is conducted.
1. Develop questionnaire A questionnaire used for 360 Performance Appraisal typically contains items that are rated on a 5 point scale. These items may be developed to measure different dimensions of job performance (e.g., communication, teamwork, leadership, initiative, judgment, ...). Questionnaires also typically include one or more open-ended questions to solicit written feedback.
Questionnaires typically include from 50 to 100 items. When estimating the amount of time to complete the questionnaire you should estimate about 1 minute per questionnaire item.
If using a printed questionnaire form, you should consider using forms that can be scanned into a computer.
2. Ensure confidentiality of participants Steps must be taken to ensure the confidentiality of the feedback results. For example, feedback ratings from several subordinates may be combined (averaged) to mask the identity of an individual subordinate. Comments or written answers to questions may be summarized in the results to mask the identity of the author. The confidentiality helps ensure that the results are genuine.
3. Provide training/orientation Often the feedback process involves use of one or more questionnaires, confidential information, and involvement from many different areas of an organization. Therefore, training and orientation to the feedback process is needed to facilitate a smooth feedback process. During this training/orientation, employees should be informed of what 360 Performance Appraisal is and why it is being implemented at your organization. You may want to provide samples of the questionnaire items and/or feedback results.
4. Administer the feedback questionnaire Distribute questionnaire forms (if using printed copies) with instructions. May want to prepare answers to common questions if other employees will be assisting in the administration. If possible, post the questions and answers to your web site for easy access.
It is important to monitor the progress through the system in order to contact employees who need to complete forms.
5. Analyze the data Basic data analysis would include averages of ratings. More complicated analyses may include item-analysis and/or factor-analysis. Types of analyses include: Performance Dimension Summary; Summary-Performance vs. Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected (normed); Highest- or Lowest-Rated Items (shows individual's strengths and weaknesses); Group & Organizational Ranking, and Recommendations for Development.
You may want to analyze the data by organizational division or department to assess group and organizational strengths and weaknesses. This can be used to support or promote training and organizational development.
6. Develop and Distribute Results Feedback results should be shared with the employee. It should not be mandatory that the employee share the results with their supervisor. However, you may want to make this an optional part of the performance review of the employee.
Most results for an employee will include a comparison of their ratings to the ratings of their supervisor and and average of the ratings from others (peers, customers...). The comparisons may be in the form of numbers or simple bar charts.
You may want to provide individual review sessions or group workshops conducted by a facilitator to help individuals review and understand the results and develop appropriate goals and objectives.
Dimensions
Responses are collected for items that fall under a specific dimension of job performance. A single questionnaire may contain dozens of questions that measure responses on one or more dimensions. Example dimensions are shown below.
• Problem Solving Items under this dimension measure how well a person can understand information and options, give appropriate considerations to information, make correct decisions, analyze and interpret information, and react to changing situations.
• Planning and Organizing Items under this dimension measure a person's ability to develop plans and objectives, develop long-term solutions, set business objectives adhere to schedules.
• Communication Items under this dimension measure the ability to present information formally and informally in both written and orally. Also measures the ability to communicate with customers, staff, peers and supervisors.
• Supervisory Skills Measures the individual's skill level in planning, organizing and overseeing the work of subordinates. Also measures a person's ability to manage work flow efficiently.
• Administrative Skills Measures an individual's ability to implement and monitor actions to ensure compliance with policies and regulations. Also helps identify the ability to distribute information, allocate staff and maintain records or documents.
• Business Control Measure the skill in, and concern for, controlling expenses, reducing costs, setting performance standards and reviewing budgets.
• Manager Potential Index A measure of the composite score of the scales reflecting an individual\'s overall ability to successfully perform management tasks.
Requirements?
A 360 Performance Appraisal process requires a coordinated effort to collect hundreds, or even thousands, of pieces of data. In addition, the validity of the results is enhanced by ensuring confidentiality of the participants.
From India, Tirunelveli
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i think this will be useful
360 Performance Appraisal
Unlike, the traditional top-down appraisal where a supervisor appraises the performance of their subordinate, 360 Performance Appraisal incorporates multiple perspectives by using feedback from a variety of sources. These sources include peers, subordinates, customers, self, and supervisor.
May be called multi-source feedback, mult-rater feedback, multi-level feedback, upward appraisal, peer review.
The results of this type of feedback process provide an understanding how how the employee is perceived from different perspectives. This process helps an individual understand how others perceive them.
Feedback is essential to facilitating performance improvements. Feedback allows people to utilize their strengths to their advantage. Feedback informs employees which actions create problems for others and to know what changes may be needed.
360 Performance Appraisal: Uses
Uses for 360 Performance Appraisal include:
• Employee Development
• Performance Appraisal
• Performance Management
• Training Needs Assessment
• Evaluation of Training
• Attitude Survey
• Organizational Climate Survey
• Customer Satisfaction Survey
This process can also be a motivator of performance since it shows the employee that their opinions and views are considered important.
Benefits
May improve service to customers if they are able to offer feedback to the employee. 360 Performance Appraisal offers a more complete picture of the employee's performance. This feedback can provide guidance on skills that an employee may need to develop.
How it is conducted.
1. Develop questionnaire A questionnaire used for 360 Performance Appraisal typically contains items that are rated on a 5 point scale. These items may be developed to measure different dimensions of job performance (e.g., communication, teamwork, leadership, initiative, judgment, ...). Questionnaires also typically include one or more open-ended questions to solicit written feedback.
Questionnaires typically include from 50 to 100 items. When estimating the amount of time to complete the questionnaire you should estimate about 1 minute per questionnaire item.
If using a printed questionnaire form, you should consider using forms that can be scanned into a computer.
2. Ensure confidentiality of participants Steps must be taken to ensure the confidentiality of the feedback results. For example, feedback ratings from several subordinates may be combined (averaged) to mask the identity of an individual subordinate. Comments or written answers to questions may be summarized in the results to mask the identity of the author. The confidentiality helps ensure that the results are genuine.
3. Provide training/orientation Often the feedback process involves use of one or more questionnaires, confidential information, and involvement from many different areas of an organization. Therefore, training and orientation to the feedback process is needed to facilitate a smooth feedback process. During this training/orientation, employees should be informed of what 360 Performance Appraisal is and why it is being implemented at your organization. You may want to provide samples of the questionnaire items and/or feedback results.
4. Administer the feedback questionnaire Distribute questionnaire forms (if using printed copies) with instructions. May want to prepare answers to common questions if other employees will be assisting in the administration. If possible, post the questions and answers to your web site for easy access.
It is important to monitor the progress through the system in order to contact employees who need to complete forms.
5. Analyze the data Basic data analysis would include averages of ratings. More complicated analyses may include item-analysis and/or factor-analysis. Types of analyses include: Performance Dimension Summary; Summary-Performance vs. Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected (normed); Highest- or Lowest-Rated Items (shows individual's strengths and weaknesses); Group & Organizational Ranking, and Recommendations for Development.
You may want to analyze the data by organizational division or department to assess group and organizational strengths and weaknesses. This can be used to support or promote training and organizational development.
6. Develop and Distribute Results Feedback results should be shared with the employee. It should not be mandatory that the employee share the results with their supervisor. However, you may want to make this an optional part of the performance review of the employee.
Most results for an employee will include a comparison of their ratings to the ratings of their supervisor and and average of the ratings from others (peers, customers...). The comparisons may be in the form of numbers or simple bar charts.
You may want to provide individual review sessions or group workshops conducted by a facilitator to help individuals review and understand the results and develop appropriate goals and objectives.
Dimensions
Responses are collected for items that fall under a specific dimension of job performance. A single questionnaire may contain dozens of questions that measure responses on one or more dimensions. Example dimensions are shown below.
• Problem Solving Items under this dimension measure how well a person can understand information and options, give appropriate considerations to information, make correct decisions, analyze and interpret information, and react to changing situations.
• Planning and Organizing Items under this dimension measure a person's ability to develop plans and objectives, develop long-term solutions, set business objectives adhere to schedules.
• Communication Items under this dimension measure the ability to present information formally and informally in both written and orally. Also measures the ability to communicate with customers, staff, peers and supervisors.
• Supervisory Skills Measures the individual's skill level in planning, organizing and overseeing the work of subordinates. Also measures a person's ability to manage work flow efficiently.
• Administrative Skills Measures an individual's ability to implement and monitor actions to ensure compliance with policies and regulations. Also helps identify the ability to distribute information, allocate staff and maintain records or documents.
• Business Control Measure the skill in, and concern for, controlling expenses, reducing costs, setting performance standards and reviewing budgets.
• Manager Potential Index A measure of the composite score of the scales reflecting an individual\'s overall ability to successfully perform management tasks.
Requirements?
A 360 Performance Appraisal process requires a coordinated effort to collect hundreds, or even thousands, of pieces of data. In addition, the validity of the results is enhanced by ensuring confidentiality of the participants.
From India, Tirunelveli
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Hi,
I read your message today. I am an MBA student in the 4th semester and am working on a project on 360-degree feedback performance appraisal at Hindustan Times Media. If you need any help related to this, please inform me.
Regards,
Gunjan
From India, Delhi
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I read your message today. I am an MBA student in the 4th semester and am working on a project on 360-degree feedback performance appraisal at Hindustan Times Media. If you need any help related to this, please inform me.
Regards,
Gunjan
From India, Delhi
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Dear Friend,
I am currently pursuing my MBA at SNGIST in Cochin. I believe that the Deputy Director of my college, Mr. Karthikeyan, is the right person to assist you with the 360-degree feedback process.
You can reach out to him via email at: [drckrthkyn@yahoo.co.in](mailto:drckrthkyn@yahoo.co.in).
Best regards, [Your Name]
From India, Thrissur
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I am currently pursuing my MBA at SNGIST in Cochin. I believe that the Deputy Director of my college, Mr. Karthikeyan, is the right person to assist you with the 360-degree feedback process.
You can reach out to him via email at: [drckrthkyn@yahoo.co.in](mailto:drckrthkyn@yahoo.co.in).
Best regards, [Your Name]
From India, Thrissur
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Hello Kalyani,
A 360-degree review needs to be done at least annually. Raters' responses must be kept confidential. Managers need training in the areas identified by the 360 as needing improvement. Employees need to be prepared ahead of time. Managers must be willing to accept the feedback. Managers must show some growth from one year to the next, or the 360 process will be ended as a waste of time and money. Telling managers to improve doesn't seem to work.
Our clients use an online skill builder website to help their managers improve their job performance by focusing on the three or so areas identified as their weakest areas.
Bob Gately, PE, MBA
Email: bobgately@verizon.net
From United States, Chelsea
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A 360-degree review needs to be done at least annually. Raters' responses must be kept confidential. Managers need training in the areas identified by the 360 as needing improvement. Employees need to be prepared ahead of time. Managers must be willing to accept the feedback. Managers must show some growth from one year to the next, or the 360 process will be ended as a waste of time and money. Telling managers to improve doesn't seem to work.
Our clients use an online skill builder website to help their managers improve their job performance by focusing on the three or so areas identified as their weakest areas.
Bob Gately, PE, MBA
Email: bobgately@verizon.net
From United States, Chelsea
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