Post on 07-Jun-2015
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C EE X E C U T I V E D I R E C T O R L E A R N I N G L A B 1
2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
EFFECTI
VE EXECUTI
VE
DIRECTO
R EVA
LUAT
IONS
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
INTRODUCTION• Steve Etcher, Vice-President of Community
EDGE• Director of Boonslick Regional Planning
Commission, Warrenton, Missouri 1992-2013• Community EDGE is an economic
development consulting firm• Economic Development Marketing• Community and Organization Assessments• Strategic Planning and Capacity Building for Community Organizations• Leadership development
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BENEFITS OF AN EFFECTIVE EVALUATION SYSTEM
• Promotes consistent, objective evaluations .
• Ensures that evaluation of the director is conducted regularly .
• Boost board members and director participation in the review process.
• Increases communication between board and director.
• Increases awareness of responsibility of the director position with the board members.
• Ensures board and director are aligned with the mission of the organization
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ORGANIZATIONAL CHALLENGES
• Tighter budgets
• Increasing demand for efficiency
• No loss in effectiveness• Must adapt to these changes
• Seek better ways to meet expectations• Citizens• Clients• Funding agencies• Elected officials• Board members, and• Media
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
WHY DO EXECUTIVE DIRECTOR EVALUATIONS?1. EDA requires it
2. Personnel policies dictate it
3. Process used to justify salary increases
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CREATE RESULTS
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REALITIES OF THE EDD WORLD
1. We are knowledge firms2. We are public agencies or quasi public agencies3. Our primary expenses-cost of goods is personnel4. Public service has an interesting definition by the
general public. 5. Our organizations must thrive through innovation,
problem solving, collaboration, and creativity. 6. Our customers/our audience/our members are
changing more rapidly through the election process and may be unfamiliar with the tasks mission of the organizations
7. A constant battle to avoid a bureaucratic label and instead create an image of relevance, efficiency and effectiveness.
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PROBLEMS WITH EVALUATION METHODOLOGY• Lack of training in doing evaluations
• Evaluation criteria is vague, never communicated in writing, not realistic, not results oriented.
• Measures only a single point in time—doesn’t consider the entire evaluation period
• Not bilateral in communications
• Measures the wrong criteria
• Stockpiling of shortcomings throughout the year and unload on the employee during the annual evaluation
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CHALLENGES IN DOING EXECUTIVE DIRECTOR EVALUATIONS• Board members may not fully understand the
challenges and the complexities of running the organization
• Board members turn over frequently due to elections
• Board members may not be trained or experienced in doing evaluation
• Board members may only be exposed to the organization for a few hours each month—or worse just each quarter
• Board members may serve on a variety of organizations and do not have the time to become fully engaged in your organization
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
Best Evaluation Received
“You are doing a great job, keep it up”
Worst Evaluation Received
You are doing a great job, keep it up”
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MY PERFORMANCE EVALUATION
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• Mediocrity• Frustration• Misdirection
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WHAT IS AT STAKE
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MY EVALUATION PROCESS
1.Establish benchmarks and work program and priorities
2. Identify measurable and create dashboard
3.Constantly communicate and monitor Dashboard
4.Board/Committee review dashboard along with qualitative measures as part of review process (retreat) environment.
5.Encourage a 360 degree evaluation by surveying leadership team/management staff/key personnel in qualitative measures (confidential survey with results going to the chairman)
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MEASURABLE GOALS I HAVE USED
1. Increase relevancy
2. Increase external resources to the region
3. Elevate role as a convener/collaborator
4. Increase resources to the organization
5. Increase program efficiencies (mostly time oriented)
6. Increase financial stability
7. Increase internal/external communication
8. Strengthen the organization’s resiliency
9. Diversify programs/finances
10. Develop new programs and initiatives to address regional needs
11. Expand services to non-traditional partners
12. Seek fee for service contracts (using existing talent pool)
13. Improve technology utilization
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BENCHMARKS
Increase relevancy Number of new initiatives the organization responds to in the region Number of new statewide initiatives the organization participates in Number of new opportunities/challenges organization is addressing Number of organizations we are supporting
Increase External Resources to the Region Number of grants applied for $$ of grants awarded to the region Number of new partners attracted to the region
Elevate role as a convener/collaborator Number of groups we are participating in, or leading Number of opportunities to bring entities together to discuss
common challenges
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BENCHMARKS
Increase resources to the organization Number and $$ of contracts for services Increase in staff and capacity
Increase program efficiencies Number of projects completed on time and within budget Reduce staff hours assigned to specific projects-get more done
with same staffing levels.
Increase financial stability Amount of cash reserves accumulated Number and $$ of renewable contracts Number of dues-paying members
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BENCHMARKS
Increase internal/external communication Number of newsletters distributed Number of website postings Number of city/county meetings attended
Strengthen the organization’s resiliency Board member orientations completed Attendance at board meetings Staff turnover Staff cross training & assignments
Diversify Programs and Finances of the organization Number of programs operated and administered by organization $$ of new programs attracted to the organization
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BENCHMARKS• Develop New Programs and Initiatives to address regional
needs• Number of new programs identified• Number of new programs/initiatives implemented
• Expand services to non-traditional partners• Number of non-traditional partners engaged with• Number and $$ of work with non-traditional partners.• Number of new partners attracted to the region
• Seek Fee for Service contracts• Number of proposals submitted for fee-for service contracts• Number and $$ of fee for service contracts
• Improve Technology Utilization• Number of new technology deployments• Reduction in staff hours resulting from deployment
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DASHBOARDS• Graphic depiction of work
activities
• Present routinely to your board so they are familiar with progress
• Don’t overly complicate the process. A picture is worth a thousand words.
• Identify existing data sets that may be available so you don’t create excessive amounts of additional work.
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
QUALITATIVE MEASURES USED TO EVALUATE EXECUTIVE DIRECTOR PERFORMANCE1. Communication skills
2. Attitude
3. Innovation/Creativity
4. Initiative
5. Organization
6. Leadership
7. Reputation/Integrity
8. Cooperation
9. Attendance
10. Delegation/supervisory skills/Personnel utilization
11. Fairness
12. Job Knowledge
13. Dependability
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HOW TO DO EFFECTIVE EXECUTIVE DIRECTOR EVALUATIONS• Define expectations up front and in writing
• Make goals measurable and observable
• Avoid vague, subjective terms
• Develop goals in concert with the Executive Director
• Evaluate the performance for the entire evaluation period.
• Ensure written comments are factual, detailed and constructive
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ALIGNING COMPENSATION WITH RESULTS
NADO EX DIR SALARY SURVEY
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PRACTI
CAL APP
ROACHES
TO E
XECUTIVE D
IRECTO
R
EVALU
ATIO
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GRO
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I SCU
SS ION
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QUESTIONS FOR DISCUSSION
1. Who participates in the Executive Director evaluations for your organization?
2. Briefly describe your evaluation process.
3. How do you determine salary adjustments and/or salary levels for the Executive Director?
4. What strategies do you use to attract and retain quality leadership?
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2 0 1 3 N A D O A N N U A L T RA I N I N G C O N F E R E N C E E X E C U T I V E D I R E C T O R L E A R N I N G L A B
SUMMARY
1. Define Expectations
2. Create Goals
3. Identify Benchmarks and Measurables
4. Constantly Review Progress toward Goals
5. Ensure Integrity of Evaluation
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59 -0114
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