Etcher.tuesday

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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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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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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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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


• Mediocrity• Frustration• Misdirection

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WHAT IS AT STAKE


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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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

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EVALU

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GRO

UP D

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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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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