Communities In Schools

Executive Director Performance Management Plan

Executive Director:

Communities In Schools of

Board Chair:

Review Period: From To

Hire Date:

Check one. Executive Director Self-Assessment Formal Assessment by Board Chair

There are two components on which performance is reviewed:

1. Job standards/performance goals

2. Performance factors.

It is anticipated that the Job standards/performance goals in Section 1 have been previously identified by the CIS board of directors. The goals may be identified in the previous year’s performance review, the annual operations plan, or in the case of a new executive director, the ninety-day review.

The employee will first complete his/her self-assessment and return the form to the board chair. A performance evaluation requires that the board chair is well-informed on the annual performance of the executive director. The board chair should consider both the employee’s self-assessment as well as input from board committee members, key stakeholders (superintendents of partnering districts, CIS site principals, funders) and staff.

RATING DESCRIPTIONS

The following ratings are used to describe performance:

Exceeds Expectations

·  Employee always attains high-quality results, stands out as an outstanding contributor among peers, and always exceeds objectives.

·  Employee always achieves a level of competence far above the customary.

Meets Expectations

·  Employee attains satisfactory results with minimal supervisory attention or support.

·  Employee is performing successfully and always attains objectives.

·  Employee achieves customary level of competence.

Does Not Meet Expectations

·  Employee fails to attain satisfactory results even with supervisory attention and support and does not meet objectives; or fails to achieve customary level of competence.

Note: When the “Does Not Meet Expectations” rating is given, a specific performance improvement (success) plan is required to be developed with the employee. Employee performance must be reviewed again within three months or less. Failure to improve will result in probation or termination.


SECTION 1A: EXPECTED RESULTS

This section highlights the most important results expected of the CIS Executive Director position based on the core functions of a CIS local affiliate. This should represent the goals from the annual operations plan as well as any additional performance objectives developed by and communicated from the board.

List the major job standards/performance goals with measures for each of the following core functions of a CIS affiliate. / Actual results - The Executive Director/Board Chair fills in the actual progress made toward achieving the stated goal. / Exceeds Expectations / Meets Expectations / Does Not Meet
Expectations
Community Partnerships:
Resource Development/
Fund Raising:
Marketing and
Public Relations:
Managing and Developing CIS Sites:
Providing and/or Brokering Quality Youth Programming and Services:
Data Collection, Evaluation and Reporting:

SECTION 1B

List the major job standards/performance goals that the executive director will work towards during the next review period. This will be the basis for the next review period’s evaluation.

Community Partnerships:
Resource Development/Fund Raising:
Marketing and Public Relations:
Managing and Developing CIS Sites:
Providing and/or Brokering Quality Youth Programming and Services:
Data Collection, Evaluation and Reporting:


SECTION 2: PERFORMANCE FACTORS

Performance factors describe skills and behaviors critical for employee and CIS success. Indicate how well performance factors were demonstrated by checking the appropriate box.

The Management Reference Guide to Performance Factors should be used as a reference when determining ratings.

COMMUNICATION / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Able to discern what should be communicated, how, to whom, and when, and does so consistently. Able to judge what is important and what is not.
Listens attentively and seeks clarification as needed. Communicates clearly and in a timely manner, both orally and in writing
Examples of Employee Behavior that supports the Evaluation.
TEAMWORK / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Demonstrates willingness to work with and assist others (including sharing of knowledge). Respects other team members’ time; i.e., arrives for scheduled meetings on time. Attends team meetings and follows through on team tasks and responsibilities. Participates proactively in the development of team goals and plans. Establishes constructive relationships with others.
Examples of Employee Behavior that supports the Evaluation.
INITIATIVE AND PROBLEM SOLVI NG / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Anticipates and prepares for potential problems or opportunities. Assumes ownership and shows ability to work independently and without prompting. Generates suggestions for improving work and adapts as necessary to changes in the work environment. Initiates self-development. Seeks out additional work whenever possible.
Examples of Employee Behavior that supports the Evaluation.
INNOVATION / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Conceives and evaluates new and different approaches to enhance results. Willing to take considered risks. Develops creative improvements to products or services. Identifies new ways to enable CIS to meet the needs of key audiences.
Examples of Employee Behavior that supports the Evaluation.
STAKEHOLDER RELATIONS / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Responds promptly and courteously to stakeholder needs/requests. Respects the deadlines/agendas of others, submitting all required information on time. Solicits feedback to improve. Coordinates and works cooperatively with other departments to meet key audience needs.
Examples of Employee Behavior that supports the Evaluation.
PROFESSIONALISM / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Deals successfully with criticism, uncertainty, pressure, failure, and setbacks. Acts with self-discipline, being conscientious, responsible, and reliable. Actively participates in setting accurate and reasonable goals that support CIS, monitoring performance toward same and adjusting as needed. Adheres to CIS policies and procedures, demonstrating an understanding of the vulnerability to CIS that may be caused by failure to comply. Demonstrates fiduciary responsibility for CIS resources (e.g., financial, human, physical plant, equipment).
Examples of Employee Behavior that supports the Evaluation.
JOB KNOWLEDGE / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Performs necessary functions competently and demonstrates knowledge in job function areas. Exhibits ability to learn and apply new skills with minimal supervision. Displays understanding of interrelationship of individual jobs to issues and individuals in the organization. Demonstrates ability to adjust to changing job requirements and/or volume of work. Demonstrates good business judgment in the use of CIS resources.
Examples of Employee Behavior that supports the Evaluation.
RESILIENCE(CONFIDENCE) / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Accepts responsibility for, and perseveres with difficult or unpleasant tasks. Speaks up, expressing point of view even when in the minority. Addresses conflict prior to its causing negative impact on business. Takes considered risks to achieve targeted outcomes. Learns quickly from past mistakes and adapts rapidly to new challenges. Supports adopted changes wholeheartedly
Examples of Employee Behavior that supports the Evaluation.
PLANNING AND ORGANIZATION / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Identifies and analyzes component parts of tasks. Identifies and accesses resources that might have relevant information, and seeks leads to other resources for more information. Prioritizes and sequences activities and develops schedules to meet deadlines. Defines parameters. Allocates and organizes personnel, materials, and other resources to achieve maximum benefit.
Examples of Employee Behavior that supports the Evaluation.
DELEGATION / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Establishes and maintains standards of performance. Nurtures talent from within and coaches for high performance. Clarifies expectations and provides timely, appropriate, and constructive feedback. Hires talented subordinates and displays trust in their skills and good judgment. Does not micromanage. Encourages employees to improve their abilities and seek greater responsibility.
Examples of Employee Behavior that supports the Evaluation.
DECISIVENESS/JUDGEMENT / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Able to make necessary decisions despite limited information or ambiguity. Establishes priorities and determines course of action without excessive deliberation. Focuses on results but does not consider that the end justifies the means. Balances competing priorities to the best advantage, even under rapidly changing and confusing conditions. Decisive, not impulsive, and can demonstrate restraint and prudence when required.
Examples of Employee Behavior that supports the Evaluation.
STRATEGIC LEADERSHIP / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Creates and communicates future vision. Thinks both conceptually and tactically. Translates vision into specific goals for relevant functions. Correlates group and individual achievement to organizational performance. Leads by example. Creates competitive breakthrough strategies and plans that are also realistic. Anticipates emerging challenges and opportunities and accurately interprets trends.
Examples of Employee Behavior that supports the Evaluation.
ORGANIZATION AND ADMINISTRATIVE EFFECTIVENESS / Exceeds Expectations / Meets Expectations / Does Not Meet Expectations
Works through complex situations effectively using good business judgment. Negotiates skillfully in potentially difficult situations with both internal and external groups (can be direct and forceful, as well as diplomatic). Coordinates workflow within and among departments, ensuring elimination of redundancy. Knowledgeable about how CIS functions and is proficient in getting things done through formal channels and informal networks (on-time, on-budget). Adheres to CIS processes and procedures. Gains support and commitment from others; mobilizes people to take action; and recognizes the practical limits of the workplace (recognizes what can and can’t be done in a particular timeframe).
Examples of Employee Behavior that supports the Evaluation.

Section 3: Development Plan

(To be developed at the annual evaluation meeting and updated at the next annual evaluation meeting)

Areas Targeted for Development Action Plan

(Enter areas of focus) (Enter coaching plan/training)

Section 4: Executive Director Comments

This section is for the employee to provide written comments regarding his/her performance. Completing this section is optional. The comments will not change the supervisor/manager’s comments in rating; however, employee comments will become part of the employee’s performance record.

Executive Director Comments:

Section 5: Overall Evaluation (To be completed by the Board Chair)

The overall performance rating is a general summary of employee performance and accomplishments. Check the boxes below which you feel best describe the employee’s overall performance for the rating period. Additionally, an overall rating of Does Not Meet Expectations must be accompanied by a Corrective Action Plan.

Overall Performance Goals Rating:

ð Exceeds Expectations ð Meets Expectations ð Does Not Meet Expectations

Overall Performance Factors Rating:

ð Exceeds Expectations ð Meets Expectations ð Does Not Meet Expectations

Combined Overall Rating:

ð Exceeds Expectations ð Meets Expectations ð Does Not Meet Expectations

Exceeds Expectations ~~ Employee always attains high-quality results, stands out as an outstanding contributor among peers and always exceeds objectives; or achieves far superior level of competence.

Meets Expectations ~~ Employee attains satisfactory results with minimal supervisory attention or support. Performing successfully and always attains objectives; or achieves customary level of competence.

Does Not Meet Expectations ~~ Employee fails to attain satisfactory results even with supervisory attention and support and does not meet objectives; or fails to achieve customary level of competence.

Additional Comments:

Section 6: Signature and Dates

______

Board Chair’s Signature Date

Executive Director’s Signature Date