1. Welcome to: Evaluating The Executive Director: Your Role as a Board Member
Facilitator/Trainer: Ben Ramsey
GLM Management Consulting Group, LLC
Raleigh, NC
Ph ;

2. Evaluating the Executive Director: “Your Role as a Board Member”
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Who’s In The Room?
Tell us your name, the agency you represent and your role with that agency.

3. Why should you evaluate your Executive Director?
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Why should you evaluate your Executive Director?

4. Some reasons why you should evaluate your Executive Director…
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Some reasons why you should evaluate your Executive Director…
To monitor whether organizational goals are being achieved.
To provide and maintain a formal, documented, fair and object process for providing feedback to the ED/CEO.
To help the ED/CEO understand what is expected of him or her.
To provide direction for specific improvements in skills and performance.
To identify opportunities, strengths, challenges, and strategic questions before they become troubling issues.
To provide a documented processes that help the board justify changes in the ED/CEO’s compensation and other matters of record.
To maintain a process and documentation that can help protect the board in the event of termination of the ED/CEO and the ED/CEO challenges the termination.
To promote behaviors that are aligned with organizational values and culture.
To establish, monitor and assess achievement of work activities that support the organization's strategic plan and other priorities.
Source: Adopted from First Nonprofit Foundation, 2011 Report on Evaluating The Executive Director

5. Some reasons why you should evaluate your Executive Director…
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Some reasons why you should evaluate your Executive Director…
It’s required! CSBG organizational standards were issued by the Federal Office of Community Services (OCS) in January 2015 to CSBG grantees.
Standard 7.4 |Private
The governing board conducts a performance appraisal of the CEO/executive director within each calendar year.
Standard 7.4 |Public
The department follows local government procedures for performance appraisal of the department head.

6. The Evaluation Process…
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
The Evaluation Process…
It should NOT be a once-a-year event.
It should be a continuous process throughout the year.
Begins with establishing performance goals and objectives.
Continues with regular feedback throughout the year.
Designated times are set during the year to review with the ED his/her progress toward achieving the agreed upon goals and objectives.
The process culminates in a formal performance review at year’s end, which also sets the stage for establishing a new set of performance goals and objectives.

7. Performance Evaluation Process For ED
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Performance Evaluation Process For ED
A Best Practice Model
I. Planning
III. Evaluation
Conduct Evaluation
Feedback
Feedback
II. Progress Review
•Provide Update on Performance

8. Performance Planning Process
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Performance Planning Process
At the beginning of the performance cycle:
Agree on Performance Goals/Objectives
Establish Performance Standards
Establish Performance Measures

9. Developing Performance Goals/objectives, Standards & Measures
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Developing Performance Goals/objectives, Standards & Measures
Should be a collative effort between the board and ED.
Developed using the organization’s strategic plan, business plan and ED’s job description and/or job expectations.

10. Performance Goals/Objectives
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Performance Goals/Objectives
Performance goals are the key responsibilities or results that the ED/CEO is responsible for carrying out or achieving.
Performance goals should be…
Supportive of Agency’s mission/strategy
Measurable or observable – verifiable
Within employee’s control or influence
Achievable with allotted resources

11. A well defined goal is… SMART
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
A well defined goal is… SMART

12. Key steps in evaluating the ED
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Key steps in evaluating the ED
Step 1: Develop a performance evaluation policy
Step 2: Set performance evaluation criteria
Step 3: Assign committee to manage the review
Step 4: Gather input
Step 5: Conduct the evaluation
Step 6: Set goals for next performance cycle

13. Step 1: Develop Performance Evaluation Policy
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 1: Develop Performance Evaluation Policy
Policy should answer the following questions:
What process will be used to conduct the evaluation of the CEO/ED?
When and how often will CEO/ED be evaluated?
What type evaluation system/method will be used to assess and evaluate CEO/ED?
Who will be responsible for conducting the evaluation?

14. Step 2: Setting Performance Evaluation Criteria
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 2: Setting Performance Evaluation Criteria
What to review when setting performance criteria:
Last year’s performance evaluation, including any developmental expectations
CEO/ED’s job description
The organization’s annual plan (or, if no annual plan, then the strategic plan)
Other Board and/or initiatives

15. Step 3: Assign Committee to Manage Review
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 3: Assign Committee to Manage Review
Decide who will be responsible for monitoring and conducting the evaluation:
Will it be the board chair of full Board?
Will it be a board committee, such as executive or personnel committee?
Will it be the full board?

16. Evaluating the Executive Director: “Your Role as a Board Member”
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 4: Gather Input
Where to gathering input:
From board members
From ED’s self-evaluation
From the staff (especially direct reports)
Outside the agency to gather information regarding the performance of both the agency and the executive director, for example, to funders, collaborating agencies, volunteers, clients, etc.

17. Evaluating the Executive Director: “Your Role as a Board Member”
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
When gather input…
Stick With The Facts!

18. Step 5: Conduct the Evaluation
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 5: Conduct the Evaluation
Helpful tips on conducting the evaluation:
Hold a face-to-face meeting
Set the meeting at a time (and place) that eliminates outside distractions.
Confirm meeting in advance with all participants.
Arrange the room to encourage discussion and interaction from all participants.
If evaluation will be conducted by a committee, have one person responsible for facilitating the discussion.
Start the meeting by emphasizing accomplishments and strengths, using specific examples from information gathered.

19. Step 5: Conduct the Evaluation (cont’d)
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 5: Conduct the Evaluation (cont’d)
Helpful tips on conducting the evaluation:
Build on the strengths and then move to the areas of concern.
Discuss areas of concern with diplomacy, but be specific about what needs improvement and which goals were not met.
Allow time for CEO/ED to give his/her input.

20. Step 6: Set goals for next performance cycle
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Step 6: Set goals for next performance cycle
Board Chair (with input from full board) and ED work together to:
Develop performance goals for upcoming performance cycle.
Develop ED’s personal development plan (PDP), as appropriate.

21. When conducting the evaluation…
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
When conducting the evaluation…
Some Common Errors to Avoid:
Procrastination.
Poor preparation.
Postponing or skipping the appraisal.
Focusing only on the negative.
Focusing only the positive.
Reviewing personality, not performance.
Failing to allow input from the CEO/ED.
Emphasizing the wrong outcomes.
Choosing the wrong evaluation instrument.
Ignoring situational changes during the year.
Failing to debrief.
Delaying feedback.

22. When conducting the evaluation…
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
When conducting the evaluation…
Some Common Errors to Avoid (cont’d):
Avoiding the tough issues.
Surprising the employee.
Not following through.
Neglecting to evaluate yourself as board members.

23. Evaluating the Executive Director: “Your Role as a Board Member”
GLM Management Consulting Group, LLC
Evaluating the Executive Director: “Your Role as a Board Member”
Workshop Wrap-up
General Questions and Answers
Complete Workshop Evaluation