1. THE DIRECTOR CONTRACT, AUTHORITY, PAY, DUTIES, PERFORMANCE APPRAISAL, JOB DESCRIPTION ISSUES

2. Job Description Exempt Position ? Essential Functions ADA Duties: Day to Day Operations Programs Secretary to Board Budget/Financial

3. Description, Continued Responsibility for Records Knowledge, Skills and Abilities Business, Regulations Writing Inspections Supervision Planning/coordination

4. Minimum Qualifications College Degree?? Equivalent ?? Valid Drivers’ License Bondable Insurable

5. WHERE DO WE FIND HIM/HER National Search Regional State Within Do we really want experienced person?

6. Primary Decisions Role of Board Role of Director Delegation of Duties What Reports What do I get involved in? Issues: legal, insurance, effectiveness

7. Controlling Documents Bylaws Job Description Salary Comparability Benefits Contract ? ? And the law

8. Resume, Interview Committee of Board? Or Outside Source? Narrowing down the field Interviews: all or one? Taking notes??? Public record issues ADA/interview issues

9. Contract or Not?? Advantages Disadvantages Problems Enforcement Who Pays???????

10. Salary and Benefits Sources for comparability Experience Central Office Can we afford it? Benefits Be cautious of other employees’ reaction

11. Hiring Establish realistic start time Probationary period ??? Job Evaluation Everification process Drug testing

12. Performance Appraisals Discuss at beginning of employment Handouts: forms and policy All employees, but board only does ED

13. Performance Appraisal is the process of: Identifying, measuring and developing human performance in organizations. An effective performance appraisal system must not only accurately measure current performance levels, but… Must also contain mechanisms for reinforcing strengths, identifying weaknesses and providing feedback.

14. Question: Organizations have no choice regarding employee performance appraisal. They only have a choice to appraise formally or informally. Point is, all organizations appraise! Agree or disagree?

15. Successful Appraisals Require Knowledgeable raters who have directly observed the employee ’ s work performance or work product and... Who can rate without error or bias... Using valid and reliable quantitative and qualitative performance measures.

16. Documenting Non-Performance First and foremost, DO IT! Record the relevant facts. Tell both sides. Give all the details – who, what, when, where and why. Review and follow PHA policy and practices. USE THE FORMS.

17. Documentation, con’t Consider who might read your report. Don ’ t raise legal issues or draw legal conclusions. Don ’ t label or use derogatory terms when referring to the employee. Use plain English, not jargon.

18. Process Supervisors will review forms with the employee and will set goals for improved performance as required. Data Processing will issue merit increase forms at least one month in advance of the due date. Supervisors will use the completed forms to support awarding or denial of merit increase.

19. Appraisal Tools USE JOB DESCRIPTION FOR CATEGORIES FOR REVIEW OR OTHER AS MAY BE USED BY DEPARTMENT WORK PERFORMANCE RECORDS PERSONNEL FILE

20. Conclusion Working relationship essential Coordination essential Paperwork in advance Be fair and informed Everyone must know duties, responsibilities and expectations Evaluate in a positive manner but remedy problems as they arise.