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Education Leaders Gathering 2007. Lengthening cords … strengthening stakes. Enlarge the place of your tent, stretch your tent curtains wide, do not hold back; lengthen your cords, strengthen your stakes.” —Isaiah 54:2. The Hilton Pittsburgh February 2-4, 2007 Partnership of

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Education Leaders

Gathering 2007

Lengthening cords …

strengthening stakes

Enlarge the place of your tent, stretch your tent curtains wide,

do not hold back; lengthen your cords, strengthen your stakes.”

—Isaiah 54:2

The Hilton Pittsburgh

February 2-4, 2007

Partnership of

Mennonite Schools Council and

Mennonite Education

Evaluations that are Life Giving

Carlos Romero

Mennonite Education Agency

63846 CR 35 Suite #1

Goshen, IN 46528

why do performance assessments
Why do Performance Assessments?
  • Provides formal feedback on performance
  • Assists with employee development
  • Establishes goals for coming year
  • Provides recognition opportunity
practical guidelines for proper and legal evaluations
Practical guidelines for proper and legal evaluations:
  • Summarize feedback you have already given—do not surprise the CEO
  • Tell the truth
  • Use objective information
  • Use clear, understandable language
  • Do not rate the CEO in areas for which you have inadequate information
  • Set specific goals with built-in measures
  • Get the CEO input and feedback
  • Tell the CEO in advance if goals or expectations change
  • Model what you want
  • Refuse to accept poor performance

The process should clarify:

  • Role of board chair & individual board members
  • Role of committee (if a committee is appointed)
  • How chief executive will participate in process
  • What tool will be use

Performance Evaluation should take into account…

  • Job Description (mutually agreed upon)
  • Annual goals & objectives
  • Relevance Factors identified and approve by the board

The Board Owes Its CEO Three Things . . .

  • A job description (outcomes-based, not activities)
  • Annual performance evaluation. A review should include the following:

- Affirmation

- Areas for growth/improvement

- A review of salary, benefits, training, tenure

-Administrative reviews should be summarized in writing and reported to the board in executive session.

  • Support
evaluation should include
Evaluation Should Include
  • Chief Executive own self-assessment
  • Board Assessment
  • Staff/faculty Feedback
  • Constituent Feedback
ideas to consider
Ideas to Consider…
  • Consider conducting assessment towards end of fiscal year (provides opportunity to tie annual goals to organizational performance)
  • Board should give the CEO frequent and constructive feedback (there needs to be open communication)
  • Board should have input in CEO development of annual goals

Evaluation Policy: A must!

Chief Executive Performance Evaluation

Sample #1.

Annual Performance Review. In addition to ongoing monitoring, the officers will provide a specific opportunity for the chief executive to present a written self-evaluation and for board members to organize their evaluation of the chief executive’s performance and have it presented in a face-to-face debriefing with the chief executive. At this time, the board and the chief executive will agree on any specific, personal performance goals for the year ahead. The chief executive’s compensation package will be reviewed during or soon after this process and approved by a disinterested committee of the board using appropriate salary comparison data.

Excerpted from The Nonprofit Policy Sampler, Second Edition by Barbara Lawrence and Outi Flynn, a publication of BoardSource


Chief Executive Performance Evaluation

Sample #2

The board monitors the chief executive to ensure that he or she is competent and effective, including conducting an annual review and appraisal of the chief executive’s performance.

The annual goals and objectives should be mutually discussed and agreed upon, and should serve as the basis for performance evaluations. The executive committee and chief executive should mutually agree on the process of formal performance reviews. The primary purpose of performance evaluations is to help the chief executive perform more effectively. Compensation increases and contract renewal decisions should not be the primary purpose for conducting the evaluation. The executive committee also makes recommendations for compensation increases and contract renewal to the board.

Excerpted from The Nonprofit Policy Sampler, Second Edition by Barbara Lawrence and Outi Flynn,


Chief Executive Performance Evaluation

Sample #3

Monitoring Chief Executive Performance

Systematic and rigorous monitoring of the chief executive’s performance will be measured against achievement of organizational goals and organizational operations.

  • Monitoring is used to determine the degree to which organizational performance goals are being met. Data that do not do this will not be considered to be monitoring data.
  • The board will acquire monitoring data by using one or more of the following methods:
      • By internal report, in which the chief executive discloses compliance information to the board
      • By external report, in which an external, disinterested third party selected by the board assesses compliance with organizational performance goals
      • By direct board inspection, in which a designated member or members of the board assess compliance with the appropriate goal
  • Monitoring will occur at a frequency and by a method chosen by the board. The board can monitor any organizational goal at any time by any method, but will ordinarily depend on a routine schedule that is negotiated annually with the chief executive.
  • The chief executive will give top priority to ensuring timely and accurate reporting to the board for use in monitoring.
steps to follow
Steps to Follow

Step One: Compile Background Materials

Step Two: Build Support for the Process and Encourage Full Participation

Step Three: Decide who will lead the Assessment Process


Step Four: Provide Board with Overview of Process/Agree Upon

Step Five: Prepare the CEO Annual Goals (If board has establish performance goals)

Step Six: Distribute the Questionnaire

Step Seven: Tabulate & Analyze the Results


Step Eight: Discuss the results with the Board/Prepare Report

Step Nine: Review Results with Chief executive develop action plans

Step 10: Support CEO Future Development

possible report outline
Possible Report Outline
  • Introduction
  • Committee Members
  • Description of Process Followed
  • Summary of who we gathered information from
  • Summary of CEO self-evaluation
  • Commendations
  • Recommendations
  • Next Steps
Any questions?

Thanks for your kind attention