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.
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:
Does Not Meet
Expectations
Actual results - The Executive Director/Board
Chair fills in the actual progress made toward
achieving the stated goal.
Exceeds
Expectations
List the major job
standards/performan
ce goals with
measures for each of
the following core
functions of a CIS
affiliate.
Meets Expectations
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.
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
Exceeds
Expectations
Meets
Expectations
Does Not Meet
Expectations
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
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
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
Exceeds
Expectations
Meets
Expectations
Does Not Meet
Expectations
Exceeds
Expectations
Meets
Expectations
Does Not Meet
Expectations
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
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
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
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
Exceeds
Expectations
Meets
Expectations
Does Not Meet
Expectations
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
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
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
Exceeds
Expectations
Meets
Expectations
Does Not Meet
Expectations
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
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
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, onbudget). 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
(Enter areas of focus)
Action Plan
(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:
 Exceeds Expectations
 Meets Expectations  Does Not Meet Expectations
Overall Performance Factors Rating:
 Exceeds Expectations
 Meets Expectations  Does Not Meet Expectations
Combined Overall Rating:
 Exceeds Expectations
 Meets Expectations  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