In all cases, the assessment will provide a permanent record that can be referred to by both the chief executive and the board, greatly increasing clarity and certainty. The evaluation should be conducted annually and documented in writing, particularly where the outcome is adverse and/or could lead to dismissal. The evaluation should include the chief executive’s own self-assessment as well as the board’s evaluation of his or her performance. The executive’s annual goals and objectives should be closely tied to the organization’s annual goals and objectives. The performance evaluation should take into account the chief executive’s job description, annual goals and objectives, and any other relevant factors identified or approved by the board. It should also address how the chief executive will participate in the process and what kind of evaluation tool to use. The board needs to determine the appropriate role for the board chair, individual board members, and any committee. The documentation should demonstrate that the board took comparable data into consideration when it approved the compensation.Īn effective performance evaluation begins with a mutually understood process. The document of the process shall be attached to the minutes and copies of both shall be kept in personnel files. document who was involved and the process used to conduct the review, as well as the disposition of the full board’s decision to approve officer compensation. The data shall be updated at least every other year.ģ. The comparison will include data from other nonprofits of a similar mission focus. study comparable salary and benefits data, such as data available from salary and benefits surveys, to learn what employers of a similar budget size that are located in the same, or a similar geographic region, pay their senior leaders. conduct review using salary guides, studies and/or the Form 990’s of similar NGOS.Ģ. The committee will be comprised of the Treasurer and two other independent board members. The Chair will ask if any member wishes to remove an item from the consent agenda for separate consideration, and if so, the Chair will schedule it for later in the meeting.Ī committee of the board called the Executive Compensation Review Committee will meet every year prior to the September board meeting to set Executive Compensation for the coming fiscal year. The consent agenda should be considered early in a board meeting. Motions, resolutions and all supporting materials for the consent agenda should be sent to board members at least one week in advance.ĥ. The consent agenda generally is voted on in a single majority vote, but it may be divided into several, separate items.Ĥ. Consent agenda items are expected to be non-controversial and not requiring of discussion.ģ. The consent agenda should consist of routine financial, legal and administrative matters that require board action such as, but not limited to, minutes, staff reports, committee minutes/reports and approval of operating policies and policy revisions.Ģ. To expedite the conduct of routine business during board meetings in order to allocate more meeting time to discussions of substantive issues.ġ.
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