The HR Committee is offering this DRAFT EVP Performance Evaluation for review by the full Board. We welcome any comments, edits or additions.
| Job Description | Duties | Performance Indicators | Rating |
|---|
| Housing Management | Procure new housing units. Manage Maintenance & Security Systems. Manage Systems for Work Orders and Wait Lists. Develop Modernization & Energy Management Plans. | Meets Target of 10% annual increase for new housing development in SHFC. Meets HUD and Code maintenance requirements reflected by SEMAP, REAC, MOR scores. Coordinates Efficient Work Order response system. Supervises ongoing Modernization & Energy management | |
| Resident Management | Responsible for PHA/Resident Relations. Maintain optimal Occupancy. Provide Security. Provide social and community services. | Scores on Resident satisfaction surveys. Directs program resulting in High Occupancy. Ensures Secure, Safe Housing. Provides Social and Community Services that meet resident needs. | |
| Financial and Resource Management | Sets internal procedures for Agency; including accounting/audits, Property Insurance Budget Administration. Develops and Manages policies to ensure financial stability. ‘Provides financial planning for all programs’. ‘Conducts Planning for future sustainability.’ | Directs organization toward financial viability of all properties and programs. Ensures annual increase on Fund Balance Sheet, per Strategic Plan. ‘Demonstrates leadership in navigating organization in unpredictable situations that threaten the agency’s viability’. Skillfully negotiates and supervises contracts with outside companies. | |
| Organizational Management and Development | Human Resource Management ‘Participate in BOC meetings to report on operations, discuss and resolve problems, make recommendations & develop programs’ 'Maintains effective communication with BOC via providing timely and accurate information for better informed decisions’ | Creates opportunities for staff feedback, recruitment, trainings & development. Motivates staff as reflected in meeting strategic goals, & results of Employee Satisfaction survey. Improves community relationships, as reflected in stakeholder survey. Supervises staff to ensure accurate and timely communication, and is responsive to BOC inquiries. | |
We are also proposing that the Rating system for this year's evaluation conform to typical rating systems among peer organizations, in which a higher score reflects high performance, in the place of the inverted rating system used in the past. We propose adopting this scoring system:
5= Significantly Exceeds Expectations: Performance is superior, employee consistently shows initiative and readily accepts new responsibilities. Makes significant contributions well beyond job demands in this area.
4= Exceeds Expectations: Performance is very good and above normal expectations. Performs some job duties above expectations. Requires less oversight than expected in this area.
3= Meets Expectations: Performance is satisfactory and meets minimum expectations. Some tasks (or job duties) are performed above expectations and occasionally below. Performance meets most job requirements.
2= Below Expectations: Performance is generally less than satisfactory and requires improvement. Requires more than expected oversight in this area.
1= Unsatisfactory: Performance is consistently unsatisfactory. Not performing the minimum requirements of the job in a satisfactory manner. Improved performance is required for continuation in the position.
