Sample 12-Month CEO Evaluation and Support Timeline

 Sample 12 Month Work Plan for CEO Support and Evaluation Committee

4th Quarter
June:

  • Form CEO Support and Evaluation Committee
  • Committee Conducts end of year CEO Evaluation
  • CEO takes self-evaluation survey
  • Committee shares CEO’s survey results with the Board
  • Board takes CEO evaluation survey
  • Direct reports take CEO evaluation survey

1st Quarter
July:

  • Finish CEO Evaluation
    • Committee shares Evaluation survey results with Board
    • Committee drafts summary memo of Evaluation process
    • Committee reviews the memo and Evaluation details with the Board
    • Committee and CEO review memo, collaborate to refine CEO goals, introduce CEO personal development goals for upcoming year

August:

  • Committee collaborates with CEO to define goals against which to measure CEO’s performance for the year. 1
  • CEO and committee create CEO development plan for year
  • Board approves the goals that the CEO and Committee have developed

September:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting. 2
  • Committee works with CEO to sets dates for December and March check-ins and June end-of-year evaluation

2d Quarter
October:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting

November:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee gathers input for December CEO check-in from board
    CEO completes self-reflection
  • Committee plans December CEO check-in conversation
  • Committee works with CEO to have staff satisfaction survey

December:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee conducts a structured check-in with CEO before winter break (see November) about what is working or not working with Board-CEO Partnership

3d Quarter
January:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee reports to Board about December check-in

February:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee gathers input for March CEO check-in from board
  • CEO completes self-reflection
  • Committee plans CEO March check-in conversation
  • Committee works with CEO to have parent satisfaction survey

March:

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee uses work from February to conduct a structured CEO check about what is working or not working with Board-CEO Partnership

4th Quarter
April

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting
  • Committee reports to Board on March check-in
  • Committee plans end of year CEO Evaluation

May

  • CEO reports on progress towards goals at monthly CEO Support and Eval Committee meeting

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1. CEO should have a set of annual goals that articulates the key things the organization will do this year towards achieving the promises made in the charter and accountability plan, as well as any additional goals that are related to organizational success.
The CEO should clearly articulate when she will need support from the full board and each committee to achieve his or her goals.
Articulating CEO goals and board-level goals provides a clear understanding of the management-governance distinction in key areas. If designed correctly, they will help avoid common governance-management conflicts.
Recommended Categories for CEO Goals
     *Students: Attendance, on-time arrival, attrition, retention, demographics, success after graduation.
     *Academics: State test, interim assessment, and nationally normed assessment data.
     *Staff/Teachers: Recruitment, retention, satisfaction.
     *Financials: Cash on hand, surplus, clean audit, grant requirements and grant reporting.
     *Facilities: Lease status, debt service, etc.
     *Private Fundraising: By source (foundations, corporations, individuals) and renewals vs. new donors.
Ultimately each of these CEO goal should tie back to a board-level committee that provides oversight and support to help ensure the goal is achieved.
In addition, the CEO may also have some “personal” professional development goals that are listed in addition to the organization-wide goals.

2. The board will have a much easier time conducting effective oversight if the CEO reports on goals and metrics by including comparative data, such as:
     *What was achieved last year
     *The sending district (typically, this is a low-bar or baseline).
     *A “high-bar”— a school that is comparable to yours that is proving what is possible to achieve.
     *What is in the charter and/or accountability plan so that the board knows whether or not they are on track to achieve/exceed the articulated goal.