Whitchurch-Stouffville Public Library

Policy Type:GovernancePolicy Number: GOV 09

Policy Title: CEO EvaluationPolicy Approval Date:June 7, 2012

Policy Review Date:September 1, 2015

1.0 Overview

It is the Board’s responsibility to appoint a qualified and competent individual as the CEO in accordance with the Public Libraries Act. The Board also oversees the performance of the CEO and supports the CEO’s professional development objectives.

As part of this responsibility the Board conducts a formal annual performance evaluation of the CEO. This policy sets out the basis for the CEO evaluation process.

2.0 Framework

The Board has established a framework for the CEO evaluation process to assure:

  • Consistency from year to year, from Board to Board, and between evaluation processes used by the Board and the Town of Whitchurch-Stouffville;
  • Success in meeting Board objectives;
  • Communication between the Board and the CEO; and
  • Objective analysis of performance.

The Board shall:

  • Appoint a Personnel Sub-Committee comprised of at least three members of the Board;
  • Prepare a written job description which outlines CEO responsibilities and job functions (refer to Appendix A);
  • Develop a Performance Appraisal Form adapted from that used at the Town of Whitchurch-Stouffville (refer to Appendix B);
  • Develop, with the CEO, annual performance objectives based on the current strategic priorities of the Board;
  • Develop, with the CEO, key milestones for the annual evaluation cycle; and
  • Evaluate CEO performance based on the job description, progress toward achieving performance objectives and compliance with Board policies.

The CEO is responsible for his/her own performance and is entitled to know:

  • The performance expected of the CEO;
  • How the CEO is performing; and
  • The resources available to the CEO to attain the expected performance.

Competencies on which the CEO is evaluated may include, but not be limited to:

  • General Management;
  • Human Resources Management;
  • Community Relationship Management;
  • Communication with Library Board, Municipal Staff and Library partners;
  • Vision Building;
  • Library Knowledge.

The CEO’s performance will be evaluated after the first six months for a new hire, and annual thereafter.

3.0 Evaluation Process

The Personnel Sub-Committee shall advise the CEO at the start of the annual cycle as to potential sources of information it may consider as part of the evaluation process. This process shall commence in November and be brought to the Board in January each year.

The procedure for completing the annual evaluation report is as follows:

a)The CEO shall submit a report to the Personnel Sub-Committee outlining the outcome of the previous year’s performance objectives.

b)The Personnel Sub-Committee and the CEO shall complete the Performance Appraisal Form.

c)Information collected by the Personnel Sub-Committee to evaluate the CEO may also include

  • Data on service performance measures such as materials circulation, library membership, program statistics, and collection development; and
  • Input from members of the Board, staff or outside stakeholders.

d)The Personnel Sub-Committee shall meet before the interview with the CEO to prepare the final evaluation.

e)The Personnel Sub-Committee shall meet with the CEO to discuss the evaluation and to establish the performance and developmental objectives for the next year.

f)The Chair of the Personnel Sub-committee shall present to the Board a verbal summary of the evaluation along with a written copy of the CEO’s performance objectives for the upcoming year and a recommendation for Board ratification.

g)The Board will vote to ratify the CEO evaluation and performance objectives.

h)The Personnel Sub-Committee shall meet with the CEO to discuss any relevant salary adjustment.

In the event that the CEO’s performance needs improvement, the Personnel Sub-Committee, with the approval of the Board, shall clearly state where progress must be made and shall:

  • Offer training and/or mentoring opportunities to address specific issues; and
  • Re-evaluate the performance of the CEO in six months.

If the CEO’s performance has still not improved to meet the requirements of the position, then the Board on the recommendation of the Personnel Sub-Committee will consider the next course of action, which could include dismissal.

If the Personnel Sub-Committee is unable to reach a consensus on the CEO’s performance, or the Board is unable to accept the Personnel Sub-Committee report or the CEO wishes to appeal the evaluation, then the matter shall be referred to the Board Chair for further action as appropriate to resolve the issue.

Appendix A – CEO Job Description

Whitchurch-Stouffville Public Library

Job Title:Chief Executive OfficerDate:June 7, 2012

Responsible to:Library Board

1.0 Job Summary

Reporting to the Whitchurch-Stouffville Public Library Board, the CEO of the library is responsible to the Board for the administration, organization and planning of all library operations and services in accordance with policies established by the Board; for advising the Board and making recommendations concerning new policies and services; for serving as secretary-treasurer to the Board; and serving as the Board’s representative to the community, to professional organizations and to government agencies.

2.0 Duties and Responsibilities

2.1 As Chief Executive Officer

According to the Public Libraries Act, R.S.O. 1990, Chapter P.44, Section 15 (2): “A Board shall appoint a Chief Executive Officer who shall have general supervision over and direction of the operations of the public library and its staff, shall attend all Board meetings, and shall have other powers and duties that the Board assigns from time to time.”

Policy

  • Carries out Board policies and directives.
  • Advises the Board on matters of policy. Recommends policies to meet the goals and objectives of the library and to meet the needs of the community for library services and facilities.
  • Reviews existing policies and recommends changes or additions.
  • Coordinates and participates in long-term planning in conjunction with the Board.

Programs and Services

  • Develops procedures for the implementation of Board policies and directives.
  • Plans, organizes, directs and evaluates library programs and services and allocates resources to ensure the effective and efficient operation of the library.
  • Orders supplies, furnishings and equipment.
  • Selects and acquires materials for the library collection.
  • Ensures that the collection is properly maintained and organized and that an effective collection control system is in place.
  • Prepares and presents a monthly report of the library’s activities, monthly statistics, and items of concern or interest.
  • Prepares and distributes an annual report.

Personnel

  • Hires, promotes and dismisses staff.
  • Establishes and maintains personnel practices and directs the hiring, training and development, performance appraisal, salary administration, discipline and dismissal of staff, in accordance with provincial and federal legislation.
  • Recommends salary administration policies to the Board.
  • Advises the Board on staffing requirements.
  • Acts as a liaison between staff and Board.
  • Prepares work and vacation schedules and authorizes leaves of absence.

Finance

  • Directs the financial administration of the library to ensure cost-effectiveness of services and operations.
  • Prepares and administers the annual operating and capital budgets of the library and provides the Board with financial statements and other financial reports as required.
  • Serves as a signing officer of the Board.
  • Makes applications for and administers special grants.

Public Relations

  • Plans, coordinates and conducts an on-going public relations program to inform the public about the library and its services.
  • Acts as a liaison with other community organizations.
  • Resolves library oriented suggestions, problems and complaints.

Other

  • Oversees the operation and maintenance of the library’s physical facilities and capital equipment, and maintains all Health & Safety issues of the library.
  • Keeps abreast of new developments in the field of librarianship, and changes in municipal, provincial and federal legislation.
  • Acts as a liaison with the Southern Ontario Library Service, the Ontario Library Association, the Federation of Ontario Public Libraries, and the Ministry of Tourism, Culture, and Sport.
  • Acts as the Freedom of Information Officer for the library in accordance with the Municipal Freedom of Information and Protection of Privacy Act.
  • Serves as a member of the Municipal Emergency Management Committee.

2.2 As Secretary to the Board

  • Performs the duties of Secretary to the Board in accordance with the current Public Libraries Act.
  • Conducts the Board’s official correspondence.
  • Ensures minutes are kept of every Board meeting and ensures distribution of minutes in accordance with Board policy.
  • Prepares meeting agendas in consultation with the Board or committee chairpersons.
  • Notifies Board members of meetings and ensures that a meeting space is available and the necessary arrangements are made.
  • Maintains files of library records and correspondence.

2.3 As Treasurer to the Board

  • Performs the duties of Treasurer to the Board in accordance with the current Public Libraries Act.
  • Receives and accounts for the Board’s money.
  • Opens an account or accounts in the name of the Board in a chartered bank, trust company or credit union approved by the Board.
  • Ensures that all money received on the Board’s behalf is deposited to the credit of the Board’s account or accounts.
  • Disburses the money as the Board directs. Receives and pays all bills and maintains financial records in accordance with good business practice.
  • Prepares and presents regular financial reports of receipts and expenditures.

2.4 Experience, Skills and Attributes Required

1)Masters Degree in Library and Information Science

2)Experience in strategic and operational planning.

3)Ability to maintain and enhance community partnerships.

4)Demonstrated success in motivating staff and in establishing good internal communications and staff engagement; ability to delegate.

5)Superior communication and collaboration abilities to maintain excellent relationships between the Library and its various stakeholders.

6)Good business management and public library administration skills.

7)Significant experience in the public library environment at the senior management level.

Appendix B – CEO Performance Appraisal Form

Whitchurch-Stouffville Public Library

Process

For each statement, circle the response that best reflects your opinion. The rating scale is:

Unsatisfactory (1); Acceptable (2); Fully Satisfactory (3); Superior (4); Outstanding (5)

Unsatisfactory: Potential for improvement must be evident or should be considered for dismissal.

Acceptable:Did not fully accomplish all major objectives or fulfill all major responsibilities; reasonable results

in general, but room for improvement – capacity to reach full satisfactory performance or better with

reasonable effort is evident.

Fully Satisfactory: Fully accomplished basic position requirements; adequately performed key duties and fulfilled all

major responsibilities – general level of performance substantially met expectations.

Superior: Results well above those expected in this position – demonstrated ability to get above average results with

resulting superior contribution to improved operations.

Outstanding: Extraordinary and exceptional accomplishments – results achieved obviously far in excess of normal

requirements of the position as a result of particularly able and consistent performance.

Section A: General Management

  • Demonstrates strong use of written and oral skills

1 2 3 4 5

  • Formulates policies, plans and designs programs effectively

1 2 3 4 5

  • Makes informed and sound decisions

1 2 3 4 5

  • Uses financial and quantitative data to plan and evaluate the delivery of services

1 2 3 4 5

  • Demonstrates understanding of the budget process, including its development, approval and implementation

1 2 3 4 5

  • Assesses potential granting programs; applies to relevant ones, manages grants and related reporting requirements

1 2 3 4 5

Comments/Examples:

Section B: Human Resources Management

  • Employs and deploys staff effectively

1 2 3 4 5

  • Coaches and develops individuals

1 2 3 4 5

  • Fosters teamwork to achieve library goals

1 2 3 4 5

Comments/Examples:

Section C: Community Relationship Management

  • Builds a network of relationships with community groups/agencies, municipal staff and library partners

1 2 3 4 5

Comments/Examples:

Section D: Vision Building

  • Initiates the work of envisioning a future library service to implement change and improve service.

1 2 3 4 5

Comments/Examples:

Section E: Library Knowledge

  • Keeps abreast of professional information and understands the issues relevant to library service, operations and management.

1 2 3 4 5

  • Applies knowledge effectively

1 2 3 4 5

Comments/Examples:

Section F: Commitment to Library Service

  • Focuses on users’ needs

1 2 3 4 5

  • Defines standards for quality and evaluates services against those standards

1 2 3 4 5

  • Searches for ways to increase customer satisfaction

1 2 3 4 5

Comments/Examples:

Section G: Goals & Objectives

  • Implementation of the Library Strategic and Business Plans

1 2 3 4 5

Comments/Examples:

Section H: Additional Comments

  • Overall assessment

1 2 3 4 5

Comments/Examples:

Signed: ______

Chief Executive Officer

______

______

Evaluators:

Date:______