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Download the director - Public Housing Authorities Directors Association
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THE DIRECTOR CONTRACT, AUTHORITY, PAY, DUTIES, PERFORMANCE APPRAISAL, JOB DESCRIPTION ISSUES Job Description • • • • • • • Exempt Position ? Essential Functions ADA Duties: Day to Day Operations Programs Secretary to Board Budget/Financial Description, Continued • • • • • • • Responsibility for Records Knowledge, Skills and Abilities Business, Regulations Writing Inspections Supervision Planning/coordination Minimum Qualifications • • • • • College Degree?? Equivalent ?? Valid Drivers’ License Bondable Insurable WHERE DO WE FIND HIM/HER • • • • • National Search Regional State Within Do we really want experienced person? Primary Decisions • • • • • • Role of Board Role of Director Delegation of Duties What Reports What do I get involved in? Issues: legal, insurance, effectiveness Controlling Documents • • • • • • Bylaws Job Description Salary Comparability Benefits Contract ? ? And the law Resume, Interview • • • • • • • Committee of Board? Or Outside Source? Narrowing down the field Interviews: all or one? Taking notes??? Public record issues ADA/interview issues Contract or Not?? • • • • • Advantages Disadvantages Problems Enforcement Who Pays??????? Salary and Benefits • • • • • • Sources for comparability Experience Central Office Can we afford it? Benefits Be cautious of other employees’ reaction Hiring • • • • • Establish realistic start time Probationary period ??? Job Evaluation Everification process Drug testing Performance Appraisals • Discuss at beginning of employment • Handouts: forms and policy • All employees, but board only does ED Performance Appraisal is the process of: • Identifying, measuring and developing human performance in organizations. • An effective performance appraisal system must not only accurately measure current performance levels, but… • Must also contain mechanisms for reinforcing strengths, identifying weaknesses and providing feedback. Question: • Organizations have no choice regarding employee performance appraisal. • They only have a choice to appraise formally or informally. • Point is, all organizations appraise! • Agree or disagree? Successful Appraisals Require • Knowledgeable raters who have directly observed the employee’s work performance or work product and... • Who can rate without error or bias... • Using valid and reliable quantitative and qualitative performance measures. Documenting Non-Performance • • • • First and foremost, DO IT! Record the relevant facts. Tell both sides. Give all the details – who, what, when, where and why. • Review and follow PHA policy and practices. USE THE FORMS. Documentation, con’t • Consider who might read your report. • Don’t raise legal issues or draw legal conclusions. • Don’t label or use derogatory terms when referring to the employee. • Use plain English, not jargon. Process • Supervisors will review forms with the employee and will set goals for improved performance as required. • Data Processing will issue merit increase forms at least one month in advance of the due date. • Supervisors will use the completed forms to support awarding or denial of merit increase. Appraisal Tools • USE JOB DESCRIPTION FOR CATEGORIES FOR REVIEW OR OTHER AS MAY BE USED BY DEPARTMENT • WORK PERFORMANCE RECORDS • PERSONNEL FILE Conclusion • • • • • Working relationship essential Coordination essential Paperwork in advance Be fair and informed Everyone must know duties, responsibilities and expectations • Evaluate in a positive manner but remedy problems as they arise.
