Board of Directors – Oct. 9, 2024: Executive Director Evaluation

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DATE: October 9, 2024

TO: PPACG Board of Directors

FROM: Sherry Hoffman, HR Generalist

THROUGH: Andrew Gunning, PPACG Executive Director

SUBJECT: Annual Evaluation of the exective director

ACTION REQUESTED: Information Only

SUMMARY

The annual evaluation of the Executive Director is performed annually at the November Board meeting. The evaluation form will be sent out from Employer’s Council (email link: noreply@qemailserver.com) who will manage the anonymous evaluation process. Answers to the evaluation should be completed no later than October 22, 2024, so that the results can be compiled and discussed at the November Board meeting. In November, Board members will vote to meet in Closed Executive Session to review the results of the evaluation and the progress that Andy Gunning has made toward his 2024 goals. The Board, in conjunction with Mr. Gunning, will establish goals for 2025. Discussion about salary for 2025 and a potential bonus for 2024 performance will be held, however, no decisions will be made in closed executive session. The results of the meeting will be documented in a memorandum from the Board Chair and approved by Board members at the December Board meeting.

Mr. Gunning’s Goals for 2024:

  • Improve the on-boarding process for new board members.
  • Continue finding ways to create a positive work culture within PPPACG with exceptional staff and high levels of engagement.
  • Improve our engagement with state legislators, raise awareness of our regional needs, and enhance communications between our delegation and PPACG.
  • Continue advocating for our air quality / ozone “background” challenges with EPA and our federal delegation members, along with other western MPOs.
  • Continue raising awareness around traffic safety and find viable strategies to address it.
  • Initiate a regional training / regional summit of local elected officials to help enhance relations across jurisdictional boundaries and create leadership development opportunities.
  • Working with a small committee, redefine the job description for a PPACG grant writer to work on local, state, and federal grants.

STRATEGIC PLAN GOALS

☐ Advocacy: Serve as an effective advocacy voice for common ground issues.

☐ Information Sharing: Serve as a significant resource for PPACG members to collect and share information with regional partners.

☐ Aging: Expand and extend senior access, awareness, education, and connectivity to support age-friendly communities and empower individual seniors.

☐ Transportation: Maintain and improve a coordinated, validated plan for transportation needs across the PPACG region.

☐ Program Excellence: Continue to excel in the key fundamental areas of PPACG:  Military support, Environmental programs, Transportation, Area Agency on Aging, and regional communication and collaboration.

PIKES PEAK AREA COUNCIL OF GOVERNMENTS
Annual Evaluation Form (For Informational purposes only, please fill out online)
Executive Director

  • EXCELLENT (EXC) – Performance in this area is the exception in the work force and consistently exceeds standards and requirements of successful performance.
  • GOOD (G) – Work assignments are high quality, meeting high organizational standards and expectations and are completed when required.
  • NEEDS IMPROVEMENT (IMP) – Performance is below expected levels and on some occasions does not meet the standards and requirements for successful performance.
  • NOT APPLICABLE (N/A) – No personal knowledge or experience with this factor.

Please answer the following questions by placing an “X” in the appropriate box on each line.

Use the Comment section to provide input on any areas that were rated “Excellent” or “Needs Improvement” and address your experiences, relationship, and overall impressions of working with the Executive Director and PPACG staff. Use the Comment section to also provide input for strategic goals for the PPACG for next year.

Executive DirectorEXCGIMPN/A
Working with the Board of Directors
Promotes effective decision-making by the Board of Directors by providing them with adequate and timely information concerning all business of the Board of Directors.
Establishes effective communications with the Board of Directors (as a whole and individually) by promoting open, comprehensive and timely two-way communications.
Implements Board of Directors’ directives, policies, decisions, and strategic plan.
Maintaining Fiscal Responsibility
Communicates the annual budget and work program through an open, collaborative and informative process that provides the Board with realistic alternatives.
Controls revenues and expenditures according to the annual budget.
Ensures that the annual audit is completed and any issues are addressed in a timely and effective manner.
Managing the Organization
Keeps the Board of Directors informed by providing them with adequate and timely updates and information concerning PPACG operations.
Communicates with staff regarding Board action/direction to ensure alignment between staff, Board, and the strategic plan.
Selects qualified personnel within the limitations of the budget.
Promotes internal well-being of staff and the organization.
Working with Member Governments
Ensures that the structure of PPACG Committees and Subcommittees works effectively to solicit and register member governments’ perspectives and recommendations.
Works with member governments at the elected and administrative levels to communicate PPACG’s mission and strives to promote good relationships between governmental entities in the region.
Provides technical assistance and advice to member governments.
Working with the Community at Large
Provides an open and fair opportunity for citizens of our region to provide their opinions about decisions made at PPACG.
Encourages community organizations to participate in the PPACG programs and participates in other community organizations to provide PPACG’s regional perspective and expertise.
Works effectively with other governmental organizations, including State and Federal agencies, the State legislature, other COGs and MPOs, and national organizations to promote positive intergovernmental cooperation.

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