ࡱ> a Nbjbj 3F\F\D+I ..l@Xlll84DlF222zzzFFFFFFF$HKV9F.>z6zz$9F..22HNF\r r r ..2.2Fr zFr r +@hKE2W8՟ .B<EFTFB|KD .KxKEKEKH_Ezzr zzzzz9F9Fr zzzFzzzzKzzzzzzzzz : Section 2. Executive Evaluations ANNUAL EVALUATION OF NSHE PRESIDENTS (Board Approved 10/03) The purpose of the annual evaluation is to provide ongoing, constructive feedback so that presidents may know how the chancellor and the Board view their areas of strength as well as areas that may be improved upon. It also provides an opportunity for the president and chancellor to discuss personal and institutional goals for the next evaluation period. The president will prepare an annual confidential Self-Evaluation Report, addressing the areas of review as described in subsection B. The timeframe for the annual self-report shall be the prior calendar year. The Faculty Senate may conduct an annual survey of faculty regarding the performance of the president. The Faculty Senate should survey faculty at the start of the fall semester of the evaluation year. The survey shallshould be designed and disseminated to ensure confidential, and the confidentiality of the participants will be preserved and shall be approved by the institutions general counsel before dissemination to ensure the questions in the survey focus on the Presidents performance. For comparative purposes, Tthere should be general consistency of questions across all of the NSHE institutions, for each presidents evaluation. The survey shall address the Performance Criteria for the Periodic Evaluation of the Performance of NSHE Presidents set forth in subsection 3. Within the scope of the Performance Criteria, the survey may also seek input regarding the Presidents effectiveness of from the relevant institutional offices or departments. A committee, appointed by the Faculty Senate, shall develop a final report that may include numerical and comment summaries. The committee will maintain confidentiality until it is released. In preparing the survey and Before dissemination of the final survey report, the Faculty Senate shall consult with the institutions general counsel to ensure the questions in the survey and the final survey report do not seek or the report does not contain comments about the performance of individuals other than the president. The final survey results will be summarized and provided in a report to the chancellor by the end of the calendar year in which the survey is conducted. The chancellor reviews the presidents self-evaluation and the faculty survey, if available, and prepares a confidential written evaluation assessing the presidents performance against the goals set for the prior calendar year. The emphasis of the annual evaluation shall be on an analysis of areas for future focus and improvement. The chancellor meets with the president annually to review the written evaluation and to agree on personal and institutional goals for the following evaluation period. After meeting with the president, the chancellor will provide written confirmation to the corresponding faculty senate chair, that the survey results, if available, were discussed with the president. If the chancellor recommends a change to the presidents contract a summary of the evaluation and the new evaluation goals will be provided to the Board of Regents. (These are public documents.) The Board will discuss the findings of the annual review at a meeting in an open personnel session and consider the contract recommendations. A copy of the confidential written evaluation, signed by both the chancellor and president, is retained in the presidents personnel file, along with a copy of the presidents confidential annual self-evaluation report. The following format and evaluation criteria are based on principles developed by the Association of Governing Boards of Universities and Colleges for formative reviews and shall be considered in the annual evaluation of NSHE presidents. GOALS AND ACHIEVEMENTS Discuss the goals you set for yourself and your institution last year along with a description of your efforts to meet them. Discuss any other personal and institutional achievements that you, your senior management team, or your faculty are especially pleased to have accomplished. Include achievement in meeting institutional goals for the upward mobility of underrepresented groups (faculty, staff, and students). Discuss any disappointments, frustrations, or problems you may have experienced during the past year, especially those that are likely to persist. Discuss in a thoughtful way your relationships with the Board of Regents; your faculty, staff, students, alumni, and community leaders; and any other appropriate stakeholders or organizations. CHALLENGES AND OPPORTUNITIES Outline your institutions principal challenges and opportunities as you see them. List evaluation goals you propose for yourself and your institution for the next year. These goals should focus on, but are not limited to, meeting institutional and System- wide strategic goals in the following areas: Academic Administration; Academic Advancement; Budgetary and Personnel Management; Access and Diversity; Research and Workforce Development; and Internal Communication, External Relations and Fund-raising. Provide any other thoughts, ambitions, or plans you have as president. OTHERS Attach any other information or materials that will help assess your institutions achievements and progress over the past year or so. If you wish, discuss your desires or plans for professional growth. 2. PERIODIC EVALUATION OF NSHE PRESIDENTS A comprehensive, periodic assessment of the performance of each president in four key areas will be conducted in the next-to-last year of each contract period. The purpose of the periodic evaluation is to provide constructive feedback on measurable performance metrics assessed over a period of time so that presidents may know how colleagues, Regents, and key leaders in the community view their efforts, including areas of strength as well as areas that may need improvement. 1.) The president being evaluated shall prepare a written self-evaluation based upon the four areas of evaluation described in subsection 3. The self-evaluation shall be submitted to the Chancellor and provided to the Evaluation Committee. 2.) The Chancellor shall appoint an Evaluation Committee composed of not more than four individuals knowledgeable with the institution, including one senior faculty member. The Chancellor shall appoint one member to serve as Chair of the Committee. The Committee shall conduct the evaluation using the evaluation metrics described in subsection 3. The Committee shall be provided with the prior evaluation(s) of the president, if any, together with any interim annual evaluations. 3.) In advance of the evaluation, the Evaluation Committee and the Chancellor shall meet to review and discuss prior evaluations, the details of the current evaluation and any issues that may be raised during the evaluation process. The Chancellor shall provide the Committee with a list of stakeholders to be interviewed. The list shall consist of a wide variety of individuals, internal and external to the institution, who are knowledgeable about the presidents work and shall include student leaders. The president shall be permitted to submit a list of potential interviewees. The Chancellor shall select the names to be forwarded from the presidents list. The list shall be divided by the Chair among the four committee members. Appropriate accommodations will be made for the Evaluation Committee members to conduct interviews at institutions with multiple campus sites. 4.) The evaluation process will include the opportunity for a representative sample of vice presidents, deans, academic and administrative department heads, faculty, students, and community and alumni leaders to be interviewed, and may also include a faculty survey submitted in compliance with the provisions of this section. With the exception of the results of a faculty survey, the Evaluation Committee shall not accept anonymous materials, as part of the evaluation process. The faculty senate may conduct a survey of faculty regarding the performance of the president. The survey shall address the Performance Metrics for the Periodic Evaluation of the Performance of NSHE Presidents set forth in Subsection 3. Within the scope of the Performance Metrics, the survey may also seek input regarding the Presidents effectiveness from of the relevant institutional offices or departments. In preparing the survey and the final survey report, the faculty senate shall consult with the institutions general counsel to ensure the questions in the survey and the final survey report do not seek or contain comments about the performance of individuals other than the president. Once legal counsel has approved the final report, the institutions Faculty Senate will vote on the report. Upon acceptance by the Senate, the survey report will be submitted electronically to the Chancellor who will provide it to the Periodic Presidential Evaluation Committee and to the Board of Regents at the meeting to consider the evaluation. The survey report is confidential until it is presented at the Board of Regents meeting and will then be made publically available through the institution. In the event the President resigns or gives notice of intent to resign, the Periodic Evaluation process immediately stops, and the survey responses and results, and any survey report shall remain confidential. The Chancellor shall establish guidelines in consultation with the faculty senate regarding the process, timeline, and notification schedule in order to obtain constructive feedback from the faculty. 5.) Prior to conducting interviews with institution constituents, the Evaluation Committee will meet with the president for the purpose of reviewing strategic plans, goals, objectives, resource allocation policies, major challenges and successes, and the presidents own assessment of the interval being appraised. The Committee shall review the presidents self-evaluation with the president and allow the president to discuss any relevant facts with the Committee. 6.) At the conclusion of this meeting, the Committee members shall disperse to meet with the assigned interviewees. The Committee shall also conduct an open forum for students. During the course of conducting the interviews, the Committee shall meet at the call of the Chair to review the interviews conducted so far and to discuss common thoughts and themes that have emerged from stakeholder input. 7.) At the conclusion of the interviews and student forum, the Committee shall meet with the president to discuss what its members have heard, including strengths and weaknesses of the president in the four areas of evaluation described in Subsection 3 and will recommend areas for future focus and improvement. The president shall be provided an opportunity to clarify points the president believes should be made. 8.) The Committee shall prepare a written report within two weeks of the Committees final meeting with the president, with each member contributing a portion of the report as assigned by the Committee Chair. The Chair shall combine the individual member contributions into a final version of the report. 9.) The Committee Chair shall meet with the president to review the final evaluation report in order to correct any factual errors but other than such corrections, no changes may be made to the evaluation. The Committee Chair shall then deliver the final evaluation report to the Chancellor for transmittal to the Board. 10.) As soon as practical after the submission of the final evaluation report, the Chancellor will present an evaluation of the president, which shall include the final evaluation report, at a regularly scheduled meeting of the Board of Regents where the president will participate in an open personnel session to review the findings of the periodic evaluation. The open personnel session will take place on the first day of the meeting of the Board of Regents. 11.) At the conclusion of the periodic evaluation process, in an open personnel session on the second day of the meeting, the Board Chair may recommend contract terms and conditions for approval by the Board of Regents. 12.) A copy of the Chancellors evaluation, the Evaluation Committees report and a copy of the presidents self-evaluation will be retained in the presidents personnel file. All these documents are public documents. 3. PERFORMANCE METRICS FOR PERIODIC EVALUATION OF NSHE PRESIDENTS The periodic presidential evaluation shall be conducted with reference to the following criteria. Part 1. FUNDMENTAL PRODUCTIVITY A. Academic Completion Student Success. The NSHE is a performance oriented system. Student success as reflected in academic completion is a key Board policy each president embraces. A president shall be evaluated based on: 1. Graduation rates; 2. The total number of degrees and certificates awarded; and 3. Year to year persistence rates. B. Enrollment Student Access. While the NSHE has moved from an input to an output formula, performance growth cannot occur without attracting more students. In addition, Nevada needs more graduates so serving more Nevadans remains important. A president shall be evaluated based on enrollment, including online enrollment. NSHE has a fundamental commitment to equity and diversity. The president shall separately state institutional progress with respect to critical underserved populations, including minority groups and low income students, indicating efforts to close attainment gaps where they exist among populations. NSHE community colleges serve a diverse student body and have more part time students. The Chancellor shall develop and utilize as a component of the evaluation a completion metric which reflects the complex mission of a community college. C. Grants/Contracts/Special Events/ Research and Development/Gifts. Funding is a challenge all institutions face. A major focus of every president is leading an institution that secures alternative funding sources. The sources include attracting grants, contracts and gifts. The goal is to diversify sources of college revenue through community partnerships. A president shall separately state funding attainments in each of the following categories, giving the institutions baseline for the applicable evaluation period for each: 1. Grants and contracts; 2. Special events; 3. Research and development; and 4. Gifts. The Chancellor shall develop data dashboards for reporting annual performance for the metrics in Part 1 that shall be reported to the Board and posted on the NSHE website. Part 2: INSTITUTIONAL WELL-BEING AND MANAGEMENT EFFECTIVENESS D. Entrepreneurship. Closely related to the metrics in Part 1 C is encouraging innovation and entrepreneurship throughout the institution. A president shall separately state steps the president and the institution have taken to encourage entrepreneurial activity. E. Campus Environment. As president, effectiveness as a leader echoes throughout the institution. A president shall detail any major initiatives or advancements to improve the campus environment under the presidents leadership. Part 3: INSTITUTIONAL RELATIONS TO EXTERNAL COMMUNITIES F. Collaboration. NSHE consists of multiple institutions, making relations with other member institutions critical. A president shall work closely with other member institutions to further the goals of student success. A president shall separately state collaborative relationships with member institutions and plans for the extension of these partnerships. G. Regent Strategic Directions. The Board has adopted Strategic Directions and expects full participation by all institutions in critical initiatives such as 15 to Finish, eLearning, Effectiveness and Efficiency, iNtegrate 2 and similar programs. The Chancellor shall review and evaluate the activity and commitment of a president in achieving implementation of critical Board priorities. H. Community Partnerships and Connections. Connecting with communities is crucial. This extends beyond fund raising to ensuring the health of critical relationships throughout an institutions service areas. A president shall describe how critical partnerships and community and business relationships have been maintained and extended. Part 4: OTHER If a president believes other factors than those covered herein fundamentally reflect on the presidents performance, the president may briefly describe such efforts separately. In preparing a self-evaluation, the president may also bring to the attention of the Evaluation Committee such distinct aspects and missions of the presidents respective university, college or institute as the president deems appropriate to fully convey the essential nature of presidential performance and institutional advancement. In addition to the factors above, the Evaluation Committee may consider such additional indicators of presidential performance as it deems appropriate to present a complete picture of the presidents performance including, but not limited to, relationship with the Board of Regents, promoting and sustaining diversity, budgetary matters, academic and general administration, management and planning including planning for deferred maintenance, and if applicable, oversight and management of intercollegiate athletics.      PAGE \* MERGEFORMAT 1 Roberta mentioned that this should be tied to the end of the evaluation period. 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