PERFORMANCE APPRAISAL APNS EXECUTIVE DIRECTOR

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Rachel Turner
8 years ago
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1 Date of Review: Employee: Conducted by: Instructions: There are two parts to this performance appraisal. The first portion of the performance appraisal involves rating the employee's performance on themajor job outputs necessary for the position. This is to be completed by the employer followedby a discussion with the employee regarding the appraisal. The second part involves goal setting by the employee and the employer. Both the employer andthe employee should conduct this together. Goals from previous reviews should be reviewed andassessed to determine whether they were achieved. Future goals are developed, along with a planof how the achievement of these goals will be assessed. This performance appraisal has been completed in a fair and unbiased manner, The final evaluation and goals have been discussed with the employee. Employer s Signature Date Employee s Signature Date Page 1 of 10

This is to be completed by the employer followedby a discussion with the employee regarding the appraisal. The second part involves goal setting by the employee and the employer.

2 Part 1: Job Output Ratings Read the job output statement and scale anchors carefully. Provide onerating for each task output Spaces below the scale allow for comments on employee's strengths and areas ofimprovement. Management This task output pertains to the strategic and project management of the Association under the direction of the Executive Committee. This includes but is not restricted to: researching issues at the request of the executive committee, and suggesting new initiatives to the executive committee. Actively participates in the planning of future initiatives to further the goals of the association Efficiently implements activities, programs and policies as directed by the Executive committee Page 2 of 10

Management This task output pertains to the strategic and project management of the Association under the direction of the Executive Committee.

3 Membership This output pertains to managing any administrative duties associated with APNS members. This includes but not restricted to: handling registration, acting as a point of contact for members and keeping members informed of APNS activities. APNS membership database is consistently kept up to date APNS members receive newsletter and updates at regular intervals APNS membership registration fees are received within an acceptable time frame Page 3 of 10

4 Finances This output pertains to managing any administrative duties associated with APNS members. This includes but not restricted to: maintaining PANS financial records and assisting the APNS treasurer in planning budgets. Provides assistance to the APNS treasurer for preparing the organization s budget Keeps APNS financial records well organized Researches and proposes appropriate initiatives to increase revenues and/or decrease expenses, while improving programs and services to members and the public Page 4 of 10

Provides assistance to the APNS treasurer for preparing the organization s budget Keeps APNS financial records well organized

5 External communications This output pertains to activity as a contact for the public about APNS and Nova Scotia psychologists. This includes but is not restricted to: responding to and phone communications and preparing information documents for the public. Responds to general communication from the public in a timely fashion All public documents are prepared to meet an acceptable quality Provides access and helpful information for those inquiring about APNS Coordinates the publication and distribution of the annual Private Practice Directory and provides ongoing response to the public seeking referrals in a sensitive and timely manner Page 5 of 10

Responds to general communication from the public in a timely fashion All public documents are prepared to meet an acceptable quality Provides access and helpful

6 Internal communications This output pertains to communication within the APNS. This includes but is not restricted to: acting as a liaison between APNS committees and the APNS executive committee, and giving monthly reports to the executive committee. Actively facilitates an exchange of ideas between APNS committees with the executive committee Gives comprehensive report of activities to the executive committee each month Acts as a resource for the APNS committees and executive committee Page 6 of 10

giving monthly reports to the executive committee.

7 Event management This output pertains to overseeing events held by the APNS. This includes but is not restricted to: handling any paperwork associated with the event, and the promotion and marketing of the event. Successfully markets events for APNS Organizes and implements on-going CE events and activities to ensure on-going CE opportunities for the APNS membership Page 7 of 10

the promotion and marketing of the event.

8 Office Administration This output pertains to any office management related duties. This includes but is not restricted to: imputing content on the APNS website, and responding to s. Maintain the APNS website to meet an acceptable quality Promptly answers s Manages all technical issues and solves problems to ensure the APNS continues to function as required Page 8 of 10

9 Part 2A: Review of Goals from Current Review Period Copy down the goals from the previous performance appraisal period. For each goallist and discuss what specific tasks were accomplished in order to fulfill the goal. Part 2B: Setting Future Goals for Subsequent Review Period Discuss and set goals for the next performance appraisal period. Write down which tasks are needed in order for goals to be achieved. Determine how the goals will be measured and give an approximate time frame for when the goals should be achieved. Page 9 of 10

Part 2B: Setting Future Goals for Subsequent Review Period Discuss and set goals for the next performance appraisal period.

10 Additional Comments: Form approved by APNS executive: 06 Jan 2014 Page 10 of 10

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