• Executive Director Evaluation Form

  • Evaluation Completion Tracking Notice:

    In order to keep track of who has completed this evaluation, it will be necessary for each person to enter their name at the beginning of the evaluation.  As previously mentioned this evaluation is confidential.  Although the two preceeding sentences seem contradictory, rest assured, this evaluation will remain confidential.

    Upon completion of this evaluation an email notification will be sent out.  This email notification will contain only the name of the evaluator.  All other responses to questions in this evaluation will be omitted from the email.

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  • I. Vision, Mission, and Strategies

    The chief executive's role has both strategic and operational components.  Working with the board, the chief executive must develop a shared vision for the future of the organization, build understanding around the current mission, and develop appropriate goals and strategies to advance that mission.

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  • II.  Accomplishment of Management Objectives

    Working with the board, the chief executive establishes operational objectives that support the strategic plan.  The chief executive is responsible for leading the staff in the implementation of the strategic plan and any annual plans.

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  • III. Program Management

    A non profit organization carries out its mission by offering specific programs and services.  The chief executive leads the staff in managing and administering these programs and services.  This requires a throrough knowledge of the organization's mission area as well as an understanding of technical, operational, and ethical issues.

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  • IV. Effectiveness in Fund Raising and Resource Development

    The chief executive, in partnership with the board and appropriate staff, is responsible for developing and implementing appropriate fund-raising and financial development strategies.  The chief executive and board use their combined strengths, knowledge, and relationships to help the organization achieve its objectives.

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  • V. Fiscal Management

    Ensuring that income is managed wisely is especially important for a nonprofit organization operating in the public trust.  It is the role of the chief executive to see that solid planning and budgeting systems are in place and that the organization's goals and strategic plan serve as the basis for sound financial planning.  In addition, it is the chief executive's responsibility to ensure that qualified staff are hired to accurately monitor, assess, and manage the financial health of the nonprofit.

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  • VI. Operations Management

    The chief executive is resopnsible for day-to-day management.  The chief executive works with staff to develop, maintain, and use the systems and resources that facilitate the effective operation of the organization.

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  • VII. The Chief Executive/ Board Partnership

    The chief executive and the board must work together as partners.  Each arm of leadership draws upon its own unique strengths and abilities.  The chief executive and the board have joint responsibility for developing and mantaining a strong working relationship and a system for sharing information.  The board is responsible for creating a written job description for the chief executive that is clear and agreed to by all parties.

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  • VIII. The Board/ Staff Relationship

    Because many organizational issues require a partnership of board and staff to be addressed effectively, the chief executive should work to create opportunities for senior staff to interact with board members and to ensure that board and staff have a good working relationship.

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  • IX. External Liaison and Public Image

    The chief executive and board members are key players in establishing and maintaining positive relationships with the many groups that support the work of the nonprofit.

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  • X. Board Perceptions of the Organization

    As the board reviews the performance of the chief executive, it should also gauge its perceptions of the general operations and quality of the organization in the following areas.  The responses to these questions may help to focus the board and chief executive's attention on specific areas of organizational strength and limitations and will help to guide future organizational development efforts.

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  • Open-Ended Questions

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  • Should be Empty: