2018-2019 OVF Executive Director Evaluation

How to Complete this Questionnaire

Each section begins with a brief description of an important area of responsibility.  Please read it and then answer the questions that follow.  The questions measure your level of satisfaction with how the Executive Director in carrying out various aspects of each responsibility.  Check off the number representing the degree to which you are satisfied or not satisfied with the chief executive's performance in each responsibility mentioned. The answer you mark can range on a scale of 1 to 4, with 1 representing 'Very Dissatisfied' and 4 representing 'Very Satisfied'.

1- Very Dissatisfied

2- Dissatisfied

3- Satisfied

4- Very Satisfied

You also have the option of answering 'Not Sure.' If you think a particular question is not applicable, feel free to skip it.

At the conclusion of the assessment are a number of open-ended questions.  Please take the time to answer these questions, since your responses will be especially helpful when the board and chief executive look for ways to strengthen the executive's performance and the organization as a whole.     

I. Vision, Mission, and Strategies

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

II. Program Management

Oklahoma Venture Forum carries out its mission by offering specific programs and events.  The executive director successfully manages and administers these programs and events.  This requires a thorough knowledge of the organization's mission area as well as an understanding of technical, operational, and ethical issues along with organizational limitations.

III. Effectiveness in Fund Raising and Resource Development

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

IV. 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 Executive Director 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 Executive Director's responsibility to ensure that qualified contractors are hired to accurately manage the financials of the nonprofit and that the Treasurer has the necessary access to financials and reports. 

V. Operations Management

The Executive Director is resopnsible for day-to-day management.  The executive director works with contract vendors to develop, maintain, and use the systems and resources that facilitate the effective operation of the organization.

VI. The Executive Director/ Board Partnership

The Executive Director and the board must work together as partners.  Each arm of leadership draws upon its own unique strengths and abilities.  The executive director and the board have joint responsibility for developing and maintaining a strong working relationship and a system for sharing information. 

VIII. External Liaison and Public Image

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

IX. Board Perceptions of the Organization

As the board reviews the performance of the Executive Director, 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 Executive Director's attention on specific areas of organizational strength and limitations and will help to guide future organizational development efforts.