Nonprofit Executive Director Performance Evaluation Template
A strong Executive Director (ED) review clarifies priorities, strengthens the board–staff partnership, and keeps your mission front and center. When your process is predictable and fair, you get better coaching, cleaner goals, and steadier results across programs and fundraising. Use this guide to design an evaluation you can run every year with confidence, plus templates you can copy directly into your board materials.
If you are hiring or resetting the role, pair this template with CampHire’s guides and services: the primer on How to Hire an Executive Director for a Nonprofit, our editable Executive Director Job Description, and support via Nonprofit Executive Search or interim help through Fractional HR for Nonprofits.
Nonprofit Executive Director Evaluation
An effective ED evaluation connects strategy to everyday leadership. Start by agreeing on what success looks like in the next 12 months, then measure against those goals with a simple rubric and evidence you collect throughout the year. Keep the process lightweight and transparent: one calendar, one set of competencies, and one place where notes live.
Aim for a rhythm that supports coaching, not surprise. Most organizations do a mid-year check-in and a year-end review. At each step, the board chair or governance chair synthesizes feedback, the ED provides a self-assessment, and the full board reviews a concise summary. Tie outcomes to a professional development plan and, where appropriate, compensation decisions.
One-Page Evaluation Template (Copy + Paste)
A. Inputs (attach or link)
ED self-assessment with key metrics and highlights
Annual plan progress: programs, fundraising, operations, finance
Dashboard: revenue, expenses, outcomes, pipeline, people metrics
Board and stakeholder feedback (brief survey or structured interviews)
B. Competency Rubric (rate 1–5; see scale below)
| Competency | 1 | 3 | 5 |
|---|---|---|---|
| Strategy & Impact | Goals unclear; limited progress | Plan linked to outcomes; mixed progress | Clear strategy; outcomes achieved or exceeded |
| Leadership & Culture | Team churn; unclear norms | Stable team; building systems | High engagement; strong bench and inclusion |
| Fundraising & External Relations | Reactive, few new relationships | Maintains base; some pipeline growth | Expands pipeline; upgrades gifts; strong partnerships |
| Operations & Finance | Frequent misses; surprise variances | Meets most targets; manageable issues | Reliable execution; clean audits; data-driven forecasting |
| Board Partnership & Governance | Gaps in communication | Timely materials; open dialogue | Proactive, solutions-oriented partnership |
| People & Talent | Ad hoc hiring; unclear roles | Consistent processes; retention improving | Strong pipeline; development pathways |
| Equity & Inclusion | Little focus; blind spots present | Some awareness; pockets of practice | Integrated lens; evident in decisions and culture |
C. 1–5 Scale
1 = Not meeting expectations; 2 = Needs improvement; 3 = Fully meets; 4 = Exceeds; 5 = Exceptional and scalable
D. Weighted Scoring (example)
Strategy & Impact 20% • Leadership & Culture 20% • Fundraising 20% • Operations & Finance 20% • Board Partnership 10% • Equity & Inclusion 5% • Communication 5%
E. Goals and Development Plan
Three annual goals with success metrics and due dates
One to two development priorities (e.g., major gifts coaching, multi-site ops)
Support needed from board (intros, committee focus, resources)
F. Summary and Decision
Overall rating; compensation decision if applicable
Term review and succession notes
Board vote or consent as required by bylaws
Recommended Cadence
Q1: Set goals and metrics
Q2/Q3: Mid-year check-in with short written update
Q4: 360-lite inputs, self-assessment, board synthesis, final review
For research on nonprofit executive leadership and governance dynamics, see Antioch University’s dissertation archive and related scholarship (Antioch, ProQuest).
Qualities of a Good Nonprofit Executive Director
High-performing EDs pair strategic clarity with steady day-to-day leadership. They translate the mission into a simple plan, keep people focused on the right work, and communicate progress in ways donors and partners trust. In tough moments, they remain calm, make evidence-based decisions, and explain the why.
Equally important is the ability to build a healthy culture. Great EDs hire well, coach managers, and create feedback loops that lift performance without drama. They partner with the board as thought partners, not as a shadow management team, and they bring an equity lens to budgeting, staffing, and program design.
Prioritize candidates who bring mission clarity and goal orientation, meaning they can translate your vision into a simple plan with measurable outcomes and keep the team focused on what moves the needle. Look for fundraising narrative and relationship building as well—leaders who tell a compelling case for support, steward donors thoughtfully, and grow partnerships over time.
Strong finalists should invest in talent development and delegation, coaching managers, setting crisp expectations, and creating space for others to lead. They also need financial fluency and operational follow-through, pairing sound budget judgment with reliable execution and clean, on-time reporting. Finally, seek inclusive leadership and community credibility: someone who centers equity in decisions, listens well, and earns trust with staff, partners, and the people you serve.
Nonprofit Executive Director Job Description
Your evaluation is only as good as the JD it references. A clear JD aligns role scope, decision rights, and metrics, which makes reviews fair and straightforward. Use the JD to anchor annual goals and to explain how the board and ED share leadership across strategy, finance, fundraising, and external relations.
Keep the JD public and current. When strategy or structure shifts, update the JD, not just the plan. If you need a starting point, grab CampHire’s editable Executive Director Job Description and tailor it to your size, funding mix, and programs.
Executive Director Responsibilities Nonprofit
Responsibilities should map directly to the organization’s strategy. The ED leads planning, secures resources, builds the team, ensures compliance, and represents the mission to the community. The board approves direction and holds the ED accountable, while staff manage daily execution.
Link each responsibility to evidence. Instead of “grow fundraising,” specify “increase individual giving by 15% and add 30 qualified prospects to the major gifts pipeline,” then report progress monthly. Clarity reduces friction and keeps meetings focused.
| Responsibility | Examples of Evidence |
|---|---|
| Strategy & Programs | Board-approved plan, outcome dashboards, evaluation reports |
| Fundraising | Pipeline health, gift upgrades, stewardship calls, event results |
| Finance & Ops | On-time closes, variance explanations, audit readiness, compliance |
| People & Culture | Hiring against plan, retention, engagement signals, DEI progress |
| Board Partnership | Timely materials, consent agendas, clear decisions, follow-up |
| External Relations | Media mentions, partner MoUs, policy input, speaking invitations |
Nonprofit Executive Director Salary
Compensation should match scope, market, and impact. Publish the range in the offer and in your Form 990 narrative, and review annually. Consider total rewards, not just base pay: health and retirement, professional development, flexible work, and performance incentives aligned to mission outcomes.
Benchmark with peers of similar size, region, and complexity, and document the rationale for your decision. When budgets are tight, invest in clarity: define how growth or outcomes will translate into future adjustments so expectations stay realistic for both the ED and the board.
Compensation Planning Checklist
Compare ranges with similar nonprofits in your region
Define performance metrics that influence pay decisions
Document board approval and any recusals
Communicate total rewards clearly in the offer and review
For Small Businesses: Nonprofit Executive Director Salary
Smaller organizations often combine responsibilities into a hybrid ED role. If your budget limits cash compensation, strengthen the package with benefits and flexibility that matter: health coverage, retirement contributions, coaching, and a realistic schedule tied to program cycles. Be explicit about what will change as you grow.
Set a clear path. For example, define revenue or fundraising milestones that trigger salary reviews, or plan a phased shift from part-time to full-time as programs expand. Use time-bound incentives sparingly and tie them to measurable wins that advance the mission.
Stretch Tools for Lean Budgets
Part-time or seasonal ramp with defined growth checkpoints
Professional development fund and executive coaching
Remote or hybrid options where mission allows
Transparent roadmap to market-aligned pay
Board Evaluation of Executive Director
The board owns the ED’s evaluation. Keep the process consistent and respectful by using a shared rubric, agreed-upon inputs, and a tight timeline. The governance or compensation committee should collect feedback, synthesize themes, and present a concise summary for full board discussion, then meet with the ED to finalize goals.
Separate coaching from compensation decisions when possible. Many boards hold an early Q4 coaching conversation, then make year-end compensation decisions after budget visibility improves. This reduces noise and keeps feedback focused on growth.
Board Toolkit
One-page role profile and current JD
Rubric and weights (match the template above)
Short survey for directors and a few key stakeholders
Mid-year and year-end meeting agendas with timeboxes
Nonprofit Executive Director Board Report Template
A good board report keeps directors focused on strategy and risks while giving them confidence that operations are steady. Write for decision-makers: brief headlines, a small dashboard, and a page of context. Save deep dives for appendices or committee packets.
Consistency beats volume. Use the same sections each meeting so trends are easy to see. Send materials on time and include a consent agenda to clear routine items quickly, reserving meeting time for discussion and decisions.
Monthly or Quarterly Report Outline
Headlines: two to three wins, two to three risks, and the decision requests
Dashboard: revenue vs. plan, expenses, cash runway, program outcomes, people metrics
Fundraising: pipeline, gifts closed, stewardship highlights, upcoming campaigns
Programs: outcome updates, evaluations, stories that illustrate impact
Operations & Finance: variance notes, audit or compliance items, major purchases
People & Culture: hiring, retention, engagement signals, DEI initiatives
External Relations: partnerships, policy items, media, community events
Appendices: financial statements, risk register, grant trackers, calendar
FAQs
How long should an executive director stay at a nonprofit?
There is no universal number, but many organizations see strong impact in the three-to-seven-year window, which allows time to set strategy, build a team, and show measurable results. Tenure should align with mission needs and growth stage; regular succession planning helps you manage healthy transitions.
Does a nonprofit need an executive director?
Very small nonprofits can share leadership among board members at first, but as programs, revenue, and compliance needs grow, a dedicated ED becomes critical. A central leader provides accountability, fundraising momentum, and steady operations. When you are ready, use our guide to hire the role thoughtfully.
Can an executive director of a nonprofit be an independent contractor?
Generally no. The level of control, ongoing responsibilities, and leadership expectations make the ED role an employee under most state and federal tests. If budget or structure is a concern, consider time-bound or part-time arrangements through Fractional HR for Nonprofits rather than misclassification.
How to fire an executive director of a nonprofit?
Follow your bylaws and documented process. The board should conduct a fair evaluation, provide clear expectations and opportunities to improve, and consult counsel on risk and severance. Prepare an internal and external communication plan that protects dignity and ensures operational continuity.
Helpful Links and Next Steps
Role clarity: Executive Director Job Description
Hiring or transition support: Nonprofit Executive Search
Interim leadership or added capacity: Fractional HR for Nonprofits
