This tool can help you evaluate your Board, Board Members and Officers, and your Staff Leadership. A USSA Club should perform regular and formal evaluations of performance at the leadership/governance level no less than on an annual basis.
Executive Leader evaluation
Director “Statement of Desired Outcomes”: The Director of the Club provides the Board with a “Statement of Desired Outcomes” which outlines the Director’s personal, professional and organizational goals for the coming year. These goals should be a direct reflection of the strategic initiative identified in the SWOT analysis and strategic plan. This should be drafted over the summer for the August meeting. Board feedback is provided. An approved statement is reviewed at the September meeting.
The Board of Directors provides the Director with an evaluation of performance (both in writing and verbally) based on the “Statement of Desired Outcomes” and other performance objectives as determined by the Board. This evaluation takes place in the spring.
The Governance Committee facilitates an annual evaluation with the Board as a whole and each individual Board Member and Officer. This evaluation takes place in the summer and the results are reviewed at the August or September Board meeting. Board and Board Member Self-Evaluations are below to be used for this evaluation process – or the Governance committee may use other tools or processes at their discretion.
Board Self-Evaluation
All board members, evaluating the board as a whole, should fill this out.
| | Rank 1(poor) – 5(excellent) | Comments |
1. The board prepares, monitors, revises (when necessary), and adopts a clear statement of the organization’s mission. | | |
2. The board reviews and maintains bylaws, and establishes policies and plans consistent with the mission. | | |
3. The board is accountable for the financial well- being of the organization including capital assets, operating budgets and all fundraising/development. | | |
4. The board selects, supports and nurtures the Executive Director. | | |
5. The board (or a committee) conducts a written annual evaluation of the performance of the Executive Director and works with the ED to establish specific goals for the following year. | | |
6. The board evaluates itself annually and establishes specific goals for the following year. | | |
7. The board works to ensure that all its members are active and keeps full and accurate records of all board and committee work. | | |
8. The composition of the board reflects a balance of expertise and perspectives needed to achieve the mission of the organization (see BOARD MATRIX) | | |
9. The board develops itself through new trustee orientation, ongoing education, and succession planning. | | |
10. The board ensures compliance with all applicable laws and regulations and minimizes exposure to legal exposure. | | |
Adopted from “Trustee Handbook” by Mary Hundley DeKuyper (1998)
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Board Member Self-Evaluation
This can be modified to include committee, committee chair and officer responsibilities.
| | Rank 1(poor) – 5(excellent) | Comments |
1. I actively support and promote the mission of the organization. | | |
2. I am knowledgeable about the organization’s mission and goals, as well as current operations and issues. | | |
3. I attend meetings well prepared and participate fully. | | |
4. As an individual board member I support board policy and administrative implementation, and am not involved in specific management, personnel or curricular issues. | | |
5. I respect board decisions and confidentiality. | | |
6. I guard against any “conflict of interest” and my perspective as a board member is focused on good of the organization as a whole rather than the specific needs of myself, my child, my business, etc. | | |
7. I support the Executive Director and the organization and demonstrate that support in the community. | | |
8. I understand that ultimate authority for the organization rests with the board as a whole, therefore, if I become aware of an issue I am obligated to bring it to the attention of the Board Chari and Executive Director. | | |
9. I contribute to the organization to the best of my ability, actively support the fundraising and development efforts of the organization, and support a “give or get” policy. | | |
10. I understand that as an individual board member I have full fiduciary responsibility to the organization for sound financial management and ethical prioritization and decision making. | | |
Adopted from “Trustee Handbook” by Mary Hundley DeKuyper (1998)
For assistance contact: education@ussa.org 3
