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Sample Job Description for the Board Chair

Member of, Elected by and Reports to:

The Board of Trustees

Supports:

CEO

Term of Office:

One year; renewable for three consecutive years with the approval of a majority vote of the board.

General Responsibilities:

The chair is the senior volunteer leader of the organization who presides at all meetings of the Board of Trustees and other meetings as required. The Chair is an ex officio member of all committees of the organization. The Board Chair oversees the implementation of board and organizational policies and ensures that appropriate administrative practices are established and maintained.

Specific Responsibilities:

  1. Works with the CEO, other board officers, and committee chairs to develop the agendas for Board of Trustees meetings and presides at these meetings.
  2. In consultation with other board officers, appoints volunteers to key leadership positions, including positions as chair of board committees and task forces, and cultivates leadership succession.
  3. Recognizes his or her responsibility to set the example for other board members by contributing financially at a level that is meaningful to him/her and by playing a major role in fundraising activities.
  4. Works with the Board of Trustees and paid and volunteer leadership, in accordance with the organization’s bylaws and mission, to establish and maintain systems for:
  • Planning the organization’s human and financial resources and setting priorities for future development.
  • Reviewing operational effectiveness and setting priorities for future development.
  • Ensuring the legal and ethical standard
  • Hiring and evaluating the CEO
  • Developing and maintaining an effective board culture
  • Developing an effective pipeline of future leaders of the board
  • In conjunction with the Governance Committee, manages the development of the Board in order to help it work more effectively and efficiently.
  • Works with the CEO and other board officers to develop both immediate and long-term goals and expectations for the board that support organizational priorities and governance concerns.
  • Communicates effectively with and supports the CEO in his/her job as manager of the organization. In this capacity, focuses on ensuring that the board governs rather than manages.
  • Works with the Committee Chairs and the CEO to keep apprised of committee work and to ensure that committees have the resources needed to do their job. Also, works to ensure effective and efficient communication between the committees and the Board.
  • Creates a safe environment for decision-making by inviting participation, encouraging varying points of view, and stimulating a frank exchange of ideas in an effort to provide shared decision-making.
  • Communicates with the Board effectively so the board information system focuses on decision-making, stimulates participation and supports an appropriate balance of responsibility between board and staff.
  • Links with major stakeholders when it is agreed that the Chair is the most appropriate person to represent the organization at a key meeting, write an editorial for a newspaper or thank a major donor.
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    Qualifications:

    1. Commitment to and energy to support the organization and its values; an understanding of the organization’s mission and goals, and the distinctions between governance and management.
    2. Strong leadership skills to inspire a shared vision for the organization and for the Board's work. Stimulated by a commitment to the mission, the Chair should guide the Board toward articulating and committing to a commonly held perception of the future of the organization.
    3. Strong network of relationships within the greater community to leverage resources for the organization.
    4. Strong shared vision with CEO about school mission and goals for student achievement.
    5. Strong facilitation and communication skills and an understanding of group process.
    6. Objectivity so that dialog is productive and contributions are encouraged from all sides of an issue.
    7. Decisiveness in order to tackle and resolve difficult issues and to keep the business of the Board moving.
    8. An ability and willingness to support, encourage and develop a strong, entrepreneurial CEO.
    9. Strong organizational skills.
     
    Indicators of effectiveness:

    1. Meets annual goals as identified and adopted at the beginning of the leadership term, including specific goals for development.
    2. Is perceived by other board members as being fair, open to all points of views, decisive, and contributing to a culture that focuses on results.
    3. Is perceived by the CEO as supporting and adding value to their work.
    4. Is perceived by a majority of parents and other community members as being accessible, fair, constructive, and representative of the interests of the broader school community.

    Updated

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