Digging Deeper — Exploring Appropriate Roles for Our Board Chair

In governance workshops participants quickly learn that the most frequent answer to questions is, “It depends. The right governance answer is very sensitive to specific contexts. Below we suggest possible answers but take them with a grain of salt – take your board context, country culture, the skill and maturity of the board, and its size and composition into account as you think through your answers. We insert explanatory comments when they seem needed.

1. Representative role as figurehead of the organisation. Active as spokesperson on behalf of the organisation when necessary. This includes attending functions, meetings, etc.	POSSIBLY YES — This is a board decision – some boards think this is a great idea, others designate the Exec. Dir. Or another board member because of skill, experience, or credibility
2. Provides leadership to the board in supporting the goals of the organisation.	CERTAINLY YES
3. Guides the board in fulfilling its stated roles.	CERTAINLY YES
4. Chairs board meetings effectively, assuring adequate discussion of all issues, but keeping the meeting moving.	CERTAINLY YES
5. Utilizes the board’s time effectively.	CERTAINLY YES
6. Represents the board in supervising the executive director; will not act on own without board approval or delegated authority.	CERTAINLY YES — “Supervise” is too strong of word here – Possibly “coordinate” with the Exec. Dir. On behalf of the board
7. Develops selected board members to assure future leadership roles on the board.	POSSIBLY YES — Board decision – could be delegated to a committee if need be
8. Is a role model for other volunteers as demonstrated by the way he or she represents the organisation.	CERTAINLY YES
9. Makes sure the board adheres to its bylaws and constitution.	CERTAINLY YES/POSSIBLY YES – Role of every board member
10. Prepares the board’s meeting agenda with input from board members and the executive director.	CERTAINLY YES
11. Encourages board members to participate in meetings and activities.	CERTAINLY YES
12. Keeps the board’s activities focused on the organisation’s mission.	CERTAINLY YES
13. Evaluates the effectiveness of the board’s decision-making process.	POSSIBLY NO/CLEARLY NO — Board decision – Generally board collectively would do this
14. Helps orient board members and committees.	POSSIBLY YES/POSSIBLY NO
15. Makes sure there is a process to evaluate the effectiveness of board members.	POSSIBLY YES/POSSIBLY NO – Board decision
16. Recognises board members’ contributions to the board’s work.	CERTAINLY YES
17. Acts as one of the signing officers for checks and other documents, such as contracts and grant applications.	CERTAINLY NO — Very seldom – done by management except in special circumstances – legal reasons, young, untested exec. dir., etc.
18. Plays a leading role in fundraising activities.	POSSIBLY YES/POSSIBLY NO — Depends – Board decision — could be any one of several board members or all of them
19. Promotes the organisation’s purpose in the community.	CERTAINLY YES
20. Prepares a report for the Annual General Meeting.	POSSIBLY YES/POSSIBLY NO — Depends – Often a combination of Exec. director and Bd. Chair – NOTE: Many ministries do not have Annual General Assemblies
21. Ensures appropriate supervision of staff.	CERTAINLY NO — Generally the role of the exec. dir. – board, as a whole, holds him/her accountable for this role
22. Assists with managing the organisation.	CERTAINLY NO
23. Ensures the effective operation of the board.	CERTAINLY YES/POSSIBLY YES — Generally the role of the Board Chair BUT sometimes with new and/or small boards, the board does this collectively
24. Coordinates board responsibilities, work, and activities with the chief executive.	CERTAINLY YES
25. Is responsible for guiding the setting of policy.	CERTAINLY NO — Board as a whole does this
26. Is a partner with the executive director in achieving the organisation’s mission.	CERTAINLY YES
27. Encourages board role in strategic planning.	CERTAINLY YES
28. In consultation with the executive director, appoints chairpersons of committees.	POSSIBLY YES/POSSIBLY NO — In some cases yes, most often would consult with several others seasoned board members and often the exec. dir. If mature in the job
29. Discusses issues confronting the organisation with the executive director.	CERTAINLY YES — On behalf of the board
30. Helps guide and mediate board actions with respect to organisational priorities and governance concerns.	CERTAINLY YES
31. Monitors financial planning and financial reports.	Almost always the entire board
32. Evaluates annually the performance of the organisation in achieving its mission.	CERTAINLY NO — Entire board
33. Performs other responsibilities as assigned by the board.	CERTAINLY YES