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Revised (Nov 20 2008)
The board chair
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Characteristics of a good chair
- recognizes the similarities and differences in group
- emphasizes interests and concerns
- acknowledges and values the different roles that people play in group situations
- works towards building trust, respect, empathy and effective communication between trustees
- uses formal rules of procedure appropriately
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The role of the board chair is critical both in ensuring effective process and in setting the tone of the board.
Trustees elect the board chair. The chair presides over the board’s deliberations, enforces appropriate procedures and parliamentary processes and acts as the spokesperson for the board. The board chair is an equal, with no more power or authority than any other trustee. However, the chair does have an additional function and responsibility to speak for and represent the positions and decisions of the board. The scope
of the role as a spokesperson for the board varies from district to district. Check your board’s policy.
The chair may also be responsible for the appointment of trustees to committees. The committee structure and process of appointment varies from board to board. Senior staff support these committees by providing information, advice and, at times, draft the committee reports with recommendations for board consideration. The board chair also acts as a conduit for trustees wanting to raise issues for the board’s consideration. The agenda for board meetings is generally set by the chair and senior administrators (usually the superintendent and/or the secretary treasurer). While this is usually governed by established practice and routine agenda formats and reports, the chair ensures the board agenda reflects content requiring attention, opportunities for input from individual trustees and trustee “notice of motion.”
The board chair also represents the board at events, hearings and meetings with representatives from other governing bodies and organizations. Here again, the chair’s role is limited to speaking only for what the board has already decided, to receive input and to bring matters back to the board for consideration.
When boards experience fractious debate, it becomes increasingly important for the chair to adhere to accepted codes of conduct and maintain a respectful climate. The chair must act as a parliamentarian and maintain decorum.
Instances of privileged access to information, conflict of interest or violation of the board’s procedural bylaw require an intervention by the chair.
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Conflict of interest
