Why Board Member Job Descriptions Matter
Most nonprofit boards do not have written job descriptions for their members. They rely on informal conversations, vague expectations, and the assumption that everyone knows what a board member is supposed to do. This is a problem.
Without a clear job description, board members operate with different understandings of their role. One person thinks they are there to advise. Another thinks they should be managing. A third does not know what they think, so they stay quiet and attend meetings out of obligation rather than purpose.
A well-crafted job description solves multiple problems at once. It attracts candidates who understand and accept the commitment. It sets clear expectations from day one. It gives the chair a reference point for performance conversations. And it protects the organisation from the all-too-common scenario where a board member says, "I never agreed to do that."
The Difference Between a Role Description and a Job Description
Before diving into the specifics, let us clear up a common confusion. A role description defines a specific position on the board -- the chair, the treasurer, the secretary. A job description defines what every board member is expected to do, regardless of their specific position.
Your board needs both. This article focuses on the general board member job description -- the baseline expectations that apply to all directors. Role-specific descriptions for officer positions should build on this foundation.
What to Include in a Board Member Job Description
An effective board member job description has eight essential sections. Each one serves a specific purpose in setting expectations and attracting the right candidates.
Section One: About the Organisation
Start with a compelling overview of your organisation. This is your chance to sell the mission and the impact. Include:
- The organisation's mission and vision
- A brief history (one to two paragraphs)
- Key programmes and services
- The communities or populations served
- The organisation's scale (annual budget, staff size, geographic reach)
- Recent achievements or milestones
This section should make candidates want to be part of the work. It is not a dry corporate profile -- it is an invitation to contribute to something meaningful.
Section Two: The Purpose of the Board
Many candidates, especially those without prior board experience, do not fully understand what a nonprofit board does. A brief overview prevents misunderstandings.
Cover:
- The board's role in governance (setting direction, ensuring accountability, protecting the public interest)
- The distinction between governance and management (the board sets strategy; the executive team implements it)
- The board's fiduciary responsibilities (duty of care, duty of loyalty, duty of obedience)
- How the board works with the CEO or executive director
Section Three: Key Responsibilities
This is the core of the job description. List the specific responsibilities of a board member clearly and concretely.
Typical responsibilities include:
Governance and strategy:
- Contributing to the development and oversight of the organisation's strategic plan
- Approving major policies and ensuring they are implemented
- Monitoring the organisation's progress toward its strategic objectives
- Participating in the board's annual self-evaluation process
Financial oversight:
- Reviewing and approving the annual budget
- Monitoring financial performance against budget
- Ensuring adequate financial controls are in place
- Approving the annual financial statements and audit report
Legal and regulatory compliance:
- Ensuring the organisation complies with all applicable laws and regulations
- Maintaining familiarity with the organisation's governing documents
- Declaring any conflicts of interest promptly and managing them appropriately
- Supporting the organisation's compliance processes and reporting requirements
Risk management:
- Identifying and assessing risks to the organisation
- Ensuring appropriate risk mitigation strategies are in place
- Reviewing insurance coverage and major contracts
CEO relationship:
- Participating in the recruitment and appointment of the CEO
- Supporting the CEO while holding them accountable
- Contributing to the CEO's annual performance evaluation
Fundraising and advocacy:
- Supporting the organisation's fundraising efforts (the nature of this support should be specified -- personal giving, soliciting others, attending events, or simply advocating for the mission)
- Serving as an ambassador for the organisation in the community
Meetings and preparation:
- Attending all scheduled board meetings and relevant committee meetings
- Preparing thoroughly by reviewing board packs and other materials in advance
- Participating constructively in discussions and voting on resolutions
Section Four: Time Commitment
Vague language about time commitment is a recipe for disappointment. Be specific:
- Board meetings: How many per year, how long, and whether they are in person, virtual, or hybrid. For example: "The board meets six times per year, on the third Tuesday of every other month, from 6:00 PM to 8:30 PM. Meetings are held in person at the organisation's office, with a virtual attendance option available."
- Committee meetings: How many committees, how often they meet, and whether all board members are expected to serve on at least one committee.
- Preparation time: Estimate the time needed to review meeting materials. For example: "Board packs are distributed one week before each meeting. Members should expect to spend two to three hours reviewing materials in advance."
- Events and site visits: Any expectations around attending fundraising events, community events, or programme sites.
- Ad hoc commitments: Any additional time for strategic planning retreats, working groups, or recruitment activities.
A realistic total might be: "Board members should expect to commit approximately eight to twelve hours per month, including meeting attendance, preparation, and committee work."
Section Five: Skills and Experience Sought
This section should be tailored to your current recruitment needs, based on the gaps identified in your board skills matrix. Include both required and desirable attributes.
Required:
- Commitment to the organisation's mission
- Integrity and good judgment
- Willingness to devote the necessary time and effort
- Ability to work collaboratively in a group setting
Desirable (tailor to your specific needs):
- Experience in [specific field, e.g., financial management, marketing, technology]
- Prior board or governance experience
- Knowledge of the community or sector served
- Fundraising experience or donor connections
- Lived experience relevant to the organisation's mission
Be honest about what you need. If the skills matrix shows a gap in digital expertise, say so explicitly. If you are seeking demographic diversity, state that the board is committed to reflecting the community it serves and encourages applications from underrepresented groups. For more on this topic, see our guide on board diversity best practices.
Section Six: Term of Appointment
Clearly state:
- The length of the term (e.g., three years)
- Whether the term is renewable and, if so, for how many terms
- When the term would begin and end
- Any probationary period for new members
- The process for reappointment or stepping down
Linking to your organisation's term limit policy adds transparency. For guidance on setting term structures, see our article on board member term limits.
Section Seven: What the Organisation Provides
Board service is a two-way relationship. Outline what members receive in return for their time and expertise:
- Orientation and onboarding: A structured introduction to the organisation and its governance
- Board materials: Well-prepared agendas, board packs, and minutes delivered in advance of each meeting
- Development opportunities: Access to governance training, sector events, and professional networks
- Insurance: Directors' and officers' liability insurance (if applicable)
- Expense reimbursement: Policy on reimbursement of travel and other out-of-pocket expenses
- Support from staff: The executive team's role in supporting board operations
This section demonstrates that the organisation values its directors and invests in their effectiveness. It can be a significant differentiator when candidates are choosing between multiple board opportunities.
Section Eight: How to Apply
Make the application process clear and accessible:
- Who to contact with expressions of interest
- What information to provide (CV, letter of interest, or a simple expression of interest form)
- The timeline for the selection process
- What the selection process involves (informal conversation, formal interview, observation of a board meeting)
- Contact information for questions
Avoid overly bureaucratic application processes. A twelve-page application form will deter good candidates. A simple expression of interest followed by a conversation is usually sufficient.
Example Board Member Job Description
Here is a complete example that brings together all eight sections:
Board Member -- [Organisation Name]
About Us
[Organisation Name] is a nonprofit organisation dedicated to [mission statement]. Founded in [year], we provide [brief description of programmes and services] to [communities served] across [geographic area]. With an annual budget of [amount] and a team of [number] staff and [number] volunteers, we [recent achievement or impact statement].
About the Board
Our board of [number] directors is responsible for the governance of [Organisation Name]. The board sets the organisation's strategic direction, ensures financial sustainability, monitors performance, and holds the CEO accountable for delivering our mission. Board members are expected to act in the best interests of the organisation and the communities we serve.
Key Responsibilities
- Attend and participate in board meetings (six per year)
- Serve on at least one board committee
- Review meeting materials and come prepared to engage in discussion
- Contribute to the development and oversight of the strategic plan
- Monitor financial performance and approve the annual budget
- Ensure compliance with legal and regulatory requirements
- Support the CEO through constructive challenge and guidance
- Act as an ambassador for the organisation
- Declare any conflicts of interest and manage them appropriately
- Participate in the annual board self-evaluation
Time Commitment
Approximately eight to twelve hours per month, including:
- Six board meetings per year (2.5 hours each, held on the third Tuesday of alternate months at 6:00 PM)
- Committee meetings (one to two hours per month)
- Preparation time for reading board materials (two to three hours per meeting)
- Annual strategic planning retreat (one full day)
Skills and Experience
We are currently seeking candidates with experience in [specific area based on skills matrix gaps]. We welcome applications from people of all backgrounds and are committed to building a board that reflects the diversity of the community we serve.
All board members should bring:
- Commitment to our mission
- Sound judgment and strategic thinking
- Willingness to commit the time needed to prepare and participate
- Ability to work collaboratively
Term
Board members are appointed for a three-year term, renewable for one additional term (six years maximum). New members begin with a three-month orientation period.
What We Provide
- Comprehensive onboarding programme
- Well-prepared meeting materials and support from the executive team
- Directors' and officers' liability insurance
- Reimbursement of reasonable expenses
- Access to governance training and development opportunities
How to Express Interest
If you are interested in joining our board, please send a brief expression of interest and your CV to [contact email]. We welcome informal conversations before a formal application -- please contact [name and phone number] to learn more.
Tips for Writing an Effective Description
Be Honest About the Commitment
Understating the time requirement is the most common mistake. If board service genuinely requires ten to fifteen hours per month, say so. Candidates who sign up for five hours and discover the reality is fifteen will disengage or resign.
Use Plain Language
Avoid governance jargon. Not everyone knows what "fiduciary duty" or "duty of obedience" means. Explain concepts in plain terms, especially if you are trying to attract candidates from non-traditional backgrounds.
Show the Impact
People volunteer for boards because they want to make a difference. Your description should make it clear how board service connects to real-world impact. Instead of "review quarterly financial reports," try "ensure the organisation's financial health so we can continue delivering [specific programme or service]."
Tailor Each Recruitment Round
Do not use the same generic description every time you have a vacancy. Update the skills and experience section based on your current skills matrix analysis. If you recruited a finance expert last time, this time you might need a marketing professional or a community advocate.
Include What Makes Your Board Different
If your board has adopted innovative practices -- consent agendas, structured strategic discussions, modern governance technology, or a strong commitment to diversity -- mention them. Good candidates want to join well-run boards. Highlighting your use of tools like NFPHub for agenda management, secure board packs, and action tracking signals that your governance is modern and efficient.
Common Mistakes to Avoid
The Wish List Problem
Listing twenty required qualifications will deter good candidates who do not tick every box. Distinguish clearly between required attributes (commitment, integrity, availability) and desirable skills (specific professional expertise). Research consistently shows that women and underrepresented groups are more likely to self-select out when they do not meet every listed criterion.
The Formality Trap
An overly formal, legalistic job description reads like a contract, not an invitation. While you need to cover the legal responsibilities, the overall tone should be welcoming and engaging. You are inviting someone to contribute to important work, not sentencing them to a governance prison.
Ignoring the Candidate's Perspective
Many board descriptions are written entirely from the organisation's perspective -- what it needs, what it expects, what it requires. Flip the lens. What will the candidate gain? What will they learn? Who will they work alongside? What impact will they see? A two-way description attracts better candidates.
Forgetting Accessibility
If you are serious about board diversity, make sure your job description is accessible. Use clear formatting, provide alternative formats on request, and distribute it through channels that reach diverse communities, not just the usual networks.
Using the Job Description Beyond Recruitment
A well-written board member job description is useful long after the recruitment process:
Onboarding. It serves as a reference point during orientation, reminding new members what they signed up for.
Performance conversations. If a member is not meeting expectations, the job description provides an objective basis for discussion. "The role description specifies attending at least five of six board meetings -- you have attended two" is more constructive than "we feel like you are not committed."
Board evaluations. The description establishes the criteria against which individual and collective performance can be assessed.
Retention. When members feel unclear about their role, they disengage. The job description is a tool for re-engagement -- a reminder of why they joined and what their contribution means. For more on keeping board members active, see our guide on how to engage and retain board members.
Succession planning. When a member's term is ending, the job description helps the nominations committee identify what skills the departing member brought and what the replacement should bring. Our guide on board succession planning explores this process in detail.
Adapting for Different Roles
While this article focuses on the general board member description, you should also create role-specific descriptions for officer positions:
Chair: Include responsibilities for leading meetings, setting the agenda, managing the board's relationship with the CEO, and chairing the governance or nominations committee.
Treasurer: Include responsibilities for financial oversight, presenting financial reports, liaising with auditors, and chairing the finance committee.
Secretary: Include responsibilities for governance administration, maintaining records, ensuring regulatory compliance, and overseeing meeting minutes.
Committee chairs: Include responsibilities for leading the committee, reporting to the board, and managing the committee's workplan.
Each of these descriptions should build on the general board member description, adding the specific duties of the role rather than replacing the baseline expectations.
Conclusion
A board member job description is one of the simplest yet most impactful governance tools available to a nonprofit. It costs nothing to create, takes only a few hours to write well, and pays dividends in recruitment quality, member engagement, and governance clarity.
If your board does not have one, write one. If you have one but it has not been updated in years, update it. Use the template and guidance in this article as a starting point, then tailor it to your organisation's specific needs, culture, and context.
Clear expectations are the foundation of effective board service. Everything else -- recruitment, onboarding, engagement, performance -- builds on that foundation.