Review the operating and financial reports and activities of the congregation.
Understand the budget plan and monitor its implementation.
Supervise and control congregational funds, records, and property.
Insure the financial stability of the congregation.
Oversee both short-term fund-raising and long-term development programs to meet
programmatic and capital needs.
Your board’s priorities and therefore your meeting times should be balanced among the five areas referred to above. You might consider apportioning these areas (the two pie charts below provide a useful visual) according to the importance that each area should have for your board and how you perceive the functions are actually being practiced. This is a useful way to reset priorities for your board’s functions and time allocations.
Most of the work of the congregation is done through its committees, which in turn recommend policies and programs to the board. It is expected that in addition to serving on the board itself, you will chair or serve as a liaison to one or more committees. At the back of this guide is a list of com- mittees frequently found in congregations and a brief explanation of the typical responsibilities of each committee. Committees may be logically grouped or combined in order to keep their number manageable. This list is only a sample. Each congregation has its own list, which will change from time to time as the needs and priorities of the congregation shift. In order to control the number of committees, ad hoc committees, temporary committees, or task forces may prove useful.
Complete the pie chart on the left, marking each segment with the amount of time you estimate that your board spends on that area. Ideally, your meetings should be divided more or less equally among the five areas (as the pie chart on the right indicates). Consider ways that you as a board member can reset your board’s priorities.
SERVICE AS A JEWISH LEADERSHIP MODEL