omponent #1 of the JAG Model requires the establishment of a state oversight board with members who are the key leaders in business, education, labor, and community organizations and are willing to accept personal responsibility for the success of the program. The oversight board should hold the staff accountable for the performance outcomes of the program.

RESPONSIBILITIES:

A not-for-profit director is a public fiduciary - a person responsible for an important activity carried out for the benefit of society at large. Areas of responsibility include:

1. Determine the organization's mission and set policies for its operation to establish its general course from year to year.
2. Establish fiscal policies and boundaries, including budgets and financial controls.
3. Provide adequate resources for the activities of the organization through direct financial contributions and a commitment to fund raising.
4. Select, evaluate and, if necessary, terminate the appointment of the chief executive.
5. Develop and maintain a communication link to the community.
6. Ensure that the provisions of the organization's charter and by-laws are being enforced.

Successfully managing an important public charity such as a JAG Model Program is a job and requires serious commitment. A state board director must be involved and interested. It is expected that each director will make significant contributions to the organization in various forms of time, energy, enthusiasm, monetary donations and money raising.

ROLE:

To carry out its responsibilities, each board director is expected to carry out the following roles:

1. Advocacy: Directors should be active advocates of the JAG Model Program. This requires believing in and communicating the goals and objectives as set by the Board each year, even if you did not vote for them.
2. Meetings: A director is expected to attend and participate in Board meetings. It is expected that a director will make every effort to arrange his/her schedule to attend all scheduled Board meetings.
3. Committees: A director should serve actively on at least one committee and, when asked, assume leadership roles. Committee members should attend all committee meetings and work to accomplish assigned tasks.
4. Community relations: A director should continually strive to maintain and improve the relations of the JAG Model Program with the Legislature, business community, foundations, schools and other non-profits serving the interests of youth in the state.
5. Institutional knowledge: A director should make a concerted effort to learn about the mission and operation of the JAG Model Program so that he/she can speak knowledgeably to the public (including an understanding of the underlying philosophy and future plans). Annual and direct interaction with JAG students is encouraged either by visiting a site, attending an Installation and Initiation ceremony, chaperoning a trip or attending a statewide event.
6. Resource development: A director is expected to give his or her personal and professional experience and expertise to the organization and to make his/her personal resources and contacts available, as appropriate, to the JAG Model Program. In addition, a director is expected to participate in the organization's development efforts and attend special events.