ROLE DESCRIPTION TEMPLATE Clear role descriptions prevent conflict and set people up for success. Use this template for every leadership position and major role in your chapter. --- ROLE TITLE: [e.g., "Chapter Coordinator", "Finance Lead", "Project Manager"] REPORTING TO: [Who does this person answer to? E.g., "Full membership", "Board", "Coordinator"] --- PURPOSE Why does this role exist? What problem does it solve? What's the core contribution? EXAMPLE: "The Finance Lead ensures our chapter's money is managed responsibly and transparently. This role gives members confidence that funds are used as intended, tracks our financial health, and makes sure we can pay for things we need to do the work." NOT: "To do finance stuff" (too vague) --- KEY RESPONSIBILITIES What are the main things this person does? List 5-8 key areas. EXAMPLE (Finance Lead): 1. Monthly budget tracking: Track all spending against budget, flag overages 2. Prepare financial reports: Monthly report to membership (income, expenses, balance) 3. Manage accounts: Online banking, paying bills, tracking income 4. Tax prep: Gather documents for [fiscal sponsor/accountant], file 990 if needed 5. Audit preparation: Document financial processes for annual audit 6. Fundraising support: Report on grant funding status, revenue tracking 7. Budget planning: Work with leadership to develop annual budget each [season] 8. Committee support: Answer finance questions, help other committees understand budget --- DECISION-MAKING AUTHORITY This is critical. What can this person decide alone? What needs approval? Solo Decisions (Person can decide without approval): - Routine expenses under $[X] - Paying approved invoices on time - Day-to-day financial management - Responding to finance questions from members Decisions Needing Leadership Approval: - Any new expense category not in budget - Any single expense over $[X] - Creating new accounts or financial tools - Hiring financial consultant - Major changes to financial processes Decisions Needing Full Membership Vote: - Annual budget - Removing funds from reserve - Major policy changes (e.g., moving fiscal sponsor) - Salary levels or major spending changes EXAMPLE: "Finance Lead can approve any bill that was in the approved budget without asking. But if a bill comes in that's 50% higher than expected, or for something not in the budget, they need to check with the Coordinator. If it's something that affects overall strategy (like moving to a new fiscal sponsor), it goes to the full membership." --- SKILLS & EXPERIENCE What background helps someone succeed in this role? Essential Skills: - [Specific technical skills or knowledge] - [Experience managing groups/projects/etc.] - [Communication styles that work] EXAMPLE (Finance Lead): - Experience with budgets, spreadsheets, or accounting - Comfort with numbers and financial concepts - Ability to explain finances in plain language - Organized, detail-oriented - Trustworthy with money Nice-to-Have Skills: - Nonprofit finance experience - Accounting background - Spreadsheet wizardry Note: "Essential" doesn't mean perfect. Someone with 3/5 essential skills + willingness to learn is fine. --- TIME COMMITMENT Be realistic. This prevents burnout. Time Per Week: [X] hours Time Per Month: [X] hours Busier Times: [When demands increase and how much] EXAMPLE: "3-4 hours per week in normal months. 6-8 hours in the month we do budget planning. Some months might spike if we're doing grant reporting." BREAKDOWN: - Monthly reporting: 2 hours - Bill paying/banking: 1.5 hours - Responding to questions: 0.5 hours - Meetings: 1 hour per month - Special projects (grants, budget): varies --- SUPPORT & RESOURCES What does this person get to help them succeed? Budget/Resources: - Access to [software, tools, accounts] - Budget for [training, materials, professional help] - [Number of hours] of paid time per month OR stipend of $[amount] Support From Organization: - Regular check-ins with [supervisor] - Backup person for [specific tasks] - Training or onboarding in [area] - Administrative support from [person] Where to Get Help: - Finance questions: [Person, resource, workshop] - Technical support: [Person, resource] - Conflict: [Mediator/supervisor] - Burnout: "Talk to [Coordinator], we can redistribute work" EXAMPLE: "Finance Lead has access to our QuickBooks account, our bank accounts, and our grant management platform. The organization will pay for a 4-hour bookkeeping training if they want it. The Coordinator checks in monthly. If something is unclear, the Treasurer from [Sister Chapter] is available to consult." --- TERM LENGTH & SUCCESSION PLANNING How long does someone serve? Then what? Term Length: [X years or "ongoing"] Renewal Process: [How is continuation decided?] EXAMPLE: "Annual election. Can serve up to 2 consecutive terms, then must step down for 1 year." Transition Timeline: - [6 months before end] Start recruiting successor - [3 months before end] Successor shadows current person - [1 month before end] Successor takes lead; current person assists - [After transition] Schedule feedback session with outgoing person Succession Plan: - If person steps down mid-term: [How is replacement found and trained?] - Backup person who can cover in emergency: [Name/process] EXAMPLE: "Coordinator serves 1-year term, elected annually. Can serve 3 consecutive terms. Three months before election, current Coordinator starts training the new one. If Coordinator needs to step down mid-term, we'll promote from Vice-Coordinator role if possible, or hold special election." --- EVALUATION & ACCOUNTABILITY How do you know if someone is doing well? How do you give feedback? Success Metrics: - Accurate monthly reports delivered on time - [X]% budget accuracy (actual spending within X% of plan) - Members report understanding chapter finances - [Other metrics] Evaluation Process: - [Frequency, e.g., "quarterly"] check-in with supervisor - Annual review with [supervisor/committee] - Feedback from [peers, full membership, supervisor] How to Address Problems: - Initial conversation: "I notice [specific issue]. Help me understand what's happening" - Support: Offer training, reduce workload, pair with co-lead - Clear expectations: "Here's what needs to improve by [date]" - If not improving: "We may need to transition you out of this role" EXAMPLE: "Coordinator is evaluated quarterly by the Board. Members can give feedback anytime. Annual review includes feedback from at least 3 people the Coordinator works with. If there are performance issues, the Board meets with Coordinator to understand what support is needed." --- CONFLICTS OF INTEREST & BOUNDARIES What situations might create problems? Be explicit. Conflicts of Interest: - Cannot vote on spending decisions that benefit them or their family - Cannot hire family members - [Other specific boundaries] EXAMPLE: "Finance Lead cannot approve payments to their own business. Cannot make purchasing decisions for the nonprofit if they're also a vendor. If there's any question about whether something is a conflict, they must disclose it to the Coordinator." Boundaries: - Role is [time-bounded]. Outside those hours, they're not 'on call' - Decisions made are [final/subject to review] by [group] - This role does NOT include [common assumptions to clarify] EXAMPLE: "Coordinator role is 4 hours per week on the schedule I set. Members shouldn't expect me to respond to texts at 10pm. Major decisions (like strategy shifts) go through the Board, not Coordinator alone." --- TRAINING & ONBOARDING How does someone learn this job? Initial Training: - [Date] Training session with previous person - [Duration] shadowing period - [Resource] written guide they can reference - [Support person] available for questions Ongoing Learning: - [Workshops/trainings available] - [Books/resources recommended] - [Mentorship available from experienced people] - [Budget for professional development] First 30 Days: - Day 1: Meet with supervisor, understand systems - Week 1: [Task 1], [Task 2], [Task 3] - Week 2: [Task 4], take the lead on [routine work] - Week 3-4: Full responsibility with check-ins - Day 30: Feedback conversation EXAMPLE: "New Coordinator gets 4 hours of training from previous coordinator. Shadows meetings for 2 weeks. Treasurer co-leads first budget meeting. Emergency hotline to previous coordinator for first month. Chapter covers cost of any trainings they want." --- COMMUNICATION & REPORTING Who needs to know what? How often? Regular Reports: - [Frequency] report to [group] about [what] - Format: [written/verbal/presentation] Example: - Monthly: Finance report to full membership (email + at meeting) - Quarterly: Detailed budget analysis to Board (written + meeting) - Annually: Financial summary for annual report Escalation: - If [situation], person contacts [supervisor] immediately - If [situation], person brings to full membership - If [situation], person consults with [external resource] Communication Preferences: - Check-ins: [How often? In person/video/email?] - Major decisions: Discuss with [person] before announcing - Feedback: [How to give it? Constructive + specific] EXAMPLE: "Finance Lead sends a brief monthly report (actual spending vs. budget) to all members. If spending is more than 10% off budget, they alert the Coordinator immediately. Annual financial review goes to full membership." --- ENDING THE ROLE What happens when someone leaves? Transition Timeline: - [Notice required]: "Give 2 weeks notice if possible, or as soon as you know" - [Transition period]: 2-4 weeks overlap with successor - [Handoff]: Written documentation of all accounts, passwords, contacts, processes Documentation: - All accounts, passwords, logins [stored securely] - Process documentation [written down] - Contact list [for vendors, partners, etc.] - [Other key info needed by successor] Exit Process: - Exit interview: [Who does this? What questions?] - Feedback survey: [How do people evaluate performance?] - Appreciation: [How is leaving person recognized?] - No-rehire agreement: [If applicable, what conduct would make someone unhirable?] EXAMPLE: "Person steps down as Coordinator. They overlap with new coordinator for 2 weeks. Exit interview with Board: what went well, what was hard, what advice for next person. They document all passwords, vendor contacts, and the step-by-step process for monthly reports. We do a thank-you dinner." --- SPECIAL CONSIDERATIONS Anything else specific to this role? Accessibility: - This role is compatible with [disabilities/life situations]. Accommodations: [specific things that help] - This role is NOT a good fit if you [specific incompatibilities] Cultural Competence: - Role involves [sensitive topics]. Person should be trained on [topic] - Community we serve is [demographics]. Person should understand [context] Trauma Awareness: - This role may involve [potentially triggering situations] - Support available: [counseling, debriefing, co-leadership] --- SAMPLE ROLES FILLED OUT EXAMPLE 1: PROJECT MANAGER Title: Community Solar Project Manager Reports to: Projects Committee Purpose: Oversee all aspects of the solar installation project from design through operation Time: 10 hours/week (20+ during construction phase) Authority: - Solo: Coordinate contractors, approve expenses under $2K, schedule meetings - Committee approval: Expenses $2-10K, major timeline changes - Membership vote: Expenses over $10K, project scope changes Skills: Project management experience, ability to coordinate multiple people, detail-oriented Term: Project-based (2 years estimated); elections annually Evaluation: On-time/on-budget delivery; team satisfaction; community feedback Key Boundaries: Not responsible for fundraising; not responsible for technical design decisions (engineer decides) --- EXAMPLE 2: COMMUNICATIONS LEAD Title: Communications Lead Reports to: Full Membership Purpose: Ensure members and public hear about chapter work through consistent, compelling communication Time: 4-6 hours/week Authority: - Solo: Post to social media, send newsletters, design graphics, create event invitations - Leadership approval: Major messaging changes, new platforms, hiring outside help - Membership vote: Brand changes, major communications strategy shifts Skills: Writing or graphic design skills, social media savvy, some design ability, organized Support: Design templates provided; can hire designer for major graphics; training available Boundaries: Not responsible for fundraising communications; not responsible for content approval (Coordinator approves tone/message) --- EXAMPLE 3: MEETING FACILITATOR Title: Meeting Facilitator Reports to: Membership Purpose: Keep meetings productive and inclusive; ensure everyone's heard Time: 2 hours/week (1 hour meeting + 1 hour prep) Authority: - Solo: Manage meeting flow, invite input, set ground rules - Report to group: If someone violates ground rules repeatedly - Coordinator intervention: If conflict gets heated Skills: Comfort with public speaking, listening skills, fairness, ability to stay neutral Training: 4-hour facilitation workshop required before starting Rotation: Different person each month so skills are distributed --- EXAMPLE 4: VOLUNTEER COORDINATOR Title: Volunteer Coordinator Reports to: Coordinator & Membership Purpose: Recruit, train, support, and recognize volunteers Time: 5-8 hours/week Authority: - Solo: Assign volunteers to projects/tasks, provide training, recognize contributions - Coordinator approval: Removing someone from volunteer role, major recruitment campaigns - Committee approval: Volunteer policies, formal processes Skills: People skills, organizational ability, comfortable with recruitment and difficult conversations Support: Templates for job descriptions, volunteer agreements; access to volunteer management software; co-coordinator available Evaluation: Number of active volunteers, volunteer retention, feedback from volunteers and project leads --- TIPS FOR USING THIS TEMPLATE 1. Fill it out collaboratively - Current person in role - Supervisor - 1-2 other members - Get input about what's realistic vs. aspirational 2. Be specific - "Good communication" is vague - "Sends written monthly report by 3rd of month" is clear 3. Update it - At least annually - When role changes significantly - When person transitions 4. Share it - Every member should know what each role does - Candidates for roles should see the full description - It's public information, not secret 5. Use it for accountability - Check back: "Is person doing what the description says?" - Adjust: "This is taking way more time than we estimated" - Celebrate: "You crushed the success metrics" --- FINAL CHECKLIST Before rolling out a role description: ☐ Purpose is clear and compelling ☐ Responsibilities are specific and complete ☐ Authority levels are explicit (solo/approval/vote) ☐ Time commitment is realistic ☐ Support/resources are adequate ☐ Term and succession are planned ☐ Success metrics are measurable ☐ Both current person and supervisor approve ☐ Shared with full membership ☐ Accessible to people with different abilities ☐ No one essential person (succession planned) ☐ Updated annually or when role changes Clear role descriptions = less conflict, stronger teams, better retention.