Overview

Through consistent oversight and evaluation, the governing body of the Sunrise Educational Society (SES) Board stewards and safeguards the long-term sustainability and strength of the school. The Board focuses on sound governance, financial health, legal compliance, and strategic priorities, while supporting executive decision-making. It ensures that school policies remain aligned with the Society’s Mission, Philosophy, and Values.  Board Directors are responsible for acting in the best long-term interests of the organization and the community and will bring to their deliberations a broad knowledge, a long-range view and openness to learning. Board members act as ambassadors of the Society in the wider community.

 

• Prepare for Board meetings by reading all materials ahead of time and engaging with learning opportunities and/or committee work as appropriate, submitting minutes and reports

• Use and refer to the Communication Policy and be a strong communicator through listening to others’ views, articulate your own, identify alternatives, and be open to compromise

• Upholding the duty of solidarity, such as supporting governance decisions once made

• Participate in the development of a strategic plan to help guide future decisions

• Abide by the by-laws, Principles of Good Practice and other policies that apply to the Board

• Participate in the approval of the annual budget and monitor the financial performance of the Society

• Help establish, review and monitor bylaws and governance, financial and legal policies

• Identify prospective Board members and help recruit and mentor them as needed

• Participate in the evaluation of the Board

• Attend and participate in the Annual General Meeting

• Keep informed about community issues relevant to the work of the Society

• When needed, participate in the hiring, termination, or performance review of the Head of School

• Prepare recommendations for board consideration, including changes to policies and by-laws

• Ensure the Privacy Information Protection Act is followed

 

Term of Office

Two-year term, renewable in accordance with the bylaws

Time Commitment

Depending on the role, approximately 5-10 hours a month; hours may increase from time to time.

 

Accountability
All Directors are voting members of the Board and are appointed or terminated in accordance with the Bylaws. Directors are collectively accountable to the Board of Directors for fulfilling the duties and responsibilities set out in the Bylaws, the Society’s policies and procedures, applicable Board job descriptions, and the SES Board Principles of Good Practice and Confidentiality Agreement. Directors participate annually in a board evaluation process. Directors may be removed from the Board, by special resolution and in accordance with the Bylaws, for not performing their duties or for not being in good standing over a consecutive three-month period.

 

Authority
Directors have no independent authority to direct the Board, the affairs of the Society, or the work of the Head of School, except as formally delegated by the Board. Like all Board members, Directors are entitled to make motions and vote on matters before the Society. Directors may not direct staff or enter into contracts, agreements, or commitments on behalf of the Society without the knowledge and approval of the Board and/or the Executive Committee, in accordance with the Bylaws and established policies.

 

Committee Membership

Ideally, Directors will be a member of minimum, 1 Board committee and maximum of 2, unless an exception has been approved by the Board.

 

Qualifications

Every Director is committed to the Society’s Mission Statement, Philosophy Statement, strategic direction, and the long-term health of the school. Directors demonstrate an understanding of, experience with, or commitment to learning and practicing good Board governance. They value the work of the faculty, staff, and administration, and have a proven record of positive, constructive engagement in the school and/or broader community.

In addition, Directors are expected to have:

• Knowledge of the community and the education and child care sector in which the Society operates

• Awareness of, or willingness to learn, the Society’s bylaws, policies, and governance practices

• Understanding of non-profit board meeting procedures, or willingness to develop this capacity

• Basic awareness of legal, political, and risk management considerations, or commitment to gain such awareness

• Strong communication and interpersonal skills, including facilitation, listening, and collaboration

• Professionalism and openness to learning

• Ability to maintain confidentiality and understand related privacy expectations

• Sufficient availability to prepare for and attend meetings and undertake Board duties

• Comfort with digital tools and document management systems, or willingness to learn

• No conflict of interest that would impede service, in accordance with Bylaws and policies

• Residence in, or close connection to, the community (typically within reasonable proximity to Duncan/within the Cowichan Valley)

Additional assets may include (but are not required):

• Experience in financial management, accounting, or reporting

• Experience in legal, political, or risk management environments

• Familiarity with independent schools, Waldorf schools, and/or Waldorf education

• Relevant professional designations or lived experience that strengthens Board capacity

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PRESIDENT

The President is responsible for providing leadership to the Board of Directors and overseeing the school’s strategic plan in collaboration with the Head of School (HOS). In addition, the President oversees the HOS’s hiring, compensation, evaluation, professional development, privacy, grievances and termination/layoff processes, in collaboration with the Vice President or an ad-hoc Board HR Committee.

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Primary Responsibilities  

• Prepare the Board’s meeting agenda in collaboration with Head of School

• Timely distribution of agenda/meeting package for the Board and annual general meetings

• Chair all Board meetings in accordance with the Society’s bylaws

• Support and coach members of the Board as needed

• Ensure there is a process to annually evaluate the effectiveness of the board

• Serve as spokesperson, together with the Head of School, for the Society

• Ensure timely communication with members of the board

• Prepare for and chair the Annual General Meeting (AGM)

• Monitor financial planning and financial reports

• Ensure a strategic plan and a risk management plan are in place, and that the school is on track with goals and objectives

• Represent the Society at community meetings and events

• Prepare Board annual calendar in collaboration with the Head of School​

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HR Responsibilities: for Head of School

• Lead a sound search and hiring process for the Head of School (HOS), including probationary review, annual evaluation, and strategic succession planning.

• Serve as coach, confidante, strategist, ally, and supporter to the HOS, maintaining regular communication and facilitating quarterly HR check-ins with the Vice President or ad hoc HR Committee representative(s).

• Collaborate proactively and constructively with the HOS to address issues as they arise and maintain healthy relationships with the School’s leadership team, including potential successors.

• Communicate high-level Board feedback to the HOS and ensure leadership processes are well documented, in alignment with SES policies (e.g., Principal Evaluation Policy).

 

Committee Membership

Ex-officio Status on all Board Committees

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VICE PRESIDENT

The Vice President is responsible for supporting the effective functioning of the Board in its role of governing the Society. The Vice President often serves on the HR Committee. The Vice President and Board President, in consultation with one another, decide on how best to share and divide their responsibilities in respect to the following:

 

Primary Responsibilities ​

In the absence of the President:

• Chair board and society meetings

• Review agenda for monthly board meetings in consultation with the Head of School

• Step into other priority responsibilities during extended absences of the President as needed

• Ensure the annual board calendar is circulated by August of each year

 

In consultation with the President:

• Encourage board participation in strategic planning and organizational fundraising events

• Monitor board dynamics and support, guide and coach fellow board members inside and outside of board meetings

• Ensure an annual board evaluation is completed

• Participate in board succession planning (recruitment, nominations and orientation)

• Serve as signatory for certain organizational documents

• Serve as a spokesperson for the Association

• Serve in appeals processes

• Support strategic planning and well documented succession planning

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TREASURER

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The Treasurer provides guidance to the SES Board of Directors and assists the Head of School (HOS) making financial decisions and overseeing Society finances. The Treasurer is a member of and supports the work of the Finance Committee, which is responsible for overseeing the long-term fiscal health of the Society, Sunrise Waldorf School, and Sun Child Preschool. They support and implement strategic fiscal goals across program areas and ensure the accurate and up-to-date management of all financial records. The Committee ensures that government tax filings and remittances are submitted on time, that payroll and other liabilities are settled promptly, and that tuition rates are reviewed and collaboratively updated, including support for the tuition assistance program. It monitors PSOC requirements, verifies that donation policies are established, updated as needed, and adhered to, and seeks Board approval for all proposed variances, online items, and projects. The Finance Committee also works collaboratively with the school accountant on the Annual Financial Audit.

 

Primary Responsibilities

• Assist in developing and evaluating financial management policies

• Assist in the preparation of Sunrise Waldorf School’s annual budget and its presentation to the board in a timely manner

• Provide regular financial updates at board meetings, quarterly at a minimum

• Present the organization’s financial report at the Annual General Meeting

• Monitor the Ministry of Education and Child Care Per Student Operating Costs (PSOC), tuition rates, and the tuition assistance budget setting  

• Serve as a co-signer on banking  

• Ensure that excess funds and reserves are properly held and invested

• Recommend review or renewal of the auditing services provided

• Annually review Directors' and Officers’ insurance

• Manage financial liability

• Keep the Board informed of relevant financial events, trends, and issues

• Ensure that document retention timelines are maintained and oversee corresponding destruction of records

 

 

SECRETARY

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The Secretary is responsible for keeping records of the Society and its meetings, ensuring decisions and action items are documented, stored and communicated appropriately, and that confidential documents and deliberations remain confidential. They ensure the school’s main office maintain an up-to-date list of members of the Society.

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Primary Responsibilities:

• Accurate recording and distribution of the minutes of Board of Directors meetings. The minutes should reflect the format and level of detail that captures due care and diligence

• Maintenance of a full contact list of Board members including Board member appointment dates and terms served

• Make sure that the Director of Finance has the names, birthdates, and addresses of all board members, and update annually.

• Oversight of the Society’s incorporation status and annual filings of required reports and information with BC Societies Registry, with assistance from school staff

• In the event that the Secretary is unable to attend a meeting where minutes or notes are to be taken, it is the secretary’s responsibility to find an alternate minute taker

• Maintain document retention timelines and oversee corresponding destruction of records

• Meeting preparation and support:

  • Book the location of the Board of Directors and Society membership meetings, and organize the setting up of special equipment and digital requirements

• Accurate recording, storage and distribution of all meeting minutes and attendance Minutes should:

  • Document decisions made and motions passed

  • Summarize discussions that takes place before a decision is made to show that the board is doing the work of considering each motion thoroughly

  • Clearly communicate and track action items so that the board can easily refer to them