Board of Directors: Position Description

The mission of PRPD is to be public media's principal advocate for content on radio and all other platforms. PRPD exists to support the role programers play in providing the highest level of service to their audience. It leads, trains and provides resources to program directors, content managers, programming decision makers, creators and producers.

PRPD accomplishes this mission by: defining and advocating for the principles of quality programming; training programming decision makers in basic and advanced programming skills, and building stronger connections among the various facets of the public media community. 

Roles and Responsibilities

The Board will support the work of PRPD and provide mission-based leadership and strategic governance. While day-to-day operations are led by PRPD’s chief executive officer (CEO), the Board-CEO relationship is a partnership, and the appropriate involvement of the Board is both critical and expected.

Expectations of the Board as a Whole

Leadership, governance and oversight:

  • Serve as a trusted advisor to the CEO as s/he develops and implements PRPD’s strategic plan 
  • Review outcomes and metrics created by PRPD for evaluating its impact, and regularly measure its performance and effectiveness using those metrics
  • Approve PRPD’s annual budget, audit reports, and material business decisions; being informed of, and meeting all, legal and fiduciary responsibilities 
  • Contribute to an annual performance evaluation of the CEO 
  • Assist the CEO and Nominating & Governance Committee in identifying and recruiting other Board Members 
  • Partner with the CEO and other board members to ensure that board resolutions are carried out 

Expectations of Individual Board Members

Each individual board member is expected to:

  • Know the organization’s mission, policies, programs, and needs
  • Faithfully read and understand the organization’s financial statements
  • Serve as active advocates and ambassadors for the organization and fully engage in identifying and securing the financial resources and partnerships necessary for PRPD to advance its mission
  • Enhance PRPD’s public image
  • Leverage connections, networks, and resources to develop collective action to fully achieve PRPD’s mission
  • Prepare for, attend, and conscientiously participate in board meetings
  • Participate fully in one or more committees

Further, board members are expected to:

  • Follow the organization’s bylaws, policies, and board resolutions
  • Sign an annual conflict-of-interest disclosure and update it during the year if necessary, as well as disclose potential conflicts before meetings and actual conflicts during meetings
  • Maintain confidentiality about all internal matters of PRPD

Board Terms/Participation

Members of the board are elected to a four-year term.  Directors may serve for no more than two consecutive four-year terms.  After completing the second consecutive four-year term, a member must wait one year before serving again.


  • Extensive professional experience with public and/or commercial media
  • A commitment to and understanding of PRPD’s strategic goals
  • Savvy diplomatic skills and a natural affinity for cultivating relationships and persuading, convening, facilitating, and building consensus among diverse individuals 
  • Personal qualities of integrity, credibility, and a passion for improving the programmatic content of PRPD
  • Service on PRPD’s Board of Directors is without remuneration, except for administrative support, travel, and accommodation costs in relation to Board Members’ duties.


As representatives of the membership, be the primary force pressing the organization to fulfill its mission and obligations.


1.  Planning
Approve and update the organization’s mission and review the President’s performance in achieving it. Review and approve the organization’s financial goals. Annually review and approve the organization’s budget. Approve major policies guiding the organization.

2. Organization
Select, monitor, appraise, stimulate, support, reward, and if necessary or desirable, replace the President. Regularly discuss with the President matters that are of concern to her/him or to the board. Be assured that the organizational strength and staffing are equal to the requirements of the long-range goals. Approve appropriate compensation and benefit policies and practices. Propose slate of directors to members and fill vacancies as needed. Annually review the performance of the board and take steps (including its composition, organization, and responsibilities) to improve its performance.

3.   Financial
Be assured that the board and its committees are adequately and currently informed through reports and other methods of the condition of the organization and its operations. Be assured that published reports properly reflect operating results and financial condition of the organization. Approve independent auditors suggested by the Treasurer. Review compliance with relevant material laws affecting the institution.