1. Mission and Purpose
   • Ensure that the mission approved by the State Board is the guiding focus of the school.
   • Create a strategic plan and formally adopt strategic goals for the charter school.
   • Use the plan and goals as a guide for decision making.
   • Ensure that the school is meeting its purpose and promises to the community.
   • Ensure that the school is meeting the requirements of its charter.
2. Academics
   • Take ultimate responsibility for student learning and meeting the academic performance criteria set by the charter.
   • Evaluate the effectiveness of academic programming, professional development plans and the school leader’s implementation plans.
3. Financial
   • Each month, critically review financial statements formally approve needed changes to line items.
   • Properly manage and be accountable for the public funds allotted to the school. Review and approve contract templates and lease agreements.
4. Personnel
   • Formally approve the hiring or nonrenewal/termination of staff members who have been selected by the lead administrator or hiring committee. (This should be formally noted in board meeting minutes.)
   • Formally adopt an evaluation tool and method for the lead administrator. (Note: The lead administrator is the only staff member directly supervised and evaluated by the board.)
   • Ensure that the lead administrator has the tools and resources to effectively lead the organization. Effective charter school administration requires skill and experience in educational leadership and business.
5. Legal Compliance
   • Ensure that the school’s admission and lottery policies are board-approved, legal, and equitable to all eligible students.
   • Ensure that the school is fulfilling its federal legal obligations to students with disabilities through its Special Education Program.
   • Develop and uphold charter school policies which are lawful, fair, and provide protection for all of the school’’s constituents.
   • Ensure that the school is abiding by the North Carolina state law for charter schools (GS115C-238.29), the signed charter agreement, State Board of Education policies, and all applicable federal laws.
6. Governance
   • Exercise proper judgment in decisions that could lead to questions of conflict of interest.
   • Evaluate the board’s effectiveness and actively seek professional development to strengthen the governance practices as a whole.
   • Adhere to the board’s adopted bylaws throughout their term.
   • Collaboratively develop an outcome based board calendar mapping monthly topics focused on:strategic improvement, program oversights, academic programs, fiscal vitality, policy review, and personnel decisions.
   • Lead purposeful meetings that start and end on time, driven by a focused agenda and using parliamentary procedures.
7. Active Participation
   • Each board member is expected to attend meetings regularly, evaluate reports, read the minutes, and participate in decision-making. Persons who do not have time to actively participate should not agree to be on the board.
   • Ensure that meeting minutes are accurate, as they represent the legal actions of the board.
   • Ensure that the board and standing committees of the board are meeting the requirements of the North Carolina Open Meetings Law.
   • Formally adopt a policy to adhere to all public records requests.