Board of Trustees 

The 15-member Board of Trustees meets at least four times per year. Board meetings allow for communication among the trustees, executive committee members, and the Center’s Executive Administration.

PSCDR BOT BASIC RESPONSIBILITIES

• Determine the Center's Mission and Purpose It is the responsibility of the board to determine and safeguard the mission of the Center and to use the mission as a guide for planning, setting priorities, and allocating resources. Center mission statements are not static documents, and may need to be reviewed and revised periodically to reflect changes in the Center or in its operating environment.
• Hire the Center Director One of the major responsibilities of the board is to hire the Center’s Executive Director. The board must rely on the Executive Director to undertake the day-to-day management of the Center and to determine which issues are brought before the board for consideration and approval. The board must establish with the Executive Director a process for setting goals and measuring performance on an annual basis. In general, it is not appropriate for the board to become involved in the day-to-day operations of the Center.
• Effective Organizational Planning Planning is an integral part of a Center's work, and the board must be an active participant in the planning process and in subsequent assessments of the extent to which plans have been realized.
• Determine and Monitor the Center's Program An important corollary to planning is the regular evaluation of the Center's work. It is the board's responsibility to stay informed about programs, to ask good questions that determine program effectiveness and impact, and to make decisions that move the Center and its programs forward. Evaluation should be ongoing and should have as its goal the continuous improvement of a Center's programs and activities.
• Mobilizing Resources Board members need to assist in the process of identifying and cultivating resources, including funding, for the Center. As senior and well-respected individuals within their spheres of influence, they should be willing to open doors and support the ongoing resource development activities of Center staff.
• Management of Financial Resources The board carries the obligation for the sound fiscal management of the Center. Although day-to-day financial affairs are conducted by Center staff, the board must develop policies that place prudent limits on the Center's financial activities and create a system of checks and balances that lead to a high standard of financial accountability. A critical tool for boards in meeting accountability standards is the annual external audit.
• Performance If the premise that Center boards are critical to the success and effectiveness of the Centers and the CGIAR System is accepted, it follows that the work of the board, and the way in which it functions and is structured, should be assessed on a periodic basis.
• Effective Board Practice Boards succeed in meeting their responsibilities by incorporating good practices into their work and perpetuating these practices through ongoing board education and orientation.