1
District 1
Donnie Collins, President
Position 1
Dennard
Terry Kirkendoll, Vice President
Position 2
Clinton
2
District 2
Van Bowling
Position 1
Clinton
Darrell Allen
Position 2
Clinton
3
District 3
Gilbert Lewis, Secretary
Position 1
Damascus
Charles Wood
Position 2
Bee Branch
4
District 4
Bill Derickson
Position 1
Leslie
5
District 5
David Cook
Position 1
Shirley
Wade Lucas
Position 2
Shirley
Roles & Responsibilities of a Board Director
Promoting & Nurturing Good Governance of the Cooperative
Board Directors hire the CEO and ensure the CEO runs an effective, not-for-profit business that provides the most reliable electricity at the lowest possible price.
As Board of Directors of Petit Jean Electric Cooperative, each board director has the legal fiduciary responsibility to practice good governance of the Cooperative and the membership:
- Place the interest of the cooperative and its members over other interests when making corporate decisions.
- Be obedient to the law, regulatory requirements, bylaws, and board policies.
- Focus on what is best for the Cooperative and membership as a whole. Board Directors operate according to the Cooperative’s Articles of Incorporation and bylaws to direct the affairs of the Cooperative.
Board Directors govern policies and practices to facilitate:
- Member engagement by representing the members fairly and equitably.
- Fiduciary oversight of the cooperative’s operations and structure.
- Achievement of the cooperative’s strategic plan, vision, mission, and goals.
- Approval of the operating budget for the cooperative.
- Program oversight and support, including the adoption of policies and monitoring such for compliance with legal and regulatory requirements, as well as the adequacy of internal controls.
- Operating with integrity, transparency, accountability, and courage.
Obligation to
Members
Board Directors are available 24 hours a day, 7 days a week.
Board Directors commit to serve up to 65 days a year for board meetings, training classes, conferences, etc.
Serving as a board of director brings with it a high level of personal risk and fiduciary responsibility. It is very time-consuming, taking them away from their full-time professions and family obligations. Typically, there is one board meeting per month, with occasional additional workdays when in-depth analysis of some aspect of cooperative business is required.
Outside of the regularly scheduled board meetings, board directors spend significant time and energy on Cooperative business for the members:
- Meeting personally with members.
- Answering phone calls and emails.
- Preparing for board meetings and other cooperative events.
- Analyzing monthly reports.
- Attending regional and national cooperative meetings.
- Attending director education and training.
- Reviewing publications from various cooperative associations to stay abreast of ever-changing industry news.
- Being available at all times for the unexpected.
Training & Education
Board Directors are charged with taking a series of educational courses to receive the Credentialed Cooperative Director Certification to serve on the board. But the learning doesn’t end there. Numerous other classes and seminars cover topics that must be part of a board director’s responsibility to stay abreast of a rapidly changing industry.
