Serve on CLARB's Board of Directors

The CLARB Board of Directors is a diverse group of leaders responsible for setting organizational direction, allocating adequate resources to achieve its goals and ensuring that sufficient progress is being made. They exercise fiduciary responsibility of the organization’s resources and establish strategy and policy.

Board members are expected to:

• Set direction through strategic priorities and governance policies
• Ensure resources through thoughtful planning
• Provide oversight in performance monitoring and authority
• Develop relationships with Board Members and volunteers
• Champion CLARB through external relationships
• Come prepared for service and actively participate in all meetings related to elected/appointed position
  
  

Positions  |  Values  |  Resources  |  Get involved

• Participates in governance duties as described above.
• Responsible for communicating the Board’s decisions to the membership.
• Gains understanding of key Board processes and governance communications.

Term: 2 Years

Eligibility: No restrictions

Time Commitment:

• All-day meetings*: 11 days/year
• Virtual meetings: 10 hours/year
• Meeting preparations: 20 hours/year

Term: 2 Years

• All-day meetings*: 15 days/year
• Virtual meetings: 15-20 hours/year
• Meeting preparations: 30 hours/year

• Participates in governance duties as described above.
• Serves as a member of the organization’s Executive Committee and Audit and Finance Committee
• Past President chairs the Leadership Advisory Council.
• Establishes and maintains key external relationships and understands roles and opportunities for collaboration.

Term: 3-Year Commitment
(automatic succession to President, then Past President)

• Lead with Vision: Planning for the future with creativity, wisdom, and foresight.
• Act with Integrity: Operating with transparency and in alignment with our values and principles.
• Demonstrate Thought Leadership: Building trust and influence within our community.
• Aspire to Excellence: Striving for continuous improvement through learning, growth, and development.
• Foster Inclusive Community: Cultivating meaningful connections among our stakeholders.
• Engage as Stewards: Managing the organization’s resources and mission with care and respect.
• Design Collaboratively: Engaging stakeholders and partners to develop and achieve mutually beneficial outcomes.

"I volunteered because it was an opportunity to better understand and influence how landscape architecture can improve our communities."

Edward Kinney
2023 Director-at-Large

"Being on the Board, you have a chance to impact the future of licensure."

Allison Fleury
2023 Director-at-Large

"I started volunteering to give back to the profession, but I feel like I've gotten out of it more than I ever thought possible."

Dean Pearson
Former Director-at-Large

Future leadership perspectives

The Board has identified these perspectives as future leadership needs of the organization. We encourage candidates with the following perspectives to get involved:

• Advocacy/Storytelling: natural advocate to help communicate the CLARB story, promote CLARB and make connection to the CLARB 2.0 story.​
  
• Dual licensure: are you licensed to practice in another design profession? Do do you hold any professional certifications in addition to your license?
  
• Global Practice: practices (educated and trained outside the U.S. or Canada) in a different regulatory environment or does not have a regulatory framework, relationship building with IFLA (advances our global outcomes).​
  
• Higher Education: to help foster our initiative with LAAB, as well as help us build trust between academia and CLARB for Certification initiative and influencing perceptions of professors and students (about licensure)​.
  
• Legal Expertise: to help advance Uniform Standard adoption, guide advocacy efforts, new program development, and understanding the legal challenges our member boards face.
• Future-focused: brings perspectives that help advance CLARB 2.0, our strategic framework that outlines the environment, impact and outcomes that CLARB expects in the next five years.
  

Leadership competencies

Investing in leadership

We believe that investing in our volunteer leadership is one of the best ways to ensure the future success of our organization. Strong leadership empowers CLARB's vision, mission and values. CLARB is committed to providing volunteers with the resources and support they need to be successful, so we offer a robust leadership development program.

Documents

• Detailed list of responsibilities (PDF)
• Sample agendas (PDF)
• Board structure (PDF)
• CLARB 2.0 strategic framework
• Key initiatives
• Bylaws (PDF) 

Travel

Volunteer travel expenses are funded by CLARB, including:

• Airfare
• Ground transportation and parking
• Lodging
• Meals

FY 2025

October 1, 2024-September 30, 2025

FY 2026 

October 1, 2025-September 30, 2026