Boards

Info You Can Use: So You Wanna Join A Board?

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I believe I have covered the subject of considerations to make when joining a non-profit board before, but Emily Chan did a terrific entry on the topic on Non-Profit Law Blog this week. She links to the BoardSource page on this topic at the end, but she reminds us of additional things to think about.

Among her suggestions are to research on the organization you have been asked to join by reviewing the financials, bylaws, ensuring they have board liability and evaluating the personality dynamics on the board and their work process. Chan also mentions one of the areas I think is often overlooked–education. People who are familiar with boards on a basic level will know there are fiduciary and legal responsibilities to attend but may not really push to receive a thorough education in these areas and about the organization in general.

Education: Will you have the tools necessary to succeed at this organization?

Incoming directors at an organization may have different educational needs for creating the right environment to thrive on the board. Factors such as past board experience or work experience in the nonprofit sector can be useful in quickly adapting to a director role and executing those responsibilities. Likewise, an organization’s investment in or opportunity for board development and mentorship may be an important factor of an ideal work environment for individuals who are first-time directors or new to the nonprofit sector. For those seeking board education, a few topics to consider are:

* Orientation: What information will be covered? What are you expected to take away? What type of resources will be provided? Will you need more help or information after this?
* Training programs: Are they offered? If so, do they address the skills and areas you need the most help with? Are they pre-scheduled or provided as needed? Will you need more training and education down the road?
* Job description: What is being asked of you? Are your responsibilities and duties understandable and realistic? Can you fulfill this role?

I also really like Chan’s comments on how to evaluate the personality dynamics of the board, but I didn’t feel I could copy that much of her entry and offer so little original insight of my own. Obviously, the article can also serve as a guide for the materials, information and education non profits should be prepared to present to a potential board member so that a well informed decision is made.

BoardChemistry.com

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Boards seem to be a real hot topic recently. Thanks to a massive blogroll listing on the Clyde Fitch Report, I became aware of a ArtPride NJ blog post pondering why Gen X/Y is not well represented on non-profit boards. Leonard Jacobs of the Clyde Fitch report also weighed in on the subject of boards yesterday. (Busy day over at CFR, one hopes they didn’t spend all their time with the blog on Valentine’s Day.)

Hat Tip to Nonprofit Law Blog for pointing out a tweet to a Fast Company article about how for profit companies looking to provide their employees with a positive experience serving on non-profit boards can start a coaching/match making service.

I like the idea of taking the time to perform a diligent examination of your options, expectations of membership, mission and other details to assure your interest in the cause. I don’t see too many companies investing the resources to create such an office, especially in these economic times. I am wondering if this might be a task better suited to chambers of commerce or local chapters of the United Way. A centralized resource like this would be a benefit to a wider range of people and organizations than one limited to a few companies who are able to support the activities. And perhaps the central office could make an effort in concert with its members to encourage the Gen X/Y set to explore joining boards.

And if that works, maybe someone will work up a questionnaire and algorithm and make it an online service. Maybe I should go off and register BoardChemistry.com right now!

Bonus Link- Hat Tip again to Non-Profit Law blog who linked to the document the IRS uses to evaluate your non-profit during an audit.

Stuff You Can Use: Board Ponderables and Resources

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There were a couple board related pieces I marked on the old Google reader I wanted to share.

First was an excerpt from a talk Gene Takagi of Non-Profit Law Blog recently gave for an American Bar Association seminar this month. The portion posted on the blog site deals with common governance problems boards engage in. The six points he makes deal with how boards misunderstand their role in the organization and the laws governing non-profit organizations.

Part of the third point caught my eye because it is a common practice but I have really never heard it discussed as a problem. (My bold emphasis.)

A lack of attention paid to the internal laws of the organization. Is the organization operating in furtherance of the exempt purpose stated in their governing documents? Do the directors really know, understand, and govern consistent with their bylaws and other governance policies? This problem often results when a board adopts bylaws that it copied from another organization without careful thought and consideration about how they work under different circumstances. It’s far too common for nonprofits to ignore membership requirements they’ve inadvertently created, elect a different number of directors than is authorized, and not maintain officer positions and/or committees required under the bylaws.

Not knowing where to start with bylaws, a lot of organizations use those of others as a template. I suspect that people choose to leave in elements that sound important and potentially useful when they really aren’t that important to the organization. I say this because a board I sit on tasked one of the vice presidents with a bylaws review and he essentially reported this very situation. The bylaws had originally been copied from a closely associated sister organization and there were portions that really did not apply to our activities. Advances in technology made other portions unnecessary.

To be fair, it is likely a group starting from scratch would include rules dealing with anticipated situations in their bylaws that proved to be extraneous. Time and experience is about the only thing that will reveal this to be the case which is why it is helpful to periodically review bylaws.

The other bit of information I wanted to draw attention to was a entry on The Nonprofiteer noting the availability of BoardSource videos on “the ten responsibilities of nonprofit Board members.” She also links back to her earlier entry on the Board Member’s Bill of Rights which bears reading.

Admittedly, the entry I link to is from February. I hadn’t the time to review the BoardSource videos until now. The video’s short, episodic structure make them faster to review than I thought. The way I see it though, many boards have likely taken a hiatus over the summer due to a lack of enough members to establish a quorum. This is probably an advantageous time for me to urge people to revisit the NonProfiteer’s entry to review the materials in preparation for an increase in board activity.

Bean Counter Hero For A Few Days

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As the guy controlling the budget, I often have to either say no or ask people to scale back their plans. Therefore, it gives me great joy when I am in the position of telling artists that they are limiting themselves and need to think bigger. I had that opportunity about a month ago when I was discussing the site specific performance we are developing with a local performance group for next Spring. One of the artistic directors was telling me a board member was encouraging her to limit the action of the show around the theatre building.

My whole intention in approaching her about a site specific work was to get away from the building and exploit the potential in other nearby locations. Also, given that the show is about celebrity and achieving that status is divorced from formal performance settings these days thanks to our ability to record and distribute events from practically anywhere, it seemed counter intuitive to have everything happen in the theatre environs.

Given that we are about nine months out from the performance, I told her I felt it was premature to start eliminating some nearby locations that ignited both our imaginations. It felt great to be telling someone to keep dreaming about a performance.

I did feel a little bad for the nameless board member I was contradicting. Perhaps this person has made valuable suggestions in the past, but for a little while in my mind I was relegating them to the clueless board member bin. While I was feeling the hero, I was envisioning this faceless person as the stereotypical board member who valued the product, but didn’t quite understand the process of the organization which he/she served.

I didn’t think it is was particularly fair that board members end up playing that role in so many organizations. And let me be clear, since I was envisioning a theoretical board member, I certainly can’t say this is the case at all with the board of our partner organization. Let me also say that I realize this little fantasy is not only unfair to the anonymous board member, but likely short lived since the time will come soon enough when I will begin tugging on the reins and conform to the parsimonious administrator stereotype. Allow me this short time in the sun, eh?

There have been many discussions about how board members do it to themselves by not involving themselves enough. It is also true that organizations work to marginalize involvement so that the board is little more than a rubber stamp for their activities and then stays out of the way.

It seems this might be another argument for arts people not the subscribe to the notion that you have to be poor and suffer to be true to your art. In the nascent stages of some arts organizations, boards are comprised of fellow artists who understand and are invested in the work. At a certain point, it becomes clear that if the organization is to expand, it will require people of influence and means. If financial success were frowned upon less in the arts world, there would be less of a need to choose between those who get it and those who got it because they wouldn’t seem so mutually exclusive.