CONNECTICUT LIBRARIES
June 2008, Vol. 50, No. 6
Although not written specifically for libraries, The Nonprofit Board Answer Book will be welcome reading for members of the library community. While the obvious audiences are public library trustees and directors, library staff who work in any type of library will find it helpful because librarians are often recruited to serve on the boards of local community groups, regional consortia, and other organizations.Long before I worked as a library administrator, I was asked to serve on the board of a local anti-poverty agency. At that point in my career, I had minimal understanding of the responsibilities and functions of non-profit boards. Although our agency's executive director provided new board members with an orientation that included a history of the agency and highlights of its programs, there was little discussion about what board members did. At one stressful point in the agency’s relationship with a funding source, I told the executive director that I felt my job, as a trustee, was to back him up so the agency could thrive. He appreciated the support, but reminded me that a board member’s job was bigger than that.
In the following months, I learned what he meant when our board split over an issue involving the director's authority. Happily, we resolved the issue, though not without lingering resentments. The experience helped me understand the complex relationship between volunteer board members and paid directors. The Nonprofit Board Answer Book would have given me a head start on appreciating that relationship and understanding my duties.
What, then, are the duties of a board member? Legally, board members have three duties. The duty of care calls upon a trustee to use her/his best judgment in making decisions for the organization. According to the duty of loyalty, board members must put the needs of the organization ahead of their own personal and professional interests when making decisions. The duty of obedience requires trustees to make certain their organization remains true to its mission and complies with relevant laws and statutes. Do you have friends or associates who accepted board positions on organizations because they felt it would be good for their business (or library) or because the position would give their business (or library) a voice in the affairs of that organization? Discuss with a friend whether or not such thinking is in the spirit of the three duties.
The paragraph above illustrates the book's structure. Eighty chapters are each centered on a different question. These range from the straightforward, “What are the basic responsibilities of a nonprofit board?,” to the advisory, “How can we improve our meetings?” Following the question is a discussion of the issue. Each chapter ends with “Suggested Action Steps” for the board or executive director. These can be questions to talk over, small projects, or exercises that reinforce or expand upon the discussion.
Let's look at some sample questions. What are the basic responsibilities of a nonprofit board? Here are four of the ten that BoardSource lists. #1. Determine the organization's mission and purpose; #2. Select the chief executive; #3. Provide proper financial oversight; #4. Ensure adequate resources; and #10. Support the chief executive and assess his or her performance.
What should we do about uninvolved board members? Require that every trustee rotate off the board for at least one year after serving a given number of terms. Allow non-trustees to serve on board committees, so that you obtain the talent you need from people who support your organization, but do not have the time to commit to a board position. A friendly, non-threatening conversation with an inactive member often helps resolve the situation because the member usually feels guilty about poor attendance and may actually feel relieved about resigning. An “alumni council” is a good way to keep long-time trustees meaningfully involved while making room for new blood. Adopt an attendance standard that mandates automatic termination, and do not allow for “excused absences” because they are so difficult to define.
Should the chief executive have a vote on the board? 82 % of nonprofits do not permit their executive director to vote. Because the executive must have the trust of the entire board, BoardSource thinks it is poor practice to place the director in a situation where he/she may vote with some trustees against others. Even without a vote, the executive director, with her/his professional expertise and central position, already wields much influence over decisions.
What is the best size for our board? There is no “magic number” for your board. Smaller boards are easier to manage, more quickly convened, and tend to have a high sense of involvement. Larger boards provide more diversity and expertise, and they can be a plus in fund raising. BoardSource found that the average size of a nonprofit board is seventeen.
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