A Quick Note On Being A Board Member After reading the by-laws and John Dunn's memo to corporations without share capital you should be able to get a feel for the legal organisational form. It can, however, be rather distracting to new board members in that they may feel every act they make must be governed by the ultimate letter of the 'law'. Given that it is up to each Board to manage their affairs as they see they should, I would like to profer the following advice, insights, whatever. The Board delegates its tasks to either Officers or particular individuals appointed for a specific job. The Board is there to cultivate an agenda for an organisation and is responsible for its content and making sure it is followed. Board members make their Board decisions as a group. Once a Board has made a decision individual Board members should abide by it. If someone feels they cannot go along with some programme or policy and after unsuccessfully trying to amend or change it, they should consider resigning. A Board is responsible for the activities of its officers and for that very reason those who are appointed as officers must have the support of the Board. All too often volunteer Boards criticise the work of their officers without making it clear that they do fully recognise the work and merit of those delegated with responsibility. It can be all to easy to sit back and make gratuitous comments - particularly in hindsight. If a Board cannot countenance the work of one of its staff, they must tell them this and consider some ameliorative action. Notwithstanding the above, Boards should take an active interest in the operations and keep in touch with the staff. Staff should feel confident to discuss problems with Board members, at and between meetings. Board members should feel totally informed and comfortable asking hard and penetrating questions of their 'expert' staff. There should be a least one Board member on every committee, and they should take an active role in making sure the committee meets, works and reports. This is probably the most important area for Board members. It allows for individual action and helps to generate cohesiveness between Board, staff, volunteers and the membership in general. Board members should keep their individual and collective ears open for anything that might effect the organisation and pass it along either to the staff or at a Board meeting. .. There can be a tendency for staff to do things their own way for the sake of simplicity and efficiency. This can sometimes lead to a Board being ignorant of problems. Board must insist on being kept informed and act accordingly. However, the Board does not run the operation on a day to day basis and should not interfere in the work of the people it has charged to do this. This can be another difficulty for volunteer Boards. Often staff will recommend that the Board render a particular decision. If the Board has not done enough work they may be in no position to do this and thereby may stifle the aspirations of the organisation. In this case, staff or others, might become resentful and not be as forthcoming as they should at a later time. This whole area is subject to negotiation and perhaps a good attitude to cultivate is one of stubborn collegiality. Board members should find ways to keep in touch with members generally. (Perhaps by becoming an operator, forming a committee, etc.) Please see - a prompt sheet of organisational topics -thanks to Sue Ditta. John K Muir, President; 19 April 1987