Your physical space is your public face. It is the first thing your stakeholders see when they walk in the door. You need to treat it with respect and care and pride. You need to keep it in good shape for today - and plan for tomorrow.
Here's where to start:
- Standard maintenance and cleaning schedule: Determine how often your space needs cleaning, based on usage, and be prepared to schedule extra cleanings after special events. And know that a good cleaning person (or company) is a must. When you find one, treat them with reasonable pay, loving care, and lots of gratitude.
- Long-term maintenance schedule and budget: Take the time to map out a comprehensive timetable for important maintenance tasks that will need to be taken care of quarterly or yearly or in 25 years. Proactive maintenance can prevent the unexpected and save you money over time.
- Capital reserve fund: Be strategic in building a reserve fund that will provide money for everything from replacement of computer systems (typically every three years) to a new roof (every 25 years). Establish a specific board-designated fund, and set aside a carefully calculated sum of money each month so you'll be ready when the time comes along.
Your map should designate who, what and when plus cost estimates for maintenance, repairs, and replacement. Be sure to include:
- Exterior and landscaping: Mowing, tree pruning, weeding, major tree work, irrigation systems, roof replacement, exterior lighting, painting and repair of exterior walls
- Interior: Window washing, floor refinishing, plumbing, carpet cleaning and replacement, painting and repair of interior walls, electrical systems, indoor lighting
- Equipment and appliances: Appliances, water heaters, furnaces, stoves, refrigerators, computers, sound and lighting systems, audio-visual equipment
- Health and safety: fire extinguishers, exit signs, first aid kits
And these are four important tools to keep your maintenance schedule on track:
- Use a calendar program: Take the time to input your schedule, with email reminders, into whatever calendar program you have. This will be time-consuming the first time around, but I promise it's worth it.
- Set up computer and paper files: Make sure all information is clearly filed and labeled. Staff changes over time, and files can get lost when you upgrade your computers; you want to be sure any newcomer can actually find this information after a transition.
- Assess annually: Designate a committee to review and update your maintenance schedule every year.
- Contractor list: Keep a list of all contractors and companies you use for repairs, ongoing maintenance, and annual inspections including contact person, phone numbers, and email.
It's prudent fiscal management to take care of your nonprofit home - make it an organizational priority.
An engaged, committed board chair who works (and plays) well with staff and board members can be instrumental in nurturing an active, thriving, happy, and healthy nonprofit. Here's what a good board chair can do:
- Set the tone: Lead the way by doing your homework and coming prepared for meetings. Use meeting time wisely with a focus on mission, governance, fiscal oversight, and policy.
- Run good meetings: Be sure to establish clear meeting guidelines and stick to them - including civility, punctuality, and respect for everyone's opinions. Stick to the agenda, but leave some time for jokes and personal connection. And one of your most important jobs is to assure that everyone seated at the table has a chance to be heard. You can do this by going around the table; making sure to check in with those who haven't spoken; and/or gently but firmly restraining your most loquacious contributors.
- Set an example: If you want respectful dialogue, be sure you yourself are always respectful, no matter how difficult conversations become. If you want your board to participate actively in fundraising, you need to lead the way by making a significant donation, identifying and soliciting major donors, and participating actively at all major organizational events.
- Make your board the best it can be: Establish a thorough orientation process so all new board members know what their job actually entails.Be sure board members read - and truly understand your fiscal reports. Because board composition changes, often from year to year, you can't just do this once - you need to take time annually to review board roles and responsibilities. Above all, gently remind (i.e. nag) board members to follow-through on their commitments. And when a board member doesn't show up or isn't a good fit, gently but firmly suggest it's time for them to move on.
- Work collaboratively with your Executive Director: Meet and talk regularly with your ED, discussing issues and brainstorming solutions. But note that your job is to support and work with the ED, not micro-manage programs. Most importantly, develop a constructive process to evaluate the ED annually, with a focus on ways you can continue to work together to support your good work.
Over the 37 years I was an ED, I worked with many board chairs, with a wide diversity of personal style and experience and impact. One of them helped me navigate a successful capital campaign, with fundraising on a scale I had never done before. Another was instrumental in getting the board to approve reasonable salaries and benefits for staff. And another created a procedure for annual performance reviews that helped me both learn to be better ED and celebrated my successes. All of them became lifelong friends.
Good leadership: good for your organization, good for your soul.
More weirdly fascinating nonprofit scandals for you to ponder - and some lessons to learn from them:
Red Cross 2001
Folks who donated to the Red Cross after the 9/11 terrorist attacks were told all of their contributed dollars would go to help victims and their families. Yet the organization set aside more than half for operating expenses and reserves, a long-standing but never publicly stated practice. And fourteen years later in Haiti, the Red Cross repeatedly declined to say how its money was spent, despite previous pledges of transparency.
The result: Donors were outraged, the Red Cross was forced to make a public apology and redirect funds, and the charity's image was severely damaged.
Second Mile 2011
Former Penn State football coach Jerry Sandusky founded the Second Mile charity for children. He was indicted for sexual abuse with victims he got to know through his work there; the abuse continued for 15 years. Despite public accusations dating from 2002, the board allowed Sandusky to remain involved through 2011, paying him consultant fees of $57,000 annually. The board's initial public statements in response to the grand-jury report failed to announce any steps to protect the children served, instead insisting on its limited knowledge of the allegations.
The result: Second Mile's CEO was forced to resign in 2011. In 2012, Sandusky was convicted of 20 counts of child abuse and sentenced to 30-50 years (basically life in prison for the 68-year-old). And finally in January 2016, the charity filed for dissolution and ceased operations.
Susan G. Komen Breast Cancer Foundation (Komen) 2012
This saga centered around Komen's decision to cut its support for Planned Parenthood's breast screening exams for low-income folks, supposedly due to a new rule prohibiting funding for any group under government investigation. Yet news reports established that other groups being investigated were not defunded. In fact, the decision was drive by anti-abortion stances from board and staff members.
The result: Three days later, following massive outcry (largely on social media), Komen reversed its decision. That fiscal year, the organization lost $77 million in donations and its founder Nancy Brinker was forced to step down as CEO.
Fine Arts Museum of San Francisco (FAMSF) 2015
Well-known S.F. socialite, philanthropist, and FAMSF Board President Dede Wilsey donated $10 million in 2005 to support the de Young's new building. In 2015, she made a $450,000 payment to a museum staffer (according to her, a disability severance payment authorized by city law and FAMSF bylaws). This unorthodox use of museum funds was made without approval from the board or finance committee, and was revealed in a whistleblower suit by the former chief financial officer.
The result: The Attorney General's office has announced a tentative settlement in which anonymous donors would reimburse the $450,000. Four members of the board - one of whom was asked to contribute to the payoff - quit in opposition to Wilsey's leadership.
The recurring themes: influential leaders running wild; untruthful claims about fundraising and decision-making; figurehead boards in denial; clumsy disclaimers and coverups.
The lessons: Don't automatically defer to leaders with the loudest voices or the biggest circle of wealthy friends. Don't make decisions based on expediency or politics. Immediately acknowledge your errors, apologize, and present a plan to move forward. Know that ignoring a problem doesn't make it go away. Above all, make sure both board and staff understand their job is to act ethically in promoting your nonprofit mission.
