Rationale
A 501c3 organization will more clearly express a mission-centric identity than an “intergovernmental instrumentality.” For the 501c3, a mission statement around an overarching “public good” is definitional. For an Illinois Intergovernmental Instrumentality, the “governmental” identities are definitional.
The “public good” requirement of a 501c3 reinforces the explicit inclusion of patron experience into a new mission statement. Practically speaking, becoming a 501c3 removes burdens hampering current governance such as insufficient quorums and barriers to participation (i.e. requirement to be physically present at meeting; prohibition of email as vehicle of decision-making). Another practical advantage will be to support grant seeking (Objective 6) as 501c3 is a more natural and understandable fundraising vehicle.
Reconstituting as a 501c3 provides a context for exploring new governance policies and practices which could include:
- Designated board seats by type, geography, size
- Term limits by libraries (not just by individuals)
- Expanding the number of board seats
Representative democracy sometimes means a board member must hold the proper tension of representing some defined constituency AND the greater public good – like a legislator.
Markers
- Board committee is formed to draft a new set of bylaws for 501c3 incorporation that addresses the representation issues.
- Executive Director completes study investigating all relevant implications and proposes an execution plan.
- Vote is taken.
- Plan is executed.
- Process is developed for SWAN staff to spend more time onsite at member libraries to serve as “eyes and ears” on behalf of the board, giving members greater confidence that their interests are being represented.
- New board is constituted. There could be overlap with current composition, but there is a true “reboot.”
- Purpose and structure of all member meetings (whether quarterly or some other frequency) is clarified and communicated to the membership.
- Invest in board development and training, especially in this transition process
Guiding Principles
This objective should underline the collective mentality required of the new board members: that when they enter that role, they are acting as a representative of the interests of all the members and their patrons – not representing their own library.
The board must also commit to owning their authority and resist temptation to push things to mass member decision making. However, opening more channels to gain informative input from members should be done.
