Boards must shore up their nonprofits

This is in response to the article (“Running the Show,” Pasatiempo. April 5). My credentials: As a seasoned nonprofit executive director of 40 years, I have seen the organizational destabilization that comes from the revolving doors of executive directors at nonprofit organizations.

SWAIA — the Southwestern Association for Indian Arts, sponsor of Santa Fe Indian Market — has been one of those. I was executive director in 1999 and have since seen many executive directors come and go. Such turnover is unfortunate for the artists and the community.

The programs suffer from staffing changes and policy inconsistencies. It takes a while for new executive directors to familiarize themselves with the board, staff and functions of the administration. A revolving executive director door not only destabilizes the organization, but it frustrates donors and foundations — the providers of substantial funding.

Boards of directors have fiduciary and policymaking responsibility. The executive director has responsibility to carry out those policies as well as managing the internal staff and financial administration. The executive director must have two very different skill sets: outward-looking awareness and connections to the community and also internal skills for personnel management including a trusted bookkeeper.

During my most poignant job interview at the Taos Center for the Arts, I told the interview committee that I would only take the job if the board would let me do my job (and stay out of the way). Eight years at the TCA, I was successful. I had a strong and transparent relationship with the board president, Doug Smith, and crucial support from the board.

Trouble comes when board members confuse their policymaking role and attempt to manage the organization.

As to the artistic direction of an organization, it is up to the board to set the direction but let the executive director implement that direction. When there is conflict between the board and the executive director, this becomes the unraveling of a shared vision on artistic pursuits.

Since executive directors are in charge of day-to-day finances and long-term financial stability, artistic projects must be evaluated in terms of finances. This can often rile up the artistic visions of board members.

Nonprofit organizations are vitally important for our community and we need to take care that board members and executive directors know their roles for a smooth path to fulfill their mission. I suggest a strong board orientation process for new board members.