Tips From The Trenches

• Published date: 01 March 2021
• DOI: http://doi.org/10.1002/ban.31227
• Date: 01 March 2021

March 2021 • Volume 37, Number 7 11

DOI 10.1002/ban© 2021 Wiley Periodicals LLC • All rights reserved

Tips From The Trenches

Give new members refresher on

Robert’s Rules

Most nonprof‌its run their board meetings ac-

cording to the parliamentary procedures laid out in

Robert’s Rules of Order. Early in the year, especially

if new members have been brought on board, it’s

a good idea to make sure boards are familiar with

Robert’s Rules, so that board meetings can run

smoothly and support the organization’s mission.

The Municipal Research and Services Center—

a nonprof‌it that helps local governments across

Washington State better serve their communities

by providing legal and policy guidance—provides

the following rundown of the basics:

• Only one subject may be before a group at

one time. Each item to be considered is proposed

as a motion, which usually requires a “second”

before being put to a vote. Once a motion is made

and seconded, the chair places the question be-

fore the council by restating the motion.

• “Negative” motions are generally not per-

mitted. To dispose of a business item, the motion

should be phrased as a positive action to take,

and then, if the group desires not to take this

action, the motion should be voted down. The

exception to this rule is when a governing body is

asked to take action on a request and wishes to

create a record as to why the denial is justif‌ied.

• Only one person may speak at any given

time. When a motion is on the f‌loor, an order of

speaking is prescribed by Robert’s Rules, allowing

the mover of a motion to speak f‌irst, so that the

group understands the basic premise of the mo-

tion. The mover is also the last to speak, so that

the group has an opportunity to consider rebut-

tals to any arguments opposing the motion.

• All members have equal rights. Each

speaker must be recognized by the moderator

prior to speaking. Each speaker should make clear

his or her intent by stating, “I wish to speak for/

against the motion” prior to stating arguments.

• Each item presented for consideration is

entitled to a full and free debate. Each person

speaks once, until everyone else has had an op-

portunity to speak.

• The rights of the minority must be pro-

tected, but the will of the majority must

prevail. Persons who don’t share the point of

view of the majority have a right to have their

ideas presented for consideration, but ultimately

the majority will determine what the council will

or will not do. Use parliamentary procedure as a

tool, not a bludgeon.

For an in-depth look at Robert’s Rules, visit the

MRSC website at https://bit.ly/3bVDzc7.

Stress board responsibilities relating

to legal, ethical integrity

As the new year gets underway, experts say

that nonprof‌its should take the time to help their

boards brush up on their primary responsibilities,

which run the gamut from determining the organi-

zation’s mission, vision and goals, to ensuring its

f‌inancial solvency and advocating for and bolster-

ing the organization’s public standing.

Gordon Fischer, the founder of Gordon Fischer

Law Firm in Cedar Rapids, Iowa, says that one

of the most crucial responsibilities of nonprof‌it

boards is to ensure the legal and ethical integrity

of the organization. In a blog post on this topic,

he says nonprof‌its should take the following three

“watchwords” seriously:

• Compliance. Fischer notes that this term “is

simply shorthand for the regulatory and legal re-

quirements imposed by the government and regula-

tory bodies at local, state and federal levels that are

considered part of a board’s f‌iduciary responsibility.”

• Transparency. Nonprof‌its should routinely

and openly share more information to the media

and the public about their f‌inancial condition,

major activities and staff compensation, he said.

Charities should also make available more informa-

tion about their operations, including their gover-

nance, f‌inances, programs and activities, he said.

• Accountability. “Although the board sets

and periodically assesses the adequacy of major

organizational policy, accountability measures

ordinarily and appropriately fall to management,”

Fischer writes. “But the board needs to consis-

tently ensure the organization is accountable to

those who it serves, those who support it and to

the greater community.”

For more information, visit https://www.

gordonfischerlawfirm.com. ■