Plusieurs scandales ont éclaboussés les OBNL au cours des dernières années. On retrace souvent l’origine de ceux-ci à des problèmes de gouvernance. L’article de Alice Korngold, publié sur son blogue dans le HuffingtonPost, décrit avec justesse ce qui est requis pour améliorer la gouvernance de ce type d’organisations, souvent très notables. Voici un extrait de l’article en question. Bonne lecture.
« The nonprofit board scandals of the past year are highly distressing: revealing everything from complete board dysfunction in the firing of the CEO at the University of Virginia, to the cover-up of criminal behavior at Penn State, to policy decisions that arguably destroyed Komen’s leading nonprofit brand. In all three cases, the financial and reputational losses are quite severe. People to be served by the mission and outsiders have been harmed, the victims at Penn State devastatingly so.
The most important value must be the integrity of the institution, and the driving purpose must be the mission of the organization and the community it serves. Let the transparency of these scandals and the severity of the consequences serve to move nonprofit board governance forward.
What’s required for a board to ensure that an organization achieves its mission to the fullest is (1) a board composed of people who:
– are fully committed to the mission, and understand the role of the board in achieving the mission
– have the diversity of experience, expertise, networks, relationships and perspectives that are needed for the particular board to advance the organization in achieving its greater vision
– will work in partnership with the CEO to create and achieve the revenue model for success
– have leadership potential
– commit to the legal duties of care, loyalty and obedience
and (2) a board that is organized efficiently and effectively in terms of:
– board structure: size (not too large), number and duration of meetings
– committee structure
– board meeting agendas
– expectations and accountability of board members
– leadership succession planning
– board member identification and recruitment
– practices, such as terms and term limits
– board member orientation and education