Le secteur des OBNL est-il dysfonctionnel sur le plan de la gouvernance | Mythes et réalités ?
Le Dr Eugene Fram a récemment publié un article pertinent qui fait l’apologie des OBNL, lesquelles doivent accomplir leurs missions en dépit de conditions sous-optimales.
L’article expose une série de caractéristiques des OBNL qui, trop souvent, contribuent à sous-estimer leur œuvre et qui teintent les perceptions du public envers celles-ci.
Parmi les particularités inhérentes à plusieurs OBNL, on retrouve souvent des éléments qui servent à justifier des lacunes de gouvernance; ces indices de dysfonction influent sur la perception des donateurs éventuels :
La plupart des organisations sont de très petites tailles;
Le défi de la gestion des bénévoles est très grand;
Les locaux et les équipements sont souvent peu attrayants;
Les relations entre le CA et la direction sont perçues comme immatures;
Les parties prenantes, notamment les donateurs, sont souvent mal informés de la distribution aux bénéficiaires, contribuant ainsi à créer l’impression qu’ils sont à la merci de la direction;
Les relations avec le CA sont souvent inhabituelles … en ce sens que les administrateurs ont tendance à s’immiscer régulièrement dans les activités des gestionnaires.
L’article tente de décrire ce qui peut être fait pour contrer ces perceptions.
Voici un extrait de l’article. Bonne lecture !
Judging from the vast literature on dysfunctional nonprofit boards and organizations (my own posts included!) one might conclude that the majority of nonprofits are struggling, incompetent and/or in crisis. I argue that this is not the case. Decades of experience lead me to believe that nonprofits have the same functional variables as profit making organizations—dysfunctional at times like Target or GM; efficient like Apple or Whole Foods; adaptable like Del Monte and Cisco. Everybody doesn’t get it right all the time.
Perceptions become reality to those who are quick to embrace popular labels such as the overused term, “dysfunctional.” Obviously, in the case of nonprofits, such perceptions are harmful. Once evaluated in this way the stigma persists and can seriously reduce the level of support that is so critical to the work of these organizations.
What characteristics color these perceptions?
• Small Organizations: About one-third of the charitable nonprofits have gross receipts under $25,000 a year. At that level the vast majority can’t employ more than one full-time person, overworking those with job responsibilities that can’t be delegated. While small organization can’t do much to improve the misperceptions about nonprofit dysfunctions, more mature ones can take deliberate steps over time.
• The Volunteer Challenge: A large cadre of board and operational volunteers take time to assist struggling charities, which give the organizations appearances of nonprofit always being on the edge or existence. Many outsiders are unaware that those on management and staff are highly competent people who accept this employment condition because they know how their work can positively impact the lives of clients.
• Facilities: Nonprofit facilities are often second rate and appear highly dysfunctional. Client needs, not facilities, are primary to the board, management and staff.
• Board Relationships: Many relationships between the board and management can be similar to that of a “parent-child” one. In the words of one nonprofit director, “We tell the executive director exactly what to do.”
• Stakeholders: They often do not appreciate the tremendous impacts that the staff can have. Example: Donors often don’t have contact with those who directly benefit.
• Board Dysfunctions: A root cause of the perception may be due to a dysfunctional board trying to resolve internal conflicts, and there is little the management and staff can do about it. Valiant managements and staffs can sometimes achieve productive impacts without board support.
What can be done?
Competency & Relationships: I have encountered many CEOs who have more management expertise than many of their board members who are professors, accountants or physician, etc. While I appreciated that dealing with volunteer directors may involve working with some persons with outsized egos, the CEO must strive to portray himself as a competent manager. The positive outcome is that the CEO is viewed as a peer working with the board, not under the board.
Many staff persons figuratively stand ten feet tall for what they accomplish on behalf of clients.. The CEO has an obligation to make sure that the stories about outstanding staff personnel are well acknowledged, so that stakeholders know about them. This takes more then simple public relations events. It involves highlighting and rewarding those who are highly productive.
Facilities: I understand the tradeoff between expenditures for facilities versus expenditures for clients. Having first class facilities may even hinder achieving a mission if donors perceive their donations are being used for plush facilities. At the least, the nonprofit needs to have an uncluttered area for board meetings and events with outside stakeholders.
Implications: Many suggest that a nonprofit organization being perceived as dysfunctional is not an important issue, as long as mission objectives and impacts are achieved. I argue that more resources for clients could be developed if the perception is not a diminished one. Some can equate dysfunction with being inefficient. In addition, a positive perception might make it easier to attract more qualified board members, management and staff.