onalogo2.gif (821 bytes) Appendix I.C.

Strategic Planning Initiative
May 2001


Survey Summary:  The Board and its functions

Board activities:

Board members agree that:

  • the board meets frequently enough;
  • board meetings are well organized;
  • diversity of opinion is respected;
  • every member of the board is encouraged to participate in the discussions;
  • board members are sufficiently knowledgeable about the organization's overall programs and services.

Board members are less certain:

  • that they are clearly informed about the strengths and weaknesses of specific events or programs

 

Board Succession:

Board members suggest that:

  • the succession process for new board members is not clear;
  • the board does not have a process in place to identify the characteristics of new board members;
  • the board does not have a process in place to provide new members with a thorough orientation.

Board members are split evenly on:

  • whether the board's roles and responsibilities are clear to them.


Board composition:

Board members agree that:

  • the board currently contains a sufficient range of expertise and experience to make it an effective governing body (2 to 1).

Board members disagree unanimously:

  • that the board’s composition sufficiently represents the diversity of its membership.

Suggestions for improvement/change:

  • A more rigorous committee structure.
  • A committee structure that brings ONA members into leadership roles so they can assume more of the workload and free board members to concentrate on bigger issues
  • "The Board will work better once we clearly define what the organization's role is.  Talented, dedicated people - -but we are sort of searching for a purpose."

 

Board focus over the next two years:

  • Developing more tangible benefits for the membership, including an email newsletter, a more robust Web site, and a program committee that identifies local ONA leadership and provides a template for local ONA events.

  • Developing programs through co-sponsorship with other journalism organizations and schools.

  • Finding a financial base that makes it possible to operate without so much volunteer time from board members.

  • Taking a more vigorous public posture on issues of importance to online journalism -- speaking out on issues, organizing and disseminating research and information, etc.

  • Putting the organization on firm financial and organizational footing for the future, including identifying reliable sources of funding and hiring an executive director to make sure important work gets done in an organized and energetic manner.

  • Clarifying the overall purpose of the organization.

  • Serving as a respected defender of journalistic principles.

Issues for board consideration:

  • Orientation for new board members;
  • The process by which new board members are identified;
  • The diversity of the board.

 

more survey results...

 

 

 

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