Posts Tagged ‘Asian American Journalists Association’


Thoughts on revamping the SPJ board

The SPJ board of directors is considering a plan to change the board’s makeup.

The plan has four parts.
One is to reduce the number of SPJ regions from 12 to 9. As proposed, this would be the new map: https://spjrefresh.com/motions
North Carolina would be removed from Region 2.
West Virginia and Kentucky would be added to Region 2.

The proposal was pitched by Region 3 Director Michael Koretzky. He explained it at https://spjrefresh.com/regions.

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The national board held an electronic meeting about the proposal on May 9.
Some considerations:
• geography: How does this affect the ability of a regional director (RD) to represent chapters and work with them? How does this affect regional conferences and travel plans, particularly for students?
• board structure: Should board members represent regions or be elected at large? Currently, there are 12 directors by region. Two pros, two campus chapter advisers and two student members are elected at large. The full board is listed at http://www.spj.org/spjboard.asp.
• benefits: Will this change be useful?

The board decided not to take any action during that meeting and instead solicit more public feedback.

SPJ President Paul Fletcher posted a summary of the proposal a few weeks ago and got several responses. His post is at: http://blogs.spjnetwork.org/president/2016/05/11/spj-considers-reduction-in-size-of-board.

This proposal would not require a bylaws change and can be approved by the board.
Koretzky sees a window of opportunity, since there are no declared candidates yet for the three RD positions that would be contracted.

The board will meet again electronically on Monday, May 23, at 1 p.m.
I will post a summary of the meeting.

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I see merit in the concept of contraction. Twenty-three people is a large number for a board in which all members are active.
I’m less enthused about the proposed boundaries. Kentucky and Washington, D.C., for example, are pretty far apart to be grouped together. But, regions in the west already are quite large.

No grouping that we choose will be perfect. Also, RDs don’t need to worry much anymore about traveling throughout the region (except for the regional conference). Electronic communication and participation should be sufficient.

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On the “useful” question, Koretzky cited four benefits:
1) A smaller board would be more “nimble.”
2) We have trouble finding candidates for regional director.
3) Fewer regions could lead to more contested races.
4) Cost savings.

My thoughts:

1) Skeptics on the board have focused on this point the most. How is it more “nimble” to have 19 people gather for a meeting (in person or electronically) than 23?
Fewer people can have more efficient discussions and debates (but that’s no guarantee). In a smaller group, it’s more likely that everyone’s voice is heard. A big factor is who is running the meeting and allowing or cutting off debate.
For electronic meetings — which are becoming more frequent for the board — the number of people participating matters even more. We are using a video conferencing system called Zoom that includes a chat function, which helps. Still, there are some people (like me) who participate by phone because these electronic meetings always are in the middle of the work day. Twenty-three board members, plus headquarters staff, on a conference call is clunky. It’s hard to get around that, though, unless we drop down to single digits.

There other considerations, too, for how large a board should be. More on that below.

2) This is mostly true. RD races are usually uncontested. Often, an RD who is completing a term recruits a replacement to take over.
There are exceptions, though, especially when RD seats become vacant. During my time on the board, the last five times an RD seat was vacated in the middle of a term, there were multiple people interested and the board had to choose.
I don’t know why there is more interest in those cases. Maybe we get the word out better for vacancies than scheduled elections. Maybe people are more willing to fill out a term than make a two-year commitment.

3) This might be true. If we have six states from which to draw candidates in a region instead of five, common sense says a larger candidate pool is more likely — but we can’t be sure.
On the other hand, if the new RD territory seems unmanageable under the proposed changes, we could get fewer candidates.

4) The cost savings is legitimate. RDs are entitled to a $1,500 stipend to cover travel costs. Nine stipends instead of 12 would be less money.
Some of that savings would boost stipends for RDs. That’s appealing for RDs who rely on the stipend and could lead to more RD candidates, as described above. The rest of the savings would help chapters with programming. That’s useful, too.

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Last week, I was curious about what guidance was out there on the topic of nonprofit board size.
I looked at three websites with pieces on this topic.
All agreed that 23 is a large number for a nonprofit board, unless spots are designated for people with fundraising connections. (That’s not a factor for the SPJ national board.)
These pieces suggested the mid-teens as a maximum, depending on the size of the organization and the work of the board.

Here are links and excerpts from what I read:

1. Nonprofit Law Blog

http://www.nonprofitlawblog.com/number-of-directors-whats-the-best-practice

“Maximum number of directors.  Setting a maximum number of directors is a trickier issue and one not appropriate for legislation.  If all of your directors are each meeting their fiduciary duties and providing value to the organization, there may be no need to reduce their number based on some arbitrary best practice maximum.  On the other hand, from a practical perspective, if an organization has so many directors that individual directors reasonably believe that they do not have the opportunity to meaningfully participate in discussions, deliberations, and decision-making, the organization has too many directors.

“The Panel on the Nonprofit Sector notes that ‘[a]lthough a larger board may ensure a wide range of perspectives and expertise, a very large board may become unwieldy and end up delegating too much responsibility to an executive committee or permitting a small group of board members to exercise substantial control.’ Inactive directors, more interested in affiliation than governance, may get a free ride from the active participation of a core group, but this is not an ideal situation. Note that very large boards played a major part in the recent high profile governance problems of organizations like the American Red Cross, United Way, and Nature Conservancy.”

A report from the Council on Foundations, At Issue: What is the Best Size for Your Board? (January 2006), details some of the advantages and disadvantages of large boards.
Advantages:
•    Large numbers allow for more opportunities for diversity and inclusiveness.
•    More seats allow for for inclusion of legal and financial advisors, community leaders and funding area experts.
•    Work can be shared among the group; more people are available to serve on committees.
•    Fundraising may be easier because there are more people on the board with more connections.
•    More board members helps maintain institutional memory in times of leadership change.
Disadvantages:
•    Members may feel less individual responsibility and less ownership of the work.
•    Large groups may hinder communication and interactive discussion.
•    Cliques or core groups may form, deteriorating board cohesion.
•    Some voices may not be heard.
•    Bigger boards may not be able to engage all members, which can lead to apathy and loss of interest.
•    Meetings are more difficult to schedule; more staff time is needed to coordinate board functions.

2. This is from The Nonprofit Consultant Blog:

http://nonprofitconsultant.blogspot.com/2010/06/how-many-board-members.html

“The generally accepted number for most small- to mid-sized nonprofits is 9-14 members. Any fewer and you will burn out your members quickly with multiple duties, have difficulty making a quorum when even a couple of people are ill or out-of-town, and you will fail to build in new leadership development into your regular board activities. Many more than that and meetings can get bogged down in side conversations, factionalization, and members will begin to feel that they’re no longer contributing or making a difference.”

3. This was the third piece I read:

http://www.bridgespan.org/Publications-and-Tools/Nonprofit-Boards/Nonprofit-Boards-101/Size-of-Board.aspx#.VzVEPxUrKi5

The Bridgespan Group
Average board sizes
Remember that every board is different. Average figures only reflect what exists, not a recommended norm. Newly-formed boards often start cautiously with a small number of members, and expand as the organization gets more established and the programs and services diversify. It is common to encounter large boards in older, more institutionalized organizations where a principal role of the board members tends to be fundraising. Small community-based nonprofits are often governed by a few devoted volunteers. A recent BoardSource survey found that, among those nonprofits who responded, the average size of the board is 16, the median 15.
Regulation of size in the bylaws
Normally the size of the board is determined in the bylaws of the organization. It is wise to set a guideline within a certain range, not an exact number, so that an unforeseen situation does not force the board to contradict its bylaws. Term limits and constant recruitment secure a continuous balance. Some boards find it important to have an uneven number of members to avoid a tie vote. This, however, can be managed by the chair who can either abstain from voting or cast a determining vote to break a tie.
Resizing
Structural factors, including size, can have consequences on the board’s efficiency. Down-sizing or increasing the size may eliminate some road blocks, but the board’s core problem may lie elsewhere. Before restructuring the board, it may be wise to search elsewhere for reasons of malfunction. Is there a lack of commitment or lack of leadership? Involving outsiders in committees, task forces or advisory groups is another way to benefit from skills and perspectives without actually changing the board’s size. Executive committees may also facilitate the functioning of a larger board.

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I’d also like SPJ to think more broadly, beyond optimal numbers and geographical boundaries.
I see an opportunity in this analysis for what could be two meaningful changes.

First, SPJ should consider a representational model that the Radio Television Digital News Association uses. RTDNA’s board includes ex officio members from other journalism organizations:
• National Association of Black Journalists
• National Association of Hispanic Journalists
• Native American Journalists Association
• National Lesbian and Gay Journalists Association
• Asian American Journalists Association
• UNITY: Journalists for Diversity
• Association for Education in Journalism and Mass Communication

Which, of course, means more board slots. I count 33 members for RTDNA.

I thought NABJ, NAHJ, NAJA, NLGJA and AAJA would be good candidates for representation on the SPJ board.
I contacted those organizations to ask for their thoughts, and only heard from two (NAHJ and AAJA). Neither was excited about the idea.

To have this type of cross-organization representation would require a more radical change to the current SPJ board structure.

How about:
• 4 officers (president, president-elect, secretary-treasurer, vice president for campus chapter affairs)
• 2 students
• 1 campus adviser at large
• 5 ex officio members from the journalism organizations above
• 5 pro members elected at large

That’s a total of 17.

That leads to the second meaningful change: Removing regional directors from the board.
Currently, RDs have a dual role — overseeing a region and serving on the board.
As an RD, I can attest that both roles require time and attention. I’d rather see one person in one role and a second person in the other role.
I can’t recall any topic in which “the Northeast” might feel one way and “the Midwest” another, so there is no need for regional representation in this way on national issues.
Board members should be elected for their abilities to manage an organization, think creatively, look to the future, etc. The RD role is beside the point for all of that.

This would create the most upheaval and the most questions.
Would the current RDs try to remain on the board or stick to overseeing their local chapters?
Would there be a need for more stipend money for more people (at-large directors, plus RDs)?
Would someone be interested in just the RD part of the job and give up the board representation part?

All of the above needs more discussion. That’s OK, though. A fuller analysis of board structure and function is fine, since we’re going down that path.

Feedback on any of the above is welcome, by email or through a post on this page.

-Andy Schotz, Region 2 director, LawnGyland@aol.com

Annual report tidbits (pro edition)

As journos know, the first time is interesting, the second indicates a trend.

In that vein, we continue the annual tradition of sharing intriguing nuggets from the annual reports SPJ chapters are required to file. It started with last year’s pro and campus chapter reports.

There are six SPJ professional chapters in Region 2. Here are highlights of what they did in the past journo-fiscal year.

Washington, D.C., Pro (my home chapter): Two of the more unusual programs this year were about net neutrality and obituary writing. For the second year, the chapter was a co-sponsor of a successful job fair held at Georgetown University (210 job seekers, 19 recruiters). It’s a good example of journalism organizations working together. The other co-sponsors are the National Association of Hispanic Journalists, the Asian American Journalists Association, the National Lesbian & Gay Journalists Association and the Washington Association of Black Journalists. When the chapter did a direct-mail campaign to retain people with expiring memberships, 10 to 12 percent responded with renewal checks.

Virginia Pro: The chapter was instrumental in College Media Day, which also was held for the second time. For $10, students hear from pros on topics such as jobs and internships, covering campus crime, drones, FOI, interviewing and much more. There’s also a Virginia Pro tradition of honoring George Mason, who wrote Virginia’s Declaration of Rights, the forerunner of the Bill of Rights. The chapter lays a wreath at the Mason Memorial in D.C., reads the Declaration of Rights and visits his home, which is now a museum.

Delaware Pro: Just like the D.C. effort, Delaware Pro contacts people to let them know their membership is expiring. It’s important to hold onto the existing members as you also try to attract new one. There was a “tweet up” and holiday happy hour, in which journos and Delaware PR people had some face-to-face time. The chapter was the first organization in the state to organize a debate for the Democratic candidates for state treasurer. The chapter has a mentoring program in which journalism students can connect with a pro.

Maryland Pro: The chapter’s leaders did a lot of the planning work for this year’s regional conference at the University of Maryland, College Park. One of the programs this year, through a collaboration with the Maryland-Delaware-DC Press Association, was a lively panel discussion in Annapolis on social media. The chapter built a new website. It had the most detailed financial records accompanying its annual report, with dozens of pages of bank statements, receipts and membership dues payments.

Charlotte Pro: By the numbers, this was the most active chapter in Region 2, listing 12 programs on its annual report. Of course, quality matters, too; there was good stuff on the list. Professional development programs included effective videography, skillful interviewing and social media for reporting, podcasting and coverage of religion. Programs looked ahead and back at significant events. Journalism movie night – “Absence of Malice,” with an ethics discussion – was a good idea. This year, the chapter started a contest for journalism excellence.

North Carolina Pro: The chapter was right up there with the Charlotte Pro chapter in terms of activity; it had 11 programs listed on its report. It touched on an SPJ core value with a program on race relations coverage and diversity in the newsroom. The chapter scored points for creativity for some of its other activities, including a Thanksgiving social (guests shared what journalistic things they were thankful for) and two community service programs – answering phones at a telethon and volunteering at the Duke University campus farm.

To all: Keep up the good work. Your time and efforts are much appreciated.

As Buzzfeed might say: 23 things from the SPJ board packet for this weekend

Items in the packet for Saturday’s SPJ national board meeting include (watch from home via livestream starting at 9 a.m.; the pages note where to find the item in the packet):

1 – There will be five Ted Scripps Leadership Institute sessions in SPJ’s next fiscal year (p. 24). The places and dates haven’t been announced yet, other than: Region 10 in July, Region 5 in August and Region 6 in November.

2 – SPJ expects to have a $1.2 million budget for the coming year (p. 25).

3 – There are four new chapters seeking to be chartered, including American University in Bulgaria (p. 36). Only one chapter is being considered for inactivation (the number might grow when this year’s annual reports come in – or don’t come in).

4 – At least 14 people have committed to run for positions on the national board – including two for secretary/treasurer (p. 37). A few others who are considering running are named here, too. [Editor’s note: I am planning to run for re-election as Region 2 director. If anyone who would like to run for that or any other national SPJ position, contact Nominations Committee Chairman Sonny Albarado at salbarado@spj.org.]

5 – The Sigma Delta Chi Foundation had $12.3 million in holdings as of Jan. 31, 2015 (p. 38). Also, SPJ and SDX are working on a transition of a new division of duties and responsibilities.

6 – Did you know SPJ is helping to manage other journalism associations? Read the list. (p. 42) SPJ Executive Director Joe Skeel says this “further cement[s] SPJ’s role in the journalism landscape: to be the ‘umbrella’ organization that helps other groups better reach their mission.”

7 – SPJ and other journalism organizations are talking about ways to make it easy for people to join multiple groups at once (p. 43).

8 – The next SPJ JournCamp – a day of professional training – will be June 13 in New York City (p. 45). Other cities being considered: San Francisco, Seattle, Denver, Houston or Dallas, New Orleans and Boston.

9 – “Since September, SPJ has distributed 48 news releases and statements…. The topics that have garnered the most traditional and social media attention are SPJ’s statement on the Charlie Hebdo attack; our statement and other Tweets regarding the FOI Improvement Act; our statement regarding the Columbia Journalism Review’s Rolling Stone report; and our statements regarding Indiana Gov. Mike Pence’s attempt at creating a state-run news service.” (p. 46)

10 – For the first time, SPJ collaborated with several other journalism organizations in judging SPJ’s New America Award. Our partners included: the Asian American Journalists Association, Radio Television Digital News Association, the National Association of Black Journalists, the Native American Journalists Association and National Association of Hispanic Journalists (p. 48).

11 – There will be a stronger effort this year to train delegates to the national convention, so they’re familiar with procedures and protocol (p. 50).

12 – Why is the national convention in September every year? It’s complicated – but not mandatory (p. 51).

13 – The post-graduate membership rate is available for three years. There is talk of extending it to four (p. 54).

14 – SPJ now has five communities, which are groups related by a common thread, other than geography (p. 56).

15 – When should SPJ issue a statement about the death of a journalist? (p. 59)

16 – About 41 percent of SPJ’s members do not belong to a chapter (including 38 percent in Region 2), which means they aren’t represented by a delegate on business matters at the national convention. A group is going to look at ways of giving that 41 percent representation. Again, it’s complex and there are no easy answers (p. 62).

17 – The pro/student membership breakdown for Region 2 is 597 pro (78 percent) and 172 student (22 percent). The largest chapter in the region is Washington, D.C., Pro, with 146 members (p. 67).

18 – The method for deciding on SPJ awards (Distinguished Teaching, Ethics, Fellows of the Society, and others) might change this year (p. 76).

19 – The SPJ Awards and Honors Committee studied whether any SDX awards given to NBC Nightly News with Brian Williams should be revoked, in light of his six-month suspension (p. 103)

20 – The SPJ Diversity Committee is working on a way to pay tribute to former SPJ President Reggie Stuart through a minority management training program (p. 111).

21 – The SPJ Ethics Committee and the International Community have worked together to translate the new SPJ Code of Ethics into several foreign languages (p. 112).

22 – Since November, the SPJ Legal Defense Fund Committee has considered six cases of legal action, but didn’t award any grants (p. 121).

23 – The SPJ Student Community is gathering information and feedback about internships, which are becoming rarer because of concerns about labor law (p. 123).

 

 

 

 

 

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