Robb Montgomery

These organizations must prove their worth by helping their members become digital journalists, find jobs and set up independent operations.

This great quote from Steve Myers in his Poynter article that examines the state of U.S. journalism trade associations has me thinking about ways that SND must redesign to meet the digital journalism era. Please add your ideas to this posting in comments. I am pretty sure that SND members have great ideas that can help the organization reconfigure to serve present and ongoing member needs. I am a member of SND and the group has been a vital force in shaping me and sharpening my visual journalism skills.

1) Look closely for a model to copy.

How about we begin by looking at a journalism trade group that has increased membership over the last few years. One that has sold out the last two conferences.
What are they offering their members?

Why first not steal a page from the Online News Association and adopt a membership management platform like http://www.yourmembership.com/.
This is low-hanging fruit. An easy move to administer.

At the very least SND should give their members a search bar for the Web site.
Looking closer at this Web platform reveals that there are many other tools that will help organize an active Web site and keep members up to date in real time. Notice how ONA smartly includes other group’s workshops in their calendar listings . . . That adds value for members.

Of course, ONA is the trade group highlighted in Steve’s article. The one with 20 percent member growth last year, the one with some positive buzz.

2) Hire a fundraiser for your Executive director.

Raising money is the main function of any non-profit’s paid boss and staff. And expertise in grant writing is mission critical.
Fund raising takes the pressure off of members having to support all initiatives that cost money. This exec doesn’t need to be a digerati to lead in this area. BUT they do need to know and adopt the best practices of other non-profits that have had great success in using social media.

This Harvard Business article “Why Non-Profits Are So Good at Social Media” details this issue wonderfully.

Here’s the key for managing the exec’s role.
Their contract can be renewed - but only if they perform in the fund raising area in measurable ways with targets set by the compensation committee.
A one year, renewable contract with incentive pay for this function should be discussed.

An incentive, goal-driven apparatus prevents a non-performing executive director from hanging around too long and also the backlash the elected leadership may encounter from not renewing their contract.

3) Consider a reorganization.

SND was formed as a 501(c)(6) non-profit organization.
A 501(c)(6) is specifically reserved for Chamber of Commerce organizations, economic development corporations, real estate boards, trade boards, professional football leagues, and other types of business leagues.

501(c)(6) status is simple to achieve but does limit the benefits the non-profit can offer donors.
Note: SND also does operate a small foundation that was incorporated as a 501(c)(3).

The difference between these two classes is huge and the burden of proof, reporting to the IRS and standards of conduct are much more stringent for a 501(c)(3) than they are for a trade group or 501(c)(6).

But it may be worth it to explore dissolving the 501(c)(6) and reaching for the higher calling of a 501(c)(3)

As a 501(c)(3), SND could go after different pools of money and donors could claim such gifts as tax deductions.
But, beware. It can take a long time to earn the 501(c)(3) status. Three to 12 months to get a temporary approval and years for permanent status.

e.g. 2008 was the first year that the IRS removed the temporary status for the Visual Editors charity. This is normal because the (c)(3) charitable classification requires a solid track record of financial reporting.

4) Decide on a the type of membership you need to serve the group.

When I founded the Visual Editors charity five years ago as a 501(c)(3) I studied all the options for non-profits and filled out reams of registration forms and took sage advice from legal council.

One of the first things you have to decide as a charity is who your membership is and if you intend to hold elections from a dues-paying membership. As a small peer-to-peer education-based charity, Visual Editors decided to remain small, nimble and manageable. The Visual Editors board decided it could operate best with a directed membership. In other words the members of Visual Editors are the directors and the group operates as a public charity to benefit all people.

Much of the criticism of the SND board has been targeted at the fact that is very large and prefers to operate outside of members purview. In my experience, operating in such a manner is what causes so much friction. This practice led to the flood of comments from members in the recent reports and articles about the recent departures. On Visual Editors, on SND’s site and in blogs, here, here, and here.

I can sympathize with those who have voiced their outrage over the board’s closed door policies.
One time, a few years ago I was in town for an SND event early and thought I could have the chance to finally see a board meeting in progress. (The all day board meeting is held before the convention actually begins)

A week before, I asked the vice-president if, as a SND member, I could witness the proceedings. After consulting with the executive director and the president, I was told that I could come only if I had something to present to the board. In other words, as a member I was told not to come unless I had business before the court. That experience really disappointed me.

It also contradicted my reading of the group’s bylaws and the very nature of an organization that holds member elections for officers. The bylaws state that all meetings are member meetings.

The president clearly saw that I was in the right to make the request but felt powerless to act on it because of past precedent.

I have no problem with a directed membership. Not at all.
SND can choose to operate as a directed membership if they think that system serves the needs of all in the most efficient manner.

But to do this, SND would first need to dissolve its current organization and members would have to vote to build the new structure to be organized as a directed membership.

This would eliminate all the provisions for notifying all members of ballots and holding elections from the membership at large.

So the question becomes is “Can a nonprofit change from member to board directed group without compromising it’s charter?”

Your redesign ideas need to be heard.

These are the four top ideas I have for a redesign of SND. But that is only a start.
What are your ideas for a redesign of this valuable resource for visual journalism?