I'd also suggest maybe it's time to start writing down the responsbilities of each board member. Given the situation you are in, I wouldn't approach this as a formal "by-law creation" exercise that requires a vote.
The next time you get together, state that most of board is new and the board seems to be struggling with identifying what needs to be focussed on. Stick to the facts. Then suggest that each bd member take some time to jot down what they think are their responsbilities. Schedule a time to get together informally over coffee and cake to go over everyone's ideas. Write them down as an informal agreement within the board. The key will be to keep it respectful and minimize the "you need to..." type of discussion. Assume that each person can figure out most of what they need to do, and that the list can be adjusted during the year as needed.
Better yet, talk to the pres. and let her suggest doing this. This will give her a constructive leadership role, and by letting her take the credit for the idea, may smooth the waters between you.
Since you don't have by-laws or other written guidelines to utilize I will make a suggestion as to how to operate. View your parent group as a business-you make money, you spend money, you market your "product", you "hire employees" and direct them in a job. So when something comes up look at it in terms of how it will affect the business and what would be the most sound financial, marketing, or employee decision to insure the success of the business. Keep in mind that you're a non-profit and working with volunteers, but looking at your group's operations from the business standpoint may help guide you.
Thanks for the advice. Sadly, we do not have bylaws or a charter, so we really only have the prez for guidance, although I have been relying on the former prez alot myself. It's kind of hard to know when and where to make decisions when you have no idea what is appropriate. I'm one of those who didn't walways attend meetings but did volunteer so I had absolutely no idea what exactly the board did. And yes, I do agree that the tres should have gotten control of things before this--there's a bit of a ditz factor at work here.
LUVMYKIDS has the right idea for addressing the immediate problems within the board.
The only thing I would add is that the rest of the board should not be waiting for the prez to tell them what to do. If you have by-laws or a charter describing Roles and Responsbilities, that should be the guiding description for each board member. Granted each should keep the prez (and the rest of the board for the most part) informed of what they are doing, what problems encountered, and so on, but each role must have a certain amount of decision making authority without getting the permission of the prez to act.
You stated that the treasurer didn't act to get the bank statements for 2 months because the prez didn't tell him/her how to do that. This example may not apply to you, but what if the pres had not been treasurer before. How would the prez tell the new treasurer how to do the job? IMHO, the treasurer should not have waited so long to try and take control of the books (and, BTW, get the signature cards updated).
I wouldn't recommend your taking the leadership role since the two of you have already had issues. Instead I would suggest that the rest of the officers work together to resolve problems and keep communicating with the Prez on the issues.
For example: The treasurer needs the bank statements. She calls the Prez and tells her the problem. The Prez doesn't respond so she asks you for advice. You make your suggestion to go to the bank and the treasurer decides that's a good idea and follows through. She then calls the Prez and tells her that the problem was resolved and how.
You've kept the Prez in the loop by communicating with her throughout the process. She can't claim that you're taking over because the other officers are making the decisions too and she was informed. If she is unhappy with a decision, she has no one to blame but herself because she was notified of the problem.
I am the new VP this year, never held a board position before, with an all new board except prez, this is her second year. Last year she had no board except for a treasurer who embezzeled funds. This new board is very gungho and wants to make this a better year as last year very few projects actually got done and we made very little money.
My problem is the prez shows virtually no leadership. We are not asking to have our hands held, just some guidance! We had a sit down and discussed what everyone's role would be, but that is not enough. I have the treasurer calling me asking where the bank statements are kept because no one knows! (I told her to get them from the bank) We are two months into our school year and she is just now figuring out what she needs to do--because the prez has not instructed her.
This is just one small example, I could go on and on. I am reluctant to step up and give guidance (I am good friends with former prez so I do have some knowledge about how to run things) because the current prez and I have butt heads already and I run the risk of alienating her further.
I should also mention that the prez is rarely available for communication as she is very busy (who isn't?!?)
Is there some way I can talk to her without angering her further and tell her we need better leadership? Or do I not worry about making her mad and just step up and do what needs to be done?
