Hi all!

Most of us have been there, had to do that. I (as an executive director)
don't care for the role, as it forces me to be less participatory at
meetings, and puts me in a role of administrative support rather than
manager. And to be honest, I think I'm more sensitive to it as I'm a woman
who's younger than most the board...

Some points I've made with my current and past boards:

- I can type a grant request as fast as I can minutes - which is a more
valuable use of my time if a volunteer can help with the latter?

- Check parliamentary procedure; minutes are your LEGAL record of the actions
of a meeting - it gets held up for review when there is a later question.

- The state corporate code usually requires the corporate (board) scty. to
manage the records and minutes (and usually your membership list). They must
review minutes if they do not create them. This is a liability issue should
there be a problem.

- They can be concise and should summarize (not record word-for-word) a
meeting, but be clear what the issue and its resolution were. Who made a
motion and who voted for or against it can be important later, so write it
down.

- Politically, there is a benefit to writing them as a staffer (the writer
creates history...), but when I do, I have the secretary review them before
publishing.

Just my thoughts - Laura Bajuk, E.D. Museums of Los Gatos

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