# The officers of the Noble Company of the Rose are named by the ''Magister Rosae'', with Board confirmation.
As our membership has shrunk, it has become increasingly difficult to find candidates to stand for Director. While it was not long ago that the size of the Board was reduced from fifteen to nine, it may be time to consider additional reductions. '''Proposal #6: The Society should consider linking the number of Directors to the size of the membership, with a maximum of 10% of the membership and a minimum of five.''' The [[By-Laws]] permit the creation of an [[Executive Committee]] as a smaller version of the Board, with very broad authority to act when the Board does not meet. The motivation for this was two-fold: first, when meetings are held in person, it becomes difficult and expensive to bring Directors together on a frequent basis; second, the large Board had become unmanageable. Given that the meetings are now largely held via teleconference, and that the size of the Board has been cut, neither argument remains. '''Proposal #7: The Society should consider discontinuing the use of the Executive Committee, and perhaps consider removing the option from the By-Laws.''' ---- There exist a variety of other structures that might ways for a non-profit to be worth considerationmanaged:
# Strong Executive Director, with a weak Board whose duties are reduced to contracting with the Executive Director.
# Shared power between the Board of Directors and an Executive Director (similar to the present situation).
In future, The first of these is idea when the Society needs a structure that perfect Executive Director is not dependent upon one available. This was the structure of the Society for much of its first several decades. It suffers from major trauma and interruption of services when an Executive Director leaves (or two peopledies). There are three non-exclusive ways The second of these is best when it's desired to approach have paid staff, but to keep expenses low. The keys to making this state:form work are excellent documentation of procedures and gentle oversight.
# Delegate duties as widely as possible, avoiding concentration The third of unrelated duties in any individual.# Document these -- the process present situation -- is often unstable, with responsibility and procedures of each role authority divided in sufficient detail that a competent individual uneasy ways unless carefully documented (with appropriate subject knowledgewhich this [[Main Page|Wiki]] is an attempt to address) would know how to proceed.# Identify mission-critical tasks and hire them done, either by outsourcing or hiring staff.
'''Proposal #68: The Society should move pursue conversion of the administration from the present "shared power" arrangement to transfer all responsibilities presently held by Consuls to other volunteers that do not benefit from being performed at Headquartershaving a strong Board overseeing largely clerical staff.'''
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