Question 3

Chapters cannot plan responsibly with delayed or incomplete financial information. As a board member, I see timely, reliable financial data as a core governance obligation, not a courtesy.  We are a large organization with 63 chapters, hundreds of groups, robust national campaigns and department profiles—all with budgets. Our financial team—staff and board treasurer–work to ensure timeliness and transparency. As a board member I would focus on four priority areas:

First, I support clear standards and timelines for delivering national financial data to chapters, including regular reporting schedules that chapters can rely on for budgeting, hiring, and program planning. The board should expect—and monitor—on-time delivery of chapter-relevant financial information in the same way it monitors national fiscal performance.

Second, I will continue advocating for transparency and usability of financial data. Chapters need information that is timely, accurate, and presented in a form that supports real decisions. That includes early warnings about potential national shortfalls rather than last-minute directives. 

Third, I would prioritize ensuring that risk is not pushed downward. Protecting chapter solvency means resisting policies that require chapters to backstop national budgets. When national financial adjustments are necessary, they should be planned, communicated early, and shared equitably.

Finally, we should strengthen ongoing structures that include chapter leaders in financial conversations before decisions are finalized. Chapters are not just implementers; they are stewards of Sierra Club’s mission in their states. Giving them timely data, real voice, and predictable processes is essential to maintaining trust, stability, and long-term financial health across the organization.

A few years ago, I chaired a Chapter Funding Task Force and worked with staff and chapter directors to assure a base level of funding. As a director, I will work with our current Treasurer, a former chapter chair herself, and our Chief Financial Officer, who are best able to assure timely delivery and advise the board on assuring adequate funding.

I understand the frustrations that arise when faced with obstacles around funding. I also acknowledge that when operating in an organization of the Sierra Club's size, certain protocols are in place to ensure we function as efficiently as possible. With that in mind, the board can appoint a task force to review the timeline of financial data releases. Relationships across all levels of leadership need repair. We can improve our partnership by nurturing a spirit of reciprocity.

Ensuring that chapters are included along the way to whatever extent we can is paramount. While I know that it may be impracticable to include chapters in every detail regarding budget planning, we need to be able to have regular communication with chapters and their leaders about where we are at. This also means offering support in real time while chapters are dealing with budgetary uncertainty. Whether that is ensuring that they are fully supported in their advancement and membership goals, or offering a listening space to hear their specific concerns. These concerns must inform the national budgetary processes as ensuring that their voices and concerns are elevated to the board of directors is vital. The board of directors must be able to fully understand how budgetary decisions (and budgetary uncertainty) impact each and every one of our chapters while also helping our chapters understand that we must all be in this together, and that at times there are difficult decisions to be made.

As a board member, I will be ready and  willing to spend whatever time is needed with staff and members at any level that will help us get financial information out the door as quickly as possible.

The Board should ensure that chapters are updated on a quarterly basis, at least, about the current overall financial well-being of the Club, provide chapter leaders meaningful opportunities for input on proposed policy changes affecting chapter financials, and seek input early in the annual budgeting process on the national programs and funding that is most important to chapter level work. To their credit, for several years even as national level programs were seeing substantial cuts, the Board has required that the baseline funding for chapters be kept at the same level. They also invested in increased fundraising support for chapters. Meanwhile there is an investment underway in implementing a better system for tracking and sharing financial data with chapters. Delays as bugs are being worked out and the inevitable challenge of training and transition means these solutions are slow in coming.  

The bigger issue is that Sierra Club entities are too often siloed in this large, complex organization, creating a sense of competition for limited resources among chapters, campaigns, national programs and more. This has to end. It will require a sustained commitment to long range thinking and planning that rewards collaboration and encourages synergy to increase our effectiveness, build greater capacity and secure more resources. A critical part of going forward is to create room for good ideas to increase our effectiveness and efficiency to rise up and be quickly implemented, while eliminating legacy processes and requirements that are no longer needed. 

It is important to plan and have deadlines established to be met in order to ensure timely delivery. As a board member, I will follow the chain of command to follow up with those involved in the financial data that will be provided to chapters. I will also be sure to respond to Chapter leaders regarding questions and concerns regarding national financial information. I would encourage chapters to have a plan as well as a back-up plan in the instance of any national financial shortcomings and work with chapters and support staff to provide guidance on compensation for any national financial shortcomings. I believe timely communication is important when handling financial matters at any level of the organization. 

I will support the Board’s responsibility in establishing clear policies that require timely, consistent, and transparent financial reporting, along with defined accountability for all entities involved. I will support the board actions that provide strategic oversight to ensure that key stakeholders are engaged, take responsibility and accountability for developing a process that sets clear expectations, assigns appropriate responsibility, ensures clear authority for decision-making and timely information sharing .