BRATTLEBORO — This story states that the NECCA board knew “full well” that “the emotional resonance” of firing founders Elsie Smith and Serenity Smith Forchion “would upset the community” and that the coaches had warned the board in advance that they would resign should the board take this action.
The Board of Trustees has a fiduciary duty to show care, obedience, and loyalty to the organization. In the midst of ongoing fundraising, confidence is a necessity, and rapid growth requires stability.
It was not responsible to be warned in advance, yet still inflict an act that would undermine the confidence of donors, the public, and other stakeholders. Without staff, the organization would risk financial instability at a time of rapid change and growth.
As this article points out, there is nothing atypical about NECCA's organizational structure, nor are challenges regarding resources, power structure, or personnel atypical.
The board demonstrated exactly why international art organizations do not choose small towns as a base. Not only are financial resources limited, but also such organizations are limited in finding locally qualified board members and administrative staff.
Nimble Arts, the founders' company, was a solution, albeit a complex one, to resolve the issue with attracting and retaining qualified coaches.
The former board had the heart, passion, and commitment to the organization but not the skills required - diplomacy and good judgment - to lead this organization effectively.
Brattleboro is extraordinarily fortunate that Elsie and Serenity have chosen southern Vermont to established the first circus center in the United States. If NECCA can recover from the board's decision, then it will not have been a mistake on the part of the founders.