rrma

Ahh. I had gone toward "discipline" as removal from office, and didn't consider intermediate levels that would only need majority vote. Is there a way for a member to motion that ProblemDirector state his complaints explicitly? Once they've been addressed, I could read the rules you mentioned above, which would put the offender on notice? Thank you for this help. Obviously I'm new at this role, but so also is the board (in having a presiding officer that tries to follow the rules).

Discipline would be premature, but RONR would apply. There are still several members that ask me, "Should I be concerned about [random website] ProblemDirector showed me? He says the IRS can come after me personally."

They are aware, but right now the ProblemDirector can pretend good faith by "bringing attention to concerns" to the board. That the concerns are vague, accusatory, and change month-to-month I am not some what to do.

I am looking for help to deal with a problem board member making unfounded accusations. We are a 501c7 Social Club with 700 members. I am the board president and would like general or specific guidance the I could either do myself as president, or give to another well intentioned board member to make as motions of their own. The ProblemDirector (newly on the board) is accusing the board generally and Treasurer specifically of not following correct accounting procedures and violations of private benefit and inurement regulations from the IRS. None of it is true. We have read IRS regulations aloud during a meeting and tried to demonstrate that his understanding is incorrect, but he comes back with another misreading the following month. He is also not shy about telling association members that he is trying to save the club from being shut down by the IRS, who then show up at the monthly board meeting up in arms. The Treasurer has come to me upset because the rumors have moved out of the association and into the local business community that he is not doing proper accounting. Concern about defamation. Half the board knows the ProblemDirector has past personal animus toward the Treasurer and know this is deliberate, but aren't sure what to do about it. The other half of the board is scared that they will be "held personally accountable by the IRS", and are ready to walk away, because this level of drama is not worth it for volunteer work. What can I do to help move this toward a conclusion?