A nonprofit's board approves the budget, hires and evaluates the executive director, and sets the organization's direction. When members run for those seats, a membership organization stays connected to the people it exists to serve. If you have ever thought "someone should run," this step-by-step guide is for you.
Key points
- Member candidates keep a membership organization accountable and make elections meaningful choices rather than formalities.
- Board directors owe fiduciary duties of care, loyalty, and obedience, and most boards also expect fundraising help and a steady time commitment.
- Eligibility, nomination methods, and deadlines are set by your organization's bylaws and election rules, so read them first.
- A 12-week plan lets you file on time, build a focused platform, and campaign ethically within the rules.
- Win or lose, a campaign builds leadership. Committees and member-led campaigns are powerful ways to keep contributing.
Why member candidates matter
A membership organization's board is supposed to answer to its members. That accountability only works when members actually vote and when there are real candidates to choose from. Uncontested slates, low turnout, and boards that largely pick their own successors can drift away from the priorities of the people who pay dues, volunteer, and ride every day.
Save SF Bike was founded in 2015 for exactly this reason. When the San Francisco Bicycle Coalition's board proposed a bylaw amendment that would have removed members' right to elect the board, members organized, and the change was rescinded. You can read that history on our about us page. Voting rights were restored, but rights only matter when members use them, and running for the board is the most direct way to do that.
Member candidates bring something staff and appointed directors may lack: first-hand knowledge of what riders experience on the street and what members expect from their coalition. Competitive elections also encourage incumbents to explain their decisions and to share information more openly, which strengthens governance for everyone.
Understanding the role before you run
A board governs; staff manages. Directors set strategy, approve budgets, oversee finances and legal compliance, and hire, support, and evaluate the executive director. They do not usually direct day-to-day programs or supervise individual staff members. Candidates who understand that line make better campaigns and better directors.
Fiduciary duties in plain words
| Duty | In plain English | What it looks like in practice |
|---|---|---|
| Care | Pay attention and make informed decisions | Reading board packets, attending meetings, asking questions about finances, and seeking expert advice when needed |
| Loyalty | Put the organization's interests ahead of your own | Disclosing conflicts of interest, stepping out of votes where you have one, and keeping confidential matters confidential |
| Obedience | Stay true to the mission and follow the rules | Acting within the bylaws, the organization's stated purpose, and applicable law |
In California, nonprofit public benefit corporations are governed by the Nonprofit Corporation Law in the Corporations Code, which sets standards for directors and protects certain member rights. This article is general information, not legal advice. For specific legal questions, consult your organization's bylaws and a qualified attorney.
Fundraising expectations
Many nonprofit boards expect every director to make a personal gift each year, often described as "meaningful to you" rather than a fixed amount, and to help raise money through introductions, events, or donor outreach. Ask the organization directly what is expected. A good board makes room for directors from different economic backgrounds and values non-financial contributions, but you should know the expectations before you commit.
Time commitment
Expect regular board meetings, preparation time to read materials, at least one committee assignment, an annual retreat or planning session, and some events. In a busy month, the hours add up. The best way to get a realistic picture is to ask current or former directors how much time they actually spend, including during budget season and executive transitions.
Eligibility and the nomination process
Every organization's rules are different, so start with the bylaws and any separate election rules. Look for answers to these questions:
- Membership requirements: Must you be a member in good standing, and for how long before the election?
- Nomination methods: Does a nominating committee propose a slate? Can members nominate themselves or others by petition? How many signatures are required?
- Deadlines: When are nominations, candidate statements, and photos due? Deadlines can fall well before election day.
- Terms and limits: How long is a term, how many seats are open, and are there term limits?
- Voting method: Is it plurality voting, or something like ranked-choice voting? Our explainer on ranked-choice voting for board elections covers why the method matters.
- Conflict rules: Are staff, contractors, or their family members restricted from serving?
If anything is unclear, ask the board secretary or elections contact in writing and keep the response. Written answers protect you and the organization from misunderstandings later.
Building your platform
A strong platform is short, specific, and grounded in what a board can actually do. Aim for three priorities, each with a concrete action a director could take. "Make streets safer" is a value; "ask the board to adopt measurable advocacy goals with public progress reports" is a platform.
To build yours:
- Listen first. Talk with members across neighborhoods, ages, and riding styles. Ask what they want from the coalition and where it falls short.
- Do your homework. Read the strategic plan, recent minutes, financial statements, and annual reports so your ideas reflect how the organization really works.
- Stay in the board's lane. Focus on governance, strategy, transparency, and accountability, not on directing staff.
- Be constructive. Explain what you would build, not only what you would change. Voters respond to candidates who respect the organization's work.
- Name your skills. Finance, law, organizing, communications, fundraising, community ties, and lived experience all strengthen a board.
Save SF Bike's platform, which includes published minutes, public vote totals, and a contact address for the whole board, offers examples of governance commitments a candidate might adopt.
A 12-week campaign timeline
Adjust the timing to match your organization's calendar, especially the nomination deadline.
| When | What to do |
|---|---|
| 12 weeks out | Read the bylaws and election rules. Confirm eligibility, deadlines, and voting method in writing. Talk with family or your employer about the time commitment. |
| 11–10 weeks out | Meet current and former directors. Review financials, minutes, and the strategic plan. Start listening conversations with members. |
| 9–8 weeks out | Draft three platform priorities. Recruit a small volunteer team and a trusted reviewer for your materials. |
| 7–6 weeks out | Gather nominations or signatures if required. Submit your nomination, candidate statement, and photo well before the deadline. |
| 5–4 weeks out | Launch a simple candidate page or social profile. Ask for endorsements from members and community leaders where the rules allow. |
| 3–2 weeks out | Attend candidate forums, ride with members at events, and answer questions publicly. Confirm voting instructions and share them widely. |
| Final week | Remind supporters to vote, thank volunteers, and avoid last-minute claims that others cannot respond to. |
| Election day and after | Respect the process, congratulate other candidates, and publicly thank everyone who participated. |
Campaigning ethically within the rules
How you campaign shows how you would govern. These guidelines help you compete hard while protecting members and the organization.
Member lists and privacy
Never use contact lists you obtained through volunteering, past employment, or event sign-ups to campaign. Members shared that information for a different purpose. California law gives members certain rights regarding access to membership lists for purposes related to their interests as members, and organizations often offer to send communications on a candidate's behalf instead. Follow the official process, and consult the bylaws or an attorney if a dispute arises.
Endorsements
Check whether staff or current directors are permitted to endorse candidates. Do not imply that the organization itself supports you, and do not use its logo, email systems, or other resources without explicit permission. When you list endorsements, describe people's affiliations accurately.
Forums and debates
Prepare short answers on your three priorities, the budget, and how you would handle disagreement on the board. Be respectful toward other candidates and staff. Members notice who listens.
Social media
Stick to verifiable facts, disclose your affiliations, and avoid personal attacks. If you make a mistake, correct it promptly and publicly.
Diversity of skills and backgrounds
The strongest boards combine different skills, perspectives, and lived experiences. A bike coalition's board benefits from directors who ride for different reasons: commuters, parents carrying kids, delivery workers, seniors, people with disabilities, and riders from every part of the city, including neighborhoods that have historically been underrepresented in bike advocacy. Language skills and deep community ties matter as much as professional credentials.
Many boards use a skills matrix to spot gaps in areas like finance, legal knowledge, fundraising, communications, equity, and community organizing. If you bring a perspective the current board is missing, say so. That is a strength, not a weakness.
If you win: your first 90 days
- Days 1–30: Complete orientation. Read the bylaws, policies, budget, and recent minutes. Sign the conflict-of-interest disclosure. Meet the board chair and executive director.
- Days 31–60: Join a committee that matches your skills and platform. Learn how the budget is built and how decisions reach the full board.
- Days 61–90: Build relationships with fellow directors before pushing big proposals. Introduce one platform priority through the proper channels, and report back to members on what you are learning, within confidentiality limits.
If you don't win: other ways to lead
Losing a board race is common and rarely the end of the story. Some candidates win on a later attempt, after building relationships and name recognition. Meanwhile, you can serve on a committee, lead a member-led campaign, organize in your neighborhood, or mentor future candidates. Save SF Bike offers board candidate coaching for members who want to run, now or next time; learn more on our programs page and stay current through our newsletter.
Frequently asked questions
Do I need nonprofit board experience to run?
No. Many effective directors join a board for the first time. What matters most is a willingness to learn the role, prepare for meetings, ask good questions, and put the organization's mission ahead of personal interests. Orientation and coaching can fill knowledge gaps.
How do I find out if I am eligible to run?
Start with your organization's bylaws and election rules, which typically set membership requirements, nomination methods, and deadlines. If anything is unclear, ask the board secretary or elections contact in writing, and consult a qualified attorney for legal questions.
Does Save SF Bike help board candidates?
Yes. Save SF Bike offers board candidate coaching for members who want to run, covering topics such as understanding the role, preparing a platform, and campaigning within the rules. See our programs page or contact us to learn more.
Thinking about running, or know a member who should? Reach out and we will help you understand the process and get ready.
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