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Annual Board Elections

Each year, AIR holds elections for its Board of Directors – a vital process ensuring that AIR’s leadership reflects the diversity of opinions, values and interests of our organization. In 2021, there will be FIVE Director positions open.

Director roles are unpaid and all Board related expenses required of your participation will be paid for or reimbursed. This is a governing role and no individual contribution is required. Each term is for three years. 

To be eligible for the board, you must be a member in good standing for one year.  All current AIR members are entitled to vote in Board Elections.

The 2020 Elections process is archived below for r

Review 2020 Board Nominee Bios and Statements | 2020 Election Results

Key Election Dates (2020)

  • Nov 2: Nomination Period Opens: Monday, November 2
  • Nov 11: Member Elections Q & A Webinar: Wednesday, November 11th at 12:30 Eastern time.
  • Nov 13: Member Board Meeting: Friday, November 13th
     at 9 Pacific/ Noon Eastern.
  • Nov 17: Deadline for Nominations: Tuesday, November 17th  
  • Dec 1: Election Period Opens: Tuesday, December 1st (Nominee Bios and Statements | Voting Page)
  • Dec 15: Election Period Closes: Tuesday, December 15th
  • Dec 21: Election Results Announced: Monday, December 21st (Election Results Page)

The organization continues to look for ways to strengthen relationships with the podcasting industry, commercial studios and content marketing. This is not a criteria for consideration but insight into where the Board could add value in support of staff efforts and membership interests. 

Tena Rubio, AIR Board of Directors VP, will Chair the elections. If you have any questions about the elections, please contact Tena ([email protected]). For any questions regarding the status of your membership, please contact AIR’s Engagement Strategist, Erin McGregor ([email protected]).

Board FAQs

What is the responsibility of AIR Board Directors?

The typical description of Board Directors with nonprofits emphasizes financial oversight and governance. This is true and expected but AIR’s Board is also asked to contribute meaningfully to the vision of the organization. 

Financial oversight pertains to review of Profit & Loss statements, the annual audit, and confidence in the responsible management of expenses. As a nonprofit largely dependent on philanthropic support, some grant awards are restricted to specific activities. The Board receives regular reports to assure that grant requirements are met. Governance is specific to policies and practices that reflect the organization’s mission and meet its standards for a professional working environment in which staff, members and partner institutions are supported and met with integrity. The Board does not play an operational role and therefore does not make staffing decisions, does not manage staff or lead program implementation. The CEO reports directly to the Board and establishes annual budget and impact goals with Board Directors. 

Is prior Board experience necessary? 

Absolutely not. Your experience and journey are of value and assure a unique perspective and contribution.

How do Directors add value to the Board and organization?

There is no simple answer to this but those who are engaged, selfless, communicative and unafraid generally thrive on Boards. 

  • Engaged Directors are those who not only make themselves available and prioritize meetings and work related to AIR, but who actively provide guidance, introduce value, expertise and opportunities through their networks. They help to listen on behalf of the organization and socialize new directions as well. 
  • Selflessness is about serving for the greater good of the overall membership. Specific issues and groups often need to be lifted up and advocated for. We trust and mutually hold Directors accountable for balancing personal objectives and potential benefit with the priorities of the overall membership. The Board is not a platform for personal agendas or to direct staff and spending at will. 
  • The ability to communicate ideas, concerns and recommendations is highly valued. Board Directors are encouraged to make themselves accessible to the membership and to actively translate these conversations for Board discussion. Fundamentally, communicators are effective organizers and in an industry in which change is constant, the ability to communicate our narrative and intentions at the Board level is invaluable. 
  • Courage is highly valued. Our commitment and obligation is to limit the capacity and investment we make in reacting and responding to conditions that limit and devalue Independents. The majority of our efforts should be in building new spaces, practices and opportunities for Independents. To do this, we must assume strategic risks, hold ourselves accountable to change, defining the future, and providing courage so that a change in practice and relationships become possible. 

Are Board Directors paid? 

Board Directors are volunteers. There is no compensation for participating. Any expenses related to transportation, travel or lodging for Board meetings are reimbursed or paid for in advance by the organization. Directors & Officers Insurance to protect Directors for personal liability is paid for by the organization. There is no financial contribution required of Directors.

What is the time commitment of serving on the Board? 

The time varies but a general estimate can be gleaned from the following annual commitments. 

  • Quarterly Board Meeting
  • Annual Member Meeting
  • Annual Retreat 
  • Committee Meetings
  • Document Review

Regular conversations via Zoom, email and phone with the CEO and other Board Directors are to be expected as well. Absent travel time and the assumption of return to conferences and in-person meetings, the annual commitment is roughly 50-60 hours.