Executive Directors: The New Profit Center for Chapters and Districts

1. Executive Directors:The New Profit Center for Chapters and Districts East Central District QuickStart Conference September 20, 2003 Columbus, Ohio PO Box 13604 • Charleston, WV 25360 304.984.0308 • fax: 304.984.3718 • www.homesteadlane.com

2. Pressures facing chapters • members’ time • can’t recruit volunteers • financial management/bill paying • mundane, repetitive tasks • lack of time for leadership and planning • accuracy and timing of mailings • fundraising

3. Benefits of hiring executive director/administrator • leadership continuity • institutional knowledge/history • increased level of professionalism • someone to handle repetitive tasks • single point of contact • Accountability: accuracy, details, timing • mailings • database management • web site management and maintenance

4. What are the biggest challenges you face in managing your chapter?

5. What an executive director can NOT do • be the president • lead the chapter • substitute for chapter leadership • set policy • audit the bank accounts and financial records

6. What an executive director CAN do

7. Financial management and record keeping • budgeting • bill and collect dues and meeting fees • assure accuracy of accounts payable • deposit checks, pay bills, balance checkbook • make your money work for you

8. Staff support for chapter leaders • single point of contact for telephone, mailing address, web site/email • continuity between presidents • organizational history • maintain supplies • recommend policy • sign contracts • be a manager/secretary/reminder service • give you someone to yell at

9. Publications • write newsletters • compile directories • work with printers • solicit advertising

10. Meeting and speaker arrangements • negotiate with meeting facilities • confirm speaker arrangements • handle meeting reservations, check-ins, fees, collections and payments • send follow-up letters to speakers and facilities

11. What traits should the executive director have? • entrepreneurial spirit • understanding of associations and working with members and volunteers • understanding of the public relations profession is a bonus, but can be taught • task oriented • have vision to see future possibilities for the organization

12. How can my chapter afford an executive director? • paying for knowledge and expertise • pricing can be task-based • management contract/employee arrangement • flat monthly fee • retainer plus hours over a certain number • commissions based on performance • bonus based on performance • budget for their expenses for supplies and activities

13. Specifying duties and support • duties should be specifically listed so everyone is comfortable with the work being undertaken for the compensation available • gives the board a yardstick by which to evaluate and compensate the executive director • be as specific as possible without writing the great American novel • update bylaws to reflect new staff position • support is a two-way street: exec supports the board and members, and the board has a responsibility to support the activities of the executive director

14. The responsibilities of the Executive Director shall include: • serve as administrator of the organization. • serve as professional advisor to the Board. • recommend appropriate policies to the Board. • implement effectively all policies adopted by the Board • keep the Board fully and accurately informed about programs and services. • interpret the needs of the organization and present professional recommendations on all problems and issues considered by the Board.

15. The responsibilities of the Executive Director shall include: • assist President and Treasurer in developing Chapter budget and keep the Board informed concerning budget performance. • assist Officers, Board members, Committee Chairpersons and Chapter members as required or requested.

16. The responsibilities of the Board of Directors shall include: • consult with the Executive Director on all matters under consideration. • delegate responsibility for all administrative and executive functions. • share all communications with the ED. • provide support to the ED in carrying out professional duties. • support the ED in all decisions and actions consistent with policies of the Board. • evaluate the performance of the ED.