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Business Administration 101Board and Committee Formation and Operation
Charlene GausRegional Director Volunteer
Services
Kevin BarronDirector Volunteer Services
June 11, 2011
Martin CepedaPresident Montgomery County
Chapter
Do these three areas really go together?Board Development
DiversitySuccession Planning
From the Beginning . . .Strategic focus is needed to function and prioritizeIncreased institutional integration (needs of the Penn
State Alumni Association and University)Professional individuals act as an arm of the overall
Penn State Alumni Association
Build-a-BoardDon’t Leapfrog!
1st commitment
2nd consistent visionDiversity Factors
Skills and Talents
Values and Qualities
Mission and Vision
Step ONE: Mission and Vision
Diversity Factors
Skills and Talents
Values and Qualities
Mission and Vision
• Board members who truly want the organization to strengthen
• He or she must demonstrate a genuine commitment to the mission
• There must be a true willingness to dedicate their talent, time, and treasure
Your MISSION – Should You choose to Accept It . . Answer the basic question: “Why do we exist?”Provide direction when the organization needs
to adapt in any wayAttract volunteers, donors, and community
involvementReflect the mission of the Penn State Alumni
Association
VISION – The FutureWhat is the ideal goal of the organizationThink of it as the “dream” of the organization
– where do we want to be?Mission and Vision do go hand in hand
Step TWO: Values and Qualities
Diversity Factors
Skills and Talents
Values and Qualities
Mission and Vision
•Passion
•Integrity
•Adaptability
•Optimism
•Humility
•Confidence
•Selflessness
•Likeability
•Others?
Step THREE: Skills and Talents
Diversity Factors
Skills and Talents
Values and Qualities
Mission and Vision
• Match the affiliate group’s needs with individual skills
• Continuously identify the skills needed to impact mission
• Balance the styles and skills
What are these skills?
Accounting Marketing
Attorney Education
Other ideas?
Step FOUR: Diversity Factors
Diversity Factors
Skills and Talents
Values and Qualities
Mission and Vision
First question to ask –
Does our board reflect our community?
•Gender
•Ethnicity
•Age
•Geography
•Education level
•Profession
•Male/Female
•Other factors?
We know who we are looking for…
So, where do we find them?
Places to Look:Previous and current board
membersWithin current general
membershipFaculty and StaffSocial networkingRetirement communitiesProfessional community
SchoolsOther civic and volunteer
groupsNon-chapter social eventsPlaces of worshipData pullsOther ideas?
DIVERSITY•Weave it into the entire process•Look to our internal groups (alumni and university-wide)•It is not just the right thing to do – it is smart business
Make the Ask - Then Close the Deal!Remember the pyramidKnow your needsResearch the
volunteer/candidatesUnderstand/determine
their strengthsPersonalize the askUse job descriptions
Be honest about commitment needed
Show benefits Sell the opportunity to get
involvedNo doesn’t mean NoClose the “deal” w/ the
agreement form
Agreement Forms = Clear ExpectationsAgreement between current and new volunteerAllows for clear expectationsChance to review job descriptionsAllows each party to agree on volunteer levelsShows the volunteer that this is not a lifetime
commitment – we respect their time
Now What?Establish meeting times well in advanceCommunicate regularlyLimit meetings based off of board preferences and needs75-25 (strategic vs. reporting out)Bylaws/ConstitutionCommittee meetings as needed/warranted
The minute you think you've got it made, disaster is just around the corner.
Coach Joe Paterno
Uhhhh. . .We’ve Got a Problem HereThe Board for LifeThe Big BoardThe Hands on BoardThe Robert’s Rules Board
What is your board’s most pressing dilemma?
“I can't stand to sing the same song the same way two nights in succession, let alone two years or ten years.
If you can, then it ain't music, it's close-order drill or exercise or yodeling or something, not music.”Billie Holiday
Succession PlanningIn organizational development, succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players — such as the chief executive officer (CEO) — within an organization as their terms expire.
Succession Planning involves having senior executives periodically review their top executives and those in the next lower level to determine several backups for each senior position. This is important because it often takes years of grooming to develop effective senior managers.
Road Blocks Ahead
Reluctant to undertake new initiatives because they may not be there to see the success
Perception of dissatisfaction with performance
Ignorance of the need – the “someone will do it” mentality
Succession Models• What does your
board’s succession plan look like?
• Are succession plans “worked” regularly?
• When do these conversations occur and who is involved?
Recognize and Evaluate REGULARLYBe socialRecognize on a formal and informal basisRemember special occasionsParticipate in Penn State Alumni Association award
programsInformal evaluations on regular basisAnnual Self AssessmentSurvey Says….
The Pieces Do Fit Together
Board Development
Diversity
Succession planning