MNLA LEADERSHIP ORIENTATION MANUAL - c.ymcdn.com · MNLA LEADERSHIP ORIENTATION MANUAL ... payable to “HMG-NPRC. ... 2 You are encouraged to share this workbook with your vice president

MNLA LEADERSHIP ORIENTATION MANUAL

Document G

Committee Planning Workbook While written for the presidents of a non-profit organizations like associations, this document provides valuable insight for all association leaders, including board members, committee chairs, and committee members. Thanks to Robert Harris, CAE, for providing this information at no charge on his website www.nonprofitcenter.com.

http://www.nonprofitcenter.com/

Used by1,000's ofOrganizationsto Improve CommitteeEffectiveness

How to properly Use Committees

How to Avoid Goal-Setting Failures

Sample Mission Statements

How to Manage Committees

How to Choose Committee Chairs

How to Assign Goals and Chairs

...complete with forms and worksheets!

This workbook is not copyrighted, but rathera "copyFREE" tool you may share with others. Visit nonprofitcenter.com for additional copies and other helpful resources.

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The President’sCommittee Planning

Workbook

The workbook is purposely NOT copyrighted. It is meant to be acopyFREE tool for the use of successive board presidents and sharedwith non-profit organizations.

For assistance with leadership orientation, strategic planning,operating audits, seminars and association operations, contact BobHarris, CAE at 850/570-6000 or [email protected].

If you prefer to order a spiral bound, color, copy send $24 plus $6 s/hto the following address, payable to “HMG-NPRC.”

Bob Harris, CAENonProfitCenter.com335 Beard StreetTallahassee, FL 32303 USA850/570-6000 FAX 850/297-2800

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Table of Contents

The President’s Committee Planning Workbook ............................................................... 2

Table of Contents................................................................................................................ 3

Congratulations – You are the Chief Elected Officer!........................................................ 4

Introduction......................................................................................................................... 5

First Things First – Gather the Documents......................................................................... 6

Importance of Planning....................................................................................................... 7

Using Committees............................................................................................................. 10

Committees Go by Many Names...................................................................................... 12

Avoid Failure .................................................................................................................... 13

Don’t Set Goals in a Vacuum ........................................................................................... 15

The Mission Statement ..................................................................................................... 16

Sample Mission Statements .............................................................................................. 17

Re-Structuring Committees .............................................................................................. 18

Selecting Your Committee Chairmen............................................................................... 19

Planning Terminology ...................................................................................................... 21

Committee Descriptions ................................................................................................... 23

Committee Humor ............................................................................................................ 26

Committee Volunteer - Form............................................................................................ 27

Goals, Chairs and Vice Chairs - Form.............................................................................. 28

Committee Acceptance - Form ......................................................................................... 29

Strengths, Weaknesses, Opportunities & Threats - Form................................................. 30

Committees Recommend; Boards Approve; Staff and Volunteers Implement

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Congratulations – You are the Chief Elected Officer!

The workbook assumes you are theincoming chief elected officer1 of aboard driven, nonprofit organization.Or, you may hold the title ofpresident-elect or vice president andhave begun setting goals for yourterm of office.

In your important leadership role youare expected to oversee and guide theactivities and programs that members’and shareholders expect.

Goal setting can seem overwhelmingat the start of your term --- but it doesnot have to be! By considering yourcommittee choices and charges inadvance or, or early in your term, youwill improve your likelihood of asuccessful presidency.

The President's Committee PlanningWorkbook provides a blueprint forplanning your term of office2.

By reviewing the essential governingdocuments and structure of theorganization; by setting goals andstrategies; by delegating tocommittees; and assigning deadlines,your term will run more smoothly andbe more rewarding for you, yourleadership team and the staff. 1 Synonymous with the title of PRESIDENT, CHAIRMAN, CHAIRWOMAN,

or CHAIR.

2 You are encouraged to share this workbook with your vice president orpresident-elect so that they too have input into thecommittee goals and assignments.

President’s Committee Planning Workbook 5

Introduction

Planning your term of office will beone of the most important processesduring your presidency. The earlieryou start the planning process, thebetter. The planning you do now willcharacterize your style of leadershipand most likely determine theoutcomes.

Your aim is to develop a team ofvolunteers who understand and agreewith your plan of action. You canbuild a corps of volunteers with aneffective structure of committees.

'Failing to plan is planning to fail.' Ben Franklin

When a leader fails to build a solidplan, his or her term ofservice may end withoutany significantoutcomes. Ask yourselfnow, “What legacy do Iwant to leave during myterm as the chief electedofficer?”

If you fail to plan, thelack of goals and charges

to the leadership and committees willcause frustration for those whovolunteered their valuable time.Members, staff and stakeholders willbe looking to you for direction, goalsand the best use of resources.Without your plan, they will have noclear direction, allowing crisis

management to take over rather thanmaintaining consistent forwardmomentum for the organization.

Also ask how you will measureperformance and success during yourterm? By setting clear, crisp goals forcommittees you’ll have a means formeasuring success and keepingvolunteers working on your projects.

If the organization’s constituents,such as members, prospects, donorsand suppliers perceive that you haveno plan, then their support maydwindle. They want to know of thegoals set for your term of office.

Use this workbook as a guide toforming committees, identifyingqualified committee chairs, andcharging them with goals and actionsteps3.

3 Action steps focus on delegation, accountability,quantifiability and time frames.


First Things First – Gather the Documents

As you plan your year of goals andcommittee assignments on thefollowing pages, you will want tohave several documents at hand.These include:

Mission, Vision and ValueStatements

Bylaws and/or Articles ofIncorporation

Minutes from Recent BoardMeetings (Review any “unfinishedbusiness.”)

Strategic Plan

Annual Budget (Review line itemsfor priorities.)

Board of Directors Roster

Staff Roster

Committee Rosters (Standing, AdHoc, etc.)

Organizational Chart

Other Items to Help you Plan

Review these documents to be sureyour goals and committeeassignments take into account existingprograms and activities.

Also take time to request the input ofothers by talking with past leaders,other board members, currentcommittee chairs and the staff, aboutwhat they feel should be achieved inthe year ahead. (You don’t want to setyour goals in a vacuum.)

Goal setting doesn’t necessarily meanwriting NEW goals or creating morework. Some good presidents set agoal of streamlining the organizationand reducing programs if necessary.

[Some elected presidents view theirterm of office as a 100-yard dash.This is not healthy for the president orthe organization. Think of the year asbeing part of a marathon to be runover several years; recognizing thatcertain resources and programs arealready underway.]

Many successful presidents focusattention on just two or three goals,and measure their success within eachgoal category by defining one or twostrategic outcomes. For example,within the goal of, “ImproveGovernment Advocacy,” themeasurable strategy is to “hire alobbyist” or “create a political actioncommittee (PAC).”


Importance of Planning

Planning defines the vision as towhere the organization should headduring your term of leadership. Thatvision affects the day-to-day decision-making processes and the allocationof resources.

Your plan willserve as a

compassor map for

finding waysto best meetmembers’4

expectations andneeds. During planning,consideration must begiven to the availability ofresources, such as funds,

volunteers, staff andother projects.

While your committee goals willprovide direction, they should remainflexible --- changing as needs arise.You may find yourself having toadapt to internal and externalinfluences on the organization,especially technology, competition,economics, politics, governmentregulation, and demographics.

Consider these aspects of planning:

4 Members – synonymous with shareholders,stakeholders, contributors, donors and interestedparties with an interest in the well-being of theorganization.

• Assumptions must be made forforming the basis of your goalsetting and committeeassignments. You will have tomake assumptions based onprecedents and needs. Forexample, you might assume thatmembers will renew their duesnext year if their needs continue tobe met. Or, that the economy willbe strong enough that yourorganization’s various forms ofincome will continue without toomuch change. If you know ofnegative impacts on theorganization, consider themcarefully as you plan the year.

• The organization’s internalstrengths and weaknesses shouldbe considered. For example, youmay know that you have a loyaland trained staff – a definitestrength. An internal weaknessmay be outdated office equipmentand computer software. A formfor conducting your ownS.W.O.T. survey – strengths,weaknesses, opportunities andthreats is included in theworkbook.

• You should take intoconsideration externalopportunities and threats. Threatsof terrorism could be an externalweakness that impacts travel toyour annual conference and the


need to improve on-line services.New government regulationrequiring members to seekadditional education from yourorganization could be anopportunity.

• A mission statement identifies thepurpose of the organization, whoit serves and what it offers.Everything in the plan must fitwithin the bounds of the missionstatement.

• The organization may have avision statement and valuestatement. A vision statement is along-range, broad visualization forthe organization. (Not allorganizations have a visionstatement.) Value statements, ifthey exist, express what theorganization has determined to bemost important. (For example,being a proponent of diversity,integrity, and collaboration.)

• Strategies are sub-goals. Forexample, you may charge theMembership Committee withincreasing membership by 10%during your term of office. Thestrategies might include “maintaina retention rate of 95% and recruit100 new members.” Each goalyou develop will have one ormore strategies for the committeeto achieve .

• Action steps are subheadingswithin the goals and strategies,explaining how they will beachieved. For example, anincrease in membership is a goal,and the strategy is to targetstudent members, then the actionmight be to assign a committee tovisit colleges, to have the staffcomplete a mailing to students,and to design a special brochurefor students.

Public Relations ValueA plan has a public relations value ifyou take it this far. In addition tocharges to the committees andpriorities to the board, others willwant to know what you plan toachieve.

You can communicate your majorgoals and how they will benefit theorganization, industry, trade, etc. bydistributing a press release, includingit in yourpresident’smessage,and/orcreating sflyerannouncingthe

organization’s new goals.

Adoption of the GoalsBecause the president generally hasthe power to appoint and charge


committees, you can probably createyour program of work without theboard’s “blessing.” However, youmay want to ask the board of directorsto review and/or adopt yourcommittee goals. The board will offersuggestion that you may want to

incorporate in your plan. This processcreates a “buy-in” among yourleadership team and reminds everyonethat this is the focus for your year inoffice.


Using Committees

The most effective organizationsutilize a structure of committees toperform the work.The likelihood of accomplishing yourplan of work – your goals – issignificantly increased by delegatingthe work to various types ofcommittees.

AxiomCommittees are in place to advancethe work of the organization and itsboard of directors. Boards should notdo committee work at the board table.

Remember this rule: Committeesrecommend, boards approve, andstaff and volunteers implement.

Leadership DevelopmentIn addition to getting work done,committees are an excellent methodfor developing leadership skillsamong new volunteer leaders.

You will have opportunities to assesshow eager volunteers handle specialprojects.

What Kind of Committee?There are many forms and types ofcommittees. You will be concernedwith what committees exist in yourorganization and your authority tomake changes and appointments.

Typically, the president inheritscommittees that were formed throughthe authority of the bylaws or by theprecedent of past presidents.

Bylaws generally call for two types ofcommittees: STANDING and ADHOC. Take a moment to identify thecommittees that exist in yourassociation.

Standing committees are a relativelypermanent part of the organization'sstructure. They continue indefinitelyand are usually described in thebylaws.

Ad hoc committees are temporary,and may be called task forces. An adhoc committee is formed for thepurpose of handling a specificconcern. When the committeeaccomplishes its goal, it disbands.

Project ManagementYou are encouraged to use a projectmanagement process for achievinggoals. (A good resource on theInternet is the Project ManagementInstitute at www.pmi.org.) After youset your goals, break them into


smaller components that can be moreeasily understood and achieved.

For example, if an increase inmembership is your goal, break itdown into categories of members orspecific quantities. Then consider theresources each committee has that canhelp you achieve the goal. While themembership committee may be thefirst group to assign a task too, alsoconsider that maybe the conventioncommittee or education committeecould also be involved inmembership.

Multi-Committee AssignmentsYou can also assign goals to multiplecommittees, ask two more committeesto work on a mutual goal. Forexample, you might ask themembership committee and thepublications committee to work on aspecial goal of improving membercommunications.

BudgetsSome organizations allocate funds forthe committees to conduct their

delegated work. If this is true in yourorganization, you’ll want to consideryour committee charges and how theyaffect the budget.

Committee AuthorityMany organizations make it clear tocommittees, usually stated as a policy,that no committee has authority forsigning or entering into contracts.The organizations itself, and staff,should be aware of all contracts andshould not be surprised by the actionof a committee.

Original WorksIt is possible that a committee may becharged with creating a document,curriculum or program that results insignificant value. Some organizationsrequire committee members to assignall rights to the creation of originalworks to the organization, makingclear the rights don’t belong to thecommittee or its members.


Committees Go by Many Names

Beyond the previously describedstanding and ad hoc committees,today’s organizations are respondingto the limitations and needs ofvolunteers by creating new forms ofcommittees. This is usually theprerogative of the chief electedofficer.

For example, many volunteers havelimited time toserve on acommittee. Youcan solve this bycharging a taskforce or “fastcommittee” with anarrowly definedtask that must be

completed in four weeks. Today’syounger generations will not serve ona year-long standing committee butoffer excellent service on short termprojects.

And, by utilizing technology, it ispossible to have committees thatnever meet in person but do theircollaboration using web-meetings,chat rooms, listservs and conferencecalls.

Consider how you can utilize variouscommittee forms to advance your yearof work.

Standing Committees – identified inthe bylaws, appointed annually.

Ad Hoc Committees - formed forspecific or immediate problems orneeds. A.K.A. “fast committees.”

Task Forces – appointed for aspecific purpose, disbanded uponcompletion of task. A.K.A. ad hoccommittees.

Knowledge Networks – focus on asubset of interests; relativelyunstructured; emphasis oncommunications among the subset.

Work Groups – similar to acommittee, but with precise tasks andcontinuous existence; less “fearful” or“baggage” than a committee.

Special Interest Groups (SIGs) –used to represent segments within theorganization.

Virtual Committees – groups thatmeet via an on-line forum, bulletinboard, Listserv or chat-room.

Shared Committees - made up ofmembers from a variety oforganizations; not all from withinyour own organization. Expands theinput and resources of the committee.


Avoid FailureGoals and plans fail for many reasons.By considering the hurdles as youstart the planning process youincrease your likelihood for success.

• Failure to be committed to theplan. It is easy to ignore theorganization's needs while leadersand staff redirect their time andefforts to other activities. If theplanning goals are not clearlydelegated and understood thenthey probably will be overlooked.Worse, if the leadership is simplyresponding to crises or “puttingout fires,” then your goals will beneglected.

• Lack of clear, actionable,attainable and verifiable goals.Every goal and strategy you writeshould includeACCOUNTABILITY andMEASURABILITY. To whomwill the work be assigned, are thegoals quantifiable, have you setreporting and completiondeadlines? Vaguely written goalslead to failure. Be specific as towhat you expect of a committee.For example, asking thecommittee to create an on-lineeducation course is broad andwithout parameters. Rather, askthe committee to report to youabout the vendors of education, toconduct a member survey about

education, and to have a writtenreport ready in three months.

• Underestimating the importanceof the plan leads to failure. That’sone reason it is suggested that theboard of directors officially adoptyour plan of goals. Remember,your goals serve as a road map; anorganization without a map willwander during the year.Volunteers and staff must becommitted to the plan,follow itsstrategies,review itoftenand useit to measure progress.

• Goals that do not “fit” within themission statement will causeconfusion and misdirection – andmay create a problem concerningIRS tax determination. Forexample, there is no use asking acommittee to design a lobbyingprogram, when advocacy is notpart of the mission or may berestricted by the IRS.

• Unclear committee charges willsink a plan. First, they must be inwriting --- not just a verbalcomment. For volunteers andstaff to understand your plan,goals must be clearly explained


either in the drafting process orwhen presenting the goals to theboard and/or committee chairs.Use action words, verbs, calendardeadlines and people’s name tomake your goals clear.

• If you set your expectations toohigh, the year will end indisappointment or perceivedfailure. For example, suggestingthat membership can be doubledmay be unrealistic. Be sure goalsand committee assignments arerealistic.

• Too many goals also create aproblem. Prioritize your year bysetting just a few meaningfulgoals and strategies to achievethem. Too many goals and you’llexhaust the resources and end theyear in frustration.

• Ego will sink an organization.One’s personality, biases, andpersonal agenda should NOT bereflected in the committee chargesand work of the organization.

In your role as the chief electedofficer, youmust focus onwriting cleargoals andstrategies at thestart. The formsat the end of thisworkbook willhelp you create and communicate

your plan in advance of, or early inyour term.


Don’t Set Goals in a VacuumThe chief elected officer should notset his or her goals and committeesassignments in a vacuum.

Others in the organizationshare your concern andresponsibility for the wellbeing of the association.Check with your vicepresident, the executiveofficers, past presidentsand the staff to ask for theirinput. Just the process ofasking will indicate that youvalue their input and willresult in their “buy-in” toyour agenda.

Carefully consider who toask for help, or to identify who hashelped guide the current year. Askthem for help by sending out a letteror e-mail message about their owngoals, or bringing them together foran informal goal setting meeting.Don’t be afraid to ask stakeholders-members, allies, associates, and staffwhat they suggest you set as goalsduring your term.

Planning RetreatsSome organizations hold an annualplanning retreat for the purpose ofsetting goals. Staff or an experiencedfacilitator in goal setting and strategicplanning can lead this.

Seek input from:

Board Officers and Directors

Key Organization Members

Guests and Consultants

Staff

Other Contacts for Input


The Mission StatementDo not proceed without being able to complete this page!

A mission statement defines thefundamental reason that theorganization exists and establishes thescope for its major activity areas. Themission statement is the foundation ofyour goals – it drives the organization.All of your goals should fit “within”the parameters and intent of the abovemission statement.

The statement should be one to threecarefully worded sentences. It canusually befound in thebylaws,articles ofincorporation,in the

membership brochure and/or on yourorganization’s Website.

Ask that the mission statement beincluded on agendas or on the wall atmeetings.

If for some reason the missionstatement needs attention or editing,you may want to delegate the task tothe bylaws or an ad hoc5 committee.However, changing a missionstatement should be done cautiouslyand conservatively.

5 Defined as a committee formed for an immediateneed or purpose. Standing committees are ongoing,ad hoc committees are appointed and dissolved uponcompletion of the task assigned.


Sample Mission Statements

If your organization’s missionstatement is outdated or needs to beedited6, consider how theseorganizations have drafted theirstatements.

American Red CrossThe mission of American Red CrossDisaster Services is to ensure anationwide system of disasterplanning, preparedness, communitydisaster education, and response thatwill provide the American peoplewith quality services delivered in auniform, consistent, and responsivemanner.

Blood BankThe mission of the blood bank is toserve our community by meeting theneeds of patients, hospitals, andmembers for safe, high quality bloodproducts and related services.

6 Treat the mission statement with respect. It is aproduct of the organization’s founders and submittedto the IRS. It should only be changed whenessential.

Association of Regulatory Boards ofOptometry

The mission of the Association ofRegulatory Boards of Optometry is torepresent and assist member licensingagencies in regulating the practice ofoptometry for the public welfare.

American Association ofFranchisees and Dealers

The primary mission of the AAFD isto promote fair and equitablefranchising and dealer practices, topromote trade and exemplary tradepractices, and to provide memberswith programs, services and productswhich enhance their ability to conducttheir individual businesses and careerswith competence and integrity.

Builders AssociationThe Associated General Contractors[chapter] is the voice of theconstruction industry. We are anorganization of qualified constructioncontractors and associated companiesdedicated to "Skill, Integrity andResponsibility." The association iscommitted to offering a full range ofquality services to its members,thereby improving the quality ofconstruction, advancing theconstruction industry and protectingthe public interest.


Re-Structuring Committees

Many associations, chambers andnonprofit organizations arerestructuring their committees bydownsizing or eliminating the “deadweight.” Often committees expandover time and continue to exist for nogood reason.

Committees exist to serve the chiefelected officer and board; to advancethe mission of the organization.

You do not have to appointcommittees for the sake of appointingthem. Carefully consider ifcommittees can be combined,renames or eliminated (if the bylawspermit).

Who Appoints the CommitteeMembers?Precedent and the bylaws willdetermine how volunteers join acommittee. As the chief electedofficer, you may appoint them. Oryou may ask your committee chairs toselect members. Your bylaws maydescribe the make up of committeemembers.

Many organizations survey membersto ask them to volunteer to serve oncommittees --- this gives you a readypool of members willing to serve.(Refer to sample form in workbook.)

Committee LiaisonsCommittees will not accomplish theirwork just because goals have been setfor them. It is important that thepresident require the committees to bemade up of qualified members, eachdedicated to the association.

You may appoint liaisons from yourboard and/or staff to monitorprogress. These liaisons can alsoserve as a resource for the committee.

Reporting ProgressCommittee chairs should beresponsible for reporting to thepresident and/or staff. You mayrequire a written report within [ ## ]days after the committee meets. Or,you might ask committee chairs toperiodically meet with the executiveofficers. Also, call the chairs toconfirm that they understand yourgoals and the associated deadlines.

It is a mistake is to allow acommunication gap between thecommittees and the board. It isfrustrating for committees who workhard but cannotbe represented insome mannerbefore the board.


Selecting Your Committee Chairmen

An effective committee requires aneffective chair.

While your committees may becomposed of willing, able anddedicated individuals, it is theresponsibility of your appointedchairs to ensure that the committees’goals are met in a timely manner.

The duties of a good committee chairinclude:

• Diligently working to fulfill theassigned committee goals,strategies and action steps.

• Planning and leading effectivemeetings – fostering discussion,creative thinking, analysis, andimplementation of strategies tomeet goals.

• Motivating members to action, andfollowing up on their commitmentsto accomplish the work.

• Maintaining minutes and reportingon the progress of work to the chiefelected officer and staff.

• Making the best use of limitedresources, such as time, funds, staffand volunteers.

• Evaluating the work performed bythe committee.

• Making suggestions to theincoming chief elected officer andsubsequent committee chairs abouthow to improve and moreeffectively manage the committeefor the good of the organization.

Qualifications ofthe ChairBecause the chairplays such acritical role incompleting thegoals youdelegate to thecommittee, it is important to reviewthe qualifications of your candidatescarefully.

Candidates for committee chairsshould have:

• Ability to communicate effectivelyand concisely, both verbally and inwriting.

• Willingness to listen to andacknowledge others’ ideas andfeelings.

• Leadership qualities that motivatepeople to action.

• Enthusiasm necessary to takeinitiative and accept responsibility.

• Vision to be able to keep thecommittee’s action steps in line


with the goals of the organization.

• Knowledge of the area which thecommittee will address.

• Familiarity with the organization’soperations, history, mission andstructure.

Interview Potential CommitteeChairsAllow yourself enough time toconduct a quality search for yourcommittee lieutenants.

By carefully considering yourcommittee chairpersons, you willenhance the likelihood that they willadvance the organizations missionand goals. Take time to meet withthem in advance, learning theirinterests, recognize their strengths andweaknesses, and find out if they agreewith your goals.


Planning Terminology

Committee goals should be part of thestrategic plan. For that reason, anunderstanding of the terms used inplanning can be helpful. Making surethat other volunteers understand theterms eliminates confusion andfacilitates the planning process.

Time Frames7

Often, not all goals can be achievedwithin a single term of office (usuallya year.) Thus, assigning time-framesfor completion will improveunderstanding and participation bymembers and staff.

Note: In today’s fast-paced, uncertainworld, few organizations plan beyondfive years. They focus on the yearahead and necessary work to beeffective over the next five years.

Short Term (S-T) means actionswithin your term of office or the next12 months.

Intermediate (I) usually meansactions extending into the next termor calendar year.

Long Range (L-R) means actions 3to 5 years from now, or even longer.

Planning Terminology 7 It is useful to identify the span or term of your planning. For example, retaining

90% of the current members is a short term (S/T) goal while doubling the

membership within four years is a long range (L/R) goal.

Mission Statement is the initialdeclaration in the plan that defines thefundamental reason that theorganization exists and establishes thescope for its major activity areas. Themission statement is the foundation ofthe organization's plan. The statementshould be one to three, carefullyworded sentences. Mission statementsclosely reflect the overall purpose ofthe organization as described in thebylaws or articles of incorporation.

Goals – Synonymouswith “objectives.” Goalsare the major thrusts forthe organization. Theplanning process shouldresult in three to sevengoals. They should beSMARTER: Specific, Measurable,Attainable, Realistic, Timely,Effective & Relevant.

Strategies refer to specific programsof action requiring a commitment ofenergy and resources to achieve yourgoals. Strategies complement thegoals; several strategies make up theplan to accomplish the goals. Forexample, a strategy might be toincrease the membership with agrowth of 10% new student memberswithin 90 days and to lower the duesfor prospective regular members.

S.M.A.R.T.E.R. Goals• Specific• Measurable• Attainable• Realistic• Timely• Effective• Relevant


Action Steps are the activitiesrequired to fulfill a strategy and goal.Action steps are short term andinclude specific assignments anddeadlines. For example, “Maryagreed to contact the communitycolleges to acquire a list of graduatingstudents by May 1st.”

Integration refers to how the work ofthe committee and the goals fit intothe infrastructure of the organization.A committee’s work must fit withinan existing budget, a strategic plan, acalendar of activities and otherexisting programs and resources.


Committee Descriptions

This is a roster of commoncommittees and their functions. For adescription of your organization’sstanding committees, check thebylaws. Ask staff if a listing ofcommittee descriptions and purposesexists.Remember, you may also be workingwith other types of committees, suchas task forces, virtual and sharedcommittees, and knowledge networks.

Executive Committee is empoweredto meet in between board meetings tomake decisions and to take care ofissues that arise. The executivecommittee is usually composed of theelected officers plus one or two keyleaders – for example, the pastpresident or the chairman of theconvention committee. The executivecommittee may be limited in actionby the bylaws or policies.

Finance Committee directs thetreasury of the organization, as well asits financial instruments, budgets,controls and reports. It is oftenchaired by the elected treasurer. Itmight be responsible for drafting andsubmitting a proposed annual budgetfor board approval, and mayundertake fund raising projects.

Public Relations Committee handlescommunications to the targetedaudiences of the organization, whoare generally prioritized in the order

of: (1) members, (2) prospects,(3) allied organizations, (4)government, and (5) general public. Itmay be responsible for reviewing andupdating publications and acquiringmeaningful articles for a newsletter orjournal.

Membership Committee targetsaudiences for membership,successfully enrolling new memberswhile retaining current members.Specific, quantitative goals anddeadlines for enrollment and retentionshould be set by the president or thecommittee chairman. It shouldregularly review the organization’smembership strategies.

Member Services and BenefitsCommittee coordinates the tangibleand intangible benefits that membersreceive by joining and supporting theorganization. It should establish (1)that there is a member need for theservice; (2) that the service is uniqueand available to members only; (3)that income is received to cover theadministrative costs of the service. Itmay enlist outside sources andproviders to create endorsed andaffinity programs.

Government Relations Committeereviews proposed laws and rules,taking timely action to support oroppose issues that affect theorganization and the profession. Itorganizes efforts to block unfavorable


regulations and support favorablelaws in agencies and in legislature;and often retains a lobbyist.

Communications and PublicationsCommittee refers to thecommunication network developed bythe organization to keep members andprospects abreast of the organization’sactivities. It may oversee newsletters,magazines and other communicationtools that reach members and otheraudiences.

Education, Seminar andConvention Committee takesresponsibility for meetings sponsoredby the organization. With theassistance of staff, the committeeshould plan cost effective, profitableevents that further the professionalgoals of the organization’smembership. The workload handledby this committee may requireestablishment of subcommittees – e.g."trade show" and "continuingeducation" subcommittees.

Awards Committee implementsprograms to recognize members whocontribute beyond the usual efforts. Itmay also handle fund raising effortsfor scholarships, and the selection ofscholarship recipients.

Ethics Committee is concerned withimage of the organization and theactions of its members. Thecommittee may monitor memberactions, handle complaints andenforce a code of conduct. Consumer

education also may be a responsibilityof the committee.

Nominations and LeadershipCommittee reviews and makesrecommendations about individualswho are qualified and willing to serveon the board of directors. It ensuresthat the organization continues tooperate smoothly during transitions ofthe organization’s elected officials,and may be asked to present a slate ofofficers to the membership.

Associate or Supplier Committeerefers to the committee representingand composed of supplier members.The committee should providevaluable opportunities for associatemembers and make sure they have avoice in the organization.

Bylaws Committee is responsible forreviewing and maintaining thegoverning documents of theorganization, and for recommendingproposed changes when necessary.Often the elected secretary is thecommittee chairman.

Audit Committee is responsible forselecting the independent financialauditor, working with him or her, andcarefully reviewing results with theboard of directors. The SarbanesOxley Act requires an AuditCommittee for public companies.

Long Range Planning Committeedevelops strategic goals for the


organization. It considers trends thatmay affect the organization, as well asthe projected needs, objectives, andpriorities of the membership. Its workshould result in the creation of oramendments to the association'sstrategic plan, which normally coversbeyond the current year, possibly 3 to10 years in the future.

Technology Committee is oftenresponsible for assessing the best useof technology (Website, e-mail,Listserve, etc) to meet member needs.

Additional Committee DescriptionsYour organization may have othercommittees – include them here.

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


Committee Humor

As you work on your goals andcommittee assignments, you mightenjoy a bit of humor. When youaddress the board about committee,consider using these quotes as an ice-breaker.

“To get something done --- acommittee shouldconsist of three men--- two of whom areabsent.”-- Anonymous

“If you want to killany idea in the worldtoday, get a

committee working on it.” -- Charles F. Kettering

“A committee is a group of theunwilling, chosen from the unfit, todo the unnecessary.” -- Anonymous

“A committee is a group that keepsminutes and loses hours.” -- Milton Berle

“Having served on variouscommittees, I have drawn up a list ofrules: 1) Never arrive on time; thisstamps you as a beginner. 2) Don’tsay anything until the meeting is halfover; this stamps you as being wise.3) Be as vague as possible; this avoidsirritating the others. 4) When indoubt, suggest that a subcommittee beappointed. 5) Be the first to move foradjournment; this will make youpopular; it’s what everyone is waitingfor.”-- Greater Kansas City MedicalBulletin

“A camel is a horse designed by acommittee.”-- Anonymous


Committee Volunteer - FormIf you are interested in serving on a committee, please complete this form and return it to: (address/fax).

Committee appointments are one year in duration in accordance with the bylaws. Some committees maybe shorter ad hoc and task forces. It is recommended that committee members, in acceptingappointments, commit themselves to attending the mid-year and annual meetings, since many meetingsare normally held at these times.

Date _______________Name, Title, Organization Preferred Mailing Address (if different)_______________________________ ________________________________

Telephone: Work ________________ Telephone: Home_________________

E-Mail address:________________________________________________________________

Committee Preferences (Please rank areas of interest)

____ Professional Awards and Scholarships____ Membership – Recruitment and Retention____ Member Benefits and Services____ Government Relations____ Nominations and Leadership Development____ Technology____ Professional Development and Education____ Finance and Audit Committee____ Chapter Relations and Development

Can you attend the Midyear and Annual Conference? yes____ no____

Numbers of years as a member of Organization: _____

Do you have e-mail and check it daily? yes____ no_____ Access to Internet? yes____ no_____

List any Committees on which you have served, and dates of service:

List relevant background experience for committee assignment:

Thank you for your willingness to serve on a Committee.

Please Note: Organization will be the copyright owner of any work created for the committee


Goals, Chairs and Vice Chairs - Form

Chairman:________________________ Vice Chair:___________________________

Committee Members:___________________________________________________________________________________________________________________________

Goals (Time Frame: S-T/I/L-R 8)

1.

2.

3.

Strategies to Achieve the Goals

1.

2.

3.

Action Steps to Achieve the Strategies

1.

2.

3.

4.

5.

Budget (if applicable) $________ Committee Type Standing Ad Hoc

Notes to Staff or Board Liaison: The committee needs help with :

8 Short Term, Intermediate, Long-Range


Committee Acceptance - Form

Name: ___________________________________________________

We would like you to accept a position on the __________________Committee. We have an exciting plan of work ahead and know that yourinput and ideas will be beneficial.

Please indicate your willingness to serve by this date: ____________

Yes, I accept your invitation to serve on this committee.

No, I cannot accept your invitation. However, as noted below Ican contribute (time, money, gift) as indicated below:

Signature: ___________________ Date: _______________________

Your notes or comments about ideas for the committee:

Please fax or mail your reply to the chief elected officer or to the associationstaff as soon as possible. Thank you.


Strengths, Weaknesses, Opportunities & Threats - Form

Please consider the influences and priorities of the organization and industry.

• Strengths & Weaknesses refer to internal operations of association.• Opportunities & Threats refer to external factors of association.

(Optional) Your Name_________________________ Company:_____________________________

• What is your #1 expectation of the association?__________________________________________________________________________

• What is the #1 challenge you face in which the association may be in a position to solve theproblem or better serve your needs:___________________________________________________________________________

List your concerns and issues relating internally to association.

Strengths (internal) (example: stable membership base, good leaders, solid and dues income).

1.

2.

Weaknesses (internal) (example: lack of tangible member benefits, committees, misunderstood mission).

1.

2.

List your concerns and issues outside of the associationOpportunities (external) (example: demographics, partnerships, privatization).

1.

2.

Threats (external) (example: gov’t deregulation, salaries, privatization).

1.

2.

Priority - Please identify what you feel should be the association’s highest priority in thenext 12 months.________________________________________________________________________


About Bob Harris, CAE

There are 1.4 million nonprofit organizations in the US – includingassociations, chambers and foundations. Bob has studied thousands ofthem to develop best practices for more effective management.

His career started in Washington, DC, working with PresidentialClassroom and then he moved to Tallahassee, Florida to build anassociation management company. He is author of Building an Assoc.Mgmt. Company and other books.

He teaches association management for Tallahassee Community Collegeand is on the faculty for the US Chamber of Commerce.

He developed a framework for evaluating nonprofit organizations andconducts operating reviews for ASAE. The Association Self-AuditingProcess® has been used by 5,000 organizations.

He has received the awards of lifetime achievement, ASAE’s All-StarAward, and both the executive and the supplier of the year. He hasworked for Hyatt Hotels of Florida for 20+ years.

His systems have been called the Feng Shui of association managementand he’s been called both the Martha Stewart and Dr. Phil of associationmanagement.

His free website has hundreds of pages of management tips andtemplates.

Bob’s career passions are demonstrated in two ideals:

• Promoting the impact of nonprofit organizations in America.• Sharing the tools for helping and boards excel.

STRATEGIC PLANNING • LEADERSHIP DEVELOPMENT • ASSOCIATION EFFICIENCY