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