1. Board of Directors Leadership Orientation
January 2014

2. Welcome & Introductions

3. Purpose of Leadership Orientation
To share key information about the organization
To focus on the strategic direction, mission and goals of the organization
To encourage questions and to explore opportunities for the organization
To manage risks associated with leadership

4. Purpose of Leadership Orientation
There are 1.4 million non-profit organizations in the USA
The average number of voting directors is 16
About 26 million persons serve on boards
Training tends to be categorized as “on the job”
We’re glad you’re serving

5. The Organization and Its Structure
The Chamber of Commerce totals over 1,100 members representing 45,000 employees of every type and size of business within our community. The Chamber depends on these members for their financial support, as well as their active participation on committees, task forces and the Board.
Without the time, talent and resources of our members, the Chamber could not be an effective organization.

6. Our Longview Chamber Chamber of Commerce Convention & Visitors Bureau
Membership Driven
Convention & Visitors Bureau
Contract with the City of Longview
Main Street
100 Acres of Heritage

7. History
As long a commerce has existed, traders have banded together. The first purpose of their association was perhaps to seek common protection against enemies. Later, they established codes to govern trade and still later, they attempted to influence legislation.
These early associations of traders have little in common with the modern chambers of commerce, a 21st Century product. Nevertheless, the Longview Chamber – along with other chambers – can trace its roots to these early days.
So, while chambers most often look toward the future, it may be appropriate to take a long look back.

8. Mission
To engage in and promote projects that have a positive impact in the Longview Trade Area.

9. Vision
To be recognized as an effective resource, providing relevant, innovative, and impactful programming that ensures a healthy business climate and an enhanced quality of life for Longview and Gregg County.

10. Our Core Competencies & Guiding Principles
Strengthening the Local Economy
Promoting the Community
Providing Networking Opportunities
Representing the Interests of Business with Government
Building Community Leadership and Development Programs

11. Our Brand Promise
Longview offers an authentic East Texas experience for visitors, residents, and business. The people are friendly, possess a can-do attitude, and are hard working. Our healthy economic environment attracts businesses: job opportunities, strong/affordable workforce, retail, dining and manufacturing.

12. Board Governance Legal and Ethical Obligation
The Legal Side
Board Governance Legal and Ethical Obligation

13. Public Trust
Nonprofits are organizations created for public philanthropic purposes that function to serve the public of incorporating state and are accountable to the public of the state first under the State of Texas Nonprofit Corporation Act.

14. For Future Reference Bylaws – the “how we do it” guide
Staff Organizational Chart – the “who does it” guide
Expectations of Directors – the “you’re part in all this” guide
Legal Responsibilities – the “we better do it right” guide
ABC’s of Improving Board Performance – the “how to be” guide

15. Legal Obligations
Duty of Care
Duty of Loyalty
Duty of Obedience

16. Duty of Care Take responsibility seriously Attend meetings
Read & understand board documents
Ask pertinent questions
Know what the organization does & how well it does its work

17. Duty of Loyalty Disclose any conflict of interest
Not enhancing personal benefit
Focus on the best interests of the organization above all else
Confidentiality of organizational information
Loyalty when sitting on multiple boards at the same time

18. Conflict of Interest
Any situation in which a decision maker – whether a board member, board officer, or staff member – is influenced in an organization decision by personal, financial, business, or other concern unrelated to the organization’s best interest.

19. Managing Conflict of Interest
Policy in place
Beware of building an insular board
Promote a culture of disclosure
Avoid problems when potential conflicts arise
Disclose potential conflicts ASAP

20. Duty of Obedience Safeguards the Mission Maintains the Public Trust
Involves managing operations and resources in accordance with the Mission

21. Your Protections General Liability Insurance
Directors & Officers Insurance (aka Errors & Omissions)
Fidelity Bond
Job Description, Commitment Letter, Conflict of Interest Statement & Check List of Understanding

22. Board’s Key Functions Partnership with Staff
The act of defining a desired future for the organization and developing the means to bring it about
Deciding the outcomes the organization wants to achieve for whom and by when
Selecting the business of the organization and the specific programs to achieve those results
Designing the organizational structure and necessary functions

23. Board’s Key Functions Planning Program Financial Management
Human Resources
Marketing & Public Relations
Information
Fund Development
Board Governance/Nominations

24. Planning Board and Key Staff participate in annual strategic planning
Staff may prepare development plan, marketing plan, program plan, etc. for Board approval
Board should contribute to the planning process by providing ideas/input
Board should understand each program and how it implements the mission

25. Fiscal Responsibilities
Board has ultimate legal authority and responsibility for governance of the Longview Chamber
Board understands Duties of Care, Loyalty and Obedience
Board has Director & Officer Liability Insurance
Board authorizes and reviews annual independent audit
Board minutes – the legal records of the Board’s actions
Board ensures required reports and filings
Board ensures legal compliance
Board oversees investments

26. Budget
Staff prepares budget for Board review and approval
Board “owns” budget

27. Fundraising & Other Resource Development
Board must make personal or professional contribution
Board is expected to develop financial and
in-kind resources within their sphere of influence
Board assists with hands-on fundraising and special events

28. Fundraising & Other Resource Development (continued)
Resource Development may include:
Grants Corporate Giving
Special Events Foundation
In-kind Donations Capital Campaign
Recruit Volunteer Membership Campaign
Total Resource Campaign

29. The Invisible Line HR Issues
President is hired by the Board and reports to Board
President should have a clear job description
President should have annual goals and objectives approved by the Executive Committee
President is evaluated annually
President should attend Board meetings as an advisor
President hires/fires and evaluates staff
Board establishes clear lines of communication, grievance policy
Board does not attend to the day-to-day management of the Longview Chamber

30. Communications Respect for each other’s roles and responsibilities
Open, honest conversations and feedback
Clear understanding of roles
Board respects chain of command and NEVER goes around President
President respects chain of command

31. Staff Personnel policies & procedures Report directly to the President
Assists in the implementation of the Board’s strategic plans
Nurtures & cares for volunteers

32. Power Structure Who makes the decisions in the organization
How the system of communication is structured
How criticism is handled
How the roles & responsibilities of the organization are divided

33. Q & A
Open discussion