2. AGENDA Welcome Guest Speaker: John Rubino
Follow, Get Out Of The Way, Or…Step Up Your Leadership Skills!”
Building a Strong Bylaw Foundation
If I Knew Then What I Know Now!
Keynote Presentation: Anne Ruddy
2011 Local Association of the Year Award
No-Test Test Activity
Wrap Up

3. Follow, Get Out of the Way, or…Step Up Your Leadership Skills!
John A. Rubino, President
Rubino Consulting Services
rubinoconsulting.com

4. We are measured not by what we are, but by the perception of what we seem to be; not by what we say, but how we are heard; not by what we do, but how we appear to do it. --- Anonymous
The shortest and best way to make your fortune is to let people see clearly that it is in their best interest to promote yours. --- Jean Del Bruyere

5. STEPHEN M.R.COVEY –THE SPEED OF TRUST
Trust means confidence; the opposite of trust, distrust, is suspicion.
In a high-trust relationship, you can say the wrong thing, and people will still get your meaning.
In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you.
According to a recent study, only 36% of employees believe their leaders act with honesty and trust.

6. Building Trust Is A Process…
Vulnerability – people need to know you.
Predictability – consistency is the key.
Enable-ability - empower those around you.
Relational-ability - we follow the person first, then the plan.
Credibility – align your values and behavior with your vision.

7. An Actual Formula For Success…
Low trust equals low speed and high cost.
High trust equals high speed and low cost.
(SxE)T=R [strategy times execution times trust equals results]
The age-old question: Is it better to be loved or feared?

8. Max Dupree – Leadership Is An Art
Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice.
Liberating people to do what is required of them in the most effective and humane way possible.

9. Max Dupree – Leadership Is An Art
The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader.
Leaders don’t inflict pain; they bear pain.
Leaders are obligated to provide and maintain momentum. Momentum comes from a clear vision.
Relationships count more than structure – horizontal versus vertical: ‘roving leaders’.

10. What Are The Global Trends?
The ability to establish, grow, extend and restore trust with all stakeholders – customers, business partners, investors, co-workers is…
THE KEY LEADERSHIP COMPETENCY OF THE NEW GLOBAL ECONOMY.
Today, we have many partnering relationships – it’s the new global work model of the 21st century!

11. EFFECTIVE LEADERSHIP IS GETTING RESULTS IN A WAY THAT INSPIRES TRUST
Trust requires character (leader of the people) and competence (leader of the business)
WAVES OF TRUST
Self-Trust --- Am I credible? Am I someone people can trust?
Relationship Trust --- Interacting with others in ways that build trust – consistent behavior.
Organizational Trust --- Organizations are no longer built on force, but on trust .
Market Trust --- In the end, all you have is your reputation.
Societal Trust --- Contributing and giving back.
EFFECTIVE LEADERSHIP IS GETTING RESULTS IN A WAY THAT INSPIRES TRUST

12. FOUR ZONES OF TRUST ZONE ONE: High Propensity to Trust; Low Analysis
This is the “Blind Trust” zone of gullibility. It’s the Pollanna approach where people blissfully trust everyone. This is where we find those ‘suckers born every minute” – those people who are a sure bet to fall for internet, marketing, investment, and other scams .

13. FOUR ZONES OF TRUST ZONE TWO: High Propensity to Trust; High Analysis
This is the “Smart Trust” zone of judgment. This is where you combine the propensity to trust with the analysis to manage risk wisely. This is where you get good people judgment –including enhanced instinct and intuition. If you have a propensity to not trust, instinct and intuition will disproportionately tell you to not extend trust to others. On the other hand, without analysis, you might well mistake a propensity to trust alone for instinct and intuition.
Smart Trust doesn’t mean you extend trust to everyone. Based on the circumstances, your judgment may be to not extend trust or to extend only a limited measure of trust.
The key phrase: TRUST, BUT VERIFY !

14. FOUR ZONES OF TRUST ZONE THREE: Low Propensity to Trust; Low Analysis
This is the “No Trust” zone of indecision. People here tend to not trust anyone. Because their own analysis is low, they tend to not even trust themselves. This zone is characterized by indecision, insecurity, protectiveness, apprehension, tentativeness, and immobilization.

15. FOUR ZONES OF TRUST ZONE FOUR: Low Propensity to Trust; High Analysis
This is the “Distrust” zone of suspicion, where you find people who extend trust very cautiously or not at all. In fact, some are so suspicious that they do not trust anyone but themselves. People in this zone tend to rely almost exclusively on analysis (usually their own) for all evaluation, decision making, and execution.
Here we find micro-managers who drive away their best and most talented employees.

16. FOUR ZONES OF TRUST
Obviously, ZONE TWO – “Smart Trust” – is where we find the most effective leaders.
The risk of being in ZONE FOUR – particularly as a leader – is extremely high. It’s the risk of having limited perspective, lack of collaboration, alienation of talent, and lost opportunity.
This is one reason why, in the global economy, not trusting people is often the greatest risk of all!

17. Thirteen Behaviors of Effective Leaders
Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust

18. Successful Leaders Must Be Accomplished…
PSYCHOLOGISTS
AND
DETECTIVES
Must know what makes people ‘tick’.
Must successfully ‘mine’ data and use this information, as well as business and people knowledge, to help achieve objectives.

19. YOU, AS AN EFFECTIVE LEADER, ARE TRULY UNIQUE!
You walk the fine line of consistently supporting your association and your volunteers: Achieving business objectives while meeting the needs of those you work with. THE CHALLENGE IS TO MAINTAIN YOUR BALANCE!

20. ‘Mind-Set’ Of The Effective Leader
As in any discipline, leadership success requires a process of continuous learning.
Successful leaders:
- grasp what they are good at;
- know what role they play in their organizations;
- understand what they need to learn to take on new challenges.
It is your responsibility --- not any organization’s --- to manage your intellectual capital, build on it, and adapt to new experiences.
You need to develop a healthy and enduring capacity for self- assessment; a predisposition for learning new ideas and skills.

21. Make them your best friends!
Are You An Opinion Leader? If not, do you know who they are in your association?
Make them your best friends!
They are scattered throughout your association
They are the names you hear over and over again
They are the ones everybody listens to and respects

22. ***MERGING QUALITATIVE ABILITIES WITH QUANTITATIVE SKILLS***
Make An Honest Assessment Of Your Knowledge, Skills, Competencies, Behaviors, And ‘Reputation’
Know Thyself
Know Thy Stuff
“Walk the Talk”
Honesty and Integrity
Excellent Interpersonal Skills
Superior Communication Ability
***MERGING QUALITATIVE ABILITIES WITH QUANTITATIVE SKILLS***

23. Three Primary Objectives Of Effective Leadership Communication:
Ensure Understanding
Get Buy-in/Change Perceptions
Motivate the Right Behaviors

24. Global Research Consistently Shows That Most Organizations Do A Poor Job Of Communicating With Their Employees. WHY???

25. Communication Effectiveness Model
ACTION COMMITMENT ACCEPTANCE UNDERSTANDING AWARENESS

26. Tools And Techniques For Effective Leadership Communication
We can become more effective communicators by observing and learning from the world around us.
Who are the best communicators in our society…and what can we learn from them?

27. There Are Seven Sins In The World:
Wealth without work
Pleasure without conscience
Knowledge without character
Commerce without morality
Science without humanity
Worship without sacrifice
Politics without principle

28. Most people don’t do what they believe in; they do what’s most convenient, then they repent ….Bob Dylan While we tend to judge ourselves by our intent, we tend to judge others by their behavior ….Stephen Covey The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn and relearn ….Alvin Toffler

29. MAX DUPREE
For many of us who work, there exists an exasperating discontinuity between how we see ourselves as persons and how we see ourselves as workers. We need to eliminate that sense of discontinuity and restore a sense of coherence in our lives. Work should be and can be productive and rewarding, meaningful and maturing, enriching and fulfilling, healing and joyful. Work is one of our greatest privileges. WORK CAN EVEN BE POETIC!

30. Questions?

31. Building a Strong Bylaw Foundation
Rae Maré and Lisa Levey WorldatWork

32. prepared and protected?
Is your association
prepared and protected?
When things are going smoothly you don’t really think about the associations bylaws but when you have a challenge the one thing that will provide you with guidance is your bylaws.
Tell story that Anne will give me
When do we refer to the state stature regarding out by laws and why?
Before setting up bylaws and when changing them
State statutes will post the minimum requirements. Cannot form an association without looking at the state statutes. If silent you are home free and can do what you think is appropriate for the association.
There are bylaw issues that are blatant and then there are issues that are more suttle (how it may be perceived as dishonest)

33. Actions To Take But wait ….there’s hope.
We are going to take 3 actions today to help explore your bylaws
Explore
Evaluate
Create an action plan
To Take

34. ACTION
Review
Bylaw Fundamentals

35. Bylaw Definition
ACTION
Rules adopted by an association chiefly for the government of its members and the regulation of its affairs
What are bylaws
Do you have to have them

36. Main Components Mission Statement Board size and functionality
Roles and duties of directors and officers
Rules and procedures for holding meetings, electing directors and appointing officers
ACTION
WAW-page 8 and UPS page 1
WAW page 11 and UPS page 3-4
WAW page really broken out UPS page 4
WAW page 8 (section 1, 9, 10,11, 12) UPS page 3 (section 6.5) 4, 5 (section 8.1)
Comments:

37. Main Components Membership provision
Conflict of interest policies and procedures
Process / procedures for bylaw changes
Decision-making protocal
Other essential corporate governance matters
ACTION
WAW page 2,3 UPS page 6, 4&5 and 8-11
WAW 14 UPS ?
WAW 20 UPS 7
WAW ? UPS ?
Comments:
Decision Making Protocal-Be clear as to where the authority to take certain business actions lie:
Who approves the association's annual budget? The president alone? Jus a majority of the officers? 2/3 support of the full board?
Who has the authority to hire/fire consultants, vendors, association management companies and other larger contracts? The president? Jus a majority of the officers? 2/3 of the full board?

38. Explore and
Evaluate
ACTION

39. Explore and Evaluate Your association’s bylaws Exemplary bylaws ACTION
Clearly outlines membership
Removing an officer
Voting procedures
Defines term length and succession/rotation of board seats as well as procedures and voting requirement to remove a board members
Defines “Quorum” for board meeting itself and also defines the % of general members needed for a quorum at the annual meeting
Defines which body (the BOD or the membership) has the authority to change the bylaws

40. Create an
Action
Plan
ACTION

41. What can
you do
today?

42. Questions?

43. If I Knew Then What I Know Now!
Saado Abboud, Mike D’Amico, Doug Sayed and Jan Smith
Today we are all in for a special treat! We have 4 past presidents of associations in the Local Network who are going to give us the benefit of their experience.
You know how it goes, hindsight is always 20/20. When you evaluate an experience and in retrospect you feel like you could have done some things differently, you could chalk it up to “Hey, if I knew then what I know now”…
These 4 past presidents – Mike, Saado, Doug and Jan – are here to share their experience and as a result, their advice with all of us so that we may learn and perhaps have a better outcome.

44. Run Your Association Like a Business
The common theme as we were preparing for this part of the program was that it’s important for the leader of a non-profit association to possess business acumen, business knowledge or business savvy, if you will.
Essentially to run the association like you would run your business.
Now we will explore each of our presenters “learnings” they gained from their experience as an association president.

45. Ottawa Regional Rewards Association Past President
Mike D’Amico
Ottawa Regional Rewards Association Past President

46. Treat Your Volunteers Like You Would Your Employees
Provide role description to outline expectations, priorities and goals
Provide opportunities to learn, grow and develop
Distribute the workload effectively
Recognize and reward
Use effective and regular communication to keep volunteers informed and engaged

47. Twin Cities Compensation Network Past President
Saado Abboud
Twin Cities Compensation Network Past President

48. Be Strategic in Your Thinking
Anticipate and think beyond current boundaries
Set realistic timeline for getting the work done
Identify scope and state clearly what is in and what is out of scope
Have the right person in charge to get the job done
Secure sufficient resources to complete the work
The lesson: Restructuring the “Website Committee” into “Communication Committee”
Then (2011)
Newly created committee with a broad role definition
New board member to lead the new committee
Underestimated scope of what could be included under communication (monthly communications, social media, website, on special events, social events.)
Did not plan for new dedicated resources
Now (2012)
Committee chair is a former volunteer on the program committee
Narrowed down scope of work to include primary communication first: Website contents, communications calendar, and membership survey. Others like social media strategy and website remodel can come later.
Outsourced website content maintenance to free up resources
Actively sourced volunteers to help the chair
Put the topic on our monthly agenda to seek ideas for all board members

49. Northwest Compensation and Rewards Forum Past President
Doug Sayed
Northwest Compensation and Rewards Forum Past President

50. Plan for the “New” Future
Move towards Social Media
Learning modes are changing today due to technology:
Are you adjusting?
Explore different marketing channels
Pursue sponsorship, advertising and other alternative sources of revenue
As LN leaders, we need to make sure that we are preparing for and addressing the “new future,” which is rapidly become today’s reality. Below are four main themes I believe we need to consider and address.
 While our respective Local Networks (LNs) remain in essentially the same roles as a decade or more ago, supporting local/regional compensation and rewards professionals, the world around us has changed dramatically during this time.
Moving towards social media: people receive and consume information differently today and via different channels then they did just a few short years ago.
In the early to late1990s print advertising and U.S. Postal Servic ed newsletters (really!) were the primary forms of communications, eventually morphing into and website-based communications towards the end of that decade.
In the 2000s basic and websites became the primary mode of communication, as HTML campaigns, social media and mobile communication gained rapidly late in the decade.
In the 2010s, while many people still rely on and websites as their primary form of communications and information, a reliance on social media, IM and text messaging and communications via mobile and tablet devices are all increasing rapidly. Towards the end of this decade, it’s likely that these will be the predominant forms of communication and information sharing, along with other new technologies as yet to enter the mainstream.
 What should we consider doing?
If your LNs haven’t done so already, it’s time to start building a social media strategy and presence. You don’t have to dive in heads first, but this is not something that we can afford to ignore either. You can start small, but realizing this trend isn’t going to go away, we must begin to move in this direction.
Consider supplementing your board with one or more social media savvy members who can help to launch and/or expand your efforts in the social media arena.
Utilize some WorldatWork-provided tools such as the WorldatWork LN Community.
Enhance your website functionality incorporating communications tools such as automated event reminders, a blog, etc.
 Learning modes are changing today due to technology: are you adjusting? People are busier today than ever and are utilizing new means and modes of learning and information acquisition that will likely have a substantial impact on our Local Networks in the coming years if we don’t adapt.
Web-based and virtual learning has become commonplace in recent years.
Many people are more willing to utilize these virtual information sources, vs. “traditional” means of information-sharing, threatening the future business models of organizations that don’t adjust to the changing face of learning/information acquisition in this technological age.
Meanwhile, WorldatWork is adjusting to this new reality by expanding its webinar offerings and branching into its new “Blended Learning” approach to offering certification courses.
  Here are some actions we should consider taking, if you haven’t already started to address the changing face of information acquisition and learning.
Ensure your LN is in the revenue-share program (see so your LN can benefit from your members’ participation in these newer modes of learning offered by WorldatWork.
Consider testing new forms of professional development offerings, such as webinars and virtual workshops, to tap into this trend.
Learn from other LN leaders here about how they are addressing these issues and creating new/innovative approaches to reach their members through non-traditional offerings.
 Exploring different marketing channels: Enhancing LN marketing opportunities: explore new channels for attracting members and “getting the word out” about your events, course offerings and other activities.
 Here are some ideas for expanding your presence in the education and professional communities:
Consider reaching out to colleges/universities and other training grounds for HR and rewards professionals to attract new student members and future professional members.
Explore cross-promotional marketing opportunities with related professional organizations, such as regional SHRM chapters, professional employee benefits groups, etc.
Utilize the power of social media marketing to post events, courses and other informational via as many communication channels as possible.
 Pursue sponsorships, advertising and other alternative sources of revenue.
As attendance at traditional offerings decline, we need to find new sources of and ways to generate revenue, so we can remain viable and continue to serve the professional compensation/rewards community in meaningful ways.
 Here are some ideas for expanding into alternative sources of revenue:
If you haven’t done so already, consider meeting and website sponsorships for your LN to diversity and increase your revenue.
Consider creating a “vendor directory” as a way to general additional revenue, while creating a link between your members and the vendors that provide services in areas that your members utilize.
Consider crating “special event” learning opportunities for your members beyond your periodic meetings and traditional course offerings. Examples include: offering Excel classes designed specifically for compensation professionals, bring in a high-profile speaker for a special professional development event, etc.

51. Intermountain Compensation & Benefits Assn Past President
Jan Smith
Intermountain Compensation & Benefits Assn Past President

52. Reignite Your Revenue Sources
Be aligned with your Mission and Vision
Revenue from Membership
Revenue from Product Sales
Review the budget frequently
Give revenue opportunities the respect and time they deserve
As you begin your leadership, fine-tune/establish a well-written mission statement. This mission statement helps your association stay true to the driving strategy of your association. Ask your board, “Where should we be focusing our efforts in growing our main revenue stream?” Some associations depend on growing their membership, while others focus their efforts on bringing classes that will help their members obtain certification. Others provide a mix of classes and membership along with opportunities for professional development.
As you explore opportunities to increase membership, put on that Mr. Rogers sweater and ask, “Who are the people in your neighborhood?” This may include looking at similar groups (SHRM, Employers Association of America (EAA) etc.). Position yourself with other local associations that will compliment your scope. (eg: visit local SHRM meetings, become acquainted with their leadership team, local Employers Association of America groups). Ask a leader in their association if they would distribute a flyer (you would provide) – listing your upcoming events. The Local EAA will have a list of most companies in your area. You could divide the list between your board members and make it a goal to visit with someone from the Human Resources department at each company and invite them to an upcoming event.
You could encourage your members to invite someone from a company not currently participating in your group. If their invitation results in a new membership, reward the member with a $25 American Express gift card. Check with your membership coordinator to make sure you are part of the Membership Management Program (MMP) so your members receive discounted classes and product. Also make sure you are signed up for the Revenue Share program that gives you money back every time a member takes a class or attends a sponsored event.
You can also contact local universities to begin planting seeds in merging HR professionals. Make an appointment to meet with the dean of the college of business at your local Universities. Once you’ve established a contact, invite two outstanding students to attend your events (rotated throughout the year). At the end of the meeting introduce the students and ask their impression of the meeting. This is a great way for your members to meet and network with future talent.
Ask the dean of business if you could take a minute or two in HR related classes to talk about your local association and explain what is. Explain about opportunities for continuing education and what classes and certification are like. Also, let them know the many ways is helping HR professionals stay on the cutting edge of “best practices” in the area of Total Rewards.
Stay in tune with your account balance. At each board meeting, you can ask your treasurer to give an update of recent deposits and expenditures. This goes beyond simply reporting the current balance and enables your whole board to understand the expenses of running the association. You should not be surprised at the report of any deposit or expense. Act like an owner as you approve costs. Bargain shop for services/products. At your annual meetings, tap into local talent that may be willing to speak at an upcoming event at a drastically reduced fee or even for free.
Make sure your expenses can be tax deductible where possible (may need to find a tax expert to advise you on this). (book example)
Last but not least, give all of these ideas time to simmer in order to succeed. If one strategy doesn’t work immediately, discuss a reasonable length of time for the idea to mature before moving on to something else.

53. If the revenue source is not burning as brightly as it used to…
Your revenue stream can make or break your association. To avoid a knee-jerk reaction to decreasing revenue, think outside the box about ways to bring money into routine events. Anything can happen if you let it. Be creative and resourceful with opportunities among your board members.
Ask yourself…
Could your upcoming speaker for lunch or breakfast be sponsored by a local group that would benefit from their company/name being associated with that particular topic?
Could a board member’s company donate give-aways for a conference goodie bag?
Could several exhibitors help pay the cost of your conference materials or food? (Your members could gather information from exhibitors in between sessions. Some vendors could be survey groups, insurance brokers, or possibly a wellness/health testing vendor.)
If the revenue source is not burning as brightly as is used to…
take action and Re-Ignite it!
Re-Ignite it!

54. Questions?

55. Keynote Speaker Anne Ruddy
The common theme as we were preparing for this part of the program was that it’s important for the leader of a non-profit association to possess business acumen, business knowledge or business savvy, if you will.
Essentially to run the association like you would run your business.
Now we will explore each of our presenters “learnings” they gained from their experience as an association president.

56. WorldatWork Local Network

57. The Local Association of the Year Exemplifies:
Advancement of the HR profession
Professional development of members
Strong member engagement
Community involvement
Operation of a professional association

58. The Nominees Receive   
Nominee icon displayed on the local association’s Web site, Online Community Group Page and the WorldatWork Local Network Leader Web page Spotlight on the Local Network Leader Web Page Recognzed at the Local Network Leadership Conference  

59. The Winning Association Receives
$1, cash award
Complimentary WorldatWork speaker
Plaque
Featured in workspan
Press release
Award icon displayed on their Web site, Online Community group page and the WorldatWork Local Network Leader Web page

60. The Nominees Are:
Central Texas Compensation and Benefits Association Charlotte Area compensation Council Chicago Compensation Association Columbia-Willamette Compensation Group Compensation & Benefits Network of Greater St. Louis Houston Compensation and Benefits Human Resources Association of New York Intermountain Compensation & Benefits Association
Houston Compensation and Benefits – This is the second nomination for HCB. In 2010, this organization changed their name and rewrote their bylaws. HCB has also been instrumental in launching the Texas Total Rewards Alliance which is a fully operational non-profit organization. 4 Texas associations in this alliance host an annual Texas Total Rewards Conference.
Human Resource Association of the Midlands – HRAM has a Community Involvement committee. The community activities in 2010 included, pantry work for Mission of All Nations, Toys for Tots, and the Duck Rate for the food pantry.
Human Resources Association of New York – HR/NY has an award winning HR-Pro program where HR/NY members provide pro bono HR consulting services to local non-profits in need of HR assistance. This allows HR/NY member consultants to keep their consulting skills fresh and to develop additional skills through their assignments.
Intermountain Compensation and Benefits Association – ICBA started a new student sponsorship program in They invite 2 outstanding students from each of the local universities who are studying HR to attend their meetings. This has proved to be a great way to engage emerging professionals at the outset of their careers.
Michigan Compensation Association – Despite extremely difficult economic times in Detroit, MOCA has developed and delivered leading edge programs focusing on how the total rewards drives HR and business strategy. They’ve doubled attendance and improved profitability.

61. The Nominees Are:
Northwest Compensation and Rewards Forum North Florida Compensation and Benefits Association Orange County Compensation & Benefits Association Raleigh Wake Human Resource Management Association Suncoast Human Resources management Association Twin Cities Compensation Network Upstate Total Rewards Association
Houston Compensation and Benefits – This is the second nomination for HCB. In 2010, this organization changed their name and rewrote their bylaws. HCB has also been instrumental in launching the Texas Total Rewards Alliance which is a fully operational non-profit organization. 4 Texas associations in this alliance host an annual Texas Total Rewards Conference.
Human Resource Association of the Midlands – HRAM has a Community Involvement committee. The community activities in 2010 included, pantry work for Mission of All Nations, Toys for Tots, and the Duck Rate for the food pantry.
Human Resources Association of New York – HR/NY has an award winning HR-Pro program where HR/NY members provide pro bono HR consulting services to local non-profits in need of HR assistance. This allows HR/NY member consultants to keep their consulting skills fresh and to develop additional skills through their assignments.
Intermountain Compensation and Benefits Association – ICBA started a new student sponsorship program in They invite 2 outstanding students from each of the local universities who are studying HR to attend their meetings. This has proved to be a great way to engage emerging professionals at the outset of their careers.
Michigan Compensation Association – Despite extremely difficult economic times in Detroit, MOCA has developed and delivered leading edge programs focusing on how the total rewards drives HR and business strategy. They’ve doubled attendance and improved profitability.

62. 2011 Results Achieved by the Winning Association
Well-established, nationally recognized mentor/mentee program
More than 20 members actively involved as Board and committee members
Innovative community involvement
14% increase in membership in 2011
38% increase in total financials from 2010
This association has a well-established, nationally recognized mentor/mentee program. They consistently have mentor/mentee teams. The nomination included effective testimonials from members describing the personal and professional value of the mentoring program.
They also have over 20 members actively involved as Board and committee members. This success with committees has developed into a succession plan with committee members moving on to become Board leaders.
Innovative community involvement - In 2011 this group started spotlighting a charity at each membership meeting. They collected items to support four organizations identified by members and volunteers: 1) “Dress for Success” , 2) “The Rescue Mission” - food drive. 3) “Second Harvest Food Bank” - food drive. 4) “Classroom Central” purchased school supplies and filled donation boxes for underprivileged students in their area. Their membership donated both actual items and made financial contributions to each of the four charities.
There was a 14% increase in their membership during 2011.
This group saw a 38% increase in total financials from During the prior year (2010) they had a 11% decrease in total financials; 2011 was a solid recovery year.
This group has been nominated for the past three years!

63. The Winner of the 2011 Local Association of the Year Award Is:
Congratulations!