1. Executive Directors: The New Profit Center for Chapters and Districts East Central District QuickStart Conference September 20, 2003 Columbus, Ohio PO Box 13604 Charleston, WV 25360 304.984.0308 fax: 304.984.3718 www.homesteadlane.com

2. Pressures facing chapters  members’ time  can’t recruit volunteers  financial management/bill paying  mundane, repetitive tasks  lack of time for leadership and planning  accuracy and timing of mailings  fundraising

3. Benefits of hiring executive director/administrator  leadership continuity  institutional knowledge/history  increased level of professionalism  someone to handle repetitive tasks  single point of contact  Accountability: accuracy, details, timing  mailings  database management  web site management and maintenance

4. What are the biggest challenges you face in managing your chapter?

5. What an executive director can NOT do be the president lead the chapter substitute for chapter leadership set policy audit the bank accounts and financial records

6. What an executive director CAN do

7. Financial management and record keeping budgeting bill and collect dues and meeting fees assure accuracy of accounts payable deposit checks, pay bills, balance checkbook make your money work for you

8. Staff support for chapter leaders single point of contact for telephone, mailing address, web site/email continuity between presidents organizational history maintain supplies recommend policy sign contracts be a manager/secretary/reminder service give you someone to yell at

9. Publications write newsletters compile directories work with printers solicit advertising

10. Meeting and speaker arrangements negotiate with meeting facilities confirm speaker arrangements handle meeting reservations, check-ins, fees, collections and payments send follow-up letters to speakers and facilities

11. What traits should the executive director have? entrepreneurial spirit understanding of associations and working with members and volunteers understanding of the public relations profession is a bonus, but can be taught task oriented have vision to see future possibilities for the organization

12. How can my chapter afford an executive director? paying for knowledge and expertise pricing can be task-based management contract/employee arrangement flat monthly fee retainer plus hours over a certain number commissions based on performance bonus based on performance budget for their expenses for supplies and activities

13. Specifying duties and support duties should be specifically listed so everyone is comfortable with the work being undertaken for the compensation available gives the board a yardstick by which to evaluate and compensate the executive director be as specific as possible without writing the great American novel update bylaws to reflect new staff position support is a two-way street: exec supports the board and members, and the board has a responsibility to support the activities of the executive director

14. The responsibilities of the Executive Director shall include: serve as administrator of the organization. serve as professional advisor to the Board. recommend appropriate policies to the Board. implement effectively all policies adopted by the Board keep the Board fully and accurately informed about programs and services. interpret the needs of the organization and present professional recommendations on all problems and issues considered by the Board.

15. The responsibilities of the Executive Director shall include: assist President and Treasurer in developing Chapter budget and keep the Board informed concerning budget performance. assist Officers, Board members, Committee Chairpersons and Chapter members as required or requested.

16. The responsibilities of the Board of Directors shall include: consult with the Executive Director on all matters under consideration. delegate responsibility for all administrative and executive functions. share all communications with the ED. provide support to the ED in carrying out professional duties. support the ED in all decisions and actions consistent with policies of the Board. evaluate the performance of the ED.