| Home |  |
Board of Directors | |
Chamber Operations | |
Committees and Projects | |
Site Map |
|
Welcome to the boardroom
FOREWORD
Welcome to the board room.
This booklet has been prepared with one purpose in mind...helping you,
as an officer or director of your organization to establish the kind of
rapport with the staff that will result in the best possible year for
all concerned.
Whether you are working with a staff of one person. or many persons, a
smoother operation will be achieved when everyone fully understands
their role. and how they fit into the overall game plan.
Too often. many of us. having served as president or an officer of one
of our local civic clubs, are inclined to assume that the same ground
rules prevail. There is, however, a vast difference. Civic organizations
usually have no paid staff to handle the administrative affairs of the
organization, and it falls the lot of the officers to attend to BOTH the
policy making and the administration.
However, in organizations which have a paid administrative staff, there
is a difference, and the role of policy making and the role of
administration can become a bit "fuzzy" and lead to potential conflicts
unless some clear-cut guidelines are established.
Hopefully, this booklet will serve to clarify these roles and build
bridges of cooperation and mutual respect in the on-going relationships
of officers, directors, and staff.
CONTENTS
History of Chambers of Commerce
Page
3
The Chief Paid Executive
Page
5
The Staff
Page
6
The Board of Directors
Page
7
Committees and Task Forces
Legal Responsibilities
Page
9
CEO - CPE ... Who Does What
The Written Word: Bylaws .......
HISTORY OF CHAMBERS OF COMMERCE
Throughout the centuries, perhaps as long as commerce has existed,
traders have banded together. In the beginning, perhaps it was for the
purpose of seeking common protection against enemies and marauding bands
of robbers. Later, codes were established to govern the conduct of
trade. And still later, efforts were begun to exert influence on
legislative matters.
But those early associations of traders had little in common with
chambers of commerce as we know them today. The first known use of the
term "chamber of commerce" occurred in
It was the imperial ambitions of Kaiser William I of
However, the European chamber of commerce has little in common with the
modern American organization. Although they are associations of business
people, they frequently operate as quasi-public agencies, vested with
certain administrative and judicial powers with respect to trade. These
powers often include establishment of codes governing commercial
practice, arbitration of rules of navigation, and supervision over other
commercial bodies. And under some highly centralized governments, the
chambers have been used as agencies for directing and controlling
economic activity in behalf of the central planning authority. This was
true in Nazi Germany where regional and local chambers virtually
exercised powers of life or death over individual concerns.
On the American continent, the oldest chamber of commerce is that of the
State of
Early American chambers like their European prototypes were associations
of tradesmen organized for the protection and promotion of commerce. The
establishment of the
Those early chambers undertook to promote the sale of goods. They
organized markets, made and enforced rules of trade, protected goods in
transit, and even operated their own trading floors. But their
activities were limited to those directly connected with commerce.
But the emergence of the commerce as a true community organization came
much later as businessmen began to realize that their own prosperity
depended upon the development of a prosperous, healthy, and happy
community. From the late 1800's on, the growth of the chamber movement
in the
Today, there are perhaps 4,000 such organizations in the country. The
chamber of commerce of today has little in common with the old "board of
trade" or "booster club" of fifty years ago.
The change has been one of refinement; the philosophy has
changed.
In the early 1900's most local chambers were primarily interested in
attracting new industries to their community. Civic and commercial
development took second place. While industrial development was still
often a major emphasis, gradually, chambers came to recognize that
industrial growth was dependent on civic and commercial development as
well. In fact, during the first quarter of this century so much emphasis
was being placed on civic problems that many chambers began to assume
the character of civic associations. It soon became evident that
chambers, in order to be true to their purpose, must remain primarily
business organizations, and express the point of view of business. The
importance of balance in the chamber of commerce program began to be
recognized.
Another major change took place with the advent of the New Deal in 1933.
Governmental affairs on federal, state and local levels became major
items in the chamber of commerce program. The chamber became the
interpreter of government to business, and, conversely, of business to
government. In this field of activity, the chamber of commerce is
assuming growing responsibilities and achieving increasing usefulness.
And just as chambers through the centuries have changed and adapted to
meet the needs of the time, so will the chamber of today be constantly
alert to the changes taking place in our society and adapting to meet
those needs.
THE CHIEF PAID EXECUTIVE
Today, almost every business or organization that has any degree of
formal structure has developed job descriptions for their employees.
Whether you designate your chief paid executive as the Executive Vice
President (most commonly used term in chambers today), Executive
Director, President (now being used in some chambers), or
whatever title, you should have a job description spelling out what is
expected of the person. Incidentally, the term Secretary or Executive
Secretary is seldom used anymore.
To assist you in formulating one for your organization, following is one
example that pretty well covers the subject that you can adapt to fit
your particular needs.
The Executive Vice President shall be the chief administrative officer
of the chamber of commerce.
It shall be the duty of the Executive Vice President to conduct the
official correspondence, preserve all books, documents and
communications, keep books of accounts, and maintain an accurate record
of the proceedings of the chamber Board of Directors and all committees.
He or she shall manage the property, business, and affairs of the
corporation. He or she shall perform all duties incident to the officer
or prescribed by the Board of Directors. He or she shall employ and
supervise the staff necessary to carry on the work of the organization,
and fix their compensation within limits set by the Board of Directors
or the Executive Committee. He or she shall supervise the maintenance of
all records, preparation of reports, collection of subscriptions and
expenditures against the budget. He or she shall have prepared monthly
statements on income and expense.
In addition, he or she shall perform such duties as listed below, as may
be incident to the office, subject to the direction of the Board of
Directors. He or she will work with elected officers and directors in
over-all policy determination and administration of the chamber program.
Supervise staff-hiring, training, coordinating, and counseling. Prepare
job descriptions, organization chart, office procedures manual, and
policy manual.
Act as fiscal officer, keeping check on income and expenditures. Prepare
annual budget for review by Executive Committee and Board of Directors.
Maintain contact with all chamber committees and be aware of the current
status of all chamber projects in relation to original objective,
current position, and work yet to be done.
Maintain contact with key community leaders in business, professional,
and political fields to determine attitudes and interests.
Keep constantly alert for community problems and opportunities, and
bring them to the attention of the proper agency, group or individual.
Be generally familiar with what is going on in the community. Have some
knowledge of all other organization, in the community, their programs,
and their leadership.
Keep current on community and civic trends and new developments
nationwide, so that local community's positions may be constantly
analyzed and checked against what other cities are doing.
Represent local chamber at various state, regional and national
meetings.
Keep contact with the preparation of the monthly membership bulletin and
annual report.
Work directly with committees and groups.
Be constantly alert for new leadership and worker material for the
organization in the community.
THE STAFF
Working under the supervision of the chief paid executive, the staff
also has a key role to play in the execution of day to day activities of
the chamber of commerce.
The purpose of the chamber's professional staff is to help organize,
equip and motivate the volunteer leadership and manpower to work
collectively to meet community problems. Almost unlimited productivity
can be gained when the staff can mobilize the membership to work
effectively.
Poor production results when the staff is left to do the job alone. It
is this simple: The chamber staff, no matter how well trained and hard
working they may be, can only do so much. Through effective utilization
of their professional abilities in the servicing of chamber committees
and task forces, however, the results of the chamber effort can be
multiplied many fold.
Basically, the staff has three primary functions to fulfill:
1. SERVICE TO THE MEMBERSHIP - Each day the chamber staff receives
requests from the membership. Some of these are easy to fill; others may
require hours of work. But that's what the staff is for.
2. SERUICE TO THE GENERAL PUBLIC - Many requests are received daily and
the standard procedure is to try never to say "no" to a legitimate
request. Again, some of these are easy to fill others quite difficult.
3. SERVICING COMMITTEES AND TASK FORCES - This is the heart of an
effective chamber operation. The staff should make every effort to
assist every chamber committee and task force in every possible way.
They can help committees best by working with them through every step of
their activities. They should:
A. Help the task force chairperson set up meeting agendas, procedures,
and mechanics.
B. Take minutes at meetings and maintains task force files.
C. Publicize the task force activity, when appropriate, over task force
chairperson.
D. Write reports on task force activities for officers, directors, and
chairpersons, when needed, to report progress of recommendations.
E. Assemble such equipment as may be needed by the task force and assist
in obtaining informational material.
THE BOARD OF DIRECTORS
Just as the chief paid executive must know what the duties of his or her
job is, so should the Board of Directors have a working knowledge of
their responsibilities.
What is it's job in relation to the organization?
As a Board, directors perform essentially a legislative function. That
is, the Board makes all policy decisions of the chamber of commerce.
However, from time to time, it may direct a poll of the membership when
considered desirable as a guiding influence. Specifically, however, the
Board of Directors shall:
1. Set the overall policy of the organization.
2. Determine the goals of the chamber through an approved Program of
Work.
3. Provide adequate funds to do the job through the annual budget.
4. Establish the dues structure.
5. Elect officers in accordance with the by-laws.
6. Recommend changes in the by-laws.
7. Fill all vacancies occuring on the Board of Directors in accordance
with the by-laws.
a. Meet as required by the by-laws, or by call of the President, or on
its own motion.
9. Provide adequate facilities and equipment.
Further, as individuals, each director is expected to:
1. Attend all meetings of the Board of Directors.
2. Consult frequently with the membership of the chamber in order that
he or she may be truly representative in his or her legislative
function, or to explain Board actions.
3. Counsel and advise as requested by officers of the corporation, and
make suggestions, as well as serve on committees and task forces when
requested.
4. Perform such duties, within his or her capabilities, as may be
requested by the President.
COMMITTEES AND TASK FORCES
The heart of a good organization is a strong task force and committee
structure, whose mission has also been made a part of the chambers
program of work, and spelled out in writing so that everyone in the
group knows exactly what is expected of them.
Several references have been made to the terms task force and or
committee. Someone may be wondering just what the difference is. In
simple terms, if a project is of an on-going nature that will carry over
to future years, then the terminology committee is used. On the other
hand, if the assignment is the accomplishment of a specific task that
will be handled in a reasonably short period of time, after which the
members will be dismissed to service on other projects, then the
terminology task force is used.
All task force and committee chairpersons are appointed by the
President, usually with the concurrence of the Board of Directors.
Together with the Chief Paid Executive and the Divisional Vice President
( if used ), they outline and organize the assigned activities.
The chairpersons are responsible for seeing that the activities assigned
to their respective groups are carried out on time . They must evalulate
their work and procedures and the progress of both the group as a whole,
as well as its individual members.
They must be willing to give their time and energy in guiding and
stimulating the group to produce. Chairpersons are directly accountable
to the Division Vice President, and responsible
for coordination, performance, and assistance to the Board of
Directors.
While the President appoints the chairperson, the President normally
delegates the appointment of the remainder of the committee or task
force to the chairperson.
Task force members are responsible for carrying out the task force's
assigned projects as set up in the program and approved by the Board of
Directors. Each task force member is responsible for their phasre of
this work as outlined by the chairperson.
Task force members are accountable to the chairperson and may be dropped
from the task force for consistent non-attendance of meetings without a
valid excuse.
They shall not represent the chamber in advocacy of or opposition to any
project without the specific consent of the Board of Directors
While the Board of Directors is the policy making body of the Chamber of
Commerce, recommendations for new policies eminates from the committee
and task force level. For this reason, the task force level, comprised
of volunteer workers, is one of the most important segments of the
chambers operations. You
might say that it is the basic unit of the chamber endeavor.
LEGAL RESPONSIBILTTIES
It's in the minutes! Should it be?
There is no doubt that a written record of the proceedings of meetings
held by a chamber of commerce is vital. In an age when government
agencies are much more active in overseeing the affairs of voluntary
associations, it is necessary that minutes be accurate and that they be
carefully maintained.
But how important is it that they be complete accounts of the
proceedings? From a legal standpoint, it is not necessary that minutes
be like legal transcripts in that virtually every word which is said is
included. Almost all chamber minutes are much more lengthy than they
need to be. Generally an executive or a secretary can make much better
use of time than to spend it writing or dictating many pages of minutes.
It is not essential that minutes be complete to the point that they
record all information discussed or the personal positions taken by
those who participate in the discussion. They should, instead, operate
as a summary of the motions made and the action taken. ~Action~ minutes
require less time to prepare are certainly less storage space.
It should be remembered that brief minutes usually cause less potential
harm when dealing with the IRS, or state or federal anti-trust divisions
and, therefore, brevity will cut down your risk.
Remember that in the post-Watergate syndrome, tapes also can be the
subject of subpoenas along with written minutes or other records. If
therefore, you tape the proceedings of meetings it is recommended that
the tapes be erased after a summary of the proceedings is obtained and
the minutes are approved. Tape archives are practical in some respects,
but they can, if admitted into evidence in a legal action, pose
significant problems for the chamber.
Anti-trust...the word itself creates a mental image of big business,
since most chambers of commerce probably feel that anti-trust violations
only occur within that realm occupied by the corporate giants. Yet,
anti-trust violations now pose a real and present danger for any local
chamber.
The Sherman Anti-Trust Act states that a "contract, combination, or
conspiracy" in restraint of trade is illegal. By its very nature, a
chamber of commerce is a combination of businesses which, in essence,
compete with one another, and therefore, the local chamber falls within
the "combination" re-view of the Act.
Some of the specific issues raised under the Act can relate to the
denial of admission to membership to certain businesses. Does the
chamber, in fact, have a legal right to deny membership to businesses
which are thought to be illegal or unethical?
Anti-trust officials appear to conclude that most chambers and
trade associations cannot operate as private clubs, i.e., they cannot
automatically deny membership to any business. While this is a body blow
to the chamber, it is, nevertheless, the current interpretation, and
several cases have recently emerged where chambers have been sued by
firms which were denied membership because the chamber was deemed to be
in restraint of trade. Apparently, the anti-trust officials believe that
the proper course is for the chamber to admit any firm to membership
and, if the firm later violates the law, then the chamber is within its
rights to expel it from its membership.
But what may a local chamber now expect from an expulsion proceeding?
Undoubtedly, the risk of a law suit is greater than it formerly was
because of the liberal interpretation of the law, but it should be
remembered that a business must prove damages for the economic injury it
sustains from either expulsion or denial of membership. Such damages are
obviously very difficult to prove, and this difficulty definitely
decreases the lifeblood of any monetary liability on the chamber's part.
Also, from a practical standpoint, it should be noted that most
businesses which are reasonably suspected of irresponsible behavior do
not wish to have such conduct made the subject of the scrutiny that an
airing in a public courtroom would involve. Expulsion is, therefore, a
risk assessment, but the chamber's reputation would generally dictate
that expulsion is a risk worth taking, particularly if the "bad apple"
is either a frequent or flagrant violator of law or business ethics.
Another example of possible anti-trust violation occurs when a
particular segment of a chamber decides what rules or regulations will
govern. For example, a Merchants Division may decide that it will
observe certain hours during a particular shopping season. This
constitutes a COLLECTIVE action, and it could force the anti-trust laws
into play. The advice of counsel, therefore, is most important when a
decision on the part of a particular segment of the chamber membership
is made.
Every officer and director, as well as the chief paid executive, is a
trustee of his or her charnber's funds. Failure to exercise good
judgement and follow basic management principles occur when 1) they fail
to insure good planning, 2) do not implement adequate controls,
including a good reporting system, 3) fail to review reports for
problems, 4) draw clearly improper conclusions from available
information and/or act clearly in contrast with such information, and 5)
make decisions without proper information. These represent
mismanagement.
Non-management is the failure to use existing opportunities for good
management such as 1) failing to consider data when making decisions, 2)
failing to use available control systems, or 3) failing to attend board
and committee meetings. It is not always easy to differentiate between
mismanagement and non-management. The lines are unclear and subject to
interpretation by the courts.
According to the
As demonstrations of good faith by board members, the
1. Attend all board and committee meetings. If unable to attend, be able
to show a valid reason for absence.
2. Have a thorough knowledge of the duties and provisions within the
by-laws and charter.
3. Be aware of the corporate decisions and keep informed of the general
activities and operations of programs.
4. Insure minimum statuatory or technical requirements are met: filing
annual reports, withholding taxes, IRS 990 filed, etc.
5. Record personal conduct and register dissents in the minutes or by
letter.
6. Avoid any semblance of self-dealing or enrichment. Discourage any
business transactions between directors and the corporation, unless
conducted entirely openly and with stringent safeguards.
7. Make no pecuniary profit except that expressly provided in
compensation or reimbursement within the by-laws.
An independent audit committee or firm should audit the financial
records and should report its findings to the board of directors.
Insurance for board members against lawsuits is highly recommended.
CEO- CPE...WHO DOES WHAT?
If the wheels of progress are to turn smoothly, it is essential that
they be oiled with a clear-cut understanding of the division of duties
between the Chief Elected Officer and the Chief Paid Executive. The
relationship between the CEO and the CPE must be a good one...a certain
closeness...a certain harmony...a mutual understanding and respect for
the job of the other must exist if maximum results are to be achieved.
This rapport can often he established early if the Chief Elected Officer
and the Chief Paid Executive will make it a point to sit down together
before the year begins and have a fr3nk and honest discussion concerning
the responsibilities of each other.
As a guideline for such a discussion, the following generally accepted
division of responsibilities and duties is presented. They are presented
in such a way as to point out the corresponding action or responsibility
of each office.
CHIEF ELECTED OFFICE
1. The Chief Elected Officer is elected either by the membership of the
chamber of commerce or by the Board of Directors. The CEO enjoys the
position, honor and prestige of the office during his or her term.
2. The CEO, together with the Board of Directors, is responsible for
setting policy for the organization...for giving it direction... for
determining what its thrust and tone will be.
3. The CEO is normally the chief spokesman for the chamber in the
community. He or she interprets the chamber to the community (CAUTION:
Be careful that the CEO's personal opinions are not mistakenly taken as
the official position of the chamber.)
4. The Chief Elected Officer of the chamber is the presiding officer at
meetings and function of the organization.
CHIEF PAID EXECUTIVE
1. The Chief Paid executive is employed by the Board of Directors. The
CPE has chamber of commerce job knowledge...the ability to get the job
done...expertise in the field of organizational management.
2. The CPE is responsible for carrying out these policies...for
developing and assisting the volunteers... for interpreting policy and
making the day-to-day decisions based on the adopted policies.
3. The CPE serves as the chief administrative officer of the chamber of
commerce and sees that the organization operates smoothly to accomplish
its goals.
4. The Chief Paid Executive serves in the role of technical assistant to
the Chief Elected Officer. . .prepares agendas and reports...helps keep
meetings on target toward goal accomplishment.
CEO - CPE...WHO DOES WHAT?
5. The CEO and the Board of Directors employ the Chief Paid Executive,
and they should be responsible for his or her on-going professional
training. They should NOT however, be involved in selection of the
staff.
6. The Chief Paid Executive answers to the Board of Directors. If the
CEO or members of the Board should identify a staff problem, they should
bring said problem to the attention of the CPE for handling rather than
handling it themselves.
7. The Chief Elected Officer organizes community leadership and presents
the chamber of commerce as the vehicle to unify actions of other
organizations.
C. The CEO spearheads the development of a Program of Action for the
organization...makes sure that priorities are developed...makes full use
of the expertise of the professional staff.
9. The Chief Elected Officer encourages members to participate in the
organization.
10. The CEO makes volunteer appointments of chairpersons to head
committees and task forces.
11. The CEO and the Board of Directors approve a budget that provides
the necessary resources including money and manpower, to get the job
done, and regularly reviews the financial status of the organization.
12. The Chief Elected Officer, together with the Executive Committee or
Board of Directors, is responsible for periodically reviewing the salary
of the CPE to insure adequate compensation.
5. The Chief Paid Executive
hires the appropriate staff as provided for in the budget, and is
responsible for they’re on going training.
6. The staff answers to the Chief Executive. The staff should be that
ONLY the CPE is directly responsible to the Chief Elected Officer the
Board of Directors.
7. The Chief Paid Executive is responsible for seeing that results are
on target and gives proper direction to the organized activities of the
chamber.
8. The CPE sees that the Program of Action is implemented...advises on
how the program should be carried out keeps it in its proper
perspective.
9. The Chief Paid Executive channels this participation toward the
accomplishment of results.
10. The Chief Paid Executive counsels the chief Elected Officer on the
selection of the right volunteer for the right job...who and why...sees
to it that action follows.
11. The CPE prepares preliminary facts and figures...proposes a budget
needed to get the job done...administers the funds when the budget is
approved, and makes a proper accounting to the Board of Directors.
12. The Chief Paid Executive is responsible for the periodic review of
staff salaries to insure that the staff is adequately compensated.
THE WRITTEN WORD
The written word of the organization, for purposes of our discussion
here, falls into three categories. They are the By-laws of the
organization, the Policy Manual, and the Procedures Manual. Each plays
an important role in the day-to-day operations, and should be kept
current. They should also periodically be reviewed to determine if they
still reflect the needs and feelings of the organization, or if revision
is needed.
BYLAWS
Presumably, if your chamber of commerce is a chartered corporation, a
set of by-laws were adopted governing the organization. The by-laws of
one organization may differ greatly from those of another, but, if
up-to-date, they should include all or most of the following:
...Object and purpose.
...Distribution of assets upon dissolution (important for IRS purposes).
...Eligibility for membership.
...Method of determining dues.
...Exercise of privileges.
...Voting restrictions of members.
...Termination of memberships.
...Orientation of Directors.
...Composition of the Board.
...Filling Board vacancies.
...The Nominating Committee.
...Election procedures.
...Suspension of Directors.
...Determination of Officers.
...Duties of President.
...Duties of Vice Presidents.
...Duties of Treasurer.
...Duties of Chief Paid Executive.
...Bonding.
...Executive Committee.
...Committee powers.
...Membership meetings.
...Petitioned meetings.
...Annual meeting.
...Meeting Quorum.
...Fiscal year.
...Parliamentary procedure.
...Amendments to By-laws.
Once established, there is generally little change made in the by-laws.
However, it is a good practice to review them periodically, at least
annually, to make sure that they still reflect the intent of the
membership, and that they are in fact being abided by. (A set of sample
by-laws is available from The Pacesetter should one be needed.)
POLICY MANUAL
Often we fail to think of it as such, but every time the Board of
Directors takes action on an issue, they are in fact adopting a policy.
The stand that you take on a legislative issue...the decision to promote
a bond issue for education the decision to support or oppose a
particular project are all policy decisions. And over the life of your
organization, you have built a policy manual...you just may not have it
organized in one easy-to-refer to place.
If not, this should be done. Staff, or a task force, can simply sit down
with the minutes of the organization and go through them, meeting by
meeting, looking for Board actions that reflect a stand on a particular
matter.
Once extracted, they should be grouped together according to subject and
put into easy to read form. This can be a simple three-ring binder, or
even typed sheets in a file folder. The important thing is that the
Board, the Staff, and anyone else that may be interested know just where
your organization stands on an issue. And chances are, as you go through
the process of assembling these policies, you're going to find that you
still have policies on the books that no longer reflect the thinking of
the organization today.
Make this one of your priorities for this year.
PROCEDURES MANUAL
The third part of the written word is the Procedures Manual. This one is
primarily for the benefit of the professional staff.
Call it a Procedures Manual, a Staff Manual, or whatever, the purpose is
to spill out in writing how the organization wants certain things done,
what it expects from it's employees in regard to certain items, and what
the employee can expect from the organization.
The manual should address such things as:
...How salaries and pay increases are determined.
,..Employee benefits.
...Who answers to whom.
...Handling of confidential matters.
...Personal appearance.
...Handling visitors in office.
...Proper answering of telephone.
...Appearance of the office.
...Having to be out of office.
...Absence policy.
...Vacation policy.
...Insurance coverage.
...Closing the office for the day.
...Office hours.
...Lunch schedule.
...Holidays.
...Expense accounts.
...Automobile mileage
...And any other items you feel pertinent to the smooth operation of
your organization.
People are happier and perform better when they know up front what is
expected of them. So get them out of the dark and spell it out. Again, a
simple ring binder will do the job. And as new items arise that are not
covered, make sure that the Procedures 1~1anual is up-dated to reflect
these additions or changes .
BOARD PLANNING RETREATS
Although retreats have been around chamber of commerce circles for many
years now, they still represent an unknown to those either not motivated
to try it, or who despite the desire have not yet succeeded in getting
their first one off the ground.
Board of Retreats . . . Planning Conferences . . .
Organizational Workshops... or by whatever name which you may wish to
refer to it, (some now call them Charges just to be different) the
purpose of the retreat is simple.
How many times have you felt that if you could only have some
uninterrupted time with the Board of Directors or key chamber or civic
leadership, there would probably be no limit to what could be
accomplished? The retreat can, and does, provide such dreamed of results
because it:
1. Allows the necessary time to develop dialogue on importan~ issues.
2. It provides an atmosphere of fellowship and united purpose which
produces a real team effort".
You will be impressed by the group dynamics generated in a "get-away"
atmosphere. Board members may be acquaintances of each other, but they
probably don't really KNOW eaeh other. The strengths, weaknesses,
leadership styles, ulterior motives and so fourths are closely guarded
secrets. Time together will
break down these barriers. As a result, you'll find in subsequent
meetings that the group will waste less time in personality games.
When you're ready to take the big step toward your first retreat, some
basics to remember. 1) Start early and allow sufficient lead time to
plan the event; 2) Have your objective as to why the retreat is
necessary clearly defined; and 3) have your leadership committed to the
project.
Consider using outside "experts". Everyone needs some mind-stretching
from time to time. Using the outside expert (someone with a briefcase 50
miles from home) can offer your people fresh, new approaches. Use of the
expert can allow the chamber executive or officers to say things through
the "expert" that they may not otherwise be able to sell on their own.
Use of an outside resource person to act as a discussion group leader or
brainstorming facilitator is also helpful. Controlling and directing
brainstorming is tricky business and training can be invaluable.
You may find time too limited in a one-day session. The two-day session
gives you more meeting time, but also permits you to utilize an
overnight stay and organized "bull sessions" which can run long into the
night.
The two-day session also allows "play-time" that makes it easier to
sell, but be careful...don't make it too relaxing. You are working with
leaders who are used to working, and they will be more willing to work
than you may anticipate.
Retreats also provide unique opportunities to include your mayor and
other governmental people for in-depth, informal discussion of various
community problems. Past presidents of your chamber and committee
chairpersons can also be involved. Many chambers today are also
including spouses and arranging special activities for them should they
not desire to attend the meetings.
A typical retreat agenda should include:
1. A welcome by the president or president-elect. A charge should be
given to the members at this point, stressing the importance of
developing a vital program during the hours ahead. Now's the time to
highlight areas of particular concern.
2. An orientation for new Board members (a good refresher for incumbent
directors as well).
3. At this point the president could present an annual report or current
assessment of the chamber's performance in terms of organization and
program.
4. What comes next is a group planning session to develop program
priorities and strategies. This can be quite formal and structured, or
it can also work well informally. Use of an outside facilitator to help
with the brainstorming can be productive.
There are two basic components for group planning, i.e. identification
of areas of possible action and prioritizing two or three objectives in
each area. For openers, try these questions on those attending.
1. What are the principal elements of the local economy that contribute
to the creation and circulation of wealth in the community?
2. What are the problems that need to be solved or the opportunities
that need to be met in order to make the local economy perform better?
3. If you had all the necessary resources, what would be the one thing
you would accomplish in the next year for the community?
4. What is actually preventing this from being done?
In summary, plan to the smallest detail. Be certain that you have all
needed information, be conscious of the comfort of your attendees, and
help them get relaxed so they will drop the barriers of difference of
opinion and work toward agreement on meaningful solutions.
A Board Retreat can help you...your community leadership...your
chamber...your city. Try one soon; you'll like it!
SUCCESSFUL MEETINGS
Wide participation and free discussion are the criteria of a
successful meeting. The ideas and opinions of individuals should be
recognized and respected, even though they may be controversial. It is
out of the sum total of the experience and ideas of the group that wise
decisions will be made, and every member of the group must feel that
they are a member of the "team", with an obligation to do their share in
formulating a plan of action and making it work.
The function of the chairperson is to serve as a guide to the
discussion...to keep it moving, and moving in the right direction. The
chairperson of a meeting must be a student of human nature, capable of
understanding the personalities, attitudes, and moods of the individuals
participating in the meeting and of working with them constructively. He
or she must manage the group in a manner that will avoid friction,
irritation, or conflicts of personalities .
The chairperson helps define the problem at start of the meeting, keeps
the discussion pertinent to the subject, summarizes the discussion at
key points and at the conclusion of the meeting, and assists the group
in developing a plan of action to implement the decisions reached.
The better the chairperson knows the problem and the individuals who
will participate in the discussion, the better prepared they are to lead
a successful meeting. They should familiarize themselves with the
subject and the objectives which may be achieved and then roughly
outline the topics to be discussed with a time allotment for each.
It requires skill and tact to lead the discussion without dominating it.
All participants at a meeting enjoy equal status for the purposes of the
discussions, and they must be made to feel uninhibited. Rather than
serving as an authority on the subject who seeks acceptance of one's own
ideas, the chairperson stimulates the thinking and discussion of the
participants. Instead of making positive statements, ask pertinent
questions designed to draw out ideas and opinions. Try to create an
atmosphere that is conducive to free expression.
The agenda for the meeting should be carefully worked out in advance. It
may require merely a statement of the problem to be discussed, a list of
topics, or a comprehensive outline. An outline serves the dual purpose
of guiding the course of the meeting and as a time control.
1. Plan the subject.
2. Plan the objective.
3. Plan the procedure.
4. Have the objective clearly in mind.
5. Prepare a list of leading questions.
The proper physical facilities can contribute much to the success of a
meeting. The meeting room should be quiet, comfortable, large enough to
provide space for all participants without crowding, and be adequately
lighted and ventilated.
Make sure that the time set for the meeting is convenient to all
participants. One to two hours is considered adequate for most meetings.
Participants should be provided with any materials which will help them
prepare themselves for the discussion, and they should be reminded to
bring any reports or materials related to the problem.
In preparing for the meeting, prepare yourself a checklist that includes
all or most of the following:
1. What is to be reviewed from previous meetings?
2. What is to be accomplished at this meeting?
3. Who should attend?
4. What will be the announced subject?
5. What is the main objective to be realized?
6. What intermediate objectives are to be attained?
7. What attitudes can be shaped at this meeting?
8. What existing confusions can be cleared up?
9. What established?
10. What practices should be questioned?
11. Is my outline adequate as to content?
12. Is the progress too fast for the group?
To set the stage for a lively discussion, "warm-up" thc group to put
participants at ease and in the right frame of mind to participate
actually in the meeting. Be sure that everyone is introduced before the
meeting starts.
Use strategy in seating the participants at the table. Place the shy
persons near you where you can draw them into the discussion. Place the
over talkative ones near you also so that you can control them. Separate
individuals who are addicted to side talk. Place the steady, dependable
individuals at the opposite end or side to yourself so that they can
help you "keep the ball rolling".
Explain the objective of the meeting. Write it on the blackboard so that
it remains in view throughout the meeting.
Clarify your role as the chairperson of the meeting as a guide and
stimulator, not as a judge or dictator. This is particularly important
at a first meeting or when new members are present for the first time.
Establish the authority and responsibility limits of participants. They
should know whether they are to reach a group decision or report
individual experiences and opinions, or develop new ideas. Reach
conclusions as to assignment of functional responsibilities...secretary,
observer, reporter, etc.
Encourage the exchange of ideas, opinions, and experiences. It is
important to reduce tensions and establish a friendly, informal
atmosphere at the very start of the meeting.
Once everyone is relaxed, launch the discussion by going over the
objective, explaining the problem, and calling for ideas and information
or requests for further clarification. The object is to make sure the
group understands the problem, and then to start productive discussion.
Do not try to do the thinking for the group, but help it to keep moving
ahead in an organized manner. Help participants see where they have
been, where they are now, and where they are
going in relation to the problem. An occasional up-to-the-minute summary
of the discussion is helpful.
One of the important functions of the chairperson is the final summing
up with a view to future action. Attempt to reflect the true findings of
the group, the agreement, the disagreements, decisions, and plans of
action. Following the meeting, prepare a brief summary of the discussion
and send a copy to each participant asking them to review it for
possible errors or
necessary revision.
CHECKLIST FOR SUMMARY:
1 . Recapitulate . . . use blackboard.
2. Does blackboard reflect most important conclusions?
3. Establish responsibility for actions.
4. What action will put conclusions to work?
5. Develop plans for follow-up.
6. Set a definite time limit when check-up will be made.
7. Appoint any needed sub-committees or designate individuals.
8. Indicate what has been accomplished and what remains to be done .
9. Thank and compliment group for their participation.
10. Announce plans for next session if there is to be one.
Your skill in dealing with people is vital to the success, of a meeting.
The characteristics of certain personality types will require your
special attention. Some of these types are portrayed here along with
some helpful suggestions for dealing with them.
It is important to remember that these people are not trying to
make it difficult for you. All they want is recognition as individuals.
They require the help and encouragement that your direction can give
them.
FOGGY TALKER - This person needs your help. Subtly re-phrase their
statements in better words, but make them feel you are quoting them.
TALKERIER - You nave to hold this person down. They are useful in
getting the discussion started and in summarizing, but overlook them
occasionally. If they get too difficult, thank them but suggest that
others participate.
TIMID AND SHY - This person needs encouragement. Build up their
confidence. Call on them for answers to questions related to their
ability and experience. Once they have contributed, make occasional
reference to their suggestions: "As Mr. X has said, etc."
OVER AGGRESSIVE - When they make a good point, give them credit, but
don't let them tie up the discussion. When they are wrong, try to get a
group member to put them straight. Keep your temper.
RAMBLER - When they pause to catch their breath, break in by indicating
that the discussion is getting a little off the beam. Re-state the
relevant points and move on.
OFF THE BEAM - Be tactful. Don't disagree abruptly.
Try to guide them back to the subject with questions. If
disagreement is necessary, let the group do it.
AX GRINDER - Let there get some of their "gripes" off their chest, but
don't delay the discussion too long.
Try to get a group member to answer them. If necessary, offer to
discuss their problems later.
TAKE A LOOK AT YOUR ORGANIZATION
ORGANIZATIONAL AND FINANCIAL
Do you have job descriptions for:
Chief Paid Executive...
Staff Members....................
Elected Officers.................
Is your organization incorporated?.
Do you have an annual audit?
Is everyone who handles the organizations funds bonded?......
Have you received tax exempt status from Internal Revenue Service?...
Do you regularly file IRS form 990 and/or 990T?.....................
Do you have good attendance at your Executive Committee and Board of
Directors meetings?.....
Are you able to get the top leaders of your community to serve on the
Board of Directors?..........
Do you have a Program of Action in written from, approved by Board?
Are your committees and task forces really getting the job done?.....
Do the committees really know what is expected of them...do they have a
written objective?........
Are all your operations under the chamber, or do you have several groups
that are really only quasi-chamber(i.e. retail, economic development,
etc.)?.....
Do you prepare an annual budget?...
Is your current dues structure adequate to do the job that you should be
doing?.............
Do you receive funds from the city or county government?............
Is there a written contract to cover these government funds?....
How many of your members pay only the minimum dues?................
Do you have membership campaigns?..
How long do you carry delinquent accounts?........................
What percentage of your members are you dropping annually?...........
Do you have a periodic method for re-evaluating your members to seek
increased investment?
PROGRAM OF ACTION
Do you have active programs in the areas of:
Small Business Assistance........
Vocational Training..............
Retail Trade Development.........
Economic Development.............
Downtown Redevelopment...........
Tourism Development.............
Crime Prevention................
Ground Transportation............
Air Transportation...............
Legislative Affairs:
Local..........................
National.......................
Does the Board of Directors receive regular reports on the progress of
committees and task forces?...
MEMBERSHIP
How often do you have meetings of the membership?
.
Are they well attended?
Do you poll membership on important issues?
Do you actively seek input from the membership in developing Program of
Action?.......................
Does the membership really know what the chambers program calls for this
year?..................
Do you have a newsletter on a regular schedule?................
Do you have an orientation program or meeting for new members?......
FACILITIES
Are your present quarters really adequate...do they help sell your
community?..................
Does the CPE and staff have good office and work space?...........
Do you have a Board and Committee meeting room?....................
Do you really have the equipment to do the job properly:
Micro-computer................
Word processor/typewriters....
Addressing equipment..........
Postage equipment.............
Duplicating/printing equipment
Photographic equipment........
Audio visual equipment........
Adequate storage..............
STAFF
Do you really have adequate personnel to get the job done?... Have you
reviewed their performance lately, and compensated them in accordance
with prevailing rates in the profession?...............
Do you provide for their on-going professional education?..........
Do you have an insurance program?...
Do you have some form of retirement program?...
How is your vacation schedule?.....
How is your sick leave schedule?...
How is your holiday schedule?......
Do you furnish the CPE:
Automobile or allowance?.........
Civic club membership?...........
The above are just a few of the many that you, as an or director of your
organization need to be constantly alert to if your organization is
going to attract quality people and do the kind of job that you expect
of it. No organization is
any better than its people, and especially the leaders, and you are the
leader this year. Make your year count.
Good luck.
PERSONNEL
POLICIES
It is the policy of the Duarte Chamber equal opportunity to all
qualified persons without regard to race, color, age, sex, religion or
national origin. It is the
intent and desire of the Chamber that equal opportunity is provided in
wages, promotions, benefits and all other privileges, terms and
conditions of employment.
HIRING
The president and the Board of Directors responsibility for hiring The
Chief paid Executive Officer. The responsibility for hiring other staff
personnel rests with The Chief Paid Executive Officer, as stated in
By-Laws.
EMPLOYMENT RECORDS
Correct and accurate employment records are important.
Information concerning address, phone number, person to contact in case
of accident, change in name, marital status, and number of dependents
must be kept up-to date.
These records are maintained by the office.
HOURS
0F WORK
Regular office hours are from
Monday through Friday, with one hour for lunch.
All employees are expected to be at their desk and ready to work
promptly at
SICK
LEAVE
When employees expect to miss work because illness accident, they should
notify the Chamber 9 a.m. explaining the reason for absence and expected
day of return. All regular full-time employees will accrue paid sick
leave on the basis of 1 day a month. They may accumulate up to 6 sick
leave days.
FORCED
ABSENCE
It is recognized that circumstances other than illness and vacation
sometimes result in absence from work.
Employee are paid for time spent away from work in event of death
in the immediate family. Employees are also paid while on jury duty, or
while engaged in summary training with the military reserve.
*
PLEASE NOTE THAT THE
TITLE OF CHIEF PAID EXECUTIVE OFFICER
IS COMMON TO MOST CHAMBERS. THIS PERSON IS THE SAME AS EXECUTIVE
DIRECTOR, CHAMBER MANAGER, ETC.
PERSONNEL
POLICIES
ABSENCE
WITHOUT PAY
On occasion, an employee is unavoidably away from work. Employees with
no accrued sick or annual leave are granted reasonable leave without pay
upon approval of the President and Chief Paid Executive Officer.
ACCIDENTS
Should an employee receive injuries during his or her duties, he/she
should report said injuries immediately to the Chief Paid Executive in
order to receive Worker's Compensation coverage.
LUNCH
PERIODS
One hour is allowed for lunch, between the of
BREAKS
Ten-minute breaks are scheduled in the morning and afternoon.
Determination of when the break is taken is left up to the individual,
with due consideration given to the urgency of office work.
SALARY
The Duarte Chamber of Commerce has a salary administration program.
Salaries are based on job content and responsibility and should be
comparable to those paid for similar work by area firms to ensure that
the Chamber can attract and keep capable employees. All staff members
should be evaluated and cost of living raises given every 6 months.
The raises should reflect the content of the evaluations.
PAY
PERIOD
Salary is paid on the 16th and the 1st day of the month.
When a pay day falls on a weekend or holiday, paychecks are
distributed on the previous work day.
OVERTIME
Non-exempt (clerical and support staff) employees, if required to work
beyond the normal working hours, are paid time and one-half for time
worked over forty hours per week.
They must, however, receive prior authorization for The Chief
Paid Executive Officer to work overtime.
PERSONNEL POLICIES
COMPENSATORY
TIME OFF
If required to work on weekends, holidays, or after regular business
hours, employees may receive a like number hours of compensatory time
off. An employee may add such accumulated time to paid vacation leave.
Employees must have advance approval before they can accumulate
compensatory time off.
SALARY
DEDUCTIONS
By law, the Duarte Chamber of Commerce makes the following deductions
from the salary of employees: A. Federal Income Tax. The amount of this
deduction is dependent upon the amount of the salary, the number of
exemptions claimed and any special instruction the employee may give
authorizing amounts withheld.. B. Social Security. This is provided for
all employees under the Federal Insurance Contribution Act.
The law requires this deduction subject to change by action of
Congress. An equal amount is paid by the Chamber to help provide this
protection. C. State(and/or City) Income Tax. This tax follows the
federal withholding provisions described above.
DISMISSAL
Employment is terminable by either party for any reason at any time.
RESIGNATION
When an employee decides to resign, he or she should give the following
notice: Two weeks notice from clerical staff; Four weeks notice from
management staff.
VACATIONS
Employees may take vacations at any time during the year. They must,
however, pre-arrange such vacations to avoid conflict with scheduled and
other work of the Chamber that may require their presence. No more than
one employee may take vacation at the same time. In the event of a
conflict, preference is give to the person with service seniority.
VACATION
ELIGIBILITY SCHEDULE
One Week-after completion of six months full-time employment. Two Weeks
after completion of one year of full-time employment. Three Weeks-after
completion of five years full-time employment. Four Weeks-after
completion of ten years of full-time employment.
PERSONNEL POLICIES pg. 4
PAID
HOLIDAYS
The holidays regularly observed by the Duarte Chamber of Commerce are:
New Year's Day
Washington's Birthday
Good Friday (One half day)
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve (One half day)
Christmas Day
New Year's Eve (One half day)
Designated holidays falling on Saturday or Sunday are observed as
determined by local custom.
WORKERS'
COMPENSATION INSURANCE
Employees are protected under provisions of workers' compensation, which
provide medical and hospital care and partial compensation for lost time
due to an accident or occupational disease during the course of
employment. The Chamber pays a considerable sum each year for the
insurance required for this protection. Prompt reporting of accidents
arising out of or in the course of employment is essential to protect
employee's insurance interests.
UNEMPLOYMENT
COMPENSATION INSURANCE
The Duarte Chamber of Commerce pays all of the costs for this program.
No contribution is made by the employee.
OFFICE POLICIES
December 1986
Requests from Board Members and Committee Chairpersons for
correspondence and or assistance with special events and projects will
be by memo.
The blank memo's are available at the Chamber office. Please write out
your request and the date that you need it accomplished.
The Chamber Manager Will be responsible for scheduling the work for the
staff.
Keys will be signed out to Committee Chairpersons the day before a
meeting or event. The key will be signed back in after the meeting or
event has taken place.
Each chairperson will be responsible for picking up a key at the Chamber
office. A key can be picked up during office hours which are
The Chamber Manager and the staff are here to assist you. We understand
as volunteers that your time is valuable to you. In this same manner we
ask you to understand that our time is just as valuable . If these
office policies are followed it will make the most out of everyone's
time. |