|
How does your Chamber stack up?
Some of the things you should do before you
have no choice.
1. Mission Statement
* Should reflect "why" the organization exists; what ultimate
result the organization expects to achieve
* Reviewed annually and updated as needed
* Keep it short
2. Purpose Statement
* Is concerned with "what" the Chamber is
3. By-laws
* Updated regularly
* Distributed to all members of the Board
4. Articles of Incorporation
* Filed with the State
5. Organizational Chart
6. Job description of each committee or division and their mission
7. Orientation for committee chairs and members
8. Keep adequate minutes to document all Board and Committee meetings
9. Appropriate and adequate insurance to cover property, liability (D
& O liability optional)
^ Back to Top ^
Planning
Process:
Specific, timely, achievable, results-oriented.
1. Short term (operational) plan
* Begin with an operational analysis
* Do you first determine if the objectives are achievable?
* Do they fit your Mission Statement?
* Does your plan state: the objective, the strategy to accomplish, who is
responsible, is there a cost associated, the time frame in which the
objective will be met, and how you will measure your success?
* Do you distribute the plan to your staff, Board, members, elected
officials and others?
* Is your plan reflective of quality or quantity?
* Does your Board review the plan on a regular basis?
* Plans should be flexible to change.
2. Long range strategic plan
* Address where you have been; strengths and weaknesses
* Identify future trends/events.
* Where you are going, how you are going to get there and how you will pay
for it.
* Is the plan in keeping with your Mission Statement?
* Is the long-range plan considered when you prepare the short-term or
annual plan?
* Is the plan updated annually?
* Is it flexible and adaptable?
3. Annual Report: Your opportunity to tell everyone what a great job the
Chamber has done.
* Do you distribute the report to your membership?
* Do you distribute the report to your elected officials?
* Are there others who should be receiving the report?
^ Back to Top ^
Finance:
Understand that "Non-Profit" is a tax status, not a business
plan.
1. Annual budget
* Do you have a formal method of creating a budget?
* Is their Board involvement in creation of budget?
* Does Board approve the budget?
* Do your Board members understand they have a fiduciary responsibility to
achieve the budget they approve and are responsible to help in the
financial success of the organization and its programs?
* Do you have a healthy balance of non-dues vs. dues revenue (50-50,
60-40)?
* Is your income adequate to meet the needs of your short and long range
plans?
* As part of your budget, do you plan financially for a possible disaster?
(Hurricane, tornado, recession, etc.)
* Do you have a planned way of saving for the future?
2. Dues schedule
* Is there periodic review?
* Do your dues cover your cost to service a membership?
* Does the schedule meet the financial needs of the operation?
3. Annual audit or review
* Is this process in place?
* Are you required by your by-laws, or by receipt of grants or other funds
to have an annual audit or review? Are you complying?
* What procedures are taken: internal review, external review, audit?
* If external, do you request proposals from members?
4. Monthly/quarterly financial reports
* Do you deliver financial reports to your Board of Directors on a regular
basis?
* Is your Treasurer involved in oversight of the budget and reporting?
* Do the members of the Board understand the reports?
5. Long-term financial development strategy
* Does your organization have an overall approach for acquiring and
allocating the financial resources to achieve its long-term goals?
* Annual review of investment policy and prctice?
6. Registration with State of FL to collect sales tax (Form DR-1)
7. IRS letter of Exemption
8. Filing of IRS Form 990 (gross income over $25,000)
9. Filing of IRS 990T (unrelated business income over $1,000 gross)
10. Do you keep important documents such as your by-laws, articles of
incorporation, important insurance information and back-up of your
computers (particularly your member data base) in a safe place outside the
office?
^ Back to Top ^
Staff
and Board of Directors:
There is no limit to what can be accomplished ... if you don't care who
gets the credit.
^ Back to Top ^
Staff:
1. Staff job descriptions
* Do you review and update annually?
2. Personnel and procedures manual
* Have you checked to see if your manual complies with the law?
* Do you distribute and review with each new employee and have them sign a
statement that the manual is understood by them?
3. Performance evaluations annually
* Do you have a formal evaluation, in person, with each staff member?
* Do you use the same criteria to evaluate each staff person?
* Do you make recommendations for action for the coming year as part of
that evaluation?
* Do you with your staff members establish individual goals for the coming
year?
4. Do you hold regularly scheduled Staff Meetings to insure everyone is on
the same playing field and that you are keeping your staff well informed?
5. Do you compare your staff salaries and benefits with other non-profit
agencies in your community? It's easier to keep staff members than train
new ones.
^ Back to Top ^
Board
of Directors:
1. Job Descriptions for Directors and Officers (other than what is stated
in by-laws)
* Include what you "expect" from a Board member such as
attending Chamber functions and events; bringing in new members,
participation or chairing a committee, etc.
* Attending Board meetings? Termination from Board if they do not attend?
2. Orientation for new Board members
* Understand the role vs. staff
* Board Members Manual
3. Regularly scheduled Board and Executive Committee meetings?
4. Minutes and attendance records of Board meetings and all other
committee, task force, sub-committee meetings?
5. Do you have a structure in place to recruit and train future
leadership?
6. Does your Board run the Chamber as a business?
7. Do you have or have access to an attorney who you can call upon for
legal advice?
8. Do your by-laws address term limitations for Board members?
^ Back to Top ^
Communications:
You don't get a second chance to make a first impression.
1. New member orientation
* Held regularly throughout the year?
* Do you encourage Board attendance?
2. New Member orientation materials
* Do your new member know what they have "purchased"?
* Is there a formal package of materials for each new member that includes
items such as a Board of Directors roster, staff roster which describes
the role of each staff member, decal or plaque for membership, committee
listing and how to volunteer for each, current membership directory, etc.?
3. Member participation materials
* Do you distribute to members, at least annually, materials which
describe how they can be involved?
4. Newsletter or other publications
* You are what you mail.
* Are they distributed on time?
* Does your newsletter carry news "that matters" to your
members?
* Do you tell your members "what you've done for them lately?"
* Are your other publications helpful to members?
5. Member recognition program
* Do you have formal ways to recognize those who help the Chamber?
6. News releases
* Make sure it is "news"
* Recognize that the media is in business, not a public service.
7. Input from your members: surveys, focus groups, informal gatherings,
etc.
* Help develop your plans
* Know what your members want you to do
^ Back to Top ^
Facility/Equipment:
Would your Board or members like to run their business out of your office?
1. Does the facility meet the needs of the organization?
2. Does the facility reflect the professional standards of your business
community?
3. Does your equipment meet the needs of the organization?
4. Is your equipment standard with that of your membership?
5. Do you annually review facility and equipment needs?
6. Does your Chamber have a method to pay for facility and equipment
upgrades?
7. Do you have an updated disaster plan and policy?
^ Back to Top ^
Membership
and Member Benefits:
The members you already have are just as important as the members you
might get.
1. Have you analyzed your competition and determined how to position your
Chamber?
2. Do you have methods in place to "touch" and retain existing
members?
3. Do you know your annual attrition rate? Does your Board know?
4. Do you have a member retention program?
5. Do you provide new members with:
* a "New Member Kit"?
* an orientation?
6. Do you have a method of prospect determination?
7. Does your Chamber have a method to recruit new members?
8. Services, benefits and programs
* Do they "fit" with your Mission Statement, your Annual Goals
and Objectives, and the needs of your members?
* Are your programs and services measurable?
9. Do you survey your members to find what they expect or need from
membership?
^ Back to Top ^
Coalition
Building:
It's more important to build trust than agreement.
1. Do you establish positive relationships with elected officials and
others who influence the ability of your members to do business?
2. Do you seek out and build coalitions with other organizations who can
help fulfill your mission in some positive way?
|
