Executive Directors:The New Profit Center

for Chapters and Districts

East Central District QuickStart ConferenceSeptember 20, 2003

Columbus, Ohio

PO Box 13604 • Charleston, WV 25360 304.984.0308 • fax: 304.984.3718 • www.homesteadlane.com

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

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

What are the biggest challenges you face in managing your

chapter?

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

What an executive director CAN do

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

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

Publications

• write newsletters • compile directories• work with printers• solicit advertising

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

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

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

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

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 onall problems and issues considered by the Board.

The responsibilities of the Executive Director shall include:

• assist President and Treasurer indeveloping Chapter budget and keepthe Board informed concerning budgetperformance.

• assist Officers, Board members,Committee Chairpersons and Chaptermembers as required or requested.

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.