1. Business Administration 101 Board and Committee Formation and Operation Charlene Gaus Regional Director Volunteer Services Kevin Barron Director Volunteer Services June 11, 2011 Martin Cepeda President Montgomery County Chapter

2. Do these three areas really go together? Board Development Diversity Succession Planning

3. From the Beginning... Strategic focus is needed to function and prioritize Increased institutional integration (needs of the Penn State Alumni Association and University) Professional individuals act as an arm of the overall Penn State Alumni Association

4. Build-a-Board Don’t Leapfrog! 1 st commitment 2 nd consistent vision Diversity Factors Skills and Talents Values and Qualities Mission and Vision

5. Step ONE: Mission and Vision Diversity Factors Skills and Talents Values and Qualities Mission and Vision Board members who truly want the organization to strengthen He or she must demonstrate a genuine commitment to the mission There must be a true willingness to dedicate their talent, time, and treasure

6. Your MISSION – Should You choose to Accept It.. Answer the basic question: “Why do we exist?” Provide direction when the organization needs to adapt in any way Attract volunteers, donors, and community involvement Reflect the mission of the Penn State Alumni Association

7. VISION – The Future What is the ideal goal of the organization Think of it as the “dream” of the organization – where do we want to be? Mission and Vision do go hand in hand

8. Step TWO: Values and Qualities Diversity Factors Skills and Talents Values and Qualities Mission and Vision Passion Integrity Adaptability Optimism Humility Confidence Selflessness Likeability Others?

9. Step THREE: Skills and Talents Diversity Factors Skills and Talents Values and Qualities Mission and Vision Match the affiliate group’s needs with individual skills Continuously identify the skills needed to impact mission Balance the styles and skills What are these skills? Accounting Marketing Attorney Education Other ideas?

10. Step FOUR: Diversity Factors Diversity Factors Skills and Talents Values and Qualities Mission and Vision First question to ask – Does our board reflect our community? Gender Ethnicity Age Geography Education level Profession Male/Female Other factors?

11. We know who we are looking for… So, where do we find them?

12. Places to Look: Previous and current board members Within current general membership Faculty and Staff Social networking Retirement communities Professional community Schools Other civic and volunteer groups Non-chapter social events Places of worship Data pulls Other ideas?

13. Weave it into the entire process Look to our internal groups (alumni and university-wide) It is not just the right thing to do – it is smart business

14. Make the Ask - Then Close the Deal! Remember the pyramid Know your needs Research the volunteer/candidates Understand/determine their strengths Personalize the ask Use job descriptions Be honest about commitment needed Show benefits Sell the opportunity to get involved No doesn’t mean No Close the “deal” w/ the agreement form

15. Agreement Forms = Clear Expectations Agreement between current and new volunteer Allows for clear expectations Chance to review job descriptions Allows each party to agree on volunteer levels Shows the volunteer that this is not a lifetime commitment – we respect their time

16. Now What? Establish meeting times well in advance Communicate regularly Limit meetings based off of board preferences and needs 75-25 (strategic vs. reporting out) Bylaws/Constitution Committee meetings as needed/warranted

17. The minute you think you've got it made, disaster is just around the corner. Coach Joe Paterno

18. Uhhhh...We’ve Got a Problem Here The Board for Life The Big Board The Hands on Board The Robert’s Rules Board What is your board’s most pressing dilemma?

19. “I can't stand to sing the same song the same way two nights in succession, let alone two years or ten years. If you can, then it ain't music, it's close-order drill or exercise or yodeling or something, not music.” Billie Holiday

20. Succession Planning In organizational development, succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players — such as the chief executive officer (CEO) — within an organization as their terms expire. Succession Planning involves having senior executives periodically review their top executives and those in the next lower level to determine several backups for each senior position. This is important because it often takes years of grooming to develop effective senior managers.

21. Road Blocks Ahead Reluctant to undertake new initiatives because they may not be there to see the success Perception of dissatisfaction with performance Ignorance of the need – the “someone will do it” mentality

22. Continuous Quality Leadership Needs of the Group Board Decisions Right People for the Right Job Plan For The Future

23. Succession Models What does your board’s succession plan look like? Are succession plans “worked” regularly? When do these conversations occur and who is involved? President Secretary Treasurer Membership Chair Vice President

24. Recognize and Evaluate REGULARLY Be social Recognize on a formal and informal basis Remember special occasions Participate in Penn State Alumni Association award programs Informal evaluations on regular basis Annual Self Assessment Survey Says….

25. The Pieces Do Fit Together Board Development Diversity Succession planning