VOLUNTEER DEVELOPMENT

VOLUNTEER DEVELOPMENT BUILDING A STRUCTURE FOR FUTURE LEADERS TO EMERGE Sarah Sheila Birnbach President Birnbach Success Solutions (301) 530-6300 office (240) 401-3440 mobile sheila@birnbachsuccesssolutions.com www.birnbachsuccesssolutions.com www.facebook.com/birnbachsuccesssolutions www.linkedin.com/in/sheilabirnbach www.twitter.com/birnbachsuccess

1 DETERMINING YOUR READINESS TO RECRUIT Rank the readiness of your Board to recruit by scoring your Board on each of the items indicated below. Use the scale 1 = not at all and 10 = we excel. 1 2 3 4 5 6 7 8 9 10 Does the Board understand its accountability(ies)? How functional is your Board? Does the Board have a recruitment policy? What is the quality of the Board/staff relationships? Does the Board have plans for ensuring it will create impact? Can the Board answer the questions, Why are we here? or What s in it for me? Do your bylaws or policies guide the Board s recruitment efforts? Does the Board know what you re looking for in a volunteer leader/committee chair? What is the quality of your Board orientation program? Do you have current job descriptions for volunteer leadership positions? 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10 1........ 10

2 INTERVIEW QUESTIONS FOR VOLUNTEERS Develop five questions that will help you to recruit capable and effective volunteer leaders for your organization. 1. 2. 3. 4. 5.

3 INTERVIEW QUESTIONS FOR VOLUNTEER LEADERS 1. What types of volunteer experiences have you had? Which have you benefitted from the most? 2. Where have you thrived in previous volunteer experiences? 3. How do you see yourself contributing to our mission? 4. What do you see as the greatest industry needs? 5. Where do you derive your sense of satisfaction? 6. What do you perceive as the value of your leadership in our chapter? 7. How can you impact our chapter by your leadership role? 8. What do you think needs to be changed? Kept the same? 9. What do you see as the top 3 issues facing our association/industry? 10. What positive outcomes do you anticipate from your involvement? 11. What type of training would help you in your volunteer capacity? 12. How would a volunteer leadership position fit with your personal and professional goals? 13. What would you like to gain from your volunteer experience? 14. What skills/talents do you enjoy using that you don t otherwise get an opportunity to use? 14. What kind of time commitment do you anticipate being able to make? 15. What level of financial support will/can your organization provide?

4 SAMPLE ORIENTATION AGENDA I. Welcome and Introductions A. Volunteer Leader Introductions B. Staff Introductions C. Purpose of Orientation II. III. IV. Purpose of Organization A. As stated in by-laws B. Review background of organization, chapter and history Organization, Responsibilities and Job Descriptions A. Duties and Responsibilities of Directors B. Conflict of Interest Policy Statements C. Preparing for Meetings D. Leadership Notebook Contents E. Boards of Directors and Staff Rosters Operations A. Member Services B. Governmental Relations C. Subsidiaries (PAC, Foundation) D. Annual Calendar Schedule of Meetings and Events E. Recruiting Members V. Administration A. Governing Documents 1. Mission and Vision Statements 2. Articles of Incorporation 3. By-laws 4. Policy Manual 5. Review more pertinent sections 6. Review procedure for changing

5 B. Personnel Policies & Practices/Operations Manual 1. Review how policies are established 2. Emphasize importance C. Organization Chart/Job Descriptions & Responsibilities 1. Explain flow of responsibility 2. Discuss role of each level of chart 3. Discuss relationship of staff and Board members 4. Duties and Responsibilities of Directors 5. Explain how committee members are appointed and responsibilities of committees 6. Review job descriptions 7. Explain communication procedure between levels 8. Conflict of Interest Policy Statements D. Rules of Order 1. Order of Business at monthly Board of Directors meetings 2. Sample agendas 3. Format of Minutes VI. Risk Management A. Antitrust Avoidance and Policy B. Insurance Coverage and Volunteer Immunity C. Role of Legal Cousel D. Fiduciary Duties of Directors and Committees E. Legal Concerns F. Board and Committee meetings

6 VII. Finances A. Review sources of income B. Distribute current budget 1. Explain how budget is developed 2. Review proposed income and expenditures C. Budget control D. Financial reports 1. Monthly and quarterly 2. Annual financial review 3. Review and acceptance E. Fiscal Liability VIII. Communications A. Newsletters B. Special Reports C. Minutes D. Other Communications IX. Strategic Direction A. Update on Strategic Plan B. Major Goals Our Core Competencies

7 SELF-EVALUATION CHECKLIST FOR BOARDS OF DIRECTORS Name Date Check the items about which you need more information: THE ORGANIZATION: DO I UNDERSTAND: 1. The stated purpose of the organization 2. The organizational structure 3. The bylaws of the organization 4. The policies & procedures of the organization 5. The goals of the organization 6. How the organization plans to change 7. The organization s mission and vision 8. The organization s strategic plan 9. How the long-range direction and strategic plan are determined 10. Which programs and services meet the goals and support the mission 11. The external trends and influences that will impact the organization and its members THE LEGAL SIDE OF BOARD MEMBERSHIP: DO I KNOW: 1. The role of the Board 2. Whether it is a policy making Board, a working Board, or an advisory Board 3. My legal responsibilities 4. Whether I am insured 5. My liabilities as a Board Member 6. My responsibility for protecting the organization and risk management techniques 7. How to avoid conflicts of interest

8 Self-Evaluation Checklist for Board of Directors (continued) THE BOARD MEMBER: DO I KNOW: 1. Each member of the Board 2. The position of each person on the Board 3. The skills of each Board Member 4. The position each Board Member holds in the community/industry 5. The part each person plays in the fulfillment of the purposes of the organization 6. My commitments of time and money 7. The scheduled assignments for which I am responsible 8. The occasional tasks for which I am responsible 9. The difference between governing and managing the organization 10. To whom am I immediately responsible 11. Who is immediately responsible to me 12. For what records am I responsible THE COMMITTEES: DO I KNOW: 1. The standing committees and their chairs 2. The ad-hoc and task forces and their chairs 3. The effectiveness of each committee in meeting its goals 4. The degree to which each committee and their activities are aligned with the strategic plan

9 Self-Evaluation Checklist for Board of Directors (continued) THE BUDGET: DO I: 1. Have a copy of the current budget for the organization 2. Understand the organization s budget 3. Know who develops, approves and administers the budget 4. Know if the organization keeps within its budget or has a deficient one 5. Know what the main revenue source is 6. Know what the procedures and revenue sources for capital expenditures are 7. Know who audits the organization 8. Know if there is adequate insurance 9. Know what nondues revenue sources are possible 10. Know how the size of the budget is determined 11. Know the size of the organization s reserves 12. Know how funds are allocated to reserves 13. Know who prepares the tax returns and 990 form 14. Understand my fiduciary responsibility to members of the organization FUNDRAISING: 1. Am I responsible for donating personally to the Board 2. How much am I expected to contribute 3. Am I expected to participate in fundraising 4. In what way am I expected to participate in fundraising

10 Self-Evaluation Checklist for Board of Directors (continued) TIME: DO I KNOW HOW MUCH TIME: 1. I am expected to give to the organization monthly/yearly 2. I am expected to give to Board meetings 3. I am expected to give to fundraising 4. I am expected to give to special events 5. I am expected to give to committees THE CHAPTER STAFF: DO I KNOW: 1. The IREM Association Executive 2. The personnel policies and procedures 3. The key staff /staff organization (if applicable) 4. To give direction to staff only through the IAE THE CEO (CHIEF EXECUTIVE): DO I KNOW: 1. How the CEO intends to accomplish the goals of the organization this year 2. If the CEO keeps within the budget 3. If the CEO is effective with personnel 4. If the CEO is a good organizer 5. To whom the CEO is specifically responsible 6. How the CEO and his staff works with volunteers 7. How and when to assess the CEO s performance

11 Self-Evaluation Checklist for Board of Directors (continued) THE VOLUNTEER: DO I KNOW: 1. How the volunteer program is organized 2. What the role of the volunteer is 3. How many volunteers there are 4. The makeup of the volunteers 5. Who recruits volunteers 6. What my role is in relation to the volunteer program THE POWER STRUCTURE: DO I KNOW: 1. Who makes the decisions in the organization 2. How the system of communication is structured 3. How criticism is handled Source: Material adopted in part from the Public Management Institute

12 ROLES AND RESPONSIBILITIES COMMUNICATIONS Responsibility Board Chapter President Other Volunteer Leadership IAE Other Directs media calls and questions to leadership. Responds directly to media inquiries. Writes/edits news releases. Arranges press conference(s). Has editorial and content authority over weekly/ monthly newsletter or magazine. Writes articles for organization publications. Establishes and maintains liaison with reporters and other media professionals. Supervises staff specialists who execute any or all of the above duties.

13 FINANCIAL MANAGEMENT Responsibility Board Chapter President Other Volunteer Leadership IAE Other Develops annual budget. Approves annual budget. Performs bookkeeping and accounting duties. Produces monthly financial statement. Reviews monthly financial statement produced by bookkeeper and/or accountant. Summarizes financial performance and explains reasons for deviation from budget. Supervises savings accounts and investments. Develops and implements investment strategy. Conducts/implements financial management in accordance with long-range planning guidelines. Authorized to overspend budget line items.

14 MEMBERSHIP Responsibility Board Chapter President Other Volunteer Leadership IAE Other Takes part in (speaks at) all new member orientation sessions. Helps plan and design format of new member orientation program. Visits member offices to give presentations on membership benefits and activities; or trains staff members to do same. Assists membership committee by investigating applications. Maintains membership data base. Readily accessible to general membership on a daily basis.

15 MEMBERSHIP EDUCATION RESPONSIBILITIES Responsibility Board Chapter President Other Volunteer Leadership IAE Other Solicits/reviews information about prospective education courses and educational speakers for presentation to members. Reviews and discusses such information with Education Committee. Organizes and schedules education courses and test processing. Promotes the courses to meet attendance goals.

16 GOVERNMENT AND POLITICAL AFFAIRS Responsibility Board Chapter President Other Volunteer Leadership IAE Other Drafts the organization s legislative agenda. Schedule and meet with federal legislators in their district s office. Schedule and meet with state legislators in your state s Capitol. Researches and writes position statements and policies related to government issues. Composes correspondence to elected officials on various issues. Deals directly with elected officials, regulatory personnel and governmental agencies. Reviews proposed legislation.

17 PERSONNEL ADMINISTRATION Responsibility Board Chapter President Other Volunteer Leadership IAE Other Responsible for conducting periodic employee performance evaluations. Conducts salary review of staff and determines salary increases, incentives and bonuses. Hires and dismisses employees. Recommends changes to staff benefits. Establishes staff positions, grade levels, job descriptions. Responsible for writing Employee Manual, having the document reviewed by legal counsel or other authorities, and periodically reviewing and updating manual. Makes management changes, terminations, hires and/or reassigns.

18 INTERACTION WITH OUTSIDE SUPPORT ORGANIZATIONS AND VENDORS Responsibility Board Chapter President Other Volunteer Leadership Staff Other Interacts directly with vendors and consultants who provide other services (computer equipment servicing, insurance, air conditioning/heating plumbing, etc.). Recruits/executes contracts with industry partners/friends of IREM Interacts directly with legal counsel.

19 MISCELLANEOUS Responsibility Board Chapter President Other Volunteer Leadership IAE Other Prepares Executive Committee and/or Board of Directors agendas prior to meetings. Attends all Executive Committee and/or Board of Directors meetings. Offers input to Executive Committee/Board of Directors as necessary. Submits monthly reports of activities to Board of Directors.

RATE YOURSELF AS A VOLUNTEER MOTIVATOR INSTRUCTIONS: Answer each of the following questions. Then rate your performance in each area on a 1-10 scale (10 best). Then mark the five areas you will work to improve in the next few weeks. QUESTION ANSWER RATING 1. When was the last time you thanked a volunteer personally? 2. When was the last time you took a volunteer out for coffee and a chat? 3. When was the last time you made a conscious effort to recognize a volunteer by name? 4. When did you last get together over lunch with a volunteer to talk informally? 5. When did you last ask a volunteer how they were or how they are enjoying their work? 6. When did you last update a volunteer on current developments in your community? 7. When did you last have an occasion to honor volunteers or hold a social event in their honor? 8. When was the last time your association Executive/Chapter President talked to your committee? 9. When was the last time you said we missed you to a volunteer who has been out sick? 10. When was the last time you mentioned a volunteer in your bulletin or on your website? 11. When was the last time you gave a volunteer a special thank you such as: a phone call; flowers; a personal letter? 20

21 RATE YOURSELF AS A VOLUNTEER MOTIVATOR (Cont.) QUESTION ANSWER RATING 12. When was the last time you held a meeting on a topic of special interest to your volunteers? 13. When was the last time you asked a volunteer for advice on an important decision? 14. When was the last time you honestly confronted a volunteer about a problem you re having with him/her? 15. When was the last time you had an informal review to find out what changes volunteers would like in a volunteer program? 16. When was the last time you asked your volunteers for suggestions about working conditions? 17. When was the last time you actually performed a volunteer job - just to get in touch with your volunteer s needs? 18. When was the last time you asked a volunteer for input about their job design (or a new job design)? 19. When was the last time you inquired about the transportation needs of your volunteers? 20. When did you last have an exit interview with a volunteer and say thank you? NOTE: This worksheet is provided as an idea generator. The theory behind it is simple: The kind of recognition isn t as important as the fact that you systematically recognize your volunteers for their work. Also, recognition must be appropriate for the situation; the best recognition is still a sincere thank you when the job is well done.

22 ADMINISTERING REWARDS & DISCIPLINES + CONSEQUENCE - PERFORMANCE - CONSEQUENCE + PERFORMANCE

23 ADMINISTERING REWARDS & DISCIPLINES + CONSEQUENCE + PERFORMANCE - CONSEQUENCE - PERFORMANCE

24 FOSTERING SUCCESSION PLANNING Yes No Are the bylaws clear about how to fill a Board vacancy? Is the nominating process transparent, inclusive and open? Does the process look at the skills and talents the current Board has and needs? Do members who want to serve know how to get desired positions? Does it take too long to climb the leadership ladder? Do members know what qualifies a person for Board service? Is it time to evolve the nominating committee into a leadership development committee? Is there a way to evaluate Board performance and effectiveness? Do we check with Board members annually about changed family or work responsibilities that should be considered when assigning duties? Do we conduct exit interviews of departing Board members?

25 EXIT INTERVIEW QUESTIONS Thank you for serving on the Board of Directors. We ve asked a member of the Board Development Committee to conduct this brief interview so we gauge volunteer satisfaction and make improvements. Input will be confidential for the Committee to compile and make recommendations to the Board and staff. 1. What positive/valuable experiences and skills did you gain from being a member of the Board/from your leadership role? 2. Why are you leaving the leadership team? (If applicable) 3. What or who was the greatest influence or reason for your accepting a volunteer leader role in our organization? 4. What knowledge/information would you have wanted before becoming a member of the Board or serving in a leadership capacity? 5. Did you attend the orientation? If yes, did it help you and how would you improve it? 6. How do you think we could improve the following: a. The flow of information b. Training to members new to the leadership positions c. The functioning of the committee structure d. The functioning of the board 7. What suggestions would you give to prospective leaders to improve our organization? 8. What issues do you think need greater focus as we move ahead? 9. Would you be willing to serve as a mentor to develop future leaders? 10. Would you be interested in serving in another position? If so, which position(s) would be of most interest to you? 11. What additional comments do you have: Thank you for your cooperation in enabling us to improve this organization.

26 POSITION DESCRIPTION Position Title: Basic Functions: Board of Directors Member The Board is responsible for the governance of the chapter, including setting the strategic direction, developing policies and positions, ensuring the best interests and care of the organization and acting in accordance with the governing documents and laws. Specific Responsibilities: Governance 1. Read the articles of incorporation, the bylaws, mission and vision statements and strategic plan to ensure a working knowledge and to ensure compliance with these documents. 2. Attend all Board and committee meetings and participate actively. Arrive prepared to participate in discussions and make decisions by having reviewed the agenda and any supporting materials prior to the meeting. 3. Vote into office the President, Vice-President, and Treasurer in accordance with the by-laws. 4. Approve the creation of committees and the appointment of committee chairs. 5. Review and adopt positions and policies on issues affecting the business community. 6. Follow parliamentary procedure during meetings. 7. Support the decisions of the Board before staff, the volunteers and the public. 8. Use any special skills or training you may have to further the work of the board and the organization. 9. Accept assignments on committees and/or task forces. 10. Follow all conflict of interest and confidentiality policies of the association. 11. Responsibly review and act upon committee recommendations brought to the Board for action.

27 Board of Directors Position Description (continued) Finances 1. Provide financial support to the organization. 2. Assist with fundraising efforts. 3. Demonstrate an understanding of the financial reports, IRS form 990 and audits. 4. Establish a policy to determine how performance against the budget will be measured and how budget adjustments will be handled. 5. Ensure the hiring of outside auditors. Hold staff accountable in reporting back on items identified as potential problems. Performance Staff 1. Annually assess the performance of the Board as a whole and your own performance as a Board member. 2. Identify areas of improvement and provide the needed corrections. 3. Annually assess the performance of the organization as a whole. 4. Annually review the strategic plan and objectives and make adjustments as needed. 1. Develop the IAE s job description and hire the individual. 2. Ensure there is a succession plan for the IAE. 3. At least annually, conduct a formal review of the performance of the IAE and ensure compensation is commensurate with performance. 3. Review and approve the compensation package and benefits package for staff, ensuring external competitiveness and internal equity. 4. Regularly review employment policies and practices.

28 Board of Directors Position Description (continued) Leadership 1. Participate in the recruitment, selection and orientation of new Board members. 2. Serve as a mentor for a new Board member. 3. Identify and cultivate new leaders on the Board. 4. Participate in Board leadership and orientation sessions. 5. Inform others about the organization.

29 POSITION DESCRIPTION Position Title: Chapter President Basic Functions: This position is responsible for carrying out the duties associated with the IAE in accordance with the organization s by-laws. Specific Responsibilities: 1. Serves as the Chief Volunteer Officer of the organization. 2. Maintains a productive relationship with and partners with the IAE to achieve the organization s mission, strategic plan and goals. 3. Provides leadership to the Board of Directors, encouraging the Board s role in planning, financial accountability, fundraising, and evaluation of the IAE and program performance. 4. Calls and chairs Board and Executive Committee meetings, including working with staff to develop agendas and managing the running of the meetings. 5. Helps guide and mediate Board actions with respect to organization priorities and governance concerns. 6. Creates a safe environment for decision making. 7. Appoints committee chairs, ensuring that committees are guided by strong leadership and clear goals. Serves as ex-officio committees. 8. Make financial contributions to IREM Foundation. 9. Represents the organization in legislative meetings, with the media and other constituencies as appropriate. 10. Represent the organization, as necessary, at official functions with private and public organizations. 11. Testify before state or federal agencies or legislative committees. 12. Ensures a regular assessment of the full Board, individual board members and the IAE.

30 POSITION DESCRIPTION Position Title: Committee Chair Basic Functions: Directs the members and activities of the committee to ensure that it meets its goals and objectives. Specific Responsibilities: 1. Assists in developing the committee objectives. 2. Ensures the realization of the committee s goals. 3. Coaches committee members in realizing the objectives and on their expected individual contributions and responsibilities. 4. Assists the Chapter President in making committee members appointments. 5. Prepares meeting agendas and distributes relevant information to all members prior to the meeting. 6. Presides over committee meetings to ensure adherence to the major issues and purposes. 7. Assists the Chapter President in identifying potential leaders among the committee members. 8. Encourages active participation by committee members in the activities of the Association. 9. Prepares committee status reports for the board of directors.

31 POSITION DESCRIPTION Position Title: Committee Member Basic Function: Works toward the fulfillment of the committee objectives. Specific Responsibilities: 1. Contributes to the realization of the committee s goals. 2. Attends all meetings of the committee. 3. Carries out individual assignments that are made by the committee chair. 4. Reviews all relevant material prior to committee meetings and comes to meetings prepared to make contributions.

32 POSITION DESCRIPTION Position Title: Basic Functions: Board Development Committee Identify, nominate, orient, train and evaluate Board members according to the by-laws and established policies and procedures of the organization. Specific Responsibilities: 1. Study the current composition of the Board of Directors to determine current skills and experience; review the organization s strategic plan and identify those skills and experiences needed on the Board in accordance with the strategic plan. 2. Recruit qualified individuals to serve as members of the Board and develop a slate of directors and make appropriate recommendations. 3. Review annually the procedures for Board recruitment. 4. Maintain diversity on the board to ensure it meets the organization s strategic plan and provides representation of the community and the membership. 5. Develop written job descriptions for Board members, including expectations, qualifications and time commitments. 6. Develop an orientation and training plan for new Board members and assist in the planning of the annual Board retreat. 7. Provide ongoing support to Board members. 8. Assist the Executive Committee in an annual board self-evaluation. 9. Annually submit objectives as part of the planning and budgeting process. 10. Annually evaluate the work of the Board and the degree to which it has achieved its objectives. 11. Develop a long-range plan for Board leadership recruitment and development. 12. Report to the Board of Directors at regular meetings of the Board in a manner determined by the Board. 13. Address performance issues of Board members.