Board Orientation 2013-2014

Vision Statement:To be the leader in providing comprehensive resources for the Outer Banks business community.

Mission Statement:To promote and develop the economic prosperity of the Outer Banks business community through leadership, education, advocacy, relationship development, and innovation.

CONGRATULATIONS…AND WELCOME TO OUR LEADERSHIP TEAM

Your selection as a Board Member of the Outer Banks Chamber of Commerce is a tribute to you and recognition of your ability as a community leader. We look forward to working together on issues, programs, and events that benefit our community and region.

One important factor that will contribute to your success as a director is a clear understanding of the primary objectives of our organization and the basic functions of the Board of Directors.

Purpose of the Handbook

The information that follows in this handbook is designed to help orient you to your new responsibilities as a Chamber of Commerce board member. As a board member, you are assuming considerable responsibility for the smooth functioning of the chamber board of directors and the efficient and effective operation of the organization.

The various parts of this handbook form a type of advice for your future on the Board. For example, Board leadership is discussed to help you gain a better sense of your role in leading the organization's operations. Leading does not necessarily mean managing. The difference between the two is highlighted so that you can begin to separate, in your mind, the difference between your role as a member of the Board of Directors and the role of the Chamber's President & CEO and his/her staff. This distinction is important since you are not expected to actually oversee the day-to-day operations of the organization, but are responsible for assuring that the Chamber is well run.

What is a Chamber of Commerce?

A chamber of commerce is a federation of business, industrial and professional firms and interested individuals working together to enhance the economic and socioeconomic health of their community.

It is a 501(c)6 non-profit mutual benefit corporation of voluntary membership that invests time and money to carry forward programs relevant to members' needs and that affect the orderly growth and development of the community.

The Chamber is not a social club, a charity, or a government agency. Although it is not for profit, the IRS code for mutual benefit organizations is 501 (c)6not (c)3 as a church, The American Red Cross or a retirement home would be. The 501(c)6 status enables us to lobby local issues which are important to the businesses we represent.

It is the catalytic agency that brings together all of the forces, both public and private, through which common goals can be resolved.

The goal of the chamber of commerce is to promote a favorable business climate for our membership and community: to work on issues of community interest and provide business leadership for improvement of the economic, political environment and quality of life.

The essential ingredients for an effective chamber of commerce are:

  • a sound organizational structure
  • a meaningful program
  • responsible leadership
  • a sound financial basis

Your Chamber of Commerce

Chamber members are businesses, organizations, and individuals concerned with the socioeconomic climate of your community. They have joined together because they know they stand a better chance of getting things done when they speak as one voice.

As it works to improve your community's economy and quality of life, your chamber keeps these broad objectives in mind:

  • to help business prosper and grow
  • to increase job opportunities
  • to encourage an orderly expansion and development of all segments of the community
  • to contribute to the overall economic stability of the community
  • to encourage and promote the nation's free enterprise system of competitive marketing

Your chamber provides the means through which businesses can work together to the benefit of all.

The Outer Banks Chamber of Commerce

Outer Banks business owners have been forming organizations to attract tourists and upgrade our community for as long as records have been kept. In the 1930’s when D. Bradford Fearing of Manteo was the Chairman of the Dare County Commissioners, he set out to publicize and promote the 350th Anniversary of the Arrival of Sir Walter Raleigh’s colonists on Roanoke Island. The vehicle he used for this purpose was called the Dare County Chamber of Commerce. To commemorate the event, he and his organization of Manteo businessmen joined with Elizabeth City editor W.O. Saunders, playwright Paul Green and others in putting on a pageant they called “The Lost Colony.” Beginning with the first season of the play in 1937, Roanoke Islanders opened up their homes to cast members and tourists, with the Dare County Chamber of Commerce serving as a clearinghouse for information and bookings.

Efforts to attract tourists were put aside during World War II. The Lost Colony was shut down, gasoline for civilians was severely rationed; military patrols checked what was going on along the beach, an auxiliary airfield was built on Roanoke Island, an aircraft warning station was set on the hills between Kitty Hawk Village and the ocean; and the entire beach was blacked out at night.

After the war, the Dare County Chamber of Commerce was resurrected. A letter of invitation to a meeting at the Carolinian Hotel on November 14, 1947, invited those interested to attend a November 21st meeting to discuss the following topics: better roads, new bridges, the development of the commercial and sports fishing industry, a needed jetty or breakwater at Oregon Inlet (this was the beginning of the Oregon Inlet Project), and employment of a full time staff (specifically full time secretary and publicity man). Agreement at the meeting was the need for an information booth at the entrance to the beach but there was debate over the beach vs. Manteo and should there be one or more chambers to serve the needs of specific areas. This resulted in several chambers being formed – The Dare County Chamber, Dare Beaches Chamber (also called Chamber of Commerce of Nags Head, Kill Devil Hills, and Kitty Hawk Beaches Incorporated), and Nags Head Chamber of Commerce. The first annual meeting of the Dare Beaches Chamber of Commerce was held October 8, 1948 at the Kitty Hawk Elementary School.

The only one of the 1940s business groups to survive was the Nags Head Chamber of Commerce. David Stick reported in his history of the Chamber that there was a report of a Special Committee to the Nags Head Chamber of Commerce dated Thursday, April 12, 1956 to determine whether damage from recent storms justifies the designation of this as a disaster area but copies of this are unavailable. There was an annual meeting October 21, 1964 and official non-profit incorporation papers files October 25, 1967.

At the March 8, 1971, the Nags Head Chamber of Commerce membership voted to change the name to the Outer Banks Chamber of Commerce.

November 1974, the Outer Banks Chamber of Commerce filed its incorporation papers with the Secretary of State.

The Board of Directors

Qualifications

The Board of Directors is the policy body of the Outer Banks Chamber of Commerce. Its members represent a cross-section of the business and professional leadership in the community. It has always been considered an honor to serve on the Board. Genuine and unselfish interest in the Chamber and its objective is the first requirement for the Board members.

  • A willingness to make time, effort, and financial commitment necessary to give the proper attention to Chamber responsibilities.
  • A business and work experience that will assist in the exercise of sound judgment in considering problems of the Chamber as they relate to the overall program of community development.
  • The ability to inspire others and to command the respect of associates in responding to worthwhile initiatives sponsored by the Chamber, and to motivate others to resolve community problems.
  • The ability to work constructively and harmoniously with directors, members, and staff of the Chamber in accordance with policies established by the Board of Directors.
  • A top-level "policy" decision maker for his/her firm, usually the chief executive officer of the business with the ability to commit his/her firm's human financial resources to the work of the Chamber.
  • A demonstrated ability for leadership in community service.

The proper performance of responsibility by directors and officers is vital to the sound and efficient operation of the Chamber.

Functions:

To get a good sense of the operational necessity of having a Board of Directors, you should first review the functions usually performed by a group.

The Board of Directors shall:

  • Set the overall policy of the organization
  • Determine the goals of the chamber through an approved Business Plan (Program of Work)
  • Provide adequate funds to do the job through the annual budget
  • Establish the dues structure
  • Approve the structural organization to include an organization chart
  • Provide elections of directors and officers in accordance with the by-laws
  • Recommend changes in the by-laws
  • Fill all vacancies occurring on the Board of Directors in accordance with the by-laws
  • Meet as required in the by-laws, or more frequently on the call of the Chair, or on the board's own motion, and set the dates for such meetings
  • Provide adequate facilities and equipment
  • Employ and annually evaluate the performance of the President & CEO

(The Executive Committee serves as the Personnel Committee)

Expectations:

  • Attend every meeting of the Board of Directors
  • Volunteer to work on the Board's committees in areas where your own work and life experiences will best be used
  • Take an active role in discussing and developing all new policies and procedures for all chamber matters, including the chamber's annual operating budget and spending plans
  • Take an active role in reviewing and evaluating the major programs designed to serve the membership and committees
  • Prepare for each meeting by doing any homework necessary to be informed and to take an active role in meetings
  • Make sure that your opinions and thoughts on all matters that come before the Board are presented in a way that represents the interests of the membership
  • Avoid any conflict between your personal interests as a citizen and your interests as a member of the chamber and Board of Directors

EIGHT ROLES OF A SUCCESSFUL CHAMBER BOARD MEMBER

  1. ATTEND BOARD MEETINGS AND ACTIVELY PARTICIPATE.

Why is it important that board members attend meetings and events? There's an old saying that suggests that 90% of success comes from just showing up. The policies established by your board and the direction you provide for your President & CEO takes place at your monthly board meetings. The most basic way to be an effective board member is just to show up and participate in these board meetings.

It's also true that your members will notice whether board members are in attendance at Chamber events. Whether you know it or not, you lead by example. The added benefit of your attendance at events is that members will seek you out and give you their opinion on how you make the board more responsive to the needs of the chamber.

  1. ACT AS A TEAM TO SET POLICY AND GOALS –

Set policy and establish goals for your President & CEO to achieve. Board members acting as a group, set policies and goals for the board to implement and achieve. Board members do not carry out policy. That's why you hired a President & CEO. Your President & CEO implements decisions.

It's also important to understand that board members do not take action as individuals they must act as a team. Board members who take board actions without the approval of the full board seriously damage their board.

  • HOW DOES A BOARD SET POLICY?

The board makes policy; directs the President CEO to implement policy; and monitors implementation and outcome of policy. Board policies determine what the organization will do. The President & CEO implements policy and determines what individual employees will do for the organization in carrying out board policy. Board activities and policy making should impact the entire organization.

  • SHOULD THE PRESIDENT AND STAFF HELP DEVELOP POLICY?

The board has the ultimate responsibility for board policy. But there's a need for the President & CEO and staff input to develop these policies. The President & CEO and staff should be encouraged to influence policy according to what they perceive to be the organization's needs. If you don't get their input, you may end up with two sets of policies those the board wrote and approved, and those the employees follow.

  • IS THIS A POLICY OR A MANAGEMENT DECISION?

Governing your organization should be a team effort between the President & CEO and board members. But even the best teams assign specific jobs to team members. Each has responsibilities to help the team succeed. Managing personnel is the administrator's job. But what if a staff member complains to several board members about being unfairly disciplined? Should the board quickly get involved? First, determine if a concern is really a board issue or something better handled by the President. Several tests quickly give us the answer. Our board handles issues that affect the WHOLE ORGANIZATION. Administration and staff handle issues that affect individuals.

Dictate what the organization will do, inotherwords, policy. (Administration and staff handle how a policy is implemented.)

Second, if it's a policy issue the board must deal with, ask the President & CEO to do some research, and recommend alternatives.

Third, make a decision after weighing the information,

  • DOES YOUR PRESIDENT CEO KNOW WHAT YOU WANT?

Setting priorities for the organization is a board team effort. Board members and President & CEO must work together to set common goals so the President & CEO has no doubt what you expect him/her to accomplish. Then stand back and let your President & CEO accomplish those goals.

  1. PROVIDE GUIDANCE TO YOUR PRESIDENT & CEO –

Board members must play an active role in supporting the President & CEO. One of the primary responsibilities of a board is to support the President & CEO not to give him/her daily orders. Your role is to provide the direction in which you want your President & CEO to take your board. And you must also provide the executive with the necessary resources to get you there.

Give your President & CEO direction and resources and then let him/her freely manage day to day

operations of the organization. Expect feedback from your President on performance of the board and

your progresstoward goals. Regularly give feedback to your executive on how well he/she is doing.

Board members, active as a full board, must select and evaluate the President & CEO who in turn

becomes the board's manager.

Board members must nurture their President & CEO by providing adequate compensation and

Reasonabledirectives. Because the President CEO is the board's employee, give him/her a written job

Descriptionand be explicit about what you expect. Let your President CEO know what our board

wants, then standback and let him/ her do it!

  1. WHAT MANAGEMENT FUNCTIONS ARE FULFILLED BY YOUR PRESIDENT CEO?

PLANNING The President & CEO plays a key role in assisting the organization in devising its annual goals and objectives.

ORGANIZING A President & CEO must organize an internal structure to help him/her deliver your basic services. A President & CEO should be able to create the kinds of positions and internal structure he/she deems necessary.

STAFFING Your President & CEO is in charge of hiring and firing staff members. As a board member, you judge your President by the performance of the entire organization not of individual staff. Let your President & CEO assess the performance of individual staff members.

DIRECTING AND LEADING A President & CEO motivates staff. He/she should inspire them, give them direction and communicate with them.

Although board members are leaders of the entire membership, they are not leaders of staff. Your President & CEO directs and leads staff. As a board member, you direct and lead your members through your executive.

CONTROLLING -The President & CEO measures and corrects the activities of staff members and controls the spending of the current budget. It's tempting for board members, when they see that something's not quite right, to jump in and control what goes on.

The most important point for board members to learn is to stand back and give the President & CEO the opportunity to manage to fulfill the President & CEO role. Yes, there will probably be some problems along the way, you have to expect them. Evaluate your President & CEO’s performance as a manager by assessing what the entire organization has done. As long as you get what you want, let your President & CEO do it his/her way.