2013 HBA Southern California Chapter Board of Directors Roles and Responsibilities
President
President serves as an officer on the chapter board executive committee (EC), conducts the meetings of the chapter and has primary responsibility for the general welfare of the chapter. The chapter president reports to the Council of Chapter Presidents (CCP) Chair or HBA corporate board as needed. When present, the president presides at all meetings of the chapter board of directors, the chapter EC and the annual business meeting (ABM). The president sees that all orders and resolutions of the chapter board of directors and members are carried out in compliance with HBA global by-laws and chapter operating policy and sets the chapter’s annual strategy and goals in alignment with the global organization with assistance of the directors. The president attends all CCP calls and meetings and interacts with the designated HBA staff and other designated volunteers.
Key Goals and Objectives
· Support the vision and key strategic initiatives for the chapter in collaboration with the chapter board and in alignment with the overall HBA mission, vision and strategic imperatives
· Motivate, engage and empower board members and committee chairs
· Work with the secretary to ensure the chapter in is compliance with HBA bylaws and policies
· Work with treasurer to ensure the chapter is in compliance with financial guidelines/policies
· Track and monitor key chapter deliverables and progress towards goals
· Mentor president-elect
Reporting to the President
· Members of the executive board: IPP, PE, VP, Secretary and Treasurer
· Three regional directors at Large: LA, OC, SD
President-elect
The president-elect serves as an officer on the chapter board executive committee (EC). The president-elect reports to the president of the chapter board. In the absence of the president, the president-elect presides over chapter board meetings and has other responsibilities and duties as may be assigned by the president, the chapter EC, or the chapter board of directors. The president-elect is responsible for engaging the chapter advisory board. The president-elect contributes to and oversees the chapter’s strategy developed by the director at large for corporate relations. The president-elect, with other chapter board members, will attend key meetings with prospective and current corporate partners to add the executive level warranted for these key meetings. The president-elect is responsible for submitting a board report each month.
Key Goals and Objectives
· Oversee evaluation of proposed initiatives to ensure that they are aligned with the HBA’s mission, vision and strategy and if “new”, share with the designated HBA staff and other HBA leaders to gain buy-in.
· Conduct all chapter activities in the absence of the chapter president as necessary, including attending CCP calls and face to face meetings.
· Transfer knowledge to successor president-elect
· Sustain the advisory board by identifying succession plan for members and engaging them in a mutually valuable manner
· Oversees the strategy developed by direct reports
Reporting to the President-elect
· Director at large for corporate relations
Vice President (VP)
The VP serves as an officer on the chapter board executive committee (EC). The VP reports to the president of the chapter board. In the absence of the president or president-elect, the VP presides over meetings of the chapter and has other responsibilities and duties as may be assigned by the president, the chapter board EC, or the chapter board of directors. The VP, in concert with the president, president-elect and other chapter board EC members on the chapter board, are ultimately responsible for the strategic direction of the chapter and as such, are responsible for ensuring the entire chapter board of directors are in alignment with the corporate strategic imperatives, are actively developing an ongoing 2 year strategic plan for the chapter and that all functional areas are regularly and effectively communicating with each other as well as their corporate counter parts to foster a well-oiled team. The vice president contributes and oversees the chapter’s strategy developed by the director at large for marketing. The VP is responsible for submitting a board report each month.
Key Goals and Objectives
· Responsible for the chapter strategic planning process and it’s execution; including the dashboard
· Develop standards of quality for the strategic planning document
· Oversees the strategy developed by direct reports
Reporting to the Vice President
· Director at large for marketing
Secretary
The primary role of the chapter secretary is to ensure that the governance of the chapter is in compliance with the HBA Bylaws, Chapter Operating Policy and all other policies of the HBA. The secretary liaises with president and president-elect in November to distribute a calendar of all chapter board meetings/retreat date(s) for the coming year. The Secretary ensures that meetings are held and run in accordance with Robert’s Rules and documents the discussions, decisions and actions through recorded minutes. The secretary disseminates the minutes to the chapter board, HBA Secretary, CCP chair and the designated HBA staff. The secretary posts the minutes on the HBA resource center. The secretary is responsible for uploading all documents to the HBA resource center pertaining to the chapter board. The secretary schedules, and runs the chapter’s annual business meeting (ABM) including the voting process (accounting for proxies and counting the electoral votes) and ensures that all necessary information related to the ABM is sent to members 30 days prior to the annual meeting. The secretary contributes and oversees the chapter’s strategy developed by the Directors at large for membership/volunteers. The Secretary is responsible for submitting a board report each month.
Key Goals and Objectives
· Ensure chapter leadership understands and complies with HBA Bylaws, Chapter Operating Policy and all other policies of the HBA especially with regard to their specific functional role
· Document chapter board meetings via minutes which record discussions, decisions and actions and distribute and posts the minutes in accordance with the position overview
· Hold chapter ABM
· Ensure the chapter is in alignment with the HBA’s mission and contributes positively to HBA’s reputation
· Share best practices with HBA counterpart so that all chapters can benefit from learning
· Attend calls for chapter secretaries which are scheduled by the HBA secretary (corporate board)
· Develop standards of quality for the recording and posting of chapter documents (including those by other board and committee members)
· Oversee the strategy developed by direct reports
Reporting to the Secretary
· Two co-directors at large for membership/volunteers
Treasurer
The treasurer shall keep, or cause to be kept, accurate accounts of funds of the chapter in a manner as provided by resolution of the Board of the association. In the absence of a treasurer appointed by the chapter, the treasurer of the association shall fulfill this function on behalf of the chapter. The treasurer shall confer with the treasurer of the association in the development, monitoring and reporting of the chapter financials. The treasurer will oversee any part time bookkeeping staff as may be hired by the chapter. The treasurer is to reinforce profitability goals for events with the directors over programming. The treasurer contributes and oversees the chapter’s strategy developed by the director at large for programs. The Treasurer is responsible for submitting a board report each month.
Key Goals and Objectives
· Maintain the chapter bank account
· Ensure that chapter is generating income above expenses
· Ensure that chapter is in compliance with HBA budget and reporting policies
· Ensure that chapter is fulfilling the purpose of the association.
· Attend functional calls
· Oversee the strategy developed by direct reports
Reporting to the Treasurer
· Director at large for programs
· Non-director assistant treasurer (s)
Immediate Past President
The immediate past president (IPP) is a non-elected position, and serves as an officer on the chapter board executive committee (EC), and has primary responsibility for the long term transfer of knowledge and succession planning for the chapter. The IPP is the chair of the chapter nominating committee and attends all IPP calls with the corporate IPP.
Key Goals and Objectives
· Chair the nominating committee to ensure a fair and robust slate is presented at the annual business meeting in accordance with HBA bylaws
· On-boarding of the new chapter board members through training, knowledge sharing and resource identification
Directors-at-large (DAL) - Directors-at-large serve for a two year term.
County Regional Director (Orange County)
The regional director will coordinate, facilitate and lead a cross functional team of committee chairs for their region that develops local events, markets these events and obtains sponsors for events/programs. The regional director is the 'go to' leader for region’s HBA member services. The regional director is responsible for recruiting and retention of local members, volunteer recruitment and committee development. Functional committees for each region includes programs, marketing, volunteer engagement, membership, corporate relations, mentoring, and other committees as required by the region’s objectives. The regional directors and their regional leadership team are supported by chapter board directors in areas of subject matter expertise such as the directors at large for membership & volunteer engagement, marketing, programs, and corporate relations. Whereas the DAL’s are responsible for the functional strategy and planning on the chapter level, the regional committee chairs are responsible for the customization and execution of the chapter strategies in the regions. Together with the director of programs, the regional director (RD) is responsible for onboarding/training of the regional leadership team on HBA resources/processes. The RD submits a board report each month.
Key Goals and Objectives:
· Ensure the region fulfills the purpose of the association.
· Ensure the region has multiple, varied programs each year to meet the career development needs of members and non-member attendees and guidance from the advisory board
· Ensure the region generates profit to meet financial goals for all programs in their region
· Ensure the region grows and retains members to meet corporate defined goals
· Ensure the region identifies and consistently engages volunteers and corporate sponsors.
· Attend any functional calls as assigned and communicate content with peer regional directors and board.
· Ensure the region sets goals/plans to consistently grow and create value to members each year. This business plan will be submitted annually as part of the chapter strategic planning process.
· Responsible for metrics as assigned by the chapter board, and participate in the collection/generation of data for the chapter dashboard
· Attend chapter board meetings
· Attend events in local geography
· Recruit regional committee chairs
Reporting to the Regional Director
· 5-8 regional committee chairs covering programming, marketing, membership, volunteer engagement, event sponsorship, mentoring. Exact structure will be unique to each region.
Corporate Relations Director
The director is responsible for developing a strategic and tactical plan for corporate relations that supports the chapter’s financial health, while also enhancing the membership growth of the chapter. This plan reflects the chapter’s goals and objectives for the year and the strategies and tactics to achieve them. This individual serves to build and maintain positive corporate relations ideally done in an integrated fashion with HBA’s staff director of corporate development and the chapter’s president-elect. The chapter corporate relations (CR) director is responsible for submitting a board report each month. As many corporations are global, corporate relations is done in a three tiered manner:
1. HBA global manages all corporate partners (CP) with input from CR director for partners in our chapter geography
2. CR director works with existing CPs to ensure satisfaction with chapter level activities. This director also identifies additional support from potentially new and existing partners for chapter activities, programs, and initiatives.
3. Regional committee member identifies local companies to sponsor/host specific events (typically food and venue).
Key Goals and Objectives include:
· Develop a corporate relations strategy and tactical plan in line with chapters goals and objectives
· Oversee, coordinate and support the execution of corporate relations on regional level in collaboration with regional corporate relations committee
· Support regional corporate relations committee
· Participate in board meetings and attend chapter events
· Coordinate the attendance at CR functional calls and follow up with appropriate regional CR committee chairs to ensure consistency and best practices are shared within and between chapters and regions
· Responsible for on-boarding and continual training of functional area committee leaders on the resources and processes of the HBA and SoCal chapter.
· Develop standards of quality for interactions with partners and sponsors to be adhered to by board members and regional committee chairs
Dotted Line Reporting to the Corporate Relations Director
· Regional corporate sponsor committee chairs
· Any board member who is tapped to help present to a potential/corporate partner
Membership/Volunteer Engagement Co-Director
The membership/volunteer engagement director ensures alignment with critical synergistic activities of both membership and volunteer engagement. Jointly, directors are responsible for growing and maintaining the individual membership in the chapter through prospecting/recruitment, acquisition and retention efforts. Since volunteer engagement is a critical factor in both positive member experience and retention, these directors are also responsible for growing the individual pool of member volunteer leaders. This role is responsible for identifying opportunities and encouraging members to engage as volunteer leaders in order to build their leadership skills and business acumen. They will also connect volunteers with chapter and regional directors and their committee chairs; following up to ensure those who volunteer have been engaged. Much of the tactical execution of membership and volunteer engagement (e.g. one on one phone calls and conversations) will be done by the region member/volunteer committee. The membership/volunteer engagement director is responsible for submitting a board report each month.
Key Goals and Objectives include:
· Develop a membership strategy to achieve chapter new membership, retention and volunteer goals
· Create an experience that is welcoming to members and demonstrates value to volunteers through member/leader testimonials