BOARD OF DIRECTORS
HANDBOOK
2006-2007
Bonita Springs Area
Chamber Of Commerce
‘
The Mission of the Bonita Springs Area
Chamber of Commerce Is to:
• Serve our members
• Promote an environment
where business can grow and prosper
• Enhance the quality of life of
the Bonita Springs area
Bonita Springs Area Chamber of Commerce
Board of Directors Manual
MISSION STATEMENT:
The Mission of the Bonita Springs Area Chamber of Commerce is to:
* Serve the interests of our members
*promote an environment where business can grow and prosper
*Enhance the quality of life of the Bonita Springs Area
WHAT IS A CHAMBER OF COMMERCE?
First of all, you should know something about the organization in which you are a leader.
The Chamber of Commerce has the responsibility of enriching the economic well being of its community
to preserve the business system, to promote business growth and development. The Chamber of
Commerce is a dynamic living process because its people work for the betterment of their area.
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It is primarily an organization of business and professional men and women who have joined together to
work for the solution of their mutual business and community problems. There is a distinct need for an
organized group such as the Chamber of Commerce. There are many problems and opportunities which
an individual, by himself, cannot possibly solve; but working with others, pooling time and resources,
important accomplishments can be made.
In brief, the Chamber of Commerce is an institution in which volunteer manpower works effectively to
make the community a better place in which to live and work. It is the community’s department of
progress.
CONGRATULATIONS DIRECTOR.. .AND WELCOME TO OUR LEADERSHIP TEAM
Your selection as a Director of the Bonita Springs Area Chamber of Commerce is a tribute to you and
recognition of your ability as a community leader.
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.
At times, each Director is considered a representative-at-large of all citizens in the community. Although
a Director may have special interests, he/she must share the responsibility for building the Chamber’s
efforts to advance the entire community.
Special interest group problems will arise within the Chamber, but the organization must coordinate a
program which gives the community as a whole, and each component part, the greatest opportunity for
growth and prosperity.
Ideally, a Chamber Director is one who recognizes the democratic character of the organization and
believes strongly in voluntary, cooperative effort in solving community problems. He/She respects the
collective judgement of interested citizens and recognizes the unique decision-making and problem
solving powers that are created when the time and talents of these citizens are mobilized for action.
The following pages should help you successfully fill your role as a Director.
Page 2 of 40
Bonita Springs Area Chamber of Commerce
Board of Directors and Executive Board Meeting Schedule
October 2006-September 2007
Executive Board
Board of Directors
October 12, 2006
October 19, 2006
November 9, 2006
November 16, 2006
December NO MEETING
December
January 11, 2007
January 18, 2007
February 8, 2007
February 15, 2007
March 8, 2007
March 15, 2007
April 12, 2007
April 20,2007
May 10, 2007
May 17, 2007
June 14, 2007
June 21, 2007
July 12, 2007
July 19, 2007
August 9, 2007
August
September 13, 2007
September 20, 2007
All meetings are held at the Chamber office beginning at 8:00 a.m.
Dates for the Annual Retreat are yet to be determined.
Page 3 of 40
NO MEETING
MID-YEAR RETREAT
ANNUAL RETREAT
Bonita Springs Area Chamber of Commerce
2006-2007 Officers, Division & Committee Chairs
Officers
Chairman of the Board
First Vice Chair
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2
Vice Chair
Treasurer
Inunediate Past Chair
Doug Congress, Congress Jewelers
Darren Robertshaw, Trianon Bonita Bay
TED
TBE!
Diane Lepola, Morgan Stanley
Business/Community Development Division
Vice Chair: fBI
Tourism Task Force Sandy Shannon (Sunsational Rentals)
Training & Development Committee Suzanne Low (Lassus Wherely)
Technology Task Force Becky Austin (Source Interlink Companies)
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Govermnent/Public Affairs Division
Vice Chair: VBD
Government Affairs Committee Ray Faubion (Oswald, Trippe & Company)
Transportation Committee John Spear (Law Offices of John Spear)
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Leadership Enhancement Division
Vice Chair: TBD
Accreditation Joel Whittenhall
Education Committee Deidre Wright (Montgomery Bank)
Leadership Bonita Steering Committee Jose Lopez (Chapman & Associates); Peggy Taylor
(The Bonita Bay Group)
Leadership Bonita Alumni Committee Darryl Brown (SunTrust Bank of SW Florida)
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Membership Services Division
Vice Chair: TBi
Ambassadors Sally Hill (Hair Design by Sally Hill)
President’s Club Rachael Loukonen (Grant, Fridkin, Pearson, Athan & Crown P.A.);
Lilly DeBlieux (Widespread Technologies-Xerox Authorized Agent)
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Special Events Division
Vice Chair:
Annual Lunch Meeting TBD
Boat Parade TBD
Business Expo
Mary Shallies (Ad Source)
Golf Tournament Jon McLeod (Gotcha Mobile Media & Jon McLeod, P.A.)
Holiday Party Kate Davis (Blue Digital Resources, Inc.)
Market Watch TBD
Membership Luncheons Chuck Wilson (Merrill Lynch)
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Page 8 of 40
Bonita Springs Area Chamber of Commerce
Products
Beautiful Bonita Magazine
Bonita Springs Map
Bonita Business News publication
Business Center
Community Profile Publication
Demographic Information
Employee Assistance Program (Life Long Solutions)
Gift Certificates
Membership Mailing Labels
Membership Plaques
NationJob Recruitment
Today’s Chamber Newsletter
Who’s Who Business & Professional Directory
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Services
Advertising
Brochure/Business Card Display
Business Referrals
Business-Education Partnerships
Consulting/Business Start-up
Government Consultant
Information/Community Resource
Networking Events
Ribbon-Cuttings/Ground Breakings
Scholarships Education
Training Leadership/Employee
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Programs/Events
Annual Meeting Lunch
The Boat Parade
Business After Hours
Business Before Business
Business Expo
Career Fair
Chairman’s Gala
Coffee with the Leadership
Community Orientation in a Day
Holiday Party
Hospitality Literature Exchange
Industry Roundtables
Invest for Success
Leadership Bonita
Leadership Bonita Alumni
Page 9 of 40
Bonita Springs Area Chamber of Commerce
Programs/Events Continued
Major Investors Reception
Membership Luncheons
New Member Receptions
New Teacher Reception
Power Networking Luncheons
President’s Club Auction
President’s Club Socials
Prospect Receptions
Small Business Week Workshops
Small Business Week Awards Lunch
Techxpo
Committees/TaskForces/Roundtables
Accreditation Task Force
Ambassadors Committee
Annual Meeting Task Force
Boat Parade Task Force
Business Expo Task Force
Education Committee
Golf Task Force
Government Affairs Committee
Holiday Party Task Force
Leadership Bonita Steering Committee
Leadership Bonita Alumni Committee
Market Watch Task Force
Membership Luncheons Task Force
President’s Club Committee
Nominating Task Force
Technology Roundtable
Tourism Roundtable
Transportation Committee
Training & Development Committee
Professional Affiliations
American Chamber of Commerce Executives
Florida Chamber of Commerce
Florida Association of Chamber Professionals
Horizon Council
Visit USA
U.S. Chamber of Commerce
Page 10 of 40
Bonita Springs Area Chamber of Commerce
Program Calendar for 2006-2007
*Note: Dates are subject to change. Information on the events will always be promoted through the newsletter, special
invitations, e-mail or website
October 3rd (Tuesday) General Luncheon 11:30 a.m.
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October 5
(Thursday) Prospect Reception 5:30 p.m.
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October 12
(Thursday) Business After Hours 5:30 p.m.
th
October 13
(Friday) Leadership Bonita Tourism
th
October 20
(Friday) Leadership Bonita Alumni Workshop
October 21st (Saturday) Chairman’s Gala
th
October 24
(Tuesday) Industry Roundtable
October 26 (Thursday) Business Before Business 8:00 a.m.
October 27 (Friday) Leadership Bonita Economic Development Session
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November 3
(Friday) Hospitality Literature Exchange
th
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November
(Thursday) Business After Hours 5:30 p.m.
November 10th (Friday) Leadership Bonita Environment Session
th
November 13
(Monday) New Member Welcome 5:30 p.m.
th
November 14
(Tuesday) Power Networking Luncheon 11:30 a.m. at Spanish Wells Golf Club
th
November 23’ & November 24
(Thursday & Friday) Thanksgiving Holiday Office Closed
th
November 28
(Tuesday) Industry Roundtable
5t
December 1
(Friday) Leadership Bonita Government Session
th
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December
(Thursday) Holiday Party
th
16
December
(Saturday) Boat Parade (Tentative)
th
December 25
(Monday) Holiday Office Closed
January 1st (Monday) New Year’s Holiday Office Closed
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January 5
(Friday) Leadership Bonita Public Safety Session
th
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January
(Tuesday) General Luncheon 11:30 a.m.
January 1 jth (Thursday) Business After Hours 5:30 p.m.
th
January 19
(Friday) Leadership Bonita Alumni Workshop
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January
(Tuesday) Industry Roundtable
th
25
January
(Thursday) Business Before Business 8:00 a.m.
th
January 26
(Friday) Leadership Bonita Education Session
th
February 8
Thursday) Business After Hours 5:30 p.m.
th
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February
(Friday) Leadership Bonita Healthcare Session
th
February 14
(Wednesday) Workshop
February 21st (Wednesday) Career Fair 5:30-7:30 p.m.
February 22 (Thursday) Business Before Business 8:00 a.m.
th
February 26
(Monday) New Member Welcome 5:30 p.m.
th
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February
(Tuesday) Industry Roundtable
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February 28
(Wednesday) Workshop
March 21 (Friday) Leadership Bonita Infrastructure Session
th
March 8
(Thursday) Business After Hours 5:30 p.m.
th
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March
(Wednesday) Workshop
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March 16
(Friday) Leadership Bonita Alumni Workshop
March 22 (Thursday) Business Before Business 8:00 a.m.
id
March 23
(Friday) Leadership Bonita Social Issues
th
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March
(Tuesday) Industry Roundtable
th
March 28
(Wednesday) TechXPO
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Bonita Springs Area Chamber of Commerce
Program Calendar for 2006-2007
*Note: Dates are subject to change. Information on the events will always be promoted through the newsletter, special
invitations, e-mail or website
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April 3
(Tuesday) General Luncheon 11:30 a.m.
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April 12
(Thursday) Business After Hours 5:30 p.m.
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April 13
(Friday) Leadership Bonita Media & the Arts Session
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April 17
(Tuesday) Power Networking Luncheon 11:30 a.m. at Spanish Wells Golf Club
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April
Friday) Mid Year Retreat 1-5 p.m.
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April 24
(Tuesday) Industry Roundtable
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April 26
(Thursday) Business Before Business 8:00 a.m.
th
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April
(Thursday) President’s Club Auction
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April
(Friday) Leadership Bonita Critique Session
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May 3
(Thursday) Prospect Reception 5:30 p.m.
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May 4
(Friday) Leadership Bonita Graduation (Tentative)
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May 7
thru May11 (Monday thru Friday) Small Business Week
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May 10
(Thursday) Business After Hours 5:30 p.m.
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May 11
(Friday) Small Business Week Luncheon
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May 1 8
(Friday) Golf Tournament
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May 21st thru May 25
(Monday thru Friday) Chamber Open House
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May
(Thursday) Business Before Business 8:00 a.m.
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May 28
(Monday) Memorial Day Office Closed
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June 1st thru July 15
(School Supply Drive)
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June
(Monday) New Member Welcome 5:30 p.m.
th
June 14
(Thursday) Business Expo
June 22 (Friday) Community Orientation in a Day
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June 26
(Tuesday) Industry Roundtable
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June 27
(Wednesday) Workshop
th
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June
(Thursday) Business Before Business 8:00 a.m.
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July 4
(Wednesday) 4
of July Office Closed
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July
(Tuesday) General Luncheon 11:30 a.m.
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(Wednesday) Workshop
July 11
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July
(Thursday) Business After Hours 5:30 a.m.
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July 17
(Tuesday) Power Networking Luncheon 11:30 a.m. at Spanish Wells Golf Club
th
July 24
(Tuesday) Industry Roundtable
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July 25
(Wednesday) Workshop
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July
(Thursday) Business Before Business 8:00 a.m.
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July 30
(Monday) New Teacher Reception 4:00 p.m.
August V
t (Wednesday) Leadership Bonita Alumni Reception 4:30 p.m.
th
August 9
(Thursday) Business After Hours 5:30 p.m.
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August
(Thursday) Business Before Business 7:30 a.m.
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August 27
(Monday) New Member Welcome 5:30 p.m.
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August 28
(Tuesday) Industry Roundtable
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September 13
(Thursday) Business After Hours 5:30 p.m.
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September
(Monday) Major Investor Reception
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September 25
(Tuesday) Industry Roundtable
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September 26
(Wednesday) Annual Luncheon
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September 27
(Thursday) Business Before Business 8:00 a.m.
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Bonita Springs Area Chamber of Commerce
COLLECTIVE RESPONSIBILITIES OF THE BOARD OF DIRECTORS
While the ultimate authority of the organization is vested in it’s members, a Board of Director is elected
by the membership and holds legal responsibility for the functioning and direction of the organization.
Each director shares this responsibility
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ACQUIRE AND READ BYLAWS AND CHARTER.
The board is the policy-making body of the organization. Policy includes any formal statements
such as internal and external operational procedures and legislative policy. The Business Plan is
a form of policy.
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ACQUIRE AND READ BUSINESS PLAN, INTERNAL, EXTERNAL AND LEGISLATIVE
POLICIES.
The board sets membership investment schedules, raises necessary funds for sound operation,
adopts budget, approves non-budgeted expenditures, and assures that necessary fiscal procedures
are adhered to.
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ACQUIRE AND STUDY
STATEMENTS, ETC.
COPY
OF
CURRENT
BUDGET,
AUDIT,
FINANCIAL
The board has responsibility for adequate staff manpower for the organization. This is delegated
to officers, nominating or selections committees, but remains subject to board approval or
confirmation. Be aware of participation levels.
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ACQUIRE AND STUDY ORGANIZATIONAL CHART,
NOMINATING PROCESS AND PERSONNEL POLICIES.
COMMITTEE
ROSTERS,
The board serves in a liaison and general communications role between the board and the general
membership.
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ACQUIRE AND REVIEW COPIES OF MEMBERSHIP NEWSLETTERS AND
PUBLICATIONS.
The board provides support to the officers in carrying out the total objectives of the company.
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INFORM OFFICERS OF YOUR SPECIFIC RESOURCES, AREAS OF EXPERTISE, AND
INTERESTS.
Page 13 of4O
Bonita Springs Area Chamber of Commerce
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 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.
According to our Chamber bylaws, Board members may not miss more than three consecutive
meetings or a total of four meetings during the year.
It’s also true that your board 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.
2. ACT AS A TEAM TO SET POLICY AND GOALS
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Set policy and establish goals for your President 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. Your President 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.
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HOW DOES A BOARD SET POLICY?
The board makes policy; directs the President to implement policy; and monitors
implementation and outcome of policy. Board policies determine what the organization
will do. The President 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.
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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 and staff input to develop these policies. The President 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.
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Page 14 of 40
Bonita Springs Area Chamber of Commerce
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IS THIS A POLICY OR A MANAGEMENT DECISION?
Governing your organization should be a team effort between the President 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, in-other-words, 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 to do some
research, and recommend alternatives.
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Third, make a decision after weighing the information,
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DOES YOUR PRESIDENT KNOW WHAT YOU WANT?
Setting priorities for the organization is a board team effort. Board members and
President must work together to set common goals so the President has no doubt what
you expect him/her to accomplish. Then stand back and let your President accomplish
those goals.
3.
PROVIDE GUIDANCE TO YOUR PRESIDENT
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Board members must play an active role in supporting the President. One of the primary
responsibilities of a board is to support the President not to give his/her daily orders. Your role
is to provide the direction in which you want your President to take your board. And you must
also provide the executive with the necessary resources to get you there.
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Give your President direction and resources and then let him/her freely manage day to day
business. Expect feedback from your President on performance of the board and your progress
toward 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 who in turn
becomes the board’s manager.
Board members must nurture their President by providing adequate compensation and reasonable
directive. Because the President is the board’s employee, give him/her a written job description
and be explicit about what you expect. Let your President know what our board wants, then stand
back and let him! her do it!
Page 15 of4O
Bonita Springs Area Chamber of Commerce
4. WHAT MANAGEMENT FUNCTIONS ARE FULFILLED BY YOUR PRESIDENT?
PLANNING
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The President plays a key role in assisting the organization in devising it’s annual
goals and objectives.
ORGANIZING
A President must organize an internal structure to help him/her deliver your
basic services. A President should be able to create the kinds of positions and
internal structure he/she deems necessary.
STAFFING
Your President 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 assess the performance of individual
staff members.
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DIRECTING AND LEADING A President motivates staff. He/she should inspire them, give
them direction and communicate with them.
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Although board members are leaders of the entire membership, they are not
leaders of staff. Your President directs and leads staff. As a board member, you
direct and lead your members through your executive.
CONTROLLING -The President 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 the opportunity to manage to fulfill the President’s role. Yes, there
will probably be some problems along the way, you have to expect them.
Evaluate your President’s performance as a manager by assessing what the entire
organization has done. As long as you get what you want, let your President do it
his/her way.
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5. MAINTAIN A PROPER RELATION WITH STAFF
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One of the board’s most perplexing problems is its relationship with staff. As a rule board
members do NOT manage staff. The President does. The only staff person hired, managed and
evaluated by the board is the President. Next time you’re tempted to intervene in a staff matter,
remember that you hired a President to solve problems for you. Don’t look over the President’s
shoulder -let him/her solve it for you. The board hired the best person to administer the
organization and then delegates all other staff hiring to the President.
The board should not interview or evaluate staff. Those are the President’s responsibilities. The
staff should not, under any circumstances, have a part in the evaluation of the President. The
board hires the President and the board has the responsibility for evaluation. It would be very
difficult for the staff to be objective when evaluating their “boss.”
Page 16 of 40
Bonita Springs Area Chamber of Commerce
How should you handle staff grievances? Do staff members have a right to appeal grievances to
the board? Personnel management is the President’s responsibility. Unless there’s a policy to the
contrary, staff grievances should not go to the board. When the board listens to staff grievances,
you may actually be settling one problem and creating a couple of serious new problems.
Grievances that go to the board, give staff mixed signals about who’s in charge. If they can
appeal any administrative decision to the board the President’s authority with staff is greatly
weakened. If the President makes a decision on a staff grievance and the board reverses the
decision, the relationship between the board and President will be strained. The board/President
team must speak with one voice that says “the President manages staff.”
6. ENSURE ADEQUATE FINANCING OF THE ORGANIZATION AND MONITOR
SPENDING.
Board members must ensure that the organization has adequate finances, and money is
responsibly spent. No board can set policy and make plans for the future without assessing the
need for financing, if necessary, you may be called on to personally contribute your influence
and resources to assure that your organization has enough money to carry out your policy
directives. As a “trustee” of your organization’s money, you are responsible for seeing it’s well
spent. This however, does not mean you approve every expenditure. It does mean that you should
know the money was spent effectively to deliver the kind of programs and services you have
authorized. This can be done by financial and performance audits not by personally examining
how every penny was spent.
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THE PRIMARY RESPONSIBILITY OF THE BOARD IS TO SET FINANCIAL POLICIES.
This means you’re responsible for defining your organization’s mission, establishing
goals and approving a budget that will enable the goals to be achieved. Many boards will
fail to give their Presidents the right kind of direction on finance. The most important
direction you can give your President, is to let him know where you want your
organization to go. What are your goals? What kind of things would you like your budget
to achieve?
Boards set financial policies such as identifying where they want to go with their
budgets. Presidents are responsible for spending the money to get them there and
bringing in the income as well. Board members are policy makers, not bookkeepers. Case
in point: One board scrutinized every bill from $2.00 to $2,000 and ignored big issues.
Meetings lasted until 2:00am and some important issues went unattended. When board
members hold to their role as policy makers, the meetings are shorter and important
issues get the attention they need. Scrutiny over the consumer financial report should
take place, if necessary, at executive meetings.
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Bonita Springs Area Chamber of Commerce
THE OTHER PRIMARY RESPONSIBILiTY OF THE BOARD IS TO DELEGATE
IMPLEMENTATION OF THE FINANCIAL POLICIES TO THE PRESIDENT.
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As a board member, you should find a purpose for your organization, define it on paper, fund it,
and then let your President make things happen! For the record, it’s the President’s job to suggest
spending to the board. The President’s spending recommendations are important information you
need to formulate your annual budget.
It’s also the President’s job to spend the budgeted money to buy the programs and services the
board approves. Boards must allow Presidents to make spending decisions within the budget
limits. On the flip side, it is also the President’s responsibility to oversee the board receives
adequate income. However, it is the board’s responsibility to underwrite the programs of the
company. Therefore, when the President comes to the board with a need for income, it may be
necessary for board members to roll up their sleeves, and evaluate the income source.
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Set a spending limit for your President. He/She should be able to spend money for
the day-to-day operations of your organization without prior board approval. If it’s in
the budget then it has already been approved by the board. But in certain cases, such
as large expenditures for repairs, your President should seek the board’s approval.
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Deal with your organization’s business manager or bookkeeper through your
President, because the bookkeeper reports to the President, not the board. From time
to time, Presidents will have their bookkeepers come to board meetings as resource
people to explain detailed financial information. Always address your financial
concerns to your President. Then he will decide if a response is necessary from the
bookkeeper. Always make it clear that you support the fact that staff members work
for the President and not the board.
THE THIRD PRIMARY RESPONSIBILITY OF THE BOARD IS TO MONITOR
FINANCIAL OUTCOMES.
Board members have always been haunted by financial worries. Is spending done wisely? Are
there any financial problems we don’t know about? Will we have enough money to pay the bills?
Some board members are tempted to roll up their sleeves and dig into financial records just to
answer their concerns. But that’s not the board’s role. Remember, the board monitors financial
outcomes. Ask your President for bottom line explanations of basic financial questions:
Are we on target with our planning expenses and revenues? Are we financially solvent? Will we
have income to meet future expenses? The answers your President provides will help you assess
how the money you budgeted is being spent on the programs you authorized are being carried
out. Concentrate on changes. Look at what’s up and what’s down from last month and last year.
Trust your President and ask questions. If you are the type of board that pays attention to the
bottom line total revenues and total expenditures then you are properly monitoring. You have
to trust that what goes on in the middle, is being handled properly. Of course, each company’s
monthly financial report is going to vary it has to be whatever can best be read and understood
by the board. A list of checks that were written for the month is not a financial report. You must
be able to make income/expense comparisons and read line items.
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Bonita Springs Area Chamber of Commerce
ACTIVELY SUPPORT YOUR ORGANIZATION AND PRESIDENT.
7.
Individual board members should be “Number One” supporters of the Chamber giving their
time, influence and resources to help accomplish important goals. Individual board members
should also support the President with their consulting skills when asked.
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ARE YOU OBLIGATED TO SUPPORT YOUR BOARD’S OFFICIAL STAND?
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QUESTION: Am I obligated to support my organization’s official stand on an issue that I
don’t personally agree with?
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ANSWER: You’re not obligated to lead a parade down Main Street to prove you support
the issue. But, board members must be leaders and promoters of the organization, not of
yourself. Every board member has the opportunity to speak out in the boardroom -pro or
con on an issue, before it’s voted on by the board. But, once your board votes to
proceed in a specific direction, know that the board has spoken. The board as a whole
has made the decision. Now it’s up to board members to support it.
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8.
MAKE A WRITTEN PLAN OUTLINING THE GOALS OF YOUR BOARD
MEMBERS.
Acting as a team, a written plan should be executed, outlining the goals and objectives of the
organization for the coming year a business plan and/or action. Building and enhancing a Chamber
requires many activities.
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Deciding what activities can be reasonably undertaken in a given year, organizing to accomplish them
and managing their progress toward completion can only be done well by a Business Plan. To carry out a
program of work, the President has three resources available:
1) Staff manpower.
2) Board manpower
3) Money.
Experience has proven that a well-made plan is needed to allocate these resources for their best use. The
effectiveness of an organization will depend, to a large degree, upon the quality of its Business Plan.
Page 19 of4O
Bonita Springs Area Chamber of Commerce
WHAT IS THE PURPOSE OF A BUSINESS PLAN?
Impetus for success
A Business Plan differentiates between ineffective and effective organizations.
Effective programs are PLANNED.
-
HOW DO WE PLAN SUCCESSFULLY?
•
RETREAT GET AWAY! You can talk about your planning priorities at a board meeting to
successfully plan for a year -some type of a retreat is a MUST. As a group, you need to get away
away from the phone with some distance from your
from your everyday surroundings
workplace. Some boards go away for three days others use a half day in town. Use whatever
works for you.
-
-
-
•
DON’T BE AFRAID TO SAY NO! Don’t let one board member get on his/her pet project and
sway the entire process. Leave your friendships and emotions at the door. Don’t humor someone
with a ridiculous idea just because she/he’s a friend.
•
BE REALISTIC. Again stress saying NO when its called for. Don’t get carried away in
establishing too many projects and priorities. Rome wasn’t built in a day.
•
PREPARE ON THE BASIS OF FACT: What are the current needs economically and in the
community? Gathering data can be done by membership surveys, or simply by talking to people
about needs and community action.
•
PRIORITIZE-- Judgment is needed to determine the priority of projects so that the board’s
resources can be wisely utilized by putting the greatest effort into the most important projects. Be
-sure and ask, “Does this activity help build the company?”
•
BE WILLING TO MEET THE CHALLENGES: Being realistic is of top priority because the
community will be looking to the organizations leadership to accomplish what is set out. If you
are not willing or don’t have the resources to do a project, don’t put it in your Business Plan
WHAT
DO WE DO ONCE THE WRITTEN PLAN HAS BEEN COMPLETED?
For starters, don’t assume your work is finished. Don’t just hand it over to the President. You have written
the program, now it is time to underwrite it with your resources money and people.
-
•
ORGANIZE AND IMPLEMENT: Put together committees and get them to work!
•
MOTIVATE AND COMMUNICATE: Produce the program of WORK for the entire board and
staff.
•
MEASURE RESULTS: Monitor results of the projects and keep a periodic check on where you
are toward the completion of the Business Plan for the year.
Page 20 of 40
Bonita Springs Area Chamber of Commerce
WHO IS RESPONSIBLE FOR PERSONNEL?
AREA
BOARD
PRESIDENT
Hiring Staff
No role
Approves all
hiring
Staff deployment
and assignments
No role
Establishes Workload
Firing of Staff
No role
Makes final
termination
decision
Staff grievances
No role
Grievances
stop at the
President
Personnel Policies
Adopts
Recommends,
administers
Staff Salaries
Allocates line
item in budget
Approves
salaries
Staff evaluation
Evaluates only
President
Evaluates all
other staff
Page 21 of4O
Bonita Springs Area Chamber of Commerce
PUBLIC AFFAIRS POLICY STATEMENT
The Bonita Springs Chamber of Commerce, Government Affairs Strategy Task Force recommends to the
Board of Directors that the following Public Affairs Policy be adopted to further the goals and objectives
of the Board in the area of Government Affairs.
The Bonita Springs Area Chamber of Commerce will foster forward thinking and leadership in many
areas of Public Affairs including, but not limited to: transportation, water management, land use, parks,
beaches and other outdoor recreation. The Public Affairs Strategic Plan proposed for adoption later this
year is intended to be a proactive document that will identify and prioritize the critical issues to be
addressed by this Chamber over the next three years, updated on an annual basis. Once approved, the
Chamber’s focus will be on implementing that plan.
Notwithstanding our focus on “working the plan”, in a dynamic arena such as public affairs, issues will
arise that have not been anticipated by the plan. As a leader and an experienced voice for the Bonita
Springs area, the Chamber has an important role in identifying, defining and solving evolving issues.
When issues requiring some action by the Chamber arise outside those anticipated by the Public Affairs
Strategic Plan, they should be handled in the following manner.
Procedures for Chamber Consideration of Action on Issues Outside Those Approved in the Public
Affairs Plan
Persons or organizations requesting Chamber action on a public affairs-type issue should submit the
request to the Chamber President in writing, being as specific about the desired action as possible and
including any background materials available. Upon receipt of all information, the Government Affairs
Committee will consider the action requested at its next regularly scheduled meeting. If the cominittee
agrees that action is warranted, it will draft a position paper recommending such for approval or denial at
the Board of Directors’ next monthly meeting. Depending upon the complexity of the issue, the
committee reserves the right to postpone recommendation to the Board until all reasonable questions
have been answered to the satisfaction of the committee.
The guiding principles for the Chamber in developing positions on issues will include a fair look at both
sides of the issue, and verification that the issue coincides with our mission and furthers the
implementation of our strategic plan. In addition, the Chamber will identify key resources it can utilize,
including the collective experience of the Government Affairs Committee.
Issue Parameters The committee will apply the following questions to the issue:
1.
Does it serve our members?
2.
Does it promote an environment where business can grow and prosper?
3.
Does it enhance the quality of life in Bonita Springs?
4.
Is there a positive/negative fiscal impact?
5.
Is it a global or isolated issue?
—
Approved by Board of Directors 8-17-00
Page 22 of 40