Separating roles can sometimes be tricky, especially when forming a strong partnership between boards and staff which is vital. There is often a lack of clarity regarding the role of the board. Problems can occur when a board merely rubber stamps or automatically approves decisions made by the association’s management or when the opposite occurs, and it becomes too involved in operational details that should be made by staff.
The Role of the Board
The first step is to review the basics. The Duty of Care requires leaders to use reasonable care and good judgment in making decisions. The Duty of Loyalty requires leaders to avoid conflicts of interest and comply with the association’s code of conduct. The Duty of Obedience requires leaders to comply with the association’s governing documents.
Setting policy and strategy should be paramount. Boards basically focus on governance, policy and position statement/standards development, fiduciary oversight and are responsible for the high-level direction of the organization, including its mission and strategic goals. Having foresight and a visionary outlook is crucial. Board members also play a role in creating a pipeline to recruit and mentor new members in order to cultivate fresh ideas and new approaches. Boards oversee committee activity and assess its own performance as well as staff’s.
The Staff Role
Staff executes the vision of the board and handles proactive management of the organization so that busy volunteer members do not have to be burdened with day-to-day tasks. Staff members also act as committee liaisons by taking minutes, preparing agendas and implementing goals. They rely on boards to supply technical assistance in verbalizing issues that the association specialty faces. Staff members are experts in organizational management, not in the particular specialty of the association, whether it may be medical, trade or professional, although they can become familiar with the technical jargon and issues over time.
When do you delegate authority and to who, how and when?
With Association Management Companies (AMCs), the original management contract usually will include a detailed scope of services which delineates the specific tasks the staff will perform, including the fact that the AMC has the ability to hire staff and its Executive Director. The contracts also often specify when board approval is needed for a specific financial outlay in excess of a particular amount and in what circumstances the Executive Director has the ability to sign contracts on behalf of the organization. Management contracts should be reviewed at least annually to make sure board and staff are on the same page about their respective roles.
One of the best opportunities to discuss roles occurs during the annual board orientation when management and board roles are explained and reviewed, compared and contrasted. Board presidents can also help to define expectations of the Executive Director and its staff with regular input and feedback. At meetings, the president sets the tone and can remind board members to be visionary and stay away from micromanaging administrative tasks.
Crafting Strong Staff Partnerships
A great example of partnership building occurs in fund-raising efforts. Board members and staff can work in tandem to achieve positive results. Boards can supply the contacts; staff and boards can work together to reach out to the prospective sponsors/exhibitors, provide convincing arguments for participating and then finalize the transactions, keeping all contact progress in one document that’s accessible to all so as not to duplicate efforts.
Another example is public relations. Staff and boards can work together to decide which issues and activities to promote and then board members can serve as contacts for the news media to publicize the effort. Board members can assist in clarifying the technical jargon and offer additional insights and quotes as to why the particular issue is so impactful for the association and its members.
Measuring Accountability: When is the best time to review staff performance?
Annually, typically at the end of the fiscal year, but before board positions turn over. Association Acumen sends out service review surveys to all of its boards, requesting information on the following factors: board support, conference planning, membership, finances, communications, teamwork, problem solving, decision making, ethics and strategic planning. The Executive Director performance is reviewed based on association management knowledge, staff training and development, integrity and the ability to develop effective leadership and management strategies to achieve goals and financial viability. In addition, each staff member undergoes an annual performance review from a supervisor and a quarterly check-in to check progress toward goals.
Regular board meetings, whether in-person or virtual, are another opportunity for members to comment on staff performance throughout the year as it relates to the progress of projects and activities, including membership, the annual conference, financials, etc. Strong communication is the best way to prevent misunderstandings and complications later on and contributes towards staff success.
How should suggestions for staff performance improvements be communicated and implemented?
The annual service review provides an opportunity for boards to verbalize concerns as well as offer positive feedback and praise staff achievements. The best and most appropriate time to voice concerns and clarify roles occurs when the board meets with staff to discuss the service results, either in person or virtually. This helps ensure both staff and board members are working together as a cohesive unit, resulting in a strengthened resolve to further the strategic goals and mission of the organization.