Chapter Governance, Committees and Strategic … responsibilities. ... Chapter Multi-year Strategic Plan and Annual ... Serve in an advisory capacity on other committees and perform

Chapter Governance, Committees and Strategic

Planning

A Guide to Effective Chapter Operations

COPYRIGHT May 2012

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GGOOVVEERRNNAANNCCEE

Chapters are managed by elected officers and directors who are referred to as the chapter board.

The chapter board assumes authority and responsibility for supervising the general operation of

the chapter in meeting its goals and objectives. Chapter board members, known as the board of

directors (or simply, board), must both guide and prepare the chapter for the future while

providing successful programs right now. Your chapter bylaws may further define the

expectations of the board. What follows is a guide to help you prepare and manage the chapter

board so that it can be a vital force in running a successful chapter.

CHAPTER BOARD COMPOSITION AND MEETINGS All directors on the board should be ACHE members who have completed at least one year

of membership.

All officers on the board should be ACHE members who have completed at least one term as

a director.

The chapter board should consist of at least three elected officers and at least two elected

directors. (This may differ under various state laws.)

Any geographic Regent who is a member of the chapter must be an ex officio, voting member

of the chapter board and nominating committee.

Regular meetings of the chapter board should be held at least two times per year. The time,

place, and mode of meeting may be determined by the president or the chapter board.

INSTALLATION/ELECTION OF BOARD OFFICERS Chapter board members should be elected in the manner provided in the chapter bylaws. All

terms of service for elected officers should be defined, allowing for broad participation of

chapter members. Elected officers should not serve more than a limited number of consecutive

terms. Following is a bylaws example that addresses the elections process:

“Chapter officers and any directors required to fill any vacancies shall be elected annually.

Chapter officers and directors shall be elected by secret ballot at a meeting of chapter members

except when there is only one candidate for an office, in which case the chapter board president

shall call for election of the candidate, by acclamation. When there are two or more candidates

for an office, a majority vote of members shall constitute an election.”

Whatever route the chapter chooses for its elections process, it is important to follow the laws of

the state in which the chapter has been incorporated, to clearly define election guidelines in the

bylaws, and to state what a quorum is required. Clear definition of the elections process is very

important as it defines how chapter members can participate in the governance of their chapter.

The emphasis should be on fair treatment.

RESPONSIBILITIES OF THE BOARD OF DIRECTORS AND OFFICERS Chapter board directors and officers are accountable for a variety of governance and

management responsibilities. These might include, but are not limited to, the following:

Determining the chapter’s mission and purposes.

Supporting the chapter president and assessing his or her performance.

Ensuring effective organizational planning by being actively involved in the strategic

planning process.

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Deploying adequate resources to chapter officers and committee chairs.

Managing chapter resources effectively.

Enhancing the chapter’s public standing by meeting its members’ needs and communicating

with the local media as needed.

Maintaining ethical and legal integrity and accountability for the funds and services provided

for and by the chapter.

Attending board meetings as required by chapter bylaws.

Planning for future selection of directors/officers.

Ensuring that the chapter remains in good standing with ACHE by complying with any

federal, state or local requirements and fulfilling all ACHE contractual obligations.

BUILDING YOUR CHAPTER BOARD Every organization needs to plan for the future and chapters are no different. As the board of

directors and officers rotate through their terms of service, it is important that the board is able to

replenish its leaders. Your chapter should consider how it will continue to develop and

encourage chapter leadership in the future. Keep in mind that the board should be broadly

representative of its chapter’s members. Also, try to remember, in some organizations, leadership

candidates may continue to present themselves and should be groomed as appropriate by serving

on committees or as a committee co-chair. It can be the role of the Nominating Committee to

identify and recruit eligible leaders from the ranks of members.

CONDUCTING A CHAPTER BOARD ORIENTATION Participation is key – Volunteers move on. This means that a new class of directors will need to

be inducted into the chapter’s leadership roles. Orientations (or a board retreat) for this group

should be conducted annually. An orientation of new board officers or directors could include

the following items to be discussed on the agenda:

1. Board binders that explain the expectations of each officer and provide tools for them to

successfully fulfill their roles. The following items are recommended to be included in a

board officer’s manual:

a) Chapter Mission Statement

b) Chapter history

c) Chapter bylaws

d) Copies of key chapter written policies

e) Chapter Multi-year Strategic Plan and Annual Operating Plan, as appropriate

f) Upcoming networking events/leadership training

g) List of committees with their scope and functions and list of chairs and members

h) Current financial budget

i) Most recent financial statement

j) Minutes of last three board meetings

k) Most current chapter newsletters

2. Review of ACHE’s and the chapter’s vision, mission and values

3. Workings of the ACHE chapter, including the structure of the board and committees and

proper business procedures

4. Chapter budget and financial status

5. Minutes from most recent board of directors meetings

6. Board director affirmation sheet for review and signature

7. Review of any chapter written policies pertaining to board directors such as Conflict of

Interest statement, travel policies, etc.

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DUTIES OF THE CHAPTER OFFICERS This section contains samples of the board officers’ responsibilities, expectations and

qualifications. These samples can help you form the chapter’s job descriptions for each officer

on the chapter board. While these are specific examples of the duties and responsibilities of each

officer taking part in managing and operating the organization, the chapter does not have to

conform to these; not all of the duties and responsibilities will pertain to every chapter.

POSITION: PRESIDENT The president is the chief executive of an ACHE chapter and is responsible for calling and

presiding at chapter board meetings and providing direction and coordination to other officers,

members of the chapter board and members of the chapter.

Responsibilities

Monitor the progress of chapter goals and objectives as set forth in the strategic plan.

Stay current with all new ACHE information and policies and coordinate the dissemination

of this information to chapter members.

Serve as the primary spokesperson for the chapter within their community and as a liaison

with ACHE.

Preside over all business meetings of chapter and board of directors.

Conduct meetings, formulate ideas, and delegate responsibility.

Communicate effectively on all levels and seize any opportunity to positively represent the

organization at meetings or social functions that would benefit the chapter and ACHE.

Uphold the chapter’s policies and procedures handling problems, and address issues among

chapter members.

Ensure that chapter events are reported to ACHE on a timely and accurate basis, financial

statements are submitted to ACHE on a timely basis, and that ACHE is notified about

changes in the appointed and elected chapter leadership.

Prepare and communicate a chapter self-assessment, which reflects the chapter’s current

status and identifies areas for improvement and growth.

Mentor and prepare the president-elect.

Write a “President’s Message” in chapter newsletters.

Ensure all chapter policies and procedures are clear and communicated to all members.

Plan and work on the annual budget.

Serve as a full voting member of the board and advise various committees, as assigned.

Qualifications

Must be an ACHE member

Previous board experience

Dedication to the chapter

Communication, leadership, and organizational skills

Term of Office

One (1) Year

Attendance Responsibilities

Attend ACHE Chapter Leadership Conference

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Attend all chapter meetings

Miss no more than ____ board of directors meetings annually

Committee Responsibilities

In conjunction with board of directors, appoint all standing committees and designate

their chairs

Serve as an advisor to the board of directors’ committees

POSITION: PRESIDENT-ELECT The president-elect generally assists and fills in for the president, as needed, while preparing to

serve as president. This position will ensure a smooth leadership transition as the future president

gains experience in leadership role prior to becoming president.

Responsibilities

Assume the office of president at the expiration of the president’s term or earlier if the office

becomes vacant for any reason (based on chapter bylaws).

Seek new ACHE members.

Lead the development or renewal of the chapter multi-year plan.

Serve as a full voting member of the board and advise various committees, as assigned.

Conduct meetings, formulate ideas, and delegate responsibility.

Communicate effectively on all levels and seize any opportunity to positively represent the

organization at meetings or social functions that would benefit the chapter and ACHE.

Work closely with current president throughout the year as preparation for chapter

presidency.

Qualifications

Must be an ACHE member

Previous board experience


Communication, leadership and organizational skills

Term of Office One (1) Year


Attend ACHE Chapter Leadership Conference in the president’s place, if necessary




Serve as chair of the Strategic Planning Committee

Serve as the board of directors’ advisor to assigned committees

POSITION: IMMEDIATE PAST PRESIDENT Immediate past presidents are sometimes retained on chapter board as officers to provide

continuity. The past president is generally the most knowledgeable leader an organization has.

That individual can provide answers as to why certain decisions were made or policies adopted

and offer counsel to the new president as needed.

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Responsibilities

Serve as a full voting director on the board and advise various committees, as assigned.

Serve in an advisory capacity on other committees and perform duties as delegated by the

president or board of directors.

Remain on board of directors in an advisory capacity for new directors.

Qualifications

Prior service as president of the board of directors


Communication, leadership and organizational skills

ACHE member

Term of Office One (1) year




POSITION: TREASURER The treasurer acts as the chief financial officer of the chapter and manages all of the cash, bank

accounts and financial records for the chapter. This includes recording and depositing program

fees, issuing and signing checks for approved expenses and obtaining the signature of a co-

signer, preparing regular financial reports, filing any reports required by federal or state

government, ensuring that annual budgets are prepared and monitored and obtaining audits, as

required.

Responsibilities

Maintain accurate records of the chapter’s financial status.

Deposit all money received by the chapter in the chapters’ accounts, including the dues

rebate check from ACHE.

Pay all bills approved by the chapter’s board of directors.

Review the financial status of previous years while drafting the annual budget.

Audit or review records annually and upon departure from the office

Provide detailed report of fiscal accounts and contacts to be forwarded to next treasurer.

Work with committees to identify sources of revenue.

Submit quarterly financial reports and annual financial report to the board of directors for

review.

Help prepare annual budget.

Serve as a full voting director of the board and advise various committees, as assigned.

Establish a chapter checking account and obtain pertinent signature cards and resolutions in

appropriate institution per chapter policy.

Assure that all receipts and disbursements are recorded consistent with the appropriate

accounting conventions currently in practice.

Assure that the treasurer is appropriately bonded.

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Qualifications

Organizational skills

Familiarity with accounting processes

Budget development and financial management skills

ACHE member






Serve as chair of the Finance Committee

Serve on the corporate sponsor committee

POSITION: SECRETARY The secretary is the officer who maintains the records and rosters for an organization. Duties

generally include: taking minutes at regular and special chapter board meetings, sending out

meeting notices and agendas accompanied by minutes - preferably two weeks in advance of

chapter board meetings - and maintaining an official board book binder of all documents relating

to official meetings (meetings notices, agendas, minutes, any material given to board members,

treasurer’s report, committee reports, program reports, etc.).

Responsibilities Record minutes of all chapter meetings and mail copy of minutes to board of directors

within two weeks of each meeting.

Maintain an ongoing record of minutes and other official documents of the chapter and

convey these records to their successor.

Responsible for all official chapter communication to chapter members, i.e. notification of

upcoming events, changes in bylaws, new officers, newsletters, etc.

Assist president-elect with elections as per the chapter bylaws.

Serve as a full voting director of the board and advise various committees, as assigned.

Qualifications

Organizational, time management, and administrative skills

ACHE member






Serve as the board of directors’ advisor to assigned committees

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POSITION: EDUCATION PROGRAM CHAIR Please note that additional guidance and descriptions of duties are provided in ACHE’s

Educational Program Planning Manual.

Responsibilities

Develop the education programs of the chapter and identify key issues/topics to be

addressed.

Select, invite and follow up with faculty to ensure their participation.

Research sites for events and follow through on all of the obligations of the contract made

with the site at which the program will be held.

Arrange and call all meetings of the committee members.

Create and communicate a budget for the Education Committee.

Coordinate various committee members/volunteers to ensure assigned tasks are completed

successfully.

Coordinate education needs survey of chapter.

Keep record of all events to report to ACHE and for chapter records.

Create promotional pieces to publicize event and registration forms.

Qualifications

Organizational, time management, and administrative skills

ACHE member






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Chair the education committee

Coordinate with the committee chairs, as needed

POSITION: MEMBERSHIP/ADVANCEMENT COMMITTEE CHAIR The Membership/Advancement Committee Chair provides leadership to the chapter board and

membership committee in developing member recruitment and retention activities, setting annual

membership goals and evaluating member satisfaction.

Responsibilities

Promote the chapter and ACHE to area healthcare executives. Send out applications and

follow up.

Promote and market ACHE membership among nonmembers throughout the chapter’s

geographic area.

Promote the FACHE credential to chapter members.

Work with Education Program chair to develop programs to attract new members.

Qualifications

Organizational, time management and administrative skills

ACHE member

Term of Office One (1) Year





Chair the Membership/Advancement Committee

Coordinate with other committee chairs, as needed.

Set goals and develop membership growth and advancement in conjunction with the

membership/advancement committee

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Rules that Govern

To Do This Motion You Say This Vote

Introduces Business Main Motion

(Cannot interrupt a

member who has been

assigned to the floor;

Require a second, unless

the motion is from a

committee; Can be

debated; Can be amended;

Require a majority vote.)

“I MOVE THAT…” Majority

Change Wording or a Motion Amend “I MOVE TO AMMEND

THE MOTIONS BY…”

(Adding, striking out,

substituting)

Majority

Send to Committee Commit “I MOVE THAT THE

MOTION BE REFERRED

TO…”

Majority

Postpone Action Postpone Definitely “I MOVE THAT THE

MOTION BE POSTPONED

TO…”

Majority

Limit Debate Limit Debate I MOVE THAT DEBATE

BE LIMITED TO (ONE)

SPEECH OF (TWO)

MINUTES FOR EACH

MEMBER.”

Two-thirds

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GGOOVVEERRNNAANNCCEE TTOOOOLLKKIITT

CHAPTER BOARD OF DIRECTORS ORIENTATION ITEMS

ORIENTATION OF NEW BOARD OFFICER COULD INCLUDE THE FOLLOWING:

1. Board manuals* that explain the expectations of each officer and provide tools for them to

successfully fulfill their roles

2. Review of ACHE’s and the chapter’s mission, vision and values, and the ACHE Strategic

Plan

3. Workings of the ACHE chapter, including the structure of the board and committees and

proper business procedures

4. Chapter budget and financial status

5. Minutes from most recent board of directors meetings

6. Board director affirmation sheet for review and signature

7. Review of any chapter written policies pertaining to board directors such as conflict of

interest statement, travel policies, etc.

*ITEMS TO INCLUDE IN A BOARD OFFICER’S MANUAL

Chapter mission statement

Chapter history

Chapter bylaws

Copies of key chapter written policies

Chapter strategic plan

Upcoming networking events/leadership training

List of committees with their scope and functions and list of chairs and members

Current budget

Most recent financial statement

Minutes of last three meetings

Most current chapter newsletters

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Sample

CHAPTER BOARD OF DIRECTORS

ANNUAL AFFIRMATION OF SERVICE

1. I will commit to supporting and enhancing the mission, vision and values of my chapter.

2. I will commit to attend chapter board meetings and to contribute as much as I am able.

3. I will commit to preparing for each board meeting as needed by reading all appropriate reports and

minutes I receive and will commit to doing additional research about special topics as needed.

4. If unable to attend a scheduled meeting, I will provide adequate notice to one of the following: secretary,

president or committee chair.

5. I will commit to serving on and enhancing committees as assigned by chapter officers.

6. I will commit to conducting myself in a professional manner at chapter events and in interactions among

all chapter board directors, chapter members, and volunteers.

7. I commit to strengthening the membership of ACHE by promoting it to nonmember colleagues and will

commit to encouraging ACHE members to volunteer for committees.

8. I commit to conducting myself in an ethical manner and will not use, for my own gain or for the gain of

others, confidential information shared during my term of service. Additionally, I will not disclose this

information to those outside the chapter, unless it is required to do so on behalf of the chapter.

9. I will share concerns relating to the chapter, board, members, and volunteers in a prompt, proactive, and

professional manner.

10. During the course of my term, if I find that I am no longer able to be a responsible and positive

contributor to the chapter board, I will take it upon myself to discuss alternatives with the officers. A

voluntary resignation to allow another person who can be more fully involved to serve in my place may

follow this discussion.

Name: (Please print) Signed:

Date: / /

Please return signed affirmation to the chapter board secretary.

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Sample

CONFLICT OF INTEREST AND

DISCLOSURE OF CERTAIN INTERESTS

DATE:

TO: Members of the Board

FROM:

SUBJECT: POLICY ON CONFLICT OF INTEREST AND

DISCLOSURE OF CERTAIN INTERESTS

As listed in the chapter bylaws policy setting forth certain standards of conduct expected of those involved with the [Name of Chapter]. It requires all Officers, Governors and key staff to disclose all interests that could result in a conflict with the interests of the [Name of Chapter]. A copy of the policy is attached.

Pursuant to the policy, please complete and return the enclosed questionnaire to (Chapter President),

within four weeks. Please be assured that the sole purpose of the disclosure requirements is to provide

us with a systematic and on-going method of disclosing and ethically resolving potential conflicts of

interest.

Thank you for your cooperation

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RETURN TO: Chapter President

QUESTIONNAIRE & STATEMENT

POLICY ON CONFLICT OF INTEREST Pursuant to the purposes and intent of the policies adopted by the Board of Governors and the [Name of Chapter] requiring disclosure of certain interests, a copy of which has been furnished to me, I hereby state that I or members of my immediate family have the following affiliations or interests and have taken part in the following transactions that, which considered in conjunction with my position with or in relation to the (Name of Chapter), might possibly constitute a conflict of interest. (Check “None” where applicable.)

1. Outside Interests:

a. Identify any interests or investments, of yourself or your immediate family, that might be

deemed a position or financial interest in any outside concern from which you believe the

[Name of Chapter] secures goods or services (including the services of buying or selling stocks,

bonds, or other securities), or that provides services competitive with the [Name of Chapter].

( ) None

b. Identify any purchases or sales of property or property rights, interests, or services, by yourself

or your immediate family that might be deemed to have been made in competition with the

[Name of Chapter].

( ) None

2. Outside Activities:

Identify any instances in which you or any members of your immediate family have rendered

directive, managerial or consultative services to any outside concern that does business with, or

competes with the services of the [Name of Chapter], or have rendered other services in

competition with the [Name of Chapter].

( ) None

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Page Two

3. Gifts, Gratuities and Entertainment:

I hereby certify that neither I nor any member of my immediate family have accepted gifts,

gratuities, or entertainment from any outside concern that does, or is seeking to do business

with or is a competitor of, the [Name of Chapter], except as listed below:

( ) None

4. Inside Information:

I hereby certify that neither I nor any member of my immediate family have disclosed or used

information relating to the (Name of Chapter) business for the personal profit or advantage of

myself or my immediate family, or disclose any information to any outside concern that does,

or is seeking to do business with the (Name of Chapter), that could be used to their advantage

when soliciting or doing business with the (Name of Chapter) except as listed below:

( ) None

5. Other:

List any other activities in which you or your immediate family are engaged that might be

regarded as constituting a conflict of interest.

( ) None

By signing below, I hereby declare: That I have received a copy of the Conflict of Interest Policy. That I have read and understand the Policy. That I agree to comply with the Policy. That I understand that in order for [Name of Chapter] to maintain its federal tax exemptions it must engage primarily in activities which accomplish one or more of its tax exempt purposes. That I agree to immediately report to the president of (Name of Chapter) any further transactions that might develop before completion of my next questionnaire. That I have truthfully answered all questions in this document.

(NAME)

/ /

(DATE) (POSITION)

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GENERAL CHAPTER BOARD PERFORMANCE ASSESSMENT

1. Please discuss one or two events or programs from the past year that you feel were chapter

successes.

2. Please list several crucial issues facing the chapter now and give ideas on how we might

proceed in the next year to solve them?

3. Other comments or suggestions?

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AAPPPPLLIICCAATTIIOONN FFOORR AACCHHEE CCHHAAPPTTEERR BBOOAARRDD OOFF DDIIRREECCTTOORRSS Please attach resume.

Name:

Title:

Company/Organization:

Work Address:

City/Zip:

Day Phone: Evening Phone:

Why would you like to serve on the chapter board?

Please describe your prior board or volunteer experience:

What do you feel you can offer to this board that will enhance it during your term of service?

Indicate areas in which you are interested in working:

Education Programs Obtaining Sponsorship

Special Events Communications/Public Relations

Membership Other:

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CCHHAAPPTTEERR SSEELLFF AASSSSEESSSSMMEENNTT FFOORR BBOOAARRDD OOFFFFIICCEERRSS The following self-assessment instrument has been created to help individuals and chapters examine

their achievement and commitment and plan for development. This self-assessment provides an

excellent basis for developing the Annual Report, Strategic Plan and Operational Budget.

Chapter Name:

Submitted by:

For each of the statements below, select the appropriate response:

CHAPTER INFRASTRUCTURE

1. The chapter keeps its bylaws current and adds to them as needed.

___ Strongly Agree ___ Agree ___ Disagree ___ Strongly Disagree

2. All chapter board positions are filled in a timely manner when vacated and are currently fully

staffed.


3. The full chapter board met at least two times this year. Meetings were planned and scheduled in

advance for the purpose of completing chapter business.


LEADERSHIP

1. The chapter board is aware of the chapter’s status in critical areas.


2. The chapter board uses its regular meetings in an effective manner.


3. Conflict among the board is dealt with in a straightforward and assertive manner.


4. The chapter board usually reaches decision by consensus after some debate.


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STRATEGIC PLANNING

5. The chapter created a brainstorming session for strategic planning as part of a conference or

meeting to begin planning for the chapter’s future.


6. The chapter included strategic thinking and conversation as part of every chapter board meeting

when planning for the future.


7. The chapter effectively surveyed its members to gather data in order to help the chapter make

strategic decisions.


8. The chapter is forward thinking regarding the challenges facing the chapter and strives to be

proactive in their solutions.


BUDGETING

9. The chapter has effectively and responsibly allocated and accounted for all monies budgeted

throughout the year.


EDUCATION

10. The chapter education programs are in line with ACHE criteria, mission, and purpose.


11. The chapter plans and effectively executives an annual conference or annual workshops.


12. The chapter has regional groupings to provide networking opportunities.


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MEMBER COMMUNICATION

13. The chapter board seeks to enhance the members’ experience with the chapter.


14. The chapter board seeks members’ input on decisions.


15. Chapter members feel that they can share their needs with the board officers and that action

will be taken if possible.


16. The chapter communicates effectively with members via a newsletter or other tool to update

members on chapter news.


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GGUUIIDDEE TTOO CCOOMMMMIITTTTEEEESS

Committees play an important role in effective chapter operation. Committees plan and execute

programs and services for chapter members, establish and keep the focus of the chapter over time, and

bring together diverse member knowledge and experience. Because a chapter has a continuing need for

new leadership, committees also help to develop and bring emerging leaders to the forefront.

COMPOSITION OF COMMITTEES Usually appointed by the chapter president, committee members typically serve one-year terms.

Sometimes, committees are chaired by members of the chapter board or committee chairs are invited to

attend chapter board meetings. Often, committees have appointed vice chairs to ensure continuity in

committee leadership or to spread out the workload.

TYPES OF COMMITTEES Chapters may want to form a variety of committees for different purposes. Some will be committees

that are called for in the bylaws and are always a part of the chapter structure whereas others are put

into action for a specific short-term purpose or task.

Standing or Statutory

Statutory committees are mandated and further defined in the chapter bylaws. Standing

committees are a relatively permanent part of the chapter and as such are often responsible for

much of the work that gets done in the chapter. They may or not be designed and charged in the

chapter bylaws. Both are usually expected to make regular reports and recommend future

actions to the chapter board. The Nominating Committee, Executive Committee, and

Finance/Audit Committee are typically statutory committees. In many instances, chapters may

also have local program councils, education committees, etc., as standing or statutory

committees.

Ad Hoc/Task Force

An Ad Hoc/Task Force committee is formed to meet time-specific needs that reach beyond the

scope of a single chapter committees. They often conduct research or develop plans about a

specific issue facing the chapter. Composed of directors, non-board members, and experts on

the issue being researched, these committees exist only until their research is completed and

their recommendation is submitted. An example would be the Strategic Planning Committee.

This committee would do extensive surveys and research to analyze the current needs of a

chapter and submit recommendations of key initiatives to include in the chapter strategic plan.

SUGGESTED CHAPTER COMMITTEES Following are examples of suggested committees and a brief sample description of their duties.

Executive Committee

To act on behalf of board, between board meetings, as the need arises. (Note: This

includes chapter officers and might have a number of “at-large” directors as part of the

committee.) Typical Tasks:

Creates agenda for board meetings

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Creates and reviews strategic plan for chapter prior to submission to entire board for their

approval

Handles crises as need arises

Make recommendations to the board on all matters pertaining to the welfare and future of

the chapter

Communications Committee

To appropriately develop and implement timely communications plans that effectively

inform chapter members and the local healthcare community about upcoming chapter

events. It is responsible for publishing a quarterly newsletter and maintaining a current website.

Typical Tasks:

Develops annual communications public relations calendar and budget

Maintains chapter website

Publicizes upcoming chapter events to members

Researches most effective tools to communicate to chapter members

Publicizes chapter involvement in local community via chapter newsletters or local

newspaper when appropriate

Finance Committee

To provide direction, review, and control over the chapters’ financial status. (Note: This

committee could be a statutory committee and its functions defined in the bylaws.)

Typical Tasks:

Supervises chapter’s finances

Prepares annual budget with help of treasurer

Submits proposed budget to board for approval each year

Prepares and submits quarterly financial reports to board

Reviews and approves special budgets as need arises

Reviews periodic financial statements

Membership/Advancement Committee

To actively seek and advance ACHE members. Typical Task:

Creates annual membership plan to recruit new ACHE members and advance ACHE

Members to Fellow status.

Nominating/Leadership Development Committee

To strategically place and develop future leadership of chapter (Note: This committee should

be a statutory committee and its functions defined in the bylaws.) Typical Tasks: In accordance with chapter bylaws, prepares and submits nominations for officers and

members of the board for elections that year and subsequent years

Continues to develop future leadership via chapter leadership training and committee

selection

Reviews and updates job descriptions to best fit current needs of chapter

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Promotes diversity within the chapter by grooming leaders who are representative of

chapter members

Education/Program Planning Committee

To actively plan and implement annual programs for educational and professional

development and networking opportunities to chapter members and the local

healthcare community.

Typical Tasks:

Assesses educational needs in chapter’s geographic area

Regularly schedules educational seminars, workshops, panels, networking opportunities,

and advancement sessions

Collaborates with other organizations to present local programs

Continually reviews and updates program offerings

Works with the Finance Committee to review potential revenue-producing programs as a

source of income for the chapter.

Performs planning, promotion, registration, and implementation of all conferences,

programs, networking events, etc.

Further suggestions and details regarding education programs are available in ACHE’s

education manual. Please contact your regional director to request this manual.

Annual Chapter Board Retreat Committee

Some chapters conduct annual board retreat meetings of the board members, committee

chairs and vice chairs to familiarize them with chapter operations at the committee level

and to plan activities.

Committee members should be selected from a pool of eligible interested members from

the chapter.

Committee chair is responsible for communicating the committee goal/purpose for

upcoming year as outlined in the bylaws or determined by the strategic plan.

Chapter committees will meet throughout the year based on the duties/programs they

provide to the chapter. They could meet via:

- Conference call

- Before or after chapter meetings

COMMITTEE CHAIRS/VICE CHAIRS ORIENTATION It may be a good idea to include the following points when conducting an orientation of your

committee chairs. This brief overview will help provide a history of ACHE, the chapter and the

committee and give them general knowledge of the direction of the chapter and committee.

1) Review mission, bylaws, strategic direction, and policies of the chapter and ACHE.

2) Review committee scope and function and expectations, in relation to chapter.

3) Fully explain expectations of committee chairs and members.

4) Review and establish the bounds of the committee activity and authority.

5) Provide list of all chapter committees, their objectives and members.

6) Provide list of chapter board.

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7) Review the current year’s committee programs, providing complete background material for all

activities.

8) Provide minutes from previous committee meeting.

9) Have committee chairs review upcoming committee projects and programs.

10) Encourage chairs to meet with committee members to assign specific tasks so that events are

carried through as the committee transitions.

11) Identify all chapter and ACHE staff available for assistance with the committee’s projects.

12) If applicable, the budgets of the committees and the chapter should be reviewed.

Role of the Chairperson

Committee chairs should make assignments, delegate responsibilities among committee

members, create sub-committees, and determine future committee meeting schedule.

Committee chair should appoint a vice-chair to serve for the current year and then succeed

when term of the current chair is completed.

Committee chairs are responsible for annually reporting the committee’s activities to the board.

Role of the Vice Chairperson

Fill in for committee chair should position become vacant

Work on special projects as delegated by committee chair.

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GGUUIIDDEE TTOO CCOOMMMMIITTTTEEEESS TTOOOOLLKKIITT

TYPICAL AGENDA FOR A COMMITTEE CHAIR ORIENTATION

[Chapter Name]

Committee Chair Orientation

[Day, Month, Day, Year]

[Time]

[Location]

Present:

Absent:

I. Welcome and Introductions

II. Chapter Update

III. Review Chapter Mission and Bylaws

IV. Review Formation and Purpose of Committees

V. Past Committee Chair Reporting

VI. Determine Future Chapter Committee Direction

VII. Other Business

VIII. Adjournment

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TYPICAL AGENDA FOR A COMMITTEE PLANNING MEETING

[Chapter Name]

Committee Planning Meeting

[Day, Month, Day, Year]

[Time]

[Location]

Present:

Absent:

I. Welcome and Introductions

II. Committee Update

III. Review Goals and Activities of Committee

IV. Review Formation and Purpose of Committees

V. Committee Reporting

VI. Other Business

VII. Adjournment

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Sample COMMITTEE REPORT FORM

Name of Committee:

Committee Chair:

Date of Meeting: / / Meeting Location:

Committee Members in Attendance:

Committee Matter(s) Discussed:

1.

2.

3.

Action(s) To Be Taken and Committee Members Responsible:

4.

5.

6.

Next Committee Meeting:

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SSTTRRAATTEEGGIICC AANNDD AANNNNUUAALL PPLLAANNNNIINNGG

A primary responsibility of a chapter board is to ensure the future success of the chapter. A chapter

should have defined its organizational purpose, goals, and direction so that all involved in chapter

governance will move forward together. To effectively lead a chapter into the future, the board should

develop a detailed strategic plan that spans 3-5 years. A multi-year strategic plan helps the chapter stay

focused and provides a foundation that can be amended as the chapter’s needs change.

THE STRATEGIC PLAN All chapters should develop a multi-year strategic plan as required by ACHE. This plan will help guide

the chapter’s development and growth. Because chapter leadership changes each year, a common

thread or direction that leaders continue to refer to can help ensure chapter success. This plan can serve

as the basis for annual planning but also provides chapter governance a shared direction from which to

begin—and to formulate a direction in which to continue.

When developing a plan for your chapter, you should assess your chapter’s position in its geographic

area or market. For example, ask yourself the following questions:

Who are the chapter’s customers?

Do local healthcare executives feel a need for education and networking programs?

What services, needs and expectations?

How well do we meet potential customers’ needs and expectations?

The answers to these questions should be determined and then followed up with statements or

projections of the chapter’s status at the end of the time period covered by the strategic plan.

Generally, strategic plans cover a three- to five-year period. Once the strategic plan is formulated, it

should be submitted to the chapter board for approval. If accepted, the strategic plan should be

publicized to the chapter’s members and all those involved in chapter governance. Keep in mind that a

strategic plan, like a budget, is a guideline that the chapter should strive toward achieving. It should

remain flexible and allow for modification as needed. For more information and help during the initial

planning phase, please refer to the “Strategic and Annual Planning Toolkit” contained in this manual.

Samples plan formats and activities are provided in this toolkit, as well.

A CHAPTER STRATEGIC PLAN SHOULD INCLUDE THE FOLLOWING: 1. Chapter Vision or Mission Statement. Determine whether this mission and vision still pertains

to the future of the chapter.

2. Current goals, objectives and strategies.

3. Assessment of the current status and capabilities of chapter. Identify and list internal strengths

and weaknesses, external opportunities and threats, achievements of past year.

4. Evaluation of resources. Examine the chapter’s infrastructure, finances and other resources

needed to accomplish the chapter’s goals.

5. Action plan. Define action plans and implement them.

6. Measurement standards. Determine how the success of each year’s activities will be measured

at the end of year.

A CHAPTER STRATEGIC PLAN SHOULD FOCUS ON:

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1. Growth. Increased membership, increased volunteering, increased advancement

2. Financial stability. Chapter financial reserves, improved margins from operations

3. Value/service. New improved services; volume of service (increased program attendance,

participation rates, increased advancement), member satisfaction

THE ANNUAL PLAN Once a chapter has developed and approved its strategic plan, we strongly recommend developing an

“annual plan.” The annual plan is less involved than the strategic plan, allowing the chapter to focus on

the issues it may face in the upcoming year. An annual plan should be composed of measurable

objectives: the action steps attached to each objective should be defined to ensure success in achieving

the objective. List the chapter committees and individuals responsible for implementing the action

steps and the dates by which the action steps should be accomplished. As with the strategic plan, the

chapter board should review and approve all goals in the annual plan. Typically, planning and

budgeting occur once in the planning year, shortly before the new fiscal year begins. Keep in mind,

too, that the annual plan and annual budget should be companion documents. Please refer to the

“Chapter Management Toolkit” for examples of annual chapter goals.

AN ANNUAL PLAN SHOULD INCLUDE: 1. Goals, objectives and action steps for each area in which the chapter is active, perhaps

organized by committee

2. Annual budget of each committee

3. Further explanation of details not covered by plan worksheets or the budget

Planning Tips:

Annually review and revise the chapter’s multi-year plan. A major revision should be made

periodically

Use the multi-year plan to drive the annual plan

Consider making the planning process the president-elect’s responsibility

Use a task force to develop your first plan; subsequent plans can be developed by a committee

Establish an annual review and update process

Summarize the plan and communicate it to all chapter members

Consider a periodic survey of members’ needs and satisfaction to improve the plan

Use ACHE’s Futurescan report to better understand the general healthcare environment

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SSTTRRAATTEEGGIICC AANNDD AANNNNUUAALL PPLLAANNNNIINNGG TTOOOOLLKKIITT

STRATEGIC PLANNING MODEL Use the following as a model for your strategic planning. This model includes ideas for discussion and

development.

PROCESS OVERVIEW 1) Review chapter’s vision and mission. 2) Assess current status and capabilities. 3) Review current goals, objectives and strategies. 4) Evaluate resources. 5) Implement action plans. 6) Define measurement standards.

HELPFUL HINTS

A strategic plan will always be a “Work in Progress.” It guides the chapter as it establishes its

priorities and will help the chapter achieve its goals and objectives. It should continually be refined

to best meet members’ needs.

Keep planning simple.

Give careful consideration to how a new strategy will be implemented to ensure success.

Be sure to involve as much of the chapter leadership as possible when developing the strategic

plan.

PLANNING MODEL Be sure to develop an agenda and provide the necessary tools to those involved in developing the plan.

The following steps and tools may be helpful.

STEP 1:

ALL ABOARD!

Consider the following items for discussion so that planning committee members stay on the

same track:

VALUES

of individuals

of members

of the organization’s philosophy

VISION

Rather than looking at the current vision, discuss how the team wants to define the future vision

of the chapter. For example, consider what you want your chapter to:

Look Like - Act Like - Be Known For - Achieve

31

MISSION

Review your vision and determine what resources are necessary to successfully complete

the vision.

STEP 2:

STRATEGIC ANALYSIS (Refer to “Key Initiative Planning Worksheet” on next

page)

Discuss strengths, weaknesses, opportunities, and threats.

Perform capability analysis.

– Current status in community

– Recurring issues

– Important items

Perform environmental analysis.

– Analyze community culture

– Determine if current chapter structures and systems are still

performing adequately

– Decide which skills need to be developed among your membership

STEP 3:

GOAL AND INITIATIVES (Refer to “Key Initiative Planning Worksheet” on

next page)

Match strengths to opportunities and weaknesses to threats facing the chapter.

Prioritize and discuss top issues facing your chapter and make them key

initiatives of current strategic plan.

Discuss specific outcomes/objectives for key initiatives.

– A sentence structure to follow when formulating action plans would

be:

To + action verb + measurable output + time frame

For example, one of ACHE’s strategic initiatives is:

Over the next three years, expand the number of members in a

broad range of healthcare settings and organizations, with

special emphasis on “early careerists” and mid-level executives.

Draft an action plan for each key initiative.

STEP 4:

TEAM EXECUTION AND REPORTING

Communicate new strategic plan to committee chairs and members, and give

them the tools to be successful.

Make action reporting part of the expectations for the committee chairs.

(Refer to “Key Initiative Planning Worksheet” on next page)

Assign a strategic planning committee member to conduct follow-up

throughout the year.

32

KEY INITIATIVE PLANNING WORKSHEET

Key Initiative #1:

Action Steps Committee or Board Officer

Assigned to

Completion Date

Results

Key Initiative #2:


Assigned to

Completion Date

Results

Key Initiative #3:

33


Assigned to

Completion Date

Results

ORGANIZE THE PLANNING EFFORT The following worksheet may be useful as you organize strategic planning efforts. You

may want to ask board members to complete this worksheet to so that all agree on what

strategic planning means and involves.

34

Sample PLANNING PROCESS WORKSHEET

QUESTION #1: You are developing a plan for:

Your total organization

Only part of your organization

Total organization and each major program or division

Other_______________________________________________

QUESTION #2: For what time period are you planning?

Next 2 years

Next 3 years

Next 4 years

Next 5 years

QUESTION #3: What critical issues do you hope the planning will address?

QUESTION #4: Time devoted to planning: which approach do you prefer?

Limited time approach: under 8 hours of planning meetings

A compact approach: 10 to 20 hours of planning meetings

A more extended approach: 24 to 40 hours of planning meetings

Concentrated approach: More than 40 hours

QUESTION #5: Will you use a planning team?

__ Yes

__ No

__ Unsure

35

If so, who will be on the planning team?

__ Board directors

__ Other volunteers

__ Others: ___________________________________

What size of planning team might work best? (5 to 12 members are common.)

_____________

QUESTION #6: Are there other people you want to involve in the development of

the plan? In the review of the plan? If so, list them:

QUESTION #7: Who within your organization will manage the overall planning

effort?

QUESTION #8: Who will lead or chair the actual planning meetings?

QUESTION #9: By what date do you need/ hope to have the plan approved?

QUESTION #10: Outline the steps you will use in developing your plan. After

outlining the process, review it with the people involved, and then make any changes

needed.

36

SAMPLE ANNUAL CHAPTER GOALS ACHE suggests that, when needed, you create a goal with an action statement that

defines how the goal will be achieved. Following are some annual goals that can be used

or adapted for your chapter:

1. Increase attendance at programs by 10 percent. This will be accomplished by

offering new programs in various locations throughout the geographic area.

2. Survey chapter members on an annual basis and at every program about their

satisfaction with chapter services, newsletter and programs.

3. Publish chapter newsletter quarterly.

4. Adhere to operating budget during the current fiscal year.

5. Plan programs and events as determined by chapter criterion.

6. Increase membership by 10 percent during the current fiscal year through a

consistent marketing campaign.

7. Create a tracking process to monitor active member involvement shown by

attendance at program offerings.

8. Develop and offer a student scholarship opportunity during the current fiscal year.

9. Establish a formal sponsorship program during the current fiscal year.

10. Verify demographic information of members to be able to better accommodate

their needs.

11. Ensure that all ACHE reports are completed on time.

12. Continue to meet all ACHE criteria for fully chartered chapter status. 13. Manage a fiscally responsible chapter adhering to the annual budget.

37

Sample

BOARD OF DIRECTORS STRATEGIC PLANNING SURVEY

The following process can be used as a framework for discussing long-term planning

(Please complete the following):

1. The primary mission/purpose of the chapter is:

2. If, as the board of directors, you could accomplish only two objectives in the next 12

months, those objectives would be:

a.

b.

3. Considering all aspects of your chapter, including its structure and operation,

governing body, and current member services, what are the five greatest strengths of the

chapter?

a.

b.

c.

d.

e.

4. Considering all aspects of your chapter, including its structure and operation,

governing body, and current member services, what are the five greatest weaknesses of

the chapter?

38

a.

b.

c.

d.

e.

5. Based on your own understanding of the purpose of the chapter, what are the five most

important opportunities available during the next two years?

a.

b.

c.

d.

e.

39

CHAPTER GOVERNANCE SELF ASSESSMENT

Direction Setting

1. The board of directors works to be broadly and appropriately representative of the

chapter’s stakeholders. (e.g.: Age, Ethnicity, Gender, Geographic, Position)

Never Sometimes Always

Comments: ________________________________________________________

__________________________________________________________________

2. The board of directors understands the stakeholders’ desires and needs.


Comments: ________________________________________________________

__________________________________________________________________

3. The board of directors approves a multi-year plan for the chapter.


Comments: ________________________________________________________

__________________________________________________________________

4. The chapter’s multi-year plan is reviewed and updated each year.


Comments: ________________________________________________________

__________________________________________________________________

Resource Development and Allocation

5. The board of directors develops and approves an annual budget for operations.


Comments: ________________________________________________________

__________________________________________________________________

6. The board of directors explicitly allocates resources for each major

function/committee of the chapter, as appropriate.


Comments: ________________________________________________________

__________________________________________________________________

7. The board receives and reviews financial reports at each board meeting.


Comments: ________________________________________________________

__________________________________________________________________

8. The board of directors regularly discusses and develops plans to generate

additional financial resources for the chapter.


Comments: ________________________________________________________

__________________________________________________________________

40

Structural Alignment

9. The board of directors approves appointees to the chapter committees to ensure

they are representative of relevant stakeholders.


Comments: ________________________________________________________

__________________________________________________________________

10. The board of directors develops, approves and communicates a clear charge to

each committee that specifies its responsibilities and authority.


Comments: ________________________________________________________

__________________________________________________________________

11. Committee activities and performance are regularly reviewed by the board of

directors at its meetings.


Comments: ________________________________________________________

__________________________________________________________________

12. Committee chairpersons are either on the board of directors or regularly attend

board meetings.


Comments: ________________________________________________________

__________________________________________________________________

Leadership Development

13. An orientation is conducted each year for new members of the board of directors.


Comments: ________________________________________________________

__________________________________________________________________

14. An orientation/planning session is conducted each year for committee

chairpersons and new committee members.


Comments: ________________________________________________________

__________________________________________________________________

15. The nominating committee is charged with the responsibility for finding and

recruiting new directors and officers based on the needs of the chapter.


Comments: ________________________________________________________

__________________________________________________________________

41

16. The chapter has a clear line of succession for the top leadership of the chapter,

including committee chairpersons, directors and officers.


Comments: ________________________________________________________

__________________________________________________________________

Board Functioning

17. An agenda with supporting material is prepared and provided to the board of

directors prior to each meeting.


Comments: ________________________________________________________

__________________________________________________________________

18. Reports from committees and reports on key chapter activities are regularly

reviewed and discussed by the board of directors.


Comments: ________________________________________________________

__________________________________________________________________

19. Board discussions are collegial, wide-ranging, participative and satisfying to the

directors.


Comments: ________________________________________________________

__________________________________________________________________

20. Board decisions are generally reached by consensus based on full discussions of

the issues involved.


Comments: ________________________________________________________

__________________________________________________________________

Documents

Chapter Governance, Committees and Strategic … responsibilities. ... Chapter Multi-year Strategic Plan and Annual ... Serve in an advisory capacity on other committees and perform