ASCD affiliates are governed by strong strategic plans that emerge from a shared vision. Leaders communicate the affiliate's vision and follow through with action and evaluative reflection. Affiliates enhance their effectiveness through organized, well-functioning, and flexible structures, and astute business and fiscal processes. They ensure their future through leadership development processes and understand the reciprocal nature of the relationship with the ASCD community. Read more in the Affiliate Developmental
Continuum (
51KB).
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Quick Links
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 Affiliate Developmental Continuum ( 51KB)
Affiliate Leader's Checklist
ASCD Constituent Group Policies ( 95KB)
Constituent Services Directors
Web Sites of Interest
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Affiliate Resources
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To access these resources, please e-mail Constituent Services.
Affiliate Handbook, Ohio ASCD
Annual Report
Annual Report 2005–06, New Jersey ASCD
Annual Report 2006–07, New Jersey ASCD
Board Development
Affiliate Position Chart, Ohio ASCD
Board Meeting Schedule, New Jersey ASCD
Board Mentor-Mentee Procedures, Ohio ASCD
Board Self-Evaluation, Ohio ASCD
President's Council Functions, Massachusetts ASCD
Standing Committees, New Jersey ASCD
Constitution and Bylaws
Constitution and Bylaws, Massachusetts ASCD
Constitution and Bylaws, Michigan ASCD
Constitution and Bylaws, New Jersey ASCD
Constitution and Bylaws, North Carolina ASCD
Executive Director Tools
Executive Director Job Description, Illinois ASCD
Executive Director Job Description, New Jersey ASCD
Executive Director Job Description and Performance Assessment, Massachusetts ASCD
Samples of Executive Director Job Descriptions, ASCD
Executive Director Evaluation, Illinois ASCD
Executive Director Succession Plan, Ohio ASCD
Forms
Voucher Form, New Jersey ASCD
Travel Expense Voucher, New Jersey ASCD
Mission and Vision Development
Norms and Values, Ohio ASCD
Mission and Vision Statements, New Jersey ASCD
Policies and Protocols
Partnership Policy, Massachusetts ASCD
Policies: Awards Committee, New Jersey ASCD
Policy: Endorsing and Co-sponsoring events, New Jersey ASCD
Policy: Expenses and Compensation Reimbursement, New Jersey ASCD
Strategic Planning
Strategic Plan, Ohio ASCD
Strategic Plan, New Jersey ASCD
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What Do You Know About Your Affiliate's Leadership and Governance?
Budgeting Basics
Considering Financial and Legal Issues
Establishing a Board of Directors
Board Profiles
Recruiting and Nominating Board Members
Holding Effective Board Meetings
Executive Director Job Description and Requirements
ASCD Leadership and Governance Resources
What Do You Know About Your Affiliate's Leadership and Governance?
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How many of your affiliate members participate in the process of electing leaders?
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How would you increase the number of voters?
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What is the level of engagement of your members in the governance process?
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If you serve as your affiliate's executive director, what is your role? How does it relate to ASCD as a whole?
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Budgeting Basics
Wise budgeting helps affiliates do the most with their funds. The variation among the size of affiliate budgets is often related to the size of the membership. Membership is often related to benefits and services that members perceive as being worth their membership dues.
The budget is a plan for how the organization expects to receive revenue and spend it. In general, when making a budget, it's best to underestimate revenue and overestimate expenditures. This generally ensures fewer surprises during the budget year. Sound financial policy suggests that your affiliate reserve 40 percent of its income annually to establish a cushion against unexpected expenditures. Maintain the funds in a savings or money market account to earn interest.
In general, your affiliate can expect to receive income from
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Membership dues
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Programs and services
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Conferences
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Products
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Interest
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Advertising
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Donations
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Grants
Common expenditures fall under such categories as
These categories are divided into various functions:
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Fees and stipends
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Travel
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Printing
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Postage
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Awards
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Supplies
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Miscellaneous operating
Small affiliates with minimal expenditures and relatively low income can probably keep track of everything in a checkbook format. The larger your organization, the greater the need for bookkeeping skills on the part of the treasurer. Consider outsourcing this service. Larger professional organizations in some states will agree to handle the funds and books of an affiliate, sometimes for a low fee or at no cost.
A number of software programs are available to help you track everything electronically. The most popular is QuickBooks. It has a small learning curve for first-time users, but can be picked up fairly quickly. Special programs designed for nonprofits and simplified programs are also available. The biggest advantage to such a program is that you can easily set up reports to distribute to the board to provide an overview of every aspect of the budget.
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Considering Financial and Legal Issues
There are many laws and regulations relating to the financial operations of affiliates. Although almost all are organized as 501(c)3 organizations, there are several legal and financial issues to consider.
Tax Issues
Most U.S.-based affiliates are required to file an annual report with Internal Revenue Service (IRS), although those who have an annual income of less than $25,000 are not required to file. The treasurer or individual who handles the affiliate's finances should be aware of this responsibility. Neglecting to file with the IRS can become very costly for a nonprofit, nontaxpaying organization.
Because many affiliates operate on a fiscal year of July to June, their tax returns are due in November. You should, however, file as early as possible once the fiscal year is closed and all accounts have been entered. In addition to filing with the IRS, some U.S. states require a copy be filed locally or have independent taxation departments with filing requirements.
U.S. affiliates may need to file nonprofit incorporation papers with their state. Each state has different policies and different methods for handling the tax-free status of organizations. Information can usually be found online at the state's Web site. The affiliate may need to apply for and annually renew a special fee with the state for nonprofit status. When tax-free services are required from a printer, caterer, hotel, and so on, the affiliate may need to provide a completed tax-free eligibility form from the state.
When paying anyone over $500 a year, the affiliate is obligated to file a form 440 with IRS and provide a copy to the person to whom the money was paid. Although some school districts will require a copy of your W-9 when you take payments from them for a conference or event, be sure that you get a W-9 from anyone who provides a service for the affiliate.
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Establishing a Board of Directors
Theoretically, and by most constitutional language, decisions are actually made by the members of the affiliate. Because most affiliates have only one annual meeting and many members of the affiliate do not attend the annual conference, the board of directors is usually named by the constitution to be in charge of the affairs of the affiliate between those meetings. Further, an executive committee is usually established to make decisions and execute policy between meetings of the board. This ensures that the affiliate can act on any matter that might arise between official meetings of the membership and the board.
The board, acting for the membership, is charged with the business of the affiliate, such as:
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Setting the annual dues.
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Developing and passing the annual budget.
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Approving minutes of all meetings.
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Recommending changes in the constitution and by-laws.
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Approving all expenditures.
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Hiring an executive director
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Establishing duties of the officers.
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Establishing requirements for and approving new board members.
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Removing board members and officers for cause
The board also establishes policy under which it describes in greater detail its duties and obligations.
Organizing Documents
The constitution is the member-approved document that describes the affiliate as a legal entity and how it shall operate. It lists the official name of the organization; its affiliation with ASCD; its purpose, membership, administration, and meetings; how to amend the constitution; and how to create bylaws. To be an ASCD affiliate, the constitution must be in accordance with the ASCD's constitutional language.
The bylaws carry out the policies of the constitution by identifying how membership dues are established, the terms of membership, definition of a quorum for board meetings, duties of officers, establishment of committees, expenditure rules, responsibilities of an executive director if one is employed, the rules for conducting business at meetings, and, in most cases, a statement regarding compliance with federal tax statutes.
The policy guide is determined by the board and describes how the board will operate. The policy guide must be consistent with the constitution and bylaws. It goes into more detail and can be changed by a vote of the board. It details procedures in which new board members may be seated on the board and what is expected of the board members and officers.
In many cases, one of these documents describes which officers are expected to attend ASCD's Annual Conference, regional meetings, and any other meetings organized and conducted by the Association, and, in some cases, how those officers are to be financially reimbursed. It may also specify in greater detail how officers will be selected as well as describe a committee structure and define the kinds of events the affiliate will conduct, such as an annual conference.
Maintaining a Relationship with ASCD
The board of directors is also responsible for maintaining a relationship with ASCD. This includes determining who will represent the affiliate on the ASCD Leadership Council.
All affiliates are guaranteed two representatives to the Leadership Council. Each affiliate with more than 5,000 ASCD members in its geographic area is entitled to one or more additional representatives. Most affiliates identify those in the presidential succession as Leadership Council representatives, while others hold elections of the general membership. All representatives to the Leadership Council serve staggered, three-year terms and are identified to ASCD as the official affiliate representative.
Typically, two Leadership Council meetings are held per year: one just before the ASCD Annual Conference in the spring and the other just before the annual Leadership for Effective Advocacy and Practice Institute in the fall. In both cases, the affiliate is responsible for the expenses of the person attending. Should the official representative be unable to attend any Leadership Council meeting, you may not send a substitute, or proxy, in his or her place. Anyone, however, may attend a Leadership Council meeting to observe, but may not vote.
New presidents of affiliates are invited by ASCD to attend a one-day training session to review the obligations of the person in that office and to go over the many resources available to affiliates and how affiliates can work with the Association for a common cause.
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Board Profiles
Each affiliate has a different profile for its board composition. Some set a specific number of members for the board, while others determine board composition by geographic representation. In many cases, the size of the board is related to the size of the state, with larger states tending to have a larger number of board members and thus a greater representation of members. Larger affiliates are also often divided into regions, where board membership is determined by the number of members in each region.
The number of board members is often determined as a percentage of the membership. A scan of the current affiliate Web sites shows that 9 affiliates have fewer than 10 board members; 27 have between 10 and 20 board members; 7 have more than 20 board members; and 2 affiliates have more than 30 board members (10 affiliates do not report the number of board members on their Web sites or do not have a Web site).
Most boards have a policy in place to ensure that they represent the diversity of the affiliate's membership in many forms (e.g., gender, ethnicity, geography, job role). By doing so, the affiliate ensures that it has a voice from as many of its constituents as possible. Each year, the board submits an annual report to ASCD outlining the diversity of the board. The agenda of every board meeting prior to submission of this report should include an item to review and determine whether the board composition truly represents the diversity of the membership and, if not, how it can be improved.
The composition of the board can, in subtle ways, affect membership. Educators who view the board as being overly represented by one ethnic group or one area of the state or one job area might view the affiliate as an organization that does not meet their needs.
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Recruiting and Nominating Board Members
All affiliate constitutions provide the authority for bringing new board members into the organization's leadership. Bylaws begin to broaden the scope of that authority by giving more broad details. The policy then describes more specifically the duties and obligations of the board members. For example each document could look like this:
Constitution: The board of directors shall be composed of representatives from each geographical region of the state. All board members shall be members of both the affiliate and ASCD. The board of directors shall have charge of the affairs of the association in the intervals between meetings of the association.
Bylaws: Board members and officers present shall constitute a quorum of that body.
Policies: The governance of the affiliate is vested in the collective authority of the board of directors. Directors are appointed by sitting board members to represent members from the region in which they reside. Eligibility for appointment is membership in the affiliate and ASCD at least one year prior to appointment. Should a vacancy exist, a nominee meeting the membership requirements shall present a short resume to the board one meeting prior to selection. The board exercises its power to appoint the prospective board member. The duties of the directors are to attend the regular board meetings on a calendar agreed by the board. Directors' responsibilities include
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Participating in governance activities.
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Promoting participation and membership.
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Planning and promoting regional conferences and professional development events.
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Identifying members with leadership abilities to become active on committees and the board.
Interviewing Candidates
Ask prospective board members to submit a resume to the board one meeting before expected appointment. This gives the board a chance to exam the candidate's credentials and prepare questions for the candidate. All situations are different. If, for example, the candidate is an active member who has participated in a number of affiliate events and served on committees, consideration may be brief.
At the next meeting, invite the candidate in to answer questions during the first part of the meeting, then ask him to leave the room while the board discusses the appointment. In most cases, you can keep discussion brief and invite the candidate to return to be officially appointed to the board.
Ultimately, each affiliate goes through the process in its own way. You might follow a formal process where each step in the procedure is carefully regulated by the president and the board follows a specific protocol. Or you might keep the process more relaxed and, depending on circumstances, come to a decision with little formality.
Candidates for Affiliate Leadership Positions
Each affiliate has its own description of the requirements for presidential candidacy. The constitution, bylaws, or policies should outline how the candidates for president shall be selected. Most affiliates have a president, president-elect, and past president in the line of succession. Some affiliates appoint another fourth officer, such as a vice president, who is able to step in should any of the officers be unable to serve out their term. Elections are held to fill the president-elect or vice president position. In many cases, it falls to the past president and a small committee of the executive group to draft a description and expectations for each role.
Candidates for office are usually selected from current or recently serving board members. This ensures a greater degree of knowledge about the goals of the organization and familiarity with many of the issues being deliberated. In some cases, one who has served as a president at least two-years prior may be eligible to serve again. The selection committee should know all the members who are eligible for the office and determine those who are the top choices to run. Once the committee chooses candidates, the chair of the committee contacts each individual to ensure interest and willingness to serve.
Affiliates have different perspectives on how many individuals to run for an office, particularly president. The ballot describes the background of each candidate, presenting a statement of vision for the affiliate.
Some affiliates and organizations have only one candidate for an office. Although members may write in a candidate, the one person nominated is unofficially elected president upon nomination. In smaller affiliates, this may be the only way to elect a president because the pool of qualified candidates is smaller.
Terms of Office
Terms of office vary among the affiliates according to the needs and structure of each. The typical term for each office is one year. Some affiliates have extended the term of office to two years, a number have three-year terms, and one has a term of four years. One difficulty with affiliate presidential terms is reconciling a one- or two-year term with the required three-year ASCD Leadership Council term. Each affiliate has addressed in a way that best suits its situation.
Most affiliates have a three-year term of office for board members. In some cases these terms are renewable for an additional three-year term if requested by the board member and approved by the board. Each affiliate has addressed this issue with respect to their local needs.
Diversity
The notion of diversity must apply not only to board members but to the president as well. If the affiliate has been judicious in selecting board members that reflect the diversity of the membership in gender, ethnicity, geography, job position, and so on, it will be easier to maintain diversity in selecting presidential candidates.
People still have biases, either consciously or unconsciously. If an affiliate and its board tend to be dominated or more heavily represented by one gender, for example, and the membership is dominated by that gender, it is likely that voters will tend to vote for that gender. Or in an affiliate with a predominance of district-level supervisors, a fellow supervisor will likely be favored if the opposing candidate is in another job.
If two candidates are running for office, they should be equal in most aspects of diversity. This overrides any real or accidental bias by voters so that they are more readily disposed to vote on the basis of the candidates' perceived abilities to lead.
Elections
As online communication becomes more dominant, it makes sense to give members an option to vote more easily. For several years, ASCD has conducted annual elections via electronic voting using a special system from an outside vendor that handles the electronic material as well as paper ballots.
The usual return of paper ballots is rarely higher than 10 percent of the membership and is frequently much lower, especially when only one candidate is running for election. In some cases, the ease of electronic voting has increased the turnout, but only slightly.
In either event, an affiliate must still offer a non-electronic voting option for those who do not have a computer or access to e-mail. This means mailing paper ballots to all members and giving them the option to vote online or return the paper ballot. Few affiliates have the funds to provide postage-paid envelopes, so the voter must pay postage to return the ballot. Again, if there is only one candidate on the ballot, many do not see the value in returning the ballot.
One way to improve ballot returns is to include a brief survey on the ballot document asking members about issues that are important to them, giving them more incentive to return the form.
A few affiliates have access to and can afford software that will enable members to return a ballot electronically. Some have experimented with the return of a standard e-mail. However, the return address of the voter is displayed, eliminating any confidentiality.
Strategic Plan
For many years, ASCD has based its operations on a strategic plan. The strategic plan lays out a path for the organization; it is visionary, conceptual, and directional. A business plan, meanwhile, is generally based on the strategic plan but goes into more specifics. Review and revise your strategic plans annually. The previous plan is rarely discarded but is modified according to the goals attained and needs still unfulfilled.
All strategic plans have some things in common:
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A mission statement that describes—usually in one sentence—what the organization is all about.
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A set of belief statements that describe the principles of the organization and what it sees as imperatives. These are often described as the "core values" of the organization.
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A vision that describes the affiliate's future of 3–5 years.
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Goals or objectives that express what the affiliate expects to achieve in the short-term.
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Strategies that are specific actions the affiliate plans to take toward realizing its goals or objectives.
To keep track of and develop specific activities to carry out the plan, you should
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Create a time line that describes a completion date for a strategy or objective. Some of these, like the annual conference, are described as "ongoing." Some are tied to a specific date or general time of year, such as the conference and professional development institutes. Some, however, do not include such ongoing activities because they are part of the affiliate's routine.
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Identify the person responsible for managing the project and being aware of who is doing what.
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Assemble a budget that projects the amount of money necessary to carry out each activity. If an item is included in the strategic plan, it should also be listed in the annual budget. If revenue is expected from the budget item, it should be shown as well.
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Develop an evaluation plan that describes how the success of the activity will be determined and who will be responsible for the evaluating. It can be as simple as a brief statement of the outcome or involve surveys of specific groups.
Some organizations, when developing a strategic plan feel that "more is better." Many items in such plans become wish lists rather than specific objectives that the affiliate can reasonably expect to achieve with the time specified. When the annual evaluation of the plan shows failure to achieve a group of objectives, goals, or activities it may mean your affiliate took on too much. When this happens it is a wake-up call that the strategic plan needs to be pared down to what can reasonably be done.
Many affiliates develop their strategic plan around the Affiliate Development Continuum ( 51KB). Many of the activities that would be in such a plan are ongoing activities, such as recruiting and retaining members. They can be listed of course. If the affiliate has a specific goal and plan to increase membership, it should be included in the plan with all the steps as described. The goal can be adjusted if it is not met within the year. (Note: Affiliates can get caught up in the goal of a slogan like "Ten thousand by 2010." Unless the affiliate can perform magic, this would be out of the question.)
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Holding Effective Board Meetings
Most boards meet four times a year. Almost all have a retreat scheduled near the end of the fiscal year (usually June 30) that functions as a planning meeting for the coming year. Where regular board meetings usually take one day, the retreat usually lasts two or more days. At east one state, California, holds some board meetings via closed circuit TV to accommodate board members who live in the extreme reaches of the state.
Meeting Agendas
The way you construct your meeting agenda can affect how smoothly and efficiently your meeting proceeds. One way to do this is to follow a consistent format.
A traditional agenda lists housekeeping items like roll call, financial information, minutes, and other items at the beginning. Then, the board is asked to review "old business," followed by "new business." A problem often arises when a report or item in old business gets connected and discussed with an item further down in the new business portion of the agenda.
The format of a traditional agenda generally follows this order:
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Call to Order
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Consent Agenda (items grouped together as a group and handled as one item)
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Reports (general information on activities since the last meeting)
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Action and Discussion Items (specific topics listed for discussion by the board)
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Adjournment
Some affiliates are switching to a new format that organizes the agenda around the Affiliate Development Continuum ( 51KB). After the call to order, introductions, and business items, all other items are grouped under one of the five categories: membership; communication and publications; programs, products, and services; influence and policy; and leadership and governance.
Agendas are most often put together by the executive director and the president. To keep the meeting moving along, be sure to note the following for each agenda item:
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A description of the item.
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Who will present the item.
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The action expected of the board.
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How much time it will take to discuss or act on the item.
The agenda, along with the minutes, should become an archived record of the board meeting. The agenda must include the date, time, location, and attendees of the meeting.
Board Minutes
The secretary of the board usually takes minutes during meetings in one of two general formats:
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Action Minutes: A brief record of the specific actions taken on an item. It may include a recap of the issues discussed, significant statements made, and concerns arising during the discussion. If the item was voted on, it should include a record of who made and seconded the motion and the results of the vote.
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Meeting Notes: This is a record of the flow of the meeting. It often includes a chronology of the discussion and summarizes points made. These notes can be more helpful to someone who was not at the meeting or can help the board recollect its actions. However, the more subjective nature of these notes means they are also subject to misinterpretation and could cause conflict at subsequent meetings.
Minutes are a formal record of what took place at the affiliate board meeting. They should accurately reflect all the actions taken and are considered legal documents that represent the actions of the board. If it is not in the minutes, it didn't happen.
There is no standardized format for board minutes. Enough information should be included to describe what happened at the meeting and what decisions were made. Minutes should include the name of the affiliate, place, date, and location of the meeting. They usually indicate who called the meeting to order and who attended, commonly captured by a sign-in sheet or directory. Some affiliates track members' attendance at board meetings over a period of time.
Any motions made should be captured in the minutes exactly as stated. If necessary, the secretary should read the motion before a vote and then record the results of the vote. The minutes should conclude with a note of when the meeting ended and who took the minutes. It is also helpful to note the date, place, and time of the next meeting.
Written minutes of the previous meeting are distributed to board members before each meeting for member's review. Before being printed, the minutes should be e-mailed to members as soon as possible after the meeting. Any changes can be made to ensure the minutes are accurate before being presented to the board for approval at the next meeting. The format of the minutes usually follows the format of the agenda. This ensures a clearer understanding of what transpired at the meeting. Any documents that are presented with the agenda
A few affiliates publish board meeting minutes on their Web sites as a way to inform all members of the board's actions. It also may encourage members to take a more active role in the affiliate's activities.
Procedure and Consensus
The bylaws usually contain a section about how decisions will be made. Most affiliates use the time honored Robert's Rules of Order to make decisions:
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An agenda item is brought up and briefly discussed.
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If there is an action to be taken by the board, someone makes a motion for that action.
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Someone else seconds the motion and then the pros and cons are discussed.
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Parliamentary procedure guides the process.
Parliamentary procedure, however, was designed for large groups, where it is difficult for discussion to take place without clear rules governing everyone. For such meetings, a parliamentarian is usually named whose sole job is to ensure that procedure is followed precisely. Smaller groups generally use parliamentary procedure because it is the way that everyone has learned that group meetings should be conducted.
At least one affiliate notes that they attempt to reach decisions by consensus. Consensus means reaching a general agreement that all members can accept and support. Although the decision may not be each member's first choice, everyone considers it viable and in the best interests of the affiliate. Consensus does not mean a unanimous decision nor is it a majority vote. Members agree that they will not work against the decision if it is not their first choice.
For small organizations, as most affiliates are, this allows greater flexibility for members to discuss many aspects of an issue and come to agreement. The advantage of consensus is that it brings the board together on an issue. One's motion is neither upheld nor defeated. The issue does not have to be structured in the strict form of a motion and members are freer to discuss.
The disadvantage of this approach is that discussion can get off track. Set a time limit for discussion of an issue and have someone keep track of the time. Appoint a process observer to help the president keep the discussion on track.
While consensus offers more freedom of discussion with the introduction of more potential solutions to a problem, sometimes it just cannot be reached. You might agree to table the item or invoke Robert's Rules and have a motion made and voted on. Such instances, however, should be infrequent. If it happens often, reconsider your procedures for making a decision. And if your affiliate board needs to continually refer to the parliamentarian to keep order and remind them of the rules, consider examining other issues such as how to resolve conflict and understand the reasons behind conflict.
Finally, keep in mind that certain items require a vote of the board. Expenditure of funds, appointment or removal of personnel, or matters on which the board requires a specific record should be voted on.
Expectations of Board Members
Board members are expected to follow the constitution, bylaws, and policies of the affiliate. Second, board members should always keep in mind the mission and goals of the organization. Any meeting that does not move the affiliate close to attaining its planned objectives needs to be reconsidered
Effective board meetings include all of the board members. Absences should be for urgent reasons. The board should set a policy of meeting attendance and identify procedures for removing board members who are frequently absent. Board members who have good cause for frequent absences should decide whether they will be able to fulfill their commitments to the affiliate and the board. Someone should always contact absent board members to learn the reason for the absence and whether the board member is still interested in participating. A personal phone call by the president or executive director can often help a board member talk through issues or problems that may be troubling them.
Evaluating Meetings
The board should evaluate every meeting. You might keep the process simple or use a lengthier survey process. The most direct method is to appoint a process observer for the meeting. This person is a member of the board but has a special duty to keep an eye on the progress of the meeting. The process observer gives a report at the end of the meeting and summarizes the conduct of the meeting and the group as a whole, indicating whether a few persons tended to dominate or everyone took an active role in discussions and noting whether the board went off track or kept discussions focused.
This process, which is generally recorded in the minutes, can help a board evaluate its effectiveness for each meeting and whether the meeting moved the interests of the affiliate forward. It is generally simple, quick, and informative.
At least once a year, a board should consider some sort of survey or in-depth evaluation of its meetings. Ask members to answer a series of questions about various aspects of meeting procedures using a numerical or other sort of scale. Also provide space for comments.
Topics for the survey might include whether
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Meetings begin and end on time.
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There is adequate time available for each meeting.
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The number of meetings each year is sufficient.
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Board members show respect for each other.
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Board meetings are a valuable use of my time.
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The board is consistently able to solve any problems that may arise.
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The outcomes of meetings consistently advance the affiliate's goals or strategic plan.
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Board members feel that they can make valued contributions that are accepted.
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Executive Director Job Description and Requirements
The job description spells out all of the expected functions of the executive director. It may be a comprehensive document with responsibilities grouped into suitable categories or a simple listing of general duties. In some cases, it may be a formal document that describes expectations along with minimum requirements, compensation, and length of contract. Choose what works best for your affiliate, but be sure to outline the general qualifications in some sort of affiliate document, including such requirements as membership in ASCD and the affiliate for a set period of time prior to appointment.
In 2001, executive directors met and compiled a sample outline of the major categories or functions usually required of an executive director. These include:
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A Goal or Major Function Statement of the Executive Director Position
For example: The basic function of the Executive Director is to better facilitate the attainment of the goals of the affiliate.
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General Qualifications and Condition
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To whom the executive director reports, as well as how and when.
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How, when, and by whom the executive director is evaluated.
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The term of service
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Whether the executive director is an ex-officio or nonvoting member of board.
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Leadership and Collaboration Responsibilities
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Liaison with state, province, or other government agencies and departments
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Liaison with other professional organizations
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Role with ASCD
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Collaboration with other affiliates and organizations
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Communication and Responsibilities
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Creation of ASCD Annual Report
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Responsibilities for affiliate publications (e.g., Web site, newsletters, brochures)
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Role as the official affiliate contact or spokesperson
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Role as official affiliate correspondent
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Management Responsibilities
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Degree of authority
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Involvement with budget and finances
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Management of membership and database
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Coordination of affiliate programs and services
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Role in affiliate elections
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Maintenance of the official affiliate archive
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Meeting Attendance
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Requirement to attend the ASCD's annual conference, regional meetings, LEAP Institute, meetings for board officers and executive directors, and other meetings.
Evaluating the Executive Director
The job description is the basic source for evaluating the executive director's performance. Board policies and any contract with the executive director should outline how, when, and by whom the executive director will be evaluated. In almost all cases the affiliate board conducts the evaluation.
Most affiliates have a job description on file but like most documents, you should review it regularly. Many things change that affect the role of the executive director. Technology hardware and software alone can change rapidly; it would be silly, for example, for a job description today to list operation and maintenance of a mimeograph machine.
An evaluation can be done in several ways. For example, you might
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Create an evaluation document that spells out each of the areas of the job description and asks the evaluators to score the executive director's performance in each area on a predetermined scale.
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Ask the executive director to write a narrative of accomplishments in each of the job description categories for that year, then send that document to all board members, who indicate their satisfaction with each of these services. If there is dissatisfaction with any area, be sure to make it clear what the executive director needs to do to improve in the eyes of that evaluator.
Forward all evaluations to whoever is designated to summarize the evaluations (often the president). This person should present that summary to the board in executive session and then share it with the executive director.
Using a Contract
A contract is a legal document that spells out the specific obligations of the affiliate and the executive director. A contract should be required of any executive director that the affiliate pays with a stipend or salary. When the position is volunteer, the contract should cover any reimbursement or unique expenses required. Any contract with the executive director should contain most of the following:
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Beginning and ending dates of contract.
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A statement of services to be provided.
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A definition of compensation or benefits.
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The method of evaluating the executive director and terms of renewal.
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Conditions for terminating the contract—for either party.
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Signature of the executive director and affiliate president with date.
Also, consider drawing up a contract when you use an outside agency for services such as the web site, membership database, or general affiliate administration.
Almost all affiliates have contracts. For examples, e-mail Constituent Services.
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