The Search Committee Assistance Program is a value-added service to Chambers of Commerce in the state of Florida. The program is designed to assist any Chamber in their effort to replace their top paid executive (Executive Director, President, CEO). This program is one of the most important offered by FACP and volunteers who participate in it will be doing a great service to all Florida Chambers of Commerce.

FLORIDA ASSOCIATION OF CHAMBER PROFESSIONALS (FACP)

SEARCH COMMITTEE ASSISTANCE PROGRAM (SCAP)

FACP RESPONSIBILITIES

RECRUITING SCAP VOLUNTEERS

Volunteers (current Chamber of Commerce Executives) will be recruited via the FACP Newsletter, direct fax and/or mail with a complete description of how the program works and what their responsibilities will be. Volunteers must be capable of responding in a timely manner to the requests by the Chambers. (Because the issue of replacing a top executive is of such significance, timeliness is critical.)

PROVIDING TRAINING MATERIALS

Each volunteer will be sent the latest materials available to FACP pertaining to this program. (The US Chamber, ACCE and other sources will be contacted by FACP to keep this material updated.) The volunteers will then be assigned a "team" when or if needed.

ASSIGNING TEAMS

"Teams" are composed of two or more members of the Florida Association of Chamber Professionals who have chosen to volunteer their time and expertise to this important service - assisting another Chamber in dealing with one of their most critical challenges. A team "captain" (appointed by the members of the team) will serve as the contact person for the FACP Executive Director.

SCAP Teams will be identified throughout the State of Florida. There will be at least one team in each region of the state. This will assure the prompt response to a Chamber's request for assistance. In some cases, a Chamber Board may wish to have assistance from a Chamber professional who is not located in their area. In this case, the FACP Executive Director may call upon the next closest team.

MAINTAINING SCAP TEAM LIST

The FACP Executive Director will maintain a list of current SCAP volunteers and update it as needed. Volunteers will be solicited throughout the year as opportunity arises. The length of time a volunteer will be asked to serve is a minimum of two years. Ideally the position will be ongoing with no "term limitations".

FLORIDA ASSOCIATION OF CHAMBER PROFESSIONALS (FACP)

SEARCH COMMITTEE ASSISTANCE PROGRAM (SCAP)
INTRODUCTION TO CHAMBERS OF COMMERCE

PROGRAM DESCRIPTION
In the event a Chamber of Commerce experiences a vacancy in the position of their paid Executive Director or President, the Florida Association of Chamber Professionals is poised to come to their aid via The Search Committee Assistance Program. (SCAP)

This program provides for advisors (experienced Chamber Executives) who voluntarily give of their time and expertise to the Chamber in need. These advisors will be located in a close enough proximity that travel and time will not be of concern to either party. If circumstances dictate that a SCAP volunteer should not be from the same area as the affected Chamber, other arrangements will be made.

The program includes written materials/guidelines with valuable information related to the many aspects of replacing a Chamber Executive Director. These materials are thorough and, in some situations, may be all the assistance a Search Committee needs to carry out this extremely important responsibility.

HOW SCAP WORKS
To access the services of the Search Committee Assistance Program, a Chamber will simply call the offices of the Florida Association of Chamber Professionals (FACP) and state their need. The FACP Executive Director will activate the SCAP Team most appropriate for that particular Chamber by contacting the team "Captain".

The Chamber will receive a faxed list of the team members and will be informed that the team captain will be in contact with them within three (3) working days. The team Captain (or their designee) will communicate directly with the Chamber in need within the three working days of receiving the call.

The Chamber will be given an option to receive:

• A personal visit by a member or members of the appropriate team,
• Written materials via priority mail
• A combination of the above

The FACP Executive Director will closely monitor the progress of the team and supply materials as needed. All information disclosed during this process will be kept highly confidential.

FLORIDA ASSOCIATION OF CHAMBER PROFESSIONALS (FACP)

SEARCH COMMITTEE ASSISTANCE PROGRAM (SCAP)

PROGRAM MATERIALS

INTRODUCTION

The Florida Association of Chamber Professionals (FACP) is now offering the Search Committee Assistance Program (SCAP), designed to support the efforts of Chambers of Commerce who are attempting to replace the vacated position of their chief executive officer. FACP maintains a list of current Chamber Executives who have volunteered to serve on SCAP Teams. These Teams are available to make site visits and offer their expertise. They will be equipped with the latest materials provided by the U.S. Chamber of Commerce, American Chamber of Commerce Executives and other appropriate resources. The following step-by-step outline is an example taken from some of the materials available to those Chambers requesting guidance:

BEGIN WITH A SELECTION COMMITTEE

I. Selection Committee

A. Appoint Strong Chairperson

1. Qualifications - experience with hiring process

B. Must commit time (3 - 6 months not uncommon)

C. 5 - 7 members most functional

D. Conduct Needs Assessment

1. What type Executive is needed
a. Rank specific responsibilities with skills and experience required

E. Chamber Search or Professional Search?

1. Chamber search offers total control
a. Anticipated program changes require Chamber volunteer participation
b. Time/expertise available?

2. Professional Search Firm (usually for larger Chambers)
a. Offers time and expertise
b. Is usually costly
c. Quality of search could be questionable

3. Chamber members search firm available
a. Possibly donate service
b. Possibly donate advice

REVIEW CHAMBER'S EMPLOYMENT POLICIES

I. Employment Policies

A. Employment Contracts

1. Terms and Conditions
a. Start date/Length of contract
b. Salary range (negotiable)
c. Renewal provision
d. Scope of responsibilities (defined in contract or Program of Work)
e. Fringe benefits
f. Deferred compensation
g. Exit provision

B. Annual Performance Review - Formal Policies Call For Formal Reviews

1. Insures clear communications
2. Takes ignorance and emotion out of situation
C. Suggested Exit Provisions
1. Continue with current Executive while searching
a. Assures continuation of Chamber programs
b. May cause problems if Executive is unhappy.
2. Develop short-term employment agreement
3. Use outplacement counseling if needed
4. Use "no-fault" provision - keep relations amicable
a. Pay severance (six months to one year)
5. Take care with public announcement
D. Fair Employment Practice
1. Evaluate the Laws
a. Title VII of the Civil Rights Act
b. The Equal Pay Act
c. Age Discrimination in Employment Act
d. Hiring the Handicapped
e. Any other applicable
E. Relocation Assistance
1. Moving assistance (most common)
2. House hunting expenses (usually include cost of several trips)
3. House selling assistance (paying real estate fee)
4. Mortgage assistance (in times of high rates/down payment or points)
5. Bonuses (usually one month salary bonus) based on membership increases, net profit, etc.

II. Protocols

A. Absolute confidentiality in all actions is crucial
B. Timely status updates (informing all applicants of their status as soon as possible) is important

WHAT TO LOOK FOR TO MEET YOUR CHAMBER'S NEEDS

I. The "Right" Executive

A. Local vs. Outside Professional

1. Local - Familiarity with community
2. Local - A "known entity"
3. Local - Usually no formal Chamber training - takes time to learn
4. Outside - Capable of functioning in any community
5. Outside - No political IOU's from previous activities
6. Outside - Able to look at Chamber status with fresh eyes

B. Chemistry

1. Chairperson/Executive chemistry critical
C. Chamber Characteristics/"Center of Gravity"
1. Top big business representative?
2. Retail merchant representative?

D. Community Assessment

1. Community Assets, liabilities, opportunities, problems and image?
2. Chamber characteristics vs. community characteristics
a. Chamber projects reflect community needs?

E. Chamber Assessment

1. Different missions call for different types of leadership
2. Smaller Chambers/communities need specific, experienced leadership
3. Community Assessment defines Chamber's role

F. Specialists and Generalists

1. Small Chamber Executive must be multi-talented
2. Larger cities/Chambers Executive should be experienced "generalist"

G. Politics

1. Defines "survival skills" needed by the Executive
2. Executive must be politically "savvy"

H. Personality

1. Career path (moving up to larger Chamber or staying in community?)
I. Chamber Institute
1. Professional
2. Network to call on
3. Realizes value of training for Executive and staff

REVIEWING RESUMES/INTERVIEWING APPLICANTS

I. Resources:

A. American Chamber of Commerce Executives
B. Unites States Chamber of Commerce
C. Florida Association of Chamber Professionals

II. Resumes (To be reviewed with fine tooth comb by Selection Committee)

A. Areas of Most Importance

1. Career Experience and Accomplishments (Detailed)
2. Management Expertise (Detailed)
3. Career Objectives

B. Additional Information to be Requested of Selected Candidates

1. Resume Supplements (if not already attached)
a. Major Program Accomplishments
b. Development of Budget/Membership/Staff/Organizational Capacity
c. Detailed List of Professional Education
d. Detailed List of Professional and Community Involvement
2. Current Position Description
3. Program of Work - Past Five Years
4. Annual Report - Past Five Years
5. Long Range Plan(s)
6. Current Budget/Past Budget(s)
7. Latest Accreditation Report
8. Membership Directory
9. Current Policy Manual
10. Current Personnel Manual
11. Audited Financial Statement(s)
12. List of Subsidiary Organizations Candidate Manages
13. Dues Structure if in Chamber Work

C. Additional Information Chamber Should Provide to Candidates Who Respond With Above Information

1. Position Description
2. Constitution and Bylaws
3. Policy Manual/Personnel Manual
4. Minutes of Board of Directors Meetings
5. Salary Including Deferred Compensation
6. Fringe Benefit Package Information
7. List of Employee's Salaries/Benefits
8. List of Past CEO's
9. Current Budget
10. Audited Financial Statements
11. Membership Investment Structure
12. Organizational Chart
13. Programs of Work/Annual Reports
14. Long Range Plan
15. Latest Accreditation Report
16. List of Subsidiary Organizations/Other Local Business Organizations
17. List of Major Employers/Headquartered Firms/
18. Local Demographic/Economic Reports
19. List of Selection Committee Members
20. List of Board of Directors
21. List of Local Schools
22. List of Local Churches

III. Interviewing

A. Usually select three to five for interviews

B. Travel/lodging/meals reimbursement should be determined

C. Interview Form should be developed

1. Rate each individual on criteria developed by Search Committee
2. Structure to allow for additional notes
D. Search Committee Interview Guidelines
1. Room selection and organization should:
a. provide quiet/confidential/uninterrupted/professional setting
b. be well lighted with no smoking allowed
c. include comfortable seating that makes for easy conversation
2. Include self-introductions of everyone present
3. Explain interview procedures
4. Appoint one committee member to conduct initial questioning
5. Ask first about background and personal, non job-related interests
a. Ask open-ended questions to learn more about candidate
6. Ask job-related questions pertaining to Chamber's highest criteria first and:
a. Need for Chamber policies
b. Working with Chamber chairperson
c. Candidates successes/flops
d. Staff direction
e. What the role of the Chamber in the community should be
f. Chamber membership interaction, involvement, development
7. Add specific follow-up questions in addition to standard, when needed
8. Allow candidate to ask questions (a way to learn more about the candidate)
9. After questioning, thank candidate, explain when they will hear further, compliment on an aspect of the interview
10. Committee members make written evaluation
a. Members compare notes
b. Second interview(s) may be in order
c. Community leaders may be involved in second interview(s)
d. Give two weeks before second interview for committee evaluations

IV. Final Agreement, Closure

A. Major changes to Chamber structure should be communicated to candidate
B. Consider Formal Employment Agreement
1. Expected by many candidates
2. Makes for clear communications
3. Allows for exit agreement
C. Arrange for press conference to introduce your new executive.

I. FACP RESPONSIBILITIES

A. Recruiting SCAP Volunteers

B. Providing Training Materials

C. Assigning "Teams"

D. Maintaining SCAP Team List

II. INTRODUCTION TO CHAMBERS OF COMMERCE

A. Program Description

B. How SCAP Work

III. PROGRAM MATERIALS

A. Introduction

B. Begin With A Selection Committee

1. Selection Committee

C. Review Chamber's Employment Policies

1. Employment Policies
2. Protocols

D. What to Look For to Meet Your Chamber's Needs

1. The "Right" Executive

E. Reviewing Resumes/Interviewing Applicants

1. Resources
2. Resumes
3. Interviewing
4. Final Agreement, Closure