We are in the process of offloading much of that burden to our headquarters staff and when that transition is complete we should not need as large a board. We need to redefine the board, focus on policies, goals, projects, and programs while relegating operational details to the staff at ASI headquarters. Modernize the by-laws. The by-laws, like the board, developed to include both policy and operational minutiae. Document policies and procedures.
Job descriptions are non-existent or overly vague.
Every incoming officer, director, or chair should have one central document describing the workings of the board, the annual activities of ASI, and the duties and responsibilities of every job. Ensure fiscal stability and growth. Since the conference became a profit-making venture several years ago, ASI has had a solid income stream, but we have also incurred new expenses, notably the costs of our sorely needed headquarters operation. We need to maximize the balance of income and expenses to ensure not only balanced annual budgets but the creation of reserves that allow for growth and increased members services. No one want to see dues increases, but they are a necessary evil and may lie somewhere down the road.