Our executive director, Brian Hoeniger, and memberships manager, Lorrie Gibson, will be leaving the PDGA's employ in November of 2007.

I think it would be useful to begin a discussion of the qualities and skills that would be desireable in their replacements. One of the first tasks the new board will have when they convene in October (or sooner by phone) will be to look at this very important upcoming change.

Note that I will not tolerate even guarded criticisms in this DISCussion thread about current staff. Do that and you lose posting privileges.

The focus should be on what we think the people in those roles should look like in 2008, and should be positive.

For example, what education and training credentials should be required? What kinds of previous experience in association or sports organization management are needed? Would the new ED need to have previously even been a disc golfer? If a new ED is already a disc golfer, what kinds of potential conflicts of interest from their previous employment or activities, if any, are worth considering?

What are the requirements of the position and what is the pay/benefit package?

I know you're looking for broad brush concepts for now but I think it would be helpful to list some of the tasks Lorrie and Brian do for the org now. I'm guessing that many reading this don't realize what all they have been doing to even consider adding new responsibilities.

I am definitely looking for broad brush, Chuck. And I think that detailed job descriptions might get us down to the micro level too fast.

I also want to note that I believe the board should hire the executive director and leave entirely to that person to hire any other staff, such as membership services manager. That assumption is inherent in my approach to association management.

How about in general?

Executive Director

- Hires and fires, trains, evaluates, mentors, and monitors the performance of PDGA staff

- Reports to the board of directors and members on the activities of the organization

- Negotiates vendor and other contracts

- Acts as a spokesperson for the PDGA at public events and to the media

- Is responsible for planning and implementing the budget, including fiduciary responsibilities such as accurate accounting, meeting government responsibilities, and reporting accurately to the board.

- Ensures an adequate volunteer leader structure and accountability.

Then there's a whole lot of other stuff that would be specific to the work of the other staff, but which the ED would be responsible for making sure happens well, such as the tour, member services, member communications, public relations, and the like.

As for salary and benefits, part of that will relate to this year's budget close and next year's approved budget. At the size we are in terms of members, operations, and budget, a well-qualified person could expect to get $70-100k for salary, and a very good benefits package with 403(b), medical, and so forth.

If we can't afford that, we may have to accept someone perhaps less qualified but passionate about the sport. Whether we should do that or not is another issue.

Assuming that the new bylaws pass, I think the board might also consider changing the ED's title to "Commissioner," so that our paid chief staff person has that title, instead of our elected chief volunteer official.

What education and training credentials should be required?

College degree for both

What kinds of previous experience in association or sports organization management are needed?

I think non-profit management experience or sports organization management experience would be interchangeable and required. We need someone who knows something about boards and running organizations.

Would the new ED need to have previously even been a disc golfer?

I think that this is a VERY important requirement and could only be ignored if there was a candidate that served in this function VERY successfully at another similar organization. I see that as VERY unlikely, so I believe disc golf experience is necessary. Having a passion for disc golf does NOT trump having the background experience necessary to perform the job.

If a new ED is already a disc golfer, what kinds of potential conflicts of interest from their previous employment or activities, if any, are worth considering?

I would look at this on a case-by-case basis.

As someone who has year�s of non-profit management experience and disc golf promotion experience I would be interested in helping with the search and the molding of the position. If I can be of assistance, please let me know.

I hope that the Board can avoid the disastrous move of hiring a �passionate� person who does not have the tools to take the organization to the next level. At this key point in our existence, we must be very careful and diligent in hiring the right qualified person.

I hope that the Board can avoid a the disastrous move of hiring a �passionate� person who does not have the tools to take the organization to the next level. At this key point in our existence, we must be very careful and diligent in hiring the right qualified person.



I agree with this. I also think that sports management experience is more important than finding a disc golfer with sports management experience. I also think the college degree requirement is an important level of refinement that this organization needs. We need someone articulate and organized.

This person should be *highly* qualified --- I think someone with a degree (preferably graduate-level degree or higher) in Sports Management, and a number of years of relevant experience would be a good start.

The candidate does not necessarily have to have experience in a non-profit. I'm thinking that previous experience as an Athletic Director for a school district or large high school (or small Div. II or III university) would be a great place to start your search.

I also agree with Terry that once the ED is hired, that I would allow/expect that person to hire the people that he/she wanted to bring in to work on their staff. This is not uncommon.

I meant that for new hires, though. I would not expect any need for a new ED to "sweep the house" at all. Since it's the membership position that would be open, that's a good, important position to let the new person hire for.

Is re-locating to Georgia a requirement?

My question, too, Rhett :) and I think the answer is one I'd prefer not to hear, which is "Yes." :( I really don't see how someone could do the job right without being there, on the ground, at least 4 days of the week. And then another 20 hours virtual.

But, then, I won't get to decide. It'll be up to the new board.

I know Terry you said you're looking for broad brush concepts for now. So these ideas might be helpful in the future!

It will certainly take a while for somebody to come even close to filling Lorrie�s shoes! She has set the bar very, very high!

One idea would be to have a career path for the new person in the membership position. In a way, it�s a development plan that would impact performance through building employee engagement. And the person can be challenged and then expanded into the role that Lorrie has now. A possible career path could be:

(1) Membership Service Representative
(2) Membership Service Specialist
(3) Senior Membership Service Specialist
(4) Memberships Manager
(5) Managing Director of Membership

Here�s a possible job description for Brian. Lorrie, and the BOD to expand and build upon for the first title- if there isn�t one already:

Membership Service Representative:

Description: Receive and respond to all member/non-member requests from phone, fax and e-mail.

Specific Duties and Responsibilities:
� Fields written and telephone requests daily at a superior level
� Maintain up to date knowledge of the organization and happenings in disc golf
� Continually searches for opportunities to improve workflow and quality of service
� Provides prompt follow up on all member/ non member requests and inquiries
� Supports and adheres to organizational and departmental policies and procedures
� Completes special projects; performs other duties as assigned

Required skills, education and experience:
� Bachelor's degree from an accredited college or university
� 1�3 years of customer service experience
� Call center experience & knowledge of disc golf strongly preferred
� Superior written and verbal communications skills
� Excellent listening and problem solving skills
� Strong interpersonal skills
� Works well in a team environment
� Easily adapts to change
� Self-motivated and strong decision maker
� Keen awareness and dedication to member/ non member satisfaction
� Demonstrates sound judgment and good decision making skills
� Ability to handle repetitive tasks, projects, and priorities effectively and professionally
� Superior telephone etiquette
� Ability to deal professionally and personably with a variety of personalities
� Ability to handle a heavy workload while maintaining a positive attitude

And then here�s a possible job description for the last one.

Managing Director of Membership

Description:
The Managing Director of Membership (MDM) for disc golf will serve as a member of the organization's Executive Team and report to the Executive Director. This position is responsible for the management and oversight of all programs associated with membership retention and acquisition, membership data processing and call center services.

Specific Duties and Responsibilities:
Human Resources - Performance objectives for each area of membership activity and service will be developed and measured.

Budget Development & Management � The MDM is responsible for developing, implementing and managing the annual budget for membership operations, including expenses for human resources, as well as all acquisition and retention programs.

Information Technology � The MDM will serve as the primary membership liaison to the Director of Information Technology to address issues relating to data base functionality, as well as evolve and improve data base functionality ongoing and identify other information technology resources to better serve the disc golf membership.

Marketing and Member Relations � This position will be responsible for developing all marketing materials and membership protocols necessary to maximize member acquisition and retention and will work to identify and implement strategies to evolve the PDGA membership program, especially in the areas of member benefit value and administrative of membership administration for each membership constituency.

Reporting � the MDM will coordinate the development of monthly reports on key areas of membership activity, including results of member acquisition and retention initiatives, membership statistics such as members by category, chapter and region, and call center activity. These reports and statistics will be circulated to appropriate staff and board leadership.

Required Skills, Education and Experience:
� At least five years in a key area or department of business operations for a national organization or company
� Proven success in building and sustaining effective, motivated staff teams.
� Availability for travel or extended hours, as needed
� Bachelor's degree from an accredited college or university
� Previous association experience and knowledge of disc golf is a plus

why the requirement of "Bachelor's degree from an accredited college or university"

I know plenty of people who could do the job with no college classes ever taken.

Shoot, my dad was the VP of Personel at his company and he never got a degree. I have a degree and don't know if I would be qualified for the job. (I have lots of management experence though) :D

There are pros and cons to everything. And this thread could turn into the great education debate!!

A lot of people who have had extraordinary careers never finished college, while many highly educated people can't hold down a job. Most employers want to know their employees have a well-rounded basic education, which a college degree provides, to survive in a knowledge intensive workplace.

In the end, the college degree itself is just a piece of paper. What�s important is the experience that came along with that piece of paper, and that experience (whatever the graduate has made it to be) has better taught the person how to manage difficult situations, think logically and with innovation, write clearly and concisely, and function in a team environment.

Note that I will not tolerate even guarded criticisms in this DISCussion thread about current staff. Do that and you lose posting privileges.



they are both human -- did i cross the line? :eek:

it would be neat if we could get a big thank you card and have everyone sign it. alas, it sounds impractical though...

as for credentials -- i think we should cast a wide net -- why limit ourselves? there are plenty of educated idiots and intelligent drop-outs, let's just look for competence, savoire faire, and love for all things frisbee :D

what credentials were Brian and Lorrie required to hold before they assumed the responsibility?

what credentials were Brian and Lorrie required to hold before they assumed the responsibility?



That was before my time.

I think they both have bachelors degrees and that Lorrie also is trained as a nurse. Their previous experience was ronprofit work, albeit charitable nonprofit.

My very possibly erroneous understanding is that they basically rescued the PDGA in circumstances where there was not much interest anywhere else in taking on a very difficult task for very little money.

It's really amusing to me that my own employer-association, in about 1975-6 went through a similar time where its office and records resided in the trunk of someone's Volvo in Nova Scotia for a couple of years. Now it's a $3.5M organization about to hire its 20th permanent staff person :)

I agree with earlier posters that college degrees are neither necessary nor sufficient. However, I am sure that their existence (or not) will carry weight in the process.

what credentials were Brian and Lorrie required to hold before they assumed the responsibility?



That was before my time.

I think they both have bachelors degrees and that Lorrie also is trained as a nurse. Their previous experience was ronprofit work, albeit charitable nonprofit.

My very possibly erroneous understanding is that they basically rescued the PDGA in circumstances where there was not much interest anywhere else in taking on a very difficult task for very little money.

It's really amusing to me that my own employer-association, in about 1975-6 went through a similar time where its office and records resided in the trunk of someone's Volvo in Nova Scotia for a couple of years. Now it's a $3.5M organization about to hire its 20th permanent staff person :)

I agree with earlier posters that college degrees are neither necessary nor sufficient. However, I am sure that their existence (or not) will carry weight in the process.



As a business owner and a director of a non-profit, the needs of a non-profit are not based on how much education one has from colleges and universities, but how much knowledge and experience one has from the business world in regards to organization, ethical business practices and business management. In my business, I have never looked for education, but instead for experience, loyalty and drive and my business has done very well. In the non-profit sector I have applied the same thinking and those same qualities still remain to be very profitable.

If everyone would please try to remember, our sport has many passionate people involved with it. With that passion, comes narrow thinking from time to time. We are discussing making substantial changes to an organization that was founded on a passion and with that the thinking needs to be broad and out of the box. Just make sure the criteria fits the position and the person is fit to the position, and don't fit the position to the person. The credentials of the previous people should not set the standard of what to look for in the new ones, the standards should be set by the needs of the organization. The needs of the organization should be set by where we are today and where we want to be tomorrow.