Staff
Cassey Whalen

2010 Chamber Executive Board        
President: Valerie Buckminster                  
1st Vice President: Gary Jorn                      
2nd Vice President: Barb Vice                     
Treasurer: Chessa Quenzer                            
Past President: Michael Moore                    

Serving 2008-2010                                      
Karen Sailors, Sentco                                       
Celeste Jones, FC Family Practice              
Valerie Buckminster, FC Care Center        
Gary Jorn, City of Falls City                          

Serving 2009-2011
Nick Harling, American National Bank
Barb Vice, CareAge Estates
Shawn Fouraker, W&D Auto Care
Robin Cooper, Total Entertainment
Becky Gossman, AirLanco

Serving 2010-2012
Chessa Quenzer, Falls City Mercantile
Anne Crofford, Community Medical Center
Tammy Fritz, TierOne Bank
Kim Kruse, Memory Lane
Billie Jackson, Pamida

Ex-Officio Members
Beckie Cromer, EDGE Inc.
Shawn Fouraker, Falls City Jaycees
Rodney Vandeberg, Mayor
Randy Sailors, AirLANCO
Msgr. Robert Roh, Sacred Heart
Dr. Jon Habben, Falls City Schools

Your Role as a Chamber Director

Your Chamber’s Board determines policies and set goals aimed at improving the socioeconomic well being of the community. As the policy-forming branch of the Chamber, the Board:
 authorizes the organization’s program of work;
 approves the organization’s budget;
 hears and acts on committee recommendations;
 directs the organization’s general operations.

As a member of the Board, you are responsible for considering the needs of the entire community. You must work with other directors in developing a program of work that gives the community the greatest opportunity for growth and prosperity.
You should not only recognize the democratic character of the organization, but also believe strongly in voluntary, cooperative effort in solving community problems. You should respect the collective judgment of interested citizens and should recognize the unique decision-making and problem-solving powers that are created when these people are mobilized for action.
The Board is not expected to “do all the thinking” for the Chamber. Rather, its function is to see that:
 members actively participate in Chamber committees or action groups;
 committees and other groups are given clearly defined objectives; committees are given responsibilities and challenges;
 community groups are brought into the decision-making process;
 the Chamber accomplishes its goals;
 the Chamber is adequately financed.

Most Chamber by-laws authorize the President to appoint committees. The President does, however, usually consult with the Board. All Board members should take an active interest in the organization and operation of Chamber committees. Many Chambers assign or appoint one or more directors to each committee. This provides direct liaison between the committee and the Board. It also helps the Board make sound decisions and encourages a good working relationship between committees and the Board, which is essential to the success of projects and activities.

CHAMBER PROCEDURES FOR SUCCESSFUL BOARD MEETINGS
Most Chambers follow certain procedures to help the Board carry out its various responsibilities. They include:
 distributing the agenda in advance of each meeting;
 distributing minutes as soon as possible after each meeting;
 making regular financial status reports based on the approved budget;
 establishing a schedule of meetings at the beginning of each year.

As a director, you may have to serve as your Chamber’s official or unofficial spokesperson. This requires that you use careful judgment and express the views of the entire Chamber as opposed to your own. During your term of office, you may also encounter criticism of the Chamber. You have an obligation to defend it against unjust criticism or to initiate appropriate action if the criticism is justified. You can make a distinct contribution by bringing both the critical and constructive suggestions to the attention of the Board.
You and your fellow directors should develop understanding and support of national business issues within your Chamber. As a director, you will also want to make certain that your Chamber maintains close contact with your State Chamber. This organization will help you in addressing State legislative issues.
Your community has succeeded as a result of people working together. Your Chamber of Commerce provides the perfect mechanism for continued community cooperation and success. As a director, you have an opportunity, and an obligation, to move your Chamber and community into an even more exciting future. Meet the challenge. Become the best director in your Chamber’s history!

YOUR MANY RELATIONSHIPS AS A BOARD MEMBER
As a member of the Board, you will have many new relationships as you work to direct Chamber activities, approve committee reports and finalize budgets. You should understand:
Your relationship to Chamber policy~
Your status is that of an individual acting in a legislative capacity. You have the right to exert your influence with the Board for approval of actions and policies, but your authority does not go beyond your vote. You have no authority as an individual to commit the Chamber to any action or policy.
Your Relationship to the Public ~
You are an official representative of the membership. You are also an unofficial representative of the entire community. You should defend the Chamber against criticism and take steps to remedy conditions that cause justified criticism.
Your Relationship to Committee, Task Forces ~
You have a responsibility to keep informed about the activities of all committees and task forces because you must eventually study and act on their recommendations. You also have responsibility to see that all committees and task forces operate within established structure.
Your Relationship to the Board ~
You are a co-partner in the important work of the Board to improve the commercial, industrial and civic life to the community through the Chamber. You have assumed a position of public trust. You should disassociate your personal interests from Chamber activities.
Your relationship to the Program of Work ~
You must understand the relation between the Board and the Chamber’s Program of Work in order to reach established objectives. Remember that a Chamber’s Program of Work charts a future course of action, furnishes measurements for performance and serves as a challenge to citizens to meet their responsibilities to the community through the Chamber.
Your Relationship to the Budget ~
Financial support of the Chamber is through annual investments voluntarily made by business, industry and individuals. The Chamber operates on a budget approved by the Board. It is the responsibility of the Chamber management to get maximum results from available funds and to operate within the approved budget.

As it works to improve your community’s economy and quality of life, your Chamber keeps these broad objectives in mind:
 to help businesses prosper and grow; to increase job opportunities;
 to encourage an orderly expansion and development of all segments of the community;
 to contribute to the overall economic stability of the community;
 to encourage and promote the nation’s private enterprise system of competitive marketing.

AS A BOARD MEMBER, YOU SHOULD:
 have a bias for action;
 know how to communicate ideas and concepts to a variety of people;
 draw upon your business background when making decisions;
 maintain objectivity at all times;
 devote time and energy to all Board activities;
 know how to control situations;
 have a keen insight into people and problems;
 have the respect of your associates;
 be a team player;
 understand the art of compromise;
 take action – even on controversial issues;
 have a good attitude; have the ability to inspire;
 prepare for all Board meetings;
 attend all Board meetings.