Board of Directors

President:
Amber Cary
First Vice President:
Edith Brown, CPS
Second Vice President:
Hollie Rankartz, CAP
Secretary:
Juanita Wolfe-Cersley, CPS/CAP
Treasurer:
Carol Blair, CPS
Site Administrator:
Raymon Bessix

Resources & Tips

	IAAP HEADQUARTERS
	IAAP VIRGINIA DIVISION
	OFFICE TIPS AND TRICKS
	MICROSOFT SPECIALIST CERTIFICATION
	CLIPART

Tri-City Chapter IAAP®

2008 Tri-City Chapter IAAP Executive's Banquet

2007 International Convention and Education Forum

June 2007 The Annual Virginia Division Professional Development Seminar

2006 IAAP Online Photo Album

Pictures from our 2008 Open House

November is Retirement Center Trust Month

Dear Members:

November is Retirement Center Trust Month and the purpose of this correspondence is to especially let our new members know about the Trust and to share information about our annual Auction which will be held at our November meeting (11/4) to support the Retirement Trust Foundation.

As an arm of IAAP, the Retirement Trust Foundation, was founded and operates exclusively for charitable purposes. The RTF is a nonprofit organization whose primary purpose is to acquire, maintain, and operate homes for needy and elderly administrative professionals. Vista Grande is the name of the retirement center and it is located in Rio Rancho, New Mexico. It is comprised of apartments, community building, library, and a chapel - - just as you would expect to find in any planned living community. Vista Grande invites a certain sense of pride and excitement in that this is the only retirement center for administrative professionals.

IAAP has officially designated November as the Retirement Center Trust Month and each year the Tri-City Chapter holds a fund-raising activity to support the RTF in the form of a Chinese Auction. The way this works is - - members donate items that are then made available for the auction. We sell tickets and one portion of the ticket is placed in a receptacle beside the items you want. You hold on to the other portion of the ticket so you can claim your winnings when the items are raffled off.

This has always been a fun activity because it gives everyone a chance to re-gift items they do not want and it provides you a way to purchase items for pennies on the dollar. Gift selections in the past have included items such as vases, ceramics, picture frames, crystal, books, toiletry items, scarves, candles and other home interior type items that you feel would make good gifts for others. We sell tickets on the evening of the meeting and look forward to all being winners of a favorite item.

I am asking that each of you will please plan to bring an item or two to our November meeting to share for our auction. Our guest speaker’s topic will be “How Money Works,” and surely participating in the Auction will make a few dollars work hard for you.

Thanks in advance for your help in providing items for the auction and attending our November meeting.

Edith Brown CPS

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PromoCorp IAAP Emblematic Merchandise Online Store is Now Open!
Access the store and browse available items here:
www.promocorpstore.com.

Download notes from our 54th Virginia Division Annual Meeting .
Please pass the information along to the members of your chapter or you may direct them to the division's web site at www.iaap-va.org.

Do you have a go-kit? September is National Preparedness Month, and VDOT is a partner agency in a national effort to encourage Americans to take simple steps to prepare for emergencies in their homes, businesses and schools. A go-kit is essential to making it through a disaster safely. Make sure to have supplies on hand to last each person – and pet – at least three days. Make building your go-kit a fun family project. You can find out more at www.ReadyVirginia.gov.
Now that we’ve got you thinking … do you have a work go-kit?

e-News from Our Division President - Amy Hall

West Virginia

As I reported to you last week, the Board has voted to recommend a merger with West Virginia. I will be sending a separate communication this week with the rationale, pros and cons, etc., behind that decision.

ASCO IAAP Corporate Chapter

We are very excited about our new family member – the ASCO IAAP Chapter in Alexandria, Virginia. ASCO – the American Society for Clinical Oncology – will charter a new corporate chapter on Tuesday, April 22. There are 15 charter members. I will have the distinct pleasure of presiding over the chartering ceremony.

Please extend a warm welcome to Angela Greene, the chapter’s first president and the driving force behind the formation of this new chapter. Angela’s e-mail is angela.greene@asco.org.

That’s all for now, crew. Keep your eyes on the road and the throttle wide open.
Amy

LAP 6: FORWARD THINKING!

The International Board of Directors and Headquarters Staff Managers met in Charleston, South Carolina in March to continue strategic conversations about IAAP’s future direction. To help provide structure for this discussion, the International Board has chosen to use the results of an extensive study commissioned by the American Association of Society Executives. The study findings and recommendations were published in a book entitled, The Seven Measures of Success, What Remarkable Associations Do that Others Don’t. Jim Collins, famous author of Good to Great, helped oversee the research project.

The goal of the study was to look at successful associations (such as AARP, Girl Scouts of America and others) to find out exactly what it is that these remarkable associations do. The study found seven measures that all great associations have in common, split into three broad commitments:

COMMITMENT TO PURPOSE: All of the studies associations were fully committed to their goals without deviation. They all embodied this commitment in two measurable areas.

• Measure 1: A Customer Service Culture - Inside and out, these associations never forget that their first goal is serving their constituents. The culture, when you walk into or call their offices, is friendly and devoted to service.
• Measure 2: Alignment of Products and Services with Mission - All of the products and services offered should align with the mission of the association. This requires constant evaluation and asking the question, “Does this program truly line up with our stated mission?”

• Measure 3: Data-Driven Strategies - Remarkable associations have developed an expertise in gathering information as well as processes for sharing and analyzing data to help shape programs and services.
• Measure 4: Dialogue and Engagement - An internal conversation continually occurs among volunteer leaders and staff about the organization’s direction and priorities.
• Measure 5: CEO as Broker of Ideas - Although the CEO or Executive Director may be visionary, what is more important is that the CEO facilitates visionary thinking throughout the organization.

COMMITMENT TO ACTION: It sounds simple, but remarkable organizations act on the plans they make, always keeping in mind the data they receive.

• Measure 6: Organizational Adaptability - Great associations learn from and respond to change. Although willing to change, they also know what not to change.
• Measure 7: Alliance Building - Associations that are secure and confident in their own right seek partners and projects that complement their mission and purpose.

MISSION, VISION, PURPOSE AND VALUES

After analyzing the key findings of the Seven Measures of Success, the Board determined that the first step of any thorough strategic assessment requires any Association to re-examine its statements of mission, vision, purpose and underlying values. The International Board first discussed IAAP’s current mission statement. The current mission statement, “To be the acknowledged, recognized leader of administrative professionals and to enhance their individual and collective value, image, competence, and influence” does not reflect the true reason for IAAP’s existence. The statement, rather than speaking to the support IAAP provides to Administrative Professionals, is outwardly focused. It was decided that a new mission statement should be developed.

IAAP also has an existing purpose statement: to provide information, education, and training and to set standards of excellence recognized by the business community on a global perspective. A good mission statement will describe the purpose of the organization. Thus, the Board determined that an additional purpose statement is not needed as part of IAAP’s official documents and should be eliminated.

The International Board discussed the current Vision statement: to inspire and equip all administrative professionals to attain excellence. It is believed that IAAP needs to develop a new vision statement that can more accurately described the association both today and at ay point in the future.

Lastly, the Board discussed the current value statements and decided to take another look at these bedrock values that guide and motivate IAAP timelessly.

Here is a status update on these IAAP documents as a result of the March 1st strategy discussions.

Mission Statement: The International Board had a thorough
discussion on what words should represent IAAP’s reason for
existence. The Board developed several draft statements,
but will be asking the entire IAAP leadership to comment on
their drafts. Look for a communication regarding the mission statement development in a few weeks and your chance to provide comments.

Core Values Development: The board developed five primary
values and will be asking IAAP’s leadership to comment on draft
statements to ensure their validity. This feedback will be
sought in the same communication as the mission statement
feedback.

Vision Statement: The Board did discuss the development of an
IAAP Vision Statement. This process was not finalized but
rather tabled until a Mission Statement and Values Statements
can be finalized, since the vision of an association is so
dependent on its mission and values.

The International Board further discussed the implementation of the Seven Measures Approach at IAAP: Each month, we will report on some of the action items that we plan to implement as a result of this strategy. In this communication, we will focus on Measure 1 and Measure 3, as they are closely related in their proposed action items.

We’ve determined that IAAP needs to develop methods to better collect data from our members and in doing so, we will be able to establish and maintain an even stronger customer service culture.

Measure 1: Customer Service Culture: We have determined that
we can improve our culture of customer service by developing
tools to rate member satisfaction and also by establishing
baselines of all the constituents we serve.