Welcome Member Community Leaders!

The ILA’s Member Communities serve as specialized groups within the broader Association, designed to connect members with shared interests. These communities are pivotal for enhancing member engagement, catering to professional needs, and generating resources that benefit both the Community and the ILA at large.

Member Community Leadership Team (MCLT)

The MCLT acts as a vital link across different communities, promoting collaboration, communication, and the strengthening of communal bonds. Led by the ILA’s Membership Director, the team includes the Chair, chair-elect, and immediate past Chair from each Member Community. They participate in the MCLT Intersections Community, where regular meetings facilitate information exchange, updates from ILA staff, and networking opportunities.

Core Objectives

ILA Member Communities are established groups that concentrate on specific areas within the leadership field, including professional roles, sectors, sizes, or topics. Led by volunteer leaders, these communities drive member engagement through various teams, projects, and tasks, aiming to enhance the overall member experience and address global needs.

Key Functions

• Community Building: Establishes a niche within the larger ILA framework for members to connect based on common interests, roles, or specialties.
• Active Participation: Encourages member involvement through volunteer roles, committees, and projects, fostering a dynamic participation environment.
• Specialized Programming: Organizes events such as conference sessions, networking events, and webinars to promote learning and interaction within the Community and the broader ILA membership.
• Resource Development and Sharing: Enhances professional excellence by developing and disseminating relevant resources, and sharing critical information related to the Community’s focus.
• Advisory Role: Provides insights to the ILA Board of Directors and staff on the Community’s specific interests, needs, and specialties, contributing to the organization’s direction.
• Mission Support: Upholds and promotes the ILA’s mission, values, and strategic goals, ensuring alignment with the broader organizational objectives.

1. Have a Core Leadership Team as provided in the Member Community’s bylaws or per the Leadership
   Team Essentials section in this Handbook.
2. Hold regular Leadership Team Meetings to develop goals, achieve deliverables, and implement
   programming collaboratively.
3. Encourage Volunteer Engagement to involve members in projects and programs focusing on
   establishing roles and an eye on succession planning.
4. Maintain Records to be sure that the community bylaws, committee rosters, annual reports,
   community webpages, and planning documents are up to date and followed.
5. Share updates, news, opportunities, and resources with community members.
6. Produce an Annual Report, a written report on accomplishments and plans to help create community
   continuity.
7. Host Open Community Meetings to update and involve community members.
8. Develop programming for the ILA Global Conference by encouraging submissions, designating Stream
   Team Representatives, and organizing networking and special community events or traditions.

Each Member Community shall have a Core Leadership Team, usually consisting of a Chair, Chair-Elect, and
Past Chair. For consistency across the ILA, it is preferred (but not required) that each Community uses these
standard titles. If the Community utilizes a co-chair or co-convenor model, one person must be designated as
the primary contact person. Additionally, staggered terms are recommended to provide community
continuity.

A functioning Core Leadership Team is vital to the success of a community. Working together, they provide leadership to implement goals to further the Community’s purpose, vision, and deliverables. Ideally, self-
organization, shared leadership, collective decision-making, and joint accountability provide the foundation of the Community’s leadership culture.

The Core Leadership Team establishes a clear path for training and succession. It creates a supportive
environment with shared accountability while providing flexibility to address extenuating circumstances. It
leverages individual talents while providing opportunities for growth and fostering success and teamwork.

A three-year total commitment: one year as Chair-Elect, the following year as Chair, and the third year as
Past Chair. This succession strategy provides continuity for the Community.

• Chair candidates must be an ILA member for at least two years; Chair-elects must be a member for at least one year.
• Has affiliated with the Member Community and is familiar with the Community’s mission, vision,
  bylaws, history, and projects.
• Is committed to fulfilling the duties and responsibilities of the position for the entire term.
• Has the time to commit 4-10 hours a month to the role.
• Has leadership, facilitation, and communication skills
• Is required to attend ILA Global Conferences during their term.

Member Community Chair

• Provide overall vision and leadership for the Community to achieve short- and long-range goals, execute projects, and accomplish deliverables.
• Convene the Leadership Team regularly throughout the year.
• Recruit volunteers to serve in defined roles or on committees.
• Appoint the Global Conference Stream Team, Online Community Coordinator, and any Standing Committee Chairs/Project Coordinators.
• Serve as the primary point of contact.
• Communicate with members of the Member Community and the ILA Membership Team regularly about the member community’s goals, projects, and needs.
• Ensure the annual report and any updates to the Community’s documents and web pages are appropriately submitted.
• Participate in the MCLT meetings and read community announcements.

Member Community Chair-Elect

• Work with the Chair to lead the Community to achieve short- and long-range goals, execute projects, and accomplish the deliverables mentioned above.
• Participate in the Leadership Team.
• Complete projects or lead programs as assigned by the Chair.
• Actively participate in the appropriate ILA Intersections online communities, regularly post in the Member Community to stimulate conversation, and occasionally post community news and volunteer opportunities.

Past Chair

• Provide historical perspectives, guidance, and coaching.
• Participate in the Leadership Team.
• Assist with the recruitment and coordination of volunteers.
• Complete one or more special projects in consultation with the Chair.

Vice-Chair

• The Vice-Chair role is unique as it is not an elected seat and not a precursor to the Chair role.
• This role benefits from elevating a volunteer into the MCLT.
• It is possible to hold this role in addition to the Chair-Elect role.

Define Specific Volunteer Roles & Responsibilities

• Clear understanding of the role, expectations, requirements, and time commitment is crucial for volunteers. They seek to know what success entails and how they can make a significant impact. Establishing volunteer titles with precise role descriptions is essential for a successful volunteer strategy.

Coordinators or Committees?

• It’s important to assess whether a goal or project is better suited for individual coordinators or a team. If a team approach is preferred, consider the naming carefully to set the right expectations, such as “Working Groups” for a results-focused outlook.

Where to Begin

• Utilize existing volunteers in member communities as a starting point, building upon past successes. If role descriptions are absent, the initial step is to create simple, clear written descriptions, including volunteer title, role description, qualifications, estimated time commitment, and relevant dates and deadlines.

Recommended Volunteer Roles

1. Global Conference Stream Team Representatives

   • Appointed by the Chair, ideally two or three experienced ILA members familiar with the conference’s focus and professional development needs. They should have a broad network to promote the Call for Proposals (CFP), requiring extensive online reading and comprehension of submissions. Volunteers should ideally commit to two years or more, with staggered terms for continuity of experience.

2. Global Conference “Community Tradition” Coordinator

   • Appointed to organize special events or traditions within the member community, requiring previous attendance or relevant experience at such events. Responsibilities may vary, but the focus is on coordinating the event during the Conference.

3. Online Community Coordinator

   • Plays a key role in developing an active online community, including discussions, resource libraries, and welcome messages for new members. Requires comfort with technology, regular internet access, and ideally a two-year commitment. Expected time commitment ranges from 2-4 hours a week during training to 1-2 hours thereafter.

4. Engagement Coordinator

   • Encourages ILA members to become active within the Member Community, focusing on filling gaps and connecting members with resources, encouraging volunteerism, and celebrating milestones. Ideal for individuals who enjoy networking and communication, potentially forming a fun team effort.

5. Outreach Coordinator

   • Focuses on recruiting new members by promoting the ILA and the Member Community to other leadership networks.

6. Activity/Program Coordinator

   • Organizes programs outside the Global Conference, such as networking events, webinars, roundtables, or other creative programming. The role involves developing explicit goals to serve the members of the Community.

Clear Role Definition

• Start by clearly outlining the volunteer role, responsibilities, and expected time commitment. This clarity attracts volunteers who are both capable and prepared for the commitment.

Strategies for Recruitment

• Move beyond just asking for volunteers in meetings. Utilize Calls for Volunteers via email or short surveys with a sign-up section to build a pool of potential volunteers. Ensure all volunteers are ILA members.

Personal Recruitment

• Understand that many members might not volunteer on their own but could be inclined to accept a specific task if asked personally by a respected peer.

Volunteer Pairing

• Encourage existing volunteers to recruit a “second” to mentor, preparing them to take over or share responsibilities in the future.

Multiplier Approaches

• Implement strategies that multiply volunteer engagement, like the example of a member recruiting five volunteers for a pilot project, effectively engaging 31 members in meaningful professional development.

Initial Meeting and Relationship Building

• Hold a meeting with new volunteers to establish a relationship, clarify expectations, set success metrics, and express gratitude for their commitment.

Communication and Responsiveness

• Ensure volunteers know how to reach you and maintain responsiveness to foster a supportive environment.

Coaching and Pairing

• Offer coaching for complex tasks, ideally by pairing new volunteers with experienced ones, to facilitate learning and confidence.

Handling Role Changes

• Be prepared to support volunteers who need to step down due to unforeseen circumstances, prioritizing communication and compassion to find the best solution.

As the Member Community fills volunteer roles, it could make sense to expand the leadership structure by
developing a Coordinating Council, Executive Leadership Team, or Steering Committee. Regardless of its name,
such a body with 2-3 core leadership team members and 5-7 volunteers can streamline communication and
collaboration among and between volunteers and the core leadership team.