Call to Leadership for Region A & C
PDK is moving forward with exciting new programs and initiatives, ever mindful of the great traditions upon which it was built. Now more than ever, PDK needs visionary Kappan leaders to serve on the PDK International Board of Directors.
Region A (Alaska, Arizona, Asia, California, Hawaii, Idaho, Montana, Nevada, Oceania, Oregon, Southeast Asia, Utah, Washington, Western Canada, Wyoming); and
Region C (Illinois, Indiana, Iowa, Michigan, Minnesota, North Dakota, South Dakota, Wisconsin, and all Cyberspace Chapters).
Candidates running for a seat on the PDK International board of directors must be a current PDK member. These individuals must also have been a member for the previous five consecutive years and have as their primary residence a state/province/country within the region that s/he represents.
The term of office for elected directors is three years and is limited to no more than two consecutive terms. Members of the board of directors are required to attend and participate in face-to-face meetings and quarterly conference calls. PDK covers all expenses to attend face-to-face meetings.
Members of the PDK International Board of Directors:
- Supervise, control, and direct the affairs of PDK, its committees, and publications;
- Determine association policy and adopt such rules and regulations for the conduct of its business as it deems advisable;
- Actively pursue its purpose and have discretion in the investment and disbursement of its funds;
- Undertake such additional duties, and appoint committees and other work groups as it deems necessary, for the conduct of association business; and
- Employ an executive director and establish the terms of such employment.
Candidates must submit the following information:
- A current resume/vita, limited to no more than four pages.
- Three letters of support provided by good-standing PDK members that highlight the candidate’s qualifications.
- Answers to the following:
- Provide specific reasons why you want to serve on the PDK International board.
- Provide examples of when you have made judgments or decisions that address conflicting interests while focusing on the interests of the larger group.
- Explain, from your perspective, what it means to “govern” as compared to “manage.” Provide specific examples of when you have “governed.”
How to Submit Candidate Materials and Deadlines
All candidate materials are due to the PDK International office by 5:00 p.m. EST on Friday, January 3, 2014. Materials should be submitted to Debbie Webb via email, fax, or mail.
Fax: 812-339-0018, Attn: Debbie Webb
Mail: PDK International, Attn: Debbie Webb, PO Box 7888, Bloomington, IN 47407-7888
Procedures and Timeline
December 3, 2013
Call for leadership notification sent to members of Regions A and C.
January 3, 2014
Candidate materials due at PDK International; materials reviewed by PDK nominating committee and evaluated based upon a board-approved rubric. (The rubric is provided below.) The nominating committee reserves the right to also hold conference call interviews with potential candidates if deemed necessary.
Note: Incumbent board members desiring to serve a second term are automatically established as one of two candidates.
January 31, 2014
Nominating committee identifies slate of up to two candidates for each region.
February 14, 2014
Candidate ballot materials due to PDK International; materials include a head and shoulders picture, 250-word biographical statement, 250-word position statement, and a commitment letter.
April 1, 2014
Election begins (All balloting is accomplished online).
May 1, 2014
Election complete; results posted.
For More Information
Application Scoring and Rubric
The nominations and elections committee will screen documents submitted by potential candidates using the rubric below.
I) There is evidence that the candidate:
- has had little or no opportunity to serve in leadership or teambuilding roles.
- does not understand that the board’s role is to govern, i.e., give direction and monitor the CEO’s performance and not engage in day-to-day management decisions.
- has knowledge of the association or whatever knowledge he or she has is focused on the past as opposed to the future.
- wants to serve on the board for reasons that could be interpreted as self serving.
II) There is evidence that the candidate:
- has an understanding of the association that is based on past and not current practices.
- has difficulty articulating the differences between management and governance — giving examples of management responsibilities versus governance.
- while stating a commitment to the future, was unable to express how or why the future should be different.
- has had limited leadership and team-building experiences, and cannot clearly state the value that he or she would bring to the association by serving on the board.
III) There is evidence that the candidate:
- possesses a good understanding of the association.
- is open to progressive ideas on how the association can change to better serve its members.
- while having limited leadership and team-building experiences, shows the potential to make difficult decisions and to work well with others for the good of the group.
- has had limited or no governance experiences, but can clearly articulate the differences between governance and management and the role as a board member.
- can clearly state the value he or she brings to serving on the board and would place the well being of the association before personal interests.
IV) There is evidence that the candidate:
- has made difficult decisions that focus on the best interests of the group or organization and could do so as a member of the board.
- has demonstrated his or her ability to cultivate a productive team environment.
- has had prior experience serving on a board and clearly understands the difference between governance and management, i.e., the board establishes direction and executive limitations, but is removed from day-to-day operations.
- demonstrates a clear appreciation for the board’s work indicating that he or she had conducted careful research and realizes that while the past provides an important historical perspective, it is more important to envision a future different from the past or present.
- would place service to the association before his or her own personal interests.