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Volunteer Leadership Guide

Introduction to NODA

NODA Mission 

NODA was chartered in 1976 and continues the tradition of orientation, retention and transition  professionals who have met annually for over 40 years. Today, NODA is an international association  comprised of professional administrators, students, faculty and related organizations. The Association  strives to attract a pluralistic membership and leadership and endeavors to facilitate the professional  development of its members. NODA is further dedicated to inter-association cooperation, the  advancement of professional and ethical standards, and the production of scholarly works. 

NODA History 

The mission of NODA is to enhance and elevate evidence-based orientation, transition, and  retention practices in higher education that cultivate the development and education of student  leaders, graduate students, practitioners, and scholars. 

Core Purpose 

To create a community of practice that defines and enriches the fields of orientation, transition, and  retention. 

Core Beliefs and Values  

  • We believe in an equitable and inclusive community and actively build, foster, and  celebrate an environment that promotes connections among people and ideas for peer-to peer learning.  
  • We believe in serving our community of practice with an emphasis on supporting  members from historically underrepresented groups and marginalized identities. 
  • We value a diversity of ideas, institutions, and individuals.  
  • We practice integrity and model ethical behavior through adherence to professional  standards.  
  • We value learning and innovation through the research, acquisition, formation, and  dissemination of scholarly knowledge and by sharing new and emerging innovative  practices.  
  • We practice leadership by providing opportunities for professional growth and  development both at institutional campuses and within the Association.  
  • We take pride in the history and future of our services, programs, and resources. 

Roles & Responsibilities of the association

An organizational chart showing the roles related to NODA Volunteer Leadership and Association Staff

Volunteer Guidelines

Statement of Purpose: Volunteer Accountability

NODA was founded as an Association of professional educators volunteering to support the  mission of the Association. From membership services and finance, to conference planning and  educational workshops, volunteers have a strong history and foundation leading and cultivating  the Association we know today. With the establishment and growth of the association office  and staff alongside the recent leadership restructuring, formal leadership and volunteer  positions have been established to give greater opportunity and access to members wishing to  enhance their professional development through association volunteerism. 

The Leadership Development committee has created holistic policies and practice that  promote, encourage and educate future NODA leaders and volunteers. Position descriptions  and expectations, with established term lengths, meeting requirements and staff partners are  linked to all positions. 

In the event a volunteer or leader cannot fulfill their duties as noted in the position description,  it is expected they reach out in an appropriate manner of time to discuss their role and  responsibilities with their executive board or association staff partner. 

In the event a volunteer or leader has not fulfilled their stated expectations, it is expected that the executive board/staff partner or appropriate designee will discuss role expectations and create a plan of remedy with the volunteer. If that plan does not address the failure to meet role responsibilities, the volunteer may be asked to resign their position or if unresponsive, may be terminated. NODA believes strongly in volunteer and leader cultivation, and role removal will be deemed the last possible resolution as determined by the executive board or association  staff partners. 

  • No volunteer is authorized to obligate the Association to any undertaking without prior approval from the Association staff. NODA will not honor any contracts or agreements entered into by a volunteer without such prior approval. All contracts must be signed by the Executive Director. 
  • All contact with the Association’s legal counsel will be through the Executive Director.
  • Be familiar with NODA’s guiding documents: By-laws, Policy Manual, Standard Operating  Manual, Style Guide, Social Media Policy.
  • Be aware of NODA’s statements on: sustainability, ethics, non-discrimination, diversity  and inclusion statement.
  • Possess an adequate understanding of the Association’s programs, people, and resources available to achieve goals.
  • Be prepared, contribute, and attend meetings.
  • Schedule a transition meeting with your predecessor.
  • Each committee has a staff partner to help guide the process. Please be sure to CC your staff partner when Emailing other volunteers.
  • The Association office will coordinate all conference calls as scheduled.
  • Requests for funds should be brought to the Executive Director based on the budget request timeline.
  • Board reports are submitted in the Spring & Fall.
  • Proposals or motions for policy changes should be submitted to a NODA Board of  Directors via the committee Board liaison.
  • Meeting notes and documents should be uploaded to the appropriate committee group online.

Leadership Selection, Timeline, and Elections

Selection, Term, and Timeline

PositionTermElectedTerm DatesElected/
Selected By
President Elect 1 year December Jan 1-Dec 31 Members
President 1 year December Jan 1-Dec 31 Members
Past President 1 year December Jan 1-Dec 31 Members
Engagement and Access Officer3 yearsDecemberJan 1-Dec 31Members
Treasurer 3 years December Jan 1-Dec 31 Members
General Board Member 3 years December Jan 1-Dec 31 Members
Community Chairs 2 years December Jan 1-Dec 31 Executive Committee
Educational Initiatives  Committee Chair 1 year-MS2CT December Jan 1-Dec 31 President, President Elect and Past President
Finance Committee Chair (Treasurer’s Role)3 years-MSCT Treasurer term Jan 1-Dec 31 Members
Leadership Development  Committee Chair1 year-MS2CT December Jan 1-Dec 31 President, President Elect and Past President
Scholarly Practices &  Resources Chair1 year-MS2CT December Jan 1-Dec 31 President, President Elect and Past President
Standing Appointments1 year-MSCTDecember Jan 1-Dec 31 Executive Committee
Committee Members 2 years-MS2CT December Jan 1-Dec 31 Committee Chair and  staff partner

Leadership Opportunities – Timeline

PositionCall for ApplicationsAppointmentsTerm Length
Elected PositionsAugust December 3 years 
Starting January 1st
Community Chairs October December 2 years 
Starting January 1st
Association Committee MembersOctober December 2 years 
Starting January 1st
Annual Conference Program ChairMarch April 2 years 
Starting May 1st
Annual Conference Program CommitteeOctober April 2 years 
Starting May 1st

Committee Chairs

Association Standing Committee Structure 

The Association has ten standing committees. The responsibilities of the committee chair are described in detail. However, the committee charge, membership, and terms are listed below. 

Committee Chair Responsibilities 

Committee chairs are accountable to the Board of Directors for maintaining diverse,  appropriate committee membership and for fulfilling the committee charge. If a mid-term vacancy should occur among general Association members on any committee, the committee chair and staff partner will decide if and when a replacement is named.  

Transition of Committee Chairs 

Committee chairs shall pass along all committee information to new committee chairs 30 days following the president’s appointment of new committee chairs.

Committee Chair and Member Selection 

  • Committee chairs will be solicited, screened, and recommended by the Leadership Development Committee and appointed by the NODA President, President-Elect, and  Past-President.
  • Chairs will serve a one-year term and may serve up to two consecutive terms upon  approval of the President, President-Elect and Past-President (once the committee chair term ends, they do not serve on the committee).
  • Committee chairs are accountable to the Board of Directors for maintaining diverse, appropriate committee membership and for fulfilling the committee charge.
  • Each committee chair is responsible for working with their staff partner to fill their committee membership according to the guidelines below.

Committee Chair Guidelines

  • Work in consultation with the chair of the Leadership Development Committee and the Association staff to populate general committee members
  • Orient all new committee members to the committee
  • Set strategic direction for the committee to fulfill the goals and charge in alignment with the NODA strategic plan
  • Work with Association staff to ensure that committee members have the information needed to complete assignments, delegate and assign work to committee members as needed, and ensure that progress on tasks are being made
  • Convene committee monthly if needed 
  • Hold one in-person meeting at the annual conference (all other meetings will be held  virtually)
  • Develop meeting agendas and ensure that meeting minutes are taken and distributed
  • Serve as a conduit of information between the committee, Association staff and the Board of Directors (via the President-Elect)
  • Communication should include, but not limited to, committee progress on projects, decisions and issues 
  • Communicate with the President-Elect, Association, staff, other committee chairs, NODA leadership team members, and membership in order to relay information to  committee members that may impact the work of the Committee
  • Communicate the work of the committee with the NODA leadership and members
  • Post meeting minutes in the appropriate committee portal within 30 days of meeting
  • In preparation for the Spring & Fall Board meetings, work with the Association Staff Partners and Board liaison, submit reports to the Executive Director

The role & tasks of liaisons in NODA

Board Liaisons to Committees  

A Board Liaison(s) is a member of the NODA Board of Directors who maintains a critical  connection between the Board of Directors and a designated committee. The primary purpose  is to facilitate communication between the Board and committee. The Board Liaison(s) is the  Committee Chair’s primary contact for all governance-related issues and supports the Chair  with leadership of the committee as necessary. Board Liaison(s) is appointed by the NODA  Executive Committee and assignments begin annually in January. The Board Liaison(s), Staff  Partner and Chair(s) will work collaboratively to ensure the committee is meeting its charge  and the strategic goals of the Association.  

Overall Board Liaison(s) Responsibilities

The Board Liaison(s)

  • Facilitates communication between the Board and the committee (i.e., shares updates at Board update meetings/Board meetings; notifies the Executive Committee/Board of important discussions) 
  • Ensures the appointed committee operates within the parameters of their charge
  • Ensures the work of the appointed committee stays aligned with the strategic plan, the group’s charge, and annual list of identified tasks 
  • Provides regular updates to the Board on the committee’s goals, progress, and actions taken toward realizing the strategic plan  
  • Fosters collaborative working relationships between Association staff, Committee Chair, the Board, and committee members  
  • Balances the role of Board Member and Liaison carefully so as to not usurp the authority and leadership of the Chair 
  • Submit reports to the Executive Director (coping the Staff Partner) to include with overall Board reports 

Specific Tasks

  • Helps Chair identify potential cross-collaboration opportunities with other entities in NODA 
  • Initiates/facilitates conversations on collaborative opportunities to ensure  alignment with each committee’s strategic priorities and scope of work
  • Attends all committee meetings 
  • Participates in additional meetings as requested by the Chair  
  • Refers the Chair to their Staff Partner for questions outside of the scope of the Board Liaison role (i.e., anything operational) 
  • Recognizes the work of the Chair and committee members regularly, including sending them thank you messages at (or before) the Annual Conference
  • Checks in regularly with the Chair and Staff Partner to creatively support and address concerns as needed  
  • Helps the Chair understand what they are empowered to do in their role as committee leader, including creating a work plan, delegating tasks, making assignments, setting deadlines, mentoring new committee members, intervening when a member’s performance is below expectations, scheduling meetings, contacting the Board Liaison, the Staff Partner, the President, or the Executive Director at any time with questions  or concerns  
  • Helps the Chair define what meaningful participation and expectations are in terms of committee members’ contribution to the work of the group
  • Serves as an advocate for their committee during a Board meeting, as appropriate 
  • Prepares and presents motions to the Board on behalf of the committee and reports to their Chair and Staff Partner any relevant action taken by the Board  
  • Assists the Chair with governance issues, such as interpreting how the work of the group supports the strategic plan  
  • Escalates concerns to the President and Executive Director if the committee (or a  particular member or Chair) is unable to perform its work successfully for any  reason 

The Board Liaison’s expectations for communication are:

  • Contact the Chair to introduce yourself when Board Liaison(s) assignments are set
  • Check-in with Chair monthly to see if they have any questions, need any support, or have concerns or ideas related to the committee
  • Include the Staff Partner when communicating with the Chair 
  • If a meeting is scheduled with the Chair, include the Staff Partner  
  • Raise any Chair or committee issues at the next regularly scheduled meeting of the  Board and/or committee if not time-sensitive  
  • When sharing information with the Board on behalf of the committee, be clear  whether the committee is making a formal request or if they are simply offering  observations

Staff Partners to Committees

The primary purpose of the Staff Partner is to serve as a resource to the committee and to  promote its progress. In addition, the Board Liaison(s), Staff Partner and Chair(s) will work  collaboratively to ensure the committee is meeting its charge and the strategic goals of the  Association.  

The exact tasks of the Staff Partner will vary by committee. The overall role of the Staff Partner  is to:  

  • Provide information and resources as needed to support the work of the committee
  • Work with the committee to develop an administrative infrastructure that balances the  expertise of the Staff Partner and the needs of the committee
  • Help the Chair steward the committee with strategic goals and priorities in mind
  • In partnership with the Chair, set up meeting schedule and meeting agendas; meetings should be set up using the NODA Zoom 
  • Set up shared files for committee documents, including meeting minutes using the NODA platform  
  • Include the Board Liaison(s) when communicating with the Chair 
  • If a meeting is scheduled with the Chair, include the Board Liaison  
  • Ensure the alignment of group strategies with the goals and objectives as set forth by the Board  
  • Communicate and share information relevant to the group with the Chair in order  to ensure that the Chair is up to date on activities that directly impact their group
  • Work with Chairs to ensure the long-term productivity of the group, including providing relevant background information and/or committee history  
  • Assists Chair with leadership issues, such as how to motivate members, set schedules, and so on, as needed  
  • Works with Chair to ensure appropriate Chair succession planning and leadership  development of group members 
  • Attend meetings (if Staff Partner is not available, send a staff alternate)
  • Balances the role of Staff Partner carefully to not usurp the authority and leadership of  the Chair

Strategic Plan 

The Board of Directors engaged in a strategic planning process that culminated with a strategic plan that will provide intentional direction and long-term vision for NODA. At the center of the plan are goals designed to make NODA the premier association dedicated to the fields of orientation, transition, and retention.  

The strategic plan is designed to guide the Association over the next few years and will be revisited annually to assess the progress of the Association and determine the priorities for the following year. 

Strategic Plan Timeline

Each fall, the Board of Directors will review a set of Strategic Plan goals to prioritize for the upcoming year that are presented by the Association staff. These prioritized goals are the most important work of the Association for that year, but it does not limit work and progress toward all themes and goals within the strategic plan.

Board Liaisons

  • Review the prioritized goals with the Committee Chair and Staff Partner
  • Breakdown elements of the prioritized goals into objectives to be led by the committee
  • Discuss overall goals and objectives of the committee based within the prioritized goals
  • Develop timeline for objectives (goal of completing each objective by a specified time)
  • Encourage discussion items and updates on committee meeting agendas
  • Create motions (if warranted), on behalf of the committee and include operations review by Staff Partner

Staff Partner

  • Schedule meeting (using the NODA Zoom), with the Board Liaison(s) and Chair to discuss strategy for the priority work
  • Develop timeline for priority work that fits within the framework of operations
  • Set up online resource to track progress with the strategic priorities
  • Set up recurring committee meetings using the NODA Zoom
  • Share updates with Association staff members to determine crossover between committees
  • Set up collaborative discussion with Board Liaisons and Chairs of various committees if warranted
  • Work with the Chair to submit updates or reports for the Board of Directors (through the Board Liaison(s))
  • If needed, provide information for policy motions that connect to operations

Board Liaison(s)

  • Provide updates to the Board for the Spring Board Meeting
  • Work with the Chair and Staff Partner to prepare and submit documents to include for the Board report
  • Create motions (if warranted), on behalf of the committee and include operations review by Staff Partner


Staff Partner

  • Adjust the timeline (if needed),  for priority work that fits within the framework of operations
  • Share online resource to track progress with the strategic priorities with the Board
  • Work with the Chair to submit updates or reports for the Board of Directors (through the Board Liaison(s))
  • If needed, provide information for policy motions that connect to operations

Board Liaison(s)

  • Provide updates to the Board for the Summer 2024 Board Meeting
  • Work with the Chair and Staff Partner to prepare and submit documents to include for the Board report
  • Create motions (if warranted), on behalf of the committee and include operations review by Staff Partner

Staff Partner

  • Adjust the timeline (if needed),  for priority work that fits within the framework of operations
  • Share online resource to track progress with the strategic priorities with the Board
  • Work with the Chair to submit updates or reports for the Board of Directors (through the Board Liaison(s))
  • If needed, provide information for policy motions that connect to operations

Board Liaison(s)

  • Provide final priority updates to the Board for the Fall Board Meeting
  • Work with the Chair and Staff Partner to prepare and submit documents to include for the Board report
  • Create motions (if warranted), on behalf of the committee and include operations review by Staff Partner
  • Garner suggested goals/priorities with Chair and Staff Partner
  • Work with the Board of Directors to set new priorities/goals/benchmarks during the Fall 2024 Board meeting

Staff Partner

  • Adjust the timeline (if needed), for priority work that fits within the framework of operations
  • Share online resource to track progress with the strategic priorities with the Board
  • Work with the Chair to submit final updates or reports for the Board of Directors (through the Board Liaison(s))
  • If needed, provide information for policy motions that connect to operations

✔  Ongoing: Committee Progress shared with the Board throughout the year

Committee Descriptions

Standing Committees

Select or Special Committees

  • Standards & Policy Committee

Files and Resources

All meeting notes, minutes, and documentation should be uploaded to the appropriate group (Board, Committee, Leadership, etc.), using the NODA member-only section of the website.  Reports to the Board of Directors using the online program are expected for the fall and spring Board meetings.  Staff Partners should work in collaboration with Association chairs to submit reports.

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