Transcript LSC Leadership Workshop

LSC Leadership Workshop
USAS Convention
September 13, 2005
1
Why is it always me?
• 2%
“Leaders”
• 5-10% “Doers”
• 15-20% “Do Somethingers”
• 68-78% “Belongers”
2
Your LSC Board Wheel of
Success
3
Organization Life Cycle
Conception
Organization is
Accepted
management
RevitalizationAbilities
mastering
itswith
Organization
to cope
grows
Infancy
practices
are
Excitement
“FounderRecognized
has
begun
for
to
environment
serving
environment
steadily,
but is
&&awkward
serve
the
implemented,
including
wane;
entrepreneurs”
the
past
seems
are
coming
in
to
thevoluntarily
needs
its
in
dealings
real
with
internal
the
Revitalization
ofofmission
&
formalized
operational
rule
charge;
andtogether
organization
innovation
as an
is
members.
Management
members
coordination
are
and
vulnerable.
outside
philosophy.
Defining
or
Old Age
&
personnel
policies.
struggles,
not
organization
highly
however,
valued;
to
as
solve
Puberty
is
firmly
established.
Bickering
world.
Organization
among
the
redefining “service niche”
Bureaucracy
is
born,
&
every
complacency
mutual
job
requires
problems…high
prevails
more
Risk
is
trying
to
do/be
leadership,
moves
to
a
internal
more
…the essential needs of
with
it,founders
internal
work
and
energy
than
there
is
&
no
enthusiasm
realcan
“everything
for
professional
control
suffers,
managerial
things
members that must
be met
“politics”.
sense
ofeveryone”.
accomplish
urgency
or zeal.
Late Adulthood
seem
approach.
to
come apart.
Young Adulthood
Adulthood
Source: American Society of Association Executives
4
The Working of the LSC
Board
I. Board Basics
A.
B.
C.
Governing principles
Legal Duties
Basic Responsibilities
II. The Functioning
Board
A.
B.
C.
Board Meetings
Board Member Responsibilities
Board Building
5
Describe your board as if it is
a vehicle and why?
What do you consider to be the
three top responsibilities of the
board?
6
Contexts for the Board’s
Work
• Society
• The Nonprofit Sector
• The Community
• The Organization
7
I. Board Basics
A. Governing Principles
B. Legal Duties
C. Basic Responsibilities
•
Finances and Fundraising
•
Assessment and Evaluation
8
A. Governing Principles
• Mission
– Shared vision
– Primary responsibility
– Reviewed annually
9
The Mission Statement
• Guide and roadmap
• Indicates focus and purpose
• Includes
– The purpose
– The business
– The values
10
If you don’t know where you’re
going, it doesn’t matter how you
get there!
• Is a mission
statement necessary?
• Can it be generic?
• Does it reflect your
theme?
11
Equal competitive opportunities for all swimmers
A high caliber competitive experience for nationally
ranked swimmers
We have a lot of fun
Number 1 at Zones
We service a very large number of athletes
Mediocrity at its finest
Our clubs make lots of money running meets
We’re run by the LSC Mafia
Lots of athletes, nobody at Nationals
Zones, Zones, Zones…it’s all about Zones
Doing what we’ve always done because “it works.”
Age Group Swimming is where “it’s at.”
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Strategic Planning
• Definition
– A plan for the future
– Addresses future challenges
• How are we going to do this?
– Goals
– Objectives
– Strategies
– Tactics
13
Interesting Questions
– What is our motive?
– What is our purpose?
– Do we have a mission?
– What are our values?
– What is our vision?
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Governing Principles for
Boards
• Oversight
• Establish checks
and balances
• Legal, ethical, &
responsibilities
• Chief executive
• Conflict of interest
• Governance vs
management
• Evaluation
15
Governing Principles for Boards
• Resource Development
– Financial
– Human
• Outreach
– Articulate voice
16
B. Legal Accountability
• What is governance?
• What, if any, are the legal requirements of
board and board members?
• Why are boards considered a critical part
of nonprofit organizations?
• In what ways do boards meet public
expectations for accountability and
openness?
17
Board Structures-Bylaws
By-laws determine:
• the organization structure
• the rights of the people involved in
the structure
• procedures by which rights may be
exercised
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Board Legal Duties
• Duty of Care
• Duty of Loyalty
• Duty of Obedience
19
Elements of a
Conflict of Interest Policy
• Disclosure
• Clear removal from discussion and
voting
• Mechanism for keeping the board chair
informed
20
C. Board Responsibilities
• Determine LSC’s mission
•
•
•
•
•
and purpose
Select permanent office
person
Support and evaluate office
person
Ensure effective LSC
planning
Ensure adequate resources
Manage resources
effectively
• Determine, monitor, and
strengthen the LSC’s
programs and services
• Enhance the LSC’s public
standing
• Ensure legal and ethical
integrity and maintain
accountability
• Recruit & orient new board
members and assess board
performance.
Adapted from Ingram, Richard, Ten Basic Responsibilities of Nonprofit Boards (BoardSource, Revised 1996)
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Fulfilling the Responsibilities:
Policy Setting
• Establish Policy Objectives
• Formulate Policy Statements
• Implement the Policy
• Evaluate the Policy
22
Fulfilling the Responsibilities:
Financial Aspects
Nonprofit is a tax status, not a business plan.
• Fiduciary Responsibility
• Financial Basics
• Monitoring
• Adequate Controls
• Overseeing Legal Obligations
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Financial Oversight
• Financial Statements
• Tax Forms
• Financial Oversight
– Key Questions
– Assessment
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Budgeting and Finance
• Basic Understanding: cash management
and bookkeeping
• An accountant
• A bank
• Don’t keep it in a
Shoe Box!!
25
Budgets
• Budgeting
– Project income, profit, losses
– Fixed expenses, variable expenses
– Hard money budget vs. program enrichment
budget
– Variable revenue
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Budgeting
• WHAT YOU PLAN TO ACCOMPLISH
• How much do we need to reach our goals?
• NOT: how much do we have?
27
Hard Money Budget
• Items you can’t afford to be without
• Covered by basic fees
• Examples:
•
•
•
•
Basic Administrative/staff costs
Registration
Basic Zone expenses
Other?
28
Program Enrichment Budget
• Plan and dream
• Immediate & long term needs
• Immediate: Necessary to make progress
this year towards your vision
• Long term: what do we need in future to
meet strategic plan?
29
Sources of Revenue
• Have a sound business plan
• Revenue
– How can you increase revenue?
– Private individuals/donations?
30
Resource Development
• Overview
• 80/10/5/5
• USA Swimming corporate sponsors
• Finding a local sponsor
• Adequate reserves
31
Fulfilling the Responsibilities:
Assessment and Evaluation
• Assess/evaluate the LSC regularly
• The standards are:
– the mission statement
– the strategic plan
– stated goals
32
Evaluation of the Board
• Should be done regularly and
constructively
• Time for introspection…individually and as
a group
• Times when evaluation is beneficial:
– LSC in transition
– LSC examining their roles and responsibilities
– LSC undergoing strategic planning
33
Evaluation of the Office/Staff
• Who evaluates?
• Should be done regularly and constructively
• Examine LSC goals and how the staff performance
•
•
•
supports and ensures their implementation
Establish measurable objectives related to LSC goals
and to leadership and management qualities.
Determine the staff relationship with the board and
the members
Should be based on job description and written
contract
34
Evaluations
1.
2.
3.
4.
5.
6.
7.
Write CURRENT job description
Objectives for current year & progress
Objectives for next year & time frames
Extraordinary things
Areas for improvement
Where do you see yourself in 5 years?
What can employer do to help?
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Key questions for LSC
Assessment
• If we were to establish the LSC today, would we
•
•
•
•
•
choose to do exactly what we are doing now?
Are the priorities explicit in our programs consistent
with those expressed in the mission statement?
Of the various LSCs like ours, which are the best?
Who are the persons we most want to serve?
What are the circumstances that most affect our
work (needs, funding, technology, competition), and
how are they likely to change over the next 3-5
years?
If operating a truly effective LSC would be a crime,
would we be indicted?
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Communication Effectiveness
Two Way
One Way
Speech
O n e on O ne
S m a ll G ro up
Handwritten note
Letter Personal/Business
Memo
L a rg e G ro up
T e le p h o ne
Form Letter
Blast e-mail
Special Report
E -M a il
F ax
Article
Magazine
Brochure/Pamphlet
Website
Source: NCNB, Sandy Hughes
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II. The Functioning Board
A. Board Dynamics
• Meeting Preparation
• Building the Board Meeting Agenda
–
–
–
–
Prepare and send in advance
Prioritize agenda items
Relate agenda items to goals of the LSC
Consent agenda for package approval
• Meeting Roles
– Do homework, be open to ideas, speak up, stay on the
subject, act on your responsibilities after the meeting
• Executive Sessions
• Minutes
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B. Board Member Responsibilities
Individual Board Members
• General Expectations
• Prepare for and attend
•
•
•
Meetings
Relationship with the Staff
Dealing with Conflict
Fiduciary Responsibility
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The Board Member and
Committees
• Permanent (Executive, Finance, Nominating,
•
•
Fundraising)
Ad Hoc/Task Force (Planning, Program,
Marketing)
Advisory Groups
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The Role of the Chair
•
•
•
•
•
•
•
•
Build Participation
Acquire and Communicate Information
Evaluate Performance
Delegate
Raise Funds
Be Visible in the Community
Develop Board Leaders
Other Officers
Developed by M.M.P. Associates.
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Other Officers
• Vice President
• Secretary
• Treasurer
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The “Permanent Office” Staff
• Leads and manages
• Communicates
• Educates
• The “face” of the
LSC
– The person who
deals with the public
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10 Things Leaders Do
•
•
•
•
•
Personal responsibility
Simplify constantly
Understand breadth,
depth and context
The importance of
alignment and time
management
Learn constantly and
learn how to teach
• Stay true to your own
•
•
•
•
style
Manage by setting
boundaries with freedom
in the middle
Stay disciplined and
detailed
Leave a few things
unsaid
Like people
Source: GE's CEO Jeff Immelt
Fastcompany.com
44
Characteristics of an Effective
Board-Staff-Committee
Partnership
• Common Expectations
• Cooperative Planning
• Open and Honest
•
•
Communication
Respect
Mutual Evaluation
•
•
•
•
Where we are going
Why we are going
How we will get there
How we will know we
have arrived
…results in a clear and
common understanding of…
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C. Board Building
• Identify board needs • Rotate board
• Cultivate potential
members
board members
• Evaluate the board
• Recruit prospects
and individual
• Orient new board
members
members
• Celebrate successes!
• Activate all board
•
members
Educate the board
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Orientation: About the LSC
• Program
Offer new board
members a feel for
the work of the
LSC-What it does,
whom it serves,
what difference it
makes to get them
emotionally and
intellectually
connected and
motivated
•Video, slides or
film presentation
on the programs
offered
•Verbal
presentations
•Written materials
47
Orientation: About the LSC
• Finance
Help new board
members become
informed about
where money
comes from, how it
is spent and the
state of the LSC’s
financial health.
•Presentation by
the treasurer
•Background
materials (most
recent audit,
budget,
financials),
graphically
presented if
possible
48
Orientation: About the LSC
• History
Provide sufficient
knowledge about
the past so that the
present makes
sense.
•Stories told by
“old timers”
•Pictures
•Written materials
49
Orientation: About the LSC
• Strategic
Direction
Present a
framework for new
members to
participate
effectively. Clarify
the mission, vision,
values, and goals
•Presentation/
discussion led by
or board chair
•Copy of strategic
plan (or other
documents,
especially mission
statement, if no
plan is available)
50
Orientation: About the LSC
Help new board
members
understand who
does what and
what the lines of
accountability are.
• LSC
• Structure
•Copy of the
bylaws, IRS
determination
letter
•Chart of
committees
•Introduction to
officers
51
Orientation: About the Board
• Board
Roles
Assure that new
board members
understand the
roles of the board
•Presentation/
discussion,
preferably with
the whole board
involved
•Written materials
52
Orientation: About the Board
Assure that new
board members
• Board Member understand their
Responsibilities responsibilities
•Presentation/
discussion
•Signed
agreement (job
description),
including
conflict of
interest and
ethical
statements
53
Orientation: About the Board
Help new board
members
understand how
the board operates
• Board
so that they may
Operations
participate
effectively.
•Board manual
•Board mentors
•Committee lists,
with committee
charges and
member lists
54
Orientation: About the Board
Facilitate new
board member with
other members
• Board
•List of board
members
•Board member
biographical data
•Time set aside for
social interaction
Members
55
Conclusions:
Hallmarks of an Effective Board
1. Clarity about roles & responsibilities
2. Focus time & attention on important
things
3. Restructures board work to get
important things done
4. Views board composition as strategic
5. Uses evaluation to learn rather than
criticize
56
Hallmarks of an Effective Board
6. Has the confidence to take risks
7. Has constructive relationship with the
LSC staff/office personnel
8. Open and honest communication
9. Board works together as an effective unit
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Contacts…
If you have any questions please contact
one of USA Swimming’s Sport
Development Consultants
• Eastern Zone - Ira Klein
• Southern Zone – Dave Thomas
• Central Zone - Randy Julian
• Western Zone – Kim Holmes
Phone: (719) 866-4578
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