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LSC Leadership Workshop

LSC Leadership Workshop. USAS Convention September 13, 2005. Why is it always me?. 2% “Leaders” 5-10% “Doers” 15-20% “Do Somethingers” 68-78% “Belongers”. Your LSC Board Wheel of Success. Organization Life Cycle. Conception. Revitalization.

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LSC Leadership Workshop

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  1. LSC Leadership Workshop USAS Convention September 13, 2005

  2. Why is it always me? • 2% “Leaders” • 5-10% “Doers” • 15-20% “Do Somethingers” • 68-78% “Belongers”

  3. Your LSC Board Wheel of Success

  4. Organization Life Cycle Conception Revitalization Organization is mastering its environment & serving the needs of its members. Management is firmly established. Risk is trying to do/be “everything for everyone”. Accepted management practices are implemented, including formalized operational & personnel policies. Bureaucracy is born, & with it, internal “politics”. Abilities to cope with environment & serve the real needs of the members are vulnerable. Bickering among the leadership, internal control suffers, things seem to come apart. Organization grows steadily, but is awkward in dealings with internal coordination and outside world. Organization moves to a more professional managerial approach. Infancy Excitement has begun to wane; the past seems to rule and innovation is not highly valued; complacency prevails and there is no real sense of urgency or zeal. “Founder-entrepreneurs” are in charge; organization struggles, however, as every job requires more work than founders can accomplish Recognized for voluntarily coming together as an organization to solve mutual problems…high energy & enthusiasm Revitalization of mission & philosophy. Defining or redefining “service niche” …the essential needs of members that must be met Old Age Puberty Late Adulthood Young Adulthood Adulthood Source: American Society of Association Executives

  5. The Working of the LSC Board • Board Basics • Governing principles • Legal Duties • Basic Responsibilities • The Functioning Board • Board Meetings • Board Member Responsibilities • Board Building

  6. Describe your board as if it is a vehicle and why? What do you consider to be the three top responsibilities of the board?

  7. Contexts for the Board’s Work • Society • The Nonprofit Sector • The Community • The Organization

  8. I. Board Basics A. Governing Principles B. Legal Duties • Basic Responsibilities • Finances and Fundraising • Assessment and Evaluation

  9. Governing Principles • Mission • Shared vision • Primary responsibility • Reviewed annually

  10. The Mission Statement • Guide and roadmap • Indicates focus and purpose • Includes • The purpose • The business • The values

  11. Is a mission statement necessary? Can it be generic? Does it reflect your theme? If you don’t know where you’re going, it doesn’t matter how you get there!

  12. 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.” Examples of LSC Themes

  13. Strategic Planning • Definition • A plan for the future • Addresses future challenges • How are we going to do this? • Goals • Objectives • Strategies • Tactics

  14. Interesting Questions • What is our motive? • What is our purpose? • Do we have a mission? • What are our values? • What is our vision?

  15. Oversight Establish checks and balances Legal, ethical, & responsibilities Chief executive Conflict of interest Governance vs management Evaluation Governing Principles for Boards

  16. Governing Principles for Boards • Resource Development • Financial • Human • Outreach • Articulate voice

  17. 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?

  18. 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

  19. Board Legal Duties • Duty of Care • Duty of Loyalty • Duty of Obedience

  20. Elements of a Conflict of Interest Policy • Disclosure • Clear removal from discussion and voting • Mechanism for keeping the board chair informed

  21. 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. C. Board Responsibilities Adapted from Ingram, Richard, Ten Basic Responsibilities of Nonprofit Boards (BoardSource, Revised 1996)

  22. Fulfilling the Responsibilities:Policy Setting • Establish Policy Objectives • Formulate Policy Statements • Implement the Policy • Evaluate the Policy

  23. Fulfilling the Responsibilities: Financial AspectsNonprofit is a tax status, not a business plan. • Fiduciary Responsibility • Financial Basics • Monitoring • Adequate Controls • Overseeing Legal Obligations

  24. Financial Oversight • Financial Statements • Tax Forms • Financial Oversight • Key Questions • Assessment

  25. Budgeting and Finance • Basic Understanding: cash management and bookkeeping • An accountant • A bank • Don’t keep it in a Shoe Box!!

  26. Budgets • Budgeting • Project income, profit, losses • Fixed expenses, variable expenses • Hard money budget vs. program enrichment budget • Variable revenue

  27. Budgeting • WHAT YOU PLAN TO ACCOMPLISH • How much do we need to reach our goals? • NOT: how much do we have?

  28. 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?

  29. 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?

  30. Sources of Revenue • Have a sound business plan • Revenue • How can you increase revenue? • Private individuals/donations?

  31. Resource Development • Overview • 80/10/5/5 • USA Swimming corporate sponsors • Finding a local sponsor • Adequate reserves

  32. Fulfilling the Responsibilities:Assessment and Evaluation • Assess/evaluate the LSC regularly • The standards are: • the mission statement • the strategic plan • stated goals

  33. 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

  34. 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

  35. Evaluations • 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?

  36. 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?

  37. Communication Effectiveness Two Way One Way Source: NCNB, Sandy Hughes

  38. II. The Functioning BoardA. 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

  39. Board Member ResponsibilitiesIndividual Board Members • General Expectations • Prepare for and attend Meetings • Relationship with the Staff • Dealing with Conflict • Fiduciary Responsibility

  40. The Board Member and Committees • Permanent (Executive, Finance, Nominating, Fundraising) • Ad Hoc/Task Force (Planning, Program, Marketing) • Advisory Groups

  41. 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.

  42. Other Officers • Vice President • Secretary • Treasurer

  43. The “Permanent Office” Staff • Leads and manages • Communicates • Educates • The “face” of the LSC • The person who deals with the public

  44. 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 10 Things Leaders Do Source: GE's CEO Jeff Immelt Fastcompany.com

  45. 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 Characteristics of an EffectiveBoard-Staff-Committee Partnership …results in a clear and common understanding of…

  46. Identify board needs Cultivate potential board members Recruit prospects Orient new board members Activate all board members Educate the board Rotate board members Evaluate the board and individual members Celebrate successes! C. Board Building

  47. Program Orientation: About the LSC

  48. Finance Orientation: About the LSC

  49. History Orientation: About the LSC

  50. Strategic Direction Orientation: About the LSC

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