Presentation on theme: "SUNA’s Orientation for Leadership"— Presentation transcript:
1SUNA’s Orientation for Leadership A guide for Professional Development
2What is a non-Profit Organization? A Non-Profit Organization (NPO) is a voluntary, not-for-profit, organized group whose aim is to serve the interest of its members by offering programs and services to meet its member’s needs.The organized group or association is governed by a volunteer board of directors.(Hnatiuk, Mentoring the Stars, 2nd Edition)
3Volunteer LeadershipVolunteering for a professional society increases opportunities to network with peers in your same area of interests and backgroundThere is no such thing as a “Born Leader”- Leadership is learned and acquired over timeLeadership is based on experiences and strengthsStrength = Natural Ability + Knowledge + Skill + PracticeKnow your unique strengths and invest in them!Matthew G. Marvin, 2012 Nursing Alliance Leadership Academy (NALA)
4What is Leadership?Accepting the role of leadership is accepting the challenge to make a positive impact and difference in the lives of othersHow one leads is a reflection of individual self, the organization’s value, and the profession at largeReal leadership is responsibility focused- not power basedLeadership is not produced by one person but something people create together as a teamLeaders have an opportunity to make the organization’s goals and values visible and share them with othersGeraldine Polly Bednash, 2012 NALA
5Board of Directors Roles Advocates/Ambassadors for the organizationCohesive/TrustworthyStrategic thinking and planningInnovativeMission/Vision DrivenMember drivenEnsure financial resources and oversightEvaluate processes and performance outcomesMaintain a relationship with Executive Director and Management StaffCollaborates with other organizationsIndividual board member responsibilitiesBoardSource, 2009
6Advocates/Ambassadors for SUNA SUNA Leaders are ambassadors for the organization’s overall mission, vision and values (guiding beliefs)Know your “pitch” or story of what SUNA has done for you and share it with othersLeaders have the opportunity to articulate the value of participation at every level in SUNA to members in order to engage them in the mission, vision and values of the organization to build excitement and inspire the membership in order to grow itAmbassadors develop and encourage members to become new leaders for the future-it is a return on your investment for the organization!Board members must interact responsibly with others as their words are perceived as the “Board’s Voice”Associations Now, The Volunteer Leadership Issue, 1/2012
7Cohesive/Trustworthy Express your desire to work as a teamPut the team’s needs first- it takes discipline!Governance is a collective act- decisions are made together as a board in formal or informal sessionsCreate a sense of partnership –stay cohesive inside and outside of board (or any leadership) meetingAdopt a collaborative approachBe truthful when communicatingReveal your conflicts of interestGet to know one another with open discussionsMaintain confidentialityKeep deliberations confidential and only make final decisions publicSpeak with one voiceFind a balance between having fun, building trust and tackling important and sometimes difficult decisions!
8Strategic thinkingStrategic thinking is the creative way members in an association plan and generate the future or establish direction for the organizationStrategic thinking involves using intuition and insight to develop ideas to plan for the organization’s future well being and ultimate successStrategic thinking happens each time the board and staff meet together!Strategic thinking skills develop over time and with repeated useStrategic thinking is the precursor to strategic planningA highly functioning board is 90% strategic and 10% operational!Sherry Schiller, 2012
9Strategic PlanningThe strategic plan is the written framework of goals for achieving the mission, vision and values that guide the organization-it translates the mission /vision/values into objectives and goalsStrategic planning involves prioritizing a few goals within the strategic plan that will make the greatest impact for the organization, then devoting time and energy to ensure adequate resources are available to develop themA strategic plan insures there is a consensus on what is to be accomplished, it is a fluid document that should adjust for relevance and constant changesBODs must see the Big Picture - Establish Policies and StrategiesTry innovative and courageous ideas!A strategic plan should be transparent to the membership and re-developed every 3 to 5 years. (See SUNA website for SP)
10Innovative/Change Agent Successful innovation and change involve targeted, incremental changes that stimulates the member’s value, loyalty and excitement to rise every yearInnovation for board members involves:-identifying problems you need to solve-surveying your membership regularly-analyzing your financial trends (budget) and human resources (members) regularlyBe in the business of creating a strong organization that can fund it’s mission and purpose.Associations Now, The Volunteer Leadership Issue 1/2012
11Mission and Vision Driven The board of directors is responsible to ensure the organization’s Mission and Vision (M/V) statements are clearly stated and advanced.The Mission and Vision statements guide organizational strategic planning, programs and services, volunteer initiatives as well as priorities.The board will periodically review the M/V statements with emerging trends in the environment and feedback from it’s members, volunteers, staff, constituents and industry partners for continued adequacy and appropriateness.“It’s not about us – it’s about the mission.” (Sister Marie Kieslich, VP of Sisters of Mercy) Geraldine Polly Bednash, 2012 NALA
12Mission and Vision Statements DefinitionsMission Statement ~ Should express what “business” we want to be in and tell others what we do, who we serve, how and why.Vision Statement ~ Should express our priorities and who we strive to be as an organization.Sherry Schiller, 2012
13SUNA Mission Statement As a professional community of urologic nurses and associates, SUNA is committed to enriching the professional lives of our members and improving the health of our patients and their families, through education, research, and evidence-based clinical practice.
14SUNA Vision StatementA dynamic, varied and robust organization, SUNA is recognized by medical professionals, patients, their families, and the public as the nursing authority on collaborative, compassionate, and culturally competent urologic care.
15Core ValuesCore values are the association’s beliefs and principles that guide planning and operations.SUNA’s Guiding Beliefs (core values) should be used as a foundation to help set priorities.SUNA’s guiding beliefs were established in and are listed on the SUNA Home Page under the “Who We Are” tab.
16Member DrivenThe most effective Leaders understand their membership’s needsRegularly assess the effectiveness of programs and services for member satisfactionUse member focus groups and surveys to explore what programs/services should be added or discontinuedChange is difficult, but organizations must keep up with the competitive environment and changing demands of our current and future membersRace for Relevance, 2011
17Member Driven, cont.Leaders ensure member’s are getting value for their membership dollarsBudget driven- some programs and services will outlive their usefulness and must be let goDepend on the national office staff professionals to explore ideas and gather reliable data to make informed decisions about new projects/programs/servicesPrecisely define the Association’s optimum member market to rationalize and align programs, services, products and activitiesRace for Relevance, 2011
18Financial Resources & Oversight Financial oversight encompasses the following:Fiduciary- definitionProper use of fundsAnnual AuditFund raisingApprove annual budgetInvestment policiesIRS Form 990
19Financial Resources & Oversight, cont. Foremost – ensure there are sufficient funds to operate!The board must ensure there is a diverse revenue stream to generate income, i.e.; membership dues, programs and services, publication sales, conference registrations, marketing sales, and education feesLeaders must ensure adequate financial resources are available to promote it’s missionThe board and national office staff have the responsibility to not spend beyond it’s meansEnsure programs and services are cost effectiveFollow policies to prevent waste of resources!
20Definitions of Financial Stewardship Fiduciary: hold in trust of association and act in it’s best interestAudit: review of financial transactionsRevenues: income from providing goods or programs and servicesExpenses: amount the organization spends to run it’s activitiesReserves: unrestricted assets that are reasonably liquid, minus liabilitiesBoard Source, 2012
21Definitions of Financial Stewardship Assets: Something worth value owned by the organization that can be converted to cashLiabilities: Obligations or debts owed to others (transfer of assets)Risks: Possibility of loss or injury, a legal liabilityTax Exemption: Exempt from tax (SUNA is a 501(c) (3)Non-Profit: Association is established to promote a professionBoard Source, 2012
22Risk is ConstantAs board members come and go, the board’s overall risk tolerance may changeRisk tolerance is directly related to an organization’s ability to communicateKey for leadership to communicate with members and stakeholdersSometimes increased risk is needed to be more relevant and innovative to survive(Example: Going 100% electronic with UroGram)Associations Now The Volunteer Leadership Issue, 1/2011
23Fiduciary“Fiduciary is a duty that requires board members to stay objective, unselfish, responsible, honest, trustworthy, and efficient. Board members, as stewards of public trust, must always act for the good of the organization, rather than the benefit of themselves. They need to exercise reasonable care in all decision making, without placing the organization under unnecessary risk.”Patricia E. Thompson, 2012 NALA
24Fiduciary RoleUnderstanding and reviewing financial statements to ensure controls and dealing with the budget, investment advisors and audit reports can be overwhelming. Work with the Staff to make sure you understand your fiduciary role. They are there to help!
25Fiduciary Responsibilities Fiduciary responsibilities go beyond planning for the future strategies, approving budgets and evaluating the Chief Executive Officer,A legal duty to hold the trust in the association and put the interest of the organization ahead of one’s own personal interestsEntrusted with management of assets belonging to othersBoard members must disclose any conflicts of interestMaintain the organization’s confidentiality as neededBoard members must have an understanding of financial statements, budgets and economic trends2012 NALA
26Proper use of funds Ensure resources promote the mission and goals Ensure funds are distributed appropriately – monitored by board and staffEnsure funds will benefit the future of the organizationEnsure reserve funds are available for the future or rainy day- the board must oversee investmentsEnsure lawful and ethical behaviors- Example: Audits - transparency and accountability are key!Financial Responsibilities of Non-Profit Boards, Second Edition
27Annual AuditExternal audits should determine if financial statements fairly reflect it’s financial positionPerformed by an independent certified public accountant (CPA) to be able to give an opinion that an organization’s financial statements are fairly stated in all materials.Audits are reported to the board, not just the management association
28FundraisingBoard members must set a strong example by making personal contributions to support the organization, i.e. donate to the SUNA Foundation or an annual contribution fundThe dollar amount is not as important as that YOU give!Open doors through professional and personal networks to secure resources for the organizationAcknowledge and thank donors, to include corporate members and individuals for monetary and time commitmentsRemember- members are a valuable human and financial resources to any organization!
29Approve Annual BudgetSUNA’s budget year runs from April 1st to March 31st of each fiscal yearThe annual budget is approved at each Spring board meetingNew projects or ideas must be presented with a projected budget to ensure financial supportThe budget is a fluid document that is monitored by board and staff throughout the year to make sure the budget is consistent with the operation’s cost and strategic plan
30Investment PoliciesInvestment policies are necessary to maximize an organization’s asset allocations and ensure future financial stabilityAsset allocations are the percentage of investments placed in different asset classes, such as Large Cap, Small Cap, International Stocks and BondsThe model SUNA has approved for asset allocation of reserve funds is the “Efficient Frontier” based on the Nobel Prize winning theory of Harry Markowitz and Dr. William Sharpe, 1990.SUNA investments are managed by Royal Bank of Canada (RBC) Wealth Management, which is the sixth largest full-service investment firm in the USThe goal is to grow SUNA’s reserve asset investments over a long term to maximize returns without undue riskLou Monnoleto, RBC Wealth Management
32IRS Form 990The Internal Revenue Service (IRS) Form used to report annually to the IRS on the financial and other activities of a tax-exempt organizationEnsure the organization or chapter files on a timely basisFailure to file a Form 990 or Form 990-EZ is cause for automatic loss of tax exemptionChapters who have income < $50,000 can electronically submit Form 990-N2012 NALA
33IRS Form 990 Gross receipts of $200,000 + Revenues/Expenses Assets/LiabilitiesMissionGovernance policesProgram areas2012 NALA
34IRS 990-EZ Form Used for gross receipts between $50,001 to $200,000 2012 NALA
35Many SUNA chapters will file the Form 990-N IRS Form 990-NElectronic Post cardGross income of $50,000 or lessLoss of tax status if fail to file 3 consecutive years!2012 NALAMany SUNA chapters will file the Form 990-N
36Evaluate Processes and Performance Outcomes The board’s fundamental responsibility begins with ensuring current and proposed programs and services align with the organization’s stated Mission and Value’s StatementsHow well the organization succeeds is the heart of the board’s interest to ensure goals are achievedThe board’s work should focus on the organization’s impact- determined by number of member’s served, number of attendees at particular events or programs attended, evaluations, realized revenues and expenditures and changes in behaviors or conditions over time
37Processes and Performance Outcomes How do you evaluate outcomes?Ask what difference are we trying to make?Collect “reliable” data and information to assess operational effectiveness (i.e., evaluations, surveys’ and focus groups)Study the cost-benefit ratio of major programs and services as well as new undertakingsEvaluate which programs/services are not optimizing the resources required to sustain them
38Processes and Performance Outcomes Board members should know which programs and services are “signature” and whyEvaluate which are the weakest or least consequential to the organization’s missionWhich are revenue producers?Which services are not self sustaining and why?Work with staff to provide reliable and useful data to compare major undertakings year to year (graphs, trends, percentages and ratios)Race for Relevance, 2011
39Volume does not always equal Value The Pareto PrincipleAlso known as the “80/20” RuleThe principle projects - 80 % of member value is derived from 20% of benefits offeredIf programs or services only generate 20% of the value, why sustain them?Volume does not always equal ValueRace for Relevance,2011
40Membership Value and Relevancy To remain relevant and vital, the board must concentrate it’s resources on the most important member benefits that will pay offFour levels of resourcesDirect costs: profit marginHuman resource costs: volunteer’s, staff and consultantsOverhead expenses: cost to develop, deliver and maintain programs and servicesIntangible costs: national office staff payroll/benefits, energy, creativeness and Intellectual property2012 NALA
41Radical Changes for Membership Value and Relevance Change is sometimes difficult, but avoid defending certain “sacred cows”, whether they are programs and services, publications, or eventsIn today’s competitive environment, limited resources (human and financial) and new opportunities should encourage the board to face the reality that some programs or services may outlive their appropriatenessRace for Relevance, 2011
42SUNA Management FirmAnthony J. Jannetti, (AJJ) Inc. has provided full management staff and services for SUNA since 1995AJJ is an Association Management Company (AMC) and was established in 1972 by Tony JannettiAJJ is a national health care association management firm that provides marketing, communications, and publishing services with headquarters in Pitman, NJ.AJJ provides management services to a total of 9 Associations
43Relationship with Board and Staff Teamwork is critical to the success of the Association!A diverse board is good for the associationEach member will bring a unique culture/ background, expertise, critical thinking and intellect to the boardStaff can provide past experiences and established key practices and ideas that have been effective elsewhereLet each member’s voice be heard!Healthy dissent can be a force for positive change“Team members will bond together through their similarities, but it is through their differences that they will learn from each other”.(Hnatiuk)
44Key concepts between Board and Staff Board members are elected members that are fiduciaries, charged with strategic future and financial health of the organization (Governance perspective)Staff members are responsible for discerning and achieving the leader’s plans and directives within the established policies and procedures (Management perspective)However, a thoughtful board relies on staff input for all aspects of the organization to work for the betterment of the organization!2012 NALA
45Board and Staff Relationship Trust, Openness and Transparency is the foundation for a strong board and staff partnershipThe relationship is finely balanced when both partners understand and accept their primary roles and work together interdependentlyEffective relationship is collegial and productiveExecutive Director (ED) is the bridge to the association's staff interaction and working relations with board members2012 NALA
46Executive Director Relationship The Executive Director (ED) is hired directly by the Board of Director’s and is accountable to the Board, and is a non-voting member of the BoardMain role is to support and advise the Board (explore ideas, generate questions for meetings/agendas, ensure adequate technology - to name a few)ED acts as a change agent, visionary, is confident and decisive as well as transparentED is accountable for operational aspects of board’s decisions, fulfilling financial obligations and oversight of budget as well as meeting legal obligationsED works for the board, the board works for the membership-both must build trust, respect and transparency2012 NALA
47Role Confidence between Board/ED ED and Board must be aware of difference between management and governance roles and value both roles (each trusts the other to do their job)Board must respect the authority of EDED respects board’s authority to make key decisionsBoard sets policy and the ED implementsED serves as the Staff LeaderED should focus on results2012 NALA
48Communication with EDED has a working relationship with Board PresidentEstablish best method of communication, i.e. , phone callsFrequency of communication, weekly, bi-weekly, monthlyAddress issues of emergent natureBoard member Board President EDBoard President is Board LeaderBoard President and ED must balance roles and authorityBoard member goes directly to ED if any concerns about staff members, performance issues or work assignments2012 NALA
49Lines of Communication with ED Reports to National President and the BODPresident and ED communicate frequently and jointly to make necessary decisions between board meetingsED Reports “state of the organization” at board meetings and telephone conferencesLeads the National Office Association’s StaffLiaison to SUNA’s Management Firm (AJJ)Liaison for Legal Counsel, Contracts, and ConsultantsLiaison to Accounting and Investment FirmsLiaison to other nursing organizations and other collaborative organizations
50ED Evaluation and Compensation All board members participate (informed and provide feedback) in ED’s annual evaluationEvaluation performance tool is mutually agreed on between ED and BoardEvaluation should be done annually with mid-year progress, if neededEnsure there is a shared goal development between ED and the Board of DirectorsCompensation is negotiated in contract with the Association Management Company, AJJ.
51What to Evaluate For? Did the association achieve it’s set goals? Did the association avoid unacceptable risk or situations this year?What added value did the ED bring into the achievement of goals set for this year?Overall, is the ED getting the job done inside both ethical and professional awareness's of our membership?Associations Now/The Volunteer Leadership Issue, 2008
52Collaboration with other organizations Nursing Organization Alliance (NOA)Nursing Community - for Legislative mattersAmerican Urological Association (AUA) - Several SUNA members serve on education and membership committees and AUA Liaison for SUNANational Association For Continence (NAFC)Society of Urodynamics, Female Pelvic Medicine & Urogenital Reconstruction (SUFU)Wound, Ostomy and Continence Nurses Society (WOCN)The American Urogynecologic Society (AUGS)Global Alliance of Urology Nurses (GAUN)International Continence Society (ICS)Pediatric Urology Nurse Specialists (PUNS)Bladder Cancer Advocacy Network (BCAN)
53Legal Responsibilities Act in Best Interest of the OrganizationThis duty is broad, requiring members to exercise ordinary and reasonable care in their actionsThe board is ultimately responsible for ensuring adherence to legal standards and ethical normsAssociations Now, The Volunteer Leadership Issue, January 2009
54Legal Responsibilities Disclose Conflict of Interests (COI)Exists when board member, staff, or other volunteer leader has a professional, business, personal or other business that is inconsistent with the interests of the organizationTYPES: Actual, Potential or PerceivedImportant to identify the COI and manage itBoard members are required to sign an annual COI disclosure statementHnatiuk
55Legal Responsibilities Maintain the organization’s information in confidenceMaintaining confidentiality is a legal and ethical responsibility of every board memberSome information may be designated as confidential.Keep confidentiality in foremost of minds, do not share association information with 3rd Parties or with persons who do not have a need to knowAssociations Now, The Volunteer Leadership Issue, January 2009
56Transparency and Compliance Transparency-Post strategic plan/goals on website, share key information and outcomes, publish annual reports to membership in order to earn trust of members and the publicAccountability-conduct annual auditsGrowing public scrutiny of public companies and nonprofits resulted in a focus on more accountability and transparency.Outcome of abuse was the Sarbanes-Oxley Act 2002 for public traded companiesPatricia Thompson, 2012 NALA
57Sarbanes-Oxley Act (SOX) Relevance for non-profit organizationsFinancial transactions- understand and comply with all laws regarding compensation and benefits provided to directors and executivesEstablish a Conflict of Interest PolicyConduct an annual external financial audit with board review and approvalProvide financial literacy training to all board members2012 NALA
58Legal Responsibilities, contd. Respect corporate (organization) opportunities such as business prospect, idea, or investment that is related to activities or programs of the organization and in the best interest of the organization to pursueOperate fully within the law- ComplianceAvoid Legal liabilityAssociations Now/The Volunteer Leadership Issue, January 2009
59Succession PlanningPurpose is to achieve a smooth/seamless organization transitionAllow the organization to continue fulfillment of the year/multi-year objectives, goal, and day to day operationsTo reduce disruption of morale, services and productivityPrevent loss of critical history and knowledge of the organizationJackie Rowles, 2012 NALA
60Associations Now/The Volunteer Leadership Issue January, 2012 DefinitionSuccession planning is a process whereby the organization’s leaders ensure that an adequate number of qualified candidates are recruited and/or developed to fill each key role within the organization (leaders/staff).Associations Now/The Volunteer Leadership Issue January, 2012
61Keys to SuccessLeaders identify and recognize those members with potential to move up within the organizationProvide learning experiences by inviting to participate in committees or task force appointmentsBuild a list of expertsNominating process is transparent and inclusiveActively recruit and mentor talentTakes Commitment – but rewards are worth the effort!
62Types of Succession Plans PlannedKeep focus on the health of the organizationForm mentoring relationshipsEstablish a process for immediate knowledge transfer with new incoming board membersAsk departing board members what can be done to make role more rewarding, enjoyable2012 NALA
63Types of Succession Plans EmergencyIllness or unforeseen situationCommunication plan to deal with unplanned exit to deal with emotional aspects and fears about the future of the organizationPlan to acknowledge feelings and help to reduce fearsDetail who is responsible for activating and managing the plan2012 NALA
64Key Plan Components Identify the best and brightest for tomorrow! Review list and discuss regularlyMake it part of strategic planning and board meetingsIdentify the critical organizational roles- Board members, Executive Director, and Key Committee LeadersPlans don’t make leaders- development does!2012 NALA
65Leadership Development Be a mentorIdentify competency gaps or areas needed for improvement and work to strengthen the successorContinuously work on the list!Board training exercises and professional development to build on current board member’s strengthsTeam building opportunities (at conferences, telephone calls, and outside meetings/programs)
66Feedback for Improvement Obtain feedback from previous leadersHow were they prepared?What could have been done better?Accept constructive criticismRe-evaluate and make changes to your planA good succession plan is fluid and more about continuous improvement!2012 NALA
67Individual Board Member Responsibilities Review Policy and Procedure Manual found on SUNA website for the job description of your particular role on the boardPolicy and Procedure Manual can be found by following these steps:Click on “Resources” tab on Home PageClick on “For Members” (members only resources)Click on Policy and Procedures ManualJump to Board/Regional Directors Policies
68Board GovernanceDuty of Care or Diligence: Level of competence that is expected of board member (stay informed about organization’s activities and participate)Duty of Loyalty: Put the interests of the association over own interests (foremost accountable to organization)Duty of Obedience: Board members act in a manner consistent with association’s Mission/Values, adhere to established bylaws, policy and procedures, federal and state laws.Hnatiuk, Mentoring The Stars, 2nd Edition
69Board Liaison RoleBoard members will serve as liaisons to committee members, task forces or Special Interest Groups (SIGS) and other volunteer projects within the organizationPrimary function is to be the communication gateway to and from the board in order to give direction, guidance and support and solicit new leadersListen to concerns and issues or updates, then report back to the board on the individual leader or group’s work and progressAdvise if appropriate to present an agenda item to the full board
70Board Liaison Role, contd. Motivate and inspire groups or individuals to accomplish the committee or working group goalsJoin the listserv or SUNA Forum of particular groupBe available for questions and concernsAttend and support meetings held during national conferences or phone conferencesLiaison must initiate communication to the group or individual at regular intervalsReport on the progress of the committee or group on board meeting report prior to face to face meetings
71Monthly Conference Calls Executive Committee (President, President Elect and Immediate Past President, Secretary, Treasurer, Executive Director and Director, Association ServicesCalls are 2nd Wednesday of each month at 8:15 EST (except months of face to face meetings held at AC and Symposium)Agenda is sent out prior to call for topics and how to joinhttps://join.me/SUNA_BoardPhone: Dial , Enter conference ID #Attendance is mandatory (unless excused by President)
72Bi-monthly Conference Calls Regional Directors attend bi-monthly conference calls on the 2nd Wednesday of the designated month at 8:15 ESTAgenda is sent out ahead of callTo join the Meeting: https://join.me/SUNA_BoardOn PC or Mac, use any browser with FlashPhone or tablet, launch the join.me app and enter meeting code: SUNA_Board or dialand enter conference IDAttendance is mandatory (unless excused by President)
73Conferences2 major national conferences are held each year Attendance is mandatory for all board members Spring- National Symposium- focus on pelvic floor and continence Fall – Annual Conference – variety of urologic topics
74Board meetingsFace to face board meetings are held in conjunction with each national conferenceBoard reports and agenda items are due approximately 6 weeks prior to meeting date and are submitted to national officeAll participants may submit an agenda itemThe agenda serves as the plan or guide for the meeting of what will be discussed
75Board Meetings, contd. Be on time! Be Prepared! Agenda, reports and agenda items are distributed to all attendees ahead of time for your reviewRead all submitted reports (consent agenda) and action agenda items ahead of time to assure the meeting is productive and meaningful.Write thoughts and questions down ahead of timeConsent agenda allows board to save time by providing all updates so board members can focus on major issues (Action items)
76Board Meeting Participation Be an active listenerAvoid side conversationsParticipate by asking relevant questions or clarifications if you do not understand somethingTake notesRespect and maintain confidentiality of information sharedSupport board decisions, especially outside the boardroom- final decisions are usually what is best for the organization as a whole
77Sample Agenda Call to Order (8 AM) and Assign a Timekeeper Roll Call Ground RulesApproval of AgendaApproval of Consent Agenda (Reports)Action ItemsBoard DevelopmentReview Strategic PlanMiscellaneous Items/UpdatesAdjournment (5 PM)
78Strategic Plan ReviewStrategic Plan should be simple, user-friendly and clear in intent and direction as well as motivatingProvides stability in direction and staying on trackKnow and support the planCommunicate the plan to members and constituents as appropriateParticipate in revising the plan as needed- prioritize goalsMonitor and evaluate progress
85SUNA Forums on the Website Another step of our strategic plan to promote community among our members and networking opportunities beyond the AC and SymposiumOpen to all members for information sharingCreate active dialogPost topics, articles or documents to shareContent can be archived for future use or reference
93BOD SUNA ForumBoard of Directors Only Forum, limited access to Leadership members of boardUsed for official board businessUsed to post new agenda items, review and/or approve conference call minutes, agendas, and documents or creating new topics of discussionForum’s located under the Community Tab
94Board member participation Set directionEnsure resourcesEvaluate Performance and OutcomesAvoid conflicts of InterestParticipate in all required board activities- written itinerary of events at annual meetings, conference calls and correspondenceSupport all decisions made by the board
95Board Cultural Competence Value DiversityDo a self AssessmentManage the dynamics of differenceAcquire and institutionalize cultural knowledgeAdapt to diversity and the cultural differences of individuals and communities servedAmerican Nurses Association Nursing World, 2011
96correspondenceBoard members are added to a SUNA Board List- Serve created for board members along with the Executive Director and Director of Association Services to communicate timely information and approvalsBe responsive and participate in correspondence in a timely mannerKeep information confidential until it is determined time to disclose the information
97Congratulations!As an incoming board member, you have been entrusted to influence and set direction of the organization as a whole. What you say and do matters! Take your role responsibly and fully to lead and bring value to your organization. And, have some fun!
98ReferencesAmerican Nurses Association Nursing World (2011), Diversity Awareness,Associations Now The Volunteer Leadership Issue, January 2009.Associations Now, The Volunteer Leadership Issue, January 2011.Associations Now, The Volunteer Leadership Issue, January 2012.Harrison, C., & Beyers, M. (2011). Race for Relevance: 5 Radical Changes for Associations. Washington, DC: ASAE: The Center for Association Leadership.
99ReferencesHnatiuk, Cynthia N. (2009). Mentoring the Stars: A Program for Volunteer Board Leaders (2nd ed.). Pitman, NJ: Anthony J. Jannetti, Inc.Ingram, Richard T. (2009). Ten Basic Responsibilities of Nonprofit Boards (2nd ed.). Washington, DC: BoardSource.Lang, Andrew S.(2009). Financial Responsibilities of Non-Profit Boards (2nd ed.). Washington, DC: BoardSource.Monnoleto, Lou. (October 2013 SUNA Board Meeting). Investment Manager: Royal Bank of Canada (RBC) Wealth Management, A Division of RBC Capital Markets, LLC, Member NYSE/FINRA/SIPC.
100ReferencesNursing Alliance Leadership Academy (NALA) Conference, (2012) August : Louisville, Kentucky.Schiller, Sherry, PhD.