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SUNA’s Orientation for Leadership

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1 SUNA’s Orientation for Leadership
A guide for Professional Development

2 What 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)

3 Volunteer Leadership Volunteering for a professional society increases opportunities to network with peers in your same area of interests and background There is no such thing as a “Born Leader”- Leadership is learned and acquired over time Leadership is based on experiences and strengths Strength = Natural Ability + Knowledge + Skill + Practice Know your unique strengths and invest in them! Matthew G. Marvin, 2012 Nursing Alliance Leadership Academy (NALA)

4 What is Leadership? Accepting the role of leadership is accepting the challenge to make a positive impact and difference in the lives of others How one leads is a reflection of individual self, the organization’s value, and the profession at large Real leadership is responsibility focused- not power based Leadership is not produced by one person but something people create together as a team Leaders have an opportunity to make the organization’s goals and values visible and share them with others Geraldine Polly Bednash, 2012 NALA

5 Board of Directors Roles
Advocates/Ambassadors for the organization Cohesive/Trustworthy Strategic thinking and planning Innovative Mission/Vision Driven Member driven Ensure financial resources and oversight Evaluate processes and performance outcomes Maintain a relationship with Executive Director and Management Staff Collaborates with other organizations Individual board member responsibilities BoardSource, 2009

6 Advocates/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 others Leaders 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 it Ambassadors 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

7 Cohesive/Trustworthy
Express your desire to work as a team Put the team’s needs first- it takes discipline! Governance is a collective act- decisions are made together as a board in formal or informal sessions Create a sense of partnership –stay cohesive inside and outside of board (or any leadership) meeting Adopt a collaborative approach Be truthful when communicating Reveal your conflicts of interest Get to know one another with open discussions Maintain confidentiality Keep deliberations confidential and only make final decisions public Speak with one voice Find a balance between having fun, building trust and tackling important and sometimes difficult decisions!

8 Strategic thinking Strategic thinking is the creative way members in an association plan and generate the future or establish direction for the organization Strategic thinking involves using intuition and insight to develop ideas to plan for the organization’s future well being and ultimate success Strategic thinking happens each time the board and staff meet together! Strategic thinking skills develop over time and with repeated use Strategic thinking is the precursor to strategic planning A highly functioning board is 90% strategic and 10% operational! Sherry Schiller, 2012

9 Strategic Planning The 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 goals Strategic 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 them A 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 changes BODs must see the Big Picture - Establish Policies and Strategies Try 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)

10 Innovative/Change Agent
Successful innovation and change involve targeted, incremental changes that stimulates the member’s value, loyalty and excitement to rise every year Innovation for board members involves: -identifying problems you need to solve -surveying your membership regularly -analyzing your financial trends (budget) and human resources (members) regularly Be in the business of creating a strong organization that can fund it’s mission and purpose. Associations Now, The Volunteer Leadership Issue 1/2012

11 Mission 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

12 Mission and Vision Statements
Definitions Mission 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

13 SUNA 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.

14 SUNA Vision Statement A 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.

15 Core Values Core 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.

16 Member Driven The most effective Leaders understand their membership’s needs Regularly assess the effectiveness of programs and services for member satisfaction Use member focus groups and surveys to explore what programs/services should be added or discontinued Change is difficult, but organizations must keep up with the competitive environment and changing demands of our current and future members Race for Relevance, 2011

17 Member Driven, cont. Leaders ensure member’s are getting value for their membership dollars Budget driven- some programs and services will outlive their usefulness and must be let go Depend on the national office staff professionals to explore ideas and gather reliable data to make informed decisions about new projects/programs/services Precisely define the Association’s optimum member market to rationalize and align programs, services, products and activities Race for Relevance, 2011

18 Financial Resources & Oversight
Financial oversight encompasses the following: Fiduciary- definition Proper use of funds Annual Audit Fund raising Approve annual budget Investment policies IRS Form 990

19 Financial 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 fees Leaders must ensure adequate financial resources are available to promote it’s mission The board and national office staff have the responsibility to not spend beyond it’s means Ensure programs and services are cost effective Follow policies to prevent waste of resources!

20 Definitions of Financial Stewardship
Fiduciary: hold in trust of association and act in it’s best interest Audit: review of financial transactions Revenues: income from providing goods or programs and services Expenses: amount the organization spends to run it’s activities Reserves: unrestricted assets that are reasonably liquid, minus liabilities Board Source, 2012

21 Definitions of Financial Stewardship
Assets: Something worth value owned by the organization that can be converted to cash Liabilities: Obligations or debts owed to others (transfer of assets) Risks: Possibility of loss or injury, a legal liability Tax Exemption: Exempt from tax (SUNA is a 501(c) (3) Non-Profit: Association is established to promote a profession Board Source, 2012

22 Risk is Constant As board members come and go, the board’s overall risk tolerance may change Risk tolerance is directly related to an organization’s ability to communicate Key for leadership to communicate with members and stakeholders Sometimes 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

23 Fiduciary “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

24 Fiduciary Role Understanding 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!

25 Fiduciary 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 interests Entrusted with management of assets belonging to others Board members must disclose any conflicts of interest Maintain the organization’s confidentiality as needed Board members must have an understanding of financial statements, budgets and economic trends 2012 NALA

26 Proper use of funds Ensure resources promote the mission and goals
Ensure funds are distributed appropriately – monitored by board and staff Ensure funds will benefit the future of the organization Ensure reserve funds are available for the future or rainy day- the board must oversee investments Ensure lawful and ethical behaviors- Example: Audits - transparency and accountability are key! Financial Responsibilities of Non-Profit Boards, Second Edition

27 Annual Audit External audits should determine if financial statements fairly reflect it’s financial position Performed 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

28 Fundraising Board 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 fund The dollar amount is not as important as that YOU give! Open doors through professional and personal networks to secure resources for the organization Acknowledge and thank donors, to include corporate members and individuals for monetary and time commitments Remember- members are a valuable human and financial resources to any organization!

29 Approve Annual Budget SUNA’s budget year runs from April 1st to March 31st of each fiscal year The annual budget is approved at each Spring board meeting New projects or ideas must be presented with a projected budget to ensure financial support The 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

30 Investment Policies Investment policies are necessary to maximize an organization’s asset allocations and ensure future financial stability Asset allocations are the percentage of investments placed in different asset classes, such as Large Cap, Small Cap, International Stocks and Bonds The 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 US The goal is to grow SUNA’s reserve asset investments over a long term to maximize returns without undue risk Lou Monnoleto, RBC Wealth Management

31 IRS FORMS Form 990 Form 990-EZ Form 990-N

32 IRS Form 990 The Internal Revenue Service (IRS) Form used to report annually to the IRS on the financial and other activities of a tax-exempt organization Ensure the organization or chapter files on a timely basis Failure to file a Form 990 or Form 990-EZ is cause for automatic loss of tax exemption Chapters who have income < $50,000 can electronically submit Form 990-N 2012 NALA

33 IRS Form 990 Gross receipts of $200,000 + Revenues/Expenses
Assets/Liabilities Mission Governance polices Program areas 2012 NALA

34 IRS 990-EZ Form Used for gross receipts between $50,001 to $200,000
2012 NALA

35 Many SUNA chapters will file the Form 990-N
IRS Form 990-N Electronic Post card Gross income of $50,000 or less Loss of tax status if fail to file 3 consecutive years! 2012 NALA Many SUNA chapters will file the Form 990-N

36 Evaluate 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 Statements How well the organization succeeds is the heart of the board’s interest to ensure goals are achieved The 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

37 Processes 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 undertakings Evaluate which programs/services are not optimizing the resources required to sustain them

38 Processes and Performance Outcomes
Board members should know which programs and services are “signature” and why Evaluate which are the weakest or least consequential to the organization’s mission Which 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

39 Volume does not always equal Value
The Pareto Principle Also known as the “80/20” Rule The principle projects - 80 % of member value is derived from 20% of benefits offered If programs or services only generate 20% of the value, why sustain them? Volume does not always equal Value Race for Relevance,2011

40 Membership Value and Relevancy
To remain relevant and vital, the board must concentrate it’s resources on the most important member benefits that will pay off Four levels of resources Direct costs: profit margin Human resource costs: volunteer’s, staff and consultants Overhead expenses: cost to develop, deliver and maintain programs and services Intangible costs: national office staff payroll/benefits, energy, creativeness and Intellectual property 2012 NALA

41 Radical Changes for Membership Value and Relevance
Change is sometimes difficult, but avoid defending certain “sacred cows”, whether they are programs and services, publications, or events In 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 appropriateness Race for Relevance, 2011

42 SUNA Management Firm Anthony J. Jannetti, (AJJ) Inc. has provided full management staff and services for SUNA since 1995 AJJ is an Association Management Company (AMC) and was established in 1972 by Tony Jannetti AJJ 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

43 Relationship with Board and Staff
Teamwork is critical to the success of the Association! A diverse board is good for the association Each member will bring a unique culture/ background, expertise, critical thinking and intellect to the board Staff can provide past experiences and established key practices and ideas that have been effective elsewhere Let 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)

44 Key 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

45 Board and Staff Relationship
Trust, Openness and Transparency is the foundation for a strong board and staff partnership The relationship is finely balanced when both partners understand and accept their primary roles and work together interdependently Effective relationship is collegial and productive Executive Director (ED) is the bridge to the association's staff interaction and working relations with board members 2012 NALA

46 Executive 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 Board Main 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 transparent ED is accountable for operational aspects of board’s decisions, fulfilling financial obligations and oversight of budget as well as meeting legal obligations ED works for the board, the board works for the membership-both must build trust, respect and transparency 2012 NALA

47 Role 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 ED ED respects board’s authority to make key decisions Board sets policy and the ED implements ED serves as the Staff Leader ED should focus on results 2012 NALA

48 Communication with ED ED has a working relationship with Board President Establish best method of communication, i.e. , phone calls Frequency of communication, weekly, bi-weekly, monthly Address issues of emergent nature Board member Board President ED Board President is Board Leader Board President and ED must balance roles and authority Board member goes directly to ED if any concerns about staff members, performance issues or work assignments 2012 NALA

49 Lines of Communication with ED
Reports to National President and the BOD President and ED communicate frequently and jointly to make necessary decisions between board meetings ED Reports “state of the organization” at board meetings and telephone conferences Leads the National Office Association’s Staff Liaison to SUNA’s Management Firm (AJJ) Liaison for Legal Counsel, Contracts, and Consultants Liaison to Accounting and Investment Firms Liaison to other nursing organizations and other collaborative organizations

50 ED Evaluation and Compensation
All board members participate (informed and provide feedback) in ED’s annual evaluation Evaluation performance tool is mutually agreed on between ED and Board Evaluation should be done annually with mid-year progress, if needed Ensure there is a shared goal development between ED and the Board of Directors Compensation is negotiated in contract with the Association Management Company, AJJ.

51 What 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

52 Collaboration with other organizations
Nursing Organization Alliance (NOA) Nursing Community - for Legislative matters American Urological Association (AUA) - Several SUNA members serve on education and membership committees and AUA Liaison for SUNA National 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)

53 Legal Responsibilities
Act in Best Interest of the Organization This duty is broad, requiring members to exercise ordinary and reasonable care in their actions The board is ultimately responsible for ensuring adherence to legal standards and ethical norms Associations Now, The Volunteer Leadership Issue, January 2009

54 Legal 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 organization TYPES: Actual, Potential or Perceived Important to identify the COI and manage it Board members are required to sign an annual COI disclosure statement Hnatiuk

55 Legal Responsibilities
Maintain the organization’s information in confidence Maintaining confidentiality is a legal and ethical responsibility of every board member Some 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 know Associations Now, The Volunteer Leadership Issue, January 2009

56 Transparency 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 public Accountability-conduct annual audits Growing 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 companies Patricia Thompson, 2012 NALA

57 Sarbanes-Oxley Act (SOX)
Relevance for non-profit organizations Financial transactions- understand and comply with all laws regarding compensation and benefits provided to directors and executives Establish a Conflict of Interest Policy Conduct an annual external financial audit with board review and approval Provide financial literacy training to all board members 2012 NALA

58 Legal 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 pursue Operate fully within the law- Compliance Avoid Legal liability Associations Now/The Volunteer Leadership Issue, January 2009

59 Succession Planning Purpose is to achieve a smooth/seamless organization transition Allow the organization to continue fulfillment of the year/multi-year objectives, goal, and day to day operations To reduce disruption of morale, services and productivity Prevent loss of critical history and knowledge of the organization Jackie Rowles, 2012 NALA

60 Associations Now/The Volunteer Leadership Issue January, 2012
Definition Succession 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

61 Keys to Success Leaders identify and recognize those members with potential to move up within the organization Provide learning experiences by inviting to participate in committees or task force appointments Build a list of experts Nominating process is transparent and inclusive Actively recruit and mentor talent Takes Commitment – but rewards are worth the effort!

62 Types of Succession Plans
Planned Keep focus on the health of the organization Form mentoring relationships Establish a process for immediate knowledge transfer with new incoming board members Ask departing board members what can be done to make role more rewarding, enjoyable 2012 NALA

63 Types of Succession Plans
Emergency Illness or unforeseen situation Communication plan to deal with unplanned exit to deal with emotional aspects and fears about the future of the organization Plan to acknowledge feelings and help to reduce fears Detail who is responsible for activating and managing the plan 2012 NALA

64 Key Plan Components Identify the best and brightest for tomorrow!
Review list and discuss regularly Make it part of strategic planning and board meetings Identify the critical organizational roles- Board members, Executive Director, and Key Committee Leaders Plans don’t make leaders- development does! 2012 NALA

65 Leadership Development
Be a mentor Identify competency gaps or areas needed for improvement and work to strengthen the successor Continuously work on the list! Board training exercises and professional development to build on current board member’s strengths Team building opportunities (at conferences, telephone calls, and outside meetings/programs)

66 Feedback for Improvement
Obtain feedback from previous leaders How were they prepared? What could have been done better? Accept constructive criticism Re-evaluate and make changes to your plan A good succession plan is fluid and more about continuous improvement! 2012 NALA

67 Individual Board Member Responsibilities
Review Policy and Procedure Manual found on SUNA website for the job description of your particular role on the board Policy and Procedure Manual can be found by following these steps: Click on “Resources” tab on Home Page Click on “For Members” (members only resources) Click on Policy and Procedures Manual Jump to Board/Regional Directors Policies

68 Board Governance Duty 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

69 Board Liaison Role Board members will serve as liaisons to committee members, task forces or Special Interest Groups (SIGS) and other volunteer projects within the organization Primary function is to be the communication gateway to and from the board in order to give direction, guidance and support and solicit new leaders Listen to concerns and issues or updates, then report back to the board on the individual leader or group’s work and progress Advise if appropriate to present an agenda item to the full board

70 Board Liaison Role, contd.
Motivate and inspire groups or individuals to accomplish the committee or working group goals Join the listserv or SUNA Forum of particular group Be available for questions and concerns Attend and support meetings held during national conferences or phone conferences Liaison must initiate communication to the group or individual at regular intervals Report on the progress of the committee or group on board meeting report prior to face to face meetings

71 Monthly Conference Calls
Executive Committee (President, President Elect and Immediate Past President, Secretary, Treasurer, Executive Director and Director, Association Services Calls 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 join https://join.me/SUNA_Board Phone: Dial , Enter conference ID # Attendance is mandatory (unless excused by President)

72 Bi-monthly Conference Calls
Regional Directors attend bi-monthly conference calls on the 2nd Wednesday of the designated month at 8:15 EST Agenda is sent out ahead of call To join the Meeting: https://join.me/SUNA_Board On PC or Mac, use any browser with Flash Phone or tablet, launch the join.me app and enter meeting code: SUNA_Board or dial and enter conference ID Attendance is mandatory (unless excused by President)

73 Conferences 2 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

74 Board meetings Face to face board meetings are held in conjunction with each national conference Board reports and agenda items are due approximately 6 weeks prior to meeting date and are submitted to national office All participants may submit an agenda item The agenda serves as the plan or guide for the meeting of what will be discussed

75 Board Meetings, contd. Be on time! Be Prepared!
Agenda, reports and agenda items are distributed to all attendees ahead of time for your review Read 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 time Consent agenda allows board to save time by providing all updates so board members can focus on major issues (Action items)

76 Board Meeting Participation
Be an active listener Avoid side conversations Participate by asking relevant questions or clarifications if you do not understand something Take notes Respect and maintain confidentiality of information shared Support board decisions, especially outside the boardroom- final decisions are usually what is best for the organization as a whole

77 Sample Agenda Call to Order (8 AM) and Assign a Timekeeper Roll Call
Ground Rules Approval of Agenda Approval of Consent Agenda (Reports) Action Items Board Development Review Strategic Plan Miscellaneous Items/Updates Adjournment (5 PM)

78 Strategic Plan Review Strategic Plan should be simple, user-friendly and clear in intent and direction as well as motivating Provides stability in direction and staying on track Know and support the plan Communicate the plan to members and constituents as appropriate Participate in revising the plan as needed- prioritize goals Monitor and evaluate progress

79 Navigate the SUNA Website

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81 Drop Down Menu’s

82 Member only area

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85 SUNA Forums on the Website
Another step of our strategic plan to promote community among our members and networking opportunities beyond the AC and Symposium Open to all members for information sharing Create active dialog Post topics, articles or documents to share Content can be archived for future use or reference

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90 Use the SEARCH box to find areas of the web

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92 SUNA is just a click away!

93 BOD SUNA Forum Board of Directors Only Forum, limited access to Leadership members of board Used for official board business Used to post new agenda items, review and/or approve conference call minutes, agendas, and documents or creating new topics of discussion Forum’s located under the Community Tab

94 Board member participation
Set direction Ensure resources Evaluate Performance and Outcomes Avoid conflicts of Interest Participate in all required board activities- written itinerary of events at annual meetings, conference calls and correspondence Support all decisions made by the board

95 Board Cultural Competence
Value Diversity Do a self Assessment Manage the dynamics of difference Acquire and institutionalize cultural knowledge Adapt to diversity and the cultural differences of individuals and communities served American Nurses Association Nursing World, 2011

96 correspondence Board 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 approvals Be responsive and participate in correspondence in a timely manner Keep information confidential until it is determined time to disclose the information

97 Congratulations! 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!

98 References American 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.

99 References Hnatiuk, 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.

100 References Nursing Alliance Leadership Academy (NALA) Conference, (2012) August : Louisville, Kentucky. Schiller, Sherry, PhD.


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